HomeMy WebLinkAbout09-19-16 TC Agenda PacketThe Regular Meeting of the Town of Westlake Town Council will begin immediately following the conclusion
of the Town Council Work Session but not prior to the posted start time.
Mission Statement
Westlake is a unique community blending preservation of our natural environment and
viewscapes, while serving our residents and businesses with superior municipal and academic
services that are accessible, efficient, cost-effective, and transparent.
Westlake, Texas – “One-of-a-kind community; natural oasis – providing
an exceptional level of service.”
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TOWN OF WESTLAKE, TEXAS
Vision Statement
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.
TOWN COUNCIL MEETING
AGENDA
September 19, 2016
1301 Solana Blvd.
Building 4, Suite 4202
2ND FLOOR, COUNCIL CHAMBER
WESTLAKE, TX 76262
Workshop Session: 5:00 p.m.
Regular Session: 6:30 p.m.
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Work Session
1. CALL TO ORDER
2. PLEDGE OF ALLEGIANCE
3. REVIEW OF CONSENT AGENDA ITEMS FOR THE TOWN COUNCIL REGULAR
MEETING AGENDA.
4. DISCUSSION ITEMS
a. Presentation and discussion regarding an Economic Development Agreement
with the Marriott Solana Hotel.
b. Standing Item: Update and discussion regarding the Granada Development,
including items posted on the regular session agenda and the Covenants
Conditions Restrictions (CCR’s) and Design Standards.
c. Standing Item: Update and discussion regarding the Entrada Development,
including items posted on the regular session agenda and public art.
5. EXECUTIVE SESSION
The Council will conduct a closed session pursuant to Texas Government Code, annotated,
Chapter 551, Subchapter D for the following:
a. Sec. 551.071 Consultation with Attorney (1) when the governmental body seeks
the advice of its attorney about: (A) pending or contemplated litigation; or (B) a
settlement offer; (2) Consultation with Attorney on a matter in which the duty of
the attorney to the governmental body under the Texas Disciplinary Rules of
Professional Conduct of the State Bar of Texas clearly conflicts with this chapter:
Ordinance 767
b. Section 551.087 Deliberation Regarding Economic Development
Negotiations (1) to discuss or deliberate regarding commercial or financial
information that the governmental body has received from a business prospect
that the governmental body seeks to have locate, stay, or expand in or near the
territory of the governmental body and with which the governmental body is
conducting economic development negotiations; or (2) to deliberate the offer of
a financial or other incentive to a business prospect described by Subdivision (1)
for the following:
- Maguire Partners-Solana Land, L.P., related to Centurion’s development
known as Entrada and Granada
- Project Lynx
- Quail Hollow
- CS Kinross Lake Parkway, a Delaware limited liability company, its affiliate
Charles Schwab & Co., Inc.
c. Section 551.072 to deliberate the purchase, exchange, lease of value of real
property regarding Town Hall offices and possible Fire Stations sites
6. RECONVENE MEETING
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7. COUNCIL RECAP / STAFF DIRECTION
8. ADJOURNMENT
Regular Session
1. CALL TO ORDER
2. ITEMS OF COMMUNITY INTEREST: Mayor and Council Reports on Items of
Community Interest pursuant to Texas Government Code Section 551.0415 the Town
Council may report on the following items: (1) expression of thanks, congratulations or
condolences; (2) information about holiday schedules; (3) recognition of individuals; (4)
reminders about upcoming Town Council events; (5) information about community
events; and (6) announcements involving imminent threat to public health and safety.
3. CITIZEN COMMENTS: This is an opportunity for citizens to address the Council on any
matter whether or not it is posted on the agenda. The Council cannot by law take action
nor have any discussion or deliberations on any presentation made to the Council at this
time concerning an item not listed on the agenda. The Council will receive the
information, ask staff to review the matter, or an item may be noticed on a future agenda
for deliberation or action.
4. CONSENT AGENDA: All items listed below are considered routine by the Town Council
and 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.
a. Consider approval of the minutes from the August 22, 2016, meeting.
b. Consider approval of Resolution 16-32, Approving an Economic Development
Agreement with the Marriott Solana Hotel.
c. Consider approval of Ordinance 792, Amending Chapter 50, Section 50-3,
subsections (c) and (d) by deleting subsection (c) allowing for a temporary trailer.
d. Consider approval of Ordinance 799, Approving a Right-of-way License
Agreement with BRE Solana, LLC, a Delaware limited liability company (“BRE”),
The Boy Scouts of America, a non-profit corporation chartered by an Act of the
United States Congress on June 15, 1916 (the “BSA”) HMC Solana, LLC, a
Delaware limited liability company (“HMC”) to install, maintain and operate the
existing fire line within the Town of Westlake right of way on Sam School Road.
5. CONDUCT A PUBLIC HEARING AND CONSIDERATION OF ORDINANCE 793,
APPROVING A TEMPORARY CONCRETE BATCHING PLANT TO BE LOCATED AT
THE PLANNED ESTATES OF QUAIL HOLLOW SUBDIVISION, AN 80-ACRE SITE
LOCATED NEAR THE SOUTHEAST CORNER OF DOVE ROAD AND DAVIS
BOULEVARD.
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6. CONDUCT A PUBLIC HEARING AND CONSIDERATION OF ORDINANCE 794,
APPROVING A REPLAT FOR ENTRADA BLOCK I (VESTA HOMES) TO REPLAT
APPROXIMATELY 1.023-ACRE PORTION OF PLANNED DEVELOPMENT DISTRICT
1, PLANNING AREA 2 (PD 1-2), ESTABLISHED BY ORDINANCE 703 FOR THE
PROPERTY GENERALLY LOCATED SOUTH OF STATE HIGHWAY 114, EAST OF
DAVIS BOULEVARD, AND NORTH OF SOLANA BOULEVARD, COMMONLY KNOWN
AS WESTLAKE ENTRADA. THE REPLAT SHOWS BLOCK I, LOTS 1XR, 2XR, 3-14,
15X AND 16X. THE PROPOSED LOTS ARE LOCATED NEAR THE INTERSECTION
OF SOLANA BOULEVARD, GRANADA TRAIL, AND THE PLANNED CORTES DRIVE.
7. CONDUCT A PUBLIC HEARING AND CONSIDERATION OF ORDINANCE 795,
APPROVING A SITE PLAN FOR (VESTA HOMES) APPROXIMATELY 1.023-ACRE
PORTION OF PLANNED DEVELOPMENT DISTRICT 1, PLANNING AREA 2 (PD 1-
2), ESTABLISHED BY ORDINANCE 703 FOR THE PROPERTY GENERALLY
LOCATED SOUTH OF STATE HIGHWAY 114, EAST OF DAVIS BOULEVARD, AND
NORTH OF SOLANA BOULEVARD, COMMONLY KNOWN AS WESTLAKE ENTRADA.
THE AREA SHOWN ON THIS PD SITE PLAN IS LOCATED NEAR THE
INTERSECTION OF SOLANA BOULEVARD, GRANADA TRAIL, AND THE PLANNED
CORTES DRIVE.
8. DISCUSSION AND CONSIDERATION OF ORDINANCE 796, UPDATING THE
SOLANA PUBLIC IMPROVEMENT DISTRICT OF THE TOWN OF WESTLAKE
SERVICE AND ASSESSMENT PLAN AND ASSESSMENT ROLL.
9. CONDUCT A PUBLIC HEARING AND CONSIDERATION OF ORDINANCE 797,
ADOPTING THE TOWN OF WESTLAKE ESTIMATED BUDGET FOR THE FISCAL
YEAR ENDING SEPTEMBER 30, 2016, ADOPTING THE PROPOSED BUDGET FOR
THE FISCAL YEAR ENDING SEPTEMBER 30, 2017 INCLUDING AN INVESTMENT
POLICY, PAY PLAN POLICY, FISCAL AND BUDGETARY POLICIES, RESTRICTED,
COMMITTED AND ASSIGNED FUND BALANCES, AND PROVIDING
AUTHORIZATION TO THE TOWN MANGER TO APPROVE APPROPRIATED FUNDS
UP TO $50,0000.
10. DISCUSSION AND CONSIDERATION OF ORDINANCE 798, LEVYING MUNICIPAL
AD VALOREM (PROPERTY) TAXES FOR THE 2016 YEAR IN ACCORDANCE WITH
THE FISCAL YEAR 2016-17 PROPOSED BUDGET.
11. EXECUTIVE SESSION
The Council will conduct a closed session pursuant to Texas Government Code, annotated,
Chapter 551, Subchapter D for the following:
a. Sec. 551.071 Consultation with Attorney (1) when the governmental body seeks
the advice of its attorney about: (A) pending or contemplated litigation; or (B) a
settlement offer; (2) Consultation with Attorney on a matter in which the duty of
the attorney to the governmental body under the Texas Disciplinary Rules of
Professional Conduct of the State Bar of Texas clearly conflicts with this chapter:
Ordinance 767
b. Section 551.087 Deliberation Regarding Economic Development
Negotiations (1) to discuss or deliberate regarding commercial or financial
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information that the governmental body has received from a business prospect
that the governmental body seeks to have locate, stay, or expand in or near the
territory of the governmental body and with which the governmental body is
conducting economic development negotiations; or (2) to deliberate the offer of
a financial or other incentive to a business prospect described by Subdivision (1)
for the following:
- Maguire Partners-Solana Land, L.P., related to Centurion’s development
known as Entrada and Granada
- Project Lynx
- Quail Hollow
- CS Kinross Lake Parkway, a Delaware limited liability company, its affiliate
Charles Schwab & Co., Inc.
c. Section 551.072 to deliberate the purchase, exchange, lease of value of real
property regarding Town Hall offices and possible Fire Stations sites
12. RECONVENE MEETING
13. TAKE ANY ACTION, IF NEEDED, FROM EXECUTIVE SESSION ITEMS.
14. FUTURE AGENDA ITEMS: Any Council member may request at a workshop and / or
Council meeting, under “Future Agenda Item Requests”, an agenda item for a future
Council meeting. The Council Member making the request will contact the Town Manager
with the requested item and the Town Manager will list it on the agenda. At the meeting,
the requesting Council Member will explain the item, the need for Council discussion of
the item, the item’s relationship to the Council’s strategic priorities, and the amount of
estimated staff time necessary to prepare for Council discussion. If the requesting Council
Member receives a second, the Town Manager will place the item on the Council agenda
calendar allowing for adequate time for staff preparation on the agenda item.
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15. ADJOURNMENT
ANY ITEM ON THIS POSTED AGENDA COULD BE DISCUSSED IN EXECUTIVE SESSION
AS LONG AS IT IS WITHIN ONE OF THE PERMITTED CATEGORIES UNDER SECTIONS
551.071 THROUGH 551.076 AND SECTION 551.087 OF THE TEXAS GOVERNMENT
CODE.
CERTIFICATION
I certify that the above notice was posted at the Town Hall of the Town of Westlake, 1301 Solana Blvd.,
Building 4, Suite 4202, Westlake, TX 76262, September 15, 2016, by 5:00 p.m. under the Open Meetings
Act, Chapter 551 of the Texas Government Code.
_____________________________________
Kelly Edwards, TRMC, Town Secretary
If you plan to attend this public meeting and have a disability that requires special needs, please advise
the Town Secretary 48 hours in advance at 817-490-5710 and reasonable accommodations will be made
to assist you.
Town Council
Item # 2 – Pledge of
Allegiance
Texas Pledge:
"Honor the Texas flag;
I pledge allegiance to
thee, Texas, one state
under God, one and
indivisible."
REVIEW OF CONSENT AGENDA ITEMS FOR THE TOWN COUNCIL
REGULAR MEETING AGENDA.
a. Consider approval of the minutes from the August 22, 2016, meeting.
b. Consider approval of Resolution 16-32, Approving an Economic Development
Agreement with the Marriott Solana Hotel.
c. Consider approval of Ordinance 792, Amending Chapter 50, Section 50-3,
subsections (c) and (d) by deleting subsection (c) allowing for a temporary trailer.
d. Consider approval of Ordinance 799, Approving a Right-of-way License
Agreement with BRE Solana, LLC, a Delaware limited liability company (“BRE”),
The Boy Scouts of America, a non-profit corporation chartered by an Act of the
United States Congress on June 15, 1916 (the “BSA”) HMC Solana, LLC, a
Delaware limited liability company (“HMC”) to install, maintain and operate the
existing fire line within the Town of Westlake right of way on Sam School Road.
Town Council
Item # 3 – Review of
Consent Items
DISCUSSION ITEMS
a. Presentation and discussion regarding an Economic Development Agreement with
the Marriott Solana Hotel.
b. Standing Item: Update and discussion regarding the Granada Development,
including items posted on the regular session agenda and the Covenants
Conditions Restrictions (CCR’s) and Design Standards.
c. Standing Item: Update and discussion regarding the Entrada Development,
including items posted on the regular session agenda and public art.
Town Council
Item #4 – Discussion
Items
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estlake Town Council
TYPE OF ACTION
Workshop - Discussion Item
Westlake Town Council Meeting
Monday, September 19, 2016
TOPIC: Discussion of a Resolution Approving an Economic Development
Agreement between the Town of Westlake and the Marriott Solana Hotel.
STAFF CONTACT: Debbie Piper, Finance Director
Strategic Alignment
Vision, Value, Mission Perspective Strategic Theme & Results Outcome
Objective
Fiscal Responsibility Fiscal
Stewardship
Exemplary Service &
Governance - We set the
standard by delivering
unparalleled municipal and
educational services at the
lowest cost.
Increase
Transparency,
Accessibility &
Communications
Strategic Initiative
Business Outreach Program
Time Line - Start Date: October 1, 2016 Completion Date: September 21, 2017
Funding Amount: $130,000 Status - Funded Source - VAF (Hotel Tax)
EXECUTIVE SUMMARY (INCLUDING APPLICABLE ORGANIZATIONAL HISTORY)
This proposed twelve (12) month economic development grant agreement includes both the
“Shuttle Bus Transportation Cost” as well as the “Incentive Program”. If approved, this would be
the seventh consecutive year that the Town has partnered with the Marriott Solana Hotel regarding
the “Incentive Program”. Prior to this, the Town participated in only the Hotel’s shuttle bus system
costs.
Below is a description of both portions of this proposed economic development grant that would
disburse hotel/motel occupancy tax funds from the Town to the Marriott Solana.
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• Shuttle Bus Transportation Cost Participation. An amount of $80,000 has been
proposed in FY 16-17 budget for the Town’s participation in a portion of the operating cost
of Marriott providing shuttle bus service to its guests. This is the same amount adopted in
the prior year. Marriott Solana management has shared with Council in previous meetings
the importance this shuttle bus service has to this property maintaining its competitive
position in the local market, particularly competing with the Hilton at Southlake Town
Center and the Marriott at the Texas World Speedway. Marriot Solana management has
emphasized repeatedly to Council that this shuttle bus service is essential for this property to
succeed; both in terms of keeping its existing business bookings and in terms of growing its
income stream by marketing to new businesses. In addition to providing shuttle services to
and from DFW airport for Marriott Solana guests, this bus service also provides hotel guests
with transportation to area shopping/entertainment venues (Southlake Town Center) and
corporate training centers.
• Group Business Incentive Program. This portion of the agreement is $50,000 and has
been proposed in the FY 16-17 budget. Staff has worked with the Marriott Solana Hotel
manager on this economic development agreement in prior years. Based on conversations
with Marriott management, the request has been made to include a $2,500 maximum
payment based on food and beverage revenue in addition to the $5,000 maximum payment
based on room night revenue already in place.
o Proposed group business shall book a minimum of $5,000 in room night
revenue.
o A maximum of $7,500 is available to each group; however, the amount
provided is based on the following process:
• 10% of the room night revenue calculates the amount allowed, up to
a maximum of $5,000.
• 10% of the food and beverage revenue calculates the amount
allowed, up to a maximum of $2,500.
• The Town of Westlake shall receive sponsor recognition in all
correspondence and at the meeting/convention in an appropriate
manner.
The total anticipated expenditure for the “Incentive Program” is $15,600 for FY 2015-16.
Bookings received in the current fiscal year with the event date in FY 2016-17 total $10,460. This
proposed grant agreement would be a reinvestment in the tourist sector of the Town’s economic
development efforts (an allowed use under State law for these hotel occupancy tax funds) which
will allow the Marriott Solana to more effectively compete in a recovering, but still very
competitive hotel market. This proposed agreement continues the requirement for performance
measures to be included in required quarterly reports submitted by the Marriott Solana to the Town.
These reports will be important for evaluating the success and impact of this economic development
grant on: 1.) maintaining this important Town revenue stream and 2.) growing this revenue stream
in a challenging and highly competitive economic environment.
In is important to recognize that, under State law, this is a grant of public dollars for economic
development purposes. As such, this agreement also includes “claw back” provisions that, should
the Town determine that the Marriott has not spent these grant funds for their intended purpose, the
Town can require that those funds be repaid with interest. Additionally, if it is determined that the
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group business program is not achieving its objective, the Staff will notify both the hotel’s
management and the Council to take steps to address its performance or recommend the program
not be renewed upon expiration of the grant agreement, although this has not been the case to date.
The Town receives 7% of the 13% hotel/motel occupancy tax allowed by State law. The FY 16-17
Budget contains an estimated receipt of $805,000 of which $770K is likely to be from the Marriott.
This represents approximately 6% of the total municipal operating revenue stream and is derived
primarily from the Town’s only hotel, the Marriott Solana. The remaining estimated $35,000 is
received from Deloitte University. This reflects only the 50% portion that is retained by the Town
due to an economic development agreement in which 50% is returned to Deloitte.
In the past, the Town has utilized hotel/motel occupancy tax funds for many important programs
including funding costs related to special events such as Arbor Day, Decoration Day, as well as the
MasterWorks outdoor concert series at Solana. Additionally, because Westlake has broader
statutory authority under State law than most cities to spend hotel/motel occupancy tax funds for
any municipal purpose, the Town has used these funds to cover costs of various municipal
operational costs and capital projects (an example would be payment of a portion of the debt service
for Westlake Academy related bonds).
The Town Council adopted an economic development policy in 2006 (Resolution 06-19). This
proposed agreement comports to that policy. Further, this economic development agreement fits
with the Town’s Adopted Strategic Plan Vision Points.
RECOMMENDATION
Recommend adoption of the resolution approving this economic development grant agreement (on
consent)
ATTACHMENTS
Resolution approving this Economic Development Grant Agreement between the Town and the
Marriott Solana with the Agreement attached as “Schedule A”.
Standing Item: Update and discussion regarding the Granada Development, including
items posted on the regular session agenda and the Covenants Conditions Restrictions
(CCR’s) and Design Standards.
Town Council
Item # 4b – Granada
Development
Standing Item: Update and discussion regarding the Entrada Development, including
items posted on the regular session agenda and public art.
Town Council
Item #4c Entrada
Development
EXECUTIVE SESSION
a. Sec. 551.071 Consultation with Attorney (1) when the governmental body seeks the
advice of its attorney about: (A) pending or contemplated litigation; or (B) a settlement
offer; (2) Consultation with Attorney on a matter in which the duty of the attorney to the
governmental body under the Texas Disciplinary Rules of Professional Conduct of the
State Bar of Texas clearly conflicts with this chapter: Ordinance 767
b. Section 551.087 Deliberation Regarding Economic Development Negotiations (1) to
discuss or deliberate regarding commercial or financial information that the governmental
body has received from a business prospect that the governmental body seeks to have
locate, stay, or expand in or near the territory of the governmental body and with which
the governmental body is conducting economic development negotiations; or (2) to
deliberate the offer of a financial or other incentive to a business prospect described by
Subdivision (1) for the following:
- Maguire Partners-Solana Land, L.P., related to Centurion’s development
known as Entrada and Granada
- Project Lynx
- Quail Hollow
- CS Kinross Lake Parkway, a Delaware limited liability company, its affiliate
Charles Schwab & Co., Inc.
c. Section 551.072 to deliberate the purchase, exchange, lease of value of real property
regarding Town Hall offices and possible Fire Stations sites
Town Council
Item # 5 – Executive
Session
Town Council
Item # 6 – Reconvene
Council Meeting
COUNCIL RECAP / STAFF DIRECTION
Town Council
Item # 7 – Council Recap /
Staff Direction
Town Council
Item # 8 – Adjournment
Work Session
ITEMS OF COMMUNITY INTEREST: Mayor and Council Reports
on Items of Community Interest pursuant to Texas Government Code
Section 551.0415 the Town Council may report on the following
items: (1) expression of thanks, congratulations or condolences; (2)
information about holiday schedules; (3) recognition of individuals;
(4) reminders about upcoming Town Council events; (5) information
about community events; and (6) announcements involving imminent
threat to public health and safety.
Town Council Workshop/Meeting
Monday, September 19, 2016
Westlake Town Hall, Solana – Council Chamber/Courtroom
Westlake New Fire-EMS Station Town Forum
Tuesday, September 20, 2016; 6:30 pm
WA Campus – Multi-Purpose Hall (MPH)
North Texas Giving Day 2016
Thursday, September 22, 2016; 6:00 am – midnight
*Be a part of the nation’s single-largest online community-wide giving event!
Looking ahead in October:
Coffee & Conversation with the Mayor
Monday, October 3, 2016; 8:00 – 9:30 am
Marriott Solana Hotel – Great Room
Westlake Academy Annual New Parents’ Dinner Reception
*Hosted by Board President Laura & Doug Wheat
Thursday, October 6, 2016; 6:30 pm (Invitations were emailed to all parents new to WA this year!)
The Wheat home; Questions? Contact Ginger Awtry
Westlake Annual Classic Car Show
Saturday, October 15, 2016; 11:00 – 4:00 pm (Awards presentation begins at 3 pm)
Larry North Fitness Club at Solana – east parking lot at 2902 Sams School Road
Westlake Baja; Hosted by the Westlake Academy Foundation
Monday, October 17, 2016; Activities from 11 am to 11 pm!
Vaquero Club in Westlake
*Visit the WAF website for tickets and more details!
Westlake Public Art Program – Town Forum (for Residents & All Stakeholders)
Thursday, October 20, 2016; 6:30 pm
WA Campus - MPH: More information – coming soon!
*For meeting agendas and details on calendar events, please visit the Town’s website.
Town Council
Item # 2 – Items of
Community Interest
CITIZEN COMMENTS: This is an opportunity for citizens to address the Council on any matter
whether or not it is posted on the agenda. The Council cannot by law take action nor have any
discussion or deliberations on any presentation made to the Council at this time concerning an
item not listed on the agenda. The Council will receive the information, ask staff to review the
matter, or an item may be noticed on a future agenda for deliberation or action.
Town Council
Item # 3 – Citizen
Comments
CONSENT AGENDA: All items listed below are considered routine by the Town Council
and 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.
a. Consider approval of the minutes from the August 22, 2016, meeting.
b. Consider approval of Resolution 16-32, Approving an Economic Development
Agreement with the Marriott Solana Hotel.
c. Consider approval of Ordinance 792, Amending Chapter 50, Section 50-3,
subsections (c) and (d) by deleting subsection (c) allowing for a temporary
trailer.
d. Consider approval of Ordinance 799, Approving a Right-of-way License
Agreement with BRE Solana, LLC, a Delaware limited liability company (“BRE”),
The Boy Scouts of America, a non-profit corporation chartered by an Act of the
United States Congress on June 15, 1916 (the “BSA”) HMC Solana, LLC, a
Delaware limited liability company (“HMC”) to install, maintain and operate the
existing fire line within the Town of Westlake right of way on Sam School Road.
Town Council
Item # 4 – Consent
Agenda
Town Council Minutes
08/22/16
Page 1 of 9
MINUTES OF THE
TOWN OF WESTLAKE, TEXAS
TOWN COUNCIL MEETING
August 22, 2016
PRESENT: Mayor Laura Wheat, Council Members: Alesa Belvedere, Carol Langdon, and
Rick Rennhack.
ABSENT: Michael Barrett and Wayne Stoltenberg
OTHERS PRESENT: Town Manager Thomas Brymer, Town Secretary Kelly Edwards,
Town Attorney Stan Lowry, Assistant Town Manager Amanda
DeGan, Director of Public Works Jarrod Greenwood, Finance
Director Debbie Piper, Director of Human Resources &
Administrative Services Todd Wood, Fire Chief Richard Whitten,
Director of Communications Ginger Awtry, Director of Information
Technology Jason Power, Development Coordinator/Management
Analyst Joel Enders, and Interim Director of Planning Rick Chaffin.
Work Session
1. CALL TO ORDER
Mayor Wheat called the work session to order at 5:15 p.m.
2. PLEDGE OF ALLEGIANCE
Mayor Wheat led the pledge of allegiance to the United States and Texas flags.
Town Council Minutes
08/22/16
Page 2 of 9
3. REVIEW OF CONSENT AGENDA ITEMS FOR THE TOWN COUNCIL REGULAR
MEETING AGENDA.
Town Manager Brymer and Director Meyer provided an overview of the Brown Reynolds
Watford Architects (BRW) contract Item e.
Discussion ensued regarding the design of the Southlake Fires Station on Dove Road and
the communication plan for residents.
Town Manager Brymer provided an overview of Item f regarding the Economic Incentive
Policy.
Town Manager Brymer provided an overview of Item g Right of Way license along FM
1938 Davis Boulevard and Dove Road.
Town Manager Brymer provided an overview of Item d regarding the Temporary Fire
Station costs.
4. REPORTS
a. Report funding related to the replacement of the temporary fire station living
quarters and bay improvements located at 2900 Dove Road.
5. DISCUSSION ITEMS
a. Presentation and discussion regarding an amendment to Chapters 1 and 82 of
the Westlake Code of Ordinances amending Chapter 1, Section 1-2 by deleting
the definition of Preliminary Plat and adding the definition of Preliminary Site
Evaluation; amending Chapter 82 providing for Preliminary Site Evaluations and
providing standards for Preliminary Site Evaluations and plats.
Interim Director Chaffin provided a presentation and overview of the proposed
amendments.
Discussion ensued regarding the Attorney’s recommendation and developer’s
comments.
b. Update and discussion regarding possible Town participation in Tarrant County
aerial mosquito spraying.
Director Greenwood provided an overview of the item which will be presented to
the County Commissioner Court tomorrow.
Town Council Minutes
08/22/16
Page 3 of 9
Discussion ensued regarding the application of aerial spraying, chemicals in the
product, efficacy, peak-season, funding, and notifying residents if the County
chooses to spray.
c. Standing Item: Update and discussion regarding the Granada Development,
including items posted on the regular session agenda and the Covenants
Conditions Restrictions (CCR’s) and Design Standards.
Director Greenwood provided an overview of the paving delay in Phase II is due
to weather, Phase I violations and notices, construction debris and silt load
including the fencing (erosion control), continuing to identify areas of
improvement, penalties associate with the violations, restitution for property
owners downstream, and notifying the current residents.
James Hamilton, Vesta Homes, spoke regarding the issues next week; review
developer agreements to address these issues including construction traffic,
chapel, detention ponds, southeast corner with the tree that was cut down,
design of the pond and or draining the pond, and landscaping grass issues.
d. Standing Item: Update and discussion regarding the Entrada Development,
including items posted on the regular session agenda and public art.
Mr. Mehrdad Moayedi and Mr. Mike Beaty, Centurion American, provided a
presentation and overview outlining the progression and milestones regarding
the project.
Discussion ensued regarding options for a second hotel location, purchasing the
mineral rights for the property with the gas well, the forthcoming six (6)
residential units, residential unit price points, median cuts along Davis Boulevard,
approximate completed date for the Amphitheater being late summer 2017,
proposed mass gathering ordinance, street maintenance and repair schedule,
miles of retaining wall, Starbucks location, Artisan bridge revisions, Primrose
construction period, and offering tours of the development for residents.
6. EXECUTIVE SESSION
The Council did not convene into executive session.
The Council will conduct a closed session pursuant to Texas Government Code, annotated,
Chapter 551, Subchapter D for the following:
a. Sec. 551.071 Consultation with Attorney (1) when the governmental body seeks
the advice of its attorney about: (A) pending or contemplated litigation; or (B) a
settlement offer; (2) Consultation with Attorney on a matter in which the duty of
the attorney to the governmental body under the Texas Disciplinary Rules of
Town Council Minutes
08/22/16
Page 4 of 9
Professional Conduct of the State Bar of Texas clearly conflicts with this chapter:
Ordinance 767
b. Section 551.087 Deliberation Regarding Economic Development
Negotiations (1) to discuss or deliberate regarding commercial or financial
information that the governmental body has received from a business prospect
that the governmental body seeks to have locate, stay, or expand in or near the
territory of the governmental body and with which the governmental body is
conducting economic development negotiations; or (2) to deliberate the offer of
a financial or other incentive to a business prospect described by Subdivision (1)
for the following:
- Maguire Partners-Solana Land, L.P., related to Centurion’s development
known as Entrada and Granada
- Project Lynx
- Quail Hollow
- CS Kinross Lake Parkway, a Delaware limited liability company, its affiliate
Charles Schwab & Co., Inc.
c. Section 551.072 to deliberate the purchase, exchange, lease of value of real
property regarding Town Hall offices and possible Fire Stations sites
7. RECONVENE MEETING
8. COUNCIL RECAP / STAFF DIRECTION
No additional direction provided.
9. ADJOURNMENT
Mayor Wheat adjourned the work session at 6:47 p.m.
Regular Session
1. CALL TO ORDER
Mayor Wheat called the regular session to order at 7:13 p.m.
2. ITEMS OF COMMUNITY INTEREST
Town Manager Brymer provided an overview of the Public Art public input session on
October 27, 2016, that will be held at Westlake Academy for residents and stakeholders.
Director Awtry provided Ginger overview additional upcoming events.
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3. CITIZEN COMMENTS
No one addressed the Council.
4. CONSENT AGENDA
a. Consider approval of the minutes from the June 13, 2016, meeting.
b. Consider approval of the minutes from the August 10, 2016, meeting.
c. Consider approval of Resolution 16-27, Appointing and Reappointing Various
Affiliate and Planning & Zoning Commission Members.
d. Consider approval of Resolution 16-28, approving all funding related to the
replacement of the temporary fire station living quarters and bay improvements
located at 2900 Dove Road.
e. Consider approval of Resolution 16-29, Entering into an agreement with Brown
Reynolds Watford (BRW) architects to provide professional services for concept
design of the Town of Westlake Fire Station & EMS and authorize Town Manager
to make funding changes not to exceed $25,000.00 on this project.
f. Consider approval of Resolution 16-30, Adopting an Economic Development
Incentive Policy.
g. Consider approval of Ordinance 787, Approving a Right-of-Way License
Agreement for a perimeter fence within Town of Westlake right of way along FM
1938 and Dove Road.
MOTION: Council Member Rennhack made a motion to approve the consent
agenda. Council Member Langdon seconded the motion. The
motion carried by a vote of 3-0.
5. CONDUCT A PUBLIC HEARING AND CONSIDERATION OF AN ORDINANCE 791,
APPROVING REPLAT AN APPROXIMATELY 2.616-ACRE PORTION OF PLANNED
DEVELOPMENT DISTRICT 1, PLANNING AREA 2 (PD 1-2), ESTABLISHED BY
ORDINANCE 703 FOR THE PROPERTY GENERALLY LOCATED SOUTH OF STATE
HIGHWAY 114, EAST OF DAVIS BOULEVARD, AND NORTH OF SOLANA
BOULEVARD, COMMONLY KNOWN AS WESTLAKE ENTRADA. THE REPLAT
SHOWS BLOCK I, LOTS 1 AND 2X, AND BLOCK J, LOTS 11-16, 17X, 18X, AND
19X; THE PROPOSED LOTS ARE LOCATED NEAR THE INTERSECTION OF
SOLANA BOULEVARD, GRANADA TRAIL, AND CORTES DRIVE.
Coordinator Enders provided a presentation and overview of the item.
Town Manager Brymer commenting on the necessity of the infrastructure being completed
prior to issuing any building permits.
Discussion ensued regarding the completion of landscaping perimeter for the residential
residences, developing a block by block and completion of the infrastructure prior to
building permits, private streets built to the Town’s standards, on-going maintenance of
the streets and the Town’s liability.
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Mayor Wheat opened the public hearing.
No one addressed the Council.
Mayor Wheat closed the public hearing.
MOTION: Council Member Langdon made a motion to approve Ordinance
791. Council Member Belevedere seconded the motion. The
motion carried by a vote of 3-0.
6. DISCUSSION AND CONSIDERATION OF ORDINANCE 788, ACCEPTING A
DONATION OF LAND AT THE NORTHWEST CORNER OF FM 1938 (DAVIS BLVD)
AND DOVE ROAD FOR A FIRE STATION AND OTHER MUNICIPAL USES,
AUTHORIZING THE TOWN MANAGER TO SIGN ALL NECESSARY DOCUMENTS
AND AGREEMENTS.
Director Meyer provided a presentation and overview of the item.
Although this was not a public hearing Mayor Wheat allowed Mr. Jeff Watson to speak on
this item.
Discussion ensued regarding ingress/egress, the site being top rated per the validation
study, operational impact, a public input session with Brown Reynolds Watford Architects
(BRW), response times, and the average number of calls per day.
MOTION: Council Member Rennhack made a motion to approve Ordinance
788. Council Member Langdon seconded the motion. The
motion carried by a vote of 3-0.
7. CONDUCT A PUBLIC HEARING AND CONSIDERATION OF ORDINANCE 789,
AMENDING CHAPTERS 1 AND 82 OF THE WESTLAKE CODE OF ORDINANCES
AMENDING CHAPTER 1, SECTION 1-2 BY DELETING THE DEFINITION OF
PRELIMINARY PLAT AND ADDING THE DEFINITION OF PRELIMINARY SITE
EVALUATION; AMENDING CHAPTER 82 PROVIDING FOR PRELIMINARY SITE
EVALUATIONS AND PROVIDING STANDARDS FOR PRELIMINARY SITE
EVALUATIONS AND PLATS.
Interim Director Chaffin provided a presentation and overview of the item.
Mayor Wheat opened the public hearing.
Joe Schneider, Hillwood Properties, 13600 Heritage Parkway, stated his concerns
regarding the amendment.
Mayor Wheat closed the public hearing.
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Discussion ensued regarding the average timeframe to process a preliminary plat and
State Law regarding preliminary plats.
MOTION: Council Member Belvedere made a motion to approve Ordinance
789. Council Member Langdon seconded the motion. The
motion carried by a vote of 3-0.
8. CONDUCT A PUBLIC HEARING AND CONSIDERATION OF ORDINANCE 790,
ESTABLISHING, CREATING, AND DESIGNATING THE SITE SPECIFIC TOWN OF
WESTLAKE TAX REINVESTMENT ZONE 4 TO PROVIDE TOWN TAX ABATEMENT
INCENTIVES PER THE ECONOMIC DEVELOPMENT AGREEMENT APPROVED VIA
RESOLUTION 16-26 FOR THE PROJECT COMMONLY KNOWN AS THE CHARLES
SCHWAB & CO. WESTLAKE CORPORATE OFFICE CAMPUS.
Town Manager Brymer provided a presentation and overview of the item.
Discussion ensued regarding the area covered by this reinvestment zone, and a formal
agreement that will be presented to Council in September.
Mayor Wheat opened the public hearing.
No one addressed the Council.
Mayor Wheat closed the public hearing.
MOTION: Council Member Rennhack made a motion to approve Ordinance
790. Council Member Langdon seconded the motion. The
motion carried by a vote of 3-0.
9. DISCUSSION AND CONSIDERATION REGARDING RESOLUTION 16-31,
DESIGNATING A NEIGHBORHOOD EMPOWERMENT ZONE IN THE TOWN OF
WESTLAKE RELATED TO THE CHARLES SCHWAB & CO. CORPORATE OFFICE
CAMPUS SITE DESIGNATED FOR TAX REINVESTMENT ZONE #4.
MOTION: Council Member Rennhack made a motion to approve Ordinance
791. Council Member Belvedere seconded the motion. The
motion carried by a vote of 3-0.
10. EXECUTIVE SESSION
The Council convened into executive session at 8:35 p.m.
The Council will conduct a closed session pursuant to Texas Government Code, annotated,
Chapter 551, Subchapter D for the following:
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a. Sec. 551.071 Consultation with Attorney (1) when the governmental body seeks
the advice of its attorney about: (A) pending or contemplated litigation; or (B) a
settlement offer; (2) Consultation with Attorney on a matter in which the duty of
the attorney to the governmental body under the Texas Disciplinary Rules of
Professional Conduct of the State Bar of Texas clearly conflicts with this chapter:
Ordinance 767
b. Section 551.087 Deliberation Regarding Economic Development
Negotiations (1) to discuss or deliberate regarding commercial or financial
information that the governmental body has received from a business prospect
that the governmental body seeks to have locate, stay, or expand in or near the
territory of the governmental body and with which the governmental body is
conducting economic development negotiations; or (2) to deliberate the offer of
a financial or other incentive to a business prospect described by Subdivision (1)
for the following:
- Maguire Partners-Solana Land, L.P., related to Centurion’s development
known as Entrada and Granada
- Project Lynx
- Quail Hollow
- CS Kinross Lake Parkway, a Delaware limited liability company, its affiliate
Charles Schwab & Co., Inc.
c. Section 551.072 to deliberate the purchase, exchange, lease of value of real
property regarding Town Hall offices and possible Fire Stations sites
11. RECONVENE MEETING
Mayor Wheat reconvened the meeting at 8:51 p.m.
12. TAKE ANY ACTION, IF NEEDED, FROM EXECUTIVE SESSION ITEMS.
No action necessary.
13. FUTURE AGENDA ITEMS
No future agenda items.
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14. ADJOURNMENT
There being no further business before the Council, Mayor Wheat asked for a motion to
adjourn the meeting.
MOTION: Council Member Rennhack made a motion to adjourn the meeting.
Council Member Belvedere seconded the motion. The motion
carried by a vote of 3-0.
Mayor Wheat adjourned the meeting at 8:52 p.m.
APPROVED BY THE TOWN COUNCIL ON SEPTEMBER 19, 2016.
ATTEST: _____________________________
Laura Wheat, Mayor
_____________________________
Kelly Edwards, Town Secretary
Page 1 of 3
estlake Town Council
TYPE OF ACTION
Regular Meeting - Consent
Westlake Town Council Meeting
Monday, September 19, 2016
TOPIC: Consideration of a Resolution Approving an Economic Development
Agreement between the Town of Westlake and the Marriott Solana Hotel.
STAFF CONTACT: Debbie Piper, Finance Director
Strategic Alignment
Vision, Value, Mission Perspective Strategic Theme & Results Outcome
Objective
Fiscal Responsibility Fiscal
Stewardship
Exemplary Service &
Governance - We set the
standard by delivering
unparalleled municipal and
educational services at the
lowest cost.
Increase
Transparency,
Accessibility &
Communications
Strategic Initiative
Business Outreach Program
Time Line - Start Date: October 1, 2016 Completion Date: September 21, 2017
Funding Amount: $130,000 Status - Funded Source - VAF (Hotel Tax)
EXECUTIVE SUMMARY (INCLUDING APPLICABLE ORGANIZATIONAL HISTORY)
This proposed twelve (12) month economic development grant agreement includes both the
“Shuttle Bus Transportation Cost” as well as the “Incentive Program”. If approved, this would be
the seventh consecutive year that the Town has partnered with the Marriott Solana Hotel regarding
the “Incentive Program”. Prior to this, the Town participated in only the Hotel’s shuttle bus system
costs.
Below is a description of both portions of this proposed economic development grant that would
disburse hotel/motel occupancy tax funds from the Town to the Marriott Solana.
Page 2 of 3
• Shuttle Bus Transportation Cost Participation. An amount of $80,000 has been
proposed in FY 16-17 budget for the Town’s participation in a portion of the operating cost
of Marriott providing shuttle bus service to its guests. This is the same amount adopted in
the prior year. Marriott Solana management has shared with Council in previous meetings
the importance this shuttle bus service has to this property maintaining its competitive
position in the local market, particularly competing with the Hilton at Southlake Town
Center and the Marriott at the Texas World Speedway. Marriot Solana management has
emphasized repeatedly to Council that this shuttle bus service is essential for this property to
succeed; both in terms of keeping its existing business bookings and in terms of growing its
income stream by marketing to new businesses. In addition to providing shuttle services to
and from DFW airport for Marriott Solana guests, this bus service also provides hotel guests
with transportation to area shopping/entertainment venues (Southlake Town Center) and
corporate training centers.
• Group Business Incentive Program. This portion of the agreement is $50,000 and has
been proposed in the FY 16-17 budget. Staff has worked with the Marriott Solana Hotel
manager on this economic development agreement in prior years. Based on conversations
with Marriott management, the request has been made to include a $2,500 maximum
payment based on food and beverage revenue in addition to the $5,000 maximum payment
based on room night revenue already in place.
o Proposed group business shall book a minimum of $5,000 in room night
revenue.
o A maximum of $7,500 is available to each group; however, the amount
provided is based on the following process:
• 10% of the room night revenue calculates the amount allowed, up to
a maximum of $5,000.
• 10% of the food and beverage revenue calculates the amount
allowed, up to a maximum of $2,500.
• The Town of Westlake shall receive sponsor recognition in all
correspondence and at the meeting/convention in an appropriate
manner.
The total anticipated expenditure for the “Incentive Program” is $15,600 for FY 2015-16.
Bookings received in the current fiscal year with the event date in FY 2016-17 total $10,460. This
proposed grant agreement would be a reinvestment in the tourist sector of the Town’s economic
development efforts (an allowed use under State law for these hotel occupancy tax funds) which
will allow the Marriott Solana to more effectively compete in a recovering, but still very
competitive hotel market. This proposed agreement continues the requirement for performance
measures to be included in required quarterly reports submitted by the Marriott Solana to the Town.
These reports will be important for evaluating the success and impact of this economic development
grant on: 1.) maintaining this important Town revenue stream and 2.) growing this revenue stream
in a challenging and highly competitive economic environment.
In is important to recognize that, under State law, this is a grant of public dollars for economic
development purposes. As such, this agreement also includes “claw back” provisions that, should
the Town determine that the Marriott has not spent these grant funds for their intended purpose, the
Town can require that those funds be repaid with interest. Additionally, if it is determined that the
Page 3 of 3
group business program is not achieving its objective, the Staff will notify both the hotel’s
management and the Council to take steps to address its performance or recommend the program
not be renewed upon expiration of the grant agreement, although this has not been the case to date.
The Town receives 7% of the 13% hotel/motel occupancy tax allowed by State law. The FY 16-17
Budget contains an estimated receipt of $805,000 of which $770K is likely to be from the Marriott.
This represents approximately 6% of the total municipal operating revenue stream and is derived
primarily from the Town’s only hotel, the Marriott Solana. The remaining estimated $35,000 is
received from Deloitte University. This reflects only the 50% portion that is retained by the Town
due to an economic development agreement in which 50% is returned to Deloitte.
In the past, the Town has utilized hotel/motel occupancy tax funds for many important programs
including funding costs related to special events such as Arbor Day, Decoration Day, as well as the
MasterWorks outdoor concert series at Solana. Additionally, because Westlake has broader
statutory authority under State law than most cities to spend hotel/motel occupancy tax funds for
any municipal purpose, the Town has used these funds to cover costs of various municipal
operational costs and capital projects (an example would be payment of a portion of the debt service
for Westlake Academy related bonds).
The Town Council adopted an economic development policy in 2006 (Resolution 06-19). This
proposed agreement comports to that policy. Further, this economic development agreement fits
with the Town’s Adopted Strategic Plan Vision Points.
RECOMMENDATION
Recommend adoption of the resolution approving this economic development grant agreement
ATTACHMENTS
Resolution approving this Economic Development Grant Agreement between the Town and the
Marriott Solana with the Agreement attached as “Schedule A”.
Resolution 16-32
Page 1 of 13
TOWN OF WESTLAKE
RESOLUTION 16-32
A RESOLUTION BY THE TOWN COUNCIL OF THE TOWN OF WESTLAKE,
TEXAS, APPROVING AN ECONOMIC DEVELOPMENT AGREEMENT WITH THE
MARRIOTT SOLANA.
WHEREAS, the Westlake Town Council, in its current Strategic Plan, has identified
“Fiscal Responsibility” as a Vision Point as well as “Financial Stewardship” as a Perspective that
must be addressed to move the Town towards this Vision Point; and,
WHEREAS, the Town of Westlake sales and use taxes are an important revenue source
to support its general operations; and,
WHEREAS, the Town Council desires to have new and existing businesses that
maintain and grow their sales and use tax streams, which in turn, enhances the Town’s financial
position and sustainability per its Strategic Plan; and
WHEREAS, the Town Council acknowledges that the Town’s Visitors Association Fund
is a key component of its financial structure and that an economic development grant to the
Marriott Solana Hotel will help solidify and maintain that structure; and,
WHEREAS, Town has an economic development policy adopted by Resolution 06-19
and that this proposed economic development agreement with the Marriott Solana meets those
policy guidelines and meets the requirements of State law for municipalities to grant 380
economic development grants to businesses located in their boundaries; and
WHEREAS, the Town Council finds that the passage of this Resolution is in the best
interest of the citizens of Westlake.
NOW, THEREFORE, BE IT RESOLVED BY THE TOWN COUNCIL OF THE TOWN
OF WESTLAKE, TEXAS:
SECTION 1: THAT, all matters stated in the Recitals hereinabove are found to be true
and correct and are incorporated herein by reference as if copied in their entirety.
SECTION 2: THAT, the Town Council of the Town of Westlake, Texas, hereby
approves the Economic Development Grant Agreement with the Marriott Solana attached hereto
as Exhibit “A”; and further authorizes the Town Manager to execute said agreement on behalf of
the Town of Westlake.
Resolution 16-32
Page 2 of 13
SECTION 3: If any portion of this Resolution shall, for any reason, be declared invalid
by any court of competent jurisdiction, such invalidity shall not affect the remaining provisions
hereof and the Council hereby determines that it would have adopted this Resolution without the
invalid provision.
SECTION 4: That this resolution shall become effective from and after its date of
passage.
PASSED AND APPROVED ON THIS 19th DAY OF SEPTEMBER, 2016.
_____________________________
Laura Wheat, Mayor
ATTEST:
________________________________ ______________________________
Kelly Edwards, Town Secretary Thomas E. Brymer, Town Manager
APPROVED AS TO FORM:
________________________________
L Stanton Lowry, Town Attorney
Resolution 16-32
Page 3 of 13
ECONOMIC DEVELOPMENT PROGRAM AGREEMENT
This ECONOMIC DEVELOPMENT PROGRAM AGREEMENT (“Agreement”) is
entered into by and between the TOWN OF WESTLAKE, TEXAS (the “Town”), a Type-A
general law municipal corporation organized under the laws of the State of Texas, and
MARRIOTT HOTEL SERVICES, INC. D/B/A DALLAS/FORT WORTH MARRIOTT
SOLANA, (“Marriott:), a Hotel. The Town and Marriott are collectively referred to as the
“Parties”.
RECITALS
The Town and Marriott hereby agree that the following statements are true and correct
and constitute the basis upon which the Town and Marriott have entered into this Agreement:
A. Marriott operates a 294 (288 plus 6 suites) room, full-service hotel located at 1301
Solana Blvd. Building #3, Westlake, Texas, (the “Hotel”) The Hotel provides a valuable catalyst
for visitors, tourism, and economic development to the Town.
B. In order to increase visitors and tourism, and to maximize the economic benefits
that the Hotel can bring to the Town, the Town and Marriott desire to enter into this Agreement.
C. In accordance with Resolution No. 06-19, adopted by the Town Council on May
8, 2006, attached hereto as Exhibit “A” and hereby made a part of this Agreement for all
purposes, the Town has established an economic development incentive policy and program
pursuant to which the Town will, on a case-by-case basis, offer economic incentive packages
authorized by Chapter 380 of the Texas Local Government Code, Article III, Section 52-a of the
Texas Constitution, and other applicable laws, that include monetary loans and grants of public
money, as well as the provision of personnel and services of the Town, to businesses and entities
that the Town Council determines will promote State or local economic development and
stimulate business and commercial activity in the Town in return for verifiable commitments
from such businesses or entities to cause specific infrastructure, employment and other public
benefits to be made or invested in the Town (the “380 Program”).
D. The Town Council has determined that by entering into this Agreement, the
potential increase of visitors and tourism and economic benefits that will accrue to the Town
under the terms and conditions of this Agreement are consistent with the Town’s economic
development objectives and the 380 Program and will further the goals for positive economic
growth, visitors and tourism in the Town. This Agreement is authorized by Chapter 380 of the
Texas Local Government Code and the 380 Program.
NOW, THEREFORE, in consideration of the mutual benefits and promises contained
herein and for other good and valuable consideration, the receipt and sufficiency of which is
hereby acknowledged, the Parties agree as follows:
Resolution 16-32
Page 4 of 13
AGREEMENT
1. INCORPORATION OF RECITALS.
The Town Council has found at a duly-called and legally-noticed public meeting through
the adoption of Town Resolution No. 16-XX, attached hereto as Exhibit “B” and hereby made a
part of this Agreement for all purposes, and the Town and Marriott hereby agree, that the recitals
set forth above are incorporated herein and true and correct and form the basis upon which the
Parties have entered into this Agreement.
2. DEFINITIONS.
In addition to terms defined in the body of this Agreement, the following terms shall have
the definitions ascribed to them as follows:
380 Program has the meaning ascribed to it in Recital C.
Affiliate means all entities, incorporated or otherwise, under common control with,
controlled by or controlling Marriott. For purposes of this definition, “control” means fifty
percent (50%) or more of the ownership determined by either value or vote.
Program Grants means the annual allowable economic development grants paid
(whether in one or multiple installments) by the Town to Marriott in accordance with this
Agreement and as part of the 380 Program.
Program Source Funds means an amount of Town funds legally available for inclusion
in a Program Grant that is payable to Marriott in a given Program Year, which shall be derived
from hotel occupancy taxes generated by the Hotel and received by the Town pursuant to
Chapter 351 of the Texas Tax Code, or other legally available funds of the Town.
Program Year means the Town’s fiscal year (i.e. October 1 through September 30th) in
which the Town is obligated pursuant to this Agreement to pay Marriott a Program Grant,
beginning with the first fiscal year following the execution of this Agreement.
Quarterly Report has the meaning ascribed to it in Section 4.2.
Records have the meaning ascribed to it in Section 4.3.
Term has the meaning ascribed to it in Section 3.
Town of Westlake Hotel Support Program has the meaning ascribed to it in Section
4.1.
3. TERM.
Resolution 16-32
Page 5 of 13
This Agreement shall be effective as of the date of execution by the Parties (the
“Effective Date”) and, unless terminated earlier in accordance with this Agreement, shall expire
one (1) year from the Execution Date.
4. TOWN AND MARRIOTT’S OBLIGATIONS AND COMMITMENTS.
4.1. Town of Westlake Hotel Support Program
The total amount to be granted by the Town to Marriott under the terms of this
Agreement for the Town of Westlake Hotel Support Program shall not exceed
$130,000 with said Town of Westlake Hotel Support Program, consisting of the
following:
a. Group Booking Incentives, the requirements for which are attached hereto
as Exhibit “C” and hereby made a part of this Agreement for all purposes
(the “Hotel Support Agreement”) and details the obligations of Marriott to
receive, and the Town to grant, the Program Grants from the Program
Source Funds during the Program Year related to group bookings at the
Hotel. The purpose of this component of the Town’s Hotel Support
Program shall be to increase new group bookings for the Hotel and to not
incur a decrease in overall group meeting business (i.e. all group bookings
at the Hotel both of new group business and repeat group business), thus
increasing economic development through tourism and business
development activity in the Town. The Group Booking Incentives
provided by the Town under this Agreement to the Hotel shall not exceed
$50,000 during the term of this Agreement.
b. Transportation Costs, for which a total sum of $80,000 shall be provided
by the Town under this Agreement to cover a portion of the operating cost
for bus transportation services provided by the Marriott for guests of the
Hotel. Funds disbursed by the Town under this component of the Town’s
Hotel Support Program shall be made at the end of each Town fiscal year
quarter following submission by Marriott, and acceptance by the Town, of
the Quarterly Report for the preceding quarter. The purpose of this
component of the Town’s Hotel Support Program is to enhance the
Marriott’s ability to increase room nights and retain existing room nights
at the Hotel (as reported in Section 4.2 below), thus increasing economic
development through tourism and business development activity in the
Town. At all times during the term, the name “Westlake, Texas” shall be
visibly reflected and marked on both sides of any shuttle buses or vehicles
used by the Hotel.
4.2. Reports and Filings.
Resolution 16-32
Page 6 of 13
On a quarterly basis during the Term, Marriott shall submit a written report to the
Town specifically delineating its compliance with this Agreement (the “Quarterly
Report”). The Quarterly Report shall be received by the Town Manager no later
than thirty (30) days from the end of each quarter. Said Quarterly Report will
contain, as a minimum, the following performance measure information for the
reporting period in order for the Town to measure the effectiveness of its
investment in this grant of public funds to Marriott for this Hotel:
• Total funds paid to date aggregate under this Agreement during the
contract term to Marriott regarding group incentives of the Town’s Hotel
Support Program described in Section 4.1 of this Agreement
• Total funds spent to date by Marriott for the activities and purposes set out
in Section 4.1 of this Agreement
• Increases in average daily occupancy at the Hotel
• Decreases in average daily occupancy at the Hotel
• Number of room nights generated by new group bookings at the Hotel
• Number of room nights generated by repeat group business bookings at
the Hotel Average number of bus transportation trips daily to DFW
Airport for guests at the Hotel
• The number of new group bookings made for the Hotel during the
reporting period and the number of repeat group business bookings made
for the Hotel during the reporting period.
• A brief description of marketing/sales efforts made during the reporting
period for the Hotel including:
o the number and type of new group sales prospects identified,
targeted, and group sales closed by Marriott sales staff during the
reporting period
o the number and type of new group sales made by contacts from
outside the Hotel Marriott
• Average number of bus transportation trips daily to off-premise meeting
locations for guests at the Hotel
• Average number of bus transportation trips daily to other off-premise
locations (entertainment, shopping, etc) for guests at the Hotel
• Operating costs incurred by the Hotel during the quarter for shuttle bus
transportation services
4.3. Audits.
Per the requirements of State law and the Town ordinance establishing the
Town’s hotel-motel occupancy tax, the Town will have the right throughout the Term to
audit any and all financial and business records of Marriott that relate to the performance
of this Agreement and any other documents necessary to evaluate Marriott’s compliance
with this Agreement or with the goals set forth in this Agreement, including, but not
limited to construction documents and invoices (collectively “Records”). Marriott shall
make all Records available to the Town at the Hotel or at another location in the Town
Resolution 16-32
Page 7 of 13
acceptable to both parties following reasonable advance notice by the Town and shall
otherwise cooperate fully with the Town during any audit.
5. DEFAULT, TERMINATION AND FAILURE BY MARRIOTT TO MEET
VARIOUS DEADLINES AND COMMITMENTS.
5.1. Continuous Operation. Following the Completion Date, if Marriott fails to
continuously operate a full-service hotel at 1301 Solana Blvd. Building #3, Westlake,
Texas, 76262, the Town shall have the right to terminate this Agreement by providing
written notice to Marriott without further obligation to Marriott hereunder.
5.2. Failure to Pay Town Taxes or Fees.
An event of default shall occur under this Agreement if any legally-imposed
Town taxes or fees owed on, or generated by, the hotel become delinquent and Marriott
or the Affiliate does not either pay such taxes or follow the legal procedures for protest
and/or contest of any such taxes. In this event, the Town shall notify Marriott in writing
and Marriott shall have sixty (60) calendar days to cure such default. If the default has
not been fully cured by such time, the Town shall have the right to terminate this
Agreement immediately by providing written notice to Marriott and shall have all other
rights and remedies that may be available to it under the law or in equity.
5.3 Violations of Town Code, State or Federal Law.
An event of default shall occur under this Agreement if any written citation is
issued to Marriott or an Affiliate due to the occurrence of a violation of a material
provision of the Town Code at the Hotel (including, without limitation, any violation of
the Town’s Building or Fire Codes and any other Town Code violations related to the
environmental condition of the Hotel; or to matters concerning the public health, safety or
welfare) and such citation is not paid or the recipient of such citation does not properly
follow the legal procedures for protest and/or contest of any such citation. An event of
default shall occur under this Agreement if the Town is notified by a governmental
agency or unit with appropriate jurisdiction that Marriott or an Affiliate, or any successor
in interest thereto, any third party with access to the Hotel pursuant to the express or
implied permission of Marriott or an Affiliate, or any a successor in interest thereto, is in
violation of any material state or federal law, rule or regulation on account of the Hotel,
improvements on the Hotel or any operations thereon (including, without limitation, any
violations related to the environmental condition of the Hotel; the environmental
condition other land or waters which is attributable to operations on the Hotel; or to
matters concerning the public health, safety or welfare). Upon the occurrence of such
default, the Town shall notify Marriott in writing and Marriott shall have (i) thirty (30)
calendar days to cure such default or (ii) if Marriott has diligently pursued cure of the
default but such default is not reasonably curable within thirty (30) calendar days, then
such amount of time that the Town reasonably agrees is necessary to cure such default. If
the default has not been fully cured by such time, the Town shall have the right to
Resolution 16-32
Page 8 of 13
terminate this Agreement immediately by providing written notice to Marriott and shall
have all other rights and remedies that may be available to under the law or in equity.
5.4. Unauthorized Use of Funds and Requirement for Repayment to Town.
If, during an audit by the Town under the provisions of this Agreement, the Town
determines that the proceeds of this grant have not been utilized by Marriott for the
purposes outlined in this Agreement, Marriott will be given thirty (30) calendar days to
cure (following written notice from the Town) and, if Marriott fails to cure per the written
notice from the Town, Marriott shall immediately remit to the Town the entire amount
under this Agreement paid by the Town to Marriott during the reporting period during
which the Town has identified that Marriott was not in compliance with the terms of this
Agreement. If said amount is not remitted to the Town within 30 calendar days from the
end of the cure period, that amount demanded for repayment to the Town plus six (6)
percent simple interest on the repayment amount shall be due, in full, to the Town. For
the purposes of this Section, Simple Interest” is defined as a rate of interest applied to the
aggregate amount of the Program Grants paid by the Town to Marriott during the reporting
period in which Marriott was in violation of this Agreement.
5.5. Failure to Submit Reports.
Without limiting the application of Section 5.6, if Marriott fails to submit any
report required by and in accordance with Section 4.2, the Town’s obligation to pay any
Program Grants at the time, if any, shall be suspended until Marriott has provided and is
current on all reports.
5.6. General Breach.
Unless stated elsewhere in this Agreement, Marriott shall be in default under this
Agreement if Marriott breaches any term or condition of this Agreement. In the event
that such breach remains uncured after thirty (30) calendar days following receipt of
written notice from the Town referencing this Agreement (or, if Marriott has diligently
and continuously attempted to cure following receipt of such written notice but
reasonably requires more than thirty (30) calendar days to cure, then such additional
amount of time as is reasonably necessary to effect cure, as determined by both parties
mutually and in good faith), the Town shall have the right to terminate this Agreement
immediately by providing written notice to Marriott.
6. NO INDEPENDENT CONTRACTOR OR AGENCY RELATIONSHIP.
It is expressly understood and agreed that Marriott shall not operate as an independent
contractor or as an agent, representative or employee of the Town. Marriott shall have the
exclusive right to control all details and day-to-day operations relative to the Hotel Support
Program and shall be solely responsible for the acts and omissions of its officers, agents,
servants, employees, contractors, subcontractors, licensees and invitees. Marriott acknowledges
that the doctrine of respondeat superior will not apply as between the Town and Marriott, its
officers, agents, servants, employees, contractors, subcontractors, licensees, and invitees.
Resolution 16-32
Page 9 of 13
Marriott further agrees that nothing in this Agreement will be construed as the creation of a
partnership or joint enterprise between the Town and Marriott.
7. INDEMNIFICATION.
MARRIOTT, AT NO COST OR LIABILITY TO THE TOWN, AGREES TO
DEFEND, INDEMNIFY AND HOLD THE TOWN, ITS OFFICERS, AGENTS,
ATTORNEYS, SERVANTS AND EMPLOYEES, HARMLESS AGAINST ANY AND ALL
CLAIMS, LAWSUITS, ACTIONS, COSTS AND EXPENSES OF ANY KIND, INCLUDING,
BUT NOT LIMITED TO, THOSE FOR PROPERTY DAMAGE OR LOSS (INCLUDING
ALLEGED DAMAGE OR LOSS TO MARRIOTT’ BUSINESS AND ANY RESULTING
LOST PROFITS) AND/OR PERSONAL INJURY, INCLUDING DEATH, THAT MAY
RELATE TO, ARISE OUT OF OR BE OCCASIONED BY (i) MARRIOTT’ BREACH OF
ANY OF THE TERMS OR PROVISIONS OF THIS AGREEMENT; OR (ii) ANY ACT OR
OMISSION OR INTENTIONAL MISCONDUCT OF MARRIOTT, ITS OFFICERS,
AGENTS, ASSOCIATES, EMPLOYEES, CONTRACTORS (OTHER THAN THE TOWN,
OR ITS EMPLOYEES, OFFICERS, AGENTS, ASSOCIATES, CONTRACTORS OR
SUBCONTRACTS), OR SUBCONTRACTORS DUE OR RELATED TO OR ARISING
FROM OPERATION AND CONDUCT OF THE HOTEL SUPPORT PROGRAM OR
OTHERWISE TO THE PERFORMANCE OR OBLIGATIONS OF THIS AGREEMENT.
8. NOTICES.
All written notices called for or required by this Agreement shall be addressed to the
following, or such other party or address as either party designates in writing, by certified mail,
postage prepaid, or by hand delivery:
Town: Marriott:
Town of Westlake _________________________________
Attn: Town Manager _________________________________
1301 Solana Blvd, Building 4, Suite 4202 _________________________________
Westlake, Texas 76262 ____________________________________
With Copies to (which shall not
constitute notice):
Boyle & Lowry, L.L.P.
Attn: L. Stanton Lowry
4201 Wingren Dr., Suite 108
Irving, Texas 75062
Resolution 16-32
Page 10 of 13
9. ASSIGNMENT AND SUCCESSORS.
Marriott may at any time assign, transfer or otherwise convey any of its rights or
obligations under this Agreement to an Affiliate without the approval of the Town so long as
Marriott, the Affiliate and the Town first execute an agreement approved by the Town Council of
the Town of Westlake under which the Affiliate agrees to assume and be bound by all covenants
and obligations of Marriott under this Agreement. Otherwise, Marriott may not assign, transfer or
otherwise convey any of its rights or obligations under this Agreement to any other person or entity
without the prior consent of the Town Council, conditioned on (i) the prior approval of the
assignee or successor and a finding by the Town Council that the proposed assignee or successor is
financially capable of meeting the terms and conditions of this Agreement and (ii) prior execution
by the proposed assignee or successor of a written agreement with the Town under which the
proposed assignee or successor agrees to assume and be bound by all covenants and obligations of
Marriott under this Agreement. Any attempted assignment without the Town Council’s prior
consent shall constitute a breach and be grounds for termination of this Agreement and following
receipt of written notice from the Town to Marriott. Any lawful assignee or successor in interest of
Marriott of all rights under this Agreement shall be deemed “Marriott” for all purposes under this
Agreement.
10. COMPLIANCE WITH LAWS, ORDINANCES, RULES AND REGULATIONS.
This Agreement will be subject to all applicable Federal, State and local laws, ordinances,
rules and regulations, including, but not limited to, all provisions of the Town’s codes and
ordinances, as amended.
11. GOVERNMENTAL POWERS.
It is understood that by execution of this Agreement, the Town does not waive or
surrender any of it governmental powers or immunities that are outside of the terms, obligations,
and conditions of this Agreement.
12. NO WAIVER.
The failure of either party to insist upon the performance of any term or provision of this
Agreement or to exercise any right granted hereunder shall not constitute a waiver of that party’s
right to insist upon appropriate performance or to assert any such right on any future occasion.
13. VENUE AND JURISDICTION.
If any action, whether real or asserted, at law or in equity, arises on the basis of any
provision of this Agreement, venue for such action shall lie in state courts located in Tarrant
County, Texas or the United States District Court for the Northern District of Texas – Fort Worth
Division. This Agreement shall be construed in accordance with the laws of the State of Texas.
14. NO THIRD PARTY RIGHTS.
Resolution 16-32
Page 11 of 13
The provisions and conditions of this Agreement are solely for the benefit of the Town
and Marriott, and any lawful assign or successor of Marriott, and are not intended to create any
rights, contractual or otherwise, to any other person or entity.
15. FORCE MAJEURE.
It is expressly understood and agreed by the Parties to this Agreement that if the
performance of any obligations hereunder is delayed by reason of war, civil commotion, acts of
God, inclement weather, or other circumstances which are reasonably beyond the control or
knowledge of the party obligated or permitted under the terms of this Agreement to do or
perform the same, regardless of whether any such circumstance is similar to any of those
enumerated or not, the party so obligated or permitted shall be excused from doing or performing
the same during such period of delay, so that the time period applicable to such requirement shall
be extended for a period of time equal to the period such party was delayed. Notwithstanding
anything to the contrary herein, it is specifically understood and agreed that Marriott’ failure to
obtain adequate financing to complete the Required Improvements by the Completion Deadline
shall not be deemed to be an event of force majeure and that this Section 15 shall not operate to
extend the Completion Deadline in such an event.
16. INTERPRETATION.
In the event of any dispute over the meaning or application of any provision of this
Agreement, this Agreement shall be interpreted fairly and reasonably, and neither more strongly
for or against any party, regardless of the actual drafter of this Agreement.
17. SEVERABILITY CLAUSE.
It is hereby declared to be the intention of the Parties that sections, paragraphs, clauses
and phrases of this Agreement are severable, and if any phrase, clause, sentence, paragraph or
section of this Agreement shall be declared unconstitutional or illegal by the valid judgment or
decree of any court of competent jurisdiction, such unconstitutionality or illegality shall not
affect any of the remaining phrases, clauses, sentences, paragraphs or sections of this Agreement
since the same would have been executed by the Parties without the incorporation in this
Agreement of any such unconstitutional phrase, clause, sentence, paragraph or section. It is the
intent of the Parties to provide the economic incentives contained in this Agreement by all lawful
means.
18. CAPTIONS.
Captions and headings used in this Agreement are for reference purposes only and shall
not be deemed a part of this Agreement.
Resolution 16-32
Page 12 of 13
19. ENTIRETY OF AGREEMENT.
This Agreement, including any exhibits attached hereto and any documents incorporated
herein by reference, contains the entire understanding and agreement between the Town and
Marriott, and any lawful assign and successor of Marriott, as to the matters contained herein.
Any prior or contemporaneous oral or written agreement is hereby declared null and void to the
extent in conflict with any provision of this Agreement. Notwithstanding anything to the
contrary herein, this Agreement shall not be amended unless executed in writing by both parties
and approved by the Town Council of the Town in an open meeting held in accordance with
Chapter 551 of the Texas Government Code.
20. COUNTERPARTS.
This Agreement may be executed in multiple counterparts, each of which shall be
considered an original, but all of which shall constitute one instrument.
EXECUTED as of the last date indicated below:
TOWN OF WESTLAKE:
______________________________
______________________________
a Texas________________________
By: By:
Thomas E. Brymer ______________________________
Town Manager ______________________________
Date: Date:
APPROVED AS TO FORM AND LEGALITY:
By:
L. Stanton Lowry
Town Attorney
Resolution 16-32
Page 13 of 13
EXHIBITS
“A” – Town of Westlake Resolution No. 06-19
“B” – Town of Westlake Resolution No. 16-32
“C” – Town of Westlake Hotel Support Program re: Group Booking Incentives for 2016-
2017
Page 1 of 2
Resolution 16-32
Exhibit “C”
TOWN OF WESTLAKE HOTEL SUPPORT PROGRAM
Description:
A cooperative marketing program designed to assist the Dallas/Fort Worth Marriott Solana Hotel in securing group
and convention business. The groups can be new business or groups that have previously met at the hotel but are
considering other hotels.
Guidelines:
Requests for funds shall be submitted at the bid time, not after the group has made their decision to book at the
host hotel.
Applications may be submitted for groups/conventions that take place in the current fiscal year (October 1 -
September 30) or future years.
• Proposed group business shall book a minimum of $5,000 in room night revenue.
• A maximum of $7,500 is available to each group; however, the amount provided is based on the following
process:
o 10% of the room night revenue calculates the amount allowed, up to a maximum of $5,000.
o 10% of food and beverage revenue calculates the amount allowed, up to a maximum of $2,500.
• The Town of Westlake shall receive sponsor recognition in all correspondence and at the
meeting/convention in an appropriate manner.
• Upon completion of the event or meeting, a completed Post Meeting Summary is required prior to the
release of full financial assistance. The report will be used to evaluate the effectiveness of the Town of
Westlake Funds participation, as well as review future participation.
• Annually, the Marriott Solana will generate a Town of Westlake Funds report to the Town Manager, or his
designee, showing the dollars expended and the direct room nights generated via this important resource.
Procedures:
The Application shall include the following information before it will be reviewed:
Hotel Information: Date of Application, Name of Host Hotel Sales Manager and Phone Number.
Group Information: Group Name, Contact Name, Address, Phone Number, Program Dates, Estimated Room
Nights, Estimated Room Night Revenue, Estimated Catering Revenue, Estimated Outlet Revenue.
Miscellaneous Information: Additional information pertinent to the group.
Signatures: The Application shall be signed by the host hotel Sales Manager and Director of Sales prior to
it being submitted for approval. The Application shall be approved by the Town of Westlake within ten
days providing that all of the requested information is received.
Once the Application has been approved, the signed application will be sent back to the requesting Sales Manager at
the host hotel.
The host hotel shall provide the Town of Westlake with a copy of the contract at the time it is signed by the group.
Funds shall not be available if this information is not received at least ten days prior to the group/convention. The
Town of Westlake may choose to send a welcome letter to the group and offer to provide community
brochures or other information to the group/convention attendees.
Since funds are reserved for every Application that is approved, the host hotel shall inform the Town of Westlake
with written authorization to release the funds should a group choose another destination.
Page 2 of 2
Resolution 16-32
Submit Application and Correspondence to:
The Town of Westlake
Attn: Debbie Piper, Finance Director
1301 Solana Blvd., Building 4, Suite 4202
Westlake, TX 76262
817 490 5712 Phone
817 430 1812 Fax
Disbursement of Funds:
At the time of invoice, the host hotel shall submit the following information:
1. A computerized report documenting the actual room nights booked by the group and verification of the actual
room night revenue. The disbursement of funds may be reduced based on the program guidelines if the group
generated less room night revenue than was originally stated on the Application,
2. Samples of the Town of Westlake's sponsor recognition.
Page 1 of 3
estlake Town Council
TYPE OF ACTION
Regular Meeting - Consent
Westlake Town Council Meeting
Monday, September 19, 2016
TOPIC: Consideration for Adoption of Ordinance of the Town of Westlake Amending
Chapter 50, Section 50-3, Subsections (c) and (d) by Deleting Subsection (c)
Allowing for a temporary trailer; Providing a Penalty; Providing a savings clause;
Providing for Publication; Providing for severability; Providing for repeal of
conflicting provisions; Providing a Cumulative clause; and Establishing an Effective
Date.
STAFF CONTACT: Thomas E. Brymer, Town Manager
Strategic Alignment
Vision, Value, Mission Perspective Strategic Theme & Results Outcome
Objective
Strong Aesthetic Standards Citizen, Student &
Stakeholder
High Quality Planning, Design &
Development - We are a desirable
well planned, high-quality
community that is distinguished by
exemplary design standards.
Preserve Desirability
& Quality of Life
Strategic Initiative
Update Development Regulations
Time Line - Start Date: September 19, 2016 Completion Date: N/A
Funding Amount: $ N/A Status - Not Funded Source - N/A
EXECUTIVE SUMMARY (INCLUDING APPLICABLE ORGANIZATIONAL HISTORY)
Staff is constantly reviewing Town ordinances which are in need of updating, amendment, or
repeal. Greatest focus for this review as of late has been on ordinances impacting development
and planning. It is proposed to amend Chapter 50, Section 3 of the Town’s Code of Ordinances
pertaining to temporary trailers. Specifically, the language in this Code section recommended
for amendment via repeal is highlighted below and is contained in Subsections (c ) and (d) which
reads as follows:
Page 2 of 3
Sec. 50-3. - Exemptions.
(a) Any mobile home existing and occupied on August 21, 1974, is exempt from the terms of this
chapter, but if a mobile home is moved it cannot be replaced by another mobile home, and if a
mobile home is unoccupied on that date, it shall be removed within 30 days. If the mobile home is
not removed within 30 days then the town secretary will notify the owner by written notice sent by
certified mail that the mobile home must be removed and the owner and/or occupant will have five
days from receipt of the notice to remove the mobile home. If it still remains, the town will make
arrangements for the mobile home to be removed and the costs involved will be charged against the
owner and/or occupant.
(b) The provisions of section 50-2 shall have no application to those trailers which are placed on a lot or
lots temporarily for construction purposes to be used as a construction site office, but such office
may not be maintained as a residence and shall be in compliance with section 102-65.
(c) The provisions of section 50-2 shall have no application to those mobile homes which are placed on
a lot to be used as a temporary residence, not to exceed 12 months after the burning or an act of
God of the permanent residence on lots, such destruction to be to the extent that such permanent
residence is rendered uninhabitable, and such temporary use of a mobile home shall be only after
approval of the board of aldermen.
(d) The provisions of section 50-2 shall have no application to those mobile homes to be placed on a lot
to be used as a temporary residence, not to exceed one year, for the sole purpose of construction of
a new house; provided the applicant provides the board of aldermen with proof of commitment for
construction. The temporary use of a mobile home shall be only after approval of the board of
aldermen.
(Ord. No. 87, § I, art. III, 8-21-1974; Ord. No. 512, § 14, 4-23-2007)
Staff recommends deletion of these sections of Section 50-3 for the following reasons:
1. Subsection (c ) essentially is a de facto special use permit that can be issued outside of
the Town’s zoning ordinance to allow a mobile home into any zoning district temporarily
without the rigorous notice and public hearing requirements to adjacent and nearby
property owners that an actual special use permit application provides for under the
Town’s Zoning Ordinance. Another issue with the current language in this subsection is
that the mobile home placement is for a maximum of 12 months. Staff cannot recall a
Westlake home that has been built in 12 months as they usually take 24-36 months to
build. This means that extensions will likely be requested. While the current ordinance
does require Board of Alderman (Town Council) approval for a mobile home placement
under the temporary circumstances described (destruction of a home by fire), there is no
requirement for Planning & Zoning Commission review or public hearings, and from
Staff’s perspective, this is tantamount to spot zoning and is not congruent with the
Town’s Zoning Ordinance or Comprehensive Plan.
2. Subsection (d) conflicts with the Board of Trustees’ recently amended Westlake
Academy admissions policy that removed the issuance of a building permit for
construction of a home in Westlake as grounds for admission of one’s children into the
Academy. Allowing placement of a mobile home on a lot while one’s home is being
constructed would allow for establishment of permanent Westlake residency before a
home is finished, and would require, arguably, the admission into the Academy of a child
living in the mobile home under these circumstances. This is not congruent with the
intent of the Board of Trustees’ recent amendments to the Academy’s admissions policy.
Page 3 of 3
RECOMMENDATION
Staff recommends adoption of this ordinance amending Section 50-3 to delete Subsections (c )
and (d) for the reasons stated above. The existing language in Subsections (c ) and (d) are from a
time in Westlake’s history where many homes were on multi-acre tracts, which is not the case
today for the majority of Westlake’s single family residences.
ATTACHMENTS
1. Existing Section 50-3 of the Code of Ordinances.
2. Ordinance Amending Section 50-3 by deleting Subsections (c ) and (d)
Page 1
Chapter 50 - MANUFACTURED HOMES AND TRAILERS[1]
Sec. 50-1. - Definitions.
The following words, terms and phrases when used in this chapter, shall have the meanings ascribed
to them in this section, except where the context clearly indicates a different meaning:
Camper means a mobile living unit designed to be mounted upon and conveyed by another vehicle.
No camper unit shall be occupied within the town without first securing a permit from the town secretary.
Mobile home means a dwelling unit, factory built and factory assembled, designed for conveyance
after fabrication, on streets and highways on its own wheels or on flat bed or other trailers, and arriving at
the site where it is to be occupied as a dwelling unit complete and ready for occupancy, except for minor
and incidental unpacking and assembly operations such as locating on jacks or other foundation, or
connection to utilities. A prefabricated home or structure shall not be included in the definition.
Mobile home park means any lot, tract or parcel of land used in whole or part for the parking of house
trailer, used for or to be used as a temporary or permanent dwelling or sleeping place for one or more
persons by the day or week, or for longer period of time with or without compensation and where parking
facilities are provided for one or more automobiles and house trailers to be used for temporary or
permanent dwellings.
Travel trailer means a mobile home not exceeding eight feet in width nor more than 33 feet in length.
No travel trailer shall be occupied within the town without first securing a permit from the town secretary.
(Ord. No. 87, § I, art. I(3)—(6), 8-21-1974)
Cross reference— Definitions generally, § 1-2.
Sec. 50-2. - Mobile homes and mobile home parks unlawful.
No mobile home shall be placed, parked or permitted for residential purposes upon any land within
the town limits. It shall be unlawful to operate a mobile home park within the town limits. Campers and
travel trailers must be stored in compliance with section 102-154, Residential parking.
(Ord. No. 87, § I, art. II, 8-21-1974; Ord. No. 492, § 2, 12-12-2005)
Sec. 50-3. - Exemptions.
(a) Any mobile home existing and occupied on August 21, 1974, is exempt from the terms of this chapter,
but if a mobile home is moved it cannot be replaced by another mobile home, and if a mobile home
is unoccupied on that date, it shall be removed within 30 days. If the mobile home is not removed
within 30 days then the town secretary will notify the owner by written notice sent by certified mail
that the mobile home must be removed and the owner and/or occupant will have five days from
receipt of the notice to remove the mobile home. If it still remains, the town will make arrangements
for the mobile home to be removed and the costs involved will be charged against the owner and/or
occupant.
(b) The provisions of section 50-2 shall have no application to those trailers which are placed on a lot or
lots temporarily for construction purposes to be used as a construction site office, but such office may
not be maintained as a residence and shall be in compliance with section 102-65.
(c) The provisions of section 50-2 shall have no application to those mobile homes which are placed on a
lot to be used as a temporary residence, not to exceed 12 months after the burning or an act of God
Page 2
of the permanent residence on lots, such destruction to be to the extent that such permanent
residence is rendered uninhabitable, and such temporary use of a mobile home shall be only after
approval of the board of aldermen.
(d) The provisions of section 50-2 shall have no application to those mobile homes to be placed on a lot
to be used as a temporary residence, not to exceed one year, for the sole purpose of construction of
a new house; provided the applicant provides the board of aldermen with proof of commitment for
construction. The temporary use of a mobile home shall be only after approval of the board of
aldermen.
(Ord. No. 87, § I, art. III, 8-21-1974; Ord. No. 512, § 14, 4-23-2007)
Sec. 50-4. - Penalty.
The violation of any provision of this chapter shall be deemed an offense punishable by a fine not
exceeding $500.00, and each violation thereof shall be and is hereby deemed to be a distinct and separate
offense and punished as such.
(Ord. No. 87, § I, art. IV, 8-21-1974)
Ordinance 792
Page 1 of 2
ORDINANCE NO. 792
AN ORDINANCE OF THE TOWN OF WESTLAKE, TEXAS, AMENDING CHAPTER
50, SECTION 50-3, SUBSECTIONS (c) and (d) BY DELETING SUBSECTION (c)
ALLOWING FOR A TEMPORARY TRAILER; PROVIDING A PENALTY;
PROVIDING A SAVINGS CLAUSE; PROVIDING FOR PUBLICATION; PROVIDING
FOR SEVERABILITY; PROVIDING FOR REPEAL OF CONFLICTING PROVISIONS;
PROVIDING A CUMULATIVE CLAUSE; AND ESTABLISHING AN EFFECTIVE
DATE.
WHEREAS, the Town of Westlake, Texas, (the “Town”) is a General Law Municipality
located in Tarrant and Denton Counties, Texas, created in accordance with the provisions of the
Texas Local Government Code and operating pursuant to the enabling legislation of the State of
Texas; and
WHEREAS, the Town Council of Westlake, Texas, deems it necessary to amend this
Ordinance by deleting provisions allowing for temporary trailer occupancy in residential areas
within the corporate limits of the Town.
WHEREAS, the Town Council of the Town of Westlake, Texas, is of the opinion that it
is in the best interests of the town and its citizens that the amendments should be approved and
adopted.
NOW, THEREFORE, BE IT ORDAINED BY THE TOWN COUNCIL OF THE TOWN
OF WESTLAKE, TEXAS:
SECTION 1: That the above findings are hereby found to be true and correct and are
incorporated herein in their entirety.
SECTION 2: That, the Town hereby repeals subsections (c) and (d) of Section 50-3 and
amends section 50-3 to read as follows:
Sec. 50-3. - Exemptions.
(a) Any mobile home existing and occupied on August 21, 1974, is exempt from the
terms of this chapter, but if a mobile home is moved it cannot be replaced by another mobile
home, and if a mobile home is unoccupied on that date, it shall be removed within 30 days. If the
mobile home is not removed within 30 days then the town manager or designee will notify the
owner by written notice sent by certified mail that the mobile home must be removed and the
owner and/or occupant will have five days from receipt of the notice to remove the mobile home.
If it still remains, the town will make arrangements for the mobile home to be removed and the
costs involved will be charged against the owner and/or occupant.
(b) The provisions of section 50-2 shall have no application to those trailers which
are placed on a lot or lots temporarily for construction purposes to be used as a construction site
office, but such office may not be maintained as a residence and shall be in compliance with
section 102-65.
Ordinance 792
Page 2 of 2
SECTION 3: All rights and remedies of the Town of Westlake, Texas, are expressly
saved as to any and all violations of the provisions of the prior ordinance sections which existed
at the time of the effective date of this Ordinance; and, as to such accrued violations and all
pending litigation, both civil and criminal, whether pending in court or not, under such
ordinances, the same shall not be affected by this Ordinance but may be prosecuted until final
disposition by the courts.
SECTION 4: It is hereby declared to be the intention of the Town Council of the Town
of Westlake, Texas, that sections, paragraphs, clauses and phrases of this Ordinance are
severable, and if any phrase, clause, sentence, paragraph or section of this Ordinance shall be
declared legally invalid or unconstitutional by the valid judgment or decree of any court of
competent jurisdiction, such legal invalidity or unconstitutionality shall not affect any of the
remaining phrases, clauses, sentences, paragraphs or sections of this Ordinance since the same
would have been enacted by the Town Council of the Town of Westlake without the
incorporation in this Ordinance of any such legally invalid or unconstitutional, phrase, sentence,
paragraph or section.
SECTION 5: That any person, firm or corporation violating any of the provisions or terms
of this ordinance shall be subject to the same penalty as provided for in the Code of Ordinances of
the Town of Westlake, and upon conviction shall be punishable by a fine not to exceed the sum of
Five Hundred ($500.00) for each offense. Each day that a violation is permitted to exist shall
constitute a separate offense.
SECTION 6: This Ordinance shall be cumulative of all provisions of ordinances of the
Town except where the provisions of this Ordinance are in direct conflict with the provisions of
such ordinances, in which event the conflicting provisions of such ordinances are hereby
repealed.
SECTION 7: This ordinance shall take effect immediately from and after its passage as
the law in such case provides.
PASSED AND APPROVED ON THIS 19th DAY OF SEPTEMBER 2016.
____________________________
ATTEST: Laura Wheat, Mayor
_______________________________ _______________________________
Kelly Edwards, Town Secretary Thomas E. Brymer, Town Manager
APPROVED AS TO FORM:
_______________________________
L. Stanton Lowry, Town Attorney
estlake Town Council
TYPE OF ACTION
Regular Meeting - Action Item
Westlake Town Council Meeting
Monday, September 19, 2016
TOPIC: Consider approval of an ordinance Approving a Right-of-way License
Agreement with BRE Solana, LLC, a Delaware limited liability company
(“BRE”), The Boy Scouts of America, a non-profit corporation chartered by an
Act of the United States Congress on June 15, 1916 (the “BSA”) HMC Solana,
LLC, a Delaware limited liability company (“HMC”) to install, maintain and
operate the existing fire line within the Town of Westlake right of way on Sam
School Road.
STAFF CONTACT: Jarrod Greenwood, Public Works Director/Assistant to the Town Manager
Strategic Alignment
Vision, Value, Mission Perspective Strategic Theme & Results Outcome
Objective
Strong Aesthetic
Standards
Citizen, Student
& Stakeholder
High Quality Planning,
Design & Development - We
are a desirable well planned,
high-quality community that
is distinguished by
exemplary design standards.
Encourage
Westlake's Unique
Sense of Place
Strategic Initiative
Outside the Scope of Identified Strategic Initiatives
Time Line - Start Date: September 19, 2016 Completion Date: September 19, 2016
Funding Amount: N/A Status - N/A Source - N/A
EXECUTIVE SUMMARY (INCLUDING APPLICABLE ORGANIZATIONAL HISTORY)
A fire line on Sam School Road provides fire protection to property within the Solana development
and was installed without obtaining permission from the Town. Town staff and legal counsel have
been working with the property owner and their counsel to reach an equitable resolution for the
encroachment/trespass.
The proposed right-of-way license will provide permission for an existing fire line to continue to
utilize the Town’s right-of-way maintenance responsibilities for the fire line.
RECOMMENDATION
Staff recommends approval.
ATTACHMENTS
Ordinance
Right-of-Way License Agreement will be provided at the Council Meeting under separate cover.
Ordinance 799
Page 1 of 2
TOWN OF WESTLAKE
ORDINANCE NO. 799
AN ORDINANCE OF THE TOWN COUNCIL OF THE TOWN OF WESTLAKE,
TEXAS, APPROVING A RIGHT-OF-WAY LICENSE AGREEMENT WITH BRE
SOLANA, LLC, A DELAWARE LIMITED LIABILITY COMPANY (“BRE”), THE BOY
SCOUTS OF AMERICA, A NON-PROFIT CORPORATION CHARTERED BY AN ACT
OF THE UNITED STATES CONGRESS ON JUNE 15, 1916 (THE “BSA”) HMC
SOLANA, LLC, A DELAWARE LIMITED LIABILITY COMPANY (“HMC”), FOR
THE INSTALLATION, MAINTENANCE, AND OPERATION OF AN EXISTING FIRE
LINE IN THE SAM SCHOOL ROAD RIGHT OF WAY.
WHEREAS, the Town owns and/or controls and regulates public street and alley rights-
of-way and public utility easements within the boundaries of the Town of Westlake; including
the public street and alley right-of-way and public utility easements shown on the License
Agreement;
WHEREAS, Facilities have been installed and currently exists in the right-of-way as
shown on Exhibit “A;” (the “Sam School Road Right-of-Way”);
WHEREAS, the Facilities were not installed by the current Licensees, but the current
Licensee wishes to obtain a License for the Facilities located in the right-of-way;
WHEREAS, the Town Council finds that the existing fire line in the Sam School Road
right-of-way poses no significant increase in hazard to citizens or motorists; and
WHEREAS, the current Licensees is endeavoring to remedy a situation in which
Facilities are in the right-of-way without permission;
WHEREAS, the ongoing operation of Licensees’ Facilities in the public rights-of-way,
including any future maintenance, will be performed in a manner consistent with all applicable
Town ordinances and any other applicable regulations; and
WHEREAS, the Town Council is willing to grant Licensees a non-exclusive license to
maintain, operate, and repair its fire suppression system, subject to the requirements of this
License Agreement and the rights granted to Licensees herein, and pursuant to permits issued by
the Town;
WHEREAS, any future installation or construction will require an amendment to this
License Agreement and said License Agreement is solely for the Facilities currently existing in
the right-of-way;
WHEREAS, the Town Council finds that the License Agreement is consistent with state
law and Town ordinances which reserves “a municipality’s historical right to control and receive
Ordinance 799
Page 2 of 2
reasonable compensation for access to the municipality's public streets, alleys, or rights-of-way
or to other public property”; and
WHEREAS, the Town Council finds that the passage of this Ordinance is in the best
interest of the public.
NOW, THEREFORE, BE IT ORDAINED BY THE TOWN COUNCIL OF THE TOWN
OF WESTLAKE, TEXAS:
SECTION 1: That, all matters stated in the Recitals hereinabove are found to be true
and correct and are incorporated herein by reference as if copied in their entirety.
SECTION 2: That the Town of Westlake Town Council does hereby approves the
Right-of-Way License Agreement, attached as Attachment A, to allow BRE Solana, LLC, a
Delaware limited liability company (“BRE”), The Boy Scouts of America, a non-profit
corporation chartered by an Act of the United States Congress on June 15, 1916 (the “BSA”)
HMC Solana, LLC, a Delaware limited liability company (“HMC”) to install, maintain and
operate the existing fire line within the Town of Westlake right of way on Sam School Road, as
depicted in the Right-of-Way License Agreement, as attached hereto and incorporated herein.
SECTION 3: That the Town of Westlake Town Council hereby authorizes the Town
Manager to sign the Right-of-Way License Agreement on behalf of the Town of Westlake.
SECTION 4: If any portion of this Ordinance shall, for any reason, be declared invalid
by any court of competent jurisdiction, such invalidity shall not affect the remaining provisions
hereof and the Council hereby determines that it would have adopted this Ordinance without the
invalid provision.
SECTION 5: That this Ordinance shall become effective from and after its date of
passage.
PASSED AND APPROVED ON THIS 19TH DAY OF SEPTEMBER 2016.
_____________________________
ATTEST: Laura L. Wheat, Mayor
____________________________ ______________________________
Kelly Edwards, Town Secretary Thomas E. Brymer, Town Manager
APPROVED AS TO FORM:
____________________________
L. Stanton Lowry, Town Attorney
estlake Town Council
TYPE OF ACTION
Regular Meeting - Action Item
Monday, September 19, 2016
TOPIC: Conduct a public hearing and consider approval of of a Specific Use
Permit for a temporary concrete batch plant to be located on the planned
Estates of Quail Hollow subdivision, an 80-acre site located near the
southeast corner of Dove Road and Davis Boulevard.
STAFF CONTACT: Jarrod Greenwood, Director of Public Works
Joel Enders, Development Coordinator
Strategic Alignment
Vision, Value, Mission Perspective Strategic Theme & Results Outcome
Objective
Mission: Westlake is a
unique community blending
preservation of our natural
environment and
viewscapes, while serving
our residents and businesess
with superior municipal and
academic services that are
accessible, efficient, cost-
effective, & transparent.
Citizen, Student &
Stakeholder
High Quality Planning, Design &
Development - We are a desirable
well planned, high-quality
community that is distinguished by
exemplary design standards.
Preserve Desirability
& Quality of Life
Strategic Initiative
Outside the Scope of Identified Strategic Initiatives
Time Line - Start Date: September 13, 2016 Completion Date: September 19, 2016
Funding Amount: 00.00 Status - Not Funded Source - N/A
EXECUTIVE SUMMARY (INCLUDING APPLICABLE ORGANIZATIONAL HISTORY)
The Estates of Quail Hollow subdivision, currently in the infrastructure phase of development, is
zoned R-1 “Estate Residential District.”1 Pursuant to Section 102-61 of the Westlake Code of
Ordinances, a Specific Use Permit, to be approved by the Planning and Zoning Commission and
Town Council, is required for the construction and use of a temporary concrete batch plant
related to the construction of roads or other infrastructure for all property zoned R-1. Note that
1 The preliminary plat was approved via Resolution 16-11, and SUP for private streets and gated entrances was
approved via Ordinance 780.
the proposed batch plant is for temporary, on-site use only, and will be removed after the
completion of necessary infrastructure.
Zoning ordinances typically provide for two types of uses – uses by right and by special
exception, i.e. specific/conditional use permits. For our purposes we use the term Specific Use
Permit. The uses that are permitted by right are those which are allowed without additional
approvals being required. A Specific Use, on the other hand, may be permitted within a zoning
district, but the use is conditional and not granted automatically (or entitled) like a use by right.
SUPs require additional public hearings and scrutiny – meaning the approval is discretionary.
Developers often request temporary concrete batch plants, particularly where a subdivision is
built with concrete streets. Westlake examples include Granada, Entrada, and now Quail
Hollow. From a municipal perspective, a temporary concrete batch plant has two primary
advantages when compared to premixed concrete that is delivered by a third party. First, a batch
plant greatly reduces the amount of construction traffic that must enter and exit the site. Second,
a batch plant generally reduces overall construction time, giving the developer greater flexibility
and predictability. There are several additional points to consider when evaluating a temporary
batch plant request:
Dust/Exhaust: Particulates that are generated as part of the mixing process and emissions from
the generator necessary to operate the batch plant are regulated by the Texas Commission on
Environmental Quality (TCEQ) and the Environmental Protection Agency (EPA). For example,
a batch plant must utilize dust filters that meet specific TCEQ/EPA requirements to prevent
particles from escaping into the atmosphere. Every batch plant requires an Air Quality Standard
Permit from the TCEQ before operations can begin.
Location: Per TCEQ requirements, batch plant exhaust/filter equipment must be located at least
100 feet from any property line. In this case, the edge of the batch plant area is greater than 360
feet from Dove Road at the closest point and approximately 1,000 feet from the Vaquero
subdivision (see attached site map).
Hours of Operation & Noise: Hours of operation are regulated by the noise produced during
operation. Daytime noise levels in Westlake are limited to 56 decibels at a residential property
line, dropping to 49 decibels between 7:00pm and 7:00am. For comparison purposes, 56
decibels is roughly equivalent to the ambient background noise in a restaurant or office. Given
the proposed location of the temporary batch plant and the relatively low level of noise produced
by related equipment, sound issues are not anticipated to be a problem. If noise becomes an
issue at any point during operation, Town staff have the ability to take appropriate corrective
action.
The Town Council may, in the interest of the public welfare, recommend/establish conditions of
operation, location, arrangement, and construction of any authorized Specific Use. In approving
any Specific Use, the council may impose such development standards and safeguards as
conditions warrant for the welfare and protection of adjacent properties and citizenry who may
be affected by the particular use.
The Council shall not grant an SUP for a particular use except upon a finding that the use will:
a. Complement or be compatible with the surrounding uses and community facilities;
b. Contribute to, enhance or promote the welfare of the area affected by the SUP and
adjacent properties;
c. Not be detrimental to the public health, safety or general welfare; and
d. Conform in all other respects to all applicable zoning regulations and standards.
RECOMMENDATION
Staff recommends approval of this Specific Use Permit as proposed.
The Planning and Zoning Commission unanimously recommended approval of this Specific Use
Permit as proposed (9/13/16).
ATTACHMENTS
1. Quail Hollow vicinity map
2. Proposed temporary concrete batch plant vicinity map
3. Survey drawing and legal description of proposed temporary concrete batch plant area
4. Corresponding ordinance for consideration
SUP-07-26-16
Quail Hollow Vicinity Map
SUP-07-26-16
Proposed Temporary Concrete Batch Plant Area
SUP-07-26-16
Survey Drawing and Legal Description of Proposed Temporary Concrete Batch Plant Area
Ordinance 793
Page 1 of 3
TOWN OF WESTLAKE
ORDINANCE NO. 793
AN ORDINANCE OF THE TOWN OF WESTLAKE APPROVING A SPECIFIC USE
PERMIT TO ALLOW A TEMPORARY CONCRETE BATCH PLANT AT THE
ESTATES OF QUAIL HOLLOW SUBDIVISION, CURRENTLY UNDER
CONSTRUCTION AND LOCATED NEAR THE SOUTHEAST CORNER OF DOVE
ROAD AND DAVIS BOULEVARD. PROVIDING A PENALTY; PROVIDING A
CUMULATIVE CLAUSE; PROVIDING A SEVERABILITY CLAUSE; PROVIDING A
SAVINGS CLAUSE; AUTHORIZING PUBLICATION; AND ESTABLISHING AN
EFFECTIVE DATE.
WHEREAS, the Town of Westlake, Texas is a general law municipality; and
WHEREAS, the Town Council of the Town of Westlake finds it necessary for the public
health, safety and welfare that development occur in a controlled and orderly manner; and
WHEREAS, an application was made for a Specific Use Permit to the Planning and
Zoning Commission and the Town Council for a temporary concrete batch plant to be located at
the Estates of Quail Hollow subdivision, currently under construction and located near the
southeast corner of Dove Road and Davis Boulevard; and
WHEREAS, all legal requirements of state statutes and Town ordinances of the Town of
Westlake, as well as all legal requirements and legal notices and prerequisites having been
complied with; and
WHEREAS, following provision of proper legal notice, including written notice to owners
within 200 feet of the subject property, published notice and posted notice in accordance with the
Texas Open Meetings Act of public hearing, a public hearing was held on September 13, 2016 by
the Planning and Zoning Commission (Commission) whereby the Commission recommended to
the Town Council approval of said Specific Use Permit request; and
WHEREAS, following provision of proper legal notice, including written notice to owners
within 200 feet of the subject property, published notice and posted notice in accordance with the
Texas Open Meetings Act of public hearing, a public hearing was held on September 19, 2016 by
the Town Council; and
WHEREAS, the Town Council of the Town of Westlake, Texas, at said public hearing
called at a regular session of the Town Council did consider the following factors in making a
determination as to whether the requested Specific Use Permit should be granted or denied:
congestion in the streets, including safety of the motoring public and the pedestrians using the
facilities in the area; to secure safety from fire, panic or other dangers; the promotion of health and
the general welfare, to provide for adequate light and air, to prevent the overcrowding of land; to
avoid undue concentration of the population, facilitating the adequate provision of transportation,
water, sewers, schools, parks, and other public requirements; and
Ordinance 793
Page 2 of 3
WHEREAS, upon the recommendation of the Planning and Zoning Commission and
after a public hearing, the Town Council of the Town of Westlake, Texas, is of the opinion that it
is in the best interests of the Town and its citizens that said Specific Use Permit request should
be approved and granted.
NOW, THEREFORE, BE IT ORDAINED BY THE TOWN COUNCIL OF THE TOWN OF
WESTLAKE, TEXAS:
SECTION 1: That all matters stated in the preamble are found to be true and correct and
are incorporated herein as if copied in their entirety.
SECTION 2: That the Specific Use Permit for a temporary concrete batch plant to be
located at the Estates of Quail Hollow subdivision, currently under construction and located near
the southeast corner of Dove Road and Davis Boulevard, is hereby granted.
SECTION 3: That this Ordinance shall be cumulative of all other Town Ordinances and
all other provisions of other Ordinances adopted by the Town which are inconsistent with the terms
or provisions of this Ordinance are hereby repealed.
SECTION 4: That any person, firm or corporation violating any of the provisions or terms
of this ordinance shall be subject to the same penalty as provided for in the Code of Ordinances of
the Town of Westlake, and upon conviction shall be punishable by a fine not to exceed the sum of
Two Thousand Dollars ($2,000.00) for each offense. Each day that a violation is permitted to exist
shall constitute a separate offense.
SECTION 5: It is hereby declared to be the intention of the Town Council of the Town
of Westlake, Texas, that sections, paragraphs, clauses and phrases of this Ordinance are severable,
and if any phrase, clause, sentence, paragraph or section of this Ordinance shall be declared legally
invalid or unconstitutional by the valid judgment or decree of any court of competent jurisdiction,
such legal invalidity or unconstitutionality shall not affect any of the remaining phrases, clauses,
sentences, paragraphs or sections of this Ordinance since the same would have been enacted by
the Town Council of the Town of Westlake without the incorporation in this Ordinance of any
such legally invalid or unconstitutional, phrase, sentence, paragraph or section.
Ordinance 793
Page 3 of 3
SECTION 6: This ordinance shall take effect immediately from and after its passage as
the law in such case provides.
PASSED AND APPROVED ON THIS 19th DAY OF SEPTEMBER 2016.
__________________________________
ATTEST: Laura Wheat, Mayor
____________________________ __________________________________
Kelly Edwards, Town Secretary Thomas E. Brymer, Town Manager
APPROVED AS TO FORM:
____________________________
L. Stanton Lowry, Town Attorney
Page 1 of 3
estlake Town Council
TYPE OF ACTION
Regular Meeting - Action Item
Monday, September 19, 2016
TOPIC: Conduct a public hearing and consider recommendation of an application
to replat an approximately 1.02-acre portion of Planned Development
District 1, Planning Area 2 (PD 1-2), established by Ordinance 703 for the
property generally located south of State Highway 114, east of Davis
Boulevard, and north of Solana Boulevard, commonly known as Westlake
Entrada. The replat shows Block I, Lots 1XR, 2XR, 3-14, 15X and 16X.
The proposed lots are located near the intersection of Solana Boulevard,
Granada Trail, and the planned Cortes Drive.
STAFF CONTACT: Joel Enders, Development Coordinator & Management Analyst
Strategic Alignment
Vision, Value, Mission Perspective Strategic Theme & Results Outcome
Objective
Planned / Responsible
Development
Citizen, Student &
Stakeholder
High Quality Planning, Design &
Development - We are a desirable
well planned, high-quality
community that is distinguished by
exemplary design standards.
Preserve Desirability
& Quality of Life
Strategic Initiative
Outside the Scope of Identified Strategic Initiatives
Time Line - Start Date: September 13, 2016 Completion Date: September 19, 2016
Funding Amount: 00.00 Status - Not Funded Source - N/A
EXECUTIVE SUMMARY (INCLUDING APPLICABLE ORGANIZATIONAL HISTORY)
Ordinance 761, approved December 14, 2015, approved a final plat of Entrada that included
Block M (Primrose site), Block N (CVS Site), Block O (Information Center site), and Block A
(Retail Corner site). The remainder of Entrada Phase I was platted as Block B, Lot 1. This final
plat was approved in an effort to accommodate closing deadlines related to a CVS Pharmacy and
Primrose School, and was accompanied by an amendment to the Development Agreement (Res.
15-35) to ensure timely completion of infrastructure and acquisition of offsite easements
necessary to serve Blocks M, N, O, and A. At the time Ordinance 761 was approved, it was
Page 2 of 3
understood that the developer would eventually need to replace Block B, Lot 1 via replat or
replats in order to fully define the necessary lots, easements, rights-of-way, roads, etc. that were
omitted from the first plat.
Instead of a single, comprehensive replat, the developer has chosen to submit a number of replats
that define sections of what is currently Block B, Lot 1. The replat under consideration
establishes Entrada Block I, which includes:
1. 12 residential lots, related easements, and rights-of-way
2. Common areas (depicted as lots 2XR, 15X, and 16X)
3. A public access and utility easement to be used for residential vehicular access (Piedra
Court/Lot 1XR), which will be privately maintained but publicly accessible.
Pursuant to Entrada’s zoning (Ordinance 703), every lot, parcel, and tract in the development is
subject to PD Site Plan approval. The PD Site Plan relative to this proposed replat is being
considered concurrently for recommendation/approval by the Planning and Zoning Commission
and Town Council. Note that approval of both items is required for the applicant to move
forward.
Town staff has determined that the subject replat substantially comports to the Entrada
Development Plan (Ordinance 720) and Preliminary Plat (Resolution 13-32).
Approval of this replat is a prerequisite to the issuance of building permits, but is not the only
remaining requirement that the developer must meet:
1. Resolution 14-46, which amends the Entrada Economic Development agreement, specifies
that the developer must pay the Town $10,000 per residential unit depicted on the
approved PD Site Plan prior to the signing of each respective plat, to be used for the
benefit of Westlake Academy.
2. Exhibit A, Section 3(F) of the Entrada Development Agreement (Resolution 13-34), states
that “There will be no building permits for the Development issued until all public and
private infrastructure for Phase 1, as shown on the approved Development Plan and
Preliminary Plat for the Development, has been completed and accepted by the Town,
unless a separate agreement for issuance of building permits that amends this Agreement has
been entered into and agreed to by the Town and the Developer.” Note that the amendments
to the Entrada Development Agreement specified in Resolution 15-35 are only applicable to
Blocks M, N, O, and A, and do not apply to the area shown on this subject replat.
Staff recommended the amendment to the Entrada Development Agreement in order to facilitate
initial development; the developer may begin vertical construction prior to infrastructure
completion and acceptance in Blocks M, N, O, and A, but all public and private infrastructure
must be completed and accepted by the Town prior to the issuance of a Certificate of Occupancy
for any residential or commercial structure. In the absence of further modification to the Entrada
Development Agreement, all public and private infrastructure associated with areas of Phase I
outside of these four blocks must be completed and accepted prior to the issuance of any building
permit for vertical construction.
Page 3 of 3
Currently, Entrada is split into Phase I (73 acres) and Phase II (12.8 acres). The developer and
Town Staff are currently discussing further modification of Entrada’s phasing plan which would
require additional amendments to the Entrada Development Agreement and the approval of
Town Council. However, in no circumstance will Town staff recommend any agreement that
would allow for the issuance of a building permit prior to the completion and acceptance of all
public and private infrastructure necessary to serve a particular area.
RECOMMENDATION
Staff recommends approval of this replat.
The Planning and Zoning Commission unanimously recommended approval of this replat
(9/13/16).
ATTACHMENTS
1. Corresponding ordinance for consideration
2. Replat document
Ordinance 794
Page 1 of 7
TOWN OF WESTLAKE
ORDINANCE NO. 794
AN ORDINANCE OF THE TOWN COUNCIL OF THE TOWN OF WESTLAKE,
TEXAS, APPROVING A REPLAT OF AN APPROXIMATELY 1.02-ACRE PORTION
OF PLANNED DEVELOPMENT DISTRICT 1, PLANNING AREA 2 (PD 1-2),
ESTABLISHED BY ORDINANCE 703 FOR THE PROPERTY GENERALLY
LOCATED SOUTH OF STATE HIGHWAY 114, EAST OF DAVIS BOULEVARD, AND
NORTH OF SOLANA BOULEVARD, COMMONLY KNOWN AS WESTLAKE
ENTRADA. THE REPLAT SHOWS BLOCK I, LOTS 1XR, 2XR, 3-14, 15X AND 16X.
THE PROPOSED LOTS ARE LOCATED NEAR THE INTERSECTION OF SOLANA
BOULEVARD, GRANADA TRAIL, AND THE PLANNED CORTES DRIVE.
WHEREAS, the Town of Westlake, Texas is a general law municipality; and
WHEREAS, the Town Council of the Town of Westlake finds it necessary for the public
health, safety and welfare that development occur in a controlled and orderly manner; and
WHEREAS, there is located within the corporate limits of the Town of Westlake an
approximately 85.9-acre tract of land known as Planning Area 1-2 (PD 1-2), bounded by Solana
Boulevard to the south, FM 1938 “Davis Blvd.” to the west, and State Highway114 to the north,
(Exhibit A), on which a mixed use development is underway; and
WHEREAS, because of the size, location, and natural features of Planning Area 1-2 and
the Town's need for public infrastructure, amenities, and services, the Town has a critical interest
in the development of Planning Area 1-2 and is encouraging such development to the highest
possible standards of quality consistent with the Town's long-term development vision; and
WHEREAS, because of improvements to FM 1938 (Davis Blvd.), further urban growth
throughout the region, and other changed conditions that affect the region, the Town believes
there are unique and significant opportunities for new and unique mixed-use development within
Planning Area 1-2 that will be consistent with the Town's long-term development vision; and
WHEREAS, following provision of proper legal notice, including written notice to
owners within 200 feet of the subject property, published notice and posted notice in accordance
with the Texas Open Meetings Act of public hearing, a public hearing was held on September
13, 2016 by the Planning and Zoning Commission (Commission) whereby the Commission
recommended to the Town Council approval of the replat shown in attached Exhibit B; and
WHEREAS, following provision of proper legal notice, including written notice to owners
within 200 feet of the subject property, published notice and posted notice in accordance with the
Texas Open Meetings Act of public hearing, a public hearing was held on September 19, 2016 by
the Town Council; and
Ordinance 794
Page 2 of 7
WHEREAS, the Council believes that the interests of the Town, the present and future
residents and citizens of the Town, and developers of land within the Town, are best served by
adopting this Ordinance, which the Council has determined to be consistent with the 2015
Comprehensive Plan and its Land Use Map, Thoroughfare Plan, and Open Space Plan, all as
amended to date; and
WHEREAS, upon the recommendation of the Planning and Zoning Commission and
after a public hearing, the Town Council of the Town of Westlake, Texas, is of the opinion that it
is in the best interests of the Town and its citizens that this replat, shown in attached Exhibit B,
should be approved and adopted.
NOW, THEREFORE, BE IT ORDAINED BY THE TOWN COUNCIL OF THE TOWN OF
WESTLAKE, TEXAS:
SECTION 1: That all matters stated in the preamble are found to be true and correct and
are incorporated herein as if copied in their entirety.
SECTION 2: That the Town Council of the Town of Westlake, Texas does hereby
approve the replat as shown in Exhibit B, attached hereto and incorporated herein, and located in
PD 1-2 which is an approximately 85-acre tract located south of Hwy 114, east of Davis
Boulevard, and north of Solana Boulevard, as shown in the legal description Exhibit A, attached
hereto and incorporated herein.
SECTION 3: It is hereby declared to be the intention of the Town Council of the Town
of Westlake, Texas, that sections, paragraphs, clauses and phrases of this Ordinance are
severable, and if any phrase, clause, sentence, paragraph or section of this Ordinance shall be
declared legally invalid or unconstitutional by the valid judgment or decree of any court of
competent jurisdiction, such legal invalidity or unconstitutionality shall not affect any of the
remaining phrases, clauses, sentences, paragraphs or sections of this Ordinance since the same
would have been enacted by the Town Council of the Town of Westlake without the
incorporation in this Ordinance of any such legally invalid or unconstitutional, phrase, sentence,
paragraph or section.
SECTION 4: That this Ordinance shall be cumulative of all other Town Ordinances and
all other provisions of other Ordinances adopted by the Town which are inconsistent with the
terms or provisions of this Ordinance are hereby repealed.
SECTION 5: Any person violating any of the provisions of this ordinance shall be
deemed guilty of a misdemeanor offense and upon conviction thereof shall be fined in a sum not
to exceed Two Thousand Dollars ($2,000.00) for each separate offense. A separate offense shall
be deemed committed upon each day, or part of a day, during which a violation occurs or
continues.
Ordinance 794
Page 3 of 7
SECTION 6: This ordinance shall take effect immediately from and after its passage as
the law in such case provides.
PASSED AND APPROVED ON THIS 19th DAY OF SEPTEMBER 2016.
_____________________________
ATTEST: Laura Wheat, Mayor
____________________________ ______________________________
Kelly Edwards, Town Secretary Thomas E. Brymer, Town Manager
APPROVED AS TO FORM:
____________________________
L. Stanton Lowry, Town Attorney
Ordinance 794
Page 4 of 7
EXHIBITS
EXHIBIT A Legal Description of PD1-2 District (Entrada)
EXHIBIT B Replat Depiction and Description
Ordinance 794
Page 5 of 7
Exhibit A
LEGAL DESCRIPTION
Legal Description of PD1-2 District
85.9 Acres
BEING a tract of land situated in the C.M. Throop Survey, Abstract No. 1510, the W. Medlin
Survey, Abstract No. 1958, the William Pea Survey, Abstract No. 1246 and the Joseph Henry
Survey, Abstract No. 742, Tarrant County, Texas and being a portion of Tract 2 as described in
the Special Warranty Deed to MAGUIRE PARTNERS – SOLANA LAND, L.P. as recorded in
Volume 16858, Page 176 of the Deed Records of Tarrant County, Texas and being more
particularly described as follows:
BEGINNING at a 5/8 inch iron rod found with “Huitt-Zollars” cap at the southwest corner of Lot
2, Block 1, Westlake/Southlake Park Addition No. 1, an addition to the Town of Westlake, Texas
as recorded in Volume 388-214, Page 78 of the Plat Records of Tarrant County, Texas, being on
the northeasterly right-of-way line of Kirkwood Boulevard, a variable width right-of-way as
dedicated by said Westlake/Southlake Park Addition No. 1 and being the beginning of a non-
tangent curve to the left having a central angle of 9 degrees 13 minutes 11 seconds, a radius of
1428.00 feet and being subtended by a chord which bears North 47 degrees 49 minutes 50
seconds West a distance of 229.54 feet;
THENCE along the northeasterly right-of-way line of Kirkwood Boulevard, a variable with
right-of-way, as described in Dedication Deed to the Town of Westlake as recorded under
instrument No. D208427746, Deed Records of Tarrant County, Texas the following:
Along said curve to the left an arc distance of 229.79 feet to a ½ inch rod found with Graham cap
at the end of said curve;
North 52 degrees 30 minutes 14 seconds west a distance of 32.60 feet to ½ inch iron rod found
with Graham cup beginning of a curve to the right having a central angle of 18 degrees 54
minutes 48 seconds, a radius of 612.00 feet and being subtended by a chord which bears North
43 degrees 02 minutes 03 seconds West a distance of 201.11 feet;
Along said curve to the right an arc distance of 202.02 feet to a ½ inch iron rod found with
Graham cap at the beginning of a compound curve to the right having a central angle of 24
degrees 06 minutes 47 seconds, a radius of 812.00 feet and being subtended by a chord which
bears North 21 degrees 32 minutes 03 seconds West a distance of 339.22 feet;
Along said curve to the right an arc distance of 341.73 feet to a ½ inch iron rod found with
Graham cap at the end of a said curve;
North 09 degrees 28 minutes 39 seconds West a distance of 132.24 feet to a ½ inch iron rod
found with Graham cap at the beginning of a curve to the left having a central angle of 45
degrees 43 minutes 19 seconds, a radius of 708.00 feet and being subtended by a chord which
Ordinance 794
Page 6 of 7
bears North 32 degrees 20 minutes 19 seconds West a distance of 550.11 feet;
Along said curve to the left an arc distance of 564.98 feet to a ½ inch iron rod found with
Graham cap at the end of said curve;
North 55 degrees 11 minutes 58 seconds West a distance of 190.50 feet to a ½ inch iron rod
found with Graham cap;
North 08 degrees 56 minutes 27 seconds West a distance off 21.41 feet to a ½ inch iron rod
found with Graham cap on the easterly right-of-way line of Precinct Line Road, a variable width
right-of-way, as described in Dedication Deed to Town of Westlake as recorded under
Instrument No. D208427746, Deed Records of Tarrant County, Texas and being the beginning of
a non-tangent curve to the left having a central angle of 16 degrees 09 minutes 21 seconds, a
radius of 1,432.50 feet and being subtended by a chord which bears North 27 degrees 07 minutes
42 seconds East a distance of 402.59 feet;
THENCE along the easterly right-of-way line of Precinct Line Road, the following;
Along said curve to the left an arc distance of 403.92 feet to a ½ inch iron rod found with
Graham cap at the end of said curve;
North 18 degrees 47 minutes 24 seconds East a distance of 185.36 feet to a ½ inch iron rod found
with Graham cap;
North 17 degrees 03 minutes 03 seconds East a distance of 322.64 feet to a ½ inch iron rod found
on the southerly right-of-way line of State Highway 114 (a variable width ROW);
THENCE along the southerly right-of-way line of State Highway 114, the following;
North 60 degrees 06 minutes 26 seconds East a distance of 44.54 feet to a Texas Department of
Transportation brass disk in concrete found;
South 71 degrees 03 minutes 32 seconds East a distance of 254.55 feet to a point for corner from
which a Texas Department of Transportation brass disk in concrete found bears North 10 degrees
48 minutes 28 seconds West a distance of 0.43 feet;
South 77 degrees 26 minutes 06 seconds East a distance of 746.74 feet to a Texas Department of
Transportation brass disk in concrete found;
South 71 degrees 03 minutes 31 seconds East a distance of 1443.85 feet to a Texas Department
of Transportation brass disk in concrete found;
South 62 degrees 34 minutes 19 seconds East a distance of 404.34 feet to a Texas Department of
Transportation brass disk in concrete found at the beginning of a curve to the right having a
central angle of 08 degrees 19 minutes 09 seconds, a radius of 2,709.79 feet and being subtended
by a chord which bears South 58 degrees 24 minutes 45 seconds East a distance of 393.11 feet;
Ordinance 794
Page 7 of 7
Along said curve to the right an arc distance of 393.45 feet to a Texas Department of
Transportation brass disk in concrete found;
South 54 degrees 15 minutes 11 seconds East a distance of 399.24 feet to a Texas Department of
Transportation brass disk in concrete found;
South 64 degrees 19 minutes 50 seconds East a distance of 56.55 feet to a 5/8 inch iron rod found
with “Huitt-Zollars” cap at the beginning of a non-tangent curve to the right having a central
angle of 02 degrees 13 minutes 56 seconds, a radius of 2,754.79 feet and being subtended by a
chord which bears South 43 degrees 17 minutes 37 seconds East a distance of 107.32 feet;
Along said curve to the right n arc distance of 107.33 feet to a ½ inch rod found with “Huitt-
Zollars” cap for the northeast corner of Lot 1, Block 1, of the aforementioned
Westlake/Southlake Park Addition No. 1;
THENCE departing the southerly right-of-way line of State Highway 114, North 90 degrees 00
minutes 00 seconds west along the north line of said Lot 1, Block 1, a distance of 2,132.54 feet
to a 5/8 inch iron rod with “Carter-Burgess” cap found for the northwest corner of said Lot 2,
Block 1, Westlake/Southlake Park Addition No. 1;
THENCE South 52 degrees 00 minutes 00 seconds West along the northwesterly line said Lot 2,
Block 1, a distance of 1000.00 feet to a 5/8 inch iron rod with “Carter & Burgess” cap found at
an angle point in the west line of Lot 2, Block 1;
THENCE along the west line of said Lot 2, Block 1, South 00 degrees 00 minutes 00 seconds
East a distance of 168.55 feet to the POINT OF BEGINNING and containing 85.90 acres of
land, more or less.
CM.
THROOP
SURVEYABSTRACT NO
.
1510P.O.B.LEGENDMAGUIRE PARTNERS -SOLANA LAND L.P.1800 Valley View Lane, Suite 300Farmers Branch, Texas 75234Contact: Michael BeatyTelephone: (214)-287-9009BGE, Inc.Tel: 972-464-4800 ●www.bgeinc.comCopyright 2016VESTA CUSTOM HOMES660 N. Carroll, Suite 110Southlake, Texas 76092Contact: Richard HudsonTelephone: (469) 631-2014BROWN & GAY ENGINEERS, INC.2529 Dallas Parkway, Suite 204Frisco, Texas 75034Contact: Jason Frey, P.E.
MAGUIRE PARTNERS -SOLANA LAND L.P.1800 Valley View Lane, Suite 300Farmers Branch, Texas 75234Contact: Michael BeatyTelephone: (214)-287-9009BGE, Inc.Tel: 972-464-4800 ●www.bgeinc.comCopyright 2016VESTA CUSTOM HOMES660 N. Carroll, Suite 110Southlake, Texas 76092Contact: Richard HudsonTelephone: (469) 631-2014BROWN & GAY ENGINEERS, INC.2529 Dallas Parkway, Suite 204Frisco, Texas 75034Contact: Jason Frey, P.E.
Page 1 of 4
estlake Town Council
TYPE OF ACTION
Regular Meeting - Action Item
Monday, September 19, 2016
TOPIC: Conduct a public hearing and consider approval of a Planned
Development Zoning District (PD) Site Plan for an approximately 1.02-
acre portion of Planned Development District 1, Planning Area 2 (PD 1-
2), established by Ordinance 703 for the property generally located south
of State Highway 114, east of Davis Boulevard, and north of Solana
Boulevard, commonly known as Westlake Entrada. The area shown on
this PD Site Plan is located near the intersection of Solana Boulevard,
Granada Trail, and the planned Cortes Drive.
STAFF CONTACT: Joel Enders, Development Coordinator & Management Analyst
Strategic Alignment
Vision, Value, Mission Perspective Strategic Theme & Results Outcome
Objective
Mission: Westlake is a
unique community blending
preservation of our natural
environment and
viewscapes, while serving
our residents and businesess
with superior municipal and
academic services that are
accessible, efficient, cost-
effective, & transparent.
Citizen, Student &
Stakeholder
High Quality Planning, Design &
Development - We are a desirable
well planned, high-quality
community that is distinguished by
exemplary design standards.
Preserve Desirability
& Quality of Life
Strategic Initiative
Outside the Scope of Identified Strategic Initiatives
Time Line - Start Date: September 13, 2016 Completion Date: September 19, 2016
Funding Amount: 00.00 Status - Not Funded Source - N/A
Page 2 of 4
EXECUTIVE SUMMARY (INCLUDING APPLICABLE ORGANIZATIONAL HISTORY)
The subject PD Site Plan is generally located near the intersection of Solana Boulevard, Granada
Trail, and Cortes Drive, southeast of the “First Six” residential homes that received PD Site Plan
approval in April 2016. (see attached site map). The Entrada “Block I Residential” area includes
12 interconnected, townhome-style single family residences, each home totaling between 2,560
and 3,335 square feet. The Site Plan follows Entrada’s overall design theme which strives to
capture the architecture, livability, scale, and essential visual qualities of the Spanish-Catalonian
village archetype.
PD Site Plan approval is required for every lot, parcel, and tract in the Entrada development.
The PD Site Plan approval process gives the Planning and Zoning Commission, as well as the
Town Council, the ability to approve or deny a plan based on the quantitative (development
standards, densities, building sizes, etc.) and qualitative (design guidelines and architectural
standards) criteria specified in the PD zoning ordinances relative to this property. PD 1-2 zoning
regulations give the Developer a great deal of latitude with regards to lot layout and design and
encourages the Developer to be creative and build a unique development. It also gives the Town
opportunities to verify that the proposed development will reflect what was presented by the
Developer during the zoning change application process and agreed to by all when the zoning
(Ord. 703) and subsequent Development Plan (Ord. 720) were originally approved. Staff and
our consulting architect have spent many hours reviewing this site plan and related elevations
against a comprehensive set of criteria described in the attached Staff Report.
RECOMMENDATION
Staff recommends approval of this PD Site Plan, subject to the conditions provided in the
attached Staff Report.
The Planning and Zoning Commission unanimously recommended approval of this PD Site Plan
subject to the conditions provided in the attached Staff Report (9/13/16).
ATTACHMENTS
1. Existing PD Location Map and Vicinity Map
2. Staff Report
3. Entrada Development Plan
4. Corresponding Ordinance for Approval
5. PD Site Plan Submittal
Page 3 of 4
EXISTING PD LOCATION MAP
Page 4 of 4
VICINITY MAP
Case SP-03-15-16
TOWN OF WESTLAKE, TX
STAFF REPORT TO PLANNING AND ZONING COMMISSION
Date: 9/13/16
Request: Review and Recommendation of a Planned Development (PD) Site Plan
Agenda Item: Conduct a Public Hearing and Consider a Recommendation of a Planned
Development Zoning District (PD) Site Plan for an approximately 1.02-acre portion of Planned
Development District 1, Planning Area 2 (PD 1-2), established by Ordinance 703 for the property
generally located south of State Highway 114, east of Davis Boulevard, and north of Solana
Boulevard, commonly known as Westlake Entrada. The area shown on this PD Site Plan is
located near the intersection of Solana Boulevard, Granada Trail, and the planned Cortes Drive.
CASE INFORMATION
Development Name: Westlake Entrada
Location: The subject area is generally located in the southeastern portion of the 85-acre Entrada
development, near the intersection of Solana Boulevard, Granada Trail, and Cortes Drive (see
attached site map).
Owner: Maguire Partners-Solana Land, LP (Mehrdad Moayedi, Centurion American)
Applicant: Vesta Custom Homes
Developer: Centurion American Development Group
Site Size: 1.02 acres, shown as part of Block B on the Entrada Final Plat approved 12/14/15.
Note that the lot and block numbers shown on the PD Site Plan anticipate a replat
(running concurrently with this PD Site Plan) that will establish the subject area as
Block I, Lots 1XR, 2XR, 3-14, 15X and 16X.
Approved Use(s): The subject PD Site plan shows Single Family Residential Attached uses,
which are permitted under Entrada’s zoning as set out in Ordinance 703.
Summary: The Entrada residential component is perhaps the most unique, defining element of
the development. The “Block I Residential” will help set the tone for the residences that follow
while displaying Entrada’s intricate and interconnected architectural design theme to those
travelling along Solana Boulevard. Like the previously approved six residential homes directly to
the northwest, these residences will be located at the main entrance of the development, providing
a vital first impression to the visitor. The Site Plan follows Entrada’s overall design theme which
strives to capture the architecture, livability, scale, and essential visual qualities of the Spanish-
Catalonian village archetype.
The purposes of a PD Site Plan are to ensure that the development of individual building lots,
parcels, or tracts within the Planned Development Zoning District or Planning Area are consistent
with the approved Concept Plan and Development Plan, and to ensure that the standards
applicable within the Planned Development Zoning District and/or Planning Area are met for each
such lot, parcel or tract. The following sections detail the requirements that must be considered
Page 2 of 11
when evaluating this PD Site Plan, the architectural challenges associated with this submittal, and
staff recommendations.
Note that the individual lots shown on this PD Site Plan are proposed, not existing, and must be
reflected on an approved replat (running concurrently with this PD Site Plan).
I. ZONING RELATED REQUIREMENTS APPLICABLE TO THIS PD SITE PLAN
Ordinance 703, which established the zoning requirements and development regulations for the
PD1-2 Planning Area, applies to this site plan. The uses shown on the PD Site Plan are permitted
by right under this district’s zoning as shown on the Land Use Schedule included in Ordinance
703. This ordinance also imposes certain requirements on building materials, roofing materials,
and the pace of development of residential to commercial structures. Included in the zoning
regulations which govern development in this Planning Area are:
Development Standards for Planning Area 2, PD1-2 (Art. III, Ord. 703)
Design Guidelines for Planning Area 2, PD1-2 (Exhibit “4”, Ord. 703)
Roadway Design Standards for Planning Area 2, PD1-2 (Exhibit “5”, Ord. 703)
Concept Plan for Planning Area 2, PD1-2 (Exhibit “2”, Ord. 703)
In addition, at the time of the adoption of Ordinance No. 703 setting the zoning for PD1-2, the
following Staff recommendations were adopted by Council that apply to this Site Plan:
Dedication of water and sewer easements for public lines. All on-site and off-site water and
sewer improvements necessary to serve the development are the developer’s
responsibility.
A detailed landscape plan and parking plan must be submitted with the Site Plans.
Sidewalks and trails internal to the site will need to connect by access points to sidewalks,
trails, or pubic rights-of-way on the perimeter of the site as well as to sidewalks or trails on
adjacent tracts.
Ordinance 703 imposes no minimum front, rear, or side yard setbacks, except to accommodate
necessary Building Code and/or Fire Code regulations. In addition, there are no slope-proximity
requirements for any structure in Entrada.
II. RELATION OF PD SITE PLAN TO APPROVED ENTRADA DEVELOPMENT PLAN
The Town required the Developer to prepare a more detailed instrument, known as a
Development Plan (Ordinance 720) for the entire 85-acre Entrada tract prior to any PD Site Plan
submittals. PD Site Plans must comport with the approved Development Plan (unless the
Development Plan is amended with Town approval). In effect the Development Plan becomes a
master site plan, meaning that all site plans for all portions of the site must fit within the template
created by the Development Plan, with allowance for minor changes in configuration if said
changes are considered beneficial by Town staff and consulting architects. Town staff has
determined that the subject Site Plan substantially comports to the Entrada Development Plan.
Page 3 of 11
The Development Plan for Entrada, as recommended by the Planning & Zoning Commission and
adopted by the Council in Ordinance 720, has several attached conditions for approval. Relevant
to the subject PD Site Plan are the following additional conditions:
All site plans submitted subsequent to approval of this Development Plan shall comport to
all the design standards and guidelines as set out Ordinance No. 703.
A Lighting Plan must be submitted for this Development Plan that meets the requirements
of the Section 14 of the zoning ordinance for this site (Ordinance No. 703) as well as
Chapter 102 of the Town’s Code of Ordinances. This plan should emphasize use of
bollard lights along trails, plazas, and gathering areas. It should also emphasize shielded
low intensity down lighting for parking lots and intersections. (Note: Lighting Plan approved
by Town Council on 12/14/15)
A Master Landscape Plan for all common areas, right-of-ways, public and private open
spaces, and Town Edge Landscape zones must be submitted along with the next Site Plan
and before any buildings permits are issued, other than the Site Plan and building permit
for the Sales Office. (Note: Master Landscape Plan approved by Town Council on
12/14/15)
III. DEVELOPMENT RATIOS AND SQUARE FOOTAGES
Ordinance 703 established ratios of residential to non-residential construction to prevent uneven
development and ensure that residential uses are not prioritized over retail, office, or other uses.
The pace of residential development within PD 1-2 is as follows:
First Year of Active Development: Developer is entitled to ten (10) residential units initially.
After the initial ten (10) units, Developer is entitled to units eleven (11) through (30) after
45,000 non-residential air conditioned square footage is permitted. "First year of active
development" is defined as beginning on the date of the issuance of the first vertical
building permit for PD Planning Area 2 (PD 1 -2).
Second year of active development shall not exceed an additional sixty (60) residential
units. Third year of active development shall not exceed and additional eighty (80)
residential units. Year four of active development and subsequent will be based upon the
1500:1 ratio. From Residential Unit 31 forward, Developer must demonstrate to the
Westlake Building Official that the 45,000 air-conditioned square feet of non-residential
building space is substantially completed, and that for Residential Unit 31 forward,
Developer must also demonstrate to the Westlake Building Official that a ratio of 1,500 sq.
ft. of non-residential use building space has been permitted for each additional Residential
Unit permitted.
Developer is to maintain a database illustrating conformance to this requirement to the
Westlake Building Official and include an up-to-date report with each new Residential Unit
building permit application. Non-residential use buildings must be substantially outwardly
completed within six-months of being included in the 1500:1 ratio, which is 1500 square
feet of non-residential to each Residential Unit calculations.
Page 4 of 11
The following table lists non-residential buildings and their associated square footage approved
via the PD Site Plan process for the Entrada development to date:
Based on commercial square footage approved via PD Site Plan to date, up to 30 residential units
may be permitted this calendar year, assuming at least 45,000 square feet of non-residential, air
conditioned space is permitted within the year (i.e. construction drawings are approved and a
building permit is issued). An additional 60 units may be permitted next year assuming that
135,000 square feet of non-residential, air conditioned space is permitted within the year and the
Developer can demonstrate that 45,000 square feet of non-residential building space is
substantially completed.
Building Use SF
CVS Retail 12,900
12,900
Primrose Institutional 12,070
12,070
Starbucks Restaurant 1,900
Sales Center Office 3,300
Retail 1 Restaurant 1,300
Office/Retail Office 7,328
Office/Retail Retail 17,320
31,148
Restaurants West Restaurant 14,951
Restaurant Center Restaurant 5,020
Restaurants Easat Restaurant 7,380
27,351
West Building Retail 22,215
North Building Office 15,215
37,430
Stage Building Entertainment 8,328
Ticketing Building Entertainment 4,231
Concessions Building Entertainment 3,456
Upper Mezzanine Entertainment 4,362
20,377
Grand Total 141,276
Amphitheater SF Subtotal
Davis-114 Retail Corner SF Subtotal
Primrose SF Subtotal
CVS SF Subtotal
Restaurant Row SF Subtotal
Gas Pad Area SF Subtotal
Page 5 of 11
Proposed square footages for the residences depicted on this PD Site Plan are listed below:
Note that the proposed square footages exceed the minimum home size (1800 sf, heated/air
conditioned area only) required for this zoning district by Ordinance 703.
IV. ARCHITECTURAL REQUIREMENTS & CHALLENGES SPECIFIC TO THIS PD SITE PLAN
This project seeks to place a residential land use on a site that is irregular in shape and isolated
from the general fabric of Entrada by a 4 lane street (Cortes). The major design challenges that
were addressed include:
Form of the plan: In the first proposal, the cluster of 12 units was arrayed in an efficient but
orthogonal relationship that had the effect of moving units to the center of the irregular property
and exposed the odd shaped lot corners to the street, which had the further effect of surrounding
the units with land between the street and buildings. This layout was in sharp contrast to the
intent of Entrada’s Design Guidelines and work done or being done on other residential areas of
Entrada. Therefore, the first step was to preserve the number of units but work with the Architect
to formulate a site plan that:
1. Created a more organic relationship between the unit blocks and thereby moving the
design away from suburban relationships to more “village” relationships.
2. Allowed the unit blocks to address the street in a way that was more compliant with the
intent of the guidelines.
3. Created the opportunity for the emergence of subordinate masses that would make the
architecture more intricate.
The result was a site plan in which the unit blocks relate to each other with angular spaces
between, creating opportunity for articulation of courtyards, gate heads, etc. These angular
relationships also have compositional impact on the architecture as the tension created between
buildings is more consistent with the village archetype.
LOT 3 4 5 6 7 8
AC SF 2260 2260 2260 2260 2260 2260
GARAGE 460 460 460 460 460 460
TOTAL SF 2720 2720 2720 2720 2720 2720
LOT 9 10 11 12 13 14
AC SF 2855 2100 2100 2855 2100 2100
GARAGE 480 460 460 480 460 460
TOTAL SF 3335 2560 2560 3335 2560 2560
3-Story Townhomes
2-Story Townhomes
Page 6 of 11
Note the differences between the first proposed lot layout and final layout, and the transformative
effect those adjustments ultimately had on the final building elevations versus those that were
initially proposed:
First Proposed Layout:
Final Submittal:
Page 7 of 11
First Proposed Elevations (looking southeast from Cortes Drive):
Final Submittal:
Addressing the street where there was no real street: Solana Boulevard, with its 35 ft.
landscape setback requirement, created a condition where the units could not actually face the
street in a manner specified by the guidelines. Therefore, the challenge was to redefine the
landscape setback/trail space as a type of plaza/trail head. Establishing a “Public Space” before
the units facing Solana Boulevard results in a truly unique residential interface between pedestrian
movement and building, which is actually more village-like than a vehicular street (see following).
The convergence of residential and pedestrian activity in this section will be a view into the spirit of
Entrada for all to see.
Page 8 of 11
Rendering of the Plaza looking from Solana Boulevard
Addressing other streets: Similar creative thinking was necessary for other streets as the lot
geometry (a result of the streets) presented challenges on all sides. The use of gate heads and
court yards filled some of the space, creating a more intricate dialogue between buildings, walls,
and gate structures.
Composition of mass: As a result of the site plan and its impact on the unit design, a very
interesting architectural form emerged. Punctuated by taller (almost tower like) form components
rising from simple gable roof forms, the design gives the impression of a development that is not
dictated by the lot (a land development and suburban determinism), but by practical necessity
specific to the structure (a medieval determinism).
Material: It became clear that the complexity of the architectural mass demanded a greater
continuity of material to bring it all together. Therefore, this project is predominantly stone, which
(when expressed in walls that are more solid than void) render a clearly tectonic feel.
The final rendition of a PD Site Plan submittal is the result of a review and revision process that
includes several steps:
1. Town staff, consulting architects and engineers receive, review, and comment on the first
submittal. Comments identify the ways in which the submitted design falls short of the
Catalonian Archetype and provide recommendations for improvement.
2. Town consulting architect meets with Merriman Associates Architects, who are leading the
design process from the developer side, to review the comments provided by Town and
sketch ways in which these comments can be reasonably addressed.
3. Merriman provides a revised PD Site Plan incorporating staff recommended changes.
Town staff and consultants review and provide additional comments.
4. Merriman makes final revisions and submits to Town for review. At this stage any
remaining comments should be easily addressed and minor in nature.
5. The final PD Site Plan Submittal is delivered to the Town for inclusion in Planning and
Zoning Commission and Town Council agenda packets.
Page 9 of 11
Town staff have determined that the subject PD Site Plan substantially comports with the
approved Entrada Design Guidelines and other architectural standards defined by Ordinance 703,
with the exception of the eighth listed recommended condition for approval (see page 10).
V. ADDITIONAL REQUIREMENTS
While PD Site Plans are an important element of the design and quality control process, they are
not a final approval for construction. Note that:
1) Construction drawings submitted along with an application for building permit will be
reviewed for detailed compliance with Design Guidelines and compliance with the approved
PD Site Plan as well as other PD ordinance regulations, the Code of Ordinances, the UDC,
and the International Code Council (ICC) construction codes.
2) Resolution 14-46, which amends the Entrada Economic Development agreement, specifies
that the developer must pay the Town $10,000 per residential unit depicted on the
approved PD Site Plan prior to the signing of each respective plat, to be used for the
benefit of Westlake Academy.
3) Exhibit A, Section 3(F) of the Entrada Development Agreement (Resolution 13-34) states
that “There will be no building permits for the Development issued until all public and
private infrastructure for Phase 1, as shown on the approved Development Plan and
Preliminary Plat for the Development, has been completed and accepted by the Town,
unless a separate agreement for issuance of building permits that amends this Agreement
has been entered into and agreed to by the Town and the Developer.” Currently, Entrada is
split into Phase I (73 acres) and Phase II (12.8 acres). The developer and Town Staff are
currently discussing further modification of Entrada’s phasing plan which would require
additional amendments to the Entrada Development Agreement and the approval of Town
Council. However, in no circumstance will Town staff recommend any agreement that
would allow for the issuance of a building permit prior to the completion and acceptance of
all public and private infrastructure necessary to serve a particular area.
VI. PARKING
Parking is provided by attached two-car garages facing an interior motor court (Piedra Court).
Garage doors are proposed to be 16’ wide single doors, but will be constructed to appear as two
separate, carriage-style doors. No on-street parking is shown on this site plan.
VII. ADDRESSING, SIGNS & WAYFINDING
Wayfinding signs are not shown on this PD Site Plan, but will be approved separately as part of a
wayfinding and monument sign package currently under review by Town staff and consultants.
Address numbers will be reflected on ceramic tiles (or cast stone approved on a case-by-case
basis) that are flush mounted into a surrounding wall, on the residence itself or a connected walled
courtyard, depending on visibility.
Page 10 of 11
VIII. STAFF RECOMMENDATION
Staff recommends approval of this PD Site Plan subject to the following conditions:
1. Fulfillment of all zoning requirements as set out in Ordinance 703 in addition to the
conditions accepted by the Town Council at the time of zoning approval (April 22, 2013).
2. All Development Plan conditions for approval established in Ordinance 720 (adopted
October 28, 2013) apply to this PD Site Plan.
3. All building elevations shown on this PD Site Plan include the requirement that structures
meet all aspects of the Entrada Design Guidelines established by Ordinance 703 and
Ordinance 760.
4. Town Staff will review and approve an exterior stone wall mockup and exterior wall stucco
mockup to ensure compliance with the approved PD Design Guidelines prior to the
issuance of building permits. Plans for building construction shall include said mockup
photos as referenced details.
5. If, at any time, there is a conflict between the approved Design Guidelines, PD Site Plan,
and vertical construction drawings, the Design Guidelines shall be controlling.
6. Where building walls face the street, particularly at intersections, the Town may require wall
mounted, ceramic tile street name signs as shown in the approved Design Guidelines in the
interest of space and/or aesthetics.
7. The following statements shall be added to the PD Site Plan to clarify the scope of Site
Plan approval:
1) PD Site Plans are recommended for approval based on a determination that the
plans reflect general compliance with the approved PD Concept Plan, PD
Development Plan, Master Landscape Plan, Design Guidelines, and other PD
ordinance regulations. The individual building elevations are approved conceptually,
subject to compliance with PD Design Guidelines to be shown in detail on
construction plans that are to be submitted when applying for a building permit.
2) Construction drawings submitted along with an application for a building permit will
be reviewed for detailed compliance with Design Guidelines and compliance with the
approved PD Site Plan as well as other PD ordinance regulations, the Code of
Ordinances, the UDC, and the International Code Council (ICC) construction codes.
3) The individual lots shown on this PD Site Plan are approved conceptually, and must
be reflected on an approved replat prior to the issuance of any building permits for
vertical construction.
8. With the exception of Lots 7,8,9, and 12, staff recommend that exterior garage doors be
either (a) set back within an arched inset having a depth similar to that shown for lots 4-6 or
(b) carriage-style double doors.
Page 11 of 11
Ordinance 795
Page 1 of 8
TOWN OF WESTLAKE
ORDINANCE NO. 795
AN ORDINANCE OF THE TOWN COUNCIL OF THE TOWN OF WESTLAKE, TEXAS,
APPROVING A PLANNED DEVELOPMENT DISTRICT (PD) SITE PLAN FOR A
PORTION OF PLANNED DEVELOPMENT DISTRICT 1, PLANNING AREA 2 (PD1-2),
ESTABLISHED BY ORDINANCE 703 FOR THE PROPERTY GENERALLY LOCATED
ON THE SOUTH SIDE OF HWY 114, EAST OF DAVIS BOULEVARD, AND NORTH OF
SOLANA BOULEVARD, COMMONLY KNOWN AS WESTLAKE ENTRADA.
PROVIDING AN EFFECTIVE DATE; PROVIDING A PENALTY CLAUSE; AND
PROVIDING FOR A SAVINGS CLAUSE.
WHEREAS, the Town of Westlake, Texas is a general law municipality; and
WHEREAS, the Town Council of the Town of Westlake finds it necessary for the public
health, safety and welfare that development occur in a controlled and orderly manner; and
WHEREAS, there is located within the corporate limits of the Town of Westlake an
approximately 85.9-acre tract of land known as Planning Area 1-2 (PD 1-2), bounded by Solana
Boulevard to the south, FM 1938 “Davis Blvd.” to the west, and State Highway114 to the north,
(Exhibit A), on which a mixed use development is underway; and
WHEREAS, because of the size, location, and natural features of Planning Area 1-2 and
the Town's need for public infrastructure, amenities, and services, the Town has a critical interest
in the development of Planning Area 1-2 and is encouraging such development to the highest
possible standards of quality consistent with the Town's long-term development vision; and
WHEREAS, because of improvements to FM 1938 (Davis Blvd.), further urban growth
throughout the region, and other changed conditions that affect the region, the Town believes there
are unique and significant opportunities for new and unique mixed-use development within
Planning Area 1-2 that will be consistent with the Town's long-term development vision; and
WHEREAS, the Planning & Zoning Commission held a public hearing upon the
application of developer Centurion American to amend the Comprehensive Plan to establish PD
1-2 and approve zoning for PD 1-2 on April 15, 2013, as well as the Town Council held a public
hearing on this same application on April 22, 2013 after written notice of such hearing having been
sent to owners of real property being within 200 feet of the property and notice being published in
a newspaper of general circulation in the Town and posted in accordance with the Texas Open
Meetings Act, all in accordance with law; and subsequently adopted Ordinance 703 establishing
zoning regulations for PD1-2, now commonly known as Westlake Entrada; and
Ordinance 795
Page 2 of 8
WHEREAS, the Planning and Zoning Commission (Commission) recommended to the
Town Council approval of the PD Site Plan depicted in attached Exhibit B on September 13, 2016,
subject to certain specific conditions; and
WHEREAS, following provision of proper legal notice, including written notice to owners
within 200 feet of the subject property, published notice and posted notice in accordance with the
Texas Open Meetings Act of public hearing, a public hearing was held on September 19, 2016, by
the Town Council; and
WHEREAS, the Council believes that the interests of the Town, the present and future
residents and citizens of the Town, and developers of land within the Town, are best served by
adopting this Ordinance, which the Council has determined to be consistent with the 2015
Comprehensive Plan and its Land Use Map, Thoroughfare Plan, and Open Space Plan, all as
amended to date; and
WHEREAS, upon the recommendation of the Planning and Zoning Commission, the
Town Council of the Town of Westlake, Texas, is of the opinion that it is in the best interests of
the Town and its citizens that this PD Site Plan, depicted in Exhibit B, should be approved and
adopted.
NOW, THEREFORE, BE IT ORDAINED BY THE TOWN COUNCIL OF THE TOWN OF
WESTLAKE, TEXAS:
SECTION 1: That all matters stated in the preamble are found to be true and correct and
are incorporated herein as if copied in their entirety.
SECTION 2: That the Town Council of the Town of Westlake, Texas does hereby
approve the PD Site Plan shown as attached Exhibit B and located in PD 1-2 which is an
approximately 85-acre tract located south of Hwy 114, east of Davis Boulevard, and north of
Solana Boulevard, as reflected in Exhibit A, also attached hereto. The PD Site Plan shown on
attached Exhibit B is approved subject to the following conditions:
a) Fulfillment of all zoning requirements as set out in Ordinance 703 in addition to the
conditions accepted by the Town Council at the time of zoning approval (April 22, 2013).
b) All Development Plan conditions for approval established in Ordinance 720 (adopted
October 28, 2013) apply to this PD Site Plan.
c) All building elevations shown on this PD Site Plan include the requirement that structures
meet all aspects of the Entrada Design Guidelines established by Ordinance 703 and
Ordinance 760.
d) Town Staff will review and approve an exterior stone wall mockup and exterior wall stucco
mockup to ensure compliance with the approved PD Design Guidelines prior to the
issuance of building permits. Plans for building construction shall include said mockup
photos as referenced details.
Ordinance 795
Page 3 of 8
e) If, at any time, there is a conflict between the approved Design Guidelines, PD Site Plan,
and vertical construction drawings, the Design Guidelines shall be controlling.
f) Where building walls face the street, particularly at intersections, the Town may require
wall mounted, ceramic tile street name signs as shown in the approved Design Guidelines
in the interest of space and/or aesthetics.
g) The following statements shall be added to the PD Site Plan to clarify the scope of Site
Plan approval:
1) PD Site Plans are recommended for approval based on a determination that the
plans reflect general compliance with the approved PD Concept Plan, PD
Development Plan, Master Landscape Plan, Design Guidelines, and other PD
ordinance regulations. The individual building elevations are approved
conceptually, subject to compliance with PD Design Guidelines to be shown in
detail on construction plans that are to be submitted when applying for a building
permit.
2) Construction drawings submitted along with an application for a building permit
will be reviewed for detailed compliance with Design Guidelines and compliance
with the approved PD Site Plan as well as other PD ordinance regulations, the Code
of Ordinances, the UDC, and the International Code Council (ICC) construction
codes.
3) The individual lots shown on this PD Site Plan are approved conceptually, and must
be reflected on an approved replat prior to the issuance of any building permits for
vertical construction.
h) With the exception of Lots 7,8,9, and 12, staff recommend that exterior garage doors be
either (a) set back within an arched inset having a depth similar to that shown for lots 4-6
or (b) carriage-style double doors.
SECTION 3: It is hereby declared to be the intention of the Town Council of the Town
of Westlake, Texas, that sections, paragraphs, clauses and phrases of this Ordinance are severable,
and if any phrase, clause, sentence, paragraph or section of this Ordinance shall be declared legally
invalid or unconstitutional by the valid judgment or decree of any court of competent jurisdiction,
such legal invalidity or unconstitutionality shall not affect any of the remaining phrases, clauses,
sentences, paragraphs or sections of this Ordinance since the same would have been enacted by
the Town Council of the Town of Westlake without the incorporation in this Ordinance of any
such legally invalid or unconstitutional, phrase, sentence, paragraph or section.
SECTION 4: That this Ordinance shall be cumulative of all other Town Ordinances and
all other provisions of other Ordinances adopted by the Town which are inconsistent with the terms
or provisions of this Ordinance are hereby repealed.
Ordinance 795
Page 4 of 8
SECTION 5: Any person violating any of the provisions of this ordinance shall be
deemed guilty of a misdemeanor offense and upon conviction thereof shall be fined in a sum not
to exceed Two Thousand Dollars ($2,000.00) for each separate offense. A separate offense shall
be deemed committed upon each day, or part of a day, during which a violation occurs or continues.
SECTION 6: This ordinance shall take effect immediately from and after its passage as
the law in such case provides.
PASSED AND APPROVED ON THIS 19th DAY OF SEPTEMBER 2016.
_____________________________
ATTEST: Laura Wheat, Mayor
____________________________ ______________________________
Kelly Edwards, Town Secretary Thomas E. Brymer, Town Manager
APPROVED AS TO FORM:
____________________________
L. Stanton Lowry, Town Attorney
Ordinance 795
Page 5 of 8
EXHIBITS
EXHIBIT A Legal Description of PD1-2 District
EXHIBIT B Entrada Block I PD Site Plan
Ordinance 795
Page 6 of 8
Exhibit A
LEGAL DESCRIPTION
Legal Description of PD1-2 District
85.9 Acres
BEING a tract of land situated in the C.M. Throop Survey, Abstract No. 1510, the W. Medlin
Survey, Abstract No. 1958, the William Pea Survey, Abstract No. 1246 and the Joseph Henry
Survey, Abstract No. 742, Tarrant County, Texas and being a portion of Tract 2 as described in
the Special Warranty Deed to MAGUIRE PARTNERS – SOLANA LAND, L.P. as recorded in
Volume 16858, Page 176 of the Deed Records of Tarrant County, Texas and being more
particularly described as follows:
BEGINNING at a 5/8 inch iron rod found with “Huitt-Zollars” cap at the southwest corner of Lot
2, Block 1, Westlake/Southlake Park Addition No. 1, an addition to the Town of Westlake, Texas
as recorded in Volume 388-214, Page 78 of the Plat Records of Tarrant County, Texas, being on
the northeasterly right-of-way line of Kirkwood Boulevard, a variable width right-of-way as
dedicated by said Westlake/Southlake Park Addition No. 1 and being the beginning of a non-
tangent curve to the left having a central angle of 9 degrees 13 minutes 11 seconds, a radius of
1428.00 feet and being subtended by a chord which bears North 47 degrees 49 minutes 50
seconds West a distance of 229.54 feet;
THENCE along the northeasterly right-of-way line of Kirkwood Boulevard, a variable with
right-of-way, as described in Dedication Deed to the Town of Westlake as recorded under
instrument No. D208427746, Deed Records of Tarrant County, Texas the following:
Along said curve to the left an arc distance of 229.79 feet to a ½ inch rod found with Graham cap
at the end of said curve;
North 52 degrees 30 minutes 14 seconds west a distance of 32.60 feet to ½ inch iron rod found
with Graham cup beginning of a curve to the right having a central angle of 18 degrees 54
minutes 48 seconds, a radius of 612.00 feet and being subtended by a chord which bears North
43 degrees 02 minutes 03 seconds West a distance of 201.11 feet;
Along said curve to the right an arc distance of 202.02 feet to a ½ inch iron rod found with
Graham cap at the beginning of a compound curve to the right having a central angle of 24
degrees 06 minutes 47 seconds, a radius of 812.00 feet and being subtended by a chord which
bears North 21 degrees 32 minutes 03 seconds West a distance of 339.22 feet;
Along said curve to the right an arc distance of 341.73 feet to a ½ inch iron rod found with
Graham cap at the end of a said curve;
North 09 degrees 28 minutes 39 seconds West a distance of 132.24 feet to a ½ inch iron rod
found with Graham cap at the beginning of a curve to the left having a central angle of 45
degrees 43 minutes 19 seconds, a radius of 708.00 feet and being subtended by a chord which
Ordinance 795
Page 7 of 8
bears North 32 degrees 20 minutes 19 seconds West a distance of 550.11 feet;
Along said curve to the left an arc distance of 564.98 feet to a ½ inch iron rod found with
Graham cap at the end of said curve;
North 55 degrees 11 minutes 58 seconds West a distance of 190.50 feet to a ½ inch iron rod
found with Graham cap;
North 08 degrees 56 minutes 27 seconds West a distance off 21.41 feet to a ½ inch iron rod
found with Graham cap on the easterly right-of-way line of Precinct Line Road, a variable width
right-of-way, as described in Dedication Deed to Town of Westlake as recorded under
Instrument No. D208427746, Deed Records of Tarrant County, Texas and being the beginning of
a non-tangent curve to the left having a central angle of 16 degrees 09 minutes 21 seconds, a
radius of 1,432.50 feet and being subtended by a chord which bears North 27 degrees 07 minutes
42 seconds East a distance of 402.59 feet;
THENCE along the easterly right-of-way line of Precinct Line Road, the following;
Along said curve to the left an arc distance of 403.92 feet to a ½ inch iron rod found with
Graham cap at the end of said curve;
North 18 degrees 47 minutes 24 seconds East a distance of 185.36 feet to a ½ inch iron rod found
with Graham cap;
North 17 degrees 03 minutes 03 seconds East a distance of 322.64 feet to a ½ inch iron rod found
on the southerly right-of-way line of State Highway 114 (a variable width ROW);
THENCE along the southerly right-of-way line of State Highway 114, the following;
North 60 degrees 06 minutes 26 seconds East a distance of 44.54 feet to a Texas Department of
Transportation brass disk in concrete found;
South 71 degrees 03 minutes 32 seconds East a distance of 254.55 feet to a point for corner from
which a Texas Department of Transportation brass disk in concrete found bears North 10 degrees
48 minutes 28 seconds West a distance of 0.43 feet;
South 77 degrees 26 minutes 06 seconds East a distance of 746.74 feet to a Texas Department of
Transportation brass disk in concrete found;
South 71 degrees 03 minutes 31 seconds East a distance of 1443.85 feet to a Texas Department
of Transportation brass disk in concrete found;
South 62 degrees 34 minutes 19 seconds East a distance of 404.34 feet to a Texas Department of
Transportation brass disk in concrete found at the beginning of a curve to the right having a
central angle of 08 degrees 19 minutes 09 seconds, a radius of 2,709.79 feet and being subtended
by a chord which bears South 58 degrees 24 minutes 45 seconds East a distance of 393.11 feet;
Ordinance 795
Page 8 of 8
Along said curve to the right an arc distance of 393.45 feet to a Texas Department of
Transportation brass disk in concrete found;
South 54 degrees 15 minutes 11 seconds East a distance of 399.24 feet to a Texas Department of
Transportation brass disk in concrete found;
South 64 degrees 19 minutes 50 seconds East a distance of 56.55 feet to a 5/8 inch iron rod found
with “Huitt-Zollars” cap at the beginning of a non-tangent curve to the right having a central
angle of 02 degrees 13 minutes 56 seconds, a radius of 2,754.79 feet and being subtended by a
chord which bears South 43 degrees 17 minutes 37 seconds East a distance of 107.32 feet;
Along said curve to the right n arc distance of 107.33 feet to a ½ inch rod found with “Huitt-
Zollars” cap for the northeast corner of Lot 1, Block 1, of the aforementioned
Westlake/Southlake Park Addition No. 1;
THENCE departing the southerly right-of-way line of State Highway 114, North 90 degrees 00
minutes 00 seconds west along the north line of said Lot 1, Block 1, a distance of 2,132.54 feet
to a 5/8 inch iron rod with “Carter-Burgess” cap found for the northwest corner of said Lot 2,
Block 1, Westlake/Southlake Park Addition No. 1;
THENCE South 52 degrees 00 minutes 00 seconds West along the northwesterly line said Lot 2,
Block 1, a distance of 1000.00 feet to a 5/8 inch iron rod with “Carter & Burgess” cap found at
an angle point in the west line of Lot 2, Block 1;
THENCE along the west line of said Lot 2, Block 1, South 00 degrees 00 minutes 00 seconds
East a distance of 168.55 feet to the POINT OF BEGINNING and containing 85.90 acres of
land, more or less.
2595 Dallas Parkway, Suite 204
BGE, Inc.
TBPE Registration No. F-1046
Copyright 2016
Tel: 972-464-4800 ●www.bgeinc.com
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LEGEND
MAGUIRE PARTNERS -
SOLANA LAND L.P.
1800 Valley View Lane, Suite 300
Farmers Branch, Texas 75234
Contact: Michael Beaty
Telephone: (214)-287-9009
BGE, Inc.
Tel: 972-464-4800 ●www.bgeinc.com
Copyright 2016
VESTA CUSTOM HOMES
660 N. Carroll, Suite 110
Southlake, Texas 76092
Contact: Richard Hudson
Telephone: (469) 631-2014
BROWN & GAY ENGINEERS, INC.2529 Dallas Parkway, Suite 204
Frisco, Texas 75034
Contact: Jason Frey, P.E.
MAGUIRE PARTNERS -
SOLANA LAND L.P.
1800 Valley View Lane, Suite 300
Farmers Branch, Texas 75234
Contact: Michael Beaty
Telephone: (214)-287-9009
BGE, Inc.
Tel: 972-464-4800 ●www.bgeinc.com
Copyright 2016
VESTA CUSTOM HOMES
660 N. Carroll, Suite 110
Southlake, Texas 76092
Contact: Richard Hudson
Telephone: (469) 631-2014
BROWN & GAY ENGINEERS, INC.2529 Dallas Parkway, Suite 204
Frisco, Texas 75034
Contact: Jason Frey, P.E.
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2595 Dallas Parkway, Suite 204
BGE, Inc.
TBPE Registration No. F-1046
Tel: 972-464-4800 ●www.bgeinc.com
Copyright 2016
Contact: Jason Frey
Tel: 972-464-4821
VESTA CUSTOM HOMESBLOCK I RESIDENTIALAT WESTLAKE ENTRADABEING 1.022 ACRESTOWN OF WESTLAKE, TARRANT COUNTY, TEXASBROWN & GAY ENGINEERS, INC.660 N. Carroll, Suite 110
VESTA CUSTOM HOMES
DEVELOPER
Contact: Richard Hudson
Tel: 469-631-2014
BLOCK I RESIDENTIALPD SITE PLAN PACKAGEMERRIMAM ASSOCIATES/ARCHITECTS, INC.
300 N. Field Street
Contact: Julianna Turner
Tel: 214-347-7069
C5
MAGUIRE PARTNERS -
SOLANA LAND L.P.
9 Village Circle, Suite 500
Roanoke, Texas 76262
Tel: 972-464-4800 ●www.bgeinc.com
Copyright 2016
VESTA CUSTOM HOMES
660 N. Carroll, Suite 110
Southlake, Texas 76092
Contact: Richard Hudson
Telephone: (469)-631-2014
2595 Dallas Parkway, Suite 204
BGE, Inc.
TBPE Registration No. F-1046
Tel: 972-464-4800 ●www.bgeinc.com
Copyright 2016
Contact: Jason Frey
Tel: 972-464-4821
VESTA CUSTOM HOMESBLOCK I RESIDENTIALAT WESTLAKE ENTRADABEING 1.022 ACRESTOWN OF WESTLAKE, TARRANT COUNTY, TEXASBROWN & GAY ENGINEERS, INC.660 N. Carroll, Suite 110
VESTA CUSTOM HOMES
DEVELOPER
Contact: Richard Hudson
Tel: 469-631-2014
BLOCK I RESIDENTIALPD SITE PLAN PACKAGEMERRIMAM ASSOCIATES/ARCHITECTS, INC.
300 N. Field Street
Contact: Julianna Turner
Tel: 214-347-7069
BGE, Inc.
C6
TOWN OF WESTLAKE GENERAL NOTES
WATER NOTES:
SANITARY SEWER NOTES:
’
STORM DRAIN NOTES:
”
”
GENERAL NOTES
’
“”
GRADING NOTES:
PAVING NOTES:
’
2595 Dallas Parkway, Suite 204
BGE, Inc.
TBPE Registration No. F-1046
Tel: 972-464-4800 ●www.bgeinc.com
Copyright 2016
Contact: Jason Frey
Tel: 972-464-4821
VESTA CUSTOM HOMESBLOCK I RESIDENTIALAT WESTLAKE ENTRADABEING 1.022 ACRESTOWN OF WESTLAKE, TARRANT COUNTY, TEXASBROWN & GAY ENGINEERS, INC.660 N. Carroll, Suite 110
VESTA CUSTOM HOMES
DEVELOPER
Contact: Richard Hudson
Tel: 469-631-2014
BLOCK I RESIDENTIALPD SITE PLAN PACKAGEMERRIMAM ASSOCIATES/ARCHITECTS, INC.
300 N. Field Street
Contact: Julianna Turner
Tel: 214-347-7069
C7
2595 Dallas Parkway, Suite 204
BGE, Inc.
TBPE Registration No. F-1046
Tel: 972-464-4800 ●www.bgeinc.com
Copyright 2016
Contact: Jason Frey
Tel: 972-464-4821
VESTA CUSTOM HOMESBLOCK I RESIDENTIALAT WESTLAKE ENTRADABEING 1.022 ACRESTOWN OF WESTLAKE, TARRANT COUNTY, TEXASBROWN & GAY ENGINEERS, INC.660 N. Carroll, Suite 110
VESTA CUSTOM HOMES
DEVELOPER
Contact: Richard Hudson
Tel: 469-631-2014
BLOCK I RESIDENTIALPD SITE PLAN PACKAGEMERRIMAM ASSOCIATES/ARCHITECTS, INC.
300 N. Field Street
Contact: Julianna Turner
Tel: 214-347-7069
C8
P3
LEGEND
2595 Dallas Parkway, Suite 204
BGE, Inc.
TBPE Registration No. F-1046
Tel: 972-464-4800 ●www.bgeinc.com
Copyright 2016
Contact: Jason Frey
Tel: 972-464-4821
VESTA CUSTOM HOMESBLOCK I RESIDENTIALAT WESTLAKE ENTRADABEING 1.022 ACRESTOWN OF WESTLAKE, TARRANT COUNTY, TEXASBROWN & GAY ENGINEERS, INC.660 N. Carroll, Suite 110
VESTA CUSTOM HOMES
DEVELOPER
Contact: Richard Hudson
Tel: 469-631-2014
BLOCK I RESIDENTIALPD SITE PLAN PACKAGEMERRIMAM ASSOCIATES/ARCHITECTS, INC.
300 N. Field Street
Contact: Julianna Turner
Tel: 214-347-7069
C9
LEGEND
2595 Dallas Parkway, Suite 204
BGE, Inc.
TBPE Registration No. F-1046
Tel: 972-464-4800 ●www.bgeinc.com
Copyright 2016
Contact: Jason Frey
Tel: 972-464-4821
VESTA CUSTOM HOMESBLOCK I RESIDENTIALAT WESTLAKE ENTRADABEING 1.022 ACRESTOWN OF WESTLAKE, TARRANT COUNTY, TEXASBROWN & GAY ENGINEERS, INC.660 N. Carroll, Suite 110
VESTA CUSTOM HOMES
DEVELOPER
Contact: Richard Hudson
Tel: 469-631-2014
BLOCK I RESIDENTIALPD SITE PLAN PACKAGEMERRIMAM ASSOCIATES/ARCHITECTS, INC.
300 N. Field Street
Contact: Julianna Turner
Tel: 214-347-7069
C10
LEGEND
2595 Dallas Parkway, Suite 204
BGE, Inc.
TBPE Registration No. F-1046
Tel: 972-464-4800 ●www.bgeinc.com
Copyright 2016
Contact: Jason Frey
Tel: 972-464-4821
VESTA CUSTOM HOMESBLOCK I RESIDENTIALAT WESTLAKE ENTRADABEING 1.022 ACRESTOWN OF WESTLAKE, TARRANT COUNTY, TEXASBROWN & GAY ENGINEERS, INC.660 N. Carroll, Suite 110
VESTA CUSTOM HOMES
DEVELOPER
Contact: Richard Hudson
Tel: 469-631-2014
BLOCK I RESIDENTIALPD SITE PLAN PACKAGEMERRIMAM ASSOCIATES/ARCHITECTS, INC.
300 N. Field Street
Contact: Julianna Turner
Tel: 214-347-7069
C11
LEGENDLEGEND
2595 Dallas Parkway, Suite 204
BGE, Inc.
TBPE Registration No. F-1046
Tel: 972-464-4800 ●www.bgeinc.com
Copyright 2016
Contact: Jason Frey
Tel: 972-464-4821
VESTA CUSTOM HOMESBLOCK I RESIDENTIALAT WESTLAKE ENTRADABEING 1.022 ACRESTOWN OF WESTLAKE, TARRANT COUNTY, TEXASBROWN & GAY ENGINEERS, INC.660 N. Carroll, Suite 110
VESTA CUSTOM HOMES
DEVELOPER
Contact: Richard Hudson
Tel: 469-631-2014
BLOCK I RESIDENTIALPD SITE PLAN PACKAGEMERRIMAM ASSOCIATES/ARCHITECTS, INC.
300 N. Field Street
Contact: Julianna Turner
Tel: 214-347-7069
C12
LEGEND
2595 Dallas Parkway, Suite 204
BGE, Inc.
TBPE Registration No. F-1046
Tel: 972-464-4800 ●www.bgeinc.com
Copyright 2016
Contact: Jason Frey
Tel: 972-464-4821
VESTA CUSTOM HOMESBLOCK I RESIDENTIALAT WESTLAKE ENTRADABEING 1.022 ACRESTOWN OF WESTLAKE, TARRANT COUNTY, TEXASBROWN & GAY ENGINEERS, INC.660 N. Carroll, Suite 110
VESTA CUSTOM HOMES
DEVELOPER
Contact: Richard Hudson
Tel: 469-631-2014
BLOCK I RESIDENTIALPD SITE PLAN PACKAGEMERRIMAM ASSOCIATES/ARCHITECTS, INC.
300 N. Field Street
Contact: Julianna Turner
Tel: 214-347-7069
C1
C13
2595 Dallas Parkway, Suite 204
BGE, Inc.
TBPE Registration No. F-1046
Tel: 972-464-4800 ●www.bgeinc.com
Copyright 2016
Contact: Jason Frey
Tel: 972-464-4821
VESTA CUSTOM HOMESBLOCK I RESIDENTIALAT WESTLAKE ENTRADABEING 1.022 ACRESTOWN OF WESTLAKE, TARRANT COUNTY, TEXASBROWN & GAY ENGINEERS, INC.660 N. Carroll, Suite 110
VESTA CUSTOM HOMES
DEVELOPER
Contact: Richard Hudson
Tel: 469-631-2014
BLOCK I RESIDENTIALPD SITE PLAN PACKAGEMERRIMAM ASSOCIATES/ARCHITECTS, INC.
300 N. Field Street
Contact: Julianna Turner
Tel: 214-347-7069
Page 1 of 2
estlake Town Council
TYPE OF ACTION
Regular Meeting - Consent
Westlake Town Council Meeting
Monday, September 19, 2016
TOPIC: Consider and ordinance to update the Solana Public Improvement District
Service and Assessment Plan and Assessment Roll
STAFF CONTACT: Jarrod Greenwood, Public Works Director/Asst. to the Town Manager and
Debbie Piper, Finance Director
Strategic Alignment
Vision, Value, Mission Perspective Strategic Theme & Results Outcome
Objective
Fiscal Responsibility Fiscal
Stewardship
Exemplary Service &
Governance - We set the
standard by delivering
unparalleled municipal and
educational services at the
lowest cost.
Increase
Transparency,
Accessibility &
Communications
Strategic Initiative
Outside the Scope of Identified Strategic Initiatives
Time Line - Start Date: September 19, 2016 Completion Date: September 18, 2017
Funding Amount: N/A Status - N/A Source - N/A
EXECUTIVE SUMMARY (INCLUDING APPLICABLE ORGANIZATIONAL HISTORY)
The Solana Public Improvement District for the Entrada developemnt was created by Resolution
14-07 by Town Council on February 24, 2014. In order to levy of assessment on property within
the PID, Town Council adopted Ordinance No. 741 approving the Solana Pubic Improvement
District Service and Assessment Plan and Assessment Roll. Sections 372.013 and 372.014 of the
Public Improvement District Assessment Act, Chapter 372, Texas Local Government Code (the
“PID Act”) require that Service and Assessment Plans and Assessment Rolls to be reviewed and
updated annually. Council approved Ordinance752 that provided the first annual update to the
SAP at the September 21, 2015 Regular Council meeting.
Page 2 of 2
RECOMMENDATION
Recommend approving the proposed Ordinance accepting the Service Assessment Plan as
presented.
ATTACHMENTS
Ordinance
Annual Service Plan Update and updated Assessment Roll will be provided at the Town Council
meeting under separate cover.
Ordinance 796
Page 1 of 3
TOWN OF WESTLAKE
ORDINANCE NO. 796
SOLANA PUBLIC IMPROVEMENT DISTRICT SUPPLEMENTAL SERVICE AND
ASSESSMENT PLAN AND ASSESSMENT ROLL.
A SUPPLEMENTAL ORDINANCE OF THE TOWN COUNCIL OF THE TOWN OF
WESTLAKE UPDATING THE SOLANA PUBLIC IMPROVEMENT DISTRICT OF
THE TOWN OF WESTLAKE SERVICE AND ASSESSMENT PLAN AND
ASSESSMENT ROLL.
WHEREAS, by Resolution 14-07 adopted on February 24, 2014, after notice and a
public hearing in the manner required by law, the Town Council of the Town of Westlake, Texas
approved a resolution authorizing the creation of the Solana Public Improvement District of the
Town of Westlake; and
WHEREAS, the Town Council, pursuant to Section 372. 016(b) of the PID Act,
published notice of the Levy and Assessment Hearing on December 22, 2014 in The Star-
Telegram, a newspaper of general circulation in the Town; and
WHEREAS, on January 15, 2015, after notice and a public hearing conducted in the
manner required by law, the Town Council adopted Ordinance No. 741 approving the Solana
Public Improvement District Service and Assessment Plan and Assessment Roll and the levy of
assessments on property in the District; and
WHEREAS, on January 15, 2015, the Town Council convened the Levy and Assessment
Hearing and adopted Ordinance No. 743, authorizing the issuance of bonds secured by the
assessments levied pursuant to the Assessment Ordinance; and
WHEREAS, The Service and Assessment Plan and Assessment Roll is required to be
reviewed and updated annually as described in Sections 372.013 and 372.014 of the Public
Improvement District Assessment Act, Chapter 372, Texas Local Government Code (the “PID
Act”) PID Act; and
WHEREAS, the Town Council now desires to proceed with the adoption of this
Ordinance for the Annual Service Plan Update and the updated Assessment Roll attached
thereto, in conformity with the requirements of the PID Act; and
WHEREAS, the Town Council finds the passage of this Ordinance to be in the best
interest for the citizens of Westlake.
Ordinance 796
Page 2 of 3
NOW, THEREFORE, BE IT ORDAINED BY THE TOWN COUNCIL OF THE TOWN
OF WESTLAKE, TEXAS:
SECTION 1: That all matters stated in the preamble are found to be true and correct and
are incorporated herein as if copied in their entirety.
SECTION 2: That the Solana Annual Service Plan Update and updated Assessment
Roll attached hereto as Exhibit A are hereby accepted as provided.
SECTION 3: If any portion of this Ordinance shall, for any reason, be declared invalid
by any court of competent jurisdiction, such invalidity shall not affect the remaining provisions
hereof and the Council hereby determines that it would have adopted this Ordinance without the
invalid provision
SECTION 4: That this Ordinance shall be cumulative of all other Town Ordinances
and all other provisions of other Ordinances adopted by the Town which are inconsistent with
the terms or provisions of this Ordinance are hereby repealed.
SECTION 5: That any person, firm or corporation violating any of the provisions or
terms of this ordinance shall be subject to the same penalty as provided for in the Code of
Ordinances of the Town of Westlake, and upon conviction shall be punishable by a fine not to
exceed the sum of Five Hundred dollars ($500.00) for each offense. Each day that a violation is
permitted to exist shall constitute a separate offense.
SECTION 6: It is hereby declared to be the intention of the Town Council of the Town
of Westlake, Texas, that sections, paragraphs, clauses and phrases of this Ordinance are
severable, and if any phrase, clause, sentence, paragraph or section of this Ordinance shall be
declared legally invalid or unconstitutional by the valid judgment or decree of any court of
competent jurisdiction, such legal invalidity or unconstitutionality shall not affect any of the
remaining phrases, clauses, sentences, paragraphs or sections of this Ordinance since the same
would have been enacted by the Town Council of the Town of Westlake without the
incorporation in this Ordinance of any such legally invalid or unconstitutional, phrase, sentence,
paragraph or section.
Ordinance 796
Page 3 of 3
SECTION 7: This ordinance shall take effect immediately from and after its passage as
the law in such case provides.
PASSED AND APPROVED ON THIS 19TH DAY OF SEPTEMBER, 2016.
_____________________________
ATTEST: Laura Wheat, Mayor
____________________________ ______________________________
Kelly Edwards, Town Secretary Thomas E. Brymer, Town Manager
APPROVED AS TO FORM:
____________________________
L. Stanton Lowry, Town Attorney
Page 1 of 4
estlake Town Council
TYPE OF ACTION
Regular Meeting - Action Item
Westlake Town Council Meeting
Monday, September 19, 2016
TOPIC: Conduct a Public Hearing and Consideration of Ordinance, Adopting the Town of Westlake
Estimated Budget for the fiscal year ending September 30, 2016, Adopting the Proposed Budget
for the fiscal Year ending September 30, 2017 including an Investment Policy, Pay Plan Policy,
Fiscal and Budgetary Policies, Restricted, Committed and Assigned Fund Balances, and
Providing Authorization to the Town Manger to approve appropriated funds up to $50,000.
STAFF CONTACT: Tom Brymer, Town Manager
Debbie Piper, Finance Director
Strategic Alignment
Vision, Value, Mission Perspective Strategic Theme & Results Outcome Objective
Fiscal Responsibility Fiscal Stewardship
Exemplary Service &
Governance - We set the
standard by delivering
unparalleled municipal and
educational services at the
lowest cost.
Increase
Transparency,
Accessibility &
Communications
Strategic Initiative
Maintain Receipt of Various Financial Awards for both Municipal and Academic Services
Time Line - Start Date: October 1, 2016 Completion Date: September 30, 2017
Funding Amount: $37,804,971 Status - Funded Source - Multiple Sources - see
comments below
The Town of Westlake’s Proposed FY 2016-2017 budget totals $37,804,971 for all funds (including
$1,338,921 transfers in from fund balance for operating and capital projects).
EXECUTIVE SUMMARY (INCLUDING APPLICABLE ORGANIZATIONAL HISTORY)
The selection of any budget theme is intended to bring into focus how resources are recommended for
prioritization and used in order to take the next step in achieving or creating our vision, mission and
community values for Westlake. With development now occurring in Westlake, we believe that we are
still Forging Westlake. However, we are now not only planning for those identified changes, but we are
Page 2 of 4
managing and dealing with the impact. For that reason, the Proposed FY16-17 budget theme is a
continuation and expansion of our previous budgets - “Forging Westlake, Managing the Impact of
Growth”.
The FY 16/17 proposed budgeted amount totals $37,804,971 for all funds (including a planned use of
$1,338,921 of transfers in from fund balance for capital projects and operating needs).
This represents a 4% fund balance decrease of $738,339 from the FY 2015/16 estimated budget. If only
municipal operating expenses were taken into consideration (removal of all expenses related to capital
projects/outlay, Westlake Academy and inter-fund transfers), the FY 2016/17 proposed budget would
show an increase of $988,665 (7%) in municipal expenditures from the FY 2015/16 estimates. The major
portion of the increase is attributed to the reorganization within the planning and inspections department
with the addition of staff to accommodate our growth in development.
Since our presentation at the workshop in August of 2016, the following changes are notable as it relates
to the budget numbers discussed at that time. Staff reviewed our service delivery programs and the cost
associated with each line-item and adjusted the workshop numbers based on this review. The total
revenues for FY 2016-2017 were increased by approximately $350K; expenditures reduced by $137K and
ending fund balance for all funds was increased by $482K.
General Fund
• Revenues increased approximately $243K
o Re-evaluation of our permitting and fee revenues
• Expenditures increased by $78K
o Increase of $45K due to further payroll calculations
o Increase of service line items, i.e. Training and Attorney
Enterprise Fund
• Revenues increased by $61K
o Primarily due to further analysis of the Utility Fund line-items
• Expenditures decreased by $80K
o $96K project (TRA Assumption of N-1 Sewer Line) being moved from FY 15-16 to the
new fiscal year
o Reduction of $200K transfer to Utility Maintenance and Replacement Fund
o Addition of $15K to various Repair/Maintenance and Service line-item
Internal Service Funds
• Revenues decreased by $460K
o Reduction of the transfer in from the Utility fund of $200K
o Re-evaluation of the Glenwyck ductbank project which included contributions of $260K.
If this project has support from Glenwyck Farms HOA, the Town would seek payment
prior to the Town executing a contract.
• Expenditures decreased by $675K
o Based on reduction of the $720K Glenwyck ductbank project. This project is under
discussion with the HOA/residents and may be brought back as a capital project at a later
date.
o Addition of a sewer easement cleaning machine at $45K
Page 3 of 4
Special Revenue Funds
• Revenues increased approximately $272K
o Re-evaluation of future $10K lot payments being received in the Economic Development
Fund
• Expenditures increased by $680K
o Based on the above lot fees being transferred out to the Westlake Academy Expansion fund
for future use
o Addition of PID (local) expenditures of $453K that will be used for consultant and legal
fees as well as construction costs. . (Inspection fees of $744K were received in FY 15/16
and will be used for these services)
Capital Projects Funds
• Revenues increased by $240K
o Additional lot fees transferred to the WA Expansion fund
o Additional $10K contribution related to the Solana/FM1938 Signalization
• Expenditures decreased by $148K
o Reduction of the fire station expenditure of approximately $436K based on updated
numbers from the CIP
o Additional expense of the Dove Road/FM 1938 signalization of $260K
Below are the variances from the numbers discussed at the workshop related to the Amended Budget for
FY 2015-2016. Staff has again reviewed the final numbers as it gets closer to the end of the fiscal year.
Revenues were decreased by $627K with the detail of each fund noted below with expenditures
decreasing $716K which reduced fund balance by $168K.
General Fund
• Revenues increased by $154K
o Primarily due to building permits/fees determined by actual amounts received to-date
• Expenditures were reduced by $186K
o Mostly due to the review of payroll at year-end and the reduction of salary and related
benefits related to positions that were not filled at all or not filled until year-end but
budgeted for the whole year as well as a review of various line-items that were not
expended by year-end.
Enterprise Funds
• Revenues increased by $9K
• Expenditures decreased by $165K
o Capital project of $96K being moved to FY 16-17 (N-1 Assumption of Sewer Line)
o Reduction of $45K for various services, i.e. training, pump station repair, etc. that will not
be used prior to year-end
o Reduction of $24K for the same reason as above
Internal Service Funds
• Revenues increased by $7K
• Expenditures decreased by $107K
o Review of current projects budgeted there will not be completed by year-end or was not
needed, i.e. budget for HVAC unit, etc.
Page 4 of 4
Special Revenue Funds
• Revenues decreased by $547K
o Contribution of $10K/lot being moved to next fiscal year
• Expenditures decreased by $313K
o Transfer out of the $10K/lot being moved to next fiscal year
o Budgeting $265K for the PID (Local) fund for consultant, engineering and legal fees.
Capital Projects Fund
• Revenues decreased by $251K
o Reduction of the transfer in of $530K related to the $10K/lot
o $280K contribution for signalization for Dove Rd/FM 1938
• Expenditures increased by $56K
o Increase of the Solana signal project which we weren’t sure would be paid in the current
fiscal year until recently
o Reduction of $100K that was inadvertently included in the Fire Station capital project
Other items of note include the proposed raising of the authorized expenditures by the Town Manager
from $25K to $50K. This will help facilitate construction contracts related to the fire station as we
anticipate there will be certain expenditures associated with this project that may be approved by the
Town Manager and that are consistent with the budgetary projections.
As a final note, the ad valorem property tax rate is proposed to be $0.13695 per $100 valuation which is a
reduction of $0.01939 in comparison to our previous year’s tax rate. This number represents the
calculated effective tax rate based upon our current residential and commercial tax base.
RECOMMENDATION
This Public Hearing has been advertised as required by law. The recommendation is to first conduct and
close the Public Hearing, followed by Council discussion as needed. Additionally, it is recommended to
adopt the FY 2016/17 municipal budget as proposed and approve the estimated FY 2015/16 amended
budget.
ATTACHMENTS
Proposed FY 2016/17 Municipal Budget
Ordinance
Ordinance 797
Page 1 of 2
TOWN OF WESTLAKE
ORDINANCE NO. 797
AN ORDINANCE OF THE TOWN COUNCIL OF THE TOWN OF WESTLAKE, TEXAS,
REVISING THE BUDGET FOR THE 2015-2016 FISCAL YEAR; ADOPTING THE
BUDGET FOR THE TOWN OF WESTLAKE, TEXAS FOR THE FISCAL YEAR
BEGINNING OCTOBER 1, 2016 AND ENDING SEPTEMBER 30, 2017 INCLUDING
INVESTMENT POLICY, PAY PLAN POLICY, FISCAL AND BUDGETARY POLICIES,
RESTRICTED, COMMITTED AND ASSIGNED FUND BALANCES; PROVIDING
AUTHORIZATION TO THE TOWN MANGER TO APPROVE APPROPRIATED FUNDS
UP TO $50,000; PROVIDING THAT THE BUDGET TO BE KEPT IN CITY
SECRETARY’S OFFICE; PROVIDING FOR A SEVERABILITY CLAUSE; AND
PROVIDING FOR AN EFFECTIVE DATE.
WHEREAS, public notice of a public hearing on the proposed annual budget, stating the
date, time, and place and subject matter of the public hearing, was given as required by the laws of
the State of Texas and; and
WHEREAS, a public hearing was duly held and all interested persons were given an
opportunity to be heard for or against any item therein on September 19,2016; and,
WHEREAS, as required by Texas Local Government Code 102.002, the budget officer has
prepared a municipal budget to cover the proposed expenditures of the municipal government for
the succeeding year; and,
WHEREAS, the Town Council finds that the passage of this Ordinance is in the best
interest of the citizens of Westlake.
NOW, THEREFORE, BE IT ORDAINED BY THE TOWN COUNCIL OF THE TOWN OF
WESTLAKE, TEXAS:
SECTION 1: That, all matters stated in the Recitals hereinabove are found to be true and
correct and are incorporated herein by reference as if copied in their entirety
SECTION 2: That the Town Council hereby adopts the revised budget for the fiscal year
beginning October 1, 2015 and ending September 30, 2016 as shown within Exhibit “A.”
SECTION 3: That the Town Council does hereby approve the proposed Municipal Budget
attached as Exhibit “A”, adopting the budget for the fiscal year beginning October 1, 2016 and
ending September 30, 2017.
SECTION 4: That the Town Council hereby gives the Town Manager authorization to
approve any appropriated funds up to the amount of $50,000.
Ordinance 797
Page 2 of 2
SECTION 5: That a copy of the official adopted 2016-2017 budget document shall be kept
on file in the office of the Town Secretary.
SECTION 6: If any portion of this Ordinance shall, for any reason, be declared invalid by
any court of competent jurisdiction, such invalidity shall not affect the remaining provisions hereof
and the Council hereby determines that it would have adopted this Ordinance without the invalid
provision.
SECTION 7: That this Ordinance shall become effective from and after its date of passage.
PASSED AND APPROVED ON THIS 19th DAY OF SEPTEMBER 2016.
ATTEST: ________________________________
Laura L. Wheat, Mayor
_______________________________ _________________________________
Kelly Edwards, Town Secretary Thomas E. Brymer, Town Manager
APPROVED AS TO FORM:
_____________________________
L. Stanton Lowry, Town Attorney
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TOWN OF WESTLAKE
FISCAL YEAR 2016-2017
ANNUAL BUDGET
This budget will raise more revenue from property taxes than last
year’s budget by an amount of $68,866, which is a 4.84 percent
increase from last year’s budget.
The property tax revenue to be raised from new property added to
the tax roll this year is $77,048.
PROPERTY TAX RATE COMPARISON
Tax Rate
Proposed
FY 16/17
Adopted
FY 15/16
Property Tax Rate $0.13695/100 $0.15634/100
Effective Tax Rate $0.13695/100 $0.15677/100
Effective Maintenance & Operations Tax Rate $0.13724/100 $0.14586/100
Rollback Tax Rate $0.16467/100 $0.18510/100
Debt Rate $0.00813/100 $0.01687/100
MUNICIPAL DEBT OBLIGATIONS
The total amount of outstanding municipal debt obligations (including
principal and interest) secured by property taxes is $88,633.
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1 I NTRODUCTION 1
2 E XECUTIVE S ECTION 26
3 A LL F UNDS F INANCIAL 69
4 G ENERAL F UND 101
5 E NTERPRISE F UNDS 189
6 I NTERNAL S ERVICE F UNDS 201
7 S PECIAL R EVENUE F UNDS 217
8 D EBT S ERVICE 241
9 W ESTLAKE A CADEMY 253
10 C APITAL P ROJECTS 289
11 C APITAL I MPROVEMENT P LAN 301
12 P OLICY S ECTION 340
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The Government Finance Officers Association of the United States and Canada (GFOA) has
presented a Distinguished Budget Presentation Award to the Town of Westlake for its annual
budget for the fiscal year beginning October 1, 2015.
In order to receive this award, a governmental unit must publish a budget document that meets
program criteria as a policy document, as an operations guide, as a financial plan, and as a
communication device.
This award is valid for a period of one year only. We believe our current budget continues to
conform to program requirements, and we are submitting it to GFOA to determine its eligibility for
another award.
G.F.O.A. DISTINGUISHED BUDGET A WARD
1
G.F.O.A. DISTINGUISHED BUDGET AWARD
The Government Finance Officers Association of the United States and Canada (GFOA) presented a
Distinguished Budget Presentation Award to the Town of Westlake for its annual budget for the fiscal year
beginning October 1, 2014. The Town has received this award for eight consecutive years (fiscal years
beginning 2007 through 2015). In order to receive this award, the Town must publish a budget document
that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a
communications device.
T HE BUDGET AS A POLICY DOCUMENT (SCORE 81.67%)
This criterion involves including a Town-wide statement of budget policies, goals and objectives for the
year, and an explanation of the budgeting process to the reader, describing the short-term and
operational policies that guide the development of the budget. The criterion also relates to the longer -
term Town-wide policies that are expected to continue in effect for a number of years. The budget award
criterion also requires the inclusion of a budget message and/or transmittal letter by the Town Manager.
T HE BUDGET AS A FINANCIAL PLAN (SCORE 80.00%)
This criterion involves including an explanation of the financial structure and operations of the Town, and
the Town's major revenue sources and fund structure. The budget should contain an all -inclusive financial
plan for all funds and resources of the Town, including projections of financial condition at the end of the
fiscal year, projections of current year financial activity, and provide a basis for historical comparisons. The
budget should also present a consolidated picture of all operations and financing activities in a
condensed format and an explanation of the budgetary accounting basis, whether prepared on a
generally accepted accounting principles (GAAP) basis, cash basis, modified accrual basis, or any other
acceptable method.
T H E BUDGET AS AN OPERATIONS GUIDE (SCORE 87.50%)
This criterion involves including information in the document explaining the relationship between
organizational units (departments) and programs; including an organization chart, a description of the
departmental organizational structure and staffing levels, and historical comparisons of staffing levels;
explaining how capital spending decisions will affect operations; providing objectives and performance
measures; and describing the general directions given to department heads through the use of goals and
objectives, reorganizations, statement of functions, or other methods.
T HE BUDGET AS A COMMUNICATIONS DEVICE (SCORE 84.72%)
This criterion relates to having the budget document available for public inspection; providing summary
information suitable for use by interested citizens and/or the media; avoiding the use of complex
technical language and terminology; explaining the basic units of the budget, including funds,
departments or activities; and disclosing sources of revenues and explanations of revenue estimates and
assumptions. The intent is to enhance the communication aspects of the budget document, so that
information in the budget can be communicated to a reader with a non-financial background. This
award is valid for a period of one year only. We believe our current budget document continues to
conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another
award.
2
VISION STATEMENT
An oasis of natural beauty that maintains our open spaces in
balance with distinctive developments, trails, and quality of life
amenities amidst an ever expanding urban landscape.
VISION POINTS
~ A S ENSE OF P LACE ~
Distinctive neighborhoods, architecturally vibrant
corporate campuses, grazing longhorns, soaring red-tailed
hawks, meandering roads and trails, lined with natural
stone and native oaks.
~ W E ARE L EADERS ~
A premiere place to live, leadership in
public education, corporate and governmental
partnerships, and high development standards.
~ W E ARE A C ARING C OMMUNITY~
Informed residents, small town charm
and values, historical preservation.
~ E XEMPLARY G OVERNANCE ~
Town officials, both elected and
appointed, exhibit respect, stewardship,
vision, and transparency.
~ S ERVICE E XCELLENCE ~
Public service that is responsive and professional, while
balancing efficiency, effectiveness and financial
stewardship.
3
VALUE STATEMENTS
Transparent / Integrity-driven Government
Fiscal Responsibility
Family Friendly & Welcoming
Educational Leaders
Sense of Community
Innovation
Strong Aesthetic Standards
Informed & Engaged Citizens
Preservation of our Natural Beauty
Planned / Responsible Development
MISSION STATEMENT
Westlake is a unique community blending preservation of our
natural environment and viewscapes, while serving our residents
and businesses with superior municipal and academic services that
are accessible, efficient, cost-effective, and transparent.
MISSION TAG LINE
One-of-a-kind community; natural oasis –
providing an exceptional level of service.
4
WESTLAKE COUNCIL MEMBERS
Mayor Laura Wheat lwheat@westlake-tx.org
Mayor Pro-Tem Carol Langdon clangdon@westlake-tx.org
Council Member Michael Barrett mbarrett@westlake-tx.org
Council Member Alesa Belvedere abelvedere@westlake-tx.org
Council Member Rick Rennhack rrennhack@westlake-tx.org
Council Member Wayne Stoltenberg wstoltenberg@westlake-tx.org
WESTLAKE BOARDS & COMMISSIONS
Westlake Historical Preservation Society
Westlake Academy Foundation
Planning & Zoning Commission
Texas Student Housing Authority
4B Economic Development Board
Arbor Day Advisory Committee
Public Arts Committee
5
WESTLAKE ADMINISTRATIVE PERSONNEL
T OWN M ANAGER’S O FFICE
Tom Brymer Town Manager tbrymer@westlake-tx.org 817-490-5720
Amanda DeGan Asst. Town Manager adegan@westlake-tx.org 817-490-5715
T OWN S ECRETARY’S O FFICE
Kelly Edwards Town Secretary kedwards@westlake-tx.org 817-490-5710
Tanya Morris Assistant tmorris@westlake-tx.org 817-490-5741
F INANCE D EPARTMENT
Debbie Piper Director dpiper@westlake-tx.org 817-490-5712
Jaymi Ford Supervisor jford@westlake-tx.org 817-490-5721
Marlene Rutledge Acctg Technician II mrutledge@westlake-tx.org 817-490-5737
Melinda Brown Acctg Technician II mbown@westlake-tx.org 817-490-5728
M UNICIPAL C OURT
Sharon Wilson Administrator swilson@westlake-tx.org 817-490-5746
Troy Crow Marshal tcrow@westlake-tx.org 817-490-5716
Martha Solis Deputy Clerk msolis@westlake-tx.org 817-490-5748
Christine Ellis Court Clerk cellis@westlake-tx.org 817-490-5747
C OMMUNICATIONS AND C OMMUNITY A FFAIRS
Ginger Awtry Director gawtry@westlake-tx.org 817-490-5710
H UMAN R ESOURCES AND A DMINISTRATIVE S ERVICES
Todd Wood Director twood@westlake-tx.org 817-490-5711
Dana Thomas Generalist dthomas@westlake-tx.org 817-490-5734
P ARKS & R ECREATION AND F ACILITIES M AINTENANCE
Troy Meyer Director tmeyer@westlake-tx.org 817-490-5735
Kerry Wade Assistant kwade@westlake-tx.org 817-490-5768
P LANNING A ND D EVELOPMENT
Eddie Edwards Director eedwards@westlake-tx.org 817-490-5726
Joel Enders Coordinator jender@westlake-tx.org 817-490-5738
Lauri Tillman Representative ltillman@westlake-tx.org 817-490-5730
P UBLIC W ORKS
Jarrod Greenwood Director jgreenwood@westlake-tx.org 817-490-5720
Paul Andreason Technician pandreason@westlake-tx.org 817-490-5731
Sherry Lewis Coordinator slewis@westlake-tx.org 817-490-5732
E MERGENCY S ERVICES
Richard Whitten Fire Chief rwhitten@westlake-tx.org 817-490-5785
Shawn Fannan Lieutenant sfannan@westlake-tx.org 817-490-5783
Daniel Robertson Lieutenant drobertson@westlake-tx.org 817-490-5783
Aaron Wilson Lieutenant awilson@westlake-tx.org 817-490-5783
I NFORMATION T ECHNOLOGY
Jason Power Director jpower@westlakeacademy.org 817-490-5750
Ray Workman Technician rworkman@westlakeacademy.org 817-490-5751
Mitch Wells Technician mwells@westlakeacademy.org 817-490-5752
6
Community
Profile
7
Section 1 Introduction
Community Profile
GENERAL INFORMATION
Westlake is an oasis of natural beauty that maintains open spaces in balance with distinctive
development, trails, and quality of life amenities amidst an ever expanding urban landscape.
Nestled in the DFW Metroplex, Westlake is a Gold Level Scenic City and home to many small
independent businesses and several corporate campuses
Distinctive developments and architecturally vibrant corporate campuses find harmony
among our meandering roads and trails, lined with native oaks and stone walls. We are
leaders in education, known for our innovative partnerships between the Town -operated
Charter school and our corporate neighbors.
We strive to maintain strong aesthetic standards and preserve the natural beauty in our town.
Hospitality finds its home in Westlake, as a community, we are family friendly, welcoming, fully
involved and invested in our rich heritage, vibrant present and exciting, sustainable future.
LOCATION
Westlake is conveniently located between DFW Airport and Alliance Airport, on the south side
of State Highway 114, providing quick, easy access to all areas of the Dallas-Ft. Worth
Metroplex. The unique location of Westlake is ideal for many of its major corporate campuses
and residential communities. A common ideal shared by our corporate and individual
residents is their support of the existing character and charm of the community as well as a
commitment to excellence in new development.
8
Section 1 Introduction
Community Profile
HISTORY OF WESTLAKE
Early Settlers… 1847
The Town of Westlake was settled by Charles and Matilda Medlin when they arrived in the area with
about 20 other families in 1847. They initially settled along Denton Creek but moved south to higher
ground after weathering ferocious floods from the creek. Until 1997, the three-story Medlin barn was
a local historic landmark. When it had to be removed, after what was believed to be 130 years of
use, for safety concerns. Legends include those of Sam Bass and Bonnie and Clyde hiding in the
barn.
The 1930’s…
In the late 1930s, Ted Dealey, turned his attention to a lush and untouched piece of the Cross Timbers
region. It was there he built a stunning country place designed by prominent architect, Charles
Dilbeck. This place was known as the 220 Ranch. The Dealey Home, which has been relocated to a
new location off Dove Road, is now known as Paigebrooke Farm.
In the beginning…
The Town of Westlake has a fascinating history. The geographic
region, known as the place where the cross timbers met the
prairie, holds tales of settlers from the Peters Colony, Indian
treaties signed by Sam Houston, tremendous archeological
treasures, and some of the oldest settlements in north Texas.
The region has always been known for its natural bounty, its
trade value, and its wonderful people. The Town of Westlake
and northeast Tarrant County has maintained that distinction
over the years, becoming one of the most desirable and
sought after places to live in America.
The 1870’s…
Dove Road was the cardinal road between Grapevine and
Roanoke. The road took its name from the Dove Community
which was located between the two towns. Dove Road
originated in the 1870’s and got its name from the Lonesome
Dove Baptist Church located in the community.
9
Section 1 Introduction
Community Profile
The 1940’s – 1950’s
It was late in the 1940’s after World War II, at about the same
time that Dealey built his home, that Circle T Ranch had its
beginnings with J. Glenn Turner. He used the place to raise
and train Tennessee Walking horses, and as a retreat and
showplace. Circle T Ranch was expanded throughout the
1950’s to approximately 2,300 acres.
In 1955, there were rumors of an attempt to annex Circle T
Ranch; as a defensive move, J Glenn Turner organized the
neighboring ranches and homeowners in the surrounding
community into forming their own city.
On the 27th day of December in1956, citizens attended a meeting to declare the Town of Westlake
into existence thru incorporation and to swear in the first Board of Aldermen. The area included
what is known today as Westlake, plus the area north, to the northern shore of Denton Creek. This
northern land was annexed from Westlake and formed the town of Trophy Club in the 1970’s.
The 1960’s…
In 1969, the Circle T Ranch was purchased by oil millionaire
Nelson Bunker Hunt. The ranch became known for its
glamorous parties attended by celebrities from all over the
world.
The 1970s …
In the early 1970’s, the state decided to name one of Westlake’s well-known streets after the person
who was living in the first house on the road. That person was J.T. Ottinger. Also in the early 1970s,
Houston developer and professional golfer Ben Hogan approached Westlake about building a golf
course, country club, and a housing development. In 1973, Westlake deannexed what is now known
as the Town of Trophy Club, clearing the way for the upscale housing development and golf course.
The 1980’s …
In the mid-1980s, IBM built Solana, the multi use office
complex. IBM maintained a large presence for over 10
years. At that time, several of the office buildings
became available for use by other corporations.
Eventually, IBM sold its partnership interest.
10
Section 1 Introduction
Community Profile
The 1990’s …
In 1989, Nelson Bunker Hunt declared bankruptcy
and the Circle T Ranch was purchased by Ross
Perot Jr. in 1993. In 1997, to the dismay of
residents, there was an attempt to dissolve the
Town of Westlake. Many court battles, including
appeals to the Texas Supreme Court, were
waged as emotions rose. Ultimately Town
leadership prevailed. In 1999, the Town hired the
first professional manager to oversee operations.
The 2000’s …
2000 The Westlake Historical Preservation Society was established for the purpose of recording
and preserving the rich history of the Town of Westlake.
2002 VIP’s and residents of Westlake gather at the site of the new Westlake Academy to help
raise the first wall of the school. Westlake approved the purchase of the first fire truck and
ambulance. Westlake Historical Preservation Society holds the first Annual Decoration
Day on Memorial Day. Westlake Academy opens.
2006 Celebrations began to commemorate the 50th anniversary of the incorporation of
Westlake in December 1956.
2007 The Town of Westlake dedicated and sealed a time capsule containing a variety of
special items. This time capsule will remain sealed until September 8, 2057, during the
town's 100th anniversary celebration.
2009 Deloitte University announces Westlake as the site for its $300 million learning and
leadership center. Westlake Academy Arts & Sciences Center was completed.
2010 Westlake’s first gas well was successfully drilled in Solana.
2011 New retail growth began along the Town’s western boundary with construction of a new
Quick Trip convenience store and a Centennial Fine Wine & Liquor store.
2013 The Town’s open enrollment charter school, Westlake Academy, completed its 10th year
of operations. Completed construction on the State’s $15 Million Phase 1 FM 1938 project.
2014 Installation of a secondary ground storage water tank. Completed Phase I expansion
construction of three buildings on the Westlake Academy campus that will
accommodate new students.
2015 Work began on Granada, a new 84 home housing development, and Entrada, a mixed-
use development modeled after historic villages in Spain.
2016 Charles Schwab Corporation, working with major Westlake land owner and developer
Hillwood Properties, announced their intention to build a regional headquarters which will
be adjacent to a mixed use development that Hillwood will develop located near the
intersection of SH170 and SH114.
11
Section 1 Introduction
Community Profile
WESTLAKE LOCAL GOVERNMENT
The Town of Westlake was incorporated in 1956 as a Type A general-law municipality under the
rules of the state of Texas. The Town operates under the Council-Manager form of government.
The Council is comprised of a mayor and five (5) council members and is responsible for, among
other things, passing ordinances, adopting the budget, appointing committees, and hiring the
Town Manager. The Mayor and Town Council members serve two (2) year terms. All elected
officials are elected at large for a two year staggered term each May.
The Town Manager is responsible for carrying out the policies and ordinances of the Council, for
overseeing the day-to-day operations of the Town and appointing and supervising heads of
various departments. The Council meets the 4th Monday of each month with the Mayor
presiding at official meetings and work sessions.
Laura Wheat
Mayor
Carol Langdon
Mayor Pro-Tem
Michael Barrett Alesa Belvedere Rick Rennhack Wayne Stoltenberg
Council Member Council Member Council Member Council Member
The Town provides municipal and academic services that are necessary for our residents, and
delivered with an eye to maintaining fiscal stewardship for the resources that are entrusted to the
government. Major services provided under the general government and enterprise functions
are: fire and emergency medical services, police, water and sewer utility services, park and
recreational facilities, financial accounting, communications and community affairs, street
improvements, education and other related administrative services. The Town utilizes a
combination of both, direct service delivery along with outsourced services. The decision as to
which service to deliver directly versus out-sourcing is based on analysis of cost-effectiveness,
citizen responsiveness, and customer service quality.
12
Section 1 Introduction
Community Profile
WESTLAKE OPERATIONS
The Town of Westlake employs approximately 130 full-time equivalent employees (municipal and
academic) and provides a full level of public services to its citizens as well as operates the only
municipally owned Charter School in the state. The Town of Westlake utilizes a private firm for solid
waste collection and disposal, as well as contracts with Keller, a neighboring community, for
police services.
WESTLAKE COMMUNITY EVENTS
Westlake is a family-friendly environment where events are held, which provide opportunites for our
residents to gather and participat in activities with their children and neighbors.
Arbor Day…
Held annually each spring, Arbor Day promotes tree conservation
and in recent years has centered around linear or pocket parks
located in Westlake. In addition, there are educational sessions on
tree care advice, and complimentary trees. Admission is free.
Decoration Day…
Held annually on Memorial Day in May, Decoration Day honors
those who have bravely upheld our freedoms by serving our
country - past and present. The Westlake Preservation Historical
Society sponsors its annual "Decoration Day" event which is usually
held in Westlake at the International Order of Odd Fellows
Cemetery. Activities include live music, treasure hunts for the kids,
and a homemade ice-cream competition. The event ends at
sunset.
Masterwork Concert Series…
The Masterworks Music Series is a variety of free music programs
sponsored by the Town of Westlake, Maguire Partners, and ARTSNET.
These free concerts are for arts lovers of all ages and feature instrumental
a vocal music ranging from Country & Western to Blues & Jazz with the
entertainment of local, regional and national artists. Performances are
held at the Plaza in Solana.
Historical Marker Dedication Days
Held bi-annually in the spring and fall, this short, informative dedication program is held on a
local site in Westlake, previously identified by the Westlake Historical Preservation Society as having
strong historical roots in the development of Westlake and the surrounding Cross Timbers region.
13
Section 1 Introduction
Community Profile
WESTLAKE ACADEMY
Westlake Academy is an Open Enrollment Charter School that opened
September 1, 2003. Westlake Academy distinguishes itself among neighboring
educational offerings with a particular focus on producing students who are
globally minded.
The programs of the International Baccalaureate Organization (Primary Years
Program, Middle Years Program, Diploma Program) have been selected as the
educational model utilized at the Academy. Educational technology will be
pervasive and will infuse the classroom curriculum.
An environment rich with heritage, the Westlake
Academy mission is to provide educational
opportunities to each child in keeping with his or her
individual needs.
Westlake Academy is a premier learning
establishment and prides itself on providing a
learning environment where students have the
resources and facilities to excel.
The primary geographic service area for Westlake
Academy is the town limits of Westlake; students
from other locations may be considered if seats are
available.
Westlake Academy continues to have excellent academic and extra-curricular results and is ranked
among the best high schools in America and just completed it’s 12th year of operations and
graduated our 6th class of seniors.
14
Section 1 Introduction
Community Profile
WESTLAKE FACTS, FIGURES, & STATISTICS
The Town of Westlake has experienced exponential growth in the last decade; the national census
reported 207 residents in 2000 and 992 residents in 2010.
The Town is approximately 25% built out with the majority of development continuing to be corporate
campuses. There has been an increase over the last decade in high-end residential development
located around the Vaquero Golf Course and in Glenwyck Farms. The Town’s focus on high-quality
development has led to more than 1.4 million square feet of commercial space, valued at over $300
million, being added since 2005. The Town has seen a increase in building permits and the
construction size and home values have increased significantly over the last few years. In 2015, the
average size of new home construction was 9,693 square feet with an average estimated
construction cost of $1.679 million.
F.M. 1938, Precinct Line Road construction began in FY 09/10 and creates a major north, south
corridor for our community. In addition, Deloitte University operates their $160 million dollar, 160 acre,
international training facility. The facility features over 800 rooms, office space, conference centers,
amenity centers, as well as many parks, trails, and water features. This development represents
another step towards Westlake’s goal to become an education-centered community.
Vaquero Estates Vaquero Estates Country Club
Deloitte University Campus
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Section 1 Introduction
Community Profile
WESTLAKE POPULATION
Tarant County
Unemployment Rate
(ref table 13 of the 2015 CAFR)
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
698 703 785 803 847
992 1063 1109 1150 1200
Population
Growth
Average Age Percent
18 – 34 years 5%
35 – 54 years 50%
55 – 74 years 39%
75+ years 6%
Source: 2015 Westlake Citizen Survey
Year Rate
2002 6.10%
2003 6.30%
2004 5.30%
2005 5.10%
2006 4.60%
2007 4.30%
2008 5.10%
2009 8.10%
2010 8.10%
2011 7.90%
2012 6.20%
2013 6.00%
2014 5.00%
2015 4.00%
Household Income Percent
Under $50K 4%
$50K - $149K 5%
$150K - $500K 29%
$500K plus 45%
Source: 2015 Westlake Citizen Survey
The Town of Westlake has experienced exponential growth over the last decade;
the national census reported 207 residents in 2001 and 992 residents in 2011.
A proposed smoking ordinance was passed during the October
20th, 2015 Town Council meeting. The ordinance will be effective
January 1st, 2016 and prohibits smoking in parks and trails
(including medians) and within 25 feet of a building entrance.
16
Section 1 Introduction
Community Profile
DEMOGRAPHIC AND ECONOMIC STATUS
(ref table 13 of the 2015 CAFR)
Calendar
Year
Estimated
Population
Personal
Income
Per Capita
Personal
Income
2002 289 $ 13,715,216 $ 47,457
2003 303 15,242,398 50,305
2004 328 41,027,552 125,084
2005 355 45,292,916 127,586
2006 698 90,835,901 130,137
2007 703 93,316,319 132,740
2008 785 115,891,905 147,633
2009 803 120,920,285 150,586
2010 847 102,852,057 121,431
2011 992 26,678,400 127,700
2012 1,063 138,423,531 130,254
2013 1,109 147,292,890 132,859
2014 1,150 160,462,095 135,516
2015 1,200 165,871,904 138,227
Location
• Northeast Tarrant
County
• 7 square miles
(approximate)
• 12 miles west of
Dallas-Fort Worth
International Airport
• 7 miles east of Fort
Worth Alliance
Airport
• Elevation 574 feet
Climate
• Days of sunshine: 137
• Mean winter
temperature: 54 F
• Mean summer
temperature: 92 F
• Mean annual
precipitation: 33.7
inches
• Mean annual
snowfall: 3.1 inches
Tarrant County, Community College,
Hospital & School Taxes – FY 2015-2016
• Carroll ISD - $2.582277
• Keller ISD - $2.344777
• Northwest ISD - $2.466577
Denton County and School Taxes – FY 2015-2016
• Northwest ISD - $2.0741
Major Developments & Planned Developments
• Deloitte University
• Fidelity Investments North Texas Campus
• Solana Corporate Campus
• Westlake Corners - at SH 377/SH 170 intersection
• Entrada - an exquisite 85 acre mixed-use
development
• Quail Hollow and Carlyle Court
• Granada Phase I and II
• Charles Schwab regional headquarters
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Section 1 Introduction
Community Profile
WESTLAKE EMPLOYERS
(ref table 14 of the 2015 CAFR)
COMPANY 2015
Fidelity Investments 5,843 52%
Core Logic 1,790 16%
Wells Fargo 617 5%
Deloitte 460 4%
TD Auto Finance 390 3%
Sabre JLL Facilities 317 3%
First American Title 262 2%
Travelocity 200 2%
Verizon Wireless Bldg 7 181 2%
Sount Physicians 170 1%
Verizon Wireless Bldg 6 (ALL) 131 1%
Vaquero Country Club 123 1%
Marriott Solana Hotel 108 1%
Verizon Wireless Bldg 8 100 1%
Westlake Academy 94 1%
Levi Strauss 70 1%
Solana Club/Larry North 57 1%
Solera 50 0%
Town of Westlake 40 0%
Marsh & McLennan Companies 35 0%
MMC 35 0%
Cassidy Turley/Cushman-Wakefield 25 0%
Midwest Hospitality, LLC 25 0%
Premier Academy 25 0%
Falcon 23 0%
Grand Total 11,171
The DFW Metro area is
home to more Fortune
500 companies than
any other area in the
United States.
Several major
employers are located
within the Town of
Westlake.
The Solana Office
Complex was the first of
many corporate
headquarters built by
IBM in the 1980’s.
Since then Westlake has
added several
additional corporate
residents.
Fidelity
Investments,
5,843 , 52%
Core Logic, 1,790 ,
16%
Wells Fargo,
617 ,
5%
All others, 2,921 , 27%
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Section 1 Introduction
Community Profile
SALES AND USE TAX RATE
Many people don’t know that
most of their sales and use tax is
remitted to the State of Texas; in
fact, for every dollar of taxable
sales, the state receives six and
one quarter cents (or 6.25%)
In the State of Texas local
municipalities have the option to
adopt up to an additional two
cents (or 2%) for local use for a
total maximum combined rate of
8.25%.
This local tax must be in
accordance with state law and
be utilized for specific purposes as
identified by the state’s local
government code.
4B Economic Development Fund – This fund utilizes the
revenues generated from a ½ cent sales tax to fund qualified
development projects. Currently, the 4B Fund is committed to
the repayment of the debt incurred for the construction of
Westlake Academy.
General Fund Allocation – The Town levies 1 ½ % in sales tax
that is utilized to offset expenditures in the General Fund and is
used to reduce the property tax burden on local residents and
businesses by providing Westlake with an additional
unrestricted revenue source.
HOTEL OCCUPANCY TAX
In addition to sales and use tax
collections, the Town receives a
7% hotel occupancy tax from the
Marriott Solana and any future
hotels in Westlake.
This revenue is recognized in the
Visitors Association Fund and is
used to help fund a shuttle
program for hotel guests as well
as other marketing and
promotional activities.
$4.61
$3.66
$4.38 $4.73 $4.93 $4.55 $4.55
estimated proposed
2011 2012 2013 2014 2015 2016 2017
General Sales and Use Tax
(shown in millions)
$527 $591 $710 $796 $872 $821 $837
estimated proposed
2011 2012 2013 2014 2015 2016 2017
Hotel Occupancy Tax
(show n in thousands)
4B Fund
25%
General
Fund
75%
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Section 1 Introduction
Community Profile
PROPERTY TAX
The Town of Westlake instituted a property tax in 2010.
The current adopted rate for FY 2015-2016 is $0.15634; Proposed for FY 2016-2017 is $0.13695 per
$100 valuation
Maintenance and operations (M&O) is $0.13947 – FY 16/17 proposed $0.13947
Debt service or interest & sinking (I&S) is $0.01687 – FY 16/17 proposed $0.01687
Direct and Overlapping Property Taxes (ref table 8 of the 2015 CAFR)
2011 2012 2013 2014 2015
CITY DIRECT RATES
Ad Valorem Property Tax
General Fund 0.15620 0.13835 0.14197 0.13888 0.13710
Debt Service Fund 0.00390 0.01849 0.01487 0.01796 0.01924
Total Direct 0.16010 0.15684 0.15684 0.15684 0.15634
OVERLAPPING RATES
School Districts
Carroll ISD 1.41500 1.41500 1.40000 1.40000 1.40000
Northwest ISD 1.37500 1.37500 1.37500 1.45250 1.45250
Keller ISD 1.53060 1.54000 1.54000 1.54000 1.54000
Counties
Denton County 0.27390 0.27736 0.28287 0.28491 0.27220
Tarrant County 0.26400 0.26400 0.26400 0.26400 0.26400
Other
Tarrant College 0.13764 0.14897 0.14897 0.14950 0.14950
Tarrant Hospital 0.22790 0.22790 0.22790 0.22790 0.22790
Trophy Club Mud #1 0.19500 0.17500 0.13339 0.13339 0.13339
Total Indirect 5.41904 5.42322 5.37212 5.45220 5.43949
TOTAL 5.57914 5.58006 5.52896 5.60904 5.59583
Jurisdictions - The Town of Westlake contracts with the Tarrant County Tax Assessor Collector’s
Office to collect the Town’s portion of local property tax.
There are multiple taxing jurisdictions within Westlake’s boundaries; whether or not a business or
residence is required to pay tax to a particular jurisdiction is determined by where they are located
within Westlake and the boundaries of the respective taxing jurisdictions.
Currently, the following taxing jurisdictions collect property taxes in Westlake:
Independent School Districts; Carroll, Keller and Northwest
Tarrant County; College and Hospital
Denton County and Trophy Club MUD 1
Westlake residents can determine which taxing jurisdictions apply to their property as well as obtain
current property tax rate information by conducting a property search on the appropriate appraisal
district website: Denton Central Appraisal District or Tarrant Appraisal District.
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Section 1 Introduction
Community Profile
0.00
0.05
0.10
0.15
0.20
0.25
0.30
0.35
0.40
0.45
0.50 0.484000 0.462000
0.434690
0.375120
0.328437
0.285693
0.13695
2015 Ad Valorem Tax Comparison per $100
Trophy Club
Southlake
Keller
Roanoke
Grapevine
Haslet
Westlake
Homestead Exemptions - The Westlake Town Council approved a homestead exemption of 20%,
which is the maximum
amount allowed by the
State of Texas.
Tax Freeze
The Town Council also
approved a tax freeze for
all residential accounts
identified as over 65 by the
tax appraisal district. To
learn more information
about the tax freeze or find
out if you qualify, please
visit the following websites:
Denton Central Appraisal
District or Tarrant Appraisal
District.
GENERAL BONDED DEBT OUTSTANDING (ref table 10 of the 2015 CAFR)
Fiscal
Year
General
Obligation
Bonds
Certificates
Of
Obligation
Grand
Total
Population
Debt
Per Capita
2006 $ - $18,460,000 $18,460,000 698 $26,447
2007 7,365,000 11,755,000 19,120,000 703 27,198
2008 9,850,000 11,375,000 21,225,000 785 27,038
2009 9,735,000 10,975,000 20,710,000 803 25,791
2010 9,630,000 10,555,000 20,185,000 847 23,831
2011 8,962,656 12,210,000 21,172,656 992 21,343
2012 16,770,000 4,877,000 21,647,000 1,063 20,369
2013 16,590,000 13,622,000 30,212,000 1,109 27,251
2014 18,260,000 11,044,000 29,304,000 1,184 24,748
2015 17,840,000 10,752,000 28,232,000 1,200 23,527
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Transmittal
Letter
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Section 2 Executive
Transmittal Letter
September 19, 2016
Honorable Mayor and Town Council:
I am pleased to submit for your consideration, on behalf of the Town of Westlake’s Senior Leadership
Team, the Proposed FY 2016-17 Budget. This year’s budget theme is “Forging Westlake, Managing the
Impact of Growth”. Dealing with this growth continues to make this both an exciting and challenging
time for our community!
I. BUDGET THEME, TRENDS, & OVERVIEW
Last year, in the budget transmittal letter for the FY15-16 Budget, I recounted how almost 25 years ago,
Westlake’s governing body recognized that their Town stood at a crossroads; one of change driven
by growth in and around Westlake. In 2013, while Westlake’s vision had remained much the same, it
was recognized by the Town Council that further growth in Westlake and our surrounding area was
pending and required a proactive approach. The Council’s response to this coming growth was to
embark on a two (2) year long process, with much community input, to formulate an updated
Comprehensive Plan (Comp Plan). In March 2015, the Town Council adopted this newly drafted
Comprehensive Plan which is entitled Forging Westlake. The Plan is “mission critical” in order for the
Town to effectively deal with the growth now occurring in Westlake in a manner that is true to our
vision, mission and values as a community. Westlake’s Vision is that we are:
The growth predicted in Forging Westlake, and identified as early as the Town’s FY14-15 Budget as
being on our horizon, is now here. Westlake finds itself in the “vortex” of one of DFW’s most desirable
executive housing corridors - located along State Highway 114. With growth now arriving in full force,
it becomes imperative that we not only understand and deal with the changes that are now
occurring, but also understand the impact that future potential growth will have if existing zoning
entitlements are utilized.
In the face of these growth challenges, maintaining Westlake’s unique bucolic character, exceptional
quality of life, and high end housing standards, while at the same time managing the challenges
development creates, is no small task. Growth projections of the magnitude projected for the next 30
years in Forging Westlake require that we plan, be proactive, and be prudent in our decision making,
all the while striving to continue to offer the high quality services Westlake currently enjoys. Our role as
a Town government must be to maintain and advance our position as a premier community. We
have moved from planning for growth to experiencing it and, with that, we must embrace all the
challenges and benefits growth creates.
An oasis of natural beauty that maintains our open spaces in balance
with distinctive developments, trails, and quality of life amenities
amidst an ever expanding urban landscape.
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Section 2 Executive
Transmittal Letter
II. THIS YEAR’S BUDGET THEME AND UNDERSTANDING WHERE WE
HAVE COME FROM
Therefore, the theme for the coming fiscal year is “Forging Westlake, Managing the Impact of Growth”.
Before we delve into the FY16-17 Proposed Budget, it is important to understand where Westlake has
come from, and where it has been over the last 5 years in terms of the context of our fiscal condition.
To accomplish that, one must understand how the Town’s budget was focused in past fiscal years to
deal with the issues facing our community at that particular time.
In 2010-11, the Town Council (for the first time) levied an ad valorem tax rate to address our long term
financial sustainability, as well as to begin investing in our infrastructure through a five (5) year Capital
Improvement Plan. The focus was to help maintain Westlake’s unique sense of place. From 2010 to
2014, Westlake experienced moderate residential growth, commercial growth with the construction of
Deloitte University, began dealing with zoning for a potential mixed-use project, expanded the
physical plant for growing enrollment at Westlake Academy, as well as engaged in multiple avenues
of professional development to improve our organization’s talent and the organization’s performance
as a whole.
Dealing with these issues and initiatives is reflected in the budget themes from this time period:
FY 2011-12
“INVESTING IN OUR FUTURE”
Ad valorem property tax implemented to stabilize our revenue streams, provide
for financial sustainability, and invest in our infrastructure.
FY 2012-13
“DRIVING SERVICE EXCELLENCE”
Focused on our ability to deliver excellent customer service.
FY 2013-14
“MOVING FORWARD TOGETHER: A GROWING COMMUNITY, A GROWING SCHOOL”
Expansion at the Academy and infrastructure reinvestment
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Section 2 Executive
Transmittal Letter
However, things began to change in 2014 as reflected in the budget themes from the last 2 years:
FY 2014-15
“COMMUNITY GROWTH ON THE HORIZON”
Recognizing the growth that was about to occur.
FY 2015-16
“FORGING WESTLAKE: WRITING THE NEXT CHAPTER”
The first fiscal year where we began to utilize our new Comprehensive Plan (Comp
Plan), Forging Westlake, to plan for our growth.
With development now occurring in Westlake, we believe that we are still Forging Westlake.
However, we are now not only planning for those identified changes, but we are managing and
dealing with the impact. For that reason, the Proposed FY16-17 budget theme is a continuation and
expansion of our previous budgets - “Forging Westlake, Managing the Impact of Growth”.
II. THE CHALLENGES IN TAKING THE NEXT STEPS IN “FORGING
WESTLAKE, MANAGING THE IMPACT OF GROWTH”
There is no doubt that we continue to face challenges – many from the “macro perspective”, i.e.
challenges created by growth throughout the Dallas-Fort Worth metropolitan area. Further
challenges remain from the “micro perspective”, i.e. those challenges specific to Westlake. Those
identified and outlined in the FY15-16 Budget, are still in place, and it appears they will be with us for
the foreseeable future - into FY16-17 and beyond.
OUR REGIONAL CHALLENGES CONTINUE TO BE:
1. DFW Metro Area Employment and Population Growth: Since 1970, the DFW Metro area has
grown by more than 150% - a faster pace than the state and nation. At 9,500 square miles it is
larger in total area than 5 of our states. With a population of nearly 6.8 million, it is the fourth
largest metropolitan area in the country. Forecasts from the North Central Texas Council of
Governments (NCTCOG) predict employment to grow, in this 12 county standard metropolitan
statistical (SMSA) area, by almost 70% over the next 30 years. Population growth over this same
30 year period is forecast by NCTCOG to be 69%. This regional growth is impacting Westlake.
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Section 2 Executive
Transmittal Letter
2. Water Demand: Westlake is located in the State’s Region C water planning area which covers
all or a part of 16 North Central Texas counties. The population of Region C is projected to grow
from what was nearly 6.5 million in 2010 to just over 9.9 million in 2040 and ultimately to over 14.3
million by 2070. Dry-year water demands in Region C are expected to reach 2.2 million acre-feet
per year by 2040, and 2.9 million acre-feet per year by 2070, largely due to population
growth. This increased demand will create a projected shortage of 1.2 million acre-feet per year
by 2070 – which is why planning and development of new water management strategies are so
critical. And, while much of the recent years’ drought has been alleviated by heavy rain fall in
the past 12 months, increased water demand due to growth requires that we not be
complacent about this regional issue.
3. Transportation, Mobility, and Traffic Congestion: With the region’s population and employment
growth, traffic and the associated congestion has also increased. The recent 2014 amendment
to Mobility 2035, the region’s transportation plan, estimates that between now and 2035, an
estimated $395.3 billion is needed to eliminate the worst levels of congestion in our region.
However, this plan only identifies $94.5 billion in funding for these projects, meaning that
congestion will worsen and mobility will be further impeded over time.
OUR LOCAL CHALLENGES ALSO CONTINUE, AND INCLUDE:
4. Westlake’s Permanent Population Growth: This is the portion of our population considered to be
our permanent residents. From the 1990 population of 185 to 2015’s population of 1,200
represents an increase of 449% equal to 1,015 additional residents. We will need to continue to
monitor and plan for the continued increase in these numbers in light of Forging Westlake’s
forecast of 7.12% population growth between now and 2040.
5. Traffic Demands Due to Growth in Westlake and Surrounding Areas: The 4 municipalities
surrounding Westlake (Keller, Southlake, Trophy Club, and Roanoke) are projected to have a
combined population of 215,000 people by 2040. The growth in these communities will create
traffic that passes through our Town. Westlake is estimated to grow to 7,000 within the same time
period. Internally, current zoning entitlements, if executed, would create an estimated 300,000
vehicle trips per day. Local impacts associated with this level of growth affect our street
infrastructure, water and sewer system capital investment requirements, as well as demand for
daily municipal services. Policies established in Forging Westlake will be essential for addressing
this issue via the Town’s thoroughfare plan as it pertains to development which occurs in
Westlake.
6. Balanced Growth to Impact Cost of Municipal Services: Likewise, the ability to pay for municipal
services utilizing a cost effective revenue format requires balanced growth that provides for
commercial development and a diversified tax base, while maintaining the community’s open
space and bucolic atmosphere. At the same time, we must continue to ensure the policy
direction of the Town is focused on growth paying for the infrastructure for which it creates the
demand.
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Section 2 Executive
Transmittal Letter
7. Housing Start Increases and Maintaining Westlake’s High Quality Residential Housing: This past
year, we continued to see strong single family residential construction demand. This has been
evidenced in the recently completed Granada Phase 1 as well as in existing subdivisions such as
Vaquero, Paigebrooke, and Terra Bella.
Further, three (3) new single family residential developments, Carlyle Court, Granada Phase II
and Quail Hollow have been platted. Construction of the infrastructure is either complete or
underway. Also, the mixed use development called Entrada is underway with platting and
infrastructure construction in-process. Entrada’s infrastructure is being financed with a Town
approved Public Improvement District (PID), the bonds for which are paid back by assessments
on development within Entrada. When Entrada’s infrastructure is complete, it will add (over
time) a wide variety of 322 residential units to Westlake - ranging from single family homes, to
villas, to town homes. Once complete, these 4 developments will add 463 new lots to our
residential inventory.
Our residential construction activity shows a steady increase in building permits for housing which
has occurred since we have emerged from the ‘08-‘09 recession. Housing starts in Westlake, due
to the high value of our homes, add taxable value to our tax base, but also impact the demand
for municipal services, especially the Town’s charter school, Westlake Academy.
As the area economy continues to perform well, and Westlake and our surrounding cities
continue to experience commercial development, this will attract individuals who work for and
own these businesses. In turn, these employees will need housing. As Westlake’s housing stock
expands in response to these forces, we will need to manage our distinctive housing
developments to ensure we maintain our community as an ‘oasis of natural beauty’ as outlined
in our Vision statement, and achieve high-end housing options as identified in the Housing
element of Forging Westlake.
8. Commercial Development, Economic Development, and Daytime Population: Because Westlake
is the home of major corporate office campuses, its Monday-Friday daytime population swells to
approximately 10,000 - 12,000 individuals. These office complexes are comprised of notable
corporate clients that include Deloitte LLP and Fidelity Investments. Fidelity has almost 6,000
employees at their Westlake campus, with expansion room for two (2) more office buildings in
addition to their two (2) existing office buildings.
Most recently the Charles Schwab Corporation, working with major Westlake land owner and
developer Hillwood Properties, announced their intention to build a regional headquarters which
will initially consist of a +/- 250,000 sq. ft. office building and a parking garage. It will be
adjacent to a mixed use development that Hillwood will develop and be located near the
intersection of SH170 and SH114. Initially, the Charles Schwab Corporation plans to add 500
employees this year at its temporary Roanoke Road office building while it builds its permanent
Westlake campus over the next several years. Schwab’s stated goal is to ultimately employee
5,000 at its permanent Westlake facility.
The Town has also pursued the ideas advanced in the Economic Development element of
Forging Westlake. That is, to pursue businesses that ultimately expand the Town’s tax base with
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Section 2 Executive
Transmittal Letter
high quality office buildings, and at the same time, expands our financial services business core
which has already been created with the location of Fidelity and Deloitte. Further, we pursue
the types of businesses interested in high quality office campus development and creating well-
paying positions for employees. With the Schwab announcement (and the start of construction
of the TD AmeriTrade’s complex in Southlake) we are well on our way to becoming a financial
services corridor within the DFW Metroplex.
While offering economic development incentives for the Schwab project, the tax abatement
provided is in-line with incentives offered in our region, plus the company is also providing one-
time funding for Westlake Academy. Staff will continue to monitor our corporate stakeholders
and attempt to identify avenues to strengthen these relationships and assist in attracting new
corporations to Westlake. The expansion of commercial development will continue to grow
Westlake’s daytime population.
The mixed use development called Entrada, located at FM1938/Davis Blvd. and SH114, will also
create growth in our commercial tax base. During the past budget year, commercial buildings
totaling 55,000 sq. ft. have been approved by the Town for Entrada. A beautiful CVS Pharmacy
is under construction with others soon to follow.
Further, the Solana Office Complex was acquired by Equity Office (Blackstone) approximately
two (2) years ago. Their multi-million dollar investment in the development to improve its parking,
landscaping and buildings has been a strong positive path for Westlake. Equity’s investment is
beginning to bear fruit with higher office occupancy levels in Solana which are a direct result of
their improvement efforts.
9. Continued Impact of Westlake Academy on Residential Growth: The number of Westlake
residents who are selecting Westlake Academy as the educational choice for their students has
doubled in the past five years. Resident surveys continually indicate that the Academy is one of
the main reasons our residents move to Westlake, and why they plan to remain in our
community. For example, the 2015 academic services survey results indicate 96% of the new
residents say enrollment at Westlake Academy was very/somewhat important to their decision to
live in the community.
Planning for Academy growth in the face of residential development continues to be a
challenge. Wherever possible, the Town has entered into economic development agreements
with residential developers to provide funding for Westlake Academy facilities to lessen the
impact of their residential development on the Academy’s enrollment.
Westlake Academy has experienced steady enrollment growth from 491 students in SY 2009-10
to a projected 866 in SY 2016-17. The current increase of student population is a result of the
Phase I expansion efforts on the Academy campus and our development. Our growth requires
that we carefully manage our student enrollment processes to provide adequate space for
children of Westlake residents. Approximately 39,000 sq. ft. of new facilities space was opened at
the Academy in SY 14/15. It was comprised of a secondary classroom building, field house, and
a primary years’ multi-use hall. All of these buildings increased our capacity and allowed for
decompression of our current school facilities. The lottery waiting list for student admissions from
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Transmittal Letter
our secondary boundaries continues to grow from 705 in 2011 to approximately 2,250 students for
this coming school year.
10. Public Education Funding Shortfall: State funding of public education was decreased by the
State Legislature in 2011. While it has increased somewhat since then, the allocation has not
kept pace with basic cost increases. This negatively impacts Westlake since it owns and
operates our public charter school, Westlake Academy, which receives 80% of its operational
funding from the State. The municipal government continues to allocate significant resources to
the Academy in order to deal with State funding limitations, maintain high quality educational
services, provide for the Academy’s facilities and support services, as well as preserve student
slots for Westlake residents as we grow residentially. Additionally, the Westlake Academy
Foundation (WAF) raises significant operating funds for the Academy, without which the school
could not operate. Recently the Texas Supreme Court upheld, after a multi-year lawsuit, the
constitutionality of Texas’ public school funding system. For most public schools, including a
charter school like Westlake Academy, what the Court’s decision holds for us in the future in
terms of the State Legislature possibly increasing State public school funding remains to be seen.
11. Implementation of the Comprehensive Plan: With adoption of the Town’s new Comp Plan,
Forging Westlake, a number of our ordinances need to be rewritten and new ones drafted so
that the Plan’s recommendations can be implemented. The task of implementing the changes
to the ordinances will require additional staff and consultant time and oversight to ensure we
reflect the direction of the Council and the Comp Plan. Progress on the first phase of this work is
being made in FY15-16, but will need to continue into FY16-17.
12. Pursuit of Infrastructure and Services Reinvestment While Combating Certain Cost Increases: We
must reinvest in maintaining our infrastructure. However, with growth comes the need to also
invest through capital spending in new public buildings and our water and sewer utility. An
example of a key project needed to deal with the Town’s growth is a Phase 2 water transmission
line to our wholesale water provider. This is a costly project which will require significant dollars.
13. Staffing Levels, Insurance Costs, and Retention: Our infrastructure investment must be facilitated
in concert with the consideration of additional staffing needs to maintain our current service
levels in response to growth. This includes keeping our compensation/benefit package
competitive to attract and retain excellent employees so we can continue delivering
exceptional service. We have found this to be especially true as it relates to having adequate
staffing to deal with development review and construction. We have balanced all these
components in light of maximizing staff efficiencies and processes to help contain large
expenditure drivers such as employee health insurance.
14. Continued Emphasis on Long-range Financial Planning: The FY16-17 budget contains an
updated Long-Range Financial Forecast which identifies key revenue and expenditure drivers
while assessing historical financial trends and their potential impact upon the town’s financial
stability. The forecast must be monitored and updated during the budget formulation process, as
well as reviewed with the Town Council as the budget is being prepared. Staff will also continue
to produce a quarterly financial report for the Council that monitors and analyzes trends in the
General Fund, Utility Fund, and Visitor Association Fund. The report serves as a valuable tool to
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Section 2 Executive
Transmittal Letter
assist in developing a proactive, rather than reactive, approach to our changing financial
trends.
With these challenges in mind, the FY16-17 budget was formulated to address them within the context
of Town Council financial policies, available resources, our Strategy Map, and a conservative 5-year
financial forecast. The intent of doing all this is to enable us to continue implementing our Mission so
we can attain our Vision. The Town’s mission is:
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.
Thomas E. Brymer
Town Manager
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Transmittal
Financials
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Transmittal Financials
FUND BALANCE CHANGES BY FUND TYPE
On behalf of the Senior Leadership Team and all Westlake staff members, I am presenting the FY 2016-17
budget document for the Council’s consideration as follows:
Projected Total Total Projected
Beginning Revenues Expenditures Ending FY
16/17
FY
16/17
Fund Type Fund and Other and Other Fund Percent Change Change
Balance Sources Uses Balance of Total Amount Percent
General Fund $8,541,363 $9,216,863 $8,889,025 $8,869,201 54% $327,838 4%
Enterprise Funds 2,108,896 3,742,810 4,161,835 1,689,871 10% (419,025) -20%
Internal Service Funds 1,115,768 468,805 783,700 800,873 5% (314,895) -28%
Special Revenue Funds 1,484,577 3,390,060 3,965,085 909,552 6% (575,025) -39%
Debt Service Funds 29,975 2,122,020 2,151,996 (0) 0% (29,976) -100%
Capital Projects Funds 2,677,041 9,726,900 9,455,585 2,948,356 18% 271,315 10%
Academic Funds 1,117,391 8,399,173 8,397,745 1,118,819 7% 1,428 0%
TOTAL $17,075,011 $37,066,631 $37,804,971 $16,336,672 100% $(738,340) -4.32%
The FY 2016-17 budgeted expenditure amount totals $37,840,096 for all funds
•Fund balance shows a 4.32% decrease of $738,340 from the prior year estimated budget.
o General Fund increase - $330K
o Capital total increase - $271K
o Academic total increase $1.4K
o Remaining funds include $1.3M planned use of fund balance.
MUNICIPAL OPERATING EXPENDITURES
If only Municipal operating expenditures were taken into consideration (removal of all expenditures
related to capital projects/outlay, Westlake Academy and inter-fund transfers), the FY 2016-17 budget will
show a 7% increase of $988,665 with a portion being attributed to the reorganization within the
planning and inspections department with the addition of staff to accommodate our growth in
development.
FY2015/16 FY2016/17 Change Change
Estimated Proposed Amount Percent
Payroll $ 4,054,867 $ 4,761,495 $ 706,628 17.4%
Expenditures 10,027,429 10,309,466 281,716 2.8%
TOTAL $ 14,082,296 $ 15,070,961 $ 988,665 7.02%
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Section 2 Executive
Transmittal Financials
GENERAL FUND REVENUES
Evaluating the budget within the context of a longer term forecast is important as it shows whether we
are on the right road financially in FY 2016-17.
Excerpt from the Town’s Five Year Forecast for the General Fund
GENERAL FUND ONLY ESTIMATED
FY 16-17
PROPOSED
FY 16-17
F I V E Y E A R P R O J E C T I O N
FY 17-18 FY 18-19 FY 19-20 FY 20-21
Total Revenues & Transfers in $8,712,409 $9,216,863 $9,161,105 $8,764,630 $8,679,690 $8,894,333
Total Exp & Transfers Out (7,411,775) (8,889,025) (9,250,974) (9,393,791) (9,824,091) (10,116,715)
NET R&TI Over(Under) E&TO 1,300,634 327,838 (89,869) (629,161) (1,144,401) (1,222,381)
Beginning Fund Balance 7,240,729 8,541,363 8,869,201 8,779,332 8,150,171 7,005,770
Ending Fund Balance 8,541,363 8,869,201 8,779,332 8,150,171 7,005,770 5,783,389
Restricted/Committed/Assigned 572,666 575,040 283,146 283,146 283,146 283,146
Unassigned Ending Balance $7,968,697 $8,294,161 $8,496,186 $7,867,025 $6,722,624 $5,500,242
$ per Day for Operations $20,005 $24,353 $25,345 $25,736 $26,915 $27,717
Operating Days 398 341 335 306 250 198
G ENERAL S ALES AND U SE T AX
•Sales and Use Taxes for the General Fund are budgeted to remain flat at $3,310,500 and comprise
35% of General Fund revenues.
•Presumed one-time amounts are projected to remain flat at $100,000.
•Sales taxes are collected on the sale of goods and services within the Town as authorized by the
State of Texas.
•The maximum sales tax allowed in the State of Texas is 8.25% per dollar on all taxable goods and
services. Funds are collected by the Texas Comptroller of Public Accounts and remitted to the
Town on a monthly basis.
•An amount equal to 1.50% of the taxable sales (75% of local collections) is appropriated to the
Town’s General Fund. This total includes the .50% that is received for “Property Tax Reduction”.
•The Town also receives an additional .50% sales tax that is recorded in the 4B Economic
Development Corporation Fund.
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Section 2 Executive
Transmittal Financials
AD V ALOREM P ROPERTY T AX
This will be the 7th year the Town has assessed a property tax. The ad valorem tax rate for the Town of
Westlake continues to be the lowest for municipalities in the immediate area.
FY 15/16
Adopted
Tax Rate
FY 16/17
Proposed
Tax Rate
Change
Amount
M&O $ 0.13947 $ 0.12882 $ (0.01065)
I&S $ 0.01687 $ 0.00813 $ (0.00874)
$0.15634 $ 0.13695 $ (0.01939)
The proposed ad valorem tax rate per $100 of assessed valuation will decrease by $0 .01939 for FY
2016-2017 to the proposed tax rate of $.13695 (the calculated effective rate). As a reminder, the
effective tax rate is the total tax rate calculated to raise the same amount of property tax revenue for
the Town from the same properties.
APPRAISED VALUES
FY 2012/2013 FY 2013/2014 FY 2014/2015 FY 15/16 Current FY 16/17 Proposed
Tarrant & Denton $ 1,213,602,021 $ 1,231,484,681 $ 1,251,580,115 $ 1,278,037,472 $ 1,434,378,025
amount change 118,922,925 17,882,660 20,095,434 26,457,357 156,340,553
percent change 10.86% 1.47% 1.63% 2.15% 12.49%
NET TAXABLE VALUES
FY 2012/2013 FY 2013/2014 FY 2014/2015 FY 15/16 Current FY 16/17 Proposed
Tarrant & Denton $ 856,926,594 $ 889,984,663 $ 920,990,082 $ 944,277,342 $ 1,038,855,674
amount change (76,419,143) 33,058,069 31,005,419 54,292,679 117,865,592
percent change -8.19% 3.86% 3.48% 6.10% 12.80%
Residential $473,314,728 494,062,920 $530,229,036 $565,082,645 $720,045,062
Commercial 309,259,502 288,880,663 288,318,142 313,905,939 329,982,054
Personal 102,298,461 115,051,251 110,305,420 86,780,414 129,385,534
New Residential $17,679,732 $18,340,000 $280,028,713 $39,358,755 $54,909,400
New Commercial 24,418,346 1,148,172 $0 $0 $0
TOTAL TAX REVENUE GENERATED
FY 2012/2013 FY 2013/2014 FY 2014/2015 FY 15/16 Current FY 16/17 Proposed
Revenue Amount $ 1,366,542 $ 1,353,355 $ 1,432,916 $ 1,479,265 $ 1,520,629
amount change -$75,527 -$13,187 $79,561 $46,349 $41,364
percent change -5.24% -0.96% 5.88% 3.23% 2.80%
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Section 2 Executive
Transmittal Financials
This budget will raise more revenue from property taxes than last year's adopted budget by an
amount of $68,866, which is a 4.84% increase from last year's budget. The property tax revenue to be
raised from new property added to the tax roll this year is $77,048. The Total debt obligation for the
Town secured by property taxes for various street projects totals $113,148 of which $25,000 was
received in prior years; therefore, only $88,000K is needed from current year taxes.
Based on our July 2016 certified values, the Town’s “net taxable value” increased by $117,865,592
over September’s supplemental information for FY 15-16. This is attributable to a 25% increase in
residential, a 5% in commercial and 49% in personal property.
VISITOR ASSOCIATION FUND REVENUES
Hotel Occupancy Taxes are obtained through the assessment of a 7% hotel occupancy tax. Authority
granted by the State of Texas allows cities to levy a tax not to exceed 7% of the rental rate for a
hotel/motel room. Funds generated by the occupancy tax may be used in a manner that directly
enhances and promotes tourism and the convention and hotel industry.
Additionally, because Westlake has broader statutory authority under State law than most cities to
spend hotel/motel occupancy tax funds for any municipal purpose, the Town has used these funds to
cover costs of various municipal operational costs and capital projects (an example would be payment
of a portion of the debt service for Westlake Academy related bonds).
•Hotel Tax revenues are budgeted to be $812,555; this represents 2% increase of $15,305 when
compared to the prior year estimated budget.
UTILITY F UND R EVENUES
Utility Fund revenue is primarily comprised of fees for water and wastewater service. The fund also
receives a small portion of its revenue through tap fees and interest income, and currently serves as a
mechanism for collecting and distributing debt service and impact fees.
•Utility Fund revenues are budgeted to be $3,620,770; this represents 2% increase of $56,419 when
compared to the prior year estimated budget of $3,564,351.
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Section 2 Executive
SLA and BSC Information
SERVICE LEVEL ADJUSTMENTS
The Town utilizes “service level adjustments” to create an organizational outcome of being fiscal
stewards and tracking our cost increases or decreases. A service level adjustment (SLA) is a request
for any dollars in excess of the baseline/target budget. (FY 2015-16 budget, adjusted for year-end
estimates, less one-time purchases).
There are 2 types of “Service Level Adjustments”.
1.Maintain
o Same level of service as previous year, but increased due to inflation, etc.
o Activities that require additional resources to maintain the current level of service due to
growth, new equipment, etc. are considered additions to the baseline/target budget
and are included in the “SLA”.
2.New or expanded level of service.
o All requests for new personnel, programs or equipment that represent a new addition to
the current operation are considered additions to the baseline/target budget and are
included in the new costs.
o Show any revenues or reduction in current expenses the new or expanded levels of
service will create
o Designate if item represents an “Unfunded Mandate”. An unfunded mandate is a
statute or regulation that requires a state or local government to perform certain
actions, yet provides no money for fulfilling the requirements.
The FY 2016-17 budget reflects a net impact of $571,150 in service level adjustments
ONE-TIME ON-GOING TOTAL AMOUNT
REVENUES
Municipal $10,742,844 $381,633 $11,124,477
Academic 0 8,399,173 8,399,173
Total $10,742,844 $8,780,806 $19,523,650
percent 55.0% 45.0%
EXPENDITURES
Municipal $9,554,993 $999,762 $10,554,755
Academic 0 8,397,745 8,397,745
Total $9,554,993 $9,422,637 $18,952,500
percent 50.3% 49.7%
NET $ 1,187,851 $ (616,701) $ 571,150
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Section 2 Executive
SLA and BSC Information
BALANCED SCORECARD
S TRATEGIC T HEMES guide the way the Town does business and helps us determine how we
should invest our time and resources. Themes are also indicators of our “pillars of excellence” which
translates our vision and mission statements into focus areas for our community. The Council identifies
each theme and creates a strategic result (or definition) to assist us in telling the Westlake story. In the
budget process, this allows for increased transparency, clarity, and accountability, providing the Town
a framework for demonstrating results. The continued quality and success of this community does not
happen without the diligent effort of a committed team of residents, businesses, community leaders,
and staff members.
A S TRATEGIC P ERSPECTIVE is a view of the Town’s strategy from a specific vantage point. The
Town’s operational model encompasses our mission, vision, and values statement, and utilizes the four
Perspectives as a framework. As the name implies “a balanced scorecard” is divided into these
perspectives that help ensure that we focus on the components necessary to achieve our strategy
and aligns our work with
the vision and mission for
our community.
Our current perspectives
encompass the areas of
People, Facilities, and
Technology (organizational
capacity building),
Municipal & Academic
Operations (operational
processes), Financial
Stewardship (public funds
and financial oversight),
and Citizen, Students, & Stakeholders (customer service). All work together to ensure we create a
vibrant and responsive community for our residents.
STRATEGIC THEMES
Natural
Oasis
Exemplary Service &
Governance
High Quality Planning,
Design, & Development
Exemplary Education –
Westlake Academy
Preserve and
maintain a perfect
blend of the
community’s natural
beauty.
We set the standard by
delivering unparalleled
municipal and
educational services at
the lowest cost.
We are a desirable, well
planned, high-quality
community that is
distinguished by exemplary
design standards.
Westlake is an international
educational leader where
each individual’s potential
is maximized.
SLA COSTS BY PERSPECTIVE
PERSPECTIVE ONE-TIME
COSTS
ON-GOING
COSTS TOTAL COSTS
Citizens, Students
& Stakeholders $ 28,655 $ 197,940 $ 226,595
Financial
Stewardship 9,456,321 472,284 9,928,605
Municipal &
Academic Operations 40,894 20,838 61,732
People, Facilities, and
Technology 8,198,921 870,207 9,069,128
GRAND TOTAL $ 1,187,851 $ (616,701)$ 571,150
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Budget
Overview
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Section 2 Executive
Budget Overview
BASIS OF ACCOUNTING
The term "basis of accounting" is used to describe the timing of recognition, that is, when the
effects of transactions or events should be recognized.
The accounts of the Town are organized on the basis of funds, each of which is considered to
be a separate accounting entity. All governmental fund types are budgeted and accounted
for on a Generally Accepted Accounting
Practice (GAAP) basis for financial statement
presentations.
The Town’s accounting system is organized and
operated on a fund basis. A fund is a group of
functions combined into a separate accounting
entity having its own assets, liabilities, equity,
revenue and expenditures/expenses.
The types of funds used are determined by
generally accepted accounting principles. The
number of funds established within each type is
determined by sound financial administration.
BASIS OF BUDGETING
The term “basis of budgeting” refers to the conversions for recognition of costs and revenue in
budget development and in establishing and reporting
appropriations that are the legal authority to spend or
collect revenues.
The Town uses a modified accrual basis for budgeting
governmental funds. Proprietary funds are budgeted using
full accrual concepts. All operating and capital
expenditures and revenue are identified in the budgeting
process because of the need for appropriation authority.
The budget is fully reconciled to the accounting system at
the beginning of the fiscal year, and in preparing the CAFR
at the end of the fiscal year. A number of GAAP
adjustments are made to reflect balance sheet requirements and their effect on the budget.
These include changes in designations and recognition, via studies and analysis, of accrued
liabilities. Amounts needed for such long-term liabilities as future payoff of accumulated
employee vacation is budgeted as they budgeted as projections and once recognized are
adjusted for actual amounts.
GOVERNMENTAL FUND TYPES
Accounting/Budgeting Basis;
Modified Accrual
1. General Fund
2. Lone Star Fund
3. Visitor Association Fund
4. Economic Development Fund
5. 4B Economic Development Fund
6. Debt Service Fund
7. Westlake Academy
8. Capital Projects Fund
9. Westlake Academy Expansion Fund
10. Public Improvement District (Local)
PROPRIETARY FUND TYPES
Accounting/Budgeting
Basis; Full Accrual
1. Cemetery Fund
2. Utility Fund
3. Utility Maintenance
& Replacement Fund
4. General Maintenance
& Replacement Fund
5. Vehicle Maintenance
& Replacement Fund
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Section 2 Executive
Budget Overview
LAYOUT AND ORGANIZATION
The budget is designed to help the reader locate both financial and non-financial information in
a timely fashion.
The Fund Sections are broken down between General Fund, Westlake Academy Fund, Special
Revenue Funds, Debt Service Fund, Enterprise Funds, Internal Service Funds, and Capital Projects
Fund. Each Fund contains the following information:
• “Fund Overview” describing the function of the fund and explaining the variances
between the revenues and expenditures.
• “Program Summary” of revenues and expenditures.
Also included are sections detailing the Capital Improvement Plan, Long-Term Planning,
Glossary of Terms, Acronyms, Fiscal and Budgetary Policy, Investment Policy, Strategic Plan and
the Town ordinance related to the adoption of the budget (after adoption). The final
component is an Appendix section.
BUDGET FUND STRUCTURE
Governmental Fund types:
The fund types use a financial resources measurement focus and utilize the modified accrual
basis for accounting and budgeting. Under the modified accrual basis of accounting, revenues
are recorded when susceptible to accrual, meaning that it is measurable and available.
Available revenues are defined as those funds that are collectable within the current period, or
collectable within a timeframe to pay liabilities of the current period.
Expenditures generally represent a decrease in net financial resources and are recorded when
a measurable fund liability is incurred. In some instances, such as the incurrence of long-term
debt, expenditures related to interest on the debt is recorded in the period that it is due.
Proprietary Fund types:
The fund types are accounted and budgeted for on a cost of services, or “Capital
Maintenance” measurement focus using the accrual basis of accounting. Under the accrual
basis of accounting, revenues are recognized when earned and expenses are recognized when
incurred. For purposes of this budget presentation, depreciation is not displayed and capital
expenditures and bond principal payments are shown as uses of funds.
Major funds represent the significant activities of the
Town and basically include any fund whose revenues or
expenditures, excluding other financing sources and
uses, constitute more than 10% of the revenues or
expenditures of the appropriated budget.
MAJOR FUND PERCENT
General Fund 42%
Utility Fund 35%
Westlake Academy 7%
TOTAL 84%
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Section 2 Executive
Budget Overview
TOWN OF WESTLAKE BUDGETING FUNDS
Governmental Funds
General Fund Capital Project Funds
~ Capital Project Fund
~Westlake Academy Expansion
Academic Fund Internal Service Funds
~ General Maintenance and Replacement Fund
~ Vehicle Maintenance and Replacement Fund
Debt Service Fund Special Project Funds
~ Lone Star Fund
~ Visitor Association Fund
~ Economic Development Fund
~ 4B Economic Development Fund
~ Public Improvement District Fund (Local)
GOVERNMENTAL FUND TYPES
Governmental fund types are those through which most governmental functions of the Town are
financed. The acquisition, use, and balances of the Town’s expendable financial resources and
the related liabilities (except those accounted for in the Proprietary and Fiduciary Fund types)
are accounted for through Governmental Fund types.
1. The General Fund is the general operating fund of the Town. It is used to account for all
Town revenues and expenditures except those required to be accounted for in other funds.
Major functions financed by the General Fund include Finance, Administration, Building &
Code Compliance, Fire/EMS, Public Works, Facilities and Grounds Maintenance, Human
Resources, Parks and Recreation, Information Technology, and Engineering. Sources of
revenue include sales and use taxes, development fees and permits, court revenue, and
franchise taxes. The former Westlake Property Tax Reduction Sales Tax Fund received its
funding from a ½ cent sales tax levy that was previously earmarked for the 4A Economic
Development Corporation. The purpose of this fund was to reduce local property tax rates
throughout Texas by providing cities with an additional unrestricted revenue source. These
funds may be used for general Town expenditures, capital projects, or debt service. This
fund was closed at FY 2010/2011 year end and revenues are now being recorded in the
General Fund.
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Section 2 Executive
Budget Overview
2. The Debt Service Funds are established to account for, and the payment of, general long-
term debt principal and interest. This fund provides a clearer accounting of ongoing debt
obligations compared to operating budgets. The Debt Service Fund is used to make
scheduled payments for all bond issuances.
• The Debt Service Fund (Property Tax) was created to keep property tax payments
separate from all remaining debt.
• The Debt Service Fund provides payments for all remaining debt being paid with transfers
from the General Fund and 4B Economic Development Corporation Fund.
3. Special Revenue Funds consist of the following;
• The 4B Economic Development Corporation Fund is a local option established under
the Texas local government code. 4B funds are generated from a ½ cent sales tax
levy and proceeds are used for debt service.
• The Economic Development Fund was set up to maintain all receipts and
disbursements of agreements between the Town and various corporations for
economic development. There was confusion regarding the additional revenues
being recorded in the General Fund and offset by expenditures. These balances offset
to zero but skewed the analysis of each. This fund is used to create more transparency
to the public regarding these receipts and payments.
• The Public Improvement District Fund (Local) accounts for monies received from bond
proceeds, inspection fees and payments related to the Solana Public Improvement
District. The District was created by ordinance in February 2014 to finance the
construction of public infrastructure (such as water lines and streets) in the Entrada
subdivision. Revenues deposited into the PID Fund are used to cover engineering,
consulting, legal, and advertising costs attributable to Entrada development and
construction.
• The Visitors Association Fund receives its primary funding from a 7% hotel occupancy
tax adopted by the Town of Westlake in FY 1999/2000. Proceeds from the hotel
occupancy tax are required to be used in accordance with statutory parameters
including the promotion of travel and tourism in the Town of Westlake. Additionally,
because Westlake has broader statutory authority under State law than most cities to
spend hotel/motel occupancy tax funds for any municipal purpose, the Town has used
these funds to cover costs of various municipal operational costs and capital projects
(an example would be payment of a portion of the debt service for Westlake
Academy related bonds).
• The Lone Star Public Facilities Corporation was founded in 1996 and was designed “to
provide for the acquisition, construction, rehabilitation, repair, equipping, furnishing
and placement in service of public facilities in an orderly, planned manner and at the
lowest possible borrowing costs.” The ideas was to “acquire, through the issuance of
installment sale obligations, office buildings located within the State of Texas but
outside the boundaries of Westlake, whose tenants will be limited to those entities
which are qualifying tenants under applicable federal income tax law so that the
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Section 2 Executive
Budget Overview
interest payable with respect to the installment sale obligations will be exempt from
federal income taxation.” There has been no activity in the fund for several years.
4.Capital Project Funds consist of the following;
•The Capital Projects Fund tracks the infrastructure and building projects (other than
those financed by proprietary fund types), funded with general operating transfers,
intergovernmental revenue, bond funds and other special funding methods. Capital
expenditures are clearly identified by their respective funding sources, and projects
are shown in a clear, concise format.
•The Westlake Academy Expansion Fund tracks the Westlake Academy Master Facility
Plan that was adopted by the Westlake Town Council/Board of Trustees in November
2012. An Economic Development Agreement was executed between the Town and
Maguire Partners-Solana Land, L.P. requiring the developer to pay $10,000 for each
residential lot associated with the Granada subdivision. These funds are transferred to
the WAE fund for future expansion use.
5.The Westlake Academy Fund incorporates all funds related to the Town of Westlake’s
Charter School, Westlake Academy. This fund encompasses all operations and maintenance
related to the school as well as State public school funding, Federal and state grants, and
private donations used to support the daily school operations of the Academy.
PROPRIETARY FUND TYPES
Proprietary fund types operate in a manner similar to private business utilizing an accrual basis of
accounting.
TOWN OF WESTLAKE BUDGETING FUNDS
Proprietary Funds
Enterprise Funds
~ Utility Fund
~ Cemetery Fund
Internal Service Funds
~Utility Maintenance & Replacement Fund
~Vehicle Maintenance & Replacement Fund
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Section 2 Executive
Budget Overview
Enterprise Funds
Account for operations of governmental facilities operated in a manner similar to commercial
enterprises where the intent is to recover, in whole or in part, the costs and expenses of
providing goods and services to the public. Revenues are typically generated through usage
fees based on individual demands of each customer. Enterprise funds may be used when the
governing body has determined that periodic determination of revenue earned, expenses
incurred, and/or net income is appropriate for capital maintenance, public policy,
management control, accountability, or other purposes.
• The Cemetery Fund includes all operations associated with the 5.5 acre cemetery
located on J.T. Ottinger Road which was acquired during the year ended September
2008.
• The Utility Fund accounts for water, wastewater and telecommunications conveyance
(duct bank) services for the residents of the Town. All activities necessary to provide
such services are accounted for in the Fund, including administration, operations,
maintenance, financing and related debt service, and billing and collection.
Additionally, the Town collects monthly solid collection fees in this fund which are paid
to the Town’s solid waste franchisee.
Internal Service Funds
Account for services and/or commodities furnished by a designated program to other
programs within the Town. Funds include the following:
• The General Maintenance & Replacement Fund (GMR) is an account to offset the
future costs of repair and/or replacement of large capital assets due to age and use.
Contributions from the Town’s General Fund are transferred on an annual basis;
resulting in a cash balance which mitigates the cash flow impact of large
maintenance and capital replacement costs.
• The Utility Maintenance & Replacement Fund (UMR) is an account to offset the future
costs of repair and/or replacement of large capital assets due to age and use.
Contributions from the Town’s Utility Fund are transferred on an annual basis; resulting
in a cash balance which mitigates the cash flow impact of large maintenance and
capital replacement costs.
• The Vehicle Maintenance & Replacement Fund (VMR) was created to provide a
mechanism for the long term repair and replacement of Town vehicles.
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Section 2 Executive
Budget Overview
RELATIONSHIP BETWEEN FUNDS AND DEPARTMENTS
GENERAL SERVICES ADMINISTRATION PLANNING & DEVELOPMENT TOWN SECRETARY EMERGENCY SERVICES MUNICIPAL COURT PUBLIC WORKS FACILITIES MAINTENANCE FINANCE PARKS AND RECREATION INFORMATION TECHNOLOGY HUMAN RESOURCES COMMUNICATIONS POLICE SERVICES FUND NAME 10 11 12 13 14 15 16 17 18 19 20 21 22 23
GENERAL FUND
General Fund
SPECIAL REVENUE FUNDS
4B Economic Development
Economic Development
Public Improvement District (Local)
Visitors Association
Lone Star Public Facilities
DEBT SERVICE FUNDS
Debt Service
ENTERPRISE FUNDS
Cemetery Fund
500 Utility Fund
INTERNAL SERVICE FUNDS
Utility Maintenance & Replacement
General Maintenance & Replacement
Vehicle Maintenance & Replacement
CAPITAL PROJECT FUNDS
Capital Project Fund
Westlake Academy Expansion
ACADEMIC FUNDS
Westlake Academy
50
Budget
Process
51
Section 2 Executive
Budget Process
The Town of Westlake staff is pleased to present the 2016/2017 annual operating budget, which is
the product of many hours of preparation as well as a response to ever-changing internal and
external influences. The Town of Westlake’s 2017 fiscal year begins on October 1, 2016 and ends
September 30, 2017. It provides the framework to implement the Town’s vision, mission and
value statements as set out by the Town Council.
BUDGET PREPARATION
As in previous years, efforts have been made to control expenditures while continuing to deliver
an excellent level of service to our citizens. Concentrated efforts have been made to produce
a document that clearly illustrates the uses of Town resources in a format that may be utilized as
a resource tool by the Town Council, Town staff, and the citizens of Westlake. Our budget
preparation process continues to be refined on an annual basis, operating within clearly defined
budget preparation guidelines.
Budgeting is an essential element of the financial planning, control and evaluation process of
municipal government. The “operating budget” is the Town’s annual financial operating plan.
The budget includes all of the operating departments of the Town, the debt service fund, all
capital projects funds, and the internal service funds of the Town. The proposed budget will be
prepared with the cooperation of all Town departments, and is submitted to the Town Manager
who makes any necessary changes and transmits the document to the Town Council. A budget
preparation calendar and timetable will be established and followed in accordance with State
law.
A “bottom-up” approach is used to solicit input from the staff Leadership Team as to their
operations’ needs with an emphasis on:
• Identifying costs to provide the current level of services.
• Identifies additional cost increases needed to maintain the current level of service.
• Additional resources necessary to provide new or increased levels of service.
• Delineating changes in fund balance levels for each fund.
The following procedures, which are guided by generally accepted budgeting practices, has
been established:
• The annual operating budget presents appropriations of expenditures and estimates of
revenues for all local government funds. These revenues include sales and use taxes, ad
valorem property tax, citation revenue, franchise taxes, mixed beverage taxes, license
and permit fees, development fees, sales of printed material, interest income, water and
sewer utility revenue, duct bank leases, and miscellaneous revenues.
• The annual operating budget illustrates expenditures, anticipated revenues, and the
estimated impact on reserves.
• Budgets for each department are broken down into specific cost components, including
payroll/salaries, payroll related & benefits, supplies, services, insurance, repair &
maintenance, rent & utilities, economic development incentives, and capital outlay.
• Revenue projections are prepared for each revenue source based on an analysis of
historical revenue trends and current fiscal conditions.
• The budget process includes a multi-year projection of all required capital improvements.
• Goals and objectives have been developed for each department and are incorporated
into the evaluation of employees and performance of the organization.
• A budget message summarizing local financial conditions and principal budget issues is
presented to the governing council along with the annual budget.
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Budget Process
EFFECT OF PLANNING PROCESSES ON THE OPERATING BUDGET
The Town of Westlake utilizes several planning processes that affect the development of the
operating budget. Effective planning processes assist the Town in assessing the financial
implications of current and proposed policies, programs, and assumptions. An effective plan
illustrates the likely outcomes of particular courses of actions.
Name
Type Of
Planning Process
Description Of
Planning Process
Budget
Impact
General Government
Long-Range
Financial Forecast
Five-year operating plan
to facilitate financial
planning
Forecast of revenues,
expenditures, service levels
and staffing needs
Allows for
reallocation of
resources
Facilities Capital
Maintenance
Five-year plan by facility
and maintenance activity
or project
The prioritization of
departmental requests for
projects along with known
maintenance requirements
Stability of General
fund appropriations
Parks Capital
Maintenance
Five-year plan by facility,
maintenance activity or
project
Identifies, prioritizes and
schedules improvements to
parks, medians and grounds
Stability of General
fund appropriations
Street Maintenance Five-year plan to maintain
and improve roadways,
sidewalks, curbs and
gutters
Inspection, prioritization and
scheduling of surface repair
and preventive maintenance
of streets
Stability of General
fund appropriations
Vehicle and
Equipment
Replacement
Five-year plan of
scheduled vehicle and
heavy equipment
replacement
Development of replacement
intervals based on equipment
age, usage, and lifetime
repair costs
Timing and sizing of
debt issues and
payments
Computer
Replacement
Plan for the replacement
of computers and other
technology items
Development of replacement
intervals based on equipment
age, usage, and lifetime
repair costs
Stability of General
fund appropriations
Capital
Improvements Plan
Five-year plan of major
infrastructure
development and
improvements
Council identification of
projects; prioritizing; costing;
timing; financing and project
management
Predictable funding
levels, debt service
planning
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Budget Process
BALANCED BUDGET
As per State Law, current operating revenues, including Property Tax Reduction Sales Tax (which
can be used for operations), will be sufficient to support current operating expenditures.
Annually recurring revenue will not be less than annually recurring operating budget
expenditures (operating budget minus capital outlay). Debt or bond financing will not be used
to finance current expenditures.
BUDGET AMENDMENT PROCESS
Department Directors are responsible for monitoring their respective department budgets. The
Finance Department will monitor all financial operations. The budget team will decide whether
to proceed with a budget amendment and, if so, will then present the request to the Town
Council. If the Council decides a budget amendment is necessary, the amendment is adopted
in resolution format and the necessary budgetary changes are then made.
The Town Manager may request that the current year budget be amended. In this process, the
Town Manager will review the documentation and draft an ordinance to formally amend the
current budget. This ordinance is presented to the Town Council for consideration. Following the
consideration of the proposed amendment, the Town Council will vote on the amendment
ordinance. If the amendment is approved, the necessary budget changes are then made. All
budget amendments will be approved by the Town Council prior to the expenditure of funds in
excess of the previously authorized budgeted amounts within each fund.
THE BUDGET PROCESS
A proposed budget shall be prepared by the Town Manager with the participation of all of the
Town’s department directors.
The proposed budget shall include four basic segments for review and evaluation:
• personnel costs
• base budget for operations and maintenance costs
• service level adjustments for increases of existing service levels or additional services
• revenues
The proposed budget review process shall include Council participation in the review of each of the
four segments of the proposed budget and a public hearing to allow for citizen participation in the
budget preparation. The proposed budget process shall allow sufficient time to provide review, as
well as address policy and fiscal issues, by the Town Council. A copy of the proposed budget shall
be filed with the Town Secretary when it is submitted to the Town Council as well as placed on the
Town’s website.
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Section 2 Executive
Budget Process
The Town Manager submits the budget to the Town Council. The Town’s fiscal year begins each
year on October 1st and ends on September 30th of the following calendar year.
Prior to the beginning of the fiscal year, the Town Manager must submit a proposed budget,
which includes:
• A budget message
• A consolidation statement of anticipated revenues and proposed expenditures for all
funds
• General fund resources in detail
• Special fund resources in detail
• A summary of proposed expenditures by department and activity
• Detailed estimates of expenditures shown separately to support the proposed
expenditure
• A description of all bond issues outstanding
• A schedule of the principal and interest payments of each bond issue
The proposed revenues and expenditures must be compared to prior year revenues and
expenditures. The budget preparation process begins early in the calendar year with the
establishment of overall town goals, objectives, and analysis of current year operations
compared to expenditures. Budget policies and procedures are reviewed at the same time to
reduce errors and omissions.
Revenue Estimates for Budgeting: In order to maintain a stable level of services, the Town shall
use a conservative, objective, and analytical approach when preparing revenue estimates. The
process shall include analysis of probable economic changes and their impacts on revenues,
historical collection rates, and trends in revenues. This approach should reduce the likelihood of
actual revenues falling short of budget estimates during the year and should avoid mid-year
service reductions.
Central Control: Modifications within the operating categories (salaries, supplies, maintenance,
services, capital, etc.) can be made with the approval of the Town Manager. Modifications to
reserve categories and interdepartmental budget totals will be made only by Town Council
consent with formal briefing and Council action.
Planning: The budget process will be coordinated so as to identify major policy issues for Town
Council by integrating it into the Council’s overall strategic planning process for the Town. Each
department shall have a multi-year business plan that integrates with the Town’s overall strategic
plan.
Performance Measures & Productivity Indicators: Where appropriate, performance measures
and productivity indicators will be used as guidelines to measure efficiency, effectiveness, and
outcomes of Town services. This information will be included in the annual budget process as
needed.
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Section 2 Executive
Budget Process
Contingent Appropriation: During the budget process, staff will attempt to establish an
adequate contingent appropriation in each of the operating funds. The expenditure for this
appropriation shall be made only in cases of emergency, and a detailed account shall be
recorded and reported. The proceeds shall be disbursed only by transfer to departmental
appropriation. All transfers from the contingent appropriation will be evaluated using the following
criteria:
• Is the request of such an emergency nature that it must be made immediately?
• Why was the item not budgeted in the normal budget process?
• Why can’t the transfer be made within the department?
In May, the Finance Department prepares such items as budget forms and instructions for
estimating revenues and expenditures. Department heads submit proposed baseline
expenditures for current service levels and any additional one-time or on-going request they
may have for their department. A round-table meeting is subsequently held with the Town
Manager, the finance staff and each department head for review.
After all funding levels are established and agreed upon; the proposed budget is presented by
the Town Manager to the Town Council. A public hearing on the budget is conducted in
accordance with state and local law. This meeting is held after the Council has reviewed the
budget during a workshop. The Town Council approves a level of expenditure (or
appropriation) for each fund to go into effect on October 1st, prior to the expenditure of any
Town funds for that budget year.
Budget Adoption: Upon the determination and presentation of the final iteration of the proposed
budget as established by the Council, a public hearing date and time will be set and publicized.
The Council will subsequently consider a resolution which, if adopted, such budget becomes the
Town’s Approved Annual Budget. The adopted budget will be effective for the fiscal year
beginning October 1. The approved budget will be placed on the Town’s web site.
Budget Award: Each year the Council approved operating budget will be submitted annually to
the Government Finance Officers Association (GFOA) for evaluation and consideration for the
Award for Distinguished Budget Presentation.
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Section 2 Executive
Budget Process
BUDGET CALENDAR
MAR * ORIENTATION AND OVERVIEW OF BUDGET PROCESS
* FIVE YEAR PROJECTION SPREADSHEETS DISTRIBUTED FOR INPUT
* FORMS FOR CAPITAL PROJECTS AND MAJOR MAINTENANCE AVAILABLE
* REVIEW OF CALENDAR AND PROCESSES WITH COUNCIL
* REVIEW OF OVERALL TOWN GOALS
APR * YEAR -END ESTIMATE SPREADSHEETS DISTRIBUTED FOR PRIOR YEAR AMENDMENTS
* FINANCE AMENDS PRIOR YEAR BUDGET - BECOMES BASE BUDGET FOR NEW YEAR
* DEPARTMENTS ACCESS BUDGET TO REMOVE ONE TIME REVENUES AND EXPENDITURES
* OPERATING BASELINE BUDGET AVAILABLE FO R EDITING
* SERVICE LEVEL ADJUSTMENT FORMS AVAILABLE ON SHARED DRIVE
MAY * DETAIL REVIEW BY FINANCE DEPARTMENT
* GOALS AND OBJECTIVES AVAILABLE FOR EDITING ON SHARED DRIVE
* TOWN MANAGER AND FINANCE BEGIN REVIEWS WITH DEPARTMENTS
JUN * BUDGET MODULE OPEN FOR CHANGES TO BUDGETS PER REVIEWS
* PRESENTATION OF 5-YEAR FORECAST
JUL * PREPARATION FOR BUDGET RETREAT
* PREPARATION OF POWER POINT
AUG * BUDGET RETREAT
* PUBLISH NOTICE REGARDING CONSIDERATION OF PROPERTY TAX
* BUDGET WORKSHOP
* NOTICE FOR PUBLIC HEARINGS POSTED IN NEWSPAPER
* PRESENT PROPOSED MUNICIPAL BUDGET TO COUNCIL
SEP * PUBLISH NOTICE OF PUBLIC HEARING ON BUDGET
* PUBLIC HEARING ON BUDGET
* ADOPTION OF OPERATING BUDGET AND TAX R ATE
OCT * NEW FISCAL YEAR BEGINS
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58
Strategic Plan
59
Section 2 Executive
Strategic Plan
BALANCED SCORECARD
The Town Council and staff utilize the “Balanced Scorecard " method to implement and review our
existing strategic framework, along with the mission, vision, and values statement of the Town. The
balanced scorecard system is designed to communicate our strategy throughout the
organization/community with our stakeholders, align our daily work activities to the overall vision,
serve as the framework for prioritizing services, and utilize performance measures to evaluate our
successes and opportunities.
The Balanced Scorecard is a strategic planning and management system that is used extensively in
business and industry, government, and nonprofit organizations worldwide to align business
activities to the vision and strategy of the organization, improve internal and external
communications, and monitor organization performance against strategic goals.
In short, it is a tool that businesses use to ensure that their work meets their goals in a measurable
way by connecting organizational strategy to the work people do on a day-to-day basis, i.e. “You
said…we did…”
The graphic at the right
illustrates the Balanced
Scorecard approach and the
following pages of this section
demonstrate how Westlake
has aligned with this
framework.
Components include the
o Vision, Mission, Values,
o Perspectives,
o Strategy Map,
Performance Measures
o Strategic Initiatives.
Each element is critical to the
success of the municipality
and helps us evaluate and
communicate our
performance.
Upon review of the existing
mission and vision statements,
the Council provided feedback
to the Town staff and requested
an updated version for review. Staff reviewed the previous version and created a more succinct
statement that identifies the unique service programs, describes our commitment to personal
customer service, and outlines the financial stewardship component, which is important to our
community.
After the staff analyzed the Town’s strengths/weaknesses, as well as the opportunities/threats we
face (SWOT), the information was presented to the Council during a retreat in May of 2013. The
following was created as a result of the discussions in 2013 along with annual review as necessary.
60
Section 2 Executive
Strategic Plan
VISION
The town’s vision statement outlines what we strive to be. Upholding such a statement is a task that
requires effort on multiple levels. The balanced scorecard system will help ensure that the Vision of
the Town remains true in years to come.
MISSION
The mission statement describes what must be done to achieve the adopted vision. Town Council
has adopted the following Mission statement for the Town:
VALUES
Driving how the Town accomplishes its work are our corporate values. These are the principles that
we hold important and standards by which the Town operates. These values, as adopted by the
Town Council, and are designed to guide staff in their day to day work and the Council as it
conducts its business:
INTEGRITY-DRIVEN GOVERNMENT
Transparent Innovation
Sense of Community Fiscal Responsibility
Strong Aesthetic Standards Educational Leaders
Informed & Engaged Citizens Family Friendly & Welcoming
Preservation of our Natural Beauty Planned Responsible Development
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.
“An oasis of natural beauty that maintains our open spaces in
balance with distinctive developments, trails, and quality of life
amenities amidst an ever expanding urban landscape.”
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Section 2 Executive
Strategic Plan
STRATEGIC PERSPECTIVES
A Perspective is a view of the Town from a specific vantage point. Four basic perspectives are
traditionally used to encompass a Balanced Scorecard organization’s activities. The Town’s business
model, which encompasses mission, vision, and strategy, utilizes the four Perspectives as a
framework: A balanced scorecard is divided into four unique perspectives that help the Town
focus on the strategy that has been aligned to the vision and mission for our community.
The four perspectives of the plan, which were customized by the Council, are as follows:
STRATEGIC PERSPECTIVES
Citizens, Students,
and Stakeholders:
Financial
Stewardship:
Municipal and
Academic Operations:
People, Facilities,
& Technologies:
viewed through the eyes
of our customers and
stakeholders
Financial oversight;
effective use of resources
focuses on processes that
create value for the
customers and
stakeholders
involves, work culture,
innovation, leadership,
governance, tools and
technology necessary to
provide services
STRATEGIC THEMES
The Council grouped this information along with the major components of our previous strategic
plan and ranked the importance of the concepts according to each area of concern. The final
activity involved the formation of our “strategic themes” for the municipal services.
Town staff then constructed
strategy maps for each theme,
identified a strategic result,
populated the maps with
strategic objectives and
created an objective
commentary document. All of
this sets the framework for a
comprehensive Tier One map
for the municipal program of
services. The current Balance
Scorecard was adopted by Council in September 2014.
The Town Council has worked closely with staff to adopt a management system based on the
Balanced Scorecard framework. This was developed to help the Town direct its own destiny rather
than allow future events to do so. Through sound business principles the Town is able to more
effectively provide services to the citizens of Westlake, increasing both efficiency and customer
satisfaction.
Ultimately, it guides the way the Town does business and helps us determine how we should invest
our time and resources. In the budget process, this allows for increased transparency, clarity, and
accountability, providing the Town a framework for demonstrating results. The continued quality
and success of this community does not happen without the diligent effort of a committed team of
residents, businesses, community leaders, and staff. Years of consistent planning and strategic
thinking has brought Westlake where it is today.
STRATEGIC THEMES
Natural
Oasis
Exemplary
Service
& Governance
High Quality
Planning, Design, &
Development
Exemplary
Education
Preserve and
maintain a
perfect blend
of the
community’s
natural
beauty.
We set the
standard by
delivering
unparalleled
municipal and
educational
services at the
lowest cost.
We are a desirable,
well planned, high-
quality community
that is distinguished
by exemplary
design standards.
Westlake is an
international
educational
leader where
each
individual’s
potential
is maximized.
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Section 2 Executive
Strategic Plan
OBJECTIVES AND PERFORMANCE MEASURES
Performance measures hold government departments accountable. While allowing them to
recognize their successes and adjust programs of service that are under performing. Because
performance measures are determined according to the Strategy Map, it becomes evident how
each department aligns with Town goals, and how well departments are meeting the expectations
set by the Strategy Map.
PERSPECTIVES OBJECTIVES PERFORMANCE MEASURES
Citizens,
Students,
And
Stakeholders
Preserve Desirability
& Quality of Life
• Alignment between comp plan, zoning & dev. Regulations
• Ratio of exemplary schools in/around Westlake
• Enrollment composite (capacity vs. wait list)
• Student successes from WA
• Direction Finder survey results
Increase
CSS
Satisfaction
• Attrition rate
• Average length of time residents live in Westlake
• Percentage of leavers (all)
• External validation points (awards per year)
• Direction Finder survey results
• Percentage of violations issued to residents due to failure to
meet development/code requirements
Financial
Stewardship
Increase Financial
Capacity & Reserves
• Fund Balance
• Quarterly financial report data
Increase
Revenue Streams
• Local revenue monitoring
• Percent of revenues budgeted
Municipal
And
Academic
Operations
Maximize Efficiencies
& Effectiveness
• Percentage of time spent on Q2 planning and
implementation
• Number of policies and procedures updated/passed
(quarterly)
• Number of internal processes reviewed and updated each
quarter
Encourage
Westlake’s Unique
Sense of Place
• Percentage of first submission plans that meet
environment/development goals
• Percentage of CSS participation events/meetings
Increase Transparency,
Accessibility &
Communications
• Increased survey completion (All)
• Direction Finder survey (effectiveness of town
communications, effort to keep residents informed,
opportunities for public input and availability of town records.
• Email/website statistics
People,
Facilities,
and
Technologies
Attract, Recruit, Retain
& Develop the Highest
Quality Workforce
• Percentage of qualified candidates within applicant pools
• Time to fill positions
• Percent of increased competency specific
• Employee turnover rate
• Employee satisfaction results
Improve Technology,
Facilities & Equipment
• Overtime vs. Comp time
• Critical infrastructure downtime
• Cost of repairs vs. replacement costs
• Projected CSS growth
Optimize Planning &
Development Capabilities
• Direction Finder survey results
• Percentage of deadline compliance
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Section 2 Executive
Strategic Plan
These performance measures help determine the quantity and quality of our work, as identified in
our plans. We consistently evaluate our work and review our performance quarterly because we
firmly believe that what gets measured gets done.
In addition to monitoring these performance measures, the Town of Westlake also desires the
opinion of its citizens. Every two years Westlake undertakes a broad citizen survey designed to
measure government performance and to gauge the current and future needs of residents. This
survey is an incredibly useful tool within the strategic management system, and it allows Town
services to be tailored based upon citizen attitudes. Westlake’s performance measures are
evolutionary and undergo on-going review.
As we improve our ability to gather and mine data about our work, we will be able to add
performance measures to the departmental business plans as a gauge of success. These
departmental efficiency and effectiveness measures will be grouped with the appropriate
outcome objective then fed into the Town-wide scorecard to give an overall picture of the Town’s
performance.
As the Town continues to develop these scorecards, measurement units, data sources, and targets
will be refined. Through quarterly performance reviews, departmental performance is documented.
Trends are also tracked over time through budget documents.
TOWN OF WESTLAKE STRATEGY MAP
Citizens,
Students &
Stakeholders
Financial
Stewardship
Municipal &
Academic
Operations
People,
Facilities &
Technology
Attract, Recruit, Retain & Develop the Highest Quality Workforce
Improve Technology, Facilities & Equipment
Maximize Efficiencies & Effectiveness
Optimize Planning & Development Capabilities
Preserve Desirability & Quality of Life
Increase CSS Satisfaction
Increase Revenue Streams
Increase Financial Capacity / Reserves
Encourage Westlake’s Unique Sense of Place
Increase Transparency Accessibility & Communications
64
Section 2 Executive
Strategic Plan
WESTLAKE’S STRATEGIC DEVELOPMENT / BUDGET CYCLE
Establishing a link between a Town’s strategy and budget is fundamental to effective public
budgeting. Westlake works hard to connect the strategy management system to the budget
process. Incorporating the Strategy Map into resource allocation decisions ensures the Town
budget reflects the priorities of the Town Council. The illustration below depicts the annual process
of developing the Town’s budget.
The budget process, like the Strategy Map, connects each department to the organization as a
whole. At the micro level, Town departments work to provide quality services to the citizens of
Westlake. At the macro level, departments use the Strategy Map to make budgetary requests to
help and guide long range planning so that these services can be performed.
As the Budget Cycle
illustration indicates,
the process never
ceases.
At the beginning of
each fiscal year, in
October, we
conduct or review
the results from the
most recent citizen
survey; this aids staff
in focusing its work
for the coming year.
Then a meeting with
Town Council
provides an
opportunity to review
the strategic
direction, followed
by the creation of
departmental
business plans.
In order for funding to
be allocated,
departments must
follow the Strategy
Map to align requests
with the goals,
mission, and vision of
Westlake. Strategic
planning plays an
integral role in the
development of each
year’s budget and ensures the Town’s ability to meet the needs of a growing community. To be
effective, the Town must direct resources to those areas most essential to the community’s
wellbeing.
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A L L F U N D S - A L L S O U R C E SCombined Program Summary
Fiscal Year 2016/2017
Adopted Estimated Proposed FY 16/17 Proposed
Budget Budget Budget
FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated
REVENUES & OTHER SOURCES
1 General Sales Tax On-going 5,000,000$ 4,500,000$ 4,500,000$ -$ 0%
2 General Sales Tax One-time 100,000 50,000 50,000 - 0%
3 Property Tax 1,413,765 1,479,265 1,525,685 46,420 3%
4 Charge for Services 3,411,772 3,531,465 3,565,755 34,290 1%
5 Hotel Tax 910,000 821,000 837,280 16,280 2%
12 Beverage Tax 53,025 61,280 62,500 1,220 2%
8 Franchise Fees 849,733 928,177 966,370 38,193 4%
7 Permits and Fees 1,192,706 1,354,568 385,690 (968,878) -72%
6 Permits and Fees Building 1,312,099 1,444,475 2,316,157 871,682 60%
9 Fines & Forfeitures 710,000 808,595 805,350 (3,245) 0%
13 Investment Earnings 37,589 34,305 34,400 95 0%
10 Contributions 460,000 2,427,705 1,220,000 (1,207,705) -50%
11 Misc Income 62,385 155,843 130,520 (25,323) -16%
14 Total Revenues 15,513,074 17,596,677 16,399,707 (1,196,970) -7%
15 Transfers In 4,692,163 2,967,550 3,767,750 800,200 27%
16 Other Sources 8,456,145 14,995 8,500,000 8,485,005 56586%
17 Total Other Sources 13,148,308 2,982,545 12,267,750 9,285,205 311%
18 GF Academic Revenues 7,941,626 7,956,657 8,399,173 442,516 6%
19 GF Academic Other Sources 45,000 482,425 - (482,425) -100%
20 Total Academic 7,986,626 8,439,082 8,399,173 (39,909) 0%
21 TOTAL REVENUES & OTHER SOURCES 36,648,008$ 29,018,304$ 37,066,630$ 8,048,326$ 28%
0 (259,540)(10,000)
EXPENDITURES & OTHER USES
22 Payroll Salaries 3,017,646$ 3,007,287$ 3,472,410$ 465,123$ 15%
23 Payroll Insurance medical/dental/life 459,648 456,601 545,605 89,004 19%
24 Payroll Taxes workers comp/unemployment 36,833 39,917 46,845 6,928 17%
25 Payroll Taxes social security/medicare 230,774 207,777 269,765 61,988 30%
26 Payroll Retirement tmrs/icma 371,055 343,285 426,870 83,585 24%
27 Total Payroll and Related 4,115,956 4,054,867 4,761,495 706,628 17%
28 Debt 2,650,209 3,775,672 3,657,696 (117,976) -3%
29 Economic Development 187,000 134,000 134,640 640 0%
30 Insurance 40,329 43,429 44,640 1,211 3%
31 Repair & Maintenance 339,186 415,766 364,250 (51,516) -12%
32 Rent & Utilities 511,641 442,479 847,105 404,626 91%
33 Services 4,204,774 3,719,711 3,691,480 (28,231) -1%
34 Supplies 204,896 215,772 225,055 9,283 4%
35 Water Purchases 1,280,600 1,280,600 1,344,600 64,000 5%
36 Total Operations & Maintenance 9,418,634 10,027,429 10,309,466 282,037 3%
37 TOTAL OPERATING EXPENDITURES 13,534,590 14,082,296 15,070,961 988,665 7%
38 Capital Outlay 50,990 40,740 232,795 192,055 471%
39 Maintenance & Replacement Funds 418,080 373,660 783,700 410,040 110%
40 Capital Project Funds UF 173,435 - 96,435 96,435 100%
41 Capital Project Funds CP 5,241,000 2,298,300 9,455,585 7,157,285 311%
42 Total Capital 5,883,505 2,712,700 10,568,515 7,855,815 290%
43 Transfers Out 4,692,663 2,967,550 3,767,750 800,200 27%
44 Other Uses - - - - 0%
45 Total Other Uses 4,692,663 2,967,550 3,767,750 800,200 27%
46 GF Academic Expenditures 7,851,666 8,803,848 8,397,745 (406,103) -5%
47 GF Academic Other Uses 45,000 - - - 0%
48 Total Academic 7,896,666 8,803,848 8,397,745 (406,103) -5%
49 TOTAL NON-OPERATING EXPENDITURES 18,472,834 14,484,098 22,734,010 8,249,912 57%
50 TOTAL EXPENDITURES AND OTHER SOURCES 32,007,424 28,566,394 37,804,971 9,238,577 32%
51 EXCESS REVENUES OVER(UNDER) EXPENDITURES 4,640,584 451,911 (738,341) (1,190,252) 263%
52 FUND BALANCE, BEGINNING 16,623,102 16,623,102 17,075,013 451,911 3%
53 FUND BALANCE, ENDING 21,263,686$ 17,075,013$ 16,336,672$ (738,341)$ -4%
500
410
vs
69
General
Fund
Enterprise
Funds
Internal
Service
Funds
Special
Revenue
Funds
Debt
Service
Westlake
Academy
GF
Capital
Project
Funds
TOTAL
1 General Sales Tax $ 3,310,500 $ - $ - $ 1,239,500 $ - $ - $ - $ 4,550,000
2 Charge for Services - 3,565,755 - - - - - 3,565,755
3 Permits & Fees Building 2,316,157 - - - - - - 2,316,157
4 Property Tax 1,437,050 - - - 88,635 - - 1,525,685
5 Contributions - - - 1,210,000 - - 10,000 1,220,000
6 Franchise Fees 966,370 - - - - - - 966,370
7 Hotel Tax - - - 837,280 - - - 837,280
8 Fines & Forfeitures 805,350 - - - - - - 805,350
9 Permits & Fees 217,425 152,265 6,000 10,000 - - - 385,690
10 Beverage Tax 62,500 - - - - - - 62,500
11 Misc Income 23,140 17,030 - 90,350 - - - 130,520
12 Investment Earnings 12,340 7,760 4,470 2,930 - - 6,900 34,400
13 Total Revenues 9,150,832 3,742,810 10,470 3,390,060 88,635 - 16,900 16,399,707
14 Transfers In 66,030 - 458,335 - 2,033,385 - 1,210,000 3,767,750
15 Other Sources - - - - - - 8,500,000 8,500,000
16 Total Other Sources 66,030 - 458,335 - 2,033,385 - 9,710,000 12,267,750
17 Academic Revenues - - - - - 8,399,173 - 8,399,173
18 Academic Others Sources - - - - - - - -
19 Total Academic - - - - - 8,399,173 - 8,399,173
20 TOTAL REVENUES AND OTHER SOURCES 9,216,862$ 3,742,810$ 468,805$ 3,390,060$ 2,122,020$ 8,399,173$ 9,726,900$ 37,066,630$
21 Payroll Salaries $ 3,472,410 $ - $ - $ - $ - $ - $ - $ 3,472,410
22 Payroll Transfers (958,760) 437,145 - 521,615 - - - -
23 Payroll Insurance 545,605 - - - - - - 545,605
24 Payroll Taxes TWC/WC 46,845 - - - - - - 46,845
25 Payroll SS/Medicare 269,765 - - - - - - 269,765
26 Payroll Retirement 426,870 - - - - - - 426,870
27 Total Payroll & Related 3,802,735 437,145 - 521,615 - - - 4,761,495
28 Supplies 217,905 7,150 - - - - - 225,055
29 Services 2,391,795 582,475 - 715,610 1,600 - - 3,691,480
30 Insurance 36,390 8,250 - - - - - 44,640
31 Repair & Maintenance 203,215 161,035 - - - - - 364,250
32 Rent & Utilities 573,655 185,580 - 87,870 - - - 847,105
33 Economic Development - - - 134,640 - - - 134,640
34 Water Purchases - 1,344,600 - - - - - 1,344,600
35 Debt 351,680 1,155,620 - - 2,150,396 - - 3,657,696
36 Total Operations & Maintenance 3,774,640 3,444,710 - 938,120 2,151,996 - - 10,309,466
37 TOTAL OPERATING EXPENDITURES 7,577,375 3,881,855 - 1,459,735 2,151,996 - - 15,070,961
38 Capital Outlay 208,015 24,780 - - - - - 232,795
39 Maintenance & Replacement - - 783,700 - - - - 783,700
40 Capital Project Funds - 96,435 - - - - 9,455,585 9,552,020
41 Total Capital 208,015 121,215 783,700 - - - 9,455,585 10,568,515
42 Transfers Out 1,103,635 158,765 - 2,505,350 - - - 3,767,750
43 Other Uses - - - - - - - -
44 Total Other Uses 1,103,635 158,765 - 2,505,350 - - - 3,767,750
45 Academic Expenditures - - - - - 8,397,745 - 8,397,745
46 Academic Others Uses - - - - - - - -
47 Total Academic - - - - - 8,397,745 - 8,397,745
48 TOTAL NON-OPERATING EXPENDITURES 1,311,650 279,980 783,700 2,505,350 - 8,397,745 9,455,585 22,734,010
49 TOTAL EXPENDITURES AND OTHER USES 8,889,025$ 4,161,835$ 783,700$ 3,965,085$ 2,151,996$ 8,397,745$ 9,455,585$ 37,804,971$
50 EXCESS REVENUES OVER (UNDER)
EXPENDITURES 327,837 (419,025) (314,895) (575,025) (29,976) 1,429 271,315 (738,341)
51 BEGINNING FUND BALANCE 8,541,363 2,108,896 1,115,768 1,484,577 29,976 1,117,390 2,677,041 17,075,012
52 ENDING FUND BALANCE 8,869,200$ 1,689,871$ 800,873$ 909,552$ -$ 1,118,819$ 2,948,356$ 16,336,672$
ALL FUNDS - ALL SOURCES
FISCAL YEAR 2016/2017
COMBINING REVENUES, EXPENDITURES AND FUND BALANCE
REVENUES AND OTHER SOURCES
EXPENDITURES AND OTHER USES
70
Section 3 Financial Analysis
Fund Overview All Funds
Revenues and Transfers In
Revenues and transfers in are budgeted to be $37,066,630;
This represents a 28% increase of $8,048,326 from prior year estimated revenues and
transfers in of $29,018,304.
• Revenues are budgeted at $16,399,707; a 7% decrease of $1,196,970
o Property Tax - increased $46,420
o Charge for Services – increased $34,290
o Hotel Tax - increased $16,280
o Franchise Fees - increased $38,193
o Permits and Fees - decreased $968,878
o Permits & Fees Building - increased $871,682
o Contributions - decreased $1,207,705
o Miscellaneous Income - decrease $25,323
• Other Sources are budgeted at $12,267,750; a 311% increase of $9,285,205
o Transfers In – increased $800,200
o Bond Proceeds – increased $8,500,000 due to the anticipation of building
a new Fire/EMS facility
• Academic Revenues are budgeted at $8,399,172
o Represents a 0.47% decrease of $39,909 for the prior fiscal year
Expenditures and Transfers Out
Expenditures and transfers out are budgeted to be $37,804,971. This represents a
32% increase of $9,238,577 from the prior year estimated expenditures and transfers
out of $28,566,394.
• Payroll and Related is budgeted at $4,761,495; a 17% increase of $706,628
o Wages - increased $465K
o Insurances - increased $89K
o Taxes - increased $69K
o Retirement - increased $84K
71
Section 3 Financial Analysis
Fund Overview All Funds
• Operations and Maintenance is budgeted at $10,309,466; a 3% increase of
$282,037
o Debt – decreased $118K
o Repair & Maintenance – decreased $52K
o Rent & Utilities – increased $405K
o Services – decreased $28K
o Supplies – increased $9K
o Water Purchases – increased $64K
• Capital is budgeted at $10,568,515; a 311% increase of $7,855,815
o Capital Outlay – increased $192,055
o Maintenance and Replacement Funds – increased $410,040
o Utility Fund Capital Projects – increased $96,435
o Capital Projects Funds – increased $7,157,285
• Other Uses is budgeted at $3,767,750; a 27% increase of $800,200
o Transfers In – increased $800,200 primarily due to the $10K per lot transfer
• Academic Expenditures are budgeted at $8,397,745;
o a 5% decrease of $406,103 for the prior year estimated
Fund Balance
The ending fund balance is budgeted to be $16,336,672. This represents a 4%
decrease of $738,341 from prior year estimated ending fund balance of $17,075,012.
72
.
FY 2012/2013 FY 2013/2014 FY 2014/2015 FY 15/16 Current FY 16/17 Proposed
Tarrant & Denton 1,213,602,021$ 1,231,484,681$ 1,251,580,115$ 1,278,037,472$ 1,434,378,025$
amount change 118,922,925$ 17,882,660$ 20,095,434$ 26,457,357$ 156,340,553$
percent change 10.86%1.47%1.63%2.15%12.49%
FY 2012/2013 FY 2013/2014 FY 2014/2015 FY 15/16 Current FY 16/17 Proposed
Tarrant & Denton 856,926,594$ 889,984,663$ 920,990,082$ 944,277,342$ 1,038,855,674$
amount change (76,419,143)$ 33,058,069$ 31,005,419$ 54,292,679$ 117,865,592$
percent change -8.19%3.86%3.48%6.10%12.80%
Residential 473,314,728$ 494,062,920$ 530,229,036$ 565,082,645$ 720,045,062$
Commercial 309,259,502$ 288,880,663$ 288,318,142$ 313,905,939$ 329,982,054$
Personal 102,298,461$ 115,051,251$ 110,305,420$ 86,780,414$ 129,385,534$
New Residential 17,679,732$ 18,340,000$ 280,028,713$ 39,358,755$ 54,909,400$
New Commercial 24,418,346.00$ 1,148,172.00$ -$ -$ -$
FY 2012/2013 FY 2013/2014 FY 2014/2015 FY 15/16 Current FY 16/17 Proposed
Revenue Amount 1,366,542$ 1,353,355$ 1,432,916$ 1,479,265$ 1,520,629$
amount change (75,527)$ (13,187)$ 79,561$ 46,349$ 41,364$
percent change -5.24%-0.96%5.88%3.23%2.80%
FY 2012/2013 FY 2013/2014 FY 2014/2015 FY 15/16 Current FY 16/17 Proposed
Market Value 1,365,344$ 1,416,737$ 1,472,247$ 1,492,650$ 1,804,104$
amount change 5,447$ 51,393$ 55,510$ 75,913$ 331,857$
percent change 0.40%3.76%3.92%5.36%22.54%
FY 2012/2013 FY 2013/2014 FY 2014/2015 FY 15/16 Current FY 16/17 Proposed
Home Value 1,166,338$ 1,203,398$ 1,247,251$ 1,270,576$ 1,455,957$
Tax Payment 1,463$ 1,510$ 1,560$ 1,589$ 1,595$
amount change 4$ 46$ 50$ 29$ 6$
percent change 0.27%3.18%3.31%1.87%0.38%
FY 2012/2013 FY 2013/2014 FY 2014/2015 FY 15/16 Current FY 16/17 Proposed
Effective Rate 0.19326$ 0.16070$ 0.15634$ 0.15677$ 0.13695$
General Fund 0.14197 0.13907 0.13710 0.13947 0.12882
Debt Service 0.01487 0.01777 0.01924 0.01687 0.00813
TOTAL RATE 0.15684$ 0.15684$ 0.15634$ 0.15634$ 0.13695$
amount change 0.00 0.00 (0.00050) 0.00 (0.01939)
percent change 0.00%0.00%-0.32%0.00%-12.40%
FY 2012/2013 FY 2013/2014 FY 2014/2015 FY 15/16 Current FY 16/17 Proposed
General Fund 90.52%88.67%87.69%89.21%94.06%
Debt Service 9.48%11.33%12.31%10.79%5.94%
TOTAL 100%100%100%100%100%
AD VALOREM PROPERTY TAX
SEVEN YEAR ANALYSIS
Fiscal Year 2016/2017
NET TAXABLE VALUES
Homestead exemption 20% Over 65 exemption - $10,000
TOTAL TAX REVENUE GENERATED
TAX RATE DISTRIBUTION PERCENTAGE
TAX RATE DISTRIBUTION AMOUNT (per $100 of assessed valuation)
APPRAISED VALUES
AVERAGE MARKET VALUE PER HOME
AD VALOREM TAX PAYMENT ON AVERAGE HOME VALUE (w/homestead exemption)
74
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Personnel &
Organization
75
Part Time
Clerk
C ITIZENS OF W ESTLAKE
Finance
Assistant Town
Manager
Fire Chief
Human Resources
Public Works
Planning &
Development
Town Secretary
Supervisor
7 FTE Firefighter
Paramedics
Deputy Clerk
Marshal
Student Services
Administrator
PYP Primary
Principal
Administrative
Staff
PYP
Coordinator
Primary
Counselor
Primary
Teachers
Librarian
MYP
Coordinator
Academic
Dean
MYP Teachers
MYP Principal Communications
Nurse
Information
Technology
WA Technician
Police Services
(contracted thru the
City of Keller)
Communication
Specialist
Intern
Executive Director
W.A. Foundation
Assistant
Asst Principal /
Athletic Director
M AYOR AND T OWN C OUNCIL
Town
Attorney
Texas Student
Housing
T OWN M ANAGER AND
Facilities Maintenance
/ Parks & Recreation
Executive Principal
Director of Education
DP Principal
Coordinator
Diploma
Teachers
3
Lieutenants
Part Time
Court Clerks
Court
Administrator
WA S UPERINTENDENT
Exemplary Governance
Town Officials, Both Elected and Appointed, Exhibit Respect,
Stewardship, Vision, and Transparency
Service Excellence
Public Service that is Responsive and Professional, while balancing
Efficiency, Effectiveness and Financial Stewardship
1.50 PT Firefighter
Paramedics
Court Judge
HR Generalist
Municipal
Academic
College
Counselor
WA Technician Part Time Clerk
Advisory Boards Committees
Building Construction /
Zone Enforcement
Development
Coordinator
Fire Marshal
Technician Coordinator
Permit Clerk
Bldg Inspector Bldg Intern
Budget Analyst
76
Section 3 Financial Analysis
Personnel Summary Overview
Personnel staffing levels for the Town of Westlake are presented in full-time equivalents (FTE)
positions. For example, a position staffed for 40 hours per week for 52 weeks per year (2,080 hours)
equals one full-time equivalent position. For firefighter/paramedic positions, an FTE is based on
2,912 hours per year, or an average of 56 hours per week is used. An FTE position of .50 refers to a
position that is funded for 1,040 hours per year (2,080 x .50). The personnel count includes vacant
positions.
PAYROLL & RELATED COSTS
Payroll & Related – Base Salaries, Taxes, Insurance and Retirement
• Projected to be $3,802,735 and comprise 42.8% of General Fund expenditures.
• This amount represents a 20% increase of $643,283 from prior year estimated payroll
expenditures of $3,159,452.
o $111K - pay adjustments
o $ 98K - addition of one full-time Firefighter/Paramedic
o $ 75K - addition of one full-time Building Inspector
o $ 97K - transition of interim Planning & Development to full time
o $ 30K - transition of part-time Town’s Secretary Office/Admin Assistant to full-time
o $ 75K - transition of part-time Development Coordinator to full-time
o $ 94K - transition of part-time Fire Marshal to full-time
• All payroll and related expenditures are paid via the General Fund. Portions of these
expenditures are subsidized by the Utility Fund and the Visitors Association Fund.
o Total payroll transfers in are $958,760
o Utility Fund - $437,145
o Visitors Association Fund - $521,615
77
Dept Position FY 12/13
Actual
FY 13/14
Actual
FY 14/15
Actual
FY 15/16
Estimated
FY 16/17
Proposed change
11 Town Manager 1.00 1.00 1.00 1.00 1.00 -
Assistant Town Manager - 0.75 0.90 0.90 1.00 0.10
Assistant to the Town Manager 0.75 - - 0.50 - (0.50)
Administrative Assistant - - - - 0.50 0.50
2.75 2.50 2.40 2.40 2.50 0.10
12 Planning & Development Director 1.00 1.00 1.00 1.00 1.00 -
Development Coordinator - - - 0.50 0.60 0.10
Part-Time Bldg Intern - - - 0.50 0.75 0.25
Bldg Construction Zone Enforcement - - - 0.50 1.00 0.50
Building Inspector - - - - 1.00 1.00
Customer Service Coordinator - 0.33 0.33 0.33 - (0.33)
Customer Service Representative - 0.33 0.33 0.33 1.00 0.67
1.33 1.67 1.67 3.17 5.35 2.18
13 Town Secretary 1.00 1.00 1.00 1.00 1.00 -
Administrative Assistant - - - 0.25 0.50 0.25
1.00 1.00 1.00 1.25 1.50 0.25
14 Fire Chief 1.00 1.00 1.00 1.00 1.00 -
Lt. Firefighter/Paramedics 2.00 3.00 3.00 3.00 3.00 -
Fire Marshal Part-Time - 0.75 0.75 0.75 1.00 0.25
Firefighter/Paramedics FTE 6.00 6.00 7.00 8.00 9.00 1.00
Firefighter/Paramedics part-time 1.50 1.50 1.50 1.50 1.50 -
10.50 12.25 13.25 14.25 15.50 1.25
15 Court Administrator 0.25 0.25 0.10 0.10 - (0.10)
Supervisor 1.00 1.00 1.00 1.00 1.00 -
Deputy Clerk 1.00 1.00 1.00 1.00 1.00 -
Judge 0.50 0.50 0.50 0.50 0.50 -
Marshal 1.00 1.00 1.00 1.00 1.00 -
Part-Time Clerk 0.50 0.50 1.00 1.00 1.00 -
4.25 4.25 4.60 4.60 4.50 (0.10)
16 Public Works Director 1.00 1.00 1.00 1.00 1.00 -
Utility Technician 1.00 1.00 1.00 1.00 1.00 -
Utility Billing Coordinator - - - 1.00 1.00
Customer Service Coordinator - 0.33 0.33 0.33 - (0.33)
Customer Service Representative - 0.33 0.33 0.33 - (0.33)
2.75 2.67 2.67 2.67 3.00 0.33
17 Facilities Maintenance Director 0.50 0.50 0.50 0.50 0.50 -
Part-Time Summer Technicians 0.25 0.25 0.25 0.25 0.25 -
Administrative Assistant 0.33 - - 0.50 0.50 -
Customer Service Coordinator - 0.17 0.17 0.17 - (0.17)
Customer Service Representative - 0.17 0.17 0.17 - (0.17)
1.08 1.08 1.08 1.58 1.25 (0.33)
18 Finance Director 1.00 1.00 1.00 1.00 1.00 -
Finance Supervisor 1.00 1.00 1.00 1.00 1.00 -
Development Coordinator - - 0.25 0.40 0.15
Accounting Technicians 1.00 1.00 2.00 2.00 2.00 -
3.00 3.00 4.00 4.25 4.40 0.15
19 Parks & Recreation Director 0.50 0.50 0.50 0.50 0.50 -
Customer Service Coordinator - 0.17 0.17 0.17 - (0.17)
Customer Service Representative - 0.17 0.17 0.17 - (0.17)
0.50 0.83 0.83 0.83 0.50 (0.33)
20 Information Technology Director 0.25 - 1.00 1.00 1.00 -
0.25 - 1.00 1.00 1.00 -
21 Human Resources Director 0.75 1.00 1.00 1.00 1.00 -
HR Generalist - 1.00 1.00 1.00 1.00 -
1.59 2.00 2.00 2.00 2.00 -
22 Communications Director 1.00 1.00 1.00 1.00 1.00 -
Specialist - 0.25 1.00 1.00 1.00 -
1.00 1.25 2.00 2.00 2.00 -
99 Westlake Academy 73.07 77.18 89.55 95.31 94.33 (0.98)
73.07 77.18 89.55 95.31 94.33 (0.98)
Grand Total All Positions 103.07 109.68 126.05 135.31 137.83 2.52
Municipal Employees 30.00 32.50 36.50 40.00 43.50 3.50
Academy Employees 73.07 77.18 89.55 95.31 94.33 (0.98)
Personnel Position Summary All Years
78
Dept # Department Name FY 15-16
Estimated
FY 16-17
PROPOSED
FY 17-18
Projection
FY 18-19
Projection
FY 19-20
Projection
FY 20-21
Projection
11 Administration 2.40 2.50 2.50 2.50 2.50 2.50
12 Planning & Development 3.17 5.35 5.35 5.35 5.35 5.35
13 Town Secretary 1.25 1.50 1.50 1.50 1.50 1.50
14 Fire & EMS 14.25 15.50 16.50 16.50 17.00 17.50
15 Court 4.60 4.50 4.50 4.50 4.50 4.50
16 Public Works 2.67 3.00 4.00 4.00 4.00 4.00
17 Facilities 1.58 1.25 1.25 1.25 1.25 1.25
18 Finance 4.00 4.40 4.40 5.40 5.40 5.40
19 Parks and Recreation 0.83 0.50 0.50 0.50 0.50 0.50
20 IT Dept 1.00 1.00 2.00 2.00 2.00 2.00
21 Human Resources 2.00 2.00 2.00 2.50 2.75 2.75
22 Communications 2.00 2.00 3.50 3.50 3.50 3.50
TOTAL MUNICIPAL 39.75 43.50 48.00 49.50 50.25 50.75
1.50 3.75 4.50 1.50 0.75 0.50
Dept # Department Name FY 15-16
Estimated
FY 16-17
PROPOSED
FY 17-18
Projection
FY 18-19
Projection
FY 19-20
Projection
FY 20-21
Projection
11 Administration - 0.10 - - - -
12 Planning & Development - 2.18 - - - -
13 Town Secretary 0.25 0.25 - - - -
14 Fire & EMS 1.00 1.25 1.00 - 0.50 0.50
15 Court - (0.10) - - - -
16 Public Works - 0.33 1.00 - - -
17 Facilities 0.25 (0.33) - - - -
18 Finance - 0.40 - 1.00 - -
19 Parks and Recreation - (0.33) - - - -
20 IT Dept - - 1.00 - - -
21 Human Resources - - - 0.50 0.25 -
22 Communications - - 1.50 - - -
TOTAL MUNICIPAL 1.50 3.75 4.50 1.50 0.75 0.50
Recommended 5 Year Staffing LEVELS
Includes all interns and part-time employees
Based on existing development within the community at the time of compiliation
Recommended 5 Year Staffing CHANGES
change amount
79
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80
Long Term Planning
81
Section 3 Financial Analysis
Forecast Narrative
GOALS OF LONG-RANGE PLANNING
The Long-Range Financial Forecast takes a forward look at the Town’s revenues and expenditures.
It sets the stage for the budget process, facilitating both Council and staff in establishing priorities
and allocating resources appropriately.
Forecasting gives the Council time to strategize as to course
we may want to make financially, both in the short and long
term. To maximize the benefit of long-range planning,
Council has established the following goals:
• Sustain existing programs at high service levels.
• Maintain a healthy General Fund balance of at least
90 operating days annually.
• Maintain competitive employee compensation within
3% of the median for the market.
• Provide adequate and stable funding for street and
facility maintenance projects.
Its purpose is to identify financial trends, shortfalls, and issues so the Town can proactively address
them. It does so by projecting out into the future the fiscal results of continuing the Town’s current
service levels and policies, providing a snapshot of what the future will look like as a result of the
decisions made in the recent past.
The purpose of the forecast is to get an idea (based on
conservative assumptions) regarding what will happen in the
regional and state economy, and on near-term and long-
term revenue and expenditure drivers during the five (5) year
planning period. The term “conservative” used in the context
of financial forecasting means revenues are forecast at low
growth levels or even at a decline (depending on the
revenue source).
Expenditures, while not necessarily being forecast as
declining, are generally forecast with a 2-3% escalation rate,
depending on inflation. Forecasts generally have at least
one scenario where all that is assumed on expenditures is the current level of service and perhaps
some growth in salary/wage expenses.
The Council can, if they wish, ask that certain service level adjustments, whether it is service
expansion or reduction, be included as alternate scenarios, particularly if it appears that revenues
will not cover expenditures in the out years of the forecast.
KEY REVENUE DRIVERS
Tax Rate
Net Taxable Value
Sales Tax
Mixed Beverage Tax
Franchise Fees
Licenses & Permits
Charges for Services
Intergovernmental Revenues
Fines & Forfeitures
Interest Income
KEY EXPENDITURE DRIVERS
Overtime Costs
Operating Supplies
Apparatus & Tools
Motor Vehicle Fuel
Maintenance
Travel, Training & Dues
Utility Costs
Professional Services
Insurance Costs
Fleet Replacements
Capital Equipment Replacements
82
Section 3 Financial Analysis
Forecast Narrative
It is important to remember that economic conditions play in forecasting, particularly as it relates to
sales tax, which can be a volatile revenue source. If economic conditions improve, sales tax
receipts are affected (usually positively) as well as building permit revenue.
Fund balance - is a term used to describe the net position of governmental funds calculated in
accordance with generally accepted accounting principles (GAAP). Budget professionals
commonly use this same term to describe the net position of governmental funds calculated on a
government’s budgetary basis.
1. GAAP financial statements report up to five separate categories of fund balance based on
the type and source of constraints placed on how resources can be spent (presented in
descending order from most constraining to least constraining):
a. non-spendable fund balance,
b. restricted fund balance,
c. committed fund balance,
d. assigned fund balance,
e. unassigned fund balance.
The total of the amounts in these last three categories (where the only constraint on spending, if
any, is imposed by the government itself) is termed unrestricted fund balance.
General Fund Undesignated Fund Balance - The Town shall strive to maintain the General Fund
undesignated fund balance at, or in excess of, 90 days of operation.
Use of Fund Balance – The Council delegates the responsibility to assign funds to the Town Manager or
his/her designee. The Council shall have the authority to assign any amount of funds. Assignments may
occur subsequent to fiscal year-end. The Council will utilize funds in the following spending order:
Restricted, Committed, Assigned, Unassigned
Fund Balance will be targeted to only be used with Council approval and can be only be used for the
following:
• Emergencies,
• Non-recurring expenditures such as technology/FF&E (furniture, fixtures and equipment), or
major capital purchases that cannot be accommodated through current year savings.
• Should such use reduce the balance below the appropriate level set as the objective for
that fund, recommendations will be made on how to restore it.
• The Council shall approve all commitments by formal action. The action to commit funds
must occur prior to fiscal year-end, to report such commitments in the balance sheet of the
respective period, even though the amount may be determined subsequent to fiscal year-
end.
• A commitment can only be modified or removed by the same formal action.
83
Section 3 Financial Analysis
Forecast Narrative
FORECAST ASSUMPTIONS
FY 2016-17 PROPOSED BUDGET
REVENUES AND OTHER FINANCING SOURCES:
• General Fund
o Sales tax revenue is budgeted to remain flat
The Town’s economic development funds appear to be stabilizing at
approximately $17,000/monthly of which 50% must be returned.
One-time revenues and audit receipts have been conservatively estimated at
$50,000 each. In prior years these two numbers have been anywhere from
$100,000 to $1,000,000 combined; therefore, because of the uncertainly of the
funds, we are conservative with these estimates.
On-going sales tax receipts are forecasted to increase by approximately 3% from
FY 2016-17 based on the prior years’ trending.
Includes the Property Tax Reduction portion of the Sales tax receipts
o Property tax revenue is estimated at $1,437,050 based on Certified Tax Roll and M&O tax
rate of $.12882 per $100 of valuation.
o No new gas well revenue is projected
o Building permits/inspection/plan review fees are increased by 60% due to anticipated
increase in commercial development related to Entrada and the Charles Schwab
project and the rapid grown of residential homes in the new and remaining subdivisions
of the town.
o Based on current year receipts, franchise fees are budgeted at a 5% increase
EXPENDITURES AND OTHER FINANCING USES:
• General Fund
o Payroll and Related operating expenditures increased approximately 20%
This increase includes $643283 in personnel changes including additional staff
and market adjustments as well as benefits.
o $89,004 increase for medical, dental and life Insurance costs (19%)
o $61,988 increase for social security and Medicare taxes (30%)
o $83,585 increase for ICMA and TMRS costs (24%)
This increase also includes the following personnel changes
o Full time Firefighter/Paramedic
o Full time Building Inspector
o Transition of Interim Planning & Development Director to full-time
o Transition of part-time Development Coordinator to full-time
o Transition of part time Fire Marshal to full-time
o Transition of part-time Administrative Assistant in Town Secretary’s office
to full-time to help support Town Manager and Assistant Town
Manager.
84
Section 3 Financial Analysis
Forecast Narrative
o Operating expenditures and transfers out increased by $834 primarily due to additional
rental/utilities expenditures due to the possibility of leasing existing building space within
Westlake as well as start-up expenditures related to the move, records management,
additional irrigation and landscaping on FM 1938 and Dove to Randol Mill, contract services
for update of ordinances to support the new comprehensive plan and Keller police contract.
• Visitors Association Fund – Total expenditures and other uses increased by 10% primarily due to
operating transfers related to payroll and the transition of a part-time Communication Specialist
to full time and additional funds budgeted for marketing and web-site upgrade
• Utility Fund - Total operating expenses decreased by $425K (12%) and are composed primarily
of a reduction related to payment to Fort Worth for the water line Phase I and a settle-up
payment to Southlake regarding wastewater treatment. Transfers out decreased $443K due to
transfers out to the General Fund of $243K for final repayment of internal loan and transfers out
to Utility Maintenance and Replacement Fund of $200K.
• Capital Projects Funds – Based on adopted CIP
• All Funds - Includes all adopted maintenance projects and equipment replacement to
maintain current level of service.
FY 2016/2017
Fund Categories
Projected
Beginning
Fund
Balance
Total
Revenues
And Other
Sources
Total
Expenditures
And Other
Uses
Projected
Ending
Fund
Balance
Percent
Of
Total
Change
Amount
Change
Percent
General Fund $ 8,541,363 $9,216,863 $8,889,025 $8,869,201 54% $327,838 4%
Enterprise Funds 2,108,896 3,742,810 4,161,835 1,689,871 10% (419,025) -20%
Internal Service Funds 1,115,768 468,805 783,700 800,873 5% (314,895) -28%
Special Revenue Funds 1,484,577 3,390,060 3,965,085 909,552 6% (575,025) -39%
Debt Service Funds 29,975 2,122,020 2,151,996 (0) 0% (29,976) -100%
Capital Projects Funds 2,417,501 9,716,900 9,185,585 2,948,816 18% 531,315 22%
Academic Funds 1,117,391 8,399,173 8,397,745 1,118,819 7% 1,428 0%
TOTAL $ 16,815,472 $37,056,631 $37,534,971 $ 16,337,132 100% $(478,340) -2.84%
85
Section 3 Financial Analysis
Forecast Narrative
FORECAST ASSUMPTIONS
FY 2016-2018 AND BEYOND PROJECTION
REVENUES AND OTHER FINANCING SOURCES:
• Sales tax revenue - increase 3% annually
• Property tax revenue – currently increased 3% for current evaluation
o Estimate value on the roll two years from date of permit for new construction– separate
line-item on forecast
o Building permits/inspection/plan review fee are based on estimated schedule of annual
permits for commercial and residential growth shown separately
o All other revenues – 2.5% increase annually
EXPENDITURES AND OTHER FINANCING USES:
• Includes all adopted maintenance projects and equipment replacement to maintain current
level of service
• Salary and wages increase by 2.5% annually
• Includes 5-year personnel forecast
• Includes capital projects impact to operating budget
• Includes anticipated debt payments based on adopted CIP
• Includes 5-year technology plan
• Other expenditures increase by 2.5% (excluding any one-time expenditures)
• CIP based on adopted CIP
• Westlake Academy reserve - $300K/annually
• All lot fee collections of $10K/lot transferred to Westlake Academy Expansion for future
construction
• Annual transfers to maintenance and replacement funds
86
REVISION 6
ESTIMATED PROPOSED 1 2 3 4
FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21
1 GENERAL FUND
2 Sales Tax (ongoing 100% minus one time)3.0%4,450,000$ 4,450,000$ 4,583,500$ 4,721,005$ 4,862,635$ 5,008,514$
3 Sales Tax (audit/one-time)fixed 100,000 100,000 200,000 200,000 200,000 200,000
4 Sales Tax - additional due to commercial (CVS)fixed - - 37,500 51,500 51,500 51,500
5 Sales Tax Allocation to 4B linked to 4B (1,137,500) (1,137,500) (1,205,250) (1,243,126) (1,278,534) (1,315,004)
6 Sales Tax Allocation to ED linked to ED (102,000) (102,000) (102,000) (102,000) (102,000) (102,000)
7 Sales Tax Subtotal 3,310,500 3,310,500 3,513,750 3,627,379 3,733,601 3,843,011
8 Property Tax 3.0%1,317,350 1,437,050 1,480,162 1,524,566 1,570,303 1,617,412
9 Additional Property Tax Residential schedule - - 209,414 322,594 461,925 566,736
10 Additional Property Tax Commercial schedule - - - - - -
11 Property Tax Subtotal 1,317,350 1,437,050 1,689,576 1,847,160 2,032,228 2,184,149
13 Total Permits and Fees 31,744 29,820 29,821 29,819 (0) 0
20 Total Permits and Fees 451,426 1,072,232 990,586 655,468 595,827 491,421
24 Total Permits and Fees 961,305 1,214,105 730,604 343,087 - -
25 Total Permits and Fees (Building Residential & Commercial)1,444,475 2,316,157 1,751,011 1,028,374 595,827 491,421
26 Liquor Permit Fees 10 2.5%310 310 318 326 334 342
28 Eroision Control Fees 12 2.5%3,000 1,500 1,537 1,576 1,615 1,655
29 Reforestation Tree Escrow 12 2.5%230,700 - - - - -
30 Reinspection Fees 12 2.5%75 - - - - -
31 Gas Well Misc Fees 12 2.5%22,950 22,950 23,521 24,107 24,707 25,323
32 Insurance & Surety Review Fees 12 2.5%3,000 3,000 3,075 3,151 3,230 3,310
33 Renewal Fees 12 2.5%1,000 1,000 1,025 1,050 1,077 1,103
34 Engineer Review/Civil 12 2.5%10,000 15,000 15,374 15,756 16,149 16,551
35 Development Fees 12 2.5%57,219 45,590 46,725 47,889 49,081 50,303
36 Development Fees - Entrada 12 2.5%30,000 - - - - -
37 Contractor Registration Fees 12 2.5%19,925 16,575 16,988 17,411 17,844 18,289
38 EMS Revenues 14 2.5%100,000 100,000 102,490 105,042 107,658 110,338
39 Firefighter Equipment Fees 14 2.5%- 2,000 2,050 2,101 2,153 2,207
40 Fire Code Inspections 14 2.5%525 525 538 551 565 579
41 Court Administrative Fees 15 2.5%8,800 8,975 9,198 9,428 9,662 9,903
42 Total Permits and Fees (Not Related to SFR Building Permits)487,504 217,425 222,839 228,388 234,074 239,903
44 Parking Lot Rental 10 2.5%10,808 - - - - -
46 Sales of Surplus/Scrap Items 10 2.5%600 600 615 630 646 662
47 Insurance Refund/Equity Return 10 2.5%9,800 9,800 10,044 10,294 10,550 10,813
48 Administrative CC Fee 10 2.5%1,950 1,860 1,906 1,954 2,002 2,052
49 Misc Revenue Dept 10 10 2.5%3,405 3,400 3,485 3,571 3,660 3,751
50 Misc Revenue Dept 12 12 2.5%250 250 256 263 269 276
51 Misc Revenue Dept 16 16 2.5%6,730 6,730 6,898 7,069 7,245 7,426
Misc Revenue Dept 17 17 2.5%1,125 - - - - -
52 Facility Rental 17 2.5%500 500 512 525 538 552
53 Misc Income 35,168 23,140 23,716 24,307 24,912 25,532
54 AT&T/SBC 2.5%453,500 470,000 481,703 493,697 505,990 518,590
55 Verizon 2.5%42,242 45,000 46,121 47,269 48,446 49,652
56 TXU/Atmos Gas 2.5%34,828 40,000 40,996 42,017 43,063 44,135
57 Charter 2.5%13,120 14,000 14,349 14,706 15,072 15,447
58 One Source 2.5%4,594 4,800 4,920 5,042 5,168 5,296
59 Southwestern Bell 2.5%184 180 184 189 194 199
60 Tri-County Electric 2.5%289,965 300,000 307,470 315,126 322,973 331,015
61 Trinity Waste/AWIN Mgmt 2.5%41,545 42,750 43,814 44,905 46,024 47,170
62 Misc. Franchise Fees 2.5%48,200 49,640 50,876 52,143 53,441 54,772
63 Franchise Fees 928,177 966,370 990,433 1,015,094 1,040,370 1,066,275
64 Citation Revenue 2.5%720,000 727,200 745,307 763,865 782,886 802,380
66 Court Techology 2.5%18,955 16,320 16,726 17,143 17,570 18,007
67 Court Security 2.5%14,295 12,240 12,545 12,857 13,177 13,505
68 Warrant Fees 2.5%41,000 41,820 42,861 43,929 45,022 46,143
69 NSF Check Fees 2.5%7,430 715 733 751 770 789
70 Court Efficiency Fees 2.5%750 765 784 804 824 844
71 Law Enforcement Stds/Edu 2.5%665 680 697 714 732 750
72 Collection Fees 2.5%5,500 5,610 5,750 5,893 6,040 6,190
73 Fines and Forfeitures (Court)808,595 805,350 825,403 845,956 867,020 888,609
74 Beverage Tax 2.5%61,280 62,500 64,056 65,651 67,286 68,961
76 Beverage Tax 61,280 62,500 64,056 65,651 67,286 68,961
TOWN OF WESTLAKEFIVE YEAR FORECASTAll Municipal Funds
DESCRIPTION
Residential
Other
Commercial
87
REVISION 6
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 WESTLAKEFIVE YEAR FORECASTAll Municipal Funds
DESCRIPTION
77 Interest Income Dept 11 2.5%10,845 10,840 11,110 11,387 11,670 11,961
78 Interest Income Dept 15 2.5%1,470 1,500 1,537 1,576 1,615 1,655
79 Interest Income 12,315 12,340 12,647 12,962 13,285 13,616
83 Transfer In - UF 500 Impact 2.5%293,745 50,430 51,686 52,973 54,292 55,644
84 Transfer In - VA 220 Dept 22 2.5%13,300 15,600 15,988 16,387 16,795 17,213
85 Transfers In 307,045 66,030 67,674 69,359 71,086 72,856
86 Total Revenues & Transfers In 8,712,409 9,216,863 9,161,105 8,764,630 8,679,690 8,894,333
87
97 Payroll Salaries/Allowances (3,007,287) (3,472,410) (3,557,203) (3,644,115) (3,733,201) (3,824,513)
97 Payroll Insurance Medical 42110 10.0%(406,270) (490,195) (539,215) (593,136) (652,450) (717,694)
98 Payroll Insurance Dental 42111 2.5%(27,960) (30,335) (31,093) (31,871) (32,667) (33,484)
99 Payroll Insurance Life 42130 0.0%(22,370) (25,075) (25,075) (25,075) (25,075) (25,075)
100 Payroll Taxes SS FICA 42210 2.5%(167,613) (218,685) (224,152) (229,756) (235,500) (241,387)
101 Payroll Taxes Medicare 42220 2.5%(40,164) (51,080) (52,357) (53,666) (55,008) (56,383)
102 Payroll Taxes Unemployment 42510 2.5%(7,031) (8,115) (8,318) (8,526) (8,739) (8,957)
103 Payroll Taxes Workers Comp 42610 2.5%(32,887) (38,730) (39,698) (40,691) (41,708) (42,751)
104 Payroll Retirement TMRS 42310 2.5%(319,085) (401,470) (411,507) (421,794) (432,339) (443,148)
105 Payroll Retirement ICMA 42311 0.0%(24,200) (25,400) (25,400) (25,400) (25,400) (25,400)
106 Payroll Transfers In 11 42698 2.5%139,755 151,130 139,755 139,755 139,755 139,755
107 Payroll Transfers In 16 42698 2.5%217,745 233,440 217,745 217,745 217,745 217,745
108 Payroll Transfers In 17 42698 2.5%60,175 55,245 60,175 60,175 60,175 60,175
109 Payroll Transfers In 18 42698 2.5%222,940 244,910 222,940 222,940 222,940 222,940
110 Payroll Transfers In 19 42698 2.5%54,124 44,115 54,124 54,124 54,124 54,124
111 Payroll Transfers In 21 42698 2.5%10,804 11,365 10,804 10,804 10,804 10,804
112 Payroll Transfers In 22 42698 2.5%189,872 218,555 189,872 189,872 189,872 189,872
113 Total Payroll and Related (3,159,452) (3,802,735) (4,018,603) (4,178,615) (4,346,672) (4,523,378)
114 General Services Dept 10 2.5%(348,935) (413,935) (424,283) (434,890) (445,763) (456,907)
115 Administrative Dept 11 2.5%(30,618) (30,620) (31,386) (32,170) (32,974) (33,799)
116 Planning & Development Dept 12 2.5%(282,280) (393,775) (282,280) (289,337) (296,570) (303,984)
117 Town Secretary Dept 13 2.5%(40,352) (45,360) (46,494) (47,656) (48,848) (50,069)
118 Fire Department Dept 14 2.5%(77,628) (78,375) (80,334) (82,343) (84,401) (86,511)
119 Municipal Court Dept 15 2.5%(97,653) (130,405) (133,665) (137,007) (140,432) (143,943)
120 Public Works Dept 16 2.5%(104,105) (97,000) (99,425) (101,911) (104,458) (107,070)
121 Facilities Maintenance Dept 17 2.5%(18,803) (56,305) (57,713) (59,155) (60,634) (62,150)
122 Finance Department Dept 18 2.5%(33,026) (38,370) (39,329) (40,312) (41,320) (42,353)
123 Parks & Recreations Dept 19 2.5%(51,625) (57,800) (59,245) (60,726) (62,244) (63,800)
124 Information Technology Dept 20 2.5%(53,280) (106,065) (108,717) (111,435) (114,220) (117,076)
125 Human Resources Dept 21 2.5%(17,410) (20,580) (21,095) (21,622) (22,162) (22,716)
126 Communications Dept 22 2.5%(8,270) (8,100) (8,303) (8,510) (8,723) (8,941)
127 Police Services Dept 23 2.5%(888,486) (915,105) (937,983) (961,432) (985,468) (1,010,105)
129 Total Service Expenditures (2,052,471) (2,391,795) (2,330,250) (2,388,507) (2,448,219) (2,509,425)
130 Office Rent 0.0%(136,906) (339,150) (339,150) (339,150) (339,150) (339,150)
131 Electric Service 0.0%(14,800) (59,850) (59,850) (59,850) (59,850) (22,000)
132 Electric Service - Fire Station 2.5%(4,430) (4,430) (4,541) (4,654) (4,771) (4,890)
133 Electric Service - Public Works 2.5%(2,595) (2,595) (2,660) (2,726) (2,795) (2,864)
134 Electric Service - Parks/Rec 2.5%(8,780) (8,780) (9,000) (9,224) (9,455) (9,691)
135 Electric Service - Parchman 2.5%(50) (50) (51) (53) (54) (55)
136 Telephone Service - Town 2.5%(4,150) (5,750) (5,894) (6,041) (6,192) (6,347)
137 Telephone Service - Fire Dept 2.5%(4,295) (4,295) (4,402) (4,512) (4,625) (4,741)
139 Internet Service - Town 2.5%(7,600) (7,600) (7,790) (7,985) (8,184) (8,389)
140 Internet Service - Fire Dept 2.5%(850) (850) (871) (893) (915) (938)
142 Internet Service - Facilities 2.5%(500) (500) (513) (525) (538) (552)
144 Water Service - Fire Dept 2.5%(2,450) (2,450) (2,511) (2,574) (2,638) (2,704)
145 Water Service - ROW Irrigation 2.5%(127,700) (135,000) (138,375) (141,834) (145,380) (149,015)
146 Water Service - Parks & Rec 2.5%(855) (855) (876) (898) (921) (944)
148 Gas Service - Fire Station 2.5%(1,500) (1,500) (1,538) (1,576) (1,615) (1,656)
149 Total Rent & Utilities (317,461) (573,655) (578,021) (582,497) (587,084) (553,936)
150 General Services 10 2.5%(29,407) (32,235) (33,041) (33,867) (34,714) (35,581)
151 Administrative 11 2.5%(2,635) (4,310) (4,418) (4,528) (4,641) (4,757)
152 Planning & Development 12 2.5%(25,500) (28,300) (29,008) (29,733) (30,476) (31,238)
153 Town Secretary 13 2.5%(3,773) (3,775) (3,869) (3,966) (4,065) (4,167)
154 Fire Department 14 2.5%(69,647) (69,640) (71,381) (73,166) (74,995) (76,870)
155 Municipal Court 15 2.5%(11,786) (12,350) (12,659) (12,975) (13,300) (13,632)
156 Public Works 16 2.5%(3,956) (4,510) (4,623) (4,738) (4,857) (4,978)
157 Facilities Maintenance 17 2.5%(13,178) (29,180) (29,910) (30,657) (31,424) (32,209)
158 Finance Department 18 2.5%(8,445) (6,340) (6,499) (6,661) (6,827) (6,998)
88
REVISION 6
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 WESTLAKEFIVE YEAR FORECASTAll Municipal Funds
DESCRIPTION
159 Parks & Recreations 19 2.5%(7,645) (9,645) (9,886) (10,133) (10,387) (10,646)
160 Information Technology 20 2.5%(5,850) (5,850) (5,996) (6,146) (6,300) (6,457)
161 Human Resources 21 2.5%(3,650) (4,270) (4,377) (4,486) (4,598) (4,713)
162 Communications 22 2.5%(5,500) (7,500) (7,688) (7,880) (8,077) (8,279)
163 Total Supplies (190,972) (217,905) (223,353) (228,936) (234,660) (240,526)
164 General Services 10 2.5%(25,378) (26,590) (27,255) (27,936) (28,635) (29,350)
165 Planning & Development 12 2.5%(504) (500) (513) (525) (538) (552)
166 Fire Department 14 2.5%(8,395) (8,395) (8,605) (8,820) (9,040) (9,267)
167 Municipal Court 15 2.5%(530) (530) (543) (557) (571) (585)
168 Facilities Maintenance 17 2.5%(372) (375) (384) (394) (404) (414)
169 Total Insurance (35,179) (36,390) (37,300) (38,232) (39,188) (40,168)
170 Fire Department 14 2.5%(56,696) (70,595) (66,533) (68,529) (70,585) (72,702)
171 Municipal Court 15 2.5%(600) (600) (615) (630) (646) (662)
172 Public Works 16 2.5%(75,800) (38,295) (39,252) (40,234) (41,240) (42,271)
173 Facilities Maintenance 17 2.5%(26,210) (34,225) (35,081) (35,958) (36,857) (37,778)
174 Parks & Recreations 19 2.5%(54,125) (59,500) (60,988) (62,512) (64,075) (65,677)
175 Total Repair & Maintenance (213,431) (203,215) (202,468) (207,863) (213,402) (219,090)
176 General Service Debt 10 2.5%(36,678) (36,680) (36,680) (36,680) (36,680) (36,680)
177 K-5 Westlake Reserve Slots fixed (315,000) (315,000) (300,000) (300,000) (300,000) (300,000)
178 Total Debt (351,678) (351,680) (336,680) (336,680) (336,680) (336,680)
179 Capital Operating Impact - Facilities fixed - - (8,747) (133,632) (106,141) (103,725)
180 Capital Operating Impact - Roads fixed - - - - (216,268) (221,506)
181 Total Capital Operating Impact - - (8,747) (133,632) (322,409) (325,231)
182 Planning & Development 12 2.5%(485) (490) (502) (515) (528) (541)
183 Fire Department 14 2.5%(15,900) (27,900) (15,900) (16,377) (16,868) (17,374)
184 Municipal Court 15 2.5%(325) (325) (333) (341) (350) (359)
185 Public Works 16 2.5%- (500) (513) (525) (538) (552)
186 Facilities Maintenance 17 2.5%(1,500) (175,000) (1,500) (1,538) (1,576) (1,615)
187 Finance Department 18 2.5%- (2,800) (2,870) (2,942) (3,015) (3,091)
188 Parks & Recreations 19 2.5%(500) (1,000) (1,025) (1,051) (1,077) (1,104)
189 Total Capital Outlay (18,710) (208,015) (22,643) (23,288) (23,953) (24,636)
190 Transfer Out - ED 210 ends 15/16 fixed (35,758) - - - - -
191 Transfer Out - GMR 600 linked to GMR (350,000) (350,000) (550,000) (350,000) (225,000) (350,000)
192 Transfer Out - VMR 605 linked to VMR (110,000) - - (25,000) (35,000) (25,000)
193 Transfer Out - DS 300 linked to DS (576,663) (753,635) (942,909) (900,541) (1,011,825) (968,645)
194 Transfers Out - Operating (1,072,422) (1,103,635) (1,492,909) (1,275,541) (1,271,825) (1,343,645)
195 Transfer Out - CP 410 (Entrada/Granada)linked to dept12 X - - (959,220) (236,585) (163,292) (163,292)
196 Planning & Development (Add'l personnel)- - 315,395 236,585 163,292 163,292
197 Keep all Entrada/Granada fees - - 643,825 - - -
198 Transfers Out - Non Operating - - - - - -
199 Total Expenditures & Transfers Out (7,411,775) (8,889,025) (9,250,974) (9,393,791) (9,824,091) (10,116,714)
200
201 NET R&TI Over(Under) E&TO 1,300,634 327,838 (89,869) (629,161) (1,144,401) (1,222,381)
202 Beginning Fund Balance 7,240,729 8,541,363 8,869,201 8,779,332 8,150,171 7,005,770
203 Ending Fund Balance 8,541,363 8,869,201 8,779,332 8,150,171 7,005,770 5,783,389
204 Restricted/Committed/Assigned 0.0%572,666 575,040 283,146 283,146 283,146 283,146
205 Unassigned Ending Balance 7,968,697$ 8,294,161$ 8,496,186$ 7,867,025$ 6,722,624$ 5,500,243$
206 $ per Day for Operations (including GMR transfer)20,005 24,353 25,345 25,736 26,915 27,717
207 Operating Days 398 341 335 306 250 198
227
228
89
REVISION 6
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 WESTLAKEFIVE YEAR FORECASTAll Municipal Funds
DESCRIPTION
229 CEMETERY FUND
230 Section Sales 2.5%11,125$ 11,125$ 11,402$ 11,686$ 11,977$ 12,275$
231 Perpetual Care - Section 15%2.5%150 150 154 158 161 166
232 Perpetual Care-interment 100 %2.5%50 50 51 53 54 55
233 Marker Sales 2.5%250 250 256 263 269 276
234 Contractor Fee 2.5%350 350 359 368 377 386
235 Interest Income 2.5%140 140 143 147 151 154
236 Total Revenues 12,065 12,065 12,365 12,673 12,989 13,312
237 Contract Services 2.5%(250) (250) (256) (263) (269) (276)
238 Irrigation R&M 2.5%(250) (250) (256) (263) (269) (276)
239 Contract Landscaping 2.5%(3,625) (3,625) (3,716) (3,809) (3,904) (4,001)
240 Computer Eqpmt/Software 2.5%(250) (250) (256) (263) (269) (276)
241 Grounds R&M 2.5%(250) (250) (256) (263) (269) (276)
242 Training/Meetings/Seminars 2.5%(250) (250) (256) (263) (269) (276)
243 Dues & Memberships 2.5%(100) (100) (103) (105) (108) (110)
244 Cost of Sales - Cemetery Lots 2.5%(700) (700) (718) (735) (754) (773)
245 Total Expenditures (5,675) (5,675) (5,817) (5,962) (6,111) (6,264)
246
247 NET R&TI Over(Under) E&TO 6,390 6,390 6,549 6,711 6,878 7,048
248 Beginning Fund Balance 154,738 161,128 167,518 174,067 180,778 187,655
249 Ending Fund Balance 161,128 167,518 174,067 180,778 187,655 194,704
250 Restricted/Committed/Assigned 161,128 167,518 174,067 180,778 187,655 194,704
251 Unassigned Ending Balance -$ -$ -$ -$ -$ -$
258
259
260 UTILITY FUND
261 Water Revenue 2.5%2,516,326$ 2,541,490$ 2,604,773$ 2,669,632$ 2,736,106$ 2,804,235$
262 DS - Hillwood Service Area 2.5%48,000 48,000 49,195 50,420 51,676 52,962
263 DS - Town Service Area Accts 2.5%43,000 43,000 44,071 45,168 46,293 47,445
264 Waste Management 2.5%5,252 5,305 5,437 5,572 5,711 5,853
265 Sewer Revenue - Westlake 2.5%786,000 793,860 813,627 833,886 854,650 875,931
266 Sewer Revenue - Keller 2.5%1,248 1,260 1,291 1,324 1,356 1,390
267 Water Tap Fees 2.5%31,100 31,410 32,192 32,994 33,815 34,657
268 Sewer Tap Fees 2.5%10,764 10,875 11,146 11,423 11,708 11,999
269 Fort Worth Impact fees 2.5%78,200 78,980 80,947 82,962 85,028 87,145
270 Charge For Service Total 3,519,890 3,554,180 3,642,679 3,733,382 3,826,343 3,921,619
271 Meter Repair & Replacement 2.5%5,195 5,245 5,376 5,509 5,647 5,787
272 Interest Income 2.5%7,550 7,620 7,810 8,004 8,204 8,408
273 Duct Bank Leases 2.5%30,964 30,965 31,736 32,526 33,336 34,166
274 TRA Wastewater Settle-Up 2.5%- 50,000 51,245 52,521 53,829 55,169
275 Duct Bank Permit Fees - other 2.5%- - - - - -
276 Duct Bank Permit Fees - Vaquer 2.5%18,600 18,600 19,063 19,538 20,024 20,523
277 Duct Bank Permit Fees - Terra 2.5%6,200 6,200 6,354 6,513 6,675 6,841
278 Duct Bank Permit Fees - Granada 2.5%43,400 43,400 44,481 45,588 46,723 47,887
279 Duct Bank Permit Fees - Carlyle 2.5%3,100 3,100 3,177 3,256 3,337 3,420
280 Insurance Refund/Equity Return 2.5%1,650 1,685 1,727 1,770 1,814 1,859
281 Misc Reimbursements 2.5%675 680 697 714 732 750
282 Misc Revenue Dept 16 2.5%8,285 8,370 8,578 8,792 9,011 9,235
283 Administrative CC Fee 2.5%700 700 717 735 754 772
284 Total Misc Income 126,319 176,565 180,961 185,467 190,086 194,819
285 Total Revenues & Transfers In 3,646,209 3,730,745 3,823,641 3,918,849 4,016,429 4,116,438
286
287 PR Transfer Out 2.5%(404,494) (437,145) (448,074) (459,275) (470,757) (482,526)
290 Total Payroll and Related (404,494) (437,145) (448,074) (459,275) (470,757) (482,526)
291 Office Rent 2.5%(30,675) (72,675) (72,675) (72,675) (72,675) (72,675)
292 Electric Service 2.5%(3,560) (12,825) (12,825) (12,825) (12,825) (12,825)
293 Telephone Service Dept 10 2.5%(1,100) (1,100) (1,128) (1,156) (1,185) (1,214)
294 Telephone Service Dept 16 2.5%(2,000) (2,000) (2,050) (2,101) (2,154) (2,208)
296 Water - Pump Station Dept 16 2.5%(8,000) (20,600) (21,115) (21,643) (22,184) (22,739)
297 Electric - Pump Station Dept 16 2.5%(40,000) (72,100) (73,903) (75,750) (77,644) (79,585)
298 Electric - Lift Station Dept 16 2.5%(2,678) (2,680) (2,747) (2,816) (2,886) (2,958)
301 Internet Service Dept 10 2.5%(1,600) (1,600) (1,640) (1,681) (1,723) (1,766)
302 Total Rent & Utilities (89,613) (185,580) (188,082) (190,647) (193,275) (195,970)
90
REVISION 6
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 WESTLAKEFIVE YEAR FORECASTAll Municipal Funds
DESCRIPTION
305 Mechanical Equipment 2.5%(1,000) (1,000) (1,025) (1,051) (1,077) (1,104)
307 Water Meters /Equipment 2.5%(15,000) (15,000) (15,375) (15,759) (16,153) (16,557)
308 Water Taps 2.5%(6,030) (8,780) (9,000) (9,224) (9,455) (9,691)
309 Total Capital Outlay (22,030) (24,780) (25,400) (26,034) (26,685) (27,352)
310 Insurance General Liability 2.5%(450) (450) (461) (473) (485) (497)
311 Insurance Automobile 2.5%(2,500) (2,500) (2,563) (2,627) (2,692) (2,760)
312 Insurance Property 2.5%(5,300) (5,300) (5,433) (5,568) (5,708) (5,850)
313 Total lnsurance (8,250) (8,250) (8,456) (8,668) (8,884) (9,106)
317 WaterTower Landscape R&M 2.5%(300) (7,000) (7,175) (7,354) (7,538) (7,727)
318 Water Main R&M 2.5%(42,545) (42,545) (43,609) (44,699) (45,816) (46,962)
319 Water Tower R&M 2.5%(1,000) (1,000) (1,025) (1,051) (1,077) (1,104)
320 Sewer Main R&M 2.5%(6,500) (18,000) (18,450) (18,911) (19,384) (19,869)
321 Pump Station Landscape R&M 2.5%(6,000) (13,500) (13,838) (14,183) (14,538) (14,901)
322 Lift Station R&M 2.5%(6,000) (6,000) (6,150) (6,304) (6,461) (6,623)
323 Instrument R&M 2.5%(9,750) (9,750) (9,994) (10,244) (10,500) (10,762)
324 Ground Storage Tank R&M 2.5%(2,300) (2,300) (2,358) (2,416) (2,477) (2,539)
325 Generator R&M 2.5%(1,000) (4,000) (4,100) (4,203) (4,308) (4,415)
326 Pump Station R&M 2.5%(15,500) (22,500) (23,063) (23,639) (24,230) (24,836)
327 Duct Bank R&M 2.5%(7,940) (7,940) (8,139) (8,342) (8,551) (8,764)
329 Meter Repair & Replacement 2.5%(102,000) (25,000) (25,625) (26,266) (26,922) (27,595)
333 Vehicle R&M 2.5%(1,000) (1,000) (1,025) (1,051) (1,077) (1,104)
334 Total Repair and Maintenance lnsurance (201,835) (160,535) (164,548) (168,662) (172,879) (177,201)
335 Bank Service Charges 2.5%(2,600) (2,600) (2,665) (2,732) (2,800) (2,870)
336 Engineering 2.5%(775)(775)(794)(814)(835)(855)
337 Water Utility Engineering 2.5%(37,555)(37,555)(38,494)(39,456)(40,443)(41,454)
338 Auditor 2.5%(4,750)(6,750)(6,919)(7,092)(7,269)(7,451)
340 Attorney - Boyle & Lowry 2.5%(15,000)(15,000)(15,375)(15,759)(16,153)(16,557)
341 Attorney - Lloyd Gosselink 2.5%(5,000)(10,000)(10,250)(10,506)(10,769)(11,038)
342 Contract Labor 2.5%(5,000)(5,000)(5,125)(5,253)(5,384)(5,519)
343 Contract Services 2.5%(7,860)(7,860)(8,057)(8,258)(8,464)(8,676)
344 TRA-Wastewater Treatment 2.5%(340,000) (340,000) (348,500) (357,213) (366,143) (375,296)
345 Southlake-Wastewater Treatment 2.5%(440,000) (90,000) (92,250) (94,556) (96,920) (99,343)
346 Testing-Water/Bacteria/Rgltry 2.5%(25,000) (10,000) (10,250) (10,506) (10,769) (11,038)
347 Utility Billing 2.5%(20,000) (25,000) (25,625) (26,266) (26,922) (27,595)
348 Line Location 2.5%(5,660) (5,660) (5,802) (5,947) (6,095) (6,248)
349 Application Software Maint.2.5%(10,750) (10,750) (11,019) (11,294) (11,577) (11,866)
350 Keller Waste Water 2.5%(1,300) (1,300) (1,333) (1,366) (1,400) (1,435)
351 Mobile Phone 2.5%(275) (2,000) (2,050) (2,101) (2,154) (2,208)
352 Misc Rental/Lease 2.5%- (500) (513) (525) (538) (552)
353 Travel Airfare 2.5%(325) (800) (820) (841) (862) (883)
354 Travel Car Rental/Parking 2.5%(100) (100) (103) (105) (108) (110)
355 Travel Lodging 2.5%(755) (1,000) (1,025) (1,051) (1,077) (1,104)
356 Travel Meals 2.5%- (100) (103) (105) (108) (110)
358 Training/Seminars/Meetings 2.5%(1,350) (3,000) (3,075) (3,152) (3,231) (3,311)
359 Dues & Subscriptions 2.5%(470) (470) (482) (494) (506) (519)
360 Printing 2.5%(1,130) (1,130) (1,158) (1,187) (1,217) (1,247)
361 Courier Service 2.5%(200) (200) (205) (210) (215) (221)
362 Total Service (925,855) (577,550) (591,989) (606,788) (621,958) (637,507)
363 Computer Eqpmt/Software 2.5%(4,150) - - - - -
364 Safety Supplies 2.5%(100) (100) (103) (105) (108) (110)
365 Misc Hand Tools 2.5%(500) (1,000) (1,025) (1,051) (1,077) (1,104)
366 Chemical Supplies 2.5%(350) (350) (359) (368) (377) (386)
367 Office Supplies 2.5%(1,550) (1,550) (1,589) (1,628) (1,669) (1,711)
369 Postage & Shipping 2.5%(100) (400) (410) (420) (431) (442)
373 Vehicle Fuel 2.5%(2,000) (3,000) (3,075) (3,152) (3,231) (3,311)
374 Uniforms 2.5%(500) (500) (513) (525) (538) (552)
375 Capital Operating Impact - Utility fixed - - (25,956) (26,735) (27,537) (28,363)
376 Total Supplies (9,250) (6,900) (33,029) (33,984) (34,967) (35,979)
377 Water Purchases 2.5%(890,000) (934,500) (957,863) (981,809) (1,006,354) (1,031,513)
378 Water Service Charge 2.5%(600) (600) (615) (630) (646) (662)
379 Peak Payment 2.5%(390,000) (409,500) (419,738) (430,231) (440,987) (452,011)
380 Total Water Purchase Expense (1,280,600) (1,344,600) (1,378,215) (1,412,670) (1,447,987) (1,484,187)
91
REVISION 6
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 WESTLAKEFIVE YEAR FORECASTAll Municipal Funds
DESCRIPTION
375 Capital Projects fixed - (96,435) - - - -
376 Total Capital Projects - (96,435) - - - -
381 Transfer Out - UMR 510 fixed (300,000) (100,000) (100,000) (100,000) (100,000) (100,000)
383 Transfer Out - VMR Fund 605 fixed (8,333) (8,335) (8,333) (8,333) (8,333) (8,333)
384 Transfer Out - GF 100 Impact Fees 1.5%(37,500) (50,430) (51,186) (51,954) (52,734) (53,525)
385 Transfer Out - GF 100 Loan Repymt ends 15/16 fixed (256,245) - - - - -
386 Total Transfers Out (602,078) (158,765) (159,520) (160,288) (161,067) (161,858)
387 Fort Worth Payment - Phase I 0.0%(888,158) (888,160) - - - -
388 Fort Worth Payment - Phase II (Engineering)0.0%(226,532) - - - - -
389 DS - Principal Keller OH Storage schedule (99,336) (104,145) (108,950) (113,756) (120,165) -
390 DS - Interest Keller OH Storage schedule (20,542) (16,395) (11,986) (7,393) (2,523) -
391 DS - Hillwood Service Area 2.5%(48,240) (48,240) (49,446) (50,682) (51,949) (53,248)
392 DS - Town Service Area 2.5%(43,215) (43,215) (44,295) (45,403) (46,538) (47,701)
393 DS - Principal - 2013 CO Ground Storage Tank schedule (21,450) (22,000) (22,000) (22,550) (23,650) (23,650)
394 DS - Interest - 2013 CO Ground Storage Tank schedule (33,896) (33,465) (33,021) (32,576) (32,114) (31,582)
395 Total Debt (1,381,368) (1,155,620) (269,699) (272,360) (276,939) (156,181)
396 Total Expenses & Transfers Out (4,925,374) (4,156,160) (3,267,011) (3,339,377) (3,415,400) (3,367,867)
397
398 NET R&TI Over(Under) E&TO (1,279,165) (425,415) 556,630 579,472 601,029 748,570
399 Beginning Fund Balance 3,226,933 1,947,767 1,522,352 2,078,982 2,658,455 3,259,484
400 Ending Fund Balance 1,947,767 1,522,352 2,078,982 2,658,455 3,259,484 4,008,054
401 Restricted/Committed/Assigned 1.5%1,266,461 310,675 313,994 317,763 323,477 203,882
402 Unassigned Ending Balance 681,306$ 1,211,677$ 1,764,988$ 2,340,692$ 2,936,007$ 3,804,172$
403 Operating Expenses 4,301,266$ 3,876,180$ 3,082,091$ 3,153,055$ 3,227,647$ 3,178,657$
404 $ per Day for Operations 11,784$ 10,620$ 8,444$ 8,639$ 8,843$ 8,709$
405 Operating Days 165 143 246 308 369 460
406
425 UTILITY MAINT & REPLACEMENT
426 Interest Income vision 2,370$ 2,370$ 125$ 125$ 125$ 125$
428 Transfers In from UF 500 vision 300,000 100,000 100,000 100,000 100,000 100,000
429 Total Revenues & Transfers In 302,370 102,370 100,125 100,125 100,125 100,125
430
431 Repaint Ground Storage Tank vision - (100,000) - - - -
433 Sewer Easement Cleaning Machin vision - (45,000) - - - -
434 Pump Station Equipment vision - (87,500) - - - -
435 Total Expenditures & Transfers Out - (232,500) - - - -
436
437 NET R&TI Over(Under) E&TO 302,370 (130,130) 100,125 100,125 100,125 100,125
438 Beginning Fund Balance 420,560 722,930 592,800 692,925 793,050 893,175
439 Ending Fund Balance 722,930 592,800 692,925 793,050 893,175 993,300
440 Restricted/Committed/Assigned 722,930 592,800 692,925 793,050 893,175 993,300
441 Unassigned Ending Balance (projected)-$ -$ -$ -$ -$ -$
448
449
450 GENERAL MAINT & REPLACEMENT
451 Firefighter Equipment Fees dept 14 vision 6,000$ 6,000$ 2,000$ 2,000$ 2,000$ 2,000$
452 Interest Income dept 00 vision 7,270 - - - - -
453 Ladder Pump dept 14 vision 1,550 1,550 1,750 1,750 1,750 1,750
454 Fire Dept Bldg Replacement dept 14 vision 14,995 - - - - -
455 Transfer in from GF dept 88 vision 350,000 350,000 550,000 350,000 225,000 350,000
456 Total Revenues & Transfers In 379,815 357,550 553,750 353,750 228,750 353,750
457
458 Expenditures dept 14 vision (17,500) - - - - -
459 Expenditures dept 16 vision (67,800) (58,000) (304,450) (60,000) - -
460 Expenditures dept 17 vision (188,950) (298,700) (131,000) (215,000) (176,000) (218,000)
461 Expenditures dept 19 vision (22,000) (22,000) (10,000) (20,000) (10,000) (100,000)
462 Expenditures dept 20 vision (77,410) (117,500) (112,000) (45,000) (45,000) (45,000)
463 Transfers Out dept 99 vision - - - - - -
464 Total Expenditures & Transfers Out (373,660) (496,200) (557,450) (340,000) (231,000) (363,000)
465
466 NET R&TI Over(Under) E&TO 6,155 (138,650) (3,700) 13,750 (2,250) (9,250)
467 Beginning Fund Balance 209,069 215,224 76,574 72,874 86,624 84,374
468 Ending Fund Balance 215,224 76,574 72,874 86,624 84,374 75,124
469 Restricted/Committed/Assigned 215,224 76,574 72,874 86,624 84,374 75,124
470 Unassigned Ending Balance -$ -$ -$ -$ -$ -$
92
REVISION 6
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 WESTLAKEFIVE YEAR FORECASTAll Municipal Funds
DESCRIPTION
479 VEHICLE MAINT & REPLACEMENT
480 Transfer in from GF 100 vision 110,000$ -$ -$ 25,000$ 35,000$ 25,000$
481 Sales of Surplus vision 8,700 - - - - -
482 Interst Income vision 550 550 200 200 200 200
483 Transfer in from UF 500 vision 8,333 8,335 8,335 8,335 8,335 8,335
484 Total Revenues & Transfers In 127,583 8,885 8,535 33,535 43,535 33,535
485
486 Fire Vehicles dept 14 vision - (55,000) - (110,000) - (1,400,000)
487 Court Vehicle dept 15 vision - - (50,000) - - -
488 Public Works Vehicle dept 16 vision - - - - - (50,000)
489 Facilities Vehicles dept 17 vision - - - - (50,000) -
490 Total Expenditures & Transfers Out - (55,000) (50,000) (110,000) (50,000) (1,450,000)
491
492 NET R&TI Over(Under) E&TO 127,583 (46,115) (41,465) (76,465) (6,465) (1,416,465)
493 Beginning Fund Balance 50,031 177,615 131,500 90,035 13,570 7,105
494 Ending Fund Balance 177,615 131,500 90,035 13,570 7,105 (1,409,361)
495 Restricted/Committed/Assigned 177,615 131,500 90,035 13,570 7,105 (1,409,361)
496 Unassigned Ending Balance -$ -$ -$ -$ -$ -$
515
516
517 VISITORS ASSOCIATION FUND
518 Hotel Tax (Marriott) 2.5%757,000$ 772,000$ 791,223$ 810,924$ 831,116$ 851,811$
519 Hotel Tax (Deloitte)2.5%32,000 32,640 33,453 34,286 35,139 36,014
520 Hotel Tax (Entrada) (50% occupancy)fixed - - - - - 400,000
521 Total Hotel Tax 789,000 804,640 824,676 845,210 866,256 1,287,825
522 General Services dept 10 0.0%3,735 3,735 3,735 3,735 3,735 3,735
523 Historical Board dept 24 0.0%4,515 4,515 4,515 4,515 4,515 4,515
526 Total Other Revenues 8,250 8,250 8,250 8,250 8,250 8,250
527 Total Revenues & Transfers In 797,250 812,890 832,926 853,460 874,506 1,296,075
528
529 Office Rent 3.0%(29,475) (72,675) (72,675) (72,675) (72,675) (72,675)
530 Electric Service 3.0%(3,560) (12,825) (12,825) (12,825) (12,825) (12,825)
531 Telephone Service 3.0%(1,000) (1,000) (1,030) (1,061) (1,093) (1,126)
532 Internet Service 3.0%(1,370) (1,370) (1,411) (1,453) (1,497) (1,542)
533 Total Rent and Utilities (35,405) (87,870) (87,941) (88,014) (88,090) (88,167)
534 PR Transfer Out (490,920) (521,615) (521,615) (521,615) (521,615) (521,615)
535 Total PR Transfer Out (490,920) (521,615) (521,615) (521,615) (521,615) (521,615)
536 General Services dept 10 0.0%(113,825) (146,000) (146,000) (146,000) (146,000) (146,000)
537 Communications dept 22 0.0%(75,840) (107,810) (107,810) (107,810) (107,810) (107,810)
538 Historical Board dept 24 0.0%(7,300) (7,300) (7,300) (7,300) (7,300) (7,300)
539 Public Arts dept 25 0.0%(1,500) (1,500) (1,500) (1,500) (1,500) (1,500)
541 Total Service (198,465) (262,610) (262,610) (262,610) (262,610) (262,610)
542 General Services dept 10 0.0%(15,200) - - - - -
543 Communications dept 22 0.0%(100) - - - - -
547 Total Supplies (15,300) - - - - -
548 Transfer Out - GF 100 Dept 22 exp 3.0%(13,300) (15,600) (16,068) (16,550) (17,047) (17,558)
549 Transfer Out - DS 300 3.0%(142,250) (142,250) (146,518) (150,913) (155,440) (160,104)
550 Total Transfers Out (155,550)(157,850)(162,586)(167,463)(172,487)(177,662)
551 Total Expenditures & Transfers Out (895,640)(1,029,945)(1,034,752)(1,039,702)(1,044,802)(1,050,054)
552
553 NET R&TI Over(Under) E&TO (98,390)(217,055)(201,826)(186,242)(170,296)246,021
554 Beginning Fund Balance 1,082,882 984,492 767,437 565,610 379,368 209,072
555 Ending Fund Balance 984,492 767,437 565,610 379,368 209,072 455,093
556 Restricted/Committed/Assigned 151,700 142,250 146,518 150,913 155,440 160,104
557 Unassigned Ending Balance 832,792$ 625,187$ 419,093$ 228,455$ 53,632$ 294,990$
558 Operating Days 339 222 148 80 19 103
565
566
93
REVISION 6
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 WESTLAKEFIVE YEAR FORECASTAll Municipal Funds
DESCRIPTION
567 4B ECONOMIC DEVELOPMENT FUND
568 Sales tax (on-going)2.0%1,137,500$ 1,137,500$ 1,205,250$ 1,243,126$ 1,278,534$ 1,315,004$
571 Total Revenues & Transfers In 1,137,500 1,137,500 1,205,250 1,243,126 1,278,534 1,315,004
572
573 Transfer Out - DS 300 3.0%(1,137,500)(1,137,500) (1,205,250)(1,243,126)(1,278,534)(1,315,004)
574 Total Expenditures & Transfers Out (1,137,500)(1,137,500)(1,205,250)(1,243,126)(1,278,534)(1,315,004)
575
576 NET R&TI Over(Under) E&TO - - - - - -
577 Beginning Fund Balance - - - - - -
578 Ending Fund Balance - - - - - -
579 Restricted/Committed/Assigned - - - - - -
580 Unassigned Ending Balance -$ -$ -$ -$ -$ -$
587
588
589 ECONOMIC DEVELOPMENT FUND
590 General Sales Tax 0.0%102,000$ 102,000$ 102,000$ 102,000$ 102,000$ 102,000$
591 Hotel/Motel Tax 0.0%32,000 32,640 32,640 32,640 32,640 32,640
592 Economic Development for WA $10K/Lot schedule - 1,210,000 450,000 300,000 300,000 300,000
593 Transfers In Ends 15/16 35,758 - - - - -
594 Total Revenues & Transfers In 169,758 1,344,640 584,640 434,640 434,640 434,640
595
596 ED Principal - Fidelity 1 End FY2016 (30,237) - - - - -
597 ED Interest - Fidelity 1 End FY2016 (5,522) - - - - -
598 ED - Deloitte Sales Tax 0.0%(102,000) (102,000) (102,000) (102,000) (102,000) (102,000)
599 ED - Deloitte Hotel Tax 53,000 0.0%(32,000) (32,640) (32,640) (32,640) (32,640) (32,640)
600 Transfer Out - WAE 412 schedule - (1,210,000) (450,000) (300,000) (300,000) (300,000)
601 Total Expenditures & Transfers Out (169,758)(1,344,640)(584,640)(434,640)(434,640)(434,640)
602
603 NET R&TI Over(Under) E&TO - - - - - -
604 Beginning Fund Balance - - - - - -
605 Ending Fund Balance - - - - - -
606 Restricted/Committed/Assigned - - - - - -
607 Unassigned Ending Balance -$ -$ -$ -$ -$ -$
613
614
615 PUBLIC IMPROVEMENT DISTRICT (LOCAL)
616 Inspection Fees 0.0%743,800$ -$ -$ -$ -$ -$
619 Development Fees (Platting)0.0%15,000 10,000 10,000 10,000 10,000 10,000
620 Miscellaneous Reimbursments 0.0%82,500 85,000 85,000 85,000 85,000 85,000
621 Total Revenues & Transfers In 841,300 95,000 95,000 95,000 95,000 95,000
622
623 Engineering 0.0%(66,245) - - - - -
624 Filing Fees 0.0%(200) - - - - -
625 Consultant Fees 0.0%(275,000) (275,000) - - - -
628 Boyle & Lowry 0.0%(18,000) (18,000) - - - -
629 Admin Fees 0.0%(11,150) - - - - -
632 Construction Expense 0.0%(165,000) (160,000) - - - -
633 Total Expenditures & Transfers Out (535,595) (453,000) - - - -
634
635 NET R&TI Over(Under) E&TO 305,705 (358,000)95,000 95,000 95,000 95,000
636 Beginning Fund Balance 180,719 486,424 128,424 223,424 318,424 413,424
637 Ending Fund Balance 486,424 128,424 223,424 318,424 413,424 508,424
638 Restricted/Committed/Assigned 486,424 128,424 223,424 318,424 413,424 508,424
639 Unassigned Ending Balance -$ -$ -$ -$ -$ -$
645
646
94
REVISION 6
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 WESTLAKEFIVE YEAR FORECASTAll Municipal Funds
DESCRIPTION
647 LONE STAR FUND
648 Revenues vision 30$ 30$ 15$ 15$ 15$ 15$
649 Total Revenues & Transfers In 30 30 15 15 15 15
650
651 Expenditures 3.0%- - - - - -
652 Total Expenditures & Transfers Out - - - - - -
653
654 NET R&TI Over(Under) E&TO 30 30 15 15 15 15
655 Beginning Fund Balance 13,632 13,662 13,692 13,707 13,722 13,737
656 Ending Fund Balance 13,662 13,692 13,707 13,722 13,737 13,752
657 Restricted/Committed/Assigned 13,662 13,692 13,707 13,722 13,737 13,752
658 Unassigned Ending Balance -$ -$ -$ -$ -$ -$
676
677
678 DEBT SERVICE FUND - All Other
679 Transfer in - GF 100 0.0%576,663$ 753,635$ 942,909$ 900,541$ 1,011,825$ 968,645$
681 Transfer In - VA 220 0.0%142,250 142,250 146,518 150,913 155,440 160,104
682 Transfer In - 4B 200 0.0%1,137,500 1,137,500 1,205,250 1,243,126 1,278,534 1,315,004
683 Total Transfers In 1,856,413 2,033,385 2,294,677 2,294,580 2,445,799 2,443,752
684
685 Bank Charge - 2007 GORB Refunding of 2002 (400)(400)(400)(400)(400)(400)
686 DS Principal - Issue 2007 GORB (410,000)(425,000)(40,000)(40,000)(45,000)(50,000)
687 DS Interest - Issue 2007 GORB (291,983) (276,610) (259,608) (258,008) (256,408) (254,608)
688 Bank Charge - 2011 GORB Refunding of 2002/2003 (400) (400) (400) (400) (400) (400)
689 DS Principal - Issue 2011 GORB (100,000) (275,000) (700,000) (715,000) (730,000) (750,000)
690 DS Interest - Issue 2011 GORB (212,400) (207,275) (192,650) (171,425) (149,750) (127,550)
694 Bank Charge - 2013 CO WA Expansion (400) (400) (400) (400) (400) (400)
695 DS Principal - Issue 2013 CO (173,550) (178,000) (178,000) (182,450) (191,350) (191,350)
696 DS Interest - Issue 2013 CO (274,248) (270,730) (267,172) (263,568) (259,830) (255,525)
697 Bank Charge - 2013 GORB Refunding of 2008 (400) (400) (400) (400) (400) (400)
698 DS Principal - Issue 2013 GORB (100,000) (130,000) (125,000) (135,000) (140,000) (145,000)
699 DS Interest - Issue 2013 GORB (42,250) (39,950) (37,400) (34,463) (31,025) (27,463)
700 Bank Charge - 2014 GORB Refunding of 2003 (400) - (400) (400) (400) (400)
701 DS Principal - Issue 2014 GORB (185,000)(5,000)(5,000)(5,000)(5,000)(5,000)
702 DS Interest - Issue 2014 GORB (67,160)(65,220)(65,040)(64,860)(64,680)(64,500)
703 2016-17 CO (FS Land/Bldg) ($60K per $1M) (30yr)($8.4M)- (159,000) (422,807) (422,807) (422,807) (422,807)
704 2019-20 CO (Roads) - - - - (147,949) (147,949)
705 2017-18 (TH Construction) $5M 30 years - - - - - -
706 Total Expenditures & Transfers Out (1,858,591) (2,033,385) (2,294,677) (2,294,580) (2,445,799) (2,443,752)
707
708 NET R&TI Over(Under) E&TO (2,178) - - - - -
709 Beginning Fund Balance 2,178 - - - - -
710 Ending Fund Balance - - - - - -
711 Restricted/Committed/Assigned - - - - - -
712 Unassigned Ending Balance -$ -$ -$ -$ -$ -$
718
719
720 DEBT SERVICE FUND - PROPERTY TAX
722 Property Tax CY 2011 CO 161,915$ 88,635$ 115,300$ 117,356$ 119,316$ 121,180$
727 Total Revenues moved from fund 300 161,915 88,635 115,300 117,356 119,316 121,180
728
729 Bank Charge - 2011 CO MOVED FROM 300 (400)- - - - -
730 DS Principal - Issue 2011 CO MOVED FROM 300 schedule (100,000)(75,000) (79,000) (83,000) (87,000) (91,000)
731 DS Interest - Issue 2011 CO MOVED FROM 300 schedule (50,277)(43,611) (36,300) (34,356) (32,316) (30,180)
732 Total Expenditures moved from fund 300 (150,677)(118,611) (115,300) (117,356) (119,316) (121,180)
733
734 NET R&TI Over(Under) E&TO 11,238 (29,976) - - - -
735 Beginning Fund Balance 18,738 29,976 - - - -
736 Ending Fund Balance 29,976 - - - - -
737 Restricted/Committed/Assigned 29,976 - - - - -
738 Unassigned Ending Balance -$ -$ -$ -$ -$ -$
756
758 CAPITAL PROJECTS FUND
95
REVISION 6
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 WESTLAKEFIVE YEAR FORECASTAll Municipal Funds
DESCRIPTION
760 Transfer in from GF (Granada/Entrada)vision -$ -$ -$ -$ -$ -$
761 Interest Income vision 6,000 6,000 6,000 6,000 6,000 6,000
762 NET 6,000 6,000 6,000 6,000 6,000 6,000
768 Bond Revenue vision - - - - 453,000 -
769 S. ROANOKE ROAD RECON & DRAINAGE vision - - - - (453,000) -
770 NET - - - - - -
772 Cash (Fund Balance)vision - - - - - -
773 SAM SCHOOL ROAD RECON & DRAINANGE vision - - (281,960) - - -
774 NET - - (281,960) - - -
776 Cash (Fund Balance)vision - - - - - -
777 E. DOVE ROAD RECON & DRAINAGE (Vaquero - TB)vision (75,000) (691,085) - - - -
778 NET (75,000) (691,085) - - - -
780 Bond Revenue vision - - - - 300,949 -
781 TRAIL - WESTLAKE ACADEMY TO CEMETERY vision - - - - (300,949) -
782 NET - - - - - -
784 Bond Revenue vision - - - 290,016 - -
785 TRAIL - DOVE/PEARSON/ASPEN vision - - - (290,016) - -
786 NET - - - - - -
788 Bond Revenue vision - - - - 983,954 -
789 OTTINGER ROAD RECON & DRAINAGE vision - - - - (983,954) -
790 NET - - - - - -
792 Bond Revenue vision - - - 404,125 - -
793 PEARSON LANE RECON & DRAINAGE vision - - - (404,125) - -
794 NET - - - - - -
797 Bond Revenue vision - 8,500,000 - - - -
798 Contribution Revenue vision 1,998,000 - - - - -
799 FIRE STATION COMPLEX vision (2,048,000) (8,430,500) (502,145) - - -
800 NET (50,000) 69,500 (502,145) - - -
802 Cash (Fund Balance)vision - - - - - -
803 MAINTENANCE AND STORAGE FACILITY vision - - (41,200) - - -
804 NET - - (41,200) - - -
806 Cash vision - - - - - -
807 Contribution Revenue vision 26,390 - - - - -
808 DOVE ROAD/FM1938 SIGNALIZATION vision (10,000) (260,000) - - - -
809 NET 16,390 (260,000) - - - -
811 Contribution Revenue vision 21,850 - - - - -
812 SOLANA/SH114 SIGNALIZATION vision - - - - - -
813 NET 21,850 - - - - -
815 Contribution Revenue vision 259,540 10,000 - - - -
816 SOLANA/FM1938 SIGNALIZATION vision (102,000) (10,000) - - - -
817 NET 157,540 - - - - -
819 WAF Grant 102,200 - - - - -
820 WA - OUTDOOR LEARNING CENTER (43,575) (64,000) - - - -
821 NET 58,625 (64,000) - - - -
823 Grants WAF $11750 - HOC $5000 - WAAC $2975 19,725 - - - - -
824 WA - BLEACHERS AND FILM TOWER (19,725) - - - - -
825 NET - - - - - -
828 Total Revenues & Transfers in 2,433,705 8,516,000 6,000 700,141 1,743,903 6,000
830 Total Expenditures & Transfers Out (2,298,300) (9,455,585) (825,305) (694,141) (1,737,903) -
831 NET R&TI Over(Under) E&TO 135,405 (939,585)(819,305)6,000 6,000 6,000
832 Beginning Fund Balance 2,144,983 2,280,388 1,340,803 521,498 527,498 533,498
833 Ending Fund Balance 2,280,388 1,340,803 521,498 527,498 533,498 539,498
834 Restricted/Committed/Assigned 2,280,388 1,340,803 521,498 527,498 533,498 539,498
835 Unassigned Ending Balance -$ -$ -$ -$ -$ -$
843
844
96
REVISION 6
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 WESTLAKEFIVE YEAR FORECASTAll Municipal Funds
DESCRIPTION
845 WESTLAKE ACADEMY EXPANSION
846 Interest Earned vision 900$ 900$ 500$ 500$ 500$ 500$
847 Transfer in from ED 200 vision - 1,210,000 450,000 300,000 300,000 300,000
848 Total Revenues & Transfers In 900 1,210,900 450,500 300,500 300,500 300,500
849
863 Construction Expense vision - - - - (450,000) (450,000)
869 Total Expenditures & Transfers Out - - - - (450,000) (450,000)
870
871 NET R&TI Over(Under) E&TO 900 1,210,900 450,500 300,500 (149,500)(149,500)
872 Beginning Fund Balance 395,753 396,653 1,607,553 2,058,053 2,358,553 2,209,053
873 Ending Fund Balance 396,653 1,607,553 2,058,053 2,358,553 2,209,053 2,059,553
874 Restricted Funds 396,653 1,607,553 2,058,053 2,358,553 2,209,053 2,059,553
875 Unassigned Ending Balance -$ -$ -$ -$ -$ -$
876
97
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99
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100
General Fund
Program Summary
Fiscal Year 2016/2017
Adopted Estimated Proposed FY 16/17 Proposed
Budget Budget Budget
FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated
1 General Sales Tax On-going 3,623,000$ 3,210,500$ 3,210,500$ -$ 0%
2 General Sales Tax One-time 100,000 100,000 100,000 - 0%
3 Property Tax 1,280,258 1,317,350 1,437,050 119,700 9%
4 Beverage Tax 53,025 61,280 62,500 1,220 2%
5 Franchise Fees 849,733 928,177 966,370 38,193 4%
6 Permits & Fees 258,987 487,504 217,425 (270,079) -55%
7 Permits & Fees Building 1,312,099 1,444,475 2,316,157 871,682 60%
8 Fines & Forfeitures 710,000 808,595 805,350 (3,245) 0%
9 Investment Earnings 8,870 12,315 12,340 25 0%
10 Contributions 10,000 - - - 0%
11 Misc Income 32,750 35,168 23,140 (12,028) -34%
12 Total Revenues 8,238,722 8,405,364 9,150,832 745,468 9%
13 Transfers In 307,045 307,045 66,030 (241,015) -78%
14 Other Sources - - - - 0%
15 Total Other Sources 307,045 307,045 66,030 (241,015) -78%
16 TOTAL REVENUES & OTHER SOURCES 8,545,767$ 8,712,409$ 9,216,862$ 504,453$ 6%
17 Payroll Salaries 3,017,646$ 3,007,287$ 3,472,410$ 465,123$ 15%
18 Payroll Transfers In from UF & VF (895,415) (895,415) (958,760) (63,345) 7%
19 Payroll Insurance 459,648 456,601 545,605 89,004 19%
20 Payroll Taxes - WC/TWC 36,833 39,917 46,845 6,928 17%
21 Payroll Taxes - SS/M 230,774 207,777 269,765 61,988 30%
22 Payroll Retirement 371,055 343,285 426,870 83,585 24%
23 Total Payroll and Related 3,220,541 3,159,452 3,802,735 643,283 20%
24 Supplies 192,290 190,972 217,905 26,933 14%
25 Services 2,205,434 2,052,471 2,391,795 339,325 17%
26 Insurance 33,229 35,179 36,390 1,211 3%
27 Repair & Maintenance 182,971 213,431 203,215 (10,216) -5%
28 Rent & Utilities 339,893 317,461 573,655 256,194 81%
29 Debt 336,678 351,678 351,680 2 0%
30 Total Operations & Maintenance 3,290,494 3,161,191 3,774,640 613,449 19%
31 TOTAL OPERATING EXPENDITURES 6,511,035 6,320,644 7,577,375 1,256,731 20%
32 Capital Outlay 26,210 18,710 208,015 189,305 1012%
33 Capital Projects - - - - 0%
34 Total Capital 26,210 18,710 208,015 189,305 1012%
35 Transfers Out - Operating (DS/ED/GMR)826,019 962,422 1,103,635 141,213 15%
36 Transfers Out - Non Operating (CP/UF/WAE)783,515 110,000 - (110,000) -100%
37 Total Other Uses 1,609,534 1,072,422 1,103,635 31,213 3%
38 TOTAL NON-OPERATING EXPENDITURES 1,635,744 1,091,132 1,311,650 220,518 20%
39 TOTAL EXPENDITURES & OTHER USES 8,146,779 7,411,775 8,889,025 1,477,250 20%
40 EXCESS REVENUES OVER(UNDER) EXPENDITURES 398,987 1,300,634 327,837 (972,797) 75%
41 FUND BALANCE, BEGINNING 7,240,729 7,240,729 8,541,363 1,300,634 18%
42 FUND BALANCE, ENDING 7,639,717 8,541,363 8,869,200 327,837 4%
43 Restricted/Assigned/Committed Funds 306,658 572,666 575,040 2,373 0%
44 UNASSIGNED FUND BALANCE, ENDING 7,333,059 7,968,697 8,294,160 325,464 4%
45 Operating Days (without non-operating transfers)364 398 341 (58) -15%
46 Daily Operating Expenditures 20,173$ 20,005$ 24,353$ 4,349$ 22%
47 C Court Technology 100 10112 00 000 97,068$ 94,603$ 95,549$ 946$ 1%
48 C Court Security 100 10113 00 000 120,263 133,446 134,781 1,334 1%
49 C Court Efficiency 100 10116 00 000 8,886 9,296 9,388 93 1%
50 R Reforestation 100 10110 00 101 51,294 291,894 291,894 - 0%
51 R Street Escrow (TB/RA)100 10110 00 102 29,147 43,427 43,427 - 0%
52 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 306,658$ 572,666$ 575,040$ 2,373$ 0%
vs
REVENUES & OTHER SOURCES
EXPENDITURES & OTHER USES
RESTRICTED/ASSIGNED/COMMITED FUNDS
101
Section 4
General Fund Overview
Revenues and Transfers In
Total General Fund revenues and transfers in are budgeted to be $9,216,862. This represents a 6%
increase of $504,453 from prior year estimated revenues and transfers in of 8,712,409.
General Sales and Use Tax
• Projected to be $3,310,500 and comprise 35% of General Fund revenues.
• Sales tax monies allocated to the General Fund are budgeted to remain flat.
• Sales taxes are collected on the sale of goods and services within the Town as authorized by the
State of Texas.
• The maximum sales tax allowed in the State of Texas is 8.25% per dollar on all taxable goods and
services. 6.25% per dollar is kept by the State; municipalities receive a maximum of 2%. Funds are
collected by the Texas Comptroller of Public Accounts and remitted to the Town on a monthly
basis.
• An amount equal to 1.50% of taxable sales is appropriated to the Town’s General Fund. This total
includes .50% that is received for property tax reduction.
• The Town also receives an additional .50% sales tax that is recorded in the 4B Economic
Development Corporation Fund.
Property Tax
• Projected to be $1,437,050
• Property tax receipts comprise 16% of General Fund revenues.
• The Maintenance and Operating tax rate of $0.12882 reflects an 8% decrease of $0.010650 per
$100 valuation
Beverage Tax
• Projected to be $62,500 and comprise 1% of General Fund revenues.
• The Town collects a 14% gross receipt tax on mixed beverages.
• Of this percentage, 10.7% of gross liquor receipts are remitted to the Town, and the remaining
3.3% is retained by the State of Texas.
Franchise Taxes
• Projected to be $966,370 and comprise 10% of General Fund revenues.
• Fees are collected from utilities and telecommunications companies that use Town right-of-way.
• A flat rate is charged to both telephone operators (adjusted annually) and Tri-County Electric
based on the number of access lines and services rendered, respectively.
• Franchise fee revenue is projected to increase by $38,193 (4%).
Permits and Fees
• Projected to be $217,425 and comprise 2% of General Fund revenues.
• Include fees charged by the Town for gas wells, EMS revenues, review and renewal fees,
developments fees and contractor registration fees.
102
Section 4
General Fund Overview
Permits and Fees Buildings
• Projected to be $2,316,157 and comprise 25% of General Fund revenues.
• Based on continuing growth in residential and commercial construction.
Fines and Forfeitures
• Projected to be $805,350 and comprise 9% of General Fund revenues.
• Revenue generated from the Municipal Court is based on citations and warrants issued.
• The Keller Police Department will continue to provide police services for Westlake.
Expenditures and Transfers Out
Total General Fund expenditures and transfers out are budgeted to be $8,889,025
This represents a 20% increase of $1,477,250 from prior year estimated expenditures and transfers out
of $7,411,775
As in recent years, Town staff continues to operate conservatively by controlling costs while maintaining
the highest possible levels of service. These goals are only possible through continued strategic planning
and the innovative use of available resources. Our overall budget philosophy focuses on meeting stated
goals and objectives and maintaining a 90 day operating fund balance.
Payroll & Related – Base Salaries, Taxes, Insurance and Retirement
• Projected to be $3,802,735 and comprise 42.8% of General Fund expenditures.
• This amount represents a 20% increase of $643,283 from prior year estimated payroll expenditures
of $3,159,452.
o $111K - pay adjustments
o $ 98K - addition of one full-time Firefighter/Paramedic
o $ 75K - addition of one full-time Building Inspector
o $ 97K - transition of interim Planning & Development to full time
o $ 30K - transition of part-time Town Secretary’s Office/Admin Assistant to full-time
o $ 75K - transition of part-time Development Coordinator to full-time
o $ 94K - transition of part-time Fire Marshal to full-time
• All payroll and related expenditures are paid via the General Fund. Portions of these
expenditures are subsidized by the Utility Fund and the Visitors Association Fund.
o Total payroll transfers in are $958,760
• Utility Fund - $437,145
• Visitors Association Fund - $521,615
103
Section 4
General Fund Overview
Operations and Maintenance
• Projected to be $3,774,640 and comprise 42.5 % of General Fund expenditures.
• This amount represents a 19% increase of $613,449 from prior year estimated expenditures of
$3,161,191.
o Major increases are related to additional rental/utilities expenditures due to the possibility of
leasing existing building space within Westlake, records management, additional irrigation
and landscaping on FM 1938 and Dove to Randol Mill, contract services for update of
ordinances to support the new comprehensive plan and Keller police contract.
Transfers Out
• Projected to be $1,103,635 and comprise 12.4% of General Fund expenditures.
• This amount represents a 3% increase of $31,213 from prior year estimated transfers out of
$1,072,422.
o Debt Service Fund – $753,635
Supplements debt service payments associated with Westlake Academy facilities
and various street projects
o General Maintenance and Replacement Fund – $350,000
Planned transfer to cover future capital repair and replacement costs
Fund Balance
• The ending fund balance is projected to be $8,869,200
• This amount represents a 4% increase of $327,837 from prior year estimated fund balance of
$8,541,363.
• The unassigned balance of $8,294,160 represents coverage for 341 operating days.
104
Department 10
Adopted Estimated Proposed FY 16/17 Proposed
Budget Budget Budget vs
FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated
General Sales Tax 3,723,000 3,310,500 3,310,500 0.0%-
Property Tax 1,280,258 1,317,350 1,437,050 9.1%119,700
Permits and Fees 4,760 310 310 0.0%-
Fines & Forfeitures - - - 0.0%-
Franchise Fees 849,733 928,177 966,370 4.1%38,193
Contributions - - - 0.0%-
Beverage Tax 53,025 61,280 62,500 2.0%1,220
Interest 7,400 10,845 10,840 0.0%(5)
Intergovernmental - - - 0.0%-
Misc Income 28,050 26,563 15,660 -41.0%(10,903)
5,946,226$ 5,655,025$ 5,803,230$ 2.6%148,205$
Capital Outlay - - - 0.0%-
Debt Service 336,678 351,678 351,680 0.0%2
Economic Development - - - 0.0%-
Insurance 23,613 25,378 26,590 4.8%1,212
Repair and Maintenance - - - 0.0%-
Rent and Utilities 177,076 163,506 412,400 152.2%248,894
Service 366,535 348,935 413,935 18.6%65,000
Supplies 26,727 29,407 32,235 9.6%2,828
930,629$ 918,904$ 1,236,840$ 34.6%317,936$ GRAND TOTAL
General Services
Program Summary
REVENUE CATEGORIES
GRAND TOTAL
EXPENDITURE CATEGORIES
105
Department 10
Adopted Estimated Proposed FY 16/17 Proposed
Budget Budget Budget vs
FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated
General Services
Program Summary
There is no staffing in this dept
- - - 0.0%-
Payroll Wages - - - 0.0%-
Payroll Insurance - - - 0.0%-
Payroll Taxes TWC/WC - - - 0.0%-
Payroll Taxes SS/M - - - 0.0%-
Payroll Retirement - - - 0.0%-
-$ -$ -$ 0.0%-$
GRAND TOTAL
TOTAL POSITIONS
EMPLOYEE STAFFING
PAYROLL & REALTED CATEGORIES
106
Goals and Objectives
10 General Services
Strategic Theme & Objective(s)
Theme ~ Exemplary Service & Governance
Objective(s) ~ Increase Financial Capacity & Reserves
Program Description
The General Service Program is comprised of costs in the budget that may not be
specifically identifiable to any operational budget. The activity is administered by the
Finance Department and funds various charges that are not defined or directly related to
any specific department or activity of the Town.
Examples of cost include, electricity, insurance, professional services, contingencies, etc.
These types of expenditures affect all budgets and are generally not prorated.
107
Department 11
Adopted Estimated Proposed FY 16/17 Proposed
Budget Budget Budget vs
FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated
General Sales Tax - - - 0.0%-
Property Tax - - - 0.0%-
Permits and Fees - - - 0.0%-
Fines & Forfeitures - - - 0.0%-
Franchise Fees - - - 0.0%-
Contributions - - - 0.0%-
Beverage Tax - - - 0.0%-
Interest - - - 0.0%-
Intergovernmental - - - 0.0%-
Misc Income - - - 0.0%-
-$ -$ -$ 0.0%-$
Capital Outlay - - - 0.0%-
Debt Service - - - 0.0%-
Economic Development - - - 0.0%-
Insurance - - - 0.0%-
Repair and Maintenance - - - 0.0%-
Rent and Utilities - - - 0.0%-
Service 32,018 30,618 30,620 0.0%2
Supplies 4,200 2,635 4,310 63.6%1,675
36,218$ 33,253$ 34,930$ 5.0%1,677$ GRAND TOTAL
Town Manager's Office
Program Summary
REVENUE CATEGORIES
GRAND TOTAL
EXPENDITURE CATEGORIES
108
Department 11
Adopted Estimated Proposed FY 16/17 Proposed
Budget Budget Budget vs
FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated
Town Manager's Office
Program Summary
Town Manager 1.00 1.00 1.00 0.0%-
Assistant Town Manager 0.90 0.90 1.00 11.1%0.10
Intern 0.50 0.50 0.50 0.0%-
Assistant - - 0.50 100.0%0.50
2.40 2.40 3.00 25.0%0.60
Payroll Wages 345,380 337,658 373,125 10.5%35,467
Payroll Transfers In (139,755) (139,755) (151,130) 8.1%(11,375)
Payroll Insurance 40,895 45,415 59,675 31.4%14,260
Payroll Taxes TWC/WC 1,186 1,051 1,795 70.8%744
Payroll Taxes SS/M 26,413 20,530 28,540 39.0%8,010
Payroll Retirement 64,022 67,588 70,350 4.1%2,762
338,142$ 332,486$ 382,355$ 15.0%49,869$
GRAND TOTAL
TOTAL POSITIONS
EMPLOYEE STAFFING
PAYROLL & REALTED CATEGORIESTown Manager Assistant Town
Manager
Municipal Court
Human Resources
Information Technology
City of Keller Police Services
Comunications Department
Fire Department
Finance Department
Westlake Academy
Town Secretary
Public Works
Parks & Recreastion
Facilities Maintenance
Planning and Developemnt
Westlake Academy Foundation
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Goals and Objectives
11 Town Manager’s Office
Strategic Theme(s) & Objective(s)
Themes – Natural Oasis; Exemplary Service & Governance; Exemplary Education – Westlake
Academy; High Quality Planning, Design, & Development
Objective(s) – Increase Citizen, Student, Stakeholder Satisfaction; Preserve Desirability &
Quality of Life
Program Description
The Administration Department
coordinates and manages all facets
of the Town’s operations.
The Town Manager, reporting to the
Town Council, serves as the chief
executive officer for all Town operations including
serving as Superintendent for Westlake Academy. His
duties include implementation of the goals and objectives established by the Town Council,
preparation and submission of an annual municipal budget for Board review and adoption,
as well as the implementation and oversight of the adopted budget throughout its effective
fiscal year.
The Town Manager guides, coordinates, and facilitates recommendations to the Council on
strategic planning initiatives and policies as well as their implementation.
Responsible for attracting, retaining, and developing a municipal/educational work force for
delivering top quality municipal and academic services.
Program Broad Goals
Assure all growth is compliant with Westlake development standards.
Maintain and develop a competent and competitive municipal and academic work force.
Analyze and report new revenue generating ventures as well as identify ways to partner with
public and private sector service providers to control cost and improve services.
Monitor the municipal and academic budgets and oversee all finances of the Town so as to
apprise the Council of the Town’s financial condition and future needs in a timely manner.
Assist the Board of Trustees/Town Council with the growth and development of Westlake
Academy.
Provide support for Council appointed advisory committees and commissions.
110
Goals and Objectives
11 Town Manager’s Office
DID YOU KNOW
Westlake owns and
operates the only public
charter school in the
state of Texas.
As such, we are also the
only municipality in which
the town manager also
serves in their official
capacity as the
superintendent of a
public school.
The Town Manager’s Office participates in the following specific programs of service:
o Municipal governance
o Academic governance
o Comprehensive Planning and Economic
Development
o Financial Development
o Municipal Administration
o Academic Administration
o Citizen Engagement and Communication
Program Trends
Current residential growth remains comparable with the
previous year’s permit requests and is expected to trend
higher in the coming fiscal years.
The Town recently approved, Granada, a Centurion
American residential development consisting of 84 new
homes at the corner of Solana Blvd. and Davis Blvd. (FM
1938); Phase 1 is well underway with 30 homes having
received their permit and Phase 2 will be reviewed for a
final plat in the coming fiscal year.
Centurion American is also developing an 85 acre tract on
Hwy 114 as a mixed-use development site; construction for
this project is in progress with the preparation of the
infrastructure prior to the commercial/residential
components. Permits for a new CVS and a Primrose Child Care facility are either in the final
stages or under construction.
Facility related Capital Improvement Projects (CIP) have been approved by the Council for
the coming fiscal year; with $9.2 million in projects for the Fire and EMS Station, and the Dove
Road Reconstruction/Drainage project.
Enrollment requests and lottery applications at Westlake Academy continue to remain
strong, with approximately 2,250 students on the current waiting list.
Westlake is entering the seventh year of our assessment of an ad-valorem property tax. With
the calculated effective tax rate at $.13695 per $100 of assessed valuation.
2015-2016 Highlights
Development related activities continued to progress over this fiscal year with the realization
and mobilization of construction crews in both the new residential project, Granada, and the
mixed-use development, Entrada.
111
Goals and Objectives
11 Town Manager’s Office
All 42 home sites have been sold in Phase I of the Granada project and 30 homes are
currently under construction.
Graduated our seventh class of seniors from Westlake Academy with each student being
accepted into at least one 4-year college;
o projected enrollment for 2016/2017 school year is expected to be 866 students (K-12);
Worked with the developer to create a comprehensive set of design guidelines to assist in
the construction of Entrada.
Continued work on the cascaded Tier Two Departmental Strategy Map for Westlake
Academy. We identified existing performance measures and created additional measures
where necessary. The map provides them with a communication tool and road map to help
reach our mission and vision for the department.
Restructured our development services department to provide an enhanced level of service
to our stakeholders and additional oversight of our current development projects.
2016-2017 Goals and Objectives
Continue organizational development of the municipal and academic teams into a
cohesive, unified entity with a focus on being a high performance organization.
Streamline development services processes
and procedures. Review the use of
enhanced GIS capabilities and further
institute permitting software and tracking
capabilities.
Facilitate the Academy and Town’s
approved strategic plans along with the
approved Balanced Scorecard structure
and the corresponding strategy map
objectives; link both strategy maps and
initiatives to the budget processes.
Develop strategic initiatives for the
academic department and report out on
our progress to the Board of Trustees.
Strengthen the municipal performance
measures through additional refinement
and professional development for staff.
Institute the concepts conveyed through
SEI and LEAD to further develop high
performance teams for both the academic and
municipal staff.
Further advancement of the vision, mission, and values created by the elected officials.
112
Goals and Objectives
11 Town Manager’s Office
Efficiency/Effectiveness Measures
Performance Measure Actual
FY 14/15
Adopted
FY 15/16
Estimated
FY 15/16
Proposed
FY 16/17
1. Produce monthly update for
Town Council
100% 100% 85% 100%
2. Complete program of services within
adopted or amended budget
100% 100% 100% 100%
3. Maintain annual 90 day balance in
General Fund
413 days 364 days 398 days 341 days
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114
Department 12
Adopted Estimated Proposed FY 16/17 Proposed
Budget Budget Budget vs
FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated
General Sales Tax - - - 0.0%-
Property Tax - - - 0.0%-
Permits and Fees 106,402 377,869 105,615 -72.0%(272,254)
Fines & Forfeitures - - - 0.0%-
Franchise Fees - - - 0.0%-
Contributions - - - 0.0%-
Beverage Tax - - - 0.0%-
Interest - - - 0.0%-
Intergovernmental - - - 0.0%-
Misc Income 250 250 250 0.0%-
106,652$ 378,119$ 105,865$ -72.0%(272,254)$
Capital Outlay 1,685 485 490 1.0%5
Debt Service - - - 0.0%-
Economic Development - - - 0.0%-
Insurance 489 504 500 -0.8%(4)
Repair and Maintenance - - - 0.0%-
Rent and Utilities - - - 0.0%-
Service 395,895 282,280 393,775 39.5%111,495
Supplies 28,300 25,500 28,300 11.0%2,800
426,369$ 308,769$ 423,065$ 37.0%114,296$
EXPENDITURE CATEGORIES
GRAND TOTAL
Planning and Development
Program Summary
REVENUE CATEGORIES
GRAND TOTAL
115
Department 12
Adopted Estimated Proposed FY 16/17 Proposed
Budget Budget Budget vs
FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated
Planning and Development
Program Summary
Planning & Development 1.00 1.00 1.00 0.0%-
Customer Service Coordinator 0.33 0.33 - -100.0%(0.33)
Customer Service Representative 0.33 0.33 1.00 200.0%0.67
Bldg Construction/Zone Enforce - - 1.00 100.0%1.00
Building Inspector - 0.50 1.00 100.0%0.50
Building Intern - 0.50 0.75 50.0%0.25
Development Coordinator - 0.50 0.60 20.0%0.10
1.67 3.17 5.35 69.0%2.18
Payroll Wages 156,758 224,247 385,280 71.8%161,033
Payroll Insurance 31,567 33,870 47,055 38.9%13,185
Payroll Taxes TWC/WC 974 1,273 7,005 450.5%5,733
Payroll Taxes SS/M 11,988 15,023 29,470 96.2%14,447
Payroll Retirement 18,074 19,836 45,210 127.9%25,374
219,361$ 294,250$ 514,020$ 74.7%219,770$
GRAND TOTAL
TOTAL POSITIONS
EMPLOYEE STAFFING
PAYROLL & REALTED CATEGORIES Town Manager Planning &
Development
Development
Coordinator
Customer Service
Representative
Building Construction
Zone Enforcement
Building Inspector
Building Intern
116
Goals and Objectives
12 Planning and Development
Strategic Theme & Objective(s)
Theme ~ High Quality Planning, Design, & Development
Objective(s) ~ Encourage Westlake’s Unique Sense of Place
Optimize Planning & Development Capabilities
Program Description
The Planning and Development Department is
responsible for processing platting and zoning
requests and ensuring that proposed
development will conform to the Town of
Westlake’s comprehensive plans.
This also requires the continuous updating and
amending of ordinances to address ever-
changing development concerns.
The Building and Code Compliance Division is
responsible for the administration and
enforcement of the Town’s adopted building
codes and ordinances to assure that
development is executed and maintained in
compliance with ordinances and approved
development plans.
Program Broad Goals
Amend existing ordinances as necessary to
efficiently and logically guide development
within the Town of Westlake.
Provide the administrative, technical, and clerical services necessary to professionally
regulate the codes and ordinances related to the construction and use of Commercial and
Residential structures and properties within the community.
Insure code and ordinance compliance through effective communication, accurate
records management, and by taking appropriate action when necessary to obtain
compliance
Tie PD Ordinances to GIS parcels for easy reference
Streamline development review processes to increase efficiency, effectiveness, and quality
Update website
Complete implementation of the permitting software – MyGov
117
Goals and Objectives
12 Planning and Development
Program Trends
Permanent Population Growth: Residential and mixed-use developments have the potential
to significantly increase our permanent population and as of late, we have had a marked
increase in the number of residential homes being constructed
The second phase of the infrastructure for the Granada residential subdivision, at the corner
of Solana Blvd. and FM 1938/Davis Blvd., should be completed in this budget year.
The adopted Entrada mixed-use development, along SH 114, is planned to be constructed
over the next several years. It will include both commercial and residential components and
feature a Spanish village theme.
Housing Start Increases: Westlake is expecting continued single family residential construction
as a result of Granada. Pre-recession starts were at 38 per year and we are estimating 50 for
the coming fiscal year.
Management of Development: As the economy and the surrounding cities in the Metroplex
experience commercial development and the influx of individuals continue to make the
North Texas Region their home, we will need to manage our distinctive housing
developments to ensure we maintain our community as an ‘oasis of natural beauty’ as
contained in our Vision statement.
2015-2016 Highlights
Processed the first six PD Site Plans for the Entrada Development.
Started the implementation of the computerized building permit tracking and processing
system.
Work continued on the integration of our current development systems and the migration
and creation of our MyGov software program
Major progress was made on creating and updating our internal processes and procedures
for the department
New staffing positions were created to work with the developers and work load associated
with our commercial and residential growth
2016-2017 Goals and Objectives
Implementation of the Comprehensive Plan – The next step towards implementation of the
Comprehensive Plan is to adopt ordinances supporting the recommendations and
guidelines contained within the Comprehensive Plan. This will include the update of the
applicable ordinance documents that will help guide our future developments and all the
corresponding plan elements.
Update all departmental information on the town web site.
Continue to update and revise the forms used for processing permits and tracking
inspections.
118
Goals and Objectives
12 Planning and Development
Develop a system for regulating the Entrada Development and build-out process by tracking
the Site Plans, Developer’s Agreements, and amendments to the PD 1-2 Zoning and
Development Plan.
Efficiency/Effectiveness Measures
Objective Actual
FY14/15
Adopted
FY15/16
Estimated
FY15/16
Proposed
FY 16/17
1.% Single-family residential plans reviewed within 10
days of complete submittal.
100% 100% 100% 100%
2.% Commercial plans reviewed within 30 days of
complete submittal.
95% 95% 95% 95%
3.% Building inspections made within 24 hours of
request.
90% 95% 95% 95%
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120
Department 13
Adopted Estimated Proposed FY 16/17 Proposed
Budget Budget Budget vs
FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated
General Sales Tax - - - 0.0%-
Property Tax - - - 0.0%-
Permits and Fees - - - 0.0%-
Fines & Forfeitures - - - 0.0%-
Franchise Fees - - - 0.0%-
Contributions - - - 0.0%-
Beverage Tax - - - 0.0%-
Interest - - - 0.0%-
Intergovernmental - - - 0.0%-
Misc Income - - - 0.0%-
-$ -$ -$ 0.0%-$
Capital Outlay - - - 0.0%-
Debt Service - - - 0.0%-
Economic Development - - - 0.0%-
Insurance - - - 0.0%-
Repair and Maintenance - - - 0.0%-
Rent and Utilities - - - 0.0%-
Service 31,987 40,352 45,360 12.4%5,008
Supplies 3,773 3,773 3,775 0.1%2
35,760$ 44,125$ 49,135$ 11.4%5,010$ GRAND TOTAL
Town Secretary's Office
Program Summary
REVENUE CATEGORIES
GRAND TOTAL
EXPENDITURE CATEGORIES
121
Department 13
Adopted Estimated Proposed FY 16/17 Proposed
Budget Budget Budget vs
FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated
Town Secretary's Office
Program Summary
Town Secretary 1.00 1.00 1.00 0.0%-
Assistant 0.50 0.50 0.50 0.0%-
1.50 1.50 1.50 0.0%-
Payroll Wages 97,665 90,893 116,555 28.2%25,662
Payroll Insurance 8,180 5,343 11,855 121.9%6,512
Payroll Taxes TWC/WC 454 355 560 57.7%205
Payroll Taxes SS/M 7,469 6,673 8,915 33.6%2,242
Payroll Retirement 10,182 9,921 14,040 41.5%4,119
123,949$ 113,185$ 151,925$ 34.2%38,740$
GRAND TOTAL
TOTAL POSITIONS
EMPLOYEE STAFFING
PAYROLL & REALTED CATEGORIES Town Manager Town Secretary Assistant
122
Goals and Objectives
13 Town Secretary’s Office
Strategic Theme & Objective(s)
Theme ~ Exemplary Service & Governance
Objective(s) ~ Increase Transparency, Accessibility & Communications
Encourage Westlake’s Unique Sense of Place
Maximize Efficiencies & Effectiveness
Program Description
Perform tasks outlined in the Texas Municipal Law and Procedure for General Law Type A
Cities.
• Coordinating municipal elections
• Providing support of the Town Council, Board of Trustees, Planning and Zoning
Commission, and the Zoning Board of Adjustments.
• Oversight of the Town’s (municipal and academic) records management programs.
The Town Secretary is also responsible for the communicating meeting information to the
community.
Program Broad Goals
A commitment to leadership that ensures quality public service based on honesty,
dependability, integrity, consistency, respectfulness, and fairness.
Maintain accurate records that are available to the public, Boards, and staff through a user-
friendly records management program in compliance with state law and our ordinances.
Conduct elections accurately, efficiently, and in accordance with state law.
Ensure the Code of Ordinances is updated as additions and revisions are approved by the
Town Council.
Maintain the majority of records in digital form.
Program Trends
The duties and responsibilities of the department indicate an increase in the number of
activities/functions that impact the workload of this office.
• Additional agenda postings for boards and commission meetings.
• An increase in meeting notifications spurred by development.
• Assisting departments with the implementation of individual department records
management storage within Laserfiche.
• Assisting multiple departments with the design concept and implementation of
workflows to streamline and automate records management within Laserfiche.
Continue increasing the number of documents departments scan and import into the
Laserfiche Records Management software which provides staff with the ease of locating
123
Goals and Objectives
13 Town Secretary’s Office
DID YOU KNOW
Resolution 1
The Town Council called the
first Election which was held
on April 2, 1957, with one
polling location at the
Headquarters Building
location on the
Circle T Ranch.
electronic records and should decrease the time for departments to locate responsive
documents for public information requests.
Town of Westlake
Meetings continue to be scheduled once a month for the Town Council, Board of Trustees
and Planning and Zoning Commission. Planning and Zoning meetings may continue
increase due to new development both commercial and residential.
Time required on pre and post meeting activities are impacted by the actual number of
meetings per year and the information generated for each meeting packet. The amount of
time has continued to increase based on the number of meetings.
Agenda preparation includes:
• Electronic packet preparation
• Posting requirements
• Distribution of meeting notifications
• Preparation of minutes
• Legal advertisements
• Maintaining records associated with each meeting
• Facility preparation for meeting
2015-2016 Highlights
Continued a separate meeting email notification for
residents through Constant Contact.
Prepared agendas, electronic packets and minutes for
approval in a timely manner.
Continued the implementation of Laserfiche Records
Management software for Town and Academy records by
Department.
Completed Legislative Update training to maintain the
Municipal Clerks certification.
Continued an inventory of records, encouraged all departments to continue adding records
to Laserfiche and completed destructions of records (Town and WA) reducing file storage
space on and off-site.
Administered the 2016 General Election.
Increased transparency by adding additional records, Town and Academy to the public
information searchable archive on the website.
Laserfiche department accomplishments include:
• Purchasing and implementation of the Forms Module allowing departments to create
various forms and a flow process for records.
• Begin the design process of the workflow automation to process Finance Accounts
Payables.
124
Goals and Objectives
13 Town Secretary’s Office
2016-2017 Goals and Objectives
Continue with the implementation of Laserfiche workflow automating the process for
Finance Accounts Payables.
Continue to increase transparency by establishing public access to a Laserfiche public
portal to view agendas, ordinances, resolutions and minutes for the Town Council, Board of
Trustees, Planning & Zoning and affiliate boards.
Attend Municipal Clerks training as necessary to maintain the Texas Municipal Clerk’s
certification.
Continue destruction of paper records further reducing on and off-site storage.
Electronic records inventory of the Town’s Secretary’s Office, encourage all departments to
upload additional records into Laserfiche and complete an electronic destruction for
records which have met retention requirements.
Efficiency/Effectiveness Measures
Performance Measure Actual
FY 13/14
Actual
FY 14/15
Estimated
15/16
Proposed
FY 16/17
1. Post all Board meeting agendas to website at least
72-hours prior to the meeting date and time.
100% 100% 100% 100%
2. Complete Minutes of regularly scheduled meetings
and workshops within five (5) business days.
99% 99% 99% 99%
3. Respond to all open records request within 10
business days.
100% 100% 99% 100%
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126
Department 14
Adopted Estimated Proposed FY 16/17 Proposed
Budget Budget Budget vs
FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated
General Sales Tax - - - 0.0%-
Property Tax - - - 0.0%-
Permits and Fees 139,025 100,525 102,525 2.0%2,000
Fines & Forfeitures - - - 0.0%-
Franchise Fees - - - 0.0%-
Contributions 10,000 - - 0.0%-
Beverage Tax - - - 0.0%-
Interest - - - 0.0%-
Intergovernmental - - - 0.0%-
Misc Income - - - 0.0%-
149,025$ 100,525$ 102,525$ 2.0%2,000$
Capital Outlay 15,900 15,900 27,900 75.5%12,000
Debt Service - - - 0.0%-
Economic Development - - - 0.0%-
Insurance 8,395 8,395 8,395 0.0%-
Repair and Maintenance 60,871 56,696 70,595 24.5%13,899
Rent and Utilities 13,525 13,525 13,525 0.0%-
Service 75,646 77,628 78,375 1.0%747
Supplies 66,642 69,647 69,640 0.0%(7)
240,979$ 241,791$ 268,430$ 11.0%26,639$ GRAND TOTAL
Fire Department
Program Summary
REVENUE CATEGORIES
GRAND TOTAL
EXPENDITURE CATEGORIES
127
Department 14
Adopted Estimated Proposed FY 16/17 Proposed
Budget Budget Budget vs
FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated
Fire Department
Program Summary
Fire Chief 1.00 1.00 1.00 0.0%-
Lieutenants 3.00 3.00 3.00 0.0%-
Fire Marshal/Deputy Chief 0.75 0.75 1.00 33.3%0.25
Firefighter Paramedics (full-time)8.00 8.00 9.00 12.5%1.00
Firefighter Paramedics (part-time)1.50 1.50 1.50 0.0%-
14.25 14.25 15.50 8.8%1.25
Payroll Wages 1,076,956 994,014 1,226,950 23.4%232,936
Payroll Insurance 160,886 142,344 184,335 29.5%41,991
Payroll Taxes TWC/WC 21,267 22,028 27,235 23.6%5,207
Payroll Taxes SS/M 82,360 68,520 93,835 36.9%25,315
Payroll Retirement 124,173 95,584 127,890 33.8%32,306
1,465,643$ 1,322,490$ 1,660,245$ 25.5%337,755$
GRAND TOTAL
TOTAL POSITIONS
EMPLOYEE STAFFING
PAYROLL & REALTED CATEGORIESAssistant Town Manager Fire Chief
Fire Marshal
Lieutenants Firefighter
Paramedics
128
Goals and Objectives
14 Fire-EMS Department
Strategic Vision Points
Theme ~ Exemplary Service & Governance
Objective(s) ~ Preserve Desirability & Quality of Life
Maximize Efficiencies & Effectiveness
Increase Citizen, Student, & Stakeholder Satisfaction
Program Description
The Fire - EMS Department provides for the public safety needs of the Town via a variety of
programs and services.
The majority of these services are Fire and
Emergency Medical Services (EMS)
related but also includes hazardous
materials mitigation, fire prevention and
public education.
Many civic organizations also benefit from
these types of services through the
training activities and
inspection/prevention programs that the
Department provides.
The Department will continue to provide
the most efficient method of delivering
the traditional services – Fire Protection,
Emergency Medical Services, Fire
Inspections and Public Education while
continuing to seek further avenues of outreach into the community.
Program Broad Goals
Provide safe, efficient, and professional emergency services to the Town.
Broaden the foundation of the department to initiate superior programs and interact with
the citizens.
Work towards achieving the Texas Fire Chief’s Best Practices.
Develop the Department using the Center for Public Safety Excellence (CFAI) model.
Continue efforts in professional development for personnel through multi-faceted avenues.
Improve prevention and public education programs by providing a variety of all hazard
safety and prevention classes for residents and corporate offices.
Continue the advancement of prevention and inspection programs.
Continue relationship building with the corporate business network group.
129
Goals and Objectives
14 Fire-EMS Department
DID YOU KNOW
• Each year more than 2,500 people
die and 12,600 are injured in home
fires in the United States.
• In just two minutes, a fire could kill
you.
• In five minutes, a house could be
consumed in flames.”
Retrieved from http://www.ready.gov
Program Trends
The level of activity historically trends into four main areas: Emergency Operations, Training,
Routine Activities, and Public Risk
Awareness Activities.
Personnel continue to take
advantage of joint training exercises
and contracts, which reduces cost
and increases familiarity with
personnel and equipment of our
mutual aid agencies.
Specialized training targets
firefighter development that
enhances our current services
through state certification levels.
Ongoing efforts to increase public
involvement through education,
relationship development, and
services.
Daily activities and work details are the most time consuming activities due to their nature.
These activities are necessary to maintain the proper condition and operation of the
equipment.
2015-2016 Highlights
Placed the new Engine/Pumper into service,
which moves the older Engine to a backup
position enhancing service level.
Conducted numerous CPR, AED, and fire
extinguisher classes.
Crews moved into the new add-on built as a
result of the fire station fire.
Added the second of three firefighters to shift,
which will provide four firefighters to two shifts.
Continued the process of acquiring the
necessary property for a new fire station
130
Goals and Objectives
14 Fire-EMS Department
2016-2017 Goals and Objectives
Continue training the public in the use of CPR and AEDs
(Automatic External Defibrillators).
Continue training the public in the use of fire extinguishers.
Implementing programs and policies to improve the Insurance
Service Office (ISO) rating.
Conduct a Community Risk Analysis.
Develop a Standard’s of Cover (SOC).
Continue performing emergency drills for local business as they
relate to fire and severe weather.
Continue training for all personnel in all disciplines of certification
and career development.
Enhance our public education and prevention programs within
Westlake Academy. Target subjects include home safety
principles, health and medical awareness programs such as
weather related safety programs, CPR and AED training,
babysitting safety tips, and general operational and maintenance of home sprinkler systems.
Efficiency/Effectiveness Measures
Performance Measure Actual
FY 13/14
Actual
FY 14/15
Estimated
FY 15/16
Proposed
FY 16/17
1. Emergency incident response 6
minutes or less (Target: 90%)
72% 64.3% 65% 90%
2. Emergency incident response 5
minutes or less (Target: 80%)
52.2% 47.1% 52% 80%
3. Emergency incident response 4
minutes or less (Target: 70%)
33.9% 31.5% 32% 70%
NFPA recommends 4 minuets 90 percent of the time.
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Department 15
Adopted Estimated Proposed FY 16/17 Proposed
Budget Budget Budget vs
FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated
General Sales Tax - - - 0.0%-
Property Tax - - - 0.0%-
Permits and Fees 8,800 8,800 8,975 2.0%175
Fines & Forfeitures 710,000 808,595 805,350 -0.4%(3,245)
Franchise Fees - - - 0.0%-
Contributions - - - 0.0%-
Beverage Tax - - - 0.0%-
Interest 1,470 1,470 1,500 2.0%30
Intergovernmental - - - 0.0%-
Misc Income - - - 0.0%-
720,270$ 818,865$ 815,825$ -0.4%(3,040)$
Capital Outlay 2,325 325 325 0.0%-
Debt Service - - - 0.0%-
Economic Development - - - 0.0%-
Insurance 490 530 530 0.0%-
Repair and Maintenance 2,600 600 600 0.0%-
Rent and Utilities 2,737 - - 0.0%-
Service 117,413 97,653 130,405 33.5%32,752
Supplies 10,826 11,786 12,350 4.8%564
136,391$ 110,894$ 144,210$ 30.0%33,316$ GRAND TOTAL
Municipal Court
Program Summary
REVENUE CATEGORIES
GRAND TOTAL
EXPENDITURE CATEGORIES
133
Department 15
Adopted Estimated Proposed FY 16/17 Proposed
Budget Budget Budget vs
FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated
Municipal Court
Program Summary
Assistant Town Manager 0.10 0.10 - -100.0%(0.10)
Administrator 1.00 1.00 1.00 0.0%-
Deputy Clerk 1.00 1.00 1.00 0.0%-
Judge 1.00 1.00 1.00 0.0%-
Marshal 1.00 1.00 1.00 0.0%-
Part-Time Clerks 0.50 0.50 0.50 0.0%-
4.60 4.60 4.50 -2.2%(0.10)
Payroll Wages 234,921 263,246 224,880 -14.6%(38,366)
Payroll Insurance 55,064 57,996 60,085 3.6%2,089
Payroll Taxes TWC/WC 2,609 3,324 2,185 -34.3%(1,139)
Payroll Taxes SS/M 17,966 17,346 17,200 -0.8%(146)
Payroll Retirement 27,086 25,990 25,075 -3.5%(915)
337,646$ 367,903$ 329,425$ -10.5%(38,478)$
GRAND TOTAL
TOTAL POSITIONS
EMPLOYEE STAFFING
PAYROLL & REALTED CATEGORIESAssistant Town Manager Court
Administrator
Judge
Marshall
Part Time Clerks
Deputy Clerk
134
Goals and Objectives
15 Municipal Court
Strategic Theme & Objective(s)
Theme ~ Exemplary Service & Governance
Objective(s) ~ Maximize Efficiency & Effectiveness
Increase Financial Capacity / Reserves
Program Description
The Municipal Court performs the duties necessary to support
municipal judicial functions, assist the public and manage
court operations. The program will uphold the integrity of the
Court and build public trust by providing unbiased quality service
and accurate information delivered in an efficient and professional
manner.
Program Broad Goals
Court staff will provide prompt assistance in a courteous manner. This includes telephone
service, mail service and customers who appear in person.
Court staff will work to enter citations in a timely manner and complete daily court deposits.
The Court will conduct hearings and trials in a professional and dignified manner in order to
provide an impartial setting for cases to be adjudicated by the Municipal Court Judge.
Court staff will continue to work in conjunction with the collection agency and other
involved agencies to reduce the number of outstanding arrest warrants. The collection
efforts will be monitored and updates reported to the Department Director.
Court staff will work in partnership with the Texas Department of Public Safety to operate the
driver’s license suspension program for defendants who have outstanding or delinquent fines
in the Court.
Program Trends
Processes consistent workload of approximately 8,000 new case filings annually.
The issuance levels in the speeding citations show a projected decrease of 03% for the
current fiscal year.
The equipment, insurance, and driver license related violations (expired registration, expired
license, failure to maintain financial resp., etc.) show a continued decrease of 20% this year.
The legislature eliminated the violation for an expired inspection, which contributes to the
decrease. As people understanding the compliance levels with the new ‘one sticker’ system,
we continue to see a decrease in these types of violations.
Staff continues to participate in the State-wide Warrant Round-up (eighth year) with the
following results; approximate decrease of 19% (205 vs. 252) of cases cleared and a 5%
decrease in cash collections ($33,231 vs. $34,950) in comparison to last year’s program. The
decrease in cash collections may be due in part to new policies at the Keller Regional Jail
facility which releases defendants after 24 hour of pick-up.
135
Goals and Objectives
15 Municipal Court
FY 11/12
actual
FY 12/13
actual
FY 13/14
actual
FY 14/15
actual
FY 15/16
estimated
FY 16/17
projected
6980
7765 7663
7162 7200 7200
Police Initiated Case Filings
FY 11/12
actual
FY 12/13
actual
FY 13/14
actual
FY 14/15
actual
FY 15/16
estimated
FY 16/17
projected
3045 2733
3320
4235
3000 3000
Number of Speeding Violations
FY 11/12
actual
FY 12/13
actual
FY 13/14
actual
FY 14/15
actual
FY 15/16
estimated
FY 16/17
projected
2502
3445
2340
1487 1450 1450
Expired Dismissable Violations
FY 11/12
actual
FY 12/13
actual
FY 13/14
actual
FY 14/15
actual
FY 15/16
estimated
FY 16/17
projected
7,857
8,602
8,108 8,115
7,500 7,500
Number of Filed Violations
FY 11/12
actual
FY 12/13
actual
FY 13/14
actual
FY 14/15
actual
FY 15/16
estimated
FY 16/17
projected
1532 1336
1645 1722 1750 1750
Number of Cleared Arrest Warrants
FY 11/12
actual
FY 12/13
actual
FY 13/14
actual
FY 14/15
actual
FY 15/16
estimated
FY 16/17
projected
632,275
689,567
664,122
712,725
660,000 660,000
Fine and Warrant Revenue
136
Goals and Objectives
15 Municipal Court
DID YOU KNOW
It is illegal to drive a car
without windshield wipers
in Texas?
However, you can drive a car
without a windshield!
2015-2016 Highlights
State-wide Warrant Round-up participation; 1,203
warrants issued; 205 cleared = 17% clearance rate
Staff has been able to incorporate Laserfiche into our trial
process, being semi-paperless and using technology to
view documents as needed.
Staff has also began the process of integrating workflow
for Laserfiche into the remainder of our court processes,
which will help further automate our case flow and
docketing tasks. This will also allow the judge to sign
warrants and judgments via electronic means – increasing
our efficiency efforts.
Staff continues to work to ensure the 2015 case files are
electronically scanned into the system. Current case files
are already scanned and reviewed through the paper-lite
system.
2016-2017 Goals and Objectives
Update policy and procedures manual to include
Laserfiche.
Work with Laserfiche to develop a case flow process, enabling clerks to file paperwork more
efficiently.
Begin court observation process for court supervisor to obtain Level III certification; work
toward Level I certification for all deputy court clerks.
Expand jail transfers for individuals arrested on Westlake warrants in partnership with the
Keller Police Department.
Facilitate marshal field service of arrest warrants a minimum of two (2) days per week.
Efficiency/Effectiveness Measures
Performance Measures Actual
FY 13/14
Actual
FY 14/15
Estimated
FY 15/16
Proposed
FY 16/17
1. Violations entered within 3
business days of receipt
95% 100% 100% 100%
2. Collections of warrant division in
both cash and non-cash
clearances. Benchmark is equal
to $35,000 per month
4% above
benchmark
12% above
benchmark
10% above
benchmark
At
benchmark
3. Issue arrest warrants at 45 day
delinquency
90% 85% 100% 100%
137
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138
Department 16
Adopted Estimated Proposed FY 16/17 Proposed
Budget Budget Budget vs
FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated
General Sales Tax - - - 0.0%-
Property Tax - - - 0.0%-
Permits and Fees - - - 0.0%-
Fines & Forfeitures - - - 0.0%-
Franchise Fees - - - 0.0%-
Contributions - - - 0.0%-
Beverage Tax - - - 0.0%-
Interest - - - 0.0%-
Intergovernmental - - - 0.0%-
Misc Income - 6,730 6,730 0.0%-
-$ 6,730$ 6,730$ 0.0%-$
Capital Outlay 500 - 500 #DIV/0!500
Debt Service - - - 0.0%-
Economic Development - - - 0.0%-
Insurance - - - 0.0%-
Repair and Maintenance 29,000 75,800 38,295 -49.5%(37,505)
Rent and Utilities 136,700 130,295 137,595 5.6%7,300
Service 98,500 104,105 97,000 -6.8%(7,105)
Supplies 4,216 3,956 4,510 14.0%554
268,916$ 314,156$ 277,900$ -11.5%(36,256)$ GRAND TOTAL
Public Works
Program Summary
REVENUE CATEGORIES
GRAND TOTAL
EXPENDITURE CATEGORIES
139
Department 16
Adopted Estimated Proposed FY 16/17 Proposed
Budget Budget Budget vs
FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated
Public Works
Program Summary
Director 1.00 1.00 1.00 0.0%-
Utility Technician 1.00 1.00 1.00 0.0%-
Utility Billing Coordinator - - 1.00 100.0%1.00
Customer Service Coordinator 0.33 0.33 - -100.0%(0.33)
Customer Service Representative 0.33 0.33 - -100.0%(0.33)
2.67 2.67 3.00 12.5%0.33
Payroll Wages 203,538 207,125 233,940 12.9%26,815
Payroll Transfer In (217,745) (217,745) (233,440) 7.2%(15,695)
Payroll Insurance 26,392 32,187 30,115 -6.4%(2,072)
Payroll Taxes TWC/WC 5,231 5,428 1,125 -79.3%(4,303)
Payroll Taxes SS/M 15,566 14,785 17,895 21.0%3,110
Payroll Retirement 23,468 23,566 28,180 19.6%4,614
56,450$ 65,346$ 77,815$ 19.1%12,469$
GRAND TOTAL
TOTAL POSITIONS
EMPLOYEE STAFFING
PAYROLL & REALTED CATEGORIESTown Manager Director
Coordinator
Technician
140
Goals and Objectives
16 Public Works
Strategic Theme & Objective(s)
Theme ~ Exemplary Service & Governance
Objective(s) ~ Improve Technology, Facilities, & Equipment
Maximize Efficiencies & Effectiveness
Program Description
The Public Works Department is responsible for:
the operation, maintenance, repair, and
installation of the Town’s traffic signs, signals,
roadway markings, and approximately 10 miles
of street pavement and storm drainage;
maintaining public records and regulatory
requirements;
Public Works also assists other departments, the
Academy, and volunteer groups as needed:
Setting up for community events
Providing traffic control devices for DPS use
Supervision of community service workers
Provide back-up coordinating/inspecting
work for facility maintenance
Program Broad Goals
Maintain streets and shoulders in safe travelable condition.
Maintain water and waste water infrastructure to provide safe and reliable potable water to
Town customers.
Maintain accurate inventory of streets and their current condition.
Manage all Public Works capital projects to be on schedule and within budget.
Program Trends
The Town’s population continues to increase (see Planning & Development Section), which
also generates a significant increase in the demand for Public Works services.
With the continued influx of new residents we experience a demand for services that rivals
surrounding municipalities as many are accustomed to receiving a broad base of public
services. Staff manages these expectations and provides an accessible department that
values the personal relationship with our residents.
Commercial and Residential Developments will require staff attention as our community
continues to expand within the DFW Metroplex.
141
Goals and Objectives
16 Public Works
DID YOU KNOW
Westlake and Keller have a
shared elevated storage tank
that is a “tank inside of a tank”
design. It is the only one
known in existence.~
2015-2016 Highlights
Completed cellular based meter reading system
providing customers with online access to their water
consumption information.
Completed the FM 1938 Phase Trailhead and
streetscape/landscape enhancements along Granada
development.
Completed sanitary sewer metering station on N-1 sewer
line.
Implemented mandated Federal and State water quality
monitoring and action plans.
Installation of traffic control signals at FM 1938/Solana and
FM 1938/Dove intersections.
Resurfaced Stagecoach Hills pavement.
Completed installation of Entrada PH 1 infrastructure.
2016-2017 Goals and Objectives
Continue to work with Streetscape consultant for
enhancement of SH114/170 projects.
Continue to pursue transfer of N-1 sewer line to TRA.
Continue to work with the Entrada, Granada, and
Quail Hollow developers to ensure adherence to our
approved plans, Town standards, and the developer
agreements.
Efficiency/Effectiveness Measures
Performance Measures Actual
FY 13/14
Actual
FY 14/15
Estimated
FY 15/16
Proposed
FY 16/17
1. LF of Drainage Ditch and Culvert
Repair/Maintenance
300 LF 250 LF 400 LF 200 LF
2. LF of street reconstruction 10,000 LF 0 LF 100 LF 100 LF
142
Department 17
Adopted Estimated Proposed FY 16/17 Proposed
Budget Budget Budget vs
FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated
General Sales Tax - - - 0.0%-
Property Tax - - - 0.0%-
Permits and Fees - - - 0.0%-
Fines & Forfeitures - - - 0.0%-
Franchise Fees - - - 0.0%-
Contributions - - - 0.0%-
Beverage Tax - - - 0.0%-
Interest - - - 0.0%-
Intergovernmental - - - 0.0%-
Misc Income 4,450 1,625 500 -69.2%(1,125)
4,450$ 1,625$ 500$ -69.2%(1,125)$
Capital Outlay 1,500 1,500 175,000 11566.7%173,500
Debt Service - - - 0.0%-
Economic Development - - - 0.0%-
Insurance 242 372 375 0.8%3
Repair and Maintenance 31,000 26,210 34,225 30.6%8,015
Rent and Utilities 500 500 500 0.0%-
Service 22,568 18,803 56,305 199.5%37,503
Supplies 16,968 13,178 29,180 121.4%16,002
72,778$ 60,563$ 295,585$ 388.1%235,023$ GRAND TOTAL
Facilities Maintenance
Program Summary
REVENUE CATEGORIES
GRAND TOTAL
EXPENDITURE CATEGORIES
143
Department 17
Adopted Estimated Proposed FY 16/17 Proposed
Budget Budget Budget vs
FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated
Facilities Maintenance
Program Summary
Director 0.500 0.500 0.50 0.0%-
Facility Technician (part-time)0.250 0.250 0.25 0.0%-
Assistant (part-time)0.500 0.500 0.50 0.0%-
Customer Service Coordinator 0.167 0.167 - -100.0%(0.167)
Customer Service Representative 0.167 0.167 - -100.0%(0.167)
1.584 1.584 1.25 -21.1%(0.334)
Payroll Wages 90,966 77,745 83,610 7.5%5,865
Payroll Transfer In (60,175) (60,175) (55,245) -8.2%4,930
Payroll Insurance 13,156 10,449 9,130 -12.6%(1,319)
Payroll Taxes TWC/WC 1,820 1,588 1,575 -0.8%(13)
Payroll Taxes SS/M 6,957 5,545 6,395 15.3%850
Payroll Retirement 10,488 8,389 9,770 16.5%1,381
63,213$ 43,541$ 55,235$ 26.9%11,694$
GRAND TOTAL
TOTAL POSITIONS
EMPLOYEE STAFFING
PAYROLL & REALTED CATEGORIESTown Manager Director
Assistant
Technician
144
Goals and Objectives
17 Facilities Maintenance
Strategic Theme & Objective(s)
Theme ~ Natural Oasis
Objective(s) ~ Improve Technology, Facilities, & Equipment
Program Description
The Town of Westlake will plan for and
provide facilities to enhance present
and future community and educational
programs and endeavors.
Long-range plans include:
maintenance, renovation, construction
of facilities as related to civic use and
educational programs – efficient
facilities meeting program needs.
Westlake Civic Campus facilities are
generally available to the
community. The Town will continue to
develop cooperative projects with the
community and agencies.
Program Broad Goals
Ensure the Town has an effective long-range plan for facilities development and
maintenance.
Facilities planning process will be communicated in a clear and concise format, including
input from residents, Academy and Town staff.
Town facilities will be operated in a cost efficient and energy efficient manner.
Trends
Continued maintenance and oversight of the various capital assets for the community,
including the facilitation of any expansion planning and construction along with temporary
rental units.
o Replacement of the temporary fire station, from a 14’ X 60’ mobile home, with a pre-
owned 40’ X 60’ mobile home that was donated in January 2011 by WB Texas Resort
Communities, LP.
o Oversight of the rented facilities for municipal administration at the Solana office
complex.
o Acquisition and maintenance of the municiplic property and the IOOF Westlake
Cemetery.
145
Goals and Objectives
17 Facilities Maintenance
DID YOU KNOW
Westlake Academy Campus
has 51 cooling units range
from 2 to 20 tons units and
one walk-in freezer and
refrigerator.
A facility master plan was drafted for our Westlake Academy campus in the spring of 2011
and updated by an additional architect firm.
o Staff continues to oversee the evolution of the master plan with updates and
evaluation according to building construction and student enrollment.
Westlake Academy increased the student population to approximately 812 in FY 2014-15.
Security remains a priority on campus, with a full security audit completed in April 2013
including the interviewing of staff, accessing security systems, written plans, and threat
assessment. As a result the front office was
remolded to improve how visitors check in and out
of the school.
Jacob Engineering completed a second traffic
study for the pick-up and drop-off flow for both
MYP and PYP due to an increase in stunent
enrollment in the fall 2014 and input from the
D.O.G parent group.
Repairs on the spillway location on the east side of
the park were completed in August 2015. Two
powers rack in the park were also updated.
Completed fire station location study in the summer
2015.
Completed irrigation project for the cemetery in
September 2015.
Completed the extension of the temporary fire
station metal building to provide living quarters
after the mobile home burned in December of
2014.
2015-2016 Highlights
Planned 30 trees along Ottinger rd. and in the cemetery November 2015
A five acre trach was accepted by the Town council in August 2016.
Architect Hire to complete a cost estimate and program plan for the future fire station
August 2016.
Completed remodeling project for the life skills room August 2016.
Completed Energy analysis for the Westlake Academy June of 2016.
Improved drainage along the trail in Glenwyck and Terra Bella in 2016.
Replace two compresses in the roof top units at the Academy.
Developed an Outdoor Learning center master plan.
146
Goals and Objectives
17 Facilities Maintenance
2015-2016 Goals and Objectives
Facilities Plan will be developed, including an annual maintenance, periodic maintenance,
and facilities use plan.
The Westlake Academy facility master plan will be reviewed.
Ensure the Christmas Lighting, Arbor Day and Decoration Day events have a quality setting.
Create a safe working and learning environment for teachers, administration staff, students
and visitors, by maintaining a quarterly
and monthly maintenance agreement
for the Academy, Solana, Fire Station
and Municipal Campus for the following
systems:
Cleaning service – Daily and semi-
annual, window, carpet and tile
floors
HVAC and heating – Quarterly
Electrical systems – Quarterly
Security systems – Semi-annual
Fire sprinkler and alarm systems –
Annual
Maintain the campus landscaping:
36 mowings, fertilizations, weed
control
Athletic Field Maintenance:
Athletic Field - 2 field mowings
around athletic field
Athletic Field – 36 mowings by staff
Parchman house maintenance
Cemetery maintenance
Fire station maintenance
Serve as back-up for the Public Works department
Efficiency/Effectiveness Measures
Performance Measures Actual
FY 13/14
Actual
FY 14/15
Estimated
FY 15/16
Proposed
FY 16/17
1. 100% compliant with fire sprinkler and alarm
inspection schedule
100% 100% 100% 100%
2. Projects completed on time (Remodeling, A
& S, Water Well, Camera update, etc.)
100% 100% 100% 100%
3. Maintain the campus and park contract
services
Yes Yes Yes Yes
147
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148
Department 18
Adopted Estimated Proposed FY 16/17 Proposed
Budget Budget Budget vs
FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated
General Sales Tax - - - 0.0%-
Property Tax - - - 0.0%-
Permits and Fees - - - 0.0%-
Fines & Forfeitures - - - 0.0%-
Franchise Fees - - - 0.0%-
Contributions - - - 0.0%-
Beverage Tax - - - 0.0%-
Interest - - - 0.0%-
Intergovernmental - - - 0.0%-
Misc Income - - - 0.0%-
-$ -$ -$ 0.0%-$
Capital Outlay 2,800 - 2,800 100.0%2,800
Debt Service - - - 0.0%-
Economic Development - - - 0.0%-
Insurance - - - 0.0%-
Repair and Maintenance - - - 0.0%-
Rent and Utilities - - - 0.0%-
Service 38,591 33,026 38,370 16.2%5,344
Supplies 6,340 8,445 6,340 -24.9%(2,105)
47,731$ 41,471$ 47,510$ 14.6%6,039$
Finance Department
Program Summary
REVENUE CATEGORIES
GRAND TOTAL
EXPENDITURE CATEGORIES
GRAND TOTAL
149
Department 18
Adopted Estimated Proposed FY 16/17 Proposed
Budget Budget Budget vs
FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated
Finance Department
Program Summary
Director 1.00 1.00 1.00 0.0%-
Supervisor 1.00 1.00 1.00 0.0%-
Accounting Tech II - Municipal 1.00 1.00 1.00 0.0%-
Accounting Tech II - Academic 1.00 1.00 1.00 0.0%-
Budget Analyst - 0.25 0.40 60.0%0.15
4.00 4.25 4.40 3.5%0.15
Payroll Wages 319,489 332,911 374,955 12.6%42,044
Payroll Transfer In (222,940) (222,940) (244,910) 9.9%(21,970)
Payroll Insurance 63,898 68,549 79,750 16.3%11,201
Payroll Taxes TWC/WC 1,224 1,506 1,795 19.2%289
Payroll Taxes SS/M 24,433 24,029 28,675 19.3%4,646
Payroll Retirement 36,837 37,880 45,170 19.2%7,290
222,940$ 241,935$ 285,435$ 18.0%43,500$
GRAND TOTAL
TOTAL POSITIONS
EMPLOYEE STAFFING
PAYROLL & REALTED CATEGORIESAssistant Town Manager Director
Supervisor
Acctg Tech II
Municipal
Acctg Tech II
Academic Budget Analyst
150
Goals and Objectives
18 Finance Department
Government Finance
Officers Association
Certificate of
Achievement
for Excellence
in Financial
Reporting
Presented to Town of Westlake
Texas
For its Comprehensive Annual
Financial Report
for the Fiscal Year Ended
September 30, 2015
Strategic Theme & Objective(s)
Theme ~ Exemplary Service & Governance
Objective(s) ~ Increase Financial Capacity / Reserves
Increase Revenue Streams
Program Description
The Finance Department is responsible for collecting, recording,
summarizing, and reporting the results of all financial transactions of
the following entities in a timely manner and in accordance with
generally accepted accounting principles while ensuring
compliance with applicable state and federal statutes, bond
covenants and grant contracts by reviewing financial data and
reporting such in a timely manner.
Town of Westlake
Westlake Academy
Westlake Academy Foundation
Payroll Processing - The Finance Department is responsible for the payment of salaries and
wages according to established procedures on specified days according to the adopted
payroll calendar. The Town of Westlake operates two payroll systems concurrently; one for
employees who are on a normal 40-hour work week, and another cycle for DPS employees
who work 24-hour shifts. This dual system is commonplace in cities to accommodate FLSA
requirements.
Budgets – The Town’s annual budget is prepared in the context of a five (5-8) year financial
forecast. The proposed budget is submitted to the Council approximately thirty to forty-five
days prior to the beginning of the fiscal year for their
consideration. The Town’s budget is allocated by fund
and is designed to provide a clear picture of the
Town’s spending, allocation of financial resources, and
priorities as well as how they are set to carry out the
policy direction of the Council.
Westlake Academy - The Department works with the
Education Service Center (Region XI) to maintain
Westlake Academy’s financial system and fiscal
controls, i.e. general ledger, payroll, accounts payable,
accounts receivable and cash management.
Cash Collections - The establishment of strong
internal controls for cash collections is necessary to
151
Goals and Objectives
18 Finance Department
DID YOU KNOW
•The Finance Department for
the Municipal and
Academic services for the
Town of Westlake has only
four employees; however,
their combined total
experience in this field is 150
years!
prevent mishandling of funds and to safeguard against loss. In addition, strong internal
controls are designed to protect employees from inappropriate charges of mishandling
funds by defining employee responsibilities in the cash handling process. Cash is considered
to include coin, currency, checks, money orders, and credit card transactions.
Audits - In conjunction with maintaining financial
records, the Department is responsible for the
preparation for and coordination of the annual external
financial audits for the Town of Westlake, Westlake
Academy and Westlake Academy Foundation.
Fraud - The Town of Westlake is committed to protecting
its revenue, property, information and other assets from
any attempt, either by members of the public,
contractors, agents, intermediaries or its own
employees, to gain by deceit, financial or other
benefits. It is Westlake’s intent to fully investigate any
suspected acts of fraud, misappropriation or other
similar irregularity.
Accounts Payable - The Accounts Payable Section of
the Finance Department is responsible for reviewing all
invoices for making payments of all legally incurred and
property authorized obligations. Payments will be issued
in a manner to maintain the credit worthiness of
Westlake Academy and to take advantage of all
available discounts.
Program Broad Goals
Provide Town Council, management, departments and citizens with accurate and timely
financial records and reports in the most efficient manner.
Maintain the accounting and financial reporting systems in conformance with all state and
federal laws, Generally Accepted Accounting Principles (GAAP), standards of the
Governmental Accounting Standards Board (GASB) and the Government Finance Officers
Association (GFOA).
Provide sound and conservative fiscal management in compliance with all state and federal
regulations.
152
Goals and Objectives
18 Finance Department
Adhere to policies established by the Public Funds Investment Act, applicable bond
covenants, and the Town’s adopted investment policy and ensure proper collateralization of
bank deposits.
Program Trends
Finance and accounting are core functions that often expand in direct correlation with an
organization that continues to expand
Staff experience has increased with the addition of a Finance Technician II to handle all
financial matters related to the Academy and the Westlake Academy Foundation.
Plans for continued future expansion at Westlake Academy combined with residential
population increases and economic development will continue to challenge the Finance
Department’s ability to maintain the highest levels of service and quality with existing staffing.
2015-2016 Highlights
Prepared, submitted and received the Town’s
Distinguished Budget Presentation Award for recognition from
the Government Finance Officers Association. Awards received
for 2007 thru 2016.
Comprehensive Annual Financial Report for recognition from the
Government Finance Officers Association. Awards received for
2007 thru 2016.
Popular Annual Financial Reporting Award for recognition from
the Government Finance Officers Association. Awards received
for 2011 thru 2016.
Prepared, submitted and received Westlake Academy’s
Distinguished Budget Presentation Award for recognition from
the Government Finance Officers Association. Awards received
for 2009 thru 2016
International Award for Budget Excellence for recognition from
the Association of School Business Officials International. Aw ards
received for 2009 thru 2016
Received an unqualified audit opinion on the 09/30/2015
Comprehensive Annual Financial Report.
Government Finance
Officers Association
Distinguished
Budget Presentation
Award
Presented to
Town of Westlake
Texas
For the Fiscal Year Beginning
October 1, 2015
153
Goals and Objectives
18 Finance Department
Documents are continuing to be scanned and available to be retrieved by not only the
finance department but all departments which has completely eliminated the need to
contact the department for research.
The financial portion of Westlake Academy was transitioned in-house (previously provided by
Region 11). Payroll and support services are still being performed by Region 11but all
remaining accounting processes are now being performed by Finance staff.
New staff member, a previous employee of a school district and Region 11, brought new
efficiencies and additional knowledge to the Finance Department related to the software
used. Trainings are being performed for the Academy staff and will continue on the basics
of TxEIS, the software used by the Academy for finance and payroll.
2016-2017 Goals and Objectives
Prepare and submit the budget for a Distinguished Budget Presentation Award for
recognition from Government Finance Officers Association for the Town of Westlake and
Westlake Academy.
Prepare and submit the Town’s Comprehensive Annual Financial Report (CAFR) for
recognition from the Government Finance Officers Association recognition.
Prepare and submit the Town’s Popular Annual Financial Report (PAFR) for recognition from
the Government Finance Officers Association.
Receive an unqualified audit opinion on the Comprehensive Annual Financial Report.
Streamline the accounts payable process using Workflow through Laserfiche. Invoices will be
scanned and forwarded to each department for coding and approval; alleviating the
down-time between receiving the invoice in Finance and routing to each Department Head
for approval. Once the approval and coding is complete, the invoice can be paid and the
system will automatically match the check and the invoice and file in Laserfiche, saving both
time and effort.
Training of the Academy staff related to processes and procedures will continue to ensure all
personnel is aware of how to perform tasks related to TxEIS as well as implementing processes
and procedures related to accounts payable, receivable, travel, etc.
154
Goals and Objectives
18 Finance Department
Efficiency/Effectiveness Measures
Performance Measures Actual
FY 14/15
Adopted
FY 15/16
Estimated
FY 15/16
Proposed
FY 16/17
1.Auditor prepared audit
adjustments not to exceed 5
4 5 5 5
2.Prepare five year budget
forecast for subsequent year
May May May May
3.Annual CIP update May May May May
155
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156
Department 19
Adopted Estimated Proposed FY 16/17 Proposed
Budget Budget Budget vs
FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated
General Sales Tax - - - 0.0%-
Property Tax - - - 0.0%-
Permits and Fees - - - 0.0%-
Fines & Forfeitures - - - 0.0%-
Franchise Fees - - - 0.0%-
Contributions - - - 0.0%-
Beverage Tax - - - 0.0%-
Interest - - - 0.0%-
Intergovernmental - - - 0.0%-
Misc Income - - - 0.0%-
-$ -$ -$ 0.0%-$
Capital Outlay 1,500 500 1,000 100.0%500
Debt Service - - - 0.0%-
Economic Development - - - 0.0%-
Insurance - - - 0.0%-
Repair and Maintenance 59,500 54,125 59,500 9.9%5,375
Rent and Utilities 9,355 9,635 9,635 0.0%-
Service 52,250 51,625 57,800 12.0%6,175
Supplies 8,978 7,645 9,645 26.2%2,000
131,583$ 123,530$ 137,580$ 11.4%14,050$ GRAND TOTAL
Parks and Recreation
Program Summary
REVENUE CATEGORIES
GRAND TOTAL
EXPENDITURE CATEGORIES
157
Department 19
Adopted Estimated Proposed FY 16/17 Proposed
Budget Budget Budget vs
FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated
Parks and Recreation
Program Summary
Director 0.500 0.500 0.500 0.0%-
Customer Service Coordinator 0.167 0.167 - -100.0%(0.167)
Customer Service Representatve 0.167 0.167 - -100.0%(0.167)
0.834 0.834 0.500 -40.0%(0.334)
Payroll Wages 79,367 73,786 10,085 -86.3%(63,701)
Payroll Transfer In (54,124) (54,124) (44,115) -18.5%10,009
Payroll Insurance 13,156 10,890 9,135 -16.1%(1,755)
Payroll Taxes TWC/WC 503 1,588 1,440 -9.3%(148)
Payroll Taxes SS/M 6,070 5,241 4,960 -5.4%(281)
Payroll Retirement 9,151 8,381 7,815 -6.8%(566)
54,124$ 45,763$ (10,680)$ -123.3%(56,443)$
GRAND TOTAL
TOTAL POSITIONS
EMPLOYEE STAFFING
PAYROLL & REALTED CATEGORIES Town Manager Director
158
Goals and Objectives
19 Parks and Recreation
Strategic Theme & Objective(s)
Theme ~ Natural Oasis
Objective(s) ~ Encourage Westlake’s Unique Sense of Place
Preserve Desirability & Quality of Life
Program Description
The Park and Recreation Department maintains a 39.5 acre park and open spaces, which
includes Glenwyck Farms, Terra Bella sub-division
and Parchman property.
The trees along roadways and the cemetery are
also maintained to ensure the safety of drivers
and pedestrians.
10 miles Trails and two pedestrian underpasses
run throughout the community.
Westlake Academy, IOOF cemetery, and the
town owned park, located in Glenwyck Farms,
provide the facilities and space for recreational
use to the public. These locations also host
sporting events, facility rentals, Arbor Day,
Bandana Bonanza, Christmas Tree Lighting and
Decoration Day.
Program Broad Goals
Provide park and common open spaces adequate
in size and condition to serve our citizens.
Use the park system to preserve and protect environmentally significant areas for public
enjoyment and education.
Maintain, secure and manage parks in a manner which encourages their appropriate use.
Maximize public/private partnerships to assist in all aspects of parks and recreation planning
and development.
Program Trends
The population growth, both permanent and daytime population, has increased the use of
the park and trail system.
The Town prides itself on offering community stewardship opportunities to those within
Westlake - to the benefit of our residents and those serving the surrounding communities.
Such as those listed below:
o Community Storehouse continues to lease the Academy buildings for three weeks in
July to provide a reading camp for 1st and 2nd grade students of the surrounding
communities. We are in our six year of this partnership.
o Ongoing opportunities are provided for Eagle Scout projects
o Boy Scout Troop 170 continues to partner with the Town through the establishment of
a wood lot adjacent to the Parchman property in exchange for cleaning up the
cemetery and parks.
159
Goals and Objectives
19 Parks and Recreation
In tandem with our CIP and partnership projects that include roadways, we are expanding
our trail systems to promote ‘walk-ability’ and fulfill our strategic outcome objective of
“Encourage Westlake’s Unique Sense of Place” by connecting these systems for our residents
and visitors. This trend is anticipated to be a priority
for the future.
The Town partnered with TD Financial to plant 10
trees in the Town’s open space on Roanoke Road
for the 2014 annual Arbor Day event. In April, 2014,
the Town received its fifteenth (15th) Tree City USA
award from the National Arbor Day Foundation.
Due to the wet weather the 2015 Arbor Day event
was canceled. Staff and students planted six trees
on the WA campus and educated student on how
to plant and prune trees and received our sixteenth
(16th) Tree City USA award.
Completed trails and shade structures from Capital
Parkway to Dove Rd. on the west side of FM 1938.
The Town’s comprehensive plan was adopted in
February 2015 which included elements that contain the parks and trail systems.
Parking improvement which included lighting in Glenwyck Park, repair to the pond on the
east side of the park and updating the electrical panels.
New playground equipment was installed in August 2015 at the Westlake Academy campus.
2015-2016 Highlights
Two Eagle Scout projects were completed in the cemetery.
Received 16th annual Tree City USA award.
Median improvement completed on
Dove Rd. .
Thirty trees were planted along Ottinger
Rd, in the cemetery and across the
street.
Drainage along the trails was improved
on the west side of the park and in Terra
Bella.
Publish the town first trail map in August
2016.
We took the Mayors’ Monarch Pledge to
restore monarch butterfly habitus.
Create three Butterfly habitats which are
located at the Westlake Academy and
two in the park.
160
Goals and Objectives
19 Parks and Recreation
2016-2017 Goals and Objectives
Work with Planning and Development to coordinate park land acquisition with long range
growth and development planning.
Enhance and expand the linear park system along creeks and roadways.
Continue updating existing parks & facilities standards and guidelines.
Recognize and promote the concept that parks and recreation needs evolve over time with
changes in the population.
Design parks and open spaces that
are durable, easily maintained and
are not detrimental to surrounding
uses.
Utilize partnerships, wherever
appropriate, to help develop,
manage and maintain parks and
recreation facilities.
Accelerate park system
improvements.
Develop marketing strategies for the
Westlake IOOF Westlake Cemetery
which will increase sales.
Efficiency/Effectiveness Measures
Performance Measures Actual
FY13/14
Actual
FY14/15
Estimated
FY 15/16
Adopted
FY 16/17
1.Dove Road – 30 medians mowed,
fertilized and weed controlled
100% 100% 100%
2.Park – 5 field mows and 36 mows
around walkways and open
spaces
100% 100% 100%
3.Other – annual tree trimming for
road ways and park area
100% 100% 100%
161
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162
Department 20
Adopted Estimated Proposed FY 16/17 Proposed
Budget Budget Budget vs
FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated
General Sales Tax - - - 0.0%-
Property Tax - - - 0.0%-
Permits and Fees - - - 0.0%-
Fines & Forfeitures - - - 0.0%-
Franchise Fees - - - 0.0%-
Contributions - - - 0.0%-
Beverage Tax - - - 0.0%-
Interest - - - 0.0%-
Intergovernmental - - - 0.0%-
Misc Income - - - 0.0%-
-$ -$ -$ 0.0%-$
Capital Outlay - - - 0.0%-
Debt Service - - - 0.0%-
Economic Development - - - 0.0%-
Insurance - - - 0.0%-
Repair and Maintenance - - - 0.0%-
Rent and Utilities - - - 0.0%-
Service 52,200 53,280 106,065 99.1%52,785
Supplies 5,850 5,850 5,850 0.0%-
58,050$ 59,130$ 111,915$ 89.3%52,785$ GRAND TOTAL
Information Technology
Program Summary
REVENUE CATEGORIES
GRAND TOTAL
EXPENDITURE CATEGORIES
163
Department 20
Adopted Estimated Proposed FY 16/17 Proposed
Budget Budget Budget vs
FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated
Information Technology
Program Summary
Director 1.00 1.00 1.00 0.0%-
1.00 1.00 1.00 0.0%-
Payroll Wages 102,922 100,396 107,280 6.9%6,884
Payroll Insurance 10,763 11,230 12,075 7.5%845
Payroll Taxes TWC/WC 364 355 515 45.0%160
Payroll Taxes SS/M 364 355 515 45.0%160
Payroll Retirement 11,867 11,543 12,925 12.0%1,382
126,281$ 123,880$ 133,310$ 7.6%9,430$
GRAND TOTAL
TOTAL POSITIONS
EMPLOYEE STAFFING
PAYROLL & REALTED CATEGORIES Assistant Town Manager Director
164
Goals and Objectives
20 Information Technology
Strategic Theme & Objective(s)
Theme ~ Exemplary Service & Governance
Exemplary Education ~ Westlake Academy
Objective(s) ~ Improve Technology, Facilities, & Equipment
Program Description
Information Technology works with the Town Manager to establish IT policy, evaluate and
recommend technology solutions for specific departmental needs and provide
administrative support to network infrastructure, systems, and staff.
Program Broad Goals
Provide support to all Town departments (both
municipal and academic) through the design,
deployment, and maintenance of systems to
support departmental objectives.
Provide systems administration by maintaining IT
systems with prudent provisions for security,
data archiving, and disaster recovery.
Program Trends
Information Technology is in a state of perpetual change, and policies, strategies, and
system implementation must accommodate these realities.
Network/system security requires ongoing analysis and adjustments to meet emerging
threats.
Equipment must be updated to remain reliable and secure.
Data communication links between locations require evaluation of alternate information
storage and backup process to ensure optimal performance.
Service demands of internal and external customers continue to increase exponentially
each year.
165
Goals and Objectives
20 Information Technology
DID YOU KNOW
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Keyboard not attached.
Press F1 to continue.
2015-2016 Highlights
Overall:
Reduced costs by keeping outsourced technical services to
a minimum.
Successful and timely resolutions to over 1000 IT-related
incidents and requests reported through our SchoolDude
tracking system since August 2016.
Implemented enhanced backup and disaster recovery
solutions, including backups to a private cloud solution.
Added a new member to our team, an IT Technician, to
assist with the growing number of devices and user
supported.
Academy:
Installed 4 SMART LCDs in the PYP buildings and Portable
Buildings.
Replaced 25 desktop printers with multifunction devices that
provide faster and more reliable printing while reducing
overall cost due to higher quality hardware
Moved to a managed printing/copying solution to better track use and costs associated
with printing and copying on campus.
Installed a new server to allow replacement of older servers with virtual servers for better
performance, reliability, and the ability to quickly create and restore backups.
Town Hall / Municipal Court:
Migrated most of our physical servers to virtual
servers for better performance, reliability, and the
ability to quickly create and restore backups.
Upgraded to Laserfiche 10 and added a public web
server to host Laserfiche Forms for public use.
Fire Department:
Computer and laptop upgrades
New virtual file server
166
Goals and Objectives
20 Information Technology
2015-2016 Goals and Objectives
Perform on-going security assessments to validate the efficacy of existing measures and to
evaluate and deploy solutions for new threats.
Identify and implement additional information technologies to improve the efficiency and/or
security of business processes.
Identify and implement additional information technologies to improve transparency to our
citizens, stakeholders, and students.
Continue to reduce costs through the use of internal staff and third-party vendors.
Continue to simplify our network where possible while maintaining the highest levels of
security, reliability, and functionality for system users.
Expand the effective use of technology in the classroom to maximize each child’s learning
potential.
Explore and implement additional systems to enhance services provided to external
customers.
Efficiency/Effectiveness Measures
Performance Measures Actual
FY13/14
Actual
FY 14/15
Estimated
FY15/16
Proposed
FY16/17
1. Network connectivity and telephone
functionality at or above 99.5%
99.8% 99.8% 99.8% 99.8%
2. Response to all service requests with 24
hours at or above 99%
99.5% 99.5% 99.5% 99.5%
167
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168
Adopted Estimated Proposed FY 16/17 Proposed
Budget Budget Budget vs
FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated
General Sales Tax - - - 0.0%-
Property Tax - - - 0.0%-
Permits and Fees - - - 0.0%-
Fines & Forfeitures - - - 0.0%-
Franchise Fees - - - 0.0%-
Contributions - - - 0.0%-
Beverage Tax - - - 0.0%-
Interest - - - 0.0%-
Intergovernmental - - - 0.0%-
Misc Income - - - 0.0%-
-$ -$ -$ 0.0%-$
Capital Outlay - - - 0.0%-
Debt Service - - - 0.0%-
Economic Development - - - 0.0%-
Insurance - - - 0.0%-
Repair and Maintenance - - - 0.0%-
Rent and Utilities - - - 0.0%-
Service 14,545 17,410 20,580 18.2%3,170
Supplies 4,970 3,650 4,270 17.0%620
19,515$ 21,060$ 24,850$ 18.0%3,790$ GRAND TOTAL
Human Resources
Program Summary
REVENUE CATEGORIES
GRAND TOTAL
EXPENDITURE CATEGORIES
Department 21
169
Adopted Estimated Proposed FY 16/17 Proposed
Budget Budget Budget vs
FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated
Human Resources
Program Summary
Department 21
Director 1.00 1.00 1.00 0.0%-
Generalist 1.00 1.00 1.00 0.0%-
2.00 2.00 2.00 0.0%-
Payroll Wages 167,146 165,057 173,660 5.2%8,603
PR Transfer In (10,804) (10,804) (11,365) 5.2%(561)
Payroll Insurance 16,259 16,710 18,630 11.5%1,920
Payroll Taxes SS/M 631 710 835 17.5%125
Payroll Taxes TWC/WC 12,782 12,470 13,280 6.5%810
Payroll Retirement 19,272 18,784 20,920 11.4%2,136
205,285$ 202,926$ 215,960$ 6.4%13,034$
GRAND TOTAL
TOTAL POSITIONS
EMPLOYEE STAFFING
PAYROLL & REALTED CATEGORIESAssistant Town Manager Director Generalist
170
Goals and Objectives
21 Human Resources
Strategic Vision Points
Service Excellence
Program Description
The HR & Administrative Services Department
provides a diverse array of services to internal and
external customers, as well as providing support to
the organization’s general operations.
These services include all HR functions, including
General Administrative Services, Recruiting & Hiring,
Payroll Processing, Benefits Administration,
Organizational Training & Development, Policy
Compliance, and Risk Management. Support is
offered in partnership with other departments for
bidding & purchasing, strategic planning, policy
development, general administration, and finance.
In addition to providing these services to the Town of Westlake, the department continues
to successfully support Westlake Academy through our shared services model.
The Department also provides support services to all other Town Departments, including
the Westlake Academy Foundation, Westlake Historical Preservation Society, and the
Westlake Public Art Committee.
Trends
Continued growth of Town and Academy staff, resulting in higher annual administrative
service demands, as well as expanded responsibilities in the areas of Human Resources,
Risk Management, and Benefits Administration.
Increases in cost, administration, and legal compliance of employee benefits.
Volatile economic conditions combined with the unpredictability of state school funding
continue to create challenges in maintaining competitive employee compensation
packages.
New federal and state laws result in ongoing compliance challenges, resulting in constant
change of Human Resources best practices.
Program Broad Goals
Continually monitor the external business environment for trends and issues related to
compensation and benefits and make recommendations to maintain competitive and
motivated work force.
Administer guidance and support for policy compliance to all Departments.
171
Goals and Objectives
21 Human Resources
DID YOU KNOW?
The Town of Westlake HR
Department routinely
receives over 50 job
applications for each
position that is advertised.
***
Continually research, recommend and implement strategic organizational improvements.
Develop and implement effective policies, procedures, and guidelines in support of the
organization’s stated mission, vision, values, goals, and objectives.
Ensure compliance with pertinent laws and best practices through continual and
proactive monitoring of the organization’s work processes and procedures.
Reduce exposure to liability and property losses through identification of potential
vulnerabilities, employee training, and implementation of policies and procedures to
reflect best practices.
Maintain affordable and competitive insurance
policies through a comprehensive bidding process.
Recruit and retain the highest quality employees to
sustain excellent customer service reflective of a
High-Performance Organization (HPO).
2015-2016 Highlights
Processed all payroll, benefit transactions, and
regulatory filings in a timely manner In partnership
with the Finance Department.
Facilitated all tasks and procedures pertaining to
Risk Management, in response to the organization’s
required service demands.
Completed updates to the Town and Academy’s
personnel manuals with additional and amended
policies.
Facilitated the recruiting and/or onboarding process of 45 full-time and part-time
employees for the Town and Westlake Academy.
Completed a comprehensive academic salary and benefit survey to ensure competitive
employee compensation.
Completed implementation of a new web-based evaluation system for municipal
employees.
Completed all regulatory filings, in accordance with new regulations required by the
Affordable Care Act (ACA).
Implemented a comprehensive municipal employee compensation plan in cooperation
with the Leadership Team and independent consulting firm.
2016-2017 Goals and Objectives
Develop and implement a new comprehensive employee onboarding program to
enhance effective employee recruitment and retention.
Implement a new employee performance evaluation instrument and establish
completion timeframes to enhance employee performance and development.
172
Goals and Objectives
21 Human Resources
Complete an annual risk assessment of all areas affected by potential property, liability, or
worker’s compensation losses.
Provide greater transparency, communication, and accountability for Human Resources
processes and services.
Develop a performance pay component to complement the current teacher
compensation system, including analysis of and improvements of current stipend and
extra-duty payment practices in cooperation with the Westlake Academy LEAD Team.
Efficiency/Effectiveness Measures
Objective Actual
FY13/14
Actual
FY 14/15
Estimated
FY15/16
Proposed
FY16/17
1. Review need for policy
amendments, additions, and
deletions
Semi-
Annually
Semi-
Annually
Semi-Annually Semi-Annually
2. Development and
implementation of a
comprehensive compensation
plan for the Town of Westlake
N/A N/A September
2016
N/A
3. Research and development of a
performance pay component for
Westlake Academy
N/A N/A N/A April 2017
4. Average time to fill vacant
positions is 45 days or less
N/A 43 days 40 days 40 days
5. All positions analyzed by
actual job duty and review of
position descriptions
N/A Annually Annually Annually
6. Full Implementation a web-based
performance evaluation system
for municipal employees
N/A N/A September
2016
N/A
173
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174
Department 22
Communications & Community Affairs
Adopted Estimated Proposed FY 16/17 Proposed
Budget Budget Budget vs
FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated
General Sales Tax - - - 0.0%-
Property Tax - - - 0.0%-
Permits and Fees - - - 0.0%-
Fines & Forfeitures - - - 0.0%-
Franchise Fees - - - 0.0%-
Contributions - - - 0.0%-
Beverage Tax - - - 0.0%-
Interest - - - 0.0%-
Intergovernmental - - - 0.0%-
Misc Income - - - 0.0%-
-$ -$ -$ 0.0%-$
Capital Outlay - - - 0.0%-
Debt Service - - - 0.0%-
Economic Development - - - 0.0%-
Insurance - - - 0.0%-
Repair and Maintenance - - - 0.0%-
Rent and Utilities - - - 0.0%-
Service 8,800 8,270 8,100 -2.1%(170)
Supplies 4,500 5,500 7,500 36.4%2,000
13,300$ 13,770$ 15,600$ 13.3%1,830$ GRAND TOTAL
Program Summary
REVENUE CATEGORIES
GRAND TOTAL
EXPENDITURE CATEGORIES
175
Department 22
Communications & Community Affairs
Adopted Estimated Proposed FY 16/17 Proposed
Budget Budget Budget vs
FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated
Program Summary
Director 1.00 1.00 1.00 0.0%-
Specialist 1.00 1.00 1.00 0.0%-
2.00 2.00 2.00 0.0%-
Payroll Wages 142,537 140,207 162,090 15.6%21,883
Payroll Transfer In (189,872) (189,872) (218,555) 15.1%(28,683)
Payroll Insurance 19,432 21,618 23,765 9.9%2,147
Payroll Taxes TWC/WC 568 710 780 9.8%70
Payroll Taxes SS/M 10,900 10,191 12,395 21.6%2,204
Payroll Retirement 16,435 15,822 19,525 23.4%3,703
-$ (1,323)$ (0)$ -100.0%1,323$
GRAND TOTAL
TOTAL POSITIONS
EMPLOYEE STAFFING
PAYROLL & REALTED CATEGORIESAssistant Town Manager Director Specialist
176
Goals and Objectives
22 Communications & Community Affairs
Strategic Theme & Objectives(s)
Theme ~ Exemplary Service &
Governance
Objective(s) ~ Increase Transparency,
Accessibility, & Communications
Program Description
The department of Communications &
Community Affairs is responsible for leadership and representation on matters related to
Town (both municipal and academic) services’ communications, promotion, and
citizen/parent engagement.
The Director position has senior level management duties and reports to the Assistant Town
Manager. The position coordinates facilitation of neighborhood and WA parent meetings,
publication of our email blasts, advertising, web site development, various community events
and gatherings, social media, serves/supports our local chambers of commerce at meetings
and events, assists in various economic development efforts for the Town, and
serves/supports the Westlake Historical Preservation Society as Town liaison.
The Communications Specialist/Administrative Assistant position reports to the director of
communications and provides overall assistance as requested with department
responsibilities. This position handles all aspects of the town’s social media platforms; and
also leads website updates and maintenance, photography and video work, department’s
records management with Laserfiche, and heavily assists with media relations and
coordination regarding press releases, events, and also with the WHPS board as needed.
Trends
Over the past two years, DirectionFinders Survey results show an approval rate of 92% for
overall satisfaction concerning the Town’s communication effectiveness – a 25% increase
from our previous survey results.
Survey results taken from the bi-annual Westlake Academy Parents demonstrated an
approval rate of 61% regarding the quality of communication received from the Academy;
a 17% decrease from previous survey results.
Benchmarks are being gathered with the implementation of the tier One Strategy Map for
our Balanced Score Card system relative to the municipality’s website, social media
platform, and citizen engagement.
Simply Westlake, a monthly resident newsletter/magazine now in 4th year of publication,
continues to garner more support each year with steady growth in resident contributors,
advertisers, and requests to be a feature family.
177
Goals and Objectives
22 Communications & Community Affairs
DID YOU KNOW…
Westlake communications set
a new national benchmark
for municipalities with a 92%
overall satisfaction rate versus
the U.S. average of 50%,
according to the nation’s
leading community–based
marketing research firm that
administered its resident
survey.
* * *
Advertising and events in major local and social publications/websites on state level and in
DFW publications regularly occur throughout the year in order to maintain awareness and
knowledge about Town of Westlake and Westlake Academy on a local level. This process
was also implemented on the international level during the 2014-15 FY, and we continue the
work to raise and/or maintain our awareness and knowledge on this additional level each
year.
Program Broad Goals
Continue to develop key relationships with community affairs and public information
strategies and programs designed to inform and engage residents, parents, all
Town/Academy employees, media contacts and members of the business community in
order to increase awareness and promotion of
both Town and Academy.
Increase the review, consistency, &
transparency of information on the municipal
and academic websites for relevant data and
work with respective department directors as it
relates to content development; All
communication department personnel are to
serve as primary contact for municipal website
updates.
Develop, implement, and collaborate on
programs, tactics and initiatives related to all
communication, promotion, public information
and citizen/parent engagement to build sense
of community and community-mindedness with
multiple target audiences
Communication department personnel serve as
primary contact/Town representative to local
chambers of commerce and provide support
including attendance at meetings, events, etc.
to increase knowledge of Westlake community
while building relationships and assistance in
economic development efforts.
Communication department personnel serve as
liaison to the Westlake Historical Preservation
Society; attend board meetings and provide
support when possible, and help organize
related community events and promotion.
178
Goals and Objectives
22 Communications & Community Affairs
2015-2016 Highlights
Won national Savvy award from 3CMA (City-County Communications Management
Association) in External Communications for our Simply Westlake resident publication.
Increased Facebook Likes by 88% with over 535 by mid- Q4; and, more than doubled Twitter
Followers to 795 over last fiscal year.
Hosted and coordinated our 7th annual graduation ceremony for Westlake Academy at the
Hurst Conference Center with our largest graduating class to date of 66 seniors and over 800
people in attendance.
Westlake garnered a feature article in Texas Municipal League’s monthly publication, Texas,
Town, and City, for its unique shared services model with Westlake Academy and
subsequently, this article garnered national attention and was picked up by Thomas-Reuters
for national publication in their magazine, Current Municipal Problems.
Department personnel attended first Texas school public relations association conference,
learning current best practices to increase student/parent satisfaction in communication
efforts of Westlake Academy; additionally, department personnel attended state and
national conferences for continuous improvement in municipal communications.
Increased attendance at MasterWorks spring concerts by 60% with an average of 80 in
attendance.
Completed new Westlake
Academy website, and related
phone app, for increased
assistance, promotion, and
communication for multiple users.
Completed production and debut
of new promotional video for
Westlake Academy; and wrapped
filming for second video to be
completed next fiscal year.
Set new national benchmark in
residents’ overall communication
satisfaction with Westlake’s 92%
versus the U.S. average of 50% according to 2015 survey results.
2016-2017 Goals and Objectives
Continue monitoring of benchmarks and measures in municipal social media and on-going
academic social media; review growth and engagement efforts; identify new opportunities
to measure our outcomes and report to Council and/or Town Manager.
Finalize and implement detailed multi-faceted communication campaign regarding fire and
emergency services facility to ensure residents and stakeholders are made informed of all
needs for facility, educated on costs, continuously updated during all stages of project, and
know of all opportunities for citizen engagement.
179
Goals and Objectives
22 Communications & Community Affairs
Develop process to welcome, establish, and grow relationships with new Westlake residents
prior to their relocation to our community.
Complete second in series of WA promotional videos to be used over next several years for
awareness and promotion; and, continue planning and production of new municipal video
to be used for economic development and promotional purposes.
Continue and complete records management with Laserfiche for remaining department
items such as advertisements, resident mail outs, meeting notes, event flyers and programs.
Continue and complete in-depth
review of department’s operations
to streamline processes for better
efficiency and effectiveness.
Continue and seek ways to
improve and/or keep fresh the
annual resident and school-parent
meetings to help increase
citizen/parent engagement,
support, and open/transparent lines
of communication.
Continue to attend at least two
related professional development
organizational conferences and/or
training seminars; share information
with other staff members to improve
internal and external communication at All Staff Q2 Sessions.
Continue development of organizational communication plan from outline completed
during Certified Public Communicator course at TCU.
Efficiency/Effectiveness Measures
Performance Measure Actual
FY13/14
Actual
FY14/15
Estimated
FY15/16
Proposed
FY16/17
1. Update/create various printed publications for
the Town on an annual basis
100% 80% 100% 100%
2. Coordinate and schedule four neighborhood
meetings, new resident and new parent meetings
100% 100% 100% 100%
3. Draft and distribute a minimum of 12 resident
email blasts per year and one electronic
Westlake Wire Special Year End edition
100% 100% 100% 100%
180
Adopted Estimated Proposed FY 16/17 Proposed
Budget Budget Budget vs
FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated
General Sales Tax - - - 0.0%-
Property Tax - - - 0.0%-
Permits and Fees - - - 0.0%-
Fines & Forfeitures - - - 0.0%-
Franchise Fees - - - 0.0%-
Contributions - - - 0.0%-
Beverage Tax - - - 0.0%-
Interest - - - 0.0%-
Intergovernmental - - - 0.0%-
Misc Income - - - 0.0%-
-$ -$ -$ 0.0%-$
Capital Outlay - - - 0.0%-
Debt Service - - - 0.0%-
Economic Development - - - 0.0%-
Insurance - - - 0.0%-
Repair and Maintenance - - - 0.0%-
Rent and Utilities - - - 0.0%-
Service 898,486 888,486 915,105 3.0%26,619
Supplies - - - 0.0%-
898,486$ 888,486$ 915,105$ 3.0%26,619$
GRAND TOTAL
EXPENDITURE CATEGORIES
Department 23
GRAND TOTAL
Police Services
Program Summary
REVENUE CATEGORIES
181
Adopted Estimated Proposed FY 16/17 Proposed
Budget Budget Budget vs
FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated
Department 23
Police Services
Program Summary
Police Services are Contracted 1.00 1.00 1.00 0.0%-
thru the City of Keller Police Dept
1.00 1.00 1.00 0.0%-
Payroll Wages - - - 0.0%-
Payroll Insurance - - - 0.0%-
Payroll Taxes TWC/WC - - - 0.0%-
Payroll Taxes SS/M - - - 0.0%-
Payroll Retirement - - - 0.0%-
-$ -$ -$ 0.0%-$
GRAND TOTAL
TOTAL POSITIONS
EMPLOYEE STAFFING
PAYROLL & REALTED CATEGORIES Assistant Town Manager City of Keller
Police Department
182
Goals and Objectives
23 Police Services
Strategic Theme & Objective(s)
Theme ~ Exemplary Service & Governance
Objective(s) ~ Preserve Desirability & Quality of Life
Program Description
The Keller Police Department has provided law enforcement services for the Town of
Westlake since June of 2002. The communities
entered into an interlocal agreement, which
benefits both organizations through the
provision of police related services for the
Westlake citizens and brings additional staff
resources via the contract commitments for the
City of Keller.
The police department was accredited through
the Commission on Accreditation for Law
Enforcement Agencies (CALEA) in July of 2006
and in March of 2015 completed the CALEA
Gold Standard Assessment. Only 2% of police departments in the United States achieve this
recognition. The police department also received Texas Law Enforcement Best Practices
Recognition in 2013 making it the only municipal police agency in Texas, at that time, to be
dual accredited.
Jail, Emergency Communications, and Animal Services are provided through a regional
configuration – serving the communities, of Westlake, Keller, Roanoke, Southlake and
Colleyville.
Program Broad Goals
Deliver the highest quality of police services to
the Town of Westlake with a fully staffed and
equipped nationally and state accredited
agency.
Continue to develop and maintain personal
relationships with our partners – including,
residents/stakeholders within the community,
Westlake staff members, and surrounding
municipalities.
183
Goals and Objectives
23 Police Services
DID YOU KNOW
The Keller Police
Department’s NETCOM
(Regional Dispatch
Center) entered process
to become CALEA
Nationally accredited.
Program Trends
Westlake experienced 20, Part 1 Crimes in 2015, down from 34 in 2014 – a 42% decrease.
The frequency and severity of motor vehicle collisions on the streets within the Town remains
a priority for the police department and they continue to monitor traffic enforcement and
utilize directed enforcement in an attempt to change driver behavior and maintain the
lowest possible number of injuries and accidents.
Over the course of our service provision arrangement and as the community has continued
to grow, we noted the following:
o Citizen calls for service increased approximately 6.5% from 2014 (2,528 in 2014 to
2,693 in 2016)
o Animal control calls have decreased approximately 20% from 2014 (75 in 2014 to 60 in
2016)
School security and the safety of the students at Westlake
Academy also remains a high priority and the department
has been working with Academy staff to take steps to
improve school security.
2015 – 2016 Highlights
The Campus Patrol Program increased police presence at
the school on a daily basis.
Continued to utilize social media to improve traffic safety.
Attended several neighborhood meetings with staff.
Provided K-9 drug prevention services to corporate
campuses.
2016 – 2017 Goals and Objectives
Continue an emphasis on school security and safety with the
Campus Patrol Program.
Attend neighborhood meetings with elected officials and staff.
Assess and monitor traffic safety on the newly improved roadways and formulate
enforcement/ prevention strategies to mitigate traffic collisions.
Work with developers to prevent thefts at construction sites.
Continue to provide Crime Prevention material through the Director of Communication and
Community Affairs.
Continue to be proactive and highly responsive to the corporate campuses in Westlake.
184
Goals and Objectives
23 Police Services
Efficiency/Effectiveness Measures
Performance Measure Actual
FY 13/14
Actual
FY 14/15
Estimated
FY 15/16
Adopted
FY 16/17
1. Traffic Enforcement Stops 9,562 10,432 11,000 11,500
2. Respond to Citizen Calls for
Service
2,557 2,693 3,000 3,100
3. Part 1 Reported Crime 34 20 16 20
4. Fire/EMS Calls Dispatched 403 463 450 450
185
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186
187
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188
Fiscal Year 2016/2017
Adopted Estimated Proposed FY 16/17 Proposed
Budget Budget Budget
FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated
1 General Sales Tax -$ -$ -$ -$ 0%
2 Property Tax - - - - 0%
3 Hotel Tax - - - - 0%
4 Charge for Services 3,411,772 3,531,465 3,565,755 34,290 1%
5 Beverage Tax - - - - 0%
6 Franchise Fees - - - - 0%
7 Permits & Fees 197,019 102,264 152,265 50,001 49%
8 Permits & Fees Buildings - - - - 0%
9 Fines & Forfeitures - - - - 0%
10 Investment Earnings 6,100 7,690 7,760 70 1%
11 Contributions - - - - 0%
12 Misc Income 7,735 16,855 17,030 175 1%
13 Total Revenues 3,622,626 3,658,274 3,742,810 84,536 2%
14 Transfers In - - - - 0%
15 Other Sources - - - - 0%
16 Total Other Sources - - - - 0%
17 TOTAL REVENUES & OTHER SOURCES 3,622,626$ 3,658,274$ 3,742,810$ 84,536$ 2%
18 Payroll Transfer In -$ -$ -$ -$ 0%
19 Payroll Transfer Out 404,494 404,494 437,145 32,651 8%
20 Total Payroll and Related 404,494 404,494 437,145 32,651 8%
21 Debt 266,679 1,381,368 1,155,620 (225,748) -16%
22 Economic Development - - - - 0%
23 Insurance 7,100 8,250 8,250 - 0%
24 Repair & Maintenance 156,215 202,335 161,035 (41,300) -20%
25 Rent & Utilities 135,313 89,613 185,580 95,967 107%
26 Services 1,628,360 930,780 582,475 (348,305) -37%
27 Supplies 8,700 9,500 7,150 (2,350) -25%
28 Water Purchases 1,280,600 1,280,600 1,344,600 64,000 5%
29 Total Operations & Maintenance 3,482,967 3,902,446 3,444,710 (457,736) -12%
30 TOTAL OPERATING EXPENDITURES 3,887,461 4,306,941 3,881,855 (425,086) -10%
31 Capital Outlay 24,780 22,030 24,780 2,750 12%
32 Projects - Maintenance & Replacement Funds - - - - 0%
33 Projects - Capital & Expansions Funds 173,435 - 96,435 96,435 100%
34 Total Capital 198,215 22,030 121,215 99,185 450%
35 Transfers Out 1,202,078 602,078 158,765 (443,313) -74%
36 Other Uses - - - - 0%
37 Total Other Uses 1,202,078 602,078 158,765 (443,313) -74%
38 TOTAL NON-OPERATING EXPENDITURES 1,400,293 624,108 279,980 (344,128) -55%
39 TOTAL EXPENDITURES & OTHER USES 5,287,754 4,931,049 4,161,835 (769,214) -16%
40 EXCESS REVENUES OVER(UNDER) EXPENDITURES (1,665,128) (1,272,775) (419,025) 853,750 67%
41 FUND BALANCE, BEGINNING 3,381,671 3,381,671 2,108,895 (1,272,776) -38%
42 FUND BALANCE, ENDING 1,716,543 2,108,896 1,689,870 (419,026) -20%
43 Restricted/Assigned/Committed Funds 1,716,543 2,108,896 1,689,870 (419,026) -20%
44 UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ 0%
45 Cash 1,716,543$ 2,108,896$ 1,689,870$ (419,026)$ -20%
46 - 0%
47 - 0%
48 - 0%
49 - 0%
50 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 1,716,543$ 2,108,896$ 1,689,870$ (419,026)$ -20%
E N T E R P R I S E F U N D S
Combined Program Summary
vs
RESTRICTED/ASSIGNED/COMMITTED FUNDS
REVENUES & OTHER SOURCES
EXPENDITURES & OTHER USES
189
ENTERPRISE FUNDS
COMBINING REVENUES, EXPENDITURES AND FUND BALANCE
FISCAL YEAR 2016/2017
Cemetery
Fund
Utility
Fund TOTAL
REVENUES AND OTHER SOURCES
1 General Sales Tax $ - $ - $ -
2 Property Tax - - -
3 Charge for Services 11,575 3,554,180 3,565,755
4 Hotel Tax - - -
5 Beverage Tax - - -
6 Franchise Fees - - -
7 Permits and Fees - 152,265 152,265
8 Permits and Fees Building - - -
9 Fines and Forfeitures - - -
10 Investment Earnings 140 7,620 7,760
11 Contributions - - -
12 Misc Income 350 16,680 17,030
13 Total Revenues 12,065 3,730,745 3,742,810
14 Transfers In - - -
15 Other Sources - - -
16 Total Other Sources - - -
17 TOTAL REVENUES AND OTHER SOURCES $ 12,065 $ 3,730,745 $ 3,742,810
18 EXPENDITURES AND OTHER USES
19 Payroll Transfers In $ - $ - $ -
20 Payroll Transfers Out - 437,145 437,145
21 Total Payroll & Related - 437,145 437,145
22 Debt - 1,155,620 1,155,620
23 Economimc Development - - -
24 Insurance - 8,250 8,250
25 Repair & Maintenance 500 160,535 161,035
26 Rent & Utilities - 185,580 185,580
27 Services 4,925 577,550 582,475
28 Supplies 250 6,900 7,150
29 Water Purchases - 1,344,600 1,344,600
30 Total Operations & Maintenance 5,675 3,439,035 3,444,710
31 Capital Outlay - 24,780 24,780
32 Projects - Maintenance & Replacement Funds - - -
33 Capital Project Funds - 96,435 96,435
34 Total Capital - 121,215 121,215
35 Transfers Out - 158,765 158,765
36 Other Uses - - -
37 Total Other Uses - 158,765 158,765
38 TOTAL EXPENDITURES AND OTHER USES 5,675 4,156,160 4,161,835
39 EXCESS REVENUES OVER (UNDER) EXPENDITURES 6,390 (425,415) (419,025)
40 BEGINNING FUND BALANCE 161,128 1,947,767 2,108,896
41 ENDING FUND BALANCE $ 167,518 $ 1,522,352 $ 1,689,871
190
Cemetery
Fund
191
Cemetery Fund
Program Summary
Fiscal Year 2016/2017
Adopted Estimated Proposed FY 16/17 Proposed
Budget Budget Budget
FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated
1 General Sales Tax -$ -$ -$ -$ 0%
2 Property Tax - - - - 0%
3 Charge for Service 6,950 11,575 11,575 - 0%
4 Hotel Occupancy Tax - - - - 0%
5 Beverage Tax - - - - 0%
6 Franchise Fees - - - - 0%
7 Permits & Fees - - - - 0%
8 Permits & Fees Building - - - - 0%
9 Fines & Forfeitures - - - - 0%
10 Investment Earnings 100 140 140 - 0%
11 Contributions - - - - 0%
12 Misc Income 350 350 350 - 0%
13 Total Revenues 7,400 12,065 12,065 - 0%
14 Transfers In - - - - 0%
15 Other Sources - - - - 0%
16 Total Other Sources - - - - 0%
17 TOTAL REVENUES & OTHER SOURCES 7,400$ 12,065$ 12,065$ -$ 0%
18 Payroll Salaries -$ -$ -$ -$ 0%
19 Payroll Transfer Out to General Fund - - - - 0%
20 Total Payroll and Related - - - - 0%
21 Debt - - - - 0%
22 Economic Development - - - - 0%
23 Insurance - - - - 0%
24 Repair & Maintenance 7,215 500 500 - 0%
25 Rent & Utilities - - - - 0%
26 Services 6,225 4,925 4,925 - 0%
27 Supplies 500 250 250 - 0%
28 Water Purchases - - - - 0%
29 Total Operations & Maintenance 13,940 5,675 5,675 - 0%
30 TOTAL OPERATING EXPENDITURES 13,940 5,675 5,675 - 0%
31 Capital Outlay - - - - 0%
32 Capital Projects - - - - 0%
33 Total Capital - - - - 0%
34 Transfers Out - Operating - - - - 0%
35 Transfers Out - Non Operating - - - - 0%
36 Total Other Uses - - - - 0%
37 TOTAL NON-OPERATING EXPENDITURES - - - - 0%
38 TOTAL EXPENDITURES & OTHER USES 13,940 5,675 5,675 - 0%
39 EXCESS REVENUES OVER(UNDER) EXPENDITURES (6,540) 6,390 6,390 - 0%
40 FUND BALANCE, BEGINNING 154,738 154,738 161,128 6,390 4%
41 FUND BALANCE, ENDING 148,198 161,128 167,518 6,390 4%
42 Restricted/Assigned/Committed Funds 148,198 161,128 167,518 6,390 4%
43 UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ 0%
44 Cash 255 10110 00 000 148,198$ 161,128$ 167,518$ 6,390$ 4%
45
46
47
48
49 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 148,198$ 161,128$ 167,518$ 6,390$ 4%
vs
REVENUES & OTHER SOURCES
EXPENDITURES & OTHER USES
RESTRICTED/ASSIGNED/COMMITED FUNDS
192
Section 5 Enterprise Funds
Cemetery Fund Overview
The Cemetery Fund includes all operations associated with the 5.5 acre cemetery located on
J.T. Ottinger Road.
Program activities include interment, lot sales, record keeping, and all maintenance associated
with the grounds, fences, trees and flower beds.
The cemetery was donated and conveyed by deed to the Town during FY 2008/09.
Revenues
• Revenues are budgeted to be $12,045.
o Revenue will remain flat compared to prior year estimated revenues.
Expenditures
• Expenditures are budgeted to be $5,675.
o Expenditures will remain flat compared to prior year estimated expenditures.
Fund Balance
• The ending fund balance is projected to be $167,518
o $70,542 Operating Cash
o $96,976 Open Cemetery Lots
193
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194
Utility Fund
195
Utility Fund
Program Summary
Fiscal Year 2016/2017
Adopted Estimated Proposed FY 16/17 Proposed
Budget Budget Budget
FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated
1 General Sales Tax -$ -$ -$ -$ 0%
2 Property Tax - - - - 0%
3 Charge for Service 3,404,822 3,519,890 3,554,180 34,290 1%
4 Hotel Occupancy Tax - - - - 0%
5 Beverage Tax - - - - 0%
6 Franchise Fees - - - - 0%
7 Permits & Fees 197,019 102,264 152,265 50,001 49%
8 Permits & Fees Building - - - - 0%
9 Fines & Forfeitures - - - - 0%
10 Investment Earnings 6,000 7,550 7,620 70 1%
11 Contributions - - - - 0%
12 Misc Income 7,385 16,505 16,680 175 1%
13 Total Revenues 3,615,226 3,646,209 3,730,745 84,536 2%
14 Transfers In - - - - 0%
15 Other Sources - - - - 0%
16 Total Other Sources - - - - 0%
17 TOTAL REVENUES & OTHER SOURCES 3,615,226$ 3,646,209$ 3,730,745$ 84,536$ 2%
18 Payroll Salaries -$ -$ -$ -$ 0%
19 Payroll Transfer Out to General Fund 404,494 404,494 437,145 32,651 8%
20 Total Payroll and Related 404,494 404,494 437,145 32,651 8%
21 Debt 266,679 1,381,368 1,155,620 (225,748) -16%
22 Economic Development - - - - 0%
23 Insurance 7,100 8,250 8,250 - 0%
24 Repair & Maintenance 149,000 201,835 160,535 (41,300) -20%
25 Rent & Utilities 135,313 89,613 185,580 95,967 107%
26 Services 1,622,135 925,855 577,550 (348,305) -38%
27 Supplies 8,200 9,250 6,900 (2,350) -25%
28 Water Purchases 1,280,600 1,280,600 1,344,600 64,000 5%
29 Total Operations & Maintenance 3,469,027 3,896,771 3,439,035 (457,736) -12%
30 TOTAL OPERATING EXPENDITURES 3,873,521 4,301,266 3,876,180 (425,086) -10%
31 Capital Outlay 24,780 22,030 24,780 2,750 12%
32 Capital Projects 173,435 - 96,435 96,435 100%
33 Total Capital 198,215 22,030 121,215 99,185 450%
34 Transfers Out - Operating 1,202,078 602,078 158,765 (443,313) -74%
35 Transfers Out - Non Operating - - - - 0%
36 Total Other Uses 1,202,078 602,078 158,765 (443,313) -74%
37 TOTAL NON-OPERATING EXPENDITURES 1,400,293 624,108 279,980 (344,128) -55%
38 TOTAL EXPENDITURES & OTHER USES 5,273,814 4,925,374 4,156,160 (769,214) -16%
39 EXCESS REVENUES OVER(UNDER) EXPENDITURES (1,658,588) (1,279,165) (425,415) 853,750 67%
40 FUND BALANCE, BEGINNING 3,226,933 3,226,933 1,947,767 (1,279,165) -40%
41 FUND BALANCE, ENDING 1,568,345 1,947,767 1,522,352 (425,415) -22%
42 Restricted/Assigned/Committed Funds 1,568,345 1,947,767 1,522,352 (425,415) -22%
43 UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ 0%
44 Cash 500 10110 00 000 1,568,345$ 1,947,767$ 1,522,352$ (425,415)$ -22%
45
46
47
48
49 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 1,568,345$ 1,947,767$ 1,522,352$ (425,415)$ -22%
vs
REVENUES & OTHER SOURCES
EXPENDITURES & OTHER USES
RESTRICTED/ASSIGNED/COMMITED FUNDS
196
Section 5 Enterprise Funds
Utility Fund Overview
The Utility Fund is responsible for water, wastewater, and ductbank services. All activities related to
the provision of these services are accounted for in the fund, including administration, operations,
maintenance, financing and related debt service, billing, and collection. Capital and operating costs
associated with Town utility services are financed primarily through user charges. The Town continues
to use advanced automated technologies to control storage facility inflows and minimize annual
peak payment charges from the City of Fort Worth.
Revenues and Other Resources
• Total revenues are budgeted to be $3,730,745
• This represents a 2% increase of $84,536 from prior year estimated revenues of $3,646,209.
o Utility Fund revenue is primarily comprised of fees for water and wastewater services.
o The fund also receives a small portion of its revenue through tap fees and interest income, and
currently serves as a mechanism for collecting and distributing debt service and impact fees.
Water Revenue
• Water revenues are budgeted at $2,632,490 and comprise 70% of Utility Fund revenues.
o The Utility Fund is the recipient of all revenue generated from water sales in the Town.
o As Westlake’s customer base continues to expand, additional demands will be placed on the
utility system, requiring incremental expansion and maintenance of infrastructure.
Wastewater Revenue
• Wastewater revenues are budgeted at $795,120 and comprise 21% of Utility Fund revenues.
o Wastewater revenue is the second largest component of the Utility Fund.
o Revenue is expected to grow proportionate to future non-irrigation water demands.
Ductbank Permit Fees
• Ductbank permit fees and lease revenues are budgeted at $152,265 and comprise 4% of Utility Fund
revenues.
o The ductbank is a series of Town owned conduit that houses underground telecommunication
infrastructure in portions of Westlake.
o Revenues are contingent upon utility companies leasing out portions of the ductbank.
o The Town continues to anticipate growth in new ductbank leases with telecommunications
companies.
Tap and Impact Fees
• Water/Sewer Taps Fees and Fort Worth Impact Fee revenues are budgeted $121,265 and comprise 3%
of Utility Fund revenues.
o These revenues are a direct reflection of new home starts.
Waste Management
• Solid waste revenues account for less than 1% of total Utility Fund Revenues
o The Town receives a 12% fee from its franchisee.
o The current rate for solid waste and recycling service remains unchanged since 2008.
197
Section 5 Enterprise Funds
Utility Fund Overview
Expenses and Other Uses
• Total expenditure are budgeted to be $4,156,160
• This represents a 16% decrease of $769,214 from prior year estimated expenditures of $4,925,374.
o Debt decreased $225,748; Fort Worth Water Line phase I.
o Services decreased $348,305 due to Southlake-Wastewater Treatment $350K decrease and
Testing-Water/Bacteria/Regulatory $45K decrease.
o Transfers Out decreased $443,313 due to transfers out to General Fund of $243K for final
repayment of internal loan and transfers out to Utility Maintenance and Replacement Fund of
$200K
Water and Wastewater Rates
The Utility Fund budget is designed to fully recover all system costs as well as provide for capital
improvements and maintenance of Westlake’s water and wastewater infrastructure. Water and
wastewater rates are based on a rate study conducted in October 2015 and approved by the Town
Council at the December 2015 Town Council meeting. Staff is committed to maintaining an up to date
utility rate analysis to maintain the integrity of the fund. To that end the Town has commissioned a rate
study to be completed in FY 15-16 which will help guide future rate policy.
Long-Term Obligations
The Utility Fund is burdened with three outstanding long-term obligations.
1. The first is the proportionate buyout of infrastructure owned by the Hunt Trust which sold the Circle T
Ranch to Hillwood. The Town agreed with Hillwood that in exchange for the dissolution of existing
Municipal Utility Districts (MUDs), the Utility Fund will reimburse Hillwood the share of purchased MUD
infrastructure for each development based upon the acres removed from the MUDs. Hillwood, in
turn, must deposit these funds into an escrow account owned by the Hunt Trust.
2. The second long term liability is the loan from Hillwood to the Town to construct 16” and 20”
transmission water lines and the US 377 Pump Station. The Town is contractually obligated to pay
for this infrastructure through a surcharge on water rates. The Town is divided into two service
areas, one being the Circle T Ranch, and the remaining areas within the Town’s limits which
constitute the “Town” service area. The Town pays Hillwood $.25 cents per 1,000 gallons of water
distributed to consumers in these two service areas. Each service area pays its respective portion
of the overall debt based on the volume of water used. The contract clearly stipulates that this
debt is not a general obligation of the Town. It is, however, required to be paid back through this
assessment being attached to the water rate. The rate would have to be significantly increased to
pay this debt off in the twenty years contemplated under the agreement. Hillwood has stated
that once the Town and Hillwood agree on proportionate future infrastructure funding, this liability
will be erased. Nevertheless, the obligation does exist and water rates should always be reviewed
with this obligation in mind.
3. The third long term liability is the joint Westlake/Keller water tower that was constructed to provide
necessary water storage and pressures within Westlake.
198
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200
Fiscal Year 2016/2017
Adopted Estimated Proposed FY 16/17 Proposed
Budget Budget Budget vs
FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated
1 General Sales Tax -$ -$ -$ -$ 0%
2 Property Tax - - - - 0%
3 Hotel Tax - - - - 0%
4 Charge for Services - - - - 0%
5 Beverage Tax - - - - 0%
6 Franchise Fees - - - - 0%
7 Permits & Fees 6,000 6,000 6,000 - 0%
8 Permits & Fees Buildings - - - - 0%
9 Fines & Forfeitures - - - - 0%
10 Investment Earnings 2,050 4,470 4,470 - 0%
11 Contributions - - - - 0%
12 Misc Income - 15,970 - (15,970) -100%
13 Total Revenues 8,050 26,440 10,470 (15,970) -60%
14 Transfers In 768,333 768,333 458,335 (309,998) -40%
15 Other Sources - 14,995 - (14,995) -100%
16 Total Other Sources 768,333 783,328 458,335 (324,993) 0%
17 TOTAL REVENUES & OTHER SOURCES 776,383 809,768 468,805 (340,963) -42%
18 Payroll Transfer In - - - - 0%
19 Payroll Transfer Out - - - - 0%
20 Total Payroll and Related - - - - 0%
21 Debt - - - - 0%
22 Economic Development - - - - 0%
23 Insurance - - - - 0%
24 Repair & Maintenance - - - - 0%
25 Rent & Utilities - - - - 0%
26 Services - - - - 0%
27 Supplies - - - - 0%
28 Water Purchases - - - - 0%
29 Total Operations & Maintenance - - - - 0%
30 TOTAL OPERATING EXPENDITURES - - - - 0%
31 Capital Outlay - - - - 0%
32 Projects - Maintenance & Replacement Funds 418,080 373,660 783,700 410,040 110%
33 Projects - Capital & Expansions Funds - - - - 0%
34 Total Capital 418,080 373,660 783,700 410,040 110%
35 Transfers Out - - - - 0%
36 Other Uses - - - - 0%
37 Total Other Uses - - - - 0%
38 TOTAL NON-OPERATING EXPENDITURES 418,080 373,660 783,700 410,040 110%
39 TOTAL EXPENDITURES & OTHER USES 418,080 373,660 783,700 410,040 110%
40 EXCESS REVENUES OVER(UNDER) EXPENDITURES 358,303 436,108 (314,895) (751,003) 172%
41 FUND BALANCE, BEGINNING 679,660 679,660 1,115,768 436,108 64%
42 FUND BALANCE, ENDING 1,037,963 1,115,768 800,873 (314,895) -28%
43 Restricted/Assigned/Committed Funds 1,037,963 1,115,768 800,873 (314,895) -28%
44 UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ 0%
45 Cash 1,037,963$ 1,115,768$ 800,873$ (314,895)$ -28%
46 - 0%
47 - 0%
48 - 0%
49 - 0%
50 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 1,037,963$ 1,115,768$ 800,873$ (314,895)$ -28%
RESTRICTED/ASSIGNED/COMMITTED FUNDS
REVENUES & OTHER SOURCES
EXPENDITURES & OTHER USES
I N T E R N A L S E R V I C E F U N D S
Combined Program Summary
201
INTERNAL SERVICE FUNDS
COMBINING REVENUES, EXPENDITURES AND FUND BALANCE
FISCAL YEAR 2016/2017
Utility
M&R Fund
General M&R
Fund
Vehicle
M&R Fund TOTAL
REVENUES AND OTHER SOURCES
1 General Sales Tax $ - $ - $ - $ -
2 Property Tax - - - -
3 Charge for Services - - - -
4 Hotel Tax - - - -
5 Beverage Tax - - - -
6 Franchise Fees - - - -
7 Permits and Fees - 6,000 - 6,000
8 Permits and Fees Building - - - -
9 Fines and Forfeitures - - - -
10 Investment Earnings 2,370 1,550 550 4,470
11 Contributions - - - -
12 Misc Income - - - -
13 Total Revenues 2,370 7,550 550 10,470
14 Transfers In 100,000 350,000 8,335 458,335
15 Other Sources - - - -
16 Total Other Sources 100,000 350,000 8,335 458,335
17 TOTAL REVENUES AND OTHER SOURCES $ 102,370 $ 357,550 $ 8,885 $ 468,805
18 EXPENDITURES AND OTHER USES
19 Payroll Transfers In $ - $ - $ - $ -
20 Payroll Transfers Out - - - -
21 Total Payroll & Related - - - -
22 Debt - - - -
23 Economimc Development - - - -
24 Insurance - - - -
25 Repair & Maintenance - - - -
26 Rent & Utilities - - - -
27 Services - - - -
28 Supplies - - - -
29 Water Purchases - - - -
30 Total Operations & Maintenance - - - -
31 Capital Outlay - - - -
32 Projects - Maintenance & Replacement Funds 232,500 496,200 55,000 783,700
33 Capital Project Funds - - - -
34 Total Capital 232,500 496,200 55,000 783,700
35 Transfers Out - - - -
36 Other Uses - - - -
37 Total Other Uses - - - -
38 TOTAL EXPENDITURES AND OTHER USES 232,500 496,200 55,000 783,700
39 EXCESS REVENUES OVER (UNDER) EXPENDITURES (130,130) (138,650) (46,115) (314,895)
40 BEGINNING FUND BALANCE 722,930 215,224 177,615 1,115,768
41 ENDING FUND BALANCE $ 592,800 $ 76,574 $ 131,500 $ 800,873
202
Utility Maintenance &
Replacement
203
Utility Maintenance & Replacement Fund
Program Summary
Fiscal Year 2016/2017
Adopted Estimated Proposed FY 16/17 Proposed
Budget Budget Budget
FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated
1 General Sales Tax -$ -$ -$ -$ 0%
2 Property Tax - - - - 0%
3 Charge for Service - - - - 0%
4 Hotel Occupancy Tax - - - - 0%
5 Beverage Tax - - - - 0%
6 Franchise Fees - - - - 0%
7 Permits & Fees - - - - 0%
8 Permits & Fees Building - - - - 0%
9 Fines & Forfeitures - - - - 0%
10 Investment Earnings 300 2,370 2,370 - 0%
11 Contributions - - - - 0%
12 Misc Income - - - - 0%
13 Total Revenues 300 2,370 2,370 - 0%
14 Transfers In 300,000 300,000 100,000 (200,000) -67%
15 Other Sources - - - - 0%
16 Total Other Sources 300,000 300,000 100,000 (200,000) 0%
17 TOTAL REVENUES & OTHER SOURCES 300,300$ 302,370$ 102,370$ (200,000)$ -66%
18 Payroll Salaries -$ -$ -$ -$ 0%
19 Payroll Transfer Out to General Fund - - - - 0%
20 Total Payroll and Related - - - - 0%
21 Debt - - - - 0%
22 Economic Development - - - - 0%
23 Insurance - - - - 0%
24 Repair & Maintenance - - - - 0%
25 Rent & Utilities - - - - 0%
26 Services - - - - 0%
27 Supplies - - - - 0%
28 Water Purchases - - - - 0%
29 Total Operations & Maintenance - - - - 0%
30 TOTAL OPERATING EXPENDITURES - - - - 0%
31 Capital Outlay - - - - 0%
32 Capital Projects 45,000 - 232,500 232,500 100%
33 Total Capital 45,000 - 232,500 232,500 100%
34 Transfers Out - Operating - - - - 0%
35 Transfers Out - Non Operating - - - - 0%
36 Total Other Uses - - - - 0%
37 TOTAL NON-OPERATING EXPENDITURES 45,000 - 232,500 232,500 100%
38 TOTAL EXPENDITURES & OTHER USES 45,000 - 232,500 232,500 100%
39 EXCESS REVENUES OVER(UNDER) EXPENDITURES 255,300 302,370 (130,130) (432,500) 143%
40 FUND BALANCE, BEGINNING 420,560 420,560 722,930 302,370 72%
41 FUND BALANCE, ENDING 675,860 722,930 592,800 (130,130) -18%
42 Restricted/Assigned/Committed Funds 675,860 722,930 592,800 (130,130) -18%
43 UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ 0%
44 Cash 510 10110 00 000 675,860$ 722,930$ 592,800$ (130,130)$ -18%
45
46
47
48
49 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 675,860$ 722,930$ 592,800$ (130,130)$ -18%
vs
REVENUES & OTHER SOURCES
EXPENDITURES & OTHER USES
RESTRICTED/ASSIGNED/COMMITED FUNDS
204
Section 6 Internal Service Funds
Utility Maintenance & Replacement Overview
The Utility Maintenance & Replacement Fund (UMR) was created to provide a mechanism for
repair and replacement of existing capital assets such as pump stations, lift stations, elevated
and ground storage facilities, water and sewer lines, etc.
This fund receives planned revenue transfers from the Utility Fund that are intended to cover
the cost of future capital repair and replacement. Similar to the General Maintenance and
Replacement Fund, the UMR was created to help avoid future bond programs and encourage
a conservative pattern of spending that minimizes reliance on elastic revenue streams.
Projects are included each year from a long-range maintenance schedule which incorporates
routine scheduled maintenance, recommended replacement guidelines and evaluations, and
upgrades of lines and permanent capital assets.
Revenues and Transfers In
• Revenues are budgeted to be $102,370
• This represents a 66% decrease of $200,000 from the prior year estimated revenues of
$302,370.
o Transfers in from the Utility fund decreased $200K. This is due to capital project
funding needs that have constrained the amount of monies available for transfer to
the UMR. Additional funds will be transferred from the Utility Fund when available.
Expenditures
• Expenditures are budgeted to be $232,500
• This represents a 100% increase from prior estimated expenditures.
o Pump Station Equipment $87,500
o Repaint Ground Storage Tank $100,000
o Sewer Easement Cleaning Machine $45,000
Fund Balance
• The ending fund balance is projected to be $592,800.
205
Estimated Proposed Projected Projected Projected Projected
Description Account Number FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21
REVENUES AND OTHER SOURCES
Interest Income 510-36110-00-00 300$ 2,370$ 125$ 125$ 125$ 125$
Transfer in from UF 510-52550-88-00 300,000 100,000 100,000 100,000 100,000 100,000
TOTAL REVENUES AND OTHER SOURCES 300,300$ 102,370$ 100,125$ 100,125$ 100,125$ 100,125$
UTILITY MAINTENANCE/REPLACEMENT PROJECTS
Pump Station Equipment 510-44123-16-00-000005 -$ 87,500$ -$ -$ -$ -$
Sewer Easement Cleaning Machine 510-44114-16-00-000014 45,000 45,000 - - - -
Repaint Ground Storage Tank 510-44119-16-00-000015 - 100,000 - - - -
GRAND TOTAL PROJECTS 45,000$ 232,500$ -$ -$ -$ -$
NET REVENUES OVER(UNDER) EXPENDITURES 255,300$ (130,130)$ 100,125$ 100,125$ 100,125$ 100,125$
5 Year Projection
Utility Maintenance and Replacement Fund
206
General
Maintenance &
Replacement
207
General Maintenance & Replacement Fund
Program Summary
Fiscal Year 2016/2017
Adopted Estimated Proposed FY 16/17 Proposed
Budget Budget Budget
FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated
1 General Sales Tax -$ -$ -$ -$ 0%
2 Property Tax - - - - 0%
3 Charge for Service - - - - 0%
4 Hotel Occupancy Tax - - - - 0%
5 Beverage Tax - - - - 0%
6 Franchise Fees - - - - 0%
7 Permits & Fees 6,000 6,000 6,000 - 0%
8 Permits & Fees Building - - - - 0%
9 Fines & Forfeitures - - - - 0%
10 Investment Earnings 1,750 1,550 1,550 - 0%
11 Contributions - - - - 0%
12 Misc Income - 7,270 - (7,270) -100%
13 Total Revenues 7,750 14,820 7,550 (7,270) -49%
14 Transfers In 350,000 350,000 350,000 - 0%
15 Other Sources - 14,995 - (14,995) -100%
16 Total Other Sources 350,000 364,995 350,000 (14,995) 0%
17 TOTAL REVENUES & OTHER SOURCES 357,750$ 379,815$ 357,550$ (22,265)$ -6%
18 Payroll Salaries -$ -$ -$ -$ 0%
19 Payroll Transfer Out to General Fund - - - - 0%
20 Total Payroll and Related - - - - 0%
21 Debt - - - - 0%
22 Economic Development - - - - 0%
23 Insurance - - - - 0%
24 Repair & Maintenance - - - - 0%
25 Rent & Utilities - - - - 0%
26 Services - - - - 0%
27 Supplies - - - - 0%
28 Water Purchases - - - - 0%
29 Total Operations & Maintenance - - - - 0%
30 TOTAL OPERATING EXPENDITURES - - - - 0%
31 Capital Outlay - - - - 0%
32 Capital Projects 373,080 373,660 496,200 122,540 33%
33 Total Capital 373,080 373,660 496,200 122,540 33%
34 Transfers Out - Operating - - - - 0%
35 Transfers Out - Non Operating - - - - 0%
36 Total Other Uses - - - - 0%
37 TOTAL NON-OPERATING EXPENDITURES 373,080 373,660 496,200 122,540 33%
38 TOTAL EXPENDITURES & OTHER USES 373,080 373,660 496,200 122,540 33%
39 EXCESS REVENUES OVER(UNDER) EXPENDITURES (15,330) 6,155 (138,650) (144,805) 2353%
40 FUND BALANCE, BEGINNING 209,069 209,069 215,224 6,155 3%
41 FUND BALANCE, ENDING 193,739 215,224 76,574 (138,650) -64%
42 Restricted/Assigned/Committed Funds 193,739 215,224 76,574 (138,650) -64%
43 UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ 0%
44 Cash 600 10110 00 000 193,739$ 215,224$ 76,574$ (138,650)$ -64%
45
46
47
48
49 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 193,739$ 215,224$ 76,574$ (138,650)$ -64%
vs
REVENUES & OTHER SOURCES
EXPENDITURES & OTHER USES
RESTRICTED/ASSIGNED/COMMITED FUNDS
208
Section 6 Internal Service Funds
General Maintenance & Replacement Overview
The General Maintenance & Replacement Fund (GMR) was created to provide a mechanism
for the long term repair and replacement of large capital assets such as HVAC, walls, floors and
ceilings, plumbing, electric, roadways, etc.
This fund receives planned revenue transfers from each operating fund that owns and maintains
capital assets. Accumulated funds are intended to cover the cost of future capital repair and
replacement. The GMR is designed to (1) avoid future bond programs, (2) encourage a
conservative pattern of spending, (3) minimize reliance on revenue streams that are vulnerable
to fluctuations in the economy, such as the sales tax, and (4) prevent excessive maintenance
and repair costs via the timely replacement of capital assets. Project lists are developed
annually from a long-range facility maintenance schedule and incorporated into a routine
schedule for maintenance and replacement of major facility equipment, infrastructure and
permanent capital assets.
Revenues and Transfers In
• Revenues are budgeted to be $ 357,550
• Represents a 6% decrease of $22,265 from the prior year estimated budget of $379,815.
Expenditures
• Expenditures are budgeted to be $496,200
• This is a 33% increase of $122,540 from the prior year estimated budget of $373,660.
FY 2016/2017 Projects Amount
Dept. 16 Public Works $ 58,000
Dept. 17 Facilities/Grounds Maintenance 298,700
Dept. 19 Parks, Trails, Recreation 22,000
Dept. 20 Information Technology 117,500
TOTAL PROJECTS $ 496,200
Fund Balance
• The ending fund balance is projected to be $76,574.
209
Estimated Proposed 1 2 3 4
Description Account Number FY 15-16 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21
REVENUES AND OTHER SOURCES
Firefighter Equipment Fees n/a 600-34008-14-000 6,000$ 6,000$ 2,000$ 2,000$ 2,000$ 2,000$
Other Resources 44 600-75000-14-001-000044-03 14,995 -----
Interest Income n/a 600-36110-00-000 1,550 1,550 1,750 1,750 1,750 1,750
Transfer in from GF n/a 600-52510-88-000 350,000 350,000 550,000 350,000 225,000 350,000
TOTAL REVENUES AND OTHER SOURCES 372,545$ 357,550 553,750 353,750 228,750 353,750
GENERAL MAINTENANCE/REPLACEMENT PROJECTS
Fire Dept Building Replacement 44 600-00000-14-000-000044 17,500$ -$ -$ -$ -$ -$
Dept 14 - Total Fire/EMS 17,500 -- - - -
Illuminated Street Name Signs 35 600-44304-16-000-000035 5,800 -70,000 ---
Wyck Hill Pavement Resurface 41 600-44303-16-000-000041 --54,450 ---
Solana Pavement Repair 46 600-45909-16-000-000046 2,000 58,000 - 60,000 --
FM 1938 Pavement Repairs 47 600-44303-16-000-000047 --80,000 ---
SH 114 Repainting 48 600-44303-16-000-000048 --100,000 ---
Dept 16 - Total Public Works 7,800 58,000 304,450 60,000 - -
WA-Irrigation System 7 600-43340-17-000-000007 3,750 15,000 10,000 5,000 15,000 5,000
WA-15 Ton Split HVAC System 24 600-43347-17-000-000024 11,250 11,250 -15,000 10,000 25,000
WA-2 Ton Roof Top Units 25 600-43347-17-000-000025 5,500 13,200 10,000 5,000 15,000 10,000
WA-AC ton/7.5 ton server room 26 600-43347-17-000-000026 -5,000 -5,000 -20,000
WA-HVAC System Replacement 32 600-43347-17-000-000032 3,750 10,000 -10,000 -5,000
WA-Update Security System 18 600-43354-17-000-000018 3,935 25,000 5,000 25,000 5,000 8,000
WA-Update Security Cameras 19 600-43354-17-000-000019 3,935 15,000 10,000 -2,000 12,000
WA-Heater Boilers 29 600-44219-17-000-000029 --5,000 5,000 -25,000
WA-Painting/Cloth Wall R&M 12 600-44220-17-000-000012 5,625 11,250 10,000 8,000 10,000 8,000
WA-Ext Environmental Improvements Irrig 9 600-44306-17-000-000009 7,500 7,500 -10,000 -12,000
WA-Parking Lot 15 600-44306-17-000-000015 -5,000 -25,000 --
WA-Plumbing Repair/Replacement 36 600-45904-17-000-000036 2,250 4,500 5,000 9,000 15,000 5,000
WA-Carpet/VCT Flooring 8 600-45908-17-000-000008 11,350 30,000 15,000 15,000 15,000 15,000
WA-Envrnmt Bldg UG light/water 10 600-45908-17-000-000010 4,000 30,000 5,000 10,000 -5,000
WA-Refurbish Classrooms 17 600-45908-17-000-000017 30,680 15,000 25,000 30,000 35,000 25,000
Interior Building R&M 23 600-45908-17-000-000023 12,750 15,000 8,000 15,000 10,000 15,000
WA-Exterior Paint & Wood R&M 11 600-45909-17-000-000011 -11,000 8,000 4,000 4,000 8,000
WA-Roof Repairs 13 600-45909-17-000-000013 7,500 50,000 5,000 9,000 15,000 5,000
Facilities Maintenance Vehicle/Equipment 39 600-47410-17-000-000039 ----15,000 -
Town Furniture/Interior Bldg 45 600-47415-17-000-000045 75,175 25,000 10,000 10,000 10,000 10,000
Dept 17 - Total Facilities & Grounds Maintenance 188,950 298,700 131,000 215,000 176,000 218,000
Park R&M 43 600-45911-19-000-000043 10,000 10,000 -10,000 --
Trail Repairs 14 600-43343-19-000-000014 12,000 12,000 10,000 10,000 10,000 100,000
Dept 19 - Total Parks and Recreation 22,000 22,000 10,000 20,000 10,000 100,000
Servers & Network Storage 20 600-43405-20-000-000020 25,000 32,500 ----
Network Printers/Peripheal Dev 21 600-43405-20-000-000021 - 5,000 5,000 5,000 5,000
Network Equipment 27 600-43405-20-000-000027 3,300 75,000 70,000 20,000 20,000 20,000
Phone System/Peripheal Devices 28 600-45305-20-000-000028 300 5,000 10,000 10,000 10,000 10,000
Server Replacements 33 600-43405-20-000-000033 48,810 5,000 27,000 10,000 10,000 10,000
Dept 20 - Total Information Technology 77,410 117,500 112,000 45,000 45,000 45,000
GRAND TOTAL PROJECTS 313,660$ 496,200$ 557,450$ 340,000$ 231,000$ 363,000$
NET REVENUES OVER (UNDER) PROJECTS 58,885$ (138,650)$ (3,700)$ 13,750$ (2,250)$ (9,250)$
5 Year Projection
Proj
#
General - Maintenance and Replacement Fund
210
Vehicle
Maintenance &
Replacement
211
Vehicle Maintenance & Replacement Fund
Program Summary
Fiscal Year 2016/2017
Adopted Estimated Proposed FY 16/17 Proposed
Budget Budget Budget
FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated
1 General Sales Tax -$ -$ -$ -$ 0%
2 Property Tax - - - - 0%
3 Charge for Service - - - - 0%
4 Hotel Occupancy Tax - - - - 0%
5 Beverage Tax - - - - 0%
6 Franchise Fees - - - - 0%
7 Permits & Fees - - - - 0%
8 Permits & Fees Building - - - - 0%
9 Fines & Forfeitures - - - - 0%
10 Investment Earnings - 550 550 - 0%
11 Contributions - - - - 0%
12 Misc Income - 8,700 - (8,700) -100%
13 Total Revenues - 9,250 550 (8,700) -94%
14 Transfers In 118,333 118,333 8,335 (109,998) -93%
15 Other Sources - - - - 0%
16 Total Other Sources 118,333 118,333 8,335 (109,998) 0%
17 TOTAL REVENUES & OTHER SOURCES 118,333$ 127,583$ 8,885$ (118,698)$ -93%
18 Payroll Salaries -$ -$ -$ -$ 0%
19 Payroll Transfer Out to General Fund - - - - 0%
20 Total Payroll and Related - - - - 0%
21 Debt - - - - 0%
22 Economic Development - - - - 0%
23 Insurance - - - - 0%
24 Repair & Maintenance - - - - 0%
25 Rent & Utilities - - - - 0%
26 Services - - - - 0%
27 Supplies - - - - 0%
28 Water Purchases - - - - 0%
29 Total Operations & Maintenance - - - - 0%
30 TOTAL OPERATING EXPENDITURES - - - - 0%
31 Capital Outlay - - - - 0%
32 Capital Projects - - 55,000 55,000 100%
33 Total Capital - - 55,000 55,000 100%
34 Transfers Out - Operating - - - - 0%
35 Transfers Out - Non Operating - - - - 0%
36 Total Other Uses - - - - 0%
37 TOTAL NON-OPERATING EXPENDITURES - - 55,000 55,000 100%
38 TOTAL EXPENDITURES & OTHER USES - - 55,000 55,000 100%
39 EXCESS REVENUES OVER(UNDER) EXPENDITURES 118,333 127,583 (46,115) (173,698) 136%
40 FUND BALANCE, BEGINNING 50,031 50,031 177,615 127,583 255%
41 FUND BALANCE, ENDING 168,365 177,615 131,500 (46,115) -26%
42 Restricted/Assigned/Committed Funds 168,365 177,615 131,500 (46,115) -26%
43 UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ 0%
44 Cash 510 10110 00 000 168,365$ 177,615$ 131,500$ (46,115)$ -26%
45
46
47
48
49 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 168,365$ 177,615$ 131,500$ (46,115)$ -26%
vs
REVENUES & OTHER SOURCES
EXPENDITURES & OTHER USES
RESTRICTED/ASSIGNED/COMMITED FUNDS
212
Section 6 Internal Service Funds
Vehicle Maintenance & Replacement
The Vehicle Maintenance & Replacement Fund (VMR) was created to provide a mechanism for
the long term repair and replacement of Town vehicles.
This fund receives planned revenue transfers from each operating fund that owns and maintains
vehicles. Accumulated funds are intended to cover the cost of future vehicle repair and
replacement. The VMR is designed to avoid future bond programs and encourage a more
conservative pattern of spending that minimizes reliance on elastic revenue streams.
Vehicles are designated for replacement based on a long-range depreciation schedule, periodic
evaluations of repair versus replacement costs, and recommended replacement guidelines.
Routine scheduled maintenance is also factored into VMR funding calculations.
Revenues and Transfers In
• Revenues are budgeted to be $8,885,
• This represents a 93% decrease of $118,698 from the prior year estimated of $127,583.
Expenditures/Projects
• Expenditures are budgeted to be $55,000,
• This represents a 100% increase from the prior year.
• Purchase of vehicle for Fire Marshal
Fund Balance
• The ending fund balance is projected to be $131,500.
213
Estimated Adopted Estimated Proposed 1 2 3 4
Description Cost Account Number FY 15-16 FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21
GENERAL FUND
Transfer In from General Fund 88 605-52510-88-00 110,000$ 110,000$ -$ -$ 25,000$ 35,000$ 25,000$
Sales of Surplus 00 605-34144-00-00 - - - - - -
Interest Income 00 605-36110-00-00 550 550 200 200 200 200
110,000 110,550 550 200 25,200 35,200 25,200
Fire Marshal Vehicle 50,000$ 14 605-47410-14-00 - - 55,000 - - - -
Ambulance M&R 150,000$ 14 605-47410-14-00 - - - - 110,000 - -
Ladder Truck 1,400,000$ 14 605-47410-14-00 - - - - - - 1,400,000
Municipal Court Vehicle 50,000$ 15 605-47410-15-00 - - - 50,000 - - -
Facilities Maintenance Vehicle 50,000$ 17 605-47410-17-00 - - - - - 50,000 -
- - 55,000 50,000 110,000 50,000 1,400,000
110,000 110,550 (54,450) (49,800) (84,800) (14,800) (1,374,800)
110,000$ 110,550$ 166,447$ 116,647$ 31,847$ 17,047$ (1,357,753)$
UTILITY FUND
Transfer in from Utility Fund 88 605-52550-88-00 8,333$ 8,333$ 8,335$ 8,335$ 8,335$ 8,335$ 8,335$
Sales of Surplus 16 605-34144-16-00 8,700 - - - - -
8,333 17,033 8,335 8,335 8,335 8,335 8,335
Public Works Vehicle 50,000$ 16 605-47410-16-00 - - - - - - 50,000
- - - - - - 50,000
8,333 17,033 8,335 8,335 8,335 8,335 (41,665)
8,333$ 17,033$ 42,351$ 50,686$ 59,021$ 67,356$ 25,691$
118,333$ 127,583$ (46,115)$ (41,465)$ (76,465)$ (6,465)$ (1,416,465)$
50,032 50,032 177,615 131,500 90,035 13,570 7,105
168,365$ 177,615$ 131,500$ 90,035$ 13,570$ 7,105$ (1,409,360)$
FUND BALANCE - ALL PROJECTS (BEGINNING)
NET REVENUES OVER(UNDER) EXPENDITURES - ALL PROJECTS
5 Year Projection
Proj #
Vehicle - Maintenance and Replacement Fund
TOTAL REVENUES/TRANSFER IN
TOTAL EXPENDITURES
FUND BALANCE - General Fund Projects
TOTAL REVENUES/TRANSFER IN
TOTAL EXPENDITURES
FUND BALANCE - Utility Fund Projects
NET REVENUES OVER(UNDER) EXPENDITURES
NET REVENUES OVER(UNDER) EXPENDITURES
FUND BALANCE - ALL PROJECTS (ENDING)
214
215
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216
Fiscal Year 2016/2017
Adopted Estimated Proposed FY 16/17 Proposed
Budget Budget Budget
FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated
1 General Sales Tax 1,377,000$ 1,239,500$ 1,239,500$ -$ 0%
2 Property Tax - - - - 0%
3 Hotel Tax 910,000 821,000 837,280 16,280 2%
4 Charge for Services - - - - 0%
5 Beverage Tax - - - - 0%
6 Franchise Fees - - - - 0%
7 Permits & Fees 730,700 758,800 10,000 (748,800) -99%
8 Permits & Fees Buildings - - - - 0%
9 Fines & Forfeitures - - - - 0%
10 Investment Earnings 3,425 2,930 2,930 - 0%
11 Contributions 450,000 - 1,210,000 1,210,000 100%
12 Misc Income 21,900 87,850 90,350 2,500 3%
13 Total Revenues 3,493,025 2,910,080 3,390,060 479,980 16%
14 Transfers In 35,758 35,758 - (35,758) -100%
15 Other Sources - - - - 0%
16 Total Other Sources 35,758 35,758 - (35,758) 0%
17 TOTAL REVENUES & OTHER SOURCES 3,528,783$ 2,945,838$ 3,390,060$ 444,222$ 15%
18 Payroll Transfer In -$ -$ -$ -$ 0%
19 Payroll Transfer Out 490,920 490,920 521,615 30,695 6%
20 Total Payroll and Related 490,920 490,920 521,615 30,695 6%
21 Debt 35,758 35,758 - (35,758) -100%
22 Economic Development 187,000 134,000 134,640 640 0%
23 Insurance - - - - 0%
24 Repair & Maintenance - - - - 0%
25 Rent & Utilities 36,435 35,405 87,870 52,465 148%
26 Services 368,580 734,060 715,610 (18,450) -3%
27 Supplies 3,906 15,300 - (15,300) -100%
28 Water Purchases - - - - 0%
29 Total Operations & Maintenance 631,679 954,523 938,120 (16,403) -2%
30 TOTAL OPERATING EXPENDITURES 1,122,600 1,445,444 1,459,735 14,291 1%
31 Capital Outlay - - - - 0%
32 Projects - Maintenance & Replacement Funds - - - - 0%
33 Projects - Capital & Expansions Funds - - - - 0%
34 Total Capital - - - - 0%
35 Transfers Out 1,881,050 1,293,050 2,505,350 1,212,300 94%
36 Other Uses - - - - 0%
37 Total Other Uses 1,881,050 1,293,050 2,505,350 1,212,300 94%
38 TOTAL NON-OPERATING EXPENDITURES 1,881,050 1,293,050 2,505,350 1,212,300 94%
39 TOTAL EXPENDITURES & OTHER USES 3,003,650 2,738,494 3,965,085 1,226,591 45%
40 EXCESS REVENUES OVER(UNDER) EXPENDITURES 525,134 207,345 (575,025) (782,370) 377%
41 FUND BALANCE, BEGINNING 1,277,233 1,277,233 1,484,577 207,345 16%
42 FUND BALANCE, ENDING 1,802,366 1,484,577 909,552 (575,025) -39%
43 Restricted/Assigned/Committed Funds 1,802,366 1,484,577 909,552 (575,025) -39%
44 UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ 0%
45 Cash 1,802,366$ 1,484,577$ 909,552$ (575,025)$ -39%
46 - 0%
47 - 0%
48 - 0%
49 - 0%
50 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 1,802,366$ 1,484,577$ 909,552$ (575,025)$ -39%
S P E C I A L R E V E N U E F U N D S
Combined Program Summary
vs
RESTRICTED/ASSIGNED/COMMITTED FUNDS
REVENUES & OTHER SOURCES
EXPENDITURES & OTHER USES
217
SPECIAL REVENUE FUNDS
COMBINING REVENUES, EXPENDITURES AND FUND BALANCE
FISCAL YEAR 2016/2017
Visitors
Fund
4B Eco Dev
Fund
Eco Dev
Fund
Public Impr
District
(Local)
Lone Star
Fund TOTAL
REVENUES AND OTHER SOURCES
1 General Sales Tax $ - $ 1,137,500 $ 102,000 $ - $ - $ 1,239,500
2 Property Tax - - - - - -
3 Charge for Services - - - - - -
4 Hotel Tax 804,640 - 32,640 - - 837,280
5 Beverage Tax - - - - - -
6 Franchise Fees - - - - - -
7 Permits and Fees - - - 10,000 - 10,000
8 Permits and Fees Building - - - - - -
9 Fines and Forfeitures - - - - - -
10 Investment Earnings 2,900 - - - 30 2,930
11 Contributions - - 1,210,000 - - 1,210,000
12 Misc Income 5,350 - - 85,000 - 90,350
13 Total Revenues 812,890 1,137,500 1,344,640 95,000 30 3,390,060
14 Transfers In - - - - - -
15 Other Sources - - - - - -
16 Total Other Sources - - - - - -
17 TOTAL REVENUES AND OTHER SOURCES $ 812,890 $ 1,137,500 $ 1,344,640 $ 95,000 $ 30 $ 3,390,060
18 EXPENDITURES AND OTHER USES
19 Payroll Transfers In $ - $ - $ - $ - $ - -
20 Payroll Transfers Out 521,615 - - - - 521,615
21 Total Payroll & Related 521,615 - - - - 521,615
22 Debt - - - - - -
23 Economimc Development - - 134,640 - - 134,640
24 Insurance - - - - - -
25 Repair & Maintenance - - - - - -
26 Rent & Utilities 87,870 - - - - 87,870
27 Services 262,610 - - 453,000 - 715,610
28 Supplies - - - - - -
29 Water Purchases - - - - - -
30 Total Operations & Maintenance 350,480 - 134,640 453,000 - 938,120
31 Capital Outlay - - - - - -
32 Projects - Maintenance & Replacement Funds - - - - - -
33 Capital Project Funds - - - - - -
34 Total Capital - - - - - -
35 Transfers Out 157,850 1,137,500 1,210,000 - - 2,505,350
36 Other Uses - - - - - -
37 Total Other Uses 157,850 1,137,500 1,210,000 - - 2,505,350
38 TOTAL EXPENDITURES AND OTHER USES 1,029,945 1,137,500 1,344,640 453,000 - 3,965,085
39 EXCESS REVENUES OVER (UNDER) EXPENDITURES (217,055) - - (358,000) 30 (575,025)
40 BEGINNING FUND BALANCE 984,492 0 - 486,424 13,662 1,484,577
41 ENDING FUND BALANCE $ 767,437 $ 0 $ - $ 128,424 $ 13,692 $ 909,552
218
Visitors Association
Fund
219
Visitors Association Fund
Program Summary
Fiscal Year 2016/2017
Adopted Estimated Proposed FY 16/17 Proposed
Budget Budget Budget
FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated
1 General Sales Tax -$ -$ -$ -$ 0%
2 Property Tax - - - - 0%
3 Charge for Service - - - - 0%
4 Hotel Occupancy Tax 825,000 789,000 804,640 15,640 2%
5 Beverage Tax - - - - 0%
6 Franchise Fees - - - - 0%
7 Permits & Fees - - - - 0%
8 Permits & Fees Building - - - - 0%
9 Fines & Forfeitures - - - - 0%
10 Investment Earnings 2,900 2,900 2,900 - 0%
11 Contributions - - - - 0%
12 Misc Income 21,900 5,350 5,350 - 0%
13 Total Revenues 849,800 797,250 812,890 15,640 2%
14 Transfers In - - - - 0%
15 Other Sources - - - - 0%
16 Total Other Sources - - - - 0%
17 TOTAL REVENUES & OTHER SOURCES 849,800$ 797,250$ 812,890$ 15,640$ 2%
18 Payroll Salaries -$ -$ -$ -$ 0%
19 Payroll Transfer Out to General Fund 490,920 490,920 521,615 30,695 6%
20 Total Payroll and Related 490,920 490,920 521,615 30,695 6%
21 Debt - - - - 0%
22 Economic Development - - - - 0%
23 Insurance - - - - 0%
24 Repair & Maintenance - - - - 0%
25 Rent & Utilities 36,435 35,405 87,870 52,465 148%
26 Services 244,580 198,465 262,610 64,145 32%
27 Supplies 3,906 15,300 - (15,300) -100%
28 Water Purchases - - - - 0%
29 Total Operations & Maintenance 284,921 249,170 350,480 101,310 41%
30 TOTAL OPERATING EXPENDITURES 775,841 740,090 872,095 132,005 18%
31 Capital Outlay - - - - 0%
32 Capital Projects - - - - 0%
33 Total Capital - - - - 0%
34 Transfers Out - Operating 155,550 155,550 157,850 2,300 100%
35 Transfers Out - Non Operating - - - - 0%
36 Total Other Uses 155,550 155,550 157,850 2,300 100%
37 TOTAL NON-OPERATING EXPENDITURES 155,550 155,550 157,850 2,300 100%
38 TOTAL EXPENDITURES & OTHER USES 931,391 895,640 1,029,945 134,305 15%
39 EXCESS REVENUES OVER(UNDER) EXPENDITURES (81,591) (98,390) (217,055) (118,665) -121%
40 FUND BALANCE, BEGINNING 1,082,882 1,082,882 984,492 (98,390) -9%
41 FUND BALANCE, ENDING 1,001,291 984,492 767,437 (217,055) -22%
42 Restricted/Assigned/Committed Funds 1,001,291 984,492 767,437 (217,055) -22%
43 UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ 0%
44 Cash 220 10110 00 000 1,001,291$ 984,492$ 767,437$ (217,055)$ -22%
45
46
47
48
49 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 1,001,291$ 984,492$ 767,437$ (217,055)$ -22%
vs
REVENUES & OTHER SOURCES
EXPENDITURES & OTHER USES
RESTRICTED/ASSIGNED/COMMITED FUNDS
220
Section 6 Special Revenue Funds
Visitors Association Fund
The Visitors Association Fund was established in late FY 1999-2000 and collects a Hotel Occupancy
Tax from the Marriott Solana, Deloitte, and any future Westlake hotels. A 7% tax is levied on the cost
of nightly room rentals, the maximum allowable under State law.
Funds generated by the occupancy tax are generally restricted to uses that directly promote tourism
and the convention and hotel industry. However, Westlake has broader statutory authority under
State law than most cities, and may spend hotel/motel occupancy tax funds for any municipal
purpose. The Town has used these funds to cover various operational costs and capital projects (for
example, a payment of a portion of the debt service for Westlake Academy related bonds).
Since FY 2004/05, the Town has used Visitors Association Fund revenues to sponsor a shuttle service
and a “Group Business Incentive Program” in partnership with the Marriott Solana that have drawn
additional visitors to Westlake.
This fund also accounts for activities related to the Westlake Historical Board, public art, and
Westlake’s annual Arbor Day celebration.
Revenues
• Total revenues are budgeted to be $812,890
• This represents a 2% increase of $15,640 from prior year estimated revenues of $797,250.
o Hotel Occupancy Tax revenues are projected to increase 2%, or $15,640.
Expenditures and Transfers Out
• Total expenditures and transfers out are budgeted to be $1,029,945.
• This represents a 15% increase of $134,305 from prior year estimated expenditures of $895,640.
o Payroll transfers out to the General Fund are budgeted to increase $30,695 to cover
two full time salaries in the Communications department being paid from the Visitors
Association Fund.
o Rent and Utilities are budgeted to increase $52,465. Current facilities space is
inadequate. Leasing of existing building space within Westlake is being explored for
fiscal year 2017.
o Service expenditures increased $64,145 due to a $25K increase for a
marketing/branding consultant and a $30K increase for Marriott marketing.
o Supply expenditures decreased $15,300. The Community Tree Lighting event has
been postponed in FY16/17 to reevaluate the labor cost and attendance.
o Transfers out to the Debt Service Fund are budgeted to be $142,250. This remains flat
when compared to the prior year estimated transfer out. These funds are used for
debt service payments on Series 2013 General Obligation Refunding Bonds related to
the construction of the Westlake Academy Arts and Sciences Center.
Fund Balance
• The ending fund balance is projected to be $767,437.
221
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222
4B Economic
Development
Fund
223
4B Economic Development Fund
Program Summary
Fiscal Year 2016/2017
Adopted Estimated Proposed FY 16/17 Proposed
Budget Budget Budget
FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated
1 General Sales Tax 1,275,000$ 1,137,500$ 1,137,500$ -$ 0%
2 Property Tax - - - - 0%
3 Charge for Service - - - - 0%
4 Hotel Occupancy Tax - - - - 0%
5 Beverage Tax - - - - 0%
6 Franchise Fees - - - - 0%
7 Permits & Fees - - - - 0%
8 Permits & Fees Building - - - - 0%
9 Fines & Forfeitures - - - - 0%
10 Investment Earnings 500 - - - 0%
11 Contributions - - - - 100%
12 Misc Income - - - - 0%
13 Total Revenues 1,275,500 1,137,500 1,137,500 - 0%
14 Transfers In - - - - 0%
15 Other Sources - - - - 0%
16 Total Other Sources - - - - 100%
17 TOTAL REVENUES & OTHER SOURCES 1,275,500$ 1,137,500$ 1,137,500$ -$ 0%
18 Payroll Salaries -$ -$ -$ -$ 0%
19 Payroll Transfers - - - - 0%
20 Total Payroll and Related - - - - 0%
21 Debt - - - - 0%
22 Economic Development - - - - 0%
23 Insurance - - - - 0%
24 Repair & Maintenance - - - - 0%
25 Rent & Utilities - - - - 0%
26 Services - - - - 0%
27 Supplies - - - - 0%
28 Water Purchases - - - - 0%
29 Total Operations & Maintenance - - - - 0%
30 TOTAL OPERATING EXPENDITURES - - - - 0%
31 Capital Outlay - - - - 0%
32 Capital Projects - - - - 0%
33 Total Capital - - - - 0%
34 Transfers Out - Operating 1,275,500 1,137,500 1,137,500 - 100%
35 Transfers Out - Non Operating - - - - 0%
36 Total Other Uses 1,275,500 1,137,500 1,137,500 - 100%
37 TOTAL NON-OPERATING EXPENDITURES 1,275,500 1,137,500 1,137,500 - 100%
38 TOTAL EXPENDITURES & OTHER USES 1,275,500 1,137,500 1,137,500 - 0%
39 EXCESS REVENUES OVER(UNDER) EXPENDITURES - - - - 0%
40 FUND BALANCE, BEGINNING - - - - 0%
41 FUND BALANCE, ENDING - - - - 0%
42 Restricted/Assigned/Committed Funds - - - - 0%
43 UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ 0%
44 Cash 200 10110 00 000 -$ -$ -$ -$ 0%
45
46
47
48
49 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS -$ -$ -$ -$ 0%
vs
REVENUES & OTHER SOURCES
EXPENDITURES & OTHER USES
RESTRICTED/ASSIGNED/COMMITED FUNDS
224
Section 7 Special Revenue Funds
4B Economic Development Fund Overview
The 4B Economic Development Fund collects a half-cent sales tax to be allocated to qualified
development projects. Since FY 2006 the 4B Fund has been committed to the repayment of the
debt incurred for the Town’s Civic Campus project.
Revenues
• Revenues are budgeted to be $1,137,500
o This amount represents a 0% increase from prior year estimated.
Transfers Out
• Transfers out to the Debt Service Fund for are budgeted to be $1,137,500, representing
100% of revenues.
o This amount represents a 0% increase from prior year estimated.
225
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226
Economic
Development
Fund
227
Economic Development Fund
Program Summary
Fiscal Year 2016/2017
Adopted Estimated Proposed FY 16/17 Proposed
Budget Budget Budget
FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated
1 General Sales Tax 102,000$ 102,000$ 102,000$ -$ 0%
2 Property Tax - - - - 0%
3 Charge for Service - - - - 0%
4 Hotel Occupancy Tax 85,000 32,000 32,640 640 2%
5 Beverage Tax - - - - 0%
6 Franchise Fees - - - - 0%
7 Permits & Fees - - - - 0%
8 Permits & Fees Building - - - - 0%
9 Fines & Forfeitures - - - - 0%
10 Investment Earnings - - - - 0%
11 Contributions 450,000 - 1,210,000 1,210,000 100%
12 Misc Income - - - - 0%
13 Total Revenues 637,000 134,000 1,344,640 1,210,640 903%
14 Transfers In 35,758 35,758 - (35,758) -100%
15 Other Sources - - - - 0%
16 Total Other Sources 35,758 35,758 - (35,758) 100%
17 TOTAL REVENUES & OTHER SOURCES 672,758$ 169,758$ 1,344,640$ 1,174,882$ 692%
18 Payroll Salaries -$ -$ -$ -$ 0%
19 Payroll Transfers - - - - 0%
20 Total Payroll and Related - - - - 0%
21 Debt 35,758 35,758 - (35,758) -100%
22 Economic Development 187,000 134,000 134,640 640 0%
23 Insurance - - - - 0%
24 Repair & Maintenance - - - - 0%
25 Rent & Utilities - - - - 0%
26 Services - - - - 0%
27 Supplies - - - - 0%
28 Water Purchases - - - - 0%
29 Total Operations & Maintenance 222,758 169,758 134,640 (35,118) -21%
30 TOTAL OPERATING EXPENDITURES 222,758 169,758 134,640 (35,118) -21%
31 Capital Outlay - - - - 0%
32 Capital Projects - - - - 0%
33 Total Capital - - - - 0%
34 Transfers Out - Operating 450,000 - 1,210,000 1,210,000 100%
35 Transfers Out - Non Operating - - - - 0%
36 Total Other Uses 450,000 - 1,210,000 1,210,000 100%
37 TOTAL NON-OPERATING EXPENDITURES 450,000 - 1,210,000 1,210,000 100%
38 TOTAL EXPENDITURES & OTHER USES 672,758 169,758 1,344,640 1,174,882 692%
39 EXCESS REVENUES OVER(UNDER) EXPENDITURES - - - - 0%
40 FUND BALANCE, BEGINNING - - - - 0%
41 FUND BALANCE, ENDING - - - - 0%
42 Restricted/Assigned/Committed Funds - - - - 0%
43 UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ 0%
44 Cash 210 10110 00 000 -$ -$ -$ -$ 0%
45
46
47
48
49 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS -$ -$ -$ -$ 0%
vs
REVENUES & OTHER SOURCES
EXPENDITURES & OTHER USES
RESTRICTED/ASSIGNED/COMMITED FUNDS
228
Section 7 Special Revenue Funds
Economic Development Fund Overview
The Economic Development Fund was created to transparently account for all receipts and
disbursements related to economic development agreements.
Currently, revenues and transfers in are used to:
• fulfill incentive obligations negotiated with Fidelity Investments and Deloitte University as part
of their relocation to Westlake
• transfer funds to the Westlake Academy Expansion Fund as part of the development
agreement between the Town and Maguire Partners-Solana Land L.P., developer of the
Granada subdivision.
The economic development agreement with Deloitte University includes a 50% reimbursement of the
1% general sales tax receipts and 50% of the hotel/motel tax receipts generated through business
activities in Westlake.
The agreement with Maguire Partners-Solana Land LP includes a $10,000 per lot contribution for the
benefit of Westlake Academy from the final platting of lots in the Granada residential subdivision
and Entrada development.
Revenues
• Total revenues are budgeted to be $1,344,640.
o $102,000 in sales tax from Deloitte University
o $ 32,640 in hotel/motel tax from Deloitte University
o $1,210,000 in contributions from Maguire Partners-Solana LP for the expected final
platting of 121 lots (Entrada and Granada residential subdivision)
Expenditures and Transfers Out
• Total expenditures are budgeted to be $1,344,640.
o Transfers out to Westlake Academy Expansion Fund of $1,210,000
o $134,640 in development agreement payments to Fidelity Investments and Deloitte
University
229
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230
Public Improvement
District Fund (Local)
231
Public Improvement District Fund (Local)
Program Summary
Fiscal Year 2016/2017
Adopted Estimated Proposed FY 16/17 Proposed
Budget Budget Budget
FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated
1 General Sales Tax -$ -$ -$ -$ 0%
2 Property Tax - - - - 0%
3 Charge for Service - - - - 0%
4 Hotel Occupancy Tax - - - - 0%
5 Beverage Tax - - - - 0%
6 Franchise Fees - - - - 0%
7 Permits & Fees 730,700 758,800 10,000 (748,800) -99%
8 Permits & Fees Building - - - - 0%
9 Fines & Forfeitures - - - - 0%
10 Investment Earnings - - - - 0%
11 Contributions - - - - 0%
12 Misc Income - 82,500 85,000 2,500 3%
13 Total Revenues 730,700 841,300 95,000 (746,300) -89%
14 Transfers In - - - - 0%
15 Other Sources - - - - 0%
16 Total Other Sources - - - - 100%
17 TOTAL REVENUES & OTHER SOURCES 730,700$ 841,300$ 95,000$ (746,300)$ -89%
18 Payroll Salaries -$ -$ -$ -$ 0%
19 Payroll Transfers - - - - 0%
20 Total Payroll and Related - - - - 0%
21 Debt - - - - 0%
22 Economic Development - - - - 0%
23 Insurance - - - - 0%
24 Repair & Maintenance - - - - 0%
25 Rent & Utilities - - - - 0%
26 Services 124,000 535,595 453,000 (82,595) -15%
27 Supplies - - - - 0%
28 Water Purchases - - - - 0%
29 Total Operations & Maintenance 124,000 535,595 453,000 (82,595) -15%
30 TOTAL OPERATING EXPENDITURES 124,000 535,595 453,000 (82,595) -15%
31 Capital Outlay - - - - 0%
32 Capital Projects - - - - 0%
33 Total Capital - - - - 0%
34 Transfers Out - Operating - - - - 0%
35 Transfers Out - Non Operating - - - - 0%
36 Total Other Uses - - - - 0%
37 TOTAL NON-OPERATING EXPENDITURES - - - - 0%
38 TOTAL EXPENDITURES & OTHER USES 124,000 535,595 453,000 (82,595) -15%
39 EXCESS REVENUES OVER(UNDER) EXPENDITURES 606,700 305,705 (358,000) (663,705) 217%
40 FUND BALANCE, BEGINNING 180,719 180,719 486,424 305,705 169%
41 FUND BALANCE, ENDING 787,419 486,424 128,424 (358,000) -74%
42 Restricted/Assigned/Committed Funds 787,419 486,424 128,424 (358,000) -74%
43 UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ 0%
44 Cash 215 10110 00 000 787,419$ 486,424$ 128,424$ (358,000)$ -74%
45
46
47
48
49 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 787,419$ 486,424$ 128,424$ (358,000)$ -74%
vs
REVENUES & OTHER SOURCES
EXPENDITURES & OTHER USES
RESTRICTED/ASSIGNED/COMMITED FUNDS
232
Section 7 Special Revenue Funds
Public Improvement District Overview
The Public Improvement District (PID) Fund (Local) accounts for monies received from the original
bond proceeds, inspection fees and payments related to the Solana Public Improvement District.
The District was created by ordinance in February 2014 to finance the construction of public
infrastructure (such as water lines and streets) in the Entrada subdivision. This fund was created to
segregate “Local” PID expenditures from the Capital Project Fund.
Revenues deposited into the PID Fund are used to cover engineering, consulting, legal, and
advertising costs attributable to Entrada development and construction.
Revenues and Transfers In
• Revenues are budgeted to be $95,000.
• This represents an 89% decrease of $746,300 from the prior year estimated revenues of
$841,300.
o This decrease is due to a reduction in Entrada related permits and fee revenues.
Expenditures and Transfers Out
• Expenditures are budgeted to be $453,00
• This represents a 15% decrease of $82,595 from the prior year estimated expenditures of
$535,595.
o This decrease is due to a reduction in engineering, consulting, legal, and advertising
costs.
Ending Fund Balance
• The ending fund balance is projected to be $128,424.
233
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234
Lone Star
Fund
235
Lone Star Public Funds
Program Summary
Fiscal Year 2016/2017
Adopted Estimated Proposed FY 16/17 Proposed
Budget Budget Budget
FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated
1 General Sales Tax -$ -$ -$ -$ 0%
2 Property Tax - - - - 0%
3 Charge for Service - - - - 0%
4 Hotel Occupancy Tax - - - - 0%
5 Beverage Tax - - - - 0%
6 Franchise Fees - - - - 0%
7 Permits & Fees - - - - 0%
8 Permits & Fees Building - - - - 0%
9 Fines & Forfeitures - - - - 0%
10 Investment Earnings 25 30 30 - 0%
11 Contributions - - - - 0%
12 Misc Income - - - - 0%
13 Total Revenues 25 30 30 - 0%
14 Transfers In - - - - 0%
15 Other Sources - - - - 0%
16 Total Other Sources - - - - 100%
17 TOTAL REVENUES & OTHER SOURCES 25$ 30$ 30$ -$ 0%
18 Payroll Salaries -$ -$ -$ -$ 0%
19 Payroll Transfers - - - - 0%
20 Total Payroll and Related - - - - 0%
21 Debt - - - - 0%
22 Economic Development - - - - 0%
23 Insurance - - - - 0%
24 Repair & Maintenance - - - - 0%
25 Rent & Utilities - - - - 0%
26 Services - - - - 0%
27 Supplies - - - - 0%
28 Water Purchases - - - - 0%
29 Total Operations & Maintenance - - - - 0%
30 TOTAL OPERATING EXPENDITURES - - - - 0%
31 Capital Outlay - - - - 0%
32 Capital Projects - - - - 0%
33 Total Capital - - - - 0%
34 Transfers Out - Operating - - - - 0%
35 Transfers Out - Non Operating - - - - 0%
36 Total Other Uses - - - - 0%
37 TOTAL NON-OPERATING EXPENDITURES - - - - 0%
38 TOTAL EXPENDITURES & OTHER USES - - - - 0%
39 EXCESS REVENUES OVER(UNDER) EXPENDITURES 25 30 30 - 0%
40 FUND BALANCE, BEGINNING 13,632 13,632 13,662 30 0%
41 FUND BALANCE, ENDING 13,657 13,662 13,692 30 0%
42 Restricted/Assigned/Committed Funds 13,657 13,662 13,692 30 0%
43 UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ 0%
44 Cash 418 10110 00 000 13,657$ 13,662$ 13,692$ 30$ 0%
45
46
47
48
49 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 13,657$ 13,662$ 13,692$ 30$ 0%
vs
REVENUES & OTHER SOURCES
EXPENDITURES & OTHER USES
RESTRICTED/ASSIGNED/COMMITED FUNDS
236
Section 7 Special Revenue Funds
Lone Star Public Facilities Overview
In 1996, the Westlake Board of Aldermen authorized the creation of the Lone Star Public Facilities
Corporation, a nonprofit corporation designed to “assist the Town of Westlake, Texas in financing,
refinancing, or providing public facilities.”
It was anticipated that the Corporation would issue bonds to finance the purchase or construction
of public facilities, and then lease those facilities to qualifying tenants. The Lone Star Public Facilities
Fund was created to account for the financial activities of the Corporation.
No bonds were ever issued. The fund is earning interest annually. Existing fund balance is due to
corporate donations that were received shortly after the Fund was created.
Revenues
• Total revenues are budgeted to be are $30 in interest earnings.
Expenditures
• There have been no fund expenditures since inception.
Fund Balance
• The ending fund balance is projected to be $13,692
237
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238
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240
Fiscal Year 2016/2017
Adopted Estimated Proposed FY 16/17 Proposed
Budget Budget Budget vs
FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated
1 General Sales Tax -$ -$ -$ -$ 0%
2 Property Tax 133,507 161,915 88,635 (73,280) -45%
3 Hotel Tax - - - - 0%
4 Charge for Services - - - - 0%
5 Beverage Tax - - - - 0%
6 Franchise Fees - - - - 0%
7 Permits & Fees - - - - 0%
8 Permits & Fees Buildings - - - - 0%
9 Fines & Forfeitures - - - - 0%
10 Investment Earnings - - - - 0%
11 Contributions - - - - 0%
12 Misc Income - - - - 0%
13 Total Revenues 133,507 161,915 88,635 (73,280) -45%
14 Transfers In 1,857,511 1,856,413 2,033,385 176,972 10%
15 Other Sources - - - - 0%
16 Total Other Sources 1,857,511 1,856,413 2,033,385 176,972 100%
17 TOTAL REVENUES & OTHER SOURCES 1,991,018$ 2,018,328$ 2,122,020$ 103,692$ 5%
18 Payroll Transfer In -$ -$ -$ -$ 0%
19 Payroll Transfer Out - - - - 0%
20 Total Payroll and Related - - - - 0%
21 Debt 2,011,094 2,006,868 2,150,396 143,528 7%
22 Economic Development - - - - 0%
23 Insurance - - - - 0%
24 Repair & Maintenance - - - - 0%
25 Rent & Utilities - - - - 0%
26 Services 2,400 2,400 1,600 (800) -33%
27 Supplies - - - - 0%
28 Water Purchases - - - - 0%
29 Total Operations & Maintenance 2,013,494 2,009,268 2,151,996 142,728 7%
30 TOTAL OPERATING EXPENDITURES 2,013,494 2,009,268 2,151,996 142,728 7%
31 Capital Outlay - - - - 0%
32 Projects - Maintenance & Replacement Funds - - - - 0%
33 Projects - Capital & Expansions Funds - - - - 0%
34 Total Capital - - - - 0%
35 Transfers Out - - - - 0%
36 Other Uses - - - - 0%
37 Total Other Uses - - - - 0%
38 TOTAL NON-OPERATING EXPENDITURES - - - - 0%
39 TOTAL EXPENDITURES & OTHER USES 2,013,494 2,009,268 2,151,996 142,728 7%
40 EXCESS REVENUES OVER(UNDER) EXPENDITURES (22,476) 9,061 (29,976) (39,037) 431%
41 FUND BALANCE, BEGINNING 20,915 20,915 29,976 9,061 43%
42 FUND BALANCE, ENDING (1,561) 29,976 - (29,976) -100%
43 Restricted/Assigned/Committed Funds (1,561) 29,976 - (29,976) -100%
44 UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ 0%
45 Cash (1,561)$ 29,976$ -$ (29,976)$ -100%
46 - - - - 0%
47 - - - - 0%
48 - - - - 0%
49 - - - - 0%
50 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS (1,561)$ 29,976$ -$ (29,976)$ -100%
RESTRICTED/ASSIGNED/COMMITTED FUNDS
REVENUES & OTHER SOURCES
EXPENDITURES & OTHER USES
D E B T S E R V I C E F U N D S
Combined Program Summary
241
DEBT SERVICE FUNDS
COMBINING REVENUES, EXPENDITURES AND FUND BALANCE
FISCAL YEAR 2016/2017
Debt Service
OT
Debt Service
PT TOTAL
REVENUES AND OTHER SOURCES
1 General Sales Tax $ - $ - $ -
2 Property Tax - 88,635 88,635
3 Charge for Services - - -
4 Hotel Tax - - -
5 Beverage Tax - - -
6 Franchise Fees - - -
7 Permits and Fees - - -
8 Permits and Fees Building - - -
9 Fines and Forfeitures - - -
10 Investment Earnings - - -
11 Contributions - - -
12 Misc Income - - -
13 Total Revenues - 88,635 88,635
14 Transfers In 2,033,385 - 2,033,385
15 Other Sources - - -
16 Total Other Sources 2,033,385 - 2,033,385
17 TOTAL REVENUES AND OTHER SOURCES $ 2,033,385 $ 88,635 $ 2,122,020
18 EXPENDITURES AND OTHER USES
19 Payroll Transfers In $ - $ - $ -
20 Payroll Transfers Out - - -
21 Total Payroll & Related - - -
22 Debt 2,031,785 118,611 2,150,396
23 Economimc Development - - -
24 Insurance - - -
25 Repair & Maintenance - - -
26 Rent & Utilities - - -
27 Services 1,600 - 1,600
28 Supplies - - -
29 Water Purchases - - -
30 Total Operations & Maintenance 2,033,385 118,611 2,151,996
31 Capital Outlay - - -
32 Projects - Maintenance & Replacement Funds - - -
33 Capital Project Funds - - -
34 Total Capital - - -
35 Transfers Out - - -
36 Other Uses - - -
37 Total Other Uses - - -
38 TOTAL EXPENDITURES AND OTHER USES 2,033,385 118,611 2,151,996
39 EXCESS REVENUES OVER (UNDER) EXPENDITURES - (29,976) (29,976)
40 BEGINNING FUND BALANCE - 29,976 29,976
41 ENDING FUND BALANCE $ - $ - $ (0)
242
Debt Service
Fund
243
Debt Service
Program Summary
Fiscal Year 2016/2017
Adopted Estimated Proposed FY 16/17 Proposed
Budget Budget Budget
FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated
1 General Sales Tax -$ -$ -$ -$ 0%
2 Property Tax 133,507 - - - 0%
3 Charge for Service - - - - 0%
4 Hotel Occupancy Tax - - - - 0%
5 Beverage Tax - - - - 0%
6 Franchise Fees - - - - 0%
7 Permits & Fees - - - - 0%
8 Permits & Fees Building - - - - 0%
9 Fines & Forfeitures - - - - 0%
10 Investment Earnings - - - - 0%
11 Contributions - - - - 0%
12 Misc Income - - - - 0%
13 Total Revenues 133,507 - - - 0%
14 Transfers In 1,857,511 1,856,413 2,033,385 176,972 10%
15 Other Sources - - - - 0%
16 Total Other Sources 1,857,511 1,856,413 2,033,385 176,972 100%
17 TOTAL REVENUES & OTHER SOURCES 1,991,018$ 1,856,413$ 2,033,385$ 176,972$ 10%
18 Payroll Salaries -$ -$ -$ -$ 0%
19 Payroll Transfers - - - - 0%
20 Total Payroll and Related - - - - 0%
21 Debt 2,011,094 1,856,591 2,031,785 175,194 9%
22 Economic Development - - - - 0%
23 Insurance - - - - 0%
24 Repair & Maintenance - - - - 0%
25 Rent & Utilities - - - - 0%
26 Services 2,400 2,000 1,600 (400) -20%
27 Supplies - - - - 0%
28 Water Purchases - - - - 0%
29 Total Operations & Maintenance 2,013,494 1,858,591 2,033,385 174,794 9%
30 TOTAL OPERATING EXPENDITURES 2,013,494 1,858,591 2,033,385 174,794 9%
31 Capital Outlay - - - - 0%
32 Capital Projects - - - - 0%
33 Total Capital - - - - 0%
34 Transfers Out - Operating - - - - 0%
35 Transfers Out - Non Operating - - - - 0%
36 Total Other Uses - - - - 0%
37 TOTAL NON-OPERATING EXPENDITURES - - - - 0%
38 TOTAL EXPENDITURES & OTHER USES 2,013,494 1,858,591 2,033,385 174,794 9%
39 EXCESS REVENUES OVER(UNDER) EXPENDITURES (22,476) (2,178) - 2,178 100%
40 FUND BALANCE, BEGINNING 2,178 2,178 (0) (2,178) -100%
41 FUND BALANCE, ENDING (20,298) (0) (0) - 0%
42 Restricted/Assigned/Committed Funds (20,298) (0) (0) - 0%
43 UNASSIGNED FUND BALANCE, ENDING -$ - - - 0%
44 Cash 412 10110 00 000 (20,298)$ (0)$ (0)$ -$ 0%
45
46
47
48
49 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS (20,298)$ (0)$ (0)$ -$ 0%
vs
REVENUES & OTHER SOURCES
EXPENDITURES & OTHER USES
RESTRICTED/ASSIGNED/COMMITED FUNDS
244
Section 8 Debt Service Funds
Debt Service Fund Overview
The Debt Service Fund is used to manage payments on all general government related debt.
associated with the construction of Westlake Academy facilities. Any future debt issuances will
also be paid from this Fund. Town Council and staff are dedicated to a conservative pattern of
debt issuance that ensures property tax rates remain among the lowest in the region and
attractive to prospective businesses and residents.
Recognizing that long-term debt is usually a more expensive financing method, alternative
financing sources will be explored before debt is issued. When debt is issued, it will be used to
acquire major assets with expected lives which equal or exceed the average life of the debt issue.
Transfers from the 4B Economic Development Fund, General Fund and the Visitors Association
Fund comprise the bulk (93%) of Debt Service Fund revenues.
Transfers In
• Total Transfers In are budgeted to be $2,033,385,
• This represents a 10% increase of $176,972 from prior year estimated transfers in of
$1,856,413.
o Transfers in from 4B Economic Development Fund account for $1,137,500
o Transfers in from General Fund account for $754,035
o Transfers in from Visitors Association Fund account for $142,250.
Expenditures
• Debt service expenditures are budgeted to be $2,033,385
• This represents a 9% increase of $174,794 from prior year estimated expenditures of
$1,858,591.
Historical Bond Issuances
• Issuances related to the construction of Westlake Academy facilities:
o $12,400,000 Series 2002 Certificates of Obligation (refunded)
Westlake Academy Phase 1
o $6,410,000 Series 2003 Certificates of Obligation (refunded)
Westlake Academy Phase 2
o $7,465,000 Series 2007 General Obligation Refunding Bonds
Partial refinance of Series 2002 Certificates of Obligation
o $2,500,000 Series 2008 General Obligation Bonds
Westlake Academy Arts & Sciences Building
o $7,375,000 Series 2011 General Obligation Refunding Bonds
Partial refinance of Series 2002 and 2003 Certificates of Obligation
o $2,200,000 Series 2013 General Obligation Refunding Bonds
Refinance of Series 2008 General Obligation Bonds
o $ 8,500,000 Series 2013 Certificates of Obligation
Westlake Academy Expansion
o $ 1,980,000 Series 2014 General Obligation Refunding Bonds
Partial refinance of 2003 Certificates of Obligation
o $ 8,500,000 Series 2015 Certificates of Obligation
Fire Station/EMS Complex
*Municipalities frequently refinance debt issuances to take advantage of changes in bond
market interest rates.
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246
Debt Service
(Property Tax)
247
Debt Service (Property Tax)
Program Summary
Fiscal Year 2016/2017
Adopted Estimated Proposed FY 16/17 Proposed
Budget Budget Budget
FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated
1 General Sales Tax -$ -$ -$ -$ 0%
2 Property Tax - 161,915 88,635 (73,280) -45%
3 Charge for Service - - - - 0%
4 Hotel Occupancy Tax - - - - 0%
5 Beverage Tax - - - - 0%
6 Franchise Fees - - - - 0%
7 Permits & Fees - - - - 0%
8 Permits & Fees Building - - - - 0%
9 Fines & Forfeitures - - - - 0%
10 Investment Earnings - - - - 0%
11 Contributions - - - - 0%
12 Misc Income - - - - 0%
13 Total Revenues - 161,915 88,635 (73,280) -45%
14 Transfers In - - - - 0%
15 Other Sources - - - - 100%
16 Total Other Sources - - - - 100%
17 TOTAL REVENUES & OTHER SOURCES -$ 161,915$ 88,635$ (73,280)$ -45%
18 Payroll Salaries -$ -$ -$ -$ 0%
19 Payroll Transfers - - - - 0%
20 Total Payroll and Related - - - - 0%
21 Debt - 150,277 118,611 (31,666) -21%
22 Economic Development - - - - 0%
23 Insurance - - - - 0%
24 Repair & Maintenance - - - - 0%
25 Rent & Utilities - - - - 0%
26 Services - 400 - (400) -100%
27 Supplies - - - - 0%
28 Water Purchases - - - - 0%
29 Total Operations & Maintenance - 150,677 118,611 (32,066) -21%
30 TOTAL OPERATING EXPENDITURES - 150,677 118,611 (32,066) -21%
31 Capital Outlay - - - - 0%
32 Capital Projects - - - - 0%
33 Total Capital - - - - 0%
34 Transfers Out - Operating - - - - 0%
35 Transfers Out - Non Operating - - - - 0%
36 Total Other Uses - - - - 0%
37 TOTAL NON-OPERATING EXPENDITURES - - - - 0%
38 TOTAL EXPENDITURES & OTHER USES - 150,677 118,611 (32,066) -21%
39 EXCESS REVENUES OVER(UNDER) EXPENDITURES - 11,238 (29,976) (41,214) 367%
40 FUND BALANCE, BEGINNING 18,738 18,738 29,976 11,238 60%
41 FUND BALANCE, ENDING 18,738 29,976 - (29,976) -100%
42 Restricted/Assigned/Committed Funds 18,738 29,976 - (29,976) -100%
43 UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ 0%
44 Cash 301 10110 00 000 18,738$ 29,976$ -$ (29,976)$ -100%
45
46
47
48
49 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 18,738$ 29,976$ -$ (29,976)$ -100%
vs
REVENUES & OTHER SOURCES
EXPENDITURES & OTHER USES
RESTRICTED/ASSIGNED/COMMITED FUNDS
248
Section 8 Debt Service Funds
Debt Service Fund Overview
Required by Texas law, the Debt Service Fund (Property Tax) is used to manage payments related
to the Interest and Sinking (I&S) component of the ad valorem (property) tax rate.
In most Texas municipalities, the Interest & Sinking levy funds the majority of annual debt service
payments. The Town has separated the Debt Service Fund into two separate funds to more
clearly denote the debt being paid with ad valorem tax which is a small portion of the Town’s
total debt.
Currently this Debt Service Fund is used to manage debt service payments associated with the
various street projects.
Revenues
• Ad valorem property tax revenues are budgeted to be $88,635.
• This amount represents a 45% decrease of $73,28 from the prior year estimated revenues
of $161,915
o This decrease is due to an additional $29K in receipts which reduced the tax rate
needed to cover the debt for various street projects.
Expenditures
• Debt service expenditures are budgeted to be $118,610
• This amount represents a 21% decrease of $32,067 from the prior year estimated
expenditures of $150,677
Bond Issuances
• Issuances related to street infrastructure projects:
o $ 2,095,000 Series 2011 Certificates of Obligation
*Municipalities frequently refinance debt issuances to take advantage of changes in bond
market interest rates.
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250
251
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252
Westlake Academy
Program Summary
Fiscal Year 2016/2017
Adopted Estimated Proposed FY 16/17 Proposed
Budget Budget Budget
FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated
1 Transportation 27,225$ 28,400$ 28,400$ -$ 0%
2 Parking 14,000 25,050 25,050 - 0%
3 Athletic Activities 81,150 81,150 90,724 9,574 12%
4 Interest Earned 1,575 3,000 3,000 - 0%
5 WAF Blacksmith Donation 1,100,000 1,025,000 1,000,000 (25,000) -2%
6 WAF Salary Reimbursement 49,770 60,436 66,432 5,996 10%
7 Town Contribution - Westlake Reserve 300,000 300,000 300,000 - 0%
8 Town Contribution 15,000 15,000 15,000 - 0%
9 Other Local Revenue (BTS, Tech & Other)54,000 70,500 143,256 72,756 103%
10 Food Services 6,000 6,000 6,000 - 0%
11 TEA - Foundation School Funds 5,671,950 5,788,829 5,606,212 (182,617) -3%
12 TEA - Available School Funds 222,779 138,891 308,298 169,407 122%
13 CTE Funding (additional TEA-FSP Funds)- - 356,475 356,475 100%
14 TEA - IB Training 6,750 - - - 0%
15 TRS On-behalf/Medicare Part B 391,427 414,401 450,326 35,925 9%
16 Other Resources - Local 45,000 482,425 - (482,425) -100%
17 TOTAL REVENUES & OTHER SOURCES 7,986,626$ 8,439,082$ 8,399,173$ (39,909)$ 0%
18 Function 11 - Instructional 4,579,900$ 5,361,249$ 4,788,354$ (572,895)$ -11%
19 Function 12 - Resources & Media 74,801 76,348 84,089 7,741 10%
20 Function 13 - Curriculum & Staff Development 134,590 147,909 127,802 (20,107) -14%
21 Function 21 - Instructional Leadership 264,259 276,108 276,548 440 0%
22 Function 23 - School Leadership 778,866 816,705 851,510 34,805 4%
23 Function 31 - Guidance & Counseling 205,230 233,403 236,600 3,197 1%
24 Function 33 - Health Services 66,617 68,166 68,024 (142) 0%
25 Function 36 - Co/Extracurricular Activities 146,774 148,258 175,826 27,568 19%
26 Function 41 - Administrative 306,986 363,460 276,495 (86,965) -24%
27 Function 51 - Maintenance & Operations 915,068 933,345 940,838 7,493 1%
28 Function 52 - Security & Monitoring Services 5,695 - - - 0%
29 Function 53 - Data Processing 169,679 172,888 192,401 19,513 100%
30 Function 61 - Community Services 112,639 115,445 122,020 6,575 6%
31 Function 71 - Debt Service 90,565 90,565 257,238 166,673 184%
32 Other Uses - Local 45,000 - - - 0%
33 TOTAL EXPENDITURES & OTHER USES 7,896,666 8,803,848 8,397,745 (406,103) -5%
34 EXCESS REVENUES OVER(UNDER) EXPENDITURES 89,960 (364,766) 1,428 366,194 100%
35 FUND BALANCE, BEGINNING 1,482,157 1,482,157 1,117,391 (364,766) -25%
36 FUND BALANCE, ENDING 1,572,117 1,117,391 1,118,819 1,428 0%
37 Restricted/Assigned/Committed Funds 130,000 11,000 11,000 - 0%
38 UNASSIGNED FUND BALANCE, ENDING 1,442,117$ 1,106,391$ 1,107,819$ 1,428$ 0%
39 Operating Days 67 49 48 (1) -2%
40 Daily Operating Expenditures 21,511$ 22,424$ 23,008$ 584$ 3%
41 Assigned - Technology/FFE 125,000$ -$ -$ -$ 0%
42 Assigned - Uniform/Equip replacement 5,000 11,000 11,000 - 0%
43 - 0%
44 - 0%
45 - 0%
46 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 130,000$ 11,000$ 11,000$ -$ 0%
vs
REVENUES & OTHER SOURCES
EXPENDITURES & OTHER USES
RESTRICTED/ASSIGNED/COMMITED FUNDS
253
Section 9
Westlake Academy Overview
61XX
Salaries
75%
62XX
Contracted Services
12% 63XX
Supplies & Materials
6%
64XX
Other Operating Costs
6%
65XX
Debt Service
1%
Founded in 2003, Westlake Academy is an open enrollment charter school that is owned and
operated by the Town of Westlake. The Academy is the Town’s largest operating department,
and is required under state law to publish a separate budget document. The Westlake
Academy Fund was incorporated into the Town’s budget structure in FY2010/11 in order to
capture the total cost of municipal programs and services in a single document.
Note that revenues and expenditures are aligned with the school fiscal year, which begins on
September 1 and ends on August 31.
For detailed information concerning Academy revenues and expenditures, see Westlake
Academy’s 2015/16 operating budget, available online at www.westlakeacademy.org.
Revenues and Other Sources
• General Fund FY 2015/16 adopted revenues and other sources are $7,986,626.
Expenditures and Other Uses
• General Fund FY 2015/16 adopted expenditures and other uses total $7,896,666.
Fund Balance
• FY 2015/16 ending fund balance is projected to be $1,246,263.
254
Section 9
Westlake Academy Overview
EXECUTIVE SUMMARY
As Superintendent of Westlake Academy, and in tandem with the administrative teams for both municipal and
academic services, I am submitting for your consideration the Budget for FY 2016/17. Westlake Academy has
faced a number of challenges and opportunities over the last several years, including decreased state funding,
increased rigor in state assessments, recruitment and retention of legacy teachers, facility expansion, and
unprecedented growth. The students, staff, and faculty have shown an enormous amount of resiliency and
determination to continually hold to our vision and rise to any challenge we have faced. It is with this in mind
that we present this year’s budget theme, “Ignite … Innovate … Inspire: Know Your Impact.”
A public school operating budget is legally required to include the Academy’s General, Debt Service, and Food
Service Funds. However, the Academy does not maintain a Food Service Fund or a Debt Service Fund, so the
General Fund is the only legally adopted fund. For informational purposes only, budgets for Special Revenue
Funds are included throughout the presentation.
G ENERAL F UND B UDGET S UMMARY
Amended Proposed $ Increase % Increase
FY 2015/16 FY 2016/17 (Decrease) (Decrease)
Revenues $ 7,956,657 $ 8,399,173 $ 442,516 6%
Expenditures (8,803,848) (8,397,745) 406,103 -5%
Excess Revenues Over(Under) Expenditures (364,766) 1,428 366,194 -100%
Fund Balance Beginning 1,482,157 1,117,391 (364,766) -25%
Fund Balance Ending 1,117,391 1,118,819 1,428 0%
Assigned 11,000 11,000 - 0%
FUND BALANCE ENDING (Unassigned) $ 1,106,391 $ 1,107,819 $ 1,428 0%
# Days Operating (Based on 365) 49 48 (1) -2%
Daily Operating Expenditure 22,424 23,008 $584 3%
Students Enrolled 825 866 41 5%
TEA Funding per Student $7,185 $7,241 $56 1%
Operating Cost per Student $10,087 $9,697 -$389 -4%
Teachers 63.4 63,8 (0.4) -1%
Student/Teacher Ratio 13.0 13.6 0.6 4%
This budget encompasses all teaching and extra-curricular operating expenditures as well as State public school
funding and private donations used to support the daily operations of Westlake Academy. The FY 2016/17
General Fund budget totals $8,397,745 representing a 5% decrease from the prior year primarily due to
technology purchase for new laptops for teachers and new iPads for students.
255
Section 9
Westlake Academy Overview
It is important to note that $125,000 was earmarked in the Academy’s fund balance for new laptops,
unanticipated contract expenditures were incurred, as well as additional days for the staff during August. As
such, this year’s projections decreased fund balance by $364,766 for an ending total of $1,106,391 (41 operating
days). The daily operation of the Academy is made possible through our partnerships with the Town, Westlake
Academy Foundation, and our affiliate groups.
As part of the Academy’s unique financial structure the Town of Westlake is responsible for debt service
payments associated with Westlake Academy’s capital infrastructure. The Municipal Debt Service Fund is used
to manage debt service payments, and Academy debt is accounted for in the annual municipal budget. In
addition, the Academy operates under a shared services model whereby the municipal operations team
provides HR, Financial, Facilities, and Administrative support services to the Academy. General maintenance
and replacement of infrastructure and equipment is also expensed to the municipal budget.
With the estimated addition of 41 students, total enrollment will rise to a projected 866 this school year. This
will be the Academy’s largest enrollment to date, exceeding the projections in the school’s Facility Master Plan
adopted November 12, 2012. Westlake Academy’s enrollment increase has been driven by the growth of
residential developments and housing opportunities within the Town of Westlake, a trend projected to
continue. With this trend of growth in the Academy’s Westlake resident student population, a corresponding
trend will likely be that overall lottery capacity for secondary boundary students will decline. Growth will be
monitored and managed until additional financial resources become available and the Board of Trustees
approves Phase II of the Facility Master Plan. Note that there are no major capital projects budgeted or planned
through FY 18/19, and future Academy capital projects discussed in the Town of Westlake’s Capital
Improvement Plan are currently unfunded, under discussion only. Additionally, Staff is proposing a discussion
with the Board regarding hiring professional expertise to update the Academy’s master facility plan.
General Fund Academic and Municipal Services
Amended Proposed $ Increase % Increase
FY 2015/16 FY 2016/17 (Decrease) (Decrease)
Operating Expenditures $ 8,503,848 $ 8,097,745 $ (406,103) -5%
Municipal-Transfer to WA Operating Budget 300,000 300,000 - 0%
Total Academic Costs 8,803,848 8,397,745 (406,103) -5%
Annual Debt Service (Municipal budget) 1,858,591 2,033,785 175,194 9%
Major Maintenance and Replacement 247,920 338,805 90,884 37%
In-direct Operating Costs 627,641 674,130 46,489 7%
Total Municipal Costs 2,734,152 3,046,720 312,567 11%
Academic (General) & Municipal Expenditure Costs $ 11,538,000 $ 11,444,465 $ (93,536) -1%
Number of Students 825 866 41 5%
Total Expenditure Cost per Student $ 13,985 $ 13,215 $ (770) -6%
256
Section 9
Westlake Academy Overview
Over the last year, many hours have been spent to further develop our vision of the future, determining the best
opportunities that lay before us to help accomplish our mission and truly become the “shining school on the
hill.” While we have many successes to celebrate, we are constantly striving to improve the Academy through
multiple avenues, including “getting the right people on the bus”, making sure that we are consistently taking
measure of our course, and making adjustments as we move towards our goal. It is through our talented faculty,
staff, students, and their supportive families, that we are able to unfailingly rise to challenges and hold to our
vision.
On behalf of our entire learning community, I would like to thank the Board for their leadership, dedication to
excellence, and their support in making Westlake Academy and the Town of Westlake a truly shining example
of what can be accomplished when people come together with a common purpose: great things can happen!
As with all good teams, it becomes necessary to draw attention to performers who go above and beyond to
make sure we accomplish our goals. I would like to recognize the hard work of the Academic and Municipal
Leadership Teams, and specifically the Finance Department and Dr. Mechelle Bryson for their efforts in
completing this award winning document. I know with the team we have in place, we will “build a collective
legacy of excellence.”
Thomas E. Brymer
Town Manager/Superintendent Westlake Academy
“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.”
257
Section 9
Westlake Academy Overview
BOARD MEMBERS AND ADMINISTRATION
The Westlake Academy Board of Trustees consists of five trustees and the Board President. Each member of the
Board serves a two year term with two members and the president being elected on alternate years.
Several members of the Westlake Academy Leadership Team operate under a shared service agreement with
the Town of Westlake and serve dual roles.
B OARD OF T RUSTEES
Laura
Wheat
Alesa
Belvedere
Michael
Barrett
Rick
Rennhack
Carol
Langdon
Wayne
Stoltenberg
Board President ~~~~~~~~~~~~~~~~~~~~~~~~~Board of Trustees~~~~~~~~~~~~~~~~~~~~~~~~~
W ESTLAKE A CADEMY L EADERSHIP T EAM
*Thomas E. Brymer
Superintendent of Schools
Dr. Mechelle Bryson
Executive Principal/Director
*Amanda DeGan
Assistant Town Manager
Alan Burt
Assistant Principal and Director of Athletics
*Debbie Piper
Director of Finance
Stacy Stoyanoff
Diploma Years Principal
*Troy Meyer
Director of Facilities
Dr. Andra Barton
Middle Years Principal
*Jason Power
Director of Information Technology
Terri Watson
Middle Years Coordinator
*Ginger Awtry
Director of Communications
& Community Affairs
Rod Harding
Primary Years Principal
*Todd Wood
Director of Human Resources
and Admin Services
Alison Schneider
Primary Years Coordinator
*Asterisk denotes shared services
personnel between the academic
and municipal service teams of
the Town of Westlake.
Jennifer Furnish
Student Services Administrator
Dr. Shelly Myers
Executive Director of the WAF
& Director of Development
258
Section 9
Westlake Academy Overview
WESTLAKE ACADEMY MISSION, VISION & VALUES
Founded in 2003 with a mission to achieve academic excellence and develop life-long learners who become
well-balanced, responsible global citizens, Westlake Academy is the first and only municipally-owned charter
school in the State of Texas. The Academy is the fifth school of only ten in the United States, and the only
public school, to offer the full IB curriculum for grades K-12. During this year’s budget retreat great care and
consideration was given to the mission and vision of the Academy and the impact that these have on both
the long-term goals of the Academy and its day-to-day operation. The vision and mission statements
represent the outcome of this discussion and evidence the Board’s continued dedication to academic
excellence and personal achievement. The values statements are currently being reviewed by the Board and
are listed here for reference only.
M ISSION
“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.”
V ISION
“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~
V ALUES
Maximizing Personal Development
Academic Excellence
Respect for Self and Others
Personal Responsibility
Compassion and Understanding
D ESIRED O UTCOMES
The following desired outcomes summarize the goals and objectives
established by the Board of Trustees and leadership staff at the Academy:
High Student Achievement
Strong Parent & Community Connections
Financial Stewardship & Sustainability
Student Engagement-Extracurricular Activities
Effective Educators & Staff
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MISSION, VISION & VALUES
Preparing students for life in a complex global society is the ultimate goal of Westlake Academy's
International Baccalaureate World Education. More specifically, the goal is to create a rigorous college
preparatory program that prepares students for acceptance at the world’s most prestigious universities.
In addition, the companion goal is to prepare students to graduate from these universities within five
years. As the United States continues to shift from a goods-based economy to a service-based economy,
a college degree is imperative. It is incumbent upon the leadership of Westlake Academy to create and
foster an environment that ensures the future readiness of all students.
It is important to note that the Westlake Academy’s vision statement clearly states that we will inspire
“college bound students to achieve their highest individual potential in a nurturing environment that
fosters the traits found in the IB Learner Profile.” At the same time, the Westlake Academy’s mission
statement maintains that our “mission is to provide students with an internationally minded education
of the highest quality” while the Westlake Academy’s value statements underscore maximizing personal
development and academic excellence. Within Westlake Academy’s vision, mission and values, a clear
initiative of college readiness is drawn; coupled with the expectations that all students sit for the IB
diploma creates a need to evaluate Westlake Academy’s current pathways to the IB diploma.
In order to strengthen Westlake Academy’s college preparatory program, the Instructional Leadership
Team (ILT) began analyzing the school’s course selections and evaluated the need to create a new
pathway to the IB diploma. In our current course guide, system, there are three ways for students to
obtain the IB diploma. These pathways are through the arts, sciences and economics. We believe that
these three pathways do not adequately meet the needs of all Westlake Academy students. Every year,
we have students who choose a group six course out of default. For example, we have students who
take art not because they have a love for art, but because is simply a choice that they can live with.
After several conversations, the consensus from the ILT was to propose a business management
pathway to provide greater access to the IB diploma for Westlake Academy students.
Our commitment to 100% of Westlake Academy’s student sitting for the IB diploma requires that we
create another pathway and more alignment between MYP and DP. Given our physical placement in
the metroplex with Fidelity and Deloitte, a business management pathway is an excellent way to create
a unique sense of place.
It is important to note that each of these conversations regarding a new pathway to the IB diploma was
grounded in the new Westlake Academy strategic plan.
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BUDGET DOCUMENT STRUCTURE
The goal of the budget document is to provide timely, transparent information concerning the past, current, and
projected financial status of the Academy. The budget is a holistic planning document used in concert with our
strategic plan to facilitate decisions that support the educational goals and strategic objectives of the Academy.
Discussion and review of the information contained in both the strategic plan and the budget document
consistently leads to operational and educational improvements that impact the students and parents of
Westlake Academy.
The development, review, and consideration of the 2016/17 Governmental Fund budgets (the General Fund and
Special Revenue Funds) were completed with a detailed and exhaustive review of every revenue and
expenditure item within the context of the Academy’s Vision, Mission and Values statements, strategic planning
efforts, and Board policy. The Board of Trustees provides governance and policy direction, while the
Superintendent, finance department and campus and administrative staff develop the budget document for the
Board’s review. Staff reviews each existing expenditure request and the proposed allocations for the coming
school year and asks “is this the best use of public funds?”
The budget document and the year-end comprehensive annual financial audit are the primary vehicles through
which the Academy’s financial plans are presented. The budget is developed within the guidelines established
by the Texas Education Agency and is organized into a series of accounts called funds.
The budget document is organized into the following sections:
• Executive Summary – Introduces the reader to the document as a whole. It highlights important
information contained in the budget. Users rely on this section to get an overview of what they can
expect to find in the rest of the document.
• Organizational Section – Provides the context and framework within which the budget is developed and
managed. This section includes the Academy’s organizational and financial structure as well as the
controls that direct and regulate the development and administration of the budget.
• Financial Section – Presents the heart of the Academy’s budget document. The adopted budget is
presented as a series of financial schedules along with past budget figures and future projections.
• Informational Section – Contains additional information about the Academy, including descriptions of
the IB curriculum and programmes, enrollment and employment figures, testing and performance
scores, benchmark data, academic achievements, and other miscellaneous data.
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BUDGET FRAMEWORK
G OVERNING AND M ANAGING FOR O UTCOMES
The budget document is but one part of a system designed to link together critical governance and management
decision making tools. This system is called “Governing and Managing for Outcomes” and is designed to
integrate:
• Strategic planning
• Five (5) year financial forecasting, budgeting, and performance measurement linked to priorities,
objectives, and outcomes
• Reporting to monitor progress in outcome achievement and accountability for results
• Aligning human and financial resources to prioritized outcomes and objectives
• Long term approach to ensure financial sustainability
• Working within Board adopted financial policies for the Academy
• Maintaining core services
B ALANCED S CORECARD S YSTEM
The Academy is in the process of designing a strategic planning and performance management framework based
on the Balanced Scorecard system. The Balanced Scorecard is a strategic planning and management tool that is
used extensively in business and industry, government, and nonprofit organizations worldwide to align
operational activities to the vision and strategy of the organization, improve internal and external
communications, and monitor organization performance against strategic goals.
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The Balanced Scorecard provides a systematic way to answer the questions:
1. What are we trying to accomplish?
2. Are we doing the right things?
3. If we are doing the right things, are we doing them efficiently and effectively?
Following are the key components of a Balanced Scorecard System:
1. Strategic Perspectives – A view of the organization through a particular ‘lens’. Perspectives are generally
broken down into four different categories of operations: capacity building, operational processes, financial
and customer satisfaction. We have customized these perspectives for our organziation as follows:
• People, Facilities, and Technology (capacity)
• Academic Operations (operational)
• Financial Stewardship (financial)
• Citizen, Student, and Stakeholder (customer)
2. Strategic Objectives – A focus area where we want to see continuous improvement toward our objective
with measurable objectives for specific actions; an interim step in achieving our mission.
3. Performance Measures – A quantifiable expression of the amount, cost, or result of activities indicating how
well services are provided. There are at least three types of performance measures:
• Effectiveness Measures – A type of performance measure used to assess the quality of outcomes.
• Efficiency Measures – A type of performance measure used to assess the cost of providing services, i.e.
the cost per unit of service.
• Workload Measures – A type of performance measure used to assess the amount of work performed or
services rendered. For example, the number of students served in a program per unit of time.
4. Targets - A specific measure of where the Academy would like to see their service level.
5. Initiatives – A new or ongoing action step designed to help accomplish one or more strategic objectives.
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Shown below are Westlake Academy’s identified strategic objectives arranged by perspective and causally linked
to form a strategic map:
According to Robert H. Waterman, “we live in a society that is data rich and information poor. While data are
not information, translating fact to understanding means relating data to something you already know and can
visualize.” The Academy’s mission, vision and values are built on the premise that a teacher’s moral obligation is
not just to help students reach their potential but to surpass it.
As such, our greater aim is to build a school culture where educators use data continuously, collaboratively and
effectively to improve teaching and learning. It is through data dialogues that the Academy disaggregates data,
measures the impact of instructional decisions and adjusts learning experiences for the greater good of learning.
It is through this process that the best teachers are recruited and retained, our IB continuum is strengthened
and academic success is equitably achieved. In addition, it is through this process that Westlake Academy
becomes the best place for teachers to teach and for students to learn.
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B UDGET P ROCESS
Projecting the budget allocations of the Academy is a continual process that responds to the changing needs of
the Academy students and staff as well as variations in the fiscal environment such as the reduced State funding
from FY 09/10. The development of the Academy budget for fiscal year 16/17 began with the Westlake Board of
Trustees meeting that was held in May of 2016.
Following is a summary of the main steps taken in preparation of the adopted budget:
• Board of Trustee Budget Review - The Board of Trustees regularly receives quarterly budget updates,
some of which are detailed in the trend analysis and the five-year financial forecast discussed later in
this document. Upon receipt of the adopted annual budget, the Board holds budget workshops to
review adopted changes, their associated outcomes for the next fiscal year, as well as their impact in a
five (5) year financial forecast.
• Budget Adoption - The Board of Trustees conducts the required public meeting and adopts the budget
in August prior to beginning the fiscal year which runs from September 1st to August 31st.
• Budget Amendments - The Final Amended Budget for the Year Ending August 31, 2016 will be submitted
at the August 2016 Board meeting. It will reflect all amendments previously approved by the Board of
Trustees plus any final amendments. Often, these amendments influence the shaping of the current
budget as actual trends in revenues and expenditures are realized and accounted for at that time.
• Academy Approach - The Academy approach to balancing the combination of fast student growth in a
restricted funding environment along with increasing academic standards requires that the budget
process be instructionally driven and guided by the Academy’s Strategic Plan. During the budget
development process the staff reviewed all revenues and expenditures and focused on aligning the
allocation of resources, both personnel and financial, with the accomplishment of established goals and
outcome objectives contained in our Strategy Map.
• Budget Calendar - The Budget Process covers the financial cycle starting with budget planning and
ending with the audited annual financial report.
Timeline Description of Activities
October - Dec Strategic Plan review and development occurs
December Westlake Academy Instructional Leadership Team (ILT) begins planning upcoming budget
January ILT meets with WA affiliates for joint planning
January - March Review/Develop CIP, Five Year Projection & Personnel Cost Estimates
April Develop improvement plans for each grade level/dept.
May Strategic Plan preparation process occurs; preliminary budgets developed
May BOT Budget Retreat
June Current budget review; budget amendments for current year if necessary
August BOT consideration/adoption of Westlake Academy Budget for Upcoming School Year
December Annual financial audit
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FINANCIAL SUMMARY
GOVERNMENTAL FUNDS
General Fund and Special Revenue Funds
The following schedules present a comparison of revenues and expenditures for all Governmental Funds in the
Academy’s Budget.
G OVERNMENTAL F UNDS B UDGET S UMMARY
Amended Proposed
Budget Budget $ Increase % Increase
FY 15/16 FY 16/17 (Decrease) (Decrease)
Total Revenues $ 8,344,700 $ 8,637,067 $ 292,367 4%
Total Expenditures 9,235,609 8,641,017 (594,592) -6%
Net Other Sources/Uses 482,425 - (482,425) -100%
Excess Revenues Over(under) Expenditures (408,484) (3,950) 404,534 -99%
Fund Balance Beginning 1,673,712 1,265,228 (408,484) -24%
Fund Balance Ending $ 1,254,228 $ 1,250,278 $ (3,950) -0.3%
A public school operating budget is legally required to include the Academy’s General, Debt Service, and Food
Service Funds. However, the Academy does not maintain a Food Service Fund or a Debt Service Fund, so the
General Fund is the only legally adopted fund. For informational purposes only, budgets for Special Revenue
Funds are included throughout the presentation.
Historically, revenues and expenditures have increased at relatively the same rate which has dictated the need
for a higher fund balance in order to sustain the 45-day minimum requirement established by Board policy. It is
anticipated that this trend will continue over the next five years, with a relatively slow but steady growth in fund
balance. The Academy anticipates that the General Fund balance will remain above the TEA’s recommended 45
days.
G OVERNMENTAL F UND R EVENUES
Revenues received by Westlake Academy are classified into three broad categories:
Amended Proposed
Budget Budget $ Increase % Increase Revenue
FY 15/16 FY 16/17 (Decrease) (Decrease) Percent
Local Revenues $ 1,800,281 $ 1,813,362 $ 13,081 1% 21%
State Program Revenues 6,445,856 6,721,311 275,455 4% 78%
Federal Program Revenues 98,563 102,394 3,831 4% 1%
Total Revenues $ 8,344,700 $ 8,637,067 $ 292,367 3.5% 100%
TEA Funding per Student 7,185 7,241 56 1%
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Local
Revenues
21%
State
Program
Revenues
78%
Federal
Program
Revenues
1%
All Governmental Funds
Revenues
$1,046
$1,100
$1,025 $1,000
FY
14/15Actual
FY 15/16
Adopted
FY 15/16
Amended
FY16/17
Proposed
Blacksmith Annual Contributions
• Local funding consists of the following major sources, the Town of Westlake, Westlake Academy
Foundation (WAF) and the Hudson Foundation.
o The Town of Westlake provides
administrative, HR, facilities, and financial
services for the Academy and is responsible
for all debt service payments relating to
Academy facilities and infrastructure.
o The Westlake Academy Foundation is an
independent, non-profit organization that
raises funds through donations and various
fundraising efforts. Annual fundraising
activities include the Blacksmith Campaign, which is used to close the funding gap between State
allocations and school needs in the General Fund. The Blacksmith Campaign is directed towards the
parents of Academy students and tries to leverage individual donations with employers who have
charitable matching programs.
o The Hudson Foundation is an independent, non-profit organization that supports organizations who
are innovative and who develop programs that create new ways on knowing. Westlake Academy
has been the proud recipient of a Hudson Grant for the past seven years. These funds are used for
teacher training, innovative learning space and student travel and accounted for in Special Revenue
Funds.
• State funding is the Academy’s largest revenue source, making up approximately 80% of total revenues.
Staff estimates that aid received through the State’s Foundation School Program (FSP) in FY 16/17 will
be approximately $7,241 per student; this represents 1% increase from the prior year (primarily due to
the additional Career and Technical Education funds received).
• Federal funding is received through grants that support special education and accounts for
approximately one percent (1%) of revenues for all funds.
The Academy’s primary revenue sources continue to be the State Foundation School Program and the Westlake
Academy Foundation.
L OCAL F UNDING
FY15/16 adopted blacksmith revenues were forecasted to be
$1.1 million; however, the amended budget has been decreased
by $75,000. Total WAF contributions are projected at $1 million
in FY 16/17.
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61XX - Payroll
& Related
Items
73%
62XX -
Contracted
Services
12% 63XX -
Supplies &
Materials
9%
64XX - Other
Operating
5%
65XX -
Debt Service
1%
All Governmental Funds
Expenditures
by Object
$5,812 $5,895 $5,928
$6,271
FY 14/15
actual
FY 15/16
Adopted
FY 15/16
Amended
FY16/17
Proposed
Foundation State Program Revenues
S TATE P ROGRAM R EVENUES
FY15/16 adopted state revenues were forecasted to be $5.895
million; however, the amended budget has been increased to
$5.928 million. Total state revenues are projected at $6.27
million in FY 16/17.
E XPENDITURES & S HARED S ERVICES M ODEL
Administrative, financial, human resources and facilities services are provided by the Town of Westlake under a
shared services model. These service costs were previously booked to the Westlake Academy operating
budget, but were removed from the operating budget in the FY 12/13 school year. The following table illustrates
indirect operating costs which are booked to the Town of Westlake’s General Fund and Debt Service Fund.
EXPENDITURES Amended Proposed $ Increase % Increase
Academic & Municipal Expenditure Costs FY 2015/16 FY 2016/17 (Decrease) (Decrease)
Operating Expenditures $ 8,503,848 $ 8,097,745 $ (406,103) -5%
Municipal-Transfer to WA Operating Budget 300,000 300,000 - 0%
Total Academic Costs 8,803,848 8,397,745 (406,103) -5%
Annual Debt Service (Municipal budget) 1,858,591 2,033,785 175,194 9%
Major Maintenance and Replacement 247,920 338,805 90,884 37%
In-direct Operating Costs 627,641 674,130 46,489 7%
Total Municipal Costs 2,734,152 3,046,720 312,567 11%
Academic (General) & Municipal Expenditure Costs $ 11,538,001 $ 11,444,465 $ (93,536) -1%
Number of Students 825 866 41 5%
Total Expenditure Cost per Student $ 13,985 $ 13,215 $ (770) -6%
Employee compensation and benefits are Westlake
Academy’s largest operating expenditures. Board
policy states a desire to maintain a salary scale within
three percent (3%) of the districts surveyed for
market comparison purposes. Staff has conducted an
annual salary survey, and recommends a salary scale
adjustment for FY 16/17, and this adjustment would
result in an average salary increase of 4.55% from FY
15/16. The increase equals approximately $270,000
in payroll and related expenditures, and will bring the
Academy to within 2.5% of the estimated average
median of surrounding districts. These adjustments
to compensation and benefits will allow the Academy
to remain competitive, and serve as a valuable
component in our recruiting and retention efforts
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Amended Proposed
Budget Budget $ Increase % Increase Expenditure
EXPENDITURES (BY FUNCTION) FY 15/16 FY 16/17 (Decrease) (Decrease) Percent
11 - Instructional 5,698,685 4,985,626 (713,059) -13% 58%
12 - Resources & Media 80,073 84,089 4,016 5% 1%
13 - Staff Development 182,409 133,802 (48,607) -27% 2%
21 - Instructional Leadership 276,108 276,548 440 0% 3%
23 - School Leadership 832,805 851,510 18,705 2% 10%
31 - Guidance & Counseling 233,403 236,600 3,197 1% 3%
33 - Health Services 68,166 68,024 (142) 0% 1%
35 - Food Services - - - 0% 0%
36 - Co-Curricular/ Extra. Activities 148,258 175,826 27,568 19% 2%
41 - Administrative 403,460 316,495 (86,965) -22% 4%
51 - Maintenance & Operations 933,345 940,838 7,493 1% 11%
52 - Security & Monitoring Services - - - 0% 0%
53 - Data Processing 172,888 192,401 19,513 11% 2%
61 - Community Services 115,445 122,020 6,575 6% 1%
71 - Debt Service 90,565 257,238 166,673 184% 3%
81 - Facility Acquisition/Construction - - - 0% 0%
Total Expenditures $ 9,235,609 $ 8,641,017 $ (594,592) -6.4% 100.0%
Amended Proposed
Budget Budget $ Increase % Increase Expenditure
EXPENDITURES (BY OBJECT CODE) FY 15/16 FY 16/17 (Decrease) (Decrease) Percent
61XX - Payroll & Related Items 6,299,405 6,457,758 158,353 3% 75%
62XX - Contracted Services 1,126,282 1,027,552 (98,730) -9% 12%
63XX - Supplies & Materials 1,131,349 403,211 (728,138) -64% 5%
64XX - Other Operating 588,008 495,258 (92,750) -16% 6%
65XX - Debt Service 90,565 257,238 166,673 184% 3%
Total Expenditures $ 9,235,609 $ 8,641,017 $ (594,592) -6.4% 100.0%
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DEBT SERVICE & CAPITAL EXPENDITURES
The Town of Westlake is responsible for debt service payments associated with Westlake Academy’s capital
infrastructure. The Town’s Debt Service Fund is used to manage payments, and Academy debt is accounted for
in the annual municipal budget.
Approximately $30M in debt has been issued since 2002 to develop Academy facilities; this debt will be fully
retired in 2043. The average annual debt service for Academy facilities paid by the Town of Westlake is
approximately $1.856M.
FY 16/17 debt service payments related to the construction of Westlake Academy facilities include:
• $702,008 on Series 2007 General Obligation Refunding Bonds
• $482,675 on Series 2011 General Obligation Refunding Bonds
• $449,132 on Series 2013 Certificates of Obligation
• $170,350 on Series 2013 General Obligation Refunding Bonds
• $ 70,620 on Series 2014 General Obligation Refunding Bonds
• $159,000 on Series 2017 Certificates of Obligation
For more information, see Town of Westlake FY 15/16 Annual Municipal Budget, available online at
www.westlake-tx.org.
FACILITIES MAINTENANCE & GROWTH
Westlake Academy was originally designed and built to serve approximately 675 students; expansions in 2009
and 2014 have raised capacity to over 800 students. With the addition of almost 150 students since FY 13/14,
facilities at the school are projected to be at capacity this year. Over the last several fiscal years the Academy
has also increased course offerings in a number of areas, including foreign languages, technology, and science.
Expansion of services has been driven by increased enrollment, academic needs of the students, and the IB
curriculum, all of which place unique demands on staff and resources.
Growth is directed by the Board of Trustees Facility Master Plan, which was adopted and developed to provide a
clear understanding of future growth needs at the Academy. The Facility Master Plan can be viewed at
www.westlake-tx.org or at www.westlakeacademy.or
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SERVICE LEVEL ADJUSTMENTS
This budget makes use of Service Level Adjustments (SLA) to track cost changes. There are four types of Service
Level Adjustments: (1) increased operating costs to maintain current levels of service, (2) increased operating
costs due to expanded levels of service, (3) increased costs due to the development of new services, and (4) cost
savings. Cost savings may occur for any number of reasons, but primarily arise due to increased efficiency,
service level reductions, or not expending budgeted resources. Note that totals in brackets ( ) denote a
decrease in expenditures.
For FY 2016-2017 staff recommends the following adjustments:
61XX SALARY AND RELATED EXPENDITURES $273,521
Balanced Scorecard Perspective: People, Facilities, & Technology
Outcome Objective: Attract, Recruit, Retain, & Develop the Highest Quality Workforce
Increases in FY 16/17 salary related expenditures are primarily due to an average 4.5% pay
increase as well as an unemployment insurance increase which is determined annually by the
state. A new employer-paid benefit, “Telehealth”, has been proposed. This benefit allows
employees and their entire household to receive healthcare from a licensed physician over the
phone for non-complex situations. The proposed salary scale is within 2.5% of surrounding
school districts and is more competitive than previous years. Personnel FTE’s were reduced by
approximately 1 FTE.
62XX PROFESSIONAL AND CONTRACTED SERVICES $ 13,970
Balanced Scorecard Perspective: Academic Operations
Outcome Objective: Improve the Efficiencies of Operational Systems
This category includes expenditures related to professional and contracted services rendered to
the Academy by firms, individuals, and other organizations. This increase amount is mainly due
to the purchase of new licensing over the summer to be ready for FY 17-18. Current licensing
will expire in May 2017.
63XX SUPPLIES AND MATERIALS $ (1,000)
Balanced Scorecard Perspective: Academic Operations
Outcome Objective: Optimize Student Potential
Supplies and materials costs are associated with consumables that are used in the classroom,
maintenance of the campus, books, iPads, testing materials, furniture, and classroom supplies.
64XX OTHER OPERATING COSTS $(27,724)
Balanced Scorecard Perspective: People, Facilities, & Technology
Outcome Objective: Increase the Capacity of Teachers & Staff
Other operating costs are associated with insurance, professional development, travel,
membership fees and dues, graduations expenses, and miscellaneous costs. Cost savings in this
category are based on a determined effort to reduce costs.
65XX DEBT SERVICE COSTS $166,673
Balanced Scorecard Perspective: People, Facilities & Technology
Outcome Objective: Improve Technology, Facilities % Equipment
Debt service costs are associated with the 3-year lease for iPads to support the one-to-one
device initiative.
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$7,026 $7,085 $7,185 $7,241
FY 14/15
Actual
FY 15/16
Adopted
FY 15/16
Amended
FY16/17
Proposed
Average State Funding per Student
$5.812 $5.895 $5.928 $6.271
$1.046 $1.100 $1.025 $1.000 $0.948 $0.947 $1.004 $1.128
$0
$2
$4
$6
$8
$10
FY 14/15Actual FY 15/16 Adopted FY 15/16 Amended FY16/17 ProposedMillions Revenues by Source
All Other
Revenues
WAF Blacksmith
Donation
TEA - State
Funds
FINANCIAL SUMMARY
G ENERAL F UND
The General Fund is a governmental fund with budgetary control which is used to show transactions resulting
from operations of on-going organizations and activities from a variety of revenue sources.
General Fund Five Year Forecast
Amended Proposed Projected Projected Projected Projected
FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21
Total Revenues 7,956,657 8,399,173 8,509,919 8,559,663 8,618,733 8,660,138
Total Expenditures 8,803,848 8,397,745 8,420,037 8,534,494 8,483,902 8,601,629
Net Other Sources/Uses 482,425 - - - - -
Excess Revenues
Over(under) Expenditures (364,766) 1,428 89,889 25,169 134,832 58,509
Fund Balance Beginning 1,482,157 1,117,391 1,118,819 1,208,701 1,233,870 1,368,702
Fund Balance Ending 1,117,391 1,118,819 1,208,701 1,233,870 1,368,702 1,427,211
Operating Days 49 48 52 52 58 60
G ENERAL F UND R EVENUES
S TATE F UNDING R EVENUES
Westlake Academy receives even less State funding per student than the Texas average because public charter
schools in the State of Texas do not receive facility funding. The Academy’s State funding per pupil peaked in FY
09/10 but was cut the following two years due to State budget
shortfalls.
In FY 2016/17, the Academy anticipates that state funding will
increase by $339K due to the additional students enrolling and
the Career and Technology classes being offered.
Westlake Academy receives minimal federal funding, (IDEA B –
Special Education Funds) depending primarily upon state
education funds and private donations to cover operating costs.
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Due to prior state funding reductions, the Academy has become more dependent upon private donations for
operating costs and further financial support from the Town of Westlake. Funding ongoing operating costs with
one-time dollars raised through private donations places the Academy in a potentially tenuous situation. If
private donations do not meet the levels necessary to offset public education reductions, then the Town of
Westlake must increase financial support or consider reducing the associated service levels.
G ENERAL F UND E XPENDITURES
$5.409 $5.913 $6.167 $6.290
$1.056 $0.940 $1.101 $1.025 $0.392 $0.483
$0.967 $0.374
$0
$1
$2
$3
$4
$5
$6
$7
$8
$9
$10
FY 14/15Actual FY 15/16 Adopted FY 15/16 Amended FY16/17 ProposedMillions Expenditures by Source 65XX - Debt Service
64XX - Other Operating
Costs
63XX - Supplies &
Materials
62XX - Contracted
Services
61XX - Salaries
11 - Instructional
57%
23 -
School Leadership
10%
51 -
Maintenance
& Operations
11%
11 - Instructional
12 - Resources & Media
13 - Staff Development
21 - Instructional Leadership
23 - School Leadership
31 - Guidance & Counseling
33 - Health Services
35 - Food Services
36 - CoCurricular/ Extra. Activities
41 - Administrative
51 - Maintenance & Operations
52 - Security and Monitoring Services
53 - Data Processing
61 - Community Services
71 - Debt Service
81 - Facility Acquisition/Construction
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S PECIAL R EVENUE F UNDS
Special Revenue Funds account for local, state and federally financed programs or expenditures legally restricted
for specified purposes or where unused balances are returned to the grantor at the close of a specified project
period.
Variance
Amended Proposed Estimated
FY 15/16 FY 16/17 to Proposed
FEDERAL GRANTS THROUGH TEA Fund 224 - IDEA B $ 98,563 $ 102,394 $ 3,831
Sub-total Federal Grants 98,563 102,394 3,831
STATE GRANTS THROUGH TEA Fund 410 - Material Allotment Disbursement 103,735 - (103,735)
Sub-total State Grants 103,735 - (103,735)
LOCAL ACTIVITIES Fund 461 - Local Campus Activity 50,625 60,000 9,375
Fund 484 - Local Grants (HOC & WAF) 59,100 - (59,100)
Fund 498 - International Mindedness Symposium 6,100 6,000 (100)
Sub-total Local Activities 115,825 66,000 (49,825)
HUDSON FOUNDATION GRANTS Fund 481 - Hudson Foundation Curriculum Development - - -
Fund 485 - MYP Principal & Discretionary Funds - - -
Fund 493 - Salary & Curriculum Support - - -
Fund 496 - Hudson Foundation 101,000 22,378 (78,622)
Sub-total Hudson Foundation Grants 101,000 22,378 (78,622)
WESTLAKE ACADEMY FOUNDATION (WAF) GRANTS Fund 494 - Science Department 9,138 - (9,138)
Fund 495 - Fund an Item - 50,000 50,000
Fund 497 - Financial Assistance 3,500 2,500 (1,000)
Sub-total Foundation Grants 12,638 52,500 39,862
Grant Total - All Special Revenue Funds Expenditures $ 431,761 $ 243,272 $ (188,489)
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59.0% 50.0% 41.0% 32.0%
18.0% 21.0% 24.0% 27.0%
11.0% 14.0% 17.0% 20.0%
12.0% 15.0% 18.0% 21.0%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
FY 14/15
Actual
FY 15/16
Adopted
FY 15/16
Amended
FY16/17
Proposed
Students by ISD
Other
Northwest
Carroll
Keller
2,177
2,400
2,266
FY 14/15 FY 15/16 FY 16/17
Lottery Waiting List
812
832 825
866
FY 14/15 Actual FY 15/16
Adopted
FY 15/16
Amended
FY16/17
Proposed
Student Enrollment
$9,070 $9,437
$10,087 $9,697
FY 14/15 Actual FY 15/16
Adopted
FY 15/16
Amended
FY16/17
Proposed
Operating Cost per Student
(Academic Costs Only)
STUDENT ENROLLMENT
Westlake Academy has added 334 student s since FY 2009/10
as the result of increased demand and planned expansions.
The Academy will be able to serve approximately 866 students
in the 2016/17 school year. Future enrollment must be
carefully managed to ensure adequate space for primary
boundary residents. The Academy plans to maintain 18
students per class in grades K-5 and 25 students in grades 6-12.
As an open enrollment charter school, Westlake Academy has
the ability to set and maintain enrollment numbers at levels
determined by the Board of Trustees. The Academy currently
has over 2,000 students on a waiting list spanning kindergarten
through grade eleven. The waiting list is developed each year
through a lottery process that allows the Academy to fill seats if
student attrition occurs and maintains a stable student
population and classroom size.
Westlake Academy’s student enrollment is established by two
sets of boundaries.
• The primary boundary encompasses the Town of
Westlake and allows Westlake residents automatic entry
into Westlake Academy.
• The secondary boundaries are
comprised of 31 of the surrounding
school district’s boundaries.
275
Section 9
Westlake Academy Overview
While any school-age child residing within these district boundaries is allowed to attend the Academy, demand
for entrance exceeding capacity may necessitate that child being placed on the waiting list.
Westlake Academy’s secondary boundaries are comprised of the following Independent School District
boundaries:
Argyle ISD, Arlington ISD, Azle ISD, Birdville ISD, Boyd ISD, Carroll ISD, Carrollton-Farmers Branch ISD,
Coppell ISD, Decatur ISD, Denton ISD, Duncanville ISD, Eagle Mountain-Saginaw ISD, Fort Worth ISD,
Frisco ISD, Garland ISD, Grand Prairie ISD, Grapevine-Colleyville ISD, Highland Park ISD, Hurst-Euless-
Bedford ISD, Irving ISD, Keller ISD, Krum ISD, Lake Dallas ISD, Lewisville ISD, Little Elm ISD, McKinney ISD,
Northwest ISD, Paradise ISD, Ponder ISD, Springtown ISD, and Weatherford ISD
276
Section 9
Westlake Academy Overview
PERFORMANCE DATA
In FY 2014/15, Westlake Academy was ranked by the Washington Post as one of the best public high schools in
America. This recognition marks the fourth year in which the Academy has been recognized by national ranking
organizations due to rigorous and extraordinary academic performance.
The State of Texas is currently phasing in the use of the State of Texas Academic Achievement and Readiness
(STAAR) test to assess student aptitude in reading, writing, math, science, and social studies as required under
Texas education standards. The STAAR exam has increased rigor over previous testing standards and complies
with the requirements of the No Child Left Behind Act (NCLB). The following tables display student standardized
test performance for the last two years.
READING
Grade
Level
Comparison
Year
Level II Satisfactory
Phase-In 1
Level III
Advanced
Level II Satisfactory Phase-
In 2
(Effective 2015-16)
3 2013-2014 93% 21% N/A
2014-2015 94% 47% 89.5%
2015-2016 NA 58% 97%
2013-2014 91% 36% N/A
4 2014-2015 98% 38% 98%
2015-2016 NA 41% 96%
2013-2014 98% 43% N/A
5 2014-2015 98% 38% 98%
2015-2016 NA 36% 100%
2013-2014 98% 38% N/A
6 2014-2015 100% 54% 96%
2015-2016 NA 50% 97%
2013-2014 97% 54% N/A
7 2014-2015 99% 58% 93%
2015-2016 NA 50% 97%
2013-2014 95% 61% N/A
8 2014-2015 100% 65% 100%
2015-2016 NA 45% 100%
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Westlake Academy Overview
MATH
Grade
Level
Comparison
Year
Level II Satisfactory
Phase-In 1
Level III
Advanced
Level II Satisfactory
Phase-In 2
2013-2014 70
3 2014-2015 89
2015-2016 97
2013-2014 79
4 2014-2015 94
2015-2016 89
2013-2014 100
5 2014-2015 96
2015-2016 100
2013-2014 98
6 2014-2015 97
2015-2016 97
2013-2014 91
7 2014-2015 94
2015-2016 97
WRITING
Grade
Level
Comparison
Year
Level II Satisfactory
Phase-In 1
Level III
Advanced
Level II Satisfactory
Phase-In 2
(Effective 2015-16)
2013-2014 93% 11% N/A
4 2014-2015 93% 20% 83%
2015-2016 NA 37% 89%
2013-2014 94% 26% N/A
7 2014-2015 97% 39% 93%
2015-2016 NA 28% 99%
ALGEBRA 1 - EOC
Grade Level Comparison
Year
Level II
Satisfactory
Phase-In 1
Level III
Advanced
Level II Satisfactory
Phase-In 2
(Effective 2015-16)
8 EOC 2013-2014 87% 17% N/A
Algebra 2014-2015 100% 52% 97%
2015-2016 55% 99%
ENGLISH – END OF COURSE
Grade Level Comparison Year Level II
Satisfactory
Level III
Advanced
Level II Satisfactory
Phase-In 2
278
Section 9
Westlake Academy Overview
Phase-In 1 (Effective 2015-16)
2013-2014 97% 35% N/A
9 – English I 2014-2015 100% 60% 100%
2015-2016 46% 99%
2013-2014 95% 9% N/A
10 – English II 2014-2015 99% 24% 99%
2015-2016 35% 100%
HUMANITIES
Grade Level Comparison
Year
Level II
Satisfactory
Phase-In 1
Level III
Advanced
Level II Satisfactory Phase-
In 2
(Effective 2015-16)
2013-2014 80% 9% N/A
8 2014-2015 99% 31% 89.5%
2015-2016 55% 99%
11 EOC 2013-2014 98% 22% N/A
U.S. History 2014-2015 100% 62% 100%
2015-2016 71% 100%
SCIENCE
Grade Level Comparison
Year
Level II
Satisfactory
Phase-In 1
Level III
Advanced
Level II Satisfactory
Phase-In 2
(Effective 2015-16)
5
2013-2014 94% 13% N/A
2014-2015 87% 20% 83%
2015-2016 2% 88%
2013-2014 87% 26% N/A
8 2014-2015 97% 28% 88%
2015-2016 39% 99%
9 EOC 2013-2014 100% 34% N/A
Biology 2014-2015 99% 38% 88%
2015-2016 46% 100%
279
Section 9
Westlake Academy Overview
BENCHMARK DATA
Westlake Academy was upgraded from a four and one half stars to a five star rating from the Texas State
Comptroller’s FAST School District Rating System in 2016 for providing quality education at a reasonable per
student cost. This was an upgrade from the prior score of four and one/half. Future enrollment increases will
further improve efficiencies and reduce per student cost.
Using both academic progress and spending levels at Texas' school districts and individual school campuses,
each district and campus has been assigned a Smart Score of one to five stars, indicating its success in combining
cost-effective spending with the achievement of measurable student academic progress compared with
their fiscal peers. Five stars reflect the strongest relative progress combined with the lowest relative spending.
The State’s school and district comparison calculations use three-year averages to get more stable and
persistent measures with less year-to-year volatility. Thus, the 2016 TXSmartSchools results are based on data
from the 2014-2015, 2013-2014, and 2012-2013 school years.
Spending Index Very Low Spending
Composite Academic Progress Quintile Very High Academic Progress
TEA Accountability Rating Met Standard
District Name
Total
Students
Composite
Academic
Progress
Percentile
Adjusted
Spending
Per Student
Charter
School
%
LEP
% Special
Education
% Student
Mobility
Chaparral Star Academy 358 0.14 $5,921.00 1 0.0 2.5 23.3
Treetops School International 363 0.074 $6,592.67 1 0.0 5.8 6.3
Dodd City ISD 385 0.076 $8,716.67 0 1.6 8.6 9.0
Mumford ISD 612 0.073 $6,772.67 0 15.0 8.2 6.2
Nova Academy (Southeast) 720 0.157 $6,506.33 1 35.4 5.7 10.8
Westlake Academy Charter School 815 0.174 $8,893.00 1 0.0 4.4 4.4
Burnham Wood Charter School 968 0.116 $7,973.00 1 22.9 4.0 11.1
Lone Oak ISD 997 0.092 $7,436.00 0 1.2 12.8 14.1
Ser-Ninos Charter School 1,031 0.115 $6,895.33 1 90.8 4.0 4.1
Meridian World School LLC 1,064 0.09 $6,614.67 1 2.8 4.4 10.3
Brock ISD 1,172 0.078 $7,513.00 0 2.1 5.7 10.6
280
Section 9
Westlake Academy Overview
Benchmarking against the surrounding local ISDs, Westlake Academy’s expenditures are near the median when
comparing expenditures per student, excluding debt service and capital expenditures. Westlake’s student-
teacher ratio compares favorably to surrounding student districts.
Per-Pupil Expenditure Comparison
Fiscal Year Westlake
Academy
Carroll
ISD
Northwest
ISD
Keller
ISD
09/10 $ 8,457 $ 9,667 $ 10,102 $ 6,298
10/11 9,921 10,137 9,770 6,565
11/12 8,772 10,035 8,717 6,017
12/13 8,264 10,178 8,105 6,536
13/14 9,694 10,346 7,588 6,998
14/15 9,146 11,571 7,983 7,624
Student-Teacher Ratio Comparison
Fiscal
Year
Westlake
Academy
Keller
ISD
Northwest
ISD
Carroll
ISD
State
Average
11/12 14.3 17.16 16.0 15.0 15.4
12/13 14.0 17.1 15.9 15.1 15.5
13/14 13.8 16.6 16.0 14.9 15.5
14/15 13.5 15.6 15.4 14.8 15.2
15/16 13.1 Data N/A Data N/A Data N/A Data N/A
281
Section 9
Westlake Academy Overview
PERSONNEL & STAFFING
The following charts break down the number of employees by job function (primary school teachers, secondary
school teachers, instructional administration, etc.). Employee growth has been driven by Academy expansions
as the school matured into a full K-12 campus.
Estimated
FY 15/16
Proposed
FY 16/17 Change
Secondary - Art 2.32 2.16 (0.16)
Secondary - Business Mgmt - 1.00 1.00
Secondary - Foreign Lang. 4.32 4.00 (0.32)
Secondary - Humanities 3.92 4.33 0.41
Secondary - Science 4.00 3.84 (0.16)
Secondary Staffing 32.06 32.83 0.77
Teaching Aides 8.50 7.00 (1.50)
Support Staffing 15.50 14.00 (1.50)
Dyslexia/ Literacy - 1.00 1.00
Special Education 3.25 3.00 (0.25)
Speech 1.00 - (1.00)
Specialist Staffing 6.25 6.00 (0.25)
Facilities Day Porter 1.00 - (1.00)
Facilities Technician 1.00 2.00 1.00
Facilities Staffing 2.00 2.00 -
Total Positions Changes 95.31 94.33 (0.98)
2.50 3.00 4.00 4.50 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 32.83 12.65 13.27
13.97
18.10
15.50 14.00
2.33 3.50
3.50
5.00
6.25 6.00
1.50
1.50
1.50
1.50
1.50 1.50
1.60
1.60
1.60
2.00
2.00 2.00
1.80 1.80
1.80
1.10
2.00 2.00
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
Defined Employee Groups by FTE
IT Dept
Facilities
Foundation
Specialist
Support
Secondary
Primary
Coordinators
Principals
Proposed FY16/17 Positions are
projected to decreased by .98
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Section 9
Westlake Academy Overview
Estimated
FY 15/16
Proposed
FY 16/17 Change
Executive Director 1.00 1.00 -
Primary Principal 1.00 1.00 -
Secondary Principal 1.00 1.00 -
Asst. Secondary Principal 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 -
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 2.16 (0.16)
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 4.00 (0.32)
Secondary - Grade 6 3.00 3.00 -
Secondary - Humanities 3.92 4.33 0.41
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 32.83 0.77
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)
Dyslexia/ 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 6.00 (0.25)
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 2.00 1.00
Facilities Staffing 2.00 2.00 -
IT Coordinator 1.00 1.00 -
IT Tech 1.00 1.00 -
IT Dept Staffing 2.00 2.00 -
Total Positions 95.31 94.33 (0.98)
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Very
Satisfied or
Satisfied
71%
Dissatisfied
15%
Neutral
14%
Overall Satisfaction with
Quality of Education
Very
Satisfied or
Satisfied
72%
Dissatisfied
8%
Neutral
20%
Overall Satisfaction with
the IB Framework
Very
Satisfied or
Satisfied
70%
Dissatisfied
15%
Neutral
15%
Overall Satisfaction with
Academic Progress of Child
PARENT SURVEY RESULTS
Westlake Academy is focused on delivering high quality educational services and depends upon input from our
stakeholders. Westlake Academy routinely conducts an Annual Parent Survey to help identify any future needs
and to prioritize resource allocation. The most recent Westlake Academy Parent Survey was conducted in May
of 2015 where we saw an overall decrease in the satisfaction rate of 10% with the quality of educational services
that were provided.
71% of the parent’s surveyed were very satisfied
or satisfied with the overall quality of education
Westlake Academy delivers to its students.
72% of our respondents were very satisfied or
satisfied with the IB Curriculum / Framework
70% of the parent’s surveyed were either very satisfied of
satisfied with the academic progress of their child
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Section 9
Westlake Academy Overview
FINANCIAL AWARDS
These awards are the highest form of recognition and a significant achievement that reflects the
commitment of the governing body and staff in meeting the highest principles of academic budgeting.
Since 2009 Westlake Academy has been awarded the Distinguished
Budget Presentation Award by the Government Finance Officers
Association of the United States and Canada (GFOA) for the preparation
and issuance of the annual budget. In order to receive this award, the
Academy must publish a budget document that meets program criteria
as a policy document, as an operations guide, as a financial plan, and as
a communication device.
Since 2009 Westlake Academy has been awarded the Meritorious
Budget Award by the Association of School Business Officials (ASBO) for
the preparation and issuance of the annual budget. The Meritorious
Budget Award (MBA) recognizes school districts that demonstrate
proficiency in creating clear, sound budgets while enhancing skills in
developing, analyzing, and presenting a clear and effective budget.
285
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286
287
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288
Fiscal Year 2016/2017
Adopted Estimated Proposed FY 16/17 Proposed
Budget Budget Budget vs
FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated
1 General Sales Tax -$ -$ -$ -$ 0%
2 Property Tax - - - - 0%
3 Hotel Tax - - - - 0%
4 Charge for Services - - - - 0%
5 Beverage Tax - - - - 0%
6 Franchise Fees - - - - 0%
7 Permits & Fees - - - - 0%
8 Permits & Fees Buildings - - - - 0%
9 Fines & Forfeitures - - - - 0%
10 Investment Earnings 17,144 6,900 6,900 - 0%
11 Contributions - 2,427,705 10,000 (2,417,705) -100%
12 Misc Income - - - - 0%
13 Total Revenues 17,144 2,434,605 16,900 (2,417,705) -99%
14 Transfers In 1,723,515 - 1,210,000 1,210,000 100%
15 Other Sources 8,456,145 - 8,500,000 8,500,000 100%
16 Total Other Sources 10,179,660 - 9,710,000 9,710,000 100%
17 TOTAL REVENUES & OTHER SOURCES 10,196,804$ 2,434,605$ 9,726,900$ 7,292,295$ 300%
18 Payroll Transfer In -$ -$ -$ -$ 0%
19 Payroll Transfer Out - - - - 0%
20 Total Payroll and Related - - - - 0%
21 Debt - - - - 0%
22 Economic Development - - - - 0%
23 Insurance - - - - 0%
24 Repair & Maintenance - - - - 0%
25 Rent & Utilities - - - - 0%
26 Services - - - - 0%
27 Supplies - - - - 0%
28 Water Purchases - - - - 0%
29 Total Operations & Maintenance - - - - 0%
30 TOTAL OPERATING EXPENDITURES - - - - 0%
31 Capital Outlay - - - - 0%
32 Projects - Maintenance & Replacement Funds - - - - 0%
33 Projects - Capital & Expansions Funds 5,241,000 2,298,300 9,455,585 7,157,285 311%
34 Total Capital 5,241,000 2,298,300 9,455,585 7,157,285 311%
35 Transfers Out - - - - 0%
36 Other Uses - - - - 0%
37 Total Other Uses - - - - 0%
38 TOTAL NON-OPERATING EXPENDITURES 5,241,000 2,298,300 9,455,585 7,157,285 311%
39 TOTAL EXPENDITURES & OTHER USES 5,241,000 2,298,300 9,455,585 7,157,285 311%
40 EXCESS REVENUES OVER(UNDER) EXPENDITURES 4,955,804 136,305 271,315 135,010 -99%
41 FUND BALANCE, BEGINNING 2,540,736 2,540,736 2,687,041 136,305 5%
42 FUND BALANCE, ENDING 7,496,540 2,677,041 2,948,356 271,315 10%
43 Restricted/Assigned/Committed Funds 7,496,540 2,677,041 2,948,356 271,315 10%
44 UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ 0%
45 Cash 7,496,540$ 2,677,041$ 2,948,356$ 271,315$ 10%
46 - 0%
47 - 0%
48 - 0%
49 - 0%
50 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 7,496,540 2,677,041 2,948,356 271,315 10%
RESTRICTED/ASSIGNED/COMMITTED FUNDS
REVENUES & OTHER SOURCES
EXPENDITURES & OTHER USES
C A P I T A L P R O J E C T F U N D S
Combined Program Summary
289
CAPITAL PROJECTS FUND
COMBINING REVENUES, EXPENDITURES AND FUND BALANCE
FISCAL YEAR 2016/2017
Capital Fund Expansion
Fund TOTAL
REVENUES AND OTHER SOURCES
1 General Sales Tax $ - $ - $ -
2 Property Tax - - -
3 Charge for Services - - -
4 Hotel Tax - - -
5 Beverage Tax - - -
6 Franchise Fees - - -
7 Permits and Fees - - -
8 Permits and Fees Building - - -
9 Fines and Forfeitures - - -
10 Investment Earnings 6,000 900 6,900
11 Contributions 10,000 - 10,000
12 Misc Income - - -
13 Total Revenues 16,000 900 16,900
14 Transfers In - 1,210,000 1,210,000
15 Other Sources 8,500,000 - 8,500,000
16 Total Other Sources 8,500,000 1,210,000 9,710,000
17 TOTAL REVENUES AND OTHER SOURCES $ 8,516,000 $ 1,210,900 $ 9,726,900
18 EXPENDITURES AND OTHER USES
19 Payroll Transfers In $ - $ - $ -
20 Payroll Transfers Out - - -
21 Total Payroll & Related - - -
22 Debt - - -
23 Economimc Development - - -
24 Insurance - - -
25 Repair & Maintenance - - -
26 Rent & Utilities - - -
27 Services - - -
28 Supplies - - -
29 Water Purchases - - -
30 Total Operations & Maintenance - - -
31 Capital Outlay - - -
32 Projects - Maintenance & Replacement Funds - - -
33 Capital Project Funds 9,455,585 - 9,455,585
34 Total Capital 9,455,585 - 9,455,585
35 Transfers Out - - -
36 Other Uses - - -
37 Total Other Uses - - -
38 TOTAL EXPENDITURES AND OTHER USES 9,455,585 - 9,455,585
39 EXCESS REVENUES OVER (UNDER) EXPENDITURES (939,585) 1,210,900 271,315
40 BEGINNING FUND BALANCE 2,280,388 396,653 2,677,041
41 ENDING FUND BALANCE $ 1,340,803 $ 1,607,553 $ 2,948,356
290
Capital
Projects
Fund
291
Capital Projects Fund
Program Summary
Fiscal Year 2016/2017
Adopted Estimated Proposed FY 16/17 Proposed
Budget Budget Budget
FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated
1 General Sales Tax -$ -$ -$ -$ 0%
2 Property Tax - - - - 0%
3 Charge for Service - - - - 0%
4 Hotel Occupancy Tax - - - - 0%
5 Beverage Tax - - - - 0%
6 Franchise Fees - - - - 0%
7 Permits & Fees - - - - 0%
8 Permits & Fees Building - - - - 0%
9 Fines & Forfeitures - - - - 0%
10 Investment Earnings 16,644 6,000 6,000 - 0%
11 Contributions - 2,427,705 10,000 (2,417,705) -100%
12 Misc Income - - - - 0%
13 Total Revenues 16,644 2,433,705 16,000 (2,417,705) -99%
14 Transfers In 1,273,515 - - - 0%
15 Other Sources 8,456,145 - 8,500,000 8,500,000 100%
16 Total Other Sources 9,729,660 - 8,500,000 8,500,000 100%
17 TOTAL REVENUES & OTHER SOURCES 9,746,304$ 2,433,705$ 8,516,000$ 6,082,295$ 250%
18 Payroll Salaries -$ -$ -$ -$ 0%
19 Payroll Transfers - - - - 0%
20 Total Payroll and Related - - - - 0%
21 Debt - - - - 0%
22 Economic Development - - - - 0%
23 Insurance - - - - 0%
24 Repair & Maintenance - - - - 0%
25 Rent & Utilities - - - - 0%
26 Services - - - - 0%
27 Supplies - - - - 0%
28 Water Purchases - - - - 0%
29 Total Operations & Maintenance - - - - 0%
30 TOTAL OPERATING EXPENDITURES - - - - 0%
31 Capital Outlay - - - - 0%
32 Capital Projects 5,241,000 2,298,300 9,455,585 7,157,285 311%
33 Total Capital 5,241,000 2,298,300 9,455,585 7,157,285 311%
34 Transfers Out - Operating - - - - 0%
35 Transfers Out - Non Operating - - - - 0%
36 Total Other Uses - - - - 0%
37 TOTAL NON-OPERATING EXPENDITURES 5,241,000 2,298,300 9,455,585 7,157,285 311%
38 TOTAL EXPENDITURES & OTHER USES 5,241,000 2,298,300 9,455,585 7,157,285 311%
39 EXCESS REVENUES OVER(UNDER) EXPENDITURES 4,505,304 135,404.59 (939,585) (1,074,990) 794%
40 FUND BALANCE, BEGINNING 2,144,983 2,144,983 2,280,388 135,405 6%
41 FUND BALANCE, ENDING 6,650,287 2,280,388 1,340,803 (939,585) -41%
42 Restricted/Assigned/Committed Funds 6,650,287 2,280,388 1,340,803 (939,585) -41%
43 UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ 0%
44 Cash 410 10110 00 000 6,650,287$ 2,280,388$ 1,340,803$ (939,585)$ -41%
45
46
47
48
49 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 6,650,287$ 2,280,388$ 1,340,803$ (939,585)$ -41%
vs
REVENUES & OTHER SOURCES
EXPENDITURES & OTHER USES
RESTRICTED/ASSIGNED/COMMITED FUNDS
292
Section 10 Capital Project Funds
Capital Project Fund Overview
The Capital Projects Fund tracks major equipment, land, and infrastructure projects of $25,000 or
more financed with General Fund operating transfers, intergovernmental revenue, bond
proceeds and Special Revenue Fund transfers. Project completion or procurement may extend
across two or more fiscal years and reflect multiple expenditure categories such as engineering,
design and construction.
Completed capital projects often have a continuing fiscal impact on the Town’s operating
funds due to routine maintenance, repair, and daily operating costs. When an ongoing
operating impact has been identified, it is included on the project description sheet, and costs
are projected for the next three years. Upon approval of the project, the ongoing fiscal impact
is integrated into the operating budget.
Revenues and Other Sources
• Revenues are budgeted to be $8,506,000.
• A 291% increase of $6,331,835 from prior year estimated revenues of $2,174,165.
• This change is due to:
o Anticipated bond proceeds of approximately $8,500,000 for land and
construction costs related to the Fire Station/EMS Complex.
o A decrease of $2,168,165 in contributions. The prior year included $1.998M land
contribution for the Fire Station/EMS Complex.
Expenditures
• Expenditures are budgeted to be $9,455,585
• A 311% increase of $7,157,285 from prior year estimated revenues of $2,298,300.
FY16/17 Project Descriptions Amount
Fire Station Complex $ 8,430,500
E. Dove Rd Recon/Drain Vaq-TB 691,085
WA Outdoor Science Project 64,000
FM 1938/Dove Road Signalization 260,000
FM 1938/Solana Traffic Signalization 10,000
TOTAL CAPITAL PROJECTS $ 9,455 585
Fund Balance
• The ending fund balance is projected to be $1,071,263
293
Project Estimated PROPOSED
No.Description FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 TOTALS TOTALS
Interest Income 6,000$ 6,000$ 6,000$ 6,000$ 6,000$ 6,000$ 24,000$ 36,000$
TOTAL 6,000 6,000 6,000 6,000 6,000 6,000 24,000 36,000
34 Bonds - - - - 453,000 - 453,000 453,000
34 S. Roanoke Road Recon & Drainage - - - - (453,000) - (453,000) (453,000)
NET (FUNDS PROVIDED WITH FUND BALANCE)- - - - - - - -
40 Cash - - - - - - - -
40 Sam School Road Recon & Drainage - - (281,960) - - - (281,960) (281,960)
NET (FUNDS PROVIDED WITH FUND BALANCE)- - (281,960) - - - (281,960) (281,960)
41 Cash - - - - - - - -
41 E. Dove Road Recon & Drainage (Vaq - TB)(75,000) (691,085) - - - - - (766,085)
NET (FUNDS PROVIDED WITH FUND BALANCE)(75,000) (691,085) - - - - - (766,085)
52 Bonds - - - - 300,949 - 300,949 300,949
52 Trail - Westlake Academy to Cemetery - - - - (300,949) - (300,949) (300,949)
NET (FUNDS PROVIDED WITH FUND BALANCE)- - - - - - - -
53 Bonds - - - 290,016 - - 290,016 290,016
53 Trail - Dove/Pearson/Aspen - - - (290,016) - - (290,016) (290,016)
NET (FUNDS PROVIDED WITH FUND BALANCE)- - - - - - - -
58 Bonds - - - - 983,954 - 983,954 983,954
58 Ottinger Road Recon/Drainage - - - - (983,954) - (983,954) (983,954)
NET (FUNDS PROVIDED WITH FUND BALANCE)- - - - - - - -
60 Bonds - - - 404,125 - - 404,125 404,125
60 Pearson Lane Recon/Drainage Revenue - - - (404,125) - - (404,125) (404,125)
NET (FUNDS PROVIDED WITH FUND BALANCE)- - - - - - - -
64 Cash - - - - - - - -
64 Bonds 50,000 8,450,000 - - - - - 8,500,000
64 Contribution (land)1,998,000 - - - - - - 1,998,000
64 Fire Station Complex Project (2,048,000) (8,288,000) (502,145) - - - (502,145) (10,838,145)
NET (FUNDS PROVIDED WITH FUND BALANCE)- 162,000 (502,145) - - - (502,145) (340,145)
65 Cash - - - - - - - -
65 Maintenance & Storage Facility - - (41,200) - - - (41,200) (41,200)
NET (FUNDS PROVIDED WITH FUND BALANCE)- - (41,200) - - - (41,200) (41,200)
68 Cash - 241,210 - - - - - 241,210
68 Contribution 26,390 - - - - - - 26,390
68 Dove Rd/FM1938 Signalization (10,000) (260,000) - - - - - (270,000)
NET (FUNDS PROVIDED WITH FUND BALANCE)16,390 (18,790) - - - - - (2,400)
69 Contribution 21,850 - - - - - - 21,850
69 Solana/SH114 Signal - - - - - - - -
NET (FUNDS PROVIDED WITH FUND BALANCE)21,850 - - - - - - 21,850
70 Contribution 259,540 10,000 - - - - - 269,540
70 Solana/FM1938 Signal (102,000) (10,000) - - - - - (112,000)
NET (FUNDS PROVIDED WITH FUND BALANCE)157,540 - - - - - - 157,540
71 Cash - - - - - - - -
71 Contribution 102,200 - - - - - - 102,200
71 WA Outdoor Science Project (43,575) (64,000) - - - - - (107,575)
NET (FUNDS PROVIDED WITH FUND BALANCE)58,625 (64,000) - - - - - (5,375)
72 Contribution 19,725 - - - - - - 19,725
72 WA Bleachers and Film Tower (19,725) - - - - - - (19,725)
NET (FUNDS PROVIDED WITH FUND BALANCE)- - - - - - - -
5 Year Projection
Capital Projects Fund
Projection
294
Westlake
Academy
Expansion
295
Westlake Academy Expansion Fund
Program Summary
Fiscal Year 2016/2017
Adopted Estimated Proposed FY 16/17 Proposed
Budget Budget Budget
FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated
1 General Sales Tax -$ -$ -$ -$ 0%
2 Property Tax - - - - 0%
3 Charge for Service - - - - 0%
4 Hotel Occupancy Tax - - - - 0%
5 Beverage Tax - - - - 0%
6 Franchise Fees - - - - 0%
7 Permits & Fees - - - - 0%
8 Permits & Fees Building - - - - 0%
9 Fines & Forfeitures - - - - 0%
10 Investment Earnings 500 900 900 - 0%
11 Contributions - - - - 0%
12 Misc Income - - - - 0%
13 Total Revenues 500 900 900 - 0%
14 Transfers In 450,000 - 1,210,000 1,210,000 100%
15 Other Sources - - - - 0%
16 Total Other Sources 450,000 - 1,210,000 1,210,000 100%
17 TOTAL REVENUES & OTHER SOURCES 450,500$ 900$ 1,210,900$ 1,210,000$ 134444%
18 Payroll Salaries -$ -$ -$ -$ 0%
19 Payroll Transfers - - - - 0%
20 Total Payroll and Related - - - - 0%
21 Debt - - - - 0%
22 Economic Development - - - - 0%
23 Insurance - - - - 0%
24 Repair & Maintenance - - - - 0%
25 Rent & Utilities - - - - 0%
26 Services - - - - 0%
27 Supplies - - - - 0%
28 Water Purchases - - - - 0%
29 Total Operations & Maintenance - - - - 0%
30 TOTAL OPERATING EXPENDITURES - - - - 0%
31 Capital Outlay - - - - 0%
32 Capital Projects - - - - 0%
33 Total Capital - - - - 0%
34 Transfers Out - Operating - - - - 0%
35 Transfers Out - Non Operating - - - - 0%
36 Total Other Uses - - - - 0%
37 TOTAL NON-OPERATING EXPENDITURES - - - - 0%
38 TOTAL EXPENDITURES & OTHER USES - - - - 0%
39 EXCESS REVENUES OVER(UNDER) EXPENDITURES 450,500 900 1,210,900 1,210,000 -134444%
40 FUND BALANCE, BEGINNING 395,753 395,753 396,653 900 0%
41 FUND BALANCE, ENDING 846,253 396,653 1,607,553 1,210,900 305%
42 Restricted/Assigned/Committed Funds 846,253 396,653 1,607,553 1,210,900 305%
43 UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ 0%
44 Cash 412 10110 00 000 846,253$ 396,653$ 1,607,553$ 1,210,900$ 305%
45
46
47
48
49 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 846,253$ 396,653$ 1,607,553$ 1,210,900$ 305%
vs
REVENUES & OTHER SOURCES
EXPENDITURES & OTHER USES
RESTRICTED/ASSIGNED/COMMITED FUNDS
296
Section 10 Capital Project Funds
Westlake Academy Expansion Overview
The Westlake Academy Expansion (WAE) Fund tracks and accumulates resources intended to
finance future Academy expansions.
In FY 2012/13, approximately 8.5 million dollars of bond proceeds were used to fund construction
of three new buildings at Westlake Academy with the final expenditures continuing into FY 13/14:
• Cafetorium – includes stage, dressing area, storage and catering kitchen for dining and
general purposes; approximately 9,600 sf.
• Three story Secondary School - includes 15 classrooms, flex and office space; designed to
allow for future addition if needed; approximately18,900 sf.
• Field-house - houses locker rooms used for both athletics and PE, including a visiting team
locker room; storage for equipment; offices and space to be used for the PE program;
approximately 9,600 sf.
In February of 2013, an Economic Development Agreement was executed between the Town
and Maguire Partners-Solana Land, L.P. that requires the developer to pay $10,000 for each
residential lot associated with the Granada subdivision.
In FY 14/15 the Town received $410,000 associated with the completion and acceptance of
Granada Phase I infrastructure. The Town is anticipating additional lots will be final platted
during FY 16/17 as part of Granada Phase II, Entrada and Quail Hollow subdivisions. Note that
these payments are recorded in the Economic Development Fund and transferred to the WAE
Fund.
Revenues and Transfers In
• Revenues are budgeted to be $1,210,900
o $1,210,000 transfers in from the Economic Development Fund
o $900 from investment earnings
Expenditures
• There are no proposed expenditures.
Fund Balance
• The ending fund balance is projected to be $1,607,553.
Current Unfunded Academy Expansion Projects
PROJECT DESCRIPTION TOTAL
15 Classroom Secondary Addition $ 4,676,839
4 Classroom Kindergarten Addition 2,996,035
Art & Science Classrooms 1,934,422
Performing Arts Center 5,391,638
Sports Field Lighting 285,000
TOTAL ACADEMY IMPROVEMENTS $ 15,283,934
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300
Section 11
Capital Improvement Plan
Introduction
This document provides a comprehensive plan of capital improvements that are to be
undertaken by the Town over the next five (5) years. Cost estimates and financing
methods for the improvements are included and are referenced by individual project.
The development of the 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
301
Section 11
Capital Improvement Plan
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
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.
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.
302
Section 11
Capital Improvement Plan
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
parameters and breadth of those capital needs. These projects may be moved to the
303
Section 11
Capital Improvement Plan
“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.
$0
$5
$10
$15
$20
FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21
$2.146
$9.820
$0.683 $1.738 $0.383
$3.110
$16.911 $19.016
Funded Unfunded
304
Funded
Capital
305
Proj Totals Thru FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FIVE YEAR PROJECT
No.Project Description FY 14/15 Estimated TOTAL TOTAL
1 CP64 Fire Station Complex 19,500 50,000 8,430,500 359,643 - - - 8,790,143$ 8,859,643$
1 CP64 Fire Station Complex (Land)- 1,998,000 - - - - - -$ 1,998,000$
2 CP71 WA Outdoor Learning Space - 43,575 64,000 - - - - 64,000 107,575
3 CP72 WA Bleachers/Film Tower - 19,725 - - - - - - 19,725
3 CP65 Maintenance & Storage Facility - - - 41,200 - - - 41,200 41,200
4 19,500$ 2,111,300$ 8,494,500$ 400,843$ -$ -$ -$ 8,895,343$ 11,026,143$
5 CP34 Roanoke Road Recon/Drain South 2,900 - - - - 453,000 - 453,000$ 455,900$
7 CP40 Sam School Rd Recon/Drainage - - - 281,960 - - - 281,960 281,960
8 CP41 Dove Rd Recon/Drain (Vaq/TB)- 75,000 691,085 - - - - 691,085 766,085
9 CP60 Pearson Lane Recon/Drainage - - - - 404,125 - - 404,125 404,125
10 CP53 Trail - Dove/Pearson/Aspen - - - - 290,016 - - 290,016 290,016
11 CP58 Ottinger Road Recon/Drainage - - - - - 983,954 - 983,954 983,954
12 CP52 Trail - Academy to Cemetery - - - - - 300,949 - 300,949 300,949
6 CP68 FM 1938/Dove Road Signalization 2,400 10,000 260,000 - - - - 260,000 272,400
#REF!CP 70 FM 1938/Solana Traffic Signalization 157,541 102,000 10,000 - - - - 10,000 269,541
13 162,841$ 187,000$ 961,085$ 281,960$ 694,141$ 1,737,903$ -$ 3,675,089$ 4,024,930$
14 182,341$ 2,298,300$ 9,455,585$ 682,803$ 694,141$ 1,737,903$ -$ 12,570,432$ 15,051,073$
15 UF31 N1 Sewer Line Transfer I&I 246,121 - 96,435 - - - - 96,435 342,556
16 246,121 - 96,435 - - - - 96,435 342,556
17 $ 428,461 $ 2,298,300 $ 9,552,020 $ 682,803 $ 694,141 $ 1,737,903 $ - $ 12,666,867 $ 15,393,628
18 Totals Thru FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FIVE YEAR PROJECTS
19 FY 14/15 Estimated TOTAL COST
19 Contributions 157,541$ 1,998,000$ 10,000$ -$ -$ -$ -$ 10,000$ 2,165,541$
20 Cash 251,421 250,300 1,111,520 682,803 - - - 1,794,323 2,296,044
21 FY 16/17 Fire Station - 30 yr Bonds 19,500 50,000 8,430,500 - - - - 8,430,500 8,500,000
22 FY 18/19 Street/Trail - 20 yr Bonds - - - - 694,141 1,737,903 - 2,432,044 2,432,044
23 $ 428,461 $ 2,298,300 $ 9,552,020 $ 682,803 $ 694,141 $ 1,737,903 $ - $ 12,666,867 $ 15,393,628
- - - - - - - -
ALL FUNDED AND PROPOSED CAPITAL PROJECTSFIVE YEAR PROJECTION
TOTAL GOVERNMENTAL PROJECTS
new project added or moved from unfunded (under consideration) this year
----------------------------Five Year Projection----------------------------
Sub-Total - Road/Street/Trail Improvements
Sub-Total - Facilities Improvements
GRAND TOTAL
GRAND TOTAL ALL PROJECTS
TOTAL UTILITY FUND PROJECTS
FUNDING ANALYSIS
306
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 50,000 650,000 4,100 - - 704,100
Construction - 5,000,000 317,545 - - 5,317,545
Design 19,500 - 332,500 180,500 - - 532,500
FF&E - - 275,000 - - - - 275,000
IT/Security - - 212,500 - - - - 212,500
Contingency - - 150,000 - - - - 150,000
Contingency-Exterior only - 1,368,000 1,368,000
Other (Foundation) - - 300,000 - - - - 300,000
PROJECT EXPENDITURES 19,500 50,000 8,288,000 502,145 - - - 8,859,645
Land (Per appraisal) - 1,998,000 - - - - - 1,998,000
PROJECT TOTAL 19,500 2,048,000 8,288,000 502,145 - - - 10,857,645
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 50,000 (69,500) 359,645 - - - 359,645
Bonds 2015/16 CO - - 8,500,000 - - - - 8,500,000
Contributions (in-kind) - 1,998,000 - - 1,998,000
FUNDING TOTAL 19,500 2,048,000 8,430,500 359,645 - - - 10,857,645
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 - - 159,000 422,807 422,807 422,807 422,807
OPERATING IMPACT - - 159,000 422,807 547,430 519,669 516,975 -
5 Year Projection
FUNDED CAPITAL IMPROVEMENT
Fire Station Complex
This project will provide a fire station, which includes 3-4 bays, sleeping
areas for staff members, kitchen/food preparation, storage, multi-purpose
space to serve as a community/staff training room and offices for
administration. The station is estimated to be approximately 15K to 18K
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 by private
donation and foundation upgrades; however, it does not include any
apparatus or a fire training facility. While construction costs have
increased from 8%-12%, this project only includes an increase of 5%.
PROJECT EXPENSE
5 Year Projection
PROJECT FUNDING
5 Year Projection
IMPACT ON OPERATING BUDGET
307
Project Description:
410-74400-00-000-000071 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 - 35,575 64,000 - - - - 99,575
Design - 8,000 - - - - - 8,000
FF&E - - - - - - - -
IT/Security - - - - - - - -
Contingency - - - - - - - -
Other (Foundation) - - - - - - - -
Other Admin cost - - - - - - - -
EXPENDITURES TOTAL - 43,575 64,000 - - - - 107,575
410-33700-00-000-000071 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) - - 5,375 - - - - 5,375
Transfer in from General Fund - - - - - - - -
Transfer in from Utility Fund - - - - - - - -
Grant - Foundation - 102,200 - - - - - 102,200
Other - - - - - - - -
FUNDING TOTAL - 102,200 5,375 - - - - 107,575
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
PROJECT EXPENSE
5 Year Projection
PROJECT FUNDING
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.
308
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
309
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 - - - - 50,000 - 52,900
Construction - - - - - 403,000 - 403,000
Design - - - - - - - -
Contingency - - - - - - - -
Other - - - - - - - -
EXPENDITURES TOTAL 2,900 - - - - 453,000 - 455,900
vision link 2,900 0 0 0 0 453,000 0
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) 2,900 - - - - - - 2,900
Contributions/Grants - - - - - - - -
Bonds 2018/19 - - - - - 453,000 - 453,000
Unfunded - - - - - - - -
Other - - - - - - - -
FUNDING TOTAL 2,900 - - - - 453,000 - 455,900
vision link 0 0 0 0 0 453,000 0
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
310
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
vision link 0 0 0 281,960 0 0 0
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
vision link 0 0 0 0 0 0 0
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.
311
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
vision link 0 75,000 691,085 0 0 0 0
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) - 366,000 400,085 - - - - 766,085
Contributions/Grants - - - - - - - -
Bonds 2017/18 CO - - - - - - - -
Unfunded - - - - - - - -
Other - - - - - - - -
FUNDING TOTAL - 366,000 400,085 - - - - 766,085
vision link 0 0 400,085 0 0 0 0
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 - - - - - 5,000 5,150
Rent & Utilities - - - - - - -
Debt Service - - - - - - -
OPERATING IMPACT - - - - - 5,000 5,150 -
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.
312
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
vision link 0 0 0 0 694,141 0 0
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
vision link 0 0 0 0 694,141 0 0
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
Grand Total $694,141
313
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
vision link 0 0 0 0 0 1,284,903 0
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
vision link 0 0 0 0 0 1,284,903 0
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
314
Project Description:
410-73000-00-000-000068 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 2,400 10,000 - - - - - 12,400
Construction - - 260,000 - - - - 260,000
Design - - - - - - - -
Contingency - - - - - - - -
Other - - - - - - - -
EXPENDITURES TOTAL 2,400 10,000 260,000 - - - - 272,400
vision link 2,900 0 0 0 0 453,000 0
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) 2,400 - 243,611 246,011
Contributions/Grants (Fidelity) - 26,389 - - - - - 26,389
Bonds - - - - - - - -
Unfunded - - - - - - - -
Other - - - - - - - -
FUNDING TOTAL 2,400 26,389 243,611 - - - - 272,400
vision link 0 0 0 0 0 453,000 0
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 - - 200 200 200 200 200
Debt Service - - - - - - -
OPERATING IMPACT - - 200 200 200 200 200 -
5 Year Projection
IMPACT ON OPERATING BUDGET
5 Year Projection
FUNDED CAPITAL IMPROVEMENT
F 1938/Dove Road Signalization
This project will provide for the signalization of the FM 1938 and Dove Road intersection
consistent with the enhancements at SH 114. The need to signalize is being caused by
the proposed signalization of FM 1938 and Solana Blvd/Capital Pkwy that is currently
included with the Entrada development improvements. The installation of a proposed
traffic signal at FM 1938 and Solana Blvd/Capital Pkwy. in connection with the Granada
and Entrada developments intersection would increase traffic congestion and safety at
the FM 1938 and Dove Road intersection. While FM 1938 is a TxDOT roadway, the
cost to signalize will be the responsibility of the Town. Staff will continue to pursue
TxDOT funding for signalization of this intersection.
PROJECT EXPENSE
5 Year Projection
PROJECT FUNDING
315
Project Description:
410-73000-00-000-000070 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 157,540 102,000 10,000 - - - - 269,540
Design - - - - - - - -
Contingency - - - - - - - -
Other - - - - - - - -
EXPENDITURES TOTAL 157,540 102,000 10,000 - - - - 269,540
vision link 2,900 0 0 0 0 453,000 0
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
Contributions/Grants
Entrada PID - 217,413 10,000 - - - - 227,413
Granada - 15,738 - - - - - 15,738
Fidelity - 26,389 - - - - - 26,389
Other - - - - - - - -
FUNDING TOTAL - 259,540 10,000 - - - - 269,540
vision link 0 0 0 0 0 453,000 0
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 - - 200 200 200 200 200
Debt Service - - - - - - -
OPERATING IMPACT - - 200 200 200 200 200 -
FUNDED CAPITAL IMPROVEMENT
FM 1938/Solana Traffic Signalization
5 Year Projection
This project will provide for the signalization of the FM 1938 and Solana Blvd intersection
consistent with the enhancements at SH 114. The installation of the proposed traffic
signals is in connection with the granada and Entrada developments that would increase
traffic congestion and frustration. Staff is also currently working with TxDot for a
proposed signal at the FM 1938/Dove Road intersection.
PROJECT EXPENSE
5 Year Projection
PROJECT FUNDING
5 Year Projection
IMPACT ON OPERATING BUDGET
316
Project Description:
Totals Thru Estimated Project
EXPENDITURE TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Total
Engineering 123,061 - - - - - 123,061
Construction 123,061 - - 96,435 - - - 219,496
Design - - - - - - - -
Contingency - - - - - - - -
Other - - - - - - - -
EXPENDITURES TOTAL 246,121 - - 96,435 - - - 342,556
Totals Thru Estimated Project
FUNDING TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Total
Cash/Transfers 246,121 - - 96,435 - - - 342,556
Contributions/Grants - - - - - - - -
Bond Issuance - - - - - - - -
UnFunded - - - - - - - -
Other - - - - - - - -
FUNDING TOTAL 246,121 - - 96,435 - - - 342,556
Totals Thru Estimated
IMPACT TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 TOTAL
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair & Maintenance - - - - - - - -
Rent & Utilities - - - - - - - -
Debt Service - - - - - - -
OPERATING IMPACT - - - - - - -
5 Year Projection
5 Year Projection
IMPACT ON OPERATING BUDGET
FUNDED CAPITAL IMPROVEMENT
TRA Assumption of N-1 Sewer Line
PROJECT EXPENSE
5 Year Projection
PROJECT FUNDING
This project is intended to transfer ownership of a section of sewer line
from Westlake and Southlake to TRA. It includes the design and
construction of a metering station with SCADA equipment at the proposed
Town of Westlake "Point of Entry."
317
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318
Unfunded
Capital
319
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 Municipal Town Hall Buuilding - - - - - 318,000 8,903,455 9,221,455
2 WA Phase II - 15 Classroom Secondary Addition - - - - - 4,676,839 - 4,676,839
3 WA Phase II - 4 Classroom Kindergarten Addition - - - - - 2,996,035 - 2,996,035
4 WA Phase III - Art & Science Classrooms - - - - - - 1,934,422 1,934,422
5 WA Phase III - Performing Arts Center - - - - - - 5,391,638 5,391,638
6 WA Sports Field Lighting - - - 285,000 - - - 285,000
7 Total Facilities Improvements -$ -$ -$ 285,000$ -$ 7,990,874$ 16,229,515$ 24,505,389$
8
9
10 Glenwyck Farms Telecommunications Ductbank - - - - - 720,000 720,000
11 Hwy 377 Landscape Improvements - - - - - 742,000 - 742,000
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 SH 114/170 Enhancements (moved from Funded after 1st
project completed) 239,433 - - 5,000 1,000,000 - - 1,244,433
17 SH 114/170 Enhancements (Contributions) - - - - 2,000,000 - - 2,000,000
18 Total Road/Street Improvements/Trails 239,433$ -$ -$ 5,000$ 3,000,000$ 1,416,238$ 2,533,215$ 7,193,886$
19
20
21 Cemetery Improvements - - - 92,700 65,564 67,531 69,557 295,352
22 15-30 Acre Community Park - - - - - 7,349,616 183,706 7,533,322
23 Roanoke Road Open Space - - - - 44,908 86,520 - 131,428
24 Total Parks/Cemetery -$ -$ -$ 92,700$ 110,472$ 7,503,667$ 253,263$ 7,960,102$
25
26
27
28
29 TOTAL UNFUNDED (UNDER DISCUSSION) 239,433$ -$ -$ 382,700$ 3,110,472$ 16,910,779$ 19,015,993$ 39,659,377$
new project added this year
FIVE YEAR PROJECTION
----------------------------Five Year Projection--------------------------
TOTAL
320
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) - - - - - 318,000 671,500 989,500
Transfer in from General Fund - - - - - - - -
Transfer in from Utility Fund - - - - - - 1,546,125 1,546,125
Contribution (Other) - - - - - - 6,685,830 6,685,830
FUNDING TOTAL - - - - - 318,000 8,903,455 9,221,455
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 26,500
Services - - - - - - 15,900 15,900
Insurance - - - - - - 5,300 5,300
Repair & Maintenance - - - - - - 31,800 31,800
Utilities ($3/sq ft) - - - - - - 63,600 63,600
OPERATING IMPACT - - - - - - 143,100 143,100
5 Year Projection
IMPACT ON OPERATING BUDGET
5 Year Projection
UNFUNDED (UNDER DISCUSSION) 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
PROJECT FUNDING
321
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
322
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
323
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
324
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
325
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
326
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 - - - - - - 720,000 720,000
Construction - - - - - - - -
Design - - - - - - - -
Contingency - - - - - - - -
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) - - - - - - 720,000 720,000
Contributions/Grants - - - - - - - -
Bonds 2016/17 CO $2.58M - - - - - - - -
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 - - - - - - - -
5 Year Projection
IMPACT ON OPERATING BUDGET
5 Year Projection
UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT
Glenwyck Farms Telcommunications Ductbank
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.
PROJECT EXPENSE
5 Year Projection
PROJECT FUNDING
327
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
328
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
329
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.
330
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 - - - 17,345 17,345
Design - - - -
Contingency - - - -
Other - - - - - - - -
EXPENDITURES TOTAL - - - - - - 17,345 17,345
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 - - - - - - 17,345 17,345
Other - - - - - - - -
FUNDING TOTAL - - - - - - 17,345 17,345
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
IMPACT ON OPERATING BUDGET
5 Year Projection
UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT
Trail Connection at 114 and Solana
This project will be a cooperative effort between Westlake,
Trophy Club, and Southlake consisting of the design and
engineering of an intra-city trail system. The
engineering/design costs will be shared with all cities.
Construction and landscaping are estimated costs until
engineering and design are completed. The Town
continues to work with DTZ to construct the trail between
Sam School Road and Hwy 114.
PROJECT EXPENSE
5 Year Projection
PROJECT FUNDING
331
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) - - - - - - 741,600 741,600
Contributions/Grants - - - - - - - -
Bonds 2011 CO $2.095M - - - - - - - -
Unfunded - - - - - - - -
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.
332
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) - - - - - - - -
Contributions/Grants 149,622 - - 2,000,000 - - 2,149,622
Bonds 2011 CO $2.095M 89,811 - - - - - - 89,811
Bonds 2018/2019 CO - - - 5,000 1,000,000 - - 1,005,000
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
333
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.
334
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
335
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
336
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338
Fiscal &
Budgetary
Policies
339
Section 12 Municipal Policies
Municipal Fiscal & Budgetary Policies
I. STATEMENT OF PURPOSE
The overall intent of the following Fiscal and Budgetary Policy Statements is to enable the
Town to achieve a long-term stable and positive financial condition. The watchwords of
the Town’s financial management include integrity, prudence, stewardship, planning,
accountability, and full disclosure.
The more specific purpose is to provide guidelines to the Town Manager and Finance
Director in planning and directing the Town’s day-to-day financial affairs and in
developing recommendations to the Town Manger and Town Council.
The scope of these policies generally span, among other issues, accounting, purchasing,
auditing, financial reporting, internal controls, operating and capital budgeting, revenue
management, cash and investment management, expenditure control, asset
management, debt management, and planning concepts, in order to:
A. Present fairly and with full disclosure the financial position and results of the financial
operations of the Town in conformity with generally accepted accounting principles
(GAAP), and
B. Determine and demonstrate compliance with finance related legal and contractual
issues in accordance with provisions of the Texas Local Government Code and other
pertinent legal documents and mandates.
The Town Council will annually review and approve the Fiscal and Budgetary Policy
Statements as part of the budget process.
II. SUMMARY OF POLICY INTENDED OUTCOMES
This policy framework mandates pursuit of the following fiscal objectives:
A. Operating Budget: Prepare, conservatively estimate revenues, present, and adopt the
Town’s annual operating plan.
B. Revenues Management: Design, maintain, and administer a revenue system that will
assure a reliable, equitable, diversified, and sufficient revenue stream to support desired
Town services.
C. Expenditure Control: Identify priority services, establish appropriate service levels, and
administer the expenditure of available resources to assure fiscal stability and the
effective and efficient delivery of services.
D. Fund Balance/Retained Earnings: Maintain the fund balance and retained earnings of
the various operating funds at levels sufficient to protect the Town’s credit worthiness as
well as its financial position from emergencies.
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E. Debt Management: Establish guidelines for debt financing that will provide needed
capital equipment and infrastructure improvements while minimizing the impact of debt
payments on current revenues.
F. Intergovernmental Relationships: Where feasible, coordinate efforts with other
governmental agencies to achieve common policy objectives, share the cost of
providing governmental services on an equitable basis and support favorable legislation
at the State and Federal level.
G. Grants: Seek, apply for and effectively administer within this policy’s guidelines, Federal,
State, and foundation grants-in-aid which address the Town’s current priorities and policy
objectives.
H. Economic Development: Initiate where feasible, encourage, and participate in
economic development efforts to create job opportunities and strengthen the local tax
base and economy
I. Fiscal Monitoring: Prepare and present regular reports that analyze, evaluate, and
forecast the Town’s financial performance and economic condition.
J. Financial Consultants: With available resources, seek out and employ the assistance of
qualified financial advisors and consultants in the management and administration of
the Town’s financial functions.
K. Accounting, Auditing, and Financial Reporting: Comply with prevailing Federal, State
and local statues and regulations. Conform to generally accepted accounting
principles as promulgated by the Government Accounting Standards Board (GASB), the
American Institute of Certified Public Accountants (AICPA), and the Government
Finance Officers Association (GFOA).
L. Capital Improvement Plan/Budget and Program: Multi-year planning, forecasting,
preparation, and control of the Town’s capital improvement plan/budget.
M. Capital Maintenance and Replacement: Annually review and monitor the state of the
Town’s capital equipment and infrastructure, setting priorities for its replacement and
renovation based on needs, finding alternatives, and availability of resources.
N. Internal Controls: To establish and maintain an internal control structure designed to
provide reasonable assurances that the Town’s assets are safeguarded and that the
possibilities for material errors in the Town’s financial records are minimized.
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III. OPERATING BUDGET
A. Preparation: Budgeting is an essential element of the financial planning, control and
evaluation process of municipal government. The “operating budget” is the Town’s
annual financial operating plan. The budget includes all of the operating departments
of the Town, the debt service fund, all capital projects funds, and the internal service
funds of the Town. The proposed budget will be prepared with the cooperation of all
Town departments, and is submitted to the Town Manager who makes any necessary
changes and transmits the document to the Town Council. A budget preparation
calendar and timetable will be established and followed in accordance with State law.
B. Revenue Estimates for Budgeting: In order to maintain a stable level of services, the Town
shall use a conservative, objective, and analytical approach when preparing revenue
estimates. The process shall include analysis of probable economic changes and their
impacts on revenues, historical collection rates, and trends in revenues. This approach
should reduce the likelihood of actual revenues falling short of budget estimates during
the year and should avoid mid-year service reductions.
C. Balanced Budget: As per State Law, current operating revenues, including Property Tax
Reduction Sales Tax transfers (which can be used for operations), will be sufficient to
support current operating expenditures. Annually recurring revenue will not be less than
annually recurring operating budget expenditures (operating budget minus capital
outlay). Debt or bond financing will not be used to finance current expenditures.
D. Proposed Budget Process: a proposed budget shall be prepared by the Town Manager
with the participation of all of the Town’s department directors.
• The proposed budget shall include four basic segments for review and evaluation: (1)
personnel costs, (2) base budget for operations and maintenance costs, (3) service
level adjustments for increases of existing service levels or additional services, and (4)
revenues.
• The proposed budget review process shall include Council participation in the review
of each of the four segments of the proposed budget and a public hearing to allow
for citizen participation in the budget preparation.
• The proposed budget process shall allow sufficient time to provide review, as well as
address policy and fiscal issues, by the Town Council.
• A copy of the proposed budget shall be filed with the Town Secretary when it is
submitted to the Town Council as well as placed on the Town’s website.
E. Budget Adoption: Upon the determination and presentation of the final iteration of the
proposed budget as established by the Council, a public hearing date and time will be
set and publicized. The Council will subsequently consider a resolution which, if adopted,
such budget becomes the Town’s Approved Annual Budget. The adopted budget will
be effective for the fiscal year beginning October 1. The approved budget will be
placed on the Town’s web site.
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F. Budget Award: Each year the Council approved operating budget will be submitted
annually to the Government Finance Officers Association (GFOA) for evaluation and
consideration for the Award for Distinguished Budget Presentation.
G. Budget Amendments: Department Directors are responsible for monitoring their
respective department budgets. The Finance Department will monitor all financial
operations. The budget team will decide whether to proceed with a budget
amendment and, if so, will then present the request to the Town Council. If the Council
decides a budget amendment is necessary, the amendment is adopted in resolution
format and the necessary budgetary changes are then made.
H. Central Control: Modifications within the operating categories (salaries, supplies,
maintenance, services, capital, etc.) can be made with the approval of the Town
Manager. Modifications to reserve categories and interdepartmental budget totals will
be made only by Town Council consent with formal briefing and Council action.
I. Planning: The budget process will be coordinated so as to identify major policy issues for
Town Council by integrating it into the Council’s overall strategic planning process for the
Town. Each department shall have a multi-year business plan that integrates with the
Town’s overall strategic plan.
J. Reporting: Monthly financial reports will be prepared by the Finance Department and
distributed to and reviewed by each Director. Information obtained from financial
reports and other operating reports is to be used by Directors to monitor and control
departmental budget. Summary financial reports will be presented to the Town Council
quarterly.
K. Performance Measures & Productivity Indicators: Where appropriate, performance
measures and productivity indicators will be used as guidelines to measure efficiency,
effectiveness, and outcomes of Town services. This information will be included in the
annual budget process as needed.
L. Contingent Appropriation: During the budget process, staff will attempt to establish an
adequate contingent appropriation in each of the operating funds. The expenditure for
this appropriation shall be made only in cases of emergency, and a detailed account
shall be recorded and reported. The proceeds shall be disbursed only by transfer to
departmental appropriation. All transfers from the contingent appropriation will be
evaluated using the following criteria:
• Is the request of such an emergency nature that it must be made immediately?
• Why was the item not budgeted in the normal budget process?
• Why can’t the transfer be made within the department?
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IV. REVENUES MANAGEMENT
A. Revenue Design Parameter: The Town will pursue the following optimum characteristics
in its revenue system:
• Simplicity - The Town, where possible and without sacrificing accuracy, will strive to
keep the revenue system simple in order to reduce costs, achieve transparency, and
increase citizen understanding of Town revenue sources.
• Certainty - A knowledge and understanding of revenue sources reliability increases the
viability of the revenue system. The Town will understand, to the best of its ability, all
aspects of its revenue sources and their performance, as well as enact consistent
collection policies to provide assurances that the revenue base will materialize
according to budgets, forecasts, and plans.
• Equity - The Town shall make every effort to maintain equity in its revenue system: i.e.
the Town shall seek to minimize or eliminate all forms of subsidization between entities,
funds, services utilities, and customer classes within a utility.
• Administration - The benefits of a revenue source will not exceed the cost of collecting
that revenue. Every effort will be made for the cost of collection to be reviewed
annually for cost effectiveness as a part of the Town’s indirect cost and cost of service
analysis.
• Adequacy, Diversification and Stability - The Town shall attempt, in as much as is
practical, to achieve a balance in its revenue system. The Town shall also strive to
maintain a balanced and diversified revenue system to protect the Town from
fluctuations in any one source due to changes in local economic conditions which
adversely impact that revenue source.
B. Other Considerations. The following considerations and issues will guide the Town in its
revenue policies concerning specific sources of funds:
• Cost/Benefit of Incentives for Economic Development - The Town will use due caution
in the analysis of any tax or fee incentives that are being considered to encourage
economic development. A cost/benefit (fiscal impact) analysis will be performed as a
part of the evaluation for each proposed economic development project.
• Non-Recurring Revenues - One-time or non-recurring revenues will not be used to
finance on-going operational costs. Non-recurring revenues will be used only for one-
time expenditures such as long-lived capital needs or one-time major maintenance
projects that occur infrequently. Non-recurring revenues will not be used for budget
balancing purposes except to cover the one-time expenditures described above.
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• Investment Income - Earnings from investment of available monies, whether pooled or
not, will be distributed to the funds in accordance with the equity balance of the fund
from which monies were provided to be invested.
• Property Tax Revenues - The Town shall endeavor to avoid a property tax by revenue
diversification, implementation of user fees, and economic development.
C. User-Based (Demand Driven) Fees and Service Charges. For services that are demand
driven and can be associated with a user fee or charge, the direct and indirect costs of
that service will be offset by a fee where possible. The Town staff will endeavor to prepare
a review of all fees and charges annually, but not less than once every three years, in order
to ensure that these fees provide for, at minimum, full cost recovery of service.
D. Enterprise Fund Rates. Utility rates and rate structures for water and sewer services will be
constructed to target full cost of service recovery. Annually the Town will review and
adopt water and sewer utility rates and a rate structure that generates revenue sufficient
to fully cover operating expenses, meet the legal restrictions of all applicable bond
covenants, provide for an adequate level of working capital, and recover applicable
general/administrative costs. The Solid Waste function will have rates that fully recover all
costs and maintain an adequate balance. The Cemetery Fund will be structured to
operate on lot sales and endowments.
• General and Administrative (G&A) Charges – Where feasible, G&A costs will be
charged to all funds for services of indirect general overhead costs, which may include
general administration, finance, customer billing, facility use, personnel, technology,
engineering, legal counsel, and other costs as deemed appropriate. These charges
will be determined through an indirect cost allocation study following accepted
practices and procedures.
E. Intergovernmental Revenues. As a general rule, intergovernmental revenues (grants) will
not be utilized for on-going operating costs. Any potential grant opportunity will be
examined to identify all costs related to matching and continuation of program
requirements. Staff will focus on one-time grants to avoid long-term implications. If it is
determined that accepting a grant with on-going cost conditions is in the interests of the
Town, all the operating and maintenance costs must be included in the financial forecast
and their ultimate effect on operations and revenue requirements be known.
F. Revenue Monitoring. Revenues as they are received will be regularly compared to
budgeted revenues and variances will be investigated. This process will be summarized in
the appropriate budget report.
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G. Special Revenue/Educational Funds. Where feasible and practical, General and
Administrative Charges (G&A) for special revenue and educational funds of the Town of
Westlake will be determined on an annual basis and transfers will be made where sufficient
revenue exists to cover the associated expenditures.
V. EXPENDITURE CONTROL
A. Appropriations – The point of budgetary control is at the department level in the General
Fund and at the fund level in all other funds. When budget adjustments among
Departments and/or funds are necessary, they must be approved by the Town Council.
B. Current Funding Basis - The Town shall operate on a current funding basis. Expenditures shall
be budgeted and controlled so as not to exceed current revenues plus the planned use of
fund balance accumulated through prior year savings. (The use of fund balance shall be
guided by the Fund Balance/Retained Earnings Policy Statements.)
C. Avoidance of Operating Deficits - The Town shall take immediate corrective actions if at
any time during the fiscal year expenditure and revenue re-estimates are such that an
operating deficit (i.e., projected expenditures in excess of projected revenues) is projected
at year-end. Corrective actions can include a hiring freeze, expenditure reductions, fee
increases, or use of fund balance within the Fund.
D. Balance/Retained Earnings Policy - Expenditure deferrals into the following fiscal year,
short-term loans, or use of one-time revenue sources shall be avoided to balance the
budget.
E. Maintenance of Capital Assets - Within the resources available each fiscal year, the Town
shall maintain capital assets and infrastructure at a sufficient level to protect the Town's
investment, to minimize future replacement and maintenance costs, and to continue
service levels.
F. Periodic Program Reviews - The Town Manager shall undertake periodic staff and third-
party reviews of Town programs for both efficiency and effectiveness. Privatization and
contracting with other governmental agencies will be evaluated as alternative
approaches to service delivery. Programs which are determined to be inefficient and/or
ineffective shall be reduced in scope or eliminated.
G. Salary - The Town shall strive to maintain competitive salary levels for municipal
employees. A salary survey will be conducted through a sampling of surrounding
and comparable municipal organizations to create a comparison. The Town will
strive to maintain salary levels within three percent (3%) of the median of surveyed
benchmark municipalities.
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H. Purchasing - The Town shall make every effort to maximize any discounts offered by
creditors/vendors. Staff shall also use competitive bidding in accordance to State law, as
well as intergovernmental partnerships and purchasing cooperatives to attain the best
possible price on goods and services.
I. Prompt Payment - All invoices will be paid within 30 days of receipt in accordance with the
prompt payment requirements of State law.
VI. FUND BALANCE/RETAINED EARNINGS
A. General Fund Undesignated Fund Balance - The Town shall strive to maintain the General
Fund undesignated fund balance at, or in excess of, 90 days of operation.
B. Retained Earnings of Other Operating Funds - In the Utility Fund, the Town shall strive to
maintain positive retained earnings positions to provide sufficient reserves for emergencies
and revenue shortfalls.
C. Use of Fund Balance – The Council delegates the responsibility to assign funds to the Town
Manager or his/her designee. The Council shall have the authority to assign any amount of
funds. Assignments may occur subsequent to fiscal year-end. The Council will utilize funds
in the following spending order: Restricted, Committed, Assigned, Unassigned
Fund Balance will be targeted to only be used with Council approval and can be only be
used for the following:
• Emergencies,
• non-recurring expenditures such as technology/FF&E (furniture, fixtures and
equipment), or major capital purchases that cannot be accommodated through
current year savings.
• Should such use reduce the balance below the appropriate level set as the objective
for that fund, recommendations will be made on how to restore it.
• The Council shall approve all commitments by formal action. The action to commit
funds must occur prior to fiscal year-end, to report such commitments in the balance
sheet of the respective period, even though the amount may be determined
subsequent to fiscal year-end.
• A commitment can only be modified or removed by the same formal action.
VII. DEBT MANAGEMENT
A. Debt Issuance Analysis - All consideration of debt issuance for major capital assets will be
prepared within the framework of a Council approved multi-year capital improvement
plan and forecast for all Town facilities and infrastructure.
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B. Analysis of Debt Issuance and Debt Issuance Alternatives - Staff will explore alternatives to
the issuance of debt for capital acquisitions and construction projects.
These alternatives will include, but not be limited to,
• grants- in- aid
• use of reserves
• use of either current on-going general revenues or one-time revenues
• contributions from developers and others
• leases
• user fees
• impact fees
C. Use of Debt Financing - The useful life of the asset or project shall, at a minimum, exceed
the payout schedule of any debt the Town assumes. Debt financing instruments to be
considered by the Town may include:
• General obligation bonds - These must be authorized by a vote of the citizens of
Westlake.
• Revenue bonds - These bonds generate capital requirements necessary for
continuation or expansion of a service which produces revenue and for which the
asset may reasonable be expected to provide for a revenue stream to fund the debt
service requirement.
• Certificates of obligation - These can be authorized by Council approval with debt
service by either general revenues or backed by a specific revenue stream or a
combination of both.
• Lease/purchase agreements - These shall only be used to purchase capital assets that
cannot be financed from either current revenues or fund balance/retained earnings
and to fund infrastructure improvements and additions.
D. Assumption of Additional Debt - The Town shall not assume more tax-supported general
purpose debt than it retires each year without first conducting an objective analysis as to
the community's ability to assume and support additional debt service payments.
E. Affordability Targets - The Town shall use an objective multi-year analytical approach to
determine whether it can afford to assume new general purpose debt beyond what it
retires each year. This process shall compare generally accepted standards of
affordability to the current values for the Town. The process shall also examine the direct
costs and benefits of the proposed expenditures. The decision on whether or not to
assume new debt shall be based on these costs and benefits and on the Town's ability to
"afford” new debt as determined by the aforementioned standards. The Town shall strive
to achieve and/or maintain these standards at a low to moderate classification.
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F. Debt Structure - The Town shall structure its debt payment schedules for general purpose
debt to ensure level principal repayment schedules. The Town shall not assume any debt
with "balloon' repayment schedules which consist of low annual payments and one large
payment of the balance due at the end of the term. While balloon payment structures
minimize the size of debt payments during the period, they force a large funding
requirement on the budget of the final year. Given the uncertainties of the future, level
payment schedules improve budget planning and financial management.
G. Sale Process - The Town shall use a competitive bidding process in the sale of debt unless
the nature of the issue warrants a negotiated bid. The Town shall award bonds based on a
true interest cost (TIC) basis as long as the financial advisor agrees that the TIC basis can
satisfactorily determine the lowest and best bid.
H. Bond Rating Agencies Presentations - Full disclosure of operations and open lines of
communication shall be made to the bond rating agencies. Town staff, with assistance of
financial advisors, shall prepare the necessary materials and presentation to the bond
rating agencies.
I. Continuing Disclosure - The Town is committed to continuing disclosure of financial and
pertinent credit information relevant to the Town's outstanding securities.
J. Debt Refunding - Town staff and the financial advisor shall monitor the municipal bond
market for opportunities to obtain interest savings by refunding outstanding debt. As a
general rule, the present value savings of a particular refunding should exceed 3.5% of the
refunded maturities.
VIII. INTERGOVERNMENTAL RELATIONSHIPS
The Town will pursue coordinated efforts with other governmental agencies to achieve
common policy objectives, share the cost of providing government services on an equitable
basis, and support favorable legislation at the State and Federal levels.
A. Inter-local Cooperation in Delivering Services - In order to promote the effective and
efficient delivery of services, the Town shall actively seek to work with other local
jurisdictions in joint purchasing consortia, sharing facilities, sharing equitably the costs of
service delivery, and developing joint programs to improve service to its citizens.
B. Legislative Program - The Town shall cooperate with other jurisdictions to actively oppose
any State or Federal regulation or proposal that mandates additional Town programs or
services and does not provide the funding to implement them. Conversely, as appropriate,
the Town shall support legislative initiatives that provide more funds for priority local
programs.
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IX. GRANTS
A. Grant Guidelines - The Town shall apply, and facilitate the application by others, for only
those grants that are consistent with the objectives and high priority needs previously
identified above in these policies. The potential for incurring on-going costs, to include the
assumption of support for grant funded positions from local revenues, will be considered
prior to applying for a grant.
B. Grant Review - All grant submittals shall be reviewed for their cash match requirements,
their potential impact on the operating budget, and the extent to which they meet the
Town's policy objectives. If there are cash match requirements, the source of funding shall
be identified prior to application. Staff will focus on one-time grants to avoid long-term
implications related to additional expenditures in future years.
C. Grant Program Termination - The Town shall terminate grant funded programs and
associated positions when grant funds are no longer available unless alternate funding is
identified.
X. ECONOMIC DEVELOPMENT
A. Positive Business Environment - The Town shall endeavor, through its regulatory and
administrative functions, to provide a positive business environment in which local
businesses can grow, flourish and create jobs. The Town Council and Town staff will be
sensitive to the needs, concerns and issues facing local businesses.
B. Commitment to Business Expansion, Diversification, and Job Creation - The Town shall
encourage and participate in economic development efforts to expand Westlake's
economy to increase local employment. These efforts shall not only focus on newly
developing areas but also on other established sections of Westlake where development
can generate additional jobs and other economic benefits.
C. Coordinate Efforts with Other Jurisdictions - The Town's economic development program
shall encourage close cooperation with other local jurisdictions, chambers of commerce,
and groups Interested in promoting the economic well-being of this area.
D. Cost/Benefit of Incentives for Economic Development - The Town will use due caution in the
analysis of any tax or fee incentives that are used to encourage economic development.
A cost/benefit (fiscal impact) analysis will be performed as part of such evaluation for each
prospect. Economic development agreements will contain performance language as to
the business’s proposed economic impact to Westlake in exchange for Town incentives
with adequate “claw-back” provisions for the Town.
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XI. FISCAL MONITORING
A. Financial Status and Performance Reports - Quarterly reports comparing expenditures and
revenues to current budget, projecting expenditures and revenues through the end of the
year, noting the status of fund balances to include dollar amounts and percentages, and
outlining any remedial actions necessary to maintain the Town's financial position shall be
prepared for review by the Town Manager and the Council.
B. Compliance with Council Policy Statements - The Fiscal and Budgetary Policies will be
reviewed annually by the Council and updated, revised or refined as deemed necessary.
Policy statements adopted by the Council are guidelines, and occasionally, exceptions
may be appropriate and required. However, exceptions to stated policies will be
specifically identified, and the need for the exception will be documented and fully
explained.
XII. FINANCIAL CONSULTANTS
To employ the assistance of qualified financial advisors and consultants as needed in the
management and administration of the Town's financial functions. These areas include but are
not limited to investments, debt administration, financial accounting systems, program
evaluation, and financial impact modeling. Advisors shall be selected on a competitive basis
using objective questionnaires and requests for proposals based on the scope of the work to
be performed.
XIII. ACCOUNTING, AUDITING, AND FINANCIAL REPORTING
To comply with prevailing local, state, and federal regulations relative to accounting, auditing,
and financial reporting. Accounting practices and financial reporting shall conform to
generally accepted accounting principles as promulgated by the Governmental Accounting
Standards Board (GASB), the American Institute of Certified Public Accountants, (AICPA), and
the Government Finance Officers Association (GFOA). The Board shall select an independent
firm of certified public accountants to perform an annual audit of all operations
A. Accounting – The Town is solely responsible for the recording and reporting of its financial
affairs, both internally and externally. The Town’s Finance Director is responsible for
establishing the structure for the Town’s chart of accounts and for assuring that procedures
are in place to properly record financial transactions and report the Town’s financial
position.
B. External Auditing - Town will be audited annually by outside independent accountants
(auditors). The auditors must be a CPA firm and must demonstrate significant experience
in the field of local government auditing. They must conduct the town’s audit in
accordance with generally accepted auditing standards and be knowledgeable in the
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Government Finance Officers Association Certificate of Achievement program. The
auditors’ report on Town’s financial statements will be completed within a timely period of
the Town’s fiscal year-end. The auditor will jointly review the management letter with the
Town Council, if necessary. In conjunction with this review, the Finance Director shall
respond in writing to the Town Council regarding the auditor’s Management Letter,
addressing the issued contained therein. The Town will not require auditor rotation, but will
circulate request for proposal for audit services on a periodic basis as deemed
appropriate.
C. External Financial Reporting - Town will prepare and publish a comprehensive annual
financial report (CAFR). The CAFR will be prepared in accordance with generally
accepted accounting principles and will be presented annually to the Government
Finance Officers Association (GFOA) for evaluation and awarding of the Certificate of
Achievement for Excellence in Financial Reporting.
D. Responsibility of Auditor to Town Council – The auditor is retained by and it accountable
directly to the Town Council and will have access to direct communication with the Town
Council if the Town Staff is unresponsive to auditor recommendations or if the auditor
considers such communication necessary to fulfill its legal and professional responsibilities.
E. Internal Financial Reporting - The Finance Department will prepare internal financial reports
sufficient for management to plan, monitor, and control Town’s financial affairs.
XIV. CAPITAL BUDGET AND PROGRAM
A. Preparation - The Town’s capital budget will include all capital projects funds and all
capital resources. While the capital budget will be prepared annually on a project basis, it
will be based on an on-going, multi-year capital improvement plan (CIP) that shows all
funded and unfunded projects as identified by staff for all Town facilities and infrastructure.
The multi-year CIP will be reviewed annually, updated by staff and presented to the
Council for its review and approval. The annual capital budget will be prepared by the
Finance Department with the involvement of responsible departments based on the multi-
year CIP.
B. Control - All capital project expenditures must be appropriated in the capital budget. The
Finance Director must certify the availability of resources before any capital project
contract is presented to the Town Council for approval.
C. Program Planning - The capital budget will be taken from the capital improvements
project plan for future years. The planning time frame for the capital improvements project
plan should normally be five years, with a minimum of at least three years. The
replacement and maintenance for capital items should also be projected for the next five
years. Future maintenance and operational costs will be considered so that these costs
can be included as appropriate in the annual budget.
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D. Financing Programs - Where applicable and with Council approval, impact fees, pro-rata
charges, assessments, or other fees should be used to fund capital projects which have a
primary benefit to specific, identifiable property owners. Recognizing that long-term debt is
usually a more expensive financing method, alternative financing sources will be explored
before debt is issued. When debt is issued, it will be used to acquire major assets with
expected lives which equal or exceed the average life of the debt issue.
E. Reporting - Periodic financial reports will be prepared to enable the department directors
to manage their capital budgets. Summary capital project status reports will be presented
to the Town Council quarterly.
XV. CAPITAL MAINTENANCE AND REPLACEMENT
The Town recognizes that deferred maintenance and not anticipating capital replacement
needs increases future capital costs. Annually, available funds will be evaluated during the
budget process and a percentage of each operating fund’s budget will be recommended to
the Council for transfer.
Upon approval by the Council, the recommended amount will be transferred to the
appropriate funds (General/Utility/Vehicle Maintenance Replacement Fund) for major
maintenance and replacement of street, building roof, flooring, air conditioning, equipment,
etc.
XVI. INTERNAL CONTROLS
A. Written Procedures - Whenever possible, written procedures will be established and
maintained by the Finance Director for all functions involving purchasing, cash handling
and/or accounting throughout the Town. These procedures will embrace the general
concepts of fiscal responsibility set for in this policy statement.
B. Department Directors’ Responsibilities - Each department director is responsible for ensuring
that good internal controls are followed throughout his/her department, that all directives
or internal controls are implemented, and that all independent auditor internal control
recommendations are addressed. Departments will develop and periodically update
written internal control procedures.
XVII. ASSET MANAGEMENT
A. Investments – The Finance Director shall promptly invest all Town funds with the depository
bank in accordance with the provisions of the current Bank Depository Agreement or in
any negotiable instrument authorized by the Town Council. Further, investments shall be
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made in accordance with the Investment Policy approved by the Town Council for the
Town of Westlake that meets the requirements of the Public Funds Investment Act (PFIA),
Section 2256 of the Texas Local Government Code. The Finance Director will issue
quarterly reports on investment activity to the Town Council.
B. Cash Management - Town’s cash flow will be managed to maximize the cash available to
invest. Such cash management will entail the centralization of cash collections, where
feasibility, including utility bills, building and related permits and license, fines, fees, and
other collection offices as appropriate. Periodic review of cash flow position will be
performed to determine performance of cash management and conformance to
investment policies. The underlying theme will be that idle cash will be invested with the
intent to (1) safeguard assets, (2) maintain liquidity, and (3) maximize return.
C. Fixed Assets and Inventory - Such assets will be reasonably safeguarded and properly
accounted for and prudently insured. The fixed asset inventory will be updated regularly.
D. Capitalization Criteria – For purposes of budgeting and accounting classification, the
following criteria must be capitalized:
• The asset is owned by the Town of Westlake
• The expected useful life of the asset must be longer than one year, or extend the life on
an identifiable existing asset by more than one year
• The original cost of the asset must be at least $5,000
• The asset must be tangible
• On-going repairs and general maintenance are not capitalized
• New Purchases – All costs associated with bringing the asset into working order will be
capitalized as part of the asset cost. This includes start- up costs, engineering or
consultant type fees as part of the asset cost once the decision or commitment to
purchase the asset is made. The cost of land acquired should include all related costs
associated with its purchase
• Improvements and Replacement – Improvement will be capitalized when they extend
the original life of an asset or when they make the asset more valuable than it was
originally. The replacement of assets components will normally be expenses unless
they are a significant nature and meet all the capitalization criteria.
E. Computer System/Data Security – The Town shall provide security of its computer/network
system and data files through physical and logical security systems that will include, but are
not limited to: network user authentications, firewalls, content filtering, spam/virus
protection, and redundant data backup.
354
Investment
Policy
355
Section 12 Municipal Policies
Municipal Investment Policy
I. POLICY STATEMENT
It is the policy of the Town of Westlake (the “Town") that the administration of its funds
and the investment of those funds shall be handled as its highest public trust.
Investments shall be made in a manner which will provide the maximum security of
principal invested through limitations and diversification while meeting the daily cash
flow needs of the Town and conforming to all applicable state and Town statutes
governing the investment of public funds. The receipt of a market rate of return will
be secondary to the requirements for safety and liquidity.
It is the intent of the Town to be in complete compliance with local law and the Texas
Public Funds Investment Act (the "Act", Texas Government Code 2256). The earnings
from investments will be used in a manner that best serves the public trust and
interests of the Town.
II. SCOPE
This Investment Policy applies to all the financial assets and funds held of the Town.
Any new funds created by the Town will be managed under the provisions of this
Policy unless specifically exempted by the Town Council and this Policy.
III. OBJECTIVES AND STRATEGY
It is the policy of the Town that all funds shall be managed and invested with four
primary objectives, listed in order of their priority: safety, liquidity, diversification and
yield. These objectives encompass the following.
• Safety of Principal - Safety of principal is the foremost objective of the Town.
Investments shall be undertaken in a manner that seeks to insure the
preservation of capital in the overall portfolio. The suitability of each
investment decision will be made on the basis of safety.
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• Diversification - Diversification is required in the portfolio's composition.
Diversification of the portfolio will include diversification by maturity and
market sector and will include the use of a number of broker/dealers or banks
for diversification and market coverage. Competitive bidding will be used on
each sale or purchase.
• Yield - The Town's investment portfolio shall be designed with the objective of
attaining a reasonable market yield, taking into account the Town's risk
constraints and cash flow needs. A reasonable market yield for the portfolio
will be defined as the six month (180 day) U.S. Treasury Bill which compares to
the portfolio's maximum weighted average maturity of six months.
The authorized investment purchased will be of the highest credit quality and
marketability supporting the objectives of safety and liquidity. Securities, when not
matched to a specific liability, will be short term to provide adequate liquidity. The
portfolio shall be diversified to protect against market and credit risk in any one sector.
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Section 12 Municipal Policies
Municipal Investment Policy
The maximum weighted average maturity of the portfolio will be no more than 180
days and the maximum stated maturity of any security will not exceed two years. The
funds are combined for investment purposes but the unique needs of all the funds in
the portfolio are recognized and represented.
Effective cash management is recognized as essential to good fiscal management.
Cash management is defined as the process of managing monies in order to ensure
maximum cash availability. The Town shall maintain a cash management program
which includes timely collection of accounts receivable, prudent investment,
disbursement of payments within invoice terms and the management of banking
services.
IV. LEGAL LIMITATIONS, RESPONSIBILITIES AND AUTHORITY
Specific investment parameters for the investment of public funds in Texas are
stipulated in the Public Funds Investment Act, Chapter 2256, Texas Government Code,
(the "Act"). The Act is attached as Exhibit A.
The Public Funds Collateral Act, Chapter 2257, Texas Government Code, specifies
collateral requirements for all public funds deposits. The Collateral Act is attached as
Exhibit B.
The Interlocal Cooperation Act, Chapter 791, Texas Government Code, authorizes
local governments in Texas to participate in a Texas investment pool established
thereunder.
V. DELEGATION OF INVESTMENT AUTHORITY
The Finance Director, acting on behalf of the Council, is designated as the Investment
Officer of the Town and is responsible for all investment management decisions and
activities. The Council is responsible for considering the quality and capability of staff,
investment advisors, and consultants involved in investment management and
procedures. All participants in the investment process shall seek to act responsibly as
custodians of the public trust.
The Investment Officer shall develop and maintain written administrative procedures
for the operation of the investment program which are consistent with this Investment
Policy. Procedures will include safekeeping, wire transfers, banking services contracts,
and other investment related activities.
The Investment Officer shall be responsible for all transactions undertaken and shall
establish a system of controls to regulate the activities of subordinate officials and
staff.
The Investment Officer shall designate a staff person as a liaison/deputy in the event
circumstances require timely action and the Investment Officer is not available.
No officer or designee may engage in an investment transaction except as provided
under the terms of this Policy and the procedures established by the Investment
Officer and approved by the Town Manager.
357
Section 12 Municipal Policies
Municipal Investment Policy
VI. PRUDENCE
The standard of prudence to be used in the investment function shall be the "prudent
person" standard and shall be applied in the context of managing the overall
portfolio.
This standard states:
"Investments shall be made with judgment and care, under circumstances
then prevailing, which persons of prudence, discretion, and intelligence
exercise in the management of their own affairs, not for speculation, but for
investment, considering the probable safety of their capital as well as the
expected income to be derived."
Limitation of Personal Liability - The Investment Officer and those delegated
investment authority, when acting in accordance with the written procedures and this
Policy and in accord with the Prudent Person Rule, shall be relieved of personal liability
in the management of the portfolio provided that deviations from expectations for a
specific security's credit risk or market price change are reported in a timely manner
and that appropriate action is taken to control adverse market effects.
VII. INTERNAL CONTROLS
The Investment Officer shall establish a system of written internal controls which will be
reviewed annually with the independent auditor of the Town. The controls shall be
designed to prevent loss of public funds due to fraud, employee error, and
misrepresentation by third parties, or imprudent actions by employees of the Town.
VIII. AUTHORIZED INVESTMENTS
Acceptable investments under this policy shall be limited to the instruments listed
below. The choice of high-grade government investments and high-grade, money
market instruments are designed to assure the marketability of those investments
should liquidity needs arise.
• Obligations of the United States Government, its agencies and
instrumentalities, not to exceed two (2) years to stated maturity and excluding
mortgage backed securities;
• Fully insured or collateralized certificates of deposit from a bank doing business
in the State of Texas and under the terms of a written depository agreement
with that bank, not to exceed one year to stated maturity;
• No-load, SEC registered money market mutual funds. No more than 80% of
the entity's monthly average balance may be invested in money market funds
• Public Funds interest bearing accounts; and
• Constant dollar, AAA-rated Texas Local Government Investment Pools as
defined by the Public Funds Investment Act.
If additional types of securities are approved for investment by public funds by state
statute, they will not be eligible for investment until this Policy has been amended and
the amended version adopted by the Council.
358
Section 12 Municipal Policies
Municipal Investment Policy
Delivery versus Payment - All investment security transactions shall be conducted on
a delivery versus payment (DVP) basis to assure that the Town has control of its assets
and/or funds at all times.
IX. AUTHORIZED FINANCIAL DEALERS AND INSTITUTIONS
Securities broker/dealers may be primary or regional broker/dealers and will meet
other criteria as determined by the Investment Officer including state registration and
completion of a Town Broker/Dealer questionnaire (attached as Exhibit D). The
following criteria must be met by authorized firms.
• annual provision of an audited financial statement,
• proof of certification by the National Association of Securities Dealers (NASD)
• proof of current registration with the Texas State Securities Commission, and
• completion of the Town's broker/dealer questionnaire.
Every bank and broker/dealer with whom the Town transacts business will be provided
a copy of this Investment Policy to assure that they are familiar with the goals and
objectives of the investment program. The firm will be required to return a signed
copy of the Certification Form (attached as Exhibit C) certifying that the Policy has
been received and reviewed and only those securities approved by the Policy will be
sold to the Town.
X. DIVERSIFICATION AND MATURITY LIMITATIONS
It is the policy of the Town to diversify its investment portfolio. Invested funds shall be
diversified to minimize risk or loss resulting from over-concentration of assets in a
specific maturity, specific issuer, or specific class of securities. Diversification strategies
shall be established and periodically reviewed.
XI. SAFEKEEPING AND COLLATERALIZATION
The laws of the State and prudent treasury management require that all purchased
securities be bought on a delivery versus payment (DVP) basis and be held in
safekeeping by either an approved, independent third party financial institution or the
Town's designated depository.
Securities Owned by the Town - All safekeeping arrangements shall be approved by
the Investment Officer and an agreement of the terms executed in writing. The
safekeeping bank may not be within the same holding company as the bank from
which the securities are purchased. The custodian shall be required to issue original
safekeeping receipts to the Town listing each specific security, rate, description,
maturity, CUSIP number, and other pertinent information.
Collateral - Collateralization shall be required on all bank time and demand deposits
for principal and accrued interest amounts over the FDIC insurance coverage of
$100,000 (by tax identification number). In order to anticipate market changes and
provide a level of additional security for all funds, collateral with a market value equal
to 102% of the total deposits are required. The pledging bank will be made
contractually liable for monitoring and maintaining the collateral levels at all times. All
collateral will be held by an independent third party bank outside the holding
company of the bank, pledged to the Town.
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Section 12 Municipal Policies
Municipal Investment Policy
Authorized collateral will include only:
• Obligations of the US Government, its agencies and instrumentalities to include
mortgage backed securities which pass the bank test,
• Municipal obligations rated at least A by two nationally recognized rating
agencies.
• The custodian shall be required to provide original safekeeping receipts clearly
marked that the security is pledged to the Town.
XII. REPORTING
The Investment Officer shall submit quarterly reports to the Council containing
sufficient information to permit an informed outside reader to evaluate the
performance of the investment program and in full compliance with the Act. At a
minimum the report shall contain:
• Beginning and ending market value of the portfolio by market sector and total
portfolio
• Beginning and ending book value of the portfolio by market sector and total
portfolio
• Change in market value during the period
• Detail on each asset (book, market, description, par ad maturity date)
• Earnings for the period
• Overall weighted average maturity of the portfolio
The report will be prepared jointly by all involved in the investment activity and be
signed by the Investment Officer. It will contain all elements as required by the Act
and be signed by the Investment Officers as in compliance with the Act and this
Policy. Market prices for assignment of market values will be obtained from an
independent source. The three month Treasury Bill average yield for the reporting
period will be reported as a gauge of performance and risk.
XIII. DEPOSITORIES
The Town will designate one banking institution through a competitive process as its
central banking services provider at least every five years. This institution will be used
for normal banking services including disbursements, deposits, and safekeeping of
Town owned securities. Other banking institutions from which the Town may purchase
only certificates of deposit will also be designated as a depository.
All banking arrangements will be in written form in accordance with FIRREA which
requires a resolution of approval of the agreement by the Bank Council or Bank Loan
Committee.
XIV. INVESTMENT POLICY ADOPTION BY COUNCIL
The Town's Investment Policy and its incorporated strategies shall be adopted by
ordinance annually by the Council.
360
Employee Pay
Plan Policy
361
Section 12 Municipal Policies
Employee Pay Plan Policy
I. SCOPE OF PURPOSE
The purpose of this policy is to set out the philosophy, purpose, and intent of the Town of
Westlake’s pay system for municipal employees.
The Town of Westlake’s mission is “to be 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.”
The Town of Westlake believes that market-based salary, in combination with employee
competence and their overall contribution to the Town’s success, should largely determine
their compensation and career advancement opportunities. The philosophy and
objectives of this pay policy are as follows:
• First, the Town’s pay system should be internally equitable. It must ensure that
pay ranges of each position within our organization reflects the value of
comparable positions within our organization. In order to achieve this, we must
pay employees fairly compared to their coworkers, and employees must also
perceive that they are paid fairly compared to their coworkers.
• Second, The Town’s pay system must be externally competitive in the market
place, so that the Town of Westlake support or strategic outcome objective to
attract, recruit, and retain highly qualified employees who are vital to
accomplishing the organization’s vision and mission.
• Third, to be motivational to our employees, providing the opportunity for future
pay increases based upon individual work performance and development of
job-related skills and competencies.
II. DEFINITION
With these objectives in mind, the Town’s municipal compensation plan is a broad band
pay system. A broad band pay system is markedly different than the traditional “step-in-
grade” pay system.
A broad band pay system is one that structures pay utilizing two primary steps.
• First, the responsibilities and qualifications required of each position are analyzed.
• Second, using this position analysis, pay for these positions are surveyed against
the market to create a broad set of occupation groups that become the pay
bands.
362
Section 12 Municipal Policies
Employee Pay Plan Policy
Each pay band has a minimum, mid-point, and a maximum rate of pay; however, within
each band there is flexibility for hiring and provision of performance pay.
Utilization of a broad band pay system by an organization is intended to:
• Reward employees for positive behaviors that contribute to the effectiveness of
the Town’s service delivery to our stakeholders;
• Assist the Town in fulfilling its vision and mission by offering increased opportunities
for career advancement and recognition of the Town’s municipal employees;
• Provide the organization’s leadership greater flexibility with a pay system that can
be used to adjust to changes in market conditions, enhance hiring practices, and
reward outstanding performance;
• Adjust to changes in market conditions as it relates to increases in pay for groups
of employees within each band; ensuring the Town’s pay system remains
competitive to the comparable market.
III. IMPLEMENTATION AND MAINTENANCE OF THE PAY PLAN
For its first year of implementation (FY 16-17), most employees will be placed within the
established pay band for their position at their current rate of pay, with up to a three (3)
percent market adjustment of the employee’s base pay rate. To promote internal equity,
positions that have surveyed further below market may receive a higher market
adjustment, at the discretion of their supervisor.
In the fiscal years following FY 16-17, depending on market survey results and availability of
funding, the municipal broad band pay system may have both a market adjustment and
performance pay component, as defined below.
IV. CLASSIFICATION AND PAY BAND PLACEMENT
The following criteria will be used when classifying positions to determine band placement:
• Nature or type of work performed
• Level of responsibility
• Impact of position on the organization
• Reporting relationships
• Scope of duties
• Complexity of work
• Supervision received and/or exercised
• Knowledge, skills, and abilities (KSAs) required to perform required job duties.
Factors that will not be considered in classifying a position:
• Incumbent of the position
• Performance of the employee or incumbent
• Longevity of the employee or incumbent in position
• Qualifications of the employee or incumbent that are not required by the position
363
Section 12 Municipal Policies
Employee Pay Plan Policy
Employee pay progression within a band can occur if there is a market adjustment
approved for that band. Progression in a band can also occur if an employee’s job
performance, as determined by review of job performance, results in a performance pay
increase. Pay progression is defined as movement within a band that increases the
employee’s pay on an on-going basis.
Other instances that can create employee progression in a pay band include:
• Promotion
• Significant increase in job skills, job-related education or training or competencies
• Position reclassification: These instances can only occur after proper analysis and
with criteria established by the Human Resources Department and approved by
the Town Manager or their designate.
V. PAY PLAN PARAMETERS
In order to successfully practice this pay philosophy using this policy, as well as reach our
objectives, the Town will use the following parameters to utilize this pay system:
Internal Equity
a. In order to maintain accurate position classifications, the Town of Westlake will
conduct a position analysis of 1/3 (one-third) of the organization’s positions each
year. This ensures that all positions are reviewed on a rolling three-year basis.
b. Upon review of the position analysis by the Director of Human Resources, and
with the approval of the Town Manager or their designee, position classifications
may be adjusted to a new band. This can occur if a new position classification is
created, or if the duties, roles, and responsibilities have substantially evolved,
resulting in a position that is greater similarity to another classification band.
Performance Pay
a. On-going performance pay may be awarded to individuals or teams who, as
determined in their performance evaluation, have clearly gone “above and
beyond” their traditional roles, job duties, and assignments over the evaluation
period.
b. Performance pay is awarded through the review process and the established
criteria outlined by the HR department
c. One-time performance pay may be offered to employees or teams who, based
on performance evaluation, have been determined to have gone above and
beyond expectations. One-time performance pay is a lump-sum, one-time
payment and will not impact the base pay of the employee and will not move
their pay within their position’s assigned band.
d. All performance pay, whether on-going or one-time adjustments, is dependent
upon the availability of financial resources.
364
Section 12 Municipal Policies
Employee Pay Plan Policy
Market-Based Pay
a. The Town of Westlake will conduct an annual market salary study in the spring
prior to budget preparation for the upcoming fiscal year.
b. Depending on the results of the market study, and if funds are available, all or
some of the salary bands will be proposed to the Town Council for adjustment
based upon the results of the annual market salary study. Proposed adjustments
to any pay band will not be proposed unless the market study indicates bands
have increased by 2.5% or more.
c. Employee salaries may receive a market adjustment if their current salary has
shifted to become less than 97.5% of the market average.
d. All new hires will be placed at the minimum rate of their band, unless a hiring
manager recommends placement at a higher rate. This must be reviewed first by
the Human Resources Department and approved by the Town Manager or their
designee. Generally, new hires proposed to be paid higher than band minimum
may be brought into the pay system within 3% above or below a band’s
midpoint; however, exceptional qualifications and experience of the new hire
must be demonstrated by the hiring department to the Human Resources
Department and the Town Manager for this to be approved.
e. All market adjustments are dependent upon available financial resources.
f. The market value for positions within the Town of Westlake will be determined
annually through the completion of a survey of comparison communities
identified by staff and approved by the Town Council.
g. Employees with base compensation within 3% of the market average are
considered to be “at market.”
h. Positions currently at or above the market will not qualify for any market-based
adjustment, and will remain at their current rate of pay.
i. If the market rate for a position declines, the salary of position holders will not be
negatively impacted, but they will not receive any market-based adjustments.
j. Market adjustments will impact the base pay of the employee and may only be
applied if the Town of Westlake has adequate financial resources available to
fund the adjustments.
365
Section 12 Municipal Policies
Employee Pay Plan Policy
VI. BROADBAND CLASSIFICATIONS
BAND KIND TITLE SUB
BAND
KIND TITLE
E Policy
Making
Top
Management
10 Coordinating Town Manager
9 Policy Asst. Town Manager
D Programming Senior
Management
8 Coordinating Director
7 Programming Asst. Director
C Interpretive Middle
Management
6 Coordinating Dept. Manager
5 Interpretive Superintendent
B Routine Skilled
4 Coordinating Supervisor
3 Routine Technician
A Automatic Semi
Skilled
2 Coordinating Coordinators
1 Automatic Engineers
O Defined Unskilled 0 Defined Laborers
VII. DEFINITIONS FOR THE BANDS ARE AS FOLLOWS:
• "BAND E" POLICY DECISION - These decisions are associated with board level
management, and involve guiding the organization as a whole through policy
development, setting the overall direction, and tone of the organization. Restrictions
to these decisions are often only limited by the laws of the state (Paterson, 1972).
• "BAND D" PROGRAMMING DECISION - These decisions are typically made by senior
management or department directors and are generally tasked with executing
the organization's policy through strategy development. Establishing guidelines by
which further decisions are made. A typical senior management decision is made
at the organizational or department level. For instance, the decision on how to
set up the organization's network infrastructure is usually determined by
management, while the decision to upgrade is based on policy (Paterson, 1972).
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Section 12 Municipal Policies
Employee Pay Plan Policy
• "BAND C" INTERPRETIVE DECISIONS - Middle management who have constraints
placed upon them by them by senior management. These are usually made by
business unit managers, such as a budget manager or project research analyst.
Once overall strategy is developed by the senior managers, the middle managers
decide how to utilize resources in order to meet deadlines. The unit manager should
always know why certain staff members have been assigned to a particular job and
may have to interpret situations not currently covered by rules or guidelines
(Paterson, 1972).
• "BAND B” ROUTINE DECISIONS - Skilled supervisors know the "how", the "where", and
the "when" to set up equipment, systems, and are aware of the rules that govern
these processes. They can decide which process is to be used in order to carry
out the interpretive decisions as they have a firm handle on operations. For
example, a billing clerk knows how to complete the utility billing process, including
the way in which entries have to be made, as they have the book of rules and
regulations to refer to as needed (Paterson, 1972).
• "BAND A" AUTOMATIC DECISIONS - Each process is a cycle of operations. The process
is decided by the supervisor who then sets up the process or the "how" of the task at
hand. This is generally accomplished by a semi-skilled individual who completes the
task as outlined, within the constraints of the process. This individual can decide
where and when to carry out the operations needed for the task (Paterson, 1972).
• "BAND O" DEFINED DECISIONS - "Band O" decisions are rarely seen in an organization.
These decisions are those involving speed of completion of a task, and are usually left
to unskilled, entry level, nonexempt employees (Paterson, 1972).
367
368
Se
Empl
ection 12 Em
loyee Pa
mployee Pay
ay Plan
y Plan Policy
Policy
Page 1 of 2
estlake Town Council
TYPE OF ACTION
Regular Meeting - Action Item
Westlake Town Council Meeting
Monday, September 19, 2016
TOPIC: Consideration and discussion of an Ordinance Levying Municipal Ad Valorem
(Property) Taxes for the 2016 Year in accordance with the Fiscal Year 2016-17
Proposed Budget.
STAFF CONTACT: Tom Brymer, Town Manager
Debbie Piper, Finance Director
Strategic Alignment
Vision, Value, Mission Perspective Strategic Theme & Results Outcome
Objective
Fiscal Responsibility Fiscal
Stewardship
Exemplary Service &
Governance - We set the
standard by delivering
unparalleled municipal and
educational services at the
lowest cost.
Increase
Transparency,
Accessibility &
Communications
Strategic Initiative
Outside the Scope of Identified Strategic Initiatives
Time Line - Start Date: October 1, 2016 Completion Date: September 30, 2017
Funding Amount: $1,491,949 Status - Funded Source - Ad valorem Tax
EXECUTIVE SUMMARY (INCLUDING APPLICABLE ORGANIZATIONAL HISTORY)
On June 28, 2010 the Town Council set the residential homestead tax exemption at the maximum
(20%) allowed by State law. There were also exemptions adopted by that earlier Resolution
(which is restated and confirmed in the tax levy ordinance) for an exemption for people who are
disabled or over 65 and an exemption for Freeport goods. In addition, there is a provision in the
current Town Code for a “tax freeze” for people over 65 or who are disabled and have a
Westlake residence homestead. This Town Code provision has been interpreted by the Town’s
attorney to mean that a person who currently, as of this year, has a Westlake homestead
residence and is over 65 or disabled prior to the date the tax levy is adopted will have a zero tax
rate. That interpretation was presented and accepted by the Town Council.
Page 2 of 2
The ad valorem tax rate used in this proposed 2016-17 Budget and compared to the rates used for
FY 2015-16 is as follows:
FY 16-17 FY 15-16
Proposed Adopted
Tax Rate Tax Rate Variance
M&O $0.12882 $0.13947 $ (0.01065)
I&S $0.00813 $0.01687 $ (0.00874)
$0.13695 $0.15634 $ (0.01939)
The calculated effective tax rate for FY 16-17 is a decrease of $(0.01939) at $.13695 per $100 of
assessed valuation. Staff is proposing to reduce the current rate to the calculated effective tax
rate of $0.13695 per $100 of assessed valuation.
RECOMMENDATION
Recommend adoption of an ordinance levying a municipal ad valorem (property) tax totaling
$0.13695 per $100 of assessed valuation.
ATTACHMENTS
Ordinance
Ordinance 798
Page 1 of 3
TOWN OF WESTLAKE
ORDINANCE NO. 798
AN ORDINANCE OF THE TOWN COUNCIL OF THE TOWN OF WESTLAKE,
TEXAS LEVYING TAXES TO BE ASSESSED ON ALL TAXABLE PROPERTIES
WITHIN THE TOWN LIMITS OF THE TOWN OF WESTLAKE FOR THE TAX YEAR
2016 (FISCAL YEAR 2016-2017); SETTING OUT EXEMPTIONS AND LIMITATION;
NO STATE LAW STATEMENTS REQUIRED; PROVIDING FOR THE COLLECTION
OF DELINQUENT TAXES AND A COLLECTION PENALTY TO BE ADDED TO
DELINQUENT TAXES; PROVIDING FOR A SEVERABILITY CLAUSE; AND
DECLARING AN EFFECTIVE DATE.
WHEREAS, a public hearing on the proposed annual budget for the Town of Westlake,
Texas, for the fiscal year beginning on October 1, 2016 and ending on September 30, 2017, was
duly advertised giving the date, time, place and subject matter of the public hearing, and
WHEREAS, a public hearing was set by the Town Council in a duly posted Town
Council meeting on September 19,2016, and all citizens were invited to participate and be heard;
and
WHEREAS, all requirements of state law were met, including Open Meetings Act,
Texas Government Code chapter 551 requirements and the requirement of Texas Local
Government Code 102.002 that the budget officer prepare a municipal budget to cover the
proposed expenditures of the municipal government for the succeeding year; and
WHEREAS, it is deemed to be in the best interest of the citizens of the Town of
Westlake, Texas to levy a tax as set forth below, on all taxable properties within the Town limits
of Westlake in order to provide the necessary funds to provide municipal services to its citizens
and to meet all municipal commitments; and
WHEREAS, The Town of Westlake will raise more total property taxes than last year’s
budget by $68,866 or 4.84%, and of that amount, $77,048 is tax revenue to be raised from new
property added to the tax roll this year.
WHEREAS, the Town of Westlake has passed exemptions to certain applicable taxes
which were previously adopted by earlier Resolution and recognized and adopted a tax limitation
set out in the Town Municipal Code and such exemptions and limitation are included and
adopted as part of this Ordinance; and
WHEREAS, the Town Council finds the passage of this Ordinance to be in the best
interest for the citizens of Westlake, for the preservation of public health, safety and welfare of
the citizens of the Town.
Ordinance 798
Page 2 of 3
NOW, THEREFORE, BE IT ORDAINED BY THE TOWN COUNCIL OF THE TOWN
OF WESTLAKE, TEXAS:
SECTION 1: That all matters stated in the findings hereinabove are found to be true and
correct and are incorporated herein by reference as if copied in their entirely.
SECTION 2: That the Town Council of the Town of Westlake, Texas shall hereby levy
the following taxes on each One Hundred Dollars ($100.00) of taxable valuation on all taxable
property within the Town limits of the Town of Westlake, Texas to be assessed and collected by
the Tax Assessor/Collector for the tax year 2016 (Fiscal year 2016-2017) for the purposes
stipulated below, to-wit:
(a) For General Fund Maintenance and Operations (M&O) levied on $100.00 of
taxable valuation: $0.12882
(b) For Interest and Sinking Fund (debt service) levied on $100.00 of taxable
valuation: $0.00813
SECTION 3: Exemptions: That the Town Council authorizes the following exemptions
and limitations:
(a) Homestead exemption - That it is the intent of the Town Council of the Town of
Westlake to adopt the highest possible homestead exemption, which would be a homestead
exemption in the amount of twenty percent (20%) of the value of the homestead, and in any
event, the exemption shall be at least a minimum of Five Thousand dollars ($5,000). For
purposes of this section "residential homestead" is defined as a structure (including a mobile
home) or a separately secured and occupied portion of a structure (together with land, not to
exceed ten (10) acres, and improvements used in the residential occupancy of the structure and
the land and improvements have identical ownership) that (1) is owned by one or more
individuals, either directly or through a beneficial interest is a qualifying trust; (2) is designed or
adapted for a human residence; (3) is used as a residence; and (4) is occupied as his or her
principal residence by an owner or, for property owned through a beneficial interest in a
qualifying trust, by a trustee of the trust who qualifies for the exemption.
(b) Over 65 or Disabled exemption - That an exemption for a resident over 65 or
disabled, pursuant to section 11.13(b) of the Texas Tax Code shall be authorized in the amount
of $10,000. A resident is eligible for an exemption under this section if the resident is over 65 or
disabled, but the resident shall not be entitled to two exemptions under this section, as set out in
section 11.13(b) of the Texas Tax Code.
(c) The Town of Westlake previously adopted an ad valorem tax limitation in section
86-2 of the Town Code, for elderly and disabled citizens according to Article VIII, Section 1-b of
the Texas Constitution and Texas Tax Code § 11.261, which provides “The county, municipality,
or junior college district may not increase the total annual amount of ad valorem taxes the
county, municipality, or junior college district imposes on the residence homestead of a disabled
individual or an individual 65 years of age or older above the amount of the taxes the county,
municipality, or junior college district imposed on the residence homestead in the first tax year,
Ordinance 798
Page 3 of 3
other than a tax year preceding the tax year in which the county, municipality, or junior college
district established the limitation described by Subsection (a), in which the individual qualified
that residence homestead for the exemption provided by Section 11.13(c) for a disabled
individual or an individual 65 years of age or older.” This provision, commonly referred to as a
“tax freeze” means that residents who are already eligible for the provisions of that section will
not have any increase in their taxes from the time that they became eligible, as citizens of
Westlake, for that section.
SECTION 4: State Law Required Statements:
(A) THIS TAX RATE WILL RAISE MORE TAXES FOR MAINTENANCE
AND OPERATIONS THAN LAST YEAR’S TAX RATE.
(B) The tax rate for the upcoming fiscal year will be $0.13695 (M & O of $0.12882 and
interest and sinking fund of $0.00813 totaling $0.13695). The taxes raised for maintenance and
operations will be approximately $103.06 on a $100,000 home with a homestead exemption.
SECTION 5: The Town of Westlake will pursue collection of delinquent taxes and
adopts the provisions of Section 33.07 of the Texas Tax Code so that hereafter an additional
penalty of Twenty (20) percent of the delinquent tax, penalty and interest on delinquent taxes
will be imposed on taxes becoming delinquent as provided by the Texas Tax Code and the
Town’s collection agreement.
SECTION 6: If any portion of this Ordinance shall, for any reason, be declared invalid
by any court of competent jurisdiction, such invalidity shall not affect the remaining provisions
hereof and the Council hereby determines that it would have adopted this Ordinance without the
invalid provision.
SECTION 7: That this Ordinance shall become effective from and after its date of
passage.
PASSED AND APPROVED ON THIS 19th DAY OF SEPTEMBER 2016.
ATTEST: _____________________________
Laura L. Wheat, Mayor
_________________________
Kelly Edwards, Town Secretary ______________________________
Thomas E. Brymer, Town Manager
APPROVED AS TO FORM:
____________________________
L. Stanton Lowry, Town Attorney
EXECUTIVE SESSION
a. Sec. 551.071 Consultation with Attorney (1) when the governmental body seeks the
advice of its attorney about: (A) pending or contemplated litigation; or (B) a settlement
offer; (2) Consultation with Attorney on a matter in which the duty of the attorney to the
governmental body under the Texas Disciplinary Rules of Professional Conduct of the
State Bar of Texas clearly conflicts with this chapter: Ordinance 767
b. Section 551.087 Deliberation Regarding Economic Development Negotiations (1) to
discuss or deliberate regarding commercial or financial information that the governmental
body has received from a business prospect that the governmental body seeks to have
locate, stay, or expand in or near the territory of the governmental body and with which
the governmental body is conducting economic development negotiations; or (2) to
deliberate the offer of a financial or other incentive to a business prospect described by
Subdivision (1) for the following:
- Maguire Partners-Solana Land, L.P., related to Centurion’s development
known as Entrada and Granada
- Project Lynx
- Quail Hollow
- CS Kinross Lake Parkway, a Delaware limited liability company, its affiliate
Charles Schwab & Co., Inc.
c. Section 551.072 to deliberate the purchase, exchange, lease of value of real property
regarding Town Hall offices and possible Fire Stations sites
Town Council
Item # 11 – Executive
Session
Town Council
Item # 12 – Reconvene
Council Meeting
NECESSARY ACTION
a. Sec. 551.071 Consultation with Attorney (1) when the governmental body seeks the advice
of its attorney about: (A) pending or contemplated litigation; or (B) a settlement offer;
(2) Consultation with Attorney on a matter in which the duty of the attorney to the
governmental body under the Texas Disciplinary Rules of Professional Conduct of the State
Bar of Texas clearly conflicts with this chapter: Ordinance 767
b. Section 551.087 Deliberation Regarding Economic Development Negotiations (1) to
discuss or deliberate regarding commercial or financial information that the governmental
body has received from a business prospect that the governmental body seeks to have
locate, stay, or expand in or near the territory of the governmental body and with which
the governmental body is conducting economic development negotiations; or (2) to
deliberate the offer of a financial or other incentive to a business prospect described by
Subdivision (1) for the following:
- Maguire Partners-Solana Land, L.P., related to Centurion’s development
known as Entrada and Granada
- Project Lynx
- Quail Hollow
- CS Kinross Lake Parkway, a Delaware limited liability company, its affiliate
Charles Schwab & Co., Inc.
c. Section 551.072 to deliberate the purchase, exchange, lease of value of real property
regarding Town Hall offices and possible Fire Stations sites
Town Council
Item # 13 – Necessary
Action
FUTURE AGENDA ITEMS: Any Council member may request at a workshop and / or
Council meeting, under “Future Agenda Item Requests”, an agenda item for a future
Council meeting. The Council Member making the request will contact the Town Manager
with the requested item and the Town Manager will list it on the agenda. At the meeting,
the requesting Council Member will explain the item, the need for Council discussion of
the item, the item’s relationship to the Council’s strategic priorities, and the amount of
estimated staff time necessary to prepare for Council discussion. If the requesting Council
Member receives a second, the Town Manager will place the item on the Council agenda
calendar allowing for adequate time for staff preparation on the agenda item.
None
Town Council
Item # 14 – Future
Agenda Items
Town Council
Item # 15 – Adjournment
Regular Session