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Budget and Financial Plan for Appropriated Funds Fiscal Year 2010

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Budget and Financial Plan for Appropriated Funds Fiscal Year 2010 Where History & Progress Meet 1 Tulsa County Oklahoma Budget and Financial Plan For Appropriated Funds Fiscal Year 2010 - 2011 Adopted By: Karen Keith, Chairman Tulsa County Budget Board Earlene Wilson, Vice - Chairman & Secretary June 14, 2010 Members: Fred R. Perry John Smaligo, Jr. J. Dennis Semler Sally Howe Smith Ken Yazel Stanley Glanz 2 3 Table of Contents Budget Message Organizational Structure and the Impact on Planning Processes and Long-term Goals 8 Local Economic Conditions 9 Emerging Issues Facing the County 11 2010-2011 Budgetary Issues and Solutions 11 Budget Process and Calendar 13 Revenue and Expenditure Trends 15 Revenue Assumptions and Projections 15 Revenues by Source 16 Expenditure Assumptions and Projections 20 Expenditures by Category 20 Changes in Personnel Staffing Levels 22 Capital Improvement Projects 22 Fund Balances 23 Long-Term Debt 24 General Information Mission Statement 26 Organizational Chart 27 Elected Officials 28 Profile of Tulsa County 30 Tulsa County Demographics 42 Non-Financial Goals and Achievements 44 Budget Process and Calendar 46 Budget Revisions and Budget Amendments 47 Description of the Accounting and Budgeting System 48 Basis of Accounting and Budgeting 49 Summary of Long Term Debt 50 Performance Measures and Goals 52 Fiscal and Budget Policies 53 Oklahoma State Statute Section 19-1401 County Budget Act 58 4 Table of Contents cont’d Financial Summaries All Appropriated Funds Fund Descriptions 65 Projected Change in Fund Balance 67 Revenue Definitions and Assumptions 68 Summary of Budgeted Revenues by Source 72 Budgeted Revenue Detail 73 Expense Definitions and Assumptions 76 Budgeted Expenditure Summary 77 General Fund General Fund Budgetary Highlights 81 General Fund Overview 82 General Fund Revenues – Summary by Source 83 Department Expenditure Summary 85 General Fund Major Organizational Units Overview Elected Official Units County Commissioners 97 County Assessor 103 County Clerk 105 County District Attorney 107 County Treasurer 109 Sheriff 111 Court Clerk 113 Non-Elected Units Human Resources 117 Public Information Officer/Governmental Affairs 118 Administrative Services 119 Information Technology 121 Social Services 123 Election Board 125 Budget Board Fiscal Officer 127 Budget Board Purchasing 128 OSU Extension Center 129 Parks Department 131 Juvenile Bureau of the District Court 133 Building Operations 135 INCOG 137 TAEMA 139 River Parks Authority 140 Excise Board 141 State Auditor 141 School Guards 141 5 Table of Contents cont’d Financial Summaries cont’d Engineering Division 143 Inspections Division 144 Levee District 145 Public Defender 145 Special Revenue Fund Group Budgeted Revenue Summary 147 Expenditure Summary 148 Special Revenue Group Fund Overviews Assessor’s Visual Inspection Fund 149 County Parks Fund 150 Debt Service Fund 151 Engineer’s Highway Fund 152 Juvenile Detention Fund 153 Parking Fund 154 Risk Management Fund 155 Special Projects Fund 156 County Organizational Units with Multiple Funds Consolidated Information Building Operations Department 159 Parks Department 161 Engineering/Highway Department 163 Juvenile Bureau of the District Court 165 Miscellaneous Reports Outstanding Debt 169 Changes in Debt 170 Capital Leases 171 Leases Payable 172 Nature and Scope of Capital Projects 174 The County’s Capital Improvement Planning Process 175 Overview of Funded and Unfunded Capital Projects 176 Employees by Department 179 Vehicles by Department 180 Glossary 181 Adoption of Budget 186 Certification of Excise Board 187 Affidavit of Publication 188 6 This page intentionally left blank 7 Budget Message June 14, 2010 To the Citizens of Tulsa County and the Tulsa County Budget Board: Pursuant to the requirements of state law, I am pleased to present the Fiscal Year 2010-2011 Budget for Tulsa County, Oklahoma. This budget is the result of a legislatively designed process which guides the allocation of county resources within the framework of statutory requirements, local needs, and local planning processes. It provides legal spending authority for the County’s elected officials and appointed department directors. All of the budgets contained herein are balanced: total resources (i.e., current revenues plus appropriated fund balance) available to a particular fund are equal to or greater than the proposed spending plan for that fund. Organizational Structure and the Impact on Planning Processes and Long-term Goals Tulsa County’s statutory elective form of government differs significantly from a charter form of government or a municipal city manager form of government. These differences impact the planning and budgetary process, the resulting budgetary document, as well as operation and administration throughout the year. Independent elected officials are directly accountable to the people of the County and are responsible for discharging their statutory functions in accordance with state laws and the resources allocated to them by the Tulsa County Budget Board. In some instances, elected officials have additional resources available for their operations through various special revenue funds. In most cases, these special revenue funds are under the appropriating authority of an individual elected official rather than the Tulsa County Budget Board. The Tulsa County Budget Board has no oversight authority over the operations of each elective office nor does the Tulsa County Budget Board directly influence the development and implementation of goals and objectives for these elective offices. This structure results in each elected official identifying immediate and long-range goals and then presenting funding requests in the annual budget process. Under state law, all county property is controlled and managed by the Board of County Commissioners. 8 Despite these unique organizational features and their impact on entity-wide goal setting and planning processes, county officials share a commitment to the commonly-understood purpose of county government to provide responsive, efficient, and ethical government services for the people of Tulsa County (County). These shared commitments are reflected in the following long-term goals: • Long-term fiscal stability for the County • Continuous improvement in service quality and service delivery, with an emphasis on application of new technologies • Equipping county employees with adequate knowledge, skills, technology and other resources to deliver public services • Providing competitive compensation and benefits for county employees As noted above, the County’s statutory organizational structure does not provide a formal mechanism for the development of cohesive and coordinated entity-wide budgetary priorities. However, county officials collaboratively identify, develop, and achieve progress toward shared county-wide commitments through alternative means. For example, the Tulsa County Budget Board provides an organizational mechanism for policy review and development as well as consensus-building regarding specific goals, objectives, and budget priorities. The Tulsa County Budget Board is comprised of the three County Commissioners, the County Clerk, the Court Clerk, the County Sheriff, the County Assessor, and the County Treasurer. Local Economic Conditions PER CAPITA PERSONAL INCOME According to the latest information provided by the Bureau of Economic Analysis of the United States Department of Commerce, in 2008 Tulsa had a per capita personal income (PCPI) of $46,043. This PCPI ranked 1st in the state and was 128 percent of the state average, $35,969, and 115 percent of the national average, $40,166. The 2008 PCPI reflected an increase of 3.5 percent from 2007. The 2007-2008 state change was 4.9 percent and the national change was 2.0 percent. In 1998 the PCPI of Tulsa was $29,562 and ranked 1st in the state. The 1998-2008 average annual growth rate of PCPI was 4.5 percent. The average annual growth rate for the state was 5.1 percent and for the nation was 4.0 percent. Per Capita Personal Income, 2008 9 Per Capita Income as a Percent of the United States, 2008 Oklahoma Tulsa TOTAL PERSONAL INCOME In 2008 Tulsa had a total personal income (TPI) of $27,276,359*. This TPI ranked 2nd in the state and accounted for 20.8 percent of the state total. In 1998 the TPI of Tulsa was $16,394,011* and ranked 1st in the state. *Note: Total personal income estimates are in thousands of dollars, not adjusted for inflation. AAGR: average annual growth rate 2007-08 percent change 1998-2008 AAGR Tulsa 4.8 % 5.2 % Oklahoma 5.8 % 5.8 % U.S. 2.9 % 5.0 % 1998-2008 average annual growth rate Tulsa Oklahoma U.S. Net earnings 4.7 % 5.6 % 4.8 % Dividends, interest, and rent 6.4 % 4.9 % 4.2 % Personal current transfer receipts 6.4 % 7.3 % 6.7 % 2007-2008 percent change Tulsa Oklahoma U.S. Net earnings 5.4 % 6.1 % 2.0 % Dividends, interest, and rent 0.3 % 1.6 % 1.3 % Personal current transfer receipts 8.9 % 9.0 % 9.2 % 10 COMPONENTS OF TOTAL PERSONAL INCOME Total personal income includes net earnings by place of residence, dividends, interest, and rent, and personal current transfer receipts received by the residents of Tulsa. Emerging Issues Facing the County Erosion of the County’s primary tax base. The County is significantly dependent on ad valorem tax levies to finance local services, with more than 60% of the county general fund operating revenues derived from this single revenue source. In the short- term, the County is vulnerable to the inherent volatility of this revenue stream due to economic factors that impact opening businesses, closing of businesses, construction, development and foreclosures. Also of concern is the impact of the limitation of annual adjustments of taxable values to fair market value. A negative continuing economic shift can have a significant detrimental effect on this important revenue source and the County’s ability to provide required services. Increasing costs associated with unfunded mandates and cost shifting from local and state governments due to economic conditions that have resulted in reduced budgets for many entities. An example of cost shifting in the current budget is the absorption of 14 court employees into the County’s budget which previously has been funded by the State of Oklahoma.
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