HomeMy WebLinkAboutOrd 753 Revising the Budget for Fiscal Year 14-15 and Adopting the Budget for Fiscal Year 15-16TOWN OF WESTLAKE
ORDINANCE NO. 753
AN ORDINANCE OF THE TOWN COUNCIL OF THE TOWN OF WESTLAKE, TEXAS,
REVISING THE BUDGET FOR THE 2014-2015 FISCAL YEAR; ADOPTING THE
BUDGET FOR THE TOWN OF WESTLAKE, TEXAS FOR THE FISCAL YEAR
BEGINNING OCTOBER 1, 2015 AND ENDING SEPTEMBER 30, 2016 INCLUDING
INVESTMENT POLICY, FISCAL AND BUDGETARY POLICIES, RESTRICTED,
COMMITTED AND ASSIGNED FUND BALANCES; PROVIDING AUTHORIZATION TO
THE TOWN MANGER TO APPROVE APPROPRIATED FUNDS UP TO $25,000;
PROVIDING THAT THE BUDGET TO BE KEPT IN CITY SECRETARY'S OFFICE;
PROVIDING FOR A SEVERABILITY CLAUSE; AND PROVIDING FOR AN
EFFECTIVE DATE.
WHEREAS, public notice of a public hearing on the proposed annual budget, stating the
date, time, and place and subject matter of the public hearing, was given as required by the laws of
the State of Texas and; and
WHEREAS, a public hearing was duly held and all interested persons were given an
opportunity to be heard for or against any item therein on September 21, 2015; and,
WHEREAS, as required by Texas Local Government Code 102.002, the budget officer has
prepared a municipal budget to cover the proposed expenditures of the municipal government for
the succeeding year; and,
WHEREAS, the Town Council finds that the passage of this Ordinance is in the best
interest of the citizens of Westlake.
NOW, THEREFORE, BE IT ORDAINED BY THE TOWN COUNCIL OF THE TOWN OF
WESTLAKE, TEXAS:
SECTION 1: That, all matters stated in the Recitals hereinabove are found to be true and
correct and are incorporated herein by reference as if copied in their entirety
SECTION 2: That the Town Council hereby adopts the revised budget for the fiscal year
beginning October 1, 2014 and ending September 30, 2015 as shown within Exhibit "A."
SECTION 3: That the Town Council does hereby approve the proposed Municipal Budget
attached as Exhibit "A", adopting the budget for the fiscal year beginning October 1, 2015 and
ending September 30, 2016.
SECTION 4: That the Town Council hereby gives the Town Manager authorization to
approve any appropriated funds up to the amount of $25,000.
Ordinance 753
Pagel of 2
SECTION 5: That a copy of the official adopted 2015-2016 budget document shall be kept
on file in the office of the Town Secretary.
SECTION 6: If any portion of this Ordinance shall, for any reason, be declared invalid by
any court of competent jurisdiction, such invalidity shall not affect the remaining provisions hereof
and the Council hereby determines that it would have adopted this Ordinance without the invalid
provision.
SECTION 7: That this Ordinance shall become effective from and after its date of passage.
PASSED AND APPROVED ON THIS 21nd DAY OF SEPTEMBER 2015.
ATTEST:
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Kelly�Edwar s Town Secretary
Laura L. Wheat, Mayor
Thomas E. Br, erP�vn
na, Mager
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Ordinance 753
Page 2 of 2
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TOWN OF WESTLAKE
FISCAL YEAR 2015-2016
ANNUAL BUDGET
This budget will raise more revenue from property taxes than last
year's budget by an amount of $66,748, which is a 4.88 percent
increase from last year's budget. The property tax revenue to be
raised from new property added to the tax roll this year is $84.477.
TOWN COUNCIL RECORD VOTE
The members of the governing body voted on the proposal to consider the
budget as follows:
FOR: Michael Barrett
Alesa Belvedere
Carol Langdon
Wayne Stoltenberg
AGAINST: None
PRESENT but abstained from Voting: None
ABSENT: Rick Rennhack
PROPERTY TAX RATE COMPARISON
Adopted Adopted
Tax Rate FY 15/16 FY 14/15
Property Tax Rate $0.15634/100 $0.15634/100
Effective Tax Rate
$0.15677/100 $0.15634/100
Effective Maintenance & Operations Tax Rate: $0.14586/100 $0.14238/100
Rollback Tax Rate: $0.18510/100 $0.18277/100
Debt Rate:
$0.01684/100 $0.01924/100
MUNICIPAL DEBT OBLIGATIONS
The total amount of outstanding municipal debt obligations (including principal
and interest) secured by property taxes is $154,903.
BUDGET GUIDE & TABLE OF CONTENTS
The Town of Westlake * 3 Village Circle, Suite #202 * Westlake, Texas 76262
1. INTRODUCTION
01 Vision Statement and Vision Points
02 Value and Mission Statement
03 Council Members
04 Boards & Commissions
05 Administrative Officials
06 GFOA Distinguished Budget Award
08 Community Profile
Z. EXECUTIVE SECTION
• Transmittal Letter - This section is written to the Town
Council by the Town Manager and provides a high-
level preview of the Town's proposed budget. It
contains information including the Ad Valorem Tax
rate, fund summaries as well as short term and long
term trends. The letter helps tie together the core
elements which make up the budget and illustrates
how those elements further the Town's goals found
within the strategic management system.
25 Budget Theme, Trends & Overview
26 The Challenges in Forging Westlake
29 Fund Balance Challenges by Fund Type
30 Service Level Adjustments
32 Balanced Scorecard Overview
33 Budget Costs by Perspective and Objective
34 Revenue Analysis
36 Adopted Budget in a Multi -Year Context
36 Budget Approach, Format, Methodology
38 Investments and Achievements
39 Prior Fiscal Year's Budget Theme
39 Closing Thoughts
• Strategic Plan - The Town has adopted a Strategic
Management System (SMS) which drives the way
the Town conducts its business. The department
directors contribute to the SMS by developing a
corporate business plan and aligning their yearly
budget proposals to that plan.
42 Balanced Scorecard
43 Mission, Vision, Values
44 Strategic Perspectives and Themes
45 Objectives and Performance Measures
46 Strategy Map
47 Budget Cycle
J
r
• Budget Overview & Process - This section explains
the meaning behind the numbers which are
presented in this budget document. It gives
perspective to the Town's budgeting process, basis
of budgeting and accounting, how the budget is
amended and the fund accounting system.
• Overview
50 Basis of Accounting
50 Basis of Budgeting
51 Layout and Organization
51 Budget Fund Structure
52 Governmental Fund Types
54 Proprietary Fund Type
56 Relationship between Funds & Departments
• Process
58 Budget Preparation
59 Effect of Planning Processes on the Budget
60 Balanced Budget
60 Budget Amendment Process
60 Budget Process
63 FY 15116 Budget Calendar
3. FINANCIAL ANALYSIS
• Financial Summaries and Analysis - This section
gives an analysis of the amounts between the
current year adopted and estimated budget, as
well as the variance explanations between the
current year estimated and next year adopted
budget. Several different tables are presented of
all fund revenues, expenditures and fund balance
amounts.
67 All Funds - Combined Program Summary
68 All Funds - Combining Statement
69 All Funds - Overview
70 Ad Valorem Property Tax Analysis
• Personnel and Organization - Since salaries make
up the greatest portion of the expenditure budget,
it is logical to apply forecasting techniques that
can provide a true picture of where payroll dollars
are headed. The Town uses forecasting
procedures that result in more accurate personnel
expenditure projections.
72 Organizational Chart
73 Personnel Position Summary
74 Payroll and Related Costs
75 Employee Allocation Analysis
77 Municipal Employees
78 Municipal Employee Benefits
78 Compensation Plan
BUDGET GUIDE & TABLE OF CONTENTS
The Town of Westlake * 3 Village Circle, Suite #202 * Westlake, Texas 76262
Long Term Planning - The Long -Range Financial
Forecast takes a forward look at the Town's
revenues and expenditures. Its purpose is to
identify financial trends, shortfalls, and issues so the
Town can proactively address them. It does so by
projecting into the future the fiscal results of
continuing the Town's current service levels and
policies, providing a snapshot of what the future
may look like as a result of the decisions made in
the recent past.
82 Forecast Narrative
84 Financial Forecast - All Municipal Funds
88 Five Year Forecast at a Glance
89 General Fund
91 Enterprise Funds
92 Internal Service Funds
93 Special Revenue Funds
94 Debt Service Fund
94 Academic Services Fund
95 Capital Project Funds
4. GENERAL FUND
• The Town's principal operating fund, which is
supported by taxes, fees, and other revenues that
may be used for any lawful purpose. The fund of
the Town that accounts for all activity not
specifically accounted for in other funds. It
includes such operations as police, fire, planning,
finance and administration.
99 Program Summary
100 Fund Overview
105 Dept 10 - General Services
109 Dept I I - Town Manager
117 Dept 12 - Planning and Zoning
123 Dept 13 - Town Secretary
129 Dept 14 - Emergency Services
135 Dept 15 -Municipal Court
141 Dept 16 - Public Works
147 Dept 17 - Facilities Maintenance
153 Dept 18 - Finance
161 Dept 19 - Parks and Recreation
167 Dept 20 - Information Technology
175 Dept 21 - Human Resources
181 Dept 22 - Communications
189 Dept 23 - Police Services
5. ENTERPRISE FUNDS
GAAP requires state and local governments to use
enterprise fund types to account for "business -type
activities". These activities include services
primarily funded through user charges. Water and
sewer utilities are common examples of
government enterprises.
197 Combined Program Summary
198 Combining Statement
iii
Cemetery Fund - The Cemetery program includes
all operations associated with the 5.5 acre
cemetery located on J.T. Ottinger Road. This
includes interment, lot sales, record keeping, and
all maintenance associated with the grounds,
fences, trees and flower beds. The cemetery was
donated and conveyed by deed to the Town
during FY 2008-09.
200 Program Summary
201 Fund Overview
Utility Fund - The Utility Fund is an enterprise or
business fund. This means that the direct
beneficiaries of the "business" pay for all costs
through fees or rates. Water, sewer service, and
garbage service revenues generated through our
rates, as well as the expenses for providing these
services are accounted for in the Utility Fund. As
with the General Fund, prudent financial
management and bond requirements make it
necessary to have healthy reserves.
204 Program Summary
205 Program Budget
206 Fund Overview
209 Debt Payable - Keller Overhead Storage
210 Debt Payable - Ground Storage Tank
211 Project - TRA Assumption of N 1 Sewer Line
212 Project - Meter Reading & Equipment
6. INTERNAL SERVICE FUNDS
• Internal service funds are used for operations
serving other funds or departments within a
government on a cost -reimbursement basis.
215 Combined Program Summary
216 Combining Statement
Utility Majpr Maintenance - The Utility Maintenance
& Replacement Fund (UMR) was created to
provide a mechanism for repair and replacement
of capital assets such as pump stations, lift stations,
elevated and ground storage facilities, etc.
218 Program Summary
219 Fund Summary Overview
220 Five Year Forecast
General Major Maintenance - The General
Maintenance & Replacement Fund (GMR) was
created to provide a mechanism for the long term
repair and replacement of large capital assets
such as HVAC, walls, floors and ceilings, plumbing,
electric, roadways, etc.
222 Program Summary
223 Fund Summary Overview
224 Five Year Forecast
BUDGET GUIDE & TABLE OF CONTENTS
The Town of Westlake * 3 Village Circle, Suite #202 * Westlake, Texas 76262
Vehicle Major Maintenance - The Vehicle
Maintenance & Replacement Fund (VMR) was
created to provide a mechanism for the long term
repair and replacement of Town vehicles.
226 Program Summary
227 Fund Summary Overview
235 Five Year Forecast
7. SPECIAL REVENUE FUNDS
• This section provides a detailed spending plan for
funds which account for proceeds of specific
revenue sources that are legally restricted for
certain purposes.
239 Combined Program Summary
240 Combining Statement
Visitors Association Fund - The Visitors Association
Fund was established in late FY 1999-2000 and
collects a 7% hotel occupancy tax from the
Marriott Solana and any future Westlake hotels.
242 Program Summary
243 Fund Overview
46 Economic Development - The 413 Economic
Development Fund collects a'/2 cent sales tax to
be allocated to qualified development projects.
The 413 Fund has been committed to the
repayment of the debt incurred for the Town's
Civic Campus project.
246 Program Summary
247 Fund Overview
Economic Development - The Economic
Development Fund was set up to maintain all
receipts and disbursement of funds pertaining to
agreements between the Town and various
corporations for economic development.
250 Program Summary
251 Fund Overview
Public Improvement District Fund - accounts for
monies received from bond proceeds, inspection
fees and payments related to the Solana Public
Improvement District. The District was created by
ordinance in February 2014 to finance the
construction of public infrastructure (such as water
lines and streets) in the Entrada subdivision.
Revenues deposited into the PID Fund are used to
cover engineering, consulting, legal, and
advertising costs attributable to Entrada
development and construction.
254 Program Summary
255 Fund Overview
iv
Lone Star Public Facilities - This fund was set up
initially with donations from several involved
corporations that were going to benefit from tax-
exempt bonds. The Lone Star Public Facilities
Corporation was founded in 1996 and was
designed "to provide for the acquisition,
construction, rehabilitation, repair, equipping,
furnishing and placement in service of public
facilities in an orderly, planned manner and at the
lowest possible borrowing costs."
258 Program Summary
259 Fund Overview
H. DEBT SERVICE FUND AND DEBT SCHEDULES
. This section provides a summary of the annual
principal and interest payments for all outstanding
bonded debt and capital leases. Also included
are some fast facts about the Town's use of debt
and how that debt is funded both through
property tax revenue and through dedicated, self-
supportingrevenue streams such as sales tax
revenues. The Town issues general obligation
bonds and certificates of obligation to provide for
the acquisition and construction of major capital
facilities and infrastructure.
263 Program Summary
264 Fund Overview
270 Long Term Debt Summary
9. WESTLAKE ACADEMY FUND
• This fund was incorporated into the Town's budget
beginning in FY 2010-11. Westlake Academy
opened its doors in September 2003 when the
Town of Westlake officials took advantage of the
State of Texas' acceptance of chartered schools
and thus, became the first and only municipality in
the state to receive a chartered school
designation.
275 Program Summary
276 Fund Overview
277 Executive Summary
279 The History of Westlake Academy
281 Budget Document Structure
282 Board Member & Administration
283 Mission, Vision and Values
284 Budget Framework
286 Summary of Major Budget Components
287 Debt Service & Capital Expenditures
288 Financial Summary
290 Individual Fund Summary
291 Service Level Adjustments
292 Budget Trends
295 Personnel Trends and Program & Facilities
296 Student Enrollment & Benchmark Data
301 Parent Survey Results
302 Awards
BUDGET GUIDE & TABLE OF CONTENTS
The Town of Westlake * 3 Village Circle, Suite #202 * Westlake, Texas 76262
10. CAPITAL IMPROVEMENT PLAN
A Capital Improvements Program (CIP) is for the
purchase, construction or replacement of the
physical assets of the Town. This section includes a
listing of projects for the current year as well as
projects that are planned for implementation over
a five-year period. Town staff plans for a five-year
period, but has also identified a number of projects
that cannot be addressed given funding
limitations.
308 Capital Improvement Plan Overview
313 Approved Capital Projects - 5 Year
314 Unfunded Capital Projects - 5 Year
315 Parks/Cemetery Overview & Projects
319 Facilities Overview & Projects
329 Road Improvements & Trails
345 Utility Improvements Overview & Projects
11. CAPITAL PROJECT FUNDS
• The Capital Projects funds are used to account for
financial resources to be used for the acquisition or
construction of major capital facilities (other than
those financed by proprietary fund types).
351 Combined Program Summary
352 Combining Statement
353 Policy Intended Outcomes
354 Capital Budget Program
355 Capital Maintenance & Replacement
Capital Project Funds - This fund tracks the
infrastructure and building projects funded with
general fund operating transfers, bond funds,
intergovernmental revenue and other special fund
sources. Capital projects are those projects over
$25,000 that may extend over one fiscal year to
complete and reflect multiple expense categories
such as engineering, design and construction.
358 Program Summary
359 Fund Overview
360 Five Year Projection
361 Dove Road Reconstruction & Drainage
362 Fire Station Complex
363 Municipal Building
364 FM 1938 Dove Road Signolization
Westlake Academy Expansion - Bond Proceeds of
$8.5M were received in FY12/13. These proceeds
were used to fund construction of three new
buildings at Westlake Academy with the final
expenditures continuing into FY 14/15.
366 Program Summary
367 Fund Overview
V
12. FISCAL AND BUDGETARY POLICIES
. The overall intent of the following Fiscal and
Budgetary Policy Statements is to enable the Town
to achieve a long-term stable and positive
financial condition. The watchwords of the Town's
financial management include integrity,
prudence, stewardship, planning, accountability,
and full disclosure.
371 Fiscal and Budgetary Policies
13. INVESTMENT POLICY
. The Investment Policy is the policy of the Town of
Westlake that the administration of its funds and
the investment of those funds shall be handled
as its highest public trust.
389 Investment Policy
14. GLOSSARY AND ACRONYMS
• A glossary is included for any terminology
(including abbreviations and acronyms) related to
finance and accounting, as well as non-financial
terms related to the entity.
397 Glossary
403 Acronyms
15. APPENDIX
406 Ordinance to Adopt Property Tax Rate
409 Ordinance to Adopt FY 15-16 Budget
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VISION STATEMENT
An oasis of natural beauty that maintains our open spaces in
balance with distinctive developments, trails, and quality of life
amenities amidst an ever expanding urban landscape.
VISION POINTS
fto A SENSE OF PLACE
Distinctive neighborhoods, architecturally vibrant
corporate campuses, grazing longhorns, soaring red-tailed
hawks, meandering roads and trails, lined with natural
stone and native oaks.
fto WE ARE LEADERS
A premiere place to live, leadership in
public education, corporate and governmental
partnerships, and high development standards. z�
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WE ARE A CARING COMMUNITY—
Informed residents, small town charm
and values, historical preservation. P-
EXEMPLARY GOVERNANCE
Town officials, both elected and
appointed, exhibit respect, stewardship,
vision, and transparency.
SERVICE EXCELLENCE
Public service that is responsive and professional, while
balancing efficiency, effectiveness and financial
stewardship.
0
VALUE STATEMENTS
Transparent / Integrity -driven Government
Fiscal Responsibility
Family Friendly & Welcoming
Educational Leaders
Sense of Community
Innovation
Strong Aesthetic Standards
Informed & Engaged Citizens
Preservation of our Natural Beauty
Planned / Responsible Development
MISSION 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.
MISSION TAG LINE
One -of -a -kind community; natural oasis -
providing an exceptional level of service.
2
WESTLAKE COUNCIL MEMBERS
Mayor
Laura Wheat
(wheat@westlake-tx.org
Mayor Pro -Tem
Carol Langdon
clangdon@westlake-tx.org
Council Member
Michael Barrett
mbarrett@westlake-tx.org
Council Member
Alesa Belvedere
abelvedere@westlake-tx.org
Council Member
Rick Rennhack
rrennhack@westlake-tx.org
Council Member
Wayne Stoltenberg
wstoltenberg@westlake-tx.org
WESTLAKE
BOARDS &
COMMISSIONS
Westlake Historical Preservation Society
9 -
Westlake Academy Foundation
Planning & Zoning Commission
Texas Student Housing Authority
9-
4B Economic Development Board
Arbor Day Advisory Committee
Public Arts Committee
3
WESTLAKE ADMINISTRATIVE OFFICIALS
TOWN MANAGER'S OFFICE
Tom Brymer Town Manager tbrymer@westlake-tx.org
Amanda DeGan Asst. Town Manager adegan@westlake-tx.org
TOWN SECRETARY'S OFFICE
Kelly Edwards Town Secretary
FINANCE DEPARTMENT
Debbie Piper
Jaymi Ford
Daniela White
Melinda Brown
MUNICIPAL COURT
Sharon Wilson
Troy Crow
Martha Solis
Director
Supervisor
Acctg Technician
Acctg Technician
Administrator
Marshal
Deputy Clerk
kedwards@westlake-tx.org
dpiper@westlake-tx.org
jford@westlake-tx.org
dwhite@westlake-tx.org
mrbown@westlake-tx.org
swilson@westlake-tx.org
tcrow@westlake-tx.org
msolis@westlake-tx.org
COMMUNICATIONS AND COMMUNITY AFFAIRS
Ginger Awtry Director gawtry@westlake-tx.org
Susan McFarland Specialist smcfarland@westlake-tx.org
HUMAN RESOURCES AND ADMINISTRATIVE SERVICES
Todd Wood Director twood@westlake-tx.org
Dana Thomas Generalist dthomas@westlake-tx.org
PARKS & RECREATION AND FACILITIES MAINTENANCE
Troy Meyer Director tmeyer@westlake-tx.org
PLANNING AND DEVELOPMENT
Eddie Edwards Director
PUBLIC WORKS
Jarrod Greenwood Director
Paul Andreason Technician
EMERGENCY SERVICES
Richard Whitten
Fire Chief
Jason Martin
Lieutenant
Daniel Robertson
Lieutenant
Aaron Wilson
Lieutenant
INFORMATION TECHNOLOGY
Jason Power Director
Ray Workman Technician
CUSTOMER SERVICE
Sherry Lewis Coordinator
Lauri Tillman Representative
eedwards@westlake-tx.org
jgreenwood@westlake-tx.org
pandreason@westlake-tx.org
rwhitten@westlake-tx.org
jmartin@westlake-tx.org
drobertson@westlake-tx.org
awilson@westlake-tx.org
jpower@westlakeacademy.org
rworkman@westlakeacademy.org
slewis@westlake-tx.org
Itillman@westlake-tx.org
4
817-490-5720
817-490-5715
817-490-5710
817-490-5712
817-490-5721
817-490-5737
817-490-5728
817-490-5746
817-490-5716
817-490-5748
817-490-5710
817-490-5736
817-490-5711
817-490-5734
817-490-5735
817-490-5726
817-490-5720
817-490-5731
817-490-5785
817-490-5783
817-490-5783
817-490-5783
817-490-5750
817-490-5751
817-490-5732
817-490-5730
GFOA DISTINGUISHED BUDGET AWARD
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
PRESENTED TO
Town of Westlake
Texas
For the Fiscal Year Beginning
October 1, 2014
The Government Finance Officers Association of the United States and Canada (GFOA) has presented a
Distinguished Budget Presentation Award to the Town of Westlake for its annual budget for the fiscal year
beginning October 1, 2015.
In order to receive this award, a governmental unit must publish a budget document that meets program
criteria as a policy document, as an operations guide, as a financial plan, and as a communication device.
This award is valid for a period of one year only. We believe our current budget continues to conform to
program requirements, and we are submitting it to GFOA to determine its eligibility for another award.
5
GFOA DISTINGUISHED BUDGET AWARD
The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget
Presentation Award to the Town of Westlake for its annual budget for the fiscal year beginning October 1, 2014. The Town
has received this award for eight consecutive years (fiscal years beginning 2007-2014). In order to receive this award, the
Town must publish a budget document that meets program criteria as a policy document, as an operations guide, as a
financial plan, and as a communications device.
THE BUDGET AS A POLICY DOCUMENT
This criterion involves including a Town -wide statement of
budget policies, goals and objectives for the year, and an
explanation of the budgeting process to the reader,
describing the short-term and operational policies that guide
the development of the budget. The criterion also relates to
the longer -term Town -wide policies that are expected to
continue in effect for a number of years. The budget award
criterion also requires the inclusion of a budget message
and/or transmittal letter by the Town Manager.
GFOA REVIEWER COMMENTS
FROM FY14/15 BUDGET
(FINANCIAL PLAN)
"I thought the staff did an exceptional
job outlining each revenue stream for
the municipality and how those funds
were utilized."
GFOA REVIEWER COMMENTS
FROM FY14/15 BUDGET (POLICY)
-------------------------------------
"Budget document was outstanding in identifying the short-
term organization -wide factors that influence the decisions in
the making of this budget. Again, the budget document did an
outstanding job of highlighting the priorities and issues of the
entity against the constraints."
THE BUDGET AS A FINANCIAL PLAN
This criterion involves including an explanation of the financial structure and
operations of the Town, and the Town's major revenue sources and fund structure.
The budget should contain an all -inclusive financial plan for all funds and
resources of the Town, including projections of financial condition at the end of
the fiscal year, projections of current year financial activity, and provide a basis for
historical comparisons. The budget should also present a consolidated picture of
all operations and financing activities in a condensed format and an explanation
of the budgetary accounting basis, whether prepared on a generally accepted
accounting principles (GAAP) basis, cash basis, modified accrual basis, or any
other acceptable method.
THE BUDGET AS AN OPERATIONS GUIDE
This criterion involves including information in the document explaining the
relationship between organizational units (departments) and programs;
including an organization chart, a description of the departmental
organizational structure and staffing levels, and historical comparisons of
staffing levels; explaining how capital spending decisions will affect
operations; providing objectives and performance measures; and
describing the general directions given to department heads through the
use of goals and objectives, reorganizations, statement of functions, or
other methods.
GFOA REVIEWER COMMENT
FROM FY14/15 BUDGET
(COMMUNICATIONS)
"I learned quite a bit about the
community so I rated this
section as outstanding."
GFOA REVIEWER COMMENTS
FROM FY14/15 BUDGET
(OPERATIONS)
-------------------------------------
"I was able to find within the document a
description of the goals and objectives for each
of the departments so I rated this section as
outstanding."
THE BUDGET AS A COMMUNICATIONS DEVICE
This criterion relates to having the budget document available for public inspection;
providing summary information suitable for use by interested citizens and/or the media;
avoiding the use of complex technical language and terminology; explaining the basic
units of the budget, including funds, departments or activities; and disclosing sources of
revenues and explanations of revenue estimates and assumptions. The intent is to
enhance the communication aspects of the budget document, so that information in
the budget can be communicated to a reader with a non-financial background. This
award is valid for a period of one year only. We believe our current budget document
continues to conform to program requirements, and we are submitting it to GFOA to
determine its eligibility for another award.
9
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Section I Introduction
Community Profile
GENERAL INFORMATION
Westlake is an oasis of natural beauty that maintains open spaces in balance with distinctive
development, trails, and quality of life amenities amidst an ever expanding urban landscape.
Nestled in the DFW Metroplex, Westlake is a Gold Level Scenic City and home to many small
independent businesses and several corporate campuses
Distinctive developments and architecturally vibrant corporate campuses find harmony
among our meandering roads and trails, lined with native oaks and stone walls. We are
leaders in education, known for our innovative partnerships between the Town -operated
Charter school and our corporate neighbors.
We strive to maintain strong aesthetic standards and preserve the natural beauty in our town.
Hospitality finds its home in Westlake, as a community, we are family friendly, welcoming, fully
involved and invested in our rich heritage, vibrant present and exciting, sustainable future.
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LOCATION
Westlake is conveniently located between DFW Airport and Alliance Airport, on the south side
of State Highway 114, providing quick, easy access to all areas of the Dallas -Ft. Worth
Metroplex. The unique location of Westlake is ideal for many of its major corporate campuses
and residential communities. A common ideal shared by our corporate and individual
residents is their support of the existing character and charm of the community as well as a
commitment to excellence in new development.
0
HISTORY OF WESTLAKE
In the beginning...
The Town of Westlake has a fascinating history. The geographic
region, known as the place where the cross timbers met the prairie,
holds tales of settlers from the Peters Colony, Indian treaties signed
by Sam Houston, tremendous archeological treasures, and some of
the oldest settlements in north Texas. The region has always been
known for its natural bounty, its trade value, and its wonderful
people. The Town of Westlake and northeast Tarrant County has
maintained that distinction over the years, becoming one of the
most desirable and sought after places to live in America.
Section I Introduction
Community Profile
Early Settlers... 1847 - The Town of Westlake was settled by Charles and Matilda Medlin when they arrived in fine area witr
about 20 other families in 1847. They initially settled along Denton Creek but moved south to higher
ground after weathering ferocious floods from the creek. Until 1997, the three-story Medlin barn was
a local historic landmark. When it had to be removed, after what was believed to be 130 years of
use, for safety concerns. Legends include those of Sam Bass and Bonnie and Clyde hiding in the
barn.
0-
4' The 1870's...
- Dove Road was the cardinal road between Grapevine and
a Roanoke. The road took its name from the Dove Community
which was located between the two towns. Dove Road
originated in the 1870's and got its name from the Lonesome
Dove Baptist Church located in the community.
The 1930's...
In the late 1930s, Ted Dealey, turned his attention to a lush and untouched piece of the Cross Timbers
region. It was there he built a stunning country place designed by prominent architect, Charles
Dilbeck. This place was known as the 220 Ranch. The Dealey Home, which has been relocated to a
new location off Dove Road, is now known as Paigebrooke Farm.
The 1940's - 1950's
It was late in the 1940's after World War II, at about the same time that Dealey built his home,
Circle T Ranch had its beginnings with J. Glenn Turner. He
used the place to raise and train Tennessee Walking horses,and
as a retreat and showplace. Circle T Ranch was
fi
expanded throughout the 1950's to approximately 2,300
*
acres. In 1955, there were rumors of an attempt to annex
° =
Circle T Ranch; as a defensive move, J Glenn Turner
-
'==
organized the neighboring ranches and homeowners in the
surrounding community into forming their own city. On the'"a
27th day of December in] 956, citizens attended a meeting to
=-
declare the Town of Westlake into existence thru'
incorporation and to swear in the first Board of Aldermen.
The area included what is known today as Westlake, plus the
area north, to the northern shore of Denton Creek. This
northern land was annexed from Westlake and formed the town
of Trophy Club in the 1970's.
that
Section I Introduction
Community Profile
The 1960's...
In 1969, the Circle T Ranch was purchased by oil millionaire Nelson Bunker Hunt. The ranch became
known for its glamorous parties attended by celebrities from all over the world.
The 1970s ...
In the early 1970's, the state decided to name one of Westlake's well-known streets after the person
who was living in the first house on the road. That person was J.T. Ottinger. Also in the early 1970s,
Houston developer and professional golfer Ben Hogan approached Westlake about building a golf
course, country club, and a housing development. In 1973, Westlake deannexed what is now known
as the Town of Trophy Club, clearing the way for the upscale housing development and golf course.
The 1980's ...
In the mid-1980s, IBM built Solana, the multi use office
complex. IBM maintained a large presence for over 10 years.
At that time, several of the office buildings became available
for use by other corporations. Eventually, IBM sold its
partnership interest.
The 1990's ...
In 1989, Nelson Bunker Hunt declared bankruptcy and the Circle '— 1!Fjl r kvlbSrar
T Ranch was purchased by Ross Perot Jr. in 1993. In 1997, to the
dismay of residents, there was an attempt to dissolve the Town
of Westlake. Many court battles, including appeals to the Texas _
Supreme Court, were waged as emotions rose. Ultimately Town * 'Ie T'mas be disannex�
leadership prevailed. In 1999, the Town hired the first
professional manager to oversee operations.
The 2000's ...
2000 The Westlake Historical Preservation Society was established for the purpose of recording
and preserving the rich history of the Town of Westlake.
2002 VIP's and residents of Westlake gather at the site of the new Westlake Academy to help
raise the first wall of the school. Westlake approved the purchase of the first fire truck and
ambulance. Westlake Historical Preservation Society holds the first Annual Decoration
Day on Memorial Day. Westlake Academy opens.
2006 Celebrations began to commemorate the 50th anniversary of the incorporation of
Westlake in December 1956.
2007 The Town of Westlake dedicated and sealed a time capsule containing a variety of
special items. This time capsule will remain sealed until September 8, 2057, during the
town's 100th anniversary celebration.
2009 Deloitte University announces Westlake as the site for its $300 million learning and
leadership center. Westlake Academy Arts & Sciences Center was completed.
2010 Westlake's first gas well was successfully drilled in Solana.
2011 New retail growth began along the Town's western boundary with construction of a new
Quick Trip convenience store and a Centennial Fine Wine & Liquor store.
2013 The Town's open enrollment charter school, Westlake Academy, completed its 10th year
of operations. Completed construction on the State's $15 Million Phase 1 FM 1938 project.
2014 Installation of a secondary ground storage water tank. Completed Phase I expansion
construction of three buildings on the Westlake Academy campus that will
accommodate new students.
2015 Work began on Granada, a new 84 home housing development, and Entrada, a mixed-
use development modeled after historic villages in Spain.
i[s7
Section I Introduction
Community Profile
WESTLAKE LOCAL GOVERNMENT
The Town of Westlake was incorporated in 1956 as a Type A general -law municipality under the
rules of the state of Texas. The Town operates under the Council -Manager form of government.
The Council is comprised of a mayor and five (5) council members and is responsible for, among
other things, passing ordinances, adopting the budget, appointing committees, and hiring the
Town Manager. The Mayor and Town Council members serve two (2) year terms. All elected
officials are elected at large for a two year staggered term each May.
The Town Manager is responsible for carrying out the policies and ordinances of the Council, for
overseeing the day-to-day operations of the Town and appointing and supervising heads of
various departments. The Council meets the 4th Monday of each month with the Mayor
presiding at official meetings and work sessions.
Laura Wheat
Mayor
Michael Barrett
Council Member
;t.
Aleso Belvedere
Council Member
Carol Langdon
Mayor Pro -Tem
Rick Rennhack Wayne Stoltenberg
Council Member Council Member
The Town provides municipal and academic services that are necessary for our residents, and
delivered with an eye to maintaining fiscal stewardship for the resources that are entrusted to the
government. Major services provided under the general government and enterprise functions
are: fire and emergency medical services, police, water and sewer utility services, park and
recreational facilities, financial accounting, communications and community affairs, street
improvements, education and other related administrative services. The Town utilizes a
combination of both, direct service delivery along with outsourced services. The decision as to
which service to deliver directly versus out -sourcing is based on analysis of cost-effectiveness,
citizen responsiveness, and customer service quality.
Section I Introduction
Community Profile
WESTLAKE OPERATIONS
The Town of Westlake employs approximately 130 full-time equivalent employees (municipal and
academic) and provides a full level of public services to its citizens as well as operates the only
municipally owned Charter School in the state. The Town of Westlake utilizes a private firm for solid
waste collection and disposal, as well as contracts with Keller, a neighboring community, for
police services.
III ifiNTAIVNIP
Westlake is a family -friendly environment where events are held, which provide opportunites for our
residents to gather and participat in activities with their children and neighbors.
Arbor Day...
Held annually each spring, Arbor Day promotes tree conservation and is
a fun -filled family event held on a Saturday. This annual celebration is an
afternoon of activities, live entertainment, best cookie competitions,
auctions, and a variety of great food. Kids' activities have included pony
rides, face painting, games, crafts, and an obstacle course. In addition,
there are educational sessions on tree care advice, and complimentary
trees. Admission is free.
Historical Marker Dedication Days
Held bi-annually in the spring and fall, this short, informative dedication program is held on a
local site in Westlake, previously identified by the Westlake Historical Preservation Society as having
strong historical roots in the development of Westlake and the surrounding Cross Timbers region.
Decoration Day...
Held annually on Memorial Day in May, Decoration Day honors those
who have bravely upheld our freedoms by serving our country - past and
present. The Westlake Preservation Historical Society sponsors its annual
"Decoration Day" event which is usually held in Westlake at the
International Order of Odd Fellows Cemetery. Activities include live
music, treasure hunts for the kids, and a homemade ice-cream
competition. The event ends at sunset.
Community Tree Lighting
Held annually the week following Thanksgiving, the Community Tree Lighting is a free community
event with music, warm beverages, and family fun while citizens light up the town tree on the
Westlake Academy campus.
Masterwork Concert Series...
The Masterworks Music Series is a variety of free music programs sponsored
by the Town of Westlake, Maguire Partners, and ARTSNET. These free
concerts are for arts lovers of all ages and feature instrumental a vocal
music ranging from Country & Western to Blues & Jazz with the
entertainment of local, regional and national artists. Performances are
held at the Solana Village Center.
12
Section I Introduction
Community Profile
WESTLAKE ACADEMY
E,1 7 Westlake Academy is an Open Enrollment Charter School that opened
September 1, 2003. Westlake Academy distinguishes itself among neighboring
educational offerings with a particular focus on producing students who are
globally minded.
The programs of the International Baccalaureate Organization (Primary Years
• _ 1 k° Program, Middle Years Program, Diploma Program) have been selected as the
j.
W ° educational model utilized at the Academy. Educational technology will be
pervasive and will infuse the classroom curriculum.
An environment rich with heritage, the Westlake
Academy mission is to provide educational
opportunities to each child in keeping with his or her
individual needs.
Westlake Academy is a premier learning
establishment and prides itself on providing a
learning environment where students have the
resources and facilities to excel.
The primary geographic service area for Westlake
Academy is the town limits of Westlake; students
from other locations may be considered if seats are
available.
Westlake Academy just completed it's 1 1'h year of operations and graduated our 5th class of seniors
with 53 students.
Westlake Academy continues to have excellent academic and extra -curricular results and is ranked
among the best high schools in America.
13
RESIDENTIAL SUBDIVISIONS
The Town of Westlake is home to several
communities, all of which share a
commitment to excellence but possess
unique character and charm.
Section I Introduction
Community Profile
Glenwyck Farms - a wonderful private community situated on over 100
wooded acres in a quiet rural setting. Glenwyck has one acre home sites in
a park -like setting with mature trees, a running trail, and several natural
ponds. This neighborhood is also home to Glenwyck Farms Park, 13.5
acres of open space with a variety of 60 feet oak and pecan trees. The park
includes a running brook, three rustic bridges and a paved walking path.
Oak and pecan trees, some of which tower 60 feet, decorate the lush
area.
Mahotea Boone - Westlake's oldest subdivision, having been
Stagecoach Hills - In this 30 -house subdivision, platted about 1978, Mahotea Boone has fourteen lots, eleven
airplanes are almost as common as cars. The
subdivision's name comes from its location on of which currently have older homes. It is zoned for minimum
an old stagecoach trail from Keller to Denton. two acre lots and appears to be redeveloping with larger
homes. The developer was Bill Boone, who named the street
after his grandmother.
Terra Bella - a 28 lot, 54.7 acre, gated Planned Development
subdivision with a 22.6 acre open space/nature preserve featuring a
hike and bike trail. As Westlake's newest subdivision, the first house
was permitted for construction in August 2009. Terra Bella is
accessible from Dove Road and Sam School Road, on the eastern
border of Westlake.
Vaquero - Gently rolling hills and picturesque meadows comprise the private
oasis of Vaquero, With approximately 333 homes, this guard -gated
community surrounds a world-class golf course designed by Tom Fazio,
complete with shimmering ponds and countless groves of majestic oaks. This
subdivision offers the highest quality in home design and construction,
maintain plus A strong sense of community pride abounds with state-of-the-
art private club facilities and personalized concierge services all within this
beautiful family enclave.
Wyck Hill, Aspen Lane, Paigebrooke Farms, and coming soon... Granada!
14
Section I Introduction
Community Profile
WESTLAKE FACTS, FIGURES, & STATISTICS
The Town of Westlake has experienced exponential growth in the last decade; the national census
reported 207 residents in 2000 and 992 residents in 2010.
The Town is approximately 25% built out with the majority of development continuing to be corporate
campuses. There has been an increase over the last decade in high-end residential development
located around the Vaquero Golf Course and in Glenwyck Farms. The Town's focus on high-quality
development has led to more than 1.4 million square feet of commercial space, valued at over $300
million, being added since 2005. The Town has seen a increase in building permits and the
construction size and home values have increased significantly over the last few years. In 2015, the
average size of new home construction was 9,693 square feet with an average estimated
construction cost of $1.679 million.
Vaquero Estates
Vaquero Estates Country Cluo
F.M. 1938, Precinct Line Road construction began in FY 09/10 and creates a major north, south
corridor for our community. In addition, Deloitte University operates their $160 million dollar, 160 acre,
international training facility. The facility features over 800 rooms, office space, conference centers,
amenity centers, as well as many parks, trails, and water features. This development represents
another step towards Westlake's goal to become an education -centered community.
Deloitte University Campus
15
Section I Introduction
Community Profile
WESTLAKE POPULATION
The Town of Westlake has experienced exponential growth over the last decade;
the national census reported 207 residents in 2001 and 992 residents in 2011.
Q
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
Tarant County
Unemployment Rate
Year Rate
2000
3.60%
2001
4.50%
2002
6.10%
2003
6.30%
2004
5.30%
2005
5.10%
2006
4.60%
2007
4.30%
2008
5.10%
2009
8.10%
2010
8.10%
2011
7.90%
2012
6.20%
2013
6.00%
2014
5.00%
Average Age I
Percent
18 - 34 years -7
5%
35 - 54 years
50%
55 - 74 years
39%
75+ years
6%
Source: 2015 Westlake Citizen Survey
A proposed smoking ordinance was passed during the October
20th, 2015 Town Council meeting. The ordinance will be effective
January I st, 2016 and prohibits smoking in parks and trails
(including medians) and within 25 feet of a building entrance.
Household Income - Percent
Under $50K 4%
$50K - $149K 5%
$150K - $500K 29%
$500K plus 45%
Source: 2015 Westlake Citizen Survey
16
Section I Introduction
Community Profile
DEMOGRAPHIC AND ECONOMIC STATUS
Calendar Estimated
Personal
Per Capita
Year Population
Income
Personal
Location
Income
2000 207
$8,743,059
$42,237
.
Northeast Tarrant
2001 255
$11,416,661
$44,771
County
2002 289
$13,715,216
$47,457
2003 303
$15,242,398
$50,305
7 square miles
2004 328
$41,027,552
$125,084
(approximate)
2005 355
$45,292,916
$127,586
•
12 miles west of
2006 698
$90,835,901
$130,137
Dallas -Fort Worth
2007 703
$93,316,319
$132,740
International Airport
2008 785
$115,891,905
$147,633
0
7 miles east of Fort
2009 803
$120,920,285
$150,586
Worth Alliance
2010 847
$102,852,057
$121,431
Airport
2011 992
$126,678,400
$127,700
2012 1,063
$138,423,531
$130,254
•
Elevation 574 feet
2013 1,109
$147,292,890
$132,859
2014 1,184
$160,462,095
$135,516
Tarrant County, Community
College, Hospital
&
School Taxes
• Carroll ISD - $2.582277
• Keller ISD - $2.344777
• Northwest ISD - $2.466577
Climate
Denton County and School Taxes
•
Days of sunshine: 137
• Northwest ISD - $2.0741
•
Mean winter
temperature: 54 F
Major Developments & Planned
Developments
• Deloitte University
Mean summer
• TD Auto (formerly Chrysler
Financial Services
-
temperature: 92 F
Westlake Campus)
.
Mean annual
• Fidelity Investments North Texas Campus
precipitation: 33.7
• Solana Corporate Campus
inches
• Westlake Corners - at SH 377/SH 170 intersection
•
Mean annual
• Entrada - an exquisite 85
acre mixed-use
snowfall: 3.1 inches
d1,w,InnmPnt
17
i
18
Section I Introduction
Community Profile
WESTLAKE EMPLOYERS
The DFW Metro area is
Employer
Employees
Percentage
home to more Fortune
500 companies than
Fidelity Investments
5,003
51.7%
any other area in the
Core Logic
1,790
18.5
United States.
Wells Fargo
574
5.9%
Several major
Deloitte
478
4.9%
employers are located
TD Auto Finance
390
4.0%
within the Town of
Westlake.
Sabre JILL Facilities
317
3.3%
First American Title
262
2.7%
The Solana Office
Verizon Wireless
331
3.4%
Complex was the first of
many corporate
Town of Westlake
28
0.3%
headquarters built by
Westlake Academy
100
1.0%
IBM in the 1980's.
Vaquero Country Club
123
1.3%
Since then Westlake has
Marriott Solana Hotel
108
1.1%
added several
Travelocity
90
0.9%
additional corporate
Lev Strauss
80
0.8%
residents.
Total
9,674
100.0%
SALES TAX RATE
Many people don't know that most of
their sales and use tax is remitted to the
State of Texas; in fact, for every dollar of
taxable sales, the state receives six and
one quarter cents (or 6.25%)
In the State of Texas local municipalities
have the option to adopt up to an
additional two cents (or 2%) for local use
for a total maximum combined rate of
8.25%.
This local tax must be in accordance with
state law and be utilized for specific
purposes as identified by the state's local
government code.
HOTEL OCCUPANCY TAX
In addition to sales and use tax
collections, the Town receives a 7% hotel
occupancy tax from the Marriott Solana
and any future hotels in Westlake.
This revenue is recognized in the Visitors
Association Fund and is used to help fund
a shuttle program for hotel guests as well
as other marketing and promotional
activities.
Section I Introduction
Community Profile
General Sales Tax
(shown in millions)
2010 2011 2012 2013 2014 2015 2016
estimated adopted
4B Economic Development Fund - This fund utilizes the
revenues generated from a '/2 cent sales tax to fund
qualified development projects. Currently, the 4B Fund is
committed to the repayment of the debt incurred for the
construction of Westlake Academy.
General Fund Allocation - The Town levies 1 '/2 % in sales
tax that is utilized to offset expenditures in the General
Fund and is used to reduce the property tax burden on
local residents and businesses by providing Westlake with
an additional unrestricted revenue source.
W1
Section I Introduction
Community Profile
PROPERTY TAX
The Town of Westlake instituted a property tax in 2010.
The current asopted rate for FY 2015-2016 is $.15634
Maintenance and operations (M&O) is $0.13947
Debt service or interest & sinking (I&S) is $0.01687
Direct and Overlapping Propoerty Taxes
City Direct Rates
Ad Valorem Property Tax
General Fund 0.15620 0.13835 0.14197 0.13710
Debt Service Fund 0.00390 0.01849 0.01487 0.01924
Total Direct
Overlapping Rates
School Districts
Carroll ISD
Northwest ISD
Keller ISD
Counties
0.16010 0.15684 0.15684 0.15634
1.41500
1.41500
1.40000
1.40000
1.37500
1.37500
1.37500
1.45250
1.53060
1.54000
1.54000
1.54000
Denton
0.27736
0.28287
0.28287
0.27220
Tarrant
0.26400
0.26400
0.26400
0.26400
Other
Tarrant College
0.13764
0.14897
0.14897
0.14950
Tarrant Hospital
0.22790
0.22790
0.22790
0.22790
Trophy Club Mud # 1
0.19500
0.17500
0.13339
0.13339
Total Indirect
5.42250
5.42874
5.37213
5.43949
Jurisdictions - The Town of Westlake contracts with the Tarrant County Tax Assessor Collector's
Office to collect the Town's portion of local property tax.
There are multiple taxing jurisdictions within Westlake's boundaries; whether or not a business or
residence is required to pay tax to a particular jurisdiction is determined by where they are located
within Westlake and the boundaries of the respective taxing jurisdictions.
Currently, the following taxing jurisdictions collect property taxes in Westlake:
Independent School Districts; Carroll, Keller and Northwest
Tarrant County, College and Hospital
Denton County and Trophy Club MUD 1
20
Section I Introduction
Community Profile
Westlake residents can determine which taxing jurisdictions apply to their property as well as obtain
current property tax rate information by conducting a property search on the appropriate appraisal
district website: Denton Central Appraisal District or Tarrant Appraisal District.
Homestead Exemptions - The Westlake Town Council approved a homestead exemption of 20%,
which is the maximum amount allowed by the State of Texas.
Tax Freeze
The Town Council also
approved a tax freeze
for all residential
accounts identified as
over 65 by the tax
appraisal district. To
learn more information
about the tax freeze or
find out if you qualify,
please visit the
following websites:
Denton Central
Appraisal District or
Tarrant Appraisal
District.
0.5
0.4
0.3
0.2
0.1
FY2014 Ad Valorem Tax Comparison per $100
GENERAL BONDED DEBT OUTSTANDING
Trophy Club
Southalke
Flower Mound
Keller
Roanoke
Col leyville
Grapevine
Haslet
Westlake
21
General
Certificates
Fiscal
Obligation
Of
Grand
Debt
Year
Bonds
Obligation
Total
Population
Per Capita
2002
-
12,400,000
12,400,000
289
42,907
2003
-
331
18,810,000
303
62,079
2004
-
18,810,000
18,810,000
328
57,348
2005
-
18,810,000
18,810,000
355
52,986
2006
-
18,460,000
18,460,000
698
26,447
2007
7,365,000
11,755,000
19,120,000
703
27,198
2008
9,850,000
11,375,000
21,225,000
785
27,038
2009
9,735,000
10,975,000
20,710,000
803
25,791
2010
9,630,000
10,555,000
20,185,000
847
23,831
2011
8,962,656
12,210,000
21,172,656
992
21,343
2012
16,770,000
4,877,000
21,647,000
1063
20,369
2013
16,590,000
13,622,000
30,212,000
1109
27,251
2014
18,260,000
11,044,000
29,304,000
1 184
24,748
21
T4 -SIT is i�ct�,rctiaaa�� ��aa�
22
23
T4 -SIT is i�ct�,rctiaaa�� ��aa�
24
Section 2 Executive
Transmittal Letter
September 21, 2015
Honorable Mayor and Town Council:
On behalf of the Town of Westlake's Senior Leadership Team, I am pleased to submit for your
consideration the FY 2015-16 Budget. This year's budget theme is "Forging Westlake, Writing the
Next Chapter". This is an exciting time for Westlake!
I. BUDGET THEME, TRENDS & OVERVIEW
Almost a quarter of a century ago, the Town of Westlake stood at a cross roads. Recognizing that
growth of the Dallas Fort Worth Metroplex was imminent, the Board of Aldermen (now Town
Council), Planning & Zoning Commission, and a citizen advisory committee worked diligently on
and ultimately adopted Westlake's first Comprehensive Plan (Comp Plan).
Retrospectively, this 1992 Comprehensive Plan played an important role in guiding Westlake's
development and growth. However, in 2013 the Town Council recognized that our circumstances
had greatly changed since drafting the original 1992 version of the Comp Plan. They also
recognized that our community now stood at a new crossroads as a strong possibility existed that
growth in Westlake's portion of the DFW Metroplex (Metro or Metroplex) would accelerate.
These conditions served as the impetus to review and update Westlake's Comprehensive Plan to
help in our planning and visioning for the next 30 years. Titled Forging Westlake, the Town's new
Comp Plan was adopted in March 2015 after an 18 month period of extensive community
involvement and input.
The process to create Westlake's new Comp Plan began by focusing on the Town's 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.
Forging Westlake, is based on an assessment by urban planners of Westlake's past growth and their
projections regarding the growth we will likely face over the next 30 years. Westlake finds itself in
the "vortex" of one of DFW's most desirable executive housing corridors in the Metroplex located
along State Highway 1 14. The potential of development from existing zoning entitlements in
Westlake, as well as growth in the communities that surround us, present daunting challenges for
the future. These include maintaining Westlake's unique bucolic character, exceptional quality of
life, and high end housing standards while at the same time managing the potential of exponential
growth in both population and traffic. The Comp estimates a large population increase for the
Highway 114 corridor, including Westlake, which is projected to be almost 250,000 residents.
Growth projections of this magnitude require that we plan, be proactive, and prudent in our
decision making, all while continuing to offer the high quality services Westlake currently enjoys. Our
goal is to maintain our position as a premier community. "Forging Westlake and writing our next
chapter" in a manner that honors our past, but embraces our future, so we can sustain our quality of
life is the challenge we face in the FYI 5-16 Budget.
25
Section 2 Executive
Transmittal Letter
II. THE CHALLENGES IN "FORGING WESTLAKE"
FYI 5-16 will be our first opportunity to fully utilize our new Comprehensive Plan as a guide to
making major decisions for the community, especially as it pertains to land use and the
corresponding impact of growth on both our municipal and academic services. What are these
challenges? They are both regional and local in nature. Local challenges for Westlake begin at
the State and/or regional level, and then migrate down to our community.
REGIONAL CHALLENGES
1. DFW Metro Area Growth: Since 1970, the DFW Metro area has grown by more than 150% - a
faster pace than the state and nation. At 9,500 square miles it is larger in total area than 5
of our states. With a population of nearly 6.8 million, it is the fourth largest metropolitan area
in the country. Forecasts from the North Central Texas Council of Governments (NCTCOG)
predict employment to grow in this 12 county standard metropolitan statistical (SMSA) area
by almost 70% over the next 30 years. Population growth over this same 30 year period is
forecast by NCTCOG to be 69%. This regional growth will certainly impact Westlake.
2. Water Demand: Westlake is located in the State's Region C water planning area that
covers all or a part of 16 North Central Texas counties. The population of Region C is
projected to grow from what was nearly 6.5 million in 2010 to just over 9.9 million in 2040 and
ultimately to over 14.3 million by 2070. Dry -year water demands in Region C are expected to
reach 2.2 million acre-feet per year by 2040, and 2.9 million acre-feet per year by 2070,
largely due to population growth. This increased demand will create a projected shortage
of 1.2 million acre-feet per year by 2070 - which is why planning and development of new
water management strategies is so critical.
3. Transportation, Mobility, and Traffic Congestion: With the region's population and
employment growth, traffic and the associated congestion has also increased. The recent
2014 amendment to Mobility 2035, the region's transportation plan, estimates that between
now and 2035, an estimated $395.3 billion is needed to eliminate the worst levels of
congestion in our region. This plan only identifies $94.5 billion in funding for these projects,
meaning that congestion will worsen and mobility will be further impeded over time.
LOCAL CHALLENGES
1. Westlake's Permanent Population Growth: This is
the portion of our population considered to be
our permanent residents. An increase in
population of 185 in 1990 to the present 1,150
represents a 522% increase for a net gain of 965
residents. We will need to be monitor and plan
for the continued increase in these numbers in
light of Forging Westlake's forecast of 7.12%
population growth between now and 2040.
26
Population Growth
992 106311091150
785 803 847
355 698 703
2005 2006 2007 2008 2009 2010 20112012 2013 2014
Section 2 Executive
Transmittal Letter
2. Traffic Demands Due to Growth in Westlake and Surrounding Cities': The 4 cities that
surround Westlake are also projected to have a combined population of 215,000 people by
2040. As stated earlier, Westlake is estimated to grow to 7,000 by that same time. Internally
current zoning entitlements, if executed, would create an estimated 300,000 vehicle trips
per day. Local impacts associated with this level of growth affects the Town's street
infrastructure, water and sewer system capital investment requirements, as well as demand
for daily municipal services
3. Balanced Growth to Impact Cost of Municipal Services: Likewise, the ability to pay for
municipal services utilizing a cost effective revenue format requires balanced growth that
provides for commercial development and a diversified tax base, while maintaining the
community's bucolic atmosphere. At the same time, we must continue to ensure the policy
direction of the Town is focused on growth paying for the infrastructure for which it creates
the demand.
4. Housing Start Increases: This past year, we continued 50 50
to see single family residential construction as a result Housing 40
of Granada Phase 1 receiving a final plat. Existing Starts 28
subdivisions such as Vaquero and Terra Bella also had
strong home construction activity. This is depicted in 127V
the side -chart - prerecession starts were at 38 per -✓�
year and we are estimating 50 for the coming fiscal
year. Housing starts in Westlake, due to the high FY FY FY FY FY FY
value, adds taxable value, but impacts the demand 10/11 11/12 12/13 13/14 14/15 15/16
for our municipal services, especially the Town's
charter school.
5. Management of Development - As the economy and the surrounding cities in the Metroplex
experience commercial development and individuals continue to make the North Texas
Region their home, we will need to manage our distinctive housing developments to ensure
we maintain our community as an 'oasis of natural beauty' as outlined in our Vision
statement.
6. Daytime Population: Because Westlake is the home of many major corporate office
campuses, its Monday -Friday daytime population swells to approximately 10,000 - 12,000
individuals. These office complexes are comprised of notable corporate clients that include
Deloitte LLP, Core Logic and Fidelity Investments. Staff will continue to monitor our
corporate stakeholders and attempt to identify avenues to strengthen these relationships
and assist in drawing new corporations to Westlake.
7. Continued Impact of Westlake Academy on Residential Growth: The number of Westlake
residents who are selecting Westlake Academy as the educational choice for their students
has doubled in the past five years. Resident surveys continually indicate that the Academy
is one of the main reasons they moved to Westlake, and why they plan to remain in our
community. For example, the 2015 survey results indicate that 96% of the parents say that
enrollment at Westlake Academy was very/somewhat important to their decision to live in
the community.
27
Section 2 Executive
Transmittal Letter
8. Increase in Westlake Academy Overall Enrollment and Opening of New School Buildings:
The Academy has experienced steady enrollment growth from 491 in SY 2009-10 to a
projected 832 in SY 2015-16 The current increase
of student population is a result of the Phase I
expansion efforts on the Academy campus and
our community growth. It will require that we
carefully manage our student enrollment processes
to provide adequate space for children of
Westlake residents. Approximately 39,000 sq. ft. of
new facilities spaces was opened in SY 14/15,
which was comprised of a secondary classroom
building, field house, and a primary years' multi -use
Westlake Academy
Lottery Waiting List
2,128 2,197 21177 2,400
1,027
los
FY FY FY FY FY FY
10/11 11/12 12/13 13/14 14/15 15/16
building. All of these buildings increased our
capacity and allowed for decompression of our current facilities. The lottery waiting list for
admissions continues to grow from 705 in 2011 to 2,400 students for this coming school year.
9. Public Education Funding Shortfall: State funding of public education was decreased by
the State Legislature in 2011. While it has increased somewhat since then, the allocation has
not kept pace with basic cost increases. This negatively impacts Westlake since it owns and
operates a public charter school, Westlake Academy, which receives 79% of its operational
funding from the State.
10. Implementation of the Comprehensive Plan: With adoption of the Town's new Comp Plan,
Forging Westlake, a number of our ordinances need to be rewritten and new ones drafted
so that the Plan's recommendations can be implemented. The task of implementing the
changes to the ordinances will require additional staff time and oversight to ensure we
reflect the direction of the Council and the Comp Plan.
11. Pursuit of Infrastructure and Services Reinvestment While Combating Certain Cost Increases:
With growth comes the need for reinvestment through capital spending for infrastructure,
equipment, as well as work force attraction/retention. This must be facilitated in concert
with the consideration of additional staffing needs to maintain our service levels. We have
balanced all these components in light of maximizing staff efficiencies and processes to
help contain large expenditure drivers such as employee health insurance.
12. Continued emphasis on long-range financial planning: The FY15-16 budget contains an
updated Long -Range Financial Forecast which identifies key revenue and expenditure
drivers while assessing historical financial trends and their potential impact upon the town's
financial stability. The forecast must be monitored and updated during the budget
formulation process as well as reviewed with the Town Council as the budget is being
prepared. Staff will also continue to produce a quarterly financial report for the Council
that monitors and analyzes trends in the General Fund, Utility Fund, and Visitor Association
Fund. The report serves as a valuable tool to assist in developing a proactive, rather than
reactive, approach to our changing financial trends.
M.
Section 2 Executive
Transmittal Letter
With these challenges in mind, the FYI 5-16 budget was formulated to address them within the
context of Town Council financial policies, available resources, our Strategy Map, and a
conservative 5 year financial forecast.
III. FUND BALANCE CHANGES BY FUND TYPE
On behalf of the Senior Leadership Team and all Westlake staff members, I am presenting the FY
2014-15 budget document for the Council's consideration as follows:
Fund Categories
General Fund
Enterprise Funds
Internal Services
Capital Funds
Special Revenue
Debt Service
Westlake Academy
TOTAL
Projected
Total
Total
Projected
Academic Services
89,960
Beginning
Revenues
Expenditures
Ending
Percent
Fund
And Other
And Other
Fund
Of
Change
Change
Balance
Sources
Uses
Balance
Total
Amount
Percent
6,808,755
8,545,767
8,146,779
7,207,742
35%
398,987
6%
4,117,310
3,622,626
5,287,754
2,452,182
12%
(1,665,128)
-40%
510,977
776,383
418,080
869,280
4%
358,303
70%
2,528,345
10,927,504
5,365,000
8,090,849
39%
5,562,504
220%
1,108,029
2,798,083
2,879,650
1,026,462
5%
(81,566)
-7%
22,476
1,991,018
2,013,494
0
0%
(22,476)
0%
1,153,303
7,986,626
7,896,666
1,243,263
6%
89,961
0%
16,249,195
36,648,008
32,007,424
20,889,779
10070
o 4,640,584
28.607.
BUDGET OVERVIEW
Total Expenditures and Other Uses $ 32,007,424
Fund Balance increase percentage 28.6%
Fund Balance Increase Amount $ 4,640,584
General Operating Fund
$ 398,987
Capital Projects Funds
5,562,504
Academic Services
89,960
Internal Service Funds
358,303
Increase to Fund Balance
$ 6,409,754
Enterprise Funds
$ (1,665,128)
Debt Service Fund
(22,476)
Special Revenue Funds
(81,566)
Decrease to Fund Balance
$ (1,769,170)
29
• The FY 2015-16 budgeted expenditure
amount totals $32.007M for all funds
• Fund balance shows a 28.6% increase of
$4.640M from the FY 2014-15 estimated
budget.
• Operating needs total $6.409M with
capital projects at $5.562M.
• This increase includes $1.769M transfers in
from fund balance.
o $600K transfer to Capital Project Fund from
Utility Fund,
o $82K from Visitors Association Fund
o $1.05M payment to the City of Fort Worth.
If only Municipal Operating Expenditures
were taken into consideration (removal of
all expenses related to capital
projects/outlay, Westlake Academy and
inter -fund transfers), the FY 2015-16
budget would show a 0.2% increase of
$27,639.
FY 14/15
FY 15/16
Estimated
Adopted
Expenditures
Expenditures
$ 21,514,925
$ 23,598,199
Section 2 Executive
Transmittal Letter
FY 14/2015 FY15/2016 Change Change
Estimated Adopted Amount Percent
Payroll $ 3,658,128 $ 4,1 15,956 $457,828 12.52%
Expenditures 10,267,203 9,837,014 (430,189) -4.2%
TOTAL $ 13,925,331 $ 13,952,970 $ 27,639 0.27o
If Westlake Academy is removed
Change Change from this comparison then Municipal
Amount $ Percent Expenditures would show a 8.83%
$2,083,274 8.83% increase of $2.083M
IV. SERVICE LEVEL ADJUSTMENTS
The Town utilizes "service level adjustments" to create an organizational outcome of being fiscal
stewards and tracking our cost increases or decreases. A service level adjustment (SLA) is a request
for any dollars in excess of the baseline/target budget. (FY 2014-15 budget, adjusted for year-end
estimates, less one-time purchases).
There are 2 types of "Service Level Adjustments".
1. Maintain
o Same level of service as previous year, but increased due to inflation, etc.
o Activities that require additional resources to maintain the current level of service due
to growth, new equipment, etc. are considered additions to the baseline/target
budget and are included in the "SLA".
i. New or expanded level of service.
o All requests for new personnel, programs or equipment that represent a new addition
to the current operation are considered additions to the baseline/target budget and
are included in the new costs.
o Show any revenues or reduction in current expenses the new or expanded levels of
service will create
o Designate if item represents an "Unfunded Mandate". An unfunded mandate is a
statute or regulation that requires a state or local government to perform certain
actions, yet provides no money for fulfilling the requirements.
TOTAL AMOUNT
REVENUES $ 9,229,377 $
percentage
EXPENDITURES $ 5,907,757 $
percentage
30
ONE-TIME
8,741,183 $
95%
5,268,270 $
89%
ON-GOING
488,194
5%
639,487
11%
Section 2 Executive
Transmittal Letter
The FY 2015-16 budget reflects a net impact of $3,321,620 in service level adjustments which are
invested in major areas of emphasis through service level adjustments as follows:
REVENUE SLA REQUESTS
SERVICE LEVEL ADJUSMENT TYPE
TOTAL AMOUNT
ONE-TIME COSTS
ON-GOING COSTS
Other resources 96.1%
8,741,183
8,741,183
0
All other 3.9%
488,194
0
488,194
TOTAL REVENUES
$ 9,229,377
$ 8,741,183
$ 488,194
percentage
95%
5%
EXPENDITURE SLA REQUESTS
SERVICE LEVEL ADJUSMENT TYPE
TOTAL AMOUNT
ONE-TIME COSTS
ON-GOING COSTS
Operating Expenditures
Maintenance/replacement 6.9%
9,280
9,280
0
Repair& maintenance 5.1%
6,885
4,000
2,885
Rent& utilities 30.6%
41,234
0
41,234
Service/supplies 57.4%
77,463
83,990
($6,527)
TOTAL
134,862
$ 97,270
37,592
percentage
72%
28%
Payroll and Related
Maintain current 40.0%
240,556
0
240,556
Market adjustment 44.7%
269,033
0
269,033
New employees 15.3%
92,306
0
92,306
TOTAL
601895
$ 0
601895
percentage
0%
100%
Capital Improvement
Capital Projects 100.0%
5,171,000
5,171,000
0
Other Projects 0.0%
0
0
0
TOTAL
$5,171,000
$5,171,000
$ 0
percentage
100%
0%
TOTAL EXPENDITURES
$ 5,907,757
$ 5,268,270
$ 639,487
percentage
89%
11%
NET IMPACT
$ 3,321,620
$ 3,472,913
$ (151,293)
31
Section 2 Executive
Transmittal Letter
V. BALANCED SCORECARD
STRATEGIC THEMES guide the way the Town does business and helps us determine how we
should invest our time and resources. Themes are also indicators of our "pillars of excellence" which
translates our vision and mission statements into focus areas for our community. The Council
identifies each theme and creates a strategic result (or definition) to assist us in telling the Westlake
story. In the budget process, this allows for increased transparency, clarity, and accountability,
providing the Town a framework for demonstrating results. The continued quality and success of this
community does not happen without the diligent effort of a committed team of residents,
Natural
Oasis
Preserve and
maintain a perfect
blend of the
community's natural
beauty.
STRATEGIC THEMES
Exemplary Service &
Governance
We set the standard by
delivering unparalleled
municipal and
educational services at
the lowest cost.
High Quality Planning,
Design, & Development
We are a desirable, well
planned, high-quality
community that is
distinguished by exemplary
design standards.
businesses, community leaders, and staff members.
A STRATEGIC PERSPECTIVE
is a view of the Town's strategy
from a specific vantage point.
The Town's operational model
encompasses our mission, vision,
and values statement, and utilizes
the four Perspectives as a
framework. As the name implies
"a balanced scorecard" is divided
into these perspectives that help
ensure that we focus on the
components necessary to achieve
our strategy and aligns our work
with the vision and mission for our
community.
Exemplary Education —
Westlake Academy
Westlake is an
international educational
leader where each
individual's potential
is maximized.
SLA COSTS BY
PERSPECTIVE
TOTAL
ONE-TIME
ON-GOING
PERSPECTIVE
AMOUNT
COSTS
COSTS
Citizens, Students
168,751
81,000
87,751
& Stakeholders
Financial
(9,229,377)
(8,721,183)
(488,194)
Stewardship
Municipal &
Academic
175
83,990
(83,815)
Operations
People, Facilities,
5,738,831
5,103,280
635,551
and Technology
GRAND TOTAL
$ (3,321,620)
$ (3,472,913)
$ 151,293
Our current perspectives encompass the areas of People, Facilities, and Technology (organizational
capacity building), Municipal & Academic Operations (operational processes), Financial
Stewardship (public funds and financial oversight), and Citizen, Students, & Stakeholders (customer
service). All work together to ensure we create a vibrant and responsive community for our
residents.
32
Section 2 Executive
Transmittal Letter
VI. BUDGET COSTS PER PERSPECTIVE & OUTCOME OBJECTIVE
This budget aligns our organizational priorities contained in the Town's Balanced Score Card by
Perspective, with the resources needed to fund Service Level Adjustments (SLA). This also shows
how these SLA's impact the BSC's strategic objectives within each of the BSC perspective. Further,
it connects how each SLA within each Perspective addresses challenges identified in Section II of
this letter.
CITIZEN, STUDENTS & STAKEHOLDERS
Outcome Objectives: Preserve Desirability & Quality of Life; Increase CSS Satisfaction
• These expenditures include among other programs: promotional videos for the
community, website redesign for residential access, snow plow purchases for safety,
pavement repair, landscape maintenance for quality of life, an increase in our police
services contract, etc.
• Continued progress in this area will address both the regional and local challenges relative
to traffic congestion/demands and mobility.
FINANCIAL STEWARDSHIP
Outcome Objectives: Increase Financial Capacity & Reserves; Increase Revenue Streams
• The reductions in revenue associated with this perspective include among other programs:
reduced expenditures costs for attorney, consulting, engineering, and filing fees, increases
in bond revenue for the fire station, increases in building permit fees, increases in citation
revenue, franchise fees, bond refunding, etc.
• Focus on this perspective and the related objectives will help us meet the challenge of
balanced growth impacting the cost of municipal services.
MUNICIPAL & ACADEMIC OPERATIONS
Outcome Objectives: Maximize Efficiencies & Effectiveness, Encourage Westlake's Unique
Sense of Place, Increase Transparency, Accessibility & Communications
• Bond refunding costs (offset in stewardship SLA's), attorney fees for ordinance updates,
sewer cleanout in remote sections of town, records management software modules,
updating of engineering standards and ordinances with Comp Plan, water utility
engineering and testing etc.
• Gains in our operational efficiencies will allow us to improve in several challenge areas -
such as, the management of development, implementation of the Comprehensive Plan,
and service to our growing permanent population.
PEOPLE, FACILITIES & TECHNOLOGY
Outcome Objectives: Attract, Recruit, Retain & Develop the Highest Quality Workforce,
Improve Technology, Facilities & Equipment, Optimize Planning & Development Capabilities
• Includes capital projects for a new fire station and municipal building, reconstruction and
drainage projects, classroom upgrades, software upgrades, the addition of a full time
firefighter/paramedic, the cost of maintaining existing staffing levels and providing a
market adjustment for current employees, along with increases in insurance and taxes,
etc.
• Any request for staffing increases (other than the firefighter/paramedic) will be evaluated
in conjunction with the performance of our sales/use tax revenue in April of 2016. The
market pay adjustment SLA is being processed with an effective date at the beginning of
the corresponding pay period.
• Challenges in this area will work in tandem with many of the gains found in our operational
improvements; we will enhance our service delivery to our daytime population, manage
enrollment at Westlake Academy and reinvest in our service delivery team
33
TAL CCE
TOTAL
$168,751
TOTAL
$(9,229,377)
TOTAL
$175
TOTAL
$5,738,831
VII. REVENUE ANALYSIS
GENERAL SALES TAX
Section 2 Executive
Transmittal Letter
• Sales taxes for the General Fund are budgeted to increase by $148,000 (4.0%)
o On-going sales tax (all funds) is anticipated to increase by $200,000 based on current year
trend and analysis.
o Presumed one-time amounts are projected to be reduced to $100,000 (as an effort to be
conservative with this type of projection).
• Sales taxes are collected on the sale of goods and services within the Town as authorized by the
State of Texas.
• The maximum sales tax allowed in the State of Texas is 8.25% per dollar on all taxable goods and
services. Funds are collected by the Texas Comptroller of Public Accounts and remitted to the
Town on a monthly basis.
• An amount equal to 1.50% of the taxable sales (75% of local collections) is appropriated to the
Town's General Fund. This total includes the .50% that is received for "Property Tax Reduction".
• The Town also receives an additional .50% sales tax that is recorded in the 4B Economic
Development Corporation Fund.
AD VALOREM PROPERTY TAX
This will be the 6'" year the Town has assessed a property tax. The ad valorem tax rate for the Town
of Westlake continues to be the lowest for municipalities in the immediate area.
The table to the right compares
the ad valorem tax rate in the FY
15/16 adopted budget to the tax M&o
rate in the FY 14/15 budget. I&S
FY 14/15 FY 15/16
Adopted
Adopted
Change
Tax Rate
Tax Rate
Amount
$0.13710
$ 0.13947
$ 0.00237
$0.01924
$ 0.01687
$(0.00237)
$0.15634
$ 0.15634
$ 0.00000
The adopted ad valorem tax rate per $100 of assessed valuation will be the same as the 2014-2015
tax rate of $.15634. This is less than the calculated effective rate of $.15677. As a reminder, the
effective tax rate is the total tax rate calculated to raise the same amount of property tax revenue
for the Town from the same properties in both the 2015 tax year and the 2016 tax year.
This year's property tax levy will raise more revenue from property taxes than in the preceding year
by $66,748, which is a 4.88% increase from last year's budget. The property tax revenue to be
raised from new property added to the tax roll this year is $84,477.
The Total debt obligation for the Town secured by property taxes for various street projects totals
$154,903.
34
Section 2 Executive
Transmittal Letter
Below is a table noting our prior year tax information as well as the estimated revenue for FY 2015-
16. Based on our July certified values, the Town's "net taxable value" increased by $39,035,633
over September's supplemental information for FY 14-15. This is attributable to an 8% increase in
residential and a 9% increase in commercial offset by a decrease of 20% in personal property.
HOTEL OCCUPANCY TAX
Hotel Occupancy Taxes are obtained through the assessment of a 7% hotel occupancy tax.
Authority granted by the State of Texas allows cities to levy a tax not to exceed 7% of the rental rate
for a hotel/motel room. Funds generated by the occupancy tax may be used in a manner that
directly enhances and promotes tourism and the convention and hotel industry. Additionally,
because Westlake has broader statutory authority under State law than most cities to spend
hotel/motel occupancy tax funds for any municipal purpose, the Town has used these funds to
cover costs of various municipal operational costs and capital projects (an example would be
payment of a portion of the debt service for Westlake Academy related bonds).
• Total revenues for FY 2015/16 are budgeted to be $910,000
• Hotel Tax revenues are projected to increase two percent ($20,000) when compared to FY
2014/15 estimated revenues.
UTILITY FUND REVENUES
Utility Fund revenue is primarily comprised of fees for water and wastewater service. The fund also
receives a small portion of its revenue through tap fees and interest income, and currently serves as a
mechanism for collecting and distributing debt service and impact fees.
• Total adopted revenues for FY 2015/16 are budgeted to be $3,615,226
• A 3.2% increase of $111,938 from the FY 2014/15 estimated revenues of $3,503,288
35
FY 11/12
FY 12/13
FY 13/14
FY 14/15
FY 15/16
Actual
Actual
Actual
Estimated
Adopted
Total
$1,106,203,390
$1,224,659,971
$1,243,070,187
$1,272,169,255
$1,301,226,486
Appraised
$65,527,041
$118,456,581
$18,410,216
$29,099,068
$29,057,231
Value
6.30%
10.71%
1.50%
2.34%
2.28%
Net
$917,972,309
$862,968,337
$867,800,338
$901,648,714
$940,684,347
Taxable
67,008,931
-55,003,972
4,832,001
33,848,376
39,035,633
Value
7.87%
-5.99%
0.56%
3.90%
4.33%
Total
$1,442,069
$1,366,542
$1,353,355
$1,426,249
$1,470,666
Tax
184,823
-75,527
-13,187
72,893
44,417
Revenue
14.70%
-5.24%
-0.96%
5.39%
3.11%
HOTEL OCCUPANCY TAX
Hotel Occupancy Taxes are obtained through the assessment of a 7% hotel occupancy tax.
Authority granted by the State of Texas allows cities to levy a tax not to exceed 7% of the rental rate
for a hotel/motel room. Funds generated by the occupancy tax may be used in a manner that
directly enhances and promotes tourism and the convention and hotel industry. Additionally,
because Westlake has broader statutory authority under State law than most cities to spend
hotel/motel occupancy tax funds for any municipal purpose, the Town has used these funds to
cover costs of various municipal operational costs and capital projects (an example would be
payment of a portion of the debt service for Westlake Academy related bonds).
• Total revenues for FY 2015/16 are budgeted to be $910,000
• Hotel Tax revenues are projected to increase two percent ($20,000) when compared to FY
2014/15 estimated revenues.
UTILITY FUND REVENUES
Utility Fund revenue is primarily comprised of fees for water and wastewater service. The fund also
receives a small portion of its revenue through tap fees and interest income, and currently serves as a
mechanism for collecting and distributing debt service and impact fees.
• Total adopted revenues for FY 2015/16 are budgeted to be $3,615,226
• A 3.2% increase of $111,938 from the FY 2014/15 estimated revenues of $3,503,288
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Transmittal Letter
VIII. ADOPTED BUDGET IN A MULTI-YEAR CONTEXT
Evaluating the budget within the context of a longer term forecast is important as it shows whether
we are on the right road financially in FY 2015-16. This excerpt from the updated Financial Forecast
for the Town's General Fund illustrates the trend for the next five years:
GENERAL
ESTIMATED
ADOPTED
FIVE YEAR PROJECTION
FUND
FY 14/15
FY 15/16
FY 16/17
FY 17/18
FY 18/19
FY 19/20
FY 20/21
Revenues &
Transfers In
8,257,892
8,545,767
9,369,793
8,332,690
8,645,366
9,945,772
9,095,465
Expenditures &
(8,238,101)
(8,146,779 )
9,137,573
( )
9,189,487
( )
9,224,625
( )
9,612,063
( )
( 9,843,734)
Transfers Out
Net Total
$19,791
$398,987
$232,220
-$856,797
-$579,260
$333,710
-$748,268
Beginning 6,788,964 6,808,755 7,207,742 7,439,962 6,583,165 6,003,906 6,337,615
Fund Balance
Ending Balance $6,808,755 $7,207,742 $7,439,962 $6,583,165 $6,003,906 $6,337,615 $5,589,347
(projected)
Total 295,886 306,659 312,792 319,048 325,429 331,938 338,576
Restricted Funds
Operating 338 339 304 257 230 233 199
Days
IX. BUDGET APPROACH, FORMAT, AND METHODOLOGY
BUDGET APPROACH
As required by State law, the Town's FY 2015-16 municipal budget has been prepared with the base
assumption that the Town's first priority is to have a balanced budget. The budget has also been
prepared according to these criteria:
• It is our priority to fund and deliver high quality core municipal services along with academic
services for our citizens, students and stakeholders.
• Service levels are in alignment with residential feedback regarding priorities from our most recent
2015 Direction Finders (citizens') survey results and the Town's strategic planning efforts through our
comprehensive work in identifying strategic themes, outcome objectives, and staff initiatives.
BUDGET FORMAT: GOVERNING & MANAGING FOR OUTCOMES
As our community has grown our organization has developed a comprehensive governance
system through the use of our citizen survey results, policy development by the governing board,
and our strategic framework with a strategy map to help guide staff efforts to achieve our mission
and vision for the Town. Our system also integrates the following elements:
• Five (5) year financial, personnel, and equipment forecasting, budgeting, and performance
measurement linked to strategic priorities, objectives, and outcomes to ensure a long term
approach that provides financial sustainability
• Aligning resources to prioritized outcomes
• Reporting to monitor progress in outcome achievement and accountability for results
• Utilizing citizen surveys to gauge service satisfaction levels with Town services and resident willingness
to pay for those services
• Maintaining core services
• Funding and implementing a Five (5) Year Capital Improvement Plan (CIP) and major maintenance
and replacement
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BUDGET METHODOLOGY
Certain assumptions, parameters, and approaches were utilized as the budget document was
prepared, which are consistent with our overall Town philosophy of focusing on fiscal stewardship
and responsibility while providing services for our community. These include:
• Readily identifying and tracking cost increases as they relate to maintaining or increasing services
• Identifying the use of fund balance(s), inter -fund transfers, employee compensation increases
• Adherence to the Council's financial policies
• Maintaining minimum fund balances that exceed the Council policy requirements (90 day fund
balance)
• Conservative revenue estimating that identifies one-time and on-going revenues
• Review of all base budgets, as well as service level adjustments due to cost increase and/or
inflation. Programs of service were analyzed and 'scrubbed' during budget review sessions with the
Senior Leadership Team.
• Estimated expenditures for current levels of service in FY 2015-16 were achieved by:
o Adjusting for actual spending in FY 2014-15
o Deducting one-time FY 2014-15 expenditures to create the base budget for the
coming fiscal year. Any anticipated cost increases (due to inflation or program cost
escalations) were identified and separated from the current base budget in the form
of Service Level Adjustments (SLA's).
FUND BALANCE POLICIES
As a small community, we are always mindful of our existing resources and the goal we hold to be
fiscally responsible. All budgetary expenditures are submitted while keeping these factors in mind
and our need to maintain a healthy fund balance is monitored on a consistent basis. The policy
document contains our management philosophy as it relates to being fiscally conservative, which
is thoroughly explained to any new employee and routinely discussed with existing staff when
expanded service levels are proposed. For instance, we consistently look to leverage
intergovernmental relationships through the utilization of our surrounding municipalities for service
provision and/or through the use of public-private partnerships with our stakeholders. We routinely
monitor our fiscal position and report our efforts to the Council on a quarterly basis.
Our Capital Improvement Plan (CIP) is prepared prior to our budget discussion to ensure we have
an accurate long-term view on infrastructure needs and the impact to our operating finances and
we have created capital replacement funds with an annual analysis of fleet, facilities, and
equipment needs.
Our revenue stream projections are prepared in a conservative manner to provide our elected
officials with an accurate overview of our positions and to avoid any potential negative impact to
our collection efforts that would create a budget shortfall. In looking toward our debt
management policies, our CIP projects are prioritized and evaluated each year in tandem with our
current debt service levels and in the review of potential new investments over an extended
period of time.
One of our guiding principles is to provide a comprehensive financial document that ensures we
continue to serve the Westlake community with the necessary resources.
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Section 2 Executive
Transmittal Letter
X. INVESTMENTS AND ACHIEVEMENTS
Over the previous fiscal year, the Town has achieved and/or is continuing to work toward important
initiatives and projects that will allow us to balance our "distinctive development, trails, and quality
of life amenities amidst an ever expanding urban landscape." These include:
• Achievement and recognition for our transparency efforts and our fiscal stewardship through
receipt of the following:
o Distinguished Budget Presentation Award from the Governmental Finance Officers
Association (GFOA) marking the 7,h year in a row that we have received this honor for our
municipal budget and the 5th year for our educational services budget (Westlake
Academy).
o International Award for Budget Excellence from the Association of School Business Officials
International for the past five years.
o Certificate of Achievement for Excellence in Financial Reporting for our Comprehensive
Annual Financial Report (CAFR), also known as the annual audit which has also been
recognized through GFOA for the last six years.
o Award for Outstanding Achievement in Popular Annual Financial Reporting (PAFR), by
converting much of the CAFR document into an easy -to -read format for our residents.
This was the Town's second year to achieve this award.
• Invested in an update of our existing Comprehensive Planning document as we worked with the
Town Council, residents, and the appointed steering committee members to memorialize our
community vision in the new document. Our current version was compiled in 1992 and many
changes have occurred since that time. Progress continues through the facilitation efforts of an
outside consultant as we move into the final phases with the updating of the associated ordinances
that support the Plan.
• Invested in the third iteration of our strategic plan through the use of the Balanced Scorecard
system. Council members worked with an outside consultant to create strategic themes and
updated our vision, mission, and values statements for Westlake. Staff then identified outcome
objectives, created a Tier One Strategy Map, and developed performance measures for Council
adoption. We also began reporting the approved performance measures to the governing board
this fiscal year.
• Invested in the Town's open enrollment charter school as Westlake Academy, completed its 121h
year of operation and graduated our 6th class of seniors with 54 students.
o Westlake Academy continues to have excellent academic and extra -curricular results
and is ranked among the best high schools in America: Washington Post ranked us as
42nd out of 2,300 schools across the nation.
• Invested in the Town's CIP ($1.7M) mainly through the continued progress of Phase 3 of the FM
1938/Davis Blvd. Streetscaping improvements.
o Invested approximately $100K in trail and park improvements; $100K in an outdoor
warning siren for emergency weather related events
o Invested a total of $316K in the Town's infrastructure through reconstruction and drainage
improvements on Sam School Rd. and Dove Rd.
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XI. PRIOR FISCAL YEAR'S BUDGET THEME
As stated previously, the theme for the budget is "Forging Westlake, Writing the Next Chapter". In
2010-11, the Council set an ad valorem tax rate to address our financial sustainability, and also
began investing in our infrastructure through our Capital Improvement Plan to help maintain the
sense of place for Westlake. We have also experienced growth in residential developments, a
potential mixed-use project, physical plant expansion at the Academy and multiple avenues of
organizational growth.
Over the last several years, we have incorporated a `theme' into our budget document identifying
the current trends or issues facing our community and as a method to focus our service provision
levels for our community. The last few themes are shown below:
• FY 2011-12 - "Investing in Our Future" (ad valorem property tax implemented to stabilize our
revenue streams and provide for financial sustainability)
• FY 2012-13 - "Driving Service Excellence" (focused on our ability to deliver excellent
customer service)
• FY 2013-14 - "Moving Forward Together. A Growing Community, A Growing School"
(expansion at the Academy and infrastructure reinvestment)
• FY 2014-15 "Community Growth on the Horizon" (recognizing the growth that was about to
occur)
XII. CLOSING THOUGHTS
The development of a comprehensive budget document, such as this, is the result of a high
performing team focused on the overall goals and objectives established by the Council
according to the perspectives that create a high performance organization: customer service,
excellent service delivery (operations), financial stewardship and organizational and personal
development. As previously mentioned, we are extremely fortunate to have a staff team and
governance structure, focused on developing Westlake into a truly unique community. We have
worked with the Council to refine our strategic direction for municipal services and communicate
this through the organization. This type of investment will produce relationships that sustain our
community and ensure the responsible use of the public funds that have been entrusted to us for
our Town.
Our community has recently faced many decisions which have helped to shape our future and
guide our growth. We have expanded our capacity as an organization through:
• Continued work and professional development with the Balanced Scorecard Institute to
refine and develop our strategic planning document.
• The reporting of our performance measures for municipal services.
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Section 2 Executive
Transmittal Letter
• Elected official governance and professional development sessions to improve our
proficiency in those areas.
• Short and long-term focus on fiscal management that involves responsible budgeting and
transparency for our citizens.
• Communication and outreach efforts to our stakeholders via the continued use of
personalized neighborhood meetings, social media outreach (Facebook, Twitter), corporate
partnerships, and our website information. As well as through or Simply Westlake magazine
publication.
• The first full use of the building expansions for the Academy campus with a Fieldhouse, Multi-
purpose building and Secondary educational classrooms.
• The first full academic year of an Executive Principal / Director of Education for Westlake
Academy and an MYP Principal.
• The redevelopment of the Academy strategic planning document; the Tier One Strategy
Map was cascaded to our academics services department and a Tier Two map was
developed to address the specific needs of the service area while maintaining alignment to
the long term strategy for the Town of Westlake.
• Final platting and development for Phase 1 of, Granada, a new 84 home residential
development; along with the associated public open space and trail enhancements that
are included in the project.
• Initiation of infrastructure and construction for, Entrada, our 84 acre mixed-use development.
All of these efforts are necessary to create the one -of -a -kind community that Westlake residents
cherish and enjoy, one that allows us to continue to focus in the coming fiscal year on growth and
responsible development. We exist as a municipal corporation for one reason and one reason
only: to prioritize and deliver the best services possible with the resources provided to achieve an
exceptional quality of life. The staff members remain committed to this challenge and pursue this
goal each day.
High praise is due to the Senior Leadership Team for their work on this budget. Additional
recognition and thanks are due to our Director of Finance Debbie Piper, and Finance Supervisor
Jaymi Ford, for their efforts in assembling the budget document. It takes long hours and attention
to detail to assimilate all the various factors that may affect our community into a comprehensive
financial and policy document that is `user friendly'. I appreciate their dedication and the effort
they have invested in this process. Finally, on behalf of myself and the entire Town Staff, I would like
to extend thanks and appreciation to the Westlake Town Council. Your countless volunteer hours,
late evenings, and continued support, are invested in the governance of and leadership for
Westlake, which makes it a true honor to serve the community, and your dedication is foundational
to any success we achieve!
Respectfully,
Thomas E. Brymer
Town Manager/Superintendent Westlake Academy
40
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Section 2 Executive
Strategic Plan
BALANCED SCORECARD
The Town Council and staff retained the services of a consultant from the "Balanced Scorecard
Institute" to review our existing strategic framework, along with the mission, vision, and values
statement of the Town. The balanced scorecard system is designed to communicate our strategy
throughout the organization/community, align our daily work activities to the overall vision, serve as
the framework for prioritizing services, and utilize performance measures to evaluate our successes
and opportunities.
The Balanced Scorecard is a strategic planning and management system that is used extensively in
business and industry, government, and nonprofit organizations worldwide to align business
activities to the vision and strategy of the organization, improve internal and external
communications, and monitor organization performance against strategic goals.
In short, it is a tool that businesses use to ensure that their work meets their goals in a measurable
way by connecting organizational strategy to the work people do on a day-to-day basis, i.e. "You
said ... we did..."
The graphic at the right
illustrates the Balanced
Scorecard approach and the
following pages of this section
demonstrate how Westlake
has aligned with this
framework.
Components include the
o Vision, Mission, Values,
o Perspectives,
o Strategy Map,
Performance Measures
o Strategic Initiatives.
Each element is critical to the
success of the municipality
and helps us evaluate and
communicate our
performance.
Upon review of the existing
mission and vision statements,
the Council provided feedback
to the Town staff and requested
STRATEGIC PLANNING & MANAGEMENT
WITH A BALANCED SCORECARD
STRATEGIC
ALTITUDE
30,000 ft.
MISSION
I
VISION
25,000 ft. STRATEGIC
PERSPECTIVES
STRATEGIC
THEMES AND RESULTS
15,000 ft. STRATEGIC OBJECTIVES
$ STRATEGY MAP 11/
PERFORMANCE MEASURES
AND TARGETS
Ground STRATEGIC INITIATIVES
Level
an updated version for review. Staff reviewed the previous version and created a more succinct
statement that identifies the unique service provision programs, describes our commitment to
personal customer service, and outlines the financial stewardship component which is important to
our community.
After the staff analyzed the Town's strengths and weaknesses, as well as the opportunities and
threats we face (SWOT), the information was presented to the governing Council during a retreat in
May of 2013.
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Section 2 Executive
Strategic Plan
MISSION
The mission statement describes what must be done to achieve the adopted vision. Town Council
has adopted the following Mission statement for the Town:
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.
VISION
The town's vision statement outlines what we strive to be. Upholding such a statement is a task that
requires effort on multiple levels. The balanced scorecard system will help ensure that the Vision of
the Town remains true in years to come.
"An oasis of natural beauty that maintains our open spaces in
balance with distinctive developments, trails, and quality of life
amenities amidst an ever expanding urban landscape."
VALUES
Driving how the Town accomplishes its work are our corporate values. These are the principles that
we hold important and standards by which the Town operates. These values, as adopted by the
Town Council, and are designed to guide Town staff in their day to day work and the Council as it
conducts its business:
INTEGRITY -DRIVEN GOVERNMENT
Transparent
Sense of Community
Strong Aesthetic Standards
Informed & Engaged Citizens
Preservation of our Natural Beauty
43
Innovation
Fiscal Responsibility
Educational Leaders
Family Friendly & Welcoming
Planned Responsible Development
Section 2 Executive
Strategic Plan
STRATEGIC PERSPECTIVES
A Perspective is a view of the Town from a specific vantage point. Four basic perspectives are
traditionally used to encompass a Balanced Scorecard organization's activities. The Town's business
model, which encompasses mission, vision, and strategy, utilizes the four Perspectives as a
framework: A balanced scorecard is divided into four unique perspectives that help the Town
focus on the strategy that has been aligned to the vision and mission for our community.
The four perspectives of the plan, which were customized by the Council, are as follows:
STRATEGIC PERSPECTIVES
Citizens, Students,
and Stakeholders:
viewed through the eyes
of our customers and
stakeholders
STRATEGIC THEMES
Financial
Stewardship: _
Financial oversight;
effective use of resources
Municipal and
Academic Operations:
focuses on processes that
create value for the
customers and
stakeholders
People, Facilities,
& Technologies:
involves, work culture,
innovation, leadership,
governance, tools and
technology necessary to
provide services
The Council grouped this information along with the major components of our previous strategic
plan and ranked the importance of the concepts according to each area of concern. The final
activity involved the formation of our "strategic themes" for the municipal services.
Town staff then constructed
strategy maps for each theme,
identified a strategic result, Natural
populated the maps with Oasis
strategic objectives and Preserve and
created an objective maintain a
commentary document. All of perfect blend
this sets the framework for a of the
community's
STRATEGIC THEMES
Exemplary
Service
& Governance
We set the
standard by
delivering
unparalleled
municipal and
comprehensive Tier One map natural educational
for the municipal program of beauty. services at the
services. The current Balance lowest cost.
Scorecard was adopted by Council in September 2014.
High Quality
Planning, Design, &
Development
We are a desirable,
well planned, high-
quality community
that is distinguished
by exemplary
design standards.
Exemplary
Education
Westlake is an
international
educational
leader where
each
individual's
potential
is maximized.
The Town Council has worked closely with staff to adopt a management system based on the
Balanced Scorecard framework. This was developed to help the Town direct its own destiny rather
than allow future events to do so. Through sound business principles the Town is able to more
effectively provide services to the citizens of Westlake, increasing both efficiency and customer
satisfaction.
Ultimately, it guides the way the Town does business and helps us determine how we should invest
our time and resources. In the budget process, this allows for increased transparency, clarity, and
accountability, providing the Town a framework for demonstrating results. The continued quality
and success of this community does not happen without the diligent effort of a committed team of
residents, businesses, community leaders, and staff. Years of consistent planning and strategic
thinking has brought Westlake where it is today.
44
Section 2 Executive
Strategic Plan
OBJECTIVES AND PERFORMANCE MEASURES
Performance measures hold government departments accountable. While allowing them to
recognize their successes and adjust programs of service that are under performing. Because
performance measures are determined according to the Strategy Map, it becomes evident how
each department aligns with Town goals, and how well departments are meeting the expectations
set by the Strategy Map.
PERSPECTIVES OBJECTIVES PERFORMANCE MEASURES
Alignment between comp plan, zoning & dev. Regulations
Preserve Desirability • Ratio of exemplary schools in/around Westlake
& Quality of Life • Enrollment composite (capacity vs. wait list)
Citizens, • Student successes from WA
Students, • Direction Finder survey results
And Attrition rate
Stakeholders • Average length of time residents live in Westlake
Increase Percentage of leavers (all)
CSS External validation points (awards per year)
Satisfaction Direction Finder survey results
• Percentage of violations issued to residents due to failure to
meet development/code requirements
i
Increase Financial . Fund Balance
Financial Capacity & Reserves • Quarterly financial report data
Stewardship Increase • Local revenue monitoring
Revenue Streams • Percent of revenues budgeted
• Percentage of time spent on Q2 planning and
implementation
Maximize Efficiencies • Number of policies and procedures updated/passed
& Effectiveness (quarterly)
• Number of internal processes reviewed and updated each
Municipal quarter
And Encourage . Percentage of first submission plans that meet
Academic Westlake's Unique environment/development goals
Sense of Place • Percentage of CSS participation events/meetings
Operations
• Increased survey completion (All)
Increase Transparency, Direction Finder survey (effectiveness of town
Accessibility & communications, effort to keep residents informed,
Communications opportunities for public input and availability of town records.
• Email/website statistics
• Percentage of qualified candidates within applicant pools
Attract, Recruit, Retain Time to fill positions
& Develop the Highest Percent of increased competency specific
Quality Workforce Employee turnover rate
People, Employee satisfaction results
Facilities, Overtime vs. Comp time
and Improve Technology, Critical infrastructure downtime
Facilities & Equipment Cost of repairs vs. replacement costs
Technologies Projected CSS
growth
Optimize Planning & Direction Finder survey results
Development Capabilities Percentage of deadline compliance
45
Section 2 Executive
Strategic Plan
These performance measures help determine the quantity and quality of our work, as identified in
our plans. We consistently evaluate our work and review our performance quarterly because we
firmly believe that what gets measured gets done.
In addition to monitoring these performance measures, the Town of Westlake also desires the
opinion of its citizens. Every two years Westlake undertakes a broad citizen survey designed to
measure government performance and to gauge the current and future needs of residents. This
survey is an incredibly useful tool within the strategic management system, and it allows Town
services to be tailored based upon citizen attitudes. Westlake's performance measures are
evolutionary and undergo on-going review.
As we improve our ability to gather and mine data about our work, we will be able to add
performance measures to the departmental business plans as a gauge of success. These
departmental efficiency and effectiveness measures will be grouped with the appropriate
outcome objective then fed into the Town -wide scorecard to give an overall picture of the Town's
performance.
As the Town continues to develop these scorecards, measurement units, data sources, and targets
will be refined. Through quarterly performance reviews, departmental performance is documented.
Trends are also tracked over time through budget documents.
TOWN OF WESTLAKE STRATEGY MAP
Citizens,
Preserve
Students &
Desirability & Increase CSS
Quality of Life Satisfaction
Stakeholders
Financial
Increase Increase
Financial Capacity Revenue
Stewardship
/ Reserves Streams
Municipal & Maximize Encourage Increase
Academic Efficiencies & Westlake's Transparency
Effectiveness Unique Sense Accessibility &
Operations �� of Place Communications__0
People, Attract, Recruit, Improve Optimize
Facilities & Retain &Develop Technology, Planning &
Technology the Highest Quality Facilities & Development
gy Workforce Eauipment Capabilities
46
Section 2 Executive
Strategic Plan
WESTLAKE'S STRATEGIC DEVELOPMENT / BUDGET CYCLE
Establishing a link between a Town's strategy and budget is fundamental to effective public
budgeting. Westlake works hard to connect the strategy management system to the budget
process. Incorporating the Strategy Map into resource allocation decisions ensures the Town
budget reflects the priorities of the Town Council. The illustration below depicts the annual process
of developing the Town's budget.
The budget process, like the Strategy Map, connects each department to the organization as a
whole. At the micro level, Town departments work to provide quality services to the citizens of
Westlake. At the macro level, departments use the Strategy Map to make budgetary requests to
help and guide long range planning so that these services can be performed.
As the Budget Cycle
illustration indicates,
the process never
ceases.
At the beginning of
each fiscal year, in
October, we
conduct or review
the results from the
most recent citizen
survey; this aids staff
in focusing its work
for the coming year.
Then a meeting with
Town Council
provides an
opportunity to review
the strategic
direction, followed
by the creation of
departmental
business plans.
In order for funding to
be allocated,
departments must
follow the Strategy
Map to align requests
December
N ove m b Prpato
Anal Audit
TMOIDepts
F-ke
Annual Hepar[
October
Gens s
FJnpbo ece
dTk llavarinr
January
Februa
�aY..
Annual Audit
Pre�t
Annual Audit
1st Quarter
M C—n.
Reporting
March
Sunney
Preparation
W .t
1—ter
carting
•tis
'CIP Plsnnng
with the goals, lune
mission, and vision of
Westlake. Strategic
planning plays an
integral role in the
development of each
year's budget and ensures the Town's ability to meet the needs of a growing community.
effective, the Town must direct resources to those areas most essential to the community's
wellbeing.
47
-Budget
icciicoff
-Cr _
SmreY
To be
T4 -SIT is i�ct�,rctiaaa�� ��aa�
m
Evi
Section 2 Executive
Budget Overview
BASIS OF ACCOUNTING
The term "basis of accounting" is used to describe the timing of recognition, that is, when the
effects of transactions or events should be recognized.
The accounts of the Town are organized on the basis of funds, each of which is considered to
be a separate accounting entity. All governmental fund types are budgeted and accounted
for on a Generally Accepted Accounting
Practice (GAAP) basis for financial statement GOVERNMENTAL
presentations. Accounting/Budgeting Basis;
The Town's accounting system is organized and
operated on a fund basis. A fund is a group of
functions combined into a separate accounting
entity having its own assets, liabilities, equity,
revenue and expenditures/expenses.
Modified Accrual
General Fund
2. Lone Star Fund
3. Visitor Association Fund
4. Economic Development Fund
5. 413 Economic Development Fund
The types of funds used are determined by
6. Debt Service Fund
generally accepted accounting principles. The
number of funds established within each type is 7. Westlake Academy
determined by sound financial administration. 8. Capital Projects Fund
9. Westlake Academy Expansion Fund
BASIS OF BUDGETING 10. Public Improvement District
The term "basis of budgeting" refers to the conversions for recognition of costs and revenue in
budget development and in establishing and reporting
PROPRIETARY
appropriations that are the legal authority to spend or
Accounting/Budgeting
collect revenues.
Basis; Full Accrual
The Town uses a modified accrual basis for budgeting
1. Cemetery Fund
governmental funds. Proprietary funds are budgeted using
2. Utility Fund
full accrual concepts. All operating and capital
expenditures and revenue are identified in the budgeting
3. Utility Maintenance
process because of the need for appropriation authority.
& Replacement Fund
4. General Maintenance
The budget is fully reconciled to the accounting system at & Replacement Fund
the beginning of the fiscal year, and in preparing the CAFR 5. Vehicle Maintenance
at the end of the fiscal year. A number of GAAP & Replacement Fund
adjustments are made to reflect balance sheet requirements and their effect on the budget.
These include changes in designations and recognition, via studies and analysis, of accrued
liabilities. Amounts needed for such long-term liabilities as future payoff of accumulated
employee vacation is budgeted as they budgeted as projections and once recognized are
adjusted for actual amounts.
50
Section 2 Executive
Budget Overview
F 'L�11� r -en, , 111 VA_A WOUI
The budget is designed to help the reader locate both financial and non-financial information in
a timely fashion.
The Fund Sections are broken down between General Fund, Westlake Academy Fund, Special
Revenue Funds, Debt Service Fund, Enterprise Funds, Internal Service Funds, and Capital Projects
Fund. Each Fund contains the following information:
• "Fund Overview" describing the function of the fund and explaining the variances
between the revenues and expenditures of FY 2014/15 and FY 2015/16
• "Program Summary" of revenues and expenditures.
Also included are sections detailing the Capital Improvement Plan, Long -Term Planning,
Glossary of Terms, Acronyms, Fiscal and Budgetary Policy, Investment Policy, Strategic Plan and
the Town ordinance related to the adoption of the budget (after adoption). The final
component is an Appendix section.
BUDGET FUND STRUCTURE
Governmental Fund types:
The fund types use a financial resources measurement focus and utilize the modified accrual
basis for accounting and budgeting. Under the modified accrual basis of accounting, revenues
are recorded when susceptible to accrual, meaning that it is measurable and available.
Available revenues are defined as those funds that are collectable within the current period, or
collectable within a timeframe to pay liabilities of the current period.
Expenditures generally represent a decrease in net financial resources and are recorded when
a measurable fund liability is incurred. In some instances, such as the incurrence of long-term
debt, expenditures related to interest on the debt is recorded in the period that it is due.
Proprietary Fund types:
The fund types are accounted and budgeted for on a cost of services, or "Capital
Maintenance" measurement focus using the accrual basis of accounting. Under the accrual
basis of accounting, revenues are recognized when earned and expenses are recognized when
incurred. For purposes of this budget presentation, depreciation is not displayed and capital
expenditures and bond principal payments are shown as uses of funds.
Major funds represent the significant activities of the
Town and basically include any fund whose revenues or
expenditures, excluding other financing sources and
uses, constitute more than 10% of the revenues or
expenditures of the appropriated budget
51
MAJOR FUND PERCENT'
General Fund 420
Utility Fund 35%
Westlake Academy 7%
Section 2 Executive
Budget Overview
GOVERNMENTAL FUND TYPES
Governmental fund types are those through which most governmental functions of the Town are
financed. The acquisition, use, and balances of the Town's expendable financial resources and
the related liabilities (except those accounted for in the Proprietary and Fiduciary Fund types)
are accounted for through Governmental Fund types.
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The General Fund is the general operating fund of the Town. It is used to account for all
Town revenues and expenditures except those required to be accounted for in other funds.
Major functions financed by the General Fund include Finance, Administration, Building &
Code Compliance, Fire/EMS, Public Works, Facilities and Grounds Maintenance, Human
Resources, Parks and Recreation, Information Technology, and Engineering. Sources of
revenue include sales and use taxes, development fees and permits, court revenue, and
franchise taxes. The former Westlake Property Tax Reduction Sales Tax Fund received its
funding from a '/2 cent sales tax levy that was previously earmarked for the 4A Economic
Development Corporation. The purpose of this fund was to reduce local property tax rates
throughout Texas by providing cities with an additional unrestricted revenue source. These
funds may be used for general Town expenditures, capital projects, or debt service. This
fund was closed at FY 2010/2011 year end and revenues are now being recorded in the
General Fund.
52
Overview
The Debt Service Fund is established to account for, and the payment of, general long-term
debt principal and interest. This fund provides a clearer accounting of ongoing debt
obligations compared to operating budgets
scheduled payments for all bond issuances.
The 4B Economic Development Corporation Fund is a local option established under
the Texas local government code. 4B funds are generated from a Y2 cent sales tax
The Economic Development Fund was set up to maintain all receipts and
disbursements of agreements between the Town and various corporations for
There was confusion regarding the additional revenues
being recorded in the General Fund and offset by expenditures. These balances offset
to zero but skewed the analysis of each. This fund is used to create more transparency
to the public regarding these receipts and payments.
The Public Improvement District Fund accounts for monies received from bond
is, inspection fees and payments related to the Solana Public Improvement
The District was created by ordinance in February 2014 to finance the
construction of public infrastructure (such as water lines and streets) in the Entrada
subdivision. Revenues deposited into the PID Fund are used to cover engineering,
consulting, legal, and advertising costs attributable to Entrada development and
construction.
The Visitors Association Fund receives its primary funding from a 7% hotel occupancy
tax adopted by the Town of Westlake in FY 1999/2000. Proceeds from the hotel
occupancy tax are required to be used in accordance with statutory parameters
including the promotion of travel and tourism in the Town of Westlake. Additionally,
because Westlake has broader statutory authority under State law than most cities to
spend hotel/motel occupancy tax funds for any municipal purpose, the Town has used
these funds to cover costs of various municipal operational costs and capital projects
(an example would be payment of a portion of the debt service for Westlake
Academy related bonds).
The Lone Star Public Facilities Corporation was founded in 1996 and was designed "to
provide for the acquisition, construction, rehabilitation, repair, equipping, furnishing
and placement in service of public facilities in an orderly, planned manner and at the
lowest possible borrowing costs." The ideas was to "acquire, through the issuance of
installment sale obligations, office buildings located within the State of Texas but
outside the boundaries of Westlake, whose tenants will be limited to those entities
which are qualifying tenants under applicable federal income tax law so that the
interest payable with respect to the installment sale obligations will be exempt from
federal income taxation." There has been no activity in the fund for several years.
53
Section 2 Executive
Budget Overview
4. Capital Project Funds consist of the following;
• The Capital Projects Fund tracks the infrastructure and building projects (other than
those financed by proprietary fund types), funded with general operating transfers,
intergovernmental revenue, bond funds and other special funding methods. Capital
expenditures are clearly identified by their respective funding sources, and projects
are shown in a clear, concise format.
• The Westlake Academy Expansion Fund tracks the Westlake Academy Master Facility
Plan that was adopted by the Westlake Town Council/Board of Trustees in November
2012. An Economic Development Agreement was executed between the Town and
Maguire Partners -Solana Land, L.P. requiring the developer to pay $10,000 for each
residential lot associated with the Granada subdivision. These funds are transferred to
the WAE fund for future expansion use.
5. The Westlake Academy Fund incorporates all funds related to the Town of Westlake's
Charter School, Westlake Academy. This fund encompasses all operations and maintenance
related to the school as well as State public school funding, Federal and state grants, and
private donations used to support the daily school operations of the Academy.
PROPRIETARY FUND TYPES
Proprietary fund types operate in a manner similar to private business utilizing an accrual basis of
accounting.
54
Section 2 Executive
Budget Overview
Enterprise Funds
Account for operations of governmental facilities operated in a manner similar to commercial
enterprises where the intent is to recover, in whole or in part, the costs and expenses of
providing goods and services to the public. Revenues are typically generated through usage
fees based on individual demands of each customer. Enterprise funds may be used when the
governing body has determined that periodic determination of revenue earned, expenses
incurred, and/or net income is appropriate for capital maintenance, public policy,
management control, accountability, or other purposes.
• The Cemetery Fund includes all operations associated with the 5.5 acre cemetery
located on J.T. Ottinger Road which was acquired during the year ended September
2008.
• The Utility Fund accounts for water, wastewater and telecommunications conveyance
(duct bank) services for the residents of the Town. All activities necessary to provide
such services are accounted for in the Fund, including administration, operations,
maintenance, financing and related debt service, and billing and collection.
Additionally, the Town collects monthly solid collection fees in this fund which are paid
to the Town's solid waste franchisee.
Internal Service Funds
Account for services and/or commodities furnished by a designated program to other
programs within the Town. Funds include the following:
• The General Maintenance & Replacement Fund (GMR) is an account to offset the
future costs of repair and/or replacement of large capital assets due to age and use.
Contributions from the Town's General Fund are transferred on an annual basis;
resulting in a cash balance which mitigates the cash flow impact of large
maintenance and capital replacement costs.
• The Utility Maintenance & Replacement Fund (UMR) is an account to offset the future
costs of repair and/or replacement of large capital assets due to age and use.
Contributions from the Town's Utility Fund are transferred on an annual basis; resulting
in a cash balance which mitigates the cash flow impact of large maintenance and
capital replacement costs.
• The Vehicle Maintenance & Replacement Fund (VMR) was created to provide a
mechanism for the long term repair and replacement of Town vehicles.
55
71
Section 2 Executive
Budget Overview
RELATIONSHIP BETWEEN FUNDS AND DEPARTMENTS
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GENERAL FUND
General Fund
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
SPECIAL REVENUE FUNDS
4B Economic Development
✓
Economic Development
✓
Public Improvement District
✓
✓
✓
✓
✓
✓
Visitors Association
✓
✓
✓
✓
✓
✓
✓
Lone Star Public Facilities
✓
DEBT SERVICE FUNDS
Debt Service
✓
ENTERPRISE FUNDS
Cemetery Fund
✓
✓
500 Utility Fund
✓
✓
✓
✓
✓
INTERNAL SERVICE FUNDS
Utility Maintenance & Replacement
✓
General Maintenance & Replacement
✓
✓
✓
✓
✓
Vehicle Maintenance & Replacement
✓
✓
✓
✓
✓
CAPITAL PROJECT FUNDS
Capital Project Fund
✓
✓
✓
✓
Westlake Academy Expansion
✓
✓
✓
ACADEMIC FUNDS
Westlake Academy
✓
✓
✓
✓
✓
✓
✓
✓
✓
56
G1I
Section 2 Executive
Budget Process
The Town of Westlake staff is pleased to present the 2015/16 annual operating budget, which is
the product of many hours of preparation as well as a response to ever-changing internal and
external influences. The Town of Westlake's 2016 fiscal year begins on October 1, 2015 and ends
September 30, 2016. It provides the framework to implement the Town's vision, mission and
value statements as set out by the Town Council.
BUDGET PREPARATION
As in previous years, efforts have been made to control expenditures while continuing to deliver
an excellent level of service to our citizens. Concentrated efforts have been made to produce
a document that clearly illustrates the uses of Town resources in a format that may be utilized as
a resource tool by the Town Council, Town staff, and the citizens of Westlake. Our budget
preparation process continues to be refined on an annual basis, operating within clearly defined
budget preparation guidelines.
Budgeting is an essential element of the financial planning, control and evaluation process of
municipal government. The "operating budget" is the Town's annual financial operating plan.
The budget includes all of the operating departments of the Town, the debt service fund, all
capital projects funds, and the internal service funds of the Town. The proposed budget will be
prepared with the cooperation of all Town departments, and is submitted to the Town Manager
who makes any necessary changes and transmits the document to the Town Council. A budget
preparation calendar and timetable will be established and followed in accordance with State
law.
A "bottom-up" approach is used to solicit input from the staff Leadership Team as to their
operations' needs with an emphasis on:
• Identifying costs to provide the current level of services.
• Identifies additional cost increases needed to maintain the current level of service.
• Additional resources necessary to provide new or increased levels of service.
• Delineating changes in fund balance levels for each fund.
The following procedures, which are guided by generally accepted budgeting practices, has
been established:
• The annual operating budget presents appropriations of expenditures and estimates of
revenues for all local government funds. These revenues include sales and use taxes, ad
valorem property tax, citation revenue, franchise taxes, mixed beverage taxes, license
and permit fees, development fees, sales of printed material, interest income, water and
sewer utility revenue, duct bank leases, and miscellaneous revenues.
• The annual operating budget illustrates expenditures, anticipated revenues, and the
estimated impact on reserves.
• Budgets for each department are broken down into specific cost components, including
payroll/salaries, payroll related & benefits, supplies, services, insurance, repair &
maintenance, rent & utilities, economic development incentives, and capital outlay.
• Revenue projections are prepared for each revenue source based on an analysis of
historical revenue trends and current fiscal conditions.
• The budget process includes a multi-year projection of all required capital improvements.
• Goals and objectives have been developed for each department and are incorporated
into the evaluation of employees and performance of the organization.
• A budget message summarizing local financial conditions and principal budget issues is
presented to the governing council along with the annual budget.
W
Section 2 Executive
Budget Process
EFFECT OF PLANNING PROCESSES ON THE OPERATING BUDGET
The Town of Westlake utilizes several planning processes that affect the development of the
operating budget. Effective planning processes assist the Town in assessing the financial
implications of current and proposed policies, programs, and assumptions. An effective plan
illustrates the likely outcomes of particular courses of actions.
W1
Type Of
Description Of
Budget
Name
Planning Process
Planning Process
Impact
General Government
Five-year operating plan
Forecast of revenues,
Allows for
Long -Range
to facilitate financial
expenditures, service levels
reallocation of
Financial Forecast
planning
and staffing needs
resources
Facilities Capital
Five-year plan by facility
The prioritization of
Stability of General
Maintenance
and maintenance activity
departmental requests for
fund appropriations
or project
projects along with known
maintenance requirements
Parks Capital
Five-year plan by facility,
Identifies, prioritizes and
Stability of General
Maintenance
maintenance activity or
schedules improvements to
fund appropriations
project
parks, medians and grounds
Street Maintenance
Five-year plan to maintain
Inspection, prioritization and
Stability of General
and improve roadways,
scheduling of surface repair
fund appropriations
sidewalks, curbs and
and preventive maintenance
gutters
of streets
Vehicle and
Five-year plan of
Development of replacement
Timing and sizing of
Equipment
scheduled vehicle and
intervals based on equipment
debt issues and
Replacement
heavy equipment
age, usage, and lifetime
payments
replacement
repair costs
Computer
Plan for the replacement
Development of replacement
Stability of General
Replacement
of computers and other
intervals based on equipment
fund appropriations
technology items
age, usage, and lifetime
repair costs
Capital
Five-year plan of major
Council identification of
Predictable funding
Improvements Plan
infrastructure
projects; prioritizing; costing;
levels, debt service
development and
timing; financing and project
planning
improvements
management
W1
Section 2 Executive
Budget Process
BALANCED BUDGET
As per State Law, current operating revenues, including Property Tax Reduction Sales Tax (which
can be used for operations), will be sufficient to support current operating expenditures.
Annually recurring revenue will not be less than annually recurring operating budget
expenditures (operating budget minus capital outlay). Debt or bond financing will not be used
to finance current expenditures.
BUDGET AMENDMENT PROCESS
Department Directors are responsible for monitoring their respective department budgets. The
Finance Department will monitor all financial operations. The budget team will decide whether
to proceed with a budget amendment and, if so, will then present the request to the Town
Council. If the Council decides a budget amendment is necessary, the amendment is adopted
in resolution format and the necessary budgetary changes are then made.
The Town Manager may request that the current year budget be amended. In this process, the
Town Manager will review the documentation and draft an ordinance to formally amend the
current budget. This ordinance is presented to the Town Council for consideration. Following the
consideration of the proposed amendment, the Town Council will vote on the amendment
ordinance. If the amendment is approved, the necessary budget changes are then made. All
budget amendments will be approved by the Town Council prior to the expenditure of funds in
excess of the previously authorized budgeted amounts within each fund.
THE BUDGET PROCESS
A proposed budget shall be prepared by the Town Manager with the participation of all of the
Town's department directors.
The proposed budget shall include four basic segments for review and evaluation:
• personnel costs
• base budget for operations and maintenance costs
• service level adjustments for increases of existing service levels or additional services
• revenues
The proposed budget review process shall include Council participation in the review of each of the
four segments of the proposed budget and a public hearing to allow for citizen participation in the
budget preparation. The proposed budget process shall allow sufficient time to provide review, as
well as address policy and fiscal issues, by the Town Council. A copy of the proposed budget shall
be filed with the Town Secretary when it is submitted to the Town Council as well as placed on the
Town's website.
Section 2 Executive
Budget Process
The Town Manager submits the budget to the Town Council. The Town's fiscal year begins each
year on October I,' and ends on September 30th of the following calendar year.
Prior to the beginning of the fiscal year, the Town Manager must submit a proposed budget,
which includes:
• A budget message
• A consolidation statement of anticipated revenues and proposed expenditures for all
funds
• General fund resources in detail
• Special fund resources in detail
• A summary of proposed expenditures by department and activity
• Detailed estimates of expenditures shown separately to support the proposed
expenditure
• A description of all bond issues outstanding
• A schedule of the principal and interest payments of each bond issue
The proposed revenues and expenditures must be compared to prior year revenues and
expenditures. The budget preparation process begins early in the calendar year with the
establishment of overall town goals, objectives, and analysis of current year operations
compared to expenditures. Budget policies and procedures are reviewed at the same time to
reduce errors and omissions.
Revenue Estimates for Budgeting: In order to maintain a stable level of services, the Town shall
use a conservative, objective, and analytical approach when preparing revenue estimates. The
process shall include analysis of probable economic changes and their impacts on revenues,
historical collection rates, and trends in revenues. This approach should reduce the likelihood of
actual revenues falling short of budget estimates during the year and should avoid mid -year
service reductions.
Central Control: Modifications within the operating categories (salaries, supplies, maintenance,
services, capital, etc.) can be made with the approval of the Town Manager. Modifications to
reserve categories and interdepartmental budget totals will be made only by Town Council
consent with formal briefing and Council action.
Planning: The budget process will be coordinated so as to identify major policy issues for Town
Council by integrating it into the Council's overall strategic planning process for the Town. Each
department shall have a multi-year business plan that integrates with the Town's overall strategic
plan.
Performance Measures & Productivity Indicators: Where appropriate, performance measures
and productivity indicators will be used as guidelines to measure efficiency, effectiveness, and
outcomes of Town services. This information will be included in the annual budget process as
needed.
N
Section 2 Executive
Budget Process
Contingent Appropriation: During the budget process, staff will attempt to establish an
adequate contingent appropriation in each of the operating funds. The expenditure for this
appropriation shall be made only in cases of emergency, and a detailed account shall be
recorded and reported. The proceeds shall be disbursed only by transfer to departmental
appropriation. All transfers from the contingent appropriation will be evaluated using the following
criteria:
• Is the request of such an emergency nature that it must be made immediately?
• Why was the item not budgeted in the normal budget process?
• Why can't the transfer be made within the department?
In May, the Finance Department prepares such items as budget forms and instructions for
estimating revenues and expenditures. Department heads submit proposed baseline
expenditures for current service levels and any additional one-time or on-going request they
may have for their department. A round -table meeting is subsequently held with the Town
Manager, the finance staff and each department head for review.
After all funding levels are established and agreed upon; the proposed budget is presented by
the Town Manager to the Town Council. A public hearing on the budget is conducted in
accordance with state and local law. This meeting is held after the Council has reviewed the
budget during a workshop. The Town Council approves a level of expenditure (or
appropriation) for each fund to go into effect on October 1 st, prior to the expenditure of any
Town funds for that budget year.
Budget Adoption: Upon the determination and presentation of the final iteration of the proposed
budget as established by the Council, a public hearing date and time will be set and publicized.
The Council will subsequently consider a resolution which, if adopted, such budget becomes the
Town's Approved Annual Budget. The adopted budget will be effective for the fiscal year
beginning October 1. The approved budget will be placed on the Town's web site.
Budget Award: Each year the Council approved operating budget will be submitted annually to
the Government Finance Officers Association (GFOA) for evaluation and consideration for the
Award for Distinguished Budget Presentation.
62
Section 2 Executive
Budget Process
FY 15/16 BUDGET CALENDAR
MAR * ORIENTATION AND OVERVIEW OF FY 2015/16 BUDGET PROCESS
* FIVE YEAR PROJECTION SPREADSHEETS DISTRIBUTED FOR INPUT
* FORMS FOR CAPITAL PROJECTS AND MAJOR MAINTENANCE AVAILABLE
* REVIEW OF CALENDAR AND PROCESSES WITH COUNCIL
* REVIEW OF OVERALL TOWN GOALS
APR * YEAR-END ESTIMATE SPREADSHEETS DISTRIBUTED FOR FY 14/15 AMENDMENTS
* FINANCE AMENDS FY 14/15 BUDGET- BECOMES BASE FY 15/16
* DEPARTMENTS ACCESS BUDGET TO REMOVE ONE TIME REVENUES AND EXPENDITURES
* OPERATING BASELINE BUDGET AVAILABLE FOR EDITING
* SERVICE LEVEL ADJUSTMENT FORMS AVAILABLE ON SHARED DRIVE
MAY * DETAIL REVIEW BY FINANCE DEPARTMENT
* GOALS AND OBJECTIVES AVAILABLE FOR EDITING ON SHARED DRIVE
* TOWN MANAGER AND FINANCE BEGIN REVIEWS WITH DEPARTMENTS
JUN * BUDGET MODULE OPEN FOR CHANGES TO BUDGETS PER REVIEWS
* PRESENTATION OF 5 -YEAR FORECAST
JUL * PREPARATION FOR BUDGET RETREAT
* PREPARATION OF POWER POINT
AUG * BUDGET RETREAT
* PUBLISH NOTICE REGARDING CONSIDERATION OF PROPERTY TAX
* BUDGET WORKSHOP
* NOTICE FOR PUBLIC HEARINGS POSTED IN NEWSPAPER
* PRESENT PROPOSED FY15/16 MUNICIPAL BUDGET TO COUNCIL
SEP * PUBLISH NOTICE OF PUBLIC HEARING ON BUDGET
* PUBLIC HEARING ON BUDGET
* ADOPTION OF FY 15/16 OPERATING BUDGET AND TAX RATE
OCT * FISCAL YEAR 2015/16 BEGINS
63
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ALL FUNDS - ALL SOURCES
COMBINED PROGRAM SUMMARY
FISCAL YEAR 2015/2016
Adopted Estimated Adopted FY 15/16 Adopted
Actual Budget Budget Budget Vs
FY 13/14 FY 14/15 FY 14/15 FY 15/16 FY 14/15 Estimated
REVENUES & OTHER SOURCES
General Sales Tax On-going
General Sales Tax One-time
Property Tax
Hotel Tax
Charge for Services
Donations
Beverage Tax
Franchise Fees
Permits & Fees
Fines & Forfeitures
Investment Earnings
Intergovernmental
Contributions
Misc Income
Total Revenues
Transfers In
Other Sources
Total Other Sources
GF Academic Revenues
GF Academic Other Sources
Total Academic
TOTAL REVENUES & OTHER SOURCES
EXPENDITURES & OTHER USES
Payroll Salaries
Payroll Insurance
Payroll Taxes
Payroll Retirement
Total Payroll and Related
Supplies
Services
Insurance
Repair & Maintenance
Rent & Utilities
Economic Developmer
Water Purchases
Debt
Total Operations & Maintenance
Maintenance & Replacement Funds
Capital Project Funds
Transfers Out
Other Uses
Total Other Uses
GF Academic Expenditures
GF Academic Other Uses
Total Academic
TOTAL EXPENDITURES & OTHER USES
$ 5,000,000
100,000
1,413,765
910,000
3,41 1,772
53,025
849,733
2,307,786
710,000
37,589
460,000
259,404
15,513,074
4,692,163
8,456,145
13,148,308
7,941,626
45,000
7,986,626
36,648,008
3,017,646
459,648
267,606
371,055
4,115,956
220,422
4,504,774
40,329
323,660
51 1, 641
187,000
1,280,600
2,350,209
9,418,634
13,5
50,990
418,080
5,414,435
5,883,505
4,692,663
4,692,663
7,851,667
45,000
7,896,667
32,007,424
$ 200,000
$ 4,347,868
$ 4,535,000
$ 4,800,000
377,976
100,000
100,000
1,353,355
1,376,063
1,424,594
796,480
777,000
890,000
3,037,689
3,278,520
3,287,434
210,129
225,796
233,382
51,601
50,500
50,500
795,322
795,383
809,270
1,175,075
1,460,500
1,561,350
730,442
670,000
690,000
32,377
27,490
25,168
3,540
1,280, 600
-
80,473
760,000
957,541
714,963
270,748
517,098
13,497,162
14,101, 204
15,112, 954
3,321,064
4,797,277
4,609,659
2,396,082
1,125,000
470,005
5,717,146
5,922,277
5,079,664
6,560,140
7,445,897
7,699,024
239,009
45,000
45,000
6,799,149
7,490,897
7,744,024
26,013,456
27,514,378
27,936,642
$ 5,000,000
100,000
1,413,765
910,000
3,41 1,772
53,025
849,733
2,307,786
710,000
37,589
460,000
259,404
15,513,074
4,692,163
8,456,145
13,148,308
7,941,626
45,000
7,986,626
36,648,008
3,017,646
459,648
267,606
371,055
4,115,956
220,422
4,504,774
40,329
323,660
51 1, 641
187,000
1,280,600
2,350,209
9,418,634
13,5
50,990
418,080
5,414,435
5,883,505
4,692,663
4,692,663
7,851,667
45,000
7,896,667
32,007,424
$ 200,000
2,263,599
2,862,360
2,719,210
314,296
456,028
413,616
194,757
226,713
234,261
202,719
283,131
291,041
2,975,371
3,828,232
3,658,128
210,129
225,796
233,382
2,634,188
3,352,971
4,602,144
36,062
36,404
40,329
260,233
314,675
316,775
454,441
468,812
469,617
147,680
170,000
185,000
1,048,218
1,280, 600
1,280,600
2,884,902
2,593,742
2,331,801
7,675,852
8,443,000
9,459,648
3
41,229
36,280
13,117,776
50,605
609,548
1,467,000
1,742,140
9,803,561
4,492,305
1,851,286
10,454,338
5,995,585
3,644,031
3,513,064
4,797,277
4,609,659
1,925,315
-
-
5,438,379
4,797,277
4,609,659
6,733,873
7,554,617
7,570,239
-
45,000
45,000
6,733,873
7,599,617
7,615,239
33,277,814
30,663,712
28,986,705
$ 5,000,000
100,000
1,413,765
910,000
3,41 1,772
53,025
849,733
2,307,786
710,000
37,589
460,000
259,404
15,513,074
4,692,163
8,456,145
13,148,308
7,941,626
45,000
7,986,626
36,648,008
3,017,646
459,648
267,606
371,055
4,115,956
220,422
4,504,774
40,329
323,660
51 1, 641
187,000
1,280,600
2,350,209
9,418,634
13,5
50,990
418,080
5,414,435
5,883,505
4,692,663
4,692,663
7,851,667
45,000
7,896,667
32,007,424
EXCESS REVENUES OVER(UNDER) EXPENDITURES(7,264,357) 1 (3,149,334) (1,050,063) F 4,640,5841 1 5,690,646 542%
FUND BALANCE, BEGINNING 24,210,1561 16,274,740 1 17,299,258 11 (1,050,063) -6%
FUND BALANCE, ENDING $ 16,945,799 $ 13,125,406 $ 16,249,195 $ 20,889,7791 1 $ 4,640,584 29%
67
$ 200,000
4%
-
0%
(10,829)
-1%
20,000
2%
124,338
4%
-
0%
2,525
5%
40,463
5%
746,436
48%
20,000
3%
12,421
49%
-
0%
(497,541)
-52%
(257,694)
-50%
400,120
3%
82,504
2%
7,986,140
1699%
8,468,764
167%
242,602
3%
83,004
0%
242,602
3%
9,111,486
33%
EXCESS REVENUES OVER(UNDER) EXPENDITURES(7,264,357) 1 (3,149,334) (1,050,063) F 4,640,5841 1 5,690,646 542%
FUND BALANCE, BEGINNING 24,210,1561 16,274,740 1 17,299,258 11 (1,050,063) -6%
FUND BALANCE, ENDING $ 16,945,799 $ 13,125,406 $ 16,249,195 $ 20,889,7791 1 $ 4,640,584 29%
67
298,436
11%
46,032
11%
33,345
14%
80,015
27%
457,828
13%
(12,960)
-6%
(97,371)
-2%
-
0%
6,885
2%
42,024
9%
2,000
1%
-
0%
18,408
1%
(41,014)
0%
416,814
3%
385
1%
(1,324,060)
-76%
3,563,149
192%
2,239,474
61%
83,004
2%
-
0%
83,004
2%
281,428
4%
-
0%
281,428
4%
3,020,719
10%
EXCESS REVENUES OVER(UNDER) EXPENDITURES(7,264,357) 1 (3,149,334) (1,050,063) F 4,640,5841 1 5,690,646 542%
FUND BALANCE, BEGINNING 24,210,1561 16,274,740 1 17,299,258 11 (1,050,063) -6%
FUND BALANCE, ENDING $ 16,945,799 $ 13,125,406 $ 16,249,195 $ 20,889,7791 1 $ 4,640,584 29%
67
ALL FUNDS - ALL SOURCES
COMBINING REVENUES, EXPENDITURES AND FUND BALANCE
FISCAL YEAR 2015/2016
REVENUES AND OTHER SOURCES
General Sales Tax
Property Tax
Hofel Tax
Charge for Services
Beverage Tax
Franchise Fees
Permits & Fees
Fines & Forfeitures
Investment Earnings
Contributions
Misc Income
Total Revenues
Transfers In
Other Sources
Total Other Sources
Academic Revenues
Academic Others Sources
Total Academic
TOTAL REVENUES AND OTHER SOURCES
EXPENDITURES AND OTHER USES
Payroll Salaries
Payroll Transfers
Payroll Insurance
Payroll Taxes
Payroll Retirement
Total Payroll & Related
Supplies
Services
Insurance
Repair & Maintenance
Rent & Utilities
Economic Development
Water Purchases
Debt
Total Operations 8 Maintenance
TOTAL OPERATING EXPENDITURES
Capital Outlay
Maintenance & Replacement
Capital Project Funds
Total Capital
Transfers Out
Other Uses
Total Other Uses
Academic Expenditures
Academic Others Uses
Total Academic
TOTAL NON-OPERATING
Infernal S ectal Capital
General Enter nse Debf GF -Westlake
p• P P
Service Revenue Project TOTAL
Fund Funds Funds Funds Service Academy Funds
26,210
24,780
-
-
-
-
50,990
$ 1,377,000-
-
-
490,920
-
-
-
133,507
-
-
-
-
910,000
-
-
-
3,411,772
-
-
-
-
5,241,000
490,920
1,609,534
1,202,078
-
1,881,050
3,906
-
-
4,692,663
-
368,580
-
6,000
730,700
-
-
-
1,609,534
1,202,078
1,881,050
6,100
2,050
3,425
-
-
17,144
-
-
450,000
-
-
-
204,754
-
21,900
-
-
-
3,622,626
8,050
3,493,025
133,507
631,679
17,144
-
768,333
35,758
1,857,511
-
1,723,515
-
-
-
-
8,456,145
768,333
35,758
1,857,511
10,179,660
-
-
-
-
7,941,6261
-
7,986,626
3,622,626
776,383
3,528,783
1,991,018
7,986,626
10,196,804
26,210
24,780
-
-
-
-
50,990
-
-
-
490,920
-
-
-
418,080
-
173,435
-
-
-
5,241,000
5,414,435
26,210
198,215
418,080
5,241,000
490,920
1,609,534
1,202,078
-
1,881,050
3,906
-
-
4,692,663
-
368,580
2,400
-
-
1,609,534
1,202,078
1,881,050
-
36,435
-
-
-
-
187,000
-
-
-
-
-
-
-
45,000
-
35,758
2,011,094
-
-
631,679
2,013,494
7,896,666
-
1,122,600
2,013,494
1,881,050
-
26,210
24,780
-
-
-
-
50,990
-
-
418,080
-
-
-
-
418,080
-
173,435
-
-
-
5,241,000
5,414,435
26,210
198,215
418,080
5,241,000
5,883,505
1,609,534
1,202,078
-
1,881,050
-
-
-
4,692,663
1,609,534
1,202,078
1,881,050
4,692,663
-
-
-
-
7,851;666
-
7,851,666
-
-
-
-
-
45,000
-
45,000
7,896,666
7,896,666
1,635,744
1,400,293
418,080
1,881,050
7,896,666
5,241,000
18,472,834
TOTAL EXPENDITURES AND OJWIES I8,146,779 5,287,754 418,080 3,003,650 2,013,494 7,896,666 5,241,000 32,00_,
EXCESS REVENUES OVER (UNDER) 398,987 (1,665,128) 358,303 525,134 (22,476) 89,960 4,955,804 4,640,584
EXPENDITURES
BEGINNING FUND BALANCE 6,808,755 4,117,310 510,977 1,462,319 22,476 1,153,303 2,174,055 16,249,195
ENDING FUND BALANCE $ 7,207,742 $ 2,452,182 $ 869,280 $ 1,487,452 $ 0 $ 1,243,264 $ 7,129,859 $ 20,889,779
•i
Section 3 Financial Analysis
Fund Overview All Funds
Revenues and Transfers In
Revenues and transfers in for FY 2015/16 are budgeted to be $36,648,008, a 33% increase of
$9,111,486 from FY 14/15 estimated revenues and transfers in of $27,936,642.
Revenues are budgeted at $15,513,074; a 3% increase of $400,120
o General Sales Tax - increased $200,000
o Permits and Fees - increased $746,436
o Charges for Services - increased $124,338
o Contributions - decreased $497,541
o Misc Income - decreased $257,694
• Other Sources are budgeted at $13,148,308; a 167% increase of $8,468,764
o Transfers In - increased $82,504
o Bond Proceeds - increased $7,986,140
• Academic Revenues are budgeted at $7,98,6626; a 3% increase of $242,602
Expenditures and Transfers Out
Expenditures and transfers out for FY 2015/16 are budgeted to be $32,007,424, a10% increase of
$3,020,719 from the FY 14/15 estimated expenditures and transfers out of $28,986,705.
• Payroll and Related is budgeted at $4,115,956; a 13% increase of $457,828
o Wages - increased $298,436
o Insurances - increased $46,032
o Taxes - increased $33,345
o Retirement - increased $80,015
Operations and Maintenance is budgeted at $9,418,634; a .01 % decrease of $41,014
o Supplies - decreased $12,960
o Services - decreased $97,371
o Repair & Maintenance - increased $6,885
o Rent & Utilities - increased $42,024
o Economic Development - increased $2,000
o Debt - increased $18,408
• Capital is budgeted at $5,883,505; a 61% increase of $2,239,474
o Capital Outlay- increased $385
o Maintenance and Replacement Funds- decreased $1,324,060
o Capital Project Funds - increased $3,563,149
• Other Uses is budgeted at $4,692,663; a 2% increase of $83,004
o Transfers In - increased 83,004
• Academic Expenditures are budgeted at $7,986,667; a 4% increase of $281,428
.0
AD VALOREM PROPERTY TAX
SIX YEAR ANALYSIS
Fiscal Year 2015/2016
APPRAISED VALUES
FY 10/11 Actual
FY 11/12 Actual
FY 12/13 Actual
FY 13/14 Actual
FY 14/15 Estimated
FY 15/16 Adopted
$ 1,040,676,349
$ 1,106,203,390
$ 1,224,659,971
$ 1,243,070,187
$ 1,272,169,255
$ 1,301,226,486
amount change
65,527,041
118,456,581
18,410,216
29,099,068
29,057,231
percentchange
6.30%
10.71%
1.50%
2.347.
2.28%
NET TAXABLE VALUES
FY 10/11 Actual FY 11 /12 Actual FY 12/13 Actual FY 13/14 Actual FY 14/15 Estimated FY 15/16 Adopted
$ 850,963,378 $ 917,972,309 $ 862,968,337 $ 867,800,338 $ 901,648,714 $ 940,684,347
amount change 67,008,931 1 (55,003,972)1 4,832,001 1 33,848,376 1 39,035,633
percent chance 7.87% -5.99% 0.56% 3.90% 4.331
Residential
$ 451,789,354
$ 463,311,801
$ 471,409,028
$ 494,062,920
$ 530,229,036
$ 573,040,585
Commercial
$ 354,361,708
$ 398,732,749
$ 294,559,502
$ 288,880,663
$ 288,318,142
$ 313,254,102
Personal
$ 72,900,417
$ 86,462,635
$ 115,049,496
$ 115,051,251
$ 110,305,420
$ 88,007,021
TOTAL TAX REVENUE GENERATED
FY 10/11 Actual
FY 11/12 Actual
FY 12/13 Actual
FY 13/14 Actual
FY 14/15 Estimated
FY 15/16 Adopted
$ 1,257,246
$ 1,442,069
$ 1,366,542
$ 1,353,355
$ 1,426,249
$ 1,470,666
amount change
184,823
(75,527)
(13,187)
72,894
44,417
percent change
14.70%
-5.247.
-0.96%
5.39%
3.11%
TAX RATE DISTRIBUTION $ $
General Fund
Debt Service
TOTAL
FY 10/11 Actual
FY 11 /12 Actual
FY 12/13 Actual
FY 13/14 Actual
FY 14/15 Estimated
FY 15/16 Adopted
0.15620
0.13835
0.14197
0.13907
0.13710
0.13947
0.00390
0.01849
0.01487
0.01777
0.01924
0.01687
$ 0.16010
$ 0.15684
$ 0.15684
$ 0.15684
$ 0.15634
$ 0.15634
amount change
(0.00326)
100%
100%
(0.00050)
-
percent change
-2.04%
0.00%
0.00%
-0.32%
0.00%
TAX RATE DISTRIBUTION %
70
FY 10/11 Actual
FY 11/12 Actual
FY 12/13 Actual
FY 13/14 Actual
FY 14/15 Estimated
FY 15/16 Adopted
General Fund
97.56%
88.21%
90.52%
88.67%
87.69%
89.21%
Debt Service
2.44%
11.79%
9.48%
11.33%
12.31%
10.79%
TOTAL
10070
100%
100%
100%
100%
100%
70
71
LAd
Court
Attorney
Administrator
P ublic Works
Town Secretary
Deputy Clerk
Customer Service
Marshal
Asst Principal /
Part Time
Part Time
W.A. Foundation
Court Clerks
J
Court Judge
Human Resources
I
HR r;onoralicr
Information
Technology
WA Technician
Police Services
(contracted thru the
Intern
Communications
Communication
Specialist
Fire Chief
3 Lieutenants
7 FTE Firefighter
Paramedics
1.50 PT Firefighter
Housing
WA Technician w Part Ti— rl—k
Planning &
Development/
Building Inspector
P ublic Works
Town Secretary
Technician
Customer Service
Coordinator
Asst Principal /
Athletic Director
Part Time
W.A. Foundation
Clerk
Representative
Student Services
Supervisor
Administrator
Facilities Maintenance
Administrative
/ Parks & Recreation
_
Staff
WA Technician w Part Ti— rl—k
Planning &
Development/
Building Inspector
Exemplary Governance
Town Officials, Both Elected and Appointed, Exhibit Respect,
Stewardship, Vision, and Transparency
Service Excellence
Public Service that is Responsive and Professional, while balancing
Efficiency, Effectiveness and Financial Stewardship
72
Nurse
PYP Primary
Principal
PYP
Teachers
Librarian
MYP Secondary
Principal
MYP
Coordinator
Academic
Dean
MYP Teachers
DP Principal
Coordinator
Diploma
Teachers
College
Counselor
P ublic Works
y
Finance
J
Technician
Customer Service
Coordinator
Executive Director
W.A. Foundation
Customer Service
Representative
Assistant
Supervisor
l
Municipal y
Academic
Exemplary Governance
Town Officials, Both Elected and Appointed, Exhibit Respect,
Stewardship, Vision, and Transparency
Service Excellence
Public Service that is Responsive and Professional, while balancing
Efficiency, Effectiveness and Financial Stewardship
72
Nurse
PYP Primary
Principal
PYP
Teachers
Librarian
MYP Secondary
Principal
MYP
Coordinator
Academic
Dean
MYP Teachers
DP Principal
Coordinator
Diploma
Teachers
College
Counselor
Personnel Position Summary All Years
73
FY 12/13
FY 13/14
FY 14/15
FY 15/16
Dept
Position
change
Actual
Actual
Estimated
Adopted
11
Town Manager
1.00
1.00
1.00
1.00
-
Assistant Town Manager
-
0.75
0.90
1.00
0.10
Assistant to the Town Manager
0.75
-
-
-
-
Part -Time Interns
1.00
0.75
0.50
0.50
-
12
Planning & Development Director
1.00
1.00
1.00
1.00
-
Customer Service Coordinator
-
0.33
0.33
0.33
-
Customer Service Representative
-
0.33
0.33
0.33
-
13
Town Secretary
1.00
1.00
1.00
1.00
-
Part -Time Clerk
-
-
-
0.25
0.25
14
Fire Chief
1.00
1.00
1.00
1.00
-
Lt. Firefighter/Paramedics
2.00
3.00
3.00
3.00
-
Fire Marshal part-time
-
0.75
0.75
0.75
-
Firefighter/Paramedics FTE
6.00
6.00
7.00
8.00
1.00
Firefighter/Paramedics part-time
1.50
1.50
1.50
1.50
-
1
Court Administrator
0.25
0.25
0.10
-
(0.10)
Supervisor
1.00
1.00
1.00
1.00
-
Deputy Clerk
1.00
1.00
1.00
1.00
-
Judge
1.00
1.00
1.00
1.00
-
Marshal
1.00
1.00
1.00
1.00
-
Part -Time Clerk
0.50
0.50
1.00
1.00
-
16
Public Works Director
1.00
1.00
1.00
1.00
-
Utility Technician
1.00
1.00
1.00
1.00
-
Customer Service Coordinator
-
0.33
0.33
0.33
-
Customer Service Representative
-
0.33
0.33
0.33
-
17
Facilities Maintenance Director
0.50
0.50
0.50
0.50
-
PT Summer Technicians
0.25
0.25
0.25
0.25
-
Administrative Assistant
0.33
-
-
0.25
0.25
Customer Service Coordinator
-
0.17
0.17
0.17
-
Customer Service Representative
-
0.17
0.17
0.17
-
Finance Director
1.00
1.00
1.00
1.00
-
Finance Supervisor
1.00
1.00
1.00
1.00
-
Finance Assistant
-
-
-
-
-
Accounting Technicians
1.00
1.00
2.00
2.00
-
19
Parks & Recreation Director
0.50
0.50
0.50
0.50
-
Customer Service Coordinator
-
0.17
0.17
0.17
-
Customer Service Representative
-
0.17
0.17
0.17
-
20
Information Technology Director
0.25
-
1.00
1.00
-
21
Human Resources Director
0.75
1.00
1.00
1.00
-
Part -Time Clerk
0.50
-
-
-
-
Administrative Assistant
0.34
-
-
-
-
HR Generalist
-
1.00
1.00
1.00
-
22
Communications Director
1.00
1.00
1.00
1.00
-
Specialist
-
0.25
1.00
1.00
-
99
Westlake Academy
73.07
77.18
89.55
93.65
4.10
Grand Total All Positions
103.57
110.18
126.55
132.15
5.60
73
Section 3 Financial Analysis
Personnel Summary Overview
Personnel staffing levels for the Town of Westlake are presented in full-time equivalents (FTE)
positions. For example, a position staffed for 40 hours per week for 52 weeks per year (2,080 hours)
equals one full-time equivalent position. For firefighter/paramedic positions, an FTE is based on
2,912 hours per year, or an average of 56 hours per week is used. An FTE position of .50 refers to a
position that is funded for 1,040 hours per year (2,080 x .50). The personnel count includes vacant
positions.
PAYROLL & RELATED COSTS
• Payroll related expenses comprise 13% of Combined All Funds expenditures with a total
of $3,220,541.
• This amount represents an 11 % increase of $327,130 from FY 14/15 estimated payroll
expenditures of $2,893,411.
Description
FY 14/15
Estimated
FY 15/16
Adopted
Change
Amount
Change
Percent
Wages
2,719,210
3,017,646
298,436
11%
Insurance
413,616
459,648
46,032
11%
Taxes
234,261
267,606
33,345
14%
Retirement
291,041
371,055
80,015
27%
Transfers In
(764,717)
(895,415)
(130,698
17%
TOTAL
$2,893,411
$3,220,541
$327,130
11%
• This includes the following
Maintain
Staffing
Market Additional
Adjustments Employees
208,761 59,509
30,167
24,687
-
21,345
9,432
18,242
5,670
50,163
24,070
5,782
(54,800)
(75,898
-
$ 59,648
$ 175,175
1 $ 92,306
o An increase of $59,648 to maintain our current staffing levels.
o An increase of $175,175 in market pay adjustments (inclusive of taxes and
insurance) for work force retention and attraction.
o Personnel additions totaling $92,306:
■ Full time firefighter/paramedic; start date of January 1, 2016.
■ Part time clerk for Town Secretary; start date no earlier than April 1, 2016.
■ Part time clerk for facilities/parks; start date no earlier than April 1, 2016.
• All payroll and related expenditures are paid via the General Fund. Portions of these
expenditures are subsidized by the Utility Fund and the Visitors Association Fund.
o Total payroll transfers in are $895,414
o Utility Fund $404,494
o Visitors Association Fund $490,920
74
Section 3 Financial Analysis
Personnel Summary Overview
EMPLOYEE ALLOCATIONS BY DEPARTMENT
• The total personnel staffing for the Town of Westlake in FY 2015-2016 is budgeted at
132.15 positions.
• This represents an increase of 5.60 employees from the FY 2014-2015 total of 126.55.
• Police Services continue to be outsourced and contracted through the Keller Police
Department.
Department Name
Town Manager
Planning & Development
Town Secretary
Emergency Services
Municipal Court
Public Works
Facilities Maintenance
Finance Department
Park & Recreation
Information Technology
Human Resources
Communications
Municipal Employees
Westlake Academy
Total Employees
FY 14/15
FY 15/16
Change
Percent
Estimated
Adopted
Amount
of total
2.40
2.50
0.10
2%
1.67
1.67
-
1%
1.00
1.25
0.25
1%
13.25
14.25
1.00
11%
5.10
5.00
(0.10)
4%
2.67
2.67
-
2%
1.08
1.33
0.25
1 %
4.00
4.00
-
3%
0.83
0.83
-
1 %
1.00
1.00
-
1 %
2.00
2.00
-
2%
2.00
2.00
-
2%
37.00
38.50
1.50
297o
89.55
93.65
4.10
71%
126.55
132.15
5.60
4%
75
General
Fund,
Utility
Fund,
3.19
2.4%
Visitor
Fund,
11
1%
Academy,
93.65
70.9%
Section 3 Financial Analysis
Personnel Summary Overview
EMPLOYEE ALLOCATIONS BY FUND
EMPLOYEES BY CLASSIFICATION
Department Name
General
Utility
Visitor
Westlake
2.00
Department Name
Fund
Fund
Fund
Academy
TOTAL
Town Manager
1.75
0.38
0.38
Emergency Services
2.50
Planning & Development
1.67
-
-
1.00
1.67
Town Secretary
1.25
-
2.67
Facilities Maintenance
1.25
Emergency Services
14.25
Finance Department
4.00
-
14.25
Municipal Court
5.00
-
0.83
Information Technology
5.00
Public Works
0.50
2.17
-
-
2.67
Facilities Maintenance
0.67
-
0.67
Westlake Academy
1.33
Finance Department
2.80
0.60
0.60
3.75
4.00
Park & Recreation
0.42
-
0.42
0.83
Information Technology
1.00
-
-
1.00
Human Resources
1.90
0.05
0.05
2.00
Communications
-
-
2.00
2.00
Westlake Academy
-
-
-
93.65
93.65
Total Employees
31.20
3.19
4.11
93.65
132.15
EMPLOYEES BY CLASSIFICATION
Department Name
Full Time
Part Time
TOTAL
Town Manager
2.00
0.50
2.50
Planning & Development
1.67
-
1.67
Town Secretary
1.00
-
1.25
Emergency Services
12.00
2.25
14.25
Municipal Court
4.00
1.00
5.00
Public Works
2.67
-
2.67
Facilities Maintenance
1.33
-
1.33
Finance Department
4.00
-
4.00
Park & Recreation
0.83
-
0.83
Information Technology
1.00
-
1.00
Human Resources
2.00
-
2.00
Communications
2.00
-
2.00
Westlake Academy
93.65
-
93.65
Total Employees
128.40
3.75
132.15
76
Part
Time,
3.75 ,
2.8%
Full
Time,
128.40 ,
97.2%
11
Section 3 Financial Analysis
Personnel Summary Overview
RATIO OF MUNICIPAL EMPLOYEES TO RESIDENTS
At the end of FY 14/15 there is projectedto be 1,191 residents and 37 employees. This equals a ratio
of 32.19 residents per each full-time equivalent employee.
This is a decrease of 2.66 based on the FY 13/14 FTE postions of 33 and 1,150 residents.
❑ Munici
Court
5.00 , ]
Municipal
Employees
■ Town Secretary,
❑ Infnrmation
iology,
1,3%
4.00,10% ® Public Works,
2.67,7%
77
■ Planning &
Development,
1.67,4%
■ Facilities & Parks,
2.17,6%
nan Resources
2.0015%
nunications
.00,5%
lager,
L.Jv, I%
FY09/10
FY10/11
FY11/12
FY12/13
FY13/14
FY14/15
Change
Position
Actual
Actual
Actual
Actual
Estimated
Estimated
Municipal
28.50
28.75
29.50
30.50
33.00
37.00
4.00
Employees
Westlake
847
992
1063
1109
1150
1191
41
Residents
Residents per
29.72
34.50
36.03
36.36
34.85
32.19
(2.66)
Employee
❑ Munici
Court
5.00 , ]
Municipal
Employees
■ Town Secretary,
❑ Infnrmation
iology,
1,3%
4.00,10% ® Public Works,
2.67,7%
77
■ Planning &
Development,
1.67,4%
■ Facilities & Parks,
2.17,6%
nan Resources
2.0015%
nunications
.00,5%
lager,
L.Jv, I%
Section 3 Financial Analysis
Personnel Summary Overview
MUNICIPAL EMPLOYEES BENEFITS
COMPENSATION PLAN
Municipal employee
benefits have increased
$159,392 (17%). This
increase is caused by
many factors, including
the addition 1.5
additional employees
and increases in wages
for existing employees.
Non -Exempt Positions
All non-exempt (hourly) positions are eligible for overtime compensation. Bi -weekly wages are
based on a 40 -hour work week (2,080 hours per year), equaling one full-time equivalent (FTE)
position. There are 26 pay periods per year. This work schedule applies to all hourly regular, year-
round employees, except for Fire/EMS employees.
Non -Exempt Positions (Fire/EMS Department)
Non-exempt (hourly) positions in the Fire/EMS Department are eligible for overtime pay. Pay
periods are 15 days in length, and there are 24 pay periods per year. Full-time employees are
scheduled to work five (5) 24-hour shifts per pay period, totaling 120 hours. Full-time employees
are scheduled to work an average of 2,912 hours annually over 24 pay periods.
Exempt Positions
Exempt (salaried) positions are not eligible for overtime compensation. Salary amounts are not
calculated or based on the number of hours worked. Exempt positions include managers and
directors, and classifications are determined by Department of Labor guidelines.
Fair Labor Standards Act (FLSA)
The Fair Labor Standards Act established minimum wage, overtime, recordkeeping, and child
labor standards and applies to all full-time and part-time employees. As amended in 1985, the
FLSA provides the option for compensatory time in lieu of overtime compensation for non-exempt
employees. Executive, administrative, and professional employees meeting Department of Labor
exemption guidelines are exempt from FLSA overtime requirements. The Town will comply with the
FLSA for all employees.
FA
FY 14/15
FY 15/16
Change
Change
Description
Estimated
Adopted
Amount
Percent
Medical Insurance
368,355
411,919
1 43,565
1 12%
Dental Insurance
24,681
26,087
1,406
6%
LTD/AD&D/Life Insurance
20,581
21,641
1,061
5%
Total Insurance
413,616
459,648
46,032
11%
Social Security
I 161,926
187,077
25,151
16%
Medicare
37,823 1
43,697
5,873
16%
Unemployment Taxes
3,060 1
3,914
854
28%
Worker's Compensation
31,452
32,919
1,467
5%
Total Taxes
234,261
267,606
33,345
14%
TMRS
266,841
346,855
80,015
30%
ICMA 457 Plan
24,200
24,200
-
0%
Total Retirement
291,041
371,055
80,015
27%
TOTAL EMPLOYEE BENEFITS
$ 938,918
$1,098,310
$159,392
17%
COMPENSATION PLAN
Municipal employee
benefits have increased
$159,392 (17%). This
increase is caused by
many factors, including
the addition 1.5
additional employees
and increases in wages
for existing employees.
Non -Exempt Positions
All non-exempt (hourly) positions are eligible for overtime compensation. Bi -weekly wages are
based on a 40 -hour work week (2,080 hours per year), equaling one full-time equivalent (FTE)
position. There are 26 pay periods per year. This work schedule applies to all hourly regular, year-
round employees, except for Fire/EMS employees.
Non -Exempt Positions (Fire/EMS Department)
Non-exempt (hourly) positions in the Fire/EMS Department are eligible for overtime pay. Pay
periods are 15 days in length, and there are 24 pay periods per year. Full-time employees are
scheduled to work five (5) 24-hour shifts per pay period, totaling 120 hours. Full-time employees
are scheduled to work an average of 2,912 hours annually over 24 pay periods.
Exempt Positions
Exempt (salaried) positions are not eligible for overtime compensation. Salary amounts are not
calculated or based on the number of hours worked. Exempt positions include managers and
directors, and classifications are determined by Department of Labor guidelines.
Fair Labor Standards Act (FLSA)
The Fair Labor Standards Act established minimum wage, overtime, recordkeeping, and child
labor standards and applies to all full-time and part-time employees. As amended in 1985, the
FLSA provides the option for compensatory time in lieu of overtime compensation for non-exempt
employees. Executive, administrative, and professional employees meeting Department of Labor
exemption guidelines are exempt from FLSA overtime requirements. The Town will comply with the
FLSA for all employees.
FA
Section 3 Financial Analysis
Personnel Summary Overview
Salary Survey
In the previous fiscal year, staff received a 3% across-the-board market adjustment. This
adjustment was to coincide with the development of a comprehensive compensation plan. After
issuing an RFP for a market survey and development of the compensation plan, staff determined
that the market survey would be conducted internally, and the Town would continue to solicit the
services of an independent consultant to complete the compensation plan in FY 15-16.
The market survey utilized data from cities in the immediate geographical area, in addition to
cities with similar demographics and citizen expectations of the high quality customer service.
In previous years, the Town's salary survey focused on average actual salaries of other cities,
rather than the respective pay ranges of the positions. The survey for FY 15-16 focused on the
average midpoint of the pay ranges, rather than average actuals. From a policy perspective, this
methodology brings municipal employees into alignment with the compensation policy we have
utilized for some time with our academic employees, by being within 3 percent of the median of
the market.
The Town of Westlake salary survey has historically utilized data from the Waters Consulting Group.
Data was gathered from this database in addition to data obtained directly from other cities.
Where possible, data has been collected for comparable positions from a list of "core cities."
However, data is not always reported for every position from these core cities, or the positions
listed are not sufficiently comparable. For these reasons, data has also obtained from alternate
cities in the DFW area to supplement data from the core cities in order to provide a sufficient
sampling of the market in our geographical region.
In FY 2015-2016, the methodology for our annual salary survey will be reviewed by an outside
consultant in conjunction with the development of the compensation plan. The ultimate goal of
the compensation plan is to attract and retain top talent, and utilize best practices in all systems
and processes supporting the plan.
AL Core Cities I
Bedford Hurst
Colleyville
Keller
Coppell
Lewisville
Euless
North Richland Hills
Flower Mound
Roanoke
Frisco
Southlake
Grapevine
University Park
W6
Alternate Cities im
Burleson McKinney
Cedar Hill Northwest ISD
Denton
Richland Hills
Garland
Highland Park
Rockwall
The Colony
Lancaster
White Settlement
Keller ISD
Section 3 Financial Analysis
Personnel Summary Overview
Pay Increases
It is the policy of the Town of Westlake to conduct salary survey of surrounding cities. Salary
adjustments will be made in order to remain competitive. Merit increases are awarded at the
discretion of the Town Manager.
At the Town Manager's discretion, employees may receive additional pay adjustments above the
standard annual merit increase. In the event that additional pay adjustments are authorized, the
authorization date will become the new anniversary date for future pay increases. This policy does
not apply to one-time merit payments.
All forms of compensation (including but not limited to; and pay increases, cost of living
adjustments, merit pay, market adjustments, and position reclassifications) are subject to available
funding and approved appropriation of the Town Council.
Market Adjustments
The Human Resources Department will conduct a yearly market analysis. If any market adjustment
is approved, all pay ranges and steps will be adjusted accordingly on the first day of the fiscal year.
The Town maintains a compensation plan for all employees, except the Town Manager, whose
compensation is determined by the Town Council. In FY 15-16, the Town will utilize the services of a
outside consultant to design and implement an employee compensation plan. This plan will be
designed to meet the needs of the Town's unique organizational structure, and maintain a
competitive compensation and benefit package.
:1
r�
E:I
Section 3 Financial Analysis
Forecast Narrative
GOALS OF LONG-RANGE PLANNING
The Long -Range Financial Forecast takes a forward look at the Town's revenues and expenditures.
It sets the stage for the budget process, facilitating both Council and staff in establishing priorities
and allocating resources appropriately.
Forecasting gives the Council time to strategize as to course
we may want to make financially, both in the short and long
term. To maximize the benefit of long-range planning,
Council has established the following goals:
• Sustain existing programs at high service levels.
• Maintain a healthy General Fund balance of at least
90 operating days annually.
• Maintain competitive employee compensation within
3% of the median for the market.
• Provide adequate and stable funding for street and
KEY REVENUE DRIVERS
Tax Rate
Net Taxable Value
Sales Tax
Mixed Beverage Tax
Franchise Fees
Licenses & Permits
Charges for Services
Intergovernmental Revenues
Fines & Forfeitures
facility maintenance projects. Interest Income
Its purpose is to identify financial trends, shortfalls, and issues so the Town can proactively address
them. It does so by projecting out into the future the fiscal results of continuing the Town's current
service levels and policies, providing a snapshot of what the future will look like as a result of the
decisions made in the recent past.
KEY EXPENDITURE DRIVERS
The purpose of the forecast is to get an idea (based on
Overtime Costs
conservative assumptions) regarding what will happen in the
Operating Supplies
regional and state economy, and on near-term and long-
Apparatus & Tools
term revenue and expenditure drivers during the five (5) year
Motor Vehicle Fuel
planning period. The term "conservative" used in the context
Maintenance
of financial forecasting means revenues are forecast at low
Travel, Training & Dues
growth levels or even at a decline (depending on the
Utility Costs
revenue source). Professional Services
Insurance Costs
Expenditures, while not necessarily being forecast as
Fleet Replacements
declining, are generally forecast with a 2-3% escalation rate,
depending on inflation. Forecasts generally have at least Capital Equipment Replacements
one scenario where all that is assumed on expenditures is the current level of service and perhaps
some growth in salary/wage expenses.
The Council can, if they wish, ask that certain service level adjustments, whether it is service
expansion or reduction, be included as alternate scenarios, particularly if it appears that revenues
will not cover expenditures in the out years of the forecast.
M
Section 3 Financial Analysis
Forecast Narrative
It is important to remember that economic conditions play in forecasting, particularly as it relates to
sales tax, which can be a volatile revenue source. If economic conditions improve, sales tax
receipts are affected (usually positively) as well as building permit revenue.
Fund balance - is a term used to describe the net position of governmental funds calculated in
accordance with generally accepted accounting principles (GAAP). Budget professionals
commonly use this same term to describe the net position of governmental funds calculated on a
government's budgetary basis.
1. GAAP financial statements report up to five separate categories of fund balance based on
the type and source of constraints placed on how resources can be spent (presented in
descending order from most constraining to least constraining):
a. nonspendable fund balance,
b. restricted fund balance,
c. committed fund balance,
d. assigned fund balance,
e. unassigned fund balance.
The total of the amounts in these last three categories (where the only constraint on spending, if
any, is imposed by the government itself) is termed unrestricted fund balance.
General Fund Undesignated Fund Balance - The Town shall strive to maintain the General Fund
undesignated fund balance at, or in excess of, 90 days of operation.
Use of Fund Balance - The Council delegates the responsibility to assign funds to the Town Manager or
his/her designee. The Council shall have the authority to assign any amount of funds. Assignments may
occur subsequent to fiscal year-end. The Council will utilize funds in the following spending order:
Restricted, Committed, Assigned, Unassigned
Fund Balance will be targeted to only be used with Council approval and can be only be used for the
following:
• Emergencies,
• non-recurring expenditures such as technology/FF&E (furniture, fixtures and equipment), or
major capital purchases that cannot be accommodated through current year savings.
• Should such use reduce the balance below the appropriate level set as the objective for
that fund, recommendations will be made on how to restore it.
• The Council shall approve all commitments by formal action. The action to commit funds
must occur prior to fiscal year-end, to report such commitments in the balance sheet of the
respective period, even though the amount may be determined subsequent to fiscal year-
end.
• A commitment can only be modified or removed by the same formal action.
ME
Section 3 Financial Analysis
Forecast Narrative
FORECAST ASSUMPTIONS
FY 2015-16 ADOPTED BUDGET
REVENUES AND OTHER FINANCING SOURCES:
■ General Fund
o Sales tax revenue is budgeted at a 4% increase
■ The Town's economic development funds appear to be stabilizing at
approximately $17,000/monthly of which 50% must be returned.
■ One-time revenues and audit receipts have been conservatively estimated at
$100,000 each. In prior years these two numbers have been anywhere from
$100,000 to $1,000,000 combined; therefore, because of the uncertainly of the
funds, we are conservative with these estimates.
■ On-going sales tax receipts are forecasted to increase by approximately 10% from
FY 2014-2015 based on the prior years' trending.
■ Includes the Property Tax Reduction portion of the Sales tax receipts
o Property tax revenue is estimated at $1,413,765 based on Certified Tax Roll and M&O tax
rate of $.13947 per $100 of valuation.
o No new gas well revenue is projected
o No additional one-time revenues related to economic development agreements are
anticipated to be received
o Building permits/inspection/plan review fees are increased by 7% due primarily to the
Granada and Entrada developments
o Based on current year receipts, franchise fees are budgeted at a 5% increase
EXPENDITURES AND OTHER FINANCING USES:
• General Fund
o Payroll and Related operating expenditures increased approximately 5.7%
■ This increase includes $327K in personnel changes which includes an increase in
base costs of $50,085 to maintain our current staff levels along with $190,224 in
market pay adjustments (inclusive of the taxes and insurance noted below) for
work force attraction and retention.
o $46,032 increase for medical, dental and life Insurance costs (1 1%)
o $33,345 increase for social security and Medicare taxes (14%)
o $80,015 increase for ICMA and TMRS costs (28%)
■ This increase also includes the following personnel changes
o Full time firefighter/paramedic
o Part time clerk for Town Secretary
o Part time clerk for Facilities/Parks Department
o Operating expenditures and transfers out decreased by $420K primarily due to the
reduction of the transfer out to Debt Service Fund because more funds are being paid
from 4B Economic Development fund based on projected sales tax.
Section 3 Financial Analysis
Forecast Narrative
• Visitors Association Fund - Total expenditures and other uses increased by 10% primarily due to
operating transfers related to payroll and the transition of a part-time Communication Specialist
to full time and additional funds budgeted for marketing and web -site upgrade
• Utility Fund - Total expenses and other uses increased 9% and is composed primarily of a $600K
transfer from this fund to the Capital Projects Fund for the allocated use of the future municipal
building.
• CIP - Based on adopted CIP
• All Funds - Includes all adopted maintenance projects and equipment replacement to
maintain current level of service.
FY 2015/2016
Fund Categories
General Fund
Enterprise Funds
Internal Services
Capital Funds
Special Revenue
Debt Service
Westlake Academy
Projected
Total
Total
Beginning
Revenues �
Expenditures
Fund
And Other
And Other
Balance
Sources
Uses
6,808,755
8,545,767
8,146,779
4,1 17,310
3,622,626
5,287,754
510,977
776,383
418,080
2,528,345
10,927,504
5,365,000
1,108,029
2,798,083
2,879,650
22,476
1,991,018
2,013,494
1,153,303
7,986,626
7,896,666
Projected
Ending
Percent
Fund
Of
Change
Change
Balance
Total
Amount
Percent
7,207,742
35%
398,987
6%
2,452,182
12%
(1,665,128)
-40%
869,280
4%
358,303
70%
8,090,849
39%
5,562,504
220%
1,026,462
5%
(81,566)
-7%
0
0%
(22,476)
0%
1,243,263
6%
89,961
0%
TOTAL 16,249,195 36,648,008 32,007,424 20,889,779 100% 4,640,584 28.6%
.s
• Projected ending fund balance for FYI 5/16 is $20.889M; this is a 28.6% increase of $4.640M from
the FY 2014-15 estimated budget.
• Operating needs total $6.409M with capital projects at $5.562M.
• This increase includes $1.769M transfers in from fund balance.
o $600K transfer to Capital Project Fund from Utility Fund,
o $82K from Visitors Association Fund
o $1.05M payment to the City of Fort Worth.
Section 3 Financial Analysis
Forecast Narrative
FORECAST ASSUMPTIONS
FY 2016-2017 AND BEYOND PROJECTION
REVENUES AND OTHER FINANCING SOURCES:
• Sales tax revenue - increase 3% annually
• Property tax revenue - currently increased 2% for current evaluation
o Estimate value on the roll two years from date of permit for new construction- separate
line -item on forecast
• Other revenue -increase 2% annually
o Building permits/inspection/plan review fees are currently only increased by 2%.
o Breakout of additional building permits/fees/inspections based on Granada growth is
reflected on separate line.
o Anticipate commercial revenues of $1.0M in FY 19/20
EXPENDITURES AND OTHER FINANCING USES:
• Includes all adopted maintenance projects and equipment replacement to maintain current
level of service
• Salary and wages increase by 3% annually
• Payroll - increase by fire department personnel only until there are 4 per shift
• Includes 5 -year personnel forecast
• Includes capital projects impact to operating budget
• Includes anticipated debt payments based on adopted CIP
• Includes 5 -year technology plan
• Other expenditures increase by 3% (excluding any one-time expenditures)
• CIP based on adopted CIP
• Reduces Fire Department current expenditure related to utilities, etc. in future years upon
construction of Fire Station
• Westlake Academy reserve - $30OK/annually (Student enrollment remains flat)
• Transfer from GF to CPF of one-time permits from Entrada/Granada for FY 15-16 and subsequent
years (Based on forecast )
• Granada lot fees of $1 OK/lot transferred to Westlake Academy Expansion for future construction
• Annual transfers to maintenance and replacement funds
FUND BALANCE ANALYSIS
FORECASTED ENDING FUND BALANCE BY FUND CATEGORIES
$18.710
Adopted
FY 16-17
FY 17-18
5.8%
FY 15-16
General Fund
7,207,742
7,439,962
6,583,165
Enterprise Funds
2,452,182
2,654,827
2,167,992
Internal Service Funds
869,280
961,716
1,433,106
Capital Project Funds
7,129,859
1,931,547
1,983,105
Special Revenue Funds
1,987,452
1,869,234
1,779,224
Debt Service Funds
0
0
0
Academic Funds
1,243,262
1,274,905
1,345,741
11
Section 3 Financial Analysis
Forecast Narrative
FY 18-19 FY 19-20 FY 20-21
6,003,906 6,337,615 5,589,347
2,673,738 3,169,245 3,787,245
1,780,498 2,336,894 2,792,959
3,830,629 2,995,454 3,497,289
1,675,293 1,562,561 1,813,607
0 0 0
1,351,404 1,291,300 1,229,995
ENDING FUND BALANCE $20,889,778 $16,132,191 $15,292,334 $17,315,467 $17,693,069 $18,710,442
J $20.890
FY 15-16
Ending Fund Balance - Five Year Forecast
(shown in millions)
716.13 $15.292
FY 16-17 FY 17-18
FUND BALANCE CHANGES
Ending Fund Balance $20.890 -W $16.132
Change $ from PY -$4.758
Change % from PY -22.8%
$17.315 11$17.691M $18.710
FY 18-19 FY 19-20 FY 20-21
$15.292 * $17.315
-$0.840 $2.023
-5.2% 13.2%
87
$17.69M1
$18.710
$0.378
$1.017
2.2%
5.8%
FIVE YEAR FORECAST AT -A -GLANCE
Revenues/Other Sources
Expenditures/Other Uses
Beginning Fund Balance
GENERAL FUND
operating da s
8,545,767
(8,146,779)
6,805,755
33
7,400
(13,940)
141,789
$135,249
3,615,226
(5,273,814)
3,975,522
�$2,3�16,13�34
300,300
(45,000)
231,135
$486,435
357,750
(373,080)
211,508
$196,178
118,333
68,333
$186,667
:r
7,400
7,400
PROJECTION
7,400
7,400
FY 16-17
FY 17-18
FY 18-19
FY 19-20
FY 20-21
9,369,793
8,332,690
8,645,366
9,945,772
9,095,465
(9,137,573)
(9,189,487)
(9,224,625)
(9,612,063)
(9,843,734)
7,207,742
$7,439,962
304
7,439,962
$6,583,165
157
6,553,165
$6,003,906
130
6,003,906
$6,337,615
® 233
6,337,615
$5,589,347
199
7,400
7,400
7,400
7,400
7,400
(13,940)
(13,940)
(13,940)
(13,940)
(13,940)
135,249
128,709
122,169
115,629
109,089
$128,709
$122,169
$115,629
$109,089
$102,549
31687,531
31761,282
3,836,507
3,913,237
3,991,502
(3,478,346)
(4,241,576)
(3,324,222)
(3,411,190)
(3,366,962)
2,316,934
2,526,118
2,045,824
2,558,109
3,0601157
$2,526,118
$2,045,824
$2,558,109
$3,060,157
$3,684,697
148,333
148,333
148,333
148,333
140,000
300,303
300,306
300,309
300,312
300,315
(187,500)
(90,000)
(90,000)
(135,000)
(90,000)
486,435
599,235
809,544
1,019,853
1,185,165
$599,238
$809,544
$1,019,853
$1,185,165
$1,395,481
478,750
478,750
478,750
478,750
478,750
(597,450)
(316,000)
(340,000)
(236,000)
(273,000)
196,178
77,478
240,228
378,978
621,728
$77,478
$240,228
$378,978
$621,728
$827,478
148,333
148,333
148,333
148,333
140,000
(50,000)
(50,000)
(150,000)
-
(100,000)
186,667
285,000
383,333
381,667
530,000
$285,000
$383,333
$381,667
$530,000
$570,000
9,746,304
904,187
304,161
2,585,019
205,451
201,330
(5,241,000)
(6,643,000)
(703,105)
(1,037,998)
(1,341,131)
-
1,733,939
6,239,243
500,430
101,486
1,648,507
512,827
$6,239,243
$500,430
$101,486
$1,648,507
$512,827
$714,157
450,500
540,501
450,502
300,503
300,504
300,505
$0
440,117
890,617
1,431,118
1,881,620
2,182,123
2,482,627
$890,617
$1,431,118
$1,881,620
$2,182,123
$2,482,627
$2,783,132
730,700
157,541
-
-
-
-
(124,000)
(157,541)
(372,844)
(372,844)
(372,844)
-
354,290
960,990
960,990
588,146
215,301
(157,542)
$960,990
0•0$4,045,931
$960,990
$588,146
$215,302
-$157,542
$2,837,912
-$157,542
$3,339,747
1,362,250
1,400,103
1,439,091
1,479,248
1,520,611
(1,362,250)
(1,400,103)
(1,439,091)
(1,479,248)
(1,520,611)
SO
$0
$0
$0
$0
731,760
646,646
501,661
506,809
512,093
(731,760)
(646,646)
(501,661)
(506,809)
(512,093)
$0
$0
$0
$0
$0
25
25
25
25
25
13,690
13,715
13,740
13,765
13,790
$13,715
$13,740
$13,765
$13,790
$13,815
866,300
1,283,130
1,300,297
1,317,807
1,335, 667
(984,544)
(1,000,320)
(1,031,409)
(1,057,719)
(1,084,646)
1,012,772
894,528
1,177,338
1,446,226
1,706,313
$894,528
r:
$1,177,338
$1,446,226
$1,706,313
i ,103
$1,957,334
$1,971,149
Revenues/Other Sources 1,991,018 2,494,855 2,492,090 2,491,944 2,663,608 2,661,111
Expenditures/Other Uses (2,013,494) (2,494,855) (2,492,090) (2,491,944) (2,663,608) (2,661,111)
Be innin Fund Balance 22,476 0 0 0 0 0
DEBT SERVICE FUNDr r r r
Revenues/Other Sources 7,986,626 7,942,058 7,950,784 7,955,332 7,959,984 8,119,184
Expenditures/Other Uses (7,596,666) (7,910,415) (7,879,949) (7,949,669) (5,020,088) (8,180,459)
Be innin Fund Balance 1,153,302 1,243,262 1,274,905 1,345,741 1,351,404 1,291,300
ACADEMIC SERVICE FUND $1,274,905 $1,345,741 $1,351,404 $1,291,300 $1,229,995
ENDING FUND BALANCE ® $ 16,132,191 $ 15,292,334 $ 17,315,467 $ 17,693,069 $ 18,710,442
88
TOWN OF WESTLAKE
FIVE YEAR FORECAST
All Municipal Funds
Bring to Market 100%; Additional Staff Delayed in 15/16; 1 firefighter in 16/17
No additional beverage/sales tax on new commercial
DESCRIPTION 2 3 4 5
ll -IS FY 18-19 FY 1940 FY 20.21
Sales Tax (ongoing 100% minus one time)
5,198,410
3.0%
4,900,000
Sales Tax (audit/one-time)
200,000
fixed
200,000
Sales Tax- additional due to commercial
200,000
2.0%
0
Sales Tax Allocation to 4B
51,000
linked
(1,275,000)
Sales Tax Allocation to ED
(1,388,591)
3.0%
(102,000)
Sales Tax Subtotal
(108,212)
(111,458)
3,723,000
Property Tax
3,830,190
2.0%
1,280,258
Additional Property Tax
residential
1,305,863
0
Additional Property Tax
commercial
1,413,508
0
Property Tax Subtotal
261,792
309,709
1,280,258
Liquor Permit Fees
10
2.0%
3,310
Other Misc Permits
10
2.0%
1,450
EMS Revenues
14
2.0%
136,500
Firefighter Equipment Fees
14
2.0%
2,000
Fire Code Inspections
14
2.0%
525
EMS Permit/Inspection Fees
14
2.0%
13,650
Court Administrative Fees
15
2.091
81800
Total Permits and Fees OTHER DEPTS
2,208
536
166,235
Reforestation Tree Escrow
12
2.0%
5,100
Grading/Excavation Permits
12
2.0%
22,889
Gas Well Misc Fees
12
2.0%
22,950
Insurance & Surety Review Fees
12
0.0%
3,000
Renewal Fees
12
0.0%
1,000
Engineer Review/Civil
12
2.0%
15,000
Development Fees
12
2.0%
44,829
Contractor Registration Fees
12
2.0%
14,523
Inspection/Plan Reviews
12
2.0%
204,000
Building Permits
12
2.0%
139,155
Increased permits/fees for Granada
1,000
1,000
479,850
Increased permits/fees for Entrada
residential
16,236
100,665
Increased permits/fees other lots
residential
47,573
351,890
Major Commerical - Entrada
commercial
15,110
0
Small Commercial - Entrada
commercial
208,080
0
Major Commerical - All Other
commercial
225,232
0
Total Permits and Fees P&D DEPT 12 ONLY
147,672
150,626
1,404,851
Flex Plan Gain
10
1.0%
0
Facility Rental
10
2.0%
4,450
Parking Lot Rental
10
2.0%
13,000
Special Events
10
1.0%
2,750
Insurance Refund/Equity Return
10
0.0%
9,800
Misc Revenue Dept 10
10
1.0%
2,500
Misc Revenue Dept 12
12
1.0%
250
Misc Income
0
2,246,759
32,750
AT&T/SBC
1,944,841
2.0%
318,150
Verizon
0
2.0%
52,242
TXU/Atmos Gas
4,630
2.0%
47,828
Charter
13,260
2.0%
1,258
One Source
14,353
2.0%
4,594
Southwestern Bell
2,862
1.0%
184
Tri -County Electric
9,800
2.0%
349,965
Trinity Waste/AWIN Mgmt
2,550
2.0%
27,313
Misc. Franchise Fees
253
2.0%
48,200
Franchise Fees
263
33,154
849,733
Beverage Tax
34,412
2.0%
53,025
Fines & Forfeitures (Court)
337,623
0.0%
710,000
Interest
54,353
2.0%
8,870
Contributions
48,784
2.0%
10,000
Other Revenues
52,805
1,283
781,895
Transfer In - UF 500 Impact
1,361
linked
37,500
Transfer In - OF (Loan repymt of $500K plus int)
4,875
4,972
256,245
Transfer In - VA 220 Dept 22
187
3.091.
13,300
Transfersln
356,964
364,104
307,045
Dotal Revenues & Transfers In
386,390
L
8,545,767
5,047,000
5,198,410
5,354,362
5,514,993
5,680,443
200,000
200,000
200,000
200,000
200,000
0
0
50,000
51,000
52,020
(1,311,750)
(1,349,603)
(1,388,591)
(1,428,748)
(1,470,111)
(105,060)
(108,212)
(111,458)
(114,802)
(118,246)
3,830,190
3,940,596
4,104,314
4,222,443
4,344,106
1,305,863
1,331,980
1,358,620
1,385,792
1,413,508
82,260
178,299
261,792
309,709
347,137
0
0
105,485
105,485
105,485
1,388,123
1,510,279
1,725,897
1,800,986
1,866,130
3,376
3,444
3,513
3,583
3,655
1,479
1,509
1,539
1,570
1,601
139,230
142,015
144,855
147,752
150,707
2,040
2,081
2,122
2,165
2,208
536
546
557
568
580
13,923
14,201
14,485
14,775
15,071
8,976
9,156
9,339
9,525
9,716
169,560
172,951
176,410
179,938
183,537
5,202
5,306
5,412
5,520
5,631
23,347
23,814
24,290
24,776
25,271
23,409
23,877
24,355
24,842
25,339
3,000
3,000
3,000
3,000
3,000
1,000
1,000
1,000
1,000
1,000
15,300
15,606
15,918
16,236
16,561
45,726
46,640
47,573
48,524
49,495
14,813
15,110
15,412
15,720
16,035
208,080
212,242
216,486
220,816
225,232
141,938
144,777
147,672
150,626
153,638
383,880
0
0
0
201,330
301,995
201,330
201,330
201,330
223,930
159,950
159,950
159,950
159,950
731,981
0
0
0
0
223,823
0
0
0
0
0
0
0
1,072,500
0
2,246,759
953,316
862,399
1,944,841
882,482
0
0
0
0
0
4,539
4,630
4,722
4,817
4,913
13,260
13,525
13,796
14,072
14,353
2,778
2,805
2,833
2,862
2,890
9,800
9,800
9,800
9,800
9,800
2,525
2,550
2,576
2,602
2,628
253
255
258
260
263
33,154
33,566
33,985
34,412
34,847
324,513
331,003
337,623
344,376
351,263
53,287
54,353
55,440
56,549
57,680
48,784
49,760
50,755
51,770
52,805
1,283
1,309
1,335
1,361
1,389
4,686
4,779
4,875
4,972
5,072
186
187
189
191
193
356,964
364,104
371,386
378,813
386,390
27,859
28,417
28,985
29,565
30,156
49,164
50,147
51,150
52,173
53,216
866,726
884,058
901,738
919,771
938,164
54,086
55,167
56,271
57,396
58,544
710,000
710,000
710,000
710,000
710,000
9,047
9,228
9,413
9,601
9,793
10,200
10,404
10,612
10,824
11,041
783,333
784,799
786,295
787,821
789,378
38,250
39,015
39,795
40,591
41,403
0
0
0
0
0
13,699
14,110
14,533
14,969
15,418
51,949
53,125
54,329
55,560
56,821
k 9,369,793
8,332,690
8,645,366
9,945,772
9,095,465
Payroll Salaries
3.0%
(2,867,659)
(2,953,689)
(3,042,299)
(3,133,568)
(3,227,575)
(3,324,403)
Payroll Insurance (Health/Dental/Life)
11.5%
(459,648)
(512,508)
(571,446)
(637,162)
(710,436)
(792,136)
Payroll Taxes (SSM/WC/TWC)
3.0%
(267,606)
(275,635)
(283,904)
(292,421)
(301,193)
(310,229)
Payroll Retirement (TMRS/ICMA)
2.0%
(371,055)
(378,476)
(386,046)
(393,767)
(401,642)
(409,675)
Payroll Transfers In
3.0%
895,415
922,277
949,945
978,444
1,007,797
1,038,031
Staff Forecast - TS Clerk (15/16) 0.50000
3.0%
(20,303)
(20,912)
(21,539)
(22,186)
(22,851)
(23,537)
Staff Forecast- Firefighter(2) 15/16 1.00000
3.0%
(102,410)
(105,482)
(108,647)
(111,906)
(115,263)
(118,721)
Staff Forecast- FM Clerk (15/16) 0.62500
3.0%
(27,274)
(28,092)
(28,935)
(29,803)
(30,697)
(31,618)
Staff Forecast- Firefighter(3) 16/17 1.00000
3.0%
0
(105,482)
(108,646)
(111,906)
(115,263)
(118,721)
Total Payroll and Related
(3,220,541)
(3,457,999)
(3,601,517)
(3,754,275)
(3,917,124)
(4,091,009)
Service (inc CP operational impact for 14-15)
3.0%
(2,205,434)
(2,271,597)
(2,339,744)
(2,409,937)
(2,482,235)
(2,556,702)
Service(K-5 Westlake reserve slots)
(300,000)
(300,000)
(300,000)
(300,000)
(300,000)
(300,000)
Additional Plan Review/Insp Expenditure $3K/lot
0
(126,000)
(81,000)
(54,000)
(54,000)
(54,000)
Additional Infrastructure Inspection Expenditure
0
(100,000)
Total Service Expenditures
(2,505,434)
(2,797,597)
(2,720,744)
(2,763,937)
(2,836,235)
(2,910,702)
a
TOWN OF WESTLAKE
FIVE YEAR FORECAST
All Municipal Funds
Bring to Market 100%; Additional Staff Delayed in 15/16; 1 firefighter in 16/17
No additional beverage/sales tax on new commercial
DESCRIPTION
6,808,755
7,207,742
1
2
3
4
5
7,207,742
7,439,962
6,583,165
16-17
ll -IS
FY 18-19
FV 19-20
_ FY 20-21
Office Rent (70% of total $242,860)
3.0%
(141,706)
(145,957)
(150,336)
(154,846)
(159,492)
(164,276)
Additional needed for proposed RENT
5,678,477
6,005,677
0
(19,666)
(15,156)
(10,510)
(5,726)
Electric Service (70% of $4071)
3.0%
(22,000)
(22,660)
(23,340)
(24,040)
(24,761)
(25,504)
Electric Service - Fire Station
3.0%
(4,430)
(4,563)
(4,700)
(4,841)
(4,986)
(5,136)
Electric Service -Public Works
3.0%
(1,700)
(1,751)
(1,804)
(1,858)
(1,913)
(1,971)
Electric Service - Parks/Rec
3.0%
(8,780)
(9,043)
(9,315)
(9,594)
(9,882)
(10,178)
Electric Service - Parchamn
3.0%
(20)
(21)
(21)
(22)
(23)
(23)
Telephone Service -Town
3.0%
(5,750)
(5,923)
(6,100)
(6,283)
(6,472)
(6,666)
Telephone Service - Fire Dept
3.0%
(4,295)
(4,424)
(4,557)
(4,693)
(4,834)
(4,979)
Telephone Service -Court
3.0%
(350)
(361)
(371)
(382)
(394)
(406)
Internet Service - Town
3.0%
(7,600)
(7,828)
(8,063)
(8,305)
(8,554)
(8,810)
Internet Service - Fire Dept
3.0%
(850)
(876)
(902)
(929)
(957)
(985)
Internet Service - Court
3.0%
(2,387)
(2,459)
(2,532)
(2,608)
(2,687)
(2,767)
Internet Service - Facilities
3.0%
(500)
(515)
(530)
(546)
(563)
(580)
Water Service - Town
3.0%
0
0
0
0
0
0
Water Service - Fire Dept
3.0%
(2,450)
(2,524)
(2,599)
(2,677)
(2,757)
(2,840)
Water Service - ROW Irrigation
3.0%
(135,000)
(139,050)
(143,222)
(147,518)
(151,944)
(156,502)
Water Service - Parks&Rec
3.0%
(575)
(592)
(610)
(628)
(647)
(667)
Gas Service - Town
3.0%
0
0
0
0
0
0
Gas Service - Fire Station
3.0%
(1,500)
(1,545)
(1,591)
(1,639)
(1,688)
(1,739)
Total Rent & Utilities
(339,893)
(350,090)
(380,259)
(386,566)
(393,063)
(399,755)
Supplies
3.0%
(207,816)
(214,050)
(220,472)
(227,086)
(233,898)
(240,915)
Insurance
3.0%
(33,229)
(34,226)
(35,253)
(36,310)
(37,399)
(38,521)
Repair&Maintenance
3.0%
(167,445)
(172,468)
(177,642)
(182,972)
(188,461)
(194,115)
Capital Operating Impact- Parks/Rec
Project
0
(6,323)
(6,513)
(6,708)
(6,909)
(7,117)
Capital Operating Impact - Facilities
Project
0
(6,550)
(264,197)
(224,872)
(226,019)
(232,800)
Capital Operating Impact- Roads
Project
0
(5,305)
(5,464)
(10,568)
(10,885)
(11,212)
Total Operating Expenditures
(408,490)
(438,922)
(709,541)
(688,516)
(703,572)
(724,679)
Debt (repayment to BBP loan 1)
(36,678)
(36,678)
(36,678)
(36,678)
(36,678)
(36,678)
Total Debt
(36,678)
(36,678)
(36,678)
(36,678)
(36,678)
(36,678)
Capital Outlay
3.0%
(26,210)
(26,996)
(27,806)
(28,640)
(29,500)
(30,385)
Total Capital
(26,210)
(26,996)
(27,806)
(28,640)
(29,500)
(30,385)
Transfer Out - ED 210
(35,758)
0
0
0
0
0
Transfer Out -GMR 600
(350,000)
(475,000)
(475,000)
(475,000)
(475,000)
(475,000)
Transfer Out -VMR 605
(110,000)
(140,000)
(140,000)
(140,000)
(140,000)
(140,000)
Transfer Out - DS (Including 5 -year CIP)
(440,261)
(380,349)
(350,775)
(303,665)
(428,381)
(387,322)
Transfer Out- DS (for Academy Exp $8.5M)
0
(448,732)
(445,172)
(446,018)
(451,180)
(446,875)
Transfers Out - Operating
(936,019)
(1,444,082)
(1,410,947)
(1,364,683)
(1,494,561)
(1,449,196)
Transfer Out - CP 410
(93,000)
0
0
0
0
0
Transfer out - CP 410-(Entrada/Granada fees)
.J
E (580,515), r&
(585,210)
(301,995)
(201,330)
(201,330)
(201,330)
Transfers Out - Non Operating
(673,515)
(585,210)
(301,995)
(201,330)
(201,330)
(201,330)
Total Expenditures & Transfers Out
AM
1 (8,146,779)
(9,137,573)
(9,189,487)
(9,224,625)
(9,612,063)
(9,843,734)
398,987 1 232,220 (856,797) (579,260) 333,71(
Beginning Fund Balance
6,808,755
7,207,742
7,439,962
6,583,165
6,003,906
6,337,615
Ending Fund Balance
7,207,742
7,439,962
6,583,165
6,003,906
6,337,615
5,589,347
Restricted/Committed/Assigned
2.0% 306,659
312,792
319,048
325,429
331,938
338,576
Unassigned Ending Balance
6,901,083
7,127,170
6,264,117
5,678,477
6,005,677
5,250,770
$ per Dayfor Operations (Inducing GMR transfer)
20,329
23,431
24,349
24,721
25,783
26,418
Operating Days
339
304
257
230
233
ad
ERAL FUND TOTAL
8,332,690
Total Revenues & Transfers in
8,545,767
Total Expenditures & Transfers Out
(8,146,779)
NET R&TI Over(Under) E&TO
Beginning Fund Balance
6,808,755
Ending Fund Balance
7,207,742
Restricted/Committed/Assigned
306,659
Unassigned Ending Balance
6,901,083
$ per Day for Operations
20,329
Operating Days
339
9,369,793
8,332,690
8,645,366
9,945,772
9,095,465
(9,137,573)
r
(9,189,487)
(9,224,625)
r
(9,612,063)
r
(9,843,734)
(748,268)
7,207,742
7,439,962
6,583,165
6,003,906
6,337,615
7,439,962
6,583,165
6,003,906
6,337,615
5,589,347
312,792
319,048
325,429
331,938
338,576
7,127,170
6,264,117
5,678,477
6,005,677
5,250,770
23,431
24,349
24,721
25,783
26,418
304
257
230
233
199
all
TOWN OF WESTLAKE
FIVE YEAR FORECAST
All Municipal Funds
Bring to Market 100%; Additional Staff Delayed in 15/16; 1 firefighter in 16/17
No additional beverage/sales tax on new commercial
DESCRIPTION
2.0%
2,516,326
2
3
4
5
2.0%
43,000
Waste Management
ll -IS
FY 18-19
FY 19-20
FY 20-21
722,817
Sewer Revenue - Keller
2.0%
1,248
Water Tap Fees
2.0%
�CEMETERY,
Sewer Tap Fees
2.0%
10,764
Fort Worth Impact fees
2.0%
37,500
Revenues
0.0% 7,400
7,400
7,400
7,400
7,400
7,400
Expenditures
0.0% (13,940)
(13,940)
(13,940)
(13,940)
(13,940)
(13,940)
NET R&TI • •
Insurance Refund/Equity Return
4
4
4
4
4
Beginning Fund Balance
141,789
135,249
128,709
122,169
115,629
109,089
Ending Fund Balance
135,249
128,709
122,169
115,629
109,089
102,549
Restricted/Committed/Assigned
135,249
128,709
122,169
115,629
109,089
102,549
Unassigned Ending Balance
3.0%
(500)
Water - Pump Station
3.0%
(20,600)
Electric - Pump Station
Water Revenue
2.0%
2,516,326
DS - Hillwood Service Area
2.0%
48,000
DS - Town Service Area Accts
2.0%
43,000
Waste Management
2.0%
5,252
Sewer Revenue - Westlake
2.0%
722,817
Sewer Revenue - Keller
2.0%
1,248
Water Tap Fees
2.0%
19,916
Sewer Tap Fees
2.0%
10,764
Fort Worth Impact fees
2.0%
37,500
Meter Repair & Replacement
2.0%
1,970
Interest Income
2.0%
6,000
Duct Bank Leases
2.0%
30,964
TRA Wastewater Settle -Up
2.0%
91,655
Duct Bank Permit Fees - other
2.0%
74,400
Insurance Refund/Equity Return
2.0%
1,650
Misc Revenue Dept 16
2.0%
3,765
Total Revenues & Transfers In
2,175
3,615,226
PR Transfer Out
3.0%
(404,494)
Office Rent (15% of total $242,860)
3.0%
(30,675)
Electric Service (15% of $4071)
3.0%
(3,560)
Telephone Service Dept 10
3.0%
(1,100)
Telephone Service Dept 16
3.0%
(2,000)
Internet Service
3.0%
(1,600)
Water Service -Town
3.0%
(500)
Water - Pump Station
3.0%
(20,600)
Electric - Pump Station
3.0%
(72,100)
Electric - Lift Station
3.0%
(2,678)
Gas Service Dept 10
3.0%
(500)
Capital Outlay
3.0%
(24,780)
Insurance
3.0%
(7,100)
Repair&Maintenance
3.0%
(149,000)
Service
3.0%
(572,135)
Supplies
3.0%
(8,200)
Fort Worth Payment
0.0%
(1,050,000)
Water Purchases
3.0%
(890,000)
Water Service Charge
3.0%
(600)
Peak Payment
3.0%
(390,000)
Transfer Out - UMR 510
fixed
(300,000)
Transferto Capital Project for Municipal Bldg (1/3)
(515)
(600,000)
Transfer Out -VMR Fund 605
linked
(8,333)
Transfer Out -GF 100 Loan Repayment
linked
(256,245)
Transfer Out- GF 100 Impact Fees
linked
(37,500)
N1 Sewer Line Transfer
0.0%
(96,435)
Meter Reading Equipment
0.0%
(77,000)
DS- Principal Keller OH Storage
(3,014)
(99,336)
DS- Interest Keller OH Storage
(530)
(20,542)
DS- Hillwood Service Area
3.0%
(48,240)
DS - Town Service Area
3.0%
(43,215)
DS - Principal - 2013 CO Ground Storage Tank
$1.025M
(21,450)
DS - Interest - 2013 CO Ground Storage Tank
(7,991)
(33,896)
Total Expenditures &Transfers Out
NET R&TI Over(Under) E&TO
(158,074)
(5,273,8141
Beginning Fund Balance
(172,732)
3,975,522
Ending Fund Balance
(625,187)
2,316,934
Restricted/Committed/Assigned
2.0%
1,268,625
Unassigned Ending Balance
(9,229)
r 1,048,309
2,566,652
2,617,985
2,670,345
2,723,752
2,778,227
48,960
49,939
50,938
51,957
52,996
43,860
44,737
45,632
46,545
47,475
5,357
5,464
5,573
5,685
5,799
737,273
752,018
767,059
782,400
798,048
1,273
1,298
1,324
1,351
1,378
20,314
20,721
21,135
21,558
21,989
10,979
11,199
11,423
11,651
11,884
38,250
39,015
39,795
40,591
41,403
2,009
2,050
2,091
2,132
2,175
6,120
6,242
6,367
6,495
6,624
31,583
32,215
32,859
33,516
34,187
93,488
95,358
97,265
99,210
101,195
75,888
77,406
78,954
80,533
82,144
1,683
1,717
1,751
1,786
1,822
3,840
3,917
3,995
4,075
4,157
3,687,531
3,761,282
3,836,507
3,913,237
3,991,502
(416,629)
(429,128)
(442,002)
(455,262)
(468,920)
(31,595)
(32,543)
(33,519)
(34,525)
(35,561)
(3,667)
(3,777)
(3,890)
(4,007)
(4,127)
(1,133)
(1,167)
(1,202)
(1,238)
(1,275)
(2,060)
(2,122)
(2,185)
(2,251)
(2,319)
(1,648)
(1,697)
(1,748)
(1,801)
(1,855)
(515)
(530)
(546)
(563)
(580)
(21,218)
(21,855)
(22,510)
(23,185)
(23,881)
(74,263)
(76,491)
(78,786)
(81,149)
(83,584)
(2,758)
(2,841)
(2,926)
(3,014)
(3,105)
(515)
(530)
(546)
(563)
(580)
(25,523)
(26,289)
(27,078)
(27,890)
(28,727)
(7,313)
(7,532)
(7,758)
(7,991)
(8,231)
(153,470)
(158,074)
(162,816)
(167,701)
(172,732)
(589,299)
(606,978)
(625,187)
(643,943)
(663,261)
(8,446)
(8,699)
(8,960)
(9,229)
(9,506)
0
(1,000,000)
0
0
0
(916,700)
(944,201)
(972,527)
(1,001,703)
(1,031,754)
(618)
(637)
(656)
(675)
(696)
(401,700)
(413,751)
(426,164)
(438,948)
(452,117)
(300,000)
(300,000)
(300,000)
(300,000)
(300,000)
(316,667)
0
0
0
0
(8,333)
(8,333)
(8,333)
(8,333)
0
0
0
0
0
0
(38,250)
(39,015)
(39,795)
(40,591)
(41,403)
0
0
0
0
0
0
0
0
0
0
(104,143)
(108,950)
(113,756)
(120,165)
0
(16,395)
(11,986)
(7,393)
(2,523)
0
(49,687)
(51,178)
(52,713)
(54,295)
(55,923)
(44,511)
(45,847)
(47,222)
(48,639)
(50,098)
(22,000)
(22,000)
(22,550)
(23,650)
(23,650)
(33,461)
(33,021)
(32,576)
(32,114)
(31,582)
(3,478,346)
r•
(4,241,576)
,:r
(3,324,222)
(3,411,190)
r r,•,i
(3,366,962)
2,316,934
2,526,118
2,045,824
2,558,109
3,060,157
2,526,118
2,045,824
2,558,109
3,060,157
3,684,697
270,197
1,272,982
276,211
281,386
161,253
2,255,921
772,842
2,281,898
2,778,771
3,523,444
TOTALNPRISE FUND
Total Revenues & Transfers in
3,622,626
3,694,931
3,768,682
3,843,907
3,920,637
3,998,902
Total Expenditures & Transfers Out
NET R&TI • •
(5,287,754)
(3,492,286)
202,645r
(4,255,516)
(3,338,162)
(3,425,130)
r•
(3,380,902)
618,000
Beginning Fund Balance
4,117,310
2,452,182
2,654,827
2,167,992
2,673,738
3,169,245
Ending Fund Balance
2,452,182
2,654,827
2,167,992
2,673,738
3,169,245
3,787,245
Restricted/Committed/Assigned
1,403,874
398,906
1,395,151
391,839
390,474
263,802
Unassigned Ending Balance
- ®
778 771
3,523,444
N
TOWN OF WESTLAKE
FIVE YEAR FORECAST
All Municipal Funds
Bring to Market 100%; Additional Staff Delayed in 15/16; 1 firefighter in 16/17
No additional beverage/sales tax on new commercial
DESCRIPTION 2 3 4 5
17 -IS FY 15-19 FY 19-20 FY 20-21
Revenues
1.0% 300
Transfers In - OF 500
linked 300,000
Total Revenues & Transfers In
6,000
Expenditures
linked (45,000)
Transfers Out
Insurance Proceeds
Total Expenditures & Transfers Out
-
NET R&T1 • - •
Beginning Fund Balance
rr
231,135
Ending Fund Balance
486,435
Restricted/Committed/Assigned
486,435
Assigned Ending Balance (projected)
68,333
Misc Income Receivable
1.0%
-
Firefighter Equipment Fees
Transfer in from OF 500
6,000
Interest Income
300,000
1,750
Insurance Proceeds
Dept 15 Court Vehicle
-
Transfer in from GF
-
350,000
Other Sources
Total Expenditures & Transfers Out
-
Total Revenues & Transfers In
68,333
357,750
Expenditures
dept 14
-
Expenditures
dept 16
(60,000)
Expenditures
dept 17
(261,330)
Expenditures
dept 19
(22,000)
Expenditures
dept 20
(29,750)
Transfers Out
dept 99
-
Total Expenditures & Transfers Out
77,478
(373,080)
NET R&TI Over(Under) E&TO
Beginning Fund Balance
621,728
211,508
Ending Fund Balance
240,228
196,178
Restricted/Committed/Assigned
827,478
196,178
Unassigned Ending Balance
381,667
Q
:RNAL SERVICE FUNDS
Total Revenues & Transfers in 776,383
Total Expenditures & Transfers Out (418,080)
NET R&TI Over(Under) E&TO
Beginning Fund Balance 510,977
Ending Fund Balance 869,280
Restricted/Committed/Assigned 869,280
,unassigned Ending Balance
303
306 309
Transfer in from GF 100
110,000
Transfer in from OF 500
8,333
Total Revenues & Transfers In118,333
300,000
Dept 14 Fire Vehicles
-
Dept 15 Court Vehicle
-
Dept 16 Public Works Vehicle
-
Dept 17 Facilities Vehicles
(90,000)
Total Expenditures & Transfers Out
mill
NET R&TI Over(Under) E&TO,
Beginning Fund Balance
68,333
Ending Fund Balance
186,667
Restricted/Committed/Assigned
186,667
Unassigned Ending Balance
809,544 1,019,853
:RNAL SERVICE FUNDS
Total Revenues & Transfers in 776,383
Total Expenditures & Transfers Out (418,080)
NET R&TI Over(Under) E&TO
Beginning Fund Balance 510,977
Ending Fund Balance 869,280
Restricted/Committed/Assigned 869,280
,unassigned Ending Balance
303
306 309
312
315
300,000
300,000 300,000
300,000
300,000
300,303
300,30f�300,309
300,312
300,315
(187,500)
(90,000) (90,000)
(135,000)
(90,000)
112,803
41
210,306 210,309
(135,000)
165,312
(90,000)
210,315
486,435
599,238 809,544
1,019,853
1,185,165
599,238
809,544 1,019,853
1,185,165
1,395,481
599,238
809,544 1,019,853
1,185,165
1,395,481
(236,000)
(273,001
196,178
2,000 2,000 2,000 2,000 2,000
1,750 1,750 1,750 1,750 1,750
475,000 475,000 475,000 475,000 475,000
478,750
140,000
478,750
E8,750
478,750
8,333
8,333
8,333
8,333
(463,000)
r.
(224,450)
(80,000)
(60,000)
-
-
(258,000)
(131,000)
(225,000)
(176,000)
(218,000)
(10,000)
(10,000)
(10,000)
(15,000)
(10,000)
(105,000)
(95,000)
(45,000)
(45,000)
(45,000)
(597,450) 9W
(316,000)
(236,000)
(273,001
196,178
77,478
240,228
378,978
621,728
77,478
240,228
378,978
621,728
827,478
77,478
240,228
378,978
621,728
827,478
285,000
383,333
381,667
530,000
570,000
140,000
140,000
140,000
140,000
140,000
8,333
8,333
8,333
8,333
(463,000)
r.
IL 148,333
148,333
148,333
148,333
140,.....
(50,000)
-
(150,000)
-
-
-
(50,000)
-
-
-
-
-
-
-
(50,000)
(50,000)
(50,000)
98,333
(50,000)
98,333
(150,000)
-
148,333
(100,00.:
,,,
186,667
285,000
(1,667)
383,333
381,667
530,000
285,000
383,333
381,667
530,000
570,000
285,000
383,333
381,667
530,000
570,000
sm
927,386
927,389
927,392
927,396
919,065
(834,950)
92,436
(456,000)
471,389
(580,000)
347,392
(371,000)
556,396
(463,000)
r.
869,280
961,716
1,433,106
1,780,498
2,336,894
961,716
1,433,106
1,780,498
2,336,894
2,792,959
961,716
1,433,106
1,780,498
2,336,894
2,792,959
92
TOWN OF WESTLAKE
FIVE YEAR FORECAST
All Municipal Funds
Bring to Market 100%; Additional Staff Delayed in 15/16; 1 firefighter in 16/17
No additional beverage/sales tax on new commercial
DESCRIPTION 2 3 4 5
ll -IS FY 15-19 FY 1940 FY 20-21
Hotel Tax (Marriott & Deloitte)
2.0%
825,000
Hotel Tax (Entrada) (50% occupancy)
910,867
1,428,748
Interest
400,000
2,900
Misc Income
2,900
21,900
Total Revenues & Transfers In
2,900
849,800
Office Rent (15% of total $242,860)
3.0%
(30,675)
Electric Service (15% of $4071)
3.0%
(3,560)
Telephone Service
3.0%
(1,000)
Internet Service
3.0%
(1,200)
PR Transfer Out
3.0%
(490,920)
Service
3.0%
(244,580)
Supplies
3.0%
(3,906)
Transfer Out - GF 100 Dept 22 exp
linked
(13,300)
Transfer Out - DS 300
Schedule
(142,250)
Total Expenditures &Transfers Out
(1,351)
(931,391
NET R&TI Over(Under) E&TO
Beginning Fund Balance
(520,818)
1,094,364
Ending Fund Balance
(569,111)
1,012,772
Restricted/Committed/Assigned
(267,259)
142,250
Unassigned Ending Balance
(4,023)
870,522
841,500
858,330
875,497
893,007
910,867
1,428,748
400,000
400,000
400,000
400,000
2,900
2,900
2,900
2,900
2,900
21,900
21,900
21,900
21,900
21,900
866,300
1,283,130
1,300,297
1,317,807
1,335,66..
(31,595)
(32,543)
(33,519)
(34,525)
(35,561)
(3,667)
(3,777)
(3,890)
(4,007)
(4,127)
(1,030)
(1,061)
(1,093)
(1,126)
(1,159)
(1,236)
(1,273)
(1,311)
(1,351)
(1,391)
(505,648)
(520,818)
(536,442)
(552,535)
(569,111)
(251,917)
(259,475)
(267,259)
(275,277)
(283,535)
(4,023)
(4,144)
(4,268)
(4,396)
(4,528)
(13,699)
(14,110)
(14,533)
(14,969)
(15,418)
(169,950)
(162,400)
(169,463)
(171,025)
(172,463)
3.0%
(1,000,320)
282,910
(1,031,409)
268,887
(1,057,719)
260,088
(1,084,646)
251,021
(118,244)
1,012,772
894,528
1,177,338
1,446,226
1,706,313
894,528
1,177, 338
1,446,226
1,706,313
1,957,334
169,950
162,400
169,463
171,025
17 2, 463
724,578
1,014,938
1,276,763
1,535,288
1,784,871.'
Sales tax (on-going)
linked 1,225,000
1,311,750
1,349,603
1,388,591
1,428,748
1,470,111
Sales tax (one-time)
fixed 50,000
50,000
50,000
50,000
50,000
50,000
Interest
fixed 500
500
500
500
500
500
Transfer Out -D5300
(1,275,500)
(1,362,250)
(1,400,103)
(1,439,091)
(1,479,248)
(1,520,611)
NET R&TI • dE&TO
Beginning Fund Balance
-
-
-
-
-
-
Ending Fund Balance
-
-
-
-
-
(646,646)
Restricted/Committed/Assigned
(506,809)
(512,093)
-
-
-
iiLnassigned Ending Balance
E STAR FUND
General Sales Tax
2.0% 102,000
Hotel/Motel Tax
2.0% 85,000
Economic Development for WA
1OK/Lot 450,000
otal Revenues & Transfers In
672,758
ED Principal - Fidelity 1
(30,237)
ED Interest - Fidelity 1
(5,522)
ED - Deloitte Sales Tax
(102,000)
ED - Deloitte Hotel Tax
(85,000)
Transfer Out to WA Expansion
(450,000)
Total Expenditures & Transfers Out
(672,758)
Beginning Fund Balance
Ending Fund Balance
Restricted/Committed/Assigned
Unassigned Ending Balance
105,060
108,212
111,458
114,802
118,246
86,700
88,434
90,203
92,007
93,847
540,000
450,000
300,000
300,000
300,000
731,760
646,646
501,661
506,809
512,09
960,990
588,146
215,302
(157,542)
Ending Fund Balance
(105,060)
(108,212)
(111,458)
(114,802)
(118,246)
(86,700)
(88,434)
(90,203)
(92,007)
(93,847)
(540,000)
(450,000)
(300,000)
(300,000)
(300,000)
Ir (731,760)
(646,646)
(501,661)
(506,809)
(512,093)
-
-
-
Revenues
3.0%
730,700
157,541
-
-
-
-
Expenditures
NET R&TI • •
3.0%
(124,000)
r, rr
(157,541)
(372,844)
(372,844)
(372,844)
-
Beginning Fund Balance
1,675,293
354,290
960,990
960,990
588,146
215,302
(157,542)
Ending Fund Balance
ir 724,578
960,990
960,990
588,146
215,302
(157,542)
(157,542)
Restricted/Committed/Assigned
960,990
960,990
588,146
215,302
(157,542)
(157,542)
Unassigned Ending Balance
-
-
-
-
-
E STAR FUND
E
Revenues
3.0%
25
25
25
25
25
25
Expenditures
NET R&TI • :
3.0%
-
-
-
-
-
-
Beginning Fund Balance
13,665
13,690
13,715
13,740
13,765
13,790
Ending Fund Balance
13,690
13,715
13,740
13,765
13,790
13,815
Restricted/Committed/Assigned
13,690
13,715
13,740
13,765
13,790
13,815
Unassigned Ending Balance
TOTAL-1AL REVENUES FUNDS
Total Revenues & Transfers in 3,528,783
Total Expenditures & Transfers Out (3,003,650)
NET R&TI Over(Under)
Beginning Fund Balance 1,462,319
Ending Fund Balance 1,987,452
Restricted/Committed/Assigned 1,116,930
Unassigned Ending Balance ONE 870,522
3,117,876
3,329,903
3,241,073
3,303,888
3,368,395
(3,236,095)
(118,219)
(3,419,913)
(90,009)
(3,345,005)
r
(3,416,620)
(3,117,350)
r,.
1,987,452
1,869,234
1,779,224
1,675,293
1,562,561
1,869,234
1,779,224
1,675,293
1,562,561
1,813,607
1,144,655
764,286
398,530
27,273
28,736
ir 724,578
1,014,938
1,276,763
1,535,288
1,784,87
93
TOWN OF W ESTLAKE Bring to Market 100%; Additional StaffDelayed in 15/16; 1 firefighter in 16/17
FIVE YEAR FORECAST No additional beverage/sales tax on new commercial
All Municipal Funds
DESCRIPTION 2
ll -IS
DEBT SERVICE FUND
Property Tax 0.05% 133,507 133,574 133,641
Transfer in - GF 100 -including 5 -year ClP (7,537) 380,349 350,775
Transfer in - GF 100- Phase l 447,798 448,732 445,172
Transfer In -VA 220 linked 142,250 169,950 162,400
Transfer In -4B 200 linked 1,275,000 1,362,250 1,400,103
Total Revenues & Transfers In 1,991,018 jr 2,494,855 2,492,090
3
FY 18-19
133,707
303,665
446,018
169,463
1,439,091
4
FY 19-20
133,774
428,381
451,180
171,025
1,479,248
2,663,608
5
FY 20-21
133,841
387,322
446,875
172,463
1,520,611
2,661,111
DS Principal - Issue 2007 GORE, Refunding
(410,000)
8,119,184
(425,000)
(40,000)
(40,000)
(45,000)
(50,000)
DS Interest - Issue 2007 GORB
Bank Charge 2007 GORB
(291,983)
NET R&TI • •31,643
(276,608)
(259,608)
(258,008)
(256,408)
(254,608)
-
(400)
1,153,302
(400)
(400)
(400)
(400)
(400)
DS Principal - Issue 2011 GORB Refunding(100,000)
1,243,262
1,274,905
(275,000)
(700,000)
(715,000)
(730,000)
(750,000)
DS Interest - Issue 2011 GORB
(212,400)
136,350
(207,275)
(192,650)
(171,425)
(149,750)
(127,550)
Bank Charge -2011 GORB
(4 00)
1,215,054
(400)
(400)
(400)
(400)
(400)
DS Principal - Issue 2011 CO
(100,000)
(75,000)
(79,000)
(83,000)
(87,000)
(91,000)
DS Interest -Issue 2011 CO
(54,503)
(79,475)
(75,625)
�
(71,575)
(67,325)
(62,875)
Bank Charge - 2011 CO
(400)
(400)
(400)
(400)
(400)
(400)
DS Principal - Issue 2013 CO WA
(173,550)
(178,000)
(178,000)
(182,450)
(191,350)
(191,350)
DS Interest - Issue 2013 CO Expansion
(274,248)
(270,732)
(267,172)
(263,568)
(259,830)
(255,525)
Bank Charge - 2013 CO
(400)
(400)
(400)
(400)
(400)
(400)
DS Principal - Issue 2013 GORE, Ref 2008
(100,000)
(130,000)
(125,000)
(135,000)
(140,000)
(145,000)
DS Interest - Issue 2013 GORB A&5
(42,250)
(39,950)
(37,400)
(34,463)
(31,025)
(27,463)
Bank Charge - 2013 GORB
(400)
(400)
(400)
(400)
(400)
(400)
DS Principal - Issue 2014 GORE, Ref 2003
(185,000)
(5,000)
(5,000)
(5,000)
(5,000)
(5,000)
DS Interest - Issue 2014 GORB
(67,160)
(65,220)
(65,040)
(64,860)
(64,680)
(64,500)
Bank Charge -2014 GORE
(400)
-
-
-
-
-
2015-16 CO (FS Land/Bldg) ($60K per $1M) (30yr)($8.4M)
-
(465,595)
(465,595)
(465,595)
(465,595)
(465,595)
Total Expenditures & Transfers Out
NET R&TI •E&TO
(2,013,494)
(2,494,855)
(2,492,090)
(2,491,944)
(2,663,608)
(2,661,111)
Beginning Fund Balance
22,476
0
0
0
0
Ending Fund Balance
0
0
..
0
0
0
Restricted/Committed/Assigned
0
0
0
0
0
Unassigned Ending Balance
-
-111116
TOTALDEBT SERVICE FUND
Total Revenues & Transfers in
1,991,018
2,494,855
2,492,090
2,491,944
2,663,608
2,661,111
Total Expenditures & Transfers Out
(2,013,494)
(2,494,855)
(2,492,090)
(2,491,944)
(2,663,608)
(2,661,111)
NET R&TI • d
Beginning Fund Balance
22,476
0
0
0
0
0
Ending Fund Balance
0
0
0
0
0
0
Restricted/Committed/Assigned
0
0
0
0
0
0
1Unassigned Ending Balance
Total Revenues
2.00% 7,986,626
7,942,058
7,950,784
7,955,332
7,959,984
8,119,184
Total Expenditures
2.00% (7,896,666)
(7,910,415)
(7,879,949)
(7,949,669)
(8,020,088)
(8,180,489)
NET R&TI • •31,643
70,836(60,103)
r
Beginning Fund Balance
1,153,302
1,243,262
1,274,905
1,345,741
1,351,404
1,291,300
Ending Fund Balance
1,243,262
1,274,905
1,345,741
1,351,404
1,291,300
1,229,995
Restricted/Committed/Assigned
136,350
136,350
136,350
136,350
136,350
136,350
Unassigned Ending Balance
® Wr
1,138,555
1,209,3911W
1,215,054
1,154,950
94
TOWN OF WESTLAKE
FIVE YEAR FORECAST
All Municipal Funds
Bring to Market 100%; Additional Staff Delayed in 15/16; 1 firefighter in 16/17
No additional beverage/sales tax on new commercial
DESCRIPTION
�CAPITAL PROJECTS
FM1938 Streetscape/Wayfinding Contribution
Interest Income
Fire Station Complex - Bond Proceeds
Streets - Bond Proceeds
500
-
16,644
8,456,145
-
1
FY 16-17
-
2,310
-
-
2
17-I8
-
2,166
-
-
3
FY 18-19
-
4,560
-
29
4
FY 1940
-
4,121
-
-
5
FY 20-21
-
-
-
Total Revenues
501,835
8,472,789
2,310
2,166
2,383,689
4,121
-
Transfer in from OF (1/3 Municipal Bldg)
890,617
600,000
316,667
-
-
-
10,196,804
Transfer in from GF (regular)
linked
93,000
-
-
-
-
-
Transfer in from GF (Addl permits Granada)
linked
4,264,752
Unassigned Ending Balance
$9,926,826
201,330
201,330
201,330
Total Transfers In
11,652,73
1,273,515
901,877
301,995
201,330
201,330
201,330
Total Revenues & Transfers In
904,187
304,161
2,585,019
205,451
201,330
FIRE STATION COMPLEX
NEW
(2,815,000)
(5,200,000)
(421,145)
-
-
-
MAINTENANCE & STORAGE FACILITY
NEW
-
(40,000)
-
-
-
-
MUNICIPALTOWNHALLBUILDING
NEW
(1,800,000)
(950,000)
-
-
-
-
FM 1938/DOVE ROAD SIGNALIZATION
NEW
(260,000)
-
-
-
-
S. Roanoke Road Reconstruction & Drainage
-
(453,000)
-
-
-
-
Sam School Road Reconstruction & Drainage
-
-
(281,960)
-
-
E. Dove Road Reconstruction & Drainage (Vaq - TB)
'
(366,000)
-
-
(343,857)
(56,228)
-
Pearson Lane Recon/Drain One Project
-
-
-
(404,125)
-
-
Trail - Dove/Pearson/Aspen
-
-
-
(290,016)
-
-
Ottinger Road Recon/Drain One Project
-
-
-
-
(983,954)
-
Trail - WA to Cemetery
-
-
(300,949)
Total Expenditures & Transfers Out
NET R&TI Over(Under) E&TO
(5,241,000)
(6,643,000)
(703,105)
(1,037,998)
(1,341,131)
Beginning Fund Balance
1,733,939
6,239,243
500,430
101,486
1,648,507
512,827
Ending Fund Balance
6,239,243
500,430
101,486
1,648,507
512,827
714,157
Restricted/Committed/Assigned
6,239,243
500,430
101,486
1,648,507
512,827
714,157
Unassigned Ending Balance
Interest Earned
500
Transfer in from ED 200 ada/Entrada $10K/lot
450,000
Total Revenues & Transfers In
450,500
Expenditures
-
Transfers Out
501,835
Total Expenditures & Transfers Out
1,931,547
NET R&TI Over(Under) E&TO
Beginning Fund Balance
r rr
440,117
Ending Fund Balance
890,617
Restricted Funds
890,617
Unassigned Ending Balance (projected
3,497,289
ITAL PROJECTTOTAL
1,983,105
Total Revenues & Transfers in
10,196,804
Total Expenditures & Transfers Out
'NET R&TI Over(Under) E&TO
(5,241,000)
Beginning Fund Balance
2,174,055
Ending Fund Balance
7,129,859
Restricted/Committed/Assigned
7,129,859
Unassigned Ending Balance
I
501 502 503 504 505
540,000 450,000 300,000 300,000 300,000
` 540,501 450,502 300,503 300,504 300,505-�
540,501
r 300
0r 0,
300,505
890,617
1,431,118
1,431,118
,503
1,431,118 1,881,620
1,881,620 2,182,123
1,881,620 2,182,123
2,182,123
2,482,627
2,482,627
2,482,627
2,783,132
2,783,132
(1,341,131)
501,835
7,129,859
1,931,547
1,444,688
754,663
2,885,522
505,955
501,835
(6,643,000)
(703,105)
(1,037,998)
(1,341,131)
501,835
7,129,859
1,931,547
1,983,105
3,830,629
2,995,454
1,931,547
1,983,105
3,830,629
2,995,454
3,497,289
1,931,547
1,983,105
3,830,629
2,995,454
3,497,289
17,315,467
17,693,069
18,710,442
Restricted/Committed/Assigned
10,093,672
Total Revenues & Transfers in
0 36,648,008
28,064,201
26,628,813
29,063,144
28,299,846
27,744,893
Total Expenditures & Transfers Out
• •
0 (32,007,424)
(32,914,225)
tr
(27,940,059)
(27,387,403)
(28,478,639)
(27,183,585)
r
Beginning Fund Balance
o
1 16,249,194
20,889,778
16,132,191
15,292,334
17,315,467
17,693,069
Ending Fund Balance
1 20,889,778
16,132,191
15,292,334
17,315,467
17,693,069
18,710,442
Restricted/Committed/Assigned
10,093,672
3,924,250
4,597,940
5,082,777
3,881,489
4,264,752
Unassigned Ending Balance
$9,926,826
$ 11,246,224 $
9,261,288 $
10,452,192 $
11,474,687 $
11,652,73
95
T4 -SIT is i�ct�,rctiaaa�� ��aa�
/I
T4 -SIT is i�ct�,rctiaaa�� ��aa�
0
General Fund
Program Summary
Fiscal Year 2015/2016
REVENUES & OTHER SOURCES
General Sales Tax On-going
General Sales Tax One-time
Property Tax
Charge for Services
Beverage Tax
Franchise Fees
Permits & Fees
Fines & Forfeitures
Investment Earnings
Contributions
Misc Income
Total Revenues
Transfers In
Total Other Sources
TOTAL REVENUES & OTHER SOURCES
EXPENDITURES 8 OTHER USES
Payroll Salaries
Payroll Transfers In from OF & VF
Payroll Insurance
Payroll Taxes
Payroll Retirement
Total Payroll and Related
Supplies
Services
Insurance
Repair & Maintenance
Rent & Utilities
Debt
Total Operations & Maintenance
TOTAL OPERATING EXPENDITURES
Capital Outlay
Total Capital
Transfers Out -Operating (DS/ED/GMR)
Transfers Out - Non Operating (CP/UF/WAE)
Total Other Uses
TOTAL EXPENDITURES & OTHER USES
$ 3,093,368
377,976
1,198,373
51,601
795,322
1,171,075
730,442
8,433
70,328
7,496,918
56,419
56,419
3,337
2,256,210
(607,660)
314,296
194,757
202,719
2,360,322
200,468
1,813,609
30,626
110,836
319,399
36,558
2,511,495
4,871,817
15,741
15,741
867,398
822,000
1,689,398
6,576,955
6,118,448
Adopted
Estimated
Adopted
FY 15/16 Adopted
Actual
1,248,094
Budget
Budget
Budget
vs
FY 13/14
809,270
FY 14/15
FY 14/15
FY 15/16
FY 14/15 Estimated
$ 3,093,368
377,976
1,198,373
51,601
795,322
1,171,075
730,442
8,433
70,328
7,496,918
56,419
56,419
3,337
2,256,210
(607,660)
314,296
194,757
202,719
2,360,322
200,468
1,813,609
30,626
110,836
319,399
36,558
2,511,495
4,871,817
15,741
15,741
867,398
822,000
1,689,398
6,576,955
EXCESS REVENUES OVER(UNDER) EXPENDITURES 976,382 j 1 (670,515) 19,791
FUND BALANCE, BEGINNING 5,812,583
FUND BALANCE, ENDING 6,788,964
Restricted/Assigned/Committed Funds 273,524
UNASSIGNED FUND BALANCE, ENDING 6,515,440
Operating Days (without non-operating transfers) 413
Daily Operating Expense 15,767
Restricted/Assigned/Committed Funds
6,118,448
$ 3,276,250 $
3,475,000
100,000
100,000
1,209,094
1,248,094
226,713
234,261
50,500
50,500
795,383
809,270
1,458,500
1,486,050
670,000
690,000
8,670
8,670
159,060
10,000
60,094
73,344
7,628,491
7,950,927
306,965
306,965
306,965
306,965
5,456
24,410
EXCESS REVENUES OVER(UNDER) EXPENDITURES 976,382 j 1 (670,515) 19,791
FUND BALANCE, BEGINNING 5,812,583
FUND BALANCE, ENDING 6,788,964
Restricted/Assigned/Committed Funds 273,524
UNASSIGNED FUND BALANCE, ENDING 6,515,440
Operating Days (without non-operating transfers) 413
Daily Operating Expense 15,767
Restricted/Assigned/Committed Funds
6,118,448
2,862,360
2,719,210
(809,308)
(764,717)
456,028
413,616
226,713
234,261
283,131
291,041
3,018,925
2,893,411
213,041
222,166
2,572,259
2,524,006
31,614
33,229
159,060
159,145
299,842
300,647
18,339
36,678
3,294,154
3,275,870
6,313,079
6,169,281
16,280
24,410
16,280
24,410
1,126,612
780,082
1,150,000
1,264,328
2,276,612
2,044,410
8,605,971
8,238,101
EXCESS REVENUES OVER(UNDER) EXPENDITURES 976,382 j 1 (670,515) 19,791
FUND BALANCE, BEGINNING 5,812,583
FUND BALANCE, ENDING 6,788,964
Restricted/Assigned/Committed Funds 273,524
UNASSIGNED FUND BALANCE, ENDING 6,515,440
Operating Days (without non-operating transfers) 413
Daily Operating Expense 15,767
Restricted/Assigned/Committed Funds
6,118,448
6,808,755
197,800
C Court Technology
100
10112
00
000
C Court Security
100
10113
00
000
C Court Efficiency
100
10116
00
000
R Reforestation
100
10110
00
101
R Street Escrow (TB/RA)
100
10110
00
102
OTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS
287,874
3.5%
74,414
110,975
7,693
51,294
29,147
$ 273,524
6,788,964 6,788,964
6,118,448
6,808,755
197,800
295,886
5,920,648
6,512,869
290
341
20,427
19,106
•1
$ 3,623,000
100,000
1,280,258
53,025
849,733
1,571,086
710,000
8,870
10,000
32,750
8,238,722
307,045
307,045
8,545,767
3,017,646
(895,415)
459,648
267,606
371,055
3,220,541
207,816
2,505,434
33,229
167,445
339,893
36,678
3,290,494
6,511,035
26,210
26,210
936,019
673,515
1,609,534
8,146,779
398,987
66,000
92,446
89,000
114,536
2,800
8,463
16,000
51,294
24,000
29,147
•1
$ 3,623,000
100,000
1,280,258
53,025
849,733
1,571,086
710,000
8,870
10,000
32,750
8,238,722
307,045
307,045
8,545,767
3,017,646
(895,415)
459,648
267,606
371,055
3,220,541
207,816
2,505,434
33,229
167,445
339,893
36,678
3,290,494
6,511,035
26,210
26,210
936,019
673,515
1,609,534
8,146,779
398,987 379,196 1 -1916.0%
6,808,755
7,207,742
306,659
6,901,084
337
20,475
97,068
120,263
8,886
51,294
29,147
306,659
19,791 0.3%
398,987
$ 148,000
4.3%
-
0.0%
32,164
2.6%
-
0.0%
2,525
5.0%
40,463
5.0%
85,036
5.7%
20,000
2.9%
200
2.3%
-
0.0%
(40,594)
-55.3%
287,794
3.6%
80
0.0%
287,874
93.8%
287,874
3.5%
398,987 379,196 1 -1916.0%
6,808,755
7,207,742
306,659
6,901,084
337
20,475
97,068
120,263
8,886
51,294
29,147
306,659
19,791 0.3%
398,987
298,436
11.0%
(130,698)
17.1%
46,032
11.1%
33,345
14.2%
80,015
27.5%
327,130
11.3%
(14,350)
-6.5%
(18,572)
-0.7%
-
0.0%
8,300
5.2%
39,246
13.1%
-
100.0%
14,624
0.4%
341,754
5.7%
1,800
7.4%
1,800
7.4%
155,937
20.0%
(590,813)
-46.7%
(434,876)
-21.37o
(91,322)
-1.1%
398,987 379,196 1 -1916.0%
6,808,755
7,207,742
306,659
6,901,084
337
20,475
97,068
120,263
8,886
51,294
29,147
306,659
19,791 0.3%
398,987
5.9%
10,772
3.6%
388,215
6.0%
(4)
-1.1%
0.0%
4,622
5.0%
5,727
5.0%
423
5.0%
-
0.0%
0.0%
10,772 1
3.6%
Section 4
General Fund Overview
Revenues and Transfers In
Total General Fund revenues and transfers in for FY 2015/16 are budgeted to be $8,545,767, a 3.5%
increase of $287,874 from FY 14/15 estimated revenues and transfers in of $8,257,892.
Revenue increases are attributable to:
• General Sales Tax - $148,000
• Property Tax - $32,164
• Beverage Tax - $2,525
• Franchise Fees - $40,463
• Permits and Fees - $85,036
• Fines and Forfeitures - $20,000
• Franchise Fees - $40,463
FY 15/16
Adopted
Revenues
General Sales Tax
• Sales tax receipts comprise 43% of FY 2015/16 General Fund revenues.
• Sales tax monies allocated to the General Fund are budgeted to increase by $148,000.
o Total sales tax receipts (all funds) are anticipated to increase by $200,000 based on current
year trend and analysis.
• Sales taxes are collected on the sale of goods and services within the Town as authorized by the
State of Texas.
• The maximum sales tax allowed in the State of Texas is 8.25% per dollar on all taxable goods and
services. 6.25% per dollar is kept by the State; municipalities receive a maximum of 2%. Funds are
collected by the Texas Comptroller of Public Accounts and remitted to the Town on a monthly
basis.
• An amount equal to 1.50% of taxable sales is appropriated to the Town's General Fund. This total
includes .50% that is received for property tax reduction.
• The Town also receives an additional .50% sales tax that is recorded in the 4B Economic
Development Corporation Fund.
M
Beverage Tax
• The Town collects a 14% gross receipt tax on mixed beverages.
• Of this percentage, 10.7% of gross liquor
receipts are remitted to the Town, and the
remaining 3.3% is retained by the State of
Texas.
• A $2,525 increase is budgeted for FY 15/16.
Section 4
General Fund Overview
Property Tax Revenues
(shown in millions)
FY 11/12 FY 12/13 FY 13/14 FY 14/15 FY 15/16
Property Tax I estimated adopted
• Property tax receipts comprise 15% of
General Fund revenues.
• The total tax rate of $.15634 remains the same as FY 14/15.
Franchise Taxes
• Franchise fees comprise 10% of General
Fund revenues.
• Fees are collected from utilities and
telecommunications companies that use
Town right-of-way.
• A flat rate is charged to both telephone
operators (adjusted annually) and Tri -
County Electric based on the number of
access lines and services rendered,
respectively.
• Franchise fee revenue is projected to increase by 5% ($40,463) in FY 2015/16.
Permits and Fees
• Permits and Fees comprise 18% of General Fund revenues.
• Revenues for FY 15/16 are anticipated to
be $1,571,086 based on continuing growth
in residential construction.
• License and permit revenues include fees
charged by the Town for certain types of
operator licenses, as well as permits for
construction and other items regulated by
Town ordinances.
Permits and Fees
(shown in thousands)
FY 11/12 FY 12/13 FY 13/14 FY 14/15 FY 15/16
estimated adopted
Increased permits and fees are projected
for residential development in the Entrada subdivision.
I�
Section 4
General Fund Overview
Municipal Court Revenue
• Fines and Forfeitures comprise 8% of General Fund revenues.
• Revenue generated from the Municipal Court is based on citations and warrants issued.
• The Keller Police Department will continue to provide police services for Westlake in FY 15/16.
Transfers In
• Transfers In account for 3% of General Fund revenues, including:
o Transfer In from the Visitor Association Fund of $13,300
■ This transfer in will be used to offset the operating expenditures for Department 22,
Communications & Community Affairs.
o Transfer In from Utility Fund of $293,745
■ $256,245 for Utility Fund loan repayment for construction of Ground Storage Tank
in FY 13/14. This is the second of two total payments.
■ $37,500 for the collection of Fort Worth Impact Fees, which are collected with
initial water deposits and tap fees on new water meters. These funds are
collected by the Utility Fund and transferred to the General Fund due to an
agreement with the City of Fort Worth. When the transferred total reaches
$2,000,000 (remaining balance is $1.226M) the accumulated funds will be paid to
the City of Fort Worth in compliance with the wholesale water customer
agreement.
Expenditures and Transfers Out
Total General Fund expenditures and transfers out for FY 2015/16 are budgeted to be $8,146,779, a
1.1% decrease of $91,822 from the FY 14/15 estimated expenditures and transfers out of $8,238,601.
As in recent years, Town staff continues to operate
conservatively by controlling costs while maintaining the
highest possible levels of service. These goals are only
possible through continued strategic planning and the
innovative use of available resources.
Our overall budget philosophy focuses on meeting stated
goals and objectives and maintaining a 90 day operating
fund balance.
Payroll & Related - Base Salaries, Taxes, Insurance and Retirement
• Payroll related expenses comprise 40% of General Fund expenditures with a total of $3,220,541.
• This amount represents an 11.3% increase of $327,130 from FY 14/15 estimated payroll
expenditures of $2,893,411.
102
Section 4
General Fund Overview
TYPE
MAINTAIN
MARKET
NEW
TOTAL
Base Salaries
30,167
208,761
59,509
298,436
Insurance
24,687
-
21,345
46,032
Taxes
9,432
18,242
5,670
33,345
Retirement
50,163
24,070
5,782
80,015
Transfers In
(54,800)
(75,898
-
(130,698)
GRAND TOTAL
$ 59,648
$ 175,175
$ 92,306
$ 327,130
This includes the following
o An increase of $59,648 to maintain our current staffing levels.
o An increase of $175,175 in market pay adjustments (inclusive of taxes and insurance) for
work force retention and attraction.
o Personnel additions totaling $92,306:
■ Full time firefighter/paramedic; start date of January 1, 2016.
■ Part time clerk for Town Secretary; start date no earlier than April 1, 2016.
■ Part time clerk for facilities/parks, start date no earlier than April 1, 2016.
All payroll and related expenditures are paid via the General Fund. Portions of these
expenditures are subsidized by the Utility Fund and the Visitors Association Fund.
o Total payroll transfers in are $895,414
o Utility Fund $404,494
o Visitors Association Fund $490,920
Operations and Maintenance
• Operations and Maintenance account for 40% of General Fund expenditures.
• Projected expenditures are $3,290,794, an increase of $14,924 from FYI 4/15 estimated
expenditures of $3,275,870.
Transfers Out
• Transfers Out comprises 20% of General Fund expenditures.
Projected Transfers Out are $1,609,534, a decrease of $435,376 from FY 14/15 estimated
expenditures of $2,044,910. Transfers Out include:
o Debt Service Fund - $440,261
■ Supplements debt service payments associated with Westlake Academy facilities
and various street projects
o Economic Development Fund - $35,758
■ Sales tax refunded to Fidelity Investments as part of an economic development
agreement (final payment)
o General Maintenance and Replacement Fund - $350,000
■ Planned transfer to cover future capital repair and replacement costs
o Capital Projects Fund -$673,515
■ Transfer primarily due to Dove Road reconstruction and drainage project and
FM1938/Dove Road signalization project
o Vehicle Maintenance and Repair Fund - $110,000
■ Planned transfer to cover future vehicle repair and replacement costs
103
Section 4
General Fund Overview
Fund Balance
• The audited beginning fund balance as of October 1, 2014 was $6,788,964.
• FY 2014/15 Adopted Budget
o Projected an excess of expenditures and other financing uses over revenues and other
financing sources by $670,515.
o This would have resulted in a budgeted fund balance of $6,118,448.
• FY 2014/15 Estimated Budget
o Projects an excess of revenues and other financing sources over expenditures and other
financing uses by $19,791.
o This amount represents an increase in estimated over adopted fund balance of $690,306
o Increase in fund balance is primarily due to:
■ $199K increase in sales tax revenues
■ $39K increase in property tax
■ $14K increase in franchise fee revenues
■ $28K increase in building permits and inspection/plan review revenues
■ $20K increase in fines and forfeitures
■ $18K decrease in operations and maintenance expenditures
■ $126K decrease in payroll and related expenses
■ $231 K decrease in transfers out
o The ending fund balance as of September 30, 2015 is estimated at $6,808,755.
o The undesignated balance of $6,901,084 represents coverage for 337 operating days.
FY 2015/16 Adopted Budget
o Projects an excess of revenues and other financing uses over expenditures and other
financing sources by $398,987.
o Results in a budgeted ending fund balance of $7,207,742
o The unassigned balance of $6,901,084 represents coverage for 337 operating days.
104
Program Summary
Department 10
General Services
REVENUE CATEGORIES
General Sales Tax
Property Tax
Permits and Fees
Fines & Forfeitures
Franchise Fees
Contributions
Beverage Tax
Interest
Intergovernmental
Misc Income
GRAND TOTAL
EXPENDITURE CATEGORIES
Capital Outlay
Debt Service
Economic Development
Insurance
Repair and Maintenance
Rent and Utilities
Service
Supplies
GRAND TOTAL
Adopted Estimated Adopted FY 15/16 Proposed
Actual Budget Budget Budget Vs
FY 13/14 FY 14/15 FY 14/15 FY 15/16 FY 14/15 Estimated
3,471,344
1,198,373
1,525
795,322
51,601
8,052
23,155
$ 5,549,372
18,339
22,749
7
153,645
193,736
32,737
$ 421,213
M,
3,723,000
1,280,258
4,760
849,733
53,025
7,400
28,050
$ 5,946,226
36,678
23,613
177,076
666,535
26,727
$ 930,629
■
3,376,250
3,575,000
1,209,094
1,248,094
3,710
4,760
22,978
23,613
795,383
809,270
173,600
173,620
50,500
50,500
7,200
7,200
$ 974,354
$ 991,095
15,050
28,050
$ 5,457,187
$ 5,722,874
M,
3,723,000
1,280,258
4,760
849,733
53,025
7,400
28,050
$ 5,946,226
36,678
23,613
177,076
666,535
26,727
$ 930,629
■
4.1%
148,000
18,339
36,678
0.0%
-
22,978
23,613
5.0%
40,463
173,600
173,620
723,615
718,257
35,822
38,927
$ 974,354
$ 991,095
M,
3,723,000
1,280,258
4,760
849,733
53,025
7,400
28,050
$ 5,946,226
36,678
23,613
177,076
666,535
26,727
$ 930,629
■
4.1%
148,000
2.6%
32,164
0.0%
-
0.0%
-
5.0%
40,463
0.0%
-
5.0%
2,525
2.8%
200
0.0%
$ (60,466)
0.0%
-
3.9%
$ 223,352
0.0%
0.0%
0.0%
0.0%
0.0%
-
2.0%
3,456
-7.2%
(51,722)
-31.3%
(12,200)
-6.1%
$ (60,466)
Program Summary
Department 10
General Services
TOTAL POSITIONS
PAYROLL & REALTED CATEGORIES
Payroll Wages
Payroll Insurance
Payroll Taxes
Payroll Retirement
GRAND TOTAL
106
Adopted
Estimated
Adopted
FY 15/16 Proposed
Actual
0.0.
Budget
Budget
Budget
vs
FY 13/14
FY 14/15
FY 14/15
FY 15/16
FY 14/15 Estimated
TOTAL POSITIONS
PAYROLL & REALTED CATEGORIES
Payroll Wages
Payroll Insurance
Payroll Taxes
Payroll Retirement
GRAND TOTAL
106
0.0%
0.0%
0.0%
0.0.
Program Budget
1
Legislative & Authorizing Agency Affairs
General Services
1.32%
0.74%
Pr ro am
Activity Budget I
Per
Municipal Governance
28,976
3
1
Legislative Affairs 23,295
2.50%
2
Policy Development, Council Meetings and Workshops 44,592
4.79%
2.80%
3
Council Governance Training and Education 42,545
4.57%
25,517
$ 110,432
11.87%
Academic Governance
Financial Management
1 Managing and Budgeting for Outcomes
1
Legislative & Authorizing Agency Affairs
12,245
1.32%
0.74%
2
Policy Development, Board Meetings and Workshops
7,917
0.85%
28,976
3
Board Governance Training and Education
5,870
0.63%
Comprehensive
$
Planning and Economic Development
26,032
2.80%
2.71%
1
Development Recruiting and Assistance
25,517
2.74%
2
Comprehensive Planning
16,920
1.82%
3
Development Oversight and Regulation
16,920
1.82%
4
Development Agreement Oversight
$
16,920
76,277
1.82%
8.207.
Financial Management
1 Managing and Budgeting for Outcomes
11,045
1.19%
2 Oversight of Five -Year Financial Forecast
6,885
0.74%
3 Review and Planning for Financial Sustainability
11,045
1.19%
$
28,976
3.11%
Municipal Administration
1
2
Departmental Coordination and Employee Management
Contract Management
100,291
91,706
10.78%
9.85%
3
Agenda Preparation and Calendar Maintenance
21,206
2.28%
4
Strategic Plan Development and Implementation
21,206
2.28%
5
Professional Development
25,301
2.72%
6
Direction of Leadership Team
25,215
2.71%
7
Affiliate Board Liaison and Support
$
21,206
306,130
2.28%
32.89%
Academic Administration
1
2
3
4
5
6
7
Departmental Coordination and Employee Management
Financial Management and Budget Preparation
Agenda Preparation and Calendar Maintenance
Strategic Plan Development and Implementation
Organizational Development
Parent and Student Communication
Affiliate Board Liaison and Support
Citizen Enaaaement and Communication
316,310
33.99%
5,870
0.63%
5,870
0.63%
5,870
0.63%
9,879
1.06%
5,870
0.63%
5,870
0.63%
$ 355,540
38.20%
1
Communication
5,870
0.63%
2
Neighborhood Gatherings and Outreach
9,631
1.03%
3
Community Activities
5,870
0.63%
4
Direction Finders and Other Surveys
5,870
0.63%
$
27,242
2.93%
$ 930,629 100%
107
Goals and Objectives
10 General Services
Strategic Theme & Objective(s)
• Theme Exemplary Service & Governance
• Objective(s) -- Increase Financial Capacity & Reserves
Program Description
• The General Service Program is comprised of costs in the budget that may not be
specifically identifiable to any operational budget. The activity is administered by the
Finance Department and funds various charges that are not defined or directly related to
any specific department or activity of the Town.
• Examples of cost include, electricity, insurance, professional services, contingencies, etc.
These types of expenditures affect all budgets and are generally not prorated.
M
Program Summary
Department 11
Town Manager's Office
REVENUE CATEGORIES
General Sales Tax
Property Tax
Permits and Fees
Fines & Forfeitures
Franchise Fees
Contributions
Beverage Tax
Interest
Intergovernmental
Misc Income
GRAND TOTAL
EXPENDITURE CATEGORIES
Capital Outlay
Debt Service
Economic Development
Insurance
Repair and Maintenance
Rent and Utilities
Service
Supplies
GRAND TOTAL
Adopted Estimated Adopted FY 15/16 Adopted
Actual Budget Budget Budget Vs
FY 13/14 FY 14/15 FY 14/15 FY 15/16 FY 14/15 Estimated
2,355
29,974
2,464
$ 34,793
32,018 32,018
3,825 41200
$ 35,843 $ 36,218
32,018
4,200
$ 36,218
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
$
0.0%
0.0%
$ -
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
$
Program Summary
Department 11
Town Manager's Office
EMPLOYEE STAFFING
Assistant Town Manager
Administrator
Deputy Clerk
Judge
Marshal
Part -Time Clerks
TOTAL POSITIONS
PAYROLL & REALTED CATEGORIES
Payroll Wages
Payroll Transfers In
Payroll Insurance
Payroll Taxes
Payroll Retirement
GRAND TOTAL
1�
Adopted Estimated Adopted FY 15/16 Adopted
Actual Budget Budget Budget vs
FY 13/14 FY 14/15 FY 14/15 FY 15/16 FY 14/15 Estimated
0.25
1.00
1.00
1.00
1.00
0.50
4.75
Westlake Academy
Town Secretary
Public Works
Parks & Recreastion
Facilities Maintenance
Planning and Developemnt
Westlake Academy Foundation
269,536
(102,708)
28,592
18,122
62,149
$ 275,691
Io
345,380
(139,755)
40,895
27,599
64,022
$ 338,142
-100.0%
(0)
0.0%
(123,293)
0.0%
36,272
0.0%
23,632
0.0%
54,462
0.0%
$ 280,509
-2.2%
' (0.10)
Io
345,380
(139,755)
40,895
27,599
64,022
$ 338,142
296,611
289,436
(123,293)
(123,293)
36,272
36,272
23,632
23,632
54,462
54,462
$ 287,684
$ 280,509
Io
345,380
(139,755)
40,895
27,599
64,022
$ 338,142
19.3%
55,944
13.4%
(16,462)
12.7%
4,623
16.8%
3,967
17.6%
9,561
20.5%
$ 57,633
Program Budget
Town Manager's Office
Program Activity Budget I Percent
Municipal Governance
1 Legislative Affairs 3,579 0.96%
2 Policy Development, Council Meetings and Workshops 6,960 1.86%
3 Council Governance Training and Education 6,960 1.86%
$ 17,499 4.67%
Academic Governance
1
2
3
Legislative & Authorizing Agency Affairs
3,579
0.96%
Policy Development, Board Meetings and Workshops
6,960
1.86%
Board Governance Training and Education
6,960
1.86%
$
17,499
4.67%
ahensive Planning and Economic Development
1 Development Recruiting and Assistance
2,717
0.73%
2 Comprehensive Planning
2,182
0.58%
3 Development Oversight and Regulation
6,115
1.63%
4 Development Agreement Oversight
5,439
1.45%
$
16,452
4.39%
Financial Management
1 I Managing and Budgeting for Outcomes 22,740 6.07%
2 Oversight of Five -Year Financial Forecast 22,740 6.07%
3 Review and Planning for Financial Sustainability 22,740 6.07%
$ 68,220 18.22%
Municipal Administration
1
2
Departmental Coordination and Employee Management
Contract Management
7,710
6,960
2.06%
1.86%
3
Agenda Preparation and Calendar Maintenance
17,104
4.57%
4
Strategic Plan Development and Implementation
19,894
5.31%
5
Professional Development
35,833
9.57%
6
Direction of Leadership Team
7,583
2.03%
7
Affiliate Board Liaison and Support
$
6,960
102,045
1.86%
27.26%
Academic Administration
1
2
3
4
5
6
7
Departmental Coordination and Employee Management
10,342
Financial Management and Budget Preparation
34,012
Agenda Preparation and Calendar Maintenance
17,104
Strategic Plan Development and Implementation
32,321
Organizational Development
23,867
Parent and Student Communication
13,723
Affiliate Board Liaison and Supporti
3,579
$ 134,947
Citizen Enaaaement and Communication
2.76%
9.09%
4.57%
8.63%
6.38%
3.67%
0.96%
36.05%
1
Communication
6,960
1.86%
2
Neighborhood Gatherings and Outreach
3,579
0.96%
3
Community Activities
3,579
0.96%
4
Direction Finders and Other Surveys
3,579
0.96%
$
17,696
4.73%
$ 374,360 1 100%
Goals and Objectives
1 I Town Manager's Office
Strategic Theme(s) & Objective(s)
• Themes - Natural Oasis; Exemplary Service & Governance; Exemplary Education - Westlake
Academy; High Quality Planning, Design, & Development
• Objective(s) - Increase Citizen, Student, Stakeholder Satisfaction; Preserve Desirability &
Quality of Life
Program Description
® The Administration Department
coordinates and manages all facets
of the Town's operations.
® The Town Manager, reporting to the
Town Council, serves as the chief
executive officer for all Town operations including
serving as Superintendent for Westlake Academy. His
duties include implementation of the goals and objectives established by the Town Council,
preparation and submission of an annual municipal budget for Board review and adoption,
as well as the implementation and oversight of the adopted budget throughout its effective
fiscal year.
® The Town Manager guides, coordinates, and facilitates recommendations to the Council on
strategic planning initiatives and policies as well as their implementation.
® Responsible for attracting, retaining, and developing a municipal/educational work force for
delivering top quality municipal and academic services.
Program Broad Goals
® Assure all growth is compliant with Westlake development standards.
• Maintain and develop a competent and competitive municipal/Academy work force.
® Analyze and report new revenue generating ventures as well as analyze and report new
ways to partner with public and private sector service providers to control cost and improve
services.
® Monitor the municipal and academic budgets and oversee all finances of the Town so as to
apprise the Town Council of the Town's financial condition and future needs in a timely
manner.
® Assist the Board of Trustees/Town Council with the growth and development of Westlake
Academy.
• Provide support for Council appointed advisory committees and commissions.
112
Goals and Objectives
1 1 Town Manager's Office
® The Town Manager's Office participates in the following specific programs of service:
o Municipal governance
o Academic governance
o Comprehensive Planning and Economic Development
o Financial Development
o Municipal Administration
o Academic Administration
o Citizen Engagement and Communication
Program Trends
® Current residential growth remains comparable with the previous year's permit requests and
is expected to trend higher in the coming fiscal years.
® The Town recently approved, Granada, a Centurion
American residential development consisting of 84 new
homes at the corner of Solana Blvd. and Davis Blvd. (FM
1938); Phase 1 is well underway with 1 1 homes having
received their permit and Phase 2 will be reviewed for a
final plat in the coming fiscal year.
® Centurion American is also developing an 85 acre tract
on Hwy 114 as a mixed-use development site;
construction for this project is also in progress with the
preparation of the infrastructure prior to the
commercial/residential components.
® Facility related Capital Improvement Projects (CIP) have
been approved by the Council for the coming fiscal year;
with $4.9 million in projects for the beginning of the Fire
Station Complex, Dove Road Reconstruction/Drainage,
TRA Assumption of N-1 Sewer Line, meter reading
equipment.
® Major roadway and mobility related Capital Improvement
Projects (CIP) are in the final stages of completion with our
FM 1938 / Davis Blvd. project in Phase 3 of the
landscaping work. This is a major north/south thoroughfare
for our community and is viewed as a showpiece project.
Enrollment requests and lottery applications at Westlake
Academy continue to remain at an all-time high, with
over 2,400 students on the current waiting list.
DID YOU KNOW
Westlake owns and
operates the only public
charter school in the
state of Texas.
As such, we are also the
only municipality in which
the town manager also
serves in their official
capacity as the
superintendent of a
public school.
Westlake is entering the sixth year of our assessment of an ad -valorem property tax.
Although the calculated effective tax rate was $.15677 per $100 of assessed valuation, the
tax rate is proposed to be the same as FY 14/15 at $.15634.
113
Goals and Objectives
1 1 Town Manager's Office
2014-2015 Highlights
Development related activities continued to progress over this fiscal year with the realization
and mobilization of construction crews in both the new residential project, Granada, and the
mixed-use development, Entrada.
® All 42 home sites have been sold in Phase I of
the Granada project and 11 homes are
currently under construction.
® Graduated our sixth class of seniors from
Westlake Academy with each student
being accepted into at least one 4 -year
college;
o projected enrollment for 2015/2016
school year is expected to be 832
students (K-12);
0 opened the latest expansion project on
the campus with over 39K square feet
of new educational space for the
students.
® FM 1938 (Precinct Line Rd) streetscaping
Phase 3 is in its final round of completion;
delays were experienced due to the
contractor delays, and weather related
issues. The new shade structures and
sidewalks are complete and they are being
used by both residents and visitors to the community. This type of project helps us achieve
our outcome objective of creating a Sense of Place and Preserving Desirability & Quality of
Life within Westlake for our residents and stakeholders.
® Completed the update to the Town's Comprehensive Plan, which had last been updated in
1992. Plans are now underway to align our ordinances with the information and vision set by
the community.
• The Town Council and staff team completed the third iteration of our Balanced Scorecard
strategic planning system along with a corresponding organization -wide Tier One strategy
map. Performance measures were developed and reported out for each outcome
objective to help provide our community, staff and Council with an overview of our progress.
® We also cascaded the Tier One Strategy Map to the Academy through the development of
A Tier Two Departmental Strategy Map specific to their operations. This will provide them
with a communication tool and road map to help reach our mission and vision for the
department.
114
Goals and Objectives
1 1 Town Manager's Office
2015-2016 Goals and Objectives
® Continue integration of the Municipal and Academy operations into a cohesive, unified
organization.
® Strengthen Academy management and internal support systems.
• Facilitate the Academy and Town's approved strategic plans along with the approved
Balanced Scorecard structure and the corresponding strategy map objectives; update the
academic strategic planning document and link to the Academy budget process.
® Develop applicable performance measures for the academic service team and report out
on our progress to the Board of Trustees.
® Strengthen the municipal performance measures through additional refinement and
professional development for staff.
® Institute the concepts conveyed through SEI and LEAD to further develop high performance
teams and department directors for both the Academy and Town staff.
• Further advancement of the vision, mission, and values created by the elected officials for
both municipal and academic services.
Efficiency/Effectiveness Measures
Performance Measure
1. Produce monthly update for
Town Council
2. Complete program of services within
adopted or amended budget
3. Maintain annual 90 day balance in
General Fund
Actual
Adopted
FY 13/14
FY 14/5
100%
100%
Estimated
Adopted
FY 14/15
FY 15/16
100%
100%
100% 100% 100% 100%
413 days
IW,
290 days 324 days 313 days
T4 -SIT is i�ct�,rctiaaa�� ��aa�
um
Program Summary
Department 12
Planning and Development
REVENUE CATEGORIES
General Sales Tax
Property Tax
Permits and Fees
Fines & Forfeitures
Franchise Fees
Contributions
Beverage Tax
Interest
Intergovernmental
Misc Income
GRAND TOTAL
EXPENDITURE CATEGORIES
Capital Outlay
Debt Service
Economic Development
Insurance
Repair and Maintenance
Rent and Utilities
Service
Supplies
GRAND TOTAL
Adopted Estimated Adopted FY 15/16 Adopted
Actual Budget Budget Budget Vs
FY 13/14 FY 14/15 FY 14/15 FY 15/16 FY 14/15 Estimated
1,039,770
200
$ 1,039,970
422
72
369,288
2,750
$ 372,532
1,309,990 1,326,990
- 250
$ 1,309,990 $ 1,327,240
117
0.0%
0.0%
1,404,851 5.9% 77,861
- 0.0% -
0.0%
0.0%
0.0%
0.0%
- 0.0%
250 0.0% -
$ 1,405,101 5.9% $ 77,861
1,685
489
395,895
28,300
$ 426,369
-39.8%
2,800
0.0%
0.0%
489
489
0.0%
0.0%
452,455
455,105
27,600
27,735
$ 480,544
$ 486,129
117
0.0%
0.0%
1,404,851 5.9% 77,861
- 0.0% -
0.0%
0.0%
0.0%
0.0%
- 0.0%
250 0.0% -
$ 1,405,101 5.9% $ 77,861
1,685
489
395,895
28,300
$ 426,369
-39.8%
(1,115)
0.0%
0.0%
0.0%
0.0%
0.0%
-13.0%
(59,210)
2.0%
565
-12.3%
$ (59,760)
Program Summary
Department 12
Planning and Development
EMPLOYEE STAFFING
Service Representative
er Service Coordinator
POSITIONS
r -,W,-
LM L
3 M
H �
PAYROLL & REALTED CATEGORIES
Payroll Wages
Payroll Insurance
Payroll Taxes
Payroll Retirement
GRAND TOTAL
Adopted Estimated Adopted FY 15/16 Adopted
Actual Budget Budget Budget vs
FY 13/14 FY 14/15 FY 14/15 FY 15/16 FY 14/15 Estimated
1.00
0.33
0.33
1.67
Director
129,687
20,029
10,119
10,084
$ 169,919
156,758
31,567
12,962
18,074
$ 219,361
1.00
1.00
0.33
0.33
0.33
0.33
14,708
14,708
$ 199,859
$ 196,952
1.67
1.67
156,758
31,567
12,962
18,074
$ 219,361
144,158
141,241
29,062
29,062
11,932
11,942
14,708
14,708
$ 199,859
$ 196,952
156,758
31,567
12,962
18,074
$ 219,361
11.0%
15,517
8.6%
2,505
8.5%
1,021
22.9%
3,367
11.4%
$ 22,409
Program Budget
Planning and Development
Pr ro am Activity Budget I Per
Buildina Inspections
Plan
1
Code Research, Interpretation, & Technical Clarification
35,874
5.56%
2
Code/Fee Schedule Update
35,874
5.56%
3
Permitting / Plan Review Coordination and Fee Calculation
35,874
5.56%
4
Coordinate Addressing with other Depts & Agencies
35,874
5.56%
4
$
143,496
22.22%
Review & Inspections
Administration of the Gas Well Provisions
35,874
5.56%
1
Building Code - Plan Review
35,874
5.56%
2
Building Code - Inspections
35,874
5.56%
3
Zoning/Code - Plan Review
35,874
5.56%
4
Zoning/Code - Inspections
35,874
5.56%
Fire Prevention
$
143,496
22.227.
Gas Well Permit Administration
Mu
oal Governance
1
Municipal Administration
1
2
119
Contract Management 35,874 5.56%
Support Services 35,874 5.56%
$ 71,748 11.11%
$ 645,730 100%
Administration of the Gas Well Provisions
35,874
5.56%
35,874
5.56%
Code Enforcement
1 F
Notices and Citations
35,874
5.56%
$ 35,874
5.567.
Fire Prevention
1
Coordinate Fire/Building Code Inspections & Plan Review
35,874
5.56%
2
Code Research, Interpretation & Technical Clarification
35,874
5.56%
3
Assist Fire Dept access to Buildings & Subdivisions
35,874
5.56%
$ 107,622
16.67%
Planning
and Zoning
1 I
Process Zoning, SUP, Site Plan, ZBA & Platting Cases, etc.
35,874
5.56%
2
Comprehensive Plan Update
35,874
5.56%
$ 71,748
11.11%
Mu
oal Governance
1
Municipal Administration
1
2
119
Contract Management 35,874 5.56%
Support Services 35,874 5.56%
$ 71,748 11.11%
$ 645,730 100%
Goals and Objectives
12 Planning and Development
Strategic Theme & Objective(s)
• Theme - High Quality Planning, Design, & Development
• Objective(s) -- Encourage Westlake's Unique Sense of Place
Optimize Planning & Development Capabilities
Program Description
• The Planning and Development Department is
responsible for processing platting and zoning
requests and ensuring that proposed
development will conform to the Town of
Westlake's comprehensive plans.
• This also requires the continuous updating and
amending of ordinances to address ever-
changing development concerns.
• The Building and Code Compliance Division is
responsible for the administration and
enforcement of the Town's adopted building
codes and ordinances to assure that
development is executed and maintained in
compliance with ordinances and approved
development plans.
Program Broad Goals
Prepare ordinances to amend existing
ordinances as necessary to efficiently and
logically guide development within the Town of
Westlake.
Provide the administrative, technical, and clerical services necessary to professionally
regulate the codes and ordinances related to the construction and use of Commercial and
Residential structures and properties within the community.
Insure code and ordinance compliance through effective communication, accurate
records management, and by taking appropriate action when necessary to obtain
compliance.
120
Goals and Objectives
12 Planning and Development
Program Trends
• Permanent Population Growth: Residential and mixed-use developments have the potential
to significantly increase our permanent population.
• Over the past year, our community has had the opportunity to invest in our growth through
the approval of a new Comprehensive Plan.
• The second phase of the Granada residential subdivision, at the corner of Solana Blvd. and
FM 1938/Davis Blvd., should be completed in this budget year.
• The adopted Entrada mixed-use development, along SH 114, is planned to be constructed
over the next several years. It will include both commercial and residential components and
feature a Spanish village theme.
• Housing Start Increases: Westlake is expecting continued single family residential
construction as a result of Granada. This is depicted in the side -chart - prerecession starts
were at 38 per year and we are estimating 50 for the coming fiscal year.
• Management of Development: As the economy and the surrounding cities in the Metroplex
experience commercial development and the influx of individuals continues to make the
North Texas Region their home, we will need to manage our distinctive housing
developments to ensure we maintain our community as an 'oasis of natural beauty' as
contained in our Vision statement.
* Percentage of expenditures in comparison to revenues generated
$1,500,000
$1,250,000
$1,000,000
$750,000
$500,000
$250,000
$0
—
FY 11/12
actual
FY 12/13
actual
FY 13/14
actual
FY 14/15
estimated
FY 15/16
adopted
■ Revenue
$446,172
$775,488
$1,039,970
$1,327,240
$1,405,101
- Expenditure
$183,480
$191,698
1 $542,451
1 $683,081
1 $645,730
% Comparison
41%
25%
52%
51%
46%
2014-2015 Highlights
• Provided Maximum 10 day turn -around time for SFR plans review submittal to permit issued.
• Established a system for the annual renewal processes for Gas Well Pad Sites and Gas Wells,
including the monitoring of compliance requirements unique to each site.
• Process all applications for platting, zoning, and site plans within prescribed deadlines.
121
Completed the Comprehensive Plan
Update process. Held Public Input
meeting and formed Stakeholder
Steering Committee which met on
numerous occasions to guide the update
process. The Comprehensive Plan Update
included updating the following Master
Plans:
® Land Use
® Master Thoroughfare
• Open space / Trails
• Water and Sewer
® Streetscape / Landscape
2015-2016 Goals and Objectives
Goals and Objectives
12 Planning and Development
• Implementation of the Comprehensive Plan - The next step towards implementation of the
Comprehensive Plan is to adopt ordinances supporting the recommendations and
guidelines contained within the Comprehensive Plan. This will include the update of the
applicable ordinance documents that will help guide our future developments and all the
corresponding plan elements.
• Update all departmental information on the town web site.
• Continue to update and revise the forms used for processing permits and tracking
inspections.
• Develop a system for regulating the Entrada Development and build -out process by tracking
the Site Plans, Developer's Agreements, and amendments to the PD 1-2 Zoning and
Development Plan.
Efficiency/Effectiveness Measures
Objective Actual Actual Estimated Adopte
FY12/13 FY13/14 FYI 4/15 FY 15/1
1. % Single-family residential plans reviewed within 10 100% 100% 100% 100%
days of submittal.
2. % Commercial plans reviewed within 30 days of 95% 95% 95% 95%
submittal.
3. % Building inspections made within 24 hours of 90% 95% 95% 95%
request.
122
Program Summary
Department 13
Town Secretary's Office
REVENUE CATEGORIES
General Sales Tax
Property Tax
Permits and Fees
Fines & Forfeitures
Franchise Fees
Contributions
Beverage Tax
Interest
Intergovernmental
Misc Income
GRAND TOTAL
EXPENDITURE CATEGORIES
Capital Outlay
Debt Service
Economic Development
Insurance
Repair and Maintenance
Rent and Utilities
Service
Supplies
GRAND TOTAL
Adopted Estimated Adopted FY 15/16 Adopted
Actual Budget Budget Budget Vs
FY 13/14 FY 14/15 FY 14/15 FY 15/16 FY 14/15 Estimated
36,459
$ 36,459
21,811
4,161
$ 25,973
40,594 40,594
$ 40,594 $ 40,594
31,797 31,987
3,773 3,773
$ 35,570 $ 35,760
123
31,987
3,773
$ 35,760
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
$
-100.0%
(40,594)
-100.0%1$
(40,594)
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
$
Program Summary
Department 13
Town Secretary's Office
EMPLOYEE STAFFING
Assistant Town Manager
Administrator
Deputy Clerk
Judge
Marshal
Part -Time Clerks
TOTAL POSITIONS
C
PAYROLL & REALTED CATEGORIES
Payroll Wages
Payroll Insurance
Payroll Taxes
Payroll Retirement
GRAND TOTAL
Adopted Estimated Adopted FY 15/16 Adopted
Actual Budget Budget Budget vs
FY 13/14 FY 14/15 FY 14/15 FY 15/16 FY 14/15 Estimated
0.25
1.00
1.00
1.00
1.00
0.50
4.75
Town Secretary
82,339
10,196
6,669
6,474
$ 105,677
0.10
0.10
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
0.50
0.50
4.60
4.60
Town Secretary
82,339
10,196
6,669
6,474
$ 105,677
124
1.00
1.00
1.00
1.00
0.50
4.50
87,680
85,930
12,327
8,327
7,031
7,031
8,946
8,946
$ 115,983
$ 110,233
124
1.00
1.00
1.00
1.00
0.50
4.50
:2
97,665
8,180
7,923
10,182
$ 123,949
-100.0%
(0)
0.0%
(147)
0.0%
892
0.0%
1,236
0.0%
$ 13,716
0.0%
-2.2%
(0.10)
:2
97,665
8,180
7,923
10,182
$ 123,949
13.7%
11,735
-1.8%
(147)
12.7%
892
13.8%
1,236
12.4%
$ 13,716
Program Budget
Town Secretary's Office
J Program I Activity Budget I Percent
Municipal Governance
1 Agenda and Packet Preparation 21,032 13.17%
2 Minute Preparation 6,386 4.00%
3 Board Appointments 3,379 2.12%
$ 30,797 19.287.
Academic Governance
1
2
Election Administration
1
Records Management
1
2
3
Municipal Administration
1
2
Agenda and Packet Preparation 18,773 11.75%
Minutes Preparation 5,746 3.60%
$ 24,519 15.357.
Town Records Management
Codification
Public Information Request
Support
Marketing/Communications/Public I
125
22,859
14.31%
$ 22,859
14.317.
39,307 24.61%
19,756
12.37%
8,020
5.02%
$ 67,083
42.007.
11,969 7.49%
2,482 1.55%
$ 14,451 9.057.
$ 159,709 100%
Goals and Objectives
13 Town Secretary's Office
Strategic Theme & Objective(s)
• Theme - Exemplary Service & Governance
® Objective(s) -- Increase Transparency, Accessibility & Communications
Encourage Westlake's Unique Sense of Place
Maximize Efficiencies & Effectiveness
Program Description
® Perform tasks outlined in the Texas Municipal Law and Procedure for General Law Type A
Cities.
• Coordinating municipal elections
• Providing support of the Town Council, Board of Trustees, Planning and Zoning
Commission, and the Zoning Board of Adjustments.
• Oversight of the Town's (municipal and academic) records management programs.
• The Town Secretary is also responsible for the communicating meeting information to the
community.
Program Broad Goals
® A commitment to leadership that ensures quality public service based on honesty,
dependability, integrity, consistency, respectfulness, and fairness.
® Maintain accurate records that are available to the public, Boards, and staff through a user-
friendly records management program in compliance with state law and our ordinances.
® Conduct elections accurately, efficiently, and in accordance with state law.
® Ensure the Code of Ordinances is updated as additions and revisions are approved by the
Town Council.
® Maintain the majority of records in digital form.
Program Trends
® The duties and responsibilities of the department indicate an increase in the number of
activities/functions that impact the workload of this office.
• Additional agenda postings for boards and commission meetings.
• An increase in meeting notifications spurred by development.
• Assisting departments with the implementation of individual department records
management storage within Laserfiche.
• Assisting multiple departments with the design concept and implementation of
workflows to streamline and automate records management within Laserfiche.
® Continue increasing the number of documents departments scan and import into the
Laserfiche Records Management software which provides staff with the ease of locating
electronic records and should decrease the time for departments to locate responsive
documents for public information requests.
126
Goals and Objectives
13 Town Secretary's Office
Town of Westlake
® Meetings continue to be scheduled once a month for the Town Council, Board of Trustees
and Planning and Zoning Commission. Planning and Zoning meetings may continue
increase due to the recent approval of zoning changes allowing for a new subdivision and
mixed use development.
® Time required on pre and post meeting activities are impacted by the actual number of
meetings per year and the information generated for each meeting packet. The amount of
time will fluctuate year to year based on the total number of meetings.
Agenda preparation includes:
• Electronic packet preparation
• Posting requirements
• Distribution of meeting notifications
• Preparation of minutes
• Legal advertisements
• Maintaining records associated with each meeting
• Facility preparation for meeting
2014-2015 Highlights
DID YOU KNOW
Since the law was enacted in
1995 the Town has been able
® Continued a separate meeting email notification for to cancel 10 out of 24 Town
residents through Constant Contact. Council elections.
® Prepared agendas, electronic packets and minutes for
approval in a timely manner.
® Continued the implementation of Laserfiche Records
Management software for Town records by Department.
® Completed Graduate Institute and Election Law training to maintain the Municipal Clerks
certification.
® Continued an inventory of records, encouraged all departments to continue adding records
to Laserfiche and completed two destructions of records (Town, TSH and WA) reducing file
storage space on and off-site.
® Completed an electronic records inventory and paper destruction of Texas Student Housing
Authority Records.
• Increased transparency by adding additional records, Town and Academy resolutions, to
the public information searchable archive on the website.
® Laserfiche department accomplishments include:
• Academy - scanning 3 grades of student records and the Class of 2014
• Communications - Importing the Westlake Wire and Black Cow
• Utility Billing - scanning all current and original applications
• Texas Student Housing - scanning all budgets and audits
127
Goals and Objectives
13 Town Secretary's Office
® Design and oversee the implementation of the Laserfiche workflow for Personnel and
Student records.
® Increased transparency by redesign the Building Inspection webpage to include a monthly
building report reducing monthly request for information. Added a link providing access to
Food Inspection Scores as provided by Tarrant County Health Department.
2015-2016 Goals and Objectives
® Continue with the implementation of Laserfiche workflow automating the process for
Finance Accounts Payables.
® Collaborate with departments to begin Laserfiche Forms.
® Attend Municipal Clerks training as necessary to maintain the Texas Municipal Clerk's
certification.
• Continue destruction of paper records further reducing on and off-site storage.
® Electronic records inventory of the Town's Secretary's Office, encourage all departments to
upload additional records into Laserfiche and complete an electronic destruction for
records which have met retention requirements.
• Implement workflows for Personnel and Student records automating the records
management process of documents.
® Continue to increase transparency by uploading Planning and Zoning, Zoning Board of
Adjustments, Public Arts Society and Historical Society minutes to Laserfiche Weblink
searchable database.
Efficiency/Effectiveness Measures
Performance Measure
1. Post all Board meeting agendas to website at least
72 -hours prior to the meeting date and time.
Actual Actual Estimated Adopted
FY 12/13 FY 13/14 14/15 FY 15/16
100% 100% 100% 100%
2. Complete Minutes of regularly scheduled meetings 98% 99% 99% 99%
and workshops within five (5) business days.
3. Respond to all open records request within 10 100% 100% 100% 100%
business days.
Program Summary
Department 14
Emergency Services
REVENUE CATEGORIES
General Sales Tax
Property Tax
Permits and Fees
Fines & Forfeitures
Franchise Fees
Contributions
Beverage Tax
Interest
Intergovernmental
Misc Income
GRAND TOTAL
EXPENDITURE CATEGORIES
Capital Outlay
Debt Service
Economic Development
Insurance
Repair and Maintenance
Rent and Utilities
Service
Supplies
GRAND TOTAL
Adopted Estimated Adopted FY 15/16 Adopted
Actual Budget Budget Budget Vs
FY 13/14 FY 14/15 FY 14/15 FY 15/16 FY 14/15 Estimated
119,653
3,540
$ 123,194
12,769
18,220
7,046
48,453
16,722
72,997
118,125
$ 294,332
136,000 145,500
10,000
$ 136,000 $ 155,500
129
152,675
10,000
$ 162,675
MMMM-
15,900
8,395
45,345
13,525
75,646
82,168
$ 240,979
10,480
15,900
0.0%
4.9%
7,175
7,425
8,395
45,345
45,345
13,525
13,525
73,906
75,646
76,883
79,168
$ 227,564
$ 237,979
129
152,675
10,000
$ 162,675
MMMM-
15,900
8,395
45,345
13,525
75,646
82,168
$ 240,979
0.0%
0.0%
4.9%
7,175
0.0%
-
0.0%
0.0%
0.0%
-
0.0%
3,000
0.0%
$ 3,000
0.0%
4.6%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
-
3.8%
3,000
1.3%
$ 3,000
Program Summary
Department 14
Emergency Services
EMPLOYEE STAFFING
Fire Chief
Lieutenants
Fire Marshal (part-time)
Firefighter Paramedics (full-time)
Paramedics (part-time)
TOTAL POSITIONS
L
W
4-0 tw
r
4-0 M
•N
cn =
a 3
PAYROLL & REALTED CATEGORIES
Payroll Wages
Payroll Insurance
Payroll Taxes
Payroll Retirement
GRAND TOTAL
Adopted Estimated Adopted FY 15/16 Adopted
Actual Budget Budget Budget vs
FY 13/14 FY 14/15 FY 14/15 FY 15/16 FY 14/15 Estimated
1.00
3.00
0.75
6.00
1.50
12.25
Fire Chief
813,961
100,970
78,610
51,182
$ 1,044,723
130
t3 1.00
.00
0.75
8.00
1.50
14.25
1,076,956
160,886
103,627
124,173
$ 1,465,643
1.00
1.00
3.00
3.00
0.75
0.75
7.00
7.00
1.50
1.50
13.25
13.25
130
t3 1.00
.00
0.75
8.00
1.50
14.25
1,076,956
160,886
103,627
124,173
$ 1,465,643
1,007,506
988,256
169,595
129,595
89,237
90,627
94,656
94,656
$ 1,360,994
$ 1,303,134
130
t3 1.00
.00
0.75
8.00
1.50
14.25
1,076,956
160,886
103,627
124,173
$ 1,465,643
0.0%
88,701
0.0%
31,291
0.0%
13,000
14.3%
1.00
0.0%
-
7.5%
1.00
9.0%
88,701
24.1%
31,291
14.3%
13,000
31.2%
29,517
12.5%
$ 162,509
Program Budget
Emergency Services
Pro ram I Activity Budget I Percent
1 I Fire/Emergency Services
461,238
27.03%
2 Emergency Medical Services
463,109
27.14%
3 Part Time Employees
280,346
16.43%
$
1,204,693
70.59%
Operations S
1
2
3
Prevention
Medical Director
Hydrant Maintenanc(
R
2,151
19,236
4,209
$ 25,596
0.13%
1.13%
0.25%
1.50%
1 I Inspection Services 105,903
6.21%
2 Plan Review 5,305
0.31%
3 Public Education 15,985
0.94%
$ 127,193
7.457o
I Services
1 Billing Services 12,000 0.70%
$ 12,000 0.707.
Municipal Administration
1
2
131
Administration and Manage
Staff Training and Develop
284,283 16.66%
52,857 3.10%
$ 337,139 19.75%
$ 1,706,622 100%
Goals and Objectives
14 Emergency Services
Strategic Vision Points
• Theme Exemplary Service & Governance
• Objective(s) Preserve Desirability & Quality of Life
Maximize Efficiencies & Effectiveness
Increase Citizen, Student, & Stakeholder Satisfaction
Program Description
® The Fire - EMS Department provides for the public safety needs of the Town via a variety of
programs and services.
® The majority of these services are Fire and
Emergency Medical Services (EMS) related
but also includes hazardous materials
mitigation, fire prevention and public
education.
® Many civic organizations also benefit from
these types of services through the training
activities and inspection/prevention programs
that the Department provides.
® The Department will continue to provide the
most efficient method of delivering the
traditional services - Fire Protection,
Emergency Medical Services, Fire Inspections
and Public Education while continuing to seek
further avenues of outreach into the
community.
Program Broad Goals
• Provide safe, efficient, and professional emergency services to the Town.
® Broaden the foundation of the department to initiate superior programs and interact with
the citizens.
® Work towards achieving the Texas Fire Chief's Best Practices.
® Develop the Department using the Center for Public Safety Excellence (CFAI) model.
® Continue efforts in professional development for personnel through multi -faceted avenues.
® Improve prevention and public education programs by providing a variety of all hazard
safety and prevention classes for residents and corporate offices.
• Continue the advancement of prevention and inspection programs.
® Continue relationship building with the corporate business network group.
132
Goals and Objectives
14 Emergency Services
Program Trends
® The level of activity historically trends into four main areas: Emergency Operations, Training,
Routine Activities and Public
Orientated Activities.
® Personnel continue to take
advantage of joint training exercises
and contracts, which reduces cost
and increases familiarity with
personnel and equipment of our
mutual aid agencies.
• Specialized training targets firefighter
development that enhances our
current services through state
certification levels.
® Ongoing efforts to increase public
involvement through education,
relationship development, and
services.
® Daily activities and work details are the most time consuming activities due to their nature.
These activities are necessary to maintain the proper condition and operation of the
equipment.
2014-2015 Highlights
• Implemented programs and policies in
compliance with the Texas Fire Chief's Best
Practices.
® Conducted numerous CPR, AED, and fire
extinguisher classes.
® Completed the installation of three outdoor
warning sirens, which will enhance our Early
Warning Notification System.
® Purchased a new fire engine, which will
enhance our service level capabilities.
• Began the process of acquiring the necessary
property for a new fire station
133
DID YOU KNOW
• Each year more than 2,500 people
die and 12,600 are injured in home
fires in the United States.
• In just two minutes, a fire could kill
you.
• In five minutes, a house could be
swallowed in flames."
Retrieved from http://www.ready.gov
Goals and Objectives
14 Emergency Services
2015-2016 Goals and Objectives
Continue training the public in the use of CPR and AEDs
(Automatic External Defibrillators).
• Continue training the public in the use of fire extinguishers.
• Implementing programs and policies to improve the Insurance
Service Office (ISO) rating.
® Conduct a Community Risk Analysis.
® Develop a Standard's of Cover (SOC).
• Continue performing emergency drills for local business as they
relate to fire and severe weather.
® Continue training for all personnel in all disciplines of certification
and career development.
• Enhance our public education and prevention programs within
Westlake Academy. Target subjects include home safety
principles, health and medical awareness programs such as
weather related safety programs, CPR and AED training,
babysitting safety tips, and general operational and maintenance of home sprinkler systems.
Efficiency/Effectiveness Measures
EstimatedAdopted
FY 14/15 A FY 15/16
41.3% 55`70
67.5% 75`70
3, EMS incidents with a turn -out time 57.0% 39.7% 43.1% 75%
of 60 seconds or less
■ Turn -out time (reaction time) is the timeframe that a call is dispatched to the time that units respond.
■ NR = Not Reported.
134
Actual
Actual
Performance Measure
FY 12/13
FY 13/14
1. Emergency incidents with a
56.8%
48.2%
response time of 6 minutes or less
2. Fire incidents with a turn -out time of
76.8%
59.3%
80 seconds or less
EstimatedAdopted
FY 14/15 A FY 15/16
41.3% 55`70
67.5% 75`70
3, EMS incidents with a turn -out time 57.0% 39.7% 43.1% 75%
of 60 seconds or less
■ Turn -out time (reaction time) is the timeframe that a call is dispatched to the time that units respond.
■ NR = Not Reported.
134
Program Summary
Department 15
Municipal Court
REVENUE CATEGORIES
General Sales Tax
Property Tax
Permits and Fees
Fines & Forfeitures
Franchise Fees
Contributions
Beverage Tax
Interest
Intergovernmental
Misc Income
GRAND TOTAL
EXPENDITURE CATEGORIES
Capital Outlay
Debt Service
Economic Development
Insurance
Repair and Maintenance
Rent and Utilities
Service
Supplies
GRAND TOTAL
Adopted Estimated Adopted FY 15/16 Adopted
Actual Budget Budget Budget Vs
FY 13/14 FY 14/15 FY 14/15 FY 15/16 FY 14/15 Estimated
10,128
730,442
380
$ 740,950
408
818
90,950
9,789
$ 101,966
8,800 8,800
670,000 690,000
1,470 1,470
$ 680,270 $ 700,270
135
8,800
710,000
1,470
$ 720,270
2,325
490
2,600
2,737
117,413
10,826
$ 136,391
1,000
2,325
0.0%
0.0%
480
490
2,600
2,600
2,737
2,737
117,413
117,413
10,796
10,826
$ 135,026
$ 136,391
135
8,800
710,000
1,470
$ 720,270
2,325
490
2,600
2,737
117,413
10,826
$ 136,391
0.0%
0.0%
0.0%
2.9%
20,000
0.0%
-
0.0%
0.0%
0.0%
0.0%
$
0.0%
-
2.9%
$ 20,000
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
$
Program Summary
Department 15
Municipal Court
EMPLOYEE STAFFING
Assistant Town Manager
Deputy Clerk
Marshal
Part -Time Clerks
TOTAL POSITIONS
PAYROLL & REALTED CATEGORIES
Court
Administrator.
Payroll Wages
Payroll Insurance
0.10
1.00
1.00
Adopted
Estimated
Adopted
0.10
FY 15/16 Adopted
Actual
1.00
Budget
Budget
Budget
1.00
vs
FY 13/14
1.00
FY 14/15
FY 14/15
FY 15/16
4.75
FY 14/15 Estimated
Court
Administrator.
Payroll Wages
Payroll Insurance
0.10
1.00
1.00
$
Payroll Taxes
0.25
0.10
-
1.00
1.00
1.00
1.00
1.00
1.00
0.50
1.00
1.00
1.00
1.00
1.00
0.50
4.60
1.00
1.00
1.00
0.50
0.50
4.75
4.60
4.50
Court
Administrator.
Payroll Wages
Payroll Insurance
208,739
45,919
16,963
15,133
$
Payroll Taxes
Payroll Retirement
GRAND TOTAL
$ 286,754
136
3.0%
234,921
55,064
233,564
228,139
56,526
56,526
18,825
18,940
20,575
27,086
21,831
21,831
330,746
$ 325,436
$ 337,646
136
3.0%
6,782
-2.6%
(1,463)
8.6%
1,634
24.1%
5,256
3.8%
$ 12,210
Program Budget
Municipal Court
J Program I
Activity Budget I
Percent
18.44%
Jail Processing 39,376
8.31%
Case Processing
29.837.
1.90%
$
1
Citation Management 41,415
8.74%
Monthly Reporting, Financial Oversight and Budgeting
2
Customer Service 41,383
8.73%
$
3
Financial Processing 22,885
4.83%
$ 105,683
22.297.
Docketin
1
2
3
Warrant and Jail Services
1
2
3
Collection Services
1
2
3
Judiciary & Administration
Plea Docket 44,275 9.34%
Pre -Trial Docket 42,315 8.93%
Trial Docket 23,266 4.91%
$ 109,856 23.17%
Issuance Function 14,631
3.09%
Field & Office Arrests 87,402
18.44%
Jail Processing 39,376
8.31%
$ 141,409
29.837.
Case Submission
4,598
0.97%
Financial Processing
17,189
3.63%
Contract Management
8,993
1.90%
$
30,780
6.497o
1
Case Review & Archival
24,501
5.17%
2
Staff Management
23,432
4.94%
3
Legislative & Legal Compliance
28,468
6.01%
4
Monthly Reporting, Financial Oversight and Budgeting
9,908
2.09%
$
86,310
18.21%
$ 474,037 1100%
137
Strategic Theme & Objective(s)
• Theme Exemplary Service & Governance
• Objective(s) - Maximize Efficiency & Effectiveness
Increase Financial Capacity / Reserves
Program Description
*The Municipal Court performs the duties necessary to support
municipal judicial functions, assist the public and manage
court operations. The program will uphold the integrity of the
Court and build public trust by providing unbiased quality
service and accurate information delivered in an efficient and
professional manner.
Program Broad Goals
Goals and Objectives
15 Municipal Court
WE s1'i.0
• Court staff will provide prompt assistance in a courteous manner. This includes telephone
service, mail service and customers who appear in person.
• Court staff will work to enter citations in a timely manner and complete daily court deposits.
*The Court will conduct hearings and trials in a professional and dignified manner in order to
provide an impartial setting for cases to be adjudicated by
the Municipal Court Judge.
Court staff will continue to work in conjunction with the
collection agency and other involved agencies to reduce
the number of outstanding arrest warrants. The collection
efforts will be monitored and updates reported to the
Department Director.
Court staff will work in partnership with the Texas Department
of Public Safety to operate the driver's license suspension
program for defendants who have outstanding or
delinquent fines in the Court.
Program Trends
DID YOU KNOW
An epidemic
is sweeping across America?
The epidemic causes drivers
everywhere to black out for 5
Processes consistent workload of approximately 7,000 new seconds at a time!
case filings annually. It's called:
*The issuance levels in the speeding citations show a TEXTING & DRIVING.
projected increase of 09% for the current fiscal year, due to
targeted enforcement within the community.
*The equipment, insurance, and driver license related
violations (expired registration, expired license, failure to
maintain financial resp., etc.) show a continued decrease of 28% this year. The legislature
eliminated the violation for an expired inspection, which contributes to the decrease.
Staff continues to participate in the State-wide Warrant Round -up (seventh year) with the
following results, approximate decrease of 14% (252 vs. 291) of cases cleared and a 59%
decrease in cash collections ($34,950 vs. $84,300) in comparison to last year's program. This was
hampered by several weather related events, which resulted in office closures.
138
10,000
8,000
6,000
4,000
2,000
0
3,000
2,500
2,000
1,500
1,000
500
0
Police Initiated Case Fil
FY 11/12 FY 12/13 FY 13/14 FY 14/15 FY 15/16
actual actual actual estimated projected
Expired Dismissable Violations
FY 11/12 FY 12/13 FY 13/14 FY 14/15 FY 15/16
actual actual actual estimated projected
Number of Cleared Arrest Warrants
1,750
1,500
1,250
1,000
750
500
250
0
FY 11/12 FY 12/13 FY 13/14 FY 14/15 FY 15/16
actual actual actual estimated projected
2014-2015 Highlights
2,500
2,40C
2,30(
Goals and Objectives
15 Municipal Court
W
Collected Fine & Warrant Revenue
600,000
500,000
400,000
300,000
200,000
100,000
0
FY 11/12 FY 12/13 FY 13/14 FY 14/15 FY 15/16
actual actual actual estimated projected
• State-wide Warrant Round -up participation; 1,544 warrants issued; 252 cleared = 17%
clearance rate
• Leading, Educating, and Developing (LEAD) training opportunities were extended to court
staff this year. The department now has more than 50% of the staff trained as "LEAD"ers.
• Integration that allows our court software to talk to Laserfiche is finally completed, allowing
us to move forward to a paper -lite system.
• A new reporting system has been developed for the court. This tool will allow us to track our
progress on a monthly basis helping us to achieve our goals.
• The court welcomed a new part-time employee this year.
We will now be able to process our cases to closure much quicker and work on reducing the
backlog of outstanding warrants.
139
Goals and Objectives
15 Municipal Court
2015-2016 Goals and Objectives
• Institute additional "Rules of the Court" to guide staff in routine issues per the Judges
direction and utilize as basis for policy and procedures manual for front office.
• Begin court observation process for court supervisor to obtain Level III certification; work
toward Level I certification for deputy court clerk.
• Expand jail transfers for individuals arrested on Westlake warrants in partnership with the
Keller Police Department.
• Facilitate marshal field service of arrest warrants a minimum of two (2) days per week
• Establish monthly team meetings for the department.
$900
$800
$700
$600
f°
M $500
o $400
t
$300
$200
$100
$0
10 Year Analysis - Municipal Court Revenues
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 FY 15/16
actual actual actual actual actual actual actual actual estimated proposed
Efficiency/Effectiveness Measures
140
Actual
Actual
Estimated
Adopted
Performance Measures
FY 12/13
FY 13/14
FY 14/15
FY 15/16
1. Violations entered within 3
95%
95%
100%
100%
business days of receipt
2. Collections of warrant division in
15% above
4% above
20% above
At
both cash and non-cash
benchmark
benchmark
benchmark
benchmark
clearances. Benchmark is equal
to $35,000 per month
3. Issue arrest warrants at 45 day
80%
90%
100%
100%
delinquency
140
Program Summary
Department 16
Public Works
REVENUE CATEGORIES
General Sales Tax
Property Tax
Permits and Fees
Fines & Forfeitures
Franchise Fees
Contributions
Beverage Tax
Interest
Intergovernmental
Misc Income
GRAND TOTAL
EXPENDITURE CATEGORIES
Capital Outlay
Debt Service
Economic Development
Insurance
Repair and Maintenance
Rent and Utilities
Service
Supplies
GRAND TOTAL
Adopted Estimated Adopted FY 15/16 Adopted
Actual Budget Budget Budget Vs
FY 13/14 FY 14/15 FY 14/15 FY 15/16 FY 14/15 Estimated
617
34,437
141,319
102,504
5,249
$ 284,126
141
500
29,000
136,700
98,500
4,216
$ 268,916
500
500
0.0%
0.0%
0.0%
25,000
25,000
100,700
100,910
60,500
60,835
3,041
3,716
$ 189,741
$ 190,961
141
500
29,000
136,700
98,500
4,216
$ 268,916
0.0%
0.0%
0.0%
0.0%
0.0%
4,000
0.0%
35,790
0.0%
37,665
0.0%
500
0.0%
$ 77,955
0.0%
0.0%
$ -
0.0%
0.0%
0.0%
0.0%
16.0%
4,000
35.5%
35,790
61.9%
37,665
13.5%
500
40.8%
$ 77,955
Program Summary
Department 16
Public Works
EMPLOYEE STAFFING
lity Technician
er Service Coordinator
er Service Representative
TOTAL POSITIONS
Adopted Estimated Adopted FY 15/16 Adopted
Actual Budget Budget Budget vs
FY 13/14 FY 14/15 FY 14/15 FY 15/16 FY 14/15 Estimated
1.00
1.00
0.33
0.33
2.67
L
bA
oM Director
�- M
PAYROLL & REALTED CATEGORIES
Payroll Wages
Payroll Transfer In
Payroll Insurance
Payroll Taxes
Payroll Retirement
GRAND TOTAL
154,044
(171,113)
25,309
15,289
12,112
$ 35,642
142
203,538
(217,745)
26,392
20,797
23,468
$ 56,450
1.00
1.00
1.00
1.00
0.33
0.33
0.33
0.33
18,309
18,309
$ 49,848
$ 41,312
2.67
2.67
142
203,538
(217,745)
26,392
20,797
23,468
$ 56,450
179,456
174,790
(198,748)
(198,748)
32,515
28,515
18,315
18,445
18,309
18,309
$ 49,848
$ 41,312
142
203,538
(217,745)
26,392
20,797
23,468
$ 56,450
16.4%
28,748
9.6%
(18,997)
-7.4%
(2,123)
12.7%
2,351
28.2%
5,159
36.6%
$ 15,139
Program Budget
Public Works
Pro ram Activity Budget I Percent
ROW Manaaement
1
Drainage
67,983
20.89%
2
Line Locates
3,730
1.15%
3
Duct Bank Management
7,460
2.29%
4
Open Space Services
173,943
53.46%
11,147
$
253,117
77.797o
Transoortation Services
$ 325,366 100%
143
1
Sign and Signal Maintenance
10,737
3.30%
2
Pavement & Shoulder Maintenance
37,933
11.66%
3
Street Reconstruction
11,147
3.43%
Municipal Governance
$
59,817
18.38%
1
Town Council Meetings/Workshops
11,190
3.44%
Citizen Engagement and Communication
$
11,190
3.447.
1
Neighborhood Gatherings and Outreach
1,243
0.38%
$
1,243
0.38%
$ 325,366 100%
143
Strategic Theme & Objective(s)
• Theme - Exemplary Service & Governance
• Objective(s) -- Improve Technology, Facilities, & Equipment
Maximize Efficiencies & Effectiveness
Program Description
• The Public Works Department is responsible for:
the operation, maintenance, repair, and
installation of the Town's traffic signs, signals,
roadway markings, and approximately 10 miles
of street pavement and storm drainage;
maintaining public records and regulatory
requirements;
• Public Works also assists other departments, the
Academy, and volunteer groups as needed:
• Setting up for community events
• Providing traffic control devices for DPS use
• Supervision of community service workers
• Provide back-up coordinating/inspecting
work for facility maintenance
Program Broad Goals
Goals and Objectives
16 Public Works
• Maintain streets and shoulders in safe travelable condition.
® Maintain water and waste water infrastructure to provide safe and reliable potable water to
Town customers.
• Maintain accurate inventory of streets and their current condition.
• Manage all Public Works capital projects to be on schedule and within budget.
Program Trends
The Town's population continues to increase (see
Planning & Development Section), which also
generates a significant increase in the demand for
Public Works services.
With the continued influx of new residents we
experience a demand for services that rivals
surrounding municipalities as many are accustomed
to receiving a broad base of public services. Staff
144
Goals and Objectives
16 Public Works
manages these expectations and provides an accessible department that values the
personal relationship with our residents.
The Entrada and Granada developments as well as additional development projects will
require staff attention as our community continues to expand within the DFW Metroplex.
2014-2015 Highlights
• Implemented the new cellular based meter upgrade
program to be completed over two fiscal years.
• Worked with TxDOT to complete the FM 1938 Median
Landscape enhancements after the contractor
abandoned the project.
® Completed the FM 1938 Phase 3 Landscape
enhancements and transferred maintenance
responsibilities to adjacent developments.
• Completed the SCADA system upgrades to improve
reliability and infrastructure management as the system
was 10 years old and had reached the end of its
anticipated life span. The new system enhances our
ability to monitor and control the system.
2015-2016 Goals and Objectives
DID YOU KNOW
Westlake and Keller have a
shared elevated storage tank
that is a "tank inside of a tank"
design. It is the only one
known in existence.-
• Continue to work with Streetscape consultant for enhancement of FM 1938 and SH1 14/170
projects.
• Continue to pursue transfer of N-1 sewer line to TRA.
• Continue to work with the Entrada and Granada developer to ensure adherence to our
approved plans, Town standards, and the developer agreements.
Efficiency/Effectiveness Measures
Performance Measures
LF of Drainage Ditch and Culvert
Repair/Maintenance
rreeT reconsrrucTion
Actual
FY 12/13
2,500 LF
10,000 LF
145
Actual Estimated Adopted
FY 13/14 FY 14/15 FY 15/16
300 LF 250 LF 200 LF
0 LF 100 LF 100 LF
T4 -SIT is i�ct�,rctiaaa�� ��aa�
146
Program Summary
Department 17
Facilities Maintenance
REVENUE CATEGORIES
General Sales Tax
Property Tax
Permits and Fees
Fines & Forfeitures
Franchise Fees
Contributions
Beverage Tax
Interest
Intergovernmental
Misc Income
GRAND TOTAL
EXPENDITURE CATEGORIES
Capital Outlay
Debt Service
Economic Development
Insurance
Repair and Maintenance
Rent and Utilities
Service
Supplies
GRAND TOTAL
Adopted Estimated Adopted FY 15/16 Adopted
Actual Budget Budget Budget Vs
FY 13/14 FY 14/15 FY 14/15 FY 15/16 FY 14/15 Estimated
10,482
$ 10,482
10,718
510
7,040
7,188
$ 25,457
4,450 4,450
$ 4,450 $ 4,450
147
4,450
$ 4,450
1,500
242
31,000
500
22,568
16,968
$ 72,778
0.0%
1,500
0.0%
-
0.0%
242
242
23,615
23,700
500
500
22,633
22,678
13,043
13,368
$ 60,033
1 $ 60,488
147
4,450
$ 4,450
1,500
242
31,000
500
22,568
16,968
$ 72,778
0.0%
1,500
0.0%
-
0.0%
0.0%
-
0.0%
7,300
0.0%
-
0.0%
(110)
0.0%
3,600
0.0%
$ 12,290
0.0%
0.0%
$ -
#DIV/01
1,500
0.0%
-
0.0%
0.0%
-
30.8%
7,300
0.0%
-
-0.5%
(110)
26.9%
3,600
20.3%
$ 12,290
Program Summary
Department 17
Facilities Maintenance
EMPLOYEE STAFFING
or
0.500
0.250
0.167
0.167
Adopted
Estimated
Adopted
(part-time)
FY 15/16 Adopted
Actual
0.250
Budget
Budget
Budget
0.167
vs
FY 13/14
-
FY 14/15
FY 14/15
FY 15/16
FY 14/15 Estimated
EMPLOYEE STAFFING
or
0.500
0.250
0.167
0.167
y Technician (part-time)
mer Service Coordinator
mer Service Representative
(part-time)
TOTAL POSITIONS 1 1 1.084
L
i dA
cDirector
PAYROLL & REALTED CATEGORIES
Payroll Wages
Payroll Transfer In
67,354
(24,629)
11,069
5,940
Payroll Insurance
0.500
0.500
0.500
0.250
0.250
0.250
0.167
0.167
0.167
0.167
0.167
0.167
-
-
0.250
1.084
1.084
1.334
Payroll Wages
Payroll Transfer In
67,354
(24,629)
11,069
5,940
Payroll Insurance
Payroll Taxes
Payroll Retirement
4,918
GRAND TOTAL
$ 64,652
148
75,999
74,541
(55,416)
(55,416)
19,728
13,228
7,350
7,350
7,754
7,754
$ 55,416
$ 47,457
148
Program Budget
Facilities Maintenance
Pro ram I Activity I Budget I Percent
Academic Administration
1 I Support Services 16,514 12.14%
2 Life Safety 5,472 4.02%
3 Facilities Maintenance 53,531 39.36%
$ 75,517 55.53%
Municipal Administration
1
Life Safety
3,263
2.40%
2
Facilities Maintenance
10,426
7.67%
3
Open Space Services
16,980
12.49%
4
Support Services
16,659
12.25%
$
47,328
34.80%
Academic Governance
1
Municipal Governance
1
Board of Trustee
Town Council
''I
5,563 4.09%
$ 5,563 4.097.
7,584 5.58%
$ 7,584 5.58%
$ 135,991 100%
Strategic Theme & Objective(s)
• Theme - Natural Oasis
® Objective(s) -- Improve Technology, Facilities, & Equipment
Program Description
® The Town of Westlake will plan for and
provide facilities to enhance present
and future community and educational
programs and endeavors.
® Long-range plans include:
maintenance, renovation, construction
of facilities as related to civic use and
educational programs - efficient
facilities meeting program needs.
• Westlake Civic Campus facilities are
generally available to the
community. The Town will continue to
develop cooperative projects with the
community and agencies.
Program Broad Goals
Goals and Objectives
17 Facilities Maintenance
® Ensure the Town has an effective long-range plan for facilities development and
maintenance.
• Facilities planning process will be communicated in a clear and concise format, including
input from residents, Academy and Town staff.
® Town facilities will be operated in a cost efficient and energy efficient manner.
Trends
® Continued maintenance and oversight of the various capital assets for the community,
including the facilitation of any expansion planning and construction along with temporary
rental units.
o Arts and Sciences Center parking lot expansion which added 128 paking spaces to
the campus.
o Replacement of the temporary fire station, from a 14' X 60' mobile home, with a pre-
owned 40' X 60' mobile home that was donated in January 2011 by WB Texas Resort
Communities, LP.
o Oversight of the rented facilities for municipal administration at the Solana office
complex.
o Acquisition and maintenance of the Parchman property and the IOOF cemetery.
150
Goals and Objectives
17 Facilities Maintenance
o Installation of three (3) temporary classroom buildings to the west of the Sam &
Margaret Lee Arts and Sciences Center for an additional 4,680 sq. ft. of classroom
space and restrooms.
® A facility master plan was drafted for our Westlake Academy campus in the spring of 2011
and updated by an additional architect firm.
o Staff continues to oversee the evolution of the master plan with updates and
evaluation according to building construction and student enrollment.
® Westlake Academy increased the student
population to approximately 812 in FY 2014-15.
® Security remains a priority on campus, with a full
security audit completed in April 2013 including the
interviewing of staff, accessing security systems,
written plans, and threat assessment. As a result the
front office was remolded to improve how visitors
check in and out of the school. DID YOU I 1 V N OW
® Jacob Engineering completed a second traffic 1 V 1���1 1111
study for the pick-up and drop-off flow for both
MYP and PYP due to an increase in stunent Westlake Academy Phase
enrollment in the fall 2014 and input from the one expansion was
D.O.G parent group. completed in the fall of 2014
• Repairs on the spillway location on the east side of
the park were completed in August 2015. Two which brings
powers rack in the park were also updated. the campus to a total
® Completed fire station location study in the summer of 108,000 sq. ft.
2015.
2014-2015 Highlights
® Staff is conducting bi-monthly table exercise with the emergency response and Westlake
Academy staff.
• The Secondary building was completed in August 2014 followed by the Sam & Margaret
Lee Fieldhouse in October 2014.
® Completed irrigation project for the cemetery in September 2015.
• Completed the extension of the temporary fire station metal building to provide living
quarters after the mobile home burned in December of 2014.
Completed the northwest parking lot improvement at the Westlake Academy for the 2014 -
2015 school year.
151
Goals and Objectives
17 Facilities Maintenance
2015-2016 Goals and Objectives
® Facilities Plan will be developed, including an annual maintenance, periodic maintenance,
and facilities use plan.
® The Westlake Academy facility master plan will be reviewed.
® Ensure the Christmas Lighting, Arbor Day and Decoration Day events have a quality setting.
® Create a safe working and learning environment for teachers, administration staff, students
and visitors, by maintaining a quarterly
and monthly maintenance agreement
for the Academy, Solana, Fire Station
and Municipal Campus for the following _
systems:
■ Cleaning service - Daily and semi-
Ito
annual, window, carpet and the
floors _
■ HVAC and heating - Quarterly _l _
■ Electrical systems - Quarterly-
■ Security systems - Semi-annual
■ Fire sprinkler and alarm systems -r�'' -
Annual
■ Maintain the campus landscaping:
36 mowings, fertilizations, weed
control
*Athletic Field Maintenance: -
• Athletic Field - 2 field mowings
around athletic field
■ Athletic Field - 36 mowings by staff
® Parchman house maintenance
® Cemetery maintenance
® Fire station maintenance
® Serve as back-up for the Public Works department
Efficiency/Effectiveness Measures
01 Performance Measures
Actual
Actual
Estimated
Adopted
FY 12/13
FY 13/14
FY 14/15
FY 15/16
1. 100% compliant with fire sprinkler and alarm
100%
100%
100%
100%
inspection schedule
2. Projects completed on time (Remodeling, A
100%
100%
100%
100%
& S, Water Well, Camera update, etc.)
3. Maintain the campus and park contract
Yes
Yes
Yes
Yes
services
152
Program Summary
Department 18
Finance Department
REVENUE CATEGORIES
General Sales Tax
Property Tax
Permits and Fees
Fines & Forfeitures
Franchise Fees
Contributions
Beverage Tax
Interest
Intergovernmental
Misc Income
GRAND TOTAL
EXPENDITURE CATEGORIES
Capital Outlay
Debt Service
Economic Development
Insurance
Repair and Maintenance
Rent and Utilities
Service
Supplies
GRAND TOTAL
Adopted Estimated Adopted FY 15/16 Adopted
Actual Budget Budget Budget Vs
FY 13/14 FY 14/15 FY 14/15 FY 15/16 FY 14/15 Estimated
21,000
3,961
$ 24,961
153
2,800
38,591
6,340
$ 47,731
2,800
2,800
0.0%
0.0%
0.0%
0.0%
0.0%
38,341
38,591
5,675
6,340
$ 46,816
$ 47,731
153
2,800
38,591
6,340
$ 47,731
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
$
0.0%
0.0%
$ -
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
$
Program Summary
Department 18
Finance Department
Adopted Estimated I Adopted FY 15/16 Adopted
Actual Budget Budget Budget vs
FY 13/14 FY 14/15 FY 14/15 FY 15/16 FY 14/15 Estimated
EMPLOYEE STAFFING
Director 1.00 1 1.00 1 1.00 1.00 1 0.0%
Supervisor 1.00 1.00 1.00 1.00 0.0%
Accounting Technician Municipal 1.00 1.00 1.00 1.00 0.0%
Accounting Technician Academic - 1.00 1.00 1.00 0.0%
TOTAL POSITIONS 3.00 4.00 4.00 1 4.00 0.0%
AL
W
Municipal
Technician
Vf Director Supervisor
.N Academic
Q
Technician3
PAYROLL & REALTED CATEGORIES
Payroll Wages
Payroll Transfer In
238,251
(172,465)
31,686
19,082
18,727
Payroll Insurance
Payroll Taxes
Payroll Retirement
GRAND TOTAL
$ 135,281
154
319,489
(222,940)
63,898
25,656
36,837
$ 222,940
329,023
322,023
(172,952)
(172,952)
37,911
53,221
20,894
21,021
26,580
26,580
$ 241,455
$ 249,892
154
319,489
(222,940)
63,898
25,656
36,837
$ 222,940
-0.8%
(2,535)
28.9%
(49,987)
20.1%
10,677
22.1%
4,635
38.6%
10,257
-10.8%
$ (26,953)
Program Budget
Finance Office
Program I Activity Budget I Percent
Financial Management - Municipal
1 Municipal Annual Budget 53,909 19.92%
Capital Improvement Plan (CIP) 8,749 3.23%
$ 62,658 23.1576
Utility Billing
Utility Billing and Processing 2,893 1.07%
$ 2,893 1.0717.
Accountinq Services - Municipal
1
Accounts Payable
7,388
2.73%
2
Accounts Receivable
5,819
2.15%
3
Payroll
23,208
8.57%
4
Financial Reporting
49,570
18.31%
5
Cash & Investment Management
10,160
3.75%
6
$
96,144
35.527.
Municipal Governance
1 Town Council Meetings/Workshops 6,974 2.58%
$ 6,974 2.587.
Accountina Services - Academic
1
Accounts Payable
4,625
1.71%
2
Accounts Receivable
3,689
1.36%
3
Payroll
7,092
2.62%
4
Financial Reporting
28,799
10.64%
5
Cash & Investment Management
3,656
1.35%
6
Academic Annual Budget
$
32,499
80,360
12.01%
29.69%
Academic Governance
Board of Trustees
Accountinq Services - Foundation
Foundation Governance
155
Board
$ 270,671 100%
Goals and Objectives
18 Finance Office
Strategic Theme & Objective(s)
• Theme - Exemplary Service & Governance
® Objective(s) -- Increase Financial Capacity/ Reserves
Increase Revenue Streams
Program Description
*The Finance Department is responsible for collecting, recording,
summarizing, and reporting the results of all financial transactions of
the following entities in a timely manner and in accordance with
generally accepted accounting principles while ensuring
compliance with applicable state and federal statutes, bond
covenants and grant contracts by reviewing financial data and
reporting such in a timely manner.
• Town of Westlake
• Westlake Academy
• Westlake Academy Foundation
0
GOVERNMENT FINANCE
OFFICERS ASSOCIATION
Certificate of
Achievement
for Excellence
in Financial
Reporting
Presented to
Town of Westlake
Texas
For its Comprehensive Annual
Financial Report
for the Fiscal Year Ended
Sentember 30.2014
Payroll Processing - The Finance Department is responsible for the payment of salaries and
wages according to established procedures on specified days according to the adopted
payroll calendar. The Town of Westlake operates two payroll systems concurrently; one for
employees who are on a normal 40 -hour work week, and another cycle for DPS employees
who work 24-hour shifts. This dual system is commonplace in cities to accommodate FLSA
requirements.
Budgets - The Town's annual budget is prepared in the context of a five (5-8) year financial
forecast. The proposed budget is submitted to the Council approximately thirty to forty-five
days prior to the beginning of the fiscal year for
their consideration. The Town's budget is
allocated by fund and is designed to provide a
clear picture of the Town's spending, allocation of
financial resources, and priorities as well as how
they are set to carry out the policy direction of the
Council.
® Westlake Academy - The Department works with
the Education Service Center (Region XI) to
maintain Westlake Academy's financial system
and fiscal controls, i.e. general ledger, payroll,
accounts payable, accounts receivable and cash
management.
156
Goals and Objectives
18 Finance Office
Cash Collections - The establishment of strong internal controls for cash collections is
necessary to prevent mishandling of funds and to
safeguard against loss. In addition, strong internal
controls are designed to protect employees from
inappropriate charges of mishandling funds by defining
employee responsibilities in the cash handling process.
Cash is considered to include coin, currency, checks,
money orders, and credit card transactions.
*Audits - In conjunction with maintaining financial
records, the Department is responsible for the
preparation for and coordination of the annual external
financial audits for the Town of Westlake, Westlake
Academy and Westlake Academy Foundation.
® Fraud - The Town of Westlake is committed to
protecting its revenue, property, information and other
assets from any attempt, either by members of the
public, contractors, agents, intermediaries or its own
employees, to gain by deceit, financial or other
benefits. It is Westlake's intent to fully investigate any
suspected acts of fraud, misappropriation or other
similar irregularity.
DID YOU KNOW
• If you could stack 14.5 million
dollars, in $1 notes; that pile
of currency would reach a
mile high.
In 1861, when the U.S. issued
its first major issue of paper
currency, each note had to
be signed by hand by
representatives of the
Register of the Treasury of
the Treasurer.
Accounts Payable - The Accounts Payable Section of the Finance Department is responsible
for reviewing all invoices for making payments of all legally incurred and property authorized
obligations. Payments will be issued in a manner to maintain the credit worthiness of
Westlake Academy and to take advantage of all available discounts.
Program Broad Goals
• Provide Town Council, management, departments and citizens with accurate and timely
financial records and reports in the most efficient manner.
• Maintain the accounting and financial reporting systems in conformance with all state and
federal laws, Generally Accepted Accounting Principles (GAAP), standards of the
Governmental Accounting Standards Board (GASB) and the Government Finance Officers
Association (GFOA).
• Provide sound and conservative fiscal management in compliance with all state and federal
regulations.
• Adhere to policies established by the Public Funds Investment Act, applicable bond
covenants, and the Town's adopted investment policy and ensure proper collateralization of
bank deposits.
157
Goals and Objectives
18 Finance Office
Program Trends
• Finance and accounting are core functions that often expand in direct correlation with an
organization that continues to expand
• Increases in the number of Academy employees, the number of utility customers, and the
number of necessary fiduciary processes over past five years
• Plans for continued future expansion at Westlake Academy combined with residential
population increases and economic development will continue to challenge the Finance
Department's ability to maintain the highest levels of service and quality with existing staffing.
2014-2015 Highlights
Prepared, submitted and received the Town's
• Distinguished Budget Presentation Award for recognition from
the Government Finance Officers Association. Awards received
for 2007 thru 2014
• Comprehensive Annual Financial Report for recognition from the
Government Finance Officers Association. Awards received for
2007 thru 2014
• Popular Annual Financial Reporting Award for recognition from
the Government Finance Officers Association. Awards received
for 2011 thru 2014
0
GOVERNMENT FINANCE
OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
Presented to
Town of Westlake
Texas
For the Fiscal Year Beginning
Prepared, submitted and received Westlake Academy's I October 1, 2014
• Distinguished Budget Presentation Award for recognition from
the Government Finance Officers Association. Awards received for 2009 thru 2014
• International Award for Budget Excellence for recognition from the Association of School
Business Officials International. Awards.
received for 2009 thru 2014 _
® Received an unqualified audit opinion on the 09/30/2014
Comprehensive Annual Financial Report.
® Documents are continuing to be scanned and available to be
retrieved by not only the finance department but all departments
which has completely eliminated the need to contact the
department for research.
® Efficiencies were gained during the current year with the
implementation of several improvements to the payroll process. The benefits accrual, which
was hand prepared previously, is now being tracked with the software. Additionally, check
stub copies are now electronically e-mailed to each employee. They now have access to
review a portal with all prior payroll information available and the access to make changes
to exemptions and addresses.
M
Goals and Objectives
18 Finance Office
2015-2016 Goals and Objectives
Prepare and submit the budget for a Distinguished Budget
Presentation Award for recognition from Government Finance
Officers Association for the Town of Westlake and Westlake
Academy.
® Prepare and submit the Town's Comprehensive Annual Financial
Report (CAFR) for recognition from the Government Finance Officers
Association recognition.
® Prepare and submit the Town's Popular Annual Financial Report
(PAFR) for recognition from the Government Finance Officers
Association.
® Receive an unqualified audit opinion on the Comprehensive Annual
Financial Report.
0
GOVERNMENT FINANCE
OFFICERS ASSOCIATION
Award for
Outstanding
Achievement in
Popular Annual
Financial Reporting
Presented to
Town of Westlake
Texas
For its Annual
Financial Report
for the Fiscal Year Ended
September 30, 2014
Streamline the accounts payable process using Workflow through Laserfiche. Invoices will be
scanned and forwarded to each department for coding and approval; alleviating the
down-time between receiving the invoice in Finance and routing to each Department Head
for approval. Once the approval and coding is complete, the invoice can be paid and the
system will automatically match the check and the invoice and file in Laserfiche, saving both
time and effort.
Efficiency/Effectiveness Measures
159
Actual
Actual
Estimated
Adopted
Performance Measures
FY 12/13
FY 13/14
FY 14/15
FY 15/16
1. Auditor prepared audit
4
2
5
5
adjustments not to exceed 5
2. Prepare five year budget
May
May
May
May
forecast for subsequent year
3. Annual CIP update
May
May
May
May
159
T4 -SIT is i�ct�,rctiaaa�� ��aa�
10
Program Summary
Department 19
Parks and Recreation
REVENUE CATEGORIES
General Sales Tax
Property Tax
Permits and Fees
Fines & Forfeitures
Franchise Fees
Contributions
Beverage Tax
Interest
Intergovernmental
Misc Income
GRAND TOTAL
EXPENDITURE CATEGORIES
Capital Outlay
Debt Service
Economic Development
Insurance
Repair and Maintenance
Rent and Utilities
Service
Supplies
GRAND TOTAL
Adopted Estimated Adopted FY 15/16 Adopted
Actual Budget Budget Budget Vs
FY 13/14 FY 14/15 FY 14/15 FY 15/16 FY 14/15 Estimated
16,330
10,744
35,844
288
$ 63,206
161
1,500
59,500
9,355
52,250
8,978
$ 131,583
1,500
1,500
0.0%
0.0%
0.0%
62,500
62,500
8,780
9,355
49,250
49,250
8,933
8,978
$ 130,963
$ 131,583
161
1,500
59,500
9,355
52,250
8,978
$ 131,583
0.0%
0.0%
0.0%
0.0%
0.0%
(3,000)
0.0%
-
0.0%
3,000
0.0%
-
0.0%
$
0.0%
0.0%
$ -
0.0%
0.0%
0.0%
0.0%
-4.8%
(3,000)
0.0%
-
6.1%
3,000
0.0%
-
0.0%
$
Program Summary
Department 19
Parks and Recreation
EMPLOYEE STAFFING
er Service Coordinator
er Service Representatve
TOTAL POSITIONS
L
3 M
O M
H
PAYROLL & REALTED CATEGORIES
Payroll Wages
Payroll Transfer In
Payroll Insurance
Payroll Taxes
Payroll Retirement
GRAND TOTAL
Adopted Estimated Adopted FY 15/16 Adopted
Actual Budget Budget Budget vs
FY 13/14 FY 14/15 FY 14/15 FY 15/16 FY 14/15 Estimated
0.500
0.167
0.167
0.834
Director
63,249
(24,538)
11,079
5,626
4,918
$ 60,334
162
79,367
(54,124)
13,156
6,573
9,151
$ 54,124
0.500
0.500
0.167
0.167
0.167
0.167
7,099
7,100
7,499
7,499
$ 53,639
$ 45,832
0.834
0.834
162
79,367
(54,124)
13,156
6,573
9,151
$ 54,124
73,500
72,042
(53,639)
(53,639)
19,181
12,831
7,099
7,100
7,499
7,499
$ 53,639
$ 45,832
162
79,367
(54,124)
13,156
6,573
9,151
$ 54,124
Program Budget
Parks and Recreation
Pro ram Activity Budget I Per
Parks and Recreation Maintenance
1 1 Open Space Services 85,520 46.05%
2 Trail Development and Maintenance 55,876 30.09%
$ 141,396 76.147o
Citizen Communication & Engagement
Academic Administration
1
Municipal Administration
1
2
Academic Governance
1
Municipal Governance
It
Community Services 12,080 6.50%
12,080 6.50%
Academy Partnerships 114,325 7.71%
$ 14,325 7.717.
Purchasing 4,352 2.34%
Support Services 7,059 3.80%
$ 11,411 6.14%
Board of Trustee Meetings/Workshops 13,247 1.75%
$ 3,247 1.75%
Town Council Meetings/Workshops 3,247 1 1.75%
$ 3,247 1.75%
$ 185,707 100%
163
Goals and Objectives
19 Parks and Recreation
Strategic Theme & Objective(s)
* Theme - Natural Oasis
® Objective(s) Encourage Westlake's Unique Sense of Place
Preserve Desirability & Quality of Life
Program Description
• The Park and Recreation Department maintains a 39.5 acre park and open spaces, which
includes Glenwyck Farms, Terra Bella sub -division and Parchman property.
• The trees along roadways and the cemetery are also maintained to ensure the safety of
drivers and pedestrians.
* Trails and pedestrian underpasses run
throughout the community.
Westlake Academy, IOOF cemetery, and the
town owned park, located in Glenwyck Farms,
provide the facilities and space for
recreational use to the public. These locations
also host sporting events, facility rentals, Arbor
Day, Bandana Bonanza, Christmas Tree
Lighting and Decoration Day.
Program Broad Goals
• Provide park and common open spaces adequate in size and condition to serve our
citizens.
® Use the park system to preserve and protect environmentally significant areas for public
enjoyment and education.
• Maintain, secure and manage parks in a manner which encourages their appropriate use.
® Maximize public/private partnerships to assist in all aspects of parks and recreation planning
and development.
Program Trends
The population growth, both permanent and
daytime population, has increased the use of
the park and trail system.
The Town prides itself on offering community
stewardship opportunities to those within
Westlake - to the benefit of our residents and
those serving the surrounding communities.
Such as those listed below:
164
Goals and Objectives
19 Parks and Recreation
o Community Storehouse continues to lease the Academy buildings for three weeks in
July to provide a reading camp for 1 st and 2nd grade students of the surrounding
communities. We are in our fifth year of this partnership.
o Ongoing opportunities are provided for Eagle Scout projects
o Boy Scout Troop 170 continues to partner with the Town through the establishment of
a wood lot adjacent to the Parchman property in exchange for cleaning up the
cemetery and parks.
® In tandem with our CIP and partnership projects that include roadways, we are expanding
our trail systems to promote `walk -ability' and fulfill our strategic outcome objective of
"Encourage Westlake's Unique Sense of Place" by connecting these systems for our residents
and visitors. This trend is anticipated to be a priority for
the future.
The Town partnered with TD Financial to plant 10
trees in the Town's open space on Roanoke Road
for the 2014 annual Arbor Day event. In April,
2014, the Town received its fifteenth (15th) Tree
City USA award from the National Arbor Day
Foundation. Due to the wet weather the 2015
Arbor Day event was canceled. Staff and
students planted six trees on the WA campus and
educated student on how to plant and prune
trees and received our sixteenth (16th) Tree City
USA award.
2014-2015 Highlights
• Three Eagle Scout projects were completed in the cemetery.
• Received 15th annual Tree City USA award.
® Completed trail from Capital Parkway to Dove Rd. on the west side of FM 1938.
• The Town's comprehensive plan was adopted in February 2015 which included elements
that contain the parks and trail systems.
• Added irrigation system to the cemetery for watering purposes.
® Parking improvement which included lighting in Glenwyck Park, repair to the pond on the
east side of the park and updating the electrical panels.
• New playground equipment was installed in August 2015 at the Westlake Academy campus.
• Updated the Dove Rd median to the west of FM 1938 and the Dove Rd. Randol Mill triangle.
Goals and Objectives
19 Parks and Recreation
2015-2016 Goals and Objectives
• Work with Planning and Development to coordinate park land acquisition with long range
growth and development planning.
• Enhance and expand the linear park system along creeks and roadways.
• Limit usage within environmentally sensitive areas to passive recreation.
• Continue updating existing parks & facilities
standards and guidelines.
• Recognize and promote the concept that parks
and recreation needs evolve over time with
changes in the population.
® Design parks and open spaces that are durable,
easily maintained and are not detrimental to
surrounding uses.
• Utilize partnerships, wherever appropriate, to
help develop, manage and maintain parks and
recreation facilities.
• Accelerate park system improvements.
• Develop marketing strategies for the Westlake
I.O.O.F. Cemetery which will increase sales.
Efficiency/Effectiveness Measures
Actual
Actual
Estimated
Adopted
Performance Measures
FY12/13
FY13/14
FY 14/15
FY 15/16
1. Dove Road - 30 medians mowed,
100%
100%
100%
100%
fertilized and weed controlled
i
2. Park - 5 field mows and 36 mows
100%
100%
l 00%
100%
around walkways and open
spaces
3. Other - annual tree trimming for
100%
100%
100%
100%
road ways and park area
Program Summary
Department 20
Information Technology
REVENUE CATEGORIES
General Sales Tax
Property Tax
Permits and Fees
Fines & Forfeitures
Franchise Fees
Contributions
Beverage Tax
Interest
Intergovernmental
Misc Income
GRAND TOTAL
EXPENDITURE CATEGORIES
Capital Outlay
Debt Service
Economic Development
Insurance
Repair and Maintenance
Rent and Utilities
Service
Supplies
GRAND TOTAL
Adopted Estimated Adopted FY 15/16 Adopted
Actual Budget Budget Budget Vs
FY 13/14 FY 14/15 FY 14/15 FY 15/16 FY 14/15 Estimated
27,335
9,357
$ 36,692
81,250 30,000
14,250 14,250
$ 95,500 $ 44,250
167
52,200
5,850
$ 58,050
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
22,200
0.0%
(8,400)
0.0%
$ 13,800
0.0%
0.0%
$ -
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
74.0%
22,200
-58.9%
(8,400)
31.2%
$ 13,800
Program Summary
Department 20
Information Technology
EMPLOYEE STAFFING
Director
TOTAL POSITIONS
PAYROLL & REALTED CATEGORIES
Adopted Estimated I Adopted FY 15/16 Adopted
Actual Budget Budget Budget vs
FY 13/14 FY 14/15 FY 14/15 FY 15/16 FY 14/15 Estimated
Payroll Wages
Payroll Insurance
29,861
2,605
2,410
2,146
$
Payroll Taxes
Payroll Retirement
GRAND TOTAL
$ 37,023 j
Director
120,860
120,860 $
168
102,922
77,997
11,628
10,763
5,878
8,235
7,910
11,867
103,413
$ 133,787
32.0%
24,925
-7.4%
(865)
40.1%1
2,358
50.0%
3,957
29.4%
$ 30,374
PROGRAM BUDGET
Information Technology
Program I Activity
IT Operations
Budget Percent
1
Information Technology Support
37,442
19.52%
2
PC Support
51,721
26.96%
3
Enterprise Support Systems
23,109
12.05%
4
Data Center
8,274
4.31%
5
Website Services
4,334
2.26%
6
$
124,879 1
65.10%
Network
1 1 WAN Operations 8,274 4.31%
2 Physical & Electronic Network Security 5,537 2.89%
$ 13,812 7.2017.
Westlake Academy
1
Information Technology Support
10,894
5.68%
2
PC Support
655
0.34%
3
Enterprise Support Systems
25,109
13.09%
4
Data Center
4,792
2.50%
5
Website Services
667
0.35%
6
WAN Operations
4,792
2.50%
7
Physical & Electronic Network Security
6,237
3.25%
$
53,147
27.707.
$ 191,837 1 100%
Goals and Objectives
20 Information Technology
Strategic Theme & Objective(s)
Theme Exemplary Service & Governance
Exemplary Education Westlake Academy
Objective(s) -- Improve Technology, Facilities, & Equipment
Program Description
* Information Technology works with the Town Manager to establish IT policy, evaluate and
recommend technology solutions for specific departmental needs and provide
administrative support to network infrastructure, systems, and staff.
Program Broad Goals
• Provide support to all Town departments (both
municipal and academic) through the design,
deployment, and maintenance of systems to
support departmental objectives.
• Provide systems administration by maintaining IT
systems with prudent provisions for security,
data archiving, and disaster recovery.
Program Trends
�e
�r
x0q!
rko --im
• Information Technology is in a state of perpetual change, and policies, strategies, and
system implementation must accommodate these realities.
• Network/system security requires ongoing analysis and adjustments to meet emerging
threats.
• Equipment must be updated to remain reliable and secure.
• Data communication links between locations require evaluation of alternate information
storage and backup process to ensure optimal performance.
Service demands of internal and external customers continue to increase exponentially
each year. The number of devices and staff the IT department supports has increased more
than 1000% in the past five years (from approximately 300 devices total in 2009 to over 3000
devices in 2015) while the number of IT staff has increased 33.3% (from 1.5 in 2009 to 2 in
2012). The number of overall FTE (does not include part-time/temporary positions) staff
supported by the IT Department has also increased over 50% in the past five years (from 89
employees in 2009 to 133 employees in 2015).
170
Goals and Objectives
20 Information Technology
2014-2015 Highlights
Overall:
• Reduced costs by keeping outsourced technical services to
a minimum.
• Successful and timely resolutions to over 700 IT -related
incidents and requests reported through our SchoolDude
tracking system since May 2014.
Academy:
• Successfully opened three new buildings on campus
incorporating additional network devices into our existing
network.
• Installed 20 additional wireless access points across campus
to support increased number of devices on network and our
1 -to -1 initiative.
• Successfully implemented 1 -to -1 iPad mini's which includes
874 iPad Mini's and 40 AppleTV's (for wireless projection) for
Staff and Grades 1 through 12.
• Installed 15 SMART Boards the new Secondary School and 12
SMART LCDs in the PYP buildings and Portable Buildings.
DID YOU KNOW
Computers are user-friendly;
unfortunately they are very
selective about who their
friends are.
Town Hall / Municipal Court:
Replaced large format printer with current model
Upgraded to newer version of Laserfiche including setting up another server dedicated to
hosting the Laserfiche SQL database
Fire Department:
* Computer and laptop upgrades
2015-2016 Goals and Objectives
• Implement enhanced backup and disaster
recovery solutions
• Perform on-going security assessments to validate
the efficacy of existing measures and to evaluate
and deploy solutions for new threats.
• Identify and implement additional information
technologies to improve the efficiency and/or
security of business processes.
171
J � 1
Goals and Objectives
20 Information Technology
• Identify and implement additional information technologies to improve transparency to our
citizens, stakeholders, and students.
• Continue to reduce costs through the use of internal staff and third -party vendors.
• Continue to simplify our network where possible while maintaining the highest levels of
security, reliability, and functionality for system users.
• Expand the effective use of technology in the classroom to maximize each child's learning
potential.
• Explore and implement additional systems to enhance services provided to external
customers.
Efficiency/Effectiveness Measures
Performance Measures
1. Network connectivity and telephone
functionality at or above 99.5%
2. Response to all service requests with 24
hours at or above 99%
Actual
Actual
Estimated
Adopted
FY12/13
FY 13/14
FY14/15
FY15/16
99.7%
99.8%
99.8%
99.8%
99.5%
99.5%
99.5%
99.5%
172
Goals and Objectives
20 Information Technology
Academy Technology Forecast
Actual
Estimated
Proposed
Projection
5,000
5,000
FY 13-14
FY 14-15
FY 15-16
FY 16-17
1 FY 17-18
TOTAL
LIFECYCLE MAINTENANCE & REPLACEMENT
Server Replacements
2,500
2,500
5,000
5,000
5,000
20,000
[Pad /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
Security / Disaster Recovery Equipment &
Support
$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 Infrastructure
7,000
12,000
15,000
15,000
15,000
64,000
Network Monitoring & Management
System
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
173
Goals and Objectives
20 Information Technology
Municipal Technology Forecast I Actual I Estimated I Proposed I Projection
I FY 13-14 1 FY 14-15 1 FY 15-16 1 FY 16-17 1 FY 17-18 1 TOTAL I
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
Internet & Network Service & Support
$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
Application software service & Support
$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
$55,0001
$87,300
$77,500
$172,500
$177,500
$569,800
GROWTH
Network Monitoring & Management
System
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
174
Program Summary
Department 21
Human Resources
REVENUE CATEGORIES
General Sales Tax
Property Tax
Permits and Fees
Fines & Forfeitures
Franchise Fees
Contributions
Beverage Tax
Interest
Intergovernmental
Misc Income
GRAND TOTAL
EXPENDITURE CATEGORIES
Capital Outlay
Debt Service
Economic Development
Insurance
Repair and Maintenance
Rent and Utilities
Service
Supplies
GRAND TOTAL
Adopted Estimated Adopted FY 15/16 Adopted
Actual Budget Budget Budget Vs
FY 13/14 FY 14/15 FY 14/15 FY 15/16 FY 14/15 Estimated
7,247
2,741
$ 9,989
11,400 14,545
4,900 41970
$ 16,300 $ 19,515
175
14,545
4,970
$ 19,515
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
$
0.0%
0.0%
$ -
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
$
Program Summary
Department 21
Human Resources
EMPLOYEE STAFFING
a
TOTAL POSITIONS
L
4-1 tw
r— M
to r-
ollool M
•N 2
a 3
F°
PAYROLL & REALTED CATEGORIES
Payroll Wages
PR Transfer In
Payroll Insurance
Payroll Taxes
Payroll Retirement
GRAND TOTAL
Adopted Estimated Adopted FY 15/16 Adopted
Actual Budget Budget Budget vs
FY 13/14 FY 14/15 FY 14/15 FY 15/16 FY 14/15 Estimated
Di recto r44-
108,540
(7,740)
15,705
8,877
8,435
$ 133,817
1.00
1.00
1.00
1.00
28,225
16,725
12,560
12,560
15,952
15,952
$ 202,440
$ 189,240
2.00
2.00
Di recto r44-
108,540
(7,740)
15,705
8,877
8,435
$ 133,817
176
m7
167,146
(10,804)
16,259
13,413
19,272
$ 205,285
156,356
154,656
(10,655)
(10,655)
28,225
16,725
12,560
12,560
15,952
15,952
$ 202,440
$ 189,240
176
m7
167,146
(10,804)
16,259
13,413
19,272
$ 205,285
8.1%
12,489
1.4%
(150)
-2.8%
(466)
6.8%
852
20.8%
3,320
8.5%
$ 16,045
Program Budget
Human Resources
Pr ro am Activity Budget I Percent
Human Resources Administration
1 Administrative Support Services 10,888 4.84%
2 Employee Records 3,110 1.38%
3 Payroll 6,221 2.7776
$ 20,219 8.99%
Total Compensation
1
2
Compensation and Classification
Benefits Management
3,110
3,110
1.38%
1.38%
Risk Management
$
6,220
2.77%
3
1
Property & Casulty Insurance Management
10,375
4.62%
Compensation and Classification
2
Worker's Compensation
1,555
0.69%
20,715
3
Loss Prevention
1,165
0.52%
3.46%
$
13,095
5.83%
Employment Services
1 Employment Application Services 5,180 2.30%
2 Recruitment and Placement 2,334 1.04%
3 Employee Skills Development 2,334 1.04%
$ 9,848 4.38%
Westlake Academy Foundation
1 Fundaising Support 779 0.35%
2 Employment services 388 0.17%
3 General Administrative Support 779 0.35%
$ 1,945 0.87%
Westlake Academv
1
Administrative Support Services
41,427
18.43%
2
Employee Records
20,715
9.21%
3
Payroll
20,715
9.21%
4
Compensation and Classification
15,534
6.91%
5
Benefits Management
20,715
9.21%
6
Property & Casulty Insurance Management
7,768
3.46%
7
Worker's Compensation
2,589
1.15%
8
Loss Prevention
5,179
2.30%
9
Employment Application Services
15,534
6.91%
10
Recruitment and Placement
18,125
8.06%
11
Employee Skills Development
5,176
2.30%
$
173,475
77.1717.
$ 224,801 1 1007.
177
Strategic Theme & Objective(s)
® Theme Exemplary Service & Governance
® Objective(s) -- Attract, Recruit, Retain and Develop the
Highest Quality Workforce
Program Description
• The HR & Administrative Services Department
provides a diverse array of services to internal and
external customers, as well as providing support to
the organization's general operations.
• These services include all HR functions, including
General Administrative Services, Recruiting & Hiring,
Payroll Processing, Benefits Administration, Organizational
Goals and Objectives
21 Human Resources
Training & Development, Policy Compliance, and Risk Management. Support is offered in
partnership with other departments for bidding & purchasing, strategic planning, policy
development, general administration, and finance.
® In addition to providing these services to the Town of Westlake, the department continues to
successfully support Westlake Academy through our shared services model.
* The Department also provides support services to all other Town Departments, including the
Westlake Academy Foundation, Westlake Historical Preservation Society, and the Westlake
Public Art Committee.
Program Broad Goals
• Continually monitor the external business environment for trends and issues related to
compensation and benefits and make recommendations to maintain competitive and
motivated work force.
• Administer guidance and support for policy compliance to all Departments.
• Continually research, recommend and implement strategic organizational improvements.
® Develop and implement effective policies, procedures, and guidelines in support of the
organization's stated mission, vision, values, goals, and objectives.
• Ensure compliance with pertinent laws and best practices through continual and proactive
monitoring of the organization's work processes and procedures.
• Reduce exposure to liability and property losses through identification of potential
vulnerabilities, employee training, and implementation of policies and procedures to reflect
best practices.
• Maintain affordable and competitive insurance policies through a comprehensive bidding
process.
Goals and Objectives
21 Human Resources
* Recruit and retain the highest quality employees to sustain excellent customer service
reflective of a High -Performance Organization (HPO).
Program Trends
• Continued growth of Town and Academy staff, resulting in higher annual administrative
service demands, as well as expanded responsibilities in the areas of Human Resources, Risk
Management, and Benefits Administration.
• Increases in cost, administration, and legal compliance of employee benefits.
• Volatile economic conditions combined with the unpredictability of state school funding
continue to create challenges in maintaining competitive employee compensation
packages.
• New federal and state laws result in ongoing compliance challenges, resulting in constant
change of Human Resources best practices.
2014-2015 Highlights
* Processed all payroll, benefit transactions, and regulatory filings in a timely manner In
partnership with the Finance Department.
® Facilitated all tasks and procedures pertaining to Risk
Management, in response to the organization's
required service demands.
® Completed updates to the Town and Academy's
personnel manuals with additional and amended
policies.
® Facilitated the recruiting and/or onboarding process
of 67 full-time and part-time employees for the Town
and Westlake Academy.
• Completed comprehensive municipal and academic
salary surveys to ensure competitive employee
compensation.
• Began development of a new web -based employee
evaluation system.
• Was elected as a voting member of the Region XI
Benefits Cooperative Board for 2015-2016.
• Implemented a web portal for access to attendance
and payroll data for municipal employees.
Completed SHRM-SCP certification.
1JW*A
DID YOU KNOW?
The Town of Westlake HR
Department receives over
1,200 job applications
each year; more than
Westlake's residential
population.
Goals and Objectives
21 Human Resources
2015-2016 Goals and Objectives
• Implement a comprehensive municipal employee compensation plan in cooperation with
the Leadership Team and independent consulting firm.
® Implement a new employee performance evaluation instrument and establish completion
timeframes to enhance employee performance and development.
• Complete an annual risk assessment of all areas affected by potential property, liability, or
worker's compensation losses.
• Complete the implementation of an electronic employee absence request and attendance
tracking system for municipal employees.
• Develop a performance pay component to complement the current teacher compensation
system, including analysis of and improvements of current stipend and extra -duty payment
practices in cooperation with the Westlake Academy LEAD Team.
Efficiency/Effectiveness Measures
I:�
Actual
Actual
Estimated
Adopted
Performance Measures
FY12/13
FY 13/14
FYI 4/15
FY15/16
1.
Review need for policy
Semi-
Semi-
Semi -Annually
Semi -Annually
amendments, additions, and
Annually
Annually
deletions
2.
Development and
N/A
N/A
N/A
March 2016
implementation of a
comprehensive compensation
plan for the Town of Westlake
3.
Research and development of a
N/A
N/A
N/A
April 2016
performance pay component for
Westlake Academy teachers.
4.
Average time to fill vacant
N/A
N/A
43 days
40 days
positions is 45 days or less
5.
All positions analyzed by
N/A
N/A
Annually
Annually
actual job duty and review of
I
position descriptions
6.
Full Implementation a web -based
N/A
N/A
N/A
December
performance evaluation system
2015
for municipal employees
I:�
Program Summary
Department 22
Communications & Community Affairs
REVENUE CATEGORIES
General Sales Tax
Property Tax
Permits and Fees
Fines & Forfeitures
Franchise Fees
Contributions
Beverage Tax
Interest
Intergovernmental
Misc Income
GRAND TOTAL
EXPENDITURE CATEGORIES
Capital Outlay
Debt Service
Economic Development
Insurance
Repair and Maintenance
Rent and Utilities
Service
Supplies
GRAND TOTAL
Adopted Estimated Adopted FY 15/16 Adopted
Actual Budget Budget Budget Vs
FY 13/14 FY 14/15 FY 14/15 FY 15/16 FY 14/15 Estimated
8,134
1,656
$ 9,790
9,520 9,520
4,500 4,500
$ 14,020 $ 14,020
181
8,800
4,500
$ 13,300
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
(720)
0.0%
-
0.0%
$ (720)
0.0%
0.0%
$ -
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
-7.6%
(720)
0.0%
-
-5.1%
$ (720)
Program Summary
Department 22
Communications & Community Affairs
EMPLOYEE STAFFING
Ist
TOTAL POSITIONS
.N
Ln
I_
PAYROLL & REALTED CATEGORIES
I Wages
I Transfer In
I Insurance
ITaxes
I Retirement
GRAND TOTAL
L
Q)
tw
M
a
M
2
3
Adopted Estimated I Adopted FY 15/16 Adopted
Actual Budget Budget Budget vs
FY 13/14 FY 14/15 FY 14/15 FY 15/16 FY 14/15 Estimated
Director 44-
90,649
(115,277)
11,139
7,049
6,440
$ (0)
1.00
1.00
1.00
1.00
14,684
17,684
9,837
9,734
12,436
12,436
$ (0)
$ (0)
2.00
2.00
Director 44-
90,649
(115,277)
11,139
7,049
6,440
$ (0)
142,537
(189,872)
19,432
11,469
16,435
(0)
157,647
110,159
(194,605)
(150,014)
14,684
17,684
9,837
9,734
12,436
12,436
$ (0)
$ (0)
142,537
(189,872)
19,432
11,469
16,435
(0)
PROGRAM BUDGET
Communications and Community Affairs
Program , Activity _
Municipal Governance
1 I Policy Development, Council Meetings and Workshc
Academic Governance
I IT
Comprehensive Planning and Economic
1
2
3
Financial Ma
I i
ent
Municipal Administration
Policy Development, Board Meetings and
ment
Budget Percent
665 5.00%
$ 665 5.007.
Development Recruiting and Assistance
266
2.00%
Development Oversight and Regulation
133
1.00%
Development Agreement Oversight
133
1.00%
$
532
4.00%
Managing and Budgeting for O
1
Departmental Coordination and Employee Management
665
5.00%
2
Contract Management
266
2.00%
2
Agenda Preparation and Calendar Maintenance
399
3.00%
3
Strategic Plan Development and Implementation
532
4.00%
4
Professional Development
532
4.00,
5
Direction of Leadership Team
399
3.00%
6
Affiliate Board Liaison and Support
532
5.00%
$
3,325
26.00%
Academic Administration
1
Departmental Coordination and Employee Management
266
2.00%
2
Financial Management and Budget Preparation
266
2.00%
3
Agenda Preparation and Calendar Maintenance
266
2.00%
4
Strategic Plan Development and Implementation
133
1.00%
5
Organizational Development
266
2.00%
6
Parent and Student Communication
532
4.00%
7
Affiliate Board Liaison and Support
266
2.00%
$
1,995
15.00%
Citizen Engagement and Communication
1
Communication
2,926
22.00%
2
Neighborhood Gatherings and Outreach
1,330
10.00%
3
Community Activities
1,330
10.00%
4
Direction Finders and Other Surveys
266
1.00%
$
5,852
43.00%
$ 13,300 10091,
Goals and Objectives
22 Communications & Community Affairs
Strategic Theme & Objectives(s)
® Theme -- Exemplary Service &
Governance
® Objective(s) -- Increase Transparency,
Accessibility, & Communications
Program Description
® The department of Communications & Community Affairs is responsible for leadership and
representation on matters related to Town (both municipal and academic) services'
communications, promotion, and citizen/parent engagement.
• The Director position has senior level management duties and reports to the Town Manager.
The position coordinates facilitation of neighborhood and WA parent meetings, publication
of our email blasts, advertising, web site development, various community events and
gatherings, social media, serves/supports our local chambers of commerce at meetings and
events, assists in various economic development efforts for the Town, and serves/supports the
Westlake Historical Preservation Society as Town liaison.
® The Communications Specialist/Administrative Assistant position reports to the director of
communications and provides overall assistance as requested/expected with department
responsibilities. This position is responsible for all aspects of the town's social media platforms;
and also executes main duties of website updates and maintenance, town meeting
summary notes, photography and video work, department's records management with
laser fiche, and heavily assists with media relations and coordination regarding press
releases, events, and also with the WHPS board as needed.
Trends
® Over the past two years, Direction Finders Survey results show an approximate approval rate
average of 74% for overall satisfaction concerning the Town's communication effectiveness.
® Survey results taken from the bi-annual Westlake Academy Parents demonstrated an
approximate approval rate of 78% regarding the quality of communication received from
the Academy; a 20% increase over the last two years.
® Benchmarks are now set with the implementation of the Balanced Score Card for the
communications department regarding the municipality's website, social media platform,
and citizen engagement; areas will be monitored for growth and exposure of our
organization on a monthly basis, reporting to Council on a quarterly basis.
Goals and Objectives
22 Communications & Community Affairs
Advertising and events in major local and social publications/websites on state level and in
DFW publications regularly occur throughout the year in order to maintain awareness and
knowledge about Town of Westlake and Westlake Academy on a local level. This process
was also implemented on the international level during the 2014-15 FY, and now we will work
to raise and/or maintain our awareness and knowledge on this additional level each year.
Program Broad Goals
® Continue to develop key relationships with community affairs and public information
strategies and programs designed to inform and engage residents, parents, all
Town/Academy employees, media contacts and
members of the business community in order to
increase awareness and promotion of both Town
and Academy.
® Increase the review, consistency, & transparency of
information on the municipal and academic
websites for relevant data and work with respective
department directors as it relates to content
development; All communication department
personnel are to serve as primary contact for
municipal website updates.
® Continually review internal procedures for Westlake
Academy employees to include and submit
information to the department in order to improve
visibility and promote awareness of
accomplishments and events; including regular
meetings with Academy personnel to share student
and staff achievements.
0 Develop, implement, and collaborate on strategic
plans, programs, tactics and initiatives related to all
Town and Academy communication, promotion,
public information and citizen/parent engagement
to build sense of community and community -
mindedness with multiple target audiences,
including, but not limited to, Town residents,
DID YOU KNOW...
The industry standard for open
rates of governmental
agency's emails per Constant
Contact is 34%; and, our
Town's open rate for the
Westlake Wire consistently
averages 51%, indicating our
communication & citizen
engagement efforts are
working.
Academy parents, Town/Academy employees, students, alumni, area businesses,
development interests, and other support groups; including consistent efforts to streamline
communication processes for all stakeholders
M
Goals and Objectives
22 Communications & Community Affairs
• Communication department personnel serve as primary contact/Town representative to
local chambers of commerce and provide support including attendance at meetings,
events, etc. to increase knowledge of Westlake community while building relationships and
assistance in economic development efforts.
® Communication department personnel serve as liaison to the Westlake Historical
Preservation Society, attend board meetings and provide support when possible, and help
organize related community events and promotion.
2014-2015 Highlights
® Increased Facebook Likes to 283 and Twitter Followers to 375 in first 1 1 /2 years of municipal
Facebook and Twitter social media sites' existence
® Set effective benchmarks per Balanced Score Card and completed first quarterly report to
Council.
® Hosted and coordinated our 6th annual graduation ceremony for Westlake Academy at the
Southlake Hilton Town Square hotel with a 2016 U.S. presidential candidate as guest speaker
and over 750 people in attendance.
• Added full-time position of a Communication Specialist/Administrative Assistant to the
department of communications and community affairs.
® Received many positive comments via email and during Neighborhood Town Meetings
regarding success of department's efforts to strengthen relationship with police personnel
thus providing more timely and effective communications for residents with burglary/crime
incidents, safety programs, and services.
® Department personnel attended first national social medial conference, learning best
practices to increase Town's exposure to citizens, increase resident satisfaction with social
media communication, and with community relations and engagement, as a whole.
® Completed Laserfiche initiative for increased transparency and municipal records'
availability in department for all
Westlake Wires, press releases, and
WA Black Cow issues.
0 Proactively implemented and
completed Westlake
communication campaign
regarding Ebola crisis, thus
eliminating any negative problems
and garnering positive comments
regarding our efforts to inform and
educate all stakeholders
I:.
Goals and Objectives
22 Communications & Community Affairs
• Successfully completed citizen engagement campaign for completed Comp Plan regarding
citizen input and accessibility of final product via numerous media efforts; e.g. Westlake Wire,
website, meetings, press releases, community magazine, and mailings.
® Increased attendance at MasterWorks spring concerts with an average of 50+ in
attendance, possibly as a result of providing fewer numbers of concerts with better known
bands, and good weather!
® Partnered with IT department regarding new Academy website and formed stakeholder
input committee from WA to help staff successfully complete implementation of new
website for the 2015-16 school year.
• Began production of new promotional video for Westlake Academy via vendor selection,
planning and process meetings, and partial filming of student/alumni interviews for
completion next fiscal year.
® Department director completed TCU post graduate course to become a Certified Public
Communicator, completing 96 hour program and a detailed outline for Town's first
communication plan.
2015-2016 Goals and Objectives
® Continue/consistent monitoring of benchmarks now set for new municipal social media and
on-going academic social media; review growth and engagement efforts; review new
survey results; report these results at least quarterly to Council and/or Town Manager.
® Complete WA video to be used over next several years for awareness and promotion; Also
begin work for production of new municipal video to be used for economic development
and promotional purposes.
Continue and complete records management with laser fiche for remaining department
items such as advertisements, resident mail outs, meeting notes, event flyers and programs.
® Perform in-depth review of
department's operations to
streamline processes for better
efficiency since addition of
Communications Specialist.
® Continue and seek ways to
improve and/or keep fresh the
annual resident and school -parent
meetings to help increase
citizen/parent engagement,
support, and open/transparent lines
of communication; Similar in
relation to events, volunteer
Ili
Goals and Objectives
22 Communications & Community Affairs
opportunities, and citizen's knowledge of both municipal and academic operations and
amenities through our various communication efforts.
® Continue to attend at least two related professional development organizational
conferences and/or training seminars; share information with other staff members to improve
internal and external communication at All Staff Q2 Sessions.
® Continue work on organizational communication plan from outline completed during
Certified Public Communicator course at TCU.
Efficiency/Effectiveness Measures
Performance Measure
Actual
Actual
Estimated
Adopted
FY12/13
FY13/14
FY14/15
FY15/16
1. Update all printed publications for the Town on
100%
100%
80%
100%
an annual basis
2. Coordinate and schedule four neighborhood
100%
100%
100%
100%
meetings
3. Coordinate and schedule new resident and new
100%
100%
100%
100%
parent meetings
4. Coordinate and schedule one extended
100%
100%
100%
100%
boundary parent meeting
5. Draft and distribute a minimum of 12 resident
100%
100%
100%
100%
email blasts per year and one electronic
Westlake
188
Program Summary
Department 23
Police Services
REVENUE CATEGORIES
General Sales Tax
Property Tax
Permits and Fees
Fines & Forfeitures
Franchise Fees
Contributions
Beverage Tax
Interest
Intergovernmental
Misc Income
GRAND TOTAL
EXPENDITURE CATEGORIES
Capital Outlay
Debt Service
Economic Development
Insurance
Repair and Maintenance
Rent and Utilities
Service
Supplies
GRAND TOTAL
Adopted Estimated Adopted FY 15/16 Adopted
Actual Budget Budget Budget Vs
FY 13/14 FY 14/15 FY 14/15 FY 15/16 FY 14/15 Estimated
825,748
$ 825,748
868,161 868,161
$ 868,161 $ 868,161
898,486
$ 898,486
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
30,325
0.0%
-
0.0%
$ 30,325
0.0%
0.0%
$ -
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
3.5%
30,325
0.0%
-
3.5%
$ 30,325
Program Summary
Department 23
Police Services
EMPLOYEE STAFFING
Police Services are Contracted
thru the City of Keller Police Dept
TOTAL POSITIONS
PAYROLL & REALTED CATEGORIES
Payroll Wages
Payroll Insurance
Payroll Taxes
Payroll Retirement
GRAND TOTAL
Adopted Estimated Adopted FY 15/16 Adopted
Actual Budget Budget Budget vs
FY 13/14 FY 14/15 FY 14/15 FY 15/16 FY 14/15 Estimated
L
3
City of Keller
Police Department
1.00
1.00
190
1.00
1.00
0.0%
0.0%
0.0%
0.0%
$
F- 1.00
1.00
City of Keller
Police Department
1.00
1.00
190
0.0%
0.0%
0.0%
0.0%
0.0%
$
Program Budget
Police Services
Program Activity I Budget I Percent
Police Services
IUO
Police Serviced $ 898,486 1 100.00%
898,486 1 100.00%
$ 898,486 100%
Strategic Theme & Objective(s)
® Theme Exemplary Service & Governance
• Objective(s) Preserve Desirability & Quality of Life
Program Description
® The Keller Police Department
provides law enforcement services
for the Town of Westlake. In June of
2002, the communities entered into
an interlocal agreement, which
would benefit both organizations
through the provision of police
related services for the Westlake
citizens and bring additional staff
resources via the contract
commitments for the City of Keller.
• The police department was
accredited through the Commission
on Accreditation for Law Enforcement
Goals and Objectives
23 Police Services
Agencies (CALEA) in July of 2006 and in March of 2015 completed the CALEA Gold Standard
Assessment. Only 2% of police departments in the United States achieve this recognition.
The police department also received Texas Law Enforcement Best Practices Recognition in
2013 making it the only municipal police agency in Texas that is dual accredited.
® Jail, Emergency Communications, and Animal Services are provided through a regional
configuration - serving the communities, of Westlake, Keller, Roanoke, Southlake and
Colleyville.
Program Broad Goals
® Deliver the highest quality of police services to the Town of Westlake with a fully staffed and
equipped nationally and state accredited agency.
® Continue to develop and maintain personal relationships with our partners - including,
residents/stakeholders within the community, Westlake staff members, and surrounding
municipalities.
192
Goals and Objectives
23 Police Services
Program Trends
® Westlake experienced 34, Part 1 Crimes in 2014, a third of the reported Part 1 Crimes
occurred during a single episode in September where the perpetrator was apprehended.
® The frequency and severity of motor vehicle collisions on the streets within the Town remains
a priority for the police department and they continue to monitor traffic enforcement and
direct patrols to maintain the lowest possible number of injuries and accidents.
® Over the course of our service provision arrangement and as the community has continued
to grow, we noted the following:
o Citizen calls for service decreased approximately 16% from 2013 (3,000 in 2013 to
2,528 in 2014)
o Animal control calls have decreased approximately 34% from 2013 (1 14 in 2013 to 75
in 2014)
® School security and the safety of the students at Westlake
Academy also remains a high priority and the department
has been working with Academy staff to take steps to
improve school security.
2014-2015Highlights
® The Campus Patrol Program increased police presence at
the school on a daily basis.
® Continued to utilize social media to improve traffic safety.
® Attended several neighborhood meetings with staff.
® Provided K-9 drug prevention services to corporate
campuses.
2015-2016 Goals and Objectives
• Continue an emphasis on school security and safety with the
Campus Patrol Program.
® Attend neighborhood meetings with elected officials and
staff.
DID YOU KNOW
® Assess and monitor traffic safety on the newly improved roadways.
The Keller Police
Department recently
increased their
transparency efforts by
`tweeting' their daily
traffic enforcement
efforts for both the
Westlake and Keller
communities.
® Work with developers to prevent thefts at construction sites.
® Continue to provide Crime Prevention material through the Director of Communication and
Community Affairs.
• Continue to be proactive and highly responsive to the corporate campuses in Westlake.
193
Goals and Objectives
23 Police Services
Efficiency/Effectiveness Measures
194
Actual
Actual
Estimated
Adopted
Performance Measure
FY 12/13
FY 13/14
FY 14/15
FY 15/16
1. Traffic Enforcement Stops
11,861
9,562
9,700
10,600
2. Respond to Citizen Calls for
2,880
2,557
2,718
3,000
Service
3. Part 1 Reported Crime
9
34
24
20
4. Fire/EMS Calls Dispatched
445
403
450
500
194
F*F
�1
T4 -SIT is i�ct�,rctiaaa�� ��aa�
IM
ENTERPRISE FUNDS
Cemetery Fund - Utlity Fund
Combined Program Summary
Fiscal Year 2015/2016
Adopted Estimated Adopted FY 15/16 Adopted
Actual Budget Budget Budges vs
FY 13/14 FY 14/15 FY 14/15 FY 15/16 0% 0%
REVENUES & OTHER SOURCES
General Sales Tax On-going
General Sales Tax One-time
Property Tax
Hotel Tax
Charge for Services
Donations
Beverage Tax
Franchise Fees
Permits & Fees
Fines & Forfeitures
Investment Earnings
Contributions
Misc Income
Total Revenues
Transfers In
Other Sources
Total Other Sources
TOTAL REVENUES & OTHER SOURCES
EXPENDITURES & OTHER USES
Payroll Salaries
Payroll Transfer Out
Payroll Insurance
Payroll Taxes
Payroll Retirement
Total Payroll and Related
Supplies
Services
Insurance
Repair & Maintenance
Rent & Utilities
Economic Development
Water Purchases
Debt
Total Operations & Maintenance
TOTAL OP ... NG EXPENQJjW
Capital Outlay
Capital Projects
Total Capital
Transfers Out
Other Uses
Total Other Uses
TOTAL EXPENDITURES & OTHER USES
EXCESS REVENUES OVER(UNDER) EXPENDITURES
3,037,689
7,107
405,062
3,449,858
32,102
32,102
7,389
321,554
328,943
5,745
580,764
5,437
149,397
97,255
1,048,218
769,070
2,655,886
2,984;829
25,488
(139,495)
(114,007)
245,150
245,150
3,115,971
365,989
3,41 1,772
6,100
204,754
3,622,626
3,622,626
404,494
404,494
8,700
1,628,360
7,100
156,215
135,313
280,600
266,679
3,482,967
3,887,461
24,780
173,435
198,215
1,202,078
1,202,078
5,287,754
$
0%
352,198
352,198
-
0%
0%
3,278,520
3,287,434
352,198
352,198
8,600
8,475
569,489
1,604,894
4,790
7,100
155,615
157,630
6,100
6,100
-
0%
192,004
217,154
3,476,624
3,510,688
2,398,616
3,438,221
,814
790,419
20,000
24,780
3,476,624
3,510,688
3,41 1,772
6,100
204,754
3,622,626
3,622,626
404,494
404,494
8,700
1,628,360
7,100
156,215
135,313
280,600
266,679
3,482,967
3,887,461
24,780
173,435
198,215
1,202,078
1,202,078
5,287,754
$
0%
352,198
352,198
-
0%
0%
124,338
4%
352,198
352,198
8,600
8,475
569,489
1,604,894
4,790
7,100
155,615
157,630
132,535
132,535
-
0%
1,280,600
1,280,600
246,987
246,987
2,398,616
3,438,221
,814
790,419
20,000
24,780
288,500
288,500
308,500
313,280
743,745
752,078
-
0%
743,745
752,078
3,803,059
4,855,777
3,41 1,772
6,100
204,754
3,622,626
3,622,626
404,494
404,494
8,700
1,628,360
7,100
156,215
135,313
280,600
266,679
3,482,967
3,887,461
24,780
173,435
198,215
1,202,078
1,202,078
5,287,754
(326,435) (1,345,089) (1,665,128) (320,039) -247.
FUND BALANCE, BEGINNING 12,389,793 5,462,400 1 5,462,400 1 4,117,310 (1,345,089) -25%
FUND BALANCE, ENDING 1 $ 12,755,782 $ 5,135,965 1 $ 4,117,310 F 2,452,182 (1,665,128) -40%
197
$
0%
52,296
0%
-
0%
0%
124,338
4%
-
0%
225
0%
23,466
0%
-
0%
(1,415)
0%
2,778
0%
-
0%
(12,400)
-6%
111,938
3%
-
0%
-
0%
111,938
100%
111,938
3%
(326,435) (1,345,089) (1,665,128) (320,039) -247.
FUND BALANCE, BEGINNING 12,389,793 5,462,400 1 5,462,400 1 4,117,310 (1,345,089) -25%
FUND BALANCE, ENDING 1 $ 12,755,782 $ 5,135,965 1 $ 4,117,310 F 2,452,182 (1,665,128) -40%
197
0%
52,296
15%
-
0%
0%
0%
52,296
15%
225
3%
23,466
1 %
-
0%
(1,415)
-1%
2,778
2%
-
0%
-
0%
19,692
8%
44,746
1%
97,042
3%
-
0%
(115,065)
-40%
(115,065)
-37%
450,000
60%
-
0%
450,000
60%
431,977 F
9%
(326,435) (1,345,089) (1,665,128) (320,039) -247.
FUND BALANCE, BEGINNING 12,389,793 5,462,400 1 5,462,400 1 4,117,310 (1,345,089) -25%
FUND BALANCE, ENDING 1 $ 12,755,782 $ 5,135,965 1 $ 4,117,310 F 2,452,182 (1,665,128) -40%
197
ENTERPRISE FUNDS
COMBINING REVENUES, EXPENDITURES AND FUND BALANCE
FISCAL YEAR 2015/2016
Utility Fund Cemetery TOTAL
Fund
REVENUES AND OTHER SOURCES
General Sales Tax
$ $
$
Property Tax
404,494
404,494
Beverage Tax
-
-
Franchise Fees
Permits/Fees
-
-
Fines/Forfeits
404,494
404,494
Interest
6,000
100
6,100
Misc Income
204,404
350
204,754
Charge for Services
3,404,822
6,950
3,411,772
Contributions
-
-
-
Hotel Tax
-
-
-
Total Revenues
3,615,226
7,400
3,622,626
Transfers In
-
-
-
Other Sources
1,280,600
1,280,600
Total Other Sources
3,469,027
13,940
3,482,967
TOTAL REVENUES AND OTHER SOURCES
3,615,2261
7,4001
3,622,626
EXPENDITURES AND OTHER USES
Payroll Salaries
-
-
Payroll Transfers
404,494
404,494
Insurance
-
-
Taxes
Retirement
-
-
Total Payroll & Related
404,494
404,494
Supplies
8,200
500
8,700
Services
1,622,135
6,225
1,628,360
Insurance
7,100
-
7,100
Maintenance
149,000
7,215
156,215
Rent & Utilities
135,313
-
135,313
Interfund Advance
-
-
Debt
266,679
266,679
Water Purchases
1,280,600
1,280,600
Total Operations & Maintenance
3,469,027
13,940
3,482,967
Capital Outlay
24,780
24,780
Maintenance and Replacement Funds
-
-
Capital Project Funds
173,435
173,435
Total Capital
198,215
198,215
Transfers Out
1,202,078
1,202,078
Other Uses
-
-
Total Other Uses
1,202,078
1,202,078
TOTAL EXPENDITURES AND OTHER USES
5,273,814
13,940
5,287,754
EXCESS REVENUES OVER (UNDER) EXPENDITURES 1 (1,658,588) (6,540) (1,665,128)
BEGINNING FUND BALANCE 3,975,522 1 141,789 1 4,117,310
ENDING FUND BALANCE 1 $ 2,316,934 1 $ 135,249 1 $ 2,452,182
Fund 255
del
WIM
Cemetery Fund
Program Summary
Fiscal Year 2015/2016
REVENUES & OTHER SOURCES
General Sales Tax
Property Tax
Hotel Tax
Charges for Services
Beverage Tax
Franchise Fees
Permits & Fees
Fines & Forfeitures
Investment Earnings
Contributions
Misc Income
Total Revenues
Transfers In
Total Other Sources
TOTAL REVENUES & OTHER SOUR
EXPENDITURES & OTHER USES
Payroll Salaries
Payroll Insurance
Payroll Taxes
Payroll Retirement
Payroll Transfers
Total Payroll and Related
Supplies
Services
Insurance
Repair & Maintenance
Rent & Utilities
Interfund Advances
Debt
Total Operations & Maintenance
TOTAL OPERATING EXPENDITURES
Capital Outlay
Capital Projects
Total Capital
Transfers Out
Total Other Uses
TOTAL EXPENDITURES & OTHER USES
Adopted Estimated Adopted FY 15/16 Adopted
Actual Budget Budget Budget vs
FY 13/14 FY 14/15 FY 14/15 FY 14/15 FY 14/15 Estimated
7,750
79
7,829
7,829
0
596
6,525
EE �-
7,122
7,122
7,122
6,950
100
350
7,400
7,400
500
6,225
7,215
13,940
13,940
13,940
0%
0%
0%
0%
0%
0%
100%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
EXCESS REVENUES OVER(UNDER) EXPENDITURES 707 (7,880) (6,540) (6,540) - 07.
FUND BALANCE, BEGINNING
140,449
147,621
FUND BALANCE, ENDING
141,789
148,329
Restricted/Assigned/Committed Funds
5,960
6,950
$ 0
500
500
6,225
6,225
100
100
7,215
7,215
-
350
6,060
7,400
13,940
13,940
6,060
7,400
6,950
100
350
7,400
7,400
500
6,225
7,215
13,940
13,940
13,940
0%
0%
0%
0%
0%
0%
100%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
EXCESS REVENUES OVER(UNDER) EXPENDITURES 707 (7,880) (6,540) (6,540) - 07.
FUND BALANCE, BEGINNING
140,449
147,621
FUND BALANCE, ENDING
141,789
148,329
Restricted/Assigned/Committed Funds
148,328
UNASSIGNED FUND BALANCE, ENDING
$ 0
500
500
6,225
6,225
7,215
7,215
13,940
13,940
13,940
13,940
13,940
13,940
6,950
100
350
7,400
7,400
500
6,225
7,215
13,940
13,940
13,940
0%
0%
0%
0%
0%
0%
100%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
EXCESS REVENUES OVER(UNDER) EXPENDITURES 707 (7,880) (6,540) (6,540) - 07.
FUND BALANCE, BEGINNING
140,449
147,621
FUND BALANCE, ENDING
141,789
148,329
Restricted/Assigned/Committed Funds
148,328
UNASSIGNED FUND BALANCE, ENDING
$ 0
Restricted/Assigned/Committed Funds
A Cash 255 10110 00 000
Cemetery Lot Inventory
MMITTED FUNDS
$ 50,198
98,130
$ 148,328
148,329 148,329
140,449
141,789
140,448
141,789
$ 0 $
(0)
200
141,789 - 0%
135,249 0%
135,249 - 0%
$ (0) $ 0%
$ 65,667
69,582
135,249
$ 7,400 13%
)13,940) -17%
(6,540) -57.
$ 44,062
$ 58,267
96,386
83,522
$ 140,448
$ 141,789
200
141,789 - 0%
135,249 0%
135,249 - 0%
$ (0) $ 0%
$ 65,667
69,582
135,249
$ 7,400 13%
)13,940) -17%
(6,540) -57.
Section 5 Enterprise Funds
Cemetery Fund Overview
The Cemetery Fund includes all operations associated with the 5.5 acre cemetery located on
J.T. Ottinger Road. Program activities include interment, lot sales, record keeping, and all
maintenance associated with the grounds, fences, trees and flower beds. The cemetery was
donated and conveyed by deed to the Town during FY 2008/09.
Revenues
• Total revenues for FY 2015/16 are $7,400
• Revenue will remain flat compared to FY 2014/15 estimated revenues
Expenditures
• Total expenditures for FY 2015/16 are $13,940
• Expenditures will remain flat compared to FY 2014/15 estimated expenditures
Fund Balance
• Projected ending fund balance for FY 2015/16 is $135,249
o $42,574 Operating Cash
o $92,675 Open Cemetery Lots
201
T4 -SIT is i�ct�,rctiaaa�� ��aa�
202
Fund 500
MOTH
Utility Fund
Program Summary
Fiscal Year 2015/2016
REVENUES & OTHER SOURCES
5,314,071 5,314,071
Charges for Services
Water
Charges for Services
Sewer
Charges for Services
Trash
Charges for Services
Other
Franchise Fees
352,198
Permits & Fees
352,198
Fines & Forfeitures
7,975
Investment Earnings
6,000
Contributions
7,100
Misc Income
216,804
Total Revenues
3,503,288
Transfers In
246,987
Other Sources
24,780
Total Other Sources
1,280,600
TOTAL REVENUES & OTHER SOURCES
EXPENDITURES & OTHER USES
Payroll Salaries
Payroll Insurance
Payroll Taxes
Payroll Retirement
Payroll Transfers
Total Payroll and Related
Supplies
Services
Insurance
Repair & Maintenance
Rent & Utilities
Debt
Capital Outlay
Water Purchases
Total Operating Expenses
TOTAL EXPENSES
Capital Projects
Total Capital
Transfers Out
Total Other Uses
TOTAL EXPENSES & OTHER USES
EXCESS REVENUES OVER(UNDER) EXPENSES
FUND BALANCE, BEGINNING
FUND BALANCE, ENDING
Restricted/Assigned/Committed Funds
UNASSIGNED FUND BALANCE, ENDING
Operating Expenditures
# Operating Days
Restricted/Assigned/Committed Funds
R Water/Sewer Deposits 10112
A Fort Worth Water Payment
TOTAL RESTRICTED/ASSIGNED/COMMITTED
Adopted Estimated Adopted FY 15/16 Adopted
Actual Budget Budget Budget vs
FY 13/14 FY 14/15 FY 14/15 FY 15/16 FY 14/15 Estimated
2,091,489
851,196
5,432
81,822
7,028
405,062
3,442,029
32,102
32,102
3,474,131
5,410
323,533
328,943
5,745
580,168
5,437
142,872
97,255
769,070
25,488
1,048,218
2,674,252
3,003,195
(139,495)
(139,495)
245,150
245,150
3,108,849
365,262
(318,555) (1,338,549)
5,550,572
5,314,071 5,314,071
2,510,544
2,510,544
696,216
696,216
5,050
5,050
60,750
68,674
352,198
352,198
352,198
352,198
8,100
7,975
6,000
6,000
4,790
7,100
192,004
216,804
3,470,564
3,503,288
246,987
246,987
20,000
24,780
1,280, 600
1,280,600
3,470,564
3,503
(318,555) (1,338,549)
5,550,572
5,314,071 5,314,071
5,915,854
4,995,516
3,975,522
194,710
197,465
1,268,010
5,721,144
4,798,051
352,198
352,198
352,198
352,198
8,100
7,975
563,264
1,598,669
4,790
7,100
148,400
150,415
132,535
132,535
246,987
246,987
20,000
24,780
1,280, 600
1,280,600
2,404,676
3,449,061
2,756,874
3,801,259
288,500
288,500
288,500
288,500
743,745
752,078
743,745
752,078
3,789,119
4,841,837
(318,555) (1,338,549)
5,550,572
5,314,071 5,314,071
5,915,854
4,995,516
3,975,522
194,710
197,465
1,268,010
5,721,144
4,798,051
2,707,512
3,028,683
2,776,874
3,826,039
689
631
258
2,607,326
724,065
5,252
68,180
6,000
204,404
3,615,226
3,615,226
404,494
404,494
8,200
1,622,135
7,100
149,000
135,313
266,679
24,780
1,280,600
3,493,807
3,898,301
173,435
173,435
1,202,078
1,202,078
5,273,814
(1,658,588)
3,975,522
2,316,934
1,270,190
1,046,744
3,923,081
97
194,710 218,010 218,010 220,190
- 1,050,000 1,050,000
$ 1,270,190
204
(320,039) 24%
(1,338,549) -25%
(1,658,588)
96,782
4%
27,849
4%
202
4%
(494)
-1%
-
0%
52,296
0%
225
0%
23,466
0%
-
0%
(12,400)
-6%
111,938
3%
19,692
0%
-
0%
-
0%
111,938
3%
(320,039) 24%
(1,338,549) -25%
(1,658,588)
-42%
0%
0%
0%
-61%
0%
3%
0%
52,296
15%
52,296
15%
225
3%
23,466
1%
-
0%
(1,415)
-1%
2,778
2%
19,692
8%
-
0%
-
0%
44,746
17.
97,042
3%
(115,065)
-40%
(115,065)
-405/
450,000
60%
450,000
60%
431,977
9%
(320,039) 24%
(1,338,549) -25%
(1,658,588)
-42%
2,180
0%
(1,660,768)
-61%
97,042
3%
(161)
-62%
2,180 1%
0%
0%
0%
$ 2,180 0%
Program Budget
Utility Fund
1 Program I
Water Services
Activity Budget I Percent
1
Maintenance & Repairs
267,617
6.86%
2
Regulatory Monitoring & Reporting
56,332
1.45%
3
Water Conservation
24,337
0.62%
4
Customer Service
72,327
1.86%
5
Meter Testing & Replacement
88,332
2.27%
6
Wholesale Water Purchases
1,280,601
32.85%
7
Contract Management
225,142
5.78%
$
2,014,687
51.7%
Sewer Services
1
Maintenance & Repairs
29,874
0.77%
2
Regulatory Monitoring & Reporting
8,647
0.22%
3
Wastewater Treatment
430,001
11.03%
4
Contract Management
31,870
0.82%
5
$
500,391
12.8%
Solid Waste &
2
Z
Utility Billing Services
1
Solid Waste 1,088,1331 27.91%
Recycling 28,133 0.72%
$ 1,116,267 1 28.6%
98,2631 2.52%
98,263 1 2.5%
Municipal Governance
1 Town Council Meetings/Workshops 67,042 1.72%
$ 67,042 1.7%
Citizen Engagement and Communication
1 Neighborhood Gatherings & Outreach 7,753 0.20%
$ 7,753 1 0.2%
Accountina Services - Municipal
Mu
1
Accounts Payable
6,056
0.16%
2
Accounts Receivable
5,752
0.15%
3
Payroll
8,602
0.22%
4
Financial Reporting
24,136
0.62%
5
Cash & Investment Management
2,860
0.07%
6
Annual Budget
37,007
0.95%
$
84,413 1
2.2%
al Administration
* Does not include Capital Projects
205
$ 3,898,302 1 100%
Section 5 Enterprise Funds
Utility Fund Overview
The Utility Fund is responsible for water, wastewater, and ductbank services. All activities related
to the provision of these services are accounted for in the fund, including administration,
operations, maintenance, financing and related debt service, billing, and collection. Capital
and operating costs associated with Town utility services are financed primarily through user
charges. The Town continues to use advanced automated technologies to control storage
facility inflows and minimize annual peak payment charges from the City of Fort Worth.
Revenues and Other Resources
• Total revenues for FY 2015/16 are budgeted to be $3,615,226, which is a 3% increase of $111,938
from FY 2014/15 estimated revenues of $3,503,288.
• Utility Fund revenue is primarily comprised of fees for water and wastewater services.
• The fund also receives a small portion of its revenue through tap fees and interest income, and
currently serves as a mechanism for collecting and distributing debt service and impact fees.
Impact FE
1%
FY15/16
Adopted Tap Fees
1%
Revenues
Sewer Rev
20%
Duct Rank TRA Wastewater
Water Revenue
• Water revenues comprise 72% of FY 2015/16 Utility Fund revenues.
o The Utility Fund is the recipient of all revenue generated from water sales in the Town.
o As Westlake's customer base continues to expand, additional demands will be placed on
the utility system, requiring incremental expansion and maintenance of infrastructure.
Revenue Trends
(shown in millions) $3.28 ti nr, $3.39 $3.44 $3.50 $3.62
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 FY 15/16
estimated adopted
206
Section 5 Enterprise Funds
Utility Fund Overview
Wastewater Revenue
• Wastewater revenues comprise 20% of FY 2015/16 Utility Fund revenues.
o Wastewater revenue is the second largest component of the Utility Fund.
o Revenue is expected to grow proportionate to future non -irrigation water demands.
Ductbank Permit Fees
• Ductbank permit fees and lease revenues comprise 3% of FY 2015/16 Utility Fund revenues.
o The ductbank is a series of Town owned conduit that houses underground
telecommunication infrastructure in portions of Westlake.
o Revenues are contingent upon utility companies leasing out portions of the ductbank.
o The Town continues to anticipate growth in new ductbank leases with telecommunications
companies.
Waste Management
• Solid waste revenues account for less than 1 % of total Utility Fund Revenues
o The Town receives a 12% fee from its franchisee.
o The current rate for solid waste and recycling service remains unchanged since 2008.
Expenses and Other Uses
• Total adopted expenses for FY 2015/16 are $5,273,814, a 9% increase of $431,977 from FY 14/15
estimated expenses.
• This increase is primarily due to a $600,000 transfer from the Utility Fund to the Capital
Projects Fund for the allocated use of the future municipal building.
Capital Projects
& Ou
4°r
FY15/16
Adopted
Expenses
Transfers
Water and Wastewater Rates
The Utility Fund budget is designed to fully recover all system costs as well as provide for capital
improvements and maintenance of Westlake's water and wastewater infrastructure. Water and
wastewater rates are based on a rate study conducted in FY 10-11 and a "pass-through" rate
adjustment ordinance that provides for an automatic adjustment to rates based on unit volume
costs from the Town's wholesale providers. Staff is committed to maintaining an up to date utility
rate analysis to maintain the integrity of the fund. To that end the Town has commissioned a rate
study to be completed in FY 15-16 which will help guide future rate policy.
207
800
600
400
200
Section 5 Enterprise Funds
Utility Fund Overview
Utility Billing Water Billing Accounts
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 FY 15/16
Estimate projected
I
`i Water Accounts — —Population
Long -Term Obligations
The Utility Fund is burdened with three outstanding long-term obligations. The first is the proportionate
buyout of infrastructure owned by the Hunt Trust which sold the Circle T Ranch to Hillwood. The Town
agreed with Hillwood that in exchange for the dissolution of existing Municipal Utility Districts (MU Ds),
the Utility Fund will reimburse Hillwood the share of purchased MUD infrastructure for each
development based upon the acres removed from the MUDS. Hillwood, in turn, must deposit these
funds into an escrow account owned by the Hunt Trust.
The second long term liability is the loan from Hillwood to the Town to construct 16" and 20"
transmission water lines and the US 377 Pump Station. The Town is contractually obligated to pay
for this infrastructure through a surcharge on water rates. The Town is divided into two service
areas, one being the Circle T Ranch, and the remaining areas within the Town's limits which
constitute the "Town" service area. The Town pays Hillwood $.25 cents per 1,000 gallons of water
distributed to consumers in these two service areas. Each service area pays its respective portion
of the overall debt based on the volume of water used. The contract clearly stipulates that this
debt is not a general obligation of the Town. It is, however, required to be paid back through this
assessment being attached to the water rate. The rate would have to be significantly increased
to pay this debt off in the twenty years contemplated under the agreement. Hillwood has
stated that once the Town and Hillwood agree on proportionate future infrastructure funding,
this liability will be erased. Nevertheless, the obligation does exist and water rates should always
be reviewed with this obligation in mind.
The third long term liability is the joint Westlake/Keller water tower that was constructed to
provide necessary water storage and pressures within Westlake.
M:
UTILITY FUND
Debt Payable Schedule
Keller Overhead Storage
Pymt
Pymt
TOTAL PAYABLE
WESTLAKE'S PORTION OF PAYABLE 32%
#
Date
Principal
Interest
Total
Payable
Principal
Interest
Total
Balance
1
Sep -06
$ 190,000
$ 173,730
$ 363,730
$ 116,554
$ 60,884
$ 55,670
$ 116,554 $
1,257,727
2
Sep -07
200,000
163,344
363,344
116,430
64,088
52,342
116,430
1,193,639
3
Sep -08
210,000
151,575
361,575
115,863
67,292
48,571
115,863
1,126,347
4
Sep -09
225,000
138,219
363,219
116,390
72,099
44,291
116,390
1,054,248
5
Sep -10
235,000
127,169
362,169
116,053
75,303
40,750
116,053
978,944
6
Sep -11
245,000
118,463
363,463
116,468
78,508
37,960
116,468
900,436
7
Sep -12
255,000
109,088
364,088
116,668
81,712
34,956
116,668
818,724
8
Sep -13
270,000
98,906
368,906
118,212
86,519
31,694
118,212
732,205
9
Sep -14
285,000
87,806
372,806
119,462
91,325
28,137
119,462
640,880
10
Sep -15
295,000
76,206
371,206
118,949
94,530
24,420
118,949
546,350
11
Sep -16
310,000
64,106
374,106
119,879
99,336
20,542
119,879
447,014
12
Sep -17
325,000
51,163
376,163
120,538
104,143
16,395
120,538
342,871
13
Sep -18
340,000
37,406
377,406
120,936
108,950
11,986
120,936
233,921
14
Sep -19
355,000
23,072
378,072
121,149
113,756
7,393
121,149
120,165
15
Sep -20
375,000
7,875
382,875
122,688
120,165
2,523
122,688
-
TOTAL
$ 4,115,000
$ 1,428,127
$ 5,543,127
$ 1,776,240
$1,318,611
$ 457,629
$ 1,776,240
W1
UTILITY FUND
Debt Payable Schedule
Ground Storage Tank
SERIES 2013 CERTIFICATES OF OBLIGATION
Pymt
Fiscal
500-48840-16-00
500-48850-16-00
TOTAL
Principal
Interest
No.
Year
1
15
21,450 34,325
2
2/15/2016
21,450 33,896 =55,
2/1 2017
22,000 33,461 55,461
2/15/2018
22,000 33,021 55,021
5
2/15/2019
22,550 32,576 55,126
6
2/15/2020
23,650 32,114 55,764
7
2/15/2021
23,650 31,582 55,232
8
2/15/2022
24,750 30,977 55,727
9
2/15/2023
25,300 30,288 55,588
10
2/15/2024
26,400 29,512 55,912
11
2/15/2025
26,400 28,720 55,120
12
2/15/2026
28,050 27,904 55,954
13
2/15/2027
28,600 27,018 55,618
14
2/15/2028
29,700 26,071 55,771
15
2/15/2029
42,900 24,837 67,737
16
2/15/2030
44,550 23,307 67,857
17
2/15/2031
45,650 21,728 67,378
18
2/15/2032
65,450 19,621 85,071
19
2/15/2033
34,650 17,619 52,269
20
2/15/2034
36,300 16,200 52,500
21
2/15/2035
37,950 14,715 52,665
22
2/15/2036
39,600 13,164 52,764
23
2/15/2037
40,700 11,634 52,334
24
2/15/2038
42,350 10,129 52,479
25
2/15/2039
44,000 8,564 52,564
26
2/15/2040
45,650 6,853 52,503
27
2/15/2041
47,300 4,994 52,294
28
2/15/2042
49,500 3,058 52,558
29
2/15/2043
51,700 1,034 52,734
TOTAL
$ 1,014,200
$ 628,918
$ 1,643,118
Original Issue:
$1,000,000
Issue Date:
April 1, 2013
Issued By:
US Bank
210
FUNDED CAPITAL IMPROVEMENT
Project Description:
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."
•-111 ••
11 In
EXPENDITURE TYPE
Totals Thru
FY 13/14
Estimated
5 Year Projection
Project
Total
FY 14/15
FY 15/16
FY 16/17
FY 17/18
FY 18/19
FY 19/20
Engineering
Construction
-
12,467
141,098 96,435
-
-
- -
-
- -
-
12,467
-
-
-
237,533
Design
-
-
-
-
-
-
Contingency
-
-
-
-
-
-
Other
-
Other
-
-
-
-
EXPENDITURES TOTAL
153,565
153,565
1 96,435
-
-
-
250,000
250,000
•-111 ••
11 In
FUNDING TYPE
Totals Thru
FY 13/14
Estimated 5 Year Projection
Project
Total
FY 14/15 FY 15/16
FY 16/17
1 FY 17/18
1 FY 18/19
FY 19/20
Cash/Transfers
-
153,565 96,435
-
- -
- -
- -
-
250,000
Contributions/Grants
-
-
-
-
-
-
Bond Issuance
-
Repair & Maintenance
-
-
-
- -
UnFunded
-
-
-
-
-
-
-
Debt Service
OPERATING IMPACT
Other
-
-
-
FUNDING TOTAL IF
153,565
96,435
-
-
-
250,000
1�•o Kill) -I lil ql 111111 111111 l���l 11111111111111
•
IMPACT TYPE
Totals Thru
FY 13/14
Estimated
5 Year Projection
TOTAL
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
-
-
-
-
-
211
FUNDED CAPITAL IMPROVEMENT
Project Description:
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.
6
•-•q 9W
EXPENDITURE TYPE
Totals Thru
FY 13/14
Estimated 1 5 Year Projection
Project
Total
FY 14/15 1 FY 15/16
FY 16/17
FY 17/18
FY 18/19
FY 19/20
Engineering
-
- -
77,000 77,000
-
- -
- -
-
- -
-
-
154,000
Construction
-
-
-
Design
-
-
-
-
-
-
Contingency
-
-
-
Repair & Maintenance
-
Other
-
-
-
-
-
-
EXPENDITURES TOTAL
I IF
-
1 77,000
77,000
1
FUNDING TOTAL
-
-
154,000
• •- 1 111111 111111 i 11111111111111•
FUNDING TYPE
Totals Thru
FY 13/14
Estimated 5 Year Projection
Project
Total
FY 14/15 FY 15/16
FY 16/17
FY 17/18
1 FY 18/19
FY 19/20
Cash/Transfers
-
77,000 77,000
-
- -
- -
- -
-
154,000
Contributions/Grants
-
-
-
-
-
-
Bond Issuance
-
Insurance
-
-
-
UnFunded
-
Repair & Maintenance
-
-
-
-
-
Rent & Utilities
Other
-
-
-
-
Debt Service
-
FUNDING TOTAL
-
-
77,000
77,000
-
-
-
25,200
25,956
154,000
• •- 1 111111 111111 i 11111111111111•
IMPACT TYPE
Totals Thru
FY 13/14
Estimated
5 Year Projection
TOTAL
FY 14/15
FY 15/16
FY 16/17
FY 17/18
FY 18/19
FY 19/20
Supplies
-
-
-
-
- -
- -
- -
25,956 26,735
- -
-
-
-
118,027
-
Services
-
-
-
Insurance
-
-
-
-
-
Repair & Maintenance
-
-
12,600
25,200
27,537
Rent & Utilities
-
-
-
-
Debt Service
-
-
-
-
OPERATING IMPACT
-
12,600
25,200
25,956
26,735
27,537
118,027
i LT
�TLtLA:�
J
T4/���t
PP[]
T4 -SIT is i�ct�,rctiaaa�� ��aa�
214
INTERNAL SERVICE FUNDS Maintenance & Replacement Funds
Combined Program Summary Utility 510 - General 600 - Vehicle 605
Fiscal Year 2015/2016
REVENUES & OTHER SOURCES
General Sales Tax On-going
Property Tax
Hotel Tax
Charge for Services
Beverage Tax
Franchise Fees
Permits & Fees
Fines & Forfeitures
Investment Earnings
Contributions
Misc Income
Total Revenues
Transfers In
Other Sources
Total Other Sources
TOTAL REVENUES & OTHER SOURCES
EXPENDITURES & OTHER USES
Payroll Salaries
Payroll Insurance
Payroll Taxes
Payroll Retirement
Total Payroll and Related
Supplies
Services
Insurance
Repair & Maintenance
Rent & Utilities
Economic Development
Water Purchases
Debt
Total Operations & Maintenance
TOTAL OPERATING EXPENDITURES
Capital Outlay
Capital Projects
Total Capital
Transfers Out
Other Uses
Total Other Uses
TOTAL EXPENDITURES & OTHER USES
Adopted Estimated Adopted FY 15/16 Proposed
Actual Budget Budget Budget vs
FY 13/14 FY 14/15 FY 14/15 FY 15/16 FY 14/15 Estimated
2,078
2,078
476,751
34,710
511,460
513,53$1.
11,681
11,681
11,681
609,548
609,548
32,102
32,102
653,331
6,000
2,050
8,050
768,333
768,333
776,383
418,080
418,080
418,080
$
0%
A UMR
0%
10110
0%
000
0%
600
0%
00
0%
2,000
6,000
-
0%
1,875
2,225
-
0%
(206,000)
206,000
3,875
214,225
725,000
793,333
-
85,005
725,000
878,338
728,875
1,092,563
6,000
2,050
8,050
768,333
768,333
776,383
418,080
418,080
418,080
$
0%
A UMR
0%
10110
0%
000
0%
600
0%
00
0%
A GMR (EMS)
0%
-
0%
(175)
-8%
-
0%
(206,000)
-100%
(206,175)
-96%
(25,000)
-3%
(85,005)
-100%
(316,180)
-36%
(316,180)
-29%
rrr
rrr
6,000
2,050
8,050
768,333
768,333
776,383
418,080
418,080
418,080
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
g
-76%
-76%
0%
0%
0%
-76%
EXCESS REVENUES OVER(UNDER) EXPENDITURES (139,793) (738,125) (649,577) F 358,303 1 1,007,880 1 155%
FUND BALANCE, BEGINNING im
FUND BALANCE, ENDING
Restricted/Assigned/Committed Funds UNASSIGNED FUND BALANCE, ENDING
Restricted/Assigned/Committed Funds
$
0%
A UMR
0%
10110
0%
000
0%
600
0%
00
0%
A GMR (EMS)
0%
-
0%
(175)
-8%
-
0%
(206,000)
-100%
(206,175)
-96%
(25,000)
-3%
(85,005)
-100%
(316,180)
-36%
(316,180)
-29%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
g
-76%
-76%
0%
0%
0%
-76%
EXCESS REVENUES OVER(UNDER) EXPENDITURES (139,793) (738,125) (649,577) F 358,303 1 1,007,880 1 155%
FUND BALANCE, BEGINNING im
FUND BALANCE, ENDING
Restricted/Assigned/Committed Funds UNASSIGNED FUND BALANCE, ENDING
Restricted/Assigned/Committed Funds
255,300
110%
A UMR
510
10110
00
000
A GMR
600
10110
00
000
A GMR (EMS)
600
10110
14
101
A Cash
605
10110
00
000
1,160,553
$ 1,160,553
215
1,160,553 1,160,553
422,428 510,977
422,428 510,977
247,125 231,135
175,303 189,508
- 22,000
- 68,333
422,428 $ 510,977
510,977
869,280
749,280
486,435
124,178
22,000
116,667
$ 749,280
(649,577) -56%
358,303 70%
238,303 47%
255,300
110%
(65,330)
-34%
-
0%
48,333
71%
$ 238,303
47%
INTERNAL SERVICE FUNDS
COMBINING REVENUES, EXPENDITURES AND FUND BALANCE
FISCAL YEAR 2015/2016
Utility
General
Vehicle
Maintenance &
Maintenance &
Maintenance &
TOTAL
Replacement
Replacement
Replacement
REVENUES AND OTHER SOURCES
General Sales Tax
$ $
$ $
Property Tax
Beverage Tax
Franchise Fees
Permits/Fees
6,000
6,000
Fines/Forfeits
-
-
Interest
300
1,750
2,050
Misc Income
-
-
-
Charge for Services
Contributions
Hotel Tax
-
-
-
Total Revenues
300
7,750
8,050
Transfers In
300,000
350,000 118,333
768,333
Other Sources
-
- -
-
Total Other Sources
300,000
350,000 118,333
768,333
TOTAL REVENUES AND OTHER SOURCES
300,300
357,750 118,333
776,383
EXPENDITURES AND OTHER USES
Payroll Salaries
Payroll Transfers
Insurance
Taxes
Retirement
Total Payroll & Related
Supplies
Services
Insurance
Maintenance
Rent 8, Utilities
Interfund Advance
Debt
Water Purchases
Total Operations & Maintenance
Capital Outlay - - -
Maintenance and Replacement Funds 45,000 373,080 418,080
Capital Project Funds - - -
Total Capital 45,000 373,080 418,080
Transfers Out
Other Uses
Total Other Uses
TOTAL EXPENDITURES AND OTHER USES 45,000 373,080 418,080
EXCESS REVENUES OVER (UNDER) EXPENDITURES 255,300 1 (15,330) 118,333 1 358,303
BEGINNING FUND BALANCE 1 231,135 1 211,508 1 68,333 1 510,977
ENDING FUND BALANCE 1 $ 486,435 1 $ 196,178 1 $ 186,667 1 $ 869,280
216
Fund 510
217
Utility Maintenance & Replacement Fund
Program Summary
Fiscal Year 2015/2016
Adopted Estimated Adopted FY 15/16 Adopted
Actual Budget Budget Budget vs
FY 13/14 FY 14/15 FY 14/15 FY 15/16 FY 14/15 Estimated
REVENUES & OTHER SOURCES
General Sales Tax
Property Tax
Hotel Tax
Charges for Services
Beverage Tax
Franchise Fees
Permits & Fees
Fines & Forfeitures
Investment Earnings
Contributions
Misc Income
Total Revenues
Transfers In
Total Other Sources
TOTAL REVENUES & OTHER SOURCES
EXPENDITURES & OTHER USES
Payroll Salaries
Payroll Insurance
Payroll Taxes
Payroll Retirement
Payroll Transfers
Total Payroll and Related
Supplies
Services
Insurance
Repair & Maintenance
Rent & Utilities
Interfund Advances
Debt
Total Operations & Maintenance
TOTAL OPERATING EXPENDITURES
Capital Outlay
Capital Projects
Total Capital
Transfers Out
Total Other Uses
TOTAL EXPENDITURES & OTHER USES
7
7
201,751
201,751
201,758
230,954
230,954
32,102
32,102
263,056
300
300
300,000
300,000
300,300
45,000
45,000
45,000
$
0%
0%
0%
0%
0%
0%
0%
0%
125
475
-
0%
-
0%
125
475
450,000
450,000
450,000
450,000
450,125
450,475
300
300
300,000
300,000
300,300
45,000
45,000
45,000
$
0%
0%
0%
0%
0%
0%
0%
0%
(175)
-37%
-
0%
-
0%
(175)
-37%
(150,000)
-33%
(150,000)
-33%
(150,175)
-33%
203,000
219,340
203,000
219,340
203,000
219,340
300
300
300,000
300,000
300,300
45,000
45,000
45,000
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
(174,340) -79%
(174,340) -79%
0%
0%
(174,340) -79%
EXCESS REVENUES OVER(UNDER) EXPENDITURES (61,298) 247,125 1 231,135 255,300 24,165 1 10%
FUND BALANCE, BEGINNING 61,298 - 231,135
FUND BALANCE, ENDING 247,125 231,135 486,435
Restricted/Assigned/Committed Funds - 247,125 231,135 486,435
UNASSIGNED FUND BALANCE, ENDING - - -
IRestricted/Assigned/Committed Funds
A Cash 510 10110 00 000
TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS
1 247,125 1 231,135 1
486,435
$ 486,435
231,135 100%
255,300 110%
255,300 110%
1 255,300 1 110% 1
$ 255,300 1 110%
$
0%
0%
0%
0%
0%
0%
0%
0%
(175)
-37%
-
0%
-
0%
(175)
-37%
(150,000)
-33%
(150,000)
-33%
(150,175)
-33%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
(174,340) -79%
(174,340) -79%
0%
0%
(174,340) -79%
EXCESS REVENUES OVER(UNDER) EXPENDITURES (61,298) 247,125 1 231,135 255,300 24,165 1 10%
FUND BALANCE, BEGINNING 61,298 - 231,135
FUND BALANCE, ENDING 247,125 231,135 486,435
Restricted/Assigned/Committed Funds - 247,125 231,135 486,435
UNASSIGNED FUND BALANCE, ENDING - - -
IRestricted/Assigned/Committed Funds
A Cash 510 10110 00 000
TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS
1 247,125 1 231,135 1
486,435
$ 486,435
231,135 100%
255,300 110%
255,300 110%
1 255,300 1 110% 1
$ 255,300 1 110%
Section 6 Internal Service Funds
Utility Maintenance & Replacement Overview)
The Utility Maintenance & Replacement Fund (UMR) was created to provide a mechanism for
repair and replacement of existing capital assets such as pump stations, lift stations, elevated
and ground storage facilities, water and sewer lines, etc.
This fund receives planned revenue transfers from the Utility Fund that are intended to cover
the cost of future capital repair and replacement. Similar to the General Maintenance and
Replacement Fund, the UMR was created to help avoid future bond programs and encourage
a conservative pattern of spending that minimizes reliance on elastic revenue streams.
Projects are included each year from a long-range maintenance schedule which incorporates
routine scheduled maintenance, recommended replacement guidelines and evaluations, and
upgrades of lines and permanent capital assets.
Revenues and Transfers In
• FY 2015/2016 adopted revenues are $300,300, which represents a 33% decrease of
$150,475 from the FY 14/15 estimated revenues of $450,475.
o Transfers in from the Utility fund decreased $150K due to capital project funding
needs that have constrained the amount of monies available for transfer to the
UMR.
o Additional funds will be transferred from the Utility Fund when available.
Expenditures
• FY 2015/2016 adopted expenditures are $45,000, which represents a 79% decrease of
$174,340 from FY 14/15 estimated expenses of $219,340.
o $30,000 decrease - Water Main Repair and Maintenance
o $20,000 decrease - Lift Station Pump Repairs
o $80,000 decrease - Pump Station Equipment
o $40,000 decrease - SCADA Replacement
o $45,000 decrease - Utility Truck
o $45,000 increase - Sewer Easement Cleaning Machine
• Decreases are due to one-time expenditures that will not carry over into this fiscal year.
• Increases are due to the purchase of a sanitary sewer easement cleaning machine that
will clear lines in remote areas (such as creeks or behind houses) that would be difficult or
impossible to clean with conventional equipment.
Fund Balance
• Fund balance at FY 15/16 year-end is projected to be $486,435.
IQC
Utility Maintenance and Replacement Fund
5 Year Projection
Adopted 1 2 3 4 5
Description Account Number FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21
REVENUES AND OTHER SOURCES
IML
Interest Income 510-36110-00-00
300125
125 125 125
7000
Transfer in from OF 510-52550-88-00
TOTAL REVENUES AND OTHER SOURCES11
300,000 300,000 300,000 300,000
11 300,125 300,125•• •0 ,125
7!4!50100
BEGINNING FUND BALANCE 231,135 486,435 599,060 899,185 899,185 1,199,310
ENDING FUND BALANCE 486,43511 599,060 899,185 1,199,310 1,199,310 1,199,310
220
Fund 600
221
General Maintenance & Replacement Fund
Program Summary
Fiscal Year 2015/2016
Adopted Estimated Adopted FY 15/16 Adopted
Actual Budget Budget Budget vs
FY 13/14 FY 14/15 FY 14/15 FY 15/16 FY 14/15 Estimated
REVENUES & OTHER SOURCES
General Sales Tax
Property Tax
Hotel Tax
Charges for Services
Beverage Tax
Franchise Fees
Permits & Fees
Fines & Forfeitures
Investment Earnings
Contributions
Misc Income
Total Revenues
Transfers In
Other Sources
Total Other Sources
TOTAL REVENUES & OTHER SOURCES
EXPENDITURES & OTHER USES
Payroll / Salaries
Payroll Related & Benefits
Payroll Transfers In
Payroll Transfers Out
Total Payroll and Related
Supplies
Services
Insurance
Repair & Maintenance
Rent & Utilities
Interfund Advances
Debt
Total Operations & Maintenance
TOTAL OPERATING EXPENDITURES
Capital Outlay
Capital Projects
Total Capital
Transfers Out
Total Other Uses
TOTAL EXPENDITURES & OTHER USES
2,071
2,071
275,000
34,710
309,710
311,781
11,681
11,681
11,681
378,594
378,594
390,275
6,000
1,750
7,750
350,000
350,000
357,750
373,080
373,080
373,080
$
0%
0%
0%
0%
0%
0%
2,000
6,000
0%
1,750
1,750
0%
0%
3,750g275,000
0%
275,000
27%
-
0%
275,000
278,750
573,755
6,000
1,750
7,750
350,000
350,000
357,750
373,080
373,080
373,080
$
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
75,000
27%
(291,005)
0%
(216,005)
-38%
1,264,000
1,522,800
1,264,000
1,522,800
1,264,000
1,522,800
6,000
1,750
7,750
350,000
350,000
357,750
373,080
373,080
373,080
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
(1,149,720) -76%
(1,149,720) -76%
0%
0%
(1,149,720) -76%
EXCESS REVENUES OVER(UNDER) EXPENDITURES (78,495) (985,250) (949,045) (15,330) 933,715 1 -98%
FUND BALANCE, BEGINNING 1,239,048
FUND BALANCE, ENDING 1,160,553
Restricted/Assigned/Committed Funds 1,160,553
UNASSIGNED FUND BALANCE, ENDING
Restricted/Assigned/Committed Funds
A Cash 600 10110 00 000 1,160,553
A Cash EMS 600 10110 14 101 -
TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS $ 1,160,55
222
1,160,553 1,160,553 211,508
175,303 211,508 196,178
175,303 211,508 196,178
174,178
22,000
$ 196,178
(949,045) -82%
(15,330) -77.
(15,330) -7%
$
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
75,000
27%
(291,005)
0%
(216,005)
-38%
(216,005)
-38%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
(1,149,720) -76%
(1,149,720) -76%
0%
0%
(1,149,720) -76%
EXCESS REVENUES OVER(UNDER) EXPENDITURES (78,495) (985,250) (949,045) (15,330) 933,715 1 -98%
FUND BALANCE, BEGINNING 1,239,048
FUND BALANCE, ENDING 1,160,553
Restricted/Assigned/Committed Funds 1,160,553
UNASSIGNED FUND BALANCE, ENDING
Restricted/Assigned/Committed Funds
A Cash 600 10110 00 000 1,160,553
A Cash EMS 600 10110 14 101 -
TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS $ 1,160,55
222
1,160,553 1,160,553 211,508
175,303 211,508 196,178
175,303 211,508 196,178
174,178
22,000
$ 196,178
(949,045) -82%
(15,330) -77.
(15,330) -7%
Section 6 Internal Service Funds
General Maintenance & Replacement Overview
The General Maintenance & Replacement Fund (GMR) was created to provide a mechanism
for the long term repair and replacement of large capital assets such as HVAC, walls, floors and
ceilings, plumbing, electric, roadways, etc.
This fund receives planned revenue transfers from each operating fund that owns and maintains
capital assets. Accumulated funds are intended to cover the cost of future capital repair and
replacement. The GMR is designed to (1) avoid future bond programs, (2) encourage a
conservative pattern of spending, (3) minimize reliance on revenue streams that are vulnerable
to fluctuations in the economy, such as the sales tax, and (4) prevent excessive maintenance
and repair costs via the timely replacement of capital assets.
Project lists are developed annually from a long-range facility maintenance schedule and
incorporated into a routine schedule for maintenance and replacement of major facility
equipment, infrastructure and permanent capital assets.
Revenues and Transfers In
•
FY 15/16 projected revenues are $307,750, a 46% decrease of $266,005 from the FY 14/15
estimated budget of $573,755.
Expenditures/Projects
• FYI 5/16 expenditures are $373,080, a 75% decrease of $1,149,720 from the FY 14/15
estimated budget of $1,522,800. The majority of the decrease is due to one-time capital
purchases in FY 14-15 such as a fire engine/pumper, a building addition to the fire station,
and WA playground equipment that will not carry over into the 15/16 fiscal year.
• Project highlights include:
o Solana Blvd. pavement repair ($60,000)
o WA Environmental Building upgrades ($63,750)
o WA classroom refurbishes ($34,680)
o Municipal furniture/interior building ($34,000)
Fund Balance
Fund balance at FY 15/16 year-end is projected to be $146,178.
223
General - Maintenance and Replacement Fund
5 Year Projection
Description
Account Number
Adopted
FY 15-16
1
2
3
4 5
FY 16-17
FY 17-18
FY 18-19
FY 19-20 FY 20-21
REVENUES AND OTHER SOURCES
Firefighter Equipment Fees 600-34008-14-000
-
2,000 2,000 2,000 2,000 2,000
6,000
Interest Income 600-36110-00-000
1,750
1,750
1,750
1,750
1,750
1,750
Transfer in from GF 600-52510-88-000
TOTALOTHER SOURCESr478,750
350,000
475,000
475,000
478,750
475,000
478,750
475,000
478,750
475.,000
478,750
100,000
- - - -
Dept 16 -Total Public Works
60,000
224,450
80,000 60,00,0 - -
WA-Envrnmt Bldg UG light/water
Illuminated Street Signs 600-44304-16-000-000035
-
70,000
- - - -
Solana Pavement Repair 600-45909-16-000-000046
60,000
-
- 60,000 - -
Wyck Hill Pavement Resurface 600-44303-16-000-000041
-
54,450
- - - -
FM 1938 Enhanced Pavement Repairs 600-44303-16-000-000047
-
-
80,000 - - -
SH 114 Repainting 600-44303-16-000-000048
-
100,000
- - - -
Dept 16 -Total Public Works
60,000
224,450
80,000 60,00,0 - -
WA -Irrigation System
600-43340-17-000-000007
17,000
15,000
10,000
5,000
15,000
5,000
WA-Carpet/VCT Flooring
600-45908-17-000-000008
12,750
25,000
15,000
15,000
15,000
15,000
WA -Ext Environmental Improvements Irrig
600-44306-17-000-000009
8,500
7,000
-
10,000
-
12,000
WA-Envrnmt Bldg UG light/water
600-45908-17-000-000010
63,750
-
5,000
10,000
-
5,000
WA -Exterior Paint & Wood R&M
600-45909-17-000-000011
9,350
8,000
8,000
4,000
4,000
81000
WA-Painting/Cloth Wall R&M
600-44220-17-000-000012
12,750
81000
10,000
81000
10,000
81000
WA -Roof Repairs
600-45909-17-000-000013
8,500
10,000
5,000
9,000
15,000
5,000
WA -Parking Lot
600-44306-17-000-000015
-
-
-
25,000
-
-
WA -Refurbish Classrooms
600-45908-17-000-000017
34,680
30,000
25,000
30,000
35,000
25,000
WA -Update Security System
600-43354-17-000-000018
4,250
51000
51000
25,000
51000
81000
WA -Update Security Cameras
600-43354-17-000-000019
4,250
6,000
10,000
-
2,000
12,000
Interior Building R&M
600-45908-17-000-000023
14,450
12,000
81000
15,000
10,000
15,000
WA -15 Ton Split HVAC System
600-43347-17-000-000024
12,750
12,000
-
15,000
10,000
25;000
WA -2 Ton Roof Top Units
600-43347-17-000-000025
15,000
5,000
10,000
51000
15,000
10,000
WA -AC ton/7.5 ton server room
600-43347-17-000-000026
-
15,000
-
5,000
-
20,000
WA -Heater Boilers
600-44219-17-000-000029
-
7,000
5,000
5,000
-
25,000
WA -HVAC System Replacement
600-43347-17-000-000032
4,250
13,000
-
10,000
-
5,000
WA -Plumbing Repair/Replacement
600-45904-17-000-000036
5,100
5,000
5,000
91000
15,000
5,000
Facilities Maintenance Vehicle/Equipment
600-47410-17-000-000039
-
5,000
-
-
15,000
-
Park R&M
600-45911-19-000-000043
10,000
30,000
-
10,000
-
-
Town Furniture/Interior Bldg
600-47415-17-000-000045
34,000
40,000
10,000
10,000
10,000
10,000
Dept 17 - Total Facilities & Grounds Maintenance
271,330
258,000 1
131,000
225,000
176,000 1
218,000
Trail Repairs 600-43343-19-000-000014 ___12,0001 F 10,000 10,000 10,000 15,000 10,000
Dept 19 -Total Parks and Recreation 12,000 10,000 10,000 10,000 15,000 10,000
Network Equipment/Fiber Optic upgrade 600-43405-20-000-000027
14,000
70,000 70,000 20,000 20,000 20,000
Network Printers/Peripheal Dev
600-43405-20-000-000021
3,500
51000
5,000
51000
51000
51000
Phone System/Peripheal Devices
600-45305-20-000-000028
5,250
20,000
10,000
10,000
10,000
10,000
Server Replacements
600-43405-20-000-000033
7,000
10,000
10,000
10,000
10,000
10,000
Dept 20- Total Information Technology
29,750
105,000
95,000
45,000
45;000
45,000
373,080
BEGINNING FUND BALANCE 211,508 196,178 77,478 240,228 378,978 621,728
ENDING FUND BALANCE $ 196,178 $ 77,478 1 $ 240,228 1 $ 378,978 1 $ 621,728 $ 827,478
224
1)4
0
Fund 605
225
Vehicle Maintenance & Replacement Fund
Program Summary
Fiscal Year 2015/2016
Adopted Estimated Adopted FY 15/16 Adopted
F111'311'4
Budget Budget Budget vs
FY 14/15 FY 14/15 FY 15/16 FY 14/15 Estimated
REVENUES & OTHER SOURCES
General Sales Tax
Property Tax
Hotel Tax
Charges for Services
Beverage Tax
Franchise Fees
Permits & Fees
Fines & Forfeitures
Investment Earnings
Contributions
Misc Income
Total Revenues
Transfers In
Other Sources
Total Other Sources
TOTAL REVENUES & OTHER SOURCES,
EXPENDITURES & OTHER USES
Payroll / Salaries
Payroll Related & Benefits
Payroll Transfers In
Payroll Transfers Out
Total Payroll and Related
Supplies
Services
Insurance
Repair & Maintenance
Rent & Utilities
Interfund Advances
Debt
Total Operations & Maintenance
TOTAL OPERATING EXPENDITURES
Capital Outlay
Capital Projects
Total Capital
Transfers Out
Total Other Uses
TOTAL EXPENDITURES & OTHER USES
$ 0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
50,000 73%
0%
50,000 73%
50,000 73%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
EXCESS REVENUES OVER(UNDER) EXPENDITURES - 1 68,333 1 50,000 1 737.
FUND BALANCE, BEGINNING - - 68,333
FUND BALANCE, ENDING 68,333 186,667
Restricted/Assigned/Committed Funds 68,333 186,667
UNASSIGNED FUND BALANCE, ENDING
Restricted/Assigned/Committed Funds
A Cash 605 10110 00 000
TOTAL RESTRICTED/ASSIGNED/COMMITTEDFUNDS
68,333
$ $ 68,333
226
186,667
$ 186,667
68,333 0%
118,333 173%
118,333 173%
0%
118,333 1 1737.
$ 118,333 1173%
Section 6 Internal Service Funds
Vehicle Maintenance & Replacement Overview
The Vehicle Maintenance & Replacement Fund (VMR) was created to provide a mechanism for
the long term repair and replacement of Town vehicles.
This fund receives planned revenue transfers from each operating fund that owns and maintains
vehicles. Accumulated funds are intended to cover the cost of future vehicle repair and
replacement. The VMR is designed to avoid future bond programs and encourage a more
conservative pattern of spending that minimizes reliance on elastic revenue streams.
Vehicles are designated for replacement based on a long-range depreciation schedule, periodic
evaluations of repair versus replacement costs, and recommended replacement guidelines.
Routine scheduled maintenance is also factored into VMR funding calculations.
Revenues and Transfers In
•
FYI 5/16 revenues are $48,333, a 29% decrease of $20,000 from the FY 14/15 estimated budget
of $68,333.
Expenditures/Proiects
• There are no expenditures budgeted for the 15/16 fiscal year.
Fund Balance
• Fund balance at FY 15/16 year-end is projected to be $116,667.
227
Section 6 Internal Service Funds
Vehicle Maintenance & Replacement Overview
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.
Dept Name Vehicle Make/Model
Fire Dept
Ford F450
Fire Dept
Spartan
Fire Dept
Chevy Tahoe
Fire Dept
Ford F450
Fire Dept
Ford F550
Fire Dept
Chevy Suburban
Fire Dept
Ferrara
Municipal Court Dodge Charger
Public Works
Chevy Silverado
Public Works
Ford Ranger
Public Works
Chevy Silverado
Public Works
Ford F350 Supercrew
Facilities & Parks Ford F350 Supercrew
Westlake Academy Startrans Senator II
Westlake Academy Girardin 18
228
Vehicle Description Vehicle Cost
Ambulance Reserve
$144,981
Engine Pumper Reserve
$236,423
Fire Marshal
$41,108
Ambulance Primary
$200,000
Attack Truck
$169,746
Command Vehicle
$49,084
Engine Pumper Primary
$700,000
4 door car $23,000
2 door single cab truck
$15,704
2 door single cab truck
$21,519
2 door single cab truck
$11,105
4x4 Crewcab Truck
$45,000
4x4 Crewcab Truck $40,962
Passenger Bus $41,625
Passenger Bus $41,625
$1,781,882
Section 6 Internal Service Funds
Vehicle Maintenance & Replacement Overview
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 Heads) 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.
229
Section 6 Internal Service Funds
Vehicle Maintenance & Replacement Overview
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.
230
Section 6 Internal Service Funds
Vehicle Maintenance & Replacement Overview
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.
Category "Y
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:
231
Section 6 Internal Service Funds
Vehicle Maintenance & Replacement Overview
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.
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
232
Section 6 Internal Service Funds
Vehicle Maintenance & Replacement Overview
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 5 points
spots, small dents, interior - rips, tears, stains,
cracking on seat covers
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
233
Section 6 Internal Service Funds
Vehicle Maintenance & Replacement
Point range and guidelines for Category "B" and "C"
Factor Points
Age Usage Type
of Service 1
Description
Each 10,000 miles of usage
Standard sedans, SUV's and pickups
2
Each year of chronological age
3
Any vehicle that pulls trailer, hauls heavy loads and continued off-
2
road usage
4
Any vehicle involved in ice or snow removal or road treatment
1
In shop one time within three month time period, no major
Reliability
breakdowns/road side assistance call with 3 month period
Preventive
2
In shop one time within three month time period, 1 breakdown/
Maintenance
road side assistance call within 3 month period
Work Not
burns, cracked dash) and major damage for add-on equipment
Included 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 1
Maintenance cost are less than or equal to 20% of replacement
Not Include
2
Maintenance cost are 21-40% of replacement cost
3
Maintenance cost are 41-60% of replacement cost
4
5
Maintenance cost are 61-80% of replacement cost
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)
Noticeable imperfections in body and paint surface, minor rust,
3
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
234
Vehicle - Maintenance and Replacement Fund
5 Year Projection
Adopted 1 2 3 4 5
Description FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 TOTALS
GENERAL FUND =
Transfer In from General Fund
Fire Marshal Vehicle
Ambulance M&R
Municipal Court Vehicle
Facilities Maintenance Vehicle
$ 110,000 $ 40,000 $ 40,000 $ 40,000 $ 40,000 $ 40,000 370,000
- (50,000) - - - - (50,000)
(150,000) (150,000)
(50,000) (50,000)
(50,000) (50,000)
TOTAL
110,000
(10,000)
(10,000)
(110,000)
40,000
(10,000)
(300,000)
FUND BALANCE - General Fund Projects
170,000
160,000
150,000
40,000
80,000
70,000
UTILITY FUND
Transfer in from Utility Fund $ 8,333 $ 8,333 $ 8,333 $ 8,333 $ 8,333 $ - $ 50,000
Public Works Vehicle - - - - (50,000) (50,000)
TOTAL
8,333
8,333
8,333
8,333
8,333
(50,000)
(50,000)
FUND BALANCE - Utility Fund Projects
16,667
25,000
33,333
41,667
50,000
(0)
0
BEGINNING FUND BALANCE 68,333 186,667 185,000 183,333 81,667 130,000
ENDING FUND BALANCE $ 186,667 $ 185,000 $ 183,333 $ 81,667 $ 130,000 $ 70,000 F
235
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238
SPECIAL REVENUE FUNDS VISITOR FUND - 4B FUND - ED FUND
Combined Program Summary PID FUND - LONE STAR FUND
Fiscal Year 2015/2016
Adopted Estimated Adopted FY 15/16 Adopted
Actual Budget Budget Budget vs
FY 13/14 FY 14/15 FY 14/15 FY 15/16 FY 14/15 Estimated
REVENUES & OTHER SOURCES
General Sales Tax On-going
Property Tax
Hotel Tax
Charge for Services
Beverage Tax
Franchise Fees
Permits & Fees
Fines & Forfeitures
Investment Earnings
Contributions
Misc Income
Total Revenues
Transfers In
Other Sources
Total Other Sources
TOTAL REVENUES & OTHER SOURCES
EXPENDITURES & OTHER USES
Payroll Salaries
PR Transfer Out
Payroll Insurance
Payroll Taxes
Payroll Retirement
Total Payroll and Related
Supplies
Services
Insurance
Repair & Maintenance
Rent & Utilities
Economic Development
Water Purchases
Debt
Total Operations & Maintenace
TOTAL OPERATING EXPENDITURES
Capital Outlay
Capital Projects
Total Capitol
Transfers Out
Other Uses
Total Other Uses
TOTAL EXPENDITURES & OTHER USES
$ 1,254,500
796,480
1,864
6,072
2,058,916
47,741
47,741
.2;106,658
286,107
286,107
3,917
168,815
34,246
147,680
35,758
390,416
676,523
1,346,415
1,346,415
2,022,938
$ 1,377,000
910,000
730,700
3,425
450,000
21,900
3,493,025
35,758
35,758
3,528,783
490,920
490,920
3,906
368,580
36,435
187,000
35,758
631,679
1,122,600
1,881,050
1,881,050
3,003,650
967,959
$ 1,258,750 $
1,325,000
457,110
412,519
777,000
890,000
-
0%
-
0%
457,110
412,519
4,155
69,300
209,224
471,245
3,445
3,445
440,000
567,541
18,650
20,600
2,497,845
2,875,886
35,758
35,758
-
385,000
35,758
420,758
2,534,603
3,296,644
$ 1,377,000
910,000
730,700
3,425
450,000
21,900
3,493,025
35,758
35,758
3,528,783
490,920
490,920
3,906
368,580
36,435
187,000
35,758
631,679
1,122,600
1,881,050
1,881,050
3,003,650
967,959
$ 52,000
4%
457,110
412,519
20,000
2%
-
0%
-
0%
457,110
412,519
4,155
4,156
209,224
471,245
(20)
-1%
(117,541)
-21%
36,435
36,435
170,000
185,000
-
0%
35,758
35,758
455,572
732,594
912,682
1,145,113
0%
0%
0%
1,776,920
1,813,170
-
0%
1,776,920
1,813,170
2;689,602
2,958,283
$ 1,377,000
910,000
730,700
3,425
450,000
21,900
3,493,025
35,758
35,758
3,528,783
490,920
490,920
3,906
368,580
36,435
187,000
35,758
631,679
1,122,600
1,881,050
1,881,050
3,003,650
EXCESS REVENUES OVER(UNDER) EXPENDITURES 83,720 (155,999) 338,361 525,134 186,773 1 -55%
FUND BALANCE, BEGINNING 1,040,238
FUND BALANCE, ENDING 1,123,958
Restricted/Assigned/Committed Funds 165,320
UNASSIGNED FUND BALANCE, ENDING 958,638
Restricted/Assigned/Committed Funds
A Debt Service Payments VA
A Cash LS 10110 00 000
TAL RESTRICTED/ASSIGNED/COMMITTED FUND
1,123,958 1,123,958
967,959
$ 52,000
4%
78,401
0%
20,000
2%
-
0%
-
0%
78,401
0%
661,400
954%
-
0%
(20)
-1%
(117,541)
-21%
1,300
6%
617,139
21%
-
0%
(385,000)
-100%
232,139
55%
232,139
7%
EXCESS REVENUES OVER(UNDER) EXPENDITURES 83,720 (155,999) 338,361 525,134 186,773 1 -55%
FUND BALANCE, BEGINNING 1,040,238
FUND BALANCE, ENDING 1,123,958
Restricted/Assigned/Committed Funds 165,320
UNASSIGNED FUND BALANCE, ENDING 958,638
Restricted/Assigned/Committed Funds
A Debt Service Payments VA
A Cash LS 10110 00 000
TAL RESTRICTED/ASSIGNED/COMMITTED FUND
1,123,958 1,123,958
967,959
-
0%
78,401
19%
-
0%
0%
-
0%
78,401
19%
(250)
-6%
(102,665)
-22%
0%
0%
0%
2,000
1%
-
0%
-
0%
(100,915)
-14%
(22,514)
-2%
0%
0%
0%
67,880
4%
-
0%
67,880
4%
45,366
2%
EXCESS REVENUES OVER(UNDER) EXPENDITURES 83,720 (155,999) 338,361 525,134 186,773 1 -55%
FUND BALANCE, BEGINNING 1,040,238
FUND BALANCE, ENDING 1,123,958
Restricted/Assigned/Committed Funds 165,320
UNASSIGNED FUND BALANCE, ENDING 958,638
Restricted/Assigned/Committed Funds
A Debt Service Payments VA
A Cash LS 10110 00 000
TAL RESTRICTED/ASSIGNED/COMMITTED FUND
1,123,958 1,123,958
967,959
1,462,319
178,115
165,365
789,844
1,296,954
FlE,462319
338,361 307.
525,134
36%
(9,425)
-6%
534,559
41%
151,700 164,450 151,700 142,250 (9,450) -6%
13,620 13,665 13,665 13,690 25 0%
$ 155,940 $ (9,425) 6%
239
SPECIAL REVENUE FUNDS
COMBINING REVENUES, EXPENDITURES AND FUND BALANCE
FISCAL YEAR 2015/2016
REVENUES AND OTHER SOURCES
Public
Payroll Salaries
General Sales Tax
Visitor
4B Economic
Economic
Improvement
Lone Star
TOTAL:
Association
Development
Development
Beverage Tax
Fund
Franchise Fees
District
-
- -
REVENUES AND OTHER SOURCES
Payroll Salaries
General Sales Tax
$ $
1,275,000 $
102,000 $ $
$ 1,377,000
Property Tax
490,920
-
-
-
Beverage Tax
Taxes
Franchise Fees
-
-
- -
-
Permits/Fees
490,920
730,700
730,700
Fines/Forfeits
-
-
- -
-
Interest
2,900
500
- -
25 3,425
Misc Income
21,900
-
-
- 21,900
Charge for Services
-
- 36,435
-
-
Contributions
-
Debt
450,000
450,000
Hotel Tax
825,000
-
85,000
910,000
Total Revenues
849,800
1,275,500
637,000 730,700
25 3,493,025
Transfers In
-
35,758
35,758
Other Sources
Capital Project Funds
-
-
Total Other Sources
Total Capital
35,758
35,758
TOTAL REVENUES AND OTHER SOURCES
849,80
1,275,500
672,758 730,700
251 3,528,783
EXPENDITURES AND OTHER USES
Payroll Salaries
- -
-
Payroll Transfers
490,920
490,920
Insurance
-
-
Taxes
Retirement
-
-
Total Payroll & Related
490,920
490,920
Supplies
3,906
-
3,906
Services
244,580
124,000
368,580
Insurance
-
- -
- -
Maintenance
-
-
Rent & Utilities
36,435
-
- 36,435
Interfund Advance
-
187,000
187,000
Debt
-
35,758
- 35,758
Water Purchases
-
-
Total Operations & Maintenance
284,921
222,758 124,000
631,679
Capital Outlay
Maintenance and Replacement Funds
Capital Project Funds
-
-
-
Total Capital
Transfers Out
155,550 1,275,500
450,000
1,881,050
Other Uses
- -
-
- -
Total Other Uses
155,550 1,275,500
450,000
1,881,050
TOTAL EXPENDITURES AND OTHER USES
931,391 1,275,500
672,758 124,000
3,003,650
EXCESS REVENUES OVER (UNDER) EXPENDITURES 1 (81,591) 606,700 1 25 1 525,134
BEGINNING FUND BALANCE 1,094,364 354,290 1 13,665 1 1,462,319
ENDING FUND BALANCE $1,012,772 I$ $ $; 960,990 T,3,690 1 9t17,45'2d
240
Fund 220
241
Visitors Association Fund
Program Summary
Fiscal Year 2015/2016
REVENUES & OTHER SOURCES
General Sales Tax
Property Tax
Hotel Tax
Charges for Services
Beverage Tax
Franchise Fees
Permits & Fees
Fines & Forfeitures
Investment Earnings
Contributions
Misc Income
Total Revenues
Transfers In
Total Other Sources
TOTAL REVENUES & OTHER SOURCES
EXPENDITURES & OTHER USES
Payroll Salaries
Payroll Insurance
Payroll Taxes
Payroll Retirement
Payroll Transfers
Total Payroll and Related
Supplies
Services
Insurance
Repair & Maintenance
Rent & Utilities
Interfund Advances
Debt
Total Operations & Maintenance
TOTAL OPERATING EXPENDITURES
Capital Outlay
Capital Projects
Total Capital
Transfers Out
Total Other Uses
TOTAL EXPENDITURS & OTHER USES
Adopted Estimated Adopted FY 15/16 Adopted
Actual Budget Budget Budget vs
FY 13/14 FY 14/15 FY 14/15 FY IS/16 FY 14/15 Estimated
733,823
1,605
6,072
741,499
741,499
286,107
286,107
3,916.50
168,810
34,246
206,973
493,080
164,720
164,720
657,800
825,000
2,900
21,900
849,800
849,800
490,920
490,920
3,906
244,580
36,435
284,921
775,841
155,550
155,550
931,391
954,294
$
0%
151,700
0%
707,000
805,000
0%
457,110
412,519
457,110
412,519
4,155
4,156
209,224
213,694
2,900
2,900
-
0%
18,650
20,600
728,550
828,500
0%
249,814
254,285
728,550
8284DO
825,000
2,900
21,900
849,800
849,800
490,920
490,920
3,906
244,580
36,435
284,921
775,841
155,550
155,550
931,391
954,294
$
0%
151,700
0%
20,000
2%
0%
457,110
412,519
457,110
412,519
4,155
4,156
209,224
213,694
-
0%
-
0%
36,435
36,435
21,300
3%
0%
249,814
254,285
706,924
666,804
-
0%
0%
0%
177,670
177,670
177,670
177,670
884,594
844,474
825,000
2,900
21,900
849,800
849,800
490,920
490,920
3,906
244,580
36,435
284,921
775,841
155,550
155,550
931,391
EXCESS REVENUES OVER(UNDER) EXPENDITURES 83,700 (156,044) (15,974) (81,591) (65,617) 411%
FUND BALANCE, BEGINNING
954,294
$
0%
151,700
0%
20,000
2%
0%
78,401
0%
78,401
0%
(250)
0%
30,886
0%
-
0%
-
0%
1,300
6%
21,300
3%
0%
30,636
0%
21,300
3%
-
0%
EXCESS REVENUES OVER(UNDER) EXPENDITURES 83,700 (156,044) (15,974) (81,591) (65,617) 411%
FUND BALANCE, BEGINNING
954,294
1,094,364
0%
151,700
0%
Restricted/Assigned/Committed Funds
0%
0%
78,401
19%
78,401
19%
(250)
-6%
30,886
14%
-
0%
0%
0%
0%
0%
30,636
12%
109,037
16%
-
0%
0%
0%
(22,120)
-12%
(22,120)
-12%
86,917
10%
EXCESS REVENUES OVER(UNDER) EXPENDITURES 83,700 (156,044) (15,974) (81,591) (65,617) 411%
FUND BALANCE, BEGINNING
954,294
1,094,364
BALANCE, ENDING
151,700
W1,026,639FUND
Restricted/Assigned/Committed Funds
UNASSIGNED FUND BALANCE, ENDING
151,700
$ 151,700
1,110,338 1,110,338
954,294
1,094,364
164,450
151,700
789,844
942,664
242
1,094,364
1,012,772
142,250
870,522
142,250
$ 142,250
(15,974) -1%
(81,591)
-7%
(9,450)
-6%
(72,141)
-8%
Section 7 Special Revenue Funds
Visitor's Association Fund
The Visitor's Association Fund was established in late FY 1999-2000 and collects a Hotel Occupancy
Tax from the Marriott Solana, Deloitte, and any future Westlake hotels. A 7% tax is levied on the cost
of nightly room rentals, the maximum allowable under State law.
Funds generated by the occupancy tax are generally restricted to uses that directly promote tourism
and the convention and hotel industry. However, Westlake has broader statutory authority under
State law than most cities, and may spend hotel/motel occupancy tax funds for any municipal
purpose. The Town has used these funds to cover various operational costs and capital projects (for
example, a payment of a portion of the debt service for Westlake Academy related bonds).
Since FY 2004/05, the Town has used Visitor's Association Fund revenues to sponsor a shuttle service
and a "Group Business Incentive Program" in partnership with the Marriott Solana that have drawn
additional visitors to Westlake.
The Visitor's Fund also accounts for activities related to the Westlake Historical Board, public art, and
Westlake's annual Arbor Day celebration.
Revenues
• Total revenues for FY 2015/16 are budgeted to be $849,800
• Hotel Occupancy Tax revenues are projected to increase 2%, or $20,000, when compared
to FY 2014/15 estimated revenues
Expenditures and Transfers Out
• Total expenditures and transfers out for FY 2015/16 are budgeted to be $931,391.
• This represents a 10% increase of $86,917 from FY 2014/15 estimated expenditures of $844,474.
o Transfers Out to the Debt Service Fund decreased by $22,200 to $142,250. Transferred
funds are used for debt service payments on Series 2013 General Obligation
Refunding Bonds related to the construction of the Westlake Academy Arts and
Sciences Center.
o Payroll transfers out to the General Fund increased $78,401 from the FY 2014/15
estimated budget due to a planned payroll market adjustment and the transitioning
of a part-time Communication Specialist to full time with 100% of the salary being
paid from the Visitors Association Fund.
Fund Balance
• FY 2015-16 ending fund balance is projected to be $1,012,772.
243
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244
Fund 200
245
413 Economic Development Fund
Program Summary
Fiscal Year 2015/2016
Adopted Estimated Adopted FY 15/16 Adopted
Actual Budget Budget Budget vs
FY 13/14 FY 14/15 FY 14/15 FY 15/16 FY 14/15 Estimated
REVENUES & OTHER SOURCES
General Sales Tax
Property Tax
Hotel Tax
Charges for Services
Donations
Beverage Tax
Franchise Fees
Permits & Fees
Fines & Forfeitures
Investment Earnings
Contributions
Misc Income
Total Revenues
Transfers In
Other Sources
Total Other Sources
TOTAL REVENUES & OTHER SOURCES
EXPENDITURES & OTHER USES
Payroll Salaries
Payroll Insurance
Payroll Taxes
Payroll Retirement
Payroll Transfers
Total Payroll and Related
Supplies
Services
Insurance
Repair & Maintenance
Rent & Utilities
Interfund Advances
Debt
Total Operations & Maintenance
TOTAL OPERATING EXPENDITURES
Capital Outlay
Capital Projects
Total Capital
Transfers Out
Total Other Uses
TOTAL EXPENDITURES & OTHER USES
$ 1,181,461
239
1,181,700
1,181,700
5
5
5
1,181,695
1,181,695
1,181,700
1,159,250 1,225,500
1,159,250 1,225,500
1,159,250 1,225,500
$ 1,275,000
500
1,275,500
1,275,500
1,275,500
1,275,500
1,275,500
$ 50,000 4%
- 0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
50,000 4%
0%
0%
0%
50,000 4%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
50,000 4%
50,000 4%
50,000 4%
EXCESS REVENUES OVER(UNDER) EXPENDITURES ' - - - 07.
FUND BALANCE, BEGINNING - - - - - 0%
FUND BALANCE, ENDING 0%
Restricted/Assigned/Committed Funds - - - - - 0%
UNASSIGNED FUND BALANCE, ENDING 0%
Restricted/Assigned/Committed Funds
A Cash 200 10110 00 000 0%
TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS $ - $ - $ - $ - $ - 0%
246
$ 1,158,750 $
1,225,000
500
500
1,159,250
1,225,500
1,159,250
1,225,500
1,159,250 1,225,500
1,159,250 1,225,500
1,159,250 1,225,500
$ 1,275,000
500
1,275,500
1,275,500
1,275,500
1,275,500
1,275,500
$ 50,000 4%
- 0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
50,000 4%
0%
0%
0%
50,000 4%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
50,000 4%
50,000 4%
50,000 4%
EXCESS REVENUES OVER(UNDER) EXPENDITURES ' - - - 07.
FUND BALANCE, BEGINNING - - - - - 0%
FUND BALANCE, ENDING 0%
Restricted/Assigned/Committed Funds - - - - - 0%
UNASSIGNED FUND BALANCE, ENDING 0%
Restricted/Assigned/Committed Funds
A Cash 200 10110 00 000 0%
TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS $ - $ - $ - $ - $ - 0%
246
Section 7 Special Revenue Funds
4B Economic Development Fund Overview
The 4B Economic Development Fund collects a half -cent sales tax to be allocated to qualified
development projects. Since FY 2006 the 4B Fund has been committed to the repayment of the
debt incurred for the Town's Civic Campus project.
Revenues
• FY 15/16 revenues are budgeted to be $1,275,500
o This amount represents a 4% increase of $50,000 from the FY 14/15 estimated
budget of $1,225,500.
Expenditures and Other Uses
• Transfers out to the Debt Service Fund for FY 15/16 are budgeted to be $1,275,500,
representing 100% of revenues.
247
T4 -SIT is i�ct�,rctiaaa�� ��aa�
248
Fund 210
&we&o*i 0
249
Economic Development Fund
Program Summary
Fiscal Year 2015/2016
Adopted Estimated Adopted FY 15/16 Adopted
Actual Budget Budget Budget vs
FY 13/14 FY 14/15 FY 14/15 FY 15/16 fY 14/15 Estimated
REVENUES & OTHER SOURCES
General Sales Tax
Property Tax
Hotel Tax
Charges for Services
Beverage Tax
Franchise Fees
Permits & Fees
Fines & Forfeitures
Investment Earnings
Contributions
Misc Income
Total Revenues
Transfers In
Total Other Sources
TOTAL REVENUES & OTHER SOURCES
EXPENDITURES & OTHER USES
Payroll Salaries
Payroll Insurance
Payroll Taxes
Payroll Retirement
Payroll Transfers
Total Payroll and Related
Supplies
Services
Insurance
Repair & Maintenance
Rent & Utilities
Interfund Advances
Debt
Economic Development Incentives
Total Operations & Maintenance
TOTAL OPERATING EXPENDITURES
Capital Outlay
Capital Projects
Total Capital
Transfers Out
Total Other Uses
TOTAL EXPENDITURES & OTHER USES
$ 73,039
62,658
135,697
47,741
47,741
183,438
35,758
147,680
183,438
183,438
183,438
$ 102,000
85,000
450,000
637,000
35,758
35,758
672,758
35,758
187,000
222,758
222,758
450,000
450,000
672,758
$ 100,000 $
100,000
-
0%
70,000
85,000
0%
0%
0%
0%
0%
0%
440,000
410,000
-
0%
610,000
595,000
35,758
35,758
35,758
35,758
645,758
630,758
$ 102,000
85,000
450,000
637,000
35,758
35,758
672,758
35,758
187,000
222,758
222,758
450,000
450,000
672,758
2,000
2%
-
0%
0%
0%
0%
0%
0%
0%
0%
40,000
100%
-
0%
42,000
7%
35,758
35,758
170,000
185,000
205,758
220,758
205,758
220,758
0%
0%
0%
440,000
410,000
440,000
410,000
645,758
630,758
$ 102,000
85,000
450,000
637,000
35,758
35,758
672,758
35,758
187,000
222,758
222,758
450,000
450,000
672,758
EXCESS REVENUES OVER(UNDER)EXPENDITURES DI - D 0%
FUND BALANCE, BEGINNING 0%
FUND BALANCE, ENDING - - - - - 0%
Restricted/Assigned/Committed Funds 0%
UNASSIGNED FUND BALANCE, ENDING - - - - - 0%
Restricted/Assigned/Committed Funds
A Cash 210 10110 00 000
TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS
250
ML
0%
0%
0%
0%
0%
$ 0%
2,000
2%
-
0%
0%
0%
0%
0%
0%
0%
0%
40,000
100%
-
0%
42,000
7%
0%
2,000
0%
42,000
7%
EXCESS REVENUES OVER(UNDER)EXPENDITURES DI - D 0%
FUND BALANCE, BEGINNING 0%
FUND BALANCE, ENDING - - - - - 0%
Restricted/Assigned/Committed Funds 0%
UNASSIGNED FUND BALANCE, ENDING - - - - - 0%
Restricted/Assigned/Committed Funds
A Cash 210 10110 00 000
TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS
250
ML
0%
0%
0%
0%
0%
$ 0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
2,000
1%
2,000
17.
2,000
1%
0%
0%
0%
40,000
100%
40,000
100%
42,000
101%
EXCESS REVENUES OVER(UNDER)EXPENDITURES DI - D 0%
FUND BALANCE, BEGINNING 0%
FUND BALANCE, ENDING - - - - - 0%
Restricted/Assigned/Committed Funds 0%
UNASSIGNED FUND BALANCE, ENDING - - - - - 0%
Restricted/Assigned/Committed Funds
A Cash 210 10110 00 000
TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS
250
ML
0%
0%
0%
0%
0%
$ 0%
Section 7 Special Revenue Funds
Economic Development Fund Overview
The Economic Development Fund was created to transparently account for all receipts and
disbursements related to economic development agreements.
Currently, revenues and transfers in are used to
1. fulfill incentive obligations negotiated with Fidelity Investments and Deloitte University as part
of their relocation to Westlake
2. transfer to the Westlake Academy Expansion Fund as part of the development agreement
between the Town and Maguire Partners -Solana Land L.P., developer of the Granada
subdivision.
The Town is obligated to refund $35,758 of sales tax receipts generated by Fidelity
Investments annually through fiscal year 15/16.
The economic development agreement with Deloitte University includes a 50%
reimbursement of the I % general sales tax receipts and 50% of the hotel/motel tax receipts
generated through business activities in Westlake.
The agreement with Maguire Partners -Solana Land LP includes a $10,000 per lot contribution
for the benefit of Westlake Academy from the final platting of lots in the Granada residential
subdivision.
Revenues and Transfers In
• Total revenues for FY 2015/16 are anticipated to be $672,758.
o $102,000 in sales tax from Deloitte University
o $ 85,000 in hotel/motel tax from Deloitte University
o $ 35,758 transfer in from the General Fund for the payment to Fidelity (Phase 1)
o $450,000 contribution from Maguire Partners -Solana LP for the expected final platting
of 45 lots (Phase 2) of Granada residential subdivision
Expenditures and Transfers Out
• Total expenditures for FY 2015/16 are anticipated to be $672,758.
o Transfers out to Westlake Academy Expansion Fund of $450,000
o $222,758 in development agreement payments to Fidelity Investments and Deloitte
University
251
T4 -SIT is i�ct�,rctiaaa�� ��aa�
252
Fund 215
IP4791
Public Improvement District Fund
Program Summary
Fiscal Year 2015/2016
Adopted Estimated Adopted FY 15/16 Adopted
Actual Budget Budget Budget vs
FY 13/14 FY 14/75 FY 14/15 FY 15/16 FY 14/15 Estimated
REVENUES & OTHER SOURCES
General Sales Tax
Property Tax
Hotel Tax
Charges for Services
Beverage Tax
Franchise Fees
Permits & Fees
Fines & Forfeitures
Investment Earnings
Contributions
Misc Income
Total Revenues
Other Sources
Total Other Sources
TOTAL REVENUES & OTHER SOURC .
EXPENDITURES & OTHER USES
Payroll Salaries
Payroll Insurance
Payroll Taxes
Payroll Retirement
Payroll Transfers
Total Payroll and Related
Supplies
Services
Insurance
Repair & Maintenance
Rent & Utilities
Interfund Advances
Debt
Economic Development Incentives
Total Operations & Maintenance
TOTAL OPERATING EXPENDITURES
Capital Outlay
Capital Projects
Total Capital
Transfers Out
Total Other Uses
TOTAL EXPENDITURES & OTHER USES
69,300 730,700
157,541
226,841 730,700
385,000 -
385,000 -
611,841 730,700
257,551
257,551
257,551
- 257,551
124,000
124,000
124,000
124,000
EXCESS REVENUES OVER(UNDER) EXPENDITURES 354,290 606,700 252,410 1 71%
FUND BALANCE, BEGINNING 354,290
FUND BALANCE, ENDING - - 354,290 960,990
Restricted/Assigned/Committed Funds 354,290 960,990
UNASSIGNED FUND BALANCE, ENDING - - - -
Restricted/Assigned/Committed Funds
A Cash 215 10110 00 000
TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS
254
960,990
$ 960,990
354,290 100%
606,700 171%
606,700 171%
0%
1 606,700 1 171% 1
$ 606,700 I 171%
$
0%
0%
0%
661,400
954%
0%
0%
0%
(133,551)
0%
0%
(157,541)
-100%
-
0%
503,859
2227.
(385,000)
-100%
(385,000)
-1007.
118,859
19%
EXCESS REVENUES OVER(UNDER) EXPENDITURES 354,290 606,700 252,410 1 71%
FUND BALANCE, BEGINNING 354,290
FUND BALANCE, ENDING - - 354,290 960,990
Restricted/Assigned/Committed Funds 354,290 960,990
UNASSIGNED FUND BALANCE, ENDING - - - -
Restricted/Assigned/Committed Funds
A Cash 215 10110 00 000
TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS
254
960,990
$ 960,990
354,290 100%
606,700 171%
606,700 171%
0%
1 606,700 1 171% 1
$ 606,700 I 171%
0%
0%
0%
0%
0%
0%
0%
(133,551)
-52%
0%
0%
0%
0%
0%
0%
(133,551)
-52%
(133,551)
-52%
0%
0%
0%
100%
100%
(133,551)
-52%
EXCESS REVENUES OVER(UNDER) EXPENDITURES 354,290 606,700 252,410 1 71%
FUND BALANCE, BEGINNING 354,290
FUND BALANCE, ENDING - - 354,290 960,990
Restricted/Assigned/Committed Funds 354,290 960,990
UNASSIGNED FUND BALANCE, ENDING - - - -
Restricted/Assigned/Committed Funds
A Cash 215 10110 00 000
TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS
254
960,990
$ 960,990
354,290 100%
606,700 171%
606,700 171%
0%
1 606,700 1 171% 1
$ 606,700 I 171%
Section 7 Special Revenue Funds
Public Improvement District Overview
The Public Improvement District (PID) Fund accounts for monies received from bond proceeds,
inspection fees and payments related to the Solana Public Improvement District.
The District was created by ordinance in February 2014 to finance the construction of public
infrastructure (such as water lines and streets) in the Entrada subdivision.
Revenues deposited into the PID Fund are used to cover engineering, consulting, legal, and
advertising costs attributable to Entrada development and construction.
Revenues and Transfers In
• Revenues for FY 2015/16 are anticipated to be $730,700 from Entrada related inspection
fees.
Expenditures and Transfers Out
• Total expenditures for FY 2015/16 are $124,000 to cover engineering, consulting, legal, and
advertising costs
255
T4 -SIT is i�ct�,rctiaaa�� ��aa�
256
Fund 418
257
Lone Star Public Fund
Program Summary
Fiscal Year 2015/2016
REVENUES & OTHER SOURCES
General Sales Tax
Property Tax
Hotel Tax
Charges for Services
Donations
Beverage Tax
Franchise Fees
Permits & Fees
Fines & Forfeitures
Investment Earnings
Contributions
Misc Income
Total Revenues
Transfers In
Total Other Sources
TOTAL REVENUES & OTHER SOURCES
EXPENDITURES & OTHER USES
Payroll Salaries
Payroll Insurance
Payroll Taxes
Payroll Retirement
Payroll Transfers
Total Payroll and Related
Supplies
Services
Insurance
Repair & Maintenance
Rent & Utilities
Interfund Advances
Debt
Total Operationds & Maintenance
TOTAL OPERATING EXPENDITURES
Capital Outlay
Capital Projects
Total Capital
Transfers Out
Total Other Uses
TOTAL EXPENDITURES & OTHER USES
Adopted Estimated Adopted FY 15/16 Adopted
Budget Budget Budget vs
LActua,
Y 13/14 FY 14/15 FY 14/15 FY 15/16 FY 14/15 Estimated
21
21
21
25
25
25
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
EXCESS REVENUES OVER(UNDER) EXPENDITURES 21 45 1 45 25 (20) -44%
FUND BALANCE, BEGINNING 13,599
FUND BALANCE, ENDING 13,620
Restricted/Assigned/Committed Funds 13,620
UNASSIGNED FUND BALANCE, ENDING -
Restricted/Assigned/Committed Funds
A Cash 418 10110 00 000 13,620
TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS $ 13,620
258
13,620 13,620
13,665 13,665
13,665 13,665
13,665
13,690
13,690
13,690
$ 13,690
45 0%
25 0%
25 0%
0%
$
0%
0%
0%
0%
0%
0%
0%
0%
0%
(20)
-44%
-
0%
-
0%
(20)
-44%
-
0%
0%
(20)
-44%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
EXCESS REVENUES OVER(UNDER) EXPENDITURES 21 45 1 45 25 (20) -44%
FUND BALANCE, BEGINNING 13,599
FUND BALANCE, ENDING 13,620
Restricted/Assigned/Committed Funds 13,620
UNASSIGNED FUND BALANCE, ENDING -
Restricted/Assigned/Committed Funds
A Cash 418 10110 00 000 13,620
TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS $ 13,620
258
13,620 13,620
13,665 13,665
13,665 13,665
13,665
13,690
13,690
13,690
$ 13,690
45 0%
25 0%
25 0%
0%
Section 7 Special Revenue Funds
Lone Star Public Facilities Overview
In 1996, the Westlake Board of Aldermen authorized the creation of the Lone Star Public Facilities
Corporation, a nonprofit corporation designed to "assist the Town of Westlake, Texas in financing,
refinancing, or providing public facilities."
It was anticipated that the Corporation would issue bonds to finance the purchase or construction
of public facilities, and then lease those facilities to qualifying tenants. The Lone Star Public Facilities
Fund was created to account for the financial activities of the Corporation.
No bonds were ever issued. The fund is earning interest annually. Existing fund balance is due to
corporate donations that were received shortly after the Fund was created.
Revenues
• Total revenues for FY 2015-16 are $25 in interest earnings.
Expenditures
• There have been no fund expenditures since inception.
Fund Balance
Fund balance at FY 15/16 year-end is projected to be $13,690
259
T4 -SIT is i�ct�,rctiaaa�� ��aa�
260
w �
T4 -SIT is i�ct�,rctiaaa�� ��aa�
262
Debt Service Fund
Program Summary
Fiscal Year 2015/2016
REVENUES & OTHER SOURCES
General Sales Tax
Property Tax
Hotel Tax
Charges for Services
Beverage Tax
Franchise Fees
Permits & Fees
Fines & Forfeitures
Investment Earnings
Contributions
Misc Income
Total Revenues
Transfers In GF/4B/VA
Other Sources
Total Other Sources
TOTAL REVENUES & OTHER. SOURCES
EXPENDITURES & OTHER USES
Payroll Salaries
Payroll Insurance
Payroll Taxes
Payroll Retirement
Payroll Tranfsers
Total Payroll and Related
Supplies
Services
Insurance
Repair & Maintenance
Rent & Utilities
Debt
Total Operations & Maintenance
TOTAL EXPENDITURES
Capital Outlay
Capital Projects
Total Capital
Transfers Out
Other Uses Bond Refunding
Total Other Uses
TOTAL EXPENDITURES & OTHER USES
Adopted Estimated Adopted FY 15/16 Adopted
Actual Budget Budget Budget vs
FY 13/14 FY 14/15 FY 14/15 FY 15/16 FY 14/15 Estimated
154,982
0
154,982
1,878,051
1,994,598
3,872,649
4,027,631
70,883
2,031,834
2,102,717
2,102,717
1,925,315
1,925,315
4,028,032
133,507
133,507
1,857,511
1,857,511
1,991,018
2,400
2,01 1,094
2,013,494
2,013,494
2,013,494
$
0%
166,969
176,500
0%
0%
0%
0%
0%
2,000
2,000
-
0%
0%
0%
166,969
176,500
2,139,554
1,859,274
2,294,658
2,014,378
2,139,554
1,859,274
2,306,523
2,035,774
133,507
133,507
1,857,511
1,857,511
1,991,018
2,400
2,01 1,094
2,013,494
2,013,494
2,013,494
$
0%
(42,993)
-24%
0%
0%
0%
0%
0%
2,000
2,000
-
0%
0%
0%
2,292,658
2,012,378
2,294,658
2,014,378
2,294,658
2,014,378
(1,763)
0%
(44,756)
-2%
0%
0%
0%
0%
2,294,658
2,014,378
133,507
133,507
1,857,511
1,857,511
1,991,018
2,400
2,01 1,094
2,013,494
2,013,494
2,013,494
EXCESS REVENUES OVER(UNDER) EXPENDITURES (401) 11,865 21,396 (22,476) 1 (43,872) -205%
FUND BALANCE, BEGINNING 1,481 1,080 1,080.40 22,476
FUND BALANCE, ENDING 1,080 12,945 22,476 0
Restricted/Assigned/Committed Funds 080 2,945 22,476 0
UNASSIGNED FUND BALANCE, ENDING - - - -
21,396 1980%
(22,476) 017
(22,476) 0%
Restricted/Assigned/Committed Funds
0%
0%
0%
0%
TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS $ - $ - $ - $ - $ - 0%
263
$
0%
(42,993)
-24%
0%
0%
0%
0%
0%
400
0%
-
0%
0%
0%
(42,993)
-247o
(1,763)
0%
(884)
0%
(1,763)
0%
(44,756)
-2%
EXCESS REVENUES OVER(UNDER) EXPENDITURES (401) 11,865 21,396 (22,476) 1 (43,872) -205%
FUND BALANCE, BEGINNING 1,481 1,080 1,080.40 22,476
FUND BALANCE, ENDING 1,080 12,945 22,476 0
Restricted/Assigned/Committed Funds 080 2,945 22,476 0
UNASSIGNED FUND BALANCE, ENDING - - - -
21,396 1980%
(22,476) 017
(22,476) 0%
Restricted/Assigned/Committed Funds
0%
0%
0%
0%
TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS $ - $ - $ - $ - $ - 0%
263
0%
0%
0%
0%
0%
0%
0%
400
20%
-
0%
0%
0%
(1,284)
0%
(884)
0%
(884)
0%
-
0%
0%
0%
0%
0%
0%
(884)
0%
EXCESS REVENUES OVER(UNDER) EXPENDITURES (401) 11,865 21,396 (22,476) 1 (43,872) -205%
FUND BALANCE, BEGINNING 1,481 1,080 1,080.40 22,476
FUND BALANCE, ENDING 1,080 12,945 22,476 0
Restricted/Assigned/Committed Funds 080 2,945 22,476 0
UNASSIGNED FUND BALANCE, ENDING - - - -
21,396 1980%
(22,476) 017
(22,476) 0%
Restricted/Assigned/Committed Funds
0%
0%
0%
0%
TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS $ - $ - $ - $ - $ - 0%
263
Section 8 Debt Service
Debt Service Fund Overview
The Debt Service Fund is used to manage payments on all general government related debt.
Required by Texas law, the Debt Service Fund is linked to the Interest and Sinking (I&S) component
of the ad valorem (property) tax rate. In most Texas municipalities, the I&S levy funds the majority
of annual debt service payments.
In Westlake, Interest and Sinking revenues are only a subsidiary element of total Debt Service
revenues. Transfers from the 4B Economic Development Fund, General Fund and the Visitors
Association Fund comprise the bulk (93%) of Debt Service Fund revenues.
Currently the Debt Service Fund is used to manage debt service payments associated with the
construction of Westlake Academy facilities and various street projects. Any future debt issuances
will also be paid from this Fund. Town Council and staff are dedicated to a conservative pattern
of debt issuance that ensures property tax rates remain among the lowest in the region and
attractive to prospective businesses and residents.
Recognizing that long-term debt is usually a more expensive financing method, alternative
financing sources will be explored before debt is issued. When debt is issued, it will be used to
acquire major assets with expected lives which equal or exceed the average life of the debt issue.
Revenues
• Total ad valorem property tax revenue for FY 2015/16 is budgeted to be $133,507.
• This amount represents a 24% decrease of $42,993 from the FY 14/15 estimated revenues
of $176,500 due to an additional $22K in receipts which reduced the tax rate needed to
cover the debt for various street projects.
Transfers In
• Total Transfers In for FY 2015/16 are budgeted to be $1,857,511, a less than 1% decrease
of $1,763 from FYI 4/15 estimated transfers in of $1,859,274.
o Transfers in from 4B Economic Development Fund account for $1,275,000
o Transfers in from General Fund account for $440,261.
o Transfers in from Visitors Association Fund account for $142,250.
Expenditures
• FY 2015/16 debt service expenditures are projected to be $2,013,494
• This is a less than lea increase of $884 compared to FY 2014/15 estimated expenditures of
$2,014,378.
FY 15/16 Debt Service Payment Breakdown
• Payments related to street infrastructure projects:
o $154,903 on Series 2011 Certificates of Obligation
Debt Limitations
Westlake's legal debt capacity is limited by state rules which specify that the Town must be able
to fulfill debt service payments on all outstanding general obligation debt from a maximum
combined property tax rate of $1.50 per $100 of assessed valuation.
There are no debt limitations defined by local ordinance. Since Town Council and staff are
committed to keeping the property tax rate at its current level, additional debt capacity must
come from growth in the tax base.
264
Section 8 Debt Service
Debt Service Fund Overview
• Payments related to the construction of Westlake Academy facilities:
o $702,383 on Series 2007 General Obligation Refunding Bonds
o $312,800 on Series 2011 General Obligation Refunding Bonds
o $448,198 on Series 2013 Certificates of Obligation
o $142,650 on Series 2013 General Obligation Refunding Bonds
o $252,560 on Series 2014 General Obligation Refunding Bonds
Historical Bond Issuances
• Issuances related to street infrastructure projects:
o $ 2,095,000 Series 2011 Certificates of Obligation
• Issuances related to the construction of Westlake Academy facilities:
o $12,400,000 Series 2002 Certificates of Obligation (refunded)
■ Westlake Academy Phase 1
o $6,410,000 Series 2003 Certificates of Obligation (refunded)
■ Westlake Academy Phase 2
o $7,465,000 Series 2007 General Obligation Refunding Bonds
■ Partial refinance of Series 2002 Certificates of Obligation
o $2,500,000 Series 2008 General Obligation Bonds
■ Westlake Academy Arts & Sciences Building
o $7,375,000 Series 2011 General Obligation Refunding Bonds
■ Partial refinance of Series 2002 and 2003 Certificates of Obligation
o $2,200,000 Series 2013 General Obligation Refunding Bonds
■ Refinance of Series 2008 General Obligation Bonds
o $ 8,500,000 Series 2013 Certificates of Obligation
■ Westlake Academy Expansion
o $ 1,980,000 Series 2014 General Obligation Refunding Bonds
■ Partial refinance of 2003 Certificates of Obligation
*Municipalities frequently refinance debt issuances to take advantage of changes in bond
market interest rates.
20 Year Annual Debt Requirement
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265
Section 8 Debt Service
Debt Service Fund Overview
Debt per Capita
In order to make apples -to -apples comparisons of debt levels between different municipalities,
analysts often use measures like debt per capita, or the amount of governmental debt
outstanding for each resident. Direct debt includes all long-term obligations directly supported by
general revenues and taxes. It does not include interest expense.
Westlake's debt per
capita for FY15/16 is
calculated at
$22,070 and
represents a 13%
decrease of $3K
from the previous
year.
Debt Management Practices
Debt management policies are written guidelines and restrictions that affect the amount and
type of debt issued by a state or local government, the issuance process, and the management
of a debt portfolio.
A debt management policy improves the quality of decisions, provides justification for the
structure of debt issuance, identifies policy goals, and demonstrates a commitment to long-term
financial planning, including a multi-year capital plan.
Adherence to a debt management policy signals to rating agencies and the capital markets that
a government is well managed and should meet its obligations in a timely manner.
Debt levels and their related annual costs are important long-term obligations that must be
managed within available resources. An effective debt management policy provides guidelines
for a government to manage its debt program in line with those resources.
The Town of Westlake debt management policies are reviewed annually and revised as necessary
and address the following:
✓ Direct Debt - debt payable from ad valorem I&S tax, and other available fund of the Town.
✓ Interfund Borrowing - loans for short-term cash flow needs.
266
Section 8 Debt Service
Debt Service Fund Overview
1. Debt Limits - defines specific limits or acceptable ranges for each type of debt. Limits are
generally set for legal, public policy, and financial reasons. For the Town of Westlake there
is no legal limit to debt except by way of a tax rate limit.
a. Legal limits are determined by:
o State constitution and/or law which limit the Town's ad valorem rate.
o Local charter, by-laws, resolution or ordinance, or covenant.
b. Public Policy limits include:
o Purposes for which debt proceeds may be used or prohibited,
o Types of debt that may be issued or prohibited,
o Relationship to and integration with the Capital Improvement Program,
o Policy goals related to economic development, capital improvement
financings, tax increment financing, and public-private partnerships.
c. Financial limits generally reflect policy or other financial resource constraints.
Appropriate debt limits can positively impact
bond ratings, if the government demonstrates i
adherence to such policies over time.
Financial limits are often expressed as ratios
customarily used by credit analysts. Different
criteria for determining credit worthiness i.e.
credit rating). Direct Debt can be measured
or limited by the following ratios
o Debt per capita,
o Debt to personal income,
o Debt to taxable property value
o Debt service payments as a
percentage of general fund revenues or
expenditures.
2. Debt Structuring Practices. Includes specific
policies regarding the debt structuring practices
for each type of bond, including:
o Maximum term (often stated in absolute
terms or based on the useful life of the
asset),
o Average maturity,
o Debt service pattern such as equal
payments or equal principal
DiU You KNOW.
Westlake holds a AA+/stable bond
rating from Standard & Poor's.
Their assessment reflects the Town's
historically strong finances and
management, fund reserves in
excess of 50% of General Fund
expenditures, and Westlake's
participation in the Dallas - Fort
Worth metro area economy.
A strong rating allows Westlake to
keep borrowing costs low.
amortization,
o Use of optional redemption features that reflect market conditions and/or needs
of the government,
o Use of variable or fixed-rate debt, credit enhancements, and short-term debt,
and limitations as to when each can be used, and
o Other structuring practices should be considered such as capitalized interest,
deferral of principal and/or other internal credit support, including general
obligation pledges.
267
Section 8 Debt Service
Debt Service Fund Overview
3. Debt Issuance Practices. Provides guidance regarding the issuance process, which may
differ for each type of debt. These practices include:
o Criteria for determining the sale method (competitive, negotiated, placement)
and investment of proceeds,
o Criteria for issuance of advance refunding and current refunding bonds,
o Selection and use of professional service providers,
o Use of comparative bond pricing services or market indices as a benchmark in
negotiated transactions, as well as to evaluate final bond pricing results, and
o Use of credit ratings, minimum bond ratings, determination of the number of
ratings, and selection of rating services.
4. Debt Issuance Analysis - All consideration of debt issuance for major capital assets will be
prepared within the framework of a Council approved multi-year capital improvement plan and
forecast for all Town facilities and infrastructure.
5. Analysis of Debt Issuance and Debt Issuance Alternatives - Staff will explore alternatives to the
issuance of debt for capital acquisitions and construction projects. These alternatives will include,
but not be limited to,
o grants- in- aid
o use of reserves
o use of either current on-going general revenues or one-time revenues
o contributions from developers and others
o leases
o user fees
o impact fees
6. Use of Debt Financing - The useful life of the asset or project shall, at a minimum, exceed the
payout schedule of any debt the Town assumes.
Debt financing instruments to be considered by the Town may include:
o General obligation bonds - These must be authorized by a vote of the citizens of
Westlake.
o Revenue bonds - These bonds generate capital requirements necessary for
continuation or expansion of a service which produces revenue and for which
the asset may reasonable be expected to provide for a revenue stream to fund
the debt service requirement.
o Certificates of obligation - These can be authorized by Council approval with
debt service by either general revenues or backed by a specific revenue stream
or a combination of both.
o Lease/purchase agreements - These shall only be used to purchase capital
assets that cannot be financed from either current revenues or fund
balance/retained earnings and to fund infrastructure improvements and
additions.
7. Assumption of Additional Debt- The Town shall not assume more tax -supported general purpose
debt than it retires each year without first conducting an objective analysis as to the community's
ability to assume and support additional debt service payments.
Section 8 Debt Service
Debt Service Fund Overview
8. Affordability Targets - The Town shall use an objective multi-year analytical approach to
determine whether it can afford to assume new general purpose debt beyond what it
retires each year. This process shall compare generally accepted standards of affordability
to the current values for the Town. The process shall also examine the direct costs and
benefits of the proposed expenditures. The decision on whether or not to assume new
debt shall be based on these costs and benefits and on the Town's ability to "afford" new
debt as determined by the aforementioned standards. The Town shall strive to achieve
and/or maintain these standards at a low to moderate classification.
9. Debt Structure - The Town shall structure its debt payment schedules for general purpose debt to
ensure level principal repayment schedules. The Town shall not assume any debt with "balloon'
repayment schedules which consist of low annual payments and one large payment of the
balance due at the end of the term. While balloon payment structures minimize the size of debt
payments during the period, they force a large funding requirement on the budget of the final
year. Given the uncertainties of the future, level payment schedules improve budget planning
and financial management.
10. Sale Process - The Town shall use a competitive bidding process in the sale of debt unless the
nature of the issue warrants a negotiated bid. The Town shall award bonds based on a true
interest cost (TIC) basis as long as the financial advisor agrees that the TIC basis can satisfactorily
determine the lowest and best bid.
11. Bond Rating Agencies Presentations - Full disclosure of operations and open lines of
communication shall be made to the bond rating agencies. Town staff, with assistance of
financial advisors, shall prepare the necessary materials and presentation to the bond rating
agencies.
12. Continuing Disclosure - The Town is committed to continuing disclosure of financial and pertinent
credit information relevant to the Town's outstanding securities.
13. Debt Refunding - Town staff and the financial advisor shall monitor the municipal bond market for
opportunities to obtain interest savings by refunding outstanding debt. As a general rule, the
present value savings of a particular refunding should exceed 3.5% of the refunded maturities.
269
Debt Service Fund
Long -Term Debt Summary
SERIES 2014 GO - Refunding
SERIES 2013 GO -Refunding
SERIES 2013 CO (Bldgs Only)
*refunding of 2003
*partial refunding of 2003/2008
Certificates of Obligation
Pymt
Fiscal
No.
Year
3D0,4885D.00. 13
TOTAL
1
2016
2
2017
3
2018
4
2019
5
2020
6
2021
7
2022
8
2023
9
2024
10
2025
11
2026
12
2027
13
2028
14
2029
15
2030
16
2031
17
2032
18
2033
19
2034
20
2035
21
2036
22
2037
23
2038
24
2039
25
2040
26
2041
27
2042
30
2043
226,950 225,765 452,715
TOTAL
Original Issue:
231,400 218,601 450,001
Issue Date:
160,000 2,000 162,000
Rate:
350,000 56,150 406,150
Use:
347,100 200,956 548,056
Issued By:
Debt Service Fund
Long -Term Debt Summary
SERIES 2014 GO - Refunding
SERIES 2013 GO -Refunding
SERIES 2013 CO (Bldgs Only)
*refunding of 2003
*partial refunding of 2003/2008
Certificates of Obligation
funded by 4B Fund/General Fund
funded by 413 Fund/General Fund
funded by 411 Fund/General Fund
30Q 48840 DO 13
3D0,4885D.00. 13
TOTAL
3D0 a884.N 13
300.4885000.13
TOTAL
IDI .4884000.12
30D,48850.00,12
TOTAL
Principal
Interest
Principal
Interest
Principal
Interest
185,000 67,160 252,160
100,000 42,250 142,250
173,550 274,248 447,798
5,000 65,220 70,220
130,000 39,950 169,950
178,000 270,732 448,732
5,000 65,040 70,040
125,000 37,400 162,400
178,000 267,172 445,172
5,000 64,860 69,860
135,000 34,463 169,463
182,450 263,568 446,018
5,000 64,680 69,680
140,000 31,025 171,025
191,350 259,830 451,180
5,000 64,500 69,500
145,000 27,463 172,463
191,350 255,525 446,875
5,000 64,320 69,320
145,000 23,838 168,838
200,250 250,630 450,880
5,000 64,140 69,140
150,000 20,375 170,375
204,700 245,056 449,756
5,000 63,960 68,960
145,000 17,130 162,130
213,600 238,781 452,381
5,000 63,780 68,780
155,000 13,830 168,830
213,600 232,373 445,973
5,000 63,600 68,600
165,000 10,063 175,063
226,950 225,765 452,715
5,000 63,420 68,420
160,000 6,000 166,000
231,400 218,601 450,001
5,000 63,240 68,240
160,000 2,000 162,000
240,300 210,936 451,236
350,000 56,150 406,150
- - -
347,100 200,956 548,056
360,000 41,950 401,950
360,450 188,574 549,024
375,000 27,250 402,250
369,350 175,803 545,153
395,000 9,874 404,874
529,550 158,748 688,298
- - -
280,350 142,550 422,900
293,700 131,069 424,769
307,050 119,054 426,104
320,400 106,505 426,905
329,300 94,129 423,429
342,650 81,950 424,600
356,000 69,287 425,287
369,350 55,447 424,797
382,700 40,406 423,106
400,500 24,742 425,242
-
418,300 8,366 426,666
$1,725,000
$973,144
$2,698,144
$1,855,000
$305,785
$2,160,785
$8,032,250
$4,810,803
$12,843,053
$1,910,000
$2,200,000
$8,500,000
January 7, 2014
April 2013
April 2013
3.47%
2.23%
3.42%
Refunding of 2003
Refunding of 2008 (A&S Building)
WA Expansion / Ground Storage Tank
US Bank
US Bank
US Bank
270
Debt Service Fund
Long -Term Debt Summary
SERIES 2011 CO
SERIES 2011 GO -Refunding
SERIES 2007 GO -Refunding
Certificates of Obligation
*partial refunding of 2002/2003
*partial refunding of 2002
Pynnt
Fiscal
No.
Year
300,x8850.00.11
TOTAL
1
2016
2
2017
3
2018
4
2019
5
2020
6
2021
7
2022
8
2023
9
2024
10
2025
11
2026
12
2027
13
2028
14
2029
15
2030
16
2031
17
2032
18
2033
19
2034
20
2035
21
2036
22
2037
23
2038
24
2039
25
2040
26
2041
27
2042
30
2043
670,000 219,608 889,608
TOTAL
Original Issue:
700,000 192,808 892,808
Issue Date:
290,000 5,800 295,800
Rate:
136,000 18,050 154,050
Use:
760,000 134,695 894,695
Issued By:
Debt Service Fund
Long -Term Debt Summary
SERIES 2011 CO
SERIES 2011 GO -Refunding
SERIES 2007 GO -Refunding
Certificates of Obligation
*partial refunding of 2002/2003
*partial refunding of 2002
funded by DS 300 Property Tax
funded by 46 Fund/General Fund
funded by 4B Fund/General Fund
300.488x0.00.11
300,x8850.00.11
TOTAL
300,48840.00.10
300,48850.00.10
TOTAL
300.488x000.01
-
TOTAL
Principal
Interest
Principal
Interest
Principal
Interest
100,000 54,503 154,503
100,000 212,400 312,400
410,000 291,983 701,983
75,000 79,475 154,475
275,000 207,275 482,275
425,000 276,608 701,608
79,000 75,625 154,625
700,000 192,650 892,650
40,000 259,608 299,608
83,000 71,575 154,575
715,000 171,425 886,425
40,000 258,008 298,008
87,000 67,325 154,325
730,000 149,750 879,750
45,000 256,408 301,408
91,000 62,875 153,875
750,000 127,550 877,550
50,000 254,608 304,608
96,000 58,200 154,200
770,000 104,750 874,750
55,000 252,608 307,608
101,000 53,275 154,275
790,000 81,350 871,350
60,000 250,408 310,408
106,000 48,100 154,100
820,000 55,150 875,150
65,000 248,008 313,008
111,000 42,675 153,675
260,000 36,250 296,250
645,000 245,408 890,408
117,000 36,975 153,975
260,000 27,150 287,150
670,000 219,608 889,608
123,000 30,975 153,975
275,000 17,100 292,100
700,000 192,808 892,808
129,000 24,675 153,675
290,000 5,800 295,800
730,000 164,808 894,808
136,000 18,050 154,050
- - -
760,000 134,695 894,695
143,000 11,075 154,075
790,000 103,345 893,345
150,000 3,750 153,750
825,000 70,560 895,560
- - -
855,000 35,910 890,910
$1,727,000
$739,128
$2,466,128
$6,735,000
$1,388,600
$8,123,600
$7,165,000
$3,515,383
$10,680,383
$2,095,000
$7,375,000
$7,465,000
March 29, 201 1
December 29, 201 1
March 15, 2007
4.12%
2.58%
4.19%
Various street projects
Partial refunding of 2002 & 2003
Partial refunding of Series 2002
Independent Bank
US Bank
US Bank
271
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272
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274
Westlake Academy
915,796
Local Revenues
Program Summary - General Fund
TEA - Available School Funds
167,900
Fiscal Year 2015/2016
4,697,314
TEA - I B Training (15 Teachers)
-
TRS On-behalf/Medicare Part B
Adopted
Estimated
Adopted
FY 15/16 Adopted
0%
Actual
Budget
Budget
Budget
vs
0%
FY 13/14
FY 14/15
FY 14/15
FY 15/16
FY 14/15 Estimated
REVENUES & OTHER SOURCES
915,796
Local Revenues
$ 1,369,832
TEA - Available School Funds
167,900
TEA - FSP Funds
4,697,314
TEA - I B Training (15 Teachers)
-
TRS On-behalf/Medicare Part B
325,094
-
0%
0%
0%
0%
0%
0%
0%
0%
7,554,617
7,570,239
Total Revenues
6,560,140
Other Sources
239,009
Total Other Sources
239,009
TOTAL REVENUES & OTHER SOUR
EXPENDITURES & OTHER USES
61 Payroll Related & Benefits
62 Professional & Contracted Services
63 Supplies and Materials
64 Other Operating Costs
65 Debt Service
Other Uses
Total Other Uses
TOTAL EXPENDITURES & OTHER USES
4,911,121
910,036
621,114
287,869
3,733
6,733,873
6,733,873
$ 1,648,720
222,779
5,671,950
6,750
391,427
7,941,626
45,000
45,000
7,986,626
5,912,800
940,445
483,115
424,741
90,565
7,851,666
45,000
45,000
7,896,666
915,796
$ 1,663,805 $
1,628,365
172,854
172,854
5,280,952
5,532,180
361,468
432,559
328,286
365,625
-
0%
0%
0%
0%
0%
0%
0%
0%
7,554,617
7,570,239
7,445,897
7,699,024
45,000
45,000
45,000
45,000
897
7,744,024
$ 1,648,720
222,779
5,671,950
6,750
391,427
7,941,626
45,000
45,000
7,986,626
5,912,800
940,445
483,115
424,741
90,565
7,851,666
45,000
45,000
7,896,666
915,796
5,431,205
5,523,798
1,032,369
1,093,539
645,390
429,779
361,468
432,559
84,186
90,565
-
0%
0%
0%
0%
0%
0%
0%
0%
7,554,617
7,570,239
45,000
45,000
45,000
45,000
7,599,617
7,615,239
$ 1,648,720
222,779
5,671,950
6,750
391,427
7,941,626
45,000
45,000
7,986,626
5,912,800
940,445
483,115
424,741
90,565
7,851,666
45,000
45,000
7,896,666
EXCESS REVENUES OVER(UNDER) EXPENDITURES 65,277 1 (108,720) 128,785 89,960 (38,825) -307.
FUND BALANCE, BEGINNING 959,240
FUND BALANCE, ENDING 1,024,516
Restricted/Assigned/Committed Funds -
UNASSIGNED FUND BALANCE, ENDING 1,024,516
# of Operating Days 56
Funds
A Technology/FFE
A uniform/Equipment Replacement
[TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS
275
1,024,516 1,024,516
915,796
$ 20,355
1%
49,925
29%
139,770
3%
6,750
100%
25,802
7%
-
0%
0%
0%
0%
0%
0%
0%
0%
281,427
0%
242,602
3%
-
0%
0
0%
242,602
3%
EXCESS REVENUES OVER(UNDER) EXPENDITURES 65,277 1 (108,720) 128,785 89,960 (38,825) -307.
FUND BALANCE, BEGINNING 959,240
FUND BALANCE, ENDING 1,024,516
Restricted/Assigned/Committed Funds -
UNASSIGNED FUND BALANCE, ENDING 1,024,516
# of Operating Days 56
Funds
A Technology/FFE
A uniform/Equipment Replacement
[TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS
275
1,024,516 1,024,516
915,796
389,003
7%
(153,094)
-14%
53,336
12%
(7,818)
-2%
0%
0%
0%
0%
0%
0%
0%
0%
0%
281,427
4%
-
0%
0
0%
281,427
4%
EXCESS REVENUES OVER(UNDER) EXPENDITURES 65,277 1 (108,720) 128,785 89,960 (38,825) -307.
FUND BALANCE, BEGINNING 959,240
FUND BALANCE, ENDING 1,024,516
Restricted/Assigned/Committed Funds -
UNASSIGNED FUND BALANCE, ENDING 1,024,516
# of Operating Days 56
Funds
A Technology/FFE
A uniform/Equipment Replacement
[TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS
275
1,024,516 1,024,516
915,796
1,153,303
130,000
136,350
785,796
1,016,953
38
49
125,000 125,000
5,000 11,350
1,153,303
1,243,263
136,350
1,106,913
51
125,000
11,350
$ 136,350
128,787 13%
89,960
8%
-
0%
89,960
9%
2.43
5%
0%
0%
0%
Section 9 Westlake Academy
Westlake Academy Overview
Founded in 2003, Westlake Academy is an open enrollment charter school that is owned and
operated by the Town of Westlake. The Academy is the Town's largest operating department,
and is required under state law to publish a separate budget document. The Westlake
Academy Fund was incorporated into the Town's budget structure in FY2010/11 in order to
capture the total cost of municipal programs and services in a single document.
Note that revenues and expenditures are aligned with the school fiscal year, which begins on
September 1 and ends on August 31.
For detailed information concerning Academy revenues and expenditures, see Westlake
Academy's 2015/16 operating budget, available online at www.westlakeacademy.org.
Revenues and Other Sources
• General Fund FY 2015/16 adopted revenues and other sources are $7,986,626.
Expenditures and Other Uses
• General Fund FY 2015/16 adopted expenditures and other uses total $7,896,666.
Fund Balance
• FY 2015/16 ending fund balance is projected to be $1,246,263.
61
Sale
75%
62XX
Contracted Services
12%
63XX
Materials
'/U
276
64XX
Other Operating Costs
6%
65XX
Debt Service
1%
Section 9 Westlake Academy
Excerpt from Westlake Academy Budget
EXECUTIVE SUMMARY
As Superintendent of Westlake Academy, and in tandem with the administrative teams for both municipal
and academic services, I am submitting for your consideration the Budget for FY 2015/16. Westlake
Academy has faced a number of challenges over the last several years, including decreased state funding,
increased rigor in state assessments, recruitment and retention of legacy teachers, facility expansion, and
unprecedented growth. The students, staff, and faculty have shown an enormous amount of resiliency and
determination to continually hold to our vision and rise to any challenge we have faced. It is with this in
mind that we present this year's budget theme, "Dream... Create... Achieve: Building a Collective Legacy of
Excellence."
This budget encompasses all teaching and extra -curricular operating expenditures as well as State public
school funding and private donations used to support the daily school operations of Westlake Academy.
The FY 2015/16 General Fund budget totals $7,851,666, representing a 4% increase from the prior year
primarily due to growth in staffing and instructional supplies and materials. Increases in FY 15/16 salary
related expenditures include the direct and indirect costs associated with the addition of 4.10 full-time
equivalent positions, increases in unemployment insurance and other employer contributions, and a
realignment of the salary scale that will enhance our teacher recruiting and retention efforts.
Even with the proposed 4% rise in expenditures, this year's budget increases fund balance by $89,960 for an
ending balance of $1,106,911 which includes assigned funds to Technology and Uniform/Equipment
Replacement. The daily operation of the Academy is made possible through our partnerships with the
Town, Westlake Academy Foundation, and our affiliate groups. With their assistance, the Academy will be
able to balance the budget beyond the five-year forecast.
As mentioned above, one of the challenges we have recently faced is a reduction in state allocated
funding for student education. We are pleased to report that we anticipate state public education funding
will increase slightly over the levels of 2014/15, by approximately $60 per student.
F GENERAL FUND
Estimated
BUDGET SUMMARY
FY 2014/2015
Revenues
$ 7,699,024
Expenditures
(7,570,239)
Other Resources
45,000
Other Uses
(45,000)
EXCESS REVENUES OVER(UNDER) EXPENDITURES
128,785
FUND BALANCE BEGINNING
1,024,517
FUND BALANCE ENDING
1,153,301
Assigned
(136,350)
FUND BALANCE ENDING (Unassigned)
$ 1,016,952
# Days Operating (Based on 365)
49
Daily Operating Expenditure
$20,740
Adopted
$ Increase
% Increase
FY 2015/2016
(Decrease)
(Decrease)
$ 7,941,626
$ 242,602
3%
(7,851,666)
(281,427)
4%
45,000
0%
(45,000)
0%
89,960
(38,825)
-30%
1,153, 302
128,785
13%
1,243,262
89,960
8%
(136,350)
-
0%
$ 1,106,912
$ 89,960
9%
51
2
5%
$21,511
$771
4%
As part of the Academy's unique financial structure the Town of Westlake is responsible for debt service
payments associated with Westlake Academy's capital infrastructure. The Town's Debt Service Fund is used
to manage debt service payments, and Academy debt is accounted for in the annual municipal budget.
In addition, the Academy operates under a shared services model whereby the Town provides HR,
Financial, Facilities, and Administrative support services to the Academy. General maintenance and
replacement of infrastructure and equipment is also expensed to the Town's budget. The total cost of
academic services is summarized below:
277
Section 9 Westlake Academy
Excerpt from Westlake Academy Budget
With the projected addition of 20 students, total enrollment will rise to 832 this school year, putting the
Academy at full capacity in accordance with the adopted Facility Master Plan. Enrollment numbers are
expected to remain at this level until additional financial resources become available and the Board of
Trustees approves Phase II of the Facility Master Plan. Note that there are no major capital projects
budgeted or planned through FY 18/19, and that future Academy capital projects discussed in the Town of
Westlake's Capital Improvement Plan are currently unfunded, under discussion only.
Over the last year, many hours have been spent to further develop our vision of the future, determining the
best opportunities that lay before us to help us accomplish our mission and truly become the "shining school
on the hill." While we have many successes to celebrate, we are constantly striving to improve the
Academy through multiple avenues, including getting the right people on the bus, making sure that we are
consistently taking measure of our course, and making adjustments as we move towards our goal; it is
through our talented faculty, staff, students, and their supportive families, that we are able to unfailingly rise
to challenges and hold to our vision.
On behalf of our entire learning community, I would like to thank the Board for their leadership, dedication
to excellence, and their support in making Westlake Academy and the Town of Westlake a truly shining
example of what can be accomplished when people come together with a common purpose: great
things can happen!
As with all good teams, it becomes necessary to draw attention to performers who go above and beyond
to make sure we accomplish our goals. I would like to recognize the hard work of the Academic and
Municipal Leadership Teams, and specifically Debbie Piper, Jaymi Ford, and Dr. Mechelle Bryson for their
efforts in completing this award winning document. I know with the team we have in place, we will "build
a collective legacy of excellence."
Thomas E. Brymer
Town Manager/Superintendent Westlake Academy
278
Estimated
Adopted
Academic & Municipal Costs
FY 2014/15
FY 2015/16
WA Operating Expenditures
$ 8,130,181
$ 8,288,953
Municipal -Transfer to WA Operating Budget
300,000
300,000
Total Academic Costs
8,430,181
8,588,953
Annual Debt Service Payments
1,859,274
1,858,591
Major Maintenance and Replacement
361,800
227,330
Indirect Operating Costs (Shared Services)
579,537
579,492
Total Municipal Costs
2,800,611
2,665,413
Total Academic and Municipal Costs
$ 11,230,792
$ 11,254,366
With the projected addition of 20 students, total enrollment will rise to 832 this school year, putting the
Academy at full capacity in accordance with the adopted Facility Master Plan. Enrollment numbers are
expected to remain at this level until additional financial resources become available and the Board of
Trustees approves Phase II of the Facility Master Plan. Note that there are no major capital projects
budgeted or planned through FY 18/19, and that future Academy capital projects discussed in the Town of
Westlake's Capital Improvement Plan are currently unfunded, under discussion only.
Over the last year, many hours have been spent to further develop our vision of the future, determining the
best opportunities that lay before us to help us accomplish our mission and truly become the "shining school
on the hill." While we have many successes to celebrate, we are constantly striving to improve the
Academy through multiple avenues, including getting the right people on the bus, making sure that we are
consistently taking measure of our course, and making adjustments as we move towards our goal; it is
through our talented faculty, staff, students, and their supportive families, that we are able to unfailingly rise
to challenges and hold to our vision.
On behalf of our entire learning community, I would like to thank the Board for their leadership, dedication
to excellence, and their support in making Westlake Academy and the Town of Westlake a truly shining
example of what can be accomplished when people come together with a common purpose: great
things can happen!
As with all good teams, it becomes necessary to draw attention to performers who go above and beyond
to make sure we accomplish our goals. I would like to recognize the hard work of the Academic and
Municipal Leadership Teams, and specifically Debbie Piper, Jaymi Ford, and Dr. Mechelle Bryson for their
efforts in completing this award winning document. I know with the team we have in place, we will "build
a collective legacy of excellence."
Thomas E. Brymer
Town Manager/Superintendent Westlake Academy
278
Section 9 Westlake Academy
Excerpt from Westlake Academy Budget
THE HISTORY OF WESTLAKE ACADEMY
In 2002, the Town of Westlake successfully petitioned the Texas Education Agency (TEA) to establish a
municipally operated open -enrollment charter school under Subchapter D, Chapter 12 of the Texas
Education Code (TEC). Charter schools are public schools that are operated under a contract called a
charter. Contracts are issued by an authorizing agent(s) in each state as determined by the state
legislature. In Texas, the Texas Education Agency (TEA) acts as the authorizing body. In September of 2003,
the Academy opened its doors for the first time, becoming the only municipally operated charter school in
the State of Texas. The Academy is considered the largest operating department of the Town of Westlake
and receives both financial and personnel support services from the municipality.
The officials who pioneered the school decided to follow another bold path by aligning Westlake Academy
with the globally recognized and acclaimed International Baccalaureate (IB) curriculum. The International
Baccalaureate Organization is a non-profit educational foundation based in Geneva, Switzerland that
offers four highly respected programmes of international education that develop the intellectual, personal,
emotional and social skills needed to live, learn, and work in a rapidly globalizing world. Leading universities
and government organizations recognize an IB education as excellent preparation for success in higher
education, future careers, and personal life. In fact, colleges actively recruit IB graduates, frequently
offering them creditor advanced standing for their IB coursework. Students who earn an IB diploma are
equipped with the knowledge, skills, and abilities to compete with students around the world. IB instruction is
currently being provided in over 900 schools nationwide and over 2,300 in 128 countries worldwide.
7_7%%*V'M -7
0
279
Section 9 Westlake Academy
Excerpt from Westlake Academy Budget
Westlake Academy became an IB World School in 2006 after it was authorized to offer the Primary Years
Programme (grades K-5); further accreditation followed in 2007 with the Middle Years Programme (grades 6-
10), and 2008 with the Diploma Programme (grades 1 1-12), making it the first school in Texas and fifth school
in the United States to offer all three IB programmes and a truly world class K-12 education. The Academy
graduated its first MYP class in 2008, followed by the first DP graduates in 2010.
The land and buildings that comprise the Westlake Academy campus are owned by the Town of Westlake.
The campus is located on 23 acres adjacent to J.T. Ottinger Road, near the intersection of State Highways
114 and 170. The original campus included three stand-alone academic buildings with 29 classrooms,
administrative offices, restrooms, a library, a breakout area, a performance hall, dining and kitchen area,
locker rooms, and a gym, totaling 52,600 square feet. The Sam and Margaret Lee Arts & Sciences Center
opened in August of 2009, adding another 8,400 square feet of building space to the campus. This facility
includes one art room, two science labs, five offices, a workroom, conference room, restrooms and a
breakout space. Three portable classroom buildings were placed into service in the fall of 2013 to
accommodate enrollment growth, followed by an addition three in the fall of 2014. Phase One of the
Facility Master Plan was completed in FY 14/15, adding three new buildings and approximately 38,000
square feet, including a classroom building with additional administrative office space, a multi-purpose hall
that serves as both a cafeteria and gymnasium, and a field house that includes a classroom, weight room,
locker room and showers, and storage space.
ie
Section 9 Westlake Academy
Excerpt from Westlake Academy Budget
BUDGET DOCUMENT STRUCTURE
The goal of the budget document is to provide timely, transparent information concerning the past, current,
and projected financial status of the Academy. The budget is a holistic planning document used in concert
with our strategic plan to facilitate decisions that support the educational goals and strategic objectives of
the Academy. Discussion and review of the information contained in both the strategic plan and the
budget document consistently leads to operational and educational improvements that impact the
students and parents of Westlake Academy.
The development, review, and consideration of the 2015/16 Governmental Fund budgets (the General Fund
and Special Revenue Funds) were completed with a detailed and exhaustive review of every revenue and
expenditure item within the context of the Academy's Vision, Mission and Values statements, strategic
planning efforts, and Board policy. The Board of Trustees provides governance and policy direction, while
the Superintendent, finance department and campus and administrative staff develop the budget
document for the Board's review. Staff reviews each existing expenditure request and the proposed
allocations for the coming school year and asks "is this the best use of public funds?"
The budget document and the year-end comprehensive annual financial audit are the primary vehicles
through which the Academy's financial plans are presented. The budget document is organized into the
following sections:
• Executive Summary - Introduces the reader to the document as a whole. It highlights important
information contained in the budget. Users rely on this section to get an overview of what they can
expect to find in the rest of the document.
• Organizational Section - Provides the context and framework within which the budget is developed
and managed. This section includes the Academy's organizational and financial structure as well as
the controls that direct and regulate the development and administration of the budget.
• Financial Section - Presents the heart of the Academy's budget document. The adopted budget is
presented as a series of financial schedules along with past budget figures and future projections.
• Informational Section - Contains additional information about the Academy, including descriptions
of the IB curriculum and programmes, enrollment and employment figures, testing and performance
scores, benchmark data, academic achievements, and other miscellaneous data.
Na
Section 9 Westlake Academy
Excerpt from Westlake Academy Budget
BOARD MEMBERS AND ADMINISTRATION
The Westlake Academy Board of Trustees consists of five trustees and the Board President. Each member of
the Board serves a two year term with two members and the president being elected on alternate years.
Several members of the Westlake Academy Leadership Team operate under a shared service agreement
with the Town of Westlake and serve dual roles.
Laura
Wheat
Board President
BOARD OF TRUSTEES
Alesa Michael Rick
Belvedere Barrett Rennhack
Carol Wayne
Langdon Stoltenberg
________________________Board of Trustees--_-----------_-___-------
WESTLAKE ACADEMY LEADERSHIP TEAM
*Thomas E. Brymer Dr. Mechelle Bryson
Superintendent of Schools Executive Principal
*Amanda DeGan
Assistant Town Manager
*Debbie Piper
_ Director of Finance
*Troy Meyer
Director of Facilities
*Jason Power
Director of Information Technology
*Ginger Awtry
Director of Communications &
Community Affairs
*Todd Wood
Director of Human Resources and
Admin Services
*Asterisk denotes shared services
personnel between the academic
and municipal service teams of
the Town of Westlake.
WITITIM-711,i
Assistant Principal and Director of
Athletics
Stacy Stoyanoff
DP Principal
Dr. Andra Barton
Middle Years Principal
Terri Watson
MYP Coordinator
282
Rod Harding
Primary Years Principal
Alison Schneider
PYP Coordinator
Jennifer Furnish
Student Services Administrator
Dr. Shelly Myers
Executive Director of the WAF
& Director of Development
Section 9 Westlake Academy
Excerpt from Westlake Academy Budget
WESTLAKE ACADEMY MISSION, VISION & VALUES
Founded in 2003 with a mission to achieve academic excellence and develop life-long learners who
become well-balanced, responsible global citizens, Westlake Academy is the first and only
municipally -owned charter school in the State of Texas. The Academy is the fifth school of only ten in
the United States, and the only public school, to offer the full IB curriculum for grades K-12.
During this year's budget retreat great care and consideration was given to the mission and vision of
the Academy and the impact that these have on both the long-term goals of the Academy and its
day-to-day operation. The vision and mission statements represent the outcome of this discussion
and evidence the Board's continued dedication to academic excellence and personal
achievement. The values statements are currently being reviewed by the Board and are listed here
for reference only.
MISSION
"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."
10.
�� �• VISION
"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 -
VALUES
Maximizing Personal Development
Academic Excellence
• Respect for Self and Others
Personal Responsibility
Compassion and Understanding
DESIRED OUTCOMES
The following desired outcomes summarize the goals and objective
established by the Board of Trustees and leadership staff at the Acade
High Student Achievement
Strong Parent & Community Connections
Financial Stewardship & Sustainability
Student Engagement -Extracurricular Activities
Effective Educators & Staff
283
Section 9 Westlake Academy
Excerpt from Westlake Academy Budget
BUDGET FRAMEWORK
GOVERNING AND MANAGING FOR OUTCOMES
The budget document is but one part of a system designed to link together critical governance and
management decision making tools. This system is called "Governing and Managing for Outcomes" and is
designed to integrate:
• Strategic planning
• Five (5) year financial forecasting, budgeting, and performance measurement linked to priorities,
objectives, and outcomes
• Reporting to monitor progress in outcome achievement and accountability for results
• Aligning human and financial resources to prioritized outcomes and objectives
• Long term approach to ensure financial sustainability
• Working within Board adopted financial policies for the Academy
• Maintaining core services
BALANCED SCORECARD SYSTEM
The Academy is in the process of designing a strategic planning and performance management framework
based on the Balanced Scorecard system. The Balanced Scorecard is a strategic planning and
management tool that is used extensively in business and industry, government, and nonprofit organizations
worldwide to align operational activities to the vision and strategy of the organization, improve internal and
external communications, and monitor organization performance against strategic goals.
The Balanced Scorecard provides a systematic way to answer the questions:
1. What are we trying to accomplish?
2. Are we doing the right things?
3. If we are doing the right things, are we doing them efficiently and effectively?
STRATEGIC PLANNING & X4NAGEMENT
WTTTT A BALANCED SCORECARD
STRATEGIC
ALTITUDE
1 30,000 ft.
2x,000 ft.
MISSION
VISION
STRATEGIC
THEMES & RESULTS
STRATEGIC PERSPECTIVES
15,000 ft./� STRATEGIC 0aiECTIVEs
A & STRATEGY MAP
PERFORMANCE MEASURES ANIS TARGETS
Ground 1A STRATEGIC INITIATIVES
Level Am
284
Section 9 Westlake Academy
Excerpt from Westlake Academy Budget
BUDGET PROCESS
Projecting the budget allocations of the Academy is a continual process that responds to the changing
needs of the Academy students and staff as well as variations in the fiscal environment such as the reduced
State funding from FY 09/10. The development of the Academy budget for fiscal year 15/16 began with the
Westlake Board of Trustees meeting that was held in May of 2015. Following is a summary of the main steps
taken in preparation of the adopted budget:
• Board of Trustee Budget Review - The Board of Trustees regularly receives quarterly budget updates,
some of which are detailed in the trend analysis and the five-year financial forecast discussed later in
this document. Upon receipt of the adopted annual budget, the Board holds budget workshops to
review adopted changes, their associated outcomes for the next fiscal year, as well as their impact
in a five (5) year financial forecast.
• Budget Adoption - The Board of Trustees conducts the required public meeting and adopts the
budget in August prior to beginning the fiscal year which runs from September 1 st to August 31 st.
• Budget Amendments - The Final Amended Budget for the Year Ending August 31, 2015, will be
submitted at the August 2015 Board meeting. It will reflect all amendments previously approved by
the Board of Trustees plus any final amendments. Often, these amendments influence the shaping of
the current budget as actual trends in revenues and expenditures are realized and accounted for at
that time.
• Academy Approach - The Academy approach to balancing the combination of fast student growth
in a restricted funding environment along with increasing academic standards requires that the
budget process be instructionally driven and guided by the Academy's Strategic Plan. During the
budget development process the staff reviewed all revenues and expenditures and focused on
aligning the allocation of resources, both personnel and financial, with the accomplishment of
established goals and outcome objectives contained in our Strategy Map.
• Budget Calendar - The Budget Process covers the financial cycle starting with budget planning and
ending with the audited annual financial report.
Timeline Description of Activities
October thru Strategic Plan review and development occurs
December Annual financial audit
December Westlake Academy Instructional Leadership Team (ILT) begins
planning upcoming budget
January thru ILT meets with WA affiliates for joint planning
March Review/Develop CIP, Five Year Projection & Personnel Cost Estimates
April Develop improvement plans for each grade level/dept.
May
Strategic Plan preparation process occurs; preliminary budgets
developed
May
BOT Budget Retreat
June
Current budget review; budget amendments for current year if
necessary
August
BOT consideration/adoption of Westlake Academy Budget for
Upcoming School Year
285
Section 9 Westlake Academy
Excerpt from Westlake Academy Budget
SUMMARY OF MAJOR BUDGET COMPONENTS
REVENUES
The revenues received by Westlake Academy are classified into one of three broad categories: State,
Federal and Local.
• State funding is the Academy's largest revenue source, making up over 78% of total revenues. Staff
estimates that aid received through the State's Foundation School Program (FSP) in FY 15/16 will be
approximately $7,085 per student; this represents a small (less than l%) increase from FY 14/15.
• Local funding consists of two major sources, the Town of Westlake and the Westlake Academy
Foundation (WAF). The Town provides administrative, HR, facilities, and financial services for the
Academy and is responsible for all debt service payments relating to Academy facilities and
infrastructure. The Foundation is an independent, non-profit organization that raises funds through
donations and various fundraising efforts. Annual fundraising activities include the Blacksmith
Campaign, which is used to close the funding gap between State allocations and school needs. The
Blacksmith Campaign is directed towards the parents of Academy students and tries to leverage
individual donations with employers who have charitable matching programs. The Blacksmith
Campaign is held each year in the month of October with the goal of raising $2,500 per student.
• Federal funding is received through grants that support special education and accounts for
approximately one percent (1 %) of revenues for all funds.
EXPENDITURES & SHARED SERVICES MODEL
Compensation and benefits are Westlake Academy's largest operating cost. In FY 15/16, staff recommends
a realignment of the salary scale, following Board policy which states a desire to maintain the median salary
within three percent (3%) of the districts surveyed for market comparison purposes. This realignment would
result in an average salary increase of 3.9% from FY 14/15. Pay steps furthest from the estimated market
median would be increased by up to 5.52%. The pay steps furthest from the market median are primarily in
years 0-7, and will consequently require larger adjustments to realize our desired market position. The
increase equals approximately $130,500 with an additional $12,500 in insurance increases. Realignment of
the salary scale will be a valuable tool in the Academy's recruiting and retention effort.
Administrative, financial, human resources and facilities services are provided by the Town of Westlake
under a shared services model. These service costs were previously booked to the Westlake Academy
operating budget, but were removed from the operating budget in the FY 12/13 school year. The following
table illustrates indirect operating costs which are booked to the Town of Westlake's General Fund and Debt
Service Fund.
6 Academic & Municipal Costs
Operating Expenditures
Municipal -Transfer to WA Operating Budget
Total Academic Costs
Annual Debt Service Payments
Major Maintenance and Replacement
Indirect Operating Costs (Shared Services)
Total Municipal Costs
Total Academic & Municipal Costs
Number of Students
Cost per Student
Section 9 Westlake Academy
Excerpt from Westlake Academy Budget
Estimated
FY 2014/15
$ 8,130,181
300,000
8,430,181
1,859,274
361,800
579,537
2,800,611
$ 11,230,792
812
Adopted
FY 2015/16
$ 8,288,953
300,000
8,588,953
1,858,591
227,330
579,492
2,665,413
$ 11,254,366
832
$Increase
(Decrease)
$ 158,772
$ 13,831 $ 13,527 $
158,772
(683)
(134,470)
(45)
(135,198)
23,574
20
(304)
DEBT SERVICE & CAPITAL EXPENDITURES
% Increase
(Decrease)
1.95%
0.00%
1.88%
-0.04%
-37.17%
-0.01%
-4.83%
0.21%
2.46%
-2.20%
The Town of Westlake is responsible for debt service payments associated with Westlake Academy's capital
infrastructure. The Town's Debt Service Fund is used to manage payments, and Academy debt is
accounted for in the annual municipal budget. Approximately $30M in debt has been issued since 2002 to
develop Academy facilities; this debt will be fully retired in 2043. The average annual debt service for
Academy facilities paid by the Town of Westlake is approximately $1.856M.
FY 15/16 debt service payments related to the construction of Westlake Academy facilities include:
• $702,383 on Series 2007 General Obligation Refunding Bonds
• $312,800 on Series 2011 General Obligation Refunding Bonds
• $448,198 on Series 2013 Certificates of Obligation
$142,650 on Series 2013 General Obligation Refunding Bonds
$252,560 on Series 2014 General Obligation Refunding Bonds
For more information, see Town of Westlake FY 15/16 Annual Municipal Budget, available online at
www.westlake-tx.org.
Section 9 Westlake Academy
Excerpt from Westlake Academy Budget
FINANCIAL SUMMARY
The budget is developed within the guidelines established by the Texas Education Agency and is organized
into a series of accounts called funds. The total revenue for all funds of the Academy is estimated to be
$8,279,913 and total expenditure appropriations amount to $8,288,953.
The following schedules present a comparison of revenues and expenditures for all Governmental Funds in
the Academy's Budget. A public school operating budget is legally required to include the Academy's
General, Debt Service, and Food Service Funds. However, the Academy does not maintain a Food Service
Fund or a Debt Service Fund, so the General Fund is the only legally adopted fund. For informational
purposes only, budgets for Special Revenue Funds are included throughout the presentation.
REVENUE SUMMARY — ALL GOVERNMENTAL FUNDS
The largest revenue source for Westlake Academy is State Foundation School Program funding which makes
up approximately three-quarters of All Governmental fund revenues.
All Governmental Funds
KE
Federal Program
Revenues
288
Local Revenues
21%
Audited
Audited
Audited
Adopted
Estimated
Adopted
FY 11/12
FY 12/13
FY 13/14
Budget
Budget
Budget
FY 14/15
FY 14/15
FY 15/16
Local Revenues
$ 1,237,004
$ 1,158,045
$ 1,636,975
$ 1,71 1,305
$ 2,132,698
$ 1,754,220
State Revenues
4,362,921
4,696,540
5,269,641
5,782,092
6,104,248
6,435,693
Federal Revenues
152,351
81,958
80,103
73,896
162,270
90,000
L$
5,752,276
$ 5,936,543
$ 6,986,719
$ 7,567,293
$ 8,399,215
$ 8,279,913
All Governmental Funds
KE
Federal Program
Revenues
288
Local Revenues
21%
Section 9 Westlake Academy
Excerpt from Westlake Academy Budget
EXPENDITURES BY FUNCTION - ALL GOVERNMENTAL FUNDS
The largest expenditure category is Payroll & Related items which makes up approximately three-quarters of
all Governmental fund expenditures.
1I
11
12
X13
21
23
31
33
35
36
41
51
52
53
61
71
81
ml.
Instructional
Resources & Media
Staff Development
Instructional Leadership
School Leadership
Guidance & Counseling
Health Services
Food Services
Co -Curricular/ Extra. Activities
Administrative
Maintenance & Operations
Security & Monitoring Services
Data Processing
Community Services
Debt Service
Facility Acquisition/Construction
65XX - Deb
1%
Audited Audited Audited
FY 11/12 FY 12/13 FY 13/14
$3,170,372
89,129
74,656
135,962
347,515
232,419
60,917
11,517
131,972
675,763
596,913
173,587
76,880
15,960
$5,793,561
$3,458,116
57,784
130,442
93,964
341,039
244,900
58,208
125,139
363,548
614,042
160,695
86,845
27,930
$5,762,652
$4,264,664
57,884
148,356
165,116
597,075
282,334
61,890
152,261
389,673
733,367
177,063
113,995
3,733
Adopted
Budget
FY 14/15
$4,621,940
66,252
129,589
237,967
660,620
246,539
68,711
500
171,255
343,835
956,091
105,015
110,824
84,186
Estimated
Budget
FY 14/15
$4,725,156
68,452
220,260
260,737
724,498
280,169
69,585
164,461
353,992
950,567
700
111,015
110,024
90,565
Adopted
Budget
FY 15/16
$4,906,188
74,801
197,590
264,259
801,866
205,230
66,617
171,774
306,986
915,068
5,695
169,678
112,638
90,565
$7,147,411 $7,803,324 $8,130,180 $8,288,953
5% Materials
9°%
0
I Governmental Funds
Expenditures
by Object
Contracted
ervices
12%
Section 9 Westlake Academy
Excerpt from Westlake Academy Budget
INDIVIDUAL FUND SUMMARY
GENERAL FUND
The General Fund is a governmental fund with budgetary control which is used to show transactions resulting
from operations of on-going organizations and activities from a variety of revenue sources.
Revenue & Expenditure Comparison
(shown in millions)
$
$6.56 $6.73 7.70 $7.57
FY 11/12 FY 12/13 FY 13/14 FY 14/15
$7.94 $7.85
11
FY 15/16
Total Revenues
Total Expenditures
SPECIAL REVENUE FUNDS
Special Revenue Funds account for local, state and federally financed programs or expenditures legally
restricted for specified purposes or where unused balances are returned to the grantor at the close of a
specified project period.
Federal Grants through TEA
Fund 224 - IDEA B
Sub -total Federal Grants
State Grants through TEA
Fund 410 - Material Allotment Disbursement
Sub -total State Grants
Local Activities
Fund 461- Local Campus Activity
Fund 484 - Local Grants (HOC & WAF)
Fund 498 - International Mindedness Symposium
Sub -total Local Activities
Hudson Foundation Grants
Fund 481- Hudson Foundation Curriculum Development
Fund 485 - MYP Principal & Discretionary Funds
Fund 493 - Salary & Curriculum Support
Fund 496 - Hudson Foundation
Sub -total Hudson Foundation Grants
Westlake Academy Foundation (WAF) Grants
Fund 494 - Science Department
Fund 495 - Fund an Item
Fund 497 - Financial Assistance
Sub -total Foundation Grants
Grant Total - All Special Revenue Funds Expenditures
Estimated
Adopted
FY 14/15
FY 15/16
Variance
$ 162,270
$ 90,000
$ (72,270)
162,270
90,000
(72,270)
33,589
142,787
109,198
33,589
142,787
109,198
26,000
26,000
-
18,000
-
(18,000)
6,000
6,000
44,000
32,000
(12,000)
(3,460)
(3,460)
100,000
(100,000)
55,000
-
(55,000)
55,000
120,000
65,000
213,460
120,000
(93,460)
27,850
-
(27,850)
77,773
50,000
(27,773)
1,000
2,500
1,500
106,623
52,500
(54,123)
$ 559,941
$ 437,287
$ (122,654)
290
Section 9 Westlake Academy
Excerpt from Westlake Academy Budget
SERVICE LEVEL ADJUSTMENTS
This budget makes use of Service Level Adjustments (SLA) to track cost changes. There are four types of
Service Level Adjustments: (1) increased operating costs to maintain current levels of service, (2) increased
operating costs due to expanded levels of service, (3) increased costs due to the development of new
services, and (4) cost savings. Cost savings may occur for any number of reasons, but primarily arise due to
increased efficiency, service level reductions, or not expending budgeted resources. Note that totals in
brackets ( ) denote a decrease in expenditures.
For FY 2015/16, staff recommends the following adjustments:
Salary Related Expenditures Total: $389,003
Balanced Scorecard Perspective: People, Facilities, & Technology
Outcome Objective: Attract, Recruit, Retain, & Develop the Highest Quality Workforce
• Increases in FY 15/16 salary related expenditures are primarily due to the direct
and indirect costs associated with the addition of 4.10 full-time equivalent
positions, increases in unemployment insurance and other employer contributions,
and a realignment of the salary scale that will enhance our teacher recruiting and
retention efforts.
Professional & Contracted Services Total: $(153,094)
Balanced Scorecard Perspective: Academic Operations
Outcome Objective: Improve the Efficiencies of Operational Systems
• This category includes expenditures related to professional and contracted
services rendered to the Academy by firms, individuals, and other organizations.
Cost savings in contract services are the result of a staff analysis that concluded it
would be more cost effective to directly employ certain support staff, including a
speech language pathologist, as opposed to contracting out for services.
Supplies & Materials Total: $53,336
Balanced Scorecard Perspective: Academic Operations
Outcome Objective: Optimize Student Potential
• Supplies and materials costs are associated with consumables that are used in the
classroom, maintenance of the campus, books, iPads, testing materials, furniture,
and classroom supplies.
Other Operating Costs Total: $(7,818)
Balanced Scorecard Perspective: People, Facilities, & Technology
Outcome Objective: Increase the Capacity of Teachers & Staff
• Other operating costs are associated with insurance, professional development,
travel, membership fees and dues, graduations expenses, and miscellaneous
costs. Cost savings in this category were shifted to Supplies and Materials.
291
Section 9 Westlake Academy
Excerpt from Westlake Academy Budget
BUDGET TRENDS
GENERAL FUND — STATE FUNDING
Despite a 4% historical average annual growth rate, the State of Texas continues to lag behind the national
per pupil funding average, providing $1,000 to $1,500 less per pupil than the national average. Westlake
Academy receives even less State funding per student than the Texas average because public charter
schools in the State of Texas do not receive facility funding. The Academy's State funding per pupil peaked
in FY 09/10 but was cut the following two years due to State budget shortfalls. The State increased funding
by approximately four percent (4%) in 2013. In FY 2015/16, the Academy anticipates that state funding will
increase slightly (less than 1%) from FY 2014/15.
Westlake Academy receives minimal federal funding, (IDEA B - Special Education Funds) depending
primarily upon state education funds and private donations to cover operating costs.
Average State Funding per Student
FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 13/14 FY 14/15 FY 15/16 Adopted
Estimated
Average State Funding / Student Adjusted for Inflation
Due to prior state funding reductions, the Academy has become more dependent upon private donations
for operating costs and further financial support from the Town of Westlake. Funding ongoing operating
costs with one-time dollars raised through private donations places the Academy in a potentially tenuous
situation. If private donations do not meet the levels necessary to offset public education reductions, then
the Town of Westlake must increase financial support or consider reducing the associated service levels.
299
Section 9 Westlake Academy
Excerpt from Westlake Academy Budget
FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 13/14 FY 14/15 FY 15/16
Estimated Adopted
Gifts & Donations
Interest Earned
Food Services
Transportation/Parking
Other Local Revenue
■ WAF Fund -an -Item
■ WAF Salary Reimbursement
■ Athletic Activities
- Town Contribution
Lo WAF Blacksmith
■ State Revenue
The Academy's primary revenue sources continue to be the Foundation School Program and the Westlake
Academy Foundation. State funding has fallen from 86% of General Fund revenues in FY 09/10 to
approximately 79% in FY 15/16. Westlake Academy Foundation contributions have climbed from less than
10% to approximately 14% of the Academy's total General Fund Revenues in FY 15/16.
GENERAL FUND - LOCAL FUNDING
WAF Annual Program contributions have increased each year since FY 06/07. The average contribution has
increased sharply in response to public education funding decreases. Total WAF contributions are projected
at $1.1 million in FY 15/16.
Blacksmith Annual Contributions
(shown in thousands)
$800
$680
$524
$431
FY 09/10 FY 10/11 FY 11/12 FY 12/13
293
$1,100 $1,100
$851
FY 13/14 FY 14/15 FY 15/16
Estimated Projected
Section 9 Westlake Academy
Excerpt from Westlake Academy Budget
WORKING LEAN
Given the new paradigm of decreasing State aid and increasing demand, Westlake Academy and the
Town of Westlake are committed to providing for the long-term viability of the Academy through municipal
financial support, bolstering and effectively leveraging funds raised by the Westlake Academy Foundation
and the annual Blacksmith Campaign, and an unwavering focus on financial stewardship in all aspects of
Academy operations and expenditures. These initiatives combined with conservative financial forecasts will
help offset decreases in State funding and ensure that the students of Westlake Academy will enjoy a first-
class education for years to come.
MULTI-YEAR FINANCIAL FORECAST
Due to increased student enrollment, slight increases in State of Texas public education funding, additional
support from the Westlake Academy Foundation and the Town of Westlake, the Academy anticipates that
the General Fund balance will remain above the TEA'S recommended 45 days. The FY 15/16 budget will
increase fund balance by $89,960.
Historical Program Growth
(chnwn in millinnci
FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 13/14 FY 14/15 FY 15/16
Estimated Adopted
Fund Balance
Revenues
Expenditures
Historically, revenues and expenditures have increased at relatively the same rate which has dictated the
need for a higher fund balance in order to sustain the 45 -day minimum requirement established by Board
policy. It is anticipated that this trend will continue over the next five years, with a relatively slow but steady
growth in fund balance.
Year
Revenues
Expenditures
FY 15/16
$ 7,941,626
$ 7,851,667
FY 16/17
7,942,058
7,910,415
FY17/18
7,950,784
7,879,949
FY18/19
7,955,332
7,949,669
FY 19/20
7,959,984
8,020,088
294
Fund Balance
$ 1,243,262
1,274,905
1,345,741
1,351,404
1,291,301
The Academy has added
personnel each year since its
opening to support new grade
levels and classes as well as
curriculum expansion. In FY 2015/16
an additional 4.01 FTE positions
have been added for a total of
95.56 FTE employees.
100
75
0.60
0.60
50
17.19
16.05
25
33.62 37.65
0—L
5.85 5.50
Section 9 Westlake Academy
Excerpt from Westlake Academy Budget
PERSONNEL TRENDS
Total Personnel Staffing
91.80 95.56
70.03
73.57 78.68
- - - 6n q4
FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 13/14 FY 14/15 FY 15/16
Defined Employee Groups by FTE
2.00 3.00
1.60 1.60 1.60 24.90 25.25
21.77
19.78 21.57
FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 13/14 FY 14/15 FY 15/16
Estimated Adopted
PROGRAMS & FACILITIES
11 Maintenance
Support Staff
Teachers
w Administrative
Westlake Academy was originally designed and built to serve approximately 675 students; expansions in
2009 and 2014 have raised capacity to over 800 students. With the addition of almost 150 students since FY
13/14, facilities at the school are projected to reach full capacity this year. Over the last several fiscal years
the Academy has also increased course offerings in a number of areas, including foreign languages,
technology, and science. Expansion of services has been driven by increased enrollment, academic needs
of the students, and the IB curriculum, all of which place unique demands on staff and resources.
Growth is directed by the Board of Trustees Facility Master Plan, which was adopted and developed to
provide a clear understanding of future growth needs at the Academy. The Facility Master Plan can be
viewed at www.westlake-tx.org or at www.westlakeacademy.org.
295
Section 9 Westlake Academy
Excerpt from Westlake Academy Budget
STUDENT ENROLLMENT TRENDS & BENCHMARK DATA
ENROLLMENT TRENDS
Westlake Academy's student enrollment is
established by two sets of boundaries. The
primary boundary encompasses the Town
of Westlake and allows Westlake residents
automatic entry into the Academy. The
secondary boundaries are comprised of 31
of the surrounding school districts. While
any school-age child from these districts is
allowed to attend the Academy, demand
for entrance has exceeded the
Academy's capacity necessitating an
annual lottery system that is carried out
according to the standards and practices
dictated by Federal law.
In FY 15/16 the campus facilities at the
Academy are expected to reach full
capacity with the addition of
approximately 20 students. We anticipate
future enrollment numbers to remain flat
(as approved by the Board of Trustees and
the Town Council, per the Facility Master
Plan (Phase 1), Resolution 12-37 dated 1 1-
12-2012) until funding for additional
facilities becomes available.
Student Enrollment
812 832
630 658 697
491 530
iA W 70
FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 13/14 FY 14/15 FY 15/16
Lottery Waiting List
2,128 2,194 2,177 2,400
1,027
844 705 0 11 r
FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 13/14 FY 14-15 FY 15-16
As an open enrollment charter school,
Westlake Academy has the ability to set and maintain enrollment numbers at levels determined by the
Board of Trustees. The Academy currently has over 2,000 students on a waiting list spanning Kindergarten
through grade eleven. The waiting list which is developed each year through a lottery process, allows the
Academy to fill seats if student attrition occurs, maintaining a stable student population number and
classroom size.
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.
296
■ Other ISDs
Northwest ISD
■ Carrol ISD
■ Keller ISD
Section 9 Westlake Academy
Excerpt from Westlake Academy Budget
PERFORMANCE RESULTS
In FY 14/15, Westlake Academy was recognized by the Washington Post as one of the best public high
schools in America. This is the fourth year in which the Academy has been recognized by national ranking
organizations due to rigorous and extraordinary academic performance.
The State of Texas is currently phasing in the use of the State of Texas Academic Achievement and
Readiness (STAAR) test to assess student aptitude in reading, writing, math, science, and social studies as
required under Texas education standards. The STAAR exam has increased rigor over previous testing
standards and complies with the requirements of the No Child Left Behind Act (NCLB). The following tables
display student standardized test performance for the last two years.
Iff
SCIENCE
OF COURSE
Level
Year
Level 11
Level III
Level 11
Grade
Comparison
Satisfactory
Advanced
Satisfactory
Level
Year
Phase -In 1
Satisfactory
Phase -In 2
English 1
2014-2015
100%
60%
(Effective 2015-16)
2013-2014
94%
13%
N/A
5
2014-2015
87%
20%
83%
2013-2014
87%
26%
N/A
® 8
2014-2015
97%
28%
88%
9 EOC
2013-2014
100%
34%
N/A
® Biology
2014-2015
99%
38%
88%
WRITING
Level II
Level II
Grade
Comparison
Satisfactory
Level III
Satisfactory
Level
Year
Phase -In 1
Advanced
Phase -In 2
(Effective 2015-16)
2013-2014
93%
11%
N/A
2014-2015
93%
20%
83%
2013-2014
94%
26%
N/A
=7
2014-2015
97%
39%
93%
Iff
ENGLISH - END
OF COURSE
Level
Year
Phase -In 1
Advanced
Level II
Level II
Grade
Comparison
Satisfactory
Level III
Satisfactory
9
English 1
2014-2015
100%
60%
100%
2013-2014
297
Level
Year
Phase -In 1
Advanced
Phase -In 2
(Effective 2015-16)
2013-2014
97%
35%
N/A
English 1
2014-2015
100%
60%
100%
2013-2014
95%
9%
N/A
Mp English 11
2014-2015
99%
24%
99%
297
M
rLGrade Comparison
evel Year
j 2013-2014
A&
2014-2015
2013-2014
2014-2015
2013-2014
2014-2015
2013-2014
2014-2015
2013-2014
2014-2015
2013-2014
2014-2015
Grade 0 Comparison
ILevel 14
Year
ab
2013-2014
W' 8
2014-2015
0 11 EOC
2013-2014
B.S. History 2014-2015
■
I&Algebra 2014-2015
Section 9 Westlake Academy
Excerpt from Westlake Academy Budget
READING
Level II
Satisfactory Level III
Phase -In 1 Advanced
93%
94%
91%
98%
98%
98%
98%
100%
97%
99%
95%
100%
21%
47%
36%
38%
43%
38%
38%
54%
54%
58%
61%
65%
HUMANITIES
Level II
Satisfactory Level III
Phase -In 1 Advanced
80%
A L G E
Grade
Comparison
I
Level
Year
■ 8 EOC
2013-2014
I&Algebra 2014-2015
Section 9 Westlake Academy
Excerpt from Westlake Academy Budget
READING
Level II
Satisfactory Level III
Phase -In 1 Advanced
93%
94%
91%
98%
98%
98%
98%
100%
97%
99%
95%
100%
21%
47%
36%
38%
43%
38%
38%
54%
54%
58%
61%
65%
HUMANITIES
Level II
Satisfactory Level III
Phase -In 1 Advanced
80%
9%
99%
31%
98%
22%
100%
62%
BRA 1 END OF COURSE
Level II
Satisfactory Level III
Phase -In 1 Advanced
87% 17%
100% 52%
Level II
Satisfactory
Phase -In 2
(Effective 2015-16)
N/A
89.5%
N/A
98%
N/A
98%
N/A
96%
N/A
93%
N/A
100%
Level II
Satisfactory
Phase -In 2
(Effective 2015-16)
N/A
89.5%
N/A
100%
Level II
Satisfactory Phase -
In 2
(Effective 2015-16)
N/A
97%
Section 9 Westlake Academy
Excerpt from Westlake Academy Budget
BENCHMARK DATA
Westlake Academy has achieved a four and one-half star rating from the Texas State Comptroller's FAST
School District Rating System for providing quality education at a reasonable cost per student. Future
enrollment increases will further improve efficiencies and reduced per student cost.
DISTRICT LISTINGS Financial Allocation Study for Texas. FAST
WESLACOISO
HIDALGO
17,830
MET5TANDARD
57
11
26 No _ L L
+
AVERAGE
=
WEST HARDINCOUNTYCISD
HARDIN
594
MET STANDARD
25
25
2200 1 1
+
LOW
= *** *
WEST HOUSTON CHARTER SCHOOL (C)
HARRIS
320
MET STANDARD
2
43
9t I:'.:'.1
+
VERY LOW
= ***
WEST ISD
MCLE'NNAN
1,440
METSTANDARD
**
*'
"'
+
AVERAGE
"*
WEST ORANGE-COVEC15D
ORANGE
2,349
METSTANDARD
15
31
2000DCC
+
AVERAGE
WEST OSOISO
NUECES
2,030
METSTANDARD
44
33
3600DCC
+
VERY HIGH
= *#
WEST RUSK ISO
RUSK
999
MET STANDARD
25
34
2800::]EE
+
AVERAGE
j = J **
WEST SABINEISO
=ABINE
549
METSTANDARD
53
19
3214E 7=C
+
LOW
*** (
WESTBROOK150
MITCHELL
219
MET STANDARD
52
35
400E01 -=I
+
VERY HIGH
= ** C C
WESTHOFF15D
DEWITT
69
METSTANDARD
7
23
110LID -_L
+
VERY HIGH
WESTLAKE ACADEMY CHARTER SCHOOL (0
TARRANT
670
METSTANDARD
94
95
94SOMEN
+
LOW
= ***
WESTRHALIAISD
FALLS
155
MET STANDARD
98
74
9500000
+
AVERAGE
Section 9 Westlake Academy
Excerpt from Westlake Academy Budget
Benchmarking against the surrounding local ISDs, Westlake Academy's expenditures are near the median
when comparing expenditures per student, excluding debt service and capital expenditures. Westlake's
student -teacher ratio compares favorably to surrounding school districts.
*Sources: Westlake Academy Comprehensive Annual Financial Reports (FY04/05 - FY 13/14), available online
at www.westlake-tx.org; Keller Independent School District FY 13/14 Comprehensive Annual Financial Report,
available online at www.kellerisd.net; Northwest Independent School District FY 13/14 Comprehensive
Annual Financial Report, available online at www.nisdtx.org; Carroll Independent School District Financial
Services Department
**Comparisons are based on operating expenditures, which include general and special revenue funds, but
exclude objects of debt service, capital outlay, and intergovernmental charges.
300
Student - Teacher Ratio Comparison
Fiscal
Keller
Carroll Northwest
Westlake
Year
ISD
ISD ISD
Academy
13/14
16.40
NA 15.26
14.73
12/13
17.20
15.06 14.79
14.99
11/12
17.70
14.90 14.94
14.43
10/11
16.40
14.69 13.74
14.08
09/10
16.20
14.20 14.06
14.60
Per Pupil Expenditure Comparison
Fiscal
Keller
Carroll Northwest
Westlake
Year
ISD
ISD ISD
Academy
13/14
$ 7,686
$ 8,674 $ 8,498
$ 10,249
12/13
7,082
8,336 8,264
8,715
11/12
6,538
8,137 8,175
9,171
10/11
6,322
8,130 9,085
8,967
09/10
6,551
8,314 8,806
8,429
08/09
6,348
8,546 8,238
8,927
07/08
6,620
8,247 8,046
8,721
06/07
6,325
7,266 7,845
7,725
05/06
6,052
7,702 8,116
6,944
04/05
5,747
7,790 8,025
7,111
Westlake
Academy Unaudited Per Pupil Expenditures
Fiscal Year
Projected
Estimated Operating
PPE
Enrollment
Expenditures
14/15
812
$ 8,130,181
$ 10,013
15/16
832
$ 8,228,953
$ 9,891
*Sources: Westlake Academy Comprehensive Annual Financial Reports (FY04/05 - FY 13/14), available online
at www.westlake-tx.org; Keller Independent School District FY 13/14 Comprehensive Annual Financial Report,
available online at www.kellerisd.net; Northwest Independent School District FY 13/14 Comprehensive
Annual Financial Report, available online at www.nisdtx.org; Carroll Independent School District Financial
Services Department
**Comparisons are based on operating expenditures, which include general and special revenue funds, but
exclude objects of debt service, capital outlay, and intergovernmental charges.
300
Section 9 Westlake Academy
Excerpt from Westlake Academy Budget
PARENT SURVEY RESULTS
Westlake Academy is focused on delivering high quality educational services and depends upon input from
our stakeholders. Westlake Academy routinely conducts an Annual Parent Survey to help identify any future
needs and to prioritize resource allocation. The FY 14/15 Westlake Academy Parent Survey was conducted
in May of 2015 and we saw an overall decrease in the satisfaction rate of 10% with the quality of
educational services that were provided.
301
Dissatisfied
15%
Overall Satisfaction with
Very
Quality of Education
Satisfied or
Satisfied
Neutral
71 % of the parent's surveyed were very
71%
14%
satisfied or satisfied with the overall quality
of education Westlake Academy delivers
to its students.
Dissatisfied
8%
Overall Satisfaction with
the IB Framework
Very
Satisfied or
Neutral
72% of our respondents were very satisfied
Satisfied
20%
or satisfied with the IB Curriculum /
72%
Framework
Dissatisfied
15%
Overall Satisfaction with
Academic Progress of Child
Very
Satisfied or
70% of the parent's surveyed were either
Satisfied
Neutral
very satisfied of satisfied with the academic
70%
15%
progress of their child
301
Section 9 Westlake Academy
Excerpt from Westlake Academy Budget
FINANCIAL AWARDS
The Association of School Business Officials International (ASBO) has presented the Meritorious Budget
Award to Westlake Academy for six consecutive years.
The Academy has been awarded the Distinguished Budget Presentation Award from the
Government Finance Officers Association (GFOA) for six consecutive years.
These awards are significant achievements that reflect both the dedication and commitment of the Board
of Trustees and staff to meeting the highest principles of governmental accounting.
302
:17-� �TLtLA:�
001
T4 -SIT is i�ct�,rctiaaa�� ��aa�
304
Section 10 Capital Improvement Plan
Capital Improvement Plan Overview
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
305
Section 10 Capital Improvement Plan
Capital Improvement Plan Overview
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
Machinery &
Equipment,
$594,715,
1% Capi I
Improvements, Land,
$8,184,522, $11,896,663,
20% 29%
Capital Assets By Major Category
(per the FY2014 Comprehensive Annual Financial Report)
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.
306
Road
.
Improvements,
$7,233,800,
20%
Improvements
Other Than
Buildings,
$580,922,
2%
Capital Assets
Vehicles,
By Type
$439,961,
(per theFY2014
1%
Fixed Asset
Information
Furniture,
Depreciation Schedule
Systems &
Fixtures &
Software,
Equipment,
$46,992,
$529,056,
0%
2%
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.
306
Section 10 Capital Improvement Plan
Capital Improvement Plan Overview
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
FY 2015-2016
Funded Projects
Municipal
by Major Category
Facilities,
$5,409,435
$4,615,000,
85%
Transporatio
0
n
i
Improvemen
ts, $621,000,
=- -
12%
Utility
Improvemen
ts, $173,435,
3%
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.
307
Section 10 Capital Improvement Plan
Capital Improvement Plan Overview
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.
�:
Section 10 Capital Improvement Plan
Capital Improvement Plan Overview
Summary of Policy Intended Outcome
A. Debt Management - Establish guidelines for debt financing that will provide needed
capital equipment and infrastructure improvements while minimizing the impact of
debt payments on current revenues.
B. Capital Maintenance and Replacement - Annually review and monitor the state of the
Town's capital equipment and infrastructure, setting priorities for its replacement and
renovation based on needs, finding alternatives, and availability of resources.
C. Non -Recurring Revenues - Non-recurring revenues will be used only for one-time
expenditures such as long-lived capital needs or one-time major maintenance projects that
occur infrequently. Non-recurring revenues will not be used for budget balancing purposes
except to cover the one-time expenditures described above.
D. Maintenance of Capital Assets - Within the resources available each fiscal year, the Town
shall maintain capital assets and infrastructure at a sufficient level to protect the Town's
investment, to minimize future replacement and maintenance costs, and to continue service
levels.
E. Fund Balance Use -Fund balance will only be used with Council approval and can be only
be used for major capital purchases that cannot be accommodated through current year
savings.
• Should such use reduce the balance below the appropriate level set as the
objective for that fund, recommendations will be made on how to restore it.
• The Council shall approve all commitments by formal action. The action to commit
funds must occur prior to fiscal year-end, to report such commitments in the balance
sheet of the respective period, even though the amount may be determined
subsequent to fiscal year-end.
• A commitment can only be modified or removed by the same formal action.
F. Debt Issuance Analysis - All consideration of debt issuance for major capital assets will be
prepared within the framework of a Council approved multi-year capital improvement plan
and forecast for all Town facilities and infrastructure.
G. Analysis of Debt Issuance and Debt Issuance Alternatives - Staff will explore alternatives to
the issuance of debt for capital acquisitions and construction projects. These alternatives will
include, but not be limited to,
• grants- in- aid
• use of reserves
• use of either current on-going general revenues or one-time revenues
• contributions from developers and others
• leases
• userfees
• impact fees
H. Use of Debt Financing - The useful life of the asset or project shall, at a minimum, exceed the
payout schedule of any debt the Town assumes. Debt financing instruments to be
considered by the Town may include:
• General obligation bonds - These must be authorized by a vote of the citizens of
Westlake.
royl
Section 10 Capital Improvement Plan
Capital Improvement Plan Overview
Revenue bonds - These bonds generate capital requirements necessary for
continuation or expansion of a service which produces revenue and for which the
asset may reasonable be expected to provide for a revenue stream to fund the debt
service requirement.
Certificates of obligation - These can be authorized by Council approval with debt
service by either general revenues or backed by a specific revenue stream or a
combination of both.
Lease/purchase agreements - These shall only be used to purchase capital assets
that cannot be financed from either current revenues or fund balance/retained
earnings and to fund infrastructure improvements and additions.
Capital Budget and Program
A. Preparation - The Town's capital budget will include all capital projects funds and all capital
resources. While the capital budget will be prepared annually on a project basis, it will be
based on an on-going, multi-year capital improvement plan (CIP) that shows all funded and
unfunded projects as identified by staff for all Town facilities and infrastructure. The multi-year
CIP will be reviewed annually, updated by staff and presented to the Council for its review
and approval. The annual capital budget will be prepared by the Finance Department with
the involvement of responsible departments based on the multi-year CIP.
B. Control - All capital project expenditures must be appropriated in the capital budget. The
Finance Director must certify the availability of resources before any capital project contract
is presented to the Town Council for approval.
C. Program Planning - The capital budget will be taken from the capital improvements project
plan for future years. The planning time frame for the capital improvements project plan
should normally be five years, with a minimum of at least three years. The replacement and
maintenance for capital items should also be projected for the next five years. Future
maintenance and operational costs will be considered so that these costs can be included
as appropriate in the annual budget.
D. Financing Programs - Where applicable and with Council approval, impact fees, pro -rata
charges, assessments, or other fees should be used to fund capital projects which have a
primary benefit to specific, identifiable property owners. Recognizing that long-term debt is
usually a more expensive financing method, alternative financing sources will be explored
before debt is issued. When debt is issued, it will be used to acquire major assets with
expected lives which equal or exceed the average life of the debt issue.
E. Reporting - Periodic financial reports will be prepared to enable the department directors to
manage their capital budgets. Summary capital project status reports will be presented to
the Town Council quarterly.
Capitalization Criteria - For purposes of budgeting and accounting classification, the
following criteria must be capitalized:
• The asset is owned by the Town of Westlake
• The expected useful life of the asset must be longer than one year, or extend the life
on an identifiable existing asset by more than one year
• The original cost of the asset must be at least $5,000
310
Section 10 Capital Improvement Plan
Capital Improvement Plan Overview
• The asset must be tangible
• On-going repairs and general maintenance are not capitalized
• New Purchases - All costs associated with bringing the asset into working order will be
capitalized as part of the asset cost. This includes start- up costs, engineering or
consultant type fees as part of the asset cost once the decision or commitment to
purchase the asset is made. The cost of land acquired should include all related
costs associated with its purchase
• Improvements and Replacement - Improvement will be capitalized when they
extend the original life of an asset or when they make the asset more valuable than it
was originally. The replacement of assets components will normally be expenses
unless they are a significant nature and meet all the capitalization criteria.
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/Utility/Vehicle Maintenance Replacement Fund) for major maintenance and replacement of
street, building roof, flooring, air conditioning, equipment, etc.
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.
311
T4 -SIT is i�ct�,rctiaaa�� ��aa�
312
ALL FUNDED AND ADOPTED CAPITAL PROJECTS
FIVE YEAR PROJECTION
new project added or moved from unfunded (under consideration) this year
FY 15/16 FY 16/17 FY 17/18 T FY 18/19 FY ,
Project Description ------------ Five Year Projection -----------
CP64 Fire Station Complex (bonds) 2,815,000 5,200,000 421,145 - 8,436,145
CP63 Municipal Building (Cash) 1,800,000 950,000 - 2,750,000
CP65 Maintenance & Storage Facility - 40,000 40,000
Sub -Total - Facilities Improvements
CP34 Roanoke Road Recon/Drain South
CP68 FM 1938/Dove Road Signalization
CP40 Sam School Rd Recon/Drainage
CP41 Dove Rd Recon/Drain (Vaq/TB)
CP60 Pearson Lane Recon/Drainage
CP53 Trail - Dove/Pearson/Aspen
CP58 Ottinger Road Recon/Drainage
CP52 Trail - Academy to Cemetery
Sub -Total - Road/Street/Trail Improvements
TOTAL GOVERNMENTAL
4,615,000
6,190,000 421,145
11,226,145
-
453,000 -
453,000
260,000
-
260,000
-
281,960 -
-
281,960
366,000
- 343,857
56,228
766,085
-
404,125
-
404,125
290,016
-
290,016
-
- - -
983,954
983,954
-
300,949
300,949
626,000
453,000 281,960 1,037,998
1,341,131
3,740,089
5,241,000 6,643,000 703,105 1,037,998 1,341,131 14,966,234
UF30 TRA Assumption of N-1 Sewer Line 96,435 96,435
UF38 Meter Reading & Equipment 77,000 77,000
TOTAL UTILITY FUND i 173,43 173,435
Previously Adopted Projects - Cash
FY 15/16 Fire Station & Land - 30 yr Bonds
FY 18/19 Street/Trail - 20 yr Bonds
2,599,435 1,443,000 281,960
2,815,000 5,200,000 421,145
313
1,037,998 1,341,131
4,324,395
8,436,145
2,379,129
ALL UNFUNDED (UNDER DISCUSSION) CAPITAL PROJECTS
FIVE YEAR PROJECTION
* new project added this year
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
Total Parks/Cemete '
- - -
- 4,331,923 2,765,962
44,908
110,472
86,520
154,051
131,428
7,362,408
WA Phase II - 15 Classroom Secondary Addition
- - -
-
4,676,839
4,676,839
WA Phase II - 4 Classroom Kindergarten Addition
- - -
-
2,515,775
2,515,775
WA Phase I II - Art & Science Classrooms
- - -
-
1,934,422
1,934,422
WA Phase III - Performing Arts Center
- - -
-
5,391,638
5,391,638
* WA Sports Field Lighting
- 285,000 -
-
-
285,000
Total Facilities Improvements
- 285,000
-
14,518,674
14,803,674
SH114/170 Enhancements (Moved from Funded after
1st project completed)
- - _
_
689,467
689,467
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
* Glenwyck Telecommunications Ductbank
- 720,000 -
-
-
720,000
* WA Pedestrian Underpass
- 720,000 -
-
-
720,000
Total Road/Street Improvements/Trails
- 1,440,000
1,395,238
1,062,795
4,155,533
314
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
Section 10 Capital Improvement Plan
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.
PROPOSED PROJECTS - FYI 5/16 THRU FYI 9/20
o No Proposed Projects
UNFUNDED/UNDER DISCUSSION PROJECTS
o Cemetery Improvements
0 15-30 Acre Community Park
o Roanoke Road Open Space
315
UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT
Project Description:
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.
Totals Thru Estimated 5 Year Projection
IMPACT TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 I FY 18/19 1 FY 19/20 TOTAL
•-• 10
EXPENDITURE TYPE
Totals Thru�FY
FY 13/14
stimated
5 Year Projection
Project
Total
14/15
FY 15/16
FY 16/17
FY 17/18
FY 18/19
FY 19/20
Engineering
- -
-
-
-
-
-
-
Construction
-
78,023
63,654
65,564
67,531
274,772
Design
- -
-
-
-
-
-
-
Contingency
- -
-
-
-
-
-
-
Other
-
-
-
Other-
22,454
EXPENDITURES TOTAL
-
-
-
78,023
63,654
65,564
67,531
274,772
Totals Thru Estimated 5 Year Projection
IMPACT TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 I FY 18/19 1 FY 19/20 TOTAL
•-•
FUNDING TYPE
Totals Thru
FY 13/14
Estimated
5 Year Projection
Project
Total
FY 14/15
FY 15/16
FY 16/1 7
FY 17/18
1 FY 18/19
FY 19/20
Cash (Fund Balance)
-
-
-
-
-
-
-
-
Contributions/Grants
-
-
-
-
-
-
-
Bond Issuance
-
-
-
-
-
-
-
-
Unfunded
-
-
-
78,023
63,654
65,564
67,531
274,772
Other-
22,454
-
-
-
-
-
-
FUNDING TOTAL ::]JJJJJJ111111JJJJJJJJJJJ�J-
78,023
63,654
65,564
67,531
274,772
Totals Thru Estimated 5 Year Projection
IMPACT TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 I FY 18/19 1 FY 19/20 TOTAL
Supplies
-
- -
- -
-
17,351
Services
-
-
5,614
5,782
5,955
Insurance
-
- -
-
-
-
-
Repair & Maintenance
- -
-
16,841
17,346
17,866
52,052
Rent & Utilities
-
-
-
-
-
-
-
Debt Service
-
-
-
-
-
I -
OPERATING IMPACT
-
22,454
23,128
23,821
1 69,40
316
UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT
Project Description:
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.
-0- SOMIM
•-•
EXPENDITURE TYPE
Totals Thru
FY 13/14
Estimated 5 Year Projection
Project
Total
FY 14/15 FY 15/16
FY 16/17
FY 17/18
FY 18/19
FY 19/20
Engineering
-
-
-
-
-
61,800
-
63,654
2,575,000
-
-
-
125,454
Construction
-
-
2,575,000
Design
-
-
-
61,800
63,654
-
-
125,454
Contingency
-
-
-
10,300
-
-
-
10,300
Land Purchase
-
9,251
4,120,000 - -
- 4,120,000
EXPENDITURES TOTAL
-
-
-
4,253,900
2,702,308
-
6,956,208
-0- SOMIM
FUNDING TYPE
Totals Thru
FY 13/14
Estimated 5 Year Projection
Project
Total
FY 14/15 FY 15/16
FY 16/17
FY 17/18
1 FY 18/19
FY 19/20
Cash (Fund Balance)
-
- -
-
- -
- -
- -
-
-
Contributions/Grants
-
-
-
-
-
Bond Issuance
-
-
-
-
-
Unfunded
-
Repair & Maintenance -
-
4,253,900
2,702,308
-
-
6,956,208
Other
-
-
-
-
-
9,251
-
27,761
FUNDING TOTAL wr
-
-
4,253,900
2,702,308
-
6,956,208
iq�1111111 q1 11111 11111 ��i 1111111
III• •••
IM
IMPACT TYPE
Totals Thru
FY 13/14
Estimated 5 Year Projection
TOTAL
FY 14/15 FY 15/16
FY 16/17
FY 17/18
1 FY 18/19
FY 19/20
Supplies -
-
-
2,807 2,891
16,841 17,346
2,978
8,675
52,052
Services -
-
17,866
Insurance -
-
-
-
-
-
-
-
Repair & Maintenance -
-
-
-
2,807
2,891
2,978
8,675
Rent & Utilities -
-
-
8,982
9,251
9,529
27,761
Debt Service -
-
-
-
-
-
OPERATING IMPACT
K
31,436
32,379
33,350
97,164
317
UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT
Project Description:
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 11 would include adding
a trail head with a five to six space parking area.
M
EXPENDITURE TYPE
Totals Thru
FY 13/14
Estimated 5 Year Projection
Project
Total
FY 14/15 FY 15/16
FY 16/17
FY 17/18
FY 18/19
FY 19/20
Engineering
-
-
-
-
-
-
-
- 32,373
-
-
Construction
-
86,520
118,893
Design
-
-
-
- -
-
12,535
-
12,535
Contingency
-
-
-
-
-
-
-
-
-
-
Other
-
-
EXPENDITURES TOTAL
-
-
-
44,908
-
86,520
I -
FT131,428
44,908
86,520
131,428
M
IMPACT TYPE
FUNDING TYPE
Totals Thru
FY 13/14
Estimated 5 Year Projection
Project
Total
FY 14/15 FY 15/16
FY 16/17
FY 17/18
1 FY 18/19 1
FY 19/20
Cash (Fund Balance)
-
- -
-
- -
- -
-
-
-
Contributions/Grants
-
-
-
Insurance -
-
Bond Issuance
-
- -
-
-
-
Unfunded
-
Rent & Utilities -
-
-
-
44,908
86,520
131,428
Other
FUNDING TOTAL
-
-
-
-
-
-
44,908
-
86,520
I -
FT131,428
M
IMPACT TYPE
Totals Thru
FY 13/14
Estimated 5 Year Projection
TOTAL
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
-
-
- -
-
M
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.
Section 10 Capital Improvement Plan
PROPOSED PROJECTS - FYI 5/16 THRU FYI 9/20
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
319
FUNDED CAPITAL IMPROVEMENT
Project Description:
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
FUNDING TYPE
EXPENDITURE TYPE
Totals Thru
FY 13/14
Estimated 5 Year Projection
Project
Total
FY 14/15 FY 15/16
FY 16/17
FY 17/18
FY 18/19
FY 19/20
Consultant/Engineering
-
20,000
40,000
1,000,000
30,000
4,000,000
3,600
317,545
-
93,600
Construction inc. inflation
-
-
-
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 -
-
-
- 1,575,000
EXPENDITURES TOTAL
20,000
2,815,000
1 5,200,000
421,145
-
8,456,145
PROJECT
FUNDING TYPE
Totals Thru
FY 13/14
Estimated 5 Year Projection
Project
Total
FY 14/15 FY 15/16
1 FY 16/17
FY 17/18
FY 18/19
1 FY 19/20
Cash (Fund Balance)
-
5,200,000 421,145 -
-
8,456,145
Contributions -
-
Bonds 2015/16 CO -
20,000 2,815,000
-
FUNDING TOTAL Now
20,000
2,815,000
5,200,000
421,145
-
8,456,145
- IMPACT ON OPERATING BUDGET
IMPACT TYPE
Totals Thru
FY 13/14
Estimated 5 Year Projection
TOTAL
FY 14/15 FY 15/16
FY 16/17
FY 17/18
FY 18/19
FY 19/20
Services
Insurance
Repair & Maintenance
Rent & Utilities
Debt Service
-
-
-
-
-
5,000 5,150
4,750 4,893
50,000 20,000
62,700 64,581
507,369 507,369
5,305
15,455
-
5,039
14,682
85,000
193,799
2,029,476
-
-
15,000
-
-
-
66,518
-
-
507,369
507,369
OPERATING IMPACT
-
507,369
629,819
601,993
599,231T
2,338,412
FUNDED CAPITAL IMPROVEMENT
Project Description:
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'sj)
identity. The cost to the Town of approximately $2.75M will not impact the k, _
tax rate. A site for the building has already been given to the Town by the
developer of Entrada.
PROJECT
FUNDING TYPE
EXPENDITURE TYPE
Totals Thru
FY 13/14
Estimated 5 Year Projection
Project
Total
FY 14/15 FY 15/16
FY 16/17
FY 17/18
1 FY 18/19
FY 19/20
Engineering
-
- 100,000
330,000
4,767,710
- -
1,000,000 -
-
430,000
Construction ( 10% inflation)
-
-
-
-
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
125,000
Other Admin cost
-
OPERATING IMPACT
50,000
1 75,000
1
EXPENDITURES TOTAL
-
-
350,000
1 6,672,710
1 1,100,000
-
8,122,710
PROJECT
FUNDING TYPE
Totals Thru
FY 13/14
Estimated 5 Year Projection
Project
Total
FY 14/15 FY 15/16
FY 16/17
FY 17/18
FY 18/19
FY 19/20
Cash (Fund Balance)
-
- 526,485
633,333 - -
- - -
316,667 - -
-
1,476,485
Transfer in from General Fund
-
-
673,515
-
673,515
Transfer in from Utility Fund
-
Services
600,000
-
600,000
Contribution (Private Party)
-
-
-
-
5,372,710 -
- -
-
5,372,710
Other
I -
- -
-
-
I -
FUNDING TOTAL
-
-
1,800,000
950,000
5,372,710
-
92,727
8,122,710
-
321
IMPACT ON OPERATING BUDGET
IMPACT TYPE
Totals Thru
FY 13/14
Estimated
5 Year Projection
TOTAL
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
45,300
Services
-
-
15,000
15,450
15,914
46,364
Insurance
-
-
-
5,000
5,150
5,305
15,455
Repair & Maintenance
-
-
30,000
30,900
31,827
92,727
Utilities ($3/sq ft)
-
-
60,000
61,800
63,654
185,454
Debt Service
-
-
-
-
-
-
OPERATING IMPACT
35,000
1 123,300 1
126,999
385,299
321
FUNDED CAPITAL IMPROVEMENT
Project Description:
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.
322
EXPENDITURE TYPE
Totals Thru
FY 13/14
Estimated
5 Year Projection
Project
Total
FY 14/15
FY 15/16
FY 16/17
FY 17/18
FY 18/19
1 FY 19/20
Engineering
Construction
-
-
-
-
-
- -
-
- -
-
-
2,000
-
-
-
2,000
-
Design
-
-
-
-
-
FF&E
-
FUNDING TOTAL -
-
20,000
- -
-
20,000
Building retrofit
-
-
-
18,000
-
-
-
18,000
Other
-
-
- -
-
-
-
-
EXPENDITURES TOTAL
-
-
40,000
-
40,000
322
•-•
FUNDING TYPE
Totals Thru
FY 13/14
Estimated
5 Year Projection
IFY
Project
Total
FY 14/15
15/16
1 FY 16/17
FY 17/18
1 FY 18/19
FY 19/20
Cash (Fund Balance)
- -
- -
40,000
- -
-
-
- -
-
40,000
Contributions/Grants -
-
-
-
Bonds -
- -
-
-
-
Other -
-
1,000
-
FUNDING TOTAL -
-
5,000
-
-
-
40,000
322
IMPACT TYPE
Totals Thru
FY 13/14
Estimated 5 Year Projection
TOTAL
FY 14/15 FY 15/16
FY 16/17
FY 17/18
1 FY 18/19
FY 19/20
Supplies
Services
Insurance
Repair & Maintenance
Rent & Utilities
Debt Service
Other
-
-
-
567 583
1,030 1,061
5,150 5,305
- -
- -
-
-
2,301
4,184
20,918
-
I -
-
-
-
-
-
550
601
-
-
1,000
1,093
-
-
5,000
5,464
-
-
-
-
-
-
-
-
OPERATING IMPACT
6,747
6,949
1 7,157
322
UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT
Project Description:
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.
-10 Uwam
FUNDING TYPE
EXPENDITURE TYPE
Totals Thru
FY 13/14
Estimated
5 Year Projection
Project
Total
FY 14/15
FY 15/16
FY 16/17
FY 17/18
FY 18/19
FY 19/20
Engineering
-
-
-
- - 344,169
3,441,719
180,250
247,200
344,169
Construction
-
-
-
FUNDING TOTAL -
3,441,719
Design
-
-
-
3,436,839
180,250
FF&E
-
-
-
-
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
-
•••
011
FUNDING TYPE
Totals Thru
FY 13/14
Estimated
5 Year Projection
Project
Total
FY 14/15
FY 15/16
FY 16/17
FY 17/18
FY 18/19
FY 19/20
Cash/Transfers -
- -
- - - -
240,000 300,000 300,000 1,540,000
Granada Lots ($1 OK x 84) -
400,:00:Or
300,000
Unfunded-
- -
-
3,136,839
3,136,839
FUNDING TOTAL -
400,000
300,000
240,000
-
300,000
3,436,839
1 4,676,839
1111111 • •• 111 iiiiiii Oil 111111111 1111�
IMPACT TYPE
Totals Thru
FY 13/14
Estimated 5 Year Projection
TOTAL
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
-
-
-
-
-
-
323
UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT
Project Description:
EXPENDITURE TYPE
Totals Thru
FY 13/14
Estimated
Per the Master Plan this project is part of Phase 11. The
-
FY 14/15
FY 15/16
Kindergarten addition would be located east of the original
FY 17/18
FY 18/19
FY 19/20
primary building. This would include: 4 classrooms with
-
-
- -
-
individual restrooms in each room for a total of 4,600n'�"
24,205
Construction -
-
square feet that will match existing exterior building
FUNDING TOTAL
1,800,440
1,800,440
features. Phase II will bring an additional 276 students to
9
�, 1
-
Repair & Maintenance
_ =
total 1,098. K-5 grades - 18 students and 6-12 grades 24
11,330
ice=
-
students.
Rent & Utilities
128,750
128,750
IT/Security -
-
-
82,400
82,400
•-•
011
EXPENDITURE TYPE
Totals Thru
FY 13/14
Estimated
5 Year Projection
Project
Total
FY 14/15
FY 15/16
FY 16/17
FY 17/18
FY 18/19
FY 19/20
Engineering -
-
-
- -
-
24,205
24,205
Construction -
-
-
FUNDING TOTAL
1,800,440
1,800,440
Design -
2,515,775
-
Repair & Maintenance
11,330
11,330
FF&E -
-
-
Rent & Utilities
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
•-•
011
FUNDING TYPE
Totals Thru
FY 13/14
Estimated
5 Year Projection
Project
Total
FY 14/15
FY 15/16
FY 16/17
FY 17/18
FY 18/19
FY 19/20
Cash/Transfers -
- -
-
- - -
L22:515,775
-
-
Unfunded -
2,515,775
Other -
-
-
FUNDING TOTAL
_:
-
-
2,515,775
1 2,515,775
•••111 iiiiiii Oil 111111111 1111
�
IMPACT TYPE
Totals Thru
FY 13/14
Estimated 5 Year Projection
TOTAL
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
-
-
-
-
-
-
324
UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT
Project Description:
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.
•r�-�..n n�oJr
325
EXPENDITURE TYPE
Totals Thru
FY 13/14
Estimated
5 Year Projection
Project
Total
FY 14/15
FY 15/16
FY 16/17
FY 17/18
FY 18/19
FY 19/20
Engineering
-
- -
-
-
-
17,304
17,304
Construction
-
-
-
-
1,934,422
1,602,350
1,602,350
Design
-
-
-
-
-
-
160,268
160,268
Other(FF&E)
-
-
-
-
-
-
154,500
154,500
IT/Security
-
-
-
-
-
-
-
-
Contingency
-
-
-
-
-
-
Other (Foundation)
-
-
-
-
-
-
Other Admin costs
-
-
-
-
- -
EXPENDITURES TOTAL
- 0yq-
-
1,934,422
1,934,422
325
FUNDING TYPE
Totals Thru
FY 13/14
Estimated
5 Year Projection
Project
Total
FY 14/15
FY 15/16 FY 16/17
FY 17/18
FY 18/19
FY 19/20
Cash/Transfers -
Unfunded -
- - - -
- -
-
-
-
1,934,422
1,934,422
Other -
-
-
-
FUNDING TOTAL -
-
-
1,934,422
1,934,422
325
• •-
IMPACT TYPE
Totals Thru
FY 13/14
Estimated 5 Year Projection
TOTAL
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
-
-
-
-
-
-
-
-
325
UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT
Project Description:
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.
•-•
EXPENDITURE TYPE
Totals Thru
FY 13/14
Estimated
5 Year Projection
Project
Total
FY 14/15
FY 15/16
FY 16/17
FY 17/18
FY 18/19
FY 19/20
Engineering
-
- -
-
-
-
28,840
28,840
Construction
-
-
-
-
5,391,638
4,486,680
4,486,680
Design
-
-
-
-
-
438,368
438,368
Other(FF&E)
-
-
-
-
-
437,750
437,750
IT/Security
-
-
-
-
-
-
-
-
Contingency
-
-
-
-
103,000
103,000
Other (Foundation)
-
-
-
-
-
Other Admin costs
-
-
-
-
- -
EXPENDITURES TOTAL
-
-
-
5,391,638
5,391,638
•-•
FUNDING TYPE
Totals Thru
FY 13/14
Estimated
5 Year Projection
Project
Total
FY 14/15
FY 15/16 FY 16/17
FY 17/18
FY 18/19
FY 19/20
Cash/Transfers -
Unfunded -
- - - -
- -
-
-
5,391,638
5,391,638
Other -
-
-
FUNDING TOTAL
-
-
5,391,638
1 5,391,638
326
IMPACT TYPE
Totals Thru
FY 13/14
Estimated 5 Year Projection
TOTAL
FY 14/15FY 15/16
FY 16/17
FY 17/18
FY 18/19
FY 19/20
Supplies -
- -
- -
-
- -
Services
-
-
-
Insurance
-
-
-
-
Repair & Maintenance
-
-
-
-
-
Rent & Utilities
-
-
-
-
-
Other
OPERATING IMPACT
-
-
-
-
-
-
-
326
UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT
Project Description:
Sports field lighting located at the Westlake Acdemy. This1t
would include four 70 foot tall light poles with 1500 -watt =''Pip
fixtures on each pole.' V
. .
lie
! r as 40
IF Ft
-� aim w R P 1*
.i s 'e. _�
Ago= F4
EXPENDITURE TYPE
Totals Thru
FY 13/14
Estimated
5 Year Projection
Project
Total
FY 14/15
FY 15/16
FY 16/17
FY 17/18
FY 18/19
FY 19/20
Engineering _
_ -
15,000
_ _
_
-
15,000
Construction
_
-
250,000
-
-
250,000
-
Design
-
- -
-
- -
Other (FF&E)
-
- -
-
-
-
-
-
IT/Security
-
- -
-
-
-
-
-
Contingency
-
_ -
20,000
_
-
-
20,000
Other (Foundation)
-
- -
-
- -
-
-
Other Admin costs
-
- -
-
-
EXPENDITURES TOTAL
-
-
285,000
-
285,000
•-• •
FUNDING TYPE
Totals Thru
FY 13/14
Estimated
5 Year Projection
Project
Total
FY 14/15
FY 15/16
FY 16/17
FY 17/18
FY 18/19
FY 19/20
Cash/Transfers -
- -
-
- - - -
285,000 -
-
-
285,000
Unfunded -
Other -
-
-
FUNDING TOTAL
-
-
285,000
-
-
Rent & Utilities
285,000
•-
N96===11
Totals Thru Estimated 5 Year Projection
IMPACT TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 TOTAL
Supplies
Services
-
-
-
-
-
- -
-
- -
-
-
-
-
-
Insurance
-
-
-
-
-
Repair & Maintenance
-
-
-
-
-
Rent & Utilities
-
-
-
- -
Other
OPERATING IMPACT
-
-
-
-
-
-
-
-
327
T4 -SIT is i�ct�,rctiaaa�� ��aa�
328
Section 10 Capital Improvement Plan
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.
PROPOSED PROJECTS - FYI 5/16 THRu FYI 9/20
o FM 1938/Dove Road Signalization
o Dove Road Reconstruction & Drainage (Vaquero/Terra Bella)
o Roanoke Road Reconstruction & Drainage South
o Sam School Road Reconstruction & Drainage
o Pearson Lane Recon/Drainage
o Trail - Dove/Pearson/Aspen
o Ottinger Road Recon/Drainage & Trail
o Trail - Academy to Cemetery
UNFUNDED/UNDER DISCUSSION PROJECTS
o SH 1 14/Hwy 170 Enhancements (Second portion of project)
o Hwy 377 Landscape Improvements
o Dove & Randol Mill Traffic Circle
o Trail Connection at 1 14/Solana (moved from Funded)
o Trail -Fidelity Campus to Westlake Parkway on 114 (moved from Funded)
o Glenwyck Telecommunications Ductbank
o Westlake Academy Pedestrian Underpass
329
FUNDED CAPITAL IMPROVEMENT
Project Description:
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.
•-•
EXPENDITURE TYPE
Totals Thru
FY 13/14
Estimated 5 Year Projection
Project
Total
FY 14/15 FY 15/16
FY 16/17
FY 17/18
FY 18/19
FY 19/20
Engineering
127,980
2,041,234
-
830,786 -
-
- -
- -
-
- -
-
127,980
Construction
82,016
-
2,872,020
Design
-
-
-
408,733
-
-
Contingency
-
-
-
-
-
Granada Dev Agreement
-
-
-
-
-
-
I - -
EXPENDITURES TOTAL
2,169,214
830,786
-
-
FUNDING TOTAL
-
1 830,786
3,000,000
• •••
FUNDING TYPE
Totals Thru
FY 13/14
Estimated 5 Year Projection
Project
Total
FY 14/15 FY 15/16
FY 16/17
FY 17/18
1 FY 18/19
FY 19/20
Cash (Fund Balance)
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
I -
I - -
-
-
5,150
-
-
FUNDING TOTAL
1 2,169,214
1 830,786
-
-
-
-
-
OPERATING IMPACT
3,000,000
• •••
IMPACT TYPE
Totals Thru
FY 13/14
Estimated
5 Year Projection
TOTAL
FY 14/15
FY 15/16
FY 16/17
FY 17/18
FY 18/19
FY 19/20
Supplies
-
-
-
-
- -
- -
-
Services
-
-
-
Insurance
-
-
-
-
- -
-
Repair & Maintenance
-
-
-
-
- -
5,464 5,628
-
-
32,342
Rent & Utilities (water only)
-
5,000
5,150
5,305
5,796
Debt Service
-
-
-
-
-
-
-
OPERATING IMPACT
5,000
5,150
5,305
32,342
FUNDED CAPITAL IMPROVEMENT
Project Description:
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.
suagm
EXPENDITURE TYPE
Totals Thru
FY 13/14
Estimated 5 Year Projection
Project
Total
FY 14/15 FY 15/16
FY 16/17
FY 17/18
FY 18/19
FY 19/20
Engineering
2,900 -
-
-
50,000
- -
- -
-
-
- -
-
52,900
Construction
-
403,000
-
403,000
Design
-
-
-
-
-
-
Contingency
-
-
-
-
-
-
Other
-
EXPENDITURES TOTAL
-
2,900
-
-
453,000
10,028
-1W
-
-
455,900
suagm
FUNDING TYPE
Totals Thru
FY 13/14
Estimated 5 Year Projection
Project
Total
FY 14/15 FY 15/16
FY 16/17
FY 17/18
1 FY 18/19
FY 19/20
Cash (Fund Balance)
-
- -
453,000
- -
- -
- -
-
453,000
Contributions/Grants
-
-
-
-
-
-
2,900
Bonds 2011 CO
2,900
Insurance
-
-
-
Bonds 16/17 CO
-
-
-
-
-
-
-
-
OtherVrI
-
-
-
10,028
-
-
-
-
FUNDING TOTAL
2,90.
-
-
453,000
Debt Service
OPERATING IMPACT
-
-
455,900
�i 11111111
RIEhIIII11111111 1 111111 111111 •
IMPACT TYPE
Totals Thru
FY 13/14
Estimated
5 Year Projection
TOTAL
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
10,028
Rent & Utilities
-
-
-
-
-
-
Debt Service
OPERATING IMPACT
-
-
-
-
-
10,028
331
FUNDED CAPITAL IMPROVEMENT
Project Description:
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 will be the responsibility of the Town. Staff will continue to pursue
TxDOT funding for signalization of this intersection.
• •I •
•-•
Totals Thru
FY 13/14
EXPENDITURE TYPE
Totals Thru
FY 13/14
Estimated
5 Year Projection
IFY15/16
Project
Total
FY 14/15
15/16
FY 16/17
FY 17/18
FY 18/19
FY 19/20
Engineering
-
-
- 260,000
- -
- -
-
- -
-
260,000
-
Construction
-
-
-
Design
-
- -
-
-
Contingency
Other
-
- -
-
-
-
-
-
- -
-
-
-
EXPENDITURES TOTAL
-
-
-
RAn,000
-
-
-
260,000
• •I •
IMPACT TYPE
Totals Thru
FY 13/14
FUNDING TYPE
Totals Thru
FY 13/14
Estimated
5 Year Projection
IFY
Project
FY 14/15
15/16
FY 16/17
FY 17/18
FY 18/19
FY 19/20)7Total
Cash (Fund Balance) -
- 260,000
-
- -
-
260,000
Contributions/Grants
-
Insurance
-
-
-
-
-
-
Bonds 2011 CO $2.095M
-
-
-
-
-
-
Unfunded
-
-
-
-
-
-
-
RAn,000
Other
FUNDING TOTAL
-
-
-
-
• •I •
IMPACT TYPE
Totals Thru
FY 13/14
Estimated 5 Year Projection
TOTAL
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
-
-
-
- -
-
-
332
FUNDED CAPITAL IMPROVEMENT
Project Description:
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.
•-•
EXPENDITURE TYPE
Totals Thru
FY 13/14
Estimated 5 Year Projection
Project
Total
FY 14/15 FY 15/16
FY 16/17
FY 17/18
FY 18/19
FY 19/20
Engineering
-
-
-
-
281,960
44,308 -
237,652 -
-
44,308
Construction
-
-
-
-
237,652
Design
-
-
-
-
-
-
-
-
Contingency
-
-
-
-
-
-
-
Other
Other
-
-
-
-
-
-
-
FUNDING TOTAL vri
EXPENDITURES TOTAL
-
-
281,960
-
281,960
I
281,960
11111��Iiq�111111 q1 111111 111111 ��i 11111111111111
• •••
FUNDING TYPE
Totals Thru
FY 13/14
Estimated 5 Year Projection
Project
Total
FY 14/15 FY 15/16
FY 16/17
FY 17/18
FY 18/19
FY 19/20
Cash (Fund Balance)
-
- -
-
281,960
-
-
-
-
281,960
-
Contributions/Grants
-
-
-
-
-
Bond Issuance
-
-
-
-
-
-
Unfunded
-
-
-
-
-
-
-
Other
-
-
-
-
-
-
-
-
FUNDING TOTAL vri
-
-
281,960
-
281,960
11111��Iiq�111111 q1 111111 111111 ��i 11111111111111
• •••
IMPACT TYPE
Totals Thru
FY 13/14
Estimated
5 Year Projection
TOTAL
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
-
-
-
-
333
FUNDED CAPITAL IMPROVEMENT
Project Description:
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 2015/2016.
,or•- •
EXPENDITURE TYPE
Totals Thru
FY 13/14
Estimated 5 Year Projection
Project
Total
FY 14/15 FY 15/16
FY 16/17
FY 17/18
FY 18/19
FY 19/20
Engineering
-
-
100,000
-
114,639
- 229,218
-
214,639
Construction
-
-
266,000
56,228
551,446
Design
-
-
-
-
-
-
-
-
Contingency
-
-
-
-
-
-
Other
-
EXPENDITURES TOTAL
-
-
-
366,000
-
39,306
343,857
56,228
766,085
1 111 11111��Ill In
FUNDING TYPE
Totals Thru
FY 13/14
Estimated 5 Year Projection
Project
Total
FY 14/15 FY 15/16
FY 16/17
FY 17/18
FY 18/19
FY 19/20
Cash (Fund Balance)
-
-
366,000
-
- -
- -
343,857
-
-
-
366,000
Contributions/Grants
-
-
-
-
-
343,857
Bonds 2017/18 CO
-
-
-
-
-
Unfunded
-
Repair & Maintenance
-
-
56,228
56,228
Other
-
-
-
-
-
-
I -
FUNDING TOTAL V1
39,306
OPERATING IMPACT
366,000
1
343,857
56,228
1
766,085
� q1 111111 111111 ��i 11111111111111
IMPACT TYPE
Totals Thru
FY 13/14
Estimated
5 Year Projection
TOTAL
FY 14/15
FY 15/16
FY 16/17
FY 17/18
FY 18/19 1
FY 19/20
Supplies
-
-
-
-
- -
- -
-
-
1 78,612
Services
-
-
-
Insurance
-
-
-
-
- -
-
-
-
Repair & Maintenance
-
-
-
-
-
Rent & Utilities
-
-
-
-
- -
39,306
Debt Service
39,306
OPERATING IMPACT
-
39,306
39,306
Ix 78,612
334
FUNDED CAPITAL IMPROVEMENT
Project Description:
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.
• • •
•-•JZMWMP1061�
'I
FUNDING TYPE
EXPENDITURE TYPE
Totals Thru
FY 13/14
Estimated
5 Year Projection
Project
Total
FY 14/15
FY 15/16
FY 16/17
FY 17/18
FY 18/19
1 FY 19/20
Trail - Engineering
-
- -
- -
-
- 22,260
- 222,600
-
22,260
Trail - Construction
-
-
-
222,600
Trail - Contingency
-
- -
-
-
45,156
-
45,156
Road - Engineering
-
- -
Unfunded
-
57,505
-
57,505
Road - Construction
-
- -
-
94,141
-
346,620
-
346,620
EXPENDITURES TOTAL
-
694,141
-
-
694,141INV
694,141
• • •
IMPACT TYPE
Totals Thru
FY 13/14
FUNDING TYPE
Totals Thru
FY 13/14
Estimated
5 Year Projection
IFY
Project
FY 14/15
15/16
1 FY 16/17
FY 17/18
1 FY 18/19
FY 19/20)7Total
Cash (Fund Balance) -
- -
-
-
-
-
Contributions/Grants
-
Insurance
-
-
-
-
-
-
Bonds 2017/18 CO
-
-
-
-
694,141
-
694,141
Unfunded
-
-
-
-
-
-
-
-
94,141
Other
FUNDING TOTAL
-
-
-
-
694,141
-
• • •
IMPACT TYPE
Totals Thru
FY 13/14
Estimated 5 Year Projection
TOTAL
FY 14/15 FY 15/16
FY 16/17
FY 17/18
1 FY 18/19
FY 19/20
Supplies
-
-
-
- - -
-
- -
-
Trail - Services
-
-
-
-
Insurance
-
-
-
-
Trail - Repair & Maint
-
-
- -
-
Trail - Rent & Utilities
-
-
- -
-
-
Debt Service
OPERATING IMPACT
-
-
-
-or 50,672
50,672
50,672
50,672
101,344
101,344
335
FUNDED CAPITAL IMPROVEMENT
Project Description:
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).
• •I •
Wr
IMPACT TYPE
FUNDING TYPE
EXPENDITURE TYPE
Totals Thru
FY 13/14
Estimated
5 Year Projection
Project
Total
FY 14/15
FY 15/16
FY 16/17
FY 17/18
FY 18/19
FY 19/20
Trail- Engineering/Design7
-
- -
- -
-
- -
- -
- -
22,999
22,999
Trail - Construction
-
-
231,080
231,080
Trail - Design
-
- -
-
46,870
46,870
Road/Bridge - Engineering
Road/Bridge - Construction
-
- -
Unfunded -
-
-
204,985 204,985
778,969 778,969
-
-
-
-
EXPENDITURES TOTAL
FUNDING TOTAL
Debt Service
-
-
-
1,284,903
1,284,903
• •I •
Wr
IMPACT TYPE
FUNDING TYPE
Totals Thru
FY 13/14
Estimated
5 Year Projection
IFY
Project
Total
FY 14/15
15/16
FY 16/17
FY 17/18
FY 18/19
FY 19/20
Cash (Fund Balance) -
- -
-
- -
-
-
Contributions/Grants -
-
-
-
-
-
-
-
Bonds 2017/2018 CO -
-
-
-
-
1,284,903
1,284,903
Unfunded -
-
-
-
-
-
- -
-
-
Other -
-
FUNDING TOTAL
Debt Service
-
-
-
-
-
1,284,903
1,284,903
• •I •
Wr
IMPACT TYPE
Totals Thru
FY 13/14
Estimated 5 Year Projection
TOTAL
FY 14/15 FY 15/16
FY 16/17
FY 17/18
FY 18/19 1
FY 19/20
Supplies
-
- -
- - -
-
-
Trail - Services
-
-
-
-
Insurance
-
-
-
-
-
-
Trail - Repair & Maintenance
-
-
-
-
-
Trail - Rent & Utilities
-
-
-
-
-
-
Debt Service
-
-
-
-
93,799
93,799
187,598
OPERATING IMPACT
93,799
93,799
187,598
336
UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT
Project Description:
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.
•-•
EXPENDITURE TYPE
Totals Thru
FY 13/14
Estimated 5 Year Projection
Project
Total
FY 14/15 FY 15/16
FY 16/17
FY 17/18
1 FY 18/19
FY 19/20
Engineering
-
-
Cash (Fund Balance)
-
-
-
- -
-
- -
- -
689,467
689,467
-
-
239,433
Construction
Contributions/Grants
149,622
-
Design
-
Bonds 2011 CO $2.095M
-
- -
-
Painting
239,433
Bonds 2015/16
-
- -
-
Other
-
I -
I -
I -
-
-
- -
EXPENDITURES TOTAL
239,433
1 -
239,433
-
-
-
689,467
F 928,900
928,900
337
FUNDING TYPE
Totals Thru
FY 13/14
Estimated
5 Year Projection
Project
Total
FY 14/15
FY 15/16
FY 16/17
FY 17/18
1 FY 18/19
FY 19/20
Cash (Fund Balance)
-
- -
-
-
- -
-
- -
- -
689,467
689,467
Contributions/Grants
149,622
-
-
149,622
Bonds 2011 CO $2.095M
89,811
- -
-
-
89,811
Bonds 2015/16
-
- -
-
-
-
Other
-
-
-
-
-
-
FUNDING TOTAL
239,433
-
-
-
689,467
928,900
337
IMPACT TYPE
Totals Thru
FY 13/14
Estimated 5 Year Projection
TOTAL
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
-
-
-
-
- -
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
337
UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT
Project Description:
The project will include streetscape enhancements (hardscape,
andscape) 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.
11111 111=101 I
IMPACT TYPE
EXPENDITURE TYPE
Totals Thru
FY 13/14
Estimated 5 Year Projection
Project
Total
FY 14/15 FY 15/16
FY 16/17
FY 17/18
FY 18/19
FY 19/20
Engineering
-
-
-
-
-
-
103,000
618,000
-
103,000
Construction
-
-
-
-
618,000
-
Design
-
-
-
-
-
Contingency
Other
-
-
-
Other -
-
-
-
10,300
-
-
-
-
EXPENDITURES TOTAL
721,000
or
1
721,000
15,450
721,000
30,450
11111 111=101 I
IMPACT TYPE
FUNDING TYPE
Totals Thru
FY 13/14
Estimated
5 Year Projection
Project
Total
FY 14/15
FY 15/16
FY 16/17
FY 17/18
FY 18/19
FY 19/20
Cash (Fund Balance) -
-
-
-
- -
-
-
721,000
-
-
-
721,000
Contributions/Grants -
-
-
-
Bonds 2016/17 CO $2.58M -
-
-
-
-
Unfunded -
-
-
5,150
-
Other -
-
-
10,300
-
FUNDING TOTAL
-
-
-
721,000
721,000
338
IMPACT TYPE
Totals Thru
FY 13/14
Estimated 5 Year Projection
TOTAL
FY 14/15 FY 15/16
FY 16/17
FY 17/18
FY 18/19
1 FY 19/20
Supplies
Services
Insurance
Repair & Maintenance
Rent & Utilities
Debt Service
-
-
-
-
- -
-
-
5,000
10,000
-
-
-
10,150
20,300
-
-
-
-
-
-
-
-
-
-
5,150
-
-
10,300
-
-
-
OPERATING IMPACT
15,000
15,450
30,450
338
UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT
Project Description:
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
-onsistent with 2011 Graham Pavement Evaluation Study.
339
EXPENDITURE TYPE
Totals Thru
FY 13/14
Estimated
5 Year Projection
Project
Total
FY 14/15
FY 15/16
FY 16/17
FY 17/18
FY 18/19
FY 19/20
Engineering
Construction
-
-
-
-
-
- -
- -
36,050
-
638,188
106,090
106,090
-
-
-
636,540
636,540
Design
-
-
-
-
-
36,050
Contingency
-
-
-
742,630
-
-
Other
-
FUNDING TOTAL
-
-
638,188
EXPENDITURES TOTAL
674,238
1 742,630
1 1,416,868
674,238
742,630
1 1,416,868
-
339
IMPACT TYPE
FUNDING TYPE
Totals Thru
FY 13/14
Estimated 5 Year Projection
Project
Total
FY 14/15 FY 15/16
FY 16/17
FY 17/18
1 FY 18/19
1 FY 19/20
Cash (Fund Balance)
-
-
-
-
- -
- -
674,238
-
-
-
Contributions/Grants
-
-
-
Repair & Maintenance -
-
Bond Issuance
-
Rent & Utilities -
-
-
-
UnFunded
-
-
-
-
-
-
742,630
1,416,868
Other
-
8,652 1
FUNDING TOTAL
1 17,564
674,238
1 742,630
1 1,416,868
339
IMPACT TYPE
Totals Thru
FY 13/14
Estimated 5 Year Projection
TOTAL
FY 14/15 FY 15/16 FY 16/17
FY 17/18
1 FY 18/19 1
FY 19/20
Supplies -
-
- -
- -
- -
-
-
Services -
-
-
Insurance -
-
- -
- - -
2,884 2,971
- 5,768 5,941
- -
Repair & Maintenance -
-
- -
5,855
Rent & Utilities -
-
11,709
Debt Service -
-
OPERATING IMPACT
EL-
8,652 1
8,912
1 17,564
339
UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT
Project Description:
This project will provide connectivity from Hwy 114 to
Capital Parkway along the east side of Westlake Parkway.
340
EXPENDITURE TYPE
Totals Thru
FY 13/14
Estimated
5 Year Projection
Project
Total
FY 14/15
FY 15/16
FY 16/17
FY 17/18
FY 18/19
FY 19/20
Engineering
Construction
-
-
- -
- -
- -
-
-
-
23,175
23,175
-
-
235,098
235,098
Design
-
-
-
Rent & Utilities -
44,548
44,548
Contingency
-
-
Debt Service -
OPERATING IMPACT
-
-
-
Other
-
-
-
-
-
EXPENDITURES TOTAL
FUNDING TOTAL
-
302,820
302,820
302,820
-
340
IMPACT TYPE
FUNDING TYPE
Totals Thru
FY 13/14
Estimated 5 Year Projection
Project
Total
FY 14/15 FY 15/16
FY 16/17
FY 17/18
FY 18/19
FY 19/20
Cash (Fund Balance)
-
- -
-
- -
- -
- -
-
Contributions/Grants
-
-
-
- -
-
Bonds
-
- -
-
Rent & Utilities -
-
Unfunded
-
-
-
Debt Service -
OPERATING IMPACT
-
-
302,820
302,820
Other
-
-
-
-
FUNDING TOTAL
-
302,820
302,820
340
IMPACT TYPE
Totals Thru
FY 13/14
Estimated 5 Year Projection
TOTAL
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
-
- -
-
-
340
UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT
Project Description:
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.
341
EXPENDITURE TYPE
Totals Thru
FY 13/14
Estimated 5 Year Projection
Project
Total
FY 14/15 FY 15/16
FY 16/17
FY 17/18
1 FY 18/19
FY 19/20
Engineering
-
-
-
-
-
-
- -
-
- -
-
-
17,345
Construction
-
-
-
17,345
Design
-
-
-
-
-
-
Contingency
-
-
-
-
-
Other
-
Other
FUNDING TOTAL
-
-
-
-
-
-
EXPENDITURES TOTAL
-
EF
1
-
17,345
17,345
341
IMPACT TYPE
FUNDING TYPE
Totals Thru
FY 13/14
Estimated 5 Year Projection
Project
Total
FY 14/15 FY 15/16
FY 16/17
FY 17/18
FY 18/19
FY 19/20
Cash (Fund Balance)
-
- -
-
- -
- -
-
-
Contributions/Grants
-
-
-
-
-
Bonds
-
-
-
-
- -
Unfunded
-
-
-
-
- -
17,345
17,345
Other
FUNDING TOTAL
-
-
-
-
- -
-
17,345
341
IMPACT TYPE
Totals Thru
FY 13/14
Estimated 5 Year Projection
TOTAL
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
-
-
- -
-
341
UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT
Project Description:
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.
•-•
EXPENDITURE TYPE
Totals Thru
FY 13/14
Estimated 5 Year Projection
Project
Total
FY 14/15 FY 15/16
FY 16/17
FY 17/18
1 FY 18/19
FY 19/20
Engineering
-
-
-
-
60,000
600,000
- -
- -
-
- -
-
60,000
Construction
-
-
-
600,000
Design
-
-
-
-
-
-
60,000
Contingency
-
-
-
60,000
-
Other
-
-
-
-
-
-
-
-
-
EXPENDITURES TOTAL
-
-
720,000
- -
-
1W
1 720,000
342
FUNDING TYPE
Totals Thru
FY 13/14
Estimated 5 Year Projection
Project
Total
FY 14/15 FY 15/16
FY 16/17
FY 17/18
FY 18/19
FY 19/20
Cash (Fund Balance)
-
-
-
-
- -
- -
- -
- -
-
-
720,000
Contributions/Grants
-
-
-
-
-
Bonds 2011 CO $2.095M
-
-
-
-
-
Unfunded
-
-
-
720,000
-
Other
FUNDING TOTAL
-
-
-
-
-
720,000
-
-
-
-
720,000
342
IMPACT TYPE
Totals Thru
FY 13/14
Estimated 5 Year Projection
TOTAL
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
-
-
- -
-
342
UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT
Project Description:
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.
Al T T-77 r
y �
• �.'� _ A
0
• •• 1111111 1 11111 11111 i 1111111•
EXPENDITURE TYPE
Totals Thru
FY 13/14
Estimated
5 Year Projection
Project
Total
FY 14/15
FY 15/16
FY 16/17
FY 17/18
1 FY 18/19
FY 19/20
Engineering
Construction
-
_ _
_
60,000
_ _
_
- -
-
60,000
-
600,000
-
600,000
Design
-
-
-
-
-
-
Contingency
-
_
_
60,000
_ _
-
60,000
Other
-
-
-
-
-
-
-
-
EXPENDITURES TOTAL
720,000
OPERATING IMPACT
-
720,000
-
206
1 X 212
720,000
• •• 1111111 1 11111 11111 i 1111111•
FUNDING TYPE
Totals Thru
FY 13/14
Estimated 5 Year Projection
Project
Total
FY 14/15 FY 15/16
FY 16/17
FY 17/18
FY 18/19 1
FY 19/20
Cash (Fund Balance)
-
-
-
-
- -
- -
- -
- -
-
720,000
Contributions/Grants
-
-
-
-
Bonds 2011 CO $2.095M
-
Repair & Maintenance
-
-
-
Unfunded
-
-
-
720,000
-
Other
-
200
-
-
-
-
-
FUNDING TOTAL
-
-
-
720,000
OPERATING IMPACT
-
720,000
• •• 1111111 1 11111 11111 i 1111111•
IMPACT TYPE
Totals Thru
FY 13/14
Estimated 5 Year Projection
TOTAL
FY 14/15 FY 15/16 FY 16/17
FY 17/18
1 FY 18/19 1
FY 19/20
Supplies
-
-
-
- -
-
- -
- -
-
Services
-
Insurance
-
-
- -
- -
-
Repair & Maintenance
-
-
- -
-
-
-
-
Rent & Utilities
-
-
200
206
212
618
Debt Service
-
-
-
-
-
OPERATING IMPACT
200
206
1 X 212
618
343
T4 -SIT is i�ct�,rctiaaa�� ��aa�
344
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.
Section 10 Capital Improvement Plan
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.
PROPOSED PROJECTS - FYI 5116 THRU FYI 9120
o Meter Reading and Equipment
o TRA Assumption of N-1 Sewer Line
UNFUNDED/UNDER DISCUSSION PROJECTS
o No projects
345
FUNDED CAPITAL IMPROVEMENT
Project Description:
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."
•-111 ••
11 In
EXPENDITURE TYPE
Totals Thru
FY 13/14
Estimated
5 Year Projection
Project
Total
FY 14/15
FY 15/16
FY 16/17
FY 17/18
FY 18/19
FY 19/20
Engineering
Construction
-
12,467
141,098 96,435
-
-
- -
-
- -
-
12,467
-
-
-
237,533
Design
-
-
-
-
-
-
Contingency
-
-
-
-
-
-
Other
-
Other
-
-
-
-
EXPENDITURES TOTAL
153,565
153,565
1 96,435
-
-
-
250,000
250,000
•-111 ••
11 In
FUNDING TYPE
Totals Thru
FY 13/14
Estimated 5 Year Projection
Project
Total
FY 14/15 FY 15/16
FY 16/17
1 FY 17/18
1 FY 18/19
FY 19/20
Cash/Transfers
-
153,565 96,435
-
- -
- -
- -
-
250,000
Contributions/Grants
-
-
-
-
-
-
Bond Issuance
-
Repair & Maintenance
-
-
-
- -
UnFunded
-
-
-
-
-
-
-
Debt Service
OPERATING IMPACT
Other
-
-
-
FUNDING TOTAL IF
153,565
96,435
-
-
-
250,000
1�•o Kill) -I lil ql 111111 111111 l���l 11111111111111
•
IMPACT TYPE
Totals Thru
FY 13/14
Estimated
5 Year Projection
TOTAL
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
-
-
-
-
-
346
FUNDED CAPITAL IMPROVEMENT
Project Description:
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.
6
•-•q 9W
EXPENDITURE TYPE
Totals Thru
FY 13/14
Estimated 1 5 Year Projection
Project
Total
FY 14/15 1 FY 15/16
FY 16/17
FY 17/18
FY 18/19
FY 19/20
Engineering
-
- -
77,000 77,000
-
- -
- -
-
- -
-
-
154,000
Construction
-
-
-
Design
-
-
-
-
-
-
Contingency
-
-
-
Repair & Maintenance
-
Other
-
-
-
-
-
-
EXPENDITURES TOTAL
I IF
-
1 77,000
77,000
1
FUNDING TOTAL
-
-
154,000
• •- 1 111111 111111 i 11111111111111•
FUNDING TYPE
Totals Thru
FY 13/14
Estimated 5 Year Projection
Project
Total
FY 14/15 FY 15/16
FY 16/17
FY 17/18
1 FY 18/19
FY 19/20
Cash/Transfers
-
77,000 77,000
-
- -
- -
- -
-
154,000
Contributions/Grants
-
-
-
-
-
-
Bond Issuance
-
Insurance
-
-
-
UnFunded
-
Repair & Maintenance
-
-
-
-
-
Rent & Utilities
Other
-
-
-
-
Debt Service
-
FUNDING TOTAL
-
-
77,000
77,000
-
-
-
25,200
25,956
154,000
• •- 1 111111 111111 i 11111111111111•
IMPACT TYPE
Totals Thru
FY 13/14
Estimated
5 Year Projection
TOTAL
FY 14/15
FY 15/16
FY 16/17
FY 17/18
FY 18/19
FY 19/20
Supplies
-
-
-
-
- -
- -
- -
25,956 26,735
- -
-
-
-
118,027
-
Services
-
-
-
Insurance
-
-
-
-
-
Repair & Maintenance
-
-
12,600
25,200
27,537
Rent & Utilities
-
-
-
-
Debt Service
-
-
-
-
OPERATING IMPACT
-
12,600
25,200
25,956
26,735
27,537
118,027
T4 -SIT is i�ct�,rctiaaa�� ��aa�
348
-D -7�
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349
T4 -SIT is i�ct�,rctiaaa�� ��aa�
350
CAPITAL PROJECT FUNDS CAPITAL PROJECT FUND - WA EXPANSION FUND
Combined Program Summary
Fiscal Year 2015/2016
Adopted Estimated Adopted
Actual Budget Budget Budget
FY 13/14 FY 14/15 FY 14/15 FY 15/16
REVENUES & OTHER SOURCES
General Sales Tax On-going
Property Tax
Hotel Tax
Charge for Services
Beverage Tax
Franchise Fees
Permits & Fees
Fines & Forfeitures
Investment Earnings
Contributions
Misc Income
Total Revenues
Transfers In
Other Sources
Total Other Sources
TOTAL REVENUES & OTHER SOURCES
EXPENDITURES & OTHER USES
Payroll Salaries
Payroll Insurance
Payroll Taxes
Payroll Retirement
Total Payroll and Related
Supplies
Services
Insurance
Repair & Maintenance
Rent & Utilities
Water Purchases
Debt
Total Operations & Maintenance
TOTAL OPERATING EXPENDITURES
Capital Outlay
Capital Projects
Total Capital
Transfers Out
Other Uses
Total Other Uses
TOTAL EXPENDITURES & OTHER USES
12,896
80,473
233,500
326,869
830,000
366,774
1,196,774
1,523,643
116
116
11.6
9,943,057
9,943,057
200,000
200,000
10,143,173
17,144
17,144
1,723,515
8,456,145
10,179,660
10,196,804
5,241,000
5,241,000
5,241,000
EXCESS REVENUES OVER(UNDER) EXPENDITURES (8,619,530) (1,161,405) 436,270 4,955,804
FUND BALANCE, BEGINNING
10,357,315
FUND BALANCE, ENDING
$ 1,737,785
Restricted/Assigned/Committed Funds
1,737,785
UNASSIGNED FUND BALANCE, ENDING
$ -
7,400
4,728
320,000
380,000
327,400
384,728
1,590,000
1,614,328
1,125,000
-
2,715,000
1,614,328
3,042,400
1,999,056
17,144
17,144
1,723,515
8,456,145
10,179,660
10,196,804
5,241,000
5,241,000
5,241,000
EXCESS REVENUES OVER(UNDER) EXPENDITURES (8,619,530) (1,161,405) 436,270 4,955,804
FUND BALANCE, BEGINNING
10,357,315
FUND BALANCE, ENDING
$ 1,737,785
Restricted/Assigned/Committed Funds
1,737,785
UNASSIGNED FUND BALANCE, ENDING
$ -
4,203,805
1,562,786
4,203,805
1,562,786
4,203,805
1,562,786
17,144
17,144
1,723,515
8,456,145
10,179,660
10,196,804
5,241,000
5,241,000
5,241,000
EXCESS REVENUES OVER(UNDER) EXPENDITURES (8,619,530) (1,161,405) 436,270 4,955,804
FUND BALANCE, BEGINNING
10,357,315
FUND BALANCE, ENDING
$ 1,737,785
Restricted/Assigned/Committed Funds
1,737,785
UNASSIGNED FUND BALANCE, ENDING
$ -
Funds
$ 1,737,785
351
1,737,785 1,737,785
$ 576,380 $ 2,174,055
576,380 2,174,055
$ 576,380 $ 2,174,055
576,380 2,174,055
2,174,055
$ 7,129,859
7,129,859
$ 7,129,859
CAPITAL PROJECT FUNDS
COMBINING REVENUES, EXPENDITURES AND FUND BALANCE
FISCAL YEAR 2015/2016
Capital Academy TOTAL
Proiects I Expansion
REVENUES AND OTHER SOURCES
General Sales Tax
$
$
$
Property Tax
Beverage Tax
Franchise Fees
Permits/Fees
Fines/Forfeits
Interest
16,644
500
17,144
Misc Income
-
-
-
Charge for Services
Contributions
Hotel Tax
-
-
-
Total Revenues
16,644
500
17,144
Transfers In
1,273,515
450,000
1,723,515
Other Sources
8,456,145
-
8,456,145
Total Other Sources
9,729,660
450,000
10,179,660
TOTAL REVENUES AND OTHER SOURCES
9,746,304
450,500
10,196,804
EXPENDITURES AND OTHER USES
Payroll Salaries
Payroll Transfers
Insurance
Taxes
Retirement
Total Payroll & Related
Supplies
Services
Insurance
Maintenance
Rent & Utilities
Interfund Advance
Debt
Water Purchases
Total Operations & Maintenance
Capital Outlay
Maintenance and Replacement Funds - -
Capital Project Funds 5,241,000 5,241,000
Total Capital 5,241,000 5,241,000
Transfers Out - -
Other Uses
Total Other Uses
TOTAL EXPENDITURES AND OTHER USES 5,241,000 5,241,000
EXCESS REVENUES OVER (UNDER) EXPENDITURES 4,505,304 1 450,500 1 4,955,804
BEGINNING FUND BALANCE 1,733,939 1 440,117 1 2,174,055
ENDING FUND BALANCE 1 $ 6,239,243 1 $ 890,617 1 $ 7,129,859
352
Section I I Capital Project Funds
Capital Project Funds Overview
Summary of Policy Intended Outcome
A. Debt Management - Establish guidelines for debt financing that will provide needed
capital equipment and infrastructure improvements while minimizing the impact of
debt payments on current revenues.
B. Capital Maintenance and Replacement - Annually review and monitor the state of the
Town's capital equipment and infrastructure, setting priorities for its replacement and
renovation based on needs, finding alternatives, and availability of resources.
C. Non -Recurring Revenues - Non-recurring revenues will be used only for one-time
expenditures such as long-lived capital needs or one-time major maintenance projects that
occur infrequently. Non-recurring revenues will not be used for budget balancing purposes
except to cover the one-time expenditures described above.
D. Maintenance of Capital Assets - Within the resources available each fiscal year, the Town
shall maintain capital assets and infrastructure at a sufficient level to protect the Town's
investment, to minimize future replacement and maintenance costs, and to continue service
levels.
E. Fund Balance Use -Fund balance will only be used with Council approval and can be only
be used for major capital purchases that cannot be accommodated through current year
savings.
• Should such use reduce the balance below the appropriate level set as the
objective for that fund, recommendations will be made on how to restore it.
• The Council shall approve all commitments by formal action. The action to commit
funds must occur prior to fiscal year-end, to report such commitments in the balance
sheet of the respective period, even though the amount may be determined
subsequent to fiscal year-end.
• A commitment can only be modified or removed by the same formal action.
F. Debt Issuance Analysis - All consideration of debt issuance for major capital assets will be
prepared within the framework of a Council approved multi-year capital improvement plan
and forecast for all Town facilities and infrastructure.
G. Analysis of Debt Issuance and Debt Issuance Alternatives - Staff will explore alternatives to
the issuance of debt for capital acquisitions and construction projects. These alternatives will
include, but not be limited to,
• grants- in- aid
• use of reserves
• use of either current on-going general revenues or one-time revenues
• contributions from developers and others
• leases
• userfees
• impact fees
H. Use of Debt Financing - The useful life of the asset or project shall, at a minimum, exceed the
payout schedule of any debt the Town assumes. Debt financing instruments to be
considered by the Town may include:
• General obligation bonds - These must be authorized by a vote of the citizens of
Westlake.
• Revenue bonds - These bonds generate capital requirements necessary for
353
Section 1 1 Capital Project Funds
Capital Project Funds Overview
continuation or expansion of a service which produces revenue and for which the
asset may reasonable be expected to provide for a revenue stream to fund the debt
service requirement.
Certificates of obligation - These can be authorized by Council approval with debt
service by either general revenues or backed by a specific revenue stream or a
combination of both.
Lease/purchase agreements - These shall only be used to purchase capital assets
that cannot be financed from either current revenues or fund balance/retained
earnings and to fund infrastructure improvements and additions.
Capital Budget Program
A. Preparation - The Town's capital budget will include all capital projects funds and all capital
resources. While the capital budget will be prepared annually on a project basis, it will be
based on an on-going, multi-year capital improvement plan (CIP) that shows all funded and
unfunded projects as identified by staff for all Town facilities and infrastructure. The multi-year
CIP will be reviewed annually, updated by staff and presented to the Council for its review
and approval. The annual capital budget will be prepared by the Finance Department with
the involvement of responsible departments based on the multi-year CIP.
B. Control - All capital project expenditures must be appropriated in the capital budget. The
Finance Director must certify the availability of resources before any capital project contract
is presented to the Town Council for approval.
C. Program Planning - The capital budget will be taken from the capital improvements project
plan for future years. The planning time frame for the capital improvements project plan
should normally be five years, with a minimum of at least three years. The replacement and
maintenance for capital items should also be projected for the next five years. Future
maintenance and operational costs will be considered so that these costs can be included
as appropriate in the annual budget.
D. Financing Programs - Where applicable and with Council approval, impact fees, pro -rata
charges, assessments, or other fees should be used to fund capital projects which have a
primary benefit to specific, identifiable property owners. Recognizing that long-term debt is
usually a more expensive financing method, alternative financing sources will be explored
before debt is issued. When debt is issued, it will be used to acquire major assets with
expected lives which equal or exceed the average life of the debt issue.
E. Reporting - Periodic financial reports will be prepared to enable the department directors to
manage their capital budgets. Summary capital project status reports will be presented to
the Town Council quarterly.
Capitalization Criteria - For purposes of budgeting and accounting classification, the
following criteria must be capitalized:
• The asset is owned by the Town of Westlake
• The expected useful life of the asset must be longer than one year, or extend the life
on an identifiable existing asset by more than one year
• The original cost of the asset must be at least $5,000
• The asset must be tangible
• On-going repairs and general maintenance are not capitalized
• New Purchases - All costs associated with bringing the asset into working order will be
354
Section 1 1 Capital Project Funds
Capital Project Funds Overview
capitalized as part of the asset cost. This includes start- up costs, engineering or
consultant type fees as part of the asset cost once the decision or commitment to
purchase the asset is made. The cost of land acquired should include all related
costs associated with its purchase
Improvements and Replacement - Improvement will be capitalized when they
extend the original life of an asset or when they make the asset more valuable than it
was originally. The replacement of assets components will normally be expenses
unless they are a significant nature and meet all the capitalization criteria.
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/Utility/Vehicle Maintenance Replacement Fund) for major maintenance and replacement of
street, building roof, flooring, air conditioning, equipment, etc.
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.
355
T4 -SIT is i�ct�,rctiaaa�� ��aa�
356
Fund 410
357
Capital Projects Fund
Program Summary
Fiscal Year 2015/2016
REVENUES & OTHER SOURCES
General Sales Tax
Property Tax
Hotel Tax
Charges for Services
Beverage Tax
Franchise Fees
Permits & Fees
Fines & Forfeitures
Investment Earnings
Contributions
Misc Income
Total Revenues
Transfers In
Other Sources Bond Proceeds
Total Other Sources
TOTAL REVENUES & OTNEttSd
EXPENDITURES & OTHER USES
Payroll Salaries
Payroll Insurance
Payroll Taxes
Payroll Retirement
Payroll Transfers
Total Payroll and Related
Supplies
Services
Insurance
Repair & Maintenance
Rent & Utilities
Interfund Advances
Debt
Total Operations & Maintenance
TOTAL OPERATING EXPENDITURES
Capital Outlay
Capital Projects
Total Capital
Transfer Out
Total Other Uses
TOTAL EXPENDITURES & OTHER USES
Adopted Estimated Adopted
Actual Budget Budget Budget
FY 13/14 FY 14/15 FY 14/15 FY 15/16
3,544
3,544
3,544
1,129,287
1,129,287
200,000
200,000
1,329,287
16,644
16,644
1,273,515
8,456,145
9,729,660
9,746,304
EXCESS REVENUES OVER(UNDER) EXPENDITURES (1,325,744) (698,600) 420,847 4,505,304
FUND BALANCE, BEGINNING 2,638,835
FUND BALANCE, ENDING. 1,313,092
Restricted/Assigned/Committed Funds 1,313,092
UNASSIGNED FUND BALANCE, ENDING $ -
IRestricted/Assigned/Committed Funds I
C Cash/CD's 410 10110 00
ITOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS
$ 1,313,092
358
1,313,092 1,313,092
614,492 1,733,939
614,492 1,733,939
$ 614,492
$ 1,733,939
614,492
$ 1,733,93-
7,400
3,633
320,000
380,000
327,400
383,633
1,150,000
1,150,000
1,125,000
-
2,275,000
1,150,000
2,602,400
1,533,633
16,644
16,644
1,273,515
8,456,145
9,729,660
9,746,304
EXCESS REVENUES OVER(UNDER) EXPENDITURES (1,325,744) (698,600) 420,847 4,505,304
FUND BALANCE, BEGINNING 2,638,835
FUND BALANCE, ENDING. 1,313,092
Restricted/Assigned/Committed Funds 1,313,092
UNASSIGNED FUND BALANCE, ENDING $ -
IRestricted/Assigned/Committed Funds I
C Cash/CD's 410 10110 00
ITOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS
$ 1,313,092
358
1,313,092 1,313,092
614,492 1,733,939
614,492 1,733,939
$ 614,492
$ 1,733,939
614,492
$ 1,733,93-
F
r rr�
16,644
16,644
1,273,515
8,456,145
9,729,660
9,746,304
EXCESS REVENUES OVER(UNDER) EXPENDITURES (1,325,744) (698,600) 420,847 4,505,304
FUND BALANCE, BEGINNING 2,638,835
FUND BALANCE, ENDING. 1,313,092
Restricted/Assigned/Committed Funds 1,313,092
UNASSIGNED FUND BALANCE, ENDING $ -
IRestricted/Assigned/Committed Funds I
C Cash/CD's 410 10110 00
ITOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS
$ 1,313,092
358
1,313,092 1,313,092
614,492 1,733,939
614,492 1,733,939
1,733,938
6,239,242
6,239,242
$ 6,239,242
6,239,242
$ 614,492
$ 1,733,939
614,492
$ 1,733,93-
1,733,938
6,239,242
6,239,242
$ 6,239,242
6,239,242
Section 1 1 Capital Project Funds
Capital Projecst Fund Overview
The Capital Projects Fund tracks major equipment, land, and infrastructure projects of $25,000 or
more financed with General Fund operating transfers, intergovernmental revenue, bond
proceeds and Special Revenue Fund transfers. Project completion or procurement may extend
across two or more fiscal years and reflect multiple expense categories such as engineering,
design and construction.
Completed capital projects often have a continuing fiscal impact on the Town's operating
funds due to routine maintenance, repair, and daily operating costs. When an ongoing
operating impact has been identified, it is included on the project description sheet, and costs
are projected for the next three years. Upon approval of the project, the ongoing fiscal impact
is integrated into the operating budget.
For more detailed information about capital projects, see the "Capital Improvement Plan".
Revenues and Other Sources
• FY 2015/16 projected revenues are $9,746,304.
• This amount represents an increase of $8,212,671 from FY 2014/15 estimated revenues of
$1,533,633. Increases are due to:
o Anticipated bond proceeds of approximately $8,456,145 for land and
construction costs related to the fire station complex
o Transfers in of $1,273,515 for municipal building project
Expenditures
• FY 2015/16 expenditures total $5,241,000.
Description Amount
East Dove Road R&D (Vaq-TB) $ 366,000
Municipal Building 1,800,000
Fire Station Complex 2,815,000
FM 1938 and Dove Road Signalization 260,000
TOTAL $ 5,241,000
Fund Balance
• FY 2015/16 ending fund balance is projected to be $6,239,249.
359
Capital Projects Fund
5 Year Projection
Project Adopted Projection
No. Description FY 15-16 FY 16-17 1 FY 17-18 1 FY 18-19 FY 19-20
45
REVENUES AND OTHER SOURCES
-
n/a
Bond Proceeds (Road/Trail Projects)
-
-
2,379,129
64
Fire Station Complex
8,456,145
-
20
Town Improvements
-
-
31
Interest Income
16,644
2,310
2,166
4,560
34
Transfer in from GF 100
673,515
659,610
301,995
201,330
201,330
40
Transfer in from OF 500
TOTAL D OTHER SOURCES
600,000
316,667
-
-
-
41
E. Dove Road Recon & Drainage (Vaq - TB)
366,000
-
45
CAPITAL PROJECTS
Hillwood Misc Project Expense
-
n/a
Transfer out to WA Expansion
20
FM 1938 Streetscape/Wayfinding
30
SH 114/Hwy 170 Enhancements
31
Stagecoach Hills Street Recon & Drainage
-
-
34
S. Roanoke Road Recon & Drainage
-
453,000
-
40
Sam School Road Recon & Drainage
-
-
281,960
-
-
41
E. Dove Road Recon & Drainage (Vaq - TB)
366,000
-
343,857
56,228
47
Hwy 377 Westport Parkway Signal
-
-
-
50
Glenwyck Farms Park Improvemen
-
-
52
Trail - Westlake Academy to Cemetery
-
-
300,949
53
Trail - Dove/Pearson/Aspen
-
290,016
-
55
Outdoor Warning System
-
-
-
58
Ottinger Road Recon/Drainage
-
-
-
983,954
60
Pearson Lane Recon/Drainage
-
-
404,125
-
62
Water Line & Well Improvements
-
-
-
63
Municipal Building
1,800,000
950,000
-
64
Fire Station Complex
2,815,000
5,200,000
421,145
65
Maintenance & Storage Facility
TOTAL•
-
40,000
-
-
-
,r16,643,000
703,105
1,037,998
$ 1,341,131
304
360
FUNDED CAPITAL IMPROVEMENT
Project Description:
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 2015/2016.
,or•- •
EXPENDITURE TYPE
Totals Thru
FY 13/14
Estimated 5 Year Projection
Project
Total
FY 14/15 FY 15/16
FY 16/17
FY 17/18
FY 18/19
FY 19/20
Engineering
-
-
100,000
- -
- -
114,639
- 229,218
-
214,639
Construction
-
266,000
-
56,228
551,446
Design
-
-
-
-
-
-
-
Contingency
-
-
-
-
-
-
-
Other
-
Other
-
-
-
- -
-
I -
FUNDING TOTAL
T
-
66,000
1
78,612
343,857
1 56,228
1 766,085
EXPENDITURES TOTAL
-
366,000
-
-
343,857
56,228
1 V766,085
I IMPACT ON OPERATING
FUNDING TYPE
Totals Thru
FY 13/14
Estimated 5 Year Projection
Project
Total
FY 14/15 FY 15/16
FY 16/17
FY 17/18
FY 18/19
FY 19/20
Cash/Transfers
-
- 366,000
-
- -
- -
-
366,000
-
Contributions/Grants
-
-
-
-
-
Bonds 2017/18 CO
-
-
-
-
-
343,857
-
343,857
Unfunded
-
-
-
-
-
-
56,228
56,228
Other
-
-
Debt Service
- -
-
I -
FUNDING TOTAL
T
-
66,000
1
78,612
343,857
1 56,228
1 766,085
I IMPACT ON OPERATING
BUDGET
IMPACT TYPE
Totals Thru
FY 13/14
Estimated
5 Year Projection
TOTAL
FY 14/15
FY 15/16
FY 16/17
FY 17/18
FY 18/19
FY 19/20
Supplies
-
-
-
-
-
- -
-
-
78,612
Services
-
-
-
-
Insurance
-
-
- -
-
-
39,306
Repair & Maintenance
-
-
-
-
Rent & Utilities
-
-
-
-
-
-
Debt Service
39,306
OPERATING IMPACT
-
39,306
78,612
361
FUNDED CAPITAL IMPROVEMENT
Project Description:
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
FUNDING TYPE
EXPENDITURE TYPE
Totals Thru
FY 13/14
Estimated 5 Year Projection
Project
Total
FY 14/15 FY 15/16
FY 16/17
FY 17/18
FY 18/19
FY 19/20
Consultant/Engineering
-
20,000
40,000
1,000,000
30,000
4,000,000
3,600
317,545
-
93,600
Construction inc. inflation
-
-
-
5,317,545
Design
-
-
200,000
232,500
100,000
85,000
-
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 -
-
-
- 1,575,000
EXPENDITURES TOTAL
20,000
2,815,000
1 5,200,000
421,145
-
8,456,145
PROJECT
FUNDING TYPE
Totals Thru
FY 13/14
Estimated 5 Year Projection
Project
Total
FY 14/15 FY 15/16
FY 16/17
FY 17/18
FY 18/19
FY 19/20
Cash/Transfers
-
-
-
-
5,000 5,150
4,750 4,893
-
-
8,456,145
Contributions
-
-
-
-
Bonds 2015/16 CO
-
20,000
2,815,000
5,200,000
421,145
-
20,000
15,000
85,000
Rent & Utilities
-
-
62,700
64,581
66,518
193,799
Debt Service
-
-
FUNDING TOTAL YJ
W
1 20,000
2,815,000
5,200,000
421,145
-
8,456,145
• •• •
IMPACT TYPE
Totals Thru
FY 13/14
Estimated 5 Year Projection
TOTAL
FY 14/15 FY 15/16
FY 16/17
FY 17/18
FY 18/19
FY 19/20
Services
Insurance
-
- -
5,000 5,150
4,750 4,893
5,305
15,455
14,682
-
-
5,039
Repair & Maintenance
-
-
-
50,000
20,000
15,000
85,000
Rent & Utilities
-
-
62,700
64,581
66,518
193,799
Debt Service
-
-
507,369
507,369
507,369
507,369
2,029,476
OPERATING IMPACT
507,369
629,819
601,993
599,231
2,338,412
362
FUNDED CAPITAL IMPROVEMENT
Project Description:
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'sj)
identity. The cost to the Town of approximately $2.75M will not impact the k, _
tax rate. A site for the building has already been given to the Town by the
developer of Entrada.
PROJECT
FUNDING TYPE
EXPENDITURE TYPE
Totals Thru
FY 13/14
Estimated 5 Year Projection
Project
Total
FY 14/15 FY 15/16
FY 16/17
FY 17/18
1 FY 18/19
FY 19/20
Engineering
-
- 100,000
330,000
4,767,710
- -
1,000,000 -
-
430,000
Construction ( 10% inflation)
-
-
-
-
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
125,000
Other Admin cost
-
OPERATING IMPACT
50,000
1 75,000
1
EXPENDITURES TOTAL
-
-
350,000
1 6,672,710
1 1,100,000
-
8,122,710
PROJECT
FUNDING TYPE
Totals Thru
FY 13/14
Estimated 5 Year Projection
Project
Total
FY 14/15 FY 15/16
1 FY 16/17
FY 17/18
FY 18/19
FY 19/20
Cash/Transfers (Town)
-
-
1,800,000
250,000
950,000
4,022,710
- -
1,100,000
- -
-
2,750,000
Contribution (Private Party)
-
25,000
10,000
5,372,710
Other
Services
-
-
-
-
-
15,450
15,914
46,364
Insurance
-
-
-
5,000
5,150
5,305
15,455
Repair & Maintenance
FUNDING TOTAL
-
-
2,050,000
4,972,710
1,100,000
-
Utilities ($3/sq ft)
8,122,710
-
363
IMPACT ON OPERATING BUDGET
IMPACT TYPE
Totals Thru
FY 13/14
Estimated
5 Year Projection
TOTAL
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
45,300
Services
-
-
15,000
15,450
15,914
46,364
Insurance
-
-
-
5,000
5,150
5,305
15,455
Repair & Maintenance
-
-
30,000
30,900
31,827
92,727
Utilities ($3/sq ft)
-
-
60,000
61,800
63,654
185,454
Debt Service
-
-
-
-
-
-
OPERATING IMPACT
35,000
1 123,300 1
126,999
385,299
363
FUNDED CAPITAL IMPROVEMENT
Project Description:
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 will be the responsibility of the Town. Staff will continue to pursue
TxDOT funding for signalization of this intersection.
364
•-•
Totals Thru
IMPACT TYPE FY 13/14
EXPENDITURE TYPE
Totals Thru
FY 13/14
Estimated
5 Year Projection
IFY15/16
Project
Total
FY 14/15
15/16
FY 16/17
FY 17/18
FY 18/19
FY 19/20
Engineering
-
-
- 260,000
-
- -
-
- -
-
260,000
-
Construction
-
-
-
Design
-
-
-
-
-
Contingency
-
-
-
-
-
-
-
-
Other
-
-
-
-
-
-
-
EXPENDITURES TOTAL
-
-
260,000
364
Totals Thru
IMPACT TYPE FY 13/14
FUNDING TYPE
Totals Thru
FY 13/14
Estimated
5 Year Projection
Project
Total
FY 14/15IFY
15/16
FY 16/17
FY 17/18
FY 18/19
FY 19/20
Cash/Transfers -
- 260,000
- - -
- -
- -
-
260,000
-
Contributions/Grants
-
-
-
-
Bonds 2011 CO $2.095M
-
-
-
-
Unfunded
-
Debt Service I -
OPERATING IMPACT qq-
-
I -
-
-
-
260,000
Other
FUNDING TOTAL
-
-
-
-
-
-
364
Totals Thru
IMPACT TYPE FY 13/14
Estimated 5 Year Projection
TOTAL
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 I -
OPERATING IMPACT qq-
-
I -
- -
I -
I -
364
Fund 412
OR
Westlake Academy Expansion Fund
Program Summary
Fiscal Year 2015/2016
Adopted Estimated Adopted
Actual Budget Budget Budget
FY 13/14 FY 14/15 FY 14/15 FY 15/16
REVENUES & OTHER SOURCES
General Sales Tax
Property Tax
Charges for Services
Beverage Tax
Franchise Fees
Permits & Fees
Fines & Forfeitures
Investment Earnings
Contributions
Misc Income
Total Revenues
Transfers In
Other Sources Bond Proceeds
Total Other Sources
TOTAL REVENUES & OTHER SOURCES
EXPENDITURES & OTHER USES
Payroll Salaries
Payroll Insurance
Payroll Taxes
Payroll Retirement
Payroll Transfers
Total Payroll and Related
Supplies
Services
Insurance
Repair & Maintenance
Rent & Utilities
Interfund Advances
Debt
Total Operations & Maintenance
TOTAL OPERATING EXPENDITURES
Capital Outlay
Capital Projects
Total Capital
Transfer Out
Total Other Uses
TOTAL EXPENDITURES & OTHER USES
9,353
80,473
233,500
323,325
830,000
366,774
1,196,774
1,520,099
1,095
1,095
440,000 464,328
440,000 464,328
440,000 465,423
500
500
450,000
450,000
450,500
VXCESS REVENUES OVER(UNDER) EXPENDITURES (7,293,786) (462,805) 15,423 450,500
FUND BALANCE, BEGINNING 7,718,480
ND BALANCE, ENDING 424,694
Restricted/Assigned/Committed Funds 424,694
UNASSIGNED FUND BALANCE, ENDING $ -
Restricted/Assigned/Committed Funds
C Cash/CD's 410 10110 00 000 $ 424,694
TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS
366
424,694 424,694
(38,111) 440,117
(38,1 1 1) 440,117
440,117
890,617
890,617
Section 1 1 Capital Project Funds
Westlake Academy Expansion Overview
The Westlake Academy Expansion Fund tracks and accumulates resources intended to finance
future Academy expansions.
In FY 2012/13, approximately 8.5 million dollars of bond proceeds were used to fund construction
of three new buildings at Westlake Academy with the final expenditures continuing into FY 13/14:
• Cafetorium - includes stage, dressing area, storage and catering kitchen for dining and
general purposes; approximately 9,600 sf.
• Three story Secondary School - includes 15 classrooms, flex and office space; designed to
allow for future addition if needed; approximately] 8,900 sf.
• Field -house - houses locker rooms used for both athletics and PE, including a visiting team
locker room; storage for equipment; offices and space to be used for the PE program;
approximately 9,600 sf.
In February of 2013, an Economic Development Agreement was executed between the Town
and Maguire Partners -Solana Land, L.P. that requires the developer to pay $10,000 for each
residential lot associated with the Granada subdivision. In FY 14/15 the Town received $410,000
associated with the completion and acceptance of Granada Phase I infrastructure. The Town is
anticipating 45 lots will be final platted during FY 15/16 as part of Phase II infrastructure
completion, adding an additional $450,000 in revenues to the WAE Fund. Note that payments
are recorded in the Economic Development Fund and transferred to the WAE Fund.
Revenues and Transfers In
•
FYI 5/16 projected revenues are $450,500, including:
o Transfers in from the Economic Development Fund totaling $450,000
o $500 from WAE Fund investment earnings
Expenditures
• There are no projected expenditures for FY 15/16.
Fund Balance
• FY 15/16 ending fund balance is projected to be $890,617.
367
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Section 12 Fiscal & Budgetary Policies
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I. STATEMENT OF PURPOSE
The overall intent of the following Fiscal and Budgetary Policy Statements is to enable the
Town to achieve a long-term stable and positive financial condition. The watchwords of
the Town's financial management include integrity, prudence, stewardship, planning,
accountability, and full disclosure.
The more specific purpose is to provide guidelines to the Town Manager and Finance
Director in planning and directing the Town's day-to-day financial affairs and in
developing recommendations to the Town Manger and Town Council.
The scope of these policies generally span, among other issues, accounting, purchasing,
auditing, financial reporting, internal controls, operating and capital budgeting, revenue
management, cash and investment management, expenditure control, asset
management, debt management, and planning concepts, in order to:
A. Present fairly and with full disclosure the financial position and results of the financial
operations of the Town in conformity with generally accepted accounting principles
(GAAP), and
B. Determine and demonstrate compliance with finance related legal and contractual
issues in accordance with provisions of the Texas Local Government Code and other
pertinent legal documents and mandates.
The Town Council will annually review and approve the Fiscal and Budgetary Policy
Statements as part of the budget process.
II. SUMMARY OF POLICY INTENDED OUTCOMES
This policy framework mandates pursuit of the following fiscal objectives:
A. Operating Budget: Prepare, conservatively estimate revenues, present, and adopt the
Town's annual operating plan.
B. Revenues Management: Design, maintain, and administer a revenue system that will
assure a reliable, equitable, diversified, and sufficient revenue stream to support desired
Town services.
C. Expenditure Control: Identify priority services, establish appropriate service levels, and
administer the expenditure of available resources to assure fiscal stability and the
effective and efficient delivery of services.
D. Fund Balance/Retained Earnings: Maintain the fund balance and retained earnings of
the various operating funds at levels sufficient to protect the Town's credit worthiness as
well as its financial position from emergencies.
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E. Debt Management: Establish guidelines for debt financing that will provide needed
capital equipment and infrastructure improvements while minimizing the impact of debt
payments on current revenues.
F. Intergovernmental Relationships: Where feasible, coordinate efforts with other
governmental agencies to achieve common policy objectives, share the cost of
providing governmental services on an equitable basis and support favorable legislation
at the State and Federal level.
G. Grants: Seek, apply for and effectively administer within this policy's guidelines, Federal,
State, and foundation grants-in-aid which address the Town's current priorities and policy
objectives.
H. Economic Development: Initiate where feasible, encourage, and participate in
economic development efforts to create job opportunities and strengthen the local tax
base and economy
Fiscal Monitoring: Prepare and present regular reports that analyze, evaluate, and
forecast the Town's financial performance and economic condition.
J. Financial Consultants: With available resources, seek out and employ the assistance of
qualified financial advisors and consultants in the management and administration of
the Town's financial functions.
K. Accounting, Auditing, and Financial Reporting: Comply with prevailing Federal, State
and local statues and regulations. Conform to generally accepted accounting
principles as promulgated by the Government Accounting Standards Board (GASB), the
American Institute of Certified Public Accountants (AICPA), and the Government
Finance Officers Association (GFOA).
L. Capital Improvement Plan/Budget and Program: Multi-year planning, forecasting,
preparation, and control of the Town's capital improvement plan/budget.
M. Capital Maintenance and Replacement: Annually review and monitor the state of the
Town's capital equipment and infrastructure, setting priorities for its replacement and
renovation based on needs, finding alternatives, and availability of resources.
N. Internal Controls: To establish and maintain an internal control structure designed to
provide reasonable assurances that the Town's assets are safeguarded and that the
possibilities for material errors in the Town's financial records are minimized.
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III. OPERATING BUDGET
A. Preparation: Budgeting is an essential element of the financial planning, control and
evaluation process of municipal government. The "operating budget" is the Town's
annual financial operating plan. The budget includes all of the operating departments
of the Town, the debt service fund, all capital projects funds, and the internal service
funds of the Town. The proposed budget will be prepared with the cooperation of all
Town departments, and is submitted to the Town Manager who makes any necessary
changes and transmits the document to the Town Council. A budget preparation
calendar and timetable will be established and followed in accordance with State law.
Revenue Estimates for Budgeting: In order to maintain a stable level of services, the Town
shall use a conservative, objective, and analytical approach when preparing revenue
estimates. The process shall include analysis of probable economic changes and their
impacts on revenues, historical collection rates, and trends in revenues. This approach
should reduce the likelihood of actual revenues falling short of budget estimates during
the year and should avoid mid -year service reductions.
C. Balanced Budget: As per State Law, current operating revenues, including Property Tax
Reduction Sales Tax transfers (which can be used for operations), will be sufficient to
support current operating expenditures. Annually recurring revenue will not be less than
annually recurring operating budget expenditures (operating budget minus capital
outlay). Debt or bond financing will not be used to finance current expenditures.
D. Proposed Budget Process: a proposed budget shall be prepared by the Town Manager
with the participation of all of the Town's department directors.
• The proposed budget shall include four basic segments for review and evaluation: (1)
personnel costs, (2) base budget for operations and maintenance costs, (3) service
level adjustments for increases of existing service levels or additional services, and (4)
revenues.
• The proposed budget review process shall include Council participation in the review
of each of the four segments of the proposed budget and a public hearing to allow
for citizen participation in the budget preparation.
• The proposed budget process shall allow sufficient time to provide review, as well as
address policy and fiscal issues, by the Town Council.
• A copy of the proposed budget shall be filed with the Town Secretary when it is
submitted to the Town Council as well as placed on the Town's website.
Budget Adoption: Upon the determination and presentation of the final iteration of the
proposed budget as established by the Council, a public hearing date and time will be
set and publicized. The Council will subsequently consider a resolution which, if adopted,
such budget becomes the Town's Approved Annual Budget. The adopted budget will
be effective for the fiscal year beginning October 1. The approved budget will be
placed on the Town's web site.
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Budget Award: Each year the Council approved operating budget will be submitted
annually to the Government Finance Officers Association (GFOA) for evaluation and
consideration for the Award for Distinguished Budget Presentation.
G. Budget Amendments: Department Directors are responsible for monitoring their
respective department budgets. The Finance Department will monitor all financial
operations. The budget team will decide whether to proceed with a budget
amendment and, if so, will then present the request to the Town Council. If the Council
decides a budget amendment is necessary, the amendment is adopted in resolution
format and the necessary budgetary changes are then made.
H. Central Control: Modifications within the operating categories (salaries, supplies,
maintenance, services, capital, etc.) can be made with the approval of the Town
Manager. Modifications to reserve categories and interdepartmental budget totals will
be made only by Town Council consent with formal briefing and Council action.
Planning: The budget process will be coordinated so as to identify major policy issues for
Town Council by integrating it into the Council's overall strategic planning process for the
Town. Each department shall have a multi-year business plan that integrates with the
Town's overall strategic plan.
J. Reporting: Monthly financial reports will be prepared by the Finance Department and
distributed to and reviewed by each Director. Information obtained from financial
reports and other operating reports is to be used by Directors to monitor and control
departmental budget. Summary financial reports will be presented to the Town Council
quarterly.
K. Performance Measures & Productivity Indicators: Where appropriate, performance
measures and productivity indicators will be used as guidelines to measure efficiency,
effectiveness, and outcomes of Town services. This information will be included in the
annual budget process as needed.
L. Contingent Appropriation: During the budget process, staff will attempt to establish an
adequate contingent appropriation in each of the operating funds. The expenditure for
this appropriation shall be made only in cases of emergency, and a detailed account
shall be recorded and reported. The proceeds shall be disbursed only by transfer to
departmental appropriation. All transfers from the contingent appropriation will be
evaluated using the following criteria:
• Is the request of such an emergency nature that it must be made immediately?
• Why was the item not budgeted in the normal budget process?
• Why can't the transfer be made within the department?
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IV. REVENUES MANAGEMENT
A. Revenue Design Parameter: The Town will pursue the following optimum characteristics
in its revenue system:
• Simplicity - The Town, where possible and without sacrificing accuracy, will strive to
keep the revenue system simple in order to reduce costs, achieve transparency, and
increase citizen understanding of Town revenue sources.
• Certainty - A knowledge and understanding of revenue sources reliability increases the
viability of the revenue system. The Town will understand, to the best of its ability, all
aspects of its revenue sources and their performance, as well as enact consistent
collection policies to provide assurances that the revenue base will materialize
according to budgets, forecasts, and plans.
• Equity - The Town shall make every effort to maintain equity in its revenue system: i.e.
the Town shall seek to minimize or eliminate all forms of subsidization between entities,
funds, services utilities, and customer classes within a utility.
• Administration - The benefits of a revenue source will not exceed the cost of collecting
that revenue. Every effort will be made for the cost of collection to be reviewed
annually for cost effectiveness as a part of the Town's indirect cost and cost of service
analysis.
Adequacy, Diversification and Stability - The Town shall attempt, in as much as is
practical, to achieve a balance in its revenue system. The Town shall also strive to
maintain a balanced and diversified revenue system to protect the Town from
fluctuations in any one source due to changes in local economic conditions which
adversely impact that revenue source.
Other Considerations. The following considerations and issues will guide the Town in its
revenue policies concerning specific sources of funds:
• Cost/Benefit of Incentives for Economic Development - The Town will use due caution
in the analysis of any tax or fee incentives that are being considered to encourage
economic development. A cost/benefit (fiscal impact) analysis will be performed as a
part of the evaluation for each proposed economic development project.
• Non -Recurring Revenues - One-time or non-recurring revenues will not be used to
finance on-going operational costs. Non-recurring revenues will be used only for one-
time expenditures such as long-lived capital needs or one-time major maintenance
projects that occur infrequently. Non-recurring revenues will not be used for budget
balancing purposes except to cover the one-time expenditures described above.
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• Investment Income - Earnings from investment of available monies, whether pooled or
not, will be distributed to the funds in accordance with the equity balance of the fund
from which monies were provided to be invested.
• Property Tax Revenues - The Town shall endeavor to avoid a property tax by revenue
diversification, implementation of user fees, and economic development.
C. User -Based (Demand Driven) Fees and Service Charges. For services that are demand
driven and can be associated with a user fee or charge, the direct and indirect costs of
that service will be offset by a fee where possible. The Town staff will endeavor to prepare
a review of all fees and charges annually, but not less than once every three years, in order
to ensure that these fees provide for, at minimum, full cost recovery of service.
D. Enterprise Fund Rates. Utility rates and rate structures for water and sewer services will be
constructed to target full cost of service recovery. Annually the Town will review and
adopt water and sewer utility rates and a rate structure that generates revenue sufficient
to fully cover operating expenses, meet the legal restrictions of all applicable bond
covenants, provide for an adequate level of working capital, and recover applicable
general/administrative costs. The Solid Waste function will have rates that fully recover all
costs and maintain an adequate balance. The Cemetery Fund will be structured to
operate on lot sales and endowments.
• General and Administrative (G&A) Charges - Where feasible, G&A costs will be
charged to all funds for services of indirect general overhead costs, which may include
general administration, finance, customer billing, facility use, personnel, technology,
engineering, legal counsel, and other costs as deemed appropriate. These charges
will be determined through an indirect cost allocation study following accepted
practices and procedures.
E. Intergovernmental Revenues. As a general rule, intergovemmental revenues (grants) will
not be utilized for on-going operating costs. Any potential grant opportunity will be
examined to identify all costs related to matching and continuation of program
requirements. Staff will focus on one-time grants to avoid long-term implications. If it is
determined that accepting a grant with on-going cost conditions is in the interests of the
Town, all the operating and maintenance costs must be included in the financial forecast
and their ultimate effect on operations and revenue requirements be known.
F. Revenue Monitoring. Revenues as they are received will be regularly compared to
budgeted revenues and variances will be investigated. This process will be summarized in
the appropriate budget report.
G. Special Revenue/Educational Funds. Where feasible and practical, General and
Administrative Charges (G&A) for special revenue and educational funds of the Town of
Westlake will be determined on an annual basis and transfers will be made where sufficient
revenue exists to cover the associated expenditures.
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V. EXPENDITURE CONTROL
A. Appropriations -The point of budgetary control is at the department level in the General
Fund and at the fund level in all other funds. When budget adjustments among
Departments and/or funds are necessary, they must be approved by the Town Council.
B. Current Funding Basis - The Town shall operate on a current funding basis. Expenditures shall
be budgeted and controlled so as not to exceed current revenues plus the planned use of
fund balance accumulated through prior year savings. (The use of fund balance shall be
guided by the Fund Balance/Retained Earnings Policy Statements.)
C. Avoidance of Operating Deficits - The Town shall take immediate corrective actions if at
any time during the fiscal year expenditure and revenue re -estimates are such that an
operating deficit (i.e., projected expenditures in excess of projected revenues) is projected
at year-end. Corrective actions can include a hiring freeze, expenditure reductions, fee
increases, or use of fund balance within the Fund.
D. Balance/Retained Earnings Policy - Expenditure deferrals into the following fiscal year,
short-term loans, or use of one-time revenue sources shall be avoided to balance the
budget.
E. Maintenance of Capital Assets - Within the resources available each fiscal year, the Town
shall maintain capital assets and infrastructure at a sufficient level to protect the Town's
investment, to minimize future replacement and maintenance costs, and to continue
service levels.
F. Periodic Program Reviews - The Town Manager shall undertake periodic staff and third -
party reviews of Town programs for both efficiency and effectiveness. Privatization and
contracting with other governmental agencies will be evaluated as alternative
approaches to service delivery. Programs which are determined to be inefficient and/or
ineffective shall be reduced in scope or eliminated.
G. Salary - The Town shall strive to maintain competitive salary levels for municipal
employees. A salary survey will be conducted through a sampling of surrounding
and comparable municipal organizations to create a comparison. The Town will
strive to maintain salary levels within three percent (3%) of the median of surveyed
benchmark municipalities.
H. Purchasing - The Town shall make every effort to maximize any discounts offered by
creditors/vendors. Staff shall also use competitive bidding in accordance to State law, as
well as intergovernmental partnerships and purchasing cooperatives to attain the best
possible price on goods and services.
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I. Prompt Payment - All invoices will be paid within 30 days of receipt in accordance with the
prompt payment requirements of State law.
VI. FUND BALANCE/RETAINED EARNINGS
A. General Fund Undesignated Fund Balance - The Town shall strive to maintain the General
Fund undesignated fund balance at, or in excess of, 90 days of operation.
B. Retained Earnings of Other Operating Funds - In the Utility Fund, the Town shall strive to
maintain positive retained earnings positions to provide sufficient reserves for emergencies
and revenue shortfalls.
C. Use of Fund Balance -The Council delegates the responsibility to assign funds to the Town
Manager or his/her designee. The Council shall have the authority to assign any amount of
funds. Assignments may occur subsequent to fiscal year-end. The Council will utilize funds
in the following spending order: Restricted, Committed, Assigned, Unassigned
Fund Balance will be targeted to only be used with Council approval and can be only be
used for the following:
• Emergencies,
• non-recurring expenditures such as technology/FF&E (furniture, fixtures and
equipment), or major capital purchases that cannot be accommodated through
current year savings.
• Should such use reduce the balance below the appropriate level set as the objective
for that fund, recommendations will be made on how to restore it.
• The Council shall approve all commitments by formal action. The action to commit
funds must occur prior to fiscal year-end, to report such commitments in the balance
sheet of the respective period, even though the amount may be determined
subsequent to fiscal year-end.
• A commitment can only be modified or removed by the same formal action.
VII. DEBT MANAGEMENT
A. Debt Issuance Analysis - All consideration of debt issuance for major capital assets will be
prepared within the framework of a Council approved multi-year capital improvement
plan and forecast for all Town facilities and infrastructure.
B. Analysis of Debt Issuance and Debt Issuance Alternatives - Staff will explore alternatives to
the issuance of debt for capital acquisitions and construction projects.
These alternatives will include, but not be limited to,
• grants- in- aid
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• use of reserves
• use of either current on-going general revenues or one-time revenues
• contributions from developers and others
• leases
• userfees
• impact fees
C. Use of Debt Financing - The useful life of the asset or project shall, at a minimum, exceed
the payout schedule of any debt the Town assumes. Debt financing instruments to be
considered by the Town may include:
• General obligation bonds - These must be authorized by a vote of the citizens of
Westlake.
• Revenue bonds - These bonds generate capital requirements necessary for
continuation or expansion of a service which produces revenue and for which the
asset may reasonable be expected to provide for a revenue stream to fund the debt
service requirement.
• Certificates of obligation - These can be authorized by Council approval with debt
service by either general revenues or backed by a specific revenue stream or a
combination of both.
• Lease/purchase agreements - These shall only be used to purchase capital assets that
cannot be financed from either current revenues or fund balance/retained earnings
and to fund infrastructure improvements and additions.
D. Assumption of Additional Debt - The Town shall not assume more tax -supported general
purpose debt than it retires each year without first conducting an objective analysis as to
the community's ability to assume and support additional debt service payments.
E. Affordability Targets - The Town shall use an objective multi-year analytical approach to
determine whether it can afford to assume new general purpose debt beyond what it
retires each year. This process shall compare generally accepted standards of
affordability to the current values for the Town. The process shall also examine the direct
costs and benefits of the proposed expenditures. The decision on whether or not to
assume new debt shall be based on these costs and benefits and on the Town's ability to
"afford" new debt as determined by the aforementioned standards. The Town shall strive
to achieve and/or maintain these standards at a low to moderate classification.
F. Debt Structure - The Town shall structure its debt payment schedules for general purpose
debt to ensure level principal repayment schedules. The Town shall not assume any debt
with "balloon' repayment schedules which consist of low annual payments and one large
payment of the balance due at the end of the term. While balloon payment structures
minimize the size of debt payments during the period, they force a large funding
requirement on the budget of the final year. Given the uncertainties of the future, level
payment schedules improve budget planning and financial management.
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G. Sale Process - The Town shall use a competitive bidding process in the sale of debt unless
the nature of the issue warrants a negotiated bid. The Town shall award bonds based on a
true interest cost (TIC) basis as long as the financial advisor agrees that the TIC basis can
satisfactorily determine the lowest and best bid.
H. Bond Rating Agencies Presentations - Full disclosure of operations and open lines of
communication shall be made to the bond rating agencies. Town staff, with assistance of
financial advisors, shall prepare the necessary materials and presentation to the bond
rating agencies.
I. Continuing Disclosure - The Town is committed to continuing disclosure of financial and
pertinent credit information relevant to the Town's outstanding securities.
J. Debt Refunding -Town staff and the financial advisor shall monitor the municipal bond
market for opportunities to obtain interest savings by refunding outstanding debt. As a
general rule, the present value savings of a particular refunding should exceed 3.5% of the
refunded maturities.
VIII. INTERGOVERNMENTAL RELATIONSHIPS
The Town will pursue coordinated efforts with other governmental agencies to achieve
common policy objectives, share the cost of providing government services on an equitable
basis, and support favorable legislation at the State and Federal levels.
A. Inter -local Cooperation in Delivering Services -In order to promote the effective and
efficient delivery of services, the Town shall actively seek to work with other local
jurisdictions in joint purchasing consortia, sharing facilities, sharing equitably the costs of
service delivery, and developing joint programs to improve service to its citizens.
B. Legislative Program -The Town shall cooperate with other jurisdictions to actively oppose
any State or Federal regulation or proposal that mandates additional Town programs or
services and does not provide the funding to implement them. Conversely, as appropriate,
the Town shall support legislative initiatives that provide more funds for priority local
programs.
IX. GRANTS
A. Grant Guidelines - The Town shall apply, and facilitate the application by others, for only
those grants that are consistent with the objectives and high priority needs previously
identified above in these policies. The potential for incurring on-going costs, to include the
assumption of support for grant funded positions from local revenues, will be considered
prior to applying for a grant.
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B. Grant Review -All grant submittals shall be reviewed for their cash match requirements,
their potential impact on the operating budget, and the extent to which they meet the
Town's policy objectives. If there are cash match requirements, the source of funding shall
be identified prior to application. Staff will focus on one-time grants to avoid long-term
implications related to additional expenditures in future years.
C. Grant Program Termination -The Town shall terminate grant funded programs and
associated positions when grant funds are no longer available unless alternate funding is
identified.
X. ECONOMIC DEVELOPMENT
A. Positive Business Environment - The Town shall endeavor, through its regulatory and
administrative functions, to provide a positive business environment in which local
businesses can grow, flourish and create jobs. The Town Council and Town staff will be
sensitive to the needs, concerns and issues facing local businesses.
B. Commitment to Business Expansion, Diversification, and Job Creation -The Town shall
encourage and participate in economic development efforts to expand Westlake's
economy to increase local employment. These efforts shall not only focus on newly
developing areas but also on other established sections of Westlake where development
can generate additional jobs and other economic benefits.
C. Coordinate Efforts with Other Jurisdictions -The Town's economic development program
shall encourage close cooperation with other local jurisdictions, chambers of commerce,
and groups Interested in promoting the economic well-being of this area.
D. Cost/Benefit of Incentives for Economic Development - The Town will use due caution in the
analysis of any tax or fee incentives that are used to encourage economic development.
A cost/benefit (fiscal impact) analysis will be performed as part of such evaluation for each
prospect. Economic development agreements will contain performance language as to
the business's proposed economic impact to Westlake in exchange for Town incentives
with adequate "claw -back" provisions for the Town.
XI. FISCAL MONITORING
A. Financial Status and Performance Reports - Quarterly reports comparing expenditures and
revenues to current budget, projecting expenditures and revenues through the end of the
year, noting the status of fund balances to include dollar amounts and percentages, and
outlining any remedial actions necessary to maintain the Town's financial position shall be
prepared for review by the Town Manager and the Council.
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B. Compliance with Council Policy Statements - The Fiscal and Budgetary Policies will be
reviewed annually by the Council and updated, revised or refined as deemed necessary.
Policy statements adopted by the Council are guidelines, and occasionally, exceptions
may be appropriate and required. However, exceptions to stated policies will be
specifically identified, and the need for the exception will be documented and fully
explained.
XII. FINANCIAL CONSULTANTS
To employ the assistance of qualified financial advisors and consultants as needed in the
management and administration of the Town's financial functions. These areas include but are
not limited to investments, debt administration, financial accounting systems, program
evaluation, and financial impact modeling. Advisors shall be selected on a competitive basis
using objective questionnaires and requests for proposals based on the scope of the work to
be performed.
XIII. ACCOUNTING, AUDITING, AND FINANCIAL REPORTING
To comply with prevailing local, state, and federal regulations relative to accounting, auditing,
and financial reporting. Accounting practices and financial reporting shall conform to
generally accepted accounting principles as promulgated by the Governmental Accounting
Standards Board (GASB), the American Institute of Certified Public Accountants, (AICPA), and
the Government Finance Officers Association (GFOA). The Board shall select an independent
firm of certified public accountants to perform an annual audit of all operations
A. Accounting - The Town is solely responsible for the recording and reporting of its financial
affairs, both internally and externally. The Town's Finance Director is responsible for
establishing the structure for the Town's chart of accounts and for assuring that procedures
are in place to properly record financial transactions and report the Town's financial
position.
External Auditing - Town will be audited annually by outside independent accountants
(auditors). The auditors must be a CPA firm and must demonstrate significant experience
in the field of local government auditing. They must conduct the town's audit in
accordance with generally accepted auditing standards and be knowledgeable in the
Government Finance Officers Association Certificate of Achievement program. The
auditors' report on Town's financial statements will be completed within a timely period of
the Town's fiscal year-end. The auditor will jointly review the management letter with the
Town Council, if necessary. In conjunction with this review, the Finance Director shall
respond in writing to the Town Council regarding the auditor's Management Letter,
addressing the issued contained therein. The Town will not require auditor rotation, but will
circulate request for proposal for audit services on a periodic basis as deemed
appropriate.
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C. External Financial Reporting - Town will prepare and publish a comprehensive annual
financial report (CAFR). The CAFR will be prepared in accordance with generally
accepted accounting principles and will be presented annually to the Government
Finance Officers Association (GFOA) for evaluation and awarding of the Certificate of
Achievement for Excellence in Financial Reporting.
D. Responsibility of Auditor to Town Council -The auditor is retained by and it accountable
directly to the Town Council and will have access to direct communication with the Town
Council if the Town Staff is unresponsive to auditor recommendations or if the auditor
considers such communication necessary to fulfill its legal and professional responsibilities.
E. Internal Financial Reporting -The Finance Department will prepare internal financial reports
sufficient for management to plan, monitor, and control Town's financial affairs.
XIV. CAPITAL BUDGET AND PROGRAM
A. Preparation - The Town's capital budget will include all capital projects funds and all
capital resources. While the capital budget will be prepared annually on a project basis, it
will be based on an on-going, multi-year capital improvement plan (CIP) that shows all
funded and unfunded projects as identified by staff for all Town facilities and infrastructure.
The multi-year CIP will be reviewed annually, updated by staff and presented to the
Council for its review and approval. The annual capital budget will be prepared by the
Finance Department with the involvement of responsible departments based on the multi-
year CIP.
B. Control - All capital project expenditures must be appropriated in the capital budget. The
Finance Director must certify the availability of resources before any capital project
contract is presented to the Town Council for approval.
C. Program Planning - The capital budget will be taken from the capital improvements
project plan for future years. The planning time frame for the capital improvements project
plan should normally be five years, with a minimum of at least three years. The
replacement and maintenance for capital items should also be projected for the next five
years. Future maintenance and operational costs will be considered so that these costs
can be included as appropriate in the annual budget.
D. Financing Programs - Where applicable and with Council approval, impact fees, pro -rata
charges, assessments, or other fees should be used to fund capital projects which have a
primary benefit to specific, identifiable property owners. Recognizing that long-term debt is
usually a more expensive financing method, alternative financing sources will be explored
before debt is issued. When debt is issued, it will be used to acquire major assets with
expected lives which equal or exceed the average life of the debt issue.
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E. Reporting - Periodic financial reports will be prepared to enable the department directors
to manage their capital budgets. Summary capital project status reports will be presented
to the Town Council quarterly.
XV. 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/Utility/Vehicle Maintenance Replacement Fund) for major
maintenance and replacement of street, building roof, flooring, air conditioning, equipment,
etc.
XVI. INTERNAL CONTROLS
A. Written Procedures - Whenever possible, written procedures will be established and
maintained by the Finance Director for all functions involving purchasing, cash handling
and/or accounting throughout the Town. These procedures will embrace the general
concepts of fiscal responsibility set for in this policy statement.
B. Department Directors' Responsibilities - Each department director is responsible for ensuring
that good internal controls are followed throughout his/her department, that all directives
or internal controls are implemented, and that all independent auditor internal control
recommendations are addressed. Departments will develop and periodically update
written internal control procedures.
XVII. ASSET MANAGEMENT
A. Investments - The Finance Director shall promptly invest all Town funds with the depository
bank in accordance with the provisions of the current Bank Depository Agreement or in
any negotiable instrument authorized by the Town Council. Further, investments shall be
made in accordance with the Investment Policy approved by the Town Council for the
Town of Westlake that meets the requirements of the Public Funds Investment Act (PFIA),
Section 2256 of the Texas Local Government Code. The Finance Director will issue
quarterly reports on investment activity to the Town Council.
B. Cash Management -Town's cash flow will be managed to maximize the cash available to
invest. Such cash management will entail the centralization of cash collections, where
feasibility, including utility bills, building and related permits and license, fines, fees, and
384
Section 12 Fiscal & Budgetary Policies
Municipal Fiscal & Budgetary Policies
other collection offices as appropriate. Periodic review of cash flow position will be
performed to determine performance of cash management and conformance to
investment policies. The underlying theme will be that idle cash will be invested with the
intent to (1) safeguard assets, (2) maintain liquidity, and (3) maximize return.
C. Fixed Assets and Inventory -Such assets will be reasonably safeguarded and properly
accounted for and prudently insured. The fixed asset inventory will be updated regularly.
D. Capitalization Criteria - For purposes of budgeting and accounting classification, the
following criteria must be capitalized:
• The asset is owned by the Town of Westlake
• The expected useful life of the asset must be longer than one year, or extend the life on
an identifiable existing asset by more than one year
• The original cost of the asset must be at least $5,000
• The asset must be tangible
• On-going repairs and general maintenance are not capitalized
• New Purchases - All costs associated with bringing the asset into working order will be
capitalized as part of the asset cost. This includes start- up costs, engineering or
consultant type fees as part of the asset cost once the decision or commitment to
purchase the asset is made. The cost of land acquired should include all related costs
associated with its purchase
• Improvements and Replacement - Improvement will be capitalized when they extend
the original life of an asset or when they make the asset more valuable than it was
originally. The replacement of assets components will normally be expenses unless
they are a significant nature and meet all the capitalization criteria.
E. Computer System/Data Security -The Town shall provide security of its computer/network
system and data files through physical and logical security systems that will include, but are
not limited to: network user authentications, firewalls, content filtering, spam/virus
protection, and redundant data backup.
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Section 13 Investmen Policy
Municipal Investment Policy
POLICY STATEMENT
It is the policy of the Town of Westlake (the "Town'') that the administration of its funds
and the investment of those funds shall be handled as its highest public trust.
Investments shall be made in a manner which will provide the maximum security of
principal invested through limitations and diversification while meeting the daily cash
flow needs of the Town and conforming to all applicable state and Town statutes
governing the investment of public funds. The receipt of a market rate of return will
be secondary to the requirements for safety and liquidity.
It is the intent of the Town to be in complete compliance with local law and the Texas
Public Funds Investment Act (the "Act", Texas Government Code 2256). The earnings
from investments will be used in a manner that best serves the public trust and
interests of the Town.
SCOPE
This Investment Policy applies to all the financial assets and funds held of the Town.
Any new funds created by the Town will be managed under the provisions of this
Policy unless specifically exempted by the Town Council and this Policy.
III. OBJECTIVES AND STRATEGY
It is the policy of the Town that all funds shall be managed and invested with four
primary objectives, listed in order of their priority: safety, liquidity, diversification and
yield. These objectives encompass the following.
• Safety of Principal - Safety of principal is the foremost objective of the Town.
Investments shall be undertaken in a manner that seeks to insure the
preservation of capital in the overall portfolio. The suitability of each
investment decision will be made on the basis of safety.
• Liquidity - The Town's investment portfolio will remain sufficiently liquid to
enable it to meet all operating requirements which might be reasonably
anticipated. Investment decisions will be based on cash flow analysis of
anticipated expenditures.
• Diversification - Diversification is required in the portfolio's composition.
Diversification of the portfolio will include diversification by maturity and
market sector and will include the use of a number of broker/dealers or banks
for diversification and market coverage. Competitive bidding will be used on
each sale or purchase.
• Yield - The Town's investment portfolio shall be designed with the objective of
attaining a reasonable market yield, taking into account the Town's risk
constraints and cash flow needs. A reasonable market yield for the portfolio
will be defined as the six month (180 day) U.S. Treasury Bill which compares to
the portfolio's maximum weighted average maturity of six months.
The authorized investment purchased will be of the highest credit quality and
marketability supporting the objectives of safety and liquidity. Securities, when not
matched to a specific liability, will be short term to provide adequate liquidity. The
portfolio shall be diversified to protect against market and credit risk in any one sector.
:•
Section 13 Investmen Policy
Municipal Investment Policy
The maximum weighted average maturity of the portfolio will be no more than 180
days and the maximum stated maturity of any security will not exceed two years. The
funds are combined for investment purposes but the unique needs of all the funds in
the portfolio are recognized and represented.
Effective cash management is recognized as essential to good fiscal management.
Cash management is defined as the process of managing monies in order to ensure
maximum cash availability. The Town shall maintain a cash management program
which includes timely collection of accounts receivable, prudent investment,
disbursement of payments within invoice terms and the management of banking
services.
IV. LEGAL LIMITATIONS, RESPONSIBILITIES AND AUTHORITY
Specific investment parameters for the investment of public funds in Texas are
stipulated in the Public Funds Investment Act, Chapter 2256, Texas Government Code,
(the "Act"). The Act is attached as Exhibit A.
The Public Funds Collateral Act, Chapter 2257, Texas Government Code, specifies
collateral requirements for all public funds deposits. The Collateral Act is attached as
Exhibit B.
The Interlocal Cooperation Act, Chapter 791, Texas Government Code, authorizes
local governments in Texas to participate in a Texas investment pool established
thereunder.
V. DELEGATION OF INVESTMENT AUTHORITY
The Finance Director, acting on behalf of the Council, is designated as the Investment
Officer of the Town and is responsible for all investment management decisions and
activities. The Council is responsible for considering the quality and capability of staff,
investment advisors, and consultants involved in investment management and
procedures. All participants in the investment process shall seek to act responsibly as
custodians of the public trust.
The Investment Officer shall develop and maintain written administrative procedures
for the operation of the investment program which are consistent with this Investment
Policy. Procedures will include safekeeping, wire transfers, banking services contracts,
and other investment related activities.
The Investment Officer shall be responsible for all transactions undertaken and shall
establish a system of controls to regulate the activities of subordinate officials and
staff.
The Investment Officer shall designate a staff person as a liaison/deputy in the event
circumstances require timely action and the Investment Officer is not available.
No officer or designee may engage in an investment transaction except as provided
under the terms of this Policy and the procedures established by the Investment
Officer and approved by the Town Manager.
390
Section 13 Investmen Policy
Municipal Investment Policy
VI. PRUDENCE
The standard of prudence to be used in the investment function shall be the "prudent
person" standard and shall be applied in the context of managing the overall
portfolio.
This standard states:
"Investments shall be made with judgment and care, under circumstances
then prevailing, which persons of prudence, discretion, and intelligence
exercise in the management of their own affairs, not for speculation, but for
investment, considering the probable safety of their capital as well as the
expected income to be derived."
Limitation of Personal Liability - The Investment Officer and those delegated
investment authority, when acting in accordance with the written procedures and this
Policy and in accord with the Prudent Person Rule, shall be relieved of personal liability
in the management of the portfolio provided that deviations from expectations for a
specific security's credit risk or market price change are reported in a timely manner
and that appropriate action is taken to control adverse market effects.
VII. INTERNAL CONTROLS
The Investment Officer shall establish a system of written internal controls which will be
reviewed annually with the independent auditor of the Town. The controls shall be
designed to prevent loss of public funds due to fraud, employee error, and
misrepresentation by third parties, or imprudent actions by employees of the Town.
VIII. AUTHORIZED INVESTMENTS
Acceptable investments under this policy shall be limited to the instruments listed
below. The choice of high-grade government investments and high-grade, money
market instruments are designed to assure the marketability of those investments
should liquidity needs arise.
• Obligations of the United States Government, its agencies and
instrumentalities, not to exceed two (2) years to stated maturity and excluding
mortgage backed securities;
• Fully insured or collateralized certificates of deposit from a bank doing business
in the State of Texas and under the terms of a written depository agreement
with that bank, not to exceed one year to stated maturity;
• No-load, SEC registered money market mutual funds. No more than 80% of
the entity's monthly average balance may be invested in money market funds
• Public Funds interest bearing accounts; and
• Constant dollar, AAA -rated Texas Local Government Investment Pools as
defined by the Public Funds Investment Act.
If additional types of securities are approved for investment by public funds by state
statute, they will not be eligible for investment until this Policy has been amended and
the amended version adopted by the Council.
391
Section 13 Investmen Policy
Municipal Investment Policy
Delivery versus Payment - All investment security transactions shall be conducted on
a delivery versus payment (DVP) basis to assure that the Town has control of its assets
and/or funds at all times.
IX. AUTHORIZED FINANCIAL DEALERS AND INSTITUTIONS
Securities broker/dealers may be primary or regional broker/dealers and will meet
other criteria as determined by the Investment Officer including state registration and
completion of a Town Broker/Dealer questionnaire (attached as Exhibit D). The
following criteria must be met by authorized firms.
• annual provision of an audited financial statement,
• proof of certification by the National Association of Securities Dealers (NASD)
• proof of current registration with the Texas State Securities Commission, and
• completion of the Town's broker/dealer questionnaire.
Every bank and broker/dealer with whom the Town transacts business will be provided
a copy of this Investment Policy to assure that they are familiar with the goals and
objectives of the investment program. The firm will be required to return a signed
copy of the Certification Form (attached as Exhibit C) certifying that the Policy has
been received and reviewed and only those securities approved by the Policy will be
sold to the Town.
X. DIVERSIFICATION AND MATURITY LIMITATIONS
It is the policy of the Town to diversify its investment portfolio. Invested funds shall be
diversified to minimize risk or loss resulting from over -concentration of assets in a
specific maturity, specific issuer, or specific class of securities. Diversification strategies
shall be established and periodically reviewed.
XI. SAFEKEEPING AND COLLATERALIZATION
The laws of the State and prudent treasury management require that all purchased
securities be bought on a delivery versus payment (DVP) basis and be held in
safekeeping by either an approved, independent third party financial institution or the
Town's designated depository.
Securities Owned by the Town - All safekeeping arrangements shall be approved by
the Investment Officer and an agreement of the terms executed in writing. The
safekeeping bank may not be within the same holding company as the bank from
which the securities are purchased. The custodian shall be required to issue original
safekeeping receipts to the Town listing each specific security, rate, description,
maturity, CUSIP number, and other pertinent information.
Collateral - Collateralization shall be required on all bank time and demand deposits
for principal and accrued interest amounts over the FDIC insurance coverage of
$100,000 (by tax identification number). In order to anticipate market changes and
provide a level of additional security for all funds, collateral with a market value equal
to 102% of the total deposits are required. The pledging bank will be made
contractually liable for monitoring and maintaining the collateral levels at all times. All
collateral will be held by an independent third party bank outside the holding
company of the bank, pledged to the Town.
392
Section 13 Investmen Policy
Municipal Investment Policy
Authorized collateral will include only:
• Obligations of the US Government, its agencies and instrumentalities to include
mortgage backed securities which pass the bank test,
• Municipal obligations rated at least A by two nationally recognized rating
agencies.
• The custodian shall be required to provide original safekeeping receipts clearly
marked that the security is pledged to the Town.
XII. REPORTING
The Investment Officer shall submit quarterly reports to the Council containing
sufficient information to permit an informed outside reader to evaluate the
performance of the investment program and in full compliance with the Act. At a
minimum the report shall contain:
• Beginning and ending market value of the portfolio by market sector and total
portfolio
• Beginning and ending book value of the portfolio by market sector and total
portfolio
• Change in market value during the period
• Detail on each asset (book, market, description, par ad maturity date)
• Earnings for the period
• Overall weighted average maturity of the portfolio
The report will be prepared jointly by all involved in the investment activity and be
signed by the Investment Officer. It will contain all elements as required by the Act
and be signed by the Investment Officers as in compliance with the Act and this
Policy. Market prices for assignment of market values will be obtained from an
independent source. The three month Treasury Bill average yield for the reporting
period will be reported as a gauge of performance and risk.
XIII. DEPOSITORIES
The Town will designate one banking institution through a competitive process as its
central banking services provider at least every five years. This institution will be used
for normal banking services including disbursements, deposits, and safekeeping of
Town owned securities. Other banking institutions from which the Town may purchase
only certificates of deposit will also be designated as a depository.
All banking arrangements will be in written form in accordance with FIRREA which
requires a resolution of approval of the agreement by the Bank Council or Bank Loan
Committee.
XIV. INVESTMENT POLICY ADOPTION BY COUNCIL
The Town's Investment Policy and its incorporated strategies shall be adopted by
ordinance annually by the Council.
393
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396
Account: A separate
financial reporting unit for
budgeting, management,
or accounting purposes.
All budgetary transactions,
whether revenue or
expenditure, are recorded
in accounts.
Adopted Budget: The
budget as modified and
finally approved by the
Town Council. The
adopted budget is
authorized by resolution
that sets the legal spending
limits for the fiscal year.
Accounts Payable: A
liability account reflecting
amount of open accounts
owed to private persons or
organizations for goods
and services received by a
government (but not
including amounts due to
other funds of the same
government or to other
governments).
Accounts Receivable: An
asset account reflecting
amounts owed to open
accounts from private
persons or organizations for
goods or services furnished
by the government.
Accrual Accounting:
Recognition of the financial
effects of transactions,
events, and circumstances
in the period(s) when they
occur regardless of when
the cash is received or
paid.
Section 14 Glossary & Acronyms
Municipal Glossary and Acronyms
Activity: A service
performed by a
department or division
Allocation: Apart of a
lump -sum amount, which is
designated for expenditure
by specific organization
units and/or for special
purposes, activities, or
objects.
Amortization: Payment of
principal plus interest over
a fixed period of time.
Appropriation: An
authorization made by the
legislative body of a
government, which permits
officials to incur obligations
against and to make
expenditures of
governmental resources.
Specific appropriations are
usually made at the fund
level and are granted for a
one-year period.
Appropriation Ordinance:
The official enactment by
the legislative body
establishing the legal
authority for officials to
obligate and expend
resources.
Assets: Resources owned or
held by the Town which
has monetary value.
Audit: An examination,
usually by an official or a
private accounting firm
retained by the Town
Council, of organization
financial statements and
the utilization of resources
397
Balance Sheet: The basic
financial statement, which
discloses the assets, liability,
and equities of an entity at
a specific date in
conformity with General
Accepted Accounting
Principles.
Balanced Budget: A
budget adopted by the
Town Council and
authorized by resolution
where the proposed
expenditures are equal to
or less than the proposed
revenues plus fund
balances.
Basis of Accounting: A
term used referring to when
revenue, expenditures,
expenses, and transfers -
and related assets and
liabilities - are recognized
in the accounts and
reported in the Town's
financial statements.
Bond: A written promise to
pay a specified sum of
money, called the face
sum of money, called the
principal amount, at a
specified date or dates in
the future, called the
maturity date(s), together
with periodic interest at a
specified rate.
Bond Covenant: A legally
enforceable agreement
with bondholders that
requires the governmental
agency selling the bond to
meet certain conditions in
the repayment of the debt.
Im
Section 14 Glossary & Acronyms
Municipal Glossary
and Acronyms
Bond Ordinance: A law
Capital Expenditures: Any
Council: The Mayor and
approving the sale of
major non-recurring
five council members
bonds that specifies how
expenditure or expenditure
collectively acting as the
proceeds may be spent.
for facilities, including
legislative and
additions or major
policymaking body of the
Bond Funds: Resources
alterations, construction of
town
derived from issuance of
highways or utility lines,
bonds for financing capital
fixed equipment,
Current Assets: Those assets
improvements.
landscaping or similar
which are available or can
expenditures.
be made readily available
Budget: The Town's
to finance current
financial plan for a specific
Cash Basis: A basis of
operations or to pay
fiscal year that contains an
accounting under which
current liabilities. Those
estimate of proposed
transactions are
assets which will be used
expenditures and the
recognized when cash
up or converted into cash
proposed means of
changes hand
within one year. Some
financing them.
examples are cash,
Certificates of Obligations
temporary investments,
Budget Amendment: A
(CO's): Similar to general
and accounts receivable
revision of the adopted
obligation bonds except
collected within one year.
budget that, when
certificates require no voter
approved by the Council,
approval.
Current Liabilities: Debt or
replaces the original
Comprehensive Annual
other legal obligation
provision.
Financial Report (CAFR):
arising out of transactions in
This report summarizes
the past which must be
Budget Calendar: Schedule
financial data for the
liquidated, renewed, or
of key dates which the
previous fiscal year in a
refunded within one year.
Town follows in the
standardized format.
preparation and adoption
Debt Service Fund: A fund
of the budget.
Contingency: A budgetary
used to account for the
reserve set aside for
moneys set aside for the
Budget Document:
emergencies or unforeseen
payment of interest and
Instrument used by the
expenditures not otherwise
principal to holders of the
budget -making authority to
budgeted.
Town's general obligation
present a comprehensive
and revenue bonds, the
financial plan of operations
Contractual Services: The
sale of which finances
to the Town Council.
costs related to services
long-term capital
performed for the Town by
improvements, such as
Budgetary Control: The
individuals, businesses, or
facilities, streets and
control or management of
utilities.
drainage, parks and
the organization in
water/wastewater systems.
accordance with an
Cost: The amount of money
approved budget for the
or other consideration
Deficit: The excess of
purpose of keeping
exchanged for property or
expenditures over revenues
expenditures within the
services. Cost may be
during an accounting
limitations of available
incurred before money is
period; or, in the case of
appropriations and
paid; that is, as soon as
proprietary funds, the
revenues.
liability is incurred.
excess of expense over
Im
Section 14 Glossary & Acronyms
Municipal Glossary and Acronyms
income during an
Exempt: Personnel not
improvements other than
accounting period.
eligible to receive overtime
buildings, machinery, and
pay and who are
equipment.
Department: A major
expected to work
administrative division of
whatever hours are
Franchise Fee: A fee levied
the Town that indicates
necessary to complete
by the Town Council on
overall management
their job assignments.
businesses that use Town
responsibility for an
property or right-of-way.
operation or a group of
Expenditures: Outflow or
This fee is usually charged
related operations within a
non -enterprise funds paid
as a percentage of gross
functional area.
or to be paid for an asset
receipts.
obtained or goods and
Depreciation: Change in
services obtained.
Full -Time Equivalent (FTE):
the value of assets
The measure of authorized
(equipment, buildings, etc.
Expenses: Outflow of
personnel often referred to
with a useful life of 5 years
enterprise funds paid or to
as worker -years. The full
or more) due to the use of
be paid for an asset
time equivalent of 1 person
the asset.
obtained or goods and
(1 FTE) approximately
services obtained.
represents 2080 hours of
EMS: Emergency Medical
work per year.
Services
Fiscal Policy: The Town's
policies with respond to
Fund: A fiscal and
Encumbrances: The
spending and debt
accounting entity with a
commitment of
management as they
self -balancing set of
appropriated funds to
relate to government
accounts recording cash
purchase an item or
services, programs, and
and other financial
service.
capital investments.
resources, together with all
Reflect a set off principals
related liabilities and
Enterprise Fund: A fund
for the planning and
residual equities or
established to account for
programming of
balances, and changes
operations that are
government budgets.
therein, which are
financed and operated in
segregated for the purpose
a manner similar to private
Fiscal Year: A 12 -month
of carrying on specific
business enterprises -
period to which the annual
activities or attaining
where the intent of the
operating budget applies
certain objectives in
governing body is that the
and at the end of which a
accordance with special
costs of providing goods or
government determines its
regulations, restrictions, or
services to the general
financial position and the
limitations.
public on a continuing
result of its operations. The
basis be financed or
Town of Westlake's fiscal
Fund Accounting: A
recovered primarily
year begins each October
governmental accounting
through user charges.
1 st and ends the following
system that is organized
September 30th.
and operated on a fund
Excess Fund Balance: The
basis.
excess of a fund's current
Fixed Assets: Assets of a
assets over its current
long-term character, which
Fund Balance: The excess
liabilities and required
are intended to continue
of a fund's current assets
reserve limits.
to be held or used, such as
over its current liabilities,
land, buildings,
sometimes called working
399
capital or fund equity. A
negative fund balance is
often referred to as a
deficit.
GAAP -Generally Accepted
Accounting Principles:
Uniform minimum standards
and guidelines for financial
accounting and reporting.
They govern the form and
content of the financial
statements of an entity.
GAAP encompass the
conventions, rules and
procedures necessary to
define accepted
accounting practice at a
particular time. They
include not only broad
guidelines of general
applications, but also
detailed practices and
procedures. GAAP provide
a standard by which to
measure financial
presentations.
GASB: Acronym for
Government Accounting
Standards Board, an
independent, non-profit
agency responsible for the
promulgation of
accounting and financial
reporting procedures for
governmental entities.
GFOA: Government
Finance Officers
Association of the United
States and Canada
General Fund: The fund
used to account for all
financial resources except
those required to be
accounted for in another
Section 14 Glossary & Acronyms
Municipal Glossary and Acronyms
fund. The General Fund is
tax supported.
General Obligation Bonds:
Bonds sold and
guaranteed by the Town, in
which the full faith and
credit of the Town is
pledged for repayment.
Governmental Funds: The
funds through which most
governmental functions
typically are financed. The
acquisition, use, and
financial resources and the
related current liabilities are
accounted for through
governmental funds
(General, Special Revenue,
Capital Projects, and Debt
Service Funds).
Goal: Generalized
statements of where an
organization desires to be
at some future time with
regard to certain operating
elements (e.g. financial
condition, service levels
provided, etc.)
Grant: A contribution by a
government or other
organization to support a
particular function.
Typically, these
contributions are made to
local governments from
state or federal
governments.
Infrastructure: Basic public
investments such as streets,
storm drainage, water and
sewer lines, streetlights and
sidewalks.
400
Inter -fund transfer: The
transfer of money from one
fund to another.
Investments: Securities and
real estate held for the
production of revenues in
the form of interest,
dividends, rentals, or lease
payments.
ISO: Insurance Service
Office. The system to
determine the rating of a
fire department. A scale of
1 to 10, with 1 being the
best score. This ISO rating
schedule examines many
factors relating to local fire
departments, especially
focusing on training and
equipment, and also
examines the locations of
the fire stations in the
community.
L.F. (Linear feet): Length in
feet.
Lift Station: The Town's
collection system relies on
gravity to collect water.
When the system gets to an
unreasonable depth, a lift
station pumps the water to
a higher elevation so the
gravity process can begin
again.
Line -item budget: A
budget format in which
departmental outlays are
grouped according to the
items that will be
purchased.
MGD: Million gallons per
day.
Maintenance: The upkeep
of physical properties in
condition for use or
occupancy. Examples are
the inspection of
equipment to detect
defects and the making of
repairs.
Modified Accrual
Accounting: This method of
accounting is a
combination of cash and
accrual accounting since
expenditures are
immediately incurred as a
liability while revenues are
not recorded until they are
actually received or are
"Measurable" and
"available for
expenditure". This type of
accounting basis is
conservative and is
recommended as the
standard for most
government funds.
Municipal: Of or pertaining
to a Town or its
government.
Non -departmental:
Accounts for expenditures
or professional services and
other general government
functions, which cannot be
allocated to individual
departments.
Non-exempt: Personnel
eligible to receive overtime
pay when overtime work
has been authorized or
requested by the
supervisor.
Object Code: The
standard classification of
Section 14 Glossary & Acronyms
Municipal Glossary and Acronyms
the expenditures such as
office supplies or rental of
equipment.
Objectives: Specific,
measurable targets set in
relation to goals.
Operating Budget: Plan for
current expenditures and
the proposed means of
financing them. The annual
operating budget is the
primary means by which
most of the financing,
acquisition, spending, and
service delivery activities of
the Town are controlled.
The use of annual
operating budgets is
required by State law.
Operating Expenditure:
Expenditure on an existing
item of property or
equipment that is not a
capital expenditure.
Ordinance: An
authoritative command or
order. This term is used for
laws adopted by a
municipality.
Performance Measures:
Specific quantitative
measures of work
performed within an
activity or program. They
may also measure results
obtained through an
activity or program.
Personnel Services:
Expenditures for salaries,
wages and related fringe
benefits of Town
employees.
401
Prompt Payment Act:
Adopted in July, 1985 by
the State, the Act requires
the Town to pay for goods
and services within 30 days
of receipt of invoice or the
goods or services,
whichever comes later. If
this is not satisfied, the Town
may be charged interest
on the unpaid balance at
the rate of I% per month.
Property Tax Reduction
Sales Tax (PTR): '/2 cent
sales tax approved by the
Town of Westlake voters in
May, 2006. Texas law
allowed the Town to
collect the new 1/2 cent
sales tax that does not
share the restrictive
spending limitations on
revenues designated to the
4A Economic Development
Fund '/2 cent sales tax. 4A
sales tax was dissolved and
replaced with this sales tax.
Proposed Budget: The
financial plan initially
developed by
departments and
presented by the Town
Manger to the Town
Council for approval.
Proprietary Funds:
Operation that operates
like a private operation, in
which services are
financed through user
charges and expenditures
include the full cost of
operations.
Public Hearing: An open
meeting regarding
proposed operating or
Section 14 Glossary & Acronyms
Municipal Glossary and Acronyms
capital budget allocations,
revenues and interest
cities within the State of
which provide citizens with
income.
Texas.
an opportunity to voice
their views on the merits of
ROW: Acronym for right -of-
TRA: Trinity River Authority -
the proposals.
way.
A separate governmental
entity responsible for
PVC: Acronym for polyvinyl
Sales Tax: A general "sales
providing water and
chloride, a plastic
tax" is levied on persons
wastewater services in the
compound used for water
and businesses selling
Trinity River basin. The Town
and sewer pipes.
merchandise or services in
contracts with TRA for
the town limits on a retail
treatment of wastewater.
Reserve: An account used
basis. The categories for
to indicate that a portion
taxation are defined by
TXDOT: Texas Department
of fund resources is
state law. Monies
of Transportation
restricted for a specific
collected under
purpose, or is not available
authorization of this tax are
Transfer -In: Funds
for appropriation and
for the use and benefit of
expended in one fund and
subsequent spending.
the town.
received in other.
SCADA: Acronym that
Resolution: A formal
stands for Supervisory
User Charges: The payment
statement of opinion or
Control and Data
of a fee for direct receipt
determination adopted by
Acquisition. SCADA refers
of a public service by the
an assembly or other
to a system that collects
party benefiting from the
formal group.
data from various sensors
service.
at a remote location and
Resources: Total dollars
then sends this data to a
Working Capital: Budgeted
available for
central computer which
working capital is
appropriations, including
then manages and controls
calculated as a fund's
estimated revenues, fund
the data.
current assets less current
transfers, and beginning
liabilities and outstanding
fund balances.
Special Revenue Fund: A
encumbrances. Working
fund used to account for
capital does not include
Retained Earnings: The
the proceeds of specific
long-term assets or
excess of total assets over
revenue sources that are
liabilities. For budgetary
total liabilities for an
legally restricted to
purposes, working capital,
enterprise fund. Retained
expenditure for specified
rather than retained
earnings include both
purposes.
earnings, is generally used
short-term and long-term
to reflect the available
assets and liabilities for an
Supplies: A cost category
resources of enterprise
enterprise fund.
for minor items (individually
funds.
priced at less than $5,000)
Revenues: Funds that the
required by departments to
government receives as
conduct their operations.
income. It includes such
items a tax payment, fees
TMRS: Acronym for the
from specific services,
Texas Municipal Retirement
receipts from other
System, a pension plan for
lip
governments, fines for
employees of member
forfeitures, grants, shared
402
Common Acronyms
Municipal Operations
ACCT
Account
HR
Human Resources
AP
Accounts Payable:
ISO
Insurance Service Office
AR
Accounts Receivable
IT
Information Technology
BS
Balance Sheet
LTL
Long Term Liabilities
CAFR
Comprehensive Annual Financial
MC
Municipal Court
Report
CF
Cemetery Fund
MGD
Million gallons per day.
CIP
Capital Improvement Plan
OS
Other Sources
CO's
Certificates of Obligations
P&D
Planning and Development
CPA
Certified Public Accountant
P&R
Parks and Recreation
DS
Debt Service
PTR
Property Tax Reduction Sales Tax
EF
Enterprise Fund
R&M
Repair and Maintenance
EMS
Emergency Medical Services
ROW
Right-of-way.
FLSA
Fair Labor Standards Act
S&P
Standard & Poor's
FTE
Full -Time Equivalent
SCADA
Supervisory Control and Data
Acquisition.
FY
Fiscal Year:
SLA
Service Level Adjustment
G&O
Goals and Objectives
SRF
Special Revenue Fund
GAAP
Generally Accepted Accounting
TMRS
Texas Municipal Retirement System
Principles
GASB
Government Accounting Standards
TRA
Trinity River Authority
Board
GF
General Fund
TXDOT
Texas Department of Transportation
GFOA
Government Finance Officers
UMR
Utility Maintenance and Replacement
Association
Fund
GL
General Ledger
VMR
Vehicle Maintenance and
Replacement Fund
GMR
General Maintenance and
WA
Westlake Academy
Replacement Fund
GO'S
General Obligation Bonds
XFR
Transfer
403
T4 -SIT is i�ct�,rctiaaa�� ��aa�
404
7.mm,
Ordinance to Adopt
Property Tax Rate
TOWN OF WESTLAKE
ORDINANCE NO. 754
AN ORDINANCE OF THE TOWN COUNCIL OF THE TOWN OF WESTLAKE,
TEXAS LEVYING TAXES TO BE ASSESSED ON ALL TAXABLE PROPERTIES
WITHIN THE TOWN LIMITS OF THE TOWN OF WESTLAKE FOR THE TAX YEAR
2015 (FISCAL YEAR 2015-2016); SETTING OUT EXEMPTIONS AND LIMITATION;
NO STATE LAW STATEMENTS REQUIRED; PROVIDING FOR THE COLLECTION
OF DELINQUENT TAXES AND A COLLECTION PENALTY TO BE ADDED TO
DELINQUENT TAXES; PROVIDING FOR A SEVERABILITY CLAUSE; AND
DECLARING AN EFFECTIVE DATE.
WHEREAS, a public hearing on the proposed annual budget for the Town of Westlake,
Texas, for the fiscal year beginning on October 1, 2015 and ending on September 30, 2416, was
duly advertised giving the date, time, place and subject matter of the public hearing, and
WHEREAS, a public hearing was set by the Town Council in a duly posted Town
Council sheeting on September 21, 2015, and all citizens were invited to participate and be
heard; and
WHEREAS, all requirements of state law were met, including Open Meetings Act,
Texas Government Code chapter 551 requirements and the requirement of Texas Local
Government Code 142.042 that the budget officer prepare a municipal budget to cover the
proposed expenditures of the municipal government for the succeeding year; and
WHEREAS, it is deemed to be in the best interest of the citizens of the Town of
Westlake, Texas to levy a tax as set forth below, on all taxable properties within the Town limits
of Westlake in order to provide the necessary funds to provide municipal services to its citizens
and to meet all municipal commitments; and
WHEREAS, The Town of Westlake will raise more total property taxes than last year's
budget by $66,748 or 4.88%, and of that amount, $84,477 is tax revenue to be raised from new
property added to the tax roll this year.
WHEREAS, the Town of Westlake has passed exemptions to certain applicable taxes
which were previously adopted by earlier Resolution and recognized and adopted a tax limitation
set out in the Town Municipal Code and such exemptions and limitation are included and
adopted as part of this Ordinance; and
WHEREAS, the Town Council finds the passage of this Ordinance to be in the best
interest for the citizens of Westlake, for the preservation of public health, safety and welfare of
the citizens of the Town.
Ordinance 754
Page I of3
406
Ordinance to Adopt
Property Tax Rate
NOW, THEREFORE, BE IT ORDAINED BY THE TOWN COUNCIL OF THE TOWN
OF WESTLAKE, TEXAS:
SECTION 1: That all matters stated in the findings hereinabove are found to be true and
correct and are incorporated herein by reference as if copied in their entirely.
SECTION 2: That the Town Council of the Town of Westlake, 'Texas shall hereby levy
the following taxes on each One Hundred Dollars ($100.00) of taxable valuation on all taxable
property within the Town limits of the Town of Westlake, Texas to be assessed and collected by
the Tax Assessor/Collector for the tax year 2015 (Fiscal year 2015-2016) for the purposes
stipulated below, to -wit:
(a) For General Fund Maintenance and Operations (M&O) levied on $100.00 of
taxable valuation: $0.13947
(b) For Interest and Sinking Fund (debt service) levied on $100.00 of taxable
valuation: $0.01687
SECTION 3: Exemptions: That the Town Council authorizes the following exemptions
and limitations:
(a) Homestead exemption - That it is the intent of the Town Council of the Town of
Westlake to adopt the highest possible homestead exemption, which would be a homestead
exemption in the amount of twenty percent (20%) of the value of the homestead, and in any
event, the exemption shall be at least a minimum of Five Thousand dollars ($5,000). For
purposes of this section "residential homestead" is defined as a structure (including a mobile
home) or a separately secured and occupied portion of a structure (together with land, no to
exceed ten (10) acres, and improvements used in the residential occupancy of the structure and
the land and improvements have identical ownership) that (1) is owned by one or more
individuals, either directly or through a beneficial interest is a qualifying trust; (2) is designed or
adapted for a human residence; (3) is used as a residence; and (4) is occupied as his or her
principal residence by an owner or, for property owned through a beneficial interest in a
qualifying trust, by a trustee of the trust who qualifies for the exemption.
(b) Over 65 or Disabled exemption - That an exemption for a resident over 65 or
disabled, pursuant to section 11.13(b) of the Texas Tax Code shall be authorized in the amount
of $10,000. A resident is eligible for an exemption under this section if the resident is over 65 or
disabled, but the resident shall not be entitled to two exemptions under this section, as set out in
section 11.13(b) of the Texas Tax Code.
(c) The Town of Westlake previously adopted an ad valorem tax limitation in section
86-2 of the Town Code, for elderly and disabled citizens according to Article VIII, Section 1-b of
the Texas Constitution and Texas Tax Code § 11.261, which provides "The county, municipality,
or junior college district may not increase the total annual amount of ad valorem taxes the
county, municipality; or junior college district imposes on the residence homestead of a disabled
individual or an individual 65 years of age or older above the amount of the taxes the county,
municipality, or junior college district imposed on the residence homestead in the first tax year,
Qrdinancc 754
Page 2 of 3
407
Ordinance to Adopt
Property Tax Rate
other than a tax year preceding the tax year in which the county, municipality, or junior college
district established the iimitation described by Subsection (a), in which the individual qualified
that residence homestead for the exemption provided by Section 11.13(c) for a disabled
individual or an individual 65 years of age or older." This provision, commonly referred to as a
"tax freeze" means that residents who are already eligible for the provisions of that section will
not have any increase in their taxes from the time that they became eligible, as citizens of
Westlake, for that section.
SECTION 4: State Law Required Statements:
(A) THIS TAX RATE WILL RAISE MORE TAXES FOR MAINTENANCE
AND OPERATIONS THAN LAST YEAR'S TAX RATE,
(B) The tax rate for the upcoming fiscal year will be $0.15634 (M & O of $0.13947 and
interest and sinking fund of $0.01687 totaling $0.15634). The taxes raised for maintenance and
operations will be approximately $111.58 on a $100,000 home with a homestead exemption.
SECTION 5: The Town of Westlake will pursue collection of delinquent taxes and
adopts the provisions of Section 33.07 of the Texas Tax Code so that hereafter an additional
penalty of Twenty (20) percent of the delinquent tax, penalty and interest on delinquent taxes
will be imposed on taxes becoming delinquent as provided by the Texas Tax Code and the
Town's collection agreement.
SECTION 6: If any portion of this Ordinance shall, for any reason, be declared invalid
by any court of competent jurisdiction, such invalidity shall not affect the remaining provisions
hereof and the Council hereby determines that it would have adopted this Ordinance without the
invalid provision.
SECTION 7: That this Ordinance shall become effective from and after its date of
passage.
PASSED AND APPROVED ON THIS 21" DAY OF SEPTEMBER 2015.
ATTEST:
Laura L. Wheat, Mayor
Kelly Edwardown Secretary
omas E. B , o n M6nager
APPROVE; A TO F
f' I01Nry QA
un
L. ttaddh Low ,T n A bmey
lc�l
Ordinance 754
Page 3 of 3
Ordinance to Adopt
FY 2015-2016 Budget
TOWN OF WESTLAKE
ORDINANCE NO. 753
AN ORDINANCE OF THE TOWN COUNCIL OF THE TOWN OF WESTLAKE, TEXAS,
REVISING THE BUDGET FOR THE 2014-2015 FISCAL YEAR; ADOPTING THE
BUDGET FOR THE TOWN OF WESTLAKE, TEXAS FOR THE FISCAL YEAR
BEGINNING OCTOBER 1, 2015 AND ENDING SEPTEMBER 30, 2016 INCLUDING
INVESTMENT POLICY, FISCAL AND BUDGETARY POLICIES, RESTRICTED,
COMMITTED AND ASSIGNED FUND BALANCES; PROVIDING AUTHORIZATION TO
THE TOWN MANGER TO APPROVE APPROPRIATED FUNDS UP TO $25,000;
PROVIDING THAT THE BUDGET TO BE KEPT IN CITY SECRETARY'S OFFICE;
PROVIDING FOR A SEVERABILITY CLAUSE; AND PROVIDING FOR AN
EFFECTIVE DATE.
WHEREAS, public notice of a public hearing on the proposed annual budget, stating the
date, time, and place and subject matter of the public hearing, was given as required by the laws of
the State of Texas and; and
WHEREAS, a public hearing was duly held and all interested persons were given an
opportunity to be heard for or against any item therein on September 21, 2015; and,
WHEREAS, as required by Texas Local Government Code 102.002, the budget officer has
prepared a municipal budget to cover the proposed expenditures of the municipal government for
the succeeding year; and,
WHEREAS, the Town Council finds that the passage of this Ordinance is in the best
interest of the citizens of Westlake.
NOW, THEREFORE, BE IT ORDAINED BY THE TOWN COUNCIL OF THE TOWN OF
WESTLAKE, TEXAS:
SECTION 1: That, all matters stated in the Recitals hereinabove are found to be true and
correct and are incorporated herein by reference as if copied in their entirety
SECTION 2: That the Town Council hereby adopts the revised budget for the fiscal year
beginning October 1, 2014 and ending September 30, 2015 as shown within Exhibit "A."
SECTION 3: That the Town Council does hereby approve the proposed Municipal Budget
attached as Exhibit "A", adopting the budget for the fiscal year beginning October 1, 2015 and
ending September 30, 2016.
SECTION 4: That the Town Council hereby gives the Town Manager authorization to
approve any appropriated funds up to the amount of $25,000.
Ordinance 753
Page I of 2
409
Ordinance to Adopt
FY 2015-2016 Budget
SECTION 5: That a copy of the official adopted 2015-2016 budget document shall be kept
on file in the office of the Town Secretary,
SECTION 6: If any portion of this Ordinance shall, for any reason, be declared invalid by
any court of competent jurisdiction, such invalidity shall not affect the remaining provisions hereof
and the Council hereby determines that it would have adopted this Ordinance without the invalid
provision.
SECTION 7: That this Ordinance shall become effective from and after its date of passage.
PASSED AND APPROVED ON THIS 21nd DAY OF SEPTEMBER 2015.
ATTEST:
n
Kell Edwar s Town Secretary
APPROV t TO
L. ntoA Lowry, n A rney
Z�" . a-�. :�d�
Laura L. Wheat, Mayor
Thomas E. Bry er, n Manager
410
Ordinance 753
Page 2 of 2