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05-25-16 TC Planning Packet
Page 1 of 4 Westlake Council and Staff Leadership Summit Hilton Garden Inn, Alliance Airport May 25, 2016 8:30 a.m. – 4:00 p.m. IB Learner Profile Trait: OPEN MINDED 1. Welcome and Introductions (Complete and Use Neck Placards) IB Learner Profile Trait: KNOWLEDGEABLE 2. The High Performance Pyramid [See Attachment] 3. What do we need to operate this way? Exercise: Split into three groups: Elected Officials, 2 - Staff Groups Discuss these questions: • What do you need from others from within your group to be successful in your role? • What do you need from the other groups? The Trust Gauge BREAK (10:30 until 10:45) What We Plan to Accomplish Today ~ Determine our course? ~ Are course corrections needed? ~ We know what we want to accomplish with our retreat outcomes. ~ Are we discovering the future or is the future discovering us? Page 2 of 4 IB Learner Profile Trait: OPEN MINDED and REFLECTIVE 4. Reflection Time Sometimes we see things differently depending on the chair we sit in. As we come off of the most recent election season we want to capture learnings while they are fresh in our minds. • What are the top two or three “ah-ha” moments you had during the election? • What course corrections or tweaks to our existing practices might make sense? • Other thoughts that we need to capture? Group 1 • What beliefs or “paradigms” do we hold about Westlake? o Who are we? o Is who we say we are who we want to be? Group 2 • What beliefs or “paradigms” does the community hold about Westlake? o Is there a cohesive view in the community of who we are? o What factors might be contributing to shifting views? Group 3 • What is going on around us, or internally, that can significantly impact us? o Are we “on course”? o Are we on the “right course”? Group 4 • Is our strategic direction still valid for us? o Where do we want to go? o Is the future that is unfolding before us what we envisioned? Working Lunch (gather plates from 12:15 to 12:45 and be seated) Page 3 of 4 Learner Profile Trait: INQUIRERS 5. Systems Review • Values, Vision, Mission (TAB NO. 1) • Strategic Themes (Balanced Scorecard) (TAB NO. 2) • Comprehensive Plan 6. Encountering the Future - are we at a crossroads? If so, what is it? • Examine our Direction - is our strategic direction going to achieve our VVM and our beliefs of the community? • What, if any, course adjustments are necessary? • Are we “aligned”? i.e. our VVM, beliefs/paradigms, systems & structures - do they mesh well, complement each other, work in harmony? 7. Examining our systems, structures, and processes (how we execute our strategic systems) • Citizen feedback mechanisms- what do we currently have, do we have enough of them? Do we have the right ones? Neighborhood meetings - do we need other citizen engagement mechanisms, do we need other community building mechanisms, if so, what might they be, what might they look like? (TAB NO. 3) • Five year financial forecast (TAB NO. 4) • CIP (TAB NO. 5) • WA Budget Overview (TAB NO. 6) • Governance structure & processes- review our policies. Do we abide by them? Do they need to be revised? (TAB NO. 7) BREAK (2:30 to 2:45 p.m.) Page 4 of 4 Learner Profile Trait: COMMUNICATORS 8. Start Stop Continue Exercise • Everyone gets three sticky notes o Based on today’s work, name something we are not doing that we should START doing o Name something that we are currently doing that we should STOP doing o Name something that we do now that works, and that we should CONTINUE doing • Post notes in appropriate section • Affinity Grouping Process • Three Groups to Report out (if time allows) • What do we want to do with these Start/Stop Exercise Results? Action Plan? Learner Profile Trait: CARING As we adjourn and you are leaving, please find at least one or two people and thank them for attending today by articulating something that they said or did that contributed to the day’s learning. ADJOURN (not later than 4:00pm) 3 Village Circle, Suite 202 ~Westlake, Texas 76262 Metro: 817-430-0941 ~ Fax: 817-430-1812 ~ www.westlake-tx.org MEMORANDUM Date: May 20, 2016 TO: Honorable Mayor and Town Council FROM: Tom Brymer, Town Manager/Superintendent SUBJECT: Town Council/Board of Trustees Retreat 2016 Congratulations! Your willingness to engage in this year’s Council/BOT retreat displays your commitment to good governance. It also displays your recognition of the importance of what Stephen Covey calls “sharpening the sword”, i.e. examining ways to “get better” in any number of dimensions whether it is at a personal level, as a team, or as an organization. The word “retreat” is sometimes associated with a negative connotation derived from the use of the word in a military sense as in a retreat of an army from a battlefield. But the word “retreat” has another meaning that is quite positive- a time of withdrawal to a place where one can engage in reflection. “Reflection” is one our IB learner profile traits and is an enormously important component of good leadership. “Retreating” so one can engage in “reflection”, the act of thinking, contemplating, and pondering is vital to any organization. In this Council retreat setting, you are encouraged to reflect retroactively (examine the past), introspectively (examining oneself), and prospectively (pondering the future). As you enter this retreat, you are encouraged to reflect and ask yourself questions. Questions that often are valuable to reflect on include: • where we have been? • where are we going? • how are we doing? • what can we do better? • are there things we need to start doing? • are there things we should stop doing? • are there things we should do differently? • how well are we leading? Relax and enjoy this retreat. Seize this moment to reflect on your leadership, our joint leadership, and where are we going as an organization. Thank you for taking time to retreat and reflect! And remember, a retreat will only be as productive as we all individually choose for it to be. An oasis of natural beauty that maintains our open spaces in balance with distinctive development, trails, and quality of life amenities amidst an ever expanding urban landscape. Municipal Vision Statement Westlake is a unique community blending preservation of our natural environment and viewscapes, while serving our residents and businesses with superior municipal and academic services that are accessible, efficient, cost -effective , and transparent. Municipal Mission Statement “One-of-a-kind community; natural oasis – providing an exceptional level of service.” Municipal Mission Tag Line •Innovation •Educational Leaders •Family Friendly & Welcoming •Informed & Engaged Citizens / Sense of Community •Preservation of our Natural Beauty •Strong Aesthetic Standards •Transparent / Integrity-driven Government •Fiscal Responsibility •Planned / Responsible Development Municipal Value Statements 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~ Vision Statement January 27,2014 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. Mission Statement Maximizing Personal Development Academic Excellence Respect for Self and Others Personal Responsibility Compassion and Understanding Values Statements Our “Westlake” House ©1997-2014 Balanced Scorecard Institute (BSI), a Strategy Management Group company. All Rights Reserved. Do not copy without permission. 8 Strategic Results Financial Stewardship Citizen, Student & Stakeholder Municipal & Academic Operations People, Fac. & Technology Perspectives Mission Vision Customer Needs – Enablers & Challenges Engaged Leadership – Interactive Communications – Core Values High Quality Planning, Design & Development Exemplary Service & Governance Natural Oasis Exemplary Education – Westlake Academy Town of Westlake – Tier One Map Financial Stewardship Citizen, Student & Stakeholder Municipal & Academic Operations People, Facilities & Technology Attract, Recruit, Retain & Develop the Highest Quality Workforce Increase Financial Capacity / Reserves Increase Transparency, Accessibility & Communications Maximize Efficiencies & Effectiveness Increase CSS Satisfaction Client Logo Improve Technology, Facilities & Equipment Optimize Planning & Development Capabilities Encourage Westlake’s Unique Sense of Place Preserve Desirability & Quality of Life Increase Revenue Streams Westlake Academy – Departmental Tier Two Map Financial Stewardship Citizen, Student & Stakeholder Academic Operations People, Facilities & Technology Attract, Recruit, & Retain the Highest Quality Workforce Improve Financial Stewardship Strengthen IB Philosophy & Implementation Improve the Efficiencies of Operational Systems Increase Stakeholder Satisfaction Client Logo Increase the Capacity of Teachers & Staff Improve Technology, Facilities, & Equipment Enhance Westlake Academy’s Unique Sense of Place Increase the Future Readiness of All Students Increase External Revenue Sources Optimize Student Potential Strengthen our Westlake Academy Culture FORECAST ASSUMPTIONS FY 2016-17 PROPOSED BUDGET GENERAL FUND REVENUES AND OTHER FINANCING SOURCES • Sales Tax Revenue o Budgeted to remain flat for FY 16-17 (until analysis for current year can be conducted) with 3% increase thereafter o The Town’s economic development fund appears to be stabilizing at approximately $17,000/monthly of which 50% must be returned. (Deloitte Economic Development Agreement) o 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. • Property Tax Revenue o Estimated at $1,612,830 based on April’s evaluation (should increase as we receive updated amounts from TAD through September) o M&O tax rate remains the same at $.13947 per $100 of valuation • Building Permits/Inspection/Plan Review o Increased based on analysis for new commercial and residential o Residential permits/fees for all current sub-divisions have been projected o Only Entrada commercial permits/fees are projected – no additional commercial is included • Franchise Fees: o Budgeted to remain flat for FY 16-17 (until analysis for current year can be conducted) with a 2% increase in future years EXPENDITURES AND OTHER FINANCING USES • Payroll and Related o Payroll expenditures increased approximately 22% o This increase includes proposed staffing at $508K and optional staffing of an additional $80K o Remaining payroll has increased by approximately 4% (including insurance at a 10%, retirement, etc.) • Rent and Utilities o Increased 25% due to the assumption of a 5 year lease for municipal staff of 17,000 sq. ft. at $20/ft • Transfers out o Increased by 26% from FY 2015-2017 o Proposed transfers of all Entrada and Granada permits/fees for both residential and commercial into the Capital Projects fund o Debt service payment for Fire Station Complex 1 ESTIMATED PROPOSED 1 2 3 4 FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 GENERAL FUND 1 Sales Tax (ongoing 100% minus one time)3.0%5,000,000 5,000,000 5,150,000 5,304,500 5,463,635 5,627,544 2 Sales Tax (audit/one-time)fixed 100,000 100,000 200,000 200,000 200,000 200,000 3 Sales Tax - additional due to commercial (CVS)fixed - - 37,500 51,500 51,500 51,500 4 Sales Tax Allocation to 4B linked to 4B (1,275,000)(1,275,000)(1,338,015)(1,376,655)(1,416,455)(1,457,449) 5 Sales Tax Allocation to ED linked to ED (102,000)(102,000)(102,000)(102,000)(102,000)(102,000) 6 Sales Tax Subtotal 3,723,000 3,723,000 3,947,485 4,077,345 4,196,680 4,319,595 7 Property Tax 2.0%1,306,258 1,612,830 1,645,087 1,677,988 1,711,548 1,745,779 8 Additional Property Tax residential schedule 58,577 123,431 209,414 322,594 461,925 566,736 9 Additional Property Tax commercial schedule - - - - - - 10 Property Tax Subtotal 1,364,835 1,736,261 1,854,501 2,000,582 2,173,473 2,312,515 11 Liquor Permit Fees 10 2.0%3,310 3,310 3,376 3,444 3,513 3,583 12 Other Misc Permits 10 2.0%1,450 1,450 1,479 1,509 1,539 1,570 13 EMS Revenues 14 2.0%136,500 136,500 139,230 142,015 144,855 147,752 14 Firefighter Equipment Fees 14 2.0%2,000 2,000 2,040 2,081 2,122 2,165 15 Fire Code Inspections 14 2.0%525 525 536 546 557 568 16 EMS Permit/Inspection Fees 14 2.0%13,650 13,650 13,923 14,201 14,485 14,775 17 Court Administrative Fees 15 2.0%8,800 8,800 8,976 9,156 9,339 9,525 18 Total Permits and Fees OTHER DEPTS 166,235 166,235 169,560 172,951 176,410 179,938 19 Reforestation Tree Escrow 12 2.0%251,100 - - - - - 20 Grading/Excavation Permits 12 2.0%22,889 22,889 23,347 23,814 24,290 24,776 21 Gas Well Misc Fees 12 2.0%22,950 22,950 23,409 23,877 24,355 24,842 22 Insurance & Surety Review Fees 12 0.0%3,000 3,000 3,000 3,000 3,000 3,000 23 Renewal Fees 12 0.0%1,000 1,000 1,000 1,000 1,000 1,000 24 Engineer Review/Civil 12 2.0%15,000 15,000 15,300 15,606 15,918 16,236 25 Development Fees 12 2.0%44,829 44,829 45,726 46,640 47,573 48,524 26 Development Fees - Entrada 12 2.0%30,000 - - - - - 27 Contractor Registration Fees 12 2.0%14,523 14,523 14,813 15,110 15,412 15,720 28 Inspection/Plan Reviews 12 2.0%299,970 299,970 305,969 312,089 318,331 324,697 29 Building Permits 12 2.0%280,553 163,410 166,678 170,012 173,412 176,880 30 Increased permits/fees for Granada (T/O)residential schedule 298,203 298,203 298,203 149,101 0 0 31 Increased permits/fees for Entrada (T/O)residential schedule 179,621 326,583 244,937 163,292 163,292 163,292 32 Increased permits/fees other lots residential schedule 313,184 387,770 343,039 343,039 343,039 134,227 33 Commercial - Entrada (T/O)commercial schedule 406,073 74,549 416,080 28,563 - - 34 Major Commerical - All Other commercial schedule - - - - - - 35 Total Permits and Fees P&D DEPT 12 ONLY 2,182,894 1,674,676 1,901,502 1,295,143 1,129,621 933,194 35 Facility Rental 10 2.0%4,450 4,450 4,539 4,630 4,722 4,817 36 Parking Lot Rental 10 2.0%10,500 - - - - - 37 Special Events 10 1.0%2,750 2,750 2,778 2,805 2,833 2,862 38 Sales of Surplus/Scrap Items 10 1.0%600 600 606 612 618 624 39 Insurance Refund/Equity Return 10 0.0%9,800 9,800 9,800 9,800 9,800 9,800 40 Administrative CC Fee 10 0.0%500 500 500 500 500 500 41 Misc Revenue Dept 10 10 1.0%3,000 3,000 3,030 3,060 3,091 3,122 42 Misc Revenue Dept 12 12 1.0%250 250 253 255 258 260 43 Misc Income 31,850 21,350 21,505 21,662 21,822 21,985 44 AT&T/SBC 2.0%318,150 321,331 327,758 334,313 340,999 347,819 45 Verizon 2.0%52,242 52,764 53,819 54,896 55,994 57,113 46 TXU/Atmos Gas 2.0%47,828 48,305 49,271 50,257 51,262 52,287 47 Charter 2.0%6,058 6,117 6,239 6,364 6,491 6,621 48 One Source 2.0%4,594 4,638 4,731 4,825 4,922 5,020 49 Southwestern Bell 1.0%184 185 187 189 191 193 50 Tri-County Electric 2.0%349,965 353,464 360,533 367,744 375,099 382,601 51 Trinity Waste/AWIN Mgmt 2.0%27,313 27,586 28,138 28,700 29,274 29,860 52 Misc. Franchise Fees 2.0%48,200 48,681 49,655 50,648 51,661 52,694 53 Franchise Fees 854,533 863,071 880,331 897,935 915,892 934,208 54 Citation Revenue 2.0%633,389 640,489 653,299 666,365 679,692 693,286 55 Court Techology 2.0%16,000 16,000 16,320 16,646 16,979 17,319 56 Court Security 2.0%12,000 12,000 12,240 12,485 12,734 12,989 57 Warrant Fees 2.0%41,000 41,000 41,820 42,656 43,510 44,380 58 NSF Check Fees 2.0%700 700 714 728 743 758 59 Court Efficiency Fees 2.0%750 750 765 780 796 812 60 Law Enforcement Stds/Edu 2.0%665 665 678 692 706 720 61 Collection Fees 2.0%5,500 5,500 5,610 5,722 5,837 5,953 62 Fines and Forfeitures (Court)710,004 717,104 731,446 746,075 760,997 776,216 TOWN OF WESTLAKE DESCRIPTION FIVE YEAR FORECAST FY 2016-17 thru FY 2020-21 2 ESTIMATED PROPOSED 1 2 3 4 FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 TOWN OF WESTLAKE DESCRIPTION FIVE YEAR FORECAST FY 2016-17 thru FY 2020-21 63 Beverage Tax 2.0%53,025 54,086 55,168 56,271 57,396 58,544 64 Beverage Tax 53,025 54,086 55,168 56,271 57,396 58,544 65 Interest Income - General Services 2.0%7,400 7,400 7,548 7,699 7,853 8,010 66 Interest Income - Municipal Court 2.0%1,470 1,470 1,499 1,529 1,560 1,591 67 Interest Income 8,870 8,870 9,047 9,228 9,413 9,601 68 Contributions - Fire Department 0.0%10,000 10,000 10,000 10,000 10,000 10,000 69 Contributions 10,000 10,000 10,000 10,000 10,000 10,000 70 Transfer In - UF 500 Impact 2.0%293,745 42,500 43,350 44,217 45,101 46,003 71 Transfer In - VA 220 Dept 22 3.0%13,300 13,300 13,699 14,110 14,533 14,969 72 Transfers In 307,045 55,800 57,049 58,327 59,635 60,973 73 Total Revenues & Transfers In 9,412,292 9,030,453 9,637,593 9,345,520 9,511,339 9,616,771 74 Payroll Salaries 3.0%(3,036,471)(3,126,588)(3,220,385)(3,316,997)(3,416,507)(3,519,002) 75 Payroll Insurance (Health/Dental/Life)10.0%(459,648)(512,508)(563,758)(620,134)(682,148)(750,362) 76 Payroll Taxes (SSM/WC/TWC)3.0%(267,606)(286,597)(295,195)(304,051)(313,172)(322,568) 77 Payroll Retirement (TMRS/ICMA)2.0%(371,055)(385,895)(393,613)(401,486)(409,515)(417,706) 78 Payroll Transfers In 3.0%895,415 930,352 958,263 987,011 1,016,621 1,047,119 79 Proposed staffing (including benefits) 3.0%- (508,839)(524,104)(539,827)(556,022)(572,702) 80 Optional staffing (including benefits) 3.0%- (79,985)(82,385)(84,856)(87,402)(90,024) 81 Total Payroll and Related (3,239,366)(3,970,060)(4,121,178)(4,280,340)(4,448,145)(4,625,245) 82 General Services 10 3.0%(370,495)(418,397)(430,949)(443,877)(457,194)(470,910) 83 Administrative 11 3.0%(32,018)(32,018)(32,978)(33,968)(34,987)(36,036) 84 Planning & Development 12 3.0%(395,895)(395,895)(407,772)(420,005)(432,605)(445,583) 85 Town Secretary 13 3.0%(41,537)(190,537)(196,253)(202,141)(208,205)(214,451) 86 Fire Department 14 3.0%(77,006)(77,346)(79,666)(82,056)(84,518)(87,054) 87 Municipal Court 15 3.0%(117,728)(117,728)(121,260)(124,898)(128,645)(132,504) 88 Public Works 16 3.0%(98,500)(98,500)(101,455)(104,499)(107,634)(110,863) 89 Facilities Maintenance 17 3.0%(23,293)(23,293)(23,991)(24,711)(25,452)(26,216) 90 Finance Department 18 3.0%(38,591)(38,591)(39,749)(40,942)(42,170)(43,435) 91 Parks & Recreations 19 3.0%(52,625)(52,625)(54,204)(55,830)(57,505)(59,230) 92 Information Technology 20 3.0%(52,200)(112,650)(116,030)(119,510)(123,096)(126,789) 93 Human Resources 21 3.0%(20,090)(20,090)(20,693)(21,313)(21,953)(22,611) 94 Communications 22 3.0%(8,800)(8,800)(9,064)(9,336)(9,616)(9,904) 95 Polic Services 23 3.0%(898,486)(898,486)(925,441)(953,204)(981,800)(1,011,254) 98 Total Service Expenditures (2,227,264)(2,484,956)(2,559,504)(2,636,289)(2,715,378)(2,796,839) 99 Office Rent (70% of total $242,860) (141,706)(141,706)(141,706)(141,706)(141,706)(141,706) 100 Office rental space expansion (17K sf at $20 sf)) $360,000 all in (85%)(71,385)(71,385)(71,385)(71,385)(71,385) 101 Electric Service (70% of $4071)3.0%(22,000)(22,000) (22,000)(22,000)(22,000)(22,000) 102 Electric Service - Office rental space expansion (17K sf) $360,000 all in (15%)(16,908)(16,908)(16,908)(16,908)(16,908) 103 Electric Service - Fire Station 3.0%(4,430)(4,430)(4,563)(4,700)(4,841)(4,986) 104 Electric Service - Public Works 3.0%(1,700)(1,700)(1,751)(1,804)(1,858)(1,913) 105 Electric Service - Parks/Rec 3.0%(8,780)(8,780)(9,043)(9,315)(9,594)(9,882) 106 Electric Service - Parchman 3.0%(45)(45)(46)(48)(49)(51) 107 Telephone Service - Town 3.0%(5,750)(5,750)(5,923)(6,100)(6,283)(6,472) 108 Telephone Service - Fire Dept 3.0%(4,295)(4,295)(4,424)(4,557)(4,693)(4,834) 109 Telephone Service - Court 3.0%(350)(350)(361)(371)(382)(394) 110 Internet Service - Town 3.0%(7,600)(7,600)(7,828)(8,063)(8,305)(8,554) 111 Internet Service - Fire Dept 3.0%(850)(850)(876)(902)(929)(957) 112 Internet Service - Court 3.0%(2,387)(2,387)(2,459)(2,532)(2,608)(2,687) 113 Internet Service - Facilities 3.0%(500)(500)(515)(530)(546)(563) 115 Water Service - Fire Dept 3.0%(2,450)(2,450)(2,524)(2,599)(2,677)(2,757) 116 Water Service - ROW Irrigation 3.0%(135,000)(135,000)(139,050)(143,222)(147,518)(151,944) 117 Water Service - Parks & Rec 3.0%(575)(575)(592)(610)(628)(647) 119 Gas Service - Fire Station 3.0%(1,500)(1,500)(1,545)(1,591)(1,639)(1,688) 120 Total Rent & Utilities (339,918)(428,212)(433,498)(438,943)(444,551)(450,328) 121 General Services 10 3.0%(28,642)(28,642)(29,501)(30,386)(31,298)(32,237) 122 Administrative 11 3.0%(4,540)(4,540)(4,676)(4,816)(4,961)(5,110) 123 Planning & Development 12 3.0%(28,300)(28,300)(29,149)(30,023)(30,924)(31,852) 124 Town Secretary 13 3.0%(3,773)(3,773)(3,886)(4,002)(4,123)(4,246) 125 Fire Department 14 3.0%(83,403)(85,627)(88,195)(90,841)(93,567)(96,374) 126 Municipal Court 15 3.0%(11,926)(11,851)(12,207)(12,573)(12,950)(13,339) 127 Public Works 16 3.0%(4,216)(4,216)(4,343)(4,473)(4,607)(4,745) 128 Facilities Maintenance 17 3.0%(16,988)(16,988)(17,498)(18,023)(18,563)(19,120) 129 Finance Department 18 3.0%(6,340)(6,340)(6,530)(6,726)(6,928)(7,136) 130 Parks & Recreations 19 3.0%(8,978)(8,978)(9,247)(9,525)(9,811)(10,105) 131 Information Technology 20 3.0%(5,850)(5,850)(6,026)(6,206)(6,392)(6,584) 132 Human Resources 21 3.0%(4,970)(4,970)(5,119)(5,273)(5,431)(5,594) 133 Communications 22 3.0%(4,500)(4,500)(4,635)(4,774)(4,917)(5,065) 134 Total Supplies (212,426)(214,575)(221,012)(227,642)(234,472)(241,506) 3 ESTIMATED PROPOSED 1 2 3 4 FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 TOWN OF WESTLAKE DESCRIPTION FIVE YEAR FORECAST FY 2016-17 thru FY 2020-21 135 General Services 10 3.0%(26,578)(26,578)(27,375)(28,197)(29,042)(29,914) 136 Planning & Development 12 3.0%(504)(504)(519)(535)(551)(567) 137 Fire Department 14 3.0%(8,395)(8,395)(8,647)(8,906)(9,173)(9,449) 138 Municipal Court 15 3.0%(530)(530)(546)(562)(579)(597) 139 Facilities Maintenance 17 3.0%(372)(372)(383)(395)(406)(419) 140 Total Insurance (36,379)(36,379)(37,470)(38,594)(39,752)(40,945) 141 Fire Department 14 3.0%(45,345)(48,345)(49,795)(51,289)(52,828)(54,413) 142 Municipal Court 15 3.0%(2,600)(2,600)(2,678)(2,758)(2,841)(2,926) 143 Public Works 16 3.0%(37,705)(29,000)(29,870)(30,766)(31,689)(32,640) 144 Facilities Maintenance 17 3.0%(32,210)(32,210)(33,176)(34,172)(35,197)(36,253) 145 Parks & Recreations 19 3.0%(59,500)(59,500)(61,285)(63,124)(65,017)(66,968) 146 Total Repair & Maintenance (177,360)(171,655)(176,805)(182,109)(187,572)(193,199) 147 General Service Debt 10 3.0%(36,678)(36,678)(36,678)(36,678)(36,678)(36,678) 148 K-5 Westlake Reserve Slots fixed (300,000)(300,000)(300,000)(300,000)(300,000)(300,000) 149 Total Debt (336,678)(336,678)(336,678)(336,678)(336,678)(336,678) 150 Capital Operating Impact - Parks/Rec fixed - - (6,513)(6,708)(6,909)(7,117) 151 Capital Operating Impact - Facilities fixed - - (264,197)(224,872)(226,019)(232,800) 152 Capital Operating Impact - Roads fixed - - (5,464)(10,568)(10,885)(11,212) 153 Total Capital Operating Impact 0 0 (276,174)(242,148)(243,813)(251,129) 154 Planning & Development 12 3.0%(1,685)(1,685)(1,736)(1,788)(1,841)(1,896) 155 Fire Department 14 3.0%(15,900)(27,900)(28,737)(29,599)(30,487)(31,402) 156 Municipal Court 15 3.0%(2,325)(2,325)(2,395)(2,467)(2,541)(2,617) 157 Public Works 16 3.0%(500)(500)(515)(530)(546)(563) 158 Facilities Maintenance 17 3.0%(1,500)(1,500)(1,545)(1,591)(1,639)(1,688) 159 Finance Department 18 3.0%(2,800)(2,800)(2,884)(2,971)(3,060)(3,151) 160 Parks & Recreations 19 3.0%(1,500)(1,500)(1,545)(1,591)(1,639)(1,688) 161 Total Capital Outlay (26,210)(38,210)(39,356)(40,537)(41,753)(43,006) 162 Transfer Out - ED 210 ends 15/16 fixed (35,758)- - - - - 163 Transfer Out - GMR 600 linked to GMR (350,000)(350,000)(350,000)(350,000)(350,000)(350,000) 164 Transfer Out - VMR 605 linked to VMR (110,000)(125,000)(125,000)(125,000)(125,000)(125,000) 165 Transfer Out - DS 300 linked to DS (432,237)(842,370)(798,675)(801,167)(910,347)(835,097) 166 Transfers Out - Operating (927,995)(1,317,370)(1,273,675)(1,276,167)(1,385,347)(1,310,097) 167 Transfer Out - CP 410 linked to CP - D12 (195,691)- - - (571,708)(510,223) 168 Transfer Out - CP 410 - (Entrada/Granada fees)link to dept12 (477,824)(699,336)(959,220)(340,956)(163,292)(163,292) 170 Transfers Out - Non Operating (673,515)(699,336)(959,220)(340,956)(735,000)(673,515) 171 Total Expenditures & Transfers Out (8,197,110)(9,697,429)(10,434,571)(10,040,404)(10,812,461)(10,962,485) 172 NET R&TI Over(Under) E&TO 1,215,181 (666,976)(796,977)(694,884)(1,301,123)(1,345,715) 173 Beginning Fund Balance 7,240,729 8,455,911 7,788,935 6,991,957 6,297,073 4,995,951 174 Ending Fund Balance 8,455,911 7,788,935 6,991,957 6,297,073 4,995,951 3,650,236 175 Restricted/Committed/Assigned 0.0%546,204 546,204 546,204 546,204 546,204 546,204 176 Unassigned Ending Balance 7,909,707 7,242,731 6,445,753 5,750,869 4,449,747 3,104,032 177 $ per Day for Operations (including GMR transfer)20,613 24,652 25,960 26,574 27,609 28,189 178 Operating Days 384 294 248 216 161 110 This page intentionally blank Table of Contents 1. INTRODUCTION Overview 1 All Funded and Adopted Capital Projects 5 Unfunded (Under Discussion) Capital Projects 6 2. PARKS AND RECREATION Overview 7 Unfunded Projects (Under Discussion) 8 3. FACILITIES Overview 11 Funded Projects 12 Unfunded Projects (Under Discussion) 16 4. TRANSPORTATION IMPROVEMENTS Overview 21 Funded Projects 22 Unfunded Projects (Under Discussion) 27 5. VEHICLES AND EQUIPMENT Overview 33 Capital Maintenance & Replacement 34 Replacement & Depreciation Guidelines 36 6. INFORMATION TECHNOLOGY Overview 39 Technology Forecast 40 7. UTILITY IMPROVEMENTS Overview 41 Introduction and 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 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 our financial capacity 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. The 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 • Identifies projects by functionality in order to ensure a balanced approach to our reinvestment in the community • 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 1 Introduction and Overview Land, $11,896,664, 14% Construction in Progress, $3,353,645, 4% Capital Improvements, $29,416,857, 35% Buildings, $32,262,586, 38% Machinery & Equipment, $7,885,409, 9% Capital Assets By Type (per the FY2015 Comprehensive Annual Financial Report Land, $11,896,663, 29% Capital Improvements, $8,184,522, 20% Machinery & Equipment, $594,715, 1% Buildings & Improvements, $17,611,891, 43% Construction in Progress, $2,834,092, 7% Capital Assets By Major Category (per the FY2015 Comprehensive Annual Financial Report) 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 naturally 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, water towers, and sewer mains, vehicles and other equipment. In preparing this year’s CIP, the staff utilized our annual audit to determine the value of the Town’s assets. The chart below depicts the Town’s capital assets from the Comprehensive Annual Financial Report (page 13) as of Fiscal Year Ended September 30, 2015. Funding Considerations In all communities the cost associated with capital projects far outweighs the available resources necessary to pay for them; in short there is not enough money. This requires prioritization of the projects based upon their perceived impact on the community. Due to the vast number of individual desires it is near impossible to satisfy everyone and requires a collaborative effort to create situations where the benefits are shared equitably with community stakeholders. In addition, dedicated revenues will, in most cases, determine which projects get funded. For example, the Utility Fund may only contribute towards capital projects that improve water and wastewater projects. 2 Introduction and Overview Transporation Improvement s, $691,085, 8% Facilities Improvement s, $7,741,807, 92% FY 2016-2017 Funded Projects by Major Category $8,432,892 Sources of Funding There are four primary funding sources for capital improvements: 1. Cash Funding (revenue sources such as sales, hotel/motel and property taxes) 2. State/Federal funding (public grants) 3. Private Funding (developmental impact fees or charitable donations) 4. Bond Issuance The proposed projects in this CIP rely on bond proceeds and other revenues in the Governmental and Enterprise Funds as well as contributions from corporate partners for funding. There are two types of bonds: General Obligation (GO) bonds which require voter approval and Certificates of Obligation (CO) bonds which do not require voter approval. The current CIP is funded primarily from four sources: Capital Projects & Utility funds (cash on hand), Contributions and CO bonds. How Inflation Impacts the CIP Inflation is defined as a rise in the price of all goods and services over time. This implies that the purchasing power, or value, of currency will decline in the future relative to costs. Therefore, more money will be required to fund CIP related expenditures and must be accounted for. This data is important in calculating the Town’s future liability; by utilizing inflation trends to calculate future capital replacement costs, we can determine how ‘waiting’ a year or more impacts the total project cost. Most are aware of the benefits of compounding when it comes to investing. Unfortunately, this same principle works in reverse as inflation causes costs to compound higher over time. Overview On September 21, 2015, the Town Council adopted the fifth annual plan (Fiscal years 2017-2021). These original projects as well as additional staff recommended projects are included in this iteration. The Capital Improvement Plan presents the Town’s plan for infrastructure development and improvements and is evaluated annually by the Town leadership to determine the financial availability of resources for design, construction, operations, and maintenance. 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 3 Introduction and Overview $0 $5 $10 $15 $20 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 18/19 FY 18/19 $1.129 $8.433 $0.845 $9.204 $1.478 $1.119 $3.110 $16.593 $8.651 Funded vs Unfunded CIP Funded Unfunded parameters and breadth of those capital needs. These projects may be moved to the “Funded” section of this CIP or moved out into future years depending on priorities, funding availability, and other considerations. Several of these projects such as the permanent fire station and municipal complex are multi-million dollar projects that have been carried forward since the Academy Campus was established. Balancing these priorities, while at the same time being cognizant of the fiscal challenges of our Town, continues to be a priority for our staff team and elected officials. Funded vs Unfunded (Under Discussion) Capital Improvements The following chart depicts the current adopted Capital Improvement Plan identifying funded vs unfunded projects. This multi-year capital plan will provide Council with a guide that communicates the program need or deficiency, as well as the funding requirements. It is important to note that projects which do not receive funding in a given year are moved out to the future years in order to communicate to those with decision making responsibility the need to provide necessary funding, or through evaluation, eliminate the project entirely. Funding of Previously Adopted and Current Proposed Projects This Capital Improvement Plan anticipates additional revenues related to permits and fees and the use of two bond issuances to complete the Fire Station Complex and various road projects. 4 Proj Totals Thru FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FIVE YEAR PROJECT No.Project Description FY 14/15 Estimated TOTAL TOTAL 1 CP64 Fire Station Complex (Bonds)19,500$ 640,000$ 7,697,807$ 142,693$ -$ -$ -$ 7,840,500$ 8,500,000$ 2 CP64 Fire Station Complex (Cash)- - - 378,952 - - - 378,952 378,952 3 CP64 Fire Station Complex (Contribution/Land)1,997,807 1,997,807 4 CPXX Outdoor Learning Space (Academy)58,000 44,000 44,000 102,000 5 CP63 Municipal Building (Cash FB/transfers)- - - - - 573,870 2,952,516 3,526,386 3,526,386 6 CP63 Municipal Building (other)- - - - - 5,695,070 - 5,695,070 5,695,070 7 CP65 Maintenance & Storage Facility - - - 41,200 - - - 41,200 41,200 8 19,500$ 2,695,807$ 7,741,807$ 562,845$ -$ 6,268,940$ 2,952,516$ 17,526,108$ 20,241,415$ 9 CP34 Roanoke Road Recon/Drain South 2,900$ -$ -$ -$ -$ 493,770$ -$ 493,770$ 496,670$ 10 CP68 FM 1938/Dove Road Signalization 2,400 260,000 - - - - - - 262,400 11 CP40 Sam School Rd Recon/Drainage - - - 281,960 - - - 281,960 281,960 12 CP41 Dove Rd Recon/Drain (Vaq/TB)- 75,000 691,085 - - - - 691,085 766,085 13 CP60 Pearson Lane Recon/Drainage - - - - 404,125 - - 404,125 404,125 14 CP53 Trail - Dove/Pearson/Aspen - - - - 290,016 - - 290,016 290,016 15 CP58 Ottinger Road Recon/Drainage - - - - - 983,954 - 983,954 983,954 16 CP52 Trail - Academy to Cemetery - - - - - 300,949 - 300,949 300,949 17 5,300$ 335,000$ 691,085$ 281,960$ 694,141$ 1,778,673$ -$ 3,445,859$ 3,786,159$ 18 24,800$ 3,030,807$ 8,432,892$ 844,805$ 694,141$ 8,047,613$ 2,952,516$ 20,971,967$ 24,027,574$ 19 UF30 N1 Sewer Line Transfer - 96,435 - - - - - - 96,435 20 - 96,435 - - - - - - 96,435 20 $ 24,800 $ 3,127,242 $ 8,432,892 $ 844,805 $ 694,141 $ 8,047,613 $ 2,952,516 $ 20,971,967 $ 24,124,009 Totals Thru FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FIVE YEAR PROJECTS 21 FY 14/15 Estimated TOTAL COST 22 Previously Adopted Projects - Cash 5,300$ 431,435$ 691,085$ 702,112$ -$ 573,870$ 2,952,516$ 4,919,583$ 5,356,318$ 23 New Projects - Cash 58,000 44,000 - - - - 44,000 102,000 24 Other - - - - - 5,695,070 - 5,695,070 5,695,070 Contribution 1,997,807 - 1,997,807 25 FY 15/16 Fire Station - 30 yr Bonds 19,500 640,000 7,697,807 142,693 - - - 7,840,500 8,500,000 26 FY 18/19 Street/Trail - 20 yr Bonds - - - - 694,141 1,778,673 - 2,472,814 2,472,814 27 28 $ 24,800 $ 3,127,242 $ 8,432,892 $ 844,805 $ 694,141 $ 8,047,613 $ 2,952,516 $ 20,971,967 $ 24,124,009 29 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FIVE YEAR PROJECT 30 Estimated TOTAL TOTAL 31 Current Year Proposed 3,127,242$ 8,432,892$ 844,805$ 694,141$ 8,047,613$ 2,952,516$ 20,971,967$ 24,099,209$ 32 Prior Year (Adopted)5,414,435 6,643,000 703,105 1,037,998 1,341,131 9,725,234 15,139,669 33 $ (2,287,193) $ 1,789,892 $ 141,700 $ (343,857) $ 6,706,482 $ 2,952,516 $ 11,246,733 $ 8,959,540 - 34 Project Description - 35 Firestation Complex 177,193$ (2,497,807)$ (100,500)$ (2,598,307)$ (2,421,114)$ 36 Municipal Building 1,800,000 950,000 (318,000) (7,046,575) (1,856,880) (8,271,455) (6,471,455) 37 Maintenance/Storage 40,000 40,000 40,000 38 Outdoor Learning Center (58,000) (44,000) (41,200) (85,200) (143,200) 39 Dove Rd Reconstruction 291,000 (691,085) 343,857 56,228 (291,000) - 40 Roanoke Road 453,000 (493,770) (40,770) (40,770) 41 Meter Reading Equipment 77,000 - 77,000 42 $ 2,287,193 $ (1,789,892) $ (141,700) $ 25,857 $ (7,484,117) $ (1,856,880) $ (11,246,732) $ (8,959,539) 1 Variance RECONCILIATION Variance ----------------------------Five Year Projection---------------------------- FUNDING ANALYSIS GRAND TOTAL GRAND TOTAL ALL PROJECTS TOTAL UTILITY FUND ALL FUNDED AND ADOPTED CAPITAL PROJECTSFIVE YEAR PROJECTION TOTAL GOVERNMENTAL new project added or moved from unfunded (under consideration) this year ----------------------------Five Year Projection---------------------------- Sub-Total - Road/Street/Trail Improvements Sub-Total - Facilities Improvements 5 ALL UNFUNDED (UNDER DISCUSSION) CAPITAL PROJECTS Totals Thru FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 Project Description FY 14/15 Estimated 1 Cemetery Improvements $ - $ - -$ 92,700$ 65,564$ 67,531$ 69,557$ 295,352$ 2 15-30 Acre Community Park - - - 7,349,616 183,706 7,533,322 3 Roanoke Road Open Space - - 44,908 86,520 - 131,428 4 Total Parks/Cemetery -$ 92,700$ 110,472$ 7,503,667$ 253,263$ 7,960,102$ 5 WA Phase II - 15 Classroom Secondary Addition $ - $ - -$ -$ -$ 4,676,839$ -$ 4,676,839$ 6 WA Phase II - 4 Classroom Kindergarten Addition - - - 2,996,035 - 2,996,035 7 WA Phase III - Art & Science Classrooms - - - - 1,934,422 1,934,422 8 WA Phase III - Performing Arts Center - - - - 5,391,638 5,391,638 9 WA Sports Field Lighting - 285,000 - - - 285,000 10 Total Facilities Improvements -$ -$ -$ 285,000$ -$ 7,672,874$ 7,326,060$ 15,283,934$ 11 Hwy 377 Landscape Improvements $ - $ - -$ -$ -$ 742,000.00$ -$ 742,000.00$ 12 Dove & Randol Mill Traffic Circle - - - - - 674,238 742,630 1,416,868 13 Trail - Fidelity Campus to Westlake Parkway on 114 - - - - - - 311,640 311,640 14 Trail Connection at 114/Solana - - - - - - 17,345 17,345 15 WA Pedestrian Underpass - - - 741,600 - - - 741,600 16 Glenwyck Ductbank - - 720,000 - - - - 720,000 17 SH 114/170 Enhancements (moved from Funded after 1st project completed) 239,433 5,000 - - 1,000,000 - - 1,000,000 18 SH 114/170 Enhancements (Contributions) - - - - 2,000,000 - - 2,000,000 19 Total Road/Street Improvements/Trails 239,433$ 5,000$ 720,000$ 741,600$ 3,000,000$ 1,416,238$ 1,071,615$ 6,949,453$ 20 TOTAL UNFUNDED (UNDER DISCUSSION) 239,433$ 5,000$ 720,000$ 1,119,300$ 3,110,472$ 16,592,779$ 8,650,938$ 30,193,489$ UNFUNDED - STAFF RECOMMENDED PROJECTS TO BE MOVED TO "FUNDED STATUS" Totals Thru FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 Project Description FY 14/15 Estimated 21 Glenwyck Ductbank $ - $ - 720,000$ -$ -$ -$ -$ 720,000$ 22 SH 114/170 Enhancements (moved from Funded after 1st project completed) 239,433 5,000 1,000,000 1,000,000 23 SH 114/170 Enhancements (Contributions) - - 2,000,000 2,000,000 24 TOTAL PROJECTS TO DISCUSS $ 239,433 $ 5,000 $ 720,000 $ - $ 3,000,000 $ - $ - $ 3,720,000 Totals Thru FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 14/15 Estimated 25 New Projects Cash -$ 5,000$ 459,600$ -$ -$ -$ -$ 459,600$ 26 FY 18/19 Street/Trail - 20 year bonds - - - - 1,000,000 - - 1,000,000 27 FY 10/11 CO - 30 yr Bonds 89,811 - - - - - - 28 Contributions 149,622 - 260,400 - 2,000,000 - - 2,260,400 28 GRAND TOTAL $ 239,433 $ 5,000 $ 720,000 $ - $ 3,000,000 $ - $ - $ 3,720,000 FUNDING ANALYSIS new project added this year FIVE YEAR PROJECTION ----------------------------Five Year Projection-------------------------- TOTAL TOTAL TOTAL ----------------------------Five Year Projection-------------------------- ----------------------------Five Year Projection-------------------------- 6 PARKS/CEMETERY OVERVIEW The Parks & Recreation Department is responsible for maintaining the Town’s parks and trails. The Town of Westlake provides residents with one Town Park which is located near the Glenwyck subdivision. The trees along roadways and the cemetery are maintained to ensure the safety of drivers and pedestrians. The Town also maintains several trails located near the Glenwyck and Vaquero subdivisions. While additional trails have been discussed, no funding has been provided in recent years. In resident surveys, parks and trails have consistently rated as high priority/low satisfaction items suggesting a need for improvement. One of the goals of the current CIP is to begin creating the trails that will provide connectivity from the Town’s West side to its Eastern limits as well as interconnectivity with neighboring jurisdiction’s trail systems. Trails have been moved to the Streets/Road Improvements/Trails section of this CIP. PROPOSED PROJECTS - FY16/17 THRU FY20/21 o No Proposed Projects UNFUNDED/UNDER DISCUSSION PROJECTS o Cemetery Improvements o 15-30 Acre Community Park o Roanoke Road Open Space 7 Project Description: Totals Thru Estimated Project EXPENDITURE TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 Total Engineering - - - - - - - - Construction - - - 92,700 65,564 67,531 69,557 295,351 Design - - - - - - - - Contingency - - - - - - - - Other - - - - - - - - EXPENDITURES TOTAL - - - 92,700 65,564 67,531 69,557 295,351 Totals Thru Estimated Project FUNDING TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 Total Cash (Fund Balance) - - - - - - - - Contributions/Grants - - - - - - - - Bond Issuance - - - - - - - - Unfunded - - - 92,700 65,564 67,531 69,557 295,351 Other - - - - - - - - FUNDING TOTAL - - - 92,700 65,564 67,531 69,557 295,351 Totals Thru Estimated Project IMPACT TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 Total Supplies - - - - - - - Services - - - - 5,614 5,782 5,955 Insurance - - - - - - - Repair & Maintenance - - - - 16,841 17,346 17,866 Rent & Utilities - - - - - - - Debt Service - - - - - - - - OPERATING IMPACT - - - - 22,454 23,128 23,821 - UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT 5 Year Projection Cemetery Improvements PROJECT EXPENSE 5 Year Projection PROJECT FUNDING 5 Year Projection IMPACT ON OPERATING BUDGET These improvements will consist of section markers, roadways and landscaping. The project also anticipates a future trail head with rest facilities that will accomodate the future cemetery/academy trail. Based on current funding sources, this project will be dependent upon the future sale of plots and 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. 8 Project Description: Totals Thru Estimated Project EXPENDITURE TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 Total Engineering - - - - - 65,508 67,473 132,981 Construction - - - - - 2,793,100 - 2,793,100 Design - - - - - 65,508 67,473 132,981 Contingency - - - - - 58,300 48,760 107,060 Land Purchase(390K for 10 Acres) - - - - - 4,367,200 - 4,367,200 EXPENDITURES TOTAL - - - - - 7,349,616 183,706 7,533,322 Totals Thru Estimated Project FUNDING TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 Total Cash (Fund Balance) - - - - - - - - Contributions/Grants - - - - - - - - Bond Issuance - - - - - - - - Unfunded - - - - - 7,349,616 183,706 7,533,322 Other - - - - - - - - FUNDING TOTAL - - - - - 7,349,616 183,706 7,533,322 Totals Thru Estimated Project IMPACT TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 Total Supplies - - - 2,975 3,065 Services - - - 17,851 18,387 Insurance - - - - - Repair & Maintenance - - - 2,975 3,065 Rent & Utilities - - - 9,521 9,807 Debt Service - - - - - - - - OPERATING IMPACT - - - - - 33,323 34,323 - PROJECT FUNDING 5 Year Projection IMPACT ON OPERATING BUDGET 5 Year Projection UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT 15-30 Acre Community Park This project would include the purchase of 15 to 30 acres of open space with the ability to add amenities such as small covered pavilions, trail heads, playground stations, sports fields, general use open spaces, dog park, restroom, football field, running track, cross country trail, outdoor tennis and basketball courts, baseball and softball fields. The project would include restrooms, concession area with outdoor eating area and parking. This facility would provide programs and activities to the Westlake community and Westlake Academy. PROJECT EXPENSE 5 Year Projection 9 Project Description: Totals Thru Estimated Project EXPENDITURE TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 Total Engineering - - - - - - - - Construction - - - - 32,373 86,520 - 118,893 Design - - - - 12,535 - - 12,535 Contingency - - - - - - - - Other - - - - - - - - EXPENDITURES TOTAL - - - - 44,908 86,520 - 131,428 Totals Thru Estimated Project FUNDING TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 Total Cash (Fund Balance) - - - - - - - - Contributions/Grants - - - - - - - - Bond Issuance - - - - - - - - Unfunded - - - - 44,908 86,520 - 131,428 Other - - - - - - - - FUNDING TOTAL - - - - 44,908 86,520 - 131,428 Totals Thru Estimated Project IMPACT TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 Total Supplies - - - - - - - - Services - - - - - - - - Insurance - - - - - - - - Repair & Maintenance - - - - - - - - Rent & Utilities - - - - - - - - Debt Service - - - - - - - - OPERATING IMPACT - - - - - - - - UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT Roanoke Road Open Space The town owns two acres of undeveloped open space located south of HWY 170 on Roanoke Road. This project would be completed in two phases. Phase I includes the removal of all the brush and mesquite trees, adding park benches and planting trees. Phase II would include adding a trail head with a five to six space parking area. PROJECT EXPENSE PROJECT FUNDING 5 Year Projection IMPACT ON OPERATING BUDGET 5 Year Projection 5 Year Projection 10 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. PROPOSED PROJECTS - FY16/17 THRU FY20/21 o Fire Station Complex o Municipal Building o Maintenance and Storage Facility o Outdoor Learning Space 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 11 Project Description: 410-72000-00-000-000063 Totals Thru Estimated Project EXPENDITURE TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 Total Engineering - - - - - - - - Construction - 50,000 44,000 - - - - 94,000 Design - 8,000 - - - - - 8,000 FF&E - - - - - - - - IT/Security - - - - - - - - Contingency - - - - - - - - Other (Foundation) - - - - - - - - Other Admin cost - - - - - - - - EXPENDITURES TOTAL - 58,000 44,000 - - - - 102,000 410-33501-00-000-000063 Totals Thru Estimated Project FUNDING TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 Total Cash (Fund Balance) - - - - - - - - Transfer in from General Fund - - - - - - - - Transfer in from Utility Fund - - - - - - - - Grant - Foundation - 102,000 - - - - - 102,000 Other - - - - - - - - FUNDING TOTAL - 102,000 - - - - - 102,000 Totals Thru Estimated Project IMPACT TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 Total Supplies - - - - - - - Services - - - - - - - Insurance - - - - - - - Repair & Maintenance - - - 2,000 2,060 2,122 2,185 Utilities - - - - - - - Debt Service - - - - - - - OPERATING IMPACT - - - 2,000 2,060 2,122 2,185 - 5 Year Projection IMPACT ON OPERATING BUDGET 5 Year Projection FUNDED CAPITAL IMPROVEMENT Outdoor Learning Space The outdoor classroom/greenhouse would greatly facilitate teachers’ flexibility in their lessons to incorporate more hands-on science experiences. Establishing an area for on-going investigations would provide the students an authentic opportunity to connect their learning to the natural environment. Activities may include plant and animal investigations (including insects & small invertebrates), water chemistry projects using both our own pond as well as additional water sources housed within the facility, earth science, as well as understanding weather and weather patterns. The greenhouse is of particular interest to the middle and upper grades in establishing an environment for our living science projects. The space will be located along the northdrive and around the pond. PROJECT EXPENSE 5 Year Projection PROJECT FUNDING 12 Project Description: 410-72000-00-000-000064 Totals Thru Estimated Project EXPENDITURE TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 Total Consultant/Engineering 19,500 40,000 30,000 4,100 - - 93,600 Construction - 500,000 4,500,000 317,545 - - 5,317,545 Design - 100,000 232,500 200,000 - - 532,500 FF&E - - 275,000 - - - - 275,000 IT/Security - - 212,500 - - - - 212,500 Contingency - - 150,000 - - - - 150,000 Contingency-Exterior only - 1,997,807 1,997,807 Other (Foundation) - - 300,000 - - - - 300,000 Land (Per appraisal) - 1,997,807 - - - - - 1,997,807 EXPENDITURES TOTAL 19,500 2,637,807 7,697,807 521,645 - - - 10,876,759 410-33501-00-000-000064 Totals Thru Estimated Project FUNDING TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 Total Cash (Fund Balance) 19,500 (19,500) 378,952 - - - - 378,952 Bonds 2015/16 CO - 8,500,000 - - - - - 8,500,000 Contributions (in-kind) - 1,997,807 - - 1,997,807 FUNDING TOTAL 19,500 10,478,307 378,952 - - - - 10,876,759 Totals Thru Estimated Project IMPACT TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 Total Services - - - - 5,150 5,305 5,464 Insurance - - - - 4,893 5,040 5,191 Repair & Maintenance - - - - 50,000 20,000 15,000 Rent & Utilities - - - - 64,580 66,517 68,513 Debt Service - - 425,000 425,000 425,000 425,000 425,000 OPERATING IMPACT - - 425,000 425,000 549,623 521,862 519,168 - 5 Year Projection PROJECT FUNDING 5 Year Projection IMPACT ON OPERATING BUDGET FUNDED CAPITAL IMPROVEMENT Fire Station Complex This project will provide a fire station, which includes four (4) bays, sleeping areas for staff members, meeting room, kitchen/food preparation, storage and offices for administration. The station is estimated to be 22K square feet of usable space and would also include the Town's Emergency Operations Center (EOC) with a back-up generator for sustainability. The project includes the acquisition of land and foundation upgrades; however, it does not include any apparatus or a training facility. Reflects 5% increase due to recent cost of construction. PROJECT EXPENSE 5 Year Projection 13 Project Description: 410-72000-00-000-000063 Totals Thru Estimated Project EXPENDITURE TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 Total Engineering - - - - - 106,000 349,800 455,800 Construction ( 10% inflation) - - - - - - 6,725,155 6,725,155 Design - - - - - 212,000 371,000 583,000 FF&E - - - - - - 424,000 424,000 IT/Security - - - - - - 318,000 318,000 Contingency - - - - - - 265,000 265,000 Other (Foundation) - - - - - - 318,000 318,000 Other Admin cost - - - - - - 132,500 132,500 EXPENDITURES TOTAL - - - - - 318,000 8,903,455 9,221,455 410-33501-00-000-000063 Totals Thru Estimated Project FUNDING TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 Total Cash (Fund Balance) - - - - - 573,870 671,500 1,245,370 Transfer in from General Fund - - - - - - 735,000 735,000 Transfer in from Utility Fund - - - - - - 1,546,016 1,546,016 Contribution (Private Party) - - - - - - - - Other - - - - - - 5,695,070 5,695,070 FUNDING TOTAL - - - - - 573,870 8,647,586 9,221,456 Totals Thru Estimated Project IMPACT TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 Total Supplies - - - - - - 26,500 Services - - - - - - 15,900 Insurance - - - - - - 5,300 Repair & Maintenance - - - - - - 31,800 Utilities ($3/sq ft) - - - - - - 63,600 Debt Service - - - - - - - OPERATING IMPACT - - - - - - 143,100 - PROJECT FUNDING 5 Year Projection IMPACT ON OPERATING BUDGET 5 Year Projection FUNDED CAPITAL IMPROVEMENT Municipal Building Currently, this facility is proposed as an approximately 20,000 square foot municipal building . Staff believes if the project is located within Entrada, it will become a catalyst for the development and establish a meeting place for the community as well as provide for long term municipal service delivery to Westlake. Costs are escalated by 3% annually based on today's projections. In anticipation of receiving a 5 year lease for town hall, staff is proposing to begin engineering and design in FY 19/20 with construction and completion in FY 20/21 and 21/22 (both years expenditures are included in FY 20/21). PROJECT EXPENSE 5 Year Projection 14 Project Description: 410-72000-00-000-000065 Totals Thru Estimated Project EXPENDITURE TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 Total Engineering - - - - - - - - Construction - - - 2,060 - - - 2,060 Design - - - - - - - - FF&E - - - 20,600 - - - 20,600 Building retrofit - - - 18,540 - - - 18,540 Other - - - - - - - - EXPENDITURES TOTAL - - - 41,200 - - - 41,200 410-10110-00-000-000000 Totals Thru Estimated Project FUNDING TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 Total Cash (Fund Balance) - - - 41,200 - - - 41,200 Contributions/Grants - - - - - - - - Bonds - - - - - - - - Other - - - - - - - - FUNDING TOTAL - - - - - - - 41,200 Totals Thru Estimated Project IMPACT TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 Total Supplies - - - - Services - - - - Insurance - - - 567 583 601 619 Repair & Maintenance - - - 1,030 1,061 1,093 1,126 Rent & Utilities - - - 5,150 5,305 5,464 5,628 Debt Service - - - - - - - - Other - - - - - - - - OPERATING IMPACT - - - 6,747 6,949 7,157 7,372 PROJECT FUNDING 5 Year Projection IMPACT ON OPERATING BUDGET 5 Year Projection FUNDED CAPITAL IMPROVEMENT Maintenance & Storage Facility The proposed Maintenance and Public Works facility would utilize the existing Fire Department engine bay once a 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. Pushed out from 16/17 to 17/18 and inflated 3% PROJECT EXPENSE 5 Year Projection 15 Project Description: Totals Thru Estimated Project EXPENDITURE TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 Total Engineering - - - - - 344,169 - 344,169 Construction - - - - - 3,441,719 - 3,441,719 Design - - - - - 180,250 - 180,250 FF&E - - - - - 247,200 - 247,200 IT/Security - - - - - 154,500 - 154,500 Contingency - - - - - 154,500 - 154,500 Other (Foundation) - - - - - 103,000 - 103,000 Other Admin costs - - - - - 51,500 - 51,500 EXPENDITURES TOTAL - - - - - 4,676,839 - 4,676,839 Totals Thru Estimated Project FUNDING TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 Total Cash/Transfers - - - - - - - - Granada Lots ($10K x 84) 410,000 430,000 - - - - - 840,000 Unfunded - - - - - 3,836,839 - 3,836,839 FUNDING TOTAL 410,000 430,000 - - - 3,836,839 - 4,676,839 Totals Thru Estimated IMPACT TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 TOTAL Supplies - - - - - - - - Services - - - - - - - - Insurance - - - - - - - - Repair & Maintenance - - - - - - - - Rent & Utilities - - - - - - - - Other - - - - - - - - OPERATING IMPACT - - - - - - - - PROJECT FUNDING 5 Year Projection IMPACT ON OPERATING BUDGET (ACADEMY) 5 Year Projection UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT Westlake Academy - Phase II - 15 Classroom Secondary Addition As part of Phase II of the Westlake Academy Master Plan, this project includes a 15 classroom addition to the Secondary School. The building will total approximately 11,000 sq. feet and will be attached onto the north side of the existing building. The adopted Master Plan shows 12 classrooms for Phase II. The additional 3 classrooms are due to value engineering when Phase I was bid. Phase II will bring an additional 276 students to total 1,098. K-5 = 18 students and 6-12 = 24 students. PROJECT EXPENSE 5 Year Projection 16 Project Description: Totals Thru Estimated Project EXPENDITURE TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 Total Engineering - - - - - 24,205 - 24,205 Construction - - - - - 2,200,000 - 2,200,000 Design - - - - - 11,330 - 11,330 FF&E - - - - - 100,500 - 100,500 IT/Security - - - - - 60,000 - 60,000 Contingency - - - - - 95,000 - 95,000 Other (Foundation) - - - - - 475,000 - 475,000 Other Admin costs - - - - - 30,000 - 30,000 EXPENDITURES TOTAL - - - - - 2,996,035 - 2,996,035 Totals Thru Estimated Project FUNDING TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 Total Cash/Transfers - - - - - - - - Unfunded - - - - - 2,996,035 - 2,996,035 Other - - - - - - - - FUNDING TOTAL - - - - - 2,996,035 - 2,996,035 Totals Thru Estimated IMPACT TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 TOTAL Supplies - - - - - - - Services - - - - - - - Insurance - - - - - - - Repair & Maintenance - - - - - - - Rent & Utilities - - - - - - - Other - - - - - - - - OPERATING IMPACT - - - - - - - - PROJECT FUNDING 5 Year Projection IMPACT ON OPERATING BUDGET (ACADEMY) 5 Year Projection UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT Westlake Academy - Phase II - 4 Classroom Kindergarten Addition Per the Master Plan this project is part of Phase II. The Kindergarten addition would be located east of the original primary building. This would include: 4 classrooms with individual restrooms in each room for a total of 4,600 square feet that will match existing exterior building features. Phase II will bring an additional 276 students to total 1,098. K-5 grades = 18 students and 6-12 grades = 24 students. PROJECT EXPENSE 5 Year Projection 17 Project Description: Totals Thru Estimated Project EXPENDITURE TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 Total Engineering - - - - - - 17,304 17,304 Construction - - - - - - 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 - - - - - - 1,934,422 1,934,422 Totals Thru Estimated Project FUNDING TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 Total Cash/Transfers - - - - - - - - Unfunded - - - - - - 1,934,422 1,934,422 Other - - - - - - - - FUNDING TOTAL - - - - - - 1,934,422 1,934,422 Totals Thru Estimated IMPACT TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 TOTAL Supplies - - - - - - - Services - - - - - - - Insurance - - - - - - - Repair & Maintenance - - - - - - - Rent & Utilities - - - - - - - Other - - - - - - - - OPERATING IMPACT - - - - - - - - 5 Year Projection As part of Phase III of the WA Master Plan, this would be an additional 5,200 square foot single-story building attached to the existing Sam & Margret Lee Arts and Sciences Center. The addition would include 3 classrooms, labs and offices. IMPACT ON OPERATING BUDGET (ACADEMY) 5 Year Projection UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT Westlake Academy - Phase III - Arts & Science Classroom Addition PROJECT EXPENSE PROJECT FUNDING 5 Year Projection 18 Project Description: Totals Thru Estimated Project EXPENDITURE TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 Total Engineering - - - - - - 28,840 28,840 Construction - - - - - - 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 Totals Thru Estimated Project FUNDING TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 Total Cash/Transfers - - - - - - - - Unfunded - - - - - - 5,391,638 5,391,638 Other - - - - - - - - FUNDING TOTAL - - - - - - 5,391,638 5,391,638 Totals Thru Estimated IMPACT TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 TOTAL Supplies - - - - - - - Services - - - - - - - Insurance - - - - - - - Repair & Maintenance - - - - - - - Rent & Utilities - - - - - - - Other - - - - - - - - OPERATING IMPACT - - - - - - - - 5 Year Projection In Phase III of the Westlake Academy Master Plan, a new 16,000 square feet auditorium is proposed with a raised stage, fixed seating, dressing rooms, lighting, restrooms, offices, and a 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. IMPACT ON OPERATING BUDGET (ACADEMY) 5 Year Projection UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT Westlake Academy - Phase III - Performing Arts Center PROJECT EXPENSE PROJECT FUNDING 5 Year Projection 19 Project Description: Totals Thru Estimated Project EXPENDITURE TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 Total 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 Totals Thru Estimated Project FUNDING TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 Total Cash/Transfers - - - - - - - - Unfunded - - - 285,000 - - - 285,000 Other - - - - - - - - FUNDING TOTAL - - - 285,000 - - - 285,000 Totals Thru Estimated IMPACT TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 TOTAL Supplies - - - - 1,300 1,300 1,300 Services - - - - 1,200 1,200 Insurance - - - - 500 500 500 Repair & Maintenance - - - - 1,000 1,000 1,000 Rent & Utilities - - - - - 1,500 1,500 Other - - - - - - - OPERATING IMPACT - - - - 2,800 5,500 5,500 - IMPACT ON OPERATING BUDGET (ACADEMY) 5 Year Projection PROJECT FUNDING 5 Year Projection UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT Westlake Academy - Sports Field Lighting The project pertains to sports field lighting to be located at Westlake Acdemy. The proposal includes four 70 foot tall light poles with 1500-watt fixtures on each pole. Would need to comport to our outdoor lighting standards and directives from the Council and Planning & Zoning recommendations regarding low lighting conditions. PROJECT EXPENSE 5 Year Projection 20 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 - FY16/17 THRU FY20/21 o Roanoke Road Reconstruction & Drainage South o Sam School Road Reconstruction & Drainage o Dove Road Reconstruction & Drainage (Vaquero/Terra Bella) o Pearson Lane Recon/Drainage & Trail - Dove/Pearson/Aspen o Ottinger Road Recon/Drainage & Trail - Academy to Cemetery UNFUNDED/UNDER DISCUSSION PROJECTS o Hwy 377 Landscape Improvements o Dove & Randol Mill Traffic Circle o Trail – Fidelity Campus to Westlake Parkway on 114 (moved from Funded) o Trail Connection at 114/Solana o Westlake Academy Pedestrian Underpass o SH114/Hwy 170 Enhancements (Second portion of project) o Glenwyck Telecommunications Ductbank 21 Project Description: 410-73000-00-000-000034 Totals Thru Estimated Project EXPENDITURE TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 Total Engineering 2,900 - - - - 54,500 - 57,400 Construction - - - - - 439,270 - 439,270 Design - - - - - - - - Contingency - - - - - - - - Other - - - - - - - - EXPENDITURES TOTAL 2,900 - - - - 493,770 - 496,670 410-10110-00-000-000034 Totals Thru Estimated Project FUNDING TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 Total Cash (Fund Balance) - - - - - - - - Contributions/Grants - - - - - - - - Bonds 2011 CO 2,900 - - - - - - 2,900 Bonds 2018/19 - - - - - 493,770 - 493,770 Other - - - - - - - - FUNDING TOTAL 2,900 - - - - 493,770 - 496,670 Totals Thru Estimated Project IMPACT TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 Total Supplies - - - - - - - Services - - - - - - - Insurance - - - - - - - Repair & Maintenance - - - - - - 5,088 Rent & Utilities - - - - - - - Debt Service - - - - - 30,038 30,038 OPERATING IMPACT - - - - - 30,038 35,126 - 5 Year Projection 5 Year Projection IMPACT ON OPERATING BUDGET The project will provide stabilization of road subgrade and 6" of asphalt to approximately 4,000 LF of Roanoke Road and replace/improve culverts and ditches, consistent with 2011 Graham Pavement Evaluation Study. Project improvements will be from Highway 170 south to the Town limits. Anticipate crack sealing during the 2nd year after completion. FUNDED CAPITAL IMPROVEMENT Roanoke Road Reconstruction and Drainage South (Highway 170 south to Town limits) PROJECT EXPENSE 5 Year Projection PROJECT FUNDING 22 Project Description: 410-73000-00-000-000040 Totals Thru Estimated Project EXPENDITURE TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 Total Engineering - - - 44,308 - - - 44,308 Construction - - - 237,652 - - - 237,652 Design - - - - - - - - Contingency - - - - - - - - Other - - - - - - - - EXPENDITURES TOTAL - - - 281,960 - - - 281,960 410-10110-00-000-000040 Totals Thru Estimated Project FUNDING TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 Total Cash (Fund Balance) - - - 281,960 - - - 281,960 Contributions/Grants - - - - - - - - Bond Issuance - - - - - - - - Unfunded - - - - - - - - Other - - - - - - - - FUNDING TOTAL - - - 281,960 - - - 281,960 Totals Thru Estimated Project IMPACT TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 Total Supplies - - - - - - - - Services - - - - - - - - Insurance - - - - - - - - Repair & Maintenance - - - - - - - - Rent & Utilities - - - - - - - - Debt Service - - - - - - - OPERATING IMPACT - - - - - - - - 5 Year Projection 5 Year Projection PROJECT FUNDING IMPACT ON OPERATING BUDGET FUNDED CAPITAL IMPROVEMENT Sam School Road Reconstruction and Drainage (Solana to Town limits) PROJECT EXPENSE 5 Year Projection The project will provide stabilization of road subgrade and 6" of asphalt to approximately 2,000 LF of Sam School Road and replace/improve culverts and ditches, consistent with 2011 Graham Pavement Evaluation Study. Anticipate crack sealing 2nd year from completion. Includes 150 linear feet of sidewalk. 23 Project Description: 410-73000-00-000-000041 Totals Thru Estimated Project EXPENDITURE TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 Total Engineering - 75,000 25,000 - - - - 100,000 Construction - - 666,085 - - - - 666,085 Design - - - - - - - - Contingency - - - - - - - - Other - - - - - - - - EXPENDITURES TOTAL - 75,000 691,085 - - - - 766,085 410-33501-00-000-000041 Totals Thru Estimated Project FUNDING TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 Total Cash (Fund Balance) - 75,000 691,085 - - - - 766,085 Contributions/Grants - - - - - - - - Bonds 2017/18 CO - - - - - - - - Unfunded - - - - - - - - Other - - - - - - - - FUNDING TOTAL - 75,000 691,085 - - - - 766,085 Totals Thru Estimated Project IMPACT TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 Total Supplies - - - - - - - Services - - - - - - - Insurance - - - - - - - Repair & Maintenance - - - - - 5,450 5,614 Rent & Utilities - - - - - - - Debt Service - - - - - - - OPERATING IMPACT - - - - - 5,450 5,614 - 5 Year Projection 5 Year Projection IMPACT ON OPERATING BUDGET FUNDED CAPITAL IMPROVEMENT Dove Road Reconstruction and Drainage (Vaquero to Terra Bella) PROJECT EXPENSE 5 Year Projection PROJECT FUNDING The project will provide stabilization of road subgrade and 6" of asphalt to approximately 6,500 LF of Dove Road and replace/improve culverts and ditches, consistent with 2011 Graham Pavement Evaluation Study. Staff is working with the Southlake developer to include a portion of this project when the Southlake portion is realighed and reconstructed in 2015/2016. 24 Project Description: 410-74400-00-000-000053 Totals Thru Estimated Project 410-73000-00-000-000060 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 Total Trail - Engineering - - - - 22,260 - - 22,260 Trail - Construction - - - - 222,600 - - 222,600 Trail - Contingency - - - - 45,156 - - 45,156 Road - Engineering - - - - 57,505 - - 57,505 Road - Construction - - - - 346,620 - - 346,620 EXPENDITURES TOTAL - - - - 694,141 - - 694,141 410-33501-00-000-000053 Totals Thru Estimated Project 410-33501-00-000-000060 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 Total Cash (Fund Balance) - - - - - - - - Contributions/Grants - - - - - - - - Bonds 2018/19 CO - - - - 694,141 - - 694,141 Unfunded - - - - - - - - Other - - - - - - - - FUNDING TOTAL - - - - 694,141 - - 694,141 Totals Thru Estimated Project IMPACT TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 Total Supplies - - - - - - - - Trail - Services - - - - - - - - Insurance - - - - - - - - Trail - Repair & Maint - - - - - - - - Trail - Rent & Utilities - - - - - - - - Debt Service - - - - - 42,230 42,230 - OPERATING IMPACT - - - - - 42,230 42,230 - FUNDED CAPITAL IMPROVEMENT 5 Year Projection PROJECT EXPENSE 5 Year Projection Pearson Lane Reconstruction/Drainage & Trail - Dove Road / Pearson Road / Aspen Lane PROJECT FUNDING 5 Year Projection IMPACT ON OPERATING BUDGET This project will providetrail connectivity from Aspen Lane north to Dove Road along the east side of Pearson Road. This will include crosswalk devices at the corner of Dove and Pearson. In addition the project will provide stabilization of road subgrade and 5" of asphalt to approximately 1,300 LF of Pearson Lane and replace/improve culverts and ditches, consistent with 2011 Graham Pavement Evaluation Study. Anticipate crack sealing during the 2nd year after completion. Project 53 Trail = $290,016 Project 60 R&D = $404,125 25 Project Description: 410-74400-00-000-000052 Totals Thru Estimated Project 410-73000-00-000-000058 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 Total Trail- Engineering/Design - - - - - 22,999 - 22,999 Trail - Construction - - - - - 231,080 - 231,080 Trail - Design - - - - - 46,870 - 46,870 Road/Bridge - Engineering - - - - - 204,985 - 204,985 Road/Bridge - Construction - - - - - 778,969 - 778,969 EXPENDITURES TOTAL - - - - - 1,284,903 - 1,284,903 410-33501-00-000-000052 Totals Thru Estimated Project 410-33501-00-000-000058 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 Total Cash (Fund Balance) - - - - - - - - Contributions/Grants - - - - - - - - Bonds 2018/2019 CO - - - - - 1,284,903 - 1,284,903 Unfunded - - - - - - - - Other - - - - - - - - FUNDING TOTAL - - - - - 1,284,903 - 1,284,903 Totals Thru Estimated Project IMPACT TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 Total Supplies - - - - - - - Trail - Services - - - - - - - Insurance - - - - - - - Trail - Repair & Maintenance - - - - - - - Trail - Rent & Utilities - - - - - - - Debt Service - - - - - 78,165 78,165 OPERATING IMPACT - - - - - 78,165 78,165 - FUNDED CAPITAL IMPROVEMENT 5 Year Projection 5 Year Projection 5 Year Projection PROJECT EXPENSE PROJECT FUNDING IMPACT ON OPERATING BUDGET This project will provide stabilization of road subgrade and 7" asphalt to approximately 4,000 LF of Ottinger Road (from Westlake Academy to SH 170) and replace/improve culverts and ditches, consistent with 2011 Graham Pavement Evaluation Study. Anticipate crack sealing during the 2nd year after completion. In conjunction with this project, the existing Ottinger Road bridge will be replaced with new box culvert, much like the Dove Road improvements. Staff will determine through engineering design analysis the final design criteria including horizontal and vertical alignment. A trail will provide East to West interconnectivity within the Westlake trail system. Includes a primitive trail head on the Southeast corner of the cemetery property (primitive parking, restrooms and water fountain). Ottinger Road Reconstruction/Drainage & Trail (North of Westlake Academy) Project 52 Trail $ 300,949 Project 58 R&D $ 983,954 Grand Total $1,284,903 26 Project Description: Totals Thru Estimated Project EXPENDITURE TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 Total Engineering - - - - - 106,000 - 106,000 Construction - - - - - 636,000 - 636,000 Design - - - - - - - - Contingency - - - - - - - - Other - - - - - - - - EXPENDITURES TOTAL - - - - - 742,000 - 742,000 Totals Thru Estimated Project FUNDING TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 Total Cash (Fund Balance) - - - - - - - - Contributions/Grants - - - - - - - - Bonds 2016/17 CO $2.58M - - - - - - - - Unfunded - - - - - 742,000 - 742,000 Other - - - - - - - - FUNDING TOTAL - - - - - 742,000 - 742,000 Totals Thru Estimated Project IMPACT TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 Total Supplies - - - - - - - - Services - - - - - - - - Insurance - - - - - - - Repair & Maintenance - - - - - 5,150 5,305 Rent & Utilities - - - - - 10,300 10,609 Debt Service - - - - - - - OPERATING IMPACT - - - - - 15,450 15,914 - PROJECT FUNDING 5 Year Projection IMPACT ON OPERATING BUDGET 5 Year Projection UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT Hwy 377 Landscape Improvements The project will include streetscape enhancements (hardscape, landscape) along US Hwy 377 starting at Westport Parkway stretching north for 3/4 mile. The enhancements will only be located in the median and consist of native and naturalized plantings, trees, plant bed preparations, drip irrigation, and concrete edging/mowstrip. Since the project will be within state ROW, the Town will submit this project to TxDOT for potential grant funding opportunities similar to the FM 1938 median landscape project. PROJECT EXPENSE 5 Year Projection 27 Project Description: Totals Thru Estimated Project EXPENDITURE TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 Total Engineering - - - - - - 106,090 106,090 Construction - - - - - - 636,540 636,540 Design - - - - - 36,050 - 36,050 Contingency - - - - - - - - Other - - - - - 638,188 - 638,188 EXPENDITURES TOTAL - - - - - 674,238 742,630 1,416,868 Totals Thru Estimated Project FUNDING TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 Total Cash (Fund Balance) - - - - - - - - Contributions/Grants - - - - - - - - Bond Issuance - - - - - - - - UnFunded - - - - - 674,238 742,630 1,416,868 Other - - - - - - - - FUNDING TOTAL - - - - - 674,238 742,630 1,416,868 Totals Thru Estimated Project IMPACT TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 Total Supplies - - - - - - - - Services - - - - - - - - Insurance - - - - - - - - Repair & Maintenance - - - - - 2,971 3,060 Rent & Utilities - - - - - 5,941 6,119 Debt Service - - - - - - - OPERATING IMPACT - - - - - 8,912 9,179 - PROJECT FUNDING 5 Year Projection IMPACT ON OPERATING BUDGET 5 Year Projection UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT Dove Road & Randol Mill Traffic Circle Reconstruction and reconfiguration of Dove Road and Randol Mill from a 3-way stop intersection to a traffic circle to improve traffic safety. Pavement construction will be consistent with 2011 Graham Pavement Evaluation Study. PROJECT EXPENSE 5 Year Projection 28 Project Description: Totals Thru Estimated Project EXPENDITURE TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 Total Engineering - - - 23,850 23,850 Construction - - - 241,945 241,945 Design - - 45,845 45,845 Contingency - - - - Other - - - - - - - - EXPENDITURES TOTAL - - - - - - 311,640 311,640 Totals Thru Estimated Project FUNDING TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 Total Cash (Fund Balance) - - - - - - - - Contributions/Grants - - - - - - - - Bonds - - - - - - - - Unfunded - - - - - - 311,640 311,640 Other - - - - - - - - FUNDING TOTAL - - - - - - 311,640 311,640 Totals Thru Estimated Project IMPACT TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 Total Supplies - - - - - - - - Services - - - - - - - - Insurance - - - - - - - - Repair & Maintenance - - - - - - - - Rent & Utilities - - - - - - - - Debt Service - - - - - - - - OPERATING IMPACT - - - - - - - - PROJECT FUNDING 5 Year Projection IMPACT ON OPERATING BUDGET 5 Year Projection UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT Trail - Fidelity Campus to Westlake Parkway on 114 PROJECT EXPENSE 5 Year Projection This project will provide connectivity from Hwy 114 to Capital Parkway along the east side of Westlake Parkway. 29 Project Description: Totals Thru Estimated Project EXPENDITURE TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 Total Engineering - - - 61,800 - - - 61,800 Construction - - - 618,000 - - - 618,000 Design - - - - - - - - Contingency - - - 61,800 - - - 61,800 Other - - - - - - - - EXPENDITURES TOTAL - - - 741,600 - - - 741,600 Totals Thru Estimated Project FUNDING TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 Total Cash (Fund Balance) - - - - - - - - Contributions/Grants - - - - - - - - Bonds 2011 CO $2.095M - - - - - - - - Unfunded - - - 741,600 - - - 741,600 Other - - - - - - - - FUNDING TOTAL - - - 741,600 - - 741,600 Totals Thru Estimated Project IMPACT TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 Total Supplies - - - - - - - - Services - - - - - - - - Insurance - - - - - - - - Repair & Maintenance - - - - - - - - Rent & Utilities - - - - 206 212 219 Debt Service - - - - - - - - OPERATING IMPACT - - - - 206 212 219 - UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT Westlake Academy - Pedestrian Underpass 5 Year Projection 5 Year Projection PROJECT FUNDING 5 Year Projection IMPACT ON OPERATING BUDGET PROJECT EXPENSE This project will provide for the construction of a pedestrian underpass on the south side of the Westlake Academy campus and connections to the existing trail system. This will require the reconstruction of a section of Ottinger Road and the relocation of water, gas, and telecommunications. 30 Project Description: Totals Thru Estimated Project EXPENDITURE TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 Total Engineering - - 60,000 - - - - 60,000 Construction - - 600,000 - - - - 600,000 Design - - - - - - - - Contingency - - 60,000 - - - - 60,000 Other - - - - - - - - EXPENDITURES TOTAL - - 720,000 - - - - 720,000 Totals Thru Estimated Project FUNDING TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 Total Cash (Fund Balance) - - 59,600 - - - - 59,600 Contributions/Grants $3,100/home - - 260,400 - - - - 260,400 Duct Bank Fees (Fund Balance) - - 400,000 - - - - 400,000 Unfunded - - - - - - - - Other - - - - - - - - FUNDING TOTAL - - 720,000 - - - 720,000 Totals Thru Estimated Project IMPACT TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 Total Supplies - - - - - - - - Services - - - - - - - - Insurance - - - - - - - - Repair & Maintenance - - - - - - - - Rent & Utilities - - - - - - - - Debt Service - - - - - - - - OPERATING IMPACT - - - - - - - UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT Glenwyck Telecommunication Ductbank PROJECT EXPENSE This project will provide for the construction of approximately 11,000 LF of telecommunication ductbank within the Glenwyck subdivision to accomodate the installation of improved telecommunication lines. Additionally, this will provide a connection of the ductbank from Granda to Terra Bella. A prerequisite to move forward with this project will be for 100% of Glenwyck residents to provide the Town with the necessary ductbank easement in which to install the ductbank conduit. Project costs are estimated to be $720,000 for design and construction. Funding for this project is anticipated to come from ductbank connection Utility Fund DuctBank Revenue and Glenwyck home owners ductbank connection fees 5 Year Projection 5 Year Projection PROJECT FUNDING 5 Year Projection IMPACT ON OPERATING BUDGET 31 Project Description: Totals Thru Estimated Project EXPENDITURE TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 Total Engineering - 5,000 - - - - - 5,000 Construction - - - 3,000,000 - - 3,000,000 Design - - - - - - - - Painting 239,433 - - - - - - 239,433 Other - - - - - - - - EXPENDITURES TOTAL 239,433 5,000 - - 3,000,000 - - 3,244,433 Totals Thru Estimated Project FUNDING TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 Total Cash (Fund Balance) - 5,000 - - - - - 5,000 Contributions/Grants 149,622 - - 2,000,000 - - 2,149,622 Bonds 2011 CO $2.095M 89,811 - - - - - - 89,811 Bonds 2018/2019 CO - - - - 1,000,000 - - 1,000,000 Other - - - - - - - - FUNDING TOTAL 239,433 5,000 - - 3,000,000 - - 3,244,433 Totals Thru Estimated Project IMPACT TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 Total Supplies - - - - - - - - Services - - - - - - - - Insurance - - - - - - - - Repair & Maintenance - - - - - - - - Rent & Utilities - - - - - - - - Debt Service - - - - - 60,835 60,835 - OPERATING IMPACT - - - - - 60,835 60,835 - PROJECT FUNDING 5 Year Projection IMPACT ON OPERATING BUDGET 5 Year Projection UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT SH114/170 Enhancements PROJECT EXPENSE This project was anticipated to be a cooperative effort between Westlake, Trophy Club, and Roanoke consisting of the design and construction of landscape and hardscape improvements to the SH 170 & Hwy 114 interchange to include plantings, painting, and entry monuments. Maintenance is for irrigation only. To-date the Town has paid $239,433 for engineering and paintintg in FY 13/14. Project costs are estimated to be $3,000,000 for construction. Funding participation is anticipated to be 1/3 from each party. This project will be submitted for a TxDot grant (Green Ribbon). The Town anticipates getting $160,000 reimbursement of engineering costs in FY 15/16 from Trophy Club and Roanoke and will use those funds towards the final construction. If project does not move forward, the funds will go to the Capital Projects fund balance. 5 Year Projection 32 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 Vehicle Vehicle Useful No. Dept Name Year Make/Model Vehicle Description Used By Cost Life 14 Fire Dept 2003 Ford F450 Ambulance Reserve Fire Dept Crew $144,981 10 14 Fire Dept 2003 Spartan Engine Pumper Reserve Fire Dept Crew $236,423 15 14 Fire Dept 2004 Chevy Tahoe Fire Marshal Fire Marshal John Ard $41,108 5 14 Fire Dept 2012 Ford F450 Ambulance Primary Fire Dept Crew $200,000 10 14 Fire Dept 2012 Ford F550 Attack Truck Fire Dept Crew $169,746 10 14 Fire Dept 2013 Chevy Suburban Command Vehicle Fire Chief Richard Whitten $49,084 5 14 Fire Dept 2015 Ferrara Engine Pumper Primary Fire Dept Crew $700,000 15 15 Municipal Court 2006 Dodge Charger 4 door car Marshal Troy Crow $23,000 5 16 Public Works 2005 Chevy Silverado 2 door ext. cab truck Director Jarrod Greenwood $15,704 5 16 Public Works 2015 Ford F350 Supercrew 4x4 Crewcab Truck Technician Paul Andreason $45,000 5 17 Facilities & Parks 2014 Ford F350 Supercrew 4x4 Crewcab Truck Technician Tony Daidone $40,962 5 n/a Westlake Academy 2010 Startrans Senator II Passenger Bus Westlake Academy $41,625 5 n/a Westlake Academy 2010 Girardin 18 Passenger Bus Westlake Academy $41,625 5 $1,749,258 33 Capital Maintenance and Replacement The Town recognizes that deferred maintenance and not anticipating capital replacement needs increases future capital costs. Annually, available funds will be evaluated during the budget process and a percentage of each operating fund’s budget will be recommended to the Council for transfer. Upon approval by the Council, the recommended amount will be transferred to the appropriate funds (General or Utility Maintenance Replacement Fund) for major maintenance/ replacement of street, building roof, flooring, air conditioning, equipment, etc. The Town of Westlake owns, operates, and maintains a number of vehicles. To provide a fiscally responsible vehicle and equipment replacement policy that enables the Town to maximize vehicle and equipment utilization, while maintaining the Town’s desired public image and high quality program of services for our residents. Therefore, the Town of Westlake will maintain a Vehicle and Equipment Replacement and Depreciation Schedule; said schedule will be maintained by the Finance Department. Vehicle and equipment replacement criteria will be developed according to each items anticipated useful service life. Typically, this is based upon the type or “category” of the vehicle/equipment and its usage. Each item will be surveyed annually and assigned a score based upon the Point Range and Guideline document. A vehicle will be replaced according to the established criteria unless the Department Head(s) and the Town Manager’s office determine that: 1) mechanical failure or vehicle damage warrants earlier replacement, or 2) the vehicle is still serviceable and may serve additional years beyond its original anticipated service life. Funding for vehicle/equipment replacement should be incrementally allocated from department operating funds to a restricted Capital Maintenance and Replacement Fund, subject to funding availability on an annual basis. Future vehicle/equipment replacements should be funded from this restricted fund, which receives accumulated operating fund transfers based upon the Vehicle and Equipment Depreciation Schedule. Funding will consist of an annual set-aside based upon a straight-line depreciation for each vehicle over the course of its useful life and budgeted as part of the annual budget development process. Depreciation fees should commence the same fiscal year of each new and replacement vehicle/equipment purchase. Likewise, depreciation expenses should be expensed from the respective department operating budget and deposited into the Capital Maintenance and Replacement Fund. Depreciation expenses shall continue through the service life of the new vehicle/equipment and shall cease upon retirement of said vehicle/equipment. 34 Vehicle and Equipment Replacement and Depreciation Guidelines Purpose: To provide a fiscally responsible vehicle and equipment replacement and depreciation policy, which will enable the Town of Westlake to maximize asset utilization while maintaining a positive public image and being fiscally responsible in our budgeting and fleet replacement programs. Policy: Replacement criteria for Town-owned vehicles and equipment will depend primarily on a point system, which is based upon the following factors: • Age • Miles/Hour Usage • Type of Service • Reliability • Maintenance and Repair Costs (not to include incident repairs) • Condition Point Range Chart Note: The Town may decide to retain a vehicle beyond the stated criteria after an evaluation of anticipated usage, repairs and operating costs. Each Town vehicle and small equipment have been placed in a specific category (as listed below) in order to allow for uniformity in our replacement standards. Category "A" This category consists of the one (1) 18-passenger and one (1) 20-passenger school bus. The life span for school bus is 10 years. The Fire Department which includes engines, ladder truck, ambulances, and attack truck which are used primarily as a front-line response vehicle. The front-line life-span of the Engine is 15 years and has a reserve life-span for additional five years. The ambulance front-line life-span is seven years and has a reserve vehicle life-span for additional seven. The Town currently has one (1) Engine, one (1) Attack Truck and two (2) Ambulances. Category "B" This category consists of Maintenances and Public Works vehicles which are used to serve the public on a day-to-day basis and pull trailers. Due to the heavy use, these vehicles may be scheduled for replacement at 100,000 miles provided the maintenance cost is considerably higher than vehicles of the same type. The Town currently has two (2) Public Works trucks. Category "C" This category consists of all other cars and pickups, which include administration pool car, building inspection truck, warrant officer public safety vehicle. These vehicles are generally assigned to a designated staff member and should not be replaced earlier than 100,000 miles provided the maintenance cost is considerably higher than vehicles of the same type. 35 Category "D" This category consists of other off-road equipment (mule and mowers) that are used to serve the public on an "as needed" basis. Replacement of this category may be made after 2,500 operating hours, or provided the maintenance cost is considerably higher than equipment of the same type. The Town currently has one (1) Kawasaki utility vehicle and (1) mower. Category "E" This category consists of light equipment (weed-eaters, chain saw and pumps, generators, trailers, and other small hand-operated equipment) which are used to serve the public on an "as needed" basis. Replacements in this category may be made after the total maintenance cost exceeds the original purchase price of a particular piece of equipment. The cost of upgrading a piece of equipment will be the responsibility of the operating division. The Town currently has one weed-trimmer, chain saw, blower, small generator and a trailer. Guide for Early Replacement of Town-Owned Vehicles Early Replacement The consideration of early replacement of a vehicle often arises when major expenditures are necessary to restore it to a safe operating condition (e.g., major component failure or incident damage). The economic effect of such repairs cannot be avoided because the cost to the Town is normally about the same whether the vehicle is sold in un-repaired condition or restored to repaired condition. However, replacement prior to the normal criteria for vehicles will result in an acceleration of all future replacement cost cycles required to satisfy a continuing vehicle need. This acceleration of cost cycles causes a sizable increase in the total present value cost of all fixture cycles and should be avoided whenever possible. Major vehicle repairs should always be made, with two exceptions: 1. Major expenditures for repair should not be made when the cost of the repair plus the vehicle salvage in un-repaired condition exceeds its wholesale value in repaired condition. 2. Major deferrable expenditures should not be made when a vehicle is in the final six months of its retention cycle. During this period the penalty for early replacement is small and, therefore, the vehicle should be replaced rather than repaired. Depreciation Formula Current acquisition price of each vehicle divided by the utilization cycle mileage or total maintenance cost) will provide the yearly depreciation allowance. EXAMPLE A – Vehicles Mileage: $30,000 vehicle divided by the target replacement cycle of 100,000 miles will give you a depreciation cost of $.30 per mile. $0.30 times the number of miles (20,000) the vehicle was driven the previous year will give you the yearly depreciation amount $6,000. 36 EXAMPLE B – Small Equipment Maintenance Cost: depreciate the original purchase price by 15% per year, for power hand tools, trailers, etc. Replace the item only when the maintenance cost reaches the original purchase price. Point Ranges for Replacement Consideration Point Scale Condition Description 20 points & under Excellent Do not replace 21 to 25 points Very Good Re-evaluate for the following year's budget 26 to 31 points Fair Qualifies for replacement if M/R cost exceed 60% of cost 32 to 37 point Poor Replacement if budget allows Above 38 points failed Needs priority replacement Below are two examples on how the point range and guidelines for Category "B" and “C” would work with current town vehicles. Example: Pool Vehicle Data Description Points Year 1999 26 points Type Crown Victoria Passenger Car 1 point Mileage 64,000 6 points Maintenance Repair driver side window motor 2 points Condition Poor paint and body condition, hail damage, rust spots, small dents, interior - rips, tears, stains, cracking on seat covers 5 points Total Points 40 points Staff recommendation = Replacement this year Data Description Points Year 2005 14 points Type Silverado F150 extended cab truck 1 point Mileage 35,000 3 points Maintenance low 1 points Condition Very good exterior and interior condition 1 points Total Points 20 points Staff recommendation = Include the replacement cost in the five year forecast 37 Point range and guidelines for Category "B" and “C” Factor Points Description Age Usage Type of Service 1 Each 10,000 miles of usage 1 Standard sedans, SUV’s and pickups 2 Each year of chronological age 3 Any vehicle that pulls trailer, hauls heavy loads and continued off- road usage 4 Any vehicle involved in ice or snow removal or road treatment Reliability Preventive Maintenance Work Not Included 1 In shop one time within three month time period, no major breakdowns/road side assistance call with 3 month period 2 In shop one time within three month time period, 1 breakdown/ road side assistance call within 3 month period 3 In shop more than once within 3 month time period, 1 or more breakdown/road side assistance call within same period 4 In shop more than twice within one month time period, 1 or more breakdowns/road side assistance call in same time period 5 Two or more breakdowns within one month time period M&R Cost Incident Repair Not Include 1 Maintenance cost are less than or equal to 20% of replacement 2 Maintenance cost are 21-40% of replacement cost 3 Maintenance cost are 41-60% of replacement cost 4 Maintenance cost are 61-80% of replacement cost 5 Maintenance cost are greater than or equal to 81% of replacement cost Condition 1 No visual damage or rust 2 Minor imperfections in body and paint, interior fair (no rips, tears, burn) 3 Noticeable imperfections in body and paint surface, minor rust, minor damage for add-on equipment, won interior (one or more rips, tears, burns). 4 Poor paint and body condition, rust (holes), interior (rips, tears, burns, cracked dash) and major damage for add-on equipment 5 Previous accident damage, poor paint and body condition, rust (holes), interior (rips, tears, burns, cracked dash) and major damage for add-on equipment Point Ranges Condition Description 0-20 Excellent Do not replace 21-25 Very Good Re-evaluate for next year’ budget (5 year forecast) 26-31 Good Qualifies for replacement this year if M/R cost exceed 60% of cost 32-37 Fair Qualities for replacement this if budget allows 38+ Poor Needs priority 38 INFORMATION TECHNOLOGY OVERVIEW Whether or not an asset has been fully depreciated does not by itself warrant the need to replace it, however, depreciation does serve as an indicator that the likelihood the asset will need to be replaced in the near future is fairly high. The Town is working towards funding annually for any replacement items needed in subsequent years. Infrastructure-as-a-Service (IaaS) and Disaster Recovery-as-a-Service (DRaaS) will also be implemented to reduce ongoing hardware costs and insure critical data and server availability in case of an emergency or disaster. 39 Academy Technology Forecast Estimated Proposed FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 Lifecycle Maintenance & Replacement Server Replacements 5,000 5,000 5,000 5,000 5,000 5,000 iPad/Tablet Replacements 10,000 150,000 150,000 150,000 150,000 150,000 Laptop/iMac Replacements 70,000 150,000 20,000 20,000 150,000 20,000 PC Replacements 1,500 1,500 1,500 1,500 1,500 1,500 $86,500 $306,500 $176,500 $176,500 $306,500 $176,500 Ongoing Technology Programs Information Technology Training 3,500 5,500 6,500 6,500 6,500 6,500 Campus Security System / Upgrades 9,000 10,000 10,000 10,000 10,000 1,000 Hardware & Software Support Contracts 15,000 20,000 25,000 25,000 25,000 25,000 Website Hosting, Maintenance, Upgrades 3,000 2,000 2,000 2,000 2,000 2,000 Email service & Archival 2,600 2,800 2,800 2,800 2,800 2,800 Internet & Network Service & Support 20,000 25,000 27,500 30,000 32,500 35,000 Security / Disaster Recovery Equipment & Support 7,500 7,500 7,500 7,500 7,500 7,500 $60,600 $72,800 $81,300 $83,800 $86,300 $79,800 Growth Procure Additional End-user & Educational Equipment 25,000 25,000 25,000 25,000 25,000 25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 TOTAL ACADEMY FORECAST 172,100$ 404,300$ 282,800$ 285,300$ 417,800$ 281,300$ Municipal Technology Forecast Estimated Proposed FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 Lifecycle Maintenance & Replacement Servers (moving to hosted rather than physical assets)17,500 19,000 21,000 21,000 21,000 21,000 PC/iPad/Tablet Replacements 5,000 6,000 6,000 6,000 6,000 6,000 Printer Replacements 5,000 5,000 5,000 5,000 5,000 5,000 Security System Upgrades & Replacements 1,000 10,000 10,000 10,000 10,000 10,000 Network Hardware / Telephone Replacements 15,000 75,000 75,000 25,000 25,000 25,000 $43,500 $115,000 $117,000 $67,000 $67,000 $67,000 Strategic Initiatives/Project Implementation Laserfiche Implementation/Licensing/Support 15,000 15,000 15,000 15,000 15,000 15,000 Online Utility Billing Payment System & Support 1,500 1,500 1,500 1,500 1,500 1,500 Security system upgrades/support 1,000 1,000 1,000 1,000 1,000 1,000 GIS service for Public safety dispatch 7,000 7,000 7,000 7,000 7,000 7,000 $24,500 $24,500 $24,500 $24,500 $24,500 $24,500 Ongoing Technology Programs Information Technology Training 3,500 4,000 4,000 4,000 4,000 4,000 Email service & archival 10,000 10,000 10,000 10,000 1,000 10,000 Website Hosting, Maintenance, Upgrades 5,000 5,000 5,000 5,000 5,000 5,000 Hardware & software support contracts 15,000 20,000 21,000 22,000 23,000 24,000 Application software service & Support 17,500 19,000 21,000 21,000 21,000 21,000 Internet & Network Service & Support 19,000 40,000 42,500 45,000 47,500 50,000 Security / Disaster Recovery Equipment & Support 7,500 8,500 9,500 10,500 11,500 12,500 $77,500 $106,500 $113,000 $117,500 $113,000 $126,500 Growth Network Monitoring & Management Sysytem 2,000 2,000 3,000 4,000 5,000 6,000 Additional PCs/laptops/tablets 4,500 5,000 5,000 5,000 5,000 5,000 $6,500 $7,000 $8,000 $9,000 $10,000 $0 TOTAL MUNICIPAL FORECAST 152,000$ 253,000$ 262,500$ 218,000$ 214,500$ 218,000$ TECHNOLOGY FORECAST Projection Projection 40 UTILITY IMPROVEMENTS OVERVIEW The Town of Westlake currently owns a minimum of approximately $24M of utility fixed assets. These take the form of water, sewer and telecommunications duct bank lines. These assets are initially installed through development and later transferred to the Town for upkeep and maintenance. The Town’s utility infrastructure is in relatively good shape with no known deficiencies. The five items that are fully depreciated are water lines that were transferred from the City of Keller which may need replacement in the near future but are fully operational now. The Town documents all maintenance and repairs in a GIS system that will map all infrastructure; this provides us the opportunity to review the condition of these assets and their values which will be revised as necessary. PROPOSED PROJECTS - FY16/17 THRU FY20/21 o No projects UNFUNDED/UNDER DISCUSSION PROJECTS o No projects 41 This page intentionally blank 42 1 MEMORANDUM DATE: May 25, 2016 TO: Honorable President and Board of Trustees Members THROUGH: Tom Brymer, Town Manager/WA Superintendent FROM: Dr. Mechelle Bryson, Executive Principal SUBJECT: Transmittal of Westlake Academy FY 2016/2017 Proposed Budget These draft academic budget documents and summaries have been prepared in an effort to assist the governing body in the conveyance of policy direction and the establishment of goals for Westlake Academy prior to the adoption of the budget for the upcoming fiscal year beginning September 1, 2016. As the Board begins reviewing and deliberating this draft FY 16/17 Westlake Academy operating budget, it is important to keep two high level perspectives in mind. First, this draft budget reflects Westlake Academy’s commitment to our strategic plan and the initiatives that support our mission, vision and values. Our grandest purpose is to be a college preparatory school. Throughout each program in the IB continuum, our objective is to prepare students for post-secondary success and beyond. There is no doubt that our graduates will compete on a global stage and will need specific 21st century skills to be able to successful navigate an ever-changing internationally minded marketplace. As such, we need to align what we say and do to that mission. This budget shows a steady increase in student enrollment that is indicative of our quest to prepare students for post-secondary success. From that same perspective, this proposal also contains a new revenue source in the form of weighted state funding for career and technology education (CTE). The three CTE course strands that have been created to support our students in obtaining their IB diploma and in increasing their future readiness will generate these funds. Finally, one of the cornerstones of our strategic plan is to create a “career destination” school where we attract and retain educators of the highest caliber and aptitude. To do so, we must remain competitive in the marketplace. As such, this budget includes a 4.5 percent pay raise for our Westlake Academy staff. Second, as with our previous budget submittals, this financial information has been prepared according to conservative revenue projections, i.e. State funding levels and WAF funding levels. This is a working copy and information will be updated as we receive definitive funding figures from the State. This document contains a high level summary showing proposed WA revenues and expenditures for FY16/17. It also contains Service Level Adjustments (SLAs), which were developed in concert with our Strategic Objectives and the Tier Two Departmental Strategy Map for the Academy. Statistical data, summaries, and charts are intended to provide a preview of the proposed budget, giving both Staff and the Board the necessary time to review expenditures and further align the budget with our priorities. 2 In keeping with our tradition of utilizing an associated theme that focuses on the coming challenges or direction for the school year, the proposed theme for FY 2016/2017 is: Know Your Impact: Ignite…Innovate…Inspire Our prior budget themes include: ~ FY 15/16 - Dream … Create … Achieve: Building a Collective Legacy of Excellence ~ FY 14/15 - Reaching New Heights Together...One School, One Community ~ FY 13/14 - Growing Together; One School, One Community ~ FY 12/13 - Holding to the Vision, Rising to the Challenge ~ FY 11/12 - Continued Excellence in the Face of Change A significant factor, that has played a role in our conservative budget projections, involves the funding allocations that we receive from the State. Although the Texas Legislature has provided some relief from their 2011 public education funding cuts, the Academy continues to operate under reduced public education funding. These cuts reduced funding to FY 2008 levels. To further complicate our ability to fully fund Westlake Academy, the Texas Supreme Court ruled on the constitutionality of the state’s school finance system. By declaring the state finance system constitutional, it placed the burden of resolving the funding disparity for public schools back to state lawmakers. This unexpected decision created a vacuum of hope for Texas public schools. It is important to note that the disparity for charter schools is greater than traditional public schools. On average, charter schools receive $1,000 less per student per year than traditional public schools. As stated by David Dunn, Executive Director of Texas Charter Schools Association, “the high court ignored the $1,000 per student gap for charter school students, and found the difference in state funding between traditional and charter schools not large enough to violate the constitution.” Fortunately, we have had the Westlake Academy Foundation (WAF) and our parents who have “stood in the gap” and provided additional funding to cover operating expenditures. The Town’s municipal budget has also increased its support of WA operating costs, which helped us deal with State funding reductions. In the next legislative session, hard decisions concerning funding and revenue sources await our Texas legislators. Nevertheless, we believe Westlake Academy is positioned to offer a top-notch educational experience to our students and can meet the challenges ahead. Westlake Academy truly defines Westlake as a premier knowledge-based community. This is our financial road map to becoming the best place for teachers to teach and for students to learn. 3 Proposed Revenue and Expenditure Summary Estimated Proposed $ Increase % Increase GENERAL FUND FY 2015/16 FY 2016/17 (Decrease) (Decrease) Revenues 8,097,110$ 8,500,507$ 403,397$ 5% Expenditures (8,046,854) (8,380,508) (333,653) 4% Excess Revenues Over(Under) Expenditures 50,256 119,999 69,743 139% FUND BALANCE BEGINNING 1,482,157 1,532,413 50,256 3% FUND BALANCE ENDING 1,532,413 1,652,412 119,999 8% Assigned 140,000 140,000 - 0% FUND BALANCE ENDING (Unassigned)1,392,413$ 1,512,412$ 119,999$ 9% # Days Operating (Based on 365)63 66 3 4% Daily Operating Expenditure 22,046 22,960 $914 4% Students Enrolled 825 856 31 4% TEA Funding per Student $7,164 $7,503 $339 5% Operating Cost per Student $9,437 $9,790 $353 4% Teachers 95.31 95.25 (0.06) 0% Student/Teacher Ratio 8.66 8.99 0.33 4% EXPENDITURES Estimated Adopted $ Increase % Increase Academic & Municipal Expenditure Costs FY 2014/15 FY 2015/16 (Decrease) (Decrease) Operating Expenditures 7,746,854$ 8,080,508$ 333,653$ 4% Municipal-Transfer to WA Operating Budget 300,000 300,000 - 0% Total Academic Costs 8,046,854 8,380,508 333,653 4% Annual Debt Service (Municipal budget)2,011,094 1,985,933 (25,161) -1% Major Maintenance and Replacement 261,330 235,000 (26,330) -10% In-direct Operating Costs 585,287 591,140 5,853 1% Total Municipal Costs 2,857,711 2,812,073 (45,638) -2% Academic (General) & Municipal Expenditure Costs 10,904,565$ 11,192,580$ 288,015$ 3% Number of Students 825 856 31 4% Total Expenditure Cost per Student 13,218$ 13,075$ (142)$ -1% REVENUES Estimated Proposed $ Increase % Increase GENERAL FUND FY 2014/15 FY 2015/16 (Decrease) (Decrease) Local Revenues 1,678,882$ 1,627,082$ (51,800)$ -3% State Program Revenues 6,418,228 6,873,425 455,197 7% TOTAL REVENUES 8,097,110$ 8,500,507$ 403,397$ 5% EXPENDITURES Estimated Proposed $ Increase % Increase GENERAL FUND FY 2014/15 FY 2015/16 (Decrease) (Decrease) 61XX - Salaries 5,889,284$ 6,396,135$ 506,850$ 9% 62XX - Contracted Services 1,035,308 992,902 (42,406) -4% 63XX - Supplies & Materials 599,012 442,992 (156,020) -26% 64XX - Other Operating Costs 432,685 426,747 (5,938) -1% 65XX - Debt Service 90,565 121,732 31,167 34% TOTAL REVENUES $ 8,046,854 $ 8,380,508 $ 333,653 4% 4 Revenues Westlake Academy has three main revenue strands that contribute to the overall operating budget. The two main financial sources are the State Foundation School Program (FSP) funds and the Westlake Foundation Blacksmith campaign. As indicated in the chart below, FSP and other revenue funding has increases; whereas the WAF Blacksmith donations have decreased slightly. Blacksmith Annual Program Contributions Westlake Academy Foundation is responsible for an annual contribution of 1 million dollars to the Academy’s operating budget. The Annual Blacksmith fundraiser has become increasingly vital to the academic budget, as the percentage of operating dollars received from the State has declined. In the draft FY 2016/17 academic services budget, Blacksmith revenues represent approximately 11.7% of the Academy’s total revenue. These dollars are allocated to faculty and staff salaries and benefits, which comprise over three- quarters of the total operating budget. Per the WAF Executive Director, revenues will remain flat for the proposed FY 16/17. $5.812 $5.901 $5.908 $6.423 $1.046 $1.100 $1.025 $1.000 $0.948 $0.940 $1.164 $1.077 $0 $1 $2 $3 $4 $5 $6 $7 $8 $9 FY 14/15 actual FY 15/16 Adopted FY 15/16 Estimated FY16/17 ProposedMillions Revenues by Source All Other Revenues WAF Blacksmith Donation TEA - FSP Funds $1,100,000 $1,100,000 $1,025,000 $1,000,000 FY 14/15 actual FY 15/16 Adopted FY 15/16 Estimated FY16/17 Proposed 5 Foundation School Program Revenues (in thousands) Foundation School Program (FSP) funding accounts for 76% ($6.423) of total operating dollars for Westlake Academy. This is 2% less than the FY 15/16. Although the state has not restored funding of education to 2008 levels, it has made incremental improvements as indicated in the chart below. It is our hope that the upcoming legislative session will resolve the financial disparity that exists within the state funding mechanism especially in the case of charter schools. In the meantime, the Academy has created new revenue streams through the introduction of CTE courses which are included in this funding. Average State Funding per Student The chart below depicts the average amount of state funding per student received by the Academy through the state’s Foundation School Program (FSP). The increase reflected is due to the introduction of CTE courses in the secondary programmes of the IB continuum. $5,812 $5,901 $5,908 $6,423 FY 14/15 actual FY 15/16 Adopted FY 15/16 Estimated FY16/17 Proposed FSP Revenues $7,026 $7,085 $7,164 $7,503 FY 14/15 actual FY 15/16 Adopted FY 15/16 Estimated FY16/17 Proposed Average State Funding per Student 6 EXPENDITURES As stated previously, one of the cornerstones of our strategic plan is to create a “career destination” school where we attract and retain educators of the highest caliber and aptitude. To do so, we must remain competitive in the marketplace; therefore, the largest portion of the expenditure increase for FY 2016-2017 is due to personnel. Although FTE amounts remained flat, the proposed budget includes a 4.5 percent pay raise for our Westlake Academy staff. Total increase in expenditures is 4%. Expenditures per Student The graph below depicts the per student expenditures for FY 16/17 budget cycle by both the actual expenditures reflected in the Academy budget as well as the all-in costs (including debt service, in-direct operating costs, and major maintenance and replacement expenditures). The majority of the academic operating expenditure increase is due to the 4.5% pay raise for staff to bring closer to median and the increased cost associated with Westlake Academy’s investment in their 1 to 1 iPad initiative. $7,365 $7,852 $8,047 $8,381 FY 14/15 actual FY 15/16 Adopted FY 15/16 Estimated FY16/17 Proposed General Fund Expenditures $9.070 $9.437 $9.754 $9.790 FY 14/15 Actual FY 15/16 Adopted FY 15/16 Estimated FY16/17 Proposed Expenditures per Student - Academic only $12.634 $12.865 $13.218 $13.075 FY 14/15 actual FY 15/16 Adopted FY 15/16 Estimated FY16/17 Proposed Expenditures per Student (Including debt service, in-direct operating costs, and major maintenance and replacement) 7 STUDENT ENROLLMENT Enrollment is anticipated to increase by approximately 37 students in the FY 16/17 school year. This increase is due to the current growth of the Town of Westlake. Please note that the difference in the adopted and estimated FY 15/16 enrollment is due to student retention issues and the new onboarding practice. We limited onboarding to the beginning of each semester in order to maintain stability for classroom teachers. Lottery Waiting List Enrollment demand in the secondary boundary areas remains strong. There are over 2,000 students on the lottery waiting list. As indicated in the chart below, there is a decrease in the lottery wait list from FY 15/16 and FY 16/17. Due to the average number of parent inquiries regarding the Academy and the number of parents who choose to join the lottery through each school year, we expect this gap to close by the end of the FY 16/17. 812 832 825 856 FY 14/15 actual FY 15/16 Adopted FY 15/16 Estimated FY16/17 Proposed Student Enrollment 2,177 2,400 2,157 FY 14/15 FY 15/16 FY 16/17 Lottery Waiting List 8 STUDENT CENSUS BY DISTRICT – FY 2015-2016 Westlake Carroll Keller Northwest Other Residents ISD ISD ISD Districts Grade Total No. of % of No. of % of No. of % of No. of % of No. of % of Level Students Stud. Stud. Stud. Stud. Stud. Stud. Stud. Stud. Stud. Stud. K 49 14 29% 5 10% 29 59% 11 22% 4 8% 1 54 18 33% 9 17% 31 57% 12 22% 2 4% 2 58 19 33% 12 21% 29 50% 7 12% 10 17% 3 59 24 41% 13 22% 31 53% 8 14% 7 12% 4 54 22 41% 13 24% 26 48% 10 19% 5 9% 5 60 16 27% 9 15% 41 68% 7 12% 3 5% 6 68 18 26% 16 24% 35 51% 11 16% 6 9% 7 74 14 19% 6 8% 47 64% 12 16% 9 12% 8 73 8 11% 8 11% 49 67% 11 15% 5 7% 9 71 18 25% 12 17% 35 49% 10 14% 14 20% 10 70 16 23% 5 7% 51 73% 8 11% 6 9% 11 68 9 13% 8 12% 44 65% 6 9% 10 15% 12 61 12 20% 8 13% 40 66% 6 10% 7 11% Totals 819 208 25% 124 15% 488 60% 119 15% 88 11% STUDENT CENSUS BY CATEGORY – FY 2015-2016 Westlake Extended Boundary Siblings Due to WR Due to Residents Students on Wait List Grandparents Employees Grade Total No. of % of No. of % of No. of % of No. of % of No. of % of Level Students Stud. Stud. Stud. Stud. Stud. Stud. Stud. Stud. Stud. Stud. K 49 14 29% 35 71% 13 27% 2 4% 3 6% 1 54 18 33% 36 67% 0 0% 1 2% 4 7% 2 58 19 33% 39 67% 2 3% 4 7% 7 12% 3 59 24 41% 35 59% 5 8% 3 5% 3 5% 4 54 22 41% 32 59% 6 11% 0 0% 3 6% 5 60 16 27% 44 73% 4 7% 2 3% 5 8% 6 68 18 26% 50 74% 10 15% 3 4% 6 9% 7 74 14 19% 60 81% 0 0% 2 3% 6 8% 8 73 8 11% 65 89% 2 3% 0 0% 8 11% 9 71 18 25% 53 75% 5 7% 1 1% 5 7% 10 70 16 23% 54 77% 0 0% 1 1% 6 9% 11 68 9 13% 59 87% 0 0% 0 0% 1 1% 12 61 12 20% 49 80% 0 0% 1 2% 2 3% Totals 819 208 25% 611 75% 47 6% 20 2% 59 7% 9 2.50 3.00 4.00 4.00 4.50 4.50 2.50 3.50 3.50 3.50 4.50 4.50 17.90 17.90 19.90 23.25 27.00 27.00 25.35 24.50 24.91 28.85 32.06 32.75 12.65 13.27 13.97 18.10 15.50 14.00 2.33 3.50 3.50 5.00 6.25 7.00 0 25 50 75 100 FY 11/12 FY 12/13 FY 13/14 FY 14/15 FY 15/16 Estimated FY 16/17 Proposed IT Dept Facilities Foundation Specialist Support Secondary Primary Coordinators Principals 60% 15% 15% 10% Other Northwest Carroll Keller Student Population by ISD Jurisdiction Students residing within the boundaries of Keller ISD, which includes Vaquero, currently account for approximately 60% of the student population (an increase of 1% from the 2015-16 school-year). Students residing in Carroll ISD’s jurisdiction, which includes Glenwyck Farms and Terra Bella, account for 15% of the student population (a decrease of 3% from the 2015-16 school year) while students residing in Northwest ISD account for 15% as well (an increase of 3% from the 2015-2016 school year). PERSONNEL As indicated in the chart below, Westlake Academy has experienced a steady increase in personnel growth from the FY 12/13 to FY 15/16. This has been driven by student enrollment growth trends. Although FTEs remained flat for the FY16/17, staffing cost did increase due to shifts in job roles. 10 FY 15/16 Median & Average Salary Comparison Board Policy states a desire to maintain the median salary within three percent (3%) of the districts surveyed for market comparison purposes. In FY 15/16, the salary scale was increased by 2.9%, resulting in an average salary increase of 3.9% for employees. In FY 16/17, staff recommends an average adjustment of 3.5% over the FY 15/16 scale, resulting in an average salary increase of 4.5%. This increase would be 2.5% below the estimated median average in FY 16/17 market, and would be a valuable tool in our recruiting and retention efforts. Position Summary $48.0 $50.0 $52.0 $54.0 $56.0 $58.0 $60.0 $52.0 $54.1 $52.8 $55.2 $54.0 $56.6 $56.7 $58.1 Median Salary (In FY 11/12 FY 12/13 FY 13/14 FY 14/15 FY 15/16 Estimated FY 16/17 Proposed 69.53 73.07 77.18 91.80 95.25 96.20 WA ISDs WA ISDs WA ISDs WA ISDs FY 13/14 FY 14/15 FY 15/16 FY 16/17 Estimated Projected 11 Employee Position Summary FY 15/16 Estimated FY 16/17 Proposed Change Executive Principal 1.00 1.00 - Asst. Secondary Principal 1.00 1.00 - Primary Principal 1.00 1.00 - MYP Academic Dean 1.00 1.00 - DP Principal 0.50 0.50 - Principal Staffing 4.50 4.50 - DP Coordinator 0.50 0.50 - MYP Academic Dean 1.00 1.00 - MYP Coordinator 1.00 1.00 - PYP Coordinator 1.00 1.00 - Student Services Coordinator 1.00 1.00 - Admin Coordinator - - - Coordinator Staffing 4.50 4.50 - Primary - Kindergarten 3.00 3.00 - Primary - Grade 1 3.00 3.00 - Primary - Grade 2 3.00 3.00 - Primary - Grade 3 3.00 3.00 - Primary - Grade 4 3.00 3.00 - Primary - Grade 5 3.00 3.00 - Primary - Art 1.00 1.00 - Primary - Counselor 1.00 1.00 Primary - Math 1.00 1.00 - Primary - Music 1.00 1.00 - Primary - PE 2.00 2.00 - Primary - Reading Spec. 1.00 1.00 - Primary - Spanish 2.00 2.00 - Primary Staffing 27.00 27.00 - Secondary - Art 2.32 2.00 (0.32) Secondary - Business Management - 1.00 1.00 Secondary - Counselor 1.00 1.00 - Secondary - Economics 1.00 1.00 - Secondary - English 3.50 3.50 - Secondary - Foreign Lang. 4.32 4.16 (0.16) Secondary - Grade 6 3.00 3.00 - Secondary - Humanities 3.92 4.25 0.33 Secondary - Math 5.50 5.50 - Secondary - PE 2.00 2.00 - Secondary - Performing A&D 1.00 1.00 - Secondary - Personal Project 0.50 0.50 - Secondary - Science 4.00 3.84 (0.16) Secondary Staffing 32.06 32.75 0.69 Teaching Aides 8.50 7.00 (1.50) Librarian/Aide 1.00 1.00 - Nurse 1.00 1.00 - Office Aide 4.00 4.00 - Registrar 1.00 1.00 - Support Staffing 15.50 14.00 (1.50) Diagnostician/ Literacy - 1.00 1.00 IT Integration 1.00 1.00 - Special Education 3.25 3.00 (0.25) Speech 1.00 1.00 - Strings Staff 1.00 1.00 - Specialist Staffing 6.25 7.00 0.75 WAF Director 1.00 1.00 - WAF Office Aide 0.50 0.50 - Foundation Staffing 1.50 1.50 - Facilities Day Porter 1.00 1.00 - Facilities Technician 1.00 1.00 - Facilities Staffing 2.00 2.00 - IT Coordinator 1.00 1.00 - IT Tech 1.00 1.00 - IT Department Staffing 2.00 2.00 - Total Positions 95.31 95.25 (0.06) 12 FINANCIAL FORECAST F ORECAST A SSUMPTIONS Basic Assumptions: • 31 student increase in FY 16-17 and 10 additional students in subsequent years • Average Daily Attendance rate of 97% Revenues: • 100% use of WAF Annual Program revenues (adopted $1 million) • Per student revenue increased to $7,503 in FSP funding in FY 2016/17 due to CTE track and increases slightly to $7,531 in future years due to additional CTE offerings Expenditures: • Personnel costs are estimated to increase an estimated 4.5% for FY 16-17 and 2% annually thereafter • Professional Services were increased by 1% annually • Supplies were increased by 1% annually • Other operating expenditures were also increased by 1% annually Charter schools do not have taxing authority, making them reliant upon state and local funding sources. As an open enrollment charter school, all State funding is determined each legislative session and channeled to Westlake Academy through the Foundation School Program (FSP). Charter schools are funded based on their weighted average daily attendance (WADA). A school’s WADA is determined not only by the number of students attending, but their participation in special programs, such as special education and career and technology. The majority of WA General Fund revenue is derived from the State Foundation School Program. Secondary sources include the Westlake Academy Foundation and the Blacksmith Campaign. Growth in local revenues has been significant and is a result of strong parent support of the Academy. Future revenue projections are based upon the State’s current funding formula and current local donation levels. Due to the uncertainty of state funding, the Academy adopted a new policy in FY 14/15 which only allows increases in expenditures if there is an offsetting increase in revenues. Audited Adopted Estimated Projected Amount Percent Projected Projected Projected Projected FY 14/15 FY 15/16 FY 15/16 FY 16/17 Inc/(Dec)Inc/(Dec)FY 17/18 FY 18/19 FY 19/20 FY 20/21 1 Transportation 28,381$ 27,225$ 28,400$ 28,400$ -$ 0%28,684$ 28,971$ 29,261$ 29,553$ 2 Parking 25,036 14,000 25,050 25,050 - 0%25,301 25,554 25,809 26,067 3 Athletic Activities 90,925 81,150 90,925 101,425 10,500 12%102,439 103,464 104,498 105,543 4 Interest Earned 2,067 1,575 3,560 3,560 - 0%3,596 3,632 3,668 3,705 5 WAF Blacksmith Donation 1,046,212 1,100,000 1,025,000 1,000,000 (25,000) -2%1,000,000 1,000,000 1,000,000 1,000,000 6 WAF Salary Reimbursement 57,130 49,770 57,130 57,130 - 0%57,701 58,278 58,861 59,450 7 WAF Grants (approved/will offset exp)37,300 8 Town Contribution - Westlake Reserve 300,000 300,000 300,000 300,000 - 0%315,000 315,000 315,000 315,000 9 Town Contribution - 15,000 15,000 15,000 - 0%15,150 15,302 15,455 15,609 10 Other Local Revenue (BTS, Tech & Other)108,611 54,000 90,517 90,517 - 0%91,422 92,336 93,260 94,192 11 Food Services 6,000 6,000 6,000 6,000 - 0%6,060 6,121 6,182 6,244 12 1,664,363 1,648,720 1,678,882 1,627,082 (51,800) (0) 1,645,353 1,648,656 1,651,993 1,655,363 13 21%21%21%19%-2%-8%20%20%20%19% - 14 TEA - FSP Funds 5,811,523 5,901,479 5,908,066 6,133,171 225,105 4%6,196,860 6,272,171 6,347,482 6,422,793 15 CTE Funding (additional TEA-FSP Funds)- - - 289,928 289,928 100%317,541 317,541 317,541 317,541 16 Instructional Materials Allotment approved 118,735 17 TRS On-behalf/Medicare Part B 329,666 391,427 391,427 450,326 58,899 15%461,584 473,124 484,952 497,076 18 6,141,189 6,292,906 6,418,228 6,873,425 573,932 0 6,975,985 7,062,836 7,149,975 7,237,410 19 79%79%79%81%0%80%80%80%81% 20 7,805,552$ 7,941,626$ 8,097,110$ 8,500,507$ 522,132$ 0 8,621,338$ 8,711,492$ 8,801,968$ 8,892,772$ 21 EXPENDITURES by FUNCTION 22 Function 11 - Instructional 4,343,536$ 4,579,901$ 4,676,941$ 4,906,805$ 229,864$ 0$ 4,955,873$ 5,005,432$ 5,055,486$ 5,106,041$ 23 Function 12 - Resources & Media 67,933 74,801 74,801 77,182 2,381 3%77,954 78,733 79,520 80,316 24 Function 13 - Curriculum & Staff Development 165,308 134,590 135,922 126,690 (9,232) -7%127,957 129,236 130,529 131,834 25 Function 21 - Instructional Leadership 212,942 264,259 268,254 276,139 7,884 3%278,900 281,689 284,506 287,351 26 Function 23 - School Leadership 620,382 778,866 794,850 838,613 43,764 6%846,999 855,469 864,024 872,664 27 Function 31 - Guidance & Counseling 255,158 205,230 207,894 211,130 3,235 2%213,241 215,373 217,527 219,702 28 Function 33 - Health Services 64,285 66,617 66,617 69,510 2,893 4%70,205 70,907 71,616 72,332 29 Function 36 - Co/Extracurricular Activities 122,974 146,774 148,974 162,418 13,444 9%164,042 165,683 167,340 169,013 30 Function 41 - Administrative 344,086 306,986 384,650 308,833 (75,816) -20%311,922 315,041 318,191 321,373 31 Function 51 - Maintenance & Operations 865,719 915,068 915,069 957,434 42,365 5%967,008 976,678 986,445 996,309 32 Function 52 - Security & Monitoring Services 5,698 - - - 0%- - - - 33 Function 53 - Data Processing 100,757 169,678 169,679 201,804 32,125 19%203,822 205,860 207,919 209,998 34 Function 61 - Community Services 111,620 112,638 112,639 122,219 9,580 9%123,441 124,675 125,922 127,181 35 Function 71 - Debt Service 89,953 90,565 90,565 121,732 31,167 34%187,000 187,000 187,000 187,000 36 7,364,652$ 7,851,671$ 8,046,854$ 8,380,508$ 333,653$ 4%- - - - 37 Object Code 61XX - Salaries 2.50%5,409,211 5,912,801 5,889,284 6,396,135 506,850 9%6,524,057 6,654,538 6,787,629 6,923,382 38 Object Code 62XX - Contracted Services 1,056,326 940,445 1,035,308 992,902 (42,406) -4%1,002,831 1,012,859 1,022,988 1,033,218 39 Object Code 63XX - Supplies & Materials 392,279 483,115 599,012 442,992 (156,020) -26%447,422 451,896 456,415 460,979 40 Object Code 64XX - Other Operating Costs 416,884 424,741 432,685 426,747 (5,938) -1%431,015 435,325 439,678 444,075 41 Object Code 65XX - Debt Service 89,953 90,565 90,565 121,732 31,167 34%187,000 187,000 187,000 187,000 42 7,364,652$ 7,851,667$ 8,046,854$ 8,380,508$ 333,653$ 4%8,592,325$ 8,741,619$ 8,893,710$ 9,048,654$ 43 Other Resources - Local 16,740 45,000 - - - 44 Other Uses - Local - (45,000) - - - 45 16,740 - - - - - - - - 46 457,640$ 89,959$ 50,256$ 119,999$ 188,478$ 375%29,013$ (30,127)$ (91,743)$ (155,881)$ 47 FUND BALANCE BEGINNING 1,024,517 1,153,301 1,482,157 1,532,413 50,256 3%1,652,412 1,681,425 1,651,298 1,559,556 48 FUND BALANCE ENDING 1,482,157 1,243,260 1,532,413 1,652,412 119,999 8%1,681,425 1,651,298 1,559,556 1,403,674 49 Assigned - Technology/FFE - 125,000 125,000 125,000 - 0%125,000 125,000 125,000 125,000 50 Assigned - Uniform/Equip. replacement - 11,350 15,000 15,000 - 0%15,000 15,000 15,000 15,000 51 1,482,157$ 1,106,910$ 1,392,413$ 1,512,412$ 119,999$ 9%1,541,425$ 1,511,298$ 1,419,556$ 1,263,674$ 52 Number of Operating Days (365 formula 73 51 63 66 3 4%65 63 58 51 53 Dollars per Operating Day formula 20,177$ 21,511$ 22,046$ 22,960$ 914 4%23,541$ 23,950$ 24,366$ 24,791$ 52 Total Students Enrolled linked 812 832 825 856 31 4%865 875 885 895 53 TEA Funding per Student (Including CTE & SPED)7,026$ 7,085$ 7,164$ 7,503$ 339 5%7,531$ 7,531$ 7,531$ 7,531$ 54 Operating Cost per Student (Academic Only)9,070 9,437 9,437 9,790 353 4%9,933 9,990 10,049 10,110 55 Teachers linked 87.30 95.56 95.31 95.25 (0) 0%95.25 95.25 95.25 95.25 56 Student/Teacher Ratio formula 9.30 8.71 8.66 8.99 0.33 4%9.08 9.19 9.29 9.40 FUND BALANCE ENDING (Unassigned) NET OTHER RESOURCES (USES) TOTAL EXPENDITURES BY FUNCTION Total State Revenues TOTAL REVENUES TOTAL EXPENDITURES BY OBJECT EXCESS REVENUES OVER(UNDER) EXP percent of total revenues Five Year Financial ForecastFY 2016-17 thru FY 2020-21 Total Local Revenues Westlake Academy - General Fund percent of total revenues FY 2016/17 FY 2016/17 CHANGE BASE BUDGET PROPOSED AMOUNT Improve Stakeholder Satisfaction $0.00 $0.00 $0.00 Increase Student Future Readiness $92,362.00 $235,880.00 $143,518.00 Enhance Westlake Academy's Unuique Sense of Place $0.00 $0.00 $0.00 TOTAL $92,362.00 $235,880.00 $143,518.00 Increased Expenditures Increase Financial Capacity an Reserves $0.00 $0.00 $0.00 Improve Financial Stewardship $5,940,584.00 $6,306,972.39 $366,388.39 TOTAL $5,940,584.00 $6,306,972.39 $366,388.39 Increased Revenues Optimize Student Potential $0.00 $289,928.00 $289,928.00 Improve the EfficiencIes of Operational Systems $0.00 $0.00 $0.00 Strengthen Our Westlake Academy Future $0.00 $0.00 $0.00 Strengthen IB Philosophy & Implementation $0.00 $0.00 $0.00 TOTAL $0.00 $289,928.00 $289,928.00 Increased Revenues Attract, Recruit, Retain & Develop the Highest Quality Workforce $5,893,066.18 $6,405,961.38 $512,895.20 Increase the Capacity of Teachers and Staff $0.00 $0.00 $0.00 Improve Technology, Facilities & Equipment $214,748.00 $283,700.00 $68,952.00 INCREASED EXPENDITURES $6,107,814.18 $6,689,661.38 $581,847.20 Increased Expenditures -$259,592.18 -$328,640.99 -$69,048.81 INCREASED REVENUES $5,940,584.00 $6,596,900.39 $656,316.39 INCREASED EXPENDITURES $6,200,176.18 $6,925,541.38 $725,365.20 NET REVENUES OVER (UNDER) EXPENDITURES)-$259,592.18 -$328,640.99 -$69,048.81 Academic Operations People, Facilities & Technology NET REVENUES OVER(UNDER) EXPENDITURES BASE BUDGET VS PROSED BUDGET Service Level AdjustmentsFY 2016/2017 Budget By BSC Perspective and Objective Citizen, Student, Stakeholder Financial Stewardship Town Council Member Board of Trustee Relations Policy and Code of Ethics Adopted 07/28/2008 Revised 02/28/2011 Page 2 of 10 We Will Never bring disgrace to this, our Town , by any act of dishonesty or cowardice; we will fight for our ideals and sacred things of the Town , both alone and with many; We will never bring disgrace to this, our Town , by any act of dishonesty or cowardice; we will fight for our ideals and sacred things of the Town , both alone and with many; we will revere and obey the Town ’s laws and do our best to incite a like respect and reverence in those about us; we will strive unceasingly to quicken the public’s sense of civic duty; and thus in all the ways we will strive to transmit this Town not only not less but greater, better and more beautiful than it was transmitted to us. The Ephebic Oath was that taken by the young men of the ancient Athens when they became of age to assume the responsibility of citizenship Page 3 of 10 The Westlake Town Council is the governing body for the Town of Westlake and the Board of Trustees is the governing body for Westlake Academy; therefore, they must bear the initial responsibility for the integrity of governance. The Council/Board is responsible for its own development (both as a body and as individuals), its responsibilities, its own discipline, and its own performance. The development of this policy is designed to ensure effective and efficient governance. This policy will address Mayor/President and Council/Board relations, Council/Board and Staff relations, and Council/Board and media relations. By adopting these guidelines for elected officials, we acknowledge our responsibility to each other, to our professional staff, and to the public. The Council/Board will govern the Town/Academy in a manner associated with a commitment to the preservation of the values and integrity of representative local government and democracy, and a dedication to the promotion of efficient and effective governing. The following statements will serve as a guide and acknowledge the commitment being made in this service to the community: 1. The Council/Board has as high priorities the continual improvement of the member’s professional ability and the promotion of an atmosphere conducive to the fair exchange of ideas and policies among members. 2. The Council/Board will endeavor to keep the community informed on municipal/academy affairs; encourage communication between the residents and the Council/Board; strive for strong working relationships among neighboring municipalities and elected officials. 3. In its governance role, the Council/Board will continue to be dedicated to friendly and courteous relationships with Staff, other Council/Board members, and the public, and seek to improve the quality and image of public service. 4. The Council/Board will also strive to recognize its responsibility to future generations by addressing the interrelatedness of the social, cultural, and physical characteristics of the ties of the community when making policies. 5. And finally, each Council/Board member will make a commitment to improve the quality of life for the individual and the community, and to be dedicated to the faithful stewardship of the public trust. Page 4 of 10 Town of Westlake Council/Board Member Statement of Purpose In order to ensure the proper discharge of duties for the improvement of democratic municipal and school governance, Westlake Council/Board Members should display behavior that demonstrates independent, impartial review of all matters addressed by them and be duly responsible to the residents of Westlake and to each other in their relationships. SECTION I MAYOR/PRESIDENT—COUNCIL/BOARD RELATIONS A. MAYOR ’S /PRESIDENT RESPONSIBILITIES 1. The Mayor /President shall be the presiding officer at all meetings. The Mayor Pro-tem shall preside in his/her absence. 2. Except as provided for by State law pertaining to voting on Council/Board matters, the Mayor /President shall have a voice in all matters before the Council/Board. 3. The Mayor /President shall preserve order and decorum and shall require Council/Board members engaged in debate to limit discussion to the question under consideration. 4. The Mayor /President is the spokesperson for the Council/Board on all matters unless absent, at which time his/her designee will assume the role. 5. The Mayor/President will encourage all Council/Board members to participate in Council/Board discussion and give each member an opportunity to speak before any member can speak again on the same subject. 6. The Mayor /President may limit each speaker to five (5) minutes to ensure an efficient use of time. The Mayor/President is responsible for keeping the meetings orderly by recognizing each member for discussion, limiting speaking time, encouraging debate among members and keeping discussion on the agenda item being considered. 7. Should a conflict arise among Council/ Board members, the Mayor/President will serve as the mediator. Page 5 of 10 B. MAYOR /PRESIDENT AND COUNCIL/BOARD RESPONSIBILITIES 1. Any Council/Board member may request at a workshop and / or regular meeting, under “Future Agenda Item Requests”, an agenda item for a future meeting. The Council/Board member making the request will contact the Town Manager/Superintendent with the requested item and the Town Manager/Superintendent will list it on the agenda. At the meeting, the requesting Council/Board member will explain the item, the need for discussion of the item, the item’s relationship to the strategic priorities, and the amount of estimated staff time necessary to prepare the item for discussion. If the requesting Council/Board member receives a second, the Town Manager/Superintendent will place the item on the agenda calendar allowing for adequate time for staff preparation on the agenda item. 2. Requests for Administrative Inquiry. A Council/Board member may request that the Town Manager/Superintendent investigate a specific topic or subject and report staff’s response and/or findings back to the entire Council/Board by brief email. Adminstrative inquiries are strictly intended for items that are of interest to the Council/Board as a whole, will require only brief staff time to investigate and respond, and in the Council’s/Board’s view does not merit time or discussion at a Council/Board meeting. The requesting Council/Board member will explain the topic of the administrative inquiry and the reason(s) it is desired to have staff investigate this item. 3. Reports. Reports are prepared by staff and placed on Council/Board work shop agendas for informational purposes and will be accepted as presented. There will be no presentation for these items or separate discussion unless a Council/Board member requests that a report be removed and discussed separately. 4. Each Council/Board member is responsible for being prepared to attend the meetings and discuss the agenda and is encouraged to attend at least one Texas Municipal League or Texas Charter School sponsored conference each year in order to stay informed on issues facing municipalities and charter schools. 5. It is the responsibility of Council/Board members to be informed about previous action taken by the Council/Board in their absence. In the case of absence from a work session where information is given, the individual Council/Board member is responsible for obtaining this information prior to the Council/Board meeting when said item is to be voted upon. 6. When addressing an agenda item, the Council/Board member shall first be recognized by the Mayor/President, confine himself/herself to the question under debate, avoid reference to personalities, and refrain from impugning the integrity or motives of any other Council/Board member or Staff member in his/her argument or vote. 7. In the absence of a ruling by the Mayor/President on any procedural matter, a Council/Board member may move to change the order of business or make any other procedural decision deemed appropriate. The affirmative vote of a majority of the Council/Board members present and voting shall be necessary to approve the motion. Page 6 of 10 8. Any Council/Board member may appeal to the Council/Board as a whole from a ruling by the Mayor/President. If the appeal is seconded, the person making the appeal may make a brief statement and the Mayor/President may explain his/her position, but no other member may speak on the motion. The Mayor/President will then put the ruling to a vote. 9. Any Council/Board member may ask the Mayor/President to enforce the rules established by the Board. Should the Mayor/President fail to do so, a majority vote of the Council/Board members present shall require him/her to do so. 10. When a Council/Board member is appointed to serve as liaison to an affiliate board, the Council/Board member is responsible for keeping all Council/Board members informed of significant activities. 11. As much as practicable, Council/Board agendas, particularly workshop meetings, should be centered on the Council’s/Board’s strategic plans and related policy matters. To achieve that end, the Town Manager/Superintendent and his/her Staff will work to facilitate that focus. CODE OF CONDUCT FOR MAYOR AND BOARD MEMBERS During the Council/Board meetings, members shall preserve order and decorum, shall not interrupt or delay proceedings, and shall not refuse to obey the orders of the Mayor/President or the rules of the Council/Board. Council/Board members shall demonstrate respect and courtesy to each other, to professional Staff, and to members of the public appearing before the Council/Board. Council/Board members shall refrain from rude and derogatory comments and shall not belittle Staff members, other Board members, or members of the public. They should not use their position to secure special privileges and should avoid situations that could cause any person to believe that they may have brought bias or partiality to a question or issue before the Council/Board. Members of the Council/Board will not condone any unethical or illegal activity. All members of the Council/Board agree to uphold the intent of this policy and to govern their actions accordingly. Page 7 of 10 SECTION II BOARD AND STAFF RELATIONS No single relationship is as important as that of the Council/Board and their Town Manager /Superintendent in effectively governing the Town of Westlake/ Westlake Academy. It is for this reason that the Council/Board and Town Manager /Superintendent must understand their respective roles in that process. The Town Manager/Superintendent is the primary link between the Council/Board and the professional Staff. The Council’s/Board’s relationship with the Staff shall be through the Town Manager/Superintendent. 1. In order to ensure proper presentation of agenda items by Staff, questions arising from Council/Board members after receiving their information packet should be, whenever possible, presented to the Town Manager /Superintendent for Staff consideration prior to the meeting. This allows the Staff time to address the member’s concern and provide all members with the additional information. 2. The Town Manager /Superintendent shall designate the appropriate Staff member to address each agenda item and shall see that each presentation is prepared and presented in order to inform and educate the Council/Board on the issues which require action. The presentation should be professional, timely, and allow for discussion of options for resolving the issue. The Staff member making the presentation shall either make it clear that no action is required, or present the specific options for Council/Board consideration. 3. T he Town Manager /Superintendent is directly responsible for providing information to all the Council/Board concerning any inquiries by a specific Board member. If the Town Manager or his/her Staff’s time is being dominated or misdirected by a Council/Board member, it is his/her responsibility to inform the Mayor/President. 4. The Town Manager/Superintendent will be held responsible for the professional and ethical behavior of himself/herself and the discipline of his/her Staff. The Town Manager/Superintendent is also responsible for seeing that his/her Staff receives the education necessary to address the issues facing municipal government. 5. Any conflicts arising between the Town Staff and the Council/Board will be addressed by the Mayor/President and the Town Manager /Superintendent. All Staff members shall show each other, each Council/Board member, and the public respect and courtesy at all times. They are also responsible for making objective, professional presentations to ensure public confidence in the process. 7. The Town Manager /Superintendent, after an election, will make sure that the Staff has prepared information needed for the orientation of new Council/Board members and inform them of any Texas Municipal League/Texas Charter School conferences and seminars available. The Town Manager /Superintendent will also be responsible for meeting personally with new members and informing them about Town/Academy facilities and procedures. Page 8 of 10 8. The Town Manager/ Superintendent is responsible for the orientation of all new Council/Board members after an election. The orientation shall include meeting procedures, Staff and media relations, current agenda items and leadership training programs. SECTION III COUNCIL/BOARD AND MEDIA RELATIONS Since the democratic form of government is only successful when the citizens are kept informed and educated about the issues facing their municipality, it is imperative the media play an important role in the council-manager-media relations. It is through an informed public that progress is insured and good government remains sensitive to its constituents. These guidelines are designed to help ensure fair relationships with print, radio, and television reporters. The Council/Board and the Town Manager/ Superintendent recognize that the news media provides an important link between the Council/Board and the public. It is desire to establish a professional working relationship to help maintain a well informed and educated citizenry. 1. During the conduct of official business, the news media shall occupy places designated for them or the general public. 2. All reporters will have access to an agenda and will be furnished support material needed for clarification if requested. 3. In order to preserve the decorum and professionalism of Council/Board meetings, the media are requested to refrain from conversing privately with other people in the audience and to conduct any interview with the public outside the meeting room while the Council/Board is in session. 4. Since each government body conducts business differently, it is requested that all reporters new to Board meetings meet with the Town Manager/Superintendent, Mayor/President, or the designated media relations representative prior to covering their first meeting to be informed of the policies and procedures to help foster a professional working relationship between the media reporter and the Town. 5. On administrative matters, the Town Manager/Superintendent is the spokesperson, unless he/she has appointed a media relations person to present staff information on the agenda. 6. The Mayor/President, or his/her designee, is the primary spokesperson for the Town/Academy on matters regarding policy decisions or any Council/Board information pertaining to issues on the agenda. In order to ensure fair treatment of an issue, any clarifications requested by the media on the issue should be addressed after the meeting. When opposing positions have been debated, regardless of the outcome, the public is better informed when all sides have adequate coverage by the media. This lets the public know that the item was seriously debated and options discussed before a vote Page 9 of 10 was taken, and helps build confidence in the democratic process. 7. The Town of Westlake Council/Board is made up of five (5) Council/Board Members and a Mayor/President, each elected by the residents of Westlake. In respect to each Council/Board Member and his/her constituents, his/her views as presented on an issue before the Board should provide equitable representation from all members. Even though Council/Board members may express differing ideas, equitable representation helps promote unity of purpose by allowing the public to be informed of each member’s position during his/her term of office and not only during an election campaign. Page 10 of 10 We all have the responsibility to protect the integrity of our governing process and therefore, have read and agreed to the above guidelines. Town of Westlake Council/Board Member Code of Ethics The office of elected officials is one of trust and service to the residents of the Town of Westlake and Westlake Academy. This position creates a special responsibility for the Westlake Council/Board Member. In response to this, the Westlake Council/Board is expected to govern this Town in a manner associated with a commitment to the preservation of the values and integrity of representative local government and local democracy and a dedication to the promotion of efficient and effective governing. To further these objectives, certain ethical principles shall govern the conduct of every Council/Board Member, who shall: 1. Be dedicated to the highest ideals of honor and integrity in all public and personal relationships in order that the member may merit the respect and confidence of the residents of Westlake; 2. Recognize that the chief function of local government at all times is to serve the best interests of all of the people; 3. Be dedicated to public service by being cooperative and constructive, and by making the best and most efficient use of available resources; 4. Refrain from any activity or action that may hinder one’s ability to be objective and impartial on any matter coming before the board. Do not seek nor accept gifts or special favors; believe that personal gain by use of confidential information or misuse of public funds or time is dishonest; 5. Recognize that public and political policy decisions, based on established values, are ultimately the responsibility of the board and 6. Conduct business in open, well publicized meetings in order to be directly accountable to the residents of Westlake. It is recognized that certain exceptions are made by the State for executive sessions; however, any action as a result of that type of meeting will be handled later in open session. Town of Westlake POLICY ON BOARD COUNCIL MEETING PROCEDURES Approved by the Board of AldermenTown Council July 28, 2008June XX, 2016 Policy on Board Council Meeting Procedures Page 1 Upon adoption of this policy by the Board of AldermenTown Council, the following rules and order of business will be adhered to. MEETINGS Regular Meetings will be held on the second and fourth Monday of each month. Special meetings shall be called, upon request of the Mayor or a majority of the members of the Board of Aldermen Town Council as prescribed by the Texas Local Government Code Sec. 22.038. Should the Town Manager identify a need for a special meeting, he or she shall consult with the Mayor to schedule said meeting. All meetings shall be subject to the provisions of the Texas Open Meetings Act, V.T.C.A., Government Code, Ch. 551, Open Meetings, as amended. Work Sessions may be scheduled prior to the regular meetings on the second and fourth Monday of the month, as necessary. The time is subject to change at the discretion of the Board of AldermenTown Council or the Town Manager. Periodic Work sessions will also be scheduled to provide the Board of AldermenTown Council with time to discuss short term and long term goals. The general public can, of course, attend such meetings, but may not participate in the proceedings unless invited to do so by the Mayor. Executive Sessions are an exception to the general rule that all meetings are open to the public. Executive Session may be held on the second and fourth Monday of each month. A special meeting can be called by the Mayor and the Town Manager. The Open Meetings Act allows closed meetings in a few specific instances where privacy serves the public interest – i.e. to discuss real estate, economic development, personnel matters. The Board Council must keep a record of the meeting and it shall be certified by the Mayor to assure that all matters discussed in executive session were properly recorded. AGENDA Agendas are prepared and posted for every meeting of the governmental body. The Mayor, working in conjunction with the Town Manager, will exercise their professional judgment in determining what items of business should come before the BoardCouncil. Any member of the Town staff wishing to have an item placed on the agenda shall consult with the Town Manager’s office and then submit the item to the Town Secretary. Staff will post agenda packets on the internet for all Regular Meetings and Work Sessions no later than the Friday afternoon preceding the week of scheduled meetings. This should afford ample time for all Board Council members to inquire into the nature of each matter to be discussed or to personally investigate the matter so as to be better informed before a Board Council meeting. Policy on Board Council Meeting Procedures Page 2 The Town Secretary’s office, in conjunction with the Town Attorney, assumes the responsibility for compliance with the Open Meetings Act. Pledge of Allegiance First item on the regular Board Council agenda shall be to recite the Pledge of Allegiances. Consent Agenda All items listed on the consent agenda are considered routine by the Town Council and, in the instance a Council workshop is held prior to a Council meeting, the Council will have an opportunity review and ask questions related to the listed consent agenda items. listed. Consent agenda items will be enacted with one motion. There will be no separate discussion of items unless a Council Member or citizen so requests, in which event the item will be removed from the general order of business and considered in its normal sequence. These procedures shall apply to all meetings of the Board of AldermenTown Council. The Mayor shall be the presiding officer at all meetings of the Board of AldermenTown Council. In the event of the absence of the Mayor and Mayor Pro Tem, the Mayor shall designate the presiding officer. In the event the Mayor has failed to designate the presiding officer, the Board Council member with the most seniority shall serve as presiding officer. PARLIAMENTARY PROCEDURE In regular and special meetings, the Board of AldermenTown Council will utilize reasonable rules of parliamentary procedure in the conduct of its business. Below are examples (not mandatory) of reasonable parliamentary procedure in certain types of actions of the Board of AldermenTown Council: 1. MAIN MOTION: A formal proposal to take certain action. Step 1. Addressing the Chair. (Begin the discussion by having a member make the motion. Motion should be made and seconded. After this, debate can be conducted. (Ex: “Mayor, I move the following…”). SECOND REQUIRED Yes DEBATABLE Yes AMENDABLE Yes VOTE REQUIRED Majority Step 2. Assigning the floor (Mayor recognizes the member) Step 3. Making a motion. Step 4. Seconding a motion. Step 5. Stating the motion (Mayor states the motion) Step 6. Debating the question. (Mayor allows debate, with maker of motion speaking first in debate). Policy on Board Council Meeting Procedures Page 3 Step 7. Putting the question. (Mayor takes the vote after debate is complete). Step 8. Announcing the result of vote. (Mayor announces the vote, members for and against). 2. TO TAKE FROM THE TABLE: To enable an assembly to take up and consider a motion that was postponed temporarily during the same meeting. Maybe used at a future meeting if the item that was tabled was posted. SECOND REQUIRED Yes DEBATABLE No AMENDABLE No VOTE REQUIRED Majority 3. AMENDING A MOTION Any motion may be amended as follows: “Mayor, I move that we amend the motion by (adding, striking our, etc. the words…).” The amendment must be seconded and then it can be discussed. When discussion ends, the amendment is voted on first. If the amendment passes, the original motion is then put to a vote as amended. If the amendment fails, the original motion is put to a vote. SECOND REQUIRED Yes DEBATABLE Yes AMENDABLE Yes VOTE REQUIRED Majority 4. TO OFFER A SUBSTITUTE AMENDMENT: Another way to change an original motion is by use of the Substitute Motion. A substitute motion is an amendment that changes an entire sentence or paragraph. It must be seconded and then discussed. It may be amended and differs only from an amendment in that if the substitute motion passes it does away with the original motion. SECOND REQUIRED Yes DEBATABLE Yes AMENDABLE Yes VOTE REQUIRED Majority 5. LAY A MOTION ON THE TABLE: Sometimes a board or committee the Council may wish to defer action on a motion. One way to accomplish this is to lay a motion on the table. It is in order to move that a main motion be laid on the table when discussion on the main motion has or is about to end. A tabled motion can be brought from the table during the same meeting but is usually done so at a later meeting when unfinished business is being considered. SECOND REQUIRED Yes DEBATABLE No AMENDABLE No VOTE REQUIRED Majority Policy on Board Council Meeting Procedures Page 4 6. MOTION TO CLOSE DEBATE (call for question): To prevent or stop discussion on the pending question, and to bring the pending question or questions to an immediate vote. SECOND REQUIRED Yes DEBATABLE No AMENDABLE No VOTE REQUIRED 2/3 of members present 7. POINT OF ORDER: Anytime a member feels an incorrect procedure is being used, he or she can interrupt with a point of order request that requires the Mayor to determine the correct procedure. The point of order can have no additional motions applied to the request other than a motion to withdraw. SECOND REQUIRED No DEBATABLE No AMENDABLE No VOTE REQUIRED Mayor must concede or deny. RIGHTS IN DEBATE Robert’s Rules of Order says that debate is the discussion regarding a motion that occurs after the presiding officer has restated the motion and before putting it to a vote. When a pending question is presented for consideration to the BoardCouncil, the presiding officer shall recognize the member who made the motion to speak first and the member who seconded the motion to speak second. When two or more members wish to speak, the presiding officer shall name the member who is to speak first. No member of the Board Council shall interrupt another while speaking except to make a point of order or to make a point of personal privilege. No member shall speak more than five minutes on any amendment to the question except as further provided in this rule. No member shall speak more than the time limits provided herein on any subject or amendment, and such member may use his or her time in any combination, in separate speech or comments totaling the number of minutes permitted. The Mayor shall not be obligated to recognize any Board Council member for a second comment on the subject or amendment until every Board Council member wishing to speak has been allowed a first comment. Board Council members shall also have the right to yield a portion of time to another member. Any member deciding to speak more than five minutes on any question or more than five minutes on any amendment to the question shall be accorded the privilege without objection upon motion supported by two-thirds of the BoardCouncil. No member shall be permitted to interrupt while another member is speaking. Policy on Board Council Meeting Procedures Page 5 No Board Council member shall be permitted to indulge in a discussion of personalities, use language personally offensive, arraign motives of members, charge deliberate misrepresentation, or use language tending to hold a member of the Board of AldermenTown Council up to contempt. If a member is speaking or otherwise transgressing the rules of the BoardCouncil, the presiding officer shall or any Board Council member may call him or her to order in which case he or she shall immediately be quiet unless permitted to explain. The Board Council shall, if appealed to, decide the case without debate. If the decision is in favor of the member called to order, he or she shall be at liberty to proceed, but not otherwise. CONFLICT OF INTEREST Each Board Council member should be aware of the conflict of interest regulations, including State provisions and statutes. When a Board Council member has a conflict of interest with an agenda item, he or she should submit the required affidavit (if required) prior to the beginning of the meeting at which the agenda item is scheduled. Upon introduction of the agenda item, the Board Council member with the conflict of interest should announce that he or she has a conflict of interest and will not participate in discussion or consideration of the agenda item. It is not necessary that the Board Council member leave the meeting room. CITIZEN PARTICIPATION Individuals who wish to address the Board of Aldermen Town Council on an item posted as a public hearing shall register with the Town Secretary prior to the Mayor’s announcement to open the public hearing. Registration forms are available in the lobby and/or a table within the Council chambers. The Mayor will open the public hearing and recognize individuals who wish to come forward to speak for or against the item. The speaker will state their name and address for the record and shall be allowed three minutes. After a public hearing is closed, there shall be no additional public comments. If the Board Council needs additional information from the general public, some limited comments may be allowed at the discretion of the Mayor. When a large number of participants have indicated an interest in addressing the Board Council on a zoning case or another regular agenda item, the Mayor or Mayor Pro Tem may set a maximum time limit for the proponents and opponents and a time limit for rebuttal, if necessary. Individuals who wish to address the Board of Aldermen Town Council on a consent or regular agenda item not posted as a public hearing shall register with the Town Secretary prior to the Mayor’s reading of the agenda item. Registration forms are available in the lobby and/or a table within the Council chambers. The Mayor will recognize individuals who wish to come forward to speak for or against the item. The speaker will state their name and address for the record and shall be allowed three minutes. 08 Town of Westlake / Westlake Academy Town Council / Board of Trustees CITIZEN ADVISORY BOARD/COMMITTEE/AFFILIATE RELATIONS AND COMMUNICATIONS POLICY (adopted December 8, 2008) CITIZEN ADVISORY BOARD/COMMITTEE/AFFILIATE RELATIONS AND COMMUNICATIONS POLICY Contents I. POLICY PURPOSE. ................................................................................................................................... 2 II. POLICY GOALS. ........................................................................................................................................ 2 III. POLICY PARAMETERS ............................................................................................................................. 2 A. Annual Meeting with Board. ............................................................................................................ 2 B. IRS Tax-Exempt Status Requests. ..................................................................................................... 3 C. Use of Town and Academy Name, Resources, and Logos. .............................................................. 3 D. Fiduciary/Stewardship Responsibilities and Requirements............................................................. 3 (adopted December 8, 2008) I. POLICY PURPOSE. To establish a clear framework and process for enhanced collaborative interaction, communication, and mutual understanding of roles and responsibilities between the Town Council (TC) and the Board of Trustees (BOT) and their various citizen advisory boards, commissions, committees, and organizations affiliated with the Town of Westlake and/or Westlake Academy. II. POLICY GOALS. The goals of this policy are: A. Enhanced two-way communication between the TC/BOT and its various advisory boards, commissions, committees and affiliate organizations (and vice versa). B. Reaching mutual agreement regarding annual programs of work for these various citizen advisory boards, commissions, committees, and affiliate organizations to enhance and assist in the pursuit of the TC’s/BOT’s strategic priorities. C. Achieving a common paradigm that all advisory boards, commissions, committees, and affiliates of the Town of Westlake and Westlake Academy exist to further the TC/BOT strategic agenda and are under the direct control of BOT/TC or, if they are a Westlake Academy affiliate, are under the day-to-day direction of the Head of School. D. Creating a clear understanding, coordination, and agreement by the TC/BOT and its citizen advisory boards, commissions, committees, and affiliate organizations as to each group’s role, function, and scope of responsibility in terms of their relationship to the Town of Westlake and/or Westlake Academy. E. Establishing a direct link between Westlake Academy, its Head of School, and the Academy’s Senior Management Team as being the first point of contact for coordinating the activities of Westlake Academy affiliates. III. POLICY PARAMETERS. To achieve this policy’s purpose and goals, the following parameters are put in place: A. Annual Meeting with Board. All TC/BOT advisory boards, committees, commissions, and affiliate organizations shall meet at least annually with the TC/BOT to: 1.) Report on progress to date in implementing that group’s program of work for the current fiscal year 2.) Review a proposed program of work for the coming fiscal year as well as submit any budget requests and requested staff resources for this proposed program of work. Said program of work will be discussed within the context of the organization’s program of work carrying out the TC’s/BOA’s strategic plan for both the Town and Westlake Academy. All funding requests should be submitted not later than the July 1st prior to the upcoming fiscal year. Requests received after that time will not be considered until the following fiscal year. 3.) Review fund raising activities underway or planned to support the current or proposed plan of work. 4.) The chair of each advisory board, committee, and/or affiliate organization shall schedule this annual meeting (or more frequent if needed) through the Town (adopted December 8, 2008) Secretary’s office. The TC/BOT may choose to hold these meetings one or two times per year. 5.) All affiliates of Westlake Academy, prior to meeting with the TC/BOT, will meet with the Head of School to make sure they their proposed efforts are coordinated through the Head of School and his/her designates. B. IRS Tax-Exempt Status Requests. All advisory committees, commissions, boards, and affiliates seeking tax-exempt status from the Internal Revenue Service 501(c)3 must receive prior approval from the TC/BOT. When submitting a request to the TC/BOT to apply for this IRS 501(c)3 status, the organization wishing to apply must be able to demonstrate and illustrate to the TC/BOT the benefits of this status for achieving TC/BOT strategic priorities as well as the advantages of this designation not currently afforded by the Town’s existing tax- exempt status. Further, the organization requesting to apply for this 501(c)3 status must be able to demonstrate to the TC/BOT their organizational capacity to administer and comply with all IRS regulations related to this status on an on-going basis. C. Use of Town and Academy Name, Resources, and Logos. Any advisory board, commission, or committee, as well as affiliate organizations of the Town or Westlake Academy, that wish to begin using the Town or Academy’s name or logo in their operational efforts must receive prior approval from the TC/BOT. Said approval can be withdrawn at any time by the TC/BOT. Additionally, any on-going use of Town facilities, resources, and staff by an advisory committee, commission, board, or affiliate must be requested through the Town Manager’s office and is subject to his/her approval prior to on-going utilization of those resources. Requests to add organizations covered by this policy to the Town’s insurance policy shall be submitted to the Town Manager for his prior approval before any insurance coverage is extended. If approved, the annual cost of this insurance shall be borne by the requesting organization. Requests to add staff to support any advisory board, commission, committee, or affiliate shall be made through the Town Manger’s office as a part of the annual budget preparation process and must be approved in advance by the TC/BOT. This request will include the identification of funding resources to pay for this position, the operational reporting arrangement for this position, and which payroll/insurance program this position will fall under. D. Fiduciary/Stewardship Responsibilities and Requirements. All advisory boards, commissions, committees, and affiliates that expend funds through their own bank accounts must first have TC/BOA approval to have separate bank accounts. All such groups will also submit their financial control procedures to the Town Manager or his/her designate for review and approval as to providing acceptable internal control on collection and expenditure of funds from these bank accounts. Additionally, if this approval for separate bank accounts is authorized by the TC/BOT, a timely annual audit of this account(s) shall be submitted to the Town Manager or his/her designate for presentation to the TC/BOT. Said audit may be conducted by an external CPA auditing firm or may be conducted by the Town’s Director of Finance with that decision being made by the Town Manager depending on staff workload requirements at (adopted December 8, 2008) the time. Since the Westlake Academy Foundation has IRS 501(c)3 status at the time of the adoption of this policy, that organization shall, at its cost, utilize the same external auditor concurrently used to audit Westlake Academy finances. This Westlake Academy Foundation audit shall be prepared on a timely basis for presentation to the TC/BOT at the same time that the Academy’s audit is presented. For those advisory boards, commissions, and committees funded by the TC/BOT through the Town or Academy approved budget, use of approved budgetary allocations shall be made on transaction by transaction basis. That is, the chair or president of that organization will identify the vendor they wish to utilize, contact the Town’s Director of Finance, and submit necessary invoices so that the vendor can be paid by the Town for goods/services rendered to that advisory committee, commission, or board from their TC/BOT approved budget. Use of approved Town budgeted funds by these organizations shall be in accordance with State purchasing statutes and Town purchasing policies. All by-laws for proposed for citizen advisory boards, commissions, committees, and organizations affiliated with the Town of Westlake and/or Westlake Academy shall first be reviewed and approved by the TC/BOT. s:\town secretary\council and advisory board policies\advisory board relations and affiliate communications policy 12-8-08.docx