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Home My WebLink AboutCouncil Packet Performace Measures Q2 2015 Page 1 of 3 estlake Town Council TYPE OF ACTION Workshop - Discussion Item Westlake Town Council Meeting Monday, April 27, 2015 TOPIC: Presentation and discussion of 1st and 2nd Quarter Performance Measures and the 2nd Quarter Financial Analysis as well as Capital Projects for the Quarter ended March 31, 2015 STAFF CONTACT: Debbie Piper, Finance Director Amanda DeGan, Assistant Town Manager DECISION POINTS Start Date Completion Date Timeframe: October 1, 2014 March 31, 2015 Funding: Amount- N/A Status- N/A Source- N/A Strategic Alignment Vision, Value, Mission Perspective Strategic Theme & Results Outcome Objective Transparent / Integrity- driven Government Municipal & Academic Operations Exemplary Service & Governance - We set the standard by delivering unparalleled municipal and educational services at the lowest cost. Increase Transparency, Accessibility & Communications Strategic Initiative Outside the Scope of Identified Strategic Initiatives EXECUTIVE SUMMARY (INCLUDING APPLICABLE ORGANIZATIONAL HISTORY) With the creation of our current draft of the Strategic Plan, we identified performance measures and reviewed those with the Council in 2014. The measures are designed to capture our progress on each strategic objective within our Tier One strategy map and provide us with valuable data to help guide our budgeting and planning efforts. We have also combined the organizational 1 Page 2 of 3 performance measures with the quarterly financial dashboard for a more comprehensive analysis of our services. The information (charts and presentation) will be delivered under separate cover on Thursday. An explanation of the organizational performance measures will be contained in the presentation and discussed at our Council meeting and the detail of the financial measures is explained below. Financials: The 2nd quarter “Dashboard” reports and “Analysis” for the FY 2014-2015 are attached. Our goal is to have a concise and easy to understand document regarding the financials of our three (3) major funds: General Fund, Visitors Association Fund and the Utility Fund. The remaining funds are a function of transfers in, related expenditures and transfers out; therefore, we have not prepared quarterly reports for these funds. We have also included an additional report related to the capital projects year-to-date expenses as well as an update of the projects. Please note on each individual fund’s report, you will see an “A”, and on the Utility Fund a “%”, beside several revenue line items. The “A” indicates that specific “YTD Actual” line-items are based on the accrual method. This means that revenue received after 3/31/15 but related to that specific quarter, i.e. sales tax, franchise fees, hotel occupancy tax, etc. was added to the “YTD Actual” for comparison to the budget. The “YTD Budget” is based on 6 months out of the 12 month budget; therefore, it’s reasonable to accrue the amount to show 6 months of actual receipts. In addition to accruing the water revenue receipts for the “YTD Actual”, the YTD Budget” calculation has been changed from 6 months of the 12 month period to a much better representation of that fund’s revenue. Because the majority of the water revenue is received in the spring and summer (hotter, dryer months), the “YTD Budget” calculation is now being based on the percentage of revenues received for the first three months of the prior year. In review, these quarterly reports contain a “dashboard” display complete with major revenue and expenditure categories. A comparison of the “YTD Budget” amount and the “YTD Actuals” at 3/31/15 has been presented. The color green obviously means that we are good in those specific line items when comparing “YTD Budget” to “YTD Actuals”. Any concerns between these two areas show up as yellow (cautionary) or red (critical). A summary is presented at the bottom of each fund page indicating the net revenues over (under) expenditures along with the projected ending fund balances for the Adopted Budget, YTD Budget as well as the YTD Actuals. The operating days remaining in Unrestricted Fund Balance have been calculated using operating expenditures. Our Fiscal and Budgetary Policies state that we will strive to maintain 90 days of operations. Note the “Analysis” is color coded and corresponds to the specific line-item on the “Dashboard” report. All “cautionary” and “critical” items are detailed with explanations of the variances. I have explained several of the line-items that were greater (green) in revenue than we anticipated helping you understand what specifically happened with that revenue line-item. I have also prepared explanations for several expenditures that were considerably under budget so you may see why these funds have not been expended. Included in each explanation you will find a number that reflects the exact variance in that department/line-item. 2 Page 3 of 3 RECOMMENDATION Review and discussion of the performance measures. ATTACHMENTS Sent under separate cover. 3 Town of Westlake Balanced Scorecard Strategic Planning & Management System Mission & Vision Objectives Performance Measures Vision An oasis of natural beauty that maintains our open spaces in balance with distinctive development, trails, and quality of life amenities amidst an ever expanding urban landscape. Mission Westlake is a unique community blending preservation of our natural environment and viewscapes, while serving our residents and businesses with superior municipal and academic services that are accessible, efficient, cost-effective, and transparent. Preserve Desirability & Quality of Life  Alignment between comp plan, zoning & dev. Regulations  Ratio of exemplary schools in/around Westlake  Enrollment composite (capacity vs. wait list)  Student successes from WA  Direction Finder survey results Increase CSS Satisfaction  Attrition rate  Average length of time residents live in Westlake  Percentage of leavers (all)  External validation points (awards per year)  Direction Finder survey results  Percentage of violations issued to residents due to failure to meet development/code requirements Strategic Themes & Results Perspective: Financial Stewardship Theme: Natural Oasis Result: Preserve and maintain a perfect blend of the community’s natural beauty. Theme: Exemplary Service & Governance Result: We set the standard by delivering unparalleled municipal and educational services at the lowest cost. Theme: High Quality Planning, Design, & Development Result: We are a desirable, well planned, high-quality community that is distinguished by exemplary design standards. Theme: Exemplary Education – Westlake Academy Result: Westlake is an international educational leader where each individual’s potential is maximized. Increase Financial Capacity / Reserves  Fund Balance  Quarterly financial report data Increase Revenue Streams  Local revenue monitoring  Percent of revenues budgeted Strategy Map Perspective: Municipal & Academic Operations Maximize Efficiencies & Effectiveness • Percentage of time spent on Q2 planning and implementation • Number of policies and procedures updated/passed (quarterly) • Number of internal processes reviewed and updated each quarter Encourage Westlake’s Unique Sense of Place  Percentage of first submission plans that meet environment/development goals • Percentage of CSS participation events/meetings Increase Transparency, Accessibility & Communications  Increased survey completion (All)  DF survey (effectiveness of town communications, effort to keep residents informed, opportunities for public input and availability of town records.  Email/website statistics Perspective: People, Facilities, & Technology Attract, Recruit, Retain & Develop the Highest Quality Workforce  Percentage of qualified candidates within applicant pools  Time to fill positions  Percent of increased competency specific  Employee turnover rate  Employee satisfaction results Improve Technology, Facilities & Equipment  Overtime vs. Comp time  Critical infrastructure downtime  Cost of repairs vs. replacement costs  Projected CSS growth Optimize Planning & Development Capabilities  DF survey results  Percentage of deadline compliance 4 Town of Westlake Performance Measurements 1 st and 2nd Quarters- FY 14/15 5 Town of Westlake Financial Stewardship Citizen, Student & Stakeholder Municipal & Academic Operations People, Facilities & Technology Attract, Recruit, Retain & Develop the Highest Quality Workforce Increase Financial Capacity / Reserves Increase Transparency, Accessibility & Communications Maximize Efficiencies & Effectiveness Increase CSS Satisfaction Client Logo Improve Technology, Facilities & Equipment Optimize Planning & Development Capabilities Encourage Westlake’s Unique Sense of Place Preserve Desirability & Quality of Life Increase Revenue Streams 6 Coordinat or Science - Chemistry Science - Chemistry Social Studies - History Mathema tics Special Education Teacher Art Special Education Teacher Secretary - 12- Months Secretary Counselor Special Education Assistant Time To Fill 14 -25 23 13 43 30 23 38 80 77 42 -78 Goal 30 30 30 30 30 30 30 30 30 30 30 30 -100 -80 -60 -40 -20 0 20 40 60 80 100 # o f D a y s Time to Fill Q4 2013 - 2014 Attract, Recruit, Retain & Develop the Highest Quality Workforce Improve Technology, Facilities & Equipment Optimize Planning & Development Capabilities People, Facilities & Technology Slide depicts the number of days required to fill positions in the organization – our benchmark is a 30 day hiring cycle (red line) and the actual days is shown on the blue line. This information reflects the 4th quarter (the busiest hiring season) for FY 13/14. 7 Librarian Time To Fill 18 Goal 30 0 5101520 253035 # o f D a y s Time to Fill Q1 2014 - 2015 Instructional Specialist Physical Education Time To Fill 28 3 Goal 30 30 05 10152025 3035 # o f D a y s Time to Fill Q2 2014 - 2015 These slides also depict the number of days required to fill positions – these are for the 1st and 2nd quarter of our current fiscal year. People, Facilities & Technology Optimize Planning & Development Capabilities Improve Technology, Facilities & Equipment Attract, Recruit, Retain & Develop the Highest Quality Workforce In the 1st Quarter – we had only one position to fill (a librarian), which was completed within 18 days. 8 People, Facilities & Technology Optimize Planning & Development Capabilities Improve Technology, Facilities & Equipment Attract, Recruit, Retain & Develop the Highest Quality Workforce Q1 Q2 Municipal & Academic $51,160.25 $51,160.25 Expenditures $32,780.24 $55,311.12 $- $20,000.00 $40,000.00 $60,000.00 $80,000.00 $100,000.00 Organizational & Professional Development Investment 0 1 2 3 4 5 Dec-14 Jan-15 Feb-15 Mar-15 # o f E m p l o y e e s L e a v i n g Dec-14 Jan-15 Feb-15 Mar-15 Academic Turnover 1 1 2 1 Municipal Turnover 0 0 0 1 Academic & Municipal Services Turnover Ratio 100% Voluntary This chart represents the reinvestment in our organizational and staff development efforts over the 1st & 2nd quarter. The data spans the entire staff of the Town = 135 employees We are monitoring our turnover ratio and noting whether the employee left due to a personal choice (relocation, etc.) or if they were terminated from their position. This will help determine the stability of our departments. 9 People, Facilities & Technology Optimize Planning & Development Capabilities Improve Technology, Facilities & Equipment Attract, Recruit, Retain & Develop the Highest Quality Workforce Municipal Staff Survey – April 2014 This data is taken from our annual employee survey. The satisfaction response with each of these questions will help us address concerns that affect the level of employee engagement and in retaining and development of our workforce. % of Employees satisfied with benefits package 42% % of Employees believe the organization is dedicated to professional development 64% % of employees believe they receive the training needed to do their job well 80% % of Employees that get a sense of personal satisfaction from work 96% %of Employees feel they are compensated fairly 55% % of Employees given flexibility and autonomy 91% % of Employees feel teamwork is encouraged 88% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 2013-2014 Survey Results 10 People, Facilities & Technology Optimize Planning & Development Capabilities Improve Technology, Facilities & Equipment Attract, Recruit, Retain & Develop the Highest Quality Workforce 25 75 125 175 225 275 Forfeited Vacation Hours (Salaried Employees) 230 8 Q2 Q1 $100,000.00 $120,000.00 $140,000.00 $160,000.00 $180,000.00 $200,000.00 $220,000.00 $240,000.00 $260,000.00 $280,000.00 Q1 - 14/15 Q2 - 14/15 $233,796.00 $233,796.00 $36,166.00 $37,734.34 Hourly Payroll OT Costs The forfeited vacation data represents the number of hours our salaried employees forfeited by quarter. This provides a data point that may help us identify workload imbalance and areas of service where more ‘depth’ is needed in a department. This chart indicates the budgeted quarterly payroll for hourly employees and the total amount we are paying out in overtime costs. This may also be a data point to determine imbalances in staffing levels and/or identify areas for improvement in our processes. An average, we are spending 15% in OT costs for hourly staff members each quarter. 11 Municipal & Academic Operations Increase Transparency, Accessibility & Communications Encourage Westlake’s Unique Sense of Place Maximize Efficiencies & Effectiveness The data tracks the success we have had in reaching the public and promoting the objective of increasing communications with our stakeholders. Staff monitors the quality of the content on our page and ensures we are providing timely information to help inform our ‘friends’ on Facebook. This graph indicates the inaugural data for our Twitter page by quarter. We have had over a 500% increase in the number of Followers, Mentions, & Re-tweets of our posts – much of it due to the weather related events earlier this year. A Profile visit is a visitor who clicks on our page and reviews our tweets. 583 777 23 34 0 100 200 300 400 500 600 700 800 900 Q1 - 14/15 Q2 - 14/15 Likes, Comments, Shares per Post Page Likes Municipal Facebook Page 29 189 744 1174 0 200 400 600 800 1000 1200 1400 1600 Q1 - 14/15 Q2 - 14/15 Profile Visits Followers, Mentions, Re-tweets Municipal Twitter Page 12 Municipal & Academic Operations Increase Transparency, Accessibility & Communications Encourage Westlake’s Unique Sense of Place Maximize Efficiencies & Effectiveness The data depicts the number of emails we send to stakeholders on a quarterly basis and also the number that are opened and presumably read by the recipient. From the 1st to the 2nd quarter, we saw an increase from 51% to 56% in the percentage of the emails that were read by the residents. The staff is also tracking the number of monthly visitors we have to our municipal web page. We had an 18% increase in the number of ‘hits’ to the page from the 1st to 2nd quarter. Municipal Website 11,671 13,646 5,957 7,665 - 2,000 4,000 6,000 8,000 10,000 12,000 14,000 16,000 Q1 - 14/15 Q2 - 14/15 Emails Sent Reach of Westlake Wire 5% increase Westlake Wire Communications 17,752 20,917 0 5000 10000 15000 20000 25000 30000 35000 40000 45000 Monthly Visitors - 18% Increase in Traffic Q2 - 14/15 Q1 - 14/15 13 Municipal & Academic Operations Increase Transparency, Accessibility & Communications Encourage Westlake’s Unique Sense of Place Maximize Efficiencies & Effectiveness The data indicates the estimated (or count) number of residents/visitors we had a each event held during the 1st quarter. We did not begin collecting data for the Town Council meetings until the 2nd quarter. This information can help us identify those events that are important to the community. The chart shows the number of attendees at the Town Council meetings and the number of speakers at each event. We are also tracking the salient topic that might affect the number of attendees/speakers. 2nd Quarter Meetings & Event Attendance 1st Quarter Attendance at Events 0 10 20 30 40 50 60 70 80 90 100 January February March 15 35 95 9 20 22 Attendees Speakers 0 100 200 300 400 500 600 October Car Show November GWF Neighborhood Mtg. December Christmas Tree Lighting 1st Quarter - Events (Only) 14 Financial Stewardship Increase Revenue Streams Increase Financial Capacity / Reserves 15 Financial Stewardship Increase Revenue Streams Increase Financial Capacity / Reserves 16 Financial Stewardship Increase Revenue Streams Increase Financial Capacity / Reserves 17 Municipal & Academic Operations Increase Transparency, Accessibility & Communications Encourage Westlake’s Unique Sense of Place Maximize Efficiencies & Effectiveness The chart helps determine our success in conveying our environmental and development goals for the community. Those plans that require minimal review are in compliance and the applicant has been educated as to our ordinances and standards. For the 1st and 2nd quarter we had 12 submissions and all 12 were handled with no more than two reviews. Each quarter, the municipal staff members meet at a “Q2” session to discuss our mission, organizational values, team development and service delivery methods in order to further our efforts in creating a high performance organization for the community. You see the results of these meetings in many of our council update publications. Organizational Development / Visioning Plan Submittals 100% Percentage of First Submission Plans Meeting Standards 13.5 8.5 0 5 10 15 20 25 Q2 Planning Hours 1st Quarter 2nd Quarter 18 Citizen, Student & Stakeholder Increase CSS Satisfaction Preserve Desirability & Quality of Life This chart is prepared in conjunction with our budget document and indicates the total appraised value of all structures in the town (commercial and residential) as well as the net taxable value. We maintain this data for each of the past five (5) years. $0 $200 $400 $600 $800 $1,000 $1,200 $1,400 Total Appraised Value Net Taxable Value $1,026 $880 $1,091 $913 $1,210 $864 $1,228 $853 $1,258 $880 Bi l l i o n s FY 10/11 Actual FY 11/12 Actual FY 12/13 Actual FY 13/14 Estimated FY 14/15 Adopted Commercial and Residential 19 Citizen, Student & Stakeholder Increase CSS Satisfaction Preserve Desirability & Quality of Life This chart depicts the total value of our residential base within Tarrant County - The trend line for the past seven years has shown that the appraised value has risen by 25%, while the total taxable value has increased 13%. $- $100 $200 $300 $400 $500 $600 $700 Total Appraised Value Total Taxable Value $496 $469 $511 $511 $520 $452 $528 $458 $546 $473 $574 $491 $617 $530 Th o u s a n d s FY 08/09 Actual FY 09/10 Actual FY 10/11 Actual FY 11/12 Actual FY 12/13 Actual FY 13/14 Estimated FY 14/15 Adopted Total Residential Appraised Values 20 Citizen, Student & Stakeholder Increase CSS Satisfaction Preserve Desirability & Quality of Life Based on direction from the Council, we have also added the appraised value of residential homes per our Tarrant County reports. The trend line for the past seven years has shown that the appraised market value has risen by 21%, while the taxable value has increased 2%. Residential Market Values – Per Home $- $200 $400 $600 $800 $1,000 $1,200 $1,400 $1,600 Appraised Value - Per Home Taxable Value - Per Home $1,226 $1,225 $1,311 $1,311 $1,355 $1,153 $1,360 $1,163 $1,365 $1,166 $1,417 $1,203 $1,472 $1,247 Mi l l i o n s FY 08/09 Actual FY 09/10 Actual FY 10/11 Actual FY 11/12 Actual FY 12/13 Actual FY 13/14 Estimated FY 14/15 Adopted 21 Citizen, Student & Stakeholder Increase CSS Satisfaction Preserve Desirability & Quality of Life In an effort to gauge our stakeholders satisfaction with our largest operating department, staff monitors the enrollment and attrition data for each section at the Academy. We have had four (4) residents and 26 extended boundary students leave the school as of this year. 5 1 335 Primary Years Programme Secondary Boundary Withdrawals Primary Boundary Withdrawals Enrolled Population 15 1 362 Middle Years Programme Secondary Boundary Withdrawals Primary Boundary Withdrawals Enrolled Population 6 2 120 Diploma Years Programme Secondary Boundary Withdrawals Primary Boundary Withdrawals Enrolled Population 22 Bi-Annual Survey Results Optimize Planning & Development Capabilities Preserve Desirability & Quality of Life 80% 83% 78% 86% 74% 76% 78% 80% 82% 84% 86% 88% 2009 2010 2011 201350% 55% 60% 65% 70% 75% 80% 85% Overall Satisfaction with Transparency 66% 70% 2011 2013 Overall Satisfaction with Public Safety Services 0% 10% 20% 30% 40% 50% 60% 70% 2013 Survey Results 68% Familiarity with Development / Planning Documents All of these slides depict information gathered from our Resident Surveys over the past several years. These will be reported as necessary or monitored over the years to ensure progress with service delivery. Increase Transparency, Accessibility & Communications 23 TOWN OF WESTLAKE General Fund Quarterly Financial Dashboard Quarter Ended 03/31/2015 FY 13/14 FY 14/15 2nd Quarter Annual 2nd Quarter 2nd Quarter Actual vs over (under) Actual Budget Budget Actual Adopted budget A General Sales Tax 2,093,023 3,376,250 1,683,500 1,472,180 87%(211,320) A%Property Tax 91%1,079,450 1,209,094 1,096,932 1,221,714 111%124,783 A Franchise Fees 314,291 795,383 396,602 354,655 89%(41,947) Permits and Fees 363,122 1,458,500 727,252 412,153 57%(315,099) Fines & Forfeitures 358,615 670,000 334,082 344,820 103%10,738 Contributions - - - 10,000 100%10,000 A Misc Income 68,753 119,264 59,469 59,635 100%166 Total Revenues 4,277,253 7,628,491 4,297,836 3,875,157 90%(422,679) Other Sources - Transfers In 29,968 306,965 288,215 278,848 97%(9,367) 4,307,221$ 7,935,456$ 4,586,051$ 4,154,005$ 91%(432,046)$ A Based on accrual method % Based on % of PY Actual at quarter-end FY 13/14 FY 14/15 2nd Quarter Annual 2nd Quarter 2nd Quarter Actual vs over (under) Actual Budget Budget Actual Adopted budget Payroll & Related Taxes, Insurance 1,126,752 3,018,925 1,505,327 1,345,886 89%(159,441) Operations & Maintenance 1,145,578 3,310,434 1,650,682 1,361,741 82%(288,941) Total Expenditures 2,272,330 6,329,359 3,156,009 2,707,627 86%(448,382) Other Uses - Transfers Out 871,207 2,276,612 1,867,567 2,330,284 125%462,717 3,143,536$ 8,605,971$ 5,023,576$ 5,037,911$ 100%14,334$ FY 13/14 FY 14/15 2nd Quarter Annual 2nd Quarter 2nd Quarter Actual Budget Budget Actual 4,307,221 7,935,456 4,586,051 4,154,005 3,143,536 8,605,971 5,023,576 5,037,911 1,163,685$ (670,515)$ (437,525)$ (883,906)$ 5,896,631 6,675,326 6,675,326 6,675,326 Ending Fund Balance 7,060,316$ 6,004,811$ 6,237,801$ 5,791,420$ 273,524 274,408 274,408 272,065 Unrestricted Fund Balance 6,786,792$ 5,730,402 5,963,393 5,519,355$ # of Operating Days 359 243 234 Daily Operating Cost 18,925$ 23,578$ 23,578$ FY 14/15 ADOPTED BUDGET REVENUES AND OTHER SOURCES SUMMARY Total Expenditures and Other Uses FY 14/15 ADOPTED BUDGET FY 14/15 ADOPTED BUDGET EXPENDITURES AND OTHER USES Total Revenues and Other Sources ** DASHBOARD VARIANCE DASHBOARD VARIANCE Excess Revenues/Sources Over (Under) Expenditures/Uses Beginning Fund Balance Restricted Funds Total Revenues and Other Sources Total Expenditures and Other Uses Positive >90% Cautious 70% - 90% Negative <70% Revenue Legend Positive <100% Cautious 101% - 110% Negative >110% Expenditure Legend EXEMPLARY GOVERNANCE Town Officials, both Elected and Appointed, exhibit Respect, Stewardship, Vision, and Transparency SERVICE EXCELLENCE Public Service that is Responsive and Professional, while balancing Efficiency, Effectiveness and Financial Stewardship 24 TOTAL REVENUES AND OTHER SOURCES o YTD ADOPTED BUDGET $4,571,454 o YTD ACTUAL $4,154,005 o PERCENT OF BUDGET 91% o OVER(UNDER) BUDGET ($417,449) GENERAL SALES TAX INCOME o YTD Adopted Budget $1,683,500 o YTD Actual $1,472,180 o Percent of Budget 87% o Over(Under) Budget ($211,320)  Sales tax revenues are received from the State two months after paid. Because the Town is on a modified accrual basis, we are able to recognize these revenues when earned; therefore, we recognize revenues we received in October and November in the prior year FY 13/14.  We have only received 5 months of revenues for the first 2 quarters of FY2015 Oct 2014 payment received Dec 2014 $ 300,826 Nov 2014 payment received Jan 2015 $ 260,686 Dec 2014 payment received Feb 2015 $ 348,236 Jan 2015 payment received Mar 2015 $ 341,907 Feb 2015 payment received Apr 2015 $ 220,523 Mar 2015 payment received May 2015 -0- last FY recvd $213,180 PROPERTY TAX INCOME o YTD Adopted Budget $1,082,334 o YTD Actual $1,221,714 o Percent of Budget 113% o Over(Under) Budget $139,380  Income will not be distributed evenly over the fiscal year.  Majority of taxes are received within 1st and 2nd quarters Oct 2014 received $ 38,725 Nov 2014 received $ 77,120 Dec 2014 received $ 596,575 Jan 2015 received $ 334,264 Feb 2015 received $ 158,381 Mar 2015 received $ 16,646 25 FRANCHISE FEE INCOME o YTD Adopted Budget $396,602 o YTD Actual $354,655 o Percent of Budget 89% o Over(Under) Budget ($41,947) AT&T / SW Bell (51,851) Have not recvd 2nd quarter - prior FY $76,642 Verizon Wireless (16,761) Have not recvd 2nd quarter - prior FY $14,103 Atmos Energy 27,492 Annual deposit made in March 2015 PERMITS AND FEES o YTD Adopted Budget $727,252 o YTD Actual $412,153 o Percent of Budget 57% o Over(Under) Budget ($315,099)  Majority is from Planning & Development – under budget $314,685 • Grading and Excavation fees ($4,589) • Building Permits ($257,624) • Plan Review and Inspections ($33,349) • Development Fees ($15,328)  Granada received final plat approval three months later than developer projected, which in-turn, slowed down housing permits.  Per Director, budget is anticipated to be met by the end of the fiscal year FINES AND FORFEITURES o YTD Adopted Budget $334,081 o YTD Actual $344,820 o Percent of Budget 103% o Over(Under) Budget $10,738  Municipal Court income is on target for the fiscal year. CONTRIBUTIONS o YTD Adopted Budget $0.00 o YTD Actual $10,000 o Percent of Budget 100% o Over(Under) Budget $10,000  Contribution from Deloitte to the Fire Department for breathing apparatus testing equipment 26 OTHER SOURCES – TRANSFER IN o YTD Adopted Budget $288,215  Includes 100% transfer at beginning of the year of $256,245 from the Utility Fund. This is a repayment for construction of Ground Storage Tank in FY 13/14 and is the first of two total annual payments.  Includes 100% transfer at beginning of year of $13,220 from the General Fund. This amount represents the percentage of the Communication’s Department related to Visitors Association Fund activities o YTD Actual $278,848 o Percent of Budget 97% o Over(Under) Budget ($9,367) E XPENDITURES AND OTHER USES o YTD ADOPTED BUDGET $5,023,576 o YTD ACTUAL $5,037,911 o PERCENT OF BUDGET 100% o OVER(UNDER) BUDGET $14,334 PAYROLL WAGES & RELATED TAXES & INSURANCE o YTD Adopted Budget $1,505,327 o YTD Actual $1,345,886 o Percent of Budget 89% o Over(Under) Budget ($159,441)  Employee increases are based on anniversary dates (some have not received their annual increase yet) this amount will increase as the year goes on.  This cost is also affected by employee taxes and insurances costs and will fluctuate as policies change; medical, dental, life, workers comp, unemployment  Fire/EMS department filled two vacant positions in December 2014.  Municipal Court budgeted for part time clerk for fiscal year but was just hired in February creating a savings. 27 OPERATIONS AND MAINTENANCE o YTD Adopted Budget is $1,650,682 o YTD Actual is $1,361,741 o Percent of Budget 82% o Over(Under) Budget ($288,941)  The largest portion of this variance ($261,129) is due to service expenditures being under budget for the first two quarters. As the year progresses, these expenditures should balance out. OTHER USES - TRANSFERS OUT o YTD Adopted Budget $1,921,895  (Includes 100% of the following budgeted transfers made at the beginning of the Fiscal Year) • Transfer Out to Fund 210 ED $ 35,758 • Transfer Out to Fund 410 CP-WA $ 576,575 • Transfer Out to Fund 412 WAE $ 54,328 • Transfer Out to Fund 600 GMR $ 137,877 • Transfer Out to Fund 400 CP $1,100,000 o YTD Actual $2,330,284 o Percent of Budget 125% o Over(Under) Budget $408,389  Transfers Out to Debt Service Fund $408,389 - General Fund covers initial debt payments and will be reimbursed by 4B funds as sales tax revenue is received. 28 TOWN OF WESTLAKE FY 13/14 FY 14/15 2nd Quarter Annual 2nd Quarter 2nd Quarter Actual vs over (under) Actual Budget Budget Actual Adopted budget A Hotel Occupancy Tax 273,155 707,000 352,532 317,577 90%(34,954) Misc Income 5,190 21,550 10,745 9,870 92%(876) Total Revenues 278,345 728,550 363,277 327,447 90%(35,830) Other Sources - Transfers In 0 0 0 0 0%0 278,345$ 728,550$ 363,277$ 327,447$ 90%(35,830)$ A Based on accrual method FY 13/14 FY 14/15 2nd Quarter Annual 2nd Quarter 2nd Quarter Actual vs over (under) Actual Budget Budget Actual Adopted budget Operations & Maintenance 87,203 249,814 124,565 107,486 86%(17,079) Operating Transfers for Payroll 123,461 457,110 227,929 147,711 65%(80,217) Total Expenditures 210,664 706,924 352,494 255,197 72%(97,296) Other Uses - Transfers Out 135,385 177,670 155,444 156,045 100%601 346,049$ 884,594$ 507,938$ 411,242$ 81%(96,695)$ FY 13/14 FY 14/15 2nd Quarter Annual 2nd Quarter 2nd Quarter Actual Budget Budget Actual 278,345 728,550 363,277 327,447 346,049 884,594 507,938 411,242 (67,704)$ (156,044)$ (144,661)$ (83,795)$ 1,026,639 1,056,040 1,056,040 1,056,040 Ending Fund Balance 958,935$ 899,996$ 911,379$ 972,245$ 151,700 164,450 164,450 142,825 Assigned Fund Balance 807,235$ 735,546$ 746,929$ 829,420$ # of Operating Days 426 304 342 Daily Operating Costs 1,896$ 2,424$ 2,424$ Beginning Fund Balance Restricted Funds Visitors Association Fund Total Revenues and Other Sources Total Expenditures and Other Uses Excess Revenues/Sources Over (Under) Expenditures/Uses Total Expenditures and Other Uses Total Revenues and Other Sources EXPENDITURES AND OTHER USES REVENUES AND OTHER SOURCES FY 14/15 ADOPTED BUDGET FY 14/15 ADOPTED BUDGET SUMMARY Quarter Ended 03/31/15 Quarterly Financial Dashboard DASHBOARD VARIANCE DASHBOARD VARIANCEFY 14/15 ADOPTED BUDGET Positive >90% Cautious 70% - 90% Negative <70% Color Legend Positive <100% Cautious 101% -110% Negative >110% Color Legend EXEMPLARY GOVERNANCE Town Officials, both Elected and Appointed, exhibit Respect, Stewardship, Vision, and Transparency SERVICE EXCELLENCE Public Service that is Responsive and Professional, while balancing Efficiency, Effectiveness and Financial Stewardship 29 TOTAL REVENUES AND OTHER SOURCES o YTD ADOPTED BUDGET $363,277 o YTD ACTUAL $327,447 o PERCENT OF BUDGET 90% o OVER(UNDER) BUDGET ($35,830) HOTEL OCCUPANCY TAX o YTD Adopted Budget $352,532 o YTD Actual $317,577 o Percent of Budget 90% o Over(Under) Budget ($34,954)  Have not received March Hotel Tax DATE Marriott 100% Deloitte 50% VA Fund Total Comments Oct-14 $72,945 $8,570 $81,515 Nov-14 $52,948 $7,979 $60,927 Dec-14 $40,368 $1,176 $41,543 Jan-15 $63,162 $4,375 $67,537 Feb-15 $63,287 $2,769 $66,056 Mar-15 $0.00 $0.00 $0.00 PY Marriott $59,679 PY Deloitte $3,156 $ 627,164 $ 24,867 $ 317,577 MISCELLANEOUS INCOME o YTD Adopted Budget $10,745 o YTD Actual $9,870 o Percent of Budget 92% o Over(Under) Budget ($876)  This income represents revenues from sponsorships, donations and special events from the Historical Board, Public Arts and Arbor Days. These events will occur later in the fiscal year and revenues should be received at that time. 30 TOTAL EXPENDITURES AND OTHER USES o YTD ADOPTED BUDGET $507,938 o YTD ACTUAL $411,242 o PERCENT OF BUDGET 81% o OVER(UNDER) BUDGET ($96,695) OPERATIONS AND MAINTENANCE o YTD Adopted Budget $124,565 o YTD Actual $107,486 o Percent of Budget 86% o Over(Under) Budget ($17,079)  Marriott Transportation under budget $20,000 - will pay 2nd quarter when statement and quarterly report is received from Marriott OPERATING TRANSFERS FOR PAYROLL o YTD Adopted Budget $227,929 o YTD Actual $147,711 o Percent of Budget 65% o Over(Under) Budget ($80,217)  Amount transferred is in direct relation to payroll costs; because employees’ adjustments are based on anniversary dates (and some have not received their adjustment yet) this amount will increase as the year goes on.  This cost is also affected by employee taxes and insurances costs and will fluctuate as policies change; medical, dental, life, workers comp, unemployment OTHER USES - TRANSFERS OUT o YTD Adopted Budget $156,045  Includes transfer to General Fund of $13,220 – Recorded 100% at beginning of the year. This amount represents the percentage of the Communication’s Department related to Visitors Association Fund activities  Includes P&I payment of $142,825 made in February regarding 2013 GO Refunding 2008 Bond payment) o YTD Actual $156,045 o Percent of Budget 100% o Over(Under) Budget $0 31 FY 13/14 FY 14/15 2nd Quarter Annual 2nd Quarter 2nd Quarter Actual vs over (under) Actual Budget Budget Actual Adopted budget A%Water Revenues 601,212 2,510,544 721,673 712,247 99%(9,425) Sewer/Waste Revenues 364,247 701,266 298,186 360,471 121%62,285 Tap/Impact Fee Revenues 44,581 60,750 30,292 26,966 89%(3,326) Misc Revenues 51,247 198,004 98,731 31,145 32%(67,585) Total Revenues 1,061,288 3,470,564 1,148,881 1,130,830 98%(18,051) Other Sources - Transfers in - 0 0 0 0%0 Total Other Sources 0 0 0 0 0%0 1,061,288$ 3,470,564$ 1,148,881$ 1,130,830$ 98%(18,051)$ A Based on accrual method % Based on % of PY Actual at quarter-end FY 13/14 FY 14/15 2nd Quarter Annual 2nd Quarter 2nd Quarter Actual vs over (under) Actual Budget Budget Actual Adopted budget A%Water Purchases 246,020 1,280,600 443,759 332,465 75%(111,295) Operations & Maintenance 609,313 1,124,076 560,498 430,785 77%(129,713) Capital Projects 607,790 288,500 143,855 112,635 78%(31,220) Total Expenses 1,463,123 2,693,176 1,148,112 875,885 76%(272,228) Operating Transfer Out for Payroll 132,964 352,198 175,616 172,585 98%(3,032) Other Uses - Transfers Out 168,478 743,745 729,058 715,628 98%(13,430) Total Other Uses 301,442 1,095,943 904,674 888,213 98%(16,462) 1,764,565$ 3,789,119$ 2,052,787$ 1,764,098$ 86%(288,689)$ vision summary link 1,764,565$ 3,789,119$ 1,764,098$ FY 13/14 FY 14/15 2nd Quarter Annual 2nd Quarter 2nd Quarter Actual Budget Budget Actual 1,061,288 3,470,564 1,148,881 1,130,830 1,764,565 3,789,119 2,052,787 1,764,098 (703,277)$ (318,555)$ (903,906)$ (633,268)$ 5,380,923 5,314,071 5,314,071 5,314,071 Ending Fund Balance 4,677,646$ 4,995,516$ 4,410,165$ 4,680,803$ 178,470 197,465 197,465 201,260 Unrestricted Fund Balance 4,499,176$ 4,798,052 4,212,700 4,479,543$ 988,296 2,756,874 935,834 559 575 537 8,043$ 8,343$ 8,343$ Total Operating Expenses # of Operating Days Daily Operating Cost SUMMARY Total Expenditures and Other Uses FY 14/15 ADOPTED BUDGET EXPENSES AND OTHER USES 35% TOWN OF WESTLAKE Total Expenses and Other Uses Excess Revenues/Sources Over (Under) Expenditures/Uses Beginning Fund Balance Restricted Funds Total Revenues and Other Sources Utility Fund - 500 Quarter Ended 03/31/15 Quarterly Financial Dashboard Total Revenues and Other Sources DASHBOARD VARIANCEFY 14/15 ADOPTED BUDGET REVENUES AND OTHER SOURCES 29% 43% FY 14/15 ADOPTED BUDGET DASHBOARD VARIANCE Positive >90% Cautious 70% - 90% Negative <70% Revenue Legend Positive <100% Cautious 101%- 110% Negative >110% Expense Legend EXEMPLARY GOVERNANCE Town Officials, both Elected and Appointed, exhibit Respect, Stewardship, Vision, and Transparency SERVICE EXCELLENCE Public Service that is Responsive and Professional, while balancing Efficiency, Effectiveness and Financial Stewardship 32 TOTAL REVENUES AND OTHER SOURCES o YTD Adopted Budget $1,148,881 o YTD Actual $1,130,830 o Percent of Budget 98% o Over(Under) Budget ($18,051) WATER REVENUES o YTD Adopted Budget $721,673 o YTD Actual $712,247 o Percent of Budget 99% o Over(Under) Budget ($9,425)  This total does not include March billing (not processed yet)  Experienced a warmer and dryer October through December which resulted in higher water consumption SEWER & WASTE REVENUES o YTD Adopted Budget $298,186 o YTD Actual $360,471 o Percent of Budget 121% o Over(Under) Budget $62,285  Sewer averages work in correlation with increased water usage and are based on December, January and February consumption. TAP/IMPACT FEE REVENUES o YTD Adopted Budget $30,292 o YTD Actual $26,966 o Percent of Budget 89% o Over(Under) Budget ($3,326)  These revenues are a direct reflection of new home starts with many building permits being issued in the prior year but requesting meters/taps in the current year. MISC REVENUES o YTD Adopted Budget $98,731 o YTD Actual $31,145 o Percent of Budget 32% o Over(Under) Budget ($67,585)  Duct Bank Leases – under budget ($15,440) - Revenue will be recognized in September 2015. Pertains to revenues received in prior years and is recorded in “Deferred Revenue” until earned.  TRA Wastewater Settle-Up – under budget ($135,455) - Historically the Town has received this revenue in June of each year. 33 TOTAL EXPENSES AND OTHER USES o YTD Adopted Budget $2,052,787 o YTD Actual $1,764,098 o Percent of Budget 86% o Over(Under) Budget ($288,689) WATER PURCHASES o YTD Adopted Budget $443,759 o YTD Actual $332,465 o Percent of Budget 75% o Over(Under) Budget ($52,511)  This total only includes billing for consumption October thru February  March consumption will be paid in April – PY was $27,574 OPERATIONS AND MAINTENANCE o YTD Adopted Budget $560,498 o YTD Actual $430,785 o Percent of Budget 77% o Over(Under) Budget ($129,713)  Service Accounts under budget $100,750  As the year progresses, these expenditures should balance out. TRA-Wastewater Treatment (33,319) Southlake-WW Treatment (22,179) Utility Billing (10,646) Water Utility Engineering (7,896) Contract Service (4,986) Auditor Fees (3,366) Contract Labor (2,493) Legal Fees (3,632) Software Maintenance (1,222) Training/Seminars/Meetings (1,136)  Rent & Utility Accounts under budget $25,476  As the year progresses, these expenditures should balance out. Electric - Pump Station (20,419) Water - Pump Station (6,233) 34 CAPITAL PROJECTS o YTD Adopted Budget $143,855 o YTD Actual $112,635 o Percent of Budget 78% o Over(Under) Budget ($31,220)  See Capital Projects Update for more detail N1 Sewer Line Transfer (124,658) Ground Storage Tank 16,832 FW Water Align Study Phase 2 32,593 Meter Reading Equipment 44,013 TRANSFERS OUT FOR PAYROLL o YTD Adopted Budget $175,616 o YTD Actual $172,585 o Percent of Budget 98% o Over(Under) Budget ($3,032)  Amount transferred is in direct relation to payroll costs; because employees’ adjustments are based on anniversary dates (and some have not received their adjustment yet) this amount will increase as the year goes on.  This cost is also affected by employee taxes and insurances costs and will fluctuate as policies change; medical, dental, life, workers comp, unemployment OTHER USES - TRANSFERS OUT o YTD Adopted Budget $729,058  Includes 100% transfer made to Utility Maintenance Fund ($450K) at beginning of year. Annual transfer to build fund balance.  Includes 100% ($265K) at beginning of fiscal year. This is a repayment for construction of Ground Storage Tank in FY 13/14 and is the first of two total annual payments. o YTD Actual $715,628 o Percent of Budget 98% o Over(Under) Budget ($13,430) 35