Final Fy 18 Budget

Table of Contents
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
Street and Alley Fund .................................................................................................... D-53

Transportation and Parking Fund .................................................................................. D-54
Water and Wastewater Fund ........................................................................................ D-56
Zoo Sales Tax Fund ........................................................................................................ D-58
Capital Program and Budget
Overview of Capital Program and Budget .....................................................................................E-1
Capital Improvement Budget ........................................................................................................E-2
Capital Funding Sources ................................................................................................................E-2
Summary of Capital Expenditures .................................................................................................E-4
Capital Budget by Department ......................................................................................................E-5
Airports.............................................................................................................................E-7
City Manager ..................................................................................................................E-15
Fire..................................................................................................................................E-19
General Services .............................................................................................................E-20
Information Technology .................................................................................................E-21
Parks and Recreation .....................................................................................................E-24
Planning ..........................................................................................................................E-26
Police ..............................................................................................................................E-27
Public Transportation and Parking .................................................................................E-29
Public Works...................................................................................................................E-31
Solid Waste.....................................................................................................................E-44
Wastewater ....................................................................................................................E-45
Water..............................................................................................................................E-48
Overview of Bond and Debt Service............................................................................................E-53
Debt Service Budget ....................................................................................................................E-55
Remaining Bond Authorization Issuance Plan.............................................................................E-56
Appendix
Overview of Budget Guidelines and Control ................................................................................ F-1
Overview of Financial Policies and Practices................................................................................. F-5
Statement of Compliance with Budgeting and Financial Planning Policies ................................ F-18
Table of Compliance with Reserve Policy.................................................................................... F-19
Glossary ....................................................................................................................................... F-20
Performance Data
Performance Management Readers Guide .................................................................................. G-1
Airports............................................................................................................................ G-3
City Auditor ................................................................................................................... G-11
City Clerk ....................................................................................................................... G-14
City Manager ................................................................................................................. G-19
Development Services ................................................................................................... G-32
Finance .......................................................................................................................... G-40
Fire................................................................................................................................. G-47
General Services ............................................................................................................ G-53
Information Technology ................................................................................................ G-61
Municipal Counselor .................................................................................................................. G-70
Municipal Court .......................................................................................................................... G-75
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Parks and Recreation .................................................................................................................. G-81
Personnel ................................................................................................................................... G-90
Planning ...................................................................................................................................... G-99
Police ..................................................................................................................................... G-109
Public Transportation and Parking ........................................................................................... G-118
Public Works ............................................................................................................................. G-131
Utilities ..................................................................................................................................... G-141
iv
Introduction
Mission and Vision Statements
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
Mayor, City Council and Ward Boundaries
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
John Pettis, Jr.

Ward 7
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
Message from the City manager
The Honorable Mayor and City Council:

Developing the proposed Fiscal Year 2017-2018 (FY18) budget for the City of Oklahoma City has been a
challenge, but I am proud of City staff as we have worked together to develop a budget that reflects
the Council’s priorities and works to preserve services to our citizens. The economic circumstances in
Oklahoma City and the State have been difficult and have had a significant impact on revenues. As of
April 2017 we have experienced a decline in sales tax revenue 18 of the last 19 months. We do
believe, however that we are near the end of this downturn and are projecting growth of 3.2% in
General Fund revenues compared to the expected FY17 final revenue total.
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.
Council Strategic Priorities

The City’s performance management process, known as Leading for Results, is keyed on the City
Council’s strategic priorities. The City Council went through a process, facilitated by faculty from the
University of Central Oklahoma, to develop the current strategic priorities that were adopted earlier
this year. These priorities provide guidance for department business plans and for the preparation of
the budget. In a year when resources are reduced, we are unable to provide the additional General
Fund resources these priorities deserve, but we do try to minimize the impacts in these priority areas.
The City Council’s Strategic Priorities are:
 Promote safe, secure, and thriving neighborhoods

 Develop a transportation system that works for all residents
 Maintain strong financial management
 Enhance recreational opportunities and community wellness
 Encourage a robust local economy
 Uphold high standards for all city services
 Continue to pursue social and criminal justice initiatives
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
Major Budget Changes

Our budget document contains a summary of all FY18 major budget changes, organized by
department, starting on page A-17. In addition, Section C of the budget book on Departmental
Budgets contains individual department summaries of major changes.
Compliance with Budgeting and Financial Planning Policies

The City Council has adopted policies to guide financial planning and budget decisions. A summary of
these policies can be found on pages F-6 through F-8 and a table addressing policy compliance is on
page F-19.
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
Council Priorities and Key Results
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.
Promote safe, secure, and thriving neighborhoods

Neighborhoods are the building blocks of a great city and residents expect safe
neighborhoods that provide a high quality of life. We will continue to promote strong and
safe neighborhoods by providing public safety services, effective code enforcement, and
support for neighborhood revitalization efforts. We will work with our partners to support
education initiatives that encourage strong neighborhood schools.
PROGRESS INDICATORS
FY16 FY17 FY17 FY18
PRIMARY DEPARTMENT
Actual Estimate Target Target
Police % of person crimes cleared by arrest,
69% 69% 68% 68%
prosecution or other means
% of property crimes cleared by arrest,
30% 25% 27% 27%
prosecution or other means
% of citizens who report they feel safe 53% 48% 55% 55%
% of Life Threatening calls (Priority 1)
responded to within 9 minutes 30 seconds 72% 72% 80% 80%
from the time a 911 call is answered until
Fire officer
% of emergency
arrival responses within 7 minutes
from the time a call is received at fire dispatch 65% 66% 70% 70%
to Fire Department arrival
EMSA % of time EMSA responds to Priority 1 life
threatening emergencies within 10 minutes 88% 90% 85% 85%
and 59 seconds
Planning % of residents who are satisfied with the
67% 61% 65% 65%
overall quality of their neighborhood
Development Services % of property maintenance and code violations
N/A 55% 67% 61%
resolved voluntarily
A-8
Introduction
Continue to pursue social and criminal justice initiatives

All people deserve to be treated with dignity, fairness, and respect. Pursuit of these values
provides unity within our community to move our City forward and place us at the
forefront of communities which seek the betterment of all people. We will ensure
equitable justice through continued criminal justice system reform and increased engagement with
residents and community groups. We will support our partners and promote access to social services
that facilitate a better future for those in need.
PROGRESS INDICATORS
FY16 FY17 FY17 FY18
PRIMARY DEPARTMENT
Police % of citizens who report they feel safe 53% 48% 55% 55%
% of officers who have received procedural
99% 99% 100% 100%
justice training
% change in the number of people incarcerated
N/A -23% -15% -15%
for municipal charges
# of prisoner days utilized by Oklahoma City at
41,198 31,219 43,800 29,200
the Oklahoma County Jail
Planning # of homeless persons identified during the
1,511 1,511 1,300 1,300
Point-In-Time Count
# of federally assisted affordable rental N/A 3,057 3,057 3,057
housing units
Uphold high standards for all city services

City services have a direct and immediate impact on residents and are essential to the
quality of life in our city. The interactions residents have with City employees influences
opinions of City government and the value they receive for the taxes and fees they pay.
Maintaining high standards for City services is essential to maintaining the positive reputation
Oklahoma City has and helps make Oklahoma City an attractive place for businesses to locate. With a
commitment to providing quality customer service, we will continue to follow best practices in
achieving and exceeding expectations for effective service delivery.
PROGRESS INDICATORS
FY16 FY17 FY17 FY18
PRIMARY DEPARTMENT
City Manager's Office % of residents satisfied with the quality of City
66% 67% 70% 70%
Services
% of service requests received through the
96% 96% 95% 96%
Action Center acted upon within 10 working
Utilities % of wastewater backup calls responded to
95% 96% 90% 90%
within 2 hours
% of water main breaks repaired within 72 72% 78% 70% 70%
hours
% of scheduled solid waste routes collected by
97% 99% 95% 95%
5:00 pm
Public Works % of pothole repairs completed within 3 days
66% 73% 80% 80%
of request
A-9
Introduction
Enhance recreation opportunities and community wellness

Providing quality recreational opportunities, communicating more effectively with the
public about the options available and working with our partners to promote healthy living
are important for the wellbeing of our community. To provide convenient and attractive
options for residents, our parks and recreation facilities will be well maintained and provide a wide
variety of recreational offerings that appeal to all of our residents.
PROGRESS INDICATORS
FY16 FY17 FY17 FY18
PRIMARY DEPARTMENT
Parks and Recreation % of citizens that report regular leisure time
N/A 64% 70% 70%
physical activity
% of citizens within ½ mile of a recreation
56% 65% 56% 56%
facility, trail or park
% of citizens satisfied with maintenance of City
60% 71% 75% 75%
parks
% of citizens that report using an Oklahoma
City park or attending a park program more 72% 81% 80% 80%
than 10 times a year
Develop a transportation system that works for all residents

A transportation system that gets people where they need to go in a timely manner and
accommodates various means of mobility is necessary to connect residents and businesses.
Improving the condition of streets is the top priority of our residents and will continue to
receive significant investment in the coming years. We are making strides to become more pedestrian
and cyclist friendly through better planning, design and construction of complete streets, sidewalks,
and trails. There is also a growing interest in improving public transportation within Oklahoma City and
the central Oklahoma region. Regional solutions and funding for public transportation are a
prerequisite to effectively serve the region and maximize the effectiveness of the system. Attention to
new developments in transportation, such as autonomous vehicles, is needed to ensure Oklahoma City
is ready to benefit from the coming changes.
PROGRESS INDICATORS
FY16 FY17 FY17 FY18
PRIMARY DEPARTMENT
Public Works % of citizens satisfied with the condition of
22% 22% 40% 40%
major City streets
# of miles of sidewalks constructed 15 43 30 30
Parks and Recreation / # of miles of trails constructed
8 8 22 22
MAPS Office
Public Transportation # of bus passengers per service hour 17.39 16.80 18.50 18.00
and Parking # of EMBARK bus service hours 184,202 188,538 177,761 187,750
Average EMBARK frequency (minutes) during
34.57 34.57 30.00 30.00
peak hours
Planning Average commute time (minutes) in Oklahoma 20.30 20.50 20.80 20.80
City
A-10
Introduction
Maintain strong financial management

Prudent financial leadership will allow us to continue to meet resident needs and maintain
resident confidence as we uphold our commitment to manage cost growth within available
revenues. Expanding the revenue base through greater diversification of revenue sources
will help the City meet the needs of our residents as the City grows. We expect sound financial
leadership from elected, appointed and professional City staff.
PROGRESS INDICATORS
FY16 FY17 FY17 FY18
PRIMARY DEPARTMENT
Finance Bond Rating AAA/Aaa AAA/Aaa AAA/Aaa AAA/Aaa
% of General Fund budget maintained in
14.80% 14.10% 15.00% 15.00%
unbudgeted reserve
% of General Fund revenue from sales tax 52% 53% 50% 52%
Encourage a robust local economy

A strong economy that supports job creation and improves the local tax base is
fundamental to our growth. To make Oklahoma City an attractive option for current and
future residents and businesses, we will encourage a high quality of life for residents and
promote a pro-business environment that makes it clear we value the contribution of a strong business
community. We recognize the need to foster innovation and embrace technological advances to move
our city forward.
PROGRESS INDICATORS
FY16 FY17 FY17 FY18
PRIMARY DEPARTMENT
Finance # of people employed 644,886 643,692 653,270 648,842
Average weekly earnings 741 792 763 816
Airports # of enplanements at Will Rogers World 1,863,775 1,850,725 1,863,775 1,850,725
Airport
Measures in Performance Supplemental that Align with Council Priorities
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
Development Services G-32 to G-39
Finance G-40 to G-46 G-40 to G-46
Fire G-47 to G-52
Parks G-81 to G-89
Planning G-99 to G-108
Police G-109 to G-117
Public Transporation
G-118 to G-130
& Parking
Public Works G-131 to G-140 G-131 to G-140
Utilities G-141 to G-150
A-11
Introduction
Leading for Results and the Budget Process
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.
Delivering What We Promise
A-12
Introduction
The LFR Performance Management System
Planning for Results:

Focuses the department on long-term strategic (2-5 years) goals and operational results by building a
Strategic Business Plan. Department business plans are summarized in each department section of the
budget book and are available at www.okc.gov.
The strategic portion of the plan:

Begins with an assessment of the future where departments identify the biggest challenges
impacting them and their customers over the next 2-5 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. Once the Issue is
clearly stated, departments develop Strategic Results which are typically stretch goals that, if
achieved, will demonstrate the department’s ability to respond to the challenges they
identified as Issue Statements. Strategic Results are specific, measurable, and describe what
the customer will experience.
The operational portion of the plan:

Organizes the services each department provides around results for customers. Similar
services are grouped into programs and each program has a “Family of Measures.” Similar
programs are organized into lines of business. This organization serves as the structure for the
City’s Performance Based Program Budget. All programs engaged in delivering and reporting
performance are structurally aligned to Strategic Business Plans.
Employee / Contractor Performance Management:

Links the organization’s goals and performance measures to executive, employee, and contractor
performance plans so that work unit efforts can be aligned to the organization’s strategic and
operational results.
Budgeting for Results:

Structures the budget around programs and lines of business and the results generated for customers,
integrating results and cost information to improve resource allocation decisions by both departments
and policymakers.
Performance Data Collection:

Provides the means by which Oklahoma City can accurately capture and review performance
information to assist in decision-making and focusing on performance and results.
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.
Decision-Making for Results:

Deploys performance data at all levels to ensure that decision makers (policy level, enterprise,
strategic, & operational) can make more informed decisions, resulting in improved customer
experiences and continued confidence by citizens in government.
Leading for Results and the Budget Process:

The budget addresses step three in the Leading for Results process. Each department reports
performance data for a family of measures which are included in the performance data volume of this
document.
Key Terms in the Leading for Results Process
 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
 Strategy: The actions a department plans to take to achieve a strategic result.
 Line of Business: A collection of Programs in a department with similar purposes.
 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
FY 2018 Budget Development Process
How this Budget was Prepared

This budget is the result of a yearlong strategic and financial planning process. In addition to the
budget itself, this process generates a capital improvement plan and budget for the three trusts for
which the Mayor and City Council serve as trustees. The timeline on the next page describes the
schedule and the major actions taken.
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.
Departmental Budget Submissions

The budget documents were distributed to all departments in December with instructions for
preparing their budgets. Departments submitted their budgets to the Office of Management and
Budget and included in these submissions any requests for additional resources.
City Manager’s Review

During February and March, the Office of Management and Budget analyzed the proposed budgets
submitted by the departments. Recommendations were discussed with the departments and the City
Manager’s Office made decisions regarding proposed changes to the budgets. Depending on the
current finance climate the changes may be to add new service and enhance existing services or to
make reductions necessary to balance revenues and expenses. After the budget review process,
revenue projections were revisited using the nine months of actual data that was then available. As
revenue and expenditure projections were fine-tuned, final decisions were made regarding the City
Manager’s recommended budget. The result was the submission of the proposed budget to the City
Council.
Office of Management and Budget Staff

Doug Dowler Lakesha Dunbar
Budget Director Management & Budget Analyst
doug.dowler@okc.gov
Marcus Johnson
Joanna McSpadden Management & Budget Analyst
Assistant Budget Director
Justin Henry
Management & Budget Analyst
Susan Kruta
Management & Budget Specialist Mitchel Massie
Management & Budget Analyst
Christian York
Management & Budget Specialist
Erika Vandersypen
Management & Budget Specialist
A-15
Introduction
Budget Calendar For Fiscal Year 2018
Sep –Nov 2016 Departments update strategic business plans for FY17 in the Leading for
Results process
November 2016 OMB begins process of estimating FY17 revenues.
November 2016 OMB prepares personnel cost worksheets and budget preparation reports.
December 2016 City Manager establishes budget targets.
January 2017 OMB conducts budget training classes and distributes operating budget
instructions.
February 2017 OMB hosts the City Council Budget Workshop.

The Five Year Forecast is presented to Council.
Departments submit operating budget and capital requests to OMB. OMB

begins review of departmental budget requests.
March 2017 Assistant City Managers review departmental budget requests.

OMB forwards budget recommendations to the City Manager.
April 2017 City Manager reviews budget submissions.
OMB prepares proposed budget document.
May-Jun 2017 Annual budget formally introduced on May 2.
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.
City Council adopts the budget on June 13.
OMB files adopted Annual Budget with State Auditor and Inspector
by June 23.
July 2017 FY 2018 Adopted Annual Budget becomes effective July 1.

City Council receives Trust budgets.
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.
City Auditor’s Office

The Office of the City Auditor expects minimal impact with the loss of the currently vacant Executive
Assistant position. The critical duties of this position, all administrative in nature, have been reassigned
to remaining staff.
City Clerk’s Office

The Office of the City Clerk met the required budget reduction through a personnel change and a
reduction to one of the Department’s line items.
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.
City Manager’s Office

The City Manager’s department consists of the Community Enhancement, MAPS, Policy and Executive
Leadership, and Public Information and Marketing Lines of Business.
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

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 is being funded
primarily through a new fee being added for inspection of insulation in new home construction. A
Systems Analyst I is also being added to assist in addressing a backlog of major projects including
departments’ ability to use Cityworks Server AMS and Accela.
Municipal Counselor’s Office

In order to meet the required budget reductions the deletion of a Legal Secretary I position was
necessary. While the Administrative Division will need to eliminate or modify some tasks due to the
loss of the Legal Secretary I position, it is not expected that the loss of this position will greatly affect
outward service levels. It was also necessary to reduce various line items for Prosecution and
Executive Leadership. The reduction in Prosecution line items, such as part-time and overtime
funding, could lead to delays in some work.
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
Parks and Recreation

The Parks and Recreation Department is making several significant changes in their FY18 budget.
Although the Department shows a net increase of two positions, there was a great deal of change
within the divisions. A focus of the Department is to minimize the impact of reductions on front line
operations. As a result, four Management Specialist positions and the Public Information Manager
are being deleted. The Management Specialist duties will be assumed by the Department’s central
business office where a Municipal Accountant I is being added. The responsibilities of the Public
Information Manager are being assumed by expansion of an existing contract with an outside firm.
Due to efficiencies gained by consolidation of the offices at headquarters, an Office Coordinator
position is also being deleted.
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.
Public Transportation and Parking

The Public Transportation and Parking Department budget increased $486,534 for FY18. The primary
increase was related to funding the early stages of the Streetcar. This funding will start operations for
the MAPS 3 Streetcar and assist with marketing and outreach events. The department believes
establishing good communication channels about the streetcar prior to operation will be critical to its
success. The department will also be adding a Pay by Plate parking system that will increase the
efficiency of parking meters and help with on street parking. The department is adapting current
electronic meter parking technology to allow for new pay by plate payment method that will enable
the department to replace most mechanical meters in the downtown area.
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
Oklahoma City, Oklahoma Map
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
The City of Oklahoma City
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
Oklahoma City in the News
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.
OKC #1 on "Most Romantic Cities" list

Feb. 6, 2017 - OpenTable
It's fun to be in love in (and with) OKC! Doing some inventive data mining, OpenTable looked at percentage
of restaurants labeled "romantic," reservations for tables of two, and people who went out for Valentine's Day
in 2016 to generate their rankings.
Oklahoma City at #7 on "Best Cities to Raise a Family" ranking

Feb. 2, 2017 - SmartAsset
SmartAsset examined eight factors, including high school graduation rates, percentage of people below the
poverty line, unemployment rate, child care costs, housing costs and more and found what locals already
know: OKC is a great place to live and raise a family.
Demographia: OKC top-ten major market for housing affordability

Jan. 23, 2017 - Demographia
3rd Quarter 2016 housing and income data showed that OKC is a top-ten city for housing affordability among
big cities, according to urban policy consultancy Demographia.
OKC in top ten among large cities for recession recovery

Jan. 11, 2017 - WalletHub
Looking at 505 cities and 18 key economic indicators, WalletHub found Oklahoma City came back stronger
from the recession than cities like San Francisco, San Jose, Dallas, San Antonio and Houston, among others.
Oklahoma Ranks No. 1 for Oil & Gas Investment Worldwide

Dec. 7, 2016 - Fraser Institute
In their annual look at the top places for oil and gas investment, the Fraser Institute ranked Oklahoma the
"Most Attractive Jurisdictions for Petroleum and Development Investment" in the world. It is the first time
Oklahoma has beaten out Texas for that honor.
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.
OKC is Tops Among Tourists

Oct. 19, 2016 - USA Today
USA Today set out to find what U.S. cities leave tourists the most satisfied and Oklahoma City got high marks.
The metro made the top 25, finishing No. 4 among Southwest cities, in the survey.
OKC Gets High Marks for First-Time Homeowners

April 15, 2017 - SmartAsset
According to new research from SmartAsset few metros stack up to Oklahoma City when it comes to buying
a home for the first time. OKC's steady housing market and affordability garnered the metro No. 2 on the
"Best Cities for First-Time Homebuyers" list.
A-28
Introduction
Metro Area Demographic and Economic Data
Oklahoma City Per Capita Income
$60,000
$50,000
$40,000
$30,000
$20,000
$10,000
$0
2007 2008 2009 2010 2011 2012 2013 2014 2015
Oklahoma City Population
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
Oklahoma City Unemployment Rate
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
Major Metropolitan Area Employers
Company Name # Employees Sector

State of Oklahoma 45,600 Government
Tinker Air Force Base 24,000 Military
University of Oklahoma - Norman 12,700 Higher Education
FAA Mike Monroney Aeronautical Center 7,000 Aerospace
INTEGRIS Health 6,000 Health Care
Hobby Lobby Stores Inc 5,100 Wholesale & Retail
University of Oklahoma Health Sciences Center 5,000 Higher Education
City of Oklahoma City 4,700 Government
Mercy Hospital 4,500 Health Care
OGE Energy Corp 3,400 Utility
OU Medical Center 3,200 Health Care
SSM Health Care of Oklahoma, Inc. 3,000 Health Care
University of Central Oklahoma 3,000 Higher Education
Norman Regional Hospital 2,950 Health Care
The Boeing Company 2,600 Aerospace
Devon Energy Corp 2,500 Oil & Gas
Chesapeake Energy Corp 2,500 Oil & Gas
Sonic Corp 2,460 Wholesale & Retail
AT&T 2,400 Telecommunications
Oklahoma City Community College 2,100 Higher Education
Dell 1,800 Sales & Business Services
UPS 1,800 Transportation
Hertz Corporation 1,700 Rental Services
Love's Travel Stops & Country Stores 1,700 Retail
American Fidelity 1,650 Finance/Insurance
Cox Communications 1,400 Telecommunications
Great Plains Coca-Cola Bottling Company 1,300 Beverage Distribution
Farmers Insurance Group 1,300 Customer Service
Midfirst Bank 1,150 Finance
Bank of Oklahoma 1,100 Finance
Dolese Bros. Co. 1,100 Manufacturing
Continental Resources 1,000 Oil & Gas
Deaconess Hospital 1,000 Health Care
Rose State College 1,000 Higher Education
Source: Economic Development Division of the Greater Oklahoma City Chamber — Oct 2016.
A-30
Introduction
Convention, Exhibit, and Meeting Facilities
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.
Oklahoma City operates three municipal

airports. Will Rogers World Airport supports and
enhances Oklahoma City economic growth and
development through continued improvements
to facilities and services. Wiley Post and
Clarence E. Page are general aviation airports.
Wiley Post is also designated as a reliever airport
for Will Rogers World Airport.
Will Rogers World Airport is one of three municipal

airports operated by The City of Oklahoma City.
Oklahoma City Will Rogers World Airport Passengers

Per Year (Boarding)
1,940,000
1,920,000
1,900,000
1,880,000
1,860,000
1,840,000
1,820,000
1,800,000
1,780,000
2012 2013 2014 2015 2016
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.
Hotels have experienced a veritable building boom in

recent years with the number of rooms available up
22% since 2007. The City currently has 16,499 rooms
available at 164 different hotels. There are currently
39 new hotels in various stages of planning and/or
construction that would add an additional 4,730
rooms. The largest hotel project on the drawing board
is the planned Omni Hotel that will be located adjacent
to the new convention center. The Omni will be a 600
room hotel with 50,000 square feet of meeting space
with construction expected to start next year. Preliminary drawing of Omni Convention Center Hotel
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.
Oklahoma City New Construction Plans Reviewed

(Residential and Commercial)
20,000
15,000
10,000
5,000
0
2011 2012 2013 2014 2015 2016
Source: City of Oklahoma City’s Development Services
A-33
Introduction
Organization Chart
Authorities and Mayor and City Boards and
Trusts Council Commissions
City Auditor Municipal City Manager Municipal Judges Office of Mayor

Counselor and City Council
MAPS Community Policy & Public

Enhancement Executive Leader- Information and
ship Marketing
Airports City Clerk Municipal Development Finance Fire

Court Services
Administration Administration Administration Administration Administration Administration
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
Administration Administration Administration Administration Administration Administration Administration Administration Administration
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
Technology Natural Occupational Public Safety Oklahoma River Line

Planning and Corridor
Enhancement Resources Health Redevelopment Support Maintenance
Technology Recreation, Health Operations Project Solid Waste

and Wellness
Infrastructure Management Management
Public Safety Storm Water Water

Support Quality Quality
Streets, Traffic and

Drainage Wastewater
Maintenance
Quality
Traffic
Management
A-34
Consolidated Budget Overview
Consolidated Budget Overview
CONSOLIDATED OVERVIEW
REVENUE AND EXPENDITURE SUMMARY FOR ALL FUNDS
Actual Adopted Proposed

FY16 FY17 FY18
Revenue Overview
Taxes $566,125,909 $571,255,160 $518,936,851
Fees & Charges 171,354,590 176,033,704 181,954,982
Transfers In 60,352,444 75,330,383 79,083,924
Other Revenue 32,576,650 34,809,707 32,601,089
Federal Grants 41,888,674 45,658,879 39,289,655
Fund Balance 2,572,222 357,679,737 525,519,817
Total Revenue $874,870,490 $1,260,767,570 $1,377,386,318
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
FY18 REVENUES FY18 EXPENDITURES

Transfers
4%
Debt Service
8%
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
When revenue is dedicated to a particular purpose, the City has generally

chosen to establish a separate fund to ensure that all of the dedicated
revenue is spent for its intended purpose.
The City derives revenue from a myriad of sources. Some revenues are dedicated to specific purposes,
such as the MAPS 3 Sales Tax or the tariff on phone service dedicated to the E-911 service. Other
revenues are not dedicated to a particular program or service and are deposited in the City’s General
Fund. A fund is an accounting method for segregating revenues and expenditures for a specific
purpose.
Revenues
Operating Funds Non-Operating Funds
General Special Enterprise Funds Capital Other

Operating Fund Revenue Funds Improvements
 General Fund  Court  Airports Fund  Capital  Asset Forfeiture

 Internal Service Administration and  Solid Waste Improvement Fund
Funds Training Fund Management Fund Projects Fund  Debt Service
 Emergency  Stormwater  City and Schools Fund
Management Fund Drainage Utility Capital Use Tax  Grants
 Fire Sales Tax Fund* Fund Management
Fund  Public  Hotel/Motel Tax Fund
 Hotel/Motel Tax Transportation Fund*  OKC
Fund* and Parking Cash  Impact Fees Fund Improvement
 MAPS Operations Fund  MAPS Operations and Special
Fund*  Water/Wastewater Fund* Assessment
 MAPS 3 Use Tax Fund  MAPS Sales Tax District Fund
Fund* Fund  Special Purpose
 Medical Service  MAPS 3 Sales Tax Fund
(Ambulance) Fund
Program Fund  MAPS 3 Use Tax
 OCMAPS Sales Fund
Tax Fund  OKC Tax
 Police Sales Tax Increment Financing
Fund* Fund
 Police/Fire  Police Sales Tax
Capital Fund*
Equipment Use  Police/Fire Capital
Tax Fund Equipment Sales
 Zoo Sales Tax Tax
Fund
 Sports Facilities
Sales Tax Fund
* These funds have both an operating and non-operating component
 Sports Facilities Use
Tax Fund
B-2  Stormwater Drainage
Utility Fund*
 Street and Alley Fund
Revenues
Operating Funds
Before beginning the discussion of revenues, it Total City Revenues

should be noted that all projected growth rates
for FY18 were based on estimated year end totals
for FY17.
The City classifies its funds as either operating or

non-operating. The distinction is that some funds, Non-
Operating Operating
and, in some cases, portions of funds, directly
Funds Funds
support operations and other funds provide for 47%
53%
capital improvements or are so limited in their
purpose that they do not support daily
operations. This allows decision-makers to
segregate operating costs from the total cost for
the organization so that significant changes in
capital funding are not misinterpreted as a
significant change in operational costs.
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.
GENERAL FUND General Fund Revenue by Source

The General Fund has hundreds of
Misc.
individual revenue sources ranging from
Revenue 2% Fines 5%
daily fishing permits to building permits
Franchise
to sales tax. This section examines each Fees 10%
of the major categories of revenue in
the General Fund and highlights some of
the most significant revenue sources.
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
GENERAL FUND - TAXES

The largest category of revenue in the General Fund, at 65%, is taxes. Within the taxes category, all
revenue sources are authorized by the State and collected by the Oklahoma Tax Commission.
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.
Sales Tax Levy Fund Description

2.0% General Fund Sales Tax is the largest revenue source
for the General Fund and the City.
1.0% MAPS 3 Temporary Sales Tax in effect through
Sales Tax Fund December 31, 2017 and is slated to fund capital
improvements designed to boost economic development
and improve the quality of life in Oklahoma City.
0.75% Public Safety Tax is split evenly between Police and Fire and is a permanent
Sales Tax Fund dedicated sales tax.
0.125% Zoo A permanent dedicated sales tax that can only be used for capital
Sales Tax Fund improvements and operations at the Zoo.
3.875% Total
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
Oklahoma City Sales Tax Growth By Month

July 2012 - June 2017
20.0%
FY13 = 4.3%
15.0%
FY14 = 2.7% FY15 = 2.9%
10.0%
5.0%
0.0%
-5.0%
F -10.0% FY16 = (1.9%) FY17 = Projected (3.6%)
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
of 4.3% followed by a slower growth of 2.7% in $150

FY14 and 2.9% in FY15. In FY16 Sales Tax declined
$125
1.9%, followed by a consecutive year of decline in
$100
FY17 that is projected to be (3.6%). In FY18, Sales FY13 FY14 FY15 FY16 FY17* FY18*
Tax is expected to post modest growth of 2.5%.
*FY17 and FY18 are estimates
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.
GENERAL FUND - OTHER TAXES

General Fund Use Tax History
Use Tax
Use tax is levied on goods that are bought in
other states and then imported to Oklahoma $40
for use. This tax is applied in lieu of sales tax
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.
Commercial Vehicle Tax and Motor Fuels Tax

Commercial Vehicle Tax and Motor Fuels Tax are expected to generate $5.5 million in FY18 or 1.4% of
the General Fund budget. These taxes are restricted for street maintenance and will fund 47% of the
$11.7 budget for street repair and maintenance in FY18.
Alcoholic Beverage Tax

This is a smaller source of tax revenue and is a wholesale tax on higher alcohol beer, wine, and liquor
at a rate of 1/2 cent to two cents per ounce with 1/3 apportioned to counties, cities and towns based
on a population formula. The tax is projected to generate $1.0 million in FY18 representing growth of
1.5% over projected FY17 collections.
B-6
Revenues
GENERAL FUND - FRANCHISE FEES

Franchise and Utility Fees are charged to public utilities for the use of public rights of way for their
infrastructure. This category is the second largest within the General Fund accounting for 10% of the
General Fund Budget in FY18.
Oklahoma Gas and Electric (OG&E) Franchise Revenue

The largest single source of franchise revenue is a 3% franchise fee on gross receipts of OG&E, the
primary electric utility in Oklahoma City. Revenue projections for FY18 are $20.1 million, which
represents a 1% increase over expected revenue in FY17. Electric franchise revenue is significantly
influenced by the weather and the cost of fuel. While much of OG&E’s power is generated from coal
which enjoys much more stable prices, natural gas is also a significant fuel source used for electricity
production.
Oklahoma Natural Gas (ONG) Franchise Revenue

ONG is the natural gas utility in Oklahoma City and also pays a 3% franchise fee on gross revenues.
ONG also collects franchise revenue for the City from customers who buy their natural gas from other
suppliers and who use ONG only to transport the natural gas. This assessment is made on the
estimated cost of the gas transported by ONG and was the result of the change in the franchise
agreement between ONG and the City approved by voters on October 11, 2005. The total ONG
franchise revenue is projected to be $5.0 million, a 1% increase from FY17 year end projections due to
the price of natural gas increasing.
Cox Communications Franchise Revenue

Cox Communications is the cable television provider in Oklahoma City and pays a 5% franchise fee on
all cable television-related revenues to the City. Cox Communications also offers phone service and
pays a 2% fee on those services, as do all other telephone companies. In FY17, franchise revenue from
Cox Communications is expected to total $6.3 million which represents a 5% decline from FY17
estimated collections. The projection is based on declines in remittances and the national trend of
cable subscribers cancelling pay TV services and opting for online video services, as well as, as more
subscribers relinquishing their traditional land lines for cell phones.
City Water/Wastewater and Solid Waste Fee in lieu of franchise fee

Utilities providing water, wastewater, and solid waste services are operated by trusts that are separate
legal entities from the City. These enterprises pay a 2% fee to the City for use of the public right of
ways. Revenue from all three utilities is expected to total $5.8 million in FY18 which represents growth
of 17% that is attributed to rate increases, enhanced service levels, and an increase in the number of
customers served.
Other Utility Fees

There are smaller electricity companies or cooperatives, telephone and cable television providers and
a steam and chilled water utility that all serve portions of Oklahoma City and pay utility fees. The
revenue from all of these companies is expected to total $3.8 million in FY18.
B-7
Revenues
GENERAL FUND - OTHER

This includes the smaller categories of revenue of Licenses; Permits and Fees; Administrative Charges;
Service Charges; and Fines
Licenses, Permits, and Fees

This revenue comes from a variety of sources such as business licenses, fishing permits, building
permits, and fees for becoming a pre-qualified contractor. Modest growth of 2.3% is projected in FY18
and is spread across most sources. Overall, the category is expected to total $12.9 million in revenue.
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.
GENERAL FUND - MISCELLANEOUS REVENUE

Miscellaneous revenue includes the smaller categories of Transfers, Other Sources, and Fund Balance.
Transfers from other City Funds represent 0.2% of the General Fund budget or less than $1.0 million.
Other revenue sources include interest, leases, oil and gas royalties, sale of city property and other
miscellaneous revenue sources. In total, the Other Category (including interest) represents 1.0% of the
FY18 General Fund budget or $3.9 million.
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
GENERAL FUND HISTORICAL REVENUE SHORTFALL OR SURPLUS

The chart below illustrates the differences between revenue estimates and revenues actually received
in the General Fund during each fiscal year. Significant continued variances in actual collections from
estimated amounts, whether it be shortfall or surplus, can be reason for concern. Either scenario could
indicate a changing economy or inaccurate forecasting techniques. Additionally, credit rating
organizations such as Standard and Poor’s and Moody’s use this indicator to review the quality of
financial management in a local government since variances between budget and actual results are
considered indicative of management’s financial planning capabilities. In FY10 actual revenue was 6%
less than projected due to the recession. In FY11 and FY12, Oklahoma rebounded stronger than
expected with variances of 10% and 6%. In FY13, FY14, and FY15 revenue was within 1.0% of
projections. In FY16, the contraction in the energy sector contributed to revenue collections missing
projection by almost 5% and a prolonged weakened local economy that reflected inventory
adjustments accounted for a projected shortfall of 3% in FY17. The average variance over the past 10
years was 3.25% which is outside the City’s stated goal of having revenues within 2% of projections.
The City continues to work with Dr. Evans and Oklahoma City University to refine forecast estimates.
General Fund Collections Compared to Budget in Millions

$500
$450
0.54%
$400
(2.96%)
$350 0.85%
$300
Budget
Actual
$250
FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17*
*FY17 Estimate / Shading indicates recession
Internal Service Funds

Information Technology, Risk Management, the Print Shop, and Fleet Services each provide service to
most City departments and generate revenue by charging departments for those services. The
majority of the charges assessed to departments are set at the beginning of each year based on past
usage. The two exceptions are for fuel and postage, which are charged to departments based on
current usage and current prices.
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%
comprised of Capital Improvements and other Non-Operating Funds.
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.
There are three Non-Operating Funds that

are largely for capital improvement and Non-Operating Funds - Capital Improvement
are supported directly by taxes that will
be in effect during FY18: the MAPS 3 Sales
Capital Improvement, 8%
Tax Fund, the MAPS 3 Use Tax Fund and
the Hotel/Motel Tax Fund. MAPS 3 Use Tax, 6%
MAPS 3
Other, 4%
Sales Tax
The MAPS 3 Sales Tax Fund is the largest
Impact Fees, 2% 78%
non-operating fund and was created after
voters passed the MAPS 3 initiative on Hotel/Motel Tax, 2%
December 8, 2009. The one percent sales Police Sales Tax, 1%
tax went into effect on April 1, 2010 and
will last through December 31, 2017. The
tax will fund eight distinct capital projects.
The forecast for MAPS 3 Sales Tax growth
is the same as the other sales tax supported funds at 2.5% and total sales tax collections are expected
to total $66.5 million for the partial year of collection. An additional $383.8 million in fund balance
was budgeted as several of the capital projects are in design or have begun construction.
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.
Other Non-Operating Funds

The Other Non-Operating Funds are budgeted at $160.7 million in FY18. Most of these funds are so
limited in their purpose that they do not support daily operations and typically have a stream of
revenue from an outside source or another fund in addition to a significant Fund Balance. In these
cases, the Non-Operating Fund is serving to accumulate revenue for a specific purpose. Funds that fall
into this category include the Asset Forfeiture Fund and the Special Purpose Fund.
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
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
Revenue Detail Table

FY16 FY17 FY18
General Operating Funds
General Fund
Taxes
Sales Tax $214,747,978 $208,960,268 $212,186,963
Use Tax 30,015,007 37,900,276 38,484,526
Other Taxes 5,000,725 5,334,647 4,728,036
Commercial Vehicle Tax 4,490,573 4,593,618 4,324,158
Motor Fuels Tax 1,168,596 1,142,469 1,174,371
Alcoholic Beverage Tax 922,795 1,053,214 972,625
Total Taxes $256,345,673 $258,984,492 $261,870,679
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
Licenses, Permits, and Fees

Abandoned Building Registration $4,210 $10,000 $10,043
Fire Prevention Permits 262,336 290,341 189,692
Alarm Permits 684,666 744,887 637,324
Police Alarm Fees 554,267 591,683 483,362
Oil & Gas Well Inspections 260,678 152,522 240,906
General Licenses 802,554 844,158 638,447
Building Permits 5,303,798 5,436,780 4,807,402
Electrical Wiring Permits 1,509,236 1,646,190 1,456,486
Plumbing Permits 1,561,558 1,597,679 1,540,596
Boiler & Elevator Permits 226,470 268,347 250,208
Offsite Wagering Fee 55,430 60,521 43,187
Pre-Qualification Application Fee 61,130 56,987 57,136
Refrig. & Forced Air Permits 988,475 1,106,714 987,771
Sidewalk & Paving Fees 450,631 540,538 454,585
Work Zone Permits 33,934 31,475 35,800
Other Fees 110,656 48,223 46,875
Hunting and Fishing Permits 193,977 174,013 169,253
Mixed Bev./Bottle Club License 577,875 608,149 633,854
B-14
Revenues

FY16 FY17 FY18
Vending Stamps 165,909 162,679 159,067
Bike Share Program 35,996 33,229 0
Garage Sale Permits 135,281 134,255 128,744
Total Licenses, Permits, & Fees $13,979,066 $14,539,370 $12,970,738
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
Other Service Charges

Bond Fund Engineering, Legal, Other Services $3,883,954 $5,242,855 $5,565,094
Econ Dev,TIF Engineering, Legal, Other Svcs 412,931 409,230 447,023
Animal Shelter Fees 302,842 345,123 270,958
Engineering Fees 2,124,455 2,418,456 2,102,243
Planning Fees 753,500 797,665 769,503
Fire Service Recovery 42,000 28,000 28,000
Fire Wage Adjustment Reimbursement 12,067,656 11,963,872 11,725,894
Police Wage Adjustment Reimbursement 9,265,643 9,185,958 9,003,236
Police Fees 2,173,842 2,195,481 2,309,521
Parking Meters 1,244,891 1,398,819 1,748,545
Reimbursement - Grants 56,886 466,839 178,741
Refunds and Reimbursements - Operating 1,376,586 1,036,924 1,337,337
Mowing Services - OCRRA 0 35,393 0
Damage to City Property 207,793 216,279 149,270
Recreation Fees 1,295,129 1,390,313 1,202,983
Total Other Service Charges $35,208,108 $37,131,207 $36,838,348
B-15
Revenues

FY16 FY17 FY18
Fines
Traffic Fines $8,369,739 $8,118,554 $7,831,827
Parking Fines 2,169,131 2,108,131 1,658,395
Court Fees 10,036,019 9,765,845 9,803,510
Court of Record, Jury Division 1,817,583 1,911,653 1,672,918
Criminal Court 299,939 269,457 423,232
Jail Cost Recovery Program 324,058 339,051 153,150
Other Fines 259,741 270,191 182,599
Juvenile Fines 228,249 215,620 191,038
Total Fines $23,504,459 $22,998,502 $21,916,669
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
Fund Balance $0 $3,245,055 $2,000,000
Total General Fund $402,540,348 $405,445,504 $404,455,720
Internal Service Funds

Interest $82,287 $32,000 $30,000
Information Technology 23,785,899 23,569,899 24,672,490
Risk Management 16,861,938 15,140,712 15,092,326
Print Shop 870,964 933,287 913,412
Fleet Services 8,340,281 9,597,764 9,463,511
Licenses, Permits and Fees 15 0 0
Other 216,040 0 209,055
Services 559 0 0
Fund Balance 0 1,676,969 1,580,150
Total Internal Service Funds $50,157,981 $50,950,631 $51,960,944
Total General Operating Funds $452,698,329 $456,396,135 $456,416,664
B-16
Revenues

FY16 FY17 FY18
Special Revenue Funds
Court Administration & Training Fund
Fees $1,919,317 $1,835,151 $1,892,360
Fines 540 572 174
Interest 7,729 10,170 10,961
Fund Balance 0 499,572 196,352
Total Court Administration & Training Fund $1,927,586 $2,345,465 $2,099,847
Emergency Management Fund

Tariffs $4,627,603 $4,907,458 $5,492,034
Interest 7,320 9,999 16,183
Transfers 2,987,502 3,997,544 2,834,556
Fund Balance 0 462,815 356,862
Total Emergency Management Fund $7,622,425 $9,377,816 $8,699,635
Fire Sales Tax Fund

Sales Tax $40,265,246 $40,913,832 $39,785,056
Interest 97,090 121,899 149,878
Other 27,408 13,458 23,177
Service Charges 40,098 0 0
Fund Balance 0 3,859,207 4,426,160
Total Fire Sales Tax Fund $40,429,841 $44,908,396 $44,384,271
Hotel/Motel Tax Fund**

Hotel/Motel Tax $6,644,288 $6,492,820 $6,418,505
Interest 25,241 36,582 47,507
Other 0 0 31,711
Transfers 5,327,061 5,194,256 5,112,305
Fund Balance 0 351,275 250,291
Total Hotel/Motel Tax Fund $11,996,590 $12,074,933 $11,860,319
MAPS Operations Fund**

Use Tax $0 $0 $0
Interest 34,737 70,723 50,673
Other 361 0 0
Transfers (270,786) (690,910) (711,637)
Fund Balance 0 1,372,055 1,422,677
Total MAPS Operations Fund ($235,688) $751,868 $761,713
B-17
Revenues

FY16 FY17 FY18
MAPS 3 Use Tax Fund**
Use Tax $10,371,624 $13,182,705 $8,366,205
Interest 96,966 150,344 129,448
Service Charges 0 541,821 563,494
Tranfsers (12,225,196) (12,153,347) (12,153,347)
Fund Balance 0 2,321,655 7,848,605
Total MAPS 3 Use Tax Fund ($1,756,606) $4,043,178 $4,754,405
Medical Service Program Fund

Medical Service Program Fee $6,842,667 $6,810,896 $6,702,681
Interest 27,629 33,027 56,567
Other 10,000 0 0
Fund Balance 0 410,077 293,019
Total Medical Service Program Fund $6,880,296 $7,254,000 $7,052,267
OCMAPS Sales Tax Fund

City/Schools Sales Tax $0 $0 $0
Interest 3,982 6,358 0
Other 40,452 0 0
Service Charges 0 87,780 0
Transfers 0 100,000 0
Fund Balance 0 245,095 0
Total OCMAPS Sales Tax Fund $44,434 $439,233 $0
Police Sales Tax Fund**

Sales Tax $40,265,246 $40,913,832 $39,785,056
Interest 98,290 136,417 134,315
Service Charges 144,886 124,498 168,236
Transfers 0 0 0
Fund Balance 0 991,131 1,483,244
Total Police Sales Tax Fund $40,508,421 $42,165,878 $41,570,851
Zoo Sales Tax Fund

Sales Tax $13,421,749 $13,910,703 $13,261,685
Interest 1,910 0 0
Fund Balance 0 278,214 265,234
Total Zoo Sales Tax Fund $13,423,658 $14,188,917 $13,526,919
Total Special Revenue Funds $120,840,957 $137,549,684 $134,710,227
B-18
Revenues

FY16 FY17 FY18
Enterprise Funds
Airports Cash Fund
Transfer from Airport Trust (OCAT) $15,819,581 $17,574,222 $17,736,524
Interest 20,668 28,270 27,658
Other 150,155 0 49,424
Fund Balance 0 0 0
Total Airports Cash Fund $15,990,404 $17,602,492 $17,813,606
Solid Waste Management Cash Fund

Interest $13,051 $17,522 $18,447
Transfers 9,802,000 10,813,227 10,295,276
Fund Balance 0 1,000,000 1,000,000
Total Solid Waste Management Cash Fund $9,815,051 $11,830,749 $11,313,723
Storm Water Drainage Utility Fund**

Fees $17,141,178 $17,667,703 $17,351,753
Interest 80,763 108,790 118,151
Other 110,409 0 0
Permits 117,240 106,312 106,003
Reimbursements 255,766 255,766 255,766
Service Charges 207,785 53,192 201,779
Tranfers (2,454,414) (1,202,180) (4,000,000)
Fund Balance 0 245,296 3,588,246
Total Storm Water Drainage Utility Fund $15,458,727 $17,234,879 $17,621,698
Transportation and Parking Enterprise Fund

Interest $3,411 $4,714 $4,697
Service Charges 149,279 580,721 742,844
Transfers 2,432,997 3,513,644 3,355,284
Fund Balance 0 0 0
Total Transportation and Parking Cash Fund $2,585,687 $4,099,079 $4,102,825
Water/Wastewater Cash Fund

Interest $108,279 $142,693 $136,741
Transfers 77,230,000 88,001,990 92,055,505
Fund Balance 0 1,408,789 800,000
Total Water/Wastewater Cash Fund $77,338,279 $89,553,472 $92,992,246
Total Enterprise Funds $121,188,148 $140,320,671 $143,844,098
Subtotal Operating Funds $694,727,433 $734,266,490 $734,970,989
Less Operating Interfund Transfers (1) (98,866,715) (94,588,057) (92,406,425)
Total Operating Funds $595,860,718 $639,678,433 $642,564,564
B-19
Revenues

FY16 FY17 FY18
Non-Operating Funds
Non-Operating Capital Improvements
Capital Improvement Projects Fund
Interest $355,824 $450,000 $158,444
Other 230,475 0 0
Reimbursements 250,000 0 0
Service Charges 1,560,100 0 0
Transfers 12,079,409 6,965,000 7,225,000
Fund Balance 0 51,939,673 40,392,438
Total Capital Improvement Projects Fund $14,475,808 $59,354,673 $47,775,882
City and Schools Capital Projects Use Tax Fund

Use Tax $0 $0 $0
Interest 21,169 20,046 16,525
Other 664,202 171,975 84,456
Transfers 880,432 0 0
Fund Balance 0 2,952,487 3,180,760
Total City and Schools Cap. Projects Use Tax $1,565,804 $3,144,508 $3,281,741
Hotel/Motel Tax Fund**

Hotel/Motel Tax $7,973,146 $7,791,383 $7,702,206
Interest 25,571 38,215 49,131
Transfers 1,030,409 1,351,752 1,220,338
Fund Balance 0 1,156,203 141,132
Total Hotel/Motel Tax Fund $9,029,126 $10,337,553 $9,112,807
Impact Fees Fund

Impact Fees $0 $0 $8,700,000
Interest 0 0 17,000
Fund Balance 0 0 663,579
Total Impact Fees Fund $0 $0 $9,380,579
MAPS Operations Fund**

Use Tax $0 $0 $0
Interest 27,431 15,000 15,000
Transfers 670,786 690,910 711,637
Fund Balance 0 3,944,801 2,134,810
Total MAPS Operations Fund $698,217 $4,650,711 $2,861,447
MAPS Sales Tax Fund

Sales Tax $0 $0 $0
Interest 556 237 880
Other 8,336 0 0
Fund Balance 0 563,609 524,973
Total MAPS Sales Tax Fund $8,892 $563,846 $525,853
B-20
Revenues

FY16 FY17 FY18
MAPS 3 Sales Tax Fund
Sales Tax $107,260,805 $109,103,551 $66,494,132
Interest 3,160,646 2,717,475 3,263,660
Transfers 1,658,352 0 0
Fund Balance 0 193,823,999 383,757,327
Total MAPS 3 Sales Tax Fund $112,087,848 $305,645,025 $453,515,119
MAPS 3 Use Tax Fund**

Use Tax $0 $0 $0
Interest 202,602 286,299 178,307
Transfers 12,225,196 12,153,347 12,153,347
Fund Balance 0 30,089,163 24,948,628
Total MAPS 3 Sales Tax Fund $12,427,798 $42,528,809 $37,280,282
Oklahoma City Sports Facilities Sales Tax Fund

Sales Tax $0 $0 $0
Interest 2,523 1,948 749
Other 49,265 0 0
Fund Balance 0 360,684 62,571
Total OKC Sports Facilities Sales Tax Fund $51,788 $362,632 $63,320
Oklahoma City Sports Facilities Use Tax Fund

Use Tax $0 $0 $0
Interest 4,042 4,543 996
Other 10,799 0 0
Fund Balance 0 565,132 196,010
Total OKC Sports Facilities Use Tax Fund $14,841 $569,675 $197,006
Oklahoma City Tax Increment Financing Fund

Tax Increment Financing Match $0 $850,000 $850,000
Interest 592 0 0
Fund Balance 0 0 0
Total Oklahoma City TIF Fund $592 $850,000 $850,000
Police Sales Tax Fund**

Sales Tax $0 $0 $0
Interest 37,537 60,822 31,752
Other 15,224 0 0
Fund Balance 0 7,536,847 3,452,700
Total Police Special Tax $458,520 $7,597,669 $3,484,452
B-21
Revenues

FY16 FY17 FY18
Police/Fire Capital Equipment Sales Tax Fund
Police and Fire Equipment Sales Tax $0 $0 $0
Interest 40,802 58,320 18,739
Other 81,143 0 0
Fund Balance 0 5,108,278 4,153,378
Total Police/Fire Equipment Sales Tax Fund $121,945 $5,166,598 $4,172,117
Storm Water Drainage Fund**

Fees $0 $0 $0
Interest 15,849 19,512 40,528
Transfers 2,454,414 1,202,180 4,000,000
Fund Balance 0 4,115,540 4,613,600
Total Storm Water Drainage Fund $2,470,263 $5,337,232 $8,654,128
Street & Alley Capital

Interest $2,655 $300 $0
Other 3,010 0 0
Fund Balance 0 392,629 306,955
Total Street & Alley Capital $5,665 $392,929 $306,955
Total Capital Improvements $153,417,107 $446,501,860 $581,461,688

Asset Forfeiture
Asset Seizure Revenues $1,112,344 $1,168,780 $1,215,651
Other 19,172 0 3,213
Service Charges 16,612 16,612 0
Interest 17,003 24,731 10,060
Fund Balance 0 1,348,645 554,335
Total Asset Forfeiture $1,165,131 $2,558,768 $1,783,259
Debt Service Fund

Ad Valorem (Property) $83,819,985 $84,091,291 $85,446,354
Interest 1,286,492 600,000 600,000
Other 5,883,096 6,000,000 6,000,000
Fund Balance 0 21,407,360 14,029,854
Total Debt Service Fund $90,989,574 $112,098,651 $106,076,208
Grants Management Fund

Grant Awards $41,888,674 $45,658,879 $39,289,655
Total Grants Management Fund $41,888,674 $45,658,879 $39,289,655
B-22
Revenues

FY16 FY17 FY18
OKC Improvement & Special Assessment Dist.
Assessments $2,671,804 $3,715,900 $3,762,846
Interest 8,208 8,050 37,538
Service Charges 6,877 13,190 8,450
Transfers (1,505) 0 0
Fund Balance 0 0 0
Total OKC Improvement Districts Fund $2,685,384 $3,737,140 $3,808,834
Special Purpose Fund

Donations ($1,442,273) $4,363,594 $1,556,000
Fees 274,170 227,117 215,000
Interest 165,850 68,097 103,925
Other 1,282,050 9,600 10,000
Tranfers 26,536 1,000,000 1,000,000
Fund Balance 0 9,914,031 6,817,612
Total Special Purpose Funds $344,254 $15,599,439 $9,704,710
Total Other Non-Operating Funds $137,073,016 $179,652,877 $160,662,666
Total Non-Operating Funds $290,490,123 $626,154,737 $742,124,354
Subtotal All Funds $886,350,841 $1,265,833,170 $1,384,688,918
Less Interfund Transfers (2) (11,480,352) (5,065,600) (7,302,600)
Total All Funds $874,870,490 $1,260,767,570 $1,377,386,318

*Includes tranfers between the operating and non-operating portions of a fund.
** Fund contains both Operating and Non-Operating activities
(1) Transfers between Operating Funds

Gen Fund Transfer to Emerg Mgmt $2,987,502 $3,997,544 $2,683,067
Gen Fund to Transit Fund via COTPA 2,190,047 3,286,211 3,119,900
Gen Fund to City and Schools Use Tax Fund 152,275 0 0
Various Funds to Internal Service Fund 49,859,081 49,241,662 50,141,739
Fire Sales Tax to General Fund 12,067,656 11,963,874 11,725,894
Police Sales Tax to General Fund 9,265,643 9,185,958 9,003,237
Grants to Gen Fund 56,886 466,839 178,741
Gen Fund to Parking Cash Fund 294,001 330,256 502,479
Special Purpose to MAPS 3 Fund 1,658,352 0 0
Various Non-Operating Pmts to Gen Fund 5,501,690 0 150,000
Various Funds Admin Pmts to Gen Fund 14,833,581 16,115,713 14,901,368
Total $98,866,715 $94,588,057 $92,406,425
B-23
Revenues

FY16 FY17 FY18
(2) Transfers to Non-Operating Funds
Various to CIP Fund $14,303,419 $5,065,600 $7,215,600
Gen Fund to GO Bonds 203,260 0 0
Various Funds to Special Purpose (36,402) 0 87,000
Various Funds to Grant Fund (2,989,926) 0 0
Total $11,480,352 $5,065,600 $7,302,600
B-24
Expenditures
Expenditure Summary
The Oklahoma Municipal Budget Act guides municipalities in the

preparation of their budgets and mandates certain requirements in
presenting the budget.
The City of Oklahoma City diligently follows these requirements. Some of the requirements seem
commonplace because we have been following these guidelines for years. For example, the budget
contains actual revenues and expenses for the prior fiscal year, the revenue and expenditure budget
for the current year, and estimated revenue and expenditures for the coming year. Another
requirement is that all expenditures be “departmentalized” within each fund.
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.
The executive category includes only Budgeted Positions History

positions that report directly to City 4,743
5,000 4,580 4,660
Council: the City Manager, City 4,529 4,644
Attorney, City Auditor and four
Municipal Judges. 4,000
Positions
3,000
2,000
1,000
0
FY14 Adopted FY15 Adopted FY16 Adopted FY17 Adopted FY18 Proposed
B-27
Expenditures
Budgeted Positions by Department

FY16 FY17 FY18
Department Adopted Adopted Proposed Change %
Airports 120.00 120.00 120.00 0.00 0.0%

City Auditor 9.00 8.00 7.00 (1.00) -12.5%
City Clerk 9.00 8.00 8.00 0.00 0.0%
City Manager 43.00 48.00 49.00 1.00 2.1%
Development Services 201.00 189.00 182.00 (7.00) -3.7%
Finance 90.00 85.00 82.00 (3.00) -3.5%
Fire 1008.00 997.00 990.00 (7.00) -0.7%
Fire Grants 0.00 0.00 0.00 0.00 N/A
General Services 78.00 70.00 68.00 (2.00) -2.9%
Information Technology 103.00 100.00 107.00 7.00 7.0%
Mayor and Council 6.00 6.00 6.00 0.00 0.0%
Municipal Counselor 58.00 55.00 54.00 (1.00) -1.8%
Municipal Court 81.00 79.00 75.00 (4.00) -5.1%
Parks and Recreation 199.00 185.00 187.00 2.00 1.1%
Personnel 26.00 24.00 25.00 1.00 4.2%
Planning 29.5 27.38 26.83 (0.55) -2.0%
Planning Grants 20.5 19.62 20.17 0.55 2.8%
Police 1,453.14 1,446.00 1,431.00 (15.00) -1.0%
Police Grants 1.86 1.00 1.00 0.00 0.0%
Public Transportation and Parking 29.00 32.00 32.00 0.00 0.0%
Public Works 406.00 386.00 386.00 0.00 0.0%
Utilities 772.00 774.00 787.00 13.00 1.7%
Total 4,743.00 4,660.00 4,644.00 -16.00 -0.3%
B-28
Expenditures
The General Fund

The General Fund is the largest fund within the City budget and makes up $404,455,720 of the City’s
total operating budget. The General Fund serves as the mechanism from which many of the core
services of the City are primarily funded. The General Fund also has the most flexibility on how funds
can be spent. The special revenue and enterprise funds, also mostly operating funds, have specific
purposes required for the expenditure of those funds. Within the General Fund, however, there is
more latitude to direct the spending priorities of the City. Using the same functions that were defined
before, the focus on Public Safety is even more pronounced in the General Fund as approximately 65%
of the total budget is expended in this area.
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.
General Fund Expenditures by Function
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
Actual Adopted Proposed Percentage

FY16 FY17 FY18 Change
General Fund Expenses
City Auditor $1,179,609 $1,135,429 $1,072,445 -5.55%
City Clerk 955,414 980,034 907,490 -7.40%
City Manager 3,230,243 3,150,801 3,052,176 -3.13%
Development Services 18,343,546 17,968,455 17,398,920 -3.17%
Finance 9,041,144 8,341,985 8,180,916 -1.93%
Fire 93,704,323 91,895,099 92,566,147 0.73%
General Services 5,193,353 4,764,078 4,699,919 -1.35%
Mayor & Council 945,733 1,003,024 1,011,730 0.87%
Municipal Counselor 7,131,015 6,751,103 6,689,735 -0.91%
Municipal Court 8,224,196 9,057,261 9,202,807 1.61%
Non-Departmental Operating 52,181,444 49,648,747 47,728,659 -3.87%
Parks & Recreation 25,149,788 25,750,949 26,532,554 3.04%
Personnel 2,933,056 2,850,719 2,939,202 3.10%
Planning 3,881,810 3,838,430 3,734,774 -2.70%
Police 136,650,274 132,410,697 132,243,205 -0.13%
Public Transportation and Parking 17,626,898 16,254,912 16,741,446 2.99%
Public Works 29,186,091 29,643,781 29,753,595 0.37%
Total Expenses $415,557,937 $405,445,504 $404,455,720 -0.24%
B-30
Expenditures
Expenditure Summary Table

FY16 FY17 FY18
Operating Funds
General Operating Funds
General Fund $415,557,937 $405,445,504 $404,455,720
Internal Service Fund 49,675,251 50,950,631 51,960,944
Total General Operating Funds $465,233,187 $456,396,135 $456,416,664
Special Revenue Funds

Court Admin. and Training Fund $1,925,021 $2,345,465 $2,099,847
Emergency Management Fund 7,882,969 9,377,816 8,699,635
Fire Sales Tax Fund 38,100,871 44,908,396 44,384,271
Hotel/Motel Tax Fund* 11,836,593 12,074,933 11,860,319
MAPS Operations Fund* 595,112 751,868 761,713
MAPS 3 Use Tax Fund* 2,396,004 4,043,178 4,754,405
Medical Service Program Fund 4,777,137 7,254,000 7,052,267
OCMAPS Sales Tax Fund* 444,346 439,233 0
Police Sales Tax Fund* 39,231,535 42,165,878 41,570,851
Zoo Sales Tax Fund 13,440,670 14,188,917 13,526,919
Total Special Revenue Funds $120,630,256 $137,549,684 $134,710,227
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
Subtotal Operating Funds $706,278,357 $734,266,490 $734,970,989
Total Operating Funds $607,411,642 $639,678,433 $642,564,564
B-31
Expenditures

FY16 FY17 FY18
Non-Operating Funds
Capital Improvements
Capital Improvement Projects Fund $26,456,425 $59,354,673 $47,775,882
City and Sch Cap Proj Use Tax Fund 363,622 3,144,508 3,281,741
Hotel/Motel Tax Fund* 9,143,030 10,337,553 9,112,807
Impact Fees Fund 0 0 9,380,579
MAPS Operations Fund* 175,173 4,650,711 2,861,447
MAPS Sales Tax Fund* 0 563,846 525,853
MAPS 3 Sales Tax Fund 91,239,824 305,645,025 453,515,119
MAPS 3 Use Tax Fund* 10,930,791 42,528,809 37,280,282
OKC Sports Facilities Sales Tax Fund 0 362,632 63,320
OKC Sports Facilities Use Tax Fund (2,020) 569,675 197,006
OKC Tax Increment Financing Fund (947,964) 850,000 850,000
Police Sales Tax Fund* 3,306,374 7,597,669 3,484,452
Police/Fire Cap Equip Sales Tax Fund 1,999,531 5,166,598 4,172,117
Stormwater Drainage Utility Fund* 682,641 5,337,232 8,654,128
Street and Alley Fund 4,073 392,929 306,955
Total Capital Improvements $143,351,499 $446,501,860 $581,461,688
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
Total Non-Operating Funds $281,040,551 $626,154,737 $742,124,354
Subtotal All Funds $888,452,193 $1,265,833,170 $1,384,688,918
Total All Funds $876,971,841 $1,260,767,570 $1,377,386,318
* Indicates the Fund has both an Operating and Non-Operating component
B-32
Expenditures

FY16 FY17 FY18
(1) Transfers between Operating Funds
Gen Fund Transfer to Emerg Mgmt $2,987,502 $3,997,544 $2,683,067
Gen Fund to Transit Fund via COTPA 2,190,047 3,286,211 3,119,900
Gen Fund to City & Schools Use Tax Fund 152,275 0 0
Various Funds to Internal Service Fund 49,859,081 49,241,662 50,141,739
Fire Sales Tax to General Fund 12,067,656 11,963,874 11,725,894
Grants Funds to General Fund 56,886 466,839 178,741
General Fund to Parking Cash Fund 294,001 330,256 502,479
Various Funds Pmts to Gen Fund 5,501,690 0 150,000
Special Purpose to MAPS 3 Fund 1,658,352 0 0
Police Sales Tax to General Fund 9,265,643 9,185,958 9,003,237
Various Funds Admin Pmts to Gen Fund 14,833,581 16,115,713 14,901,368
Total $98,866,715 $94,588,057 $92,406,425
(2) Transfers to Non-Operating Funds

Various to CIP Fund $14,303,419 $5,065,600 $7,215,600
Grant Fund to Various Funds 0 0 0
General Fund to GO Bonds Fund 203,260 0 0
Various Funds to Special Purpose (36,402) 0 87,000
Various Funds to Grant Funds (2,989,926) 0 0
Total $11,480,352 $5,065,600 $7,302,600
B-33
Long Range Financial Summary
The Five-Year Financial Forecast is presented each February to the

City Council and Mayor through a Council Workshop, to which the
public and local media are invited. Although only a summary is
provided here which focuses on the General Fund, the full forecast
is available on the City’s website at https://www.okc.gov/
departments/finance/financial-and-budget-reports
The purpose of the forecast is to evaluate the City’s financial con-

dition as it relates to meeting the community’s needs for ongoing
core and ancillary programs and services. Armed with factually
accurate, timely, and objective information about the City’s finan-
cial condition, elected officials can help ensure the stability of Ok-
lahoma City’s general and other municipal funds. With continued
financial viability, the City can anticipate and meet community
needs and enable additional economic diversification and growth
for many years to come. With this in mind, the Five-Year Financial
Forecast serves three purposes.
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
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.
Financial Trend Monitoring

The Financial Trend Monitoring System (FTMS) is designed to give City leaders and citizens a simple
method for evaluating the City’s financial condition on a year-to-year basis. Adapted from Evaluating
Financial Condition: A Handbook for Local Government, published by the International City/County
Managers Association, this method identifies the trends in various financial and environmental areas
and rates them as positive, neutral or negative. A final “score” can then be developed showing how
many of the trends fall in each category. This system provides the City with a more comprehensive
evaluation of financial condition rather than focusing on individual indicators, such as fund balance.
The FTMS includes 22 indicators. As shown in the graph, the results of the analysis for FY17 were 11
indicators trending positive, 7
indicators trending neutral and Indicator History
4 indicators trending negative. Positive Neutral Negative
The City remained in a favora-
ble financial position. Those
FY17 11 7 4
indicators rating negative in
FY17 were Average Weekly FY16 12 6 4
Earnings, Active Drilling Rigs,
Private Development Plans, and FY15 14 7 1
Revenue Accuracy all of which FY14 10 9 3

were influenced by the down-
town in the energy sector and FY13 5 14 3
the underlying weakness in the
0 5 10 15 20
local economy.
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:
 Facility Capital Maintenance Costs  MAPS 3 Operating Costs

 Funding Street Improvements  Public Safety Communications System
 Impact of Budget Reductions on Operations  Public Safety Service Level Improvements
 Long-Term Water Capital  Public Transportation System Improvements
B-35
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.
General Fund Revenues, Trends and Forecasts

There are literally hundreds of individual revenue sources that contribute to the General Fund so they
are combined into similar categories. When all of the categories are combined, the General Fund is
expected to grow at about 3.17% per year over the next five years or to $461.5 million in FY22. With
the current revenue mix, sales tax accounts for more than half of General Fund revenue, continued
stability of the General Fund is contingent upon growth in tax revenues, sales tax, in particular.
Overall General Fund Revenue
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
General Fund Expenditures

City expenditures encompass a variety of goods and services and it is anticipated that general oper-
ating costs will continue to grow at a rate higher than inflation due primarily to salary and benefit
growth. In addition, several enhancements to current services or new services were included in the
five-year forecast that contributed to projected annual growth of 4.7% or $508 million in FY22. En-
hancements included staffing for a new fire station, increased police staffing, replacement of the radio
system, operating cost for the new downtown park, operation of a new streetcar, and bus replace-
ment.
Overall General Fund Expeditures

Personal Services (4.22% Avg Annual Growth) Other Services (6.85% Avg Annual Growth)
Supplies & Capital (0.59% Avg Annual Growth) Transfers (5.35% Avg Annual Growth)
$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
General Fund Revenue/Expenditure Gap

Historically, the City’s financial forecasts have projected a revenue/expenditure gap. A financial gap
appears when projected General Fund expenses exceed anticipated revenue collections. This gap pos-
es a real, but manageable, threat to the City’s continued financial stability. The national recession had
a significant impact on revenues in FY10. The City experienced significant growth in Sales Tax in FY11
and FY12 which put the City back on a much more positive track. However, growth slowed in FY14 and
FY15 and declined in FY16 and FY17. Moderate growth is anticipated in FY18. Current operating and
capital issues facing the City will require careful planning to ensure a sound financial future.
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
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.
FY17 Five-Year Projection for General Fund Revenues and Expenditures
$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
Reader’s Guide to Department 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.
Performance Impact from Budget Changes

The departments discuss any significant impacts to their operations from budget changes. These may
include new programs or enhanced service or reductions in services caused by financial constraints.
Also included are some department facts which highlight some of the departments responsiblities,
services, or achievements.

This is a summary of the department’s major budget changes such as
position changes, equipment purchases, or significant increases in fuel or
utilities.
C-1
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.
Program Positions and Budget

Program Positions and Budget shown in the last table provides the number of positions and operating
budget by Program for each department’s Line of Business section.
C-2
Airports
Airports
Citizens
Mayor and
City Council
City Manager
Department of
Airports
Commercial General Maintenance Property Mgmt.

Aviation Aviation & Development
 Airfield Operations  Operations  Building Maintenance  Architectural &

 Runways & Taxiways  Equipment Maintenance Engineering/Planning
 Safety, Security &  Fuel  Construction
Inspections  Grounds  Facility & Lease
Administration
Director Budget Positions

Mark Kranenburg $17,813,606 120
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.

The Department of Airports changes were made with the goal of Department Facts
increased efficiency and better customer satisfaction for those
that utilize the Department’s facilities. As a result, the  WRWA’s longest runways
Department created an Operations Manager position to handle are 9,800 hundred feet
critical landside functions. No new position was created, instead each. To put it in perspec-
this is a position title and duty change of the Administrative tive, each runway is nearly
Specialist which will reflect the new duties of the position. The 2 miles long or 27 football
Operations Manager will be the Director’s Liaison and will handle fields end-to-end.
terminal operations, ground transportation, and security. This  There are 24,000 checked
position will also direct contractor activities and will resolve bags screened at Will Rog-
tenant, contractor, and service manager issues. Many of the ers World Airport
responsibilities of the new position will directly impact  Wiley Post Airport ranks
passengers, tenants and the general public, with the purpose of
22nd out of over 5,000
creating a more pleasant environment and experience for all
airport customers. airports nationally for the
number of jet aircraft
The Department also changed the title of position from Contract based on the airport.
Coordinator to Property Technician. This title change better  Clarence E. Page (CEP) Air-
reflects the position’s duties, and will improve the Department’s port was originally called
day-to-day operations in areas like procurement of goods and Cimarron Airport. The
services and review of bids for compliance. name was changed in
1978 when a time capsule
was buried containing a
video cassette and reel-to-
reel tape with recordings
of the rededication cere-
mony and the first CEP
airshow.
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
Department of Airports Major Budget Changes Amount Positions

1. Changes in personnel related costs such as salaries, merit, retirement, $324,786 -
health insurance and other benefits
C-5
Airports
Expenditures
Summary of FY16 FY17 FY18 Percent

Expenditures by Purpose Actual Adopted Budget Proposed Budget Change
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%
Total Operating Expenditures $16,320,605 $17,602,492 $17,813,606 1.20%

Expenditures by Funding Source Actual Adopted Budget Proposed Budget Change
Airport Cash Fund $16,320,606 $17,602,492 $17,813,606 1.20%
Total All Funds $16,320,606 $17,602,492 $17,813,606 1.20%
C-6
Airports
Positions

Positions by Purpose Actual Adopted Budget Proposed Budget Change
Administration 21.00 23.00 23.00 0.00%

Commercial Aviation 23.00 23.00 23.00 0.00%
General Aviation 9.00 9.00 9.00 0.00%
Maintenance 46.00 46.00 46.00 0.00%
Property Mgmt. and Development 21.00 19.00 19.00 0.00%
Department Total 120.00 120.00 120.00 0.00%

Positions by Funding Source Actual Adopted Budget Proposed Budget Change
Airport Cash Fund 120.00 120.00 120.00 0.00%
C-7
Airports
Airports Lines of Business
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.
Administration Positions and Budget

FY16 FY17 FY18
Adopted Actual Adopted Adopted Proposed Proposed
Program Positions Expenses Positions Budget Positions Budget
Business Services 0.00 $25,838 0.00 $0 0.00 $0
Executive Leadership 18.95 4,643,321 20.95 5,168,561 20.95 5,116,578
Public Information and
2.05 221,199 2.05 214,108 2.05 215,775
Marketing
Line of Business Total 21.00 $4,890,358 23.00 $5,382,669 23.00 $5,332,353
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.
Commercial Aviation Positions and Budget

FY16 FY17 FY18
Airfield Operations 8.00 $643,842 8.00 $681,279 8.00 $704,645
Runways and Taxiways 13.00 1,046,197 13.00 1,236,301 13.00 1,263,555
Safety, Security, and Inspections 2.00 3,187,051 2.00 3,244,294 2.00 3,389,162
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.
General Aviation Positions and Budget

FY16 FY17 FY18
Operations 9.00 675,497 9.00 723,160 9.00 739,356
Line of Business Total 9.00 $675,497 9.00 $723,160 9.00 $739,356
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.
Maintenance Positions and Budget

FY16 FY17 FY18
Building Maintenance 18.00 $1,513,630 18.00 $1,573,640 18.00 $1,575,875
Equipment Maintenance 8.00 1,143,591 8.00 1,332,586 8.00 1,344,933
Fuel 7.00 652,248 7.00 665,817 7.00 681,158
Grounds 13.00 749,797 13.00 862,673 13.00 874,664
C-9
Airports
Property Management and Development

 The Architectural and Engineering/Planning Program provides grant procurement, technical
analysis, space planning, long-term capital planning, project management, and support to tenants
and other airport divisions so they can have the engineering and planning resources that they need
within the specified time frame.
 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.
Property Management and Development Positions and Budget

FY16 FY17 FY18
Architectural and
8.00 $584,865 6.00 $617,404 6.00 $643,525
Engineering/Planning
Construction 7.00 702,270 7.00 730,404 7.00 739,378
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
 Audit Services  Ethics Assurance

Jim Williamson $1,072,445 7
C-11
City Auditor
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.

The Office of the City Auditor expects minimal impact with Department Facts
the loss of the currently vacant Executive Assistant position.  The Office of the City Auditor
The critical duties of this position, all administrative in
is audited every three years to
nature, have been reassigned to remaining staff.
ensure compliance with Gen-
erally Accepted Government
To review additional performance information, please
Auditing Standards.
see the attached supplemental performance report or
 The Office of the City Auditor
visit our website: www.okc.gov/departments/finance/
performance-data. develops and operates by a
triennial Audit Plan based on a
citywide risk assessment.
C-12
City Auditor
City Auditor Major Budget Changes Amount Positions

1. Changes in personnel related costs, such as salaries, merit, retirement, ($25,559) -
health insurance, other benefits, and mid-year cuts
2. Deletes Executive Assistant to the City Auditor ($56,084) (1)
C-13
City Auditor
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%
Total Operating Expenditures $1,179,610 $1,135,429 $1,072,445 -5.55%

General Fund $1,179,609 $1,135,429 $1,072,445 -5.55%
Total All Funds $1,179,609 $1,135,429 $1,072,445 -5.55%
C-14
City Auditor
Positions

Administration 1.05 1.05 0.20 -80.95%

Audit Services 7.50 6.50 6.35 -2.31%
Ethics Assurance 0.45 0.45 0.45 0.00%
Department Total 9.00 8.00 7.00 -12.50%

General Fund 9.00 8.00 7.00 -12.50%
C-15
City Auditor
City Auditor Lines of Business
Administration
 The Executive Leadership Program provides planning, management, administrative and reporting
results.

FY16 FY17 FY18
Executive Leadership 1.05 $154,262 1.05 $145,115 0.20 $64,943
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.
Audit Services Positions and Budget

FY16 FY17 FY18
Audit Services 7.50 $968,056 6.50 $933,493 6.35 $950,027
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.
FY16 FY17 FY18

Ethics Assurance 0.45 $57,292 0.45 $56,821 0.45 $57,475
C-16
City Clerk
City Clerk
Citizens
Mayor and
City Council
City Manager
City Clerk
Official City Records
 Bid Management
 City Clerk’s Information
 Council Agenda Management
 Election
 Records Management

Frances Kersey $934,308 8
C-17
City Clerk
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.

The Office of the City Clerk met the required budget reduction
through a personnel change and a reduction to one of the Department Facts
Department’s line items.  The City Clerk is responsi-
ble for preserving and
The Office of the City Clerk updated their Strategic Business Plan, maintaining over 425,500
with the goal of increased efficiency and effectiveness. The Clerk’s records dating as far back
Office will continue training for SIRE Users that process City
as 1890.
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  The Office of the City Clerk
public to access records in a more direct and timely fashion as received 4,000 records
well as reduce the number of requests the Clerk’s Office receives requests in FY17 .
regarding meeting records.
Records Control Technician scanning in a City record.
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) -
City records preserved in compliance with archival best practices.
C-19
City Clerk
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%
Non-Operating Expenditures $352,328 $121,027 $26,818 -77.84%
Department Total $1,307,743 $1,101,061 $934,308 -15.14%

General Fund $955,415 $980,034 $907,490 -7.40%

Grant Fund 200,931 70,392 0 N/A
Capital Improvement Projects 151,397 50,635 26,818 -47.04%
Total All Funding Sources $1,307,743 $1,101,061 $934,308 -15.14%
C-20
City Clerk
Positions

General Fund 9.00 8.00 8.00 0.00%

Administration 0.93 0.93 0.43 -53.76%

Official Records 8.07 7.07 7.57 7.07%
C-21
City Clerk
City Clerk Lines of Business
Administration
results.

FY16 FY17 FY18
Executive Leadership 0.93 $209,231 0.93 $228,794 0.43 $171,830
Business Services 0.00 408 0.00 0 0.00 0
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.
 Election Management Program increases governmental transparency by providing public access to

information on election reporting and provide education to candidates and City Officials so they
can comply with City and State election laws.
 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.
Official Records Positions and Budget

FY16 FY17 FY18
Bid Management 1.34 $80,594 1.14 $95,418 0.94 $79,969
City Clerk's Information 1.98 253,785 1.53 237,410 1.98 254,926
Council Agenda Management 1.70 193,668 1.70 190,388 1.50 156,923
Election* 0.20 3,447 0.00 212 0.25 14,078
Records Management 2.85 214,283 2.70 227,812 2.90 229,764
* New program implemented in FY16.
C-23
City Clerk
C-24
City Manager
City Manager
Citizens
Mayor and
City Council
City Manager
Community MAPS Policy and Executive Public Information

Enhancement Leadership and Marketing
 Community Development  MAPS 3  City Manager’s Office  Employee

 Economic Development  MAPS for Kids School  Legislative Communication
 Tourism Development Construction  Office of the City Council  Print Shop
 MAPS for Kids Suburban  Office of the Mayor  Public Information
School
City Manager Budget Positions

Jim Couch $470,018,673 49
C-25
City Manager
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.
Performance Impact from Budget Changes Department Facts

The City Manager’s department consists of the Community  In FY16, the Print Shop pro-
Enhancement, MAPS, Policy and Executive Leadership, and duced 6,136,727 impres-
Public Information and Marketing Lines of Business. sions
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.
To review additional performance information, please see the attached supplemental

performance report or visit our website: www.okc.gov/departments/finance/performance-data.
C-26
City Manager
City Manager Department Major Budget Changes Amount Positions

1. Changes in personnel related costs such as salaries, merit, retirement, health $185,739 -
insurance and other benefits
2. Add two Project Managers for I-89 School Bond Program $147,174 2.00
3. OCMAPS Reduction in Line Items to Zero Out Fund ($283,770) -
4. Delete Digital Media Producer ($47,189) (1.00)
5. Print Shop Equipment CIP $130,000 -
C-27
City Manager
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%
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%
Total Non-Operating Expenditures $93,039,645 $318,532,421 $461,123,680 44.77%
Department Total $99,925,677 $327,102,242 $470,018,673 43.69%

General Fund $3,230,243 $3,150,801 $3,052,176 -3.13%

Capital Improvement Projects Fund 856,615 2,838,848 1,072,577 -62.22%
Grant Fund 28,472 0 0 N/A
MAPS 3 Sales Tax Fund 91,239,824 305,645,025 453,515,119 48.38%
MAPS 3 Use Tax Fund 2,396,004 4,043,178 4,754,405 17.59%
MAPS Sales Tax Fund 0 563,846 525,853 -6.74%
OCMAPS Sales Tax Fund - Operating 444,346 439,233 0 -100.00%
OKC Tax Increment Financing Fund -947,964 850,000 850,000 0.00%
Police & Fire Capital Sales Tax Fund 1,863,915 4,520,006 3,992,323 -11.67%
Print Shop Internal Service Fund 815,438 936,609 1,088,412 16.21%
Special Purpose Fund 803 3,182,389 907,482 -71.48%
Sports Facilities Sales Tax Fund 0 362,632 63,320 -82.54%
Sports Facilities Use Tax Fund -2,020 569,675 197,006 -65.42%
C-28
City Manager
Positions

Administrative 0.40 0.40 1.30 225.00%

Community Enhancement 3.70 3.70 3.70 0.00%
MAPS 16.00 23.00 25.00 8.70%
Policy and Executive Leadership 6.90 6.90 6.00 -13.04%
Public Information and Marketing 16.00 14.00 13.00 -7.14%

General Fund 22.55 21.75 20.55 -5.52%

Print Shop Internal Service Fund 4.45 3.25 3.45 6.15%
OCMAPS Sales Tax Fund - Operating 3.00 2.29 0.00 -100.00%
MAPS 3 Use Tax Fund 13.00 20.71 25.00 20.71%
C-29
City Manager
City Manager Lines of Business
Administration
results.

FY16 FY17 FY18
Business Services 0.00 $0 0.00 $0 0.00 $0
Executive Leadership 0.40 196,618 0.40 172,659 1.30 209,557
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.
Community Enhancement Positions and Budget

FY16 FY17 FY18
Community Development 1.30 $170,808 1.30 $165,527 1.30 $172,934
Economic Development 1.60 276,800 1.60 273,301 1.60 283,949
Tourism Development 0.80 125,823 0.80 121,617 0.80 130,160
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.
MAPS Positions and Budget

FY16 FY17 FY18
MAPS 3 13.00 $2,395,585 20.71 $4,043,178 25.00 $4,754,405
MAPS for Kids School
2.95 401,544 2.28 409,783 0.00 0
Construction
MAPS for Kids Suburban School
0.05 43,221 0.01 29,450 0.00 0
District
Policy and Executive Leadership

 The City Manager’s Office Program provides leadership, management, and information services to
the community so they can experience a high degree of satisfaction with City services, to the
Mayor and Council so they can make informed decisions, and to City staff so they can achieve
strategic results.
 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
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
*In FY16, resources were reallocated moving the Office of Sustainability Program to the Planning Department.
C-31
City Manager
Public Information and Marketing

The Employee Communication Program provides information and recognition services to employees
so they can be informed, understand expected performance, and feel valued by the organization.
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.
Public Information and Marketing Positions and Budget

FY16 FY17 FY18
Employee Communication 1.05 $117,460 0.85 $100,655 1.10 $150,997
Print Shop 4.45 815,438 3.25 936,609 3.45 1,088,412
Public Information 10.50 1,108,249 9.90 1,107,395 8.45 951,686
C-32
Citizens
Mayor and
City Council
City Manager
Development
Services
Development Subdivision &

Animal Welfare Code Enforcement
Center Zoning
 Animal Control  Abandoned Buildings  Construction Inspections  Subdivision & Zoning

 Animal Shelter  Code Inspections  Permits & Licensing
 Community Outreach  Nuisance Abatement  Plan Review
 Veterinary Services

Bob Tener $18,980,962 182
C-33
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.

Development Services made several changes as a result of the
 There were over 17,550 live
decline in the General Fund. There were nine deleted positions,
releases from the Animal
mostly in Code Enforcement and Animal Welfare. Code
Shelter in FY16.
Enforcement deleted three Code Inspector I, one Code Inspector
II, and an Office Assistant position. This may cause a delay in
 There were nearly 30,000
response times for complaint based inspections.
code violations in FY16.
Animal Welfare had one Animal Welfare Officer II and a
 Development Center pro-
Supervisor position deleted. These deletions will eliminate the
cessed over 16,400 plan
evening shift component of the program. There may be an officer
review applications in FY16.
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.
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 Department Major Budget Changes Amount Positions

1. Changes in personnel related costs such as salaries, merit, retirement, ($92,852) -
2. Deletes Plans Examiner from the Plan Review Program ($98,228) (1.00)
3. Deletes three (3) Code Inspector I positions from the Code Inspections ($180,182) (3.00)
Program
4. Deletes Code Inspector II from the Abandoned Buildings Program ($85,262) (1.00)
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)
9. Adds two (2) Building Inspector I positions $112,994 2.00
C-35
Expenditures
Summary of FY 16 FY 17 FY 18 Percent
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%
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%
Department Total $19,103,524 $19,926,754 $18,980,962 -4.75%
General Fund $18,343,546 $17,968,455 $17,398,920 -3.17%

Capital Improvement Projects Fund 381,779 411,501 59,052 -85.65%
Grants Management Fund 160,778 0 0 N/A
Special Purpose Fund 217,421 1,546,798 1,522,990 -1.54%
Total All Funding Sources $19,103,524 $19,926,754 $18,980,962 -4.75%
C-36
Positions
Administration 4.00 4.00 4.00 0.00%

Animal Welfare 52.00 50.00 48.00 -4.00%
Code Enforcement 52.00 48.00 43.00 -10.42%
Development Center 84.00 79.00 80.00 1.27%
Subdivision and Zoning 9.00 8.00 7.00 -12.50%
General Fund 201.00 189.00 182.00 -3.70%
Total All Funding Sources 201.00 189.00 182.00 -3.70%
C-37
Development Servicse
Development Services Lines of Business
Administration
results.

FY 16 FY 17 FY 18
Executive Leadership 4.00 $2,422,637 4.00 $2,376,114 4.00 $2,380,527
C-38
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.
Animal Welfare Positions and Budget

FY 16 FY 17 FY 18
Animal Control 19.99 $1,499,160 18.75 $1,447,431 17.75 $1,438,229
Animal Shelter 24.99 1,998,252 21.05 1,672,441 20.55 1,614,325
Community Outreach 0.00 2,550 3.55 281,853 3.05 244,684
Veterinary Services 7.02 865,279 6.65 855,291 6.65 837,425
C-39
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.
Code Enforcement Positions and Budget

FY 16 FY 17 FY 18
Code Inspections 32.50 $2,386,468 28.50 $2,146,179 26.50 $2,255,032
Abandoned Buildings 10.00 783,498 10.00 777,623 8.00 653,484
Nuisance Abatement 9.50 827,242 9.50 857,019 8.50 816,340
C-40
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.
Development Center Positions and Budget

FY 16 FY 17 FY 18
Construction Inspections 45.60 $3,744,654 43.60 $3,695,744 45.60 $3,619,093
Permits and Licensing 18.60 1,172,378 16.60 1,311,483 16.60 1,159,502
Plan Review 19.80 1,803,458 18.80 1,749,763 17.80 1,649,247
C-41
Subdivision and Zoning

The Subdivision and Zoning Program processes development applications and provides consultation to
developers, applicants, and residents so they can receive timely zoning and subdivision approvals and
information.
Subdivision and Zoning Positions and Budget

FY 16 FY 17 FY 18
Subdivision and Zoning 9.00 $837,970 8.00 $797,514 7.00 $731,032
C-42
Finance
Finance
Citizens
Mayor and
City Council
City Manager
Finance
Accounting and Financial Purchasing and

Revenue Risk
Financial Planning and Payment
Management Management
Reporting Management Processing
 Accounting Systems  Debt Management  Payment  Revenue  Insurance

 Financial Reporting  Energy Processing Enforcement  Workplace Safety
 Payroll Management  Purchasing  Treasury and Workers’
 Management and Compensation
Budget
 Performance
Management

Craig Freeman $23,530,147 82
C-43
Finance
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.

In order to comply with the required budget cuts for FY18, Department Facts
the Finance Department proposed elimination of one  The City of Oklahoma City
vacant Procurement Buyer position in the Purchasing
earned AAA ratings, the highest
Program; one filled Administrative Coordinator position in
the Worker’s Compensation and Safety Program; and one
rating to receive from both S&P
filled Administrative Support Technician position in the and Moody’s, for the seventh
Accounting Services Payroll Program. In addition, year in a row.
reductions were achieved by cuts to contract services and  The Finance Department con-
audit fees. ducts financial management,
budgeting, expending, in-
The duties of the Procurement Buyer have been vesting, and reporting for over
redistributed to the remaining buyers and elimination of $1.47 billion.
this position may lead to some delays in getting contracts in  On average, over 12,000 em-
place and selling surplus property. Recent business ployee payments are processed
improvements to processes have reduced the need for
per month.
many of the duties of the Risk Management Administrative
Coordinator and it is anticipated that many other tasks will
become automated with the implementation of the new risk management information system and the
adoption of electronic forms by the State of Oklahoma. The duties of the Payroll Administrative
Support Technician will be absorbed by other staff.
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
Finance Major Budget Changes Amount Positions

1. Changes in personnel related costs, such as salaries, merit, retirement, $178,388 -
health insurance other benefits
2. Deleted one-vacant Procurement Buyer position in the Purchasing ($68,681) (1.00)
Program
3. Deleted one-filled Admininstrative Coordinator position in the Worker's ($77,610) (1.00)
Compensation & Safety Program
4. Deleted one-filled Adminstrative Support Technician in the Accounting ($64,065) (1.00)
Services Payroll Program
5. Reduced contractural services and auditing fees for the independent ($113,000) -
revenue audit, the City's external audit, and lockbox fees
6. Reduced Risk Management Contract expenses related to pharmacy ($140,000) -
services for workers' compensation claims
C-45
Finance
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%
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%

General Fund $9,041,144 $8,341,985 $8,180,916 -1.93%

Capital Improvement Projects Fund 277,117 632,388 168,224 -73.40%
Grants Management Fund (185,662) 0 0 N/A
Risk Mgmt. Internal Service Fund 16,847,091 15,211,741 15,181,007 -0.20%
Total All Funds $25,979,690 $24,186,114 $23,530,147 -2.71%
C-46
Finance
Positions


Accounting & Financial Reporting 30.00 29.00 28.00 -3.45%
Financial Planning & Management 15.50 13.50 13.50 0.00%
Purchasing and Payment Processing 18.00 18.00 17.00 -5.56%
Revenue Management 12.00 11.00 11.00 0.00%
Risk Management 12.00 11.00 10.00 -9.09%

General Fund 78.00 74.00 72.00 -2.70%

Risk Mgmt. Internal Service Fund 12.00 11.00 10.00 -9.09%
Total All Funds 90.00 85.00 82.00 -3.53%
C-47
Finance
Finance Lines of Business
Administration
results.

FY16 FY17 FY18
Accounting and Financial Reporting

 The Accounting Systems Program provides systems infrastructure to City departments and public
trusts so they can accurately record transactions and access reliable information.
 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.
Accounting and Financial Reporting Positions and Budget

FY16 FY17 FY18
Accounting Systems 5.25 $502,443 5.25 $445,371 5.25 $454,134
Financial Reporting 18.75 1,663,050 17.75 1,929,389 17.75 1,936,165
Payroll 6.00 437,094 6.00 476,450 5.00 423,297
C-48
Finance
Financial Planning and Management

 The Debt Management Program provides financing and debt compliance services to City
departments, City leadership, and the public so they can effectively and efficiently fund capital
projects.
 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.
Financial Planning and Management Positions and Budget

FY16 FY17 FY18
Debt Management 2.00 $206,900 2.00 $216,650 2.00 $247,015
Energy Management 2.00 193,280 2.00 201,912 2.00 208,172
Management and Budget 7.70 676,578 6.30 606,064 6.60 639,927
Performance Management 3.80 325,362 3.20 301,719 2.90 277,898
C-49
Finance
Purchasing and Payment Processing

 The Payment Processing Program provides payments to vendors so they can receive timely and
accurate compensation for goods and services in compliance with applicable laws and regulations.
 The Purchasing Program provides management of responsive and efficient purchasing,

contracting, and surplus services to City departments and public trusts so they can receive timely
approvals to efficiently purchase the goods and services they need in compliance with applicable
laws and regulations.
Purchasing and Payment Processing Positions and Budget

FY16 FY17 FY18
Payment Processing 9.40 $752,963 9.40 $752,433 9.40 $741,102
Purchasing 8.60 689,657 8.60 745,179 7.60 695,582
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.
Revenue Management Positions and Budget

FY16 FY17 FY18
Revenue Enforcement 7.45 $697,841 6.60 $652,292 6.60 $672,368
Treasury 4.55 1,717,616 4.40 834,803 4.40 775,490
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.
Risk Management Positions and Budget

FY16 FY17 FY18
Insurance 0.40 $2,732,350 0.40 $2,794,333 1.40 $2,841,580
Workplace Safety and Workers'
11.60 13,296,810 10.60 11,567,845 8.60 11,495,464
Compensation
C-51
Finance
C-52
Fire
Fire
Citizens
Mayor and
City Council
City Manager
Office of the
Fire Chief
Fire Prevention Services Operational Services Support Services
 Fire Investigations  Emergency Medical Services  Fire Dispatch

 Fire Prevention Inspection and  Fire Suppression Operations  Fire Maintenance Services
Code Compliance
 Public Safety Education
Services
Fire Chief Budget Positions

G. Keith Bryant $143,780,751 990
C-53
Fire
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!

In order to meet the required budget reduction the deletion of  The City of Oklahoma City
fifteen uniform fire positions that staff engine 51 was necessary. has 36 fire stations.
This will have a negative impact on response time to EMS  In FY16, 4,767 second
incidents and Fire calls in the downtown area. The goal is to
grade students in the Ok-
restore these positions as soon as federal assistance becomes
available through an applied for but not yet awarded SAFER Grant.
lahoma City limits were
Three Dispatch Corporal Positions were also deleted. educated in the fire safety
The Department also proposed two changes to enhance it’s IT and trailer presentations.
Personnel capabilities. A currently vacant Fire Information  The OKCFD recently
Technology Lieutenant was deleted and replaced with a Systems achieved an important
Support Specialist III position. This will mitigate the risk of rating for fire protection
continued deterioration of existing IT systems and help to prevent capabilities that will help
errors in communication, personnel scheduling, and other residents and business
administrative functions of the Department. Two Recruitment owners keep costs down
Officers were also added. This will allow the department to work for property insurance
more efficiently with the Personnel department, network with
premiums.
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 the prior year budget, but an agreement with the International Association of Fire Fighters
was not able to be reached. Three of these positions were subsequently cut in the current year’s
budget.

C-54
Fire
Fire Department Major Budget Changes Amount Positions

1. Changes in personnel related costs such as salaries, merit, retirement, $1,969,942 -
2. Delete fifteen positions from Engine 51 ($1,846,085) (15.00)
3. Add nine dispatch positions $566,010 9.00
4. Delete three dispatch positions ($192,984) (3.00)
5. Delete Fire Information Technology Lieutenant and Add Systems ($19,115) -
Support Specialist III
6. Add two recruitment officers $206,053 2.00
7. Increase various line items based on actual experience $178,261 -
8. Correct Sales Tax Projects amount based on actual experience $541,000 -
C-55
Fire
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%
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%
Less Interfund Transfers (11,923,341) (12,067,656) (11,963,874) -0.86%
Total All Funds $124,628,935 $143,440,736 $143,780,751 0.24%

General Fund $93,704,323 $91,895,099 $92,566,147 0.73%

Fire Sales Tax Fund 38,100,871 44,908,396 44,384,271 -1.17%
MAPS 3 Use Tax Fund 4,566,056 18,560,689 18,210,376 -1.89%
Grants Management Fund 30,087 0 475,896 N/A
Police & Fire Cap. Equip. Sales Tax Fund 132,375 25,744 8,946 -65.25%
City/Schools Capital Projects Use Tax
Fund 18,400 85,531 67,129 -21.52%
Special Purpose Fund 166 32,933 31,860 -3.26%
Less Interfund Transfers (11,923,341) (12,067,656) (11,963,874) -0.86%
Total All Funds $124,628,935 $143,440,736 $143,780,751 0.24%
C-56
Fire
Positions

Administration 36.00 38.30 40.55 5.87%

Fire Prevention Services 41.20 41.20 41.20 0.00%
Operational Services 893.90 889.60 874.35 -1.71%
Support Services 36.90 27.90 33.90 21.51%
Department Total 1,008.00 997.00 990.00 -0.70%

General Fund 800.00 789.00 783.30 -0.72%

Fire Sales Tax Fund 208.00 208.00 206.70 -0.62%
Department Total 1,008.00 997.00 990.00 -0.70%
C-57
Fire
Fire Lines of Business
Administration
results.

FY16 FY17 FY18
C-58
Fire
Fire Prevention Services

 The Fire Investigations Program provides investigation services to prosecutors, property owners,
and property insurers so they can receive fire-cause determinations that allow them to receive (or
provide) appropriate compensation and prosecute alleged arsonists.
 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.
Fire Prevention Services Positions and Budget

FY16 FY17 FY18
Fire Investigations 13.60 $1,886,882 13.60 $1,766,753 13.75 $1,971,453
Fire Prevention Inspection and 17.60 2,242,521 17.60 2,289,312 17.55 2,301,798
Code Compliance
Public Safety Education Services 10.00 1,303,842 10.00 1,292,914 9.90 1,317,287
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.
Operational Services Positions and Budget

FY16 FY17 FY18
Emergency Medical Services 736.37 $72,691,750 728.01 $76,270,345 601.59 $76,446,441
Fire Suppression Operations 157.53 12,862,010 161.59 12,417,920 272.76 32,333,943
Operations Training 0.00 20,657,200 0.00 20,503,792 0.00 0
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.
Support Services Positions and Budget

FY16 FY17 FY18
Fire Dispatch 19.65 $2,373,942 10.65 $1,234,616 16.65 $1,522,657
Fire Maintenance Services 17.25 6,499,033 17.25 11,645,945 17.25 10,861,198
C-61
Fire
C-62
General Services
General Services
Citizens
Mayor and
City Council
City Manager
General Services
Facility Asset Fleet

Management Management
 Aquatic and Recreational  Fleet Refueling

Facility Safety  Fleet Services Support
 Building Maintenance  Vehicle & Equipment
Repair & Enhancement Maintenance

Paul Bronson $22,943,480 68
C-63
General Services
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.

To meet their budget this year, the General Services Department Facts
Department made reductions in several line items and by  The General Services De-
deleting three positions. Another position, funded by the partment preforms nearly
Utilities Department, was added to provide building 10,000 vehicle repairs per
maintenance services to Utilities’ facilities. year.
 In FY17 the department
In the Fleet Services division, the Department is cutting two will address over 3,000
positions. The first is a Service Writer position. The building service and pre-
Department does expect some reduction in productivity for ventative maintenance
the shop as the mechanics and vehicle accident estimator requests.
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.

C-64
General Services
General Services Department Major Budget Changes Amount Positions

1. Deletes the Shop Service Writer with duties to be assumed by the shop floor ($50,104) (1.0)
staff
2. Deletes a Shop Field Operations Supervisor responsible for managing ($88,715) (1.0)
outsourcing repairs, with more work to be done in-house
3. Deletes a Security Guard Contract for City Hall ($47,000)
4. Adds a Building Maintenance Mechanic to address needs of the Utilities $54,729 1.0
Department
5. Deletes a Building Service Worker, with duties to be assumed by remaining ($59,117) (1.0)
building management staff
C-65
General Services
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%
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%

General Fund $5,193,353 $4,764,078 $4,699,919 -1.35%

Fleet Services Internal Services Fund 7,902,837 9,600,940 9,463,511 -1.43%
Capital Improvement Projects Fund 4,919,043 10,462,647 8,708,057 -16.77%
Grants Management Fund 92,272 32,862 71,993 119.08%
Total All Funds $18,107,505 $24,860,527 $22,943,480 -7.71%
C-66
General Services
Positions


Facility Asset Management 38.40 34.40 34.40 0.00%
Fleet Management 36.20 32.20 30.20 -6.21%

General Fund 41.00 37.00 37.00 0.00%

Fleet Services Internal Services Fund 37.00 33.00 31.00 -6.06%
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General Services
General Services Lines of Business
Administration
results.

FY16 FY17 FY18
Executive Leadership 3.40 991,434 3.40 1,123,136 3.40 1,068,896
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General Services
Facility Asset Management

 The Aquatic Facility Safety and Maintenance Program provides aquatic facility maintenance and
repair services to the Parks and Recreation Department so their customers can enjoy a safe place
to play.
 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.
Facility Asset Positions and Budget

FY16 FY17 FY18
Aquatic and Recreational Facility
5.02 $444,644 4.64 $409,497 4.55 $411,610
Safety Program
Building Maintenance, Repair and
33.38 3,987,383 29.76 3,652,067 29.85 3,564,382
Enhancement
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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.
Fleet Management Positions and Budget

FY16 FY17 FY18
Fleet Refueling 4.70 3,026,133 4.70 4,721,002 4.70 4,797,955
Fleet Services Support 2.80 $440,909 2.80 $417,259 2.80 $423,838
Vehicle and Equipment
28.70 4,170,847 24.70 4,042,057 22.70 3,896,749
Maintenance
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Citizens
Mayor and
City Council
City Manager
Information
Technology
Technology
Customer Public Safety Technology Technology
Application
Support Support Enhancement Infrastructure
Support
 Customer Support  Public Safety  Departmental  Data  Communications

Applications Systems Management  Configuration
Support  Enterprise Business  Development Management
 Public Safety Applications Services  Network
Communications  Geographic  Project  Security
Support Information Systems Management  Servers

Schad Meldrum $33,913,024 107
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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!”

For FY18, the Information Technology department is making  The IT Department supports
several changes as a part of its budget process. The Department is nearly 12,000 network
adding seven positions and making several capital improvements. connections and 5,900
telephones.
The Technology Infrastructure Line of Business will add four new The Department has
Systems Support Specialists for expansion of the SCADA system developed and supports 43
being utilized by the Utilities Department. Other major upgrades custom IT applications.
to the City’s technology infrastructure will include transitioning  The IT Department
several City facilities to VOIP telephone services where the receives about 15,000
contracted landline carrier will eliminate copper phone lines;
work request per year.
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 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.

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Information Technology Department Major Budget Changes Amount Positions

1. Adds a Systems Analyst to Departmental Systems $77,972 1.00
2. Adds two Systems Support Specialists II and two System Support
Specialist III to address additional SCADA program needs of the Utilities $324,978 4.00
Department
3. Adds a Systems Analyst II for the Development Center $84,517 1.00
4. Adds a Systems Support Tech I for the Radio Shop $62,399 1.00
5. Adds service contracts and one-time changes $1,356,438 -
6. Adds annual lease payment on new 800MHz Radio System $866,555 -
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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 Non-Operating Expenditures $3,539,144 $14,455,665 $7,685,010 -46.84%

IT Internal Service Fund $24,109,884 $25,201,341 $26,228,014 4.07%

Capital Improvement Projects Fund 1,860,430 7,092,464 4,841,005 -31.74%
City/Schools Cap Proj. Use Tax Fund 345,222 3,018,242 562,012 -81.38%
MAPS 3 Use Tax Fund 1,333,492 4,344,959 2,281,993 -47.48%
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Positions


Customer Support 7.25 6.25 6.25 0.00%
Public Safety Support 27.00 27.00 28.00 3.70%
Technology Application Support 20.50 21.50 22.50 4.65%
Technology Enhancement 15.00 11.25 11.25 0.00%
Technology Infrastructure 26.25 27.00 32.00 18.52%

IT Internal Service Fund 103.00 100.00 107.00 7.00%
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Information Technology Lines of Business
Administration
results.

FY16 FY17 FY18
Business Services 0.00 ($244) 0.00 $0 0.00 $0
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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.
Customer Support Positions and Budget

FY16 FY17 FY18
Customer Support 7.25 $801,580 6.25 $841,992 6.25 $1,158,691
Line of Business Total 7.25 $801,580 6.25 $841,992 6.25 $1,158,691
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Public Safety Support

 The Public Safety Applications Support Program provides technology-based support and
emergency planning services to City public safety providers so they can have the systems and
information required to successfully perform their job.
 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.
Public Safety Support Positions and Budget

FY16 FY17 FY18
Public Safety Applications
8.25 $1,690,550 8.25 $1,898,547 8.25 $1,918,700
Support
Public Safety Communications
18.75 5,044,438 18.75 5,285,673 19.75 5,924,782
Support
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Technology Application Support

 The Departmental Systems Program provides system analysis, implementation and support
services to City departments so they can utilize technology to deliver services to their customers.
 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.
Technology Application Positions and Budget

FY16 FY17 FY18
Departmental Systems 6.25 $1,100,059 6.25 $1,155,454 8.25 $1,398,699
Enterprise Business
9.25 1,896,497 10.25 1,966,472 9.25 2,164,354
Applications
Geographic Information
5.00 629,783 5.00 624,557 5.00 600,661
Systems
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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.
Technology Enhancement Positions and Budget

FY16 FY17 FY18
Data Management 5.25 $478,156 4.00 $474,903 4.00 $515,550
Development Services 5.25 341,215 4.00 503,603 4.00 477,270
Project Management 4.50 645,750 3.25 556,774 3.25 484,576
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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.
Technology Infrastructure Positions and Budget

FY16 FY17 FY18
Communications 5.30 $2,296,601 5.30 $2,427,128 5.30 $1,916,459
Configuration Management 2.25 1,580,896 2.25 1,485,746 2.25 1,497,938
Network 7.35 1,826,237 7.35 1,820,522 9.35 1,902,064
Security 5.35 1,051,621 5.35 1,085,930 6.35 1,375,627
Servers 6.00 1,155,221 6.75 1,066,658 8.75 1,322,628
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Mayor and City Council

Mick Cornett, Mayor
James Greiner, City Council Ward 1
Ed Shadid, City Council Ward 2
Larry McAtee, City Council Ward 3
Todd Stone, City Council Ward 4
David Greenwell, City Council Ward 5
Meg Salyer, City Council Ward 6
John A. Pettis, Jr., City Council Ward 7
Mark K. Stonecipher, City Council Ward 8
Citizens
Mayor City Council
Office of the Office of the

City Manager
Mayor City Council
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Council Strategic Priorities
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.
Promote Safe, Secure, and Thriving Neighborhoods
Develop a Transportation System That Works for all Residents
Maintain Strong Financial Management
Enhance Recreation Opportunities and Community Wellness
Encourage a Robust Local Economy
Uphold High Standards for all City Services
Continue to Pursue Social and Criminal Justice Initiatives
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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 -
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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%
Capital Expenditures $0 $10,500 $10,500 0.00%
Total Non-Operating Expenditures $0 $10,500 $10,500 0.00%
Department Total $945,734 $1,013,524 $1,022,230 0.86%

General Fund $945,733 $1,003,024 $1,011,730 0.87%

Capital Improvement Projects Fund $0 $10,500 $10,500 0.00%
Department Total $945,733 $1,013,524 $1,022,230 0.86%
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Positions

Office of the Mayor 2.00 2.00 2.00 0.00%

Office of the City Council 4.00 4.00 4.00 0.00%

General Fund 6.00 6.00 6.00 0.00%
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Mayor and City Council Lines of Business
Office of the Mayor

 The Office of the Mayor Program provides information and support to the Mayor so he can sustain
public support for Mayor and Council priorities and provide outreach services to the Community so
they can experience a high degree of satisfaction with City services.
Office of the Mayor Positions and Budget

FY16 FY17 FY18
Office of the Mayor 2.00 $297,590 2.00 $294,538 2.00 $304,014
Office of the City Council

 The Office of the City Council Program provides accurate and timely information, provide
coordination, research, and administrative/constituency services to Council for the adoption of City
policies, and to support the development and implementation of Council priorities and community
programs that enhance the quality of life for citizens.
Office of the City Council Positions and Budget

FY16 FY17 FY18
Office of the City Council 4.00 $648,144 4.00 $708,486 4.00 $707,716
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M C
Municipal Counselor
Ci zens
Mayor and
City Council
Municipal
Counselor
Deputy Municipal Counselor Deputy Municipal Counselor
Labor and Land Use and Trusts,

Criminal Civil
Administra on Employment Economic U li es and
Jus ce Li ga on
Law Development Finance
 Execu ve Police and Civil Labor Economic Trusts,

Leadership Courts Li ga on Li ga on Development U li es and
Legal Services Legal Services Legal Services Legal Finance
Prosecu on Labor Services Legal Services
Legal Rela ons Land Use
Services Legal Services Legal
Services
Municipal Counselor Budget Positions

Kenneth Jordan $6,710,260 54
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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.
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M B C
Municipal Counselor Department Major Budget Changes Amount Positions

1. Changes in personnel related costs such as salaries, merit, $175,134
retirement, health insurance and other benefits
2. Elimination of Legal Secretary I position ($63,489) (1.00)
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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%
Department Total $7,155,126 $6,778,523 $6,710,260 ‐1.01%

General Fund $6,985,527 $6,627,857 $6,569,588 ‐0.88%

Capital Improvement Projects Fund 16,978 14,420 525 ‐96.36%
Court Administration & Training Fund 7,133 13,000 20,000 53.85%
Juvenile Justice Fund 145,488 123,246 120,147 ‐2.51%
Total All Funds $7,155,126 $6,778,523 $6,710,260 ‐1.01%
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Administration 7.78 15.02 14.62 ‐2.66%

Civil Litigation 11.45 7.00 5.90 ‐15.71%
Criminal Justice 16.97 15.73 17.03 8.26%
Labor and Employment Law 4.86 3.45 3.45 0.00%
Land Use and Economic Development 8.02 6.31 5.51 ‐12.68%
Trusts, Utilities, and Finance 8.92 7.49 7.49 0.00%
Department Total 58.00 55.00 54.00 ‐1.82%

General Fund 53.25 51.25 49.05 ‐4.29%

Airports Cash Fund 2.00 2.00 2.00 0.00%
Juvenile Justice Fund 0.75 0.75 0.75 0.00%
Police Sales Tax Fund 1.00 0.00 1.20 N/A
Water and Wastewater Funds 1.00 1.00 1.00 0.00%
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Administra on
 The Execu ve Leadership Program provides planning, management, administra ve and repor ng
results.
Administra on Posi ons and Budget

FY16 FY17 FY18
Business Services 0.00 ($431) 0.00 $0 0.00 $0
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.
Civil Li ga on Posi ons and Budget

FY16 FY17 FY18
Civil Litigation Legal Services 11.45 $1,245,361 5.90 $807,522 5.90 $804,008
Line of Business Total 11.45 $1,245,361 5.90 $807,522 5.90 $804,008
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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
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
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
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
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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.
Land Use and Economic Development Positions and Budget

FY16 FY17 FY18
Economic Development Legal
2.87 $395,472 2.29 $360,674 2.29 $338,389
Services
Land Use Legal Services 5.15 711,044 3.22 491,711 3.22 466,597
Line of Business Total 8.02 $1,106,516 5.51 $852,385 5.51 $804,986
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.
Trust, Utilities and Finance Positions and Budget

FY16 FY17 FY18
Trusts, Utilities and Finance
8.92 $811,163 7.49 $635,676 7.49 $645,627
Legal Services
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Municipal Court
City Council Municipal Judges
City Manager
Municipal Court
Court Case and Facility Municipal Proba on

Enforcement Opera ons Judicial Service Services
Court Case Support Courthouse Security Municipal Judicial Services Proba on Services

Court Enforcement and Municipal Court
Inves ga ons Facility Opera ons
Court Financial
Processing
Director Budget Posi ons

LaShawn Thompson $21,257,553 75
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D I
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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.

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Municipal Court Major Budget Changes Amount Positions

1. Changes in personnel related costs, such as salaries, merit, $56,976 ‐
retirement, health insurance, other benefits, and mid‐year cuts
2. Deleted one Unit Operations Leader position and one Database ($132,163) (2.0)
Technician position from the Court Case Support Program
3. Deleted one Enforcement Services Court Officer position from ($54,802) (1.0)
the Enforcement and Investigations and the Court Case Support
4. Deleted one‐Administrative Specialist position funded by the $0 (1.0)
Executive Leadership and the Court Case Support Programs and
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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%
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%

General Fund $7,471,025 $8,197,549 $8,350,904 1.87%

Capital Improvement Projects Fund 0 4,000,000 4,450,000 11.25%
Court Administration & Training Fund 1,734,230 2,080,475 1,831,147 ‐11.98%
Juvenile Justice Fund 753,171 859,712 851,903 ‐0.91%
MAPS 3 Use Tax Fund 133,519 5,907,191 5,773,599 ‐2.26%
Total All Funding Sources $10,091,945 $21,044,927 $21,257,553 1.01%
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Administration 4.50 4.50 4.10 ‐8.89%

Court Case and Enforcement 55.95 54.75 51.15 ‐6.58%
Facility Operations 5.45 4.65 4.65 0.00%
Municipal Judicial Services 4.00 4.00 4.00 0.00%
Probation Services 11.10 11.10 11.10 0.00%

General Fund 72.00 70.00 66.00 ‐5.71%

Juvenile Justice Fund 9.00 9.00 9.00 0.00%
Total All Funding Sources 81.00 79.00 75.00 ‐5.06%
New Municipal Court building under construc on
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A
results.

FY16 FY17 FY18
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
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
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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
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
Municipal Judicial Services 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
Probation Services 11.10 $707,793 11.10 $892,212 11.10 $870,157
C‐104
N ‐D
Non-Departmental
City Council
City Manager
Non-Departmental Administered by the Office of

Management and Budget
Contingency Convention and General Subsidies and

Funds Visitors Bureau Expenses Transfers
MAPS 3 Reserve for Contracted Service Contractual Services Capital Improvements

Future Capital Costs Funded by Hotel/Motel Economic Development Chesapeake Arena and
Tax Miscellaneous Professional Cox Center Operations
Service Contracts Retiree Health Insurance
Utilities and Rent
D M
T N ‐D
.
C‐105
N ‐D
M B C
Amount Positions
1. MAPS 3 Use Tax contingency increased. Prior it was accounted for
$1,000,000 ‐
in Police and Fire Department's budget
‐
C‐106
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E
Summary of Expenditures FY16 FY17 FY18 Percent

by Funding Source Actual Adopted Budget Adopted Budget Change
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%
C‐107
N ‐D
R
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.
C‐108
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Parks and Recrea on

Ci zens
Mayor and
City Council
City Manager
Parks and
Recrea on
Civic Center Grounds Recrea on, Health

Natural Resources
Music Hall Management and Wellness
Box Office Equipment Repair Canal/Field Hor culture Aqua cs

Performance Support Forestry Services Fisheries Management Athle cs
Private Event and Grounds Maintenance Mar n Nature Park General Recrea on
Business Services Hazard Abatement Myriad Botanical Gardens
Parks Athle c Fields and Support
Ameni es Will Rogers Gardens
Special Events

Douglas Kupper $31,023,035 187
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.
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M B C
Amount Positions
1. Deletes Public Information Manager ($116,432) (1.00)
2. Deletes four Management Specialists and adding a Muncipal ($340,830) (3.00)

Accountant I in the Central Business Office
3. Deletes four Office Coordinators and adds three Office Assistants ($108,829) (1.00)
4. Deletes a Community Center Supervisor and adds a Recreation ($4,455) ‐
Program Coordinator
5. Deletes a Customer Service Represenative from Administration ($31,828) (1.00)
6. Deletes Field Operations Supervisor in Grounds Management ($83,879) (1.00)
7. Generates additional revenue from staffing NCAA softball events $31,311 ‐
8. Generates additional revenue from extended Broadway season at $55,200 ‐
the Civic Center
9. Adds an Administrative Specialist to the Civic Center Music Hall $69,358 1.00
10. Adds a new grounds management crew in an agreement with $887,342 10.00
OCWUT to maintain their property
11. Outsources some right of way maintenance in remote or hazardous $0 (2.00)
locations
C‐111
P R

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%

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%

General Fund $25,149,788 $25,750,949 $26,532,554 3.04%

Capital Improvement Projects Fund 248,178 1,153,570 421,098 ‐63.50%
Grants Management Fund 60,922 0 360,000 N/A
Special Purpose Fund 4,058,110 5,075,689 2,947,670 ‐41.93%
MAPS Operations Fund 595,112 751,868 761,713 1.31%

C‐112
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Administration 16.50 18.50 20.50 10.81%

Civic Center Music Hall 27.50 28.50 27.50 ‐3.51%
Grounds Management 97.95 87.00 92.00 5.75%
Natural Resources 29.00 26.00 24.00 ‐7.69%
Recreation, Health and Wellness 28.05 25.00 23.00 ‐8.00%


General Fund 192.85 180.00 182.00 1.11%

MAPS Operations Fund 6.15 5.00 5.00 0.00%
C‐113
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P R L B
A

results.

FY16 FY17 FY18
C‐114
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N R

 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
FY16 FY17 FY18

Canal/Field Horticulture 19.15 $1,733,593 16.15 $2,072,333 14.25 $1,800,990
Fisheries Management 1.75 236,598 1.75 211,642 1.25 182,770
Martin Nature Park 3.35 304,981 3.35 295,437 2.25 259,411
Myriad Botanical Gardens Support 0.00 1,985,500 0.00 1,875,472 0.00 2,506,053
Will Rogers Gardens 4.75 681,865 4.75 538,013 6.25 676,735
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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
FY16 FY17 FY18

Box Office 3.60 $323,571 6.00 $777,021 5.80 $757,142
Performance Support 22.05 2,526,791 20.80 2,828,069 20.10 2,902,310
Private Event & Business Services 1.85 262,368 1.70 279,230 1.60 252,475
C‐116
P R
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.
 The Hazard Abatement Program provides nuisance abatement and emergency response support

to Oklahoma City ci zens and visitors so they can travel safely throughout the City of Oklahoma
City.

 The Parks Athle c Fields and Ameni es Program provides well‐maintained diverse use trails,
recrea onal and compe ve outdoor spor ng areas, tournament level athle c fields, and
enhanced and improved park ameni es to Oklahoma City ci zens and visitors so they can have
safe, properly designed and maintained parks, athle c fields and trail areas according to grounds
maintenance best prac ces.

 The Special Events Program provides event facilita on, permi ng, set‐up and post cleanup
services to event organizers so they can have the permits, facili es and services they need to hold
their events.

Grounds Management Posi ons and Budget
Parks Athletic Fields and Amenities* 0.00 $0 1.68 $97,214 1.70 $100,958
Equipment Repair 7.38 672,074 7.00 638,226 7.31 685,250
Forestry Services 7.70 609,204 6.94 626,048 6.89 618,517
Grounds Maintenance* 0.00 0 67.34 6,379,145 72.32 7,156,655
Hazard Abatement 2.30 205,402 2.07 189,734 1.86 162,333
Parks and Grounds Maintenance* 80.57 6,531,649 0.00 0 0.00 0
Special Events** 0.00 0 1.97 237,838 1.92 169,675
*In the fa l l of 2015, the Depa rtment upda ted thei r s tra tegi c bus i nes s pl a n a nd the Pa rks a nd Grounds Ma i ntena nce progra m
wa s s pl i t i nto two s epa ra te progra ms , Grounds Ma i ntena nce a nd Athl eti c Fi el ds a nd Ameni ti es .
**In FY17, the Speci a l Events progra m wa s moved from Recrea ti on to the Grounds Ma na gement Li ne of Bus i nes s .
C‐117
P R
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
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
*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
Employee Medical Clinic Labor Rela ons Occupa onal Health Classifica on and

Health and Welfare Policy Compliance Compensa on
Re rement Savings Employment
Human Resources
Informa on Systems

Dianna Berry $2,939,202 25
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.


C‐120
P
M B C
Personnel Major Budget Changes Amount Positions

1. Changes in personnel related costs, such as salaries, merit, $57,959 ‐
retirement, health insurance other benefits
2. Adds one‐Personnel Analyst position in the HR Employment $69,358 1.00
Program per request of the Utilities Department to focus on
Utilities Department employment‐related requests
C‐121
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E

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%

General Fund $2,933,056 $2,850,719 $2,939,202 3.10%
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P


Benefits 5.95 4.95 4.95 0.00%
Labor and Employee Relations 4.15 4.25 4.25 0.00%
Occupational Health 1.95 1.95 1.95 0.00%
Operations 11.90 10.80 11.75 8.80%

General Fund 26.00 24.00 25.00 4.17%
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P L B
A
results.

FY16 FY17 FY18
Program Position Expenses Positions Budget Positions Budget
Executive Leadership 2.05 475,076 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
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
* 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.
C‐124
P
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
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

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
Occupational Health 1.95 $457,675 1.95 $457,532 1.95 $463,412
C‐125
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
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
Community Current Planning and Planning and

Development Urban Design Redevelopment
Community Services Current Planning Comprehensive Planning

Neighborhood Urban Design and Urban Redevelopment
Revitaliza on Community Appearance

Aubrey McDermid $38,039,805 47
C‐127
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
C‐128
P
M B C
Planning Department Major Budget Changes Amount Positions

1. Changes in personnel related costs such as salaries, merit, retirement, ($38,754)
2. Deletes a Senior Planner position from the Planning and ($102,818) (1.00)
Redevelopment Division
3. Adds an Associate Planner position to the Office of Arts and Cultural $69,358 1.00
Affairs
4. Reduction to the Grant Fund due to the expiration of grants, including ($7,887,210) ‐
the CDBG Disaster Recovery Grant
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.
C‐129
P
E

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%
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%

General Fund $3,881,810 $3,838,430 $3,734,774 ‐2.70%

Grants Management Fund 34,323,931 41,813,985 33,953,253 ‐18.80%
Special Purpose Fund 1,875,671 606,912 351,778 ‐42.04%
Total All Funds $40,081,412 $46,259,327 $38,039,805 ‐17.77%
C‐130
P
P

Administration 13.85 7.00 7.97 13.86%

Community Development 14.65 20.62 21.17 2.67%
Current Planning & Urban Design 9.00 8.23 9.00 9.36%
Planning & Redevelopment 12.50 11.15 8.86 ‐20.54%

General Fund 29.50 27.38 26.83 ‐2.01%

Grants Management Fund 20.50 19.62 20.17 2.80%

Pain ng of VIBRATORY MESSAGES GENERATED BY TETHERED BEES by Sco Hender‐

son and Ben Stookey at 5219 N. Western in the Western Avenue District.
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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.

FY16 FY17 FY18
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
Sustainability group tours OG&E solar farm with
OU college students.
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 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
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
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
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
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 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
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
Public par cipa on in a Growth Scenario Workshop for planokc.
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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
Inves ga ons Crime Preven on and 911 Communica ons

Inves ga ons Support Awareness Inmate Process /
Special Inves ga ons Patrol Incarcera on Alterna ves
Traffic Safety Permit Services
Youth Services Records Management
Training
Police Chief Budget Posi ons

William Ci y $190,995,266 1,432
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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.


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Police Major Budget Changes Amount Positions

Changes in personnel related costs, such as salaries, merit,
1. $1,950,050 ‐
retirement, health insurance other benefits
2. Reduced Management Contract expenses with Oklahoma county ($390,396) ‐
Deleted one vacant Identification Technician I position in the
3. ($79,395) (1.00)
Investigations Support Program
Added two Crime Scene Investigator Positions in the Investigations
4. $128,612 2.00
Support Program
Added one PAL Program Community Relations Position in the Youth
5. $30,259 1.00
Services Program
Deleted nine Police Dispatch positions in the 911 Emergency
6. Management Program that were added in anticipation of Fire ($462,168) (9.00)
Department reductions that did not occur
7. Deleted eight Police Officer positions in the Police Patrol Program ($627,784) (8.00)
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E
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%
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%
Total Department $195,950,027 $212,700,736 $202,833,059 ‐4.64%
Less Transfers to City Funds ($12,421,063) ($13,183,502) ($11,837,793) ‐10.21%
Total All Funds $183,528,964 $199,517,234 $190,995,266 ‐4.27%

General Fund $136,650,274 $132,410,697 $132,243,205 ‐0.13%

Asset Forfeiture Fund 1,071,378 2,558,768 1,783,259 ‐30.31%
Capital Improvements Projects Fund 0 235,943 235,943 0.00%
City and Schs Capital Use Tax Fund 0 40,735 40,733 0.00%
Court Admin and Training Fund 183,658 251,990 248,700 ‐1.31%
Emergency Management Fund 7,882,969 9,377,816 8,699,635 ‐7.23%
Grants Management Fund 2,704,426 3,639,140 4,308,813 18.40%
MAPS 3 Use Tax 4,897,724 13,715,970 9,993,921 ‐27.14%
Police Sales Tax Fund 42,537,909 49,763,547 45,055,303 ‐9.46%
Police and Fire Equip Sales Tax Fund 3,242 620,848 170,848 ‐72.48%
Special Purpose Fund 18,449 85,282 52,699 ‐38.21%
Total Department $195,950,028 $212,700,736 $202,833,059 ‐4.64%
Less Interfund Transfers ($12,421,063) ($13,183,502) ($11,837,793) ‐10.21%
Total All Funds $183,528,965 $199,517,234 $190,995,266 ‐4.27%
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Administration 81.85 82.05 83.05 1.22%

Investigations 296.50 296.40 298.40 0.67%
Operations 882.95 866.95 857.95 ‐1.04%
Public Safety Support 193.70 201.60 192.60 ‐4.46%
Total Department 1,455.00 1,447.00 1,432.00 ‐1.04%

General Fund 1121.14 1103.75 1098.75 ‐0.45%

Emergency Management Fund 82.00 91.25 82.25 ‐9.86%
Grants Management Fund 1.86 1.00 1.00 0.00%
Police Sales Tax Fund 250.00 251.00 250.00 ‐0.40%
Total Department 1,455.00 1,447.00 1,432.00 ‐1.04%
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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.

FY16 FY17 FY18
Business Services 0.00 $6,453 0.00 $0 0.00 $5,062
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
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 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
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
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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
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
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 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
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
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Public Transporta on
Ci zens
Mayor and
City Council
City Manager
Public Transporta on
and Parking
Public
Parking
Transporta on
Municipal Off Street Bus Opera ons Oklahoma River

Parking Bus Stop Management Cruises
On‐Street Parking EMBARK Plus ADA Social Services
Meter Transporta on Transporta on
Facili es Management Spokies Bike Share
Fleet Management Streetcar

Jason Ferbrache $19,632,111 32
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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.
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Public Transportation & Parking Department Major Budget Changes Amount Positions

1. Changes in personnel related costs such as salaries, merit, $500,510
‐
2. Transit Streetcar Start‐up $840,281 ‐
3. Reduce Fleet Management's Parts Budget ($125,000) ‐
4. Planning Consolidation ($186,465) (2.0)
5. Delete Senior Customer Service Representative ($49,041) (1.0)
6. Reduce RTA Membership per the fee schedule ($210,649) ‐
7. Delete Office Assistant ($51,781) (1.0)
8. Reduce Parking Reserves based on anticipated revenues ($232,823) ‐
9. Increase for Pay by Plate Parking System $160,000 ‐
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Administration $2,069,600 $3,172,976 $3,053,958 ‐3.75%
Parking 545,189 462,341 648,281 40.22%
Public Transportation 16,118,930 15,494,199 15,929,372 2.81%
Capital Expenditures $254,658 $200,500 $500 ‐99.75%
Total Non‐Operating Expenditures $254,658 $200,500 $500 ‐99.75%


General Fund $17,626,898 $16,254,912 $16,741,446 2.99%
Parking Fund 450,810 812,868 982,925 20.92%
Public Transportation Fund 2,190,047 3,286,211 3,119,900 ‐5.06%
Cap. Improvement Projects Fund 254,658 200,500 500 ‐99.75%
Less Interfund Transfers ($1,534,036) ($1,224,475) ($1,212,660) ‐0.96%
Total All Funds $18,988,377 $19,330,016 $19,632,111 1.56%
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Administration 21.20 22.45 22.95 2.23%

Parking 3.80 4.55 4.55 0.00%
Public Transportation 4.00 5.00 4.50 ‐10.00%

Parking Fund 4.50 6.00 6.00 0.00%

Public Transportation Fund 24.50 26.00 26.00 0.00%

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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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.

FY16 FY17 FY18
Executive Leadership 11.20 $1,500,163 12.45 $2,529,635 13.95 $2,426,826
Business Services 0.00 0 0.00 0 0.00 0
Public Information & Customer
10.00 569,437 10.00 643,341 9.00 627,132
Relations
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 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 Social Services Transporta on Program* provides a variety of contracted, reserva on‐based

transporta on to qualified residents, with limited op ons, of the greater Oklahoma City metro area
so they can have access to essen al services.

 The Spokies Bike Share Program provides an alternate transit op on for residents and visitors of
Oklahoma City so they can use bicycles that provide health benefits and contribute to a cleaner
environment.

 The Streetcar Program establishes a new downtown public streetcar system for Oklahoma City
residents and visitors so they can move quickly, efficiently and safely throughout Bricktown and
downtown.
Public Transporta on Posi ons and Budget

FY16 FY17 FY18
Bus Operations 2.00 $15,254,290 2.00 $14,476,723 0.50 $13,950,753
EMBARK Plus ADA 0.00 9,537 0.50 39,442 0.50 52,600
Fleet Management 0.00 0 0.00 0 1.00 187,573
Oklahoma River Cruises 1.00 725,566 0.50 725,566 0.50 725,566
Social Services Transporation 0.00 9,537 0.50 39,442 0.50 52,599
Spokies Bike Share 0.00 120,000 0.50 120,000 0.50 120,000
Streetcar 1.00 0 1.00 93,026 1.00 840,281

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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
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
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Public Works
Ci zens
Mayor and
City Council
City Manager
Public Works
Oklahoma River Project Storm Water Street, Traffic, & Traffic

Engineering Field Services
Corridor Management Quality Drainage Management
Drainage Construc on Oklahoma River Contract Environmental Drainage Traffic Data

Engineering Inspec on and Corridor Administra on Water Quality Graffi Collec on
Engineering Construc on Maintenance Facili es Household Removal Traffic and
Technical Quality Control Oklahoma River Project Hazardous Streets Transporta on
Review Survey Engineering Management Waste Traffic Services
Paving Infrastructure Collec on Opera ons Traffic
Engineering Project Storm Water Engineering
Management Permi ng
Right of Way Public Outreach

Eric J. Wenger, P.E. $89,991,453 386
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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.
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Public Works Department Major Budget Changes Amount Positions

1. Deletes a Database Technician from Streets, Traffic, and Drainage ($49,791) (1.00)
Maintenance Division
2. Deletes three Traffic Maintenance Workers from Sign ($178,701) (3.00)
Maintenance and Pavement Markings
3. Deletes an on‐call Light Equipment Operator from the night shift ($62,807) (1.00)
4. Adds Construction Equipment Operator I to address additional $51,232 1.00
Channel Cleaning needs
5. Adds two Concrete Finishers and two Crew Worker II positions to $200,312 4.00
Improved Drainage Structures of the Drainage Utility Fund.
6. Adds a Construction Project Manager to oversee G.O. Bond $72,115 1.00
Projects
7. Delets an Administrative Coordinator from Public Works $83,414 (1.00)
Administration
8. Adds Capital and Maintenance Project Funding for the Household $110,000
Hazardous Waste Facility
C‐157
P W

General Fund $29,186,091 $29,643,781 $29,753,595 0.37%

Street & Alley Fund 4,072 392,929 306,955 ‐21.88%
Storm Water Drainage Utility Fund 14,648,963 22,572,111 26,275,826 16.41%
Grants Management Fund 3,177,501 102,500 119,700 16.78%
Capital Improvement Projects Fund 11,990,230 26,789,734 23,214,567 ‐13.35%
Special Purpose Fund 2,061,277 4,069,436 2,890,231 ‐28.98%
Impact Fee Fund 0 0 9,380,579 N/A
Less Interfund Transfers ($902,661) ($1,700,000) ($1,950,000) 14.71%
Grand Total All Funds $60,165,474 $81,870,491 $89,991,453 9.92%

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%
Capital Expenditures $12,676,943 $32,519,895 $32,175,650 ‐1.06%
Other Non‐Operating Expenditures 5,238,779 4,171,936 12,390,510 197.00%
Less Interfund Transfers ($902,661) ($1,700,000) ($1,950,000) 14.71%
Total All Funds $60,165,474 $81,870,491 $89,991,453 9.92%
C‐158
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P
Administration 23.20 20.10 20.00 ‐0.50%

Engineering 57.80 18.70 18.00 ‐3.74%
Field Services 51.00 49.00 49.00 0.00%
Oklahoma River Corridor 7.00 7.00 7.00 0.00%
Project Management 0.00 27.20 28.00 2.94%
Storm Water Quality 28.00 28.00 28.00 0.00%
Streets, Traffic & Drainage Maint. 224.00 222.00 222.00 0.00%
Traffic Management 15.00 14.00 14.00 0.00%


General Fund 292.05 255.45 249.80 ‐2.21%

Storm Water Drainage Utility Fund 113.95 130.55 136.20 4.33%
Total All Funding Sources 406.00 386.00 386.00 0.00%
C‐159
P
P L B
A

results.

FY16 FY17 FY18
C‐160
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.
 The Paving Engineering Program provides street and sidewalk design and construc on services to

City staff so they can construct safe and comfortable roadways for public travel.

Engineering Posi ons and Budget
FY16 FY17 FY18
Drainage Engineering* 0.00 $0 5.00 $475,249 5.00 $521,510
Engineering Support* 0.00 37,426 0.00 0 0.00 0
Engineering Technical Review 25.50 2,347,716 7.70 755,217 9.00 869,267
Paving Engineering* 0.00 0 6.00 547,200 4.00 401,648
Project Management* 32.30 2,877,034 0.00 0 0.00 0
*During the most recent Strategic Business Plan update, the Department restructured the Line of Business to
better align with its operations. As a result, the Project Management and Engineering Support Program budgets
and positions were moved into other existing or newly created programs. Some of the budget line items were
moved to the newly created Drainage and Paving Engeering programs within this line of business and some
were moved into the newly created Project Managment Line of Business.
C‐161
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.
 The Survey Program provides survey services to City staff, consultants, and surveyors so they can

have the survey data required to iden fy historic and current field condi ons in a mely manner.

Field Services Posi ons and Budget
FY16 FY17 FY18
Construction Inspection and
45.90 $3,865,997 44.90 $3,845,813 44.90 $3,947,178
Construction Quality Control
Survey 5.10 283,385 4.10 328,358 4.10 316,017
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.
 The Oklahoma River Engineering Program provides opera on, 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.

Oklahoma River Corridor Posi ons and Budget
FY16 FY17 FY18
Oklahoma River Corridor 6.00 $317,270 6.00 $916,949 6.00 $906,577
Oklahoma River Engineering 1.00 515,850 1.00 895,228 1.00 860,010
Line of Business Total 7.00 $833,120 7.00 $1,812,177 7.00 $1,766,587
C‐162
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.
 Public Outreach Program provides public educa on and training services to increase

environmental awareness through workshops, school programs, and public events so the public is
informed about the City’s Storm Water Quality Program.
 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
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
C‐163
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 Graffi Removal Program removes graffi from property so the public can experience a clean

and safe environment.
 The Streets Program provides roadway repair and reconstruc on services to the public so they can

travel safely and comfortably throughout the City.
 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
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
C‐164
P W
P M
 The Contract Administra on Program provides architectural and engineering contract services to

City departments so they can have completed projects that meet expecta ons and requirements.

 The Facili es Project Management Program provides architectural project design and construc on
oversight services to City departments and the public so they can have improved public facili es
completed on me and within program budget.
 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
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.
C‐165
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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
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
C‐166
Uã®½®ã®Ý
UƟliƟes
Ci zens
Mayor and
City Council
City Manager
U li es
Customer Line Solid Waste Wastewater Water

Service Engineering Maintenance Management Quality Quality
Customer Design Meter Bulk Waste Industrial Pre‐ Laboratory &

Service / Billing Infrastructure Maintenance Collec on Treatment System Quality
Dispatch Records Wastewater Environmental Li Sta ons Property
Field Support Private Line Clean‐Up Wastewater Maintenance
Meter Reading Development Maintenance Solid Waste Treatment Raw Water
Raw Water Water Line Collec on Supply
Maintenance Solid Waste Water
Opera onal Treatment
Support
Director Budget PosiƟons

Chris Browning, P.E. $104,305,969 787
C‐167
Uã®½®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 ¥ÙÊÃ 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
Uã®½®ã®Ý
M¹ÊÙ Bç¦ã C«Ä¦Ý
Utilities Department Major Budget Changes Amount Positions

1. Changes in personnel related costs such as salaries, merit, $512,510 ‐
2. Adds two Network Administrators for implementing and $155,944 2.00
managing software systems
3. Adds one Safety Analyst $66,740 1.00
4. Deletes two Utility Worker I positions and adds two Community $23,012 ‐
Relations Coordinators for the Water Conservation Program
5. Adds one Civil Engineer III Position to Engineering $91,636 1.00
6. Adds one Engineering Assistant II position to Engineering $72,114 1.00
7. Adds one Engineering Assistant II position (GIS) to Engineering $72,114 1.00
8. Improvements at the Hefner Sludge Facility increases budget for $380,738 2.00
supplies and electricity, deletes one Crew Chief and one Crew
Worker II, and adds three Operation Maintenance Technicians
and one Plant Operator
9. Reclassifies various positions and adds one Engineering Aide II ($16,715) 1.00
position to assist with line locates.
10. Adds one Treatment Supervisor $87,962 1.00
11. Adds one Environmental Unit Supervisor $69,358 1.00
12. Adds two Crew Worker II positions $90,854 2.00
13. Adds additional funding for the root control program $700,000 ‐
14. Adds additional funding for a maintenance program aimed at $150,000 ‐
reducing fats, oils and grease (FOG) in wastewater lines
15. Reduces fuel for solid waste due to increased use of compressed ($450,000) ‐
natural gas
16. Adds funding for various parts, chemicals, supplies, equipment, $752,000 ‐
and service contracts
C‐169
Uã®½®ã®Ý
EøÖÄ®ãçÙÝ

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%

Wastewater Fund $26,465,328 $29,046,020 $29,797,093 2.59%

Water Fund 50,813,388 60,507,452 63,195,153 4.44%
Solid Waste Mgmt Fund 10,208,412 11,830,749 11,313,723 ‐4.37%
C‐170
Uã®½®ã®Ý
PÊÝ®ã®ÊÄÝ

Administration 43.00 43.00 73.00 69.77%

Customer Service 169.00 169.00 154.00 ‐8.88%
Engineering 30.00 30.00 33.00 10.00%
Line Maintenance 256.00 256.00 248.00 ‐3.13%
Solid Waste 111.00 111.00 111.00 0.00%
Wastewater Quality 25.50 25.50 27.50 7.84%
Water Quality 137.50 139.50 140.50 0.72%

Wastewater Fund 274.70 276.75 277.25 0.18%

Water Fund 386.30 386.25 398.75 3.24%
Solid Waste Mgmt Fund 111.00 111.00 111.00 0.00%
Total All Funding Sources 772.00 774.00 787.00 1.68%
C‐171
Uã®½®ã®Ý
Uã®½®ã®Ý L®ÄÝ Ê¥ BçÝ®ÄÝÝ
AÃ®Ä®ÝãÙã®ÊÄ

 The AdministraƟon Program provides planning, management, administra ve and repor ng
results.

AdministraƟon PosiƟons and Budget
FY16 FY17 FY18
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
*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
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
*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
Uã®½®ã®Ý
EÄ¦®ÄÙ®Ä¦

 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.
 The Raw Water Program provides acquisi on, impoundment, and delivery of raw water supply to

Oklahoma City customers so they can have a reliable water supply.
Engineering PosiƟons and Budget

FY16 FY17 FY18
Design 18.22 $1,555,848 17.22 $1,786,102 19.22 $1,946,468
Infrastructure Records 6.34 335,891 4.34 375,508 4.34 347,773
Private Development 5.44 593,772 8.44 729,098 9.44 825,282
Raw Water* 0.00 0 0.00 0 0.00 0
* New program implemented in FY17. Budget will be added once projects begin.
C‐173
Uã®½®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.
Line Maintenance PosiƟons and Budget

FY16 FY17 FY18
Line Maintenance Fleet
23.00 $3,118,071 23.00 $3,329,729 0.00 $0
Operations
Meter Maintenance 0.00 0 0.00 0 32.00 2,674,269
Wastewater Line Maintenance 122.00 8,700,548 123.50 9,422,328 108.50 9,512,940
Water Line Maintenance 111.00 8,606,158 109.50 8,859,407 107.50 8,855,782
Line Maintenance employees repair a water line.
C‐174
Uã®½®ã®Ý
SÊ½® 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.
Solid Waste PosiƟons and Budget

FY16 FY17 FY18
Bulk Waste Collection 32.00 $2,203,386 34.00 $2,271,006 33.50 $2,499,769
Environmental Clean‐Up 9.00 582,213 9.00 601,560 10.50 695,481
Solid Waste Collection 44.00 3,450,877 42.00 4,058,854 41.50 3,298,670
Solid Waste Operational
26.00 2,319,890 26.00 3,228,777 25.50 3,279,763
Support
Solid Waste Management trucks refuel at the facility’s

slow-fill CNG fueling stations.
C‐175
Uã®½®ã®Ý
WÝãóãÙ Qç½®ãù
 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.
 The LiŌ StaƟon Program provides wastewater pumping and li sta on enhancement services to

City residents, businesses and other communi es so they can have aesthe cally acceptable
facili es and environmentally safe disposal of wastewater.

 The Wastewater Treatment Program provides treatment plant opera ons and biosolids disposal
services to City residents, businesses, and other communi es so they can have environmentally
safe wastewater disposal.

Wastewater Quality PosiƟons and Budget
FY16 FY17 FY18
Industrial Pre‐treatment 7.00 $823,651 7.00 $835,754 8.00 $893,907
Lift Station 14.50 1,415,642 14.50 1,498,393 14.50 1,550,096
Wastewater Treatment 4.00 503,565 4.00 557,750 5.00 657,973
A meter tile marks access to an OKC water line.
C‐176
Uã®½®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 Property Maintenance Program provides lake property and facility maintenance services to

City treatment plants and property users so they receive mely responses to their maintenance
requests.

 The Raw Water Supply Program provides raw water delivery and lake storage services to City
treatment plants, businesses and other communi es so they can receive an adequate supply of
water to meet their customers’ needs.
 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.
Water Quality PosiƟons and Budget

FY16 FY17 FY18
Laboratory and System 14.50 $1,298,126 14.50 $1,292,892 14.50 $1,402,262
Property Maintenance 51.00 4,141,213 51.00 4,153,079 49.00 4,313,223
Raw Water Supply 6.00 2,955,819 6.00 7,974,322 6.00 7,041,234
Water Treatment 66.00 14,388,251 68.00 15,853,691 71.00 17,019,899
C‐177
Uã®½®ã®Ý
C‐178
Z
Zoo
Citizens
Mayor and
City Council
Oklahoma City
Zoological Trust
Oklahoma City
Zoo
Animal Educa onal Maintenance Veterinary

Management Programs and Grounds Services
 Aquarium,  Educa on  Custodial Services  Animal Records

Rep les and  Graphics  Hor culture and  Commissary
Amphibians Grounds  Hospital
 Birds and  Maintenance  Isola on
Carnivores  Safety and Security
 Great Escape
 Marine Mammals
Executive Director / CEO Budget

Dwight Lawson $13,526,919
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
Oklahoma City Zoo Major Budget Changes Amount Positions

1. No major budget changes in this fiscal year ‐ ‐
C‐181
Z
E

Zoo Sales Tax Fund $13,440,670 $14,188,917 $13,526,919 ‐4.67%
Fund Total $13,440,670 $14,188,917 $13,526,919 ‐4.67%
C‐182
Fund Summary
Overview of Fund Summaries
The budget is comprised of 32 different funds that segregate finances for

the purpose of carrying on specific activities or attaining certain
objectives. The Fund Summaries are the official budget that is adopted by
Council and filed with the Office of the State Auditor and Inspector.
In accordance with the Oklahoma Municipal Budget Act, The City of Oklahoma City has established
different funds to meet legal and operating requirements. The City classifies its funds as either
operating or non-operating. The distinction is between those funds, and in some cases portions of
funds, that directly support operations and those funds that provide for capital improvements or are so
limited in their purpose that they cannot be said to support daily operations. This allows decision-
makers to segregate operating costs from the total cost for the organization so that significant changes
in capital funding are not misinterpreted as a significant change in operational costs.
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
Additionally, a description of $410,000,000

$405,000,000
the fund is provided along with $400,000,000
a graphical representation of $395,000,000
historical and expected $390,000,000

Actual Actual Actual Adopted Proposed
expenditures. FY14 FY15 FY16 FY17 FY18
D-1
Fund Summary
Budget and Fund Structure

City Budget
Operating Funds Non-Operating

Funds
General Enterprise Funds Special Revenue Capital Other

Operating Funds Funds Improvements
·General Fund ·Airports Fund ·Court ·Capital Improvement ·Asset Forfeiture

·Internal Service ·Solid Waste Administration and Projects Fund Fund
Funds Management Cash Training Fund ·City and Schools ·Debt Service
Fund ·Emergency Capital Projects Use Fund
·Stormwater Drainage Management Fund Tax Fund ·Grants Management
Utility Fund* ·Fire Sales Tax Fund ·Hotel/Motel Tax Fund
·Transportation and ·Hotel/Motel Tax Fund* ·OKC Improvement
Parking Fund Fund* · Impact Fees Fund and Special Assess
·Water/Wastewater ·MAPS Operations · MAPS Operations District Fund
Fund Fund* Fund* ·Special Purpose
·MAPS 3 Use Tax ·MAPS Sales Tax Fund
Fund* Fund
Trusts**
·Medical Services ·MAPS 3 Sales Tax
Program Fund Fund
·Oklahoma City Water Utilities Trust (OCWUT) ·OCMAPS Sales Tax ·MAPS 3 Use Tax
·Oklahoma City Airports Trust (OCAT) Fund Fund*
·Central Oklahoma Transportation and Parking ·Police Sales Tax ·OKC Tax Increment
Authority (COTPA)
Fund* Financing Fund
·Oklahoma City Municipal Facilities Authority
(OCMFA) ·Zoo Sales Tax Fund ·Police Sales Tax
· McGee Creek Authority (MCA) Fund*
·Oklahoma City Public Property Authority (OCPPA) ·Police/Fire Capital
·Oklahoma City Zoological Trust (OCZT) Equipment Sales Tax
·Oklahoma City Riverfront Redevelopment Authority Fund
(OCRRA)
·Oklahoma City Environmental Assistance Trust ·Stormwater
(OCEAT) Drainage Utility Fund*
·Various Bond Funds ·Street and Alley Fund
·Oklahoma City Economic Development Trust ·Sports Facilities Sales
(OCEDT) Tax Fund
·Oklahoma City Other Post Employment Benefits
Trust (OPEBT) ·Sports Facilities Use
·Oklahoma City Metropolitan Area Schools Trust Tax Fund
*Indicates the Fund has both an Operating and Non-Operating Component

**Trusts develop their budgets independently and are not part of this document. However, they have been listed for informational purposes.
Boxes represent fund categories used to organize fund type.
D-2
Fund Summary
Fund and Related Trust Descriptions

FUND & RELATED TRUST DESCRIPTIONS
FUND NAME MAJOR REVENUES MAJOR EXPENDITURES ORIGIN
Operating Funds
Airports Transfer from OCAT Airport Expenditures Administrative
Court Administration and Training Surcharge on Fines Law Enforcement Training State Law
Emergency Management Telephone Tariff, General Fund Subsidy Support of E-911 System State/Local Law
Federal Grants Management Federal Grants As Directed by Terms of Grants Federal Laws
Fire Fighting and Rescue Svcs, Facilities or Earmarked Sales Tax Fire Expenditures Local Law/Public
General All General Revenues All Departments State/Local Law
Hotel/Motel Tax Special Revenue* Earmarked Hotel/Motel Tax Convention and Tourism Development Local Law/Public
Internal Service User Fees from Other Funds Operations of Internal Service Administrative
MAPS 3 Use Tax* Special Use Tax Administration of MAPS 3 Projects Local Law/Public
MAPS Operations* Fund Balance Canal Maintenance Local Law/Public
Medical Services Program User Fees Ambulance Service Administrative
OKC Metro Area Public School Sales Tax Fund Balance Administration of OCMAPS Projects Local Law/Public
Oklahoma City Zoo Tax Earmarked Sales Tax Zoo Expenditures Local Law/Public
Police Services, Facilities or Equipment Tax* Earmarked Sales Tax Police Expenditures Local Law/Public
Solid Waste Management Transfer from OCEAT Solid Waste Enterprise Expenditures Administrative
Stormwater Drainage Utility* Stormwater Drainage Fees Stormwater Testing and Treatment State/Local Law
Transportation and Parking Transfer from COTPA, General Fund Mass Trans. and Parking Administration Administrative
Water/Wastewater Transfer from OCWUT Water/Wastewater Utilities Administrative
Non-Operating Funds
Asset Forfeiture Property/Money Seized in Drug Cases Police Functions as Dictated by Federal Admin./Fed. Guidelines
Capital Improvement Projects Transfer from Other Funds/Interest Capital Projects State Law
City and Schools Capital Projects Use Tax Fund Balance Capital Projects Local Law/Public
Debt Service Property Taxes Debt Service State Law
Hotel/Motel Tax Special Revenue* Earmarked Hotel/Motel Tax State Fair Capital Improvements Local Law/Public
Impact Fees Fees from residential contruction Parks and Street Improvements Local Law/Public
MAPS 3 Sales Tax Earmarked Sales Tax MAPS3 Capital Projects Public Initiative
MAPS 3 Use Tax* Special Use Tax Public Safety Capital Project Local Law/Public
MAPS Operations* Fund Balance Maint. and Replacement for MAPS Local Law/Public
MAPS Sales Tax Fund Balance MAPS Capital Projects Local Law/Public
OKC Impr. and Special Assessment District Assessment of Property Owners in Payment to Districts for Improvements State Law/Local Law
OKC Sports Facilities Improvement Sales Tax Fund Balance Capital Improvements to Sports Local Law/Public
OKC Sports Facilities Improvement Use Tax Fund Balance Capital Improvements to Sports Local Law/Public
OKC Tax Increment Financing State Match - Sales and Use Tax Infrastructure Improvements in Admin./Public
Police and Fire Capital Equipment Sales Tax Fund Balance Public Safety Capital Equipment Local Law/Public
Police Services, Facilities or Equipment Tax* Earmarked Sales Tax Police Capital Projects Local Law/Public
Special Purpose Donations Earmarked by Donors State Law
Stormwater Drainage Utility* Stormwater Drainage Fees Multi-year Contracts / Capital Projects State/Local Law
Street and Alley Fund Balance Street Projects Public Initiative
Trust Funds
Central Oklahoma Transportation and Parking City Subsidy/Grants/Parking Fees/Bus Transportation/Parking Expenditures State Law/Trust
McGee Creek Authority Transfer from OCWUT Debt Service State Law/Trust
Oklahoma City Airports Trust Landing Fees/Rentals/Parking Transfer to Enterprise & Capital State Law/Trust
Oklahoma City Economic Development Trust GOLT bonds, Gen Fund, TIF Revenue Economic Development activities State Law/Trust
Oklahoma City Environmental Assistance Trust Solid Waste Fees Transfers to Solid Waste and Contracts State Law/Trust
Oklahoma City Metropolitan Area Public Schools Fund Balance School Related Capital Projects State Law/Referendum
Oklahoma City Municipal Facilities Authority Transfers from Other Funds Primarily Long Term Insurance State Law/Trust
Oklahoma City Public Property Authority Golf Fees and Transfers from Other Funds Golf Expenditures, Facility State Law/Trust
Oklahoma City Riverfront Redevelopment Sand Mining/Royalties River Park Plan State Law/Trust
Oklahoma City Water Utilities Trust Water/Sewer Fees Transfer to Enterprise & Capital State Law/Trust
Oklahoma City Zoological Trust Zoo Admissions, Zoo Sales Tax Zoo Expenditures & Capital Projects State Law/Trust
Other Post Employee Benefits Trust City and Retiree Health Ins Contributions Retiree Health Insurance State Law/Trust
Various Bond Funds Bond Sales Capital Projects State Law/Referendum
* Has an operating and non-operating component
D-3
Fund Summary
Changes in Fund Balance

Estimated Estimated
Beginning Budgeted Budgeted Ending
Fund Balance Revenues* Expenditures Balance $ Change % Change
Airports Fund $372,056 $17,813,606 $17,813,606 $372,056 $0 0.00% (e)
Asset Forfeiture Fund 1,413,755 1,228,924 1,783,259 859,420 (554,335) -39.21% (b)
Capital Improvement Projects Fund 40,392,438 7,383,444 47,775,882 0 (40,392,438) -100.00% (b)
City and Sch Cap Proj Use Tax Fund 3,180,760 100,981 3,281,741 0 (3,180,760) -100.00% (d)
Court Administration and Training Fund 887,874 1,903,495 2,099,847 691,522 (196,352) -22.11% (c)
Debt Service Fund 99,406,675 92,046,354 89,804,078 101,648,951 2,242,276 2.26% (c)
Emergency Management Fund 394,827 8,342,773 8,699,635 37,965 (356,862) -90.38% (c)
Fire Sales Tax Fund 11,561,221 39,958,111 44,384,271 7,135,061 (4,426,160) -38.28% (c)
General Fund 52,241,433 402,455,720 404,455,720 50,241,433 (2,000,000) -3.83% (a)
Grants Management Fund N/A 39,289,655 39,289,655 N/A N/A N/A (g)
Hotel/Motel Tax Fund 6,065,535 20,581,703 20,973,126 5,674,112 (391,423) -6.45% (c)
Internal Service Fund 5,801,262 50,380,794 51,960,944 4,221,112 (1,580,150) -27.24% (a)
Medical Services Program Fund 5,852,218 6,759,248 7,052,267 5,559,199 (293,019) -5.01% (c)
Metropolitan Area Projects Tax Fund 1,049,946 880 525,853 524,973 (524,973) -50.00% (d)
MAPS Operations Fund 5,528,511 65,673 3,623,160 1,971,024 (3,557,487) -64.35% (b)
MAPS 3 Sales Tax Fund 465,600,082 69,757,792 453,515,119 81,842,755 (383,757,327) -82.42% (d,f)
MAPS 3 Use Tax Fund 36,622,455 9,237,454 42,034,687 3,825,222 (32,797,233) -89.55% (d,f)
OKC Imprv & Spcl Srvcs As s es s Di s t Fund 0 3,808,834 3,808,834 0 0 N/A (c)
Oklahoma City TIF Fund 0 850,000 850,000 0 0 N/A (c)
Police and Fire Cap Equip Sales Tax Fund 8,306,756 18,739 4,172,117 4,153,378 (4,153,378) -50.00% (d)
Police Sales Tax Fund 14,035,772 40,119,359 45,055,303 9,099,828 (4,935,944) -35.17% (c)
Solid Waste Management Fund 1,000,000 10,313,723 11,313,723 0 (1,000,000) -100.00% (e)
Special Purpose Fund 6,817,612 2,887,098 9,704,710 0 (6,817,612) -100.00% (c)
Sports Facilities Sales Tax Fund 62,571 749 63,320 0 (62,571) -100.00% (d)
Sports Facilities Use Tax Fund 196,010 996 197,006 0 (196,010) -100.00% (d)
Stormwater Drainage Utility Fund 21,874,634 18,073,980 26,275,826 13,672,788 (8,201,846) -37.49% (f)
Street and Alley Fund 392,629 0 306,955 85,674 (306,955) -78.18% (b)
Transportation and Parking Fund 0 4,102,825 4,102,825 0 0 N/A (e)
Water and Wastewater Fund 800,000 92,192,246 92,992,246 0 (800,000) -100.00% (e)
Zoo Sales Tax Fund 0 13,261,685 13,526,919 (265,234) (265,234) N/A (h)
(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
Fund By Department and Service Category
Public Tr ans and Par k ing

Infor mat ion Technology
Dev elopment S er v ices
Par k s and Recr eat ion

Cit y Manager s Office
Cit y Audit or s Office
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

FY16 FY17 FY18
Revenues
Transfer from Airport Trust $15,819,581 $17,574,222 $17,736,524
Interest 20,668 28,270 27,658
Other 150,155 0 49,424
Fund Balance 0 0 0
Total Revenues $15,990,404 $17,602,492 $17,813,606
Expenditures - Airports
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
Use of Fund Balance

Beginning Fund Balance $2,263,478 $1,933,276 $372,056
Additions/(Reductions) to Fund Balance (330,202) (1,561,220) * 0 **
Ending Fund Balance $1,933,276 $372,056 * $372,056 **
* Estimated.
** Assumes budgeted revenues and expenditures.
The Airports Fund was established in the Airports Fund

FY89 budget. State statutes provide for the Historical and Projected Expenditures
establishment of enterprise funds to account
$18,000,000
for each utility, enterprise, or service other
than those operated as a department of the $17,500,000
General Fund, where the costs are financed $17,000,000
primarily through user charges or where a $16,500,000
periodic need exists to determine revenues $16,000,000
earned, expenses incurred, or net income for
$15,500,000
a service or program.
$15,000,000
Funding for the operation of the Airports $14,500,000

Enterprise comes from monthly transfers
FY14 FY15 FY16 FY17 FY18
from the Oklahoma City Airport Trust. The
Trust was created as a Public Trust on April 1, 1956 pursuant to Title 60 of the Oklahoma Statutes,
Section 176, on behalf of the City of Oklahoma City. The purpose of the Trust is to provide a means of
financing and administering the construction of airports and air navigation facilities of the City. The
provisions of the trust agreement provide that the Trust will lease, or otherwise manage, the related
property and improvements financed by the Trust. The Trust will receive all revenues generated from
related properties to repay revenue bonds or other debt instruments incurred by the Trust plus costs
and expenses incidental to the management, operation, maintenance, and conservation of the Trust.
D-6
Fund Summary
Asset Forfeiture Fund

FY16 FY17 FY18
Revenues
Asset Seizure Revenues $1,112,344 $1,168,780 $1,215,651
Other Revenue 19,172 0 3,213
Service Charges 16,612 16,612 0
Interest 17,003 24,731 10,060
Fund Balance 0 1,348,645 554,335
Total Revenues $1,165,131 $2,558,768 $1,783,259
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
Use of Fund Balance

Beginning Fund Balance $1,836,394 $1,930,147 $1,413,755
Additions/(Reductions) to Fund Balance 93,753 (516,392) * (554,335) **
Ending Fund Balance $1,930,147 $1,413,755 * $859,420 **
* Estimated.
The Federal Asset Forfeiture Fund was

established in FY85 within the Oklahoma City Asset Forfeiture Fund
Municipal Facilities Authority (OCMFA) with Historical and Projected Expenditures
the passage of Federal Law allowing the
Federal Government to forfeit property $3,000,000
obtained through illegal activity. It was $2,500,000

established by City Ordinance allowing The
$2,000,000
City of Oklahoma City to accept federally
forfeited property. $1,500,000
$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
Capital Improvement Projects Fund

FY16 FY17 FY18
Revenues
Interest $355,824 $450,000 $158,444
Other 230,475 0 0
Reimbursements 250,000 0 0
Service Charges 1,560,100 0 0
Transfers 12,079,409 6,965,000 7,225,000
Fund Balance 0 51,939,673 40,392,438
Total Revenues $14,475,808 $59,354,673 $47,775,882
Expenditures
City Clerk
Personal Services 0 $0 $0
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
City Manager's Office

Personal Services $0 $0 $0
Supplies 0 100,380 156,853
Capital Outlay 670,901 2,550,113 540,144
Transfers 0 0 0
Department Total $856,615 $2,838,848 $1,072,577
Supplies 12,668 6,587 250
Capital Outlay 8,704 91,382 56,552
Transfers 0 0 0
Finance
Supplies 145,386 354,668 61,793
Capital Outlay 0 150,000 0
Transfers 0 0 0
D-8
Fund Summary

FY16 FY17 FY18
General Services
Other Services & Charges 552,646 1,347,622 1,845,883
Supplies 257,583 732,739 142,940
Capital Outlay 3,998,394 8,380,136 6,719,234
Transfers 110,420 2,150 0
Department Total $4,919,043 $10,462,647 $8,708,057
Supplies 223,693 1,680,034 1,481,226
Capital Outlay 1,328,848 4,294,191 1,891,246
Transfers 0 0 0
Mayor and Council

Other Services & Charges 0 0 0
Supplies 0 10,500 10,500
Capital Outlay 0 0 0
Transfers 0 0 0
Department Total $0 $10,500 $10,500
Muncipal Court
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
Municipal Counselor's Office

Supplies 16,978 525 525
Transfers 0 0 0
Department Total $16,978 $14,420 $525
D-9
Fund Summary

FY16 FY17 FY18
Non-Departmental
Other Services & Charges 0 619,379 193,424
Supplies 0 840 840
Capital Outlay 0 4,828,804 4,360,252
Transfers 5,500,000 12,500 12,500

Other Services & Charges 0 50 18,975
Supplies 0 0 85,436
Capital Outlay 248,178 1,153,520 267,653
Department Total $248,178 $1,153,570 $421,098
Planning
Supplies 0 0 0
Transfers 0 0 0
Department Total $0 $0 $0
Police
Supplies 0 0 0
Capital Outlay 0 235,943 235,943
Transfers 0 0 0

Other Services & Charges 254,658 500 500
Supplies 0 0 0
Transfers 0 0 0
Public Works
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
D-10
Fund Summary

FY16 FY17 FY18
All Departments
Supplies 2,468,095 4,595,861 7,115,228
Capital Outlay 10,962,168 34,290,013 21,448,689
Transfers 5,611,930 14,650 298,534
Use of Fund Balance

Additions/(Reductions) to Fund Balance (11,980,616) 8,788,629 * (40,392,438) **
Ending Fund Balance $31,603,809 $40,392,438 * $0 **
* Estimated.
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.
In 1975, the State of Oklahoma passed

legislation noted in Title 11 § 17-109.11 Capital Improvement Projects Fund
authorizing cities to create a fund to account Historical and Projected Expenditures
for financial resources to be used for the
$70,000,000
acquisition or construction of major capital
$60,000,000
facilities (other than those financed by
proprietary funds and trust funds). The $50,000,000
revenue sources of the Capital Improvement $40,000,000

Projects Fund may be the proceeds of the $30,000,000
sale of assets, interest income, grants from $20,000,000
agencies or other governmental units and $10,000,000
transfers from other funds. The Fund’s $0
major financial resources are interest Actual FY14 Actual FY15 Actual FY16 Adopted Proposed
earnings and a transfer from the General FY17 FY18
Fund.
D-11
Fund Summary
City and Schools Capital Project Use Tax Fund

FY16 FY17 FY18
Revenues
Use Tax $0 $0 $0
Interest 21,169 20,046 16,525
Other 664,202 171,975 84,456
Fund Balance 0 2,952,487 3,180,760
Total Revenues $1,565,804 $3,144,508 $3,281,741
Expenditures
Fire
Supplies 0 53,785 53,784
Capital Outlay 18,400 18,401 0
Supplies 345,222 3,018,242 562,012
Department Total $345,222 $3,018,242 $562,012
Police
Supplies 0 0 0
D-12
Fund Summary

FY16 FY17 FY18
Non-Departmental
Supplies 0 0 0
Capital Outlay 0 0 2,611,867
Total Expenditures $0 $0 $2,611,867
All Departments
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
Use of Fund Balance

Additions/(Reductions) to Fund Balance 1,202,182 817,100 * (3,180,760) **
* Estimated.
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
use tax rate to mirror the sales tax rate’s $9,000,000

effective dates and amount. The rate of
$8,000,000
the tax was one-half percent (1/2%) from
January 1, 2002 until April 1, 2003, when $7,000,000
the rate changed to one percent (1%). The $6,000,000
tax expired on January 1, 2009.
$5,000,000
$4,000,000
$3,000,000
$2,000,000
$1,000,000
$0
D-13
Fund Summary
Court Administration and Training Fund

FY16 FY17 FY18
Revenues
Fees $1,919,317 $1,835,151 $1,892,360
Fines 540 572 174
Interest 7,729 10,170 10,961
Fund Balance 0 499,572 196,352
Total Revenues $1,927,586 $2,345,465 $2,099,847
Expenditures
Municipal Court
Supplies 0 177,949 27,824
Transfers 0 0 0
Municipal Counselor
Supplies 0 2,040 0
Transfers 0 0 0
Police
Supplies 58,355 84,200 81,700
Transfers 0 0 0
D-14
Fund Summary

FY16 FY17 FY18
All Departments
Supplies 58,355 264,189 109,524
Transfers 0 0 0
Use of Fund Balance

Beginning Fund Balance $997,203 $999,768 $887,874
Ending Fund Balance $999,768 $887,874 * $691,522 **
* Estimated.
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),
$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
Debt Service Fund

FY16 FY17 FY18
Revenues
Ad Valorem (Property Tax) $83,819,985 $84,091,291 $85,446,354
Interest 1,286,492 600,000 600,000
Other 5,883,096 6,000,000 6,000,000
Fund Balance 0 21,407,360 14,029,854
Total Revenues $90,989,574 $112,098,651 $106,076,208
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
Use of Fund Balance

Additions/(Reductions) to Fund Balance 5,802,480 2,779,558 * 2,242,276 **
Ending Fund Balance $96,627,117 $99,406,675 * $101,648,951 **
* Estimated.
Under Section 26, Article 10 of the State

Debt Service Fund
Constitution, the City of Oklahoma City is
authorized to establish a Debt Service Fund. Historical and Projected Expenditures
The General Obligation Debt Services Fund $120,000,000
accounts for all expenditures for principal,
$100,000,000
interest and agency fees on all of the City's
general obligation debt and judgments. $80,000,000
Revenues in the General Obligation Debt $60,000,000
Service Fund include ad valorem taxes and
$40,000,000
interest on reserves. By law, appropriations
in the Debt Service Fund may not be $20,000,000
reduced below the minimums required to $0
make debt service payments. Actual Actual Actual Adopted Proposed
The final debt service budget (statement of
required funding) is prepared and submitted to required authorities at the end of August, after the
preceding fiscal year accounting is closed. The adopted budget is an estimate based on partial year
results.
D-16
Fund Summary
Emergency Management Fund

FY16 FY17 FY18
Revenues
Tariffs $4,627,603 $4,907,458 $5,492,034
Interest 7,320 9,999 16,183
Transfers 2,987,502 3,997,544 2,834,556
Fund Balance 0 462,815 356,862
Total Revenues $7,622,425 $9,377,816 $8,699,635
Supplies 3,910 7,069 7,069
Transfers 0 0 0
Use of Fund Balance

Beginning Fund Balance $1,086,297 $825,754 $394,827
Additions/(Reductions) to Fund Balance (260,544) (430,927) * (356,862) **
* Estimated.
The Emergency Management Fund was Emergency Management Fund

established in FY90 to fund operations for the Historical and Projected Expenditures
911 emergency telephone and dispatch $9,500,000
system and the disaster preparedness and
warning programs. The budget combines a $9,000,000
subsidy from the General Fund, projected
$8,500,000
revenues from a tariff charged to households
and businesses accessing the system through $8,000,000
their community or cell phone service, fund
balance and interest earned by the fund. $7,500,000
$7,000,000
D-17
Fund Summary
Fire Sales Tax Fund (Fire fighting and Fire Rescue

Services, Facilities or Equipment Tax Fund)
FY16 FY17 FY18
Revenues
Special Sales Tax $40,265,246 $40,913,832 $39,785,056
Interest 97,090 121,899 149,878
Other 27,408 13,458 23,177
Fund Balance 0 3,859,207 4,426,160
Total Revenues $40,429,841 $44,908,396 $44,384,271
Expenditures - Fire
Supplies 2,234,234 1,905,735 1,800,000
Capital Outlay 414,241 3,120,000 3,120,000
Transfers 0 0 0
Use of Fund Balance

Additions/(Reductions) to Fund Balance 2,328,970 1,048,625 * (4,426,160) **
* Estimated.
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
Each year the City Council adopts a resolution $36,000,000

specifying the specific projects and funding $34,000,000
levels in the Fire Fighting and Fire Rescue Actual Actual Actual Adopted Proposed
Services, Facilities or Equipment Tax Fund. FY14 FY15 FY16 FY17 FY18
D-18
Fund Summary
General Fund
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 Auditor's Office

Supplies 1,667 9,750 9,750
Capital Outlay 8,725 0 0
Transfers 0 0 0
City Clerk
Supplies 5,043 5,052 5,052
Transfers 970 0 0

Supplies 17,408 20,189 27,314
Transfers 0 0 0
Supplies 694,352 677,187 679,350
D-19
Fund Summary

FY16 FY17 FY18
Finance
Supplies 55,577 103,742 100,360
Transfers 7,700 0 0
Fire
Supplies 1,083,382 1,278,987 1,305,305
General Services
Supplies 340,527 137,142 137,142
Transfers 0 0 0
Juvenile Justice - Municipal Court

Supplies 0 12,400 7,400
Transfers 0 0 0
Juvenile Justice - Municipal Counselor

Supplies 4,753 5,178 2,782
Transfers 0 0 0
D-20
Fund Summary

FY16 FY17 FY18
Mayor and Council
Supplies 4,029 10,420 10,420
Transfers 0 0 0
Municipal Court
Supplies 130,828 209,092 196,987
Transfers 0 100,600 100,600

Supplies 122,722 134,456 120,811
Non-Departmental
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

Supplies 1,823,171 2,054,719 1,995,477
Transfers 910,789 706,189 721,189
D-21
Fund Summary

FY16 FY17 FY18
Personnel
Supplies 15,429 15,524 15,524
Planning
Supplies 14,022 15,092 15,092
Police
Supplies 752,726 934,216 899,451
Transfers 3,380,420 4,197,544 3,034,556

Other Services & Charges $17,332,897 $15,924,656 $16,238,967
Transfers 294,001 330,256 502,479
Public Works
Supplies 2,052,388 2,870,871 2,819,668
Transfers 902,661 1,700,000 1,950,000
D-22
Fund Summary

FY16 FY17 FY18
All Departments
Supplies 7,120,649 8,501,517 8,355,385
Debt Service 4,260 10,000 10,000
Transfers 27,010,363 18,729,967 18,291,125
Use of Fund Balance

Additions /(Reductions ) to Fund Ba la nce (13,017,589) (24,302,311) * (2,000,000) **
* Estimated.
General Fund
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
D-23
Fund Summary
Grants Management Fund

FY16 FY17 FY18
Revenues
Department of Agriculture $0 $0 $0
Department of Commerce $213,180 $0 $0
Department of Energy $0 $0 $0
Department of Health and Human Services $0 $0 $0
Department of Homeland Security $5,408,485 $2,999,999 $3,474,896
Department of Housing and Urban Development$22,946,131 $37,043,517 $29,598,003
Department of Interior $55,949 $31,375 $377,600
Department of Justice $668,016 $1,105,140 $2,346,482
Department of Labor $0 $0 $0
Department of Tranportation $511,996 $348,362 $457,600
Eviromental Protection Agency $466,233 $1,561,594 $1,338,650
Federal Emergency Management Agency $22,668 $0 $0
Federal Railroad Adiministration $2,478,911 $0 $0
National Archives Administration $200,931 $70,392 $0
Office of National Drug Policy $0 $0 $0
Other - Misc Grants, Loan Repayments, Etc. $7,508,426 $0 $0
State and Local Grants $1,407,748 $2,498,500 $1,696,424
Total Revenues (a) $41,888,674 $45,658,879 $39,289,655
D-24
Fund Summary

FY16 FY17 FY18
Expenditures
City Clerk's Office

Personal Services $199,139 $70,392 $0
Supplies 1,180 0 0

Supplies 2,867 0 0
Transfers 0 0 0
Department Total $28,472 $0 $0
Personal Services $11,272 $0 $0
Supplies 0 0 0
Transfers 26 0 0
Department Total $160,778 $0 $0
Finance
Other Services & Charges (185,662) 0 0
Supplies 0 0 0
Transfers 0 0 0
Department Total ($185,662) $0 $0
Fire
Personal Services $0 $0 $475,896
Supplies 13,877 0 0
Transfers 0 0 0
Department Total $30,087 $0 $475,896
D-25
Fund Summary

FY16 FY17 FY18
General Services
Supplies 30 0 0
Capital Outlay 92,242 32,862 71,993
Transfers 0 0 0
Non-Departmental (b)
Supplies 0 0 0
Transfers 0 0 0
Department Total $0 $0 $0
Parks
Personal Services $2,053 $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
Supplies 18,813 31,870 31,370
Capital Outlay 9,425,548 0 7,658,500
Transfers 0 0 0
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
D-26
Fund Summary

FY16 FY17 FY18
Public Works
Supplies 570,682 0 0
Capital Outlay 2,710,513 0 0
Transfers 0 0 0
Department Total $3,177,502 $102,500 $119,700
All Departments
Supplies 1,072,433 1,250,086 1,124,325
Capital Outlay 12,516,783 322,862 8,120,493
Transfers 26 0 0
NOTES: Use of Fund Balance

Due to the nature of grant funds, fund balance projections do not provide an adequate picture of
financial health and are not included.
(a) Budgeted revenue include balances from prior year grant awards and anticipated new grant
awards.
(b) For budget purposes, small grants are listed under Non-Departmental.
The Grants Management Fund was Grants Management Fund

established in order to provide the City with Historical and Projected Expenditures
a means of budgeting and accounting for
$50,000,000
grant awards. Although shown in the same $45,000,000
manner as other City funds, the Grants $40,000,000
Management Fund generally follows federal, $35,000,000
rather than state or local, law for budgeting $30,000,000
and spending. The information presented in $25,000,000

$20,000,000
this budget is an estimate of federal grant
$15,000,000
activity and does not restrict actual grant $10,000,000
expenditures. Grant expenditures are $5,000,000
governed by individual grant requirements. $0
D-27
Fund Summary
Hotel/Motel Tax Special Revenue Fund

FY16 FY17 FY18
Revenues
Hotel/Motel Tax $14,617,434 $14,284,203 $14,120,711
Interest 50,807 74,797 96,638
Other 0 0 31,711
Transfers 6,357,469 6,546,008 6,332,643
Fund Balance 0 1,507,478 391,423
Total Revenues $21,025,710 $22,412,486 $20,973,126
Supplies 0 0 0
Transfers 14,317,652 15,358,294 14,057,348
Use of Fund Balance

* Estimated.
Hotel/Motel Special Revenue Fund On December 14, 2004, Oklahoma City

Historical and Projected Expenditures voters approved a 5.5% hotel occupancy
tax. The new tax rate went into effect on
$23,000,000 January 1, 2005 and Ordinance No. 22,538
$22,500,000 provides for three specific uses for the tax.
$22,000,000 Four-elevenths, or 2%, is dedicated to
$21,500,000 encouraging, promoting, and/or fostering
$21,000,000 the convention and/or tourism
$20,500,000 development of the City. Six-elevenths, or
$20,000,000 3%, is dedicated to funding improvements
Actual Actual Actual Adopted Proposed to the Oklahoma City Fairgrounds. The
FY14 FY15 FY16 FY17 FY18 final one-eleventh or 0.5% is dedicated to
sponsoring or promoting events
recommended by the Oklahoma City Convention and Visitors Commission. The Hotel/Motel Tax
Special Revenue Fund was established by Budget Amendment in FY05 to account for all monies from
the tax. All hotel/motel taxes are deposited in this fund.
D-28
Fund Summary
Impact Fee Fund

FY16 FY17 FY18
Revenues
Impact Fees $0 $0 $8,700,000
Interest 0 0 17,000
Fund Balance 0 0 663,579
Total Revenues $0 $0 $9,380,579
Public Works
Supplies 0 0 0
Transfers 0 0 0
Department Total $0 $0 $9,380,579
Use of Fund Balance

Beginning Fund Balance $0 $0 $663,579
Additions/(Reductions) to Fund Balance 0 663,579 * (663,579) **
Ending Fund Balance $0 $663,579 * $0 **
* Estimated.
In 2017, the Impact Fee Fund was estab-

Impact Fee Fund lished through City ordinance to collect and
$10,000,000
expend development fees related to new
construction. Fee revenue received through
$9,000,000 the building permitting process is utilized for
capital improvements to infrastructure in
$8,000,000
parks and streets within the same service
$7,000,000 area as the new construction.
$6,000,000
$5,000,000
$4,000,000
$3,000,000
$2,000,000
$1,000,000
$0
D-29
Fund Summary
Internal Service Fund

FY16 FY17 FY18
Revenues
Interest $82,287 $32,000 $30,000
Information Technology Chargebacks 23,785,899 23,569,899 24,672,490
Risk Management Chargebacks 16,861,938 15,140,712 15,092,326
Print Shop Chargebacks 870,964 933,287 913,412
Fleet Services Chargebacks 8,340,281 9,597,764 9,463,511
Licenses, Permits and Fees 15 0 0
Other 216,040 0 209,055
Services 559 0 0
Fund Balance 0 1,676,969 1,580,150
Total Revenues $50,157,981 $50,950,631 $51,960,944
Expenditures
City Manager's Office - Print Shop

Supplies 64,857 68,200 56,038
Department Total $815,438 $936,609 $1,088,412
Finance - Risk Management

Personal Services $1,099,800 $1,013,546 $936,002
Supplies 12,557 24,629 24,629
Transfers 14,890,274 13,232,734 13,270,971
General Services - Fleet Services

Supplies 4,048,651 5,884,050 5,745,050
Transfers 0 0 0
Supplies 409,820 497,410 455,561
Transfers 9,272,041 8,516,365 9,123,806
D-30
Fund Summary

FY16 FY17 FY18
All Departments
Supplies 4,535,885 6,474,289 6,281,278
Transfers 24,162,315 21,749,099 22,569,777
Use of Fund Balance

Additions/(Reductions) to Fund Balance 482,731 (347,666) * (1,580,150) **
* Estimated.
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
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).
D-31
Fund Summary
Medical Service Program Fund

FY16 FY17 FY18
Revenues
Medical Service Program Fee $6,842,667 $6,810,896 $6,702,681
Interest 27,629 33,027 56,567
Other 10,000 0 0
Fund Balance 0 410,077 293,019
Total Revenues $6,880,296 $7,254,000 $7,052,267
Supplies 0 0 0
Capital Outlay 1,113,484 0 0
Transfers 0 0 0
Use of Fund Balance

Beginning Fund Balance $0 $2,103,159 $5,852,218
Additions/(Reductions) to Fund Balance 2,103,159 3,749,059 * (293,019) **
* 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
Department for operating the billing and FY14 FY15 FY16 FY17 FY18
customer service aspects of the program.
D-32
Fund Summary
Metropolitan Area Projects (MAPS) Sales Tax

FY16 FY17 FY18
Revenues
Sales Tax $0 $0 $0
Interest 556 237 880
Other 8,336 0 0
Fund Balance 0 563,609 524,973
Total Revenues $8,892 $563,846 $525,853
Expenditures - City Manager's Office

Supplies 0 0 0
Transfers 0 0 0
Total Expenditures $0 $563,846 $525,853
Use of Fund Balance

Beginning Fund Balance $548,601 $557,493 $1,049,946
Additions/(Reductions) to Fund Balance 8,892 492,453 * (524,973) **
Ending Fund Balance $557,493 $1,049,946 * $524,973 **
* Estimated.
City voters approved an ordinance amending the

MAPS Sales Tax Fund City sales tax code on December 14, 1993. This
Historical and Projected Expenditures ordinance levied an additional limited term sales
tax of 1% for the term of five years, beginning
$600,000 January 1, 1994 and ending January 1, 1999. City
voters extended this tax on December 8, 1998,
$500,000
adding six months to the life of the tax, which
$400,000 expired June 30, 1999.
$300,000 The ordinance established a limited purpose tax

$200,000 fund to be expended only for specified projects,
including improvements to the North Canadian
$100,000 River; a metropolitan learning center; a baseball
park; improvement of the Myriad Convention
$0
Center; improvement of the Civic Center Music
Hall; improvement of the Oklahoma City
Fairgrounds; an indoor sports/convention facility;
all or part of a transportation system between Interstate 40 and Meridian Avenue and downtown Oklahoma City;
site acquisition, site preparation, site improvements, infrastructure, parking facilities, personal property,
engineering fees, architectural fees, and legal fees related to the main projects; payment of principal and interest
on and the costs of issuance of notes or obligations in support of the main projects; payment of senior citizens
tax refunds; and related administrative costs.
D-33
Fund Summary
MAPS Operations Fund

FY16 FY17 FY18
Revenues
Use Tax $0 $0 $0
Interest 62,168 85,723 65,673
Other 361 0 0
Fund Balance 0 5,316,856 3,557,487
Total Revenues $462,529 $5,402,579 $3,623,160
Expenditures

Supplies 0 0 0
Capital Outlay 173,321 300,000 300,000
Transfers 0 0 0
Non-Departmental
Other Services & Charges 151,173 436,126 0
Supplies 24,000 1,597 0
Capital Outlay 0 4,161,103 2,861,447
All Departments
Supplies 24,000 1,597 0
Capital Outlay 173,321 4,461,103 3,161,447
Total Expenditures $770,284 $5,402,579 $3,623,160
Use of Fund Balance

Additions/(Reductions) to Fund Balance (307,755) (3,370,239) * (3,557,487) **
* Estimated.
D-34
Fund Summary
MAPS Operations Fund The MAPS Operations Fund was originally

Historical and Projected Expenditures funded by the MAPS Use Tax, which was sep-
arate from the MAPS Sales Tax. The MAPS
$6,000,000 Use Tax was enacted by the City Council and
$5,000,000
was in effect for 5½ years, while the MAPS
Sales Tax was in effect. The tax provided for
$4,000,000 a levy of 1.0% on the sale of tangible person-
$3,000,000 al property not subject to sales tax from Jan-
uary 1, 1994 through June 30, 1999.
$2,000,000
$1,000,000 Funds collected from the additional levy

$0
were accounted for separately and are to be
Actual Actual Actual Adopted Proposed used for operating, maintaining, and replac-
FY14 FY15 FY16 FY17 FY18 ing capital as needed on any or all of the
nine major MAPS projects.
The MAPS Operations Fund budget reflects only the funding for adopted expenditures.
D-35
Fund Summary
MAPS 3 Sales Tax Fund

FY16 FY17 FY18
Revenues
Sales Tax $107,260,805 $109,103,551 $66,494,132
Interest 3,160,646 2,717,475 3,263,660
Transfers 1,658,352 0 0
Fund Balance 0 193,823,999 383,757,327
Total Revenues $112,087,848 $305,645,025 $453,515,119

Supplies 0 0 0
Capital Outlay 94,907,014 305,645,025 453,515,119
Transfers (3,667,190) 0 0
Use of Fund Balance

* Estimated.
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
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
MAPS 3 Use Tax Fund

FY16 FY17 FY18
Revenues
Use Tax $10,371,624 $13,182,705 $8,366,205
Interest 299,568 436,643 307,755
Service Charges 0 541,821 563,494
Transfers 0 0 0
Fund Balance 0 32,410,818 32,797,233
Total Revenues $10,671,191 $46,571,987 $42,034,687
Expenditures

Supplies 34,496 118,000 120,500
Transfers 0 0 0
Fire Department
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
Supplies 1,333,492 4,344,959 2,281,993
Transfers 0 0 0
Municipal Courts
Supplies 0 0 0
Capital Outlay 133,519 5,907,191 5,773,599
Transfers 0 0 0
D-37
Fund Summary

FY16 FY17 FY18
Non-Department
Supplies 0 0 0
Transfers 0 0 0
Department Total $0 $0 $1,020,393
Police Department
Supplies 299,707 0 202,000
Capital Outlay 4,592,572 13,389,491 9,743,612
Transfers 0 0 0
All Departments
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
Use of Fund Balance

Additions/(Reductions) to Fund Balance (2,655,603) (4,335,726) * (32,797,233) **
* Estimated.
D-38
Fund Summary
MAPS 3 Use Tax Fund Following the approval of the one-cent

Historical and Projected Expenditures MAPS 3 Sales Tax by City voters on Decem-
ber 8, 2009 the City Council approved an
$50,000,000
$45,000,000
ordinance based on state statute that
$40,000,000 amended the City’s use tax rate to be equal
$35,000,000 to the sales tax rate. The MAPS 3 Use Tax
$30,000,000 will be in effect for the same seven years
$25,000,000
$20,000,000
and nine months as the MAPS 3 Sales Tax.
$15,000,000 The Use Tax will pay for the cost of the man-
$10,000,000 agement and oversight of the MAPS 3 con-
$5,000,000
struction projects. In addition, the Use Tax
$0
Actual Actual Actual Adopted Proposed was used to support enhanced public safety
FY14 FY15 FY16 FY17 FY18 by providing funding for Police and Fire uni-
form positions that would otherwise have
been cut from the General Fund in the FY11 budget. In FY13 a non-operating component was included
in the MAPS 3 Use Tax Fund providing a reserve for future capital funding.
D-39
Fund Summary
Oklahoma City Improvement and Special Services

Assessment Districts Fund
FY16 FY17 FY18
Revenues
Assessments $2,671,804 $3,715,900 $3,762,846
Interest 8,208 8,050 37,538
Transfers -1,505 0 0
Fund Balance 0 0 0
Total Revenues $2,685,384 $3,737,140 $3,808,834
Other Services & Charges 19,562 67,690 3,246,311
Supplies 0 0 0
Transfers 2,585,462 3,669,450 562,523
Use of Fund Balance

Beginning Fund Balance $709,119 $789,479 $0
Additions/(Reductions) to Fund Balance 80,360 (789,479) * 0 **
Ending Fund Balance $789,479 $0 * $0 **
* Estimated.
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
Oklahoma City Metropolitan Area Public Schools

Sales Tax Fund
FY16 FY17 FY18
Revenues
City/Schools Sales Tax $0 $0 $0
Interest 3,982 6,358 0
Other 40,452 0 0
Service Charges 0 87,780 0
Fund Balance 0 245,095 0
Total Revenues $44,434 $439,233 $0

Supplies 980 1,000 0
Transfers 0 0 0
Total Expenditures $444,346 $439,233 $0
Use of Fund Balance

Beginning Fund Balance $1,177,623 $777,711 $0
Additions/(Reductions) to Fund Balance (399,912) (777,711) * 0 **
* Estimated.
On November 13, 2001, the voters approved a

OKC Metropolitan Area Public Schools
limited term, limited purpose sales tax to be
Sales Tax Fund
earmarked for certain public school capital
projects. The rate of the tax was one-half
percent (1/2%) from January 1, 2002 until April $1,400,000
1, 2003 when the rate changed to one percent $1,200,000
$1,000,000
(1%). The tax expired on January 1, 2009. $800,000
$600,000
$400,000
$200,000
$0
D-41
Fund Summary
Oklahoma City Tax Increment Financing (TIF) Fund

FY16 FY17 FY18
Revenues
Tax Increment Financing Match $0 $850,000 $850,000
Interest 592 0 0
Fund Balance 0 0 0
Total Revenues $592 $850,000 $850,000

Other Services & Charges (947,964) 850,000 850,000
Supplies 0 0 0
Transfers 0 0 0
Reserve for Future Capital Costs 0 0 0
Total Expenditures ($947,964) $850,000 $850,000
Use of Fund Balance

Beginning Fund Balance ($948,556) $0 $0
Additions/(Reductions) to Fund Balance 948,556 0 * 0 **
Ending Fund Balance $0 $0 * $0 **
* Estimated.
Oklahoma City Tax Increment Financing (TIF)

Fund As part of the creation of some TIF
districts, the State of Oklahoma
$1,500,000
committed to match sales and use tax
$1,000,000 derived from improvement efforts in the
$500,000 respective areas. This dedicated fund is
restricted for economic development
$0 purposes associated with these TIF
-$500,000 districts and is currently used to fund tax
anticipation debt repayment in the
-$1,000,000
Oklahoma City Economic Development
-$1,500,000 Trust.
D-42
Fund Summary
Police and Fire Capital Equipment Sales Tax Fund

FY16 FY17 FY18
Revenues
Police and Fire Equipment Sales Tax $0 $0 $0
Interest 40,802 58,320 18,739
Other 81,143 0 0
Fund Balance 0 5,108,278 4,153,378
Total Revenues $121,945 $5,166,598 $4,172,117
Expenditures

Supplies 33,359 95,800 88,300
Capital Outlay 304,626 2,498,658 2,593,297
Transfers 1,160,000 0 0
Fire
Supplies 0 0 0
Capital Outlay 132,311 23,744 7,010
Transfers 0 0 0
Police
Supplies 3,242 3,483 3,483
Transfers 0 0 0
D-43
Fund Summary

FY16 FY17 FY18
All Departments
Supplies 36,601 99,283 91,783
Capital Outlay 436,937 3,139,767 2,767,672
Transfers 1,160,000 0 0
Use of Fund Balance

Additions/(Reductions) to Fund Balance (1,877,587) 1,581,797 * (4,153,378) **
* Estimated.
The Police and Fire Capital Equipment Sales

Police and Fire Capital Equipment Sales Tax Tax Fund was established in FY01. Funding
Fund Historical and Projected Expenditures was provided through a 32-month 1/2 cent
$6,000,000
sales tax approved by City voters on March
14, 2000 for police and fire capital equipment
$5,000,000
projects beginning July 1, 2000 and ending
$4,000,000 March 1, 2003. Among the capital
$3,000,000
improvements funded are police and fire
vehicles, information systems, mobile data
$2,000,000
systems, a City-wide radio communication
$1,000,000 system, City public safety computer-aided
$0
dispatch systems, a communications network
Actual Actual Actual Adopted Proposed to support mobile data systems,
FY14 FY15 FY16 FY17 FY18 improvements in the public emergency
warning system and police helicopters.
D-44
Fund Summary
Police Sales Tax Fund (Police Services, Facilities or

Equipment Tax Fund)
FY16 FY17 FY18
Revenues
Special Sales Tax $40,265,246 $40,913,832 $39,785,056
Interest 135,828 197,239 166,067
Other 15,224 0 0
Service Charges 144,886 124,498 168,236
Fund Balance 0 8,527,978 4,935,944
Total Revenues $40,966,942 $49,763,547 $45,055,303
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
Use of Fund Balance

* 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
the specific projects and funding levels in $30,000,000

the Police Services, Facilities or Equipment $20,000,000
Tax Fund.
$10,000,000
$0
D-45
Fund Summary
Solid Waste Management Fund

FY16 FY17 FY18
Revenues
Interest $13,051 $17,522 $18,447
Tranfers 9,802,000 10,813,227 10,295,276
Fund Balance 0 1,000,000 1,000,000
Total Revenues $9,815,051 $11,830,749 $11,313,723
Expenditures - Utilities
Supplies 386,576 1,036,500 586,500
Transfers 0 0 0
Use of Fund Balance

Additions/(Reductions) to Fund Balance (393,361) (530,485) * (1,000,000) **
* Estimated.
The Solid Waste Management Fund, formerly the

Solid Waste Management Fund Sanitation Fund, was established to track the revenues
Historical and Projected Expenditures and expenditures of refuse collection activities. Revenues
$12,000,000
are first collected by the Oklahoma City Environmental
Assistance Trust (OCEAT) and then transferred monthly to
$11,500,000
the Solid Waste Management Fund for operations.
$11,000,000
$10,500,000 The Solid Waste Management Division was moved from
$10,000,000 the Public Works Department to the Water and
$9,500,000 Wastewater Utilities Department as part of the FY98
budget. The Division functions as an enterprise fund
$9,000,000
responsible for the supervision, coordination and control
$8,500,000
of various work activities that contribute to the health,
FY14 FY15 FY16 FY17 FY18 welfare and beautification of the community through a
high level of refuse collection services.
D-46
Fund Summary
Special Purpose Fund

FY16 FY17 FY18
Revenues
Donations ($1,442,273) $4,363,594 $1,556,000
Fees 274,170 227,117 215,000
Interest 165,850 68,097 103,925
Other 1,282,050 9,600 10,000
Tranfers 26,536 1,000,000 1,000,000
Fund Balance 0 9,914,031 6,817,612
Total Revenues $344,254 $15,599,439 $9,704,710
Expenditures

Supplies 0 0 0
Capital Outlay 803 3,182,389 57,482
Transfers 0 0 0
Department Total $803 $3,182,389 $907,482
Supplies 31,005 173,787 84,889
Capital Outlay 0 0 12,000
Transfers 0 0 0
Fire
Supplies 0 8,182 10,000
Transfers 0 0 0
Non-Departmental
Other Services & Charges 0 1,000,000 1,000,000
Supplies 0 0 0
Transfers 0 0 0
Department Total $0 $1,000,000 $1,000,000
D-47
Fund Summary

FY16 FY17 FY18
Other Services & Charges 85,780 247,070 1,210,052
Supplies 42,764 205,313 468,788
Capital Outlay 3,929,567 4,623,306 1,268,830
Transfers 0 0 0
Planning
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
Supplies 0 48,411 12,570
Transfers 0 0 0
Public Works
Supplies 860 391 0
Capital Outlay 1,491,877 3,563,583 2,406,680
Transfers 0 0 0
D-48
Fund Summary

FY16 FY17 FY18
All Departments
Supplies 74,629 437,584 576,247
Capital Outlay 5,517,247 11,802,012 3,994,095
Transfers 1,660,042 0 0
Use of Fund Balance

Ending Fund Balance $13,996,456 $6,817,612 * $0
* Estimated.
The Special Purpose Fund is used primarily

Special Purpose Fund for donations to the City of Oklahoma City or
Historical and Projected Expenditures for other designated uses. The expenditures
are made from specific accounts designated
$18,000,000
$16,000,000
for each special purpose. Typical
$14,000,000 expenditures of the fund are projects
$12,000,000 relating to improvements by neighborhood
$10,000,000 associations, recreation improvements,
$8,000,000
$6,000,000
renovations in parks, improvements at the
$4,000,000 Animal Shelter, and projects relating to Fire
$2,000,000 Safety.
$0
D-49
Fund Summary
Sports Facilities Sales Tax Fund (Oklahoma City

Sports Facilities Improvement Sales Tax Fund)
FY16 FY17 FY18
Revenues
Sports Facilities Sales Tax $0 $0 $0
Interest 2,523 1,948 749
Other 49,265 0 0
Fund Balance 0 360,684 62,571
Total Revenues $51,788 $362,632 $63,320

Supplies 0 0 0
Transfers 0 0 0
Total Expenditures $0 $362,632 $63,320
Use of Fund Balance

Ending Fund Balance $325,072 $62,571 * $0 **
* Estimated.
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
D-50
Fund Summary
Sports Facilities Use Tax Fund (Oklahoma City

Sports Facilities Improvement Use Tax Fund)
FY16 FY17 FY18
Revenues
Sports Facilities Use Tax $0 $0 $0
Interest 4,042 4,543 996
Other 10,799 0 0
Fund Balance 0 565,132 196,010
Total Revenues $14,841 $569,675 $197,006

Other Services & Charges (2,032) 92,325 31,928
Supplies 0 130,882 45,262
Capital Outlay 13 346,468 119,816
Transfers 0 0 0
Department Total ($2,020) $569,675 $197,006
Use of Fund Balance

Ending Fund Balance $547,395 $196,010 * $0 **
* Estimated.
The Oklahoma City Sports Facilities Use Tax is

Sports Facilities Use Tax Fund the companion use tax to the one-cent
Historical and Projected Expenditures Oklahoma City Sports Facilities Sales Tax. The
$1,600,000
tax provides a levy of one percent on the sale
$1,400,000 of tangible personal property not subject to
$1,200,000 sales tax from January 1, 2009 through March
$1,000,000 21, 2010. The City Council has expressed its
$800,000 intent to use this fund for expenses related to
$600,000
the Oklahoma City Sports Facilities Sales Tax
$400,000
$200,000
Fund or for funding other City capital projects
$0 as specified by a resolution of the City Council.
-$200,000
D-51
Fund Summary
Stormwater Drainage Utility Fund

FY16 FY17 FY18
Revenues
Fees $17,141,178 $17,667,703 $17,351,753
Interest $96,612 $128,302 $158,679
Other $110,409 $0 $0
Permits $117,240 $106,312 $106,003
Reimbursements $255,766 $255,766 $255,766
Service Charges $207,785 $53,192 $201,779
Transfers $0 $0 $0
Fund Balance $0 $4,360,836 $8,201,846
Total Revenues $17,928,990 $22,572,111 $26,275,826
Expenditures - Public Works

Supplies 872,016 1,228,231 1,230,364
Capital Outlay 897,416 3,528,375 2,333,744
Use of Fund Balance

* Estimated.
Stormwater Drainage Utility Fund

Historical and Projected Expenditures The Stormwater Drainage Utility Fund was
established by Council on June 13, 1995 to
$30,000,000 address federal mandates governing
$25,000,000 National Pollution Discharge Elimination
$20,000,000 System (NPDES) programs and is responsible
for planning and implementing strategies for
$15,000,000
improving the quality of storm and other
$10,000,000 runoff waters. The Storm Water Drainage
$5,000,000 Utility fund is an enterprise fund with
operating revenues generated from a
$0
drainage fee. Fees are billed monthly along
FY14 FY15 FY16 FY17 FY18 with water, wastewater, and solid waste
fees.
D-52
Fund Summary
Street and Alley Fund

FY16 FY17 FY18
Revenues
Interest $2,655 $300 $0
Other 3,010 0 0
Fund Balance 0 392,629 306,955
Total Revenues $5,665 $392,929 $306,955
Expenditures - Public Works

Supplies 30,057 27,322 5
Capital Outlay (25,985) 149,526 178,861
Transfers 0 0 0
Total Expenditures $4,073 $392,929 $306,955
Use of Fund Balance

Additions/(Reductions) to Fund Balance 1,593 74,055 * (306,955) **
* Estimated.
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
D-53
Fund Summary
Transportation and Parking Fund

FY16 FY17 FY18
Revenues
Interest $3,411 $4,714 $4,697
Service Charges 149,279 580,721 742,844
Transfers 2,432,997 3,513,644 3,355,284
Fund Balance 0 0 0
Total Revenues $2,585,687 $4,099,079 $4,102,825
Expenditures
Parking
Supplies 30,454 31,400 31,400
Transfers 0 0 0
Public Transportation
Supplies 0 0 0
Transfers 0 0 0
All Departments
Supplies 30,454 31,400 31,400
Transfers 0 0 0
Use of Fund Balance

Additions/(Reductions) to Fund Balance (55,170) (55,330) * 0 **
* Estimated.
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.
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
Water and Wastewater Fund

FY16 FY17 FY18
Revenues
Interest $108,279 $142,693 $136,741
Other 0 0 0
Service charges 0 0 0
Tranfsers 77,230,000 88,001,990 92,055,505
Fund Balance 0 1,408,789 800,000
Total Revenues $77,338,279 $89,553,472 $92,992,246
Expenditures
Water
Supplies 9,414,250 10,796,568 11,363,541
Transfers 0 0 0
Departmental Total $50,813,388 $60,507,452 $63,195,153
Wastewater
Supplies 1,989,585 2,294,468 2,355,273
Transfers 0 0 0
Departmental Total $26,465,328 $29,046,020 $29,797,093
All Departments
Supplies 11,403,835 13,091,036 13,718,814
Transfers 0 0 0
Use of Fund Balance

Beginning Fund Balance $2,946,603 $3,006,165 $800,000
Additions/(Reductions) to Fund Balance 59,563 (2,206,165) * (800,000) **
Ending Fund Balance $3,006,165 $800,000 * $0 **
* Estimated.
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
are funded by monthly cash transfers from
the Oklahoma City Water Utilities Trust.
D-57
Fund Summary
Zoo Sales Tax Fund

FY16 FY17 FY18
Revenues
Zoo Sales Tax Revenue $13,421,749 $13,910,703 $13,261,685
Interest 1,910 0 0
Fund Balance 0 278,214 265,234
Total Revenues $13,423,658 $14,188,917 $13,526,919
Expenditures - Zoo
Supplies 0 0 0
Transfers 13,440,670 14,188,917 13,526,919
Use of Fund Balance

Additions/(Reductions) to Fund Balance (17,012) (17,012) * (265,234) **
Ending Fund Balance $17,012 $0 * ($265,234) **
* 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
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
 MAPS 3 Sales Tax Fund  Oklahoma City

Economic
 MAPS 3 Use Tax Fund
Development
 OCMAPS Fund Trust
 Police and Fire  Oklahoma City
Equipment
Environmental
Sales Tax Fund
Authority Trust
 Police Sales  Oklahoma City
Tax Fund
Municipal
 Special Purpose Facilities Authority
Funds
 Oklahoma City
 Sports Facilities Public Property
Sales Tax Fund Authority
 Sports Facilities Use  Oklahoma City
Tax Fund Water Utilities
 Street and Alley Trust
Capital Fund  Oklahoma City
 Stormwater Drainage Zoological Trust
Utility Fund
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.
FY18 Capital Budget by Function

Ai rports
4.0%
Uti l i ti es
21.4%
Publ i c W orks *

12.5%
Cul ture a nd
Publ i c Recrea ti on
Tra ns porta ti on 53.8%
a nd Pa rki ng
0.7%
Public Sa fety
5.4%
Genera l
Publ i c Educa ti on Government
0.3% *Public Works
1.9%
includes
streets, bridges,
$1,056,303,87
E-3
C I B
S C E

FY16 FY17 FY18
Operating Funds
Airports Fund $499,813 $500,000 $500,000
General Fund 295,604 0 0
Stormwater Utility Drainage Fund 752,286 434,021 430,898
Total Operating Funds $1,547,703 $934,021 $930,898
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
Special Tax Funds

Special Tax Funds $106,513,375 $360,786,784 $589,045,360
Total Special Tax Funds $106,513,375 $360,786,784 $589,045,360
General Obligation Bond Funds

General Obligation Bond Funds 53,933,948 $108,687,577 $103,004,791
Total General Obligation Bond Funds $53,933,948 $108,687,577 $103,004,791
Grant Management Funds

Grant Management Funds 12,516,783 $14,567,727 $8,887,919
Total Grant Management Funds $12,516,783 $14,567,727 $8,887,919
Total Capital Expenditures $380,127,173 $896,078,763 $1,056,303,873
* Not included in the City's adopted budget
E-4
C I B
S C B D
FY18 Capital Budget By Department

Public Utilities Airports
Transportation and 21.4% 4.0%
Parking
Police 0.7%
1.3%
Parks and
Recreation
1.4%
City Manager's
Non‐Departmental
Office
1.2%
52.7%
Municipal Court
1.0%
Information Public Works
Technology 12.5% Fire
0.5% 2.5%
General Services
0.8%
$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
HEADQUARTERS BUILDING ENVELOPE ‐ Mike Monroney Aeronautical Center (Ward 3)
Repair the Headquarters Building envelope. Estimated annual operating cost is $0.
FY18 Cost
MAIN ENTRANCE PAVING ‐ Mike Monroney Aeronautical Center (Ward 3)
Main entrance paving. Estimated annual operating cost is $0.
FY18 Cost
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
E-7
MEDIUM VOLTAGE CIRCUIT 5521 ‐ Mike Monroney Aeronautical Center (Ward 3)
Medium voltage circuit 5521 tie in. Estimated annual operating cost is $0.
FY18 Cost
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
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
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
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
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
E-8
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
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
REGISTRY BUILDING SITE IMPRV ‐ Mike Monroney Aeronautical Center (Ward 3)
Registry building site improvements. Estimated annual operating cost is $0.
FY18 Cost
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
STREET AND PARKING RECONSTRUCT ‐ Mike Monroney Aeronautical Center (Ward 3)
Streets and parking reconstruction as identified in the FY 12 Annual Inspection. Estimated annual
FY18 Cost
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
E-9
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
FY18 Cost
TERMINAL EXPANSION ‐ Will Rogers World Airport (Ward 3)
Expand the terminal building at WRWA. Estimated annual operating cost is $100,001.
FY18 Cost
PAX\Customer Facility Charges $3,750,000
TERMINAL EXPANSION EARLY SITE ‐ Will Rogers World Airport (Ward 3)
Terminal expansion ‐ early site package. Estimated annual operating cost is $0.
FY18 Cost
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
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
FY18 Cost
E-10
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
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
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
WPA FAA MECHANICAL & PLUMBING ‐ Wiley Post Airport (Ward 1)
Upgrade HVAC systems, and plumbing infrastructure. Estimated annual operating cost is $0.
FY18 Cost
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
E-11
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
WPA MECHANICAL & PLUMBING ‐ Wiley Post Airport (Ward 1)
Replace and evaluate HVAC systems and plumbing infrastructure. Estimated annual operating cost is $0.
FY18 Cost
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
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
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
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
E-12
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
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
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
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
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
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
E-13
WRWA SECONDARY AIRFIELD GENERA ‐ Will Rogers World Airport (Ward 3)
Replace secondary airfield generator. Estimated annual operating cost is $0.
FY18 Cost
WRWA SIGNAGE ‐ Will Rogers World Airport (Ward 3)
Upgrade and replace signage at WRWA. Estimated annual operating cost is $0.
FY18 Cost
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
FY18 Cost
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
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
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
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
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
FY18 Cost
Capital Improvement Fund $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
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
FY18 Cost
MAPS3 Sales Tax $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
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
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
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
MAPS 3 Sidewalks ‐ Citywide
Construction of new MAPS 3 Sidewalk projects. Estimated annual operating cost is $0.
FY18 Cost
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
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
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
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).
FY18 Cost
Fire Sales Tax Fund $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
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
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
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
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
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.
FY18 Cost
Capital Improvement Fund $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.
FY18 Cost
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
Centrex Elimination ‐ (N/A)
Centrex Elimination ‐ Copper service alternatives Estimated annual operating cost is $0.
FY18 Cost
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.
FY18 Cost
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
InfoSec ‐ Forensic Tools Enhan ‐ (N/A)
Forensic tools enhancements. Estimated annual operating cost is $0.
FY18 Cost
InfoSec‐3rd Party Penetration ‐ (N/A)
Third‐party security penetration testing. Estimated annual operating cost is $0.
FY18 Cost
E-21
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
PhysSec ‐ Upgrd AMAG Software ‐ (N/A)
Upgrade the AMAG software. Estimated annual operating cost is $0.
FY18 Cost
Point to Multi‐Point ‐ (N/A)
Point to multi‐point radio system upgrade. Estimated annual operating cost is $0.
FY18 Cost
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
Replace AMAG Cards ‐ (N/A)
Replace out of compliance (FIPS 201) AMAG cards with smart card type technology. Estimated annual
FY18 Cost
Replace Firewall Hardware EOL ‐ (N/A)
Proactively upkeep the City of Oklahoma City's hardware that runs security firewall systems. Estimated
FY18 Cost
E-22
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
FY18 Cost
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
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
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
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.
FY18 Cost
2007 G.O. Bonds $55,000
Harlow ‐ Harlow Park (Ward 3)
FY18 Cost
2007 G.O. Bonds $55,000
Jack Cornett ‐ Jack Cornett Park (Ward 3)
FY18 Cost
2007 G.O. Bonds $60,000
E-24
PARKS AND RECREATION CAPITAL PROGRAM
Lippert ‐ Lippert (Ward 4)
FY18 Cost
2007 G.O. Bonds $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
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
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
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.
FY18 Cost
Special Purpose Funds $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
Helicopter Refurbishements ‐ Citywide (N/A)
Refurbishment of police helicopters. Estimated annual operating cost is $0.
FY18 Cost
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
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
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
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
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
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
Springlake Station Renovation ‐ 4116 N. Prospect (Ward 7)
Facility repairs to Springlake Patrol Division building Estimated annual operating cost is $0.
FY18 Cost
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
Unmarked Vehicles ‐ Police ‐ Citywide
Scheduled replacement of unmarked Police vehicles. Estimated annual operating cost is $0.
FY18 Cost
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
Bus Shelters ‐ Citywide
Bus shelters. Estimated annual operating cost is $0.
FY18 Cost
Cent OK Transit & Prkng Auth $75,000
CNG Station ‐ 2000 S. May Avenue (Ward 6)
CNG station and fleet facility upgrades. Estimated annual operating cost is $0.
FY18 Cost
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
Equipment Replacement ‐ 2000 S. May Avenue (Ward 6)
Purchase of maintenance equipment. Estimated annual operating cost is $10,000.
FY18 Cost
Fare Collection Equip/Systems ‐ Citywide
Upgrade of fare collection equipment and software. Estimated annual operating cost is $0.
FY18 Cost
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
Refurbish Union Station ‐ 300 SW 7th Street (Ward 6)
Refurbish Union Station. Estimated annual operating cost is $0.
FY18 Cost
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
Service Vehicle Replacement ‐ Citywide
Replacement of service vehicles. Estimated annual operating cost is $0.
FY18 Cost
Transit Center Improvements ‐ 420 NW 5th Street (Ward 6)
Facilities improvements. Estimated annual operating cost is $0.
FY18 Cost
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
Central Maintenance Facility ‐ 3738 SW 15th Street (Ward 3)
Expansion, renovation, remodeling, repair, and improvement of the City's Central Maintenance Facility.
FY18 Cost
2007 G.O. Bonds $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
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
NBA Upgrades ‐ 100 W Reno Avenue (Ward 6)
Upgrades for the Downtown Arena. Estimated annual operating cost is $10,000.
FY18 Cost
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.
FY18 Cost
2007 G.O. Bonds $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
N Penn and NW 122nd Phase II ‐ N. Pennsylvania Avenue and NW 122nd Street (Ward 8)
FY18 Cost
2007 G.O. Bonds $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
FY18 Cost
2007 G.O. Bonds $1,000,000
Oliver Park Det. Pond (Ph II) ‐ SW 29th Street and Santa Fe Avenue (Ward 6)
FY18 Cost
2007 G.O. Bonds $200,000
Villa Ave. Pershing. NW 1st ‐ Area bound by Villa Ave./ Pershing/ NW 1st St./Pennsylvania Ave. (Ward 6)
FY18 Cost
2007 G.O. Bonds $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
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
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.
FY18 Cost
2007 G.O. Bonds $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
Britton. County Line to Morgan ‐ Britton Road/County Line Road to Morgan Road (Ward 1)
FY18 Cost
2007 G.O. Bonds $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
Bryant. NE 122nd to Memorial ‐ Bryant Avenue/NE 122nd Street to Memorial Road (Ward 7)
FY18 Cost
2007 G.O. Bonds $2,000,000
E-35
Classen Dr. NW 10th‐Harvey ‐ Vicinity of NW 10th Street to Harvey Avenue and NW 8th Street (Ward 6)
FY18 Cost
2007 G.O. Bonds $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
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,
FY18 Cost
2007 G.O. Bonds $2,200,000
Kelley ‐ Hefner Rd to NE 122nd ‐ Kelley Avenue from Hefner Road to NE 122nd Street (Ward 7)
FY18 Cost
2007 G.O. Bonds $2,500,000
Kelley NE 23rd to NE 50th St ‐ Kelley Avenue from NE 23rd Street to NE 50th Street (Ward 7)
FY18 Cost
2007 G.O. Bonds $2,000,000
E-36
Kelley‐NE 122nd to Memorial ‐ Kelley Avenue from NE 122nd Street to Memorial Road (Ward 7)
FY18 Cost
2007 G.O. Bonds $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
improvements, ROW, utilities and sidewalks. Estimated annual operating cost is $0.
FY18 Cost
2007 G.O. Bonds $2,000,000
May Ave E. City Limits Britton ‐ May Avenue East/City Limits/Britton Road/Wilshire Boulevard (Ward 8)
FY18 Cost
2007 G.O. Bonds $847,000
May Ave. Penn Ave. NW 122nd ‐ May Ave./Pennsylvania Ave./NW 122nd St./Hefner Rd. (Ward 2)
FY18 Cost
2007 G.O. Bonds $2,000,000
May Ave. Penn. NW 50th. ‐ May Ave./Pennsylvania Ave./NW 50th St./NW 36th St. (Ward 2)
FY18 Cost
2007 G.O. Bonds $2,000,000
E-37
Meridian Ave. Portland Ave. ‐ Meridian Ave./Portland Ave./Memorial Road/NW 122nd Street (Ward 8)
FY18 Cost
2007 G.O. Bonds $1,610,000
NW 10th. Council to Morgan ‐ NW 10th Street/Council Road to Morgan Road (Ward 1)
FY18 Cost
2007 G.O. Bonds $2,000,000
NW 10th. Penn to May Ave. ‐ NW 10th Street/Pennsylvania Avenue to May Avenue (Ward 6)
FY18 Cost
2007 G.O. Bonds $1,000,000
NW 150. Meridian to Mcarthur ‐ NW 150th Street/Meridian Avenue to MacArthur Boulevard (Ward 8)
FY18 Cost
2007 G.O. Bonds $3,500,000
NW 164th. Portland to May ‐ NW 164th Street/Portland Avenue to May Avenue (Ward 8)
FY18 Cost
2007 G.O. Bonds $2,000,000
E-38
NW 23rd. Blackwelder‐Kentucky ‐ NW 23rd‐Blackwelder/Kentucky NW 25th‐Blackwelder/Classen (Ward 2)
FY18 Cost
2007 G.O. Bonds $2,000,000
Oklahoma. Reno to apprx. I‐40 ‐ Oklahoma/Reno Avenue to Interstate 40 (Ward 7)
FY18 Cost
2007 G.O. Bonds $1,500,000
Pedestrian ramps for ADA ‐ Citywide
FY18 Cost
2007 G.O. Bonds $1,312,500
Penn Ave. Western Ave . SW ‐ Pennsylvania Ave./Western Ave./SW 15th St./SW 29th St. (Ward 6)
FY18 Cost
2007 G.O. Bonds $2,000,000
Penn. NW 178th to NW 192nd ‐ Pennsylvania Ave./NW 178th Street to NW 192nd Street (Ward 8)
FY18 Cost
2007 G.O. Bonds $2,500,000
E-39
Penn‐Western‐SW 89th‐SW 104th ‐ Pennsylvania Ave./Western Ave./SW 89th St./SW 104th St. (Ward 5)
FY18 Cost
2007 G.O. Bonds $2,000,000
Portland Ave. May Ave. Reno Ave. ‐ Portland Ave./ May Ave./ Reno Ave./SW 15th Street (Ward 6)
FY18 Cost
2007 G.O. Bonds $2,370,000
Reno from Lincoln to MLK ‐ Reno Avenue/Lincoln Blvd. to Martin Luther King Blvd. (Ward 7)
FY18 Cost
2007 G.O. Bonds $1,125,000
Reno. Czech Hall to Cemetery ‐ Reno Avenue/Czech Hall Road to Cemetery Road (Ward 3)
FY18 Cost
2007 G.O. Bonds $1,000,000
Rockwell‐MacArthur‐NW10‐NW23 ‐ Rockwell Ave/MacArthur Blvd/NW 23rd St/NW 10th St (Ward 3)
FY18 Cost
2007 G.O. Bonds $1,352,000
E-40
Santa Fe Ave. Kelley Ave. NE ‐ Santa Fe Avenue/Kelley Avenue/NE 63rd Street/NE 50th Street (Ward 7)
FY18 Cost
2007 G.O. Bonds $2,779,000
Sheridan. OK River. Western. ‐ Sheridan Ave/Oklahoma River/Western Ave/Lincoln Blvd (Ward 6)
FY18 Cost
2007 G.O. Bonds $2,246,000
Sunnylane. I‐240 to SE 89th ‐ Sunnylane Avenue/Interstate 240 to SE 89th Street (Ward 4)
FY18 Cost
2007 G.O. Bonds $1,000,000
Sunnylane. SE 89th to SE 104 ‐ Sunnylane Avenue/SE 89th Street to SE 104th Street (Ward 4)
FY18 Cost
2007 G.O. Bonds $2,500,000
Western Ave. Santa Fe Ave. ‐ Western Ave./Santa Fe Ave./SW 44th St./SW 59th St. (Ward 4)
FY18 Cost
2007 G.O. Bonds $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
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
Bryant Ave & Memorial Rd ‐ Bryant Avenue and Memorial Road (Ward 7)
FY18 Cost
2007 G.O. Bonds $750,000
Kentucky Ave & SW 29th St ‐ Kentucky Avenue and SW 29th Street (Ward 6)
FY18 Cost
2007 G.O. Bonds $500,000
Linwood & Virginia Ave ‐ Linwood and Virginia Avenue (Ward 6)
FY18 Cost
2007 G.O. Bonds $250,000
E-42
PUBLIC WORKS ‐ TRAFFIC CAPITAL PROGRAM
McKinley & SW 29th St ‐ McKinley and SW 29th Street (Ward 6)
FY18 Cost
2007 G.O. Bonds $500,000
NW 30th St & Walker Ave ‐ NW 30th Street and Walker Avenue (Ward 2)
FY18 Cost
2007 G.O. Bonds $250,000
Robinson Ave & SW 23rd St ‐ Robinson Avenue and SW 23rd Street (Ward 7)
FY18 Cost
2007 G.O. Bonds $500,000
Santa Fe & NE 63rd St ‐ Santa Fe and NE 63rd Street (Ward 7)
FY18 Cost
2007 G.O. Bonds $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
FY18 Cost
OKC Environmental Asst Trust $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.
FY18 Cost
OKC Environmental Asst Trust $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
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
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
Condition Assessmnt/Survey/Inv ‐ Citywide
This program will determine location of assets and determine which ones require further investigation.
FY18 Cost
Customer Service Division Proj ‐ Citywide
Replaces meters and meter pits. Estimated annual operating cost is $0.
FY18 Cost
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
E-45
Emergency Projects ‐ Citywide
Wastewater related emergency projects. Estimated annual operating cost is $0.
FY18 Cost
Equipment Replacement ‐ Citywide
Mobile equipment replacement. Estimated annual operating cost is $0.
FY18 Cost
Lift Station R & R ‐ Citywide
Lift station renewals and/or replacements. Estimated annual operating cost is $0.
FY18 Cost
Line Maintenance Division Proj ‐ Citywide
Line Maintenance Division capital projects. Estimated annual operating cost is $0.
FY18 Cost
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
North Canadian Interceptor ‐ Citywide
Increase capacity of North Canadian wastewater collection system. Estimated annual operating cost is
$0.
FY18 Cost
E-46
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.
FY18 Cost
Public Works Reimbursements ‐ Citywide
Public Works Reimbursement Projects. Estimated annual operating cost is $0.
FY18 Cost
Relocation For Road Projects ‐ Citywide
Relocations of sewer roadway improvement projects. Estimated annual operating cost is $0.
FY18 Cost
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
South Canadian Expansion ‐ 15924 S. May Avenue (Ward 5)
South Canadian Wastewater Treatment Plant expansion. Estimated annual operating cost is $0.
FY18 Cost
Technology Upgrades ‐ Citywide
Technology Upgrades. Estimated annual operating cost is $0.
FY18 Cost
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
Citywide Water Main R & R ‐ Citywide
Water main renewals and/or replacements. Estimated annual operating cost is $0.
FY18 Cost
Customer Service Division Proj ‐ Citywide
Replaces water meters and meter pits. Estimated annual operating cost is $0.
FY18 Cost
Draper 72" Replace From WTP ‐ Citywide
Replacement of the existing 72‐inch. Estimated annual operating cost is $0.
FY18 Cost
Draper Plant R & R ‐ 13700 S. Douglas Boulevard (Ward 4)
Draper Plant renewal and/or replacement. Estimated annual operating cost is $0.
FY18 Cost
Draper WTP Expansion ‐ 13700 S. Douglas Boulevard (Ward 4)
Expansion of Draper Water Treatment Plant Estimated annual operating cost is $0.
FY18 Cost
E-48
Draper/Hefner Interconnection ‐ Citywide
Transmission and Booster Station Improvements to Interconnect the Draper and Hefner Service Areas.
FY18 Cost
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
Equipment Replacement ‐ Citywide
Mobile equipment replacment. Estimated annual operating cost is $0.
FY18 Cost
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
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
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
E-49
Line Maintenance Division Proj ‐ Citywide
Line Maintenance Division capital projects. Estimated annual operating cost is $0.
FY18 Cost
Overholser plant R & R ‐ 601 N. Pennsylvania (Ward 1)
Overholser Plant renewals and/or replacement. Estimated annual operating cost is $0.
FY18 Cost
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.
FY18 Cost
Public Works Reimbursements ‐ Citywide
Public Works Reimbursement Projects. Estimated annual operating cost is $0.
FY18 Cost
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
FY18 Cost
Relocation For Road Projects ‐ Citywide
Relocation of water roadway improvement projects. Estimated annual operating cost is $0.
FY18 Cost
E-50
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
Technology Upgrade ‐ Citywide
Technology Upgrades. Estimated annual operating cost is $0.
FY18 Cost
Westward extension ‐ Southwest Oklahoma City (N/A)
Extension of large diameter line. Estimated annual operating cost is $0.
FY18 Cost
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.
The City will re re approximately $87.75

million in General Obliga on bonded
debt and has issued $119.1 million in
FY17, which will leave the total General
Obliga on Bond indebtedness at the end
of FY17 at approximately $769.5 million.
This equates to $1,200 per capita
es mated for FY17 compared to $1,151
per capita at the end of FY16.
Fire StaƟon #26 located at 7025 SW 119th St. was paid for
with General ObligaƟon Bond Funds.
E-53
B D S
Since 2009, Standard & Poor's and Moody’s Investor

Service have rated Oklahoma City’s General
Obliga on debt at the highest levels, AAA and Aaa
respec vely for the City's General Obliga on Bonds.
AAA
Oklahoma City’s expanding economic base, ongoing The City of Oklahoma City’s General
downtown redevelopment, conserva ve financial Obliga on bonds are rated “AAA” by
management, and moderate debt contributed to the Standard & Poor’s and “Aaa” by
City’s high ra ng. This high ra ng means lower
interest rates enabling the City to spend a larger
Moody’s Investor Service, the highest
por on of the funds on major capital projects. ra ng available.
Renovated Lycan Conservatory at Will Rogers Gardens

Paid for by 2007 General ObligaƟon Bond Funds
E-54
B D S
D S B

FY16 FY17 FY18
Revenues
Ad Valorem (Property Tax) $83,819,985 $84,091,291 $85,446,354
Interest 1,286,492 600,000 600,000
Other 5,883,096 6,000,000 6,000,000
Fund Balance 0 21,407,360 14,029,854
Total Revenues $90,989,574 $112,098,651 $106,076,208
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
Use of Fund Balance

Additions/(Reductions) to Fund Balance 5,802,480 2,779,558 * 2,242,276 **
* Estimated.
E-55
B D S
R B A I P
Annual Debt Service

$90
$80
$70 $28.74 $26.44 $24.44

$28.06
$22.47 $22.24
$60 $27.92
$24.42 $25.58
$24.54
Millions
$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*
Principal Interest *Projected
Fiscal Year Debt Service Total Principal Interest

2010 $60,278,720 $37,460,000 $22,818,720
2011 $63,607,890 $39,070,000 $24,537,890
2012 $73,835,206 $51,362,333 $22,472,873
2013 $68,402,486 $43,985,000 $24,417,486
2014 $68,645,006 $43,070,000 $25,575,005
2015 $75,775,539 $47,860,000 $27,915,539
2016 $81,399,712 $53,340,000 $28,059,712
2017* $84,590,203 $55,855,000 $28,735,203
2018* $83,653,931 $57,215,000 $26,438,931
2019* $80,905,106 $56,465,000 $24,440,106
2020* $75,371,056 $53,135,000 $22,236,056
*Projected
NOTE: This informa on includes debt service for bonds an cipated to be issued.
E-56
B D S
Property Tax Ratea

$18.00
$15.91 $15.98 $16.00 $15.99 $15.62 $16.01
$16.00 $15.35 $15.35 $15.32
$14.77 $14.81
$14.00
$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.
Future Debt Issuance Plan

$120
$100.0
$95.0
$100
$90.5
$80
Millions
$60
$40
$20
$0
2017 2018 2019
E-57
B D S
E-58
Appendix
Overview of Budget Guidelines and Control
The Budget Guidelines and Control Section de-

scribes Oklahoma City’s financial planning and
budgeting practices, including State laws that af-
fect budgeting, how the budget may change during
the fiscal year, and the major financial policies and
practices of the City.
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
Levels of Budgetary Control
The budget is adopted by the Mayor and City Council by fund, department and expenditure classification.
The following are the definitions for each 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
The City of Oklahoma City’s budget is best characterized as being devel-

oped on a modified cash and expenditures/encumbrances basis.
The operating budget is an estimate of revenues and expenditures for one fiscal year. Only revenues expected to be received
in cash during the year or soon thereafter are included in revenue estimates, as well as any fund balance that will be used for
one-time expenditures during the coming year. Only amounts that will be spent or encumbered (under contract) by the end
of the fiscal year are budgeted as expenditures. This is in conformance with the Oklahoma Municipal Budget Act that does
not allow the City to incur operating fund obligations for more than one fiscal year.
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
Overview of Financial Policies and Practices
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.
The financial policies and practices de-

scribed in this section address:
Budgeting and Financial

Planning
Capital Planning
Revenue
Investments
Debt Management
Procurement
Accounting and Auditing
F-5
Appendix
Budgeting and Financial Planning Policies
A Resolution Adopting Budgeting and Financial Planning Policies, adopt-

ed by the City Council February 15, 2011, requires that the City Manager
prepare and submit the proposed budget in accordance with the follow-
ing policies. A statement of compliance and table can be found on pages
F18-F19.
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.
8. Appropriations for Fiscal Year.
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.
F-7
Appendix
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.
F-8
Appendix
GLOSSARY - Definitions taken directly from the Municipal Budget Act.

1. "Account" means an entity for recording specific revenues or expenditures, or for grouping related or similar classes of
revenues and expenditures and recording them within a fund or department.
2. "Appropriated fund balance" means any fund balance appropriated for a fund for the budget year.
3. "Appropriation" means an authorization to expend or encumber revenues and fund balance of a fund.
4. "Budget" means a plan of financial operations for a fiscal year, including an estimate of proposed expenditures for given
purposes and the proposed means for financing them.
5. "Budget summary" means a tabular listing of revenues by source and expenditures by fund and by department within
each fund for the budget year.
6. "Budget year" means the fiscal year for which a budget is prepared or being prepared.
7. "Chief executive officer" means the mayor of an aldermanic city or a strong-mayor-council city, the mayor of a town, or
the city manager or chief administrative officer as it may be defined by applicable law, charter or ordinance.
8. "Current year" means the year in which the budget is prepared and adopted, or the fiscal year immediately preceding
the budget year.
9. "Deficit" means the excess of a fund's current liabilities and encumbrances over its current financial assets as reflected by
its books of account.
10. "Department" means a functional unit within a fund which carries on a specific activity, such as a fire department or a
police department within a general fund.
11. "Estimated revenue" means the amount of revenues estimated to be received during the budget year in each fund for
which a budget is prepared.
12. "Fiscal year" means the annual period for reporting fiscal operations which begins and ends on dates as the Legislature
provides or as provided by law.
13. "Fund" means an independent fiscal and accounting entity with a self-balancing set of accounts to record cash and other
financial resources, together with all liabilities, which are segregated for the purpose of carrying on specific activities or
attaining certain objectives.
14. "Fund balance" means the excess of a fund's current financial assets over its current liabilities and encumbrances, as
reflected by its books of account.
15. "Governing body" means the city council of a city, the board of trustees of a town, or the legislative body of a municipali-
ty as it may be defined by applicable law or charter provision.
16. "Immediate prior fiscal year" means the year preceding the current year.
17. "Levy" means to impose ad valorem taxes or the total amount of ad valorem taxes for a purpose or entity.
18. "Operating reserve" means that portion of the fund balance which has not been appropriated in a budget year.
19. "Municipality" means any incorporated city or town.
F-9
Appendix
Capital Planning
Oklahoma City’s capital planning process is governed by ordinances and

resolutions adopted by the City Council. The capital planning policies are
summarized below:
1. The Capital Improvement Plan (CIP) covers five years and is prepared every two years.
2. The CIP identifies projects and includes estimated capital cost, operating cost impact, justification, relationship to
adopted plans and policies, and proposed sources of funding.
3. Project evaluation criteria are established by the City Manager.
4. The CIP is sent to applicable boards, trusts, authorities and commissions for review and comment prior to its adoption.
Comments and recommendations need not be incorporated in the plan.
5. The City Council adopts the CIP after at least one public hearing with adequate notice to citizens of hearing time and
place.
6. The CIP may be amended by the City Council. Amendments may change the priority for a project, change the proposed
commencement year, or increase the estimated cost.
7. Projects may be added to the CIP by the City Council after recommendation by the City Manager, review by appropriate
boards, trusts, authorities and commissions, and a public hearing.
The City Manager provides the City Council periodic progress reports on
the status of capital improvement projects.
F-10
Appendix
Revenue
Oklahoma City’s authority for generating revenue is limited by state law.

Specific user fees are set by the City Council, while municipal taxes require
voter approval.
Revenue Policies Summarized

1. The City sales tax rate is currently established at 3.875%. Of this amount, the General Fund receives 2.00%, the Public
Safety Sales Tax Fund receives 0.75%, divided equally between the Police and Fire Departments, the Oklahoma City Zoo
receives 0.125%, and 1.00% is dedicated to the MAPS 3.
2. The hotel tax collection rate is established at 5.5% of gross receipts of all room rentals at the sales value of the room.
Collections are dedicated to promoting convention and tourism and to capital improvements at the fairgrounds.
3. Occupational taxes and utility taxes and fees are established at various rates.
4. User fees are established and revised by the City Council. The City Code includes a general schedule of fees which is
updated by ordinance each time fees change.
5. Fees, penalties, and assessments for late payment are authorized by the various provisions establishing fees and taxes.
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.
F-11
Appendix
Investment
The City Treasurer follows three major prioritized objectives in investing

the City’s funds: safety, liquidity and return on investments.
The City Council approved a revised and updated investment policy effective March 22, 2011. The City’s investment policy
incorporates City Charter, Municipal Code and statutory requirements and recognizes standards promulgated by the Govern-
ment Finance Officers Association and the Association of Public Treasurers of the United States and Canada. In accordance
with this policy, the City Treasurer follows three major prioritized objectives in investing the City’s funds: safety, liquidity and
return on investments.
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.
F-12
Appendix
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 %
0-1 Year 100% 5%-25%
1-3 Years 90% 0%
3-5 Years 90% 0%
Investment Type Limitations

Percentage of Total Invested Principal
MAXIMUM % MINIMUM %
Repurchase agreements 100% 0%
U.S. Treasury Securities* 100% 0%
Certificates of deposit 50% 0%
Money market funds 100% 0%
Savings account 100% 0%
U.S. non-callable agencies securities 100% 0%
U.S. callable agencies securities 20% 0%
Prime commercial paper 7.5% 0%
Direct City debt obligation and judgments 5% 0%
*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
F-13
Appendix
Debt Management
Debt issuance is controlled by the relevant provisions of State statutes,

City Charter, City Code, and bond indentures.
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.
F-14
Appendix
Procurement
The City Council has adopted the following purchasing policies:

1. Comply with all pertinent state and local legal requirements governing purchasing.
2. Act to purchase for the City the highest quality in supplies and contractual services at the least expense consistent with
prevailing economic conditions, while establishing and maintaining a reputation of fairness and integrity.
3. Endeavor to obtain as full and open competition as possible on all purchases and sales, and to competitively bid all
formal contracts without undue restrictions and with open competition.
4. Provide a fair and equal opportunity to all vendors.
5. Maximize the possibilities of buying in large quantities, so as to take full advantage of discounts.
6. Strive to process all payments due vendors promptly and without unnecessary delay.
7. Obtain the greatest possible revenue from the disposal of surplus or obsolete materials and equipment.
8. Conduct the entire process of public purchasing in an open, impartial and ethical manner. In this regard, this policy
prohibits the acceptance of gratuities, gifts or other favors that might raise questions concerning the impartiality of the
process.
9. Maintain accountability through a system of checks and balances, stringent accounting and budget controls and periodic
reports to supervising officials.
10. Keep abreast of current developments in the field of purchasing, pricing, market conditions and new product
development, and to secure for the City the benefits of any research done in the field of purchasing.
11. The City Manager, with the assistance of the Municipal Counselor and City Auditor, has issued a City of Oklahoma City
Purchasing Policies and Procedures Manual to all departments based on the formal policies established by the City
Council.
12. The City Manager shall amend the manual as required by changes in pertinent law, ordinances or operating procedures.
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Appendix
Accounting and Auditing
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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Appendix
Statement of Compliance with Budgeting and

Financial Planning Policies
A Resolution adopting Budgeting and Financial Planning Policies, adopt-
ed by the City Council February 15th, 2011 requires that the City Manager
prepare and submit the proposed budget in accordance with the policies
specified by the resolution and that the proposed budget include a state-
ment of the extent to which it complies with those policies.
1. Scope of Budget. This budget complies with the policy requiring that all City funds be budgeted.
2. Appropriations for Fiscal Year. The budget complies with policy requirements regarding level of budgetary control and
appropriations lapsing at the end of the fiscal year.
3. Budget Amendments. This requirement is not applicable at this stage of the budget. If budget amendments are neces-
sary, they will be conducted as required by policy.
4. Financial Forecast. Information from the five-year financial forecast, required at least every two years, was last present-
ed to Council in February.
5. Decentralization. This budget was prepared with department involvement as required by the policy.
6. Performance-based Budget. This budget includes measures of performance and has considered them when allocating
funds, as required by the policy.
7. Operating Reserves. The policy requires each City fund to maintain two types of reserves: fund balance and contingency.
 Contingency. Each City fund should include an appropriation adequate to fund a contingency account of a targeted
amount of 2% of the fund’s budgeted expenditures. Refer to the Table of Compliance for contingency levels for
each operating fund.
 Fund Balance. Fund Balance is an unbudgeted reserve which 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. The policy states that Fund Balance should not be used to fund on-going operations and this budg-
et meets this requirement.
 General Fund. The General Fund shall maintain 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. For the
purposes of this section, “budgeted expenditures” means total budgeted General Fund expenditures and budgeted
transfers to other funds for the ensuing fiscal year.
 Other Funds. Any fund that is not partially funded through transfers from the General Fund and supports personnel
or other ongoing operating expenditures shall maintain reserves at a target level of five to ten percent of the total
budgeted expenditures of the fund for the ensuing fiscal year.
8. Borrowing for Operations. This budget will not require any fund to borrow for ongoing operations.
9. Balanced Budget. The budget is balanced in accordance with the Municipal Budget Act. Estimated revenues, including
budgeted fund balance, meet or exceed anticipated expenditures.
10. Spending for Capital Projects. City policy is that non-recurring revenue be used for capital and one-time expenses. The
budget meets this requirement.
11. Cost Allocation Plan. A cost allocation plan was prepared, distributed to departments, and used as the basis for deter-
mining Administrative Service Chargebacks as required by policy.
12. Borrowing for Operations. This budget will not require any fund to borrow for ongoing operations.
13. Balanced Budget. The budget is balanced in accordance with the Municipal Budget Act. Estimated revenues, including
budgeted fund balance, meet or exceed anticipated expenditures.
14. Spending for Capital Projects. City policy is that non-recurring revenue be used for capital and one-time expenses. The
budget meets this requirement.
15. Cost Allocation Plan. A cost allocation plan was prepared, distributed to departments, and used as the basis for deter-
mining Administrative Service Chargebacks as required by policy.
F-18
Appendix
Table of Compliance with Reserve Policy

Operating Only FY18 FY18 Contingency Projected Fund Bal.
Proposed Budgeted as a % Unbudgeted as a %
Budget Contingency of Budget Fund Balance of Budget
(a) (b) (c) (d)
(e) General Fund $404,455,720 $4,443,543 1.10% $50,241,433 12.42%

Asset Forfeiture Fund $1,783,259 179,292 10.05% $859,420 48.19%
(g) Court Admin. and Training Fund 2,099,847 138,681 6.60% 691,522 32.93%
(g) Fire Sales Tax Fund 44,384,271 2,564,420 5.78% 7,135,061 16.08%
(e,g) Hotel/Motel Tax Fund 11,860,319 0 0.00% 5,674,112 47.84%
(e,g) MAPS Operations Fund 761,713 0 0.00% 1,971,024 258.76%
(e) MAPS 3 Use Tax 42,034,687 0 0.00% 3,825,222 9.10%
(g) Medical Service Program Fund 7,052,267 141,000 2.00% 5,559,199 78.83%
(g) Police Sales Tax Fund 41,570,851 1,460,845 3.51% 9,099,828 21.89%
(e,g) Stormwater Drainage Fund 17,621,698 504,659 2.86% 7,643,812 43.38%
(e,f,i) Zoo Sales Tax Fund 13,526,919 0 0.00% (265,234) -1.96%
Funds Supported by the General Fund or Other Entities (h)

Airports $17,813,606 $336,882 1.89% $372,056 2.09%
Emergency Management Fund 8,699,635 273,961 3.15% 37,965 0.44%
Internal Service Fund 51,960,944 776,671 1.49% 4,221,112 8.12%
(i) Transportaion and Parking Fund 4,102,825 205,274 5.00% 0 0.00%
(i) Solid Waste Mgmt. Fund 11,313,723 300,000 2.65% 0 0.00%
(i) Water Fund 63,195,153 1,150,000 1.82% 0 0.00%
(i) Wastewater Fund 29,797,093 521,000 1.75% 0 0.00%
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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Appendix
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.
A/E or A&E – Architect and engineering services.
AFSCME – American Federation of State, County and Municipal Employees. This bargaining unit represents non-uniform and
non-management City employees.
Agenda – A list or outline of items to be considered or performed by the governing body.
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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Appendix
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.
Budgeted Reserve – See Contingency.
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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Appendix
competency within the ranks of Oklahoma law enforcement.
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.
Dedicated Revenues – Income that is restricted by law to fund specific purposes.
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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Appendix
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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Appendix
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.
Hiring Freeze – A temporary restriction on hiring in order to achieve financial savings.
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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Appendix
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.
LFR – See “Leading for Results”.
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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Appendix
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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recommended by the Oklahoma Zoological Society.
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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Appendix
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 maintain strong financial management.
Measure aligns with council priority to enhance recreational opportunities and community wellness.
Measure aligns with council priority to encourage a robust local economy.
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.
Performance Data G-1

Performance Management—Leading For Results
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.
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.
The operational portion of the process organizes the services each

department provides into programs and performance measures.

Airports
FY16 Actual FY17 Projection FY17 Target FY18 Target
Long-Term Issue - Unstable Revenue Passenger Growth and Facility Demands
The unstable nature of some revenue sources, passenger growth and facility demands, long-term property leases that lag current market rates, and continued increases
in the cost of providing services, if not addressed, will result in:
A decrease in the quality of service
Deferred maintenance
A lack of funding for capital improvement projects
Strategies to address the Long-Term Issue
Rates for new/renewed leases will be based on benchmarking of the airport industry, and appraisals to determine market value rates.
Analyze rates structures with funding required to support airport infrastructure.
As provided for in the food, beverage and retail concession agreements, airport staff will do periodic reviews of goods/services provided, and an inspection of the
books and records.
Review parking revenue reports quarterly.
Strategic Result(s) to measure annual progress on Long-Term Issue
Increase and stabilize airport revenue in order to finance operations and capital needs as evidenced by:
Maintain all new/renewed leases at market rate and/or include rates sufficient to fund airport provided infrastructure.
Maintain food, beverage and retail concession revenue growth of at least 2% per year.
Maintain parking revenue growth per transaction of at least 2% per year.
1 % of new/renewed leases at market rate and/or rates sufficient to fund airport 100% 100% 100% 100%
provided infrastructure
2 % of food, beverage and retail concession revenue growth 5% 2% 2% 2%
3 % change in parking revenue per transaction per year 1% 2% 2% 2%

Airports
Long-Term Issue - Changing Aviation Industry Environment
The changing nature of the aviation industry along with increasing safety, security, and environmental requirements, if not addressed, will have an impact on:
Staffing, workload and performance
Funding requirements for future capital improvements
Long-term airport planning
Customer satisfaction
Complete a terminal expansion project.
Improve passenger processing through the completion of a new consolidated security checkpoint.
Improve and enhance the airport roadway and garage signage through implementing the new wayfinding plan.
Improve the airport environment utilized by the traveling public and tenants through long-term planning and infrastructure improvements as evidenced by:
By 2020, 100% of new signs will be installed to implement the wayfinding plan.
By 2020, 100% of total square footage of terminal expansion and consolidated security checkpoint completed.
4 % of new signs installed to implement the wayfinding plan * N/A N/A N/A 25%
5 % of terminal expansion project completed 25% 10% 25% 25%

Airports
Long-Term Issue - Air Service Development
The growth in Oklahoma City’s population and business activity has resulted in an increased demand for additional air service that, if not addressed could result in:
Missed revenues
Missed economic development, tourism, and convention business opportunities
Decreased customer satisfaction
Conduct annual airline rate-based analysis for cost recovery of operations and maintenance (O&M) expenses.
Attend air service conferences and perform target market presentations to specific airlines.
Review passenger trends and forecasts, the FAA Terminal Area Forecast, community activities, local business climate, and economic climate.
Continue efforts to attract air service in Oklahoma City as evidenced by:
Limit growth in airport cost to airlines per boarding passenger to no more than 5% per year.
Staff will accomplish a minimum of three marketing presentations to airlines per year.
Achieve a 2% increase in boarding passengers each year.
6 % increase in the airport cost to the airline per boarding passenger 4% 4% 5% 5%
7 # of marketing presentations to air carriers each year 12 6 10 10
8 % change in boarding passengers -1% 2% 2% 2%

Airports
Long-Term Issue - Development, Maintenance and Infrastructure
The amount of land available for development, the increasing maintenance demands from vacant facilities and the cost of maintaining existing infrastructure, if not
addressed, will:
Prevent the Airport Trust from generating sustainable revenue sources to fund airport operations and capital expenditures.
Incur additional costs to maintain vacant facilities.
Prevent the City from receiving the benefits from economic development opportunities.
Staff will continue to evaluate acres to be leased.
Complete design for a new parking garage.
Continue the land use development plan, ensure vacant facilities are lease ready, and continue to maintain and improve existing infrastructure, as evidenced by:
Annually, an additional 5% per year of leasable airport property will be leased.
Annually, evaluating the % of garage public parking that exceeds 85% of capacity.
9 % of identified leasable airport property leased 0% 2% 5% 2%
10 % of days garage public parking exceeds 85% of capacity 78% 77% 35% 70%
Administrative - Executive Leadership

11 % of key measures achieved 75% 71% 75% 75%
12 % increase in the airport cost to the airline per boarding passenger 4% 4% 5% 5%
13 % of capital projects in the 5-year capital plan that have a funding source ** 100% 100% 100% N/A
14 % of full-time equivalent employees without an on the job injury (OJI) in the 96% 98% 95% 95%
current fiscal year
15 % of Information Technology services functioning 99.99% 99.99% 96.94% 100.00%
16 % of performance evaluations completed by the review date 86% 96% 95% 95%
17 % of terminal expansion project completed 25% 10% 25% 25%
18 % of terminations submitted to the Personnel Department within 3 days of the 90% 86% 95% 95%
termination date
19 % of the airport parking study that is completed ** 50% 50% 50% N/A

Airports
20 # of full-time employees supported 120 115 120 120
21 Dollar amount of operating expenditures managed 16,320,605 17,188,282 17,602,492 17,813,606
Administrative - Public Information and Marketing
22 % of airlines that have increased or improved air service N/A 83% 30% 25%
23 % of citizen complaints responded to within 24 hours 99% 100% 95% 95%
24 % of survey responses with above average rating * N/A N/A N/A 80%
25 # of airports served by non-stop flights from Will Rogers World Airport 22 21 21 21
26 # of citizen complaints 76 78 50 100
27 # of customer surveys conducted ** 1 0 1 N/A
28 # of marketing presentations to air carriers each year 12 6 10 10
29 # of public outreach events * N/A N/A N/A 12
Commercial Aviation - Airfield Operations
30 % of daily inspection items resolved within 30 days 90% 90% 90% 90%
31 % of items on the annual FAA inspection with no deficiencies * N/A N/A N/A 5%
32 # of aircraft diversions 118 272 120 275
33 # of deficiencies identified in airport's annual Part 139 inspection by FAA 2 0 0 10
34 # of special inspections conducted 634 468 1,000 450
Commercial Aviation - Runways and Taxiways
35 % of days per month that the airport has a runway closed (WRWA) 55% 44% 10% 10%
36 % of airport certification work orders completed within 3 business days of 100% 100% 93% 93%
identifying deficiency
37 # of airport certification work orders completed 1,436 1,096 1,600 1,400
38 # of airport certification work orders issued 1,526 1,176 1,600 1,400
Commercial Aviation - Safety, Security and Inspection
39 % of days with zero security incidents 93% 91% 97% 97%

Airports
Commercial Aviation - Safety, Security and Inspection
40 % of airport identification badges renewed on time 85% 89% 90% 90%
41 % of recurrent training completed on time 88% 89% 95% 95%
42 # of security badges renewed 1,116 1,198 950 1,200
General Aviation - Operations
43 % of itinerant takeoffs and landings at Wiley Post Airport 72% 77% 70% 74%
44 % of days the airport has a general aviation runway closed 57% 92% 8% 8%
45 # of after hours responses provided ** 18 2 12 N/A
46 # of airfield safety inspections performed (WPA) ** 253 248 251 N/A
47 # of itinerant takeoffs and landings at Wiley Post Airport 41,438 38,336 49,000 40,000
48 # of runway and taxiway access violations (WPA) 4 2 2 2
49 # of total takeoffs and landings at Wiley Post Airport 57,369 50,072 70,000 54,000
Maintenance - Building Maintenance
50 % of airport operating hours where major mechanical systems (e.g., air 98% 97% 95% 95%
conditioning and heating) are functioning (WRWA)
51 % of critical building maintenance calls resolved within 2 days * N/A N/A N/A 95%
52 % of moving walkways, elevators, and escalators that are functioning 96% 98% 90% 90%
53 # of critical building maintenance calls resolved (WRWA) 272 248 575 272
54 # of moving walkways, elevators, and escalators 39 39 39 39
Maintenance - Equipment Maintenance
55 % of vehicles and equipment available for use 92% 98% 97% 97%
56 % of preventative maintenance work orders completed on time * N/A N/A N/A 90%
57 # of equipment maintenance work orders completed (WRWA) 1,322 1,539 1,100 1,300
Maintenance - Fuel
58 % of tenant aircraft refueling vehicles with no deficiencies found 96% 100% 95% 95%
59 # of tenant aircraft refueling vehicles inspected 24 20 20 20

Airports
Maintenance - Grounds
60 % of landscape maintained according to schedule * N/A N/A N/A 90%
61 % of work orders completed within 5 days ** 100% 100% 95% N/A
62 % of publc grounds mowed according to schedule * N/A N/A N/A 90%
63 # of public grounds acres mowed * N/A N/A N/A 7,145.00
64 # of public grounds mowed according to schedule * N/A N/A N/A 6,430.50
65 # of square feet of beds maintained * N/A N/A N/A 3,547,773
66 # of square feet of beds maintained according to schedule * N/A N/A N/A 3,192,995.70
67 # of trees maintained * N/A N/A N/A 842
68 # of work orders completed ** 1,691 2,024 1,440 N/A
Property Management and Development - Architectural and Engineering/Planning
69 % of consultant contracts completed within established timelines 50% 84% 75% 75%
70 % of total project consultant cost as a result of amendments 0% 0% 10% 5%
71 # of Architectural and Engineering contracts executed 3 8 4 5
72 # of Architectural and Engineering contracts planned in annual budget 3 3 3 6
Property Management and Development - Construction
73 % of construction projects completed within contract days 71% 84% 70% 80%
74 % of total project construction cost as a result of change orders and amendments 3% 2% 5% 5%
75 % of construction projects that do not exceed original contract amount plus 5% 79% 92% 75% 85%
76 # of construction projects completed 14 15 20 20
77 # of construction projects 14 15 32 11
Property Management and Development - Facility and Lease Administration
78 % of new/renewed leases at market rate and/or rates sufficient to fund airport 100% 100% 100% 100%
provided infrastructure
79 % change in boarding passengers -1% 2% 2% 2%
80 % change in parking revenue per transaction per year 1% 2% 2% 2%

Airports
Property Management and Development - Facility and Lease Administration
81 % of days garage public parking exceeds 85% of capacity 78% 77% 35% 70%
82 % of food, beverage and retail concession revenue growth 5% 2% 2% 2%
83 % of identified leasable airport property leased 0% 2% 5% 2%
84 # of agreements managed 484 486 450 485
85 # of leasable acres identified 271 271 271 271
86 # of parking spaces occupied 5,905 6,054 6,100 6,100

Long-Term Issue - Accountability
The increasing expectations for government accountability as evidenced by more extensive accounting and auditing regulations, City Council Strategic Priorities and the
Leading for Results program, if not addressed, will result in:
Loss of public trust and confidence
Diminished ability to provide new revenue sources for infrastructure and public services
Decreased employee confidence in City leaders and managers
The lack of an ethical culture throughout the City leading to an increased risk of fraud, waste, abuse, and significant policy violations
Identify important programs and operations for inclusion in the Audit Plan through a triennial citywide risk assessment.
Plan and deliver audit services using a risk-based approach to ensure audit scope and objectives are defined clearly and focused on important issues or concerns.
Respond to requests for advisory services and investigate potentially unethical or fraudulent acts in a professional, sensitive manner.
Undergo a triennial peer review to ensure audit services are provided in accordance with generally accepted government auditing standards.
Communicate with audit clients throughout service delivery to ensure a complete and accurate understanding of conditions, facts, and circumstances.
Present Hotline materials to new employees during orientation training.
Remind employees about the Hotline through posters, brochures, newsletters and surveys.
Through 2020, City Council and other City decision makers will continue to benefit from objective, timely and useful audit information as evidenced each year by:
At least 90% of City Council and other City decision makers will rate audit services as “good” or “excellent”
At least 80% of audit services completed within deadlines
At least 95% of audit recommendations will be accepted by management
87 % of City Council and other City decision makers rating audit services as good or 100% 92% 90% 90%
excellent
88 % of audit services completed within deadlines 63% 76% 80% 80%
89 % of audit recommendations accepted by management 98% 100% 95% 95%

Long-Term Issue - Accountability
Through 2020, management, and employees will benefit from the availability of an anonymous, secure avenue of reporting fraud, waste, abuse, and significant
policy violations as evidenced by:
100% of employees are aware of the Hotline
At least 95% of total allegations will be directed appropriately to the Hotline
90 % of employees aware of the Hotline N/A N/A 100% 100%
91 % of total allegations directed appropriately to the Hotline 87% 98% 95% 95%
Long-Term Issue - Complex Information Systems

The increasing reliance on complex information systems combined with rapid technology advancement creates a growing need for knowledge and expertise to assess
controls over information systems that support critical operational and financial activities, which, if not addressed will lead to:
Decision makers relying on inaccurate data
Programs failing to meet objectives
Undetected violations of laws, regulations, policies and procedures
The department will continue to contract for information technology expertise, as needed, in providing audit services.
No results have been identified for this Issue
92 No Measures N/A N/A N/A N/A

current fiscal year
termination date

Audit Services - Audit Services
99 % of audit recommendations accepted by management 98% 100% 95% 95%
100 % of City Council and other City decision makers rating audit services as good or 100% 92% 90% 90%
excellent
101 % of audit services completed within deadlines 63% 76% 80% 80%
102 % of direct time on unscheduled services 14% 10% 28% 28%
103 # of scheduled direct service hours provided 9,559 9,425 7,090 7,050
104 # of unscheduled direct service hours provided 1,605 1,000 2,766 2,750
Ethics Assurance - Ethics Assurance
105 % of employees aware of the Hotline N/A N/A 100% 100%
106 % of total allegations directed appropriately to the Hotline 87% 98% 95% 95%
107 % of actionable allegations assessed and assigned for investigation within 7 days of 100% 100% 90% 90%
reporting
108 # of allegation dispositions provided 41 32 57 38
109 # of allegations directed to the Ethics Assurance Program 42 25 60 40

City Clerk's Office
Long-Term Issue - Increasing Demand for City Clerk Services
There is an increasing demand for City Clerk services due to the continuing emphasis on economic development and growth in City services as well as complying with
changes in State law, if not addressed will result in:
Inadequate space to store and maintain records
Delays in open records request responses
Increased liability from untimely recording of land documents
Increased operating cost for City and State mandated services
Provide City and trust records to departments and the public in a reasonable time period by making more records accessible online.
By the year 2020, City and public customers will benefit from improved customer service as evidenced by:
100% of land documents filed at county offices within 3 working days of Council approval
At least 96% satisfaction rating from customer responses regarding open records requests.
110 % of land documents filed at county offices within 3 working days of Council N/A 69% 98% 97%
approval
111 % of City Clerk customer responses stating satisfaction with open records requests 92% 94% 90% 95%

City Clerk's Office
Long-Term Issue - Accessibility of Information
The increasing demand for online information, coupled with the lack of technological resources to simplify access to information services, if not addressed, will result in:
Lack of transparency
Delays in responding to open records requests
Limited records available online
Ensure public records are posted online in a timely manner by enhancing the Records Management Program.
By 2020, City and public customers will benefit from enhanced accessibility of official City records as evidenced by:
At least 90% of ordinances will be available online
At least 85% of records requests will be received online
At least 50% of trust, board, commission, and committee meeting records will be accessible online
112 % of ordinances available online 75% 87% 75% 100%
113 % of record requests received online 72% 75% 75% 75%
114 % of trust, board, commission, and committee meeting records online N/A N/A 64% 70%
Long-Term Issue - Maintenance and Preservation of Public Records

The increasing cost to protect and access public records citywide, if not addressed, will result in:
Deterioration and loss of public records
Loss of public trust
Continued inefficient use of space and resources as a result of decentralized records management
Acquire a centralized records management facility, so the City and related trusts can preserve and access their records in compliance with archival best practices.
By 2020, the City and related trusts will benefit from a centralized records program as evidenced by:
100% of departments surveyed to determine centralized records management needs
At least 95% of the requests for records and information maintained in other City departments will be provided within 7 working days of the request annually
115 % of departments surveyed to determine centralized records management needs 0% 0% 100% 100%

City Clerk's Office
Long-Term Issue - Maintenance and Preservation of Public Records
116 % of requests for records maintained in other City departments completed within 96% 95% 100% 95%
7 working days
118 % of full-time equivalent (FTE) employees without an on the job injury (OJI) in the 100% 100% 100% 100%
current fiscal year
termination date
122 Dollar amount of operating expenditures managed 955,415 972,237 980,034 907,490
Official Records - Bid Management
123 % of construction bids received that are qualified bids 91% 95% 90% 94%
124 % of users trained annually N/A 70% 50% 50%
125 # of bidding documents reviewed and released 274 237 300 300
126 # of construction bid receipts processed 540 563 475 480
127 # of goods and services bid receipts processed 371 244 350 350
128 # of proposal/qualification receipts processed N/A N/A 100 350
129 # of users trained N/A 158 115 115
Official Records - City Clerk's Information
130 % of City Clerk records requests completed within 8 hours of request 93% 94% 95% 95%
131 % of requests for records maintained in other City departments completed within 96% 95% 100% 95%
7 working days
132 % of City Clerk customer responses stating satisfaction with open records requests 92% 94% 90% 95%
133 % of land documents filed at county offices within 3 working days of Council N/A 69% 98% 97%
approval

City Clerk's Office
Official Records - City Clerk's Information
134 % of ordinances available online 75% 87% 75% 100%
135 % of record requests received online 72% 75% 75% 75%
136 # of City Clerk on-line ordinance postings 2,511 1,443 700 3,074
137 # of meeting notices & agendas posted in accordance with State Law 1,211 1,251 1,250 1,250
138 # of request responses provided for external records maintained in other City 3,139 3,458 3,000 3,500
Departments
139 # of request responses provided for internal City Clerk records 444 442 500 500
140 # of City Clerk on-line ordinance postings requiring input 3,072 3,072 3,074 3,045
141 # of meeting notices and agendas requested to be posted 1,213 1,251 1,250 1,250
142 # of record requests received 3,582 3,899 3,500 4,000
Official Records - Council Agenda Management
143 % of trust, board, commission, and committee meeting records online N/A N/A 64% 70%
144 % of agenda items submitted correctly 75% 78% 80% 80%
145 % of trusts, boards, commisisons, and committees meeting records made available N/A N/A 100% 100%
online per fiscal year
146 # of agenda items corrected 964 891 800 800
147 # of agenda items reviewed 3,898 3,976 4,000 4,000
148 # of users trained 64 68 40 75
Official Records - Election
149 % of conflict of interest forms filed in a timely manner 96% 96% 85% 95%
150 # of conflict of interest forms filed 200 195 200 226
151 # of gift disclosure forms filed 18 16 18 18
152 # of proclamations and election results issued 0 2 2 4
Official Records - Records Management
153 % of boxes of historic records preserved in compliance with archival best practices 47% 74% 100% 0%

City Clerk's Office
Official Records - Records Management
154 % of departments surveyed to determine centralized records management needs 0% 0% 100% 100%
155 % of digitized records indexed 100% 11% 100% 8%
156 # of boxes of historic records preserved in compliance with archival best practices 284 385 520 0
157 # of digitized records indexed 490,715 1,513 506,745 1,183
158 # of records added to the City Clerk's record storage 5,019 5,468 5,000 5,000
159 # of records maintained in the City Clerk's record storage 420,194 425,516 427,000 432,000
160 # of boxes of historic records required to be preserved in compliance with archival 600 520 520 0
best practices
161 # of digitized records to be indexed 1,013,489 14,196 1,013,489 14,196

Long-Term Issue - Promote Safe, Secure and Thriving Neighborhoods
The increasing need to satisfy resident expectations for safe, vibrant, and diverse neighborhoods, if not addressed, will result in:
Greater loss of life and property
Population migration to other cities
Decreased resident confidence
Widening gap between code enforcement requests and response
Neighborhoods and businesses being developed in outlying areas with inadequate infrastructure
Inability to meet the demand for infrastructure
Inefficient delivery of core services
Continue the use of overtime programs in the Police Department to address high crime areas, traffic enforcement and increased presence in entertainment
districts.
Continue to improve Intelligence-Led policing.
Continue the planning and construction of new fire stations authorized as General Obligation Bond projects.
Monitor the health indices related to cardiac outcomes.
Monitor the number of times the availability of EMSA resources is at level zero.
Promote inner-city residential and business development and redevelopment through the use of incentives, design review consultations and coordination with
other City agencies and the development community.
Strategically concentrate neighborhood revitalization efforts in the Strong Neighborhoods Initiative area to reverse neighborhood decline early and leverage
private investment.
Stabilize at risk neighborhoods through the Strong Neighborhood Initiative to make neighborhoods more attractive for single family residential development.
Implement the Neighborhood Stabilization Program to purchase and rehabilitate foreclosed single-family bank owned properties for the benefit of
low/moderate/medium income families.
Reduce the number of abandoned buildings by increasing the number of property maintenance citations

Long-Term Issue - Promote Safe, Secure and Thriving Neighborhoods
Progress on this issue will be measured by results from other sources as listed below:
By 2018, 55% or more residents citywide will report they feel safe.
By 2018, 80% or more of Police life threatening calls (Priority 1) will be responded to within 9 minutes 30 seconds from the time a 911 call is answered to officer
arrival.
By 2018, 5% reduction in aggravated assaults citywide.
Annually, the citizens of Oklahoma City, even anticipating growth in outlying areas, will receive emergency responses within 7 minutes 70% of the time in order
to protect lives, assess and treat medical emergencies, and limit damage to property and the environment.
Annually, 100% of rezoning decisions by Council will be consistent with the Comprehensive Plan.
Annually, 65% of residents surveyed will be satisfied with the overall quality of their neighborhood
Annually, 80% of designated proactive area properties will be proactively inspected at least once per month.
Annually, 95% of service requests received through the Action Center acted upon within 10 working days.
162 % of residents reporting they feel safe 53% 48% 55% 55%
163 % of Police life threatening calls (priority 1) responded to within 9 minutes and 30 68% 68% 80% 80%
seconds from the time a 911 call is answered to officer arrival
164 % reduction in aggravated assaults citywide 13% 13% 5% 5%
165 % of emergencies responded to within 7 minutes 65% 66% 70% 70%
166 % of rezoning decisions by Council that are consistent with the Ciomprehensive 98% 99% 100% 100%
Plan
167 % of residents satisfied with the overall quality of their neighborhood 67% 61% 65% 65%
168 % of designated proactive area properties inspected at least once per month 90% 95% 77% 90%
169 % of service requests received through the Action Center acted upon within 10 96% 96% 95% 96%
working days

Long-Term Issue - Encourage a strong local economy
An increase in ecommerce, demand for more quality jobs in diverse industries, and continued decline in public education performance, if not addressed, will result in:
Residents moving to suburban areas to pursue better education opportunities
Lack of job growth in Oklahoma City
Decline in availability in quality of City services
Decline in quality of life
Missed opportunities for residents to experience professional growth
Missed opportunities to attract new businesses
Continued partnerships with the Alliance for Economic Development, Greater Oklahoma City Chamber of Commerce and other economic development partners to
recruit diverse businesses to Oklahoma City to help grow the City’s job base and develop revenue to keep pace with resident expectations.
Maintain relationships with Myriad Gardens Foundation, MAPS Park Foundation, Downtown Oklahoma City, Inc. to enhance and promote local quality of life
aspects for corporate recruitments.
Educate the public regarding the benefits of shopping local.
Work to improve performance of the Oklahoma City Public Schools through the Joint Education Task Force and the Oklahoma City Public Schools Compact.
Pursue legislative changes to expand the sales tax base.
By 2020, satisfaction with the City being a good place to work will be above 75%
By 2020, satisfaction with the City being a good place to raise children will be above 75%
By 2020, 16,000 jobs will be created
By 2020, 35% of new jobs created will pay above the Oklahoma City MSA average wage
By 2020, the OKC MSA average annual income will increase by 8%
170 % of residents who feel the City is a good place to work 84% 72% 75% 75%
171 % of residents who feel the City is a good place to raise children 81% 66% 75% 75%
172 # of jobs created 4,053 458 2,500 2,500
173 % of new jobs paying above the Oklahoma City MSA average wage 25% 17% 35% 35%
174 % change in the OKC MSA average annual income * N/A N/A N/A 2%

Long-Term Issue - Financial Management
The continuing challenge to maintain diversified and adequate revenues to support expenses for City operations and the need to preserve resident confidence for voter
approved initiatives, if not addressed, will result in:
Diminished capacity to provide core services and address community needs
Inability to meet new, increased, or changing resident expectations
Difficulty in securing financing for city projects and services
Work with the Greater Oklahoma City Chamber and other economic development partners in the community to help grow the City’s job base and develop
revenue to keep pace with resident expectations.
Address the increasing need to find innovative solutions to provide efficient public service delivery by working to create regional partnerships in the metro area.
Continue to support and explore ways to diversify City revenue sources.
Continue to support the Marketplace Fairness Act.
The City will maintain the highest ratings for G.O. Bonds.
Personnel related expenses will remain at or below 70% of total operating expenses.-
General Fund unbudgeted reserves will be maintained in the range of 8-15% of the General Fund budget.
By 2020, the percentage of General Fund revenue from sales tax will be below 50% due to greater diversification of revenue sources
175 General Obligation Bond Ratings AAA / Aaa AAA / Aaa AAA / Aaa AAA / Aaa
176 % of total operating expenses for payroll expenses 68% 70% 67% 67%
177 % of general fund budget maintained in unbudgeted reserve 15% 14% 17% 17%
178 % of General Fund revenue from Sales Tax N/A 53% 50% 52%

Long-Term Issue - Transportation System
Continued deterioration of many City streets coupled with increasing expectations from residents to provide a better public transportation system and more alternative
mobility options such as sidewalks, bike lanes and trails, if not addressed, will result in:
Resident dissatisfaction with the condition of city streets
Mobility options for residents that lag other cities
Inability to promote and develop the city center
Negative environmental impacts
Limitations in the growth of the economy
Educate the public in the benefits of regional public transportation so they will be responsive to efforts to provide a funding source.
Establish impact fees for transportation.
Continue to provide efficient street maintenance and new construction to improve the overall condition of city streets.
Implement the recommendations of the Nelson Nygaard study to add transit services.
By 2018, 40% of residents will be satisfied with the condition the City’s arterial streets.
By 2020, 40% of residents will be satisfied with the City’s public transportation system.
By 2019, Bus passengers per service hour will be at or above 20.
By 2020, 260 miles of new trails, sidewalks and bike lanes will be constructed.
179 % of citizens satisfied with the condition of the City's arterial streets 32% 22% 40% 40%
180 % of residents satisfied with the City's public transportation system 23% 22% 40% 40%
181 # of passengers per weekday service hour 17.39 16.80 18.50 18.00
182 # of miles of new trails, sidewalks and bike lanes constructed N/A N/A N/A N/A

Long-Term Issue - Recreation and Community Wellness
The ongoing need to maintain and improve recreational opportunities for residents along with consistently low rankings nationally in the areas of health and wellness, if
not addressed, will result in:
Decreased resident satisfaction with parks and recreation opportunities
Increasing obesity and other public health issues
Continue to construct sidewalks and trails city wide
Addressing recreational needs for changes in demographics and demands
Support efforts to increase after-school recreation programs
Improve park maintenance
By 2024, 65% of residents will live within ½ mile of a recreation facility, trail, or park.
By 2020, 70% of residents will report regular leisure time physical activity.
By 2020, 75% of residents satisfied with the maintenance of City parks.
By 2020, 35% of residents that report using an Oklahoma City park or attending a park program more than 10 times per year.
Improvement in the next City County Health Department average wellness score, indicated by a 1.5% change.
183 % of citizens within a half mile of a recreation facility, trail or park 56% 65% 56% 56%
184 % of residents reporting regular leisure time physical activity N/A 64% 70% 70%
185 % of residents who feel the City is a good place to work 84% 72% 75% 75%
186 % of residents attending a park or park program more than 10 times per year 41% 50% 35% 35%
187 % change in Wellness Score in the 20% of zip codes with the lowest scores N/A N/A N/A N/A
(updated every 3 years)

Long-Term Issue - Uphold high standards for all City services
Higher customer expectations for quality City services, combined with a growing and increasingly diversified population, if not addressed will result in:
Decreased resident satisfaction
Dampening of private investment in economic development
Eroding voter support for future initiatives
Continue to do resident survey.
Support departmental efforts to pursue accreditation and adopt best practices.
Support opportunities for employee development.
By 2020, 70% of residents will be satisfied with the quality of services provided by the City
By 2020, 65% of residents will be satisfied with the quality of customer service from City employees
By 2020, 80% of residents surveyed will feel the City is heading in the right direction
188 % of citizens surveyed who are satisfied with City services 67% 67% 75% 75%
189 % of residents satisfied with the quality of customer service from City employees 57% 56% 65% 65%
190 % of Citizens surveyed who are satisfied the City is heading in the right direction 80% 80% 85% 85%

Long-Term Issue - Continue social justice reforms to recreate our criminal justice system
The increased public scrutiny of law enforcement, decreased availability of mental health/substance abuse services, and continued jail and prison overcrowding, if not
addressed will result in:
Decreased resident confidence in the criminal justice system
Increase in civil disobedience and public unrest
Decline in recruitment and retention of police officers
Decrease in the perception of safety of City employees and residents
Increase in civil litigation
Increase in police de-escalation training.
Continue programs in the Municipal Courts that reduce the rate of incarceration for municipal charges, such as the Marshal Assist Program.
Refer offenders to criminal justice diversion programs.
By 2018, 55% of residents will report they feel safe in the City
By 2018, 72% or more of residents will report they are satisfied with quality of police services citywide
By 2020, there will be a 15% decline in the number of people incarcerated for municipal charges (from a baseline established in 2015)
By 2018, 100% of officers will be trained in the Procedural Justice concept of de-escalation using scenario based training and critical decision making skills
191 % of residents reporting they feel safe 53% 48% 55% 55%
192 % of residents satisfied with the quality of police service 71% 69% 72% 72%
193 % change in the number of people incarcerated for municipal charges N/A -23% -15% -15%
194 % of officers who have received training in the Procedural Justice concept of de- 99% 99% 100% 100%
escalation using scenario-based training and critical decision-making skills

Long-Term Issue - Communication
The increasing diversity within the community and evolving technology challenges the City’s ability to effectively communicate with residents and deliver services.
Continue to improve OKC.gov to be better organized, provide more information, integrate social media, increase transparency and allow people to conduct more
business and access more City services online.
Increase outreach efforts to engage and educate diverse populations about City government.
Work with departments to improve timeliness of response to residents’ concerns.
Improve residents’ ability to conduct business online.
By 2020, 70% of residents will be satisfied with the availability of information about City services and programs
195 % of citizens who are satisfied with the availability of information about City 64% 59% 70% 68%
programs and services
current fiscal year
termination date
Community Enhancement - Community Development
202 $ value of private investment per $ value of TIF investment * N/A N/A N/A 5.00
203 # of new residential units built and occupied in downtown 311 311 373 373
204 # of new square feet of retail space built and occupied in downtown 88,220 48,530 40,000 40,000
205 # of TIF investments 10 2 5 5

Community Enhancement - Community Development
206 $ amount of TIF allocated * N/A N/A N/A 11,500,000.00
207 $ of TIF allocated ** 65,270,000 66,670,000 11,500,000 N/A
208 $ of TIF investments 65,270,000 66,670,000 11,500,000 11,500,000
209 $ expenditure per $ of TIF investment ** 0.00 0.00 0.01 N/A
Community Enhancement - Economic Development
210 % above the Oklahoma City MSA average wage for new jobs created through N/A N/A N/A 5%
incentives *
211 % of new jobs paying above the Oklahoma City MSA average wage 25% 17% 35% 35%
212 # of companies receiving incentives 3 1 5 5
213 # of jobs created 4,053 458 2,500 2,500
214 # of jobs created through incentives 1,134 115 1,500 1,500
215 $ of private investment 308,088,859 8,000,000 150,000,000 150,000,000
Community Enhancement - Tourism Development
216 $ combined direct spending generated per square foot of privately operated City 457.39 496.68 458.56 458.56
event facilities
217 # of hotel room nights generated by Convention and Visitors Bureau 384,098 457,135 376,250 376,250
218 # of tourism contracts negotiated/administered ** 11 12 11 N/A
219 $ expenditure per contract negotiated/administered ** 11,438.50 10,758.70 11,056.09 N/A
MAPS - MAPS 3
220 % of MAPS 3 project milestones met within Implementation Plan timeline ** 0% N/A 100% N/A
221 % of MAPS 3 projects completed * N/A N/A N/A N/A
222 % of residents who are satisfied with the Quality of Life in the City 73% 73% 80% 80%
223 % of MAPS 3 construction contracts awarded at or below budget * N/A N/A N/A N/A
224 % of original $777 million anticipated sales tax collected * N/A N/A N/A N/A
225 $ expended on MAPS 3 projects ** 83,812,693 N/A 100,000,000 N/A

MAPS - Maps for Kids School Construction
226 % of school projects completed by the time agreed with the Oklahoma City Public 0% 0% 100% 100%
School District
227 % of school projects completed within budget 0% 0% 100% 100%
228 # of classrooms receiving improved network access ** 0 0 286 N/A
229 # of school projects administered 4 15 18 18
230 # of school projects completed 1 2 3 3
231 $ expended on school projects 2,118,076 1,252,986 8,000,000 8,000,000
232 # of school projects to be administered 4 15 3 3
233 # of school projects to be completed N/A N/A 18 18
234 $ expenditure per project administered 10,373.06 2,238.48 1,636.11 1,636.11
MAPS - Maps for Kids Suburban School
235 % of project applications recommended and scheduled for Trust consideration 100% 100% 100% 100%
within 60 days of receipt
236 # of project applications processed 5 4 8 8
237 $ disbursed to suburban school districts 1,218,655 71,182 130,000 130,000
238 # of project applications received 5 4 8 8
239 $ expenditure per project application processed 80,173.10 109,298.63 51,222.88 51,222.88
Policy and Executive Leadership - City Manager’s Office
242 % of City Council who are satisfied with the quality of information they are 87% 87% 89% 89%
provided to establish policies, priorities and strategic goals
243 % of management accepted City Auditor audit recommendations implemented N/A N/A 75% 75%
within the specified time
244 % of Strategic Results identified in LFR Strategic Business Plans achieved 52% 52% 75% 75%
245 # of City Manager reports provided 174 183 112 112

Policy and Executive Leadership - City Manager’s Office
246 # of Council agenda items approved 3,898 4,113 3,751 3,751
Policy and Executive Leadership - Legislative
247 % of legislative agenda items accomplished resulting in favorable changes in 80% 80% 71% 71%
legislative rules and regulations
248 % of Council reporting that they are satisfied with the information they receive to 83% 83% 89% 89%
make an effective legislative agenda
249 # of legislative contacts 245 130 125 125
250 # of legislative issues accomplished 4 4 5 5
251 # of legislative status reports and briefings provided 32 26 30 30
Policy and Executive Leadership - Office of City Council
252 % of citizens surveyed who are satisfied the City is heading in the right direction 80% 80% 85% 85%
253 % of City Council who are satisfied with the quality and timeliness of information 100% 17% 89% 89%
they are provided to identify and establish policy, priorities and strategic goals
254 # of events, education sessions and programs facilitated 15 N/A 20 20
Policy and Executive Leadership - Mayor's Office
257 # of written information responses provided 34,800 34,800 30,000 30,000
Public Information and Marketing - Employee Communication
258 % of employees surveyed who say they feel informed about City services and 54% N/A 56% 56%
programs
259 % of employees surveyed who say they feel valued by the organization 45% N/A 50% 50%
260 # of employee events held * N/A N/A N/A 4
261 # of employee events or programs coordinated ** N/A N/A 24 N/A
262 # of employee special communication projects managed * N/A N/A N/A 45
263 # of employee training workshops held * N/A N/A N/A 15

Public Information and Marketing - Employee Communication
264 # of employees recognized 998 898 800 1,000
265 # of InsideOKC updates * N/A N/A N/A 84
266 # of News To Know produced * N/A N/A N/A 37
Public Information and Marketing - Print Shop
267 % of employees who report being satisfied with print shop services 93% 97% 95% 95%
268 % of print jobs delivered within the agreed upon deadline ** 100% 100% 96% N/A
269 # of impressions produced 6,305,986 5,170,022 6,000,000 6,000,000
270 # of US mail pieces stamped 405,900 335,946 399,996 375,000
Public Information and Marketing - Public Information
271 % of citizens who are satisfied with the availability of information about City 64% 59% 70% 68%
programs and services
272 % of service requests received through the Action Center acted upon within 10 96% 96% 95% 96%
working days
273 # of media contacts provided 685 595 600 600
274 # of new video segments produced 127 128 84 50
275 # of social media interactions 1,912 2,059 2,100 2,100
276 # of special event permits processed 517 555 450 525
277 # of web pages updated 2,484 3,491 500 2,500

Long-Term Issue - Code Enforcement/Construction Inspection Priorities
The growing demand and continued expansion of code enforcement and construction inspection programs, if not addressed, will have a negative impact on customer
and citizen satisfaction.
The Code Enforcement Line of Business will monitor its inspection assignment priorities to ensure a timely response and proactive service delivery targets are met.
By 2019, Development Services will provide effective code enforcement services as evidenced by maintaining at least 50% citizen satisfaction with Code Enforcement.
278 % of citizens satisfied with code enforcement 37% 35% 48% 37%
Long-Term Issue - Live Release Rate

The demand for an improved animal live release rate without an increased commitment of community resources and community participation will result in higher
euthanasia rates and lower citizen satisfaction.
The Animal Welfare Line of Business will continue to coordinate with partner agencies to promote programs and internal services that improve the live release
rate of shelter pets and increase pet adoptions and placements.
By 2020, Animal Welfare will provide improved services and coordination as evidenced by achieving at least a 75% live release rate of shelter pets.
279 % of live releases 73% 70% 70% 75%

Long-Term Issue - Development Application Review
The increasing complexity of development, if not adequately addressed, will cause increased costs and time delays in the development application review process and
reduced customer satisfaction.
The Subdivision and Zoning Line of Business will utilize the Accela automated development process tracking system to decrease processing and review time for
development applications.
By 2018, Development Services customers will experience a more timely and efficient development review process as evidenced by:
At least 70% of applicants proposing a new preliminary plat will receive a development application decision within 60 days of submission.
At least 85% of applicants will receive a rezoning development application decision within 120 days of application submission.
280 % of applicants proposing a new preliminary plat that receive a development 97% 100% 70% 95%
application decision within 60 days of submission
281 % of applicants that receive a rezoning development application decision within 98% 100% 85% 95%
120 days of application submission
Long-Term Issue - Development Process Coordination
Lack of inter and intra-departmental coordination in the development process impacted by the inability to implement and maintain technology in a timely manner will
continue to cause delays in processing development applications and the issuance of construction permits, licenses, and certificates of occupancy.
The Development Services Department will utilize Accela and monthly Construction Inspection reports to track and review response data to identify opportunities
for greater efficiency in plan review, permit issuance, and inspections.
By 2020, the Development Services department will improve the timeliness of reviews and inspections, as follows:
Complete 100% of initial review of commercial new construction plans within 15 working days of submission.
Complete 100% of initial review of commercial remodel plans within ten working days of submission.
Complete 90% of construction inspections within one working day of request.
282 % of commercial new construction plans initial code review completed within 15 94% 53% 100% 90%
working days
283 % of commercial remodel construction plans initial code review completed within 95% 36% 100% 90%
10 working days

Long-Term Issue - Development Process Coordination
284 % of single family residential new construction plans reviewed within one working 100% 100% 100% 100%
day of submission
Long-Term Issue - Animal Control Services
The growing demand for animal control services and programs to help citizens be responsible pet owners, if not addressed, will result in, increased response times, an
inability to respond to requests for service, lower citizen satisfaction, and continued challenges with animal control issues in the community.
The Animal Welfare Line of Business will utilize proactive programs, public education and information services, and coordinate with partner agencies to decrease
the amount of animal control calls received.
By 2020, in order to provide quality services to our customers Animal Welfare will provide an initial response to services requested within two business hours for
Priority one calls 90% of the time.
285 % of Animal Welfare Priority one calls receiving initial response within two N/A N/A N/A 52%
business hours *
287 % of full-time equivalent (FTE) employees without an on the job (OJI) in the current 87% 92% 95% 95%
fiscal year
289 % of terminations submitted to the Personnel Department within three days of the 74% 94% 95% 95%
termination date
Animal Welfare - Animal Control
292 % of Animal Welfare Calls responded to within specified time frames * N/A N/A N/A 56%
293 % of Animal Welfare Priority one calls receiving initial response within two N/A N/A N/A 52%
business hours *

Animal Welfare - Animal Control
294 % of Animal Welfare Priority three calls receiving initial response by the next N/A N/A N/A 45%
business day *
295 % of Animal Welfare Priority two calls receiving initial response within the same N/A N/A N/A 70%
business day *
296 # of animal bite cases worked 956 925 1,062 925
297 # of animal impoundments made 6,345 6,528 7,500 6,500
298 # of Animal Welfare Priority one call responses provided 6,996 8,123 7,500 8,000
299 # of Animal Welfare Priority three call responses provided 5,226 3,861 6,300 4,000
300 # of Animal Welfare Priority two call responses provided 9,218 8,293 11,000 8,000
301 # of Animal Welfare service call responses provided 23,923 20,896 24,800 20,000
302 # of cruelty cases worked 1,793 2,075 3,060 2,500
303 # of dangerous animal cases worked 98 77 62 80
304 # of injured animals impounded 1,517 862 1,792 1,100
305 # of animal welfare service calls received 21,237 23,927 25,000 24,000
306 Expenditure per animal welfare service call provided N/A 60.25 57.90 60.31
Animal Welfare - Animal Shelter
307 % of live releases 73% 70% 70% 75%
308 Average length of stay 6.61 15.53 7.00 7.00
309 # of live animals sheltered 24,129 24,236 27,000 24,000
310 # of live releases 17,551 17,052 18,900 18,000
311 # of animal intakes logged 26,241 26,035 29,000 26,000
312 Shelter expenditure per animal intakes logged 82.18 66.05 63.47 71.40
Animal Welfare - Community Outreach
313 % of requested spay/neuter provided N/A 78% 50% 79%
314 % of animals adopted at outreach events 51% 69% 50% 50%

Animal Welfare - Community Outreach
315 # of adoption outreach events 114 111 125 100
316 # of animal adoptions resulting from an outreach event 670 1,503 650 1,000
317 # of animals in foster care 5,417 2,933 6,000 3,000
318 # of community cats transferred 843 315 1,100 200
319 # of foster homes 1,078 637 1,250 650
320 # of pet food bank customers served 1,000 1,120 1,100 1,100
321 # of public spay/neuter performed 4,788 4,718 6,000 4,750
322 # of volunteer hours 12,991 11,136 12,000 11,300
323 # of volunteers 973 852 1,100 900
324 # of public spay/neuter requested N/A 6,040 12,000 6,000
Animal Welfare - Veterinary Services
325 % of animals spayed/neutered 22% 19% 22% 21%
326 % of animals euthanized 20% 21% 28% 20%
327 % of live animals logged treated for illness or injury 13% 18% 13% 17%
328 # of animals spayed/neutered 5,249 4,714 6,000 5,000
329 # of animals treated for illness or injury 3,254 4,326 3,600 4,000
330 # of euthanasias performed 6,188 6,939 8,100 6,000
331 # of live animals logged 24,273 24,300 27,000 24,000
332 $ Expenditure per animal served by veterinary services 34.86 34.39 31.68 35.64
Code Enforcement - Abandoned Buildings
333 % of property maintenance violations resolved voluntarily N/A 75% 31% 70%
334 % of abandoned buildings/property maintenance complaint initial inspections N/A 84% 65% 85%
completed within four days
335 % of property maintenance inspections where citations are issued N/A 3% 31% 10%
336 # of abandoned buildings where maintenance violations are resolved N/A 102 60 100

Code Enforcement - Abandoned Buildings
337 # of abandoned property notices issued N/A 432 700 400
338 # of proactive property maintenance notices issued N/A 3,442 3,000 3,000
339 # of properties declared abandoned by City Council N/A 300 600 300
340 # of property maintenance notices issued N/A 4,050 6,500 4,000
341 # of abandonded property complaints reviewed N/A 1,242 600 1,200
342 # of property maintenance complaints received N/A 4,406 8,000 4,200
343 $ expenditure per notice issued N/A 1,835.42 1,118.03 1,956.56
Code Enforcement - Code Inspections
344 % of designated proactive area properties inspected at least once per month 90% 95% 77% 90%
345 % of total complaint-based inspections (non-abandoned building/property 84% 82% 84% 80%
maintenance) completed within four days
346 # of complaint-based inspections (non-abandoned building/property maintenance) 47,358 47,704 36,960 45,600
completed within four days
347 # of proactive properties inspected monthly 49,404 52,386 42,240 49,405
348 # of code complaints (non-abandoned building/property maintenance) received 56,285 58,015 44,000 57,000
349 # of properties in pro-active inspection areas 54,892 54,892 54,892 54,892
350 $ expenditure per inspection completed 24.66 22.73 28.09 23.42
Code Enforcement - Nuisance Abatement
351 % of code violations resolved voluntarily 61% 59% 75% 60%
352 % of citizens satisfied with code enforcement 37% 35% 48% 37%
353 % of total properties with abatement action 0.43% 0.43% 0.48% 0.43%
354 # of abatement actions completed 13,014 12,859 14,500 13,000
355 # of abatement notices issued 13,892 15,557 16,000 15,500
356 # of violations identified and parking citations issued. 33,630 32,259 33,500 32,500
357 $ expenditure per abatement action completed 61.22 60.77 59.42 66.28

Development Center - Construction Inspections
358 % of construction related inspections completed within one working day of request 97% 94% 90% 92%
359 % of quality control reviews that do not require correction 77% 80% 70% 80%
360 # of construction related inspections completed 104,737 102,841 109,000 105,000
361 # of quality control reviews completed 258 284 450 350
362 $ expenditure per constuction related inspection completed 35.70 33.86 34.03 35.32
Development Center - Permits and Licensing
363 % of construction related permits issued within one working day of request 100% 100% 100% 100%
364 % of construction related inspections entered within 4 hours of the request. 95% 95% 95% 95%
365 # construction related inspection requests entered 121,522 115,749 128,000 116,000
366 # of construction permits issued 54,584 60,084 60,000 60,000
367 # of licenses and residential sale permits issued 27,072 25,494 27,000 26,000
368 $ expenditure per permit and license issued 48.04 25.87 15.88 16.06
Development Center - Plan Review
369 % of commercial new construction plans initial code review completed within 15 94% 53% 100% 90%
working days
370 % of commercial remodel construction plans initial code review completed within 95% 36% 100% 90%
10 working days
371 % of commercial permits issued within three months 68% 68% 75% 69%
372 % of development community surveyed responding as satisfied with the plan 74% 74% 75% 75%
review process
373 % of single family residential new construction plans reviewed within one working 100% 100% 100% 100%
day of submission
374 Average # of working days in permit process for City permit review 6.97 10.97 8.00 10.00
375 Average # of working days in permit process for developer response 52.68 50.69 40.00 52.00
376 # of commercial new construction plans reviewed 1,226 1,248 1,500 1,250
377 # of commercial remodel construction plans reviewed 902 1,077 950 1,000

Development Center - Plan Review
378 # of one and two family residential new construction plans reviewed 3,165 2,832 3,500 2,900
379 $ expenditure per plan review application processed 100.57 106.42 132.56 132.56
Subdivision and Zoning - Subdivision and Zoning
380 % of applicants that receive a rezoning development application decision within 98% 100% 85% 95%
120 days of application submission
381 % of applicants proposing a new preliminary plat that receive a development 97% 100% 70% 95%
application decision within 60 days of submission
382 Average # of days for applicants proposing a new subdivision to receive a 0 0 60 45
development application decision
383 # of zoning and subdivision applications processed 436 304 600 350
384 $ expenditure per zoning and subdivision application processed 1,915.36 2,674.49 1,329.19 2,278.61

Finance
Long-Term Issue - Financial Management and Information
Increasing customer needs for information, financial management services and higher levels of accountability and transparency if not addressed may result in increased
costs, reduced city services, difficulty in maintaining compliance with laws and regulations, lost revenue, and reduced credibility with customers and stakeholders.
Provide more proactive communication, such as newsletters and training.
Work with customers in departments to identify their financial information and service needs and develop the resources and services identified.
Clarify and improve financial policies and ensure they are easily accessible and effectively communicated to departments.
Refine and maximize use of technology to streamline processes for staff and customers.
Focus on staff development and morale through succession planning and internal training.
Annually, 93% of customers will report they are satisfied with the financial services received to manage operations.
385 % of customers reporting they are satisfied with the financial services received to 83% 89% 90% 90%
manage their operations
Annually, 93% of customers will report they are satisfied with financial information and reports.
386 % of customers reporting they are satisfied with financial information and reports 85% 94% 90% 90%

Finance
Long-Term Issue - Sustainable Financial Model
Increasing costs, limited revenue raising flexibility, growing future liabilities, and higher demands for City services if not addressed will result in increased use of debt,
increasingly unsustainable levels of service, and a focus on immediate needs at the expense of long-term goals.
Contributions for the Employee Retirement System will be budgeted at the Actuarial Determined Contribution (ADC) rate.
Develop a funding plan for maintenance, operating, and capital replacement of MAPS and bond projects.
Develop a funding plan for public safety and transit fleet replacement.
Continue funding and cost management to address the long-term liability of retiree health insurance (OPEB).
Prepare and manage the General Fund budget to maintain appropriate reserve levels and control personnel cost levels.
Pursue legislative changes to expand the sales tax base, provide revenue diversification and use of property tax for pay-as-you go capital funding.
The City will maintain the ratings on G.O. bonds at the highest level.

Annually, personnel related costs will remain at or below 70% of total operating costs.
388 % of total operating expenses for payroll expenses 68.01% 69.53% 67.00% 67.00%
Annually, General Fund unbudgeted reserves will be maintained in the range of 8-15% of General Fund budget.
389 % of general fund budget maintained in unbudgeted reserve 14.80% 14.02% 15.00% 15.00%

By 2020, long-term liabilities will be funded at the following levels:
100% for Employee Retirement System (ERS)
20% for retiree health insurance, also known as Other Post Employment Benefits (OPEB)
390 % of Employee Retirement System (ERS) liability funded 105% 105% 100% 100%
391 % of Other Post Employment Benefits (OPEB) liability funded 7.17% 8.93% 7.00% 9.00%

Finance
Long-Term Issue - Sustainable Financial Model
By 2020, property insurance reserves will be funded at two times the deductible.
392 # of deductibles funded by property insurance reserves N/A 2.11 2.00 2.00
By 2020, the percentage of General Fund revenue from sales tax will be below 50% due to greater diversification of revenue sources.
Long-Term Issue - Safety

A continued need to promote a workplace safety culture within the City, if not addressed, will result in a high risk of employee injuries and reduced resources available
to provide City services.
Continue to provide useful and accurate Workers’ Compensation and On the Job Injury (OJI) reports to Departments and assist in analyzing their workplace injury
experience.
Provide safety consultation services to Departments.
Train managers in the essential elements of an Occupational Safety Program.
Coordinate safety training for all City employees, employing both internal and external resources.
Maintain a City-wide Safety Advisory Committee to make recommendations for improving the City’s safety culture.
Continue proactive claims management services.
Implement a safety recognition program.
Implement a city-wide return to work program.
Ensure every department has an injury/illness prevention plan.
By 2020, a culture of safety will be reflected by:
Workers’ Compensation claims costs will be less than $25 per $1,000 of payroll expense.
The City injury rate will be at or below 7 injuries per 100 employees.
100% of employees will receive quarterly safety training.
394 $ per $1,000 of payroll expense for Workers Compensation claim costs 31.96 26.68 32.20 26.86

Finance
Long-Term Issue - Safety
395 # of injuries per 100 employees 9.19 9.19 8.00 8.00
396 % of employees that receive quarterly safety training N/A N/A N/A N/A

398 % of customers reporting they are satisfied with financial information and reports 85% 94% 90% 90%
399 % of customers reporting they are satisfied with the financial services received to 83% 89% 90% 90%
manage their operations
current fiscal year
termination date
Accounting and Financial Reporting - Accounting Systems
405 % of accounting system support requests resolved within 3 working days 94.99% 92.61% 82.67% 82.67%
406 % of total capital assets that are in balance 93.75% 94.47% 97.22% 97.22%
407 # of accounting system support requests resolved 2,322 2,320 2,400 2,400
408 # of accounting system support requests received 2,395 2,357 2,400 2,400
Accounting and Financial Reporting - Financial Reporting
409 % of financial reports issued on time 90.31% 92.13% 83.33% 83.33%
410 % of bank reconciliations completed on time 99.82% 99.98% 100.00% 100.00%
411 % of customers who report they are satisfied with the financial information 79% 79% 85% 85%
available to make decisions
412 # of bank reconciliations completed 2,195 2,051 2,076 2,076
413 # of financial reports issued 289 274 250 250

Finance
Accounting and Financial Reporting - Payroll
414 % of employee payments processed accurately and on time 100% 100% 100% 100%
415 % of payroll-related vendor payments processed accurately and on time 100% 100% 100% 100%
416 # of employee payments processed 149,447 155,947 147,670 147,670
417 # of payroll adjustments prepared N/A 616 624 420
418 # of payroll-related vendor payments processed 4,020 4,251 4,094 4,094
Financial Planning and Management - Debt Management
420 Debt per capita 2,336 2,169 2,406 2,406
421 # of bond issues outstanding 39 39 49 49
422 $ of debt outstanding 1,497,674,863 1,417,113,979 1,492,000,000 1,492,000,000
Financial Planning and Management - Energy Management
423 % change in energy consumption from previous fiscal year -21% 0% 0% 0%
424 Total energy usage for City operations (MMBTU) 1,340,033 1,468,023 1,271,418 1,464,472
425 # of energy efficiency projects completed 1 0 3 3
426 # of energy efficiency projects in progress 2 2 2 2
427 # of utility accounts (meters) managed 2,061 2,092 2,158 2,158
428 # of utility bills processed 15,671 14,212 15,993 15,993
Financial Planning and Management - Management and Budget
429 % of customers who report they are satisfied with the budget services and 85% 91% 90% 90%
information provided to manage operations
430 % of Employee Retirement System (ERS) liability funded 105% 105% 100% 100%
431 % of general fund budget maintained in unbudgeted reserve 14.80% 14.02% 15.00% 15.00%
433 % of Other Post Employment Benefits (OPEB) liability funded 7.17% 8.93% 7.00% 9.00%
434 % of total operating expenses for payroll expenses 68.01% 69.53% 67.00% 67.00%

Finance
Financial Planning and Management - Management and Budget
435 City budget dollars managed 1,248,141,657 1,263,833,605 1,200,000,000 1,250,000,000
436 City budget dollars requested 1,288,767,902 1,288,767,902 1,250,000,000 1,255,000,000
Financial Planning and Management - Performance Management
437 % of citizens satisfied with City services 67% 57% 71% 71%
438 % of data entered on time 75% 77% 95% 95%
439 # of measures managed 2,744 2,902 2,700 2,900
440 # of performance data certifications performed 0 71 80 80
Purchasing and Payment Processing - Payment Processing
441 % of vendor payments made in 30 calendar days or less from invoice date 89% 90% 89% 89%
442 # of vendor payments processed 104,386 96,142 100,512 100,512
443 $ expenditure per vendor payment processed 7.21 7.51 7.49 7.49
Purchasing and Payment Processing - Purchasing
444 % of requisitions approved within four (4) hours 55% 81% 98% 98%
445 % of purchase orders encumbered after invoice date 14% 16% 10% 10%
446 % of purchases under $5,000 made with the purchasing card N/A 89% 90% 90%
447 % of purchasing contracts approved on time 90% 97% 90% 90%
448 # of employees trained 380 338 300 300
449 # of purchasing contracts approved 633 657 750 750
Revenue Management - Revenue Enforcement
450 $ of delinquent revenue collected per revenue enforcement activity completed (12 1,286 1,246 1,700 1,700
month rolling average)
451 $ of independent audit revenue per $ of independent audit expense 9 2 4 4
452 $ of delinquent and noncompliant revenues collected 790,708 530,962 900,000 900,000
Revenue Management - Treasury
453 % of portfolio yield compared to the 0-3 year US Treasury Index benchmark 100% 102% 100% 100%

Finance
Revenue Management - Treasury
454 % of City and Trust revenue recorded through Treasury within 2 business days 84.22% 86.52% 80.51% 82.00%
455 % of customers who are satisfied with banking services provided by the Treasury 85% 89% 80% 84%
division
456 # of assessment district invoices issued 3,579 5,117 3,210 3,500
457 $ of City and Trust revenue recorded by Treasury 1,140,660,991 1,055,903,183 1,160,899,678 1,140,000,000
Risk Management - Insurance
458 % of property losses per premium paid 0.00% 0.00% 0.00% 0.00%
459 # of deductibles funded by property insurance reserves N/A 2.11 2.00 2.00
460 $ amount of property claim losses N/A 513,225 400,000 400,000
461 Total value of City property insured (total insured value-TIV) 2,824,944,304 3,371,694,034 2,900,000,000 3,400,000,000
Risk Management - Workers’ Compensation and Workplace Safety
462 Estimated Cost per Claim 6,094.46 7,900.12 6,911.76 6,911.76
463 # of injuries per 100 employees 9.19 9.19 8.00 8.00
464 $ per $1,000 of payroll expense for Workers Compensation claim costs 31.96 26.68 32.20 26.86
465 % of employees that receive quarterly safety training N/A N/A N/A N/A
466 # of work days lost due to OJI 9,543 12,034 9,500 9,500
467 $ Total expense for workers' compensation 13,284,073.13 12,286,413.92 13,150,000.00 13,150,000.00
468 # of employees that receive quarterly safety training N/A N/A N/A N/A
469 # of OJI claims filed 618 633 680 680
470 $ of administrative expenditure per closed OJI claim 2,030.32 1,819.53 2,400.00 2,400.00

Fire
Long-Term Issue - Life Safety – Property Loss
The lack of awareness and application of personal safety and health measures by residents, if not addressed, will result in fire fatalities, illness, injuries and property loss.
Conduct non-emergency community activities where a safety survey, home smoke alarm, safety messages or drills are provided.
Increase improved life safety knowledge through safety education sessions.
Distribute long life smoke alarms in targeted high fire risk areas.
Provide online pre-inspection checklists and provide regular inspections.
Provide CPR training to Oklahoma City employees.
Explore development of a Community Paramedicine Program.
Annually, the structure fire fatality rate in Oklahoma City will be at or below the national average (1.07 per 100,000 residents based on the latest available data from
NFPA).
471 Structure fire fatalities per 100,000 residents 1.56 1.04 1.03 1.03

Annually, Oklahoma City will achieve a cardiac survival rate that is in the top 1% nationwide (using the standard Ustein formula).
472 Cardiac arrest survival rate 39% 33% 50% 50%
Annually, the community of Oklahoma City will benefit from comprehensive fire and life safety and prevention education, as evidenced by:
100% of elementary public schools in Oklahoma City limits receiving second grade fire safety presentations per year.
50,000 non-emergency safety activities involving the community of Oklahoma City.
473 % of elementary public schools in Oklahoma City limits receiving second grade fire 98% 98% 100% 100%
safety presentations per year
474 # of Fire Department non-emergency public safety activities N/A 32,484 50,000 50,000

Fire
Long-Term Issue - Increased Service Demand
Population growth, development, and changing demographics, coupled with an increasing role in EMS delivery, will lead to a growing demand on fire department
services and resources, if not addressed, will result in:
Increased response times leading to property loss
Deterioration of patient condition
Increasing delays in delivering other services
Complete upgrade of all Engine Companies to Advanced Life Support (ALS) as directed by the City Council.
Concentrate recruitment and training efforts on increasing Oklahoma City Fire Department paramedics.
Continue the implementation and training for enhanced communications and data systems.
Continue integration with EMSA including the periodic analysis of the Medical Priority Dispatch System (MPDS) to ensure appropriate allocation of our EMS
resources.
Continue to work with local, state and federal organizations to assist and provide monitoring and detection for our citizens and responders at large venues and
National security events.
Collaborate with other City Departments to implement plans that are conducive for emergency responses to include faster routes and areas free of permanent
obstructions.
Collaborate with local educational institution, Medical Director, and transport agency to increase educational opportunities.
Annually, the citizens of Oklahoma City, even anticipating growth in outlying areas, will receive emergency responses within 7 minutes 70% of the time in order to
protect lives, assess and treat medical emergencies, and limit damage to property and the environment.
475 % of emergency incidents responded to within 7 minutes 65% 66% 70% 70%

Fire
Long-Term Issue - Aging Facilities and Fleet Replacement
A growing number of fire department facilities do not meet the needs of a modern fire service and the funding source for fleet replacement expires in 2018, if not
addressed, will result in increased facility and fleet maintenance costs and a diversion of resources from direct services to the public
Complete facility repairs funded by General Obligation Bonds and Fire Sales Tax Fund.
Work with City leadership to identify a funding source for Fleet replacement.
Use MA+ Engineering facility assessment to prioritize building improvements throughout the Fire Department and identify a funding source.
By 2018, 100% of annual fleet replacement needs will have an identified funding source.
476 % of annual fleet replacement needs with an identified funding source N/A N/A N/A N/A
By 2018, 100% of annual facility improvement needs will have an identified funding source.
477 % of annual facility improvement needs with an identified funding source N/A N/A N/A N/A

479 % of Fire Department applicants that are female and/or minority 32% 30% 45% 45%
current fiscal year
termination date
483 # of full-time employees supported 1,008 943 997 990
Fire Prevention Services - Fire Investigations
485 % of arson cases referred to the district attorney for prosecution 35% 11% 35% 35%

Fire
Fire Prevention Services - Fire Investigations
486 % of fire investigations resulting in a cause determination of accidental, incendiary, N/A 82% 30% 30%
or natural
487 # of arson investigations conducted 116 293 126 126
488 # of juveniles referred to the Operation Safe Fire Program 21 19 50 50
489 # of fire investigations required 228 308 200 200
Fire Prevention Services - Fire Prevention Inspection and Code Compliance
490 % of fire protection system plan reviews completed within 7 business days of N/A 97% 100% 100%
receipt
491 % of intial new construction inspections completed within 2 business days of N/A 79% 90% 90%
request
492 % of commercial buildings inspected N/A N/A 10% 10%
493 # of requests for services completed (re-inspections, surveys, monthly permits, 42,512 34,115 40,000 40,000
etc.)
Fire Prevention Services - Public Safety Education Services
494 % of elementary public schools in Oklahoma City limits receiving second grade fire 98% 98% 100% 100%
safety presentations per year
495 % of juveniles referred to Operation Fire Safe Program for the first time 100% 100% 99% 99%
496 # of Fire Department public safety education participants served 36,363 48,375 70,000 70,000
497 # of hours spent on Fire Department Public Safety requests for service 6,139 4,133 3,500 3,500
498 # of second grade students in the Oklahoma City limits educated in the fire safety 6,734 14,485 6,824 6,824
trailer presentations
499 # of smoke alarms distributed to citizens 3,047 2,932 2,500 2,500
500 # of Train the Trainer Health and Safety Sessions provided N/A N/A 150 150
Operational Services - Emergency Medical Services
501 % of Fire Department emergency medical responses provided within 5 minutes or 61% 62% 70% 70%
less from being dispatched to arrival

Fire
Operational Services - Emergency Medical Services
502 % of Fire Department emergency medical responses where treatment is indicated 100% 100% 95% 95%
and condition is improved or stabilized
503 % of Fire Department emergency responses provided with Advanced Life Support 87% 87% 85% 85%
(ALS) staff and equipment
504 # of Fire Department Emergency Medical responses 51,953 51,953 65,100 68,355
505 # of Fire Department Emergency Medical responses where treatment is provided 44,915 44,518 64,200 67,410
506 # of Fire Department emergency medical calls dispatched 60,777 60,596 65,100 68,355
Operational Services - Fire Suppression Operations
507 % of fire incident responses within 5 minutes or less from being dispatched 57% 57% 70% 70%
508 Structure fire fatalities per 100,000 residents 1.56 1.04 1.03 1.03
509 % of emergency incidents responded to within 7 minutes 65% 66% 70% 70%
510 % of structure fires contained to the room of origin 53% 60% 65% 65%
511 # of Fire Department non-emergency public safety activities N/A 32,484 50,000 50,000
512 # of Fire Department daily training hours per Operations position 0.74 0.77 2.14 2.14
513 # of fire incident responses provided 2,824 2,826 3,100 3,100
514 # of people assisted by the Fire Department Community Service Liaison 1,149 1,192 700 700
515 # of special operations responses provided by the Fire Department 712 737 800 800
Support Services - Fire Dispatch
516 % of Fire Call Taker incidents dispatched in 1 minute 76% 80% 90% 90%
517 % of 911 telephone calls answered within 15 seconds or less from transfer to Fire 92% 96% 90% 90%
Dispatch
518 % of EMSA/Police Call Taker incidents dispatched in 2 minutes 65% 68% 70% 70%
519 # of incidents dispatched to the Fire Department 73,697 74,080 75,600 75,600
520 # of 911 telephone calls received 17,095 16,304 19,524 19,524
Support Services - Fire Maintenance
521 % of hours the front line Fire apparatus is available to respond 93% 93% 100% 100%

Fire
Support Services - Fire Maintenance
522 % of total maintenance hours that are scheduled 85% 63% 60% 60%
523 % of annual facility improvement needs with an identified funding source N/A N/A N/A N/A
524 % of annual fleet replacement needs with an identified funding source N/A N/A N/A N/A
525 % of repairs outsourced 11% 10% 15% 15%
526 # of Fire Department facility work orders completed 1,244 1,121 900 950
527 # of Fire Department fleet work order jobs completed 2,473 2,465 1,500 1,500
528 # of fleet direct labor hours realized N/A 7,122 8,000 8,000
529 # of Fire Department facility work orders requested 1,191 1,380 1,200 1,350

General Services
Long-Term Issue - Maintenance of City Assets
The continued insufficiency of coordinated planning for the maintenance of City assets, if not addressed, will result in:
Increased capital and operating cost.
Delays in response times to maintenance requests.
Unsafe facilities, leading to increased risk of injury or illness to citizens and city employees.
Continued duplication of efforts.
Missed opportunities to identify conservation initiatives.
Schedule elective repairs found during preventive maintenance inspections based on customer’s priority of need.
Assign staff to preventive maintenance work orders in a timely manner to promote completions by due date.
By 2019, General Services’ customer departments will benefit from having a coordinated building and equipment assets maintenance, repair and service plan as
evidenced by:
At least 60% of all fleet repairs (not due to abuse, accident, or other non-target repairs) will be scheduled repairs.
At least 88% of all preventive maintenance facility work orders will be completed when due in order to decrease capital costs and avoid costly unexpected
repairs.
530 % of all fleet repairs (not due to abuse, accident, or other non-target repairs) as 51% 55% 60% 60%
scheduled repairs
531 % of preventive maintenance work orders completed on schedule 99% 97% 82% 95%

General Services
Long-Term Issue - Skilled Labor Shortage
The growing shortage of skilled laborers, if not addressed, will result in:
Additional outsourcing at an increase in cost to customers.
Diminished service levels to customers.
Limited facility and fleet management service options.
Follow up on all reported comebacks with mechanics and customers.
Assign staff to facility work orders in a timely manner and work closely with requesting agencies regarding material acquisition to complete services within
designated completion times.
Provide staff training and support to improve skills needed to complete facility repair requests.
Follow up on all work requests entered into SharePoint identified as a callback, with the customer, the trade supervisor, and the Building Management Division
technician.
Work with vocational technology and educational institutions to find employees.
By 2019 Oklahoma City Departments will benefit from a skilled General Services Department workforce, as evidenced by:
100% of vehicle mechanics with ASE Master Level Certification.
At least 98% of facility repair requests received are non-callbacks.
At least 98% of fleet work orders received are non-callbacks.
532 % of vehicle mechanics with ASE Master Level Certification 94% 99% 100% 100%
533 % of facility repair requests received are non-callbacks 99% 100% 98% 98%
534 % of vehicle equivalent repairs completed correctly without return for rework 100% 100% 98% 98%

General Services
Long-Term Issue - Volatile Fuel and Energy Expense
The volatile price of fuel and increasing price and usage of electricity and natural gas, if not addressed, will result in:
Reductions in services provided to customers.
Decreased customer comfort levels necessitated by more stringent control over building temperature.
Pursue funding and completion of energy saving measures, manage existing Energy Management System and work on energy usage awareness to reduce
consumption.
Establish an authorized replacement vehicle selector list to provide opportunities to departments to obtain energy efficient vehicles.
By 2019, the City of Oklahoma City will realize energy efficiency and fuel conservation as evidenced by:
Average energy consumption per thousand square feet of facilities maintained (downtown campus) will be at 4.431 dekatherms and 16,689 kilowatt hours or
lower
95% of general fleet replacement vehicles will be the most cost effective and fuel efficient units available from existing State contracts.
535 # of dekatherms per thousand square feet for facilities maintained (downtown 6.14 2.33 4.43 4.43
campus)
536 # of kilowatt hours per thousand of square feet of facilities maintained (downtown 15,672 15,164 16,689 16,689
campus)
537 % of general fleet replacement vehicles as most cost effective and fuel efficient 100% 100% 95% 95%
units available from existing State contracts

General Services
Long-Term Issue - Decentralized Repair and Maintenance Services
The continued lack of standardization and utilization of centralized repair and maintenance services, if not addressed, will result in:
Customer frustration and confusion about who provides services.
Higher costs and limited service options.
Poor customer service.
Inconsistent service quality and value.
Increase shop priority on equipment approaching promised return date.
Assign staff to facility work orders in a timely manner and work closely with requesting agencies regarding material acquisition to complete services within
designated completion time.
Strive to provide exceptional customer service through SharePoint notification communication with customers as work requests / work orders are completed.
Strive to provide exceptional customer service through frequent informational contacts and superior product quality.
Meet frequently with Fleet Services’ customer groups to discuss their issues and concerns.
By 2019, City departments will benefit from improved customer service as evidenced by:
At least 90% of vehicle repairs completed within the stated completion time.
At least 80% of facility repair work orders completed within the stated completion time.
At least 80% of customers surveyed will be satisfied with Building Management services.
At least 95% of customers surveyed will be satisfied with Fleet Services.
538 % of vehicle equivalent repairs completed by the stated completion time 94% 96% 90% 90%
539 % of facility repair work orders completed within published time standards 60% 62% 70% 70%
540 % of customers surveyed who express overall satisfaction with maintenance of 81% 81% 60% 81%
their facilities
541 % of customers satisfied with Fleet Services 89% 90% 95% 95%

General Services
Long-Term Issue - Capital Repair and Replacement
The continued inadequate capital repair and replacement of the City’s facilities and equipment assets, if not addressed, will result in:
Increased demand for building and fleet maintenance services.
Increased maintenance, operational and capital costs for the City.
Negative public image of the City.
Poor customer morale.
Increased risk for injury for citizens and employees.
Unscheduled service interruptions.
Meet frequently with department and division heads to determine their current informational needs.
Provide project development and estimating services, building assessments and reports and provide advice on facility issues.
By 2019 City decision makers will benefit from having expert advice and information needed to make fleet and facility decisions as evidenced by:
At least 95% of department managers will say they received the information needed to make Fleet decisions.
At least 80% of department managers will say they received the information needed to make Facility decisions.
No more than 15% of vehicles in the general fleet will be classified as underutilized.
543 % of customers satisfied with Building Management 68% 68% 65% 65%
544 % of underutilized units in the general fleet 16% 16% 15% 15%

546 % of ADA compliance issues responded to within 5 working days 100% 100% 100% 100%
current fiscal year
termination date

General Services
550 # of ADA issues responded to within 5 working days 417 658 576 576
553 # of ADA compliance issues received and tracked 417 658 576 576
Facility Asset Management - Aquatic and Recreational Facility Safety
554 % of operating days aquatic facilities are available for use 100% 100% 98% 98%
555 % of water quality tests passed 85% 77% 94% 81%
556 # of aquatic facilities supported 22 23 25 23
557 # of aquatic facility installations /repairs completed 25 10 38 35
558 # of spray ground inspections 488 348 500 350
559 # of water quality tests performed by General Services 865 877 675 675
560 # of aquatic facility installations /repairs requested 33 14 60 35
561 # of spray ground inspections scheduled 476 371 500 350
Facility Asset Management - Building Maintenance, Repair, and Enhancement
562 % of customers surveyed who express overall satisfaction with maintenance of 81% 81% 60% 81%
their facilities
563 % of work orders that are unscheduled 47% 41% 56% 50%
564 # of dekatherms per thousand square feet for facilities maintained (downtown 6.14 2.33 4.43 4.43
campus)
565 # of kilowatt hours per thousand of square feet of facilities maintained (downtown 15,672 15,164 16,689 16,689
campus)
566 % of all preventive maintenance facility work orders completed when due 99% 97% 77% 95%
567 % of customers satisfied with Building Management 68% 68% 65% 65%
568 % of customers surveyed who express overall satisfaction with enhancements of 83% 83% 80% 81%
their facilities

General Services
Facility Asset Management - Building Maintenance, Repair, and Enhancement
569 % of customers surveyed who express overall satisfaction with the cleanliness of 56% 56% 65% 65%
facilities
570 % of facility repair requests received are non-callbacks 99% 100% 98% 98%
571 % of facility repair work orders completed within published time standards 60% 62% 70% 70%
572 % of preventive maintenance work orders completed on schedule 99% 97% 82% 95%
573 # of enhancements completed 29 42 40 40
574 # of preventive maintenance work orders completed 2,045 2,064 1,401 1,933
575 # of resource conservation measures completed 17 22 12 12
576 # of unscheduled facility work orders completed 1,029 870 1,328 1,200
577 # of enhancements requested 44 60 50 40
578 # of preventive maintenance work orders scheduled for completion 1,952 2,085 1,649 1,949
579 # of unscheduled repair work orders requested 1,749 1,471 2,201 1,989
580 $ expenditure per square foot of City facilities maintained 1.65 1.63 1.69 1.44
Fleet Management - Fleet Refueling
581 % of fueling transactions completed without assistance 100% 100% 100% 100%
582 # of fueling transactions completed 121,545 125,852 123,000 123,000
583 # of gallons of fuel purchased 1,592,559 1,613,866 1,611,749 1,611,749
Fleet Management - Fleet Services Support
584 % of underutilized units in the general fleet 16% 16% 15% 15%
585 % of vehicle replacement needs met 29% 25% 25% 37%
587 % of general fleet replacement vehicles as most cost effective and fuel efficient 100% 100% 95% 95%
units available from existing State contracts
588 # of equipment specifications provided 29 53 30 30
589 # of new vehicle issuances 83 73 72 100

General Services
Fleet Management - Fleet Services Support
590 # of underutilized units 192 197 208 208
591 # of equipment specifications required 29 53 30 30
592 # of new and replacement vehicle purchases budgeted 289 289 289 268
593 # of vehicles eligible for replacement N/A N/A 208 0
Fleet Management - Vehicle and Equipment Maintenance
594 % of budgeted vehicle equivalents available for use 99% 95% 98% 92%
595 # of vehicle equilvalents per mechanic N/A 281.81 242.88 242.88
596 % of all fleet repairs (not due to abuse, accident, or other non-target repairs) as 51% 55% 60% 60%
scheduled repairs
597 % of vehicle equivalent repairs completed by the stated completion time 94% 96% 90% 90%
598 % of vehicle equivalent repairs completed correctly without return for rework 100% 100% 98% 98%
599 % of vehicle mechanics with ASE Master Level Certification 94% 99% 100% 100%
600 # of budgeted vehicle equivalents available for use 4,387 4,329 4,026 3,799
601 # of vehicle equivalent repairs completed 9,956 9,484 13,500 13,500
602 # of vehicle equivalents in the fleet 4,444 4,563 4,129 4,129

Long-Term Issue - System Security and Data Integrity
The increasing number and sophistication of security threats to the City’s information technology systems, if not addressed, could result in:
Loss of system integrity
Loss of data confidentiality
Decreased ability for the organization to provide services
Financial instability
Exposing employees and citizens to identity theft
Erosion of citizen confidence
Liability caused by data breach or interruption of service
The IT Department will utilize the Center for Internet Security CIS Critical Security Controls for Effective Cyber Defense (CIS Controls - www.cisecurity.org) to
prioritize City security projects and operational efforts,
Cyber security threats will be closely monitored in collaboration through active membership in the MS-ISAC (Multi State Information Sharing & Analysis Center -
msisac.cisecurity.org)
The department will continue to conduct periodic vulnerability and penetration assessments and the results will drive the implementation of new security projects.
The department will pro-actively conduct user security awareness training based on industry best practices.
Better than 90% success rate for user security awareness training through 2019.
603 % success rate for user security awareness training N/A 97% 90% 90%

At least 95% of business system configurations will match the approved configuration security standard annually through 2019.
604 % of business system configurations that match the approved configuration N/A 94% 97% 97%
security standard
By 2019, the City will reach or exceed 85% compliance with the recommended Critical Security Controls (CSC).
605 % compliance with the recommended Critical Security Controls (CSC) N/A 90% 85% 85%

Long-Term Issue - Growing Demand for Technology
The increasing backlog of projects and service requests for new and expanded technology, if not addressed, could result in:
Excessive delay in technology projects impacting City department strategies
Inability to provide new technology services in a timely manner
Increased security vulnerability
Customer dissatisfaction with overall technology implementation
Decentralization of new technology implementation and support services
Decreased standardization of technology
Increased inefficiency in the organization
Failure to comply with Federal and legal mandates
Underutilization of technology investments
The Information Technology Department will annually conduct technology Business Alignment (BA) meetings with customer department stakeholders to validate
organizational priorities with each department and align new project investments in cooperation with the City Manager and Assistant City Managers.
The IT department will continue to balance staff resource allocations to most effectively meet new technology initiatives which provide an increased efficiency
and improved quality of service from customer departments to citizens, while still meeting support expectations for existing systems.
The IT department will continue to use project prioritization criteria to ensure that projects most important to City operations, efficiency, and quality of service to
citizens are executed first.
At least 75% of all incidents will be resolved within four operational hours annually through 2019.
606 % of incidents resolved within four operational hours by the IT Department 81% 81% 75% 75%
At least 95% of IT Departmental Contacts survey respondents will report that the Information Technology Department effectively meets their technology service
expectations annually through 2019.
607 % of IT Departmental Contacts survey respondents who report that the N/A N/A 90% 90%
Information Technology Department resources effectively meets their technology
service expectations

Long-Term Issue - Advanced Skill Sets
The increasing implementation of advanced technologies creates a growing gap between required and available skills to support and maintain these technologies, if not
addressed, could result in:
Increased security risks, including identity theft and data integrity
Increased disruption to critical City services
Underutilized technology investments
Inability to sustain critical City systems
Inability to recruit qualified technology staff
The Information Technology Department will continue to maximize training through the use of available resources.
At least 90% of critical or required IT staff training requests completed annually.
608 % of critical or required IT staff training requests completed annually 81% 81% 90% 90%

610 % of critical or required IT staff training requests completed annually 81% 81% 90% 90%
current fiscal year
612 % of IT Departmental Contacts survey respondents who report that the N/A N/A 90% 90%
Information Technology Department resources effectively meets their technology
service expectations
termination date

Customer Support - Customer Support
617 % of customers responding to the IT Work Request Feedback survey who are 97% 97% 95% 95%
satisfied with the overall quality of services delivered by the IT Department
618 % of incidents resolved within four operational hours by the IT Department 81% 81% 75% 75%
619 # of IT Customer Support work requests completed 4,826 4,615 4,800 4,800
620 # of IT Customer Support work requests received 4,771 4,590 4,800 4,800
621 # of requested IT Customer Support projects in backlog 12 16 9 9
Public Safety Support - Public Safety Applications Support
satisfied with the overall quality of services delivered by the IT Public Safety
Applications Support Program
623 % of public safety system incidents resolved within four operational hours by the 67% 65% 75% 75%
Public Safety Applications Support program
624 # of public safety system work requests completed 370 365 375 375
625 # of public safety system work requests received 405 360 370 370
626 # of requested Public Safety Application projects in backlog 6 8 12 12
Public Safety Support - Public Safety Communications Support
satisfied with the overall quality of services delivered by the IT Public Safety
Communication Support program
628 % of customers responding to an internal departmental survey who are satisfied 100% 100% 95% 95%
with the response to critical Public Safety Communications Center (PSCC) work
requests
629 % of incidents resolved within 24 operational hours by the Public Safety 94% 95% 88% 88%
Communications Support program
630 % of incidents resolved within four operational hours by the Public Safety 84% 90% 75% 75%
Communications Support program
631 # of non-Oklahoma City Police Department vehicles outfitted 118 75 96 96

Public Safety Support - Public Safety Communications Support
632 # of Oklahoma City Police Department vehicles outfitted 115 112 225 225
633 # of Public Safety communication devices supported 7,344 8,359 7,500 7,500
634 # of Public Safety Communications Support work requests received 1,400 1,818 1,800 1,800
635 # of Public Safety Communications work requests completed 1,372 1,817 1,600 1,600
636 # of requested Public Safety Communications Support projects in backlog 8 10 5 5
637 $ expenditure per Public Safety communication device supported 681.16 611.84 692.61 692.61
Technology Applications Support - Departmental Systems
satisfied with the overall quality of services delivered by the IT Departmental
Systems program
639 % of incidents resolved within four operational hours by the IT Departmental 98% 98% 75% 75%
Systems program
640 # of Departmental Systems work requests completed 2,834 2,759 2,400 2,400
641 # of Departmental Systems service requests in backlog N/A 150 120 120
642 # of Departmental Systems work requests received 2,881 2,822 2,400 2,400
643 # of requested Departmental Systems projects in backlog 26 25 10 10
Technology Applications Support - Enterprise Business Application
satisfied with the overall quality of services delivered by the IT Enterprise Business
Applications program
645 % of incidents resolved within four operational hours by the IT Enterprise Business 96% 97% 75% 75%
Applications program
646 # of Enterprise Business Applications work requests completed 2,021 2,108 2,040 2,040
647 # of Enterprise Business Applications service requests in backlog N/A 79 75 75
648 # of Enterprise Business Applications work requests received 1,724 1,778 1,800 1,800
649 # of requested Enterprise Business Applications projects in backlog 25 30 16 16

Technology Applications Support - Geographic Information Systems
satisfied with the overall quality of services delivered by the IT Geographic
Information Systems program
651 % of incidents resolved within four operational hours by the IT Geographic 85% 84% 75% 75%
Information Systems program
652 # of Geographic Information System work requests completed 328 344 300 300
653 # of Geographic Information System service requests in backlog N/A 58 30 30
654 # of Geographic Information System work requests received 337 357 360 360
655 # of requested Geographic Information System projects in backlog 42 33 25 25
Technology Enhancements - Data Management
656 % of incidents resolved within four operational hours by the Data Management 68% 77% 75% 75%
program
657 # of databases supported 388 388 300 300
658 # of IT Data Management program work requests completed 243 238 240 240
659 # of Data Management service requests in backlog N/A 88 75 75
660 # of IT Data Management program work requests received 263 285 240 240
661 # of requested Data Management projects in backlog 70 65 24 24
Technology Enhancements - Development Services
662 % of surveyed technology project stakeholders reporting that implemented N/A N/A 90% 90%
technology meets identified business goals (Development Services)
663 % of incidents resolved within four operational hours by the Development Services 75% 73% 75% 75%
program
664 # of custom IT applications supported 41 43 35 0
665 # of IT Development Services work requests completed 122 143 120 120
666 # of IT Development Services service requests in backlog N/A 66 30 30
667 # of IT Development Services work requests received. 183 180 140 140

Technology Enhancements - Development Services
668 # of requested IT Development Services projects in backlog 46 45 20 20
Technology Enhancements - Project Management
669 % of surveyed technology project stakeholders reporting that implemented 100% 100% 90% 90%
technology meets identified business goals (Project Management)
670 % of project sponsors surveyed who report that the business process efficiency or 93% 100% 90% 90%
service quality has improved following project implementation
671 % of recommended formal business analyses completed for new technology N/A 100% 100% 100%
projects
672 % of technology project stakeholders rating the quality of services delivered by the 100% 100% 90% 90%
Project Management Program as good or excellent
673 # of Project Management projects completed 11 7 10 10
674 # of requested Project Management projects in backlog 17 25 18 18
Technology Infrastructure - Communications
675 % of customers responding to the Work Request Feedback survey who report that 98% 98% 95% 95%
they are satisfied with the overall quality of services delivered by the IT
Communications program
676 % of incidents resolved within four operational hours by the Communications 62% 57% 75% 75%
program
677 # of email accounts supported 5,397 5,341 5,500 5,500
678 # of IT Communication work requests completed 1,207 1,204 1,200 1,200
679 # of telephones lines supported 5,962 5,898 5,800 5,800
680 # of IT Communications program work requests received 1,274 1,202 1,250 1,250
681 # of requested Communications projects in backlog 17 16 15 15
682 $ expenditure per telephone and email accounts supported 202.07 203.35 214.79 214.79
Technology Infrastructure - Configuration Management
683 % of client devices meeting current security configuration standards 92% 84% 95% 95%

Technology Infrastructure - Configuration Management
684 % of incidents resolved within four operational hours by Configuration 41% 28% 75% 75%
Management program
685 # of client devices managed 4,755 5,028 4,700 4,700
686 # of requested Configuration Management projects in backlog 7 11 7 7
687 $ Expenditure per hardware device managed 343.93 454.92 330.17 330.17
Technology Infrastructure - Network
688 % of network devices meeting current security configuration standards 99% 99% 95% 95%
689 % of incidents resolved within four operational hours by the Network program 59% 87% 75% 75%
690 # of network connections supported 11,968 11,968 10,833 10,833
691 # of Network program work requests completed 673 595 600 600
692 # of Network program work requests received 671 607 400 400
693 # of requested Network program projects in backlog 20 20 25 25
694 $ expenditure per network connection supported 150.18 120.34 219.39 219.39
Technology Infrastructure - Security
695 % compliance with the recommended Critical Security Controls (CSC) N/A 90% 85% 85%
696 % success rate for user security awareness training N/A 97% 90% 90%
697 % of access control devices operational N/A 100% 100% 100%
698 % of business system configurations that match the approved configuration N/A 94% 97% 97%
security standard
699 % of CCTV cameras operational 93% 95% 95% 95%
700 % of fire and/or intrusion alarm sites operational N/A 100% 100% 100%
701 % of incidents resolved within four operational hours by the Security program 63% 66% 75% 75%
702 # of security incidents that could result in compromised data or system integrity 2 4 1 1
703 # of Security Program work requests completed 3,775 4,224 3,500 3,500
704 # of access control devices supported N/A 568 500 500

Technology Infrastructure - Security
705 # of CCTV cameras managed 437 445 324 324
706 # of fire and/or intrusion alarm sites operational N/A 55 63 63
707 # of fire and/or intrusion alarm sites supported N/A 55 63 63
708 # of requested Security projects in backlog 62 32 35 35
709 # of Security Program work requests received 3,743 4,124 2,900 2,900
Technology Infrastructure - Servers
710 % of servers with the most current security patch installed 91% 93% 95% 95%
711 % of incidents resolved within four operational hours by Servers program 57% 55% 75% 75%
712 # of server work requests completed 276 317 300 300
713 # of servers supported 605 737 600 600
714 # of total server storage space managed (Terabytes) 1,821 2,052 1,550 1,550
715 # of requested Server projects in backlog 21 21 8 8
716 # of server work requests received 299 308 300 300

Long-Term Issue - Early Contact and Communication
A continuing lack of early contact and communication by some City clients with the Municipal Counselor’s Office concerning some City projects, if not adequately
addressed, may result in:
Delays in client projects and policy implementation
Lack of direction and clarity for the client
Duplication of efforts by legal staff causing delays on other client projects
Increased liability exposure
Diminished client satisfaction
The Municipal Counselor’s Office will endeavor to contact clients on a monthly basis or more often, as necessary, in addition to the regular attorney-client
communications on a routine basis.
The City and its Public Trusts will benefit from regular communication with Legal staff and from a workforce trained in areas of the law relevant to their work as
evidenced by:
At least 97% of Department Heads will be provided monthly communications to help identify legal issues relating to their work, annually through 2019
717 % of Department Heads receiving monthly communications from the Municipal 100% 100% 100% 100%
Counselor's Office

Long-Term Issue - Faster Responses to Legal Issues
The growing demand for faster responses to complex legal issues involving new and amended laws, City economic development projects, new City programs, bond
issues, open records requests and increasing litigation and labor union activity combined with limited resources, training and technology, if not adequately addressed,
will result in:
Delays in client projects and policy implementation
Lack of direction and clarity for the client
Duplication of efforts by legal staff causing delays on other client projects
Increased liability exposure
Diminished client satisfaction
A client survey is distributed each year for eight of the eleven programs in the Municipal Counselor’s Office.
The City, its Public Trusts and their officers, appointees and employees will benefit from timely and effective legal service, as evidenced by:
At least 90% of responding clients surveyed will be satisfied with the timeliness, effectiveness, and overall provision of legal services, annually through 2019
718 % of responding clients surveyed satisfied with the timeliness, effectiveness and 99% 99% 90% 90%
overall provision of legal services
719 % of Department Heads receiving monthly communications from the Municipal 100% 100% 100% 100%
Counselor's Office
current fiscal year
723 % of responding clients surveyed satisfied with the timeliness, effectiveness and 99% 99% 90% 90%
overall provision of legal services
termination date

Civil Litigation - Civil Litigation Legal Services
727 % of responding clients satisfied with the timeliness, effectiveness and overall 100% 100% 90% 90%
provision of Civil Litigation legal services
728 # of legal services provided by Civil Litigation attorneys N/A N/A 38,000 38,000
729 $ expenditure per Civil Litigation legal service provided N/A N/A 23.18 23.18
Criminal Justice - Police and Courts Legal Services
provision of Police and Courts legal services
731 # of Police and Courts legal services provided 5,853 5,393 5,152 5,152
732 # of Police and Court legal services requested 5,853 5,393 5,152 5,152
733 $ expenditure per Police and Courts legal service provided 16.33 8.50 8.29 8.29
Criminal Justice - Prosecution Legal Services
734 % of Municipal Court Jury Division charges filed or declined within 45 days of bond 99% 99% 98% 98%
posting
735 # of cases not tried resolved by guilty or no contest plea 112,073 135,600 N/A N/A
736 # of cases tried that result in guilty verdict 436 274 N/A N/A
737 # of charges filed 128,400 144,320 N/A N/A
738 # of charges reviewed 138,320 151,666 N/A N/A
739 # of hours in court for docket appearances 1,322.07 1,384.47 1,400.00 1,400.00
740 # of prosecutions resolved 141,826 161,443 N/A N/A
741 # of cases resolved without trial 141,358 161,151 N/A N/A
742 # of cases tried 468 293 N/A N/A
743 # of charges presented for review 138,320 151,666 N/A N/A
744 $ expenditure per prosecution resolved 10.98 10.78 1,336,984.00 1,336,984.00
Labor and Employment Law - Labor Litigation Legal Services
provision of Labor Litigation legal services

Labor and Employment Law - Labor Litigation Legal Services
746 # of Labor Litigation legal services provided 10,951 12,769 12,800 12,800
747 # of Labor Litigation legal services requested 12,050 13,032 12,800 12,800
748 $ expenditure per Labor Litigation legal service provided 23.11 16.56 15.64 15.64
Labor and Employment Law - Labor Relations Legal Services
provision of Labor Relations legal services
750 # of Labor Relations legal services provided 12,144 14,798 12,800 12,800
751 # of Labor Relations legal services requested 11,952 14,870 12,800 12,800
752 $ expenditure per Labor Relations legal service provided 23.97 17.36 19.33 19.33
Land Use and Economic Development - Economic Development Legal Services Program
provision of Economic Development legal services
754 # of Economic Development legal services provided 14,685 15,201 11,000 11,000
755 # of Economic Development legal services requested 14,783 15,304 11,000 11,000
756 $ expenditure per Economic Development legal service provided 26.93 23.24 32.79 32.79
Land Use and Economic Development - Land Use Legal Services
provision of Land Use legal services
758 # of Land Use legal services provided 21,772 21,330 21,516 21,516
759 # of Land Use legal services requested 21,772 21,330 21,516 21,516
760 $ expenditure per Land Use legal service provided 32.66 24.21 22.85 22.85
Trusts, Utilities and Finance - Trusts, Utilities and Finance Legal Services
provision of Trusts, Utilities and Finance legal services
762 # of Trust, Utilities and Finance legal services provided 41,748 36,977 35,983 35,983
763 # of Trusts, Utilities and Finance legal services requested 41,748 36,977 35,983 35,983

Trusts, Utilities and Finance - Trusts, Utilities and Finance Legal Services
764 $ expenditure per Trusts, Utilities and Finance legal service provided 14.66 13.03 12.18 12.18

Municipal Court
Long-Term Issue - Court Facilities
The increasing inadequacy of court facilities, if not properly addressed, will result in decreased productivity due to:
Court staff relocated to remote sites
Unhealthy, unsafe, and uncomfortable conditions for employees and customers
Non-compliance with applicable rules, regulations, and codes
Inadequate workspace and storage
Loss of court records
Increased operating/maintenance costs
Continue identifying facility inadequacies and retain funding for repair and/or replacements.
Develop long-term strategic plans regarding court facilities.
Annually, 85% of building occupants will rate the facility maintenance and cleanliness as acceptable or above on an annual survey.
765 % of building occupants who rate the facility maintenance and cleanliness as 86% 86% 85% 95%
acceptable on an annual survey
Long-Term Issue - Skilled Workforce
The increasing difficulty to recruit, develop and retain an adequately compensated, skilled and well trained workforce due to retirements, reduction in workforce,
technology changes and staff changes, if not adequately addressed, will result in:
Delays in court transactions
Frustrated customers
Increased exposure to lawsuits
Continue to work with the Personnel Department regarding employee recruitment.
Develop a comprehensive court focused training program.
Annually, 98% of court cases audited will reflect that the Municipal Courts records management system was updated accurately.
766 % of court cases audited determined to be accurately updated in the Municipal 99% 97% 98% 95%
Court's record management system

Municipal Court
Long-Term Issue - Technology Services
The increase in customer expectations for court information and electronic services, combined with the reliance on automated systems, if not adequately addressed, will
result in:
Lost opportunities for increased efficiency
Decreased levels of customer satisfaction with court services
Major disruption in court services
Continue improving information systems to enable the Municipal Court to expand the services that it provides to court patrons.
Continue working with the Information Technology Department and vendors to increase the number of electronic transactions.
By 2020, 60% of all court functions will be available online.
767 % of court functions available online N/A N/A 31% 38%
Long-Term Issue - Juvenile Service Resources

The increasing complexity of juvenile referrals combined with limited resources for juvenile services, if not adequately addressed, will result in:
Increase in juvenile crime rates
Increase in school drop-out rates
Increase in substance abuse among juveniles
Increase in probation workloads
Continue to identify juvenile referral sources.
Explore additional funding resources to employ additional juvenile probation officers and/or case managers.
By 2018, 95% of the juvenile offenders referred to probation services will successfully complete probation within established period of time.
768 % of juvenile offenders successfully completing probation within established 95% 95% 94% 94%
period of time

Municipal Court
Long-Term Issue - Court Security
There is a heightened public expectation for secured court facilities, if not adequately addressed, will result in:
Diminished customer perception of courts as a safe place to conduct business.
Increased fear for personal safety.
Increased risk of incidents resulting in personal injury to customers or employees.
Continue monitoring and assessing the security needs of the Municipal Court to ensure the safety of customers and employees.
Monitor court facility security issues to identify necessary security improvements.
Annually, 100% of days per year the court facility will be maintained without security breach.
769 % of days per year the court facility will be maintained without security breach 100% 100% 100% 100%
Long-Term Issue - Adequate and Accessible Parking

With construction of new facilities and development in the area, the lack of parking if not addressed, will result in:
Decrease in employee and court patrons’ safety, accessibility, and convenience
Increased in court session delays
Develop partnerships with area stakeholders.
Identify available real estate options.
Identify available and secure funding resources.
Increase information on available parking locations.
By 2020, 100% of employee and court patron parking needs will be met by adequate and accessible parking.
770 % of employee and court patron parking needs met by adequate and accessible N/A N/A 57% 57%
parking
771 % of court functions available online N/A N/A 31% 38%

Municipal Court
current fiscal year
775 % of terminations submitted to the Personnel Department within three days of the 92% 85% 95% 95%
termination date
Court Case and Enforcement - Court Case Support
778 % of court cases audited determined to be accurately updated in the Municipal 99% 97% 98% 95%
Court's record management system
779 # of cases disposed 200,879 190,322 190,000 190,000
780 # of days until disposal on average 164 120 135 180
781 # of cases filed 191,801 183,737 187,000 187,000
782 $ expenditure per case disposed 23.19 22.34 25.98 25.98
Court Case and Enforcement - Court Enforcement and Investigations
783 % of total warrants cleared of total received 88% 96% 86% 86%
784 # of warrants cleared 66,913 50,526 60,000 60,000
785 # of warrants cleared by Marshals N/A 10,352 16,000 16,000
786 # of warrants received 75,688 52,717 70,000 70,000
787 $ expenditure per warrant cleared 11.01 18.43 17.87 17.87
Court Case and Enforcement - Court Financial Processing
788 % of payments processed and posted to proper case 100% 100% 100% 100%
789 % of court payment transactions processed electronically 45% 52% 45% 55%
790 # of court payment transactions processed electronically 77,587 77,655 78,000 97,000
791 # of court payment transactions processed in person 94,641 71,153 95,000 80,000
792 # of court payment transactions presented electronically 77,587 77,655 78,000 78,000

Municipal Court
Court Case and Enforcement - Court Financial Processing
793 # of court payment transactions presented in person 94,641 71,153 95,000 95,000
794 $ expenditure per court payment transaction processed 4.94 5.96 5.76 5.63
Facility Operations - Courthouse Security
795 % of days per year the court facility will be maintained without security breach 100% 100% 100% 100%
796 # of security hours provided 3,693 3,007 4,500 3,125
797 # of unauthorized items denied entry at security screening point 5,384 4,689 3,500 3,500
798 # of hours court facility is open 4,392 4,407 4,380 4,260
799 $ expenditure per security hour provided 72.13 81.87 71.46 102.91
Facility Operations - Municipal Court Facility Operations
800 % of building occupants who rate the facility maintenance and cleanliness as 86% 86% 85% 95%
acceptable on an annual survey
801 % of employee and court patron parking needs met by adequate and accessible N/A N/A 57% 57%
parking
802 # of square feet of space maintained 42,863 42,863 42,863 70,602
803 $ expenditure per square foot of space maintained 6.86 8.96 11.67 7.08
Municipal Judicial Services - Municipal Judicial Services
804 % of court participants (employees, defense attorneys, enforcement personnel and 97% 97% 95% 95%
prosecutors) satisfied with judicial services
805 # of hearings provided 150,931 117,034 135,000 135,000
806 # of hearings requested 150,605 116,833 135,000 135,000
807 $ expense per hearing provided 3.35 4.67 4.02 4.02
Probation Services - Probation Services
808 % of adult offenders completing probation without further involvement with the 96% 95% 90% 90%
OKC Municipal Court within a two-year period
809 % of adult offenders successfully completing supervised probation within 87% 90% 85% 85%
established period of time

Municipal Court
Probation Services - Probation Services
810 % of juvenile offenders successfully completing probation within established 95% 95% 94% 94%
period of time
811 # of adult offenders successfully completing supervised probation within a 859 820 680 723
specified time frame
812 # of juvenile offenders successfully completing probation within a specified time 1,013 984 850 893
frame
813 # of adult offenders assigned to complete supervised probation within their 992 915 800 850
specified time frame
814 # of juvenile offenders assigned to complete probation within their specified time 1,061 1,038 900 950
frame
815 $ expenditure per offender supervised 119.04 135.45 173.31 163.68

Long-Term Issue - Leisure Trends
Significant changes in demographics and community growth patterns combined with increased leisure alternatives and changes in recreational preferences will continue
to cause requests for new and different facilities, programs and attractions.
The department will identify new and different facilities and programs desired by citizens through user surveys, citizen surveys and public comment at meetings
and forums. The department will also consult with industry experts and parks and recreation departments in peer cities regarding trends in parks and recreation
facilities and programs.
By 2019, Parks and Recreation Department will develop new facilities and programs and adapt existing resources as evidenced by:
70% or more of citizens reporting they are satisfied with the quality of parks and recreation programs and facilities.
60% or more of citizens reporting they are satisfied with their Civic Center Music Hall experience.
816 % of citizens satisfied with Parks and Recreation Department ¹ 58% 59% 65% 65%
817 % of citizens reporting they are satisfied with their Civic Center Music Hall 70% 69% 70% 70%
experience
[1] (footnote: Target represents 12% increase over 2015 survey results.)
Long-Term Issue - Public Expectations
Increasing public expectations for quality and diverse programs without a corresponding reallocation or increase of resources will result in a decrease in community
participation and support.
The Department will provide quality and diversified programming to meet changing public expectations by continuously examining existing programs to
determine if any should be eliminated or modified due to lack of participation, and by focusing departmental resources on improving the quality of programs
which are shown to have potential for high participation and/or public benefit.
By 2019, Parks and Recreation Department will maximize the overall use of parks and participation in park programs as evidenced by:
80% or more of citizens reporting they have visited an OKC park or participated in an OKC park program.
Attendance at Civic Center events will exceed 500,000 people annually
818 % of citizens visiting a park and/or participating in a park program ¹ 72% 81% 80% 80%
819 # of people attending Civic Center events annually 1,188,199 696,500 481,257 481,257
[1] (footnote: Target represents 8% increase over 2015 survey results.)

Long-Term Issue - Capital Improvement Maintenance
The addition of new or upgraded parks, facilities, streetscapes and beautification projects without a corresponding reallocation or increase of resources will result in
reduced citizen confidence in the City to successfully implement and maintain such capital improvements.
The department will increase maintenance efficiency through effective use of resources such as:
Review plans and request adequate funding for future capital projects to ensure sustainable maintenance plans; and
Partner with neighborhood groups, businesses, and volunteer groups such as OKC Beautiful to provide litter pick up, maintenance and beautification projects
: and
Partner with Civic foundations, school districts, universities, and businesses to leverage their expertise, skills, and resources to improve our parkland,
facilities, and programs.
By 2019, Citizens observing parkland and public spaces will experience an attractive leisure environment as evidenced by increasing satisfaction with maintenance of:
Parks and facilities to 75%
Walking and Biking Trails to 60%
Streetscapes to 60%
820 % of citizens satisfied with the maintenance of city parks 60% 71% 75% 75%
821 % of citizens satisfied with the maintenance of walking and biking trails 53% 60% 60% 60%
822 % of citizens satisfied with the condition of landscaping or streetscaping in medians 50% 48% 60% 60%
and along City streets

Long-Term Issue - Creating New Service Areas
City parks, open spaces, and attractions improve our physical and psychological health, strengthen our communities, and make our cities and neighborhoods more
attractive places to live and work. A lack of park resources in our growing city, if not addressed will result in low participation, underserved or not served citizens
resulting in: Higher crime rates, lower health coefficients, lower quality of life, lower property values and slower economic growth.
The department will explore funding options to begin implementing recommendations from the 2013 Oklahoma City parks master plan to develop regional,
district or metropolitan parks and partnerships with new neighborhoods and housing communities to provide local parks to serve residents of developing parts of
the city. Development and expansion of private, community and philanthropic agreements such as Civic Center Foundation, Downtown OKC, Inc., and
neighborhood associations, to begin implementing recommendations from the 2013 Civic Center Utilization and Design Study.
By 2024, the Parks and Recreation Department will increase the availability of park resources as evidenced by:
65% of citizens within a half mile of a recreation facility, trail or park; and
$32,000,000 of annual economic impact to the local economy for Civic Center attractions
824 $ amount of economic impact to the local economy for Civic Center attractions 100,308,495 58,746,961 30,089,241 30,089,241

826 % of citizens reporting they are satisfied with their Civic Center Music Hall 70% 69% 70% 70%
experience
827 % of citizens satisfied with Parks and Recreation Department 58% 59% 65% 65%
828 % of citizens satisfied with the maintenance of new or upgraded parks and facilities 60% 71% 75% 75%
829 % of citizens visiting a park and/or participating in a park program 72% 81% 80% 80%
831 % of full-time equivalent (FTE) employees without an on the job injury (OJI) in the 83% 92% 98% 98%
current fiscal year
termination date

Civic Center Music Hall - Box Office
836 % of customers surveyed who are satisfied with box office services 91% 93% 94% 94%
837 % of box office expenses supported by box office revenues 162% 90% 148% 148%
838 % of parking spaces sold for Civic Center events N/A N/A N/A N/A
839 % of seats sold at all venues N/A N/A N/A N/A
840 % of tickets sold by the web 24% N/A 31% 31%
841 # of available seats (capacity) 7,293 7,293 N/A N/A
842 # of calls answered N/A N/A 13,670 13,670
843 # of parking spaces sold for Civic Center events 93 N/A 70 70
844 # of parking spots available for Civic Center events 96 N/A 8 8
845 # of tickets sold by all points of sale 206,563 N/A 308,888 308,888
846 # of calls received 15,074 N/A 13,670 13,670
847 $ expenditure per ticket sold 1.55 N/A 2.68 2.68
Civic Center Music Hall - Performance Support
848 % of guest satisfied with the quality of performance facilities and services 91% 92% 94% 94%
849 % of performance expenses supported by performance revenues 64% 73% 58% 58%
850 Utilization rate of performance facilities 80% 86% 97% 97%
851 # of guests attending performances 361,111 307,002 401,453 401,453
852 # of Performance event days rented 995 1,075 1,514 1,514
853 # of volunteer hours 35,204.50 32,947.66 32,000.00 34,000.00
854 $ amount of economic impact to the local economy for Civic Center attractions 100,308,495 58,746,961 30,089,241 30,089,241
855 # of Performance Event days requested 2,094 1,850 2,520 2,520
856 $ expenditure per Performance support event day rented 2,519.44 2,183.01 1,910.13 1,910.13

Civic Center Music Hall - Private Event and Business Services
857 % of customers surveyed who are satisfied with facilities and services 91% 91% 94% 94%
858 # of people attending Civic Center events annually 1,188,199 696,500 481,257 481,257
859 % of private event expenses supported by private event revenues 90% 104% 85% 85%
860 Utilization rate of Private Event and Business Services facilities 20% 19% 78% 78%
861 # of guests attending Private Events 827,088 389,498 79,804 79,804
862 # of Private event weekend days rented (Friday, Saturday, Sunday) 294 293 698 698
863 # of total private event days rented 416 366 1,376 1,376
864 Private Event Revenue 224,621.90 239,380.11 245,015.00 245,015.00
865 # of Private Event days requested 1,301 1,631 2,004 2,004
866 # of Private Event weekend days requested (Friday, Saturday, Sunday) 864 909 984 984
Grounds Management - Equipment Repair
867 % of equipment in service 99% 99% 98% 98%
868 % of equipment repairs completed within 7 calendar days 99% 99% 95% 95%
869 # of equipment repairs completed 942 743 1,000 900
Grounds Management - Forestry Services
870 % of tree maintenance work orders completed 97% 98% 95% 95%
871 # of invasive trees removed 5,285 0 15,000 6,500
872 # of tree maintenance work orders completed 167 241 250 250
Grounds Management - Grounds Maintenance
873 % of citizens satisfied with the maintenance of city parks 60% 71% 75% 75%
874 % of parks mowed within two weeks 90% 91% 90% 90%
875 % of public grounds mowed according to schedule 90% 91% 90% 90%
876 # of park acres mowed 16,270.11 29,765.21 28,855.00 32,568.13
877 # of public ground acres mowed 32,574.87 28,678.98 20,678.00 23,250.82
878 # of requests received for mowing 137 188 140 140

Grounds Management - Hazard Abatement
879 % of identified traffic hazards abated within 3 working days 80% 88% 80% 85%
880 # identified traffic hazards abated 310 177 250 250
881 # of potential traffic hazard inspections requested 395 441 400 400
Grounds Management - Parks Athletic Fields & Amenities
882 % of citizens satisfied with the maintenance of walking and biking trails 53% 60% 60% 60%
883 % of respondents from the Citizens' Survey who are satisified with outdoor athletic 41% 44% 50% 50%
facilities
884 # of athletic fields renovated 4.00 4.00 2.00 1.00
885 # of playground inspections 2,932.00 2,968.03 2,816.00 2,865.00
886 # of trail miles inspected and maintained 1,502.52 1,345.91 1,176.00 1,382.00
887 # of athletic fields that need to be renovated 5.00 5.00 2.00 1.00
Grounds Management - Special Events
888 % of special event permitted event organizers surveyed who are satisfied with 95% 97% 96% 85%
facilities and services
889 # of special event permits issued 2,192 625 2,900 252
890 # of special event permits requested 3,196 1,076 3,000 500
Natural Resources - Canal/Field Horticulture
891 % of citizens satisfied with the condition of landscaping or streetscaping in medians 50% 48% 60% 60%
and along City streets
892 # of new trees planted 658 145 100 100
893 # of square feet of beds maintained 685,923 685,923 685,923 685,923
Natural Resources - Fisheries Management
894 % of fishing class participants surveyed who are satisfied 99% 100% 100% 100%
895 % of sampled fishing waters with fair or better fishing based on established 100% 100% 95% 100%
Oklahoma Department of Wildlife Conservation standards
896 # of fish stocked 732,896 260,440 500,000 500,000

Natural Resources - Fisheries Management
897 # of fishing education program attendees 1,011 897 1,400 1,000
898 # of fishing education programs held 11 8 14 12
899 # of fishing permits sold 18,196 12,434 15,000 15,000
900 # of surface acres of fishing waters managed 6,770 6,770 6,770 7,107
901 # of fishing education programs scheduled 21 11 14 12
902 $ expenditure per fish stocked 0.32 0.90 0.42 0.42
Natural Resources - Martin Nature Park
903 % of customers surveyed who are satisifed with the nature park, trail access, and 99% 99% 100% 100%
educational opportunities
904 # of nature park visitors per operating day 1,165 1,696 986 1,370
905 # of Martin Nature Park nature programs and hikes conducted 408 336 400 400
906 # of Martin Nature Park nature programs and hikes participants 7,916 8,993 7,500 7,500
907 # of nature park visitors 426,369 622,760 360,000 500,000
908 # of nature programs and hikes requested 456 344 1,000 400
Natural Resources - Myriad Botanical Gardens Support
909 % of Myriad Garden expenses supported by the General Fund 52% 49% 45% 45%
910 # of Crystal Bridge visitors 82,479 101,805 100,000 100,000
911 $ of General Fund Subsidy 1,925,499.97 1,865,389.30 1,890,472.00 1,800,453.12
912 $ of Myriad Garden Expenses 3,734,897.98 3,799,802.81 4,201,048.89 4,001,007.00
Natural Resources - Will Rogers Gardens
913 % of Will Rogers Gardens rental survey respondents who are satisfied with their 100% 100% 100% 100%
rental experience
914 % of Will Rogers Gardens' class program participants surveyed who were satisfied 100% 100% 100% 100%
with their education programs
915 # of rental hours at Will Rogers Gardens 7,780.25 4,955.92 8,500.00 8,500.00
916 # of Will Rogers Gardens' program participants 1,731 1,259 1,800 1,800

Natural Resources - Will Rogers Gardens
917 # of Will Rogers Gardens' programs offered 147 135 150 150
918 # of Will Rogers Gardens' program registrations requested 1,731 1,259 1,800 1,800
919 # of Will Rogers Gardens rental hours requested 7,780.25 4,955.92 8,500.00 8,500.00
Recreation, Health and Wellness - Aquatics
920 # of sprayground participants per operating day 2,226 3,196 2,063 2,533
921 # of swim participants per operating day 386 316 373 278
922 # of accidents per 1,000 aquatic facility visits 0.10 0.16 0.10 0.09
923 % of Citizen Survey respondents satisfied with City aquatic facilities and programs 43% 43% 60% 45%
924 % of scheduled aquatic classes held 86% 85% 82% 80%
925 # of aquatics classes held 400 423 200 400
926 # of aquatics classes scheduled 464 496 245 500
927 # of hours at capacity at Family Aquatic Centers N/A 13.20 148.00 17.00
928 # of visits to family aquatic centers 71,353 63,571 92,000 70,000
929 # of visits to spraygrounds 282,717 263,790 330,000 324,236
930 # of visits to swimming pools 20,773 18,971 21,000 17,500
931 # of operating hours at Family Aquatic Centers 1,007.00 1,291.85 1,184.00 1,200.00
932 $ expenditure per visit 2.43 2.57 1.99 1.99
Recreation, Health and Wellness - Athletics
933 % of sport participants surveyed who rate the organization of the sports activity as 94% 100% 93% 94%
favorable
934 % of Citizen survey respondents satisfied with athletic programs 38% 38% 46% 46%
935 # of adult league participants 2,470 3,411 3,000 4,000
936 # of youth league participants 4,343 6,698 5,000 8,000
937 $ expenditure per league participant 10.20 13.96 21.79 21.79

Recreation, Health and Wellness - General Recreation
938 # of Recreation Center participants per operating day 189.50 342.97 326.53 326.53
939 # of senior center participants per operating day 123 130 110 130
940 % of Citizen Survey respondents satisfied with City recreation centers 41% 43% 65% 45%
941 % of class/activity participants surveyed rating the overall quality of 92% 96% 95% 95%
classes/activities as favorable
942 % of scheduled classes held 87% 80% 83% 92%
943 % of senior participants surveyed who are satisfied with the overall quality of 95% 97% 96% 96%
classes and events
944 # of recreation center class participants 38,644 77,434 50,000 60,000
945 # of recreation center classes held 780 1,072 800 1,000
946 # of recreation center classes scheduled 972 1,510 1,000 1,100
947 # of Recreation Center visits 129,038 144,973 110,000 105,000
948 # of senior class participants (class enrollment) 30,321 15,191 30,000 16,000
949 # of senior visits 10,042 18,344 11,000 18,000
950 $ expenditure per general recreation participant N/A N/A N/A N/A

Personnel
Long-Term Issue - Skilled, Diverse Workforce
The increasing challenge to recruit, develop and retain a skilled and diverse workforce, coupled with changing job complexity and evolving job requirements, if not
addressed, will result in:
A reduction in the quality and speed of City services
Increased exposure to litigation
Loss of critical operational knowledge
Increased turnover
Increased time and cost for on-the-job training
Decreased citizen confidence
Decreased government efficiency
Develop and implement a comprehensive recruitment strategy that includes, but is not limited to creation of multi-media recruitment materials (i.e., web, social
media, print, video, etc.) to reach diverse audiences; participation in career fairs; establishment of relationships with universities and community-based
organizations; and identification of existing opportunities that can be leveraged for the purpose of promoting City career opportunities.
Plan and conduct a systematic review of classification descriptions to ensure they accurately describe the duties, responsibilities, job requirements, physical
requirements, and working conditions of the positions.
Plan and conduct a systematic review of written tests, job scenario tests, and assessments to ensure candidates’ skill sets match job requirements.
Plan and conduct a systematic review of performance evaluations to ensure alignment with classification descriptions.
Recommend departments provide new employees with copies of their job descriptions and performance evaluation forms upon first reporting to the job site and
discuss the responsibilities and performance expectations, to better ensure success and retention.
Continue to meet with Department Directors to disseminate departmental workforce demographics and discuss strategies to address any issues.
Assess departmental training needs in the areas of recruitment, employment, classification, compensation, and performance evaluation, and develop and offer
training (i.e., classroom training, Lunch and Learn training sessions, online informational PowerPoint presentations, etc.) based on identified needs.
Enhance career development services provided to employees (i.e., career counseling, resume creation, interview preparation, etc.).
Identify and implement opportunities for department and employee feedback (i.e., process improvement surveys, and exit surveys/interviews, etc.).

Personnel
Long-Term Issue - Skilled, Diverse Workforce
By 2021, City departments will benefit from a skilled and diverse workforce, as evidenced by:
City staff will reflect the ethnic diversity of the community in at least 71% of the seven ethnic categories for the overall available workforce.
60% of City job categories will reflect the gender/ethnic diversity of the available workforce within the community, based on current census data.
At least 80% of new full-time City employees will continue City employment for at least 12 months beyond date of hire.
100% of job descriptions including responsibilities, duties, requirements, and working conditions necessary to perform essential job functions will be analyzed
and current within three years of prior approval date.
100% of written tests, job scenario tests, and assessments will be analyzed and validated within three years of prior approval date.
951 City staff will reflect the ethnic diversity of the community in at least 60% of the 71% 6% 45% 57%
seven ethnic categories for the overall available workforce
952 % of City job categories that reflect the gender/ethnic diversity of the available 45% 45% 45% 44%
workforce within the community, based on current census data
953 % of full-time, non-uniform City employees who continue City employment for at 60% 59% 70% N/A
least 24 months beyond date of hire **
954 # of written tests and job simulation tests requiring development or update * N/A N/A N/A 166
955 % of written tests and job simulation tests developed or updated * N/A N/A N/A 22%

Personnel
Long-Term Issue - Health and Welfare Benefits Cost
The increasing costs of providing comprehensive health and welfare benefits, if not addressed, will result in:
Reduced funding for other city services
Reduced employee and retiree benefits
Exorbitant Premiums
Maintain an on-site employee and retiree health and wellness center.
Continue to provide options of reduced-cost fitness facilities.
Encourage plan participants diagnosed with one or more of the top 10 chronic medical conditions to participate in disease management programs.
Continue to identify and implement cost-saving health plan changes for employees and retirees.
Continue to provide educational programs and information to address overall health and wellness.
Annually through 2021, the percentage change in the medical premium for active employee plan members will remain at or below the City providers’ average
percentage premium change for Oklahoma clients.
956 % change in the annual medical premium costs for active employee plan members 8.86% 8.86% 9.02% 9.02%
as compared to the City providers’ average medical premium change for Oklahoma
clients
By 2019, 30% of employee medical center participants will show improvement in medical conditions identified in their Personal Health Assessments (PHAs).
957 % of participants utilizing medical center services who showed improvement in N/A 50% 25% 25%
their identified medical condition

Personnel
Long-Term Issue - Occupational Health Issue
An increased demand for occupational health services combined with state and federal regulatory requirements and evolving job functions, if not addressed, will result
in:
Delays in conducting post job-offer medical evaluations
Delays in conducting department-directed and/or regulatory medical exams
Increased risk to employee health and safety
Work in coordination with OCFD and Labor Relations to enforce the NFPA standards by making the exam mandatory for uniformed employees.
Periodically contact all City departments to determine if any new medical or regulatory needs have been identified.
Work with Risk Management to address any medical-related safety issues identified.
Coordinate with Classification and Compensation program staff to update physical requirements into applicable job descriptions.
By 2020, City departments will benefit from a safer and healthier workforce, as evidenced by:
100% of the Fire Department’s uniformed workforce will be medically evaluated annually according to the NFPA standards.
100% of occupational health and regulatory medical needs identified annually by City Departments will result in scheduled evaluations.
100% of City Departments will report that the quality and timeliness of services provided by the Occupational Health Clinic are satisfactory.
30% of the Police Department’s uniformed workforce will be medically evaluated annually according to the Law Enforcement Officers (LEO) standards.
958 % of the Fire Department's uniformed workforce will be medically evaluated 76% 76% 90% 85%
annually according to NFPA standards
959 % of occupational health and regulatory medical needs identified annually by City 100% 100% 100% 100%
Departments that result in scheduled evaluations
960 % of City Departments satisfied with the quality and timeliness of services provided 96% 96% 100% 100%
by the Occupational Health Clinic
961 % of the Police Department’s uniformed workforce that are medically evaluated N/A N/A N/A 10%
annually according to the Law Enforcement Officers (LEO) standards *

Personnel
current fiscal year
termination date
Benefits - Employee Medical Clinic
968 % eligible participants utilizing the medical center N/A 10% 20% 20%
969 % of participants utilizing medical center services who showed improvement in N/A 50% 25% 25%
their identified medical condition
970 # of eligible participants utilizing the medical center N/A 989 2,023 2,000
971 # of eligible participants N/A 9,903 10,116 10,000
972 $ program expenditure per eligible participant enrolled utilizing the medical center N/A 1,391.01 N/A N/A
Benefits - Health and Welfare Benefits
973 % change in the annual medical premium costs for active employee plan members 8.86% 8.86% 9.02% 9.02%
as compared to the City providers’ average medical premium change for Oklahoma
clients
974 # of active City and Trust employees enrolled in a medical insurance plan 3,523 3,490 3,217 3,217
975 # of consultations provided * N/A N/A N/A 13,200
976 # of active City and Trust employees eligible for medical insurance 3,816 3,783 3,546 3,546
977 $ program expenditure per active enrolled plan member N/A N/A 139.97 N/A
Benefits - Retirement Savings
978 % of eligible employees participating in the 457 Deferred Compensation Plan 62% 62% 63% 62%
979 # of employees participating in the 457 Deferred Compenation Plan 2,932 2,894 2,968 2,886
980 # of savings plan/investment education sessions provided 6 4 6 6

Personnel
Benefits - Retirement Savings
981 # of employees eligible to participate in the 457 Deferred Compensation Plan 4,708 4,654 4,748 4,632
Labor and Employee Relations - Labor Relations
982 % of grievances resolved without arbitration 93% 100% 93% 93%
983 # of consultations provided * N/A N/A N/A 3,900
984 # of grievances resolved with arbitration 3 0 3 3
985 # of grievances resolved without arbitration 26 33 41 40
986 # of predetermination meetings attended 182 186 173 175
987 # of grievances filed 32 48 41 43
Labor and Employee Relations - Policy Compliance
988 % of all personnel-related policy violation complaints that are substantiated 33% 28% 19% 24%
989 % of investigation reports provided within 90 days of initiating the investigation 41% 46% 50% 43%
990 # of City employees attending policy training sessions * N/A N/A N/A 320
991 # of policy compliance investigation reports provided 27 25 16 21
992 # of policy training sessions provided * N/A N/A N/A 16
993 # of other policy violation complaints received 3 0 4 3
994 # of sexual harassment/discrimination complaints received 25 23 14 16
Occupational Health - Occupational Health
995 % of employment candidate (non-uniform) referrals who are examined within 2 99% 100% 100% 100%
business days of the exam request date
996 % of occupational health and regulatory medical needs identified annually by City 100% 100% 100% 100%
Departments that result in scheduled evaluations
997 % of City Departments satisfied with the quality and timeliness of services provided 96% 96% 100% 100%
by the Occupational Health Clinic
998 % of the Fire Department's uniformed workforce will be medically evaluated 76% 76% 90% 85%
annually according to NFPA standards

Personnel
Occupational Health - Occupational Health
999 % of the Police Department’s uniformed workforce that are medically evaluated N/A N/A N/A 10%
annually according to the Law Enforcement Officers (LEO) standards *
1000 # of medical consultations provided 2,045 1,820 2,500 2,200
1001 # of physical examinations provided 3,455 3,945 4,250 3,500
1002 # of medical consultations requested 2,045 1,820 2,500 2,200
1003 # of physical examinations requested 3,455 3,945 4,250 3,500
Operations - Classification and Compensation
1004 % of classification and compensation reviews completed in 60 days or less from 55% 64% 100% N/A
receipt of completed job content questionnaires **
1005 % of compensation reviews completed within 30 days of receipt of salary survey N/A N/A N/A 100%
results *
1006 % of job classification audits completed in 60 days or less from receipt of N/A N/A N/A 100%
completed job content questionnaires *
1007 % of full-time non-uniformed City employees who continue City employment for at N/A N/A N/A 66%
least 12 months beyond the date of hire *
1008 % of full-time, non-uniform City employees who continue City employment for at 60% 59% 70% N/A
least 24 months beyond date of hire **
1009 % of job descriptions developed or updated * N/A N/A N/A 50%
1010 # of job descriptions developed or updated 46 84 297 180
1011 # of classification and compensation reviews completed ** 22 19 28 N/A
1012 # of compensation reviews completed * N/A N/A N/A 10
1013 # of job classification audits completed * N/A N/A N/A 11
1014 # of classification and compensation reviews requested ** 12 18 28 N/A
1015 # of job descriptions identified to be developed or updated 53 302 357 361
Operations - Employment
1016 % of final candidate referrals sent to hiring supervisors within 30 calendar days of 65% 74% 70% N/A
the close of the vacancy advertisement **

Personnel
Operations - Employment
1017 % of final candidate referrals sent to hiring supervisors within 45 calendar days of 77% N/A 64% 85%
the close of the vacancy anouncement
1018 % of newly hired employees (non-uniform) who remain employed with the City 82% 83% 80% 80%
past their probationary period
1019 % of City Departments that reflect the gender/ethnic diversity of the available 0% 0% 11% 5%
1020 % of City job categories that reflect the gender/ethnic diversity of the available 45% 45% 45% 44%
1021 % of employees referred to alternate placement who are successfully placed into a N/A N/A N/A 80%
position. *
1022 % of initial external applicant screenings completed within 10 calendar days of the N/A N/A N/A 85%
close of the vacancy announcement *
1023 % of initial internal applicant screenings completed within 5 calendar days of the N/A N/A N/A 85%
close of the vacancy announcement *
1024 City staff will reflect the ethnic diversity of the community in at least 60% of the 71% 6% 45% 57%
seven ethnic categories for the overall available workforce
1025 # of applications processed 17,552 18,559 18,000 17,000
1026 # of full-time, non-uniformed positions filled 453 372 450 425
1027 # of selection procedures conducted 289 281 360 300
1028 # of written tests and job simulation tests developed or updated * N/A N/A N/A 40
1029 # of full-time, non-uniformed positions to be filled 339 300 312 350
1030 # of written tests and job simulation tests requiring development or update * N/A N/A N/A 166
Operations - Human Resources Information Services
1031 % of customers surveyed that are satisfied with the accuracy of personnel related 96% 96% 80% 90%
information provided
1032 % of customers surveyed that are satisfied with the timeliness of personnel related 77% 77% 80% 80%
information provided

Personnel
Operations - Human Resources Information Services
1033 % of employee termination transactions processed within 7 calendar days of 98% 98% 98% 98%
receipt
1034 % of employees who use online self-service to update personal information that 82% 82% 82% N/A
rate the online service as satisfactory **
1035 # of employee termination transaction requests processed 780 672 450 700
1036 # of personnel transactions completed 39,656 20,436 25,000 23,000

Planning
Long-Term Issue - Community Development
Poverty, homelessness, lack of quality affordable housing, decreasing community involvement in neighborhood schools, and declining community vitality, if not
adequately addressed, will result in:
Increased crime and decreased perception of public safety;
Continued decline in public health;
Reduced ability to meet demand for public services;
Decreased property values and neighborhood decline;
Reduced ability to attract economic development;
Reduced ability to improve education outcomes; and
Increased cost burden for low and moderate income households.
Stabilize at-risk neighborhoods through the Strong Neighborhoods Initiative.
Enhance community appearance through improving design and development regulations, providing professional development and training, and facilitating public
art projects.
Continue to coordinate with other City departments and external agencies to support and enhance the Vacant and Abandoned Buildings program.
Continue providing permanent supportive housing for homeless families and individuals.
Annually, the Planning Department will address homelessness, community vitality and lack of quality affordable housing for low and moderate income persons as
evidenced by:
75% of community development resources will be concentrated in target revitalization areas for economic development, housing activities and public facilities
for low and moderate income populations.
65% of citizens surveyed will be satisfied with each attribute in response to the following question: Please rate your satisfaction with the following attributes of
your neighborhood: Safety, Appearance, Property Maintenance, Sense of Community, Amenities (parks, sidewalks, street trees), Overall Quality.
85% of homeless in permanent supportive housing will remain housed for more than six months.
1037 % of Community Development resources concentrated in target revitalization 64% 64% 75% 75%
areas for economic development, housing activities and public facilities for low and
moderate income populations
1038 % of citizens satisfied with neighborhood attributes 65% 57% 65% 65%

Planning
Long-Term Issue - Community Development
1039 % of homeless in permanent supportive housing that remain housed for more than 89% 89% 85% 85%
six months
Long-Term Issue - Urban Revitalization
The last few decades of development focused on the outer perimeter of the City has left our inner loop (I-35 to the east, I-240 to the south, I-44 to the north and west)
vulnerable and in decline; failure to revitalize these areas will result in:
A lack of quality, affordable central city neighborhoods driving population to outlying areas with better public education;
Higher costs to the City to provide services for residents and businesses;
The inability to generate optimal tax revenue to pay for essential City services;
Continued deterioration of aging commercial districts and neighborhoods;
Inadequate number of quality, affordable residential products;
Underutilization of existing properties and infrastructure;
Inadequate system of public spaces;
Reduced connectivity and compatibility of new development; and
Lost opportunities for economic development.
Urban redevelopment will focus on implementation of relevant Planning Department plans, studies, and projects to deliver maximum economic and community
benefits.
Target Brownfields resources to assist with implementation of major public initiatives.
Strengthen capacity of commercial districts to deliver more meaningful social, economic, and aesthetic results through the Commercial District Revitalization
Program.
Strategically concentrate neighborhood revitalization efforts in the Strong Neighborhoods Initiative areas to reverse decline and leverage private investment and
support.
The Planning Department will influence revitalization and redevelopment within the urbanized areas of the city as evidenced by:
Annually, 100% of participating Commercial District Revitalization Program districts will maintain or increase sales tax revenue.
Annually, the Planning Department will influence increased business and residential activity in the downtown area, as evidenced by a rate of growth of property
values in downtown as defined by the Tax Increment Finance District Number 2 at least 6% higher than the previous year.
1040 % of CRDP districts that maintain or increase sales tax revenue 90% 90% 58% 58%

Planning
Long-Term Issue - Urban Revitalization
1041 % growth of property values in downtown as defined by the Tax Increment Finance N/A N/A 6% 6%
District Number 2

Planning
Long-Term Issue - Sustainable Growth
Development that does not incorporate sustainability principles that promote a balance among economic growth, environmental health, socio-economic and financial
considerations, will result in:
Increased costs to provide public services;
Lower level of City services;
Diminished neighborhood stability and durability;
Exacerbation of public health issues;
Continued stress on capacity of public schools to improve educational outcomes;
Reduced functionality of the multi-modal transportation system and capacity to support it;
Reduction in quality, accessibility, and availability of natural resources (air, water, natural areas);
Increased number of vacant, abandoned and dilapidated buildings and properties;
Diminished options for access to community services and employment opportunities;
Increased infrastructure construction and maintenance costs for taxpayers;
Failure to meet federal air quality standards will impact federal funding, efficiency of transportation infrastructure projects, and the ability to support new or
expanding industry;
Diminished attractiveness for economic development;
Increased economic and social disparity; and
Diminished ability to meet community demand for quality of life services and amenities.
Implement Comprehensive Plan (planokc);
Develop, adopt and implement the Sustainability Plan.
Establish a full-time Urban Forester position to:
Develop and manage an Urban Forestry Management and Reforestation Plan
Utilize grants, leverage community resources, and form public/private partnerships to assist with tree planting, care, and maintenance
Provide internal assistance in coordinating any type of emergency service that impacts trees in the event of an ice storm, tornado, wildfires, or any other
natural disaster
Develop policies and strategies to increase the variety of housing types and affordability.
Promote inner-city development and redevelopment through the use of incentives, design review consultations and coordination with other City agencies and the
development community.

Planning
Long-Term Issue - Sustainable Growth
Modify codes, regulations and policies to ensure consistency with the comprehensive plan (planokc).
Enhance The City’s vacant and abandoned buildings program with the goal to put buildings back into productive use.
The Planning Department will help to ensure that Oklahoma City’s future development will achieve a balance among economic growth, environmental health, socio-
economic and financial considerations as evidenced by:
20% of development/redevelopment will be in the inner-loop annually.
100% of rezoning decisions by Council will be consistent with the Comprehensive Plan.
Improved Wellness Score (as measured & updated every 3 years jointly by the Oklahoma City-County Health Department and the City of Oklahoma City) in the
20% of ZIP codes with the lowest scores.
1042 % of new development and redevelopment that occurs in the inner-loop 17% 19% 20% 20%
1043 % of rezoning decisions by City Council that are consistent with the comprehensive 98% 99% 100% 100%
plan
1044 % change in Wellness Score in the 20% of zip codes with the lowest scores N/A N/A 3% 3%

Planning
Long-Term Issue - Inter-Departmental and Agency Collaboration
Inadequate coordination between all City departments and agencies in the development and implementation of the City’s projects, plans, policies and goals, if not
Inefficient use of City resources
Inefficient and unsustainable growth
Poor execution of City policies, plans and Council priorities
Increased project costs, delays and diminished citizen confidence
Build and maintain a strong relationship with the Public Schools through participation in the Joint Education Task Force.
Build and maintain a strong relationship with the Association of Central Oklahoma Governments through participation in committees and long range planning
processes.
Build and maintain strong relationships with local arts agencies through bi-weekly meetings and annual joint sessions.
Identify and recruit interested and involved stakeholders to participate on planning and implementation teams.
Establish and solidify agreements committing resources and staff with departments to assist with implementing initiatives that have cross-departmental issues.
The Planning Department will help facilitate better participation and support from other City departments, school systems and other agencies as evidenced by:
100% of affected departments will participate in planning initiatives where cross-departmental issues have been identified.
1045 % of affected departments will participate in planning initiatives where cross- 100% 100% 100% 100%
departmental issues have been identified
1047 % of City departments that develop an interdepartmental coordination process for 100% 100% 100% 100%
City projects, plans, programs and policies
current fiscal year
termination date

Planning
1052 $ amount of operating expenditures managed 3,881,811 3,423,131 3,838,430 3,734,774
Administrative - Arts and Cultural Affairs
1053 % change in investment in public art N/A N/A -1% -1%
1054 # of 1% for Art projects in progress N/A 16 19 20
1055 # of 1% for Art projects installed N/A 10 7 8
1056 # of City owned public art assets N/A 166 168 176
1057 # of new art and cultural opportunities created N/A 30 20 25
1058 # of public art projects installed N/A 22 30 25
1059 Current year investment in public art N/A N/A 4,104,173.06 4,063,131.33
1060 Prior year investment in public art N/A N/A 4,145,215.00 4,104,173.06
1061 # of 1% for Art projects in queue N/A 28 28 20
1062 # of new arts and cultural opportunities requested N/A 82 60 60
Administrative - Grant and Financial Management Program
1063 % of grant awards that are in compliance with the terms of their agreement 100% 100% 100% 100%
1064 # of grant sub-recipients agreements managed N/A 38 38 38
1065 $ amount of grants disbursed 19,038,749 15,218,584 30,500,000 30,500,000
1066 $ amount of grants available for disbursement 40,794,522.01 51,854,166.53 41,559,340.00 41,559,340.00
Administrative - Office of Sustainability
1067 % of identified sustainability measures meeting or exceeding target N/A N/A 100% 100%
1068 % of City facilities that have recycling services N/A 9% 13% 13%
1069 # of City facilities with recycling services N/A 10 14 14
1070 # of outreach and education event participants 781 522 700 700
1071 # of outreach and education events held 20 22 20 20
1072 # of residential energy efficiency loans closed 12 21 7 7

Planning
Administrative - Office of Sustainability
1073 $ of residential energy efficiency loans closed 105,184.31 177,759.53 60,000.00 60,000.00
1074 # of residential energy efficiency loan contacts received 293 1,065 300 300
Community Development - Community Services
1075 % of homeless in permanent supportive housing that remain housed for more than 89% 89% 85% 85%
six months
1076 % of persons served through the Community Services program who are of low or 64% 64% 51% 51%
moderate income
1077 # of homeless persons housed through the Continuum of Care 400 400 500 500
1078 # of homeless persons in Oklahoma City according to the Point in Time Count 1,511 1,511 1,300 1,300
Community Development - Neighborhood Revitalization
1079 % of citizens satisfied with neighborhood attributes 65% 57% 65% 65%
1080 % of Community Development resources concentrated in target revitalization 64% 64% 75% 75%
areas for economic development, housing activities and public facilities for low and
moderate income populations
1081 $ value of non-City investment per $ value of City investment 2.47 2.69 4.00 4.00
1082 % change in home sales price per square foot in SNI since 2013 - Classen Ten Penn N/A N/A 49% 58%
1083 % change in home sales price per square foot in SNI since 2013 - Classen's North N/A N/A 79% 79%
Highland Parked
1084 % change in home sales price per square foot in SNI since 2013 - Culbertson's East N/A N/A 46% 50%
Highland
1085 % change in vacant property lots in Strong Neighborhood Initiative Areas since N/A N/A -9% -13%
2013 - Classen North Highland Parked
1086 % change in vacant property lots in Strong Neighborhood Initiative Areas since N/A N/A 2% 1%
2013 - Culbertson's East Highland
1087 # of down payment assistances provided 50 32 70 70
1088 # of housing rehabilitations completed N/A 114 75 75
1089 # of housing units assisted or built through all program services 413 321 350 350

Planning
Community Development - Neighborhood Revitalization
1090 # of New Housing Units Constructed N/A 2 12 12
1091 % change in vacant property lots in Strong Neighborhood Initiative Areas since N/A N/A -2% -4%
2013 - Classen Ten Penn
1092 # of low/moderate income households in target revitalization areas 95,713 95,713 95,713 95,713
Current Planning and Urban Design - Current Planning
1093 % of rezoning decisions by City Council that are consistent with the comprehensive 98% 99% 100% 100%
plan
1094 % of affected departments will participate in planning initiatives where cross- 100% 100% 100% 100%
departmental issues have been identified
1095 # of preliminary plats reviewed by staff N/A 22 30 30
1096 # of rezoning applications reviewed by staff 153 143 100 100
Current Planning and Urban Design - Urban Design and Community Appearance
1097 % of citizens surveyed who say they are satisfied with the appearance of the 62% 62% 65% 65%
community
1098 % of change in property values within all design districts 23% 23% 7% 7%
1099 # of applications reviewed in design districts 403 814 600 600
1100 # of Historic Landmark and District Designations approved N/A 4 3 3
1101 # of National Register Nominations reviewed N/A 2 5 5
Planning and Redevelopment - Comprehensive Planning
1102 % of new development and redevelopment that occurs in the inner-loop 17% 19% 20% 20%
1103 % change in Wellness Score in the 20% of zip codes with the lowest scores N/A N/A 3% 3%
1104 % Comprehensive plan policies implemented or in active use 60% 60% 62% 62%
1105 # of comprehensive plan policies implemented or in active use 187 187 191 191
1106 # of square feet of development citywide 22,225,281 20,607,310 20,000,000 20,000,000
1107 # of Comprehensive Plan policies 310 310 310 310

Planning
Planning and Redevelopment - Urban Redevelopment
1108 % change in new construction and building remodels in CDRP, TIF, and BIDs N/A N/A 4% 4%
1109 % of CRDP districts that maintain or increase sales tax revenue 90% 90% 58% 58%
1110 # of commercial districts (in the CDRP) that maintain or increase sales tax revenue 9.00 9.00 7.00 7.00
1111 # of events sponsored by the Districts in the CDRP Program N/A 140 140 140

Police
Long-Term Issue - Greater Need for Police Presence and Services
The growing demand for police presence and services coupled with the increasing scope and complexity of police services, if not adequately addressed, will result in:
Slower police response times
Increasing crime rate and reduced percentage of crimes solved
Decreased citizen satisfaction with police services and feelings of community safety
Decreased traffic enforcement
Continue the use of overtime programs to address high crime areas.
Increase traffic enforcement citywide.
Increase personnel in Investigations, Operations and community based programs.
By 2018, police presence and services will adequately increase while maintaining the level of core services citywide, as evidenced by:
55% or more of citizens citywide report they feel safe.
72% or more of citizens will be satisfied with quality of police services citywide.
80% or more of life threatening calls (Priority 1) will be responded to within 9 minutes 30 seconds from the time a 911 call is answered to officer arrival.
Property crime clearance rate equal to or above the national average of 19.0%.
Violent crime clearance rate equal to or above the national average of 46.8%.
1112 % of citizens citywide reporting they feel safe ¹ 53% 48% 55% 55%
1113 % of citizens reporting they are satisfied with the quality of police services 71% 69% 72% 72%
citywide ¹
1114 % of Life Threatening calls (Priority 1) responded to within 9 minutes 30 seconds 72% 72% 80% 80%
from the time a 911 call is answered until officer arrival
1115 % of property crimes cleared by arrest, prosecution, or other means ² 30% 25% 27% 27%
1116 % of person crimes cleared by arrest, prosecution, or other means ² 69% 69% 68% 68%
[1] Based on the 2005 Citizen Survey Results. This measure includes the categories of safe and very safe or satisfied and very satisfied.
[2] Based on 2013 statistics from the latest available data published by the FBI.

Police
Long-Term Issue - Violent Crime
A continued trend of violent crime, if not adequately addressed, will result in:
Increased assaults and homicides
Increased gang violence
Increased demand on public services
Decreased feeling of public safety
Increase police presence and enforcement in strategic areas using Oklahoma SAFE Grant overtime initiatives.
Continue efforts to reduce crime through community based programs and social outreach opportunities.
Continue recruitment, hiring and training of new officers to fill vacancies.
Continue Safe Streets Task Force Program with FBI.
By 2018, the Police Department will address the rise in violent crime and gang violence by:
Reducing the number of aggravated assaults citywide by 5%.
Reduce the number of gang-related deadly weapon assaults by 20%.
1117 % decrease in aggravated assaults 13% 13% 5% 5%
1118 % reduction in the number of gang-related deadly weapon assaults 21% 11% 20% 20%

Police
Long-Term Issue - Procedural Justice
Procedural justice is defined as the idea of fairness in the processes that resolve disputes and allocate resources. It is not a practice but a philosophy and a movement
which promotes positive organizational change, upholds police legitimacy in the community, and enhances officer safety. The continuing need to maintain and increase
public trust, if not addressed, will result in:
Negative public perception
Decreased ability to recruit candidates
Decreased citizen satisfaction and cooperation
Continue to review and revise policies and procedures.
Continue to participate in community outreach through community programs and partnerships.
Expanding the concept of Procedural Justice to employees through recruit and in-service training.
Continue implementation of Body Worn Camera program.
By 2018, all of Patrol, Gang Enforcement and applicable units within the Uniform Support Division will be outfitted with body-worn cameras.
1119 # of body-worn cameras in service 100 76 100 300

By 2018, 100% of officers will be trained in the Procedural Justice concept of de-escalation using scenario based training and critical decision making skills.
By 2018, 72% or more citizens will be satisfied with the quality of police services citywide.
1121 % of citizens reporting they are satisfied with the quality of police services citywide 71% 69% 72% 72%

current fiscal year
1124 % of underutilized vehicles in the fleet N/A 7% 10% 10%
1125 # of full-time employees supported 1,455 1,378 1,447 1,432

Police
Administrative - Emergency Management
1127 % of Federal and State required all-hazard emergency or disaster plans reviewed 100% 100% 100% 100%
and updated
1128 # of people contacted per presentation or event 62.66 87.92 100.00 80.00
1129 # of citizens contacted through public education and outreach presentations, 2,005 3,837 2,400 2,400
events or opportunities
1130 # of exercises conducted 5 9 4 4
1131 # of external partner exercises participated in and/or assisted with 5 5 4 4
1132 # of Federal & State all-hazard emergency or disaster plans reviewed or updated 5.00 5.00 5.00 5.00
1133 # of public education and outreach presentations, events or opportunities 32 44 24 30
1134 # of responder training courses coordinated, sponsored and/or conducted 25 26 12 12
1135 # of responses to significant events, emergencies or disasters 20 24 12 12
1136 # of Federal & State all-hazard emergency or disaster plans to be reviewed or 5.00 5.00 5.00 5.00
updated
Administrative - Human Resources
1137 % of applications received from minority applicants 78% 80% 80% 80%
termination date
1140 # of candidates hired through online recruiting efforts 46 8 12 23
1141 # of minority recruits hired 36 36 10 20
1142 # of applications for sworn positions received by department 754 607 840 840
1143 # of full-time and part-time employees N/A N/A 1,543 1,543
Administrative - Professional Standards
1144 % of admin investigations completed within six months 64% 78% 67% 67%

Police
Administrative - Professional Standards
1145 # of administrative investigations 39 43 30 30
1146 # of criminal investigations 5 4 6 6
Administrative - Public Information
1147 # of views per Facebook post 112,790.48 36,978.02 120,000.00 120,000.00
1148 # of views of Facebook posts 84,028,909 37,821,462 108,000,000 108,000,000
1149 # of citizen requests responded to 2,573 1,474 1,680 1,680
1150 # of Facebook posts 745 1,023 900 900
1151 # of media requests responded to 6,565 7,682 6,320 6,320
1152 # of written news releases produced through the PIO 429 404 175 175
Investigations - Investigations
1153 % of person crimes cleared by arrest, prosecution, or other means 69% 69% 68% 68%
1154 % of property crimes cleared by arrest, prosecution, or other means 30% 25% 27% 27%
1155 # of investigations conducted (all investigations including Municipal Court charges 31,502 29,260 34,000 34,000
as well as State Court charges)
1156 # of cases routed for review 63,724 64,065 70,000 70,000
Investigations - Investigations Support
1157 % of peer reviewed validated crime lab results delivered within time standards 65% 50% 100% 100%
- fingerprint 7 business days
- controlled substance 30 days
- DNA 90 days for crimes against persons
- firearm ex
1158 % of DNA cases submitted for property and person crimes that are analyzed within 37% 17% 100% 100%
90 days
1159 # of crime lab tests conducted 55,889 62,297 55,000 55,000
1160 # of firearms entered into the National Integrated Ballistic Information Network 1,078 1,089 1,000 1,000

Police
Investigations - Special Investigations
1161 # of drive-by shootings per 100,000 residents 12.64 13.73 17.88 17.88
1162 # of gang-related deadly weapon assaults per 100,000 residents 7.64 6.64 14.90 14.90
1163 # of Special Projects’ illicit drug cases presented for prosecution per 100,000 755.21 731.51 600.00 600.00
residents
1164 % of all electronic media device forensic examinations completed within 30 days 80% 94% 90% 90%
1165 % of graffiti crimes cleared by arrest, prosecution, or other means 125% 122% 75% 75%
1166 % reduction in the number of gang-related deadly weapon assaults 21% 11% 20% 20%
1167 # of computer, digital, electronic and other media device forensic examinations 525 501 402 402
completed
1168 # of gang-related deadly weapon assaults 49 43 95 95
1169 # of graffiti investigations conducted by Special Investigations 217 364 175 175
1170 # of graffitti crimes cleared by arrest, prosecution, or other means 272 444 131 131
1171 # of computer, digital and electronic and other media device forensic examinations 494 548 402 402
requested
1172 # of graffiti investigation requests reported by Special Investigations 154 136 150 150
Operations - Crime Prevention and Awareness
1173 % of crime prevention and awareness training participants who report they 100% 100% 96% 96%
received important/useful information
1174 # of crime prevention and awareness participants trained 6,673 7,570 6,550 6,550
1175 # of criminal nuisance abatement cases 234 271 185 185
Operations - Patrol
1176 % decrease in aggravated assaults 13% 13% 5% 5%
1177 % of citizens citywide reporting they feel safe 53% 48% 55% 55%
1178 % of citizens reporting they are satisfied with the quality of police services citywide 71% 69% 72% 72%
1179 % of Life Threatening calls (Priority 1) responded to within 9 minutes 30 seconds 72% 72% 80% 80%
from the time a 911 call is answered until officer arrival

Police
Operations - Patrol
1180 % of life threatening calls (Priority 1) responded to within 7 minutes from dispatch 68% 68% 80% 80%
to arrival
1181 % of officers that achieve the minimum performance standards per hour for their 78% 81% 80% 80%
patrol shift and division
1182 # of body-worn cameras in service 100 76 100 300
1183 # of calls for service answered 365,875 371,462 370,000 370,000
1184 # of helicopter hours flown 1,543.10 1,333.28 1,500.00 1,500.00
1185 # of hours of time on call provided 287,643.00 283,853.17 280,000.00 280,000.00
1186 # of Priority 1 calls dispatched 17,299 16,660 18,100 18,100
1187 # of self-initiated events provided 69,384 72,836 75,000 75,000
1188 # of special event security hours provided 26,186.00 26,310.60 22,000.00 22,000.00
1189 # of specialized unit responses provided 64 97 86 86
Operations - Traffic Safety
1190 # of traffic collisions per 1,000 residents of Oklahoma City 24.44 22.44 25.07 25.07
1191 % of citizens that are satisfied with traffic enforcement 58% 58% 58% 58%
1192 # of traffic contacts per 1,000 residents of Oklahoma City 155.47 190.36 183.84 183.84
1193 # of traffic fatalities per 1,000 residents of Oklahoma City 0.14 0.12 0.12 0.12
1194 # of traffic collision investigations completed 15,669 14,655 15,000 15,000
1195 # of traffic contacts made 99,658 124,307 110,000 110,000
Operations - Youth Services
1196 # of crimes reported to School Resource Officers in schools per 1,000 students 4.11 5.18 5.06 5.06
1197 % decrease in truancy rate of students served by truancy officers 36% 44% 50% 50%
1198 # of youths served in PCR educational programs 9,402 10,275 10,000 10,000
1199 # of students served by truancy officers 7,469 6,320 8,000 8,000
1200 # of youths processed by all of OCPD through Community Intervention Center. 1,406 1,301 1,200 1,200

Police
Operations - Youth Services
1201 # of students in OKCPS/OCPD secondary schools per year 12,241 13,226 12,241 12,241
Public Safety Support - 911 Communications
1202 % of 911 calls answered within 10 seconds 91% 92% 90% 90%
1203 % of life threatening (Priority 1) calls dispatched within 2 minutes 30 seconds 85% 84% 85% 85%
1204 # of emergency calls serviced 1,025,644 1,025,314 1,100,000 1,030,000
1205 # of calls serviced 1,052,061 1,050,979 1,100,000 1,100,000
Public Safety Support - Inmate Processing/Incarceration Alternative
1206 % of arrestees booked in the jail, by any law enforcement agency, who are 99% 99% 100% 100%
accurately identified at the time of booking/intake
1207 # of arrestees (OCPD and City Marshal) processed 28,630 N/A 29,260 23,040
1208 # of Detox admissions provided 4,851 4,428 5,300 4,280
1209 # of inmate days utilized 41,198 31,219 43,800 29,200
Public Safety Support - Permit Services
1210 % of alarm responses with alarm permits 35% 32% 45% 46%
1211 % of total alarm responses that are false alarms 97% 97% 93% 96%
1212 # of alarms responded to 41,512 40,728 45,000 38,595
1213 # of all permits and renewels processed 39,509 35,766 45,000 41,500
Public Safety Support - Records Management
1214 % of priority reports entered within 24 hours 100% 100% 100% 100%
1215 % of non-priority reports entered within 7 days 100% 100% 100% 100%
1216 # of non-priority reports entered 43,140 39,416 43,000 41,000
1217 # of priority reports entered 122,054 118,884 121,000 120,000
Public Safety Support - Training

Police
Public Safety Support - Training
1219 % of officers who rate advanced training as high or very high in supporting the 77% 72% 75% 75%
knowledge and skills needed to provide public safety services
1220 % of graduating recruits with a functional level of Spanish 100% 90% 100% 100%
1221 # of recruits that graduate from the Police Training Academy 92 59 60 30
1222 # of training hours provided to officers 3,250 3,130 2,600 2,000

Long-Term Issue - State of Good Repair
The need to replace buses and modernize and upgrade business systems, equipment, and technology, coupled with the increasing cost of those improvements, if not
Loss of revenue
Difficulty attracting new customers
Decreased customer safety
Lost efficiencies
Increased operating and maintenance costs
Non-compliance with local, state, and federal requirements
Seek funding alternatives to ensure buses are replaced by the end of their useful economic life.
Expand skill set of supervisors to leverage new technology to monitor the schedule adherence of each bus so contingency drivers and equipment can be used to
improve on-time performance.
Complete equipment and facility preventative maintenance work on schedule.
Continue updating technology and improve convenience in the parking program in order to improve customer service, reliability, security and safety.
Continue annual capital improvement projects to parking, bus, bike share and ferry assets.
Develop Transit Asset Management plan as mandated by the Federal Transportation Administration.
By 2019, public transportation and parking customers will benefit from more reliable service, as evidenced by:
At least 85% of fixed-route trips will provide on-time arrival.
At least 95% of EMBARK Plus paratransit pick-ups will be on time.
At least 99% of EMBARK Oklahoma River Cruises trips will provide on-time arrival.
At least 99% uptime hours for metered parking hours available for residents and visitors parking in Downtown Oklahoma City.
95% of the EMBARK fleet will be within lifecycle.
1223 % of on-time bus arrivals 66% 68% 75% 75%
1224 % of EMBARK Plus customer trips with on time pick up 90.36% 90.32% 92.00% 92.50%
1225 % of EMBARK Oklahoma River Cruises trips with on-time arrival 99% 99% 95% 97%

Long-Term Issue - State of Good Repair
1226 % of uptime hours for metered parking N/A 100% 100% 100%
1227 % of the EMBARK fleet within lifecycle N/A 77% 90% 86%
Long-Term Issue - Workforce Development

Continual difficulty in recruiting, developing and retaining a skilled and well trained workforce, due to a competitive compensation environment, varying shifts, and
governing regulations, if not addressed, will jeopardize the ability to provide safe and customer-friendly services.
Continue required quarterly safety and security training classes for operations and maintenance staff.
Conduct targeted safety and security campaigns.
Monitor safety and security training of contract operators.
Continue retention team meetings to evaluate new bus operators at 45, 65 and 80 day increments and expand retention team concept to other operational
areas.
Develop succession plan.
Develop recruitment plan.
Provide customer service training for employees.
Develop and implement an employee recognition program.
By 2019, public transportation and parking customers will benefit from a skilled workforce that provides safe service, as evidenced by:
Accidents will be at or below 1.5 per 100,000 miles.
1228 # of accidents per 100,000 miles 3.78 3.08 2.40 2.40
By 2019, the Public Transportation and Parking Department will retain a well trained workforce, as evidenced by:
Annual turnover rate of employees will be less than 15%.
At least 80% of full time employees will be employed by EMBARK for at least 24 months beyond the date of hire.
1229 Annual Turnover Rate of Employees 24% 27% 12% 18%
1230 % of full-time employees employed by EMBARK for at least 24 months beyond the N/A 21% 38% 60%
date of hire

Long-Term Issue - Sustainable Growth and Service Development
Increasing demand for various modes of transportation, inadequate coordination between public and private entities, and lack of dedicated funding sources, if not
An increased gap between the modes of transportation services provided and those demanded by a diverse and growing public transportation customer base
A reduction of public transportation services and diminished ability for residents to get to work, medical appointments, shopping, school, day care, recreational
activities and access to other basic services
Missed opportunities for effective partnerships and economic development
Demonstrate use of available resources through reports to residents and riders that convey accomplishments using transit system metrics and goals.
Maximize ridership through additional system enhancements for bus, ferry, van pool, bike share and park and ride.
Seek funding alternatives for timely replacement of buses that have reached the end of their economic, useful life.
Establish streetcar operations.
Promote Transit Oriented Development (TOD) and land use strategies to developers, policy makers, and City departments.
Serve on the Regional Transit Authority Task Force to develop a regional transit authority.
By 2019, public transportation services will make the best use of available resources, as evidenced by:
Passengers per weekday bus service hour will be at or above 20.
Passengers per ferry service hour will be at or above 10.
Average Spokies riders per month will be at or above 500.
Operating expenses will be at or below $7.50 per fixed route bus passenger.
Average frequency for EMBARK weekday fixed-route bus service will be less than 30 minutes.
The number of EMBARK Plus paratransit trips denied due to capacity constraints will be less than 2%.
1232 # of passengers per ferry service hour 10.49 12.82 11.00 12.07
1233 Average Spokies trips per month 658 738 700 710
1234 $ of operating expenses per fixed route bus passenger 6.25 6.11 7.50 7.50
1235 Average frequency for EMBARK weekday fixed-route bus service 34.57 34.57 30.00 30.00

Long-Term Issue - Sustainable Growth and Service Development
1236 % of EMBARK Plus paratransit trips denied due to capacity constraints N/A 1% 2% 2%
Long-Term Issue - Community Relations

Increased community expectations such as later evening and weekend public transit services, environmental stewardship, convenient parking facilities, demand for
new/modern amenities and services, along with a persistent lack of awareness of public transportation and parking services, if not addressed, will result in:
Missed opportunities to attract new customers
Diminished community support and confidence
Develop, implement and maintain technology-based customer centric programs and technology.
Improve and increase customer service training.
Maintain clean and safe parking, bus, bike share, streetcar and ferry vehicles and facilities.
Conduct surveys of rider, non-rider and parking customers.
Partner with community organizations and teach how-to-ride classes.
Develop and implement ongoing service awareness campaigns.
Construct new transit shelters and transit stop improvements.
By 2019, public transportation and parking customers will experience increased customer satisfaction, as evidenced by:
80% of public bus transportation customers surveyed will state they are satisfied with fixed-route services.
80% of public bike share transportation customers surveyed will state they are satisfied with services.
90% of off-street parking services customers surveyed will state they are satisfied with services.
At least 90% of EMBARK plus paratransit customers will rate the services provided as satisfactory.
75% of EMBARK bus transportation customers surveyed will be satisfied with the availability of accessible bus stops and covered shelters.
1237 % of public transportation customers surveyed who are satisfied with fixed-route 70% 70% 78% 78%
services
1238 % of public bike share transportation customers surveyed who are satisfied with N/A N/A 80% 83%
services
1239 % of off-street parking services customers who are satisfied with services 91% 88% 94% 94%

Long-Term Issue - Community Relations
1240 % of EMBARK Plus customers surveyed rating the services provided as satisfactory N/A N/A 90% 92%
1241 % of customers surveyed who are satisfied with the availability of accessible bus N/A N/A N/A N/A
stops and covered shelters
Long-Term Issue - Security
Increasing emphasis on security in public transportation and limited enforcement resources, coupled with growing ridership, extended service hours and new transit
modes if not addressed will result in:
Less safe customer and employee environment
Decrease in ridership and customer satisfaction
Reduced ability to attract and retain employees
Diminished value of services to the community
Impaired ability to pass regional transit initiatives
Continue to invest annual security grant funding for security enhancements.
Determine the feasibility and research the impact of developing a transit police program.
Identify security issues by type and track for developing new security programs.
Continue to work with local Transportation Security Administration officials to adapt security best practices to EMBARK operations.
By 2019, public transportation customers and employees will benefit from a more secure transit system, as evidenced by:
Security incidents will be at or below 1 per 100,000 passengers.
90% of passengers surveyed will report they feel safe at the transit center, bus stops, or while riding the bus.
1242 # of security incidents per 100,000 passengers 0.2516 0.1177 0.1515 0.1515
1243 % of customers surveyed who feel safe at the transit center, bus stops or while N/A 73% N/A N/A
riding the bus

Long-Term Issue - Oklahoma City Streetcar
The increasing need and growing expectation to establish and integrate the Oklahoma City Streetcar as an efficient and viable downtown transit option, coupled with
the need to educate the public and coordinate with other entities in order to successfully launch the Oklahoma City Streetcar, if not addressed will result in:
Reduced ability to attract and retain customers
Inability to generate sponsorship funding and attract community partners
Unsafe interactions with motorists, pedestrians, and cyclists
Reduced public confidence for future streetcar expansion
Minimal additional TOD and economic development along the route
Continue to coordinate with MAPS 3 Office for all operational requirements during construction.
Establish streetcar service by following and amending the Operations Plan.
Develop and implement public awareness strategies to educate the community about streetcar service and how to safely interact with the streetcar as a
pedestrian, driver, rider, and cyclist.
Partner with State Safety Oversight Office (ODOT), Federal Transit Administration and various local agencies to secure all required safety certifications.
Effectively negotiate and manage the contract for streetcar operations and maintenance for a success launch and continuation of service past opening day.
Provide open lines of communicate with property and business owners throughout the construction process and after operations begin.
Develop and maintain interest and support from property and business owners along and near the route.
Work with public and private programs to encourage density and development along and near the route.
By 2019, Oklahoma City Streetcar will be operational as evidenced by:
100% of operational milestones will be achieved.
100% of safety milestones will be achieved.
100% of adjacent property owners and businesses will receive an initial contact.
1244 % of operational milestones achieved N/A N/A 67% 100%
1245 % of safety milestones achieved N/A N/A 56% 100%
1246 % of adjacent property owners and businesses receiving initial contact N/A N/A 19% 81%


1248 % of full-time employees employed by EMBARK for at least 24 months beyond the N/A 21% 38% 60%
date of hire
termination date
1251 % of time public transportation vehicles on schedule N/A N/A 92% 92%
1252 Annual Turnover Rate of Employees 24% 27% 12% 18%
Administrative - Public Information & Customer Relations
1255 % of customer calls answered in 30 seconds 80% 83% 85% 82%
1256 % of customer inquiries, requiring staff research and review, responded to within 5 78% 68% 80% 77%
business days
1257 # of customer calls answered 142,736 106,484 210,000 140,000
1258 # of customer inquiries, requiring staff research and review, responded to 1,661 1,466 1,425 1,752
1259 # of information technology requests closed N/A N/A N/A 440
1260 # of customer calls received 165,814 125,146 240,000 155,000
1261 # of customer inquiries, requiring staff research and review, received 1,742 1,452 1,900 1,800
1262 # of information technology requests opened N/A N/A N/A 1,300
Administrative - Safety and Risk Management
1263 % of FTE Employees without an on-the-job injury (OJI) in the current fiscal year 87% 87% 94% 94%
1264 # of accidents per 100,000 miles 3.78 3.08 2.40 2.40
1265 # of security incidents per 100,000 passengers 0.2516 0.1177 0.1515 0.1515
1266 Estimated cost per claim 6,865 5,297 6,500 6,500
1267 # of claims filed 29 26 22 22
1268 # of employees injured on the job 30 30 15 15

Administrative - Safety and Risk Management
1269 # of employees trained 1,224 774 1,200 1,200
1270 # of safety training sessions conducted 164 239 120 120
1271 # of vehicle accidents 127 106 71 71
1272 # of safety training requests needed 923 876 900 900
Parking - Municipal Off Street Parking
1273 % of monthly vehicle spaces occupied 106% 96% 100% 100%
1274 % of off-street parking services customers who are satisfied with services 91% 88% 94% 94%
1275 % of tenants satisfied with services N/A N/A 91% 91%
1276 # of customers assisted with value-added services (tire inflates, jump starts, etc.) N/A 270 240 240
1277 # of parking customers served N/A 295,616 308,400 308,400
1278 # of parking transactions completed N/A 2,511,500 310,800 310,800
1279 # of proactive off-street parking work orders completed N/A 567 900 900
1280 # of reactive off-street parking work orders completed N/A 190 300 300
1281 # of security responses provided N/A 2,542 2,724 2,724
Parking - On-Street Parking Meter
1282 % uptime for multi-space parking meters N/A 100% 100% 100%
1283 % uptime for single-space parking meters N/A 100% 100% N/A
1284 # of faulty meter complaints per metered parking spaces 0.0039 0.0039 0.0098 0.0098
1285 # of parking meter hours provided N/A 67,210.00 67,220.00 67,220.00
1286 # of parking meter repairs provided N/A 70 96 96
1287 # of proactive on-street parking work order completed N/A 0 240 240
1288 # of reactive on-street parking work order completed N/A 70 96 96
Public Transportation - Bus Operations
1290 # of vehicle accidents per 100,000 miles 3.76 2.95 2.21 2.21

Public Transportation - Bus Operations
1291 % of on-time bus arrivals 66% 68% 75% 75%
1292 # of customer injury claims per 100,000 service miles 0.53 0.35 0.66 0.66
1293 # of passengers per night service hour N/A 8.28 9.00 9.00
1294 # of passengers per operating weekday 11,417.50 11,292.93 11,800.00 12,188.98
1295 # of passengers per operating weekend day 4,822.71 4,686.65 5,000.00 4,754.72
1296 # of passengers per operating weeknight N/A 372.57 421.12 421.12
1297 # of passengers per weekend service hour 15.93 15.45 16.51 16.00
1298 $ of operating expenses per fixed route bus passenger 6.25 6.11 7.50 7.50
1299 % of public transportation customers surveyed who are satisfied with fixed-route 70% 70% 78% 78%
services
1300 Average frequency for EMBARK weekday fixed-route bus service 34.57 34.57 30.00 30.00
1301 # of passenger trips provided 3,180,256 3,146,025 3,300,000 3,096,000
1302 # of service miles driven 2,848,876.47 2,907,986.85 2,869,072.00 2,950,000.00
1303 # of weekday service hours provided 168,763.38 172,337.86 162,011.00 172,000.00
1304 # of weekend service hours provided 15,438.56 16,200.20 15,750.00 15,750.00
1305 # of weeknight service hours provided N/A 11,520.00 11,885.00 11,885.00
1306 $ operating expenditure per service hour provided 107.85 101.97 95.59 115.12
Public Transportation - Bus Stop Management
1307 % of bus stops that are ADA compliant N/A 38% N/A 31%
1308 % of bus stops with a bench or shelter N/A 96% N/A 77%
1309 % of bus stop repair work orders completed on time N/A N/A N/A 100%
1310 % of customers satisfied with cleanliness of bus shelters N/A N/A N/A N/A
1311 # of bus benches added N/A N/A 0 0
1312 # of bus shelters constructed N/A N/A N/A 25
1313 # of bus stops made ADA compliant N/A N/A 0 40

Public Transportation - Bus Stop Management
1314 # of work orders completed N/A N/A N/A 180
1315 # of bus stops with benches to be maintained N/A 905 N/A 913
1316 # of bus stops with shelters to be maintained N/A 126 0 116
1317 # of bus stops with sign only to be maintained N/A 47 0 303
Public Transportation - EMBARK Plus ADA Transportation
1318 % of EMBARK Plus customer trip requests that are completed 99.21% 97.54% 98.00% 98.00%
1319 % of EMBARK Plus customers surveyed rating the services provided as satisfactory N/A N/A 90% 92%
1320 # of EMBARK Plus transportation accidents per 1,000 service miles 0.04 0.04 0.08 0.08
1321 % of EMBARK Plus applications processed within 21 calendar days N/A N/A 100% 100%
1322 % of EMBARK Plus customer trips with on time pick up 90.36% 90.32% 92.00% 92.50%
1323 % of EMBARK Plus reservation calls answered in 30 seconds 65% 71% 76% 76%
1324 # of EMBARK Plus applications processed N/A N/A 60 60
1325 # of EMBARK Plus customer trips provided 48,186 50,468 48,000 50,000
1326 # of EMBARK Plus reservation calls answered 34,869 36,965 33,690 34,750
1327 # of EMBARK Plus customer trips requested 63,954 65,446 66,000 66,000
1328 # of EMBARK Plus reservation calls received 41,955 42,224 42,000 42,000
1329 $ Expenditure per EMBARK Plus customer trip provided 64.86 56.70 86.81 82.38
Public Transportation - Facilities Management
1330 % of total facility service requests that are unscheduled 48% 39% 50% 50%
1331 % of customers satisfied with cleanliness of Transit Center 70% 70% N/A N/A
1332 # of preventative maintenance and scheduled facility service requests completed 354 377 350 350
1333 # of unscheduled facility service requests completed 330 243 351 351
1334 $ operating expenditure per facility service request completed 2,425.08 2,823.25 120.17 120.17
Public Transportation - Fleet Management
1335 # of miles driven between interruptions for fixed-route N/A 15,268.67 17,000.00 17,000.00

Public Transportation - Fleet Management
1336 # of miles driven between interruptions for paratransit N/A 57,696.17 50,000.00 50,000.00
1337 % of customers satisfied with cleanliness of buses N/A N/A N/A N/A
1338 % of fixed-route fleet available N/A 77% 78% 78%
1339 % of paratransit fleet available N/A 78% 63% 63%
1340 % of the EMBARK fleet within lifecycle N/A 77% 90% 86%
1341 % of vehicle preventive maintenance procedures completed on time 100% 100% 100% 100%
1342 # of fixed-route buses available for service N/A 49 49 49
1343 # of interruptions in service for fixed-route fleet N/A 198 216 216
1344 # of interruptions in service for paratransit fleet N/A 2 6 12
1345 # of paratransit buses available for service N/A 19 15 15
1346 # of vehicle preventive maintenance procedures completed 1,569 1,197 1,200 1,200
1347 # of vehicle repair work orders completed 4,579 4,067 5,000 5,000
1348 # of all vehicle repair work orders generated 6,148 5,245 6,200 6,200
1349 # of buses in fixed-route fleet N/A 63 63 63
1350 # of buses in paratransit fleet N/A 24 24 24
1351 # of fixed-route buses required for service N/A 49 49 49
1352 # of paratransit buses required for service N/A 15 15 15
1353 $ maintenance expenditure per mile driven 1.53 1.35 1.67 1.67
Public Transportation - Oklahoma River Cruises
1354 # of passengers per ferry service hour 10.49 12.82 11.00 12.07
1355 % of EMBARK Oklahoma River Cruises trips with on-time arrival 99% 99% 95% 97%
1356 % of ferry customers rating service as satisfactory 100% 100% 100% 100%
1357 % of scheduled ferry service hours lost 5% 5% 5% 5%
1358 # of ferry passengers transported 11,991 13,890 12,148 12,795
1359 # of ferry service hours provided 1,143.05 1,083.33 1,104.31 1,060.00

Public Transportation - Oklahoma River Cruises
1360 # of safety drills performed 141 146 115 114
1361 # of ferry service hours scheduled 1,207.27 1,138.33 1,158.45 1,116.00
1362 $ expenditure per ferry passenger transported 82.09 65.17 63.95 60.72
Public Transportation - Social Services Transportation
1363 % of senior transportation customers rating services as satisfactory 97% 97% 98% 98%
1364 # of passengers per day utilizing social services transportation N/A 340.32 390.16 350.00
1365 # of bus passes distributed to homeless or low-income individuals N/A 34,288 38,000 34,500
1366 # of homeless or low-income transportation trips provided N/A 42,948 47,370 45,000
1367 # of senior transportation trips provided N/A 44,854 50,950 55,075
1368 # of bus passes requested for homeless or low-income individuals N/A 53,580 53,600 55,150
1369 $ Expenditure per social services trip provided N/A 4.48 0.40 0.39
Public Transportation - Spokies Bike Share
1370 # of Bike trips per available bike 25.30 14.47 14.58 14.79
1371 Average Spokies trips per month 658 738 700 710
1372 % of Bikes available for use 100.00% 100.00% 96.00% 94.12%
1373 % of public bike share transportation customers surveyed who are satisfied with N/A N/A 80% 83%
services
1374 # of Bike trips 7,893 8,857 8,400 8,520
1375 # of Bikes available for use 26 51 48 48
1376 # of Bikes in Fleet 26 51 50 51
Public Transportation - Streetcar
1377 % of operational milestones achieved N/A N/A 67% 100%
1378 % of public awareness milestones achieved N/A N/A 100% 100%
1379 % of safety milestones achieved N/A N/A 56% 100%
1380 % of adjacent property owners and businesses receiving initial contact N/A N/A 19% 81%

Public Transportation - Streetcar
1381 % of required vehicle testing hours completed N/A N/A N/A N/A
1382 # of adjacent property owners and businesses contacted N/A N/A 100 434
1383 # of hours of vehicle testing completed N/A N/A N/A 0
1384 # of milestones achieved N/A N/A 13 24
1385 # of adjacent property owners and businesses N/A 534 534 534
1386 # of hours of vehicle testing required N/A N/A N/A 0
1387 # of milestones identified N/A N/A 19 24

Public Works
Long-Term Issue - Condition of Streets
Increasing citizen expectations for quality streets coupled with limited resources to provide new street construction and maintenance will result in decreased satisfaction
in the condition of city streets.
Continue to provide efficient management that combines routine maintenance, street resurfacing, and new construction to improve overall condition of city
streets.
Maintain a minimum of two active utility cut repair contracts in order to meet repair completion targets.
Annually, the Public Works Department will improve the timeliness of infrastructure repairs, as follows:
Complete 80% of pothole repairs within 3 days of request.
Complete 80% of permanent utility cut repairs within 30 calendar days of receipt from line maintenance.
1388 % of pothole repairs completed within 3 days of request 66% 73% 80% 80%
1389 % of permanent utility cut repairs completed within 30 calendar days of receipt 65% 64% 80% 80%
from Line Maintenance
Annually, the Public Works Department will:
Complete 40 miles of chip seal resurfacing
Complete 80 miles of resurfacing
Meet 100% of contract award schedules for street resurfacing, streetscape and street-widening projects
1390 # of miles chip sealed 45.00 44.34 40.00 40.00
1391 # of miles resurfaced 64.75 0.72 80.00 80.00
1392 % of contract award schedules met for street resurfacing, streetscape and street- N/A N/A 100% 100%
widening projects
By June 2018, citizen satisfaction with the condition of arterial streets will meet or exceed 40%

Public Works
Long-Term Issue - Condition of Streets
By June 2018, citizen satisfaction with the condition of residential streets will meet or exceed 50%
1394 % of citizens satisfied with condition of residential streets 39% 34% 50% 50%
By June 2018, 50% of arterial streets will have a Pavement Condition Index (PCI) rating of 70 or above
1395 % of arterial streets with a Pavement Condition Index (PCI) rating of 70 or above 33% 33% 50% 50%
Long-Term Issue - G.O. Bond Program

The continuing priority to expedite bond project construction will require resources to be focused on the bond program.
Ensure consistent delivery and construction of all listed projects.
Manage future Bond Sales to maximize the number of projects delivered for construction in each projected bond year.
Limit construction cost increases through improved plan reviews, successful management of change orders and amendments, and expediting final acceptance of
completed projects.
By June 2018, 70% of all listed 2007 bond issue projects will be completed or under construction.
1396 % of listed 2007 projects completed or under construction 52% 52% 60% 60%
Long-Term Issue - Oklahoma River Corridor

Increasing emphasis on the river as a recreational, entertainment and sporting venue without ongoing proactive maintenance of all river systems and effective debris
removal will result in cancelled events.
Maintain scheduled preventative maintenance on the locks and dams, and maintain the sedimentation basin.
Continue the current preventive maintenance program to regularly repair and replace the hydraulic cylinders on each of the river dams.
Annually, less than 3% of scheduled days of operation and events on the Oklahoma River will be cancelled due to adverse, non-weather related river conditions.
1397 % of scheduled days of operation and events on the Oklahoma River cancelled due 0% 0% 0% 0%
to adverse, non-weather related river conditions

Public Works
Long-Term Issue - Oklahoma River Corridor
Annually, 90% of debris removals will be completed within 15 business days following a storm event
1398 % of debris removals completed within 15 working days following a storm event N/A N/A 100% 100%
Long-Term Issue - ADA Compliance

Increasing demands to comply with ADA requirements without continued training and resources will result in limited mobility for citizens and increased exposure to
potential liabilities.
Continue employee and contractor certification as required for administration, design and construction of ADA improvements.
Pursue contractor pre-qualification and licensing requirements for ADA training.
Prioritize all locations included in the listing of non-compliant locations.
Correct non-compliant locations when encountered in existing programmed work.
By June 2018, the Public Works Department will improve the City’s compliance with the Americans with Disabilities Act (ADA), as evidenced by completing 75% of
locations identified in the 2008 Downtown Accessibility Review.
1399 % of locations listed in the Downtown Accessibility Review made ADA compliant 44% 45% 58% 58%

By 2018, all prequalified and licensed contractors shall have completed the required ADA training.
1400 % of prequalified and licensed contractors that have completed the required ADA 10% 10% 75% 75%
training

Public Works
Long-Term Issue - Condition of Drainage Infrastructure
Increasing citizen expectations for improved drainage infrastructure and flood control coupled with limited resources to provide new drainage construction and
maintenance will result in decreased satisfaction in the condition of flood control infrastructure.
Continue to provide efficient management that combines inlet maintenance, rural road drainage maintenance, unimproved channel maintenance, and improved
channel maintenance to the overall condition of city drainage infrastructure.
By June 2018, the Public Works Department will improve the timeliness of infrastructure repairs, as follows:
Complete 90% of drainage repairs within 30 calendar days
1401 % of drainage repairs completed within 30 calendar days 74% 73% 90% 90%

1403 % of final responses to citizen inquiries made within 30 days 61% 59% 95% 95%
current fiscal year
1405 % of initial responses to citizen inquiries made within 2 days 67% 49% 95% 95%
1406 % of locations listed in the Downtown Accessibility Review made ADA compliant 44% 45% 58% 58%
1408 % of prequalified and licensed contractors that have completed the required ADA 10% 10% 75% 75%
training
termination date
1410 % of underutilized vehicles (excluding heavy equipment) in the Public Works Fleet 14% 20% 10% 10%
Storm Water Quality - Stormwater Permitting
1413 % of construction inspections in compliance with stormwater pollution prevention 99% 99% 97% 97%
plan requirements

Public Works
Storm Water Quality - Stormwater Permitting
1414 % of industrial inspections in compliance with stormwater pollution prevention 99% 98% 99% 99%
plan requirements
1415 # of construction enforcement actions issued 87 60 200 200
1416 # of constructions inspections conducted 8,097 8,347 7,000 7,000
1417 # of industrial enforcement actions issued 9 23 15 15
1418 # of industrial inspections conducted 1,355 1,031 1,000 1,000
1419 $ expenditure per inspection conducted 129.58 121.07 159.57 159.57
Engineering - Drainage Engineering
1420 % of bridges that recieve an acceptable rating 90% 90% 90% 90%
1421 % of property owner drainage complaint responses completed within 30 calendar 60% 61% 74% 74%
days
1422 # of bridges inspected 271 306 400 400
1423 # of drainage complaints responses 402 199 475 475
Engineering - Engineering Technical Review
1424 % of customers that receive four (4) week initial document review response 83% 79% 80% 80%
including drainage, paving and ADA compliance
1425 # of plans reviewed 832 706 400 400
1426 # of work orders issued for private development 183 197 425 425
1427 # of infrastructure plans submitted for review 1,031 904 750 750
1428 $ expenditure per document reviewed 2,821.77 1,469.47 1,888.04 1,888.04
Engineering - Paving Engineering
1429 % of arterial streets with a Pavement Condition Index (PCI) rating of 70 or above 33% 33% 50% 50%
1430 % of residential streets with a Pavement Condition Index (PCI) rating of 70 or above 53% 53% 71% 71%
1431 # of miles of residential sidewalk constructed 0.00 0.00 20.00 20.00
1432 # of miles reconstructed 1.60 1.60 6.00 6.00
1433 # of miles resurfaced N/A N/A N/A N/A

Public Works
Field Services - Construction Inspection and Construction Quality Control
1434 % of permanent utility cut repairs completed within 30 calendar days of receipt 65% 64% 80% 80%
from Line Maintenance
1435 % of plan reviews returned to Engineering within one week 85% 88% 75% 75%
1436 % of right of way inspections completed within one day of request 92% 94% 80% 80%
1437 # of inspection reports completed 26,258 25,353 35,000 35,000
1438 # of square miles of residential street rated 140.50 73.78 98.50 98.50
1439 # of square yards of sidewalks repaired and/or replaced 2,880.78 1,054.64 2,400.00 2,400.00
1440 # of square yards of street repairs completed 23,454.08 12,852.72 22,000.00 22,000.00
1441 # of utility cut repairs completed 707 661 800 800
1442 Estimated value of work inspected 318,162,849 278,980,470 300,000,000 300,000,000
Field Services - Survey
1443 % of surveys delivered by the proposed date of completion 97% 99% 90% 90%
1444 % of survey proposals provided within 3 business days of survey request 100% 100% 90% 90%
1445 # of surveys completed 153 133 120 120
Oklahoma River Corridor - Oklahoma River Corridor Maintenance Program
1446 % of debris removals completed within 15 working days following a storm event N/A N/A 100% 100%
1447 % of scheduled days of operation and events on the Oklahoma River cancelled due 0% 0% 0% 0%
to adverse, non-weather related river conditions
1448 # of square yards of rip rap replaced 71,625.00 0.00 78,747.00 78,747.00
1449 # of tons of debris removed from the Oklahoma River 224.29 237.16 175.00 175.00
Oklahoma River Corridor - Oklahoma River Engineering Program
1450 % of citizens that are satisfied with the Oklahoma River venue 58% 58% 90% 90%
1451 % of time that the river lakes are at planned full impoundment 100% 100% 88% 88%
1452 # of days the river lakes are at full impoundement 366.00 367.23 320.00 320.00

Public Works
Project Management - Contract Administration
1453 % of A/E contracts approved within 150 calendar days from advertising the project N/A N/A 85% 85%
1454 # of A/E contracts approved 230 185 185 185
1455 # of contractor pre-qualifications approved 247 200 210 210
Project Management - Facilities Project Management
1456 % of facilities construction projects completed on time 64% 72% 75% 75%
1457 % of facilities construction projects not exceeding 7% in cost increases following 67% 60% 75% 75%
award of contract
1458 % of facilities projects achieving final acceptance within 90 calendar days of 64% 72% 75% 75%
substantial completion
1459 # of Facilities Projects awarded 69 64 66 66
1460 Dollar value of facilities construction projects awarded 40,626,746 81,645,615 52,600,000 52,600,000
Project Management - Infrastructure Project Management
1461 % of contract award schedules met for street resurfacing, streetscape and street- N/A N/A 100% 100%
widening projects
1462 % of infrastructure construction projects completed on time 64% 56% 75% 75%
1463 % of infrastructure construction projects not exceeding 7% in cost increases 78% 59% 65% 65%
following award of contract
1464 % of infrastructure projects achieving final acceptance within 90 calendar days of 62% 56% 58% 58%
final inspection/substantial completion
1465 % of listed 2007 projects completed or under construction 52% 52% 60% 60%
1466 Dollar value of infrastructure projects awarded 60,525,462 54,447,868 71,820,000 71,820,000
1467 # of infrastructure projects awarded 31 37 51 51
1468 # of miles of new arterial street sidewalk constructed 14.90 12.02 9.80 9.80
1469 # of street miles widened and reconstructed 13 8 4 4
Project Management - Right of Way
1470 % of right-of-way parcels delivered within established timelines for each project 92% 94% 77% 77%

Public Works
Project Management - Right of Way
1471 # of right-of-way parcels acquired 149 79 123 123
Storm Water Quality - Environmental Water Quality
1472 % stormwater pollution tests where pollution is not detected 83% 82% 85% 85%
1473 # of dry weather sites monitored 360 693 664 664
1474 # of water samples collected 826 607 820 820
Storm Water Quality - Household Hazardous Waste Collection
1475 % of households that are aware of OKC household hazardous waste collection 64% 58% 65% 65%
services
1476 Pounds of household hazardous waste collected per 1,000 households 3,463 3,177 3,166 3,166
1477 Pounds of household hazardous waste collected 646,139.00 592,758.75 590,822.00 590,822.00
Storm Water Quality - Public Outreach
1478 % of schools contacted that will participate in the Storm Water Quality program 22% 20% 29% 29%
1479 # of schools contacted 51 60 55 55
1480 # of schools participating 0 0 16 16
1481 # of students contacted 2,356 1,176 3,000 3,000
1482 # of total public outreach contacts 2,141,240 1,610,754 2,500,000 2,500,000
Streets, Traffic & Drainage Maintenance - Drainage
1483 % of drainage repairs completed within 30 calendar days 74% 73% 90% 90%
1484 # of drainage repairs completed 2,264 2,017 2,000 2,000
1485 # of miles of unimproved channels maintained 5.69 126.89 28.00 28.00
Streets, Traffic & Drainage Maintenance - Graffiti Removal
1486 % of graffiti work orders completed within 10 days 97% 98% 90% 90%
1487 # of graffiti work orders completed 930 718 2,700 2,700
Streets, Traffic & Drainage Maintenance - Streets
1488 % of pothole repairs completed within 3 days of request 66% 73% 80% 80%

Public Works
Streets, Traffic & Drainage Maintenance - Streets
1489 % of citizens satisfied with condition of residential streets 39% 34% 50% 50%
1491 # of feet crack sealed 349,273.24 168,402.14 315,259.00 315,259.00
1492 # of miles chip sealed 45.00 44.34 40.00 40.00
1493 # of miles resurfaced 64.75 0.72 80.00 80.00
1494 # of potholes repaired 85,917 62,444 80,000 80,000
1495 # of square yards of base repairs completed 16,372.33 8,303.59 13,514.95 13,514.95
Streets, Traffic & Drainage Maintenance - Traffic Operations
1496 % of priority traffic signal calls responded to within 30 minutes 84% 86% 80% 80%
1497 # of traffic sign installation and repairs completed 4,348 4,003 3,200 3,200
1498 # of traffic signal repairs completed 7,341 6,544 5,500 5,500
1499 % of traffic work orders completed within a week 76% 80% 80% 80%
Traffic Management - Traffic and Transportation Services
1500 % of work zone permits issued within one week of request 100% 100% 100% 92%
1501 % of work zones inspected in compliance 68% 70% 56% 70%
1502 # of work zone compliance inspections 4,146 4,519 4,000 4,200
1503 # of work zone permit requests processed 2,611 2,529 2,200 2,400
1504 # of work zones 2,611 2,529 2,400 2,400
Traffic Management - Traffic Data Collection
1505 % of field studies completed within 21 calendar days 100% 100% 100% 100%
1506 % of traffic studies completed within one month of request 100% 100% 100% 100%
1507 # of field studies completed 1,053 995 1,000 1,000
Traffic Management - Traffic Engineering
1508 % of citizens satisfied with the flow of traffic and ease of getting around the City as 42% 41% 50% 50%
indicated by the citizen's survey

Public Works
Traffic Management - Traffic Engineering
1509 % of traffic studies reviewed within 30 days 100% 100% 100% 100%
1510 # of traffic construction design plans reviewed 476 413 625 475
1511 # of traffic modifications that increased safety (monthly avg) 122 117 75 120

Utilities
Long-Term Issue - Asset Management
The increasing age of the infrastructure and other capital assets, if not addressed by adequate infrastructure investment, will result in higher service disruption.
Continue system improvements and equipment replacements based on age and maintenance issues.
By the end of FY2019, utility service reliability will be maintained as indicated by:
75% of water main breaks will be repaired within 72 hours.
90% of wastewater backup calls will be responded to within 2 hours.
95% of scheduled solid waste routes collected by 5:00 p.m.
1512 % of water main breaks repaired within 72 hours 72% 78% 70% 70%
1513 % of wastewater backup calls responded to within 2 hours 95% 96% 90% 90%
1514 % of scheduled solid waste routes collected by 5:00 pm 97% 99% 95% 95%
Long-Term Issue - Expansion

The continuous growth and expansion of Oklahoma City and other communities, without additional system improvements, maintenance and personnel will result in
water, wastewater and refuse services that are unacceptable to our customers.
Continue system improvements and equipment replacements based on age and maintenance issues.
According to the Citizen Survey, Utilities will maintain or improve customer satisfaction by FY20 as indicated by:
90% of customers surveyed are satisfied with solid waste services.
86% of customers surveyed are satisfied with water services.
81% of customers surveyed are satisfied with wastewater services.
1515 % of customers surveyed who are satisfied with solid waste services 90% 90% 89% 89%
1516 % of customers surveyed are satisfied with water services 83% 83% 86% 86%
1517 % of customers surveyed are satisfied with wastewater services 80% 80% 81% 81%

Utilities
Long-Term Issue - Customer Service
Increased customer expectations such as water aesthetics, twenty-four hour service, site restoration, and additional waste collection services without service
improvements will result in a decrease in customer satisfaction.
Continue to monitor trends in customer concerns and system performance and adjust business practices accordingly.
According to the Citizen Survey, Utilities will maintain or improve customer satisfaction by FY20 as indicated by:
90% of customers surveyed are satisfied with solid waste services.
86% of customers surveyed are satisfied with water services.
81% of customers surveyed are satisfied with wastewater services.
Long-Term Issue - Workforce Stability and Development

The increasing number of retirements and difficulty in recruiting and retaining qualified employees, if not addressed, will impair Utility’s ability to maintain and improve
service reliability.
Continue to pursue training strategies to broaden employee’s workplace skills.
Implement a workforce succession plan to achieve career progression and meet job requirements.
Ensure a safe and qualified workforce for delivering customer service as indicated by:
Injury rate of 8 or less by the end of FY2020.
20 employees per year will graduate Utilities University.
1521 Injury Rate ¹ 9.57 11.43 9.20 9.20
1522 # of employees graduating Utilities University N/A N/A 20 20
[1] According to the US Bureau of Labor, an incidence rate of injuries and illnesses may be computed from the following formula: (# of injuries and illnesses X 200,000) / Employee hours worked. 200,000
hours in the formula represents the equivalent of 100 employees working 40 hours per week, 50 weeks per year, and provides the standard base for the incidence rates.

Utilities
Long-Term Issue - Modernization
The increasing need to modernize and upgrade systems, equipment, and technology, coupled with an increasing cost of those improvements, is impairing the ability to
maintain and improve customer service, efficiency, safety, regulatory monitoring and compliance, and operational performance.
Continue implementation of automation tools and monitor regulatory trends to prepare for future requirements.
Utilities will maintain federal and state regulatory compliance as evidenced by:
99% compliance rate of all wastewater treatment plants.
99% compliance rate of all water treatment plants.
1523 % of wastewater treatment plant tests in compliance with federal or state 99% 99% 99% 99%
discharge permits
1524 % of water quality tests at water treatment plants meeting federal or state 100% 100% 100% 100%
regulatory requirements
Long-Term Issue - Increasing Costs
Growth in customer demand, construction, equipment, and operational costs can be higher than revenue growth to support programs which, if not addressed, will result
in a decrease in services and customer satisfaction.
Continue to update the Utilities Financial Plan and Cost-of-Service analysis to maintain Utilities’ strong financial position.
Protect the customers’ investment in the utility by maintaining strong financial management as demonstrated by:
OCWUT will maintain bond ratings of AAA from Standard and Poor’s and Aaa from Moody’s Investors Service.
OCEAT will maintain its bond rating of AAA from Standard and Poor’s.
1525 OCWUT will maintain bond ratings of AAA from Standard and Poor's and Aaa from AAA / Aaa AAA / Aaa AAA / Aaa AAA / Aaa
Moody's Investor's Service
1526 OCEAT will maintain its bond rating of AAA from Standard and Poor's AAA AAA AAA AAA

Utilities
Long-Term Issue - Environmental Stewardship
The increasing depletion and reduced availability of natural resources and commodities, if not addressed, will result in the inability to meet service expectations of our
customers.
Continue to pursue conservation of resources in the best economic interest of our customers.
Research, develop, and present options to OCEAT for consideration of implementing single-stream recycling.
In phase two of the Cost of Service study, develop a third block conservation oriented volume fee for consideration.
Continue developing the potential for potable reuse of treated wastewater which, to date, has not been approved within the State of Oklahoma.
Utilities will maintain and improve its environmental stewardship as evidenced by:
Maintain an average daily volume of 8 million gallons of treated wastewater sold for reuse.
100% of qualified utility vehicles will be converted to CNG or hybrid fuel units by FY2020.
1527 Average daily volume (in gallons) of treated wastewater sold for reuse N/A 8.61 8.00 8.00
1528 % of qualified Utilities vehicles converted to CNG or hybrid fuel units 100% 100% 100% 100%
Administrative - Administration
current fiscal year
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
Moody's Investor's Service

Utilities
Administrative - Administration
1538 # of employees graduating Utilities University N/A N/A 20 20
Administrative - FLEET SERVICES
1541 % of Utilities vehicles and equipment available for use 96% 96% 95% 95%
1542 % of qualified Utilities vehicles converted to CNG or hybrid fuel units 100% 100% 100% 100%
1543 % of underutilized Utilities fleet vehicles 29% 26% 15% 15%
1544 # of Utilities vehicle and equipment preventative maintenance work orders 1,977 1,894 2,000 2,000
completed
1545 # of Utilities vehicle and equipment repairs completed 4,606 4,410 4,500 4,500
1546 # of vehicle equivalents in the fleet 1,178 1,207 1,100 1,100
1547 $ maintenance expenditure per vehicle equivalent 2,646.25 2,718.98 3,027.03 3,027.03
Customer Service - Customer Service/Billing
1548 % of billing discrepancies resolved within 5 business days N/A 94% 85% 85%
1549 % of utility customer calls answered within 30 seconds of first ring 58% 73% 80% 80%
1550 # of utility customer contacts N/A 646,348 600,000 600,000
1551 # of utility customer calls received 528,075 522,657 442,717 442,717
1552 $ program expenditure per utility customer contact N/A 7.63 N/A N/A
Customer Service - Field Support
1553 % of water service notifications completed within one week N/A 100% 95% 95%
1554 # of new water service construction inspections completed 4,208 3,499 3,300 3,300
1555 # of water service notifications completed 263,950 269,728 296,400 296,400
1556 # of new water service construction inspection requests 4,989 4,130 3,700 3,700
1557 # of water service notifications received 283,194 288,025 300,000 300,000

Utilities
Customer Service - Meter Reading
1558 % of meter readings that are accurate 100% 100% 100% 100%
1559 % of scheduled, aging meters replaced 102% 104% 100% 100%
1560 # of meter readings completed 2,603,287 2,666,670 2,328,884 2,328,884
1561 # of meter replacements completed 21,513 19,816 13,200 13,200
1562 # of meter readings scheduled 2,604,916 2,668,032 2,328,884 2,328,884
1563 # of meters needing repair or replacement each year 21,176 19,125 13,200 13,200
Customer Service - UTILITIES DISPATCH
1564 % of water emergencies prioritized within one hour from notification by dispatch N/A N/A N/A N/A
Engineering - Design
1565 % of projects completing construction within the contract time 82% 79% 50% 50%
1566 % of Inter-Departmental projects reviewed within 7 working days 79% 85% 85% 85%
1567 # of construction projects completed 28 37 30 30
1568 # of construction projects completed on time 23 29 15 15
1569 # of Inter-Departmental projects reviewed 70 65 70 70
1570 $ awarded for engineering and construction projects 135,712,292 70,337,609 68,580,000 68,580,000
Engineering - Infrastructure Records
1571 % of water and wastewater record requests completed within 30 minutes 87% 91% 85% 85%
1572 # of water and wastewater record requests completed 5,535 4,648 5,000 5,000
Engineering - Private Development
1573 % of water and wastewater private development plans reviewed within two weeks 74% 64% 95% 95%
of receipt
1574 # of water and wastewater private development plans reviewed 745 650 700 700
Engineering - Raw Water
1575 % of raw water projects completing construction within the contract time N/A 100% N/A N/A
1576 # of raw water construction projects completed N/A 6.00 N/A N/A

Utilities
Line Maintenance - Wastewater Line Maintenance
1577 % of wastewater backup calls responded to within 2 hours 95% 96% 90% 90%
1578 % of preventative maintenance services completed as scheduled N/A 64% 80% 80%
1579 % of wastewater work orders completed in 72 hours 75% 73% 80% 80%
1580 # of feet of preventative maintenance performed on wastewater pipe N/A 2,279,106.00 4,500,000.00 4,500,000.00
1581 # of feet of wastewater pipe replaced N/A 8,902.00 11,000.00 11,000.00
1582 # of feet of wastewater pipe TV-inspected 182,816 147,089 150,000 150,000
1583 # of feet of wastewater responsive maintenance performed on wastewater pipe 4,359,477 5,235,284 1,200,000 1,200,000
1584 # of wastewater point repairs 348 305 400 400
1585 # of wastewater work orders initiated 10,549 9,658 14,000 14,000
1586 $ Expenditure per work order completed 823.87 852.99 673.02 673.02
Line Maintenance - Water Line Maintenance
1587 % of water emergencies prioritized within one hour from notification by dispatch 87% 85% 95% 95%
1588 % of water main breaks repaired within 72 hours 72% 78% 70% 70%
1589 # of hydrant repairs made 484 443 500 500
1590 # of property restorations made N/A 304 1,500 1,500
1591 # of service line repairs made 2,050 2,046 5,000 5,000
1592 # of valve repairs made 226 188 190 190
1593 # of water main repairs made 994 1,309 1,500 1,500
1594 # of water line maintenance service requests initiated 4,134 5,568 10,250 10,250
1595 $ maintenance expenditure per repair made (water mains, service lines, hydrants, 2,279.72 2,224.15 1,231.44 1,231.44
and valves)
Solid Waste - Bulk Waste Collections
1596 % of customers reporting satisfactory bulk waste service 84% 83% 84% 84%
1597 % of Bulk customer requests for missed bulk waste resolved in 3 business days N/A 83% 85% 85%
1598 # of bulk waste tons collected and disposed 52,264 48,140 40,500 40,500

Utilities
Solid Waste - Bulk Waste Collections
1599 # of customer service request responses 2,669 1,619 2,600 2,600
Solid Waste - Environmental Clean-Up
1600 % of litter collection routes completed monthly 92% 80% 85% 85%
1601 # of tons of illegal dumping and litter removed 1,326 1,297 950 950
1602 # of lane miles from which litter is collected 5,883 6,322 3,120 3,120
1603 # of tires removed and disposed 1,760 2,133 2,700 2,700
Solid Waste - Solid Waste Collection
1604 % of scheduled solid waste routes collected by 5:00 pm 97% 99% 95% 95%
1605 % of customer requests for missed cart collections resolved in 3 business days N/A 93% 85% 85%
1607 % of solid waste stream diverted through recycling 3% 3% 4% 4%
1608 # of tons of solid waste collected 248,391 248,385 231,000 231,000
Solid Waste - Solid Waste Operational Support
1609 % of total Solid Waste customer requests resolved by the prescribed deadline 94% 93% 90% 90%
1610 % of Action Center customer requests resolved in 2 weeks 99% 100% 90% 90%
1611 % of Field Quality Representative service requests resolved in 5 business days 97% 98% 95% 95%
1612 % of solid waste collection carts and recycle bins delivered, repaired or replaced 82% 86% 90% 90%
within 3 business days of request
1613 # of customer requests resolved N/A 36,092 31,666 31,666
1614 # of customer requests received N/A 36,092 35,184 35,184
1615 $ expenditure per customer request resolved 167.07 166.41 230.63 230.63
Wastewater Quality - Industrial Pretreatment
1616 % of days wastewater treatment system operated without environmental 100% 100% 100% 100%
violations caused by industrial waste disposal
1617 # of discharge notices of violations issued 49 37 50 50

Utilities
Wastewater Quality - Industrial Pretreatment
1618 # of industrial waste discharge permits issued 81 61 60 60
1619 # of monitoring actions performed 2,458 2,365 2,600 2,600
1620 # of discharge monitoring actions to be performed 2,600 2,600 2,600 2,600
Wastewater Quality - Lift Station
1621 % of lift station maintenance work orders completed on schedule 100% 98% 100% 100%
1622 % of days lift station facilities do not experience an overflow 100% 100% 99% 99%
1623 # of citizen service requests about lift stations resolved (odor, noise, or 0 0 4 4
appearance)
1624 # of lift station maintenance work orders completed 1,421 1,285 1,583 1,583
1625 # of citizen service requests about lift stations 0 0 5 5
1626 # of maintenance work orders 1,419 1,312 1,583 1,583
Wastewater Quality - Wastewater Treatment
1627 % of wastewater treatment plant tests in compliance with federal or state 99% 99% 99% 99%
discharge permits
1628 Average daily volume (in gallons) of treated wastewater sold for reuse N/A 8.61 8.00 8.00
1629 # of million gallons of treated wastewater sold for reuse 3,621 3,151 2,920 2,920
1630 # of million gallons of wastewater treated 23,659 19,757 24,000 24,000
1631 # of tests completed 4,667 4,819 4,674 4,674
1632 # of tests in compliance 4,638 4,784 4,630 4,630
1633 # of million gallons of wastewater to be treated 26,000 25,066 25,000 25,000
Water Quality - Laboratory & System Quality
1634 % of water and wastewater samples analyzed and reported on time 98% 94% 90% 90%
1635 % of water and wastewater samples reported meeting all quality control N/A 92% 98% 98%
1636 % of water quality concerns requiring field action responded to within 1 working 100% 100% 98% 98%
day
1637 # of water and wastewater samples analyzed and reported 13,674 14,048 12,500 12,500

Utilities
Water Quality - Laboratory & System Quality
1638 # of water and wastewater samples reported passing all quality control N/A 13,190 12,200 12,200
Water Quality - Property Maintenance
1639 % of property maintenance requests by citizens responded to within 3 working 100% 100% 95% 95%
days of receipt
1640 # of acres maintained 4,987 5,659 3,000 3,000
1641 # of property maintenance request responses 116 110 95 95
Water Quality - Raw Water Supply
1642 % of days with uninterrupted raw water supply from Lake Atoka 26% 78% 98% 98%
1643 # of acre feet of raw water diverted to Hefner, Overholser, and Draper lakes 75,928 92,343 105,000 105,000
1644 # of acre feet of raw water pumped from Lake Atoka 21,133 55,611 80,000 80,000
1645 # of acre feet to be pumped from Lake Atoka 21,133 55,611 80,000 80,000
Water Quality - Water Treatment
1646 % of water quality tests at water treatment plants meeting federal or state 100% 100% 100% 100%
regulatory requirements
1647 % of days that have adequate water treatment process ability to meet the 100% 100% 100% 100%
historical daily high water use for the current month
1648 # of billion gallons of treated water pumped 34.34 37.90 35.00 35.00
1649 # of quality control tests conducted 217,253 206,484 185,000 185,000
1650 # billion gallons of treated water 36.24 39.53 36.00 36.00

Final Fy 18 Budget

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Final Fy 18 Budget

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Table of Contents

Street and Alley Fund .................................................................................................... D-53

Mission and Vision Statements

Mayor, City Council and Ward Boundaries

John Pettis, Jr.

Message from the City manager

The Honorable Mayor and City Council:

Council Strategic Priorities

The City Council’s Strategic Priorities are:

 Promote safe, secure, and thriving neighborhoods

Major Budget Changes

Compliance with Budgeting and Financial Planning Policies

Council Priorities and Key Results

Promote safe, secure, and thriving neighborhoods

Continue to pursue social and criminal justice initiatives

Uphold high standards for all city services

Enhance recreation opportunities and community wellness

Develop a transportation system that works for all residents

Maintain strong financial management

Encourage a robust local economy

Development Services G-32 to G-39

Finance G-40 to G-46 G-40 to G-46

Fire G-47 to G-52

Parks G-81 to G-89

Planning G-99 to G-108

Police G-109 to G-117

Public Works G-131 to G-140 G-131 to G-140

Utilities G-141 to G-150

Leading for Results and the Budget Process

Delivering What We Promise

The LFR Performance Management System

Planning for Results:

The strategic portion of the plan:

The operational portion of the plan:

Employee / Contractor Performance Management:

Budgeting for Results:

Performance Data Collection:

Decision-Making for Results:

Leading for Results and the Budget Process:

Key Terms in the Leading for Results Process

 Strategy: The actions a department plans to take to achieve a strategic result.

 Line of Business: A collection of Programs in a department with similar purposes.

FY 2018 Budget Development Process

How this Budget was Prepared

Departmental Budget Submissions

City Manager’s Review

Office of Management and Budget Staff

Budget Calendar For Fiscal Year 2018

November 2016 OMB begins process of estimating FY17 revenues.

December 2016 City Manager establishes budget targets.

February 2017 OMB hosts the City Council Budget Workshop.

Departments submit operating budget and capital requests to OMB. OMB

March 2017 Assistant City Managers review departmental budget requests.

April 2017 City Manager reviews budget submissions.

OMB prepares proposed budget document.

May-Jun 2017 Annual budget formally introduced on May 2.

City Council adopts the budget on June 13.

July 2017 FY 2018 Adopted Annual Budget becomes effective July 1.

Major Budget Changes

City Auditor’s Office

City Clerk’s Office

City Manager’s Office

Major Budget Changes

Major Budget Changes