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Harrah 2011–2024 Financial Trajectory – Executive Dashboard

Harrah 2011–2024 Financial Trajectory – Executive Dashboard
2011–2024 Trendline
City of Harrah • Executive Dashboard

Harrah 2011–2024 Financial Trajectory
General Fund • CIP • HPWA • Net Position

This dashboard transforms your detailed dataset into a city-manager level story: how Harrah’s revenues, capital projects, utilities, and debt evolved from 2011–2024, and what that means for future decisions like a Parks & Recreation Authority.

Headline: Total City Net Position grew from roughly $9.8M in 2011 to about $19.4M in 2024 — almost a 100% increase — driven by General Fund growth, aggressive capital investment, and HPWA expansion.
View Key Takeaways Jump to Fund-by-Fund Overview
Data source: 2011–2024 budgets, CAFRs & SA&I Includes General Fund, CIP, HPWA, HIEDT & Nonmajor Ready for council packets & interview briefing

01 Key Takeaways from 2011–2024

The dataset you provided tells a clear story: Harrah has grown from a small-base city with modest General Fund revenues into a significantly larger operation with robust cash balances, heavy capital investment, and substantial utility debt capacity.

  • General Fund strength: GF revenues climb into the mid-$5M range by 2024, while the GF ending fund balance grows to roughly $4.3M — giving Harrah more flexibility to absorb shocks and co-fund strategic projects.
  • CIP as the capital engine: The Capital Improvement Fund (CIP) consistently receives transfers from GF and HPWA and finishes 2024 with about $1.15M in restricted capital balance, even after years of major projects.
  • HPWA expansion via debt: The Harrah Public Works Authority grows operating revenues above $3.1M by 2024 but carries more than $23M in debt, including multiple OWRB loans and revenue notes. HPWA is the true infrastructure leverage point.
  • Street, Park, Rental & Nonmajor funds: Reserved, restricted balances in nonmajor funds (Street & Alley, Parks, Rental/Deposits) stay relatively small but stable, acting as dedicated pockets for specific policy promises.
  • Net position nearly doubles: City-wide net position (government-wide + HPWA) rises from just under $10M in 2011 to more than $19M by 2024, confirming that Harrah has real balance-sheet strength to support a Parks & Recreation Authority strategy.
Interview framing: “From 2011–2024, Harrah quietly built a stronger balance sheet, scaled up utilities and capital projects, and now stands in a position to convert that capacity into quality-of-life infrastructure — like a Parks & Recreation Authority and visitor-centered sports facilities.”

02 Fund-by-Fund Overview (High Level)

General Fund (GF)

Core operating fund: police, fire, administration, senior center, and general services.

  • Revenues: Grow from hundreds of thousands in early reporting to over $5.4M by 2023–2024.
  • Expenditures: Stay below revenues in later years, even with rising public safety costs.
  • Ending Fund Balance: climbs from about $1.1M in 2011 to roughly $4.34M in 2024.

CIP – Capital Improvement Fund

Dedicated capital engine for streets, utilities, public safety, parks, and facilities.

  • Relies heavily on transfers from GF & HPWA plus targeted grants.
  • Annual capital outlay often in the $450K–$1.3M+ range.
  • Ending balance moves from roughly $696K (2014) up to about $1.16M in 2024.

HPWA – Harrah Public Works Authority

Enterprise fund handling water, sewer, and sanitation operations and related debt.

  • Operating revenues: grow to roughly $3.1M by 2024.
  • Operating expenses: typically run slightly above operating revenues, creating a modest operating loss offset by transfers and non-operating income.
  • Debt: climbs to about $23.6M outstanding in 2024, reflecting major long-term infrastructure investment.
  • Net position: increases from roughly $6.4M in 2011 to more than $10.1M by 2024.

Street & Alley, Park, Rental & Nonmajor

Smaller restricted funds that demonstrate policy commitments:

  • Street & Alley: dedicated tax and M&O; ending balances generally in the tens of thousands, rising to over $150K by 2024.
  • Park Fund: small but persistent balances (~$6–7K) used for Park M&O, with GF backfilling via transfers.
  • Rental/Deposit: manages facility deposits and refunds, holding a modest restricted balance (~$2–2.5K range).
  • Nonmajor group: aggregates these and HIEDT, illustrating how small funds still matter in the full picture.

HIEDT – Industrial & Economic Development Trust

Economic development trust with very limited activity but long-running deficit position.

  • Shows negative fund balance (around –$80K to –$50K) across much of the period.
  • Revenue and expenditures are minimal: small land sales, M&O, and professional services.
  • Useful precedent and legal model for a future Parks & Recreation Authority — but a reminder to structure new trusts with stronger revenue backing.

Government-Wide & Total City Net Position

Combines governmental activities and HPWA into the bigger “balance-sheet” story.

  • Governmental net position: grows from roughly $3.4M to about $9.3M (2011–2024).
  • Total city net position (Gov + HPWA): moves from about $9.8M in 2011 to roughly $19.4M in 2024.
  • This doubling is the strongest evidence that Harrah is financially positioned for a new, well-governed Parks & Recreation initiative.

03 General Fund – Revenues, Expenditures & Fund Balance

This table condenses your GF dataset into a quick reference for 2011–2024, emphasizing how revenue growth has outpaced expenditures while fund balance steadily climbed.

Fiscal Year GF Revenues (Actual) GF Expenditures (Actual) Transfers In Transfers Out Ending Fund Balance
2011 585,589 1,863,868 0 113,500 1,101,726
2012 2,436,268 1,442,212 94,425 980,023 508,499
2013 2,645,128 1,462,623 110,062 1,063,173 737,893
2014 2,982,735 1,565,408 95,498 1,129,263 1,044,137
2015 2,755,433 1,651,313 0 978,291 1,176,397
2016 2,977,073 1,787,463 0 1,029,040 1,338,467
2017 3,131,441 1,892,929 103,836 1,287,790 1,393,025
2018 2,922,192 1,828,416 189,934 1,100,002 1,576,733
2019 3,168,238 2,082,369 167,862 1,188,182 1,664,849
2020 3,649,379 2,167,758 192,437 1,335,597 2,003,310
2021 4,347,987 2,486,846 0 0 2,441,837
2022 4,948,463 2,885,826 191,490 2,056,700 2,639,264
2023 5,433,786 2,726,675 194,278 1,857,056 3,683,597
2024 5,463,868 3,125,090 227,385 1,912,754 4,337,006
Key GF insight: by 2020–2024, Harrah’s General Fund consistently produces enough margin (after transfers) to build a strong fund balance — exactly the environment you want when proposing a new Parks & Recreation Authority or large capital initiatives.

04 Capital Improvement Fund (CIP) – Capital Revenues, Outlays & Balance

The CIP table highlights how Harrah has funded capital projects through grants and transfers, while keeping a positive restricted balance for future infrastructure.

Fiscal Year CIP Revenues (Actual) CIP Expenditures (Actual) Transfers In Transfers Out Ending Fund Balance
2012 121,650 498,461 715,326 54,425 950,206
2013 44,063 488,777 509,052 169,810 844,734
2014 372 490,883 548,347 205,858 696,712
2015 335 494,729 0 0 661,502
2016 2,283 460,023 490,316 0 694,078
2017 4,253 470,945 629,245 53,836 802,795
2018 17,324 447,591 534,601 89,934 817,195
2019 17,300 579,501 563,057 67,862 750,189
2020 223,890 873,020 643,149 72,437 671,771
2021 529,604 1,371,972 808,193 120,978 516,618
2022 61,773 984,496 1,196,395 71,490 562,500
2023 503,510 779,645 946,732 74,278 889,732
2024 445,541 799,148 959,664 77,385 1,155,878
CIP story: Transfers (especially from 1¢ sales tax), plus periodic grants, have funded millions in capital work while keeping a positive restricted balance. This pattern can easily be extended to a Parks & Recreation Authority that owns/leases sports facilities but is financially anchored in CIP-style practices.

05 HPWA & Debt – Utilities, Capital & Long-Term Leverage

The Harrah Public Works Authority (HPWA) is the backbone of the city’s infrastructure strategy. Its operating revenue, operating costs, and growing debt profile explain much of the city-wide net-position growth from 2011–2024.

HPWA Operating Snapshot (Selected Years)

Fiscal Year Operating Revenues Operating Expenses Transfers In (GF) Ending Net Position
2011 1,780,274 1,866,956 516,684 6,431,270
2014 1,745,999 1,997,446 698,707 6,612,053
2018 2,074,735 2,259,943 534,601 7,403,566
2020 2,206,673 2,413,603 643,148 7,982,876
2022 2,587,791 2,603,979 817,320 8,809,865
2024 3,102,861 3,237,296 881,089 10,135,369

HPWA typically runs a small operating deficit but is kept whole through transfers and non-operating revenues, while still growing net position and assets.

Government-Wide & HPWA Debt (Selected Years)

Fiscal Year Govt Debt Outstanding HPWA Debt Outstanding Total City Net Position
2011 5,175,166 5,175,166 9,842,893
2014 4,323,331 4,323,331 10,930,875
2020 334,366 + 612,500 2,799,783 —
2022 929,130 14,302,689 15,820,169
2023 808,823 13,895,229 18,068,877
2024 686,197 23,559,580 19,408,085
Interpretation: HPWA’s growing debt paired with increasing net position shows that Harrah has been using long-term borrowing to build utility infrastructure — a pattern that can be mirrored for Parks & Recreation facilities, provided governance and repayment streams are clearly defined.

06 2011–2024 Financial Timeline (Narrative View)

Here is a concise narrative arc you can use in presentations to walk through the data without reading tables line by line.

  • 2011–2013: City relies on a modest General Fund and early HPWA revenues; net position is stable but not yet growing quickly. CIP is active but relatively small.
  • 2014–2016: GF revenues cross the ~$3M line and CIP capital outlay ramps up. HPWA continues to invest heavily in water and sewer systems; debt remains in the mid-$4–5M range but begins climbing.
  • 2017–2019: Revenues and transfers into CIP and HPWA continue to increase. Net position steadily rises; Street & Alley, Park, and Rental funds demonstrate that Harrah is honoring restricted purposes while using HPWA and CIP for bigger projects.
  • 2020–2022: Larger OWRB loans and revenue notes show up on HPWA’s books; city-wide investment in infrastructure accelerates. General Fund revenues grow past $4M, and combined net position jumps into the mid-teens (millions).
  • 2023–2024: Strongest phase of the trajectory. GF revenues approach and exceed $5.4M; CIP ending balance and HPWA net position are both significantly higher than a decade earlier. City-wide net position exceeds $19M, even with a large HPWA debt portfolio.
Talking point: “Over thirteen years, Harrah transformed from a lean operation into a city with the balance sheet to support transformational projects. My proposal is to leverage that strength — without overextending — by building a Parks & Recreation Authority that is as disciplined and transparent as our best funds.”

08 Using This Page in Practice

You can drop this entire HTML file into a custom WordPress template or use it inside a code block element on a landing page. All text is white for maximum readability against the dark background, and the layout is mobile-responsive.

  • Update numbers or wording by editing the tables and bullet points directly.
  • Add links from specific numbers to PDF budget pages if desired.
  • Pair this page with charts or infographics on another tab if you want visuals without crowding the narrative.
Ready for council and interview use: this dashboard is your “at a glance” story of how Harrah’s finances evolved and why the city is ready for the next chapter.