The Harrah Research Library & Executive Summary
This landing page provides a comprehensive, evidence-based summary of the City of Harrah built from original public-record research, financial documentation, meeting minutes, and policy evaluation. The objective is simple: transform scattered documents into a clear, searchable, and usable body of work that helps residents, elected officials, and civic stakeholders understand what happened, what it cost, what it produced, and what it means for Harrah’s future.
Our work integrates City minutes and actions (2010–2025), multi-year budgets and audits (FY2011–FY2026), comprehensive plan review, sales-tax and debt trajectory analysis, and a personnel and governance history into a unified framework. Rather than isolated snapshots, the research documents patterns over time—highlighting strengths to build on, risk areas that require attention, and opportunities for long-term community value.
This project is not political and it is not speculative. It is grounded in verifiable source documents and transparent methodology, designed to support responsible decision-making and strengthen public trust through clarity.
How can the City of Harrah strengthen fiscal stability, public trust, and long-term community value using data, accountability, and strategic planning?
Tagline: Documenting the past. Clarifying the present. Informing Harrah’s future.
Harrah’s Pivot to Clean Sports Tourism
This executive summary distills the Harrah’s Pivot to Clean Sports Tourism briefing into a council-ready narrative. It connects statewide youth sports finance, Harrah’s budget and utility trajectory, and a Parks & Recreation Authority model into one coherent strategy: move away from a rooftop-driven growth mindset and toward a transparent, visitor-centric sports tourism engine that protects residents while growing sales-tax revenues.
Executive summary & core thesis
- Harrah’s hidden advantage. Unlike some Oklahoma cities already entangled in opaque tournament contracts, Harrah has a relatively clean slate. That makes it the ideal candidate to build a cash-free, audit-ready sports tourism model from scratch, instead of trying to retrofit around entrenched practices.
- Visitors vs. rooftops. The plan contrasts two paths: Rooftop-centric growth (new housing that mostly feeds school property tax while burdening city services) versus a visitor-centric model (weekend tournaments and events that generate high-margin sales tax with minimal long-term service cost).
- Sports tourism as a structured enterprise. The pivot does not treat tournaments as random bookings. It builds a governed enterprise with a Parks & Recreation Authority, transparent fee structures, digital payments, and a five- to ten-year capital plan tied to measurable community outcomes.
- Alignment with Harrah’s financial trajectory. Over more than a decade, Harrah has grown total budget and actual activity across its major funds. The pivot leverages that improved capacity to channel growth into a high-yield, low-regret visitor economy rather than open-ended service obligations.
The statewide market Harrah can tap
The strategy is grounded in a 25-year USSSA dataset (2001–2025) documenting how much money has already flowed through youth sports in Oklahoma. These are not speculative projections; they are historic numbers.
The key insight is that this multi-million-dollar economy already exists all around Harrah. The question is whether Harrah will continue to watch it pass by, or capture a share under a clean, accountable framework that aligns with community values.
Full campus economics: from events to regional impact
The Baseball Heaven concept functions as a prototype for a Harrah-anchored sports campus. The plan separates direct financial returns (team fees, rentals, net income) from regional economic impact (visitor spending in lodging, food, fuel, and retail).
≈ $22.9M impact
Long-term scenarios in the brief envision up to ~350,000 annual visitors once the campus concept and tournament calendar mature. The emphasis is that these visitors leave after spending money, rather than staying and permanently increasing the city’s service burden.
Phase I anchor: indoor training dome
The proposed first project is a 24,000 sq ft air-supported indoor training center. It is sized and priced to be financially compelling on its own, while also serving as the anchor for a future outdoor campus.
Parks & Recreation Authority: the governance vehicle
At the heart of the pivot is the creation of a Harrah Parks & Recreation Authority. This entity is designed to combine the flexibility of an enterprise with the accountability of a public trust.
- Structure. A public trust or authority with clearly defined trustees, open meeting requirements, and annual independent audits.
- Cash-free operations. Digital payments only for gates, concessions, rentals, and officials. No informal cash boxes, no personal payment apps acting as city bank accounts.
- Transparent contracts. Standardized tournament and user-group agreements, with fee schedules, revenue-sharing percentages, and reporting obligations published upfront.
- Dashboard-first culture. Key metrics (events, attendance, revenues, scholarships, community uses) reported quarterly on a public dashboard so residents can see where the money goes.
Four-phase implementation roadmap for Harrah
- Phase 1 – Acknowledge & Learn. Conduct a formal council workshop on statewide youth sports cash flows, the USSSA dataset, and local governance risks. Establish a shared factual baseline.
- Phase 2 – Form the Authority. Draft and adopt the trust indenture; define trustee qualifications; bake in digital payment, audit, and reporting standards from day one.
- Phase 3 – Build the flagship asset. Advance design, financing, and construction of the indoor dome as the first revenue-producing project, using conservative utilization assumptions and transparent pro forma models.
- Phase 4 – Create the “Visitor Belt.” Layer in outdoor fields, partnerships with hotels and restaurants, and a branded “clean tournament” calendar that positions Harrah as the high-trust option in central Oklahoma.
Why this pivot matters now
- Timing. Harrah is on the front edge of growth pressure. Making a deliberate choice now about visitors vs. rooftops will shape its fiscal health for the next 20–30 years.
- Risk containment. The statewide youth sports economy has demonstrated how cash-heavy, under-regulated models can create legal, ethical, and reputational risk. Harrah has the opportunity to lead with reform instead of reacting after a scandal.
- Equity & community benefit. A clean sports tourism model can be tied to scholarships, local-use hours, and community programming so that families see tangible benefits, not just visitor traffic.
- Grant alignment. The combination of youth development, recreation, economic development, and transparency aligns well with current priorities of state, federal, and philanthropic grantmakers.
- Leadership opportunity. For the City Manager and City Council, this pivot is a chance to define Harrah not simply as another bedroom community, but as a regional leader in ethical, data-driven sports tourism.
City of Harrah 2025
Civic & Leadership Dataset Dashboard
This section summarizes your City of Harrah 2025 dataset into a council-ready, searchable story: precinct-coded records plus annotations for civic leadership, boards, commissions, and public roles.
Dataset Scale & Signals
The record index suggests the dataset includes thousands of entries (IDs appear well beyond 7,000), making it large enough for meaningful patterning and civic network review.
Featured Examples Found
Examples present inside the dataset include: a Mayor entry, Parks Board entries, and City Council roles like Ward 2 and Ward 4 (Vice Mayor).
- Mayor 2010–2020 (annotated).
- City Council Ward 2 (annotated).
- Ward 4 (Vice Mayor) (annotated).
- Parks Board Member (annotated).
01 What This Dataset Is
The City of Harrah 2025 file is formatted as a table-like roster with columns that include: App_ID, ID, Precinct, LastName, FirstName, MiddleName, Suffix, Age (band), and optional fields for Voter_Club, Authority, Position, Service_Years, Civic Notes, and Description.
02 How to Use This Dataset on Your WordPress Site
1) Stakeholder Mapping
Use Precinct + Authority/Position tags to identify civic decision-makers and repeat actors across meetings, projects, and boards.
2) Board & Commission Tracking
Pull out all records tagged with boards/commissions (e.g., Parks Board, Planning Commission) and build a public-facing “Who serves where?” page.
3) Governance Transparency
When a controversial appointment or vote occurs, tie it back to the dataset and show the public role history or civic notes attached to key names.
4) Precinct & Ward Eligibility Review
This file supports precinct-to-office review by showing precinct codes alongside civic roles for verification workflows.
5) Audit Trail for Public Narrative
The “Civic Notes / Description” fields can function like a living appendix for your larger Harrah research.
6) AppSheet / Sheets Integration
Consistent IDs + precinct + role tags make this ideal for AppSheet views and searchable tables.
03 Civic Roles Found in the Dataset
The dataset includes embedded “role-tag” records—meaning some people have additional civic annotations appended to their row. Here are examples (keep public-facing publishing focused on roles, not personal details):
| Role / Authority Tag | Example | Why it matters |
|---|---|---|
| Mayor | Mayor 2010–2020 (annotated in dataset) | Leadership baseline for timeline analysis and governance continuity. |
| City Council Ward 2 | Harrah City Council Ward 2 (annotated in dataset) | Ward representation, vote tracking, and eligibility review. |
| City Council Ward 4 (Vice Mayor) | Harrah City Council Ward 4 • Vice Mayor (annotated in dataset) | Agenda-setting, policy leadership, and accountability. |
| Parks Board Member | Parks Board Member (annotated in dataset) | Ties directly to Parks & Recreation policy and facility decisions. |
| Park Board (non-voting member) | Park Board non-voting member (appointed) (annotated) | Shows participation structure even without voting authority. |
04 Why This Dataset Belongs on the Same “Harrah Strategy” Hub
Your Parks & Recreation Authority strategy emphasizes building transparent governance and public accountability. This 2025 dataset strengthens that strategy by showing the civic ecosystem—who serves, where, and how roles connect to boards and policy decisions.
- Use this roster as the “people index” for minutes and policy decisions.
- Cross-reference council/board roles to park projects, budgets, and trust-authority formation.
- Maintain a living civic map that updates as leadership changes across cycles.
05 Suggested Layout on WordPress
Public View
- Role-based summaries (Council, Boards, Commissions).
- Service year ranges.
- Links to minutes / meeting evidence.
Research View
- Full dataset in AppSheet / Google Sheets.
- Searchable filters by precinct + role.
- Audit notes and cross-references.
Transparency View
- Board appointment timeline.
- Conflict-of-interest watchlist workflow.
- “Changes since last cycle” section.
City of Harrah Financial, Civic & Strategy Archive
A centralized, mobile-friendly gateway to Harrah’s city budgets, audits, Estimate of Needs, school financials, joint city–school analysis, podcasts, and executive dashboards—organized for fast review and easy linking.
01 Strategy & Executive Briefs
02 City Financials (2643 / 2645)
03 City Estimate of Needs (FY15–FY26)
04 Harrah Public Schools Financials
05 Podcasts & Media
Strategy for a Parks & Recreation Authority in Harrah, Oklahoma
A city-manager level roadmap for turning youth sports tourism into a transparent, data-driven revenue engine—without over-building rooftops or exposing Harrah to the risks of Oklahoma’s current youth sports “shadow economy.”
This strategy is grounded in a multi-year forensic study of Oklahoma’s youth sports economy and how municipal revenue actually works in Oklahoma.
Current statewide tournament models are cash-intensive, lightly regulated, and often operate on public fields with limited municipal oversight.
Harrah is not yet captured by these networks. That is a strategic advantage: build transparency from scratch and brand Harrah as the “clean tournament hub” for the eastern OKC metro.
01 Why Harrah Needs a Visitor-Centric Strategy
In Oklahoma, municipal finance is upside-down if a city relies primarily on new housing for growth. Property tax largely flows to schools, while sales tax pays for core city operations. That same structure applies to Harrah: sales tax is what actually funds police, fire, streets, and parks.
Every new home adds decades of service obligations—roads, water, sewer, public safety—while contributing relatively little to the city’s budget. By contrast, a weekend of visitor spending produces immediate sales tax with minimal long-term cost to Harrah.
02 Visitors vs. Rooftops: The Fiscal Math
The trade-off is clear: a rooftop-centric strategy strains Harrah’s budget over time, while a visitor-centric model compounds sales-tax growth without the same infrastructure burden.
| Metric | New Rooftop (Resident) | Weekend Visitor |
|---|---|---|
| Primary revenue source | Property tax (mostly to schools) | Sales tax directly to Harrah |
| City service cost | High: roads, utilities, police, fire, parks | Low: short-term impact, no long-term load |
| Net fiscal impact | Often negative (>$1 in services per $1 revenue) | Strong surplus (pennies in cost per $1 revenue) |
| Time horizon | Multi-decade obligation | Immediate, repeatable revenue |
This is why the strategy orients Harrah around sports-driven tourism rather than purely subdivision-driven growth.
The youth sports market is already here—families are driving, eating, fueling, and staying in hotels across Oklahoma every weekend. The question is whether Harrah:
- Lets that spending bypass the city, or
- Builds the facilities and governance structure to capture and track it.
06 Four-Phase Implementation Roadmap
A city-ready sequence—from education to execution—to stand up the Authority and its first flagship project.
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.
Use this dashboard as a one-page financial narrative in your City Manager interview, and as a visual index for deeper budget tables and trust-authority conversations.
- Open with the Key Takeaways.
- Walk through fund-by-fund highlights.
- Use the summary tables when you need numbers on the record.
01 Key Takeaways from 2011–2024
Harrah has grown from a small-base city with modest General Fund revenues into a significantly larger operation with stronger cash balances, sustained capital investment, and substantial utility debt capacity.
- General Fund strength: GF revenues climb into the mid-$5M range by 2024, while ending fund balance grows to roughly $4.3M.
- CIP as the capital engine: CIP finishes 2024 with about $1.15M restricted for future projects after years of major capital outlay.
- HPWA expansion via debt: HPWA operating revenues exceed $3.1M by 2024, with debt rising above $23M during major buildout years.
- Nonmajor funds: Street, Parks, Rental/Deposits stay smaller but stable—dedicated pockets for specific policy promises.
- Net position nearly doubles: Total city net position rises from under $10M to over $19M, indicating balance-sheet capacity for the next chapter.
02 Fund-by-Fund Overview (High Level)
General Fund (GF)
Core operating fund: police, fire, admin, senior center, general services.
- Revenues: grow to $5.4M+ by 2023–2024.
- Ending fund balance: rises to about $4.34M (2024).
CIP – Capital Improvement
Capital engine for streets, utilities, facilities, and major projects.
- Transfers + grants fund annual outlay.
- Ending balance: about $1.16M (2024).
HPWA – Utilities
Water, sewer, sanitation operations and related debt.
- Operating revenues: ~$3.1M (2024).
- Debt: ~$23.6M (2024).
Nonmajor Funds
Street & Alley, Parks, Rental/Deposits, and other restricted pockets.
- Small but stable balances.
- Useful for tracking policy commitments.
HIEDT
Economic development trust with limited activity but long-running deficit position.
- Negative fund balance (approx. –$80K to –$50K).
- Useful precedent for an Authority—structure new trusts with stronger revenue backing.
Total City Net Position
The balance-sheet narrative combining governmental activities and HPWA.
- 2011: ~$9.84M
- 2024: ~$19.41M
- Doubling supports “ready for the next chapter” messaging.
City of Harrah Financial, Governance & Residency Briefing
A multi-year, independent review of Harrah’s budgets, debt profile, utility operations, school interdependence, and City Council residency compliance — compiled from public records to support transparent, data-informed decision-making.
Purpose & Scope — Why This Research Exists
This briefing consolidates multiple strands of City of Harrah research into a single, public-facing reference. It was initiated in conjunction with a City Manager application and is structured around one core question:
- City finances (2011–2024): reconstructed budget vs. actual trajectories across all major funds.
- HPWA & utility debt: focused analysis of bonds, loans, and long-term obligations.
- City–school interdependence: Harrah Public Schools 2011–2026 and combined household burden.
- Residency & representation integrity: Ward 3 domicile, precinct coding, and Charter compliance.
- Plain-language delivery: PDFs, NotebookLM audio, and an interactive AppSheet research front-end.
Budget, actuals & cash–debt paradox
The Harrah Estimate of Needs dataset consolidates more than a decade of City filings into a single table. It tracks fiscal year, fund type, category, and line item with budget vs. actual amounts—capturing both traditional governmental funds and public-trust entities such as HPWA and HIEDT.
- Coverage: FY2011–FY2024 across GF, Street & Alley, Park Fund, Capital Improvements, HPWA, HIEDT, nonmajor funds, and totals.
- Magnitude: approx. $587.5M in aggregated actual activity and $173.2M in captured budgeted amounts.
- Trend snapshots (all-funds budget → actual):
- Harrah Oklahoma Cash Debt Paradox Risk (NotebookLM audio)
- Harrah’s 13-Year Evolution & Path Forward (PDF)
- The Twenty-Three Million Dollar City Utility Debt Secret (utility focus)
- City of Harrah Full Budget Trajectory Appendix (FY15–FY26) (PDF)
- City of Harrah – 2643 / 2645 Financial Packets (source evidence)
These documents can be opened from the research library and cross-checked against the underlying estimate-of-needs rows in the interactive app.
Harrah Public Schools & the joint household burden
Harrah residents experience the City, HPWA, and Harrah Public Schools as a combined monthly reality—property taxes, utility bills, and school obligations all land in the same mailbox. This research therefore builds a joint picture of city and school finance.
- Harrah Public Schools 2011–2026: master trajectory of key statements and inflection points.
- Household impact model: estimates how City rates, HPWA charges, and school levies stack on household budgets.
- Interdependency brief: highlights where coordinated planning could ease pressure while funding core services.
Longitudinal view of financial statements and major inflection points.
📄 Open PDFHow City and school decisions interact, overlap, and sometimes conflict.
Working model of what families face when all obligations are layered together.
Ward 3 domicile, precinct coding & charter compliance
This section examines whether Harrah’s elected representation aligns with residency rules in the City Charter and Oklahoma law, focusing on Ward 3 and the interaction between precinct coding and municipal boundaries.
- Voter Warehouse record review: precinct, municipality label, school district, and domicile address fields.
- Boundary cross-check: compares address to Harrah limits, school boundaries, and adjacent jurisdictions.
- Charter-based analysis: domicile rules vs. precinct labeling; ward-specific eligibility review.
Walkthrough of voter registration record and address review.
📄 Open PDFWhy a “City of Harrah – At Large” label does not prove legal residency.
📄 Open PDFPlain-language explanation of how misread database fields can mask charter violations.
📄 Open PDFLong-form audio walkthrough connecting Harrah’s case to broader state-level issues.
🎧 ListenCity of Harrah document & audio library
The cards below highlight a subset of the items in the City of Harrah index. The full index is maintained in Excel/AppSheet for export and filtering.
How large cash balances and large utility debts can coexist—and what that means for resilience.
🎧 ListenStrategic narrative connecting the numbers to infrastructure and growth.
📄 Open PDFReference tables summarizing multi-year budget & actual totals by fund.
📄 Open PDFLaunch the City of Harrah Research App
For councilmembers, staff, or residents who want to go beyond PDFs and static summaries, the AppSheet app exposes the underlying rows, filters, and cross-links in a mobile-friendly interface.
How council & staff can work with this material
This page is designed to function as a living research front-door that can be referenced during council workshops, budget retreats, and one-on-one conversations with residents.
- Workshop tool: use the financial trajectory and residency sections as starting points for facilitated discussion.
- Evidence anchor: major claims link back to source documents in the library or app.
- Onboarding aid: new councilmembers or staff can catch up quickly on the last decade of decisions.
- Public transparency: a redacted version can be published to strengthen trust and invite feedback.
- Continuous improvement: as new audits/filings arrive, add them to the index so the briefing stays current.
Pottawatomie County Parks, Sports & Economic Development Authority
A single, transparent public trust to master-plan, finance, and operate a multi-sport & tourism campus in the Tecumseh growth corridor—aligning youth development, venue excellence, and measurable economic impact.
Commissioner One-Pager (Decision Brief)
Why Now
- County control of 7 acres + acquisition of 100+ acres inside Tecumseh city limits.
- Unifies governance, financing, and scheduling across baseball, softball, soccer, football, pickleball, and a rodeo arena.
- Positions the County to leverage grants, sponsorships, and tourism revenue with clear public oversight.
Key Benefits
- Unified governance: single public trust; Commissioners remain the beneficiary.
- Transparency & audits: Open Meeting/Open Records compliance + State Auditor filing.
- Economic impact: tournaments, hospitality, naming rights, and mixed-use pads.
- Interlocal agility: City of Tecumseh, TGDA, schools, and tribal partners.
Executive Doctoral Summary
The PCPSEDA model provides a legally compliant (Title 60 O.S. §176 et seq.), transparent, and scalable framework to plan, finance, and operate a countywide multi-sport campus. Advisory boards channel user expertise while the Authority ensures fiscal discipline, facility life-cycle funding, and equitable access. The plan integrates the Baseball Heaven methodology and aligns with the dissertation theme Integrity of the Game vs. Economic Impact (Politics).
- Beneficiary: Board of County Commissioners (ultimate control retained).
- Trustees: 5–7 qualified appointees (finance, construction, recreation, legal), staggered terms.
- Executive Director: professional management; volunteers serve on advisory boards.
- Interlocal agreements: utilities, EMS/police, zoning, marketing (City/TGDA/Schools/Tribes).
Authority Structure & Legal Assurance
- Trust Indenture under 60 O.S. §176–180; filings with County Clerk & Secretary of State.
- Bylaws covering meetings, ethics, procurement, and fiscal controls.
- Assets remain in trust for Pottawatomie County; Commissioners approve major instruments/bonds.
- Authority carries liability insurance; follows Governmental Tort Claims Act.
- No ad valorem pledge without express vote; revenue-backed approach preferred.
Advisory Boards (Non-Governing)
Each board recommends schedules, standards, safety, and programming; the Authority sets policy and a unified calendar.
Funding & Grants Matrix
| Source | Program | Use | Typical Range | Notes |
|---|---|---|---|---|
| OK Tourism & Recreation Dept. | Land & Water Conservation Fund | Fields, trails, restrooms | $50K–$500K (50/50) | Eligible upon trust formation |
| USDA Rural Development | Community Facilities | Indoor Dome / Arena | Up to $10M | Low-interest financing |
| EDA | Public Works | Roads, water, sewer | 50–80% match | Regional competitiveness |
| City Interlocal | Hotel–Motel Tax | Tourism marketing | Variable | Revenue share w/ Tecumseh |
| Private Sector | Naming Rights & Leases | Fields, Dome, Arena | Negotiated | 5-year renewable cycles |
Fiscal Transparency & Safeguards
- Dual-signature trust account at County depository bank.
- Independent annual audit filed with State Auditor & Inspector.
- Quarterly public dashboard (income by source; expenses; reserve levels).
- Procurement thresholds aligned to County policy; contracts approved in open session.
- 10-year capital reserve plan (turf, lighting, dome membrane, parking lots).
Implementation Timeline (6 Months)
| Month | Milestone |
|---|---|
| 1 | Draft Trust Indenture; legal review |
| 2 | Commissioner approval; file with County Clerk / SOS |
| 3 | Appoint Trustees; adopt bylaws & meeting calendar |
| 4 | Form Advisory Boards; publish volunteer call |
| 5 | Execute Interlocal Agreements (City, TGDA, Schools, Tribes) |
| 6 | Publish master plan & launch public financial dashboard |
Projected 10-Year ROI Summary
| Year | Visitors | Local Spend | Lodging/Sales Tax | Jobs Supported | Cumulative Impact |
|---|---|---|---|---|---|
| 1 | 60,000 | $1.2M | $175K | 40 | $1.2M |
| 3 | 150,000 | $2.4M | $320K | 85 | $4.8M |
| 5 | 250,000 | $3.2M | $450K | 175 | $9.8M |
| 10 | 350,000 | $4.5M | $600K | 250 | $18.6M |
Estimates derived from Baseball Heaven economic impact model; for briefing purposes.
Appendix
Statutory References
- Oklahoma Public Trust Act – 60 O.S. §176–180
- Interlocal Cooperation Act – 74 O.S. §1001 et seq.
- Open Meeting & Open Records Acts – 25 O.S. §301 et seq.; §501 et seq.
Sample Resolution (Excerpt)
NOW, THEREFORE, BE IT RESOLVED, that the Board of County Commissioners of Pottawatomie County hereby directs County Counsel to prepare a Trust Indenture creating the Pottawatomie County Parks, Sports & Economic Development Authority and to return the same for approval at a subsequent regular meeting of the Board.
Closing: “I can do all things through Christ which strengtheneth me.” — Philippians 4:13
USSSA Oklahoma – Financial & Operations Research
Comprehensive analysis of Oklahoma USSSA events drawn from the AIUSSSA dataset (2001–2025). This section summarizes director earnings, facility totals, years of operation, and officials’ pay, along with transparent calculation notes.
Directors & Earnings (Top 12)
Earnings reflect the dataset’s Total Income attributed to each TournamentDirector across recorded events.
| Director | Total Income |
|---|---|
| Rick Glasser | $9,133,054.00 |
| Lynn Gibson | $7,511,139.00 |
| BIG Show Productions | $7,125,366.00 |
| Travis Kelly | $3,544,831.00 |
| Tulsa Girls Softball Federation | $3,032,370.00 |
| Marie Gassaway | $1,916,743.00 |
| Terri Jungels | $1,642,904.00 |
| Susan Gibson | $1,482,289.00 |
| Matt Purser | $1,250,407.00 |
| Wes Williams | $1,033,062.00 |
| Tony Taylor | $928,353.00 |
| Missy Jennings | $916,273.00 |
Facilities & Totals (Top 12)
Totals represent aggregated Total Income by Facility across all seasons.
| Facility | Total Income |
|---|---|
| Bentley Park Sports Complex | $5,293,321.00 |
| Buck Thomas Park | $4,100,208.00 |
| Savage Park | $4,071,168.00 |
| Indian Springs Sports Complex | $3,285,168.00 |
| Bouse Sports Complex | $2,454,888.00 |
| Jenks Youth Baseball Complex | $2,284,827.00 |
| Chickasha Sports Complex | $1,977,663.00 |
| Firelake Ballfields | $1,724,061.00 |
| Hafer Park/A C Caplinger Sports Complex | $1,414,061.00 |
| Tulsa Hilti Park | $1,402,049.00 |
| O'Brien Park | $1,269,607.00 |
| Owasso Sports Park North | $1,217,311.00 |
Officials Pay & Years of Operation
Total Umpire Pay: $13,230,760.00
Range of Operations: 2001 – 2025
Umpires Per Game × Total Minimum Games Played × Umpire Pay Per Game = Total Event Umpire Pay
Teams Entered × Team Fee = Team Entry Revenue
Methodology & Formula Examples
This analysis uses event-level fields available in the dataset. Where a field is missing, totals reflect the sum of available components.
Team Entry Revenue = Teams Entered × Team Fee Gate Revenue = Event Gate Total Sanction Fees = USSSA Event Sanction Fees Concessions (if any) = Event Concession Total Income (dataset field) ≈ Team Entry Revenue + Gate Revenue (+ Concessions) - Sanction Fees (if modeled) Total Event Net (dataset field): model-specific net for an event Total Net - Umpire Pay (dataset field): Total Event Net - Total Event Umpire Pay
Director Total = Σ Total Income for all events grouped by TournamentDirector Facility Total = Σ Total Income for all events grouped by Facility
Economic Impact (Interpretive)
This page reports direct flows such as Team Entry Revenue, Gate, and Officials Pay. To estimate broader impact (lodging, dining, fuel), apply a documented tourism-spend model and publish assumptions separately.
Visitor Spend (example) = Teams Entered × Avg. Travelers per Team × Avg. Trip-Nights × Avg. $/Person/Night Total Direct Tournament Revenue = Total Income (dataset) Illustrative Total Impact = Total Direct Tournament Revenue + Visitor Spend
Recommendation: publish direct totals (from the dataset) and impact estimates (model-based) as separate outputs with clearly stated assumptions.
Downloads & Next Steps
Replace the links above with your hosted CSV/filtered dataset exports.
City of Shawnee, Oklahoma Minutes Archive
A line-by-line research dataset built from official minutes and recordings of the City of Shawnee and related authorities. Every speaking segment is cataloged, tagged, and ready for legal review, policy analysis, and civic storytelling.
Choose the format that fits your workflow. Replace the placeholder links with your hosted files.
This archive exists to make public records more usable. If you spot issues, need a tailored export, or want to collaborate, use the contact below.
Harrah Comprehensive Plan (2018) Executive Summary & Evaluation
This plan is best read as a practical growth-management operating system: define community priorities, translate them into a future land-use pattern, align infrastructure and mobility, then execute with an action matrix that can be updated annually.
These categories anchor recommendations and help prevent “random projects.” Use them as a public-facing way to explain why specific actions are prioritized.
The plan is strongest when it ties land use + infrastructure + identity into a few high-leverage initiatives that can be explained to the public.
- Action matrix with owners + time horizons (1–5 years / 6+ / ongoing)
- Recommendations tied to focus areas for clearer public explanation
- Zoning modernization agenda (buffers, LID standards, CBD use refinement, design requirements)
- Infrastructure-first sequencing: utilities master planning + capacity funding must lead
- Annexation “donut holes”: governance-heavy voluntary annexation strategies
- Turnpike vs Downtown: design/wayfinding/zoning must differentiate highway retail from Downtown place-making
Downtown Shawnee Main Street Meeting (Sept 30, 2025) Executive Summary & Action Brief
This project centers on a practical downtown revival sequence: build momentum with an “Empty Buildings Tour,” support it with a visible community cleanup, revive TIF resources transparently, and formalize a long-term downtown vision that survives political turnover. :contentReference[oaicite:1]{index=1}
| Date | Time | Event | Purpose |
|---|---|---|---|
| Oct. 14 | 3:00 PM | Downtown Cleanup Event | Beautify downtown ahead of the tour. |
| Oct. 22–23 | Varies | Empty Buildings Tour | Showcase available properties to investors/entrepreneurs. |
| Oct. 28 | 9:00 AM | Follow-up Stakeholder Meeting | Debrief + plan spring tour + begin long-term vision work. |
Integrity of the Game vs. Economic Impact
The Oklahoma Business Plan (2001–2025)
A comprehensive, ongoing research repository examining financial practices, governance, and transparency in Oklahoma youth sports—with hundreds of case studies, executive summaries, legal filings, and methodology designed for academic and civic review. :contentReference[oaicite:1]{index=1}
↗ Open Integrity Study ArchiveFinancial analysis of team entry fees, umpire pay, and tournament revenue patterns — core to the integrity framework. :contentReference[oaicite:2]{index=2}
📄 Download PDFInsight on taxpayer-owned facilities and municipal governance tied to youth sports operations. :contentReference[oaicite:3]{index=3}
📄 Download PDFLand use case study tied to the Lions Club Ballfields and municipal oversight issues. :contentReference[oaicite:4]{index=4}
📄 Download PDFReview of sales tax campaigns and data integrity concerns relating to public finance. :contentReference[oaicite:5]{index=5}
📄 Download PDFInstrument of transfer and oversight concerns — land and governance implications. :contentReference[oaicite:6]{index=6}
📄 Open SummaryTournament fee oversight and municipal financial controls. :contentReference[oaicite:7]{index=7}
📄 Open SummaryReforming Youth Sports Governance & Ensuring Transparency in Oklahoma
A legislative briefing letter dated September 14, 2024, prepared for the Oklahoma State Senate, proposing a practical framework to address systemic issues in youth sports governance, transparency, and access.
Preparing for City Manager Interview: Parks & Recreation Authority Concept
A council-ready narrative that positions Harrah’s “not in the USSSA gameplan” status as a strategic advantage: Harrah can build a transparent, visitor-centric parks system from scratch—capturing sales tax, protecting families, and avoiding the cash-heavy “shadow economy” patterns documented statewide.
The strategy: learn from a 20-year statewide forensic study of youth sports finance and build a Parks & Recreation Authority that captures visitor spending, protects families, and grows sales tax without over-building rooftops.
App Launcher Dashboard
Your AppSheet ecosystem in one place
A mobile-friendly directory for your AppSheet tools—municipal research, youth sports integrity analysis, construction estimates, and operations workflows. Use the search + category filters to launch the right app fast.
Baseball Heaven Phase I: 24,000 sf Indoor Training / Event Center
Phase I is positioned as a 24,000 sq ft air-supported indoor structure with batting cages, pitching tunnels, and team warm-up space—designed to serve local leagues and weekend tournament demand, while generating a strong financial return from repeatable cage rentals. :contentReference[oaicite:0]{index=0}
| Input | Value | Notes |
|---|---|---|
| Cages | 13 | 10 batting / 3 pitching |
| Hours per day | 5 | Example: 5pm–10pm |
| Days per week | 7 | Mon–Sun |
| Weeks per year | 48 | Operating weeks assumption |
| Hourly rate | $40 | Note suggests $50–$75/hr for non-members |
| Projected annual cage fees | $873,600 | 65 slots/day × 7 × 48 × $40 |
Baseball Heaven: Youth Sports Campus & Tourism Engine
This section converts the Baseball Heaven business plan into a commissioner / council-ready narrative: how the campus produces (1) predictable operating revenue, (2) measurable visitor-driven economic impact, and (3) a transparency-first model that protects families, athletes, and public trust.
| Metric | Plan value (example year) | What it means |
|---|---|---|
| Team entry fees | ~$1.5M / year | Primary participation revenue stream |
| Total event income | ~$3.2M / year | Gate + club fees + sponsors + stay-to-play incentives |
| Total event expenses | ~$1.9M / year | Officials + awards + user fees + national fees (modeled) |
| Total event net | ~$1.3M / year | Operating surplus available for reinvestment and reserves |
| Officials pay | ~$1.8M / year | Major expense & compliance reporting category |
| Regional economic impact | ~$22.9M / year | Visitor-spend layer used for public ROI narrative |