Press Alt + R to read the document text or Alt + P to download or print.

No preview available

The URL can be used to link to this page

Home My WebLink AboutFinancial Sustainability “Tool Kit” 1 MEMORANDUM Date: May 24, 2010 TO: Honorable Mayor and Town Council FROM: Tom Brymer, Town Manager/CEO Westlake Academy SUBJECT: Financial Sustainability “Tool Kit” PURPOSE It has been said that in order to build something, skill is important, but first one must have the tools to build with. In building a community, information becomes the tool by which good decisions are made. It is the purpose of this report, and all its sections, to provide the tools needed to make good decisions regarding the Town’s finances, the very foundation upon which the Town government rests. The purpose of this report is to provide the Council with financial tools for financial policy decision making. Each tool is a separate section of this notebook. The tools are as follows: Section 1 - Understanding Financial Sustainability Page Number • It’s All in the Questions Section 1-1 • Achieving Fiscal Health & Wellness Section 1-8 • Priority Driven Budgeting Section 1-60 Section 2 - Financial Forecast • Five Year Forecast Assumptions Section 2-1 • Updated 5 Year Forecast (5-17-10) Section 2-4 • Article from Feb. 2010 Westlake Wire re: Financial Sustainability Section 2-8 Section 3 - Town’s Revenue Information/History • Sales Tax Information Section 3-1 • Revenue Manual Separate Doc. Section 4 - History of Town Services/Expenditures • Financial information on Town Municipal Service Costs for Last 10 Yrs (Excerpt from FY CAFR) Section 4-1 • Full-Time Equivalent Employees (Excerpt from FY 2009 CAFR) Section 4-3 • Town Payroll – Department Analysis Section 4-4 • Town of Westlake Employee Timeline Section 4-5 • Narrative History and Description of Town of Westlake Services Section 4-6 2 Section 5 - Program Information on Town Services Page Number • Definitions Section 5-a • Program Summary Graph Section 5-b • Program Summary (by Department) Section 5-1 • Information by Program and Activity By Dept & Fund Section 6 - Program Prioritization • Guiding Principles for Program Prioritization Memo Section 6-1 • Expenditures Based on Guiding Principles Graph Section 6-2 • Program Prioritization by Guiding Principles Section 6-3 • Guiding Principles Definitions Section 6-7 • Survey Results of Council’s Program Prioritization Section 6-8 • Guiding Principles (Survey document) Section 6-9 Section 7 - Ad Valorem Tax Information • Tax Rates of Neighboring Municipalities (Alphabetical) Section 7-1 • Tax Rates of Neighboring Municipalities (By Rate) Section 7-2 • 2009 Tax Rates per $100 Valuation for Tarrant County (Inc Exemptions) Section 7-3 • Exemption Detail and Explanation Section 7-5 • Can Citizens Vote on Property Tax? (Excerpt from TML) Section 7-6 • Five Year Forecast of Westlake Assessed Valuation Section 7-7 • What a Penny will Generate Section 7-8 • Tax Rate Scenarios Section 7-9 Section 8 - Fire/EMS Outsourcing Analysis Section 8-1 Section 9 - Citizen Fiscal Communication Plan Section 9-1 BACKGROUND & CONTEXT In June 2008 at a planning retreat, the Town Council began work on the Town’s mission, vision, and value statements. Following that work, the Town’s first Strategic Plan was adopted by the Town Council in July 2009. Under Vision Point Two in that Plan, We are Leaders, there is a Key Result Area (KRA) of: High Quality Service Delivery Coupled With Financial Stewardship described as follows: • Research available revenue resources to offset the cost of providing services; continue to provide outstanding government administrative support services while working within the municipal budget. 3 This KRA has an Outcome Strategy identified as a mid-range (3-5 year) goal: 1. Establish a strategy for achieving long term financial sustainability for the Town Government, including Westlake Academy In turn, this outcome strategy has an Objective to be addressed by Spring 2010: Objective 1.6: Council to prioritize service options and provide staff direction on the future budgeting and resource allocation. As shown in the five (5) year financial forecasts presented to Council, as well as discussed in the budget process for the 2009/10 Budget, the Town’s financial position will not be sustainable in the near to medium term (note: current forecast shows this to be by FY 2013 ). In the meantime, the Town is spending down its reserves to maintain a “balanced” budget as required by State law. FIRST STEPS As part of the Town’s Strategic Plan to become financially sustainable, In October of 2009, the staff outlined at a Council workshop a proposed process to begin to deal with this financial sustainability issue. This process includes: • identify all the programs/services offered by the Town and their associated cost of delivery • programs of service prioritized so that resource allocations can be assigned accordingly • review all existing and potential sources of revenue As a part of the outlined proposed process, the Council in October of last year: 1.) Reviewed the Desired Community Conditions. This has been done with the Town’s mission/vision/value statements. These describe what/where Westlake wants to be in the future, in essence, “what do we want to be when we grow up”. Community Vision Westlake is a one of a kind community – an oasis with rolling hills, longhorns, and soaring red-tailed hawks, located in the heart of the Fort Worth-Dallas metropolitan area. o Inviting neighborhoods and architecturally vibrant corporate campuses find harmony among our meandering roads and trails, lined with native oaks and stone walls. 4 o We are leaders. In education we are known for our innovative partnerships between the Town- Owned Charter School and its corporate neighbors. We are environmental stewards– exemplifying the highest standards. o Hospitality finds its home in Westlake. As a community, we are fully involved and invested in our rich heritage, vibrant present and exciting, sustainable future. 2.) Created a list of Guiding Principles for the Town and Westlake Academy. Guiding Principles are used as the parameters for achieving the Desired Community Conditions. 3.) Prioritized Guiding Principles (via survey on Survey Monkey) for the Town to determine program priorities which guides financial resource allocation. Since that time Town staff has been identifying programs, activities, and measures as set out in Section 5 of this notebook. Staff has also been identifying/analyzing all revenues (see revenue manual in Section 3 of this notebook). In order to identify all programs of service so we can see exactly what services we provide at what cost, the staff has retooled the municipal budget for this financial sustainability workshop. TOWARDS A NEW MODEL FOR FINANCIAL SUSTAINABILITY Deciding to turning ones back on the old way of doing things entirely, no matter how poorly it works, is not easy. At least it is not easy for most people. However, it is clear that the Town’s model for financing its services is not working and will not work in the foreseeable future, unless economic conditions drastically change, and change soon. There is a saying attributed to a number of sources, including the Dakota Indians, that goes something like this; “If the horse you are riding is dead, I would suggest you dismount.” Likewise, with the Town’s current model of financing its services, it is time to declare that “horse” dead, dismount, and look for another horse, i.e. a new model for financing its services. A Final Look in the Rear View Mirror Before we dismount “ol’ Bessie”, our current financial model, and while not dwelling on the past, it is important to understand it so we do not repeat it or use components of it that do not work. Why has it not worked? The reasons are: 5 • it is dependent on one revenue source (sales tax) • that large revenue source, sales tax, is volitional, difficult to forecast due to Westlake’s business base, and is subject to swings depending on economic conditions including the current decline in sales tax • that large revenue source, sales tax, is used to fund both daily operations and debt service for the Town’s one major capital expense, Westlake Academy • one-time revenue sources are depended upon to finance on-going services • other on-going revenue sources have been flat, declined, or are inadequate to sustain downturns in the Town’s primary revenue source, sales tax • the school’s size makes achieving operating economies of scale difficult since many of its support and administrative service needs are the same as those of a larger school • Town services, both direct and indirect, support the school in many ways and are intertwined with the school’s daily operations • school expenses are booked to 2 budgets, making it difficult for most people to understand the school’s total cost • operating expenses and debt service costs have increased over time • infrastructure capital projects are inadequately funded • there is no capacity to incur debt for new capital projects, including school expansion • the school serves both residents and non-residents, creating arguments of service delivery/funding making it difficult to achieve political consensus on the Town’s role in service delivery • State funding for the school is not sufficient to cover its operating costs, much less full costs (debt service and other direct costs), which creates funding equity arguments for both residents and non-residents • Funding for operating the school has been totally absorbed for daily operations, leaving inadequate funds to cover other operating costs or debt service • Demand for municipal services has increased as both the Town’s permanent residential population as well as its day-time business population has grown. Looking Forward - Creating a New Model 1. Decide What We Want Westlake to Be This is the Town’s mission, vision, and value statements, which were created in 2008. The Council, on behalf of all its constituents, must first decide if this is what they want Westlake to be. If not, then these mission, vision, and value statements should be revisited. 6 2. Determine What Mixture of Services Will Attain That Vision and What Values will Guide Funding That Service Mix This should be a broad policy discussion, not focused on how services are paid for, but rather, what is the basic role of the Town’s government and based on that, what services should it provide to move the Town towards its mission, vision, and values, and what values should be used to guide funding that service level mix? To a large extent, these questions are unique to each municipality, and that is why one finds variance in the types of services one city provides compared to others. What values should be used to guide the funding of this service level mixture? There are several, but here are some examples of key values that create the policy decision for how to fund Town Services: o Efficiency. This is not only connected to the prudent use of resources. It also connects to professionalism and rational, analytical thinking. It underpins the value of master plans, consultant reports, and the expertise that increasingly drives public policy. It incorporates the decision rule: “the greatest good, for the greatest number, over the long run.” (Nalbandian) o Representation as a value is based on the understanding that elected officials represent citizens in the absence of direct democracy. It is what leads citizens to think that their elected officials will listen to them and elected officials to go out of their way to communicate with citizens. (Nalbandian) o The value of social equity underpins many moral arguments that council members hear. It is based fundamentally on the belief that there shall be no second-class citizens and that services shall be provided fairly. Council members realize very quickly in their terms that citizens frequently judge what is fair by lumping themselves into some group and then comparing their situation to that of another group. (Nalbandian) o Individual rights. It generally focuses on property rights or civil rights. Individual rights are protected in law, and as such they can trump the other values. The emphasis on due process in government work that goes beyond the judiciary reflects the way this value has penetrated the thinking of government officials. It is designed to prevent capricious and arbitrary government action. (Nalbandian) o Effectiveness. This value, different from efficiency (i.e. how well are we doing what we do), focuses more on are we doing the right things and getting the outcomes we want for the resources expended? 7 o Equality. Different from equity, focuses on are we treating all citizens and/or stakeholders the same? It may beg the question, should all be treated the same? The answer to that question may be that all cannot or should not be treated the same (due to, for example, different levels of financial exposure different stakeholders may have), but the expectation is often there that they should be. 3. Determine the Price of Government That Citizens/Stakeholders Can/Should Pay to Fund this Service Mix That Will Attain the VVM and Meet the Chosen Values a.) identify all revenues b.) identify all programs of service (expense) and performance measures c.) prioritize programs of service based on guiding principals d.) determine origin of service demand and identify services that can be paid with user fees and those that must be financed with multiple (i.e. general) revenue sources e.) determine service price points and service expenses/funding parameters This is where using the discussion in Nos. 1 and 2 is important, but where the earlier “look in the rear view mirror” can be helpful. As we go through “a” through “d” here, this is where, based on the past, but with a focus on building a model for the future, we should ask questions such as:  do we want to diversify and stabilize our revenue stream? If so, what are the choices to achieve that end?  do we want to decide that the school should or should not have as a goal to eventually be self-funding? If so, what can be the plan for attaining that goal and over what period of time should we try to achieve it?  what level of support administratively can and should the Town provide the school?  do we want to adequately fund our infrastructure needs, and if so, at what level?  can we simplify the financial presentation of the school’s total cost so all its stakeholders understand it?  should, and can, all stakeholders in the school be equally accountable for its cost? 4. Make Sure the Council’s Financial Policies Are Congruent With and Support Nos. 1-3 5. Implement a Citizen Education/Engagement Plan Regarding the New Model 6. Decide to Govern, Budget, Financially Plan, and Manage According to the New Model 8 THE END GAME To use a familiar phrase, “at the end of the day”, this effort will determine Westlake’s future and determine its quality of life. Nothing more or nothing less is at stake. That is the end we are striving towards. Current Issue About PM Contact PM Subscribe Advertise Editorial Guidelines Editorial Calendar Professional Services Directory ICMA Upcoming Events PM Index Issues Archive September 2009 · Volume 91 · Number 8 It's All in the Questions: The Manager's Role in Achieving Fiscal Health by Jon Johnson and Chris Fabian As the fiscal reality facing local governments across the nation becomes more challenging to manage and the necessary financial choices become more difficult to make, local government managers must ensure that the right questions are being asked to assess their organization's state of fiscal health. In times of economic prosperity, the manager has the luxury of focusing on issues related to growth, enhanced service delivery, and community initiatives and can rely on increasing revenues and healthy fund balances to maintain the organization's fiscal health. Today's reality for most if not all local governments is declining revenues, slower if not stagnant growth, and depleted reserves. The manager must depend on the finance officer to perform the diagnostic analysis necessary to identify the symptoms and causes of the organization's fiscal distress, and then they must work together, using the diagnosis, to correctly prescribe and apply the most appropriate and effective treatments. Through a series of basic diagnostic questions, the manager will gain a better assessment of not only the positive signs of the organization's fiscal health but also the root causes of the fiscal "dis-ease" impacting long-term financial sustainability. With a thorough diagnosis, the manager can effectively answer important questions posed by the elected decision makers: Is it time to raise taxes? Should we begin cutting expenses by eliminating programs or staff? What do we do to balance the budget? To provide the best answers to the governing body, it isn't enough to ask the questions of the finance officer. The manager must follow up with another question: Can you show me? Without documented and demonstrated analysis supporting the answer, the manager may be relying on inaccurate assumptions or unsubstantiated conclusions that don't treat the real symptoms. A diagnostic approach helps an organization achieve fiscal health, the first step leading to long- term financial sustainability. By asking the right questions in five areas and then asking for basic diagnostic tests to be performed, the manager can obtain answers that help isolate the potential cause(s) of the fiscal issues and then focus on more in-depth analysis to identify and apply the most appropriate and effective treatments. QUESTION 1: ARE WE TRULY SPENDING WITHIN OUR MEANS? Seems like a simple question, but in a time when increases in costs—often fixed costs—are outpacing revenue growth, it becomes the most critical question of all. This question also requires a more detailed response than simply a yes or no. Governments are experiencing skyrocketing expenses in almost every area of their budgets. Unfortunately, most are also seeing major revenue sources moving in the opposite direction. Few revenue forecasts predict that this trend isn't going to continue for the foreseeable future and beyond. Spending within your means is a philosophy that should be adopted regardless of the economic crisis du jour. Understanding the sources of funding for operations, for one-time initiatives, and for investment in capital is a foundation of good fiscal health. Adhering to this philosophy is imperative for the fiscal sustainability of today's communities. Page 1of 7 11/2/2009http://icma.org/pm/9108/public/cover.cfm?author=Jon%20Johnson%20and%20Chris%20F... Section 1-1 Without spending controls, some governments are looking toward bankruptcy, privatization, borrowing against future revenues, or even disincorporation as viable treatment options. Posing this first question helps the manager achieve these objectives: Establish alignment between ongoing revenues and ongoing expenditures.■ Establish alignment between one-time sources and one-time uses.■ Understand how services rely on general government revenues versus program revenues (user fees, grants, permits). ■ Provide incentives for departments to manage and monitor program revenues.■ Shift the focus of forecasting and budgeting from expenditures to revenues.■ To obtain a sufficient answer to the question of whether the community is truly spending within its means, a manager needs to review the diagnostic analysis carried out after getting answers to these questions: 1. DO WE DIFFERENTIATE BETWEEN ONE-TIME AND ONGOING REVENUES AND EXPENDITURES? IF SO, HOW ARE THEY BEING TRACKED? DOES OUR FORECAST DEMONSTRATE THIS DIFFERENTIATION? Develop an understanding of how revenues are classified as either one-time or ongoing in nature. ■ Determine how recurring revenue streams exhibiting some degree of volatility or uncertainty are classified. ■ Assess the clarity of the tool used (historically and for forecasting purposes) to demonstrate that fund balance (or any other one-time source) is not being used to support ongoing operational costs. ■ Request a chart or graphic that demonstrates that ongoing revenues have historically been and are forecast to be greater than ongoing expenses. ■ Ensure that multiyear forecasts consistently match ongoing revenues with ongoing expenses and one-time sources with one-time uses. ■ 2. ARE RESOURCE ALLOCATION DECISIONS FOR BUDGETARY PURPOSES INFLUENCED BY PROGRAM REVENUES GENERATED BY EACH INDIVIDUAL DEPARTMENT, DIVISION, OR ELECTED OFFICE? IF SO, HOW ARE PROGRAM REVENUES DIFFERENTIATED FROM GENERAL GOVERNMENT REVENUES (TAXES, INVESTMENT EARNINGS, FRANCHISE FEES, AND SO FORTH)? Determine whether program revenues are allocated specifically to the operation responsible for generating them and whether increases or decreases in these revenue streams directly affect that operation's budget allocation. ■ Assess the method by which resource allocations for operational expenses are established in the budget process: Are they based on prior year expenditure budgets for each department or are they based solely on available ongoing revenues? ■ 3. IS THERE A FORMAL REVENUE MANUAL? IF SO, WHAT INFORMATION IS INCLUDED? Review the manual to see if all major revenue sources are included, if they are clearly described, if the source of authority for collecting them is clear, if historical and forecast trend data are present, if the forecasting methodology is clear, and if relevant statistical data (historical, economic, demographic) linked to forecasts are being tracked. ■ Verify that fees for services, including permits and licenses, are updated regularly and that written policies support the level of cost recovery desired. ■ After the questions have been asked and the answers verified through a review of the appropriate diagnostic analysis, the manager should work closely with the finance officer to treat any symptoms that indicate a poor state of fiscal health. It is critical that the manager partner with the finance officer in the development of policies, procedures, and philosophies that create an environment that supports good fiscal health practices. Page 2of 7 11/2/2009http://icma.org/pm/9108/public/cover.cfm?author=Jon%20Johnson%20and%20Chris%20F... Section 1-2 After the treatment is determined, the manager's leadership role is to engage and empower the organization to achieve a strong state of fiscal health. The most critical elements of fiscal health that should be in place are: Use only ongoing revenues to fund ongoing expenses (and one-time sources for one-time uses). ■ Understand the impact of decisions affecting one-time alignment and ongoing alignment.■ Establish a distinction between general government revenues and program revenues; create incentives for self-sustaining programs by allowing departments to keep 100 percent of program revenues generated. ■ Require reductions in program revenues to be offset by reductions in the associated departmental operating budgets. ■ Base resource allocations strictly on available revenues and one-time sources (as opposed to historical or forecast expenditures). ■ Figure 1 illustrates the distinction between ongoing alignment and one-time alignment. Note the pattern of persistent inability to "spend within your means" that emerged in the 2001–2002 period. This fiscal health problem was masked because the organization continued using one-time sources to plug the ongoing gap. QUESTION 2: ARE WE MAINTAINING REQUIRED RESERVES? ARE THEY ADEQUATE AND APPROPRIATE? The concept of having reserves set aside for emergencies and economic downturns is a no- brainer. But just as in the fairy tale Goldilocks and the Three Bears, the manager must assess whether the level of reserves is too high, too low, or just right. Maintaining inadequate reserve levels puts the long-term sustainability of the organization at risk. But in times when resources are scarce, assessing the right amount of reserves to maintain will ensure that funds critical to the operation are available. Reserves are important not only during this period of economic disaster but during natural disasters as well. Floods, wildfires, hurricanes, tornadoes, drought—few local governments have sufficient rainy-day funds to deal easily with Mother Nature's wrath. Entities without adequate reserves for emergencies have been forced to make difficult choices to address the cost impacts from natural devastation. Working capital (or emergency) reserves are a critical element in establishing good fiscal health. The Government Finance Officers Association has set forth a best practice—Appropriate Level of Unreserved Fund Balance in the General Fund—that recommends that "general purpose governments, regardless of size, maintain unreserved fund balance in their general fund of no less than 5 to 15 percent of regular general fund operating revenues." Similarly, ICMA recommends that the most influential guidance comes from the bond-rating firms, which use a rule-of-thumb figure of at least 5 percent of annual operating expenditures as an acceptable level of (accessible) reserves (on top of restricted reserves). Unfortunately, a brief scan of news reports reveals that local governments are experiencing lower bond ratings because they have failed to meet even these minimum requirements. Establishing an appropriate working capital reserve is one of the most straightforward yet overlooked objectives for achieving fiscal health. Even with an adopted reserve policy, many governments have not instituted adequate monitoring mechanisms to ensure that those balances are securely maintained. In light of this practice, it's not enough to ask whether there is a formal reserve policy; the manager must verify that steps to monitor compliance with the policy are in place and being used. In addition to working capital reserves, organizations normally have other reservations, restrictions, or designations of fund balance that may be statutory, required by bond covenant, established by the provider of a restricted revenue source, or set forth by ordinance. The Page 3of 7 11/2/2009http://icma.org/pm/9108/public/cover.cfm?author=Jon%20Johnson%20and%20Chris%20F... Section 1-3 manager should ensure that an up-to-date inventory of all reserves exists and that mechanisms are in place to ensure compliance with those reserve requirements—to both maintain adequate levels and ensure that the organization isn't holding too much. In posing this second question, the manager: Establishes a working capital reserve policy and ensuring that there are monitoring mechanisms in place to demonstrate compliance with that policy. ■ Creates an inventory of all reserves maintained across the organization to ensure that all reserve levels are adequate and appropriate—not too high, not too low. ■ When asking whether a community is maintaining required reserves and whether the reserves are adequate and appropriate, a manager should frame the question more specifically and ask to see the analysis that supports the answer: Do we have a written fund balance reservation policy? If so, how are we monitoring those reserves to ensure they are maintained? How do we assess the adequacy and appropriateness of all restricted, reserved, designated, and unreserved fund balance levels? Review the written working capital reserve policy and compare with best practices.■ Require the appropriate degree of analysis to ensure that working capital reserves are sufficient to meet emergency needs or revenue shortfalls. ■ Verify that an inventory of all reserved, restricted, or designated fund balances exists and states their purpose, the authority establishing them, and how they are to be calculated. ■ Validate the presence of adequate controls and monitoring mechanisms that ensure compliance with reservations, restrictions, and designations of fund balance. ■ Discuss the adequacy and appropriateness of all fund balance levels—excessive balances may be as much of an impediment to good fiscal health as insufficient levels. ■ After the manager has assessed the responses and the accompanying analysis, determining the existence of these critical elements of fiscal health is possible: Adopt a written policy establishing working capital reserves.■ Develop appropriate monitoring mechanisms to ensure that the organization is in full compliance with all required restrictions, reservations, or designations of fund balance. ■ Inventory all fund balance reserves maintained across the organization and eliminate any that are excessive, unnecessary, or duplicated. ■ Assess adequacy and appropriateness of the level of unreserved fund balance across the organization—having too much may be as problematic as having too little if there is no plan for how it is to be used to benefit the community. ■ QUESTION 3: DO WE UNDERSTAND OUR VARIANCES—ESPECIALLY BUDGET VERSUS ACTUAL? Like finding buried treasure, understanding the nature of significant financial variances may yield a fortune of opportunities in achieving good fiscal health. Explaining variances might be viewed only as an exercise to satisfy auditors or critique the finance department's forecasting skill, but this process is far more important than that. Page 4of 7 11/2/2009http://icma.org/pm/9108/public/cover.cfm?author=Jon%20Johnson%20and%20Chris%20F... Section 1-4 Comparing last year's budget amounts with current year budget dollars provides a better understanding of what has changed from one year to the next in terms of service delivery needs, increased costs, and anticipated revenues. Looking at revenue and expenditure variances to compare prior year actuals with current year actuals provides an explanation of changes in spending patterns and revenue collections as well as helps identify emerging trends that need to be considered for forecasting purposes. Negative variances normally garner a fair amount of attention, but positive variances should also be carefully analyzed to determine why they occurred. A primary responsibility of any manager is to ask for an explanation, supported by detailed analysis, that provides a clear understanding of why variances occurred, regardless of whether they are to the good or the not-so-good. Another type of variance is largely overlooked by many organizations as they try to understand their fiscal health. Analyzing the reason behind budget-to-actual variances for any given fiscal period may uncover opportunities to address ongoing alignment concerns or projected budget shortfalls without looking to actual reductions in services or staffing levels. Most organizations have controls in place that prevent negative expenditure variances from occurring, but they fail to understand the true reason for negative variances caused by revenue shortfalls. Significant negative revenue variances should be analyzed thoroughly to determine the specific reasons that they occurred and, more important, to look for emerging trends that need to be integrated into future revenue forecasts. The manager should also require that the same level of attention, if not more, be placed on understanding positive budget-to-actual variances. Failure to understand the reason for a positive revenue variance may critically impact future forecasts if that variance was caused by a fluke or unusual circumstance rather than an upswing in economic activity or an increased demand for service. Favorable budget-to-actual expenditure variances, especially those that recur year after year, must be analyzed carefully to ensure that permanent efficiencies are captured so the savings generated from these changes can be reallocated to other critical areas. Analysis of these positive variances may validate the need for more precise salary and benefit cost projections specifically related to vacancy savings and the timing of individual wage increases. This analysis may also lead to the discovery of a multitude of contingency budgets spread throughout the organization that could be satisfied through a single, smaller amount budgeted in one central account or could uncover cyclical costs that are budgeted each year but are spent every three or four years. By simply understanding the nature of these budget-to-actual variances and bringing future budget amounts more in line with actual experience, the manager may find opportunities to reduce the budget without actually having to eliminate a single employee or cut actual spending. Asking this third question helps the manager: Determine the specific reasons variances have occurred and adjust the budget to be more in line with actual experience. ■ Identify programs or services where resources have historically been over allocated, allowing for those resources to be reallocated to other areas of need. ■ Eliminate the extras in departmental budgets for contingencies, cyclical needs, worst- case scenarios, or the proverbial "just in case we need it." ■ Improve the accuracy of revenue and expenditure forecasts by better isolating and identifying emerging trends as well as eliminating the impact of recurring historical variances. ■ In seeking the answer to whether we understand our variances—especially budget versus actual—more specific questions will help obtain a better understanding: 1. AT YEAR END, ARE VARIANCES BETWEEN BUDGETED AND ACTUAL REVENUES AND EXPENDITURES ANALYZED AND EXPLAINED? IF SO, HOW DO THOSE Page 5of 7 11/2/2009http://icma.org/pm/9108/public/cover.cfm?author=Jon%20Johnson%20and%20Chris%20F... Section 1-5 VARIANCES AFFECT FUTURE BUDGET CYCLES? HOW SIGNIFICANT ARE REPORTED VARIANCES RELATED TO CAPITAL PROJECTS? Determine the reasons for consistent variances that seem to occur year after year.■ Obtain an explanation of significant revenue variances in order to identify important trends that will help forecast future receipts or affect the level of funds available for future allocation of resources. ■ Look closely at recurring patterns of carrying forward from one year to the next significant dollar amounts appropriated for multiyear capital projects, and gain an understanding of why project dollars are not expended in the year they are appropriated. ■ Isolate any resources allocated on an ongoing basis as a place holder for one-time costs or costs that are projected to occur only cyclically. ■ 2. DO WE HAVE A FORMAL COMPENSATION PLAN THAT IS USED TO ESTABLISH EMPLOYEE SALARY OR WAGE RANGES? IF SO, HOW IS THIS PLAN DEVELOPED (FOR EXAMPLE, MARKET COMPARISONS, UNION NEGOTIATIONS, STEP AND GRADE SYSTEM), AND HOW OFTEN IS THE PLAN UPDATED? Ensure the plan is used to prepare salary and benefit projections.■ Ensure that reasons for variances between the formal plan and actual employee compensation (whether over or under) are clearly explained. ■ 3. WHEN ASSESSING THE ADEQUACY OF EMPLOYEE COMPENSATION, ARE EMPLOYEE BENEFIT PACKAGES INCLUDED IN THIS ASSESSMENT? DO WE BELIEVE THAT OUR TOTAL COMPENSATION PACKAGE IS ATTRACTIVE ENOUGH TO RECRUIT COMPETENT INDIVIDUALS AND RETAIN THEM? Determine that salary and benefit projections are being developed by separating salary projections from benefit projections and applying individual calculations for each benefit factor (some benefits are based on percentage of wages while others are calculated as a flat dollar amount). ■ Understand the impact of the total compensation package on employee recruitment and retention (variances may be exacerbated by excessive turnover or long recruitment periods). ■ After the manager has evaluated the responses and looked at the analysis, it's easier to see whether these assumptions of fiscal health are present: Identify where resources have been regularly allocated for one-time or cyclical costs, and eliminate ongoing resource allocations where possible. ■ Identify possible causes of revenue variances and trends that need to be monitored.■ Ensure that expenditures related to multiyear capital projects are budgeted in the years in which costs will be incurred; this prevents large unplanned appropriations (carry forwards). ■ Eliminate unnecessary contingencies maintained in department budgets.■ Develop a salary-benefit projection tool that budgets employee compensation costs more accurately and aids in analyzing the impact of vacancies. ■ This article continues with more questions in the October issue of PM. Jon Johnson (jjohnson@icma.org) and Chris Fabian (cfabian@icma.org) are local government practitioners serving as senior management advisors with ICMA Consulting Services, ICMA, Denver, Colorado. Learn about the benefits of joining ICMA and receiving PM magazine as part of your benefits package at http://icma.org/join. To subscribe to PM, call 202/289-ICMA (202/289-4262) or e- mail bookstoremanager@icma.org. Page 6of 7 11/2/2009http://icma.org/pm/9108/public/cover.cfm?author=Jon%20Johnson%20and%20Chris%20F... Section 1-6 ©2009 International City/County Management Association ICMA is the leading organization for information on professional local government management. Its membership includes city managers, county managers, and other chief appointed officials and assistants in local governments throughout the world. ICMA's mission is to create excellence in local government by developing and fostering professional local government management worldwide. Page 7of 7 11/2/2009http://icma.org/pm/9108/public/cover.cfm?author=Jon%20Johnson%20and%20Chris%20F... Section 1-7 ICMA Annual Conference Managing Your Budget During Turbulent Times: Achieving Fiscal Health & Wellness (Prioritization) Fiscal Health “Spend Within Our Means” Understand Variances (Budget vs. Actual) Incorporate Economic Analysis and Long-term Planning into Decision- Making Establish and Maintain Reserves Transparent About the “True Cost of Doing Business” ACHIEVING FISCAL HEALTH ICMA Senior Advisors: Jon Johnson and Chris Fabian September 2009 Montreal, Quebec Fiscal Wellness Achieve Fiscal Health Value Programs Based on Evidence of their Influence on Results Support Resource Allocation Decision Making with Prioritization of Programs Identify, Define and Value the Results of Government Identify Programs and Services ACHIEVING LONG-TERM FISCAL WELLNESS Section 1-8 Does This Look Familiar? $(150,000,000) $(100,000,000) $(50,000,000) $- $50,000,000 $100,000,000 $150,000,000 $200,000,000 $250,000,000 $300,000,000 20002001200220032004200520062007200820092010 Fund Balance Uses of Funding Sources of Funding 20 0 9 - 2 0 1 0 P r o j e c t e d B u d g e t 20 1 0 - 2 0 1 1 B u d g e t F o r e c a s t Section 1-9 Role of Diagnostician Section 1-10 “Over the Counter” Treatment Treatment Options: •Fees for Service = Cost of Delivery •Freeze Vacant Positions (Temporaries?) •Across the Board “Cuts” •Defer/Delay Capital Projects •“Sharpen” Revenue Billing/Collection •Consolidated Purchasing/Contracting •Sell Underutilized Assets •Cost Allocation/Overhead Transfers •Freeze Salaries/Overtime Treatment Considerations: •Only a Short-Term “Fix” to Relieve Pain •Safe to apply with minimal diagnosis •Must have follow up diagnosis Section 1-11 “Emergency-Room” Treatment Treatment Options: •Across the Board Budget “Amputation” •Hiring Freeze/Furloughs •Reduction in Workforce •4-Day work weeks •Reduce Services •Spend “Savings” Reserves •Early Retirement Incentives •Outsourcing/Shared Services •Resize or Restructure Treatment Considerations: •Don’t apply without diagnosis •Don’t be guilty of malpractice •Only to “Stop the Bleeding” Section 1-12 Cosmetic Surgery Not a Solution •Accounting Gimmicks •Shifting Operational Costs to Capital Budgets •Deferring Compensations •Under fund Accrued Liabilities Section 1-13 Achieving Fiscal Health & Wellness 2 Strategic Initiatives Fiscal Health Long-term Fiscal Wellness Fiscal Health “Spend Within Our Means” Understand Variances (Budget vs. Actual) Incorporate Economic Analysis and Long-term Planning into Decision- Making Establish and Maintain Reserves Transparent About the “True Cost of Doing Business” CG SC Fiscal Wellness Achieve Fiscal Health Value Programs Based on Evidence of their Influence on Results Support Resource Allocation Decision Making with Prioritization of Programs Identify, Define and Value the Results of Government Identify Programs and Services CG OG SC SS Section 1-14 Fiscal Health “Spend Within Our Means” Understand Variances (Budget vs. Actual) Incorporate Economic Analysis and Long-term Planning into Decision- Making Establish and Maintain Reserves Transparent About the “True Cost of Doing Business” ACHIEVING FISCAL HEALTH Section 1-15 Fiscal Health “Spend Within Our Means” Understand Variances (Budget vs. Actual) Incorporate Economic Analysis and Long-term Planning into Decision- Making Establish and Maintain Reserves Transparent About the “True Cost of Doing Business” DIAGNOSTICS TREATMENTS ü Start with Revenues?: Do we begin fiscal discussions with available revenues, rather than expenses? ü Distinguish Between Ongoing vs. One-time Revenues / Expenses? DIAGNOSTICS TREATMENTS ü Appropriate Program Costs Shouldered by Users?: Do we know what overhead, administrative and internal services we provide, how much they cost, and how each customer influences the demand for service? ü Implement Internal Service Funds: Appropriately align supply/cost of service with customer demand ü Utilize Full-Cost Plan: Appropriately align cost/ supply of service with demand for all overhead and admin programs DIAGNOSTICS TREATMENTS DIAGNOSTICS TREATMENTS ü Reserve Requirements?: Are we clear about the reserves we must set aside (policy or mandate)? ü Reserves We Keep?: Do we know of every reserve we maintain, how much we maintain, and why we maintain them? ü Establish Reserve Policy: Establish clear policy to guide how much money to reserve, across the organization. ü Inventory Reserves and Keep What’s Needed: Reserve only what is necessary, and eliminate resource- allocations where possible. ü Distinguish Between General Gov’t and Program Revenues? ü Achieve Ongoing Alignment: Ongoing costs can only be funded with ongoing revenue. ü Achieve One-time Alignment: Fund one-time costs with unreserved fund balance, one-time sources (ex. Grants), dedicated ongoing revenue. ü Incentivize Self-Sustaining Programs: Allow programs to keep 100% of program revenue generated. ü Account for Impact of External/Economic Influences?: Do we incorporate economic trends into our forecasts? Are we accurate? ü Incorporate/Consolidate Long-term Plans into Forecasts? ü Plan for Ongoing Replacement/ Maintenance Costs? ü Trend Analysis and Forecasting: Identify and assess key influences on our revenue sources and expenses ü Decision Making Tool, Incorporating and Communicating Long- term Impacts: Model impacts of decisions with interactive decision- support tools DIAGNOSTICS TREATMENTS ü Budgeting For too Many Contingencies?: Does every dept / division budget for the unforeseen? ü Ongoing Operational Budgets Include Cyclical (one-time) Costs? ü Consistent Variances (Budget v. Actual) Year-to-Year? ü Consolidate Contingency Funding for Acceptable Level of Unforeseen ü Hone Salary/Benefit Forecasting Tools: Costs saved and unplanned due to vacancies/turnover can be significant.ü Ensure Variances Are Minimal and Explainable ü Know the Programs Offered, and How Much they Cost?: Do we know what programs we offer, how much they cost (direct and indirect)? ü Program Inventory: Identify each program offered by organization ü Program Costing: Price each program (direct and indirect costs) ACHIEVING FISCAL HEALTH Spend Within Our Means DIAGNOSTICS TREATMENTS ü Start with Revenues?: Do we begin fiscal discussions with available revenues, rather than expenses? ü Distinguish Between Ongoing vs. One-time Revenues / Expenses? ü Distinguish Between General Gov’t and Program Revenues? ü Achieve Ongoing Alignment: Ongoing costs can only be funded with ongoing revenue. ü Achieve One-time Alignment: Fund one-time costs with unreserved fund balance, one-time sources (ex. Grants), dedicated ongoing revenue. ü Incentivize Self-Sustaining Programs: Allow programs to keep 100% of program revenue generated. •Does your organization differentiate between one-time and ongoing revenues and expenditures? If yes, how are they tracked? Does your forecast demonstrate this differentiation? •How does your organization differentiate “program” revenues from “enterprise” revenues such as taxes, earnings on investments, franchise fees, etc.? •Does your organization prepare a formal Revenue Manual? If yes, what type of information is included? Section 1-16 Spend Within Our Means Differentiating Revenues Section 1-17 Approach to Fiscal Health #1: Spend Within Your Means •Symptoms of Good Fiscal Health –Start with Revenues –One-time and Ongoing Alignment –Differentiate Program Revenues from General Government Revenues –Budget Allocations Responsive to Changes in Program Revenues •Spend Within Your Means in order to: –Base budgets on reliable sources of funding –Perform analysis to ensure reserves aren’t used for ongoing expenses –Prevent reliance on volatile revenues (that might not come in) –Promote revenue diversification –Engage departments in enhancing revenue sources –Provide for flexibility and promote collaboration when responding to program revenue shortfalls Section 1-18 Fiscal Health “Spend Within Our Means” Understand Variances (Budget vs. Actual) Incorporate Economic Analysis and Long-term Planning into Decision- Making Establish and Maintain Reserves Transparent About the “True Cost of Doing Business” DIAGNOSTICS TREATMENTS ü Start with Revenues?: Do we begin fiscal discussions with available revenues, rather than expenses? ü Distinguish Between Ongoing vs. One-time Revenues / Expenses? DIAGNOSTICS TREATMENTS ü Appropriate Program Costs Shouldered by Users?: Do we know what overhead, administrative and internal services we provide, how much they cost, and how each customer influences the demand for service? ü Implement Internal Service Funds: Appropriately align supply/cost of service with customer demand ü Utilize Full-Cost Plan: Appropriately align cost/ supply of service with demand for all overhead and admin programs DIAGNOSTICS TREATMENTS DIAGNOSTICS TREATMENTS ü Reserve Requirements?: Are we clear about the reserves we must set aside (policy or mandate)? ü Reserves We Keep?: Do we know of every reserve we maintain, how much we maintain, and why we maintain them? ü Establish Reserve Policy: Establish clear policy to guide how much money to reserve, across the organization. ü Inventory Reserves and Keep What’s Needed: Reserve only what is necessary, and eliminate resource- allocations where possible. ü Distinguish Between General Gov’t and Program Revenues? ü Achieve Ongoing Alignment: Ongoing costs can only be funded with ongoing revenue. ü Achieve One-time Alignment: Fund one-time costs with unreserved fund balance, one-time sources (ex. Grants), dedicated ongoing revenue. ü Incentivize Self-Sustaining Programs: Allow programs to keep 100% of program revenue generated. ü Account for Impact of External/Economic Influences?: Do we incorporate economic trends into our forecasts? Are we accurate? ü Incorporate/Consolidate Long-term Plans into Forecasts? ü Plan for Ongoing Replacement/ Maintenance Costs? ü Trend Analysis and Forecasting: Identify and assess key influences on our revenue sources and expenses ü Decision Making Tool, Incorporating and Communicating Long- term Impacts: Model impacts of decisions with interactive decision- support tools DIAGNOSTICS TREATMENTS ü Budgeting For too Many Contingencies?: Does every dept / division budget for the unforeseen? ü Ongoing Operational Budgets Include Cyclical (one-time) Costs? ü Consistent Variances (Budget v. Actual) Year-to-Year? ü Consolidate Contingency Funding for Acceptable Level of Unforeseen ü Hone Salary/Benefit Forecasting Tools: Costs saved and unplanned due to vacancies/turnover can be significant.ü Ensure Variances Are Minimal and Explainable ü Know the Programs Offered, and How Much they Cost?: Do we know what programs we offer, how much they cost (direct and indirect)? ü Program Inventory: Identify each program offered by organization ü Program Costing: Price each program (direct and indirect costs) ACHIEVING FISCAL HEALTH Establish and Maintain Reserves DIAGNOSTICS TREATMENTS ü Reserve Requirements?: Are we clear about the reserves we must set aside (policy or mandate)? ü Reserves We Keep?: Do we know of every reserve we maintain, how much we maintain, and why we maintain them? ü Establish Reserve Policy: Establish clear policy to guide how much money to reserve, across the organization. ü Inventory Reserves and Keep What’s Needed: Reserve only what is necessary, and eliminate resource- allocations where possible. •Does your organization have a written fund balance reservation policy? If yes, how are you monitoring to ensure that reserves are maintained? –Check to see if established working capital reserves are sufficient to meet emergency needs or short-term revenue shortfalls –Check to see if there is an inventory of all other restricted or designated fund balance reserves, stating their purpose, the authority establishing them and how they are to be calculated Section 1-19 Approach to Fiscal Health #2: Establish and Maintain Reserves •Symptoms of Good Fiscal Health –Establish Working Capital Reserve Policy –Indentify, Document and Understand All Reserves –Review Adequacy of Fund Balance Levels –too Little or too Much •Establish and Maintain Reserves in order to: –Provide a back-up plan for emergencies, revenue shortfalls, or other unforeseen changes –Set aside funding for long-range plans –Hold only the appropriate amount of reserves establishes credibility with internal and external stakeholders Section 1-20 Fiscal Health “Spend Within Our Means” Understand Variances (Budget vs. Actual) Incorporate Economic Analysis and Long-term Planning into Decision- Making Establish and Maintain Reserves Transparent About the “True Cost of Doing Business” DIAGNOSTICS TREATMENTS ü Start with Revenues?: Do we begin fiscal discussions with available revenues, rather than expenses? ü Distinguish Between Ongoing vs. One-time Revenues / Expenses? DIAGNOSTICS TREATMENTS ü Appropriate Program Costs Shouldered by Users?: Do we know what overhead, administrative and internal services we provide, how much they cost, and how each customer influences the demand for service? ü Implement Internal Service Funds: Appropriately align supply/cost of service with customer demand ü Utilize Full-Cost Plan: Appropriately align cost/ supply of service with demand for all overhead and admin programs DIAGNOSTICS TREATMENTS DIAGNOSTICS TREATMENTS ü Reserve Requirements?: Are we clear about the reserves we must set aside (policy or mandate)? ü Reserves We Keep?: Do we know of every reserve we maintain, how much we maintain, and why we maintain them? ü Establish Reserve Policy: Establish clear policy to guide how much money to reserve, across the organization. ü Inventory Reserves and Keep What’s Needed: Reserve only what is necessary, and eliminate resource- allocations where possible. ü Distinguish Between General Gov’t and Program Revenues? ü Achieve Ongoing Alignment: Ongoing costs can only be funded with ongoing revenue. ü Achieve One-time Alignment: Fund one-time costs with unreserved fund balance, one-time sources (ex. Grants), dedicated ongoing revenue. ü Incentivize Self-Sustaining Programs: Allow programs to keep 100% of program revenue generated. ü Account for Impact of External/Economic Influences?: Do we incorporate economic trends into our forecasts? Are we accurate? ü Incorporate/Consolidate Long-term Plans into Forecasts? ü Plan for Ongoing Replacement/ Maintenance Costs? ü Trend Analysis and Forecasting: Identify and assess key influences on our revenue sources and expenses ü Decision Making Tool, Incorporating and Communicating Long- term Impacts: Model impacts of decisions with interactive decision- support tools DIAGNOSTICS TREATMENTS ü Budgeting For too Many Contingencies?: Does every dept / division budget for the unforeseen? ü Ongoing Operational Budgets Include Cyclical (one-time) Costs? ü Consistent Variances (Budget v. Actual) Year-to-Year? ü Consolidate Contingency Funding for Acceptable Level of Unforeseen ü Hone Salary/Benefit Forecasting Tools: Costs saved and unplanned due to vacancies/turnover can be significant.ü Ensure Variances Are Minimal and Explainable ü Know the Programs Offered, and How Much they Cost?: Do we know what programs we offer, how much they cost (direct and indirect)? ü Program Inventory: Identify each program offered by organization ü Program Costing: Price each program (direct and indirect costs) ACHIEVING FISCAL HEALTH Understand Variances (Budget vs. Actual) DIAGNOSTICS TREATMENTS ü Budgeting For too Many Contingencies?: Does every dept / division budget for the unforeseen? ü Ongoing Operational Budgets Include Cyclical (one-time) Costs? ü Consistent Variances (Budget v. Actual) Year-to-Year? ü Consolidate Contingency Funding for Acceptable Level of Unforeseen ü Hone Salary/Benefit Forecasting Tools: Costs saved and unplanned due to vacancies/turnover can be significant.ü Ensure Variances Are Minimal and Explainable •Are variances between budgeted and actual revenues and expenditures analyzed and explained? If yes, how do those variances impact future budget cycles? •Does your organization utilize a formal Compensation Plan to establish employee salary/wage ranges? How often is the plan updated? •When assessing the adequacy of employee compensation, are employee benefit packages included in this assessment? Section 1-21 Salary/Benefit Projection Tool Section 1-22 Approach to Fiscal Health #3: Understand Variances •Symptoms of Good Fiscal Health –Identify ongoing resources devoted to one-time or cyclical (“seemingly ongoing”) expenditures –Eliminate unnecessary contingencies maintained in department budgets –Analyze and understand revenue variances –Don’t overlook thorough analysis of budget-to-actual variances –Promote multi-year budgeting for capital projects –Refine salary and benefit projections, to align with actual costs incurred –Effectively monitor revenue billing and collection •Understand Variances in order to: –Promote collaborative engagement of organization in understanding variances –Allow for more effective budget monitoring and management –Provide source of “hidden treasure” when looking for budget reductions –Help identify the “fluff” –Uncover “shadow” / “decentralized” support functions hidden in department budgets Section 1-23 Fiscal Health “Spend Within Our Means” Understand Variances (Budget vs. Actual) Incorporate Economic Analysis and Long-term Planning into Decision- Making Establish and Maintain Reserves Transparent About the “True Cost of Doing Business” DIAGNOSTICS TREATMENTS ü Start with Revenues?: Do we begin fiscal discussions with available revenues, rather than expenses? ü Distinguish Between Ongoing vs. One-time Revenues / Expenses? DIAGNOSTICS TREATMENTS ü Appropriate Program Costs Shouldered by Users?: Do we know what overhead, administrative and internal services we provide, how much they cost, and how each customer influences the demand for service? ü Implement Internal Service Funds: Appropriately align supply/cost of service with customer demand ü Utilize Full-Cost Plan: Appropriately align cost/ supply of service with demand for all overhead and admin programs DIAGNOSTICS TREATMENTS DIAGNOSTICS TREATMENTS ü Reserve Requirements?: Are we clear about the reserves we must set aside (policy or mandate)? ü Reserves We Keep?: Do we know of every reserve we maintain, how much we maintain, and why we maintain them? ü Establish Reserve Policy: Establish clear policy to guide how much money to reserve, across the organization. ü Inventory Reserves and Keep What’s Needed: Reserve only what is necessary, and eliminate resource- allocations where possible. ü Distinguish Between General Gov’t and Program Revenues? ü Achieve Ongoing Alignment: Ongoing costs can only be funded with ongoing revenue. ü Achieve One-time Alignment: Fund one-time costs with unreserved fund balance, one-time sources (ex. Grants), dedicated ongoing revenue. ü Incentivize Self-Sustaining Programs: Allow programs to keep 100% of program revenue generated. ü Account for Impact of External/Economic Influences?: Do we incorporate economic trends into our forecasts? Are we accurate? ü Incorporate/Consolidate Long-term Plans into Forecasts? ü Plan for Ongoing Replacement/ Maintenance Costs? ü Trend Analysis and Forecasting: Identify and assess key influences on our revenue sources and expenses ü Decision Making Tool, Incorporating and Communicating Long- term Impacts: Model impacts of decisions with interactive decision- support tools DIAGNOSTICS TREATMENTS ü Budgeting For too Many Contingencies?: Does every dept / division budget for the unforeseen? ü Ongoing Operational Budgets Include Cyclical (one-time) Costs? ü Consistent Variances (Budget v. Actual) Year-to-Year? ü Consolidate Contingency Funding for Acceptable Level of Unforeseen ü Hone Salary/Benefit Forecasting Tools: Costs saved and unplanned due to vacancies/turnover can be significant.ü Ensure Variances Are Minimal and Explainable ü Know the Programs Offered, and How Much they Cost?: Do we know what programs we offer, how much they cost (direct and indirect)? ü Program Inventory: Identify each program offered by organization ü Program Costing: Price each program (direct and indirect costs) ACHIEVING FISCAL HEALTH Transparent about “True Cost of Doing Business” DIAGNOSTICS TREATMENTS ü Appropriate Program Costs Shouldered by Users?: Do we know what overhead, administrative and internal services we provide, how much they cost, and how each customer influences the demand for service? ü Implement Internal Service Funds: Appropriately align supply/cost of service with customer demand ü Utilize Full-Cost Plan: Appropriately align cost/ supply of service with demand for all overhead and admin programs ü Know the Programs Offered, and How Much they Cost?: Do we know what programs we offer, how much they cost (direct and indirect)? ü Program Inventory: Identify each program offered by organization ü Program Costing: Price each program (direct and indirect costs) •Does your organization utilize Internal Service Funds? If yes, what are the services provided by each fund and how are the internal charges established and distributed? –Check to see if appropriate demand metrics are evaluated when determining costs –Check to see if customers perceive that costs are transparent, and that they have the ability to influence those costs by altering their own demand •Does your organization prepare a Full Cost Allocation plan in addition to an OMB A-87 Cost Allocation Plan? If yes, how is this plan incorporated into the budget process?Section 1-24 Approach to Fiscal Health #4: Transparent About “True Cost of Doing Business” •Symptoms of Good Fiscal Health –Align supply/cost of internal services with customer demand –Appropriately allocate overhead and administrative costs to funds or departments who benefit –Identify total cost (direct and indirect) for all programs –Establish fees that recapture appropriate level of total costs of service delivery •Be Transparent About the True Cost of Doing Business in order to: –Engage departments in assessing demands for internal services –Promote enhancement of program revenues –Provide collaborative discussion of the total cost to provide services –Diversify burden from General Fund by appropriately sharing costs among other dedicated revenue streams –Establish cost parameters for assessing “centralization” vs. “decentralization” Section 1-25 Fiscal Health “Spend Within Our Means” Understand Variances (Budget vs. Actual) Incorporate Economic Analysis and Long-term Planning into Decision- Making Establish and Maintain Reserves Transparent About the “True Cost of Doing Business” DIAGNOSTICS TREATMENTS ü Start with Revenues?: Do we begin fiscal discussions with available revenues, rather than expenses? ü Distinguish Between Ongoing vs. One-time Revenues / Expenses? DIAGNOSTICS TREATMENTS ü Appropriate Program Costs Shouldered by Users?: Do we know what overhead, administrative and internal services we provide, how much they cost, and how each customer influences the demand for service? ü Implement Internal Service Funds: Appropriately align supply/cost of service with customer demand ü Utilize Full-Cost Plan: Appropriately align cost/ supply of service with demand for all overhead and admin programs DIAGNOSTICS TREATMENTS DIAGNOSTICS TREATMENTS ü Reserve Requirements?: Are we clear about the reserves we must set aside (policy or mandate)? ü Reserves We Keep?: Do we know of every reserve we maintain, how much we maintain, and why we maintain them? ü Establish Reserve Policy: Establish clear policy to guide how much money to reserve, across the organization. ü Inventory Reserves and Keep What’s Needed: Reserve only what is necessary, and eliminate resource- allocations where possible. ü Distinguish Between General Gov’t and Program Revenues? ü Achieve Ongoing Alignment: Ongoing costs can only be funded with ongoing revenue. ü Achieve One-time Alignment: Fund one-time costs with unreserved fund balance, one-time sources (ex. Grants), dedicated ongoing revenue. ü Incentivize Self-Sustaining Programs: Allow programs to keep 100% of program revenue generated. ü Account for Impact of External/Economic Influences?: Do we incorporate economic trends into our forecasts? Are we accurate? ü Incorporate/Consolidate Long-term Plans into Forecasts? ü Plan for Ongoing Replacement/ Maintenance Costs? ü Trend Analysis and Forecasting: Identify and assess key influences on our revenue sources and expenses ü Decision Making Tool, Incorporating and Communicating Long- term Impacts: Model impacts of decisions with interactive decision- support tools DIAGNOSTICS TREATMENTS ü Budgeting For too Many Contingencies?: Does every dept / division budget for the unforeseen? ü Ongoing Operational Budgets Include Cyclical (one-time) Costs? ü Consistent Variances (Budget v. Actual) Year-to-Year? ü Consolidate Contingency Funding for Acceptable Level of Unforeseen ü Hone Salary/Benefit Forecasting Tools: Costs saved and unplanned due to vacancies/turnover can be significant.ü Ensure Variances Are Minimal and Explainable ü Know the Programs Offered, and How Much they Cost?: Do we know what programs we offer, how much they cost (direct and indirect)? ü Program Inventory: Identify each program offered by organization ü Program Costing: Price each program (direct and indirect costs) ACHIEVING FISCAL HEALTH Economic Analysis and Long-term Planning DIAGNOSTICS TREATMENTS ü Account for Impact of External/Economic Influences?: Do we incorporate economic trends into our forecasts? Are we accurate? ü Incorporate/Consolidate Long-term Plans into Forecasts? ü Plan for Ongoing Replacement/ Maintenance Costs? ü Trend Analysis and Forecasting: Identify and assess key influences on our revenue sources and expenses ü Decision Making Tool, Incorporating and Communicating Long- term Impacts: Model impacts of decisions with interactive decision- support tools •Does your Five-Year forecast incorporate other long-term plans developed by your organization? •Does your organization prepare a Capital Improvement Plan? If yes, what information is included and how is it utilized in your budget process and your financial forecasts? •What tools does your organization use to communicate financial information to its elected decision-makers?Section 1-26 Labor and Employment Co n s u m e r S p e n d i n g Be h a v i o r Na t i o n a l a n d L o c a l Ec o n o m i c I n d i c a t o r s Housing and Commercial Growth Forecast Impact: - Wages up 3.7% - Unemployment down - Health care costs surging (12.6% increase) Forecast Impact: - Retail sales up 2.8% compared with 7.7% across metro region - Consumer spending cut backs expected Forecast Impact: - Interest rates up to 5-year high - GDP growth steady, but slow Forecast Impact: - Building permits down 9.2% - Home values increases 3.3%, compared with 12.6% nationally Treatment: Incorporated Economic Trend Analysis into Revenue and Expense Projections Section 1-27 Economic Impact Analysis Determine What Really Matters Sales Tax Revenue Amount of Tourist Consumer Purchases Proclivity for Spending Job/Income Growth Consumer Confidence Number of Potential Consumers Conventions Attendees Strength of Tourist Season Spending Ability Spending on Taxable Goods and Services in Virginia Beach Debt/ Savings Spending on Non-Taxable e-Commerce National Macroeconomic Causal Factors Inflation Interest Rates Fiscal Policy Stock Market Housing Values Shopping Trends & Preferences Local Economic Forces Household Formation Local Shopping Environment Military Deployments Local Consumer Spending Amount of Area Resident Consumer Purchases Number of Tourists Spending on Taxable Goods and Services in Neighboring Communities Spending on Non-Taxable Goods & Services Leakages City of Virginia Beach, VA Section 1-28 Treatment: Incorporated Fiscal Health Diagnostic into Long-term Decision Making Section 1-29 Approach to Fiscal Health #5: Economic Analysis and Long-term Planning •Symptoms of Good Fiscal Health –Incorporate all long-term plans in forecasting –Prepare comprehensive, multi-year Capital Improvement Plan, and clearly identify associated ongoing operating costs –Utilize simple, graphic communication tool to illustrate fiscal health position to all stakeholders •Focus on Economic Analysis and Long-term Planning in order to: –Use key indicators to forecast trends which frames and influences better decision making –Use of single graphic tool ensures shared understanding of long-term fiscal position –Promote accuracy and understanding of financial forecasting –Keep decision makers focused on high-level stewardship role –Identify potential points of failure and allows foresight in response –Provide for improved long-term planning and financial modeling –Allow scenario-planning which encourages flexible and adaptive decision-making Section 1-30 From Health to Wellness Section 1-31 Across the Board Cuts Address $14.5 Billion Shortfall •California Governor’s Office: “Across-the-board approach spreads reductions as evenly as possible so no single program gets singled out.” •Reaction: “the governor’s approach would be like a family deciding to cuts its monthly mortgage payment, dining-out tab and Netflix subscription each by 10%, rather than eliminating the restaurant and DVD spending in order to keep up the house payments.” 2007 Section 1-32 Prioritization in the Headlines From Coast to Coast Section 1-33 Prioritization at the National Level "We're going to have to prioritize, just like a family has to prioritize. I want to go line by line through every item in the federal budget and eliminate programs that don't work and make sure that those that do work, work better and cheaper. And we've got to prioritize both our spending side and our tax policies to make sure that they're working for you. That's what I'm going to do as president of the United States." Section 1-34 Key Objectives of Prioritization •Evaluate the services we provide, one versus another. •Better understand our services in the context of the cause-and-effect relationship they have on the organization’s priorities. •Provide a higher degree of understanding among decision-makers as they engage in a process to rank services based on priorities. •Articulate to people in the organization and to the public how we value our services, how we invest in our priorities, and how we divest ourselves of lower-priority services. Section 1-35 Steps to Successful Prioritization •1.) Determine Results –Accurate prioritization of programs, reflecting the City’s stated objectives, depends on the comprehensive identification of the Results we are in business to achieve •2.) Clarify Result Definitions –Precision in prioritization results from the articulation of the cause and effect relationship between a program and a Result –With clearly defined Result Maps, detailing the factors that influence the Results we are in business to achieve, we can seek to minimize subjectivity in the process of linking programs with Results •3.) Identify Programs and Services –Differentiating programs and services we offer, as opposed to comparing the departments who provide those services allows for better Prioritization •4.) Value Programs Based on Results –With the right Results, and with clear definitions of those Results, we can more accurately place a value on a program relative to its influence on achieving Results •5.) Allocate Resources Based on PrioritiesSection 1-36 Fiscal Wellness Achieve Fiscal Health Value Programs Based on Evidence of their Influence on Results Support Resource Allocation Decision Making with Prioritization of Programs Identify, Define and Value the Results of Government Identify Programs and Services ACHIEVING LONG-TERM FISCAL WELLNESS Section 1-37 The Challenge with Results (Goals, Objectives, Strategies, Values…) Section 1-38 Getting the Right Results and the Right Definition of Results Quality of Life Stewardship of the Environment Safe Community Strategic, Sustainable and Maintained Development City of Grand Island Results Effective, Efficient and Sustainable Organization Accessible and Transparent Organization Stewardship of Resources Section 1-39 Identify and Define Results Section 1-40 Identify and Define Results (“Before and After”Perspective) •Previous Definition of City’s “Economic Opportunity Goal”Create and encourage inclusive, lasting environments that grow, attract and retain a creative, talented, educated and technically qualified workforce –Outcome: Enriched Organization Workforce •Strategy –Develop and reinforce a progressive work environment and culture •Strategy –Promote career development and educational opportunities •Strategy –Recruit, hire and retain highly skilled employees –Outcome: Enriched Community Workforce •Strategy –Support area “Workforce Development Partnerships” •Strategy –Encourage and develop high-skilled labor sectors •Strategy –Promote diverse cultural opportunities •Strategy –Promote higher education levels in the community to meet emerging needs of area employers –Outcome: Sustainable Business Environment •Strategy –Support area economic development initiatives •Strategy –Promote high skilled-high wage employment opportunities •Strategy –Promote the establishment and sustainability of small businesses –Outcome: Generationally-Diverse Environment •Strategy –Develop and promote cultural and recreational opportunities for every generation •Strategy –Promote the development and availability of diverse housing, education and lifestyle opportunities Section 1-41 Identify and Define Results (“Before and After”Perspective) Current Result Map Representation of Economic Opportunity Section 1-42 Governance Monitoring to Ensure Regulatory and Policy Compliance Provide Analysis and Long-Range Forecasting that Supports Decision Making Enhance and Facilitate Transparency and Accountability in all County Business Provide for the Stewardship and Sustainability of Our Resources Being Responsive to the Needs of Our Customers ACHIEVE COUNTY-WIDE GOVERNANCE Section 1-43 Valuing the Results of Government Section 1-44 Valuing the Results of Government Same Exercise as with Elected Officials, Extended to Citizens Section 1-45 Valuation Weighting Calculation [Weighting Factor=Goal Valuation/Lowest Goal Valuation] Strategic Goal CC Valuation Weighting Factor Quality of Life 25/16.5 1.5 Growth Management 18/16.5 1.1 Fiscal Management 17.5/16.5 1.06 Economic Opportunity 23/16.5 1.4 Communications 16.5/16.5 1.0 Section 1-46 Developing a Program Inventory •Departments develop their own program inventories •When defining programs, be clear on the objectives of what inventory will be used for •Not too big, not too small, just right! –Measure relative size based on costs, people associated with program –Departments and Divisions = too big –Tasks = too small Section 1-47 Value Programs Based on Evidence of their Influence on Results Section 1-48 Validate Program Scores Based on Evidence of their Influence on Results Section 1-49 “P r i o r i t y 1 ” P r o g r a m s ( T o p 2 5 % , b y V a l u a t i o n ) “P r i o r i t y 2 ” P r o g r a m s “P r i o r i t y 3 ” P r o g r a m s “P r i o r i t y 4 ” P r o g r a m s Source: Jefferson County, Colorado Entity-wide Program Prioritization •Notice that the top ranking program in this entity-wide Program Prioritization was Snow Removal, while the bottom ranking program was Natural Resources and Horticulture. •Snow Removal scored highest because the program was proven to have a significant influence on all of the organization’s results. •The Horticulture program had the least amount influence of the results. •This is the very definition of "Bang for the Buck" as, for every dollar spent on Snow Removal, the organization achieves more of the results. Section 1-50 •Is this an acceptable “picture”? •If there were a significant revenue downturn, is the answer across the board budget cuts, or could Prioritization be used to better re-allocate resources? •Conversely, if revenues were unexpectedly higher, is the answer across-the-board spending increases, or should the additional investment be made in top priorities first?Section 1-51 6Determine Resource Availability Using Fiscal Health Diagnostic Tool Section 1-52 Prioritization-driven Resource Allocation Section 1-53 Budget Transmittal Form Supplements Budget Meeting with Elected Officials Sheriff's Office Priority 2008 Adopted Budget 2009 Requested Budget Proposed Variance 1 20,811,433$ 21,777,149$ $965,716 2 35,894,273$ 37,389,908$ $1,495,635 3 9,789,224$ 8,694,397$ ($1,094,827) 4 2,866,284$ 2,199,493$ ($666,791) TOTALS 69,361,214$ 70,060,947$ 699,733$ 0 12,724,985$ 13,274,641$ $549,656 * Priority 0 includes administrative and/or overhead programs which weren't subject to Prioritization Section 1-54 Budget Transmittal Form Supplements Budget Meeting with Elected Officials Program Name Priority Ranking # of FTE Total Budget # of FTE Total Budget # of FTE Total Budget %Explanation of Changes from 2008 to 2009 Traffic 1 7.0 $630,298 7.0 $652,068 0 $21,7703% Emergency Management 1 4.0 $393,769 4.0 $362,283 0 ($31,486)-8%Decrease in Interdepartmental Costs Transportation 1 9.0 $833,780 9.0 $840,440 0 $6,6601% Work Release 1 26.0$1,929,91426.0$2,058,379 0 $128,4657%Internal reorganization Court Security 1 32.0$2,750,39532.0$2,933,381 0 $182,9867%Internal reorganization Civil/Fugitive/Warrants 2 17.0$1,362,66617.0$1,381,129 0 $18,4631% Records 2 14.0$765,69513.0$808,052 -1 $42,3576% Academy 2 20.5$1,206,15520.5$1,264,977 0 $58,8225% Dispatch (Communications Center)2 32.0$2,386,97933.0$2,428,888 1 $41,9092% Directed Operations (DOU)2 7.0 $696,355 7.0 $710,716 0 $14,3612% Crimes Against Persons 2 10.0$894,05410.0$934,984 0 $40,9305%Internal Reorganization Crimes Against Property 2 18.0$1,288,52519.0$1,615,970 1 $327,44525%Internal Reorganization Grants Coordinator 3 1.0 $68,748 1.0 $65,269 0 ($3,479)-5% Training and Recruiting 3 13.0$1,622,38413.0$1,508,050 0 ($114,334)-7%Vacant positions reallocated Victim Services 3 6.0 $401,346 6.0 $419,986 0 $18,6405% Detentions Administration 3 2.0 $50,574 2.0 $44,450 0 ($6,124)-12%Vacancy Savings reduction Criminalistics 3 8.0 $789,579 8.0 $851,166 0 $61,5878%$14,500 Business cases/contract lab equip and services Laundry/Custodial 3 3.0 $422,321 3.0 $432,664 0 $10,3432% School Resource Officers (SROs)3 11.0$898,49811.0$972,470 0 $73,9728% Inmate Worker Program 3 6.0 $327,041 6.0 $493,386 0 $166,34551%Internal Reorganization Animal Control 3 15.0$1,174,11115.0$1,048,027 0 ($126,084)-11%$4224 Business case Rabies Vaccine/Move TMAC Non-De Security Manager 3 1.0 $0 1.0 $90,180 0 $90,180100%Moved 1 FTE from Risk Mngt to Sheriff for Security Mgr. Inmate Welfare 4 3.0 $485,393 3.0 $289,107 0 ($196,286)-40%Internal Reorganization Accreditation 4 3.0 $163,146 3.0 $163,173 0 $270% Crime Analysis 4 1.0 $76,888 1.0 $79,100 0 $2,2123% Investigations Administration 4 7.0 $811,436 5.0 $827,324 -2 $15,8882%$9,966 business case for JAC Professional Standards 4 1.0 $134,187 1.0 $138,697 0 $4,5103% Staff Inspection 4 1.0 $109,955 1.0 $114,221 0 $4,2664% Volunteer Programs 4 1.0 $119,130 1.0 $108,493 0 ($10,637)-9% Public Information 4 2.0 $196,326 2.0 $208,109 0 $11,7836% Community Relations 4 1.0 $140,121 1.0 $145,730 0 $5,6094% TOTALS 815.50$84,769,599815.5$89,283,933 0 $4,514,3345% 2008 Adopted Budget 2009 Requested Budget Variance BUDGET TRANSMITTAL FORM Section 1-55 October November December January February City of ….., Michigan Prioritization Initiative: October - February Key to Figures and Colors in Process Map Indicates Flexibility in Process Task Performed by ICMA Task Performed by Ferndale Team Task Performed by Departments 11/6 –7 On-site Feb. On-Site Indicates Recommended On-site Work - Step 2 - Clarify Results Definitions - Step 3 - Identify Programs and Costs - Step 4 - Value Programs - Step 5 - Allocate Resources Based on Priorities - Step 1 - Determine Results Develop Resource Allocation Tool Assist with Resource Allocation Targets Facilitate Workshop to Identify Community and Governance Results Review Results Facilitate Result Definitions Workshop and Prepare Result Maps Review and Approve Result Maps Facilitate Workshop on Basic Attributes Support Peer Review Process Develop Fiscal Health Diagnostic Tool Prepare Fiscal Health “Check Up” Prepare Department Program Inventories Develop and Assign Costs to Department Programs (with Finance/Budget Staff) Complete Departmental Program Prioritization Scorecards Develop and Facilitate Peer Review Process Forecast One-time / Ongoing Revenues and Expenditures (Finance/Budget Staff) Recommend Resource Allocation Targets (by Fund) Determine Available Revenue (by Fund) Select Basic Attributes Review Department Prioritization Scorecards Prepare Program Scoring Distribution Prepare Program Quartile Distribution Develop Budget Transmittal Form Begin Budget Development Process* Training: Program Inventory Assistance in Developing Program Costing Evaluate Department Program Inventories Evaluate Program Costs * Begin Budget Development Process, Integrating Prioritization Facilitate Workshop to Identify Community and Governance Results Review and Approve Final Results Facilitate Exercise to Value the Results of City Government Approve Final Valuations of Results Section 1-56 Differentiating Prioritization from other Approaches Section 1-57 •Objectives of Prioritization Re-define and Reach Beyond Traditional Conversations: –“Core vs. Non-core” –“Essential vs. Non-essential” –“Mandated vs. Non-mandated” “Trimming the Fat” “Separating the Wheat from the Chaff” “Cutting to the Core” Differentiating Prioritization from other Approaches Section 1-58 Thank You •Contact Information: –Jon Johnson, Senior Management Advisor •303-909-9052 •jjohnson@icma.org –Chris Fabian, Senior Management Advisor •303-520-1356 •cfabian@icma.org •Website: http://www.icma.org/resultsnetworks/ Section 1-59 This page is intentionally blank ANATOMY of a Priority-Based Budget Process Section 1-60 April 2010 | Government Finance Review 9 T he traditional incremental approach to budget- ing is not up to the ﬁnancial challenges posed by the Great Recession.An incremental approach is workable (but not optimal) in periods of revenue growth because the new revenue increments can be distributed among departments and programs with rel- atively little controversy.There is much more potential for acrimony,though,when allocating revenue decre- ments during times of revenue decline.Hence, the popularity of across-the-board cuts — they are perceived as equitable and thus attenuate conﬂict.But by deﬁnition,across-the-board cuts are not strategic. They do not shape and size government to create value for the public. Priority-driven budgeting (PDB) is a natural alterna- tive to incremental budgeting.Using PDB,the govern- ment identiﬁes its most important strategic priorities. Services are then ranked according to how well they align with the priorities,and resources are allocated in accordance with the ranking.1 This article identiﬁes the essential steps in a PDB process and the major levers that can be pushed and pulled to customize PDB to local conditions.The fol- lowing organizations contributed to the Government Finance Ofﬁcers Association’s research on PBD:the City of Savannah,Georgia;Mesa County,Colorado;Polk County,Florida;County,Washington;City of Walnut Creek,California;City of San Jose,California;and City of Lakeland,Florida. MAKING THE PROCESS YOUR OWN Designing a process that is fair,accessible,transpar- ent,and adaptable is a challenge.However,it is also an opportunity to customize a PDB process that ﬁts your organization best.The GFOA’s research has identiﬁed five key customization questions that need to be answered as you design a PDB process: ■What is the scope? What funds and revenues are included? What is the desired role of non-proﬁt and private-sector organizations in providing public services? ■What is the role of PDB in the ﬁnal budget deci- sion? Is it one perspective that will be considered among many,or is it the primary inﬂuence? By what method will resources be allocated to services? BY SHAYNE C.KAVANAGH, JON JOHNSON,AND CHRIS FABIAN Section 1-61 10 Government Finance Review | April 2010 ■What is the organizational subunit that will be evaluated for alignment with the organization’s strategic priorities? Departments,divisions,programs? Something else? ■How will subunits be scored,and who will score them? The scoring mechanism is central to PDB. ■How and where will elected ofﬁcials,the public,and staff be engaged in the process? Engagement is essential for democratic legitimacy. Jurisdictions can tailor the process to their needs so long as they stay true to the philosophy of PBD,which is about how a government should invest resources to meet its stated objec- tives.Prioritizing helps a jurisdiction better articulate why its programs exist,what value they offer citizens,how they bene- ﬁt the community,what price we pay for them,and what objectives and citizen demands they are achieving.PDB is about directing resources to those programs that create the greatest value for the public. STEPS IN PRIORITY-DRIVEN BUDGETING A PDB process can be broken down into a few major steps.In addressing each step,there are several options for answer- ing the ﬁve key customization questions. 1.Identify Available Resources.The organization needs to fundamentally shift its approach to budgeting before embark- ing on priority-driven resource allocation. An organization should begin by clearly identifying the amount of resources available to fund operations,one-time initiatives,and capital expenditures,instead of starting out by identifying the amount of resources the organization needs for the next ﬁscal year. Many jurisdictions start developing their budgets by analyz- ing estimated expenditures to identify how much money the organizational units will need to spend for operations and capital in the upcoming ﬁscal year.Once those needs are determined,then the organization looks to the finance department or budget ofﬁce to ﬁgure out how they will be funded.When adopting a PDB approach,the ﬁrst step is to gain a clear understanding of the factors that drive revenues. Jurisdictions perform the requisite analysis to develop accu- rate and reliable revenue forecasts of how much money will be available for the upcoming year. Once the amount of available resources is identiﬁed,the forecasts should be used to educate and inform all stake- holders about what is truly available to spend for the next ﬁs- cal year.As the organization begins developing its budget, everyone must understand and believe that this is all there is — that there is no padding beyond what is forecast.Sharing the assumptions behind the revenue projections creates a level of transparency that dispels the belief that there are always “secret funds”to ﬁx the problem.This transparency establishes the level of trust necessary for PDB to be successful. In the ﬁrst year of implementing PDB,an organization might chose to focus attention on only those funds that appear to be out of alignment on an ongoing basis.This will usually involve the general fund,but the organization might decide to include other funds in the PCB process.Polk County,Florida, for instance,limits the scope to the general fund. Intended Result:A common under- standing throughout the organization about the amount of resources available,which limits how much can be budgeted for the upcoming ﬁscal year. 2.Identify Your Priorities.PDB is built around a set of organizational strategic priorities.These priorities are similar to well-designed mission statements in that they capture the fundamental purposes behind the organization — why it exists — and are broad enough to have staying power from year to year.The priorities are very different from a mission statement,however,in one respect:They should be expressed in terms of the results or outcomes that are of value to the public.These results should be speciﬁc enough to be meaningful and measurable,but not so speciﬁc that they outline how the result or outcome will be achieved,or that they will become outmoded after a short time.Mesa County,California,has six priority results,which are expressed as citizen statements: ■Economic Vitality.“I want Mesa County to have a variety of industries that will promote a healthy and sustainable economy.” ■Well-Planned and Developed Communities.“I want plans and infrastructure that maintain quality of life.” ■Self-Sufﬁcient Individuals and Families.“I want a com- munity where citizens have opportunities to be self-sufﬁ- cient.” Designing a process that is fair,accessible,transparent, and adaptable is a challenge. However,it is also an oppor- tunity to customize a priority- driven budgeting process that ﬁts your organization best. Section 1-62 ■Public Safety.“I want to feel safe any time,anywhere in Mesa County.” ■Public Health.“I want a healthy Mesa County.” ■Public Resources.“I want Mesa County to have well-managed resources.” A strategic plan,vision,or mission statement can be the starting point for identifying the priority results.Grounding the priority results in these previous efforts can be helpful,as it respects the investment stakeholders might have in them and gives the priorities greater legitimacy. Developing the priorities is a critical point of citizen involvement.The governing board must also be closely involved.Familiar tools such as citizen surveys,focus groups, and one-on-one interviews work well,too. Intended Result:A set of priorities that are expressed in terms of measurable results,are of value to citizens, and are widely agreed to be legitimate. 3.Deﬁne Your Priority Results More Precisely.The foundation of any prioritization effort is the results that deﬁne why an organization exists.Organizations must ask what makes them relevant to their citizens.Achieving relevance — providing the programs that achieve relevant results — is the most profound outcome of a prioritization process. The challenge is that results can be broad,and what they mean for your community can be unclear.Take,for instance,a result such as “providing a safe community,” which is shared by most local governments.Organizations talk about public safety,or the provision of a safe community, as if it were an obvious and speciﬁc concept.But is it? In the City of Walnut Creek,California,citizens,together with city leadership,commonly identiﬁed issues of building safety speciﬁc to surviving earthquakes as an important inﬂuence on the safety of their community.In the City of Lakeland, Florida,however,not a single citizen or public ofﬁcial dis- cussed earthquakes in their work to help deﬁne the very same April 2010 | Government Finance Review 11 Are Support Services a Priority? The jurisdictions that participated in the GFOA’s research offered two alternatives for funding support services.Some suggested creating a “good governance”priority that addresses high-quality support services.This gives support services a clear place in PDB and allows them to evaluate program relevance against the strategic results they are asked to achieve.Here is how the City of Walnut Creek,California, deﬁned its governance goals: ■Enhance and facilitate accountability and innovation in all city business. ■Provide superior customer service that is responsive and demystiﬁes city processes. ■Provide analysis and long-range thinking that supports responsible decision making. ■Proactively protect and maintain city resources. ■Ensure regulatory and policy compliance. Other participants envisioned moving to a system that would fully distribute the cost of support services to operating pro- grams.Thus,the impact of any changes in the funding of these services would be tied to the prioritization of the operating services they support. Section 1-63 12 Government Finance Review | April 2010 result.Hence,the uniqueness and relevance we seek is estab- lished through the speciﬁc deﬁnitions of the community’s results.The process of deﬁning results reveals the communi- ty’s identity and the objective meaning of what is relevant. Strategy mapping is a powerful method for deﬁning results.2 It is a simple way to take a complex and potentially ambigu- ous objective — such as achieving a safe community — and create a picture of how that objective can be achieved. Sometimes referred to as cause-and-effect diagrams,or result maps,strategy maps can help an organization achieve clarity about what it aims to accomplish with its results. Exhibit 1 shows a result map from the City of San Jose, California.The center of the map is the desired result — a green,sustainable city — and the concepts around the result are the deﬁnitions.The deﬁnitions help San Jose clearly artic- ulate,“When the City of San Jose _____ (ﬁll in the blank with any of the result deﬁnitions),then we achieve a green,sus- tainable city.” The City of Walnut Creek approached the process of deﬁn- ing results knowing that citizens and community stakeholders needed to be involved.Its rationale was that its prioritization efforts would be valid only if the community members were responsible for establishing the results and their deﬁnitions. The city was successful in reaching out to the community (via radio,newspaper,city newsletters,and the city’s Web site) to invite any citizen who was interested in participating to attend one of several town hall meetings.After an orientation,citizens were invited to participate in a facilitated session where they submitted as many answers as they could to ﬁll in the blank in the following question: “When the City of Walnut Creek _______ ,then they achieve (the result the citizen was focused on).”The response from citizens was tremendous and generated a host of answers to the questions posed by the city.Members of the city government,who participated in the meetings,were then responsible for summarizing the citizens’responses by devel- oping result maps. When deﬁning the results that establish relevance in your community,consider if some results might be more important than other results.This could have an impact on how pro- grams are valued and prioritized.Elected ofﬁcials,staff,and citizens have participated in voting exercises where they receive a set number of “votes”(or dollars,or dots,etc.) that Exhibit 1:Result Map Green, Sustainable City Promotes and supports resource conservation through leadership,regulation,education, and incentives Minimizes use of natural resources through reuse and recycling Manages factors,facilities, and programs that mitigate the City’s environmental impact on air,land,and water quality Plans and designs the City’s growth to minimize emissions,energy usage,and other environmental impacts Promotes new technology and business solutions to environmental challenges Section 1-64 they can use to indicate the value of one result versus anoth- er.This process should not be perceived as a budget alloca- tion exercise (whereby the budget of a certain result is deter- mined by the votes attributed to it).Instead,participants are communicating and expressing that certain results (and therefore the programs that eventually influence these results) might have greater relevance than others. Intended Result:Revealing the identity of your community and the objective meaning of what is relevant to it through the process of deﬁning results. What about Capital Projects? A priority-driven budgeting process can be used to evaluate capital projects or one-time initiatives in the same way it is used to evaluate programs and services.For instance,the capital improvement plan can be ranked against the priority results. 4.Prepare Decision Units for Evaluation.Evaluating the services against the government’s priority results is at the crux of PDB.First,the decision unit to be evaluated must be deﬁned.A decision unit is the organizational sub- unit around which budgeting decisions will be made.For PDB,the decision unit must be broad enough to capture the tasks that go into producing a valued result for citizens,but not so large as to encompass too much or be too vague.If the decision unit is too small,it might capture only certain tasks in the chain that lead to a result,rather than the overall result,and might over- whelm the process with too many decision units and details. Traditional departments and divisions are not appropriate decisions units for PDB because they are typically organized around functions rather than results.Hence,research subjects took one of two approaches to this issue:offers and programs. Offers.Offers are customized service packages designed by departments (or cross-functional teams,or sometimes pri- vate ﬁrms or non-proﬁts) to achieve one or more priority results.Offers are submitted to evaluation teams for consider- ation against the organization’s priority results. Offers are intended to be different from existing organiza- tional subunits for several reasons:to make a direct connec- tion between the subunits being evaluated and the priority results;to encourage innovative thinking about what goes into an offer;and to make it easier for outside organizations to par- ticipate in the PDB process.For example,multiple depart- ments can cooperate to propose a new and inventive offer to achieve a result instead of relying on past ways of doing things.A private ﬁrm could submit an offer to compete with an offer made by government staff. How Many Offers Are There? Research participants that used the offer approach averaged one offer for every $1.5 million in revenue that was available in the priority-driven budgeting process. The drawback of offers is that they constitute a radical departure from past practice and might be too great a con- ceptual leap for some.This could increase the risk to the process,but if the leadership’s vision is for a big break from past practice,then the risk could be worth it.For example, Mesa County’s board is interested in having private and non- proﬁt organizations fully participate in its budget process at some point in the future,so the offer approach makes sense for that jurisdiction. Programs.A program is a set of relat- ed activities intended to produce a desired result.Organizations that use the program method inventory the pro- grams they offer and then compare those to the priority results.Programs are an established part of the public budgeting lexicon,and some governments already use programs in their ﬁnancial manage- ment,so thinking in terms of programs is not much of con- ceptual leap.This means less work and process risk.However familiar the concept,though,the programs need to be sufﬁ- ciently detailed to allow for meaningful decision making. Generally speaking,if a program makes up more than 10 per- cent of total expenditures for the fund in which it is account- ed for,then the program should probably be broken down into smaller pieces.If a program makes up 1 percent or less of total expenditures,or less than $100,000,it is probably too small and should be combined with others. Also,the program approach might provide less opportunity for outside organizations to participate in the budgeting process.That’s because the starting point is,by deﬁnition,the existing portfolio of services.For that same reason,radical innovation in service design or delivery method is less likely. April 2010 | Government Finance Review 13 When adopting a priority- driven budgeting approach, the ﬁrst step is to gain a clear understanding of the factors that drive revenues. Section 1-65 14 Government Finance Review | April 2010 Intended Result:Preparing discrete decision-units that produce a clear result for evaluation.Think about evaluating these decision-units against each other and not necessarily about evaluating departments against each other. 5.Score Offers/Programs against Results.Once the organization has identiﬁed its priority results and more pre- cisely deﬁned what those results mean in terms of meeting the unique expectations of the community,it must develop a process to objectively evaluate how the offers/programs achieve or inﬂuence the priority results.Scoring can be approached in several ways,but the system must ensure that scores are based on the demonstrated and measurable inﬂu- ence the offers/programs have on the results.In many organi- zations,such as the cities of Lakeland,Walnut Creek,and San Jose,programs were scored against all the organization’s pri- ority results.The idea was that a program that inﬂuenced mul- tiple results must be a higher priority — programs that achieved multiple results made the best use of taxpayer money.Alternately,organizations such as Mesa County,City of Savannah,Polk County,and Snohomish County matched each offer with only one of the priority results and evaluated it based on its degree of inﬂuence on that result.Using this scenario,a jurisdiction should estab- lish guidelines to help it determine how to assign an offer/program to a priority area and how to provide some accommodation for those offers/programs that demonstrate critical impacts across pri- ority result areas.Both of these approaches have been used successfully in PDB. There are two basic approaches to scoring offers/programs against the priority results.One approach is to have those who are putting forth the offers/programs assign scores based on a self-assessment.This approach engages the owners in the process and taps into their unique understanding of how the offers/programs inﬂuence the priority result.When taking this approach,it is critical to incorporate a peer review or other quality control process that allows review by peers in the organization and external stakeholders (citizens,elected ofﬁ- cials,labor unions,business leaders,etc.).During the peer review,the owner of the offer/program would need to provide evidence to support the scores assigned. A second approach to scoring establishes evaluation com- mittees that are responsible for scoring the offers/programs against their ability to inﬂuence the priority result.Owners of offers/programs submit them for review by the committee, which in turn scores the programs against the result.The PDB process becomes more like a formal purchasing process based on the assumption that those doing the evaluations might be more neutral than those proposing the offers/pro- grams.Committees could be made up entirely of staff,includ- ing people who have speciﬁc expertise related to the result being evaluated and others who are outside of that particular discipline.An alternate committee composition would include both staff and citizens to gain the unique perspectives of both external and internal stakeholders Regardless of who is evaluating the offers/programs and assigning the scores,there are two key points.To maintain the objectivity and transparency of the PDB process,offers/pro- grams must be evaluated against the priority results as com- monly deﬁned (see step 3).Also,the results of the scoring process must be offered only as recommendations to the elected officials who have the final authority to make resource allocation decisions. Organizations should establish the elected governing board’s role at the out- set.In some jurisdictions,the board is heavily integrated into the PDB process, participating in the scoring and evalua- tion step.They can question the assigned scores,ask for the evidence that supports a score,and ulti- mately request that a score be changed based on the evi- dence presented and their belief in the relative inﬂuence that an offer/program has on the priority result it has been evalu- ated against.In other organizations such as Snohomish County,Washington,the PDB process is implemented as a staff-only tool that is used to develop a recommendation to the governing body. Intended Result:Scoring each unit of prioritization in a way that indicates its relevance to the stated priorities. 6.Compare Scores Between Offers/Programs.A real moment of truth comes when scoring is completed and the information is ﬁrst compiled,revealing the top-to-bottom comparison of prioritized offers/programs.Knowing this,an organization must be sure that it has done everything possible prior to this moment to ensure that there are no surprises,that the results are as expected,and that the ﬁnal comparison of offers/programs in priority order is logical and intuitive. Priority-driven budgeting is a natural alternative to incremental budgeting. Section 1-66 In the City of San Jose’s peer review process,the scores departments gave their programs were evaluated,discussed, questioned,and sometimes recommended for change.The city established a review team speciﬁc to each of the city’s results.The review teams ﬁrst went over the result map to ensure that each member of the team was grounded in the city’s speciﬁc deﬁnition of the result.Next,the review teams were given a report detailing every program that gave itself a score for the particular result under review.The teams met to discuss:whether they understood the programs they were reviewing;whether they agreed with the scores;whether they required further testimony or evidence to help them better understand the score given;and whether the score should stand,or if the team should recommend increasing or decreasing it.All programs were evaluated in this manner until a ﬁnal recommendation was made regarding the ﬁnal program scores. What made San Jose’s approach noteworthy is that in addi- tion to including peers within the organization to review the scores,the city also invited the local business community, citizens representing their local neighborhood commissions, and labor leaders.According to San Jose’s City Manager’s Ofﬁce,“The participants found the effort informative as to what the city does;they found it engaging with respect to hearing staff in the organization discuss how their programs inﬂuence the city’s results;and,most interesting,they found it fun.” Lastly,it is important to recognize that community stake- holders could be apprehensive about engaging in an evalua- tion that could result in losing support for their program.Even though program directors,or citizens who beneﬁt from a par- ticular program,might understand why their programs weren’t ranked highly,they still won’t be pleased with that outcome. Organizations must ask if the end result of their efforts in pri- oritizing programs is simply that ﬁnish line when it is clear what programs should be cut.Organizations such as the City of Lakeland have used prioritization not only to balance their budgets in a meaningful way,but also to understand how pro- grams that might appear less relevant to the city as a whole might in fact be very relevant to other community stakehold- ers.These stakeholders might actually take responsibility for supporting or preserving a program.There are often opportu- nities to establish partnerships with other community institu- tions such as businesses,schools,churches,and non-proﬁts. Intended Result:A logical and well-understood product of a transparent process — no surprises. 7.Allocate Resources.Once the scoring is in place, resources can be allocated to the offers/programs.There are a number of methods for allocating resources.One method is to order the offers/programs according to their prioritization within a given priority result area and draw a line where the cost of the offers/programs is equal to the amount of revenue available (see Exhibit 2).Revenues can be allocated to each result area based on historical patterns or by using the priori- ty’s relative weights,if weights were assigned.Those offers/pro- grams that are above the line are funded,and those that are below the line are not.Discussion will ensue about the offers/programs on either side of the line and about moving them up or down,reorganizing them to move them above the line (e.g.,lowering service levels),or even shifting resources among priority results. An alternate method,used by the City of Lakeland,is to organize the offers/programs into tiers of priority (i.e.,quar- tiles) and then allocate reductions by tier.For example,pro- grams in the ﬁrst tier might not be reduced,while programs in the lowest tier would receive the largest reductions.The pro- grams could be forced to make the reductions assigned,or the reductions could be aggregated as a total reduction amount for each department,based on the programs within its purview (with the implication being that the department would weight its reductions toward the lower-priority pro- April 2010 | Government Finance Review 15 Exhibit 2:Drawing the Line Lo w e r P r i o r i t i e s H i g h e r P r i o r i t i e s Section 1-67 16 Government Finance Review | April 2010 grams,but this would provide more ﬂexibility in deciding the precise reduction approach).Of course,under any PDB process,the prioritization is always just a recommendation to the governing board,and there is give and take to negotiate a ﬁnal budget. PDB can be used effectively for evaluating priorities in all funds,not just the general fund.One option is to handle spe- cial purpose funds (where there are restrictions placed on how monies can be used) separately.For example,perhaps enterprise funds or court funds would be evaluated on a dif- ferent track or budgeted in a different way altogether.Another option is to rank offers/programs without respect to funding source,but then allocate resources with respect to funding source.Knowing the relative priority of all the offers/programs could generate some valuable discussion,even if there is no immediate impact on funding.For example,if a low-ranking offer/program is grant funded,is it still worth providing,espe- cially if that grant might expire in the foreseeable future? Intended Result:Aligning resource allocation with results of priority-driven scoring. CREATING ACCOUNTABILITY There can be a potential moral hazard in PDB;the owners of the offers/programs that are being evaluated might over- promise or over-represent what they can do to accomplish the priority result.Create methods for making sure that offers/pro- grams deliver the results that their positive evaluations were based on.Many of the GFOA’s research participants are striv- ing toward performance measures for this purpose.For exam- ple,an offer/program might have to propose a standard of evi- dence or a metric against which it can be evaluated to see if the desired result is being provided. Polk County has a conceptual approach to connecting pri- ority result areas to key indicators (see Exhibit 3).However, none of the research participants have worked this situation out entirely to their satisfaction.For those just starting out,the lesson is to be cognizant of the place for evidence in your process design,but also to be patient about when this part of the process will be fully realized. Intended Result:Making sure that those who received allocations are held accountable for producing the results that were promised. CONCLUSIONS Priority-driven budgeting is a big change from traditional budgeting.You should have strong support for the PDB phi- losophy before proceeding,especially from the chief execu- tive ofﬁcer (who proposes the budget) and,ideally,from the governing board (who adopts the budget).If you move for- ward,study PDB carefully so you can design a process that works for your organization.Keep in mind the major levers and decision points mentioned in this article and use them to create a process that ﬁts your organization.❙ Notes: 1.Priority-driven budgeting is also known as budgeting for results,and the best-known method of implementing PDB is budgeting for outcomes (see “The City of Savannah Uses Budgeting for Outcomes to Address Its Long- Term Challenges”in this issue of Government Finance Review for more information about BFO).BFO was the subject of The Price Of Government: Getting the Results We Need in an Age of Permanent Fiscal Crisis by David Osborne and Peter Hutchinson (New York:Basic Books) 2006. 2.Robert S.Kaplan and David P.Norton,Strategy Maps:Converting Intangible Assets into Tangible Outcomes (Boston,Mass.:Harvard Business Press) 2004. SHAYNE C.KAVANAGH is senior manager of research for the GFOA’s Research and Consulting Center in Chicago,Illinois.He can be reached at skavanagh@gfoa.org.JON JOHNSON is an independ- ent local government advisor on ﬁscal health and wellness issues,fol- lowing a 28-year career as a government ﬁnance ofﬁcer in Colorado and Missouri.He can be reached at jjohnson.jfadvisors@earthlink.net. CHRIS FABIAN is in partnership with Johnson as a local government advisor assisting organizations across the country as they implement the priority-based budgeting model the two developed while serv- ing as budget practitioners in Jefferson County,Colorado.Chris can be reached at cfabian.jfadvisors@earthlink.net. Exhibit 3:Connecting Priority Result Areas to Key Indicators Priority People in Polk County who are at risk because of their health or economic status will get their basic needs met,and are as self-sufﬁcient as possible. Indicators P Improving H Maintaining — Improving Basic Needs Poverty Level No Health Coverage County vs State Homeless Population Section 1-68 This page is intentionally blank FFiivvee ((55)) YYeeaarr FFiinnaanncciiaall FFoorreeccaasstt __________________________________________________ It is important to keep in mind the purpose of a forecast is to get a general picture of what the organization’s financial condition over time could be, based upon conservative assumptions. The term “conservative” used in the context of financial forecasting means revenues are forecast at low growth levels or even at a decline (depending on the revenue source). Expenditures, while not necessarily being forecast as declining, are generally forecast with a 2-3% escalation rate, depending on inflation. Forecasts generally have at least one scenario where all that is assumed on expenditures is the current level of service and perhaps some growth in salary/wage expenses. The Council can, if they wish, ask that certain service level adjustments, whether it is service expansion or reduction, be included as alternate scenarios, particularly if it appears that revenues will not cover expenditures in the out years of the forecast. It is also important to remember, since the purpose of the forecast is to get an idea, based on conservative assumptions, as to the Town’s financial condition during the five (5) year planning period, that the forecast is likely to show the Town’s financial position to have reductions in fund balance as expenditures begin to exceed revenues (even with conservative expenditure assumptions). This is the reason forecasting is a good tool, as it gives the Council time to strategize as to course corrections we may have to make financially, both in the short and long term. Finally, it is important to remember the criticality that economic conditions play in forecasting, particularly as it relates to sales tax, which can be a volatile revenue source. If economic conditions improve, sales tax receipts are affected (usually positively) as well as building permit revenue. Observations Specific to this Financial Forecast In preparing this five (5) year forecast, the assumptions are based upon historical data in conjunction with conservative future projections. While it is impossible to accurately predict future outcomes with 100% confidence, this pro-forma is based upon the available data and staff experience. Observations about this forecast include: • The five (5) year budget forecast shows a decline in the General Fund balance each fiscal year. A major reason for this decline is due to the Town’s dependence on one time development fees. Large corporate campuses, such as Fidelity and Deloitte, have helped cover the deficit gap between Town expenses and revenues. No similar projects are on the horizon at this time that will generate this type of fee revenue. Section 2-1 • In fiscal year 2012-2013 the General Fund will drop below a ninety (90) day operating budget and the five year forecast predicts the General Fund will no longer be able to support our daily operations/maintenance expenditures. • The Town needs to experience significant growth in sales tax revenue, have another large development under way within three years, identify alternate revenue sources, or a combination of these options, in order to continue providing the current level and quality of general government public services. Since it is impossible to predict how quickly another development of this size or nature will occur in Westlake, the forecast shows only anticipated revenue streams from current sources. • The Utility Fund continues to maintain a strong balance, primarily due to the recent adjustment in service fees. We have anticipated revenue bonds for the funding of a 1.0 million gallon ground storage tank that will be necessary to serve the growth of the Town. Annual payments are anticipated to be $185K annually. The Utility Fund should only be utilized for the development and maintenance of water and sewer services. Forecast Assumptions The five year financial forecast is based upon the following assumptions: FY 2009-2010 Revenues: o GF – Sales tax revenue has been reduced by approximately 14% based on current year receipts. We anticipate approximately $452,600 one-time sales tax revenue, based on the Economic Development Agreement with Deloitte, for the taxes paid on the construction materials used in the Deloitte project. o GF – Franchise fees and Municipal Court fees are flat o GF – Building permits/inspection/plan review fees are based on 10 new homes and $1.4M in Deloitte fees (originally budgeted to be received in FY 2008-2009) o Visitors Association Fund – Decreased by the $30K revenue budgeted for the History Book sales and reduction of interest income Expenditures: o Includes all proposed maintenance projects and equipment replacement to maintain current level of service o All Funds – 2.4% increase in salary and wages; 4.86% decrease in Medical insurance o All Funds - Expenditures are based on staff’s “Preliminary” budget including a reduction of $175K payment based on the Economic Development Agreement with Fidelity o Visitor’s Association Fund - Expenditures are reduced by one-time $30K History book expense in 08-09 and $90K based on the decrease of funds provided to the Marriott. Section 2-2 o CIP will only include self-funded projects (projects that already have a funding source) or those that can be funded through external sources FY 2010-2011 Revenues: o GF – Sales tax revenue is projected to increase 2% excluding $172,400 one-time sales tax received, based on the Economic Development Agreement with Deloitte, for the taxes paid on the construction materials used in the Deloitte project. o All Funds – Other revenue is projected to increase by 2%. o Utility Fund – Other revenue is projected to increase by 2% (excluding $72K one-time impact fees related to the Deloitte project in 09-10) Expenditures: o Includes all proposed maintenance projects and equipment replacement to maintain current level of service o All Funds - Salary and wages increase by 3% o All Funds - Other expenditures increase by 3% including a reduction of the $452,600 payment based on the Economic Development Agreement with Deloitte o Salary and wages increase by 3% o CIP will only include self-funded projects (projects that already have a funding source) or those that can be funded through external sources FY 2011-2012 & Beyond Revenues: o Sales tax revenue is projected to increase by 3% o Other revenue is projected to increase by 3% Expenditures: o Includes all proposed maintenance projects and equipment replacement to maintain current level of service o Salary and wages increase by 3% o Other expenditures increase by 3% (excluding any one-time expenditures) o CIP will only include self-funded projects (projects that already have a funding source) or those that can be funded through external sources Section 2-3 Updated 5-17-10 Includes Major Maintenance and Vehicle & Equipment Replacement (except for Ambulance and Fire Pumper Truck) Includes ONLY FY 09-10 submitted capital projects and ALL Utility Fund capital projects FY 08-09 p FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14 General Fund Beginning Fund Balance 1 Beginning Fund Balance 2,771,738 2,675,311 3,270,158 2,226,311 1,271,698 (54,421) 2 Sales Tax 1,832,205 1,452,600 1,192,400 1,050,600 1,082,118 1,114,582 3 Revenues (Deloitte pymt 09-10 $1,429,400)2,172,718 3,364,641 1,973,946 2,033,164 2,094,159 2,156,984 4 Transfer In - Utility Fund (Fort Worth Impact Fees)61,321 118,000 43,860 45,176 46,531 47,927 6 Transfer In - Property Tax Reduction Fund 250,000 250,000 250,000 325,745 - - 8 Expenditures (2,083,258) (2,618,613) (2,403,393) (2,297,923) (2,366,861) (2,437,867) 9 Payroll, Benefits and Related Expenditures (2,050,996) (1,963,731) (2,022,643) (2,083,322) (2,145,822) (2,210,197) 10 Transfer Out - Special Revenue Grant Fund - (8,050) - - - - 11 Transfer to MMF - 12 Transfer Out - General Major Maint (Annual contr.)- - (15,000) (15,000) (15,000) (15,000) 13 Transfer Out -General Major Maintenance Fund (77,278) - (63,016) (13,053) (21,244) (21,850) 14 Transfer Out - Vehicle/Equipment Replacement Fund (51,954) - - - - - 15 Transfer Out - Capital Projects (149,185) - - - - - 16 Net Total 2,675,311 3,270,158 2,226,311 1,271,698 (54,421) (1,419,842) 17 Restricted Funds (Court restrictions)154,265 154,265 154,265 154,265 154,265 154,265 18 Restricted Funds (Reforestation/Street escrow)- - - - - 19 Designated Funds (A&S Building Pledges Receivable)- - 20 Restricted Funds (Building Fund from TSH)- - - - - - 20 Ending Balance (projected)2,521,046 3,115,893 2,072,046 1,117,433 (208,686)(1,574,107) 21 Operating Days 232 275 178 93 (17) (124) 22 Visitors Association Fund 23 Beginning Fund Balance 1,451,153 1,244,946 932,952 716,628 294,275 (131,438) 24 Revenues 539,623 476,975 486,515 501,110 516,143 531,628 25 Payroll and Related Expenditures (133,228) (182,731) (188,213) (193,859) (199,675) (205,665) 26 Expenditures (208,042) (323,962) (333,681) (343,691) (354,002) (364,622) 27 Transfer Out - Debt Service Fund ($2.5 issue)(368,861) (179,276) (180,944) (182,416) (183,692) (179,722) 28 Transfer out - Debt service (shortfall)- - (203,497) (204,487) - 29 Transfer Out - Capital Projects (35,700) (100,000) - - - - 30 Transfer Out - Vehicle & Equipment Replacement Fund (3,000) 27 Transfer Out - General Fund - - 28 Capital Projects & General MM - - - - - - 29 Net Total (projected)1,244,946 932,952 716,628 294,275 (131,438) (349,820) 30 Designated (Historical/Public Arts)25,000 5,000 5,000 5,000 5,000 5,000 31 Ending Balance (projected)1,219,946 927,952 711,628 289,275 (136,438)(354,820) 32 Operating Days 1,305 668 498 196 (90) (227) 33 Cemetery Fund (Enterprise Fund) 34 Beginning Fund Balance 161,430 163,397 155,947 147,777 138,866 129,190 35 Revenues 2,400 16,550 16,550 16,550 16,550 16,550 36 Transfers In 37 Expenditures (433) (24,000) (24,720) (25,462) (26,225) (27,012) 38 Transfers Out (Debt Service)- - - - - - 39 Ending Balance (projected) 163,397 155,947 147,777 138,866 129,190 118,728 Fund Description ALL FUND SUMMARY - 5 YEAR FORECAST Section 2-4 Updated 5-17-10 Includes Major Maintenance and Vehicle & Equipment Replacement (except for Ambulance and Fire Pumper Truck) Includes ONLY FY 09-10 submitted capital projects and ALL Utility Fund capital projects FY 08-09 p FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14Fund Description ALL FUND SUMMARY - 5 YEAR FORECAST 40 FM 1938 Fund - 41 Beginning Fund Balance 76,569 - - - - - 42 Revenues 360,938 - - - - - 43 Transfers In 44 Transfers In (General Fund)25,814 45 Expenditures (463,313) - - - - - 46 Ending Balance (projected) 8 - - - - - 47 4B Beginning Fund Balance 48 Beginning Fund Balance 512,793 297,308 267,577 237,846 208,115 178,384 49 Revenues 917,241 726,300 596,200 525,300 541,059 557,291 50 Transfer Out - Debt Service Fund (1,132,726) (756,031) (625,931) (555,031) (570,790) (587,022) 51 Ending Balance (projected) 297,308 267,577 237,846 208,115 178,384 148,653 52 Property Tax Reduction Fund Balance 53 Beginning Fund Balance 505,665 1,068,034 809,654 359,451 - - 54 Revenues 920,830 727,300 596,200 525,300 541,059 557,291 55 Transfer Out - Debt Service Fund - (563,344) (696,403) (559,006) (541,059) (557,291) 56 Transfer Out - Vehicle & Equipment Replacement - (89,336) (100,000) - - - 57 Transfer Out - FM 1938 (25,814) 58 Transfer Out - Capital Projects (82,647) (60,000) 59 Transfer Out - General Major Maintenance Fund (23,000) - - - - 60 Transfer Out - General Fund (250,000) (250,000) (250,000) (325,745) - - 61 Ending Balance (projected) 1,068,034 809,654 359,451 - - - 62 Debt Service Fund 63 Beginning Balance - - - - - - 64 Transfer In - 4B Economic Development Fund 1,132,726 756,031 625,931 555,031 570,790 587,022 65 Transfer In - Property Tax Reduction Fund - 564,443 696,403 559,006 541,059 557,291 66 Transfer in - Visitors Assoc Fund shortfall - - 203,497 204,487 - 67 Transfer In - Visitors Assoc Fund $2.5 issue 368,861 179,276 180,944 182,416 183,692 179,722 68 Expenditures - Debt Service (1,501,587) (1,499,750) (1,503,278) (1,499,950) (1,500,028) (1,498,406) 69 Ending Balance (projected)(0) - - - - (174,371) Fund balance DOES not reflect cash. It represents balance due from Utility Fund for various capital projects (balance sheet accounts due to/from-receive $29,731 through 2019) All funds received are being transferred for annual Section 2-5 Updated 5-17-10 Includes Major Maintenance and Vehicle & Equipment Replacement (except for Ambulance and Fire Pumper Truck) Includes ONLY FY 09-10 submitted capital projects and ALL Utility Fund capital projects FY 08-09 p FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14Fund Description ALL FUND SUMMARY - 5 YEAR FORECAST 70 Utility Fund (Enterprise Fund) 71 Beginning Fund Balance 1,427,076 1,728,996 1,330,169 1,221,734 1,243,606 1,274,965 72 Revenues 2,269,250 2,413,766 2,462,041 2,535,903 2,611,980 2,690,339 73 Impact Fees 65,000 118,000 43,860 45,176 46,531 47,927 74 Payroll, Benefits, and Related Expenditures (197,964) (224,284) (231,013) (237,943) (245,081) (252,434) 75 Expenditures (594,820) (683,156) (703,651) (724,760) (746,503) (768,898) 76 Water Purchases (911,025) (1,051,600) (1,083,148) (1,115,642) (1,149,112) (1,183,585) 77 Transfer Out - Utility Major Maintenance (annual contrib (15,000) (22,500) (15,000) (15,000) (15,000) (15,000) 78 Transfer Out - General Fund (% of master plan)(17,000) 79 Transfer Out - General Fund (Impact Fees)(65,000) (118,000) (43,860) (45,176) (46,531) (47,927) 80 Interfund Payable - - - - - - 81 Transfer Out - Vehicle/Equipment Replacement Fund (2,000) 82 Debt Service (Hillwood Infrastructure Pymt)(96,120) (108,000) (111,240) (114,577) (118,015) (121,555) 83 Debt Service (Keller Overhead Storage)(104,538) (116,053) (121,625) (121,107) (121,911) (123,944) 84 Debt Service (Ground Storage Tank/annual payments)(185,000) (185,000) (185,000) 85 Capital Projects (30,863) (605,000) (304,800) - - - 86 Net Fund Balance 1,728,996 1,330,169 1,221,734 1,243,606 1,274,965 1,314,889 87 Restricted Funds 127,480 127,000 130,810 134,734 138,776 142,940 88 Ending Fund Balance (projected)1,601,516 1,203,169 1,090,924 1,108,872 1,136,189 1,171,949 89 Operating Days 307 207 182 180 179 194 90 Vehicle & Equipment Replacement Fund 91 Beginning Fund Balance - 62,000 62,000 75,132 17,987 (438,794) 92 Revenue 12,000 93 Transfer In - General Fund 51,954 - - - - - 94 Transfer In - Property Tax Reduction Fund 89,336 100,000 - - - 95 Transfer in - Visitors Association Fund 3,000 96 Transfers in - Utility Fund 2,000 97 Expenditures (1,954) (94,336) (86,868) (57,145) (456,781) - 98 Ending Balance (projected)62,000 62,000 75,132 17,987 (438,794) (438,794) 99 General Major Maintenance Fund 100 Beginning Fund Balance 35,000 50,000 50,000 - - - 101 Revenue 102 Transfer In - General Fund (to make up deficit)- - 63,016 13,053 21,244 21,850 103 Transfer In - General Fund (annual contribution)77,278 - 15,000 15,000 15,000 15,000 104 Transfer In - Property Tax Reduction Fund - 23,000 - - - - 105 Expenditures (62,278) (23,000) (128,016) (28,053) (36,244) (36,850) 106 Ending Balance (projected)50,000 50,000 - - - - 107 Utility Major Maintenance Fund 108 Beginning Fund Balance 35,000 50,000 50,000 53,940 63,745 78,745 109 Transfer in - Utility Fund (annual contritbution)15,000 22,500 15,000 15,000 15,000 15,000 110 Transfer in from Property Tax Reduction (25% annually - - - - - - 111 Transfer in - Utility Fund (to make up deficit)- - - - - 112 Expenses - (22,500) (11,060) (5,195) - - 113 Ending Fund Balance (projected)50,000 50,000 53,940 63,745 78,745 93,745 Section 2-6 Updated 5-17-10 Includes Major Maintenance and Vehicle & Equipment Replacement (except for Ambulance and Fire Pumper Truck) Includes ONLY FY 09-10 submitted capital projects and ALL Utility Fund capital projects FY 08-09 p FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14Fund Description ALL FUND SUMMARY - 5 YEAR FORECAST 114 Lone Star Public Facility Corporation 115 Beginning Fund Balance 13,459 13,569 13,669 13,806 14,082 14,363 116 Interest Income 110 100 137 276 282 287 117 Transfer in from Property Tax Reduction (25% annually - - - - - - 118 Expenses - - - - - - 119 Ending Fund Balance (projected)13,569 13,669 13,806 14,082 14,363 14,651 120 Capital Projects Fund 121 Beginning Fund Balance 121,510 230,391 230,391 230,391 230,391 230,391 122 Interest Income 446 123 Contributions 16,924 430,500 - 124 Transfers in - General Fund 149,185 - - - - - 125 Transfers In- Property Tax Reduction Fund 82,647 60,000 - - - - 126 Transfers In - Visitors Association Fund 35,700 100,000 - - - - 127 Expenditures (176,021) (590,500) - - - - 128 Net Ending Fund Balance (projected)230,391 230,391 230,391 230,391 230,391 230,391 129 Restricted Funds 229,945 229,945 229,945 229,945 229,945 229,945 130 Ending Fund Balance (projected)446 446 446 446 446 446 131 Total Proj Ending Fund Balance (Unrestricted)7,047,269$ 6,656,306$ 4,762,996$ 2,958,820$ 753,399$ (993,921)$ SUMMARY Beginning Fund Balance 7,111,393 7,583,951 7,172,516 5,283,016 3,482,764 1,281,385 Revenues/Transfers In 11,334,357 11,894,318 9,358,003 9,147,302 9,047,684 9,096,689 Expenditures/Transfers Out (10,861,791) (12,305,753) (11,247,503) (10,947,554) (11,249,062) (10,839,846) Ending Fund Balance (projected)7,583,959 7,172,516 5,283,016 3,482,764 1,281,385 (461,771) Restricted Funds 536,690 516,210 520,020 523,944 527,986 532,150 Total Proj Ending Fund Balance (Unrestricted)7,047,269$ 6,656,306$ 4,762,996$ 2,958,820$ 753,399$ (993,921)$ NOTE: These numbers have been updated from the 5-Year Forecast in the FY 2009-2010 Annual Budget to include audited FY 08-09 numbers and include the $1.4M fees received from Deloitte in FY 2010-2011. These fees were budgeted to be received in FY 2008-2009. Section 2-7 The Road to Financial Sustainability: A Community Priority Beginning in 2008 and 2009, the Town Council began working on a Town strategic plan. Through that effort, it became clear that financial sustainability for the Town, which includes Westlake Academy, must be a top strategic priority for us. Why? For years Westlake has been fortunate to be able to rely largely on sales tax and building permits to fund its municipal services. However, unlike other cities whose sales tax comes largely from retail sales, Westlake is different. Our sales tax comes from sales of services and purchases of goods by businesses located in our office complexes. Sales Tax revenues total 42% of the operating revenue for the current General Fund budget and this revenue, along with building activity, has slowed down with the economic downturn. And, while Westlake also receives sales tax on purchases of construction materials for major building projects with a situs agreement, as well as building permit fees on large projects like Fidelity and Deloitte, this is one time revenue (i.e. non-recurring). These hard facts, coupled with the economic down turn and the fact that there are no large development projects planned (another Deloitte University, for example) in the near or medium term future, have forced the Town to utilize reserves to fund its budget. This is not sustainable. Because of Westlake’s heavy reliance on sales tax and fees, this decline has put the Town’s financial position in danger. This excerpt from the Town’s five year financial forecast tells the story: Estimated Proposed Fund Description FY 08/09 FY 09/10 FY 10-11 FY 11-12 FY 12-13 FY 13-14 General Fund Beginning Fund Balance $2,771,739 $3,904,487 $3,119,934 $2,076,088 $1,039,105 $ 287,013) Total Revenues 5,610,936 3,387,841 3,166,346 3,083,764 3,176,277 3,271,565 Total Transfers In 332,000 418,000 293,860 288,552 46,531 47,927 Total Expenditures (4,506,503) (4,582,344) (4,426,037) (4,381,245) (4,512,682) (4,648,063) Total Transfers Out (303,685) (8,050) (78,016) (28,053) (36,244) (36,850) Net Total 3,904,487 3,119,934 2,076,087 1,039,106 (287,012) (1,652,434) Total Restricted Funds 402,340 186,340 147,500 147,500 147,500 147,500 Ending Balance (projected) $3,502,147 $2,933,594 $1,928,587 $ 891,606 $ 434,512) $ (1,799,934) Operating Days 295 259 165 74 (35) (141) Visitors Association Fund Beginning Fund Balance $1,451,153 $ 802,385 $ 572,391 $ 440,528 $ 105,168 $ 26,454) Total Revenues 511,475 476,975 486,515 501,110 516,143 531,628 Total Expenditures (496,617) (424,693) (437,434) (450,557) (464,074) (477,996) Total Transfers Out (663,626) (282,276) (180,944) (385,913) (183,692) (179,722) Net Total (projected) 802,385 572,391 440,528 105,168 (26,454) (152,545) Total Restricted Funds 25,000 5,000 5,000 5,000 5,000 5,000 Ending Balance (projected) $ 777,385 $ 567,391 $ 435,528 $ 100,168 $ ( 31,454) $ (157,545) Operating Days 571 488 363 81 (25) (120) Section 2-8 Debt Service Fund Beginning Balance $ - $ - $ - $ - $ - $ - Total Transfers In 1,501,957 1,499,750 1,503,278 1,499,950 1,295,541 1,324,035 Total Expenditures (1,501,957) (1,499,750) (1,503,278) (1,499,950) (1,500,028) (1,498,406) Ending Balance (projected) $ - $ - $ - $ - $(204,487) $ ( 174,371) What does this mean? It means in 2-3 years the Town will not be able to fund basic day-to-day services. It means that basic capital project needs for street reconstruction and drainage improvement will not be able to be funded. It means the Town’s basic infrastructure will deteriorate because there is no funding to address it. It also means the quality of life that has drawn residents and businesses to Westlake will be in jeopardy. That’s why your attendance at your upcoming neighborhood meeting is imperative. We want to hear from you, explain our finances, the options, and answer your questions. Nothing less than the future of Westlake is at stake. Watch your mail for the invitation to your neighborhood meeting. Article from February 2010 Westlake Wire Section 2-9 This page is intentionally blank 5/14/2010 4:20 PM SALES TAX REVENUE ANALYSIS Introduction: Recent literature regarding building sustainable communities suggests beginning the process by identifying current income. In government, this is done by assessing the tax base, which for most municipalities includes both property tax and sales tax for their jurisdiction; all other revenues are considered ancillary. In fact, many municipalities use sales tax to help keep their property tax revenues at the lowest level possible to deliver desired services. However, the Town of Westlake is unique, not only because of the lack of a property tax, but also because of the nature of the sales tax, a significant amount of which is one-time, development-related income; this makes calculating a base income difficult. The following charts and graphs explain the methods that were used to evaluate the Town of Westlake’s sales-tax income. This first graph provides the “big picture” of Westlake’s sales tax collection patterns from 1996 to present. The chart above illustrates the annualized growth in the Town’s sales tax revenue as well as the impact one-time sales tax revenues and sales tax audit payments have on the Town’s income. The sales tax base grew from approximately $800,000 in 1996 to $3.1M in 2006. This growth can be attributed in part to a sales tax increase of .5% in October of 1996 (4A Economic Development), which raised the tax rate from 1.5% to 2.0%, which is the maximum municipal sales tax rate allowed in Texas. Sales tax collections have subsequently fallen to $2.4M. Audit payments and economic development agreement revenues have varied widely over the same time period. Section 3-1 5/14/2010 4:20 PM This second graph also provides a “big picture” view of the sales tax trends in Westlake. This chart shows the same sales tax data from January 1996 to present broken out monthly. The red line reflects all sales tax receipts; the blue line is the same receipts net one-time revenues. The cases where the blue line exceeds the red one are times when sales tax audits resulted in an amount due. The black and red lines represent the current trends. The current delta between the two trends is approximately $100,000 or roughly half of the average monthly sales tax revenue. In addition, current one-time sales tax revenues make up nearly 35% of all sales tax revenues collected. This makes forecasting sales tax revenues with any degree of certainty very difficult. It is also important to note that although the overall trend line from 1996 to present is positive (up and to the right); the trend from 2006 to present is actually negative. Removing the one-time audit revenues in Jan of 06, the monthly sales tax revenue is approximately $400,000, the current average monthly sales tax revenue is just under $300,000 net one-time revenues. While these “big picture” views provide some indication of the current sales tax trends, they are not consistent enough to provide a reliable forecast. Several approaches can be taken in order to mitigate this. This report looks at two: first, monthly sales tax data; and second, individual sales tax contributors. $- $200,000.00 $400,000.00 $600,000.00 $800,000.00 $1,000,000.00 Ja n -96 Au g - 96 Ma r - 97 Oc t -97 Ma y - 98 De c -98 Ju l -99 Fe b -00 Se p -00 Ap r - 01 No v -01 Ju n -02 Ja n -03 Au g - 03 Ma r - 04 Oc t -04 Ma y - 05 De c -05 Ju l -06 Fe b -07 Se p -07 Ap r - 08 No v -08 Ju n -09 Ja n -10 Monthly Sales Tax Revenue 1996 to Current Total Sales Tax Net One-Time Revenue Linear (Total Sales Tax)Linear (Net One-Time Revenue) Section 3-2 5/14/2010 4:20 PM The hypothesis regarding monthly sales tax analysis is that various types of commodities will have sales cycles associated with them that may be used to explain some of the variance seen in the graph above. Viewing the sales tax revenues by month over ten or more years should ‘normalize’ the sales tax trend. The following graph illustrates each month’s sales tax receipts from 1996 to present: Admittedly, this chart is difficult to read. The main take-away from this chart is that even looking at the monthly trends year-to-year, there is virtually no consistency. Therefore, this data cannot be used to reliably forecast the Town’s income. Section 3-3 5/14/2010 4:20 PM The second approach entailed an analysis of a sampling of the top ten sales tax revenue sources for each month; the graphs below are based on years 2006 through 2010 (the only years we have with readily available records). The hypothesis associated with this approach is that the largest contributors to the Town’s income are likely to be consistent and therefore, may be used to establish a trend in the sales tax revenue. The following graph illustrates the number of companies that fell into the “top ten” category within the 5 year period that was examined as well as how frequently they appeared in the monthly “top ten”. This graph may be easier to interpret in tabular form: What this table tells us is that of the top ten sales tax generating companies, only 46 are “repeat customers”; of these, 35 show up less than 10 times, 11 show up 10 or more times and 6 show up 20 or more times. In other words, the first assumption that the companies in the top 10 category were “repeat contributors” more often than not is false. The majority (53 of 99), only appear once in the monthly “top ten” category and fully two-thirds appear less than 5 times in the monthly top ten over a four year period. The second assumption, that the sales tax amounts would be relatively equal is also false. Of the twenty three companies that appeared more than five times, only ten had relatively similar (less than 25% total variance) sales tax amounts. 1 2 3 4 5 6 7 8 9 11 12 14 16 20 24 25 27 40 Count of Frequency 53 17 4 2 2 5 2 1 2 1 1 2 1 1 1 1 1 2 Frequency Section 3-4 5/14/2010 4:20 PM This data may also be viewed from an annual perspective: This graph reflects the annual frequency count of “top ten” sales tax contributors. The graph reveals a trend toward increased frequency; the number of companies showing up 10 or more times grew from four in 2007 to seven in 2009. One explanation for this trend may be the reduction in large one-time revenue sources which creates less ‘competition’ for the top 10 category. Unfortunately, the frequency charts above do not validate the hypothesis that would be the basis for using this type of data to forecast income. Therefore, a sales tax forecast cannot be derived from looking at a sample of the largest contributors. Conclusion: An ideal forecast of income will be both reliable as to the income source and consistent over time. In Westlake, this type of reliability and consistency does not exist. The relatively small size of the Town and the limited number and types of sales-tax generating businesses creates a sales tax revenue base that is constantly in flux. The data does however indicate several trends that may be used to inform budget-related decisions. Any forecast created using these numbers should justifiably exclude one-time revenue sources unless or until they can be forecasted with some degree of accuracy. • The base sales tax minus one-time revenues has gradually declined since 2006 while one-time revenues for the same period have increased, creating an ‘artificial’ growth in annual sales tax receipts. • The percentage of the total sales tax revenue that one time revenue represents has increased steadily over the past five years from 12% to the current rate of 35%. Section 3-5 5/14/2010 4:20 PM • The current average annual sales tax revenue over the past five years has increased gradually by approximately $200,000 per year to $2.9 million. • The monthly average sales tax income for the same five year period is $265,000. The Town of Westlake is currently collecting the maximum sales tax allowed (8.25%) in the State of Texas; which is also the average sales tax rate for all of the surrounding municipalities in Tarrant, Denton and Dallas counties. In Texas, municipalities are allowed to keep any sales tax amounts over 6.25% provided the taxes are designated for a specific use and duly authorized by their citizens. Many municipalities use sales tax revenue to reduce their reliance on property tax while continuing to provide services at a desirable level. The Town of Westlake is unique because it currently relies solely on sales tax, much of which is related to development-related fees. This strategy has worked well in the past but cannot be sustained indefinitely. Westlake’s future is dependent first and foremost on sustainable income and second on sound resource management. Section 3-6 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 REVENUES Taxes 3,086,618$ 2,663,738$ 1,863,255$ 1,874,312$ 1,656,628$ 1,741,788$ 2,696,928$ 3,230,605$ 4,783,522$ 4,804,448$ Licenses, fees and permits 477,849 700,313 253,919 508,154 802,060 740,027 748,016 900,121 1,108,083 860,697 Fines and penalties 7,867 401,755 548,375 680,794 1,007,142 751,036 651,090 554,376 523,515 State program revenues 53,309 995,784 1,597,362 1,925,043 2,387,733 2,673,680 3,163,129 Federal program revenues 311,298 462,315 285,392 75,662 49,200 75,207 56,134 Investment earnings 336,425 343,107 351,243 151,591 33,180 41,786 98,824 261,622 188,459 61,224 Contributions 1,286,611 1,324,264 4,964,085 1,079,768 1,048,308 1,264,262 Other revenues 1,389 1,475 233,675 16,099 184,221 292,690 547,184 552,579 607,812 673,400 Total revenues 3,910,148 3,708,633 3,103,847 3,463,138 6,101,593 7,030,451 11,806,778 9,112,718 11,039,447 11,406,809 EXPENDITURES General government 1,738,279 857,217 1,592,597 1,087,368 1,725,211 2,243,162 2,542,295 1,385,492 1,516,346 1,519,600 Public safety - 409,512 1,007,589 1,282,112 1,547,857 1,554,115 1,627,641 1,665,879 1,731,317 1,890,469 Cultural and recreational - 5,967 10,472 14,043 9,099 96,617 91,444 86,560 129,641 115,770 Economic development - 661,077 1,093,673 56,832 53,006 35,758 35,759 141,197 495,071 229,907 Public works - - - 68,979 125,499 112,764 434,716 276,789 846,604 841,822 Protective inspection - - - 187,922 80,935 - - - Visitor services - - - 131,395 172,542 448,604 393,115 226,992 312,777 341,270 Education - - - 156,870 1,368,113 1,877,398 2,249,998 2,672,698 3,305,220 3,722,705 Debt service Principal - - - 1,475,400 - - 350,000 470,000 395,000 593,937 Interest - - 78,012 836,533 986,534 1,028,104 1,028,634 1,240,950 923,944 990,641 Bond issuance cost 33,000 - Capital outlay - 174,959 1,344,137 14,096,533 2,917,185 263,681 371,860 836,787 463,918 4,335,114 Total expenditures 1,738,279 2,108,732 5,126,480 19,393,987 8,985,981 7,660,203 9,125,462 9,003,344 10,152,838 14,581,235 EXCESS (DEFICIENCY) OF REVENUES OVER (UNDER) EXPENDITURES 2,171,869$ 1,599,901$ 2,022,633)$( 15,930,849)$( 2,884,388)$( 629,752)$( 2,681,316$ 109,374$ 886,609$ 3,174,426)$( (Continued) Fiscal Year TOWN OF WESTLAKE, TEXAS CHANGES IN FUND BALANCES, GOVERNMENTAL FUNDS LAST TEN FISCAL YEARS (Modified Accrual Basis of Accounting - unaudited) Section 4-1 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 Fiscal Year TOWN OF WESTLAKE, TEXAS CHANGES IN FUND BALANCES, GOVERNMENTAL FUNDS LAST TEN FISCAL YEARS (Modified Accrual Basis of Accounting - unaudited) OTHER FINANCING SOURCES (USES): Proceeds from sale of land -$ -$ -$ -$ -$ 412,239$ -$ -$ -$ -$ Issuance of debt - - 12,400,000 6,351,613 - - - - 2,500,000 117,640 Refunding bonds issued 7,465,000 - - Payments to bond escrow agent 7,088,706)( - - Cost to issue debt 451,613)( - - - Proceeds from capital lease 23,000 - - Transfer in from component u - - - 1,155,912 - - - - 398,967 - Transfers in 83,366 - 588,852 225,000 - 172,010 704,577 1,212,558 2,160,174 2,435,486 Transfers out 757,476)( - 588,852)( 225,000)( - 100,153)( 659,258)( 1,178,582)( 1,939,355)( 2,374,165)( Total other financing sources (uses)674,110)( - 12,400,000 7,055,912 - 484,096 45,319 433,270 3,119,786 178,961 Prior period adjustment (4,288,320) 32,828 60,000 - - Correction of an error (327,235) NET CHANGES IN FUND BALANCES 1,497,759 1,599,901 10,050,132 (13,163,257) (2,851,560) (145,656) 2,786,635 542,644 4,006,395 (2,995,465) FUND BALANCE, Beg 4,911,311 6,409,070 8,008,971 18,059,103 4,895,846 2,044,286 1,898,630 4,685,265 5,227,909 9,234,304 FUND BALANCE, End 6,409,070$ 8,008,971$ 18,059,103$ 4,895,846$ 2,044,286$ 1,898,630$ 4,685,265$ 5,227,909$ 9,234,304$ 6,238,839$ Note: Economic Development Funds were classified as special revenue funds through FY 2002 and considered discretely presented component units through FY 2007. Upon further consideration, the 4B Economic Development Corporation and Lone Star Public Facility Corporation funds are now classified as blended component units. Source:Annual Financial Reports (Concluded) Section 4-2 Function/Program 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 General government Town manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Assistant to town manager - 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Administrative - 0.50 1.50 1.50 0.50 0.50 0.50 - - 0.75 Building official - - - - 1.00 1.00 1.00 1.00 1.00 1.33 Town secretary 0.50 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Facilities/Grounds maintenanc - - - - 0.50 0.50 0.50 0.50 0.75 1.08 Municipal - - 2.00 2.00 3.50 3.75 3.75 4.00 4.00 4.25 Finance - - 1.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 Payroll/Human Resources - - - - - - - - 1.00 1.33 Public safety (EMS)- - 1.00 10.00 10.00 10.00 11.00 11.00 11.00 10.00 Culture and recreation - - - - 0.50 0.50 0.50 0.50 0.75 0.75 Public works - - - - 1.00 1.00 1.00 1.00 1.50 1.50 Marketing and public affairs - - - - 1.00 1.00 1.00 - - - SUBTOTAL - MUNICIPAL 1.50 3.50 8.50 19.50 24.00 24.25 25.25 24.00 26.00 26.99 Education - - - - 20.50 29.00 34.60 38.10 43.20 48.20 SUBTOTAL - EDUCATION - - - - 20.50 29.00 34.60 38.10 43.20 48.20 TOTAL 1.50 3.50 8.50 19.50 44.50 53.25 59.85 62.10 69.20 75.19 Source: Prior Town budgets and Academy personnel records Note: A full time municipal employee is scheduled to work 2,080 hours per year (including vacation and sick leave). Fulltime equivalent employment is calculated by dividing total labor hours by 2,080. A full time education employee is scheduled to work 1,122 hours per year. (Unaudited) TOWN OF WESTLAKE, TEXAS FULL-TIME EQUIVALENT CITY GOVERNMENT EMPLOYEESBY FUNCTION/PROGRAM LAST TEN FISCAL YEARS Section 4-3 Increases FY 03/04 Dept 11 359,469$ 56,341$ 55,190$ 68,638$ 170,598$ 304,157$ 306,059$ Dept 12 - 81,734 66,254 76,410 99,821 106,170 125,031 Dept 13 - 68,700 63,367 45,576 95,046 99,925 90,751 Dept 14 762,850 707,531 742,561 786,973 834,317 976,021 929,618 Dept 15 155,615 181,580 198,115 222,748 237,666 270,362 284,808 Dept 16 53,273 55,825 63,514 74,286 106,691 119,389 124,346 Dept 17 10,795 34,762 37,414 39,190 50,193 63,165 83,156 Dept 18 - 203,039 188,510 227,106 281,537 242,479 247,855 Dept 19 10,795 34,762 37,413 39,189 50,187 60,558 62,508 Dept 20 - - - - - 973 - Dept 21 - - - - - 100,065 114,776 Contracted Labor 204,274 192,538 172,529 186,852 238,777 - - Total 1,557,071$ 1,616,812$ 1,624,867$ 1,766,968$ 2,164,832$ 2,343,265$ 2,368,908$ Increase in expenditures No increase in expenditures Decrease in expenditures Town Payroll - Department Analysis (FY 03/04 - FY 09/10) FY 04/05 FY 05/06 FY 06/07 FY 07/08 FY 08/09 FY 09/10 $1,557,071 $1,616,812 $1,624,867 $1,766,968 $2,164,832 $2,343,265 $2,368,908 $1,000,000 $1,250,000 $1,500,000 $1,750,000 $2,000,000 $2,250,000 $2,500,000 Section 4-4 2000 Part-time Town Secretary and Town Manager are only Town of Westlake employees. 2001 Additional support staff are hired to support the Town Manager and Town Secretary. 2002 The Municipal Court and HR Departments are created and a Fire Chief is hired. 2003 The Fire and Finance Departments are created. 2004 Public Works and Planning and Development Departments are created. 2006 Marketing personnel hired. 2007 Marketing position discontinued. 2008 Administrative position created to support Finance, added a Facilities/Public Works person. 2009 Administrative position created to support HR,Planning and Development and Facilities. 1.5 3.5 8.5 19.5 24 24.25 25.25 24 26 26.99 0 5 10 15 20 25 30 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 Nu m b e r o f E m p l o y e e s Town of Westlake Employee Timeline Section 4-5 NNNAAARRRRRRAAATTTIIIVVVEEE HHHIIISSSTTTOOORRRYYY AAANNNDDD DDDEEESSSCCCRRRIIIPPPTTTIIIOOONNN OOOFFF TTTOOOWWWNNN OOOFFF WWWEEESSSTTTLLLAAAKKKEEE SSSEEERRRVVVIIICCCEEESSS MMMAAAYYY 222444,,, 222000111000 IINNTTRROODDUUCCTTIIOONN The purpose of this document is to provide in narrative form how the Town of Westlake’s service configuration was begun, how it evolved, what services are provided, and how and why our services exist as they do today (as of the date of this report). This narrative can be used in conjunction with the 10 year financial tables that show expenditure growth for this same period as the Town’s population (both day time and permanent) has grown. Much of the Town’s service delivery configuration is based on managing outsourced service delivery contracts and inter-local agreements. Direct service delivery is used by the Town to deliver two of its largest services in terms of cost; Fire/EMS and Westlake Academy. While outsourcing Fire/EMS is explored in a document separate from this one, outsourcing the Academy’s operation to an education service provider has not been explored. This report is organized by department as follows: Page Town Manager’s Office………………………………………………… 7 Number Planning & Development…………………………...…………………… 10 Municipal Court…………………………………….…………………… 12 Human Resources & Administrative Services……………….………… 18 Fire & EMS……………………………………………………………… 21 Police Services…………………………………………………………… 27 Town Secretary……………………………………..…………………… 28 Facilities Maintenance/Parks & Recreation…………………………… 30 Finance……………………………………………..…………………… 34 Public Works……………………………………….…………………… 40 Westlake Academy………………………………...…………………… 46 Section 4-6 TTOOWWNN MMAANNAAGGEERR’’SS OOFFFFIICCEE The Town Manager is the Town’s chief administrative officer. The Town Manager is supported by the Assistant to the Town Manager. The Assistant to the Town Manager position is designed to provide administrative support and assistance in all areas of the organization to the Executive Manager. The information contained herein is designed to provide an overview of the responsibilities and a brief history of the development of the positions in this office. HISTORY In May 1999 the Westlake citizens approved in a local referendum the adoption of the council-manager form of government for the Town of Westlake. Subsequently, this form of government was adopted by ordinance by the Board of Aldermen. In October 1999 the Town’s first Town Manager, Mr. Trent Petty, was hired by then Board of Aldermen (now Town Council). The Town pursued a State charter for an open enrollment charter school with said charter being granted in February 2002. The State approved charter designated the Town Manager as the school’s chief executive officer/superintendent. Mr. Petty served in both the Town Manager role and CEO role for Westlake Academy until April 2006 when he resigned from his role with Westlake Academy, but continuing serving as Town Manager until November 2007. In April 2008 Mr. Tom Brymer was hired as the Town’s second Town Manager, serving in both the Town Manager and CEO/Superintendent role for the Town’s charter school, Westlake Academy. The duties of Assistant to the Town Manager run the gamut from administrative support to departmental liaison to economic development to Academy organization type duties. The position was created when Ms. Mary Midgette was hired in 2000. The original intent was to hire someone to assist the Town Manager in the daily operations of the Town. She began to work with the manager on issues such as attaining the charter for Westlake Academy, working with the lobbyists in Austin, hiring personnel to fill the department management level positions, assisting in hiring the Town’s first Department of Public Safety officers for the Town and working on items related to Texas Student Housing. She played a vital role in every area of development for the municipality. After Mary’s departure, Mrs. Dawn Lenzie was hired due to her background in public education, which was very beneficial as the focus of the position moved toward the opening of the Academy. She assisted in implementing public relations activities, meetings and receptions for the new school employees and attaining visas for the teachers arriving from outside the United States. Dawn worked with the Town Manager to organize the lottery system that was used to select the first children admitted to the school. She also secured the locations and organized the training sessions for the teachers who were new to the IB curriculum. Section 4-7 The Assistant position is currently held by Ms. Ginger Awtry. She began her career for the Town when then Town Manager, Trent Petty, persuaded her to coming to work for him. At the time, she was working with Manhattan Construction – the contractors who built the Academy. Ginger had an intimate working knowledge of the construction process and developed vital contacts with vendors and other contractors specific to the project while impressing the Town leaders with her abilities. She was Manhattan’s Office Manager and Job Accountant for the Academy project, and quickly became adept at managing business related issues and assisting in various organizational duties with job crews, contractors, public relations, etc. while also working with the financial aspect of the project. She had a unique perspective of watching the building of the school from the ground up as her office was located at the jobsite rather than the corporate facility. Ginger also had a successful 12 year career with the Audit Division of the State Comptroller’s Department where she worked after graduating with a BBA degree in accounting. While employed in this capacity, she served in every increasing position of responsibility. Ginger audited many Fortune 500 companies, was selected to serve as an Audit Reviewer in the State Processing Center, and reviewed audits for accuracy in reference to the established policies and procedures. She was also chosen to train new auditors in proper taxpayer relations, service, and auditing policies, was selected to speak at various professional organizations and represent Audit Division at career fairs, was selected to work on several committees by both peers, local and Austin managers, and was promoted to Supervisor Trainee and Audit Group Supervisor, supervising 10-12 employees and multi-million dollars audits. As indicated by the varying backgrounds and responsibilities, each of the Assistant to the Town Managers had varying job duties and areas of emphasis based on service demands at that time. Although Ginger did not have any previous municipal government experience, her long history at the state level is evidence of her dedication as a public servant. She is passionate about customer service, especially as it relates to residents, visitors, employees and other individuals who come into contact with the Town. The current responsibilities handled by the Assistant have evolved as the Town’s projects, developments and internal organization has required. The following is a partial list of job functions: • Maintains an open conduit of communication between department heads and Town Manager • Assist in daily operations of the organization • Arranges meetings for the Town Manager, drafts correspondence, and the Town Council Updates from the Town Manager Section 4-8 • Proofs all newsletter copy for the Westlake Wire and CEO’s letter for the WA Communiqué • Works with developers, vendors and other customers of the Town including local and State officials • Manages the Town Manager’s calendar • Participates in departmental budget meetings • Serves as staff liaison to Town related advisory committees as directed by the Town Manager • Assists residents on Town related issues • Liaison between Town Manager and Academy on numerous projects • Works closely with the Town attorney • Attends Planning & Zoning meetings and assists in related projects as needed • Communicates regularly with Town Council and advisory board members on behalf of the Town Manager • Serves as Town Secretary on ‘as needed’ basis • Assists Town Secretary on agenda packet preparation as needed • Co-ordinates with department managers on agenda memo and ordinance/resolution submittals • Provides background information and conducts research for Town Manager on various projects • Serves as coordinator for the Town’s neighborhood outreach and meetings programs • Assists with organization and coordination of both internal and community events The Town Manager is the Chief Administrative Officer for the Town, providing executive leadership and representation on all matters concerning Town government. This position is responsible for planning, directing, managing, and reviewing all activities and operations of the Town; coordinates programs, services, and activities among all Town departments and outside agencies; ensures the financial integrity of the municipal organization; represents the Town’s interests; as well as provides complex and highly responsible policy advice and administrative support to the Mayor and Town Council/Board of Trustees. The Town Manager exercises direct supervision over management, professional and clerical staff. This position also serves as the Chief Executive Officer/Superintendent of Westlake Academy, providing executive leadership in addition to financial and managerial oversight on all matters concerning its operations, subject to the policies and directives of the Board of Trustees. The CEO/Superintendent provides advisement on policy recommendations, administrative support, and executive-level guidance to the Board President and Trustees. Current Town Manager Tom Brymer has over thirty five (35) years of city management experience in full service communities of all sizes including Section 4-9 communities of 85,000-125,000 population. When he assumed his first position as a city manager at age twenty five he was the youngest city manager in the state. Tom holds a bachelors degree in political science from Northern Illinois University and a Master of Public Administration degree from the University of North Texas. He has pursued continuing professional education through public executive development programs offered by his state and national professional organizations as well as those offered cooperatively through the University of Virginia and the University of Texas. Due to the demand for high quality services from all the Town’s stakeholder/customer groups, the major challenges and issues facing the Town Manager’s office are: FUTURE ISSUES AND CHALLENGES • Delivery of high quality Town services (municipal and academic) as well as maintenance of infrastructure in the face of major resource limitations and financial sustainability issues • Limited staff resources which are asked to operate well beyond reasonable capacity in order to carry out a multiplicity of roles so that the Town can operate at a high quality level • Establishing a governance structure that clearly establishes management and governance roles that comports with the council-manager form of government adopted by Westlake voters, facilitates efficient high quality service delivery, is transparent, accountable, sets strategic priorities, and plans well to maintain Westlake’s quality of life for all of the Town’s stakeholders. PPPLLLAAANNNNNNIIINNNGGG AAANNNDDD DDDEEEVVVEEELLLOOOPPPMMMEEENNNTTT DDDEEEPPPAAARRRTTTMMMEEENNNTTT This report will provide a brief history of the Department, its services, a summary of short term objectives, and an overview of current projects. HISTORY BUILDING INSPECTIONS AND CODE ENFORCEMENT - From 1984 to 2005, the Town contracted for Administrative and Inspection services to operate the Building Inspection Department. Upon determining that contracting was not a cost effective method of handling plan review and inspection responsibilities, the Town hired a full-time Inspector in 2005. He performed inspection duties with the administrative functions shared by him and his supervisor, the Director of Public Works. The Inspector unexpectedly passed away in August of 2006 and the duties were contracted out to a third-party inspection company. In November of 2006, Section 4-10 the Town hired a Building Official to take over the inspection and administrative duties. PLANNING AND ZONING - The Town contracted for planning and zoning services until Mr. Trent Petty was hired as the first professional town manager in October 1999. Trent took on the planning and zoning responsibilities in addition to town management. Trent resigned as the manager in November of 2007, at which time the Building Official, Mr. Eddie Edwards, had his title changed to Director of Planning and Development by the interim Town Manager. Eddie also had extensive planning and zoning experience and these responsibilities were added to his duties. CODE ENFORCEMENT / FIRE CODE ADMINISTRATION – Enforcement of all of the ordinances contained in the Town of Westlake Code of Ordinances is either carried out directly by department staff or contracted out to other governmental agencies with department staff acting as the liaison. For example, Food Establishment Inspections are performed by the Tarrant County Health Department but if voluntary compliance cannot be obtained by warnings, department staff takes necessary legal action. The Fire Marshal/Fire Inspector duties had been assigned to an on-shift firefighter with appropriate certifications until he left in November 2007 and those responsibilities were picked up by the Fire Chief. The full time Fire Chief position was vacated in August 2009 and a portion of those responsibilities were assigned to the on-shift Interim Fire Chief and the other responsibilities were taken over by Eddie Edwards. Eddie also had extensive experience and training as a Fire Marshal/Fire Inspector. PERSONNEL This is a one (1) employee department. On an intermittent basis, plan review and inspection services for portions of specific projects are contracted out based on the anticipated work load. Additional assistance is provided by other staff members on an as-needed basis and one-third of a full-time clerical employee is charged to this department in the annual budget. BUILDING CODES AND RELATED ITEMS The Town of Westlake has adopted the 2006 International Codes and the 2008 National Electrical Code along with the amendments recommended by the North Central Texas Council of Governments (NCTCOG). The Department either performs or contracts for all plan review and inspections related to residential and commercial construction with the exception of those items specifically regulated by the fire code. Section 4-11 The enforcement and review of code requirements and development issues are the responsibility of the Director of Planning and Development. The Director schedules the Development Review Committee (DRC) meetings and communicates staff comments to the applicants. The Town currently has an ISO Building Code Effectiveness rating of 3 for residential and 3 for commercial. The ratings are measured from 10 being the lowest to 1 being exemplary. Our rating is equal to or higher than our neighboring cities and equal to or higher than any other city our size in the state. MMMUUUNNNIIICCCIIIPPPAAALLL CCCOOOUUURRRTTT The Municipal Court represents the judicial branch of the Town of Westlake and is responsible for providing fair and impartial trials as well as a range of customer service duties to defendants who are charged with a Class C misdemeanor or town ordinance violations. The Court was established as a court of record in 2001 and has original jurisdiction over many of the offenses which occur within the Town limits. HISTORY The Municipal Court, in its current form, began in November, 2001. The Board of Aldermen adopted an ordinance to separate the conjoined Westlake and Trophy Club court office and establish the judicial branch of our municipality. Previously, the functions were handled by the Town of Trophy Club as they were also providing our police services through an inter-local agreement. The first employee of the Department, Amanda DeGan, was hired as the Court Administrator. She worked with Judge Brad Bradley to establish a docket schedule and obtain the items needed to open the office within six (6) weeks. The original intent was to operate the Department with one full-time employee, a part-time Judge and a part-time administrative support employee. The Town had anticipated the average number of citation filings, based on information received from the Trophy Club court, at 400 individual cases per month. During this initial start-up phase, the police services were provided by the Trophy Club Police Department (TCPD). The TCPD patrolled both municipalities and the offenses that occurred within each town’s jurisdiction were filed in the appropriate court office. For the first year of operation, the Administrator and the part-time administrative support employee, Todd Wood, handled the customer service duties, citation entry and court dockets. Mr. Wood was also responsible for the accounting duties of the Town and functioned as the office manager. Section 4-12 It soon became apparent, that we were exceeding the estimated case load on a monthly basis. The average filings were closer to 600 cases per month and could not be efficiently processed at the then current staffing level. In order to reduce the budgetary impact and increase the closure rate of the delinquent citations, a full-time marshal’s position was established to handle the dual duties of providing office assistance and serving arrest warrants. The Westlake Marshal’s Office was established by ordinance in March of 2002 and is under the direct supervision of the Court Administrator. The position was cross-trained to handle the defendants at the service window, provide information via phone and operate the court software to update the defendant database. The marshal also handled all court bailiff duties and provided a visible security presence in the office. In June of 2002, the agreement with Trophy Club was dissolved and the police services contract was initiated with the Keller Police Department (KPD). The coverage level remained consistent with two motor officers and a varying number of patrol cars being assigned to Westlake. As the number of citation filings rose to an average of 800 – 850 cases per month and the outstanding arrest warrants remained static, an additional full-time position was added as a deputy court clerk. The position was designed to take over the front desk responsibilities and allow the marshal to focus on serving and clearing the arrest warrants. The number of outstanding arrest warrants and the backlog that existed in the warrant issuance function had become a pressing issue for the office. The plan of action to reduce these numbers and increase efficiency was addressed with the new deputy clerk position and the dedication of the marshal to warrant duties on a full-time basis. PERSONNEL AND CURRENT SERVICES The staffing level in the Court office has been allocated in response to the number of individual cases filed by the officers and initiated by the Judge through the ‘failure to appear’ offenses. We are currently staffed as follows: • Two (2) full-time Deputy Court Clerks • One (1) full-time Marshal • One (1) full-time Director of Municipal Court and Special Projects • One (1) part-time Municipal Court Judge The Court procedures were designed to handle the majority of the customer service duties by mail, the internet, telephone or via fax to reduce the number of walk-in defendants who require service from the front office. A large percentage of our defendants are commuters through the Westlake area and we have found they appreciate having the ability to handle their violations without making a personal appearance. Section 4-13 The configuration serves the dual purpose of allowing us to maintain a smaller staff size in relation to other comparable municipalities. The average number of individual cases handled by one deputy clerk is 250 -275 per month – we average 325 per front office employee. In addition to the office procedures, the lobby hours are structured to allow the deputy clerks to process the deposits, return phone calls, generate court notices, verify insurance coverage and enter citations during the hours that the lobby is not open to the defendants. The lobby windows are open from 9:00 a.m. to 4:00 p.m. The majority of our defendants appear during the lunch hour and the clerks generally remain in the office during this time period to assist those individuals who walk into the lobby for assistance. DEPUTY COURT CLERKS – The bulk of the front office activities are handled by the deputy clerks in the front office. Sharon Wilson and Martha Solis have been with the Department for several years and do an outstanding job processing the paperwork/case load while dealing with stressful situations each day. As mentioned previously, the majority of the defendants handle their citations, through the mail or the internet, prior to their assigned plea docket. This creates a tremendous amount of case related paperwork that needs to be processed in order for the office to continue to function in an efficient manner. The clerks handle the following types of duties: • Customer service at the lobby window and via the telephone • Mail-in payments and reset requests; extensions and payment plan cases • Court docket processing • Database maintenance and input for the Court software program • Citation entry and case jacket generation • Filing of closed case files and all active pending cases • Daily deposits of all payments There are times when defendants who contact the office, either in-person or by phone, are not pleased to have received a citation and will be verbally abusive to the clerks. Both clerks handle these situations with diplomacy and tact, as many times the individuals would just like to “vent” their frustrations or have someone listen to their “side of the story”. Both employees receive continuing court clerk education throughout each fiscal year and try to attend local classes to reduce the impact of out of town travel on the office and their families. MARSHAL – The Westlake Marshal’s office handles the duties associated with serving the arrest warrants issued by the Judge. In 2006, Troy Crow was hired to fill the position and has also done a tremendous job of reducing the number of outstanding warrants and delinquent citations. His previous experience as a police officer and as an accomplished sales manager enables Troy to work with Section 4-14 people while enforcing the law. He has experienced consistent success in clearing the warrants and accomplishing our ultimate goal of closing the older case files. Troy has also implemented a new program during the past six months that works in conjunction with the Department of Public Safety to deny the renewal of a driver license for defendants who have delinquent citations. He worked with the software programmers to establish a remote connection so the information could be transmitted via the internet and now reports and updates the clearances on a bi-weekly basis. Overall the program has been successful in clearing case files, but has been especially effective for those that are over three (3) years old. DIRECTOR OF MUNICIPAL COURT AND SPECIAL PROJECTS – This position processes the arrest warrants for the Judge and oversees all managerial tasks associated with the office. This includes the following: • Annual staff performance appraisals • Report preparation for the Town Manager, finance department, state agencies and the police department • Handles trial settings and jury notifications • Monitors the efficiency measures for the office to maximize case flow • Provides backup customer service duties for the deputy court clerks • Maintains the courtroom schedule • Processes all cash bond payments and refund requests • Works with multiple vendors for the office • Monitors the new laws, in conjunction with the Judge, to ensure compliance • Special projects as assigned by the Town Manager In addition to working for the Town, Amanda is the past President of the North Texas Court Clerks Association. She has worked with the Chapter for the past six (6) years as a board member and committee chair of the educational training programs for the local court clerks. Amanda has also worked in the legal profession for over 12 years and has a Bachelor’s of Arts degree in Political Science. She completed her MPA degree at the University of North Texas and graduated in May of 2009. DOCKETS AND COURT SCHEDULES With the case load handled by the office, we generally have a Court docket or defendant settings four (4) times per month. The office is open to assist the defendants between each setting and the Judge has issued certain guidelines for processing the cases for the defendants at the window. The clerks handle deferred disposition (probation) and driver safety requests, payments in full for fine amounts, indigency motions, dismissal or ‘fix-it’ type citations and reset requests for court dates. We do not handle extensions or defendants with an excessive Section 4-15 number of citations at the window. The Judge requires defendants in this situation to appear at the plea docket and speak with him about their case(s). PLEA DOCKETS – The office generally schedules two (2) plea dockets per month to allow defendants charged with an offense to enter a plea of not guilty, guilty or no contest. If a defendant enters a plea of not guilty – the case is set for a pre-trial hearing, with the prosecutor, to review their options at trial, file any motions or request subpoenas of witnesses. Approximately 50 – 75 individuals appear for these hearings, which are held on Wednesday evening at 5:00 p.m. TRIAL DOCKETS – The Court conducts bench and jury trials on an as needed basis. These dockets are generally held one Friday per month and last for the entire day. The defendant has the right to either a trial that is heard by the Judge or the jury. Unfortunately, we do not have a large number of jurors, so we attempt to maximize their call for service by scheduling several cases at one setting. The jury is selected from a pool of current residents, which is updated on a semi-annual basis. PRE-TRIAL AND ATTORNEY DOCKETS – Once a month, the prosecutor for the State is in the office to conduct pre-trial hearings and speak to the attorneys who are representing defendants with Westlake citations. The prosecutor is from the Town attorney’s office and the current individual holding this position is Holly Fox. These dockets are also an all day event where approximately 100 cases can be dismissed, negotiated or set for trial. PHONE CALLS AND FAX REQUESTS – The deputy court clerks handle routine questions about citations via phone and through the fax machine. The phone system operates with a call tree that will answer the basic questions about the location, hours, directions and other citation information. Those defendants that are unable to locate their answers through this method are given the option to exit the call tree and speak with a clerk. If any calls are missed, the defendant is asked to leave a message and the clerks return these calls around the lunch hour and again between 4:00 p.m. and 5:00 p.m. The fax machine is available 24-hours a day and many defendants and attorneys utilize this option to submit written requests for resets, extensions, insurance information, court settings and even payments. While we do not accept payments over the phone, the defendant is given the option of faxing the payment information, which can be run via in-house credit card processing. MAIL PAYMENTS – Defendants are also given the option to pay their citations, request a deferral or a driver safety class, submit documents for citation dismissal and reset their case(s) via the US mail. The Court maintains a post office box at the City of Roanoke mail center where the bulk of the citation related correspondence is received. The mail is retrieved at least three (3) times per week by the Marshal. Section 4-16 The mail is then stamped with the received date and processed by the deputy clerks for each citation. INTERNET PAYMENTS – The Court has an additional component to the software system that will allow individuals to pay their citation through the internet. The violations are updated immediately upon the completion of the transaction and the office is notified of the payments. We have received positive feedback from this type of system as it allows them to pay their citations without driving to the office. COURT SUPPORT SERVICES FOR THE ACADEMY The Marshal, in conjunction with the Court Administrator, processes the criminal history background check for the school volunteers. The task is performed using a Lexis/Nexis database geared for law enforcement personnel that the Court also uses to track defendants with outstanding arrest warrants. A report is reviewed to determine if the volunteer has a criminal history or if they have been convicted of any sexually related offenses. The school is then notified of the status – either “no criminal history found” or if a volunteer has negative information on their report an explanation is forwarded to the Town Manager/CEO for review. The majority of the volunteers submit their clearance documents at the beginning of the school year. As expected, the simultaneous arrival of the applications can result in a delay of the clearances as the process takes approximately 10 – 20 minutes to research each request. THE COURT’S FUTURE CHALLENGES Over the past several years, the Court office has experienced significant changes ranging from increases in the case load to actual relocation (twice in three years) of the offices. We have also undergone staffing challenges, the most notable in the warrant division. The current goals and challenges are to maintain the new cases without any backlog in processing, support the current staff in dealing with external conflicts and to always look for ways to increase the clearance rate of the delinquent citations. The office has dealt with backlogs in the warrant issuance function, case archival duties, insurance verification, citation entry and mail processing. The completion of these tasks are directly related to the number of defendants who appear in the lobby, the staffing level, and the number of new violations filed in the office. The current staff is able to maintain most of the day-to-day functions, however, if one person is out for more than a few days – the backlogs are exacerbated. In the last year, use of a part-time temporary employee has helped mitigate this backlog. Section 4-17 The warrant issuance and clearance function has always been a high priority for the Department. Even though we are a small municipality, our office processes a relatively large case load, which results in the issuance of several thousand arrest warrants on an annual basis. The failure to clear the delinquent cases results in many individuals who are not required or do not comply with judicial orders. The ability to locate these individuals and assist them with their court appearances is a major component to the success of our office. We will continue to research appropriate programs to clear the cases and work in the field to encourage individuals to conclude their outstanding violations. Finally, the Director of Municipal Court also handles many special projects for the Town Manager covering numerous areas ranging from researching and drafting Academy Board policies to strategic planning and various Town ordinances/ policies. Of late this position has helped the Town Manager with the management of the Academy serving on the Academy’s Leadership Team. HHHUUUMMMAAANNN RRREEESSSOOOUUURRRCCCEEESSS &&& AAADDDMMMIIINNNIIISSSTTTRRRAAATTTIIIVVVEEE SSSEEERRRVVVIIICCCEEESSS The Human Resources & Administrative Services Department, as the name indicates, is responsible for providing employee-related services for Town employees as well as administrative support for Town services. HISTORY This Department’s history and development corresponds with the growth of the Town, both in its population and the services it has come to provide. Following the Town voter’s decision to adopt the council-manager form of government and hire its first Town Manager (Trent Petty), Mr. Todd Wood was hired in 2001. In his first years with the Town, Todd truly was the “jack of all trades” for the Town, handling some municipal court related duties, payroll, bookkeeping, permitting, IT, utility services, and other finance-related duties. As the Town staff grew, particularly due to the employee growth of the Academy, the need for Todd to focus on employee support and technology support resulted in his alignment into the role of Director of Human Resources & Administrative Services, the role he functions in today. CURRENT SERVICES AND PERSONNEL Employee-related services provided by the Human Resource aspect of this department include: • new employee marketing and recruitment Section 4-18 • employee on-boarding (hiring) in accordance with all State, Federal, and local requirements and policies • employee off-boarding in accordance with all State, Federal, and local requirements and policies • employee benefits administration (three retirement plans, three employee health insurance plans, flex plans, 457 plans, employee life insurance, and numerous other benefit programs) • employee orientations regarding employment guidelines, policies, and benefit programs • one-on-one employee information/counseling sessions on benefit program questions, options, and choices • oversees the employee performance review system including performance review instruments • compensation analysis and salary surveys • administers the Town employee pay systems • assists in consultation role regarding employee performance reviews and coaching for employee performance improvement • contract administration for Academy faculty • oversees visa and other immigration law compliance for on-boarding Academy international faculty • drafting and maintaining two sets of employee personnel manuals • maintaining a current and confidential data base with supporting files of information on all employees • job analysis, including drafting and maintaining employee job descriptions General support services for the organization provided by the Administrative Services aspect of this department include: • risk management services related to all Town personnel, as well as professional liability, property, and fire and casualty insurance for all Town property and buildings • daily support of information technology hardware and software requirements, including desktop and laptop computers, servers, and printers • identifying and acquiring technology needs (hardware and software) for the organization • troubleshooting and maintaining major hardware components of the Town’s technology system for all servers • maintenance of the telecommunications system for the Town offices and Academy • procurement of goods and services, liquidation of surplus public property • assistance to designated legal counsel in required areas These services are provided by the following personnel: Section 4-19 • Director of Human Resources & Administrative Services (1) • Human Resources Assistant (one-third of this employee’s time is allocated to this department, the other two-thirds are allocated equally to Facilities and Development Services in FY09-10) • IT Support position (10% allocated to support of municipal technology and 90% allocated to support of Academy technology)- this position was added in FY 09-10 The Director, Todd Wood has a bachelor’s degree from California Coast University and a master’s degree in business administration from Western Governor’s University, with a Certified MBA designation from the International Certification Institute (ICI). In terms of continuing education, Todd also holds a Senior Professional in Human Resources Certification, the highest level offered by the HR Certification Institute (HRCI) in cooperation from the Society for Human Resource Management (SHRM). Todd also holds the designation of Certified HR Professional by the International Public Management Association for HR (IPMA- HR). These certification programs offer HR professionals desiring to learn and advance themselves through self or group study and examination programs. Human Resources Assistant Trish Landers has two years of HR-related experience, and over twenty years of progressive office and administrative experience. Primary IT Support is provided by Jason Powers, who holds a master’s degree in music from TCU, and has twelve years of professional IT experience. FUTURE CHALLENGES AND GOALS The chief challenge for this Department has been to adequately support the growing demand for support services with one (1) employee. The addition of a one-third time Human Resource Assistant as well as an IT Support position has helped in this regard. It should be noted that the IT Support position was added primarily due to increased student enrollment at the Academy and to mitigate the higher costs of contracted labor utilized in previous years. The one-third HR support position was added to assist with nearly one decade of continued increase in demand for service, with no corresponding increase in department staff. The day-to-day demands for IT support continue to demand much of the Director’s time, taking him away from many Human Resource responsibilities that are very significant in their importance. Alternatives to this daily technology support, including contract labor, will need to be investigated. Another major challenge for this Department is the inadequate funding for capital replacement of major components of the Town’s technology and telecommunications systems. Section 4-20 FFFIIIRRREEE &&& EEEMMMSSS (((FFFOOORRRMMMEEERRRLLLYYY TTTHHHEEE DDDEEEPPPAAARRRTTTMMMEEENNNTTT OOOFFF PPPUUUBBBLLLIIICCC SSSAAAFFFEEETTTYYY))) The Fire & EMS Department was formerly titled the Department of Public Safety. This department is responsible for providing fire suppression, fire prevention/education, fire code enforcement, rescue, and advanced life support (ALS) emergency medical services to Westlake residents and businesses. HISTORY The rural nature and sparse population of the Town of Westlake has, in the past, required little public safety response so the Department’s history is relatively new. The advent of for the need for public safety coverage began when the Solana Complex was constructed in 1988 and the main tenant was IBM. IBM requested public safety services from the City of Southlake and purchased the necessary equipment, which enabled the city to handle the additional service area. An aerial apparatus and ambulance were purchased for use in the area and a contract was implemented to provide building inspections and fire marshal activities. In the early 1970’s, the Trophy Club MUD #1 district was created and the service responsibility for emergency response to Solana was eventually transferred to the Town of Trophy Club. The jurisdiction was handled by the joint departments of the Trophy Club/Westlake Department of Public Safety. During this time period, an inter-local agreement had been created to provide police, fire and court services for the entire Town of Westlake by the Town by the Town of Trophy Club. The Trophy Club officers would patrol Westlake, issue citations, handle accidents, etc. on both the highway and internal streets and their fire department covered the service calls for both towns. In June of 2002, the agreement was dissolved and the departments were separated into the Town of Trophy Club Department of Public Safety and the Town of Westlake Fire Department. At the same time, the Town of Westlake initiated a contract with the City of Keller for law enforcement, jail, communications, and animal control services. The Town of Westlake relied on part-time firefighter/paramedics and EMTs to provide services to the Town. They used equipment that was on loan from the City of Southlake and Keller. The management of this intricate program was coordinated by Chief Greg Tucker, who was the original Trophy Club Fire Chief and later the Director of Public Safety. The fire personnel were housed and responded out of the Town Hall offices located in the Solana Complex. This was a short-term arrangement. Section 4-21 In late September 2002, Chief Tucker passed away as the result of a lengthy battle with stomach cancer. This tragic event created the Department’s first major change – the hiring of a replacement Director and the first full time personnel. Don Wilson, who had been working part-time under Director Tucker and was a retired Deputy Chief from the City of Euless, was hired as the new Director along with nine (9) firefighter/paramedics. The firefighter/paramedics were assigned to shifts – working the typical three (3) platoon firefighter shifts – with one (1) lieutenant per shift and two (2) firefighter/paramedics. Also in late 2002, the fire department personnel were moved to the temporary station on Dove Road. In the summer of 2003, the Department began responding to all service calls within the Town, including the Solana Complex, as well as inspection and fire marshal duties. The Department also began work on obtaining their own equipment. The Town purchased a MICU equipped ambulance from Frazier and a Crimson manufactured Fire Engine. The fire engine purchase was made possible through a grant from FEMA. The transition to a fully integrated DPS department began in 2004. This public safety concept rests on the notion of hiring, training, and using personnel that are both certified firefighters/paramedics and licensed police officers. Fire personnel enrolled in the Tarrant County College Police Academy and the certification process continued for approximately two (2) years. The Town then had seven personnel additionally trained as police officers. In January 2005, the transition continued by the formal adoption of the current DPS ordinance (copy available). The long-term goal was to cross-train an adequate number of firefighter/paramedics as police officers, in order to assume law enforcement duties, and replace the services provided by the Keller Police Department (KPD). It was anticipated that the contract would be modified to discontinue the use of KPD officers and begin the patrol and enforcement duties with our own staff, while continuing to contract for dispatch and animal control. The final move to an integrated DPS department for the Town is an ongoing goal and has not been fully reached at this time. The tri-certified Westlake personnel also began assisting the Municipal Court by providing field and office support to the Warrant Officer. These duties included serving arrest warrants, transferring prisoners, and providing courtroom security. These activities were performed on an ‘as needed basis’ based on the staffing of the warrant officer position, through the later part of 2007. The public safety concept for Westlake was predicated on having a substantial sales tax revenue stream from a shopping mall that never materialized. Consequently, while the Town was incurring cost for cross-certification of its Section 4-22 firefighter/paramedics as police officers, it was not truly using them in that capacity, yet at the same time the Town expending dollars for police services with the City of Keller. A change in the Department’s leadership took place in spring 2009 with Lieutenant Richard Whitten assuming duties as Acting Fire Chief. Since that time the Department has moved away from the “public safety concept” (combined police and fire) toward a service delivery concept more closely aligned with its core service focus of providing fire suppression, fire prevention, and fire code enforcement/inspection services as well as advanced life support (ALS) paramedic level emergency medical services. PERSONNEL AND CURRENT SERVICES As mentioned, the Department provides Fire and EMS related services by utilizing a three (3) platoon system. Personnel are all certified firefighter/paramedics and the current staffing per shift is comprised of three (3) full-time personnel: • One (1) Lieutenant • Two (2) firefighter/paramedics • One (1) part-time firefighter/paramedic All Department personnel are state certified firefighters, many with advanced fire certifications and paramedics – and many are nationally registered or state licensed. We are fortunate to have such a broad base of knowledge for an agency of our size and the Town assists the fire personnel by maintaining all continuing education requirements and certifications within the Department. In an additional effort to work with other agencies, the Department participates in the North East Fire Department Association (NEFDA), which is a group of thirteen Northeast Tarrant County departments that provide personnel and equipment capable of responding to specialized and hazardous operations. The group consists of the cities of Bedford, Colleyville, Euless, Grapevine, Haltom City, Hurst, Keller, North Richland Hills, Richland Hills, Southlake and the towns of Roanoke, Watauga, and Westlake. These jurisdictions provide the following services: • HazMat response units – One (1) regional response unit and one (1) satellite response unit. The regional response unit is stationed in North Richland Hills and the satellite unit in Roanoke. All HazMat Departments, including Westlake, provides a minimum of two (2) state certified Hazardous Materials technicians per shift. • Explosive Response Unit (Bomb Squad) – One (1) regional response unit stationed in North Richland Hills. • Mass Casualty Response Unit – One (1) regional response unit stationed in Euless. Section 4-23 • Technical Rescue Unit – One (1) regional response unit stationed in Haltom City. This unit is mainly for trench and confined space rescues. • Heavy Rescue Unit – One (1) regional response unit stationed in Grapevine. The unit is mainly for collapsed structures and other associated heavy rescue activities. • Air and Light Unit – One (1) regional response unit stationed in Bedford. This unit contains a breathing air compressor, additional Self Contained Breathing Apparatus (SCBA) bottles, a heavy generator and fixed and portable scene lights. • Communications Unit – this unit is stationed in North Richland Hills and has the capability of linking all radio frequencies utilized in the area as well as Ham radio operators. • Mobile Incident Command Unit – One (1) regional unit stationed in Bedford. Along with these specialized units, the participating agencies provide standardized operating procedures for each discipline. The participating personnel routinely train together and in regional, state, and federal training opportunities. Many members are or have been members of Texas Task Force One, an emergency response task force. NEFDA maintains contracts with Tarrant County College – Northwest campus for fire related continuing education, which includes our annual live fire training as required by the National Fire Protection Association (NFPA). Along with NEFDA, the Department is a member of the South Denton County Medical Control (SDMC) group. SDCMC consist of agencies from Argyle, Flower Mound, Krum, Roanoke, Trophy Club, and Westlake. SDCMC is under the direction of Dr. John Ansohn, an emergency room physician for Baylor Regional Medical Center at Grapevine. Dr. Ansohn is also the medical director for the cities of Grapevine, Colleyville, Watauga and Southlake. SDMC develops the protocols for our paramedics and contracts with Tarrant County College – Northeast campus for continuing education. Most of the patients that the Department transports are transported to Baylor Regional Medical Center at Grapevine. FIRE CODES AND RELATED ITEMS The Town of Westlake is proactive in its code requirements and their enforcement. The current codes for the Town consist of the 2006 International Codes. The electrical codes conform to the 2008 National Electrical Code. While the Town does amend the codes to address local fire sprinkler requirements, the bulk of the amendments to the codes are those recommended by the North Central Texas Council of Governments (NCTCOG). The 2006 International Fire Code, as amended by the Town, requires all structures in Westlake to be protected by fire sprinkler systems with few exceptions. Single Section 4-24 family residential occupancies 6,000 square feet or more are required to have a system installed. Type U occupancies, 1500 square feet or more, are required to have systems installed unless there is living space in the occupancy, in which case the living space is protected regardless of the square footage. Enforcement and review of code requirements and development issues is a shared responsibility between the Fire Chief and the Director of Planning and Development. The Director is a member of the Development Review Committee (DRC) and provides comments for submittals to the Town and DRC. Inspections are handled in two ways – either the Fire Chief performs the inspections for new and existing construction projects or the personnel on duty perform the task via in-company inspections. All crews participate in these inspections and they are performed annually. The Town currently has an ISO rating of 4 / 9. The split rating is due to the undeveloped portions of the Circle T Ranch. The Ranch’s undeveloped portion carries a rating of nine (9) – leaving the remainder of the Town at a four (4). FIRE/EMS SERVICE SUPPORT TO ACADEMY The Fire & EMS Department is very active in many of the functions occurring at Westlake Academy. These activities include: • Personnel provide standby coverage for medical and fire protection. (includes sporting events and tournaments). • Assists in the development of the Academy’s disaster and emergency plans. • Assists the Academy staff in providing safety and public education classes and lectures. • Conducts CPR and first aid training for all staff members as required and/or requested (including the use of AEDs). • Works with the Academy nurse on a variety of issues dealing with student health and safety concerns. • Assists in providing public education and other community engagement at the Academy such as fire prevention education • Performs fire drills and other emergency evacuation drills. • Assist in parking and other related duties during special events and in the initial back-to-school time period. • Assists in the planning and implementing events occurring at the Academy. For example, the annual Bandana Bonanza and Tree Lighting Ceremony. Section 4-25 FUTURE GOALS AND CHALLENGES As with any public safety entity, especially Fire and EMS, the main budgetary expenditure is related to personnel. The Department dedicates 46.8% of their annual budget to full-time and part-time personnel costs. Part-time positions are utilized to not only increase the staffing levels but, also as a cost cutting measure to reduce the overtime expenditures to the Town. This is a practice that is anticipated to continue within the Department. The revenues derived from delivery of the Department’s services come from a variety of sources. EMS revenue is derived primarily from the EMS fees. Other sources of revenue for the Department are from inspection fees, fire lane parking violations, fire sprinkler system permits, North Central Texas Trauma Regional Area Council (NCTTRAC) grant funding, which is from the Texas Tobacco Settlement fund, and local donations. Throughout the history of the Department, there have been three (3) consistent challenges: funding, rumors regarding the elimination of the department and the increase in the number of service calls. As with many public safety departments, funding issues are an on-going challenge with each fiscal year. The previous purchase of the major apparatus and training assistance is or was covered in large part by grants. The Department has received grants for radio equipment, HazMat training, breathing air equipment, protective clothing, and fire and rescue equipment. The total grant funding has been approximately $900,000. The second challenge involves the disbanding of the Department and contracting out all the public safety services or being absorbed by another jurisdiction. KPD has continuously pursued the absorption of our Department into their service area and the Town of Trophy Club has also expressed a desire to provide services to both towns as in the past. This affects the Department’s ability to recruit employees. The increase in the number of service calls is another challenge for the Department. This issue has shown steady growth in all areas. The Department not only assumed all inspection and fire marshal duties from Trophy Club, but we have also broadened these activities. The First American Mortgage remodel was a major project for the Department. First American gutted four existing office units and connected them into one larger building. The project presented numerous challenges with the alarm system, fire protection sprinklers, air handling systems and evacuation plans. The inspection and fire marshal duties continued to increase with the re-modeling and building addition of the Marriott Hotel, the expansion of Fidelity Investments and the Academy expansions. The need for these services will not abate in the near future, as we are anticipating additional development in the years to come. Section 4-26 The primary challenges facing the Department are based on maintaining the current service levels for Fire & EMS. In providing these services, the following items will warrant further review: • Personnel staffing to comply with all NFPA (National Fire Protection Agency) standards, Texas Fire Commission rules and regulations, and area obligations must be reviewed. It is desired to increase the current three (3) full-time personnel per shift to a minimum of five (5) full-time personnel – assigning three (3) to the fire engine and two (2) to the ambulance as is typically in this area. However, part-time personnel can be utilized to bridge this gap and provide ‘as needed backup’ for scheduled vacancies. • Further implementation of the capital replacement program for major Departmental expenditures and future equipment requirements. The initial funds have been allocated in the most recent budget; however the replacement measures have not been completed. • Location of permanent facilities for the Department. PPPOOOLLLIIICCCEEE SSSEEERRRVVVIIICCCEEESSS While our Westlake Fire & EMS Department provides fire and EMS services to our community, law enforcement activities are contracted with the City of Keller. This contractual arrangement began in 2002. Keller Police Department is a nationally accredited police agency which means they have met and maintained compliance with over 300 national police service quality standards. The contract calls for Keller Police Department (KPD) to provide one officer per shift - per district (outlined in the contract) as well as the auxiliary services necessary for the function and support of field units; Fire, EMS, or Police. Pursuant to the contract, Westlake is divided into two (2) districts. These districts are created by taking Pearson Lane and running this line to create a north – south line of demarcation, thus creating an east - west district. Each district is relatively the same size and contains equal portions of the City of Keller as well as the Town of Westlake. Two motor cycle officers are designed to work the highways (SH 114, 170 and 377) and local street traffic on a split shift basis. The officers are assigned to a schedule of Monday through Friday on 10-hour shifts. Usually, at least one motorcycle officer is assigned to traffic enforcement in Westlake during the typical workday hours. These officers also issue the bulk of the traffic citations. All citation revenue from traffic citations issued in Westlake goes to the Town of Westlake Section 4-27 (note: this is only the municipal portion, a significant portion of dollars collected by our Municipal Court goes to the State for their mandated fees (taxes) that we collect for them). The contract does provide for auxiliary and support services. These services include: • Administrative fees and staff and personnel costs related to human resource activities and payroll, etc. • Communications • Jail Facilities • Animal Control The communications and jail facilities provided by this contract are modern and of high quality. The City of Keller’s central dispatch center provides fully enhanced 911-communications services to Keller, Southlake and Westlake. The communications center was expanded to provide them with the capability to dispatch for multiple agencies. The communications (radio and computer aided dispatch) system is a very valuable asset to the Town. As an auxiliary member of the system – Northeast Tarrant Communication Consortium (NETCO) – the Town participates in a three site, duplex, 800 MHz trunked radio system. NETCO consist of the cities of Bedford, Colleyville, Euless, Grapevine, Keller and Southlake. NETCO has redundant tower sites in many of the member cities and the Town is provided limited access to the system. The limitation is in the number of radio units – for a total of ten (10) units – with the use of one (1) talk group. The Town has maximized the number of radio units currently allowed under the agreement which are utilized by the Westlake Fire & EMS personnel and the Town Marshal. TTTOOOWWWNNN SSSEEECCCRRREEETTTAAARRRYYY The Town Secretary’s Office is the central record keeping function for the Town and is responsible for all records (ordinances, minutes, etc) for the Town Council/Board of Trustees, its various advisory boards, and the Texas Student Housing Corporation, an instrumentality of the Town. HISTORY The Town hired its first Town Secretary in 1995, Ginger Crosswy, who was followed in 2005 by Jean Dwinnell. In 2007 Kim Sutter was hired as Town Secretary followed by the Town’s current Secretary Kelly Edwards who was hired in August 2009. Section 4-28 PERSONNEL AND SERVICES The Town Secretary’s Office has been, and continues to be, a one (1) employee operation. The Town Secretary is responsible for the following services: • recording and maintaining minutes from all Town Council and Board of Trustee meetings • assembling and distributing Town Council and Board of Trustee agendas and agenda packets, including placing these materials on-line on the Town’s and Academy’s web sites • recording and maintaining minutes from the Planning & Zoning Commission • assembling and distributing the Planning & Zoning Commission’s agendas and agenda packets • posting of all notices as required by the Open Meetings Act for the Town Council/Board of Trustees, Planning & Zoning Commission, Zoning Board of Adjustments, Texas Student Housing Corporation (TSHA), Historical Preservation Board, Public Arts Society, and Westlake Academy Foundation • preparing and distributing agendas and agenda packets for the TSHA Board meetings • staff support for the administration of the TSHA student scholarship program (note • recording and maintaining minutes from TSHA Board meetings : approximately one-third of the Town Secretary’s salary is paid by THSA for these services) • maintaining staff’s agenda calendars for Town Council and Board of Trustees’ meetings • budget preparation and administration for the Town Secretary’s Office • oversight and administration of all regular and special municipal elections • official records manager for all Town documents including minutes, resolutions, contracts, proclamations, and ordinance • oversight of Academy records liaison • ensures proper codification of all adopted/amended Town ordinances • assembles and lays out the Town quarterly newsletter, The Westlake Wire • coordinate monthly meetings serving as Town liaison to Town’s public relations firm • prepares and sends out bi-monthly email blast update on Town activities to Town residents • processes with the assistance of the Town Attorney all Open Records Requests received by the Town Kelly joined the Town’s Leadership Team with extensive municipal experience as City Secretary for the City of Roanoke, Texas. She has the highest level of continuing certification offered by the Texas Municipal Clerks Association and Section 4-29 holds her Certificate of Municipal Clerk (CMC) with the International Institute of Municipal Clerks. In addition to an annual training requirement necessary to maintain this certification level, Kelly must also have continuing education in various legislative changes to State laws such as the election code, Open Meetings Act, records retention, and the Open Records Act. FUTURE GOALS AND CHALLENGES The challenge for the Town Secretary’s Office is the work load size handled by one (1) employee. Over time, if the demand for this Department’s services continues to rise, additional staff support will be needed. Another major need is for a comprehensive record management program including placement of all official records into digital form for preservation and access. FFFAAACCCIIILLLIIITTTIIIEEESSS MMMAAAIIINNNTTTEEENNNAAANNNCCCEEE/// PPPAAARRRKKKSSS AAANNNDDD RRREEECCCRRREEEAAATTTIIIOOONNN The Facilities Maintenance program performs preventive maintenance on all campus buildings and landscaping to protect the Town’s investment in our infrastructure and to avoid significant costs related to system failures due to a lack of maintenance. The Park and Recreation Department maintains open spaces and facilities for recreational use by our citizens and the general public. The Civic Campus and the park, located in the Glenwyck Farms subdivision, comprise the facilities and park space that is available for use by residents and the public. The park at Glenwyck Farms and the Academy campus host the Arbor Day celebration, Bandana Bonanza, the Christmas Tree Lighting ceremony and Decoration Day. HISTORY The Facilities & Recreation Department began in May of 2004 when a full time Director, Mr. Troy J. Meyer, was hired. The responsibilities of the position include invoice approval, contract negotiations for capital projects, lease agreements, budget oversight and preparation, planning reviews for open spaces and bids for all necessary supplies and capital projects. In addition to the daily activities, special event planning and assistance to the residents on projects such as Arbor Days, Decoration Day, and the employee Christmas Party are also handled by the Department. The Director has heavy interaction with the following groups and individuals: • Leadership of the Academy • School parent groups • House of Commons (parent, student, teacher association) Section 4-30 • Westlake Academy Athletic Club • Westlake Academy Foundation • Westlake Historical Preservation Society PROJECTS – PARKS, FACILITIES AND MAINTENANCE PARKS - During the construction of the Glenwyck Farms subdivision, the developer allocated 13.5 acres of park open space, off of Dove Road, to the Town. The park has walking trails, which are accessible from within the neighborhood and through the concrete sidewalks that run alongside Dove Road. The park has frequently been the site of the annual Arbor Day celebration that draws people from the Westlake community, children and parents from the Academy and nearby residents to enjoy the games, fishing and booths that are set up and manned by the volunteers of the event. The Westlake staff, Academy student volunteers and fire department officers often participate in the setup and breakdown of the event, as well as volunteers at the booths. The Parchman house, located on JT Ottinger Road, was donated to the Town in 2006. The facility consists of six acres of open space, a 2,000 square foot home and a small barn. We are currently using the property for miscellaneous storage and parking events at the cemetery. OPEN SPACE - These areas include the Parchman’s six acres, the 13.5 acres within the Glenwyck Farms subdivision and the street medians and right-of-way within the Town. The medians are maintained by landscape and tree trimming contractors. The cost associated with the maintenance of the 13.5 acre open space is shared with the Glenwyck Farms HOA. All work completed within the park is shared equally between the Town and the HOA. The Terra Bella subdivision’s first home was completed in summer of 2010. The subdivision includes 28 residential lots and 22 acres of open space with trails connecting the Solana business complex to Glenwyck Farms. FIRE STATION FACILITY - Our first non-permanent facility was the temporary modular building for the fire station that was leased in 2002. The building was an interim solution to address the housing needs of the DPS officers who had previously been operating and living out of the kitchen and meeting room of the Municipal Court offices. The temporary facility includes a three-bay metal building, to house the fire truck and ambulance, and had a 12 x 57 trailer. In December of 2006, the previous trailer was replaced with a 14 x 60 facility and a wood deck area was added for additional space. CIVIC CAMPUS - The Town’s initial permanent and largest building project began with the Civic Campus space that is home to the Westlake Academy. The Town purchased 23.5 acres from Hillwood development to build the 53,000 square foot civic campus. Until May of 2007, the campus housed both the Town offices Section 4-31 and Westlake Academy. This initial campus construction consisted of two (2), one story buildings for classrooms and office space, as well as a two (2) story gym with classrooms, a dining hall and performance hall. The soccer/softball field was completed in the fall of 2004 and a second field was added in the summer of 2007. The 8,400 sq. ft. Sam & Margaret Lee Arts and Sciences Center was completed on August 2010 which includes two science labs, art room with a kiln, offices, conference room and open space to display student art. , The original design of the center included a black box theater and large art which was not completed due to funding. The project came in under budget by $267,000 which will be use to extend the parking area just to the west of the Center. Total budget of the project was 5.1M. CEMETERY - The ownership of the Roanoke I.O.O.F Cemetery was transferred to the Town in January of 2008. This is an active cemetery that averages eight (8) burials per year. The Department is in the process of creating a master plan for the cemetery. A ground scan was completed in 2008 indicating one hundred seventy four (174) unmarked graves located throughout the cemetery. The Town also hired a surveyor to locate all six sections within the cemetery. In April 2010, cemetery rules and regulations were presented to the Town Council, which also included a suggested name change to The Town of Westlake Cemetery. The Town Council would prefer that I.O.O.F. be included in the name. Staff will request permission from the I.O.O.F. organization to use the name. The Town staff is now able to start selling grave spaces at the cemetery. LEASED OFFICE SPACE - The Town’s Municipal Court, Texas Student Housing and Town Secretary offices relocated from the Civic Campus, in June of 2006, to the Solana Business Complex. The move was necessary to accommodate additional grade level expansion at the Academy. The new location consisted of 4,000 square feet of offices and courtroom space. In the spring of 2007, the remaining Town operations and staff relocated to adjacent office suites in Solana. The total leased office and Court space is 9,400 square feet and all of the maintenance is handled through the Solana complex. The current lease agreement will expire in May of 2011. MAINTENANCE - The Facility & Recreation Department also exists to carry out the day-to-day operations and maintenance of the temporary fire station, Westlake Academy, leased Town office space and engineering. The breakdown of specific maintenance operations are as follows: • Fire Station o Bay doors, septic systems, gravel drive and temporary trailer o Lease on the trailer will expire in December, 2011. Section 4-32 • Civic Campus o Doors, cameras, water fountains, soccer field and open space upkeep, clean return air vents o Repair furniture and floors o Contracts are held for landscaping, web control for HVAC and lighting, janitorial services, security cameras, 24-hour monitoring of alarm systems, lighting, water treatment, elevator service, HVAC units, irrigation systems, fire alarms and sprinkler equipment o Maintain and issue card keys to all Academy and Town staff o Oversee all capital projects at the Academy THE ACADEMY As previously mentioned, the Department supports many tasks related to the Academy. The basic activities completed for the school include minor repairs for door adjustments, drinking fountains, desks and lockers, mill work, flooring and lighting. Additional assistance is provided for AV equipment usage, ordering paper supplies, IMP co-editor, various ball and debris removal from drains and roofs, plumbing issues, student projects, mowing of the two soccer fields, parents groups, HOC, WAAC and assisting with Academy events. The Town, in conjunction with a local Boy Scout Troop, recently constructed a tree farm on the campus. The Department facilitated the location, volunteers and planting of the trees and the project helped a local resident attain his Eagle Scout badge. FUTURE GOALS The largest project for the Town in 2009 handled by the Department was the construction of the Sam & Margaret Lee Arts & Sciences Center. The residents approved a bond package to partially fund the building with the remainder of the funds being raised through donations to the school. The building was estimated at $5.1 million and was operational in the fall of 2009. Another project involves the construction of a water well on the campus. The well is needed to support the additional landscaping around the new Arts & Sciences building, the new athletic field and the west parking lot. The cost is anticipated to be $40,000 and the anticipated completion time is October of 2010. The department applied for a “Safe Route To School” grant for TXDOT in the fall of 2009. The award announcement will be in summer of 2010. The department also applied for an Energy Block for lighting and HVAC improvements to the Academy. The grant notification will be in the summer of 2010. Section 4-33 LONG TERM GOALS 1. Increase funding for HVAC to replace aging units 2. Purchase land for new fire station and/or Town Hall complex 3. Plans for maintenance facility 4. Update master trail plan FFFIIINNNAAANNNCCCEEE DDDEEEPPPAAARRRTTTMMMEEENNNTTT The Finance Department is responsible for maintaining all accounting and financial transactions, financial records, audits, and budgets administration in full compliance with State and Federal law/regulations, local ordinances and policies, and the customers, businesses, bond holders, and citizens of Westlake. As such, this department holds an important stewardship role to ensure that the Town’s financial records are timely, transparent, accessible, and understandable for the Town Council, Town/Academy management, and Westlake stakeholders. HISTORY Former Town Secretary Ginger Crosswy provided basic bookkeeping as the Town’s sole employee beginning in 1995. She was our first Town employee with then Mayor, Scott Bradley, being the only signer on the checking account. With the Town’s first Town Manager Trent Petty on board, Mr. Todd Wood was employed in October 2001 and quickly implemented a more sophisticated system with Quickbooks. He performed all accounting and personnel related activities. As the Town’s employment grew, the Town Manager realized the need to utilize Todd in human resources and hire a Finance Director. In April 2003 Ms. Debbie Piper was hired as the Town’s first Finance Director to oversee this function of the Town as well as oversee the audit process and all finance related activities. At one time, Todd was under the supervision of the Finance Director, and was later named a department head – Director of Human Resources and Administrative Services. During the same fiscal year in which the Finance Director was hired, a Finance Assistant, Jaymi Ford, was also hired to handle all accounting related functions. The Town’s municipal accounting is performed in-house with Stw, Inc. software. Because we do not have adequate staff to also provide all the Academy’s accounting functions, we contract with the State’s Region XI Education Service Center to provide accounting assistance for the general ledger and payroll. In the early years of the Town’s water system, the Town contracted with Aqua Source to read meters and generate utility billing. In July, 2004, the Town purchased and implemented Stw Utility software and is now maintaining all Section 4-34 account information. Our staff reads the meters and the information is uploaded and sent to DataProse for the printing of the bills. We have found it is still more cost effective to outsource this portion of the utility billing process. Our staff receives and posts all water payments. As the Academy and Town grew, it was determined that an additional staff person would need to be added to the Finance Department. Sherry Whigham began her employment with the Town in November of 2007. Because the Town was run on a minimal staffing level, various policies and procedures were not in place upon the arrival of the Finance Director. As time permitted, the following documents have been written and implemented over the past five years: a. Written internal control policies and procedures b. Investment Policy – reviewed and approved annually c. Fiscal and Budgetary Policies DEPARTMENT PERSONNEL Debbie Piper, current Finance Director, was employed in April of 2003 upon the recommendation of Felix Lozano, a partner with Whitley, Penn, LLP, who was in charge of the Town’s audit at that time. Debbie’s association with Felix began when her previous employer and his firm entered into an agreement to train Whitley Penn staff in school district auditing. At that time, she was performing 35-40 school and county audits annually and traveling all over Texas. She had been auditing for 8 years and wanted to try something different than the audit aspect of public accounting. The opportunity with Westlake appeared to be an ideal situation because she would also be responsible for the Academy’s financial records, budget and audit. Her governmental experience would benefit both the Town and the Academy. Debbie holds a Bachelor of Business Administration degree from Texas Wesleyan and is a Certified Public Accountant. As previously mentioned, Jaymi Ford was hired October 2003 in a newly created position as Finance Assistant. The position would be responsible for front desk duties, accounts receivable, accounts payable, banking and assisting in the budget and audit processes, as well as various administrative functions. She worked for 15 years at Tandy Business Computer/Radio Shack division in the accounting department and for 10 years with Cobblestone Golf as regional manager training staff accountants at different locations across the US. However, the lure of working for Westlake and the new charter school they had founded drew her in. Her son, Nick, attends Westlake Academy and is in the 11th grade. Sherry Whigham, the newest member to the Finance Department, was hired in November 2007. Her position was created and budgeted for during FY 2007-2008 Section 4-35 when we determined Jaymi was working an additional 400 hours annually, equating to approximately $10,000 in overtime. Prior to commencing her employment with the Town of Westlake, Sherry worked for a national not-for- profit organization assisting in maintaining a central repository of formal actions taken against physicians and providing different services to licensing and disciplinary boards, the U.S. Armed Forces, the U.S. Dept. of Health & Human Services, and other national and international regulatory bodies involved in the employment and/or credentialing of physicians from 1999-2007. Business traits that were displayed in dealing with the general public and private sectors enable Sherry to represent the Town of Westlake with the utmost professionalism. Her daughter, Brooke, also attends Westlake Academy and is in the 7th grade. CURRENT SERVICES The Finance department is responsible for collecting, recording, summarizing, and reporting the results of all financial transaction of the Town, Academy, and Westlake Academy Foundation in a timely manner. These day-to-day functions, along with preparing the budget document and working with the auditors on the annual audits keep the staff extremely busy. The Finance office personnel, Jaymi and Sherry, perform the following duties: • Switchboard duties • Accounts payable/receivable • Utility account set up and disconnection • Utility billing processing and accounts receivable • Banking and deposits • Month-end and year-end processes This is, of course, in addition to working with the Finance Director on the budget documents, preparing quarterly budget reports, and preparing for the audit known as the Comprehensive Annual Financial Report (CAFR). The Department is also responsible for three checking and seven TexPool accounts for the Town; one checking and one TexPool account for the Academy; and, one checking and one money-market account for the Westlake Academy Foundation. Invoices are received from the various Department Heads and verified for completeness and accuracy. Accounts Payable is processed weekly. Check signers, other than the Town Manager, are Debbie Piper, Finance Director and the Mayor Pro-Tem. A facsimile signature of the Town Manager is used for all checks and any check in excess of $10,000 must have a second signature. Section 4-36 THE ACADEMY As previously stated, the Finance Department is responsible for all finance related aspects of the Academy. The Academy’s general ledger, payroll, and accounts payable and receivable are maintained by the Region XI Education Service Center. The Academy staff reviews, codes and approves invoices and sends them to the Department for final review by the Finance Director and verification of proper documentation and coding. The invoices and check requests are then sent to the Service Center to be keyed into the general ledger and to process checks. The checks usually have a 1-2 day turnaround and are sent back to the Department for mailing and distribution. This department is responsible for all deposits and checks required by the school. We have 1 general fund, 7 special revenue funds, and 29 trust and agency accounts on the books with an estimated 361 annual deposits and 660 check requests annually. The Finance Director, Administrative Coordinator and certain staff have access to the service center software via internet and provide the CEO/Superintendent with various reports when requested. A quarterly report prepared and presented to the Board of Trustees. The Finance Director works closely with the CEO/Superintendent and Administrative Coordinator in preparing the budget for approval by the Board of Trustees. While fluctuating somewhat over time, the Academy’s fund balance has grown from $12,000 in 2003-2004 to $504,653 as of the end of FY 08-09. A portion of the fund balance was transferred to help pay for the new Arts & Sciences Center’s furniture, fixtures, and equipment. Due to the increase of a grade-level annually, the Academy’s operating budget for Academic Services has increased from $1,368,113 in FY 03-04 to $4,057,713 in FY 09-10. This is with an increase from 195 students in FY 03-04 to approximately 490 in the current year. WESTLAKE ACADEMY FOUNDATION The Westlake Academy Foundation was formed to raise funds and take other actions in order to enhance the educational opportunities offered by the Academy. The Department is also responsible for all financial related activities for the Foundation, including the annual audit. Signers on this checking account are Debbie Piper, Finance Director: Shelly Meyer, Executive Director, Leah Rennhack, President, and Deborah Ziegler, Treasurer. Any check in excess of $1,000 must be signed by two authorized signers. Section 4-37 A monthly report is prepared by the Finance Director and forwarded to the Foundation’s treasurer for monthly presentation to the Foundation Board. Currently, the Foundation directs one fundraising campaign annually to supplement the operations of the Academy named the “Blacksmith Annual Fund”. Each family is asked to donate $1,800 per student enrolled to supplement the funds received by the state. The Foundation is a 501(c) 3; therefore, the donation constitutes a tax deduction for each family. Blacksmith Annual Fund participation is not required, but strongly encouraged. Funds received range from $10 to more than $1,800 per student as a “best gift” varies for each family. Additionally, several families apply for matching gifts from their employers, providing another source of campaign contributions. Blacksmith funds are transferred to the Academy to support day-to-day operating expense payments. The Foundation anticipates exceeding the $420,000 budgetary goal for FY 2009- 2010. The funds received from the annual “Gallery Night” event are used to maintain and operate the Foundation. Current year net earnings for this event equaled $104,852. The Foundation will seek requests from the Academy to grant excess funds raised at Gallery Night. A new event in FY 2009-2010 was the Westlake Baja golf outing which netted $261,000. The Baja is dedicated to raising designated funds for attracting, retaining and developing high-quality teachers who exemplify, embody and inspire the IB philosophy, principles and standards. The Foundation led a capital campaign for the Arts & Sciences Center, raising $1.5 million in gifts from Academy families and area corporations. In addition to these pledges, Texas Student Housing has donated a total of $500,000 to this building fund and Mrs. Margaret Lee donated $500,000. THE BUDGET The budget document, in terms of its presentation, has been a work in progress. Each year we have increased its detail and format to better inform the public of our financial policies, operations, and plans. Recently we received our third “Distinguished Budget Presentation Award” from GFOA for the 2009-2010 municipal budget. We received our first such award for the Academy’s Academic Services Budget for FY 2009-10 as well. We began implementing departmental goals and objectives in the 2005-2006 Municipal Budget and have worked towards substantiating our activity and performance measures. The General Fund budget has hovered around $3.5 million to $4.1 million from FY 03/04 to present. This has been done, of course, without implementation of a property tax. Our beginning FY 07-08 fund balance of $3,096,299 looked deceivingly large due to the dissolution of 4A Economic Section 4-38 Development Fund during FY 2005-2006 and a transfer of $2,194,313 being made to General Fund’s fund balance. Based upon current revenue forecasts and expenditure levels tied to our current level of service, our financial forecast shows that within two (2) fiscal years the Town’s General Fund will be in a deficit situation. THE AUDIT The Academy is included in the audit as a blended component unit of the Town and Texas Student Housing projects are included as discretely presented component units. We have verified that the non-compliance and non-payment of debt on several of the projects will not affect the Town’s bond ratings. The Town of Westlake does not have any liability for the payment of debt of these projects as the bonds are non-recourse to both the Town and Texas Student Housing Authority. Because of Debbie’s background and expertise in auditing, the audit process has become much more streamlined and efficient in the past 5 years. Upon her arrival to the Town, 65 audit adjustments were proposed for the FY 02-03 audit. Only two (2) auditor-proposed adjusting entries were made for the FY 09-10 audit. Jaymi, Sherry, and Debbie have all worked diligently in trying to keep these adjustments minimal. BONDED DEBT OF THE TOWN All Town debt issued to date is related to the initial construction and expansion of the Westlake Academy campus facilities as follows: a. Certificates of Obligation– Series 2002 - $12,400,000; Current balance - $7,329,913 payable through FY 2024. The Town saved approximately $30K annually by refunding a portion of the 2002 Certificates of Obligation. b. Certificates of Obligation – Series 2003 - $6,410,000; Current balance - $9,355,890 payable through FY 2032. c. General Obligation Refunding Bonds – Series 2007 - $7,465,000; Current balance- $12,302,920 payable through FY 2032. d. General Obligation Bonds –Series 2008 - $2,500,000; Current balance $3,277,656 payable through 2028. All debt for the Academy buildings is being paid by the Town as follows: • 4B Economic Development Fund – these amounts have been committed to the repayment of the debt incurred for the Town’s Civic/Academy Campus projects. Section 4-39 • Property Tax Reduction Sales Tax Fund – Any excess debt payments remaining will be paid from this fund. • Visitors Association Fund – Payment for the Series 2008 - $2,500,000 bonds is expected to be made from this fund. While all the Town’s bonded indebtedness is currently being retired by sales tax revenue as set out above, it is important to note that the bond covenant and indenture requirements for all these bonds are ultimately “back stopped” by a property tax pledge on all real and personal property in the Town limits should sales tax revenues not be adequate to retire the bonds. PPPUUUBBBLLLIIICCC WWWOOORRRKKKSSS This Public Works Department is responsible for maintaining, planning, and overseeing the maintenance and construction of the Town’s infrastructure related to its street, drainage, duct bank, solid waste, and water/sewer systems. HISTORY The Westlake Public Works Department, like many of the other departments, is relatively new. Prior to its establishment, the City of Keller provided a majority of Westlake residents with water service. However, the construction of Fidelity, Daimler Chrysler and Vaquero necessitated the Town’s provision of utility services. The Town entered into a developer’s agreement with Hillwood for the construction of a pump station and transmission mains to service their developments. During this period, the Town also initiated an aggressive and proactive right-of-way (ROW) management program centered on a Town owned telecommunication duct bank system. This created the need for utility infrastructure management, so the Town solicited bids for services. AquaSource (AquaTexas) was awarded the contract and began providing water/wastewater operations maintenance in April 2001, which continued until June 2004. The Town hired a Public Works Director in August 2003 to develop the Department and to move the AquaSource duties to an in-house position. The intent was to continue outsourcing labor intensive and specialized services and bring meter reading/billing under the direct supervision of the Town. PERSONNEL The Public Works Department oversees several functions: water/wastewater and telecommunication duct bank operations and maintenance, meter reading/utility billing, streets, drainage, solid waste, and engineering. Section 4-40 The Westlake Public Works Director is responsible for the overall management of water, sewer, duct bank, drainage, streets, solid waste, and engineering operations. The Director represents the Town on various boards and committees relating to water and sewer; monitors water quality and handles reporting requirements set forth by the state; reviews and inspects all infrastructure; manages water and wastewater SCADA operations and facilitates water meter reading and billing. Jarrod Greenwood holds the position of the Westlake Public Works Director and has been in the public works profession for approximately 16 years. He has served in the following municipalities: Oklahoma - Antlers; Texas - Blue Mound, Keller and Haltom City. Jarrod graduated from the University of North Texas with a Bachelor of Business Administration and a minor of Public Administration. He holds a Master of Public Administration degree from Troy University. Jarrod also has a “Class A Water Operator” license and a “Class III Wastewater Collection” license. Public Works and Facility Maintenance share a full-time maintenance employee, Josheph Lopez. This position was created in FY08/09 to relieve both Department Heads of a portion of the “field work” and allow them to concentrate on administrative duties within their department and also to improve customer service to the Town and Academy. CURRENT SERVICES WATER - Westlake has approximately 70,000 LF of water lines and purchases treated water from the City of Fort Worth as a wholesale customer. We also have a seat on the Water Advisory Committee with full voting privileges. Fort Worth charges are based on volume and demand. The Town has historically seen high demand charges as a result of the unique nature of Westlake. We have one (1) – 1MG elevated storage, one (1) - .685 MG ground storage tank, and one (1) pump station. The water tower (elevated storage) is a joint use tower that is co-owned between Westlake and Keller and is maintained in accordance with an inter-local agreement ( ILA). Town staff handles the reading of the water meters and processes the billing payments. Printing and mailing of water bills are outsourced to a third-party; however, the Town retains access to view, print, and email PDF images of our customer’s bills. Water meters consist of a combination of manual read meters and radio read meters. The last rate analysis was conducted in 2008 and is currently undergoing an update. We currently have three main water customers: Chrysler Financial, Fidelity, and Vaquero Golf Club, although Vaquero is Section 4-41 installing a reverse osmosis system to utilize ground (well) water for irrigation, so their use of the Westlake water system should decrease greatly. The Department has installed in the last two years a magnetic flow water meter and electronically operated butterfly valve at the pump station. The implementation of these items eliminated the Town’s exposure of reliance of flow signals from Fort Worth. Historically, the Fort Worth device responsible for transmitting the signals failed; thereby, causing the ground storage tank to overflow. These failures resulted in wasted water cost, increased peak charges that had to be disputed and increased demands for after hour call-outs. Beginning in 2006, the Town hired Biggs & Matthews to develop a feasibility study on the potential of a second water source. The Upper Trinity Water District lies within Denton County and a different watershed. The intent was to secure water for the Town, which would address our needs for the next fifty years. The Town desired, and needed, a regional effort between Westlake, Roanoke, and the Town of Trophy Club to achieve this source. Currently, there is a lack of support for the project from the neighboring communities and the concept has been placed on hold. The City of Southlake plans to construct a 30” waterline through Westlake along the future development of FM 1938. The proposed alignment is within an easement owned by the Town and would require the Town’s permission. In return for Southlake’s use of the Westlake easement. Westlake would like a connection to the water line and the rights to 2 MGD. Westlake would pay for the construction of a new meter and applicable facilities and appurtenances. SEWER - The Town has approximately 39,000 LF of sanitary sewer lines and contracts with Trinity River Authority (TRA) to treat wastewater. We also have a seat on the Denton Creek Advisory Committee with full voting privileges. The billing is based on the projected annual flow, which is determined by each member city with a midyear adjustment. Westlake also has a unique arrangement with the City of Southlake for the conveyance of wastewater through a jointly owned sewer line (N-1 Sewer Line). Southlake reads a flow meter and charges us for the amount of flows they are billed from TRA. The partnership originated with the development of our Glenwyck Farms subdivision. Southlake provided water and sewer service to the neighborhood, since Westlake did not have water or sewer infrastructure available when the area was developed. The Town is now providing water and sewer service to Glenwyck Farms. The joint sewer line is known as “N-1” and was constructed in 1996. The line serves both Westlake and Southlake. Westlake and Southlake entered into an inter-local agreement (ILA) for the funding of construction, entitlement of flow Section 4-42 capacity, and maintenance responsibilities. Westlake paid a portion of the construction costs and now has access to 48.5% of the line’s capacity. The maintenance is currently provided by Southlake and charged to Westlake pursuant to the ILA. Westlake and Southlake are currently working with TRA to transfer the ownership and maintenance of the N-1. Prior to the transfer of ownership, the lines had to be tested and inspected for any structural deficiencies. RJN, Group was hired to conduct an engineering analysis and prepare a comprehensive report. The report by RJN indicated some significant inflow and infiltration from Westlake. We hired a contractor and made numerous repairs and RJN is now conducting additional wet weather flow monitoring for the Town. Once TRA is satisfied with the condition of the N-1 line, Westlake and Southlake will each construct a meter station to monitor our flows. The meters will be constructed per TRA standards and dedicated to them. TELECOMMUNICATIONS DUCTBANK - Westlake officials envisioned a Town that controlled its own growth and desired to do so in a manner unlike conventional practices. We chose to adopt an ordinance relating to the construction and management of a duct bank - a series of pipes used to convey telecommunication lines. The concept was intended to minimize the need for telecom providers to dig in Westlake, which results in a disruption of other services, property damage, and inconvenience to residents and property owners (see Texas Town & Country article Feb. 2003). The opportunity to control right-of- way and manage it responsibly is imperative for the protection and safety of all citizens and utility providers. Westlake is in a unique position, since relatively little development has occurred. The premise was/is that a developer is required to construct a duct bank just as they would be required to for water or sewer lines. However, the Town has already installed approximately 11,000 LF and funded them through 4A Economic Development funds and the General Fund. To date approximately 49,000 LF of the duct bank has been constructed and is occupied by AT&T and/or Verizon. The duct bank exists along all of the future FM 1938, Solana Blvd., Sam School Road, Dove Road (between FM 1938 and Pearson), Ottinger Road and all of the Vaquero and Terra Bella subdivisions. The Town has not experienced a single damaged telecom line within the duct bank. This is in large part due to the fact that the Town knows exactly where telecom providers are (when located in the duct bank) and this information is communicated to any contractor. Staff locates the duct bank and monitors any excavation in or around the immediate area. This process ensures that any damage is immediately repaired and documented. The Town is also a member of DigTess and facilitates every ‘line locate’ request for work within the Town. STREETS – Approximately 10.8 miles of public streets, of which 2.8 miles have been reconstructed within the last 6 years, exists within the Town limits. Vaquero, Glenwyck, Paigebrooke, and Terra Bella subdivisions all have private streets. Reconstruction of major roads is typically performed by Tarrant County through an ILA, where Westlake only pays for the materials. Public roads within our Section 4-43 newer subdivisions must be constructed through competitive bidding by a private contractor. Pothole/shoulder repair work is provided by a local contractor on an “as needed” basis. We have two “school zone” traffic signal flashers on Ottinger Road. The school flashers were integrated into the Town’s SCADA system to allow staff the ability to monitor and operate them remotely. The signage is repaired and replaced by staff. We adopted an ordinance requiring all the street signs to be powder coated “green.” SOLID WASTE – The trash and recycling services in Westlake are handled by Allied Waste, formerly Trinity Waste. The Town receives a 12% franchise fee. The current contract expires in 2011 and contains a provision for rate adjustments based on Consumer Price Indexes. In late 2006, we experienced a reduction in customer service levels due to a strike by Allied employees. In August 2008, the Town automated residential solid waste collection, assumed the billing responsibilities for residential customers as indicated in the contract, and switched residents to 96 gallon waste carts and 65 gallon recycling carts. ENGINEERING - The Town utilizes an outside firm, Graham Associates, to provide engineering services. The Department manages, coordinates, and develops the budget for tasks related to engineering. DEVELOPMENT REVIEW- The Public Works Department is centrally involved in review of all residential and commercial development projects to ensure that all the Town’s development and infrastructure standards are met. CAPITAL PROJECT ADMINISTRATION- This Department plays a key role in the planning and construction of all capital projects for new or reconstruction of existing streets, drainage, telecommunications duct bank, and water/sewer infrastructure. THE ACADEMY The Department’s interaction is somewhat limited. However, we do provide backup assistance for the Facility and Recreation Director on an ‘as needed’ basis. One very important connection of the Public Works Department and the Academy is the Department’s use of joint computer server housed at the Academy which is used in part for the Town’s SCADA system which allows remote monitoring and control of the Town’s water pumps and elevated storage system. A natural gas powered generator was installed in April 2009 to provide emergency backup power for the server room at the Academy. Section 4-44 INTER/INTRA AGENCY INTERACTION The Department provides barricades and other traffic control devices during emergency situations. The Town has a few street crossings that are prone to flooding during heavy rainstorms, which has necessitated road closures. In addition, we provide road sanding/salting and other traffic related re-routing due to snow or icy weather. This year we experienced a heavy snowfall that resulted in road closures and dangerous conditions due to the hills in and around the Town. As previously mentioned, the Westlake and Keller Public Works Departments share a water tower. This concept was the first “tower within a tower” configuration known to exist in the world. Keller provides all maintenance and inspections of the tower and bills Westlake according to the ILA. THE BUDGET AND CAPITAL PROJECTS The Public Works Department oversees a General Fund budget that finances street, drainage, and traffic maintenance operations. The Department also oversees the Utility Fund which includes the water, sewer, and duct bank operations. A water rate study conducted in 2008 indicated that the Town’s current water rates were not based on cost of service and were not meeting that systems’ revenue requirements. Thus, a rate increase was approved by the Council and implemented in January 2009. We are currently reviewing the current water and sewer rates. The Town’s wholesale water provider, the City of Fort Worth, will have their wholesale water contract up for renewal in December 2010. Staff is currently working with other customer cities on a new water contract with the City of Fort Worth. Additionally, in 2009-10 the Town put its first true five (5) year capital improvement plan (CIP) in place for all funds. Unfortunately, due to the Town’s financial situation, most all the CIP’s projects were pushed back at least 1 year, in many cases 3-5 years. In the past year the Department has managed capital projects of various types that are in various stages of completion. The Stagecoach Hills Subdivision received a major drainage improvement project that was recently completed. A water distribution line project is now in the design phase for this project. The Director has been heavily involved in the planning of the TxDOT funded FM 1938 (Precinct Line Rd) project that is about to begin construction. The Director has also been involved in overseeing the formulation of a streetscape plan for the FM 1938 corridor in Westlake. We will also see the construction of a new SH 114 & SH 170 interchange in FY 10/11. While our involvement will be much more limited than FM 1938, we will work with TxDOT to include streetscape enhancements in the project. Section 4-45 FUTURE GOALS AND CHALLENGES One of the challenges currently facing the Department is the combination of manual and electronic read meters. While the manual/automated mix is an impediment to efficient meter reading and billing operations we are currently working to replace existing manual meters with automated. Staff has investigated the implementation of an alternative automated meter reading system, known as a “Fixed Based Network”. This type of systems represents the most efficient means of collecting meter readings and water usage data in real time for our customers. A challenge arose in that the systems were not conducive to Westlake’s rural character, terrain, and electrical pole ordinance. Staff explored options ranging from outright purchase of equipment to a lease agreement on cost per meter read basis. For any option, the costs associated for this type of system makes it financially unfeasible for Westlake’s few number of water customers. The Department relies on contractors to provide emergency water and wastewater repairs, sewer stoppages, and road repair/construction. A more efficient and cost effective alternative may be an ILA with the City of Keller for the provision of public works services. The agreement would include water, sewer, streets, and drainage work. The proposed Deloitte training facility will be a valuable asset to the Town and will also present unique water service challenges. The new facility will increase the max MGD consumption by roughly 40%. This means the current ground storage tank would be inadequate and that the Town should consider an additional storage tank. Public Works and Engineering are working to determine the overall impact of the proposed facility and the costs and benefits of the added storage. Overall, the largest challenge facing the Department is funding that can be utilized on a regular basis for maintaining and improving the Town’s infrastructure through both its operating budget and the five year CIP. This in effect creates a large unfunded liability for the Town in terms of sustaining its infrastructure. One funding source that could help address drainage, and in some cases trail, needs is a drainage utility. This is in the Town’s strategic plan. WWWEEESSSTTTLLLAAAKKKEEE AAACCCAAADDDEEEMMMYYY Without question, Westlake Academy, the Town’s largest operating department, utilizes the largest portion of the Town’s financial resources, both in a direct and indirect fashion. Westlake Academy, a full spectrum K-12 International Baccalaureate municipally owned open enrollment charter schools has a current enrollment of approximately 490 students and 60 staff and faculty. Section 4-46 The Town’s debt service costs are presently devoted entirely to the Academy (see Finance Department section of this report for details). A significant amount of the Town’s municipal staff has a large amount of their time supporting the Academy’s daily operation in terms of: • finance and budgeting • accounting and auditing • payroll • official records keeping • Board meeting preparation support • risk management • human resources services (broad spectrum) • information technology/telecommunications systems support • general planning and management • strategic planning • communications • staff development • physical plant maintenance (buildings and grounds) • public safety services (fire, EMS, and police) This support was intended from the Town’s municipal organization for the Academy from its inception as set out in the Town’s charter application. As the Academy has grown in enrollment and staffing, so has its demands on these municipal resources. This service demand growth reflects the needs of a school that as it has grown in grades offered and enrollment, has by necessity, needed more time, attention, and complex systems to ensure its proper management. FUTURE CHALLENGES AND ISSUES While there are a number of issues facing Westlake Academy, the two major issues that are most pressing are finances and facilities. The Academy’s expenditures, while expensed between two budgets (one Municipal, the other Academy operating), total approximately $6.1 million in FY 09-10. Approximately $2.1 million or 34% of this total is expensed to the Town’s Municipal budget for campus maintenance, the campus’ annual debt service payments, and indirect cost related to administrative support of the Academy. The remaining $4 million or 66% of this total $6.1 million budget is expensed to the Academy’s operating budget, called the Academic Services Budget. This budget is funded by State public education funds, federal/state grants and donations from the Westlake Academy Foundation’s annual Blacksmith Campaign. The Town’s finances are challenged and constrained by lack of sales tax growth and the absence of other sustainable revenue sources, including a municipal Section 4-47 property (ad valorem) tax. While revenue challenged and constrained, the Town has experienced increased operating costs as a result of operating the Academy and increased debt service costs (from issuance of $2.5 million in bonded indebtedness for construction of the Lee Arts & Science Center). Currently the Town’s Municipal Budget bears an annual cost of $249,000 related to the operation and maintenance of Westlake Academy. Without growth in the Town’s revenue base that is sustainable or a reduction in costs, it is not possible to incur further growth in expenditures for: • Academy campus routine physical plant maintenance caused by increased use and aging of that physical plant • issuance of new bonded indebtedness for new facilities • major maintenance projects on existing facilities (roof, heating/cooling, etc) • major technology upgrades and replacements • major furniture and fixture replacement • continued increase in demands for additional indirect support for new faculty and students Section 4-48 DEFINITIONS RELATED TO PROGRAM BUDGETING Program Budget A program budget differs from the traditional line-item approach to preparing, reviewing, and presenting the budget. Rather than focusing on what a community buys (personnel, commodities, etc.), a program budget focuses on the expected results of services and activities that you carry out. The emphasis is on the attainment of long-term, community-wide goals. In a program budget, you link revenues and expenditures to multiyear programs that meet your municipality’s goals, objectives, and strategies. Importantly, a program budget identifies the anticipated results and outputs of these investments . Please note there is a “Program Summary” for each department with detailed activity description pages following. What Is a Program? A program classifies all activities in a municipal government by their major purpose and contribution to overall community goals and objectives. A program structure is a way to organize all municipal activity into a hierarchy of functional categories. For example, your municipality may establish a “Center City Economic Development Program.” In large municipalities, programs may cut across organizational lines. Your economic development program may include the activities of several municipal departments such as communal services, housing, and water and sewer. In smaller jurisdictions, your programs may be limited to the activities of a single department. A communal services department may have a “Neighborhood Street and Sidewalk Improvement Program.” Ideally, a program should be clearly delineated, have a minimum overlap with other programs, be results oriented, and lend itself to quantification. You will carry out planning, budgeting, Ideally, a program should be clearly delineated, have a minimum overlap with other programs, be results oriented, and lend itself to quantification. You will carry out planning, budgeting, administrative control, and reporting within the framework of this program structure. Programs should, if at all possible, be measured by outcome performance measures. What is an Activity? This is a specific service or set of services grouped together by a common purpose that carries out a particular program. It produces both outputs and results. The services include those provided to the public, as well as, internal customers. Activities can be measured with a variety of measures including inputs, outputs, effectiveness, and efficiency measures. What Are the Advantages of Program Budgeting? The benefits of using this systematic approach to budgeting include: ♦ Producing a transparent budget. A program budget presents budget investments in a format that enhances community understanding of the purpose and nature of the services you will provide. Section 5-a ♦ Focusing attention on community goals, needs, and capabilities. With a program budget you can bring budget investments in line with community objectives, anticipated or desired growth, priorities, and financial capabilities. ♦ Achieving maximum use of the citizens’ taxes. The planning and management focus of a program budget establishes an informed basis upon which you can make decisions, thus helping you avoid costly mistakes. A program budget guides you in making sound annual budget decisions. ♦ Serving wider community interest. A program budget, once approved, keeps the citizens and business community informed about community programs and activities that affect their lives and enterprises. It also provides information on the results of budget investments. ♦ Encouraging a more coordinated and efficient government administration. Using a program budget to coordinate budget investments of municipal departments will result in more efficient use of limited resources and will limit conflicts or overlap among projects. ♦ Maintaining a sound and stable financial program. By programming investments over many years, a program budget can limit the burden that these investments place on the municipal budget. Where there is ample time for programming, you can select the most economical means of designing and financing each project in advance. ♦ How Is a Program Budget Different from a Performance Budget? Both types of budgets use indicators to measure performance (see the training manual on performance measurement), but they have a different focus. A program budget emphasizes the benefits that citizens gain from municipal expenditures, while a performance budget emphasizes management efficiency in expenditure allocations. Performance Measures - are a number of quantitative and qualitative measures that are used for making good decisions, creating policy, and budget allocations. Here are some measurement methods: • Demand – The amount of services expected by customers of the service/activity • Output – the number of units of service/products provided or people served through the activity. Counts of goods and services produced or delivered. • Outcomes/Results – The impact the activity or program has on the citizens. • Efficiency – The unit cost of an output or outcome. Source: Government Finance Officers Association with input from Town Manager Tom Brymer and Town Staff Section 5-a $143,702 $102,794 $542,210 $99,229 $475,516 $453,216 $214,216 $121,079 $0 $58,964 $12,342 $196,678 $30,520 $36,334 $7,680 $8,252 $54,934 $40,260 $15,572 $25,113 $25,929 $839,484 $22,089 $12,000 $203,707 $753,550 $80,513 $84,573 $118,190 $23,653 $63,247 $139,600 $35,550 $84,404 $18,800 $3,200 $10,195 $3,137 $6,603 $4,964 $1,639,233 $341,321 $28,022 Municipal Governance Comprehensive Planning & Economic … Municipal Administration Citizen Engagement and … Municipal Facilities Foundation -Support Services Building Inspections Gas Well Permit Administration Fire Prevention Election Administration Texas Student Housing Operations Support Support Services Case Processing Warrant and Jail Services Judiciary & Administration Transportation Services IT Operations -Municipal Human Resources Administration Risk Management Water Services Solid Waste & Recycling $0 $200,000 $400,000 $600,000 $800,000 $1,000,000 $1,200,000 $1,400,000 $1,600,000 $1,800,000 Section 5-b 5/20/10 De p t 11 D e p t 12 D e p t 13 D e p t 14 D e p t 15 D e p t 16 D e p t 17Dept 18Dept 19Dept 20Dept 21 Ad m i n P l a n & De v To w n Se c . P u b . Sa f e t y Mu n c i p a l Co u r t P u b l i c Wo r k s Fa c i l i t i e s / M a i n t. Finance Parks & Rec IT HR Co m p r e h e n s i v e Pl a n n i n g & Ec o n o m i c De v e l o p m e n t ‐ Ad m i n i s t r a t i o n (D e v . Re c r u i t i n g , Pl a n n i n g , Ov e r s i g h t , et c . ) 54 5 , 2 1 0 545,210 To t a l Co m p . Pl a n n i n g & Ec o n o m i c De v e l o p m e n t 54 5 , 2 1 0 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 545,210 Bu i l d i n g In s p e c t i o n s ‐ ‐ P& D (C o d e re s e a r c h , pe r m i t t i n g , co n t r a c t ne g , et c ) 30 , 5 2 0 30,520 ‐ Pl a n Re v i e w & In s p e c t i o n s ‐ P& D (B u i l d i n g & Zo n i n g pl a n re v i e w an d in s p e c t i o n s ) 36 , 3 3 4 36,334 ‐ Ga s We l l Pe r m i t Ad m i n i s t r a t i o n ‐ P& D (A d m i n i s t r a t i o n of ga s we l l pr i v i s i o n s of th e Co d e or Or d . ) 7, 6 8 0 7,680 ‐ Co d e En f o r c e m e n t ‐ P& D (E n f o r c e m e n t of Co d e of Or d i n a n c e s ) 8, 2 5 2 8,252 ‐ Pl a n n i n g & Zo n i n g ‐ ‐ P& D (P r o c e s s zo n i n g , US P , si t e pl a n , ad m i n , or d pr e s e n t a t i o n , et c 40 , 2 6 0 40,260 ‐ RO W Ma n a g e m e n t ‐ Pu b l i c Wo r k s ‐ (D r a i n a g e , Li n e Lo c a t e s , Du c t Ba n k , Op e n Sp a c e , et c . ) 13 9 , 6 0 0 139,600 ‐ Tr a n s p o r t a t i o n Se r v i c e s ‐ Pu b l i c Wo r k s ‐ (S i g n / S i g n a l Mt c e . , Pa v e m e n t Mt c e . , St r e e t s , et c . ) 35 , 5 5 0 35,550 ‐ Pa r k s an d Re c r e a t i o n Ma i n t e n a n c e ‐ P& R (O p e n Sp a c e / T r a i l De v e l o p m e n t & Ma i n t e n a n c e ) 84,404 84,404 Mu n i c i p a l Go v e r n a n c e Ad m i n i s t r a t i o n (L e g i s l a t i v e , Po l i c y De v . , Go v e r n a n c e ) 45 , 3 5 9 45,359 P& D (T o w n Co u n c i l Me e t i n g s / W o r k s h o p s / P r e s e n t a t i o n s ) 7, 6 3 0 7,630 To w n Se c r e t a r y (A g e n d a & Mi n u t e Pr e p . , Ap p o i n t m e n t s ) 23 , 8 8 8 23,888 Co u r t (S t r a t e g i c Pl a n , LT , Po l i c y Re v i e w , Sp e c i a l Pr o j e c t s ) 12 , 2 1 8 12,218 Pu b l i c Wo r k s (C o u n c i l Mt g s , Pr e s e n t a t i o n s ) 7, 4 2 5 7,425 Fa c i l i t i e s (T o w n Co u n c i l Me e t i n g s / W o r k s h o p / P r e s e n t a t i o n s ) 5,546 5,546 Fi n a n c e (T o w n Co u n c i l Me e t i n g s / W o r k s h o p s / P r e s e n t a t i o n s ) 5,792 ‐ ‐ 5,792 P& R (T o w n Co u n c i l Me e t i n g s / W o r k s h o p s / P r e s e n t a t i o n s ) 2,218 2,218 UF (T o w n Co u n c i l Me e t i n g s / W o r k s h o p s / Pr e s e n t a t i o n s ) 33,625 33,625 To t a l ‐ Mu n i c i p a l Go v e r n a n c e 45 , 3 5 9 7, 6 3 0 23 , 8 8 8 ‐ 12 , 2 1 8 7, 4 2 5 5,546 5,792 2,218 ‐ ‐ 33,625 ‐ 143,701 To w n o f W e s t l a k e Pr o g r a m B u d g e t i n g FY 2 0 0 9 ‐ 2 0 1 0 UTILITY FUND VISITORS ASSOC TOTAL GE N E R A L FU N D PR O G R A M S VI S I O N PO I N T 1 ‐ IN V I T I N G RE S I D E N T I A L AN D CO R P O R A T E NE I G H B O R H O O D S VI S I O N PO I N T 2 ‐ WE AR E LE A D E R S Se c t i o n 5 ‐ 1 5/20/2010 10:20 AM De p t 11 D e p t 12 D e p t 13 D e p t 14 D e p t 15 D e p t 16 D e p t 17Dept 18Dept 19Dept 20Dept 21 Ad m i n P l a n & De v To w n Se c . P u b . Sa f e t y Mu n c i p a l Co u r t P u b l i c Wo r k s Fa c i l i t i e s / M a i n t. Finance Parks & Rec IT HR UTILITY FUND VISITORS ASSOC TOTAL GE N E R A L FU N D PR O G R A M S Ac a d e m i c Go v e r n a n c e Ad m i n i s t r a t i o n (L e g i s l a t i o n , Po l i c y De v . , Go v e r n a n c e ) 45 , 3 5 9 45,359 To w n Se c r e t a r y (A g e n d a & Mi n u t e Pr e p ) 19 , 4 7 0 19,470 Co u r t ‐ (S t r a t e g i c Pl a n , WA L T , P o l i c y De v , Sp e c i a l Pr o j e c t s ) 29 , 3 2 3 29,323 Fa c i l i t i e s (T o w n Co u n c i l Me e t i n g s / w o r r k s h o p / P r e s e n t a t i o n s ) 4,067 4,067 Fi n a n c e (M u n i c i p a l An n u a l Bu d g e t / C I P ) 2,357 ‐ ‐ 2,357 P& R (T o w n Co u n c i l Me e t i n g s / W o r k s h o p s / P r e s e n t a t i o n s ) 2,218 2,218 To t a l ‐ Ac a d e m i c Go v e r n a n c e 45 , 3 5 9 ‐ 19 , 4 7 0 ‐ 29 , 3 2 3 ‐ 4,067 2,357 2,218 ‐ ‐ ‐ ‐ 102,794 ‐ Fi n a n c i a l Ma n a g e m e n t Ad m i n i s t r a t i o n (M a n a g i n g / B u d g e t i n g , Fi n . Su s t a i n a b i l i t y , et c . ) 77 , 7 1 4 77,714 Fi n a n c e (M u n i c i p a l An n u a l Bu d g e t / C I P ) 21,515 ‐ ‐ 21,515 To t a l Fi n a n c i a l Ma n a g e m e n t 77 , 7 1 4 ‐ ‐ ‐ ‐ ‐ ‐ 21,515 ‐ ‐ ‐ ‐ ‐ 99,229 Mu n i c i p a l Ad m i n i s t r a t i o n ‐ Ad m i n i s t r a t i o n (D e p t . Mg m t , St r a t e g i c Pl a n , Le a d e r s h i p , et c . ) 15 7 , 4 8 7 157,487 P& D (C o n t r a c t Ma n a g e m e n t / S u p p o r t Se r v i c e s ) 25 , 2 6 0 25,260 To w n Se c r e t a r y (S u p p o r t Sv c s , Ma r k e t i n g / C o m m u n i c a t i o n ) 7, 6 7 4 7,674 Pa r k s & Re c ( Pu r c h a s i n g , Cu s t o m e r se r v i c e ) 8,529 8,529 VA ( Co n t r a c t mg m t , bo a r d li a s o n an d su p p o r t ) 90,036 90,036 VA ( Ad m i n , Fa c i l i t i e s , HR ) ‐ 113,663 113,663 To t a l Mu n i c i p a l Ad m i n i s t r a t i o n 15 7 , 4 8 7 25 , 2 6 0 7, 6 7 4 ‐ ‐ ‐ ‐ ‐ 8,529 ‐ ‐ ‐ 203,699 402,649 Ac a d e m i c Ad m i n i s t r a t i o n Ad m i n i s t r a t i o n (D e p t . Mg m t , St r a t e g i c Pl a n , Le a d e r s h i p , et c . ) 16 6 , 9 5 2 166,952 Pa r k s & Re c ( Ac a d e m y Pa r t n e r s h i p s ) 15,079 15,079 To t a l Ac a d e m i c Ad m i n i s t r a t i o n 16 6 , 9 5 2 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 15,079 ‐ ‐ ‐ ‐ 182,031 Ac a d e m i c ‐ Su p p o r t Se r v i c e s Fa c i l i t i e s (M a i n t e n a n c e , Li f e Sa f e t y , et c ) 27 1 , 1 8 5 271,185 Fi n a n c e (A / P , A/ R , Re p o r t i n g , Pa y r o l l pr o c e s s i n g , Ca s h ) 49,037 49,037 IT (P C Su p p o r t , Da t a Ce n t e r , Se c u r i t y , et c . ) 19,500 19,500 HR (A d m i n , Re c o r d s , Pa y r o l l , W/ C , Re c r u i t m e n t , et c ) 52,542 52,542 To t a l Ac a d e m i c ‐ Su p p o r t Se r v i c e s ‐ ‐ ‐ ‐ ‐ ‐ 27 1 , 1 8 5 49,037 ‐ 19,500 52,542 ‐ ‐ 392,264 ‐ Mu n i c i p a l Fa c i l i t i e s ‐ Fa c i l i t i e s (M a i n t e n a n c e , Li f e Sa f e t y , Op e n Sp a c e , et c ) 55,437 55,437 ‐ ‐ ‐ ‐ ‐ ‐ 55,437 ‐ ‐ ‐ ‐ ‐ ‐ 55,437 Ut i l i t y Pr o c e s s i n g ‐ ‐ ‐ Fi n a n c e (U t i l i t y se t up , r e p o r t i n g , p r o c e s s i n g ) 1,545 19,397 ‐ 20,942 Pu b l i c Wo r k s (U t i l i t y pr o c e s s i n g ) 38,022 38,022 To t a l Ut i l i t y Pr o c e s s i n g ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1,545 ‐ ‐ ‐ 57,419 ‐ 58,964 Fo u n d a t i o n ‐ Su p p o r t Se r v i c e s Fi n a n c e (A / P , A/ R , Re p o r t i n g , Pa y r o l l , Ca s h ) 11,362 ‐ 11,362 HR (F u n d r a i s i n g su p p o r t , em p l o y . Sr v , ge n e r a l ad m i n ) 980 980 To t a l Fo u n d a t i o n ‐ Su p p o r t Se r v i c e s ‐ ‐ ‐ ‐ ‐ ‐ ‐ 11,362 ‐ ‐ 980 ‐ ‐ 12,342 ‐ Mu n i c i p a l ‐ Ac c o u n t i n g Se r v i c e s Fi n a n c e (A / P , A/ R , Re p o r t i n g , Pa y r o l l , Ca s h ) 51,828 62,305 82,545 196,678 ‐ Fi r e Pr e v e n t i o n ‐ ‐ Se c t i o n 5 ‐ 2 5/20/2010 10:20 AM De p t 11 D e p t 12 D e p t 13 D e p t 14 D e p t 15 D e p t 16 D e p t 17Dept 18Dept 19Dept 20Dept 21 Ad m i n P l a n & De v To w n Se c . P u b . Sa f e t y Mu n c i p a l Co u r t P u b l i c Wo r k s Fa c i l i t i e s / M a i n t. Finance Parks & Rec IT HR UTILITY FUND VISITORS ASSOC TOTAL GE N E R A L FU N D PR O G R A M S P& D (C o o r d Fi r e & Bl d g co d e in s p , re s e a r c h ) 22 , 8 9 0 22,890 Pu b l i c Sa f e t y (I n s p e c t i o n s , pl a n re v i e w , pu b l i c ed u c a t i o n ) 32 , 0 4 4 32,044 ‐ Re c o r d s Ma n a g e m e n t ‐ To w n Se c r e t a r y (M g m t , Co d i f i c a t i o n , PI O Re q u e s t s ) 25 , 1 1 3 25,113 ‐ Te x a s St u d e n t Ho u s i n g ‐ To w n Se c r e t a r y (S u p p o r t Se r v i c e s ) 25 , 9 2 9 25,929 ‐ Em e r g e n c y Op e r a t i o n s ‐ Pu b l i c Sa f e t y (F i r e / E M S se r v i c e s ) 83 9 , 4 8 4 839,484 ‐ Op e r a t i o n s Su p p o r t ‐ Pu b l i c Sa f e t y (M e d Di r / H y d r a n t te s t i n g , Re c r u i t i n g ) 22 , 0 8 9 22,089 ‐ Bi l l i n g Se r v i c e s ‐ Pu b l i c Sa f e t y (E M S bi l l i n g se r v i c e s ) 12 , 0 0 0 12,000 ‐ Su p p o r t Se r v i c e s ‐ Pu b l i c Sa f e t y (A d m i n an d Mg m t , tr a i n i n g & de v e l o p m e n t ) 20 3 , 7 0 7 203,707 ‐ Po l i c e Se r v i c e s ‐ Ke l l e r (T r a f f i c Un i t s , Em e r g , co m m , de t e n t i o n , ad m i n ) 75 3 , 5 5 0 753,550 ‐ Ca s e Pr o c e s s i n g ‐ Co u r t ‐ (C i t a t i o n Mg m t , Cu s t o m e r Sv c . Fi n a n c i a l Pr o c e s s i n g ) 80 , 5 1 3 80,513 ‐ Do c k e t i n g ‐ Co u r t ‐ (P l e a , Pr e ‐tr i a l an d Tr i a l ) 84 , 5 7 3 84,573 ‐ Wa r r a n t an d Ja i l Se r v i c e s ‐ Co u r t ‐ (I s s u a n c e , Fi e l d Se r v i c e , Ja i l Pr o c e s s i n g ) 11 8 , 1 9 0 118,190 ‐ Co l l e c t i o n Se r v i c e s Co u r t ‐ (C a s e Su b m i s s i o n , fi n a n c i a l pr o c e s s i n g , co n t . mg m t ) 23 , 6 5 3 23,653 ‐ Ju d i c i a r y & Ad m i n i s t r a t i o n ‐ Co u r t ‐ (C a s e Re v i e w , St a f f Mg m t , Le g a l Co m p l i a n c e , Re p o r t i n g ) 63 , 2 4 7 63,247 Hu m a n Re s o u r c e s Ad m i n i s t r a t i o n ‐ ‐ HR (A d m i n , em p l o y e e re c o r d s , pa y r o l l ) 10,195 17,430 27,625 ‐ To t a l Co m p e n s a t i o n ‐ HR ( co m p e n s a t i o n , be n e f i t s ma n a g e m e n t ) 3,137 3,137 ‐ Ri s k Ma n a g e m e n t ‐ HR (I n s u r a n c e ma n a g e m e n t , wo r k e r s co m p , lo s s pr e v ) 6,603 6,603 ‐ Em p l o y m e n t Se r v i c e s ‐ HR (E m p l o y m e n t ap p l i c a t i o n , re c r u i t m e n t & sk i l l de v ) 4,964 4,964 ‐ Wa t e r Se r v i c e s ‐ UF (M a i n t e n a n c e , co n s e r v a t i o n , cu s t o m e r sr v , et c ) 1,639,233 1,639,233 Se c t i o n 5 ‐ 3 5/20/2010 10:20 AM De p t 11 D e p t 12 D e p t 13 D e p t 14 D e p t 15 D e p t 16 D e p t 17Dept 18Dept 19Dept 20Dept 21 Ad m i n P l a n & De v To w n Se c . P u b . Sa f e t y Mu n c i p a l Co u r t P u b l i c Wo r k s Fa c i l i t i e s / M a i n t. Finance Parks & Rec IT HR UTILITY FUND VISITORS ASSOC TOTAL GE N E R A L FU N D PR O G R A M S ‐ Se w e r Se r v i c e s ‐ UF (M a i n t e n a n c e , mo n i t o r i n g , co n t r a c t mg m t ) 341,321 341,321 So l i d Wa s t e & Re c y c l i n g ‐ UF (C u s t o m e r Se r v i c e , co n t r a c t ma n a g e m e n t ) 28,022 28,022 Ci t i z e n En g a g e m e n t an d Co m m u n i c a t i o n ‐ Ad m i n i s t r a t i o n (C o m m . Pl a n , Su r v e y s , Ne i g h b o r h o o d Mt g s . , et c . ) 63 , 6 3 3 ‐ 63,633 Pu b l i c Wo r k s (S i g n / S i g n a l Mt c e . , Pa v e m e n t Mt c e . , St r e e t s , et c . ) 82 5 825 Pa r k s & Re c (C o m m u n i t y Ac t i v i t i e s ) 7,570 7,570 UF (N e i g h b o r h o o d Ga t h e r i n g s ) 3,736 3,736 VA (C o m m u n i c a t i o n , ne i g h b o r h o o d ga t h e r i n g s , ac t i v i t i e s , su r v e y s ) 138,452 138,452 To t a l Ci t i z e n En g a g e m e n t & Co m m u n i c a t i o n 63 , 6 3 3 ‐ ‐ ‐ ‐ 82 5 ‐ ‐ 7,570 ‐ ‐ 3,736 138,452 214,216 El e c t i o n Ad m i n i s t r a t i o n ‐ To w n Se c r e t a r y (E l e c t i o n s ) 15 , 5 7 2 15,572 ‐ IT Op e r a t i o n s ‐ Mu n i c i p a l ‐ IT (I T , PC , En t e r p r i s e , We b s i t e su p p o r t ) 18,800 18,800 ‐ Ne t w o r k Op e r a t i o n s ‐ Mu n i c i p a l ‐ IT (W A N op e r a t i o n s , ph y s i c a l & Ne t w o r k se c u r i t y ) 3,200 3,200 ‐ 1, 1 0 1 , 7 1 4 $ 17 8 , 8 2 6 $ 11 7 , 6 4 6 $ 1, 8 6 2 , 8 7 4 $ 41 1 , 7 1 7 $ 18 3 , 4 0 0 $ 33 6 , 2 3 5 $ 143,436$ 120,018$ 41,500$ 78,421$ 2,183,091$ 424,696$ 7,183,574$ VI S I O N 3 ‐ HO S P I T A L I T Y FI N D S IT S HO M E IN WE S T L A K E Se c t i o n 5 ‐ 4 5/20/2010 10:20 AM This page is intentionally blank Administrative Department 11 Department Director: Department Phone: Activity Budget Percent Municipal Governance 1 Legislative Affairs $ 13,682 1.24% 2 Policy Development, Council Meetings and Workshops $ 15,839 1.44% 3 Council Governance Training and Education $ 15,839 1.44% $ 45,359 4.12% Academic Governance 1 Legislative & Authorizing Agency Affairs $ 13,682 1.24% 2 Policy Development, Board Meetings and Workshops $ 15,839 1.44% 3 Board Governance Training and Education $ 15,839 1.44% $ 45,359 4.12% Comprehensive Planning and Economic Development 1 Development Recruiting and Assistance $ 13,682 1.24% 2 Comprehensive Planning $ 15,839 1.44% 3 Development Oversight and Regulation $ 15,839 1.44% 4 Development Agreement Oversight $ 499,852 45.37% $ 545,210 49.49% Financial Management 1 Managing and Budgeting for Outcomes $ 25,905 2.35% 2 Oversight of Five-Year Financial Forecast $ 25,905 2.35% 3 Review and Planning for Financial Sustainability $ 25,905 2.35% $ 77,714 7.05% Municipal Administration 1 Departmental Coordination and Employee Management $ 15,839 1.44% 2 Contract Management $ 15,839 1.44% 3 Agenda Preparation and Calendar Maintenance $ 22,310 2.02% 4 Strategic Plan Development and Implementation $ 22,310 2.02% 5 Professional Development $ 49,514 4.49% 6 Direction of Leadership Team $ 15,839 1.44% 7 Affiliate Board Liaison and Support $ 15,839 1.44% $ 157,487 14.29% Thomas Brymer 817-490-5720 Program 5/19/10 Administrative 1 Administrative Department 11 Department Director: Department Phone: Activity Budget Percent Thomas Brymer 817-490-5720 Program Academic Administration 1 Departmental Coordination and Employee Management $ 22,310 2.02% 2 Financial Management and Budget Preparation $ 33,094 3.00% 3 Agenda Preparation and Calendar Maintenance $ 22,310 2.02% 4 Strategic Plan Development and Implementation $ 33,094 3.00% 5 Organizational Development $ 22,310 2.02% 6 Parent and Student Communication $ 20,153 1.83% 7 Affiliate Board Liaison and Support $ 13,682 1.24% $ 166,952 15.15% Citizen Engagement and Communication 1 Communication $ 15,839 1.44% 2 Neighborhood Gatherings and Outreach $ 13,682 1.24% 3 Community Activities $ 20,432 1.85% 4 Direction Finders and Other Surveys $ 13,682 1.24% $ 63,633 5.78% 1,101,714$ 100% 5/19/10 Administrative 2 Administrative Department Director: Department Phone: Program Information Name Program Cost 4.12%45,359$ Objective Program Measure Activity Information Name Activity Cost 1.24%13,682$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Legislative Affairs Integration of the democratic system into our community through the engagement of citizens in the participation process and the oversight of departments centered around the public service profession. Thomas Brymer 817-490-5720 Municipal Governance Under Development Thomas Brymer, Town Manager/CEO Partner with the State of Texas to ensure that all legal and regulatory requirements are met and integrated into the Town's policies and procedures. The Town Manager plays a key role in monitoring legislation activity, prior to and during each session. Particular attention is given to proposed bills, which would impact the Town and testimony is provided to legislative committees on an as needed basis. This includes working with the council and the Town's legal representation during these procedures. None Contacting State legislative delegation after reviewing and targeting bills that could adversely or positively affect Westlake, to ensure either passage or denial. As part of this process, the Town will often coordinate with either the Texas Municipal League, or other surrounding communities to educate our representatives of Westlake's position. Upon passage, the Town Manager works with the Council to implement and integrate the legislation into the governance policies. 5/19/10 Administrative 3 Administrative Department Director: Department Phone: Program Information Name Program Cost 4.12%45,359$ Objective Program Measure Activity Information Name Activity Cost 1.44%15,839$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Policy Development, Council Meetings and Workshops Integration of the democratic system into our community through the engagement of citizens in the participation process and the oversight of departments centered around the public service profession. Thomas Brymer 817-490-5720 Municipal Governance Under Development Thomas Brymer, Town Manager/CEO Provide professionally trained, executive level support to the Council as it relates to policy review and submission in order to further facilitate the governance responsibilities which are under the Council's direction. During the history of the formation of Westlake, we have transitioned from a strong- mayor to a council-manager form of government. As such, policy development and meeting preparation has transitioned to the Town Manager's office. None Conducting regularly scheduled workshops, planning retreats and Council meetings. Consistent review of existing policies, ordinances and resolutions for necessary amendments/updates. Coordination of department head submissions for Council consideration. Coordination with the Town Secretary, Agenda Preparation & Calendar Maintenance 5/19/10 Administrative 4 Administrative Department Director: Department Phone: Program Information Name Program Cost 4.12%45,359$ Objective Program Measure Activity Information Name Activity Cost 1.44%15,839$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Council Governance Training and Education Integration of the democratic system into our community through the engagement of citizens in the participation process and the oversight of departments centered around the public service profession. Thomas Brymer 817-490-5720 Municipal Governance Under Development Thomas Brymer, Town Manager/CEO & Ginger Awtry, Assistant to the Town Manager To provide elected and appointed officials with access to the necessary continuing education opportunities to govern our municipality. This includes new council orientation sessions, professional speakers for retreat facilitation, TML training and strategic planning as components of the educational requirements. Part of the role of the Town Manager is to guarantee that Town Council has the tools it needs in order to successfully govern the Town's affairs. As part of this, it is the duty of the Town manager to hold regular training sessions and new Council orientation. None Notification of Texas Municipal League training opportunities. Planning and execution of council retreats, new and ongoing council orientation and other continuing education opportunities. Schedule meeting locations, departmental director/staff attendance and training professionals for Council retreats. None 5/19/10 Administrative 5 Administrative Department Director: Department Phone: Program Information Name Program Cost 4.12%45,359$ Objective Program Measure Activity Information Name Activity Cost 1.24%13,682$ Objective History Changes Core Services Related Activities Activity Leader Performance Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Thomas Brymer 817-490-5720 Academic Governance Establish and implement a structure for the Board of Trustees to govern the Academy, including policy creation and adherence to the standards and directives issued by the Texas Education authorizing agency and the International Baccalaureate Organization. Legislative & Authorizing Agency Affairs To work with the legislature to create and support laws favorable to Charter school administration and operate the Academy in compliance with the standards established by the International Baccalaureate Organization. Under Development Thomas Brymer, Town Manager/CEO Work with the school attorney and elected officials to secure legislation which is beneficial to the operation of charter schools in Texas. Including the support of increased funding opportunities for operations and facilities and opposition to regulations which limit our autonomy. Provide testimony to the Charter school committees on an as needed basis. In addition, maintain approved authorization through the IBO and charter compliance with the TEA. Policy Development In 2002, the Town was awarded a charter to create and operate Westlake Academy within our Town boundaries. The purpose was to serve the students of Westlake in a local setting and provide an alternative to the surrounding school districts with the offering of the IB curriculum. None 5/19/10 Administrative 6 Administrative Department Director: Department Phone: Program Information Name Program Cost 4.12%45,359$ Objective Program Measure Activity Information Name Activity Cost 1.44%15,839$ Objective History Changes Core Services Related Activities Activity Leader Performance Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Thomas Brymer 817-490-5720 Academic Governance Establish and implement a structure for the Board of Trustees to govern the Academy, including policy creation and adherence to the standards and directives issued by the Texas Education authorizing agency and the International Baccalaureate Organization. None Policy Development, Board Meetings and Workshops Provide professionally trained, executive level support to the Board as it relates to policy review and submission in order to further facilitate the governance responsibilities which are under the Board's direction. Under Development Thomas Brymer, Town Manager/CEO Conducting regularly scheduled workshops, planning retreats and Board meetings. Consistent review of existing policies, ordinances and resolutions for necessary amendments/updates. Coordination of department head submissions for Board consideration. Coordination with the Town Secretary, Agenda Preparation & Calendar Maintenance During the formation of Westlake Academy, a dual role was created where the Town Council would also serve as the Board of Trustees for the school. As such, policy development and meeting preparation has increased to include items related to school governance functions. 5/19/10 Administrative 7 Administrative Department Director: Department Phone: Program Information Name Program Cost 4.12%45,359$ Objective Program Measure Activity Information Name Activity Cost 1.44%15,839$ Objective History Changes Core Services Related Activities Activity Leader Performance Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Thomas Brymer 817-490-5720 Academic Governance Establish and implement a structure for the Board of Trustees to govern the Academy, including policy creation and adherence to the standards and directives issued by the Texas Education authorizing agency and the International Baccalaureate Organization. None Board Governance Training and Education To provide Board members with access to the necessary continuing education opportunities to govern the school. This includes new board member orientation sessions, professional speakers for retreat facilitation, student education and school administration based learning opportunities and strategic planning. Under Development Thomas Brymer, Town Manager/CEO Notification of Charter school training opportunities. Planning and execution of board retreats, new and ongoing orientation and other continuing education opportunities. Schedule meeting locations, head of section/staff attendance and education specific training professionals for Board retreats. Policy Development Beginning in 2008, the Board of Trustees began directing their efforts toward policy governance functions through the use of outside facilitators and training resources including the Texas Charter Schools Association. The transition was possible as the school moved into the next phase of evolution from start up charter school to one of five (5) fully authorized K-12 IB curriculum providers in the United States. 5/19/10 Administrative 8 Administrative Department Director: Department Phone: Program Information Name Program Cost 49.49%545,210$ Objective Program Measure Activity Information Name Activity Cost 1.24%13,682$ Objective History Changes Core Services Related Activities Activity Leader Performance Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Thomas Brymer, Town Manager/CEO To recruit and promote new development within the Town to increase awareness of the quality of life and business amenities as it relates to the stated vision and values of our community. Historically, the community has attracted businesses such as Fidelity, Chrysler Financial, Deloitte LLP, and First American Real Estate Services with our corporate campus development focus. None Meet with developers to discuss potential projects and opportunities consistent with our mission, vision, and values. Research the impact of incentive agreements on securing the developers commitment and the impact to the Town's long-term financial sustainability. Review and implementation of the comprehensive and strategic plan. Development Recruiting & Assistance Work with a variety of tools which are necessary and beneficial for the Town to recruit new, quality commercial developments, retain existing businesses, and market Westlake as a desirable destination for relocating employees, providing amenities and high quality of life standards for current residents. Thomas Brymer 817-490-5720 Comprehensive Planning & Economic Development Under Development 5/19/10 Administrative 9 Administrative Department Director: Department Phone: Program Information Name Program Cost 49.49%545,210$ Objective Program Measure Activity Information Name Activity Cost 1.44%15,839$ Objective History Changes Core Services Related Activities Activity Leader Performance Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Thomas Brymer 817-490-5720 Comprehensive Planning & Economic Development Thomas Brymer, Town Manager/CEO To review the comprehensive plan so that the information reflects the current atmosphere and needs of the community. The original comprehensive plan was adopted in 1992 and is a compilation of the land use, open space, thoroughfare, and the water and sewer plans along with the parks and trails master planning documents. The purpose of a master plan is to serve as a guide for development projects. Future agendas should include a review of the existing documents as called for in the Town's Strategic Plan. Conduct meetings to solicit input from stakeholders in the various documents necessary to form the basis of the comprehensive planning product; Review and update the land use, open space, thoroughfare, water/sewer, parks and trails master plans; Also, review and update the development design standards. Planning and Development Comprehensive Planning Work with a variety of tools which are necessary and beneficial for the Town to recruit new, quality commercial developments, retain existing businesses, and market Westlake as a desirable destination for relocating employees, providing amenities and high quality of life standards for current residents. Under Development 5/19/10 Administrative 10 Administrative Department Director: Department Phone: Program Information Name Program Cost 49.49%545,210$ Objective Program Measure Activity Information Name Activity Cost 1.44%15,839$ Objective History Changes Core Services Related Activities Activity Leader Performance Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Oversight of internal plan submission and review processes to ensure new development proposals meet the high quality standards established by the Board. Development Oversight & Regulation Thomas Brymer, Town Manager/CEO Consists of the department heads necessary to review development plans for compliance with the applicable design standards. Under the direction/guidance of the Town Manager. None Includes coordination with staff to implement the development codes and update ordinances which specify and delineate requirements/standards. Monitor new trends in land use and development design criteria; Update the review committee as to the priorities of the Council. Strategic and Comprehensive Plans review Thomas Brymer 817-490-5720 Comprehensive Planning & Economic Development Work with a variety of tools which are necessary and beneficial for the Town to recruit new, quality commercial developments, retain existing businesses, and market Westlake as a desirable destination for relocating employees, providing amenities and high quality of life standards for current residents. Under Development 5/19/10 Administrative 11 Administrative Department Director: Department Phone: Program Information Name Program Cost 49.49%545,210$ Objective Program Measure Activity Information Name Activity Cost 45.37%499,852$ Objective History Changes Core Services Related Activities Activity Leader Performance Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Development Recruiting and Assistance Thomas Brymer, Town Manager/CEO Development Agreement Oversight To administer the economic development agreements associated with our corporate partners. As new development has occurred within Westlake, we have entered into develop agreements which necessitate either tax abatements and/or sales tax sharing arrangements with various entities. Currently, we are in partnership with Fidelity and Deloitte. None Oversight of financial components and documentation according to the ED obligations. Thomas Brymer 817-490-5720 Comprehensive Planning & Economic Development Work with a variety of tools which are necessary and beneficial for the Town to recruit new, quality commercial developments, retain existing businesses, and market Westlake as a desirable destination for relocating employees, providing amenities and high quality of life standards for current residents. Under Development 5/19/10 Administrative 12 Administrative Department Director: Department Phone: Program Information Name Program Cost 7.05%77,714$ Objective Program Measure Activity Information Name Activity Cost 2.35%25,905$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Thomas Brymer, Town Manager/CEO The Town Manager has worked extensively with the financial staff to ensure that the 2009 budget document reflected the objectives of GFOA and their guidelines for the overall budget preparation process. As a result of this hard work, the finance department was awarded the Distinguished Budget Presentation Award by the GFOA. None Consistent monitoring of revenue and expenditures to remain within budget limitations set by the Board. Prepare and present any necessary amendments based on the needs of the community or as directed by elected officials. Financial policy review and submittal to the Council for consideration in conjunction with the Finance Director. Budget program preparation with the Finance Department Managing and Budgeting for Outcomes Thomas Brymer 817-490-5720 Financial Management Coordination of the financial components, including all enterprise and general fund accounts, necessary to provide services to the Town residents. Under Development Work with the Finance Department to ensure that the budgeting process and our comprehensive financial policies integrates financial management with strategic planning, program priorities, and industry standards best practices. 5/19/10 Administrative 13 Administrative Department Director: Department Phone: Program Information Name Program Cost 7.05%77,714$ Objective Program Measure Activity Information Name Activity Cost 2.35%25,905$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Oversight of the Five-Year Financial Forecast Under Development Town staff began preparing a five-year financial forecast in 2006, which has been updated on an annual basis. In 2008, the document was integrated into the budgetary process and included in Council presentations to provide them with the necessary information to depict the long-range financial projections. None Review of current debt commitments and tax trends to determine the financial condition of the Town and incorporate into the five-year forecast. Present information to the Board on a timely basis. Accurate and timely presentation of the five-year financial forecast to represent a trend analysis as it relates to past revenues, current economic conditions, and tax cycles. Thomas Brymer, Town Manager/CEO Coordination of the financial components, including all enterprise and general fund accounts, necessary to provide services to the Town residents. Thomas Brymer 817-490-5720 Financial Management Collaborate with the Finance Department staff members to prepare forecast report 5/19/10 Administrative 14 Administrative Department Director: Department Phone: Program Information Name Program Cost 7.05%77,714$ Objective Program Measure Activity Information Name Activity Cost 2.35%25,905$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Thomas Brymer 817-490-5720 Financial Management To analyze all pertinent revenue sources and prepare recommendations to the Council as it relates to maintaining a financially sustainable future for the public services necessary to maintain a high quality of life for our residents. Conserve resources and evaluate all revenue streams to increase the General Fund. Conduct surveys and hold neighborhood gatherings to promote citizen input on our current financial condition and help to create a sustainable solution to the problem. Work with staff to evaluate public services, eliminate redundancies and ineffective business practices while providing the council with the necessary tools to make informed decisions for the financial future of the Town. Strategic Plan, Five-Year Forecast, and citizen education and engagement. Thomas Brymer, Town Manager/CEO Coordination of the financial components, including all enterprise and general fund accounts, necessary to provide services to the Town residents. Informal neighborhood gatherings have been held to discuss the issues surrounding financial solvency and future sustainability. The Town has also created packets of information's pertaining to the issue, for use by the citizens. None Review & Planning for Financial Sustainability Under Development 5/19/10 Administrative 15 Administrative Department Director: Department Phone: Program Information Name Program Cost 14.29%157,487$ Objective Program Measure Activity Information Name Activity Cost 1.44%15,839$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development To direct the efforts of the Town staff in order to provide the highest quality services to our residents, using the most effective and efficient practices while balancing the residents needs with our budgetary allocations. Thomas Brymer 817-490-5720 Municipal Administration Thomas Brymer, Town Manager/CEO & Ginger Awtry, Assistant to the Town Mgr Departmental Coordination & Employee Management Direction of the Leadership Team To maintain open lines of communication between the department heads, town staff and the Town Manager, so tasks can be completed effectively and efficiently, as well as produce quality services for the citizens of Westlake. As the Town's population has grown and demand for services has risen, the staffing level has expanded in direct correlation. Special attention has been given to each hiring decision and efforts put in place to attempt to ensure that staffing outputs are beneficial across multiple departments to receive the maximum benefit. None Manage employees to provide public services which are completed with an attention to high professional standards, and allow the staff to move toward a more team centric model of organizational culture. Under Development 5/19/10 Administrative 16 Administrative Department Director: Department Phone: Program Information Name Program Cost 14.29%157,487$ Objective Program Measure Activity Information Name Activity Cost 1.44%15,839$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Thomas Brymer 817-490-5720 Municipal Administration Contracts have been utilized throughout the history of the Town's development in order to help control costs and staffing levels while providing for the necessary services, such as public safety, water, facilities maintenance, development and planning, etc. To direct the efforts of the Town staff in order to provide the highest quality services to our residents, using the most effective and efficient practices while balancing the residents needs with our budgetary allocations. Contract Management Manage the contracts associated with offering basic public services to our residents while maintaining a high rate of return for the money invested in the service provider. Thomas Brymer , Town Manager/CEO None Maintain open dialogues with providers and incorporate performance measures into the contracts in order to make certain the services are being carried out in accordance with the high standards of the community. Review existing contracts and evaluate alternative providers on a consistent basis to ensure the Town is receiving the best possible price and service delivery. Under Development 5/19/10 Administrative 17 Administrative Department Director: Department Phone: Program Information Name Program Cost 14.29%157,487$ Objective Program Measure Activity Information Name Activity Cost 2.02%22,310$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Thomas Brymer 817-490-5720 Policy Development, Council Meetings & Workshop Functions As interest in the Town as a place of business location and lifestyle choice for families has increased, so has the agenda preparation process. The Board regularly reviews complex issues and establishes policies to govern and direct staff in their duties. Municipal Administration To direct the efforts of the Town staff in order to provide the highest quality services to our residents, using the most effective and efficient practices while balancing the residents needs with our budgetary allocations. Draft agenda documents for Council meetings and workshops. Review and establish budget calendars, strategic planning retreat sessions, etc. to help make certain the Council is informed of pending issues which need input on a timely basis. Agenda Preparation & Calendar Maintenance Oversee and coordinate the agenda functions to promote proper governance activities and assist the Council in achieving their stated goals and objectives. This includes management of the cycles of business as it relates to budgeting, policy review and management strategies for the Town. Thomas Brymer, Town Manager/CEO None Under Development 5/19/10 Administrative 18 Administrative Department Director: Department Phone: Program Information Name Program Cost 14.29%157,487$ Objective Program Measure Activity Information Name Activity Cost 2.02%22,310$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Perform annual analysis of economic and social trends as it relates to Westlake and make necessary adjustments to long range planning. Draft corresponding outcome goals to provide the Board with measurable achievements. Publish the document to residents and incorporate into the organizational culture of the Town. Communication with citizens, and leadership team direction. Thomas Brymer, Town Manager/CEO Thomas Brymer 817-490-5720 Municipal Administration To direct the efforts of the Town staff in order to provide the highest quality services to our residents, using the most effective and efficient practices while balancing the residents needs with our budgetary allocations. Implement a comprehensive strategic plan involving the proper analysis of trends as it relates to internal and external factors which could affect the Town and utilizes departmental collaboration to recommend a course of action consistent with the Board's directives to staff and the mission/vision statement. Strategic Plan Development & Implementation The Town's first five-year strategic plan was approved by the Board in 2009 and contains five key result areas designed to guide the growth and direction of the Town. None Under Development 5/19/10 Administrative 19 Administrative Department Director: Department Phone: Program Information Name Program Cost 14.29%157,487$ Objective Program Measure Activity Information Name Activity Cost 4.49%49,514$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Thomas Brymer 817-490-5720 Municipal Administration To direct the efforts of the Town staff in order to provide the highest quality services to our residents, using the most effective and efficient practices while balancing the residents needs with our budgetary allocations. Professional Development Thomas Brymer, Town Manager/CEO Provide executive level staff with the ability to attend professional development training and conferences designed to increase their knowledge base and move us toward a high performance environment. Encourage departmental directors to extend the same types of opportunities to their staff members. None Locate professional development training which is relevant to the Town's needs, such as ICMA, TCMA and profession specific courses, and budget for attendance. Facilitate in-house opportunities through book reviews and discussion with the leadership team. Employee management and leadership team direction Under Development 5/19/10 Administrative 20 Administrative Department Director: Department Phone: Program Information Name Program Cost 14.29%157,487$ Objective Program Measure Activity Information Name Activity Cost 1.44%15,839$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Employee Management and Leadership Team Direction Thomas Brymer 817-490-5720 Municipal Administration To direct the efforts of the Town staff in order to provide the highest quality services to our residents, using the most effective and efficient practices while balancing the residents needs with our budgetary allocations. Direction of Leadership Team Under Development Thomas Brymer, Town Manager/CEO Oversight of an executive level team in order to develop organization wide solutions to issues and opportunities facing the Town. In 2008, a formal Leadership Team was created to gather input and feedback from all departmental directors on major projects and to disseminate information to their direct reports. None Conduct regular meetings to discuss relevant topics and provide Town Manager with multiple solutions/options. Team will also independently discuss organization wide topics facing the Town and arrive at a workable solution, such as staffing concerns, budgetary allocations, major project completion, etc. 5/19/10 Administrative 21 Administrative Department Director: Department Phone: Program Information Name Program Cost 14.29%157,487$ Objective Program Measure Activity Information Name Activity Cost 1.44%15,839$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Thomas Brymer 817-490-5720 Municipal Administration To direct the efforts of the Town staff in order to provide the highest quality services to our residents, using the most effective and efficient practices while balancing the residents needs with our budgetary allocations. Affiliate Board Liaison & Support To promote on-going communication and assist the affiliate Board's in completing their activities in a manner that is consistent with the mission, vision and values of the Town. The following Board appointments are active within Westlake: (1) Westlake Historical Preservation Board (2) Planning and Zoning Board and (3) Public Art Society None Continuous dialogue with Board president's and members to support implementation of their agendas; Facilitate annual discussion with the Council; Organize joint planning sessions with the affiliate board's and the staff according to the Strategic Plan. Citizen Communication and Engagement Thomas Brymer, Town Manager/CEO & Ginger Awtry, Assistant to the Town Mgr. Under Development 5/19/10 Administrative 22 Administrative Department Director: Department Phone: Program Information Name Program Cost 15.15%166,952$ Objective Program Measure Activity Information Name Activity Cost 2.02%22,310$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Thomas Brymer Under Development 817-490-5720 Academic Administration To provide leadership and oversight to Westlake Academy in accordance with the directives given by the Board of Trustees in order to arrive at the highest quality of educational outcome while providing a supportive learning environment for our students. Thomas Brymer, Town Manager/CEO Manage employees to provide educational services which are completed with an attention to high professional standards, and allow the staff to move toward a more team centric model of organizational culture. Academic Organizational Development In 2009, the current organizational configuration was approved by the Trustees whereby each head of section reports directly to the Town Manager/CEO. Consolidating the leadership function of the Academy with the duties of the Town Manager and eliminating an additional administrative layer in the reporting structure. Direct the efforts of the Heads of Section and the Administrative Coordinator to achieve the goals and objectives identified in the Academy's strategic plan and implement Board approved policies relative to the daily operations of the school. Departmental Coordination & Employee Management 5/19/10 Administrative 23 Administrative Department Director: Department Phone: Program Information Name Program Cost 15.15%166,952$ Objective Program Measure Activity Information Name Activity Cost 3.00%33,094$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Thomas Brymer Under Development 817-490-5720 Academic Administration To provide leadership and oversight to Westlake Academy in accordance with the directives given by the Board of Trustees in order to arrive at the highest quality of educational outcome while providing a supportive learning environment for our students. Thomas Brymer, Town Manager/CEO In FY 2009-10, the school's operating budget was re-titled as the "Academic Services Budget" and was converted to a more program/metric based format. This was done to emphasize transparency and ease of understanding showing all annual costs associated with providing educational services, including cost attributed to the municipal budget. Annual budget preparation and presentation to the Board; Monitor and report financial conditions on a quarterly basis; Prepare grant applications; Administer, review and recommend proposed changes to the Board relative to financial policies; Integrate the budget process with the desired outcomes, metrics, and strategic planning efforts; Ensure compliance with local, State, and Federal financial regulation. Preparation of Municipal Budget To manage the expenditure authority provided by the Trustees for the operational needs of the Academy and review financial procedures and priorities in accordance with approved financial policies. Prepare the annual budget and pursue grant opportunities to supplement the available funds for the Academy. As well as adherence to all State and Federal regulations and acceptable accounting practices. Westlake Academy's financial practices have been an iterative process, which has become more complex as the school has increased student enrollment and programs with the expansion of extra-curricular activities to augment the IBO educational requirements. Financial Management & Budget Preparation 5/19/10 Administrative 24 Administrative Department Director: Department Phone: Program Information Name Program Cost 15.15%166,952$ Objective Program Measure Activity Information Name Activity Cost 2.02%22,310$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Thomas Brymer Under Development 817-490-5720 Academic Administration To provide leadership and oversight to Westlake Academy in accordance with the directives given by the Board of Trustees in order to arrive at the highest quality of educational outcome while providing a supportive learning environment for our students. Thomas Brymer, Town Manager/CEO None Draft agenda documents for Board meetings and workshops. Work with staff to review and establish budget calendars, strategic planning retreat sessions, etc. to help make certain the Board is informed of pending issues which need input on a timely basis. Review and research agenda items with the Westlake Academy Leadership Team. Coordinate information with the school's legal counsel to fully vet staff policy submissions to promote legal compliance with our authorizing agency. Policy Development, Board Meetings & Workshop Functions Oversee and coordinate the agenda functions to promote proper governance activities and assist the Board in achieving their stated goals and objectives. This includes management of the cycles of business as it relates to budgeting, policy review and management strategies for the Academy. As the school has evolved into offering a full spectrum of K-12 - IB educational programs, the agenda process has also increased in complexity to include items such the establishment of comprehensive discipline, attendance, student-driving, and graduation policies, which were not necessary during the first few years of operation. Agenda Preparation & Calendar Maintenance 5/19/10 Administrative 25 Administrative Department Director: Department Phone: Program Information Name Program Cost 15.15%166,952$ Objective Program Measure Activity Information Name Activity Cost 3.00%33,094$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Thomas Brymer, Town Manager/CEO Implementation of the five-year strategic plan in order to achieve the goals and objectives identified by the Board as integral to achieving our desired outcomes of: In 2010, the Board approved the first strategic plan as it relates to Westlake Academy, which is designed to promote the high academic standards, college ready students, and balanced global citizens associated with the IB curriculum. None Conduct annual review of the Strategic Plan with Board members and make any necessary changes as directed; Monitor the implementation and progress toward achieving the goals outlined in the desired outcomes and indicators prepared by staff. Schedule staff presentations with the associated team leaders for each specific outcome on an as needed basis. Policy Development, Board Meetings and Workshops Thomas Brymer 817-490-5720 Academic Administration Under Development To provide leadership and oversight to Westlake Academy in accordance with the directives given by the Board of Trustees in order to arrive at the highest quality of educational outcome while providing a supportive learning environment for our students. Strategic Plan Development & Implementation ~ High Student Achievement ~Student Engagement ~ Strong Parent & Community Connections ~ Effective Educators & Staff 5/19/10 Administrative 26 Administrative Department Director: Department Phone: Program Information Name Program Cost 15.15%166,952$ Objective Program Measure Activity Information Name Activity Cost 2.02%22,310$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Thomas Brymer 817-490-5720 Academic Administration Under Development Promote organization wide professional and educationally based development opportunities to enhance our staff's capacity to teach students in the classroom and model the IB Learner Profile. In addition to the IB and TEA training courses for teacher development, opportunities have become available to partner with a local foundation allowing staff to attend courses provided by other high-achieving schools, such as the KIPP Academy and the Ron Clark Academy. In addition, senior staff members have been sent to the University of Virginia to attend a week-long course on creating and leading high-performing organizations. None Research available course offerings and select staff to attend based on their level of interest and professional development needs. Coordinate budget allocations to maximize the availability of these courses both in number of staff attending and suitability to our educational goals. Provide on-sight opportunities and partner with foundations and surrounding school districts to further develop professional speakers for symposiums. Department Coordination and Employee Management Thomas Brymer, Town Manager/CEO and Ginger Awtry, Assistant to the Town Mgr. To provide leadership and oversight to Westlake Academy in accordance with the directives given by the Board of Trustees in order to arrive at the highest quality of educational outcome while providing a supportive learning environment for our students. Organizational Development 5/19/10 Administrative 27 Administrative Department Director: Department Phone: Program Information Name Program Cost 15.15%166,952$ Objective Program Measure Activity Information Name Activity Cost 1.83%20,153$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Thomas Brymer 817-490-5720 Academic Administration Contribute to the Westlake Academy Communiqué and ensure the placement of announcements, registration flyers and other documents on the website for parents and students as necessary. Develop procedures for new student and parent information sessions. Coordinate the updating of the web site with the IT staff. Strategic Plan Development and Implementation Thomas Brymer, Town Manager/CEO To facilitate a well informed parent and student body consistent with the guidelines established in the Westlake Academy Strategic Plan to promote the mission, vision, and values established by the Board and develop the organizational culture necessary to successfully deliver the IB curriculum. Since the summer of 2009, the WA Communiqué, a bi-monthly email update is sent out to all Academy parents with information about the activities of the students. In addition, the Academy's website is used in a more systematic manner to better target pertinent information to parents, students, and faculty. To provide leadership and oversight to Westlake Academy in accordance with the directives given by the Board of Trustees in order to arrive at the highest quality of educational outcome while providing a supportive learning environment for our students. Under Development Expansion of this program activity is contained in the Strategic Plan and will be implemented in the coming years to include: on-line grade access, on-boarding meetings for new students/parents and IB based educational experiences to simulate the learning environment for interested individuals. Parent & Student Communication 5/19/10 Administrative 28 Administrative Department Director: Department Phone: Program Information Name Program Cost 15.15%166,952$ Objective Program Measure Activity Information Name Activity Cost 1.24%13,682$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Thomas Brymer, Town Manager/CEO To promote on-going communication and assist the affiliate Board's in completing their activities in a manner that is consistent with the mission, vision and values of the Town and by extension, Westlake Academy. The Board appoints members to the Westlake Academy Foundation to promote the fundraising activities for operations, capital projects and endowments related to the school. None Continuous dialogue with Board president's and members to support implementation of their agendas; Facilitate annual discussion with the Board of Trustees; Organize joint planning sessions with the affiliate board's and the staff according to the Strategic Plan. Parent and Student Communication, Strategic Plan Development & Implementation To provide leadership and oversight to Westlake Academy in accordance with the directives given by the Board of Trustees in order to arrive at the highest quality of educational outcome while providing a supportive learning environment for our students. Thomas Brymer 817-490-5720 Academic Administration Under Development Affiliate Board Liaison & Support 5/19/10 Administrative 29 Administrative Department Director: Department Phone: Program Information Name Program Cost 5.78%63,633$ Objective Program Measure Activity Information Name Activity Cost 1.44%15,839$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Thomas Brymer, Town Manager/CEO and Ginger Awtry, Assistant to the Town Mgr. To maintain open lines of communication in order to promote transparency and participation for our residents in governmental activities. As the Town increased its residency rate, the need to expand our communication options became apparent. Staff implemented the Westlake Wire to provide news and information relevant to our achievements and activities to a broader base of constituents. From June of 2004 through July of 2006, we employed a full-time marketing individual to promote the Town and the Academy. Due to budget constraints the position was eliminated and the duties were spread among the remaining staff members. The need for additional emphasis on communication efforts arose and an outside consulting firm was retained in 2009 to assist with the facilitation of the newsletter and other press release items for both the Town and Academy. Utilize the various communication devices such as e-blasts, the Westlake Wire, Westlake e- tube , our web site, and telephone based voice shots to inform residents of necessary items. Neighborhood Gatherings & Outreach and Strategic Plan Development & Implementation To inform and educate the citizens on items of interest within the Town and to promote resident participation in our local government. Thomas Brymer 817-490-5720 Citizen Engagement and Communication Communication Under Development 5/19/10 Administrative 30 Administrative Department Director: Department Phone: Program Information Name Program Cost 5.78%63,633$ Objective Program Measure Activity Information Name Activity Cost 1.24%13,682$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Neighborhood Gatherings & Outreach To inform and educate the citizens on items of interest within the Town and to promote resident participation in our local government. Thomas Brymer 817-490-5720 Citizen Engagement and Communication Under Development Thomas Brymer, Town Manager/CEO and Ginger Awtry, Assistant to the Town Mgr. Conduct neighborhood meetings to provide an informal environment for residents to gather and discuss issues pertaining to their specific neighborhood, local government activities and Westlake Academy. For the current year, meetings have been held in each of the following neighborhood locations, Glenwyck Farms, Vaquero, and Stagecoach Hills. Subsequent gatherings are planned in the future which are non-neighborhood specific and broadly based to promote the inclusion of all of our residents. None Organize the meetings, which includes the following: developing the mailing lists, sending out invitations, securing a location/refreshments, creating informational folders with pertinent news items, presentation of the information by town staff and elected officials and question and answer sessions for each gathering. Communication, Policy Development and Strategic Plan Development 5/19/10 Administrative 31 Administrative Department Director: Department Phone: Program Information Name Program Cost 5.78%63,633$ Objective Program Measure Activity Information Name Activity Cost 1.85%20,432$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Community Activities To inform and educate the citizens on items of interest within the Town and to promote resident participation in our local government. Thomas Brymer 817-490-5720 Citizen Engagement and Communication Under Development Thomas Brymer, Town Manager/CEO and Ginger Awtry, Assistant to the Town Mgr. Promote community involvement and quality of life activities through events such as Arbor Day, MasterWorks concert series, Decoration Day, the Tree Lighting Festival and Bandana Bonanza. Westlake has a long history of sponsoring events in conjunction with various organizations and businesses to promote local gathering opportunities for our residents. Arbor Day celebrations and Decoration Day, along with the Spring and Fall MasterWorks Concert Series, have experienced high attendance numbers for Westlake residents and from the employees of local businesses to these events. None Work in partnership with various organizations to ensure that the events are enjoyable and inviting for the entire Westlake community. Other services include: coordinating times and dates, promoting the event, bringing in entertainment, setting up the location, and representation of the Town at the activity. Neighborhood Gatherings and Outreach, Communication 5/19/10 Administrative 32 Administrative Department Director: Department Phone: Program Information Name Program Cost 5.78%63,633$ Objective Program Measure Activity Information Name Activity Cost 1.24%13,682$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Thomas Brymer, Town Manager/CEO and Ginger Awtry, Assistant to the Town Mgr. Create the survey questions in conjunction with the contract provider and prepare the resident mailing lists to facilitate the delivery of the documents. Report to Council on the survey results and receive direction on incorporation of the feedback into the overall policies of the Town. Establish benchmarks and performance measures using the data. Communication and Strategic Plan Development & Implementation Direction Finders was first used in 2009 as a method to establish benchmark service approval ratings and gather input from our residents on the items of most importance to their families. None Direction Finders and other Surveys Administer an annual or bi-yearly survey as directed by Council to gather feedback and residential input on service provision activities of the Town. Citizen Engagement and Communication To inform and educate the citizens on items of interest within the Town and to promote resident participation in our local government. Thomas Brymer 817-490-5720 Under Development 5/19/10 Administrative 33 This page is intentionally blank Planning and Development Department 12 Activity Budget Percent Building Inspections 1 Code Research, Interpretation, & Technical Clarification 7,630 4.27% 2 Code/Fee Schedule Update 7,630 4.27% 3 Permitting / Plan Review Coordination and Fee Calculation 7,630 4.27% 4 Coordinate Addressing with other Depts & Agencies 7,630 4.27% $ 30,520 17.07% Plan Review & Inspections 1 Building Code - Plan Review 10,730 6.00% 2 Building Code - Inspections 9,944 5.56% 3 Zoning/Code - Plan Review 7,730 4.32% 4 Zoning/Code - Inspections 7,930 4.43% $ 36,334 20.32% Gas Well Permit Administration 1 Administration of the Gas Well Provisions 7,680 4.29% $ 7,680 4.29% Code Enforcement 1 Notices and Citations 8,252 4.61% $ 8,252 4.61% Fire Prevention 1 Coordinate Fire/Building Code Inspections & Plan Review 7,630 4.27% 2 Code Research, Interpretation & Technical Clarification 7,630 4.27% 3 Assist Fire Dept access to Buildings & Subdivisions 7,630 4.27% $ 22,890 12.80% Planning and Zoning 1 Process Zoning, SUP, Site Plan, ZBA & Platting Cases, etc. 7,630 4.27% 2 Comprehensive Plan Update 32,630 18.25% $ 40,260 22.51% Municipal Governance 1 Town Council Meetings/Workshops 7,630 4.27% $ 7,630 4.27% Municipal Administration 1 Contract Management 7,630 4.27% 2 Support Services 17,630 9.86% $ 25,260 14.13% 178,827$ 100% Eddie Edwards 817-430-5726 Program Department Director Department Phone 5/19/10 Planning and Development 1 Planning and Development Department Director: Department Phone: Program Information Name Program Cost 17.07%30,520$ Objective Program Measure Activity Information Name Activity Cost 4.27%7,630$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Under Development Eddie Edwards, Director of Planning & Development Code Research, Interpretation, & Technical Clarification Assist design professionals, contractors, and property owners with code compliance issues. As needed To ensure that structures constructed in Westlake are built in compliance with the latest code requirements. The Building, Plumbing , Mechanical, Fuel Gas, and Electrical codes are updated on a three year cycle. The changes included in each new cycle added to the local amendments that each municipality adopts results in a need for continuous education and clarification of code provisions. To provide technical and administrative guidance for the purposes of permitting and inspecting residential and commercial construction projects to ensure compliance with Town ordinances. Eddie Edwards 817-490-5726 Building Inspections 5/19/10 Planning and Development 2 Planning and Development Department Director: Department Phone: Program Information Name Program Cost 17.07%30,520$ Objective Program Measure Activity Information Name Activity Cost 4.27%7,630$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Under Development Eddie Edwards, Director of Planning & Development Code/Fee Schedule Updates Keeping on a similar code adoption schedule as our neighboring municipalities results in safer building designs and better construction as contractors become better trained and educated about new codes. Fees schedule updates helps ensure that growth pays for growth. Review of International Code Conference recurring code changes and NCTCOG recommended amendments for suitability regarding construction within the Town of Westlake. Financial analysis of costs of services provided and fees collected to cover those costs. Coordination with other departments regarding calculation and collection of fees 817-490-5726 To provide technical and administrative guidance for the purposes of permitting and inspecting residential and commercial construction projects to ensure compliance with Town ordinances. Building Inspections To maintain the highest development standards and responsibly support the Town's financial sustainability. Eddie Edwards 5/19/10 Planning and Development 3 Planning and Development Department Director: Department Phone: Program Information Name Program Cost 17.07%30,520$ Objective Program Measure Activity Information Name Activity Cost 4.27%7,630$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Under Development Eddie Edwards, Director of Planning & Development None Process applications for permits. Review plans for compliance with codes, calculate and collect fees. 817-490-5726 Building Inspections Eddie Edwards To review plans and ensure that proposed projects will comply with Town of Westlake regulations, collect appropriate fees, and issue the necessary permits. To provide technical and administrative guidance for the purposes of permitting and inspecting residential and commercial construction projects to ensure compliance with Town ordinances. Permitting / Plan Review Coordination & Fee Calculation 5/19/10 Planning and Development 4 Planning and Development Department Director: Department Phone: Program Information Name Program Cost 17.07%30,520$ Objective Program Measure Activity Information Name Activity Cost 4.27%7,630$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Under Development Eddie Edwards, Director of Planning & Development To establish and maintain a logical addressing system that, when coordinated with the Tarrant County 9-1-1 system, will aid in the fastest possible delivery of emergency services. Eddie Edwards 817-490-5726 To provide technical and administrative guidance for the purposes of permitting and inspecting residential and commercial construction projects to ensure compliance with Town ordinances. Building Inspections This duty was originally assigned to the Director of Public Safety. Failure to establish and follow a logical addressing system in the past has resulted in some properties being addressed out of sequence with potentially life threatening consequences. Recently assigned to the Planning and Development Department. Determine an appropriate address for lots, structures, and utility poles. Communicate new and changed addresses with Tarrant County 9-1-1, Tarrant Appraisal District, US Postal Services, and all utility and telecommunication providers. Coordinate Addressing with other Depts. and Agencies 5/19/10 Planning and Development 5 Planning and Development Department Director: Department Phone: Program Information Name Program Cost 20.32%36,334$ Objective Program Measure: Activity Information Name Activity Cost 6.00%10,730$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development None Eddie Edwards, Director of Planning & Development Building Codes - Plan Review Ensure compliance with the adopted building codes. The activities contained in this program are mandated by the State legislature as it applies to residential inspections, FEMA, Texas State Plumbing License law, and Texas Department of License and Regulations which includes requirements for electrical and mechinical licenses. Has been performed both in-house and by third-party plan review provider. Electrical, mechanical, plumbing, structural, and energy code inspections Eddie Edwards 817-490-5726 Plan Review & Inspections To ensure that plans submitted to the Town and constructed in accordance with the proposed project will result in a structure that complies with the Town's building codes. Under Development 5/19/10 Planning and Development 6 Planning and Development Department Director: Department Phone: Program Information Name Program Cost 20.32%36,334$ Objective Program Measure: Activity Information Name Activity Cost 5.56%9,944$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development The activities contained in this program are mandated by the State legislature as it applies to residential inspections, FEMA, Texas State Plumbing License law, and Texas Department of License and Regulations which includes requirements for electrical and mechinical licenses. Has been performed both in-house and by third-party plan review provider. Electrical, mechanical, plumbing, structural, and energy code inspections None Eddie Edwards, Director of Planning & Development Ensure compliance with the adopted building codes. Eddie Edwards 817-490-5726 To ensure that plans submitted to the Town and constructed in accordance with the proposed project will result in a structure that complies with the Town's building codes. Plan Review & Inspections Building Code - Inspections Under Development 5/19/10 Planning and Development 7 Planning and Development Department Director: Department Phone: Program Information Name Program Cost 20.32%36,334$ Objective Program Measure: Activity Information Name Activity Cost 4.32%7,730$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development This aspect of plan review and inspections was neglected when the building codes plan review and inspection were contracted out to a third-party inspection company. The Town ended up with non-complying structures that would be difficult to get corrected at this point. None Code of Ordinances enforcement. None Eddie Edwards, Director of Planning & Development To ensure that the plans reflect a project which will result in a structure that will comply with the Town's Unified Development Code. Eddie Edwards 817-490-5726 To ensure that plans submitted to the Town and constructed in accordance with the proposed project will result in a structure that complies with the Town's building codes. Plan Review & Inspections Zoning/Code - Plan Review Under Development 5/19/10 Planning and Development 8 Planning and Development Department Director: Department Phone: Program Information Name Program Cost 20.32%36,334$ Objective Program Measure: Activity Information Name Activity Cost 4.43%7,930$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Under Development To ensure that plans submitted to the Town and constructed in accordance with the proposed project will result in a structure that complies with the Town's building codes. Plan Review & Inspections 817-490-5726 Eddie Edwards To assure that a construction project is being constructed in accordance with the approved plans and will comply with the Town of Westlake's Building codes. Zoning/Code - Inspections This aspect of plan review and inspections was neglected when the building codes plan review and inspections were contracted out to a third-party inspection company. The Town ended up with non-complying structures that would be difficult to get corrected at this point. As needed Code of Ordinances enforcement. None Eddie Edwards, Director of Planning & Development 5/19/10 Planning and Development 9 Planning and Development Department Director: Department Phone: Program Information Name Program Cost 4.29%7,680$ Objective Program Measure: Activity Information Name Activity Cost 4.29%7,680$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development The town of Westlake did not have adequate provisions to regulate the permitting and development of Gas Well Pad Sites and adopted a major amendment to the Oil and Gas Wells chapter of the Code of Ordinances in 2009. Passage of the Oil and Gas Wells chapter of the Code of Ordinances. Process specific use permit applications for submittal to the Planning and Zoning Commission for ultimate review/recommendation by the Town Council. Review and approve applications, insurance documentations, and site plans for the issuance of gas well pad site permits and gas well permits; Collection of fees related to these permits. Public works roadway maintenance, Fire prevention and suppression Eddie Edwards, Director of Planning & Development Gas Well Permit Administration To ensure that the high development standards adopted by the Town Council are adhered to during the development of gas well pad sights and during the drilling for and production of natural gas or other minerals. Eddie Edwards 817-490-5726 To balance the rights of the property owners with those of the owner or leasee of the minerals below the surface. Administration of the Gas Well Provisions Under Development 5/19/10 Planning and Development 10 Planning and Development Department Director: Department Phone: Program Information Name Program Cost 4.61%8,252$ Objective Program Measure Activity Information Name Activity Cost 4.61%8,252$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Respond to complaints, determine action necessary for compliance, issue notice and take appropriate steps to encourage violator to comply with regulations and ordinances approved by the Council. Fire prevention, Health Department Eddie Edwards, Director of Planning & Development Eddie Edwards 817-490-5726 To enforce the high development and living standards relative to the use and enjoyment of all properties within the Town to comply with the regulations contained in the Code of Ordinances. Code Enforcement To gain compliance after a violation has occurred. The intent of which is to obtain voluntary compliance if possible but also establish the legal foundation for legal action against the violator if necessary. Code enforcement activities have fluctuated over the years based primarily on the adoption of new regulations and the annexation of non-compliant properties. These duties were addressed by the Public Works Director and his staff up until the Building Official was hired in 2008. None Notices and citations Under Development 5/19/10 Planning and Development 11 Planning and Development Department Director: Department Phone: Program Information Name Program Cost 12.80%22,890$ Objective Program Measure Activity Information Name Activity Cost 4.27%7,630$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Traditionally a collaborative effort between Fire Marshal and Building Inspection staff. The Fire Marshal position was eliminated in 2008 and the Fire Chief position transitioned from an 8 - 5 Monday thru Friday position to an on-shift assignment. Coordinate plan review and inspections for Fire Code and Building Code compliance. Fire Department Administration Eddie Edwards, Director of Planning & Development Avoid potential conflicts that could arise from meeting the strict letter of the Building Code but possibly resulting in a condition that violates the letter of or intent of the Fire Code. Eddie Edwards 817-490-5726 Cause development to be constructed so as to mitigate the negative impacts of a potential fire while assuring adequate access for Fire suppression personnel and equipment. Fire Prevention Coordinate Fire/Building Code Inspections and Plan Review Under Development 5/19/10 Planning and Development 12 Planning and Development Department Director: Department Phone: Program Information Name Program Cost 12.80%22,890$ Objective Program Measure Activity Information Name Activity Cost 4.27%7,630$ Objective History Changes Core Services Related Activities Activity Leader Performance Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Avoid potential conflicts that could arise from meeting the strict letter of the Building Code but possibly resulting in a condition that violates the letter of or intent of the Fire Code. Eddie Edwards 817-490-5726 Cause development to be constructed so as to mitigate the negative impacts of a potential fire while assuring adequate access for Fire suppression personnel and equipment. Fire Prevention Code Research, Interpretation & Technical Clarification Under Development Traditionally a collaborative effort between Fire Marshal and Building Inspection staff. The Fire Marshal position was eliminated in 2008 and the Fire Chief position transitioned from an 8 - 5 Monday thru Friday position to an on-shift assignment. Research and make interpretations of the Building and Fire Codes to assure that construction an development projects comply with the spirit and intent of the codes. Fire Department Administration Eddie Edwards, Director of Planning & Development 5/19/10 Planning and Development 13 Planning and Development Department Director: Department Phone: Program Information Name Program Cost 12.80%22,890$ Objective Program Measure Activity Information Name Activity Cost 4.27%7,630$ Objective History Changes Core Services Related Activities Activity Leader Performance Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Coordinating Planned Development regulations to comply with the Fire Code and Town of Westlake policies. Eddie Edwards 817-490-5726 Cause development to be constructed so as to mitigate the negative impacts of a potential fire while assuring adequate access for Fire suppression personnel and equipment. Fire Prevention Assist Fire Department Access to Buildings & Subdivisions Under Development Traditionally a collaborative effort between Fire Marshal and Building Inspection staff. The Fire Marshal position was eliminated in 2008 and the Fire Chief position transitioned from an 8 - 5 Monday thru Friday position to an on-shift assignment. Coordinate plan review and inspections for Fire Code, Building Code, and Land Development Code compliance. Fire Department Administration Eddie Edwards, Director of Planning & Development 5/19/10 Planning and Development 14 Planning and Development Department Director: Department Phone: Program Information Name Program Cost 22.51%$40,260 Objective Program Measure: Activity Information Name Activity Cost 4.27%7,630$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Process Zoning, SUP, Site Plan, ZBA and Platting Cases, etc. Eddie Edwards 817-490-5726 Obtain the highest quality development within the Town of Westlake. Planning & Zoning The full time Planner position was eliminated in 2006 and the duties were performed by the Town Manager until Nov. of 2008. Duties assigned to Building Official in 2008. Process Zoning, SUP, Site Plan, ZBA and Platting cases. Legal notices, staff reports. Under Development Prepare agenda memos, staff reports, resolutions and ordinances for Zoning, Platting, Site Plans, Specific Use Permits, Variances, and ordinance amendments. Gas Well permitting. Public Works, Parks and Recreation, and Fire Department coordination for plan review. Eddie Edwards, Director of Planning & Development 5/19/10 Planning and Development 15 Planning and Development Department Director: Department Phone: Program Information Name Program Cost 22.51%$40,260 Objective Program Measure: Activity Information Name Activity Cost 18.25%32,630$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Eddie Edwards 817-490-5726 Comprehensive Plan Update None Comprehensive Plan update. Obtain the highest quality development within the Town of Westlake. Planning & Zoning Originally approved in 1992 and last updated in 1999, these plans should be reviewed and updated every five years. Under Development Assess current entitlements and anticipated development trends to determine logical plan for future growth. Fire Department, Public Works, Parks and Recreation, and Economic Development Eddie Edwards, Director of Planning & Development 5/19/10 Planning and Development 16 Planning and Development Department Director: Department Phone: Program Information Name Program Cost 4.27%7,630$ Objective Program Measure: Activity Information Name Activity Cost 4.27%7,630$ Objective History Changes Core Services Related Services Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development The addition of residential neighborhood/corporate campus locations and modifications to the code standards necessitates periodic policy updates and presentations to the Council. Under Development Town Council Meetings/Workshops Municipal Administration Eddie Edwards, Director of Planning & Development None Research and present proposed policy amendments and agenda memos for Council approval/review. Municipal Governance To provide executive level support to the Town Council on governance issues as it pertains to ordinances, resolutions and policy decisions specific to the Planning & Economic Development department. Eddie Edwards 817-490-5726 To thoroughly and accurately research policy issues brought before the Town Council. 5/19/10 Planning and Development 17 Planning and Development Department Director: Department Phone: Program Information Name Program Cost 14.13%25,260$ Objective Program Measure: Activity Information Name Activity Cost 4.27%7,630$ Objective History Changes Core Services Related Services Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Municipal Administration To provide administrative support services for the purposes of maximizing the efficiency of the department and operating within the expenditure appropriated by the Council. Eddie Edwards 817-490-5726 To negotiate and administer contracts for services contracted to outside sources. The amount of development activity and the limited number of town staff combine to make the use of outside source contracting a fiscally logical method of providing services for specific projects. Under Development Contract Management Eddie Edwards, Director of Planning & Development None Negotiate and administer contracts for services contracted to outside sources in order to ensure services are meet according to contract specifications. 5/19/10 Planning and Development 18 Planning and Development Department Director: Department Phone: Program Information Name Program Cost 14.13%25,260$ Objective Program Measure: Activity Information Name Activity Cost 9.86%17,630$ Objective History Changes Core Services Related Services Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Municipal Administration To provide administrative support services for the purposes of maximizing the efficiency of the department and operating within the expenditure appropriated by the Council. Eddie Edwards 817-490-5726 To provide continuity in departmental processes and organization to the Planning and Development Department. Under Development Support Services Municipal Governance and Budget Preparation Eddie Edwards, Director of Planning & Development None Prepare the annual budget and project revenues based upon trends and historical data; Update procedures as it relates to the department; Revise codes when needed to comply with standards; Coordinate utility releases; Update web site and handouts; Prepare articles for the newsletters and council updates. 5/19/10 Planning and Development 19 This page is intentionally blank Town Secretary Department 13 Department Director: Department Phone: Activity Budget Percent Municipal Governance 1 Agenda and Packet Preparation $ 16,022 13.62% 2 Minute Preparation 5,004 4.25% 3 Board Appointments 2,862 2.43% $ 23,888 20.31% Academic Governance 1 Agenda and Packet Preparation $ 14,777 12.56% 2 Minutes Preparation 4,693 3.99% $ 19,470 16.55% Election Administration 1 Elections $ 15,572 13.24% $ 15,572 13.24% Records Management 1 Town Records Management $ 8,889 7.56% 2 Codification 10,346 8.79% 3 Public Information Request 5,879 5.00% $ 25,113 21.35% Municipal Administration 1 Support Services $ 5,670 4.82% 2 Marketing/Communications/Public Relations 2,003 1.70% $ 7,674 6.52% Texas Student Housing 1 Support Services $ 25,929 22.04% $ 25,929 22.04% 117,646$ 100% Kelly Edwards 817-490-5710 Program 5/19/10 Town Secretary 1 Town Secretary Department Director: Department Phone: Program Information Name Program Cost 20.31%23,888$ Objective Program Measure: Activity Information Name Activity Cost 13.62%16,022$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development To provide timely and accurate information and support to the Town Council, Planning & Zoning and Zoning Board of Adjustments boards so they have the resources needed to make decisions. Kelly Edwards 817-490-5710 Municipal Governance Agenda & Packet Preparation Under Development Kelly Edwards, Town Secretary To ensure accessibility and responsiveness to our citizens, Mayor and Council Members, Advisory Board Members and Town staff in relation to all agendas. The legal requirement comes from the State of Texas. The Town Secretary has the responsibility to prepare the Agenda from items submitted by the Council Members, Town Manager, and Staff Members. The TSO has implemented an electronic processing system to reduce the storage of paper packets. Agenda preparation and posting (earlier than the 72 hours as required per Texas Open Meetings Act); this includes staff agenda planning meetings, and maintaining the planning calendar. Staff training on submittal requirements and electronic storage; Agenda system management to include the creation of the electronic packet. Town web page management to post the agenda documents and copying paper packet binders for Council. Posting of all advisory board agendas and Identical core services for the Zoning Board of Adjustments, 4A Economic Development Board, and Planning & Zoning. 5/19/10 Town Secretary 2 Town Secretary Department Director: Department Phone: Program Information Name Program Cost 20.31%23,888$ Objective Program Measure: Activity Information Name Activity Cost 4.25%5,004$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development To provide timely and accurate information and support to the Town Council, Planning & Zoning and Zoning Board of Adjustments boards so they have the resources needed to make decisions. Kelly Edwards 817-490-5710 Municipal Governance Minutes Preparation Under Development Kelly Edwards, Town Secretary To provide meeting coordination and accurate and timely record of the meetings. The legal mandate comes from the State of Texas. This activity provides support for Council, Planning & Zoning, and Zoning Board of Adjustments related to minute preparation, citizen communication and official record preservation of minutes. None Comply with the open meetings laws by recording the meeting; Attend meetings; Compose and distribute the minutes; Register speakers at meetings. Collection of speaker request and citizen recognitions; scanning and archival preservation of minutes; and transferring scanned (Council) minutes to a vendor for OCR scanning and storage. 5/19/10 Town Secretary 3 Town Secretary Department Director: Department Phone: Program Information Name Program Cost 20.31%23,888$ Objective Program Measure: Activity Information Name Activity Cost 2.43%2,862$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Kelly Edwards, Town Secretary To assist applicants and provide information to Town Council so they can have a sufficient pool of qualified individuals to serve on Boards and Commissions. The activity is tasked with finding and assisting applicants to serve on a board or commission. The Town added the Public Arts Society Board within the last 5 years. None The Town Secretary sends notification letters to all appointed and reappointed members as well as letters to members who were not reappointed or did not seek reappointment. Provide information to aide and advise Council on appointments to Boards/Commissions; track appointments and maintain a current list; and assist with training for Board/Commission members. Board oversight and application management To provide timely and accurate information and support to the Town Council, Planning & Zoning and Zoning Board of Adjustments boards so they have the resources needed to make decisions. Kelly Edwards 817-490-5710 Municipal Governance Board Appointments Under Development 5/19/10 Town Secretary 4 Town Secretary Department Director: Department Phone: Program Information Name Program Cost 16.55%19,470$ Objective Program Measure: Activity Information Name Activity Cost 12.56%14,777$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development The legal requirement comes from the State of Texas. The Town/Board Secretary has the responsibility to prepare the agenda from items submitted by the Trustee Members, CEO, and Adademy Staff members. The Town Secretary's office has implemented an electronic processing system to reduce the storage of paper packets. Kelly Edwards, Town Secretary Agenda preparation and posting (earlier than the 72 hours as required per Texas Open Meetings Act); this includes staff agenda planning meetings, and maintaining the planning calendar. Staff training and agenda system management duties; Creation of the electronic packet for web posting and maintenance of the Town web page; Municipal Agenda & Packet Preparation To provide timely and accurate information and support to the Board of Trustees, so they have the resources needed to make decisions. Agenda & Packet Preparation To ensure accessibility and responsiveness to our citizens, President and Board of Trustees, and Academy staff in relation to agendas. Under Development Kelly Edwards 817-490-5710 Academic Governance 5/19/10 Town Secretary 5 Town Secretary Department Director: Department Phone: Program Information Name Program Cost 16.55%19,470$ Objective Program Measure: Activity Information Name Activity Cost 3.99%4,693$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development The legal mandate comes from the State of Texas. This activity provides support for Board of Trustees related to minute preparation, citizen communication and official record preservation of minutes. None Kelly Edwards, Town Secretary Comply with the open meetings laws including recording the meeting; Attend meeting sessions; Compose and distribute the minutes; Register speakers at meetings. Collection of speaker requests and citizen recognitions; scanning and archival preservation of the minutes. Records Management To provide timely and accurate information and support to the Board of Trustees, so they have the resources needed to make decisions. Minutes Preparation To facilitate meeting coordination and an accurate and timely record of the proceedings. Under Development Kelly Edwards 817-490-5710 Academic Governance 5/19/10 Town Secretary 6 Town Secretary Department Director: Department Phone: Program Information Name Program Cost 13.24%15,572$ Objective Program Measure: Activity Information Name Activity Cost 13.24%15,572$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Kelly Edwards, Town Secretary Elections To provide election services to voters, petitioners, Town departments and candidates so they can participate in the election process. To provide election services to voters, candidates, petitioners, and Town departments so they can participate in the elections process. Westlake held its first election on April 2, 1957 to elect a Mayor, five (5) Aldermen and a Marshal. The legal requirements for a municiplaity to order and conduct an election come from the State of Texas Election Code. None Under Development Kelly Edwards Election Administration 817-490-5710 Oversees and administers all aspects of Town elections including posting legal notices according to State election codes, monitoring candidates' filing of required reports and documents, securing election materials and supplies, conducting joint elections with other entities and ensuring compliance with the local government codes. Assistance to voters, eleciton judges, candidates and website posting of information. 5/19/10 Town Secretary 7 Town Secretary Department Director: Department Phone: Program Information Name Program Cost 21.35%25,113$ Objective Program Measure Activity Information Name Activity Cost 7.56%8,889$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Kelly Edwards, Town Secretary To provide a comprehensive records management consulting and training service to Town departments so their records are: accessible using appropriate technology, managed legally and economically and effectively, preserved for historical value and disposed of properly. The legal mandate is a state requirement under the Local Government Act as provided by the State Library and Archive Commission. This activity is responsible for providing Town departments with records management advice to ensure the Town efficiently and effectively manages Town records. None Provide consulting services on: design and implementation of records management systems; developing control schedules; identification and preservation of essential and historical records and records retention requirements; Provide access to resources, either internal or external, to preserve permanent records (scanning), destroy confidential records, and manage electronic records (scanning); Provide records management training; Support a Town-wide network of records management liaisons and Write and distribute policies, standards, guidelines and reports concerning records management. Overseeing departmental administration of records management Town Records Management To manage Town records so that they are accessible and are maintained efficiently and cost-effectively, and so that the Town retains records it is required to keep, identifies and preserves records with permanent value, and disposes of those of no further use in a secure and timely manner. Kelly Edwards 817-490-5710 Records Management Under Development 5/19/10 Town Secretary 8 Town Secretary Department Director: Department Phone: Program Information Name Program Cost 21.35%25,113$ Objective Program Measure Activity Information Name Activity Cost 8.79%10,346$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Kelly Edwards, Town Secretary To provide convenient access to the Council, staff, media, and the public to the records held by the Town Secretary's office. Ordinances that are passed by the Town Council are sent to an outside vendor for Codification. This service provides clear direction and transparency for the public to remain informed about regulations regarding development, governance, and associated fees when conducting business with the Town. None Submital of all ordinances that amend the Town's code to the vendor (Municipal Code Corporation) for codification for both the Code of Ordinances and the Planned Development Supplement. Scanning, indexing, filing, and managing the life-cycle of Council approved generated records, responding to customer requests for these records and keeping the municipal code current. Process updates twice a year. Processing, scanning and archival preservation Codification To manage Town records so that they are accessible and are maintained efficiently and cost-effectively, and so that the Town retains records it is required to keep, identifies and preserves records with permanent value, and disposes of those of no further use in a secure and timely manner. Kelly Edwards 817-490-5710 Records Management Under Development 5/19/10 Town Secretary 9 Town Secretary Department Director: Department Phone: Program Information Name Program Cost 21.35%25,113$ Objective Program Measure Activity Information Name Activity Cost 5.00%5,879$ Objective History Changes Core Services Related Services Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Kelly Edwards, Town Secretary To deliver factual, accurate material as requested by the general public, media and Town personnel in a timely manner for both the Town and Academy. The legal requirement pursuant to the Freedom of Information Act otherwise know as the Public Information Act providing transparency in government to the general public. The Town Secretary serves as the Public Information officer for the Municipality and Academy. None Process Public Information Act requests (within 7-10 days) for both the municipality and academy; Coordinating with Staff members regarding any records requested maintained by their department; Provide one-on-one customer service; Respond to all e-mails sent to the Web site's main e-mail address Record searches and retrevial for staff requests. Public Information Request To manage Town records so that they are accessible and are maintained efficiently and cost-effectively, and so that the Town retains records it is required to keep, identifies and preserves records with permanent value, and disposes of those of no further use in a secure and timely manner. Kelly Edwards 817-490-5710 Records Management Under Development 5/19/10 Town Secretary 10 Town Secretary Department Director: Department Phone: Program Information Name Program Cost 6.52%7,674$ Objective Program Measure: Activity Information Name Activity Cost 4.82%5,670$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Kelly Edwards, Town Secretary Provide administrative support to Board members as needed booking travel and training, preparing presentations; provide assistance to city employees; respond to staff and general public inquiries related to town ordinances and records. None The Town Secretary provides administrative support to the Mayor and Town Council organizing and scheduling attendance to functions; provides administrative services to Advisory boards; current knowledge of State laws and legal requirement; serves as Custodian of the Town Seal by attesting official documents such as ordinances, resolutions and contracts and administering oaths, affirmations and acknowledgements; and provides Notary services; Prepares and submits an annual budget for the Department to cover costs associated with administering the Town records and Council/Board needs. Town Secretary continuing education & travel, membership dues, customer service and staff meetings Support Services To provide support services to the Board members, Town Manager, staff and advisory boards on an as needed basis and to coordinante communication and public relation materials with the Town's marketing firm. Kelly Edwards 817-490-5710 Municipal Administration Under Development 5/19/10 Town Secretary 11 Town Secretary Department Director: Department Phone: Program Information Name Program Cost 6.52%7,674$ Objective Program Measure: Activity Information Name Activity Cost 1.70%2,003$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Kelly Edwards, Town Secretary Westlake has implemented its multi-faceted “Westlake Windows: TGIF!” (Transparent Government in Focus) program. This initiative includes: a quarterly Town newsletter, conducting citizen surveys, regularly using “email blasts” and “voice shots”, continuously updating the Town’s web site, holding neighborhood meetings, placing agenda packets on-line, and using web based videos on “Westlake e-Tube”, all to better engage, communicate, and create more dialog with Town citizens. None The Town Secretary serves as liaison to the Marketing / PR consultant; designing, coordinating and producing the Town’s quarterly newsletter; coordinating and designing advertisements for the chamber directory; represents the Town at Chamber board meetings; and compiles and sends bi-monthly email blasts to residents and corporate residents Citizen Communication & Engagement To facilitate open effective communication to residents, corporate residents and Town and Academy staff so that they can understand and appreciate Town issues and/or policy decisions, particularly those which directly impact them. Kelly Edwards 817-490-5710 Municipal Administration Marketing / Communications / Public Relations To provide support services to the Board members, Town Manager, staff and advisory boards on an as needed basis and to coordinante communication and public relation materials with the Town's marketing firm. Under Development 5/19/10 Town Secretary 12 Police Services Department Director: Department Website: Department Phone: Activity Budget Percent Police Patrol 1 Preventive Patrol & Responses $ 370,224 49.13% 2 Criminal Investigations 25,000 3.32% 3 Animal Services & Adoption 7,000 0.93% $ 402,224 53.38% Police Traffic Units 1 Motorcycle Traffic Unit $ 175,000 23.22% $ 175,000 23.22% Emergency Communications and Records 1 Communications and Records $ 90,000 11.94% $ 90,000 11.94% Detention Services 1 Detention Services $ 30,000 3.98% $ 30,000 3.98% General and Administrative Costs 1 Admin., Finance, H.R. & Non-operating $ 56,326 7.47% $ 56,326 7.47% 753,550$ 100% Mark Hafner, Keller Police Chief www.kellerpd.com 817-743-4501 Program 5/19/10 Police Services 1 Police Services Department Director: Department Website: Department Phone: Program Information Name Program Cost 53.38%402,224$ Objective Program Measure Activity Information Name Activity Cost 49.13%370,224$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Preventive Patrol & Responses To provide 24/7 law enforcement service to the Town of Westlake by utilizing two sector officers that overlap into the City of Keller. The police patrols will answer calls from the public and proactively patrol the neighborhoods and businesses in Westlake. The contract provides additional coverage for major incidents utilizing other sector officers from Keller. Mark Hafner, Keller Police Chief www.kellerpd.com 817-743-4501 Police Patrol Under Development Mark Hafner, Keller Police Chief Prevention and detection of crime through preventive patrol, traffic enforcement, calls from the public , community policing initiatives, and monitoring major events. The Keller Police Department has been under contract to be the police department for the Town of Westlake since 2002. The contract calls for the staffing of two police sectors that overlap between North Keller and Westlake. None Police Protection and response to calls for service from the public. Police Services 5/19/10 Police Services 2 Police Services Department Director: Department Website: Department Phone: Program Information Name Program Cost 53.38%402,224$ Objective Program Measure Activity Information Name Activity Cost 3.32%25,000$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Criminal Investigations To provide 24/7 law enforcement service to the Town of Westlake by utilizing two sector officers that overlap into the City of Keller. The police patrols will answer calls from the public and proactively patrol the neighborhoods and businesses in Westlake. The contract provides additional coverage for major incidents utilizing other sector officers from Keller. Mark Hafner, Keller Police Chief www.kellerpd.com 817-743-4501 Police Patrol Under Development Mark Hafner, Keller Police Chief To provide follow-up investigations from patrol, investigate major crimes, process crime scenes, and file criminal cases in county court The Keller Police Department has been under contract to be the police department for the Town of Westlake since 2002. The contract also provides full investigative services. None Investigation of Criminal Cases. Police Services 5/19/10 Police Services 3 Police Services Department Director: Department Website: Department Phone: Program Information Name Program Cost 53.38%402,224$ Objective Program Measure Activity Information Name Activity Cost 0.93%7,000$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Animal Services and Adoption To provide 24/7 law enforcement service to the Town of Westlake by utilizing two sector officers that overlap into the City of Keller. The police patrols will answer calls from the public and proactively patrol the neighborhoods and businesses in Westlake. The contract provides additional coverage for major incidents utilizing other sector officers from Keller. Mark Hafner, Keller Police Chief www.kellerpd.com 817-743-4501 Police Patrol Under Development Mark Hafner, Keller Police Chief To provide enforcement of the animal ordinances, pick-up and impound stray animals, investigate bite incidents, and manage an animal shelter. The Keller Police Department has been under contract to be the police department for the Town of Westlake since 2002. The contract also provides Animal Control Services and the use of the shelter. None Animal Control Services Police Services 5/19/10 Police Services 4 Police Services Department Director: Department Website: Department Phone: Program Information Name Program Cost 23.22%175,000$ Objective Program Measure Activity Information Name Activity Cost 23.22%175,000$ Objective History Changes Core Services Related Activities Activity Leader Activity Measure FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Motorcycle Traffic Unit Mark Hafner, Keller Police Chief To provide effective traffic enforcement of the roadways in Westlake that will reduce the number and severity of automobile collisions. Investigate traffic collisions including a reconstruction unit for severe incidents. Provide traffic control during major events in the area. The Keller Police Department has been under contract to be the police department for the Town of Westlake since 2002. The contract requires two full-time motorcycle officers assigned to patrol the roadways within Westlake including SH114, 170, & 377. None Traffic enforcement and motor vehicle collision investigation. Police Services Under Development To provide effective traffic enforcement of the roadways in Westlake that will reduce the number and severity of automobile collisions. Investigate traffic collisions including a reconstruction unit for severe incidents. Provide traffic control during major events in the area. Mark Hafner, Keller Police Chief www.kellerpd.com 817-743-4501 Police Traffic Units 5/19/10 Police Services 5 Police Services Department Director: Department Website: Department Phone: Program Information Name Program Cost 11.94%90,000$ Objective Program Measure Activity Information Name Activity Cost 11.94%90,000$ Objective History Changes Core Services Related Activities Activity Leader Activity Measure FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Communications & Records Mark Hafner, Keller Police Chief To provide police, fire, and emergency medical service answering of 9-1-1 calls, dispatching the proper resources, answering routine informational calls, and record keeping of all police and communications reports. The Keller Police Department has been under contract to be the police department for the Town of Westlake since 2002. We have been the communications center for Westlake answering their 9-1-1 calls from the public and dispatching their fire and emergency medical service calls to the Westlake Fire Department. None Emergency Communications and Records Center Police-Fire-EMS Services Under Development To provide police, fire, and emergency medical service answering of 9-1-1 calls, dispatching the proper resources, answering routine informational calls, and record keeping of all police and communications reports. Mark Hafner, Keller Police Chief www.kellerpd.com 817-743-4501 Emergency Communications & Records 5/19/10 Police Services 6 Police Services Department Director: Department Website: Department Phone: Program Information Name Program Cost 3.98%30,000$ Objective Program Measure Activity Information Name Activity Cost 3.98%30,000$ Objective History Changes Core Services Related Services Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Mark Hafner, Keller Police Chief To provide a safe, secure, and humane environment for suspects arrested in Westlake by Keller Police Officers and the Westlake Town Marshall. The suspects are detained up to 72 hours until they make bond or taken to a county jail. The Keller Police Department has been under contract to be the police department for the Town of Westlake since 2002. The contract includes Detention Services. None Detention Services Police Services Detention Services To provide a safe, secure, and humane environment for suspects arrested in Westlake by Keller Police Officers and the Westlake Town Marshall. The suspects are detained up to 72 hours until they make bond or taken to a county jail. Mark Hafner, Keller Police Chief www.kellerpd.com 817-743-4501 Detention Services Under Development 5/19/10 Police Services 7 Police Services Department Director: Department Website: Department Phone: Program Information Name Program Cost 7.47%56,326$ Objective Program Measure Activity Information Name Activity Cost 7.47%56,326$ Objective History Changes Core Services Related Services Activity Leader Performance Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Administration, Finance, H.R. & Non-Operating The costs associated with the administration and execution of the Police Services Agreement with the City of Keller. They include administration, finance, human resources, and non-operating. Mark Hafner, Keller Police Chief www.kellerpd.com 817-743-4501 General & Administrative Charges Under Development Mark Hafner, Keller Police Chief The costs associated with the administration and execution of the Police Services Agreement with the City of Keller. They include administration, finance, human resources, and non-operating costs. The Keller Police Department has been under contract to be the police department for the Town of Westlake since 2002. None Oversight and management of the Police Services agreement paid to the City of Keller. Police Services 5/19/10 Police Services 8 Public Safety Department 14 Activity Budget Percent Emergency Operations 1 Fire/Emergency Services $ 333,075 30.03% 2 Emergency Medical Services 335,005 30.20% 3 Part Time Employees 171,403 15.45% $ 839,484 75.68% Operations Support 1 Medical Director Services 3,000 0.27% 2 Hydrant Maintenance/Testing 13,069 1.18% 3 Recruiting 6,020 0.54% $ 22,089 1.99% Emergency Prevention 1 Inspection Services $ 18,098 1.63% 2 Plan Review 3,741 0.34% 3 Public Education 10,205 0.92% $ 32,044 2.89% Billing Services 1 Billing Services $ 12,000 1.08% $ 12,000 1.08% Municipal Administration 1 Administration and Management $ 164,355 14.82% 2 Staff Training and Development 39,352 3.55% $ 203,707 18.36% 1,109,324$ 100% Richard Whitten 817-337-4722 Program Department Director Department Phone 5/19/10 Public Safety 1 Public Safety Department Director: Department Phone: Program Information Name Program Cost 75.68%839,484$ Objective Program Measure Activity Information Name Activity Cost 30.03%333,075$ Objective History Changes Core Services Related Activities Activity Leader Activity Measure FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Fire/Emergency Services Under Development Richard Whitten, Interim Fire Chief To prevent and eliminate the loss of life and property through fire suppression, prevention, and incident mitigation. Providing a turnout time of 80 seconds or less and a response time of 240 seconds or less 90% of the time with the NFPA 1710 recommended staffing. The Westlake Fire-Rescue Department was created by Town ordinance on May 13, 2002. On February 14, 2005, the Town amended the ordinance and established the Westlake Department of Public Safety. None Fire, Medical, & Rescue Response, Hazardous Materials Mitigation; Daily Equipment Checks and Maintenance; Facilities Maintenance and Cleanup; Training and Company Drills; Hydrant Testing, Hose Testing, Homeland Security; Fire & Medical CEs, Special Operation Classes; District Education; Pre-Incident Planning Emergency Medical and Hazardous Materials responses; Fire Inspections To provide emergency services to the general public through incident control and mitigation. To meet the National Fire Protection Association (NFPA) Standard 1710, providing a response time of 4 minutes or less 90% of the time with the recommended Staffing levels 100% of the time. Richard Whitten 817-337-4722 Emergency Operations 5/19/10 Public Safety 2 Public Safety Department Director: Department Phone: Program Information Name Program Cost 75.68%839,484$ Objective Program Measure Activity Information Name Activity Cost 30.20%335,005$ Objective History Changes Core Services Related Activities Activity Leader Activity Measure FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Richard Whitten, Interim Fire Chief To provide for the treatment and transportation of emergency medical incidents throughout the community in order to preserve life and improve health. Providing a turnout time of 60 seconds or less and a response time of 240 seconds or less 90% of the time with the NFPA 1710 recommended staffing. The Westlake Fire-Rescue Department was created by Town ordinance on May 13, 2002. On February 14, 2005, the Town amended the ordinance and established the Westlake Department of Public Safety. None Emergency Medical response and transportation within the Town of Westlake; Emergency Medical Training Fire Protection Services and Hazardous Materials responses. To provide emergency services to the general public through incident control and mitigation. To meet the National Fire Protection Association (NFPA) Standard 1710, providing a response time of 4 minutes or less 90% of the time with the recommended staffing levels 100% of the time. Richard Whitten 817-337-4722 Emergency Operations Emergency Medical Services Under Development 5/19/10 Public Safety 3 Public Safety Department Director: Department Phone: Program Information Name Program Cost 75.68%839,484$ Objective Program Measure Activity Information Name Activity Cost 15.45%171,403$ Objective History Changes Core Services Related Activities Activity Leader Activity Measure FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Richard Whitten 817-337-4722 Emergency Operations Filling the 14 hour position and full time vacancies Performs all roles and responsibilities of full time personnel Richard Whitten, Interim Fire Chief To provide emergency services to the general public through incident control and mitigation. To meet the National Fire Protection Association (NFPA) Standard 1710, providing a response time of 4 minutes or less 90% of the time with the recommended staffing levels 100% of the time. To provide a resource pool of qualified part-time personnel to achieve the goal meeting recommended staffing levels to increase the safety and efficiency of the department The Westlake Fire-Rescue Department was created by Town ordinance on May 13, 2002. On February 14, 2005, the Town amended the ordinance and established the Westlake Department of Public Safety. 9 part-time positions have been replaced with 9 full-time staff positions; 3 - 14 hour part- time positions were added FY 2008 Part Time Employees Under Development 5/19/10 Public Safety 4 Public Safety Department Director: Department Phone: Program Information Name Program Cost 1.99%22,089$ Objective Program Measure Activity Information Name Activity Cost 0.27%3,000$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Richard Whitten / John Anshon, DO (Medical Director) To provide comprehensive medical oversight, medical protocols, credentialing standards, infection control programs, training and quality assurance coordination and program development The Westlake Fire Department began using Dr. Anshon as Medical Control in 2002 None Medical Oversight; Protocols; Provider Credentialing; Credentialing Standards; System Coordination Training; Quality Assurance; Infection Control; Public Education Medical Director Services Under Development To provide effective and efficient support functions for the Operations Division by promoting partnerships and services Richard Whitten 817-337-4722 Operations Support 5/19/10 Public Safety 5 Public Safety Department Director: Department Phone: Program Information Name Program Cost 1.99%22,089$ Objective Program Measure Activity Information Name Activity Cost 1.18%13,069$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Under Development Richard Whitten, Interim Fire Chief To provide routine testing and maintenance of the Town's fire hydrants ensuring their operational readiness in cooperation with the Public Works Division Westlake Fire Department has been working in cooperation with Public Works for Hydrant Maintenance since 2002. WFD provides the testing and maintenance. Public Works provides the needed repairs. None Testing and maintaining fire hydrants Hydrant Maintenance/Testing Richard Whitten 817-337-4722 Operations Support To provide effective and efficient support functions for the Operations Division by promoting partnerships and services 5/19/10 Public Safety 6 Public Safety Department Director: Department Phone: Program Information Name Program Cost 1.99%22,089$ Objective Program Measure Activity Information Name Activity Cost 0.54%6,020$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development When WFD began hiring full time staff, a recruiting process was implemented has been evolving since. None Provide written test administration; physical ability testing; pre-employment exams and physicals; encouraging applicants to apply with The Town of Westlake; decreasing turn-over rate Interview panels Under Development Richard Whitten, Interim Fire Chief To provide a valid testing process to ensure high quality personnel to fill vacancies; to reduce the turn-over rate. Further, reducing the uniform cost of outfitting a new employee Recruiting To provide effective and efficient support functions for the Operations Division by promoting partnerships and services Richard Whitten 817-337-4722 Operations Support 5/19/10 Public Safety 7 Public Safety Department Director: Department Phone: Program Information Name Program Cost 2.89%32,044$ Objective Program Measure Activity Information Name Activity Cost 1.63%18,098$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Inspection Services To prevent the loss of life and property through fire protection inspection, code compliance and public education. Provides fire and arson investigations. Richard Whitten 817-337-4722 Emergency Prevention Under Development Richard Whitten To provide Code Inspection services to ensure citizens have a fire safe environment. WFD began contracting with The City of Southlake for their inspection services. Through a transitional phase WFD has been performing all inspection services. None Inspections/Code Compliance; Company In-Service Inspections; Records Management Plan Reviews; Public Education; Community Relations 5/19/10 Public Safety 8 Public Safety Department Director: Department Phone: Program Information Name Program Cost 2.89%32,044$ Objective Program Measure Activity Information Name Activity Cost 0.34%3,741$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Plan Review To prevent the loss of life and property through fire protection inspection, code compliance and public education. Provides fire and arson investigations. Richard Whitten 817-337-4722 Emergency Prevention Under Development Richard Whitten To provide the review of plans for Code Compliance WFD requires that all plans be reviewed by a professional engineering company such as Reed Fire Protection. WFD reviews all plans and has final approval. None Reviewing plans for Code Compliance of new buildings fire protection systems Fire Inspections 5/19/10 Public Safety 9 Public Safety Department Director: Department Phone: Program Information Name Program Cost 2.89%32,044$ Objective Program Measure Activity Information Name Activity Cost 0.92%10,205$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Richard Whitten To provide all hazard awareness through education to citizens so they can effectively and proactively take steps to reduce injury, the loss of life and property; target programs to Westlake Academy students and educators; networking with local businesses Westlake Fire Department has been providing Public Education since 2002 and has been working to increase the programs performed. WFD performs programs at the Academy and local businesses within The Town of Westlake. None CPR and AED training; Evacuation Drills, All Hazard Awareness and Education Community Outreach Programs; Home Hazard Assessments To prevent the loss of life and property through fire protection inspection, code compliance and public education. Provides fire and arson investigations. Richard Whitten 817-337-4722 Emergency Prevention Public Education Under Development 5/19/10 Public Safety 10 Public Safety Department Director: Department Phone: Program Information Name Program Cost 1.08%12,000$ Objective Program Measure Activity Information Name Activity Cost 1.08%12,000$ Objective History Changes Core Services Related Activities Activity Leader Activity Measure FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Billing Services To provide billing services for the EMS division of the Fire Department, to extend patient care and reduce the cost of EMS operations. Richard Whitten 817-337-4722 Billing Services Under Development Richard Whitten, Interim Fire Chief To facilite insurance reimbursement, offer payment plans, and manage medical records for the EMS division of the Fire Department, to extend patient care and reduce the cost of EMS operations. The Fire Department began contracting with Intermedix, Inc in 2007. None Customer Service, Data Entry, Research and Collections, Billing, Medical Records Management N/A 5/19/10 Public Safety 11 Public Safety Department Director: Department Phone: Program Information Name Program Cost 18.36%203,707$ Objective Program Measure Activity Information Name Activity Cost 14.82%164,355$ Objective History Changes Core Services Related Activities Activity Leader Activity Measure FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development To provide all other services needed to support all divisions and programs; overall department operational expenses, functions and activities. Richard Whitten 817-337-4722 Municipal Administration Administration and Management Under Development Richard Whitten, Interim Fire Chief To Administer and Manage all functions within the organization; oversight in ensuring the compliance of Federal, State and Local laws and regulations pertaining to the Town's and Department's operations through implementing, review, and revision of policies and procedures; personnel evaluations; program activities; QA Fire and EMS reports. The Town of Westlake hired the first Fire Chief in 2001 who started developing the Fire Department. None Oversight of Departmental Administration and Operations; Town and Department Policy and Procedure Administration and compliance; Budget Administration; Program Activity Oversight; ensure a QA reports for Fire and EMS Personnel support in the performance of duties and assignments 5/19/10 Public Safety 12 Public Safety Department Director: Department Phone: Program Information Name Program Cost 18.36%203,707$ Objective Program Measure Activity Information Name Activity Cost 3.55%39,352$ Objective History Changes Core Services Related Activities Activity Leader Activity Measure FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Richard Whitten, Interim Fire Chief To provide a Professional Standards program through training and education; meet mandated continue education training annually as required by the State of Texas; New Employee Training; Staff Development activity in order to produce and maintain competent and confident personnel. Westlake Fire Department has been providing the State required CE's hours for the Firefighters while providing additional certification training. None Provide a minimum of 20 hours of Fire CE's, 10 hours of Hazardous Materials CE's annually; 144 hours of EMS CE's for a Paramedic, and 72 hours of EMS CE's for an EMT every four years; provide additional training for development of personnel development Specialized Training Programs and Activities Staff Training and Development To provide all other services needed to support all divisions and programs; overall department operational expenses, functions and activities. Richard Whitten 817-337-4722 Municipal Administration Under Development 5/19/10 Public Safety 13 This page is intentionally blank Municipal Court Department 15 Activity Budget Percent Case Processing 1 Citation Management 29,357 7.13% 2 Customer Service 34,040 8.27% 3 Financial Processing 17,115 4.16% $ 80,513 19.56% Docketing 1 Plea Docket 34,005 8.26% 2 Pre-Trial Docket 30,754 7.47% 3 Trial Docket 19,814 4.81% $ 84,573 20.54% Warrant and Jail Services 1 Issuance Function 13,112 3.18% 2 Field & Office Arrests 74,420 18.08% 3 Jail Processing 30,659 7.45% $ 118,190 28.71% Collection Services 1 Case Submission 3,728 0.91% 2 Financial Processing 15,491 3.76% 3 Contract Management 4,434 1.08% $ 23,653 5.74% Judiciary & Administration 1 Case Review & Archival 15,565 3.78% 2 Staff Management 22,100 5.37% 3 Legislative & Legal Compliance 17,546 4.26% 4 Monthly Reporting, Financial Oversight and Budgeting 8,036 1.95% $ 63,247 15.36% Academic Governance 1 Westlake Academy 29,323 7.12% $ 29,323 7.12% Municipal Governance 1 Town of Westlake 12,218 2.97% $ 12,218 2.97% 411,716$ 100.00% Amanda DeGan 817-430-0861 Program Department Director Department Phone 5/19/10 Municipal Court 1 Municipal Court Department Director: Department Phone: Program Information Name Program Cost 19.56%80,513$ Objective Program Measure Activity Information Name Activity Cost 7.13%29,357$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Amanda DeGan 817-430-0861 ext. 9 Case Processing Martha Solis, Deputy Court Clerk None To provide customer service duties via various points of contact, handle the initial citation entry of information in the court software, receipt payments, process deposits and correspond with defendants and other court patrons. Perform the vital functions of citation entry, case closure and maintenance of the software system to provide an accurate reflection of case dockets and final judgments. Legal authority is derived from the State of Texas and Municipal Court judicial orders. All activities pertaining to the initiation of case filings and the creation of a criminal or ordinance violation from the Police Department and Code Enforcement are included in this activity. None Case review and entry; jacket (case file) creation; dismissal processing; court date resets and notifications; late notice reminders. Citation Management Under Development 5/19/10 Municipal Court 2 Municipal Court Department Director: Department Phone: Program Information Name Program Cost 19.56%80,513$ Objective Program Measure Activity Information Name Activity Cost 8.27%34,040$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development To provide customer service duties via various points of contact, handle the initial citation entry of information in the court software, receipt payments, process deposits and correspond with defendants and other court patrons. To provide prompt, legally accurate explanations of judicial procedures, State laws, and the various options available to defendants charged with a Class C misdemeanor or ordinance violation. Legal authority is derived from the State of Texas and Municipal Court judicial orders. All activities pertaining to the customer service requirements are included in this activity. None Phone, fax and mail processing; Lobby service to walk in patrons; Deferred and driver safety request processing; Explanation of court options for violations. Customer Service Martha Solis, Deputy Court Clerk Amanda DeGan 817-430-0861 ext. 9 Case Processing None Under Development 5/19/10 Municipal Court 3 Municipal Court Department Director: Department Phone: Program Information Name Program Cost 19.56%80,513$ Objective Program Measure Activity Information Name Activity Cost 4.16%17,115$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Amanda DeGan 817-430-0861 ext. 9 Case Processing To receipt fine payments, post cash bonds, process dismissal fees and complete the deposit function for the Finance department. Legal authority is derived from the State of Texas, Municipal Court judicial orders and standard accounting practices. All activities pertaining to the cash processing and financial record keeping are included in this activity. None Receipt and recording of all payments or dismissal fees (mail, on-line, fax, and in-person); Cash bond posting for warrant case files; Reconciliation of cash drawer; Processing deposits for Finance. None Sharon Wilson and Martha Solis, Deputy Court Clerks Financial Processing To provide customer service duties via various points of contact, handle the initial citation entry of information in the court software, receipt payments, process deposits and correspond with defendants and other court patrons. Under Development 5/19/10 Municipal Court 4 Municipal Court Department Director: Department Phone: Program Information Name Program Cost 20.54%84,573$ Objective Program Measure: Activity Information Name Activity Cost 8.26%34,005$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Amanda DeGan 817-430-0861 ext. 9 Docketing To set case files for plea entry, prosecutorial appointments, property hearings, and trial settings, based on the initial plea of guilty or not guilty as entered by a defendant. Plea Docket To comply with legal mandates to provide defendants with the ability to enter a plea of guilty, not guilty or nolo contendere (no contest) to their pending charges in open court. Under Development Martha Solis & Sharon Wilson, Deputy Court Clerks Set cases for plea docket and processing case files as needed based on the type of plea entered by the defendant; Notify attorney representatives of initial hearings for defendants who have retained counsel. None Docketing is an integral componenet to the overall case processing function and allows the defendant to initiate the steps necessary to contest or dispose of their citaition(s) as afforded by law. None 5/19/10 Municipal Court 5 Municipal Court Department Director: Department Phone: Program Information Name Program Cost 20.54%84,573$ Objective Program Measure: Activity Information Name Activity Cost 7.47%30,754$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Amanda DeGan 817-430-0861 ext. 9 Docketing To set case files for plea entry, prosecutorial appointments, property hearings, and trial settings, based on the initial plea of guilty or not guilty entered by a defendant. None Pre-Trial Docket To provide defendants with the opportunity to speak with the prosecutor and file any necessary motions prior to trial dates. Under Development Sharon Wilson, Deputy Court Clerk Coordinate activities of the prosecutor and defendants to schedule pre-trial dates; Process prosecutorial motions for Judge's review; Accept motions and related case documents prior to trial for witness subpoena and discovery requests. None In an effort to efficiently manage the case dockets, an interim step - the pre-trial docket - was instituted to allow defendants to pre-screen their cases with the prosecutor before a jury panel and the officers are summoned to court. 5/19/10 Municipal Court 6 Municipal Court Department Director: Department Phone: Program Information Name Program Cost 20.54%84,573$ Objective Program Measure: Activity Information Name Activity Cost 4.81%19,814$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Amanda DeGan 817-430-0861 ext. 9 Docketing To set case files for plea entry, prosecutorial appointments, property hearings, and trial settings, based on the initial plea of guilty or not guilty entered by a defendant. None Trial Docket To provide trial settings which are guaranteed through the Sixth Amendment to the United States Constitution. Under Development Amanda DeGan, Municipal Court Director Schedule hearing dates; Notify defendants, attorneys and officers of pending cases; Process subpoena requests and produce documents for inspection as needed; Process final judgments for each case and deliver appeals to the county court as needed. None Plea dockets serve the vital function of assisting the defendant in pursuing their Constitutional right to confront their accuser in court and present the facts of their case to either a Judge or to a jury of their peers to decide guilt or innocence. 5/19/10 Municipal Court 7 Municipal Court Department Director: Department Phone: Program Information Name Program Cost 28.71%118,190$ Objective Program Measure: Activity Information Name Activity Cost 3.18%13,112$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Issuance of probable cause affidavits for the Judge to review; Written complaint generation; Review of case files to protect defendants right of protection from unlawful arrest according to the Fourth Amendment; Omni holds are placed on driver license renewals to increase compliance. Field & Office Service None None To review of the case file to make the proper determination of the need to issue an alias arrest warrant or capias pro fine warrant. Warrant and Jail Services 817-430-0861 ext. 9 Issue arrest warrants, track defendants through the citation information to initiate case closure, perform field arrests, and work with surrounding municipalities to process those defendants arrested for Westlake offenses. Amanda DeGan, Municipal Court Director Issuance Function Amanda DeGan Under Development 5/19/10 Municipal Court 8 Municipal Court Department Director: Department Phone: Program Information Name Program Cost 28.71%118,190$ Objective Program Measure: Activity Information Name Activity Cost 18.08%74,420$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Provide the defendant with the ability to handle the monetary portion of their judgment through the payment of the fines prior to arrest, posting of a cash bond to secure a court hearing or to spend a determined amount of time incarcerated in the jail facility to discharge the corresponding fees and fine amounts. None None Contact defendants via phone/mail to initiate case closure opportunities; Serve warrants in the field through arrest and incarceration; Transport prisoners to the jail facility; Process indigency affidavits for judicial review. Jail Processing & Police Detention Services Troy Crow, Town Marshal Field and Office Arrests Issue arrest warrants, track defendants through the citation information to initiate case closure, perform field arrests, and work with surrounding municipalities to process those defendants arrested for Westlake offenses. Amanda DeGan 817-430-0861 ext. 9 Warrant and Jail Services Under Development 5/19/10 Municipal Court 9 Municipal Court Department Director: Department Phone: Program Information Name Program Cost 28.71%118,190$ Objective Program Measure: Activity Information Name Activity Cost 7.45%30,659$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Police Enforcement and Field & Office Service To provide an arrest which is handled according to the applicable laws and allows for a defendant's request to post a cash bond, obtain time served jail credit, plead not guilty and facilitate indigeny requests to discharge fine amounts. Jail processing involves the booking procedures at the arresting agency and is governed by federal and state law or judicial mandates to fairly and lawfully handle the defendant during custody. Procedures are specific to the arresting and incarcerating agency. None Search and custody procedures are handled as directed by the jail facility; Time served requests are presented to the Judge for final approval and judgment Troy Crow, Town Marshal Issue arrest warrants, track defendants through the citation information to initiate case closure, perform field arrests, and work with surrounding municipalities to process those defendants arrested for Westlake offenses. Amanda DeGan 817-430-0861 ext. 9 Warrant and Jail Services Jail Processing Under Development 5/19/10 Municipal Court 10 Municipal Court Department Director: Department Phone: Program Information Name Program Cost 5.74%23,653$ Objective Program Measure: Activity Information Name Activity Cost 0.91%3,728$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Provide for case submission on a timely basis to transfer electronic information to an outside collection agency for additional opportunities to resolve pending cases and facilitate additional closures. Review of sufficiently aged cases for the electronic transfer of the files to the collection agency; Electronic transfer of the information; Removal of affected cases to a pending status for the collection agency; Proper marking of files and assessment of collection fees. This activity augments the in-house efforts of the Marshal's office to bring about final resolution to outstanding case files. None Amanda DeGan, Municipal Court Director None Case Submission Under Development Amanda DeGan Transfer of the aged arrest warrants and delinquent citations to a third party for additional efforts to resolve the pending cases. 817-430-0861 ext. 9 Collection Services 5/19/10 Municipal Court 11 Municipal Court Department Director: Department Phone: Program Information Name Program Cost 5.74%23,653$ Objective Program Measure: Activity Information Name Activity Cost 3.76%15,491$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development None Case location and receipt generation for payments; Processing of deposit for Finance department transactions; Warrant recall from dispatch. The activity works as it provides additional collection services for the financial aspect of Class C misdemeanors. To accurately apply third party payments to the outstanding cases and recall the arrest notices from the TCIC/NCIC database, through the dispatch office, to cancel warrant notification. Sharon Wilson, Deputy Court Clerk Contract Management and Monthly Reporting Financial Processing Under Development Amanda DeGan Transfer of the aged arrest warrants and delinquent citations to a third party for additional efforts to resolve the pending cases. 817-430-0861 ext. 9 Collection Services 5/19/10 Municipal Court 12 Municipal Court Department Director: Department Phone: Program Information Name Program Cost 5.74%23,653$ Objective Program Measure: Activity Information Name Activity Cost 1.08%4,434$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development None Contract review and discussions with vendors; Billing examination for errors and final payments. Contract management is necessary to ensure the Town is receiving the appropriate and affordable services through periodic comparison of multiple agencies who perform third party collections. To date, this is our third collection provider company. Failure to monitor this activity will result in error prone billing documents and contract percentages which may result in unnecessary payments, that were either not collected from the defendant during the payment process or were not due to the collection agency. To oversee and manage the third party contract as it relates to our outside vendor for collection services. Amanda DeGan, Municipal Court Director and Sharon Wilson, Deputy Court Clerk Financial Processing Contract Management Under Development Amanda DeGan Transfer of the aged arrest warrants and delinquent citations to a third party for additional efforts to resolve the pending cases. 817-430-0861 ext. 9 Collection Services 5/19/10 Municipal Court 13 Municipal Court Department Director: Department Phone: Program Information Name Program Cost 15.36%63,247$ Objective Program Measure: Activity Information Name Activity Cost 3.78%15,565$ Objective History Changes Core Services Related Activities All municipal court activities. Activity Leader Brad Bradley, Municipal Judge & Amanda DeGan, Municipal Court Director Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development The judicial functions and administration of court procedures are directed by the Municipal Court Judge through the Court Administrator. Case review and judgment duties are the sole responsibility of the Judge. Staff prepares documents for judicial review and signature prior to final disposition. In addition, the Judge is responsible for record management duties which may be delegated to the clerk. Signature of final judgment and motions; Issuance of standing orders for Staff direction; Overview of policy and procedures within the Court office; Archival of case files and review of destruction activities. None To review and enter judgments on cases pending before the Municipal Court in an efficienct and impratial manner. To allow defendants and court patrons to settle or direct their cases through the judicial process. Case Review and Archival Under Development Amanda DeGan 817-430-0861 ext. 9 Judiciary & Administration 5/19/10 Municipal Court 14 Municipal Court Department Director: Department Phone: Program Information Name Program Cost 15.36%63,247$ Objective Program Measure: Activity Information Name Activity Cost 5.37%22,100$ Objective History Changes None Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Amanda DeGan, Municipal Court Director Staff direction is the responsibility of the Municipal Court Director who works in tandem with the Judge to ensure the daily operations are consistent with legal requirements and customary procedures. Staff direction also includes working with the prosecutor. Oversight of staff efforts; Monitoring of processes to remain compliant with changes in the law and as it applies to court costs assessed by the department; Annual performance reviews; Hiring and firing of staff as necessary; Scheduling of court dockets; Work with prosecutor to obtain complaints, and process the pre-trial and trial dockets. Provide staff with the leadership and management functions necessary to maintain daily operational efficiency at a high level while providing accurate customer service duties. All municipal court activities. To allow defendants and court patrons to settle or direct their cases through the judicial process. Staff Management Under Development Amanda DeGan 817-430-0861 ext. 9 Judiciary & Administration 5/19/10 Municipal Court 15 Municipal Court Department Director: Department Phone: Program Information Name Program Cost 15.36%63,247$ Objective Program Measure: Activity Information Name Activity Cost 4.26%17,546$ Objective History Changes None Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Amanda DeGan, Municipal Court Director Legislative updates occur on a biennial basis, which are then implemented in the Court office for the following fiscal or calendar year. Many times, these updates or new laws require modifications to the existing court costs and routinely affect court operations. Attend legislative update sessions through the Texas Municipal Courts Education Center to increase compliance and understanding of new procedures; Town Marshal to attend warrant officer and other legally mandated training for TCLEOSE certification; Implement changes in court costs, forms, procedures or defendant notification as needed. To remain current on all legal updates and implement these in an effective manner. Citation Management & Staff Management To allow defendants and court patrons to settle or direct their cases through the judicial process. Legislative & Legal Compliance Under Development Amanda DeGan 817-430-0861 ext. 9 Judiciary & Administration 5/19/10 Municipal Court 16 Municipal Court Department Director: Department Phone: Program Information Name Program Cost 15.36%63,247$ Objective Program Measure: Activity Information Name Activity Cost 1.95%8,036$ Objective History Changes None Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Amanda DeGan 817-430-0861 ext. 9 Judiciary & Administration Prepare statistical reports for the state, police department, Town Manager and Council - either as needed or on a monthly basis; Preparation of financial reports and monitoring of revenue collections; Budget preparation on an annual basis, to include revenue forecasting and expenditure review. Legislative & Legal Compliance Amanda DeGan, Municipal Court Director To allow defendants and court patrons to settle or direct their cases through the judicial process. Prepare timely reports to all necessary state agencies and the Town Manager. The Court is mandated through legislative directive to provide statistical data to the Office of Court Administration on a monthly basis. Monthly Reporting, Financial Oversight & Budgeting Under Development 5/19/10 Municipal Court 17 Municipal Court Department Director: Department Phone: Program Information Name Program Cost 7.12%29,323$ Objective Program Measure: Activity Information Name Activity Cost 7.12%29,323$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Support the Town Manager/Chief Executive Officer with the completion of special project requests, and policy research. Under Development Amanda DeGan 817-430-0861 ext. 9 Academic Governance Amanda DeGan, Municipal Court and Special Projects Director None Policy research and preparation for the Board of Trustees relative to the governance and programs of Westlake Academy as directed by the CEO; Strategic Plan co-ordination with staff; Board presentations as needed; Participation in the Westlake Academy Leadership Team and Campus Leadership Team; Parent meeting attendance. Academic Administration Westlake Academy To compliment and support the efforts of the Chief Executive Officer and the Senior Management Team of Westlake Academy. The duties contained in this program have developed as the school has reached the full K- 12 spectrum of educational courses and school leadership was returned to the Town Manager/CEO. 5/19/10 Municipal Court 18 Municipal Court Department Director: Department Phone: Program Information Name Program Cost 2.97%12,218$ Objective Program Measure: Activity Information Name Activity Cost 2.97%12,218$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development None None To compliment and support the efforts of the Town Manager and the Leadership Team of the Town of Westlake. Amanda DeGan, Municipal Court and Special Projects Director Municipal Administration Strategic Plan coordination with staff; Board presentations on an as needed basis; Special projects as directed by the Town Manager; Assistance for fellow department head's in policy preparation. 817-430-0861 ext. 9 Amanda DeGan Support the Town Manager/Chief Executive Officer with the completion of special project requests, and policy research Municipal Governance Town of Westlake Under Development 5/19/10 Municipal Court 19 This page is intentionally blank General Fund Public Works Department 16 Jarrod Greenwood Activity Budget Percent ROW Management 1 Drainage 55,750 30.40% 2 Line Locates 2,475 1.35% 3 Duct Bank Management 4,950 2.70% 4 Open Space Services 76,425 41.67% $ 139,600 76.12% Transportation Services 1 Sign and Signal Maintenance 5,655 3.08% 2 Pavement & Shoulder Maintenance 23,275 12.69% 3 Street Reconstruction 6,620 3.61% $ 35,550 19.38% Municipal Governance 1 Town Council Meetings/Workshops 7,425 4.05% $ 7,425 4.05% Citizen Engagement and Communication 1 Neighborhood Gatherings and Outreach 825 0.45% $ 825 0.45% 183,399$ 100% Program Department Director: Department Phone:817-490-5717 5/19/10 GF Public Works 1 Public Works Department Director: Department Phone: Program Information Name Program Cost 76.12%139,600$ Objective Program Measure Activity Information Name Activity Cost 30.40%55,750$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Jarrod Greenwood 817-490- 5717 Under Development Street Reconstruction and Pavement/Shoulder Maintenance Preserve, protect, or acquire rights-of-way and corridors in order to implement coordinated land use and transportation planning, to provide for future planned growth, to protect public utility infrastructure, and to ensure that the transportation system is adequate to meet future needs. Protect, to the greatest extent practicable, life, property and the environment from loss, injury and damage by pollution, erosion, flooding, and other potential hazards, whether from natural causes or from human activity. ROW Management Drainage The Town's drainage system has remained largely in a natural state with minimum maintenance. Drainage ditches and culverts have been encouraged and are the predominant method of storm water drainage in the Town. Jarrod Greenwood, Public Works Director None Meet with citizens regarding drainage problems and take appropriate corrective actions. Since a majority of Westlake's drainage system are ditches, they must be re- graded and cleaned to remove silt that has accumulated over time with some needing to be re-graded due to erosion. 5/19/10 GF Public Works 2 Public Works Department Director: Department Phone: Program Information Name Program Cost 76.12%139,600$ Objective Program Measure Activity Information Name Activity Cost 1.35%2,475$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Jarrod Greenwood 817-490- 5717 ROW Management Preserve, protect, or acquire rights-of-way and corridors in order to implement coordinated land use and transportation planning, to provide for future planned growth, to protect public utility infrastructure, and to ensure that the transportation system is adequate to meet future needs. To protect water, sewer, and telecommunication DuctBank lines within the Town's ROW. Line Locates Water/Sewer maintenance and repairs, DuctBank Management, Drainage Under Development Municipal utilities are frequently damaged by contractors working within the ROW. To help prevent damage to underground lines, the State of Texas enacted the "Texas One Call" law that requires any person digging to call and request lines to be located. Westlake is one of a few municipalities that are a member of the "Texas One Call" line locate system, which means the Town is notified of every line locate request. This reduces the likelihood that the Town's underground lines will be damaged. Jarrod Greenwood, Public Works Director None Once a caller has called the "Texas One Call" number, the request Is forwarded to the Town. State Law requires us to respond within 48 hours, unless it is an emergency in which case we have 2 hours to respond. The Town must also call to request line locates for any maintenance or repair work on the water, sewer, storm, and ductbank lines. Staff must mark line location with paint or flags and meet with contractors regarding construction projects and the potential impacts to the utility lines and to ensure their protection. 5/19/10 GF Public Works 3 Public Works Department Director: Department Phone: Program Information Name Program Cost 76.12%139,600$ Objective Program Measure Activity Information Name Activity Cost 2.70%4,950$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Duct Bank Management Under Development Jarrod Greenwood 817-490- 5717 ROW Management Preserve, protect, or acquire rights-of-way and corridors in order to implement coordinated land use and transportation planning, to provide for future planned growth, to protect public utility infrastructure, and to ensure that the transportation system is adequate to meet future needs. Provide telecommunication providers with public infrastructure with the right-of-way in order to protect the integrity and aesthetical value of public and private property. Jarrod Greenwood, Public Works Director The Town of Westlake began installing the DuctBank in 2001 and continues to require the installation and extension as a function of future development. The DuctBank provides the citizens of Westlake the comfort of knowing their property will not be damaged when a telecom provider needs to repair a line. The DuctBank also ensures that telecommunication lines are concentrated to one section of ROW, thus minimizing accidental cuts by contractors and reducing disruption to citizens. None Meet with telecommunication providers to permit access; Locate/mark Town owned utility lines; Repair and maintain DuctBank infrastructure; Monitor excavation work encroaching DuctBank lines Line Locates, Water/Sewer maintenance and repairs, Drainage 5/19/10 GF Public Works 4 Public Works Department Director: Department Phone: Program Information Name Program Cost 76.12%139,600$ Objective Program Measure Activity Information Name Activity Cost 41.67%76,425$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Jarrod Greenwood, Public Works Director Preserve, protect, or acquire rights-of-way and corridors in order to implement coordinated land use and transportation planning, to provide for future planned growth, to protect public utility infrastructure, and to ensure that the transportation system is adequate to meet future needs. Maintain ROW landscape in a an aesthetically pleasing manner that prevents a hazard to private property, traffic, or public utilities. As the Town has increased the number of residential subdivisions, this has resulted in an increase in the amount of landscaped area within the ROW. The largest percentage of costs is attributed to irrigation of medians and ROW. None ROW landscape irrigation; removal of trees and/or limbs that limit line of sight view for motorist, obscuring traffic enforcement and warning signs, and create a hazard to large vehicles. Removal of trees that fall and obstruct traffic. Open Space Services Park Maintenance - Open Space Services, Sign and Signal Maintenance, Traffic Enforcement, Municipal Court Services Under Development Jarrod Greenwood 817-490- 5717 ROW Management 5/19/10 GF Public Works 5 Public Works Department Director: Department Phone: Program Information Name Program Cost 19.38%35,550$ Objective Program Measure Activity Information Name Activity Cost 3.08%5,655$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Jarrod Greenwood, Public Works Director Request and meet with TxDOT about re-striping, sign, and signal maintenance of state owned equipment within Westlake. Respond to complaints from motorists regarding damaged or obscured traffic control signs. Respond to request from law enforcement official and residents for additional striping, and traffic control/warning signs. Install, repair, and maintain traffic control signs, signals, and pavement markings. Park Maintenance - Open Space Services, Traffic enforcement and Municipal Court While the number of miles of public street has not increased in Westlake in over a decade, the amount of traffic has due to the addition of Chrysler Financial, Fidelity Investments, Glenwyck, Vaquero, and Westlake Academy. The increased traffic flow has resulted in an increased number of signs damaged by motorists. A traffic study conducted in 2008 showed the number of vehicles travelling on Dove Road to be approximately 3,600 per day and on Ottinger road to be approximately 1,700 per day. None Sign and Signal maintenance Guide, warn, and regulate the flow of traffic, including motor vehicles, bicycles, pedestrians, equestrians, and other travelers. Jarrod Greenwood Plan, manage and oversee the delivery of a safe, efficient and integrated transportation system that supports sustainable economic, social and environmental outcomes. 817-490-5717 Transportation Services Under Development 5/19/10 GF Public Works 6 Public Works Department Director: Department Phone: Program Information Name Program Cost 19.38%35,550$ Objective Program Measure Activity Information Name Activity Cost 12.69%23,275$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Jarrod Greenwood, Public Works Director Conduct pavement condition survey and rate streets based on amount of deterioration; Patch potholes; Reshape and regrade shoulder; Repair/fill pavement edges; Crack seal; Conduct traffic study and provide reports to law enforcement and municipal court services. Traffic enforcement and Municipal Court Services While the number of miles of public street has not increased in Westlake in over a decade, the amount of traffic has due to the addition of Chrysler Financial, Fidelity Investments, Glenwyck, Vaquero, and Westlake Academy. The increased traffic flow has resulted in an increased number of signs damaged by motorists. A traffic study conducted in 2008 showed the number of vehicles travelling on Dove Road to be approximately 3,600 per day and on Ottinger road to be approximately 1,700 per day. None Provide a safe roadway surface, preserve the Town's capital investments in the pavement and to maintain a riding quality satisfactory to the traveling public. Pavement and Shoulder Maintenance Under Development Jarrod Greenwood Plan, manage and oversee the delivery of a safe, efficient and integrated transportation system that supports sustainable economic, social and environmental outcomes. 817-490-5717 Transportation Services 5/19/10 GF Public Works 7 Public Works Department Director: Department Phone: Program Information Name Program Cost 19.38%35,550$ Objective Program Measure Activity Information Name Activity Cost 3.61%6,620$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Jarrod Greenwood, Public Works Director Develop Capital Improvement plan for street reconstruction based on pavement condition survey; Obtain engineering services to design street reconstruction projects; solicit bids and obtain contractor for reconstruction; Provide project management and construction inspection of reconstruction work. Meet with residents and adjacent property owners regarding project progress or concerns. Water/Sewer Maintenance, Drainage, Line locate While the number of miles of public street has not increased in Westlake in over a decade, the amount of traffic has due to the addition of Chrysler Financial, Fidelity Investments, Glenwyck, Vaquero, and Westlake Academy. The increased traffic flow has resulted in an increased number of signs damaged by motorists. A traffic study conducted in 2008 showed the number of vehicles travelling on Dove Road to be approximately 3,600 per day and on Ottinger road to be approximately 1,700 per day. None To replace the existing dilapidated roadway, increase the capacity of the current facility, reduce accidents, reduce congestion as the area grows, and where pit is possible to accommodate pedestrians and bicycles. Street Reconstruction Under Development Jarrod Greenwood Plan, manage and oversee the delivery of a safe, efficient and integrated transportation system that supports sustainable economic, social and environmental outcomes. 817-490-5717 Transportation Services 5/19/10 GF Public Works 8 Public Works Department Director: Department Phone: Program Information Name Program Cost 4.05%7,425$ Objective Program Measure Activity Information Name Activity Cost 4.05%7,425$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Jarrod Greenwood 817-490-5717 Municipal Governance To provide executive level support to the Town Council on governance issues as it pertains to ordinances, resolutions and policy decisions specific to the Public Works Department. Town Council Meetings/Workshops Under Development Jarrod Greenwood, Public Works Director Introduce ordinances, resolutions, and policies or issues, transacting Town business in an publicly open forum, and provide an opportunity for the public to address Town Council members. The Town's residential population has grown from approximately 200 to 800 in the span of 10 years. With this growth, there has been an increased demand for municipal services which requires more workshop items, policies, ordinances, and contracts to support the requested services resulting in an increased number of agenda items brought before the Town Council. None Attend regularly scheduled workshops, planning retreats and Council meetings. Consistent review of existing policies, ordinances and resolutions for necessary amendments/updates. Prepare agenda memos, handouts, and presentations for workshops and meetings for Council consideration. 5/19/10 GF Public Works 9 Public Works Department Director: Department Phone: Program Information Name Program Cost 0.45%825$ Objective Program Measure Activity Information Name Activity Cost 0.45%825$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Jarrod Greenwood 817-490-5717 Citizen Engagement & Communication Enhance and expand public information training, educational and outreach programs to engage efforts of various organizations and community members to improve Westlake’s neighborhoods. Promote citizen participation and involvement. Utilize technology to effectively communicate with public and for timely dissemination of information. Neighborhood Gatherings & Outreach None Prepare literature for informational folder distributed at neighborhood meetings. Speak with citizens at neighborhood meetings about their concerns or questions related to Public Works operations and determine what level of assistance is needed to provide a resolution. Jarrod Greenwood, Public Works Director Under Development Conduct neighborhood meetings to provide an informal environment for residents to gather and discuss issues pertaining to their specific neighborhood, local government activities and Westlake Academy. For the current year, meetings have been held in each of the following neighborhood locations, Glenwyck Farms, Vaquero, and Stagecoach Hills. Subsequent gatherings are planned in the future which are non-neighborhood specific and broadly based to promote the inclusion of all of our residents. 5/19/10 GF Public Works 10 Facilities/Maintenance Department 17 Activity Budget Percent Academic Administration 1 Support Services $ 15,345 4.56% 2 Life Safety 18,588 5.53% 3 Facilities Maintenance 237,253 70.56% $ 271,185 80.65% Municipal Administration 1 Life Safety $ 3,924 1.17% 2 Facilities Maintenance 22,184 6.60% 3 Open Space Services 13,321 3.96% 4 Support Services 16,007 4.76% $ 55,437 16.49% Academic Governance 1 Board of Trustee Meetings/Workshops $ 4,067 1.21% $ 4,067 1.21% Municipal Governance 1 Town Council Meetings/Workshops $ 5,546 1.65% $ 5,546 1.65% 336,235$ 100.00% Troy J. Meyer 817-490-5735 Program Department Director Department Phone 5/19/10 Facilities/Maintenance 1 Facilities Maintenance Department Director: Department Phone: Program Information Name Program Cost 80.65%271,185$ Objective Program Measure Activity Information Name Activity Cost 4.56%15,345$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Troy J. Meyer 817-490- 5735 Academic Administration To provide planning, construction and high quality educational facilities for the Westlake community in order to have safe, properly maintained buildings and grounds. Under Development Troy J. Meyer, Facilities Director Process invoices, purchase and secure supplies, attend Board meetings and present presentations when necessary. Serve as staff liaison for the HOC and work with staff/students on projects. Secure bids for remodeling projects and prepare bid packets. Assist with long term facility planning and CIP review. Municipal Facility Maintenance Support Services To conduct routine maintenance at Westlake Academy in order to provide the community, students, and staff with clean, safe, and high quality educational facilities. The 23 acre campus was completed in 2003, and opened with the operational capacity to serve grades 1st-6th. In August of 2009, the school finalized their expansion to become a K-12 facility with a total enrollment of approximately 480 students. The addition of the 8,400 sq. ft. - Sam & Margaret Lee Arts and Sciences Center also occurred at the beginning of the 2009/2010 school year. None 5/19/10 Facilities/Maintenance 2 Facilities Maintenance Department Director: Department Phone: Program Information Name Program Cost 80.65%271,185$ Objective Program Measure Activity Information Name Activity Cost 5.53%18,588$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development The 23 acre campus was completed in 2003, and opened with the operational capacity to serve grades 1st-6th. In August of 2009, the school finalized their expansion to become a K-12 facility with a total enrollment of approximately 480 students. The addition of the 8,400 sq. ft. - Sam & Margaret Lee Arts and Sciences Center also occurred at the beginning of the 2009/2010 school year. Troy J. Meyer 817-490- 5735 Academic Administration To provide planning, construction and high quality educational facilities for the Westlake community in order to have safe, properly maintained buildings and grounds. Under Development Life Safety None Daily security monitor, quartly HVAC PM, security equipment PM,water treatment, elevator PM, Fire system testing, assist with fire drill and weather events Support Services Troy J. Meyer, Facilities Director To conduct routine maintenance at the Academy, which is required by state law in order to provide the community, staff members and students with safe high quality educational facilities. 5/19/10 Facilities/Maintenance 3 Facilities Maintenance Department Director: Department Phone: Program Information Name Program Cost 80.65%271,185$ Objective Program Measure Activity Information Name Activity Cost 70.56%237,253$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Troy J. Meyer, Facilities Director Service include; all indoor & outdoor repairs and maintenance, pest control, quartly HVAC PM,lighting PM, HVAC control system PM, refinishing gym floor, cleaning and landscaping services, roof repairs, parking lot repairs, playground equipment checks. Support Services Facilities Maintenance To conduct routine maintenance at the Academy to extend the life of the facilities and maximize the usage and operational days for the Town owned asset. The 23 acre campus was completed in 2003, and opened with the operational capacity to serve grades 1st-6th. In August of 2009, the school finalized their expansion to become a K-12 facility with a total enrollment of approximately 480 students. The addition of the 8,400 sq. ft. - Sam & Margaret Lee Arts and Sciences Center also occurred at the beginning of the 2009/2010 school year. None Troy J. Meyer 817-490- 5735 Academic Administration To provide planning, construction and high quality educational facilities for the Westlake community in order to have safe, properly maintained buildings and grounds. Under Development 5/19/10 Facilities/Maintenance 4 Facilities/Maintenance Department Director: Department Phone: Program Information Name Program Cost 16.49%55,437$ Objective Program Measure Activity Information Name Activity Cost 1.17%3,924$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development None Troy J. Meyer, Facilities Director Services include, security system maintenance and bid processing for upgrades in both the Town and Court offices. Contact person for weather events and contract manager for the leased space. Facilities Maintenance To conduct routine maintenance at the fire station in order to provide the community and staff with operational facilities to address their emergency service needs as well as serve as liaison with Maguire Partners for leased office space for non-emergency provision staff members. The court operations staff were the first members to relocate from the Academy campus back to the Solana Business Complex in 2006. The remaining Town staff moved back to Solana in 2007. We now occupy 6,000 sq. ft of leased space on a five- year contract. The temporary fire station received a new trailer unit in December, 2006, which increased the size of the living quarters to handle the staff. To provide management and facility coordination for all leased office space for both non-emergency and emergency personnel for the Westlake community. Life Safety Under Development Municipal Administration Troy J. Meyer 817-490- 5735 5/19/10 Facilities/Maintenance 5 Facilities/Maintenance Department Director: Department Phone: Program Information Name Program Cost 16.49%55,437$ Objective Program Measure Activity Information Name Activity Cost 6.60%22,184$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development None Troy J. Meyer, Facilities Director Services include, audio visual maintenance in the Council chambers and coordination with the leasing company for repairs; Maintenance of the parking area, fire station bays, and sewer system at the fire station. Pest control duties - on an as needed basis and coordination of interior improvements to the leased space. Life Safety To conduct routine maintenance at the fire station in order to provide the community and staff with operational facilities to address their emergency service needs as well as serve as liaison with Maguire Partners for leased office space for non-emergency provision staff members. The court operations staff were the first members to relocate from the Academy campus back to the Solana Business Complex in 2006. The remaining Town staff moved back to Solana in 2007. We now occupy 6,000 sq. ft of leased space on a five- year contract. The temporary fire station received a new trailer unit in December, 2006, which increased the size of the living quarters to handle the staff. To provide management and facility coordination for all leased office space for both non-emergency and emergency personnel for the Westlake community. Facilities Maintenance Under Development Municipal Administration Troy J. Meyer 817-490- 5735 5/19/10 Facilities/Maintenance 6 Facilities/Maintenance Department Director: Department Phone: Program Information Name Program Cost 16.49%55,437$ Objective Program Measure Activity Information Name Activity Cost 3.96%13,321$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development This item will be moved from the Facility budget line items to Parks & Recreation, in FY 2011. Troy J. Meyer, Facilities Director Service includes; mowing, tree purring of medians and road ways, irrigation system. Code enforcement and support of neighborhood integrity and standards. To oversee the mowing services and tree removal/pruning needs of the community as it relates to safety issues and median maintenance. Manage the irrigation systems to reduce water waste; Support our development standards and promote aesthetic appeal in accordance with the strategic planning directives. As the Town has taken over responsibility for median maintenance and items related to Westlake Academy, the services contained in this program have expanded accordingly. To provide management and facility coordination for all leased office space for both non-emergency and emergency personnel for the Westlake community. Open Space Services Under Development Municipal Administration Troy J. Meyer 817-490- 5735 5/19/10 Facilities/Maintenance 7 Facilities Department Director: Department Phone: Program Information Name Program Cost 16.49%55,437$ Objective Program Measure Activity Information Name Activity Cost 4.76%16,007$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development None Troy J. Meyer, Facilities Director Participate in long term facility planning. Oversight of departmental administration and pperations; Town/Department policy and procedure oversight and compliance; Budget preparation and expenditure responsibilities; Program activity oversight, such as remodeling projects and processing bid packets; Staff development duties shared between the department heads. Accounts payable and budgeting functions. To provide administrative support to the Town and residents as it relates to the efficient use of our financial resources for facilities and contract management. The Town of Westlake hired the first Facilities Director in 2004 who began developing the Facilities and Recreation Department. A full-time Technician was hired in 2007, as a position that is on a job-sharing arrangement with the Public Works department. A full-time administrative assistant was also hired in 2009 with the same job-sharing arrangement between Facilities Maintenance, Planning & Development and HR. To provide management and facility coordination for all leased office space for both non-emergency and emergency personnel for the Westlake community. Support Services Under Development Municipal Administration Troy J. Meyer 817-490- 5735 5/19/10 Facilities/Maintenance 8 Facilities Maintenance Department Director: Department Phone: Program Information Name Program Cost 1.21%4,067$ Objective Program Measure Activity Information Name Activity Cost 1.21%4,067$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development None Troy J. Meyer, Facilities Director Attend regularly scheduled workshops, planning retreats and Board meetings. Consistent review of existing policies, and resolutions for necessary amendments/updates. Prepare agenda memos, handouts, and presentations for workshops and meetings for Board consideration. Facilities Maintenance Introduce resolutions, and policies or issues, transacting Academy business in a publicly open forum, and provide an opportunity for the public to address Board members. The creation of Westlake Academy brought additional service provision levels for a start-up charter school which occupied Town owned facilities. As well as, the expansion of the school to a fully functional K-12 facility as well as a campus with expansion needs related to new buildings, parking, etc. has necessitated an increase in duties and policies requiring Board review. To provide executive level support to the Board of Trustees on governance issues as it pertains to resolutions and policy decisions specific to Facilities Maintenance and Westlake Academy. Board of Trustee Meetings/Workshops Under Development Troy J. Meyer 817-490- 5735 Academic Governance 5/19/10 Facilities/Maintenance 9 Facilities/Maintenance Department Director: Department Phone: Program Information Name Program Cost 1.65%5,546$ Objective Program Measure Activity Information Name Activity Cost 1.65%5,546$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Troy J. Meyer 817-490- 5735 Municipal Governance To provide executive level support to the Town Council on governance issues as it pertains to ordinances, resolutions and policy decisions specific to Facilities Maintenance and Town owned facilities. Town Council Meetings/Presentations Introduce ordinances, resolutions, and policies or issues, transacting Town business in a publicly open forum, and provide an opportunity for the public to address Council members. The Town's residential population has grown from approximately 200 to 800 in the span of 10 years. With this growth, there has been an increased demand for municipal services which has required additional workshop items, policies, ordinances, and contracts to support the requested services resulting in an increased number of agenda items brought before the Town Council. None Under Development Troy J. Meyer, Facilities Director Attend regularly scheduled workshops, planning retreats and Council meetings. Provide consistent review of existing policies, and resolutions for necessary amendments/updates. Prepare agenda memos, handouts, and presentations to be given at workshops and meetings for Council consideration. Facilities Maintenance 5/19/10 Facilities/Maintenance 10 Finance Department 18 Activity Budget Percent Financial Management - Municipal 1 Municipal Annual Budget 18,591 12.96% 2 Capital Improvement Plan (CIP) 2,924 2.04% $ 21,515 15.00% Utility Billing 1 Utility Billing and Processing 1,545 1.08% $ 1,545 1.08% Accounting Services - Municipal 1 Accounts Payable 10,385 7.24% 2 Accounts Receivable 5,111 3.56% 3 Payroll 6,497 4.53% 4 Financial Reporting 27,080 18.88% 5 Cash & Investment Management 2,754 1.92% $ 51,828 36.13% Accounting Services - Academic 1 Accounts Payable 3,830 2.67% 2 Accounts Receivable 2,742 1.91% 3 Payroll 1,805 1.26% 4 Financial Reporting 19,475 13.58% 5 Cash & Investment Management 1,007 0.70% 6 Academic Annual Budget 20,178 14.07% $ 49,037 34.19% Accounting Services - Foundation 1 Accounts Payable 2,789 1.94% 2 Accounts Receivable 2,390 1.67% 3 Payroll 1,157 0.81% 4 Financial Reporting 5,026 3.50% $ 11,362 7.92% Municipal Governance 1 Town Council Meetings/Workshops 5,792 4.04% $ 5,792 4.04% Academic Governance 1 Board of Trustees Meetings/Workshops 2,357 1.64% $ 2,357 1.64% 143,436$ 100% Program Department Director Department Phone Debbie Piper 817-490-5712 5/19/10 Finance 1 Finance Department Director: Department Phone: Program Information Name Program Cost 15.00%21,515$ Objective Program Measure Under Development Activity Information Name Activity Cost 12.96%18,591$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Estimated Under Development Under Development Debbie Piper 817-490-5712 Financial Management - Municipal To coordinate town wide development and provide ongoing oversight of the operating budget on behalf of the Town Manager and staff. In addition, to assist the Council with the Town's budget public input efforts, prepare the Five-Year Financial Plan for all funds, and assist the Council/stakeholders with their budget review requests. To provide accurate analysis, support documentation, and interim reports relative to departmental budgets to the leadership team and Council. The Town budget has evolved over the past several years and is now being submitted for the Government Finance Officer's Association's "Distinguished Budget Presentation Awards Program". The Town's first award was for the Budget beginning October 1, 2007 and has been received in all subsequent years. None Prepare proposed and approved budget documents; Draft policy budget; Create the Five-Year Financial Forecast in conjunction with the Town Manager; Revenue and expenditure forecasting. Debbie Piper, Finance Director and Jaymi Ford, Finance Assistant Municipal Governance Prepare a balanced operating and capital budget that effectively addressed the Council's broad goals, citizen's priorities, and complies with all applicable federal, state and local requirements. To provide an annual budget, Capital Improvements Program and analysis of financial and performance information to Town departments, management and Council so informed decisions may be made. Municipal Annual Budget 5/19/10 Finance 2 Finance Department Director: Department Phone: Program Information Name Program Cost 15.00%21,515$ Objective Program Measure Under Development Activity Information Name Activity Cost 2.04%2,924$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Debbie Piper 817-490-5712 Financial Management - Municipal Prepare a balanced operating and capital budget that effectively addressed the Council's broad Goals, citizen's priorities, and complies with all applicable federal, state and local requirements. To provide an annual budget, Capital Improvements Program and analysis of financial and performance information to Town departments , management and Council so informed decisions may be made. Debbie Piper, Finance Director and Jaymi Ford, Finance Assistant To provide accurate analysis and documentation of CIP to Town departments, management and Council to facilitate the decision making process. The Capital Improvements Program Plan is a planning document that assists management with the proper allocation of resources to sustain the infrastructure necessary for the safety, well being and recreational use of the citizens of Westlake. The Plan is reviewed on an annual basis to assist in the prioritization and adoption of the Capital Budget by the Town Council. The Town Manager makes a recommendation to the Town Council based upon staff proposals. None Work with staff on CIP recommendations to determine the necessity of each project and the long term impact to both our finances and infrastructure. Incorporate the proposed projects into the CIP document and prepare for Council review. Annual Budget preparation and Municipal Governance activities Capital Improvement Program (CIP) 5/19/10 Finance 3 Finance Department Director: Department Phone: Program Information Name Program Cost 1.08%1,545$ Objective Program Measure Under Development Activity Information Name Activity Cost 1.08%1,545$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Utility Billing To provide for the accurate and timely billing of the Town's water, sewer, and solid waste services. The program assists customers in establishing and disconnecting utility services, by responding to customer inquiries and disputes. Debbie Piper 817-490-5712 Utility Billing and Processing Sherry Whigham, Finance Clerk None Open/close accounts; Maintenance of Utility STW computer billing module; Review the meter reading report for accuracy and subsequent uploading of the information to the billing system; Process billing, prepare and receipt payments; Handle customer concerns regarding billing/payment; Prepare and submit quarterly impact fees reports to the City of Fort Worth. To effectively and efficiently process the related billing activities for water, sewer, and solid waste usage to increase our ability to provide high quality customer service. The Town contracted with Aquasource in 2001 to process our water and wastewater billing responsibilities. The contract was terminated in 2004 when the Town purchased meter reading and utility billing software and started to provide delivery of utility billing in-house in order to provide customers with a more responsive and efficient service. The Town began billing for Solid Waster services in August 2008, in accordance with our franchise agreement, at the request of Allied Waste. Utility customers have increased from 325 in FY 2006 to an estimated 475 in FY 2010. Accounts Payable/Receivable for the Utility Fund 5/19/10 Finance 4 Finance Department Director: Department Phone: Program Information Name Program Cost 36.13%51,828$ Objective Program Measure Under Development Activity Information Name Activity Cost 7.24%10,385$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Debbie Piper 817-490-5712 Accounting Services - Municipal Develop and provide administrative and accounting policies and procedures for organizational use in order to ensure the integrity of the Town's accounting system and provide financial, management, and accounting support to our stakeholder base. To provide accurate payment processing services to promote timely vendor payments for goods and services and foster good working relationships with our partners. During the beginning years of the Town's government structure, the Town Secretary processed all payments and deposits. In 2001, an Accounts Payable/Receivable/HR person was hired who utilized the same accounting system, QuickBooks. As Town services increased, a decision was made to increase our oversight of financial matters and hire a dedicated Finance Director to create a finance department to provide these services. Accounts Payable Sherry Whigham, Finance Clerk STW software system was implemented for financial tracking and reporting use in Oct, 2003. Review of department payment transactions for compliance with Town policy and procedures; Scheduling of payments for check generation; Maintenance of payment and other accounting transactions; Preparation and filing of year-end tax information returns. Support Services to the necessary departments 5/19/10 Finance 5 Finance Department Director: Department Phone: Program Information Name Program Cost 36.13%51,828$ Objective Program Measure Under Development Activity Information Name Activity Cost 3.56%5,111$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Debbie Piper 817-490-5712 Accounting Services - Municipal Develop and provide administrative and accounting policies and procedures for organizational use in order to ensure the integrity of the Town's accounting system and provide financial, management, and accounting support to our stakeholder base. To process and deposit all payments, including , licenses and permits, sales tax, municipal court revenue, etc. in a timely and accurate manner. During the beginning years of the Town's government structure, the Town Secretary processed all payments and deposits. In 2001, an Accounts Payable/Receivable/HR person was hired who utilized the same accounting system, QuickBooks. As Town services increased, a decision was made to increase our oversight of financial matters and hire a dedicated Finance Director to create a finance department to provide these services. Accounts Receivable Sherry Whigham, Finance Clerk Implementation of internal processing system to process checks for immediate deposit into the Town's bank account. Review deposit bags from each department for accuracy; Notify the appropriate department head of errors; Prepare deposit slips and remote process for immediate credit to bank; Input and verify all receipts in accounting system. Support Services to the necessary departments 5/19/10 Finance 6 Finance Department Director: Department Phone: Program Information Name Program Cost 36.13%51,828$ Objective Program Measure Under Development Activity Information Name Activity Cost 4.53%6,497$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Schedule, review, and generate the Town's bi-weekly payroll; Withhold, remit, and report employment taxes, court-ordered deductions, and other employee deductions to the necessary agencies; Prepare and file biweekly, quarterly, and annual tax information returns (Form 941 and Form W-2); Provide payroll data, database backup and recovery, and support to Town departments and management; Support the budget process through the provision of information to department heads, etc. Budget Preparation Jaymi Ford, Finance Assistant Develop and provide administrative and accounting policies and procedures for organizational use in order to ensure the integrity of the Town's accounting system and provide financial, management, and accounting support to our stakeholder base. To provide timely payroll services for Town departments so that departments pay their employees according to the specified rate structure. Required by federal and state law to maintain reliable auditable records. None Payroll Debbie Piper 817-490-5712 Accounting Services - Municipal 5/19/10 Finance 7 Finance Department Director: Department Phone: Program Information Name Program Cost 36.13%51,828$ Objective Program Measure Under Development Activity Information Name Activity Cost 18.88%27,080$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Debbie Piper 817-490-5712 Accounting Services - Municipal Develop and provide administrative and accounting policies and procedures for organizational use in order to ensure the integrity of the Town's accounting system and provide financial, management, and accounting support to our stakeholder base. Provide internal controls and financial information to Town management and departments so that they may manage their activities and meet their financial reporting needs Financial Reporting Previously, the Town has submitted an annual audit, but the Finance Director included all required elements to submit to the Government Finance Officer's Association the CAFR (Comprehensive Annual Financial Report) to received the Certificate of Excellence in Reporting Award in None Financial reporting and analysis for Town management and departments, including the Comprehensive Annual Financial Report (CAFR); preparation of quarterly financial reports; maintenance of the accounting system and internal controls Support Town management and departments in accessing and interpreting financial data; prepare special reports and analysis Debbie Piper, Finance Director 5/19/10 Finance 8 Finance Department Director: Department Phone: Program Information Name Program Cost 36.13%51,828$ Objective Program Measure Under Development Activity Information Name Activity Cost 1.92%2,754$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development 817-490-5712 Accounting Services - Municipal Debbie Piper Debbie Piper, Finance Director Develop and provide administrative and accounting policies and procedures for organizational use in order to ensure the integrity of the Town's accounting system and provide financial, management, and accounting support to our stakeholder base. Monitor our funds and research alternatives to diversify our investments opportunities; Provide portfolio management services; Oversight of our procedures to ensure compliance with the Public Funds Investment Act and our own internal investment policies. None In previous years, the Town has only invested in TexPool, a local government investment pool. With the decline in interest rates, staff has researched various options and are now purchasing Certificates of Deposits to increase our rate of return. As of May, 2010, the interest received from our depository bank is greater than TexPool; therefore, the majority of the funds have been transferred. None To effectively and efficiently manage the investment of available funds in accordance with the Public Funds Investment Act and the Town's Investment Policy. Cash & Investment Management 5/19/10 Finance 9 Finance Department Director: Department Phone: Program Information Name Program Cost 34.19%49,037$ Objective Program Measure Under Development Activity Information Name Activity Cost 2.67%3,830$ Objective History Changes Core Services Related Services Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Sherry Whigham, Finance Clerk Review of Academy's payment transactions for clerical, coding and accounting accuracy and compliance with our internal policy and procedures; Copy and forward to the Service Center for processing and check generation; Upon receipt of checks, process and mail or forward to appropriate vendor. Preparation and filing of year-end tax information forms. Support Services to the necessary departments None To provide accurate payment processing services to promote timely vendor payments for goods and services and foster good working relationships with our partners. From inception, the Town's staff was anticipated to be utilized for the Academy payroll and financial services. Because of the Town's small staff, we contracted with the Education Service Center, Region XI, to provide a portion of these services. Region XI provides A/P, payroll and accounting services, bank reconciliations, and various required TEA reports. Town staff is responsible for the accuracy of information forwarded to Region XI, internal controls, and the budget and audit process. Debbie Piper 817-490-5712 Accounting Services - Academic To develop and provide administrative and accounting policies and procedures for Academy use. Also, to ensure the integrity of the Academy accounting records and provide financial, management, and accounting services support to the CEO of the Academy. Accounts Payable 5/19/10 Finance 10 Finance Department Director: Department Phone: Program Information Name Program Cost 34.19%49,037$ Objective Program Measure Under Development Activity Information Name Activity Cost 1.91%2,742$ Objective History Changes Core Services Related Services Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Debbie Piper 817-490-5712 Accounting Services - Academic Support Services to the necessary departments Sherry Whigham, Finance Clerk Review deposit bags from the Academy for accuracy, and notify the remitter of any discrepancy; Prepare deposit slips for cash submissions and process checks through remote deposit function for immediate credit to the bank account; Verify "Transaction Submission Report" and file/maintain information for future review or audit purposes. To process and deposit all payments, including, student activity fund receipts, athletic receipts, etc. in a timely and accurate manner. None From inception, the Town's staff was anticipated to be utilized for the Academy payroll and financial services. Because of the Town's small staff, we contracted with the Education Service Center, Region XI, to provide a portion of these services. Region XI provides A/P, payroll and accounting services, bank reconciliations, and various required TEA reports. Town staff is responsible for the accuracy of information forwarded to Region XI, internal controls, and the budget and audit process. Accounts Receivable To develop and provide administrative and accounting policies and procedures for Academy use. Also, to ensure the integrity of the Academy accounting records and provide financial, management, and accounting services support to the CEO of the Academy. 5/19/10 Finance 11 Finance Department Director: Department Phone: Program Information Name Program Cost 34.19%49,037$ Objective Program Measure Under Development Activity Information Name Activity Cost 1.26%1,805$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Debbie Piper 817-490-5712 Accounting Services - Academic Jaymi Ford, Finance Assistant To assist the Education Service Center, Region XI, in providing timely and accurate payroll services for the Academy staff. From inception, the Town's staff was anticipated to be utilized for the Academy payroll and financial services. Because of the Town's small staff, we contracted with the Education Service Center, Region XI, to provide a portion of these services. Region XI provides A/P, payroll and accounting services, bank reconciliations, and various required TEA reports. Town staff is responsible for the accuracy of information forwarded to Region XI, internal controls, and the budget and audit process. None Upload ACH file to the Bank from the Service Center once approved; pay biweekly employment taxes and prepare and file quarterly Form 941. Allocate 941 total between Town and Academy and post proper adjustment to move funds. Budget Preparation and report generation Payroll To develop and provide administrative and accounting policies and procedures for Academy use. Also, to ensure the integrity of the Academy accounting records and provide financial, management, and accounting services support to the CEO of the Academy. 5/19/10 Finance 12 Finance Department Director: Department Phone: Program Information Name Program Cost 34.19%49,037$ Objective Program Measure Under Development Activity Information Name Activity Cost 13.58%19,475$ Objective History Changes Core Services Related Services Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Accounting Services - Academic Debbie Piper, Finance Director Financial reporting and analysis for management and departments, including the Comprehensive Annual Financial Report (CAFR); Preparation of quarterly financial reports; Maintenance of the accounting system and internal controls. Provide internal controls and financial information to the leadership team and staff so they may manage their business and meet their financial reporting needs. The Academy is required by the Texas Education Agency to prepare and submit an annual audit for review. None Support management and Academy personnel in accessing and interpreting financial data; prepare special reports and analysis Financial Reporting Debbie Piper To develop and provide administrative and accounting policies and procedures for Academy use. Also, to ensure the integrity of the Academy accounting records and provide financial, management, and accounting services support to the CEO of the Academy. 817-490-5712 5/19/10 Finance 13 Finance Department Director: Department Phone: Program Information Name Program Cost 34.19%49,037$ Objective Program Measure Under Development Activity Information Name Activity Cost 0.70%1,007$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Cash & Investment Management Debbie Piper, Finance Director To develop and provide administrative and accounting policies and procedures for Academy use. Also, to ensure the integrity of the Academy accounting records and provide financial, management, and accounting services support to the CEO of the Academy. Monitor our funds and research alternatives to diversify our investments opportunities; Provide portfolio management services; Oversight of our procedures to ensure compliance with the Public Funds Investment Act and our own internal investment policies. None In previous years, the Town has only invested in TexPool, a local government investment pool. With the decline in interest rates, we have searched out various options and are now purchasing Certificates of Deposits. As of May, 2010, the interest received from our depository bank is greater than TexPool; therefore, the majority of the funds have been transferred. None To effectively and efficiently manage the investment of available funds in accordance with the Public Funds Investment Act and the Town's Investment Policy. Debbie Piper 817-490-5712 Accounting Services - Academic 5/19/10 Finance 14 Finance Department Director: Department Phone: Program Information Name Program Cost 34.19%49,037$ Objective Program Measure Under Development Activity Information Name Activity Cost 14.07%20,178$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Academic Annual Budget Ben Nibarger, Administrative Coordinator/Debbie Piper, Finance Director To develop and provide administrative and accounting policies and procedures for Academy use. Also, to ensure the integrity of the Academy accounting records and provide financial, management, and accounting services support to the CEO of the Academy. Coordinate the development and monitor the operating budget on behalf of the Town Manager/CEO and assist the Board with the Academy's budget public input efforts and other stakeholders with their requests regarding the budget. Also, to provide accurate analysis and documentation of the Academy's annual financial plan to the leadership team to facilitate the decision making process. The Academy's annual budget has evolved over the past several years and was recently submitted for the Government Finance Officer's Association's (GFOA) "Distinguished Budget Presentation Awards Program" and the Association of School Business Officials International (ASBO) "Meritorious Budget Award". The Academy received both of these awards the first time they were submitted for the Budget beginning September 1, 2009. None Prepare and present budget document; Five Year Forecast; Trustee Presentations; Revenue and Expenditure Forecasting; Trustee Budget Q&A Academic Governance Debbie Piper 817-490-5712 Accounting Services - Academic 5/19/10 Finance 15 Finance Department Director: Department Phone: Program Information Name Program Cost 7.92%11,362$ Objective Program Measure Activity Information Name Activity Cost 1.94%2,789$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Sherry Whigham, Finance Clerk Review of payment transactions; Payment of A/P; Maintenance of accounts payable and other accounting transactions; Preparation and filing of year-end tax information returns. Assistance to Board and Foundation Director None Under Development A component of the duties of the Director of Public Relations and Marketing was to serve as tha liaison between the Town and the Foundation. Upon review of the service level needs desired by the Foundation, it was determened the financial processes could augment their fundraising efforts. Debbie Piper Provide payment processing services for Westlake Academy Foundation in order to ensure timely vendor payments for goods and services. Accounts Payable 817-490-5712 To develop and provide administrative and accounting policies and procedures for Foundation use. Also, to ensure the integrity of the Foundation accounting records and provide financial, management, and accounting services support to the Director and Board. Accounting Services - Foundation 5/19/10 Finance 16 Finance Department Director: Department Phone: Program Information Name Program Cost 7.92%11,362$ Objective Program Measure Activity Information Name Activity Cost 1.67%2,390$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Sherry Whigham, Finance Clerk Accounts Receivable Under Development 817-490-5712 Accounting Services - Foundation To develop and provide administrative and accounting policies and procedures for Foundation use. Also, to ensure the integrity of the Foundation accounting records and provide financial, management, and accounting services support to the Director and Board. Process and deposit all payments, such as Blacksmith Apprentice donations, capital campaign donations, etc in a timely and accurate manner. A component of the duties of the Director of Public Relations and Marketing was to serve as tha liaison between the Town and the Foundation. Upon review of the service level needs desired by the Foundation, it was determened the financial processes could augment their fundraising efforts. None Review deposit bags from the Foundation for accuracy and notify the Foundation Director or appropriate staff member of discrepancies; Prepare deposit slips, run checks through remote terminal for immediate credit to bank; Input and verify all receipts in the accounting system. Assistance to Board and Foundation Director Debbie Piper 5/19/10 Finance 17 Finance Department Director: Department Phone: Program Information Name Program Cost 7.92%11,362$ Objective Program Measure Activity Information Name Activity Cost 0.81%1,157$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Payroll Review Academy payroll records and transfer funds from the Foundation's checking account to the Academy's for reimbursement. Under Development Jaymi Ford, Finance Assistant Assistance to Board and Foundation Director None The Director is paid through the Academy's payroll process and the Foundation reimburses the Academy. The payroll function is handled in this manner as there is only one person (at present) who is a paid staff member for the Foundation. Upon review, it was deemed to be more efficient to extend the Academy's resources to the Foundation for payroll activities rather than establish an alternative system for one employee. Debbie Piper The purpose of the Payroll activity is to provide accurate and timely payroll services for the Foundation Director. 817-490-5712 To develop and provide administrative and accounting policies and procedures for Foundation use. Also, to ensure the integrity of the Foundation accounting records and provide financial, management, and accounting services support to the Director and Board. Accounting Services - Foundation 5/19/10 Finance 18 Finance Department Director: Department Phone: Program Information Name Program Cost 7.92%11,362$ Objective Program Measure Activity Information Name Activity Cost 3.50%5,026$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Financial Reporting Financial reporting and analysis for Director/Board, including the annual audit; Preparation of the monthly financials; Reconcilliation of the bank statements and maintenance of the accounting system and internal controls. Under Development Accounting Services - Foundation Debbie Piper, Finance Director Support Director and Board in interpreting financial data and preparing reports. None A component of the duties of the Director of Public Relations and Marketing was to serve as tha liaison between the Town and the Foundation. Upon review of the service level needs desired by the Foundation, it was determened the financial processes could augment their fundraising efforts. Monthly reports are prepared and presented to the Board. With the additional funds of the capital campaign in FY 2007, it was determined an annual audit should be performed. Having these audited financials were thought to be helpful during this process when approaching corporations and writing grants. Debbie Piper To provide internal controls and financial information to the Director and Board so they may manage their business and meet their financial reporting needs 817-490-5712 To develop and provide administrative and accounting policies and procedures for Foundation use. Also, to ensure the integrity of the Foundation accounting records and provide financial, management, and accounting services support to the Director and Board. 5/19/10 Finance 19 Finance Department Director: Department Phone: Program Information Name Program Cost 4.04%5,792$ Objective Program Measure: Activity Information Name Activity Cost 4.04%5,792$ Objective History Changes Core Services Related Services Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Debbie Piper 817-490-5712 Town Council Meetings/Workshops To thoroughly and accurately research policy issues brought before the Town Council. To provide executive level support to the Board of Trustees on governance issues as it pertains to resolutions and policy decisions specific to the Town and/or Finance Department. Under Development Municipal Governance Debbie Piper, Finance Director Attend regularly scheduled workshops, planning retreats and Council meetings; Provide consistent review of existing financial policies, ordinances and resolutions for amendments and updates; Prepare agenda memos, financial reports and electronic presentations for review. Municipal Administration Through the evolution of the town service provision responsibilities, the need for accurate financial reporting, auditing and expanded budget services has also increased. None 5/19/10 Finance 20 Finance Department Director: Department Phone: Program Information Name Program Cost 1.64%2,357$ Objective Program Measure: Activity Information Name Activity Cost 1.64%2,357$ Objective History Changes Core Services Related Services Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Debbie Piper, Finance Director Debbie Piper 817-490-5712 Academic Governance To provide executive level support to the Board of Trustees on governance issues as it pertains to resolutions and policy decisions specific to the Academy and/or Finance Department. Under Development Board of Trustee Meetings/Workshops To thoroughly and accurately research policy issues brought before the Board and present them in a professional manner. With the approval of the Academy's charter, assistance was included from the Town's Finance Department to provide support services relative to accounting and financial analysis to avoid a redundancy in services. As such, the Finance Director regularly provides the Board with the necessary reports, review of financial policies and budget information required to operate the school. None Attend regularly scheduled workshops, planning retreats and Board meetings; Provide consistent review of existing financial policies, and resolutions for amendments and updates; Prepare agenda memos, financial reports and electronic presentations for Board review. Municipal Administration 5/19/10 Finance 21 This page is intentionally blank Parks and Recreation Department 19 Activity Budget Percent Parks and Recreation Maintenance 1 Open Space Services $ 44,329 36.93% 1 Trail Development and Maintenance $ 40,075 33.39% $ 84,404 70.32% Citizen Communication & Engagement 1 Community Services $ 7,570 6.31% $ 7,570 6.31% Academic Administration 1 Academy Partnerships 15,079 12.56% $ 15,079 12.56% Municipal Administration 1 Purchasing 3,185 2.65% 2 Support Services 5,344 4.45% $ 8,529 7.11% Academic Governance 1 Board of Trustee Meetings/Workshops $ 2,218 1.85% $ 2,218 1.85% Municipal Governance 1 Town Council Meetings/Workshops $ 2,218 1.85% $ 2,218 1.85% 120,019$ 100% Program Troy J. Meyer 817-490-5735 Department Director Department Phone 5/19/10 Parks & Recreation 1 Parks and Recreation Department Director: Department Phone: Program Information Name Program Cost 70.32%84,404$ Objective Program Measure Activity Information Name Activity Cost 36.93%44,329$ Objective History Changes Core Services Related Services Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Under Development Troy J. Meyer, Director of Facilities & Recreation To provide planning, construction and preservation services for the community in order to have safe, properly maintained open space areas for families and residents to enjoy outdoor activities. To conduct routine park and open space maintenance duties to provide for the upkeep of existing parks and ensure the maintenance of trail systems within the Town limits. The Town has had the following properties dedicated to them for trail, cemetery, median maintenance, general use and/or a future park location. (1) 13.5 acres of open park space from Glenwyck Farms, (2) 6 acres at 3000 JT Ottinger Road containing a house and property, (3) 7.5 acres of cemetery property from the IOOF Association, (4) 2 acres at Roanoke Road for future park space, (5) Terra Bella trail from developer's agreement, and (6) Dove Road median maintenance (Vaquero developers agreement) None Open Space Services Troy J. Meyer 817-490- 5735 Parks & Recreation Maintenance Mowing and weed trimming; Park inspections; Athletic field maintenance; Arbor Day event preparation; Maintenance of the triangle at Dove Rd./Randol Mill Rd. and at Dove Rd./Precinct Line Rd.; Tree trimming along road ways and at the Parchman house. Open Space Services in the ROW Management program 5/19/10 Parks & Recreation 2 Parks and Recreation Department Director: Department Phone: Program Information Name Program Cost 70.32%84,404$ Objective Program Measure Activity Information Name Activity Cost 33.39%40,075$ Objective History Changes Core Services Related Services Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Under Development Troy J. Meyer, Director of Facilities & Recreation Trail Development & Maintenance To assist developers in incorporating trail systems into their neighborhood and corporate site plans and work to create and maintain a cohesive trail system for residents to enjoy. The Town has had the following properties dedicated to them for trail, cemetery, median maintenance, general use and/or a future park location. (1) 13.5 acres of open park space from Glenwyck Farms, (2) 6 acres at 3000 JT Ottinger Road containing a house and property, (3) 7.5 acres of cemetery property from the IOOF Association, (4) 2 acres at Roanoke Road for future park space, (5) Terra Bella trail from developer's agreement, and (6) Dove Road median maintenance (Vaquero developers agreement) None Review of submitted development plans and oversight of trail master plan; Maintenance of existing trail ways. Troy J. Meyer 817-490- 5735 Parks & Recreation Maintenance To provide planning, construction and preservation services for the community in order to have safe, properly maintained open space areas for families and residents to enjoy outdoor activities. Open Space Services in the ROW Management program 5/19/10 Parks & Recreation 3 Parks and Recreation Department Director: Department Phone: Program Information Name Program Cost 6.31%7,570$ Objective Program Measure Activity Information Name Activity Cost 6.31%7,570$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Troy J. Meyer Director of Facilities & Recreation Open Space Maintenance Maintenance of the tree farm; Oversee the purchase of park benches and trash for open spaces; Plan and coordinate Decoration Day, the Christmas Tree Lighting event and Arbor Day. Also, maintain Tree City designation through the application process and hosting of an official Arbor Day program. Attend neighborhood gatherings to discuss parks/rec and trail issues on an as needed basis. Over the past several years, the Parks & Recreation Department has taken an active role in neighborhood events such as Arbor Days, Decoration Day, the Christmas Tree Lighting event, etc. All with the goal of promoting a cohesive and involved community body. To support our residents and affiliate board members in conducting community wide events. None Troy J. Meyer Citizen Communication & Engagement 817-490- 5735 Community Services To inform our residents of upcoming gatherings and items relative to the Parks & Recreation Department and provide support services for community events. Under Development 5/19/10 Parks & Recreation 4 Parks and Recreation Department Director: Department Phone: Program Information Name Program Cost 12.56%15,079$ Objective Program Measure Activity Information Name Activity Cost 12.56%15,079$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Citizen Communication & Engagement Troy J. Meyer Director of Facilities & Recreation The department began support partnerships between the Town and the Academy in the development of the Bandana Bonanza event, which expanded to include the annual Christmas tree lighting event based on the needs of school activities. None Assisting academy staff, the House of Commons, Westlake Academy Athletic Club, and student organizations with planning events and activity for the community. To provide the necessary support and additional resources to conduct school wide events at the Academy by working in partnership with the Town's available resources and staff. Academy Partnerships Assist the students and staff with planning community events as it relates to the Academy. Troy J. Meyer 817-490-5735 Academic Administration Under Development 5/19/10 Parks & Recreation 5 Parks and Recreation Department Director: Department Phone: Program Information Name Program Cost 7.11%8,529$ Objective Program Measure Activity Information Name Activity Cost 2.65%3,185$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Under Development Troy J. Meyer, Director of Facilities & Recreation Park service; requesting more then one quote for supplies and services, written and posting bids for lager projects and applying for grants. The department head is responsible for make purchases for supplies and creating bid packages for larger projects. All invoice are reviewed and code by the department head. In 2009 a administration assist was hire to be shade by two other department. None Purchasing Research available revenue and cost resources to offset the cost of providing services to our citizen. Municipal Administration Provide outstanding government administrative support services while working within the municipal budget. Troy J. Meyer 817-490- 5735 5/19/10 Parks & Recreation 6 Parks and Recreation Department Director: Department Phone: Program Information Name Program Cost 7.11%8,529$ Objective Program Measure Activity Information Name Activity Cost 4.45%5,344$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Under Development Troy J. Meyer, Director of Facilities & Recreation Participate in long term open space & master trail planning. Oversight of departmental administration and operation functions; Town/Department policy and procedure oversight and compliance; Preparation of the annual budget and administration of the allocated funds; Program activity oversight for projects and assist with staff development. The Town of Westlake hired the first Facilities Director in 2004 who started developing the Facilities and Recreation Departments. A full time Technician was hired in 2007 which is shared with the public works department. None Support Services To respond to all emails, phone calls request in timely manner. Municipal Administration Provide a high level of customer service to our residents and corporate partners. Troy J. Meyer Director of Facilities & Recreation 817-490- 5735 5/19/10 Parks & Recreation 7 Parks and Recreation Department Director: Department Phone: Program Information Name Program Cost 1.85%2,218$ Objective Program Measure Activity Information Name Activity Cost 1.85%2,218$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Troy J. Meyer, Director of Facilities & Recreation Attend regularly scheduled workshops, planning retreats and Board meetings. Provide consistent review of existing policies, and resolutions for necessary amendments/updates. Prepare agenda memos, handouts, and presentations to be given at workshops and meetings for Board consideration. Budget preparation processes and Academic Administration The creation of Westlake Academy brought additional service provision levels for a start-up charter school which occupied Town owned facilities. As well as, the expansion of the school to a fully functional K-12 facility as well as a campus with expansion needs related to new buildings, parking, etc. has necessitated an increase in duties and policies requiring Board review. None Board of Trustees Meetings/Workshops Compile thoroughly researched and accurate documentation for resolutions, ordinances and policy decision which are brought before the Board. Academic Governance To research, prepare, and present items to the Board of Trustees, which require a policy governance decision to assist and direct staff in furthering the mission, vision and values of Westlake Academy. Troy J. Meyer 817-490- 5735 Under Development 5/19/10 Parks & Recreation 8 Parks and Recreation Department Director: Department Phone: Program Information Name Program Cost 1.85%2,218$ Objective Activity Information Name Activity Cost 1.85%2,218$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Budget preparation processes and Municipal Administration Troy J. Meyer Director of Facilities & Recreation None Attend regularly scheduled workshops, planning retreats and Council meetings. Provide consistent review of existing policies, and resolutions for necessary amendments/updates. Prepare agenda memos, handouts, and presentations to be given at workshops and meetings for Council consideration. Compile thoroughly researched and accurate documentation for resolutions, ordinances and policy decision which are brought before the Board. The Town's residential population has grown from approximately 200 to 800 in the span of 10 years. With this growth, there has been an increased demand for municipal services which has required additional workshop items, policies, ordinances, and contracts to support the requested services resulting in an increased number of agenda items brought before the Town Council. To research, prepare, and present items to the Town Council which require a policy governance decision to assist and direct staff in furthering the mission, vision and values of the Town of Westlake. Town Council Meetings/Workshops 817-490- 5735 Municipal Governance Troy J. Meyer 5/19/10 Parks & Recreation 9 This page is intentionally blank Information Technology Department 20 Activity Budget Percent IT Operations 1 Information Technology Support 4,000 9.64% 2 PC Support 4,500 10.84% 3 Enterprise Support Systems 7,000 16.87% 4 Data Center 1,000 2.41% 5 Website Services 2,300 5.54% $ 18,800 45.30% Network Operations 1 WAN Operations 1,500 3.61% 2 Physical & Electronic Network Security 1,700 4.10% $ 3,200 7.71% Westlake Academy 1 Information Technology Support 2,500 6.02% 2 PC Support 250 0.60% 3 Enterprise Support Systems 12,500 30.12% 4 Data Center 750 1.81% 5 Website Services 200 0.48% 6 WAN Operations 1,000 2.41% 7 Physical & Electronic Network Security 2,300 5.54% $ 19,500 46.99% 41,500$ 100% Todd Wood 817-490-5711 Program Department Director Department Phone 5/19/10 Information Technology 1 Information Technology Department Director: Department Phone: Program Information Name Program Cost 45.30%18,800$ Objective Program Measure Activity Information Name Activity Cost 9.64%4,000$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Information Technology Support To manage and operate the Town's central information technology systems and networks for Town Departments to facilitate the sharing of information necessary to perform their daily business operations. Todd Wood 817-490-5711 IT Operations Under Development Todd Wood, Director of HR & Administrative Services To provide network interconnectivity, computer hardware and software support and IT planning for the Department to produce and communicate information. None Continuous Repair/maintain/upgrade computers; Computer hardware and software support; Programming; LAN maintenance; Software licenses and upgrades; IT systems planning, design, development/implementation; phone support. 5/19/10 Information Technology 2 Information Technology Department Director: Department Phone: Program Information Name Program Cost 45.30%18,800$ Objective Program Measure Activity Information Name Activity Cost 10.84%4,500$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development PC Support To manage and operate the Town's central information technology systems and networks for Town Departments to facilitate the sharing of information necessary to perform their daily business operations. Todd Wood 817-490-5711 IT Operations Under Development Todd Wood, Director of HR & Administrative Services To manage applications and related hardware that are specific to a supported department. PC Support provides direct support in regards to applications, operating systems, policies, and hardware that are a part of the client-computing environment. None Server operations support; Technical support for commercially available software; Consulting and purchasing assistance on hardware and software technology Technical assistance to PC users; Repair and installation of PC hardware and software 5/19/10 Information Technology 3 Information Technology Department Director: Department Phone: Program Information Name Program Cost 45.30%18,800$ Objective Program Measure Activity Information Name Activity Cost 16.87%7,000$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development To manage and operate the Town's central information technology systems and networks for Town Departments to facilitate the sharing of information necessary to perform their daily business operations. Todd Wood (817) 490-5711 IT Operations Enterprise Support Systems Under Development Todd Wood, Director of HR & Administrative Services To manage centralized applications residing on server class hardware that impact users across multiple departments. This activity manages enterprise level applications, manages hardware and software support contracts, email service, and facilitates services that impact a large number of users. None Server operations support; Technical support for commercially available software; supports systems used by multiple departments Technical assistance to PC users; Repair and installation of PC hardware and software 5/19/10 Information Technology 4 Information Technology Department Director: Department Phone: Program Information Name Program Cost 45.30%18,800$ Objective Activity Information Name Activity Cost 2.41%1,000$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Todd Wood (817) 490-5711 IT Operations To manage and operate the Town's central information technology systems and networks for Town Departments to facilitate the sharing of information necessary to perform their daily business operations. Data Center To provide a secured environmentally stable facility with reliable power to support all Town Departments. IT staff provides operational support including systems monitoring, network monitoring, problem determination, problem reporting, problem escalation, backup and recovery, and performance tuning. None Monitoring All Systems; Verification of Backup Processes; Data Archival and Recovery; Provide and maintain an environment for the operation of sensitive electronic equipment; Provide rack space, power and network connectivity. Physical and electronic network security, WAN/LAN connectivity Todd Wood, Director of HR & Administrative Services 5/19/10 Information Technology 5 Information Technology Department Director: Department Phone: Program Information Name Program Cost 45.30%18,800$ Objective Activity Information Name Activity Cost 5.54%2,300$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Website Services Todd Wood (817) 490-5711 IT Operations To manage and operate the Town's central information technology systems and networks for Town Departments to facilitate the sharing of information necessary to perform their daily business operations. Server operations support; website information updates; web design, technical support of the Content Management System (CMS) to Town staff Technical assistance to CMS users; Physical and electronic network security, WAN/LAN connectivity Todd Wood, Director of HR & Administrative Services To manage and support applications and related hardware specific to the Town's website and to to provide current information to the public via the world wide web. This activity includes direct support for the Town's website, including ongoing updates of content and information, server support, and backup services. Ongoing 5/19/10 Information Technology 6 Information Technology Department Director: Department Phone: Program Information Name Program Cost 7.71%3,200$ Objective Program Measure Activity Information Name Activity Cost 3.61%1,500$ Objective History Changes Core Services Related Services Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Under Development Todd Wood, Director of HR & Administrative Services Network activity monitoring; Network repair. Physical and electronic network security, LAN connectivity This activity ensures connectivity service between multiple locations using a combination of fiber optics and T1 lines to keep the Town's internet service, telephone systems and two websites operational. Continuous WAN Operations To provide network, monitoring and maintenance for Town staff so they can use their computers and telephones to exchange information. Network Operations To plan, design and implement information technology for Town departments so they can have a reliable technology infrastructure to achieve their business objectives. Todd Wood 817-490-5711 5/19/10 Information Technology 7 Information Technology Department Director: Department Phone: Program Information Name Program Cost 7.71%3,200$ Objective Program Measure Activity Information Name Activity Cost 4.10%1,700$ Objective History Changes Core Services Related Services Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Under Development Todd Wood, Director of HR & Administrative Services Deployment of new security systems; Security on remote access systems; Development of security policy/guidelines; Investigations/incident response; physical protection using video surveillance, locks, and access cards. Network and PC support; WAN/LAN connectivity This activity is guided by various legal directives from both HIPAA and Homeland Security. The support of this activity includes physically securing technology and protection of Town assets. None Physical & Electronic Network Security To mitigate risk of loss of Town IT resources through new system implementations, information security audits, investigations, and development of security guidelines. Network Operations To plan, design and implement information technology for Town departments so they can have a reliable technology infrastructure to achieve their business objectives. Todd Wood 817-490-5711 5/19/10 Information Technology 8 Information Technology Department Director: Department Phone: Program Information Name Program Cost 46.99%19,500$ Objective Program Measure Activity Information Name Activity Cost 6.02%2,500$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Under Development 817-490-5711 Todd Wood To manage and operate the Academy's central information technology systems and networks for all Departments using technology to facilitate the sharing of information which is necessary to perform their daily business operations. Westlake Academy To provide network interconnectivity, computer hardware and software support and IT planning for the Academy to produce and communicate information. Information Technology Support Continuous Repair/maintain/upgrade computers; Computer hardware and software support; Programming; LAN maintenance; Software licenses and upgrades; IT systems planning, design, development/implementation; phone support. Todd Wood, Director of HR & Administrative Services 5/19/10 Information Technology 9 Information Technology Department Director: Department Phone: Program Information Name Program Cost 46.99%19,500$ Objective Program Measure Activity Information Name Activity Cost 0.60%250$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Under Development 817-490-5711 Todd Wood To manage and operate the Academy's central information technology systems and networks for all Departments using technology to facilitate the sharing of information which is necessary to perform their daily business operations. Westlake Academy To manage applications and related hardware that are specific to a supported department. PC Support None PC Support Activity provides direct support in regards to applications, operating systems, policies, and hardware that are a part of the client-computing environment. Technical assistance to PC users; Repair and installation of PC hardware and software Server operations support; Technical support for commercially available software; Consulting and purchasing assistance on hardware and software technology Todd Wood, Director of HR & Administrative Services 5/19/10 Information Technology 10 Information Technology Department Director: Department Phone: Program Information Name Program Cost 46.99%19,500$ Objective Program Measure Activity Information Name Activity Cost 30.12%12,500$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Under Development 817-490-5711 Todd Wood To manage and operate the Academy's central information technology systems and networks for all Departments using technology to facilitate the sharing of information which is necessary to perform their daily business operations. Westlake Academy To manage centralized applications residing on server class hardware that impact users across multiple departments. Enterprise Support Systems None This activity manages enterprise level applications, manages hardware and software support contracts, email service, and facilitates services that impact a large number of users. Technical assistance to PC users; Repair and installation of PC hardware and software Server operations support; Technical support for commercially available software; supports systems used by multiple departments Todd Wood, Director of HR & Administrative Services 5/19/10 Information Technology 11 Information Technology Department Director: Department Phone: Program Information Name Program Cost 46.99%19,500$ Objective Program Measure Activity Information Name Activity Cost 1.81%750$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Under Development 817-490-5711 Todd Wood To manage and operate the Academy's central information technology systems and networks for all Departments using technology to facilitate the sharing of information which is necessary to perform their daily business operations. Westlake Academy To provide a secured environmentally stable facility with reliable power to support all Town Departments and Westlake Academy. Data Center None Staff provides operational support including systems monitoring, network monitoring, problem determination, problem reporting, problem escalation, backup and recovery, and performance tuning. Physical and electronic network security, WAN/LAN connectivity Monitoring All Systems; Verification of Backup Processes; Data Archival and Recovery; Provide and maintain an environment for the operation of sensitive electronic equipment; Provide rack space, power and network connectivity. Todd Wood, Director of HR & Administrative Services 5/19/10 Information Technology 12 Information Technology Department Director: Department Phone: Program Information Name Program Cost 46.99%19,500$ Objective Program Measure Activity Information Name Activity Cost 0.48%200$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Under Development 817-490-5711 Todd Wood To manage and operate the Academy's central information technology systems and networks for all Departments using technology to facilitate the sharing of information which is necessary to perform their daily business operations. Westlake Academy To manage and support applications and related hardware specific to the Academy's website and to to provide current information to the public via the world wide web. Website Services Ongoing This activity includes direct support for the Academy's website, including ongoing updates of content and information, server support, and backup services. Technical assistance to CMS users; Physical and electronic network security, WAN/LAN connectivity Server operations support; website information updates; web design, technical support of the Content Management System (CMS) to Town staff Todd Wood, Director of HR & Administrative Services 5/19/10 Information Technology 13 Information Technology Department Director: Department Phone: Program Information Name Program Cost 46.99%19,500$ Objective Program Measure Activity Information Name Activity Cost 2.41%1,000$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Under Development Continuous 817-490-5711 Westlake Academy To manage and operate the Academy's central information technology systems and networks for all Departments using technology to facilitate the sharing of information which is necessary to perform their daily business operations. Todd Wood WAN Operations The purpose of Wide Area Network (WAN) Operations is to provide network, monitoring and maintenance for Town and Academy staff so they can use their computers and telephones to exchange information. This activity ensures connectivity service between multiple locations using a combination of fiber optics and T1 lines to keep the Town's internet service, telephone systems and two websites operational. Physical and electronic network security, LAN connectivity Todd Wood, Director of HR & Administrative Services Network activity monitoring; Network repair. 5/19/10 Information Technology 14 Information Technology Department Director: Department Phone: Program Information Name Program Cost 46.99%19,500$ Objective Program Measure Activity Information Name Activity Cost 5.54%2,300$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Under Development No Data Todd Wood 817-490-5711 Westlake Academy To manage and operate the Academy's central information technology systems and networks for all Departments using technology to facilitate the sharing of information which is necessary to perform their daily business operations. Physical & Electronic Network Security The purpose of the Security activity is to mitigate risk of loss of Town IT resources through new system implementations, information security audits, investigations, and development of security guidelines. This activity is a core service with legal mandates. The legal mandates are HIPAA and Homeland Security. The support of this activity includes physically securing technology and protection of Town assets. Deployment of new security systems; Security on remote access systems; Development of security policy/guidelines; Investigations/incident response; physical protection using video surveillance, locks, and access cards. Network and PC support; WAN/LAN connectivity Todd Wood, Director of HR & Administrative Services 5/19/10 Information Technology 15 This page is intentionally blank Human Resources & Administrative Services Department 21 Activity Budget Percent Human Resources Administration 1 Administrative Support Services $ 5,489 7.00% 2 Employee Records 1,568 2.00% 3 Payroll 3,137 4.00% $ 10,195 13.00% Total Compensation 1 Compensation and Classification $ 1,568 2.00% 2 Benefits Management $ 1,568 2.00% $ 3,137 4.00% Risk Management 1 Property & Casulty Insurance Management $ 5,231 6.67% 2 Worker's Compensation $ 784 1.00% 3 Loss Prevention $ 588 0.75% $ 6,603 8.42% Employment Services 1 Employment Application Services $ 2,611 0.50% 2 Recruitment and Placement $ 1,176 0.25% 3 Employee Skills Development $ 1,176 0.50% $ 4,964 6.33% Westlake Academy Foundation 1 Fundaising Support $ 392 0.50% 2 Employment services $ 196 0.25% 3 General Administrative Support $ 392 0.50% $ 980 1.25% Westlake Academy 1 Administrative Support Services $ 12,547 16.00% 2 Employee Records $ 6,274 8.00% 3 Payroll $ 6,274 8.00% 4 Compensation and Classification $ 4,705 6.00% 5 Benefits Management $ 6,274 8.00% 6 Property & Casulty Insurance Management $ 2,353 3.00% 7 Worker's Compensation $ 784 1.00% 8 Loss Prevention $ 1,568 2.00% 9 Employment Application Services $ 4,705 6.00% 10 Recruitment and Placement $ 5,489 7.00% 11 Employee Skills Development $ 1,568 2.00% $ 52,542 67.00% 78,421$ 100.00% Todd Wood 817-490-5711 Program Department Director Department Phone 5/19/10 HR & Administrative Services 1 Human Resources & Administrative Services Department Director: Department Phone: Program Information Name Program Cost 13.00%10,195$ Objective Program Measure Activity Information Name Activity Cost 7.00%5,489$ Objective History Changes Core Services Related Services Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Todd Wood, Director of HR & Administrative Services To provide administrative and managerial support to upper management and all departments in order to produce more effective services. Provides administrative, managerial, and legal support to all departments. This activity also includes general employee support, issuance of employment contracts, and updates to the Town's personnel manual. Continual legislative changes and reporting requirements. General administrative, Staff and Council meetings support services; Board and Commission support; Performance measure development; Budget preparation and development; Assistance to legal counsel on various matters; Assistance provided to the Town Manager. None Administrative Support Services To provide HR administrative guidance to Town leaders and elected officials to achieve and maintain best practices, as well as provide various services to our employees. Todd Wood 817-490-5711 Human Resources Administration Under Development 5/19/10 HR & Administrative Services 2 Human Resources & Administrative Services Department Director: Department Phone: Program Information Name Program Cost 13.00%10,195$ Objective Program Measure Activity Information Name Activity Cost 2.00%1,568$ Objective History Changes Core Services Related Services Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development To provide HR administrative guidance to Town leaders and elected officials to achieve and maintain best practices, as well as provide various services to our employees. Todd Wood 817-490-5711 Human Resources Administration Employee Records Under Development Todd Wood, Director of HR & Administrative Services To process and maintain employee data for Town management so that HR transactions are performed appropriately. The Employee Records activity involves the processing of all employment-related forms and documentation, as well as storage and retention of all employeement related records. Sustained annual increase of employees by 5%-10% since 2002. Manages and stores of general employee records, personnel files, benefit enrollment files, litigation documents, immigration documents, payroll/tax documents, and investigation documents on all current and former employees. Payroll, Benefits Management, Recruitment and Placement 5/19/10 HR & Administrative Services 3 Human Resources & Administrative Services Department Director: Department Phone: Program Information Name Program Cost 13.00%10,195$ Objective Program Measure Activity Information Name Activity Cost 4.00%3,137$ Objective History Changes Core Services Related Services Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development To provide HR administrative guidance to Town leaders and elected officials to achieve and maintain best practices, as well as provide various services to our employees. Todd Wood 817-490-5711 Human Resources Administration Payroll Under Development Todd Wood, Director of HR & Administrative Services To provide timely payroll services for all Town departments so that departments pay their employees accurately. The Payroll activity processes all payroll transactions, facilitates tax withholding, tax reports and information returns; funds transfers for direct deposits, retirement plans, and other Town-sponsored benefit programs. Sustained annual increase of employees by 5%-10% since 2002. Schedules, reviews, and runs payrolls; Withholds, remits, and reports employment taxes and other employee deductions; Prepares and files tax returns; Provides payroll data and support to the budget process. Employee Records, Benefits Management 5/19/10 HR & Administrative Services 4 Human Resources & Administrative Services Department Director: Department Phone: Program Information Name Program Cost 4.00%3,137$ Objective Program Measure Activity Information Name Activity Cost 2.00%1,568$ Objective History Changes Core Services Related Services Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Todd Wood, Director of HR & Administrative Services To provide equitable salary structures and classify work to enable Town management to make compensation decisions. The Compensation and Classification activity seeks to attract and retain competent employees through market sensitive pay and benefits and reward employees based on individual and team performances in order to achieve our business goals and to provide quality services to our customers. None Classification Studies; Salary Surveys; Pay Plan Development and Maintenance; Compensation Consulting None Compensation and Classification To provide a market sensitive pay and benefits package for Town management to attract, retain and motivate high-performance based individuals. Todd Wood 817-490-5711 Total Compensation Under Development 5/19/10 HR & Administrative Services 5 Human Resources & Administrative Services Department Director: Department Phone: Program Information Name Program Cost 4.00%3,137$ Objective Program Measure Activity Information Name Activity Cost 2.00%1,568$ Objective History Changes Core Services Related Services Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development To provide a market sensitive pay and benefits package for Town management to attract, retain and motivate high-performance based individuals. Todd Wood 817-490-5711 Total Compensation Benefits Management Under Development Todd Wood, Director of HR & Administrative Services To provide provide competitive benefits to eligible employees at the lowest possible cost. The Benefits Management is responsible for administering a comprehensive, cost- effective benefits program which includes the following: medical, dental, life and long term disability insurance, COBRA, TMRS retirement, employee assistance, Section 125 Plans, and deferred compensation programs. No Data Benefits Design and Administration; Benefits Customer Services; Provider Network Administration Employee Records 5/19/10 HR & Administrative Services 6 Human Resources & Administrative Services Department Director: Department Phone: Program Information Name Program Cost 8.42%6,603$ Objective Program Measure Activity Information Name Activity Cost 6.67%5,231$ Objective History NoChanges Core Services Related Services Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Todd Wood, Director of HR & Administrative Services To provide cost effective, comprehensive coverage to the Town, obtaining the greatest amount of insurance coverage at the lowest possible cost. The Property and Casualty Insurance activity supports business continuity by attempting to mitigate financial losses. This activity assesses the Academy's exposure to risk, identifies and implements risk prevention where appropriate, and procures property and casualty coverage to protect the Town from losses which could significantly affect its ability to fulfill its obligations. Continual legislative changes. Insurance Administration; Insurance Information & Referral, claims processing, Loss Prevention, Administrative Support Services Property & Casualty Insurance Management To provide risk management and insurance services for Town Management to protect the Town assets and minimize liability. Todd Wood 817-490-5711 Risk Management Under Development 5/19/10 HR & Administrative Services 7 Human Resources & Administrative Services Department Director: Department Phone: Program Information Name Program Cost 8.42%6,603$ Objective Program Measure Activity Information Name Activity Cost 1.00%784$ Objective History Changes Core Services Related Services Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Todd Wood, Director of HR & Administrative Services To comply with federal and state laws and regulations; implement accident prevention measures, and process injury claims in accordance with Town Policies and Procedures. The Workers' Compensation Program activity is mandated by the State of Texas. This activity is a combination injury reporting, facilitation of supplemental wage payments, and providing medical care to injured workers, and ensuring best practices for injured employees to return to work. Sustained annual increase of employees by 5%-10% since 2002. Administration of the Worker's Compensation program, Accident Reporting, Claims processing, Employee Return to Work program Benefits Management Worker's Compensation To provide risk management and insurance services for Town Management to protect the Town assets and minimize liability. Todd Wood 817-490-5711 Risk Management Under Development 5/19/10 HR & Administrative Services 8 Human Resources & Administrative Services Department Director: Department Phone: Program Information Name Program Cost 8.42%6,603$ Objective Program Measure Activity Information Name Activity Cost 0.75%588$ Objective History Changes Core Services Related Services Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development To provide risk management and insurance services for Town Management to protect the Town assets and minimize liability. Todd Wood 817-490-5711 Risk Management Loss Prevention Under Development Todd Wood, Director of HR & Administrative Services To identify and implement measures to minimize preventable losses to the Town. The Loss Prevention Activity is comprised of admininistrative actions to minimize liability, create policies and procedures to prevent losses and theft, administer applicable insurance programs, track inventory, and dispose of surplus property according to adopted policies and procedures. None Policy and procedure development, Employee Orientation & Training, Audits, Asset Inventory, surplus Property Liquidation. Insurance Management, Administrative Support Services 5/19/10 HR & Administrative Services 9 Human Resources & Administrative Services Department Director: Department Phone: Program Information Name Program Cost 6.33%4,964$ Objective Program Measure Activity Information Name Activity Cost 0.50%2,611$ Objective History Changes Core Services Related Services Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Todd Wood, Director of HR & Administrative Services To screen applicants through a selection and hiring process in order that Town management may develop a high-quality applicant pool. The Employment Application Services activity is an administrative necessity for maintaining the workforce. This acivity if the foundation of human resources acquisition. Sustained annual increase of employees by 5%-10% since 2002. Job Posting Systems; Employment Advertising; Application Processing; Applicant Information and Referral; Applicant Tracking and Screening Records Management, Recruitment and Placement Employment Application Services To provide employment application and consulting services to Town management in order to recruit and hire a qualified workforce. Todd Wood 817-490-5711 Employment Services Under Development 5/19/10 HR & Administrative Services 10 Human Resources & Administrative Services Department Director: Department Phone: Program Information Name Program Cost 6.33%4,964$ Objective Program Measure Activity Information Name Activity Cost 0.25%1,176$ Objective History Changes Core Services Related Services Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Todd Wood 817-490-5711 Employment Services To provide employment application and consulting services to Town management in order to recruit and hire a qualified workforce. Recruitment and Placement Under Development To provide consulting services to management so they have strategies for recruiting and hiring an effective workforce. The Recruitment and Placements activity includes This activity incorporates includes advertising, applicant screening and testing, interview panel support, and consultation with decision makers. Todd Wood, Director of HR & Administrative Services Sustained annual increase of employees by 5%-10% since 2002. Recruitment Planning; Policy and Procedure Development; Information and Referral; Project Management; Criminal Background Investigations Records Management, Employment Application Services 5/19/10 HR & Administrative Services 11 Human Resources & Administrative Services Department Director: Department Phone: Program Information Name Program Cost 6.33%4,964$ Objective Program Measure Activity Information Name Activity Cost 0.50%1,176$ Objective History Changes Core Services Related Services Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development 817-490-5711 Todd Wood To facilitate training and educational programs to management and employees to improve job skills and maintain regulatory compliance.. To provide employment application and consulting services to Town management in order to recruit and hire a qualified workforce. Employment Services Employee Skills Development Under Development Todd Wood, Director of HR & Administrative Services Records Management New Employee Orientation; Skills Development Training; Regulatory Compliance Training Sustained annual increase of employees by 5%-10% since 2002. The Skills Development activity includes training programs offered by the Human Resources Department to Town employees. New Employee Orientation helps new employees understand the Towns service expectations and their benefits. Other training focuses on specific job skills and regulatory compliance. 5/19/10 HR & Administrative Services 12 Human Resources & Administrative Services Department Director: Department Phone: Program Information Name Program Cost 1.25%980$ Objective Program Measure Activity Information Name Activity Cost 0.50%392$ Objective History Changes Core Services Related Services Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Todd Wood 817-490-5711 Westlake Academy Foundation To provide the Westlake Academy Foundation with a full range of HR & Administrative Support services, including General Human Resources support, Payroll Processing, Risk Management, IT Support, and Benefits Administration in accordance with established goals and objectives. Fundraising Support Provide the Westlake Academy Foundation secure financial transactions, records management, and general support. Under Development Todd Wood, Director of HR & Administrative Services Monthly Processing of electronic donations; Monthly reporting; Records Management Administrative Support Services The Fundraising Support activity performs electronic financial transactions for the Blacksmith Apprentice Program and Capital Campaigns on a monthly basis, as well as monthly reporting and secure records management of pledges and transactions. Continuous 5/19/10 HR & Administrative Services 13 Human Resources & Administrative Services Department Director: Department Phone: Program Information Name Program Cost 1.25%980$ Objective Program Measure Activity Information Name Activity Cost 0.25%196$ Objective History Changes Core Services Related Services Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Todd Wood 817-490-5711 Westlake Academy Foundation To provide the Westlake Academy Foundation with a full range of HR & Administrative Support services, including General Human Resources support, Payroll Processing, Risk Management, IT Support, and Benefits Administration in accordance with established goals and objectives. No Data Employment Services The Employment Services activity provides all Human Resources support, Benefits administration, and payroll processing to the Westlake Academy Foundation's one full- time employee. Under Development Todd Wood, Director of HR & Administrative Services New Employee Orientation, Payroll, Benefits Administration, Risk Management, and General HR services and support. Employee Records, Recruitment, Payroll, Benefits Management The Recruitment and Placements activity includes This activity incorporates includes advertising, applicant screening and testing, interview panel support, and consultation with decision makers. 5/19/10 HR & Administrative Services 14 Human Resources & Administrative Services Department Director: Department Phone: Program Information Name Program Cost 1.25%980$ Objective Program Measure Activity Information Name Activity Cost 0.50%392$ Objective History Changes Core Services Related Services Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Todd Wood 817-490-5711 Westlake Academy Foundation To provide the Westlake Academy Foundation with a full range of HR & Administrative Support services, including General Human Resources support, Payroll Processing, Risk Management, IT Support, and Benefits Administration in accordance with established goals and objectives. No Data General Administrative Support The General Administrative support activity provides Risk Management services, Legal Compliance services, and general support, as requested. Under Development Todd Wood, Director of HR & Administrative Services Risk management, general administrative support. Administrative Support Services The Westlake Academy Foundation has received general administrative support services since 2004. 5/19/10 HR & Administrative Services 15 Human Resources & Administrative Services Department Director: Department Phone: Program Information Name Program Cost 67.00%52,542$ Objective Program Measure Activity Information Name Activity Cost 16.00%12,547$ Objective History Changes Core Services Related Services Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development To provide Westlake Academy with a full range of HR & Administrative Support services, including General Human Resources support, Payroll Processing, Risk Management, IT Support, Recruitment and Placement, Compensation Planning, and Benefits Administration in accordance with established goals and objectives. Administrative Support Services Under Development To allow for administrative and managerial support and all departments in order to produce more effective services. Todd Wood, Director of HR & Administrative Services Continual legislative changes and reporting requirements. General administrative, Staff and Council meetings support services; Board and Commission support; Performance measure development; Budget preparation and development; Assistance to legal counsel on various matters; Assistance provided to the CEO Payroll, Benefits Management, Employee Records The Administrative Support activity provides administrative, managerial, and legal support to all departments. This activity also includes general employee support, issuance of employment contracts, and updates to the WA personnel manual. Todd Wood 817-490-5711 Westlake Academy 5/19/10 HR & Administrative Services 16 Human Resources & Administrative Services Department Director: Department Phone: Program Information Name Program Cost 67.00%52,542$ Objective Program Measure Activity Information Name Activity Cost 8.00%6,274$ Objective History Changes Core Services Related Services Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development To provide Westlake Academy with a full range of HR & Administrative Support services, including General Human Resources support, Payroll Processing, Risk Management, IT Support, Recruitment and Placement, Compensation Planning, and Benefits Administration in accordance with established goals and objectives. Employee Records Under Development To process and maintain employee data for management so that HR transactions are performed appropriately. Todd Wood, Director of HR & Administrative Services Sustained annual increase of employees by 5%-10% since 2002. Manages and stores of general employee records, personnel files, benefit enrollment files, litigation documents, immigration documents, payroll/tax documents, and investigation documents on all current and former employees. Payroll, Benefits Management, Recruitment and Placement The Employee Records activity involves the processing of all employment-related forms and documentation, as well as storage and retention of all employeement related records. Todd Wood 817-490-5711 Westlake Academy 5/19/10 HR & Administrative Services 17 Human Resources & Administrative Services Department Director: Department Phone: Program Information Name Program Cost 67.00%52,542$ Objective Program Measure Activity Information Name Activity Cost 8.00%6,274$ Objective History Changes Core Services Related Services Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development To provide Westlake Academy with a full range of HR & Administrative Support services, including General Human Resources support, Payroll Processing, Risk Management, IT Support, Recruitment and Placement, Compensation Planning, and Benefits Administration in accordance with established goals and objectives. Payroll Under Development To provide timely payroll services for all Academy departments so that departments pay their employees accurately. Todd Wood, Director of HR & Administrative Services Sustained annual increase of employees by 5%-10% since 2002. Schedules, reviews, and runs payrolls; Withholds, remits, and reports employment taxes and other employee deductions; Prepares and files tax returns; Provides payroll data and support to the budget process. Employee Records, Benefits Management The Payroll activity processes all payroll transactions, facilitates tax withholding, tax reports and information returns; funds transfers for direct deposits, retirement plans, and other Academy-sponsored benefit programs. Todd Wood 817-490-5711 Westlake Academy 5/19/10 HR & Administrative Services 18 Human Resources & Administrative Services Department Director: Department Phone: Program Information Name Program Cost 67.00%52,542$ Objective Program Measure Activity Information Name Activity Cost 6.00%4,705$ Objective History Changes Core Services Related Services Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Todd Wood 817-490-5711 Todd Wood, Director of HR & Administrative Services None Classification Studies; Salary Surveys; Pay Plan Development and Maintenance; Compensation Consulting None To provide equitable salary structures and classify work to enable management to make compensation decisions. The Compensation and Classification activity seeks to attract and retain competent employees through market sensitive pay and benefits and reward employees based on individual and team performances in order to achieve our business goals and to provide quality services to our customers. Under Development Compensation and Classification Westlake Academy To provide Westlake Academy with a full range of HR & Administrative Support services, including General Human Resources support, Payroll Processing, Risk Management, IT Support, Recruitment and Placement, Compensation Planning, and Benefits Administration in accordance with established goals and objectives. 5/19/10 HR & Administrative Services 19 Human Resources & Administrative Services Department Director: Department Phone: Program Information Name Program Cost 67.00%52,542$ Objective Program Measure Activity Information Name Activity Cost 8.00%6,274$ Objective History Changes Core Services Related Services Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Todd Wood 817-490-5711 Todd Wood, Director of HR & Administrative Services None Benefits Design and Administration; Benefits Customer Services; Provider Network Administration Employee Records To provide provide competitive benefits to eligible employees at the lowest possible cost. The Benefits Management is responsible for administering a comprehensive, cost- effective benefits program which includes the following: medical, dental, life and long term disability insurance, COBRA, TMRS retirement, employee assistance, Section 125 Plans, and deferred compensation programs. Under Development Benefits Management Westlake Academy To provide Westlake Academy with a full range of HR & Administrative Support services, including General Human Resources support, Payroll Processing, Risk Management, IT Support, Recruitment and Placement, Compensation Planning, and Benefits Administration in accordance with established goals and objectives. 5/19/10 HR & Administrative Services 20 Human Resources & Administrative Services Department Director: Department Phone: Program Information Name Program Cost 67.00%52,542$ Objective Program Measure Activity Information Name Activity Cost 3.00%2,353$ Objective History Changes Core Services Related Services Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Property & Casualty Insurance Management Loss Prevention, Administrative Support Services To provide cost effective, comprehensive coverage to the Academy, obtaining the greatest amount of insurance coverage at the lowest possible cost. The Property and Casualty Insurance activity supports business continuity by attempting to mitigate finincial losses. This activity assesses the Academy's exposure to risk, identifies and implements risk prevention where appropriate, and procures property and casualty coverage to protect the Academy from losses which could significantly affect its ability to fulfill its obligations. To provide Westlake Academy with a full range of HR & Administrative Support services, including General Human Resources support, Payroll Processing, Risk Management, IT Support, Recruitment and Placement, Compensation Planning, and Benefits Administration in accordance with established goals and objectives. 817-490-5711 Westlake Academy Todd Wood Todd Wood, Director of HR & Administrative Services Continual legislative changes. Insurance Administration; Insurance Information & Referral, claims processing, Under Development 5/19/10 HR & Administrative Services 21 Human Resources & Administrative Services Department Director: Department Phone: Program Information Name Program Cost 67.00%52,542$ Objective Program Measure Activity Information Name Activity Cost 1.00%784$ Objective History Changes Core Services Related Services Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Worker's Compensation Benefits Management The Workers' Compensation Program activity provides compliance with federal and state laws and regulations; implements accident prevention measures, and processes injury claims in accordance with established Policies and Procedures. The Workers' Compensation Program activity is mandated by the State of Texas. This activity is a combination injury reporting, facilitation of supplemental wage payments, and providing medical care to injured workers, and ensuring best practices for injured employees to return to work. To provide Westlake Academy with a full range of HR & Administrative Support services, including General Human Resources support, Payroll Processing, Risk Management, IT Support, Recruitment and Placement, Compensation Planning, and Benefits Administration in accordance with established goals and objectives. 817-490-5711 Westlake Academy Todd Wood Todd Wood, Director of HR & Administrative Services Sustained annual increase of employees by 5%-10% since 2002. Administration of the Worker's Compensation program, Accident Reporting, Claims processing, Employee Return to Work program Under Development 5/19/10 HR & Administrative Services 22 Human Resources & Administrative Services Department Director: Department Phone: Program Information Name Program Cost 67.00%52,542$ Objective Program Measure Activity Information Name Activity Cost 2.00%1,568$ Objective History Changes Core Services Related Services Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Loss Prevention Insurance Management, Administrative Support Services To identify and implement measures to minimize preventable losses to the Town. The Loss Prevention Activity is comprised of admininistrative actions to minimize liability, create policies and procedures to prevent losses and theft, administer applicable insurance programs, track inventory, and dispose of surplus property according to adopted policies and procedures. To provide Westlake Academy with a full range of HR & Administrative Support services, including General Human Resources support, Payroll Processing, Risk Management, IT Support, Recruitment and Placement, Compensation Planning, and Benefits Administration in accordance with established goals and objectives. (817) 490-5711 Westlake Academy Todd Wood Todd Wood, Director of HR & Administrative Services None Policy and procedure development, Employee Orientation & Training, Audits, Asset Inventory, surplus Property Liquidation. Under Development 5/19/10 HR & Administrative Services 23 Human Resources & Administrative Services Department Director: Department Phone: Program Information Name Program Cost 67.00%52,542$ Objective Program Measure Activity Information Name Activity Cost 6.00%4,705$ Objective History Changes Core Services Related Services Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Under Development Employment Application Services Todd Wood, Director of HR & Administrative Services Sustained annual increase of employees by 5%-10% since 2002. Job Posting Systems; Employment Advertising; Application Processing; Applicant Information and Referral; Applicant Tracking and Screening Records Management, Recruitment and Placement To provide an applicant selection and hiring process to Academy management to develop a high-quality applicant pool. The Employment Application Services activity is an administrative necessity for maintaining the workforce. This acivity if the foundation of human resources acquisition. Westlake Academy To provide Westlake Academy with a full range of HR & Administrative Support services, including General Human Resources support, Payroll Processing, Risk Management, IT Support, Recruitment and Placement, Compensation Planning, and Benefits Administration in accordance with established goals and objectives. Todd Wood 817-490-5711 5/19/10 HR & Administrative Services 24 Human Resources & Administrative Services Department Director: Department Phone: Program Information Name Program Cost 67.00%52,542$ Objective Program Measure Activity Information Name Activity Cost 7.00%5,489$ Objective History Changes Core Services Related Services Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Under Development Recruitment and Placement Todd Wood, Director of HR & Administrative Services Sustained annual increase of employees by 5%-10% since 2002. Recruitment Planning; Policy and Procedure Development; Information and Referral; Project Management; Criminal Background Investigations Records Management, Employment Application Services To provide consulting services to management so they have strategies for recruiting and hiring an effective workforce. The Recruitment and Placements activity includes advertising, applicant screening and testing, interview panel support, and consultation with decision makers. Westlake Academy To provide Westlake Academy with a full range of HR & Administrative Support services, including General Human Resources support, Payroll Processing, Risk Management, IT Support, Recruitment and Placement, Compensation Planning, and Benefits Administration in accordance with established goals and objectives. Todd Wood 817-490-5711 5/19/10 HR & Administrative Services 25 Human Resources & Administrative Services Department Director: Department Phone: Program Information Name Program Cost 67.00%52,542$ Objective Program Measure Activity Information Name Activity Cost 2.00%1,568$ Objective History Changes Core Services Related Services Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Under Development Employee Skills Development The Skills Development activity includes training programs offered by the Human Resources Department to Academy employees. New Employee Orientation helps new employees understand the Academy's service expectations and their benefits. Other training focuses on specific job skills and regulatory compliance. Sustained annual increase of employees by 5%-10% since 2002. New Employee Orientation; Skills Development Training; Regulatory Compliance Training Records Management Todd Wood, Director of HR & Administrative Services Todd Wood 817-490-5711 Westlake Academy To provide Westlake Academy with a full range of HR & Administrative Support services, including General Human Resources support, Payroll Processing, Risk Management, IT Support, Recruitment and Placement, Compensation Planning, and Benefits Administration in accordance with established goals and objectives. The Skills Development activity provides training and learning programs to management and employees to improve job skills and maintain regulatory compliance.. 5/19/10 HR & Administrative Services 26 Visitors Association Fund Activity Budget Percent Municipal Administration 1 Support Services - Administrative 57,349 13.50% 2 Support Services - Facilities Maintenance 21,574 5.08% 3 Support Services - Human Resources 34,740 8.18% 4 Contract Management 70,036 16.49% 5 Affiliate Board Liaison & Support 20,000 4.71% $ 203,699 47.96% Citizen Communication & Engagement 1 Communication 78,775 18.55% 2 Neighborhood Gatherings & Outreach 3,300 0.78% 3 Community Activities 46,627 10.98% 4 Direction Finders and Other Surveys 9,750 2.30% $ 138,452 32.60% Accounting Services - Municipal 1 Accounts Payable 11,697 2.75% 2 Accounts Receivable 9,846 2.32% 3 Payroll 8,956 2.11% 4 Financial Reporting 20,283 4.78% 5 Cash & Investment Management 4,288 1.01% 6 Budget Program 27,475 6.47% $ 82,545 19.44% 424,696$ 100.00% Tom Brymer 817.490.5720 Program Department Director Department Phone 5/19/10 Visitors Association Fund 1 Visitors Association Fund Department Director: Department Phone: Program Information Name Program Cost 13.50%203,699$ Objective Program Measure Activity Information Name Activity Cost 13.50%57,349$ Objective History Changes Core Services Related Activities Activity Leader Activity Measure FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Support Services -Administrative To use our leadership capacity to foster relationships that work with our corporate partners, and affiliate groups within Westlake to attract tourism to the area. Tom Brymer 817.490-5720 Municipal Administration Under Development Tom Brymer, Town Manager/CEO & Ginger Awtry, Assistant to the Town Manager To utilize the Town Manager's office through interaction with the Marriott Hotel and our affiliate Board's to increase tourism traffic and community events that attract visitors to Westlake. Over the years, Westlake staff have been focused on increasing the number of visitors to Westlake through the promotion of community based events and by extension, to attract individuals to the hotel venue in the Solana Office Complex. Recently, a partnership has been instituted with the Marriott to operate the shuttle service and various other projects designed to raise the number of overnight hotel guests and market Westlake as a viable corporate retreat and relaxation destination. Facilitate ongoing discussions with the leadership and management structure at the Marriott to establish working relationships; Assist affiliate Board's on an as needed basis to host community wide events. 5/19/10 Visitors Association Fund 2 Visitors Association Fund Department Director: Department Phone: Program Information Name Program Cost 13.50%203,699$ Objective Program Measure Activity Information Name Activity Cost 5.08%21,574$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Support Services - Facilities Maintenance To use our leadership capacity to foster relationships that work with our corporate partners, and affiliate groups within Westlake to attract tourism to the area. Tom Brymer 817.490-5720 Municipal Administration Under Development Troy Meyer, Parks and Recreation Director To work with the affiliate Board organizations to promote the community based activities, such as Arbor Days, Decoration Day, etc. Over the years, Westlake staff have been focused on increasing the number of visitors to Westlake through the promotion of community based events and by extension, to attract individuals to the hotel venue in the Solana Office Complex. Recently, an partnership has been instituted with the Marriott to operate the shuttle service and various other projects designed to raise the number of overnight hotel guests and market Westlake as a viable corporate retreat and relaxation destination. Secure and prepare event locations; Interact with Board members and volunteers to coordinate the events; Work with vendors who are operating booth space at Arbor Days, etc.; Assist with arrangement of physical supplies and items needed for activity. 5/19/10 Visitors Association Fund 3 Visitors Association Fund Department Director: Department Phone: Program Information Name Program Cost 13.50%203,699$ Objective Program Measure Activity Information Name Activity Cost 8.18%34,740$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Support Services - Human Resources To use our leadership capacity to foster relationships that work with our corporate partners, and affiliate groups within Westlake to attract tourism to the area. Tom Brymer 817.490-5720 Municipal Administration Under Development Todd Wood, Director of HR & Administrative Services To handle and process human resources based tasks relative to the Visitors Fund. Over the years, Westlake staff have been focused on increasing the number of visitors to Westlake through the promotion of community based events and by extension, to attract individuals to the hotel venue in the Solana Office Complex. Recently, an partnership has been instituted with the Marriott to operate the shuttle service and various other projects designed to raise the number of overnight hotel guests and market Westlake as a viable corporate retreat and relaxation destination. Process payroll for individuals associated with this fund; As HR Director with the operational duties of IT services - responsibilities also include web site maintenance and updates to promote the Town and our services. 5/19/10 Visitors Association Fund 4 Visitors Association Fund Department Director: Department Phone: Program Information Name Program Cost 13.50%203,699$ Objective Program Measure Activity Information Name Activity Cost 16.49%70,036$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Tom Brymer, Town Manager/CEO & Ginger Awtry, Assistant to the Town Manager Under Development To oversee the contracts developed with our corporate partners to ensure our investment is being used to the betterment of the Town. Over the years, Westlake staff have been focused on increasing the number of visitors to Westlake through the promotion of community based events and by extension, to attract individuals to the hotel venue in the Solana Office Complex. Recently, an partnership has been instituted with the Marriott to operate the shuttle service and various other projects designed to raise the number of overnight hotel guests and market Westlake as a viable corporate retreat and relaxation destination. Negotiate and review contractual services for the investment of visitor fund revenue with the Marriott and other like agencies; Establish performance measures and incorporate into contract documents to assist in our evaluation of program success. Tom Brymer 817.490-5720 Municipal Administration To use our leadership capacity to foster relationships that work with our corporate partners, and affiliate groups within Westlake to attract tourism to the area. Contract Management 5/19/10 Visitors Association Fund 5 Visitors Association Fund Department Director: Department Phone: Program Information Name Program Cost 13.50%203,699$ Objective Program Measure Activity Information Name Activity Cost 4.71%20,000$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Tom Brymer 817.490-5720 Municipal Administration To use our leadership capacity to foster relationships that work with our corporate partners, and affiliate groups within Westlake to attract tourism to the area. Affiliate Board Liaison & Support Westlake has a history of hosting locally promoted community events to attract neighboring residents and visitors to our area. This includes events such as Decoration Day, etc. and has been expanded to include the Westlake Academy community thereby increasing the number of visitors to the Town events. None Work with Board Members to further develop ideas and events designed to increase visitors; Provide assistance on an as needed basis to these Council appointed groups. Tom Brymer, Town Manager/CEO Under Development 5/19/10 Visitors Association Fund 6 Visitors Association Fund Department Director: Department Phone: Program Information Name Program Cost 32.60%138,452$ Objective Program Measure Activity Information Name Activity Cost 18.55%78,775$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development To inform and educate the citizens on items of interest within the Town and to promote resident participation in our local government. Tom Brymer 817.490.5720 Citizen Communication & Engagement Todd Wood, Director of HR & Administrative Services To utilize technology and marketing, through the development and maintenance of the website and use of an outside vendor, to increase our exposure to a wide range of visitors about the amenities and activities available within Westlake. None Coordinate departmental review of specific web pages for update and revision; Publish new information as needed; Install updates to the system and maintain the software. Web Site Services and Information Technology Support Communication Under Development 5/19/10 Visitors Association Fund 7 Visitors Association Fund Department Director: Department Phone: Program Information Name Program Cost 32.60%138,452$ Objective Program Measure Activity Information Name Activity Cost 0.78%3,300$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Neighborhood Gatherings & Outreach To inform and educate the citizens on items of interest within the Town and to promote resident participation in our local government. Tom Brymer 817.490.5720 Citizen Communication & Engagement Under Development Ginger Awtry, Assistant to the Town Manager To promote and coordinate neighborhood based and general Town meetings to facilitate discussion with residents. None Arrange for meeting venues and refreshments; Promote the event with residents; Maintain list of attendees and topics discussed. 5/19/10 Visitors Association Fund 8 Visitors Association Fund Department Director: Department Phone: Program Information Name Program Cost 32.60%138,452$ Objective Program Measure Activity Information Name Activity Cost 10.98%46,627$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Community Activities To inform and educate the citizens on items of interest within the Town and to promote resident participation in our local government. Tom Brymer 817.490-5720 Citizen Communication & Engagement Under Development Troy Meyer, Parks and Recreation Director To work with organizations to promote the community based activities, such as the MasterWorks Concert Series, etc. Over the years, Westlake staff have been focused on increasing the number of visitors to Westlake through the promotion of community based events and by extension, to attract individuals to the hotel venue in the Solana Office Complex. None Secure and prepare event locations; Interact with Board members and volunteers to coordinate the events; Work with MasterWorks to host the concert series. Work with Assistant to the Town Manager to facilitate events. 5/19/10 Visitors Association Fund 9 Visitors Association Fund Department Director: Department Phone: Program Information Name Program Cost 32.60%138,452$ Objective Program Measure Activity Information Name Activity Cost 2.30%9,750$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development None Maintain an updated list of residents with correct addresses; Work with the vendor to draft and mail the survey; Present findings and adjust planning priorities according to information and direction from the Council. Tom Brymer, Town Manager/CEO Tom Brymer 817.490.5720 Citizen Communication & Engagement To inform and educate the citizens on items of interest within the Town and to promote resident participation in our local government. Direction Finders and Other Surveys To administer and compile data from a citizen survey for Council use. In 2009, the town staff assisted in the compilation of the Town's first citizen based survey to establish a benchmark of satisfaction levels for municipal services and gather information on matters affecting the residents. Under Development 5/19/10 Visitors Association Fund 10 Visitors Association Fund Department Director: Department Phone: Program Information Name Program Cost 19.44%82,545$ Objective Program Measure Activity Information Name Activity Cost 2.75%11,697$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Under Development Tom Brymer 817.490.5720 To develop and provide administrative and accounting policies and procedures for organization wide use. Also, to ensure the integrity of the Town's accounting system and provide financial, management, and accounting services support to the Town Manager's office for each fund. Accounting Services- Municipal Accounts Payable The revenue associated with the Visitors Fund may be used primarily to enhance and promote tourism and the convention and hotel industry. For smaller cities who meet certain specific conditions established by the legislature, the expenditure categories may be expanded to include additional projects. To provide payment processing services associated with the Visitors Fund in order to ensure timely vendor payments for goods and services. Review of the fund related payment transactions to verify clerical and accounting accuracy as well as adherence to compliance with our policy and procedures; Maintenance of payment and other accounting transactions as well as the vendor taxpayer ID numbers and year-end tax information returns. None Sherry Whigham, Finance Clerk 5/19/10 Visitors Association Fund 11 Visitors Association Fund Department Director: Department Phone: Program Information Name Program Cost 19.44%82,545$ Objective Program Measure Activity Information Name Activity Cost 2.32%9,846$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Under Development Accounting Services- Municipal Tom Brymer 817.490.5720 To develop and provide administrative and accounting policies and procedures for organization wide use. Also, to ensure the integrity of the Town's accounting system and provide financial, management, and accounting services support to the Town Manager's office for each fund. Accounts Receivable The revenue associated with the Visitors Fund may be used primarily to enhance and promote tourism and the convention and hotel industry. For smaller cities who meet certain specific conditions established by the legislature, the expenditure categories may be expanded to include additional projects. Process and deposit payments in an efficient and accurate manner. Review deposit bags from each source (Marriott, Public Arts, Historical Board, Arbor Days, etc.) and verify for accuracy - notify the corresponding group if errors are noted; Prepare deposit slips and process the checks through the remote deposit system for immediate bank credit; Input and verify all receipts in the accounting system. None Sherry Whigham, Finance Clerk Assistance to departments and affiliate groups associated with the Visitors Fund. 5/19/10 Visitors Association Fund 12 Visitors Association Fund Department Director: Department Phone: Program Information Name Program Cost 19.44%82,545$ Objective Program Measure Activity Information Name Activity Cost 2.11%8,956$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Under Development Accounting Services- Municipal Tom Brymer 817.490-5720 To develop and provide administrative and accounting policies and procedures for organization wide use. Also, to ensure the integrity of the Town's accounting system and provide financial, management, and accounting services support to the Town Manager's office for each fund. Payroll Required by federal and state law or court order to maintain reliable auditable records. Produces biweekly payroll (26 times per year). To provide timely and accurate payroll services for individuals who have a portion of their salary allocated to the Visitors Fund due to their specific tasks that are interrelated. Schedules, reviews, and runs payrolls; Withholds, remits, and reports employment taxes, court-ordered deductions, and other employee deductions; Prepares and files biweekly, quarterly, and annual tax information returns (Form 941 and Form W-2); Provides payroll data, database backup and recovery, and support to management; Provides support to the budget process None Jaymi Ford, Finance Assistant 5/19/10 Visitors Association Fund 13 Visitors Association Fund Department Director: Department Phone: Program Information Name Program Cost 19.44%82,545$ Objective Program Measure Activity Information Name Activity Cost 4.78%20,283$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Under Development Tom Brymer Accounting Services- Municipal 817.490.5720 To develop and provide administrative and accounting policies and procedures for organization wide use. Also, to ensure the integrity of the Town's accounting system and provide financial, management, and accounting services support to the Town Manager's office for each fund. Financial Reporting To provide financial information to the public. Also, to provide internal controls and financial information to management and departments so they may manage their business and meet their financial reporting needs None Financial reporting and analysis for management and departments, including the Comprehensive Annual Financial Report (CAFR); preparation of quarterly financial reports; maintenance of the accounting system and internal controls, Support management and personnel in accessing and interpreting financial data; prepare special reports and analysis Debbie Piper, Finance Director 5/19/10 Visitors Association Fund 14 Visitors Association Fund Department Director: Department Phone: Program Information Name Program Cost 19.44%82,545$ Objective Program Measure Activity Information Name Activity Cost 1.01%4,288$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Under Development Tom Brymer Accounting Services- Municipal 817.490.5720 To develop and provide administrative and accounting policies and procedures for organization wide use. Also, to ensure the integrity of the Town's accounting system and provide financial, management, and accounting services support to the Town Manager's office for each fund. Cash & Investment Management To effectively and efficiently manage the investment of available funds in accordance with state law and the Investment policy. Required to comply with the Public Funds Investment Act and Town's Investment Policy. Goals are set to minimize risk while maximizing returns. We utilize the priorities of safety, liquidity and yield, in that order. None Portfolio management; Compliance with Public Funds Investment Act and Town's Investment Policy Debbie Piper, Finance Director 5/19/10 Visitors Association Fund 15 Visitors Association Fund Department Director: Department Phone: Program Information Name Program Cost 19.44%82,545$ Objective Program Measure Activity Information Name Activity Cost 6.47%27,475$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Under Development Tom Brymer 817.490.5720 Accounting Services- Municipal To develop and provide administrative and accounting policies and procedures for organization wide use. Also, to ensure the integrity of the Town's accounting system and provide financial, management, and accounting services support to the Town Manager's office for each fund. Budget Program Coordinate the development and ongoing monitoring of the operating budget relative to the revenue and expenditures in the fund. As well as to provide accurate analysis and documentation of the annual financial plan to departments, management informed decisions may be made. None Proposed and Approved Budget Documents; Draft Policy Budget; Five Year Forecast; Council Presentations; Revenue and Expenditure Forecasting; Council Budget Q&A Debbie Piper, Finance Director 5/19/10 Visitors Association Fund 16 Utility Fund Public Works Activity Budget Percent Water Services 1 Maintenance & Repairs 246,466 11.29% 2 Regulatory Monitoring & Reporting 40,713 1.86% 3 Water Conservation 19,156 0.88% 4 Customer Service 57,469 2.63% 5 Meter Testing & Replacement 69,813 3.20% 6 Wholesale Water Purchases 1,051,600 48.17% 7 Contract Management 154,015 7.05% $ 1,639,233 75.09% Sewer Services 1 Maintenance & Repairs 17,882 0.82% 2 Regulatory Monitoring & Reporting 3,968 0.18% 3 Wastewater Treatment 302,630 13.86% 4 Contract Management 16,841 0.77% $ 341,321 15.63% Solid Waste & Recycling 1 Solid Waste 14,011 0.64% 2 Recycling 14,011 0.64% $ 28,022 1.28% Utility Billing Services 1 Utility Billing 57,419 2.63% $ 57,419 2.63% Municipal Governance 1 Town Council Meetings/Workshops 33,626 1.54% $ 33,626 1.54% Citizen Engagement and Communication 1 Neighborhood Gatherings & Outreach 3,736 0.17% $ 3,736 0.17% Accounting Services - Municipal 1 Accounts Payable 5,091 0.23% 2 Accounts Receivable 5,787 0.27% 3 Payroll 5,668 0.26% 4 Financial Reporting 18,706 0.86% 5 Cash & Investment Management 1,933 0.09% 6 Annual Budget 25,120 1.15% $ 62,305 2.85% Municipal Administration 1 Support Services - Human Resources 17,430 0.80% $ 17,430 0.80% 2,183,092$ 100% Program Jarrod Greenwood 817-490-5717 Department Director Department Phone 5/19/10 Utility Fund Public Works 1 Utility Fund Department Director: Department Phone: Program Information Name Program Cost 75.09%1,639,233$ Objective Program Measure Activity Information Name Activity Cost 11.29%246,466$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Jarrod Greenwood 817-490- 5717 Water Services Deliver safe and reliable potable water to Town customers through the distribution system by providing operation, maintenance, repair, and installation of water infrastructure. Maintenance & Repairs Maintaining and repairing the water distribution system to protect the Town's infrastructure investment, provide Westlake residents and customers water that is safe for consumption, reduce wasted natural resources, and adding value to economic development incentives. None Jarrod Greenwood, Public Works Director Meet with developers and contractors regarding proposed water infrastructure improvements; Inspect water installation and repairs performed by contractors; Repair damaged water mains and equipment; Respond to water main breaks; Restore damaged property related to maintenance operations; Maintain and repair pump station equipment including emergency generators; Maintain SCADA system operations in working order to manage pump station; Flush dead end water lines in accordance with state regulations; Maintain and replace valves; Manage pump station operations to minimize peaks; Inspect and maintain pumps and motors at pump station. Prior to 2000, the Town of Westlake did not provide utility services to residents. However, the construction of residential subdivisions and commercial developments created the need for this type of service provision. The Town contracted with Aquasource in 2001 to provide maintenance. This contract was terminated in 2003 at which time the Town began providing a mix of insourcing-outsurcing of maintenance and continues to be the business model. Under Development 5/19/10 Utility Fund Public Works 2 Utility Fund Department Director: Department Phone: Program Information Name Program Cost 75.09%1,639,233$ Objective Program Measure Activity Information Name Activity Cost 1.86%40,713$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Jarrod Greenwood 817-490- 5717 Water Services Deliver safe and reliable potable water to Town customers through the distribution system by providing operation, maintenance, repair, and installation of water infrastructure. Regulatory Monitoring and Reporting Includes the testing and monitoring of the Towns water quality for bacteria and other disease causing organisms, as well as contaminates like lead and copper, that pose a serious health risk, i.e. birth defects, cancer, death. None Jarrod Greenwood, Public Works Director Take bacteriological samples every month; Check chlorine readings in water system; Conduct all annual and bi-annual water quality testing; Provide water quality reports for residents and customers; Meet with Texas Commission on Environmental Quality to inspect the Town's water system facilities and audit of water system records; Meet with customers regarding water quality complaints and perform additional testing as needed. Prior to 2000, the Town of Westlake did not provide utility services to residents. However, the construction of residential subdivisions and commercial developments created the need to provide water and sewer. The Town contracted with Aquasource from 2001 to 2003 to provide testing and reporting. This contract was terminated in 2003 at which time the Town began conducting all testing and reporting to the state. Under Development 5/19/10 Utility Fund Public Works 3 Utility Fund Department Director: Department Phone: Program Information Name Program Cost 75.09%1,639,233$ Objective Program Measure Activity Information Name Activity Cost 0.88%19,156$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Jarrod Greenwood 817-490- 5717 Water Services Deliver safe and reliable potable water to Town customers through the distribution system by providing operation, maintenance, repair, and installation of water infrastructure. Educate residents, water customers, and general public of the need to conserve water in order to minimize wasted resources and forego costly infrastructure construction and to provide alternative solutions. None Jarrod Greenwood, Public Works Director Develop conservation literature and messages that are included in the Westlake Wire newsletter and water bill inserts for residents and water customers; Assist the Academy with water conservation education by speaking to students, arranging and participating in tours of water and wastewater treatment facilities; Meet with residents/water customers to discuss water conservation tips and alternatives to avoid water waste; Attend water conservation conferences; Alert customers to violations of water restriction/irrigation ordinance; Collect and maintain conservation information and links to web sites on the Town web page. Water conservation encompasses residential, commercial, and municipal water consumption. In 2006, the Board of Aldermen passed a water conservation ordinance that established basic water saving criteria. During the 2008 strategic panning sessions, Council indicated a desire to expand the Town's water conservation efforts in conjunction with other sustainability initiatives. To accomplish this, Town staff has created and developed conservation information for the Westlake Wire newsletter, produced a water conservation video, and assisted the Academy with its education and conservation efforts. Under Development Water Conservation 5/19/10 Utility Fund Public Works 4 Utility Fund Department Director: Department Phone: Program Information Name Program Cost 75.09%1,639,233$ Objective Program Measure Activity Information Name Activity Cost 2.63%57,469$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Jarrod Greenwood 817-490- 5717 Water Services Deliver safe and reliable potable water to Town customers through the distribution system by providing operation, maintenance, repair, and installation of water infrastructure. Customer Service Provide Westlake cutomers with information and/or assistance related to their water service. Prior to 2000, the Town of Westlake did not provide utility services to residents. However, the construction of residential subdivisions and commercial developments created the need for this type of service provision. The Town contracted with Aquasource in 2001 to provide maintenance. This contract was terminated in 2003 at which time the Town began providing a mix of insourcing-outsurcing of maintenance and continues to be the business model. One of the driving factors in determining to terminate the AquaSource contract was the lack of responsive customer service. None Meet with customers to dicuss meter readings/billing questions, water quality issues, and assistance with turning water on or off. Provide water quality information related to the chemistry of Westlake water. Conduct water pressure testing to determine if the water system is providing adequate pressure for customers. Inform customers of meter location and how to read their meter. Meter Testing & Replacement, Utility Billing, Meter Testing & Replacement Jarrod Greenwood, Public Works Director Under Development 5/19/10 Utility Fund Public Works 5 Utility Fund Department Director: Department Phone: Program Information Name Program Cost 75.09%1,639,233$ Objective Program Measure Activity Information Name Activity Cost 3.20%69,813$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Jarrod Greenwood 817-490- 5717 Water Services Deliver safe and reliable potable water to Town customers through the distribution system by providing operation, maintenance, repair, and installation of water infrastructure. Under Development Meter Testing & Replacement To assure customers are provided correct water bills through accurate water meters thereby managing the fiancial stability of the utility fund. Prior to 2000, the Town of Westlake did not provide utility services to residents. However, the construction of residential subdivisions and commercial developments created the need for this type of service provision. The Town contracted with Aquasource in 2001 to provide maintenance. This contract was terminated in 2003 at which time the Town began providing a mix of insourcing-outsurcing of maintenance and continues to be the business model. None Locate inconsistencies in the metering of water and to identify meter accuracy problems resulting from age of meters, and application. Development and implementation of a cost- effective replacement schedule for water meters. Scheduling with third-party meter testing company and water customers to test large meters. Notifying and scheduling meter replacement with residential customers to minimize disruption of service. Customer Service, Utility Billing Jarrod Greenwood, Public Works Director 5/19/10 Utility Fund Public Works 6 Utility Fund Department Director: Department Phone: Program Information Name Program Cost 75.09%1,639,233$ Objective Program Measure Activity Information Name Activity Cost 48.17%1,051,600$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Jarrod Greenwood 817-490- 5717 Water Services Deliver safe and reliable potable water to Town customers through the distribution system by providing operation, maintenance, repair, and installation of water infrastructure. Wholesale Water Purchases Purchase of water from our wholesale provider, the City of Fort Worth, in order to provide the necessary water for Town of Westlake customers. The Town of Westlake purchases 100% of our water from the City of Fort Worth. The cost of water is billed based on the volume of water that flows through a Fort Worth master meter and the rate at which the water flows through the meter. The volume portion of the bill is based on the cost to treat a unit quantity of water ($/1000 gallons) and fluctuates yearly based on the amount of water treated by Fort Worth wholesale customers. Another major portion of the bill is the demand charge, which are designed to allocated the proportionate cost of providing water at peak times. The Town has historically averaged a 22% yearly increase in the volume of water purchased resulting in an average of 10% increase in the total amount paid for water. None Under Development Jarrod Greenwood, Public Works Director Represent the Town on Wholesale Advisory and Rate Committees; Liaison to Fort Worth Water Department; Provide impact fee reports for all new connections; Submit projected water system demands to Fort Worth for long term system planning; Manage peak volumes to maximize efficient water operations; Report water emergencies and water quality issues; Handle wholesale billing issues related to the volume of water purchased and peak charges; Participate in Wholesale Water Rate sub-committee in order to maintain Westlake's interest in reducing the price of water; Provide assistance to Fort Worth for water easements within Westlake. Town staff continues exploring water source options, including groundwater (wells) for irrigation, reclaimed water for irrigation, and a second source from the Upper Trinity Regional Water District. 5/19/10 Utility Fund Public Works 7 Utility Fund Department Director: Department Phone: Program Information Name Program Cost 75.09%1,639,233$ Objective Program Measure Activity Information Name Activity Cost 7.05%154,015$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Jarrod Greenwood, Public Works Director Contract Management Manage Westlake's water services in accordance with the wholesale contract with the City of Fort Worth Prior to 2000, the Town of Westlake did not provide utility services to residents. However, the construction of residential subdivisions and commercial developments created the demand for these services. The Town contracted with the city of Fort Worth to provide wholesale water services in 1999. The contract expires in December 2010. We, the wholesale customers, are currently negotiating a new 20 year contract with Fort Worth. Westlake staff took a leadership role to create and facilitate a contract subcommittee in order to secure an agreement that is in the best interest of Westlake and the other wholesale customer. Westlake is also in contract negotiations with the City of Southlake for a proposed waterline extending through the Town. None Represent the Town on Wholesale Advisory and Rate Committees; Liaison to Fort Worth Water Department; Provide impact fee reports for all new connections; Submit projected water system demands to Fort Worth for long term system planning; Manage peak volumes to maximize efficient water operations; Report water emergencies and water quality issues; Handle wholesale billing issues related to the volume of water purchased and peak charges; Participate in Wholesale Water Rate sub-committee in order to maintain Westlake's interest in reducing the price of water; Provide assistance to Fort Worth for water easements within Westlake. Town staff continues exploring water source options, including groundwater (wells) for irrigation, reclaimed water for irrigation, and a second source from the Upper Trinity Regional Water District. Jarrod Greenwood 817-490- 5717 Water Services Deliver safe and reliable potable water to Town customers through the distribution system by providing operation, maintenance, repair, and installation of water infrastructure. Under Development 5/19/10 Utility Fund Public Works 8 Utility Fund Department Director: Department Phone: Pr Name Program Cost 15.63%341,321$ Objective Program Measure Activity Information Name Activity Cost 0.82%17,882$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Maintenance & Repairs Jarrod Greenwood, Public Works Director To maintain and repair the sewer collection system to maximize the return on our investment to the Town's infrastructure while supporting a sanitary environment for Westlake citizens and customers to reduce the environmental impact on natural resources, and add value to our economic development incentives. Prior to 2000, the Town of Westlake did not provide utility services to residents. However, the construction of residential subdivisions and commercial developments created the need to provide water and sewer. The Town contracted with Aquasource in 2001 to provide maintenance. This contract was terminated in 2003 at which time the Town began providing a mix of insourcing-outsuorcing of maintenance and continues to be the business model. None Meet with developers and contractors regarding proposed sewer infrastructure improvements; Inspect sewer installation and repairs performed by contractors; Repair damaged sewer mains and manholes; Clean and televise mains to ensure integrity of collection system; Respond to sewer overflows by clearing blockages within the sewer lines; Provide clean up response to mitigate contamination from discharged sewer ; Maintain and repair lift stations. Maintain SCADA system operations in working order to manage lift stations. Jarrod Greenwood 817-490- 5717 Sewer Services Under Development Collection of sanitary sewer in order to provide sanitary conditions for residents and customers within the Town through the collection system by providing operation, maintenance, repair, and installation of sewer infrastructure. 5/19/10 Utility Fund Public Works 9 Utility Fund Department Director: Department Phone: Program Information Name Program Cost 15.63%341,321$ Objective Program Measure Activity Information Name Activity Cost 0.18%3,968$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Sewer Maintenance & Repairs Regulatory Monitoring and Reporting Collection of sanitary sewer in order to provide sanitary conditions for residents and customers within the Town through the collection system by providing operation, maintenance, repair, and installation of sewer infrastructure. Under Development Jarrod Greenwood, Public Works Director None File report with Texas Commission on Environmental Quality to notify of an accidental discharge and the preventive maintenance performed of the system; Meet with Texas Commission on Environmental Quality to inspect the Town's sewer system facilities and audit of water system records; Oversee the testing and monitoring of the Towns wastewater effluent quality for chemicals that prevent proper treatment and removal of harmful pathogens. Prior to 2000, the Town of Westlake did not provide utility services to residents. However, the construction of residential subdivisions and commercial developments increased the demand for these services. The Town contracted with Aquasource from 2001 to 2003 to provide testing and reporting. This contract was terminated in 2003 at which time the Town began conducting all testing and reporting to the state. Jarrod Greenwood 817-490- 5717 Sewer Services 5/19/10 Utility Fund Public Works 10 Utility Fund Department Director: Department Phone: Program Information Name Program Cost 75.09%341,321$ Objective Program Measure Activity Information Name Activity Cost 2.63%302,630$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Sewer Services Collection of sanitary sewer in order to provide sanitary conditions for residents and customers within the Town through the collection system by providing operation, maintenance, repair, and installation of sewer infrastructure. Wastewater Treatment Treatment of sanitary sewer in order to protect the environment and health of Westlake and its citizens. Jarrod Greenwood, Public Works Director Jarrod Greenwood 817-490- 5717 Under Development Represent the Town on Denton Creek Regional Wastewater Advisory Committee; Liaison to Trinity River Authority; Submit projected sewer system demands to TRA for long term system planning; Handle wholesale billing issues; Meet with TRA to determine issues causing sewer quality issues; Report sewer emergencies and quality issues to TRA; Manage wholesale billing issues related to the volume of sewer treated. Trinity River Authority treats 100% of Westlake's wastewater. We are billed by the City of Southlake in accordance with a 1999 Inter-Local Agreement for a portion of sanitary sewer that flows through their sewer meter. The Town is currently working with Southlake and TRA to transfer ownership of this section of sewer line. None 5/19/10 Utility Fund Public Works 11 Utility Fund Department Director: Department Phone: Program Information Name Program Cost 15.63%341,321$ Objective Program Measure Activity Information Name Activity Cost 0.77%16,841$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Jarrod Greenwood, Public Works Director Manage Westlake's sewer services in accordance with the wholesale treatment contract with Trinity River Authority Prior to 2000, the Town of Westlake did not provide utility services to residents. However, the construction of residential subdivisions and commercial developments created the need to provide water and sewer. The Town contracted with Trinity River Authority (TRA) to provide sewer treatment services in 2000. This contract continues in full force and effect during the entire useful life of the Denton Creek Regional Wastewater system. The Town is currently working with the City of Southlake to transfer ownership of the jointly owned "N-1" sewer line to TRA. The Town is conducting some mandatory testing to determine the integrity of sewer lines connecting to the N-1 line. None Represent the Town on Denton Creek Regional Wastewater Advisory Committee; Liaison to Trinity River Authority; Submit projected sewer system demands to TRA for long term system planning; Handle wholesale billing issues; Meet with TRA to determine issues causing sewer quality issues; Report sewer emergencies and quality issues to TRA; Manage wholesale billing issues related to the volume of sewer treated. Collection of sanitary sewer in order to provide sanitary conditions for residents and customers within the Town through the collection system by providing operation, maintenance, repair, and installation of sewer infrastructure. Under Development Jarrod Greenwood Sewer Services Contract Management 817-490- 5717 5/19/10 Utility Fund Public Works 12 Utility Fund Department Director: Department Phone: Program Information Name Program Cost 1.28%28,022$ Objective Program Measure Activity Information Name Activity Cost 0.64%14,011$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development To provide residents a means to dispose of household waste. The Town contracted with Allied Waste (formerly Trinity Waste) in 2001 to provide solid waste and recycling services for the Town in 2001. The current contract expires in December 2011 and has a provision for 5 year extensions. The Town and Allied automated solid waste and recycling pick up in 2008 to provide more efficient services for Westlake residents. This resulted in the distribution of 96 gallons trash carts and 65 gallon recycling carts. Jarrod Greenwood, Public Works Director None Schedule dumpsters for Westlake residents to drop off large debris; handle customer complaints related to missed collection or loose debris; provide information about service interruptions due to holidays. Recycling Solid Waste Jarrod Greenwood 817-490- 5717 Solid Waste & Recycling To regulate the storage, collection, processing, recovery and disposal of solid waste and provide recycling services in order to protect the public safety, health and welfare, and to enhance the environment of the citizens of Westlake. Under Development 5/19/10 Utility Fund Public Works 13 Utility Fund Department Director: Department Phone: Program Information Name Program Cost 1.28%28,022$ Objective Program Measure Activity Information Name Activity Cost 0.64%14,011$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development To provide citizens a safe and environmentally sensitive alternative to dispose of household waste. The Town contracted with Allied Waste (formerly Trinity Waste) in 2001 to provide solid waste and recycling services for the Town in 2001. The current contract expires in December 2011 and has a provision for 5 year extensions. The Town and Allied automated solid waste and recycling pick up in 2008 to provide more efficient services for Westlake residents. This resulted in the distribution of 96 gallons trash carts and 65 gallon recycling carts. We have a contract with the City of Fort Worth for the collection of household hazardous materials and conduct one collection day each year at the Academy for Westlake residents Jarrod Greenwood, Public Works Director None Schedule and host hazardous waste collection day at the Academy; handle customer complaints, assist Academy with recycling efforts and education; promote and encourage community recycling efforts. Solid Waste Recycling Jarrod Greenwood 817-490- 5717 Solid Waste & Recycling To regulate the storage, collection, processing, recovery and disposal of solid waste and provide recycling services in order to protect the public safety, health and welfare, and to enhance the environment of the citizens of Westlake. Under Development 5/19/10 Utility Fund Public Works 14 Utility Fund Department Director: Department Phone: Program Information Name Program Cost 2.63%57,419$ Objective Program Measure Under Development Activity Information Name Activity Cost 2.63%57,419$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Jarrod Greenwood 817-490- 5717 Utility Billing Services Finance Department - Utility Billing and Processing Jarrod Greenwood, Public Works Director To provide for the accurate and timely billing of the Town's water, sewer, and solid waste services. The program assists customers in establishing and disconnecting utility services, by responding to customer inquiries and disputes. Ensure the accuracy of water meters to provide accountability of water and legitimacy of billing services The Town's contract with Aquasource in 2001 included utility billing, payment process sing, meter testing and replacement services on an as needed basis. The Town terminated the contract with AquaSource in July 2004 and assumed meter testing, repairs, and replacement concurrent with the acquisition of a utility billing system in order to provide customers with a more responsive and efficient service. None Staff read meters and generate work orders for repair and maintenance of damaged meters; Meters are reread or tested when customers dispute a water bill or if staff feels there is a discrepancy; Staff must repair the electronic transmitters on meters periodically due to damage from contractors and rodents. Utility Billing 5/19/10 Utility Fund Public Works 15 Utility Fund Department Director: Department Phone: Program Information Name Program Cost 1.54%33,626$ Objective Activity Information Name Activity Cost 1.54%33,626$ Objective History Changes Core Services Related Activities Activity Leader Activity Measure FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Introduce ordinances, resolutions, and policies or issues, transacting Town business in an publicly open forum, and provide an opportunity for the public to address Town Council members. Jarrod Greenwood 817-490- 5717 Municipal Governance To provide executive level support to the Town Council on governance issues as it pertains to ordinances, resolutions and policy decisions specific to the Utility Fund. Town Council Meetings/Workshops The Town's residential population has grown from approximately to 200 to 800 in the span of 10 years. With this growth there has been an increased demand for municipal services which requires more workshop items, policies, ordinances, and contracts to support the requested services resulting in an increased number of agenda items brought before the Town Council. None Attend regularly scheduled workshops, planning retreats and Council meetings. Consistent review of existing policies, ordinances and resolutions for necessary amendments/updates. Prepare agenda memos, handouts, and presentations for workshops and meetings for Council consideration. Jarrod Greenwood, Public Works Director 5/19/10 Utility Fund Public Works 16 Utility Fund Department Director: Department Phone: Program Information Name Program Cost 0.17%3,736$ Objective Program Measure Activity Information Name Activity Cost 0.17%3,736$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Jarrod Greenwood 817-490- 5717 Citizen Engagement & Communication Enhance and expand public information training, educational and outreach programs to engage efforts of various organizations and community members to improve Westlake’s neighborhoods. Promote citizen participation and involvement. Utilize technology to effectively communicate with public and for timely dissemination of information. Under Development Jarrod Greenwood, Public Works Director Neighborhood Gatherings & Outreach Conduct neighborhood meetings to provide an informal environment for residents to gather and discuss issues pertaining to their specific neighborhood, local government activities and Westlake Academy. For the current year, meetings have been held in each of the following neighborhood locations, Glenwyck Farms, Vaquero, and Stagecoach Hills. Subsequent gatherings are planned in the future which are non-neighborhood specific and broadly based to promote the inclusion of all of our residents. None Prepare literature for informational folder distributed at neighborhood meetings. Speaking with citizens at neighborhood meetings about their concerns or questions related to Public Works operations and determining what assistance is needed to provide a resolution. 5/19/10 Utility Fund Public Works 17 Utility Fund Department Director: Department Phone: Program Information Name Program Cost 2.85%62,305$ Objective Program Measure Activity Information Name Activity Cost 0.23%5,091$ Objective History Changes Core Services Related Services Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Under Development Accounts Payable Jarrod Greenwood 817-490-5717 Develop and provide administrative and accounting policies and procedures for Town- wide use. Also, to insure the integrity of the Town's accounting system and provide financial, management, and accounting services support to the Town Manager's Office. Accounting Services - Municipal To provide payment processing services associated with the Utility Fund in order to ensure timely vendor payments for goods and services. The revenue associated with the Utility Fund is derived primarily from water and wastewater services. A small percentage is received from tap fees and interest associated with the account. The Duct Bank leasing revenue is also accounted for in the Open/close accounts; Maintenance of Utility STW computer billing module; Review the meter reading report for accuracy and subsequent uploading of the information to the billing system; Process billing, prepare and receipt payments; Handle customer concerns regarding billing/payment; Prepare and submit quarterly impact fees reports to the City of Fort Worth. None Assistance to departments Sherry Whigham, Finance Clerk 5/19/10 Utility Fund Public Works 18 Utility Fund Department Director: Department Phone: Program Information Name Program Cost 2.85%62,305$ Objective Program Measure Activity Information Name Activity Cost 0.27%5,787$ Objective History Changes Core Services Related Services Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Under Development Accounts Receivable Jarrod Greenwood 817-490-5717 Develop and provide administrative and accounting policies and procedures for Town- wide use. Also, to insure the integrity of the Town's accounting system and provide financial, management, and accounting services support to the Town Manager's Office. Accounting Services - Municipal To process and deposit all payments, including utilities, etc. in a timely and accurate manner. The revenue associated with the Utility Fund is derived primarily from water and wastewater services. A small percentage is received from tap fees and interest associated with the account. The Duct Bank leasing revenue is also accounted for in Open/close accounts; Maintenance of Utility STW computer billing module; Review the meter reading report for accuracy and subsequent uploading of the information to the billing system; Process billing, prepare and receipt payments; Handle customer concerns regarding billing/payment; Prepare and submit quarterly impact fees reports to the City of Fort Worth. None Assistance to departments Sherry Whigham, Finance Clerk 5/19/10 Utility Fund Public Works 19 Utility Fund Department Director: Department Phone: Program Information Name Program Cost 2.85%62,305$ Objective Program Measure Activity Information Name Activity Cost 0.26%5,668$ Objective History Changes Core Services Related Services Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Under Development Payroll Jarrod Greenwood 817-490-5717 Purpose is to develop and provide administrative and accounting policies and procedures for Town-wide use. Also, to insure the integrity of the Town's accounting system and provide financial, management, and accounting services support to the Town Manager's Office. Accounting Services - Municipal To provide timely and accurate payroll services for individuals who have a portion of their salary allocated to the Utility Fund due to their specific tasks that are interrelated. Required by federal and state law to maintain reliable auditable records. Schedule, review, and generate the Town's bi-weekly payroll; Withhold, remit, and report employment taxes, court-ordered deductions, and other employee deductions to the necessary agencies; Prepare and file biweekly, quarterly, and annual tax information returns (Form 941 and Form W-2); Provide payroll data, database backup and recovery, and support to Town departments and management; Support the budget process through None Jaymi Ford, Finance Assistant 5/19/10 Utility Fund Public Works 20 Utility Fund Department Director: Department Phone: Program Information Name Program Cost 2.85%62,305$ Objective Program Measure Activity Information Name Activity Cost 0.86%18,706$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Under Development Financial Reporting Jarrod Greenwood 817-490-5717 Purpose is to develop and provide administrative and accounting policies and procedures for Town-wide use. Also, to insure the integrity of the Town's accounting system and provide financial, management, and accounting services support to the Town Manager's Office. Accounting Services - Municipal To provide financial information to the public. Also, to provide internal controls and financial information to management and departments so they may manage their business and meet their financial reporting needs Financial reporting and analysis for Town management and departments, including the Comprehensive Annual Financial Report (CAFR); preparation of quarterly financial reports; maintenance of the accounting system and internal controls None Support Town management and departments in accessing and interpreting financial data; prepare special reports and analysis Debbie Piper, Finance Director 5/19/10 Utility Fund Public Works 21 Utility Fund Department Director: Department Phone: Program Information Name Program Cost 2.85%62,305$ Objective Program Measure Activity Information Name Activity Cost 0.09%1,933$ Objective History Changes Core Services Related Services Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Under Development 817-490-5717 Jarrod Greenwood Accounting Services - Municipal Purpose is to develop and provide administrative and accounting policies and procedures for Town-wide use. Also, to insure the integrity of the Town's accounting system and provide financial, management, and accounting services support to the Town Manager's Office. In previous years, the Town has only invested in TexPool, a local government investment pool. With the decline in interest rates, staff has researched various options and are now purchasing Certificates of Deposits to increase our rate of return. To effectively and efficiently manage the investment of available funds in accordance with the Public Funds Investment Act and the Town's Investment Policy. Cash & Investment Management None Debbie Piper, Finance Director Portfolio management; Compliance with Public Funds Investment Act and Town's investment policy 5/19/10 Utility Fund Public Works 22 Utility Fund Department Director: Department Phone: Program Information Name Program Cost 2.85%62,305$ Objective Program Measure Activity Information Name Activity Cost 1.15%25,120$ Objective History Changes Core Services Related Activities Activity Leader Activity Measures FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Debbie Piper, Finance Director Annual Budget Coordinate the development and ongoing monitoring of the operating budget relative to the revenue and expenditures in the fund. As well as to provide accurate analysis and documentation of the annual financial plan to departments, management informed decisions may be made. None Proposed and Approved Budget Documents; Draft Policy Budget; Five Year Forecast; Council Presentations; Revenue and Expenditure Forecasting; Council Budget Q&A Jarrod Greenwood 817-490-5717 Accounting Services To develop and provide administrative and accounting policies and procedures for organization wide use. Also, to ensure the integrity of the Town's accounting system and provide financial, management, and accounting services support to the Town Manager's office for each fund. Under Development 5/19/10 Utility Fund Public Works 23 Utility Fund Department Director: Department Phone: Program Information Name Program Cost 0.80%17,430$ Objective Program Measure Activity Information Name Activity Cost 0.80%17,430$ Objective History Changes Core Services Related Services Activity Leader Activity Measure FY 2006 Actual FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Proposed Under Development Under Development Support Services - Human Resources Deliver safe and reliable utility services to Town customers through the distribution system by providing operation, maintenance, repair, and installation of our infrastructure. Jarrod Greenwood 817-490-5717 Municipal Administration Under Development Todd Wood, Director of HR & Administrative Services To handle and process human resources based tasks relative to the Utility Fund. None Process payroll for individuals associated with this fund. 5/19/10 Utility Fund Public Works 24 3 Village Circle, Suite 202 ~Westlake, Texas 76262 Metro: 817-430-0941 ~ Fax: 817-430-1812 ~ www.westlake-tx.org MEMORANDUM Date: May 24, 2010 TO: Honorable Mayor and Town Council FROM: Tom Brymer, Town Manager/CEO Westlake Academy SUBJECT: Town Programs Prioritized by Guiding Principles In October, the staff developed a list of guiding principles (which are attached for your perusal) and asked the Council to rank the concepts in order of importance according to each individual’s input. The exercise was designed to assist the Council in prioritizing the principles as well as provide staff with feedback as to the preferential ranking given to the service. In preparation for the meeting, the identified budget programs were then assigned to each corresponding principle in an effort to determine the allocation of resources for Town services. I have also attached the survey results to this correspondence. We have a unique service delivery configuration. As you will see when you review this program budget format, many of our programs are designed to cross-utilize our employees to provide for an economy of scale to either stretch our municipal dollar and/or offer a broad range of services which are not specific to one department. In addition, our services often span from the municipal to the academic side of the organization as well. Key Point. Thus, as we begin to review the budget and look for ways to either trim our expenditures or increase our efficiency output, a particular program may not allow for an overall reduction without affecting another service provided by a staff member. Our leadership and organizational philosophy is to facilitate this type of cross-departmental cooperation so we can reduce the need to hire additional staff and to increase our capacity to handle multiple projects with limited funds. As the Council reviews the budget programs, I caution you to be mindful that a reduction in a particular program, which may result in the elimination of a position, will most likely also reduce a program or activity in another area as most all staff members have this type of job-sharing based approach to service provision. A program budgeting approach remains a valid method of determining the priorities and results we produce for the services provided. And as you will see, our programs are complex and efficiently managed for a small municipality with limited resources and high service level expectations. Section 6-1 FY 2009-2010 BUDGET TOWN OF WESTLAKE EXPENDITURES BASED ON GUIDING PRINCIPLES GENERAL FUND, VISITORS ASSOCIATION FUND, & UTILITY FUND $0.00 $500,000.00 $1,000,000.00 $1,500,000.00 $2,000,000.00 $2,500,000.00 Arts & Culture Citizen Engagement Transportation Service Excellence & Effectiveness Environmental Sustainability Active Lifestyles Economic Sustainability Community Development Infrastructure Education Financial Stewardship & Sustainability Safety $0 $214,216 $35,550 $793,788 $0 $84,404 $0 $668,256 $2,120,154 $715,360 $295,907 $2,255,940 Section 6-2 Priority Ranking 2,255,940$ Programs Operations Support 22,089$ Fire Prevention 54,934 Emergency Operations 839,484 Billing Services 12,000 Support Services 203,707 Police Services 753,550 Case Processing 80,513 Docketing 84,573 Warrant and Jail Services 118,190 Collection Services 23,653 Judiciary & Administration 63,247 2,255,940$ Affected Departments Planning & Development Fire/EMS Municipal Court 295,907$ Programs Financial Management 99,229$ Municipal - Accounting Services 196,678 295,907$ Affected Departments Administration Finance 715,360$ Programs Academic Governance 102,794$ Academic Administration 453,216 Texas Student Housing 25,929 Academic - Support Services 121,079 Foundation - Support Services 11,362 Foundation - Support 980 715,360$ Affected Departments Administration Town Secretary Municipal Court Facilities & Grounds Maintenance Finance Parks & Recreation Information Technology Human Resources Safety Education Financial Stewardship and Sustainability Program Prioritization by Guiding Principles 1 2 3 Section 6-3 Priority Ranking Program Prioritization by Guiding Principles 2,120,154$ Programs ROW Management 139,600$ Water Services 1,639,233 Sewer Services 341,321 2,120,154$ Affected Departments Public Works 668,256$ Programs Comprehensive Planning & ED 545,210$ Building Inspections 30,520 Plan Review & Inspections 36,334 Gas Well Permit Administration 7,680 Code Enforcement 8,252 Planning & Zoning 40,260 668,256$ Affected Departments Administration Planning & Development Public Works Programs Affected Departments 84,404$ Programs Open Space Services 84,404$ Affected Departments Parks & Recreation Programs Affected Departments Active Lifestyles Infrastructure Maintenance Community Development Economic Sustainability 4 5 6 7 8 Environmental Sustainability Section 6-4 Priority Ranking Program Prioritization by Guiding Principles 793,788$ Programs Municipal Governance 143,702$ Municipal Administration 475,516 Election Administration 15,572 Records Management 25,113 Utility Processing 58,964 IT Operations - Municipal 18,800 Network Operations - Municipal 3,200 Human Resources Administration 10,195 Total Compensation 3,137 Risk Management 6,603 Employment Services 4,964 Solid Waste & Recycling 28,022 793,788$ Affected Departments Administration Planning & Development Town Secretary Municipal Court Public Works Facilities & Grounds Maintenance Finance Parks & Recreation Information Technology Human Resources Visitor's Fund Utility Fund 35,550$ Programs Transportation Services 35,550$ Affected Departments Public Works Service Excellence and Effectiveness Transportation 9 10 Section 6-5 Priority Ranking Program Prioritization by Guiding Principles Programs Citizen Engagement and Communication 214,216$ Affected Departments Administration Public Works Parks & Recreation Programs Affected Departments Arts & Culture12 Citizen Engagement11 Section 6-6 Guiding Principles Safety - the community is viewed as safe by our citizens. Education - first rate public education facilities and programs are available to all residents and their children. Citizen Engagement - citizens have adequate means, both in person via technology, to engage their municipal government, participate in it, and be properly informed about it. Infrastructure Maintenance - existing municipal infrastructure (streets, roads, drainage ways, sidewalks, trails, parks, water and sewer utilities, and public buildings) are properly invested in and maintained for the long term. Community Development - the community’s growth is properly planned for and implemented through clear comprehensive planning and development standards that maintain the community’s appearance and quality of life. Financial Stewardship and Sustainability - the municipal government sets transparent standards and high accountability for uses of its funding and has adequate financial resources to provide basic service priorities as defined by the governing body. Environmental Sustainability - the municipal government has standards and programs in place, as well as enforces them, to ensure environmental quality for its citizens. Arts and Culture - citizens have adequate local opportunities to be involved in, experience, and access visual and performing arts and cultural amenities. Service Excellence and Effectiveness - municipal services and programs are provided with high quality customer service as well as high service quality within the resources provided. Transportation - the municipality’s pedestrian and vehicular transportation system in the community provides for adequate citizen mobility and connectivity. Active Lifestyles - adequate facilities exist and are maintained to provide our citizens with a healthy lifestyle through parks, trails, recreation programs, outdoor community events, and other fitness related activities. Economic Sustainability - the municipal government, through clear economic development policies, is pursuing land uses that provide for economic growth and a strong economic base for the community. Section 6-7 Ranking Category 1 2 3 4 5 6 7 8 9 10 11 12 1 Safety 1 1 1 2 2 Financial Stewardship & Sustainability 3 1 1 3 Education 1 1 2 1 4 Infrastructure 2 1 1 1 5 Community Development 1 1 1 2 6 Economic Sustainability 1 1 1 1 1 7 Active Lifestyles 1 2 1 1 8 Environmental Sustainability 1 2 2 9 Service Excellence & Effectiveness 1 2 1 1 10 Transportation 1 1 1 1 1 11 Citizen Engagement 2 2 1 12 Arts & Culture 3 1 1 Least Important Important Most Important SURVEY RESULTS OF COUNCIL'S PROGRAM PRIORITIZATION Section 6-8 Town of Westlake - Guiding Principles Exit this survey 1. Ranking of Importance Safety - the community is viewed as safe by our citizens. Education - first rate public education facilities and programs are available to all residents and their children. Citizen Engagement - citizens have adequate means, both in person via technology, to engage their municipal government, participate in it, and be properly informed about it. Infrastructure Maintenance - existing municipal infrastructure (streets, roads, drainage ways, sidewalks, trails, parks, water and sewer utilities, and public buildings) are properly invested in and maintained for the long term. Community Development - the community’s growth is properly planned for and implemented through clear comprehensive planning and development standards that maintain the community’s appearance and quality of life. Financial Stewardship and Sustainability - the municipal government sets transparent standards and high accountability for uses of its funding and has adequate financial resources to provide basic service priorities as defined by the governing body. Environmental Sustainability - the municipal government has standards and programs in place, as well as enforces them, to ensure environmental quality for its citizens. Arts and Culture - citizens have adequate local opportunities to be involved in, experience, and access visual and performing arts and cultural amenities. Section 6-9 Service Excellence and Effectiveness - municipal services and programs are provided with high quality customer service as well as high service quality within the resources provided. Transportation- the municipality’s pedestrian and vehicular transportation system in the community provides for adequate citizen mobility and connectivity. Active Lifestyles - adequate facilities exist and are maintained to provide our citizens with a healthy lifestyle through parks, trails, recreation programs, outdoor community events, and other fitness related activities. Economic Sustainability - the municipal government, through clear economic development policies, is pursuing land uses that provide for economic growth and a strong economic base for the community. * 1. Please rank the following Guiding Principles in order of importance, 1 being the least important and 12 being the most important. (You will not be allowed to select two items as equally important) 1 2 3 4 5 6 7 8 9 10 11 12 Community Development ( ) 1 ( )2 ( )3 ( )4 ( )5 ( )6 ( )7 ( )8 ( )9 ( )10 ( )11 ( )12 Economic Sustainability ( ) 1 ( )2 ( )3 ( )4 ( )5 ( )6 ( )7 ( )8 ( )9 ( )10 ( )11 ( )12 Environmental Sustainability ( ) 1 ( )2 ( )3 ( )4 ( )5 ( )6 ( )7 ( )8 ( )9 ( )10 ( )11 ( )12 Arts & Culture ( ) 1 ( )2 ( )3 ( )4 ( )5 ( )6 ( )7 ( )8 ( )9 ( )10 ( )11 ( )12 Active Lifestyles ( ) 1 ( )2 ( )3 ( )4 ( )5 ( )6 ( )7 ( )8 ( )9 ( )10 ( )11 ( )12 Section 6-10 1 2 3 4 5 6 7 8 9 10 11 12 Service Excellence & Effectiveness ( ) 1 ( )2 ( )3 ( )4 ( )5 ( ) 6 ( )7 ( )8 ( )9 ( )10 ( )11 ( )12 Education ( ) 1 ( )2 ( )3 ( )4 ( )5 ( )6 ( )7 ( )8 ( )9 ( )10 ( )11 ( )12 Transportation ( ) 1 ( )2 ( )3 ( )4 ( )5 ( )6 ( )7 ( )8 ( )9 ( )10 ( )11 ( )12 Citizen Engagement ( ) 1 ( )2 ( )3 ( )4 ( )5 ( )6 ( )7 ( )8 ( )9 ( )10 ( )11 ( )12 Financial Stewardship & Sustainability ( ) 1 ( )2 ( )3 ( )4 ( )5 ( )6 ( )7 ( )8 ( )9 ( )10 ( )11 ( )12 Safety ( ) 1 ( )2 ( )3 ( )4 ( )5 ( )6 ( )7 ( )8 ( )9 ( )10 ( )11 ( )12 Infrastructure ( ) 1 ( )2 ( )3 ( )4 ( )5 ( )6 ( )7 ( )8 ( )9 ( )10 ( )11 ( )12 [Done] Survey Powered by: SurveyMonkey "Surveys Made Simple." Javascript is required for this site to function, please enable. Section 6-11 This page is intentionally blank Municipality Tax Rate O & M I & S Bedford 0.463348 0.299096 0.164252 Burleson 0.694 0.5318 0.1622 Colleyville 0.3559 0.298638 0.057262 Euless 0.4700 0.36079 0.109209 Flower Mound 0.4497 0.330885 0.118815 Fort Worth 0.855 0.7109 0.1441 Grapevine 0.35 0.13643 0.21357 Haslet 0.267197 0.213393 0.053804 Hurst 0.535 0.409791 0.125209 Keller 0.44219 0.31059 0.1316 Roanoak 0.37512 0.17902 0.1961 Southlake 0.462 0.332 0.13 Trophy Club 0.47 0.38838 0.08162 Median 0.462 0.330885 0.13 Mean 0.476111923 0.346285615 0.035852059 Min 0.267197 0.13643 0.053804 Max 0.855 0.7109 0.21357 TAX RATES OF NEIGHBORING MUNICIPALITIES (Alphabetically) Section 7-1 The chart above reflects the current total property tax rates for neighboring municipalities. The RED portion of each column represents the portion of the property tax that is I&S, the BLUE represents the M&O portion. The taxes are arranged smallest to largest. Currently, Haslet has the lowest property tax rate at .26 and Fort Worth has the highest at .85. The median rate is .44 with the average being .46. TAX RATES OF NEIGHBORING MUNICIPALITIES (Smallest to Largest Rate) 0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9 .21 .14 .30 .18 .31 .33 .33 .39 .35 .71 .05 .21 .06 .20 .13 .12 .13 .08 .22 .14 I & S Rates M & O Rates Section 7-2 2009 Tax Rates per $100 Valuation for Tarrant County Download this as a tab-delimited file Printable Version in PDF TDCJurisdiction NameTax Rate State MandatedLocal Option M&O* RateI&S** Rate Vet1 Vet2 Vet3 Vet4Fpt ABCeilGITHSO65DPHSO65DP 001Azle0.631 150000.49150.1395500075001000012000Yes 002Bedford0.463348 500000.2990960.164252500075001000012000YesYes 003Benbrook0.6575 1%3000050000.6151650.042335500075001000012000Yes 004Blue Mound0.638 12000120000.6380500075001000012000YesYes 005Colleyville 0.3559 65000650000.2986380.057262500075001000012000Yes 006Crowley 0.5755 40000400000.3410150.234485500075001000012000Yes 007Dalworthington Gardens0.262739 60000600000.2109310.051808500075001000012000YesYes 008Edgecliff Village 0.294112 0.2941120500075001000012000 Yes 009Everman 0.904127 35000350000.7383090.165818500075001000012000 Yes 010Forest Hill 1.06 400000.8830980.176902500075001000012000 011Grapevine 0.35 20%60000100000.136430.21357500075001000012000Yes 013Keller 0.44219 1%40000100000.310590.1316500075001000012000YesYes 014Kennedale 0.7225 50000500000.5727290.149771500075001000012000YesYes 015Lakeside 0.323516 50000500000.3235160500075001000012000Yes 016Lake Worth 0.42859 500000.1159380.312652500075001000012000 Yes 017Mansfield 0.71 50000100000.443690.26631500075001000012000YesYesYes 018N Richland Hills 0.57 15%36000360000.3541160.215884500075001000012000YesYesYes 019Pantego 0.37327 20%50000100000.3172080.056062500075001000012000 020Richland Hills 0.473042 300000.4237070.049335500075001000012000YesYes 021Saginaw 0.449115 50000300000.2639060.185209500075001000012000YesYes 022Southlake 0.462 75000750000.3320.13500075001000012000YesYes 023Westover Hills 0.366739 0.3667390500075001000012000YesYes 024Arlington 0.648 20%60000600000.44670.2013500075001000012000YesYesYes 025Euless 0.47 20%350000.3607910.109209500075001000012000YesYes 026Fort Worth 0.855 20%40000400000.71090.1441500075001000012000YesYesYes 027Haltom City 0.5983 10%50000400000.39780.2005500075001000012000YesYesYes 028Hurst0.535 20%35000350000.4097910.125209500075001000012000Yes 029River Oaks0.82 150000.820500075001000012000Yes 030White Settlement0.686037 20%37000100000.5171040.168933500075001000012000YesYes 031Watauga 0.580763 40000 0.419540.161223500075001000012000Yes 032Westworth Village 0.5 20%50000300000.19430.3057500075001000012000 Yes 033Burleson 0.694 0.53180.1622500075001000012000Yes 034Haslet 0.267197 20%500000.2133930.053804500075001000012000YesYesYes 036Pelican Bay 0.898499 9000 0.04430.854199500075001000012000YesYesYes 038Grand Prairie 0.669998 1%45000300000.4848920.185106500075001000012000YesYes 039Sansom Park 0.571627 1%20000100000.5716270500075001000012000YesYesYes 041Reno 0.42 15%10000100000.410.01500075001000012000 Yes 042Flower Mound 0.4497 1000001000000.3308850.118815500075001000012000Yes 043Roanoke 0.37512 20%4000045000.179020.1961500075001000012000YesYes 044Town Of Trophy Club 0.47 35000 0.388380.08162500075001000012000YesYes 091Tarrant County Hospital0.227897 50000100000.2262550.001642500075001000012000YesYes 092Tarrant County College0.13767 5000030000.131260.00641500075001000012000YesYesYes 099Regional Water District 0.02 50000100000.020500075001000012000Yes 220Tarrant County 0.264 50000100000.2348230.029177500075001000012000YesYesYes 222Emergency Services Dist 0.064 0.0640500075001000012000Yes 606Trophy Club Mud #1 0.205 25000 0.136280.06872500075001000012000Yes 619Live Oak Creek MUD 0.99 901Arlington ISD 1.272150001000010000 1.040.232500075001000012000YesYesYes 902Birdville ISD 1.405150001000010000 1.040.365500075001000012000YesYes Page 1of 2Tarrant County - 2009 Tax Rates 4/1/2010http://www.tad.org/WebPages/2009_tax_rates.htm Section 7-3 * Maintenance and Operations rate ** Interest and Sinking Fund rate Tarrant Appraisal District / Page Modified: 10/05/2009 904Everman ISD 1.36150001000010000 1.170.19500075001000012000YesYes 905Fort Worth ISD 1.322150001000010000 1.040.282500075001000012000YesYesYes 906Grapevine-Colleyville ISD 1.2915000100001000029600 1.040.25500075001000012000YesYes 907Keller ISD 1.486315000100001000010000 1.040.4463500075001000012000YesYes 908Mansfield ISD 1.45150001000010000 1.040.41500075001000012000YesYes 910Lake Worth ISD 1.6715000100001000050000500001.170.5500075001000012000Yes 911Northwest ISD 1.355150001000010000 1.020.335500075001000012000YesYes 912Crowley ISD 1.53515000100001000010%1.040.495500075001000012000YesYes 914Kennedale ISD 1.4886115000100001000025000250001.170.31861500075001000012000YesYes 915Azle ISD 1.19150001000010000 1.040.15500075001000012000Yes 916H-E-B ISD 1.2954531500010000100001%500050001.040.255453500075001000012000YesYes 917Castleberry ISD 1.2133150001000010000 1.040.1733500075001000012000Yes 918Eagle Mtn-Saginaw ISD 1.465815000100001000015000150000.99580.47500075001000012000YesYes 919Carroll ISD 1.41515000100001000035000 1.040.375500075001000012000Yes 920White Settlement ISD 1.5415000100001000020000 1.040.5500075001000012000Yes 921Aledo ISD 1.4252150001000010000 1.170.2552500075001000012000YesYes 922Burleson ISD 1.5415000100001000025000250001.040.5500075001000012000Yes 923Godley ISD 1.071481150001000010000 0.92150.149981500075001000012000YesYes 924Lewisville ISD 1.4087150001000010000 1.040.3687500075001000012000YesYes HS= Homestead exemption value O65= Over 65 exemption value DP= Disabled Person exemption value Fpt= Freeport exemption recognized AB= Abatements in effect GIT= Goods In Transit Ceil= Grant Ceilings Page 2of 2Tarrant County - 2009 Tax Rates 4/1/2010http://www.tad.org/WebPages/2009_tax_rates.htm Section 7-4 EXEMPTION DETAIL AND EXPLANATION Schools Can have both Homestead exemption $15,000 mandated 65 or older exemption $10,000 mandated Cities Homestead exemption up to 20% of value; but no matter what % cannot be less than $5K 65 or older exemption at least $3K (Colleyville $65K; Grapevine $60K Euless $35K; Hurst $35K; Trophy Club $35K) Explanation of 65 or older exemption: 65 or older exemption Taxes are frozen the year they turn 65 or disabled UNLESS improve property; then they take that amount and calculate that addition to the original tax amount Ordinance No 443 approved on 10-13-03 Implementation of a tax limitation for disabled and over 65 homestead owners in the Town of Westlake will make homestead tax law for the Town of Westlake the same as the homestead tax policy for independent school districts. Section 7-5 Note: This is an excerpt from a document produced by the Texas Municipal League’s legal counsel called “Top Ten Questions”. This question is about instituting a property tax. Can citizens vote on property taxes (Bennett Sandlin)? City officials considering imposing a property tax often ask if citizen approval of property taxes is necessary. In addition, officials sometimes ask if they can go to the voters anyway for political “cover,” because property taxes tend to be very controversial. The answer to both questions is no. Citizen approval of the adoption of property taxes is neither required, nor is it permitted. According to the Texas Tax Code: “The governing body of each taxing unit…shall adopt a tax rate for the current tax year and shall notify the assessor for the unit of the rate adopted.” TEX. TAX CODE ANN. § 26.05 (Vernon 2001). Nothing in Chapter 25 of the Tax Code speaks to voter approval of tax rates. As such, none is required. Even if a city wants to submit property taxes to the voters, it is prohibited from doing so. When a state statute comprehensively covers an area of the law, as the Tax Code does for property taxes, local governments are preempted from changing the law on their own. Because the Tax Code speaks in detail about the procedures for adoption of city property tax rates, a court would likely find that voter referenda on property tax adoption are preempted by the Tax Code. Of course, cities are not prohibited from gauging the will of the public when it comes to property taxes or any other issue. A city could conduct a non-binding poll or survey to find out whether the public supports imposition of property taxes. Some cities conduct such polls through inserts in utility bills, for instance. On a related note, citizens are allowed to vote on subsequent property tax increases (after the initial adoption of the tax) that exceed the effective property tax rate by more than eight percent. This threshold rate—108 percent of the effective rate—is known as the “rollback rate.” Any adopted rate that exceeds the rollback rate allows the citizens 90 days to acquire a certain number of signatures to force a rollback election. TEX. TAX CODE ANN. § 26.07 (Vernon 2001). If a proper petition is received by the city, an election must be held on the issue of whether to “rollback” the tax increase to 108 percent of the effective rate. Somewhere in the neighborhood of half a dozen rollback elections are held around the state each year, and 64 percent have been historically successful in rolling back the tax rate to the rollback rate. Finally, it is sometimes asked whether home rule cities with the power of initiative and referendum may have their tax rates challenged by those processes. The answer is likely not. Texas cases have held that ordinances that rely on careful application of facts and figures are generally not subject to home rule voter initiative or referendum. 116 S.W.2d 783, (Tex. Civ. App. DATE, error ref’d). ABOUT THE AUTHOR: BENNETT SANDLIN, General Counsel Bennett Sandlin is General Counsel for the Texas Municipal League, where he helps cities primarily in the fields of tax, economic development, budget, and finance issues, including the municipal hotel occupancy tax and the economic development sales tax. Bennett is an instructor in Public Funds Investment Act training, and has served on the Comptroller’s E-Commerce and Technology Advisory Group. Bennett is a 1993 graduate of the University of Texas School of Law and has previously worked at the Municipal Affairs Division of the Texas Attorney General’s Office. Section 7-6 FY 10/11 FY 11/12 FY 12/13 FY 13/14 FY 14/15 FY 15/16 1 Real Estate Residential Property Totals 532,546,856$ 553,848,730$ 576,002,679$ 599,042,787$ 623,004,498$ 647,924,678$ 2 Real Estate Commercial Property Totals 363,770,018 601,045,418 713,066,327 727,327,653 741,874,206 756,711,690 3 Personal Property Commercial 68,781,693 145,157,327 148,060,473 151,021,683 154,042,117 157,122,959 4 Agriculture Taxable Property Total 258,223 268,552 279,294 290,466 302,084 314,168 5 Denton County Taxable Property Total 19,616,481 20,008,811 20,408,987 20,817,167 21,233,510 21,658,180 6 Arbitration Cases 10,403,168 10,819,295 11,252,066 11,702,149 12,170,235 12,657,044 Total Taxable Value 995,376,439 1,331,148,133 1,469,069,827 1,510,201,904 1,552,626,650 1,596,388,720 7 Fidelity Phase 1 tax abatement/rebate (21,114,677) - - - - - 8 Fidelity Phase 2 tax abatement/rebate - (72,000,000) (73,440,000) (74,908,800) (76,406,976) (77,935,116) 9 Fidelity Phase I commercial personal property (5,728,860) - - - - - 10 Fidelity Phase II commercial personal property - (22,500,000) (22,950,000) (23,409,000) (23,877,180) (24,354,724) 11 Deloitte tax abatement/rebate - (112,500,000) (187,500,000) (191,250,000) (195,075,000) (198,976,500) 12 Deloitte commercial personal property - (37,500,000) (38,250,000) (39,015,000) (39,795,300) (40,591,206) Total Net Taxable Value 968,532,902 1,086,648,133 1,146,929,827 1,181,619,104 1,217,472,194 1,254,531,174 Tax Revenue from one cent property tax 96,853$ 108,665$ 114,693$ 118,162$ 121,747$ 125,453$ Assumptions: 1. Current residential valuations increase 4% annually (inflation plus new improvements) 2. Current commercial valuations increase 2% annually, plus estimated improved value of ongoing projects 3. Commercial personal property valuations increase at 2% annually, plus estimated increases from new development at Deloitte and Fidelity Phase II. 4. Agriculture valuations increase 4% annually 5. Denton County Taxable Property is assumed to be 2% higher than the previous year, and is appreciated 2% annually 6. 95% of incomplete or contested property is assumed to be taxable upon resolution, and values are appreciated 4% annually 7. 90% Fidelity Phase I tax abatement/rebate until mid-2011 under 2000 economic development agreement 8. 90% tax abatement for 10 years; assumes taxable value of $80M as of Jan. 2011, with 2% annual appreciation. 9. Assumes $20M in taxable commercial personal property, abated at same schedule as #6. 10. Assumes $25M in taxable commercial personal property in FY 11/12, abated at same schedule as #7 with 2% annual appreciation. 11. 75% tax abatement for 10 years; assumes CO in-mid 10/11, with taxable value of $150M on tax rolls as of Jan. 2010, $250M as of Jan. 2011 12. Assumes $50M in taxable commercial personal property in FY 11/12, abated at same schedule as #7 with 2% annual appreciation. The Town of Westlake Taxable Values FIVE YEAR FORECAST Abatements and rebates Section 7-7 FY 10/11 FY 11/12 FY 12/13 FY 13/14 FY 14/15 FY 15/16 Tax Revenue from one cent property tax 96,853$ 108,665$ 114,693$ 118,162$ 121,747$ 125,453$ Tax rate of: 0.10 968,533 1,086,648 1,146,930 1,181,619 1,217,472 1,254,531 0.15 1,452,799 1,629,972 1,720,395 1,772,429 1,826,208 1,881,797 0.20 1,937,066 2,173,296 2,293,860 2,363,238 2,434,944 2,509,062 0.25 2,421,332 2,716,620 2,867,325 2,954,048 3,043,680 3,136,328 0.30 2,905,599 3,259,944 3,440,789 3,544,857 3,652,417 3,763,594 0.35 3,389,865 3,803,268 4,014,254 4,135,667 4,261,153 4,390,859 0.40 3,874,132 4,346,593 4,587,719 4,726,476 4,869,889 5,018,125 0.45 4,358,398 4,889,917 5,161,184 5,317,286 5,478,625 5,645,390 0.50 4,842,665 5,433,241 5,734,649 5,908,096 6,087,361 6,272,656 0.55 5,326,931 5,976,565 6,308,114 6,498,905 6,696,097 6,899,921 WHAT A PENNY WILL GENERATE The Town of Westlake Section 7-8 Annual Tax Rate Component Requirement Required T1 Average Annual Westlake Academy Debt Service Payment 1,500,000$ 0.1517$ T2 Rebuild Reserves over next 5 Years to $3.5M 1,575,000$ 0.1593$ T3 Stabilize Sales Tax Fluctuations 1,160,000$ 0.1173$ (40% - one-time sales tax of our annual payment based on FY 09-10 Budget of $2.9M) T4 Public Safety (Police, Fire, EMS)1,865,000$ 0.1887$ T5 GO Bond Debt Service for Streets & Drainage 167,000$ 0.0169$ (Issue Amount - $2,250,000) T6 GO Bond Debt Service for Trail Improvements/Streetscaping/Parks 265,000$ 0.0268$ (Issue Amount - $3,560,000) T7 GO Bond Debt Service for Fire Station 400,000$ 0.0405$ (Issue Amount - $5,383,000) NOTES: A Tax Rate Required is based per $100 of assessed valuation B Annual GO Bond Debt Service for T5, T6, and T7 are based on 4.25% for 20 years POSSIBLE TAX RATE SCENARIOS (Not prioritized) May 24, 2010 Components for Scenarios Section 7-9 This page is intentionally blank TTTOOOWWWNNN OOOFFF WWWEEESSSTTTLLLAAAKKKEEE Fire & EMS Department Service Delivery Options May 24, 2010 The purpose of this evaluation is to present Service Delivery Options for providing Fire and Emergency Medical Services to the Town of Westlake. This report identifies two outsourcing options from surrounding cities and compares them to the current services being provided by the Town of Westlake Fire & EMS Department. This item supports the municipal Strategic Plan as follows: I. INTRODUCTION Vision Point Two: We Are Leaders o Key Result Area: High Quality Services Delivery Coupled With Financial Stewardship  Outcome Strategy 3: Explore public safety service delivery options and funding This report is organized as follows: I. Introduction………………..………………………………. 1 Page Nos. II. Background………………………………………………… 2 III. Evaluation Process………………………………………… 2 IV. Response Time from Stations…………………………….. 2-7 V. Staffing Levels…………………………………………….. 8 VI. Call Volumes……………………………………………..... 9 VII. Analysis of Keller Proposal………………………………. 9-10 VIII. Analysis of Southlake Proposal………………………….. 10-12 IX. Analysis of Westlake Fire Department Service………… 12-13 X. Cost Per Call……………………………………………… 13-14 XI. Multi-Jurisdictional Outsourcing……………………….. 14-15 XII. Discussion & Evaluation…………………………………. 16-18 XIII. Summary and Recommendations……………………….. 18-20 Section 8-1 The Town of Westlake received two proposals for alternative service delivery o ptions utilizing outsourcing from t he City of Keller and the City of Southlake. This evaluation includes those proposals and details of the current services being provided by the Town of Westlake Fire Department. II. BACKGROUND What is outsourcing? It is the use of a third-party agent (versus direct service delivery) to provide a necessary service on behalf of the Town for which the Town is ultimately responsible. Outsourcing is a tool that has long been used by cities to address service needs. In most cases cities and towns consider outsourcing as a means of reducing cost. Outsourcing typically takes advantage of economies of scale whereby a larger service provider may spread out the associated service delivery costs over several cities or towns. Waste management is the most common example of the use of economies of scale among municipalities. Cities have had a variety of experiences, both good and bad using outsourcing as a delivery tool. The Westlake Fire & EMS Department is the second largest Town operating department second only to Westlake Academy in terms of staff and budget size. To date, of these two departments, only proposals for outsourcing Fire/EMS have been received by the Town. There were four (4) criteria that were considered in the evaluation process. Those criteria were: III. EVALUATION PROCESS A. Response from Primary Station - the station that would primarily respond to Westlake B. Response from Secondary Station - the station that would most likely respond to Westlake if the primary station was unavailable C. Staffing Levels - how many personnel are assigned to the responding units? D. Call Volume - the number of calls that the station runs during the year The first and second category, Response from Primary and Secondary Stations were evaluated to determine where the responding units would originate from, once a call for service has been received. In evaluating the Response from the Primary and Secondary Fire Stations, there were nine (9) key variables used that would provide a general idea of response times to different areas of the Town. IV. RESPONSE FROM STATIONS 1. Solana Blvd. and Sam School Road A. Evaluation Addresses Section 8-2 2. 1 Destiny Way (Fidelity) 3. 2050 Roanoke Road (Chrysler Financial) 4. 2600 J. T. Ottinger (The Academy) 5. Roanoke Road and Stage Coach 6. Dove Road and Fair Oaks 7. Vaquero entrance 8. Hwy 170 at Roanoke Road 9. Hwy 114 at Trophy Lake Drive Response times are the single most important factor to consider. According to the National Fire Protection Association (NFPA), the standard response time should be four minutes or less ninety percent of the time. Other times to consider are Alarm Processing Times, and Turn-out Times. The NFPA 1710 Standards for Fire a nd EMS response times are used nationwide to gauge Fire and EMS efficiency. B. Response Times  Response Time - the travel time that it takes for the unit to respond and arrive on the scene of the incident  Alarm Processing Time - the time from receiving a call to dispatching the units.  Turn-Out Time - the elapsed time from when a unit is dispatched until the time the unit(s) responds Another factor to consider when assessing response times is Patient Contact Time. Patient contact time is the time it takes after arriving on scene to actually making physical contact with the patient. Patient contact time is tracked as a separate unit of measure. On a majority of Westlake EMS incident calls to corporate offices, such as First American and Wells Fargo, several minutes may elapse be fore the responding crew makes contact with a patient once they arrive on the scene. This is due to the time that is takes to get from the units, travel through the long office corridors, access security doors, and load onto the elevators. It can take from three to five minutes to access patients in these types of situations. The patient contact time is a component of response time but is not part of the response time figures. In 2009 , seventy-eight percent (78%) of medical emergency responses in Westlake were to businesses in our corporate office complexes. The challenges of dealing with these types of emergency responses are different than responding to a residential call. 1. NFPA Standard As mentioned previously, one of the key Fire/EMS benchmarks for municipal and career fire departments are the NFPA 1710 (National Fire Protection Association) Standards which include: the “Organization and Deployment of Fire Suppression Operations, Section 8-3 Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments”. The NFPA 1710 standards are based upon a combination of accepted practices and more than 30 years of study, research, testing and validation. Members of the NFPA 1710 committee that developed these standards include representatives from various fire agencies and the International Association of City/County Managers (ICMA). Those key benchmarks are: a) Turn-out time for fire response of 80 seconds or less, 90% of the time b) Turn-out time for EMS response of 60 seconds or less, 90% of the time c) 4 minutes or less for the arrival of the first unit, 90% of the time Response time standards are a vital part of the mission of any Fire/EMS agency. Key to the mission is the level of service provided and the time required to deliver that service. 2. Cardiac Care Another standard that affects EMS deals with cardiac arrest. This is one of the most relevant standards affecting response times. Most adults, who can be saved from cardiac arrest, are in ventricular fibrillation (VF) or pulseless ventricular tachycardia. Electrical defibrillation with advanced life support (ALS) intervention provides the single most important therapy for the treatment of these patients. Resuscitation science, therefore, places great emphasis on early defibrillation and ALS intervention. The greatest chances of survival result when the interval between the start of VF and the delivery of defibrillation is as brief as possible. The American Heart Association's s cientific position is that brain death and permanent death start to occur in 4 - 6 minutes after someone experiences cardiac arrest. Cardiac arrest can be reversible if treated within a few minutes with an electric shock and ALS intervention to restore a normal heartbeat. Verifying this standard are studies showing that a victim's chances of survival are reduced by 7% - 10% with every minute that passes without defibrillation and advanced life support intervention. Few attempts at resuscitation succeed after 10 minutes. In 2009 , eight percent (8%) of Westlake EMS responses were cardiac related. There are several other medical related problems that can affect the heart and brain. If treatment or intervention is delayed, this could result in respiratory or cardiac arrest. A diabetic, respiratory, choking, unconscious person, seizure, or stroke emergency are serious medical emergencies that require a rapid response to facilitate a positive outcome. In 2009, fifty-five percent (55%) of Westlake medical emergency responses were for incidents of this nature. Section 8-4 3. Response Time Comparisons (Response Time in Minutes) The chart above was created using Google Maps. In order to put all three departments on equal comparison fields, it was determined that by utilizing Google Maps it would provide the best comparable drive times for response data comparisons. Several factors can determine and effect average response times. “Average Response Times” has been used for years in the fire and EMS service; this is what the general public is familiar with and relates to. The “Average Response Time” is not an accurate matrix of measure for emergency response and this has led the fire service to begin using the “4 minutes or less, 90% of the time” matrix. It provides a more accurate account of response times. Units are not always at the stations and responds from various locations and this effects response times as well. The chart is only used to provide an example of one scenario if units are in their station and no other factors are affecting that response. This was used as a general idea of a response to one area of an address and not an average response to t he entire town. The above response times are from Keller FD Station 2 (737 Keller Smithfield Road), Southlake FD North Station (White Chapel and Dove Road; Opening in 2011-2012), and Westlake FD (2900 Dove Road) 0 2 4 6 8 10 12 14 Solana/Sam Sch Rd Fidelity Diamler Academy Stage Coach Fair Oaks Vaquero 170/Roanoke Rd 114/Trophy Lake Dr Keller FD Southlake FD Westlake FD Section 8-5 Westlake Fire Department would provide the best overall response times. WFD provided the following response times in 2009. The majority of Westlake incidents are at the First American complex, the Solana complex and Fidelity. a) Fire/Emergency Incidents i. Overall Avg. Response Time – 6:04 ii. 6 minutes or less – 61% iii. 4 minutes or less – 25% b) Emergency Medical Incidents i. Overall Avg. Response Time – 5:53 ii. 6 minutes or less – 77% iii. 4 minutes or less – 31% 4. Insurance Premiums Insurance premiums are determined using several factors and vary from company to company. The most common method used, is the Insurance Services Office (ISO) Public Protection Classification (PPCTM) Program. This system replaced the Key Rating System previously used to set premium rates. The PPC helps establish appropriate fire insurance premiums for residential and commercial properties. Insurance companies need reliable, up-to-date information about a community's fire-protection services. ISO provides that information through the (PPCTM) program. ISO collects information on municipal fire-protection efforts in communities throughout the United States. In each of those communities, ISO analyzes the relevant data using a Fire Suppression Rating Schedule (FSRS). ISO then assigns a Public Protection Classification from 1 to 10. Class 1 represents exemplary public protection, and Class 10 indicates that the area's fire-suppression program does not meet ISO's minimum criteria. A change from one class to the next can increase or decrease premiums by 1.5% to 9%. By classifying a communities' ability to suppress fires, ISO helps the communities evaluate their public fire-protection services. This program provides an objective, nationwide standard that helps fire departments in planning and budgeting for facilities, equipment, and training. Such features as listed below are used in this scoring system: a) water distribution system (including elevated storage, hydrant access, system redundancy and feeds) b) fire department equipment Section 8-6 c) fire department manpower d) fire alarm/dispatch facilities ISO field representatives use this schedule when surveying a community's fire protection capability. The score is determined by the Fire Suppression Rating Schedule and is translated into a public protection classification. A perfect score of 106.5 consists of:  50 points for fire department capabilities  40 points for water supply and distribution  10 points for receiving and handling fire alarms  6.5 points for a "Texas Addendum" that grades fire safety education, building code enforcement, fire prevention code enforcement and fire investigation capabilities Westlake has a current ISO rating of 4/9. The first number is the PPC for buildings within 1,000 feet of a fire hydrant and five road miles of a fire station. The second number is for buildings more than 1,000 feet from a fire hydrant, but within five road miles of a fire station. Westlake has a split rating due to the amount of undeveloped land that it has. There is a vast amount of land that is not within that 1,000 foot mark of a fire hydrant. Any building that would be built or is within that area would be rated with a 9. Otherwise all other buildings within Westlake would have the rating of 4. As mentioned previously, not all insurance agencies rely on ISO ratings to determine insurance premiums, s ome insurance companies determine fire insurance premium costs based on a property's distance from a fire station and water supply. In either instance whether using the PPC rating provided by ISO or proximity measures, t he distance that one’s residence or business is from a fire station will have an impact on the insurance rates. There are several variables to consider in determining what impact, if any, a residence or business would have by outsourcing fire suppression service. Businesses typically compare insurance premiums when considering where to locate. Thus, any changes to the current Fire and EMS service can be expected to impact the Town’s economic development efforts in terms of attracting new businesses as well as r etaining businesses in Westlake. Outsourcing to another agency is likely to increase the insurance premiums for some businesses and residences due to the wide variation of station locations from the proposing cities (Keller and Southlake). V. STAFFING LEVELS Section 8-7 The third category in the evaluation process concerns Staffing Levels, which considers how the units responding to Westlake would be staffed in terms of average number of employees per unit. Both, Keller and Southlake propose to cover the Town of Westlake using their existing staff. According to NFPA 1710 standards, Fire Company staffing should be based on the minimum levels necessary for safe, effective and efficient emergency operations. These engine companies should be staffed with a minimum of four on-duty personnel. NFPA 1710 further states that all personnel dispatched to an ALS emergency should include a minimum of two people trained at the P aramedic level and two people trained at the EMT level or higher, all arriving within the established times. The standard staffing levels for fire departments has be en to provide Engine Companies with four personnel and Ambulance Companies with two personnel. This staffing level provides adequate personnel for most incidents that fire departments encounter on a routine basis. Some Advanced Life Support (ALS) medical emergencies require additional personnel in order to provide a higher level of treatment; b y having additional personnel on an Engine Company, one or two are able to assist with that treatment and maintain it during the transport. This level of staffing further provides the needed personnel on a fire/emergency scene. The Texas Commission on Fire Protection (TCFP) mandates that a mi nimum of four (4) fire fighters must be on the scene before they can enter a hazardous environment, such as a smoke filled home/business or environments with a gas leak that requires wearing a breathing apparatus. The only exception allowed is the immediate rescue of a known victim. A. Keller - provides 3-4 personnel on an engine company and 2 on an ambulance company B. Southlake - provides 3-4 personnel on an engine company and 2 on an ambulance company C. Westlake - provides 1-2 personnel on an engine company and 2 on an ambulance company Westlake Fire Department provides two (2) personnel assigned to the ambulance and one to two personnel assigned to the fire engine, WFD has been able to provide three to four personnel on EMS incidents. During a fire or non-EMS related incident, WFD will re-assign the two personnel from the ambulance to the engine and respond the engine with a crew of three to four personnel. The majority of non -EMS related incidents have been handled in this manner to meet the NFPA 1710 standard. VI. CALL VOLUME AND IMPACT ON COVERAGE AVAILABILITY Section 8-8 The fourth evaluation category Call Volume, was used to determine the average activity level of the primary station assigned to Westlake. This also provides an idea of the impact a busy station could have on our Town. The following shows the call volumes for each department’s ambulance crew: 1. Primary Station (Sta. 2) – 2.5 EMS calls per 24 hour shift (avg.) A. Keller 2. Secondary Station (Sta. 3) – 2 EMS calls per 24 hour shift (avg.) 1. Primary Station (future North Sta.) – 0.5 EMS calls per 24 hour shift (avg.) B. Southlake 2. Secondary Station (East Sta.) – 1.5 EMS calls per 24 hour shift (avg.) C. Westlake If a primary station is unavailable due to a higher call volume, the Secondary Station would need to respond to Westlake and would result in longer response times for Westlake. It would be beneficial to the Town to be covered by a station that ran fewer calls. Based on the average call volume per shift, if Westlake outsourced to Keller or Southlake, their units would not be available to respond to our residents as often as the WFD units. – 0.65 EMS calls per 24 hour shift (avg.) VII. ANALYSIS OF KELLER PROPOSAL A. Response from Primary Station 1. Solana Blvd and Sam School Road - 6 miles / 12 minutes (737 Keller Smithfield Road) 2. 1 Destiny Way (Fidelity) - 5 miles / 11 minutes 3. 2050 Roanoke Road (Chrysler Financial) - 3 miles / 6 minutes 4. 2600 J. T. Ottinger (Academy) - 3 miles / 7 minutes 5. Roanoke Road and Stage Coach - 2 miles / 5 minutes 6. Dove Road and Fair Oaks - 5 miles / 10 minutes 7. Vaquero South Entrance (Keller) - 3 miles / 7 minutes 8. Hwy 170 and Roanoke Road - 3 miles / 8 minutes 9. Hwy 114 and Trophy Lake Drive - 5 miles / 12 minutes B. Response from Secondary Station 1. Solana Blvd and Sam School Road – 6 miles / 12 minutes (455 Keller Smithfield Road) 2. 1 Destiny Way (Fidelity) – 6 miles / 12 minutes 3. 2050 Roanoke Road (Chrysler Financial) – 4 miles / 11 minutes 4. 2600 J. T. Ottinger (Academy) – 4 miles / 11 minutes Section 8-9 5. Roanoke Road and Stage Coach – 3 miles / 8 minutes 6. Dove Road and Fair Oaks – 6 miles / 12 minutes 7. Vaquero South Entrance (Keller) – 4 miles / 8 minutes 8. Hwy 170 and Roanoke Road - 6 miles / 10 minutes 9. Hwy 114 and Trophy Lake Drive - 8 miles / 13 minutes 1. Primary Station - 1 Engine Company with 3 personnel; 1 Ambulance Company with 2 personnel ( Total - 5 personnel) C. Staffing Levels 2. Secondary Station - 1 Engine Company with 3 personnel; 1 Ambulance Company with 2 personnel ( Total - 5 personnel) 1. Keller did not provide any individual unit call data. The only call volume data provided was for EMS responses only as indicated above in the ambulance crew Call Volume. D. Call Volume The term of the Keller proposal is a period of five (5) years in which they would provide fire and emergency medical services. They would respond to all fires, medical calls, hazardous materials incidents, rescues and other emergencies within Westlake. The proposal did not guarantee paramedic level medical (ALS) emergency responses, although, their ambulances are staffed with paramedics. Keller would provide emergency management functions (i.e. for natural and manmade disasters and catastrophic events). They would also provide Fire Marshal services for the purpose of fire investigation only. This would not include fire inspections and fire prevention functions. Keller would not use current Westlake Firefighters or utilize the current Westlake Fire Station. The proposal amount is Four Hundred Thousand Dollars ($400,000.00). All ambulance revenues would be retained by Keller. Payment increases will be adjusted annually by the percentage increase of the Keller Fire Department annual budget from the previous year. Keller would provide to Westlake by June 1 st of each year the anticipated percentage increase, if any, in writing as well as any direct expenditure increase(s) necessary to serve only Westlake. VIII. ANALYSIS OF SOUTHLAKE PROPOSAL A. Response from Primary Station 1. Solana Blvd and Sam School Road - 2 miles / 3 minutes (White Chapel and Dove Road-Opening 2011/2012) 2. 1 Destiny Way (Fidelity) - 3 miles / 5 minutes 3. 2050 Roanoke Road (Chrysler Financial) - 6.5 miles / 7 minutes 4. 2600 J. T. Ottinger (Academy) - 6 miles / 7 minutes Section 8-10 5. Roanoke Road and Stage Coach - 7 miles / 8 minutes 6. Dove Road and Fair Oaks - 2 miles / 4 minutes 7. Vaquero Entrance - 3 miles / 5 minutes 8. Hwy 170 and Roanoke Road - 6 miles / 6 minutes 9. Hwy 114 and Trophy Lake Drive - 4 miles / 4 minutes B. Response from Secondary Station 1. Solana Blvd and Sam School Road - 4 miles / 5 minutes (667 North Carroll-Current) 2. 1 Destiny Way (Fidelity) - 5 miles / 6 minutes 3. 2050 Roanoke Road (Chrysler Financial) - 8 miles / 8 minutes 4. 2600 J. T. Ottinger (Academy) - 8 miles / 8 minutes 5. Roanoke Road and Stage Coach - 9 miles / 10 minutes 6. Dove Road and Fair Oaks - 4 miles / 6 minutes 7. Vaquero Entrance - 5 miles / 8 minutes 8. Hwy 170 and Roanoke Road - 7 miles / 7 minutes 9. Hwy 114 and Trophy Lake Drive - 6 miles / 6 minutes 1. Primary Station - 1 Engine Company with 3 personnel; 1 Ambulance Company with 2 personnel ( Total - 5 personnel) C. Staffing Levels 2. Secondary Station - 1 Engine Company with 3 personnel; 1 Ambulance Company with 2 personnel ( Total - 5 personnel) 1. Primary Station - 144 calls (2009) D. Call Volume 2. Secondary Station - 478 calls (2009) The term of the Southlake proposal is also for a period of five (5) years where they would provide fire and emergency medical services. They would respond to all fires, medical calls, hazardous materials incidents, rescues and other emergencies within Westlake. The proposal did not guarantee paramedic level (ALS) medical emergency responses, although their ambulances are staffed with paramedics. They would also provide Fire Marshal services for the purpose of fire investigation only. Services not covered in the proposal are fire inspections, fire prevention activities and emergency management functions. Southlake would not use current Westlake Firefighters or utilize the current Westlake Fire Station. The proposal amount is Four Hundred Seventy-Four Thousand, Four Hundred Fifty-Five Dollars ($474,455.00). All ambulance revenues would be retained by Southlake. Payment increases will be adjusted annually by the percentage increase of the Southlake Fire Departments annual budget Section 8-11 from the previous year. Southlake would provide to Westlake by June 1 st, of each year the anticipated percentage increase, if any, in writing as well as any direct expenditure increase(s) necessary to serve only Westlake. IX. ANALYSIS OF WESTLAKE FIRE DEPARTMENT SERVICE A. Response from Primary Station 1. Solana Blvd and Sam School Road - 3 miles / 5 minutes (2900 Dove Road) 2. 1 Destiny Way (Fidelity) - 2 miles / 4 minutes 3. 2050 Roanoke Road (Chrysler Financial) - 3 miles / 5 minutes 4. 2600 J. T. Ottinger (Academy) - 1 mile / 2 minutes 5. Roanoke Road and Stage Coach - 2 miles / 5 minutes 6. Dove Road and Fair Oaks - 2 miles / 3 minutes 7. Vaquero Entrance - 1 mile / 2 minutes 8. Hwy 170 and Roanoke Road - 3 miles / 5 minutes 9. Hwy 114 and Trophy Lake Drive - 3 miles / 5 minutes Westlake Fire Department utilizes mutual aid on second unit responses. It is WFD’s procedure to call the closest available unit for mutual aid. B. Response from Secondary Station 1. Primary Station - 1 Engine Company with 1 to 4 personnel; 1 Ambulance Company with 2 personnel (Total - 3 to 4 personnel) C. Staffing Levels  4 personnel between 8:00 a.m. - 10:00 p.m.  3 personnel between 10:00 p.m. - 8:00 a.m. 1. Primary Station - 310 calls (2009) D. Call Volume Westlake Fire Department provides a full range of fire and emergency medical services, as well as all fire marshal services, and emergency management functions. These services include fire suppression, rescue, medical emergencies, hazardous materials responses, fire inspections and fire investigations. WFD assists other departments within the Town on an as needed basis, such as Facilities Maintenance and Public Works. Some examples are clearing roadways of fallen trees, blocking off roads due to severe weather conditions and assistance to the Public Works staff in mitigating water waste during waterline breaks which occur in the middle of the night. Testing fire hydrants is another task performed by WFD. Section 8-12 The Westlake Fire Department has developed a strong working relationship with the local businesses and participates in various activities such as teaching free CPR classes, evacuation drills and other hazard safety awareness classes. WFD is currently planning a network program to further include some combined training drills and classes with those businesses. In addition, WFD has been involved in educational programs with Westlake Academy and is planning to further develop those programs. WFD has been involved in community events and activities such as Arbor Days, Bandana Bonanza, and Decoration Day. Further community outreach programs are being planned such as a Home Hazard Awareness Program. Westlake Fire Department's FY 09 -19 B udget is $1,109,399. The Town of Westlake retains all ambulance revenues, which are estimated to offset the departmental expenditures by an estimated $100,000 in revenue fees for ambulance transportation services. Other revenues generated from F ire Department services total an estimated $2,000.00 annually from fire alarm and sprinkler permit fees. Cost per call, while used to evaluate fire and emergency medical services, must be acknowledged to have its limitations. First, a “Southlake apples to apples” comparison for these services is difficult. Second, there are issues related to cost calculation methodology. Some argue that cost per call should only include the actual cost to respond and not “all in” costs such as facilities and overhead. These costs per call calculations utilize “all in costs” with the exception of debt service for fire stations of Keller and ( X. COST PER CALL note Utilizing the submitted proposals and the current budget of the Westlake Fire Department, based on 310 calls per year, the cost per call is summarized as shown below: : Westlake does not have debt service associated with its current fire station). A. Keller - $1,290.00 per call ($400,000 per year) Less EMS revenues of approximately $100,000.00 per year $500,000.00 / year $1,612.00 / call B. Southlake - $1,530 per call ($474,455 per year) Less EMS revenues of approximately $100,000.00 per year $574,000.00 / year $1,851.00 / call C. Westlake - $3,578 per call ($1,109,324 per year) Plus EMS revenues of $100,000.00 Section 8-13 $1,005,924 / year $3,244 / call Keller and Southlake will be providing fewer services than the current services be provided by the Westlake Fire Department. In addition to the Keller or Southlake proposal, there would need to be the cost of an Administrator for contract oversight, fire inspections, and emergency management. The funding of Westlake Fire Department includes the oversight and performance of fire inspections, and emergency management. WFD also provides fire prevention activities, interaction with Westlake Academy and corporate businesses, hydrant testing and maintenance, and other value added assistance provided to Town departments. What would happen if different parts of Westlake were covered by different fire and EMS departments? For example, a multi-jurisdictional system as a service delivery option to provide service for Westlake could have T rophy Club Fire Department covering all of Solana for fire service and possibly EMS service or Southlake covering Solana for EMS service and other sections of Westlake while using Keller to cover the west side of Westlake for fire and EMS services. There could be a few different hybrid models using this system. The only benefit to providing such a service configuration could be possible cost savings. This would be a very difficult concept for citizens to understand and navigate. A complex system of this nature would create several practical logistical issues that would likely cause further delays in response times. XI. MULTI-JURISDICTIONAL OUTSOURCING 1. Resident confusion A. Public Awareness Residents could become very confused as to which department would cover their needs in an emergency. The City of Keller has been providing police services to Westlake for over six years and residents still experience confusion as to which agency provides them with police services. 2. Worker confusion Persons who work in Westlake would not be a s familiar with what agency would respond to them as a resident would. They would have the same problem that a resident would and it could perhaps be even worse. 3. Visitor confusion Visitors may know that they are in Westlake, but they are not likely to know what street they are on when an accident occurs. A caller on a cell phone will not know what 911 agency to be connected to for their needs. This will cause severe delays in response times. B. Dispatch Delays Section 8-14 1. Dispatch confusion This would be very confusing to the dispatchers. The 911 system can only tell where the call is coming from if the call is received on a land line. 911 cannot determine the address from a cell phone. People are using their cell phones every day instead of the traditional home phone numbers. If a call is received from a cell phone - and the caller reports the address – it further complicates the process as it becomes very difficult and time consuming for the dispatcher to determine which agency should respond and then place the call for service. Dispatchers rely on the computer data from 911 to determine jurisdictions. 2. Keller / Denton County / Roanoke WFD currently experience a 5 to 10 minute delay when mutual aid is called for from Roanoke and/or Trophy Club. These delays have been consistent in lengthening our response times. If Roanoke or Trophy Club calls WFD for mutual aid, the same delay has been experienced. A multi-jurisdictional outsourcing arrangement would contribute to these issues. 1. NETCO vs. Denton County C. Communication Interoperability Issues Roanoke and Trophy Club operate on the Denton County radio system. Keller, Westlake and Southlake operate on the NETCO radio system. There could be two to three different dispatch/911 centers that would dispatch for the Town of Westlake within a multi-jurisdictional system configuration. 2. Incident operational issues Due to the different systems, units cannot scan the radio channels used by the surrounding jurisdictions. Scanning across different radio systems is not possible and this creates operational issues when working with different agencies on single incidents. Each agency has set different EMS fees. If more than one agency services Westlake, some residents will pay higher fees for an ambulance than other residents. D. EMS Fee Differences XII. DISCUSSION & EVALUATION Keller’s and Southlake’s Proposals Compared - Keller and Southlake submitted similar proposals in regards to the types of service they would provide to the Town. Southlake was Section 8-15 approximately seventy-five thousand dollars ($75,000) higher, but could provide better response times tha n the Keller proposal. Southlake does not run as many calls as Keller and would therefore be more likely to be available to respond to Westlake. Southlake could also provide overall better response times than Keller, however, neither proposal offered improved response times over our in-house response times. Their cost per call is less than Westlake’s, but it does not include the same array of services and again, does not meet current response times. It could be argued that Keller’s and Southlake’s proposals offer deeper staffing resources than Westlake currently experiences. However, as indicated above, this has been dealt with effectively in the past by our in-house staff. Neither outsourcing proposal offered to use – even on a part-time basis - the current fire station location within our Town limits, nor hire any of Westlake’s firefighter/paramedics, or buy or lease any of Westlake’s current equipment (note The decision to outsource fire suppression and emergency medical services depends ultimately on what the Town’s goal is relative to the type of Fire/EMS presence it wants to provide for its residents and businesses. If the goal is to simply reduce costs, outsourcing will achieve that end based on the proposals received. : another issue to deal with if Westlake outsources these services will be how, if at all, we can dispose of our equipment since some of it was acquired through grants. This would require some time to locate all of the grants and determine what stipulations each grant has). However, these cost savings will come at a price in terms of safety and service levels which could affect the quality of life experienced by residents and workers in Westlake. This does not take into account all the value added services WFD provides, but only considers the basic services they deliver. The analysis indicates that outsourcing will degrade the quality of service Westlake residents and businesses now receive in three (3) ways: • Increased fire and emergency medical response times from primary and secondary outsourced fire stations • Lack of uniform coverage for Westlake based on station locations from outsource proposals • Lessening of units available for a call from proposed outsourced stations The current Westlake Fire & EMS annual budget is $1,109,399 which is substantially more than the outsourced proposals of $400,000 and $475,000 per year for contracted services. This leads to very difficult governance questions that forces consideration of criteria beyond cost. Such as: • What is the cost reduction worth versus the impact on people’s daily lives and quality of life that a longer fire and EMS response time creates? Section 8-16 • Is the cost reduction worth the off-setting risk of the longer fire/EMS response times based on current call volumes? Multi-Jurisdictional Outsourcing - This option would not be as feasible as outsourcing to only one agency, and may not provide a lower cost per call ratio. It would create several additional issues that should be avoided if possible, since the task in emergency responses to potential life threatening situations is to streamline response logistics, not complicate them. Outsourcing: General Considerations  Neither proposal from Southlake or Keller would utilize the existing Westlake fire station and/or firefighters – hence, no agency would maintain a physical presence within our Town limits and respond from this location - If outsourcing were to be the end result, the following concerns must factor into the decision making process:  These increased response times will result in a gap for fire and EMS service coverage for our residents and businesses = longer arrival time for emergency services  Potential insurance rate increases based on the distance from their fire stations for some of our home owners/businesses and/or the increased ISO rating Value Added Services - Outsourcing w ill create a void in services that are currently being provided by the Westlake Fire Department. These value added services are not contained in either Keller’s or Southlake’s proposal and it could be argued, wouldn’t be provided to the same level of service as our in-house staff. These types of services include interaction with the Academy staff and students (which would all but disappear), public safety e ducation, involvement at community events such as Decoration Day, Bandana Bonanza, Christmas Tree Lighting ceremonies and Arbor Day, fire prevention and inspection activities, assistance to other Town staff members, and free CPR classes, etc. None of these services now provided by the WFD are included in the outsourcing proposals we received. In addition, t he contracting agency would not provide the interaction with the corporate businesses (each of which has a safety/facilities director) that is currently being provided by the Westlake Fire Department. Storm Response - Another issue to consider with outsourcing our services is the fact that during severe weather, fire departments tend to become very busy running storm related calls. By outsourcing to another agency, Westlake would see extended response times due to the other agency n ot having units available to respond to our emergencies. During these times, it is not uncommon for calls to be on hold, waiting for a unit to become available. With these types of calls, Westlake could potentially be moved to the bottom of the list as th e contract provider assists their residents. XIII. SUMMARY AND RECOMMENDATIONS Section 8-17 Fire and EMS service customers want quick and dependable emergency response performance with well-trained and equipped personnel at a reasonable cost. This is a true statement whether there is a solid or shaky economy. In most places in North America, current revenue resources are shrinking, demand for services are increasing, and accountability for quality service with fiscal restraint is the norm. The Town of Westlake has already set a standard for providing Fire and EMS services to the resident and business community of Westlake. There are only three options to consider: Outsource to Keller for $400,000 per year. Keller would provide an average response time of 10 to 12 minutes or greater to more than 60% of emergency responses within Westlake. This will approximately double the current response times. At what cost would allowing response times to double on most fire and medical calls be acceptable? In reality, Westlake will only save about $400,000 per year by outsourcing to another agency. After the loss of EMS revenue of $100,000; hiring a Fire Marshal/Inspector for another $80,000 to $100,000 for salary and benefits. There will also be office and administration expenses and vehicle expenses as well. Would it be acceptable for Westlake to increase their current response time standards for a $400,000 savings a year? Would Westlake be providing the most effective and efficient life and property saving capabilities for their community? How would you measure the impact that doubling response times would have on human life? The community would have to be informed of the increased risk in the Town due to the degradation of emergency response times. How would we plan to inform the community of these changes and the potential consequences of that decision? Outsource to Southlake for $475,000 per year. Southlake would provide an average response time of 6 to 8 minutes to at least 50% of Westlake emergency responses. This would be increasing the current Westlake response time standard by about 2 minutes. Would the residents be willing to have their current response times of 4 - 6 minutes increase to 6 - 8 minutes to save $325,000 per year? Some of the residents will see their response times double with this option. Response times to the Academy will triple. Irreversible brain damage occurs within 6 to 8 minutes in a non-breathing patient as a result of a heart attack, stroke, asthma, drowning, diabetic, etc. Do we believe that it would be acceptable to decrease the current response standards to save $325,000 per year? What is the impact on one life worth? According to the American Heart Association, Cardiovascular Disease is the leading cause of deaths in the United States. This includes heart attacks, strokes, hypertension, congenital heart defects (as in kids playing sports and collapsing from an unknown heart condition), and congestive heart failure. Fire and EMS units respond to well over 60% of these cases. Section 8-18 Decreasing current response time standards will at some point have a life altering impact on someone's life in Westlake. It is likely to happen more than one time a year. What are the odds that it could be someone you know and/or love? No age group or class of person is exempt from requiring the services of fire and EMS. It is true that most Fire and EMS calls are not life threatening. But, the ones that are, are the ones where precious minutes and even seconds can make a difference. We do not know which calls those are until we get to the scene. This is where the little bit of response time difference has a huge impact on the positive outcome of someone's life. This is when the "4 minutes or less, 90% of the time" matters the most. This is why having an Effective Response Force that each risk demands is vital in order to be mission successful. Emergency response to all hazards must be considered when assuring that an appropriate infrastructure is in place for adequate response, regardless of the nature of the emergency. Further, this response infrastructure is driven by the geography to be covered, population density, and building and occupancy type, among other variables that drive call volume and type of call. The infrastructure cannot be compromised even in times of low volume without SUBSTANCIAL risk. National Standards, like the National Fire Protection Association (NFPA) standards, are established to identify necessary resources and to regulate the safety of communities and the levels of fire and EMS department's safety. NFPA 1710 standards are four (4) man engine companies and two (2) man ambulances and for response times of "4 minutes or less, 90% of the time". These standards are designed around the types of life threatening emergencies most frequently encountered by fire departments, not worst case scenarios or rare events. Regarding the different response times, one must consider that for every response, one must take into account the time it takes to call for that help, the time it takes for the emergency dispatcher to dispatch the fire and EMS units, the time that it takes to get into the fire and EMS vehicles, the response time (drive time), and the time that it takes to get to the patient or emergency. There can easily be an additional 5 to 10 minutes added to each call besides the response time. Relate back on the critical 6-8 minutes of someone not breathing or having chest pains, or drowning. Add those 5 to 10 minutes to Keller's 10 to 12 minute response time, or Southlake's 6 to 8 minute response time. Someone can easily be waiting 20 to 25 minutes before help arrives for them. Keep in mind that a 6 or 10 minute response time is not the time that a person has to wait to get help, it is only the actual time that it takes to drive to that emergency. This brings us to the third option, keeping the Westlake Fire Department. Westlake promotes itself on having high standards. Is there a line where those high standards stop and begin? Do those high standards apply to everything about Westlake, including emergency services? Are these the standards we want for Westlake? Keep in mind that a standard (i.e. Section 8-19 service level expectation) has already been set for emergency response in Westlake. WFD consistently provides 4 - 6 minute response times. Do we accept the increased response times from outsourcing, which will lower the current standard? Do we want to provide a community fire and EMS service that can be second to none and has the same high standards that the Town desires for all its services? There is no doubt that the most effective and efficient fire and EMS services would be investing in our own Westlake Fire Department. Would we rather rent a firehouse and have less input into its standards or would we rather buy a firehouse and have a true investment for your community? For the additional difference that it costs to have our own fire department, there is a return on investment. Westlake is getting a deeper service than outsourcing would provide. Westlake would receive response times unmatched by outsourced agencies. In addition, only the WFD is dedicated to working with organizations, such as our corporate customers and the Academy, within this community and building those relationships which enhances efficiency during emergencies. The Westlake Fire Department is committed to providing that community education that is critical in the overall reduction of death, injury, and property loss in the community. The mission of a fire department is to provide the most effective and efficient fire and EMS based services to our citizens by providing the best possible response times with the resources provided. This can only be provided from a fire station strategically located within the Town limits and dedicated to serving those citizens. Section 8-20 WORKING DRAFT Strategic Communication Plan “Why Did You Move to Westlake?” Westlake, Texas May 24, 2010 PLAN OBJECTIVE • Create a positive political climate in the midst of a difficult economy that supports creating a limited, but sustainable revenue source that preserves the community’s special and unique nature and quality of life and allows it to move forward. : • Create public acceptance and understanding that such an action is the responsible thing to do because: o The Town/Westlake Academy is unique and top-notch in what it offers residents in the way of services within available resources o We must grow responsibly o We must fulfill Westlake’s vision, not only for today, but the next 50 years To attain this objective, the following strategies and their attendant tactics will be used (note : strategies are not presented in any prioritized order as all of them will have to be utilized to attain the objective): STRATEGY Gauge public support and sentiment : Knowing community priorities is critical to making sure they are being met. Tactics -Use this situation to show funding for services now received, plus other services not currently received. : -Explain that possibility of a retail mall is remote and that development of the Circle T Ranch, while planned, it is intermittent at best. -Utilize annual citizens’ survey (i.e. Direction Finders) to assess community priorities, support and key issues. -Create or ensure a feedback mechanism to allow residents to share thoughts, ideas or suggestions about the town. -Build understanding and support for the idea that if “we are a Town, then we must be a Town”, i.e. that we cannot be a Town in name only effectively not providing services that preserve and protect the Town and its quality of life. STRATEGY Showcase need and create understanding : The current fiscal challenge is complicated and complex, yet it is important that it be simply, clearly and concisely explained to have public support, or minimize opposition. Tactics: Section 9-1 -Develop community “road show” for series of neighborhood meetings. Westlake residents are very engaged with impressive turnout at community meetings. This presents a tremendous opportunity to educate a captive audience by telling a story. In addition, it allows for third party champions to emerge, or showcase their support to other residents. -Develop Message Points (Attached): The budget situation presents a very real threat to the very special and unique nature and quality of life of Westlake. The community is too savvy to respond to direct threat, but messages should allow for residents to connect the dots (i.e. self discover). The messages should showcase the challenge as well as value a sustainable revenue source brings to preserving the community’s nature. -All Town services are undergoing extensive evaluation as to efficiency, effectiveness, and cost. It is important that residents recognize the Town is examining all the services it provides, why they are provided, their service levels, and cost. Need to communicate and highlight which services have undergone reductions, improved efficiencies and other practices that have undergone change. STRATEGY Capitalize on “common bond” to unify all residents : Nearly all residents moved to Westlake for a reason. That reason may vary to a degree, but there is one clear and unmistakable theme. All or nearly all residents, whether living in Stagecoach or Vaquero, came to Westlake for the truly unique quality of life and community’s special and unique nature. Essential to preserving that uniqueness is ensuring the community can sustain itself financially. -Create a “Why did you come to Westlake?” theme Tactics: • Create understanding that one of the things that draw residents and businesses to Westlake is its sparse development pattern. However, this comes at a cost (i.e. a more dense development pattern could be more cost effective for provision of Town services, but this is not why they chose Westlake. While the current land use pattern of Westlake comes with a cost, we have a higher standard that residents have clearly supported over the years. • Whatever happens, they will at least control the community’s destiny STRATEGY Create Opportunity to for residents to “self-discover” and have ownership in solution : -Implement theme “Why did you come?” to Westlake in communications and messages Tactics: -Introduce theme during meetings by engaging residents to share their personal stories Section 9-2 -Clearly and concisely explain budget situation using graphs to show revenue projections vs. current -Introduce the concept of the “new normal” -Subtly contrast Westlake with neighboring cities. • Use slides outlining revenue sources and/or budget issues impacting each community. Work in photos capturing “essence” of each community • Tell financial story in a clear and concise way in terms of early forecasts versus today’s economic realities STRATEGY Show value/ROI (return on investment) for creating sustainable revenue source : Creating a sustainable revenue source will not only fill the financial gap facing the town, but also provide tangible economic benefits safeguarding the community’s way of life and residents investment. Tactics -Showcase tools that preserve quality of unique character that sustainable revenue source will allow : • Comprehensive Plan: Allows Town of Westlake to preserve its uniqueness (low density housing, corporate campuses, high aesthetic standards, controlling type of growth to retain our small town feel) by following Town’s comprehensive plan and development standards. Nearly 50% of the town is not developed. Controlling how that develops is essential, but that when fully developed, approximately 70% of the Town will office land use, which does help build a favorable tax base for residences. • Design Standards and other tools the Town uses to preserve the community • Capital Improvements Plan: Allows community to assess costs of maintaining public infrastructure and plan preserve it…no revenue source for that • Public Safety: Allows community to not only pay for expected level of public safety, but have those services delivered in a manner the community deems best. STRATEGY Use third party ambassadors to create and showcase community support : In a community comprised largely of very successful individuals, it is important to give them ownership of major decisions impacting them. Many times, these individuals tend to “push back” in the face of being told what to do by government. When ideas come from them or their friends and neighbors, they will have ownership of decisions Tactics -Council to identify and engage community/neighborhood opinion leaders and personally educate them on the challenges they face. Work with them to develop ownership and solutions. They, in turn, will become advocates and champions that not only influence, but balance those opposed. : Section 9-3 -Assist in creating community testimonials to be disseminated from sources other than the City STRATEGY Use existing communications tools to educate, only after third parties have been educated and engaged and residents receive information in person. : It is important that advocates and champions feel exclusive. Sharing information with them first before taking it to all residents can be helpful in giving them ownership and engaging them to take a supportive position. -Council Members should begin third party recruitment shortly before public roll out of theme and messages Tactics: -Neighborhood meetings should be held next, so residents can hear the concept in person rather than read about it • Leave behind information should be included that makes it easy for residents to access information, staff and the elected representatives • It is critical that staff is completely open and accessible if the expectation is established -Use newsletter and emails to begin public campaign to introduce theme “Why did you come to Westlake” • Seek thoughts and resident feedback by creating a feedback mechanism • Put all information relative to the issue in a prominent place on the website o Budget graphs o List of unavoidable financial liabilities including school debt service o List of benefits from developing sustainable revenue source STRATEGY Identify and proactively address issues that can divide community : Westlake is recovering from issues that divided the community, including the school and professionalizing the government. It is important that those wounds are not reopened for current and long-term community health. -Develop information that highlights on-going financial obligations (including debt service for Westlake Academy). Break out other services that would be on the table. Tactics: -Highlight fact that a Westlake government is the only way residents have to control what will happen to their community including: • Comprehensive planning • Zoning and high quality design standards • Planning for infrastructure needs through CIP • Public safety quality and response times STRATEGY: Proactively engage local media Section 9-4 Though Westlake does not have dedicated media coverage and media’s overall impact on local issues is marginal, there is still value in proactively working with the media on this issue. Having reporters/editors armed with the facts can provide a valuable third party refute to misinformation being circulated by opposed residents. -Schedule desk side visit with local reporter and editor covering Westlake community issues Tactics: -Work with local reporter to write a history story that led to the position the Town faces: o Dynamics leading to constructing Academy o Reinforce fact that Town is obligated to pay bonds KEY MESSAGES : • We moved to Westlake for a reason o It is the most special and unique place in Texas o WA as a tool that positively affects economic development and its economic base • It’s all of our responsibility to make sure it stays that way o Looking for solutions for a sustainable revenue source o This is an “investment in us”, the residents of Westlake • What is the responsible thing to do to keep Westlake the special and unique place it is today? o Identifying a sustainable source of revenue is critical to our future o Tangible benefits of having that sustainable revenue source, including services or improvements not currently offered • Westlake is only about 50% developed o We have opportunity to ensure it develops in a way that keeps our community the special and unique place it is • We have an obligation for today, but also for our community’s future o Steps today are important to what our community becomes in 5, 10 or 50 years Reactive: • Good, bad or indifferent, we have financial obligations we must honor o Including debt service on the school • That is beyond our control, but we must look forward and do what is responsible o Preserve our community • We are living in a new normal, and there are steps we must decide to take if we want to address it Section 9-5 This page is intentionally blank