The Capital Budget Paper

The Capital Budget Paper

Oklahoma City Local government has budgeted for approximately 4,500 permanent employees for the year 2014. The compensation levels for the employees are as follows: Police; 24%, Fire; 21%, Management; 23% and General Staff; 32% (Oklahoma 32). For 2014, there has been a 1.1% increase in the number of employees. Increasing the pay by 2 and 4% will have little significance on the productivity levels of the employees since as of 2013, the city’s rate of employees stood at 7.62 per 1,000 citizens (Oklahoma 19). This means that even by 2012, employees were still overworked and underpaid making it difficult for pay hikes of 2 and 4% to have any significant effect. Conversely, an increase in pay by 5% will serve to motivate the workers enough while still be acceptable to FOP, AFSCME and IAFF (Oklahoma 27). This level of increase in pay will also raise the political and trade reputation of Oklahoma City.

Over the past five years, the revenues from several sectors have improved significantly for instance, sales tax, employment base, and hotel tax and airport activity. Conversely, the situation has continued to worsen for sectors such as police and housing. These two sectors have actually realized negative growth and increased budgetary allocation without significant results. Overall, there were nine positive indicators, 7 neutral and 2 negative indicators.

The following costs should be approved because based on the graph, they contribute significantly towards increasing the quality of services provided by the Oklahoma City local government. The unemployment rates are expected to soar due to the increase in skilled populations while overall, slower GDP growth was expected for 2014 and 2015 (Oklahoma 17).

One of the ways of predicting the costs of needed repairs is by compiling the costs for each of the offices in the city’s’ departments. In this way, the future costs can be calculated by analyzing the growth in number of offices against the current costs and coming up with an approximate figure that can appropriately cover the future recurring expenses.

References

Oklahoma. Office of Management and Enterprise Services. (2013). Comprehensive Annual Financial Report, 2013/14.

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