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HomeMy WebLinkAboutCouncil Retreat Packet Town Council Member Board of Trustee Relations Policy and Code of Ethics Adopted 07/28/2008 Revised 02/28/2011 1 We Will Never bring disgrace to this, our Town , by any act of dishonesty or cowardice; we will fight for our ideals and sacred things of the Town , both alone and with many; We will never bring disgrace to this, our Town , by any act of dishonesty or cowardice; we will fight for our ideals and sacred things of the Town , both alone and with many; we will revere and obey the Town ’s laws and do our best to incite a like respect and reverence in those about us; we will strive unceasingly to quicken the public’s sense of civic duty; and thus in all the ways we will strive to transmit this Town not only not less but greater, better and more beautiful than it was transmitted to us. The Ephebic Oath was that taken by the young men of the ancient Athens when they became of age to assume the responsibility of citizenship 2 The Westlake Town Council is the governing body for the Town of Westlake and the Board of Trustees is the governing body for Westlake Academy; therefore, they must bear the initial responsibility for the integrity of governance. The Council/Board is responsible for its own development (both as a body and as individuals), its responsibilities, its own discipline, and its own performance. The development of this policy is designed to ensure effective and efficient governance. This policy will address Mayor/President and Council/Board relations, Council/Board and Staff relations, and Council/Board and media relations. By adopting these guidelines for elected officials, we acknowledge our responsibility to each other, to our professional staff, and to the public. The Council/Board will govern the Town/Academy in a manner associated with a commitment to the preservation of the values and integrity of representative local government and democracy, and a dedication to the promotion of efficient and effective governing. The following statements will serve as a guide and acknowledge the commitment being made in this service to the community: 1. The Council/Board has as high priorities the continual improvement of the member’s professional ability and the promotion of an atmosphere conducive to the fair exchange of ideas and policies among members. 2. The Council/Board will endeavor to keep the community informed on municipal/academy affairs; encourage communication between the residents and the Council/Board; strive for strong working relationships among neighboring municipalities and elected officials. 3. In its governance role, the Council/Board will continue to be dedicated to friendly and courteous relationships with Staff, other Council/Board members, and the public, and seek to improve the quality and image of public service. 4. The Council/Board will also strive to recognize its responsibility to future generations by addressing the interrelatedness of the social, cultural, and physical characteristics of the ties of the community when making policies. 5. And finally, each Council/Board member will make a commitment to improve the quality of life for the individual and the community, and to be dedicated to the faithful stewardship of the public trust. 3 Town of Westlake Council/Board Member Statement of Purpose In order to ensure the proper discharge of duties for the improvement of democratic municipal and school governance, Westlake Council/Board Members should display behavior that demonstrates independent, impartial review of all matters addressed by them and be duly responsible to the residents of Westlake and to each other in their relationships. SECTION I MAYOR/PRESIDENT—COUNCIL/BOARD RELATIONS A. MAYOR ’S /PRESIDENT RESPONSIBILITIES 1. The Mayor /President shall be the presiding officer at all meetings. The Mayor Pro-tem shall preside in his/her absence. 2. Except as provided for by State law pertaining to voting on Council/Board matters, the Mayor /President shall have a voice in all matters before the Council/Board. 3. The Mayor /President shall preserve order and decorum and shall require Council/Board members engaged in debate to limit discussion to the question under consideration. 4. The Mayor /President is the spokesperson for the Council/Board on all matters unless absent, at which time his/her designee will assume the role. 5. The Mayor/President will encourage all Council/Board members to participate in Council/Board discussion and give each member an opportunity to speak before any member can speak again on the same subject. 6. The Mayor /President may limit each speaker to five (5) minutes to ensure an efficient use of time. The Mayor/President is responsible for keeping the meetings orderly by recognizing each member for discussion, limiting speaking time, encouraging debate among members and keeping discussion on the agenda item being considered. 7. Should a conflict arise among Council/ Board members, the Mayor/President will serve as the mediator. 4 B. MAYOR /PRESIDENT AND COUNCIL/BOARD RESPONSIBILITIES 1. Any Council/Board member may request at a workshop and / or regular meeting, under “Future Agenda Item Requests”, an agenda item for a future meeting. The Council/Board member making the request will contact the Town Manager/Superintendent with the requested item and the Town Manager/Superintendent will list it on the agenda. At the meeting, the requesting Council/Board member will explain the item, the need for discussion of the item, the item’s relationship to the strategic priorities, and the amount of estimated staff time necessary to prepare the item for discussion. If the requesting Council/Board member receives a second, the Town Manager/Superintendent will place the item on the agenda calendar allowing for adequate time for staff preparation on the agenda item. 2. Requests for Administrative Inquiry. A Council/Board member may request that the Town Manager/Superintendent investigate a specific topic or subject and report staff’s response and/or findings back to the entire Council/Board by brief email. Adminstrative inquiries are strictly intended for items that are of interest to the Council/Board as a whole, will require only brief staff time to investigate and respond, and in the Council’s/Board’s view does not merit time or discussion at a Council/Board meeting. The requesting Council/Board member will explain the topic of the administrative inquiry and the reason(s) it is desired to have staff investigate this item. 3. Reports. Reports are prepared by staff and placed on Council/Board work shop agendas for informational purposes and will be accepted as presented. There will be no presentation for these items or separate discussion unless a Council/Board member requests that a report be removed and discussed separately. 4. Items of Community Interest. A section of the agenda will include a topic for community interest updates, such as an expression of thanks, holiday schedules, recognition of officials/employees/residents, and reminders of upcoming events sponsored by the Town where staff or elected official attendance is required. 5. Each Council/Board member is responsible for being prepared to attend the meetings and discuss the agenda and is encouraged to attend at least one Texas Municipal League or Texas Charter School sponsored conference each year in order to stay informed on issues facing municipalities and charter schools. 6. It is the responsibility of Council/Board members to be informed about previous action taken by the Council/Board in their absence. In the case of absence from a work session where information is given, the individual Council/Board member is responsible for obtaining this information prior to the Council/Board meeting when said item is to be voted upon. 7. When addressing an agenda item, the Council/Board member shall first be recognized by the Mayor/President, confine himself/herself to the question under debate, avoid reference to personalities, and refrain from impugning the integrity or motives of any other Council/Board member or Staff member in his/her argument or vote. 8. In the absence of a ruling by the Mayor/President on any procedural matter, a Council/Board 5 member may move to change the order of business or make any other procedural decision deemed appropriate. The affirmative vote of a majority of the Council/Board members present and voting shall be necessary to approve the motion. 9. Any Council/Board member may appeal to the Council/Board as a whole from a ruling by the Mayor/President. If the appeal is seconded, the person making the appeal may make a brief statement and the Mayor/President may explain his/her position, but no other member may speak on the motion. The Mayor/President will then put the ruling to a vote. 10. Any Council/Board member may ask the Mayor/President to enforce the rules established by the Board. Should the Mayor/President fail to do so, a majority vote of the Council/Board members present shall require him/her to do so. 11. When a Council/Board member is appointed to serve as liaison to an affiliate board, the Council/Board member is responsible for keeping all Council/Board members informed of significant activities. 12. As much as practicable, Council/Board agendas, particularly workshop meetings, should be centered on the Council’s/Board’s strategic plans and related policy matters. To achieve that end, the Town Manager/Superintendent and his/her Staff will work to facilitate that focus. CODE OF CONDUCT FOR MAYOR AND BOARD MEMBERS During the Council/Board meetings, members shall preserve order and decorum, shall not interrupt or delay proceedings, and shall not refuse to obey the orders of the Mayor/President or the rules of the Council/Board. Council/Board members shall demonstrate respect and courtesy to each other, to professional Staff, and to members of the public appearing before the Council/Board. Council/Board members shall refrain from rude and derogatory comments and shall not belittle Staff members, other Board members, or members of the public. They should not use their position to secure special privileges and should avoid situations that could cause any person to believe that they may have brought bias or partiality to a question or issue before the Council/Board. Members of the Council/Board will not condone any unethical or illegal activity. All members of the Council/Board agree to uphold the intent of this policy and to govern their actions accordingly. 6 SECTION II BOARD AND STAFF RELATIONS No single relationship is as important as that of the Council/Board and their Town Manager /Superintendent in effectively governing the Town of Westlake/ Westlake Academy. It is for this reason that the Council/Board and Town Manager /Superintendent must understand their respective roles in that process. The Town Manager/Superintendent is the primary link between the Council/Board and the professional Staff. The Council’s/Board’s relationship with the Staff shall be through the Town Manager/Superintendent. 1. In order to ensure proper presentation of agenda items by Staff, questions arising from Council/Board members after receiving their information packet should be, whenever possible, presented to the Town Manager /Superintendent for Staff consideration prior to the meeting. This allows the Staff time to address the member’s concern and provide all members with the additional information. 2. The Town Manager /Superintendent shall designate the appropriate Staff member to address each agenda item and shall see that each presentation is prepared and presented in order to inform and educate the Council/Board on the issues which require action. The presentation should be professional, timely, and allow for discussion of options for resolving the issue. The Staff member making the presentation shall either make it clear that no action is required, or present the specific options for Council/Board consideration. 3. T he Town Manager /Superintendent is directly responsible for providing information to all the Council/Board concerning any inquiries by a specific Board member. If the Town Manager or his/her Staff’s time is being dominated or misdirected by a Council/Board member, it is his/her responsibility to inform the Mayor/President. 4. The Town Manager/Superintendent will be held responsible for the professional and ethical behavior of himself/herself and the discipline of his/her Staff. The Town Manager/Superintendent is also responsible for seeing that his/her Staff receives the education necessary to address the issues facing municipal government. 5. Any conflicts arising between the Town Staff and the Council/Board will be addressed by the Mayor/President and the Town Manager /Superintendent. All Staff members shall show each other, each Council/Board member, and the public respect and courtesy at all times. They are also responsible for making objective, professional presentations to ensure public confidence in the process. 7. The Town Manager /Superintendent, after an election, will make sure that the Staff has prepared information needed for the orientation of new Council/Board members and inform them of any Texas Municipal League/Texas Charter School conferences and seminars available. The Town Manager /Superintendent will also be responsible for meeting personally with new members and informing them about Town/Academy facilities and procedures. 7 8. The Town Manager/ Superintendent is responsible for the orientation of all new Council/Board members after an election. The orientation shall include meeting procedures, Staff and media relations, current agenda items and leadership training programs. SECTION III COUNCIL/BOARD AND MEDIA RELATIONS Since the democratic form of government is only successful when the citizens are kept informed and educated about the issues facing their municipality, it is imperative the media play an important role in the council-manager-media relations. It is through an informed public that progress is insured and good government remains sensitive to its constituents. These guidelines are designed to help ensure fair relationships with print, radio, and television reporters. The Council/Board and the Town Manager/ Superintendent recognize that the news media provides an important link between the Council/Board and the public. It is desire to establish a professional working relationship to help maintain a well informed and educated citizenry. 1. During the conduct of official business, the news media shall occupy places designated for them or the general public. 2. All reporters will have access to an agenda and will be furnished support material needed for clarification if requested. 3. In order to preserve the decorum and professionalism of Council/Board meetings, the media are requested to refrain from conversing privately with other people in the audience and to conduct any interview with the public outside the meeting room while the Council/Board is in session. 4. Since each government body conducts business differently, it is requested that all reporters new to Board meetings meet with the Town Manager/Superintendent, Mayor/President, or the designated media relations representative prior to covering their first meeting to be informed of the policies and procedures to help foster a professional working relationship between the media reporter and the Town. 5. On administrative matters, the Town Manager/Superintendent is the spokesperson, unless he/she has appointed a media relations person to present staff information on the agenda. 6. The Mayor/President, or his/her designee, is the primary spokesperson for the Town/Academy on matters regarding policy decisions or any Council/Board information pertaining to issues on the agenda. In order to ensure fair treatment of an issue, any clarifications requested by the media on the issue should be addressed after the meeting. When opposing positions have been debated, regardless of the outcome, the public is better informed when all sides have adequate coverage by the media. This lets the public know that the item was seriously debated and options discussed before a vote 8 was taken, and helps build confidence in the democratic process. 7. The Town of Westlake Council/Board is made up of five (5) Council/Board Members and a Mayor/President, each elected by the residents of Westlake. In respect to each Council/Board Member and his/her constituents, his/her views as presented on an issue before the Board should provide equitable representation from all members. Even though Council/Board members may express differing ideas, equitable representation helps promote unity of purpose by allowing the public to be informed of each member’s position during his/her term of office and not only during an election campaign. 9 We all have the responsibility to protect the integrity of our governing process and therefore, have read and agreed to the above guidelines. Town of Westlake Council/Board Member Code of Ethics The office of elected officials is one of trust and service to the residents of the Town of Westlake and Westlake Academy. This position creates a special responsibility for the Westlake Council/Board Member. In response to this, the Westlake Council/Board is expected to govern this Town in a manner associated with a commitment to the preservation of the values and integrity of representative local government and local democracy and a dedication to the promotion of efficient and effective governing. To further these objectives, certain ethical principles shall govern the conduct of every Council/Board Member, who shall: 1. Be dedicated to the highest ideals of honor and integrity in all public and personal relationships in order that the member may merit the respect and confidence of the residents of Westlake; 2. Recognize that the chief function of local government at all times is to serve the best interests of all of the people; 3. Be dedicated to public service by being cooperative and constructive, and by making the best and most efficient use of available resources; 4. Refrain from any activity or action that may hinder one’s ability to be objective and impartial on any matter coming before the board. Do not seek nor accept gifts or special favors; believe that personal gain by use of confidential information or misuse of public funds or time is dishonest; 5. Recognize that public and political policy decisions, based on established values, are ultimately the responsibility of the board and 6. Conduct business in open, well publicized meetings in order to be directly accountable to the residents of Westlake. It is recognized that certain exceptions are made by the State for executive sessions; however, any action as a result of that type of meeting will be handled later in open session. 10 Town of Westlake POLICY ON BOARD MEETING PROCEDURES Approved by the Board of Aldermen July 28, 2008 11 Upon adoption of this policy by the Board of Aldermen, the following rules and order of business will be adhered to. MEETINGS Regular Meetings will be held on the second and fourth Monday of each month. Special meetings shall be called, upon request of the Mayor or a majority of the members of the Board of Aldermen as prescribed by the Texas Local Government Code Sec. 22.038. Should the Town Manager identify a need for a special meeting, he or she shall consult with the Mayor to schedule said meeting. All meetings shall be subject to the provisions of the Texas Open Meetings Act, V.T.C.A., Government Code, Ch. 551, Open Meetings, as amended. Work Sessions may be scheduled prior to the regular meetings on the second and fourth Monday of the month, as necessary. The time is subject to change at the discretion of the Board of Aldermen or the Town Manager. Periodic Work sessions will also be scheduled to provide the Board of Aldermen with time to discuss short term and long term goals. The general public can, of course, attend such meetings, but may not participate in the proceedings unless invited to do so by the Mayor. Executive Sessions are an exception to the general rule that all meetings are open to the public. Executive Session may be held on the second and fourth Monday of each month. A special meeting can be called by the Mayor and the Town Manager. The Open Meetings Act allows closed meetings in a few specific instances where privacy serves the public interest – i.e. to discuss real estate, economic development, personnel matters. The Board must keep a record of the meeting and it shall be certified by the Mayor to assure that all matters discussed in executive session were properly recorded. AGENDA Agendas are prepared and posted for every meeting of the governmental body. The Mayor, working in conjunction with the Town Manager, will exercise their professional judgment in determining what items of business should come before the Board. Any member of the Town staff wishing to have an item placed on the agenda shall consult with the Town Manager’s office and then submit the item to the Town Secretary. Staff will post agenda packets on the internet for all Regular Meetings and Work Sessions no later than the Friday afternoon preceding the week of scheduled meetings. This should afford ample time for all Board members to inquire into the nature of each matter to be discussed or to personally investigate the matter so as to be better informed before a Board meeting. 12 The Town Secretary’s office, in conjunction with the Town Attorney, assumes the responsibility for compliance with the Open Meetings Act. First item on the regular Board agenda shall be to recite the Pledge of Allegiances. These procedures shall apply to all meetings of the Board of Aldermen. The Mayor shall be the presiding officer at all meetings of the Board of Aldermen. In the event of the absence of the Mayor and Mayor Pro Tem, the Mayor shall designate the presiding officer. In the event the Mayor has failed to designate the presiding officer, the Board member with the most seniority shall serve as presiding officer. PARLIAMENTARY PROCEDURE In regular and special meetings the Board of Aldermen will utilize reasonable rules of parliamentary procedure in the conduct of its business. Below are examples (not mandatory) of reasonable parliamentary procedure in certain types of actions of the Board of Aldermen: 1. MAIN MOTION: A formal proposal to take certain action. Step 1. Addressing the Chair. (Begin the discussion by having a member make the motion. Motion should be made and seconded. After this, debate can be conducted. (Ex: “Mayor, I move the following…”). SECOND REQUIRED Yes DEBATABLE Yes AMENDABLE Yes VOTE REQUIRED Majority Step 2. Assigning the floor (Mayor recognizes the member) Step 3. Making a motion. Step 4. Seconding a motion. Step 5. Stating the motion (Mayor states the motion) Step 6. Debating the question. (Mayor allows debate, with maker of motion speaking first in debate). Step 7. Putting the question. (Mayor takes the vote after debate is complete). Step 8. Announcing the result of vote. (Mayor announces the vote, members for and against). 2. TO TAKE FROM THE TABLE: To enable an assembly to take up and consider a motion that was postponed temporarily during the same meeting. Maybe used at a future meeting if the item that was tabled was posted. SECOND REQUIRED Yes DEBATABLE No AMENDABLE No VOTE REQUIRED Majority 13 3. AMENDING A MOTION Any motion may be amended as follows: “Mayor, I move that we amend the motion by (adding, striking our, etc. the words…).” The amendment must be seconded and then it can be discussed. When discussion ends, the amendment is voted on first. If the amendment passes, the original motion is then put to a vote as amended. If the amendment fails, the original motion is put to a vote. SECOND REQUIRED Yes DEBATABLE Yes AMENDABLE Yes VOTE REQUIRED Majority 4. TO OFFER A SUBSTITUTE AMENDMENT: Another way to change an original motion is by use of the Substitute Motion. A substitute motion is an amendment that changes an entire sentence or paragraph. It must be seconded and then discussed. It may be amended and differs only from an amendment in that if the substitute motion passes it does away with the original motion. SECOND REQUIRED Yes DEBATABLE Yes AMENDABLE Yes VOTE REQUIRED Majority 5. LAY A MOTION ON THE TABLE: Sometimes a board or committee may wish to defer action on a motion. One way to accomplish this is to lay a motion on the table. It is in order to move that a main motion be laid on the table when discussion on the main motion has or is about to end. A tabled motion can be brought from the table during the same meeting but is usually done so at a later meeting when unfinished business is being considered. SECOND REQUIRED Yes DEBATABLE No AMENDABLE No VOTE REQUIRED Majority 6. MOTION TO CLOSE DEBATE (call for question): To prevent or stop discussion on the pending question, and to bring the pending question or questions to an immediate vote. SECOND REQUIRED Yes DEBATABLE No AMENDABLE No VOTE REQUIRED 2/3 of members present 14 7. POINT OF ORDER: Anytime a member feels an incorrect procedure is being used, he or she can interrupt with a point of order request that requires the Mayor to determine the correct procedure. The point of order can have no additional motions applied to the request other than a motion to withdraw. SECOND REQUIRED No DEBATABLE No AMENDABLE No VOTE REQUIRED Mayor must concede or deny. RIGHTS IN DEBATE Robert’s Rules of Order says that debate is the discussion regarding a motion that occurs after the presiding officer has restated the motion and before putting it to a vote. When a pending question is presented for consideration to the Board, the presiding officer shall recognize the member who made the motion to speak first and the member who seconded the motion to speak second. When two or more members wish to speak, the presiding officer shall name the member who is to speak first. No member of the Board shall interrupt another while speaking except to make a point of order or to make a point of personal privilege. No member shall speak more than five minutes on any amendment to the question except as further provided in this rule. No member shall speak more than the time limits provided herein on any subject or amendment, and such member may use his or her time in any combination, in separate speech or comments totaling the number of minutes permitted. The Mayor shall not be obligated to recognize any Board member for a second comment on the subject or amendment until every Board member wishing to speak has been allowed a first comment. Board members shall also have the right to yield a portion of time to another member. Any member deciding to speak more than five minutes on any question or more than five minutes on any amendment to the question shall be accorded the privilege without objection upon motion supported by two-thirds of the Board. No member shall be permitted to interrupt while another member is speaking. No Board member shall be permitted to indulge in a discussion of personalities, use language personally offensive, arraign motives of members, charge deliberate misrepresentation, or use language tending to hold a member of the Board of Aldermen up to contempt. If a member is speaking or otherwise transgressing the rules of the Board, the presiding officer shall or any Board member may call him or her to order in which case he or she shall immediately be quiet unless permitted to explain. The Board shall, if appealed to, decide the case without debate. If the decision is in favor of the member called to order, he or she shall be at liberty to proceed, but not otherwise. 15 CONFLICT OF INTEREST Each Board member should be aware of the conflict of interest regulations, including State provisions and statutes. When a Board member has a conflict of interest with an agenda item, he or she should submit the required affidavit (if required) prior to the beginning of the meeting at which the agenda item is scheduled. Upon introduction of the agenda item, the Board member with the conflict of interest should announce that he or she has a conflict of interest and will not participate in discussion or consideration of the agenda item. It is not necessary that the Board member leave the meeting room. CITIZEN PARTICIPATION Individuals who wish to address the Board of Aldermen on an item posted as a public hearing shall register with the Town Secretary prior to the Mayor’s announcement to open the public hearing. Registration forms are available in the lobby. The Mayor will open the public hearing and recognize individuals who wish to come forward to speak for or against the item. The speaker will state their name and address for the record and shall be allowed three minutes. After a public hearing is closed, there shall be no additional public comments. If the Board needs additional information from the general public, some limited comments may be allowed at the discretion of the Mayor. When a large number of participants have indicated an interest in addressing the Board on a zoning case or another regular agenda item, the Mayor or Mayor Pro Tem may set a maximum time limit for the proponents and opponents and a time limit for rebuttal, if necessary. Individuals who wish to address the Board of Aldermen on a consent or regular agenda item not posted as a public hearing shall register with the Town Secretary prior to the Mayor’s reading of the agenda item. Registration forms are available in the lobby. The Mayor will recognize individuals who wish to come forward to speak for or against the item. The speaker will state their name and address for the record and shall be allowed three minutes. 16 Adopted December 8, 2008 Town of Westlake / Westlake Academy Town Council / Board of Trustees CITIZEN ADVISORY BOARD/COMMITTEE/AFFILIATE RELATIONS AND COMMUNICATIONS POLICY 17 CITIZEN ADVISORY BOARD/COMMITTEE/AFFILIATE RELATIONS AND COMMUNICATIONS POLICY Contents I. POLICY PURPOSE. ................................................................................................................................... 2 II. POLICY GOALS. ........................................................................................................................................ 2 III. POLICY PARAMETERS ............................................................................................................................. 2 A. Annual Meeting with Board. ............................................................................................................ 2 B. IRS Tax-Exempt Status Requests. ..................................................................................................... 3 C. Use of Town and Academy Name, Resources, and Logos. .............................................................. 3 D. Fiduciary/Stewardship Responsibilities and Requirements............................................................. 3 18 I. POLICY PURPOSE. To establish a clear framework and process for enhanced collaborative interaction, communication, and mutual understanding of roles and responsibilities between the Town Council (TC) and the Board of Trustees (BOT) and their various citizen advisory boards, commissions, committees, and organizations affiliated with the Town of Westlake and/or Westlake Academy. II. POLICY GOALS. The goals of this policy are: A. Enhanced two-way communication between the TC/BOT and its various advisory boards, commissions, committees and affiliate organizations (and vice versa). B. Reaching mutual agreement regarding annual programs of work for these various citizen advisory boards, commissions, committees, and affiliate organizations to enhance and assist in the pursuit of the TC’s/BOT’s strategic priorities. C. Achieving a common paradigm that all advisory boards, commissions, committees, and affiliates of the Town of Westlake and Westlake Academy exist to further the TC/BOT strategic agenda and are under the direct control of BOT/TC or, if they are a Westlake Academy affiliate, are under the day-to-day direction of the Head of School. D. Creating a clear understanding, coordination, and agreement by the TC/BOT and its citizen advisory boards, commissions, committees, and affiliate organizations as to each group’s role, function, and scope of responsibility in terms of their relationship to the Town of Westlake and/or Westlake Academy. E. Establishing a direct link between Westlake Academy, its Head of School, and the Academy’s Senior Management Team as being the first point of contact for coordinating the activities of Westlake Academy affiliates. III. POLICY PARAMETERS. To achieve this policy’s purpose and goals, the following parameters are put in place: A. Annual Meeting with Board. All TC/BOT advisory boards, committees, commissions, and affiliate organizations shall meet at least annually with the TC/BOT to: 1.) Report on progress to date in implementing that group’s program of work for the current fiscal year 2.) Review a proposed program of work for the coming fiscal year as well as submit any budget requests and requested staff resources for this proposed program of work. Said program of work will be discussed within the context of the organization’s program of work carrying out the TC’s/BOA’s strategic plan for both the Town and Westlake Academy. All funding requests should be submitted not later than the July 1st prior to the upcoming fiscal year. Requests received after that time will not be considered until the following fiscal year. 3.) Review fund raising activities underway or planned to support the current or proposed plan of work. 19 4.) The chair of each advisory board, committee, and/or affiliate organization shall schedule this annual meeting (or more frequent if needed) through the Town Secretary’s office. The TC/BOT may choose to hold these meetings one or two times per year. 5.) All affiliates of Westlake Academy, prior to meeting with the TC/BOT, will meet with the Head of School to make sure they their proposed efforts are coordinated through the Head of School and his/her designates. B. IRS Tax-Exempt Status Requests. All advisory committees, commissions, boards, and affiliates seeking tax-exempt status from the Internal Revenue Service 501(c)3 must receive prior approval from the TC/BOT. When submitting a request to the TC/BOT to apply for this IRS 501(c)3 status, the organization wishing to apply must be able to demonstrate and illustrate to the TC/BOT the benefits of this status for achieving TC/BOT strategic priorities as well as the advantages of this designation not currently afforded by the Town’s existing tax- exempt status. Further, the organization requesting to apply for this 501(c)3 status must be able to demonstrate to the TC/BOT their organizational capacity to administer and comply with all IRS regulations related to this status on an on-going basis. C. Use of Town and Academy Name, Resources, and Logos. Any advisory board, commission, or committee, as well as affiliate organizations of the Town or Westlake Academy, that wish to begin using the Town or Academy’s name or logo in their operational efforts must receive prior approval from the TC/BOT. Said approval can be withdrawn at any time by the TC/BOT. Additionally, any on-going use of Town facilities, resources, and staff by an advisory committee, commission, board, or affiliate must be requested through the Town Manager’s office and is subject to his/her approval prior to on-going utilization of those resources. Requests to add organizations covered by this policy to the Town’s insurance policy shall be submitted to the Town Manager for his prior approval before any insurance coverage is extended. If approved, the annual cost of this insurance shall be borne by the requesting organization. Requests to add staff to support any advisory board, commission, committee, or affiliate shall be made through the Town Manger’s office as a part of the annual budget preparation process and must be approved in advance by the TC/BOT. This request will include the identification of funding resources to pay for this position, the operational reporting arrangement for this position, and which payroll/insurance program this position will fall under. D. Fiduciary/Stewardship Responsibilities and Requirements. All advisory boards, commissions, committees, and affiliates that expend funds through their own bank accounts must first have TC/BOA approval to have separate bank accounts. All such groups will also submit their financial control procedures to the Town Manager or his/her designate for review and approval as to providing acceptable internal control on collection and expenditure of funds from these bank accounts. 20 Additionally, if this approval for separate bank accounts is authorized by the TC/BOT, a timely annual audit of this account(s) shall be submitted to the Town Manager or his/her designate for presentation to the TC/BOT. Said audit may be conducted by an external CPA auditing firm or may be conducted by the Town’s Director of Finance with that decision being made by the Town Manager depending on staff workload requirements at the time. Since the Westlake Academy Foundation has IRS 501(c)3 status at the time of the adoption of this policy, that organization shall, at its cost, utilize the same external auditor concurrently used to audit Westlake Academy finances. This Westlake Academy Foundation audit shall be prepared on a timely basis for presentation to the TC/BOT at the same time that the Academy’s audit is presented. For those advisory boards, commissions, and committees funded by the TC/BOT through the Town or Academy approved budget, use of approved budgetary allocations shall be made on transaction by transaction basis. That is, the chair or president of that organization will identify the vendor they wish to utilize, contact the Town’s Director of Finance, and submit necessary invoices so that the vendor can be paid by the Town for goods/services rendered to that advisory committee, commission, or board from their TC/BOT approved budget. Use of approved Town budgeted funds by these organizations shall be in accordance with State purchasing statutes and Town purchasing policies. All by-laws for proposed for citizen advisory boards, commissions, committees, and organizations affiliated with the Town of Westlake and/or Westlake Academy shall first be reviewed and approved by the TC/BOT. s:\town secretary\council and advisory board policies\advisory board relations and affiliate communications policy 12-8-08.docx 21 This page is intentionally blank Mayor and Town Council/Board of Trustees 22 Kelly Edwards Amanda DeGan Tom Brymer Debbie Piper Eddie Edwards Ginger Awtry Municipal Leadership Team 23 Jarrod Greenwood Todd Wood Troy Meyer Richard Whitten Municipal Leadership Team Jason Power 24 Dr. Shelly Myers Tom Brymer Rod Harding Academic Leadership Team Dr. Mechelle Bryson Chris Hill Dr. Andra Barton 25 Jennifer Furnish Academic Leadership Team Allison Schneider Alan Burt Terri Watson Amanda Cawthra 26 This page is intentionally blank 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.   Municipal Vision Statement 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.    Municipal Mission Statement “One‐of‐a‐kind community;  natural oasis – providing an exceptional  level of service.” Municipal Mission Tag Line •Innovation •Educational Leaders •Family Friendly & Welcoming •Informed & Engaged Citizens / Sense of Community •Preservation of our Natural Beauty •Strong Aesthetic Standards •Transparent / Integrity‐driven  Government •Fiscal Responsibility •Planned / Responsible Development  Municipal Value Statements WE ARE SERVANT LEADERS We serve with respect, integrity, and empathy. We extend trust to others  and are worthy of being trusted. We are accountable for our results  and to each other. Municipal Employee Value Statement 27 Westlake Academy inspires college  bound students to achieve their highest  individual potential in a  nurturing  environment that fosters the traits  found in the IB Learner Profile.  ~Inquirers, Knowledgeable, Thinkers,  Communicators, Principled,  Open‐minded, Caring, Risk‐takers,  Balanced, and Reflective~  Academic Vision Statement Westlake Academy is an IB World   School whose mission is to provide  students with an internationally  minded education of the highest  quality, so they are well‐balanced  and respectful life‐long learners. Academic Mission Statement Maximizing Personal Development Academic Excellence Respect for Self and Others Personal Responsibility Compassion and Understanding  Academic Values Statements 28 Building a Scorecard System is like Building a Custom House ©1997-2014 Balanced Scorecard Institute (BSI), a Strategy Management Group company. All Rights Reserved. Do not copy without permission. STRATEGIC RESULTS Financial Stewardship Citizen, Student & Stakeholder Municipal and Academic Operations Capacity Building Perspectives Mission Vision Customer Needs – Enablers & Challenges ENGAGED LEADERSHIP – INTERACTIVE COMMUNICATIONS – CORE VALUES Hi g h Q u a l i t y P l a n n i n g , De s i g n & D e v e l o p m e n t Ex e m p l a r y S e r v i c e & G o v e r n a n c e Na t u r a l O a s i s Ex e m p l a r y E d u c a t i o n – We s t l a k e A c a d e m y 29 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. Perspective: Citizen, Student, & Stakeholders (CSS) 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 30 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 31 Westlake Academy – Departmental Tier Two Map Financial Stewardship Citizen, Student & Stakeholder Academic Operations People, Facilities & Technology Attract, Recruit, Retain & Develop the Highest Quality Workforce Improve Financial Stewardship Strengthen IB Philosophy & Implementation Improve the Efficiencies of Operational Systems Increase Stakeholder Satisfaction Client Logo Increase the Capacity of Teachers & Staff Improve Technology, Facilities, & Equipment Enhance Westlake Academy’s Unique Sense of Place Increase the Future Readiness of All Students Increase External Revenue Sources Optimize Student Potential Strengthen our Westlake Academy Culture 32 33 CAPITAL IMPROVEMENT PLAN Introduction This document provides a comprehensive plan of capital improvements that are to be undertaken by the Town over the next five (5) years. Cost estimates and financing methods for the improvements are included and are referenced by individual project. The development of the Town’s Capital Improvement Plan is one of the more complex and multi-faceted processes of the Town. Striking a balance between the needs and interests of the residents and the financial capacity of the Town is a challenging proposition. For this community vision to have meaning, it must be accompanied by deliberate planning that leads the organization and community to its desired future. This requires clearly defined goals, proactive strategies, committed leadership, effective management and above all, the resources to carry out these plans and objectives. What is a CIP? First, what it is not; a CIP (Capital Improvement Plan) is not a wish list, rather it is a realistic plan designed to fulfill the strategic goals and objectives necessary to achieve the mission and vision of the community. A CIP is a multi-year document that summarizes the capital needs of a community over a specific time period. It outlines the individual capital projects, their strategic value and relationship to the community’s long-term goals and objectives as well as the fiscal impact that they pose to the community. Why have a CIP? • Informs the employees, departments, elected officials and the public of an entity’s intent to invest in its infrastructure and community • Represents a long-term financial plan and identifies resources or financing strategies that an entity plans to use to fund the plan • Establishes priorities and serves as a planning document or blueprint for an organization’s investment in capital infrastructure both short-term and long-term • Provides a breakdown of major project costs and phasing as necessary • DOES NOT appropriate money CIP Prioritization Strategy – Preserve * Protect * Plan • Preserve the past by investing in the continued upgrade of town assets and infrastructure • Protect the present with improvements and/or additions to facilities, roads, and capital investments • Plan for the future of the organization 34 Land, $11,896,663, 29% Capital Improvements, $8,184,522, 20% Machinery & Equipment, $594,715, 1% Buildings & Improvements, $17,611,891, 43% Construction in Progress, $2,834,092, 7% Capital Assets By Major Category (per the FY2014 Comprehensive Annual Financial Report) Buildings, $27,009,852, 75% Road Improvements, $7,233,800, 20% Improvements Other Than Buildings, $580,922, 2% Vehicles, $439,961, 1% Furniture, Fixtures & Equipment, $529,056, 2% Information Systems & Software, $46,992, 0% Capital Assets By Type (per the FY2014 Fixed Asset Depreciation Schedule What is a Capital Project? Capital includes all long-lived infrastructures such as water facilities, sewers, streets, parks and buildings along with major equipment like fire trucks, radio systems, vehicles, computers and fixtures. Capital projects are the individual action plans that make up a Capital Improvement Plan. The capital projects in this CIP have been categorized into the following groups: Parks & Recreation, Facilities, Transportation, Vehicles and Utilities. Capital Assets by Category and Type When most people think of the Town’s capital assets, they automatically think of the Westlake Academy campus. While the campus is certainly a very important and visible asset owned by the Town, it is but one of many. Included in the assets of the Town are all of the Town’s infrastructure such as its streets, water and sewer mains, vehicles and other equipment. In preparing this year’s CIP, the staff utilized our annual audit to determine value of the Town’s assets. The chart to the right depicts the Town’s capital assets from the Comprehensive Annual Financial Report (page 13) as of Fiscal Year Ended September 30, 2014. Funding Considerations In all communities the cost associated with capital projects far outweighs the available resources necessary to pay for them; in short there is not enough money. This requires prioritization of the projects based upon their perceived impact on the community. Due to the vast number of individual desires it is near impossible to satisfy everyone and requires a collaborative effort to create situations where the benefits are shared equitably with community stakeholders. In addition, dedicated revenues will, in most cases, determine which projects get funded. For example, the Utility Fund may only contribute towards capital projects that improve water and wastewater projects. 35 Fire Station Complex, $2,815,000, 58% Transporation Improvements, $100,000 Utility Improvements, $173,435 Municipal Facilities, $1,800,000, 37% FY 2015-2016 Funded Projects by Major Category $4,888,435 Sources of Funding There are four primary funding sources for capital improvements: 1. Cash Funding (revenue sources such as sales, hotel/motel and property taxes) 2. State/Federal funding (public grants) 3. Private Funding (developmental impact fees or charitable donations) 4. Bond Issuance The proposed projects in this CIP rely on bond proceeds and other revenues in the Governmental and Enterprise Funds as well as contributions from corporate partners for funding. There are two types of bonds: General Obligation (GO) bonds which require voter approval and Certificates of Obligation (CO) bonds which do not require voter approval. The current CIP is funded primarily from four sources: Capital Projects & Utility funds (cash on hand), Contributions and CO bonds. How Inflation Impacts the CIP Inflation is defined as a rise in the price of all goods and services over time. This implies that the purchasing power, or value, of currency will decline in the future relative to costs. Therefore, more money will be required to fund CIP related expenditures and must be accounted for. This data is important in calculating the Town’s future liability; by utilizing inflation trends to calculate future capital replacement costs, we can determine how ‘waiting’ a year or more impacts the total project cost. Most are aware of the benefits of compounding when it comes to investing. Unfortunately, this same principle works in reverse as inflation causes costs to compound higher over time. Overview On September 22, 2014, the Town Council adopted the fourth annual plan (Fiscal years 2015-2019). These original projects as well as additional staff recommended projects are included in this plan. This Capital Improvement Plan presents the Town’s plan for infrastructure development and improvements. The Capital Improvement Plan is evaluated annually by the Town leadership to determine the financial availability of resources for design, construction, operations, and maintenance. The following chart provides a graphical comparison of the previous capital improvement plans. 36 $0 $5 $10 $15 $20 FY 14/15FY 15/16FY 16/17FY 17/18FY 18/19FY 18/19 $1.659 $4.888 $6.643 $6.057 $3.023 $1.506 $15.323 Funded vs Unfunded CIP Funded Unfunded In prior years, the majority of capital improvements in Westlake have been unfunded. These projects represent capital needs that are subject to more discussion and are included to convey to the Town leaders and other interested parties the general parameters and breadth of those capital needs. These projects may be moved to the “Funded” section of this CIP in future years, depending on priorities, funding availability, and other considerations. Several of these projects such as the permanent fire station and municipal complex are multi-million dollar projects that have been carried forward since the Academy Complex was established. Balancing these priorities, while at the same time being cognizant of the fiscal challenges of our Town, has become a difficult task. Funded vs Unfunded (Under Discussion) Capital Improvements The following chart depicts the current adopted Capital Improvement Plan funded vs unfunded CIP. This multi-year capital plan will provide Council with a guide that communicates the program need or deficiency, as well as the funding requirements. It is important to note that projects which do not receive funding in a given year are moved out to the future years in order to communicate to those with decision making responsibility the need to provide necessary funding, or through evaluation, eliminate the project entirely. Funding of Previously Adopted and Current Proposed Projects This Capital Improvement Plan anticipates additional revenues related to permits and fees and the use of two bond issuances to complete the Fire Station Complex and various road projects. Conclusions Capital Improvement Plans play an integral role in helping a municipality reach its stated strategic objectives. Equally important to the capital project development process are funding and economic considerations. Prudent financial stewardship should be based on cost minimization and long-range strategic capital preservation. While there are many methods for funding capital projects, consideration to who benefits from the project, the life of the capital asset and the affordability of the funding method are all important factors to consider. 37 Proj Totals Thru FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FIVE YEAR PROJECTS No.Project Description FY 13/14 Estimated TOTAL COST CP50 Trail and Park Improvements - 100,000 - - - - - - 100,000 CP62 Water line and Well improvements - 63,000 - - - - - - 63,000 - 163,000 - - - - - - 163,000 CP55 Outdoor Warning System - 99,000 - - - - - - 99,000 CP64 Fire Station Complex (bonds)- 20,000 2,815,000 5,200,000 421,145 - - 8,436,145 8,456,145 CP65 Maintenance & Storage Facility - - - 40,000 - - - 40,000 40,000 - 119,000 2,815,000 5,240,000 421,145 - - 8,476,145 8,595,145 CP20 FM1938 Streetscaping (cash)2,087,198 42,053 - - - - - - 2,129,251 CP20 FM1938 Streetscaping (bonds)- 408,733 - - - - - - 408,733 CP20 FM1938 Streetscaping (contribution)82,016 380,000 - - - - - - 462,016 CP30 SH114/170 Enhancements (bonds)239,433 - - - - - - - 239,433 CP34 Roanoke Road Recon/Drain South 2,900 - - 453,000 - - - 453,000 455,900 CP40 Sam School Rd Recon/Drainage - 266,000 - - - - - - 266,000 CP41 Dove Rd Recon/Drain (Vaq/TB)- 50,000 100,000 - - 343,857 56,228 500,085 550,085 CP60 Pearson Lane Recon/Drainage - - - - - 404,125 - 404,125 404,125 CP53 Trail - Dove/Pearson/Aspen - - - - - 290,016 - 290,016 290,016 CP58 Ottinger Road Recon/Drainage - - - - - - 983,954 983,954 983,954 CP52 Trail - Academy to Cemetery - - - - - - 300,949 300,949 300,949 2,411,547 1,146,786 100,000 453,000 - 1,037,998 1,341,131 2,932,129 6,490,462 2,411,547 1,428,786 2,915,000 5,693,000 421,145 1,037,998 1,341,131 11,408,274 15,248,607 UF30 TRA Assumption of N-1 Sewer Line - 153,565 96,435 - - - - 96,435 250,000 UF38 Meter Reading & Equipment - 77,000 77,000 - - - - 77,000 154,000 - 230,565 173,435 - - - - 173,435 404,000 CP64 Municipal Building (Cash)- - 1,800,000 950,000 - - - 2,750,000 2,750,000 - - 1,800,000 950,000 - - - - 2,750,000 $ 2,411,547 $ 1,659,351 $ 4,888,435 $ 6,643,000 $ 421,145 $ 1,037,998 $ 1,341,131 $ 2,411,547 $ 2,411,547 Totals Thru FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FIVE YEAR PROJECTS FY 13/14 Estimated TOTAL COST Previously Adopted Projects - Cash 2,087,198 850,618 2,073,435 1,443,000 - - - 3,516,435 6,454,251 Contributions 82,016 380,000 - - - - - - 462,016 FY 10/11 - $2.09M Bonds ( balance)242,333 408,733 - - - - - - 651,066 FY 15/16 Fire Station & Land - 30 yr Bonds - 20,000 2,815,000 5,200,000 421,145 - - 8,436,145 8,456,145 FY 18/19 Street/Trail - 20 yr Bonds - - - - - 1,037,998 1,341,131 2,379,129 2,379,129 GRAND TOTAL 2,411,547$ 1,659,351$ 4,888,435$ 6,643,000$ 421,145$ 1,037,998$ 1,341,131$ 14,331,709$ 18,402,607$ Sub-Total - Park/Cemetery Sub-Total - Road/Street/Trail Improvements Sub-Total - Facilities Improvements TOTAL UTILITY FUND PROJECTS - - - - - - - - - - - - Five Year Projection - - - - - - - - - - - TOTAL SPECIAL PROJECTS ALL FUNDED AND ADOPTED CAPITAL PROJECTS FIVE YEAR PROJECTION TOTAL GOVERNMENTAL CAPITAL PROJECTS FUND - - - - - - - - - - - - Five Year Projection - - - - - - - - - - -  new project added or moved from unfunded (under consideration) this year 38 Totals Thru FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 GRAND Project Description FY 13/14 Estimated TOTAL Cemetery Improvements - - - 78,023 63,654 65,564 67,531 274,772 15-30 Acre Community Park - - - 4,253,900 2,702,308 - - 6,956,208 Roanoke Road Open Space - - - - - 44,908 86,520 131,428 Total Parks/Cemetery - - - 4,331,923 2,765,962 110,472 154,051 7,362,408 WA Phase II - 15 Classroom Secondary Addition - - - - - - 4,676,839 4,550,620 WA Phase II - 4 Classroom Kindergarten Addition - - - - - - 2,515,775 2,442,500 WA Phase III - Art & Science Classrooms - - - - - - 1,934,422 1,878,080 WA Phase III - Performing Arts Center - - - - - - 5,391,638 5,234,600 WA Sports Field Lighting - - - 285,000 - - - 285,000 Total Facilities Improvements - - - 285,000 - - 14,105,800 14,390,800 SH114/170 Enhancements (Moved from Funded after 1st project completed)- - - - - - 689,467 17,345 Hwy 377 Landscape Improvements - - - - - 721,000 - 721,000 Dove & Randol Mill Traffic Circle - - - - - 674,238 742,630 1,416,868 Trail - Fidelity Campus to Westlake Parkway on 114 - - - - - - 302,820 302,820 Trail Connection at 114/Solana - - - - - - 17,345 17,345 Signalization - - - - 257,500 - - 257,500 Glenwyck Telecommunications Ductbank - - - 720,000 - - - 720,000 WA Pedestrian Underpass - - - 720,000 - - - 720,000 Total Road/Street Improvements/Trails - - - 1,440,000 257,500 1,395,238 1,062,795 4,155,533 TOTAL UNFUNDED (UNDER DISCUSSION) -$ -$ -$ 6,056,923$ 3,023,462$ 1,505,710$ 15,322,646$ 25,908,741$  new project added this year - - - - - - - - - - - - - - - Five Year Projection - - - - - - - - - - - - - - FIVE YEAR PROJECTION ALL UNFUNDED (UNDER DISCUSSION) CAPITAL PROJECTS 39 This page intentionally blank 40 PARKS/CEMETERY OVERVIEW The Parks & Recreation Department is responsible for maintaining the Town’s parks and trails. The Town of Westlake provides residents with one Town Park which is located near the Glenwyck subdivision. The trees along roadways and the cemetery are maintained to ensure the safety of drivers and pedestrians. The Town also maintains several trails located near the Glenwyck and Vaquero subdivisions. While additional trails have been discussed, no funding has been provided in recent years. In resident surveys, parks and trails have consistently rated as high priority/low satisfaction items suggesting a need for improvement. One of the goals of the current CIP is to begin creating the trails that will provide connectivity from the Town’s West side to its Eastern limits as well as interconnectivity with neighboring jurisdiction’s trail systems. Trails have been moved to the Streets/Road Improvements/Trails section of this CIP. PROJECTS TO BE COMPLETED IN FY 14/15 o Trail and Park Improvements o Water Line and Well Improvements PROPOSED PROJECTS - FY15/16 THRU FY19/20 o No Proposed Projects UNFUNDED/UNDER DISCUSSION PROJECTS o Cemetery Improvements o 15-30 Acre Community Park o Roanoke Road Open Space 41 Project Description: Totals Thru Estimated Project EXPENDITURE TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Total Engineering - - - - - - - - Construction - 100,000 - - - - - 100,000 Design - - - - - - - - Contingency - - - - - - - - Consultant - - - - - - - - EXPENDITURES TOTAL - 100,000 - - - - - 100,000 Totals Thru Estimated Project FUNDING TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Total Cash/Transfers - 100,000 - - - - - 100,000 Contributions/Grants - - - - - - - - Bonds - - - - - - - - Unfunded - - - - - - - - Other - - - - - - - - FUNDING TOTAL - 100,000 - - - - - 100,000 Totals Thru Estimated IMPACT TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Supplies - - 515 530 546 563 580 Services - - 1,061 1,093 1,126 1,159 1,194 Insurance - - 266 274 282 291 299 Repair & Maintenance - - 1,061 1,093 1,126 1,159 1,194 Rent & Utilities - - 1,236 1,273 1,311 1,351 1,391 Debt Service - - - - - - - OPERATING IMPACT - - 4,139 4,263 4,391 4,523 4,658 FUNDED CAPITAL IMPROVEMENT Trail and Park Improvements 5 Year Projection 5 Year Projection 5 Year Projection PROJECT EXPENSE PROJECT FUNDING IMPACT ON OPERATING BUDGET Purchase of benches and ammmenities to be located along the current Glenwyck Farms and Terra Bella trail systems. This project would include mile markers, lighting and way finding signs etc. 42 Project Description: Totals Thru Estimated Project EXPENDITURE TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Total Engineering - 5,000 - - - - - 5,000 Construction - 45,000 - - - - - 45,000 Design - 5,000 - - - - - 5,000 Contingency (trees) - 3,000 - - - - - 3,000 Other (ground scan) - 5,000 - - - - - 5,000 EXPENDITURES TOTAL - 63,000 - - - - - 63,000 Totals Thru Estimated Project FUNDING TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Total Cash/Transfers - 63,000 - - - - - 63,000 Contributions/Grants - - - - - - - - Bonds - - - - - - - - Unfunded - - - - - - - - Other - - - - - - - - FUNDING TOTAL - 63,000 - - - - - 63,000 Totals Thru Estimated IMPACT TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Supplies - - - - - - - Services - - 1,000 1,030 1,061 1,093 1,126 Insurance - - - - - - - Repair & Maintenance - - 1,000 1,030 1,061 1,093 1,126 Rent & Utilities - - - - - - - Debt Service - - - - - - - OPERATING IMPACT - - 2,000 2,060 2,122 2,185 2,251 PROJECT FUNDING 5 Year Projection IMPACT ON OPERATING BUDGET 5 Year Projection FUNDED CAPITAL IMPROVEMENT Water Line and Well Improvements This project includes a 2" irrigation line and the update of the water well by adding a 2,500 gallon water tank and upgrade to the current well pump at the Parchman house across from the Cemetery and the 5 acre tract to water trees and landscaping. The project would also include surveying and scanning two sections G and H to locate any potential unmarked graves. PROJECT EXPENSE 5 Year Projection 43 Project Description: Totals Thru Estimated Project EXPENDITURE TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Total Engineering - - - - - - - - Construction - - - - 63,654 65,564 137,087 266,305 Design - - - - 16,710 - - 16,710 Contingency - - - - - - - - Other - - - - - - - - EXPENDITURES TOTAL - - - - 80,364 65,564 137,087 283,014 Totals Thru Estimated Project FUNDING TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Total Cash/Transfers - - - - - - - - Contributions/Grants - - - - - - - - Bond Issuance - - - - - - - - Unfunded - - - - 80,364 65,564 137,087 283,014 Other - - - - - - - - FUNDING TOTAL - - - - 80,364 65,564 137,087 283,014 Totals Thru Estimated IMPACT TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Supplies - - - - - - - Services - - - - 5,614 5,782 5,955 Insurance - - - - - - - Repair & Maintenance - - - - 16,841 17,346 17,866 Rent & Utilities - - - - - - - Debt Service - - - - - - - OPERATING IMPACT - - - - 22,454 23,128 23,821 UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT 5 Year Projection Cemetery Improvements PROJECT EXPENSE 5 Year Projection PROJECT FUNDING 5 Year Projection IMPACT ON OPERATING BUDGET These improvements will consist of section markers, roadways and landscaping. The project also anticipates a future trail head with rest facilities that will accomodate the future cemetery/academy trail. Based on current funding sources, this project will be dependent upon the future sale of plots. The project would be completed in four phases. Phase I & II includes the road improvements and Phase III & IV will consist of the landscaping and trail improvements. 44 Project Description: Totals Thru Estimated Project EXPENDITURE TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Total Engineering - - - 61,800 63,654 - - 125,454 Construction - - - - 2,575,000 - - 2,575,000 Design - - - 61,800 63,654 - - 125,454 Contingency - - - 10,300 - - - 10,300 Other - land purchase $450K/acre) - - - 6,750,000 - - - 6,750,000 EXPENDITURES TOTAL - - - 6,883,900 2,702,308 - - 9,586,208 Totals Thru Estimated Project FUNDING TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Total Cash/Transfers - - - - - - - - Contributions/Grants - - - - - - - - Bond Issuance - - - - - - - - Unfunded - - - 6,883,900 2,702,308 - - 9,586,208 Other - - - - - - - - FUNDING TOTAL - - - 6,883,900 2,702,308 - - 9,586,208 Totals Thru Estimated IMPACT TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Supplies - - - - 2,807 2,891 2,978 Services - - - - 16,841 17,346 17,866 Insurance - - - - - - - Repair & Maintenance - - - - 2,807 2,891 2,978 Rent & Utilities - - - - 8,982 9,251 9,529 Debt Service - - - - - - - OPERATING IMPACT - - - - 31,436 32,379 33,350 PROJECT FUNDING 5 Year Projection IMPACT ON OPERATING BUDGET 5 Year Projection UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT 15-30 Acre Community Park This project would include the purchase of 15 to 30 acres of open space with the ability to add amenities such as small covered pavilions, trail heads, playground stations, sports fields, general use open spaces, dog park, restroom, football field, running track, cross country trail, outdoor tennis and basketball courts, baseball and softball fields. The project would include restrooms, concession area with outdoor eating area and parking. This facility would provide programs and activities to the Westlake community and Westlake Academy. PROJECT EXPENSE 5 Year Projection 45 Project Description: Totals Thru Estimated Project EXPENDITURE TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Total Engineering - - - - - - - - Construction - - - - - 21,800 56,000 77,800 Design - - - - - 11,227 - 11,227 Contingency - - - - - - - - Other - - - - - - - - EXPENDITURES TOTAL - - - - - 33,027 56,000 89,027 Totals Thru Estimated Project FUNDING TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Total Cash/Transfers - - - - - - - - Contributions/Grants - - - - - - - - Bond Issuance - - - - - - - - Unfunded - - - - - 33,027 56,000 89,027 Other - - - - - - - - FUNDING TOTAL - - - - - 33,027 56,000 89,027 Totals Thru Estimated IMPACT TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Supplies - - - - - - - Services - - - - - - - Insurance - - - - - - - Repair & Maintenance - - - - - - - Rent & Utilities - - - - - - - Debt Service - - - - - - - OPERATING IMPACT - - - - - - - UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT Roanoke Road Open Space The town owns two acres of undeveloped open space located south HWY 170 on Roanoke Road. This project would be completed in two phases. Phase I includes the removal of all the brush and mesquite trees, adding park benches and planting trees. Phase II would include adding a trail head with a five to six space parking area. PROJECT EXPENSE PROJECT FUNDING 5 Year Projection IMPACT ON OPERATING BUDGET 5 Year Projection 5 Year Projection 46 FACILITIES OVERVIEW Currently, The Town of Westlake owns and operates three facilities: Westlake Academy, the temporary buildings that house our emergency services personnel and equipment, and the Parchman house which is currently being utilized for storage. The Town also leases approximately 12,000 square feet of office space. This Capital Improvement Plan proposes increasing the number of buildings on the Westlake Academy campus as well as providing new municipal buildings for staff and community events. PROJECTS TO BE COMPLETED IN FY 14/15 o N/A PROPOSED PROJECTS - FY15/16 THRU FY19/20 o Fire Station Complex Land Purchase and Construction o Maintenance and Storage Facility o Municipal Building UNFUNDED/UNDER DISCUSSION PROJECTS o WA Phase II – 15 Classroom Secondary Addition o WA Phase II – 4 classroom Kindergarten Addition o WA Phase III – Arts & Science Classroom Addition o WA Phase III – Performing Arts Center o WA Sports Field Lighting 47 Project Description: Totals Thru Estimated Project EXPENDITURE TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Total Consultant/Engineering - 20,000 40,000 30,000 3,600 - 93,600 Construction inc. inflation - - 1,000,000 4,000,000 317,545 - 5,317,545 Design - - 200,000 232,500 100,000 - 532,500 FF&E - - - 275,000 - - - 275,000 IT/Security - - - 212,500 - - - 212,500 Contingency - - - 150,000 - - - 150,000 Other (Foundation) - - - 300,000 - - - 300,000 Land (3.5 acre@ $450K) - - 1,575,000 - - - - 1,575,000 EXPENDITURES TOTAL - 20,000 2,815,000 5,200,000 421,145 - - 8,456,145 Totals Thru Estimated Project FUNDING TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Total Cash/Transfers - - - - - - - - Contributions - - - - - Bonds 2015/16 CO - 20,000 2,815,000 5,200,000 421,145 - - 8,456,145 FUNDING TOTAL - 20,000 2,815,000 5,200,000 421,145 - - 8,456,145 Totals Thru Estimated IMPACT TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Services - - - 5,000 5,150 5,305 Insurance - - - 4,750 4,893 5,039 Repair & Maintenance - - - 50,000 20,000 15,000 Rent & Utilities - - - 62,700 64,581 66,518 Debt Service - - - 507,369 507,369 507,369 507,369 OPERATING IMPACT - - - 507,369 629,819 601,993 599,231 - 5 Year Projection PROJECT FUNDING 5 Year Projection IMPACT ON OPERATING BUDGET FUNDED CAPITAL IMPROVEMENT Fire Station Complex This project will provide a fire station, which includes four (4) bays, sleeping areas for staff members, meeting room, kitchen/food preparation, storage and offices for administration. The station is estimated to be 22K square feet of usable space and would also include the Town's Emergency Operations Center (EOC) with a back-up generator for sustainability. The project includes the acquisition of land and foundation upgrades; however, it does not include any apparatus or a training facility. PROJECT EXPENSE 5 Year Projection 48 Project Description: Totals Thru Estimated Project EXPENDITURE TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Total Engineering - - - - - - - - Construction - - - 2,000 - - - 2,000 Design - - - - - - - - FF&E - - - 20,000 - - - 20,000 Building retrofit - - - 18,000 - - - 18,000 Other - - - - - - - - EXPENDITURES TOTAL - - - 40,000 - - - 40,000 Totals Thru Estimated Project FUNDING TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Total Cash/Transfers - - - 40,000 - - - 40,000 Contributions/Grants - - - - - - - - Bonds - - - - - - - - Other - - - - - - - - FUNDING TOTAL - - - - - - - 40,000 Totals Thru Estimated IMPACT TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Supplies - - - - Services - - - - Insurance - - - 550 567 583 601 Repair & Maintenance - - - 1,000 1,030 1,061 1,093 Rent & Utilities - - - 5,000 5,150 5,305 5,464 Debt Service - - - - - - - Other - - - - - - - - OPERATING IMPACT - - - 6,550 6,747 6,949 7,157 PROJECT FUNDING 5 Year Projection IMPACT ON OPERATING BUDGET 5 Year Projection FUNDED CAPITAL IMPROVEMENT Maintenance & Storage Facility The proposed Maintenance and Public Works facility would utilize the existing Fire Department engine bay once new permanent Fire Station has been constructed. The building would provide storage space for weather event supplies, small equipment, and pumps. It will also serve as a work area to make repairs on equipment, etc. PROJECT EXPENSE 5 Year Projection 49 Project Description: Totals Thru Estimated Project EXPENDITURE TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Total Engineering - - 100,000 330,000 - - - 430,000 Construction ( 10% inflation) - - - 4,767,710 1,000,000 - - 5,767,710 Design - - 200,000 250,000 100,000 - - 550,000 FF&E - - - 400,000 - - - 400,000 IT/Security - - - 300,000 - - - 300,000 Contingency - - - 250,000 - - - 250,000 Other (Foundation) - - - 300,000 - - - 300,000 Other Admin cost - - 50,000 75,000 - - - 125,000 EXPENDITURES TOTAL - - 350,000 6,672,710 1,100,000 - - 8,122,710 Totals Thru Estimated Project FUNDING TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Total Cash/Transfers (Town) - - 1,800,000 950,000 - - - 2,750,000 Contribution (Private Party) 250,000 4,022,710 1,100,000 5,372,710 Other - - - - - - - FUNDING TOTAL - - 2,050,000 4,972,710 1,100,000 - - 8,122,710 Totals Thru Estimated IMPACT TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Supplies - - - - 25,000 10,000 10,300 Services - - - - 15,000 15,450 15,914 Insurance - - - - 5,000 5,150 5,305 Repair & Maintenance - - - - 30,000 30,900 31,827 Utilities ($3/sq ft) - - - - 60,000 61,800 63,654 Debt Service - - - - - - - OPERATING IMPACT - - - - 135,000 123,300 126,999 - PROJECT FUNDING 5 Year Projection IMPACT ON OPERATING BUDGET 5 Year Projection FUNDED CAPITAL IMPROVEMENT Municipal Building Currently this facility is proposed to be a 20,000 – 30,000 square foot municipal building that will be privately owned and leased to the Town with defined points in time when the Town can purchase the building. Staff believes it will becomes a catalyst for Entrada and anchor the Town's identity. The cost to the Town of approximately $2.75M will not impact the tax rate. A site for the building has already been given to the Town by the developer of Entrada. PROJECT EXPENSE 5 Year Projection 50 Project Description: Totals Thru Estimated Project EXPENDITURE TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Total Engineering - - - - - - 344,169 344,169 Construction - - - - - - 3,441,719 3,441,719 Design - - - - - - 180,250 180,250 FF&E - - - - - - 247,200 247,200 IT/Security - - - - - - 154,500 154,500 Contingency - - - - - - 154,500 154,500 Other (Foundation) - - - - - - 103,000 103,000 Other Admin costs - - - - - - 51,500 51,500 EXPENDITURES TOTAL - - - - - - 4,676,839 4,676,839 Totals Thru Estimated Project FUNDING TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Total Cash/Transfers - - - - - - - - Granada Lots ($10K x 84) - 400,000 300,000 240,000 - 300,000 300,000 840,000 Unfunded - - - - - - 3,836,839 3,836,839 FUNDING TOTAL - 400,000 300,000 240,000 - 300,000 4,136,839 4,676,839 Totals Thru Estimated IMPACT TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Supplies - - - - - - - - Services - - - - - - - - Insurance - - - - - - - - Repair & Maintenance - - - - - - - - Rent & Utilities - - - - - - - - Other - - - - - - - - OPERATING IMPACT - - - - - - - - PROJECT FUNDING 5 Year Projection IMPACT ON OPERATING BUDGET (ACADEMY) 5 Year Projection UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT Westlake Academy - Phase II - 15 Classroom Secondary Addition As part of Phase II of the Westlake Academy Master Plan, this project includes a 15 classroom addition to the Secondary School. The building will total approximately 11,000 sq. feet and will be attached onto the north side of the existing building. The adopted Master Plan shows 12 classrooms for Phase II. The additional 3 classrooms are due to value engineering when Phase I was bid. Phase II will bring an additional 276 students to total 1,098. K-5 = 18 students and 6-12 = 24 students. PROJECT EXPENSE 5 Year Projection 51 Project Description: Totals Thru Estimated Project EXPENDITURE TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Total Engineering - - - - - - 24,205 24,205 Construction - - - - - - 1,800,440 1,800,440 Design - - - - - - 11,330 11,330 FF&E - - - - - - 128,750 128,750 IT/Security - - - - - - 82,400 82,400 Contingency - - - - - - 103,000 103,000 Other (Foundation) - - - - - - 309,000 309,000 Other Admin costs - - - - - - 56,650 56,650 EXPENDITURES TOTAL - - - - - - 2,515,775 2,515,775 Totals Thru Estimated Project FUNDING TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Total Cash/Transfers - - - - - - - - Unfunded - - - - - - 2,515,775 2,515,775 Other - - - - - - - - FUNDING TOTAL - - - - - - 2,515,775 2,515,775 Totals Thru Estimated IMPACT TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Supplies - - - - - - - Services - - - - - - - Insurance - - - - - - - Repair & Maintenance - - - - - - - Rent & Utilities - - - - - - - Other - - - - - - - - OPERATING IMPACT - - - - - - - - PROJECT FUNDING 5 Year Projection IMPACT ON OPERATING BUDGET (ACADEMY) 5 Year Projection UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT Westlake Academy - Phase II - 4 Classroom Kindergarten Addition Per the Master Plan this project is part of Phase II. The Kindergarten addition would be located east of the original primary building. This would include: 4 classrooms with individual restrooms in each room for a total of 4,600 square feet that will match existing exterior building features. Phase II will bring an additional 276 students to total 1,098. K-5 grades = 18 students and 6-12 grades = 24 students. PROJECT EXPENSE 5 Year Projection 52 Project Description: Totals Thru Estimated Project EXPENDITURE TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Total Engineering - - - - - - 17,304 17,304 Construction - - - - - - 1,602,350 1,602,350 Design - - - - - - 160,268 160,268 Contingency - - - - - - - - Other (FF&E) - - - - - - 154,500 154,500 EXPENDITURES TOTAL - - - - - - 1,934,422 1,934,422 Totals Thru Estimated FUNDING TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Total Cash/Transfers - - - - - - - - Contributions/Grants - - - - - - - - Bond Issuance - - - - - - - - Unfunded - - - - - - 1,934,422 1,934,422 Other - - - - - - - - FUNDING TOTAL - - - - - - 1,934,422 1,934,422 Totals Thru Estimated IMPACT TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Supplies - - - - - - 4,752 Services - - - - - - 11,882 Insurance - - - - - - 1,189 Repair & Maintenance - - - - - - 2,376 Rent & Utilities - - - - - - 4,752 Debt Service - - - - - - - Other - - - - - - - - OPERATING IMPACT - - - - - - 24,952 UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT 5 Year Projection Westlake Academy - Phase III - Arts & Science Classroom Addition PROJECT EXPENSE PROJECT FUNDING IMPACT ON OPERATING BUDGET (ACADEMY) 5 Year Projection 5 Year Projection As part of Phase III of the WA Master Plan. This would be an additional 5,200 square foot single-story building attached to the existing Sam & Margret Lee Arts and Sciences Center. This addition would include 3 classrooms, labs and offices. 53 Project Description: Totals Thru Estimated Project EXPENDITURE TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Total Engineering - - - - - - 28,840 28,840 Construction - - - - - - 4,383,680 4,383,680 Design - - - - - - 438,368 438,368 Contingency - - - - - - 103,000 103,000 Other - - - - - - 437,750 437,750 EXPENDITURES TOTAL - - - - - - 5,391,638 5,391,638 Totals Thru Estimated FUNDING TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Total Cash/Transfers - - - - - - - - Contributions/Grants - - - - - - 1,000,000 1,000,000 Bond Issuance - - - - - - - - Unfunded - - - - - - 4,391,638 4,391,638 Other - - - - - - - - FUNDING TOTAL - - - - - - 5,391,638 5,391,638 Totals Thru Estimated IMPACT TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Supplies - - - - - - - Services - - - - - - - Insurance - - - - - - - Repair & Maintenance - - - - - - - Rent & Utilities - - - - - - - Debt Service - - - - - - - Other - - - - - - - - OPERATING IMPACT - - - - - - - - UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT 5 Year Projection Westlake Academy - Phase III - Performing Arts Center PROJECT EXPENSE PROJECT FUNDING IMPACT ON OPERATING BUDGET (ACADEMY) 5 Year Projection 5 Year Projection In the Phase III of the Westlake Academy Master Plan a new 16,000 square feet auditorium is constructed with raised stage, fixed seating, dressing rooms, lighting, restrooms, offices, and lobby. This building would be located to the west of the Sam and Margaret Lee Arts & Sciences Building. We anticipate the cost of the interior ammenities to be provided through contributions/grants. 54 Project Description: Totals Thru Estimated Project EXPENDITURE TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Total Engineering - - - 15,000 - - - 15,000 Construction - - - 250,000 - - - 250,000 Design - - - - - - - - Contingency - - - 20,000 - - - 20,000 Other - - - - - - - - EXPENDITURES TOTAL - - - 285,000 - - - 285,000 Totals Thru Estimated Project FUNDING TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Total Cash/Transfers - - - - - - - - Contributions/Grants - - - - - - - - Bond Issuance - - - - - - - - Unfunded - - - 285,000 - - - 285,000 Other - - - - - - - - FUNDING TOTAL - - - 285,000 - - - 285,000 Totals Thru Estimated IMPACT TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Supplies - - - - - - - Services - - - - - - - Insurance - - - - - - - Repair & Maintenance - - - 2,000 2,060 2,122 2,185 Rent & Utilities - - - - - - - Debt Service - - - - - - - Other - - - - - - - - OPERATING IMPACT - - - 2,000 2,060 2,122 2,185 - PROJECT FUNDING 5 Year Projection IMPACT ON OPERATING BUDGET (ACADEMY) 5 Year Projection UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT Westlake Academy - Sports Field Lighting Sports field lighting located at the Westlake Acdemy. This would include four 70 foot tall light poles with 1500-watt fixtures on each pole. PROJECT EXPENSE 5 Year Projection 55 56 ROADS/STREET IMPROVEMENTS/TRAILS One of the major concerns for any municipality is its infrastructure of streets. With the approval of the previous year’s CIP and accompanying bond issuance, the Council recently addressed many of the most pressing street maintenance concerns in Westlake; this type of commitment is essential to maintain these valuable Town assets. Trails are not being consolidated with this section. The Town maintains several trails located near the Glenwyck and Vaquero subdivisions. While additional trails have been discussed, no funding has been provided in recent years. In resident surveys, parks and trails have consistently rated as high priority/low satisfaction items suggesting a need for improvement. One of the goals of the current CIP is to begin creating the trails that will provide connectivity from the Town’s West side to its Eastern limits as well as interconnectivity with neighboring jurisdiction’s trail systems. PROJECTS TO BE COMPLETED IN FY 14/15 o FM1938 Streetscaping o Sam School Road Reconstruction & Drainage PROPOSED PROJECTS - FY15/16 THRU FY19/20 o Dove Road Reconstruction & Drainage (Vaquero/Terra Bella) o Roanoke Road Reconstruction & Drainage South o Pearson Lane Recon/Drainage o Trail - Dove/Pearson/Aspen o Ottinger Road Recon/Drainage & Trail o Trail - Academy to Cemetery 57 UNFUNDED/UNDER DISCUSSION PROJECTS o SH114/Hwy 170 Enhancements (Second portion of project) o Hwy 377 Landscape Improvements o Dove & Randol Mill Traffic Circle o Trail Connection at 114/Solana (moved from Funded) o Trail – Fidelity Campus to Westlake Parkway on 114 (moved from Funded) o FM 1938/Dove Road Signalization o Glenwyck Telecommunications Ductbank o Westlake Academy Pedestrian Underpass 58 Project Description: Totals Thru Estimated Project EXPENDITURE TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Total Engineering 127,980 - - - - - - 127,980 Construction 2,041,234 830,786 - - - - - 2,872,020 Design - - - - - - - - Contingency - - - - - - - - Granada Dev Agreement - - - - - - - - EXPENDITURES TOTAL 2,169,214 830,786 - - - - - 3,000,000 Totals Thru Estimated Project FUNDING TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Total Cash/Transfers 2,087,198 42,448 - - - - - 2,129,646 Contributions (Fidelity) 82,016 379,605 - - - - - 461,621 Bonds 2011 CO - 408,733 - - - - - 408,733 Unfunded - - - - - - - - Other - - - - - - - - FUNDING TOTAL 2,169,214 830,786 - - - - 3,000,000 Totals Thru Estimated IMPACT TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Supplies - - - - - - - Services - - - - - - - Insurance - - - - - - - Repair & Maintenance - - - - - - - Rent & Utilities (water only) - 5,000 5,150 5,305 5,464 5,628 5,796 Debt Service - - - - - - OPERATING IMPACT - 5,000 5,150 5,305 5,464 5,628 5,796 5 Year Projection PROJECT FUNDING PROJECT EXPENSE IMPACT ON OPERATING BUDGET FUNDED CAPITAL IMPROVEMENT FM 1938 Streetscape/Wayfinding 5 Year Projection 5 Year Projection Project consists of the design and construction of landscape and hardscape improvements to the FM 1938 corridor from SH 114 south to Randol Mill Road, including sidewalks, trailheads, signage, rest areas, plantings, entry monuments. Per developer's agreements: Fidelity is to provide funding for landscape enhancements to the median and ROW (est. $380K). The Town is required to install sidewalk on the west side of FM 1938 from Dove to SH 114 per the Fidelity developer's agreement at our cost. Utility cost is for irrigation only. A reduction to the total project cost of $670,000 is due to a direct payment to the contractor from TxDot in the form of a grant. NEED NEW PICTURE 59 Project Description: Totals Thru Estimated Project EXPENDITURE TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Total Engineering 2,900 - - 50,000 - - - 52,900 Construction - - - 403,000 - - - 403,000 Design - - - - - - - - Contingency - - - - - - - - Other - - - - - - - - EXPENDITURES TOTAL 2,900 - - 453,000 - - - 455,900 Totals Thru Estimated Project FUNDING TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Total Cash/Transfers - - - 453,000 - - - 453,000 Contributions/Grants - - - - - - - - Bonds 2011 CO 2,900 - - - - - - 2,900 Bonds 16/17 CO - - - - - - - - Other - - - - - - - - FUNDING TOTAL 2,900 - - 453,000 - - - 455,900 Totals Thru Estimated IMPACT TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Supplies - - - - - - - Services - - - - - - - Insurance - - - - - - - Repair & Maintenance - - - - - 4,940 5,088 Rent & Utilities - - - - - - - Debt Service - - - - - - OPERATING IMPACT - - - - - 4,940 5,088 PROJECT FUNDING 5 Year Projection 5 Year Projection IMPACT ON OPERATING BUDGET The project will provide stabilization of road subgrade and 6" of asphalt to approximately 4,000 LF of Roanoke Road and replace/improve culverts and ditches, consistent with 2011 Graham Pavement Evaluation Study. Project improvements will be from Highway 170 south to the Town limits. Anticipate crack sealing during the 2nd year after completion. FUNDED CAPITAL IMPROVEMENT Roanoke Road Reconstruction and Drainage South (Highway 170 south to Town limits) PROJECT EXPENSE 5 Year Projection 60 Project Description: Totals Thru Estimated Project EXPENDITURE TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Total Engineering - 41,800 - - - - - 41,800 Construction - 224,200 - - - - - 224,200 Design - - - - - - - - Contingency - - - - - - - - Other - - - - - - - - EXPENDITURES TOTAL - 266,000 - - - - - 266,000 Totals Thru Estimated Project FUNDING TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Total Cash/Transfers - 266,000 - - - - - 266,000 Contributions/Grants - - - - - - - - Bond Issuance - - - - - - - - Unfunded - - - - - - - - Other - - - - - - - - FUNDING TOTAL - 266,000 - - - - - 266,000 Totals Thru Estimated IMPACT TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Supplies - - - - - - - Services - - - - - - - Insurance - - - - - - - Repair & Maintenance - - - - - - - Rent & Utilities - - - - - - - Debt Service - - - - - - OPERATING IMPACT - - - - - - - 5 Year Projection 5 Year Projection PROJECT FUNDING IMPACT ON OPERATING BUDGET FUNDED CAPITAL IMPROVEMENT Sam School Road Reconstruction and Drainage (Solana to Town limits) PROJECT EXPENSE 5 Year Projection The project will provide stabilization of road subgrade and 6" of asphalt to approximately 2,000 LF of Sam School Road and replace/improve culverts and ditches, consistent with 2011 Graham Pavement Evaluation Study. Anticipate crack sealing 2nd year from completion. Includes 150 linear feet of sidewalk. Staff is working with the Southlake developer to include the Westlake section of Sam School Road reconstruction when the Southlake portion is realigned and reconstructed in 2014/2015. 61 Project Description: Totals Thru Estimated Project EXPENDITURE TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Total Engineering - - - - - 114,639 - 114,639 Construction - 50,000 100,000 - - 229,218 56,228 435,446 Design - - - - - - - - Contingency - - - - - - - - Other - - - - - - - - EXPENDITURES TOTAL - 50,000 100,000 - - 343,857 56,228 550,085 Totals Thru Estimated Project FUNDING TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Total Cash/Transfers - 50,000 100,000 - - - - 150,000 Contributions/Grants - - - - - - - - Bonds 2017/18 CO - - - - - 343,857 - 343,857 Unfunded - - - - - - 56,228 56,228 Other - - - - - - - - FUNDING TOTAL - 50,000 100,000 - - 343,857 56,228 550,085 Totals Thru Estimated IMPACT TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Supplies - - - - - - - Services - - - - - - - Insurance - - - - - - - Repair & Maintenance - - - - - - - Rent & Utilities - - - - - - - Debt Service - - - - - 39,306 39,306 OPERATING IMPACT - - - - - 39,306 39,306 PROJECT FUNDING The project will provide stabilization of road subgrade and 6" of asphalt to approximately 6,500 LF of Dove Road and replace/improve culverts and ditches, consistent with 2011 Graham Pavement Evaluation Study. Staff is working with the Southlake developer to include a portion of this project when the Southlake portion is realighed and reconstructed in 2014/2015. 5 Year Projection 5 Year Projection IMPACT ON OPERATING BUDGET FUNDED CAPITAL IMPROVEMENT Dove Road Reconstruction and Drainage (Vaquero to Terra Bella) PROJECT EXPENSE 5 Year Projection 62 Project Description: Totals Thru Estimated Project EXPENDITURE TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Total Trail - Engineering - - - - - 22,260 - 22,260 Trail - Construction - - - - - 222,600 - 222,600 Trail - Contingency - - - - - 45,156 - 45,156 Road - Engineering - - - - - 57,505 - 57,505 Road - Construction - - - - - 346,620 - 346,620 EXPENDITURES TOTAL - - - - - 694,141 - 694,141 Totals Thru Estimated Project FUNDING TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Total Cash/Transfers - - - - - - - - Contributions/Grants - - - - - - - - Bonds 2017/18 CO - - - - - 694,141 - 694,141 Unfunded - - - - - - - - Other - - - - - - - - FUNDING TOTAL - - - - - 694,141 - 694,141 Totals Thru Estimated IMPACT TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Supplies - - - - - - - Trail - Services - - - - - - - Insurance - - - - - - - Trail - Repair & Maint - - - - - - - Trail - Rent & Utilities - - - - - - - Debt Service - - - - - 50,672 50,672 OPERATING IMPACT - - - - - 50,672 50,672 FUNDED CAPITAL IMPROVEMENT 5 Year Projection PROJECT EXPENSE 5 Year Projection Pearson Lane Reconstruction/Drainage & Trail - Dove Road / Pearson Road / Aspen Lane PROJECT FUNDING 5 Year Projection IMPACT ON OPERATING BUDGET This project will providetrail connectivity from Aspen Lane north to Dove Road along the east side of Pearson Road. This will include crosswalk devices at the corner of Dove and Pearson. In addition the project will provide stabilization of road subgrade and 5" of asphalt to approximately 1,300 LF of Pearson Lane and replace/improve culverts and ditches, consistent with 2011 Graham Pavement Evaluation Study. Anticipate crack sealing during the 2nd year after completion. 63 Project Description: Totals Thru Estimated Project EXPENDITURE TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Total Trail- Engineering/Design - - - - - - 22,999 22,999 Trail - Construction - - - - - - 231,080 231,080 Trail - Design - - - - - - 46,870 46,870 Road/Bridge - Engineering - - - - - - 204,985 204,985 Road/Bridge - Construction - - - - - - 778,969 778,969 EXPENDITURES TOTAL - - - - - - 1,284,903 1,284,903 Totals Thru Estimated Project FUNDING TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Total Cash/Transfers - - - - - - - - Contributions/Grants - - - - - - - - Bonds 2017/2018 CO - - - - - - 1,284,903 1,284,903 Unfunded - - - - - - - - Other - - - - - - - - FUNDING TOTAL - - - - - - 1,284,903 1,284,903 Totals Thru Estimated IMPACT TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Supplies - - - - - - - Trail - Services - - - - - - - Insurance - - - - - - - Trail - Repair & Maintenance - - - - - - - Trail - Rent & Utilities - - - - - - - Debt Service - - - - - 93,799 93,799 OPERATING IMPACT - - - - - 93,799 93,799 FUNDED CAPITAL IMPROVEMENT 5 Year Projection 5 Year Projection 5 Year Projection PROJECT EXPENSE PROJECT FUNDING IMPACT ON OPERATING BUDGET This project will provide stabilization of road subgrade and 7" asphalt to approximately 4,000 LF of Ottinger Road (from Westlake Academy to SH 170) and replace/improve culverts and ditches, consistent with 2011 Graham Pavement Evaluation Study. Anticipate crack sealing during the 2nd year after completion. In conjunction with this project, the existing Ottinger Road bridge will be replaced with new box culvert, much like the Dove Road improvements. Staff will determine through engineering design analysis the final design criteria including horizontal and vertical alignment. A trail will provide East to West interconnectivity within the Westlake trail system. Includes a primitive trail head on the Southeast corner of the cemetery property (primitive parking, restrooms and water fountain). Ottinger Road Reconstruction/Drainage & Trail (North of Westlake Academy) 64 Project Description: Totals Thru Estimated Project EXPENDITURE TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Total Engineering - - - - - - 680,467 680,467 Construction - - - - - - - Design - - - - - - - - Painting 239,433 - - - - - - 239,433 Other - - - - - - - - EXPENDITURES TOTAL 239,433 - - - - - 680,467 919,900 Totals Thru Estimated Project FUNDING TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Total Cash/Transfers - - - - - - 520,467 520,467 Contributions/Grants 149,622 - - - - - 149,622 Bonds 2011 CO $2.095M 89,811 - - - - - - 89,811 Bonds 2015/16 - - - - - - - - Other - - - - - - - - FUNDING TOTAL 239,433 - - - - - 520,467 759,900 Totals Thru Estimated IMPACT TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Supplies - - - - - - - Services - - - - - - - Insurance - - - - - - - Repair & Maintenance - - - - - - - Rent & Utilities - - - - - - - Debt Service - - - - - - - OPERATING IMPACT - - - - - - - UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT SH114/170 Enhancements PROJECT EXPENSE This project was anticipated to be a cooperative effort between Westlake, Trophy Club, and Roanoke consisting of the design and construction of landscape and hardscape improvements to the SH 170 & Hwy 114 interchange to include plantings, painting, and entry monuments. Maintenance is for irrigation only. To-date the Town has paid $239,433 for engineering in FY 13/14. Project costs are estimated to be $3,000,000 for construction. Funding participation is anticipated to be 1/3 from each party. This project will be submitted for a TxDot grant (Green Ribbon). The Town anticipates getting $160,000 reimbursement of engineering costs in FY 15/16 from Trophy Club and Roanoke and will use those funds towards the final construction. If project does not move forward, the funds will go to the Capital Projects fund balance. 5 Year Projection PROJECT FUNDING 5 Year Projection IMPACT ON OPERATING BUDGET 5 Year Projection 65 Project Description: Totals Thru Estimated Project EXPENDITURE TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Total Engineering - - - - - 103,000 - 103,000 Construction - - - - - 618,000 - 618,000 Design - - - - - - - - Contingency - - - - - - - - Other - - - - - - - - EXPENDITURES TOTAL - - - - - 721,000 - 721,000 Totals Thru Estimated Project FUNDING TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Total Cash/Transfers - - - - - - - - Contributions/Grants - - - - - 25,000 - 25,000 Bonds 2016/17 CO $2.58M - - - - - - - - Unfunded - - - - - 696,000 - 696,000 Other - - - - - - - - FUNDING TOTAL - - - - - 721,000 - 721,000 Totals Thru Estimated IMPACT TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Supplies - - - - - - - Services - - - - - - - Insurance - - - - - - - Repair & Maintenance - - - - - 5,000 5,150 Rent & Utilities - - - - - 10,000 10,300 Debt Service - - - - - - - OPERATING IMPACT - - - - - 15,000 15,450 PROJECT FUNDING 5 Year Projection IMPACT ON OPERATING BUDGET 5 Year Projection UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT Hwy 377 Landscape Improvements The project will include streetscape enhancements (hardscape, landscape) along US Hwy 377 starting at Westport Parkway stretching north for 3/4 mile. The enhancements will only be located in the median and consist of native and naturalized plantings, trees, plant bed preparations, drip irrigation, and concrete edging/mowstrip. Since the project will be within state ROW, the Town will submit this project to TxDOT for potential grant funding opportunities similar to the FM 1938 median landscape project. PROJECT EXPENSE 5 Year Projection 66 Project Description: Totals Thru Estimated Project EXPENDITURE TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Total Engineering - - - - - - 106,090 106,090 Construction - - - - - - 636,540 636,540 Design - - - - - 36,050 - 36,050 Contingency - - - - - - - - Other - - - - - 638,188 - 638,188 EXPENDITURES TOTAL - - - - - 674,238 742,630 1,416,868 Totals Thru Estimated Project FUNDING TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Total Cash/Transfers - - - - - - - - Contributions/Grants - - - - - - - - Bond Issuance - - - - - - - - UnFunded - - - - - 674,238 742,630 1,416,868 Other - - - - - - - - FUNDING TOTAL - - - - - 674,238 742,630 1,416,868 Totals Thru Estimated IMPACT TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Supplies - - - - - - - Services - - - - - - - Insurance - - - - - - - Repair & Maintenance - - - - - 2,884 2,971 Rent & Utilities - - - - - 5,768 5,941 Debt Service - - - - - - - OPERATING IMPACT - - - - - 8,652 8,912 PROJECT FUNDING 5 Year Projection IMPACT ON OPERATING BUDGET 5 Year Projection UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT Dove Road & Randol Mill Traffic Circle Reconstruction and reconfiguration of Dove Road and Randol Mill from a 3-way stop intersection to a traffic circle to improve traffic safety. Pavement construction will be consistent with 2011 Graham Pavement Evaluation Study. PROJECT EXPENSE 5 Year Projection 67 Project Description: Totals Thru Estimated Project EXPENDITURE TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Total Engineering - - - 23,175 23,175 Construction - - - 235,098 235,098 Design - - 44,548 44,548 Contingency - - - - Other - - - - - - - - EXPENDITURES TOTAL - - - - - - 302,820 302,820 Totals Thru Estimated Project FUNDING TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Total Cash/Transfers - - - - - - - - Contributions/Grants - - - - - - - - Bonds 2014/15 CO $2.035M - - - - - - - - Unfunded - - - - - - 302,820 302,820 Other - - - - - - - - FUNDING TOTAL - - - - - - 302,820 302,820 Totals Thru Estimated IMPACT TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Supplies - - - - - - - Services - - - - - - - Insurance - - - - - - - Repair & Maintenance - - - - - - - Rent & Utilities - - - - - - - Debt Service - - - - - - - OPERATING IMPACT - - - - - - - PROJECT FUNDING 5 Year Projection IMPACT ON OPERATING BUDGET 5 Year Projection UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT Trail - Fidelity Campus to Westlake Parkway on 114 PROJECT EXPENSE 5 Year Projection This project will provide connectivity from Hwy 114 to Capital Parkway along the east side of Westlake Parkway. 68 Project Description: Totals Thru Estimated Project EXPENDITURE TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Total Engineering - - - - - - - - Construction - - - - - - 17,345 17,345 Design - - - - - - - - Contingency - - - - - - - - Other - - - - - - - - EXPENDITURES TOTAL - - - - - - 17,345 17,345 Totals Thru Estimated Project FUNDING TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Total Cash/Transfers - - - - - - - - Contributions/Grants - - - - - - - - Bonds 2011 CO $2.095M - - - - - - - - Unfunded - - - - - - 17,345 17,345 Other - - - - - - - - FUNDING TOTAL - - - - - 17,345 17,345 Totals Thru Estimated IMPACT TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Supplies - - - - - - - Services - - - - - - - Insurance - - - - - - - Repair & Maintenance - - - - - - - Rent & Utilities - - - - - - - Debt Service - - - - - - - OPERATING IMPACT - - - - - - - PROJECT FUNDING 5 Year Projection IMPACT ON OPERATING BUDGET 5 Year Projection 5 Year Projection UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT Trail Connection at 114/Solana This project will be a cooperative effort between Westlake, Trophy Club, and Southlake consisting of the design and engineering of an intra-city trail system. The engineering/design costs will be shared with all cities. Construction and landscaping are estimated costs until engineering and design are completed. The Town continues to work with DTZ to construct the trail between Sam School Road and Hwy 114. PROJECT EXPENSE 69 Project Description: Totals Thru Estimated Project EXPENDITURE TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Total Engineering - - - - - - - - Construction - - - - 257,500 - - 257,500 Design - - - - - - - - Contingency - - - - - - - - Other - - - - - - - - EXPENDITURES TOTAL - - - - 257,500 - - 257,500 Totals Thru Estimated Project FUNDING TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Total Cash/Transfers - - - - - - - - Contributions/Grants - - - - - - - - Bonds 2011 CO $2.095M - - - - - - - - Unfunded - - - - 257,500 - - 257,500 Other - - - - - - - - FUNDING TOTAL - - - - 257,500 - 257,500 Totals Thru Estimated IMPACT TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Supplies - - - - - - - Services - - - - - - - Insurance - - - - - - - Repair & Maintenance - - - - - - - Rent & Utilities - - - - - - - Debt Service - - - - - - - OPERATING IMPACT - - - - - - - UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT FM 1938/Dove Road Signalization 5 Year Projection This project will provide for the signalization of the FM 1938 and Dove Road intersection consistent with the enhancements at SH 114. The need to signalize is being caused by the proposed signalization of FM 1938 and Solana Blvd/Capital Pkwy that is currently included with the Entrada development improvements. The installation of a proposed traffic signal at FM 1938 and Solana Blvd/Capital Pkwy. in connection with the Granada and Entrada developments intersection would increase traffic congestion and safety at the FM 1938 and Dove Road intersection. While FM 1938 is a TxDOT roadway, the cost to signalize would be the responsibility of the Town if the intersection does not meet TxDOT’s “warrants”. Staff will continue to pursue TxDOT funding for signalization of this intersection. 5 Year Projection PROJECT FUNDING 5 Year Projection IMPACT ON OPERATING BUDGET PROJECT EXPENSE 70 Project Description: Totals Thru Estimated Project EXPENDITURE TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Total Engineering - - - 60,000 - - - 60,000 Construction - - - 600,000 - - - 600,000 Design - - - - - - - - Contingency - - - 60,000 - - - 60,000 Other - - - - - - - - EXPENDITURES TOTAL - - - 720,000 - - - 720,000 Totals Thru Estimated Project FUNDING TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Total Cash/Transfers - - - - - - - - Contributions/Grants - - - - - - - - Bonds 2011 CO $2.095M - - - - - - - - Unfunded - - - 720,000 - - - 720,000 Other - - - - - - - - FUNDING TOTAL - - - 720,000 - - 720,000 Totals Thru Estimated IMPACT TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Supplies - - - - - - - Services - - - - - - - Insurance - - - - - - - Repair & Maintenance - - - - - - - Rent & Utilities - - - - - - - Debt Service - - - - - - - OPERATING IMPACT - - - - - - UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT Glenwyck Telecommunication Ductbank 5 Year Projection 5 Year Projection PROJECT FUNDING 5 Year Projection IMPACT ON OPERATING BUDGET PROJECT EXPENSE This project will provide for the construction of approximately 11,000 LF of telecommunication ductbank within the Glenwyck subdivision to accomodate the installation of improved telecommunication lines. Additionally, this will provide a connection of the ductbank from Granda to Terra Bella. 71 Project Description: Totals Thru Estimated Project EXPENDITURE TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Total Engineering - - - 60,000 - - - 60,000 Construction - - - 600,000 - - - 600,000 Design - - - - - - - - Contingency - - - 60,000 - - - 60,000 Other - - - - - - - - EXPENDITURES TOTAL - - - 720,000 - - - 720,000 Totals Thru Estimated Project FUNDING TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Total Cash/Transfers - - - - - - - - Contributions/Grants - - - - - - - - Bonds 2011 CO $2.095M - - - - - - - - Unfunded - - - 720,000 - - - 720,000 Other - - - - - - - - FUNDING TOTAL - - - 720,000 - - 720,000 Totals Thru Estimated IMPACT TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Supplies - - - - - - - Services - - - - - - - Insurance - - - - - - - Repair & Maintenance - - - - - - - Rent & Utilities - - - - 200 206 212 Debt Service - - - - - - - OPERATING IMPACT - - - - 200 206 212 UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT Westlake Academy - Pedestrian Underpass 5 Year Projection 5 Year Projection PROJECT FUNDING 5 Year Projection IMPACT ON OPERATING BUDGET PROJECT EXPENSE This project will provide for the construction of a pedestrian underpass on the south side of the Westlake Academy campus and connections to the existing trail system. This will require the reconstruction of a section of Ottinger Road and the relocation of water, gas, and telecommunications. 72 VEHICLE AND EQUIPMENT OVERVIEW Vehicles and equipment represent approximately 6% of the Town’s assets or roughly $3.4M. While the current CIP does not contain any proposals for vehicles, it is important to note that of the seven vehicles (including a utility truck) the Town currently owns, three are completely depreciated and three more will become completely depreciated within the next five years. Similarly, of the fourteen FF&E asset groups, eight are currently fully depreciated and the remainder will be within the next five years. Whether or not an asset has been fully depreciated does not by itself warrant the need to replace it, however, depreciation does serve as an indicator that the likelihood the asset will need to be replaced in the near future is fairly high. The Town maintains a General Maintenance & Replacement Fund and is working towards funding annually for any replacement items needed in subsequent years. We anticipate a replacement vehicle for the Parks and Recreation Department to be paid from the funds that have been transferred to this fund for just this purpose. Date Vehicle Vehicle Useful placed Dept Name Make/Model Vehicle Description Cost Life in service Fire Dept Ford F450 Ambulance Reserve $144,981 10 09/30/03 Fire Dept Spartan Engine Pumper Reserve $236,423 15 09/30/03 Fire Dept Chevy Tahoe Fire Marshal $41,108 5 09/30/04 Fire Dept Ford F450 Ambulance Primary $200,000 10 09/30/12 Fire Dept Ford F550 Attack Truck $169,746 10 09/30/12 Fire Dept Chevy Suburban Command Vehicle $49,084 5 09/30/13 Fire Dept Ferrara Engine Pumper Primary $700,000 15 05/01/15 Municipal Court Dodge Charger 4 door car $23,000 5 09/30/07 Public Works Chevy Silverado 2 door single cab truck $15,704 5 09/30/05 Public Works Ford Ranger 2 door single cab truck $21,519 5 09/30/05 Public Works Chevy Silverado 2 door single cab truck $11,105 5 09/30/08 Public Works Ford F350 Supercrew 4x4 Crewcab Truck $45,000 5 05/01/15 Facilities & Parks Ford F350 Supercrew 4x4 Crewcab Truck $40,962 5 09/30/14 $1,698,632 73 Capital Maintenance and Replacement The Town recognizes that deferred maintenance and not anticipating capital replacement needs increases future capital costs. Annually, available funds will be evaluated during the budget process and a percentage of each operating fund’s budget will be recommended to the Council for transfer. Upon approval by the Council, the recommended amount will be transferred to the appropriate funds (General or Utility Maintenance Replacement Fund) for major maintenance/ replacement of street, building roof, flooring, air conditioning, equipment, etc. The Town of Westlake owns, operates, and maintains a number of vehicles. To provide a fiscally responsible vehicle and equipment replacement policy that enables the Town to maximize vehicle and equipment utilization, while maintaining the Town’s desired public image and high quality program of services for our residents. Therefore, the Town of Westlake will maintain a Vehicle and Equipment Replacement and Depreciation Schedule; said schedule will be maintained by the Finance Department. Vehicle and equipment replacement criteria will be developed according to each items anticipated useful service life. Typically, this is based upon the type or “category” of the vehicle/equipment and its usage. Each item will be surveyed annually and assigned a score based upon the Point Range and Guideline document. A vehicle will be replaced according to the established criteria unless the Department Head(s) and the Town Manager’s office determine that: 1) mechanical failure or vehicle damage warrants earlier replacement, or 2) the vehicle is still serviceable and may serve additional years beyond its original anticipated service life. Funding for vehicle/equipment replacement should be incrementally allocated from department operating funds to a restricted Capital Maintenance and Replacement Fund, subject to funding availability on an annual basis. Future vehicle/equipment replacements should be funded from this restricted fund, which receives accumulated operating fund transfers based upon the Vehicle and Equipment Depreciation Schedule. Funding will consist of an annual set-aside based upon a straight-line depreciation for each vehicle over the course of its useful life and budgeted as part of the annual budget development process. Depreciation fees should commence the same fiscal year of each new and replacement vehicle/equipment purchase. Likewise, depreciation expenses should be expensed from the respective department operating budget and deposited into the Capital Maintenance and Replacement Fund. Depreciation expenses shall continue through the service life of the new vehicle/equipment and shall cease upon retirement of said vehicle/equipment. 74 Vehicle and Equipment Replacement and Depreciation Guidelines Purpose: To provide a fiscally responsible vehicle and equipment replacement and depreciation policy, which will enable the Town of Westlake to maximize asset utilization while maintaining a positive public image and being fiscally responsible in our budgeting and fleet replacement programs. Policy: Replacement criteria for Town-owned vehicles and equipment will depend primarily on a point system, which is based upon the following factors: • Age • Miles/Hour Usage • Type of Service • Reliability • Maintenance and Repair Costs (not to include incident repairs) • Condition Point Range Chart Note: The Town may decide to retain a vehicle beyond the stated criteria after an evaluation of anticipated usage, repairs and operating costs. Each Town vehicle and small equipment have been placed in a specific category (as listed below) in order to allow for uniformity in our replacement standards. Category "A" This category consists of the one (1) 18-passenger and one (1) 20-passenger school bus. The life span for school bus is 10 years. The Fire Department which includes engines, ladder truck, ambulances, and attack truck which are used primarily as a front-line response vehicle. The front-line life-span of the Engine is 15 years and has a reserve life-span for additional five years. The ambulance front-line life-span is seven years and has a reserve vehicle life-span for additional seven. The Town currently has one (1) Engine, one (1) Attack Truck and two (2) Ambulances. Category "B" This category consists of Maintenances and Public Works vehicles which are used to serve the public on a day-to-day basis and pull trailers. Due to the heavy use, these vehicles may be scheduled for replacement at 100,000 miles provided the maintenance cost is considerably higher than vehicles of the same type. The Town currently has two (2) Public Works trucks. Category "C" This category consists of all other cars and pickups, which include administration pool car, building inspection truck, warrant officer public safety vehicle. These vehicles are generally assigned to a designated staff member and should not be replaced earlier than 100,000 miles provided the maintenance cost is considerably higher than vehicles of the same type. 75 Category "D" This category consists of other off-road equipment (mule and mowers) that are used to serve the public on an "as needed" basis. Replacement of this category may be made after 2,500 operating hours, or provided the maintenance cost is considerably higher than equipment of the same type. The Town currently has one (1) Kawasaki utility vehicle and (1) mower. Category "E" This category consists of light equipment (weed-eaters, chain saw and pumps, generators, trailers, and other small hand-operated equipment) which are used to serve the public on an "as needed" basis. Replacements in this category may be made after the total maintenance cost exceeds the original purchase price of a particular piece of equipment. The cost of upgrading a piece of equipment will be the responsibility of the operating division. The Town currently has one weed-trimmer, chain saw, blower, small generator and a trailer. Guide for Early Replacement of Town-Owned Vehicles Early Replacement The consideration of early replacement of a vehicle often arises when major expenditures are necessary to restore it to a safe operating condition (e.g., major component failure or incident damage). The economic effect of such repairs cannot be avoided because the cost to the Town is normally about the same whether the vehicle is sold in un-repaired condition or restored to repaired condition. However, replacement prior to the normal criteria for vehicles will result in an acceleration of all future replacement cost cycles required to satisfy a continuing vehicle need. This acceleration of cost cycles causes a sizable increase in the total present value cost of all fixture cycles and should be avoided whenever possible. Major vehicle repairs should always be made, with two exceptions: 1. Major expenditures for repair should not be made when the cost of the repair plus the vehicle salvage in un-repaired condition exceeds its wholesale value in repaired condition. 2. Major deferrable expenditures should not be made when a vehicle is in the final six months of its retention cycle. During this period the penalty for early replacement is small and, therefore, the vehicle should be replaced rather than repaired. Depreciation Formula Current acquisition price of each vehicle divided by the utilization cycle mileage or total maintenance cost) will provide the yearly depreciation allowance. EXAMPLE A – Vehicles Mileage: $30,000 vehicle divided by the target replacement cycle of 100,000 miles will give you a depreciation cost of $.30 per mile. $0.30 times the number of miles (20,000) the vehicle was driven the previous year will give you the yearly depreciation amount $6,000. 76 EXAMPLE B – Small Equipment Maintenance Cost: depreciate the original purchase price by 15% per year, for power hand tools, trailers, etc. Replace the item only when the maintenance cost reaches the original purchase price. Point Ranges for Replacement Consideration Point Scale Condition Description 20 points & under Excellent Do not replace 21 to 25 points Very Good Re-evaluate for the following year's budget 26 to 31 points Fair Qualifies for replacement if M/R cost exceed 60% of cost 32 to 37 point Poor Replacement if budget allows Above 38 points failed Needs priority replacement Below are two examples on how the point range and guidelines for Category "B" and “C” would work with current town vehicles. Example: Pool Vehicle Data Description Points Year 1999 26 points Type Crown Victoria Passenger Car 1 point Mileage 64,000 6 points Maintenance Repair driver side window motor 2 points Condition Poor paint and body condition, hail damage, rust spots, small dents, interior - rips, tears, stains, cracking on seat covers 5 points Total Points 40 points Staff recommendation = Replacement this year Data Description Points Year 2005 14 points Type Silverado F150 extended cab truck 1 point Mileage 35,000 3 points Maintenance low 1 points Condition Very good exterior and interior condition 1 points Total Points 20 points Staff recommendation = Include the replacement cost in the five year forecast 77 Point range and guidelines for Category "B" and “C” Factor Points Description Age Usage Type of Service 1 Each 10,000 miles of usage 1 Standard sedans, SUV’s and pickups 2 Each year of chronological age 3 Any vehicle that pulls trailer, hauls heavy loads and continued off- road usage 4 Any vehicle involved in ice or snow removal or road treatment Reliability Preventive Maintenance Work Not Included 1 In shop one time within three month time period, no major breakdowns/road side assistance call with 3 month period 2 In shop one time within three month time period, 1 breakdown/ road side assistance call within 3 month period 3 In shop more than once within 3 month time period, 1 or more breakdown/road side assistance call within same period 4 In shop more than twice within one month time period, 1 or more breakdowns/road side assistance call in same time period 5 Two or more breakdowns within one month time period M&R Cost Incident Repair Not Include 1 Maintenance cost are less than or equal to 20% of replacement 2 Maintenance cost are 21-40% of replacement cost 3 Maintenance cost are 41-60% of replacement cost 4 Maintenance cost are 61-80% of replacement cost 5 Maintenance cost are greater than or equal to 81% of replacement cost Condition 1 No visual damage or rust 2 Minor imperfections in body and paint, interior fair (no rips, tears, burn) 3 Noticeable imperfections in body and paint surface, minor rust, minor damage for add-on equipment, won interior (one or more rips, tears, burns). 4 Poor paint and body condition, rust (holes), interior (rips, tears, burns, cracked dash) and major damage for add-on equipment 5 Previous accident damage, poor paint and body condition, rust (holes), interior (rips, tears, burns, cracked dash) and major damage for add-on equipment Point Ranges Condition Description 0-20 Excellent Do not replace 21-25 Very Good Re-evaluate for next year’ budget (5 year forecast) 26-31 Good Qualifies for replacement this year if M/R cost exceed 60% of cost 32-37 Fair Qualities for replacement this if budget allows 38+ Poor Needs priority 78 INFORMATION TECHNOLOGY OVERVIEW Whether or not an asset has been fully depreciated does not by itself warrant the need to replace it, however, depreciation does serve as an indicator that the likelihood the asset will need to be replaced in the near future is fairly high. The Town is working towards funding annually for any replacement items needed in subsequent years. Infrastructure-as-a-Service (IaaS) and Disaster Recovery-as-a-Service (DRaaS) will also be implemented to reduce ongoing hardware costs and insure critical data and server availability in case of an emergency or disaster. 79 Academy Technology Forecast Actual Estimated Proposed FY 13-14 FY 14-15 FY 15-16 FY 16-17 FY 17-18 TOTAL Lifecycle Maintenance & Replacement Server Replacements 2,500 2,500 5,000 5,000 5,000 20,000 iPad/Tablet Replacements 30,000 - 10,000 10,000 10,000 60,000 Laptop/iMac Replacements 60,000 10,000 70,000 20,000 20,000 180,000 PC Replacements 2,500 1,500 1,500 1,500 1,500 8,500 Telephone System Replacements 2,500 2,500 2,500 2,500 2,500 12,500 Network Hardware Replacements 5,000 5,000 10,000 10,000 10,000 40,000 $102,500 $21,500 $99,000 $49,000 $49,000 $321,000 Ongoing Technology Programs Information Technology Training 2,500 2,500 3,500 3,500 3,500 15,500 Campus Security System / Upgrades 6,000 8,000 9,000 10,000 10,000 43,000 Hardware & Software Support Contracts 6,000 8,000 15,000 20,000 25,000 74,000 Website Hosting, Maintenance, Upgrades 1,500 15,000 3,000 2,000 2,000 23,500 Email service & Archival 2,200 2,400 2,600 2,800 2,800 12,800 Internet & Network Service & Support 16,000 17,000 20,000 22,500 25,000 100,500 Security / Disaster Recovery Equipment & Support 7,500 7,500 7,500 7,500 7,500 37,500 $41,700 $60,400 $60,600 $68,300 $75,800 $306,800 Growth Expand Network Infrastucture 7,000 12,000 15,000 15,000 15,000 64,000 Network Monitoring & Management Sysytem 1,500 1,500 3,000 3,000 3,000 12,000 Procure Additional End-user & Educational Equipment 25,000 25,000 25,000 25,000 25,000 125,000 $33,500 $38,500 $43,000 $43,000 $43,000 $201,000 TOTAL ACADEMY FORECAST 177,700$ 120,400$ 202,600$ 160,300$ 167,800$ 828,800$ Municipal Technology Forecast Actual Estimated Proposed FY 13-14 FY 14-15 FY 15-16 FY 16-17 FY 17-18 TOTAL Lifecycle Maintenance & Replacement Servers (moving to hosted rather than physical assets)7,000 25,000 17,500 19,000 21,000 89,500 PC/iPad/Tablet Replacements 4,000 2,000 5,000 6,000 6,000 23,000 Printer Replacements 7,500 8,000 5,000 5,000 5,000 30,500 Security System Upgrades & Replacements 2,000 2,000 1,000 1,000 1,000 7,000 Network Hardware / Telephone Replacements 12,000 15,000 15,000 20,000 15,000 77,000 $32,500 $52,000 $43,500 $51,000 $48,000 $227,000 Strategic Initiatives/Project Implementation Laserfiche Implementation/Licensing/Support 11,500 13,000 15,000 15,000 15,000 69,500 Online Utility Billing Payment System & Support 1,500 1,500 1,500 1,500 1,500 7,500 Security system upgrades/support 2,000 1,000 1,000 1,000 1,000 6,000 GIS service for Public safety dispatch 7,000 7,000 7,000 7,000 7,000 35,000 $22,000 $22,500 $24,500 $24,500 $24,500 $118,000 Ongoing Technology Programs Information Technology Training 2,500 3,500 3,500 4,000 4,000 17,500 Email service & archival 6,000 9,300 10,000 100,000 100,000 225,300 Website Hosting, Maintenance, Upgrades 5,000 5,000 5,000 5,000 5,000 25,000 Hardware & software support contracts 5,000 5,000 15,000 16,000 17,000 58,000 Application software service & Support 13,000 40,000 17,500 19,000 21,000 110,500 Internet & Network Service & Support 16,000 17,000 19,000 21,000 23,000 96,000 Security / Disaster Recovery Equipment & Support 7,500 7,500 7,500 7,500 7,500 37,500 $55,000 $87,300 $77,500 $172,500 $177,500 $569,800 Growth Network Monitoring & Management Sysytem 1,500 1,500 2,000 2,000 2,000 9,000 Additional PCs/laptops/tablets 3,500 4,000 4,500 5,000 5,000 22,000 $5,000 $5,500 $6,500 $7,000 $7,000 $31,000 TOTAL MUNICIPAL FORECAST 114,500$ 167,300$ 152,000$ 255,000$ 257,000$ 945,800$ TECHNOLOGY FORECAST Projection Projection 80 UTILITY IMPROVEMENTS OVERVIEW The Town of Westlake currently owns a minimum of approximately $24M of utility fixed assets. These take the form of water, sewer and telecommunications duct bank lines. These assets are initially installed through development and later transferred to the Town for upkeep and maintenance. The Town’s utility infrastructure is in relatively good shape with no known deficiencies. The five items that are fully depreciated are water lines that were transferred from the City of Keller which may need replacement in the near future but are fully operational now. The Town documents all maintenance and repairs in a GIS system that will map all infrastructure; this provides us the opportunity to review the condition of these assets and their values which will be revised as necessary. PROJECTS TO BE COMPLETED IN FY 14/15 o No projects to be completed in FY 14/15 PROPOSED PROJECTS - FY15/16 THRU FY19/20 o Meter Reading and Equipment o TRA Assumption of N-1 Sewer Line UNFUNDED/UNDER DISCUSSION PROJECTS o No projects 81 Project Description: Totals Thru Estimated Project EXPENDITURE TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Total Engineering - 12,467 - - - - 12,467 Construction - 141,098 96,435 - - - - 237,533 Design - - - - - - - - Contingency - - - - - - - - Other - - - - - - - - EXPENDITURES TOTAL - 153,565 96,435 - - - - 250,000 Totals Thru Estimated Project FUNDING TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Total Cash/Transfers - 153,565 96,435 - - - - 250,000 Contributions/Grants - - - - - - - - Bond Issuance - - - - - - - - UnFunded - - - - - - - - Other - - - - - - - - FUNDING TOTAL - 153,565 96,435 - - - - 250,000 Totals Thru Estimated IMPACT TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Supplies - - - - - - - Services - - - - - - - Insurance - - - - - - - Repair & Maintenance - - - - - - - Rent & Utilities - - - - - - - Debt Service - - - - - - OPERATING IMPACT - - - - - - PROJECT FUNDING This project is intended to transfer ownership of a section of sewer line from Westlake and Southlake to TRA. It includes the design and construction of a metering station with SCADA equipment at the proposed Town of Westlake "Point of Entry." 5 Year Projection 5 Year Projection IMPACT ON OPERATING BUDGET FUNDED CAPITAL IMPROVEMENT TRA Assumption of N-1 Sewer Line PROJECT EXPENSE 5 Year Projection 82 Project Description: Totals Thru Estimated Project EXPENDITURE TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Total Engineering - - - - - - - - Construction - 77,000 77,000 - - - - 154,000 Design - - - - - - - - Contingency - - - - - - - - Other - - - - - - - - EXPENDITURES TOTAL - 77,000 77,000 - - - - 154,000 Totals Thru Estimated Project FUNDING TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Total Cash/Transfers - 77,000 77,000 - - - - 154,000 Contributions/Grants - - - - - - - - Bond Issuance - - - - - - - - UnFunded - - - - - - - - Other - - - - - - - - FUNDING TOTAL - 77,000 77,000 - - - - 154,000 Totals Thru Estimated IMPACT TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Supplies - - - - - - - Services - - - - - - - Insurance - - - - - - - Repair & Maintenance - - 12,600 25,200 25,956 26,735 27,537 Rent & Utilities - - - - - - - Debt Service - - - - - - OPERATING IMPACT - - 12,600 25,200 25,956 26,735 27,537 PROJECT FUNDING 5 Year Projection IMPACT ON OPERATING BUDGET 5 Year Projection FUNDED CAPITAL IMPROVEMENT Meter Reading & Equipment The Town currently utilizes a drive by radio frequency method to read water meters. This requires the Town to purchase a laptop and proprietary reading software from the meter company and is only supported for 5 years. The Town's system is 6 years old and is in need of being upgraded/replaced. This project will consist of replacing all radio read meters within the Town with the next generation system that would allow for instantaneous, remote meter readingcleaning; increased customer service, and a customer web portal that would allow customers to view their water consumption. The new system would require a monthly charge of $0.89 per meter. PROJECT EXPENSE 5 Year Projection 83 84 Town of Westlake Five-year Forecast Assumptions Revenues • Granada/Entrada permits & fees based on 5 year forecast regarding residential and commercial construction • 3% - Sales Tax (Very conservative with small amount of $50K in FY 18/19) (researching) • 2% - All remaining revenue • Entrada commercial construction begins in FY 16/17 • No additional beverage/sales tax on new Entrada commercial included (researching) Taxes • Average home value - $1,200,000 • Tax Rate – M&O $0.13710 • Taxes assessed 2 years from year of permit (Residential and commercial) • Abatements end for Fidelity and Deloitte in 2019 and 2021, respectively Bonds • FY 2015/16 CO = $8,456,145 - Includes purchasing land, design and construction of Fire Station (Annual payment $507,369) • FY 2018/19 CO = $2,517,476 = includes road projects (Annual payment $183,775) Expenditures • Includes impact to budget regarding all proposed CIP • Brings Municipal staff to market per internal study with 3% increase in subsequent years • Proposed additional staff for FY 15/16 included with 3% increase in subsequent years • Westlake Academy reserve - $300K/annually • Office rent based on preliminary discussion regarding Municipal Building with utilities, etc. included in impact from CIP • Additional hotel/motel tax based on 50% occupancy beginning in FY 17/18 • Additional inspection fees related to Entrada and Granada • 3% - All expenditures Transfers • Transfer Granada/Entrada permits/fees from GF to CPF • Entrada/Granada lot fees booked in Economic Development Fund and transferred to Westlake Academy Expansion fund for future use • Annual transfers to Maintenance and Replacement Funds from General and Utility Funds • Transfer of funds from the Utility Fund to Capital Projects Fund for a portion of monies needed related to preliminary discussions on Municipal building (See CIP) Capital Projects • All “Approved” CIP expenditures and operating impact included in forecast (See CIP document for details of each project) 85 TOWN OF WESTLAKE SCENARIO I:Bring to Market; Additional Staff; Municipal Bldg; Fire Station; Road Projects FIVE YEAR FORECAST No additional beverage/sales tax on new commercial (Researching) All Municipal Funds DESCRIPTION AUDITED ESTIMATED 1 2 3 4 5 FY 13-14 FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20 GENERAL FUND 100 1 Sales Tax (ongoing 100% minus one time)3.0%4,262,854 4,535,000 4,671,050 4,811,182 4,955,517 5,104,182 5,257,308 2 Sales Tax (audit/one-time)2.0%462,990 100,000 250,000 250,000 250,000 250,000 250,000 3 Sales Tax - additional due to commercial - - - - - 50,000 51,500 4 Sales Tax Allocation to 4B linked (1,181,461) (1,158,750) (1,230,263)(1,265,295)(1,301,379)(1,338,546)(1,376,827) 5 Sales Tax Allocation to ED 2.0%(73,039) (100,000) (102,000)(104,040)(107,161)(110,376)(113,687) 6 Sales Tax Subtotal 3,471,344 3,376,250 3,588,788 3,691,846 3,796,977 3,955,261 4,068,294 7 Property Tax 2.0%1,198,373 1,228,094 1,252,656 1,277,709 1,303,263 1,329,328 1,355,915 8 Additional Property Tax residential - - - 82,260 178,299 261,792 309,709 9 Additional Property Tax commercial - - - - - 242,585 242,585 10 Property Tax Subtotal 1,198,373 1,228,094 1,252,656 1,359,969 1,481,562 1,833,706 1,908,209 11 Liquor Permit Fees 10 2.0%1,525 2,760 2,815 2,872 2,929 2,988 3,047 12 Other Misc Permits 10 2.0%- 1,450 1,479 1,509 1,539 1,570 1,601 13 EMS Revenues 14 2.0%109,898 130,000 132,600 135,252 137,957 140,716 143,531 14 Firefighter Equipment Fees 14 2.0%- 2,000 2,040 2,081 2,122 2,165 2,208 15 Fire Code Inspections 14 2.0%- 500 510 520 531 541 552 16 EMS Permit/Inspection Fees 14 2.0%9,755 8,500 8,670 8,843 9,020 9,201 9,385 17 Court Administrative Fees 15 2.0%10,128 8,800 8,976 9,156 9,339 9,525 9,716 18 Total Permits and Fees OTHER DEPTS 131,306 154,010 157,090 160,232 163,437 166,705 170,039 19 Reforestation Tree Escrow 12 2.0%1,910 5,000 5,100 5,202 5,306 5,412 5,520 20 Grading/Excavation Permits 12 2.0%18,000 22,440 22,889 23,347 23,814 24,290 24,776 21 Gas Well Misc Fees 12 2.0%15,000 22,500 22,950 23,409 23,877 24,355 24,842 22 Insurance & Surety Review Fees 12 2.0%2,000 3,000 3,060 3,121 3,184 3,247 3,312 23 Renewal Fees 12 2.0%- 1,000 1,020 1,040 1,061 1,082 1,104 24 Engineer Review/Civil 12 2.0%- 15,000 15,300 15,606 15,918 16,236 16,561 25 Development Fees 12 2.0%33,255 43,950 44,829 45,726 46,640 47,573 48,524 26 Contractor Registration Fees 12 2.0%12,900 11,600 11,832 12,069 12,310 12,556 12,807 27 Inspection/Plan Reviews 12 2.0%300,772 200,000 204,000 208,080 212,242 216,486 220,816 28 Building Permits 12 2.0%655,932 45,250 46,155 47,078 48,020 48,980 49,960 29 Increased permits/fees for Granada residential - 572,850 572,850 458,280 - - - 30 Increased permits/fees for Entrada residential - - 100,665 201,330 301,995 201,330 201,330 31 Increased permits/fees other lots residential - 381,900 351,890 223,930 159,950 159,950 159,950 32 Major Commerical - Entrada commercial - - - 731,981 - - - 33 Small Commercial - Entrada commercial - - - 223,823 - - - 34 Major Commerical - All Other commercial - - - - - - 1,072,500 35 Total Permits and Fees P&D DEPT 12 ONLY 1,039,770 1,324,490 1,402,540 2,224,021 854,316 761,498 1,842,003 36 Flex Plan Gain 10 2.0%1,271 - - - - - - 37 Facility Rental 10 2.0%10,292 4,450 4,539 4,630 4,722 4,817 4,913 38 Parking Lot Rental 10 2.0%12,540 13,000 13,260 13,525 13,796 14,072 14,353 39 Special Events 10 2.0%2,000 2,750 2,805 2,861 2,918 2,977 3,036 40 Sales of Surplus/Scrap Items 10 2.0%144 - - - - - - 41 Sales of Surplus/Scrap 10 2.0%190 - - - - - - 42 Insurance Refund/Equity Return 10 0.0%5,095 9,800 9,800 9,800 9,800 9,800 9,800 43 Misc Revenue Dept 10 10 2.0%2,105 2,500 2,550 2,601 2,653 2,706 2,760 44 Misc Revenue Dept 11 11 2.0%33 - - - - - - 45 Misc Revenue Dept 12 12 2.0%200 - - - - - - 46 TSH Salary Reimbursement 13 2.0%36,459 40,594 41,406 42,234 43,079 43,940 44,819 47 Misc Income 70,328 73,094 74,360 75,651 76,968 78,311 79,682 48 AT&T/SBC 2.0%285,689 303,000 309,060 315,241 321,546 327,977 334,536 49 Verizon 2.0%43,834 49,755 50,750 51,765 52,800 53,856 54,933 50 TXU/Atmos Gas 2.0%34,919 45,550 46,461 47,390 48,338 49,305 50,291 51 Charter 2.0%722 1,198 1,222 1,246 1,271 1,297 1,323 52 One Source 2.0%3,188 4,375 4,463 4,552 4,643 4,736 4,830 53 Southwestern Bell 2.0%12,837 175 179 182 186 189 193 54 Tri-County Electric 2.0%361,967 333,300 339,966 346,765 353,701 360,775 367,990 55 Trinity Waste/AWIN Mgmt 2.0%20,586 26,013 26,533 27,063 27,605 28,157 28,720 56 Misc. Franchise Fees 2.0%31,580 45,905 46,823 47,759 48,714 49,689 50,682 57 Franchise Fees 795,322 809,270 825,455 841,964 858,803 875,979 893,499 58 Beverage Tax 2.0%51,601 50,500 51,510 52,540 53,591 54,663 55,756 59 Fines & Forfeitures (Court)0.0%730,442 670,000 670,000 670,000 670,000 670,000 670,000 60 Interest 2.0%8,433 8,670 8,843 9,020 9,201 9,385 9,572 61 Intergovernmental 2.0%3,540 - - - - - - 62 Contributions 2.0%- 10,000 - - - - - 63 Other Revenues 794,016 739,170 730,353 731,560 732,791 734,047 735,328 64 Transfer In - UF 500 Impact linked 43,399 37,500 43,860 44,737 45,632 46,545 47,475 65 Transfer In - UF (Loan repymt of $500K plus int )- 256,245 256,245 - - - - 66 Transfer In - VA 220 Dept 22 3.0%13,020 13,220 13,617 14,025 14,446 14,879 15,326 67 Transfers In 56,419 306,965 313,722 58,762 60,078 61,424 62,801 68 Total Revenues & Transfers In 7,556,877 8,011,342 8,344,963 9,144,006 8,024,931 8,466,932 9,759,854 86 TOWN OF WESTLAKE SCENARIO I:Bring to Market; Additional Staff; Municipal Bldg; Fire Station; Road Projects FIVE YEAR FORECAST No additional beverage/sales tax on new commercial (Researching) All Municipal Funds DESCRIPTION AUDITED ESTIMATED 1 2 3 4 5 FY 13-14 FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20 69 Payroll Salaries 3.0%(2,256,210) (2,866,420) (2,952,413) (3,040,985) (3,132,215) (3,226,181) (3,322,967) 70 Payroll Insurance (Health/Dental/Life)10.0%(314,296) (456,488) (502,137) (552,351) (607,586) (668,344) (735,179) 71 Payroll Taxes (SSM/WC/TWC)3.0%(194,757) (228,571) (235,428) (242,491) (249,766) (257,259) (264,977) 72 Payroll Retirement (TMRS/ICMA)3.0%(202,719) (283,131) (291,625) (300,373) (309,385) (318,666) (328,226) 73 Payroll Transfers In 3.0%607,660 809,308 833,587 858,595 884,352 910,883 938,209 74 Bring to Market - - (310,000) (319,300) (328,879) (338,745) (348,908) 75 Staff Forecast - Firefighter thru 18-19)FT Perm - - (75,762) (153,797) (234,173) (241,198) (248,434) 76 Staff Forecast - Deputy Fire Chief PT Temp - - (33,755) (33,755) (33,755) (33,755) (33,755) 77 Staff Forecast - Building Inspector - 1 PT Temp - - (28,157) (29,002) (29,872) - - 78 Staff Forecast - Town Secretary Clerk - .50 PT Perm - - (20,320) (20,930) (21,557) (22,204) (22,870) 79 Staff Forecast - Facilities/Parks Clerk - .50 PT Perm - (20,460) (21,074) (21,706) (22,357) (23,028) 80 Total Payroll and Related (2,360,322) (3,025,303) (3,636,470) (3,855,463) (4,084,541) (4,217,828) (4,390,134) 81 Service (inc CP operational impact for 14-15)3.0%(1,813,609) (2,224,006) (2,290,726) (2,359,447) (2,430,231) (2,503,138) (2,578,232) 82 Savings on P&D Contract Services (If hire PT Temp)- - 28,157 29,002 29,872 - - 83 Service(K-5 Westlake reserve slots)- (300,000) (300,000) (300,000) (300,000) (300,000) (300,000) 84 Additional Plan Review/Insp Expenditure $3K/lot - - (117,000) (126,000) (81,000) (54,000) (54,000) 85 Additional Infrastructure Inspection Expenditure (50,000) (100,000) (100,000) 86 IT Forecast ( RESEARCHING)0.0%- (75,000) (75,000) (75,000) (75,000) (75,000) (75,000) 87 Total Service Expenditures (1,813,609) (2,649,006) (2,854,569) (2,931,446) (2,856,359) (2,932,138) (3,007,232) 88 Office Rent (70% of total $242,860) (Elec. Included) 3.0%(112,366) (138,250) (142,398) (146,669) (151,070) (155,602) (160,270) 89 Electric Service (57% of total)3.0%(45,941) (36,140) (37,224) (38,341) (39,491) (40,676) (41,896) 90 Additional needed for proposal (Utilities below)18,822 24,210 29,761 35,477 41,366 91 Telephone Service 3.0%(10,264) (10,395) (10,707) (11,028) (11,359) (11,700) (12,051) 92 Internet Service 3.0%(9,131) (11,337) (11,677) (12,027) (12,388) (12,760) (13,143) 93 Water Service 3.0%(3,084) (3,025) (3,116) (3,209) (3,305) (3,405) (3,507) 94 ROW Irrigation 3.0%(140,344) (100,000) (103,000) (106,090) (109,273) (112,551) (115,927) 95 Gas Service 3.0%(1,811) (1,500) (1,545) (1,591) (1,639) (1,688) (1,739) 99 Total Rent & Utilities (322,940) (300,647) (290,845) (294,746) (298,764) (302,903) (307,166) 100 Supplies 3.0%(200,468) (222,166) (228,831) (235,696) (242,766) (250,049) (257,551) 101 Insurance 3.0%(30,626) (33,229) (34,226) (35,253) (36,310) (37,399) (38,521) 102 Repair & Maintenance 3.0%(110,836) (159,145) (163,919) (168,837) (173,902) (179,119) (184,493) 103 Operating Impact - Parks/Rec Projects Project - - (6,139) (6,323) (6,513) (6,708) (6,909) 104 Operating Impact - Facilities Projects (MB & FS)Project - - (6,550) (264,197) (224,872) (226,019) (232,800) 105 Operating Impact - Road Projects Project - - (5,150) (5,305) (5,464) (10,568) (10,885) 106 Total Operating Expenditures (341,929) (414,540) (444,815) (715,610) (689,827) (709,863) (731,159) 107 Debt (repayment to BBP loan 1)(36,558) (36,678) (36,678) (36,678) (36,678) (36,678) (36,678) 108 Total Debt (36,558) (36,678) (36,678) (36,678) (36,678) (36,678) (36,678) 109 Capital Outlay 3.0%(15,741) (24,410) (25,142) (25,897) (26,673) (27,474) (28,298) 110 Capital Project 3.0%- - - - - - - 111 Total Capital (15,741) (24,410) (25,142) (25,897) (26,673) (27,474) (28,298) 112 Transfer Out - ED 210 (47,741) (35,758) (35,758) - - - - 113 Transfer Out - GMR 600 (275,000) (275,000) (225,000) (175,000) (175,000) (175,000) (175,000) 114 Transfer Out - VMR 605 - (50,000) (50,000) (50,000) (50,000) (50,000) (50,000) 115 Transfer Out - DS 300 (Including 5-year CIP)linked (544,656) (815,854) (37,380) (497,276) (468,987) (424,216) (566,255) 116 Transfer Out - DS (for Academy Exp $8.5M) - - (447,798) (448,732) (445,172) (446,018) (451,180) 118 Transfers Out - Operating (867,398) (1,176,612) (795,936) (1,171,008) (1,139,159) (1,095,234) (1,242,435) 119 Transfer Out - CP 410 linked - (577,150) - - - - - 120 Transfer out - CP 410 - (Entrada/Granada fees)- (572,850) (673,515) (659,610) (301,995) - - 121 Transfer Out - Westlake Academy (192,000) (142,016) - - - - - 122 Transfer Out - WA Expansion 412 (630,000) (54,328) - - - - - 123 Transfers Out - Non Operating (822,000) (1,346,344) (673,515) (659,610) (301,995) - - 124 Total Expenditures & Transfers Out (6,580,496) (8,973,539) (8,757,969) (9,690,457) (9,433,997) (9,322,118) (9,743,103) 125 126 NET R&TI Over(Under) E&TO 976,381 (962,197) (413,007) (546,452) (1,409,066) (855,186) 16,752 127 Beginning Fund Balance 5,812,583 6,788,964 5,826,767 5,413,760 4,867,309 3,458,243 2,603,057 128 Ending Fund Balance 6,788,964 5,826,767 5,413,760 4,867,309 3,458,243 2,603,057 2,619,809 129 Assigned Sales Tax Overage (year end)196,344 - - - - - - 130 Restricted/Committed/Assigned 2.0%273,524 283,779 289,454 295,243 301,148 307,171 313,314 131 Unassigned Ending Balance 6,319,096 5,542,988 5,124,306 4,572,066 3,157,095 2,295,886 2,306,495 132 $ per Day for Operations (including GMR transfer)15,777 20,896 22,149 24,742 25,019 25,540 26,693 133 Operating Days 401 265 231 185 126 90 86 134 Expenditures as a % of Fund Balance 110%73%63%51%35%25%24% 135 $ needed to meet 90 day requirement 1,419,903 1,880,678 1,993,427 2,226,784 2,251,727 2,298,604 2,402,409 136 Variance 4,899,193 3,662,310 3,130,879 2,345,281 905,368 (2,718) (95,914) 87 TOWN OF WESTLAKE SCENARIO I:Bring to Market; Additional Staff; Municipal Bldg; Fire Station; Road Projects FIVE YEAR FORECAST No additional beverage/sales tax on new commercial (Researching) All Municipal Funds DESCRIPTION AUDITED ESTIMATED 1 2 3 4 5 FY 13-14 FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20 DEBT SERVICE FUND 137 Property Tax 154,982 172,069 154,903 154,875 155,025 154,975 154,725 138 Bond Proceeds - 2011 GORB 1,910,000 - - - - - - 139 Bond Premium - 2011 GORB 84,598 - - - - - - 140 Transfer in - GF 100- including 5-year CIP 544,656 815,854 37,380 497,276 468,987 424,216 566,255 141 Transfer in - GF 100 - Phase I - - 447,798 448,732 445,172 446,018 451,180 142 Transfer In - VA 220 linked 151,700 164,450 142,250 169,950 162,800 169,463 171,025 143 Transfer In - 4B 200 linked 1,181,695 1,159,250 1,230,763 1,265,795 1,301,879 1,339,046 1,377,327 144 Total Revenues & Transfers In 4,027,631 2,311,623 2,013,093 2,536,629 2,533,864 2,533,717 2,720,512 145 146 DS Principal - Issue 2002 CO Phase I (330,000) - - - - - - 147 DS Interest - Issue 2002 CO (21,450) - - - - - - 148 Bank Charge - 2002 CO - - - - - - - 149 150 DS Principal - Issue 2003 CO Phase II (175,000) (185,000) - - - - - 151 DS Interest - Issue 2003 CO (52,096) (90,630) - - - - - 152 Bank Charge - 2003 CO - - - - - - - 153 154 DS Principal - Issue 2007 GORB Refunding (35,000) (35,000) (410,000) (425,000) (40,000) (40,000) (45,000) 155 DS Interest - Issue 2007 GORB (294,608) (293,295) (291,983) (276,608) (259,608) (258,008) (256,408) 156 Bank Charge - 2007 GORB (400) (400) (400) (400) (400) (400) (400) 157 158 DS Principal - Issue 2011 GORB Refunding (100,000) (440,000) (100,000) (275,000) (700,000) (715,000) (730,000) 159 DS Interest - Issue 2011 GORB (223,200) (217,800) (212,400) (207,275) (192,650) (171,425) (149,750) 160 Bank Charge - 2011 GORB (400) (400) (400) (400) (400) (400) (400) 161 Bond Issuance Cost 2011 GORB (69,283) - - - - - - 162 Pymt to Escrow - 2011 GORB (1,925,315) - - - - - - 163 164 DS Principal - Issue 2011 CO Taxes (93,000) (97,000) (100,000) (75,000) (79,000) (83,000) (87,000) 165 DS Interest - Issue 2011 CO (60,783) (57,704) (54,503) (79,475) (75,625) (71,575) (67,325) 166 Bank Charge - 2011 CO - (400) (400) (400) (400) (400) (400) 167 168 DS Principal - Issue 2013 CO WA (89,000) (173,550) (173,550) (178,000) (178,000) (182,450) (191,350) 169 DS Interest - Issue 2013 CO Expansion (362,371) (277,719) (274,248) (270,732) (267,172) (263,568) (259,830) 170 Bank Charge - 2013 CO (400) (400) (400) (400) (400) (400) (400) 171 172 DS Principal - Issue 2013 GORB Ref 2008 (105,000) (120,000) (100,000) (130,000) (125,000) (135,000) (140,000) 173 DS Interest - Issue 2013 GORB A&S (46,700) (44,450) (42,250) (39,950) (37,400) (34,463) (31,025) 174 Bank Charge - 2013 GORB (400) (400) (400) (400) (400) (400) (400) 175 Bond Issue Cost 2013 GORB - - - - - - - 176 177 DS Principal - Issue 2014 GORB Ref 2003 - (195,000) (185,000) (5,000) (5,000) (5,000) (5,000) 178 DS Interest - Issue 2014 GORB (43,626) (65,510) (67,160) (65,220) (65,040) (64,860) (64,680) 179 Bank Charge - 2014 GORB - - - - - - - 180 181 2015-16 CO (FS Land/Bldg) ($60K per $1M) (30yr)($8.4M)- - (507,369) (507,369) (507,369) (507,369) 182 183 2019-20 CO (Roads) $2.379,129 - - - - (183,776) 184 189 Total Expenditures & Transfers Out (4,028,032) (2,294,658) (2,013,093) (2,536,629) (2,533,864) (2,533,717) (2,720,512) 190 NET R&TI Over(Under) E&TO (401)16,965 - - - - - 191 Beginning Fund Balance 1,481 1,080 18,045 18,045 18,045 18,045 18,045 192 Ending Fund Balance 1,080 18,045 18,045 18,045 18,045 18,045 18,045 193 Restricted/Committed/Assigned - 18,045 18,045 18,045 18,045 18,045 18,045 194 Unassigned Ending Balance 1,080 - - - - - - UTILITY MAINTENANCE & REPLACEMENT FUND 195 Revenues 1.0%7 300 303 306 309 312 315 196 Transfers In - UF 500 linked 201,751 450,000 300,000 300,000 300,000 300,000 300,000 197 Total Revenues & Transfers In 201,758 450,300 300,303 300,306 300,309 300,312 300,315 198 Expenditures linked (230,954) (207,340) (82,500) (87,500) (90,000) (90,000) (90,000) 199 REPAINT EXISTING STORAGE TANK NEW - - (160,000) - - - - 200 Transfers Out (32,102) - - - - - - 201 Total Expenditures & Transfers Out (263,056) (207,340) (242,500) (87,500) (90,000) (90,000) (90,000) 202 NET R&TI Over(Under) E&TO (61,298) 242,960 57,803 212,806 210,309 210,312 210,315 203 Beginning Fund Balance 61,298 - 242,960 300,763 513,569 723,878 934,190 204 Ending Fund Balance - 242,960 300,763 513,569 723,878 934,190 1,144,506 205 Restricted/Committed/Assigned - 242,960 300,763 513,569 723,878 934,190 1,144,506 206 Assigned Ending Balance (projected)- - - - - - - 88 TOWN OF WESTLAKE SCENARIO I:Bring to Market; Additional Staff; Municipal Bldg; Fire Station; Road Projects FIVE YEAR FORECAST No additional beverage/sales tax on new commercial (Researching) All Municipal Funds DESCRIPTION AUDITED ESTIMATED 1 2 3 4 5 FY 13-14 FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20 UTILITY FUND 207 Water Revenue 2.0%2,013,689 2,419,544 2,467,935 2,517,294 2,567,639 2,618,992 2,671,372 208 DS - Hillwood Service Area 2.0%40,760 48,000 48,960 49,939 50,938 51,957 52,996 209 DS - Town Service Area Accts 2.0%37,040 43,000 43,860 44,737 45,632 46,545 47,475 210 Waste Management 2.0%5,432 5,050 5,151 5,254 5,359 5,466 5,576 211 Sewer Revenue - Westlake 2.0%850,273 695,016 708,916 723,095 737,557 752,308 767,354 212 Sewer Revenue - Keller 2.0%923 1,200 1,224 1,248 1,273 1,299 1,325 213 Water Tap Fees 2.0%26,450 15,900 16,218 16,542 16,873 17,211 17,555 214 Sewer Tap Fees 2.0%10,800 7,350 7,497 7,647 7,800 7,956 8,115 215 Fort Worth Impact fees 2.0%44,572 37,500 38,250 39,015 39,795 40,591 41,403 216 Charge For Service Total 3,029,939 3,272,560 3,338,011 3,404,771 3,472,867 3,542,324 3,613,171 217 Meter Repair & Replacement 2.0%5,148 1,970 2,009 2,050 2,091 2,132 2,175 218 Interest Income 2.0%6,613 6,000 6,120 6,242 6,367 6,495 6,624 219 Interest Earned Bonds 2.0%415 - - - - - - 220 TRA Wastewater Settle-Up 2.0%269,936 91,655 93,488 95,358 97,265 99,210 101,195 221 Misc Revenue 2.0%5,263 3,765 3,840 3,917 3,995 4,075 4,157 222 Insurance Refund/Equity Return 2.0%999 1,650 1,683 1,717 1,751 1,786 1,822 223 Transfer In from UMR 510 2.0%32,102 - - - - - - 224 All Other Revenues 320,475 105,040 107,141 109,284 111,469 113,699 115,973 225 Duct Bank Leases 2.0%123,717 99,164 189,100 173,600 114,700 86,800 86,800 234 All Other Revenues 123,717 99,164 189,100 173,600 114,700 86,800 86,800 235 Total Revenues & Transfers In 3,474,131 3,476,764 3,634,252 3,687,655 3,699,036 3,742,823 3,815,943 236 PR Transfer Out 3.0%(321,554) (352,198) (362,764) (373,647) (384,856) (396,402) (408,294) 238 Total Payroll and Related (328,943) (352,198) (362,764) (373,647) (384,856) (396,402) (408,294) 239 Office Rent (15% of total $242,860K) (Elec. Included)3.0%(25,157) (30,675) (31,595) (31,595) (31,595) (31,595) (31,595) 240 Electric Service 3.0%(6,184) (3,560) (3,667) (3,667) (3,667) (3,667) (3,667) 241 Additional needed for proposal rent (Utilities below)- - (738) (738) (738) (738) (738) 242 Telephone Service 3.0%(2,234) (3,100) (3,193) (3,289) (3,387) (3,489) (3,594) 243 Internet Service 3.0%(1,642) (1,600) (1,648) (1,697) (1,748) (1,801) (1,855) 244 Water Service - Town 3.0%- (500) (515) (530) (546) (563) (580) 245 Water - Pump Station 3.0%(10,639) (20,000) (20,600) (21,218) (21,855) (22,510) (23,185) 246 Electric - Pump Station 3.0%(48,479) (70,000) (72,100) (74,263) (76,491) (78,786) (81,149) 247 Electric - Lift Station 3.0%(2,919) (2,600) (2,678) (2,758) (2,841) (2,926) (3,014) 248 Gas Service 3.0%- (500) (515) (530) (546) (563) (580) 249 Total Rent & Utilities (97,255) (132,535) (137,249) (140,286) (143,415) (146,638) (149,957) 250 Capital Outlay 3.0%(25,488) (24,780) (25,523) (26,289) (27,078) (27,890) (28,727) 251 Insurance 3.0%(5,437) (7,100) (7,313) (7,532) (7,758) (7,991) (8,231) 252 R&M 3.0%(142,872) (150,415) (154,927) (159,575) (164,363) (169,293) (174,372) 253 Service 3.0%(580,168) (553,669) (570,279) (587,387) (605,009) (623,159) (641,854) 254 Supplies 3.0%(5,745) (7,975) (8,214) (8,461) (8,714) (8,976) (9,245) 255 Operating Impact - Utility Projects - - (12,600) (25,200) (25,956) (26,735) (27,537) 256 Total Operating Expense (759,709) (743,939) (778,857) (814,445) (838,878) (864,044) (889,966) 257 Water Purchases 3.0%(726,899) (890,000) (916,700) (944,201) (972,527) (1,001,703) (1,031,754) 258 Water Service Charge 3.0%(24,699) (600) (618) (637) (656) (675) (696) 259 Peak Payment 3.0%(296,620) (390,000) (401,700) (413,751) (426,164) (438,948) (452,117) 260 Total Water Purchase Expense (1,048,218) (1,280,600) (1,319,018) (1,358,589) (1,399,346) (1,441,327) (1,484,566) 261 Transfer Out - UMR 510 fixed (201,751) (450,000) (300,000) (300,000) (300,000) (300,000) (300,000) 262 Transfer to Capital Project for Municipal Bldg (1/3)(600,000) (316,667) 263 Transfer Out - GF 100 Loan Repayment linked - (256,245) (256,245) - - - - 264 Transfer Out - GF 100 Impact Fees linked (43,399) (37,500) (43,860) (44,737) (45,632) (46,545) (47,475) 265 Total Transfers Out (245,150) (743,745) (1,200,105) (661,404) (345,632) (346,545) (347,475) 266 N1 Sewer Line Transfer 0.0%- (153,565) - - - - - 267 Ground Storage Tank 0.0%96,803 (25,335) - - - - - 268 SC Hills Waterline #2 0.0%42,692 - - - - - - 269 Meter Reading Equipment 0.0%- (77,000) (77,000) - - - - 270 FW Water Align Study Phase 2 0.0%- (32,600) - - - - - 271 Contribution to Ft. Worth 0.0%- (2,100,000) - - (1,000,000) - - 272 Total Capital Projects 139,495 (2,388,500) (77,000) - (1,000,000) - - 273 Debt Service (Hillwood Service Area)3.0%(40,760) (34,000) (35,020) (36,071) (37,153) (38,267) (39,415) 274 Debt Service (Town Service Area)3.0%(37,040) (39,000) (40,170) (41,375) (42,616) (43,895) (45,212) 275 DS - Bond interest (11,000) - - - - - - 276 DS Principal (Keller OH Storage)- (86,519) (99,336) (104,143) (108,950) (113,756) (120,165) 277 DS Interest (Keller OH Storage)(28,137) (31,694) (20,542) (16,395) (11,986) (7,393) (2,523) 278 DS Principal - Issue 2013 CO Ground Storage Tank $1.025M - (21,450) (21,450) (22,000) (22,000) (22,550) (23,650) 279 DS Interest - Issue 2013 CO Ground Storage Tank (44,787) (34,325) (33,896) (33,461) (33,021) (32,576) (32,114) 280 Total Debt (161,724) (246,987) (250,414) (253,445) (255,726) (258,437) (263,079) 281 Total Expenditures & Transfers Out (2,501,502) (5,888,504) (3,988,158) (3,461,529) (4,224,439) (3,306,755) (3,393,381) 282 NET R&TI Over(Under) E&TO 972,629 (2,411,740) (353,906) 226,126 (525,403) 436,068 422,563 283 Beginning Fund Balance 5,765,723 6,738,352 4,326,612 3,972,706 4,198,832 3,673,429 4,109,497 284 Ending Fund Balance 6,738,352 4,326,612 3,972,706 4,198,832 3,673,429 4,109,497 4,532,060 285 Assigned to Duct Bank 99,164 189,100 173,600 114,700 86,800 86,800 286 Restricted/Committed/Assigned 2.0%186,657 188,524 192,294 196,140 200,063 204,064 208,146 287 Unassigned Ending Balance 6,551,695 4,038,924 3,591,311 3,829,092 3,358,666 3,818,633 4,237,114 288 Total Operating Expenditures 2,298,594 2,623,724 2,711,053 2,800,125 2,878,807 2,960,210 3,045,905 289 Operating Days 1,040 562 484 499 426 471 508 89 TOWN OF WESTLAKE SCENARIO I:Bring to Market; Additional Staff; Municipal Bldg; Fire Station; Road Projects FIVE YEAR FORECAST No additional beverage/sales tax on new commercial (Researching) All Municipal Funds DESCRIPTION AUDITED ESTIMATED 1 2 3 4 5 FY 13-14 FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20 CAPITAL PROJECTS FUND 290 FM1938 Streetscape/Wayfinding Contribution - 380,000 - - - - - 291 SH 114/170 Enhancements Contribution - - - - - - - 292 Interest Income 3,544 3,633 16,644 2,310 2,166 4,560 4,034 293 Fire Station Complex - Bond Proceeds - - 8,456,146 - - - - 294 Town Hall - Bond Proceeds - - - - - - - 295 Streets - Bond Proceeds - - - - 1,979,044 - 296 Total Revenues 3,544 383,633 8,472,790 2,310 2,166 1,983,604 4,034 297 Transfer in from GF - 577,150 - - - - - 298 Transfer in from UF (1/3 Municipal Bldg)- 600,000 316,667 - - - 299 Transfer in from GF (Addl permits Granada)linked - 572,850 673,515 659,610 301,995 - - 300 Total Transfers In - 1,150,000 1,273,515 976,277 301,995 - - 301 Total Revenues & Transfers In 3,544 1,533,633 9,746,305 978,587 304,161 1,983,604 4,034 302 Trail and Parks Improvements - (100,000) - - - - - 303 Waterline & Well Improvements NEW - (63,000) - - - - - 304 Outdoor Warning System - (99,000) - - - - - 305 FIRE STATION COMPLEX NEW - (20,000) (2,815,000) (5,200,000) (421,145) - - 306 MAINTENANCE & STORAGE FACILITY NEW - - - (40,000) - - - 307 MUNICIPAL TOWN HALL BUILDING NEW - (1,800,000) (950,000) - - - 308 FM 1938 Streetscaping (Cash)(1,108,859) (42,053) - - - - - 309 FM 1938 Streetscaping(Bonds)(408,733) - - - - - 310 FM 1938 Streetscaping (Contribution)(380,000) - - - - - 311 SH 114/Hwy 170 Enhancements (7,500) - - - - - - 312 SH 114/Hwy 170 Enhancements (Cash)-Contribution - - - - - - - 313 SH 114/Hwy 170 Enhancements (Bonds) - - - - - - 314 Stagecoach Hills Street Reconstruction & Drainage (4,929) - - - - - - 315 N. Roanoke Road Reconstruction & Drainage - - - - - - - 316 S. Roanoke Road Reconstruction & Drainage - - - (453,000) - - - 317 Sam School Road Reconstruction & Drainage - (266,000) - - - - - 318 E. Dove Road Reconstruction & Drainage (Vaq - TB)- (50,000) (100,000) - - (343,857) (56,228) 319 Transfer out to WA Exp for parking lot (200,000) - - - - - - 320 Hillwood Misc Project Expense (2,400) - - - - - - 321 Hwy 377 Westport Parkway (5,600) - - - - - - 322 Pearson Lane Recon/Drain One Project - - - - - (404,125) - 323 Trail - Dove/Pearson/Aspen - - - - - (290,016) - 324 Ottinger Road - Creek Bridge - - - - - - - 325 Ottinger Road Recon/Drain One Project - - - - - - (983,954) 326 Trail - WA to Cemetery - - - - - - (300,949) 327 Total Expenditures & Transfers Out (1,329,287) (1,428,786) (4,715,000) (6,643,000) (421,145) (1,037,998) (1,341,131) 328 NET R&TI Over(Under) E&TO (1,325,744) 104,847 5,031,305 (5,664,413) (116,984) 945,606 (1,337,097) 329 Beginning Fund Balance 2,638,835 1,313,092 1,417,939 6,449,244 784,831 667,847 1,613,453 330 Ending Fund Balance 1,313,092 1,417,939 6,449,244 784,831 667,847 1,613,453 276,355 331 Restricted/Committed/Assigned 1,313,092 1,417,939 6,449,244 784,831 667,847 1,613,453 276,355 332 Unassigned Ending Balance - - - - - - - WESTLAKE ACADEMY EXPANSION 333 Contributions 80,473 - - - - - - 334 Interest Earned 507 500 334 Interest Earned Bonds 8,845 220 335 Misc Revenue 233,500 - 335 Transfer in from GF 100 630,000 54,328 - - - - - 336 Transfer in from CP 410 200,000 - - - - 336 Transfer in from ED 200 Granada/Entrada $10K/lot - 410,000 390,000 420,000 270,000 180,000 180,000 337 Other Sources 366,774 - - - - - - 337 Total Revenues & Transfers In 1,520,099 465,048 390,000 420,000 270,000 180,000 180,000 338 Expenditures (8,813,885) (450,000) - - - - - 338 Transfers Out - - - - - - - 339 Total Expenditures & Transfers Out (8,813,885) (450,000) - - - - - 339 NET R&TI Over(Under) E&TO (7,293,786) 15,048 390,000 420,000 270,000 180,000 180,000 340 Beginning Fund Balance 7,718,480 424,694 439,742 829,742 1,249,742 1,519,742 1,699,742 340 Ending Fund Balance 424,694 439,742 829,742 1,249,742 1,519,742 1,699,742 1,879,742 341 Restricted Funds 424,694 439,742 829,742 1,249,742 1,519,742 1,699,742 1,879,742 341 Unassigned Ending Balance (projected)- - - - - - - 90 TOWN OF WESTLAKE SCENARIO I:Bring to Market; Additional Staff; Municipal Bldg; Fire Station; Road Projects FIVE YEAR FORECAST No additional beverage/sales tax on new commercial (Researching) All Municipal Funds DESCRIPTION AUDITED ESTIMATED 1 2 3 4 5 FY 13-14 FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20 GENERAL MAINTENANCE & REPLACEMENT 342 Misc Income Receivable 1.0%(4,000) - - - - - - 343 Firefighter Equipment Fees 4,000 6,000 344 Interest Income 2,071 1,750 345 Insurance Proceeds - 206,000 35,758 - - - - 346 Fire Dept Bldg Replacement - 85,005 - - - - - 347 Transfer in from GF 275,000 275,000 225,000 175,000 175,000 175,000 175,000 348 Other Sources linked 34,710 - 349 Total Revenues & Transfers In 311,781 573,755 260,758 175,000 175,000 175,000 175,000 350 Expenditures (390,275) (1,447,800) (149,500) (224,450) (193,500) (194,000) (200,000) 351 Transfers Out - - - - - - - 352 Total Expenditures & Transfers Out (390,275) (1,447,800) (149,500) (224,450) (193,500) (194,000) (200,000) 353 NET R&TI Over(Under) E&TO (78,495) (874,045) 111,258 (49,450) (18,500) (19,000) (25,000) 354 Beginning Fund Balance 1,239,048 1,160,553 286,508 397,766 348,316 329,816 310,816 355 Ending Fund Balance 1,160,553 286,508 397,766 348,316 329,816 310,816 285,816 356 Restricted/Committed/Assigned 1,160,553 286,508 397,766 348,316 329,816 310,816 285,816 357 Unassigned Ending Balance - - - - - - - VEHICLE MAINTENANCE & REPLACEMENT 358 Transfer in from GF - 50,000 50,000 50,000 50,000 50,000 50,000 359 Total Revenues & Transfers In - 50,000 50,000 50,000 50,000 50,000 50,000 360 Dept 14 Fire Marshall Vehicle 2004 Chevy Tahoe - - (45,000) - - - - 361 Dept 15 Marshall's Vehicle 2007 Dodge Charger - - - (46,350) - - - 362 Dept 16 Public Works Vehicle 2005 Chevy Silverado - - - - (26,500) - - 363 Dept 17 Facilities Vehicle - - - - - (27,250) - 364 Total Expenditures & Transfers Out - - (45,000) (46,350) (26,500) (27,250) - 365 NET R&TI Over(Under) E&TO - 50,000 5,000 3,650 23,500 22,750 50,000 366 Beginning Fund Balance - - 50,000 55,000 58,650 82,150 104,900 367 Ending Fund Balance - 50,000 55,000 58,650 82,150 104,900 154,900 368 Restricted/Committed/Assigned - 50,000 55,000 58,650 82,150 104,900 154,900 369 Unassigned Ending Balance - - - - - - - VISITORS ASSOCIATION FUND 370 Hotel Tax (Marriott & Deloitte)2.0%733,823 707,000 721,140 735,563 750,274 765,280 780,585 371 Hotel Tax (Entrada) (50% occupancy)400,000 400,000 400,000 372 Interest 1,605 2,900 373 Misc Income 6,072 20,600 375 Total Revenues & Transfers In 741,499 730,500 721,140 735,563 1,150,274 1,165,280 1,351,610 376 Office Rent (15% of total $242,860K) (Elec. Included)3.0%(25,157) (30,675) (31,595) (31,595) (31,595) (31,595) (31,595) 377 Electric Service 3.0%(6,184) (6,060) (6,242) (6,242) (6,242) (6,242) (6,242) 378 Additional needed for proposal (Utilities below)- - 1,837 1,837 1,837 1,837 1,837 379 Telephone Service 3.0%(1,264) (1,000) (1,030) (1,061) (1,093) (1,126) (1,159) 380 Internet Service 3.0%(1,642) (1,200) (1,236) (1,273) (1,311) (1,351) (1,391) 381 PR Transfer Out 3.0%(286,107) (457,110) (470,823) (484,948) (499,496) (514,481) (529,916) 382 Service 3.0%(168,810) (213,694) (220,105) (226,708) (233,509) (240,514) (247,730) 383 Supplies 3.0%(3,917) (4,156) (4,281) (4,409) (4,541) (4,678) (4,818) 384 Transfer Out - GF 100 Dept 22 linked (13,020) (13,220) (13,617) (14,025) (14,446) (14,879) (15,326) 385 Transfer Out - DS 300 Schedule (151,700) (164,450) (142,250) (169,950) (162,800) (169,463) (171,025) 386 Total Expenditures & Transfers Out (657,800) (891,565) (889,341) (938,374) (953,197) (982,491) (1,007,364) 387 NET R&TI Over(Under) E&TO 83,699 (161,065) (168,201) (202,811) 197,077 182,788 344,246 388 Beginning Fund Balance 1,026,639 1,110,338 949,273 781,072 578,261 775,338 958,126 389 Ending Fund Balance 1,110,338 949,273 781,072 578,261 775,338 958,126 1,302,372 390 Restricted/Committed/Assigned 151,700 164,450 142,250 169,950 162,800 169,463 171,025 391 Unassigned Ending Balance 958,638 784,823 638,822 408,311 612,538 788,664 1,131,347 392 Operating Days 532 321 262 159 235 293 410 4B ECONOMIC DEVELOPMENT FUND 393 Sales tax (on-going)linked 1,181,461 1,146,250 1,205,263 1,240,295 1,276,379 1,313,546 1,351,827 394 Sales tax (one-time)fixed - 12,500 25,000 25,000 25,000 25,000 25,000 395 Interest fixed 239 500 500 500 500 500 500 396 Total Revenues & Transfers In 1,181,700 1,159,250 1,230,763 1,265,795 1,301,879 1,339,046 1,377,327 397 Expendures (5) - - - - - - 398 Transfer Out - DS 300 (1,181,695) (1,159,250) (1,230,763) (1,265,795) (1,301,879) (1,339,046) (1,377,327) 399 Total Expenditures & Transfers Out (1,181,700) (1,159,250) (1,230,763) (1,265,795) (1,301,879) (1,339,046) (1,377,327) 400 NET R&TI Over(Under) E&TO - - - - - - - 401 Beginning Fund Balance - - - - - - - 402 Ending Fund Balance - - - - - - - 403 Restricted/Committed/Assigned - - - - - - - 404 Unassigned Ending Balance - - - - - - - 91 TOWN OF WESTLAKE SCENARIO I:Bring to Market; Additional Staff; Municipal Bldg; Fire Station; Road Projects FIVE YEAR FORECAST No additional beverage/sales tax on new commercial (Researching) All Municipal Funds DESCRIPTION AUDITED ESTIMATED 1 2 3 4 5 FY 13-14 FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20 ECONOMIC DEVELOPMENT FUND 405 General Sales Tax linked to G 2.0%73,039 100,000 102,000 104,040 106,121 108,243 110,408 406 Hotel/Motel Tax 2.0%62,658 70,000 71,400 72,828 74,285 75,770 77,286 407 Economic Development for WA 10K/Lot - 410,000 390,000 420,000 270,000 180,000 180,000 408 Transfers In End FY2016 47,741 35,758 35,758 - - - - 409 Total Revenues & Transfers In 183,438 615,758 599,158 596,868 450,405 364,013 367,694 410 ED Principal - Fidelity 1 (30,237) (5,522) (5,521) - - - - 411 ED Interest - Fidelity 1 (5,522) (30,237) (30,237) - - - - 412 ED - Deloitte Sales Tax (73,039) (100,000) (102,000) (104,040) (106,121) (108,243) (110,408) 413 ED - Deloitte Hotel Tax (74,641) (70,000) (71,400) (72,828) (74,285) (75,770) (77,286) 414 Transfer Out to WA Expansion - (410,000) (390,000) (420,000) (270,000) (180,000) (180,000) 415 Total Expenditures & Transfers Out (183,438) (615,758) (599,158) (596,868) (450,405) (364,013) (367,694) 416 NET R&TI Over(Under) E&TO - - - - - - - 417 Beginning Fund Balance - - - - - - - 418 Ending Fund Balance - - - - - - - 419 Restricted/Committed/Assigned - - - - - - - 420 Unassigned Ending Balance - - - - - - - CEMETERY FUND 421 Revenues 2.0%7,829 6,600 6,732 6,867 7,004 7,144 7,287 422 Total Revenues 7,829 6,600 6,732 6,867 7,004 7,144 7,287 423 Expenditures 3.0%(7,122) (13,940) (14,358) (14,789) (15,233) (15,690) (16,160) 424 Total Expenditures (7,122) (13,940) (14,358) (14,789) (15,233) (15,690) (16,160) 425 NET R&TI Over(Under) E&TO 707 (7,340) (7,626) (7,922) (8,229) (8,546) (8,873) 426 Beginning Fund Balance 147,621 148,329 140,989 133,362 125,440 117,211 108,666 427 Ending Fund Balance 148,329 140,989 133,362 125,440 117,211 108,666 99,793 428 Restricted/Committed/Assigned 148,329 140,989 133,362 125,440 117,211 108,666 99,793 429 Unassigned Ending Balance - - - - - - - LONE STAR FUND 430 Revenues 3.0%21 45 46 48 49 51 52 431 Total Revenues & Transfers In 21 45 46 48 49 51 52 432 Expenditures 3.0%- - - - - - - 433 Total Expenditures & Transfers Out - - - - - - - 434 NET R&TI Over(Under) E&TO 21 45 46 48 49 51 52 435 Beginning Fund Balance 13,599 13,620 13,665 13,711 13,759 13,808 13,859 436 Ending Fund Balance 13,620 13,665 13,711 13,759 13,808 13,859 13,911 437 Restricted/Committed/Assigned 13,620 13,665 13,711 13,759 13,808 13,859 13,911 438 Unassigned Ending Balance - - - - - - - SUMMARY 439 Total Revenues & Transfers in 19,210,307 19,384,618 27,247,513 19,847,323 18,216,913 20,257,922 20,059,629 440 Total Expenditures & Transfers Out (25,936,594) (23,389,870) (22,599,841) (25,459,391) (19,617,659) (19,185,827) (20,256,672) 441 NET R&TI Over(Under) E&TO (6,726,287) (4,005,252) 4,647,672 (5,612,068) (1,400,746) 1,072,094 (197,043) 442 Beginning Fund Balance 24,425,307 17,699,021 13,662,499 18,310,171 12,698,103 11,297,357 12,369,452 443 Ending Fund Balance 17,699,021 13,693,769 18,310,171 12,698,103 11,297,357 12,369,452 12,172,409 444 Restricted/Committed/Assigned 3,594,988 2,944,091 8,766,632 3,715,035 4,054,359 5,379,469 4,410,653 445 Unassigned Ending Balance 14,104,032 10,749,678 9,543,539 8,983,068 7,242,999 6,989,983 7,761,756 92 Dept #Department Name FY 13-14 actual FY 14-15 estimated FY 15-16 proposed FY 16-17 projection FY 17-18 projection FY 18-19 projection FY 19-20 projection 11 Administration 2.50 2.40 2.50 2.50 2.50 2.50 2.50 12 Planning & Dev.1.58 1.67 2.17 3.00 3.00 3.00 3.00 13 Town Secretary 1.00 1.00 1.50 1.50 1.50 1.50 1.50 14 Fire & EMS 12.25 13.25 15.00 16.50 17.50 19.00 20.00 15 Court 4.75 4.60 4.50 4.50 4.50 4.50 4.50 16 Public Works 2.58 2.67 2.67 4.00 4.00 4.00 4.00 17 Facilities 1.04 1.08 1.33 1.75 1.75 1.75 1.75 18 Finance 3.25 4.00 4.00 4.50 4.50 5.00 5.00 19 Parks and Rec 0.79 0.83 1.08 1.50 1.50 1.50 1.50 20 IT Dept - 1.00 1.00 2.00 2.00 2.00 2.00 21 Human Resources 2.00 2.00 2.00 2.00 2.00 2.50 2.50 22 Communications 1.25 2.00 2.00 2.00 2.00 2.00 2.00 GRAND TOTAL 33.00 36.50 39.75 45.75 46.75 49.25 50.25 Recommended 5 Year Staffing Levels includes all interns and part-time employees Based on existing development within the community at the time of compiliation 33.00 36.50 39.75 45.75 46.75 49.25 50.25 0 10 20 30 40 50 60 FY 13-14 actual FY 14-15 estimated FY 15-16 proposed FY 16-17 projection FY 17-18 projection FY 18-19 projection FY 19-20 projection Recommended 5 Year Staffing Levels 93 Dept #Department Name FY 13-14 actual FY 14-15 estimated FY 15-16 proposed FY 16-17 projection FY 17-18 projection FY 18-19 projection FY 19-20 projection 11 Administration 2.50 (0.10) 0.10 - - - - 12 Planning & Dev.1.58 0.08 0.50 0.83 - - - 13 Town Secretary 1.00 - 0.50 - - - - 14 Fire & EMS 12.25 1.00 1.75 1.50 1.00 1.50 1.00 15 Court 4.75 (0.15) (0.10) - - - - 16 Public Works 2.58 0.08 - 1.33 - - - 17 Facilities 1.04 0.04 0.25 0.42 - - - 18 Finance 3.25 0.75 - 0.50 - 0.50 - 19 Parks and Rec 0.79 0.04 0.25 0.42 - - - 20 IT Dept - 1.00 - 1.00 - - - 21 Human Resources 2.00 - - - - 0.50 - 22 Communications 1.25 0.75 - - - - - GRAND TOTAL 33.00 3.50 3.25 6.00 1.00 2.50 1.00 Town of Westlake includes all interns and part-time employees Recommended 5 Year Staffing INCREASES Based on existing development within the community at the time of compiliation 3.50 3.25 6.00 1.00 2.50 1.00 - 1.00 2.00 3.00 4.00 5.00 6.00 7.00 FY 14-15 estimated FY 15-16 proposed FY 16-17 projection FY 17-18 projection FY 18-19 projection FY 19-20 projection Recommended 5 Year Staffing Increases 94 MEMORANDUM DATE: May 21, 2015 TO: Honorable President and Board of Trustees Members THROUGH: Tom Brymer, Town Manager/WA Superintendent FROM: Dr. Mechelle Bryson, Executive Principal SUBJECT: Transmittal of Westlake Academy FY 2015/2016 Proposed Budget These draft academic budget documents and summaries have been prepared in an effort to assist the governing body in the conveyance of policy direction and the establishment of goals for Westlake Academy prior to the adoption of the budget for the upcoming fiscal year beginning September 1, 2015. As the Board begins reviewing and deliberating this draft FY 15/16 WA Operating budget, it is important to keep two high level perspectives in mind. First, this draft budget reflects Board and Council decisions made in 2012 when the WA Master Facility Plan was approved. This Master Facility Plan was approved after a nearly 2 year Board planning effort. This proposed budget also reflects decisions made in 2013 by the Council to proceed with Phase 1 of the Facility Master Plan and build 3 new buildings on campus (Secondary Classroom building, Multi-Purpose Hall, and Athletic Field House). The decision to move forward on Phase 1 Facility Improvements was based on enrollment projections and a 5 year financial forecast that showed enrollment hovering at 820 in FY 14/15 and 830 in FY 15/16. Further, the Board’s direction was based on the assumption that enrollment from FY 14/15 onward would be managed by attrition and graduation to ensure adequate space for primary boundary residents until funding was available and a decision made on moving forward on Phase 2 of the Facility Plan (note: Phase 2 requires further enrollment increases and the capital costs that are not currently funded). Second, as with our previous budget submittals, this financial information has been prepared according to conservative revenue projections, i.e. State funding levels and WAF funding levels. This is a working copy and information will be updated as we receive definitive funding figures from the State. This document contains a high level summary showing proposed WA revenues and expenditures for FY15/16. 95 It also contains Service Level Adjustments (SLA’s), which were developed in concert with our Strategic Objectives and the Tier Two Departmental Strategy Map for the Academy. Statistical data, summaries, and charts are intended to provide a preview of the proposed budget, giving both Staff and the Board the necessary time to review expenditures and further align the budget with our priorities. In keeping with our tradition of utilizing an associated theme that focuses on the coming challenges or direction for the school year, the proposed theme for FY 2015/2016 is Dream, Create, Achieve. Our prior budget themes include: ~ FY 14/15 - Reaching New Heights Together...One School, One Community ~ FY 13/14 - Growing Together; One School, One Community ~ FY 12/13 - Holding to the Vision, Rising to the Challenge ~ FY 11/12 - Continued Excellence in the Face of Change A significant factor which has played a role in our conservative budget projections involve the funding allocations that we receive from the State. Although the Texas State Legislature has provided some relief from their 2011 public education funding cuts, the Academy continues to operate under reduced public education funding. These cuts reduced funding to FY 2008 levels. Fortunately, we have had the WAF and our parents who have “stood in the gap” and provided additional funding to cover operating expenditures. The Town’s municipal budget has also increased its support of WA operating costs which helped us deal with State funding reductions. We are hopeful that in the current session of the Texas Legislature now well underway, the issue of school finance will be dealt with in a Conference Committee during this legislative session to reconcile funding differences that seem to exist between the Senate and the House. Staff continues to monitor the progression of the State budget discussions related to the Legislature approving an increase in the per student funding levels. If an increase occurs prior to the submittal of the final FY 15/16 WA budget document to the Board in August, Staff will evaluate any increased funding levels and have recommendations on the proposed use of increased State funding allocations for the Board’s consideration at that time. Hard decisions concerning funding and revenue sources await public schools in Texas. Nevertheless, we believe Westlake Academy is positioned to offer a top-notch educational experience to our students and can meet the challenges ahead. WA truly defines Westlake as a premier knowledge-based community. 96 Proposed Revenue and Expenditure Summary Audited Adopted Estimated Proposed WESTLAKE ACADEMY FY 2013/14 FY 2014/15 FY 2014/15 FY 2015/16 $ Inc(Dec) % Inc(Dec) Local Revenues 1,369,832 1,663,805 1,622,805 1,626,770 3,965 0% State Revenues 5,190,308 5,782,092 5,923,696 6,089,950 166,254 3% Total Revenues $ 6,560,140 $ 7,445,897 $ 7,546,501 $ 7,716,720 $ 170,219 2% 61XX - Salaries 4,911,121 5,431,205 5,357,205 5,845,341 488,136 9% 62XX - Contracted Services 910,036 1,032,369 1,021,214 901,164 -120,050 -12% 63XX - Supplies & Materials 621,114 645,390 532,691 474,200 -58,491 -11% 64XX - Other Operating Costs 287,869 361,468 401,118 402,634 1,516 0% 65XX - Debt Service 3,733 84,186 90,565 90,565 0 0% Total Expenditures $ 6,733,873 $ 7,554,618 $ 7,402,793 $ 7,713,904 $ 311,111 4% Net Revenues Over(Under) Expenditures $ (173,733) $ (108,721) $ 143,708 $ 2,816 $(140,892) -2% MUNICPAL EXPENDITURES FY 2013/14 FY 2014/15 FY 2014/15 FY 2015/16 $ Inc(Dec) % Inc(Dec) Annual Debt Service Payment 2,033,434 2,292,658 2,292,658 2,293,723 1,065 0% General Maintenance & Replacement 310,126 441,000 441,000 441,000 0 0% In-Direct Operating Costs 562,615 579,492 579,492 596,877 17,385 3% Total Municipal Costs $2,906,174 $ 3,313,150 $ 3,313,150 $ 3,331,600 $ 18,450 1% Academic & Municipal Expenditure Costs $9,640,047 $ 10,867,768 $ 10,715,943 $ 11,045,504 $ 329,561 5% 97 Average State Funding per Student The chart below depicts the average amount of state funding per student received by the Academy through the state’s Foundation School Program (FSP). The Academy has experienced an approximate 3% per student decrease ($183) in funding since the FY 10/11 school year. Blacksmith Annual Program Contributions The Annual Blacksmith fundraiser has become increasingly vital to the academic budget as the percentage of operating dollars received from the State has declined. In the draft FY 2015/16 academic services budget, Blacksmith revenues represent approximately 14.6% of the Academy’s total revenue. These dollars are allocated to faculty and staff salaries and benefits, which comprise over three-quarters of the total operating budget. Per the WAF Executive Director, revenues will remain flat for the proposed FY 15/16. 530 630 658 697 812 832FY 10/11 FY 11/12 FY 12/13 FY 13/14 FY 14/15Estimated FY 15/16Proposed $7,073 $6,736 $6,817 $6,980 $6,890 $6,890 $- $200 $400 $600 $800 $1,000 $1,200 FY 10/11 FY 11/12 FY 12/13 FY 13/14 FY 14/15Estimated FY 15/16Proposed $524 $680 $800 $851 $1,100 $1,100 Th o u s a n d s 98 Revenues by Dollar The majority of funding for the Academy is derived from two (2) sources representing approximately 89% of total operating revenues. The FSP funding accounts for 75% ($5.732M) of total operating dollars and the Westlake Academy Foundation (WAF) is responsible for 14% ($1.1M). The WAF provides general operating dollars through the Blacksmith program and grant reimbursements. An additional 4% is contributed from the Municipal General Fund through the Westlake Reserve. FY 04/05 FY 05/06 FY 06/07 FY 07/08 FY 08/09 FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 13/14 FY 14/15 Estimated FY 15/16 Proposed Students 264 324 346 379 417 491 530 630 658 697 812 832 FSP in Millions $1.512 $1.822 $2.259 $2.510 $2.943 $3.574 $3.749 $4.244 $4.486 $4.865 $5.595 $5.732 Avg Per Student $5,729 $5,624 $6,530 $6,623 $7,057 $7,279 $7,073 $6,736 $6,817 $6,980 $6,890 $6,890 $4,865,214 $5,595,410 $5,732,480 $850,979 $1,100,000 $1,100,000 FY 13/14 FY 14/15 Estimated FY 15/16 Proposed TEA - IB Training (15 Teachers)Town Contribution - Westlake ReserveInterest EarnedFood ServicesTransportation/ParkingWAF Fund-an-ItemAthletic ActivitiesTown ContributionTRS On-behalf/Medicare Part BWAF DonationTEA - FSP Funds & Available School Funds 75% 75% 75% 13% 15% 14% 0%10%20%30%40%50%60%70%80%90%100% FY 13/14 FY 14/15 Estimated FY 15/16 Proposed TEA - IB Training (15 Teachers)Town Contribution - Westlake ReserveInterest EarnedFood ServicesTransportation/ParkingWAF Fund-an-ItemAthletic ActivitiesTown ContributionTRS On-behalf/Medicare Part BWAF DonationTEA - FSP Funds & Available School Funds 99 59% 18% 11% 12% OtherNorthwestCarrollKeller WA Revenue/Expenditures Comparison The FY 15/16 draft budget anticipates a slight increase in fund balance due to additional revenue support from the Town of Westlake and the Blacksmith Annual fundraiser. If the Blacksmith annual fundraiser does not meet the anticipated amount, the Academy’s expenditures may exceed revenues in the FY 15/16 school year. Student Population by ISD Jurisdiction Students residing within the boundaries of Keller ISD, which includes Vaquero, currently account for approximately 59% of the student population. Students residing in Carroll ISD’s jurisdiction, which includes Glenwyck Farms and Terra Bella, account for 18%. These percentages have remained fairly consistent over time. $0 $2 $4 $6 $8 $10 $1,024,517 $1,038,224 $1,041,040 $991,659 $979,144 $912,730 $791,97056514950555964FY 13/14Actual FY 14/15Estimated FY 15/16Proposed FY 16/17Projected FY 17/18Projected FY 18/19Projected FY 19/20Projected $6 . 5 6 0 $7 . 5 4 7 $7 . 7 1 7 $7 . 7 2 3 $7 . 7 2 8 $7 . 7 3 4 $7 . 7 4 0 $6 . 7 3 4 $7 . 4 0 3 $7 . 7 1 4 $7 . 7 7 2 $7 . 7 4 1 $7 . 8 0 0 $7 . 8 6 1 Mi l l i o n s Revenues Expenditures 100 WA Student Enrollment Enrollment is anticipated to increase by approximately 20 students in the FY 15/16 school year. The increase is the result of completing Phase 1 of the Academy Master Plan. We anticipate enrollment in future school years to remain flat (as approved by Board and Council based on the Phase 1 master plan Resolution 12-37 dated 11-12-2012) or until funding for additional facilities is made available. Lottery Waiting List Enrollment demand in the secondary boundary areas remains strong. There are over 2,000 students on the lottery waiting list. 0100200300400500600700800900 FY 10/11 FY 11/12 FY 12/13 FY 13/14 FY 14/15Estimated FY 15/16Proposed 530 630 658 697 812 832 FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY 14-15 FY 15-16 705 1027 2128 2194 2177 2400 101 Student Population by Boundary The number of students attending the Academy, who reside in Westlake, has increased since FY 10/11. Staff will continue to manage additional growth at the Academy through student attrition until it becomes necessary to implement Phase II of the Facility Master Plan. 0%10%20%30%40%50%60%70%80%90%100% 530 630 658 697 812 832FY 10/11 FY 11/12 FY 12/13 FY 13/14 FY 14/15Estimated FY 15/16Proposed 371 460 461 425 586 599 159 170 197 272 226 233 Number of Students by Boundary Secondary Boundary Westlake Residents 0%10%20%30%40%50%60%70%80%90%100% FY 10/11 FY 11/12 FY 12/13 FY 13/14 FY 14/15Estimated FY 15/16Proposed 70% 73% 70% 61% 72% 72% 30% 27% 30% 39% 28% 28% Percentage of Students by Boundary Secondary Boundary Westlake Residents 102 2015 WA Student Census Note that these numbers do not reflect estimated enrollment for the 2015/16 school year. Grade Total Students Westlake Students Keller Carroll Northwest Other Staff Lottery ISD ISD ISD ISD Students Sibling Students Students Students Students Students # % # % # % # % # % # % # % KG 55 16 29% 32 58% 8 15% 9 16% 6 11% 3 5% 36 65% 1 55 18 33% 26 47% 13 24% 8 15% 8 15% 7 13% 30 55% 2 55 23 42% 31 56% 12 22% 5 9% 7 13% 2 4% 30 55% 3 55 23 42% 29 53% 12 22% 9 16% 5 9% 5 9% 27 49% 4 54 18 33% 38 70% 9 17% 5 9% 2 4% 5 9% 31 57% 5 59 21 36% 28 47% 15 25% 9 15% 7 12% 7 12% 31 53% 6 71 16 23% 44 62% 6 8% 11 15% 10 14% 6 8% 49 69% 7 71 16 23% 44 62% 14 20% 6 8% 7 10% 5 7% 50 70% 8 73 20 27% 37 51% 13 18% 11 15% 12 16% 5 7% 48 66% 9 72 19 26% 48 67% 9 13% 7 10% 8 11% 5 7% 48 67% 10 72 13 18% 44 61% 11 15% 7 10% 10 14% 1 1% 58 81% 11 65 13 20% 41 63% 9 14% 5 8% 10 15% 2 3% 50 77% 12 54 10 19% 35 65% 12 22% 1 2% 6 11% 3 6% 41 76% Total 812 226 28% 477 59% 143 18% 93 11% 98 12% 56 7% 529 65% Expenditures per Student The majority of the increase (63%) in the total per student FY 13/14 expenditures is due to the increase in debt service payments ($259K) on the Phase I expansion of the campus facilities. Debt service, indirect operating costs, and major maintenance and replacement costs related to the Academy are also included in the figures. The proposed decrease in the FY 15/16 budget indicates a more efficient allocation of our overall operating expenditures as well as an increase in student enrollment, which brings a corresponding increase in State funding. $0 $5 $10 $15 $20 $25 $6,111,960 $7,628,418 $8,365,832 $10,867,768 $10,715,943 $11,045,504 530 630 658 697 812 832 FY 10/11 FY 11/12 FY 12/13 FY 13/14 FY 14/15 Estimated FY 15/16 Proposed $11.53 $12.11 $12.71 $15.59 $13.20 $13.28 Th o u s a n d s 103 FY 15/16 Median & Average Salary Comparison Board Policy states a desire to maintain the median salary within three percent (3%) of the districts surveyed for market comparison purposes. In FY 14/15, salaries were adjusted by two percent (2%). In FY 15/16, staff recommends an alignment of the salary scale, making each step equally comparable to the surrounding market. This alignment would result in an average increase of 2.9% over the FY 14/15 scale, and would be 4.4% below the estimated median average in FY 15/16. Steps furthest from the estimated market median would be increased by up to 4.97%. Alignment of the scale would be a valuable tool in our recruiting and retention efforts, especially for steps 0-7. These steps are currently the furthest from market, and would require a larger adjustment. Position Summary $48 $49 $50 $51 $52 $53 $54 $55 $56 $57 WA ISDs WA ISDs WA ISDs WA ISDs FY 12/13 FY 13/14 FY 14/15 FY 15/16 $51.3 $53.1 $52.0 $54.1 $52.8 $55.2 $54.0 $56.6 Th o u s a n d s FY 10/11 FY 11/12 FY 12/13 FY 13/14 FY 14/15 Estimated FY 15/16 Proposed 60.44 69.53 73.07 77.18 91.80 94.35 104 Position Summary FY 10/11 FY 11/12 FY 12/13 FY 13/14 FY 14/15 Estimated FY 15/16 Proposed Change Amount Executive Principal - - - 0.50 1.00 1.00 - Primary Principal 1.00 1.00 1.00 1.00 1.00 1.00 - Secondary Principal 1.00 1.00 1.00 1.00 1.00 1.00 - DP Principal - - - - - 0.50 0.50 Asst.Secondary Principal - - 0.50 1.00 1.00 1.00 - Admin Coordinator 1.00 1.00 1.00 1.00 1.00 - (1.00) PYP Coordinator 0.60 0.60 1.00 1.00 1.00 1.00 - MYP Coordinator 1.00 0.50 1.00 1.00 1.00 1.00 - Athletic Director - - - - - - - Student Services Coordinator - - - - - 1.00 1.00 Primary - K 2.00 2.00 2.00 2.00 3.00 3.00 - Primary 1 2.00 2.00 2.00 2.00 3.00 3.00 - Primary 2 2.00 2.00 2.00 2.00 3.00 3.00 - Primary 3 2.00 3.00 2.00 3.00 3.00 3.00 - Primary 4 2.00 2.00 3.00 3.00 3.00 3.00 - Primary 5 3.00 2.00 2.00 3.00 3.00 3.00 - Primary - PE 1.50 1.50 2.00 2.00 2.00 2.00 - Primary - Reading Spec. 1.00 0.40 1.00 1.00 1.00 1.00 - Primary - Art 1.00 1.00 1.00 1.00 1.50 1.50 - Primary - Spanish 1.00 1.60 2.00 2.00 2.00 2.00 - Primary - IT 0.40 0.40 - - - - - Special Education 2.00 2.00 2.00 2.00 4.00 4.00 - Secondary Theater Arts - 1.00 1.00 1.00 0.25 0.75 0.50 Grade 6 2.00 3.00 3.00 2.00 3.00 3.00 - Secondary - Art 0.85 0.90 0.90 0.90 1.40 1.30 (0.10) Secondary English 3.00 3.50 3.00 3.00 4.00 4.50 0.50 Secondary - Economics - - - - 1.00 1.00 - Secondary - IT 0.20 1.00 - - - - - Secondary - Math 2.00 3.00 3.00 3.00 5.00 5.50 0.50 Secondary - Science 3.60 3.60 3.50 3.66 3.50 4.00 0.50 Secondary - Foreign Lang. 2.60 3.00 3.34 4.34 4.34 4.34 - Secondary - Reading Spec. - 0.25 0.66 0.66 0.66 0.66 - Secondary - CAS - - - - - - - Teaching Intern - 0.75 - - - - - Study Hall/Tutor - - 1.00 1.00 1.00 1.00 - Math Interventionist - - - - - 2.00 2.00 Speech - - 0.17 0.17 - 0.50 0.50 Diagnostician - - - - - 0.50 0.50 Strings Staff 0.33 0.33 0.33 0.33 1.00 1.00 - Librarian/Aide 1.00 2.00 1.00 1.00 1.00 1.00 - IT Integration - - 1.00 1.00 1.00 1.00 - Counselors 3.00 3.00 3.00 3.00 2.70 3.20 0.50 Teaching Aides 3.66 4.50 5.87 6.07 8.00 5.50 (2.50) Nurse 1.00 1.00 1.00 1.00 1.00 1.00 - Dir. of Curriculum - - - 0.50 1.00 - (1.00) Facilities Technician - 1.00 1.00 1.00 1.00 1.00 - IT Technicians 1.80 1.80 1.80 1.80 1.10 2.00 0.90 Asst. to Head of School - - - - - - - Registrar 1.00 1.00 1.00 1.00 1.00 1.00 - Office Aide 3.00 3.00 3.00 3.00 4.10 4.10 - Lunchroom Personnel 0.40 0.40 0.40 0.40 - - - Crossing Guards - - - - - 0.25 0.25 Day Porter 0.60 0.60 0.60 0.60 1.00 1.00 - Total Positions 60.44 69.53 73.07 77.18 91.80 94.35 2.55 105 Audited Adopted Estimated Projected Amount Percent Projected Projected Projected Projected FY 13/14 FY 14/15 FY 14/15 FY 15/16 Inc/(Dec)Inc/(Dec)FY 16/17 FY 17/18 FY 18/19 FY 19/20 1 WAF Salary Reimbursement 47,600$ 48,790$ 48,790$ 49,770$ 980$ 2%50,268$ 50,770$ 51,278$ 51,791$ 2 Other Local Revenue (BTS, Tech & Other)36,499 32,500 47,500 54,000 6,500 14%55,620 57,289 59,007 60,777 3 WAF Donation 850,979 1,100,000 1,100,000 1,100,000 - 0%1,100,000 1,100,000 1,100,000 1,100,000 4 WAF Fund-an-Item (Moved to SRF)50,851 50,000 - - - 0%- - - - 5 Interest Earned 1,450 1,515 1,515 1,500 (15) -1%1,752.34 1,756.56 1,682.49 1,663.72 6 Food Services 3,000 6,000 6,000 6,000 - 0%6,000 6,000 6,000 6,000 7 Town Contribution 282,000 15,000 15,000 15,000 - 0%15,000 15,000 15,000 15,000 8 Town Contribution - Westlake Reserve - 300,000 300,000 300,000 - 0%300,000 300,000 300,000 300,000 9 Athletic Activities 60,563 64,000 64,000 60,500 (3,500) -5%60,500 60,500 60,500 60,500 10 Transportation/Parking 36,890 46,000 40,000 40,000 - 0%40,000 40,000 40,000 40,000 11 1,369,832 1,663,805 1,622,805 1,626,770 3,965 0.24%1,629,140 1,631,316 1,633,468 1,635,732 12 TEA - FSP Funds & Available School Funds 4,865,214 5,453,806 5,595,410 5,732,480 137,070 2%5,732,480 5,732,480 5,732,480 5,732,480 13 TEA - IB Training (15 Teachers)6,750 6,750 100%6,750 6,750 6,750 6,750 14 TRS On-behalf/Medicare Part B 325,094 328,286 328,286 350,720 22,434 7%354,228 357,770 361,348 364,961 15 5,190,308 5,782,092 5,923,696 6,089,950 166,254 2.81%6,093,458 6,097,000 6,100,578 6,104,191 16 6,560,140 7,445,897 7,546,501 7,716,720 170,219 2%7,722,598 7,728,316 7,734,045 7,739,923 Total Local Revenues Westlake Academy - General Fund Five Year Financial Forecast - FY 2015-16 thru FY 2019-20 Total State Revenues TOTAL REVENUES 17 Object Code 61XX - Salaries 4,911,121 5,431,205 5,357,205 5,845,341 488,136 9%5,903,795 5,962,833 6,022,461 6,082,686 18 Object Code 62XX - Contracted Services 910,036 1,032,369 1,021,214 901,164 (120,050) -12%901,164 901,164 901,164 901,164 19 Object Code 63XX - Supplies & Materials 621,114 645,390 532,691 474,200 (58,491) -11%474,200 474,200 474,200 474,200 20 Object Code 64XX - Other Operating Costs 287,869 361,468 401,118 402,634 1,516 0%402,634 402,634 402,634 402,634 21 Object Code 65XX - Debt Service 3,733 84,186 90,565 90,565 - 0%90,186 - - - 22 Object Code 66XX - Capital Assets - - - - - 0%- - - - 23 6,733,873 7,554,618 7,402,793 7,713,904 311,111 4.20%7,771,979 7,740,831 7,800,459 7,860,684 24 Other Resources - Local 239,009 45,000 45,000 45,000 - 0%45,000 45,000 45,000 45,000 25 Other Uses - Local -(45,000) (45,000) (45,000) - 0%(45,000) (45,000) (45,000) (45,000) 26 239,009 - - - - 0%- - - - 27 65,276 (108,720) 143,708 2,816$ (140,892) -98%(49,381) (12,515) (66,414) (120,760) 28 FUND BALANCE BEGINNING 959,240 1,024,516 1,024,516 1,168,224 143,708 14%1,171,040 1,121,659 1,109,144 1,042,730 29 FUND BALANCE ENDING 1,024,516 915,796 1,168,224 1,171,040 2,816 0%1,121,659 1,109,144 1,042,730 921,970 30 Assigned - Technology/FFE - 125,000 125,000 125,000 - 0%125,000 125,000 125,000 125,000 31 Assigned - Uniform/Equipment Replacement - 5,000 5,000 5,000 - 0%5,000 5,000 5,000 5,000 32 1,024,516$ 785,796$ 1,038,224$ 1,041,040$ 2,816$ 0%991,659$ 979,144$ 912,730$ 791,970$ 33 Number of Operating Days (365)56 38 51 49 47 46 43 *37 * 34 Dollars per Operating Day 18,449$ 20,698$ 20,282$ 21,134$ 852$ 4%21,293$ 21,208$ 21,371$ 21,536$ 35 Primary Students 324 316 324 8 3%324 324 324 324 36 Secondary Students 498 496 508 12 2%508 508 508 508 37 697 822 812 832 20 2%832 832 832 832 38 TEA Funding per Student 6,980$ 6,635$ 6,890 6,890$ 0$ 0%6,890$ 6,890$ 6,890$ 6,890$ 39 Operating Cost per Student 9,661$ 9,191$ 9,117$ 9,272$ 155$ 0$ 9,341$ 9,304$ 9,376$ 9,448$ 40 Employee Staffing 77.18 91.80 91.80 94.35 2.55 3%94.35 94.35 94.35 94.35 41 Student Teacher Ratio 9.03 8.95 8.85 8.82 (0.03) 0%8.82 8.82 8.82 8.82 * The fund balance drops below the Board Adopted Policy of 45 days. REVENUE ASSUMPTIONS WAF Salary Reimbursement 1.015 1.5% annually Other Local 1.03 3% growth Blacksmith - Flat Earned Interest 0.0015 .15% of fund balance Food Services - Flat No Misc. Donations Athletic Activities (flat)$60 Flat at $60/student Transportation/Parking - Flat TRS On-behalf (% of salary)0.06 6% ADA 0.97 97% EXPENDITURE ASSUMPTIONS Salaries 1.01 Professional Services - Flat in subsequent years Supplies - Flat in subsequent years Other Operating - Flat in subsequent years Realigned salary scale to be within 4.42% of estimated market for FY 15-16; 1% in subsequent years State Funding TOTAL STUDENTS ENROLLED FUND BALANCE ENDING (Unassigned) NET OTHER RESOURCES (USES) TOTAL EXPENDITURES BY OBJECT EXCESS REVENUES OVER(UNDER) EXPENDITURES Based on state funding template 106 AmountPercent Citizen, Student, Stakeholder Increase the Future Readiness of All Students 4,280 40% Increase Stakeholder Satisfaction 6,470 60% Enhance Westlake Academy's Unique Sense of Place - 0% 10,750$ Financial Stewardship Increase External Revenue Sources (170,219) 37% Improve Financial Stewardship (289,016) 63% (459,235)$ Academic Operations Optimize Student Potential 27,087 48% Improve the EfficiencIes of Operational Systems 5,629 10% Strengthen our Westlake Academy Future - 0% Strengthen IB Philosophy & Implementation 23,225 42% 55,941$ People, Facilities & Technology Attract, Recruit, Retain & Develop the Highest Quality Workforce 165,167 31% Increase the Capacity of Teachers and Staff 322,968 61% Improve Technology, Facilities & Equipment 45,300 8% 533,436$ GRAND TOTAL PERSONNEL COSTS 488,136 OPERATING EXPENDITURES 111,991 REVENUES AND SAVINGS (459,235) 140,892$ Grand Total Service Level Adjustments FY 2015/2016 Budget Summary Balanced Scorecard Strategic Objectives 107  Expenditure  Expenditure  Expenditure  TOTAL   Recurring  Recurring  Recurring  IMPACT S.L.A. COMMENTS 199116339MPAAPPL Testing Materials                          80                            ‐                              ‐                            80 Increase due to growth in the MYP  program. 199116339DPIB Exams ‐ School Contribution                            ‐                              ‐                       4,000                     4,000 Increase due to growth in DP program. 19931626900Rentals ‐ Operating Leases                            ‐                          200                            ‐                          200 Increased funding due to growth of DP  program.  $                      80  $                    200  $                 4,000  $                 4,280  199 13 6499 00Misc Operating Costs                     1,500                            ‐                              ‐                       1,500 Increased to provide food for staff  meetings. 19923649900Misc Operating Costs                     1,800                            ‐                              ‐                       1,800 Increased to meet the growing needs of  WA. 198366299ECREF & OFF ‐ BASEBALL                        150                            ‐                              ‐                          150 athletic 198366299ECREF & OFF ‐ VOLLEYBALL                        290                            ‐                              ‐                          290 athletic 198366299ECCOURSE RENTAL ‐ GOLF                        300                            ‐                              ‐                          300 athletic 198366299ECREF & OFF ‐ FOOTBALL                        400                            ‐                              ‐                          400 athletic 198366399ECUNIFORMS ‐ VOLLEYBALL                        100                            ‐                              ‐                          100 athletic 198366399ECEQUIPMENT ‐ BASEBALL                        250                            ‐                              ‐                          250 athletic 198366399ECEQUIPMENT ‐ T/F                        300                            ‐                              ‐                          300 athletic 198366399ECSUPPLIES ‐ GOLF                        430                            ‐                              ‐                          430 athletic 198366499ECTOURNAMENT ‐ BASEBALL                        200                            ‐                              ‐                          200 athletic 198366499ECTOURNAMENT ‐ CC                        250                            ‐                              ‐                          250 athletic 199416499701Misc Operating Costs                        500                            ‐                              ‐                          500 Created to provide business meals for  Superintendent.  # $                 6,470  $                       ‐    $                       ‐    $                 6,470  GRAND TOTAL              6,550                 200             4,000           10,750  EXPANDED   SLA Description REQUIRED  CITIZENS, STUDENTS STAKEHOLDERS Service Level Adjustments Summary Proposed 2015/2016 Budget MAINTAIN Fu n d  3 Fu n c t i o n  2 Ob j e c t  4 Su b  Ob j  2 108  Expenditure  Increased  TOTAL   Reduction  Revenues  IMPACT S.L.A. COMMENTS 198005749REG FEES ‐ VOLLEYBALL                            ‐                     (1,500)                  (1,500)decreased revenues 198005749REG FEES ‐ TENNIS                            ‐                     (1,000)                  (1,000)decreased revenues 198005749REG FEES ‐ BASEBALL                            ‐                         (500)                     (500)decreased revenues 198005749REG FEES ‐ BASKETBALL                            ‐                         (500)                     (500)decreased revenues 199005742Interest Earned                            ‐                           (15)                        (15)decreased revenues 199005748BACK TO SCHOOL                            ‐                          500                        500 Increased Revenues 199005744WAF Salary Reimbursement                            ‐                          980                        980 Increased Revenues 199 00 5749LOCAL REVENUES                            ‐                       1,000                     1,000 Increased Revenues 199005748TECHNOLOGY DEPOSITS                            ‐                       5,000                     5,000 Increased Revenues 199005813TEA ‐ IB Training                            ‐                       6,750                     6,750 Increased Revenues 199005831TRS ON‐BEHALF BENEFIT                            ‐                     22,434                   22,434 Increased Revenues 199005811AVAIL SCHL FD‐PER CAPITA                            ‐                     25,655                   25,655 Increased Revenues 199005812FOUNDATION ENTITLEMENTS                            ‐                  111,415                111,415 Increased Revenues  TOTAL REVENUES  $                       ‐    $            170,219  $            170,219  199116399General Supplies                 (82,297)                           ‐                   (82,297)Decrease due to better definition and  allocation of fund. 199116219Prof Serv (offset teachers)                (50,000)                           ‐                   (50,000)Decrease and use for 2 teacher positions 199316219Prof Serv (offset teachers)                (50,000)                           ‐                   (50,000)Decrease and use for 2 teacher positions 199136411Teacher Travel                   (9,000)                           ‐                     (9,000) Decreased due to monies being moved to  other object and Function codes to create  greater specificity. 199116321Textbooks                   (7,000)                           ‐                     (7,000) DP Textbooks due to growth of the  program. Next, year textbooks will be  bought with IMA funds. 199416499Misc Operating Costs                   (6,000)                           ‐                     (6,000)Decreased based on current line item  activity. 199316399Counseling Supplies                   (4,500)                           ‐                     (4,500)Eliminated to create greater specificity.   Funds reallocated to programs. 199136411Great Expectations Training                   (4,400)                           ‐                     (4,400)Reduction due to one time expense. 199236411Travel for DP Principal                   (4,000)                           ‐                     (4,000)Decreased due to shifting responsibilities  of leadership responsibilities. 199416291Consulting                   (4,000)                           ‐                     (4,000)Eliminated and moved to Misc Contracted  Services 198366399UNIFORMS ‐ BASKETBALL                   (3,500)                           ‐                     (3,500)athletic 199216411DP Coordinator Travel                   (2,000)                           ‐                     (2,000)Funds were reduced to create equity for all  coordinators. 198 36 6399 UNIFORMS ‐ SOCCER                   (1,600)                           ‐                     (1,600)athletic 198366499REGISTRATION ‐ BSKBALL                   (1,500)                           ‐                     (1,500)athletic 199416411Travel                   (1,500)                           ‐                     (1,500)Decreased based on current line item  activity. 199236399General Supplies                   (1,250)                           ‐                     (1,250)Decreased due to current inventory of  general supplies for training. 199236399General Supplies                   (1,250)                           ‐                     (1,250)Decreased due to current inventory of  general supplies for training. 199316411Counselor Travel                   (1,070)                           ‐                     (1,070)Decreased to create equity among  counseling department. 199216399General Supplies                   (1,055)                           ‐                     (1,055)Funds were moved to programs to create  greater specificity. 199116399Testing Materials                   (1,000)                           ‐                     (1,000)PSAT Overage. 198366399GENERAL SUPPLIES                   (1,000)                           ‐                     (1,000)athletic 199416411Travel                   (1,000)                           ‐                     (1,000)Decreased based on current line item  activity. 199416495Membership and Dues                   (1,000)                           ‐                     (1,000)Decreased based on current line item  activity. 198366299REF & OFF ‐ BASKETBALL                       (750)                           ‐                        (750)athletic 198366399SUPPLIES ‐ SOCCER                       (700)                           ‐                        (700)athletic 199316499Misc Operating Costs                       (625)                           ‐                        (625)Decreased to create equity among  counseling department. 199316411Counselor Travel                       (599)                           ‐                        (599)Eliminated to create greater specificity.   Funds wer reallocted to programs. 198366399SUPPLIES ‐ BASKETBALL                       (500)                           ‐                        (500)athletic 199416219Professional Services                       (500)                           ‐                        (500)Decreased due to predicted decrease in  need. FINANCIAL STEWARDSHIP Service Level Adjustments Summary Proposed 2015/2016 Budget Fu n d  3 Fu n c t i o n  2 Ob j e c t  4 REVENUESMAINTAIN SLA Description 109  Expenditure  Increased  TOTAL   Reduction  Revenues  IMPACT S.L.A. COMMENTS FINANCIAL STEWARDSHIP Service Level Adjustments Summary Proposed 2015/2016 Budget Fu n d  3 Fu n c t i o n  2 Ob j e c t  4 REVENUESMAINTAIN SLA Description 199216399General Supplies                       (400)                           ‐                        (400)Funds were moved to programs to create  greater specificity. 198366399UNIFORMS ‐ TRACK/FIELD                       (400)                           ‐                        (400)athletic 198366299REF & OFF ‐ SOCCER                       (300)                           ‐                        (300)athletic 198366399UNIFORMS ‐ TENNIS                       (300)                           ‐                        (300)athletic 198366412ATHLETIC STUDENT TRAVEL                       (300)                           ‐                        (300)athletic 199116321Textbooks                       (291)                           ‐                        (291) French Textbooks due to growth of the  program.  Next, year textbooks will be  bought with IMA funds. 199 11 6321Textbooks                       (291)                           ‐                        (291) French Textbooks due to growth of the  program.  Next, year textbooks will be  bought with IMA funds. 199116399DP General Supplies                       (240)                           ‐                        (240)Decrease due to better definition and  allocation of fund. 199136411Teacher Travel                       (200)                           ‐                        (200)Reduction was due to monies being moved  to other code to create greater specificity. 198366399GENERAL SUPPLIES                       (200)                           ‐                        (200)athletic 198366399SUPPLIES ‐ VOLLEYBALL                       (200)                           ‐                        (200)athletic 198366499TOURNAMENT‐ BSKTBALL                       (200)                           ‐                        (200)athletic 198366499TOURNAMENT ‐ SOCCER                       (150)                           ‐                        (150)athletic 198366411TRAVEL & SUBSIST                       (110)                           ‐                        (110)athletic 199316219Professional Services                       (100)                           ‐                        (100)moved to to Rentals. 198366399SUPPLIES ‐ BASEBALL                       (100)                           ‐                        (100)athletic 198366399SUPPLIES ‐ FOOTBALL                       (100)                           ‐                        (100)athletic 198366399SUPPLIES ‐ TENNIS                       (100)                           ‐                        (100)athletic 198366411TRAVEL & SUBSIST                         (70)                           ‐                           (70)athletic 199216499Misc Operating Costs                         (50)                           ‐                           (50)moved to object code 13  198366399UNIFORMS ‐ GOLF                         (50)                           ‐                           (50)athletic 198366499SPORTS PILOT ‐ CC                         (50)                           ‐                           (50)athletic 198366499SPORTS PILOT ‐ FBALL                         (50)                           ‐                           (50)athletic 198366499MISC OPERATING COSTS                         (50)                           ‐                           (50)athletic 198366499SPORTS PILOT ‐ VBALL                         (25)                           ‐                           (25)athletic 199516249Fire/Life ‐ R&M Doors                   (7,800)                           ‐                     (7,800)Decreased based on current activity. 199516249Audio Visual R&M                   (3,000)                           ‐                     (3,000)Decreased based on current activity. 199516249Mechanical Supplies / Water Treatment                   (3,000)                           ‐                     (3,000)Decreased based on current activity. 199516249Contract Building Maint                   (2,000)                           ‐                     (2,000)Decreased based on current activity. 199516249Security Maint/Monitor                   (1,000)                           ‐                     (1,000)Decreased based on current activity. 199516249Plumbing R&M Contractor                   (1,000)                           ‐                     (1,000)Decreased based on current activity. 199516249Janitorial Services / Carpet / Window                       (605)                           ‐                        (605)Decreased based on current activity. 199516256Electric                   (8,700)                           ‐                     (8,700)Decreased based on current activity. 199516257Telephone/T‐1                   (2,000)                           ‐                     (2,000)Decreased based on current activity. 199516258Water                   (5,000)                           ‐                     (5,000)Decreased based on current activity. 199516319Painting Supplies                   (1,000)                           ‐                     (1,000)Decreased due to the predicted needs of  the facilities. 199516319Paper / Cleaning Supplies                   (1,000)                           ‐                     (1,000)Decreased based on current activity. 199516319Electrical/Lamps R&M                       (800)                           ‐                        (800)Decreased based on current activity. 199516429Insurance and Bonding Costs                   (4,189)                           ‐                     (4,189)Decreased due to inflation costs.  TOTAL EXPENDITURE SAVINGS  $          (289,016) $          (271,016) $          (289,016)       (289,016)      (441,235)      (459,235)GRAND TOTAL 110  S.L.A.  Expenditure  Expenditure  Expenditure  TOTAL   AMOUNT  Recurring  Recurring  Recurring  IMPACT S.L.A. COMMENTS 199116299ESL Consulting              400                            ‐                          400                            ‐                          400  ESL services are required by TEA and  Federal Regulations.  These services have  not been provided in the past. 199116399General Supplies              240                        240                            ‐                              ‐                          240 Increase due to growth in DP program. 199116499Personal Project Fee & Site Visit         10,850                            ‐                     10,850                            ‐                     10,850 Increase due to changes in IB expectations  for Personal Project and site visit. 199136299Contracted Services           3,000                     3,000                            ‐                              ‐                       3,000 Increased to meet the growing needs of  WA. 199136399General Supplies           4,700                     4,700                            ‐                              ‐                       4,700 Monies from object code 11, was moved to  cover cost of supplies for staff meetings. 199216399General Supplies              350                            ‐                              ‐                          350                        350 Increased to match the actual need to  curriculum development. 199236239ESC Services              225                            ‐                          225                            ‐                          225  Increase due to training new principal. 199316239ESC Services           1,740                            ‐                       1,740                            ‐                       1,740 Increased funding due to growth of MYP  program. 199316399General Supplies           1,630                            ‐                       1,630                            ‐                       1,630 due to the elimination of one gen supply  acct for counseling. 199316399General Supplies           1,700                            ‐                       1,700                            ‐                       1,700 Increase was due to the elimination of one  gen supply acct for counseling. 199316399General Supplies           2,252                            ‐                       2,252                            ‐                       2,252 Increase was due to the elimination of one  gen supply acct for counseling.  $    27,087  $                 7,940  $              18,797  $                    350  $              27,087  197116429Insurance and Bonding Costs                90                          90                            ‐                              ‐                            90 Fund 197 transportation 197366429Insurance and Bonding Costs              128                        128                            ‐                              ‐                          128 Fund 197 transportation 199416212Audit Services ‐ Business Office              300                        300                            ‐                              ‐                          300 due to inflation of cost. 199416299Misc. Contracted Services           4,000                     4,000                            ‐                              ‐                       4,000 Offset by 6291 199416429Insurance and Bonding Costs           1,111                            ‐                       1,111                            ‐                       1,111 Increased due to cost of inflation.  $      5,629  $                 4,518  $                 1,111  $                       ‐    $                 5,629  199136411Teacher Travel              200                        200                            ‐                              ‐                          200 Increased teacher travel for special  education teachers. 199216411Travel for Assessment Coordinator              755                            ‐                              ‐                          755                        755 Increased to match the actual need of  assessment training. 199236411Travel for PYP Principal              700                        700                            ‐                              ‐                          700 Increased to meet the growing needs of  WA. 199236411Travel for Assistant Principal           3,200                     3,200                            ‐                              ‐                       3,200 Increased to create equity among the  administration 199236411Travel for Executive Principal         10,500                   10,500                            ‐                              ‐                     10,500 Increased to meet the growing needs of  WA. 199236495DP Principal's Fees and Dues              500                        500                            ‐                              ‐                          500 Created to give Principals an opportunity  to participate in Prof Organizations 199236495MYP Principal's Fees and Dues              500                        500                            ‐                              ‐                          500 Created to give Principals an opportunity  to participate in Prof Organizations 199 23 6495 PYP Principal's Fees and Dues              500                        500                            ‐                              ‐                          500 Created to give Principals an opportunity  to participate in Prof Organizations 199236495Travel for MYP Principal           3,030                     3,030                            ‐                              ‐                       3,030 Increased to meet the growing needs of  WA. 199316411Counselor Travel           1,000                     1,000                            ‐                              ‐                       1,000 Added to create greater specificity and  equity among counseling dept 199 31 6411 Counselor Travel           1,800                     1,800                            ‐                              ‐                       1,800 Added to create greater specificity and  equity among counseling dept 199316495Counselor Fees and Dues                70                          70                            ‐                              ‐                            70 Added to create greater specificity and  equity among counseling dept ACADEMIC OPERATIONS Service Level Adjustments Summary Proposed 2015/2016 Budget Fu n d  3 Fu n c t i o n  2 Ob j e c t  4 MAINTAINREQUIRED EXPANDED   SLA Description 111  S.L.A.  Expenditure  Expenditure  Expenditure  TOTAL   AMOUNT  Recurring  Recurring  Recurring  IMPACT S.L.A. COMMENTS ACADEMIC OPERATIONS Service Level Adjustments Summary Proposed 2015/2016 Budget Fu n d  3 Fu n c t i o n  2 Ob j e c t  4 MAINTAINREQUIRED EXPANDED   SLA Description 199316495Counselor Fees and Dues                70                          70                            ‐                              ‐                            70 Added to create greater specificity and  equity among counseling dept 199316495Counselor Fees and Dues              200                        200                            ‐                              ‐                          200 Added to create greater specificity and  equity among counseling dept 199316495Counselor Fees and Dues              200                        200                            ‐                              ‐                          200 Added to create greater specificity and  equity among counseling dept  $    23,225  $              22,470  $                       ‐    $                    755  $              23,225  GRAND TOTAL    55,941           34,928           19,908             1,105           55,941  112  Payroll  Payroll  Payroll  Payroll  TOTAL   New  Expanded  Increase  Reductions  IMPACT S.L.A. COMMENTS 1990061XXReduction in Personnel                         ‐                           ‐                           ‐              (106,790)          (106,790)Reduction in Existing Personnel 1990061XX2.5% increase for remaining personnel                         ‐               133,930                         ‐               133,930 2.5% increase for remaining personnel               27,140  199116119DP Math Teacher (50%)               32,605                         ‐                           ‐                           ‐                 32,605 new salaried position ‐ 93.5 days 199116119DP English Teacher (50%)               29,364                         ‐                           ‐                           ‐                 29,364 new salaried position ‐ 93.5 days 199116119DP Chemistry Teacher (50%)               33,530                         ‐                           ‐                           ‐                 33,530 new salaried position ‐ 93.5 days 199116119MYP Math Teacher                74,591                         ‐                           ‐                           ‐                 74,591 position added mid year 2015 ‐ 187 days 199116129Speech Teacher (split with 31)               18,873                         ‐                           ‐                 18,873 new salaried position ‐ 93.5 days 199116129Diagnostician (split with 31)               18,873                         ‐                           ‐                 18,873 new salaried position ‐ 93.5 days             207,835  199216119PYP Coordinator                         ‐                    3,579                         ‐                           ‐                    3,579 Allsion Schnedier ‐ from 187 days to 197  days 199216119MYP Coordinator                         ‐                    3,524                         ‐                           ‐                    3,524 Terry Watson ‐ from 187 days to 197 days                  7,103  199236119DP Principal / DP Coordinator                         ‐                    5,760                         ‐                           ‐                    5,760 Chris Hill ‐ from 207 days to 226 days 199236119MYP Principal                         ‐                  55,000                         ‐                           ‐                 55,000 Andra Barton ‐ previously grant funded 199236119MYP Counselor                         ‐                    6,208                         ‐                           ‐                    6,208 Replacement for Vickie Nees               66,967  199316119DP Counselor / SL Director                         ‐                  71,291                         ‐                           ‐                 71,291 two positions aligned into one ‐ 187 to 207  days 199316129Speech Teacher (split with 11)               18,873                         ‐                           ‐                 18,873 new salaried position ‐ 93.5 days 199316129Diagnostician (split with 11)               18,873                         ‐                           ‐                 18,873 new salaried position ‐ 93.5 days             109,036  199 516129Facilities Maint Tech                         ‐                    1,468                         ‐                           ‐                    1,468 Additional 6% Raise 199516129Facilities Day Porter                         ‐                    1,202                         ‐                           ‐                    1,202 Additional 6% Raise                  2,669  199526129Crossing Guards (2 Part‐Time)                 5,695                         ‐                           ‐                           ‐                    5,695 new hourly position ‐ part time                  5,695  199536119I.T. Coordinator                  7,893                         ‐                           ‐                    7,893 new salaried position ‐ 230 days 199536119I.T. Technician                53,797                         ‐                           ‐                           ‐                 53,797 new salaried position ‐ 230 days               61,689        305,073       155,923       133,930     (106,790)      488,136  PEOPLE (Personnel Costs) Service Level Adjustments Summary Proposed 2015/2016 Budget Fu n d  3 Fu n c t i o n  2 Ob j e c t  4 GRAND TOTAL PERSONNEL COSTS SLA Description 113  Expenditure  Expenditure  TOTAL   Recurring  Reduction  IMPACT S.L.A. COMMENTS 199116399Smartboards / MS Licenses / iPad Apps                   22,500                            ‐            22,500                   22,500 Offset by general supplies. Create more  specificity. 199116398Furniture                   10,000                            ‐            10,000                   10,000 Increase due to growth of campus facilities 199516249Landscaping/Irrigation                     1,000                            ‐              1,000                     1,000 Increased due to the expansion of WA's  facilities 199516249Mechanical Maint/LSI                     1,000                            ‐              1,000                     1,000 Increase due to cost of inflation. 199516255Gas                     5,000                            ‐              5,000                     5,000 Increased due to the expansion of WA's  facilities 199516399Computer Hardware/Software                        800                            ‐                  800                        800 Increased due to the growth of WA. 199536399General Supplies                     5,000                            ‐              5,000                     5,000 Decreased due to inflation costs.            45,300                    ‐      45,300           45,300  FACILITIES & TECHNOLOGY Service Level Adjustments Summary Proposed 2015/2016 Budget MAINTAIN SLA Description  TOTAL  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