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Table of Contents
Introduction
Mission, Vision, and Core Values Statement ............................................................................... A-1
Mayor, Council Members, and Ward Boundaries ........................................................................ A-2
Reader’s Guide ............................................................................................................................. A-4
Message from the City Manager .................................................................................................. A-5
Council Priorities and Key Results ................................................................................................ A-8
Leading for Results and the Budget Process .............................................................................. A-12
Budget Development Process .................................................................................................... A-15
Major Budget Changes .............................................................................................................. A-17
Overview of Oklahoma City........................................................................................................ A-25
The City of Oklahoma City ............................................................................................. A-26
Metropolitan Area Demographics and Economic Data ................................................ A-29
Major Metropolitan Area Employers ............................................................................ A-30
Convention, Exhibit, and Meeting Facilities .................................................................. A-31
Transportation............................................................................................................... A-32
Construction Activity ..................................................................................................... A-33
Organizational Chart .................................................................................................................. A-34
Financial Summaries
Consolidated Budget Overview .................................................................................................... B-1
Revenues ...................................................................................................................................... B-2
Revenue Summary .......................................................................................................... B-2
Operating Funds .............................................................................................................. B-3
Non-Operating Funds .................................................................................................... B-12
Revenue Detail Table .................................................................................................... B-14
Expenditures............................................................................................................................... B-25
Expenditure Summary ................................................................................................... B-25
Budgeted Positions by Department .............................................................................. B-28
General Fund Summary................................................................................................. B-29
Expenditure Summary Table ......................................................................................... B-31
Long Range Financial Summary.................................................................................................. B-34
Departmental Budgets
The Budget Process ...................................................................................................................... C-1
Airports ......................................................................................................................................... C-3
City Auditor ................................................................................................................................ C-11
City Clerk .................................................................................................................................... C-17
City Manager .............................................................................................................................. C-25
Development Services ................................................................................................................ C-33
Finance ....................................................................................................................................... C-43
Fire ....................................................................................................................................... C-53
General Services ......................................................................................................................... C-63
Information Technology ............................................................................................................. C-71
Mayor and City Council ............................................................................................................. C-83
Municipal Counselor .................................................................................................................. C-89
i
Municipal Court .......................................................................................................................... C-97
Non-Departmental .................................................................................................................. C-105
Parks and Recreation................................................................................................................ C-109
Personnel ................................................................................................................................. C-119
Planning .................................................................................................................................... C-127
Police ..................................................................................................................................... C-135
Public Transportation and Parking ........................................................................................... C-145
Public Works ............................................................................................................................. C-155
Utilities ..................................................................................................................................... C-167
Zoo ..................................................................................................................................... C-179
Fund Summaries
Overview of Fund Summaries ...................................................................................................... D-1
Budget and Fund Structure ............................................................................................. D-2
Fund and Related Trust Descriptions .............................................................................. D-3
Changes in Fund Balance................................................................................................. D-4
Fund by Department and Service Category .................................................................... D-5
Airports Fund................................................................................................................... D-6
Asset Forfeiture Fund ...................................................................................................... D-7
Capital Improvement Projects Fund ............................................................................... D-8
City and Schools Capital Projects Use Tax Fund ............................................................ D-12
Court Administration and Training Fund ....................................................................... D-14
Debt Service Fund ......................................................................................................... D-16
Emergency Management Fund ..................................................................................... D-17
Fire Sales Tax Fund ....................................................................................................... D-18
General Fund ................................................................................................................. D-19
Grants Management Fund ............................................................................................ D-24
Hotel Motel Tax Special Revenue Fund......................................................................... D-28
Impact Fee ..................................................................................................................... D-29
Internal Service Fund..................................................................................................... D-30
Medical Service Program Fund...................................................................................... D-32
Metropolitan Area Projects Sales Tax Fund .................................................................. D-33
MAPS Operations Fund ................................................................................................. D-34
MAPS 3 Sales Tax Fund.................................................................................................. D-36
MAPS 3 Use Tax Fund .................................................................................................... D-37
Oklahoma City Improvement and Special Services Assessment District Fund ............. D-40
Oklahoma City Metropolitan Area Public Schools Sales Tax Fund ................................ D-41
Oklahoma City Tax Increment Financing (TIF) Fund...................................................... D-42
Police and Fire Capital Equipment Sales Tax Fund ........................................................ D-43
Police Sales Tax Fund (Police Services, Facilities or Equipment Tax Fund) .................. D-45
Solid Waste Management Fund .................................................................................... D-46
Special Purpose Fund .................................................................................................... D-57
Sports Facilities Sales Tax Fund ..................................................................................... D-50
Sports Facilities Use Tax Fund ....................................................................................... D-51
Stormwater Drainage Utility Fund ................................................................................ D-52
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Table of Contents
iv
Introduction
Mission Statement
The mission of the City of Oklahoma City is to provide
exceptional service to residents and visitors. We do
this by ensuring the safety of the public, delivering
quality services, and maintaining infrastructure to
support the growth of the city.
Vision Statement
Oklahoma City seeks to further progress as a vibrant,
diverse, safe, unified and welcoming community.
Recently, a committee of diverse, enthusiastic and committed City employees, representing virtually
every department and work group in the organization, was convened to update the City’s vision and
mission statements. Many of the participants are included in the photo below taken on the day City
Council adopted a resolution for the updated vision and mission. We thank them for their efforts.
A-1
Introduction
Mark K. Stonecipher
Ward 8
James Griener
Ward 1
Ed Shadid
Ward 2
Larry McAtee
Ward 3
Meg Salyer
Ward 6
David Greenwell
Ward 5
A-2
Introduction
Mick Cornett
Mayor
Todd Stone
Ward 4
A-3
Introduction
Reader’s Guide
The City of Oklahoma City is required by State law to adopt a budget on an annual basis. The City is
also required to show three consecutive years of revenue and expenditure data. To comply with this
law, the annual budget book reports the actual revenues and expenditures for the most recent
completed fiscal year, the adopted budget including amendments for the fiscal year prior to the
proposed budget, and the proposed budget. The annual budget governs City programs and finances
for the fiscal year beginning July 1, and ending June 30.
This document contains six sections, separated by divider pages and a second volume that contains
detailed performance infromation. Major divider pages denote the content of each section. These
sections are further segmented into sub-components. For example, the Departmental Summaries
section has a divider page. The departments themselves are then presented in alphabetical order.
The following briefly describes the contents of each section of this year’s Annual Budget book:
The Introduction contains the City Manager’s transmittal letter to the Mayor and City Council.
This letter summarizes the adopted budget, links the budget process to City goals and
objectives and highlights significant functional changes from the prior year. This section also
includes information about how the budget document is organized, vital statistics about the
City, performance information, and an organizational chart.
The Financial Summaries section includes an overview of the City’s current and anticipated
economic condition and provides revenue and expenditure information by fund and category.
The Departmental Summaries section contains information about responsibilities and budget
for each of the departments. At the beginning of this section, there is a Reader’s Guide to
explain the format used in the department budgets. Departments are listed alphabetically.
The Fund Summaries section contains summaries of the adopted budget for each City fund.
State Law requires the City to adopt the annual budget by fund or purpose and the City has
chosen to budget by fund. A fund, for budgetary purposes, is an accounting entity used for
segregating revenues and expenditures for specific purposes.
The Capital Budget section highlights information pertaining to the City’s Capital Improvement
Plan and Debt Service. In general, projects or items are included in this section if they have a
usable life of three years or more and cost in excess of $7,500. Past and future Bond and Debt
Service requirements are also described in this section.
The Appendix contains budget guidelines and controls that describe the legal and policy
requirements associated with budget development and implementation. This section also
includes the required statement of compliance with the City’s financial policies and practices
and a glossary of terms utilized in this document.
The Performance Supplement provides an in-depth look at the major issues being faced by
departments, their strategies for dealing with those issues and the strategic results they are
tracking on each issue. In addition, the supplement provides a listing of all performance
measures for each department.
The Annual Budget Book is published online at www.okc.gov. Final Adopted Budget Books are available on a limited basis and copies can be
requested from the Office of Management and Budget at (405) 297-2257.
A-4
Introduction
Unfortunately the decline in revenues in the last two years means that, even with growth projected in
FY18, the General Fund budget is almost the same as FY14 actual revenues. Since FY14, the City’s
population has grown by over 33,000 (5.3%) and health care and other salary-related expenses have
increased. These factors mean we have to stretch City revenues farther than ever to continue to serve
our residents.
The proposed budget totals $1.38 billion with a General Fund budget of $404.5 million. Across all
funds, the number of positions decreases by 16 from 4,660 to 4,644. In addition to the position
reductions, the Police and Fire Departments have 69 total vacant positions (21 in Fire and 48 in Police)
that were frozen in FY17. The funding for those positions was removed from the budget but the
positions remained under the assumption that revenues would recover and the funding would be
restored. Unfortunately, revenues continued to decline in FY17 and restoring funding for the positions
will not be possible in FY18.
While this downturn in the local economy has not been as deep as some recessions, it has lasted longer
than most. Sales tax declined for the second year in a row in FY17. The last time that happened was in
FY86 and FY87. According to our consulting economist, Dr. Russell Evans, of Oklahoma City University,
the reason the downturn has lasted longer than usual is that the decline in the oil and gas industry was
followed by a nationwide slowdown in manufacturing related to excess inventory that almost resulted
in a nationwide recession. These two forces happening back to back have resulted in the economic
decline we have experienced in Oklahoma City.
However, Dr. Evans is confident that the corner has been turned and the coming year will yield positive
economic growth. Our forecast for growth in the coming year is for modest growth in sales tax of
2.5%. Overall, General Fund revenue is expected to be up 3.2% compared to our estimated FY17 year
end as the economy improves and a few new revenue sources have been added. The largest revenue
increase comes from the agreement between the state and Amazon to begin remitting use tax on sales
in Oklahoma. That is expected to generate $4 million for Oklahoma City in Use Tax in FY18, with $3
million of that allocated to the General Fund. Internet sales, however, will continue to hurt City sales
A-5
Introduction
tax revenues. For example, the agreement with Amazon is only for products sold directly by Amazon.
The third party sellers that sell on Amazon’s website are not bound by the agreement and most have
chosen not to pay. In addition, there are still many on-line retailers without a presence in Oklahoma
that do not collect sales or use tax. This puts locally-based businesses at a disadvantage and results in
lower sales and use tax revenue as more and more people shop online.
A full discussion of our revenue sources can be found in the Revenue Summary section of the budget
book found on page B-3.
With this proposed budget we have tried to balance the fiscal realities of a smaller budget with the
need to meet growth in our population and higher expectations from residents. We strive to provide
excellent service to our residents in every area, but with smaller budgets, finding efficiencies will be
key to meeting residents’ expectations for service. Our annual citizen survey helps us keep in touch
with citizen satisfaction and expectations with City services and our performance management process
helps track how we are doing at delivering services at a detailed level. We are working every day to
meet the expectations of our residents and businesses to make Oklahoma City a great place to live,
work and play.
When we look at these priorities, the idea of a balanced budget takes on additional meaning. Not only
must we ensure expenditures are within revenues, but we must also balance the multiple policy and
budget proposals to achieve the City Council’s priorities. Through this budget we seek to maintain a
focus on the City Council’s priorities.
The full descriptions of these priorities and the results used to monitor progress in each area are
discussed on page A-8.
A-6
INTRODUCTION
Conclusion
These past two years have been difficult for City residents impacted by the downturn in the local
economy. City staff has also faced difficulties as positions have been cut, responsibilities increased and
resources stretched. However, I am confident we have paved the way for a bright future. I believe the
FY18 budget is a reasonable and balanced plan that minimizes the impact on services to citizens.
There are many great things happening in Oklahoma City. We have included a section later in the
budget book entitled Oklahoma City in the News to reflect some of the positive attention our city is
receiving.
I want to thank the various department directors for their creativity and dedication to providing the
best service possible to residents within the limits of our budget. I also want to thank the Personnel
Department for working diligently through this process to minimize the impact of proposed reductions
on our staff. I appreciate the dedication of our employees who strive to make the best use of available
resources to provide the results our residents expect.
I look forward to working together to meet the challenges of the coming year.
Respectfully submitted,
James D. Couch
A-7
Introduction
In October of 2016, the Oklahoma City Council met to identify the major issues confronting the City
over the next two to five years. They reviewed and updated previously established Council Priorities
and the progress indicators or key results that the City should achieve in order to successfully address
the identified issues. The following are the Council Priorities and Progress Indicators adopted by the
City Council and the departments which most directly align with those priorities and progress
indicators.
Preamble
Our priorities are grounded in the lessons of the City’s history and the values of inclusive-
ness, mutual respect and self-reliance that are the hallmarks of our future. We will be re-
sponsive to our residents’ needs as we address these priorities and continue to deliver what
we promise. Our focus is to improve the quality of life for every Oklahoma City resident.
A-8
Introduction
A-9
Introduction
A-10
Introduction
Safe and Thriving Social and Criminal High Standards for Recreation and Transportation Strong Financial
Robust Local Economy
Neighborhoods Justice City Services Community Wellness System Management
City Manager G-19 to G-31 G-19 to G-31 G-19 to G-31 G-19 to G-31 G-19 to G-31 G-19 to G-31 G-19 to G-31
Public Transporation
G-118 to G-130
& Parking
A-11
Introduction
Leading for Results (LFR) is the “way we do business.” What this means is that the City uses a
performance management system for all City departments linking department operations to a strategic
business plan. The strategic business plan is organized into programs with each program having an
established budget and family of performance measures. The performance measures are used to set
department goals and measure progress in achieving those goals using the resources allocated to
programs. The entire process is focused on the benefit received by the customer (residents). Leading
for Results provides better information to decision makers, which in turn helps them determine how to
allocate resources.
The Leading for Results performance management system includes planning, employee performance,
budgeting, data collecting, reporting, evaluating, and decision-making. The Strategic Business Plan
contains the information needed to perform these functions and provides a concise overview of
departmental operations. The graph below illustrates the performance management process. As the
arrows indicate, each step is critical and flows into the next, which creates a continuous cycle.
A-12
Introduction
Reporting Results:
Provides clear, concise performance reports on the results being achieved for the community,
policymakers, and employees, thus demonstrating accountability for the investments citizens make in
their government.
A-13
Introduction
Evaluating Results:
Compels a thoughtful examination of performance data to highlight opportunities for service level
improvements and improved customer experiences.
Issue Statements: (Issues): Identify the critical trends that will impact the department and
customer over the next 2-5 years
Strategic Results: 2-5 year goals that, if achieved, demonstrate how the department is
proactively responding to issues
Program: The smallest section of a department organized around services provided and
results customers receive.
Family of Measures: The set of performance measures for an individual program. A primary
focus being on the Result measures (or outcomes) that demonstrate the benefit the customer
receives from the program. The remainder of the Family of Measures includes Output,
Demand, and Efficiency measures.
A-14
Introduction
The planning process began with the update of department strategic business plans that form the base
for performance-based budget planning. At the same time, preliminary revenue and expenditure
estimates were made to guide budget development.
Erika Vandersypen
Management & Budget Specialist
A-15
Introduction
Sep –Nov 2016 Departments update strategic business plans for FY17 in the Leading for
Results process
November 2016 OMB prepares personnel cost worksheets and budget preparation reports.
January 2017 OMB conducts budget training classes and distributes operating budget
instructions.
City Council holds public hearings and the City Council Finance Committee
meets to consider the proposed budget on May 9, May 23 and June 6.
OMB files adopted Annual Budget with State Auditor and Inspector
by June 23.
A-16
Introduction
Airports
The Department of Airports primary change was to create an Operations Manager position to handle
the daily functions that occur inside of the facilities. No new position was created, a position was
converted to create an Operations Manager position that will serve as the Director’s liaison and will
handle terminal operations, ground transportation, and security. This position will also direct
contractor activities and will resolve tenant, contractor, and service manager issues. Many of the
responsibilities of the new position will directly impact passengers, tenants and the general public, with
the purpose of creating a more pleasant environment and experience for all airport customers.
The Office of the City Clerk updated their Strategic Business Plan, with the goal of increased efficiency
and effectiveness. The Clerk’s Office will continue training for SIRE Users that process City Council
documents. The Clerk’s office will place emphasis on uploading trusts, boards, commission and
committee meeting records online. Placing these meeting records online will allow the public to access
records in a more direct and timely fashion as well as reduce the number of requests the Clerk’s Office
receives regarding meeting records.
The MAPS office is adding two additional Project Managers for the I-89 School bond program. All costs
for the City’s these positions and other bond management activities will be reimbursed by Oklahoma
City Public Schools.
The original MAPS for Kids projects are complete and final projects have been identified to fully
deplete remaining capital funds, so the City and Schools Sales Tax Fund will be closed out.
In the General Fund, the Public Information and Marketing Line of Business deleted a Digital Media
Producer. The loss of this position will impact the production capabilities of the department and
reduce the number of segments produced such as, training videos, public service announcements and
informational shows.
A-17
Introduction
Development Services
Development Services deleted nine positions as a result of the decline in the General Fund. In Code
Enforcement, three Code Inspector I positions, one Code Inspector II position, and an Office Assistant
position are deleted. This may cause a delay in response times for complaint-based inspections.
Animal Welfare cut one Animal Welfare Officer II and a Supervisor position. These deletions will
eliminate the evening shift component of the program. There will be an Officer on call, but this will
result in delayed response times for non-emergency calls. Those calls not responded to in the evenings
will be handled by the day shift officers.
In the Development Center one Plans Examiner is deleted in FY18. This may cause some delays in
reviewing new commercial construction and commercial remodel plans. The duties from this deleted
position will be absorbed by the other plans examiners remaining. A Mapping Specialist is also deleted
in FY18. This position was responsible for reviewing development plats and translating this information
into the GIS system. The duties of this position will be absorbed by staff in Subdivision and Zoning and
the Planning Department.
The Department has received approval to propose a new inspection fee. The Insulation inspection fee
will cover the cost of the new program, which consists of two new Building Inspector I positions as well
as one position in Information Technology. This fee was added at the request of the development
community.
Finance Department
In order to comply with the required budget cuts for FY18, the Finance Department proposed
elimination of three positions and reductions in various contract line items. The reduction of a Buyer in
Procurement will result in a heavier workload for the remaining buyers and elimination of this position
may lead to some delays in getting contracts in place and selling surplus property. In Risk
Management, the loss of an Administrative Coordinator position will be mitigated through recent
business process improvements that have significantly reduced the workload of this position. The
duties of the Payroll Administrative Support Technician will be absorbed by other staff, which may
result in minimal slow-down in some areas of Payroll as remaining staff take on the additional
workload.
Fire Department
In order to meet the required budget reduction, the Department is proposing a reduction of fifteen
uniform fire positions that staff engine 51 . This will have a negative impact on response time to EMS
incidents and Fire calls in the downtown area. The goal is to restore these positions as soon as federal
assistance becomes available through an applied for, but not yet awarded, SAFER Grant. Three
Dispatch Corporal Positions are also deleted.
The Department also proposed two changes to enhance its IT and Personnel capabilities. A currently
vacant Fire Information Technology Lieutenant is deleted and replaced with a Systems Support
Specialist III position. A civilian position will bring more technical experience from day one as the
department needs to implement a new internal network and several other IT related projects and
A-18
Introduction
needs to have the position operating at a high level immediately. Two uniform Recruitment Officers are
also added. This will allow the department to work more efficiently with the Personnel department,
network with other agencies and departments within the City and community, and begin
implementation of an online application system.
An additional restoration of nine dispatchers was made to the Fire Department budget. These positions
were cut in FY17 and a like number of dispatch positions added in Police. Unfortunately an agreement
with the International Association of Fire Fighters could not be reached and the dispatch positions
were restored in Fire and eliminated in Police. Three of the restored dispatch positions were
subsequently cut in the current years’ budget as the dispatch function is changing.
General Services
In the Fleet Services division, the department is cutting two positions. The first is a Service Writer
position. The department does expect some reduction in productivity for the shop as the mechanics
and vehicle accident estimator will assumes the customer service and administrative responsibilities of
this position. The other Fleet Service position being eliminated is a Field Operations Supervisor.
Previously, this position acted as the manager for the night shift, but after that shift was eliminated as a
part of the FY17 budget this position principally managed outsourced vehicle repairs. Theses
outsourcing duties will be handled by the Fleet Services Manager.
In the Building Management division, the department is eliminating a Building Service Worker position
and adding a Building Maintenance Mechanic. The Building Maintenance Mechanic position will be
assigned to address the additional maintenance needs at 1 North Walker and 11501 North Portland,
and be reimbursed by the Utilities Department. The duties of the deleted Building Service Worker will
be distributed across the remaining downtown campus building management staff.
Information Technology
The Information Technology department is making several changes in its FY18 budget. The department
is adding seven positions, with six of those position funded by new revenue sources.
The Technology Infrastructure Line of Business will add four new Systems Support Specialists for
expansion of the supervisory control and data acquisition (SCADA) system that is being implemented
system wide being in the Utilities Department. These positions are all funded by Utilities. Other major
upgrades to the city’s technology infrastructure will include transitioning several city facilities to VOIP
telephone services where the contracted landline carrier will eliminate copper phone lines; increasing
the capacity of the city’s servers; replacing AMAG personnel security cards; and construction of a new
800MHz Radio System to replace the existing system. The radio system is used by several city
departments including police and fire, as well as, other local government entities who pay to utilize the
system.
The Public Safety Support Line of Business will add a Systems Support Technician to the radio shop to
install radios, mobile computers and data communications technology in city vehicles. The funding
from other entities that use the radios system is helping to fund this new position.
A-19
Introduction
Municipal Court
In order to comply with the required budget cuts for the FY18 Budget, the Municipal Court
Department eliminated four positions and reduced several expense line items.
Implementation of Phase I of E-Citations allows all employees in Court Services the ability to process
and accept payments for parking citations. This enhancement has eliminated the need for a
specialized parking unit which allowed the department to delete a Unit Operations Leader position
and a Database Technician position. The sole responsibility of those two positions was to process
parking citations.
Implementation of ongoing Criminal Justice Reform measures created efficiencies that allowed the
Court Enforcement and Investigations Program to reduce the number of staff needed to complete
warrant research and to place holds on defendants in custody. The elimination of a Court Officer
position is not expected to affect service levels.
The elimination of an Administrative Specialist position in the Executive Leadership Program will
allow for permanent funding of three part-time temporary positions in Court Services. The part-time
temporary positions primarily answer phone calls, respond to general inquiries, and accept payments
by phone. Municipal Court receives, on average, 900 phone calls per day and relies heavily upon part-
time staff to handle the call volume. The use of part-time staff allows court clerks to complete their
case updates in a timely manner and reduces the potential for errors.
The Municipal Court offers on-line payments twenty-four hours a day, seven days a week. The
proposal to close the Public Counter for financial processing services on holidays observed by the
City, will assist the department in meeting the required budget reduction. The holidays observed are
New Year’s Day, Martin Luther King, Jr. Day, Memorial Day, Independence Day, Labor Day, Veteran’s
Day, Thanksgiving and the day after Thanksgiving, Christmas Eve and Christmas Day.
A-20
Introduction
Another area of significant change is in the Grounds Management Division. The Department has
entered into an agreement with the Oklahoma City Water Utilities Trust (OCWUT) to mow and
maintain a large portion of OCWUT’s land. As part of that agreement, the Parks and Recreation
Department is creating a new grounds crew of ten positions to fulfill these duties. Another change to
the Grounds Maintenance Division is outsourcing of some of its right of way maintenance for remote
or hazardous areas of the City. That change will be a net zero cost, but it will result in the reduction of
two full time and several seasonal positions. As a benefit, the remaining staff will be able to operate
more efficiently due to the elimination of responsibility for the hazardous or remote sites.
Finally, the department expects additional revenue from Civic Center Music Hall events as well as
expanded contracts to provide ushers for other events, such as the College Softball World Series.
Personnel
During the review of the budget submittals, a proposal to eliminate one Personnel Analyst position
was considered; however, the City Manager restored the position. An additional Personnel Analyst
position was added to focus on Utilities Department employment related requests and will be funded
by the Utilities department.
With a larger scope of responsibilities for a smaller staff, the Personnel Department proposed a
reorganization for the Employment and Classification/Compensation Programs that have assumed a
broader scope of duties. The reorganization eliminated two Personnel Analysts and replaces them
with two Senior Personnel Analysts. This proposal provides an internal career path for individuals
who achieve a high level of proficiency in the areas of employment, classification, compensation and
project management, and will also support the continued transition of the staff into a wider area of
responsibility.
Planning
The Planning Department made several budget changes due to the decline in the General Fund. The
Department deleted a Senior Planner in the Planning and Redevelopment Division (PRD). This
program support projects like the Bicycle Masterplan, (Downtown) Wayfinding Signage Masterplan
and the Streets Design Masterplan. The deletion of this position may delay the planning and/or
implementation of such projects, as well as new plans or studies.
A-21
Introduction
An agreement with the Public Transportation and Parking Department to fund 25% of a Senior Planner
will allow the two departments to share resources and better collaborate on long-range transportation
and transit planning efforts. This joint effort will be a savings to both Departments while increasing
efficiency in the planning efforts of both entities.
The Department’s Community Development Division will experience a 20% decrease in grants funds in
FY18 due to a conclusion of a one-time grant for disaster recovery stemming from the May 2013
tornado. This grant funded the restoration of the Draper Treatment Plant, road and home repairs in
the affected area, and some storm shelter installations.
The City’s 1% for Art Program will fund the addition of an Associate Planner. This position will assist
with the implementation of 1% for Art Program projects that have been delayed due to insufficient
staffing. The addition of this position will allow for several of those delayed projects to be completed
by the end of FY18.
Police
In order to comply with the required budget cuts for FY18, the Police Department proposed
elimination of one vacant Identification Technician I position in the Investigations Support Program
and eight Police Officer positions in the Police Patrol Program. Technology enhancements have
reduced the time needed to process inmates resulting in a reduced workload for the remaining nine
Identification Technician I’s. The deletion of eight vacant Police Officer positions will reduce the ability
to maintain minimum staffing levels in Patrol divisions as well as reduce the ability to increase staffing
levels in areas of residential and commercial growth.
In addition to the proposed position eliminations, reductions were achieved by the Police Department
due to savings in the FY18 Jail Contract with the Oklahoma County Sheriff’s Office.
An additional cut in the Police Department budget is the deletion of nine vacant Police
Dispatchers. During FY17 Fire labor negotiations, the City proposed to move the function of Fire
Dispatch to Police Department 911 Emergency Management and added nine Police Dispatchers. Due
to the proposal not being agreed to in FY17, the nine positions were never utilized and are being
proposed for deletion in FY18.
A-22
Introduction
In order to meet the required budget reductions, the department deleted several positions, including:
two planning positions, a senior customer service representative, and an office assistant position. The
duties of these positions will be absorbed by existing staff members with no expectation of significant
performance impacts. The department was also able to achieve savings through the reduction in the
Regional Transit Authority membership per the fee schedule and in the parts budget due to the recent
purchase of several CNG buses that are still under warranty.
Public Works
For the FY18 budget, the Public Works Department is deleting six positions, adding six positions, and
establishing funding for annual capital items at the Household Hazardous Waste Facility.
The department is deleting a Database Technician from the Streets, Traffic and Drainage Maintenance
Department. The workload will be distributed to the other three Database Technicians in the
department. The department will also be deleting three Traffic Maintenance Workers from sign
maintenance and pavement markings work groups. Another position deletion is one of their two Light
Equipment Operator positions assigned to the night shift. Historically, the call volume has been lower
during this shift and has been trending down recently. Also, Public Works Administration deletes an
Administrative Coordinator position.
The department is adding a Construction Equipment Operator I position to the channel cleaning group.
This position will assist with the additional workload expected from bringing in-house expiring channel
cleaning contracts and will be paid from the Stormwater Drainage Fund. Also being added is a
Construction Project Manager to oversee GO Bond Projects. This position will help reduce the
workload of the other Construction Project Managers who are currently running at nearly double the
ideal workload. Finally, two Concrete Finishers and two Crew Worker II positions are added for curb
and gutter work related to improving drainage. The increase in capital and maintenance expenses at
the Household Hazardous Waste Facility is due to a shift in responsibility from General Services to
Public Works, the latter now being responsible for the maintenance and repairs of the facility.
Utilities
The Utilities Department budget addresses critical challenges in terms of organizational efficiencies,
regulatory mandates and customer service. In addition to 6 positions funded in other departments to
support technological improvements, ongoing facility maintenance and human resources
management, the department has also added 13 positions for direct support of water, wastewater and
solid waste operations.
During this year’s budget, Utilities realigned several programs and reassigned some individual
positions. Fleet Services was moved from Line Maintenance and Solid Waste to form a new division,
which will allow for standardization across various divisions. The Meter Maintenance program was
moved to Line Maintenance to better align the meter repair function. Dispatch was moved to
Customer Service to reduce duplication of effort and co-locate employees with similar job
requirements.
A-23
Introduction
In Administration, two network administrator positions are being added to implement software
upgrades and improve the use of data. In an effort to further reduce injuries and accidents, an
additional safety analyst is being added to support the safety program. Engineering added three new
positions to improve asset management, plan review and private development, and data management.
As the new Hefner Sludge Handling Facility comes on line this year, Water Quality is adding two
positions required for operation. Line Maintenance added one position which will allow them to
become more responsive to requests for line locations. Wastewater Quality added two positions for
treatment plant performance oversight, pollution prevention and compliance activities. Solid Waste
added two positions to help with cart delivery and repair; and to assist with the new large recycling
carts set to be put into service in February 2018.
In addition to the personnel increases, the Department increased funding for the root control program,
aimed at mitigating the damage caused by roots, and the FOG program, which uses a specialized
bacteria to dissolve fats, oils and grease in the wastewater collection system. Various other line-item
increases were included for parts, chemicals, and supplies. Conversion of over half of the solid waste
fleet to compressed natural gas, has allowed the department to reduce the fuel expense line by
$450,000.
A-24
Introduction
The City of Oklahoma City is the capital of the State of Oklahoma and is the eighth largest city in land
area in the United States with a total area of 621.2 square miles. Based on the 2010 census, the City’s
population was 579,999 and the metro-area population was estimated at 1.25 million. The Greater
Oklahoma City Chamber estimates that the City will continue top grow with an approximate growth of
9.8% over the next ten years.
Urban planning/policy consultancy Demographia ranked OKC in the top 10 Major Markets for Housing
Affordability in 2017 and USA Today named OKC as one of must visit destinations in 2016.
Low unemployment, a stable housing market, and competitive cost of living continue to make
Oklahoma City an attractive place to live and work.
A-25
Introduction
Oklahoma City has been a transportation and commercial hub in Oklahoma since before statehood in
1907. The City was settled in a single day when nearly 10,000 pioneers staked out territory in what is
now Oklahoma City during the famous Oklahoma Land Run of 1889. The combination of the settlers
with the large number of Native American tribes, many transplanted from around the country, has
evolved into a unique cultural identity.
Incorporated in 1890, the City of Oklahoma City has had a Council-Manager form of government since
1927. Mayor Mick Cornett heads a Council of eight members, each elected by ward. In addition to
ongoing efforts to improve the quality of life in Oklahoma City, recent initiatives have focused a
commitment to public safety, neighborhoods, criminal and social justice, financial management,
economic growth, recreational services, transportation, and high quality city services.
Historically, Oklahoma City’s economic base has been closely tied to the energy and agricultural
markets. Today, the City’s economic base is more diversified and seeing growth in the health and
technology industries. The largest employers in the metropolitan area include the State of Oklahoma,
The City of Oklahoma City, Tinker Air Force Base, and the University of Oklahoma. Companies with
headquarters here include American Fidelity Assurance Company, BancFirst, Chesapeake Energy,
Continental Resources, Devon Energy, Express Personnel, Hobby Lobby Stores, Love’s Travel Stops &
Country Stores, OG&E Energy, MidFirst Bank, Paycom and Sonic Corporation.
Vital among the City’s assets are ample water supplies and its central location. Interstate highways I-
35 North/South, I-40 East/West and I-44 Northeast/Southwest converge in Oklahoma City and provide
transportation links to the rest of the nation. The new I-40 Crosstown Expressway relocation, which
opened in 2013 allows faster travel by incorporating 10 lanes of traffic. These ground transportation
routes, together with Will Rogers World Airport, make the City a regional transportation hub.
Local performing arts groups such as the Oklahoma City Philharmonic, Lyric Theater, and Ballet
Oklahoma contribute to the City’s cultural environment. The Oklahoma State Fair, Red Earth Festival,
and the Festival of the Arts attract hundreds of thousands of visitors each year. Other popular
attractions are the National Cowboy and Western Heritage Museum, the Oklahoma City Museum of
Art, the Oklahoma City National Memorial, the Oklahoma History Center and the National Softball Hall
of Fame.
Oklahoma City’s Metropolitan Area Projects (MAPS), approved by voters in 1993 continue to bring new
growth to the community. A new downtown library, the Chickasaw Bricktown Ballpark, the Cox
Business Services Convention Center and the State Fairgrounds add to the entertainment options in
Oklahoma City and the Bricktown Canal continues to draw a number of new restaurants, retail,
entertainment establishments and hotels downtown. Renovations to the Civic Center Music Hall and
the Chesapeake Energy Arena have drawn major sports, music, and theater events.
Our NBA team, the Oklahoma City Thunder had a good year in 2016 finishing 3rd in the western
conference and qualifying for the playoffs. In the 2017 season the Thunder slipped to 6th in their
division at the time of this publication, but qualified for the playoffs.
The City has been the site of numerous Big XII championships in basketball, baseball, and softball and
A-26
Introduction
has hosted the opening rounds of the NCAA basketball tournament, the Wrestling Championships and
the Women’s College World Series. A new USL PRO (minor league soccer) team, Energy FC, begins its
third season this year. Energy FC is the affiliate of the Major League Soccer Sporting KC.
In December 2009, citizens approved MAPS 3, a seven year, nine month tax to fund eight new projects
in the metro area. These include a 70-acre central park, a new rail-based streetcar system, a new
downtown convention center, sidewalks throughout the City, 57 miles of new bicycle and walking
trails, improvements along the Oklahoma River, health and wellness aquatic centers for seniors, and
improvements to the fairgrounds. The estimated cost for all of these projects is $777 million.
In May 2016, the $45.3 million RIVERSPORT Rapids center opened to provide whitewater rafting and
kayaking on an 11 acre facility adjacent to the Oklahoma River. The Center features world class rapids
for elite athletes as well as recreational level opportunities for families.
The City was designated as the U. S. Olympics Training Site for canoes, kayaks and rowing in July 2009
and hosted the U.S. Olympic trials for those sports in 2016 at the new RIVERSPORT Rapids center and
the Oklahoma River. The Oklahoma River is the only river to have received this coveted designation
and is being transformed into a world class competitive and recreation center.
In January of 2016, the City entered into an agreement with the State of Oklahoma and the Chickasaw
Nation to complete the American Indian Cultural Center and Museum along the Oklahoma River. The
Center will provide 85 acres of park space, with walking trails, interpretive art, and serve as a venue for
native performers and educational exhibits.
A-27
Introduction
Standard & Poor’s, Moody’s reaffirm Oklahoma City’s AAA bond rating
Mar.15, 2017 - Moody's / Standard & Poor's
For the seventh year in a row, the City of Oklahoma City has earned the highest bond ratings possible from two of
the nation’s most respected financial rating services. Strong financial policies and practices, high reserve levels
and the City’s role as an economic center are three of the factors that led to Oklahoma City’s strong rating.
What are the Best Cities for Workforce? OKC Earns High Marks
Nov. 23, 2016 - Global Trade
In Global Trade's annual look at the top cities for global trade, Oklahoma City scored high marks for work
force. "Young, smart professionals have been flocking to the city - it's grown by more than 125,000 people
since 2000 - attracted by a low cost of living, low housing costs and healthy job growth," said the publication.
A-28
Introduction
$60,000
$50,000
$40,000
$30,000
$20,000
$10,000
$0
2007 2008 2009 2010 2011 2012 2013 2014 2015
640,000
620,000
600,000
580,000
560,000
540,000
520,000
500,000
2007 2008 2009 2010 2011 2012 2013 2014 2015
8.0%
7.0%
6.0%
5.0%
4.0%
3.0%
2.0%
1.0%
0.0%
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2016
A-29
Introduction
Source: Economic Development Division of the Greater Oklahoma City Chamber — Oct 2016.
A-30
Introduction
The Convention and Visitors Bureau, a division of the Oklahoma City Chamber of Commerce, operates
under a contract with the City funded by the hotel tax. In December 2004, Oklahoma City voters
approved a new hotel tax rate, increasing it from 2% to 5.5%. The additional funds are being used to
finance improvements at the State Fairgrounds facilities and help draw new events to the City.
Several public event facilities for conventions and special events are located in Oklahoma City: the Cox
Business Services Convention Center, the Chesapeake Energy Arena, and the Civic Center Music Hall.
The Cox Business Services Convention Center contains more than one million square feet of event
space and arena seating for 16,000.
In addition, State Fair Park is one of the largest and busiest event facilities in the country and is the
center of Oklahoma City’s status as “Horse Show Capital of the World.” Other events include concerts,
rodeos, arts and crafts shows, the Oklahoma Youth Expo, and the annual Oklahoma State Fair, held in
September.
Renovations to the Cox Business Services Convention Center were made as part of the agreement to
house the new American Hockey League team, the OKC Barons. These improvements included a new
ice plant and mechanical room, locker room upgrade, new dasher boards, new signage, loge boxes in
the arena, a new kitchen, a lower level VIP club, a team store, and a party deck in the arena bowl.
A major renovation of the Civic Center was completed in September 2001 with a renovation of
Bicentennial Park completed in 2012. The 586,000 square feet Chesapeake Energy Arena was
completed in June 2002. The Chesapeake Energy Arena is a state-of-the-art sports and entertainment
facility that seats approximately 20,000 people and hosts premier concerts and sporting events.
In March 2008, City residents approved a temporary one-cent sales tax to go toward improvements at
the Chesapeake Energy Arena for the new NBA team along with an off-site practice facility for the OKC
Thunder. The penny sales tax, which began in January of 2009, lasted for 15 months. Improvements to
the Chesapeake Energy Arena included a new grand entrance, additional restaurants and clubs at every
level, a 12,000-square-foot family activity center, and other NBA specific improvements.
There are several hotels close to convention facilities in downtown Oklahoma City. The Skirvin,
Sheraton, Renaissance, Colcord, Courtyard by Marriott, and the Residence Inn and Hampton Inn and
Suites in Bricktown provide accommodations within walking distance of both the Cox Business Services
Convention Center and the Chesapeake Energy Arena. With about 16,500 rooms in the City, there are
no shortage of choices when spending the night in Oklahoma City.
A-31
Introduction
Transportation
As a major transportation hub in the southwest, Oklahoma City is served by Interstate Highways 35, 40
and 44. The City is headquarters for several motor freight companies with terminals for many others.
Major carriers provide interstate passenger bus service and freight service is provided by the
Burlington Northern, Union Pacific and Santa Fe railroads. In addition, Amtrak’s Heartland Flyer offers
convenient, affordable, daily rail service between Oklahoma City and Fort Worth, Texas.
A-32
Introduction
Construction Activity
Construction activity in Oklahoma City has slowed this past year, although several major projects
remain in the development pipeline. The BOK Plaza at 499 W. Sheridan will be completed in the
coming year. This 27 story office tower will have 700,000 square feet of space when finished. This new
building will be the sixth tallest building in Oklahoma City.
Downtown residential and mixed-use construction continues. At the west end of downtown,
construction is underway on the development surrounding the recently completed 21c Museum Hotel.
The $70 million project includes a mix of housing, retail and office space as well as a music venue and
parking garages. On the east end of downtown, the Steelyard Apartments will be completed later this
year brining online 400 apartments and 26,000 square feet of retail space.
Life Time Fitness will begin construction of their 182,000 square foot fitness center adjacent to Quail
Springs Mall on the City’s northside.
Residential construction saw a second year of decline in FY16. This continues the downward shift from
a 10 year high in development the City experienced in FY14.
A-33
Introduction
Organization Chart
Authorities and Mayor and City Boards and
Trusts Council Commissions
Accounting and
Commercial Official City Court Case and Animal Fire
Financial Reporting
Aviation Records Enforcement Welfare Prevention
Financial Planning
General Facility Code and Mgmt Operational
Aviation Operations Enforcement Services
Purchasing and
Payment Processing
Maintenance Municipal Development Support
Judicial Service Center Services
Revenue
Property Mgmt Probation Subdivision Management
and Development
Services and Zoning
Risk
Management
Public Transportation
General Information Parks and Personnel Planning Police and Parking Public Works Utilities
Services Technology Recreation
Building Customer Civic Center Benefits Community Investigations Parking Engineering Customer
Management Support Music Hall Development Service
Fleet Tech App Grounds Labor & Operations Public Field Services Engineering
Empl. Relations Current Planning
Management Support Management and Urban Design Transit
Traffic
Management
A-34
Consolidated Budget Overview
CONSOLIDATED OVERVIEW
REVENUE AND EXPENDITURE SUMMARY FOR ALL FUNDS
Expenditure Overview
Personal Services $450,359,689 $452,652,463 $458,634,774
Other Services 104,349,116 170,693,092 159,132,777
Supplies 36,586,194 52,454,134 48,531,256
Capital 138,386,866 412,143,418 549,561,864
Debt Service 85,191,354 112,108,651 106,086,208
Transfers 62,098,622 60,715,812 55,439,439
Total Expenditures $876,971,841 $1,260,767,570 $1,377,386,318
Personal
Fund Balance Taxes Services
38% 38% 34%
Capital
40% Other
Federal
Fees & Services
Grants 3%
Charges 12%
Other 13%
Supplies
Revenue Transfers In
3%
2% 6%
B-1
Revenues
Revenue Summary
Operating Funds
An example of this is dedicated sales taxes. In recent years, the citizens of Oklahoma City have
approved several limited-term dedicated sales taxes to fund capital improvements. When the MAPS 3
Sales Tax began on April 1, 2010, there was a significant increase in the revenue of those funds which
are being used for capital improvements. Because of this distinction, the portion of the Sales Tax used
for capital improvements was classified as non-operating and the small portion used to fund the MAPS
3 Project Office was classified as operating.
The Operating Funds category includes three major types of funds: General Operating Funds, Special
Revenue Funds and Enterprise Funds, all of which will be discussed further; however, the bulk of the
discussion focuses on the General Fund, the City’s largest fund.
As the chart shows, the largest single Sales Tax 53% Other Fees
source of revenue is Sales Tax. As such, 18%
the most time and effort is dedicated to
forecasting this revenue source. Other Taxes
12%
B-3
Revenues
Sales Tax
Sales Tax is the largest single revenue source for the General Fund and the City. Sales tax is applied to
most retail transactions, as provided by State law, and is collected by local vendors who then remit the
revenue to the Oklahoma Tax Commission. The City maintains agreements with the Oklahoma Tax
Commission for administration and enforcement services associated with sales and use taxes. The
City levies a total of 3.875% in sales tax. Combined with the State levy of 4.5%, the total state and
municipal sales tax rate charged within corporate Oklahoma City limits is 8.375%. The City’s 3.875%
sales tax levy is divided between various funds as authorized by voters as shown in the table below.
This section will focus on the 2% authorized for general operations while the dedicated sales taxes that
account for the remaining 1.875% will be discussed in the Other Funds section of this chapter.
Projecting sales tax has always proved challenging since it is complicated by many local and national
factors. As reflected in the chart on the following page, the City has seen declining sales tax growth
over the last five years and expects two consecutive years of declines in FY16 and FY17. The last time
Oklahoma City experienced two years in a row of sales tax declines was 30 years ago in FY86 and FY87.
Again this year, the City contracted with Oklahoma City University (OCU) to provide input into the
projection of Sales Tax for FY18 in addition to analysis of trends and general economic conditions. Dr.
Russell Evans, Director and Research Economist at the Steven C. Agee Economic Research and Policy
Institute at OCU, presented the economic outlook to the City Council at the February 7, 2017
workshop. The outlook was for the local economy to transition from a prolonged period of weakness
to full health, coinciding with the turn into FY18. Unemployment is expected to remain relatively low at
4% in FY18 with gains in food services and accommodations and average monthly payrolls are
expected to grow 3.8% by the end of FY18. The City used this guidance to develop its baseline
projection of 2.5% growth in Sales Tax in FY18.
B-4
Revenues
20.0%
FY13 = 4.3%
15.0%
FY14 = 2.7% FY15 = 2.9%
10.0%
5.0%
0.0%
-5.0%
Several factors contributed to the sporadic growth and declines during the last half of FY13 and most
of FY14. In 2013, the state’s mining sector contracted with industry restructuring, sequestered federal
dollars/furloughs, and flat earnings in the private sector all contributed to a decline in consumer
confidence in the local economy. In FY15, slight growth returned across all sales tax categories with
low unemployment and savings at the fuel pump from declines in the price of oil. However, at the end
of FY15, most of FY16 , and all of FY17 the local economy was once again heavily influenced by the
energy sector contraction as rig counts declined and service providers to the energy sector
experienced lower sales. Sales Tax in Oklahoma City usually moves in the same direction as the change
in active drilling rigs, although not to the same degree. Although the energy sector and rig counts
began to improve beginning in May 2016 it was followed an additional layer of economic weakness in
the local economy as described by Dr. Evans in his Economic Outlook, “The national inventory cycle
following directly the regional commodity cycle created a recession-like environment for local sales tax
collections.” Looking forward, unemployment is expected to remain low, around 4% and transition
from a prolonged period of weakness to full health in FY18. Oklahoma City is expected to continued to
benefit from favorable geography from the I-35 Corridor Megalopolis that continues to pull population
and economic activity.
General Fund Sales Tax History
In FY18, Sales Tax is projected to total $212 million, $225
or 53% of the General Fund budget. As reflected in $200
the chart at the top of this page, FY13 had growth $175
Millions
B-5
Revenues
Since FY14, Sales Tax has not been to the level the City would have expected, based on historical
average growth of 4.0%. In Fact, FY17 is only the fourth time in the last 25-years that sales tax has
declined from previous year collections. FY03, FY10, and FY16 were the other years that posted
declines. It should be noted the Sales Tax projection does not include any potential changes in state
law. If the State Legislature enacts a significant change in Sales Tax, a budget amendment may
become necessary during the fiscal year to reflect the changes.
Millions
$30
because the goods were originally bought $20
outside the state. It is assumed that the
$10
purchaser either did not pay sales tax in the
state in which the goods were purchased or $0
FY13 FY14 FY15 FY16 FY17* FY18*
received a rebate after paying the Use Tax. The
*FY17 and FY18 are estimates
Use Tax rate is 3.875% of the purchase price,
with 2.875% going to the General Fund and
1.0% going to the City Capital Projects Use Tax Fund, more commonly known as the MAPS 3 Use Tax
Fund. The MAPS 3 Use Tax will expire December 31, 2017 with the last remittance in February 2018.
Use Tax is much more volatile than Sales Tax as shown in the chart above. The FY16 total is a decline
of 21% due to a refund issued to a taxpayer who remitted taxes to Oklahoma City in error for several
years. Growth of 16% is projected in FY17 which would put collections close to the three year average
of $34 million. In FY18, growth of 11% is projected and includes 2% growth on base collections and 9%
growth from new remittances that are the result of an agreement between the State of Oklahoma and
Amazon, the nations largest e-commerce retailer, to begin collecting tax on purchases March 1, 2017.
Overall, Use Tax collections are projected to be $38.5 million and make up 10% of the General Fund
Revenue budget in FY18.
Excise Tax
In FY05, State law changed the taxation of tobacco products and exempted them from sales tax, but
implemented an excise tax designed to make it more expensive to purchase tobacco products on a per
unit basis. Municipalities receive a portion of the excise tax from the state. In FY18, the excise tax on
tobacco products is expected to make up 1.2% of the General Fund revenue budget and generate $4.7
million which is flat compared to the projected FY17 year-end estimate.
B-7
Revenues
Administrative Charges
Administrative Charges are assessed to other City funds and entities for the administrative services
provided by the General Fund, such as accounting, personnel, payroll, audit, and other functions
provided by General Fund departments. The payments made by entities such as the Airports, Water/
Wastewater Utilities, the Golf System, and the Zoo are expected to total $23.1 million or growth of 3%
due in large part to the Oklahoma City Water Utilities Trust contracting with the Parks and Recreation
department for increased mowing, liter, and landscape services on trust owned property.
Service Charges
Service Charges are based on the specific services provided and are generally paid on a per use basis.
Significant revenue sources in the category include: Payments from the Fire and Police Sales Tax Funds
budgeted at $21.0 million to compensate the General Fund for higher salaries paid to uniformed Police
and Fire employees (wage adjustment) since the approval of the ¾ cent Sales Tax for Public Safety;
Payments from General Obligation Bonds budgeted at $5.6 million for engineering and project
management services provided on construction projects; and Parks charges for things such as
admission to family aquatic centers, rentals of various Parks facilities and charges for participation in
recreational leagues budgeted at $1.2 million. Overall, Service Charges are expected to generate $36.9
million in FY18, which is a 1.8% increase from FY17 year end estimates.
Fines
Primarily consisting of Court Costs and Traffic Fines, this revenue category makes up 5.4% of the
General Fund budget in FY18 at $22.0 million, a decline of 0.24% from FY17 year end estimates.
Fund Balance is budgeted at $2.0 million in the FY18 General Fund budget, a 27% decline from the
FY17 budget of $2.750 million. Budgeted fund balance represents only a portion of the projected
carryover left at the end of FY17. The City’s financial policies set a range of 8-15% of the General Fund
budget should be set aside as unbudgeted Fund Balance. The unbudgeted Fund Balance will be
available to help with cash flow during the year and to help make up for a shortfall if revenues do not
reach the levels projected. According to the City’s financial policies, budgeted fund balance is to be
used only for capital and one-time expenses. For FY18, the $2.0 million is budgeted to partially
support the $4.25 million transfer to the Capital Improvements Projects Fund.
B-8
Revenues
$450
0.54%
$400
(2.96%)
$350 0.85%
$300
Budget
Actual
$250
FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17*
Special Revenue Funds have a revenue source or sources that are dedicated to a specific purpose.
There are several funds that are supported by dedicated sales taxes. The Zoo, Police, and Fire Sales
Tax Funds are all supported by dedicated portions of the City’s sales tax collections. In each of these
funds, the forecast for sales tax revenue growth is 2.5%. This is same rate of growth as projected for
the General Fund. These funds also receive interest and other miscellaneous revenues related to their
operation, although those other sources make up less than 2% of the revenue total. In the Police Sales
Tax Fund, a portion of these funds support operations and a portion supports non-operating capital
activities.
B-9
Revenues
The MAPS 3 Use Tax Fund receives a 1% Use Tax adopted after the MAPS 3 Sales Tax was approved.
While the MAPS 3 Sales Tax Fund (discussed in the Non-Operating Funds section) is dedicated to the
MAPS 3 capital projects, $4.7 million of the MAPS 3 Use Tax will support administration and oversight
of the MAPS 3 projects and is budgeted in the operating fund. The remainder is budgeted for public
safety capital funding, which is included in the non-operating section. The forecast is for the same
underlying rate of Use Tax growth as the General Fund but the Use Tax will expire December 31, 2017.
The Court Administration and Training Fund collects the various State-mandated fees assessed on
court citations and charges and then pays those to the State on a monthly basis. In addition, the Court
Administration and Training Fund is allowed to retain some of the revenue; however it can only be
used for training activities that support certain court, legal, or police activities. Revenue in this fund is
based on the number of specific citations and cases that go through the City’s court system each year.
As such, the revenue growth in the Court Administration and Training Fund is based on the trends
associated with the specific types of charges or citations to which they are linked.
The Emergency Management Fund supports the E-911 system for Oklahoma City. The Fund is
supported by tariffs on both cell phone and traditional telephone lines that are assessed on each user.
While traditional landline tariff revenue has been declining in recent years, the approval of cell phone
tariff revenue by the voters in FY06 was a major addition to the Emergency Management Fund along
with a $0.25 per line increase that went into effect January 1, 2017 of which the City keeps $0.20 and
the State $0.5 for oversight functions. Even with the addition of cell phone tariff revenue, the General
Fund is still expected to support E-911 operations through a transfer of $2.8 million in FY18.
The Hotel/Motel Tax Fund is supported by a 5.5% hotel occupancy tax. This Fund is also divided
between operating activities dedicated to the promotion of special events, convention and tourism
development, and non-operating activities dedicated to the capital development at the State
Fairgrounds. Overall revenue from the Hotel/Motel Tax is projected to increase 2.5% from estimated
FY17 collections. The projection for Hotel/Motel Tax was developed in consultation with some of the
major hoteliers in Oklahoma City and officials with the Convention and Visitor’s Bureau.
The Medical Service Program Fund was created in FY10. This fund handles revenue and expenses
associated with the Medical Service Program adopted by the City Council on December 8, 2008, which
makes it possible for households to pay $3.65 per month on their City utility bill in exchange for
EMSACare benefits from the Emergency Medical Services Authority (EMSA). The primary benefit of
EMSACare is that it covers all out-of-pocket expenses for any emergency ambulance transport. EMSA
still collects from insurance or other responsible parties, but does not charge EMSACare participants
for copays, deductibles or other out-of-pocket expenses. The program experiences little change in
membership from year to year and is expected to generate $6.7 million in program fees in FY18.
The Metropolitan Area Projects (MAPS) Operations Fund was originally funded by a City Council
dedicated Use Tax during the same period of the MAPS Sales Tax. The Fund was established to provide
for the maintenance, capital replacement, and operations of the MAPS projects. The MAPS Operations
Fund also has a non-operating component that funds capital replacement at the MAPS projects. The
FY18 budget is $0.7 million with fund balance as the primary source of revenue.
B-10
Revenues
The Oklahoma City Metropolitan Area Public Schools (OCMAPS) Sales Tax Fund was originally funded
by a 1% Sales Tax dedicated to supporting capital projects at public schools that serve kids in Oklahoma
City. The Sales Tax expired on December 31, 2008. While the tax was in effect, a reserve was
established to continue to fund project management and oversight of remaining projects and funding.
The fund will be exhausted at the end of FY17 and closed out.
Enterprise Funds
Enterprise Funds are supported by the revenue generated by operations in their specific areas.
Enterprise Funds have been established for operations at the Airports, Solid Waste Management,
Stormwater Drainage, Public Transportation and Parking, and Water and Wastewater Utilities. With
the exception of the Stormwater Drainage Utility, all of these funds have a public trust that oversees
operations and receives all revenues. Revenues in each of the enterprises may be growing at a
different rate than growth reflected in the City funds and each trust’s revenue budget is individually
based on customer rates and expected usage. The trusts generally make capital investments directly
and the transfer to City funds support operations.
The one Enterprise Fund that is not supported by a trust is the Stormwater Drainage Utility. All
revenue for Stormwater Drainage activities comes from a fee on all water utility bills based on the size
of the water line. Revenues are expected to remain flat in FY17. The Stormwater Drainage Utility Fund
is the only Enterprise Fund to also have a capital component in the non-operating funds section.
B-11
Revenues
Non-Operating Funds
Non-Operating Funds
As mentioned earlier, the City classifies its funds as either operating or
non-operating. The distinction is that some funds, and, in some cases,
portions of funds, directly support operations and other funds provide Other
22%
for capital improvements or are so limited in their purpose that they
do not support daily operations. This ensures significant changes in
capital funding or other non-operating activities are not Capital
misinterpreted as a significant change in operational costs. In FY18, Improvement
the budget for Non-Operating Funds is $734.8 million and is 78%
Capital Improvements
The majority of non-operating funds are for capital improvements and
have a FY18 budget of $581.5 million. Many of the funds receive most of their revenue from other
funds, such as the Capital Improvement Projects (CIP) Fund, the Oklahoma City Tax Increment
Financing (TIF) Fund and the Storm Water Drainage Fund. As such, the revenue projections for these
funds are based on the level of transfer budgeted in the originating fund.
The MAPS 3 Use Tax Fund budget for FY18 includes a transfer of Use Tax revenue for $12.1 million and
$25.0 million in other revenue sources such as fund balance and interest. The fund is used for public
safety fleet replacement and is being used to help fund the new Municipal Courts building.
The Hotel/Motel Tax Fund supports three distinct purposes: convention and tourism development,
promotions for specific events, and capital improvements at the Fairgrounds. It is this last capital
portion of the Hotel/Motel Tax that is classified as Non-Operating. The ballot approved by voters
dedicated 6/11ths of the Hotel/Motel Tax for improvements at the Fairgrounds. Revenue in FY18 for
the Non-Operating portion of the Hotel/Motel Tax matches the projection for the Operating portion,
growth of 2.5% from projected FY17 Hotel/Motel Tax revenues. When other revenue and fund balance
are included, the FY18 non-operating budget totals $9.1 million.
B-12
Revenues
Several Funds have Fund Balance as their primary source of revenue and the projects they support are
winding down or do not currently require major capital investment. They are the City and Schools
Capital Use Tax, MAPS Sales Tax Fund, the Oklahoma City Sports Facilities Improvement Sales Tax,
the Oklahoma City Sports Facilities Improvement Use Tax, the Police Sales Tax Capital Fund, the
Police and Fire Capital Equipment Sales Tax Fund, Street and Alley Fund, and the MAPS Operations
Fund. The revenue budgets for FY18 for each of these funds are based primarily on the level of
projected Fund Balance remaining at the end of FY17.
The Debt Service Fund is the largest fund in the Other Non-Operating category and is supported
directly by property taxes that will be in effect during FY18. The tax rate or mill levy is based on
assessed property values, projected debt service requirements and anticipated judgments. By State
law, municipalities may only use property tax for General Obligation bond debt service and judgments.
Property taxes cannot be used for operations. There is no legal limit on the level of debt service since
voters must approve all debt. The City Council has adopted an informal policy that the City will
attempt to keep the mill levy for property tax at 16 mills. Although the mill levy has varied over the
years based on the timing of new bond issues and growth in assessed values, the City has not exceeded
the 16 mill rate since the policy originated. The Debt Service Fund is projected to collect $85.4 million
in property taxes in FY18.
Although not technically supported by a tax, the Oklahoma City Improvement and Special District
Fund operates much like a tax. This fund is comprised of five Business Improvement Districts (BID)
(Downtown, Stockyards, Western Avenue, Capitol Hill, and Adventure District) and one Special
Improvement District (SID) for improvements on the underground concourse. Each of these districts
has petitioned the City to enact assessments on property owners in the districts to support
improvements and services above what is provided by the City. The City collects the assessments and
contracts with an outside entity to provide the services or improvements. As such, the City acts as a
conduit for these funds and they are characterized as Non-Operating Funds. The anticipated revenue
is based on the assessments which are reviewed each
Other Non-Operating Funds
year and amended based on needs.
Improvement
& Special
Assessments Grant Funds are included in the budget book to
2% provide a more accurate picture of the City’s financial
situation and to comply with the requirements of the
Municipal Budget Act. The amounts shown as revenue
Grants in these funds are estimates of grant awards based on
Management
24% the best judgment of the departments that utilize
Debt Service
66%
grants funding. Grant Funds are classified as non-
Asset operating funds because the activities supported by
Forfeiture 1% grants would typically not be provided without the
grant funding.
Special
Purpose 6% B-13
Revenues
Franchise/Utility Fees
Oklahoma Natural Gas $4,502,741 $4,447,126 $5,013,738
Oklahoma Gas & Electric 19,936,184 20,729,685 20,143,218
Caddo Electric Coop. 150,624 171,090 175,527
Oklahoma Electric Coop. 1,227,168 1,225,995 1,220,871
Tri-Gen 407,307 427,607 383,936
AT&T 395,931 346,134 329,034
AT&T Video 1,934,709 2,226,134 1,544,088
Cox Cable 6,682,952 6,814,568 6,031,939
Cox Fibernet 320,621 315,431 294,000
Other Telephone 138,075 128,286 132,311
Utility Fees - Water 2,525,172 2,400,000 2,807,948
Utility Fees - Wastewater 1,795,750 1,700,191 1,904,006
Utility Fee - Solid Waste 943,551 1,000,000 1,065,561
Total Franchise/Utility Fees $40,960,785 $41,932,247 $41,046,177
B-14
Revenues
Administrative Charges
Airport Administrative Payments $889,564 $872,587 $819,234
Airport Police Payments 3,036,441 3,081,534 3,223,334
Water/Wastewater Admin Payments 6,711,539 6,736,194 6,281,826
Drainage Utility Administrative Payment 1,115,348 1,090,416 1,092,807
Solid Waste Mgmt. Admin Payments 921,931 913,617 858,536
Convention & Tourism Admin Payments 279,471 318,111 348,816
Zoo Administrative Payments 220,000 242,000 266,200
Golf Administrative Payments 64,613 78,023 79,095
Other Administrative Payments 69,256 745,530 118,116
MAPS3 Administrative Payments 854,375 1,028,713 1,082,364
Risk Management Administrative Payments 816,475 849,563 843,963
Public Transportation Administrative Pmts. 782,439 962,828 919,994
Parking Administrative Payments 173,217 366,183 156,341
IT Administrative Payments 1,485,158 1,621,993 1,417,445
Print Shop Administrative Payments 112,848 112,945 113,764
Fleet Services Admin Payments 69,607 78,911 54,845
Banking Fee Payments 444,853 644,026 693,865
Nuisance Abatement Payments 728,069 0 739,483
Civic Center Payments 2,805,863 2,912,404 2,791,766
Mowing, Liter, and Landscaping Adm Payments 0 0 1,281,072
Total Administrative Charges $21,581,067 $22,655,578 $23,182,866
B-15
Revenues
Other Revenue
Leases $2,133,465 $2,050,000 $2,585,953
Sale of City Property 95,724 100,000 100,000
Check Service Charge 1,640 1,296 516
Royalties 72,062 62,147 84,871
Miscellaneous 2,326,954 565,370 559,358
Wrecker Service Payments 51,175 50,240 51,700
Operating Interest 558,180 955,000 566,439
Total Other Revenue $5,239,199 $3,784,053 $3,948,837
Transfers
Transfers from OCPPA - DAS $175,000 $175,000 $175,000
Transfers - Miscellaneous 5,546,990 0 506,406
Total Transfers $5,721,990 $175,000 $681,406
B-16
Revenues
B-17
Revenues
B-18
Revenues
B-19
Revenues
B-20
Revenues
B-21
Revenues
B-22
Revenues
B-23
Revenues
B-24
Expenditures
Expenditure Summary
The budget is also divided between Operating and Non-Operating expenditures. This division helps
take out the significant fluctuations in capital and non-operating expenses that occur as a result of
projects such as the MAPS 3 and MAPS for Kids programs. Most of the discussions about the budget
focus on the operating portion of the budget because it allows for better year-to-year comparisons.
The Operating Budget totals $642,564,564
Expenditure Categories
One requirement of the Municipal Budget Act that drives the organization of the budget is that
expenditures be classified into the following categories: Personal Services, Supplies, Other Services,
Capital, Debt Service, and Transfers.
As shown in the chart below, Personal Services is the largest portion of the City’s operating
expenditures accounting for 71% of the total operating budget. Expenses like salaries, taxes,
retirement benefits, and insurance make up the majority of operating costs because City services are
labor-intensive and closely tied to the employees who carry out the various functions of the City.
The second largest area of operating expenditures is Other Services at 15% of the operating budget.
These expenses include contracts for service, utilities and chargebacks for internal services
(Information Technology, Fleet Services, Print Shop, and Risk Management). Other Services is also the
category where contingency is
budgeted in each fund, as well as Operating Expenditures by Category
payments from City funds to City
trusts such as the General Fund
payment to the Central
Oklahoma Transportation and Transfers 8%
Parking Authority. Supplies, at
Personal Services
5% of the operating budget, 71%
make up a relatively small Capital 1%
percentage of the total and
include items as varied as paper
Other Services
and pencils to asphalt and 15%
ammunition.
Supplies 5%
Capital outlay makes up an even
B-25
Expenditures
smaller percentage of the Operating Budget at less than 1% of the total. Most of the capital expenses
of the City are reflected in the Non-Operating portion of the budget. For purposes of the graph, debt
service expenses related to G.O. bond issuance costs are included in the capital category. Within the
Operating Expenditure Budget, the only debt service expenses are the fees paid related to the issuance
of General Obligation bonds. The Transfers category makes up 8% of the budget and includes transfers
from operating funds to non-operating funds and City Trusts. One significant transfer is from the
General Fund to the Capital Improvement Fund. Although the Municipal Budget Act classifies this
expenditure as a transfer, the end result is capital investment.
Expenditures By Function
Another way of looking at the City’s budget is to consider the service or function being provided.
There are four broad areas of service provided by the City. The first are the General Government
functions. These include the City Manager’s Office, the Office of Mayor and Council, the Municipal
Counselor’s Office, the City Auditor’s Office, the City Clerk’s Office, Finance, Personnel, and General
Services and make up approximately 12% of the City’s operating expenditures.
The next function of city government is Public Safety which includes Police, Fire, Animal Welfare and
Municipal Courts. This function comprises 48% of the operating expenditure budget.
Public Services include Airports, Public Works, Development Services, Planning, Public Transportation
and Parking and Utilities. These departments total 30% of the operating expenditure budget.
The Culture and Recreation function includes Parks and Recreation, the Zoo Sales Tax Fund, OCMAPS,
MAPS 3 and the Hotel/Motel Tax Special Revenue Fund and makes up 10% of the operating
expenditure budget.
The General Fund contains the Non-Departmental function, which organizes various citywide expenses
and certain transfers that do not fit with another City department. These expenses were included in
each of the four categories
Operating Expenditures by Function
where the expense could
easily be categorized. For
example, the funding for
audits of the City’s finances
was classified as a General Public Services
Government expense, while 30%
Culture &
the subsidy for the Recreation
Chesapeake Energy Arena and 10%
Cox Center operations was
Public Safety
classified as a Cultural 48%
expense. The expenses in
Non-Departmental that could General
not be directly attributed to a Government
single category, such as the 12%
retiree health insurance
B-26
Expenditures
subsidy, were allocated to each category proportionally so the full Operating Budget of $642,291,335 is
allocated to specific functions.
Budgeted Positions
The FY18 Proposed Budget contains
authorization for 4,644 positions throughout Positions by Category
the City. This is a decrease of 16 positions
from the FY17 amended budget. The table on
the following page shows the changes on a
department-by-department basis.
Mgmt. 1,101
AFSCME 1,433
The City’s workforce is comprised of five basic
Executive 7
groups. The American Federation of State,
County, and Municipal Employees (AFSCME)
IAFF 958
represent the general pay plan or non-
FOP 1,145
management employees of the City. This is
the largest group at 1,435 positions. The
Fraternal Order of Police (FOP) represents all
sworn positions within the Police
Department. The proposed budget includes
1,145 FOP positions.
The International Association of Firefighters (IAFF) represents all of the uniformed positions within the
Fire Department. The proposed budget contains 958 uniformed Fire positions. Management includes
employees on the Management, Auditors, and Legal pay plans. Each pay plan includes administrative
support, professional, and managerial positions. In addition, those employees who report directly to
the City Manager are included as Management. This group totals 1,101 positions in the proposed
budget.
3,000
2,000
1,000
0
FY14 Adopted FY15 Adopted FY16 Adopted FY17 Adopted FY18 Proposed
B-27
Expenditures
B-28
Expenditures
Public Services is the second largest area of spending at 17%. However, its share of the General Fund is
significantly smaller than in the operating budget because a large portion of Public Service funding
comes from Enterprise Funds (such as Airports and Utilities).
General Government makes up 8% of the General Fund because general government functions, such
as Finance and Personnel, do not have a funding source outside the General Fund.
Culture &
Recreation
10%
Public Services
17%
Public Safety
General 65%
Government
8%
Culture and Recreation at 10% is a smaller portion of the General Fund than of the operating budget,
as a whole, because major revenue sources for Culture and Recreation, such as MAPS 3, the Zoo Sales
Tax and the Hotel/Motel Tax, are outside the General Fund.
A comparison of the General Fund Budget at the department level provides a useful comparison of
how priorities are allocated and how the costs for providing services are changing relative to the other
departments. The next page provides a breakdown of the General Fund budget by department.
B-29
Expenditures
B-30
Expenditures
Enterprise Funds
Airports Fund $16,320,606 $17,602,492 $17,813,606
Solid Waste Management Fund 10,208,412 11,830,749 11,313,723
Stormwater Drainage Utility Fund* 13,966,322 17,234,879 17,621,698
Public Trans. and Parking Fund 2,640,858 4,099,079 4,102,825
Water/Wastewater Fund 77,278,717 89,553,472 92,992,246
Total Enterprise Funds $120,414,914 $140,320,671 $143,844,098
B-31
Expenditures
Other
Asset Forfeiture Fund 1,071,378 2,558,768 1,783,259
Debt Service Fund 85,187,094 112,098,651 106,076,208
Grants Management Fund 40,593,657 45,658,879 39,289,655
OKC Improv. and Special Assess Dist. 2,605,024 3,737,140 3,808,834
Special Purpose Fund 8,231,898 15,599,439 9,704,710
Total Other $137,689,051 $179,652,877 $160,662,666
B-32
Expenditures
B-33
Long Range Financial Summary
1. Compliance. Providing the forecast helps the City comply with city financial policies and practices
designed to ensure the responsible utilization of public resources.
2. Strategy. The forecast provides the Mayor and City Council with information to formulate long-
term strategies to ensure city services are available at a level appropriate to the actual needs of
the community. Annual budgeting alone can fail to serve the long-term public interest if short-
term priorities reduce resources that may be required to meet imminent needs that fall beyond
the one-year budget scope.
3. Accountability. The forecast serves as a resource for the general citizenry and the business com-
munity by providing a snapshot of the city’s current and projected financial well-being. It provides
citizens and business leaders with an overview of the city’s ability to meet community needs over
time. This document also demonstrates the city’s financial planning process and strengthens local
government’s accountability to the community.
By identifying long-term issues and assessing resources, the Five-Year Financial Forecast provides the
Mayor and City Council with the necessary information to create continuity between annual budget
cycles and long term needs of the City. The forecast is a valuable tool for identifying potential prob-
lems and for policy makers to incrementally address such problems in a manner that provides seamless
continuation of core services.
The Five-Year Financial Forecast is not intended to serve as a comprehensive source for all City-related
financial activity, such as programs funded through City trusts and authorities. This forecast does,
however, include an assessment of unfunded capital and likely programmatic issues that may impact
those entities. The City has made great strides in developing and executing a number of significant
plans that are laying the groundwork for an exciting future.
B-34
Long Range Financial Summary
Economic Outlook
Dr. Russell Evans, Executive Director of the Steven C. Agee Economic Research and Policy Institute at
Oklahoma City University (OCU), developed the Economic Outlook. The City has contracted with OCU
to provide this outlook in order to provide the most rigorous forecast available. The information from
the economic outlook informed the estimation of Sales Tax revenues in the preliminary budget for
FY18. The key point from Dr. Evan’s Economic Outlook for FY18 was that the Oklahoma City economy
should begin FY18 transitioning from a prolonged period of weakness to full health.
Forecast Issues
Forecast issues provides an overview of the major issues facing City departments. The goal is to pro-
vide an “early warning system” to the City Manager and City Council of significant issues that are be-
yond the scope of the annual budget process so that strategies and priorities can be set over the long-
term. A total of 54 issues were identified in the forecast; the eight most significant issues identified
included:
B-35
Long Range Financial Summary
The Forecast also included a summary of 15 successful outcomes designed to close the communication
loop on issues that had dropped out of the forecast because the needs were met, the issue was re-
structured so that it had become manageable through existing resources, priorities changed or the is-
sue was resolved through other means such as legislative or regulatory changes. Examples of success-
ful outcomes included: implementing body worn cameras for Police; implementing bus services until
midnight on select routes; implementing a new Court Records Management System; opening an em-
ployee medical clinic; implementing development impact fees; and settling a water rights agreement
that was signed by President Obama that secured water rights to meet raw water supply growth needs
for approximately 60 years.
Sales Tax (3.27% Avg Annual Growth) Other Taxes (5.25% Avg Annual Growth)
Franchise Fees (2.57% Avg Annual Growth) Other Revenue (2.19% Avg Annual Growth)
$500
Projected Growth = 3.17% annually
$400
Millions
$300
$200
$100
$0
FY13 FY14 FY15 FY16 FY17 YE FY18 FY19 FY20 FY21 FY22
Estimate
B-36
Long Range Financial Summary
$600
Projected Growth Rate = 4.7% annually
$500
$400
Millions
$300
$200
$100
$0
FY 13 FY 14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22
Through FY22, revenues are expected to average 3.17% growth annually. Expenditures, on the other
hand, are expected to grow at an average rate of 4.7% annually. The projected gap, if no adjustments
to revenue or expenses are made, grows to $51.5 million in FY22. The difference between the two
growth rates is reason for concern, although the gap is closed each year so that the City has a balanced
budget as mandated by State law.
For FY18, there was a gap and most General Fund departments were asked to submit cuts. In future
years, it appears departments will continue to need to make reductions annually to keep the budget
balanced. Future funding gaps can be avoided through continued expenditure control, re-prioritizing
City services, addition of new revenue sources and the judicious use of fund balance.
B-37
Long Range Financial Summary
Expenditure control is the area where the City has the most flexibility and the most power to close
the gap. Since Personal Services are the majority of City costs, controlling the growth in this area will
be a major key to maintaining financial balance. The most effective means to achieve a balance be-
tween controlling personnel costs while maintaining competitive salary and benefit packages for em-
ployees in the future will be to limit salary and benefit growth to within the approximate growth
rates of City revenues. The City continues to work to find ways to maintain personal service cost
growth within the revenues available and the demand for increased services. Improved efficiency in
operations is also an avenue for controlling expenditure growth. Tight budgets have necessitated
that departments continually look for ways to do more with less, thereby driving many efficiency
gains, but have also resulted in some reductions in service levels.
Another option is for City leaders to continue reprioritizing City services. Over time, City needs and
priorities change. Programs and services may be added or reduced based on community needs. The
City must continue to assess the need for specific services, evaluate operational efficiencies and con-
sider the potential benefits and consequences of discontinuing some programs.
$550
Projected gap in FY22
$51.5 million
$500
$450 Expenditures
Millions
$400 Revenue
$350
$300
$250
FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22
B-38
Departmental Budgets
The READER’S GUIDE TO DEPARTMENT BUDGETS on the following pages offers a step-by-step guide for
understanding the BUDGET PRESENTATION. All departments follow the Leading For Results budget model.
The graphics and text in this section are designed to assist the reader in understanding the department budget
format.
Department Name
Organizational Chart
This graphic represents the department’s structure with Lines of Business being identified by boxes.
Programs within the Line of Business are listed below the box and bulleted for easy identification.
Within each department is an Administrative Line of Business represented by the box containing the
department name. The Executive Leadership Program within the Administrative Line of Business is
standard across all City departments. The departments have the option of adding additional programs to
the Administrative Line of Business such as Human Resources, Public Information, and Safety and Risk
Management. Occasionally, a department will remove a non-applicable Program from the
Administrative Line of Business or add a Program unique to their department.
Mission Statement
Each department develops a Mission Statement to clearly communicate the purpose of the department.
The Mission Statement includes the results the department will achieve for its customers, the future
direction of the department, and its commitment to public service.
C-1
Departmental Budgets
Department Expenditures
The first table lists the department’s expenditures by Line of Business or purpose and the second table
lists the expenditures by funding source.
Department Positions
The first table lists the department’s positions by Line of Business or purpose and the second table lists
the positions by funding source.
Lines of Business
The detail for each Line of Business is included in the department’s budget with the Purpose Statement
for that particular Line of Business. Purpose Statements follow the same guideline as the department’s
Mission Statement and are designed to clearly communicate the purpose of the Line of Business
including the results that will be achieved for customers.
C-2
Airports
Airports
Citizens
Mayor and
City Council
City Manager
Department of
Airports
C-3
Airports
Department Introduction
Mission Statement
The mission of the Airports Department is to provide management, operations, and development of
the City’s three airports to tenants, users, and the general public so they can have a safe and efficient
air transportation system.
To review additional performance information, please see the performance data report or
visit our website: www.okc.gov/departments/finance/performance-data.
C-4
Airports
C-5
Airports
Expenditures
Operating Expenditures
Administration $4,890,358 $5,382,669 $5,332,353 -0.93%
Commercial Aviation 4,877,090 5,161,874 5,357,362 3.79%
General Aviation 675,497 723,160 739,356 2.24%
Maintenance 4,059,265 4,434,716 4,476,630 0.95%
Property Mgmt. and Development 1,818,395 1,900,073 1,907,905 0.41%
C-6
Airports
Positions
C-7
Airports
Administration
The Executive Leadership Program provides planning, management, administrative, and reporting
services to department employees and City leaders so they can achieve strategic goals and key
results.
The Public Information and Marketing Program provides the users, tenants and employees of the
airport effective communication, promotions, advertising, and air service development so they can
have the best overall airport experience.
Commercial Aviation
The Airfield Operations Program provides airfield inspections and emergency response services to
the flying public, airport users and tenants so they can have a safe and secure airfield environment
that meets or exceeds federal requirements.
The Runways and Taxiways Program at Will Rogers World Airport provides runway and taxiway
maintenance services to aircraft operators so they can have safe ground movement.
The Safety, Security and Inspections Program provides secured area management, security
oversight and information dissemination services to airport employees, tenants, contractors,
vendors, and the traveling public so they can have access to a secure airport environment.
C-8
Airports
General Aviation
The Operations Program at Wiley Post Airport and Clarence E. Page Airport provides maintenance,
safety inspections, and reporting services to tenants, users and the general public so they can have
a safe airport operating environment.
Maintenance
The Building Maintenance Program provides maintenance on airport buildings and facility
maintenance on leased facilities to airport tenants and users so they can experience a clean, safe,
comfortable, and operational work and travel environment.
The Equipment Maintenance Program provides vehicle and equipment preventive maintenance
and repair services to airport contractors, airlines and airport employees so they can have operable
equipment needed to perform their duties in a timely manner.
The Fuel Program provides fuel storage services to aircraft refueling tenants, and City and
contractor personnel so they can have quality fuel and fuel services.
The Grounds Program (at Will Rogers World Airport) provides maintenance of grounds,
landscaping, center medians, and right-of-ways to citizens and visitors so they can enjoy a safe,
clean, and aesthetically pleasing environment.
C-9
Airports
The Construction Program provides capital improvement construction services to tenants and
other Airport divisions so they can have the buildings, facilities and infrastructure necessary to
meet their needs within budget and time constraints.
The Facility and Lease Administration Program provides facility accommodations, leasing and
permitting services to tenants and other users so the airport can generate revenue for operations
and users can have the facilities necessary to meet their needs.
Facility and Lease Administration 6.00 531,260 6.00 552,265 6.00 525,002
C-10
City Auditor
City Auditor
Citizens
Mayor and
City Council
City Auditor
Audit Ethics
Services Assurance
C-11
City Auditor
Department Introduction
Mission Statement
The mission of the Office of the City Auditor is to provide independent audit, investigative and
advisory services to City Council, appointed officials and executive managers so they can make
better-informed policy and operational decisions.
C-12
City Auditor
C-13
City Auditor
Expenditures
Operating Expenditures
Administration $154,262 $145,115 $64,943 -55.25%
Audit Services 968,056 933,493 950,027 1.77%
Ethics Assurance 57,292 56,821 57,475 1.15%
C-14
City Auditor
Positions
C-15
City Auditor
Administration
The Executive Leadership Program provides planning, management, administrative and reporting
services to department employees and City leaders so they can achieve strategic goals and key
results.
Audit Services
The Audit Services Program provides scheduled (proactive) and unscheduled (responsive) audit,
investigative, and advisory services to City Council and other City decision makers so they can have
timely and useful information to address policy and operational opportunities and/or deficiencies.
Ethics Assurance
The Ethics Assurance Program provides ethics reporting and advisory services to City decision
makers so they can quickly detect and address all reported cases of fraud, waste, abuse and
significant policy violations.
C-16
City Clerk
City Clerk
Citizens
Mayor and
City Council
City Manager
City Clerk
Bid Management
City Clerk’s Information
Council Agenda Management
Election
Records Management
C-17
City Clerk
Department Introduction
Mission Statement
The mission of the Office of the City Clerk is to provide management of Council and Trust
agendas, official records, and coordination of bidding and election services to City officials,
departments and the public so they can receive information to successfully accomplish their
goals.
To review additional performance information, please see the performance data report or
visit our website: www.okc.gov/departments/finance/performance-data.
C-18
City Clerk
The Office of the City Clerk Major Budget Changes Amount Positions
1. Changes in personnel related costs such as salaries, merit, retirement, ($18,515) -
health insurance and other benefits
C-19
City Clerk
Expenditures
Operating Expenditures
Administration $209,639 $228,794 $171,830 -24.90%
Official City Records 745,776 751,240 735,660 -2.07%
Total Operating Expenditures $955,415 $980,034 $907,490 -7.40%
C-20
City Clerk
Positions
C-21
City Clerk
Administration
The Executive Leadership Program provides planning, management, administrative and reporting
services to department employees and City leaders so they can achieve strategic goals and key
results.
C-22
City Clerk
Official Records
The Bid Management Program provides bid information, receipt, verification and training
services to the City and its Trusts so they receive qualified bids to award contracts for City
programs and projects.
City Clerk’s Information Program manages receipt of official notices, processes legal documents,
provides open records request responses, publication and notification services to The City of
Oklahoma City, City departments and the public so they can receive and access official information
requested in a timely manner.
Council Agenda Management Program provides agenda oversight and coordination services to
The City and its trusts so they can conduct official business and ensure the confidence and trust of
the citizens of Oklahoma City.
Records Management Program provides public record preservation and storage, advisory and
regulatory compliance services to City departments, trusts and the public so they have convenient
access to records.
C-23
City Clerk
C-24
City Manager
City Manager
Citizens
Mayor and
City Council
City Manager
C-25
City Manager
Department Introduction
Mission Statement
The mission of the City Manager’s Office* is to provide leadership, management, information,
and policy implementation to:
· Elected officials so they can make informed decisions;
· City departments so they can efficiently and effectively deliver services; and
· Citizens so they can live, work, and play in a community known for its high quality of life.
*For functional purposes, the Mayor, City Council, and City Manager Offices share a strategic plan. For budget
purposes, they will remain separate entities.
The MAPS office is adding two additional Project Managers for In FY16, 97% of all service
the I-89 School bond program. All costs for these positions and calls through the action
other bond management activities will be reimbursed by center were acted on with-
Oklahoma City Public Schools.
in ten days.
The original MAPS for Kids projects are complete. Final projects
have been identified to fully deplete remaining capital funds, so
the City and Schools Sales Tax Fund will be closed out.
In the General Fund, the Public Information and Marketing Line of Business deleted a Digital Media
Producer. The loss of this position will impact the production capabilities of the department and reduce
the number of segments produced such as, training videos, public service announcements and
informational shows.
C-26
City Manager
C-27
City Manager
Expenditures
Operating Expenditures
Administrative $196,618 $172,659 $209,557 21.37%
Community Enhancement 573,431 560,445 587,043 4.75%
MAPS 2,840,350 4,482,411 4,754,405 6.07%
Policy and Executive Leadership 1,234,485 1,209,647 1,152,893 -4.69%
Public Information and Marketing 2,041,147 2,144,659 2,191,095 2.17%
Total Operating Expenditures $6,886,031 $8,569,821 $8,894,993 3.79%
Non-Operating Expenditures
Policy and Executive Leadership - Grants $28,472 $0 $0 N/A
Capital Expenditures 93,011,173 318,532,421 461,123,680 44.77%
C-28
City Manager
Positions
C-29
City Manager
Administration
The Executive Leadership Program provides planning, management, administrative and reporting
services to department employees and City leaders so they can achieve strategic goals and key
results.
Community Enhancement
The Community Development Program encourages public and private development and provides
management and financial services to qualified entities so they can invest in the community,
leading to an improved quality of life.
The Economic Development Program provides business attraction and expansion services to the
business community so the citizens can benefit from the creation of jobs paying the Oklahoma City
Metropolitan Statistical Area (MSA) average wage or greater.
The Tourism Development Program provides opportunities for conventions, sports, tourism, and
entertainment in City-owned facilities so businesses can prosper and citizens and visitors can
experience an improved quality of life.
C-30
City Manager
MAPS
The Maps for Kids School Construction Program provides new and renovated school facilities to
Oklahoma City Public School students and teachers so they can receive modern, safe, and code-
compliant learning environments in a timely manner.
The MAPS for Kids Suburban School Program provides project application review,
recommendation, and reporting services to Oklahoma City’s 23 suburban school districts so they
can receive timely disbursements of sales tax funds.
The Legislative Program provides information and recommendations to Mayor and Council so they
can make informed decisions to influence federal and state legislation, and rules and regulations
that affect Oklahoma City.
Policy and Executive Leadership Positions and Budget
FY16 FY17 FY18
Adopted Actual Adopted Adopted Proposed Proposed
Program Positions Expenses Positions Budget Positions Budget
City Manager's Office 6.30 $1,124,435 6.30 $1,106,459 5.40 $1,045,370
Legislative 0.60 108,385 0.60 103,188 0.60 107,523
Office of Sustainability* 0.00 1,665 0.00 0 0.00 0
Line of Business Total 6.90 $1,234,485 6.90 $1,209,647 6.00 $1,152,893
*In FY16, resources were reallocated moving the Office of Sustainability Program to the Planning Department.
C-31
City Manager
The Print Shop Program provides printing and mail distribution services to City departments so they
can distribute documents in a cost effective manner that meet expectations for accuracy, quality, and
timeliness.
The Public Information Program provides information services, in partnership with City departments,
to the public so they can access, understand and use City services. Special event permit processing is
also part of this program.
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Development Services
Development Services
Citizens
Mayor and
City Council
City Manager
Development
Services
C-33
Development Services
Department Introduction
Mission Statement
The mission of the Development Services Department is to provide animal welfare, code enforcement,
construction permitting and inspections, licensing, and development application review services to the
development community and general public so they can receive timely development decisions and live
in a clean, safe and stable City.
The Development Center will delete one Plans Examiner in FY18. This may cause some delays in
reviewing new commercial construction and commercial remodel plans. The duties from this deleted
position will be absorbed by the other plans examiners remaining. A Mapping Specialist will also be
deleted in FY18. This position was responsible for reviewing development plats and translating this
information into the GIS system. The duties of this position will be absorbed by staff in Subdivision
and Zoning and the Planning Department .
The Department has received approval to implement a new inspection fee. The insulation inspection
fee will cover the cost of the new program, which consists of two new Building Inspector I positions as
well as one position in Information Technology. This fee was added at the request of the development
community.
C-34
Development Services
5. Deletes Animal Welfare Supervisor from the Animal Shelter Program ($61,941) (1.00)
6. Deletes Animal Welfare Officer II from the Animal Control Program ($59,756) (1.00)
7. Deletes Office Assistant from the Nuisance Abatement Program ($58,037) (1.00)
8. Deletes Mapping Specialist from the Code Administration Program ($90,443) (1.00)
C-35
Development Services
Expenditures
Summary of FY 16 FY 17 FY 18 Percent
Expenditures by Purpose Actual Adopted Budget Proposed Budget Change
Operating Expenditures
Administration $2,422,637 $2,376,114 $2,380,527 0.19%
Animal Welfare 4,365,241 4,257,016 4,134,663 -2.87%
Code Enforcement 3,997,208 3,780,821 3,724,856 -1.48%
Development Center 6,720,490 6,756,990 6,427,842 -4.87%
Subdivision and Zoning 837,970 797,514 731,032 -8.34%
Total Operating Expenditures $18,343,546 $17,968,455 $17,398,920 -3.17%
Non-Operating Expenditures
Capital Expenditures $381,778 $411,501 $59,052 -85.65%
Other Non-Operating Expenditures 378,200 1,546,798 1,522,990 -1.54%
Total Non-Operating Expenditures $759,977 $1,958,299 $1,582,042 -87.19%
Summary of FY 16 FY 17 FY 18 Percent
Expenditures by Funding Source Actual Adopted Budget Proposed Budget Change
C-36
Development Services
Positions
Summary of FY 16 FY 17 FY 18 Percent
Positions by Purpose Actual Adopted Budget Proposed Budget Change
Summary of FY 16 FY 17 FY 18 Percent
Positions by Funding Source Actual Adopted Budget Proposed Budget Change
C-37
Development Servicse
Administration
The Executive Leadership Program provides planning, management, administrative and reporting
services to department employees and City leaders so they can achieve strategic goals and key
results.
C-38
Development Services
Animal Welfare
The Animal Control Program provides public health and safety, public education, enforcement,
and animal rescue services to the general public so they can experience an environment of
responsible pet ownership that is free of dangerous, stray or dead animals.
The Animal Shelter Program provides temporary animal care, animal adoptions, reclaim services
and animal transfers to partner agencies so citizens can have affordable pet adoption opportunities
and more animals can be saved.
The Community Outreach Program provides education, opportunities for community engagement
and support programs to citizens so that they can be informed and promote responsible pet
ownership, and assist with the goal of animals remaining in the home and reducing animal intake.
The Veterinary Services Program provides medical care to shelter pets and spay and neuter
services to shelter and reclaimed pets to ensure that potential pet owners can experience the
companionship of a healthy pet.
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Development Services
Code Enforcement
The Abandoned Buildings Program provides exterior property maintenance inspections and
abandoned building reviews for the community and property owners so they can live in more
attractive and safe neighborhoods.
The Code Inspections Program provides inspection services (pro-active and complaint response) to
citizens and the business community so they can experience an environment that is free of code
violations.
The Nuisance Abatement Program provides nuisance abatement services to the community and
property owners so they can live in cleaner and safe neighborhoods.
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Development Services
Development Center
The Construction Inspections Program provides construction related code inspections to the
development community and the public so they can build safe commercial and residential structures in
a timely manner.
The Permits and Licensing Program provides construction permits, inspection processing, and licenses
to the development community, the public, and inspectors so they can conduct their construction or
business related activities in a timely manner.
The Plan Review Program provides construction plan review to the development community and the
public so they can develop and build code-compliant structures in a timely manner.
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Development Services
C-42
Finance
Finance
Citizens
Mayor and
City Council
City Manager
Finance
C-43
Finance
Department Introduction
Mission Statement
The mission of the Finance Department is to provide financial planning, management, and
information services to City departments, elected officials, and the public so they can make
informed decisions and have confidence in the City’s financial stewardship.
The reductions achieved by cuts to contract services and fees include, first, a reduction to Treasury’s
independent revenue audit contract services; changes in requirements for the federally required City
Single Audit; and changes in structure for the City’s external audits totaling $30,000. Secondly, Courts
Department and the Utilities Department are working to eliminate the use of lockbox accounts
resulting in a savings of $33,000 in fees. Lastly, a reduction was seen with Risk Management’s selection
of a new provider for pharmacy services related to worker’s compensation claims.
C-44
Finance
C-45
Finance
Expenditures
Operating Expenditures
Administration $1,996,292 $2,029,286 $1,953,729 -3.72%
Accounting & Financial Reporting 2,602,587 2,851,210 2,813,596 -1.32%
Financial Planning & Management 1,402,120 1,326,345 1,373,012 3.52%
Purchasing & Payment Processing 1,442,619 1,497,612 1,436,684 -4.07%
Revenue Management 2,415,457 1,487,095 1,447,858 -2.64%
Risk Management 16,029,160 14,362,178 14,337,044 -0.18%
Total Operating Expenditures $25,888,235 $23,553,726 $23,361,923 -0.81%
Non-Operating Expenditures
Grants Management Fund ($185,662) $0 $0 N/A
Capital Expenditures 277,117 632,388 168,224 -73.40%
Total Operating Expenditures $91,455 $632,388 $168,224 -73.40%
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Finance
Positions
C-47
Finance
Administration
The Executive Leadership Program provides planning, management, administrative and reporting
services to department employees and City leaders so they can achieve strategic goals and key
results.
The Financial Reporting Program provides timely and accurate accounting, reporting and financial
guidance services to City departments, City leadership, public trusts, investors and regulatory
agencies, and the public so they can make well informed decisions.
The Payroll Program provides payroll services to employees, vendors and City departments so they
can receive timely and accurate compensation and information.
C-48
Finance
The Energy Management Program provides comprehensive utility bill management services and
technical and financial support for energy efficiency projects to City departments and City
leadership so they can effectively manage their resources, reduce energy consumption and
implement practices that are sustainable.
The Management and Budget Program provides financial planning, reporting and management
services to City departments, City leadership, and the public so they can make informed decisions
that promote financial stability.
The Performance Management Program provides strategic business planning and reporting
services to City departments, City leadership, and the public so they can make informed decisions
about City operations.
C-49
Finance
Revenue Management
The Revenue Enforcement Program provides revenue enforcement and reporting services to the
City, public trusts and outside agencies so they can have the revenues due to them in a timely
manner.
The Treasury Program provides secure and convenient banking, investment, billing, and revenue
recording services to City departments, assessment districts, and public trusts so they can provide
convenient financial transaction services to their customers and obtain a market rate of return on
invested funds.
C-50
Finance
Risk Management
The Insurance Program provides property and casualty insurance administration services to City
departments and public trusts so they can be protected against extreme financial and operational
losses.
The Workplace Safety and Workers’ Compensation Program provides incident/injury prevention
and claims management services to City departments, public trusts and their employees so they
can reduce workplace injuries and related costs.
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Finance
C-52
Fire
Fire
Citizens
Mayor and
City Council
City Manager
Office of the
Fire Chief
C-53
Fire
Department Introduction
Mission Statement
The mission of the City of Oklahoma City Fire Department is to provide emergency response,
fire prevention, and public education services to the Oklahoma City community so they can
have their lives and property protected. — Respond Quickly, Safely, Courteously—Meet the
Need!
C-54
Fire
C-55
Fire
Expenditures
Operating Expenditures
Administration $11,288,013 $9,381,898 $10,195,641 8.67%
Fire Prevention Services 5,433,245 5,348,979 5,590,538 4.52%
Operational Services 106,210,960 109,192,057 108,780,384 -0.38%
Support Services 8,872,975 12,880,561 12,383,855 -3.86%
Total Operating Expenditures $131,805,193 $136,803,495 $136,950,418 0.11%
Non-Operating Expenditures
Capital Expenditures $4,716,831 $18,671,964 $18,286,451 -2.06%
Grant Expenditures 30,087 0 475,896 N/A
Other Non-Operating Expenditures 166 32,933 31,860 -3.26%
Total Non-Operating Expenditures $4,747,083 $18,704,897 $18,794,207 -5%
C-56
Fire
Positions
C-57
Fire
Administration
The Executive Leadership Program provides planning, management, administrative and reporting
services to department employees and City leaders so they can achieve strategic goals and key
results.
C-58
Fire
The Fire Prevention Inspection and Code Compliance Program provides specialized inspections,
testing, and consultation services to the citizens of Oklahoma City, property and business owners,
and industry professionals so they can be in compliance with fire safety codes and ordinances.
The Public Safety Education Services Program provides life safety education services to the
community of Oklahoma City so they can prevent and better prepare for emergencies to have a
reduced risk of loss from fire and injury.
C-59
Fire
Operational Services
The Emergency Medical Services Program provides response to life threatening emergencies and
medical assistance services to all citizens and visitors of Oklahoma City so they can receive
immediate medical assessment and treatment that will improve, resolve, or stabilize their
condition.
The Fire Suppression Operations Program provides fire protection and emergency response
services to our citizens so they can realize minimized property loss, reduced injuries and fatalities.
C-60
Fire
Support Services
The Fire Dispatch Program provides coordinated response services to citizens in need so they can
receive immediate and appropriate emergency and non-emergency assistance.
The Fire Maintenance Services Program provides fleet, equipment and facilities services to the
Oklahoma City Fire Department so it can have safe and reliable facilities and equipment to
respond.
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Fire
C-62
General Services
General Services
Citizens
Mayor and
City Council
City Manager
General Services
C-63
General Services
Department Introduction
Mission Statement
The mission of the General Services Department is to provide fleet and facility asset
management services to all City departments so they can successfully accomplish their
missions.
The other Fleet Service position being eliminated is a Field Operations Supervisor. Previously,
this position acted as the manager for the night shift, but after that shift was eliminated as a
part of the FY17 budget this position principally managed outsourced vehicle repairs. Theses
outsourcing duties will be handled by the Fleet Services Manager.
In the Building Management division, the department is eliminating a Building Service Worker
position and adding a Building Maintenance Mechanic. The Building Maintenance Mechanic
position will be assigned to address the additional maintenance needs at 1 North Walker and
11501 North Portland, and be reimbursed by the Utilities Department. The duties of the
deleted Building Service Worker will be distributed across the remaining downtown campus
building management staff.
C-64
General Services
C-65
General Services
Expenditures
Operating Expenditures
Administration $1,026,275 $1,123,136 $1,068,896 -4.83%
Facility Asset Management 4,432,027 4,061,564 3,975,992 -2.11%
Fleet Management 7,637,889 9,180,318 9,118,542 -0.67%
Total Operating Expenditures $13,096,191 $14,365,018 $14,163,430 -1.40%
Non-Operating Expenditures
Capital Expenditures $4,919,043 $10,462,647 $8,708,057 -16.77%
Other Non-Operating Expenditures 92,272 32,862 71,993 119.08%
Total Non-Operating Expenditures $5,011,315 $10,495,509 $8,780,050 -16.34%
C-66
General Services
Positions
C-67
General Services
Administration
The Executive Leadership Program provides planning, management, administrative and reporting
services to department employees and City leaders so they can achieve strategic goals and key
results.
C-68
General Services
The Building Maintenance, Repair and Enhancement Program is to provide code compliant facility
maintenance and enhancements services to City departments so they can work in well-maintained
facilities.
C-69
General Services
Fleet Management
The Fleet Refueling Program provides fuel, fueling sites, and fueling services to City departments
so they have fuel resources needed to operate their vehicles and equipment.
The Fleet Services Support Program provides vehicle and equipment advice, replacement, rentals,
and disposal services to City departments so transportation needs are fully met.
The Vehicle and Equipment Maintenance Program provides vehicle and equipment preventive
maintenance and repair services to City departments so they can have the vehicles and equipment
they need to do their job.
C-70
Information Technology
Information Technology
Citizens
Mayor and
City Council
City Manager
Information
Technology
Technology
Customer Public Safety Technology Technology
Application
Support Support Enhancement Infrastructure
Support
C-71
Information Technology
Department Introduction
Mission Statement
The mission of the Information Technology (IT) Department is to provide business solutions
and technological services to City Departments so they can better serve the Oklahoma City
community. The Department is committed to improving the lives of the citizens of Oklahoma
City. “Setting the benchmark!”
The Technology Application Support Line of Business will add two positions. A Systems Analyst II will
support the Development Center in expanding use of software including Accela and a Systems Analyst I
will assist in addressing a backlog of major projects including departments’ ability to use Cityworks
Server AMS and Accela.
The Public Safety Support Line of Business will add a Systems Support Technician to the radio shop to
install radios, mobile computers and data communications technology in City vehicles.
C-72
Information Technology
C-73
Information Technology
Expenditures
Operating Expenditures
Administration $3,571,282 $4,007,382 $3,570,015 -10.91%
Customer Support 801,580 841,992 1,158,691 37.61%
Public Safety Support 6,734,988 7,184,220 7,843,482 9.18%
Technology Application Support 3,626,338 3,746,483 4,163,714 11.14%
Technology Enhancement 1,465,120 1,535,280 1,477,396 -3.77%
Technology Infrastructure 7,910,575 7,885,984 8,014,716 1.63%
Total Operating Expenditures $24,109,883 $25,201,341 $26,228,014 4.07%
Non-Operating Expenditures
Capital Expenditures $3,539,144 $14,455,665 $7,685,010 -46.84%
Total Non-Operating Expenditures $3,539,144 $14,455,665 $7,685,010 -46.84%
C-74
Information Technology
Positions
C-75
Information Technology
Administration
The Executive Leadership Program provides planning, management, administrative and reporting
services to department employees and City leaders so they can achieve strategic goals and key
results.
C-76
Information Technology
Customer Support
The Customer Support Program provides centralized technology support services to City
employees so they can have a single point of contact for their service needs and receive rapid
restoration of normal services.
C-77
Information Technology
The Public Safety Communications Support Program provides radio, voice, and mobile computing
system services and Public Safety Communication Center facility support services to City and
regional users so they can reliably communicate with others.
C-78
Information Technology
The Enterprise Business Applications Program provides analysis, support, security, and system
maintenance services to financial, personnel, and utility billing application users so they can
effectively perform their business activities and receive accurate and timely information.
The Geographic Information Systems (GIS) Program provides spatial data, analysis, and
technology services to City departments so they can receive the spatial information needed to
make informed decisions to meet their business goals.
C-79
Information Technology
Technology Enhancement
The Data Management Program provides data storage, analysis, access, reporting, training, and
support to City departments so they can conveniently access the information they need to make
informed and timely decisions.
The Development Services Program provides application integration and custom applications to
users so they can have customized software that meets their unique business goals.
The Project Management Program provides technology needs analysis and project administration
services to City executives and project sponsors, and stakeholders so they can complete
technology projects that meet their business goals.
C-80
Information Technology
Technology Infrastructure
Communications Program provides telecommunications and e-mail services to City employees so
they can have secure and reliable communication tools to provide services to citizens and other
City departments.
The Configuration Management Program provides centralized management systems and standard
configuration services to City employees so they can most efficiently support and maintain
information technology applications and systems.
The Network Program provides device connectivity to City employees and users of the City’s
systems so they can have secure and reliable communications.
The Security Program provides technology risk management, access governance, compliance
review, and operational security services to City employees and users of City systems so they can
conduct their business with confidentiality, integrity, and availability of technology systems.
The Servers Program provides messaging, file, and application hosting services to City departments
so they can reliably communicate, store and process data, and retrieve information.
C-81
Information Technology
C-82
Mayor and City Council
Citizens
C-83
Mayor and City Council
City Council has established Strategic Priorities for addressing critical issues facing the City
over the next two to five years. These priorities provide guidance for the organization as the
budget is developed. Every other year they meet to review these priorities and recently met
in October 2016 to review and update previously established Council Priorities and the
progress indicators or key results that the City should achieve in order to successfully address
the identified issues. The following are the Council Priorities adopted by the City Council;
more detail can be found on page A-.
Our priorities are grounded in the lessons of the City’s history and the values of inclusiveness,
mutual respect and self-reliance that are the hallmarks of our future. We will be responsive to
our residents’ needs as we address these priorities and continue to deliver what we promise.
Our focus is to improve the quality of life for every Oklahoma City resident.
C-84
Mayor and City Council
Office of the Mayor and City Council Major Budget Changes Amount Positions
1. Changes in personnel related costs such as salaries, merit, retirement, $29,416 -
health insurance and other benefits
C-85
Mayor and City Council
Expenditures
Operating Expenditures
Office of the Mayor $297,590 $294,538 $304,014 3.22%
Office of the City Council 648,144 708,486 707,716 -0.11%
Total Operating Expenditures $945,734 $1,003,024 $1,011,730 0.87%
Non-Operating Expenditures
Capital Expenditures $0 $10,500 $10,500 0.00%
Total Non-Operating Expenditures $0 $10,500 $10,500 0.00%
C-86
Mayor and City Council
Positions
C-87
Mayor and City Council
C-88
M C
Municipal Counselor
Ci zens
Mayor and
City Council
Municipal
Counselor
Deputy Municipal Counselor Deputy Municipal Counselor
C‐89
M C
D I
M S
The mission of the Municipal Counselor is to provide legal consulta ons, representa ons, and
document services to the City, its public trusts, and their officers, appointees, and employees
so they can lawfully and effec vely conduct business and implement policies.
P I B C
Department Facts
In the mid‐year cut of FY17, half of the salary for an AMC II
posi on was cut and the remainder of that salary and the en re In FY17, the client survey
posi on will be cut for FY18. A total of three a orney posi ons for the Municipal Counse‐
(AMC I, II, and III) will have been cut from the budget for FY17 and lor’s Office received 1,268
FY18. A number of legal secretary posi ons have been cut over
responses with 1,257 re‐
the years and a Legal Secretary I posi on will be cut for FY18. That
spondents indica ng that
will leave five legal secretaries to support approximately 26 Civil
Branch a orneys. Other Legal Administra ve Specialists have they were sa sfied or very
added a orney support to their current workload to try to fill the sa sfied with the services
gaps. The part‐ me staffing budget will be cut for the second year provided by the Office. It
in a row, which will also impact the a orney and support staff is an cipated that the
workload. Part‐ me legal intern (law student) hours will be FY18 survey will result in a
limited causing a orneys to handle more tort claims and research similar 99% sa sfac on
work. Part– me clerical hours will be limited causing legal ra ng despite lower
secretaries to handle more scanning, filing and recep onist staffing levels responding
ac vi es. Three of the part‐ me clerical staff exist because of to a similar amount of ser‐
prior budget reduc ons that eliminated full‐ me recep onist and
vice requests as in FY17
file clerk posi ons in the Criminal Jus ce Division.
The reduc on in Execu ve Leadership line items should not have
an impact as the higher level was required for unusual li ga on in prior years.
To review addi onal performance informa on, please see the a ached supplemental
performance report or visit our website: www.okc.gov/departments/finance/performance‐data.
C‐90
M C
M B C
C‐91
M C
Operating Expenditures
Administration $1,777,349 $2,179,582 $2,187,945 0.38%
Civil Litigation 1,245,361 807,522 804,008 ‐0.44%
Criminal Justice 1,653,652 1,841,392 1,808,169 ‐1.80%
Labor and Employment Law 544,108 447,546 459,000 2.56%
Land Use and Economic Development 1,106,515 852,385 804,986 ‐5.56%
Trusts, Utilities and Finance 811,163 635,676 645,627 1.57%
Total Operating Expenditures $7,138,148 $6,764,103 $6,709,735 ‐0.80%
Non‐Operating Expenditures
Capital Expenditures $16,978 $14,420 $525 ‐96.36%
Total Non‐Operating Expenditures $16,978 $14,420 $525 ‐96.36%
C‐92
M C
C‐93
M C
M C L B
Administra on
The Execu ve Leadership Program provides planning, management, administra ve and repor ng
services to department employees and City leaders so they can achieve strategic goals and key
results.
C L
The Civil Li ga on Legal Services Program provides advice, consulta ons and legal representa on
services to the City, its public trusts, and their officials and employees so they can avoid or limit
liability.
C‐94
M C
C J
The Police and Courts Legal Services Program provides legal consulta ons, representa ons and
document services to the police and court administra on departments so they can receive prompt,
clear and direct legal guidance in order to lawfully conduct their business.
The Prosecu on Legal Services Program provides municipal ordinance prosecu on services to The
City of Oklahoma City so it can have a just and efficient resolu on of criminal complaints.
Criminal Jus ce Posi ons and Budget
FY16 FY17 FY18
Adopted Actual Adopted Adopted Proposed Proposed
Program Positions Expenses Positions Budget Positions Budget
Police and Courts Legal Services 0.35 $95,562 0.25 $42,734 0.25 $39,861
Prosecution Legal Services 16.62 1,558,089 15.58 1,798,658 16.78 1,768,308
Line of Business Total 16.97 $1,653,651 15.83 $1,841,392 17.03 $1,808,169
L E L
The Labor Li ga on Legal Services Program provides civil representa on services to City Council
members and City supervisors so they can resolve disputes and reduce legal liability associated
with labor management issues.
The Labor Rela ons Legal Services Program provides general counsel, legal consulta ons,
administra ve representa ons and document services to City Council members and City
management so they can increase their awareness and understanding of labor issues to be er plan
and be er manage their employees in a mely manner.
Labor and Employment Law Posi ons and Budget
FY16 FY17 FY18
Adopted Actual Adopted Adopted Proposed Proposed
Program Positions Expenses Positions Budget Positions Budget
Labor Litigation Legal Services 2.31 $253,069 1.55 $200,155 1.55 $205,676
Labor Relations Legal Services 2.55 291,039 1.90 247,391 1.90 253,324
Line of Business Total 4.86 $544,108 3.45 $447,546 3.45 $459,000
C‐95
M C
L U E D
The Economic Development Legal Services Program provides consultations, document review
and drafting, and client representation services to the City and its officers, trusts and authorities so
they can receive timely and effective legal services to help them promote economic development.
The Land Use Legal Services Program provides legal consultations, representations and
documents to Mayor and Council, City departments and City boards, commissions and trusts so they
can obtain the services requested to implement and develop effective land use policies and
objectives.
T ,U F
The Trusts, Utilities and Finance Legal Services Program provides consultations, representation
and document review and drafting services to City Council, appointees, trustees and City
management so they can make legally informed, timely decisions, implement policies and spend
money legally and efficiently.
C‐96
M C
Municipal Court
City Council Municipal Judges
City Manager
Municipal Court
C‐97
M C
D I
M S
The mission of the Municipal Court is to provide court informa on, case processing, judicial
and accountability services to all people affected by a viola on of Oklahoma City ordinances,
so they can be assured of mely and equitable jus ce.
P I B C
In order to comply with the required budget cuts for the
FY18 Budget, the Municipal Court Department eliminated Department Facts
four posi ons and expense line items. The City of Oklahoma City is only
one of two municipali es that
Implementa on of Phase I of E‐Cita ons allows all has a Municipal Courts of
employees in Court Services the ability to process and Record in the State of
accept payments for parking cita ons. This enhancement Oklahoma.
has eliminated the need for a specialized parking unit
Over 60 court sessions are held
which allowed the department to delete a Unit Opera ons
weekly between four full‐ me
Leader posi on and a Database Technician posi on. The
sole responsibility of those two posi ons was to process Municipal Judges.
parking cita ons. On average, the Municipal Court
disposes over 16,000 cases
Implementa on of ongoing Criminal Jus ce Reform monthly.
measures created efficiencies that allowed the Court
Enforcement and Inves ga ons Program to reduce the
number of staff needed to complete warrant research and to place holds on defendants in custody.
The elimina on of a Court Officer posi on is not expected to affect service levels.
The elimina on of the vacant Administra ve Specialist posi on in the Execu ve Leadership Program
will allow for permanent funding of three part‐ me temporary posi ons in Court Services. The part‐
me temporary posi ons primarily answer phone calls, respond to general inquiries, and accept
payments by phone. Municipal Court receives, on average, 900 phone calls per day and relies heavily
upon part‐ me staff to handle the call volume. The use of part‐ me staff allows court clerks to
complete their case updates in a mely manner and reduces the poten al for errors.
The Municipal Court offers access to on‐line payments twenty‐four hours a day, seven days a week.
The proposal to close the Public Counter for financial processing services on holidays observed by the
City, will assist the department in mee ng the required budget reduc on. The holidays observed are
New Year’s Day, Mar n Luther King Day, Memorial Day, Independence Day, Labor Day, Veteran’s Day,
Thanksgiving and the day a er Thanksgiving, Christmas Eve and Christmas Day.
To review addi onal performance informa on, please see the a ached supplemental
performance report or visit our website: www.okc.gov/departments/finance/performance‐data.
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Operating Expenditures
Administration $1,839,947 $1,982,388 $1,892,145 ‐4.55%
Court Case and Enforcement 6,339,655 6,957,600 6,645,273 ‐4.49%
Facility Operations 564,188 763,376 1,081,734 41.70%
Municipal Judicial Services 506,843 542,160 544,645 0.46%
Probation Services 707,793 892,212 870,157 ‐2.47%
Total Operating Expenditures $9,958,426 $11,137,736 $11,033,954 ‐0.93%
Non‐Operating Expenditures
Capital Expenditures $133,519 $9,907,191 $10,223,599 3.19%
Total Non‐Operating Expenditures $133,519 $9,907,191 $10,223,599 3.19%
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New Municipal Court building under construc on
C‐101
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M C L B
A
The Execu ve Leadership Program provides planning, management, administra ve and repor ng
services to department employees and City leaders so they can achieve strategic goals and key
results.
Administra on Posi ons and Budget
FY16 FY17 FY18
Adopted Actual Adopted Adopted Proposed Proposed
Program Positions Expenses Positions Budget Positions Budget
Executive Leadership 4.50 1,839,947 4.50 1,982,388 4.10 1,892,145
Line of Business Total 4.50 $1,839,947 4.50 $1,982,388 4.10 $1,892,145
C C E
The Court Case Support Program provides scheduling, case processing, and informa on services to
Enforcement Agencies, Officers of the Court, and Patrons so they can experience accurate and
mely adjudica on of cases.
The Court Enforcement and Inves ga ons Program provides warrant enforcement and
inves ga ve services to the Municipal Court so it can clear warrants on cases.
The Court Financial Processing Program provides bond and fine payment processing and daily
deposit services to court patrons so they can receive an accurate financial disposi on on their
court case.
Court Case and Enforcement Posi ons and Budget
FY16 FY17 FY18
Adopted Actual Adopted Adopted Proposed Proposed
Program Positions Expenses Positions Budget Positions Budget
Court Case Support 29.30 $4,750,691 25.90 $4,935,965 23.10 $4,684,798
Court Enforcement and
10.95 737,413 13.25 1,025,240 12.45 957,441
Investigations
Court Financial Processing 15.70 851,551 15.60 996,395 15.60 1,003,034
Line of Business Total 55.95 $6,339,655 54.75 $6,957,600 51.15 $6,645,273
C‐102
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F O
The Courthouse Security Program provides screening, protec on, and security services to court
staff and all individuals conduc ng business with the court so they can experience a safe and
secure environment without incident.
The Municipal Court Facility Opera ons Program provides facility prepara on, maintenance,
repairs and cleaning services to building occupants and visitors so they can conduct business in an
environment that is conducive to court opera ons.
Facility Opera ons Posi ons and Budget
FY16 FY17 FY18
Adopted Actual Adopted Adopted Proposed Proposed
Program Positions Expenses Positions Budget Positions Budget
Courthouse Security 3.25 $266,381 2.45 $251,091 2.45 $276,717
Municipal Court Facility Ops 2.20 297,807 2.20 512,285 2.20 805,017
Line of Business Total 5.45 $564,188 4.65 $763,376 4.65 $1,081,734
M J S
The Municipal Judicial Services Program provides Judicial decisions and court procedure guidance
to ci zens of Oklahoma City and court patrons so they can receive a fair and just hearing or
experience in accordance with the Oklahoma City Municipal Code, State and Federal Laws.
Municipal Judicial Services Posi ons and Budget
FY16 FY17 FY18
Adopted Actual Adopted Adopted Proposed Proposed
Program Positions Expenses Positions Budget Positions Budget
Municipal Judicial Services 4.00 $506,843 4.00 $542,160 4.00 $544,645
Line of Business Total 4.00 $506,843 4.00 $542,160 4.00 $544,645
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P S
The Proba on Services Program provides referral and case management services to offenders so
they can successfully complete their court ordered requirements within the established period of
me and reduce recidivism.
Proba on Services Posi ons and Budget
FY16 FY17 FY18
Adopted Actual Adopted Adopted Proposed Proposed
Program Positions Expenses Positions Budget Positions Budget
Probation Services 11.10 $707,793 11.10 $892,212 11.10 $870,157
Line of Business Total 11.10 $707,793 11.10 $892,212 11.10 $870,157
C‐104
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Non-Departmental
City Council
City Manager
D M
T N ‐D
.
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Amount Positions
1. MAPS 3 Use Tax contingency increased. Prior it was accounted for
$1,000,000 ‐
in Police and Fire Department's budget
‐
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E
City and School Capital Project Use
$0 $0 $2,611,867 N/A
Tax
General Fund $52,181,444 $49,648,747 $47,728,659 ‐3.87%
Hotel/Motel Tax Special 20,979,623 22,412,486 20,973,126 ‐6.42%
Revenue Fund
MAPS Operations Fund 175,173 4,650,711 2,861,447 ‐38.47%
OKC Improv & Spec Svcs Assess 2,605,024 3,737,140 3,808,834 1.92%
Dist
Debt Service Fund 85,187,094 112,098,651 106,076,208 ‐5.37%
Capital Improvement Projects
5,500,000 5,461,523 4,567,016 ‐16.38%
Fund
MAPS 3 Use Tax 0 0 1,020,393 N/A
Medical Service Program 4,777,137 7,254,000 7,052,267 ‐2.78%
Special Purpose Fund 0 1,000,000 1,000,000 0.00%
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S D R
Non-Departmental is a budgeting mechanism for identifying and funding programs that are City-wide in
nature. Non-Departmental also funds miscellaneous projects that reflect Council Policy. Included under
this mechanism are such expenses as:
Utilities
Economic Development Resources
Contingency Reserves
Retiree Health Subsidy
No direct services are provided to citizens and no staff positions are assigned to this department.
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Mayor and
City Council
City Manager
Parks and
Recrea on
C‐109
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D I
M S
The mission of the Parks and Recrea on Department is to provide parks, recrea onal, and
cultural services to Oklahoma City residents and visitors so they can have improved health,
wellness and quality of life.
P I B C
Parks and Recrea on is making several significant changes Department Facts
as a part of their FY18 budge ng process. The Department is The Recrea on Division
dele ng 14 posi ons, adding 16 posi ons, and proposing to hosts about 1,200 classes
bring in more revenue from events. One major focus of per year
change is the administra ve du es of the department. A The Grounds Manage‐
Public Informa on Manager is being deleted with du es to ment Division mows
be assumed as an expansion of a contract the department about 50,000 acres of
has with an external firm to provide related services. Four parks and public grounds
Management Specialist posi ons are being deleted out of per year.
divisions. The du es of these posi ons will be assumed by 5.7% of the City’s land
the Central Business Office where an addi onal Municipal area is parkland.
Accountant I is being added. Four Office Coordinator
posi ons will be reduced to three Office Assistant posi ons as the department consolidates its
administra on to a single floor of 420 West Main and reclassifies these posi ons to be more
efficient. Another area of significant change is the scope of the Grounds Management Division.
That division has entered into an agreement with the Oklahoma City Water U li es Trust
(OCWUT) to mow and maintain OCWUT land. As part of that agreement, the Parks and
Recrea on Department is crea ng a new grounds crew of ten posi ons to fulfill these du es.
Another change to Grounds Maintenance is that it will be outsourcing some of its right‐of‐way
maintenance for remote or hazardous areas of the City. That change will not have an increase
in cost to the City, but it will result in the reduc on of two full me and several seasonal
posi ons. Finally, the Department has proposed genera ng new revenue from a few sources.
The largest source is an increased season of Broadway shows at the Civic Center Music Hall.
The Department es mates that the increased theater rent and cket sales will generate about
$55,200 per year. The other major source is from a new agreement with the NCAA to provide
staffing for three major so ball tournaments in FY18, which is expected to generate
approximately $31,311 in net revenue for this fiscal year.
To review addi onal performance informa on, please see the a ached supplemental
performance report or visit our website: www.okc.gov/departments/finance/performance‐data.
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Amount Positions
1. Deletes Public Information Manager ($116,432) (1.00)
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Operating Expenditures
Administration $5,058,729 $5,212,031 $5,087,962 ‐2.38%
Civic Center Music Hall 3,112,730 3,884,320 3,911,927 0.71%
Grounds Management 8,018,329 8,168,205 8,893,388 8.88%
Natural Resources 4,942,536 4,992,897 5,425,959 8.67%
Recreation, Health and Wellness 4,612,576 4,245,364 3,975,031 ‐6.37%
Total Operating Expenditures $25,744,900 $26,502,817 $27,294,267 2.99%
Non‐Operating Expenditures
Capital Expenditures $248,178 $1,153,570 $421,098 ‐63.50%
Other Non‐Operating Expenditures 4,119,032 5,075,689 3,307,670 ‐34.83%
Total Non‐Operating Expenditures $4,367,210 $6,229,259 $3,728,768 ‐98.33%
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P R L B
A
The Execu ve Leadership Program provides planning, management, administra ve and repor ng
services to department employees and City leaders so they can achieve strategic goals and key
results.
Administra on Posi ons and Budget
FY16 FY17 FY18
Adopted Actual Adopted Adopted Proposed Proposed
Program Positions Expenses Positions Budget Positions Budget
Executive Leadership 16.50 5,058,729 18.50 5,212,031 20.50 5,087,962
Line of Business Total 16.50 $5,058,729 18.50 $5,212,031 20.50 $5,087,962
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The Canal/Field Hor culture Program provides maintenance and enhancements of landscaped
areas to ci zens and tourists, so they can have decora ve landscapes and trees in parks and on
medians.
The Fisheries Management Program provides recrea onal sport fishing opportuni es and
educa on to anglers so they can fish for well‐stocked and healthy fish popula ons within a major
urban area.
The Mar n Nature Park Program provides a variety of nature experiences, wildlife ecology, and
recrea onal services to the ci zens and visitors so they can enjoy a well‐maintained, educa onal,
and accessible nature park within a major urban area.
The Myriad Botanical Gardens Support Program provides support to the Myriad Gardens
Founda on so they can provide an excellent urban park environment for the enjoyment of ci zens
and visitors.
The Will Rogers Gardens Program provides a well‐maintained and managed urban hor culture
educa on center and private event rental facility to ci zens and visitors so they can experience
decora ve landscapes, specialty gardens, conservatory, arboretum and a end hor culture
educa onal programs for an enhanced quality of life.
Natural Resources Posi ons and Budget
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C C M H
The Box Office Program provides ckets, parking and performance informa on to patrons and
ci zens of Oklahoma City so they can receive mely and convenient cket transac ons.
The Performance Support Program provides facili es, equipment, and staff support services to
guests and clients so they can experience quality, diverse, and revenue‐supported performances.
The Private Event and Business Services Program provides facili es, event planning and
equipment to individuals and private organiza ons so they can have quality, unique and
memorable experiences which fulfill business and private needs.
Civic Center Posi ons and Budget
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G M
The Equipment Repair Program provides grounds equipment repair and maintenance services for
Parks and Recrea on Department personnel so they can have safe and opera onal equipment to
complete their work efficiently.
The Forestry Services Program maintains a healthy tree popula on according to arboriculture best
prac ces so ci zens and visitors can have safe and a rac ve parks and City proper es.
The Grounds Maintenance Program provides mowed and trimmed parks, center medians and
right‐of‐ways to Oklahoma City ci zens and visitors so they can have public proper es that are
maintained according to grounds management best prac ces.
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R ,H W
The Aqua cs Program provides wellness and educa onal aqua c opportuni es to ci zens and
visitors so they can par cipate in aqua c classes and enjoy safe aqua c facili es.
The Athle cs Program provides athle c services, health and wellness educa on and organized
leagues to youth and adults so they can par cipate in well‐organized, safe physical ac vi es.
The General Recrea on Program provides a vast array of health, wellness and recrea onal services
to all ages of the Oklahoma City community so they can enjoy a variety of safe and educa onal
recrea on opportuni es that reflect community needs and interests.
Recrea on, Health and Wellness Posi ons and Budget
FY16 FY17 FY18
Adopted Actual Adopted Adopted Proposed Proposed
Program Positions Expenses Positions Budget Positions Budget
Aquatics 4.70 $911,974 4.50 $860,068 0.00 $0
Athletics 4.85 1,099,586 4.75 919,765 0.00 0
General Recreation 13.20 2,169,301 15.75 2,465,531 23.00 3,975,031
Seniors* 2.50 249,847 0.00 0 0.00 0
Special Events** 2.80 181,868 0.00 0 0.00 0
Line of Business Total 28.05 $4,612,576 25.00 $4,245,364 23.00 $3,975,031
*In FY17, the Seniors Program was combined with the General Recreation program.
**In FY17, the Special Events program was moved from Recreation to the Grounds Management Line of Business.
C‐118
P
Personnel
Ci zens
Mayor and
City Council
City Manager
Personnel
Labor and Employee
Benefits Occupa onal Health Opera ons
Rela ons
C‐119
P
D I
M S
The mission of the Personnel Services Department is to provide employment, health and
welfare, and employee rela ons and development services to the City and its employees so
they can have the resources needed to successfully deliver services and accomplish their
professional goals.
P I B C Department Facts
In order to comply with the required budget cuts for FY18, the Approximately 16,000 appli‐
Personnel Department proposed the elimina on of one ca ons are processed and
Personnel Analyst posi on and made minor adjustments to
355 selec on processes are
salary es mates.
conducted per year.
During the review of the budget submi als, a proposal to An average of 27,613 per‐
eliminate one Personnel Analyst posi on was considered; sonnel transac ons are pro‐
however, the City Manager restored the posi on. In addi on, cessed per year.
at the request of the U li es Department, it was approved to There are over 10,000 ac‐
add an addi onal Personnel Analyst posi on that would focus ve employees, re rees and
on U li es Department employment related requests. dependents who par cipate
in the City’s health and wel‐
With a larger scope of responsibili es for a smaller staff, the fare plans.
Personnel Department proposed a reorganiza on for the
Employment and Classifica on/Compensa on Programs that have
assumed a broader scope of du es. The reorganiza on eliminated two Personnel Analysts and
replaces them with two Senior Personnel Analysts. This proposal provides an internal career path for
individuals who achieve a high level of proficiency in the areas of employment, classifica on,
compensa on and project management, and will also support the con nued transi on of the staff into
a wider area of responsibility.
To review addi onal performance informa on, please see the a ached supplemental
performance report or visit our website: www.okc.gov/departments/finance/performance‐data.
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E
Operating Expenditures
Administration $498,869 $483,323 $497,391 2.91%
Benefits 452,271 440,402 470,799 6.90%
Labor and Employee Relations 487,999 481,070 448,632 ‐6.74%
Occupational Health 457,675 457,532 463,412 1.29%
Operations 1,036,241 988,392 1,058,968 7.14%
Total Operating Expenditures $2,933,055 $2,850,719 $2,939,202 3.10%
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P
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P L B
A
The Execu ve Leadership Program provides planning, management, administra ve and repor ng
services to department employees and City leaders so they can achieve strategic goals and key
results.
Administra on Posi ons and Budget
FY16 FY17 FY18
Adopted Actual Adopted Adopted Proposed Proposed
Program Position Expenses Positions Budget Positions Budget
Business Services 0.00 $23,793 0.00 $0 0.00 $0
Executive Leadership 2.05 475,076 2.05 483,323 2.10 497,391
Line of Business Total 2.05 $498,870 2.05 $483,323 2.10 $497,391
The Employee Medical Center Program reduces health plan costs and provides quality health and
wellness services to eligible employees, eligible re rees, and their eligible dependents so they can
experience overall improved health.
The Health and Welfare Benefits Program provides insurance and benefit‐related services to
employees and re rees so they can have access to comprehensive medical services.
The Re rement Savings Program provides re rement planning and investment educa on services
to ac ve and re red City employees so they can plan for their financial future beyond
employment.
Benefits Posi ons and Budget
FY16 FY17 FY18
Adopted Actual Adopted Adopted Proposed Proposed
Program Position Expenses Positions Budget Positions Budget
Employee Medical Clinic * 0.00 $0 0.00 $0 0.00 $0
Health and Welfare Benefits 5.90 $445,051 4.90 $433,023 4.90 $463,378
Retirement Savings 0.05 7,221 0.05 7,379 0.05 7,421
Line of Business Total 5.95 $452,272 4.95 $440,402 4.95 $470,799
* Cos t a s s oci a ted wi th the Empl oyee Medi ca l Cl i ni c i s budgeted i n Okl a homa Ci ty Muni ci pa l Fa ci l i ti es Authori ty.
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L E R
The Labor Rela ons Program provides union contract administra on and nego a on services to
City departments so they can maintain posi ve employee rela ons.
The Policy Compliance Program provides policy development, interpreta on and compliance
services to City departments so they can receive mely no fica on that business is being
conducted in a fair and consistent manner and within the scope of established City policies.
Labor and Employee Rela ons Posi ons and Budget
FY16 FY17 FY18
Adopted Actual Adopted Adopted Proposed Proposed
Program Position Expenses Positions Budget Positions Budget
Labor Relations 2.80 $310,796 2.90 $306,407 2.90 $271,497
Policy Compliance 1.35 177,203 1.35 174,663 1.35 177,135
Line of Business Total 4.15 $487,999 4.25 $481,070 4.25 $448,632
O H
The Occupa onal Health Program provides post job‐offer and incumbent medical evalua ons for
City departments so they can employ and maintain a safe and healthy workforce.
Occupa onal Health Posi ons and Budget
FY16 FY17 FY18
Adopted Actual Adopted Adopted Proposed Proposed
Program Position Expenses Positions Budget Positions Budget
Occupational Health 1.95 $457,675 1.95 $457,532 1.95 $463,412
Line of Business Total 1.95 $457,675 1.95 $457,532 1.95 $463,412
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P
O
The Classifica on and Compensa on Program provides job analysis and salary administra on
services to City departments so they can have accurate job classifica ons and descrip ons, and
organiza onal and pay structure for recrui ng and retaining a qualified workforce.
The Employment Program provides recruitment, screening, selec on, placement, and consul ng
services to applicants, employees and City departments so a qualified diverse workforce can be
hired and retained.
The Human Resources Informa on Systems Program provides personnel records management,
systems administra on, informa on, and repor ng services to City departments so they can have
accurate and mely informa on needed to make personnel‐related decisions.
Opera ons Posi ons and Budget
FY16 FY17 FY18
Adopted Actual Adopted Adopted Proposed Proposed
Program Position Expenses Positions Budget Positions Budget
Classification and
3.30 $320,196 3.25 $321,665 3.60 $314,352
Compensation
Employment 5.40 418,033 4.35 383,639 4.85 436,538
HR Information Services 3.20 298,012 3.20 283,088 3.30 308,078
Line of Business Total 11.90 $1,036,241 10.80 $988,392 11.75 $1,058,968
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P
Planning
Ci zens
Mayor and
City Council
City Manager
Planning
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P
D I
M S
The mission of the Planning Department is to provide comprehensive community planning and
development services to current and future Oklahoma City residents and businesses so they can live
and work in a vibrant and sustainable city.
P I B C
The Planning Department made several budget changes due to Department Facts
the decline in the General Fund. The Department deleted a The Planning Department
Senior Planner in the Planning and Redevelopment Division staffs 11 commi ees and
(PRD). This program support projects like the Bicycle Masterplan,
commissions (Arts, Neigh‐
(Downtown) Wayfinding Signage Masterplan and the Streets
borhood Conserva on
Design Masterplan. The dele on of this posi on may delay the
planning and/or implementa on of such projects, as well as new Commi ee, Ci zens Com‐
plans or studies. Addi onally, the Planning Department and mi ee for Community De‐
EMBARK will share resources to be er collaborate on long‐range velopment, Bricktown,
transporta on and transit planning efforts. This joint effort will Stockyards, Riverfront,
be a savings to the Department while increasing efficiency in the Downtown, Planning
planning efforts of both en es. Commission, Economic
Development Commi ee,
The Department’s Community Development Division will Historic Preserva on, Ur‐
experience a 20% decrease in grants funds in FY18 due to a one‐ ban Design Commi ee).
me grant from the State which ended in FY17. This was the
Community Development Block Grant for Disaster Recovery
stemming from the May 2013 tornado. This grant funded the restora on of the Draper Treatment
Plant, road and home repairs in the affected area, and some storm shelter installa ons. The end of this
grant will mean discon nuing storm shelter installa on and home repairs related to that event.
The City’s 1% for Art Program will fund the addi on of an Associate Planner. This posi on will assist the
1% for the Art Program Liaison with the implementa on of 1% for Art Program projects that have been
delayed due to insufficient staffing. The addi on of this posi on will allow for several of those delayed
projects to be completed by the end of FY18.
To review addi onal performance informa on, please see the a ached supplemental performance
report or visit our website: www.okc.gov/departments/finance/performance‐data
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M B C
Two new affordable homes in the Strong Neighborhood Ini a ve neighborhood Classen‐Ten‐
Penn. These homes were funded through a federal grant and built by Posi vely Paseo, a Com‐
munity Housing Development Organiza on.
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E
Operating Expenditures
Administration $1,184,755 $1,223,685 $1,311,078 7.14%
Community Development 568,083 577,746 580,704 0.51%
Current Planning & Urban Design 890,253 865,188 876,377 1.29%
Planning & Redevelopment 1,238,720 1,171,811 966,615 ‐17.51%
Total Operating Expenditures $3,881,811 $3,838,430 $3,734,774 ‐2.70%
Non‐Operating Grants Expenditures
Administration $3,593,858 $8,827 $5,000 ‐43.36%
Community Development 30,730,073 40,235,774 33,930,653 ‐15.67%
Planning & Redevelopment 0 1,569,384 17,600 ‐98.88%
Total Grant Expenditures $34,323,931 $41,813,985 $33,953,253 ‐18.80%
Non‐Operating Special Purpose Expenditures
Arts & Cultural Affairs $1,813,434 $474,522 $246,297 ‐48.10%
Mayor's Round Table 54,548 122,175 104,856 ‐14.18%
Other 7,690 10,215 625 ‐93.88%
Total Special Purpose Expenditures $1,875,671 $606,912 $351,778 ‐42.04%
C‐130
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P
C‐131
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P L B
A
The Execu ve Leadership Program provides planning, management, administra ve and repor ng
services to department employees and City leaders so they can achieve strategic goals and key
results.
The Arts and Cultural Affairs Program expands the community’s arts and cultural opportuni es so
the community can experience direct economic, social, physical, and educa onal enrichment.
The Grant and Financial Management Program provides program and fiscal administra on
services to The City, gran ng organiza ons, and funding recipients so they can receive and/or
disburse grant and loan funds in compliance with relevant rules and regula ons.
The Office of Sustainability provides planning and outreach services to City departments and
Oklahoma City residents, businesses and visitors so they can integrate sustainability into decision
making for improved economic, environmental, and social health.
Administra on Posi ons and Budget
FY16 FY17 FY18
Adopted Actual Adopted Adopted Proposed Proposed
Program Positions Expenses Positions Budget Positions Budget
Executive Leadership 5.50 $1,033,837 3.50 $896,716 3.50 $910,293
Arts & Cultural Affairs 1.50 150,918 1.50 151,992 2.47 222,394
Grant & Financial Management 6.85 0 0.00 8,827 0.00 5,000
Office of Sustainability 0.00 0 2.00 174,977 2.00 178,391
Line of Business Total 13.85 $1,184,755 7.00 $1,232,512 7.97 $1,316,078
Sustainability group tours OG&E solar farm with
OU college students.
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C D
The Community Services Program provides stable housing, employment opportuni es, and sup‐
por ve services to homeless or those at risk of homelessness so they can increase their income
and obtain or remain in permanent housing.
The Neighborhood Revitaliza on Program provides needed resources to enable current and pro‐
spec ve residents in distressed areas to live in stable, a rac ve and well maintained neighbor‐
hoods.
Community Development Posi ons and Budget
FY16 FY17 FY18
Adopted Actual Adopted Adopted Proposed Proposed
Program Positions Expenses Positions Budget Positions Budget
Community Services 3.30 $10,648,019 3.45 $13,394,839 3.70 $5,536,710
Neighborhood Revitalization 11.35 6,504,000 17.17 27,418,681 17.47 17,958,544
Line of Business Total 14.65 $17,152,019 20.62 $40,813,520 21.17 $23,495,254
C P U D
The Current Planning Program implements the Comprehensive Plan by providing development
consulta ons, recommending policies and regula ons, and providing reviews and studies to deci‐
sion makers and the community so they can make informed decisions regarding growth and devel‐
opment.
The Urban Design and Community Appearance Program provides design ordinance implementa‐
on, evalua on, and advice services, and historic preserva on services to residents, property own‐
ers, and developers so they can experience a vibrant, a rac ve community and realize improved
property values.
Current Planning and Urban Design Posi ons and Budget
FY16 FY17 FY18
Adopted Actual Adopted Adopted Proposed Proposed
Program Positions Expenses Positions Budget Positions Budget
Current Planning 3.50 $138,024 2.70 $268,056 2.70 $261,838
Urban Design & Comm App 5.50 0 5.53 597,132 6.30 614,539
Line of Business Total 9.00 $138,024 8.23 $865,188 9.00 $876,377
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P R
The Comprehensive Planning Program provides plans, studies, and recommenda ons to policy
makers, the development sector, partner organiza ons, and the community so they can implement
the Comprehensive Plan.
The Urban Redevelopment Program provides redevelopment and revitaliza on support services to
community stakeholders, and business and property owners so they can create and maintain
successful, unique, and vibrant urban places.
Planning and Redevelopment Posi ons and Budget
FY16 FY17 FY18
Adopted Actual Adopted Adopted Proposed Proposed
Program Positions Expenses Positions Budget Positions Budget
Comprehensive Planning 4.30 $817,120 2.95 $463,258 2.58 $254,936
Urban Redevelopment 8.20 1,882,266 8.20 2,277,937 6.03 729,279
Line of Business Total 12.50 $2,699,386 11.15 $2,741,195 8.61 $984,215
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Police
Ci zens
Mayor and
City Council
City Manager
Office of the
Chief of Police
Public Safety
Inves ga ons Opera ons
Support
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D I
M S
The mission of the Police Department is to provide public safety services that promote a safe
environment and lessen the fear of crime to the Oklahoma City community so they can
experience an enhanced quality of life.
P I B
C Department Facts
In order to comply with the required budget cuts for The Oklahoma City Family Jus‐
FY18, the Police Department proposed elimina on of one ce Center opened February 2,
vacant Iden fica on Technician I posi on in the 2017.
Inves ga ons Support Program and eight Police Officer Thirteen agencies are co‐
posi ons in the Police Patrol Program. Technology
located at the Family Jus ce
enhancements have reduced the me needed to process
an inmate resul ng in a reduced workload for the
Center servicing 581 clients
remaining nine Iden fica on Technician I’s. The dele on since opening.
of eight vacant Police Officer posi ons will reduce the Since 2015, 66 inner city stu‐
ability to maintain minimum staffing levels in Patrol dents have par cipated in the
divisions as well as reduce the ability to increase staffing Metro Tech and Oklahoma City
levels in areas of residen al and commercial growth. Police Department Law Enforce‐
ment Program.
In addi on to the proposed posi on elimina ons,
reduc ons were achieved by the Police Department
coordina ng a savings in the FY18 Jail Contract with the Oklahoma County Sheriff’s Office.
An addi onal cut in the Police Department budget is the dele on of nine vacant Police
Dispatchers. During FY17 Fire labor nego a ons, the City proposed to move the func on of Fire
Dispatch to Police Department 911 Emergency Management and added nine Police Dispatchers. Due
to the proposal not being agreed to in FY17, the nine posi ons are being proposed for dele on in FY18.
To review addi onal performance informa on, please see the a ached supplemental
performance report or visit our website: www.okc.gov/departments/finance/performance‐data.
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E
Summary of FY16 FY17 FY18 Percent
Expenditures by Purpose Actual Adopted Budget Proposed Budget Change
Operating Expenditures
Administration $21,713,555 $21,537,643 $21,906,268 1.71%
Investigations 37,416,272 35,846,193 36,522,255 1.89%
Operations 100,942,803 100,783,501 100,762,432 ‐0.02%
Public Safety Support 23,875,805 26,039,044 23,571,436 ‐9.48%
Total Operating Expenditures $183,948,435 $184,206,381 $182,762,391 ‐0.78%
Non‐Operating Expenditures
Administration $100,633 $170,135 $101,470 ‐40.36%
Investigations 826,852 2,085,794 1,598,465 ‐23.36%
Operations 143,893 3,243,083 2,309,919 ‐28.77%
Public Safety Support 0 74,000 54,000 ‐27.03%
Capital Expenditures 8,207,340 22,211,165 13,925,897 ‐37.30%
Other Non‐Operating 2,722,874 710,178 2,080,917 193.01%
Total Non‐Operating Expenditures $12,001,592 $28,494,355 $20,070,668 ‐29.56%
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P
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P L B
A
The Execu ve Leadership Program provides planning, management, administra ve and repor ng
services to department employees and City leaders so they can achieve strategic goals and key
results.
The Emergency Management Program provides emergency and disaster mi ga on preparedness,
response and recovery services to emergency responders and the community so they can
effec vely respond to and recover from natural and manmade disasters.
The Human Resources Program provides employee support services to departmental personnel so
they can receive mely and accurate performance assessment, compensa on, and benefits.
The Professional Standards Program provides internal criminal and administra ve inves ga ve
services to the Chief of Police and Command Staff so they can make informed decisions regarding
employee conduct.
The Public Informa on Program provides media and open record response services to the public
so they can be aware of Police Department programs, ac vi es, and cases being inves gated.
Administra on Posi ons and Budget
FY16 FY17 FY18
Adopted Actual Adopted Adopted Proposed Proposed
Program Positions Expenses Positions Budget Positions Budget
Business Services 0.00 $6,453 0.00 $0 0.00 $5,062
Executive Leadership 46.40 17,338,155 46.85 17,618,398 46.85 17,832,001
Emergency Management 3.35 497,345 3.10 433,843 4.10 539,543
Human Resources 14.00 1,521,120 14.00 1,256,773 14.00 1,310,479
Professional Standards 9.90 1,371,254 9.90 1,324,071 9.90 1,315,012
Public Information 8.20 979,227 8.20 904,558 8.20 904,171
Line of Business Total 81.85 $21,713,555 82.05 $21,537,643 83.05 $21,906,268
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I
The Inves ga ons Program provides inves ga ve services to crime vic ms and prosecutors so
they can achieve successful prosecu on of criminal offenders.
The Inves ga ons Support Program provides inves ga ve and technical support services to
inves gators so they can receive accurate and mely informa on to resolve criminal inves ga ons.
The Special Inves ga ons Program provides inves ga ve services to inves gators and prosecutors
so they can achieve successful prosecu on of criminal offenders.
Inves ga ons Posi ons and Budget
FY16 FY17 FY18
Adopted Actual Adopted Adopted Proposed Proposed
Program Positions Expenses Positions Budget Positions Budget
Investigations 142.45 $18,948,603 142.35 $17,916,424 142.35 $18,127,410
Investigations Support 77.55 8,027,674 76.55 8,250,540 77.55 8,559,944
Special Investigations 76.50 10,439,995 77.50 9,679,229 78.50 9,834,901
Line of Business Total 296.50 $37,416,272 296.40 $35,846,193 298.40 $36,522,255
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O
The Crime Preven on and Awareness Program provides training, educa on and nuisance
abatement services to the community so they can be informed and involved in crime preven on.
The Patrol Program provides first responder law enforcement services to the ci zens and visitors
of Oklahoma City so they can experience a prompt and professional response and have a feeling of
safety and security in the community.
The Traffic Safety Program provides educa on, inves ga on, and enforcement services to the
motoring and pedestrian public so they can safely travel throughout the community.
The Youth Services Program provides security, educa on and mentoring services to the youth of
Oklahoma City so they can a end safe schools and learn to avoid criminal ac vity and
vic miza on.
Opera ons Posi ons and Budget
FY16 FY17 FY18
Adopted Actual Adopted Adopted Proposed Proposed
Program Positions Expenses Positions Budget Positions Budget
Crime Prevention and
10.20 $1,265,139 10.20 $1,309,611 9.20 $1,198,277
Awareness
Patrol 724.60 81,058,704 707.70 81,469,387 699.20 81,524,072
Traffic Safety 114.30 13,388,030 115.20 13,143,325 114.70 13,140,271
Youth Services 33.85 5,230,931 33.85 4,861,178 34.85 4,899,812
Line of Business Total 882.95 $100,942,804 866.95 $100,783,501 857.95 $100,762,432
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P S S
The 911 Communica ons Program provides telephone response, dispatch and emergency
no fica on services to anyone needing City services so they can receive a proper service response
and a mely dispatch.
The Inmate Processing/Incarcera on Alterna ves Program provides arrestee intake, deten on,
alterna ve sentencing, and release services to criminal jus ce agencies so they can have accurate
management of inmate processing.
The Permit Services Program provides iden fica on and permit management services to City
employees and individuals required to obtain permits so they can be in compliance with City policy
or ordinance.
The Records Management Program provides informa on collec on, storage, and dissemina on
services to law enforcement, other government agencies, and the public so they can obtain mely
informa on needed to inves gate and document public safety incidents.
The Training Program provides basic and con nuing educa on services to public safety personnel
so they can receive and maintain the knowledge and skills needed to provide public safety services.
Public Safety Support Posi ons and Budget
FY16 FY17 FY18
Adopted Actual Adopted Adopted Proposed Proposed
Program Positions Expenses Positions Budget Positions Budget
911 Communications 84.30 $11,038,503 93.30 $13,523,956 84.30 $11,691,086
Incarceration Alternatives 0.00 3,982 0.00 0 0.00 0
Inmate Processing /
13.45 4,214,018 13.45 3,566,886 13.45 3,028,716
Incarceration Alternatives
Permit Services 5.15 450,026 5.15 559,062 5.15 527,026
Records Management 78.95 5,888,429 77.95 6,155,237 77.95 6,281,951
Training 11.85 2,280,847 11.75 2,233,903 11.75 2,042,657
Line of Business Total 193.70 $23,875,805 201.60 $26,039,044 192.60 $23,571,436
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Public Transporta on
Ci zens
Mayor and
City Council
City Manager
Public Transporta on
and Parking
Public
Parking
Transporta on
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D I
M S
The mission of the Public Transporta on and Parking Department is to provide dependable
mul modal public transporta on and downtown Oklahoma City parking services to the
residents and visitors of the greater Oklahoma City metropolitan area so they can experience
friendly, convenient, safe and affordable transit and parking services.
P I B C Department Facts
The Public Transporta on and Parking Department budget In 2016, EMBARK was
increased $486,534 for FY18. The primary increase was related to named the “North Ameri-
funding the early stages of the Streetcar. This funding will start ca’s Outstanding Public
opera ons for the MAPS 3 Streetcar and assist with marke ng Transportation System for
and outreach events. The department believes establishing good Systems Providing Less
communica on channels about the streetcar prior to opera on Than 4 Million Trips An-
will be cri cal to its success. The department will also be adding a nually” by the American
Pay by Plate parking system that will increase the efficiency of Public Transportation As-
parking meters and help with on street parking. The department sociation
is adap ng current electronic meter parking technology to allow In FY16, 159,128 week-
for new pay by plate payment method that will enable the day service hours were
department to replace most mechanical meters in the downtown provided.
area.
In order to meet the required budget reduc ons, the department deleted several posi ons, including:
two planning posi ons, a senior customer service representa ve, and an office assistant posi on. The
du es of these posi ons will be absorbed by exis ng staff members with no expecta on of significant
performance impacts. The department was also able to achieve savings through the reduc on in the
Regional Transit Authority membership per the fee schedule and in the parts budget due to the recent
purchase of several CNG buses that are s ll under warranty.
To review addi onal performance informa on, please see the a ached supplemental
performance report or visit our website: www.okc.gov/departments/finance/performance‐data.
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Non‐Operating Expenditures
Capital Expenditures $254,658 $200,500 $500 ‐99.75%
Total Non‐Operating Expenditures $254,658 $200,500 $500 ‐99.75%
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P T P
These summaries only detail administra ve expenditures in the General Fund, Public Transporta on Cash Fund
and the Parking Cash Fund, which are The City of Oklahoma City funds. The en re opera ng budget for Public
Transporta on and Parking is contained in the Central Oklahoma Transporta on and Parking Authority (COTPA)
budget and is presented separately to its Board of Trustees. COTPA’s adopted budget for FY17 was $36.6 million
and the proposed FY18 budget is $36.8 million.
These summaries only detail posi ons in the General Fund, Public Transporta on Cash Fund and the
Parking Cash Fund, which are The City of Oklahoma City funds. The total posi on count for Public
Transporta on and Parking includes Central Oklahoma Transporta on and Parking Authority (COTPA)
employees whose wages and benefits cost are supported directly by the trust. Total posi ons for
Public Transporta on and Parking are 266, which includes 234 posi ons budgeted in COTPA and 32
posi ons budgeted in City funds.
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P T P L B
A
The Execu ve Leadership Program provides planning, management, administra ve and repor ng
services to department employees and City leaders so they can achieve strategic goals and key
results.
The Public Informa on and Customer Rela ons Program provides communica on, engages, and
educates exis ng and poten al customers so they can be er understand, access, and use Public
Transporta on and Parking services.
The Safety and Risk Management Program provides risk assessments, training, and repor ng
services to the department so it can have a safe workforce and control costs.
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P T
The Bus Opera ons Program provides bus transporta on to residents and visitors in the greater
Oklahoma City metropolitan area so they can travel in a convenient, affordable, safe, customer‐
friendly environment.
The Bus Stop Management Program provides bus stop maintenance and enhancement for
residents and visitors of the greater Oklahoma City metropolitan area so they can experience safe,
accessible and convenient bus stops
The EMBARK Plus ADA Transporta on Program provides federally mandated service for ADA
eligible individuals who because of disability are unable to use regular fixed route service so they
can have safe, reliable, and customer friendly access to employment, health care, nutri onal
programs, recrea on, and other services.
The Facili es Management Program provides facility and grounds maintenance and repair services
for residents, visitors, and employees so they can conduct their business in a safe environment that
is accessible, clean, and comfortable.
The Fleet Management Program provides vehicle maintenance and repair services to customers
that u lize the transit system so they can provide bus service in a safe, clean, comfortable and
dependable vehicle.
The Oklahoma River Cruises Program provides river transporta on services to residents and
visitors in the greater Oklahoma City area so they can travel along the Oklahoma River in a safe,
customer‐friendly environment.
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The Municipal Off‐Street Parking Program provides monthly, daily, hourly, and event parking
services to downtown area residents, workers, and visitors so they can park their vehicles in
secure, customer friendly, and well‐maintained parking facili es.
The On‐Street Parking Meter Program provides parking meter revenue collec on, installa on, and
maintenance services to the City for residents, visitors, and businesses so they can have reliable
metered parking.
Parking Posi ons and Budget
FY16 FY17 FY18
Adopted Actual Adopted Adopted Proposed Proposed
Program Positions Expenses Positions Budget Positions Budget
Municipal Off‐Street Parking 1.00 $238,500 1.75 $132,085 1.75 $145,802
On‐Street Parking Meter 2.80 306,689 2.80 330,256 2.80 502,479
Line of Business Total 3.80 $545,189 4.55 $462,341 4.55 $648,281
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Public Works
Ci zens
Mayor and
City Council
City Manager
Public Works
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P W
D I
M S
The mission of the Public Works Department is to provide infrastructure construc on and
maintenance, private construc on review and inspec on, and emergency first response
services to the public so they can live, work and play in a safe environment.
P I B C
For the FY18 budget, the Public Works Department is dele ng six Department Facts
posi ons, adding six posi ons, and establishing funding for annual The Streets, Traffic, and
capital items at the Household Hazardous Waste Facility.
Drainage Maintenance
Division maintains over
The Department is dele ng a Database Technician from the
Streets, Traffic and Drainage Maintenance Department. The 8,100 lane miles of public
workload will be distributed to the other three Database streets with 12,405 traffic
Technicians in the department. The department will also be signals and 70,032 traffic
dele ng three Traffic Maintenance Workers from sign signs throughout the City.
maintenance and pavement markings work groups. Another The Field Services Division
posi on dele on is one of their two Light Equipment Operator preforms over 36,000 con‐
posi ons assigned to the night shi . Historically, the call volume struc on inspec ons eve‐
has been lower during this shi and has been trending down ry year.
recently. Also, Public Works Administra on deletes an
Administra ve Coordinator posi on.
The Department is adding a Construc on Equipment Operator I posi on to the Channel Cleaning
group. This posi on will assist with the addi onal workload expected from the expira on of channel
cleaning contracts and will be paid from the Stormwater Drainage Fund. The other posi on being
added is a Construc on Project Manager to oversee GO Bond Projects. This posi on will help reduce
the workload of the other Construc on Project Managers who are currently running at nearly double
the ideal workload. Finally, two Concrete Finishers and two Crew Worker II posi ons are added for the
purpose of transferring a por on of the curb and gu er work from a related reduc on in the Improved
Drainage Structures division. The increase in capital and maintenance expenses at the Household
Hazardous Waste Facility is due to a shi in responsibility from General Services to Public Works, the
la er now being responsible for the maintenance and repairs of the facility.
To review addi onal performance informa on, please see the a ached supplemental
performance report or visit our website: www.okc.gov/departments/finance/performance‐data.
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Operating Expenditures
Administration $8,069,440 $8,596,519 $8,535,424 ‐0.71%
Engineering 5,262,176 1,777,666 1,792,425 0.83%
Field Services 4,149,383 4,174,171 4,263,195 2.13%
Oklahoma River 833,120 1,812,177 1,766,587 ‐2.52%
Project Management 0 2,582,358 2,671,743 3.46%
Storm Water Quality 2,983,538 3,072,295 3,210,669 4.50%
Streets, Traffic & Drainage Maint. 20,542,081 23,427,610 23,783,030 1.52%
Traffic Management 1,312,675 1,435,864 1,352,220 ‐5.83%
Total Operating Expenditures $43,152,413 $46,878,660 $47,375,293 1.06%
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P
Summary of FY16 FY17 FY18 Percent
Positions by Purpose Actual Adopted Budget Proposed Budget Change
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P L B
A
The Execu ve Leadership Program provides planning, management, administra ve and repor ng
services to department employees and City leaders so they can achieve strategic goals and key
results.
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P W
E
The Drainage Engineering Program provides federal and local drainage compliance and
engineering services to City staff, government agencies, the public and the development
community so they can be protected from poten al flooding and ensure compliance with all
regula ons.
The Engineering Technical Review Program provides plan and document review and approval
services to the development and consul ng community, government agencies and the public so
they can proceed with construc on projects in a mely manner.
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P W
F S
The Construc on Inspec on and Construc on Quality Control Program provides plan review,
materials tes ng, inspec ons, and repor ng to City staff and the development community so they
can provide ci zens with infrastructure built and maintained in a mely manner and in accordance
with recognized construc on standards.
O R C
The Oklahoma River Corridor Maintenance Program provides maintenance and support services
to visitors and patrons of the river so they can experience and enjoy a unique recrea onal venue
and an enhanced quality of life.
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P W
S W Q
The Environmental Water Quality Program provides environmental water quality health
assessments and technical services to ci zens, businesses, and government agencies so they can
realize a reduc on of pollu on in community waterways and comply with the Clean Water Act.
The Household Hazardous Waste Collec on Program provides awareness, reuse, recycling, and
disposal services to the residents of Oklahoma City and par cipa ng municipali es so they can
reduce their household hazardous waste and dispose of it in an environmentally safe manner.
The Storm Water Permi ng Program provides training, inspec ons, and enforcement to
developers, contractors, facility owner/operators, and the public so they can prevent pollu on of
community waterways.
Storm Water Quality Posi ons and Budget
FY16 FY17 FY18
Adopted Actual Adopted Adopted Proposed Proposed
Program Positions Expenses Positions Budget Positions Budget
Environmental Water Quality 6.10 $730,933 6.10 $764,959 6.10 $773,474
Household Hazardous Waste
7.10 918,677 7.10 961,453 7.10 1,067,108
Collection
Public Outreach 1.00 106,079 1.00 85,319 1.00 87,923
Storm Water Permitting 13.80 1,227,848 13.80 1,260,564 13.80 1,282,164
Line of Business Total 28.00 $2,983,537 28.00 $3,072,295 28.00 $3,210,669
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P W
S ,T , D M
The Drainage Program provides new construc on and infrastructure maintenance to the ci zens
so they can have reliable stormwater runoff control.
The Traffic Opera ons Program provides traffic control installa on and maintenance services to
the traveling public so they can travel safely and efficiently throughout the City.
Streets, Traffic, and Drainage Maintenance Posi ons and Budget
FY16 FY17 FY18
Adopted Actual Adopted Adopted Proposed Proposed
Program Positions Expenses Positions Budget Positions Budget
Drainage 65.75 $6,579,128 80.75 $7,591,146 85.40 $7,764,501
Graffiti Removal 2.10 187,352 2.10 256,128 2.10 258,727
Streets 110.50 10,409,283 93.50 11,370,430 92.00 11,681,848
Traffic Operations 45.65 3,366,320 45.65 4,209,906 42.50 4,077,954
Line of Business Total 224.00 $20,542,083 222.00 $23,427,610 222.00 $23,783,030
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P M
The Infrastructure Project Management Program provides engineering project design and
construc on oversight services to City departments and the public so they can have improved
public infrastructure projects completed on me and within program budget..
The Right of Way Program provides right‐of‐way and property management services to City
departments so they can have the informa on and resources they need to complete projects in
accordance with requirements.
Project Management Posi ons and Budget
FY16 FY17 FY18
Adopted Actual Adopted Adopted Proposed Proposed
Program Positions Expenses Positions Budget Positions Budget
Contract Administration 0.00 $0 3.20 $282,575 3.00 $266,715
Facilities Project Management 0.00 0 11.00 1,122,194 11.00 1,139,456
Infrastructure Project
0.00 0 10.00 944,001 11.00 1,027,383
Management
Right of Way 0.00 0 3.00 233,588 3.00 238,189
Line of Business Total 0.00 $0 27.20 $2,582,358 28.00 $2,671,743
*During the most recent Strategic Business Plan update, the Department created this new Line of Business in
order to better align with its operations.
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T M
The Traffic Data Collec on Program gathers, processes and provides traffic field studies for City
staff and agencies so they have the informa on needed to design, review, and plan transporta on
infrastructure improvements for City streets.
The Traffic Engineering Program provides engineering services for the design, review, inspec on
and planning of traffic infrastructure to City staff and the development community so that the
public can travel safely and efficiently on City streets.
The Traffic and Transporta on Services Program provides work zone permits, work zone
inspec ons and traffic safety recommenda ons to the development community and the Traffic and
Transporta on Commission so they can provide safe street, pedestrian, and bicycle facili es to the
public.
Traffic Management Posi ons and Budget
FY16 FY17 FY18
Adopted Actual Adopted Adopted Proposed Proposed
Program Positions Expenses Positions Budget Positions Budget
Traffic Data Collection 2.20 $39,760 2.20 $156,136 2.20 $57,492
Traffic and Transportation 5.65 644,760 5.65 632,997 5.65 623,282
Traffic Engineering 7.15 628,155 6.15 646,731 6.15 671,446
Line of Business Total 15.00 $1,312,675 14.00 $1,435,864 14.00 $1,352,220
C‐166
U㮽®ã®Ý
UƟliƟes
Ci zens
Mayor and
City Council
City Manager
U li es
C‐167
U㮽®ã®Ý
DÖÙãÃÄã IÄãÙÊçã®ÊÄ
M®ÝÝ®ÊÄ SããÃÄã
The mission of the U li es Department is to provide Water, Wastewater, and Solid Waste
services to metro area residents, businesses, and other communi es so they can enjoy public
health protec on through safe drinking water and environmentally safe waste disposal.
PÙ¥ÊÙÃÄ IÃÖã ¥ÙÊà Bç¦ã C«Ä¦Ý
The U li es Department budget addresses cri cal challenges in
terms of organiza onal efficiencies, regulatory mandates and
Department Facts
customer service. In addi on to 6 posi ons funded in other The U li es Department
departments to support technological improvements, ongoing operates on rate‐payer
facility maintenance and human resources management, the funds, that is money re‐
department has also added 13 posi ons for direct support of ceived when u lity bills
water, wastewater and solid waste opera ons. are paid.
During this year’s budget, U li es realigned several programs and Over 8,460 tons of waste
reassigned some individual posi ons. Fleet Services was moved was diverted from landfills
from Line Maintenance and Solid Waste to form a new division, in FY16.
which will allow for standardiza on across various divisions. The
Meter Maintenance program was moved to Line Maintenance to
be er align the meter repair func on. Dispatch was moved to Customer Service to reduce duplica on
of effort and co‐locate employees with similar job requirements.
In Administra on, two network administrator posi ons are being added to implement so ware
upgrades and improve the use of data. The Water Conserva on Program will emphasize more
educa on and outreach in its approach. The Customer Service Call Center changed its hours of
opera on to a tradi onal 8 a.m. to 5 p.m. workday, this will allow for more staff to be available during
mes with higher call volumes. In an effort to further reduce injuries and accidents, an addi onal
safety analyst is being added to support the safety program. Engineering added three new posi ons to
improve asset management, plan review and private development, and data management. As the new
Hefner Sludge Handling Facility comes on line this year, Water Quality is adding two posi ons required
for opera on. Line Maintenance added one posi on which will allow them to become more responsive
to requests for line loca ons. Wastewater Quality added two posi ons for treatment plant
performance oversight, pollu on preven on and compliance ac vi es. Solid Waste added two
posi ons to help with cart delivery and repair.
The Department increased funding for the root control program, aimed at mi ga ng the damage
caused by roots, and the FOG program, which uses a specialized bacteria to dissolve fats, oils and
grease in the wastewater collec on system. Various other line‐item increases were included for parts,
chemicals, and supplies. Conversion of over half of the solid waste fleet to compressed natural gas, has
allowed the department to reduce the fuel expense line by $450,000.
To review addiƟonal performance informaƟon, please see the aƩached supplemental per-
formance report or visit our website: www.okc.gov/departments/finance/performance-data.
C‐168
U㮽®ã®Ý
C‐169
U㮽®ã®Ý
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Operating Expenditures
Administration $18,610,008 $21,413,489 $25,924,871 21.07%
Customer Service 11,884,200 13,142,482 11,566,307 ‐11.99%
Engineering 2,485,511 2,890,708 3,119,523 7.92%
Line Maintenance 20,424,778 21,611,464 21,042,991 ‐2.63%
Solid Waste 8,556,366 10,160,197 9,773,683 ‐3.80%
Wastewater Quality 2,742,857 2,891,897 3,101,976 7.26%
Water Quality 22,783,409 29,273,984 29,776,618 1.72%
Total Operating Expenditure $87,487,129 $101,384,221 $104,305,969 2.88%
C‐170
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C‐171
U㮽®ã®Ý
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The AdministraƟon Program provides planning, management, administra ve and repor ng
services to department employees and City leaders so they can achieve strategic goals and key
results.
AdministraƟon PosiƟons and Budget
FY16 FY17 FY18
Adopted Actual Adopted Adopted Proposed Proposed
Program Positions Expenses Positions Budget Positions Budget
Administration 43.00 $18,488,869 43.00 $21,413,489 48.00 $22,428,457
Business Services 0.00 121,139 0.00 0 0.00 0
Fleet Services* 0.00 0 0.00 0 25.00 3,496,414
Line of Business Total 43.00 $18,610,008 43.00 $21,413,489 73.00 $25,924,871
*The Fleet Services Program was added in FY17. The Program's purpose statement will be created during the
Department's next Strategic Business Plan update.
CçÝãÊÃÙ SÙò®
The Customer Service/Billing Program provides account, billing and customer issue resolu on
services to U lity customers so they can receive correct account informa on, accurate billing, and
prompt issue resolu on.
The Field Support Program provides water service response, inspec on, and enforcement services
to metro area residents, businesses, other communi es, as well as internal customers so they can
receive a prompt and accurate resolu on of water billing discrepancies and customer requests.
The Meter Reading Program provides water reading services to metro area residents, businesses,
and other communi es so they can receive mely, accurate measurements of their water use.
Customer Service PosiƟons and Budget
FY16 FY17 FY18
Adopted Actual Adopted Adopted Proposed Proposed
Program Positions Expenses Positions Budget Positions Budget
Customer Service/Billing 68.18 $4,828,369 68.18 $5,739,161 68.18 $5,793,660
Dispatch* 0.00 0 0.00 0 15.00 795,762
Field Support 33.91 2,674,565 33.91 2,648,275 33.91 2,580,420
Meter Reading 66.91 4,381,266 66.91 4,755,046 36.91 2,396,465
Line of Business Total 169.00 $11,884,200 169.00 $13,142,482 154.00 $11,566,307
*The Dispatch Program was created in FY17. The Program's purpose statement will be created during the
Department's next Strategic Business Plan update.
C‐172
U㮽®ã®Ý
EĦ®ÄٮĦ
The Design Program provides water and wastewater improvement design, review and project
management services to individuals, businesses, and communi es so they can have funded capital
improvement projects completed in a mely manner.
The Infrastructure Records Program provides water and wastewater informa on and record
services to individuals, contractors, developers, consultants, City departments, and other
governmental agencies so they can receive the requested informa on in a mely manner.
The Private Development Program provides water and wastewater plan review services to
developers and ci zens so they can receive mely informa on to most effec vely implement
private improvements to the u lity system.
C‐173
U㮽®ã®Ý
L®Ä M®ÄãÄÄ
The Meter Maintenance Program provides water meter maintenance to metro area residents,
businesses, and other communi es so they can receive safely maintained meter boxes.
The Wastewater Line Maintenance Program provides sanitary sewer line construc on and
maintenance services to U lity customers so they can have uninterrupted sanitary sewer disposal.
The Water Line Maintenance Program provides water services, line repairs and preventa ve
maintenance to the distribu on system for u lity customers so they have water with minimal
disrup on in service.
C‐174
U㮽®ã®Ý
Sʽ® WÝã
The Bulk Waste CollecƟon Program provides bulk solid waste removal services to Oklahoma City
residents so they can have their bulk waste disposed of in a sa sfactory manner.
The Environmental Clean-Up Program provides li er removal, illegal dumping removal, and
environmental clean‐up services to City residents and visitors so they can enjoy a clean, healthy
environment.
The Solid Waste CollecƟon Program provides solid waste removal, transport, and disposal services
to Oklahoma City residents and businesses so they can have their refuse collected and disposed of
in a sa sfactory and environmentally safe manner on a weekly basis.
The Solid Waste OperaƟonal Support Program provides contract monitoring, code enforcements
and customer response services to Oklahoma City residents and businesses so they can receive
mely and efficient trash collec on and mely resolu on of customer requests.
C‐175
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The Industrial Pre-Treatment Program provides permi ng, monitoring, and informa on services
to commercial users so they can discharge their treated industrial waste into the sanitary sewer
system in an environmentally safe manner.
C‐176
U㮽®ã®Ý
WãÙ Qç½®ãù
The Laboratory and System Quality Program provides environmental compliance tes ng and
repor ng services to water and wastewater program managers so they can have the mely
informa on they need to produce safe drinking water and wastewater for Oklahoma City ci zens,
businesses, and other communi es.
The Water Treatment Program provides potable water services to Oklahoma City residents,
businesses, industries, and other communi es so they can receive a safe, con nuous supply of
water.
C‐177
U㮽®ã®Ý
C‐178
Z
Zoo
Citizens
Mayor and
City Council
Oklahoma City
Zoological Trust
Oklahoma City
Zoo
C‐179
Z
D I
The Zoo budget is managed and posi ons are funded through the
Oklahoma Zoological Trust.
Department Facts
The OKC Zoo originally start‐
In 1990, City voters approved a 1/8‐cent sales tax levy for the
ed in 1902 in what is now
limited purpose of funding the Oklahoma City Zoo. The City of
Wheeler Park with it’s first
Oklahoma City as beneficiary, is the governing authority of the
animal being a white tailed
Oklahoma City Zoological Park. The Trust reviews all major
deer, which was at the me
financial expenditures; sets policy for the Zoo based on the study
endangered.
of recommenda ons from the Zoo's professional staff; and
In 2017, the Oklahoma City
employs the Zoo's Execu ve Director/CEO. The Trust oversees all
Zoo celebrates its 115th anni‐
major building projects, exhibits and public events. The Trust's
versary and highest a end‐
members assist in community and government rela ons and
ance record ever with more
serve as advocates for the Zoo in issues affec ng property and
than 1,070,000 visitors.
programs.
C‐180
Z
M B C
C‐181
Z
E
C‐182
Fund Summary
Within the operating funds there are three basic categories of funds – General Operating, Special
Revenue and Enterprise. The General Operating Funds include the General Fund, which accounts for
all monies received and disbursed for general municipal government purposes, and the Internal Service
Fund, which accounts for the financing of goods or services provided by one City department to
another department on a cost reimbursement basis.
Special Revenue Funds account for proceeds of specific revenue sources that are restricted by law to
expenditures for specified purposes.
Enterprise Funds account for utility, enterprise, and other services where the costs are financed
primarily through user charges or where there is a periodic need to determine revenues earned,
expenses incurred or net income for a service or program.
In the Non-Operating Funds, we have developed only two categories: Capital and Other. The Capital
Funds are almost all special revenue funds dedicated to specific capital projects. The Other Funds
category includes several funds with rather unique characteristics.
The diagram on the following page categorizes each of the City’s funds. The fund summaries on the
subsequent pages are listed in alphabetical order for ease of reference.
Each of the Fund Summaries General Fund
Historical and Projected Expenditures
includes the revenue sources, Fiscal Year Ending June 30
department expenses by account $420,000,000
class, and fund balance. $415,000,000
D-1
Fund Summary
D-2
Fund Summary
D-3
Fund Summary
(a) Use of fund balance is budgeted for one time uses. Unbudgeted fund balance remains within acceptable range per policy.
(b) The primary expenditures of this fund are capital in nature and the intent is to spend all funds for these purposes.
(c) This is a limited purpose fund. All fund balance is budgeted in compliance with the limited purpose.
(d) This is a limited purpose, limited term fund. This fund will terminate when the purpose is fulfilled.
(e) This is an enterprise fund supported by operating transfers from a City trust. Enterprise reserves are held in the Trust.
(f) Reserves in this fund were or are being accumulated for significant capital projects that are now underway.
(g) Due to the fact that most grant funds operate on a reimbursement basis, fund balance projections do not produce an
adequate picture of financial health and are not included.
(h) The Zoo budgets 2% more expenses than revenue in order to provide budget authority for revenue exceeding estimate
*Budgeted Revenues exclude use of fund balance
D-4
Culture
General Government Public Safety Public Service
& Rec
Municipal Counselor s Office
Fund Summary
Non-Depar t ment al
May or And Council
Cit y Cler k s Office
Gener al S er v ices
Municipal Cour t
Z oo S ales Tax
Public Wor k s
Per sonnel
Planning
Ut ilit ies
Air por t s
F inance
Police
F ir e
Air por t s F und ●
Asset F or feit ur e F und ●
Capit al Impr ov ement Pr oject s F und ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ●
Cit y and S ch Cap Pr oj Use Tax F und ● ● ● ●
Cour t Administ r at ion and Tr aining F und ● ● ●
Debt S er v ice F und ●
Emer gency Management F und ●
F ir e S ales Tax F und ●
Gener al F und ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ●
Gr ant s Management F und ● ● ● ● ● ● ● ● ● ●
●
D-5
Hot el/Mot el Tax F und
Impact F ees F und ● ●
Int er nal S er v ice F und ● ● ● ●
MAPS 3 S ales Tax F und ●
MAPS 3 Use Tax F und ● ● ● ●
MAPS Oper at ions F und ● ●
Medical S er v ices Pr ogr am F und ●
Met r opolit an Ar ea Pr oject s Tax F und ●
OK C Impr ov ement and S pecial S v cs F und ●
OK C S chools MAPS S ales Tax F und ●
Ok lahoma Cit y TIF F und ●
Police and F ir e Cap Equip S ales Tax F und ● ● ● ●
Police S ales Tax F und ●
S olid Wast e Management Cash F und ●
S pecial Pur pose F und ● ● ● ● ● ● ● ● ●
S por t s F acilit ies S ales Tax F und ●
S por t s F acilit ies Use Tax F und ●
S t or mwat er Dr ainage Ut ilit y F und ●
S t r eet and Alley F und ●
Tr anspor t at ion and Par k ing F und ●
Wat er and Wast ewat er F und ●
Z oo S ales Tax F und ●
Fund Summary
Airports Fund
Expenditures - Airports
Personal Services $9,787,793 $10,324,340 $10,536,777
Other Services & Charges 5,584,590 6,076,220 6,074,897
Supplies 448,411 701,932 701,932
Capital Outlay 499,813 500,000 500,000
Transfers 0 0 0
Total Expenditures $16,320,606 $17,602,492 $17,813,606
* Estimated.
** Assumes budgeted revenues and expenditures.
D-6
Fund Summary
Expenditures - Police
Personal Services $204,743 $130,000 $81,470
Other Services & Charges 346,783 751,388 619,182
Supplies 322,892 1,377,380 812,607
Capital Outlay 96,960 200,000 200,000
Transfers 100,000 100,000 70,000
Total Expenditures $1,071,378 $2,558,768 $1,783,259
* Estimated.
** Assumes budgeted revenues and expenditures.
$1,000,000
In FY94, the fund was moved from the OCMFA
to the City budget. The Asset Forfeiture Fund $500,000
consists of three sub funds: Federal Asset $0
Forfeiture, State Asset Forfeiture and Treasury Actual Actual Actual Adopted Proposed
Asset Forfeiture. In compliance with the FY14 FY15 FY16 FY17 FY18
Comprehensive Crime Control Act of 1984, all
Federal funds will be utilized for law enforcement purposes only.
D-7
Fund Summary
Expenditures
City Clerk
Personal Services 0 $0 $0
Other Services & Charges 125,575 22,089 2,089
Supplies 15,088 9,481 5,664
Capital Outlay 10,734 19,065 19,065
Transfers 0 0 0
Department Total $151,397 $50,635 $26,818
Development Services
Personal Services $0 $0 $0
Other Services & Charges 360,407 313,532 2,250
Supplies 12,668 6,587 250
Capital Outlay 8,704 91,382 56,552
Transfers 0 0 0
Department Total $381,779 $411,501 $59,052
Finance
Personal Services $0 $0 $0
Other Services & Charges 131,730 127,720 106,431
Supplies 145,386 354,668 61,793
Capital Outlay 0 150,000 0
Transfers 0 0 0
Department Total $277,117 $632,388 $168,224
D-8
Fund Summary
Information Technology
Personal Services $0 $0 $0
Other Services & Charges 307,890 1,118,239 1,468,533
Supplies 223,693 1,680,034 1,481,226
Capital Outlay 1,328,848 4,294,191 1,891,246
Transfers 0 0 0
Department Total $1,860,430 $7,092,464 $4,841,005
Muncipal Court
Personal Services $0 $0 $0
Other Services & Charges 0 0 1,213,000
Supplies 0 0 0
Capital Outlay 0 4,000,000 3,000,000
Transfers 0 0 237,000
Department Total $0 $4,000,000 $4,450,000
D-9
Fund Summary
Planning
Personal Services $0 $0 $0
Other Services & Charges 0 0 0
Supplies 0 0 0
Capital Outlay 0 0 0
Transfers 0 0 0
Department Total $0 $0 $0
Police
Personal Services $0 $0 $0
Other Services & Charges 0 0 0
Supplies 0 0 0
Capital Outlay 0 235,943 235,943
Transfers 0 0 0
Department Total $0 $235,943 $235,943
Public Works
Personal Services $0 $0 $0
Other Services & Charges 5,495,612 16,716,663 13,686,766
Supplies 1,796,700 1,700,107 5,169,201
Capital Outlay 4,696,408 8,372,964 4,358,600
Transfers 1,510 0 0
Department Total $11,990,229 $26,789,734 $23,214,567
D-10
Fund Summary
* Estimated.
** Assumes budgeted revenues and expenditures.
NOTES:
(a) Capital projects are lengthy in nature and difficult to predict completion. For this reason, the budget is based
on the assumption that the outstanding encumbrances used as of March, 2017 will remain to the end of the fiscal
year. If encumbrances are actually expended by the end of the year, the budget will be overstated. Purchases
and encumbrances in the budget year are made on a cash basis.
(b) Fund Balance is revenue from a previous year that has not been allocated to a project.
D-11
Fund Summary
Expenditures
Fire
Personal Services $0 $0 $0
Other Services & Charges 0 13,345 13,345
Supplies 0 53,785 53,784
Capital Outlay 18,400 18,401 0
Department Total $18,400 $85,531 $67,129
Information Technology
Personal Services $0 $0 $0
Other Services & Charges 0 0 0
Supplies 345,222 3,018,242 562,012
Capital Outlay 0 0 0
Department Total $345,222 $3,018,242 $562,012
Police
Personal Services $0 $0 $0
Other Services & Charges 0 10,187 10,186
Supplies 0 0 0
Capital Outlay 0 30,548 30,547
Department Total $0 $40,735 $40,733
D-12
Fund Summary
All Departments
Personal Services $0 $0 $0
Other Services & Charges 0 23,532 23,531
Supplies 345,222 3,072,027 615,796
Capital Outlay 18,400 48,949 2,642,414
Total Expenditures $363,622 $3,144,508 $3,281,741
* Estimated.
** Assumes budgeted revenues and expenditures.
On November 13, 2001, the voters City and Schools Capital Projects Use Tax
approved a limited purpose temporary Fund
sales tax for public school capital projects. Historical and Projected Expenditures
Based on state statutes, the City Council
approved an ordinance amending the City’s $10,000,000
$4,000,000
$3,000,000
$2,000,000
$1,000,000
$0
Actual Actual Actual Adopted Proposed
FY14 FY15 FY16 FY17 FY18
D-13
Fund Summary
Expenditures
Municipal Court
Personal Services $0 $0 $0
Other Services & Charges 1,734,230 1,902,526 1,803,323
Supplies 0 177,949 27,824
Capital Outlay 0 0 0
Transfers 0 0 0
Department Total $1,734,230 $2,080,475 $1,831,147
Municipal Counselor
Personal Services $0 $0 $0
Other Services & Charges 7,133 10,960 20,000
Supplies 0 2,040 0
Capital Outlay 0 0 0
Transfers 0 0 0
Department Total $7,133 $13,000 $20,000
Police
Personal Services $0 $0 $0
Other Services & Charges 125,302 167,790 167,000
Supplies 58,355 84,200 81,700
Capital Outlay 0 0 0
Transfers 0 0 0
Department Total $183,658 $251,990 $248,700
D-14
Fund Summary
* Estimated.
** Assumes budgeted revenues and expenditures.
Court Administration and Training Fund The Court Administration and Training Fund
Historical and Projected Expenditures was created in 1986 to fund law
enforcement training through state
$2,500,000 mandated fees collected by the Oklahoma
City Municipal Court. Currently State law
$2,000,000
requires that a $19 fee be collected on each
$1,500,000 case that is not a parking, stopping or
standing violation and which is punishable by
$1,000,000 a fine of $10 or greater. This fee is in
addition to any fines, costs or fees already
$500,000
associated with the case. The $19 fee
$0 consists of $9 for the Council on Law
Actual Actual Actual Adopted Proposed Enforcement Education and Training (CLEET),
FY14 FY15 FY16 FY17 FY18
$5 for the statewide Automated Fingerprint
Identification System (AFIS) and $5 for the
statewide Forensic Improvement Program. Oklahoma City, because it operates its own law
enforcement academy, retains $2 of each CLEET fee collected in addition to a small administrative fee.
D-15
Fund Summary
Expenditures - Non-Departmental
Debt Service:
Judgments $3,347,168 $2,734,433 4,955,144
Judgment Interest 166,194 147,097 195,003
Fiscal Agency Fees 274,023 440,000 1,000,000
Bond Retirement 53,340,000 55,855,000 57,215,000
Interest on Bonds 28,059,708 28,735,203 26,438,931
Reserve For Future Debt Service Payments 0 24,186,918 16,272,130
Transfers 0 0 0
Total Expenditures $85,187,094 $112,098,651 $106,076,208
* Estimated.
** Assumes budgeted revenues and expenditures.
D-16
Fund Summary
Expenditures - Police
Personal Services $5,792,316 $6,760,731 $6,154,332
Other Services & Charges 2,086,743 2,610,016 2,538,234
Supplies 3,910 7,069 7,069
Capital Outlay 0 0 0
Transfers 0 0 0
Total Expenditures $7,882,969 $9,377,816 $8,699,635
* Estimated.
** Assumes budgeted revenues and expenditures.
$7,000,000
Actual Actual Actual Adopted Proposed
FY14 FY15 FY16 FY17 FY18
D-17
Fund Summary
Expenditures - Fire
Personal Services $33,948,834 $35,123,531 $35,351,608
Other Services & Charges 1,503,562 4,759,130 4,112,663
Supplies 2,234,234 1,905,735 1,800,000
Capital Outlay 414,241 3,120,000 3,120,000
Transfers 0 0 0
Total Expenditures $38,100,871 $44,908,396 $44,384,271
* Estimated.
** Assumes budgeted revenues and expenditures.
The Fire Fighting and Fire Rescue Services, Fire Sales Tax Fund
Facilities or Equipment Tax Fund was Historical and Projected Expenditures
established in FY90. Funding is provided $46,000,000
through a dedicated 3/4-cent sales tax
$44,000,000
approved by City voters for Fire and Police
services. The Fund receives one-half of the $42,000,000
revenues collected through the special sales $40,000,000
tax.
$38,000,000
D-18
Fund Summary
General Fund
Actual Adopted Proposed
FY16 FY17 FY18
Revenues
Taxes $256,345,673 $258,984,492 $261,870,679
Franchise Fees 40,960,785 41,932,247 41,046,177
Licenses & Permits 13,979,066 14,539,370 12,970,738
Service Charges 56,789,175 59,786,785 60,021,214
Fines 23,504,459 22,998,502 21,916,669
Transfers 5,721,990 175,000 681,406
Other Revenue 5,239,199 7,029,108 5,948,837
Total Revenues $402,540,348 $405,445,504 $404,455,720
Expenditures
City Clerk
Personal Services $737,879 $746,441 $699,976
Other Services & Charges 211,523 228,541 202,462
Supplies 5,043 5,052 5,052
Capital Outlay 0 0 0
Transfers 970 0 0
Department Total $955,414 $980,034 $907,490
Development Services
Personal Services $14,930,776 $14,348,813 $13,969,865
Other Services & Charges 2,638,058 2,942,455 2,749,705
Supplies 694,352 677,187 679,350
Capital Outlay 0 0 0
Transfers 80,359 0 0
Department Total $18,343,546 $17,968,455 $17,398,920
D-19
Fund Summary
Finance
Personal Services $6,801,579 $6,666,012 $6,704,873
Other Services & Charges 2,176,288 1,572,231 1,375,683
Supplies 55,577 103,742 100,360
Capital Outlay 0 0 0
Transfers 7,700 0 0
Department Total $9,041,144 $8,341,985 $8,180,916
Fire
Personal Services $86,583,730 $84,754,171 $85,317,032
Other Services & Charges 6,023,880 5,861,941 5,943,810
Supplies 1,083,382 1,278,987 1,305,305
Capital Outlay 0 0 0
Transfers 13,330 0 0
Department Total $93,704,323 $91,895,099 $92,566,147
General Services
Personal Services $3,269,944 $3,103,677 $3,152,558
Other Services & Charges 1,582,882 1,523,259 1,410,219
Supplies 340,527 137,142 137,142
Capital Outlay 0 0 0
Transfers 0 0 0
Department Total $5,193,353 $4,764,078 $4,699,919
D-20
Fund Summary
Municipal Court
Personal Services $4,475,521 $4,967,869 $4,822,949
Other Services & Charges 2,864,676 2,919,988 3,230,368
Supplies 130,828 209,092 196,987
Capital Outlay 0 0 0
Transfers 0 100,600 100,600
Department Total $7,471,025 $8,197,549 $8,350,904
Non-Departmental
Personal Services $21,668,645 $22,311,936 $20,396,642
Other Services & Charges 9,087,198 15,623,933 15,332,216
Supplies 2,623 7,500 7,500
Debt Service 4,260 10,000 10,000
Transfers 21,418,718 11,695,378 11,982,301
Department Total $52,181,444 $49,648,747 $47,728,659
D-21
Fund Summary
Planning
Personal Services $2,718,327 $2,690,291 $2,594,043
Other Services & Charges 1,148,045 1,133,047 1,125,639
Supplies 14,022 15,092 15,092
Department Total $3,881,810 $3,838,430 $3,734,774
Police
Personal Services $114,263,363 $109,816,753 $111,164,994
Other Services & Charges 18,253,764 17,462,184 17,144,204
Supplies 752,726 934,216 899,451
Transfers 3,380,420 4,197,544 3,034,556
Department Total $136,650,274 $132,410,697 $132,243,205
Public Works
Personal Services $20,296,764 $19,389,397 $19,345,324
Other Services & Charges 5,934,278 5,683,513 5,638,603
Supplies 2,052,388 2,870,871 2,819,668
Capital Outlay 0 0 0
Transfers 902,661 1,700,000 1,950,000
Department Total $29,186,091 $29,643,781 $29,753,595
D-22
Fund Summary
* Estimated.
** Assumes budgeted revenues and expenditures.
General Fund
Historical and Projected Expenditures
The General Fund is used to account for all Fiscal Year Ending June 30
funds received and disbursed for general
municipal government purposes including $420,000,000
all assets, liabilities, reserves, fund $415,000,000
balances, revenues and expenditures that $410,000,000
are not accounted for in any other fund. $405,000,000
$400,000,000
$395,000,000
$390,000,000
Actual Actual Actual Adopted Proposed
FY14 FY15 FY16 FY17 FY18
D-23
Fund Summary
D-24
Fund Summary
Development Services
Personal Services $11,272 $0 $0
Other Services & Charges 0 0 0
Supplies 0 0 0
Capital Outlay 149,480 0 0
Transfers 26 0 0
Department Total $160,778 $0 $0
Finance
Personal Services $0 $0 $0
Other Services & Charges (185,662) 0 0
Supplies 0 0 0
Capital Outlay 0 0 0
Transfers 0 0 0
Department Total ($185,662) $0 $0
Fire
Personal Services $0 $0 $475,896
Other Services & Charges (8,291) 0 0
Supplies 13,877 0 0
Capital Outlay 24,500 0 0
Transfers 0 0 0
Department Total $30,087 $0 $475,896
D-25
Fund Summary
Non-Departmental (b)
Personal Services $0 $0 $0
Other Services & Charges 0 0 0
Supplies 0 0 0
Capital Outlay 0 0 0
Transfers 0 0 0
Department Total $0 $0 $0
Parks
Personal Services $2,053 $0 $0
Other Services & Charges 37,788 0 0
Supplies 21,080 0 0
Capital Outlay 0 0 360,000
Transfers 0 0 0
Department Total $60,922 $0 $360,000
Planning
Personal Services $1,915,052 $1,752,933 $2,557,548
Other Services & Charges 22,964,518 40,029,182 23,705,835
Supplies 18,813 31,870 31,370
Capital Outlay 9,425,548 0 7,658,500
Transfers 0 0 0
Department Total $34,323,931 $41,813,985 $33,953,253
Police
Personal Services $924,068 $872,622 $3,076,772
Other Services & Charges 1,221,954 1,258,302 109,086
Supplies 443,903 1,218,216 1,092,955
Capital Outlay 114,500 290,000 30,000
Transfers 0 0 0
Department Total $2,704,426 $3,639,140 $4,308,813
D-26
Fund Summary
All Departments
Personal Services $3,481,276 $2,798,447 $6,229,916
Other Services & Charges 23,523,139 41,287,484 23,814,921
Supplies 1,072,433 1,250,086 1,124,325
Capital Outlay 12,516,783 322,862 8,120,493
Transfers 26 0 0
Total Expenditures $40,593,657 $45,658,879 $39,289,655
D-27
Fund Summary
Expenditures - Non-Departmental
Personal Services $0 $0 $0
Other Services & Charges 6,661,971 7,054,192 6,915,778
Supplies 0 0 0
Capital Outlay 0 0 0
Transfers 14,317,652 15,358,294 14,057,348
Total Expenditures $20,979,623 $22,412,486 $20,973,126
* Estimated.
** Assumes budgeted revenues and expenditures.
D-28
Fund Summary
Public Works
Personal Services $0 $0 $0
Other Services & Charges 0 0 0
Supplies 0 0 0
Capital Outlay 0 0 9,380,579
Transfers 0 0 0
Department Total $0 $0 $9,380,579
* Estimated.
** Assumes budgeted revenues and expenditures.
$6,000,000
$5,000,000
$4,000,000
$3,000,000
$2,000,000
$1,000,000
$0
Actual Actual Actual Adopted Proposed
FY14 FY15 FY16 FY17 FY18
D-29
Fund Summary
Expenditures
Information Technology
Personal Services $10,066,596 $10,393,053 $11,066,661
Other Services & Charges 4,361,427 5,794,513 5,581,986
Supplies 409,820 497,410 455,561
Capital Outlay 0 0 0
Transfers 9,272,041 8,516,365 9,123,806
Department Total $24,109,884 $25,201,341 $26,228,014
D-30
Fund Summary
* Estimated.
** Assumes budgeted revenues and expenditures.
The Internal Service Fund was established to finance and account for services and commodities
furnished by one City department to other City departments on a cost reimbursement basis. Since the
services and commodities are supplied
Internal Service Fund
exclusively within the City government, they
Historical and Projected Expenditures
are separate from those services that are
$52,500,000 rendered to the public in general and/or
$52,000,000 accounted for in other City Funds. Details of
$51,500,000 the services provided may be found under
$51,000,000 the following department headings
$50,500,000 presented in this budget: Information
$50,000,000
Technology, City Manager’s Office - Public
$49,500,000
Information & Marketing (Print Shop),
$49,000,000
$48,500,000 Finance (Risk Management), and General
$48,000,000 Services (Fleet Services).
Actual Actual Actual Adopted Proposed
FY14 FY15 FY16 FY17 FY18
D-31
Fund Summary
Expenditures - Non-Departmental
Personal Services $0 $0 $0
Other Services & Charges 3,663,653 7,254,000 7,052,267
Supplies 0 0 0
Capital Outlay 1,113,484 0 0
Transfers 0 0 0
Total Expenditures $4,777,137 $7,254,000 $7,052,267
* Estimated.
The Medical Service Program Fund was Medical Service Program Fund
created in the FY10 budget for a new Historical and Projected Expenditures
ambulance fee as part of the Medical Service
$8,000,000
Program enacted by the City Council on
$7,000,000
December 8, 2008. The program took effect
$6,000,000
on October 1, 2009. The Fund receives the
$5,000,000
$3.65 monthly fee paid by households
$4,000,000
enrolled in the program for coverage under
$3,000,000
the Emergency Medical Services Authority
$2,000,000
(EMSA) TotalCare program. The fund is used
$1,000,000
to pay EMSA for coverage, as well as, the
$0
administrative costs of the Utilities
Actual Actual Actual Adopted Proposed
Department for operating the billing and FY14 FY15 FY16 FY17 FY18
customer service aspects of the program.
D-32
Fund Summary
* Estimated.
** Assumes budgeted revenues and expenditures.
D-33
Fund Summary
Expenditures
Non-Departmental
Personal Services $0 $0 $0
Other Services & Charges 151,173 436,126 0
Supplies 24,000 1,597 0
Capital Outlay 0 4,161,103 2,861,447
Transfers 0 51,885 0
Department Total $175,173 $4,650,711 $2,861,447
All Departments
Personal Services $421,791 $451,868 $461,713
Other Services & Charges 151,173 436,126 0
Supplies 24,000 1,597 0
Capital Outlay 173,321 4,461,103 3,161,447
Transfers 0 51,885 0
Total Expenditures $770,284 $5,402,579 $3,623,160
* Estimated.
** Assumes budgeted revenues and expenditures.
D-34
Fund Summary
The MAPS Operations Fund budget reflects only the funding for adopted expenditures.
D-35
Fund Summary
* Estimated.
** Assumes budgeted revenues and expenditures.
MAPS 3 Sales Tax Fund City voters approved a one-cent sales tax for
Historical and Projected Expenditures MAPS 3 on December 8, 2009. The tax be-
gan April 1, 2010 and will last for seven
$500,000,000 years and nine months. The initiative con-
$450,000,000
$400,000,000
tains and will fund a diverse list of eight pro-
$350,000,000 jects including a new 70-acre central park
$300,000,000 linking the core of downtown with the Okla-
$250,000,000 homa River, a new rail-based streetcar sys-
$200,000,000
$150,000,000 tem, a new downtown convention center,
$100,000,000 sidewalks for major streets and near facili-
$50,000,000 ties used by the public throughout the City,
$0
57 miles of new public bicycling and walking
Actual Actual Actual Adopted Proposed
FY14 FY15 FY16 FY17 FY18 trails throughout the City, improvements to
the Oklahoma River, including a public
whitewater kayaking facility and upgrades intended to achieve the finest rowing race course in the
world, state-of-the-art health and wellness aquatic centers City-wide designed for senior citizens, and
improvements to the Oklahoma State Fairgrounds.
D-36
Fund Summary
Expenditures
Fire Department
Personal Services $0 $0 $0
Other Services & Charges 0 2,446 0
Supplies 57,111 95,975 139,805
Capital Outlay 4,508,945 18,462,268 18,070,571
Transfers 0 0 0
Department Total $4,566,056 $18,560,689 $18,210,376
Information Technology
Personal Services $0 $0 $0
Other Services & Charges 0 0 0
Supplies 1,333,492 4,344,959 2,281,993
Capital Outlay 0 0 0
Transfers 0 0 0
Department Total $1,333,492 $4,344,959 $2,281,993
Municipal Courts
Personal Services $0 $0 $0
Other Services & Charges 0 0 0
Supplies 0 0 0
Capital Outlay 133,519 5,907,191 5,773,599
Transfers 0 0 0
Department Total $133,519 $5,907,191 $5,773,599
D-37
Fund Summary
Police Department
Personal Services $0 $0 $0
Other Services & Charges 5,444 326,479 48,309
Supplies 299,707 0 202,000
Capital Outlay 4,592,572 13,389,491 9,743,612
Transfers 0 0 0
Department Total $4,897,724 $13,715,970 $9,993,921
All Departments
Personal Services $1,250,632 $2,139,791 $2,622,568
Other Services & Charges 1,116,320 1,695,570 1,640,904
Supplies 1,724,806 4,558,934 2,744,298
Capital Outlay 9,235,036 38,177,692 35,026,917
Transfers 0 0 0
Total Expenditures $13,326,794 $46,571,987 $42,034,687
* Estimated.
** Assumes budgeted revenues and expenditures.
D-38
Fund Summary
D-39
Fund Summary
Expenditures - Non-Departmental
Personal Services $0 $0 $0
Other Services & Charges 19,562 67,690 3,246,311
Supplies 0 0 0
Capital Outlay 0 0 0
Transfers 2,585,462 3,669,450 562,523
Total Expenditures $2,605,024 $3,737,140 $3,808,834
* Estimated.
** Assumes budgeted revenues and expenditures.
The Oklahoma City Improvement and OKC Improvement and Special Services Assessment
Special Services Assessment Districts Districts Fund
Fund was created in 2001 for the Historical and Projected Expenditures
Downtown Oklahoma City Business
Improvement District (BID) and the $4,000,000
Stockyards BID. Since then, the $3,500,000
Western Avenue BID, the Underground $3,000,000
Special Improvement District (SID), the $2,500,000
Capital Hill BID, and the Adventure $2,000,000
District BID have been added. The $1,500,000
Downtown Oklahoma City BID and the $1,000,000
Stockyards BID have both been $500,000
renewed for a second ten-year term. $0
Benefit assessment districts improve Actual Actual Actual Adopted Proposed
and convey special benefits to FY14 FY15 FY16 FY17 FY18
properties located within the
boundaries of the districts. The districts also finance new improvements and services, including street
beautification, maintenance and image enhancement programs above and beyond those currently
provided by the City. Assessments are calculated annually and collected by the City of Oklahoma City
in this fund. The districts provide claims to the City to cover services or debt service as detailed in the
respective contracts. The assessment rates and contract for the upcoming fiscal year are not yet
finalized. When the assessments and contracts are finalized an amendment to the budget may be
presented to Council for consideration.
D-40
Fund Summary
* Estimated.
** Assumes budgeted revenues and expenditures.
D-41
Fund Summary
* Estimated.
** Assumes budgeted revenues and expenditures.
D-42
Fund Summary
Expenditures
Fire
Personal Services $0 $0 $0
Other Services & Charges 64 2,000 1,936
Supplies 0 0 0
Capital Outlay 132,311 23,744 7,010
Transfers 0 0 0
Department Total $132,375 $25,744 $8,946
Police
Personal Services $0 $0 $0
Other Services & Charges 0 0 0
Supplies 3,242 3,483 3,483
Capital Outlay 0 617,365 167,365
Transfers 0 0 0
Department Total $3,242 $620,848 $170,848
D-43
Fund Summary
* Estimated.
** Assumes budgeted revenues and expenditures.
D-44
Fund Summary
Expenditures - Police
Personal Services $35,164,426 $35,230,422 $35,374,097
Other Services & Charges 2,652,916 5,387,697 4,596,268
Supplies 3,392,154 3,660,280 2,583,439
Capital Outlay 1,328,413 5,485,148 2,501,499
Transfers 0 0 0
Total Expenditures $42,537,909 $49,763,547 $45,055,303
* Estimated.
The Police Services, Facilities or Equipment Police Services, Facilities or Equipment Tax
Tax Fund was established in FY90. Funding
Fund Historical and Projected Expenditures
is provided through a dedicated 3/4 cent
sales tax approved by City voters in FY89. $60,000,000
The Fund receives 1/2 of revenues collected $50,000,000
through the special sales tax. Each year the
City Council adopts a resolution specifying $40,000,000
$0
Actual Actual Actual Adopted Proposed
FY14 FY15 FY16 FY17 FY18
D-45
Fund Summary
Expenditures - Utilities
Personal Services $8,064,342 $8,678,572 $8,742,058
Other Services & Charges 1,757,494 2,115,677 1,985,165
Supplies 386,576 1,036,500 586,500
Capital Outlay 0 0 0
Transfers 0 0 0
Total Expenditures $10,208,412 $11,830,749 $11,313,723
* Estimated.
** Assumes budgeted revenues and expenditures.
D-46
Fund Summary
Expenditures
Development Services
Personal Services $8,799 $8,100 $13,500
Other Services & Charges 177,618 1,364,911 1,412,601
Supplies 31,005 173,787 84,889
Capital Outlay 0 0 12,000
Transfers 0 0 0
Department Total $217,421 $1,546,798 $1,522,990
Fire
Personal Services $0 $0 $0
Other Services & Charges 166 21,915 19,054
Supplies 0 8,182 10,000
Capital Outlay 0 2,836 2,806
Transfers 0 0 0
Department Total $166 $32,933 $31,860
Non-Departmental
Personal Services $0 $0 $0
Other Services & Charges 0 1,000,000 1,000,000
Supplies 0 0 0
Capital Outlay 0 0 0
Transfers 0 0 0
Department Total $0 $1,000,000 $1,000,000
D-47
Fund Summary
Planning
Personal Services $4,770 $6,879 $0
Other Services & Charges 115,859 169,206 105,481
Supplies 0 1,500 0
Capital Outlay 95,000 429,327 246,297
Transfers 1,660,042 0 0
Department Total $1,875,671 $606,912 $351,778
Police
Personal Services $0 $0 $0
Other Services & Charges 18,449 36,300 40,129
Supplies 0 48,411 12,570
Capital Outlay 0 571 0
Transfers 0 0 0
Department Total $18,449 $85,282 $52,699
Public Works
Personal Services $0 $0 $0
Other Services & Charges 568,540 505,462 483,551
Supplies 860 391 0
Capital Outlay 1,491,877 3,563,583 2,406,680
Transfers 0 0 0
Department Total $2,061,277 $4,069,436 $2,890,231
D-48
Fund Summary
* Estimated.
** Assumes budgeted revenues and expenditures.
D-49
Fund Summary
* Estimated.
** Assumes budgeted revenues and expenditures.
The Oklahoma City Sports Facilities Sports Facilities Sales Tax Fund
Improvement Sales Tax Fund, established in Historical and Projected Expenditures
FY08 pursuant to voter approval on March 4, $600,000
2008, is a limited term, limited purpose sales
$500,000
tax earmarked for certain capital
improvements relating the City’s sports $400,000
arena and the construction of the
$300,000
professional basketball team practice facility.
Funding was provided through a one percent $200,000
temporary sales tax that began on January 1,
$100,000
2009 and expired on March 31, 2010.
$0
Actual Actual Actual Adopted Proposed
FY14 FY15 FY16 FY17 FY18
D-50
Fund Summary
* Estimated.
** Assumes budgeted revenues and expenditures.
D-51
Fund Summary
* Estimated.
** Assumes budgeted revenues and expenditures.
D-52
Fund Summary
* Estimated.
** Assumes budgeted revenues and expenditures.
Street and Alley Fund The Street and Alley Fund provides for street
Historical and Projected Expenditures resurfacing and major repairs on City streets
that are in addition to those projects funded
$800,000 through General Obligation Bonds. Fund
$700,000 Balance provides the funding for these
$600,000 projects.
$500,000
$400,000
$300,000
$200,000
$100,000
$0
Actual Actual Actual Adopted Proposed
FY14 FY15 FY16 FY17 FY18
D-53
Fund Summary
Expenditures
Parking
Personal Services $316,553 $463,182 $500,387
Other Services & Charges 103,803 318,286 451,138
Supplies 30,454 31,400 31,400
Capital Outlay 0 0 0
Transfers 0 0 0
Department Total $450,810 $812,868 $982,925
Public Transportation
Personal Services $1,861,872 $2,463,098 $2,513,911
Other Services & Charges 328,175 823,113 605,989
Supplies 0 0 0
Capital Outlay 0 0 0
Transfers 0 0 0
Department Total $2,190,047 $3,286,211 $3,119,900
All Departments
Personal Services $2,178,425 $2,926,280 $3,014,298
Other Services & Charges 431,979 1,141,399 1,057,127
Supplies 30,454 31,400 31,400
Capital Outlay 0 0 0
Transfers 0 0 0
Total Expenditures $2,640,858 $4,099,079 $4,102,825
* Estimated.
** Assumes budgeted revenues and expenditures.
D-54
Fund Summary
Transportation and Parking Fund The Transportation and Parking Fund was
Historical and Projected Expenditures established by Council action in
September 1989. The Fund was
$4,500,000
$4,000,000
established as a direct result of the
$3,500,000 reorganization of the Central Oklahoma
$3,000,000 Transportation and Parking Authority, in
$2,500,000 which administrative functions became
$2,000,000
part of the City organization. The
$1,500,000
$1,000,000 reorganization also separated Public
$500,000 Transportation and Parking Services into
$0 two distinct operations identified
Actual Actual Actual Adopted Proposed separately.
FY14 FY15 FY16 FY17 FY18
The Central Oklahoma Transportation and Parking Authority (COTPA) was created in 1966 as a Public
Trust pursuant to Title 60 of the Oklahoma Statutes, Section 176. The purpose of COTPA is to provide a
means of financing municipal public transportation services and functions. The trust indenture
provides that COTPA will acquire and operate transportation service and equipment, receive all
revenue generated from these services, pay the debt service requirements on the revenue bonds
issued by COTPA, pay all operating expenses, and finance future improvements. The trust does not
have the power to levy taxes.
D-55
Fund Summary
Expenditures
Water
Personal Services $26,497,083 $27,709,540 $28,846,301
Other Services & Charges 14,902,055 22,001,344 22,985,311
Supplies 9,414,250 10,796,568 11,363,541
Capital Outlay 0 0 0
Transfers 0 0 0
Departmental Total $50,813,388 $60,507,452 $63,195,153
Wastewater
Personal Services $18,316,809 $20,129,469 $20,394,950
Other Services & Charges 6,158,934 6,622,083 7,046,870
Supplies 1,989,585 2,294,468 2,355,273
Capital Outlay 0 0 0
Transfers 0 0 0
Departmental Total $26,465,328 $29,046,020 $29,797,093
All Departments
Personal Services $44,813,893 $47,839,009 $49,241,251
Other Services & Charges 21,060,989 28,623,427 30,032,181
Supplies 11,403,835 13,091,036 13,718,814
Capital Outlay 0 0 0
Transfers 0 0 0
Total Expenditures $77,278,717 $89,553,472 $92,992,246
* Estimated.
** Assumes budgeted revenues and expenditures.
D-56
Fund Summary
Water and Wastewater Fund The Water and Wastewater Fund was
Historical and Projected Expenditures established in 1988 by the City Council for
the purpose of identifying operating
$100,000,000 expenditures of the Water and Wastewater
$90,000,000
$80,000,000
Utilities Department. Expenditures from
$70,000,000 these funds are made for the treatment of
$60,000,000 water; the maintenance and repair of water
$50,000,000 treatment, pumping, transmission and
$40,000,000
$30,000,000
distribution; maintenance of wastewater lift
$20,000,000 station, interceptor and collection systems;
$10,000,000 and the utility billing for water and
$0 wastewater functions. These expenditures
Actual Actual Actual Adopted Proposed
FY14 FY15 FY16 FY17 FY18
are funded by monthly cash transfers from
the Oklahoma City Water Utilities Trust.
D-57
Fund Summary
Expenditures - Zoo
Personal Services $0 $0 $0
Other Services & Charges 0 0 0
Supplies 0 0 0
Capital Outlay 0 0 0
Transfers 13,440,670 14,188,917 13,526,919
Total Expenditures $13,440,670 $14,188,917 $13,526,919
* Estimated
** Assumes budgeted revenues and expenditures
Zoo Sales Tax Fund On July 17, 1990, City voters approved a 1/8-
cent sales tax levy for the limited purpose of
Historical and Projected Expenditures
funding the Oklahoma City Zoo. The
$14,400,000 Oklahoma City Zoo Sales Tax Fund was
$14,200,000 created to collect all revenues pursuant to
$14,000,000 the Zoo tax levy. The ordinance provides
$13,800,000 that Zoo Sales Tax funds will only be used for
$13,600,000 the establishment, maintenance,
$13,400,000 replacement, and expansion of zoological
$13,200,000 parks, gardens, and entertainment facilities;
$13,000,000 the acquisition, maintenance, and
$12,800,000 replacement of real property, personal
Actual Actual Actual Adopted Proposed property, and buildings; the operational
FY14 FY15 FY16 FY17 FY18 expenses, education research and program
expenses, conservation program expenses,
and all other expenses deemed necessary or advisable by the Oklahoma City Zoological Trust in
connection with the operation of the Oklahoma City Zoo. The Oklahoma City Zoological Trust is a
public trust of which the City of Oklahoma City is the sole beneficiary. The Trust operates the
Oklahoma City Zoo under a lease and operating agreement with the City.
D-58
C I B
O C P B
T C I P (CIP)
, ,
,
C . T CIP ’
.T
18
.T ‐
,
. (405) 297‐2257.
Capital Outlay is an expenditure of at least $7,500 that results in the acquisition of fixed assets or property durable for longer
than one year. Examples, include: streets, bridges, facilities and equipment, such as the fire engine pictured above.
E-1
C I B
C I B
The FY18 Capital Improvement Budget continues improvements to streets, bridges, traffic controls,
drainage, libraries and parks authorized by the 2007 General Obligation Bond authorizations.
Capital projects funded by General Obligation Bonds and Public Trusts are included in this section to
provide a comprehensive capital budget. Capital budgets for these two sources are not approved through
the normal budget process. City voters approve General Obligation Bond propositions providing
authorization for bond funded capital projects. Public trusts’ capital budgets are approved by the
trustees.
Capital
Funding
General Grant
Operating Non-Operating Trust Funds Obligation Bond Management
Funds Funds Funds Funds
Airports Fund Asset Forfeiture Fund Central Oklahoma 2007 General Police Grants
General Fund Capital Improvement Parking and Obligation Bonds Public Works
Fire Sales Tax Projects Fund Transportation Grants
Fund City and Schools Capital Authority
Use Tax Fund Oklahoma City
MAPS Fund Airports Trust
E-2
C I B
I C P O B
The City recognizes that capital projects have an impact on the operating budget in two distinct ways
and has taken appropriate steps to address those impacts. The first impact occurs during the design and
construction phase of capital projects. As projects are being undertaken, City staff has numerous design,
management, construction and oversight responsibilities. For example, implementation of the MAPS 3
projects and the General Obligation Bond Programs have required significant resources, particularly
within the Public Works Department due to the extensive design and project management requirements
of these programs. Where feasible, the costs of project management are charged to the associated
projects by the department providing those services.
The second and primary impact of capital projects on the operating budget is the ongoing maintenance
and operations requirements that continue after a project is completed. As part of the operating and
capital budget development process, departments are asked to identify costs associated with the
maintenance and operation of capital projects that are to be completed in the coming fiscal year and
future fiscal year impacts. For example, the General Fund budget for the Parks and Recreation
Department includes funding for maintenance and operating expenses for the operation of new facilities
completed with General Obligation Bonds. In addition, the James E. Stewart Golf Course, which was
also built with General Obligation Bond funds, receives a subsidy from the General Fund to support its
operation.
The City’s capital planning process includes the estimate of future operating and maintenance costs
resulting from proposed capital improvements. Capital improvements that replace existing City assets
generally reduce maintenance and operating costs in the near term. As the assets age, maintenance and
operating costs will increase, but generally do not exceed the cost of operating and maintaining the
assets they are replacing. For new capital projects, which increase City assets, Departments are required
to provide estimates of future operating and maintenance costs to assist in the decision making for
operating budgets and to allow for consideration of the feasibility of the projects.
S C E
Non‐Operating Funds
Asset Forfeiture Funds $96,960 $200,000 $200,000
Capital Improvements Projects Fund 10,962,168 59,354,673 47,775,882
Impact Fee Fund 0 0 9,380,579
Special Purpose Funds 5,517,247 11,802,012 3,994,095
Stormwater Drainage Capital Fund 145,130 3,088,933 1,902,846
Street and Alley Capital Fund (25,985) 149,526 178,861
Total Non‐Operating Funds $16,695,520 $74,595,144 $63,432,263
Trust Funds *
Central OK Trans. and Parking Auth. (COTPA) $3,896,224 $3,611,460 $7,347,815
OKC Airport Trust (OCAT) 48,458,860 72,855,995 41,429,590
OKC Environmental Assistance Trust (OCEAT) 5,124,554 4,821,404 14,956,241
OKC Economic Development Trust (OCEDT) 8,803,662 40,000 0
OKC Metro Area Projects Trust (OCMAPS) 2,042,390 4,963,000 3,341,000
OKC Municipal Facilities Authority (OCMFA) 1,152,021 202,383 104,100
OKC Public Property Authority (OCPPA) 2,097,150 22,033,268 12,221,896
OKC Water Utilities Trust (OCWUT) 112,322,397 217,480,000 211,602,000
OKC Zoological Trust (OCZT) 5,022,587 10,500,000 Not yet finalized
Total Trust Funds $188,919,844 $336,507,510 $291,002,642
* Not included in the City's adopted budget
E-4
C I B
S C B D
$1,056,303,873
Proposed
FY18
Airports $41,929,590
City Clerk's Office 26,818
City Manager's Office 556,737,498
Development Services 71,052
Finance 168,224
Fire 26,088,668
General Services 8,708,057
Information Technology 4,841,005
Mayor and Council 10,500
Municipal Counselor 525
Municipal Court 10,223,599
Non‐Departmental 13,015,315
Parks and Recreation 15,037,312
Planning 246,297
Police 13,664,007
Public Transportation and Parking 7,348,315
Public Works 131,628,850
Utilities 226,558,241
Zoo Not yet finalized
Capital Expenditures $1,056,303,873
E-5
C I B
E-6
AIRPORTS CAPITAL PROGRAM
AIRPORTS
AVIATION RECORDS ROOF ‐ Mike Monroney Aeronautical Center (Ward 3)
Aviation Records Building roof replacement. Estimated annual operating cost is $0.
FY18 Cost
Oklahoma City Airport Trust $1,250,000
Project Total $1,250,000
AWOS III‐PT REPLACEMENT ‐ Clarence E. Page Airport (Ward 1)
Install new automated weather observation system (AWOS III‐PT). Estimated annual operating cost is
$10,000.
FY18 Cost
Other Grants $175,000
Project Total $175,000
FIDS HARDWARE REPLACEMENT ‐ Will Rogers World Airport (Ward 3)
Flight information display system (FIDS) and Engage hardware replacement of aging Legacy hardware and
software. Estimated annual operating cost is $40,000.
FY18 Cost
Oklahoma City Airport Trust $50,000
Project Total $50,000
HEADQUARTERS BUILDING ENVELOPE ‐ Mike Monroney Aeronautical Center (Ward 3)
Repair the Headquarters Building envelope. Estimated annual operating cost is $0.
FY18 Cost
Oklahoma City Airport Trust $1,000,000
Project Total $1,000,000
MAIN ENTRANCE PAVING ‐ Mike Monroney Aeronautical Center (Ward 3)
Main entrance paving. Estimated annual operating cost is $0.
FY18 Cost
Oklahoma City Airport Trust $3,000,000
Project Total $3,000,000
MASTER PLAN UPDATE ‐ Wiley Post Airport (Ward 1)
Update the master plan with Airport Layout Plan (ALP) and narrative for demand of runway 13/31 and
capacity analysis for the widening of 17L/35R and noise for all runways. Estimated annual operating cost
is $0.
FY18 Cost
Other Grants $135,000
Oklahoma City Airport Trust $15,000
Project Total $150,000
E-7
AIRPORTS CAPITAL PROGRAM
MEDIUM VOLTAGE CIRCUIT 5521 ‐ Mike Monroney Aeronautical Center (Ward 3)
Medium voltage circuit 5521 tie in. Estimated annual operating cost is $0.
FY18 Cost
Oklahoma City Airport Trust $100,000
Project Total $100,000
MEDIUM VOLTAGE EQUIPMENT ‐ Mike Monroney Aeronautical Center (Ward 3)
Replace the building transformers and associated primary switches for the Civil Aeromedical Institute
Building, Multi‐Purpose Building, Systems Training Building and the switch only at the Academy
Headquarters Building. Estimated annual operating cost is $0.
FY18 Cost
Oklahoma City Airport Trust $1,110,000
Project Total $1,110,000
MMAC HVAC REPLACEMENT ‐ Mike Monroney Aeronautical Center (Ward 3)
Replace the HVAC systems scheduled for replacement at MMAC. Estimated annual operating cost is $0.
FY18 Cost
Oklahoma City Airport Trust $1,380,000
Project Total $1,380,000
MMAC MULTI‐ELEVATOR REPLACE ‐ Mike Monroney Aeronautical Center (Ward 3)
Replace the elevators in the following buildings: ARB (3pass ‐ 1 freight), CAMI (2pass ‐ 2 freight), CAMI
HiBay (1 freight), Hangar 8 (1pass), Hangar 9 (3pass ‐ 1 freight), RTF (1 passenger). Estimated annual
operating cost is $0.
FY18 Cost
Oklahoma City Airport Trust $1,810,000
Project Total $1,810,000
MMAC RADAR WATERPROOFING ‐ Mike Monroney Aeronautical Center (Ward 3)
Remove deteriorated planters, re‐grade area drainage, replace waterproofing and brick on exposed raw
concrete wall. Estimated annual operating cost is $0.
FY18 Cost
Oklahoma City Airport Trust $200,000
Project Total $200,000
PARKING REVENUE CONTROL SYSTEM ‐ Will Rogers World Airport (Ward 3)
Replace all parking revenue control equipment. Estimated annual operating cost is $50,000.
FY18 Cost
Oklahoma City Airport Trust $2,561,000
Project Total $2,561,000
E-8
AIRPORTS CAPITAL PROGRAM
PEDESTRIAN TUNNEL REPAIRS ‐ Mike Monroney Aeronautical Center (Ward 3)
Repairing cracks, joints and foundation with possible compaction and stabilization of the substrate under
the concrete floor. Estimated annual operating cost is $0.
FY18 Cost
Oklahoma City Airport Trust $250,000
Project Total $250,000
RAC STORAGE PARKING LOTS ‐ Will Rogers World Airport (Ward 1)
Planning and designing for additional rental car storage lots at Consolidated Rent‐A‐Car Center (CONRAC).
Estimated annual operating cost is $0.
FY18 Cost
PAX\Customer Facility Charges $300,000
Project Total $300,000
REGISTRY BUILDING SITE IMPRV ‐ Mike Monroney Aeronautical Center (Ward 3)
Registry building site improvements. Estimated annual operating cost is $0.
FY18 Cost
Oklahoma City Airport Trust $200,000
Project Total $200,000
REPLACE CCTV NETWORK ‐ Will Rogers World Airport (Ward 3)
Replace CCTV hardware and software which supports all live, archive, storage, and risk management
CCTV footage, including both emergency and non‐emergency events. Estimated annual operating cost is
$0.
FY18 Cost
Oklahoma City Airport Trust $200,000
Project Total $200,000
STREET AND PARKING RECONSTRUCT ‐ Mike Monroney Aeronautical Center (Ward 3)
Streets and parking reconstruction as identified in the FY 12 Annual Inspection. Estimated annual
operating cost is $0.
FY18 Cost
Oklahoma City Airport Trust $2,240,600
Project Total $2,240,600
TAXIWAY G EXTENSION ‐ Will Rogers World Airport (Ward 3)
Extend Taxiway G 1,500 ft. to the east across old Portland Avenue to provide airside access to a parcel for
development that borders SW 74th Street on the south, old Portland Avenue on the west, and newly
realigned Portland Avenue on the east. Estimated annual operating cost is $0.
FY18 Cost
Other Grants $2,567,000
Oklahoma City Airport Trust $256,700
Project Total $2,823,700
E-9
AIRPORTS CAPITAL PROGRAM
TERM APRON PAVE REHAB TXWY K ‐ Will Rogers World Airport (Ward 3)
Replace asphalt portion of terminal ramp in line with Taxiway K, from its entrance to the ramp on the
south proceeding north to the concrete, approximate area, 4,000 square yards. Estimated annual
operating cost is $0.
FY18 Cost
Other Grants $1,083,000
Oklahoma City Airport Trust $108,000
Project Total $1,191,000
TERMINAL EXPANSION ‐ Will Rogers World Airport (Ward 3)
Expand the terminal building at WRWA. Estimated annual operating cost is $100,001.
FY18 Cost
Other Grants $126,000
Oklahoma City Airport Trust $1,264,000
PAX\Customer Facility Charges $3,750,000
Project Total $5,140,000
TERMINAL EXPANSION EARLY SITE ‐ Will Rogers World Airport (Ward 3)
Terminal expansion ‐ early site package. Estimated annual operating cost is $0.
FY18 Cost
Other Grants $340,480
Oklahoma City Airport Trust $37,830
Project Total $378,310
TPS PARKING RECONSTRUCTION ‐ Mike Monroney Aeronautical Center (Ward 3)
Mill and repair then overlay the parking lot at Thomas P. Stafford building. Estimated annual operating
cost is $0.
FY18 Cost
Oklahoma City Airport Trust $1,485,200
Project Total $1,485,200
UPPER LEVEL DECK STRUCTURAL ‐ Will Rogers World Airport (Ward 3)
Phase 1‐‐Demolish Soffit on the underside of the deck; Phase 2‐‐A&E to determine structural repairs and
finished product; Phase 3‐‐Repair structure and provide finish for underside of deck. Estimated annual
operating cost is $0.
FY18 Cost
Other Grants $540,000
Oklahoma City Airport Trust $60,000
Project Total $600,000
E-10
AIRPORTS CAPITAL PROGRAM
WPA AIRFIELD IMPROVE PHASE III ‐ Wiley Post Airport (Ward 1)
Rehabilitate Taxiway A concrete and asphalt pavement. Install new lights and signs, along with new ducts
and conductors, on Taxiways A and B. Estimated annual operating cost is $0.
FY18 Cost
Other Grants $2,069,800
Oklahoma City Airport Trust $206,980
Project Total $2,276,780
WPA AIRFIELD IMPROVE PHSE IV‐1 ‐ Wiley Post Airport (Ward 1)
Replace the electrical conductors and change the existing lights and signs from incandescent to LED on
Taxiways A5 and A8 east of Taxiway B. Estimated annual operating cost is $0.
FY18 Cost
Other Grants $315,000
Oklahoma City Airport Trust $10,000
Project Total $325,000
WPA AIRFIELD IMPROVE PHSE IV‐2 ‐ Wiley Post Airport (Ward 1)
Taxiways A‐1, C1, C – Replace the electrical conductors and change the existing lights and signs from
incandescent to LED, and rehab pavement on taxiways A‐5 and A‐1. Estimated annual operating cost is
$0.
FY18 Cost
Other Grants $67,500
Oklahoma City Airport Trust $7,500
Project Total $75,000
WPA FAA MECHANICAL & PLUMBING ‐ Wiley Post Airport (Ward 1)
Upgrade HVAC systems, and plumbing infrastructure. Estimated annual operating cost is $0.
FY18 Cost
Oklahoma City Airport Trust $40,000
Project Total $40,000
WPA HANGAR 5 RE‐ROOF OR DEMO ‐ Wiley Post Airport (Ward 1)
Hangar 5's roof is in bad shape. It will either be re‐roofed or the building will be demolished. Estimated
annual operating cost is $0.
FY18 Cost
Oklahoma City Airport Trust $550,000
Project Total $550,000
E-11
AIRPORTS CAPITAL PROGRAM
WPA MAINTENANCE FACILITY ‐ Wiley Post Airport (Ward 1)
Design and construct a new maintenance facility with offices, restrooms, and two equipment bays.
Estimated annual operating cost is $10,000.
FY18 Cost
Oklahoma City Airport Trust $1,530,000
Project Total $1,530,000
WPA MECHANICAL & PLUMBING ‐ Wiley Post Airport (Ward 1)
Replace and evaluate HVAC systems and plumbing infrastructure. Estimated annual operating cost is $0.
FY18 Cost
Oklahoma City Airport Trust $40,000
Project Total $40,000
WRWA ABS UPGRADE ‐ Will Rogers World Airport (Ward 3)
Upgrade front end controllers to communicate with new server. Estimated annual operating cost is
$10,000.
FY18 Cost
Oklahoma City Airport Trust $100,000
Project Total $100,000
WRWA AMAG UPGRADE ‐ Will Rogers World Airport (Ward 3)
Replace all control boards and network cards. Estimated annual operating cost is $10,000.
FY18 Cost
Oklahoma City Airport Trust $200,000
Project Total $200,000
WRWA ARFF TRUCK ‐ Will Rogers World Airport (Ward 3)
Purchase new 1500 gallon Aircraft Rescue and Fire Fighting (ARFF) vehicle. Estimated annual operating
cost is $0.
FY18 Cost
Other Grants $585,000
Oklahoma City Airport Trust $65,000
Project Total $650,000
WRWA DATA CENTER CONSOLIDATION ‐ Will Rogers World Airport (Ward 3)
Multi year project to replace and consolidate the Airport and CCTV data centers to maximize uptime
while minimizing total cost of ownership, and lay groundwork for disaster recovery site, where possible.
Estimated annual operating cost is $10,000.
FY18 Cost
Oklahoma City Airport Trust $150,000
Project Total $150,000
E-12
AIRPORTS CAPITAL PROGRAM
WRWA FUEL GEN TRANSFER SWITCH ‐ Will Rogers World Airport (Ward 3)
Automatic transfer switch for fuel facility generator. Estimated annual operating cost is $0.
FY18 Cost
Oklahoma City Airport Trust $300,000
Project Total $300,000
WRWA FUEL INFRASTRUCTURE IMPRV ‐ Will Rogers World Airport (Ward 3)
IT‐related project to virtualize the physical fuel servers, and upgrade the existing network infrastructure
to both the Fuel Farm and satellite station. Estimated annual operating cost is $0.
FY18 Cost
Oklahoma City Airport Trust $10,000
Project Total $10,000
WRWA HANGAR 1 AIR HANDLER UNIT ‐ Will Rogers World Airport (Ward 3)
Replace existing air handling unit at AAR Hangar 1 second floor. Estimated annual operating cost is $0.
FY18 Cost
Oklahoma City Airport Trust $1,078,300
Project Total $1,078,300
WRWA HANGAR 1 AND 1C IMPRV ‐ Will Rogers World Airport (Ward 3)
Provide additions to hangars; specifically membrane covers on the north end of Hangar 1 and the west
end of Hangar 1C so that hangars will be able to work on B737‐900 aircraft. Estimated annual operating
cost is $10,000.
FY18 Cost
Oklahoma City Airport Trust $4,000,000
Project Total $4,000,000
WRWA NETWORK INFRASTRUCTURE ‐ Will Rogers World Airport (Ward 3)
Multi‐year project to replace failing, end of life network equipment for new hardware with 10‐year life
expectancy. Estimated annual operating cost is $10,000.
FY18 Cost
Oklahoma City Airport Trust $150,000
Project Total $150,000
WRWA PLOTTER/SCANNER UPGRADE ‐ Will Rogers World Airport (Ward 3)
Replace large format plotter/scanner with Canon Oce device for Planning and Development. Estimated
annual operating cost is $5,000.
FY18 Cost
Oklahoma City Airport Trust $30,000
Project Total $30,000
E-13
AIRPORTS CAPITAL PROGRAM
WRWA SECONDARY AIRFIELD GENERA ‐ Will Rogers World Airport (Ward 3)
Replace secondary airfield generator. Estimated annual operating cost is $0.
FY18 Cost
Other Grants $540,000
Oklahoma City Airport Trust $60,000
Project Total $600,000
WRWA SIGNAGE ‐ Will Rogers World Airport (Ward 3)
Upgrade and replace signage at WRWA. Estimated annual operating cost is $0.
FY18 Cost
Oklahoma City Airport Trust $3,000,000
Project Total $3,000,000
WRWA STA 2 GARAGE A RENOVATE ‐ Will Rogers World Airport (Ward 3)
Remove and replace the existing escalators, upgrade the two existing elevators, and add a new large
machine‐room less elevator to provide the capacity to replace the existing escalators. Estimated annual
operating cost is $0.
FY18 Cost
Oklahoma City Airport Trust $1,000,000
Project Total $1,000,000
WRWA SURFACE PARKING LOT 4 ‐ Will Rogers World Airport (Ward 3)
Construct a new surface parking lot. Estimated annual operating cost is $0.
FY18 Cost
Oklahoma City Airport Trust $700,000
Project Total $700,000
WRWA TERMINAL PAVEMENT REPAIR ‐ Will Rogers World Airport (Ward 3)
Repair the pavement by full depth replacement and/or mill and overlay with some areas of base repair on
Amelia Earhart from Meridian to Terminal Drive. Estimated annual operating cost is $0.
FY18 Cost
Oklahoma City Airport Trust $150,000
Project Total $150,000
AIRPORTS FY18 TOTAL $44,549,890
E-14
CITY MANAGER CAPITAL PROGRAM
CITY MANAGER
Centennial Land Run Monument ‐ Bricktown near the Canal (Ward 7)
A joint project between the City, State, and Federal Government in celebration of the Oklahoma Land
Run of 1889. Project includes 45 bronze sculptures. Estimated annual operating cost is $30,000.
FY18 Cost
OKC Public Property Authority $402,000
Project Total $402,000
Fairgrounds Repairs ‐ Oklahoma State Fairgrounds (Ward 6)
Improvements to Fairgrounds' facilities, such as roof repairs/replacement, mechanical systems, and
utility systems. Estimated annual operating cost is $0.
FY18 Cost
Revenue Bonds $4,940,000
Project Total $4,940,000
Print Shop Remodel ‐ 200 N. Walker (Ward 6)
Remodel of the Print Shop to accommodate service consultations and assistance, display sample
products, and give customers an area to complete print shop business transactions. Estimated annual
operating cost is $0.
FY18 Cost
Capital Improvement Fund $75,000
Project Total $75,000
Printshop Equipment ‐ 200 N. Walker (Ward 6)
Escrow of funds to replace printing or copying equipment as needed. Estimated annual operating cost is
$0.
FY18 Cost
Capital Improvement Fund $100,000
Project Total $100,000
CITY MANAGER FY18 TOTAL $5,517,000
E-15
CITY MANAGER ‐ (MAPS3) CAPITAL PROGRAM
CITY MANAGER ‐ (MAPS3)
MAPS 3 Convention Center ‐ Downtown Oklahoma City (Ward 6)
Land acquisition and construction of the new MAPS 3 Downtown Convention Center. Estimated annual
operating cost is $0.
FY18 Cost
MAPS3 Sales Tax $194,000,000
Project Total $194,000,000
MAPS 3 Downtown Public Park ‐ Downtown Oklahoma City (Ward 6)
Land acquisition and construction of the new MAPS 3 Downtown Public Park. Estimated annual
operating cost is $1,200,000.
FY18 Cost
MAPS3 Sales Tax $67,570,644
Project Total $67,570,644
MAPS 3 OK State Fairgrounds ‐ Oklahoma State Fairgrounds (Ward 6)
Replacement of certain Oklahoma State Fairgrounds buildings. Estimated annual operating cost is $0.
FY18 Cost
MAPS3 Sales Tax $2,403,032
Project Total $2,403,032
MAPS 3 Oklahoma River ‐ Along the Oklahoma River (Ward 7)
Improvements at the Oklahoma River including upgrades to the rowing and paddling venue and the
construction of a new Whitewater Rapids facility. Estimated annual operating cost is $0.
FY18 Cost
MAPS3 Sales Tax $95,824
Project Total $95,824
MAPS 3 Senior Health/Wellness ‐ Citywide
Construction of Senior Health and Wellness Centers. Estimated annual operating cost is $0.
FY18 Cost
MAPS3 Sales Tax $317,901
Project Total $317,901
MAPS 3 Sidewalks ‐ Citywide
Construction of new MAPS 3 Sidewalk projects. Estimated annual operating cost is $0.
FY18 Cost
MAPS3 Sales Tax $9,217,664
Project Total $9,217,664
E-16
CITY MANAGER ‐ (MAPS3) CAPITAL PROGRAM
MAPS 3 Streetcar/Transp ‐ Downtown Oklahoma City (Ward 7)
Land acquisition and construction of a MAPS 3 Streetcar transportation system. Estimated annual
operating cost is $3,500,000.
FY18 Cost
MAPS3 Sales Tax $9,227,494
Project Total $9,227,494
MAPS 3 Trails ‐ Citywide
Proposed construction of new trails including: the I‐44 West Trail, the West River/Lake Overholser Trail,
the Lake Draper Trail, and the Airport Trail. Estimated annual operating cost is $100,000.
FY18 Cost
MAPS3 Sales Tax $11,243,521
Project Total $11,243,521
CITY MANAGER ‐ (MAPS3) FY18 TOTAL $294,076,080
E-17
CITY MANAGER (OCMAPS) CAPITAL PROGRAM
CITY MANAGER (OCMAPS)
I‐89 SCHOOL BUILDINGS ‐ Citywide
Construction of new buildings and renovation of facilities as outlined in the I‐89 Program Implementation
Plan. Estimated annual operating cost is $0.
FY18 Cost
OCMAPS ‐ Schools Sales Tax $3,341,000
Project Total $3,341,000
CITY MANAGER (OCMAPS) FY18 TOTAL $3,341,000
E-18
FIRE CAPITAL PROGRAM
FIRE
Defibrillators ‐ Citywide (N/A)
Manual defibrillators for use by Fire Department paramedics providing advanced life support (ALS).
Estimated annual operating cost is $0.
FY18 Cost
Fire Sales Tax Fund $275,000
Project Total $275,000
FIRE APPARATUS REPLACEMENT ‐ Citywide (N/A)
Fire apparatus replacement plan. Fire apparatus is comprised of all the emergency vehicles responding
from fire stations including command vehicles. Estimated annual operating cost is $0.
FY18 Cost
MAPS3 Use Tax Fund $7,256,000
Project Total $7,256,000
FIRE PASSENGER VEHICLES ‐ Citywide (N/A)
Replacement of fire support vehicles. Estimated annual operating cost is $0.
FY18 Cost
MAPS3 Use Tax Fund $209,000
Project Total $209,000
SE 149th St & Douglas ‐ Vicinity of SE 149th Street and Douglas (Ward 4)
Design, construct, equip and furnish new fire stations which may include related site acquisition and
preparation, demolition, infrastructure, drainage, utilities, roadways, parking, landscaping, irrigation,
and/or fencing. Estimated annual operating cost is $1,000,000.
FY18 Cost
2007 G.O. Bonds $2,376,728
Project Total $2,376,728
SW 59th St & Richland Rd ‐ Vicinity of SW 59th Street and Richland Road (Ward 3)
Design, construct, equip and furnish new fire stations which may include related site acquisition and
preparation, demolition, infrastructure, drainage, utilities, roadways, parking, landscaping, irrigation,
and/or fencing. Estimated annual operating cost is $1,000,000.
FY18 Cost
2007 G.O. Bonds $2,303,563
Project Total $2,303,563
FIRE FY18 TOTAL $12,420,291
E-19
GENERAL SERVICES CAPITAL PROGRAM
GENERAL SERVICES
Citywide Facilities Reserve ‐ Citywide
Reserve funding for Capital Maintenance. Estimated annual operating cost is $0.
FY18 Cost
Capital Improvement Fund $869,960
Project Total $869,960
Citywide Fleet Replacement ‐ Citywide (N/A)
Replacement of highway and non‐highway equipment in the general fleet used by Animal Welfare,
Development Services, Municipal Court, Parks, Public Transportation and Parking, and Public Works.
Estimated annual operating cost is $0.
FY18 Cost
Capital Improvement Fund $3,100,000
Project Total $3,100,000
CMF Shelving and Rack ‐ 3738 SW 15th Street (Ward 3)
Purchase and install shelving and rack for General Services move to the Central Maintenance Facility.
Estimated annual operating cost is $0.
FY18 Cost
Capital Improvement Fund $110,000
Project Total $110,000
GENERAL SERVICES FY18 TOTAL $4,079,960
E-20
INFORMATION TECHNOLOGY CAPITAL PROGRAM
INFORMATION TECHNOLOGY
Agenda Mgmt Syst Conversion ‐ (N/A)
Conversion of the Agenda Management System. Estimated annual operating cost is $27,000.
FY18 Cost
Capital Improvement Fund $220,000
Project Total $220,000
Centrex Elimination ‐ (N/A)
Centrex Elimination ‐ Copper service alternatives Estimated annual operating cost is $0.
FY18 Cost
Capital Improvement Fund $100,000
Project Total $100,000
Centrex Replacement Contract ‐ (N/A)
Contractor Services for the Centrex Replacement that will provide the necessary manpower to address
the increased workload of the migration of phone lines from copper to either VoIP or cellular service.
Estimated annual operating cost is $0.
FY18 Cost
Capital Improvement Fund $350,000
Project Total $350,000
InfoSec ‐ Deploy Cylance ‐ (N/A)
Upgrade the City's server anti‐virus from Windows System Center Endpoint Protection to Cylance
Advanced Anti‐Malware. Estimated annual operating cost is $0.
FY18 Cost
Capital Improvement Fund $44,000
Project Total $44,000
InfoSec ‐ Forensic Tools Enhan ‐ (N/A)
Forensic tools enhancements. Estimated annual operating cost is $0.
FY18 Cost
Capital Improvement Fund $25,000
Project Total $25,000
InfoSec‐3rd Party Penetration ‐ (N/A)
Third‐party security penetration testing. Estimated annual operating cost is $0.
FY18 Cost
Capital Improvement Fund $65,000
Project Total $65,000
E-21
INFORMATION TECHNOLOGY CAPITAL PROGRAM
Oracle Maintenance and Support ‐ (N/A)
Oracle maintenance and support for Enterprise Programs. Estimated annual operating cost is $7,200.
FY18 Cost
OKC Municipal Fac Authority $90,000
Project Total $90,000
PhysSec ‐ Upgrd AMAG Software ‐ (N/A)
Upgrade the AMAG software. Estimated annual operating cost is $0.
FY18 Cost
Capital Improvement Fund $10,000
Project Total $10,000
Point to Multi‐Point ‐ (N/A)
Point to multi‐point radio system upgrade. Estimated annual operating cost is $0.
FY18 Cost
Capital Improvement Fund $100,000
Project Total $100,000
Radio System Improvements ‐ (N/A)
Radio system replacement and improvements. Estimated annual operating cost is $0.
FY18 Cost
Police Sales Tax Fund $1,500,000
Project Total $1,500,000
Replace AMAG Cards ‐ (N/A)
Replace out of compliance (FIPS 201) AMAG cards with smart card type technology. Estimated annual
operating cost is $0.
FY18 Cost
Capital Improvement Fund $140,000
Project Total $140,000
Replace Firewall Hardware EOL ‐ (N/A)
Proactively upkeep the City of Oklahoma City's hardware that runs security firewall systems. Estimated
annual operating cost is $0.
FY18 Cost
Capital Improvement Fund $17,672
Project Total $17,672
E-22
INFORMATION TECHNOLOGY CAPITAL PROGRAM
Sensitive Data Project ‐ (N/A)
Perform data discovery and classification which can lead to isolation projects or verification of
appropriate role based access levels to the sensitive information repositories. Estimated annual
operating cost is $0.
FY18 Cost
Capital Improvement Fund $165,000
Project Total $165,000
Server Expansion FY18 ‐ (N/A)
Expansion of server hardware for infrastructure growth to accommodate growing data storage needs and
other various hardware expansions. Estimated annual operating cost is $0.
FY18 Cost
Capital Improvement Fund $150,000
Project Total $150,000
INFORMATION TECHNOLOGY FY18 TOTAL $2,976,672
E-23
PARKS AND RECREATION CAPITAL PROGRAM
PARKS AND RECREATION
Britton ‐ Britton (Ward 2)
Install, upgrade, repair, and/or renovate park walks and path improvements, and related design and/or
landscaping. Estimated annual operating cost is $0.
FY18 Cost
2007 G.O. Bonds $120,000
Project Total $120,000
Britton/Burton ‐ Britton/Burton (Ward 7)
Improve parks by acquiring, installing, repairing, and/or replacing playground equipment and/or facilities,
including related design and/or landscaping. Estimated annual operating cost is $0.
FY18 Cost
2007 G.O. Bonds $175,000
Project Total $175,000
Glen Ellyn ‐ Glen Ellyn Park (Ward 7)
Provide picnic and multi‐purpose park shelter improvements, which may include related design of
walkways, shelter pads, access improvements, landscaping, equipment, furniture and/or fencing.
Estimated annual operating cost is $0.
FY18 Cost
2007 G.O. Bonds $55,000
Project Total $55,000
Harlow ‐ Harlow Park (Ward 3)
Provide picnic and multi‐purpose park shelter improvements, which may include related design of
walkways, shelter pads, access improvements, landscaping, equipment, furniture and/or fencing.
Estimated annual operating cost is $0.
FY18 Cost
2007 G.O. Bonds $55,000
Project Total $55,000
Jack Cornett ‐ Jack Cornett Park (Ward 3)
Provide picnic and multi‐purpose park shelter improvements, which may include related design of
walkways, shelter pads, access improvements, landscaping, equipment, furniture and/or fencing.
Estimated annual operating cost is $0.
FY18 Cost
2007 G.O. Bonds $60,000
Project Total $60,000
E-24
PARKS AND RECREATION CAPITAL PROGRAM
Lippert ‐ Lippert (Ward 4)
Provide picnic and multi‐purpose park shelter improvements, which may include related design of
walkways, shelter pads, access improvements, landscaping, equipment, furniture and/or fencing.
Estimated annual operating cost is $0.
FY18 Cost
2007 G.O. Bonds $61,000
Project Total $61,000
Phillips ‐ Phillips (Ward 7)
Improve parks by acquiring, installing, repairing, and/or replacing playground equipment and/or facilities,
including related design and/or landscaping.. Estimated annual operating cost is $0.
FY18 Cost
2007 G.O. Bonds $170,000
Project Total $170,000
South Lakes ‐ South Lakes (Ward 3)
Improve parklands by installing, providing, improving playgrounds, athletic, picnic, and aquatic facilities,
trails, water feature, horticulture, nature observation, landscaping, lighting, equipment, furniture and
maintenance facilities. Estimated annual operating cost is $0.
FY18 Cost
2007 G.O. Bonds $508,000
Project Total $508,000
Wiley Post ‐ Wiley Post (Ward 4)
Improve existing community centers/gyms/party houses/picnic shelters or pavilions/recreational facilities
by designing & improving HVAC/roofs/parking lots/windows/restrooms/locker
rooms/structural/acoustical/landscaping/accessibility or other repairs. Estimated annual operating cost
is $0.
FY18 Cost
2007 G.O. Bonds $9,434,000
Project Total $9,434,000
PARKS AND RECREATION FY18 TOTAL $10,638,000
E-25
PLANNING CAPITAL PROGRAM
PLANNING
1% for Arts Projects Account ‐ Citywide
Funding for Art projects from various sources including GO Bonds and the Capital Improvement fund.
Estimated annual operating cost is $0.
FY18 Cost
Special Purpose Funds $238,351
Project Total $238,351
PLANNING FY18 TOTAL $238,351
E-26
POLICE CAPITAL PROGRAM
POLICE
Hefner Station Renovations ‐ 3924 NW 122nd Street (Ward 8)
Facility repairs to Hefner Patrol Division building. Estimated annual operating cost is $0.
FY18 Cost
Police Sales Tax Fund $356,062
Project Total $356,062
Helicopter Refurbishements ‐ Citywide (N/A)
Refurbishment of police helicopters. Estimated annual operating cost is $0.
FY18 Cost
MAPS3 Use Tax Fund $211,464
Project Total $211,464
HVAC Impr. 616 Colcord Dr. ‐ 616 Colcord Drive (Ward 6)
Remediation of condensation issues for the facility. Estimated annual operating cost is $0.
FY18 Cost
Police Sales Tax Fund $320,386
Project Total $320,386
Investigation Lab Equipment ‐ 616 Colcord Drive (Ward 6)
A new computerized laboratory information management system will improve the efficiency of all
investigation support services. Estimated annual operating cost is $0.
FY18 Cost
Police Sales Tax Fund $152,110
Project Total $152,110
Patrol Vehicles ‐ Citywide (N/A)
Scheduled replacement of Police patrol sedans and SUVs. Estimated annual operating cost is $0.
FY18 Cost
MAPS3 Use Tax Fund $2,220,331
Project Total $2,220,331
Police Building Improvements ‐ Citywide
Improvement to existing police facilities including construction, equipment, furnishings, installation or
A&E services. This could include enhancements to equipment and infrastructure critical to efficient
operations. Estimated annual operating cost is $0.
FY18 Cost
Police Sales Tax Fund $842,610
Project Total $842,610
E-27
POLICE CAPITAL PROGRAM
Police Training Center ‐ 800 N. Portland (Ward 6)
Repairs to structural columns. Estimated annual operating cost is $0.
FY18 Cost
Police Sales Tax Fund $34,524
Project Total $34,524
Special Investigations Vehicle ‐ Citywide
Purchase of undercover vehicles for the Special Investigations Division. Estimated annual operating cost
is $0.
FY18 Cost
State Asset Forfeiture Funds $200,000
Project Total $200,000
Springlake Station Renovation ‐ 4116 N. Prospect (Ward 7)
Facility repairs to Springlake Patrol Division building Estimated annual operating cost is $0.
FY18 Cost
Police Sales Tax Fund $278,760
Project Total $278,760
Unlisted G.O. Bonds ‐ Citywide
Repair, renovation, construction, replacement, and/or improvement of police facilities and
appurtenances; A&E, site and ROW acquisition, furnishings and equipment, utility relocation; and,
expenses of the bond issue. Estimated annual operating cost is $0.
FY18 Cost
2007 G.O. Bonds $215,000
Project Total $215,000
Unmarked Vehicles ‐ Police ‐ Citywide
Scheduled replacement of unmarked Police vehicles. Estimated annual operating cost is $0.
FY18 Cost
MAPS3 Use Tax Fund $497,732
Project Total $497,732
POLICE FY18 TOTAL $5,328,979
E-28
PUBLIC TRANSPORTATION AND PARKING CAPITAL PROGRAM
PUBLIC TRANSPORTATION AND PARKING
Bus Replacement ‐ Citywide
Replace aging buses utilized beyond their useful lives. Estimated annual operating cost is $0.
FY18 Cost
Cent OK Transit & Prkng Auth $1,179,995
Other Grants $3,926,639
Project Total $5,106,634
Bus Shelters ‐ Citywide
Bus shelters. Estimated annual operating cost is $0.
FY18 Cost
Cent OK Transit & Prkng Auth $75,000
Project Total $75,000
CNG Station ‐ 2000 S. May Avenue (Ward 6)
CNG station and fleet facility upgrades. Estimated annual operating cost is $0.
FY18 Cost
Cent OK Transit & Prkng Auth $1,140,000
Other Grants $4,070,000
Project Total $5,210,000
Electronic Parking Meters ‐ Citywide
Relocate and convert pay and display parking meters to pay by plate. Estimated annual operating cost is
$37,000.
FY18 Cost
Capital Improvement Fund $320,000
Project Total $320,000
Equipment Replacement ‐ 2000 S. May Avenue (Ward 6)
Purchase of maintenance equipment. Estimated annual operating cost is $10,000.
FY18 Cost
Cent OK Transit & Prkng Auth $70,000
Project Total $70,000
Fare Collection Equip/Systems ‐ Citywide
Upgrade of fare collection equipment and software. Estimated annual operating cost is $0.
FY18 Cost
Cent OK Transit & Prkng Auth $60,000
Other Grants $240,000
Project Total $300,000
E-29
PUBLIC TRANSPORTATION AND PARKING CAPITAL PROGRAM
Parking Garage Improvements ‐ Downtown (Ward 6)
Repairs and improvements on all garages. Estimated annual operating cost is $0.
FY18 Cost
Cent OK Transit & Prkng Auth $4,600,000
Project Total $4,600,000
Refurbish Union Station ‐ 300 SW 7th Street (Ward 6)
Refurbish Union Station. Estimated annual operating cost is $0.
FY18 Cost
Cent OK Transit & Prkng Auth $62,700
Other Grants $250,800
Project Total $313,500
Security at COTPA Facilities ‐ Citywide
Provide access control, lighting, outside cameras and perimeter fencing at COTPA facilities. Estimated
annual operating cost is $1,000.
FY18 Cost
Cent OK Transit & Prkng Auth $17,000
Other Grants $68,000
Project Total $85,000
Service Vehicle Replacement ‐ Citywide
Replacement of service vehicles. Estimated annual operating cost is $0.
FY18 Cost
Cent OK Transit & Prkng Auth $60,000
Project Total $60,000
Transit Center Improvements ‐ 420 NW 5th Street (Ward 6)
Facilities improvements. Estimated annual operating cost is $0.
FY18 Cost
Cent OK Transit & Prkng Auth $83,120
Other Grants $332,480
Project Total $415,600
PUBLIC TRANSPORTATION AND PARKING FY18 $16,555,734
TOTAL
E-30
PUBLIC WORKS CAPITAL PROGRAM
PUBLIC WORKS
Ballpark Maintenance ‐ 2 S Mickey Mantle Drive (Ward 7)
Capital expenditures for scheduled capital maintenance at ballpark. Estimated annual operating cost is
$0.
FY18 Cost
OKC Public Property Authority $1,000,000
Project Total $1,000,000
Central Maintenance Facility ‐ 3738 SW 15th Street (Ward 3)
Expansion, renovation, remodeling, repair, and improvement of the City's Central Maintenance Facility.
Estimated annual operating cost is $0.
FY18 Cost
2007 G.O. Bonds $5,000,000
Project Total $5,000,000
COX Center Projects ‐ 1 Myriad Gardens (Ward 6)
Capital maintenance to the facility and various improvements at the Cox Convention Center to enhance
the visitor experience at the arena. Estimated annual operating cost is $0.
FY18 Cost
OKC Public Property Authority $100,000
Project Total $100,000
Downtown Arena Improvements ‐ 100 W Reno Avenue (Ward 6)
Various improvements at the Downtown Arena. Estimated annual operating cost is $0.
FY18 Cost
OKC Public Property Authority $2,250,000
Project Total $2,250,000
NBA Upgrades ‐ 100 W Reno Avenue (Ward 6)
Upgrades for the Downtown Arena. Estimated annual operating cost is $10,000.
FY18 Cost
OKC Public Property Authority $880,000
Project Total $880,000
PUBLIC WORKS FY18 TOTAL $9,230,000
E-31
PUBLIC WORKS ‐ BRIDGES CAPITAL PROGRAM
PUBLIC WORKS ‐ BRIDGES
Midwest 0.3 miles S. of NE 59 ‐ Midwest Boulevard, south of NE 59th Street (Ward 7)
Replacement, reconstruction, rehabilitation, repair, and/or improvement of bridges which may include
related appurtenances, A&E, ROW, utility relocation, drainage, lighting and/or approach improvements.
Estimated annual operating cost is $0.
FY18 Cost
2007 G.O. Bonds $1,300,000
Project Total $1,300,000
PUBLIC WORKS ‐ BRIDGES FY18 TOTAL $1,300,000
E-32
PUBLIC WORKS ‐ DRAINAGE CAPITAL PROGRAM
PUBLIC WORKS ‐ DRAINAGE
Brock Creek and Twin Creek ‐ SW 19th St. and Westwood Blvd. to SW 15th St. and Barnes (Ward 6)
Drainage improvements, mapping and equipment which may include related ROW, A&E, utility
relocation, landscaping, maintenance access ways and/or fencing. Estimated annual operating cost is $0.
FY18 Cost
2007 G.O. Bonds $3,000,000
Project Total $3,000,000
N Penn and NW 122nd Phase II ‐ N. Pennsylvania Avenue and NW 122nd Street (Ward 8)
Drainage improvements, mapping and equipment which may include related ROW, A&E, utility
relocation, landscaping, maintenance access ways and/or fencing. Estimated annual operating cost is $0.
FY18 Cost
2007 G.O. Bonds $2,500,000
Project Total $2,500,000
OK Rivr NC Rivr Ovrhlsr‐E Dam ‐ Okla. River and N Canadian River‐Overholser to Eastern Ave. (Ward 6)
Stormwater quality control devices and/or improvements which may include related ROW, equipment,
A&E, utility relocation, landscaping, maintenance access ways and/or fencing. Estimated annual
operating cost is $0.
FY18 Cost
2007 G.O. Bonds $1,000,000
Project Total $1,000,000
Oliver Park Det. Pond (Ph II) ‐ SW 29th Street and Santa Fe Avenue (Ward 6)
Drainage improvements, mapping and equipment which may include related ROW, A&E, utility
relocation, landscaping, maintenance access ways and/or fencing. Estimated annual operating cost is $0.
FY18 Cost
2007 G.O. Bonds $200,000
Project Total $200,000
Villa Ave. Pershing. NW 1st ‐ Area bound by Villa Ave./ Pershing/ NW 1st St./Pennsylvania Ave. (Ward 6)
Drainage improvements, mapping and equipment which may include related ROW, A&E, utility
relocation, landscaping, maintenance access ways and/or fencing. Estimated annual operating cost is $0.
FY18 Cost
2007 G.O. Bonds $1,200,000
Project Total $1,200,000
PUBLIC WORKS ‐ DRAINAGE FY18 TOTAL $7,900,000
E-33
PUBLIC WORKS ‐ LIBRARIES CAPITAL PROGRAM
PUBLIC WORKS ‐ LIBRARIES
Belle Isle Library ‐ 5501 N Villa Avenue (Ward 2)
Expansion, renovation and remodeling of Belle Isle Library; may include design, engineering, site
acquisition and preparation, infrastructure, drainage, utilities, roadways, parking, equipment, furnishings,
landscaping, irrigation systems and fencing. Estimated annual operating cost is $0.
FY18 Cost
2007 G.O. Bonds $3,730,000
Capital Improvement Fund $2,147,000
Special Purpose Funds $2,848,000
Project Total $8,725,000
Unlisted Control Acct Prop 8 ‐ Citywide
For the purpose of constructing new libraries and expanding, renovating, remodeling, repairing,
improving, equipping and furnishing libraries; may include appurtenances, A&E, site /ROW acquisition,
utility relocation and expenses of the bond issue. Estimated annual operating cost is $0.
FY18 Cost
2007 G.O. Bonds $380,000
Project Total $380,000
PUBLIC WORKS ‐ LIBRARIES FY18 TOTAL $9,105,000
E-34
PUBLIC WORKS ‐ STREETS CAPITAL PROGRAM
PUBLIC WORKS ‐ STREETS
07GOB‐1 Unlisted Control Acct ‐ Citywide
To provide funds for the purpose of constructing, reconstructing, improving, and repairing streets.
Estimated annual operating cost is $0.
FY18 Cost
2007 G.O. Bonds $3,000,000
Project Total $3,000,000
Anderson. SE 44th to SE 59th ‐ Anderson Road/SE44th Street to SE 59th Street (Ward 4)
Widening and improving the listed streets which may include related A&E, signals, signs, markings,
devices, conduit and improvements, lighting, drainage, intersection improvements, ROW, utilities,
sidewalks, and/or landscaping and irrigation systems. Estimated annual operating cost is $0.
FY18 Cost
2007 G.O. Bonds $815,000
Project Total $815,000
Britton. County Line to Morgan ‐ Britton Road/County Line Road to Morgan Road (Ward 1)
Widening and improving the listed streets which may include related A&E, signals, signs, markings,
devices, conduit and improvements, lighting, drainage, intersection improvements, ROW, utilities,
sidewalks, and/or landscaping and irrigation systems. Estimated annual operating cost is $0.
FY18 Cost
2007 G.O. Bonds $2,500,000
Project Total $2,500,000
Broadway. NW 6th to Sheridan ‐ Broadway Avenue/NW 6th Street to Sheridan Avenue (Ward 6)
Reconstruction, construction, repair, resurfacing, or improvements of street; may include A&E, signals,
signs, markings, devices, conduit, lighting, drainage, intersection imprv, ROW, utilities, sidewalks, St.
furniture, landscaping and irrigation sys. Estimated annual operating cost is $0.
FY18 Cost
2007 G.O. Bonds $1,000,000
Project Total $1,000,000
Bryant. NE 122nd to Memorial ‐ Bryant Avenue/NE 122nd Street to Memorial Road (Ward 7)
Widening and improving the listed streets which may include related A&E, signals, signs, markings,
devices, conduit and improvements, lighting, drainage, intersection improvements, ROW, utilities,
sidewalks, and/or landscaping and irrigation systems. Estimated annual operating cost is $0.
FY18 Cost
2007 G.O. Bonds $2,000,000
Project Total $2,000,000
E-35
PUBLIC WORKS ‐ STREETS CAPITAL PROGRAM
Classen Dr. NW 10th‐Harvey ‐ Vicinity of NW 10th Street to Harvey Avenue and NW 8th Street (Ward 6)
Reconstruction, construction, repair, resurfacing, or improvements of street; may include A&E, signals,
signs, markings, devices, conduit, lighting, drainage, intersection imprv, ROW, utilities, sidewalks, St.
furniture, landscaping and irrigation sys. Estimated annual operating cost is $0.
FY18 Cost
2007 G.O. Bonds $1,000,000
Project Total $1,000,000
Council Rd. Rockwell. Hefner ‐ Council Road/Rockwell Avenue/Hefner Road to Britton Road (Ward 1)
Resurfacing, repair, rehabilitation or improvement of the streets located in the areas bounded by listed
streets; may include A&E, signals, signs, markings, devices, conduit, lighting, drainage, intersection
improvements, ROW, utilities, and sidewalks. Estimated annual operating cost is $0.
FY18 Cost
2007 G.O. Bonds $1,900,000
Project Total $1,900,000
EK Gaylrd/Shields. Reno ‐ 4th ‐ EK Gaylord/Shields Boulevard/Reno Avenue to SW 4th Street (Ward 7)
Reconstruction, construction, repair, resurfacing, or improvements of streets; may include A&E, signals,
signs, markings, devices, conduit, lighting, drainage, intersection imprv, ROW, utilities, sidewalks, St.
furniture, landscaping and irrigation sys. Estimated annual operating cost is $0.
FY18 Cost
2007 G.O. Bonds $2,200,000
Project Total $2,200,000
Kelley ‐ Hefner Rd to NE 122nd ‐ Kelley Avenue from Hefner Road to NE 122nd Street (Ward 7)
Widening and improving the listed streets which may include related A&E, signals, signs, markings,
devices, conduit and improvements, lighting, drainage, intersection improvements, ROW, utilities,
sidewalks, and/or landscaping and irrigation systems. Estimated annual operating cost is $0.
FY18 Cost
2007 G.O. Bonds $2,500,000
Project Total $2,500,000
Kelley NE 23rd to NE 50th St ‐ Kelley Avenue from NE 23rd Street to NE 50th Street (Ward 7)
Reconstruction, construction, repair, resurfacing, or improvements of streets; may include A&E, signals,
signs, markings, devices, conduit, lighting, drainage, intersection imprv, ROW, utilities, sidewalks, St.
furniture, landscaping and irrigation sys. Estimated annual operating cost is $0.
FY18 Cost
2007 G.O. Bonds $2,000,000
Project Total $2,000,000
E-36
PUBLIC WORKS ‐ STREETS CAPITAL PROGRAM
Kelley‐NE 122nd to Memorial ‐ Kelley Avenue from NE 122nd Street to Memorial Road (Ward 7)
Widening and improving the listed streets which may include related A&E, signals, signs, markings,
devices, conduit and improvements, lighting, drainage, intersection improvements, ROW, utilities,
sidewalks, and/or landscaping and irrigation systems. Estimated annual operating cost is $0.
FY18 Cost
2007 G.O. Bonds $2,500,000
Project Total $2,500,000
MacArthur‐Meridian‐NW23‐NW10 ‐ MacArthur Blvd./Meridian Ave./NW 23rd St./NW 10th St. (Ward 3)
Resurfacing, repair, rehabilitation or improvement of streets located in the areas bounded by listed
streets; may include A&E, signals, signs, markings, devices, conduit, lighting, drainage, intersection
improvements, ROW, utilities and sidewalks. Estimated annual operating cost is $0.
FY18 Cost
2007 G.O. Bonds $2,000,000
Project Total $2,000,000
May Ave E. City Limits Britton ‐ May Avenue East/City Limits/Britton Road/Wilshire Boulevard (Ward 8)
Resurfacing, repair, rehabilitation or improvement of streets located in the areas bounded by listed
streets; may include A&E, signals, signs, markings, devices, conduit, lighting, drainage, intersection
improvements, ROW, utilities and sidewalks. Estimated annual operating cost is $0.
FY18 Cost
2007 G.O. Bonds $847,000
Project Total $847,000
May Ave. Penn Ave. NW 122nd ‐ May Ave./Pennsylvania Ave./NW 122nd St./Hefner Rd. (Ward 2)
Resurfacing, repair, rehabilitation or improvement of streets located in the areas bounded by listed
streets; may include A&E, signals, signs, markings, devices, conduit, lighting, drainage, intersection
improvements, ROW, utilities and sidewalks. Estimated annual operating cost is $0.
FY18 Cost
2007 G.O. Bonds $2,000,000
Project Total $2,000,000
May Ave. Penn. NW 50th. ‐ May Ave./Pennsylvania Ave./NW 50th St./NW 36th St. (Ward 2)
Resurfacing, repair, rehabilitation or improvement of streets located in the areas bounded by listed
streets; may include A&E, signals, signs, markings, devices, conduit, lighting, drainage, intersection
improvements, ROW, utilities and sidewalks. Estimated annual operating cost is $0.
FY18 Cost
2007 G.O. Bonds $2,000,000
Project Total $2,000,000
E-37
PUBLIC WORKS ‐ STREETS CAPITAL PROGRAM
Meridian Ave. Portland Ave. ‐ Meridian Ave./Portland Ave./Memorial Road/NW 122nd Street (Ward 8)
Resurfacing, repair, rehabilitation or improvement of streets located in the areas bounded by listed
streets; may include A&E, signals, signs, markings, devices, conduit, lighting, drainage, intersection
improvements, ROW, utilities and sidewalks. Estimated annual operating cost is $0.
FY18 Cost
2007 G.O. Bonds $1,610,000
Project Total $1,610,000
NW 10th. Council to Morgan ‐ NW 10th Street/Council Road to Morgan Road (Ward 1)
Reconstruction, construction, repair, resurfacing, or improvements of street; may include A&E, signals,
signs, markings, devices, conduit, lighting, drainage, intersection imprv, ROW, utilities, sidewalks, St.
furniture, landscaping and irrigation sys. Estimated annual operating cost is $0.
FY18 Cost
2007 G.O. Bonds $2,000,000
Project Total $2,000,000
NW 10th. Penn to May Ave. ‐ NW 10th Street/Pennsylvania Avenue to May Avenue (Ward 6)
Reconstruction, construction, repair, resurfacing, or improvements of streets; may include A&E, signals,
signs, markings, devices, conduit, lighting, drainage, intersection imprv, ROW, utilities, sidewalks, St.
furniture, landscaping and irrigation sys. Estimated annual operating cost is $0.
FY18 Cost
2007 G.O. Bonds $1,000,000
Project Total $1,000,000
NW 150. Meridian to Mcarthur ‐ NW 150th Street/Meridian Avenue to MacArthur Boulevard (Ward 8)
Widening and improving the listed streets which may include related A&E, signals, signs, markings,
devices, conduit and improvements, lighting, drainage, intersection improvements, ROW, utilities,
sidewalks, and/or landscaping and irrigation systems. Estimated annual operating cost is $0.
FY18 Cost
2007 G.O. Bonds $3,500,000
Project Total $3,500,000
NW 164th. Portland to May ‐ NW 164th Street/Portland Avenue to May Avenue (Ward 8)
Widening and improving the listed streets which may include related A&E, signals, signs, markings,
devices, conduit and improvements, lighting, drainage, intersection improvements, ROW, utilities,
sidewalks, and/or landscaping and irrigation systems. Estimated annual operating cost is $0.
FY18 Cost
2007 G.O. Bonds $2,000,000
Project Total $2,000,000
E-38
PUBLIC WORKS ‐ STREETS CAPITAL PROGRAM
NW 23rd. Blackwelder‐Kentucky ‐ NW 23rd‐Blackwelder/Kentucky NW 25th‐Blackwelder/Classen (Ward 2)
Reconstruction, construction, repair, resurfacing, or improvements of streets; may include A&E, signals,
signs, markings, devices, conduit, lighting, drainage, intersection imprv, ROW, utilities, sidewalks, St.
furniture, landscaping and irrigation sys. Estimated annual operating cost is $0.
FY18 Cost
2007 G.O. Bonds $2,000,000
Project Total $2,000,000
Oklahoma. Reno to apprx. I‐40 ‐ Oklahoma/Reno Avenue to Interstate 40 (Ward 7)
Reconstruction, construction, repair, resurfacing, or improvements of streets; may include A&E, signals,
signs, markings, devices, conduit, lighting, drainage, intersection imprv, ROW, utilities, sidewalks, St.
furniture, landscaping and irrigation sys. Estimated annual operating cost is $0.
FY18 Cost
2007 G.O. Bonds $1,500,000
Project Total $1,500,000
Pedestrian ramps for ADA ‐ Citywide
Reconstruction, construction, repair, resurfacing, or improvements of streets; may include A&E, signals,
signs, markings, devices, conduit, lighting, drainage, intersection imprv, ROW, utilities, sidewalks, St.
furniture, landscaping and irrigation sys. Estimated annual operating cost is $0.
FY18 Cost
2007 G.O. Bonds $1,312,500
Project Total $1,312,500
Penn Ave. Western Ave . SW ‐ Pennsylvania Ave./Western Ave./SW 15th St./SW 29th St. (Ward 6)
Resurfacing, repair, rehabilitation or improvement of streets located in the areas bounded by listed
streets; may include A&E, signals, signs, markings, devices, conduit, lighting, drainage, intersection
improvements, ROW, utilities and sidewalks. Estimated annual operating cost is $0.
FY18 Cost
2007 G.O. Bonds $2,000,000
Project Total $2,000,000
Penn. NW 178th to NW 192nd ‐ Pennsylvania Ave./NW 178th Street to NW 192nd Street (Ward 8)
Widening and improving the listed streets which may include related A&E, signals, signs, markings,
devices, conduit and improvements, lighting, drainage, intersection improvements, ROW, utilities,
sidewalks, and/or landscaping and irrigation systems. Estimated annual operating cost is $0.
FY18 Cost
2007 G.O. Bonds $2,500,000
Project Total $2,500,000
E-39
PUBLIC WORKS ‐ STREETS CAPITAL PROGRAM
Penn‐Western‐SW 89th‐SW 104th ‐ Pennsylvania Ave./Western Ave./SW 89th St./SW 104th St. (Ward 5)
Resurfacing, repair, rehabilitation or improvement of streets located in the areas bounded by listed
streets; may include A&E, signals, signs, markings, devices, conduit, lighting, drainage, intersection
improvements, ROW, utilities and sidewalks. Estimated annual operating cost is $0.
FY18 Cost
2007 G.O. Bonds $2,000,000
Project Total $2,000,000
Portland Ave. May Ave. Reno Ave. ‐ Portland Ave./ May Ave./ Reno Ave./SW 15th Street (Ward 6)
Resurfacing, repair, rehabilitation or improvement of streets located in the areas bounded by listed
streets; may include A&E, signals, signs, markings, devices, conduit, lighting, drainage, intersection
improvements, ROW, utilities and sidewalks. Estimated annual operating cost is $0.
FY18 Cost
2007 G.O. Bonds $2,370,000
Project Total $2,370,000
Reno from Lincoln to MLK ‐ Reno Avenue/Lincoln Blvd. to Martin Luther King Blvd. (Ward 7)
Reconstruction, construction, repair, resurfacing, or improvements of streets; may include A&E, signals,
signs, markings, devices, conduit, lighting, drainage, intersection imprv, ROW, utilities, sidewalks, St.
furniture, landscaping and irrigation sys. Estimated annual operating cost is $0.
FY18 Cost
2007 G.O. Bonds $1,125,000
Project Total $1,125,000
Reno. Czech Hall to Cemetery ‐ Reno Avenue/Czech Hall Road to Cemetery Road (Ward 3)
Widening and improving the listed streets which may include related A&E, signals, signs, markings,
devices, conduit and improvements, lighting, drainage, intersection improvements, ROW, utilities,
sidewalks, and/or landscaping and irrigation systems. Estimated annual operating cost is $0.
FY18 Cost
2007 G.O. Bonds $1,000,000
Project Total $1,000,000
Rockwell‐MacArthur‐NW10‐NW23 ‐ Rockwell Ave/MacArthur Blvd/NW 23rd St/NW 10th St (Ward 3)
Resurfacing, repair, rehabilitation or improvement of streets located in the areas bounded by listed
streets; may include A&E, signals, signs, markings, devices, conduit, lighting, drainage, intersection
improvements, ROW, utilities and sidewalks. Estimated annual operating cost is $0.
FY18 Cost
2007 G.O. Bonds $1,352,000
Project Total $1,352,000
E-40
PUBLIC WORKS ‐ STREETS CAPITAL PROGRAM
Santa Fe Ave. Kelley Ave. NE ‐ Santa Fe Avenue/Kelley Avenue/NE 63rd Street/NE 50th Street (Ward 7)
Resurfacing, repair, rehabilitation or improvement of streets located in the areas bounded by listed
streets; may include A&E, signals, signs, markings, devices, conduit, lighting, drainage, intersection
improvements, ROW, utilities and sidewalks. Estimated annual operating cost is $0.
FY18 Cost
2007 G.O. Bonds $2,779,000
Project Total $2,779,000
Sheridan. OK River. Western. ‐ Sheridan Ave/Oklahoma River/Western Ave/Lincoln Blvd (Ward 6)
Reconstruction, construction, repair, resurfacing, or improvements of streets; may include A&E, signals,
signs, markings, devices, conduit, lighting, drainage, intersection imprv, ROW, utilities, sidewalks, St.
furniture, landscaping and irrigation sys. Estimated annual operating cost is $0.
FY18 Cost
2007 G.O. Bonds $2,246,000
Project Total $2,246,000
Sunnylane. I‐240 to SE 89th ‐ Sunnylane Avenue/Interstate 240 to SE 89th Street (Ward 4)
Widening and improving the listed streets which may include related A&E, signals, signs, markings,
devices, conduit and improvements, lighting, drainage, intersection improvements, ROW, utilities,
sidewalks, and/or landscaping and irrigation systems. Estimated annual operating cost is $0.
FY18 Cost
2007 G.O. Bonds $1,000,000
Project Total $1,000,000
Sunnylane. SE 89th to SE 104 ‐ Sunnylane Avenue/SE 89th Street to SE 104th Street (Ward 4)
Widening and improving the listed streets which may include related A&E, signals, signs, markings,
devices, conduit and improvements, lighting, drainage, intersection improvements, ROW, utilities,
sidewalks, and/or landscaping and irrigation systems. Estimated annual operating cost is $0.
FY18 Cost
2007 G.O. Bonds $2,500,000
Project Total $2,500,000
Western Ave. Santa Fe Ave. ‐ Western Ave./Santa Fe Ave./SW 44th St./SW 59th St. (Ward 4)
Resurfacing, repair, rehabilitation or improvement of streets located in the areas bounded by listed
streets; may include A&E, signals, signs, markings, devices, conduit, lighting, drainage, intersection
improvements, ROW, utilities and sidewalks. Estimated annual operating cost is $0.
FY18 Cost
2007 G.O. Bonds $3,595,000
Project Total $3,595,000
PUBLIC WORKS ‐ STREETS FY18 TOTAL $67,651,500
E-41
PUBLIC WORKS ‐ TRAFFIC CAPITAL PROGRAM
PUBLIC WORKS ‐ TRAFFIC
2007 Unlisted ‐ Traffic ‐ Citywide
Control project to manage unlisted funds to support traffic project shortfalls and new projects within the
scope of the General Obligation Bond proposition approved by voters. Estimated annual operating cost is
$0.
FY18 Cost
2007 G.O. Bonds $225,000
Project Total $225,000
Blackwelder Ave & SW 29th St ‐ Blackwelder Avenue and SW 29th Street (Ward 6)
Installation of new and/or improvement of existing traffic signals, signs, and/or devices which may
include related A&E, ROW, utility relocation, conduit installation, drainage, intersection improvements,
and/or lighting. Estimated annual operating cost is $0.
FY18 Cost
2007 G.O. Bonds $500,000
Project Total $500,000
Bryant Ave & Memorial Rd ‐ Bryant Avenue and Memorial Road (Ward 7)
Installation of new and/or improvement of existing traffic signals, signs, and/or devices which may
include related A&E, ROW, utility relocation, conduit installation, drainage, intersection improvements,
and/or lighting. Estimated annual operating cost is $0.
FY18 Cost
2007 G.O. Bonds $750,000
Project Total $750,000
Kentucky Ave & SW 29th St ‐ Kentucky Avenue and SW 29th Street (Ward 6)
Installation of new and/or improvement of existing traffic signals, signs, and/or devices which may
include related A&E, ROW, utility relocation, conduit installation, drainage, intersection improvements,
and/or lighting. Estimated annual operating cost is $0.
FY18 Cost
2007 G.O. Bonds $500,000
Project Total $500,000
Linwood & Virginia Ave ‐ Linwood and Virginia Avenue (Ward 6)
Installation of new and/or improvement of existing traffic signals, signs, and/or devices which may
include related A&E, ROW, utility relocation, conduit installation, drainage, intersection improvements,
and/or lighting. Estimated annual operating cost is $0.
FY18 Cost
2007 G.O. Bonds $250,000
Project Total $250,000
E-42
PUBLIC WORKS ‐ TRAFFIC CAPITAL PROGRAM
McKinley & SW 29th St ‐ McKinley and SW 29th Street (Ward 6)
Installation of new and/or improvement of existing traffic signals, signs, and/or devices which may
include related A&E, ROW, utility relocation, conduit installation, drainage, intersection improvements,
and/or lighting. Estimated annual operating cost is $0.
FY18 Cost
2007 G.O. Bonds $500,000
Project Total $500,000
NW 30th St & Walker Ave ‐ NW 30th Street and Walker Avenue (Ward 2)
Installation of new and/or improvement of existing traffic signals, signs, and/or devices which may
include related A&E, ROW, utility relocation, conduit installation, drainage, intersection improvements,
and/or lighting. Estimated annual operating cost is $0.
FY18 Cost
2007 G.O. Bonds $250,000
Project Total $250,000
Robinson Ave & SW 23rd St ‐ Robinson Avenue and SW 23rd Street (Ward 7)
Installation of new and/or improvement of existing traffic signals, signs, and/or devices which may
include related A&E, ROW, utility relocation, conduit installation, drainage, intersection improvements,
and/or lighting. Estimated annual operating cost is $0.
FY18 Cost
2007 G.O. Bonds $500,000
Project Total $500,000
Santa Fe & NE 63rd St ‐ Santa Fe and NE 63rd Street (Ward 7)
Installation of new and/or improvement of existing traffic signals, signs, and/or devices which may
include related A&E, ROW, utility relocation, conduit installation, drainage, intersection improvements,
and/or lighting. Estimated annual operating cost is $0.
FY18 Cost
2007 G.O. Bonds $500,000
Project Total $500,000
PUBLIC WORKS ‐ TRAFFIC FY18 TOTAL $3,975,000
E-43
SOLID WASTE MANAGEMENT CAPITAL PROGRAM
SOLID WASTE MANAGEMENT
Mobile Equipment ‐ Citywide (N/A)
Replacement of pick‐up trucks, refuse trucks, side loaders, and other mobile equipment. Estimated
annual operating cost is $0.
FY18 Cost
OKC Environmental Asst Trust $2,522,259
Project Total $2,522,259
Waste Cart Purchases ‐ Citywide (N/A)
Replacement of recycle bins and Big Blue waste carts and the addition of carts for expanded service.
Estimated annual operating cost is $0.
FY18 Cost
OKC Environmental Asst Trust $12,433,982
Project Total $12,433,982
SOLID WASTE MANAGEMENT FY18 TOTAL $14,956,241
E-44
WASTEWATER CAPITAL PROGRAM
WASTEWATER
Chisholm Creek WWTP R & R ‐ 22000 N. Western Avenue (Ward 8)
Chisholm Creek Wastewater Treatment Plant renewal and/or replacements. Estimated annual operating
cost is $0.
FY18 Cost
OKC Water Utilities Trust $620,000
Project Total $620,000
Chisholm Creek WWTP Upgrades ‐ 22000 N. Western Avenue (Ward 7)
Improvement to the Chisholm Creek Wastewater Treatment Plant in order to meet permit and regulatory
requirements and maintain reliable operations. Estimated annual operating cost is $0.
FY18 Cost
OKC Water Utilities Trust $5,160,000
Project Total $5,160,000
Citywide Sanitary Sewer R&R ‐ Citywide
To provide for renewal and/or replacement of deficient sanitary sewer lines. Estimated annual operating
cost is $0.
FY18 Cost
OKC Water Utilities Trust $5,570,000
Project Total $5,570,000
Condition Assessmnt/Survey/Inv ‐ Citywide
This program will determine location of assets and determine which ones require further investigation.
Estimated annual operating cost is $0.
FY18 Cost
OKC Water Utilities Trust $6,192,000
Project Total $6,192,000
Customer Service Division Proj ‐ Citywide
Replaces meters and meter pits. Estimated annual operating cost is $0.
FY18 Cost
OKC Water Utilities Trust $1,800,000
Project Total $1,800,000
Deer Creek Plant Improvements ‐ 20600 N. Portland Avenue (Ward 8)
Improvements to the Deer Creek Wastewater Treatment Plant. Estimated annual operating cost is $0.
FY18 Cost
OKC Water Utilities Trust $1,030,000
Project Total $1,030,000
E-45
WASTEWATER CAPITAL PROGRAM
Emergency Projects ‐ Citywide
Wastewater related emergency projects. Estimated annual operating cost is $0.
FY18 Cost
OKC Water Utilities Trust $620,000
Project Total $620,000
Equipment Replacement ‐ Citywide
Mobile equipment replacement. Estimated annual operating cost is $0.
FY18 Cost
OKC Water Utilities Trust $1,160,000
Project Total $1,160,000
Lift Station R & R ‐ Citywide
Lift station renewals and/or replacements. Estimated annual operating cost is $0.
FY18 Cost
OKC Water Utilities Trust $620,000
Project Total $620,000
Line Maintenance Division Proj ‐ Citywide
Line Maintenance Division capital projects. Estimated annual operating cost is $0.
FY18 Cost
OKC Water Utilities Trust $1,500,000
Project Total $1,500,000
N Canadian WWT R & R ‐ 12800 N. Anderson Road (Ward 7)
North Canadian Wastewater Treatment Plant renewal and/or replacements. Estimated annual operating
cost is $0.
FY18 Cost
OKC Water Utilities Trust $1,550,000
Project Total $1,550,000
North Canadian Interceptor ‐ Citywide
Increase capacity of North Canadian wastewater collection system. Estimated annual operating cost is
$0.
FY18 Cost
OKC Water Utilities Trust $10,420,000
Project Total $10,420,000
E-46
WASTEWATER CAPITAL PROGRAM
Policy B and B‐1 Projects ‐ Citywide
Policy B or B‐1 may be used if a development is located within a sewer shed where the potential for
additional growth will require proposed wastewater mains to be upsized to meet future development.
Estimated annual operating cost is $0.
FY18 Cost
OKC Water Utilities Trust $520,000
Project Total $520,000
Public Works Reimbursements ‐ Citywide
Public Works Reimbursement Projects. Estimated annual operating cost is $0.
FY18 Cost
OKC Water Utilities Trust $310,000
Project Total $310,000
Relocation For Road Projects ‐ Citywide
Relocations of sewer roadway improvement projects. Estimated annual operating cost is $0.
FY18 Cost
OKC Water Utilities Trust $520,000
Project Total $520,000
S Canadian WWT R & R ‐ 15924 S. May Avenue (Ward 5)
South Canadian Wastewater Treatment Plant renewal and/or replacements. Estimated annual operating
cost is $0.
FY18 Cost
OKC Water Utilities Trust $410,000
Project Total $410,000
South Canadian Expansion ‐ 15924 S. May Avenue (Ward 5)
South Canadian Wastewater Treatment Plant expansion. Estimated annual operating cost is $0.
FY18 Cost
OKC Water Utilities Trust $56,720,000
Project Total $56,720,000
Technology Upgrades ‐ Citywide
Technology Upgrades. Estimated annual operating cost is $0.
FY18 Cost
OKC Water Utilities Trust $620,000
Project Total $620,000
WASTEWATER FY18 TOTAL $95,342,000
E-47
WATER CAPITAL PROGRAM
WATER
City of The Village Main Repl ‐ City of The Village (N/A)
The City of The Village Main Replacement. The City of Oklahoma City Water Utilities provides water to
the City of The Village. Estimated annual operating cost is $0.
FY18 Cost
OKC Water Utilities Trust $820,000
Project Total $820,000
Citywide Water Main R & R ‐ Citywide
Water main renewals and/or replacements. Estimated annual operating cost is $0.
FY18 Cost
OKC Water Utilities Trust $4,870,000
Project Total $4,870,000
Customer Service Division Proj ‐ Citywide
Replaces water meters and meter pits. Estimated annual operating cost is $0.
FY18 Cost
OKC Water Utilities Trust $1,800,000
Project Total $1,800,000
Draper 72" Replace From WTP ‐ Citywide
Replacement of the existing 72‐inch. Estimated annual operating cost is $0.
FY18 Cost
OKC Water Utilities Trust $930,000
Project Total $930,000
Draper Plant R & R ‐ 13700 S. Douglas Boulevard (Ward 4)
Draper Plant renewal and/or replacement. Estimated annual operating cost is $0.
FY18 Cost
OKC Water Utilities Trust $7,370,000
Project Total $7,370,000
Draper WTP Expansion ‐ 13700 S. Douglas Boulevard (Ward 4)
Expansion of Draper Water Treatment Plant Estimated annual operating cost is $0.
FY18 Cost
OKC Water Utilities Trust $30,940,000
Project Total $30,940,000
E-48
WATER CAPITAL PROGRAM
Draper/Hefner Interconnection ‐ Citywide
Transmission and Booster Station Improvements to Interconnect the Draper and Hefner Service Areas.
Estimated annual operating cost is $0.
FY18 Cost
OKC Water Utilities Trust $9,800,000
Project Total $9,800,000
Emergency Projects ‐ Citywide
Water related emergency projects. The department deals with a number of emergencies during the
operation of raw water supply and potable water distribution. Funds are allocated every fiscal year to pay
for these emergencies. Estimated annual operating cost is $0.
FY18 Cost
OKC Water Utilities Trust $1,240,000
Project Total $1,240,000
Equipment Replacement ‐ Citywide
Mobile equipment replacment. Estimated annual operating cost is $0.
FY18 Cost
OKC Water Utilities Trust $1,160,000
Project Total $1,160,000
Existing Atoka Pipeline ‐ Lake Atoka to Lake Stanley Draper (N/A)
Maintenance and repair of the existing raw water pipeline. Estimated annual operating cost is $0.
FY18 Cost
OKC Water Utilities Trust $20,620,000
Project Total $20,620,000
Hefner Plant R & R ‐ 3827 W. Hefner Road (Ward 8)
Hefner Water Treatment Plant renewal and/or replacement. Estimated annual operating cost is $0.
FY18 Cost
OKC Water Utilities Trust $6,800,000
Project Total $6,800,000
Hefner WTP Upgrades ‐ 3827 W. Hefner Road (Ward 8)
Improvements to the Hefner Water Treatment Plant to meet regulatory requirement and maintain
reliable operation. Estimated annual operating cost is $0.
FY18 Cost
OKC Water Utilities Trust $3,610,000
Project Total $3,610,000
E-49
WATER CAPITAL PROGRAM
Line Maintenance Division Proj ‐ Citywide
Line Maintenance Division capital projects. Estimated annual operating cost is $0.
FY18 Cost
OKC Water Utilities Trust $210,000
Project Total $210,000
Overholser plant R & R ‐ 601 N. Pennsylvania (Ward 1)
Overholser Plant renewals and/or replacement. Estimated annual operating cost is $0.
FY18 Cost
OKC Water Utilities Trust $310,000
Project Total $310,000
Policy A and A‐1 Projects ‐ Citywide
Policy A or A‐1 may be used if a development is located within a service area where the potential for
additional growth will require proposed water mains to be upsized to meet future development.
Estimated annual operating cost is $0.
FY18 Cost
OKC Water Utilities Trust $100,000
Project Total $100,000
Public Works Reimbursements ‐ Citywide
Public Works Reimbursement Projects. Estimated annual operating cost is $0.
FY18 Cost
OKC Water Utilities Trust $310,000
Project Total $310,000
Raw Water‐2nd Atoka Pipeline ‐ Lake Atoka to Lake Stranley Draper (Citywide)
Construction of a second raw water pipeline from Lake Atoka to Lake Stanley Draper. Estimated annual
operating cost is $0.
FY18 Cost
OKC Water Utilities Trust $10,690,000
Project Total $10,690,000
Relocation For Road Projects ‐ Citywide
Relocation of water roadway improvement projects. Estimated annual operating cost is $0.
FY18 Cost
OKC Water Utilities Trust $620,000
Project Total $620,000
E-50
WATER CAPITAL PROGRAM
Reservoir Maintenance ‐ Citywide
The City owns and operates Lake Draper, Lake Hefner, Lake Overholser, and Lake Atoka. Many of the
functional and structural components of the reservoir require capital funds to do major repairs and or
upgrades. Estimated annual operating cost is $0.
FY18 Cost
OKC Water Utilities Trust $4,680,000
Project Total $4,680,000
Technology Upgrade ‐ Citywide
Technology Upgrades. Estimated annual operating cost is $0.
FY18 Cost
OKC Water Utilities Trust $620,000
Project Total $620,000
Westward extension ‐ Southwest Oklahoma City (N/A)
Extension of large diameter line. Estimated annual operating cost is $0.
FY18 Cost
OKC Water Utilities Trust $8,760,000
Project Total $8,760,000
WATER FY18 TOTAL $116,260,000
E-51
C I B
E-52
B D S
O B D S
Major capital improvements such as streets, drainage, facili es, and major equipment are o en
financed by bonds. This funding mechanism allows payment for infrastructure improvements to be
made over mul ple years, usually over the life of the improvement.
General Obliga on Bonds (GO Bonds) are issued only upon voter approval. Voters must be informed of
the purpose of the bonds and review a list of bond projects to be funded.
Each year, the City repays a por on of the remaining principal on GO Bonds it has issued, along with
interest on the remaining balance. Together these payments are called Debt Service. The ad valorem
tax (property tax) is the primary revenue source used for repaying GO Bonds. The Debt Service Fund is
totally independent of the City’s opera ng funds, using a different source of revenue. Because of this
independence, debt service costs do not affect current or future opera ons.
State law does not place a cap on the amount of debt the City can incur through our General
Obliga on Bonds, but does limit the amount of debt on General Obliga on Limited Tax (GOLT) Bonds
to $5 per $1,000 assessed. Revenue bonds for water, sewer, airport and parking projects, backed by
user fees, have been issued by various trusts established by the City. The City is the legal beneficiary of
these trusts.
General Obliga on Bonds are backed by the full faith and credit of the City, meaning the City must levy
ad valorem taxes sufficient to pay the annual principal and interest payments. By State law, ci es may
only use ad valorem taxes to support the Debt Service Fund. The Mayor and City Council of Oklahoma
City follow an informal policy of keeping the ad valorem tax rate for debt service at or near $16 per
$1,000 dollars of net assessed value.
In addi on to paying the principal and interest on General Obliga on Bonds issued by the City, the
Debt Service Fund also pays certain legal judgments against the City. The Debt Service Fund Budget is
subject to different legal requirements than the remainder of the City's budget. The Debt Service
budget is adopted and filed with the County Excise Board, which establishes property tax rates once
the results from the previous year are finalized. The City’s adopted budget will be amended during the
fiscal year to address any differences that exist between the adopted budget and the final budget
approved by the County Excise Board.
Fire StaƟon #26 located at 7025 SW 119th St. was paid for
with General ObligaƟon Bond Funds.
E-53
B D S
E-54
B D S
D S B
Expenditures ‐ Non‐Departmental
Judgments $3,347,168 $2,734,433 4,955,144
Judgment Interest 166,194 147,097 195,003
Fiscal Agency Fees 274,023 440,000 1,000,000
Bond Retirement 53,340,000 55,855,000 57,215,000
Interest on Bonds 28,059,708 28,735,203 26,438,931
Reserve For Future Debt Service Payments 0 24,186,918 16,272,130
Transfers 0 0 0
Total Expenditures $85,187,094 $112,098,651 $106,076,208
* Estimated.
** Assumes budgeted revenues and expenditures.
E-55
B D S
R B A I P
$80
$50 $22.82
$40
$30
$51.36 $53.34 $55.86 $57.22 $56.47 $53.14
$43.99 $43.07 $47.86
$20 $37.46 $39.07
$10
$0
2010 2011 2012 2013 2014 2015 2016 2017* 2018* 2019* 2020*
E-56
B D S
$12.00
$10.00
$8.00
$6.00
$4.00
$2.00
$0.00
2010 2011 2012 2013 2014 2015 2016 2017* 2018* 2019* 2020*
* Projected
a
Per $1,000 of Assessed Value *Projected
NOTE: This informa on includes tax rates for an cipated bond issues. Although there is no limit in
Oklahoma State Law, the Mayor and City Council of Oklahoma City follow an informal policy of keeping the
mill levy/ad valorem tax rate at or near $16 per $1,000 dollars of net assessed value.
$80
Millions
$60
$40
$20
$0
2017 2018 2019
E-57
B D S
E-58
Appendix
F-1
Appendix
Legislative Requirements
Oklahoma State Law allows for two methods of budgeting. The City of
Oklahoma City has chosen the fund and department method and these are
the requirements:
1. A budget that discloses the complete financial position and condition of the City must be prepared and submitted to the
Mayor and City Council at least thirty days prior to the beginning of the fiscal year.
2. The budget must contain a summary, a message from the City Manager and a description of important budget features.
Actual revenues and expenditures for the immediate prior fiscal year must be included along with the budgeted revenues and
expenditures for the current year and estimated revenues and expenditures for the upcoming fiscal year.
3. The estimate of revenues and expenditures must be accounted for by fund and account. The budget of expenditures for
each fund may not exceed the estimated revenues. No more than 10 percent of the total budget for any fund may be budget-
ed for miscellaneous purposes (e.g., contingencies and reserves).
4. No later than fifteen days prior to the beginning of the budget year, the Council must hold a public hearing on the pro-
posed budget. The date, time and place of the hearing, along with a summary of the budget, must be published in a newspa-
per of general circulation no less than five days before the hearing. The proposed budget is available to the public at this
time.
5. After the hearing and at least seven days prior to the beginning of the budget year, Council must adopt the budget.
6. The adopted budget must be filed with the State Auditor and Inspector and the City Clerk. The adopted budget becomes
effective on the first day of the fiscal year.
7. No expenditures or encumbrances may exceed 90 percent of the appropriation for any fund until revenues, including the
prior fiscal year’s fund balance, in an amount equal to at least 90 percent of the appropriation for the fund are collected.
8. General obligation operating debt and deficit spending are prohibited. Oklahoma City’s debt service requirements are,
therefore, budgeted in a Debt Service Fund. Revenue bonds may be issued by Trusts and Authorities, while voter approved
general obligation bond issues may be used to finance specific capital projects.
9. The Municipal Budget Act also allows cities to transfer funds between departments and/or between expenditure catego-
ries (i.e., Capital Outlay to Personal Services, Supplies to Capital Outlay, etc.). Since these transfers represent a deviation from
the adopted budget, the City Manager reports these transfers to the City Council as an informational item. This practice
keeps the governing body informed of necessary operational changes as the adopted budget is implemented.
10. Trusts that have been created to benefit the City are required to submit budgets, financial reports and related materials
to the Mayor and City Council.
F-2
Appendix
The budget is adopted by the Mayor and City Council by fund, department and expenditure classification.
Personal Services are the costs of personnel, such as compensating City employees for salaries, wages, and employee bene-
fits (social security, retirement, and insurance), the cost of health insurance for retired employees, and other personnel relat-
ed costs such as uniform allowance.
Other Services and Charges are for expenditures for services (e.g., advertising, repairs, postage), contractual arrangements,
and any other expenditures that are not applicable to the other classifications.
Supplies and Materials are items used to provide City services such as fuel, parts, and office supplies.
Capital Outlay is the purchase, construction or improvement of machinery and equipment, furniture, land, buildings, and
similar assets. Capital outlay items have a useful life of over one year and a cost of $7,500 or more. Definitions differ for
grant and certain special revenue funds.
Transfers are payments to other funds or trusts related to the City. Some transfers are general fund subsidies to other City
funds.
Debt Service is the payment of principal and interest on bonds that financed the purchase or construction of City facilities
such as roads, buildings, and water supply systems.
Actual expenditures are charged to more detailed accounts. For example, the supplies and materials classification contains
distinct object accounts for fuel, office supplies, computer supplies and other commodities.
Departments have the flexibility to shift funds between accounts within the same classification (e.g., from the fuel account to
the office supplies account) or between organizational divisions in the same classification (e.g., from the Fire Department/
Administration Division’s personal service classification to the Fire Department / Fire Suppression Division’s personal service
classification).
A department cannot exceed the adopted budget for any classification without either a budget amendment or an appropri-
ately approved budget transfer.
Budget Transfers
Transfers are more common than budget amendments and must be approved by the department (or, if funds are transferred
from one department to another, by both departments), the Office of Management and Budget, the Finance Director, and in
some cases, the City Manager. Transfers are reported quarterly to the Mayor and City Council for informational purposes.
Budget Amendments
The Oklahoma Municipal Budget Act permits the City Council to amend the City’s annual adopted budget. The budget may be
amended for supplemental appropriations up to the amount of any additional revenues that are available due to:
1. Revenues received from unanticipated sources;
2. Revenues from anticipated sources in excess of unbudgeted estimates; or
3. Unanticipated, unencumbered cash balances on hand at the end of the previous fiscal year in excess of budgeted esti-
mates.
The Oklahoma Municipal Budget Act also allows the City Council to take action, as it deems necessary, to amend the budget if
it appears that projected revenues will be insufficient to meet appropriations.
The budget amendment must be adopted at a City Council meeting and filed with the City Clerk and the State Auditor and
Inspector. In the event of a budget amendment, Oklahoma City incorporates the same public notice and public hearing prac-
tices used in the adoption of the original budget.
F-3
Appendix
Accounting Basis
Annual financial reports are prepared under the modified accrual and accrual basis of accounting, as required by Generally
Accepted Accounting Principles (GAAP). The annual financial report also compares actual revenues and expenditures on the
budgetary basis to the budget so that budget performance can be measured.
The City of Oklahoma City’s budgetary basis of accounting differs from the basis of accounting required by GAAP for preparing
the City’s Comprehensive Annual Financial Report (CAFR). The major differences between the budgetary basis of accounting
and the basis of accounting required by GAAP are listed in the following paragraphs. A reconciliation of the budgetary basis
and GAAP basis fund balances is provided each year in the CAFR.
1. For budgetary purposes, only revenues expected to be received in cash during the year or soon thereafter are included in
revenue estimates along with unreserved fund balance expected to be used during the coming year. For GAAP purposes,
governmental fund type revenues are recognized when they are both “measurable and available” according to the modified
accrual basis of accounting. Proprietary fund type revenues are recognized when earned according to the accrual basis of
accounting.
2. For budgetary purposes, only amounts that will be spent or encumbered (under contract) by the end of the fiscal year are
budgeted as expenditures. For GAAP purposes, governmental and proprietary fund type expenditures are recorded when
incurred according to the modified accrual and accrual basis of accounting. Encumbered amounts are commonly treated as
expenditures for budgetary purposes, while encumbrances are never treated as expenditures for GAAP purposes.
3. Transactions, such as transfers, classified as “other financing sources (or uses)” in the CAFR for GAAP purposes are classi-
fied as revenues and expenditures for budgetary purposes.
4. All City public trust revenues and expenses are incorporated for GAAP purposes but only included in budgetary revenues
and expenses to the extent that transfers are budgeted from or to a City fund by the public trust.
F-4
Appendix
This section describes the major policies and practices that guide Oklaho-
ma City’s financial planning and management. Policies are shaped by state
law and established by the Mayor and City Council. Practices are deter-
mined by City management and, while often ratified by the Mayor and City
Council in annual budgeting and other major decisions, have not been
adopted as policies.
F-5
Appendix
1.Balanced Budget. Under Title 11, Oklahoma statutes, Section 17-206, the budget of expenditures for a fund may not ex-
ceed the estimated revenues, including budgeted fund balance, for the fund. Fund Balance should not be budgeted as reve-
nue to support ongoing operations in the annual budget. Fund Balance may be budgeted to fund one-time expenses such as
capital projects. Fund balance may be drawn upon for cash flow needs, and may be used as revenue without amending the
budget if other revenue sources in total fall short of the estimate used in the adopted budget.
2. Municipal Budget Act. The City of Oklahoma City originally chose to begin using and complying with the Municipal Budget
Act (Title 11 Sections 17-201 through 17-218) on December 18, 1979 (Item VIII. B.) for its budget process. The City will contin-
ue to follow the provisions and requirements of the Municipal Budget Act in its annual budgeting process.
3. Borrowing for Operations. The City will not borrow from any external source to fund ongoing operations.
4. Reserves. To meet unexpected needs and to minimize the disruption caused by decreases in revenues and/or increases in
expenditures from year to year, most City funds should maintain two types of reserves: contingency and operating reserve.
a. Contingency. Each City fund should include an appropriation adequate to fund a contingency account of
a targeted amount of two percent of the fund’s budgeted expenditures. As needs arise, appropriations may be transferred
from the contingency account within legal and procedural limitations on transfers. The Municipal Budget Act specifies that no
more than ten percent of the total budget may be budgeted for miscellaneous purposes. This account would count as a mis-
cellaneous expense for purposes of the Municipal Budget Act because what it will be used for cannot be known.
b. Operating Reserve. Operating reserve is the fund balance carried forward into the next fiscal year that is
not budgeted. Each city fund will maintain an operating reserve, although the requirements for operating reserve differ de-
pending on the type of fund.
i. General Fund. The General Fund shall maintain operating reserves at the beginning of each fiscal year in
the amount of no less than eight percent and no more than fifteen percent of the total General Fund budget for that fiscal
year. This equates to maintaining approximately one to two months of expenditures in operating reserves. General Fund
operating reserves should be counter cyclical; reserve requirements are higher when the financial condition of the City is
better so that operating reserves may be drawn down should the financial condition worsen. If the operating reserve falls
outside of the eight to fifteen percent range, the City Manager will recommend appropriate action to address the situation.
ii. Other Funds. Any fund that supports personnel or other ongoing operating expenditures shall maintain
operating reserves at a target level of five to ten percent of the total budgeted expenditures of the fund for the ensuing fiscal
year. For the purposes of this section, “budgeted expenditures” means total budgeted expenditures and budgeted transfers
to other funds for the ensuing fiscal year for a fund. City enterprise funds that are fully supported by a trust of the City, such
as the Oklahoma City Water Utilities Trust, Oklahoma City Airports Trust or the Oklahoma City Environmental Assistance
Trust, are excepted from this operating reserve requirement. Funds that are fully supported by a trust will follow the trust
policy for operating reserve requirements.
c. Reporting Requirements. The City Manager shall notify the Mayor and Council of reserve and contingen-
cy levels for all funds in the proposed budget.
5. Performance-based Budget. The City Manager shall develop and present a budget that includes meaningful measures of
the performance of City government in meeting its various service demands. Such measures should be tied to individual pro-
grams, address specific services or functions and should measure the effectiveness and efficiency of services delivered rather
than only the workload generated. Historical performance measures data and performance targets for the coming fiscal year
shall be transmitted to the Mayor and City Council along with the proposed budget. The same information should be pub-
lished in the Annual Budget Book. The City Manager shall take into account the validity of the measures and the ability of
departments to meet the expected level of performance in allocating funds in the proposed budget.
F-6
Appendix
6. Scope of Budget. The annual budget shall estimate revenues and make appropriations for spending on all city, state, and
federal funds estimated to be available to the City during the fiscal year, regardless from what source derived.
a. Several funds within the budget have differing controls over them than the adopted budget. These are
Grant Funds, the Debt Service Fund and the Bond Funds. While appropriations for these funds are contained in the annual
budget, they are controlled by different sources than the annual budget.
i. The annual budget will contain an estimate of revenue and expenses in the federal, state and private
grant funds, however, the control on those funds is at the individual grant level, not at the broader fund level.
ii. The Debt Service (Sinking) Fund will be included in the annual budget; however, it is the County Excise
Board which approves the final Debt Service budget. The Finance Department will amend the annual budget to bring it in line
with the final budget approved by the County Excise Boards for the counties in which Oklahoma City is located; however, it is
that budget and state law which governs the Debt Service (Sinking) Fund budget.
iii. An estimate of Bond Fund expenditures will be included in the annual budget for information purposes.
Spending in the Bond Funds is controlled by the requirements contained in the various ballots approved by voters and the
legal restrictions placed on bond funds.
7. Annual Budget Book. In addition to the Annual Budget adopted by the City Council, the City shall make available an Annual
Budget Book. This book shall include such additional information as may be useful to citizens, including information on pro-
grams, performance and staffing levels.
a. Level of Control. The Annual Budget shall be filed with the State Auditor and Inspector as required by
Title 11 Oklahoma Statutes, Section 17-209, to the level of specificity required by Title 11 Oklahoma Statutes, Section 17-213.
The annual Budget shall make appropriations specific to the fund, department and general character of expenditure. Funds
may be encumbered in accordance with Title 62 Oklahoma Statutes, Section 310.2 and the City Charter and Code, provided
that the unencumbered unexpended balance of the appropriation as a whole is not exceeded.
b. Transfers. The Oklahoma Municipal Budget Act (Oklahoma Statutes Title 11, section 17-201 et. seq) pro-
vides for certain transfers of unexpended and unencumbered appropriations by the chief executive officer or designee as
authorized by the governing body. In order to streamline the process and decrease delays in processing, the following policy
is put in place:
i. The City Manager may authorize transfers of any unexpended and unencumbered appropriation or any
portion thereof from one account to another within the same department or from one department to another within the
same fund (Except that no appropriation for debt service or other appropriation required by law or ordinance may be reduced
below the minimum required).
ii. The City Manager may designate the Assistant City Managers to authorize transfers.
iii. The Finance Director may authorize transfers between account classes (categories of budget as de-
scribed in the Municipal Budget Act) within any department.
iv. The City Manager will inform the Council of all transfers through regular City Manager reports on ad-
justments to the budget by transfers.
c. Lapsed appropriations. The fiscal year ends on June 30th. State law, under Title 62 of Oklahoma Statutes
Section 310.4, provides a 90 day period from June 30th to September 30th where claims for payment for goods or services
ordered in the previous fiscal year can be made against appropriations from the prior fiscal year. After that time, no further
claims can be made against prior year appropriations.
9. Budget Amendments. The Annual Budget shall be amended in accordance with Title 11 Oklahoma Statutes, Section 17-
216.
The governing body may amend the budget to make supplemental appropriations to any fund up to the amount of additional
revenues which are available for current expenses for the fund due to:
a. Revenues received or to be received from sources not anticipated in the budget for that year;
b. Revenues received or to be received from anticipated sources but in excess of the budget estimates there-
fore; or
c. Unexpended and unencumbered fund balances on hand at the end of the preceding fiscal year which had
not been anticipated or appropriated in the budget. Any appropriation authorizing the creating of an indebtedness shall be
governed by the applicable provisions of Article 10 of the Oklahoma Constitution.
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If at any time during the budget year it appears probable that revenues available will be insufficient to meet the amount ap-
propriated, or that due to unforeseen emergencies there is temporarily insufficient money in a particular fund to meet the
requirements of appropriation for the fund, the governing body shall take action as it deems necessary. For that purpose, it
may amend the budget to reduce one or more appropriations or it may amend the budget to transfer money from one fund
to another fund, but no appropriation for debt service may be reduced and no appropriation may be reduced by more than
the amount of the unencumbered and unexpended balance thereof. No transfer shall be made from the debt service fund to
any other fund except as may be permitted by the terms of the bond issue or applicable law.
A budget amendment as provided in this section authorizing supplemental appropriations or a decrease in the total appropri-
ation of funds shall be adopted at a meeting of the governing body and filed with the municipal clerk and the State Auditor
and Inspector.
Any resolution amending the budget of any fund to recognize and appropriate fund balance shall state the reason for the
amendment and the estimated impact upon reserve levels.
10. Financial Forecast. The City Manager shall, at least, biennially prepare and transmit to the Mayor and City Council a fore-
cast of City revenues and expenditures for the ensuing five years, and the major financial policy issues likely to be addressed
in that five-year period.
11. Decentralization. The City Manager shall make every effort to involve departments in the preparation of the proposed
budget and to give managers maximum legal flexibility in encumbering and expending funds once the budget is adopted. See
e.g., Title 62 Oklahoma Statutes, Section 310.2.
12. Arbitrage Compliance. To comply with federal regulations on interest earnings on tax-exempt bonds with the least im-
pact on the operating budget, the City shall annually project payments to the federal government for arbitrage penalties,
rebates and other payments for the next five years.
13. Spending for Capital Projects. To preserve the investment in City facilities, vehicles, and infrastructure, to reduce the
likelihood of service interruption due to facility or equipment failure, and to promote economic development, the City shall
make efforts to increase General Fund spending for capital assets. The City shall attempt to commit any growth revenue from
non-recurring revenue sources to non-recurring expenses, such as capital expenditures.
14. Cost Allocation Plan. The City Manager shall annually prepare and distribute a cost allocation plan. This plan should allo-
cate the costs of the various administrative departments among all departments offering direct service to the public. The
plan should conform to all requirements of federal funding agencies regarding such plans. The plan should be as simple as
possible while maintaining equity. In preparing the cost allocation plan, the City Manager shall solicit input from both the
administrative departments whose costs are allocated and the direct service departments to which costs are allocated. The
City Manager may determine which allocated costs are paid from one department or fund to another based on ability to pay
but shall maintain equitable treatment of all departments or funds.
15. Interest and Investment Income. Interest and investment income earned by each fund shall be deposited in the same
fund. All interest and investment income shall have the same purpose as that of the fund.
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Capital Planning
The City Manager provides the City Council periodic progress reports on
the status of capital improvement projects.
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Revenue
Revenue Practices
1. Revenues are estimated annually.
2. Efforts are made to diversify revenues.
3. User charges are reviewed periodically and recommendations to increase or decrease charges are based on the
following:
a. The history of charge levels, including how long present charges have been in place.
b. For charges that defray all or part of the cost of delivering a service, how revenues compare to costs.
c. How City charges compare to those of surrounding and comparable cities.
d. The potential impact on the City, the local economy and on individuals and firms who will pay the
charge.
4. Increases to user charges are to be implemented incrementally whenever possible.
Sales, use and hotel tax revenues are monitored and reported to the City Manager, the Mayor and City Council each month.
Total City revenues are monitored, analyzed and reported to the City Manager monthly and to the Mayor and City Council
periodically.
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Investment
Safety. Safety of principal is the foremost objective of the City’s investment program. Investments of the City shall be under-
taken in a manner that seeks to ensure the preservation of capital of the portfolio. This objective will be to minimize credit
risk and interest rate risk.
Liquidity. The City’s investment portfolio shall at all times be sufficiently liquid to enable the City to meet all operating cash
flow needs that are reasonably anticipated. This will be accomplished by structuring the portfolio so that securities mature
concurrent with cash needs to meet anticipated demands.
Return on Investments. The City’s investment portfolio shall be designed with the objective of attaining a market rate of re-
turn throughout budgetary and economic cycles, taking into account the City’s investment risk constraints, liquidity needs and
cash flow characteristics of the portfolio. Return shall be subordinate to safety and liquidity.
The Charter of Oklahoma City Article IV, § 13, provides for the investment of municipal funds in the custody of the City Treas-
urer upon the direction of the Council and only in such securities as are provided by the Constitution and the laws of the State
of Oklahoma for the investment of the municipal funds. The statutes that bear on the investment of municipal funds are 62
O.S. Supp. 2000 § 348.1; 62 O.S. Supp. 2000 §§ 348.3 and 62 O.S. Supp. 2000 §§ 517.1 et seq. The City Manager is authorized
to appoint Assistant City Treasurers to assist with the function of the City Treasurer and perform the duties of City Treasurer
in absence or incapacity as specified in the Oklahoma City Municipal Code, § 2-232 (2002). In accordance with these provi-
sions, the City Treasurer and Assistant City Treasurers will authorize all purchases, sales and trades of investments in accord-
ance with the scope, objectives and covenants of the policy including those recommended by any independent professional
investment consultants hired by the City. The City Treasury personnel involved in the investment process shall act responsibly
as custodians of public funds. The City Treasurer shall be responsible for all transactions undertaken and shall establish a
system of controls and procedures to regulate the activities of assistants and any independent professional investment con-
sultants.
The City Treasury personnel who have authority to invest public funds, make wire transfers, or who have signatory authority
for depository accounts are required to be bonded in accordance with the Oklahoma City Municipal Code, § 2-233 (2002).
The City Treasurer and a designee of the City Manager’s Office will review all investment transactions.
The City currently invests in short-term U.S. Treasury securities, callable and non-callable agencies, collateralized or insured
certificates of deposit, collateralized savings accounts, money market funds repurchase agreements and prime commercial
paper. Repurchase agreements are fully collateralized by U.S. Treasury securities and agencies under a master repurchase
agreement.
The City’s basic investment strategy is to structure the investment portfolio to meet various cash flow needs and attain a mar-
ket-average rate of return.
Through historical experience, the Treasurer has documented the on-going cash flow needs of the City (e.g. bi-weekly payroll,
vendor payments, debt service payments, and capital project requirements). In most instances, investment maturities are
laddered to cover specific, known cash flow requirements throughout the year, such as debt service payments and capital
improvement program expenditures. Short term investments, including money market funds, high balance savings accounts
and prime commercial paper are maintained for liquidity.
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This portfolio strategy allows the City to meet liquidity requirements and provides the City reasonable rates of return under
various market conditions. The portfolio is structured within the maturity and type limitations described below.
Maturity Limitations
Percentage of Total Invested Principle
MAXIMUM % MINIMUM %
*includes SLGS
The investment policy also has additional provisions pertaining to the following:
Standard of care
Ethics and conflict of interest
Authorized depository institutions/financial dealers
Collateralization
Safekeeping and custody
Delivery versus payment
Internal controls
Investment committee
Investment procedures
Record keeping and reporting
Interest earnings
Competitive selection of investments
Performance standards
Bond fund proceeds
Policy adoption
Advance refunding escrows
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Debt Management
The City and the public trusts, of which the City is a beneficiary, issue the
following types of bonds:
1. General Obligation Bonds. The City may issue general obligation bonds that have been approved by a majority of the
voters for various municipal improvements. These bonds are backed by the full faith and credit of the City, are retired
from a property tax levy, and must be sold at competitive public sale.
2. Revenue Bonds. The City has created a number of trusts to finance City services that have issued revenue bonds to
acquire assets or construct improvements. The debt of these trusts does not constitute debt of the City and is payable
solely from the resources of the trusts. Relevant State statutes, the trust indenture, and the bond indenture govern the
terms of these revenue bond issues.
Under City policy, professional consulting services for the issuance of the debt (bond counsel, bond underwriters, and
financial advisors) will be selected through an open and fair process in accordance with the Council approved “Administrative
Guidelines and Procedures for Selection of Professional Consulting Services.”
The City’s capital funding and debt management practices are designed, as
follows:
1. To maintain a balanced relationship between issuing debt and pay-as-you-go financing.
2. To use debt only for capital projects that cannot be financed from current revenues.
3. To schedule maturities of debt so as not to exceed the expected useful life of the capital project or asset(s) financed.
4. To maintain and improve current bond ratings so that borrowing costs are minimized and access to credit is preserved.
Good communication with bond rating agencies will be maintained and the City will follow a policy of full disclosure on
official bond statements.
5. To actively monitor its investment practices to ensure maximum returns on its invested bond proceeds while complying
with Federal arbitrage requirements.
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Procurement
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Financial Reporting
1. The City’s approach to financial reporting and disclosure is comprehensive, open and accessible. The objective of
financial reporting activities is to provide interested parties with accurate, timely and understandable information
concerning the City’s financial operations and results.
2. The City has a comprehensive accounting information system. Interim financial statements provide City management,
the Mayor and City Council with regular financial analyses. The City’s accounting and financial reporting comply with
Generally Accepted Accounting Principles (GAAP).
3. The City produces a Comprehensive Annual Financial Report (CAFR) for the City and the Oklahoma City Employee
Retirement System and annual reports for major public trusts, in accordance with state and federal law. This reporting
attempts to meet or exceed industry standards (established by the Governmental Accounting Standards Board) for
financial reporting. The CAFR encompasses the City and related public trusts, associations, foundations, etc. as
determined to comprise the City’s reporting entity and over which the City exercises accountability and serves as the
City’s primary external reporting document.
4. The City also produces financial reports meeting regulatory requirements for secondary market disclosure, as
determined by the Securities and Exchange Commission and other financial documents required to maintain the City’s
regulatory compliance.
Internal Controls
1. The City’s internal control environment is designed to safeguard City assets and provide reliable financial records.
Reasonable assurances are provided through implementation of the following internal controls.
a. Transactions are executed in accordance with City Council and/or management’s general or specific
authorization.
b. Transactions are recorded as necessary to permit preparation of financial statements in conformity with
GAAP or other criteria applicable to such statements and/or to maintain accountability for assets.
c. Access to assets is permitted only in accordance with the City Council and/or management’s authorization.
d. The recorded accountability for assets is compared with the existing assets at reasonable intervals and
appropriate action is taken with respect to any differences.
2. The City’s internal controls are reviewed annually as a part of the independent audit and in compliance with federal and
state regulations. Internal controls are also routinely reviewed by internal auditors. The City implements cost effective
management and internal control recommendations.
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Auditing
1. By City Council resolution, the Audit Committee Charter was established as a standing committee of the City Council.
2. The Audit Committee reviews matters relating to internal and external auditing and the City’s system of internal
controls. The Audit Committee promotes cooperation among auditors and management, preserves the independence of
the auditing function and ensures that appropriate action is taken on audit findings.
3. The City Charter and Oklahoma Statutes require an annual independent audit. Statutes also require annual audits of
active public trusts. The City and its public trusts comply with audit requirements.
4. The City’s independent auditor is competitively selected based on technical qualifications to obtain qualified audit
services at the lowest cost to the City.
5. By City Council resolution, public trusts of which the City is the beneficiary are encouraged to use the independent
auditor competitively selected by the City. The City complies with the Single Audit Act which requires that a
comprehensive audit of federal funds be conducted in conjunction with the City’s annual financial audit associated with
the CAFR.
6. The City Auditor is appointed by the Mayor and City Council. The position of City Auditor is established by the City
Charter and the office has been confirmed and established by ordinance as the Auditing Department. The Auditing
Department and the City Auditor are a part of the Division of Public Affairs whose duties and responsibilities as
established by the City Charter or related ordinance include, but are not limited, to the following:
a. determine whether management has established and complied with procedures and practices to ensure
that:
City operations are being conducted efficiently and effectively, in a manner consistent with the intended
objectives of the governing body and in compliance with applicable laws and regulations; resources,
including funds, contractual rights, property and personnel, are adequately safeguarded; and financial and
management records and reports disclose fairly, accurately and completely all information that is required
by law, that is necessary to assess the City's financial position and that is necessary to understand and
evaluate the results of operations.
b. evaluate and report on the adequacy and effectiveness of the internal control structure established and
utilized over the payment of municipal funds;
c. attend bid openings and verify the correctness, completeness and accuracy of bids received; and
d. receive and file annually property inventories.
7. The Office of the City Auditor develops an audit plan which is submitted for the review and approval of Mayor and
Council. The Comprehensive Audit Plan is a detailed work program that allocates the professional hours available among
specified audit engagements.
8. Policies and procedures adopted by resolution of Mayor and Council direct that the operations of the Office of the City
Auditor shall be conducted in accordance with government auditing standards.
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NOTES:
(a) The budgeted contingency includes only operating contingencies.
(b) The City's Financial Policies set a target of 2% for budgeted contingency.
(c) The Projected Unbudgeted Fund Balance figures were calculated using estimates developed at the time
the budget was presented to the City Council
(d) The City's Financial Policies set an 8-15% target for unbudgeted fund balance in the General Fund and 5 to
10% in other funds.
(e) Contingency is below target levels of 2% because of a management decision to lower
contingency in order to maximize availability of funds for departmental programs.
(f) These funds are dedicated for use by other entities; contingency is included in the receiving entity's budget.
(g) These funds carry a high unbudgeted fund balance as a reserve for future projects.
(h) These funds can rely on the General Fund or other entities for some or all of their funding and, therefore, do
not have the same fund balance requirements as other funds.
(i) All expenditures managed in these funds are expended on behalf of trust and other funds. Remaining
balances are fully refunded by the end of each fiscal year with no remaining fund balance.
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Glossary
Account Class – A grouping of similar expenditure codes that follows the structure outlined in the Municipal Budget Act, e.g.,
personal services, other services and charges, supplies, capital outlay and transfers.
Account Code – An expenditure or revenue account number such as office supplies or rental of equipment. This is
synonymous with line item.
Accrual Basis of Accounting – The accrual basis of accounting recognizes revenues, when earned, and expenses, when
incurred, as opposed to recognizing revenues when received and expenses when paid. The accrual basis of accounting is used
in proprietary fund types and the pension trust fund.
ADA – Americans with Disabilities Act. Enacted in 1990 and amended in 2008 as a wide-ranging civil rights law that prohibits
discrimination based on disability. In regards to public entities, the act also mandates compliance with specific physical and
procedural access regulations to all service and programs offered.
Administrative Services Charge – An internal charge to departments for central services provided by General Fund
departments.
Adopted Budget – A plan of financial operation, legally adopted by the City Council, providing an estimate of expenditures for
a given fiscal year and a proposed means of financing them. The legal requirements for adopting a budget are set forth in the
Oklahoma State Statutes (Title 11 Sections 17-201 - 17-216, known as the Municipal Budget Act).
Ad Valorem Tax – A tax based on the value of real property, most commonly real estate. The City can only use this revenue
source to pay General Obligation Bond debt and pay judgments against the City.
AFSCME – American Federation of State, County and Municipal Employees. This bargaining unit represents non-uniform and
non-management City employees.
Allocation – Part of a lump-sum appropriation designated for expenditure by specific organizational units and/or for special
purposes, activities or objects.
Appropriation – An authorization granted by a legislative body to make expenditures and incur obligations for specific
purposes, usually limited in amount and duration.
Arbitrage – A requirement that if the investment earnings on tax-exempt bond proceeds exceed the interest paid on the bond
issue, then the excess earnings above the interest paid on the bonds must be forwarded to the U.S. Treasury.
ARRA – American Recovery and Reinvestment Act. Enacted in 2009, an economic stimulus package enacted by the 111th U.S.
Congress in February 2009 to create jobs and promote investment and consumer spending.
Balanced Budget – A budget developed wherein estimated revenues, including budgeted fund balance, meets or exceeds
budgeted expenditures.
Base Budget – An estimate of the funding available for existing programs as established by the Office of Management and
Budget for each department at the beginning of a budget cycle.
BEDI – Brownfield Economic Development Initiative. An economic development grant program designed to assist cities with
the redevelopment of abandoned and underused industrial and commercial facilities impacted by environmental
contamination.
BID – Business Improvement District. A public/private sector partnership in which property and business owners of a defined
area elect to make a collective contribution to the maintenance, development, and marketing of their commercial district.
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This is accomplished through an additional assessment against each property in the Business Improvement District.
Bond Rating – A bond rating performs the isolated function of credit risk evaluation. While many factors go into the
investment decision-making process, the bond rating is often the single most important factor affecting the interest cost on
bonds.
Budget – A financial plan containing an estimate of proposed revenues and expenditures for a given period (for Oklahoma
City the budget is adopted on a fiscal year basis). The term is also used to denote the officially approved expenditure ceilings
under which a government and its departments operate. Adoption of a budget by the legislative body is an appropriation of
the budgeted amounts.
Budgetary Basis – The basis of accounting used for the purpose of budgeting. The City uses a modified cash and expenditures
basis. This means that revenues are not recognized until they are received and expenditures are recognized when they are
incurred or committed not when the funds are actually spent.
Budgeted Fund Balance – The amount of the carryover or Fund Balance from the prior year that is projected to be used to
fund expenditures in the budget. Budgeted Fund Balance is counted as revenue for budget purposes.
CAFR – Comprehensive Annual Financial Report. The City prepares this annual report which provides the public with an
accurate picture of current financial conditions.
CALEA – Commission on Accreditation for Law Enforcement Agencies. Created in 1979, a program for establishing a body of
standards for law enforcement professionals and administering an accreditation process.
Capital Budget – A one-year plan for financing a program of long-term work projects for the physical development of the City.
The capital budget is usually enacted as part of the complete annual budget which includes other operating and capital outlay
and is based on a Capital Improvement Program.
Capital Improvement Program (CIP) – A five-year plan for financing long-term work projects for the physical development of
the City which identifies each project, the expected beginning and ending date, annual cost and proposed method of
financing each project.
Capital Outlay – Expenditures of at least $7,500 that result either in the acquisition of fixed assets or property, durable for
longer than one year.
CCTV— Closed Circuit Television. CCTV is a video camera and TV monitoring system primarily used for surveillance and
security.
CDBG – Community Development Block Grant. The CDBG is a program of the U.S. Department of Housing and Urban
Development. CDBG grants fund local community development through affordable housing, anti-poverty programs and
infrastructure development. National priorities include activities that benefit citizens with low to moderate income, prevent
or eliminate slums or blight, and other community development activities that address an urgent threat to health or safety.
These grants may be used for real estate acquisition, relocation, demolition, rehabilitation of housing and commercial
buildings, construction of public facilities, improvements to water and sewer facilities, streets, neighborhood centers, the
conversion of school buildings, as well as for public services, such as economic development and job creation/retention.
CEPA – Clarence E. Page Airport. This general aviation airport is home to small aircraft and aviation-related enterprises.
CHAPPS – Cops Helping Alleviate Police Problems. Developed in 1983, CHAPPS offers support to the Oklahoma City Police
Department employees and their families without cost or obligation by responding to “critical incidents” that may overwhelm
a person’s emotional coping mechanisms.
Chargeback – A charge to departments receiving services from another City department. See Internal Service Fund.
CLEET – Council on Law Enforcement, Education and Training. Established in 1963, CLEET supports Oklahoma law
enforcement by enhancing public safety, providing education and training, promoting professionalism and enhancing
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CWA – Clean Water Act. Enacted in 1972, the Act establishes the basic structure for regulating discharges of pollutants into
the waters of the United States and regulating quality standards for surface waters.
C-MOM – Capacity Assurance, Management, Operation and Maintenance Programs. C-MOM is an approach presented by the
Environmental Protection Agency to manage wastewater facilities. The plan includes using an information-based approach to
setting priorities, evaluating capacity for all parts of the system, developing a strategic approach to preventative maintenance,
and conducting periodic program audits to identify deficiencies and potential problems.
CNG - Compressed Natural Gas. CNG is a fossil fuel and clean burning alternative to gasoline, diesel and propane.
COBRA – Consolidated Omnibus Budget Reconciliation Act. Enacted in 1985, a portion of the Act sets forth requirements for
employers and employees with regard to health insurance after leaving employment.
Contingency – An amount designated in the budget of a specific fund for use in unforeseen circumstances.
COTPA – Central Oklahoma Transportation and Parking Authority. Established in 1966, COTPA provides public transit services
in the City and, through contracts, in many suburban areas and also operates downtown parking garages.
Core to Shore - A planning process to focus on development between the downtown core south to the shore of the Oklahoma
River. The Core to Shore zone covers approximately 1,375 acres impacted by the I-40 realignment.
Debt Service –The amount owed for principal and interest of bonds and other debt instruments according to a predetermined
payment schedule.
Demand Measure – A specific type of performance measure used in the City’s Leading for Results process referring to the
number of total units of service expected to be requested or required.
Department – Identifies the highest level in the formal City organization; a grouping of Lines of Business and Programs that
serve a common purpose.
Division – Identifies the second highest level in the formal City organization; a grouping of programs centered around specific
activities. With the implementation of Leading for Results, divisions are now identified as Lines of Business. See Line of
Business.
DOE – Department of Energy. The federal agency whose mission is to advance energy technology and promote related
innovation in the United States.
DOJ – Department of Justice. The federal agency responsible for criminal investigation and law enforcement.
EEOC – Equal Employment Opportunity Commission. The federal agency tasked with ending employment discrimination in
the United States.
Efficiency Measure – A specific type of performance measure used in the City’s Leading for Results process measuring cost or
expenditure per Output or Result.
EMSA – Emergency Medical Services Authority. EMSA is a trust of the Tulsa and Oklahoma City governments. As an arm of
local government, EMSA puts out bids for a private ambulance service to provide emergency and non-emergency medical
services and dispatching in the Oklahoma City area.
Encumbrances – Obligations in the form of purchase orders, contracts, or salary commitments that are charged to an
appropriation and for which a part of the appropriation is reserved. Encumbrances are eliminated when paid or when an
actual liability is set up.
Enterprise Fund – Funds where the costs are financed primarily through user charges.
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EPA – Environmental Protection Agency. The agency of the federal government charged with protecting human health and
with safeguarding the natural environment (air, water, and land).
Excise Tax – Taxes paid when purchases are made on specific goods or activities and often included in the price of the product
or service. An example would be taxes on tobacco.
Expenditures – The total outflow of funds represented by: (a) supplies, materials and services received for current operations;
(b) payments in the form of goods or services received; (c) equipment and other assets received; (d) payment for servicing
debts including interest or principal; and (e) transfers to other funds.
FAA – Federal Aviation Administration. The federal agency responsible for the regulation of civil aviation and overseeing the
development of air traffic control.
FEMA – Federal Emergency Management Agency. An agency of the United States Department of Homeland Security
established to coordinate the response to disaster that has occurred in the United States and overwhelms the resources of
local and state authorities.
Fiscal Year (FY) – A 12-month period to which the annual budget applies and at the end of which a governmental unit
determines its financial position and the results of its operations. The City’s fiscal year is July 1 to June 30.
Fixed Assets – Assets with a useful life in excess of one year and an initial cost equal to or exceeding $7,500. Classifications
include land, buildings, machinery, furniture, equipment, and construction in progress.
FLSA – Fair Labor Standards Act. Enacted in 1938, a federal law that established the national minimum wage, guaranteed
time and-a-half for overtime for certain jobs, and other employment laws.
FMLA – Family and Medical Leave Act. Enacted in 1993, this federal labor law allows an employee to take unpaid leave due to
illness or to care for a sick family member.
FOP – Fraternal Order of Police. This bargaining unit represents sworn law enforcement officers.
Franchise Tax – A gross receipts tax assessed on public utilities granted a franchise by the voters for use of City rights of way.
Fund – 1.) For budgetary purposes, it is an accounting entity used for segregating revenues and expenditures for specific
purposes; 2.) A fiscal accounting entity with a self-balancing set of accounts recording cash and other financial resources,
together with all related liabilities and residual equities or balances, and changes therein, which are segregated for the
purpose of carrying on specific activities or attaining certain objectives in accordance with special regulations, restrictions, or
limitations.
Fund Balance – Excess of resources over expenditures in a fiscal year. Fund balance, as used in this document, is on a
budgetary basis. Beginning fund balance is the residual funds brought forward from the previous year.
Generally Accepted Accounting Principles (GAAP) – The standard framework of guidelines for financial accounting which sets
forth the standards conventions, and rules accountants follow in recording and summarizing transactions and preparing of
financial statements and annual reports.
General Fund – A fund used to account for all monies received and disbursed for general municipal government purposes
including all assets, liabilities, reserves, fund balances, revenues, and expenditures that are not accounted for in any other
fund.
GIS – Geographical Information System. GIS integrates hardware, software, and data for capturing, managing, analyzing,
editing and sharing and displaying all forms of geographically referenced information and can be integrated into any
enterprise information system framework.
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GO Bond – General Obligation Bond. GO Bonds are issued by The City of Oklahoma City to finance major capital
improvements and infrastructure projects. GO bonds require a vote of the citizens and they are repaid over time with real
property (ad valorem) taxes.
GOLT Bond – General Obligation Limited Tax Bond. GOLT Bonds are issued by The City of Oklahoma City for economic
development to provide funding for the City’s Strategic Investment Program. GOLT bonds require a vote of the citizens and
they are repaid over time with real property (ad valorem) taxes.
Grant – A contribution by an organization (most often the federal government) to support a particular function.
GRAVE – Gun Resistance and Violence Education. An educational awareness program sponsored by the Oklahoma City Police.
HIDTA – High Intensity Drug Trafficking Area. Established in 1990, a drug-prohibition enforcement program that identifies
certain areas for increased law enforcement activity.
HOME – Home Investment Partnership Program. HOME is the largest Federal block grant to state and local governments
designed exclusively to create affordable housing for low-income households. Each year it allocates approximately $2 billion
among the states for hundreds of localities nationwide.
HOPWA – Housing Opportunities for People with AIDS. This HUD program addresses the specific needs of persons living with
HIV/AIDS and their families. It makes grants to local communities, states, and nonprofit organizations for projects that benefit
those individuals.
HP – Historic Preservation is the theory and practice of creatively maintaining the historic built environment and controlling
the landscape component of which it is an integral part.
HUD – U.S. Department of Housing and Urban Development. HUD is a Cabinet department of the United States government
founded in 1965 to develop and execute policy on housing and cities. It has largely scaled back its urban development
function and now focuses primarily on housing.
IAFF – International Association of Fire Fighters. This bargaining unit represents professional firefighters.
ICMA – International City/County Management Association. Founded in 1914, ICMA is an organization for local government
leaders and managers. Their mission is to create excellence in local government by advocating and developing the
professional management of local government worldwide.
IMPACT – Initiating Multiple Police Actions Against Criminal Targets. This is a Police Department program administered
through the briefing stations that focuses on reducing crime.
Infrastructure – The main physical foundation of the City including roads, utilities, water mains, streets, and bridges.
Internal Service Fund – A fund established to finance and account for services and commodities furnished by one department
to another department on a cost reimbursement basis. See Chargeback.
ISTEA – Intermodal Surface Transportation Efficiency Act. Enacted in 1991, a federal law that allows for the distribution of
funds for highway, mass transportation, trails, and other transportation purposes. Oklahoma City uses ISTEA funds for
highway improvement projects and for a network of trails around the City.
Issue Statement – Identifies the critical trends that will impact the department and its customers over the next two to five
years.
LARA – Lake Atoka Reservation Association. Lake Atoka is 100 miles southeast of Oklahoma City. In 1959, the City constructed
the reservoir to supply water to Lake Draper through a 60-inch pipeline. LARA was created by The City of Oklahoma City, the
Oklahoma City Water Utilities Trust, and the City of Atoka in 1974 to administer use of the Reservation, its resources, and
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facilities. The eight members are the Mayors of Oklahoma City and City of Atoka, the Manager of Oklahoma City, the
Chairman of the Oklahoma City Water Utilities Trust (OCWUT), one appointee from Oklahoma City, and three citizens of
Atoka County who are appointed by the City of Atoka.
Leading for Results – The strategic planning process used by all City departments to develop strategic business plans, the
performance-based program budget and related performance measures to document the results achieved by departmental
programs.
Line Item – An account for recording specific revenues or expenditures within a fund or department.
Line of Business – A set of programs within a department sharing a common purpose that produce results for citizens. Lines
of Business represent broad result areas and are the second highest level of organization in the City. A Department is
typically comprised of several Lines of Business. This terminology is used in the Leading for Results process and is comparable
to a Division within a Department.
Listed Project – A capital improvement project listed for funding in a specific bond issuance statement.
Maintenance and Operations Expenditures (M & O’s) – Costs of services and supplies needed for a service, program or
department. Under Oklahoma's Municipal Budget Act, these are budgeted and accounted for under two distinct classes:
“other services and charges” and “materials and supplies.”
MAPS – Metropolitan Area Projects. The MAPS Sales Tax Fund was established by City ordinance on October 13, 1993 for a
one cent limited purpose City sales tax approved by voters on December 14, 1993 and extended for six months on December
8, 1998 to support certain capital projects in the Central Business District and Fair Park. The tax expired on June 30, 1999.
MAPS 3 – On December 9, 2009, voters extended a one-cent temporary sales tax initiative to continue the progress started
with MAPS (1993) and the MAPS for Kid’s sales tax (2001). The $777 million MAPS 3 tax will begin on April 1, 2010 and
continue approximately eight years. Proceeds will fund a new downtown convention center and 70-acre park, a modern
downtown streetcar system, bicycle trails, sidewalks, senior centers and improvements along the Oklahoma River.
MAPS for Kids Sales Tax – On November 13, 2001, the voters approved a limited term, limited purpose sales tax earmarked
for certain public school capital projects for public school districts within the boundaries of the City of Oklahoma City. The tax
rate was one-half percent from January 1, 2002 until April 1, 2003 when the rate changed to one percent. The tax expired on
January 1, 2009. 70% of the sales tax was dedicated to Oklahoma City School District I-89, the district serving the center of
the City. The remaining 30% was divided among the City’s other 23 public school districts serving Oklahoma City residents
based on student population.
MCA – McGee Creek Authority. MCA became responsible for the care, operation and maintenance of the McGee Creek Dam
and Reservoir project on September 1, 1990. The dam and reservoir supply municipal and industrial water to the MCA, as
well as downstream flood protection, recreation, and fish and wildlife enhancement. Participants include the Southern
Oklahoma Development Trust; the City of Atoka, the Oklahoma City Water Utilities Trust (OCWUT), and the City of Oklahoma
City.
Mill Levy – The percentage rate of total taxable property values needed for General Obligation bond debt service and
judgments often referenced as property tax rate.
Mission – A clear, concise statement of the purpose for the entire department focused on the broad yet distinct results the
department will achieve for its customers.
Modified Accrual Basis of Accounting – The modified accrual basis of accounting recognizes revenues when both
“measurable and available.” Measurable means the amount can be determined. Available means collectible within the
current period to pay current liabilities. Also, under the modified accrual basis of accounting, expenditures are recorded
when the related fund liability is incurred, except for general obligation bond principal and interest which are reported as
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expenditures in the year due. The City uses the modified accrual basis of accounting for governmental and agency funds.
MS 4 Permit – Municipal separate storm water program that operates under approval by the Oklahoma Department of
Environmental Quality.
NDC –National Drug Control a.k.a. Office of National Drug Control Policy. Created in 1988, a component of the Executive
Office of the President responsible for the coordination drug-control efforts and funding.
NPDES – National Pollution Discharge Elimination System. This is the system that grants and regulates discharge permits and
also regulates both point and non-point sources that discharge pollutants into U. S. waters.
OCAT – Oklahoma City Airport Trust. OCAT was established on April 1, 1956 to provide leadership and oversight for
operations at Will Rogers World Airport, Wiley Post Airport, and Clarence E. Page Airport, along with buildings and grounds
for Mike Monroney Aeronautical Center, a major Federal Administration Complex.
OCEAT – Oklahoma City Environmental Assistance Trust. OCEAT provides services and activities on behalf of the City of
Oklahoma City that includes financing and partial operation of the City’s sanitation activities of pollution control and waste
disposal, and certain cultural, educational, and housing activities. The Mayor and Council are the trustees; the City Manager
is the General Manager.
OCEDT – Oklahoma City Economic Development Trust. OCEDT was established October 9, 2007 to facilitate, enable, operate,
manage, market, administer, and finance all forms of economic or community development projects within or near the City of
Oklahoma City by providing loans, grants, and other incentives to further job creation and private investment.
OCERS – Oklahoma City Employee Retirement System. OCERS provides retirement benefits and disability allowances for
virtually all full-time, civilian employees of the City and public trusts included in the City’s reporting entity. Assets are held
separately from the City and may be used only for the payment of member benefits.
OCMAPS – Oklahoma City Metropolitan Area Public Schools Trust. The OCMAPS Trust is the governing body responsible for
the MAPS for Kids sales tax funds and management of its construction projects. The trust is authorized to purchase public
school sites and improve public school sites; erect, purchase or demolish school buildings; furnish, equip, or repair public
school buildings and purchase school transportation equipment.
OCMFA – Oklahoma City Municipal Facilities Authority. OCMFA was established on November 16, 1976 to provides services
on behalf of the City that include financing, partial operation, and capital purchases for administration of the City’s risk
management activities, water and wastewater assets, information technology, capital leasing and other general government
activities. The Mayor and Council serve as the Authority’s trustees and the City Manager serves as the General Manager.
OCPPA – Oklahoma City Public Property Authority. OCPPA was established in 1961 to provide services on behalf of the City
that include the financing and operating of five municipal golf courses, the Oklahoma City Fairgrounds, Cox Business Services
Convention Center, Ford Center Arena, Civic Center Music Hall, and other City buildings. The Mayor and Council serve as
OCPPA trustees and the City Manager is the General Manager.
OCRA – Oklahoma City Redevelopment Authority. OCRA was established to conserve, develop, and redevelop the central
business district.
OCRRA – Oklahoma City Riverfront Redevelopment Authority. OCRRA was established to develop, finance, and maintain the
property adjacent to the Oklahoma River.
OCWUT – Oklahoma City Water Utilities Trust. OCWUT was established in 1960 to oversee the construction of the Atoka
Reservoir and its Pipeline Project. OCWUT provides utility customers with outstanding quality water and wastewater
services.
OCZT – Oklahoma City Zoological Trust. OCZT was created on January 7, 1975 to develop, maintain, operate and manage the
Oklahoma City Zoo. Trustees include the Mayor, the City Manager, one Council Member and six other members
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ODOC – Oklahoma Department of Commerce. ODOC is the primary economic development arm of the state government.
ODOT – Oklahoma Department of Transportation. ODOT is the state department in charge of maintaining public roadways in
Oklahoma.
OESC – Oklahoma Employment Security Commission. OESC is the state’s employment services agency.
OMB – Office of Management and Budget. OMB prepares, coordinates and monitors the City’s operating and capital budgets
and develops an annual revenue forecast, month-by-month revenue and expenditure targets, and five-year revenue and
expenditure projections.
OPEBT – Oklahoma City Post-Employment Benefits Trust. OPEBT provides post-employment health insurance benefits for
substantially all full-time, civilian employees of the City and public trusts included in the City’s reporting entity. Assets are held
separate from the City and may only be used to pay member benefits.
Other Services and Charges – An account class for expenditures for services (e.g., advertising, repairs, postage) and other
expenditures that do not fit in the remaining classifications.
Output Measure – A specific type of performance measure used in the City’s Leading for Results process referring to the
amount produced or workload.
Performance Based Budgeting – Structures the budget around allocating resources to programs and the results expected
from each program. The results from each program are conveyed through performance measures.
Performance Measures – Specific quantitative measures of work performed within an activity or program (e.g., total miles of
streets cleaned) or specific quantitative measures of results obtained under a program or activity (e.g., reduced vandalism
due to street lighting program).
Personal Services – The account class containing the costs of personnel such as salaries, wages and employee benefits (social
security, retirement and insurance), costs for travel, and training reimbursements.
Program – Identifies the third highest level in the formal City organization in which a specific activity is carried out. A program
is characterized by a grouping of related activities and services for a common objective. In the Leading for Results format,
programs replaced sections and multiple programs comprise a Line of Business.
Project 180 – A massive renovation project of more than 180 acres in downtown Oklahoma City. The three year, $140 million
initiative includes the redesign of downtown streets, sidewalks, parks and plazas to improve appearance and make the central
core more pedestrian friendly.
Proposed Budget – A plan of financial operation, proposed by the City Manager to the City Council, providing an estimate of
expenditures for a given fiscal year and a means to finance them.
Proprietary Fund Accounting – Accounting used for government operations that are financed and operated in a manner
similar to business enterprises and for which preparation of an income statement is desirable.
Reserve for Prior Year Encumbrances – An amount budgeted as revenue to provide budget authority for items encumbered
in one year which will not be received and paid for until a future year.
Result Measure – A specific type of performance measure used in the City’s Leading for Results process measuring the degree
to which the customer experiences the desired impact or benefit.
Revenue Estimate – A formal estimate of how much income will be earned from a specific revenue source for some future
period, typically, a future fiscal year. Revenue sources can include taxes, intergovernmental grants, and fees for services,
fines and permits.
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Appendix
RFP – Request for Proposal. This is an invitation for consultants, suppliers and other companies to submit a formal offer to
provide a specific product or service. The Proposals are then reviewed and scored on a set of criteria to select a vendor or
vendors to negotiate a contract to provide the product or service.
Right-of-Way (ROW) – A passageway reserved or granted over land for purposes of transportation or maintenance of existing
services.
SCADA – Supervisory Control and Data Acquisition system. This is a large-scale, distributed measurement and control system
that provides for monitoring, control and alarming of complete and/or remote sites.
Section – Identifies the third highest level in the formal City organization in which a specific activity is carried out. With the
implementation of Leading for Results, a section was reorganized into a Program. Previously, a Division may have consisted of
several sections. See Program.
SID – Special Improvement District. A public/private sector partnership in which property and business owners in a defined
area elect to make a collective contribution to the maintenance, development and marketing of their commercial district.
This is accomplished through an additional assessment
against each property in the Special Improvement District.
Special Purpose Funds – Funds dedicated for a specific purpose, such as a fund established to receive donations to support
parks and recreation activities.
Special Revenue Funds – Funds used to account for receipts from revenue sources that have been earmarked for specific
activities and related expenditures.
Strategic Result – Two to five year goals that, if achieved, demonstrate how departments are responding to issues.
Strategy – A tactic accomplished by departments operationally that contributes to achieving Strategic Result goals.
Supplies – The account class that includes articles and items which are consumed or materially altered when used by
operating activities, such as office supplies, maintenance parts and small tools, and minor equipment.
TANF – Temporary Assistance for Needy Families. This program provides cash assistance to indigent American families with
dependent children through the United States Department of Health and Human Services. It is the government program
commonly known as “welfare.”
TIF – Tax Increment Financing. TIF captures the future tax benefits of real estate improvements in a designated area to pay
the present cost of those improvements. It is designed to channel funding, or tax increment, toward improvements in
blighted or underdeveloped areas where development would not otherwise occur.
TOC – Total Organic Carbon. The amount of carbon bound in organic compounds, often used as an indicator of water quality.
Transfer – An account class that includes payments from one City fund to another or to a related trust.
Trust – A public trust created by a municipality to issue obligations and enter into financing for the benefit of the municipality.
TSA – Transportation Security Administration. The federal agency in charge of security standards for passenger and freight
transportation in the United States.
Unbudgeted Reserve – The amount of fund balance that is not budgeted and available for cash flow purposes.
Use Tax – A consumption tax assessed on products/services used or stored by a resident of the assessing state but purchased
outside the state and where a sales tax was not paid on the purchase.
USDOC – United States Department of Commerce. The Cabinet department of the United States government concerned with
promoting economic growth, technology, entrepreneurship and business development, environmental stewardship and
statistical research and analysis.
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Appendix
Glossary
Vacancy Discount – Projected salary savings from personnel turnover. The discount is budgeted as a percentage of the
budgeted salary, insurance and retirement for departments in funds with significant Personal Services expenses. In FY16, the
discount is 2.0% of combined salary, insurance and retirement for civilian positions, and 1.5% for uniform Police and Fire
positions.
Vision – The guiding beliefs of Oklahoma City that serve as a basis for all strategic business planning.
Weed and Seed – A neighborhood specific crime prevention strategy led by the U.S. Department of Justice, The City of
Oklahoma City, various law enforcement and government agencies, non-profit groups, and community residents, who are
committed to preventing, reducing and controlling crime and delivering programs and services for community residents.
WIA – Workforce Investment Act. The WIA is a United States federal law passed August 7, 1998 to replace the Job Training
Partnership Act and certain other Federal job training laws with new workforce investment systems.
WPA – Wiley Post Airport. WPA is a reliever airport for Will Rogers World Airport, serving both business and corporate air
travelers.
WRWA – Will Rogers World Airport. WRWA is the commercial airport for the City of Oklahoma City with over 1.9 million
boarding passengers each year.
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F-30
Performance Management—Leading For Results
Reader’s Guide
In this section, long-term issues and program performance measures are provided for each department. The long-term issues are highlighted in blue and appear at the
beginning of each department section.
Long-Term Issues includes issue statements, strategies and strategic results for each department. The issue statements describe the critical trends expected to
impact the department and their customers over the next two to five years. The strategies summarize the department’s operational plans to ensure the achievement
of strategic results. Strategic results are goals that go beyond current practice and status quo to measure the impact on the aligned issue statement.
Performance Measures are included for each program. Measures are structured so that each program has a full family of measures to report not only the customer
experience or satisfaction but also the workload of the program, the demand on the program, and the efficiency or cost of providing services. Required for each
program are result measures to illustrate the outcome each program delivers to customers and output measures to provide an idea of the workload of each program.
Many programs also include demand measures where there may be a gap between demand and output, illustrating a need for additional resources, and efficiency
measures which help show cost over time for a program with a narrowly focused service delivery area.
Legend
The key symbol indicates a key measure. These measures align directly with the purpose of the program and best measure the impact on the program’s
customers.
Measure aligns with council priority to promote safe, secure, and thriving neighborhoods.
Measure aligns with council priority to develop a transportation system that works for all residents.
Measure aligns with council priority to enhance recreational opportunities and community wellness.
Measure aligns with council priority to uphold high standards for all city services.
Measure aligns with council priority to continue to pursue social and criminal justice initiatives.
More information about Oklahoma City Council Priorities can be found beginning on page A-8 of the FY18 Budget Book.
The Leading for Results performance management system includes planning, employee performance, budgeting, data collecting, reporting, evaluating, and decision-
making. The Strategic Business Plan contains the information needed to perform these functions and provides a concise overview of departmental operations. The
graph below illustrates the performance management process. As the arrows indicate, each step is critical and flows into the next, which creates a continuous cycle.
Leading for Results equips departments with the ability to develop strategic Delivering What We Promise
or department-wide Issue Statements and Strategic Results as well as the
ability to focus operationally on individual performance measures.
The strategic portion of the process begins with an assessment of the future
where departments identify the biggest challenges impacting them and
their customers over the next two to five years. These challenges are then
refined into Issue Statements which help the department clearly
communicate what the trend is that they are facing and the consequences
of the trend if not addressed. With the Issue Statements clearly identified,
departments develop Strategic Results which are typically stretch goals
that, if achieved, demonstrate the department’s ability to respond to the
challenges they identified as Issue Statements. Departments will also
develop Strategies which are the operational tactics that will be used to
achieve Strategic Results. Issue Statements, Strategic Results, and
Strategies can be reviewed at the beginning of each department section.
Administrative - Administration
1529 % of key measures achieved 53% 75% 75% 75%
1530 % of customers surveyed are satisfied with wastewater services 80% 80% 81% 81%
1531 % of customers surveyed are satisfied with water services 83% 83% 86% 86%
1532 % of full-time equivalent employees without an on the job injury (OJI) in the 92% 96% 95% 95%
current fiscal year
1533 % of performance evaluations completed by the review date 53% 60% 95% 95%
1534 % of terminations submitted to the Personnel Department within 3 days of the 76% 70% 95% 95%
termination date
1535 Injury Rate 9.57 11.43 9.20 9.20
1536 OCEAT will maintain its bond rating of AAA from Standard and Poor's AAA AAA AAA AAA
1537 OCWUT will maintain bond ratings of AAA from Standard and Poor's and Aaa from AAA / Aaa AAA / Aaa AAA / Aaa AAA / Aaa
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