Loading...
The URL can be used to link to this page
Your browser does not support the video tag.
Home
My WebLink
About
Ord 797 Revising the Budget for Fiscal Year 15-16 and Adopting the Budget for Fiscal Year 16-17
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 ] 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. X.. , r ATTEST: /..- 41 Laura L. Wheat, Mayor , ? �I ud-r Kelly Edward own Secretary Thomas E. Br er, To n Manager APPROV S TQ-MRM: OF WES�Cq nton Co T n Attorney 7`E X P,5 Ordinance 797 Page 2 of 2 u u u m nl _ - [[^ 1111 II` I - E a LI ,r.: uiqui i.■r■■riM�aar'fslris■■ar tr. a■ r■■raai: Ilaaa■■srr a'r+�•a)} aaaara al �I■ ■aaara, 71 I R'ANAqtN. q, THE R o wau I I 1 THE TOWN OF WESTLAKE * 1301 SOLANA BLVD, SURE 4202 * WESTLAKE, TE]CAS 76262 * WWW.WESTLAKE-TX.ORG Deloitte ,��RL,yLE C�UR'>c rs i� '�-IILLr1Ci� S � LANA SCHW p PERCIT COhtPi+NY �� Ti s {��� ins i�ct�,�t.%r�aa�� ��a�c� J 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. TOWN COUNCIL RECORD VOTE The members of the governing body voted on the proposal to consider the budget as follows: FOR: Michael Barrett Alesa Belvedere Carol Langdon Rick Rennhack Wayne Stoltenberg AGAINST: None PRESENT but abstained from Voting: None ABSENT: None PROPERTY TAX RATE COMPARISON Adopted Current Tax Rate FY 16/17 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. ii G. F.O.A. DISTINGUISHED BUDGET AWARD GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished Budget Presentation Award PRESENTED TO Town of Westlake Texas For the Fiscal Year Beginning October 1, 2015 �. Executive Director ------------ 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. iii 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, 2015. The Town has received this award annually since October 1 2007. 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. POLICY DOCUMENT COMMUNICATIONS DEVICE SCORE 81.7%-This criterion involves including SCORE 86.1%-This criterion relates to having the a Town-wide statement of budget policies, budget document available for public goals and objectives for the year, and an inspection; providing summary information explanation of the budgeting process to the suitable for use by interested citizens and/or the reader, describing the short-term and media; avoiding the use of complex technical operational policies that guide the language and terminology; explaining the basic development of the budget. The criterion units of the budget, including funds, also relates to the longer-term Town-wide departments or activities; and disclosing sources policies that are expected to continue in of revenues and explanations of revenue effect for a number of years. The budget estimates and assumptions. The intent is to award criterion also requires the inclusion of enhance the communication aspects of the a budget message and/or transmittal letter budget document, so that information in the by the Town Manager. * * * 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 FINANCIAL PLAN to program requirements, and we are submitting SCORE 80.00% -This criterion involves it to GFOA to determine its eligibility for another including an explanation of the financial Laward. structure and operations of the Town, and the Town's major revenue sources and fund structure. The budget should contain an all - I inclusive financial plan for all funds and I OPERATIONS GUIDE resources of the Town, including projections fff SCORE 87.50% -This criterion involves including of financial condition at the end of the fiscal information in the document explaining the year, projections of current year financial I ` relationship between organizational units activity, and provide a basis for historical f (departments) and programs; including an comparisons. The budget should also present organization chart, a description of the a consolidated picture of all operations and departmental organizational structure and financing activities in a condensed format staffing levels, and historical comparisons of and an explanation of the budgetary I staffing levels; explaining how capital spending accounting basis, whether prepared on a decisions will affect operations; providing generally accepted accounting principles objectives and performance measures; and (GAAP) basis, cash basis, modified accrual describing the general directions given to basis, or any other acceptable method. * * * department heads through the use of goals and objectives, reorganizations, statement of I functions, or other methods. iv TransparencyStars The Texas Comptroller of Public Accounts Awards the Town of Westlake the Traditional Finances Star For exemplary efforts in creating financial transparency around public services and spending decisions. The transparency Stars II Program recognizes local governments across Texas that are striving to meet a high standard for financial transparency online. These efforts provide citizens with clear, consistent information about public spending in user friendly formats. r "Cks (P 01kona I �irat� May 12, 2016 v TEXAS COMPTROLLER ' S TRANSPARENCY STARS AWARD Opening financial books to the public, providing clear and consistent pictures of spending, and sharing information for taxpayers in a user-friendly format are some of the reasons the Town of Westlake was one of the first four cities to recently earn the prestigious 2016 Texas Comptroller's Transparency Star for Traditional Finances! The Town of Westlake strives to place an emphasis on transparency. It is our commitment that the Town of Westlake's financial information is readily accessible and available for our citizens. The Texas Comptroller of Public Accounts in 2016 launched the Transparency Stars program, recognizing local governments for going above and beyond in their transparency efforts. The program recognizes government entities that accomplish the following: • Opening their books not only in their traditional finances, but also in the areas of contracts and procurement, economic development, public pensions and debt obligations. • Providing clear and meaningful financial information not only by posting financial documents, but also through summaries, visualizations, downloadable data and other relevant information. Town's Traditional Finances for Transparency • Finance Summary • Revenues and Expenditures per Capita • Property Tax Rates • Annual Operating Budgets for the last five fiscal years. • Comprehensive Annual Financial Reports for the last five fiscal years. • Popular Annual Financial Reports for the last three fiscal years. • Capital Improvement Plans • Quarterly Financial Reports • Raw format budget for the current fiscal year. • Check Registers for the last three fiscal years. • Contact information for Town Staff • Contact Information for Town Council • Open Records Request Application and instructions Congratulations to Jaymi Ford; Finance Supervisor and Melinda Brown; Accounting Technician II for preparing this award-winning website for the Town of Westlake! Vi VISION STATEMENT & POINTS An oasis of naturdbeauty rhat :j maintains our open yaces in balance with distinctive developer rs,trails,and ua6ty 104lit� I4,���,s of�fe amenities amidst an ever C). ex and n�urban landscape. p V 1■L� � /�r.l.+f� � r 1 WE ARE LEADERS A premiere place to live, leadership in Public education, , ` corporate and Governmental partnerships, and high , development standards. - A SENSE OF PLACE Distinctive neighborhoods, architecturally vibrant corporate campuses, grazing longhorns, soaring ) . red-tailed hawks, meandering roads and trails, lined with natural stone and native oaks. A CARING COMMUNITYAW Informed residents, small town charm and values, historical preservation. SERVICE EXCELLENCE Public service that is responsive and professional, while balancing efficiency, effectiveness and financial stewardship. EXEMPLARY GOVERNANCE Town officials, both elected and appointed, exhibit respect, stewardship, vision, and transparency. Vii VALUE STATEMENTS Transparent / Integrity-driven Government . . , Fiscal Responsibility a Family Friendly & Welcoming Educational Leaders Sense of Community ; • a ' 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; naturaC oasis - providing an exceptional level of service. WESTLAKE ELECTED COUNCIL MEMBERS Laura Wheat r Carol Langdon Mayor j Mayor Pro-Tem (wheat@westlake-mors clangdon@westlake-tx.org Michael BarrettAlesa Belvedere Council Member Council Member mbarrett@westlake-tx.org abelvedere@westlake-tx.org Rick Rennhack Wayne Stoltenberg Council Member Council Member rrennhack@westlake-tx.org wstoltenberg@westlake-tx.org 4 WESTLAKE BOARDS & COMMISSIONS .M 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 w ■ IX WESTLAKE ADMINISTRATIVE PERSONNEL TOWN MANAGER'S OFFICE Tom Brymer Town Manager tbrymer@westlake-tx.org 817-490-5720 Amanda DeGan Asst.Town Manager adegan@westlake-tx.org 817-490-5715 TOWN SECRETARY'S OFFICE Kelly Edwards Town Secretary kedwards@westlake-tx.org 817-490-5710 Tanya Morris Assistant tmorris@westlake-tx.org 817-490-5741 FINANCE DEPARTMENT 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 MUNICIPAL COURT 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 Vickie Brown Court Clerk vbrown@westlake-tx.org 817-490-5724 COMMUNICATIONS AND COMMUNITY AFFAIRS Ginger Awtry Director gawtry@westlake-tx.org 817-490-5710 HUMAN RESOURCES AND ADMINISTRATIVE SERVICES Todd Wood Director twood@westlake-tx.org 817-490-5711 PARKS & RECREATION AND FACILITIES MAINTENANCE Troy Meyer Director tmeyer@westlake-tx.org 817-490-5735 Kerry Wade Assistant kwade@westlake-tx.org 817-490-5768 PLANNING AND DEVELOPMENT Ron Ruthven Director rruthven@westlake-tx.org 817-490-5739 Joel Enders Coordinator jender@westlake-tx.org 817-490-5738 Nick Ford Intern nford@westlake-tx.org 817-490-5742 PUBLIC WORKS 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 EMERGENCY SERVICES Richard Whitten Fire Chief rwhitten@westlake-tx.org 817-490-5785 John Ard Fire Marshal jard@westlake-tx.org 817-490-5783 INFORMATION TECHNOLOGY 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 x BUDGET GUIDE & 'SABLE OF CONTENTS The Town of Westlake * 1301 Solana Blvd, Building 4, Suite#4202 *Westlake, Texas 76262 1 . EXECUTIVE SECTION • 85 Ad Valorem Property Tax Analysis- A property tax is an ad valorem tax that an owner of real estate or • 01 Transmittal Letter-This section is written to the Town property pays on the value of the property being taxed. Council by the Town Manager and provides a high-level preview of the Town's budget.It contains information • 89 Personnel and Organization-Since salaries make up including the Ad Valorem Tax rate,fund summaries as the greatest portion of the expenditure budget,it is well as short term and long term trends. The letter helps logical to apply forecasting techniques that can provide tie together the core elements which make up the a true picture of where payroll dollars are headed. budget and illustrates how those elements further the Town's goals found within the strategic management • 101 Long Term Planning -The Long-Range Financial system. Forecast takes a forward look at the Town's revenues and expenditures.Its purpose is to identify financial • 17 Strategic Plan-The Town has adopted a Strategic trends,shortfalls,and issues so the Town can proactively Management System (SMS)which drives the way the address them. Town conducts its business.The department directors contribute to the SMS by developing a corporate 3. GENERAL FUND business plan and aligning their yearly budget proposals to that plan. 117 General Fund-The Town's principal operating fund, which is supported by taxes,fees,and other revenues • 25 Community Profile- This section includes statistical that may be used for any lawful purpose.The fund of the and supplemental data that describes the Town of Town that accounts for all activity not specifically Westlake and it's community.It furnishes a valuable accounted for in other funds.It includes such operations perspective when reviewing budget issues and making as police,fire,planning,finance and administration. decisions related to allocation of government resources. The goal is to provide a context for understanding the 4. ENTERPRISE FUNDS decisions incorporated into the budget document. • 211 Enterprise Funds-GAAP requires state and local 2. FINANCIAL ANALYSIS governments to use enterprise fund types to account for "business-type activities". These activities include services • 49 Budget 101 Overview-This section explains the primarily funded through user charges.Water and sewer meaning behind the numbers which are presented in this utilities are common examples of government budget document.It gives perspective to the Town's enterprises. budgeting process,basis of budgeting and accounting, how the budget is amended and the fund accounting 215 Utility Fund-The Utility Fund is an enterprise or system. business fund.This means that the direct beneficiaries of the "business"pay for all costs through fees or rates. • 79 Financial Summaries and Analysis-This section gives Water,sewer service,and garbage service revenues an analysis between the current year and prior year generated through our rates,as well as the expenses for budget,as well as the variance explanations. Several providing these services are accounted for in the Utility different tables are presented of all fund revenues, Fund.As with the General Fund,prudent financial expenditures and fund balance amounts. management and bond requirements make it necessary to have healthy reserves. A BUDGET GUIDE & TABLE OF CONTENTS The Town of Westlake * 1301 Solana Blvd, Building 4, Suite#4202 *Westlake, Texas 76262 221 Cemetery Fund-The Cemetery fund includes all 249 413 Economic Development-The 46 Economic operations associated with the 5.5 acre cemetery Development Fund collects a'/2 cent sales tax to be located on J.T.Ottinger Road.This includes interment,lot allocated to qualified development projects.The 46 Fund sales,record keeping,and all maintenance associated has been committed to the repayment of the debt with the grounds,fences,trees and flower beds.The incurred for the Town's Civic Campus project. cemetery was donated and conveyed by deed to the Town during FY2008-09. 253 Economic Development-The Economic Development Fund was set up to maintain all receipts 5. INTERNAL SERVICE FUNDS and disbursement of funds pertaining to agreements between the Town and various corporations for 225 Internal Service Funds-Internal service funds are economic development. used for operations serving other funds or departments within a government on a cost-reimbursement basis. 257 Public Improvement District Fund(Local)-accounts for monies received from bond proceeds,inspection fees 229 Utility Major Maintenance-The Utility Maintenance& and payments related to the Solana Public Improvement Replacement Fund (UMR)was created to provide a District. mechanism for repair and replacement of capital assets such as pump stations,lift stations,elevated and ground 261 Lone Star Public Facilities-This fund was set up storage facilities,etc. initially with donations from several involved corporations that were going to benefit from fax-exempt bonds. 233 General Major Maintenance-The General Maintenance&Replacement Fund (GMR)was created 7. DEBT SERVICE FUNDS to provide a mechanism for the long-term repair and replacement of large capital assets such as HVAC,walls, 265 Debt Service Funds-This section provides a summary floors and ceilings,plumbing,electric,roadways,etc. of the annual principal and interest payments for all outstanding bonded debt and capital leases.The Town 237 Vehicle Major Maintenance-The Vehicle issues general obligation bonds and certificates of Maintenance&Replacement Fund (VMR)was created obligation to provide for the acquisition and construction to provide a mechanism for the long-term repair and of major capital facilities and infrastructure. replacement of Town vehicles. • 275 Debt Service Fund 300-This fund tracks the 6. SPECIAL REVENUE FUNDS infrastructure and building projects funded with dedicated,self-supporting revenue streams such . 241 Special Revenue Funds-This section provides a as sales tax revenues. detailed spending plan for funds which account for proceeds of specific revenue sources that are legally 281 Debt Service Fund 301 -This fund tracks the restricted for certain purposes. infrastructure and building projects funded with Property Taxes. • 245 Visitors Association Fund-The Visitors Association Fund was established in late FY 1999-2000 and collects a 7%hotel occupancy tax from the Marriott Solana, Deloitte University and any future Westlake hotels. XII BUDGET GUIDE & 'SABLE OF CONTENTS The Town of Westlake * 1301 Solana Blvd, Building 4, Suite#4202 *Westlake, Texas 76262 8. WESTLAKE ACADEMY FUND 11 . MUNICIPAL POLICIES • 285 Westlake Academy-This fund was incorporated into 355 Fiscal and Budgetary Policies the Town's budget beginning in FY 2010-11.Westlake The overall intent of the following Fiscal and Budgetary Academy opened its doors in September 2003 when the Policy Statements is to enable the Town to achieve a Town of Westlake officials took advantage of the State of long-term stable and positive financial condition. The Texas' acceptance of chartered schools and thus, watchwords of the Town's financial management became the first and only municipality in the state to include integrity,prudence,stewardship,planning, receive a chartered school designation. accountability,and full disclosure. • 9. CAPITAL PROJECT FUNDS 369 Investment Policy It is the policy of the Town of Westlake that the 299 Capital Projects-The Capital Projects funds are used administration of its funds and the investment of those to account for financial resources to be used for the funds shall be handled as its highest public trust. acquisition or construction of major capital facilities (other than those financed by proprietary fund types). 375 Employee Pay Plan Policy The purpose of this policy is to set out the philosophy, • 303 Capital Project Fund-This fund tracks the purpose,and intent of the Town of Westlake's pay system infrastructure and building projects funded with general for municipal employees. fund operating transfers,bond funds,intergovernmental revenue and other special fund sources.Capital projects 12. APPENDIX are those projects over$25,000 that may extend over one fiscal year to complete. • 385 Ordinance to Adopt the Budget • 387 Ordinance to Adopt Property Tax Rate • 309 Westlake Academy Expansion-The Westlake • 390 Glossary Academy Expansion Fund tracks and accumulates • 396 Acronyms resources intended to finance future Academy expansion. 10. CAPITAL IMPROVEMENT PLAN • 313 Capital Improvements Program-(CIP)is for the purchase,construction or replacement of the physical assets of the Town.This section includes a listing of projects for the current year as well as projects that are rr,. planned for implementation over a five-year period. Town staff plans for a five-year period,but has also � J , identified several projects that cannot be addressed given funding limitations. Xlli II ww_ I! I if I r ' ■ - w k+ ]['rid r trA'�rr rrrrNr�. 1`r.•aY1�111111 INA All 11111141 E 1 . . . 111� ��p •�11 1r � 1 11. 1r1�a ar Atl .14 tn4>>,. Ti�;s {��-� ins i�ct�,�t.%r�aa�� ��a�c� J RETURN TO T.O.C. IM ' Transmittal Letter a MA This section is written to the Town Council by the Town Manager and provides a high-level preview of the Town's Budget. The letter helps tie together the core elements which make up the budget and illustrates how those elements further the Town's goals found within the strategic management system. 1 RETURN TO T.O.C. Section 1 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 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: 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. 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. 2 RETURN TO T.O.C. Section 1 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 FYI 6-17 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: WE STIAK E, FY 2011-12 IN 01JR RE "INVESTING IN OUR FUTURE" - Ad valorem property tax implemented to stabilize our revenue streams, provide for financial sustainability, and invest in our infrastructure. OPERATING BuDczi FY 2012-13 ANNUAL OPER "DRIVING SERVICE EXCELLENCE" Focused on our ability to deliver excellent customer service. Lh�7LI - _T1'.,,,, ANNUAL FY 2013-14 OPERATiNc,BUDGET "MOVING FORWARD TOGETHER: A GROWING COMMUNITY, A GROWING SCHOOL" 2013-2014 Expansion at the Academy and infrastructure reinvestment 3 RETURN TO T.O.C. Section 1 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" v Recognizing the growth that was about to occur. sV M FY 2015-16 aL Nft FORGING WESTLAKE: WRITING THE NEXT CHAPTER `,(i`°' 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 FYI 6-17 budget theme is a continuation and expansion of our previous budgets - "Forging Westlake, Managing the Impact of Growth". III. 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 FYI 5-16 Budget, are still in place, and it appears they will be with us for the foreseeable future - into FY 16-17 and beyond. OUR REGIONAL CHALLENGES CONTINUE TO BE: ➢ 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 a2m 0-M 90 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% , 4 RETURN TO T.O.C. Section 1 Executive Transmittal Letter over the next 30 years. Population growth over this some 30 year period is forecast by NCTCOG to be 69%. This regional growth is impacting Westlake. ➢ 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. ➢ 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: ➢ 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. ➢ 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. 5 RETURN TO T.O.C. Section I Executive Transmittal Letter ➢ 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. ➢ 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 I 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. ➢ 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. 6 RETURN TO T.O.C. Section 1 Executive Transmittal Letter 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 SH 170 and SH1 14. 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 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 meansv ev.��r�„R �!. = L ;""' a-�,• ^ corporations to Westlake. The expansion of =::aaz a 'a e-prolits�«+� COtltrOnanY�J`~5..a I iq o =strata mdos[ry = tea--s a $y—tistrategiesasge commercial development will continue to grow �flCm� QQSs..„;,,, Westlake's daytime population. a, n3iagsmmes,cnrraduGtar� it$ "EMOUNIIISM �9 average ,—point P.:.: ah,A E�v g r 1§1 extern alcustomers market I � ; srremorlar e The mixed use develo ment called Entrada, different ■ �I r .og w t+ p �� � located at FM1938/Davis Blvd. and SH 114, 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. ➢ 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 7 RETURN TO T.O.C. Section 1 Executive Transmittal Letter 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 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 WESTLAKE 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 our secondary boundaries continues to grow from 705 in 2011 to approximately 2,250 students for this coming school year. ➢ 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 800 of its operational funding from the State. The municipal government continues to allocate significant resources to the Academy 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 LP operating funds for the Academy, without which the school k* 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 Courts decision holds for us in the future in terms of the State Legislature possibly increasing State public school funding - remains to be seen. ➢ 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 FYI 5-16, but will need to continue into FYI 6-17. 8 RETURN TO T.O.C. Section 1 Executive Transmittal Letter ➢ 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. ➢ 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 nwhyl 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. ➢ Continued Emphasis on Long-range Financial Planning: The FYI 6-17 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 assist in developing a proactive, rather than reactive, approach to our changing financial trends. With these challenges in mind, the FYI 6-17 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. ��ara�/ Thomas E. Brymer Town Manager 9 RETURN TO T.O.C. Section 1 Executive 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 FY 16/17 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 $8,889,020 $8,869,205 54% $327,842 4% Enterprise Funds 2,108,895 3,742,810 4,161,835 1,689,870 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 29,976 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 $37,804,971 for all funds • Fund balance shows a 4.32% decrease of$738,340 from the prior year estimated budget. o General Fund increase - $328K o Capital total increase - $271 K 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 Adopted Amount Percent Payroll $ 4,054,867 $ 4,761,495 $ 706,628 17.4% Expenditures 10,027,429 10,309,466 282,037 2.8% TOTAL $14,082,296 $15,070,961 $ 988,665 7.02% 10 RETURN TO T.O.C. Section 1 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 6- TED ADOPTED FIVE YEAR PROJECTION AL FY 117 FY 16-17 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 Expenditures &Transfers Out (7,411,775) (8,889,020) (9,327,983) (9,472,727) (9,905,001) (10,199,648) 7 NETR&TI Over(Under) E&TO 1,300,634 327,843 (166,878 08,096) (1,2 11) (1,305,315) Beginning Fund Balance 7,240,729 8,541,363 8,869,206 8,702,328 7,994,232 6,768,921 Ending Fund Balance 8,541,363 8,869,206 8,702,328 7,994,232 6,768,921 5,463,606 Restricted/Committed/Assigned 572,666 575,040 283,146 283,146 283,146 283,146 Unassigned Ending Balance $7,968,697 $8,294,166 $8,419,182L $7,711,086 $6,485,775 $5,180,460 $per Day for Operations $20,005 $24,353 $25,556 $25,953 $27,137 $27,944 Operating Days 398 341 329 297 239 185 GENERAL SALES AND USE TAX • Sales and Use Taxes for the General Fund are budgeted to remain flat at$3,310,500 and comprise 350 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 413 Economic Development Corporation Fund. 11 RETURN TO T.O.C. Section 1 Executive Transmittal Financials AD VALOREM PROPERTY TAX This will be the 7'"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. r FY 15/16 FY 16/17 Adopted Adopted Change Tax Rate Tax Rate Amount M&O $0.13947 $0.12882 $ (0.01065) &S $0.01687 $0.00813 $ (0.00874) -L__$0.15634__A0.13695AL(0.01939) The ad valorem tax rate per$100 of assessed valuation will decrease by$0 .01939 for FY 2016-2017 to the adopted tax rate of$.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 Adopte 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 Adopted 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 Adopted 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% 12 RETURN TO T.O.C. Section 1 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$804,640,this represents 2%increase of$15,640 when compared to the prior year estimated budget. UTILITY FUND REVENUES Utility Fund revenue is primarily comprised of fees for water and wastewater service.The fund also receives a small portion of its revenue through tap fees and interest income, and currently serves as a mechanism for collecting and distributing debt service and impact fees. • Utility Fund revenues are budgeted to be$3,730,745;this represents 2%increase of$84,536 when compared to the prior year estimated budget of$3,646,209. 13 RETURN TO T.O.C. Section 1 Executive SLA Breakdown SERVICE LEVEL ADJUSTMENT BREAKDOWN 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". Maintain • Same level of service as previous year, but increased due to inflation, etc. • 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". New or expanded level of service. • 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. • Show any revenues or reduction in current expenditures the new or expanded levels of service will create • 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 Im • TOTAL AMOUNT Municipal $10,742,844 $381,633 $11,124,477 REVENUES Academic 0 8,399,173 8,399,173 Total $10,742,844 $8,780,806 $19,523,650 percent 55.0% 45.0% Municipal $9,554,993 $999,762 $10,554,755 EXPENDITURES Academic 0 8,397,745 8,397,745 Total $9,554,993 $9,422,637 $18,952,500 percent 50.3% 49.7% 14 RETURN TO T.O.C. Section 1 Executive BSC Breakdown BALANCED SCORECARD BREAKDOWN STRATEGIC TH EMES 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 for 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. STRATEGIC THEMES Natural Exemplary Service& High Quality Planning, Exemplary Education- Oasis Governance Design,& Development Westlake Academy Preserve and We set the standard by We are a desirable,well Westlake is an international maintain a perfect delivering unparalleled planned, high-quality educational leader where blend of the municipal and community that is each individual's potential community's natural educational services at distinguished by exemplary is maximized. beauty. the lowest cost. design standards. A STRATEGIC PERSPECTIVE is a view of the Town's strategy from a specific vantage point. The Town's operational model encompasses our mission, vision, and values statement, and utilizes the four Perspectives as a framework. As the name implies "a balanced scorecard" is divided into these perspectives that help ensure that we focus on the components necessary to achieve our strategy and aligns our work with the vision and mission for SLA COSTS BY PERSPECTIVE our community. PERSPECTIVE ONE-TIME ON-GOING TOTAL COSTS COSTS COSTS Our current perspectives Citizens,Students encompass the areas of &Stakeholders $ 28,655 $ 197,940 $ 226,595 People, Facilities, and Financial 9,456,321 472,284 9,928,605TechnologY (organizational Stewardship capacity building), Municipal & 40,894 20,838 61,732 Municipal &Academic Academic Operations Operations (operational People, Facilities, and 8,198,921 870,207 9,069,128 processes), Financial Technology Stewardship (public funds GRAND TOTAL $ 1,187,851 $ (616,701) $ 571,150 and financial oversight), and Citizen, Students, & Stakeholders (customer service). All work together to ensure we create a vibrant and responsive community for our residents. 15 RETURN TO T.O.C. Section 1 Executive BSC Breakdown BUDGET COSTS PER PERSPECTIVE & OUTCOME OBJECTIVE This budget aligns our organizational priorities contained in the Town's Balanced Score Card by Perspective,with the resources needed to fund Service Level Adjustments (SLA). This also shows how these SLA's impact the BSC's strategic objectives within each of the BSC perspective. Further, it connects how each SLA within each Perspective addresses challenges identified in Section II of this letter. 1W PERSPECTIVE & OUTCOME OBJECTIVE TOTALCOST CITIZEN, STUDENTS&STAKEHOLDERS TOTAL Outcome Objectives: Preserve Desirability& Quality of Life; Increase CSS Satisfaction $226,595 • ON-GOING: increased cost for Debt Principal & Interest for series 20017,2010,2012,2013,2014; Fort Worth Water Peak Payment; Increased expense for Fort Worth Water Purchases; Rent& Utilities FINANCIAL STEWARDSHIP TOTAL Outcome Objectives: Increase Financial Capacity& Reserves; Increase Revenue Streams $9,928,605 • ONE TIME; building and EMS permit fees, inspection/plan review fees; bond revenue for Fire Station complex; contributions for Glenwyck Telecommunication ductbank project • ON-GOING; Economic development for Westlake Academy ($10K per lot for Entrada/Granada); Property Tax Revenue; Water/Sewer/Waste Revenues; Hotel Occupancy Tax; Citation Revenues; Increased Franchise Fee Revenue MUNICIPAL&ACADEMIC OPERATIONS TOTAL Outcome Objectives: Maximize Efficiencies& Effectiveness, Encourage Westlake's Unique $61,732 Sense of Place, Increase Transparency, Accessibility& Communications • ONE-TIME: Contract Median R&M; Contract Landscape; E. Dove Rd Recon/Drain Vaquero-TB; Solana Pavement Repair; Consultant Fees; Communication Supplies; Dues/Subscriptions • ON-GOING: Contract Landscape; ED Deloitte Hotel tax; Bond Principal & Interest 2011 CO; Pre-Employment Testing;Advertising Public Notices; Dues& Subscriptions; Election expenditures PEOPLE, FACILITIES&TECHNOLOGY TOTAL Outcome Objectives:Attract, Recruit, Retain & Develop the Highest Quality Workforce, $9,094,258 Improve Technology, Facilities& Equipment, Optimize Planning& Development Capabilities • ONE-TIME: Consultant; Computer Equip/Software; Hosted Web Applications;Town - Security Expense; Fire Station Complex; Repaint Ground Storage Tank; Pump Station Equipment; GW Telecommunication ductbank; Motor Vehicle Fire Department; Mechanical Equipment; Furniture and Fixtures; Firefighter Equipment • ON-GOING: Records Management; SW/HW Maintenance Contracts; Building R&M; Building Supplies; HVAC Supplies; Security Supplies; Grounds R&M; Equipment R&M; Office Rent; Electrical R&M; HVAC R&M; Mechanical R&M; Court Technology; Security; Electric Service; WA-AC ton/7.5 ton server room; WA-HVAC System Replacement; WA- Update Security System; WA-Update Security Cameras; Network Equipment; WA-Parking Lot; Phone System; WA-Carpet/VCT Flooring; WA-Environment building UG light/water; WA-Interior Building R&M; WA-Exterior Paint&Wood R&M; WA-Roof Repairs 16 RETURN TO T.O.C. Westlake Strategic Plan 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. 17 RETURN TO T.O.C. Section 1 Executive Strategic Plan BALANCED SCORECARD STRATEGIC PLAN 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 STRATEGIC PLANNING & MANAGEMENT illustrates the Balanced WITH A BALANCED SCORECARD Scorecard approach and the following pages of this section STRATEGIC CUSTOMER STAKEHOLDER i MARKET NEEDS demonstrate how Westlake ALTITUDE has aligned with this 30,000 ft. framework. MISSION Components include the o Vision, Mission, Values, VISION o Perspectives, 25,000 ft. STRATEGIC o Strategy Map, ) PERSPECTIVES ; Performance Measures o Strategic Initiatives. STRATEGIC 1 THEMES AND RESULTS Each element is critical to the 15,000 ft. STRATEGIC OBJECTIVES success of the municipality &STRATEGY MAP / and helps us evaluate and PERFORMANCE MEASURES communicate our AND TARGETS performance. Ground STRATEGIC INITIATIVES 4 Level 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. 18 RETURN TO T.O.C. Section 1 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, Financial Municipal and People, Facilities, and Stakeholders: Stewardship: Academic O erations: &Technologies: 7viiewed through the eyes Financial oversight; focuses on processes that involves,work culture, f our customers and effective use of resources create value for the innovation,leadership, stakeholders customers and governance,tools and stakeholders 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, STRATEGIC THEMES identified a strategic result, Exemplary High Quality populated the maps with Natural Service Planning,Design,& Exemplary strategic objectives and I Oasis &Governance Development Education created an objective Preserve and We set the We are a desirable, Westlake is an commentary document. All of maintain a standard by well planned, high- international this sets the framework fora perfect blend delivering quality community educational of the unparalleled that is distinguished leader where comprehensive Tier One map community's municipal and by exemplary each for the municipal program of natural educational design standards. individual's services. The current Balance beauty. services at the potential Scorecard was adopted by lowest cost. is maximized. 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. 19 RETURN TO T.O.C. Section 1 Executive Strategic Plan OBJECTIVES AND PERFORMANCE MEASURES Performance measures hold government departments accountable. While allowing them to recognize their successes and adjust programs of service that are under performing. Because performance measures are determined according to the Strategy Map, it becomes evident how each department aligns with Town goals, and how well departments are meeting the expectations set by the Strategy Map. PERSPECTIVES OBJECTIVES PERFORMANCE MEASURES • Alignment between comp plan,zoning&dev.Regulations Preserve Desirability • Ratio of exemplary schools in/around Westlake &Quality of Life • Enrollment composite (capacity vs.wait list) Citizens, • Student successes from WA Students, • Direction Finder survey results And Attrition rate Stakeholders • Average length of time residents live in Westlake Increase Percentage of leavers (all) CSS • External validation points (awards per year) Satisfaction • Direction Finder survey results • Percentage of violations issued to residents due to failure to meet development/code requirements Increase Financial • Fund Balance Financial Capacity& Reserves • Quarterly financial report data Stewardship Increase • Local revenue monitoring Revenue Streams • Percent of revenues budgeted • Percentage of time spent on Q2 planning and implementation Maximize Efficiencies • Number of policies and procedures updated/passed & Effectiveness (quarterly) • Number of internal processes reviewed and updated each Municipal quarter And Encourage • Percentage of first submission plans that meet Academic Westlake's Unique environment/development goals Operations Sense of Place • Percentage of CSS participation events/meetings • Increased survey completion (All) Increase Transparency, • Direction Finder survey(effectiveness of town Accessibility& communications,effort to keep residents informed, Communications opportunities for public input and availability of town records. • Email/website statistics • Percentage of qualified candidates within applicant pools Attract, Recruit,Retain Time to fill positions &Develop the Highest • Percent of increased competency specific Quality Workforce • Employee turnover rate People, • Employee satisfaction results Facilities, Overtime vs.Comp time and Improve Technology, Critical infrastructure downtime Facilities& Equipment • Cost of repairs vs.replacement costs Technologies • Projected CSS growth Optimize Planning& Direction Finder survey results Development Capabilities Percentage of deadline compliance 20 RETURN TO T.O.C. Section 1 Executive Strategic Plan These performance measures help determine the quantity and quality of our work, as identified in our plans. We consistently evaluate our work and review our performance quarterly because we firmly believe that what gets measured gets done. In addition to monitoring these performance measures, the Town of Westlake also desires the opinion of its citizens. Every two years Westlake undertakes a broad citizen survey designed to measure government performance and to gauge the current and future needs of residents. This survey is an incredibly useful tool within the strategic management system, and it allows Town services to be tailored based upon citizen attitudes. Westlake's performance measures are evolutionary and undergo on-going review. As we improve our ability to gather and mine data about our work, we will be able to add performance measures to the departmental business plans as a gauge of success. These departmental efficiency and effectiveness measures will be grouped with the appropriate outcome objective then fed into the Town-wide scorecard to give an overall picture of the Town's performance. As the Town continues to develop these scorecards, measurement units, data sources, and targets will be refined.Through quarterly performance reviews, departmental performance is documented. Trends are also tracked over time through budget documents. TOWN OF WESTLAKE STRATEGY MAP Citizens, Preserve Students & Desirability & Increase CSS Quality of Life Satisfaction Stakeholders Financial Increase Increase \ Financial Capacity Revenue Stewardship / Reserves Streams Municipal & rage Increase Maximize Academic Efficiencies & ke's Transparency Effectiveness Sense Accessibility & Operations ce Communications People, Attract, Recruit, 4(jE, Optimize Facilities & Retain & Develop Planning & Technologythe Highest Quality Development Workforce Capabilities 21 RETURN TO T.O.C. Section 1 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. As the Budget Cycle illustration indicates, the process never ceases. �L J F A Fi N 1111 P, • • • • vj . FEB OCT 7.4 IS E APR AUG MAY �Qo Budget • • J A U u Now J ca � S rl 22 RETURN TO T.O.C. Section 1 Executive Strategic Plan The budget process, like the Strategy Map, connects each department to the organization. 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. 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. VISION The town's vision statement outlines what we "An oasis of natural beauty that maintains our strive to be. Upholding such a statement is a open spaces in balance with distinctive task that requires effort on multiple levels. The developments, trails, and quality of life amenities balanced scorecard system will help ensure amidst an ever-expanding urban landscape." that the Vision of the Town remains true in years to come. MISSION Westlake is a unique community blending The mission statement describes what must be preservation of our natural environment and done to achieve the adopted vision. Town viewscapes,while serving our residents and Council has adopted the following Mission businesses with superior municipal and academic statement for the Town: services that are accessible, efficient, cost- effective, and transparent. 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 MA 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 3 RETURN TO T.O.C. 74-s�ff tis 24 RETURN TO T.O.C. Westlake Community • rofile This section includes statistical and supplemental data that describes the Town of Westlake and it's community. It furnishes a valuable perspective when reviewing budget issues and making decisions related to allocation of government resources. The goal is to provide a context for understanding the decisions incorporated into the budget document. 25 RETURN TO T.O.C. Section 1 Executive Community Profile INTRODUCTION Westlake is in the LONE STAR STATE OF TEXAS and is known as the place where the cross timbers meet the prairie. Westlake boaHolds tales of settlers from the Peters Colony, Indian treaties signed by Sam Houston, tremendous archaeological treasures, and some of the oldest settlements in North Texas. In the perspective of Texans it conjures images of �- crystal rivers fed from designer spring waters, oak 1 .•� r trees dipped in Spanish moss and prairies awash in bluebonnets. Wildlife in all its forms and a rich ` history embroiders the tapestry. i� Other geographical regions mark the coast, the mountains and basins, the piney woods, the prairies and plains, the Trans-Pecos region, but all seem tied to the historical umbilical cord of the Cross Timbers Hill Country. e 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 1 � 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. urs Qe am e ",Zto, a p6" gcvn i,Qta}e,to,t4 l eaA w, 4 caw oz weu-ex, &eew, 26 RETURN TO T.O.C. Section 1 Executive Community Profile 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 Mahhall Metroplex. C wP �.; 4 The unique location of Westlake is ideal for ,,�° T,ophvb many of its major corporate campuses and . residential communities. A common ideal pro ;'/ curve aam shared by our corporate and individual residents is their support of the existing `. ?� character and charm of the community as y o3a„4 E well as a commitment to excellence in new p s _ develo ment. Nov HISTORY OF WESTLAKE 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 rzXA., sought after places to live in America. 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 r - 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 1870's... 4. - - 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. 27 RETURN TO T.O.C. Section 1 Executive Community Profile The 1930's... In the late 1930s, Ted Dealey, turned his attention to a lush and untouched piece of the Cross Timbers region. It was there he built a stunning country place designed by prominent architect, Charles Dilbeck. This place was known as the 220 Ranch. The Dealey Home,which has been relocated to a new location off Dove Road, is now known as Paigebrooke Farm. The 1940's- 1950's It was late in the 1940's after World War II, at about the � _�� •- x 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 in 1956, 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 Town of Westlake has changed much since its original incorporation in 1956. During the early years, our mayor and board members met to discuss town business in the comfort of each other's living rooms-an interesting contrast to how our town operates today. 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 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. 28 RETURN TO T.O.C. Section 1 Executive Community Profile The 1980's ... a 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 ! L A N became available for use by other corporations. Eventually, IBM sold its partnership interest. The 1990's ... In 1989, Nelson Bunker Hunt declared bankruptcy and the Circle T Ranch was lf Worth Star-Telegram 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 Acle T' be disannexed waged as emotions rose. Ultimately Town -- _ leadership prevailed. In 1999, the Town hired the first professional manager to oversee operations. 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 N 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. 29 RETURN TO T.O.C. Section 1 Executive Community Profile 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 SH 170 and SH 114. HISTORIC PRESERVATION There are few gifts more taken for granted than our heritage. We've all kept the old photographic albums or maybe even been fortunate enough to have recovered a piece of wood from the house our great-grandmother was born in. Apart from the relics and stories passed down from generation to generation, there is little effort made in today's frantic world to preserve and protect our community heritage. As we grow older, few of us have not paused on ocasion and wished that certain memories could somehow be crafted and professionally woven into a legacy rather than relegated to the yellowing pages of the picture album. With such thoughts in mind, The Westlake Historical Preservation Board was created to discover, preserve and perpetuate the history of our town and region that is, after all, composed of family histories. We owe a debt of gratitude to the local volunteers whose work reflects the fact that our past is as much a guide to our future as it is a trail to our present. ' Westlake, a new town in an old locale, has determined that history will have a place in town _�- government by creating a historical board. We invite you along the trails, traces, side roads, and by-ways of long ago. And we can't forbear to �r remind you that "the best paths always lead i;.. home;" that we are all pathfinders, in one way or another. 30 RETURN TO T.O.C. Section 1 Executive Community Profile HISTORICAL MARKERS IN WESTLAKE Westlake i5 also on a journey toward its own destiny that will be unlike any Board members of the other of the towns around it-better, richer because Westlake will take into Westlake Historical account its past in charting its future. The folk of yesterday are gone and Preservation Society oo io most of the evidence proving they were here. They are remembered only researched eight significant a5 long a5 there are rememberer5. When even memories are gone, there io precious little-an old house here or there, small cemeteries with headstones locations recently askew, historical plagues, old-timey things in museums,photographs, bits of nominated for historical poetry, recipes and old letters with the musty Smell of time,documents from markers. The Town court house records, words trapped in new5paper5, magazines or books. Council unanimously approved a historical marker master plan at the j WESTLAKE AND THE p June 13th 2011 meeting °� CROSS TIMBERS which identified the sites This marker stands next to the loop and place markers. parking lot in front of the Westlake The sites are in the heart of Academy on IT Ottinger Road. Westlake and on highly ' . �� Our history begins in a distinctively traveled roads. Instead of unique geographic region of North Central Texas, the Cross Timbers. Early going through the State to explorers and travelers noticed the area because of the extended groves receive the designated of oak trees bordered with stretches of open prairie. As early as 1832, plaques, the Town will take Washington Irving described it in a Tour of the Praries: "I shall not easily on the project. The Texas forget the mortal toil, and the vexations of flesh and spirit, that we undertook occasionally, in our wanderings through the Cross Timber. It was Historical Marker like struggling through forests of cast iron."The Cross Timbers region extends application process requires across parts of Kansas, Oklahoma, and Texas. From a map, it may be seen exhaustive research and that the region runs in irreular vertical lines, a little like icing running down documentation for potential the sides of a cake. Benjamin Tharp writings described the area as sites and can take up two to timbered islands amid lakes of grass called oak savannas, a name that three years. refers to wooded areas broken by stretches of grasslands. Hence, describing our home Westlake,Texas." The rock chimney from the original Buck ` TEXAS 1 King homestead still standing at Pearson Lane and Aspen Lane. Pearson Road was known as Buck King Road. =yam 8 31 RETURN TO T.O.C. Section 1 Executive Community Profile HISTORICAL MARKERS IN WESTLAKE SHOCKEY-HUFFMAN HOMESTEAD & FAMILY FARM This homestead is now occupied by Solana Village Plaza and was established by Isaac Shockey in 1885. The homestead consisted of STAR multiple wood-frame buildings and a well. This marker stands off STAGECOACH ROUTE Solana Blvd near Village Center Plaza. The site of an1850s log cabin on Denton 7�61v* Highway south of POSSUM TROT SCHOOL Stagecoach Hills This was aone-room ,. f/ ' Airpark. Later a rock school house from house was built there 1890 to 1905 near where travelers on Dove and Ottinger the Denton-Birdville roads, south of ` ti W �1�i� stagecoach route Westlake Academy. stopped for water The school had 16 to 0 ►l 20 students ages 8 r collected from through 13. This nearby springs. marker stands at the southwest corner of North Pearson and Dove Road. TERRA BELLA HOMESTEAD This site is on Dove Road, �. . purchased by Ed Noack _y�; YA1*_ *OZ in 1965which became 64Terra Bella Estates in 2007.THE CIRCLE T RANCH THRASHER Off State Highway 114, FAMILY HOME the 2,300 acres known on Dove Road west as Circle T Ranch was of Precinct Line F Road, home of purchased by J. Glenn Henry and Beulah Turner in the 1940s and F+ Thrasher on a 40- 1950s. - acre tract bought in PAIGEBROOKE FARM Off Dove Road near Ottinger Road is the site of the Dealey Home designed by Charles Dilbeck and built in the late 1930s. 32 RETURN TO T.O.C. Section 1 Executive 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 s taggered 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 Town Council shall conduct regularly scheduled meetings on dates and times as established by the Town Council. All Mondays shall be established as a day available for regular meetings as needed. Special meetings shall be called in accordance with Section 22.038(b) of the Texas Local Governm ent Code. The regular Council meetings shall convene not earlier than 6:30 p.m Laura Wheat 4 ; , Carol Langdon Mayor 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. 3 RETURN TO T.O.C. Section 1 Executive Community Profile 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. Combining Strong Political Leadership & Professional Management The council-manager form is the system of local government that combines strong political leadership, representative democracy through elected officials, and professional management. The form establishes a representative form of government by concentrating all power in the elected Town council. The council hires a professionally trained and educated Town Manager to oversee the delivery of public services and the daily operations of the Town. Council Members are part-time volunteers who serve as the policy making board for the Town's government. 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. Department Name hL General Government • Town manager 1.00 • Assistant Town Manager W_ • Administrative 0.50 • Planning and Development ._ • Town Secretary 1.50 • Facilities/Grounds maintenance _ • Municipal 4.5 a- • Finance _A_ • Payroll/Human Resources 2.00 nformation Technology ' Public Safety 15.50 Culture and Recreation 0.50 „ Public Works 3.00 r Marketing and Public Affairs 2.00 1 " Education 94.33 Total 137.83 34 RETURN TO T.O.C. Section 1 Executive Community Profile GLENWYCK PARK The park at Glenwyck Farms is 13.5 acres of ,, y open space with a variety of 60 feet oak and i pecan trees. The park, which opens at dawn and closes at dusk, is maintained by The Town ' of Westlake and the Home Owner's Association '` 1 1h of Glenwyck Farms. The park is located at 1601 i Fair Oaks Drive, and includes a running brook, F� three rustic bridges, and a paved walking path. Oak and pecan trees, some of which tower 60 feet, decorate the lush area. SHOPPING Westlake is surrounded by excellent retail shopping options in many of our neighboring cities: Roanoke, Southlake, and Trophy Club. There is something for everyone only minutes away but keep watch...for more Westlake retail stores in the Solana and Entrada developments! LODGING FACILITIES The Marriott Solana was designed by famous Mexican architect Richardo Legoretta.The hotel is one of Marriott's most unique, full-service hotels. Marriott Solana guests are provided with a unique, upscale experience.The resort feel of the hotel is supplemented)with fields of Texas wildflowers and groves of oak trees. The informal, yet arriott,, stylized approach uses light and color throughout, making for an exhilarating HOTELS & RESORTS experience. Whether you are staying at the hotel for work or pleasure, you are sure to leave feeling pampered. DINING ESTABLISHMENTS Westlake offers a small variety of restaurants within the town's limits. Located off Highway 114 at the Solana/Kirkwood Bouldvard exit, and just minutes from your doorstep, Solana houses a few dining options, La Scala offers traditional Italian and Mar Cocina serves up authentic mexcian food. The Marriot Solana Hotel offers an upbeat modern decor for breakfast lunch and dinner, featuring all your favorites served with a local Texas flare. In addition, the Marriott also includes a Starbucks Coffee House where tour favorite coffee beverages are served daily. Westlake is also surrounded by excellent dining options in Southlake, Roanoke and Trophy Club. 35 RETURN TO T.O.C. Section 1 Executive Community Profile 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. MASTERWORKS CONCERT SERIES... The Masterworks Music Series is a variety of free music programs sponsored by the Town of Westlake, Cassidy Turley and ARTSNET. These free concerts are for music lovers of all ages and feature instrumental and vocal music ranging from Country & Western to Blues & Jazz with the entertainment of local, regional and national artists. The concert season begins in April and performances are held at the Plaza (courtyard) in Solana. ...DECORATION DAY The Westlake Preservation Historical Society sponsors its annual .;I "Decoration Day" event each Memorial Day in Westlake at the Odd Fellow Cemetery. This community event is a public commemoration of veterans, both past and present, who have served our country i and defended our freedom and liberties. Activities include live music, treasure hunts for the kids, and a homemade ice-cream competition. -_- ANNUAL VINTAGE CAR SHOW... Classic car enthusiasts join together each October at the Solana • Club in Westlake for the Annual Westlake Vintage Car Show. This -- event features vintage classic original or restored to original automobiles, trucks and pickups from 1909 to 1959. Awards included Best of Show, Best of Class, People's Choice and Town of Westlake Mayor's Choice. ...ARBOR DAY CELEBRATION The Westlake Arbor Day Celebration is held each April. This annual celebration is an afternoon of activities, live entertainment, best cookie competitions, auctions, and a variety of great food. Kids' is activities have included pony rides, face painting, games, crafts, and an obstacle course. In addition, there are educational sessions on tree care advice, and complimentary trees. Admission is free.,,- HOLIDAY ree.HOLIDAY COMMUNITY TREE LIGHTING... Enjoy an evening of community fellowship at the Westlake Academy Campus, as the holiday season officially begins with the lighting of the Christmas Tree.This free event includes games & entertainment, cookie decorating, musical selections by the Westlake Academy .. Choral Group and Drama Students, and don't forget our special visitors from the North Pole!- _ 36 RETURN TO T.O.C.! r Section 1 Executive Community Profile WESTLAKE POPULATION The Town of Westlake has experienced exponential growth over the last decade; the national census reported 207 residents in 2001 and 992 residents in 2011 . 1150 1200 Population 1063 110 99 Growth7 $ 847 6 7 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 Tarant County Unemployment Rate Average Age Percent Year Rate 18— 34 years 5% 2002 6.10% 35 — 54 years 50% 55 — 74 years I 39% 2003 6.30 75+ years 6% 2004 5.30% Source: 2015 Westlake Citizen Survey 2005 5.10 Household Income Percent 2006 4.60 I Under$50K 4% 2007 4.30% $50K - $149K 5% 2008 5.10% $150K - $500K 29% 2009 8.10% $500K plus 45% 2010 8.10 Source: 2015 Westlake Citizen Survey- 2011 urve2011 7.90% 2012 6.20% A smoking ordinance was passed during the October 20th, 2013 6.00% 2015 Town Council meeting. 2014 5.00 The ordinance will be effective January 1st, 2016 and prohibits smoking in parks and trails (including medians) 2015 4.00 and within 25 feet of a building entrance. 37 RETURN TO T.O.C. DEMOGRAPHIC AND ECONOMIC STATUS Calendar Estimated Personal Per Capita Year Population Income Personal Income LOCATION 2002 289 $ 13,715,216 $ 47,457 2003 303 15,242,398 50,305 2004 328 41,027,552 125,084 Northeast Tarrant County 2005 355 45,292,916 127,586 . 7 square miles 2006 698 90,835,901 130,137 (approximate) 2007 703 93,316,319 132,740 2008 785 115,891,905 147,633 12 miles west of Dallas- 2009 803 120,920,285 150,586 Fort Worth International 2010 847 102,852,057 121,431 Airport 2011 992 26,678,400 127,700 7 miles east of Fort Worth 2012 1,063 138,423,531 130,254 2013 1,109 147,292,890 132,859 Alliance Airport 2014 1,150 160,462,095 135,516 Elevation 574 feet 2015 1,200 165,871,904 138,227 Tarrant County, Community College, Hospital & School Taxes- FY 2015-2016 CLIMATE Carroll ISD - $2.582277 • Keller ISD - $2.344777 Days of sunshine: 137 • Northwest ISD - $2.466577 Mean winter Denton County and School Taxes- FY 2015-2016 temperature: 54 F • Northwest ISD - $2.0741 Mean summer temperature: 92 F Major Developments & Planned Developments Mean annual • Deloitte University precipitation: 33.7 inches • Fidelity Investments North Texas Campus Mean annual snowfall: Solana Corporate Campus • 3.1 inches • Westlake Corners - at SH 377/SH 170 intersection • Entrada - an exquisite 85 acre mixed-use development • Quail Hollow and Carlyle Court i f Granada Phase I and II • Charles Schwab regional headquarters 38 RETURN TO T.O.C. Section 1 Executive Community Profile RESIDENTIAL SUBDIVISIONS The Town of Westlake is home to several communities, all of which share a commitment to excellence but possess unique character and charm. Well-known for its carefully planned development and growth, many homeowners choose this area for the wide variety of opportunities and the strong family orientation of its residents. GLENWYCK FARMS A private community situated on over 100 wooded acres in a quiet rural setting. Glenwyck has one acre home sites n fs in a park-like setting with mature trees, a running trail and several natural ponds. This neighborhood is also home to Glenwyck Farms Park, 13.5 acres of open space with a running brook, rustic bridges and paved walking path. Oak and pecan trees, some of which tower 60 feet, decorate the lush area. M A H O T E A B O O N E -Westlake's oldest subdivision, having been platted about 1978, Mahotea Boone has fourteen lots, eleven of which currently have older homes. It is zoned for minimum two acre lots and appears to be redeveloping with larger homes. The developer was Bill Boone,who named the street after his Grandmother. TERRA BELLA ' A 28 lot, 54.7 acre, gated subdivision with a 22.6 acre open space/nature preserve featuring a hike and bike trail. As Westlake's newest subdivision, the first house was i ppermitted for construction in August 2009. Terra Bella is t _ � accessible from Dove Road and Sam School Road, on '= the eastern border of Westlake. 1 s7 VAQUERO ESTATES Gently rolling hills and picturesque meadows comprise the private oasis of Vaquero, With approximately 333 homes, this guard-gated community surrounds a world-class golf course designed by Tom Fazio, complete with shimmering ponds and countless groves of majestic • oaks. This subdivision offers the highest quality in home design and construction. 39 RETURN TO T.O.C. Section 1 Executive Community Profile RESIDENTIAL SUBDIVISIONS GRANADA This subdivision is one of the latest additions with plans for gorgeous luxury homes set on 84 acres. The average price for these residences is targeted at$1 - million plus &you'll find what that buys is a stunning home with all the right touches and details. With average lot sizes of 30,000 square feet, families will have plenty of space to enjoy the Texas landscape. Y CARLYLE COURT _ Our new Carlyle Court developm ent will offer only 8 i gated estate lots, each one being 1-1.5 acre homesites. .z ,.. The neighborhood is very private featuring both trees and open spaces. Connections to the existing Westlake trail system are also available right outside your door! QUAIL HOLLOW A Private Enclave of Wooded 1-2 Acre+ Home Sites. = Y. ; This picturesque 188-acre gated community is set midst one of the most desirable locations in all of - h North Texas and is limited to only 92 home sites. ��OAe ill STAGECOACH HILLS ARPARK In this 30-house subdivision, airplanes are ^A almost as common as cars. The subdivision's name comes from its location on an old EST. 1971 _ stagecoach trail from Keller to Denton. i�A► 40 RETURN TO T.O.C. ENTRADA COMMERICAL DEVELOPMENT WHAT'S You and your family will especially appreciate the mixed- SPECIAL use approach that will make all your favorite spots Westlake's Entrada project is convenient and easy to access. taking shape with a 135-room Hyatt Place Hotel, a Primrose The architecture will emulate the Catalonia region of School, a Starbucks and a CVS Pharmacy all confirmed for the northeastern Spain with a blend of rich Texas-Spanish 85-acre project. Mission style and a community design to cr eate a European village type environment. The red the roofs are Entrada also will have 300 planned to quickly let you know residential units, including 200 single family villas, 70 to 80 you're not in a cookie cutter townhomes and 40 to 50 rehashed development. condominiums.Several luxury retailers are anticipated for the Carefully planned to provide project. The 161,000-square- foot Hyatt will have a 15,000- residents with an enviable lifestyle, square-foot conference room the $500 million project uses the for special events. latest trends in lifestyle planning to The centerpiece will be a lake provide a combination of office, with a fountain feature that hospitality, entertainment, and ■. harkens back to a village on single-family housing, including a the Spanish coastline.The selection of detached homes, W E S T LA K E - project also includes an outdoor amphitheater and townhomes, condominiums, and E N T RA DA trails that connect to the rest villas. of Westlake's network. The buildings will have small This development has attracted some of the nation's most setbacks, echoing the respected builders of luxury homes and, when completed, European-inspired design. will set a standard for both architectural design and luxury living in the North Texas area. j p, mY y �,• 7 f 41 RETURN TO T.O.C. Section 1 Executive Community Profile ADVANTAGES OF DOING BUSINESS IN WESTLAKE Regional Advantages • Adjacent to the Alliance Airport High Standards area which is home to over 60 . Gold level Scenic City Designation for high Fortune 500 companies. aesthetic and open space standards. • Lower cost of living-7% below the • The Town of Westlake has twice been named national average. the most affluent community in America by • No corporate sales tax in the state Forbes Magazine. of Texas. • Town support for economic development incentives. • Affordable housing- Prices 20% 0 Flexible high development standards to below the national average. accommodate logical development. • Strong workforce throughout DFW Metroplex. • Dallas-Fort Worth-Arlington Metropolitan Statistical Area ranked 4th largest population center in United States (Source: US Census Bureau) Hwy 114 Corridor West Region • Civilian labor force of 3 million in Population & Demographics Greater DFW. • Superb access to seven major • This region includes a population of over highways and Dallas/Fort Worth 151,000 people with the following characteristics. International Airport. • Family Oriented: Avg. of 2.89 people per • Location midway between Alliance household. Airport and Dallas Love Field. • Well Educated: 47.3%of those over 25 years of • Low local property tax rate. age have a bachelors degree or higher. • Central location within the • Young at heart: Avg. age of 37 years old Metroplex. • Total Households: 67,598 • Excellent choice and availability of • Average Household Income: $91,972 / year. office and retail space. Strategically Located Westlake is conveniently located on the south side of State Highway 114, providing quick, easy access to all areas of the Dallas-Fort Worth Metroplex. The unique location of Westlake is ideal for many of its major corporate campuses and residential communities. Westlake's proximity to major highways as well as area airports further enhances its appeal as a corporate office location. Westlake is 12 miles to the west of DFW Airport and 7 miles to the east of Alliance Airport. Traffic counts on Highway 114 adjacent to the city are presently around 70,000 cars per day. Those counts may reach as high as 100,000 per day when TxDOT completes all renovations of Highway 114 from Roanoke to 1-35 at the raceway. 42 RETURN TO T.O.C. WESTLAKE EMPLOYERS The DFW Metro area is home to COMPANY NAME more Fortune 500 companies than any other area in the United Fidelity Investments 5,843 _ 52% States. Core Logic 1,790 16% WellsRargo IIIIIIIIIIIIIIIIIIIM 6% Several major employers are Deloitte 460 4% located within the Town of Westlake. TD Auto Finance 4% Sabre AL Facilities 317 3% Solana Business Park, including a 10'Pirrst American Title premium Marriott Hotel, stands as the area's premier corporate Travelocity 200 2% development offering tenants a Verizon Wireless Bldg 7 _- customizable site-specific Sount Physicians 170 2% partnership. Verizon Wireless Bldg 6(ALL) Fidelity Investments created a Vaquero Country Club 123 1% stunning 300-acre campus that is Marriott Solana Hotel a user-friendly environment. It fits Verizon Wireless Bldg 8 100 1% into and even enhances the Westlake Academy area's natural surroundings and abounds with native trees, Levi Strauss 70 1% grasses and flowers. Solana Club/Larry North -- Solera 50 0% Deloitte University operates their .kwn oMIIIIIIIIIIIIIIIIII $160 million dollar, 160 acre, international training facility. The Marsh&McLennan Companies 35 0% facility features over 800 rooms, MCI office space, conference Cassidy Turley/Cushman-Wakefield 25 0% centers, amenity centers, as well est Hospitality, LLC _- as many parks, trails, and water features. This development Premier Academy 25 0% represents another step towards - Westlake's goal to become an education-centered community. All others, Wells Fargo, Fidelity 5% Investments, 1 Logic,Core i. } 43 RETURN TO T.O.C. Section 1 Executive Community Profile SALES AND USE TAX RATE General sales and Use Tax Many people don't know that most (show in millions) 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 8.250. This local tax must be in accordance with state law and be utilized for specific purposes as identified by the state's local 2011 2012 2013 2014 2015 2016 2017 government code. 4B Economic Development Fund-This fund utilizes the revenues generated from a '/2 cent sales tax to fund qualified development projects. Currently, the 4B Fund is committed to the repayment of the debt incurred for the construction of Westlake Academy. General Fund Allocation -The Town levies 1 '/2 % in sales tax that is utilized to offset expenditures in the General Fund and is used to reduce the property tax burden on local residents and businesses by providing Westlake with an additional unrestricted revenue source. Hotel Occupancy Tax HOTEL OCCUPANCY TAX (show in thousands) 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. 2011 2012 2013 2014 2015 2016 2017 44 RETURN TO T.O.C. Section 1 Executive Community Profile PROPERTY TAX Total Top Ten Principal Assessed The Town of Westlake instituted a property tax in 2010. Property Tax Payers Value 5 Village Circle Holdings LP $140,613,560 ➢ Effective Tax Rate is the total tax rate calculated to raise the same amount of property tax revenue FMR Texas, LLC/LTD 71,938,529 Partnership from the same properties. DCLI, LLC 52,633,131 The calculated effective rate Fidelity Investments Inc. 26,383,422 for FY2016/17 Marsh USA Inc 21,098,171 will decrease by .01939 for a tax rate of$.13695 Lexington TNI Westlake LP 14,700,000 Currently$.15634 Corelogic Solutions LLC 14,473,635 Prince Whipple Trust 6,850,000 Homestead Exemptions Levi Strauss & CO 5,903,735 The Westlake Town Council approved a homestead exemption of 20%,which is the maximum amount Vaquero Club, Inc. 5,383,416 allowed by the State of Texas. TOTAL $359,977,599 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. Ad Valorem Tax Comparison per$100 Jurisdictions - The Town 0.50 ■Trophy Club of Westlake contracts with ■Southlake the Tarrant County Tax 0.40 ■Keller Assessor Collector's Office 0.30 to collect the Town's ■Roanoke portion of local property 0.20 .13695 ❑Grapevine tax. 0.10 ■Haslet 0.00 ■Westlake 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 45 RETURN TO T.O.C. Section 1 Executive Community Profile Westlake residents can determine which taxing jurisdictions apply to their property as well as obtain current property tax rate information by conducting a property search on the appropriate appraisal district website: Denton Central Appraisal District or Tarrant Appraisal District. DIRECT AND OVERLAPPING PROPERTY TAX RATE 2012 2013 2014 2015 2016 TOWN DIRECT RATES Ad Valorem Property Tax General Fund 0.13835 0.14197 0.13888 0.13710 0.12882 Debt Service Fund 0.01849 0.01487 0.01796 0.01924 0.00813 SUB-TOTAL DIRECT 0.15684 0.15684 0.15684 0.15634 0.13695 OVERLAPPING RATES School Districts Carroll ISD 1.41500 1.40000 1.40000 1.40000 1.39000 Northwest ISD 1.37500 1.37500 1.45250 1.45250 1.45250 Keller ISD 1.54000 1.54000 1.54000 1.54000 1.52000 Counties Denton County 0.27736 0.28287 0.28491 0.27220 0.26200 Tarrant County 0.26400 0.26400 0.26400 0.26400 0.25400 Other Tarrant College 0.14897 0.14897 0.14950 0.14950 0.14173 Tarrant Hospital 0.22790 0.22790 0.22790 0.22790 0.22789 Trophy Club Mud#1 0.17500 0.13339 0.13339 0.13339 0.12722 SUB-TOTAL INDIRECT 5.42323 5.37213 5.45220 5.43949 5.37534 TOTAL 5.58007 5.52897 5.60904 5.59583 5.51229 STANDARDStandard & Poor's Ratings Services, a division of the McGraw-Hill, Inc. has recently increased the Town's rating from AA to AA+/stable. The upgrade reflects their & POO R'S assessment of the town's historically very strong finances and recent implementation of a property tax levy, which has further strengthened finances and lessened the RATING SERVICES operating fund's reliance on the somewhat volatile sales tax revenue stream. The rating reflects their opinion of the town's: • Participation in the Dallas-Fort Worth metropolitan statistical area (MSA) economy • Very strong budgetary flexibility with fiscal 2012 audited reserves in excess of 50%of general fund expenditures • Very strong liquidity, providing very strong cash to cover debt service and expenditures;and • Strong management conditions,supported by good financial policy implementation. 46 RETURN TO T.O.C. Section 1 Executive Community Profile OUR VISION Westlake Academy WESTLAKE ACADEMY inspires college bound students to achieve Westlake Academy is an Open Enrollment their highest individual Charter School that opened September 1,2003 potential in a nurturing and offers the full IB curriculum for grades K-12. environment that Westlake Academy distinguishes itself among fosters the traits found neighboring educational offerings with a in the IB Learner Profile: particular focus on producing students who are Inquirers globally minded. ACADEMIC EXCELLENCE SINCE 2003 • Knowledgeable • Thinkers • Communicator The programs of the International Baccalaureate Organization (Primary • Principled Years Program, Middle Years Program, Diploma Program) have been • Open-Minded selected as the educational model utilized at the Academy. Educational • Balanced technology will be pervasive and will infuse the classroom curriculum. • Risk-Takers Caring Jrh°* WORz�, Westlake Academy is a premier learning establishment g 4 s� and prides itself on providing a learning environment • Reflective ow ■ f ° where students have the resources and facilities to excel. o c The primary geographic service area for Westlake Academy is the town limits of Westlake; students from OUR MISSION dgtio��o other locations may be considered if seats are available. Westlake Academy is an IB World School Westlake Academy continues to have excellent academic and extra- whose mission is to curricular results and is ranked among the best high schools in America. provide students with an internationally Student Uniforms minded education of The Westlake Academy Dress Code specifically outlines school-approved the highest quality so uniform options for students: they are well-balanced • formal uniforms and respectful life-long 0casual uniforms learners. 0acceptable spirit wear The student uniform standards encourage a productive learning environment in which students can focus on learning, appreciate an VALUES awareness of others without distractions, develop character and good • Maximizing citizenship skills, instill respect and self-discipline. Personal Development • Academic ----� Excellence - r • Respect for Self - and Others • Personal Responsibility • Compassion and Understanding y 47 RETURN TO T.O.C. Section 1 Executive Community Profile House System Westlake Academy has chosen to implement a house system with each student and faculty member assigned to one of four houses named after people who represent qualities important to and inherent in the WA mission statement. While school and team spirit are promoted, the house system also encourages integration, responsibility and a sense of community. Membership in a house is life-long. Each student should be responsible for the well being of fellow members and be proud to work for the betterment of the house. Houses will work together and compete in academic, sporting, service projects and events. All siblings will be assigned to the same house. The House System organization and leadership team consists of a House Coordinator and its own leadership team consisting of a House Captain, Service Captain, PYP Captain, and a Faculty Liaison. The 2016-17 House Coordinators are Amanda Bunch & Dawnelle Butler. Keller House In 1882, at the age of two, Helen Keller became deaf and blind. Nevertheless, she learned to read,write and speak. She attended the most prestigious women's university in the United States and became a spokeswoman for all people with disabilities. She represents determination, perseverance and passion. Thoreau House .. Henry David Thoreau was a writer, thinker and naturalist. He was one of the country's first environmentalists. He represents a love of nature, independent thinking and standing up for one's convictions. Wheatley House Sold into slavery at the age of seven, Phillis Wheatley nonetheless learned to read and write in English, Greek and Latin and published her first poem at the age of thirteen.She was the United States' first African-American poet.She represents our search for spirituality and cultural diversity. Whitman House Father of free, non rhyming verse in poetic literature, Walt Whitman was truly an innovator who began his career in the years before the civil war. He used his poetry to express the distinctive virtues of the American nation. He exalts the democratic spirit and a love of a country. io. a : RETURN TO T.O.C. �--� -ILL II OIL all II II - Ilf –A lot - , ; i ��, � I �,�:,{• Illlll 1!1!11111!!1 !11!11 11� �11 1l1111�. I lil �.. I '111111��! oci*4Y 111111 INA A11 r1l111 1 rf -t tn4 49 RETURN TO T.O.C. 74-s�ff tis 50 RETURN TO T.O.C. jp� Budget 10 Overview .1 i This section gives perspective to the Town's budgeting process, basis of budgeting and accounting, layout and organization, budget fund structure, governmental and proprietary fund types and the relationship between funds & departments 51 RETURN TO T.O.C. Section 2 Financial Anslysis Budget 101 Overview 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. 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, Special Revenue Funds, Debt Service Fund, Enterprise Funds, Internal Service Funds, Capital Projects Fund, and Westlake Academy 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, Fiscal and Budgetary Policy, Investment Policy, Strategic Plan and the Town ordinance related to the adoption of the budget (after adoption). 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 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. 52 RETURN TO T.O.C. Section 2 Financial Analysis Budget 101 Overview 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 municipal department are broken down into specific cost components, including payroll and related categories, supplies, services, insurance, repair & maintenance, rent & utilities, economic development incentives, debt service 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. In May, the Finance Department prepares such items as budget forms and instructions for estimating revenues and expenditures. Department heads submit proposed baseline expenditures for current service levels and any additional one-time or on-going request they may have for their department. A round-table meeting is subsequently held with the Town Manager, the finance staff and each department head for review. After all funding levels are established and agreed upon; the proposed budget is presented by the Town Manager to the Town Council. A public hearing on the budget is conducted in accordance with state and local law. This meeting is held after the Council has reviewed the budget during a workshop. The Town Council approves a level of expenditure (or appropriation) for each fund to go into effect on October 1 st, prior to the expenditure of any Town funds for that budget year. EFFECT OF PLANNING PROCESSES ON THE BUDGET The budget process will be coordinated 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. 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. 53 RETURN TO T.O.C. Section 2 Financial Analysis Budget 101 Overview Type Of Description Of Budget Name Planning Process Planning Process Impact General Government Five-year operating Forecast of revenues, Allows for Long-Range plan to facilitate expenditures, service reallocation of Financial Forecast financial planning levels and staffing resources needs Facilities Capital Five-year plan by The prioritization of Stability of General Maintenance facility and departmental fund appropriations maintenance activity requests for projects or project along with known maintenance requirements Parks Capital Five-year plan by Identifies, prioritizes Stability of General Maintenance facility, maintenance and schedules fund appropriations activity or project improvements to parks, medians and grounds Street Maintenance Five-year plan to Inspection, Stability of General maintain and prioritization and fund appropriations improve roadways, scheduling of surface sidewalks, curbs and repair & preventive gutters maintenance of streets Vehicle and Five-year plan of Development of Timing and sizing of Equipment scheduled vehicle replacement debt issues and Replacement and heavy intervals based on payments equipment equipment age, replacement usage, and lifetime repair costs Computer Plan for the Development of Stability of General Replacement replacement of replacement fund appropriations computers and other intervals based on technology items equipment age, usage, and lifetime repair costs Capital Five-year plan of Council identification Predictable funding Improvements Plan major infrastructure of projects; levels, debt service development and prioritizing; costing; planning improvements timing; financing and project management 54 RETURN TO T.O.C. Section 2 Financial Anlysis Budget 101 Overview THE BUDGET PROCESS A proposed budget shall be prepared by the Town Manager with the participation of all 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. The Town Manager submits the budget to the Town Council. The Town's fiscal year begins each year on October 1 st 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. 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. 55 RETURN TO T.O.C. Section 2 Financial Analysis Budget 101 Overview BASIS OF ACCOUNTING & BUDGETING The Town of Westlake utilizes the modified accrual basis of accounting and budgeting for governmental funds; and full accrual for proprietary funds. The term "basis of accounting/budgeting" is used to describe the timing of recognition, that is,when the effects of transactions or events should be recognized. This 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'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 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. 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. In the Modified Accrual Basis, • revenues are recognized in the period when they became available and measurable • expenditures are recognized when the liability is incurred In the Accrual Basis, • revenues are recorded when earned • expenses when the liability is incurred The basis of budgeting and accounting is shown in the chart below Annual Audited Operating Budget Financial Statements GOVERNMENTAL FUNDS • General Fund Modified Accrual Modified Accrual • Special Revenue Funds Modified Accrual Modified Accrual PROPRIETARY FUNDS • Enterprise Funds Full Accrual Full Accrual • Internal Service Funds Full Accrual Full Accrual 56 RETURN TO T.O.C. Section 2 Financial Analysis Budget 101 Overview Budgets are prepared on the same basis of accounting that is used in financial statements. The basis of budgeting refers to when revenues and expenditures are recognized in the corresponding accounts and reported in financial statements. Governmental fund types, including the general fund, are budgeted using the current financial resources measurement focus and the modified accrual basis of accounting. WHAT IS A FUND BALANCE? It should be noted that each fund summary ends with a line named "ending fund balance." Fund balance is defined as: • The excess of an entity's assets over its liabilities in a fund. • In other words, it is the balance that remains once the fund's expenditures have been deducted from its revenues. In the Town of Westlake, the amount of fund balance for each fund is dictated by different parameters. In the case of the General Fund and the Utility Fund, fund balance is defined in the Town's Financial Policies (see the Appendix). Balances are determined by other parameters such as bond covenants for other funds. Fund balance is a fundamental barometer of fiscal wellness and it is important to note that the fund balance for all funds meets every established requirement. LONG TERM FORECASTING Most annual operating budget documents focus on a single 12-month period where spending and revenue decisions made today will have effects that extend beyond that fiscal year. Because of that, the Town requires that long-term forecasting be made part of the Annual Operating Budget document. The purpose of this is to: • Ensure on-going financial sustainability beyond a single fiscal year or budget cycle • Achieve the Academy's mission and vision • Systematically link the annual budget to a multi-year master financial plan. Should long term forecasts and analysis show that the Town does not have a "positive operating balance" over the multi-year period, the Finance department shall bring this to the attention of the Town Manager. A "positive operating balance" means that the ending fund balance meets or exceeds the minimum levels prescribed in the Town's reserve policies. We anticipate the General Fund will maintain its minimum reserve for each of the four fiscal years beyond the current prosed budget year as shown in the chart below. 57 RETURN TO T.O.C. Section 2 Financial Analysis Budget 101 Overview Positive Unassigned Fund Operating Fund Operating Dollars Per Name Balance Balance Days Operating Day FY 17/18 YES $8,389,117 328 $25,556 FY 18/19 YES $7,681,021 296 $25,953 FY 19/20 YES $6,455,710 238 $27,137 FY 20/21 YES $5,150,395 184 $27,944 REVENUE ESTIMATES FOR BUDGETING: To maintain a stable level of services, the Town uses 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. 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? 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. 58 RETURN TO T.O.C. Section 2 Financial Analysis Budget 101 Overview 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 Council adopts the budget in September prior to beginning the fiscal year which runs from October 1 st to September 30th. 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. BUDGET AMENDMENT PROCESS Department Directors are responsible for monitoring their respective department budgets. *Budget Amendment is requested The Finance Department will monitor all financial 1. *Forwarded to Finance department operations. The budget team will decide whether *Finance Director reviews to proceed with a budget amendment and, if so, 2 -,If approved-forward to Town Manager will then present the request to the Town Council. If the Council decides a budget amendment is •Town Manager reviews necessary, the amendment is adopted in resolution •If approved-forward to Town Council format and the necessary budgetary changes are 60w then made. *Town Council reviews for approval The Town Manager may request that the current year budget be amended. In this process, the •Finance enters budget amendment 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. 59 RETURN TO T.O.C. Section 2 Financial Analysis Budget 101 Overview 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 FOR EDITING * SERVICE LEVEL ADJUSTMENT FORMS AVAILABLE ON SHARED DRIVE MAY * DETAIL REVIEW BY FINANCE DEPARTMENT * GOALS AND OBJECTIVES AVAILABLE FOR EDITING ON SHARED DRIVE * TOWN MANAGER AND FINANCE BEGIN REVIEWS WITH DEPARTMENTS JUN * BUDGET MODULE OPEN FOR CHANGES TO BUDGETS PER REVIEWS * PRESENTATION OF 5-YEAR FORECAST JUL * PREPARATION FOR BUDGET RETREAT * PREPARATION OF POWER POINT AUG * BUDGET RETREAT * PUBLISH NOTICE REGARDING CONSIDERATION OF PROPERTY TAX * BUDGET WORKSHOP * NOTICE FOR PUBLIC HEARINGS POSTED IN NEWSPAPER * PRESENT PROPOSED MUNICIPAL BUDGET TO COUNCIL SEP * PUBLISH NOTICE OF PUBLIC HEARING ON BUDGET * PUBLIC HEARING ON BUDGET * ADOPTION OF OPERATING BUDGET AND TAX RATE OCT * NEW FISCAL YEAR BEGINS 60 RETURN TO T.O.C. Section 2 Financial Analysis Budget 101 Overview FUND TYPES AND STRUCTURE Without going into too much technical jargon, funds are set up like separate companies which must operate under the parameters that were set up when the fund was created. Funds are unique to governmental type agencies. In the corporate world, "Funds" do not exist. The company receives revenues and writes checks to pay for their expenses and reports them for the company. Governments handle this process a little differently. The Town of Westlake, along with other Municipalities throughout the State of Texas, record and report all financial transactions using standard set by the Governmental Accounting Standards Board (GASB) and General Accepted Accounting Principles (GAAP). Accordingly, these standards require all Municipalities to use individual funds that must be categorized into one of 11 Funds Types. ALL FUND TYPES mr-0 7Fuvernmental Proprietrary Fiduciary nds (11) Funds (5) Funds (0) General Fund Internal Service Funds Pension Trust Funds 1 Fund 3 Funds do not have Special Revenue Funds Enterprise Funds Investment Trust Funds 5 Funds 2 Funds do not have Debt Service Fund rivate Purpose Trust Funds 2 Funds do not have Capital Project Funds Agency Funds 2 Funds do not have Academic Funds 1 Fund Permanent Funds do not have The Town of Westlake has 16 funds with specific purposes which are defined by federal, state, or local laws.They include the General Fund which is used for general city operations, the Utility Fund which is used to support the City's water, sewer, drainage, and refuse service, and a multitude of Special Revenue and Capital Project Funds. 61 RETURN TO T.O.C. Section 2 Financial ANalysis Budget 101 Overview GOVERNMENTAL FUND TYPES • The fund types use a financial resources GOVERNMENTAL FUND TYPES measurement focus and utilize the modified accrual ACCOUNTING/BUDGETING BASIS; basis of accounting and budgeting. MODIFIED ACCRUAL • Under the modified accrual basis of accounting, 1. General Fund revenues are recorded when susceptible to accrual, 2. Lone Star Fund meaning that it is measurable and available. 3. Visitor Association Fund Available revenues are defined as those funds that 4. Economic Development Fund are collectable within the current period, or S. 413 Economic Development Fund collectable within a timeframe to pay liabilities of the 6. Public Improvement District Fund current period. 7. Debt Service Fund 300 • Expenditures generally represent a decrease in net g. Debt Service Fund 301 financial resources and are recorded when a 9. Capital Projects Fund measurable fund liability is incurred. In some 10. Academy Expansion Fund instances, such as the incurrence of long-term debt, 11. Westlake Academy expenditures related to interest on the debt is recorded in the period that it is due. All "Governmental Funds" are accounted for using a current financial resources measurement focus. With this measurement focus, only current assets and current liabilities generally are included on the combined balance sheet. Operating statements of these funds present increases (revenues and other financing sources) and decreases (expenditures and other financing uses) in net current assets. The modified accrual basis of accounting is used by all Governmental Fund types. • Revenues are recognized when susceptible to accrual (i.e., when they become both measurable and available). "Measurable" means collectible within the current period or soon enough thereafter to be used to pay liabilities of the current period. • Major revenue sources which have been treated as susceptible to accrual under the modified accrual basis of accounting include property taxes, charges for services, intergovernmental revenues, and investment of idle funds. • Expenditures are generally recorded when the related fund liability is incurred. However, principal of and interest on general long-term debt are recorded as fund liabilities when due or when amounts have been accumulated in the debt service fund for payments to be made early in the following year. 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. 62 RETURN TO T.O.C. Section 2 Financial Analysis Budget 101 Overview TOWN OF WESTLAKE I GOVERNMENTAL FUNDS General Fund Academic Fund Debt Service Funds Lone Star Fund Capital Project Funds Visitor . Development—Economic . 413 Economic Development Fund —Westlake Academy Expansion 1. GENERAL FUND 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 'h 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. This fund was closed at FY 2010/2011 year-end and revenues are now being recorded in the General Fund. • These funds may be used for general Town expenditures, capital projects, or debt service. 2. WESTLAKE ACADEMY FUND This 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. 3. SPECIAL REVENUE FUNDS These funds are used to account for the proceeds of specific revenue sources, other than expendable trusts or major capital projects and consists of the following: 63 RETURN TO T.O.C. Section 2 Financial Analysis Budget 101 Overview • 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 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 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 idea was to "acquire, through the issuance of installment sale obligations, office buildings located within the State of Texas but outside the boundaries of Westlake, whose tenants will be limited to those entities which are qualifying tenants under applicable federal income tax law so that the interest payable with respect to the installment sale obligations will be exempt from federal income taxation." There has been no activity in the fund for several years. • The 4B Economic Development Corporation Fund is a local option established under the Texas local government code. 4B funds are generated from a Y2 cent sales tax 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. 4. DEBT SERVICE FUNDS These funds were 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. 64 RETURN TO T.O.C. Section 2 Financial Analysis Budget 101 Overview • 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. 5. CAPITAL PROJECT FUNDS The Capital Projects funds are used to account for financial resources to be used for the acquisition or construction of major capital facilities (other than those financed by proprietary fund types) and consist of these two funds: • 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 (WAE) 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. PROPRIETARY FUND TYPES • The fund types are accounted and budgeted for on a cost of services, or "Capital Maintenance" measurement PROPRIETARY FUND TYPES focus using the accrual basis of accounting. ACCOUNTING/BUDGETING • Under the accrual basis of accounting, revenues are BASIS;FULL ACCRUAL recognized when earned and expenses are recognized 1. Cemetery Fund when incurred. 2. Utility Fund • For purposes of this budget presentation, depreciation is 3. Utility Maintenance not displayed and capital expenditures and bond & Replacement Fund principal payments are shown as uses of funds. 4. General Maintenance &Replacement Fund 5. Vehicle Maintenance Proprietary fund types operate in a manner like private business &Replacement Fund utilizing an accrual basis of accounting. The accrual basis of accounting is used by all Proprietary Fund types. • Revenues are accounted for on a flow of economic resources measurement focus. With this measurement focus, revenue is recorded when earned and expenses are recorded at the time liabilities are incurred. 65 RETURN TO T.O.C. Section 2 Financial Analysis Budget 101 Overview • All assets and all liabilities associated with the operation of these funds are included on the combined statement of net assets. Net assets are segregated into net assets invested in capital assets, net of related debt, restricted net assets and un-invested net assets. • Proprietary fund-type operating statements present increases (revenues) and decreases (expenses) in total net assets. • For purposes of this budget presentation, depreciation is not displayed and capital expenditures and bond principal payments are shown as uses of funds. TOWN OF PROPRIETARY FundsEnterprise Funds Internal Service Utilit y Fund -Utility Maintenance& Replacement Fund Cemetery • -General Maintenance& Replacement Fund -Vehicle Maintenance& Replacement Fund 1. 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 donated 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 this 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. 66 RETURN TO T.O.C. Section 2 Financial Analysis Budget 101 Overview 2. 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 used 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 used 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. MAJOR FUND TYPES Major funds represent the significant activities of the - Town and basically include any fund whose revenues or General Fund 42% expenditures, excluding other financing sources and Utility Fund 35% uses, constitute more than 107o of the revenues or Westlake Academy 7% expenditures of the appropriated budget. TOTAL JL 84% DEPARTMENT TYPE AND STRUCTURE ♦ Dept 10 - General Services 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. • Dept 1 1 -The Administration Department 1f-- Vi T1*AKE coordinates and manages all facets of the F I i Town's operations. Town Manager, reporting to Building official Kanagenj,,f Public Safety ME! the Town Council, serves as the chief executive officer for all Town operations including servingRecreation 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 67 RETURN TO T.O.C. Section 2 Financial Analysis Budget 101 Overview 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. Dept 12-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. ♦ Dept 13-The Town Secretary's office performs 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. • Dept 14-The Fire - EMS Department provides for the public safety needs of the Town via a variety of programs and services. Most 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 FR4 9", 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. ♦ Dept 15 -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. 68 RETURN TO T.O.C. Section 2 Financial Analysis Budget 101 Overview * Dept 16 -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 ', SCOT wML�JKE as needed: ❑Setting up for community events, ��sl� providing traffic control devices for DPS use, ' Supervision of community service workers, provide back-up coordinating/inspecting work for facility maintenance * 17 -The Facilities Department 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. * Dept 18 -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. The Finance department is responsible for three entities; Town of Westlake, Westlake Academy, and Westlake Academy Foundation. Duties include but are not limited to; payroll processing, budgets, cash collections, audits, fraud, accounts payable and financial reporting. * Dept 19 -The Park and Recreation Department maintains a 39.5-acre park and open spaces, which includes Glenwyck Farms, Terra Bella sub-division and the 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. 69 RETURN TO T.O.C. Section 2 Financial Analysis Budget 101 Overview • Dept 20- Information Technology(IT) 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. • Dept 21 -The Human Resources Department (HR) r 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. ♦ Dept 22-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 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, and supports the Westlake Historical Preservation Society as Town liaison. • Dept 23 -The Keller Police Department has provided law enforcement services for the Town of Westlake since June of r 2002. The communities entered an y: interlocal agreement, which benefits both i organizations through the provision of police related services for the Westlake r citizens and brings additional staff resources via the contract commitments "' TOWN WFSTLAICE for the City of Keller. Jail, Emergency Communications, and Animal Services are provided through a regionalY configuration-serving the communities, of Westlake, Keller, Roanoke, Southlake and Colleyville. 70 RETURN TO T.O.C. Section 2 Financial Analysis Budget 101 Overview RELATIONSHIP BETWEEN FUNDS AND DEPARTMENTS uJU Ln z UJ Q z U0 Ln Ln z w U Z n w U O w > O Q O z n U �n Q U O w O U > U > w w Q Z_ V) w C > w w � Q v7 Z w w z Z Z U U Z n Q U z z 3 w z m U Q 02 O : 0 C� Q � w ii S 0 z = U � FUND NAME 10 11 12 13 14 15 16 17 18 19 20 21 22 23 GENERAL FUND General Fund ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ SPECIAL REVENUE FUNDS 413 Economic Development ✓ Economic Development ✓ Public Improvement District (Local) ✓ ✓ ✓ ✓ ✓ ✓ Visitors Association ✓ ✓ ✓ ✓ ✓ ✓ ✓ Lone Star Public Facilities ✓ DEBT SERVICE FUNDS Debt Service (sales tax funded) ✓ Debt Service (property tax funded) ✓ ENTERPRISE FUNDS Cemetery Fund ✓ ✓ 500 Utility Fund ✓ ✓ ✓ ✓ ✓ INTERNAL SERVICE FUNDS Utility Maint & Replacement ✓ General Maint & Replacement ✓ ✓ ✓ ✓ ✓ Vehicle Maintenance & ✓ ✓ ✓ ✓ ✓ Replacement CAPITAL PROJECT FUNDS Capital Project Fund ✓ ✓ ✓ ✓ Westlake Academy Expansion ✓ ✓ ✓ ACADEMIC FUNDS Westlake Academy ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ 71 RETURN TO T.O.C. Section 2 Financial Analysis Budget 101 Overview SIGNIFICANT ACCOUNTING POLICIES The Town Council has established and regularly updates a comprehensive set of financial policies for the Town of Westlake. The Town Manager and Town Council are devoted to safeguarding and improving the financial condition of the Town of Westlake. A full listing of policies can be found in the Municipal Policy Section of this document. Key features of the Fiscal & Budgetary Policies include: • Operating Budget • Revenues Management • Expenditure Control • Fund Balance • Debt Management • Intergovernmental Relationships • Grants • Economic Development • Fiscal Monitoring • Financial Consultants • Accounting, Auditing, and Financial Reporting • Capital Budget and Program • Capital Maintenance and Replacement • Internal Controls • Asset Management FUND BALANCE POLICIES The Town Manager and Town Council are devoted to safeguarding and improving the financial condition of the Town of Westlake • 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. • 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. • 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 72 RETURN TO T.O.C. Section 2 Financial Analysis Budget 101 Overview Fund Balance will be targeted to only be used with Council approval and can 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. There are four primary reasons to maintain an adequate fund balance: • Cash Flow- It is essential for the Board of Trustees to have enough cash on hand for payroll and other obligations to be made timely. In addition, most state and federal grants require the Academy to make payment first before the grant will make reimbursement. • Unforeseen Events- Reserves often act as a contingency to meet unbudgeted and unexpected needs, thus allowing time to make permanent changes to the budget and preventing fiscal problems from needlessly worsening. • Financial Security-A fund reserve demonstrates a sign of financial strength and security to banking and financial institutions allowing the Town of Westlake to borrow funds and sell bonds when additional facilities need to be built or renovated at more favorable rates, thus saving the taxpayers money. Interest Earning - Having a fund balance allows the Academy to earn additional revenues without having to tax citizens. FUND BALANCE COMPONENTS In February 2009, the Governmental Accounting Standards Board (GASB) issued GASB Statement No. 54, Fund Balance Reporting and Governmental Fund Type Definitions. This Statement established five components of fund balance and because circumstances differ among governments, not everyone will report all components. GASB 54 shifts the focus of fund balance reporting from the availability of fund resources for budgeting to "the extent to which the government is bound to honor constraints on the specific purposes for which amounts in the fund can be spent." 73 RETURN TO T.O.C. Section 2 Financial Analysis Budget 101 Overview • Fund Balance Reporting - The Town shall report governmental fund balances per GASB 54 definitions in the balance sheet as follows: Non-spendable, Restricted, Committed, Assigned, Unassigned • General Fund Unassigned Fund Balance - The Town shall strive to maintain the General Fund unassigned fund balance at 90 days of operation. • Use of Fund Balance - Fund Balance will be targeted to only be used with Council approval and can 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. • Approval of Commitments-The Town Council shall approve all commitments by formal action. o 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 after fiscal year-end. o A commitment can only be modified or removed by the same formal action. o The Town Council delegates the responsibility to assign funds to the Town Manager or his/her designee. o The Town Council shall have the authority to assign any number of funds. o Assignments may occur after fiscal year-end. o The Town Council will utilize funds in the following spending order: Restricted, Committed, Assigned, and Unassigned. NONSPENDABLE FUND RESTRICTED FUND ASSIGNED FUND UNASSIGNED FUND COMMITTED FUND BALANCE BALA III&M ' BALANCE BALANCE BALANCE •Portion of net •This term will is used •This term is used to •The residual net •The portion of fund resources that cannot to describe net fund describe the portion of resources in excess of balance constrained be spent because of resources subject to fund balance that what is properly by limitations imposed their form and externally enforceable reflects a categorized in one of by government at its because they must be legal restrictions. government's the other four highest level and maintained intact. intended use of categories. remains binding unless resources. removed in the same manner. 74 RETURN TO T.O.C. Section 2 Financial Analysis Budget 101 Overview FUTURE GFOA POLICIES TO DISCUSS The Town of Westlake has several relevant financial policies to preserve and enhance the fiscal health of the Town. We also identify acceptable and unacceptable courses of action, and provide a standard to evaluate the school's fiscal performance. Very soon, GFOA will be recommending that all governments include the following policies that guide the development of their budget and that are central to a strategic long term approach to financial management. 1. Operating Budget Policy This section of the Fiscal and Budgetary Policies will also be updated to include the following policies that guide the development of the budget and are central to a strategic approach to our financial management. These components will need to be reviewed, updated if necessary, and/or added and approved by the Board of Trustees in subsequent years. 1. Basis of Budgeting 2. Budget Adoption 3. Budget Classification and Format 4. Organization of the Budget 5. Budget Message Requirement 6. Funds Budgeted 7. Length of the Budget Year 8. Presentation of Proposed Budget 9. Revenue Forecasting Requirements 10. Expenditure Forecasting Requirements 11. Performance Measurements 12. Line-Item Transfer Authority R 13. Retention of Budget Record 2. Capital Asset Management (already incorporated into the Fiscal and Budgetary Policies) Town of Westlake operates an extensive amount of buildings, equipment, furniture, and vehicles. This purpose of this policy is to: o provide a management framework to ensure that all capital assets are repaired, maintained, and replaced and o to identify the responsible parties who shall protect, oversee and report needed repairs. 75 RETURN TO T.O.C. Section 2 Financial Analysis Budget 101 Overview 3. Budget Crisis Procedures (will need to reviewed and discussed) This policy is intended to provide Town of Westlake with options when responding to unexpected fiscal issues that can and do arise. Should budget problems materialize, these procedures will support comprehensive risk analysis and contingency plans. 4. Long Term Forecasting (will need to reviewed and discussed) The annual operating budget focuses on a single 12-month period. However, spending and revenue decisions made today have affects that extend beyond a 12-month period. The purpose of this policy is to o Ensure on-going financial sustainability beyond a single fiscal year or budget cycle o Achieve the Town's mission and vision o Systematically link the annual budget to a multi-year master financial plan. 5. Reserve Policy in Other Funds (will need to reviewed and discussed) While the General Fund Reserve is the most important for the Town of Westlake, reserves in other funds are just as important. For that reason, the funds listed in this policy shall have reserves that are restricted or committed for specific purposes. 6. General Fund Budget Reserves The General Fund is the primary fund used by the Town of Westlake to account for revenues and expenditures. Accordingly, the General Fund Reserve Policy is intended to provide the Town with options when responding to unexpected issues and to afford a buffer against shocks and other forms of risk. General Fund Budget Reserves requires minimum reserves of total General Fund Expenditures with amounts committed to: • Property & Casualty Insurance • Severance pay for Sick Leave and Annual Leave • General Liability Insurance Deductibles • Catastrophic events (unforeseen emergencies- natural disaster) 76 RETURN TO T.O.C. Section 2 Financial Analysis Budget 101 Overview One of two things must happen in the future if we cannot spend equal to or less than the revenues received: (1) make future reductions (2) approve new taxes. Total Projected Percent of This chart Budgeted Ending Fund Balance reflects the General Fund Fiscal Year Expenditures Fund Balance to Expenditures Budget FY 12/13 $5,463,721 $5,812,583 106% Reserves by FY 13/14 $6,580,496 $6,788,964 1030 percentage FY 14/15 $7,716,114 $7,240,729 94% for the last five years. FY 15/16 estimated $7,411,775 $8,541,363 115% FY 16/17 adopted $8,889,020 $8,294,166 107% _ �r;'R rrrrcri t 77 RETURN TO T.O.C. 74-s�ff tis 78 RETURN TO T.O.C. All Funds - Financial Summaries and Analysis This section gives an analysis of the amounts between the current year adopted and estimated budget, as well as the variance explanations between the current year estimated and next year adopted budget. Several different tables are presented of all fund revenues, expenditures and fund balance amounts. 79 ALL FUNDS - ALL SOURCES COMBINED PROGRAM SUMMARY Fiscal Year 2016/2017 Adopted Estimated Adopted FY 16/17 Adopted RETURN TO T.O.C. Actuals Budget Budget Budget vs FY 14/15 FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated REVENUES&OTHER SOURCES General Sales Tax $ 4,925,428 $ 5,100,000 $ 4,550,000 4,550,000 $ - 0% Property Tax 1,432,916 1,413,765 1,479,265 1,525,685 46,420 3% Charge for Services 3,366,990 3,411,772 3,531,465 3,565,755 34,290 1% Hotel Tax 872,179 910,000 821,000 837,280 16,280 2% Beverage Tax 59,184 53,025 61,280 62,500 1,220 2% Franchise Fees 963,040 849,733 928,177 966,370 38,193 1 4% Permits and Fees Other 317,915 995,687 1,254,254 235,285 (1,018,969) -81% Permits and Fees OF 191,342 197,019 102,264 152,265 50,001 1 49% Permits and Fees Building 886,875 1,312,099 1,444,475 2,316,157 871,682 60% Fines&Forfeitures 734,154 710,000 808,595 805,350 (3,245) 0% Investment Earnings 24,208 37,589 1 34,305 34,400 95 0% Contributions 1,069,565 460,000 2,427,705 1,220,000 (1,207,705) -50% Misc Income 102,257 62,385 153,893 128,660 (25,233) -16% Total Revenues 14,946,052 15,513,074 17,596,677 16,399,707 (1,196,970) -7% Transfers In 5,092,896 4,692,163 2,967,550 3,767,750 800,200 1 27% Other Sources 162,059 8,456,145 14,995 8,500,000 8,485,005 56586% Total Other Sources 5,254,955 13,148,308 2,982,545 12,267,750 9,285,205 311% GF Academic Revenues 7,805,552 7,941,626 7,956,657 8,399,173 442,516 6% GF Academic Other Sources 61,740 45,000 482,425 - (482,425) -100% Total Academic 7,867,292 7,986,626 8,439,082 8,399,173 (39,909) 0% MF37,066,630 $ 8,048,326 28% EXPENDITURES&OTHER USES Payroll Salaries $ 2,655,096 $ 3,017,646 $ 3,007,287 3,472,410 $ 465,123 15% Payroll Insurance medical/dental/life 372,456 459,648 456,601 545,605 89,004 19% Payroll Taxes workers comp/unemployment 32,963 36,833 39,917 46,845 6,928 17% Payroll Taxes social security/medicare 188,693 230,774 207,777 269,765 61,988 30% Payroll Retirement tmrs/icma 335,291 371,055 343,285 426,870 83,585 24% Total Payroll and Related 3,584,500 4,115,956 4,054,867 4,761,495 706,628 17% Debt 3,191,968 2,650,209 3,775,672 3,657,696 (117,976) -3% Economic Development 171,747 187,000 134,000 134,640 640 0% Insurance 38,175 40,329 43,429 44,640 1,211 3% Repair&Maintenance 318,379 339,186 415,766 364,250 (51,516) -12% Rent&Utilities 514,176 511,641 442,479 847,105 404,626 91% Services 3,457,510 4,204,774 3,719,711 3,691,480 (28,231) -1% Supplies 161,444 204,896 215,772 225,055 9,283 4% Water Purchases 1,223,393 1,280,600 1,280,600 1,344,600 64,000 5% Total Operations&Maintenance 9,076,793 9,418,634 10,027,429 10,309,466 282,037 3% TOTAL OPERATING EXPENDITURES 12,661,293 13,534,590 14,082,296 15,070,961 988,665 7% Capital Outlay 69,115 50,990 40,740 232,795 192,055 471% Maintenance&Replacement Funds 1,416,936 418,080 373,660 783,700 410,040 110% Capital Project Funds 1,754,687 5,414,435 2,298,300 9,552,020 7,253,720 100% Total Capital 3,240,738 5,883,505 2,712,700 10,568,515 7,855,815 2907. Transfers Out 4,907,896 4,692,663 2,967,550 3,767,750 800,200 27% Other Uses - - - - 0% Total Other Uses 4,907,896 4,692,663 2,967,550 3,767,750 800,200 27% GF Academic Expenditures 7,364,652 7,851,666 8,803,848 8,397,745 (406,103) -5% GF Academic Other Uses 45,000 45,000 - - - 0% Total Academic 7,409,652 7,896,666 8,803,848 1 81397,745 (406,103) -5% TOTAL NON-OPERATING EXPENDITURES 15,558,286 18,472,834 14,484,098 k_22,7341,010 8,249,912 577. TAL EXPENDITURES AND OTHER SOURCES 28,219,579 32,007,424 28,566,394 37,804,971 9,238,577 32% EXCESS REVENUES OVER(UNDER)EXPENDITURES (151,280) 4,640,584 1 451,911 1 (1,190,252) 2637. FUND BALANCE,BEGINNING 16,774,382 16,623,102 1 16,623,102 17,075,013 451,911 3% $ 16,623,102 $ 21,2 jjjjj� $ (738,341)j 47. 80 ALL FUNDS - ALL SOURCES COMBINING REVENUES, EXPENDITURES AND FUND BALANCE Fiscal Year 2016/2017 RETURN TO T.O.C. Internal Special Westlake Capital General Enterprise p Debt p Service Revenue Academy Project TOTAL Fund Funds Funds Funds Service GF Funds REVENUES AND OTHER SOURCES General Sales Tax $ 3,310,500 $ - $ $ 1,239,500 $ - $ $ $ 4,550,000 Charge for Services - 3,565,755 3,565,755 Property Tax 1,437,050 - 88,635 1,525,685 Contributions - 1,210,000 10,000 1,220,000 Franchise Fees 966,370 966,370 Hotel Tax - 837,280 837,280 Fines&Forfeitures 805,350 805,350 Permits&Fees Other 219,285 6,000 10,000 235,285 Permits&Fees Building 2,316,157 - - 2,316,157 Permits&Fees OF - 152,265 152,265 Beverage Tax 62,500 - - 62,500 Misc Income 21,280 17,030 90,350 128,660 Investment Earnings 12,340 7,760 4,470 2,930 6,900 34,400 Total Revenues 9,150,832 3,742,810 10,470 3,390,060 88,635 16,900 16,399,707 Transfers In 66,030 458,335 2,033,385 1,210,000 3,767,750 Other Sources - - - - 8,500,000 8,500,000 Total Other Sources 66,030 458,335 2,033,385 9,710,000 12,267,750 Academic Revenues 8,399,173 8,399,173 Academic Others Sources - - Total Academic 8,399,173 8,399,173 TAL REVENUES AND OTHER SOURCES 9,216,862 _L!174 0 $ 468 $ 2,122,020 $ 8,399 726,900 EXPENDITURES AND OTHER USES Payroll Salaries $ 3,472,410 $ - $ $ - $ $ $ $ 3,472,410 Payroll Transfers (958,760) 437,145 521,615 - Payroll Insurance 545,605 - 545,605 Payroll Taxes TWC/WC 46,845 46,845 Payroll SS/Medicare 269,765 269,765 Payroll Retirement 426,870 - - 426,870 Total Payroll&Related 3,802,735 437,145 521,615 4,761,495 Supplies 217,905 7,150 225,055 Services 2,391,795 582,475 715,610 1,600 3,691,480 Insurance 36,390 8,250 - 44,640 Repair&Maintenance 203,215 161,035 - 364,250 Rent&Utilities 573,655 185,580 87,870 847,105 Economic Development - - - 134,640 - - - 134,640 Water Purchases - 1,344,600 - - - - - 1,344,600 Debt 351,680 1,155,620 2,150,396 3,657,696 Total Operations&Maintenance 3,774,640 3,444,710 938,120 2,151,996 10,309,466 TOTAL OPERATING EXPENDITURES 7,577,375 3,881,855 1,459,735 2,151,996 - 15,070,961 Capital Outlay 208,015 24,780 - - 232,795 Maintenance&Replacement - - 783,700 783,700 Capital Project Funds 96,435 9,455,585 9,552,020 Total Capital 208,015 121,215 783,700 9,455,585 10,568,515 Transfers Out 1,103,635 158,765 - 2,505,350 - 3,767,750 Other Uses - - - Total Other Uses 1,103,635 158,765 2,505,350 3,767,750 Academic Expenditures - - 8,397,745 8,397,745 Academic Others Uses - Total Academic 8,397,745 8,397,745 TOTAL NON-OPERATING EXPENDITURES 1,311,650 279,980 783,700 2,505,350 8,397,745 9,455,585 22,734,010 TAL EXPENDITURES AND OTHER USES $ 8,889,025 $ 4,161,835 $ 783,700 $ 3,965, $ 2,151, $ 9,455,585 EXCESS REVENUES OVER(UNDER) 327,837 (419,025) (314,895) (575,025) (29,976) 1,429 271,315 (738,341) EXPENDITURES BEGINNING FUND BALANCE F 8,541,363 2,108,896 1,115,768 1,484,577 29,976 1,117,390 2,677,041 17,075,012 DING FUND BALANC31111ir 81 RETURN TO T.O.C. Section 2 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. Explanations for variances can be found in the appropriate fund sections. • Revenues are budgeted at$16,399,707;a Revenues 7%decrease of$1,196,970 from the prior FY 16/17 year estimated: Budget 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 Other-decreased $1,018,969 o Permits and Fees Utility-decreased $50,001 o Permits & Fees Building-increased $871,682 o Contributions-decreased $1,207,705 o Miscellaneous Income-decrease$25,233 • 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$8,485,005 due to the anticipation of building anew Fire/EMS facility • Academic Revenues are budgeted at$8,399,172 o Represents a 0.47%decrease of$39,909 from 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. Explanations for variances can be found in the appropriate fund sections. Expenditures FY 16/17 Budget Academic • Payroll and Related is budgeted at$4,761,495; a zi $8,397,745ppop 22% 17%increase of$706,628 o Wages-increased $465K o Insurances-increased $89K o Taxes-increased $62K Municipal o Retirement-increased $84K 82 RETURN TO T.O.C. Section 2 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 290%increase of$7,855,815 o Capital Outlay-increased $192K o Maintenance and Replacement Funds-increased $410K o Utility Fund Capital Projects-increased $96K o Capital Projects Funds-increased $7.3M • Other Uses is budgeted at$3,767,750;a 27%increase of$800,200 o Transfers In-increased $800,200 primarily due to the$1 OK per lot transfer • Academic Expenditures are budgeted at$8,397,745; o a 5%decrease of$406K from 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 $17,075,013. E rTr THE ' r 4 PLA., � 1301 SOLANA ; 1 move I Novel 83 RETURN TO T.O.C. 74-s�ff tis 84 RETURN TO T.O.C. Ad Valorem Property Tax An ad valorem tax ( Latin for "according to value") is a tax whose amount is based on the value of a transaction or of property. A property tax is an ad valorem tax that an owner of real estate or property pays on the value of the property being taxed. The taxing authority performs an appraisal of the monetary value of the property, and tax is assessed in proportion to that value. 85 RETURN TO T.O.C. Section 2 Financial Analysis Property Tax Overview This will be the 7th year the Town has assessed a property tax. The ad valorem tax rate per $100 of assessed valuation for the Town of Westlake continues to be the lowest for municipalities in the immediate area. FY 15/16 FY 16/17 Adopted Adopted Change NTax Rate Tax Rate Amount M&O $0.13947 $0.12882 $ (0.01065) &S $0.01687 $0.00813 $(0.00874) Now $0.15634 $0.13695 $ (0.01939) The ad valorem tax rate per$100 of assessed valuation will decrease by$0 .01939 for FY 2016- 2017 to the adopted tax rate of$.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. This budget will raise more revenue from property taxes than WHAT IS THE DEFINITION OF last year's adopted budget by an amount of$68,866, which EFFECTIVE TAX RATE? is a 4.84% increase from last year's budget. The property tax The total tax rate calculated to raise revenue to be raised from new property added to the tax the same amount of property tax roll this year is $77,048. The Total debt obligation for the revenue from the same properties. 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. 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 Ad Valorem Tax Comparison per$100 The Town Council also approved a tax freeze for all 0.50 ■Trophy Club residential accounts 0.40 ■Southlake identified as over 65 by the ■Keller tax appraisal district. To learn o.30 ■Roanoke more information about the 0.20 0.13695 ■Grapevine tax freeze or find out if you 0.10 ■Haslet qualify, please visit the C; following websites: Denton 0.00 ■Westlake Central Appraisal District or Tarrant Appraisal District. 86 RETURN TO T.O.C. Section 2 Financial Analysis Property Tax Overview 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. Property Tax Rate per Currently, the following taxing jurisdictions $100 assessed valuation collect property taxes in Westlake: - ➢ Independent School Districts; Carroll, Keller and Northwest - ➢ Tarrant County; College and Hospital ➢ Denton County and Trophy Club MUD 1 1 Westlake residents can determine which taxing 201 2012 2013 2014 2015 2016 207 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. Direct and Overlapping Property Tax Rates per$100 assessed valuation 2012 2013 2014 2015 2016 TOWN DIRECT RATES Ad Valorem Property Tax General Fund 0.13835 0.14197 0.13888 0.13710 0.12882 Debt Service Fund 0.01849 0.01487 0.01796 0.01924 0.00813 SUB-TOTAL DIRECT 0.15684 0.15684 0.15684 0.15634 0.13695 OVERLAPPING RATES School Districts Carroll ISD 1.41500 1.40000 1.40000 1.40000 1.39000 Northwest ISD 1.37500 1.37500 1.45250 1.45250 1.45250 Keller ISD 1.54000 1.54000 1.54000 1.54000 1.52000 Counties Denton County 0.27736 0.28287 0.28491 0.27220 0.26200 Tarrant County 0.26400 0.26400 0.26400 0.26400 0.25400 Other Tarrant College 0.14897 0.14897 0.14950 0.14950 0.14173 Tarrant Hospital 0.22790 0.22790 0.22790 0.22790 0.22789 Trophy Club Mud #1 0.17500 0.13339 0.13339 0.13339 0.12722 SUB-TOTAL INDIRECT 5.42323 5.37213 5.45220 5.43949 5.37534 TOTAL 5.58007 5.52897 5.60904 5.59583 5.51229 87 RETURN TO T.O.C. 74-s�ff tis 88 RETURN TO T.O.C. Personnel and Organization A am Since salaries make up the greatest portion of the expenditure budget, it is logical to apply forecasting techniques that can provide a true picture of where payroll dollars are headed. The Town uses forecasting procedures that result in more accurate personnel expenditure projections. 89 RETURN TO T.O.C. Section 3 Financial Overview ORGANIZATIONAL CHART CITIZENS OF Advis0T71VrJMS MIN 10 K:�" pill L1 to]I Tewn Texas Student Attorney Housing ToWN MANAGER AND WA SUPERINTENDENT Town Secretary Assistant Principal/ Court Assistant Athletic Director Administrator Assistant Deputy Clerk S� AudentServiceInterndministrator Marshal Administrative Facilities Maintenance Staff /Parks&Recreation Part Time Finance Nurse Court Clerks WA Technician Part Time Clerk Supervisor PYP Primary Court Judge Principal Academic — Budget Analyst PYP Planning& Coordinator Municipal — Development Primary Counselor Human Resources Development Permit Clerk Coordinator Primary Teachers Fire Chief BuildingBuildin HR Generalist Inspector Interng Librarian Fire Marshal �4Lieutenants Information Technology MYP Principal EFTFirefighter Public Works WA Technician ramedics MYP Coordinator Technician Coordinator PT Firefighter Academic Paramedics Dean Police Services (contracted thru the MYP Teachers City of Keller) Executive Director Communications W.A.Foundation Co Principal Communication Assistant Coordinator 44. Specialist Diploma Teachers ■ t� This organizational chart is a visual depiction of the way work is College Counselor distributed within the Town of Westlake and Westlake Academy. It is also meant to be a tool to help enhance our working relationship r ¢r with our customers, students and stake-holders,and to clear channels 7ti• p"'� of communications to better accomplish our goals and objectives. 90 RETURN TO T.O.C. Section 2 Financial Analysis Personnel Summary Overview COMPENSATION AND BENEFIT STRATEGIES ARE ALIGNED TO THE TOWN'S STRATEGIC OBJECTIVE OF "ATTRACT,DEVELOP AND RETAIN A SKILLED WORKFORCE" Given the funding constraints governments are facing, accurate expenditure projections are more important than ever. Since salaries make up the greatest portion of the expenditure budget, it is logical to apply forecasting techniques that can provide a true picture of where payroll dollars are headed. 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 $4,761,495 and comprise 130 of All Fund expenditures. • This amount represents a 17%increase of$706,628 from prior year estimated payroll expenditures of$4,054,867. o $1 1 1 K- 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 R FY 15/16 901PkY 1 � Change Estimated Adopted Amount 11 Perce PR Wages $ 3,007,287 $ 3,472,410 $ 465,123 15% PR Insurance 456,601 545,605 89,004 19% PR Taxes (twc/wc) 39,917 46,485 6,928 17% PR Taxes (ss/m) 207,777 269,765 61,988 300 PR Retirement 343,285 426,870 83,585 240 �t 177. • 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 91 RETURN TO T.O.C. Section 2 Financial Analysis Personnel Summary Overview MUNICIPAL EMPLOYEES BENEFITS FY 15/16 FY 16/17 Change Change Description_ Esti AdoptedJIL Amount Percent., Medical Insurance $ 406,270 $ 490,195 $ 83,925 21% Municipal employee Dental Insurance 27,960 30,335 2,375 8% benefits have LTD/AD&D/Life Insurance 22,370 25,075 2,705 12% increased $241,505 Total Insurance 1 456,601 545,605 89,004 19% (23%). This increase is Social Security 167,613 219,945 52,332 31% Medicare 40,164 49,820 9,656 24% caused by many Unemployment Taxes 7,031 8,135 1,104 16% factors, including the Worker's Compensation 32,887 38,710 5,823 18% addition 2.52 Total Taxes 247,694 316,610 68,916 28% additional employees TMRS 319,085 401,470 82,385 26% and increases in ICMA 457 Plan 24,200 25,400 1,200 5% Wages for existing Total Retirement 343,285 1 426,870 83,585 24% E BENEFITS $ 1,047,580 $ 1,289,085 $ 241,505 employees. EMPLOYEE ALLOCATIONS BY DEPARTMENT • Total personnel staffing in FY 2016-2017 is budgeted at 138.33 positions. • This represents an increase of 2.52 positions from the FY 15-16 total of 135.31. • Police Services continue to be outsourced and contracted through the Keller Police Department. IFha untDepartment Nam 1 unt Town Manager 2.40 2.50 0.10 Planning & Development 3.17 5.35 2.18 Town Secretary 1.25 1.50 0.25 Emergency Services 14.25 15.50 1.25 Municipal Court 4.60 4.50 (0.10) Public Works 2.67 3.00 0.33 Facilities Maintenance 1.58 1.25 (0.33) Finance Dept 4.25 4.40 0.15 Park & Recreation 0.83 0.50 (0.33) Information Technology 1.00 1.00 - Human Resources 2.00 2.00 - Communications 2.00 2.00 - Police Services (Contracted) - - - Municipal Employees 40.00 43.50 3.50 Westlake Academy 95.31 94.33 (0.98) I Total Employees =I 135.31 137.83 2.52 92 RETURN TO T.O.C. Section 2 Financial Analysis Personnel Summary Overview 4 Emergency Services 15.50 3 Municipal Court 36% 4.50 10% 2 Public Works �J Town Secretary 3.00 1.50 7% 3% ® Facilities Maintenance 1.25 2 Planning& 3% Developmen 5.35 J Finance Dept 12% — 4.40 10% ----- U Park&Recreation ® Town Manager 0.50� 1% 2.50 6% ® Information ® Communications 3 Human Resources Technology 2.00 2.00 1.00 5% 5% 2% 140 Municipal Employees Academy Employees 120 100 8095.31 94.33 60 73.07 77.18 89.55 40 20 1 30.00 32.75 36.50 40.00 43.50 0 FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 Actual Actual Actual Estimated Proposed EmployeesAcademy ., Municipal Employees 43.50, Y 93 RETURN TO T.O.C. : Section 2 Financial Analysis Personnel Summary Overview RATIO OF MUNICIPAL EMPLOYEES TO RESIDENTS For FY16/17 there are 1,220 projected residents and 43.50 employees.This equals a ratio of 28.05 residents per each full-time equivalent employee. This is a decrease of 2.20 based on the prior year FY15/16 estimated FTE positions of 30.25 and 1,210 residents. FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 Position Actual Actual Actual Estimated Proposed Change Westlake Residents 1,109 1,184 1,200 1,210 1,220 10 Municipal Employees 30.00 32.75 36.50 40.00 43.50 3.50 Residents per Employee 36.97 36.15 32.88 30.25 28.05 (2.20) EMPLOYEE ALLOCATIONS BY FUND General Utility Visitor Westlakeillll j General L�J utility ❑ visitor Department Name Fund Fund Fund Academy Fund, Fund, Fund, 36.33 3.28 3.90 Town Manager 1.75 0.38 0.38 - 27% 2% 3% Planning & Development 5.35 - - - Town Secretary 1.50 - - - Emergency Services 15.50 - - - Municipal Court 5.00 - - - Public Works 0.75 2.25 - - Facilities Maintenance 0.63 - 0.63 - Finance Department 3.20 0.60 0.60 - R Westlake Park& Recreation 0.25 - 0.25 - Academy Information Technology 1.00 - - - L 94.33 Human Resources 1.90 0.05 0.05 - Communications - - 2.00 - Westlake Academy - - - 94.33 Total Employees 36.33 3.28'-'O=- Part .28' =- Part EMPLOYEES BY CLASSIFICATION Time, -Part 4.00, Town Manager 1.50 1.00 2.50 2.8%_ Planning &Development 5.35 - 5.35 Town Secretary 1.50 - 1.50 Emergency Services 14.00 1.50 15.50 Municipal Court 3.50 1.00 4.50 Public Works 3.00 - 3.00 Facilities Maintenance 0.75 .50 1.25 Finance Department 4.40 - 4.40 Park& Recreation .50 - .50 Information Technology 1.00 - 1.00 Full Human Resources 2.00 - 2.00 Time, Communications 2.00 - 2.00 133.83, 97 2� Westlake Academy 94.33 - 94.33 -M11iiiIIIII11ill0 137.83 94 RETURN TO T.O.C. Section 2 Financial Analysis Personnel Summary Overview EMPLOYEE FORECAST Department Name FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 Proposed Projection Projection Projection Projection Administration 2.50 2.50 2.50 2.50 2.50 Planning & Development 5.35 5.35 5.35 5.35 5.35 Town Secretary 1.50 1.50 1.50 1.50 1.50 Fire & EMS 15.50 16.50 16.50 17.00 17.50 Court 4.50 4.50 4.50 4.50 4.50 Public Works 3.00 4.00 4.00 4.00 4.00 Facilities 1.25 1.25 1.25 1.25 1.25 Finance 4.40 4.40 5.40 5.40 5.40 Parks and Recreation 0.50 0.50 0.50 0.50 0.50 IT Department 1.00 2.00 2.00 2.00 2.00 Human Resources 2.00 2.00 2.50 2.75 2.75 Communications 2.00 3.50 3.50 3.50 3.50 TOTAL MUNICIPAL 43.50 48.0 49.50 50.25 50.7 Vacancy Adiustments Not all positions will be filled 52 weeks per year, and so these expected vacancies are addressed in the salary budgeting process. • Start Dates- Expected start dates for open positions may vary. Keeping track of those assumptions is important because a large dollar variance may result when an actual start date differs from the budgeted date. • Attrition (Planned Retirements) - Budget consideration should be given for those positions where employees have indicated specific retirement dates. Payouts need to be budgeted. • Impact of Inflation - Inflation can have a significant impact on payroll forecasting. Cost-of- living adjustments often are used when forecasting personnel costs.The Consumer Price Index (CPI), a broad measure of consumer inflation, is the cost-of-living index used most often for determining salary increases.The U.S. Bureau of Labor Statistics' Employment Cost Index might be a better index for this purpose, as it measures the change in the cost of labor, free from the influence of employment shifts among occupations and industries. • Seasonal and Temporary Positions -Some divisions or jurisdictions use part-time or seasonal employees. Park districts, for example, often adjust staffing levels by season. • Other Considerations-Some governments make more use of overtime as an option instead of hiring fulltime workers.The use of retired employees for contractual services is another alternative to adding headcount. Fair Labor Standards Act(FLSA) The Fair Labor Standards Act established minimum wage, overtime, recordkeeping, and child labor standards and applies to all full-time and part-time employees. As amended in 1985, the FLSA provides the option for compensatory time in lieu of overtime compensation for non-exempt employees. Executive, administrative, and professional employees meeting Department of Labor exemption guidelines are exempt from FLSA overtime requirements. The Town will comply with the FLSA for all employees. 95 RETURN TO T.O.C. Section 2 Financial Analysis Personnel Summary Overview Personnel Tracking System Budget payroll projections are based on the estimate of budgeted positions for the year, in order to provide the correct number of budgeted positions.The system tracks all employees, full-time, part-time, temporary and permanent. Non-Exempt Positions All non-exempt (hourly) positions are eligible for overtime compensation. Bi-weekly wages are based on a 40-hour work week (2,080 hours per year), equaling one full-time equivalent (FTE) position. There are 26 pay periods per year. This work schedule applies to all hourly regular, year-round employees, except for Fire/EMS employees. Non-Exempt Positions (Fire/EMS Department) Non-exempt (hourly) positions in the Fire/EMS Department are eligible for overtime pay. Pay periods are 15 days in length, and there are 24 pay periods per year. Full-time employees are scheduled to work five (5) 24-hour shifts per pay period, totaling 120 hours. Full-time employees are scheduled to work an average of 2,912 hours annually over 24 pay periods. Exempt Positions Exempt (salaried) positions are not eligible for overtime compensation. Salary amounts are not calculated or based on the number of hours worked. Exempt positions include managers and directors, and classifications are determined by Department of Labor guidelines. Compensation Plan and Salary Survey 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 ultimate goal of the compensation plan is to attract and retain top talent, and utilize best practices in all systems and processes supporting the plan. 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. After issuing an RFP for a market survey and development of the compensation plan in FY 15-16, an independent consultant was selected to conduct a market survey and develop a compensation system. The market survey utilized data from cities in the immediate geographical area, in addition to cities with similar demographics and citizen expectations of the high quality customer service. 96 RETURN TO T.O.C. Section 2 Financial Analysis Personnel Summary Overview For its first year of implementation (FY 16-17), employees have been Comparison Cities placed within the established pay band for their position at their current Bedford rate of pay, adjusted for a three (3) percent market adjustment. To Colleyville promote internal equity, positions that have surveyed further below market Coppell received a higher market adjustment, at the discretion of their supervisor Euless and with Town Manager approval. In the fiscal years following FY 16-17, Flower Mound depending on market survey results and availability of funding, the Frisco municipal broad band pay system may have both a performance pay Grapevine component in addition to market adjustments, dependent upon the Hurst availability of financial resources. Keller Lewisville The Town of Westlake salary survey has historically utilized data from the McKinney Waters Consulting Group in addition to data obtained directly from other North Richland Hills cities. For FY 16-17, Position Analysis Questionnaires (PAQs) and position Roanoke descriptions were provided to the consultant during the development of Southlake the compensation system. This information was matched to similar University Park positions in fifteen (15) cities using a proprietary database to determine proper placement of each position in the pay band. Pay Increases Salary adjustments will be made in order to remain competitive, retain talent, and reward outstanding performance. Pay increases may occur due to market adjustments, or through performance pay. All forms of compensation are subject to Town Manager approval and available funding appropriated on an annual basis by the Town Council. Market Adjustments 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, ensuring that all positions are reviewed on a rolling three-year basis. 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 2.50 or more. Employee salaries may receive a market adjustment if their current salary has shifted to become less than 97.5% of the market average. If any market adjustment is approved, all pay ranges and steps will be adjusted accordingly on the first day of the fiscal year. This does not include the Town Manager, whose compensation is determined by the Town Council. Performance Pay 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. Performance pay is awarded through the review process and the established criteria outlined by the HR Department. 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. All performance pay, whether on-going or one-time adjustments, is dependent upon the availability of financial resources. 97 RETURN TO T.O.C. Personnel Position Summary Five Year Analysis FY 12/13 FY 13/14 FY 14/15 FLY FY 16/17 Dept Position Actual Actual Actual Estimated Adopted change 11 TOWN MANAGER'S OFFICE 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 - - - - - Part-Time Interns 1.00 0.75 0.50 - - - 2.75 2.50 2.40 2.40 2.50 0.10 12 PLANNING & DEVELOPMENT Plannina &Development Director 1.00 1.00 1.00 1.00 1.00 - Administrative Assistant 0.33 - - - - - Development Coordinator - - 0.50 0.60 0.10 Part-Time Bldg Intern - - 0.50 0.75 0.25 Blda Construction Zone Enforcement - - 0.50 1.00 0.50 Building Inspector - - - 1.00 1.00 Permit Clerk - - - - 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) 1.33 1.67 1.67 3.17 5.35 2.18 13 TOWN SECRETARY'S OFFICE 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/EMS DEPARTMENT 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 full-time 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 IMUNICIPAL COURT OFFICE 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 1 0.50 0.50 0.50 0.50 0.50 Part-Time Clerk 2 - - 0.50 0.50 0.50 4.25 4.25 4.60 4.60 4.50 (0.10) 16 PUBLIC WORKS OFFICE 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 Part-Time Utility Billing Clerk 0.75 - - - - - 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 98 RETURN TO T.O.C. Personnel Position Summary Five Year Analysis FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 Dept Position Actual Actual Actual Estimated Adopted Chang 17 IFACILITIES MAINTENANCE 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 Part-Time Clerk - - - 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 OFFICE Finance Director 1.00 1.00 1.00 1.00 1.00 Finance Supervisor 1.00 1.00 1.00 1.00 1.00 - Management Analyst - - 0.25 0.40 0.15 Accounting Tech Municipal 0.50 0.50 1.00 1.00 1.00 - Accounting Tech Academic 0.50 0.50 1.00 1.00 1.00 - 3.00 3.00 4.00 4.25 4.40 0.15 19 PARKS & RECREATION OFFICE 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 Information Technology Director 0.25 0.25 1.00 1.00 1.00 0.25 0.25 1.00 1.00 1.00 21 1 HUMAN RESOURCES OFFICE Human Resources Director 0.75 1.00 1.00 1.00 1.00 Part-Time Clerk 0.50 - - - - Administrative Assistant 0.34 - - - - HR Generalist - 1.00 1.00 1.00 1.00 1.59 2.00 2.00 2.00 2.00 22 1COMMILINICATIONS OFFICE 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 JACADEMIC SERVICES 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) TotalGrand Positions 103.07 109.93 Municipal Employees 30.00 32.75 36.50 40.00 43.50 3.50 Academy Employees 73.07 77.18 89.55 95.31 94.33 (0.98) 99 RETURN TO T.O.C. 74-s�ff tis 100 RETURN TO T.O.C. Long Term Planning A (multi-year forecast -d The Long - Range Financial Forecast takes a forward look at the Town's revenues and expenditures. Its purpose is to identify financial trends, shortfalls, and issues so the Town can proactively address them. It does so by projecting into the future the fiscal results of continuing the Town's current service levels and policies, providing a snapshot of what the future may look like as a result of the decisions made in the recent past. 101 RETURN TO T.O.C. Section 2 Financial Analysis Forecast Overview GOALS OF LONG-RANGE PLANNING, MULTI-YEAR PLANNING Multiyear planning is a key component of Westlake's financial principles. Without proper planning, multi-year sustainability would not be attainable. With these priorities in mind, the Town approaches multiyear planning from these perspectives: • First, as it relates to revenue, effective economic analysis is essential to accurate forecasting. Various data on local economic information is used when projecting revenues for the budget. This data includes economic indicators such as interest rates, wages, health care costs, consumer spending, and housing and commercial growth. The data gathered from these sources are used to create financial scenarios for stronger current budget decisions. KEY REVENUE DRIVERS • On the expenditure side, the operational impact of projects and programs have been identified and Tax Rate incorporated into the budget and a multi-year Net Taxable Value analysis has been completed to confirm the Sales Tax sustainability of the budget over time. Mixed Beverage Tax One of the goals for the budget is to anticipate and make Franchise Fees deliberate decisions to reach financial and service goals. Licenses & Permits These trends are graphed and provided as a part of this Charges for Services budget's support materials to provide a deeper Intergovernmental Revenues understanding of the Town's overall financial condition. Fines & Forfeitures The Long-Range Financial Forecast takes a forward look at Interest Income 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 KEY EXPENDITURE DRIVERS term. To maximize the benefit of long-range planning, Overtime Costs Council has established the following goals: Operating Supplies Sustain existing programs at high service levels. Apparatus &Tools Maintain a healthy General Fund balance of at least 90 operating days annually. Motor Vehicle Fuel Maintain competitive employee compensation within Maintenance 3%of the median for the market. Travel, Training & Dues Provide adequate and stable funding for street and Utility Costs facility maintenance projects. Professional Services Its purpose is to identify financial trends, shortfalls, and issues Insurance Costs so the Town can proactively address them. It does so by Fleet Replacements projecting out into the future the fiscal results of continuing Capital Equipment Replacements 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). 102 RETURN TO T.O.C. Section 2 Financial Analysis Forecast Overview 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 expenditures. 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. 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. 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. 103 RETURN TO T.O.C. Section 2 Financial Analysis Forecast Narrative FORECAST ASSUMPTIONS FY 2016-2017 ADOPTED BUDGET REVENUES AND OTHER FINANCING SOURCES (GENERAL FUND): 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 remain flat based on the prior years' trending. ° Includes the Property Tax Reduction portion of the Sales tax receipts 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. No new gas well revenue is projected 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. Based on current year receipts, franchise fees are budgeted at a 5% increase EXPENDITURES AND OTHER FINANCING USES (GENERAL FUND): Payroll and Related operating expenditures increased approximately 21% ° This increase includes $673,343 in personnel changes including additional staff and market adjustments as well as benefits. ° $89K increase for medical, dental and life Insurance costs (190) ° $60K increase for social security and Medicare taxes (290) ° $80K increase for ICMA and TMRS costs (24%) ° This increase also includes the following personnel changes ° Full time Firefighter/Paramedic • Full time Building Inspector • Transition of Interim Planning & Development Director to full-time • Transition of part-time Development Coordinator to full-time • Transition of part time Fire Marshal to full-time • Transition of part-time Administrative Assistant in Town Secretary's office to full-time to help support Town Manager and Assistant Town Manager. Operating expenditures and transfers out increased by$834K 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. 104 RETURN TO T.O.C. Section 2 Financial Analysis Forecast Narrative VISITORS ASSOCIATION FUND Total expenditures and other uses increased by 10% primarily due to operating transfers related to payroll and the transition of a part-time Communication Specialist to full time and additional funds budgeted for marketing and web-site upgrade UTILITY FUND Total 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. 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 -$30OK/annually • All lot fee collections of$1 OK/lot transferred to Westlake Academy Expansion for future construction • Annual transfers to maintenance and replacement funds 105 TOWN OF WESTLAKE RETURN TO T.O.C. FIVE YEAR FORECAST All Municipal Funds DESCRIPTION ESTIMATED •• •• 1 2 3 4 FY 15-16 FY 17-18 1 FY 18-19 1 FY 19-20 1 FY 20-21 GENERALFUND Sales Tax(ongoing 100%minus one time) $ 4,450,000 $ 4,450,000 $ 4,583,500 $ 4,721,005 $ 4,862,635 $ 5,008,514 Sales Tax(audit/one-time) 100,000 100,000 200,000 200,000 200,000 200,000 Sales Tax-additional due to commercial(CVS) - - 37,500 51,500 51,500 51,500 Sales Tax Allocation to 4B (1,137,500) (1,137,500) (1,205,250) (1,243,126) (1,278,534) (1,315,004) Sales Tax Allocation to ED (102,000) (102,000) (102,000) (102,000) (102,000) (102,000) Sales Tax Subtotal 3,310,500 3,310,500 3,513,750 3,627,379 3,733,601 3,843,011 Property Tax 1,317,350 1,437,050 1,480,162 1,524,566 1,570,303 1,617,412 Additional Property Tax Residential - - 209,414 322,594 461,925 566,736 Property Tax Subtotal 1,317,350 1,437,050 1,689,576 1,847,160 2,032,228 2,184,149 Grading/Bldg/Plan Review/EMS Fees 31,744 29,820 29,821 29,819 (0) 0 Total Permits and Fees Other 31,744 29,820 29,821 29,819 (0) 0 GRANADA Xfr out to CP 223,652 298,203 298,203 44,730 - - ENTRADA Xfr out to CP - 326,583 244,937 163,292 163,292 163,292 VAQUERO keep in GF 146,169 208,813 208,813 208,813 208,813 104,406 QUAIL HOLLOW keep in GF - 208,813 208,813 208,813 208,813 208,813 CARLYLE keep in GF 44,730 14,910 14,910 14,910 - - ALL OTHER keep in GF 36,875 14,910 14,910 14,910 14,910 14,910 Total Permits and Fees Residential 451,426 1,072,232 990,586 655,468 595,827 491,421 ENTRADA Xfr out to CP 71,000 410,429 416,080 28,563 SCHWAB keep in GF - 314,524 314,524 314,524 - ALL OTHER keep in GF 890,305 489,152 - - - Total Permits and Fees Commercial 961,305 1,214,105 730,604 343,087 - - Total Permits and Fees(Building Residential&Commercial) 1,444,475 2,316,157 1,751,011 1,028,374 595,827 491,421 Liquor Permit Fees 10 310 310 318 326 334 342 Eroision Control Fees 12 3,000 1,500 1,537 1,576 1,615 1,655 Gas Well Misc Fees 12 22,950 22,950 23,521 24,107 24,707 25,323 Insurance&Surety Review Fees 12 3,000 3,000 3,075 3,151 3,230 3,310 Renewal Fees 12 1,000 1,000 1,025 1,050 1,077 1,103 Engineer Review/Civil 12 10,000 15,000 15,374 15,756 16,149 16,551 Development Fees 12 57,219 45,590 46,725 47,889 49,081 50,303 Contractor Registration Fees 12 19,925 16,575 16,988 17,411 17,844 18,289 EMS Revenues 14 100,000 100,000 102,490 105,042 107,658 110,338 Firefighter Equipment Fees 14 - 2,000 2,050 2,101 2,153 2,207 Fire Code Inspections 14 525 525 538 551 565 579 Court Administrative Fees 15 8,800 8,975 9,198 9,428 9,662 9,903 Total Permits and Fees(Not Related to SFR Building Permits) 487,504 217,425 222,839 228,388 234,074 239,903 Sales of Surplus/Scrap Items 10 600 600 615 630 646 662 Insurance Refund/Equity Return 10 9,800 9,800 10,044 10,294 10,550 10,813 Administrative CC Fee 10 1,950 1,860 1,906 1,954 2,002 2,052 Misc Revenue Dept 10 10 3,405 3,400 3,485 3,571 3,660 3,751 Misc Revenue Dept 12 12 250 250 256 263 269 276 Misc Revenue Dept 16 16 6,730 6,730 6,898 7,069 7,245 7,426 Facility Rental 17 500 500 512 525 538 552 Misc Income 35,168 23,140 23,716 24,307 24,912 25,532 AT&T/SBC 453,500 470,000 481,703 493,697 505,990 518,590 Verizon 42,242 45,000 46,121 47,269 48,446 49,652 TXU/Atmos Gas 34,828 40,000 40,996 42,017 43,063 44,135 Charter 13,120 14,000 14,349 14,706 15,072 15,447 One Source 4,594 4,800 4,920 5,042 5,168 5,296 Southwestern Bell 184 180 184 189 194 199 Tri-County Electric 289,965 300,000 307,470 315,126 322,973 331,015 Trinity Waste/AWIN Mgmt 41,545 42,750 43,814 44,905 46,024 47,170 Misc.Franchise Fees 48,200 49,640 50,876 52,143 53,441 54,772 Franchise Fees 928,177 966,370 990,433 1,015,094 1,040,370 1,066,275 Citation Revenue 720,000 727,200 745,307 763,865 782,886 802,380 Court Techology 18,955 16,320 16,726 17,143 17,570 18,007 Court Security 14,295 12,240 12,545 12,857 13,177 13,505 Warrant Fees 41,000 41,820 42,861 43,929 45,022 46,143 NSF Check Fees 7,430 715 733 751 770 789 Court Efficiency Fees 750 765 784 804 824 844 Law EnforcementStds/Edu 665 680 697 714 732 750 Collection Fees 5,500 5,610 5,750 5,893 6,040 6,190 Fines and Forfeitures(Court) 808,595 805,350 825,403 845,956 867,020 888,609 106 TOWN OF WESTLAKE RETURN TO T.O.C. FIVE YEAR FORECAST All Municipal Funds DESCRIPTION ESTIMATED •• •• 1 2 3 4 FY 15-16 FY 17-18 FY 18-19 FY 19-20 FY 20-21 Beverage Tax 61,280 62,500 64,056 65,651 67,286 68,961 Beverage Tax 61,280 62,500 64,056 65,651 67,286 68,961 Interest Income Dept 11 10,845 10,840 11,110 11,387 11,670 11,961 Interest Income Dept 15 1,470 1,500 1,537 1,576 1,615 1,655 Interest Income 12,315 12,340 12,647 12,962 13,285 13,616 Transfer In-OF 500 Impact 293,745 50,430 51,686 52,973 54,292 55,644 Transfer In-VA 220 Dept 22 13,300 15,600 15,988 16,387 16,795 17,213 Transfers In 307,045 66,030 67,674 69,359 71,086 72,856 Total Revenues&Transfers In All 8,712,409 9,216,863 9,161,105W 8,764,630 8,679,690 8,894,333 Payroll Salaries Full Time 41110 (2,414,023) (3,024,065) (3,184,168) (3,263,772) (3,345,366) (3,429,000) Payroll Salaries Part Time 41210 (335,363) (235,000) (236,662) (242,579) (248,643) (254,859) Payroll Salaries Overtime 41120 (199,847) (119,055) (124,169) (127,273) (130,455) (133,716) Payroll Salaries Premium Pay 41510 (7,419) (13,560) (13,899) (14,246) (14,603) (14,968) Payroll Salaries Car Allowance 41640 (24,675) (23,000) (23,000) (23,000) (23,000) (23,000) Payroll Salaries Phone Allowance 41641 (8,160) (7,680) (7,680) (7,680) (7,680) (7,680) Payroll Salaries/Allowances (3,007,287) (3,472,410) (3,639,577) (3,728,550) (3,819,747) (3,913,223) Payroll insurance Medical (406,270) (490,195) (539,220) (593,142) (652,456) (717,702) Payroll insurance Dental (27,960) (30,335) (31,099) (31,876) (32,673) (33,490) Payroll insurance Life (22,370) (25,075) (25,075) (25,075) (25,075) (25,075) Payroll Taxes SS FICA (167,613) (219,945) (222,610) (228,175) (233,879) (239,726) Payroll Taxes Medicare (40,164) (49,820) (51,988) (53,288) (54,620) (55,985) Payroll Taxes Unemployment (7,031) (8,135) (8,267) (8,473) (8,685) (8,902) Payroll Taxes Workers Comp (32,887) (38,710) (39,211) (40,192) (41,196) (42,226) Payroll Retirement TMRS (319,085) (401,470) (408,580) (418,795) (429,265) (439,996) Payroll Retirement ICMA (24,200) (25,400) (25,400) (25,400) (25,400) (25,400) Payroll Transfers In 11 139,755 151,135 139,755 139,755 139,755 139,755 Payroll Transfers In 16 217,745 233,440 217,745 217,745 217,745 217,745 Payroll Transfers In 17 60,175 55,245 60,175 60,175 60,175 60,175 Payroll Transfers In 18 222,940 244,910 222,940 222,940 222,940 222,940 Payroll Transfers In 19 54,124 44,115 54,124 54,124 54,124 54,124 Payroll Transfers In 21 10,804 11,365 10,804 10,804 10,804 10,804 Payroll Transfers In 22 189,872 218,555 189,872 189,872 189,872 189,872 Total Payroll and Related (3,159,452) (3,802,730) (4,095,612) (4,257,550) (4,427,581) (4,606,311) General Services Dept 10 (348,935) (413,935) (424,283) (434,890) (445,763) (456,907) Administrative Dept 11 (30,618) (30,620) (31,386) (32,170) (32,974) (33,799) Planning&Development Dept 12 (282,280) (393,775) (282,280) (289,337) (296,570) (303,984) Town Secretary Dept 13 (40,352) (45,360) (46,494) (47,656) (48,848) (50,069) Fire Department Dept 14 (77,628) (78,375) (80,334) (82,343) (84,401) (86,511) Municipal Court Dept 15 (97,653) (130,405) (133,665) (137,007) (140,432) (143,943) Public Works Dept 16 (104,105) (97,000) (99,425) (101,911) (104,458) (107,070) Facilities Maintenance Dept 17 (18,803) (56,305) (57,713) (59,155) (60,634) (62,150) Finance Department Dept 18 (33,026) (38,370) (39,329) (40,312) (41,320) (42,353) Parks&Recreations Dept 19 (51,625) (57,800) (59,245) (60,726) (62,244) (63,800) Information Technology Dept 20 (53,280) (106,065) (108,717) (111,435) (114,220) (117,076) Human Resources Dept 21 (17,410) (20,580) (21,095) (21,622) (22,162) (22,716) Communications Dept 22 (8,270) (8,100) (8,303) (8,510) (8,723) (8,941) Police Services Dept 23 (888,486) (915,105) (937,983) (961,432) (985,468) (1,010,105) Total Service Expenditures (2,052,471) (2,391,795) (2,330,250) (2,388,507) (2,448,219) (2,509,425) Office Rent (136,906) (339,150) (339,150) (339,150) (339,150) (339,150) Electric Service (14,800) (59,850) (59,850) (59,850) (59,850) (22,000) Electric Service-Fire Station (4,430) (4,430) (4,541) (4,654) (4,771) (4,890) Electric Service-Public Works (2,595) (2,595) (2,660) (2,726) (2,795) (2,864) Electric Service-Parks/Rec (8,780) (8,780) (9,000) (9,224) (9,455) (9,691) Electric Service-Parchman (50) (50) (51) (53) (54) (55) Telephone Service -Town (4,150) (5,750) (5,894) (6,041) (6,192) (6,347) Telephone Service -Fire Dept (4,295) (4,295) (4,402) (4,512) (4,625) (4,741) Internet Service-Town (7,600) (7,600) (7,790) (7,985) (8,184) (8,389) Internet Service-Fire Dept (850) (850) (871) (893) (915) (938) Internet Service-Facilities (500) (500) (513) (525) (538) (552) Water Service-Fire Dept (2,450) (2,450) (2,511) (2,574) (2,638) (2,704) Water Service-ROW Irrigation (127,700) (135,000) (138,375) (141,834) (145,380) (149,015) Water Service-Parks&Rec (855) (855) (876) (898) (921) (944) Gas Service-Fire Station (1,500) (1,500) (1,538) (1,576) (1,615) (1,656) Total Rent&Utilities (317,461) (573,655) (578,021) (582,497) (587,084) (553,936) General Services 10 (29,407) (32,235) (33,041) (33,867) (34,714) (35,581) Administrative 11 (2,635) (4,310) (4,418) (4,528) (4,641) (4,757) Planning&Development 12 (25,500) (28,300) (29,008) (29,733) (30,476) (31,238) Town Secretary 13 (3,773) (3,775) (3,869) (3,966) (4,065) (4,167) Fire Department 14 (69,647) (69,640) (71,381) (73,166) (74,995) (76,870) 107 TOWN OF WESTLAKE RETURN TO T.O.C. FIVE YEAR FORECAST All Municipal Funds DESCRIPTION ESTIMATED ••••• • 1 2 3 4 FY 15-16 FY 17-18 FY 18-19 FY 19-20 FY 20-21 Municipal Court 15 (11,786) (12,350) (12,659) (12,975) (13,300) (13,632) Public Works 16 (3,956) (4,510) (4,623) (4,738) (4,857) (4,978) Facilities Maintenance 17 (13,178) (29,180) (29,910) (30,657) (31,424) (32,209) Finance Department 18 (8,445) (6,340) (6,499) (6,661) (6,827) (6,998) Parks&Recreations 19 (7,645) (9,645) (9,886) (10,133) (10,387) (10,646) Information Technology 20 (5,850) (5,850) (5,996) (6,146) (6,300) (6,457) Human Resources 21 (3,650) (4,270) (4,377) (4,486) (4,598) (4,713) Communications 22 (5,500) (7,500) (7,688) (7,880) (8,077) (8,279) Total Supplies (190,972) (217,905) (223,353) (228,936) (234,660) (240,526) General Services 10 (25,378) (26,590) (27,255) (27,936) (28,635) (29,350) Planning&Development 12 (504) (500) (513) (525) (538) (552) Fire Department 14 (8,395) (8,395) (8,605) (8,820) (9,040) (9,267) Municipal Court 15 (530) (530) (543) (557) (571) (585) Facilities Maintenance 17 (372) (375) (384) (394) (404) (414) Total Insurance (35,179) (36,390) (37,300) (38,232) (39,188) (40,168) Fire Department 14 (56,696) (70,595) (66,533) (68,529) (70,585) (72,702) Municipal Court 15 (600) (600) (615) (630) (646) (662) Public Works 16 (75,800) (38,295) (39,252) (40,234) (41,240) (42,271) Facilities Maintenance 17 (26,210) (34,225) (35,081) (35,958) (36,857) (37,778) Parks&Recreations 19 (54,125) (59,500) (60,988) (62,512) (64,075) (65,677) Total Repair&Maintenance (213,431) (203,215) (202,468) (207,863) (213,402) (219,090) General Service Debt 10 (36,678) (36,680) (36,680) (36,680) (36,680) (36,680) K-5 Westlake Reserve Slots (315,000) (315,000) (300,000) (300,000) (300,000) (300,000) Total Debt (351,678) (351,680) (336,680) (336,680) (336,680) (336,680) Capital Operating Impact-Facilities (8,747) (133,632) (106,141) (103,725) Capital Operating Impact-Roads (216,268) (221,506) Total Capital Operating Impact - - (8,747) (133,632) (322,409) (325,231) Planning&Development 12 (485) (490) (502) (515) (528) (541) Fire Department 14 (15,900) (27,900) (15,900) (16,377) (16,868) (17,374) Municipal Court 15 (325) (325) (333) (341) (350) (359) Public Works 16 - (500) (513) (525) (538) (552) Facilities Maintenance 17 (1,500) (175,000) (1,500) (1,538) (1,576) (1,615) Finance Department 18 - (2,800) (2,870) (2,942) (3,015) (3,091) Parks&Recreations 19 (500) (1,000) (1,025) (1,051) (1,077) (1,104) Total Capital Outlay (18,710) (208,015) (22,643) (23,288) (23,953) (24,636) Transfer Out-ED 210 ends 15/16 (35,758) Transfer Out-GMR 600 (350,000) (350,000) (550,000) (350,000) (225,000) (350,000) Transfer Out-VMR 605 (110,000) (25,000) (35,000) (25,000) Transfer Out-DS 300 (576,663) (753,635) (942,909) (900,541) (1,011,825) (968,645) Transfers Out-Operating (1,072,422) (1,103,635) (1,492,909) (1,275,541) (1,271,825) (1,343,645) Transfer Out-CP 410 (Entrada/Granada) (959,220) (236,585) (163,292) (163,292) Planning&Development(Add'I personnel) 315,395 236,585 163,292 163,292 Keep all Entrada/Granada fees 643,825 - - - Transfers Out-Non Operating - - - - - Total Expenditures&Transfers Out (7,411,775) (8,889,020) (9,327,983) (9,472,727) (9,905,001) (10,199,648) Beginning Fund Balance 7,240,729 8,541,363 8,869,206 8,702,328 7,994,232 6,768,921 Ending Fund Balance 8,541,363 8,869,206 8,702,328 7,994,232 6,768,921 5,463,606 Restricted/Committed/Assigned 572,666 575,040 283,146 283,146 283,146 283,146 Unassigned Ending Balance $ 7,968,697 $ 8,294,166 $ 8,419,182 $ 7,711,086 $ 6,485,775 $ 5,180,460 $per Day for Operations(including GMR transfer) 20,005 24,353 25,556 25,953 27,137 27,944 Operating Days 398 341 329 297 239 185 108 TOWN OF WESTLAKE RETURN TO T.O.C. FIVE YEAR FORECAST All Municipal Funds DESCRIPTION ESTIMATED ••••• • 1 2 3 4 FY 15-16 FY 17-18 1 FY 18-19 1 FY 19-20 1 FY 20-21 CEMETERY FUND Section Sales $ 11,125 $ 11,125 $ 11,402 $ 11,686 $ 11,977 $ 12,275 PerpetualCare-Section 15% 150 150 154 158 161 166 Perpetual Care-interment 100% 50 50 51 53 54 55 Marker Sales 250 250 256 263 269 276 Contractor Fee 350 350 359 368 377 386 Interest Income 140 140 143 147 151 154 Total Revenues 12,065 12,065 Contract Services (250) (250) (256) (263) (269) (276) Irrigation R&M (250) (250) (256) (263) (269) (276) Contract Landscaping (3,625) (3,625) (3,716) (3,809) (3,904) (4,001) ComputerEgpmt/Software (250) (250) (256) (263) (269) (276) Grounds R&M (250) (250) (256) (263) (269) (276) Training/Meetings/Seminars (250) (250) (256) (263) (269) (276) Dues&Memberships (100) (100) (103) (105) (108) (110) Cost of Sales-Cemetery Lots (700) (700) (718) (735) (754) (773) Total Expenditures (5,817) (5,962) NET R&TI• • 0, Beginning Fund Balance 154,738 161,128 167,518 174,067 180,778 187,655 Ending Fund Balance 161,128 167,518 174,067 180,778 187,655 194,704 Restricted/Committed/Assigned 161,128 167,518 174,067 180,778 187,655 194,704 Unassigned Ending Balance UTILITY FUND Water Revenue $ 2,516,326 $ 2,541,490 $ 2,604,773 $ 2,669,632 $ 2,736,106 $ 2,804,235 DS-Hillwood Service Area 48,000 48,000 49,195 50,420 51,676 52,962 DS-Town Service Area Accts 43,000 43,000 44,071 45,168 46,293 47,445 Waste Management 5,252 5,305 5,437 5,572 5,711 5,853 Sewer Revenue-Westlake 786,000 793,860 813,627 833,886 854,650 875,931 Sewer Revenue-Keller 1,248 1,260 1,291 1,324 1,356 1,390 Water Tap Fees 31,100 31,410 32,192 32,994 33,815 34,657 Sewer Tap Fees 10,764 10,875 11,146 11,423 11,708 11,999 Fort Worth Impact fees 78,200 78,980 80,947 82,962 85,028 87,145 Charge For Service Total 3,519,890 3,554,180 3,642,679 3,733,382 3,826,343 3,921,619 Meter Repair&Replacement 5,195 5,245 5,376 5,509 5,647 5,787 Interest Income 7,550 7,620 7,810 8,004 8,204 8,408 Duct Bank Leases 30,964 30,965 31,736 32,526 33,336 34,166 TRA Wastewater Settle-Up - 50,000 51,245 52,521 53,829 55,169 Duct Bank Permit Fees-Vaquer 18,600 18,600 19,063 19,538 20,024 20,523 Duct Bank Permit Fees-Terra 6,200 6,200 6,354 6,513 6,675 6,841 Duct Bank Permit Fees-Granada 43,400 43,400 44,481 45,588 46,723 47,887 Duct Bank Permit Fees-Carlyle 3,100 3,100 3,177 3,256 3,337 3,420 Insurance Refund/Equity Return 1,650 1,685 1,727 1,770 1,814 1,859 Misc Reimbursements 675 680 697 714 732 750 Misc Revenue Dept 16 8,285 8,370 8,578 8,792 9,011 9,235 Administrative CC Fee 700 700 717 735 754 772 Total Misc Income 126,319 176,565 180,961 185,467 190,086 194,819 Total Revenues&Transfers In 3,646,209 3,730,745 3,823,641 3,918,849 4,016,429 4,116,43 PR Transfer Out (404,494) (435,075) (445,952) (457,101) (468,528) (480,241) Total Payroll and Related (404,494) (435,075) (445,952) (457,101) (468,528) (480,241) Office Rent (30,675) (72,675) (72,675) (72,675) (72,675) (72,675) Electric Service (3,560) (12,825) (12,825) (12,825) (12,825) (12,825) Telephone Service Dept 10 (1,100) (1,100) (1,128) (1,156) (1,185) (1,214) Telephone Service Dept 16 (2,000) (2,000) (2,050) (2,101) (2,154) (2,208) Water-Pump Station Dept 16 (8,000) (20,600) (21,115) (21,643) (22,184) (22,739) Electric-Pump Station Dept 16 (40,000) (72,100) (73,903) (75,750) (77,644) (79,585) Electric-Lift Station Dept 16 (2,678) (2,680) (2,747) (2,816) (2,886) (2,958) Internet Service Dept 10 (1,600) (1,600) (1,640) (1,681) (1,723) (1,766) Total Rent&Utilities (89,613) (185,580) (188,082) (190,647) (193,275) (195,970) 109 TOWN OF WESTLAKE FIVE YEAR FORECAST RETURN TO T.O.C. All Municipal Funds DESCRIPTION ESTIMATED •• •• 1 2 3 4 FY 15-16 FY 17-18 FY 18-19 FY 19-20 FY 20-21 Mechanical Equipment (1,000) (1,000) (1,025) (1,051) (1,077) (1,104) Water Meters/Equipment (15,000) (15,000) (15,375) (15,759) (16,153) (16,557) Water Taps (6,030) (8,780) (9,000) (9,224) (9,455) (9,691) Total Capital Outlay (22,030) (24,780) (25,400) (26,034) (26,685) (27,352) Insurance General Liability (450) (450) (461) (473) (485) (497) Insurance Automobile (2,500) (2,500) (2,563) (2,627) (2,692) (2,760) Insurance Property (5,300) (5,300) (5,433) (5,568) (5,708) (5,850) Total Insurance (8,250) (8,250) (8,456) (8,668) (8,884) (9,106) WaterTower Landscape R&M (300) (7,000) (7,175) (7,354) (7,538) (7,727) Water Main R&M (42,545) (42,545) (43,609) (44,699) (45,816) (46,962) Water Tower R&M (1,000) (1,000) (1,025) (1,051) (1,077) (1,104) Sewer Main R&M (6,500) (18,000) (18,450) (18,911) (19,384) (19,869) Pump Station Landscape R&M (6,000) (13,500) (13,838) (14,183) (14,538) (14,901) Lift Station R&M (6,000) (6,000) (6,150) (6,304) (6,461) (6,623) Instrument R&M (9,750) (9,750) (9,994) (10,244) (10,500) (10,762) Ground Storage Tank R&M (2,300) (2,300) (2,358) (2,416) (2,477) (2,539) Generator R&M (1,000) (4,000) (4,100) (4,203) (4,308) (4,415) Pump Station R&M (15,500) (22,500) (23,063) (23,639) (24,230) (24,836) Duct Bank R&M (7,940) (7,940) (8,139) (8,342) (8,551) (8,764) Meter Repair&Replacement (102,000) (25,000) (25,625) (26,266) (26,922) (27,595) Vehicle R&M (1,000) (1,000) (1,025) (1,051) (1,077) (1,104) Total Repair and Maintenance Insurance (201,835) (160,535) (164,548) (168,662) (172,879) (177,201) Bank Service Charges (2,600) (2,600) (2,665) (2,732) (2,800) (2,870) Engineering (775) (775) (794) (814) (835) (855) Water Utility Engineering (37,555) (37,555) (38,494) (39,456) (40,443) (41,454) Auditor (4,750) (6,750) (6,919) (7,092) (7,269) (7,451) Attorney-Boyle&Lowry (15,000) (15,000) (15,375) (15,759) (16,153) (16,557) Attorney-Lloyd Gosselink (5,000) (10,000) (10,250) (10,506) (10,769) (11,038) Contract Labor (5,000) (5,000) (5,125) (5,253) (5,384) (5,519) Contract Services (7,860) (7,860) (8,057) (8,258) (8,464) (8,676) TRA-Wastewater Treatment (340,000) (340,000) (348,500) (357,213) (366,143) (375,296) South lake-Wastewater Treatment (440,000) (90,000) (92,250) (94,556) (96,920) (99,343) Testing-Water/Bacteria/Rgltry (25,000) (10,000) (10,250) (10,506) (10,769) (11,038) Utility Billing (20,000) (25,000) (25,625) (26,266) (26,922) (27,595) Line Location (5,660) (5,660) (5,802) (5,947) (6,095) (6,248) Application Software Maim. (10,750) (10,750) (11,019) (11,294) (11,577) (11,866) Keller Waste Water (1,300) (1,300) (1,333) (1,366) (1,400) (1,435) Mobile Phone (275) (2,000) (2,050) (2,101) (2,154) (2,208) Misc Rental/Lease - (500) (513) (525) (538) (552) Travel Airfare (325) (800) (820) (841) (862) (883) Travel Car Rental/Parking (100) (100) (103) (105) (108) (110) Travel Lodging (755) (1,000) (1,025) (1,051) (1,077) (1,104) Travel Meals - (100) (103) (105) (108) (110) Training/Seminars/Meetings (1,350) (3,000) (3,075) (3,152) (3,231) (3,311) Dues&Subscriptions (470) (470) (482) (494) (506) (519) Printing (1,130) (1,130) (1,158) (1,187) (1,217) (1,247) Courier Service (200) (200) (205) (210) (215) (221) Total Service (925,855) (577,550) (591,989) (606,788) (621,958) (637,507) Safety Supplies (100) (100) (103) (105) (108) (110) Misc Hand Tools (500) (1,000) (1,025) (1,051) (1,077) (1,104) Chemical Supplies (350) (350) (359) (368) (377) (386) Office Supplies (1,550) (1,550) (1,589) (1,628) (1,669) (1,711) Postage&Shipping (100) (400) (410) (420) (431) (442) Vehicle Fuel (2,000) (3,000) (3,075) (3,152) (3,231) (3,311) Uniforms (500) (500) (513) (525) (538) (552) Capital Operating Impact-Utility - - (25,956) (26,735) (27,537) (28,363) Total Supplies (9,250) (6,900) (33,029) (33,984) (34,967) (35,979) Water Purchases (890,000) (934,500) (957,863) (981,809) (1,006,354) (1,031,513) Water Service Charge (600) (600) (615) (630) (646) (662) Peak Payment (390,000) (409,500) (419,738) (430,231) (440,987) (452,011) Total Water Purchase Expense (1,280,600) (1,344,600) (1,378,215) (1,412,670) (1,447,987) (1,484,187) Capital Projects - (96,435) - - - - Total Capital Projects (96,435) 110 TOWN OF WESTLAKE TURN TO T.O.C. FIVE YEAR FORECAST All Municipal Funds DESCRIPTION ESTIMATED ••••• • 1 2 3 4 FY 15-16iiiiiImsiiiiI FY 17-18 FY 18-19 FY 19-20 FY 20-21 Transfer Out-UMR 510 (300,000) (100,000) (100,000) (100,000) (100,000) (100,000) Transfer Out-VMR Fund 605 (8,333) (8,335) (8,333) (8,333) (8,333) (8,333) Transfer Out-GF 100 Impact Fees (37,500) (50,430) (51,186) (51,954) (52,734) (53,525) Transfer Out-GF 100 Loan Repymt ends 15/16 (256,245) Total Transfers Out (602,078) (158,765) (159,520) (160,288) (161,067) (161,858) Fort Worth Payment-Phase 1 (888,158) (888,160) Fort Worth Payment-Phase 11(Engineering) (226,532) DS-Principal Keller OH Storage (99,336) (104,145) (108,950) (113,756) (120,165) DS-Interest Keller OH Storage (20,542) (16,395) (11,986) (7,393) (2,523) DS-Hillwood Service Area (48,240) (48,240) (49,446) (50,682) (51,949) (53,248) DS-Town Service Area (43,215) (43,215) (44,295) (45,403) (46,538) (47,701) DS-Principal-2013 CO Ground Storage Tank (21,450) (22,000) (22,000) (22,550) (23,650) (23,650) DS-Interest-2013 CO Ground Storage Tank (33,896) (33,465) (33,021) (32,576) (32,114) (31,582) Total Debt (1,381,368) (1,155,620) (269,699) (272,360) (276,939) (156,181) Total Expenses&Transfers Out 4,925,374) (4,154,090) (3,264,889) (3,337,202) (3,413,171) (3,365,582), NET R&TI• • 558,752 581,647 603,258i ,855 Beginning Fund Balance 3,226,933 1,947,767 1,524,422 2,083,174 2,664,821 3,268,080 Ending Fund Balance 1,947,767 1,524,422 2,083,174 2,664,821 3,268,080 4,018,935 Restricted/Committed/Assigned 1,266,461 310,675 313,994 317,763 323,477 203,882 Unassigned Ending Balance IL 681,306 $ 1,213,747 $ 1,769,180 $ 2,34JIL $ 2,944,602 $ 3,815,053 Operating Expenses $ 4,301,266 $ 3,874,110 $ 3,079,970 $ 3,150,880 $ 3,225,418 $ 3,176,372 $per Day for Operations $ 11,784 $ 10,614 $ 8,438 $ 8,633 $ 8,837 $ 8,702 Operating Days 165 144 247 309 370 462 REPLACEMENT Interest Income $ 2,370 $ 2,370 $ 125 $ 125 $ 125 $ 125 Transfers In from OF 500 300,000 100,000 100,000 100,000 100,000 100,000 Total Revenues&Transfers In 302,370 102,370 100,125 100,125 100,125 100,125 Repaint Ground Storage Tank - (100,000) - - - - Sewer Easement Cleaning Machin - (45,000) - - - - Pump Station Equipment - (87,500) - - - - Total Expenditures&Transfers Out (232,500) - - - - NET R&TI Over(Under)E&TO 100,125 100,125 100,125 100,125 Beginning Fund Balance 420,560 722,930 592,800 692,925 793,050 893,175 Ending Fund Balance 722,930 592,800 692,925 793,050 893,175 993,300 Restricted/Committed/Assigned 722,930 592,800 692,925 793,050 893,175 993,300 Unassigned Ending Balance(projected) $ $ - $ - $ - $ - REPLACEMENT Firefighter Equipment Fees dept 14 $ 6,000 $ 6,000 $ 2,000 $ 2,000 $ 2,000 $ 2,000 Ladder Pump dept 14 1,550 1,550 1,750 1,750 1,750 1,750 Transfer in from GF dept 88 350,000 350,000 550,000 350,000 225,000 350,000 Total Revenues&Transfers In ` 379,815 357,550 553.20 353,750 250 353,750 Expenditures dept 16 (67,800) (58,000) (304,450) (60,000) - - Expenditures dept 17 (188,950) (298,700) (131,000) (215,000) (176,000) (218,000) Expenditures dept 19 (22,000) (22,000) (10,000) (20,000) (10,000) (100,000) Expenditures dept 20 (77,410) (117,500) (112,000) (45,000) (45,000) (45,000) Total Expenditures&Transfers Out (373,660) (496,200) (557,450) (340,000) (231,000) (363,000 NET R&TI• • ®' Beginning Fund Balance 209,069 215,224 76,574 72,874 86,624 84,374 Ending Fund Balance 215,224 76,574 72,874 86,624 84,374 75,124 Restricted/Committed/Assigned 215,224 76,574 72,874 86,624 84,374 75,124 Unassigned Ending Balance $ $ $ $ $ $ TOWN OF WESTLAKE TURN TO T.O.C. FIVE YEAR FORECAST All Municipal Funds DESCRIPTION ESTIMATED ••••• • 1 2 3 4 FY 15-16 FY 17-18 FY 18-19 1 FY 19-20 1 FY 20-21 REPLACEMENT Transfer in from GF 100 $ 110,000 $ - $ $ 25,000 $ 35,000 $ 25,000 Interst Income 550 550 200 200 200 200 Transfer in from OF 500 8,333 8,335 8,335 8,335 8,335 8,335 Total Revenues&Transfers In 127,583 8,535 33,535 Fire Vehicles dept 14 - (55,000) - (110,000) - (1,400,000) Court Vehicle dept 15 - - (50,000) - - - Public Works Vehicle dept 16 - - - - - (50,000) Facilities Vehicles dept 17 - - - (50,000) - Total Expenditures&Transfers Out - (55,000) (50,000) (110,000) (50,000) (1,450,000) Beginning Fund Balance 50,031 177,615 131,500 90,035 13,570 7,105 Ending Fund Balance 177,615 131,500 90,035 13,570 7,105 (1,409,361) Restricted/Committed/Assigned 177,615 131,500 90,035 13,570 7,105 (1,409,361) Unassigned Ending Balance $ $ $ $ $ $ VISITORS ASSOCIATION FUND 7�m V::= Hotel Tax(Marriott) $ 757,000 $ 772,000 $ 791,223 $ 810,924 $ 831,116 $ 851,811 Hotel Tax(Deloitte) 32,000 32,640 33,453 34,286 35,139 36,014 Hotel Tax(Entrada)(50%occupancy) - - - - 400,000 Total Hotel Tax 789,000 804,640 824,676 845,210 866,256 1,287,825 General Services dept 10 3,735 3,735 3,735 3,735 3,735 3,735 Historical Board dept 24 4,515 4,515 4,515 4,515 4,515 4,515 Total Other Revenues 8,250 8,250 8,250 8,250 8,250 8,250 Total Revenues&Transfers In 812,890 832,926 853,460 874,506 1,296,075 Office Rent (29,475) (72,675) (72,675) (72,675) (72,675) (72,675) Electric Service (3,560) (12,825) (12,825) (12,825) (12,825) (12,825) Telephone Service (1,000) (1,000) (1,030) (1,061) (1,093) (1,126) Internet Service (1,370) (1,370) (1,411) (1,453) (1,497) (1,542) Total Rent and Utilities (35,405) (87,870) (87,941) (88,014) (88,090) (88,167) PR Transfer Out (490,920) (521,615) (518,750) (518,750) (518,750) (518,750) Total PR Transfer Out (490,920) (521,615) (518,750) (518,750) (518,750) (518,750) General Services dept 10 (113,825) (146,000) (146,000) (146,000) (146,000) (146,000) Communications dept 22 (75,840) (107,810) (107,810) (107,810) (107,810) (107,810) Historical Board dept 24 (7,300) (7,300) (7,300) (7,300) (7,300) (7,300) Public Arts dept 25 (1,500) (1,500) (1,500) (1,500) (1,500) (1,500) Total Service (198,465) (262,610) (262,610) (262,610) (262,610) (262,610) Transfer Out-GF 100 Dept 22 exp (13,300) (15,600) (16,068) (16,550) (17,047) (17,558) Transfer Out-DS 300 (142,250) (142,250) (146,518) (150,913) (155,440) (160,104) Total Transfers Out (155,550) (157,850) (162,586) (167,463) (172,487) (177,662) Total Expenditures&Transfers Out (895,640) (1,029,945) (1,031,887) (1,036,837) (1,041,937) (1,047,189 NET R&TI Over(Under)E&TO (198,961) (113,377) (167,431) 248,886 Beginning Fund Balance 1,082,882 984,492 767,437 568,475 385,098 217,667 Ending Fund Balance 984,492 767,437 568,475 385,098 217,667 466,553 Restricted/Committed/Assigned 151,700 142,250 146,518 150,913 155,440 160,104 Unassigned Ending Balance $ 832,792 $ 625,187 $ 421,958 $ 234,185 $ 62,227 $ 306,450 Operating Days 339 222 149 82 22 107 DEVELOPMENT413 ECONOMIC Sales tax(on-going) $ 1,137,500 $ 1,137,500 $ 1,205,250 $ 1,243,126 $ 1,278,534 $ 1,315,004 Transfer Out-DS 300 (1,137,500) (1,137,500) (1,205,250) (1,243,126) (1,278,534) (1,315,004) NET R&TI Over(Under)E&TO Beginning Fund Balance - - - - - - Ending Fund Balance - - - - - - Restricted/Committed/Assigned - - - - - - Unassigned Ending Balance 112 TOWN OF WESTLAKE TURN TO T.O.C. FIVE YEAR FORECAST All Municipal Funds DESCRIPTION ESTIMATED ••••• • 1 2 3 4 FY 15-16 FY 17-18 1 FY 18-19 FY 19-20 1 FY 20-21 ECONOMIC DEVELOPMENT FUND General Sales Tax $ 102,000 $ 102,000 $ 102,000 $ 102,000 $ 102,000 $ 102,000 Hotel/Motel Tax 32,000 32,640 32,640 32,640 32,640 32,640 Economic Development for WA $10K/Lot - 1,210,000 450,000 300,000 300,000 300,000 Total Revenues&Transfers In 584,640 434,640 434,640 434,640 ED-Deloitte Sales Tax (102,000) (102,000) (102,000) (102,000) (102,000) (102,000) ED-Deloitte Hotel Tax 53,000 (32,000) (32,640) (32,640) (32,640) (32,640) (32,640) Transfer Out-WAE 412 - (1,210,000) (450,000) (300,000) (300,000) (300,000) Total Expenditures&Transfers Out (584,640) (434,640) (434,640) (434,640 NET R&TI Over(Under)E&TO Beginning Fund Balance - - - - - - Ending Fund Balance - - - - - - Restricted/Committed/Assigned - - - - - - Unassigned Ending Balance $ $ $ $ $ PUBLIC IMPROVEMENT Inspection Fees $ 743,800 $ - $ - $ - $ - $ - Development Fees(Platting) 15,000 10,000 10,000 10,000 10,000 10,000 Miscellaneous Reimbursments 82,500 85,000 85,000 85,000 85,000 85,000 Total Revenues&Transfers In 841,300 95,000 95,000 95,000 95,000 95,000 Engineering (66,245) - - - Filing Fees (200) - - Consultant Fees (275,000) (275,000) - - - - Boyle&Lowry (18,000) (18,000) Admin Fees (11,150) Construction Expense (165,000) (160,000) - - -Total Expenditures&Transfers Out (535,595) (453,000) - - NET R&TI• • 95,000 95,000 95,000 95,000 Beginning Fund Balance 180,719 486,424 128,424 223,424 318,424 413,424 Ending Fund Balance 486,424 128,424 223,424 318,424 413,424 508,424 Restricted/Committed/Assigned 486,424 128,424 223,424 318,424 413,424 508,424 Unassigned Ending Balance $ $ $ $ $ $ LONE • • , Revenues $ 30 $ 30 $ 15 $ 15 $ 15 $ 15 Expenditures - - - - - - Total Expenditures&Transfers Out - - NET R&TI Over(Under)E&TO Beginning Fund Balance 13,632 13,662 13,692 13,707 13,722 13,737 Ending Fund Balance 13,662 13,692 13,707 13,722 13,737 13,752 Restricted/Committed/Assigned 13,662 13,692 13,707 13,722 13,737 13,752 Unassigned Ending Balance 5 5 $ $ 113 TOWN OF WESTLAKE FIVE YEAR FORECAST RETURN TO T.O.C. All Municipal Funds DESCRIPTION ESTIMATED ••••• • 1 2 3 4 FY 15-16 FY 17-18 FY 18-19 FY 19-20 FY 20-21 OtherDEBT SERVICE FUND - All Transfer in-GF 100 $ 576,663 $ 753,635 $ 942,909 $ 900,541 $ 1,011,825 $ 968,645 Transfer In-VA 220 142,250 142,250 146,518 150,913 155,440 160,104 Transfer In-4B 200 1,137,500 1,137,500 1,205,250 1,243,126 1,278,534 1,315,004 Total Transfers 1 ,856,413 2,033,385 2,29INEF2,294,580 2,445,799 2,443,752 Bank Charge-2007 GORB Refunding of 2002 (400) (400) (400) (400) (400) (400) DS Principal-Issue 2007 GORB (410,000) (425,000) (40,000) (40,000) (45,000) (50,000) DS Interest-Issue 2007 GORB (291,983) (276,610) (259,608) (258,008) (256,408) (254,608) Bank Charge-2011 GORB Refunding of 2002/2003 (400) (400) (400) (400) (400) (400) DS Principal-Issue 2011 GORB (100,000) (275,000) (700,000) (715,000) (730,000) (750,000) DS Interest-Issue 2011 GORB (212,400) (207,275) (192,650) (171,425) (149,750) (127,550) Bank Charge-2013 CO WA Expansion (400) (400) (400) (400) (400) (400) DS Principal-Issue 2013 CO (173,550) (178,000) (178,000) (182,450) (191,350) (191,350) DS Interest-Issue 2013 CO (274,248) (270,730) (267,172) (263,568) (259,830) (255,525) Bank Charge-2013 GORB Refunding of 2008 (400) (400) (400) (400) (400) (400) DS Principal-Issue 2013 GORB (100,000) (130,000) (125,000) (135,000) (140,000) (145,000) DS Interest-Issue 2013 GORB (42,250) (39,950) (37,400) (34,463) (31,025) (27,463) Bank Charge-2014 GORB Refunding of 2003 (400) (400) (400) (400) (400) DS Principal-Issue 2014 GORB (185,000) (5,000) (5,000) (5,000) (5,000) (5,000) DS Interest-Issue 2014 GORB (67,160) (65,220) (65,040) (64,860) (64,680) (64,500) 2016-17 CO(FS Land/Bldg)($60K per$1M)(30yr)($8.4M) - (159,000) (422,807) (422,807) (422,807) (422,807) 2019-20 CO(Roads) - - - - (147,949) (147,949) jotal Expenditures&Transfers Out (1,858,591) (2,033,385) (2,2941677) (2,445,799) (2,443,752 NET R&TI• - Beginning Fund Balance 2,178 - - - - - Ending Fund Balance Restricted/Committed/Assigned - - - - - - Unassigned Ending Ba $ $ $ $ $ $ IL 1 (Property jji - Property Tax CY 2011 CO $ 161,915 $ 88,635 $ 115,300 $ 117,356 $ 119,316 $ 121,180 Total Revenues moved from fund 300 161,915 88,635 115,300 117,356 119,316 121,180 Bank Charge-2011 CO MOVED FROM 300 (400) - - - - - DS Principal-Issue 2011 CO MOVED FROM 300 (100,000) (75,000) (79,000) (83,000) (87,000) (91,000) DS Interest-Issue 2011 CO MOVED FROM 300 (50,277) (43,611) (36,300) (34,356) (32,316) (30,180) Total Expenditures moved from fund 300 (150,677) (118,611) (115,300) (117,356) (119,316) (121,180) NET R&TI Over(Under)E&TO Beginning Fund Balance 18,738 29,976 - - - - Ending Fund Balance 29,976 Restricted/Committed/Assigned 29,976 - - - - - Unassigned Ending Balance $ $ $ S $ $ CAPITAL • • , Transfer in from GF (Granada/Entrada) $ - $ - $ $ $ $ Interest Income 6,000 6,000 6,000 6,000 6,000 6,000 NET 6,000 6,000 6,000 6,000 6,000 6,000 Bond Revenue - - - - 453,000 - S.ROANOKE ROAD RECON&DRAINAGE - - - - (453,000) NET Cash(Fund Balance) - - - - - - SAM SCHOOL ROAD RECON&DRAINANGE - - (281,960) - -NET (281,960) Cash(Fund Balance) - - - - -E.DOVE ROAD RECON&DRAINAGE(Vaquero-TB) (75,000) (691,085) - - -NET (75,000) (691,085) 114 TOWN OF WESTLAKE FIVE YEAR FORECAST RETURN TO T.O.C. All Municipal Funds DESCRIPTION ESTIMATED ••••• • 1 2 3 4 FY 15-16 FY 17-18 FY 18-19 FY 19-20 FY 20-21 Bond Revenue - - - - 300,949 - TRAIL-WESTLAKE ACADEMY TO CEMETERY - - - - (300,949) NET - - - Bond Revenue 290,016 TRAIL-DOVE/PEARSON/ASPEN - - - (290,016) - NET Bond Revenue - - - - 983,954 - OTTINGER ROAD RECON&DRAINAGE - - - - (983,954) NET , ■ Bond Revenue 404,125 PEARSON LANE RECON&DRAINAGE - - - (404,125) -NET i Bond Revenue - 8,500,000 Contribution Revenue 1,998,000 - - - - - FIRESTATIONCOMPLEX (2,048,000) (8,430,500) (359,653) - -NET (50,000) 69,500 (359,653) _ Cash(Fund Balance) - MAINTENANCE AND STORAGE FACILITY - - (41,200) - -NET - - (41,200) - - - Contribution Revenue 26,390 DOVE ROAD/FM1938 SIGNALIZATION (10,000) (260,000) - - -NET 16,390 (260,000) - - - - Contribution Revenue 21,850 SOLANA/SH314 SIGNALIZATION - - - - -NET 21,850 - - - - - Contribution Revenue 259,540 10,000 - - - - SOLANA/FM1938 SIGNALIZATION (102,000) (10,000) NET 157,540 WAF Grant 102,200 - - - - - WA-OUTDOOR LEARNING CENTER (43,575) (64,000) - - -NET 58,625 (64,000) Grants WAF$11750-HOC$5000-WAAC$2975 19,725 WA-BLEACHERS AND FILM TOWER (19,725) - - - -NET - _ _ - - - - - Total Revenues&Transfers in 2,433,705 8,516,000 6,000 700,141 1,743,903 6,000 Total Expenditures&Transfers Out (2,298,300) (9,455,585) (682,813) (694,141) (1,737,903) - NET R&TI• • rrr 6,000 6,000 Beginning Fund Balance 2,144,983 2,280,388 1,340,803 663,990 669,990 675,990 Ending Fund Balance 2,280,388 1,340,803 663,990 669,990 675,990 681,990 Restricted/Committed/Assigned 2,280,388 1,340,803 663,990 669,990 675,990 681,990 Unassigned Ending Balance 71 Interest Earned $ 900 $ 900 $ 500 $ 500 $ 500 $ 500 Transfer in from ED 200 - 1,210,000 450,000 300,000 300,000 300,000 Total Revenues&Transfers In 900 1,210,900 450,500 300,500 300,500 300,500 Construction Expense - - - - (450,000) (450,000) Total Expenditures&Transfers Out (450,000) (450,0099 NET R&TI Over(Under)E&TO 450,500 300,500 (149,500) (149,500) Beginning Fund Balance 395,753 396,653 1,607,553 2,058,053 2,358,553 2,209,053 Ending Fund Balance 396,653 1,607,553 2,058,053 2,358,553 2,209,053 2,059,553 Restricted Funds 396,653 1,607,553 2,058,053 2,358,553 2,209,053 2,059,553 Unassigned Ending Balance 115 RETURN TO T.O.C. 74-s�ff tis 116 RETURN TO T.O.C. u - II - Ilf - - ilu - , ; i ��, � I �,�:,{• I1HfA 1!1 111111!!i !11!11 11� �11 1111A1�. I lil �.. I '11A111��! A`r"^NY 111A11 114411 11go$11 E 1111pIAI 1r 1 !1. 111a rT tn4 117 RETURN TO T.O.C. 74-s�ff tis 118 General Fund Program Summary Fiscal Year 2016/2017 Adopted Estimated Adopted FY 16/17 Adopted RETURN TO T.O.C. Actuals Budget Budget Budget vs FY 14/15 FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated REVENUES&OTHER SOURCES General Sales Tax $ 3,587,323 $ 3,723,000 $ 3,310,500 $ 3,310,500 $ - 0% Property Tax 1,256,795 1,280,258 1,317,350 1,437,050 119,700 9% Beverage Tax 59,184 53,025 61,280 62,500 1,220 2% Franchise Fees 963,040 849,733 928,177 966,370 38,193 4% Permits&Fees 240,615 258,987 489,454 219,285 (270,169) -55% Permits&Fees Building 886,875 1,312,099 1,444,475 2,316,157 871,682 1 60% Fines&Forfeitures 734,154 710,000 808,595 805,350 (3,245) 0% Investment Earnings 8,224 8,870 12,315 12,340 25 0% Contributions 10,000 10,000 - - 0% Misc Income 85,350 32,750 33,218 21,280 (11,938) -36% Total Revenues 7,831,559 8,238,722 8,405,364 9,150,832 745,468 9% Transfers In 336,320 307,045 307,045 66,030 (241,015) -78% Other Sources 0% Total Other Sources 336,320 307,045 307,045 66,030 (241,015) 100% TOTAL REVENUES&OTHER SOURCES $ 8,167,879 $ 8,545,767 $ 8,712,409 $ 9,216,862 EXPENDITURES&OTHER USES Payroll Salaries $ 2,648,940 $ 3,017,646 $ 3,007,287 $ 3,472,410 $ 465,123 15% Payroll Transfers OF&VA (764,717) (895,415) (895,415) (958,765) (63,350) 7% Payroll Insurance Health/Dental/Life 372,456 459,648 456,601 545,605 89,004 19% Payroll Taxes SS/Medicare 188,693 230,774 207,777 269,765 61,988 30% Payroll Taxes WC/TWC 32,963 36,833 39,917 46,845 6,928 17% Payroll Retirement TMRS/ICMA 300,440 371,055 343,285 426,870 83,585 1 24% Total Payroll and Related 2,778,776 3,220,541 3,159,452 3,802,730 643,278 20% Debt 336,677 336,678 351,678 351,680 2 0% Insurance 31,227 33,229 35,179 36,390 1,211 3% Repair&Maintenance 143,415 182,971 213,431 203,215 (10,216) -5% Rent&Utilities 385,429 339,893 317,461 573,655 256,194 81% Services 1,548,133 2,205,434 2,052,471 2,391,795 339,325 1 17% Supplies 152,310 192,290 190,972 217,905 26,933 1 14% Total Operations&Maintenance 2,597,191 3,290,494 3,161,191 3,774,640 613,449 19% TOTAL OPERATING EXPENDITURES 5,375,966 6,511,035 6,320,644 7,577,370 1,256,726 207. Capital Outlay 24,762 26,210 18,710 208,015 189,305 1012% TransfersOut-Operating 2,315,386 1,609,534 1,072,422 1,103,635 31,213 3% TOTAL NON-OPERATING EXPENDITURES 2,340,147 1,635,744 1,091,132 1,311,650 220,518 207. TOTAL EXPENDITURES&OTHER USES 7,716,114 8,146,779 7,411,775 8,889,020 1,477,245 207. EXCESS REVENUES OVER(UNDER)EXPENDITURES 451,766 398,987 1 (972,792) 75% FUND BALANCE,BEGINNING 6,788,964 7,240,729 7,240,729 8,541,363 1,300,634 18% FUND BALANCE,ENDING 7,240,729 7,639,717 8,541,363 8,869,205 327,842 47. Restricted/Assigned/Committed Funds 283,615 306,658 572,666 575,039 2,373 0% UNASSIGNED FUND BALANCE,ENDING $ 6,957,114 $ 7,333,059 $ 7,968,697 $ 8,294,166 $ 325,469 47. Operating Days(without non-operating transfers) 472 364 398 341 (58) -15% Daily Operating Expenditures $ 14,729 $ 20,173 1 $ 20,005 1 1$ 24,356 $ 4,349 $ 0 RESTRICTED/ASSIGNED/COMMITED FUNDS C Court Technology 100 10112 00 000 $ 75,526 $ 97,068 $ 94,603 $ 95,549 $ 946 1% C Court Security 100 10113 00 000 118,972 120,263 133,446 134,781 1,335 1% C Court Efficiency 100 10116 00 000 8,675 8,886 9,296 9,388 92 1% R Reforestation 100 10110 00 101 51,294 51,294 291,894 291,894 - 0% R Street Escrow(TB/RA) 100 10110 00 102 29,147 29,147 43,427 43,427 - 0% TAL RESTRICTED/ASSIGNED/COMMI $ 283,615 $ 306,658 $ 57 $ 575,039 $ 2,373 1 0% 119 RETURN TO T.O.C. GENERAL FUN D PRORAM SUMMARY BY DEPARTMENT FISCAL YEAR 2016/2017 Twn Town General Manager's Planning and Secretary's Fire/EMS Municipal Facilities Services Office Development Office ( Department ( Court Public Works Maintenance REVENUES AND OTHER SOURCES General Sales Tax $ 3,310,500 $ $ $ $ $ $ $ Property Tax 1,437,050 Beverage Tax 62,500 Franchise Fees 966,370 Permits&Fees Other 2,170 105,615 102,525 8,975 Permits&Fees Building - 2,287,557 28,600 - Fines and Forfeitures 805,350 Investment Earnings 10,840 - 1,500 Misc Income 13,800 250 - 6,730 500 Total Revenues 5,803,230 2,393,422 131,125 815,825 6,730 500 Transfers In - - - - - Total Other Sources TOTAL REVENUES AND $ 5,803,230 $ $ 2,393,422 $ - $ 131,125 $ 815,825 $ 6,730 $ OTHER SOURCES EXPENDITURES AND OTHER USES PR Wages - 373,125 385,280 116,555 1,226,950 224,880 233,940 83,610 PR Transfer In (5) (151,130) - - - - (233,440) (55,245) PR Insurance - 59,675 47,055 11,855 184,335 60,085 30,115 9,130 PR SSM 7,690 28,540 29,470 8,915 93,835 17,200 17,895 6,395 PR Taxes - 1,795 7,005 560 27,235 2,185 1,125 1,575 PR Retirement 317 70,350 45,210 14,040 127,890 25,075 28,180 9,770 Total Payroll&Related 8,002 382,355 514,020 151,925 1,660,245 329,425 77,815 55,235 Debt 351,680 - - - - - - - Insurance 26,590 500 8,395 530 - 375 Repair&Maintenance - - 70,595 600 38,295 34,225 Rent&Utilities 412,400 - - - 13,525 - 137,595 500 Services 413,935 30,620 393,775 45,360 78,375 130,405 97,000 56,305 Supplies 32,235 4,310 28,300 3,775 69,640 12,350 4,510 29,180 Total Operations 1,236,840 34,930 422,575 49,135 240,530 143,885 277,400 120,585 Capital Outlay - - 490 - 27,900 325 500 175,000 Total Capital 490 27,900 325 500 175,000 Transfers Out - - - - - Other Uses Total Other Uses TOTAL EXPENDITURES 1,244,842 417,285 937,085 201,060 1,928,675 473,635 355,715 350,820 AND OTHER USES EXCESS REVENUES OVER (UNDER)EXPENDITURES 4,558,388 (417,285) 1,456,337 (201,060) (1,797,550) 342,190 (348,985) (350,320) 120 RETURN TO T.O.C. GENERAL FUN D PRORAM SUMMARY BY DEPARTMENT FISCAL YEAR 2016/2017 Finance Parks and Information Human Communi- Police Transfers In and Department Recreation I Technology Resources cations Dept Services Out TOTAL REVENUES AND OTHER SOURCES General Sales Tax $ $ $ $ $ $ $ $ 3,310,500 Property Tax 1,437,050 Beverage Tax 62,500 Franchise Fees 966,370 Permits&Fees Other 219,285 Permits&Fees Building 2,316,157 Fines and Forfeitures 805,350 Investment Earnings 12,340 Misc Income 21,280 Total Revenues 9,150,832 Transfers In 66,030 66,030 Total Other Sources 66,030 66,030 TOTAL REVENUES AND $ $ $ $ $ $ $ 66,030 $ 9,216,862 OTHER SOURCES EXPENDITURES AND OTHER USES PR Wages 374,955 10,085 107,280 173,660 162,090 3,472,410 PR Transfer In (244,910) (44,115) - (11,365) (218,555) (958,765) PR Insurance 79,750 9,135 12,075 18,630 23,765 545,605 PR SSM 28,675 4,960 515 13,280 12,395 269,765 PR Taxes 1,795 1,440 515 835 780 46,845 PR Retirement 45,170 7,518 12,925 20,900 19,525 426,870 Total Payroll&Related 285,435 (10,977) 133,310 215,940 3,802,730 Debt - - - 351,680 Insurance - 36,390 Repair&Maintenance 59,500 203,215 Rent&Utilities - 9,635 - - - 573,655 Services 38,370 57,800 106,065 20,580 8,100 915,105 2,391,795 Supplies 6,340 9,645 5,850 4,270 7,500 - 217,905 Total Operations 44,710 136,580 111,915 24,850 15,600 915,105 3,774,640 Capital Outlay 2,800 1,000 - - - - 208,015 Total Capital 2,800 1,000 208,015 Transfers Out - - 1,103,635 1,103,635 Other Uses - Total Other Uses 1,103,635 1,103,635 TOTAL EXPENDITURES AND OTHER USES 332,945 126,603 245,225 240,790 15,600 915,105 1,103,635 8,889,020 EXCESS REVENUES OVER (UNDER)EXPENDITURES (332,945) (126,603) (245,225) (240,790) (15,600) (915,105) (1,037,605) 327,842 121 RETURN TO T.O.C. 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 350 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 100 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$219,285 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. 122 RETURN TO T.O.C. Section 4 General Fund Overview Permits and Fees Buildings • Projected to be$2,316,157 and comprise 250 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 $8,889,020 This represents a 20% increase of $1,477,245 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$3,802,730 and comprise 43.0%of General Fund expenditures. • This amount represents a 20%increase of$643,278 from prior year estimated payroll expenditures of$3,159,452. o $1 1 1 K- 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$958,765 ■ Utility Fund-$437,143 • Visitors Association Fund-$521,612 123 RETURN TO T.O.C. 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$8,869,205 • This amount represents a 4%increase of$327,842 from prior year estimated fund balance of $8,541,363. • The unassigned balance of$8,294,166 represents coverage for 341 operating days with daily operating expenditures of 24,356. fix RETURN TO T.O.C. ProgramGeneral Fund Departments Summaries. . Objectiyes This section includes Program Summaries for every department within the General Fund as well as Goals & Objectives and Performance Measures. 125 Program Summary Department 10 General Services RETURN TO T.O.C. Adopted Estimated Adopted FY 16/17 Adopted Actuals Budget Budget Budget Vs FY 14/15 FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated REVENUE CATEGORIES General Sales Tax 3,587,323 3,723,000 3,310,500 3,310,500 0.0% Property Tax 1,256,795 1,280,258 1,317,350 1,437,050 9.1% 119,700 Permits and Fees 6,175 4,760 2,260 2,170 -4.0% (90) Fines&Forfeitures - - - - 0.0% - Franchise Fees 963,040 849,733 928,177 966,370 4.1% 38,193 Contributions - - - - 0.0% - Beverage Tax 59,184 53,025 61,280 62,500 2.0% 1,220 Interest 7,933 7,400 10,845 10,840 0.0% (5) Intergovernmental - - - - 0.0% - Misc Income 44,474 28,050 24,613 13,800 -43.9% (10,813) GRAND TOTAL $ 5,924,924 $ 5,946,226 $ 5,655,025 $ 5,803,230 2.6% $ 148,205 EXPENDITURE CATEGORIES Capital Outlay 0.0% - Debt Service 336,677 336,678 351,678 351,680 0.0% 2 Economic Development - - - - 0.0% - Insurance 23,091 23,613 25,378 26,590 4.8% 1,212 Repair and Maintenance - - - - 0.0% - Rent and Utilities 169,799 177,076 163,506 412,400 152.2% 248,894 Service 172,779 366,535 348,935 413,935 18.6% 65,000 Supplies 30,339 26,727 29,407 32,235 9.6% 2,828 GRAND TOTAL $ 732,686 $ 930,629 $ 918,904 $ 1,236,840 34.6% $ 317,936 126 RETURN TO T.O.C. 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. 2015 Citizen Survey Results A large percent (930) of the residents surveyed thought Westlake was an "excellent" or "good" place to live; The most important reasons that residents indicated they will continue to stay in Westlake over the next five years were: • The quality of life • Westlake Academy • Small town feel • Low crime rates/quality of public safety, The customer service items that residents were most satisfied with were • The friendliness of Town staff (940), • Municipal court services (86%) • Participation of Town staff in community events/neighborhood meetings (840). 127 RETURN TO T.O.C. Goals and Objectives 10 General Services 11L Performance Measures Bench 2015 2016 MW 2017 Mark Actual AL Estimated Target N PUTS (the resources that contribute to the production &delivery of outputs) Usually a NOUN-we use staff,time, money, materials,equipment,technology,etc. 1. Department Revenues n/a $5,924,924 $5,655,025 $5,803,230 2. Department Expenditures n/a $ 732,686 $ 918,904 $1,236,840 MEASURES OF EFFECTIVENESS/EFFICIENCY (the result or consequence of achieving your output - the ability to do things well,successfully,and without waste) 1 Most Scenic City Award Yes Yes 2nd Year 3rd Year Gold Level Certification Valid till Valid for 5 Years 2020 2. Resident Rating by Survey Overall customer service 90% 90% n/a 90% Overall quality of governmental services 90% 85% n/a 90% Value received from tax dollars &fees 90% 71% n/a 90% 128 RETURN TO T.O.C. 74-s�ff tis 129 Program Summary Department 11 Town Manager's Office RETURN TO T.O.C. Adopted Estimated Adopted FY 16/17 Adopted Actuals Budget Budget Budget Vs FY 14/15 FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated REVENUE CATEGORIES 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% GRAND TOTAL $ $ $ $ EXPENDITURE CATEGORIES 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 25,804 32,018 30,618 30,620 0.0% 2 Supplies 2,915 4,200 2,635 4,310 63.6% 1,675 GRAND TOTAL $ 28,719 $ 36,218 $ 33,253 $ 34,930 5.0% $ 1,677 130 Program Summary Department 11 Town Manager's Office RETURN TO T.O.C. Adopted Estimated Adopted FY 16/17 Adopted Actuals Budget Budget Budget vs FY 14/15 FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated EMPLOYEE STAFFING Town Manager 1.00 1.00 1.00 1.00 0.0% Assistant Town Manager 0.90 0.90 0.90 1.00 11.1% 0.10 Intern 0.50 0.50 0.50 - -100.0% (0.50) Assistant - - - 0.50 100.0% 0.50 TOTAL POSITIONS 2.40 2.40 2.40 2.50 1 4.27. 0.10 Municipal Human Resources Assistant Town • • • •• ManagerZCity of Keller Police Comunications Department to 3 M Fire Department C) Department M Westlake Academy C Town Secretary Public Works Parks&Recreastion Facilities Maintenance Planning and Developemnt Westlake Academy Foundation PAYROLL&RELATED CATEGORIES Payroll Wages 291,244 345,380 337,658 373,125 10.5% 35,467 Payroll Transfers In (123,293) (139,755) (139,755) (151,130) 8.1% (11,375) Payroll Insurance 31,447 40,895 45,415 59,675 31.4% 14,260 Payroll Taxes TWC/WC 454 1,186 1,051 1,795 70.8% 744 Payroll Taxes SS/M 17,558 26,413 20,530 28,540 39.0% 8,010 Payroll Retirement 71,620 64,022 67,588 70,350 4.1% 2,762 GRAND TOTAL $ 289,030 1 $ 338,142 $ 332,486 $ 382,355 r 15.07. $ 49,869 131 RETURN TO T.O.C. Goals and Objectives 1 1 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 Department Contact Information •Tom Brymer Town Manager tbrymer@westlake-tx.org 817-490-5720 ♦ Amanda DeGan Asst.Town Manager adegan@westlake-tx.org 817-490-5715 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 TOWN OF WESTLAKE ways to partner with public and private sector service providers to control cost and improve services. ' ' ' Building Official • Monitor the municipal and academic Public + publicety budgets and oversee all finances of Recreation 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. •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 Service Description The Administration Department coordinates and manages all facets of the Town's operations. 132 RETURN TO T.O.C. Goals and Objectives 1 1 Town Manager's Office ♦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 DID YOU KNOW municipal/educational work force for delivering top quality municipal and academic services. Westlake owns and Program Trends operates the only public charter school in the • Current residential growth remains comparable with the state of Texas. previous year's permit requests and is expected to trend higher in the coming fiscal years. As such, we are also the •The Town recently approved, Granada, a Centurion only municipality in which American residential development consisting of 84 new the town manager also homes at the corner of Solana Blvd. and Davis Blvd. (FM serves in their official 1938); Phase 1 is well underway with 30 homes having capacity as the received their permit and Phase 2 will be reviewed for a final plat in the coming fiscal year. superintendent of a • Centurion American is also developing an 85 acre tract on public school. 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. 133 RETURN TO T.O.C. Goals and Objectives 1 1 Town Manager's Office 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. • 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; projected enrollment for 2016/2017 school year is r = 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. ....4P!. 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 Strategic 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. 134 RETURN TO T.O.C. Goals and Objectives 1 1 Town Manager's Office ♦ 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. . Performance Measures Bench 2015 2016 2017 Mark Actual Estimated Target N P U TS (the resources that contribute to the production &delivery of outputs) Usually a NOUN-we use staff,time, money, materials,equipment,technology,etc 1. Full Time Equivalents n/a 2.4 2.4 2.5 2. Department Expenditures n/a $ 28,719 $ 33,253 $ 34,930 3. Department Payroll n/a $289,030 $332,486 $382,355 OUTPUTS (The final product/service that was produced/delivered from your input-is measurable) Usually a VERB/QTY-we conduct, deliver, develop,train, provide, assess,facilitate,etc. 1. Town Council Update Monthly 12 12 12 2. Attend ICMA Conference Yearly Yes Yes Yes 3. Attend Chamber Meetings Monthly 12 12 12 4. Town Q2 meetings Quarterly 4 4 4 135 Program Summary Department 12 Planning and Development RETURN TO T.O.C. Adopted Estimated Adopted FY 16/17 Adopted Actuals Budget Budget Budget Vs FY 14/15 FY 15/16 FY 15/16 FY 16/17 I FY 15/16 Estimated REVENUE CATEGORIES General Sales Tax - - 0.0% Property Tax - - - 0.0% Permits and Fees 88,766 106,402 377,869 105,615 -72.0% (272,254) Permits and Fees Building 864,479 1,298,449 1,433,800 2,287,557 59.5% 853,757 Franchise Fees - - - 0.0% Contributions - 0.0% Beverage Tax 0.0% - Interest 0.0% Intergovernmental 0.0% Misc Income 200 250 250 250 0.0% GRAND TOTAL $ 953,445 $ 1,405,101 $ 1,811,919 $ 2,393,422 32.1% $ 581,503 EXPENDITURE CATEGORIES 16. Capital Outlay 2,792 1,685 485 490 1.0% 5 Debt Service - - - - 0.0% Economic Development - - - 0.0% Insurance 481 489 504 500 -0.8% (4) Repair and Maintenance - - 0.0% Rent and Utilities - - - 0.0% - Service 123,614 395,895 282,280 393,775 39.5% 111,495 Supplies 1,768 28,300 25,500 28,300 11.0% 2,800 GRAND TOTAL $ 128,655 $ 426,369 $ 308,769 $ 423,065 37.0% $ 114,296 136 Program Summary Department 12 Planning and Development RETURN TO T.O.C. Adopted Estimated Adopted FY 16/17 Adopted Actuals Budget Budget Budget vs FY 14/15 FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated EMPLOYEE STAFFING Planning&Development 1.00 1.00 1.00 1.00 0.0% Customer Service Coordinator 0.33 0.33 0.33 - -100.0% (0.33) Customer Service Representative 0.33 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%1 0.10 TOTAL POSITIONS 1.67 1.67 3.17 P 5.35 69.0% 1 0 Development Coordinator AL tic '- ?� Planning & Development Building Inspector G Building Intern MAL PAYROLL&RELATED CATEGORIES Payroll Wages 143,468 156,758 224,247 385,280 71.8% 161,033 Payroll Insurance 27,878 31,567 33,870 47,055 38.9% 13,185 Payroll Taxes TWC/WC 760 974 1 1,273 7,005 1 450.5% 5,733 Payroll Taxes SS/M 10,058 11,988 15,023 29,470 96.2% 14,447 Payroll Retirement 14,778 18,074 19,836 45,210 127.9% 25,374 GRAND TOTAL $ 196,942 $ 219,361 $ 294,250 $ 514,020 74.7% $ 219,770 137 RETURN TO T.O.C. 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 Department Contact Information ® Ron Ruthven Director rruthven@westlake-tx.org 817-490-5739 ®Joel Enders Coordinator jenders@westlake-tx.org 817-490-5738 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 T increase efficiency, effectiveness, and quality ® Update website •Complete implementation of the permitting software-MyGov Program Service 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. 138 RETURN TO T.O.C. Goals and Objectives 12 Planning and Development ®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 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. 139 RETURN TO T.O.C. Goals and Objectives 12 Planning and Development 2016-2017 Strategic 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. ® 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. Performance Measures Bench 2016 2017 Mark MORWA7ctualEstimated Target N P U TS (the resources that contribute to the production &delivery of outputs) Usually a NOUN-we use staff,time, money, materials,equipment,technology,etc. 1. Full Time Equivalents n/a 1.67 1.67 3.17 5.35 2. Department Revenues n/a $1,039,970 $953,455 $1,811,919 $2,393,422 3. Department Expenditures n/a $ 372,532 $128,655 $ 308,769 $ 423,065 4. Department Payroll n/a $ 169,919 $196,942 $ 294,250 $514,0220 OUTPUTS (The final product/service that was produced/delivered from your input-is measurable) Usually a VERB/QTY-we conduct,deliver,develop,train, provide, assess,facilitate,etc. 1. Permits Issued n/a 144 159 193 200 MEASURES OF EFFECTIVENESS (the result or consequence of achieving your output-the ability to do things well,successfully,and without waste) 1. Resident Rating per Survey Enforcing sign regulations 90% n/a 83% n/a 90% Enforcing exterior regulations for property 90% n/a 79% n/a 90% 140 RETURN TO T.O.C. 74-s�ff tis 141 Program Summary Department 13 Town Secretary's Office RETURN TO T.O.C. Adopted Estimated Adopted FY 16/17 Adopted Actuals Budget Budget Budget Vs FY 14/15 FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated REVENUE CATEGORIES 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 Income33,828 0.0% GRAND TOTAL $ 33,828 $ $ $ EXPENDITURE CATEGORIES 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 23,488 31,987 40,352 45,360 12.4% 5,008 Supplies 1,287 3,773 3,773 3,775 0.1% 2 GRAND TOTAL $ 24,775 $ 35,760 $ 44,125 $ 49,135 11.4% $ 5,01 142 Program Summary Department 13 Town Secretary's Office Adopted Estimated Adopted FY 16/17 Adopted RETURN TO T.O.C. Actuals Budget Budget Budget vs FY 14/15 FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated EMPLOYEE STAFFING Town Secretary 1.00 1.00 1.00 1.00 0.0% Assistant - 0.50 0.50 0.50 0.0% TOTAL POSITIONS 1.00 1.50 1.50 1.50 0.0% L W Town Secretary— Assistant PAYROLL&RELATED CATEGORIES Payroll Wages 85,224 97,665 90,893 116,555 28.2% 25,662 Payroll Insurance 8,054 8,180 5,343 11,855 121.9% 6,512 Payroll Taxes TWC/WC 206 454 355 560 57.7% 205 Payroll Taxes SS/M 6,520 7,469 6,673 8,915 33.6% 2,242 Payroll Retirement 8,773 10,182 9,921 14,040 41.5% 4,119 GRAND TOTAL $ 108,776 $ 123,949 $ 113,185 $ 151,925 34.2% $ 38,740 143 RETURN TO T.O.C. 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 Department Contact Information ® Kelly Edwards Town Secretary kedwards@westlake-tx.org 817-490-5710 •Tanya Morris Assistant tmorris@westlake-tx.org 817-490-5741 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 Service 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. 144 RETURN TO T.O.C. Goals and Objectives 13 Town Secretary's Office 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 DID YOU KNOW individual department records management storage within Laserfiche. • Assisting multiple departments with the design Resolution 1 concept and implementation of workflows to The Town Council called the streamline and automate records management first Election which was held within Laserfiche. on April 2, 1957, with one polling location at the •Continue increasing the number of documents Headquarters Building departments scan and import into the Laserfiche Records location on the Management software which provides staff with the ease Circle T Ranch. of locating electronic records and should decrease the time for departments to locate responsive documents for jo� 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 145 RETURN TO T.O.C. Goals and Objectives 13 Town Secretary's Office 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. 2016-2017 Strategic 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. 146 RETURN TO T.O.C. Goals and Objectives 13 Town Secretary's Office 11LBenca 2015 �� 2016 Performance Measures Mar Actual Estimated N PUTS (the resources that contribute to the production &delivery of outputs) Usually a NOUN-we use staff,time, money, materials,equipment,technology,etc. 1. Full Time Equivalents n/a 1 1.5 1.5 2. Department Expenditures n/a $ 24,775 $ 44,125 $ 49,135 3. Department Payroll n/a $108,776 $113,185 $151,925 OUTPUTS (The final product/service that was produced/delivered from your input-is measurable) Usually a VERB/CITY_we conduct.deliver,develo�ain, provide,ams ass,facilitate,etc. 1. Post all Board meeting agendas to 100% 100% 100% 100% website at least 72-hours prior to the meeting date and time. 2. Complete Minutes of regularly 5 days 99% 99% 99% scheduled meetings and workshops 3. Response to open records request 10 days 100% 99% 100% 4. Texas Municipal Clerks State Yes Yes Yes Yes Certification 5. International Certified Municipal Yes Yes Yes Yes Clerk 6. Notary Public Yes Yes Yes Yes 147 Program Summary Department 14 Fire Department RETURN TO T.O.C. Adopted Estimated Adopted FY 16/17 Adopted Actuals Budget Budget Budget vs FY 14/15 FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated REVENUE CATEGORIES General Sales Tax - - - - 0.0% Property Tax - - - - 0.0% Permits and Fees 134,494 139,025 100,525 102,525 2.0% 2,000 Permits and Fees Bldg 22,396 13,650 10,675 28,600 167.9% 17,925 Franchise Fees - - - - 0.0% - Contributions 10,000 10,000 0.0% Beverage Tax - - 0.0% Interest 0.0% Intergovernmental - 0.0% Misc Income 3,810 0.0% GRAND TOTAL $ 170,700 $ 162,675 $ 111,200 $ 131,125 17.9% $ 19,925 EXPENDITURE CATEGORIES Capital Outlay 18,653 15,900 15,900 27,900 75.5% 12,000 Debt Service - - - - 0.0% - Economic Development - - - - 0.0% Insurance 7,166 8,395 8,395 8,395 0.0% Repair and Maintenance 62,552 60,871 56,696 70,595 24.5% 13,899 Rent and Utilities 15,046 13,525 13,525 13,525 0.0% - Service 77,126 75,646 77,628 78,375 1.0% 747 Supplies 59,077 66,642 69,647 69,6400.0% (7) GRAND TOTAL $ 239,621 $ 240,979 $ 241,791 $ 268,430 11.0% $ 26,639 148 Program Summary Department 14 Fire Department RETURN TO T.O.C. Adopted Estimated Adopted FY 16/17 Adopted Actuals Budget Budget Budget vs FY 14/15 FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated EMPLOYEE STAFFING Fire Chief 1.00 1.00 1.00 1.00 0.0% Lieutenants 3.00 3.00 3.00 3.00 0.0% Fire Marshal/Deputy Chief 0.75 0.75 0.75 1.00 33.3% 0.25 Firefighter Paramedics(full-time) 7.00 8.00 8.00 9.00 12.5% 1.00 Firefighter Paramedics(part-time) 1.50 1.50 1.50 1.50 0.0% - TOTAL POSITIONS 13.25 14.25 14.25 15.50 8.8% 1.25 L 4-1 Fire Marshal ••n Fire Chief Lieutenants - vsFirefighter QParamedics 3 PAYROLL&RELATED CATEGORIES Payroll Wages 920,447 1,076,956 994,0141,226,950 23.4% 232,936 Payroll Insurance 109,039 160,886 142,344 184,335 29.5% 41,991 Payroll Taxes TWC/WC 19,841 21,267 22,028 27,235 23.6% 5,207 Payroll Taxes SS/M 67,105 82,360 68,520 93,835 36.9% 25,315 Payroll Retirement 82,504 124,173 95,584 127,890 33.8% 32,306 GRAND TOTAL $ 1,198,935 $ 1,465,643 $ 1,322,490 $ 1,660,245 25.5% $ 337,755 149 RETURN TO T.O.C. 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 Department Contact Information ® Richard Whitten Fire Chief rwhitten@westlake-tx.org 817-490-5785 •John Ard Fire Marshal jard@westlake-tx.org 817-490-5783 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. Program Service Description ®The Fire - EMS Department provides for the public safety needs of the Town via a variety of programs and services. "1 ®The majority of these services are Fire and Emergency Medical Services (EMS) related but also includes - -77 150 RETURN TO T.O.C. Goals and Objectives 14 Fire-EMS Department 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 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. DID YOU KNOW ®Specialized training targets firefighter • Each year more than 2,500 people development that enhances our current services die and 12,600 are injured in home through state certification levels. fires in the United States. ®Ongoing efforts to increase public involvement I • In just two minutes, a fire could kill through education, relationship development, you. and services. I . In five minutes, a house could be ® Daily activities and work details are the most consumed in flames." time-consuming activities due to their nature. Retrieved from http://www.ready.gov 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. 151 RETURN TO T.O.C. Goals and Objectives 14 Fire-EMS Department ®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 2016-2017 Strategies 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. 152 RETURN TO T.O.C. _ Goals and Objectives 14 Fire-EMS Department 11L jd Performance Measures 2016 nMarMActual [Estimated N PUTS (the resources that contribute to the production &delivery of outputs) Usually a NOUN-we use staff,time, money, materials,equipment,technology,etc. 1. Full Time Equivalents n/a 13.25 14.25 15.50 2. Department Revenues n/a $ 170,700 $ 111,200 $ 131,125 3. Department Expenditures n/a $ 239,621 $ 241,791 $ 268,430 4. Department Payroll n/a $1,198,935 $1,322,490 $1,660,245 OUTPUTS (The final product/service that was produced/delivered from your input-is measurable) Usually a VERB/QTY-we conduct, deliver,develop,train, provide, assess,facilitate,etc. 1. Public Education Events 10 15 8 10 2. Medical Incidents n/a 252 260 280 3. Fire/Emergency Incidents n/a 110 225 250 4. Fire Inspections n/a 279 290 300 Fire Runs n/a 211 215 215 Ambulance Runs n/a 253 255 255 Inspections n/a 261 265 265 MEASURES OF EFFECTIVENESS/EFFICIENCY (the result or consequence of achieving your output-the ability to do things well,successfully, and without waste) 1. Resident Rating per Survey Overall quality of EMS 90% 88% n/a 90% Response time of Fire/EMS personnel 90% 89% n/a 90% Overall quality of fire services 90% 85% n/a 90% Emergency preparedness efforts 95% 95% n/a 95% 2. Emergency Incident Response Response time of 6 minutes or less 100% 64.3% 65% 100% Response time of 5 minutes or less 95% 47.1% 52% 95% Response time of 4 minutes or less 90% 31.5% 32% 90% 153 Program Summary Department 15 Municipal Court RETURN TO T.O.C. Adopted Estimated Adopted FY 16/17 Adopted Actuals Budget Budget Budget Vs FY 14/15 FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated REVENUE CATEGORIES General Sales Tax - - - - 0.0% Property Tax - - - - 0.0% Permits and Fees 11,180 8,800 8,800 8,975 2.0% 175 Fines&Forfeitures 734,154 710,000 808,595 805,350 -0.4% (3,245) Franchise Fees - - - - 0.0% Contributions - 0.0% Beverage Tax - - 0.0% Interest 291 1,470 1,470 1,500 2.0% 30 Intergovernmental - - - - 0.0% Misc Income - - - 0.0% GRAND TOTAL $ 745,624 $ 720,270 $ 818,865 $ 815,825 (3,040) EXPENDITURE CATEGORIES Capital Outlay 2,321 2,325 325 325 0.0% Debt Service - - - - 0.0% Economic Development - - - - 0.0% Insurance 488 490 530 530 0.0% Repair and Maintenance 311 2,600 600 600 0.0% Rent and Utilities - 2,737 - - 0.0% - Service 97,718 117,413 97,653 130,405 33.5% 32,752 Supplies 11,800 10,826 11,786 12,350 4.8% 564 GRAND TOTAL $ 112,637 $ 136,391 $ 110,894 $ 144,210 30.0% $ 33,316 154 Program Summary Department 15 Municipal Court RETURN TO T.O.C. Adopted Estimated Adopted FY 16/17 Adopted Actuals Budget Budget Budget vs FY 14/15 FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated EMPLOYEE STAFFING Assistant Town Manager 0.10 0.10 0.10 - -100.0% (0.10) Administrator 1 0 1.00 1.00 1.00 0.0% Deputy Clerk 1.00 1.00 1.00 1.00 0.0% Judge 1.00 1.00 1.00 1.00 0.0% Marshal 1.00 1.00 1.00 1.00 0.0% Part-Time Clerks 0.50 0.50 0.50 0.50 0.0% TOTAL POSITIONS 4.60 4.60 4.60 4.50 -2.2% (0.10) L ++ tw Court •y Administrator a" 3 PartTimeClerks Deputy PAYROLL&RELATED CATEGORIES Payroll Wages 220,978 234,921 263,246 224,880 -14.6% (38,366) Payroll Insurance 49,869 55,064 57,996 60,085 3.6% 2,089 Payroll Taxes TWC/WC 2,215 2,609 3,324 2,185 -34.3% (1,139) Payroll Taxes SS/M 15,635 17,966 17,346 17,200 -0.8% (146) Payroll Retirement 21,376 27,086 25,990 25,075 -3.5% (915) GRAND TOTAL $ 310,072 $ 337,646 $ 367,903 $ 329,425 -10.5% $ (38,478) 155 RETURN TO T.O.C. Goals and Objectives 15 Municipal Court Strategic Theme & Objective(s) *Theme Exemplary Service & Governance Objectives) Maximize Efficiency & Effectiveness Increase Financial Capacity/ Reserves Department Contact Information *Sharon Wilson Administrator swilson@westlake-tx.org 817-490-5746 *Troy Crow Marshal tcrow@westlake-tx.org 817-490-5716 4�Martha Solis Deputy Clerk msolis@westlake-tx.org 817-490-5748 *Christine Ellis Court Clerk cellis@westlake-tx.org 817-490-5747 Vickie Brown Court Clerk vbrown@westlake-tx.org 817-490-5724 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. ��G�FAL��Q� *The Court will conduct hearings and trials in a professional and ,� ''• �.��i� dignified manner in order to provide an impartial setting for 'r '% cases to be adjudicated by the Municipal Court Judge. R = Court staff will continue to work in conjunction with the i r• i 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. ���I►#R����►/►►►� 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 Service 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 Trends Processes consistent workload of approximately 8,000 new case filings annually. 4�The issuance levels in the speeding citations show a projected decrease of 03%for the current fiscal year. 156 RETURN TO T.O.C. Goals and Objectives 15 Municipal Court *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. 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. DID YOU KNOW *Staff has also began the process of integrating workflow for Laserfiche into the remainder of our court processes,which It is illegal to drive a car will help further automate our case flow and docketing without windshield wipers tasks. This will also allow the judge to sign warrants and in Texas? judgments via electronic means-increasing our efficiency efforts. However, you can drive a car *Staff continues to work to ensure the 2015 case files are without a windshield! electronically scanned into the system. Current case files are already scanned and reviewed through the paper-lite system. 2016-2017 Strategic 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. 157 RETURN TO T.O.C. Goals and Objectives 15 Municipal Court B Actual I Esti Targ N P U TS (the resources that contribute to the production &delivery of outputs) Usually a NOUN-we use staff,time, money, materials,equipment,technology,etc. 1. Full Time Equivalents n/a 4.6 4.6 4.5 2. Department Revenues n/a $745,624 $818,865 $815,825 3. Department Expenditures n/a $112,637 $110,894 $144,210 4. Department Payroll n/a $310,072 $367,903 $329,425 OUTPUTS (The final product/service that was produced/delivered from your input-is measurable) Usually a VERB/QTY-we conduct, deliver,develop,train, provide, assess,facilitate,etc. 1. Police Initiated Case Filings n/a 7,162 7,200 7,200 2. Number of Speeding Violations n/a 4,235 3,000 3,000 3. Expired Dismissible Violations n/a 1,487 1,450 1,450 4. Number of Filed Violations n/a 8,115 7,500 7,500 5. Number of Cleared Arrest Warrants n/a 1,722 1,750 1,750 158 RETURN TO T.O.C. 7 s tis 159 Program Summary Department 16 Public Works RETURN TO T.O.C. Adopted Estimated Adopted FY 16/17 Adopted Actuals Budget Budget Budget vs FY 14/15 FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated REVENUE CATEGORIES 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% GRAND TOTAL $ $ $ 6,730 $ 30 EXPENDITURE CATEGORIES Capital Outlay 500 500 100.0% 500 Debt Service - - 0.0% - Economic Development 0.0% Insurance - - - 0.0% Repair and Maintenance 27,875 29,000 75,800 38,295 -49.5% (37,505) Rent and Utilities 187,711 136,700 130,295 137,595 5.6% 7,300 Service 46,098 98,500 104,105 97,000 -6.8% (7,105) Supplies 4,686 4,216 3,956 4,510 14.0% 554 GRAND TOTAL $ 266,371 $ 268,916 $ 314,156 $ 277,900 -11.5% $ (36,256) 160 Program Summary Department 16 Public Works RETURN TO T.O.C. Adopted Estimated Adopted FY 16/17 Adopted Actuals Budget Budget Budget vs FY 14/15 FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated EMPLOYEE STAFFING Director 1.00 1.00 1.00 1.00 0.0% Utility Technician 1.00 1.00 1.00 1.00 0.0% Utility Billing Coordinator - - - 1.00 100.0% 1.00 Customer Service Coordinator 0.33 0.33 0.33 - -100.0% (0.33) Customer Service Representative 0.33 0.33 0.33 - -100.0% (0.33) TOTAL POSITIONS 2.67 2.67 2.67 3.00 12.5% 0.33 lir Coordinator 3 Director Technician PAYROLL&RELATED CATEGORIES Payroll Wages 175,998 203,538 207,125 233,940 12.9% 26,815 Payroll Transfer In (198,748) (217,745) (217,745) (233,440) 7.2% (15,695) Payroll Insurance 24,413 26,392 32,187 30,115 -6.4% (2,072) Payroll Taxes TWC/WC 4,544 5,231 5,428 1,125 -79.3% (4,303) Payroll Taxes SS/M 12,469 15,566 14,785 17,895 21.0% 3,110 Payroll Retirement 18,148 23,468 23,566 28,180 19.6% 4,614 GRAND TOTAL $ 36,824 $ 56,450 $ 65,346 $ 77,815 19.1% $ 12,469 161 RETURN TO T.O.C. Goals and Objectives 16 Public Works Strategic Theme & Objective(s) •Theme Exemplary Service & Governance ®Objective(s) Improve Technology, Facilities, & Equipment Maximize Efficiencies & Effectiveness Department Contact Information ® 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 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. %�, I V ® Maintain accurate inventory of streets and their current WE� condition. ® Manage all Public Works capital projects to be on "- schedule and within budget. E Program Service 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 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. 162 RETURN TO T.O.C. Goals and Objectives 16 Public Works ® 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 DID YOU KNOW staff attention as our community continues to expand within the DFW Metroplex. Westlake and Keller have a shared elevated storage tank 2015-2016 Highlights that is a "tank inside of a tank" design. It is the only one ® Completed cellular based meter reading system known in existence. 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 Strategic Goals and Objectives • Continue to work with Streetscape consultant for enhancement of SH1 14/170 projects. ® Continue to pursue transfer of N-1 sewer line i+ to TRA. may... ® Continue to work with the Entrada, Granada, and Quail Hollow developers to ensure adherence to our approved plans, Town standards, and the developer agreements. 163 RETURN TO T.O.C. Goals and Objectives 16 Public Works Bench 2014 2015 2016 EM 2017 0 Performance Measures Mark Actual Actual i Estimated Target N PUTS (the resources that contribute to the production &delivery of outputs) Usually a NOUN-we use staff,time, money, materials,equipment,technology,etc. 1. Full Time Equivalents n/a 2.67 2.67 2.67 3.00 2. Department Expenditures n/a $284,126 $266,371 $314,156 $277,900 3. Department Payroll n/a $ 35,642 $ 36,824 $ 65,346 $ 77,815 OUTPUTS (The final product/service that was produced/delivered from your input-is measurable) Usually a VERB/QTY-we conduct, deliver,develop,train, provide, assess,facilitate,etc. 1. Drainage ditch and culvert (LF) n/a 250 250 400 200 2. Streets (miles) n/a 10.25 10.25 10.25 10.25 3. Traffic Signals n/a 0 0 0 1 MEASURES OF EFFECTIVENESS/EFFICIENCY (the result or consequence of achieving your output-the ability to do things well,successfully,and without waste) 1. Resident Survey Results Cleanliness of streets and other 90% n/a 86% n/a 90% public areas Condition of major streets 90% n/a 85% n/a 90% Condition of neighborhood streets 90% n/a 81% n/a 90% Traffic Flow and congestion 90% n/a 71 n/a 900 management 2. Class A water operator Yes Yes Yes Yes Yes certification 3. Class 2 waste water operator Yes Yes Yes Yes Yes certification 164 RETURN TO T.O.C. 74-s�ff tis 165 Program Summary Department 17 Facilities Maintenance RETURN TO T.O.C. Adopted Estimated Adopted FY 16/17 Adopted Actuals Budget Budget Budget Vs FY 14/15 FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated REVENUE CATEGORIES 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) GRAND TOTAL $ $ 4,450 $ 1,625 $ 500 EXPENDITURE CATEGORIES 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 18,545 31,000 26,210 34,225 30.6% 8,015 Rent and Utilities 450 500 500 500 0.0% - Service 7,536 22,568 18,803 56,305 199.5% 37,503 Supplies 4,124 16,968 13,178 29,180 121.4% 16,002 GRAND TOTAL $ 30,655 $ 72,778 $ 60,563 $ 295,585 388.1% $ 235,023 166 Program Summary Department 17 Facilities Maintenance RETURN TO T.O.C. Adopted Estimated Adopted FY 16/17 Adopted Actuals Budget Budget Budget vs FY 14/15 FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated EMPLOYEE STAFFING Director 0.500 0.500 0.500 0.50 0.0% Facility Technician(part-time) 0.250 0.250 0.250 0.25 0.0% Assistant(part-time) 0.500 0.500 0.500 0.50 0.0% Customer Service Coordinator 0.167 0.167 0.167 - -100.0% (0.167) Customer Service Representative 0.167 0.167 0.167 - -100.0% (0.167) TOTAL POSITIONS 1.584 1.584 1.584 1.25 -21.1% (0.334) L � Assistant c C Director M Technician PAYROLL&RELATED CATEGORIES Payroll Wages 75,064 90,966 77,745 83,610 7.5% 5,865 Payroll Transfer In (55,416) (60,175) (60,175) (55,245) -8.2% 4,930 Payrolllnsurance 10,867 13,156 10,449 9,130 -12.6% (1,319) Payroll Taxes TWC/WC 1,441 1,820 1,588 1,575 -0.8% (13) Payroll Taxes SS/M 5,310 6,957 5,545 6,395 15.3% 850 Payroll Retirement 7,307 10,488 8,389 9,770 16.5% 1,381 GRAND TOTAL $ 44,573 $ 63,213 $ 43,541 $ 55,235 r 26.97. $ 11,694 167 RETURN TO T.O.C. Goals and Objectives 17 Facilities Maintenance Strategic Theme & Objective(s) *Theme Natural Oasis Objectives) Improve Technology, Facilities, & Equipment Department Contact Information ♦Troy Meyer Director tmeyer@westlake-tx.org 817-490-5735 ♦Kerry Wade Assistant kwade@westlake-tx.org 817-490-5768 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. Program Service 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. AL n► � ■ RETURN TO T.O.C. Goals and Objectives 17 Facilities Maintenance Program 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. A facility master plan was drafted for the 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 825 in FY 2015-16. *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 student 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 power racks 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. 169 RETURN TO T.O.C. Goals and Objectives 17 Facilities Maintenance 2015-2016 Highlights *Planted 30 trees along Ottinger Road and in the cemetery November 2015. A five-acre tract was accepted by the Town council in August 2016. ♦Architect hired 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 trails in Glenwyck and Terra Bella in 2016. *Replace two compressors in the roof top units at the Academy. *Developed an Outdoor Learning Center master plan. DID YOU KNOW 2016-2017 Strategies Goals and Objectives Westlake Academy ♦Facilities Plan will be developed, including an annual Campus has 51 cooling maintenance, periodic maintenance, and facilities use plan. units range from 2 to 20 *The Westlake Academy facility master plan will be tons units and one walk-in reviewed. freezer and refrigerator. *Ensure the Christmas Lighting, Arbor Day and Decoration Day events have a quality setting. Parchman house maintenance ♦Cemetery maintenance *Fire station maintenance *Serve as back-up for the Public Works department ♦Create a safe working and learning environment for teachers, administration staff, students and visitors, by maintaining a quarterly and monthly maintenance agreement for Westlake Academy Campus, Solana Campus and Fire Station campus. 170 RETURN TO T.O.C. Goals and Objectives 17 Facilities Maintenance Performance Measures Bench 2015 2016 2017 Mark Actual Estimated Target N P U TS (the resources that contribute to the production & delivery of outputs) Usually a NOUN-we use staff, time, money, materials, equipment, technology,etc. 1. Full Time Equivalents n/a 1.584 1.584 1.25 2. Department Expenditures n/a $44,573 $43,541 $ 55,235 3. Department Payroll n/a $30,655 $60,563 $295,585 OUTPUTS (The final product/service that was produced/delivered from your input-is measurable) Usually a VERB/QTY-we conduct, deliver, develop,train, provide, assess,facilitate,etc. 1. HVAC maintenance Quarterly 4 4 4 2. Electric Systems Quarterly 4 4 4 3. Security Systems Semi Annual 2 2 2 4. Fire Sprinklers Annual 1 1 1 5. Alarm Systems I Annual 1 1 1 6. Elevator Inspections Annual 1 1 1 7. Windows, Carpet, Tile Semi Annual 2 2 2 8. Cleaning Service Daily 365 365 365 9. Westlake Academy Mow, fertilize,weed control Weekly 52 52 52 Athletic Field mowing Semi annual 2 2 2 171 Program Summary Department 18 Finance Department RETURN TO T.O.C. Adopted Estimated Adopted FY 16/17 Adopted Actuals Budget Budget Budget Vs FY 14/15 FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated REVENUE CATEGORIES 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% GRAND TOTAL $ $ $ $ EXPENDITURE CATEGORIES Capital Outlay 995 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 21,488 38,591 33,026 38,370 16.2% 5,344 Supplies 11,408 6,340 8,445 6,340 -24.9% (2,105) GRAND TOTAL $ 33,891 $ 47,731 $ 41,471 $ 47,510 14.6% $ 6,039 172 Program Summary Department 18 Finance Department RETURN TO T.O.C. Adopted Estimated Adopted FY 16/17 Adopted Actuals Budget Budget Budget vs FY 14/15 FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated EMPLOYEE STAFFING Director 1.00 1.00 1.00 1.00 0.0% Supervisor 1.00 1.00 1.00 1.00 0.0% Accounting Tech II- Municipal 1.00 1.00 1.00 1.00 0.0% Accounting Tech II-Academic 1.00 1.00 1.00 1.00 0.0% Budget Analyst - - 0.25 0.40 60.0% 0.15 TOTAL POSITIONS 4.00 1 4.00 1 4.40 1 1 3.5% 0.15 L bb ♦'d M Municipal M CSupervisor in � Directo - Budget Analyst Academic Q 3 H PAYROLL&RELATED CATEGORIES Payroll Wages 294,031 319,489 332,911 374,955 12.6% 42,044 Payroll Transfer In (172,952) (222,940) (222,940) (244,910) 9.9% (21,970) Payroll Insurance 56,061 63,898 68,549 79,750 16.3% 11,201 Payroll Taxes TWC/WC 1,032 1,224 1,506 1,795 19.2%1 289 Payroll Taxes SS/M 21,467 24,433 24,029 28,675 19.3% 4,646 Payroll Retirement 30,360 36,837 37,880 45,170 19.2% 7,290 GRAND TOTAL $ 229,999 $ 222,940 $ 241,935 $ 285,435 18.0% $ 43,500 173 RETURN TO T.O.C. Goals and Objectives 18 Finance Department Strategic Theme & Objective(s) •Theme Exemplary Service & Governance ®Objective(s) Increase Financial Capacity/ Reserves Increase Revenue Streams Department Contact Information ® Debbie Piper Director dpiper@westlake-tx.org 817-490-5712 •Jaymi Ford Supervisor jford@westlake-tx.org 817-490-5721 ®Melinda Brown Acctg Technician II mbown@westlake-tx.org 817-490-5728 ®Marlene Rutledge Acctg Technician II mrutledge@westlake-tx.org 817-490-5737 Program Broad Goals ® Provide Town Council, management, departments and citizens with accurate and timely financial records and reports in the most efficient manner. GOVERNMENT FINANCE OFFICERS ASSOCIATION ®Maintain the accounting and financial reporting systems in Certificate of conformance with all state and federal laws, Generally Accepted Achievement Accounting Principles (GAAP), standards of the Governmental for Excellence Accounting Standards Board (GASB) and the Government Finance in Financial Officers Association (GFOA). Reporting ® Provide sound and conservative fiscal management in compliance Presented to with all state and federal regulations. Town of Westlake Texas For its Comprehensive Annual ®Adhere to policies established by the Public Funds Investment Act, Financial Report for the Fiscal Year Ended applicable bond covenants, and the Town's adopted investment September 30,2015 policy and ensure proper collateralization of bank deposits. Program Service 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 174 RETURN TO T.O.C. Goals and Objectives 18 Finance Department ® 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 1 1) to help maintain Westlake Academy's financial system and fiscal controls, i.e. general ledger, and payroll. Accounts payable, accounts receivable and cash management have been brought in house with the addition of personnel. ®Cash Collections - The establishment of strong internal controls for cash collections is necessary to prevent mishandling of funds and to safeguard against loss. In addition, strong internal controls are designed to protect employees from inappropriate charges of mishandling funds by defining employee responsibilities in the cash handling process. Cash is considered to include coin, currency, checks, money orders, and credit card transactions. •Audits - In conjunction with maintaining financial records, the Department is responsible for the preparation for and coordination of the annual external financial audits for the Town of Westlake, Westlake Academy and Westlake Academy Foundation. ® Fraud - The Town of Westlake is committed to protecting its revenue, property, information and other assets from any attempt, either by members of the public, contractors, agents, intermediaries or its own employees, to gain by DID YOU KNOW deceit, financial or other benefits. It is Westlake's intent to fully investigate any suspected acts of fraud, misappropriation or other similar irregularity. The Finance Department only has four employees; *Accounts Payable - The Accounts Payable section of the however... Finance Department is responsible for reviewing all invoices for making payments of all legally incurred and property their combined total authorized obligations. Payments will be issued in a manner experience in this field to maintain the credit worthiness of the Town of Westlake is 150 years! and Westlake Academy and to take advantage of all available discounts. 175 RETURN TO T.O.C. Goals and Objectives 18 Finance Department Program Trends ® Finance and accounting are core functions that often expand in direct correlation with an organization that GOVERNMENT FINANCE continues to expand OFFICERS ASSOCIATION Distinguished s, Staff experience has increased with the addition of a Budget Presentation Finance Technician II to handle all financial matters related Award to the Academy and the Westlake Academy Foundation. Presented to Town of Westlake ® Plans for continued future expansion at Westlake Academy Texas combined with residential population increases and For the Fiscal Year Beginning economic development will continue to challenge the October 1,2015 Finance Department's ability to maintain the highest levels of service and quality with existing staffing. 2015-2016 Highlights CONTINUING HIGHLIGHTS ® Prepared, submitted and received the Town's • Distinguished Budclet 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. Received an unqualified audit opinion on the 09/30/2015 Comprehensive Annual Financial Report. • 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. Awards received for 2009 thru 2016 UPDATED HIGHLIGHTS ® Documents are continuing to be scanned and available to be retrieved by not only the finance department but all departments which has 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 11 with all remaining accounting processes now being performed by Finance staff. 176 RETURN TO T.O.C. Goals and Objectives 18 Finance Department NEW HIGHLIGHTS • 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 for the Academy. 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. ® Processed all payroll, benefit transactions, and regulatory filings in a timely manner in partnership with the Human Resources Department. •Completed implementation of a new web-based evaluation system for municipal employees in partnership with the Human Resources Department. 2016-2017 Strategic Goals and Objectives ON-GOING 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 %16 f* Finance Officers Association recognition. ® Receive an unqualified audit opinion on the Comprehensive V. Annual Financial Report. ® Prepare and submit the Town's Popular Annual Financial Reportr} 4ti' (PAFR) for recognition from the Government Finance Officers Association. UPDATED GOALS AND OBJECTIVES ®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 are aware of how to perform tasks related to TxEIS as well as implementing processes and procedures related to accounts payable, receivable, travel, etc. 177 RETURN TO T.O.C. Goals and Objectives 18 Finance Department Ilk2015 1[ 2016 RE Performance Measures Aff Mar Actual Estimated N P UTS (the resources that contribute to the production &delivery of outputs) Usually a NOUN-we use staff,time, money, materials,equipment,technology,etc. 1. Full Time Equivalents n/a 4.00 4.25 4.40 2. Department Expenditures n/a $ 33,891 $ 41,471 $ 47,510 3. Department Payroll n/a $229,999 $241,935 $285,435 OUTPUTS (The final product/service that was produced/delivered from your input-is measurable Usually a VERB/QTY-we conduct, deliver,develop,train, provide, assess,facilitate,etc. 1. Checks Issued-Municipal Weekly 1,745 1,689 1,750 3. Prepare CAFR/Audit (3 entities) Annual Annual Annual Annual 4. Prepare PAFR (1 entity) Annual Annual Annual Annual 5. Prepare Budget (2 entities) Annual Annual Annual Annual MEASURES OF EFFECTIVENESS/EFFICIENCY (the result or consequence of achieving your output (the ability to do things well,successfully, and without waste) 1. CAFR with "clean opinion" Yes Yes Yes Yes 2. GFOA Award-CAFR Yes Yes Yes Yes 3. GFOA Award-PAFR Yes Yes Yes Yes 4. GFOA Award-Budget/score Yes/85% Yes Yes/85% Yes/85% 5. Fund balance for General Fund => 90 days 364 days 398 days 341 days 90 days 7. Standard & Poors Rating AA+/stable AA+/stable AA+/stable AAA/stable 8. Texas Comptroller Transparency Stars Award a.Traditional Finance I Yes n/a Yes Yes b.Contracts & Procurement Yes n/a No No c.Public Pensions Yes n/a No No d.Debt Obligation Yes n/a No Yes e.Economic Development Yes n/a No No 178 RETURN TO T.O.C. 7 s tis 179 Program Summary Department 19 Parks and Recreation RETURN TO T.O.C. Adopted Estimated Adopted FY 16/17 Adopted Actuals Budget Budget Budget vs FY 14/15 FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated REVENUE CATEGORIES 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% GRAND TOTAL $ $ $ $ EXPENDITURE CATEGORIES Capital Outlay 1,500 500 1,000 100.0% 500 Debt Service - - - 0.0% - Economic Development 0.0% Insurance - - 0.0% - Repair and Maintenance 34,132 59,500 54,125 59,500 9.9% 5,375 Rent and Utilities 12,421 9,355 9,635 9,635 0.0% - Service 38,976 52,250 51,625 57,800 12.0% 6,175 Supplies 3,331 8,978 7,645 9,645 26.2% 2,000 GRAND TOTAL $ 88,861 $ 131,583 $ 123,530 $ 137,580 11.4% $ 14,050 180 Program Summary Department 19 Parks and Recreation RETURN TO T.O.C. Adopted Estimated Adopted FY 16/17 Adopted Actuals Budget Budget Budget vs FY 14/15 FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated EMPLOYEE STAFFING Director 0.500 0.500 0.500 0.500 0.0% Customer Service Coordinator 0.167 0.167 0.167 - -100.0% (0.167) Customer Service Representatve 0.167 0.167 0.167 -100.0% (0.167) TOTAL POSITIONS 0.834 0.834 0.834 0.500 -40.0% (0.334) L bn 3 M Director PAYROLL&RELATED CATEGORIES Payroll Wages 70,553 79,367 73,786 60,085 -18.6% (13,701) Payroll Transfer In (53,639) (54,124) (54,124) (44,115) -18.5% 10,009 Payrolllnsurance 10,880 13,156 10,890 9,135 -16.1% (1,755) Payroll TaxesTWC/WC 1,440 503 1,588 1,440 -9.3% (148) Payroll Taxes SS/M 4,967 6,070 5,241 4,960 -5.4% (281) Payroll Retirement 7,263 9,151 8,381 7,518 -10.3% (863) GRAND TOTAL $ 41,463 1 $ 54,124 $ 45,763 $ 39,023 r -14.717. $ (6,740) 181 RETURN TO T.O.C. 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 Department Contact Information •Troy Meyer Director tmeyer@westlake-tx.org 817-490-5735 • Kerry Wade Assistant kwade@westlake-tx.org 817-490-5768 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 Service Description •The Park and Recreation Department maintains a 39.5-acre park and open spaces,which includes Glenwyck Farms, Terra Bella sub- division and the Parchman property. •The trees along roadways and the cemetery are also maintained to ensure the safety of drivers and pedestrians. • 10 miles of 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. 182 RETURN TO T.O.C. Goals and Objectives 19 Parks and Recreation 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. Listed below is just an example of these services: o Community Storehouse continues to lease the Academy buildings for three weeks in July to provide a reading camp for 1 st and 2nd grade students of the surrounding communities. We are in our 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. • 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 A 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 r and received our sixteenth (16th) Tree City USA award. ♦ Completed trails and shade structures from i.�■r Capital Parkway to Dove Rd. on the west side of FM 1938. - e The Town's comprehensive plan was _ x. 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. 183 RETURN TO T.O.C. Goals and Objectives 19 Parks and Recreation 2015-2016 Highlights • 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 Road, in the cemetery and across the street. • Drainage along the trails was improved on the -' west side of the park and in Terra Bella. ♦ Published the town first trail map in August f , 2016. •Took the Mayors' Monarch Pledge to restore monarch butterfly habitus. • Created three Butterfly habitats which are located at the Westlake Academy and two in the park. 2016-2017 Strategic 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. 184 RETURN TO T.O.C. Goals and Objectives 19 Parks and Recreation Performance Measures Ben c 2015 2016 2017 Mar Actual Estimated Target N PUTS (the resources that contribute to the production &delivery of outputs) Usually a NOUN-we use staff,time, money, materials,equipment,technology,etc. 1. Full Time Equivalents n/a .834 .834 .500 2. Department Expenditures n/a $88,861 $123,530 $137,580 3. Department Payroll n/a $41,463 $ 45,630 $ 39,023 OUTPUTS (The final product/service that was produced/delivered from your input-is measurable) Usually a VERB/QTY-we conduct, deliver,develop,train, provide, assess,facilitate,etc. 1. Open Space (acreage) n/a 27 27 27 2. Academy Playgrounds n/a 2 2 2 3. Softball/Soccer Field n/a 1 1 1 4. Football Field n/a 1 1 1 MEASURES OF EFFECTIVENESS/EFFICIENCY (the result or consequence of achieving your output -the ability to do things well, successfully, and without waste) 1. Obtain Tree City Award Yes Yes Yes Yes Resident Survey 2015 • One of the top 3 major town services that residents felt were most important was parks and trails, open spaces and streetscaping ♦The parks and recreation services that residents were most satisfied with were: the maintenance of streetscaping and open space (74%) and the number of publicly-accessible parks/trails (720). • Forty-four percent (44%) would support increasing property taxes by 8 to 10 cents per$100 of assessed valuation to purchase approximately 15-30 acres of land for a park. 185 Program Summary Department 20 Information Technology RETURN TO T.O.C. Adopted Estimated Adopted FY 16/17 Adopted Actuals Budget Budget Budget vs FY 14/15 FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated REVENUE CATEGORIES 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% GRAND TOTAL $ $ $ $ EXPENDITURE CATEGORIES 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 34,213 1 52,200 53,280 106,065 99.1% 52,785 Supplies 9,756 5,850 5,850 5,850 0.0% - GRAND TOTAL $ 43,969 $ 58,050 $ 59,130 $ 111,915 186 Program Summary Department 20 Information Technology RETURN TO T.O.C. Adopted Estimated Adopted FY 16/17 Adopted Actuals Budget Budget Budget vs FY 14/15 FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated EMPLOYEE STAFFING Director 1.00 1.00 1.00 1.00 0.0% TOTAL POSITIONS 1.00 1.00 1.00 1.00 0.07. L 4-0 C M M r— N � Director .N a 3 PAYROLL&RELATED CATEGORIES Payroll Wages 90,636 102,922 100,396 107,280 6.9% 6,884 Payroll Insurance 10,354 10,763 11,230 12,075 7.5% 845 Payroll Taxes TWC/WC 206 364 355 515 45.0% 160 Payroll Taxes SS/M 6,518 7,871 7,424 515 -93.1% Payroll Retirement 9,176 11,867 11,543 12,925 12.0% 1,382 GRAND TOTAL $ 116,889 $ 133,787 $ 130,949 $ 133,310 1.8% $ 2,361 187 RETURN TO T.O.C. Goals and Objectives 20 Information Technology Strategic Theme & Objective(s) Theme Exemplary Service & Governance Exemplary Education Westlake Academy Objective(s) Improve Technology, Facilities, & Equipment Department Contact Information 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 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 Description Information Technology works with the Town Manager to establish IT policy, evaluate and recommend technology solutions for specificOq departmental needs and provide administrative support to network infrastructure, systems, and staff. K, 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. 188 RETURN TO T.O.C. Goals and Objectives 20 Information Technology 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. 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. DID YOU KNOW Added a new member to our team, an IT Technician, to assist with the growing number of devices and user Error: supported. Keyboard not attached. Press F1 to continue. 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 189 RETURN TO T.O.C. Goals and Objectives 20 Information Technology 2016-2017 Highlights 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. 190 RETURN TO T.O.C. Goals and Objectives 20 Information Technology 11L2015 2016 2017 Performance Measures MMar Actual_AJEstimated Target N PUTS (the resources that contribute to the production &delivery of outputs) Usually a NOUN-we use staff,time, money, materials,equipment,technology,etc. INPUTS 1. Full Time Equivalents n/a 1.00 1.00 1.00 2. Department Expenditures n/a $ 43,969 $ 9,130 $111,915 3. Department Payroll n/a $116,889 $130,949 $133,310 MEASURES OF EFFECTIVENESS/ EFFICIENCY (the result or consequence of achieving your output - (the ability to do things well,successfully, and without waste) 1. Network connectivity & 99.5% 99.8% 99.8% 99.8% telephone functionality 2. Response to all service 99% 99.5% 99.5% 99.5% requests with 24 hours 191 Program Summary Department 21 Human Resources RETURN TO T.O.C. i Adopted Estimated Adopted FY 16/17 Adopted Actuals Budget Budget Budget Vs FY 14/15 FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated REVENUE CATEGORIES 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% GRAND TOTAL $ $ $ $ EXPENDITURE CATEGORIES 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 7,464 14,545 17,410 20,580 18.2% 3,170 Supplies 3,910 4,970 3,650 4,270 17.0% 620 GRAND TOTAL $ 11,374 $ 19,515 $ 21,060 $ 24,850 18.0% $ 3,790 192 Program Summary Department 21 Human Resources RETURN TO T.O.C. Adopted Estimated Adopted I FY 16/17 Adopted Actuals Budget Budget Budget vs FY 14/15 FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated EMPLOYEE STAFFING Director 1.00 1.00 1.00 1.00 0.0% Generalist 1.00 1.00 1.00 1.00 0.0% TOTAL POSITIONS 2.00 2.00 2.00 2.00 0.0% L Director Generalist N r H � Q 3 PAYROLL&RELATED CATEGORIES Payroll Wages 154,968 167,146 165,0577 - Payroll 660 5.2% 8,603 PR Transfer In (10,655) (10,804) (10,804) 365) 5.2% (561) Insurance 15,747 16,259 16,710 18,630 11.5% 1,920 Payroll Taxes SS/M 412 631 710 835 17.5% 125 Payroll Taxes TWC/WC 11,596 12,782 12,470 13,280 6.5% 810 Payroll Retirement 15,981 19,272 18,784 20,900 11.3% 2,116 GRAND TOTAL $ 188,050 $ 205,285 $ 202,926 $ 215,940 6.4% $ 13,014 193 RETURN TO T.O.C. Goals and Objectives 21 Human Resources Strategic Vision Points *Service Excellence Department Contact Information *Todd Wood Director twood@westlake-tx.org 817-490-5711 Program Broad Goals Continually monitor the external business environment for trends and issues related to compensation and benefits and make recommendations to maintain competitive and motivated work force. �- *Administer guidance and support for policy compliance to all Departments. Continually research, recommend and implement strategic organizational improvements. *Develop and implement effective policies, procedures, and guidelines in support of the organization's stated mission, vision, values, goals, and objectives. •Ensure compliance with pertinent laws and best practices through continual and proactive monitoring of the organization's work processes and procedures. •Reduce exposure to liability and property losses through identification of potential vulnerabilities, employee training, and implementation of policies and procedures to reflect best practices. *Maintain affordable and competitive insurance policies through a comprehensive bidding process. Recruit and retain the highest quality employees to sustain excellent customer service reflective of a High-Performance Organization (HPO). Program Service 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. 194 RETURN TO T.O.C. Goals and Objectives 21 Human Resources *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. 4�The Department also provides support services to all other Town Departments, including the Westlake Academy Foundation, Westlake Historical Preservation Society, and the Westlake Public Art Committee. Program 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. 2015-2016 Highlights DID YOU KNOW? *Processed all payroll, benefit transactions, and The Town of Westlake HR regulatory filings in a timely manner In partnership Department routinely with the Finance Department. I receives over 50 job Facilitated all tasks and procedures pertaining to Risk applications for each Management, in response to the organization's position that is advertised. required service demands. 4�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. 195 RETURN TO T.O.C. Goals and Objectives 21 Human Resources *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 in partnership with other operating departments. 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 Strategic 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. 4�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. 4�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. Review need for policy amendments, additions, and deletions 4�Development and implementation of a comprehensive compensation plan for the Town of Westlake. Research and development of a performance pay component for Westlake Academy All positions analyzed by actual job duty and review of position descriptions. 4�Full Implementation a web-based performance evaluation system for municipal employees 196 RETURN TO T.O.C. Goals and Objectives 21 Human Resources Performance Measure in s J Bench 2015 ]&� 2017 Mark Actual Estimated Target N PUTS (the resources that contribute to the production &delivery of outputs) Usually a NOUN-we use staff,time, money, materials,equipment,technology,etc. 1. Full Time Equivalents n/a 2.00 2.00 2.00 2. Department Expenditures n/a $ 11,374 $ 21,060 $ 24,850 3. Department Payroll n/a $188,050 $202,926 $215,940 MEASURES OF EFFECTIVENESS/EFFICIENCY (the result or consequence of achieving your output) (the ability to do things well,successfully,and without waste) 1. Time to fill vacant positions 45 45 45 45 197 Program Summary Department 22 Communications & Community Affairs RETURN TO T.O.C. Adopted Estimated Adopted FY 16/17 Adopted Actuals Budget Budget Budget Vs FY 14/15 FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated REVENUE CATEGORIES 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% GRAND TOTAL $ $ $ $ EXPENDITURE CATEGORIES 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 8,109 8,800 8,270 8,100 -2.1% (170) Supplies 7,909 4,500 5,500 7,500 36.4% 2,000 GRAND TOTAL $ 16,018 $ 13,300 $ 13,770 $ 15,600 13.3% $ 1,830 198 Program Summary Department 22 Communications & Community Affairs RETURN TO T.O.C. Adopted Estimated Adopted FY 16/17 Adopted Actuals Budget Budget Budget vs FY 14/15 FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated EMPLOYEE STAFFING Director 1.00 1.00 1.00 1.00 0.0% Specialist 1.00 1.00 1.00 1.00 0.0% TOTAL POSITIONS 2.00 2.00 2.00 2.00 0.0% L Director Specialist a 3 PAYROLL&RELATED CATEGORIES Payroll Wages 126,332 142,537 140,207 162,090 15.6% 21,883 Payroll Transfer In (167,236) (189,872) (188,549) (218,555) 15.9% (30,006) Payroll Insurance 17,849 19,432 21,618 23,765 9.9% 2,147 Payroll Taxes TWC/WC 412 568 710 780 9.8%1 70 Payroll Taxes SS/M 9,490 10,900 10,191 12,395 21.6% 2,204 Payroll Retirement 13,153 16,435 15,822 19,525 23.4% 3,703 GRAND TOTAL $ (0) $ - $ 0 $ (0) -115.4% $ (0) 199 RETURN TO T.O.C. Goals and Objectives 22 Communications & Community Affairs Strategic Theme & Objectives(s) *Theme Exemplary Service & Governance ®Objective(s) Increase Transparency, ` Accessibility, & Communications r Department Contact Information *Ginger Awtry :' :: ' - ; ® Director ®gawtry@westlake-tx.org ' ! i� iY ®817-490-5710 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. Program Service 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. 200 RETURN TO T.O.C. Goals and Objectives 22 Communications & Community Affairs ®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 DID YOU KNOW. . . requested with department responsibilities. This position handles all aspects of the town's social media platforms; and also leads website updates Westlake communications set and maintenance, photography and video work, a new national benchmark for department's records management with Laserfiche, municipalities with a 92% and heavily assists with media relations and overall satisfaction rate versus coordination regarding press releases, events, and the U.S. average of 50%, also with the WHPS board as needed. according to the nation's leading community-based Program Trends marketing research firm that administered its resident ®Over the past two years, Direction Finders Survey 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 4'" year of publication, continues to garner more support each year with steady growth in resident contributors, advertisers, and requests to be a feature family. 201 RETURN TO T.O.C. Goals and Objectives 22 Communications & Community Affairs ®Advertising and events in major local and social publications/websites on state level and in DFW publications regularly occur throughout the year in order to maintain awareness and knowledge about Town of Westlake and Westlake Academy on a local level. This process was also implemented on the international level during the 2014-15 FY, and we continue the work to raise and/or maintain our awareness and knowledge on this additional level each year. 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 T article garnered national attention and was picked up by Thomas- Reuters for national publication in their magazine, Current Municipal Problems. ® 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. 202 RETURN TO T.O.C. Goals and Objectives 22 Communications & Community Affairs ® 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. 2016-2017 Strategic 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. ® 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 s awareness and promotion; and, continue planning and production j L of new municipal video to be used I for economic development and - promotional purposes. * Continue and complete records management with Laserfiche for remaining department items such 4��e 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. 203 RETURN TO T.O.C. Goals and Objectives 22 Communications & Community Affairs ®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. Bench 2015 016 2017 Performance Measures Mark Actual Estimated Target N PUTS (the resources that contribute to the production &delivery of outputs) Usually a NOUN-we use staff,time, money, materials,equipment,technology,etc. 1. Full Time Equivalents n/a 2.0 2.0 2.0 2. Department Expenditures n/a $16,018 $ 13,770 $ 15,600 3. Department Payroll n/a $167,236 $188,549 $218,555 OUTPUTS (The final product/service that was produced/delivered from your input-is measurable) Usually a VERB/QTY-we conduct, deliver,develop,train, provide, assess,facilitate,etc. 1. Neighborhood meetings Quarterly 4 4 4 2. New parent meetings Quarterly 4 4 4 3. Resident email blasts Monthly 12 12 12 4. Simply Westlake Issued Monthly 12 12 12 5. Westlake Wire Year End Yearly 1 1 1 MEASURES OF EFFECTIVENESS/EFFICIENCY (the result or consequence of achieving your output - (the ability to do things well,successfully, and without waste) 1. Resident Rating per Survey Effectiveness of Town 95% 95% n/a 95% Communications 2. 3CMA Savvy Award Yearly N/A July 2016 Yes National award for excellence for external publications- Simply Westlake Magazine 3. Certified Public Communicator n/a July 2015 n/a n/a TAM10-TCU (Director) 204 RETURN TO T.O.C. 74-s�ff tis 205 Program Summary Department 23 Police Services RETURN TO T.O.C. Adopted Estimated Adopted FY 16/17 Adopted Actuals Budget Budget Budget Vs FY 14/15 FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated REVENUE CATEGORIES 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% GRAND TOTAL $ $ $ $ EXPENDITURE CATEGORIES 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 863,720 898,486 888,486 915,105 3.0% 26,619 Supplies - - - - 0.0% - GRAND TOTAL $ 863,720 $ 898,486 $ 888,486 $ 915,105 3.0% $ 26,61 206 Program Summary Department 23 Police Services RETURN TO T.O.C. Adopted Estimated Adopted FY 16/17 Adopted Actuals Budget Budget Budget vs FY 14/15 FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated EMPLOYEE STAFFING Police Services are Contracted - - - - 0.0% thru the City of Keller Police Dept TOTAL POSITIONS 0.0% L M 4 fQ City of Keller H 'N Police Department 3 PAYROLL&REALTED CATEGORIES Payroll Wages 0.0% Payroll Insurance 0.0% Payroll Taxes TWC/WC 0.0% Payroll Taxes SS/M 0.0% Payroll Retirement 0.0% GRAND TOTAL $ $ $ $ 0.0% $ 207 RETURN TO T.O.C. Goals and Objectives 23 Police Services Strategic Theme & Objective(s) •Theme Exemplary Service & Governance •Objective(s) Preserve Desirability & Quality of Life Department Contact Information Keller Police Department Telephone: 817-743-4500 • Dispatch Non-Emergency: 817-743-4522 •Fax Number: 817-743-4591 •Mailing Address: P.O. Box 770, Keller, TX 76244-0770 •Physical Address: 330 Rufe Snow Dr, Keller, TX •Email: police@cityofkeller.com •Administration Hours: 8 a.m. to 5 p.m., Monday-Friday •Police Station: Open 24 hours 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. Program Service 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 es resources via the contract commitments for the City of Keller. w TOWN OF &, WESTLAKE •c Only 2% of police departments in the United States achieve this recognition. The police i 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. 208 RETURN TO T.O.C. Goals and Objectives 23 Police Services 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 - 3 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 J J *The Campus Patrol Program increased police presence at the school on a daily basis. DID YOU KNOW •Continued to utilize social media to improve traffic safety. •Attended several neighborhood meetings with staff. The Keller Police •Provided K-9 drug prevention services to corporate Department's NETCOM campuses. (Regional Dispatch Center) entered process 2016 - 2017 Strategic Goals and Objectives to become CALEA Nationally accredited. •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. 209 RETURN TO T.O.C. Goals and Objectives 23 Police Services •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. .Performance Measure Bench 2012 2013 2014 2015 2016 2017 Mark Actual Actual Actua Estimated Target N PUTS (the resources that contribute to the production&delivery of outputs) Usually a NOUN-we use staff,time,money,materials,equipment,technology,etc 1. Department Expenditures n/a 1 $768,070 $785,204 $825,748 $863,720 $888,486 $915,105 OUTPUTS (The final product/service that was produced/delivered from your input-is measurable) Usually a VERB/QTY-we conduct,deliver,develop,train,provide,assess,facilitate,etc. 1. Keller Police Information Motor Vehicle Stops n/a 12,221 9,993 9,579 10,432 10,500 n/a Traffic Accident Investigations n/a 343 322 341 398 400 n/a Part 1 Reported Crime n/a 39 9 15 20 25 n/a DWI Arrests n/a 50 69 55 62 70 n/a MEASURES OF EFFECTIVENESS/EFFICIENCY (the result or consequence of achieving your output-(the ability to do things well,successfully,and without waste) 1. Commission on Accreditation for Yes n/a n/a n/a Yes Yes Yes Law Enforcement Agencies 2. Commission on Accreditation for Yes n/a n/a n/a Yes Yes Yes Law Enforcement Agencies Gold Standard Assessment 2. Resident Rating per Survey Police response time to 90% n/a n/a n/a 89% n/a 90% emergencies Efforts of Town to prevent crime 90% n/a n/a n/a 83% n/a 85% Satisfaction with local police 90% n/a n/a n/a 81% n/a 85% station Level of Traffic Enforcement 90% n/a n/a n/a 73% n/a 75% Visibility of police in the 90% n/a n/a n/a 70% n/a 75% neighborhood Quality of public safety services 95% n/a n/a n/a 92% n/a 95% 210 RETURN TO T.O.C. '7 A l� L 74- u u It - Ilf r ' � .� allI a C pllil�h� I1 J � Ail�i 1111111111IIo�f1111 11� �1A IIIIA �. III �.. I '1l1111��! A`r"^NY I11A1r 114411 r11rlrr 111 �A1 1r 1 11. Arta rT 211 RETURN TO T.O.C. 7 s tis 212 ENTERPRISE FUNDS COMBINED PROGRAM SUMMARY Fiscal Year 2016/2017 Adopted Estimated Adopted FY 16/17 Adopted RETURN TO T.O.C. Actuals Budget Budget Budget vs FY 14/15 FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated REVENUES&OTHER SOURCES General Sales Tax $ - $ - $ - $ $ - 0% Property Tax - 0% Hotel Tax - - 0% Charge for Services 3,366,990 3,411,772 3,531,465 3,565,755 34,290 1% Beverage Tax - - - - - 0% Franchise Fees 0% Permits&Fees Buildings - - - - - 0% Permits&Fees OF 191,342 197,019 102,264 152,265 50,001 49% Fines&Forfeitures - - - - - 0% Investment Earnings 6,382 6,100 7,690 7,760 70 1% Contributions - - - - - 0% Misc Income 5,412 7,735 16,855 17,030 175 1% Total Revenues 3,570,127 3,622,626 3,658,274 3,742,810 84,536 2% Transfers In - - - - - 0% Other Sources 0% Total Other Sources 0% 7 $ 3,622,626 $ 3,658,274 $ 3,742,810 $ 84,536 27. EXPENDITURES&OTHER USES Payroll Salaries 6,156 - - 0% Payroll Retirement 34,851 - - 0% Payroll Transfer Out 352,198 404,494 404,494 437,145 32,651 8% Total Payroll and Related 393,205 404,494 404,494 437,145 32,651 8% Debt 795,602 266,679 1,381,368 1,155,620 (225,748) -16% Economic Development - - - - 0% Insurance 6,948 7,100 8,250 8,250 0% Repair&Maintenance 174,964 156,215 202,335 161,035 (41,300) -20% Rent&Utilities 90,941 135,313 89,613 185,580 95,967 107% Services 1,614,955 1,628,360 930,780 582,475 (348,305) -37% Supplies 8,519 8,700 9,500 7,150 (2,350) -25% Water Purchases 1,223,393 1,280,600 1,280,600 1,344,600 64,000 5% Total Operations&Maintenance 3,915,323 3,482,967 3,902,446 3,444,710 (457,736) -12% TOTAL OPERATING EXPENDITURES 4,308,528 3,887,461 4,306,941 3,881,855 (425,086) -107. Capital Outlay 44,353 24,780 22,030 24,780 2,750 12% Projects-Maintenance&Replacement Funds - - - 0% Projects-Capital&Expansions Funds - 173,435 96,435 96,435 100% Total Capital 44,353 198,215 22,030 121,215 99,185 450% Transfers Out 773,100 1,202,078 602,078 158,765 (443,313) -74% Other Uses - - - - - 0% Total Other Uses 773,100 1,202,078 602,078 158,765 (443,313) -74% TOTAL NON-OPERATING EXPENDITURES 817,453 1,400,293 624,108 279,980 (344,128) -55% 754 4,9 4,161,835 (76 16% EXCESS REVENUES OVER(UNDER)EXPENDITURES (1,555,853) 1 (1,665,128) (1,272,775) (419,025) 853,750 1 677. FUND BALANCE,BEGINNING 3,381,671 3,381,671 3,381,671 2,108,895 (1,272,776) -38% FUND B CE,ENDING 1,716,5 1,689,870 (419,026) -20% Restricted/Assigned/Committed Funds 1,825,818 1,716,543 2,108,896 1,689,870 (419,026) -20% UNASSIGNED FUND BALANCE,ENDING $ $ $ $ $ 0% RESTRICTED/ASSIGNED/COMMITTED FUNDS Cash $ 1,825,818 $ 1,716,543 $ 2,108,896 $ 1,689,870 $ (419,026) -20% 0% 0% 0% 0% TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS $ 1,825,818 $ 1,716,543 $ 2,108,896 1 $ 1,689,870 $ (419,026) -20% 213 ENTERPRISE FUNDS COMBINING REVENUES, EXPENDITURES AND FUND BALANCE FISCAL YEAR 2016/2017 Cemetery Utility TOTAL RETURN TO T.O.C. Fund Fund REVENUES AND OTHER SOURCES General Sales Tax $ - $ - $ - Property Tax - - - Charge for Services 11,575 3,554,180 3,565,755 Hotel Tax - - - Beverage Tax - - Franchise Fees - Permits and Fees Building - - - Permits and Fees OF - 152,265 152,265 Fines and Forfeitures - - - Investment Earnings 140 7,620 7,760 Contributions - - - Misc Income 350 16,680 17,030 Total Revenues 12,065 3,730,745 3,742,810 Transfers In - - - Other Sources Total Other Sources TOTAL REVENUES AND OTHER SOURCES $ 12,065 $ 3,730,745 $ 3,742,810 EXPENDITURES AND OTHER USES Payroll Transfers In $ - $ - $ - Payroll Transfers Out - 437,145 437,145 Total Payroll&Related 437,145 437,145 Debt - 1,155,620 1,155,620 Economimc Development - - - Insurance - 8,250 8,250 Repair&Maintenance 500 160,535 161,035 Rent&Utilities - 185,580 185,580 Services 4,925 577,550 582,475 Supplies 250 6,900 7,150 Water Purchases - 1,344,600 1,344,600 Total Operations&Maintenance 5,675 3,439,035 3,444,710 Capital Outlay - 24,780 24,780 Projects-Maintenance&Replacement Funds - - - Capital Project Funds - 96,435 96,435 Total Capital - 121,215 121,215 Transfers Out - 158,765 158,765 Other Uses - - - Total Other Uses - 158,765 158,765 TOTAL EXPENDITURES AND OTHER USES 5,6751 4,156,1601 4,161,835 EXCESS REVENUES OVER(UNDER)EXPENDITURES 6,390 1 (425,415) (419,025) BEGINNING FUND BALANCE 161,128 1,947,767 2,108,896 ENDING FUND BALANCE $ 167,518 $ 1,522,352 $ 1,689,871 214 RETURN TO T.O.C. Utility• • The Utility Fund is an enterprise or business fund. This means that the direct beneficiaries of the "business" pay for all costs through fees or rates. Water, sewer service, and garbage service revenues generated through our rates, as well as the expenses for providing these services are accounted for in this fund. Prudent financial management and bond requirements make it necessary to have healthy reserves. 215 Utility Fund Program Summary Fiscal Year 2016/2017 Adopted Estimated Adopted FY 16/17 Adopted RETURN TO T.O.C. Actuals Budget Budget Budget vs FY 14/15 FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated REVENUES&OTHER SOURCES General Sales Tax $ - $ - $ $ $ - 0% Property Tax - - - 0% Charge for Service 3,353,370 3,404,822 3,519,890 3,554,180 34,290 1% Hotel Occupancy Tax - - - 0% Beverage Tax - - 0% Franchise Fees 0% Permits&Fees Building 0% Permits&Fees OF 191,342 197,019 102,264 152,265 50,001 49% Fines&Forfeitures - - - - - 0% Investment Earnings 6,296 6,000 7,550 7,620 70 1% Contributions - - - - - 0% Misc Income 5,062 7,385 16,505 16,680 175 1% Total Revenues 3,556,071 3,615,226 3,646,209 3,730,745 84,536 2% Transfers In - - - - 0% Other Sources 0% Total Other Sources 100% TOTAL REVENUES&OTHER SOURCES $ 3,556,071 $ 3,615,226 $ 3,646,209 $ 3,730,745 $ 84,536 2% EXPENDITURES&OTHER USES Payroll Salaries $ 6,156 $ - $ - $ - $ - 0% Payroll Retirement 34,851 - 0% Payroll Transfers Out 352,198 404,494 404,494 437,145 32,651 8% Total Payroll and Related 393,205 404,494 404,494 437,145 32,651 8% Debt 795,602 266,679 1,381,368 1,155,620 (225,748) -16% Insurance 6,948 7,100 8,250 8,250 0% Repair&Maintenance 174,609 149,000 201,835 160,535 (41,300) -20% Rent&Utilities 90,941 135,313 89,613 185,580 95,967 107% Services 1,608,121 1,622,135 925,855 577,550 (348,305) -38% Supplies 8,062 8,200 9,250 6,900 (2,350) -25% Water Purchases 1,223,393 1,280,600 1,280,600 1,344,600 64,000 5% Total Operations&Maintenance 3,907,676 3,469,027 3,896,771 3,439,035 (457,736) -12% TOTAL OPERATING EXPENDITURES 4,300,881 3,873,521 4,301,266 3,876,180 (425,086) -10% Capital Outlay 44,353 24,780 22,030 24,780 2,750 12% Capital Projects - 173,435 96,435 96,435 100% Projects M&R - - 0% Total Capital 44,353 198,215 22,030 121,215 99,185 4507. Transfers Out-Operating 773,100 1,202,078 602,078 158,765 (443,313) -74% Transfers Out-Non Operating - - - - - 0% Total Other Uses 773,100 1,202,078 602,078 158,765 (443,313) -74% TOTAL NON-OPERATING EXPENDITURES 817,453 1,400,293 624,108 279,980 (344,128) -5576 TOTAL EXPENDITURES&OTHER USES 5,118,334 5,273,814 4,925,374 4,156,160 (769,214) -16% EXCESS REVENUES OVER(UNDER)EXPENDITURES (1,562,263) (1,658,588) (1,279,165) (425,415) 1 853,750 1 67% FUND BALANCE,BEGINNING 5,314,071 3,226,933 3,226,933 1,947,767 (1,279,165) -40% FUND BALANCE,ENDING 3,751,808 1,568,345 1,947,767 1,522,352 (425,415) -22% Restricted/Assigned/Committed Funds 3,751,808 1,568,345 1,947,767 1,522,352 (425,415) -22% UNASSIGNED FUND BALANCE,ENDING $ - $ - - - - 0% 14,023 RESTRICTED/ASSIGNED/COMMITED FUNDS Cash 500 10110 00 000 $ 3,751,808 $ 1,568,345 $ 1,947,767 $ 1,522,352 $ (425,415) -22% TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS $ 3,751,808 $ 1,568,345 $ 1,947,767 $ 1,522,352 $ (425,415) -22% 216 RETURN TO T.O.C. Section 4 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. 217 RETURN TO T.O.C. Section 4 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 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 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 long term liability of the joint Westlake/Keller water tower. This tower was constructed to provide necessary water storage and pressures within Westlake. 218 RETURN TO T.O.C. Section 4 Enterprise Funds Utility Fund Overview Bench 2015 [ Targe 20117 Performance Measures 100 Mark Actual Estimate Target I N P UTS (the resources that contribute to the production&delivery of outputs) Usually a NOUN—we use staff,time,money,materials,equipment,technology,etc. 1. Department Revenues n/a $3,556,071 $3,646,209 $3,730,745 2. Department Expenditures n/a $5,118,334 $4,925,374 $4,156,160 MEASURES OF EFFECTIVENESS/EFFICIENCY (the result or consequence of achievingyouroutput-theability to do things well,successfully,and without waste) 1. Resident Rating per Survey Residential trash collection services 90% 86% n/a 90% Curbside recycling services 90% 85% n/a 90% Quality of water billing services 90% 85% n/a 90% Bulky items removal services 90% 80% n/a 90% Hazardous waste removal services 90% 65% n/a 90% Storm water run-off management 90% 65% n/a 90% 2. Operating Indicators Number of Water Accounts n/a 651 713 725 Average daily consumption(in MG) n/a 1.045 1.021 1.021 Water purchased(in gallons) n/a 381,482 372,838 372,838 Water billed/sold(in gallons) n/a 347,148 360,000 360,000 Number of sewer connections n/a 350 384 384 Telecommunications Duct Bank(LF) n/a 66,084 66,100 66,100 Water Mains(LF) n/a 148,117 148,120 148,120 Fire Hydrants n/a I 214 215 215 Sanitary Sewers n/a 104,373 104,375 104,375 3. Operating Days n/a 268 144 134 219 RETURN TO T.O.C. 74-s�ff tis 220 RETURN TO T.O.C. Cemetery Fund The cemetery was donated and conveyed by deed to the Town during FY2008-09. This fund includes all operations associated with the 5.5 acre cemetery located on J.T. Ottinger Road. This includes interment, lot sales, record keeping, and all maintenance associated with the grounds, fences, trees and flower beds. 221 Cemetery Fund Program Summary Fiscal Year 2016/2017 Adopted Estimated Adopted FY 16/17 Adopted RETURN TO T.O.C. Actuals Budget Budget Budget vs FY 14/15 FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated REVENUES&OTHER SOURCES General Sales Tax $ - $ - $ $ $ - 0% Property Tax - - 0% Charge for Service 13,620 6,950 11,575 11,575 0% Hotel Occupancy Tax - - 0% Beverage Tax - - 0% Franchise Fees 0% Permits&Fees 0% Permits&Fees Building 0% Fines&Forfeitures 0% Investment Earnings 87 100 140 140 0% Contributions - - - - 0% Misc Income 350 350 350 350 0% Total Revenues 14,057 7,400 12,065 12,065 07o Transfers In - - - - 0% Other Sources 0% Total Other Sources 100% TOTAL REVENUES&OTHER SOURCES $ 14,057 $ 7,400 $ 12,065 $ 12,065 $ 0% EXPENDITURES&OTHER USES Payroll Salaries $ $ - $ $ - $ 0% Payroll Transfers 0% Total Payroll and Related 07o Debt 0% Economic Development 0% Insurance - 0% Repair&Maintenance 355 7,215 500 500 0% Rent&Utilities - - - 0% Services 6,835 6,225 4,925 4,925 0% Supplies 457 500 250 250 0% Water Purchases - - - - 0% Total Operations&Maintenance 7,647 13,940 5,675 5,675 07o TOTAL OPERATING EXPENDITURES 7,647 13,940 5,675 5,675 07. Capital Outlay - - 0% Capital Projects 0% Projects M&R 0% Total Capital 07o Transfers Out-Operating 0% Transfers Out-Non Operating 0% Total Other Uses - 0% TOTAL NON-OPERATING EXPENDITURES 07o TOTAL EXPENDITURES&OTHER USES 7,647 1 13,940 5,675 5,675 0% EXCESS REVENUES OVER(UNDER)EXPENDITURES 6,4101 (6,540)1 6,390 6590 07o FUND BALANCE,BEGINNING 148,329 154,738 154,738 161,128 6,390 4% FUND BALANCE,ENDING 154,738 148,198 161,128 167,518 6,390 4% Restricted/Assigned/Committed Funds 154,738 148,198 161,128 167,518 6,390 4% UNASSIGNED FUND BALANCE,ENDING $ - $ - - - - 0% RESTRICTED/ASSIGNED/COMMITED FUNDS Cash/Inventory 255 10110 00 000 $ 154,738 $ 148,198 $ 161,128 $ 167,518 $ 6,390 4% TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS $ 154,738 $ 148,198 $ 161,128 $ 167,518 $ 6,390 4% 222 RETURN TO T.O.C. Section 4 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$12,065. 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 223 RETURN TO T.O.C. 74-s�ff tis 224 RETURN TO T.O.C. -.- -I II II - Ilf � - - W p l i Ili.,• I1HfAN1f1111l111l111� 1f1111 1111 1111A1 . 1 I ' I .+ �' lil � �.. I '1fA111��! 1`r"^NY IIIAII Ar� �AI r111Ar�1 E111 1p .I01 Ir 1 91- limp AL rT Gi, irf `t . ~� '' 10 ar• �F 225 RETURN TO T.O.C. 74-s�ff tis 226 INTERNAL SERVICE FUNDS Combined Program Summary Fiscal Year 2016/2017 Adopted Estimated Adopted FY 16/17 Adopted RETURN TO T.O.C. Actuals Budget Budget Budget vs FY 14/15 FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated REVENUES&OTHER SOURCES General Sales Tax $ - $ - $ - $ $ - 0% Property Tax 0% Hotel Tax 0% Charge for Services 0% Beverage Tax 0% Franchise Fees 0% Permits&Fees 8,000 6,000 6,000 6,000 0% Permits&Fees Buildings - - - - 0% Fines&Forfeitures - - - 0% Investment Earnings 2,554 2,050 4,470 4,470 0% Contributions - - - - 0% Misc Income - - 15,970 - (15,970) -100% Total Revenues 10,554 8,050 26,440 10,470 (15,970) -607. Transfers In 775,000 768,333 768,333 458,335 (309,998) -40% Other Sources 162,059 - 14,995 (14,995) -100% Total Other Sources 937,059 768,333 783,328 458,335 (324,993) 0% 468,805 (340,963) -42% EXPENDITURES&OTHER USES Payroll Transfer In - 0% Payroll Transfer Out 0% Total Payroll and Related 0% Debt 11,570 0% Economic Development - 0% Insurance 0% Repair&Maintenance 0% Rent&Utilities 0% Services 0% Supplies 0% Water Purchases - 0% Total Operations&Maintenance 11,570 0% TOTAL OPERATING EXPENDITURES 11,570 0% Capital Outlay - 0% Projects-Maintenance&Replacement Funds 1,416,936 418,080 373,660 783,700 410,040 110% Projects-Capital&Expansions Funds - - - - - 0% Total Capital 1,416,936 418,080 373,660 783,700 410,040 110% Transfers Out - - 0% Other Uses - - 0% Total Other Uses 0% TOTAL NON-OPERATING EXPENDITURES 11416,936 418,080 373,660 783,700 410,040 110% TOTAL EXPENDITURES&OTHER USE 1, 373,660 783,700 410,040 EXCESS REVENUES OVER(UNDER)EXPENDITURES F (480,893) 1 358,303 1 436,108 1 (751,003) 172% FUND BALANCE,BEGINNING 1,160,553 679,660 679,660 1,115,768 436,108 64% UND BALANCE,ENDING 679,660 1,037,963 1,115,768 800,8 (314,895) -28% Restricted/Assigned/Committed Funds 679,660 1,037,963 1,115,768 800,873 (314,895) -28% UNASSIGNED FUND BALANCE,ENDING $ - $ - $ - $ - $ - 0% RESTRICTED/ASSIGNED/COMMITTED FUNDS Cash $ 679,660 $ 1,037,963 $ 1,115,768 $ 800,873 $ (314,895) -28% 0% 0% 0% 0% TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS $ 679,660 $ 1,037,963 $ 1,115,768 1 $ 800,873 $ (314,895) -28% 227 INTERNAL SERVICE FUNDS COMBINING REVENUES, EXPENDITURES AND FUND BALANCE FISCAL YEAR 2016/2017 Utility General Vehicle TOTAL RETURN TO T.O.C. M&R Fund I M&R Fund M&R Fund REVENUES AND OTHER SOURCES General Sales Tax $ $ $ $ Property Tax Charge for Services Hotel Tax Beverage Tax Franchise Fees Permits and Fees 6,000 6,000 Permits and Fees Building - - Fines and Forfeitures - Investment Earnings 2,370 1,550 550 4,470 Contributions - - - - Misc Income - - - - Total Revenues 2,370 7,550 550 10,470 Transfers In 100,000 350,000 8,335 458,335 Other Sources - - - - Total Other Sources 100,000 350,000 8,335 458,335 TOTAL REVENUES AND OTHER SOURCES $ 102,370 $ 357,550 $ 8,885 $ 468,805 EXPENDITURES AND OTHER USES Payroll Transfers In $ - $ - $ - $ - Payroll Transfers Out Total Payroll&Related Debt - Economimc Development - Insurance - Repair&Maintenance - Rent&Utilities - Services - Supplies - Water Purchases - Total Operations&Maintenance Capital Outlay - - - - Projects-Maintenance&Replacement Funds 232,500 496,200 55,000 783,700 Capital Project Funds - - - - Total Capital 232,500 496,200 55,000 783,700 Transfers Out - - - - Other Uses Total Other Uses TOTAL EXPENDITURES AND OTHER USES 232,500 496,200 55,0001 783,700 EXCESS REVENUES OVER(UNDER)EXPENDITURES 1 (130,130) (138,650) (46,115) (314,895) BEGINNING FUND BALANCE 722,930 215,224 177,615 1,115,768 ENDING FUND BALANCE $ 592,800 $ 76,574 $ 131,500 $ 800,873 228 RETURN TO T.O.C. Utility Maintenance• & Replacement Fund • The Utility Maintenance & Replacement Fund was created to provide a mechanism for repair and replacement of capital assets such as pump stations, lift stations, elevated and ground storage facilities, etc. 229 Utility Maintenance & Replacement Fund Program Summary Fiscal Year 2016/2017 Adopted Estimated Adopted FY 16/17 Adopted RETURN TO T.O.C. Actuals Budget Budget Budget vs FY 14/15 FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated REVENUES&OTHER SOURCES General Sales Tax $ - $ - $ $ $ - 0% Property Tax 0% Charge for Service 0% Hotel Occupancy Tax 0% Beverage Tax 0% Franchise Fees 0% Permits&Fees 0% Permits&Fees Building 0% Fines&Forfeitures 0% Investment Earnings 700 300 2,370 2,370 0% Contributions - - 0% Misc Income - - - - 0% Total Revenues 700 300 2,370 2,370 07o Transfers In 450,000 300,000 300,000 100,000 (200,000) -67% Other Sources - - 0% Total Other Sources 450,000 300,000 300,000 100,000 (200,000) 1007o TOTAL REVENUES&OTHER SOURCES $ 450,700 $ 300,300 $ 302,370 $ 102,370 $ (200,000) EXPENDITURES&OTHER USES Payroll Salaries $ - $ - $ - $ - $ 0% Payroll Transfers 0% Total Payroll and Related 07. Debt 0% Economic Development 0% Insurance 0% Repair&Maintenance 0% Rent&Utilities 0% Services 0% Supplies 0% Water Purchases 0% Total Operations&Maintenance 07o TOTAL OPERATING EXPENDITURES 07o Capital Outlay 0% Capital Projects 0% Projects M&R 30,140 45,000 232,500 232,500 100% Total Capital 30,140 45,000 232,500 232,500 1007. Transfers Out-Operating - - - - 0% Transfers Out-Non Operating 0% Total Other Uses 0% TOTAL NON-OPERATING EXPENDITURES 30,140 45,000 232,500 232,500 100% TOTAL EXPENDITURES&OTHER USES 30,140 45,000 232,500 232,500 100% EXCESS REVENUES OVER(UNDER)EXPENDITURES 420,560 255,300 1 302,370 (130,130) 1 (432,500) 143% FUND BALANCE,BEGINNING 420,560 420,560 722,930 302,370 72% FUND BALANCE,ENDING 420,560 675,860 722,930 592,800 (130,130) -18% Restricted/Assigned/Committed Funds 420,560 675,860 722,930 592,800 (130,130) -18% UNASSIGNED FUND BALANCE,ENDING $ - $ - - - - 0% RESTRICTED/ASSIGNED/COMMITED FUNDS Cash 510 10110 00 000 $ 420,560 $ 675,860 $ 722,930 $ 592,800 $ (130,130) -18% TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS $ 420,560 $ 675,860 $ 722,930 $ 592,800 $ (130,130) -187o 230 RETURN TO T.O.C. Section 5 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. 231 Utility Maintenance and Replacement Fund 5 Year Projection RETURN TO T.O.C. Estimated Adapted 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 OF 510-52550-88-00 300,000 100,000 100,000 100,000 100,000 100,000 TOTAL REVENUES AND OTHER SOURCES is of $ 100,125 $ 100,125 $ 100,121 $ 100,125 UTILITY MAINTENANCE/REPLACEMENT PROJECTS Pump Station Equipment 510-44123-16-00-000005 $ $ :7�500 $ $ - $ $ Sewer Easement Cleaning Machine 510-44114-16-00-000014 45,000 5000 Repaint Ground Storage Tank 510-44119-16-00-000015 100,000 - NET REVENUES OVER(UNDER)EXPENDITURES $ 100,125 $ 100,125 $ 100,125 $ 100,125 232 RETURN TO T.O.C. General Maintenance & Replacement Fund The General Maintenance & Replacement Fund 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. 233 General Maintenance & Replacement Fund Program Summary Fiscal Year 2016/2017 Adopted Estimated Adopted FY 16/17 Adopted DLA Actuals Budget Budget Budget vs RETURN TO T.O.C. FY 14/15 FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated REVENUES&OTHER SOURCES General Sales Tax $ - $ - $ $ $ - 0% Property Tax 0% Charge for Service 0% Hotel Occupancy Tax 0% Beverage Tax 0% Franchise Fees 0% Permits&Fees 8,000 6,000 6,000 6,000 0% Permits&Fees Building - - - 0% Fines&Forfeitures - - - 0% Investment Earnings 1,823 1,750 1,550 1,550 0% Contributions - - - - 0% Misc Income - - 7,270 - (7,270) -100% Total Revenues 9,823 7,750 14,820 7,550 (7,270) -49% Transfers In 275,000 350,000 350,000 350,000 - 0% Other Sources 162,059 - 14,995 - (14,995) -100% Total Other Sources 437,059 350,000 364,995 350,000 (14,995) 100% TOTAL REVENUES&OTHER SOURCES $ 446,881 $ 357,750 $ 379,815 $ 357,550 $ (22,265) -67. EXPENDITURES&OTHER USES Payroll Salaries $ - $ - $ - $ - $ 0% Payroll Transfers 0% Total Payroll and Related - 07. Debt 11,570 - - - - 0% Economic Development 0% Insurance 0% Repair&Maintenance 0% Rent&Utilities 0% Services 0% Supplies 0% Water Purchases 0% Total Operations&Maintenance 11,570 07o TOTAL OPERATING EXPENDITURES 11,570 0% Capital Outlay - 0% Capital Projects - 0% Projects M&R 1,386,796 373,080 373,660 496,200 122,540 100% Total Capital 1,386,796 373,080 373,660 496,200 122,540 100% Transfers Out-Operating - - - 0% Transfers Out-Non Operating 0% Total Other Uses 0% TOTAL NON-OPERATING EXPENDITURES 1,386,796 373,080 373,660 496,200 122,540 10017. TOTAL EXPENDITURES&OTHER USES 1,398,366 373,080 373,660 496,200 122,540 100% EXCESS REVENUES OVER(UNDER)EXPENDITURES (951,484) 1 (15,330) 6,155 (138,650) 1 (144,805)1 23537. FUND BALANCE,BEGINNING 1,160,553 209,069 209,069 215,224 6,155 3% FUND BALANCE,ENDING 209,069 193,739 215,224 76,574 (138,650) -64% Restricted/Assigned/Committed Funds 209,069 193,739 215,224 76,574 (138,650) -64% UNASSIGNED FUND BALANCE,ENDING $ - $ - - - - 0% RESTRICTED/ASSIGNED/COMMITED FUNDS Cash 600 10110 00 000 $ 209,069 $ 193,739 $ 215,224 $ 76,574 $ (138,650) -64% TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS $ 209,069 $ 193,739 $ 215,224 $ 76,574 $ (138,650) -647o 234 RETURN TO T.O.C. Section 5 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 • avoid future bond programs, • encourage a conservative pattern of spending, • minimize reliance on revenue streams that are vulnerable to fluctuations in the economy, such as the sales tax, • 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. 235 General - Maintenance and Replacement Fund 5 Year Projection RETURN TO T.O.C. Estimated Adopted 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 600-34008-14-000 $ 6,000 $ 6,000 $ 2,000 $ 2,000 $ 2,000 $ 2,000 Other Resources 600-75000-14-001-000044-03 14,995 - - - - - Interest Income 600-36110-00-000 1,550 1,550 1,750 1,750 1,750 1,750 Transfer in from GF 600-52510-88-000 350,000 350,000 550,000 350,000 225,000 350,000 TOTAL REVENUES AND OTHER SOURCES 553,750 i 228,750 353,750 GENERAL MAINTENANCE/REPLACEMENT PROJECTS Fire Dept Building Replacement 600-00000-14-000-000044 $ 17,500 $ - $ - $ - $ - $ - Dept 14-Total Fire/EMS 17,500 - - - - - Illuminated Street Name Signs 600-44304-16-000-000035 5,800 - 70,000 - - - Wyck Hill Pavement Resurface 600-44303-16-000-000041 - - 54,450 - - - Solana Pavement Repair 600-45909-16-000-000046 2,000 58,000 - 60,000 - - FM 1938 Pavement Repairs 600-44303-16-000-000047 - - 80,000 - - - SH 114 Repainting 600-44303-16-000-000048 - - 100,000 - - - Dept 16-Total Public Works 7,800 58,000 304,450 60,000 - - WA-Irrigation System 600-43340-17-000-000007 3,750 15,000 10,000 5,000 15,000 5,000 WA-15 Ton Split HVAC System 600-43347-17-000-000024 11,250 11,250 - 15,000 10,000 25,000 WA-2 Ton Roof Top Units 600-43347-17-000-000025 5,500 13,200 10,000 5,000 15,000 10,000 WA-AC ton/7.5ton server room 600-43347-17-000-000026 - 5,000 - 5,000 - 20,000 WA-HVAC System Replacement 600-43347-17-000-000032 3,750 10,000 - 10,000 - 5,000 WA-Update Security System 600-43354-17-000-000018 3,935 25,000 5,000 25,000 5,000 81000 WA-Update Security Cameras 600-43354-17-000-000019 3,935 15,000 10,000 - 2,000 12,000 WA-Heater Boilers 600-44219-17-000-000029 - - 5,000 5,000 - 25,000 WA-Painting/Cloth Wall R&M 600-44220-17-000-000012 5,625 11,250 10,000 81000 10,000 81000 WA-Ext Environmental Improvements Irrig 600-44306-17-000-000009 7,500 7,500 - 10,000 - 12,000 WA-Parking Lot 600-44306-17-000-000015 - 5,000 - 25,000 - - WA-Plumbing Repair/Replacement 600-45904-17-000-000036 2,250 4,500 51000 91000 15,000 5,000 WA-Carpet/VCT Flooring 600-45908-17-000-000008 11,350 30,000 15,000 15,000 15,000 15,000 WA-EnvrnmtBldg UG light/water 600-45908-17-000-000010 4,000 30,000 51000 10,000 - 5,000 WA-Refurbish Classrooms 600-45908-17-000-000017 30,680 15,000 25,000 30,000 35,000 25,000 Interior Building R&M 600-45908-17-000-000023 12,750 15,000 8,000 15,000 10,000 15,000 WA-Exterior Paint&Wood R&M 600-45909-17-000-000011 - 11,000 81000 4,000 4,000 81000 WA-Roof Repairs 600-45909-17-000-000013 7,500 50,000 51000 91000 15,000 5,000 Facilities Maintenance Vehicle/Equipment 600-47410-17-000-000039 - - - - 15,000 - Town Furniture/Interior Bldg 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 600-45911-19-000-000043 10,000 10,000 - 10,000 - - Trail Repairs 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 600-43405-20-000-000020 25,000 25,000 - - - - Network Printers/PeriphealDev 600-43405-20-000-000021 - 7,500 5,000 5,000 5,000 5,000 Network Equipment 600-43405-20-000-000027 3,300 75,000 70,000 20,000 20,000 20,000 Phone System/PeriphealDevices 600-45305-20-000-000028 300 5,000 10,000 10,000 10,000 10,000 Server Replacements 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 ® m =1111 = 236 RETURN TO T.O.C. Fund � Vehicle Maintenance & 60 Replacement Fund The Vehicle Maintenance & Replacement Fund was created to provide a mechanism for the long term repair and replacement of Town vehicles. 237 Vehicle Maintenance & Replacement Fund Program Summary Fiscal Year 2016/2017 Adopted Estimated Adopted FY 16/17 Adopted RETURN TO T.O.C. Actuals Budget Budget Budget vs FY 14/15 FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated REVENUES&OTHER SOURCES General Sales Tax $ - $ - $ $ $ - 0% Property Tax 0% Charge for Service 0% Hotel Occupancy Tax 0% Beverage Tax 0% Franchise Fees 0% Permits&Fees 0% Permits&Fees Building 0% Fines&Forfeitures 0% Investment Earnings 31 550 550 0% Contributions - 0% Misc Income - 8,700 - (8,700) -100% Total Revenues 31 9,250 550 (8,700) -94% Transfers In 50,000 118,333 118,333 8,335 (109,998) -93% Other Sources - - 0% Total Other Sources 50,000 118,333 118,333 8,335 (109,998) 100% TOTAL REVENUES&OTHER SOURCES $ 50,031 $ 118,333 $ 127,583 $ 8,885 $ (118,698) -937. EXPENDITURES&OTHER USES Payroll Salaries $ - $ - $ - $ - $ 0% Payroll Transfers 0% Total Payroll and Related 07. Debt 0% Economic Development 0% Insurance 0% Repair&Maintenance 0% Rent&Utilities 0% Services 0% Supplies 0% Water Purchases 0% Total Operations&Maintenance 07o TOTAL OPERATING EXPENDITURES 0% Capital Outlay 0% Capital Projects 0% Projects M&R 55,000 55,000 100% Total Capital 55,000 55,000 100% Transfers Out-Operating - - 0% Transfers Out-Non Operating 0% Total Other Uses 0% TOTAL NON-OPERATING EXPENDITURES 55,000 55,000 100% TOTAL EXPENDITURES&OTHER USES Jul55,000 55,000 100% EXCESS REVENUES OVER(UNDER)EXPENDITURES 50,031 118,333 1 127,583 (46,115) 1 (173,698) 1367. FUND BALANCE,BEGINNING - 50,031 50,031 177,615 127,583 255% FUND BALANCE,ENDING 50,031 168,365 177,615 131,500 (46,115) -26% Restricted/Assigned/Committed Funds 50,031 168,365 177,615 131,500 (46,115) -26% UNASSIGNED FUND BALANCE,ENDING $ - $ - - - - 0% RESTRICTED/ASSIGNED/COMMITED FUNDS Cash 605 10110 00 000 $ 50,031 $ 168,365 $ 177,615 $ 131,500 $ (46,115) -26% TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS $ 50,031 $ 168,365 $ 177,615 $ 131,500 $ (46,115) -26% 238 RETURN TO T.O.C. Section 5 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 • Represents a 93%decrease of$118,698 from the prior year estimated of$127,583 Expenditures/Projects • Expenditures are budgeted to be$55,000 • 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. 239 Vehicle - Maintenance and Replacement Fund 5 Year Projection RETURN To T.O.C. Estimated Estimated Proposed 1 2 3AFY Proj# Description Cost Account Number FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20 GENERALFUNEJ Transfer in from General Fund 88 605-52510-88-00 $ 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 TOTAL REVENUES/TRANSFER IN 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 TOTAL EXPENDITURES - 55,000 50,000 110,000 50,000 1,400,000 NET REVENUES OVER(UNDER)EXPENDITURES (49,800) (84,800) (14,800) (1,374,800) 6- 01P FUND BALANCE-General Fund Projects $ 110,550 $ 166,447 $ 116,647 $ 31,847 $ 17,047 UTILITY FUND Transfer in from Utility Fund 88 605-52550-88-00 $ 8,333 $ 8,335 $ 8,335 $ 8,335 $ 8,335 $ 8,335 Sales of Surplus 16 605-34144-16-00 8,700 - - - - - TOTAL REVENUES/TRANSFER IN 17,033 8,335 8,335 8,335 8,335 8,335 Public Works Vehicle $ 50,000 16 605-47410-16-00 - - - - - 50,000 TOTAL EXPENDITURES - - - - - 50,000 NET REVENUES OVER(UNDER)EXPENDITURES i FUND BALANCE-Utility Fund Projects $ 17,033 $ 42,351 $ 50,686 7$ 759,0721 $ 67,356 $ 25,691 FUND BALANCE-ALL PROJECTS(BEGINNING) 50,032 177,615 131,500 90,035 13,5707409,36 FUND BALANCE-ALL PROJECTS(ENDING) $ 177,615 $ 131,500 $ 90,035 $ 13,570 $ 7,105 240 RETURN TO T.O.C. —17-11 777 1- II it q� - - I t 6u�dr� ilu I'I:,{• I1HfA I ] pillow 11111!!i !11!11 IIIA 1lIIA1 . Q 1 1 '111111��! A`r"^NY fllAll ALAI 11lIA11 91 limp till .00 AL rT irf `t Aa tn4 AL--f 241 RETURN TO T.O.C. 7 s tis 242 SPECIAL REVENUE FUNDS COMBINED PROGRAM SUMMARY Fiscal Year 2016/2017 Adopted Estimated Adopted FY 16/17 Adopted RETURN TO T.O.C. Actuals Budget Budget Budget vs FY 14/15 FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated REVENUES&OTHER SOURCES General Sales Tax $ 1,338,105 $ 1,377,000 $ 1,239,500 $ 1,239,500 $ - 0% Property Tax - - - - - 0% Hotel Tax 872,179 910,000 821,000 837,280 16,280 2% Charge for Services - - - - - 0% Beverage Tax 0% Franchise Fees 0% Permits&Fees 69,300 730,700 758,800 10,000 (748,800) -99% Permits&Fees Buildings - - - - 0% Fines&Forfeitures - - - - 0% Investment Earnings 2,103 3,425 2,930 2,930 0% Contributions 410,000 450,000 - 1,210,000 1,210,000 100% Misc Income 11,494 21,900 87,850 90,350 2,500 3% Total Revenues 2,703,181 3,493,025 2,910,080 3,390,060 479,980 16% Transfers In 220,758 35,758 35,758 (35,758) -100% Other Sources - - - - 0% Total Other Sources 220,758 35,758 35,758 (35,758) 0% SEMEN= $ 2, $ 3,390,060 $ 444,22215 EXPENDITURES&OTHER USES Payroll Transfer In $ - $ - $ - $ - $ - 0% Payroll Transfer Out 412,519 490,920 490,920 521,615 30,695 6% Total Payroll and Related 412,519 490,920 490,920 521,615 30,695 6% Debt 35,758 35,758 35,758 - (35,758) -100% Economic Development 171,747 187,000 134,000 134,640 640 0% Insurance - - 0% Repair&Maintenance - - 0% Rent&Utilities 37,806 36,435 35,405 87,870 52,465 148% Services 292,807 368,580 734,060 715,610 (18,450) -3% Supplies 615 3,906 15,300 - (15,300) -100% Water Purchases - - - - - 0% Total Operations&Maintenance 538,734 631,679 954,523 938,120 (16,403) -2% TOTAL OPERATING EXPENDITURES 951,253 1,122,600 1,445,444 1,459,735 14,291 1 1% Capital Outlay - - - - 0% Projects-Maintenance&Replacement Funds 0% Projects-Capital&Expansions Funds 0% Total Capital 0% Transfers Out 1,819,411 1,881,050 1,293,050 2,505,350 1,212,300 94% Other Uses - - - - 0% Total Other Uses 1,819,411 1,881,050 1,293,050 2,505,350 1,212,300 94% TOTAL NON-OPERATING EXPENDITURES 1 1,819,411 1,881,050 1,293,050 2,505,350 1,212,300 94% TOTAL EXPENDITURES&OTHER USE 2,770,664 3,003,650 2,738,494 3,965,085 1,226,591 EXCESS REVENUES OVER(UNDER)EXPENDITURES F 153,275 525,134 1 207,345 1 (782,370) 377% FUND BALANCE,BEGINNING 1,123,958 1,277,233 1,277,233 1,484,577 207,345 16% UND BALANCE,ENDING 1,277,233 1,802,366 1,484,577 909,552 (575,025) -39% Restricted/Assigned/Committed Funds 1,277,233 1,802,366 1,484,577 909,552 (575,025) -39% UNASSIGNED FUND BALANCE,ENDING $ - $ - $ - $ - $ - 0% RESTRICTED/ASSIGNED/COMMITTED FUNDS Cash $ 1,277,233 $ 1,802,366 $ 1,484,577 $ 909,552 $ (575,025) -39% 0% 0% 0% 0% TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS $ 1,277,233 $ 1,802,366 $ 1,484,577 1 $ 909,552 $ (575,025) -39% 243 SPECIAL REVENUE FUNDS COMBINING REVENUES, EXPENDITURES AND FUND BALANCE FISCAL YEAR 2016/2017 Visitors 4B Eco Dev Eco Dev Public Imp Lone Star TOTAL RETURN TO T.O.C. Fund Fund Fund District Fund REVENUES AND OTHER SOURCES General Sales Tax $ $ 1,137,500 $ 102,000 $ $ $ 1,239,500 Property Tax - - - Charge for Services - - Hotel Tax 804,640 32,640 837,280 Beverage Tax - - - Franchise Fees - Permits and Fees - 10,000 10,000 Permits and Fees Building - - - Fines and Forfeitures - - - Investment Earnings 2,900 - 30 2,930 Contributions - 1,210,000 - - 1,210,000 Misc Income 5,350 - 85,000 - 90,350 Total Revenues 812,890 1,137,500 1,344,640 95,000 30 3,390,060 Transfers In - - - - - Other Sources Total Other Sources TOTAL REVENUES AND OTHER SOURCES 1 $ 812,8901 1,137,5001 $1,344,640 $ 95,000 $ 301 3,390,060 EXPENDITURES AND OTHER USES Payroll Transfers In $ - $ - $ $ - $ - - Payroll Transfers Out 521,615 - 521,615 Total Payroll&Related 521,615 521,615 Debt - - - Economimc Development 134,640 134,640 Insurance - - Repair&Maintenance - - - Rent&Utilities 87,870 - 87,870 Services 262,610 - 453,0001 715,610 Supplies - - - Water Purchases - - - Total Operations&Maintenance 350,480 134,640 453,000 938,120 Capital Outlay - - - - Projects-Maintenance&Replacement Funds Capital Project Funds Total Capital Transfers Out 157,850 1,137,500 1,210,000 2,505,350 Other Uses - - - - - Total Other Uses 1 157,850 1,137,500 1,210,000 2,505,350 TOTAL EXPENDITURES AND OTHER USES 1 1,029,945 1,137,500 1,344,640 453,000 3,965,085 EXCESS REVENUES OVER(UNDER)EXPENDITURES 1 (217,055) - (358,000) 30 1 (575,025) BEGINNING FUND BALANCE 1 984,492 0 486,424 13,662 1,484,577 ENDING FUND BALANCE 1 $ 767,437 $ 0 $ - $ 128,424 $ 13,692 $ 909,552 244 RETURN TO T.O.C. Fund Visitors Association • 220 The Visitors Association Fund was established in late FY 1999-2000 and collects a 7% hotel occupancy tax from the Marriott Solana and any future Westlake hotels. 245 Visitors Association Fund Program Summary Fiscal Year 2016/2017 Adopted Estimated Adopted FY 16/17 Adopted RETURN TO T.O.C. Actuals Budget Budget Budget vs FY 14/15 FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated REVENUES&OTHER SOURCES General Sales Tax $ - $ - $ - $ $ - 0% Property Tax 0% Charge for Service 0% Hotel Occupancy Tax 807,179 825,000 789,000 804,640 15,640 2% Beverage Tax - - - - - 0% Franchise Fees 0% Permits&Fees 0% Permits&Fees Building 0% Fines&Forfeitures 0% Investment Earnings 1,698 2,900 2,900 2,900 0% Contributions - - - - 0% Misc Income 11,494.38 21,900 1 5,350 5,350 0% Total Revenues 820,371 849,800 797,250 812,890 15,640 2% Transfers In - - - - - 0% Other Sources 0% Total Other Sources 07o TOTAL REVENUES&OTHER SOURCES $ 820,371 $ 849,800 $ 797,250 $ 812,890 $ 15,6 EXPENDITURES&OTHER USES Payroll Salaries $ - $ - $ - $ - $ - 0% Payroll Transfers 412,519 490,920 490,920 521,615 30,695 6% Total Payroll and Related 412,519 490,920 490,920 521,615 30,695 6% Debt - - - - 0% Economic Development 0% Insurance 0% Repair&Maintenance 0% Rent&Utilities 37,806 36,435 35,405 87,870 52,465 148% Services 219,216 244,580 198,465 262,610 64,145 32% Supplies 615 3,906 15,300 - (15,300) -100% Water Purchases - - - - - 0% Total Operations&Maintenance 257,638 284,921 249,170 350,480 101,310 41% TOTAL OPERATING EXPENDITURES 670,157 775,841 740,090 872,095 132,005 18% Capital Outlay - - - - - 0% Capital Projects 0% Projects M&R 0% Total Capital 07. Transfers Out-Operating 177,670 155,550E81951 5,550 157,850 2,300 1% Transfers Out-Non Operating - - - - - 0% Total Other Uses 177,670 155,5505,550 157,850 2,300 1% TOTAL NON-OPERATING EXPENDITURES 177,670 155,550 ,550 157,850 2,300 1% TOTAL EXPENDITURES&OTHER USES 847,827 931,391 0 1,029,945 134,305 15% EXCESS REVENUES OVER(UNDER)EXPENDITURES (27,456) (81,591) (98,390) (217,055) 1 (118,665) 121% FUND BALANCE,BEGINNING 1,110,338 1,082,882 1,082,882 984,492 (98,390) -9% FUND BALANCE,ENDING 1,082,882 1,001,291 984,492 767,437 (217,055) -22% Restricted/Assigned/Committed Funds 1,082,882 1,001,291 984,492 767,437 (217,055) -22% UNASSIGNED FUND BALANCE,ENDING $ - $ - - - - 0% RESTRICTED/ASSIGNED/COMMITED FUNDS Cash 220 10110 00 000 $ 1,082,882 $ 1,001,291 $ 984,492 $ 767,437 $ (217,055) -22% TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS $ 1,082,882 $ 1,001,291 $ 984,492 $ 767,437 $ (217,055) -22% 246 RETURN TO T.O.C. 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. • 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. • 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. 247 RETURN TO T.O.C. 7 s tis 248 RETURN TO T.O.C. AB Economic Development • • Fund The 4B Economic Development Fund collects a 1/2 cent sales tax to be allocated to qualified development projects. The 4B Fund has been committed to the repayment of the debt incurred for the Town's Civic Campus project. 249 413 Economic Development Fund Program Summary Fiscal Year 2016/2017 Adopted Estimated Adopted FY 16/17 Adopted RETURN TO T.O.C. Actuals Budget Budget Budget vs FY 14/15 FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated REVENUES&OTHER SOURCES General Sales Tax $ 1,231,357 $ 1,275,000 $ 1,137,500 $ 1,137,500 $ - 0% Property Tax - - 0% Charge for Service 0% Hotel Occupancy Tax 0% Beverage Tax 0% Franchise Fees 0% Permits&Fees 0% Permits&Fees Building 0% Fines&Forfeitures - - 0% Investment Earnings 384 500 0% Contributions - - 0% Misc Income - - 0% Total Revenues 1,231,741 1,275,500 1,137,500 1,137,500 07o Transfers In - - - - 0% Other Sources 0% Total Other Sources 07o TOTAL REVENUES&OTHER SOURCES $ 1,231,741 $ 1,275,500 $ 1,137,500 $ 1,137,500 $ EXPENDITURES&OTHER USES Payroll Salaries $ $ - $ $ $ 0% Payroll Transfers 0% Total Payroll and Related 07. Debt 0% Economic Development 0% Insurance 0% Repair&Maintenance 0% Rent&Utilities 0% Services 0% Supplies 0% Water Purchases 0% Total Operations&Maintenance 07o TOTAL OPERATING EXPENDITURES 07o Capital Outlay 0% Capital Projects 0% Projects M&R 0% Total Capital 07. Transfers Out-Operating 1,231,741 1,275,500 1,137,500 1,137,500 0% Transfers Out-Non Operating - - - - 0% Total Other Uses 1,231,741 1,275,500 1,137,500 1,137,500 - 0% TOTAL NON-OPERATING EXPENDITURES 1,231,741 1,275,500 1,137,500 1,137,500 0% TOTAL EXPENDITURES&OTHER USES 1,231,741 1,275,500 1,137,500 1,137,500 0% EXCESS REVENUES OVER(UNDER)EXPENDITURES 07. FUND BALANCE,BEGINNING - 0 0 0 - 0% FUND BALANCE,ENDING 0 0 0 0 0% Restricted/Assigned/Committed Funds 0 0 0 0 0% UNASSIGNED FUND BALANCE,ENDING $ - $ - - - - 0% RESTRICTED/ASSIGNED/COMMITED FUNDS Cash 200 10110 00 000 $ 0 $ 0 $ 0 $ 0 $ 0% TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS $ 0 $ 0 $ 0 $ 0 $ 0% 250 RETURN TO T.O.C. Section 6 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 Oho increase from prior year estimated. Transfers Out • Transfers out to the Debt Service Fund are budgeted to be $1,137,500, representing 1000 of revenues. o This amount represents a 0% increase from prior year estimated. 251 RETURN TO T.O.C. 7 s tis 252 RETURN TO T.O.C. Economic Development Fund • The Economic Development Fund was set up to maintain all receipts and disbursement of funds pertaining to agreements between the Town and various corporations for economic development. 253 Economic Development Fund Program Summary Fiscal Year 2016/2017 Adopted Estimated Adopted FY 16/17 Adopted RETURN TO T.O.C. Actuals Budget Budget Budget vs FY 14/15 FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated REVENUES&OTHER SOURCES General Sales Tax $ 106,748 $ 102,000 $ 102,000 $ 102,000 $ - 0% Property Tax - - 0% Charge for Service - - 0% Hotel Occupancy Tax 65,000 85,000 32,000 32,640 640 2% Beverage Tax - - - - - 0% Franchise Fees 0% Permits&Fees 0% Permits&Fees Building 0% Fines&Forfeitures 0% Investment Earnings 0% Contributions 410,000 450,000 1,210,000 1,210,000 100% Misc Income - - - - - 0% Total Revenues 581,747 637,000 134,000 1,344,640 1,210,640 903% Transfers In 35,758 35,758 35,758 - (35,758) -100% Other Sources - - - - 0% Total Other Sources 35,758 35,758 35,758 (35,758) -100% TOTAL REVENUES&OTHER SOURCES $ 617,506 $ 672,758 $ 169,758 $ 1,344,640 $1,174,882 6 EXPENDITURES&OTHER USES Payroll Salaries $ - $ - $ - $ - $ - 0% Payroll Transfers 0% Total Payroll and Related 07. Debt 35,758 35,758 35,758 (35,758) -100% Economic Development 171,747 187,000 134,000 134,640 640 0% Insurance - - 0% Repair&Maintenance 0% Rent&Utilities 0% Services 0% Supplies 0% Water Purchases - - 0% Total Operations&Maintenance 207,506 222,758 169,758 134,640 (35,118) -21% TOTAL OPERATING EXPENDITURES 207,506 222,758 169,758 134,640 (35,118) -21% Capital Outlay - - - 07. Capital Projects 0% Projects M&R 0% Total Capital 07. Transfers Out-Operating 410,000 450,000 1,210,000 1,210,000 100% Transfers Out-Non Operating - - - - 0% Total Other Uses 410,000 450,000 1,210,000 1,210,000 100% TOTAL NON-OPERATING EXPENDITURES 410,000 450,000 1,210,000 1,210,000 100% TOTAL EXPENDITURES&OTHER USES 617,506 672,758 169,758 1,344,640 1,174,882 6927. EXCESS REVENUES OVER(UNDER)EXPENDITURES 0% FUND BALANCE,BEGINNING - - - - - 0% FUND BALANCE,ENDING 0% Restricted/Assigned/Committed Funds 0% UNASSIGNED FUND BALANCE,ENDING $ - $ - - - - 0% RESTRICTED/ASSIGNED/COMMITED FUNDS Cash 210 10110 00 000 $ $ $ $ $ 0% TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS $ $ $ $ $ 0% 254 RETURN TO T.O.C. Section 6 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 255 RETURN TO T.O.C. 74-s�ff tis 256 RETURN TO T.O.C. Funlw� Local Public Improvement 21 5 40 0 District A am Public Improvement District Fund accounts for monies received from bond proceeds, inspection fees and payments related to the Solana Public Improvement District. The District was created by ordinance in February 2014 to finance the construction of public infrastructure (such as water lines and streets) in the Entrada subdivision. 257 Local Public Improvement District Program Summary Fiscal Year 2016/2017 Adopted Estimated Adopted FY 16/17 Adopted RETURN TO T.O.C. Actuals Budget Budget Budget vs FY 14/15 FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated REVENUES&OTHER SOURCES General Sales Tax $ - $ - $ $ $ - 0% Property Tax 0% Charge for Service 0% Hotel Occupancy Tax 0% Beverage Tax 0% Franchise Fees 0% Permits&Fees 69,300 730,700 758,800 10,000 (748,800) -99% Permits&Fees Building - - - 0% Fines&Forfeitures 0% Investment Earnings 0% Contributions - 0% Misc Income (0.05) - 82,500 85,000 2,500 3% Total Revenues 69,300 730,700 841,300 95,000 (746,300) -89% Transfers In 185,000 - - 0% Other Sources 0% Total Other Sources 185,000 - 0% TOTAL REVENUES&OTHER SOURCES $ 254,300 $ 730,700 $ 841,300 $ 95,000 $ (7 -897. EXPENDITURES&OTHER USES Payroll Salaries $ $ - $ $ - $ 0% Payroll Transfers 0% Total Payroll and Related 07. Debt 0% Economic Development 0% Insurance 0% Repair&Maintenance 0% Rent&Utilities - - 0% Services 73,581 124,000 535,595 453,000 (82,595) -15% Supplies - - - - 0% Water Purchases - - - - 0% Total Operations&Maintenance 73,581 124,000 535,595 453,000 (82,595) -15% TOTAL OPERATING EXPENDITURES 73,581 124,000 535,595 453,000 (82,595) -157o Capital Outlay - - - 0% Capital Projects - 0% Projects M&R 0% Total Capital 07. Transfers Out-Operating 0% Transfers Out-Non Operating 0% Total Other Uses 0% TOTAL NON-OPERATING EXPENDITURES 0% TOTAL EXPENDITURES&OTHER USES 73,581 124,000 535,595 453,000 (82,595) 15% EXCESS REVENUES OVER(UNDER)EXPENDITURES 180,718 606,700 305,705 (358,000) 1 (663,705) 217% FUND BALANCE,BEGINNING - 180,719 180,719 486,424 305,705 169% FUND BALANCE,ENDING 180,718 787,419 486,424 128,424 (358,000) -74% Restricted/Assigned/Committed Funds 180,718 787,419 486,424 128,424 (358,000) -74% UNASSIGNED FUND BALANCE,ENDING $ - $ - - - - 0% RESTRICTED/ASSIGNED/COMMITED FUNDS Cash 215 10110 00 000 $ 180,718 $ 787,419 $ 486,424 $ 128,424 $ (358,000) -74% TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS $ 180,718 $ 787,419 $ 486,424 $ 128,424 $ (358,000) -747o 258 RETURN TO T.O.C. Section 6 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. • Represents an 89%decrease of$746,300 from the prior year estimated revenues of$841,300. o Decrease is due to a reduction in Entrada related permits and fee revenues. Expenditures and Transfers Out • Expenditures are budgeted to be$453,000. • Represents a 15%decrease of$82,595 from the prior year estimated expenditures of$535,595 o Decrease is due to a reduction in engineering, consulting, legal, and advertising costs. Endinq Fund Balance • The ending fund balance is projected to be$128,424. 259 RETURN TO T.O.C. 7 s tis 260 RETURN TO T.O.C. Funde Lone Star Public • 418 --A I& � me fig The Lone Star Public Fund 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. 261 Lone Star Public Funds Program Summary Fiscal Year 2016/2017 Adopted Estimated Adopted FY 16/17 Adopted Actuals Budget Budget Budget vs RETURN TO T.O.C. FY 14/15 FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated REVENUES&OTHER SOURCES General Sales Tax $ - $ - $ $ $ - 0% Property Tax 0% Charge for Service 0% Hotel Occupancy Tax 0% Beverage Tax 0% Franchise Fees 0% Permits&Fees 0% Permits&Fees Building 0% Fines&Forfeitures 0% Investment Earnings 21 25 30 30 0% Contributions 0% Misc Income )0.05) 0% Total Revenues 21 25 30 30 07o Transfers In 0% Other Sources 0% Total Other Sources 0% TOTAL REVENUES&OTHER SOURCES $ 21 $ 25 $ 30 $ 30 $ 07. EXPENDITURES&OTHER USES Payroll Salaries $ $ - $ - $ - $ 0% Payroll Transfers 0% Total Payroll and Related 07o Debt 0% Economic Development 0% Insurance 0% Repair&Maintenance 0% Rent&Utilities 0% Services 9 0% Supplies 0% Water Purchases 0% Total Operations&Maintenance 9 07o TOTAL OPERATING EXPENDITURES 9 07o Capital Outlay 0% Capital Projects 0% Projects M&R 0% Total Capital 07o Transfers Out-Operating 0% Transfers Out-Non Operating 0% Total Other Uses 0% TOTAL NON-OPERATING EXPENDITURES 07o TOTAL EXPENDITURES&OTHER USES 9 07o EXCESS REVENUES OVER(UNDER)EXPENDITURES 121 25 1 30 1 F 30 07o FUND BALANCE,BEGINNING 13,620 13,632 13,632 13,662 30 0% FUND BALANCE,ENDING 13,632 13,657 13,662 13,692 30 0% Restricted/Assigned/Committed Funds 13,632 13,657 13,662 13,692 30 0% UNASSIGNED FUND BALANCE,ENDING $ - $ - - - - 0% RESTRICTED/ASSIGNED/COMMITED FUNDS Cash 418 10110 00 000 $ 13,632 $ 13,657 $ 13,662 $ 13,692 $ 30 0% TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS $ 13,632 $ 13,657 $ 13,662 $ 13,692 $ 30 07o 262 RETURN TO T.O.C. Section 6 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$13,692 263 RETURN TO T.O.C. 74-s�ff tis 264 RETURN TO T.O.C. Ar LIL - AL 14 4fjAe� Ct44444 tn4 II I! - Ilf - - , ; i ��, � I �,�:,{• IllllA 1!1!l1111!!i !11!11 1<I� �IA 1lIIA1�. ' I .+ '' lil � �.. I '1fA111��! A`r"^NY f11A11 Al� �AI r1llAr�l 265 RETURN TO T.O.C. 7 s tis 266 DEBT SERVICE FUNDS Combined Program Summary Fiscal Year 2016/2017 Adopted Estimated Adopted FY 16/17 Adopted TU T� T.O.C. Actuals Budget Budget Budget vs FY 14/15 FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated REVENUES&OTHER SOURCES General Sales Tax $ - $ - $ - $ - $ - 0% Property Tax 176,121 133,507 161,915 88,635 (73,280) -45% Hotel Tax - - - 0% Charge for Services 0% Beverage Tax 0% Franchise Fees 0% Permits&Fees 0% Permits&Fees Buildings 0% Fines&Forfeitures 0% Investment Earnings 0% Contributions 0% Misc Income - - 0% Total Revenues 176,121 133,507 161,915 88,635 (73,280) -45% Transfers In 1,857,689 1,857,511 1,856,413 2,033,385 176,972 10% Other Sources - - - - 0% Total Other Sources 1,857,689 1,857,511 1,856,413 2,033,385 176,972 100% 103,692 5% EXPENDITURES&OTHER USES Payroll Transfer In $ $ $ $ $ 0% Payroll Transfer Out 0% Total Payroll and Related 0% Debt 2,012,360 2,011,094 2,006,868 2,150,396 143,528 7% Economic Development - - - - - 0% Insurance 0% Repair&Maintenance 0% Rent&Utilities 0% Services 1,615 2,400 2,400 1,600 (800) -33% Supplies - - - 0% Water Purchases - - - - - 0% Total Operations&Maintenance 2,013,975 2,013,494 2,009,268 2,151,996 142,728 7% TOTAL OPERATING EXPENDITURES 2,013,975 2,013,494 2,009,268 2,151,996 142,728 7% Capital Outlay - - - - 0% Projects-Maintenance&Replacement Funds 0% Projects-Capital&Expansions Funds 0% Total Capital 0% Transfers Out 0% Other Uses 0% Total Other Uses 0% TOTAL NON-OPERATING EXPENDITURES - - - - - 0% TOTAL EXPENDITURES&OTHER USE 2,013,975 2,009,268 2,151,996 142,728 7% EXCESS REVENUES OVER(UNDER)EXPENDITURES 19,835 1 (22,476) 9,061 1 (39,037) 431% FUND BALANCE,BEGINNING 1,080 20,915 20,915 29,976 9,061 43% UND BALANCE,ENDING 20,915 (1,561) 29,976 (29,976) -1007. Restricted/Assigned/Committed Funds 20,915 (1,561) 29,976 (29,976) -100% UNASSIGNED FUND BALANCE,ENDING $ - $ - $ - $ - $ - 0% RESTRICTED/ASSIGNED/COMMITTED FUNDS Cash $ 20,915 $ (1,561) $ 29,976 $ $ (29,976) -100% - - 0% 0% 0% 0% TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS $ 20,915 $ (1,561) $ 29,976 $ - $ (29,976) -100% 267 DEBT SERVICE FUNDS COMBINING REVENUES, EXPENDITURES AND FUND BALANCE FISCAL YEAR 2016/2017 Debt Service Debt Service TOTAL RETURN TO T.O.C. OT PT REVENUES AND OTHER SOURCES General Sales Tax $ - $ - $ - Property Tax - 88,635 88,635 Charge for Services - - - Hotel Tax - Beverage Tax - - Franchise Fees - Permits and Fees - - Permits and Fees Building - Fines and Forfeitures - - Investment Earnings - Contributions - Misc Income - - - Total Revenues 88,635 88,635 Transfers In 2,033,385 - 2,033,385 Other Sources - - Total Other Sources 2,033,385 - 2,033,385 TOTAL REVENUES AND OTHER SOURCES $ 2,033,385 $ 88,6351 2,122,020 EXPENDITURES AND OTHER USES Payroll Transfers In $ - $ - $ - Payroll Transfers Out - - Total Payroll&Related Debt 2,031,785 118,611 2,150,396 Economimc Development - - - Insurance - Repair&Maintenance - Rent&Utilities - Services 1,600 1,600 Supplies - - Water Purchases - - - Total Operations&Maintenance 2,033,385 118,611 2,151,996 Capital Outlay - - - Projects-Maintenance&Replacement Funds - Capital Project Funds - Total Capital - Transfers Out - - Other Uses - - Total Other Uses - TOTAL EXPENDITURES AND OTHER USES 1 2,033,3851 118,611 2,151,996 EXCESS REVENUES OVER(UNDER)EXPENDITURES (29,976) (29,976) BEGINNING FUND BALANCE 29,976 29,976 ENDING FUND BALANCE $ $ $ 268 RETURN TO T.O.C. Section 7 Debt Service Funds Debt Service Funds Overview The two Debt Service Funds for the Town of Westlake are 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 these two funds. 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. Debt Management Practices Debt management policies are written guidelines and restrictions that affect the amount and type of debt issued by a state or local government, the issuance process, and the management of a debt portfolio. A debt management policy improves the quality of decisions, provides justification for the structure of debt issuance, identifies policy goals, and demonstrates a commitment to long-term financial planning, including a multi-year capital plan. Adherence to a debt management policy signals to rating agencies and the capital markets that a government is well managed and should meet its obligations in a timely manner. Debt levels and their related annual costs are important long-term obligations that must be managed within available resources. An effective debt management policy provides guidelines for a government to manage its debt program in line with those resources. The Town of Westlake debt management policies are reviewed annually and revised as necessary and address the following: ✓ Direct Debt- debt payable from ad valorem I&S tax, and other available fund of the Town. ✓ Interfund Borrowing- loans for short-term cash flow needs. Debt Approval Process Town Manager and Staff Identify Capital Projects to Fund T Reviewed by Town Council at Budget Workshop Approved Not Approved Added to CIP and Budget "Moved to Unfunded Status 269 RETURN TO T.O.C. Section 7 Debt Service Funds Debt Service Funds Overview Debt Limits Define specific limits or acceptable ranges for each type of debt. Limits are generally set for legal, public policy, and financial reasons. For the Town of Westlake there is no legal limit to debt except by way of a tax rate limit. a. Legal limits are determined by: o State constitution and/or law which limit the Town's ad valorem rate. o Local charter, by-laws, resolution or ordinance, or covenant. b. Public Policy limits include: o Purposes for which debt proceeds may be used or prohibited, o Types of debt that may be issued or prohibited, o Relationship to and integration with the Capital Improvement Program, DID You KNOW? o Policy goals related to economic development, capital improvement Westlake holds a AA+/stable financings, tax increment financing, bond rating from Standard & and public-private partnerships. Poor's. c. Financial limits generally reflect policy or other financial resource constraints. Their assessment reflects the Appropriate debt limits can positively Town's historically strong impact bond ratings, if the government finances and management, demonstrates adherence to such policies fund reserves in excess of 500 over time. Financial limits are often of General Fund expressed as ratios customarily used by expenditures, and Westlake's credit analysts. Different criteria for participation in the Dallas - determining credit worthiness i.e. credit Fort Worth metro area rating). Direct Debt can be measured or economy. limited by the following ratios o Debt per capita, o Debt to personal income, A strong rating allows o Debt to taxable property value Westlake to keep borrowing o Debt service payments as a costs low. percentage of general fund revenues or expenditures. 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. 70 RETURN TO T.O.C. Section 7 Debt Service Funds Debt Service Funds Overview Debt Structuring Practices Includes specific policies regarding the debt structuring practices for each type of bond, including: • Maximum term (often stated in absolute terms or based on the useful life of the asset), • Average maturity, • Debt service pattern such as equal payments or equal principal amortization, • Use of optional redemption features that reflect market conditions and/or needs of the government, • Use of variable or fixed-rate debt, credit enhancements, and short-term debt, and limitations as to when each can be used, and • Other structuring practices should be considered such as capitalized interest, deferral of principal and/or other internal credit support, including general obligation pledges. Debt Issuance Practices Provides guidance regarding the issuance process, which may differ for each type of debt. These practices include: • Criteria for determining the sale method (competitive, negotiated, placement) and investment of proceeds, • Criteria for issuance of advance refunding and current refunding bonds, • Selection and use of professional service providers, • Use of comparative bond pricing services or market indices as a benchmark in negotiated transactions, as well as to evaluate final bond pricing results, and • Use of credit ratings, minimum bond ratings, determination of the number of ratings, and selection of rating services. 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 • Use of reserves • Use of either current on-going general revenues or one-time revenues • Contributions from developers and others • Leases • Userfees • Impact fees 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. 271 RETURN TO T.O.C. Section 7 Debt Service Funds Debt Service Funds Overview 1. Debt financing instruments to be considered by the Town may include: o General obligation bonds -These must be authorized by a vote of the citizens of Westlake. o Revenue bonds-These bonds generate capital requirements necessary for continuation or expansion of a service which produces revenue and for which the asset may reasonable be expected to provide for a revenue stream to fund the debt service requirement. o Certificates of obligation -These can be authorized by Council approval with debt service by either general revenues or backed by a specific revenue stream or a combination of both. o Lease/purchase agreements-These shall only be used to purchase capital assets that cannot be financed from either current revenues or fund balance/retained earnings and to fund infrastructure improvements and additions. 2. 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. 3. 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. 4. 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. 5. 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. 6. 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 272 RETURN TO T.O.C. Section 7 Debt Service Funds Debt Service Funds Overview financial advisors,shall prepare the necessary materials and presentation to the bond rating agencies. 7. Continuing Disclosure-The Town is committed to continuing disclosure of financial and pertinent credit information relevant to the Town's outstanding securities. 8. 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. Debt per Capita In order to make apples-to-apples comparisons of debt levels between different municipalities, analysts often use measures like debt per capita, or the amount of bonded debt outstanding for each resident. It does not include interest expense. Gross Bonded Debt per Capita (shown in thousands) $26.45 $27.20 $27.04 $25.79 $27.25 $23.83 $24.75 .53$23 $21.34 $20.37 $22.62 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 It is important to note, the rating agencies take into consideration not only gross debt ratios, but more Net Bonded Debt per Capita notably net debt ratios. While the (shown in thousands) Town's bonded debt is ultimately $2.11 $1.89 secured by a pledge of its ad valorem $1.73 $1.54 $1.44 $1.36 tax, it is actually paid from municipal sales tax revenues and other sources with the exception of the Series 2011 CO which has a current balance of I I oil $1,627,000. This comparison results in a more accurate reflection of the 2011 2012 2013 2014 2015 2016 Town's net debt per capita. 273 RETURN TO T.O.C. 74-s�ff tis 274 RETURN TO T.O.C. W0 ' Debt Service Fund f We (notfunded by property tax) This section provides a summary of the annual principal and interest payments for all outstanding bonded debt and capital leases. The Town's debt is funded through dedicated, self- supporting revenue streams such as sales tax revenues. The Town issues general obligation bonds and certificates of obligation to provide for the acquisition and construction of major capital facilities and infrastructure. 275 Debt Service (non property tax) Program Summary Fiscal Year 2016/2017 Adopted Estimated Adopted FY 16/17 Adopted RETURN TO T.O.C. Actuals Budget Budget Budget vs FY 14/15 FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated REVENUES&OTHER SOURCES General Sales Tax $ - $ - $ $ $ - 0% Property Tax 133,507 0% Charge for Service 0% Hotel Occupancy Tax 0% Beverage Tax 0% Franchise Fees 0% Permits&Fees 0% Permits&Fees Building 0% Fines&Forfeitures 0% Investment Earnings 0% Contributions 0% Misc Income - 0% Total Revenues 133,507 07o Transfers In 1,857,689 1,857,511 1,856,413 2,033,385 176,972 10% Other Sources - - - - 0% Total Other Sources 1,857,689 1,857,511 1,856,413 2,033,385 176,972 10% TOTAL REVENUES&OTHER SOURCES $ 1,857,689 $ 1,991,018 $ 1,856,413 $ 2,033,385 ,972 10% EXPENDITURES&OTHER USES Payroll Salaries $ - $ - $ - $ - $ - 0% Payroll Transfers 0% Total Payroll and Related 07. Debt 1,857,674 2,011,094 1,856,591 2,031,785 175,194 9% Economic Development - - - - 0% Insurance - 0% Repair&Maintenance 0% Rent&Utilities 0% Services 1,615 2,400 2,000 1,600 (400) -20% Supplies - - - - - 0% Water Purchases - - - - - 0% Total Operations&Maintenance 1,859,289 2,013,494 1,858,591 2,033,385 174,794 9% TOTAL OPERATING EXPENDITURES 1,859,289 2,013,494 1,858,591 2,033,385 174,794 9 Capital Outlay - - - - - 0% Capital Projects 0% Projects M&R 0% Total Capital 07. Transfers Out-Operating 0% Transfers Out-Non Operating 0% Total Other Uses 0% TOTAL NON-OPERATING EXPENDITURES 07o TOTAL EXPENDITURES&OTHER USES 1,859,289 2,013,494 1,858,591 2,033,385 174,794 9% EXCESS REVENUES OVER(UNDER)EXPENDITURES (1,600) 1 (22,476) (2,178) 1 2,178 1 100% FUND BALANCE,BEGINNING 3,777 2,178 2,178 (0) (2,178) -100% FUND BALANCE,ENDING 2,178 (20,298) (0) (0) 0% Restricted/Assigned/Committed Funds 2,178 (20,298) (0) (0) 0% UNASSIGNED FUND BALANCE,ENDING $ - $ - - - - 0% RESTRICTED/ASSIGNED/COMMITED FUNDS Cash 300 10110 00 000 $ 2,178 $ (20,298) $ (0) $ (0) $ 0% TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS $ 2,178 $ (20,298) $ (0) $ (0) $ 0% 276 RETURN TO T.O.C. Section 7 Debt Service Funds Debt Service Fund Overview (non-property tax) This section provides a summary of the annual principal and interest payments for all outstanding bonded debt and capital leases. The Town's debt is funded through dedicated, self-supporting revenue streams such as sales tax revenues. The Town issues general obligation bonds and certificates of obligation to provide for the acquisition and construction of major capital facilities and infrastructure. Transfers In • Total Transfers in are budgeted to be $2,033,385 • 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 • Represents a 9%increase of$174,794 from prior year estimated expenditures of$1,858,591 20 Year Annual Debt Requirement $2.50 (shown—in millions)■Principal ■Interest � oo � N $2.25 — 00 v rn N 0 0 0 $2.00 — — wc� — — - `h 00 N M o—O—01Lf1 Lf1$1.75 —� 0 6 —vi— $1.50 — —�— o— — — — — — — $1.25 — — M 00 rI Ln N $1.00 — — — — — —0.1 $0.75 �— r-I_ °'_v_ �—'n— — — N N 00 W O�1 N N In r4 4 $0.50 `i— v — — — — r4 — —v�- v} +�► "�— — — — $0.25 I $0.00 Ln W I, 00 Ol O r-I N M Ln W I, 00 Cn O r-I N M � r-I r-I r-I r-I r-I N N N N N N N N N N M M M M M O O O O O O O O O O O O O O O O O O O O N N N N N N N N N N N N N N N N N N N N 277 RETURN TO T.O.C. Section 7 Debt Service Funds Debt Service Fund Overview (non-property tax) 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 I o $ 6,410,000 Series 2003 Certificates of Obligation (refunded) ■ Westlake Academy Phase II 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. II 278 Debt Service Fund RETURN TO T.O.C. Not Funded by Property Tax Long-Term Debt Summary ISSUES SERIES 2014 GO- Refunding SERIES 2013 GO-Refunding SERIES 2013 CO(Bldgs Only) TYPE *Refunding of 2003 *Partial refunding of 2003/2008 Certificates of Obligation Funding Funded by 411 Fund/General Fund Funded by Visitors Association Fund/ Funded by 413 Fund/General Fund General Fund Pymt Fiscal 300.48840.00.13 300.48850.00.13 300.48840.00.13 300.48850.00.13 300.48840.00.12 300.48850.00.12 TOTAL TOTAL TOTAL No. Year Principal Interest Principal Interest Principal Interest 1 2017 5,000 65,220 70,220 130,000 39,950 169,950 178,000 270,732 448,732 2 2018 5,000 65,040 70,040 125,000 37,400 162,400 178,000 267,172 445,172 3 2019 5,000 64,860 69,860 135,000 34,463 169,463 182,450 263,568 446,018 4 2020 5,000 64,680 69,680 140,000 31,025 171,025 191,350 259,830 451,180 5 2021 5,000 64,500 69,500 145,000 27,463 172,463 191,350 255,525 446,875 6 2022 5,000 64,320 69,320 145,000 23,838 168,838 200,250 250,630 450,880 7 2023 5,000 64,140 69,140 150,000 20,375 170,375 204,700 245,056 449,756 8 2024 5,000 63,960 68,960 145,000 17,130 162,130 213,600 238,781 452,381 9 2025 5,000 63,780 68,780 155,000 13,830 168,830 213,600 232,373 445,973 10 2026 5,000 63,600 68,600 165,000 10,063 175,063 226,950 225,765 452,715 11 2027 5,000 63,420 68,420 160,000 6,000 166,000 231,400 218,601 450,001 12 2028 5,000 63,240 68,240 160,000 2,000 162,000 240,300 210,936 451,236 13 2029 350,000 56,150 406,150 - - - 347,100 200,956 548,056 14 2030 360,000 41,950 401,950 360,450 188,574 549,024 15 2031 375,000 27,250 402,250 369,350 175,803 545,153 16 2032 395,000 9,874 404,874 529,550 158,748 688,298 17 2033 - - - 280,350 142,550 422,900 18 2034 293,700 131,069 424,769 19 2035 307,050 119,054 426,104 20 2036 320,400 106,505 426,905 21 2037 329,300 94,129 423,429 22 2038 342,650 81,950 424,600 23 2039 356,000 69,287 425,287 24 2040 369,350 55,447 424,797 25 2041 382,700 40,406 423,106 26 2042 400,500 24,742 425,242 30 2043 - - 418,300 8,366 426,666 TOTAL $1,540,000 $905,984 $2,445,984 $1,755,000 $263,535 $2,018,535 $7,858,700L $4,536,555 $12,395,255 Original Issue: $1,910,000 $2,200,000 $8,500,000 Issue Date: January 7,2014 April 2013 April 2013 Rate: 3.47% 2.23% 3.42% Use: Refunding of 2003 Refunding of 2008(A&S Building) WA Expansion/Ground Storage Tank Issued By: US Bank US Bank US Bank 279 Debt Service Fund RETURN To T.O.C. Not Funded by Property Tax Long-Term Debt Summary ISSUES SERIES 2011 GO-Refunding SERIES 2007 GO-Refunding GRAND TOTAL TYPE *Partial refunding of 2002/2003 *Partial refunding of 2002 Funding Funded by 413 Fund/General Fund Funded by 413 Fund/General Fund Various Funding Sources Pymt Fiscal 300.48W.00.10 300.48850.00J0 300.48840.00.07 300.4e850.00.07 TOTAL TOTAL No. Year Principal Interest Principal Interest Principal Interest Total Debt 1 2017 275,000 207,275 482,275 425,000 276,608 701,608 1,013,000 859,785 1,872,785 2 2018 700,000 192,650 892,650 40,000 259,608 299,608 1,048,000 821,870 1,869,870 3 2019 715,000 171,425 886,425 40,000 258,008 298,008 1,077,450 792,323 1,869,773 4 2020 730,000 149,750 879,750 45,000 256,408 301,408 1,1 1 1,350 761,692 1,873,042 5 2021 750,000 127,550 877,550 50,000 254,608 304,608 1,141,350 729,645 1,870,995 6 2022 770,000 104,750 874,750 55,000 252,608 307,608 1,175,250 696,145 1,871,395 7 2023 790,000 81,350 871,350 60,000 250,408 310,408 1,209,700 661,328 1,871,028 8 2024 820,000 55,150 875,150 65,000 248,008 313,008 1,248,600 623,029 1,871,629 9 2025 260,000 36,250 296,250 645,000 245,408 890,408 1,278,600 591,641 1,870,241 10 2026 260,000 27,150 287,150 670,000 219,608 889,608 1,326,950 546,185 1,873,135 11 2027 275,000 17,100 292,100 700,000 192,808 892,808 1,371,400 497,928 1,869,328 12 2028 290,000 5,800 295,800 730,000 164,808 894,808 1,425,300 446,783 1,872,083 13 2029 - - - 760,000 134,695 894,695 1,457,100 391,801 1,848,901 14 2030 - 790,000 103,345 893,345 1,510,450 333,869 1,844,319 15 2031 825,000 70,560 895,560 1,569,350 273,613 1,842,963 16 2032 855,000 35,910 890,910 1,779,550 204,532 1,984,082 17 2033 - - - 280,350 142,550 422,900 18 2034 - - 293,700 131,069 424,769 19 2035 - 307,050 119,054 426,104 20 2036 - 320,400 106,505 426,905 21 2037 329,300 94,129 423,429 22 2038 342,650 81,950 424,600 23 2039 356,000 69,287 425,287 24 2040 369,350 55,447 424,797 25 2041 382,700 40,406 423,106 26 2042 400,500 24,742 425,242 30 2043 418,300 8,366 426,666 TOTAL $6,635,000 $1,176,200 $7,811,200 $6,755,000 $3,223,400 $9,978,400 $24,543,700 $10,105,674 $34,649,374 Original Issue: $7,375,000 $7,465,000 Issue Date: December 29,2011 March 15,2007 Rate: 2.58% 4.19% Use: Partial refunding of 2002&2003 Partial refunding of Series 2002 Issued By: US Bank US Bank 280 RETURN TO T.O.C. Debt Service Fund (funded • property tax) This section provides a summary of the annual principal and interest payments for all outstanding bonded debt that is funded through property tax revenue. The Town issues general obligation bonds and certificates of obligation to provide for the acquisition and construction of major capital facilities and infrastructure. 281 Debt Service (funded by property tax) Program Summary Fiscal Year 2016/2017 Adopted Estimated Adopted FY 16/17 Adopted RETURN TO T.O.C. Actuals Budget Budget Budget vs FY 14/15 FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated REVENUES&OTHER SOURCES General Sales Tax $ - $ - $ $ - $ - 0% Property Tax 176,121 161,915 88,635 (73,280) -45% Charge for Service - - - 0% Hotel Occupancy Tax 0% Beverage Tax 0% Franchise Fees 0% Permits&Fees 0% Permits&Fees Building 0% Fines&Forfeitures 0% Investment Earnings 0% Contributions 0% Misc Income - 0% Total Revenues 176,121 161,915 88,635 (73,280) -45% Transfers In - - - 0% Other Sources 0% Total Other Sources - 0% TOTAL REVENUES&OTHER SOURCES $ 176,121 $ $ 161,915 $ 88,635 $ (73,280) -45% EXPENDITURES&OTHER USES Payroll Salaries $ - $ $ - $ - $ 0% Payroll Transfers 0% Total Payroll and Related - 07. Debt 154,686 150,277 118,611 (31,666) -21% Economic Development - - 0% Insurance - 0% Repair&Maintenance 0% Rent&Utilities - 0% Services 400 (400) -100% Supplies - - 0% Water Purchases - - - 0% Total Operations&Maintenance 154,686 150,677 118,611 (32,066) -21% TOTAL OPERATING EXPENDITURES 154,686 150,677 118,611 (32,066) -217o Capital Outlay - - - 0% Capital Projects 0% Projects M&R 0% Total Capital 07. Transfers Out-Operating 0% Transfers Out-Non Operating 0% Total Other Uses 0% TOTAL NON-OPERATING EXPENDITURES 07o TOTAL EXPENDITURES&OTHER USES 154,686 150,677 118,611 (32,066) -21% EXCESS REVENUES OVER(UNDER)EXPENDITURES 21,435 11,238 F (29,976) 1 (41,214)1 367% FUND BALANCE,BEGINNING (2,697) 18,738 18,738 29,976 11,238 60% FUND BALANCE,ENDING 18,738 18,738 29,976 (29,976) -100% Restricted/Assigned/Committed Funds 18,738 18,738 29,976 - (29,976) -100% UNASSIGNED FUND BALANCE,ENDING $ - $ - - - - 0% RESTRICTED/ASSIGNED/COMMITED FUNDS Cash 301 10110 00 000 $ 18,738 $ 18,738 $ 29,976 $ $ (29,976) -100% TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS $ 18,738 $ 18,738 $ 29,976 $ $ (29,976) -100% 282 RETURN TO T.O.C. Section 7 Debt Service Funds Debt Service Overview (property tax) 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. SERIES 2011 CERTIFICATES OF OBLIGATION Revenues No. Year Principal Interest Total • Ad valorem property tax revenues are budgeted to be $88,635. 1 2017 $75,000 $79,475 $154,475 • Represents a 45%decrease of$73,280 2 2018 $79,000 $75,625 $154,625 from the prior year estimated revenues 3 2019 $83,000 $71,575 $154,575 of$161,915 4 2020 $87,000 $67,325 $154,325 o Decrease is due to an additional $29K in receipts 5 2021 $91,000 $62,875 $153,875 which reduced the tax rate 6 2022 $96,000 $58,200 $154,200 needed to cover the debt for 7 2023 $101,000 $53,275 $154,275 various street projects. 8 2024 $106,000 $48,100 $154,100 Expenditures 9 2025 $111,000 $42,675 $153,675 • Debt service expenditures are 10 2026 $117,000 $36,975 $153,975 budgeted to be $118,611 11 2027 $123,000 $30,975 $153,975 • Represents a 21%decrease of$32,066 from the prior year estimated 12 2028 $129,000 $24,675 $153,675 expenditures of$150,677 13 2029 $136,000 $18,050 $154,050 14 2030 $143,000 $11,075 $154,075 Bond Issuances 15 2031 $150,000 $3,750 $153,750 • Issuances related to street TOTAL $1,627,000 $684,625 $2,311,625 infrastructure projects: Amount: $2,095,000 o $ 2,095,000 Series 2011 Certificates of Obligation Date: March 29,2011 *Municipalities frequently refinance debt Rate: 4.12% issuances to take advantage of changes in Issued By: Independent Bank bond market interest rates. 283 RETURN TO T.O.C. 74-s�ff tis 284 RETURN TO T.O.C. 177 all II �� I! - Ilf -A pp cq� ----I - , ; i ��, � I �,�:,{• Illlll 1!1!11111!!1 !11!11 11� �11 1l1111�. I lil �.. I '111111��! oci*4Y 111111 INA A11 r1l111 1 rf -t .14 285 RETURN TO T.O.C. 74-s�ff tis 286 Westlake Academy Program Summary Fiscal Year 2016/2017 Adopted Estimated Adopted FY 16/17 Adopted RETURN TO T.O.C. Actuals Budget Budget Budget Vs FY 14/15 FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated REVENUES&OTHER SOURCES Transportation $ 28,381 $ 27,225 $ 28,400 $ 28,400 $ - 07o Parking 25,036 14,000 25,050 25,050 07o Athletic Activities 90,925 81,150 81,150 90,724 9,574 12% Interest Earned 2,067 1,575 3,000 3,000 - 07o WAF Blacksmith Donation 1,046,212 1,100,000 1,025,000 1,000,000 (25,000) -2% WAF Salary Reimbursement 57,130 49,770 60,436 66,432 5,996 1 10% Town Contribution-Westlake Reserve 300,000 300,000 300,000 300,000 - 07o Town Contribution - 15,000 15,000 15,000 - 07o Other Local Revenue(BTS,Tech&Other) 108,611 54,000 70,500 143,256 72,756 103% Food Services 6,000 6,000 6,000 6,000 - 07o TEA-Foundation School Funds 5,811,523 5,671,950 1 5,788,829 5,606,212 (182,617) -3% TEA-Available School Funds - 222,779 138,891 308,298 169,407 122% CTE Funding(additional TEA-FSP Funds) - 356,475 356,475 100% TEA-IB Training 6,750 - - 07o TRS On-behalf/Medicare Part 329,666 391,427 414,401 450,326 35,925 9% Other Resources-Local 61,740 45,000 482,425 - (482,425) -1007. L REVENUES&OTHER SOURCES AL $ 7,867,292 $ 7,986, 8,439.0821 $ 8,399,173 $ (39,909) 0% EXPENDITURES&OTHER USES Function 11-Instructional $ 4,343,503 $ 4,579,900 $ 5,361,249 $ 4,788,354 $ (572,895) -11% Function 12-Resources&Media 67,933 74,801 76,348 84,089 7,741 10% Function 13-Curriculum&Staff Development 165,308 134,590 147,909 127,802 (20,107) -147o Function 21-Instructional Leadership 212,942 264,259 276,108 276,548 440 07o Function 23-School Leadership 620,382 778,866 816,705 851,510 34,805 47o Function 31-Guidance&Counseling 255,193 205,230 233,403 236,600 3,197 1% Function 33-Health Services 64,285 66,617 68,166 68,024 (142) 07o Function 36-Co/Extracurricular Activities 122,974 146,774 148,258 175,826 27,568 19% Function 41-Administrative 344,087 306,986 363,460 276,495 (86,965) -247o Function 51-Maintenance&Operations 865,719 915,068 933,345 940,838 7,493 1% Function 52-Security&Monitoring Services - 5,695 - - - 017 Function 53-Data Processing 100,757 169,679 172,888 192,401 19,513 100% Function 61-Community Services 111,620 112,639 115,445 122,020 6,575 6% Function 71-Debt Service 89,949 90,565 90,565 257,238 166,673 184% Other uses-Local 45,000 45,000 - - 07o AL EXPENDITURES&OTHER USES 7,409,651 7, 8,803,848 8,397,745 (406,103) -5% ESS REVENUES OVER(UNDER)EXPENDITURES 457,642I 89,9 (364,766)11 366,194 1 100% FUND BALANCE,BEGINNING 1,024,515 1,482,157 1,482,157 1,117,391 (364,766) -25% FUND BALANCE,ENDING 1,482,157 1,572,117 1,117,391 1,118,819 1,428 0% Restricted/Assigned/Committed Funds - 130,000 11,000 11,000 - 0% UNASSIGNED FUND BALANCE,ENDING $ 1,482,157 $ 1,442,117 $ 1,106,391 $ 1,107,819 $ 1,428 07. Operating Days 73 67 49 48 (1) -2% Daily Operating Expenditures $ 20,177 $ 21,511 $ 22,424 $ 23,008 $ 584 3% RESTRICTED/ASSIGNED/COMMITED FUNDS Assigned-Technology/FFE $ - $ 125,000 $ - $ - $ - 0% Assigned-Uniform/Equip replacement 5,000 11,000 11,000 0% 0% 0% 0% TOTAL S $ $ $ 11,000 $ 11,000 $ - 0% 287 RETURN TO T.O.C. Section 8 Westlake Academy Westlake Academy Overview Founded in 2003, Westlake Academy is an open enrollment charter school that is owned and operated by the Town of Westlake. The Academy is the Town's largest operating department, and is required under state law to publish a separate budget document. The Westlake Academy Fund was incorporated into the Town's budget structure in FY2010/11 in order to capture the total cost of municipal programs and services in a single document. Note that revenues and expenditures are aligned with the school fiscal year, which begins on September 1 and ends on August 31. For detailed information concerning Academy revenues and expenditures, see Westlake Academy's 2015/16 operating budget, available online at www.westlakeacademy.org. Revenues and Other Sources • General Fund adopted revenues and other sources are $8,399,173 • This reflects a .01% decrease of $39,909 from the prior year estimated revenues of 8,439,082. Expenditures and Other Uses • General Fund adopted expenditures and other uses total$8,397,745. • This reflects a 5% decrease of $406,103 from the prior year estimated expenditures of $8,803,848 Fund Balance • The ending fund balance is projected to$1,246,263 and reflects 48 operating days and daily operating expenditures of$23,008. ►� 62XX 63XX Contracted Services 12% Supplies&Materials 6% ►� 64XX Other Operating Costs 6% 65XX Debt Service 1% 61 XX Salaries 75% 288 RETURN TO T.O.C. Section 8 Westlake Academy August 12, 2016 Honorable Board of Trustees, As Superintendent of Westlake Academy, and in tandem with the administrative teams for both municipal and academic services, I am pleased to submit for your consideration, the Academic Budget for FY 2016/17. 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! I . INTRODUCTION Westlake Academy has faced several 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. GENERAL FUND BUDGET SUMMARY Amended Proposed $Increase %Increase FY 2015/2016 FY 2016/2017 (Decrease) (Decrease) n=& 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% UND BALANCE ENDING(Unassigned) $ 1,106,391 $ 1,107,819 $ #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% The Town of 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. 289 RETURN TO T.O.C. Section 8 Westlake Academy II. THE CHALLENGES OUR LOCAL CHALLENGES ALSO CONTINUE, AND INCLUDE: 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 considering Forging Westlake's forecast of 7.12% population growth between now and 2040. 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 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. These buildings increased our capacity and allowed for decompression of our current school facilities. The lottery waiting list for student admissions from our secondary boundaries continues to grow from 705 in 2011 to approximately 2,250 students for this coming school year. 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 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. 290 RETURN TO T.O.C. Section 8 Westlake Academy 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 balanced all these components considering maximizing staff efficiencies and processes to help contain large expenditure drivers such as employee health insurance. Continued Emphasis on Long-range Financial Planning:This 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 Board of Trustees as the budget is being prepared. Staff will also continue to produce a quarterly financial report for the Board that monitors and analyzes trends.The report serves as a valuable tool to assist in developing a proactive, rather than reactive, approach to our changing financial trends. OUR REGIONAL CHALLENGES CONTINUE TO BE: 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. 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 overtime. III . SHARED SERVICE MODEL The Academy operates under a shared services model whereby the municipal operations team provides human resources, financial,facilities, and administrative support services to the Academy. General maintenance and replacement of infrastructure and equipment is also expensed to the municipal budget. 291 RETURN TO T.O.C. Section 8 Westlake Academy MUNICIPAL INDIRECT COSTS Amend_ Adopted Increase Y 2015/16 FY 2016/17 Amount NO Municipal-Transfer to $ 315,000 $ 315,000 $ - 0% WA Operating Budget Annual Debt Service 1,858,591 2,033,785 175,194 9% (Municipal budget) Major Maint& Replacement 247,920 338,805 90,885 37% (Municipal Budget) In-direct Operating Costs 627,641 674,130 46,489 7% (Municipal Budget) $ 3,049,152 $ 3,361,720 $ 312,568 10% 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. 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. IV. FY16/17 GENERAL FUND BUDGET 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 16/17 General Fund budget totals$8,397,745 representing a 5% decrease from the prior year primarily due to the technology purchase of new laptops for teachers and new iPads for students. These items were purchased with designated fund balance in FY 15/16. 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). 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 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. 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. 292 RETURN TO T.O.C. Section 8 Westlake Academy COMBINED: GENERAL FUND ACADEMIC AND MUNICIPAL SERVICES Ir M mended opte ncrease %Increase FY 2015/201 FY 2016/2017 11 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% GRAND TOTAL $ 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% 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 adjusting as we move towards our goal. It is through our talented faculty, staff, students, and their supportive families,that we can unfailingly rise to challenges and hold to our vision. The daily operation of the Academy is made possible through our partnerships with the Town, Westlake Academy Foundation, and our affiliate groups. 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." I�L� Thomas E. Brymer Town Manager/Superintendent Westlake Academy "WestrakeAcademy is an 1-B WorrdSchoof whose mission is to provide students with an internationaffy minded education of the highest quality, so they are weff-bafanced and respectfuf fife-tong(earners." 293 RETURN TO T.O.C. Section 8 Westlake Academy BOARD OF TRUSTEES Westlake Academy is governed by a President and a five-member Board of Trustees. Each of the members is elected for a two-year term, and members currently serve on the Town Council for the Town of Westlake. The Board of Trustees establishes school policy, approves the Academy's annual operating budget, and serves as the legislative body of the Academy. f.. f a I I e i . -�4 ..i r �f I l The Board holds regular meetings on one Monday of each month.These meetings typically begin with a work shop at 5 p.m. and the regular meeting follows at 6 p.m. All meetings are held at Westlake Town Hall, 1301 Solana Blvd., Bldg.4-Suite 4202, on the second level in the Council Chambers/Municipal Courtroom. Front Left to Right • Alesa Belvedere Term expires May 2018 • Laura Wheat, President Term expires May 2018 • Carol Langdon Term expires May 2017 Back Left to Right • Rick Rennhack Term expires May 2017 • Michael Barrett Term expires May 2018 • Wayne Stoltenberg Term expires May 2017 294 RETURN TO T.O.C. Section 8 Westlake Academy WESTLAKE ACADEMY LEADERSHIP TEAM *Thomas E. Brymer Dr. Mechelle Bryson Superintendent of Schools Executive Principal/Director *Amanda DeGan Alan Burt Assistant Town Manager Asst Principal & Director of Athletics *Debbie Piper Stacy Stoyanoff Director of Diploma Years Finance Principal *Troy Meyer Dr. Andra Barton Director of Middle Years Facilities Principal *Jason Power Terri Watson Director of Middle Years Information Technology Coordinator *Ginger Awtry Rod Harding Director of Communications Primary Years & Community Affairs Principal *Todd Wood Alison Schneider Director of Human Resources Primary Years And Administrative e Services Coordinator Jennifer Furnish *Asterisk denotes shared services Student Services personnel between the academic Administrator and municipal service teams of Dr. Shelly Myers the Town of Westlake. Executive Director of the WAF in & Director of Development RETURN TO T.O.C. Section 8 Westlake Academy CITIZENS OF Advis A Tewn Texas Student Attorney Housing ToWN MANAGER AND WA SUPERINTENDENT Town Secretary Asst Principal/ Court Assistant Athletic Director Administrator Assistant Deputy Clerk S� AudentServiceInterndministrator Marshal Administrative Facilities Maintenance Staff /Parks&Recreation Part Time Finance Nurse Court Clerks WA Technician Part Time Clerk Supervisor PYP Primary Court Judge Principal Academic — [Budget Analyst PYP Planning& Coordinator Municipal — Development Primary Counselor Human Resources Development Permit Clerk Coordinator Primary Teachers Fire Chief Building Building HR Generalist Inspector InternLibrarian Fire Marshal 4Lieutenants Information Technology MYP Principal EFTFirefighter Public Works WA Technician ramedicsMYP Coordinator Technician Coordinator PT Firefighter Academic Paramedics Dean Police Services (contracted thru the MYP Teachers City of Keller) Executive Director Communications __LW.A.Foundation Communication DP Principal Assistant Specialist Coordinator Diploma Teachers This organizational chart is a visual depiction of the way work is c distributed within the Town of Westlake and Westlake Academy. Counselor It is also meant to be a tool to help enhance our working relationship with our customers, students and stake-holders,and to clear channels of communications to better accomplish our goals and objectives. WL 296 RETURN TO T.O.C. Section 8 Westlake Academy MISSION, VISION & VALUES Founded in 2003 with a mission to achieve academic excellence and develop life-long learners who become well-balanced, responsible global citizens, Westlake Academy is the first and only municipally- owned charter school in the State of Texas.The Academy is the fifth school of only ten in the United States, and the only public school,to offer the full IB curriculum for grades K-12. During this year's budget retreat, great care and consideration was given to the mission and vision of the Academy and the impact that these have on both the long-term goals of the Academy and its day- to-day operation. The vision and mission statements represent the outcome of this discussion and evidence the Board's continued dedication to academic excellence and personal achievement. The values statements are currently being reviewed by the Board and are listed here for reference only. MISSION "Westlake Academy is an IB World School whose mission is to provide students with an internationally minded education of the highest quality, so they are well-balanced and respectful life-long learners." a. VISION "Westlake Academy inspires college bound students to achieve their highest individual potential in a nurturing environment that fosters the traits found in the IB learner profile." i Inquirers, Knowledgeable, Thinkers, Communicators, Principled, Open-minded, Caring, Risk-takers, Balanced, and Reflective— VALUES �V ■ ■� Maximizing Personal Development • Academic Excellence Respect for Self and Others ■■ •• Personal Responsibility Compassion and Understanding ■ ■ ■ DESIRED OUTCOMES The following desired outcomes summarize the goals and 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 297 RETURN TO T.O.C. 7 s tis 298 RETURN TO T.O.C. all II II II - Ilf A - , ; i ��, I �:,{• I1Hf1 1!1!11111!!1 !11!11 1111 111111 . I '111111��! 1`r"^' 111111 114411 rol111 1 rT `4 299 RETURN TO T.O.C. 7 s tis 300 CAPITAL PROJECT FUNDS Combined Program Summary Fiscal Year 2016/2017 Adopted Estimated Adopted FY 16/17 Adopted Actuals Budget Budget Budget vs T' TURN TO T.O.C. FY 14/15 FY 15/16 FY 15/16 FY 16/17 7� FY 15/16 Estimated REVENUES&OTHER SOURCES General Sales Tax $ - $ - $ - $ $ - 0% Property Tax 0% Hotel Tax 0% Charge for Services 0% Beverage Tax 0% Franchise Fees 0% Permits&Fees 0% Permits&Fees Buildings 0% Fines&Forfeitures 0% Investment Earnings 7,400 17,144 6,900 6,900 0% Contributions 320,000 - 2,427,705 10,000 (2,417,705) -100% Misc Income - - - - 0% Total Revenues 327,400 17,144 2,434,605 16,900 (2,417,705) -99% Transfers In 1,590,000 1,723,515 - 1,210,000 1,210,000 100% Other Sources 1,125,000 8,456,145 8,500,000 8,500,000 100% Total Other Sources 2,715,000 10,179,660 9,710,000 9,710,000 100% $ $ 9,726,900 $ 7,292,295 EXPENDITURES&OTHER USES Payroll Transfer In $ $ - $ $ - $ - 0% Payroll Transfer Out 0% Total Payroll and Related 07. Debt 0% Economic Development 0% Insurance 0% Repair&Maintenance 0% Rent&Utilities 0% Services 0% Supplies 0% Water Purchases 0% Total Operations&Maintenance 0% TOTAL OPERATING EXPENDITURES 0% Capital Outlay 0% Projects-Maintenance&Replacement Funds - - - - 0% Projects-Capital&Expansions Funds 5,241,000 5,241,000 2,298,300 9,455,585 7,157,285 311% Total Capital 5,241,000 5,241,000 2,298,300 9,455,585 7,157,285 311% Transfers Out - - - - - 0% Other Uses 0% Total Other Uses 0% TOTAL NON-OPERATING EXPENDITURES 5,241,000 5,241,000 2,298,300 9,455,585 7,157,285 311% TOTAL EXPENDITURES 8 OTHER USE 5, 5,241,000 2,298,300 1 9,455,585 7,157,285 311 EXCESS REVENUES OVER(UNDER)EXPENDITURES F (2,198,600) 4,955,804 136,305 1 135,010 -99% FUND BALANCE,BEGINNING 2,540,736 2,540,736 2,540,736 2,677,041 136,305 5% UND BALANCE,ENDING 342,136 7,496,540 2,677,041 2,948,356 271,315 10% Restricted/Assigned/Committed Funds 342,136 7,496,540 2,677,041 2,948,356 271,315 10% UNASSIGNED FUND BALANCE,ENDING $ - $ - $ - $ - $ - 0% RESTRICTED/ASSIGNED/COMMITTED FUNDS Cash $ 342,136 $ 7,496,540 $ 2,677,041 $ 2,948,356 $ 271,315 10% - 0% 0% 0% 0% TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 342,136 7,496,540 2,677,041 2,948,356 271,315 10% 301 CAPITAL PROJECTS FUND COMBINING REVENUES, EXPENDITURES AND FUND BALANCE FISCAL YEAR 2016/2017 Capital Fund Expansion TOTAL RETURN TO T.O.C. Fund _ REVENUES AND OTHER SOURCES General Sales Tax $ - $ $ - Property Tax - - Charge for Services - Hotel Tax - Beverage Tax - - Franchise Fees - Permits and Fees - - Permits and Fees Building - Fines and Forfeitures - - Investment Earnings 6,000 900 6,900 Contributions 10,000 - 10,000 Misc Income - - - Total Revenues 16,000 900 16,900 Transfers In - 1,210,000 1,210,000 Other Sources 8,500,000 - 8,500,000 Total Other Sources 8,500,0001 1,210,000 9,710,000 TOTAL REVENUES AND OTHER SOURCES $ 8,516,0001 $ 1,210,9001 9,726,900 EXPENDITURES AND OTHER USES Payroll Transfers In $ - $ - $ - Payroll Transfers Out - - Total Payroll&Related Debt - - Economimc Development - - Insurance - - Repair&Maintenance - - Rent&Utilities - - Services - - Supplies - - Water Purchases - - Total Operations&Maintenance Capital Outlay - - Projects-Maintenance&Replacement Funds - - Capital Project Funds 9,455,585 9,455,585 Total Capital 9,455,585 9,455,585 Transfers Out - - Other Uses Total Other Uses - - TOTAL EXPENDITURES AND OTHER USES 9,455,585 9,455,585 EXCESS REVENUES OVER(UNDER)EXPENDITURES 1 (939,585) 1,210,900 1 271,315 BEGINNING FUND BALANCE 1 2,280,388 396,653 2,677,041 ENDING FUND BALANCE in- $ 1,340,803 $ 1,607,553 $ 2,948,356 302 RETURN TO T.O.C. Capital Pro*lects Fund I , This fund tracks the infrastructure and building projects funded with general fund operating transfers, bond funds, intergovernmental revenue and other special fund sources. Capital projects are those projects over $ 25,000 that may extend over one fiscal year to complete and reflect multiple expense categories such as engineering, design and construction. 303 Capital Projects Fund Program Summary Fiscal Year 2016/2017 Adopted Estimated Adopted FY 16/17 Adopted RETURN TO T.O.C. Actuals Budget Budget Budget vs FY 14/15 FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated REVENUES&OTHER SOURCES General Sales Tax $ - $ - $ $ $ - 0% Property Tax 0% Charge for Service 0% Hotel Occupancy Tax 0% Beverage Tax 0% Franchise Fees 0% Permits&Fees 0% Permits&Fees Building - 0% Fines&Forfeitures - 0% Investment Earnings 3,544 16,644 6,000 6,000 0% Contributions 649,565 2,427,705 10,000 (2,417,705) -100% Misc Income - - - - - 0% Total Revenues 653,109 16,644 2,433,705 16,000 (2,417,705) -99% Transfers In 1,438,801 1,273,515 - 0% Other Sources 8,456,145 - 8,500,000 8,500,000 100% Total Other Sources 1,438,801 9,729,660 8,500,000 8,500,000 100% TOTAL REVENUES&OTHER SOURCES $ 2,091,910 $ 9,746,304 $ 2,433,705 $ 8,516,000 $6,082,295 250% EXPENDITURES&OTHER USES Payroll Salaries $ - $ - $ - $ - $ - 0% Payroll Transfers 0% Total Payroll and Related 07. Debt 0% Economic Development 0% Insurance 0% Repair&Maintenance 0% Rent&Utilities 0% Services 0% Supplies 0% Water Purchases 0% Total Operations&Maintenance 07. TOTAL OPERATING EXPENDITURES Capital Outlay 0% Capital Projects 1,260,018 5,241,000 2,298,300 9,455,585 7,157,285 311% Projects M&R - - - - 0% Total Capital 1,260,018 5,241,000 2,298,300 9,455,585 7,157,285 311% Transfers Out-Operating - - 0% Transfers Out-Non Operating 0% Total Other Uses 0% TOTAL NON-OPERATING EXPENDITURES 1,260,018 5,241,000 2,298,300 9,455,585 7,157,285 311% TOTAL EXPENDITURES&OTHER USES 1,260,018 5,241,000 2,298,300 1 9,455,585 7,157,285 311% EXCESS REVENUES OVER(UNDER)EXPENDITURES 831,891 4,505,304 1 135,405 (939,585) 1 (1,074,990) 794% FUND BALANCE,BEGINNING 1,313,092 2,144,983 2,144,983 2,280,388 135,405 6% FUND BALANCE,ENDING 2,144,983 6,650,287 2,280,388 1,340,803 (939,585) -41% Restricted/Assigned/Committed Funds 2,144,983 6,650,287 2,280,388 1,340,803 (939,585) -41% UNASSIGNED FUND BALANCE,ENDING $ - $ - - - - 0% RESTRICTED/ASSIGNED/COMMITED FUNDS Cash 410 10110 00 000 $ 2,144,983 $ 6,650,287 $ 2,280,388 $ 1,340,803 $ (939,585) -41% TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS $ 2,144,983 $ 6,650,287 $ 2,280,388 $ 1,340,803 $ (939,585) -4176 304 RETURN TO T.O.C. Section 9 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 $8,516,000. • A 250%increase of$6,082,295 from prior year estimated revenues of$2,433,705. • 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 $2,417,705 in contributions. The prior year included $1.998M land contribution for the Fire Station/EMS Complex. Expenditures MV16/17 Pro�ons Amount • Expenditures are budgeted to be$9,455,585 Fire/EMS Station Complex $ 8,430,500 • A 311%increase of$7,157,285 from prior year E.Dove Rd Recon/Drain Vaq-TB 691,085 estimated revenues of$2,298,300. WA Outdoor Science Project 64,000 FM 1938/Dove Road Signalization 260,000 FM 1938/Solana Traffic Signalization 10,000 Fund Balance TOTAL CAPITAL PROJECTS $ 9,455 585 • The ending fund balance is projected to be $1,340,803. Impact of Capital on Operating Budget The purpose of the chart is to show the impact to the operating budget if the capital expenditures were undertaken. Some major costs associated with capital improvement projects always involve personnel, insurance and utilities. Examples of specific information are as follows: • If a workforce increase is needed - how much money would be added to the budget for salaries and employee benefits. And what about a workforce decrease is needed once the project is finished? • How much will property and casualty insurance rise or fall because of this project? What is the estimate of the impact in utility costs once the construction is completed? Must a piece of equipment be purchased or needed once the construction is completed? 305 RETURN TO T.O.C. Section 9 Capital Project Funds Capital Project Fund Overview �li�iiiiii■�� � 1. Fire EMS Station Complex 159,000 $422,807 $547,430 $519,669 $516,975 2. Outdoor Science Center 0 2,000 2,060 2,122 2,185 3. Maintenance &Storage Building 0 6,747 6,949 7,157 7,372 Total Facility Projects $159,000 $431,554 $556,439 $528,948 $526,5321 4. FM 1938 & Dove Rd Signalization $ 200 $ 200 $ 200 $ 200 $ 200 5. FM 1938 &Solana Signalization 200 200 200 200 200 6. Roanoke Rd Reconstruction &Drainage - - - 30,038 35,126 7. Sam School Rd Reconstruction & Drainage - - - 5,000 5,150 8. Dove Rd Reconstruction &Drainage - - - 5,000 5,150 9. Pearson Rd-Trail/ Reconstruction & - - - 42,230 42,230 Drainage 10. Ottinger Rd-Trail/Reconstruction & - - - 78,165 78,165 Drainage 11. SH 1 14 and Hwy 170 Enhancements - - - 60,835 60,835 Total Road/Street Projects $ 400 $ 400 $ 400 2�Ab&L`$227,056 APITAL ON OPERATING BUDGET $159,400 Facility Projects FY /17 FY 17 9ii Services $ - $ - $ 5,150 $ 5,305 $ 5,464 Insurance - 567 5,476 5,641 5,810 Repair&Maintenance - 3,030 53,121 23,215 18,311 Rent &Utilities - 5,150 69,885 71,981 74,140 Debt Service 159,000 422,807 422,807 422,807 422,807 OPERATING IMPACT $ 159,000 $ 431,554 $ 556,439 $ 528,948 $ 526,532 Road and Street Projects jIMPACT TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 Repair&Maintenance $ - $ - $ - $ 10,000 $ 15,388 N Rent& Utilities 400 400 400 400 400 Debt Service 211,268 211,268 OPERATING IMPACT 400 $ 400 $ 400 $ 221,668 $ 227,056 306 Capital Projects Fund RETURN TO T.O.C. 5 Year Projection Adl.pte-dj Projection Descri tion L FY 16-17 FY 17-18 1 FY 18-19 FY 19-201 FY 20-2 TOTALS TOTALS Interest Income $ 6,000 $ 6,000 $ 6,000 $ 6,000 $ 6,000 $ 6,000 $ 24,000 $ 36,000 r (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 8,500,000 8,550,000 64 Contribution(land) 1,998,000 1,998,000 64 Fire Station Complex Project (2,098,000) (8,430,500) (359,653) (359,653) (10,888,153) MMV NET(FUNDS PROVIDED WITH FUND BALANCE) (50,000) 69,500 (359,653) (359,653) (340,153) 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 - 68 Contribution 26,390 26,390 68 Dove Rd/FM 1938Signalization (10,000) (260,000) (270,000) NET(FUNDS PROVIDED WITH FUND BALANCE) JMMJr6,390 (260,000) (243,610) 69 Cont(ibution 21,850 21,850 69 Solana/SH 114 Signal NET(FUNDS PROVIDED WITH FUND BALANCE) 21,850 21,850 70 Contribution 259,540 259,540 70 Solana/FM 1938 Signal (102,000) (10,000) (112,000) NET(FUNDS PROVIDED WITH FUND BALANCE) 157,540 (10,000) 147,540 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) 307 RETURN TO T.O.C. 74-s�ff tis 308 RETURN TO T.O.C. Westlake Academy I Expansion • The Westlake Academy Expansion Fund tracks and accumulates resources intended to finance future expansions projects at the Academy. 309 Westlake Academy Expansion Fund Program Summary Fiscal Year 2016/2017 Adopted Estimated Adopted FY 16/17 Adopted RETURN TO T.O.C. Actuals Budget Budget Budget vs FY 14/15 FY 15/16 FY 15/16 FY 16/17 FY 15/16 Estimated REVENUES&OTHER SOURCES General Sales Tax $ - $ - $ $ $ - 0% Property Tax 0% Charge for Service 0% Hotel Occupancy Tax 0% Beverage Tax 0% Franchise Fees 0% Permits&Fees 0% Permits&Fees Building 0% Fines&Forfeitures 0% Investment Earnings 1,401 500 900 900 0% Contributions - - - - 0% Misc Income - 0% Total Revenues 1,401 500 900 900 07o Transfers In 464,328 450,000 - 1,210,000 1,210,000 100% Other Sources - - - - 0% Total Other Sources 464,328 450,000 1,210,000 1,210,000 100% TOTAL REVENUES&OTHER SOURCES $ 465,729 $ 450,500 $ 900 $ 1,210,900 $1,210,000 4444% EXPENDITURES&OTHER USES Payroll Salaries $ - $ - $ - $ - $ - 0% Payroll Transfers 0% Total Payroll and Related 07. Debt 0% Economic Development 0% Insurance 0% Repair&Maintenance 0% Rent&Utilities 0% Services 0% Supplies 0% Water Purchases 0% Total Operations&Maintenance 07o TOTAL OPERATING EXPENDITURES 0 - 07o Capital Outlay - 0% Capital Projects 494,669 0% Projects M&R - 0% Total Capital 494,669 07. Transfers Out-Operating 0% Transfers Out-Non Operating - 0% Total Other Uses 0% TOTAL NON-OPERATING EXPENDITURES 494,669 0% TOTAL EXPENDITURES&OTHER USES 494,669 0% EXCESS REVENUES OVER(UNDER)EXPENDITURES (28,940) 1 450,500 1 9001,210,900 1 1,210,000 1 134444% FUND BALANCE,BEGINNING 424,694 395,753 395,753 396,653 900 0% FUND BALANCE,ENDING 395,753 846,253 396,653 1,607,553 1,210,900 305% Restricted/Assigned/Committed Funds 395,753 846,253 396,653 1,607,553 1,210,900 305% UNASSIGNED FUND BALANCE,ENDING $ - $ - - - - 0% RESTRICTED/ASSIGNED/COMMITED FUNDS Cash 412 10110 00 000 $ 395,753 $ 846,253 $ 396,653 $ 1,607,553 $ 1,210,900 305% TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS $ 395,753 $ 846,253 $ 396,653 $ 1,607,553 $1,210,900 305% 310 RETURN TO T.O.C. Section 9 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; approximately 18,900 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. This represents a 100% increase from the prior year estimated revenues. 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 Proiects 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 $ 15,283,934 311 RETURN TO T.O.C. 74-s�ff tis 312 RETURN TO T.O.C. II lips It " I if Il{ �"' � I, ���• 11Hfpl Q � ] 1111111111IIIi�.I1R1!!1 II� �IA IIIIAI�. 1 lil �.. I '11A1111��! A`r"^NY IIIAII INA All 11111141 E rll� lIA! Ir too !r. NINA NONE- tn4F 313 RETURN TO T.O.C. 74-s�ff tis 314 RETURN TO T.O.C. Section I I Capital Improvement Plan CIP Overview CAPITAL IMPROVEMENT PLAN OVERVIEW OVERVIEW The Capital Improvement Plan (CIP) 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. 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. 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? • CIP 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 315 RETURN TO T.O.C. Section 1 1 Capital Improvement Plan CIP Overview WHAT IS A CAPITAL PROJECT? Capital includes all long-lived infrastructures such as water facilities, sewers, streets, parks and buildings along with major equipment like fire trucks, radio systems, vehicles, computers and fixtures. Capital projects are the individual action plans that make up a Capital Improvement Plan. The capital projects in this CIP have been categorized into the following groups: Parks & Recreation, Facilities,Transportation, Vehicles and Utilities. 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 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. 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 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: 1. General Obligation (GO) bonds which require voter approval and Certificates of Obligation 2. (CO) bonds which do not require voter approval. 316 RETURN TO T.O.C. Section 1 1 Capital Improvement Plan CIP Overview 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. FUNDED VS UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENTS In prior years, the majority of capital improvements in Westlake have been unfunded. These projects represent capital needs that are subject to more discussion and are included to convey to the Town leaders and other interested parties the general parameters and breadth of those capital needs. These projects may be moved to the "Funded" section of this CIP or moved out into future years depending on priorities, funding availability, and other considerations. $20 $15 d� $10 $5 $9.82JO AMM $0 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 Funded © Unfunded This 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. 317 RETURN TO T.O.C. Section 1 1 Capital Improvement Plan CIP Impact to Operating Budget CIP IMPACT TO THE OPERATING BUDGET The Town of Westlake's operating budget is directly affected by the Capital Improvement Program (CIP) budget. CIP projects can often increase or decrease costs. CIP investments in technology or significant improvements to existing maintenance intensive assets can reduce operating budget costs. However, new facilities and land acquisitions typically increase operating expenditures. Operating costs are carefully considered in deciding which projects move forward in the CIP budget. It is typically impossible to absorb many large increases in operating costs at once; therefore, projects are programmed to prevent shocks to operating budgets. Several projects are currently included in the Adopted CIP, and could have future impacts on the operating budget. OVERVIEW The Capital Improvement Program (CIP) guides new construction and improvements to the Town's infrastructure and facilities, ranging from road expansion to repairs on publicly owned buildings, to acquisition of new water sources. The CIP requires a sound operating budget and a solid financial base to allow for debt or cash financing of capital projects. A well prepared operating budget assists in raising or maintaining the bond rating of the Town. A higher bond rating means that the Town pays a lower interest rate for the bonds sold to finance capital projects. The annual budget process takes into account requirements of funding infrastructure, maintenance, and related operational costs. REVENUE SOURCES AND PROJECTIONS Development of the CIP has two phases. 1. The first phase is revenue projections. Like revenue projections for the operating budget, trends are studied, and performance assumptions are generated. From these assumptions, expenditure estimates are developed. Since the CIP involves long term planning, revenue projections must be made further into the future than those required for the operating budget. Components of revenue funding for the CIP are: o Sales tax revenue for freeway and road construction is managed through the Sales Tax Trust Fund until the funds are transferred to projects or to the Debt Service Fund to pay debt service on sales tax general obligation bonds. o Interest earnings on the fund balance and current revenues contribute to CIP revenue. o Transfers from other funds, such as the Tourism and Convention Fund for Century II, Lawrence-Dumont Stadium and parking facilities, and from Tax Increment Financing Funds for economic development projects are considered in revenue estimating. o Other parts of CIP financing are budgeted as debt service in proprietary funds. 2. The second phase is existing debt service obligations. Existing debt is considered when estimating the additional amount of debt that can be assumed under the Town's policy. After the new debt for proposed projects is calculated and all revenue sources are identified, projects are prioritized and funds are allocated for long range planning.The revenues and debt service expenditures are managed through the two Debt Service Funds of the Town. 318 RETURN TO T.O.C. Section 1 1 Capital Improvement Plan CIP Impact to Operating Budget PROJECT REVIEW The second phase of developing the CIP involves the project requests. Through a series of meetings, project plans are developed, studied and ranked according to criteria set forth by Town policy. Projects proposed for the CIP are reviewed, evaluated, and recommended under the following guidelines: 1. General revenue-supported debt: Maintain a Capital Improvement Program within the debt limitations established by state law, and within a maximum local mill levy debt service established by the Town Council. 2. Capital improvement projects must meet the established useful life criteria to be financed: J_ Public buildings 40 years � 10year New road construction 40 years 10 year Major road rehabilitation 15 years 10 year Water,sewer&drainage 40 years 20 year Miscellaneous items Based on asset 10 year Local sales tax projects 10 year 15 year 3. Maintenance of the highway and street system to provide safe and effective vehicular access and efficient urban traffic flow emphasizing the following: • Include features in new projects which will reduce future maintenance requirements • Provide good streets and roadways to serve Town facilities 4. Emphasize projects without regard to the percentage of the total CIP funds available. 5. Develop a balanced capital maintenance program for all types of Town assets. 6. Include beautification and landscape improvements in projects, especially on arterials and highways, facilities, etc. 7. Insure an adequate water supply for existing neighborhoods and for the planned growth and development of the Town. ADOPTION OF THE CIP CIP recommendations are forwarded to the Town Manager and then to the Town Council. The Town Council may shift, add, or delete projects in the proposed CIP. Like the operating budget, the Town Council will adopt the CIP. IMPLEMENTATION After the CIP is adopted by the Town Council, departments use the CIP as a guide for implementing capital improvements. BUDGETING FOR ONGOING OPERATING COSTS OF CIP PROJECTS As a general practice, the CIP is developed and revised in a process that parallels development of the Town's operating budget. Departments provide estimated ongoing costs associated with CIP projects so all costs can be considered in the evaluation process. When a project is completed, the operating costs are included in the department's operating budget. 319 RETURN TO T.O.C. 7 s tis 320 RETURN TO T.O.C. on Funded Capital Improvement Prolects A Capital Improvements Program (CIP) is for the purchase, construction or replacement of the physical assets of the Town. This section includes a listing of projects for the current year as well as projects that are planned for implementation over a five-year period . 321 RETURN TO T.O.C. ALL FUNDED AND PROPOSED CAPITAL PROJECTS FIVE YEAR PROJECTION * new project added or moved from unfunded(under consideration)this year I� . . CP64 Fire Station Complex 19,500 50,000 8,430,500 359,653 - - - $8,859,653 CP64 Fire Station Complex(Land) - 1,998,000 - - - - - $1,998,000 CP71 WA Outdoor Learning Space 43,575 64,000 $107,575 CP72 WA Bleachers/Film Tower 19,725 - - $19,725 CP65 Maintenance&Storage Facility - - - 41,200 - - - $41,200 Sub-Total-Facilities Improvements $ 19,500 $2,111,300 $ 8,494,500 $ 400,853 $ $ $ $11,026,153 CP34 Roanoke Road Recon/Drain South 2,900 - - - - 453,000 - $455,900 CP40 Sam School Rd Recon/Drainage - - - 281,960 - $281,960 CP41 Dove Rd Recon/Drain(Vaq/TB) - 75,000 691,085 - - - - $766,085 CP60 Pearson Lane Recon/Drainage - - - - 404,125 - - $404,125 CP53 Trail-Dove/Pearson/Aspen 290,016 - $290,016 CP58 Ottinger Road Recon/Drainage - 983,954 $983,954 CP52 Trail-Academy to Cemetery - - - 300,949 $300,949 CP68 FM 1938/Dove Road Signalization 2,400 10,000 260,000 - - - - $272,400 CP 70 FM 1938/Solana Traffic Signalization 157,541 102,000 10,000 - - $269,541 Sub-Total-Road/Street/Trail Improvements $ 162,841 $ 187,000 $ 961,085 $ 281,960 $694,141 $1,737,903 $ $4,024,930 TOTAL GOVERNMENTAL PROJECTS $ 182,341 $2,298,300 $ 9,455,585 $ 682,813 $694,141 $1,737,903 $ $15,051,083 UF31 N1 Sewer Line Transfer 1&1 246,121 - 96,435 - - - - $342,556 TOTAL UTILITY FUND PROJECTS $ 246,121 $ $ 96,435 $ $ - $ $ $342,556 TOTALGRAND •JECTS r FUNDING ANALYSIS FY 16/17 FY 17/18 FY 18/19 1 FY 19/20 FY 20/21 Contributions 157,541 1,998,000 10,000 - - 2,165,541 Cash 251,421 250,300 1,111,520 682,813 $2,296,054 FY 16/17 Fire Station-30 yr Bonds 19,500 50,000 8,430,500 - - - $8,500,000 FY 18/19 Street/Trail-20 yr Bonds - - - 694,141 1,737,903 $2,432,044 TOTALGRAND �� 322 RETURN TO T.O.C. FUNDED CAPITAL IMPROVEMENT N41rFi Station Complex Project Description: 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 wE Emergency Operations Center(EOC)with a back-up generator for JU sustainability. The project includes the acquisition of land by private .- c 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%. 410-72000-00-000-000064 Totals Thru Estimated 5 Year Projection 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 PROJECT TOTAL 19,500 2,048,000 1 8,288,000 502,145 10,857,645 410-33501-00-000-000064 Totals Thru Estimated 5 Year Projection 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 or - 10,857,645 16 • •- Totals Thru Estimated 5 Year Projection 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 15,918 Insurance - - - - 4,893 5,040 5,191 15,124 Repair&Maintenance - - - - 50,000 20,000 15,000 85,000 Rent&Utilities - - - - 64,580 66,517 68,513 199,610 Debt Service - - 159,000 422,807 422,807 422,807 422,807 1,850,228 OPERATING IMPACT 11 i 159,000 422,807 547,430 519,669 516,975 1 2,165,880 323 RETURN TO T.O.C. FUNDED CAPITAL IMPROVEMENT Outdoor Learning Space Project Description: 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. ` �u`, 410-74400-00-000-000071 Totals Thru Estimated 5 Year Projection 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 ir EXPENDITURES TOTAL - 43,575 64,000 - 107,575 410-33700-00-000-000071 Totals Thru Estimated 5 Year Projection 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 -10 02,200 r 5,375 - - • • : loci 9W Totals Thru Estimated 5 Year Projection 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 8,367 Utilities - - - Debt Service - - - - OPERATING IMPACT 2,122 324 RETURN TO T.O.C. FUNDED CAPITAL IMPROVEMENT Maintenance & Storage Facility Project Description: 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% 410-72000-00-000-000065 Totals Thru Estimated 5 Year Projection Project EXPENDITURE TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 1 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 - - - - - - - - 11 EXPENDITURES TOTAL - - 41,200 410-10110-00-000-000000 Totals Thru Estimated 5 Year Projection 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 - Fr Totals Thru Estimated 5 Year Projection 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 2,370 Repair&Maintenance - - - 1,030 1,061 1,093 1,126 4,309 Rent&Utilities - - - 5,150 5,305 5,464 5,628 21,546 Debt Service - - - - - - - - Other - - - - - - - OPERATING IMPACT 7 28,225 325 RETURN TO T.O.C. FUNDED CAPITAL IMPROVEMENT FM 1938IDove Road Signalization Project Description: This project will provide for the signalization of the FM 1938 and Dove Road intersection consistent with the enhancements at SH 114. The need to signalize is being caused by , the proposed signalization of FM 1938 and Solana Blvd/Capital Pkwy that is currently included with the Entrada development improvements. The installation of a proposed traffic signal at FM 1938 and Solana Blvd/Capital Pkwy.in connection with the Granada h + and Entrada developments intersection would increase traffic congestion and safety at 'Z w fry 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. 410-73000-00-000-000068 Totals Thru Estimated 5 Year Projection Project EXPENDITURE TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 1 FY 19/20 FY 20/21 Total Engineering 2,400 10,000 - - - - - 12,400 Construction - - 260,000 - - - - 260,000 Design - - - - - - - - Contingency - - - - - - - - Other - - - - - - - - EXPENDITURES TOTAL 7FY 410-10110-00-000-000034 Totals Thru Estimated 5 Year Projection Project FUNDING TYPE FY 14/15 FY 15/166/17 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 26,389 243,611 - • •- 11"IC11:ill Biel Totals Thru Estimated 5 Year Projection 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 1,000 Debt Service - - - - - - - OPERATING IMPACT 200 1 200 1 200 1,000 RETURN TO T.O.C. FUNDED CAPITAL IMPROVEMENT FM 1938ISolana Traffic Signalization Project Description: 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. S�} 410-73000-00-000-000070 Totals Thru Estimated 5 Year Projection Project EXPENDITURE TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 1 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, ••• 410-10110-00-000-000034 Totals Thru Estimated 5 Year Projection 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/G rants 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 - Totals Thru Estimated 5 Year Projection 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 1,000 Debt Service - - - - - - - OPERATING IMPACT Elp"r200 200 200 1,000 327 RETURN TO T.O.C. FUNDED CAPITAL IMPROVEMENT ' • , • ' • , • RecoWuction and Drainage South 0 (Highway 170 south to Town limits) Project Description: The project will provide stabilization of road subgrade and 6"of asphalt to approximately 4,000 LF of Roanoke Road and replace/improve culverts and ditches,consistent with 2011 Graham Pavement Evaluation Study. Project improvements will be from Highway 170 south to the Town limits. Anticipate crack sealing during the 2nd year after completion. 410-73000-00-000-000034 Totals Thru Estimated 5 Year Projection Project EXPENDITURE TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 1 FY 19/20 FY 20/21 Total Engineering 2,900 - - - - 50,000 - 52,900 Construction - - - - - 403,000 - 403,000 Design - - - - - - - - Contingency - - - - - - - - Other - - - - - - - - EXPENDITURES TOTAL 453,000 7FY 410-10110-00-000-000034 Totals Thru Estimated 5 Year Projection Project FUNDING TYPE FY 14/15 FY 15/166/17 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 2,90 - - 453,000 • •- 11"IC11:ill Biel Totals Thru Estimated 5 Year Projection 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 5,088 Rent&Utilities - - - - - - - - Debt Service - - - - - 30,038 30,038 60,076 OPERATING IMPACT 11 1 30,038 1 35,126 65,164 328 RETURN TO T.O.C. FUNDED CAPITAL IMPROVEMENT Sam ScW1 ' • , • ' - • • i l • e 0 (Solana to Town Project Description: The project will provide stabilization of road subgrade and 6"of asphalt to approximately 2,000 LF of Sam School Road and replace/improve culverts and ditches,consistent with 2011 Graham Pavement Evaluation Study. Anticipate crack sealing 2nd year from completion. Includes 150 linear feet of sidewalk. 410-73000-00-000-000040 Totals Thru Estimated 5 Year Projection Project EXPENDITURE TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 1 FY 19/20 FY 20/21 Total Engineering - - - 44,308 - - - 44,308 Construction - - - 237,652 - - - 237,652 Design - - - - - - - - Contingency - - - - - - - - Other - - - - - - - EXPENDITURES TOTAL 281,960 ��• 410-10110-00-000-000040 Totals Thru Estimated 5 Year Projection Project FUNDING TYPE FY 14/15 FY 15/16 IFY 16/17 FY 17/18 FY 18/19 1 FY 19/20 FY 20/21 Total Cash(Fund Balance) - - - 281,960 - - - 281,960 Contributions/Grants - - - - - - - - Bond Issuance - - - - - - - - Unfunded - - - - - - - - Other - - - - - - - - FUNDING TOTAL - 281,960 281,960 Totals Thru Estimated 5 Year Projection 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 10,150 Rent&Utilities - - - - - - - - Debt Service - - - - - - - OPERATING IMPACT 5,000 5,150 10,150 329 RETURN TO T.O.C. FUNDED CAPITAL IMPROVEMENT • ' • , • Reconstruction an• Drainage 0 (Vaquero to Terra Bella) Project Description: The project will provide stabilization of road subgrade and 6"of asphalt to approximately 6,500 LF of Dove Road and replace/improve culverts and ditches,consistent with 2011 Graham Pavement Evaluation Study.Staff is working with the Southlake developer to include a portion of this project . • when the Southlake portion is realighed and reconstructed in 2015/2016. +; 3 f f � A k ,3 1 410-73000-00-000-000041 Totals Thru Estimated 5 Year Projection Project EXPENDITURE TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 1 FY 19/20 FY 20/21 Total Engineering - 75,000 25,000 - - - - 100,000 Construction - - 666,085 - - - - 666,085 Design - - - - - - - - Contingency - - - - - - - - Other - - - - - - - - EXPENDITURES TOTAL 766, 410-33501-00-000-000041 Totals Thru Estimated 5 Year Projection Project FUNDING TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 1 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 • •- Totals Thru Estimated 5 Year Projection 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 10,150 Rent&Utilities - - - - - - - - Debt Service - - - - - - - - OPERATING IMPACT 5,000 5,150 10,150 330 RETURN TO T.O.C. FUNDED CAPITAL IMPROVEMENT Pearson Reconstruction/Drainage TraH - Dove Road/Pearson Road Aspen Lane Project Description: This project will providetrail connectivity from Aspen Lane north to Dove Road along the east side of Pearson Road. This will include crosswalk devices at the corner of Dove and Pearson. In addition the project will provide stabilization of road subgrade and 5"of asphalt to approximately 1,300 LF of Pearson Lane and replace/improve culverts and ditches, consistent with 2011 Graham Pavement Evaluation Study. Anticipate crack sealing during the 2nd year after completion. J Project 53 Trail $290,016 1 Project 60 R&D $404,125 Grand Total $694,141 410-74400-00-000-000053 Totals Thru Estimated 5 Year Projection 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 410-33501-00-000-000053 Totals Thru Estimated 5 Year Projection Project 410-33501-00-000-000060 FY 14/15 FY 15/16FY 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 Totals Thru Estimated 5 Year Projection 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 84,460 OPERATING IMPACT Mql 42,230 1 42,230 84,460 331 RETURN TO T.O.C. FUNDED CAPITAL IMPROVEMENT Ottinger Road ' - • • I • - & Trail Academy)(North of Westlake Project Description: This project will provide stabilization of road subgrade and 7"asphalt to approximately 4,000 LF of Ottinger Road(from Westlake Academy to SH 170)and replace/improve culverts and ditches,consistent with 2011 Graham Pavement Evaluation Study. Anticipate crack sealing during the 2nd year after completion. In conjunction with this project,the existing Ottinger _ i,'• '. . 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 Southeas corner of the cemetery property(primitive parking,restrooms and water fountain). Project 52 Tran $300,949 Project 58 R&D $983.954 Grand Total $1,284,903 410-74400-00-000-000052 Totals Thru Estimated 5 Year Projection Project 410-73000-00-000-000058 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 Total Trail-Engineering/Design - - - - - 22,999 - 22,999 Trail-Construction - - - - - 231,080 - 231,080 Trail-Design - - - - - 46,870 - 46,870 Road/Bridge-Engineering - - - - - 204,985 - 204,985 Road/Bridge-Construction - - - - - 778,969 - 778,969 EXPENDITURES TOTAL 1,284,903 - 1,284,903 410-33501-00-000-000052 Totals Thru Estimated 5 Year Projection Project 410-33501-00-000-000058 FY 14/15 FY 15/16FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 Total Cash(Fund Balance) - - - - - - - Contributions/Grants - - - - - - - - Bonds 2018/2019 CO - - - - - 1,284,903 - 1,284,903 Unfunded - - - - - - - - Other - - - - - - - - FUNDING TOTAL 1,284,903 1,284,903 Totals Thru Estimated 5 Year Projection 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 78,165 156,330 'MI OPERATING IMPACT 78,165 1 78,165 1 156,330 332 RETURN TO T.O.C.)ED (UNDER DISCUSSION) CAPITAL IMPROVEMENT SH114 & Hwy 170 Enhancements Project Description: This project was anticipated to be a cooperative effort between Westlake,Trophy Club, and Roanoke consisting of the design and construction of landscape and hardscape improvements to the SH 170&Hwy 114 interchange to include plantings,painting,and entry monuments. Maintenance is for irrigation only. To-date the Town has paid $239,433 for engineering 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 • z 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. 410-73000-00-000-000030 Totals Thru Estimated 5 Year Projection 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 3,000,000 3,244,433 410-33700-00-000-000030 Totals Thru Estimated 5 Year Projection Project FUNDING TYPE FY 14/15 FY 15/16 7FY 16/17 FY 17/18 FY 18/19 1 FY 19/20 FY 20/21 Total Cash(Fund Balance) 89,811 - 5,000 - - - - 94,811 Contributions/Grants 149,622 - - 2,000,000 - - 2,149,622 Bonds 2011 CO$2.095M - - - - - - - - Bonds 2018/2019 - - - - 1,000,000 - - 1,000,000 Other - - - - - - - - FUNDING TOTAL 1 239,433 1 3,000,000 - 3,244,433 Totals Thru Estimated 5 Year Projection 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 60,835 121,670 OPERATING IMPACT 11 60,835 1 60,835 1 121,670 333 RETURN TO T.O.C. FUNDED CAPITAL IMPROVEMENT TRA • • of Project Description: This project is intended to transfer ownership of a section of sewer line from Westlake and Southlake to TRA. It includes the design and construction of a metering station with SCADA equipment at the proposed �.•, �,, ..�• Town of Westlake'Point of Entry." r go id ■ g Totals Thru Estimated 5 Year Projection Project EXPENDITURE TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 1 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 5 Year Projection 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 5 Year Projection IMPACT TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 TOTAL Supplies - - - - - - - Services - - - - - - - - Insurance - - - - - - - - Repair&Maintenance - - - - - - - - Rent&Utilities - - - - - - - - Debt Service - - - - - - - OPERATING IMPACT 334 RETURN TO T.O.C. in Unfunded Capital Improvement Prolects This section includes a listing of projects over a five-year period that Town staff has identified but cannot be addressed given funding limitations. 335 RETURN TO T.O.C. ALL UNFUNDED (UNDER DISCUSSION) CAPITAL PROJECTS FIVE YEAR PROJECTION * new project added this year FY Project Description . . Municipal Town Hall Buuilding 318,000 8,903,455 9,221,455 WA Phase II-15 Classroom Secondary Addition 4,676,839 - 4,676,839 WA Phase II-4 Classroom Kindergarten Addition 2,996,035 - 2,996,035 WA Phase III-Art&Science Classrooms - 1,934,422 1,934,422 WA Phase III-Performing Arts Center 5,391,638 5,391,638 WA Sports Field Lighting 285,000 - 285,000 Total Facilities Improvements �$ $ $285,000 $ $ 7,990,874 $16,229,515 $24,505,389 Glenwyck Farms Telecommunications Ductbank - 720,000 720,000 Hwy 377 Landscape Improvements 742,000 - 742,000 Dove&Randol Mill Traffic Circle 674,238 742,630 1,416,868 Trail-Fidelity Campus to Westlake Parkway on 114 - 311,640 311,640 Trail Connection at 114/Solana - 17,345 17,345 WA Pedestrian Underpass - - 741,600 741,600 SH 114/170 Enhancements 239,433 5,000 3,000,000 - - 3,244,433 Total Road/Street Improvements/Trails $ 239,433 $ $ $ 5,000 $3,000,000 $ 1,416,238 $ 2,533,215 $ 7,193,886 Cemetery Improvements 92,700 65,564 67,531 69,557 295,352 15-30 Acre Community Park - - 7,349,616 183,706 7,533,322 Roanoke Road Open Space - 44,908 86,520 - 131,428 Total Parks/Cemetery $ $ $ $ 92,700 $ 110,472 $ 7,503,667 $ 253,263 $ 7,960,102 TOTAL UNFUNDED(UNDER DISCUSSION) 336 RETURN TO T.O.C.)ED (UNDER DISCUSSION) CAPITAL IMPROVEMENT V AM • . ill • • Project Description: 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 a- Westlake.Costs are escalated by 3%annually based on today's projections. '4 l In anticipation of receiving a 5 year lease for town hall,staff is proposing to �OM begin engineering and design in FY 19/20 with construction and completion, e a in FY 20/21 and 21/22(both years expenditures are included in FY 20/21). S �� . .� •tee' , .. 410-72000-00-000-000063 Totals Thru Estimated 5 Year Projection Project EXPENDITURE TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 F 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 5 Year Projection 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 5 Year Projection 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 143,100 143,100 337 RETURN TO T.O.C.)ED (UNDER DISCUSSION) CAPITAL IMPROVEMENT Westlake Academy - Phase H - 15 Classroom Secondaty Addition Project Description: 4 „„ 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 11. 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. • -• Totals Thru Estimated 5 Year Projection 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 - - 44! - - 51,500 - 51,500 EXPENDITURES TOTAL - - 4,676,839 - 4,676,839 • Totals Thru Estimated 5 Year Projection 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 5 Year Projection 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 338 RETURN TO T.O.C.)ED (UNDER DISCUSSION) CAPITAL IMPROVEMENT Westlake Academy - Phase H - 4 Classroom Kindergarten Addition Project Description: Per the Master Plan this project is part of Phase 11. The Kindergarten addition would be located east of the original w primary building.This would include:4 classrooms with �� q,..n. individual restrooms in each room for a total of 4,600 �J., square feet that will match existing exterior building features. Phase 11 will bring an additional 276 students to total 1,098. K-5 grades=18 students and 6-12 grades=24 students. Totals Thru Estimated 5 Year Projection 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 - - 44! - - 30,000 - 30,000 EXPENDITURES TOTAL - - 2,996,035 - 2,996,035 • 9 Totals Thru Estimated 5 Year Projection 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 5 Year Projection 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 339 RETURN TO T.O.C.)ED (UNDER DISCUSSION) CAPITAL IMPROVEMENT AcademyWestlake : Science ClassroomAddition Project Description: - J 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 r, Tri _a n.4k o Sciences Center.The addition would include 3 classrooms, F�I labs and offices. 4J -' �7� Totals Thru Estimated 5 Year Projection 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 - Iff 1 1,934,422 1,934,422 Totals Thru Estimated 5 Year Projection 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 5 Year Projection 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 340 RETURN TO T.O.C.)ED (UNDER DISCUSSION) CAPITAL IMPROVEMENT AcademyWestlake • • Arts Center Project Description: In Phase III of the Westlake Academy Master Plan,a newqF 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. ��Cs•� �t �� x or-- Totals Thru Estimated 5 Year Projection Project 7Engineenng ENDITURE TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 Total - - - - - 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 - Iff 1 5,391,638 5,391,638 Totals Thru Estimated 5 Year Projection 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 5 Year Projection 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 341 RETURN TO T.O.C.)ED (UNDER DISCUSSION) CAPITAL IMPROVEMENT Westlake Academy - Sports Field Lighting Project Description: ' 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 A r r need to comport to our outdoor lighting standards and directives from the Council and Planning&Zoning : recommendations regarding low lighting conditions. K.-=Y' Totals Thru Estimated 5 Year Projection 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 - - I - - - I - I - - EXPENDITURES TOTAL - T - 1 285,000 - y 285,000 • • Totals Thru Estimated 5 Year Projection 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 lopq Totals Thru Estimated 5 Year Projection 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 3,900 Services - - - - 1,200 1,200 2,400 Insurance - - - - 500 500 500 1,500 Repair&Maintenance - - - - 1,000 1,000 1,000 3,000 Rent&Utilities - - - - - 1,500 1,500 3,000 Other - - - - - - - - OPERATING IMPACT 342 RETURN TO T.O.C.)ED (UNDER DISCUSSION) CAPITAL IMPROVEMENT Glenwyck Farms Telcommunications Ductbank Project Description: This project will provide for the construction of approximately 11,000 LF of telecommunication ductbank within the Glenwyck subdivision to accomodate the installation of improved telecommunication lines. Additionally,this will provide a connection of the ductbank from Granda to Terra Bella. Totals Thru Estimated 5 Year Projection 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 Totals Thru Estimated 5 Year Projection Project FUNDING TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 1 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 5 Year Projection 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 343 RETURN TO T.O.C.)ED (UNDER DISCUSSION) CAPITAL IMPROVEMENT Hwy 377 Landscape Improvements Project Description: 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 WORTH. preparations,drip irrigation,and concrete edging/mowstrip.Since the project will be within state ROW,the Town will submit this project to WESTLAKE TxDOT for potential grant funding opportunities similar to the FM 1938 median landscape project. Lv Totals Thru Estimated 5 Year Projection 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 Totals Thru Estimated 5 Year Projection Project FUNDING TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 1 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 Totals Thru Estimated 5 Year Projection 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 10,455 Rent&Utilities - - - - - 10,300 10,609 20,909 Debt Service - - - - - - - OPERATING IMPACT 15,450 344 RETURN TO T.O.C.)ED (UNDER DISCUSSION) CAPITAL IMPROVEMENT Dove ' • . • & Randol Project Description: Reconstruction and reconfiguration of Dove Road and - r 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. a Totals Thru Estimated 5 Year Projection Project EXPENDITURE TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 1 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 11416,868 Totals Thru Estimated 5 Year Projection Project FUNDING TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 1 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 1,416,868 Totals Thru Estimated 5 Year Projection 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 6,031 Rent&Utilities - - - - - 5,941 6,119 12,060 Debt Service - - - - - - - - OPERATING IMPACT 6 8,912 9,179 345 RETURN TO T.O.C.)ED (UNDER DISCUSSION) CAPITAL IMPROVEMENT Trail - Fidelity Campus • Westlake Parkway on 114 Project Description: This project will provide connectivity from Hwy 114 to Capital Parkway along the east side of Westlake Parkway. V Totals Thru Estimated 5 Year Projection 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 - - #REF! #REF! Other - - - - - - - - EXPENDITURES TOTAL #REF! #REF! Totals Thru Estimated 5 Year Projection Project FUNDING TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 1 FY 18/19 FY 19/20 FY 20/21 Total Cash(Fund Balance) - - - - - - Contributions/Grants - - - - - - - Bonds - - - - - - - - Unfunded - - - - - - #REF! #REF! Other - - - - - - - FUNDING TOTAL #REF! Totals Thru Estimated 5 Year Projection 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 346 RETURN TO T.O.C.)ED (UNDER DISCUSSION) CAPITAL IMPROVEMENT Trail Connection at 114 and Solana Project Description: This project will be a cooperative effort between Westlake, Trophy Club,and Southlake consisting of the design and •c engineering of an intra-city trail system. The j 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. 1 L .� Totals Thru Estimated 5 Year Projection 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 5 Year Projection 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 5 Year Projection 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 347 RETURN TO T.O.C.)ED (UNDER DISCUSSION) CAPITAL IMPROVEMENT T Westlake Academy - Pedestrian Underpass Project Description: - a 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. 5 • I # • _ Totals Thru Estimated 5 Year Projection 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 5 Year Projection Project FUNDING TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 1 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 1 741,600 Totals Thru Estimated 5 Year Projection 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 - - - - 206 212 219 637 Debt Service - - - - - - - OPERATING IMPACT F 219 637 348 RETURN TO T.O.C.)ED (UNDER DISCUSSION) CAPITAL IMPROVEMENT AL Project Description: This project was anticipated to be a cooperative effort between Westlake,Trophy Club, and Roanoke consisting of the design and construction of landscape and hardscape improvements to the SH 170&Hwy 114 interchange to include plantings,painting,and entry monuments. Maintenance is for irrigation only. To-date the Town has paid $239,433 for engineering 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. -• Totals Thru Estimated 5 Year Projection 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 1 3,000,000 3,244,433 �FY tals Thru Estimated 5 Year Projection Project FUNDING TYPE 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 5 Year Projection 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 60,835 121,670 OPERATING IMPACT 1 60,835 60,835 121,670 349 RETURN TO T.O.C.)ED (UNDER DISCUSSION) CAPITAL IMPROVEMENT Project Description: These improvements will consist of section markers, roadways and landscaping. The project also anticipates a future trail head with rest facilities that will accomodate the future cemetery/academy trail. Based on current funding sources,this project will be dependent upon the future sale �- of plots 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. Totals Thru Estimated 5 Year Projection Project EXPENDITURE TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 1 FY 19/20 FY 20/21 Total Engineering - - - - - - - Construction - 92,700 65,564 67,531 69,557 295,351 Design - - - - - - Contingency - - - - Other - - - - - EXPENDITURES TOTA 65,564 67,531 69,557 295,351 Totals Thru Estimated 5 Year Projection Project FUNDING TYPE FY 14/15 FY 15/167FY6/17 !F7Y177/18 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 - - I - - - FUNDING TOTAL Mir - 65,564 1 67,531 69,557 295,351 Totals Thru Estimated 5 Year Projection 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 17,351 Insurance - - - - Repair&Maintenance - 16,841 17,346 17,866 52,052 Rent&Utilities - - - - - Debt Service - - - - OPERATING IMPACT nor22,454 1 23,128 23,821 69,403 350 RETURN TO T.O.C.)ED (UNDER DISCUSSION) CAPITAL IMPROVEMENT Community-30 Acre Project Description: This project would include the purchase of 15 to 30 acres of open space with the ability to add amenities such as small covered pavilions,trail heads,playground stations,sports fields,general use open spaces,dog park,restroom, football field,running track,cross country trail,outdoor tennis and basketball courts,baseball and softball fields. The project would include restrooms,concession area with outdoor eating area and parking. This facility would provide programs and activities to the Westlake community and Westlake Academy. - Totals Thru Estimated 5 Year Projection 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 IN • Totals Thru Estimated 5 Year Projection 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 - - - - - - - - UNDING TOT 1511 MW 1 7,349,616 183,706 7,533,322 Totals Thru Estimated 5 Year Projection Project IMPACT TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 1 FY 19/20 FY 20/21 Total Supplies - - - 2,975 3,065 6,040 Services - - - 17,851 18,387 36,238 Insurance - - - - - - Repair&Maintenance - - - 2,975 3,065 6,040 Rent&Utilities - - - 9,521 9,807 19,327 Debt Service - - - - - - - - Fr- OPERATING IMPACT 34,323 351 RETURN TO T.O.C.)ED (UNDER DISCUSSION) CAPITAL IMPROVEMENT Project Description: The town owns two acres of undeveloped open space _ � t located south of HWY 170 on Roanoke Road.This project L� would be completed in two phases. Phase I includes the removal of all the brush and mesquite trees,adding park benches and planting trees.Phase 11 would include adding a trail head with a five to six space parking area. Totals Thru Estimated 5 Year Projection 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 Totals Thru Estimated 5 Year Projection Project FUNDING TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 1 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 Totals Thru Estimated 5 Year Projection 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 352 RETURN TO T.O.C. -1 7 (077 77 77 T II lip$ rt II II - Ilf - , ; i ��, I �:,{• I1HfA 1!1!l1111!!i !11!11 114111lIIA1 . I lil �.. I '11A111��! A`r"^NY 111A11 INA All 11111111111111411 ..... ...... ..... rT .t ► _ . ~� �' ar• TW , ! 353 RETURN TO T.O.C. 74-s�ff tis 354 RETURN TO T.O.C. Fiscal & Budgetary Policies The overall intent of the 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. 355 RETURN TO T.O.C. Section 1 1 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. 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. 356 RETURN TO T.O.C. Section 1 1 Municipal Policies Municipal Fiscal & Budgetary Policies 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. 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. 57 RETURN TO T.O.C. Section 1 1 Municipal Policies Municipal Fiscal & Budgetary Policies 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. 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. 358 RETURN TO T.O.C. Section 1 1 Municipal Policies Municipal Fiscal & Budgetary Policies 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? 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. 359 RETURN TO T.O.C. Section 1 1 Municipal Policies Municipal Fiscal & Budgetary Policies 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. 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. 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. 60 RETURN TO T.O.C. Section 1 1 Municipal Policies Municipal Fiscal & Budgetary Policies V. EXPENDITURE CONTROL A. Appropriations-The point of budgetary control is at the department level in the General Fund and at the fund level in all other funds. When budget adjustments among Departments and/or funds are necessary,they must be approved by the Town Council. B. Current Funding Basis-The Town shall operate on a current funding basis. Expenditures shall be budgeted and controlled so as not to exceed current revenues plus the planned use of fund balance accumulated through prior year savings. (The use of fund balance shall be guided by the Fund Balance/Retained Earnings Policy Statements.) C. Avoidance of Operating Deficits-The Town shall take immediate corrective actions if at any time during the fiscal year expenditure and revenue re-estimates are such that an operating deficit (i.e., projected expenditures in excess of projected revenues) is projected at year-end. Corrective actions can include a hiring freeze,expenditure reductions,fee increases,or use of fund balance within the Fund. D. Balance/Retained Earnings Policy-Expenditure deferrals into the following fiscal year,short- term loans,or use of one-time revenue sources shall be avoided to balance the budget. E. Maintenance of Capital Assets-Within the resources available each fiscal year,the Town shall maintain capital assets and infrastructure at a sufficient level to protect the Town's investment, to minimize future replacement and maintenance costs,and to continue service levels. F. Periodic Program Reviews-The Town Manager shall undertake periodic staff and third-party reviews of Town programs for both efficiency and effectiveness. Privatization and contracting with other governmental agencies will be evaluated as alternative approaches to service delivery. Programs which are determined to be inefficient and/or ineffective shall be reduced in scope or eliminated. G. Salary-The Town shall strive to maintain competitive salary levels for municipal employees. A salary survey will be conducted through a sampling of surrounding and comparable municipal organizations to create a comparison. The Town will strive to maintain salary levels within three percent (3%) of the median of surveyed benchmark municipalities. H. Purchasing-The Town shall make every effort to maximize any discounts offered by creditors/vendors.Staff shall also use competitive bidding in accordance to State law,as well as intergovernmental partnerships and purchasing cooperatives to attain the best possible price on goods and services. 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. 361 RETURN TO T.O.C. Section 1 1 Municipal Policies Municipal Fiscal & Budgetary Policies C. Use of Fund Balance-The Council delegates the responsibility to assign funds to the Town Manager or his/her designee. The Council shall have the authority to assign any amount of funds. Assignments may occur subsequent to fiscal year-end. The Council will utilize funds in the following spending order: Restricted,Committed,Assigned, Unassigned Fund Balance will be targeted to only be used with Council approval and can be only be used for the following: Emergencies, non-recurring expenditures such as technology/FF&E (furniture,fixtures and equipment), or major capital purchases that cannot be accommodated through current year savings. Should such use reduce the balance below the appropriate level set as the objective for that fund,recommendations will be made on how to restore it. The Council shall approve all commitments by formal action. The action to commit funds must occur prior to fiscal year-end,to report such commitments in the balance sheet of the respective period,even though the amount may be determined subsequent to fiscal year-end. A commitment can only be modified or removed by the same formal action. VII. DEBT MANAGEMENT A. Debt Issuance Analysis- All consideration of debt issuance for major capital assets will be prepared within the framework of a Council approved multi-year capital improvement plan and forecast for all Town facilities and infrastructure. B. Analysis of Debt Issuance and Debt Issuance Alternatives-Staff will explore alternatives to the issuance of debt for capital acquisitions and construction projects. These alternatives will include,but not be limited to, grants-in-aid • use of reserves • use of either current on-going general revenues or one-time revenues • contributions from developers and others • leases userfees impact fees C. Use of Debt Financing-The useful life of the asset or project shall,at a minimum,exceed the payout schedule of any debt the Town assumes. Debt financing instruments to be considered by the Town may include: General obligation bonds-These must be authorized by a vote of the citizens of Westlake. Revenue bonds-These bonds generate capital requirements necessary for continuation or expansion of a service which produces revenue and for which the asset may reasonable be expected to provide for a revenue stream to fund the debt service requirement. Certificates of obligation-These can be authorized by Council approval with debt service by either general revenues or backed by a specific revenue stream or a combination of both. Lease/purchase agreements-These shall only be used to purchase capital assets that cannot be financed from either current revenues or fund balance/retained earnings and to fund infrastructure improvements and additions. 362 RETURN TO T.O.C. Section 1 1 Municipal Policies Municipal Fiscal & Budgetary Policies D. Assumption of Additional Debt-The Town shall not assume more tax-supported general purpose debt than it retires each year without first conducting an objective analysis as to the community's ability to assume and support additional debt service payments. E. Affordability Targets-The Town shall use an objective multi-year analytical approach to determine whether it can afford to assume new general purpose debt beyond what it retires each year.This process shall compare generally accepted standards of affordability to the current values for the Town.The process shall also examine the direct costs and benefits of the proposed expenditures.The decision on whether or not to assume new debt shall be based on these costs and benefits and on the Town's ability to"afford" new debt as determined by the aforementioned standards.The Town shall strive to achieve and/or maintain these standards at a low to moderate classification. F. Debt Structure-The Town shall structure its debt payment schedules for general purpose debt to ensure level principal repayment schedules.The Town shall not assume any debt with "balloon'repayment schedules which consist of low annual payments and one large payment of the balance due at the end of the term.While balloon payment structures minimize the size of debt payments during the period,they force a large funding requirement on the budget of the final year.Given the uncertainties of the future, level payment schedules improve budget planning and financial management. 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 3.50 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. 363 RETURN TO T.O.C. Section 1 1 Municipal Policies Municipal Fiscal & Budgetary Policies B. Legislative Program-The Town shall cooperate with other jurisdictions to actively oppose any State or Federal regulation or proposal that mandates additional Town programs or services and does not provide the funding to implement them.Conversely,as appropriate,the Town shall support legislative initiatives that provide more funds for priority local programs. IX. GRANTS A. Grant Guidelines-The Town shall apply,and facilitate the application by others,for only those grants that are consistent with the objectives and high priority needs previously identified above in these policies. The potential for incurring on-going costs,to include the assumption of support for grant funded positions from local revenues,will be considered prior to applying for a grant. B. Grant Review-All grant submittals shall be reviewed for their cash match requirements,their potential impact on the operating budget,and the extent to which they meet the Town's policy objectives. If there are cash match requirements,the source of funding shall be identified prior to application. Staff will focus on one-time grants to avoid long-term implications related to additional expenditures in future years. C. Grant Program Termination-The Town shall terminate grant funded programs and associated positions when grant funds are no longer available unless alternate funding is identified. X. ECONOMIC DEVELOPMENT A. Positive Business Environment-The Town shall endeavor,through its regulatory and administrative functions,to provide a positive business environment in which local businesses can grow,flourish and create jobs.The Town Council and Town staff will be sensitive to the needs,concerns and issues facing local businesses. B. Commitment to Business Expansion, Diversification,and Job Creation-The Town shall encourage and participate in economic development efforts to expand Westlake's economy to increase local employment.These efforts shall not only focus on newly developing areas but also on other established sections of Westlake where development can generate additional jobs and other economic benefits. C. Coordinate Efforts with Other Jurisdictions-The Town's economic development program shall encourage close cooperation with other local jurisdictions,chambers of commerce,and groups Interested in promoting the economic well-being of this area. D. Cost/Benefit of Incentives for Economic Development-The Town will use due caution in the analysis of any tax or fee incentives that are used to encourage economic development. A cost/benefit (fiscal impact) analysis will be performed as part of such evaluation for each prospect. Economic development agreements will contain performance language as to the business's proposed economic impact to Westlake in exchange for Town incentives with adequate "claw-back" provisions for the Town. XI. FISCAL MONITORING A. Financial Status and Performance Reports-Quarterly reports comparing expenditures and revenues to current budget, projecting expenditures and revenues through the end of the year, noting the status of fund balances to include dollar amounts and percentages,and outlining any remedial actions necessary to maintain the Town's financial position shall be prepared for review by the Town Manager and the Council. 364 RETURN TO T.O.C. Section 1 1 Municipal Policies Municipal Fiscal & Budgetary Policies 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 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. 365 RETURN TO T.O.C. Section 1 1 Municipal Policies Municipal Fiscal & Budgetary Policies E. Internal Financial Reporting-The Finance Department will prepare internal financial reports sufficient for management to plan, monitor,and control Town's financial affairs. XIV. CAPITAL BUDGET AND PROGRAM A. Preparation-The Town's capital budget will include all capital projects funds and all capital resources. While the capital budget will be prepared annually on a project basis,it will be based on an on-going, multi-year capital improvement plan (CIP) that shows all funded and unfunded projects as identified by staff for all Town facilities and infrastructure. The multi-year CIP will be reviewed annually, updated by staff and presented to the Council for its review and approval. The annual capital budget will be prepared by the Finance Department with the involvement of responsible departments based on the multi-year CIP. B. Control-All capital project expenditures must be appropriated in the capital budget. The Finance Director must certify the availability of resources before any capital project contract is presented to the Town Council for approval. C. Program Planning-The capital budget will be taken from the capital improvements project plan for future years. The planning time frame for the capital improvements project plan should normally be five years,with a minimum of at least three years. The replacement and maintenance for capital items should also be projected for the next five years. Future maintenance and operational costs will be considered so that these costs can be included as appropriate in the annual budget. D. Financing Programs-Where applicable and with Council approval,impact fees, pro-rata charges,assessments,or other fees should be used to fund capital projects which have a primary benefit to specific,identifiable property owners. Recognizing that long-term debt is usually a more expensive financing method,alternative financing sources will be explored before debt is issued. When debt is issued,it will be used to acquire major assets with expected lives which equal or exceed the average life of the debt issue. 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. 366 RETURN TO T.O.C. Section 1 1 Municipal Policies Municipal Fiscal & Budgetary Policies B. Department Directors' Responsibilities-Each department director is responsible for ensuring that good internal controls are followed throughout his/her department,that all directives or internal controls are implemented,and that all independent auditor internal control recommendations are addressed. Departments will develop and periodically update written internal control procedures. XVII. ASSET MANAGEMENT A. Investments-The Finance Director shall promptly invest all Town funds with the depository bank in accordance with the provisions of the current Bank Depository Agreement or in any negotiable instrument authorized by the Town Council. Further,investments shall be made in accordance with the Investment Policy approved by the Town Council for the Town of Westlake that meets the requirements of the Public Funds Investment Act (PFIA),Section 2256 of the Texas Local Government Code. The Finance Director will issue quarterly reports on investment activity to the Town Council. B. Cash Management-Town's cash flow will be managed to maximize the cash available to invest. Such cash management will entail the centralization of cash collections,where feasibility,including utility bills, building and related permits and license,fines,fees,and 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. 367 RETURN TO T.O.C. 74-s�ff tis 368 RETURN TO T.O.C. Investment Policy It is the policy of the Town of Westlake that the administration of its funds and the investment of those funds shall be handled as its highest public trust. 369 RETURN TO T.O.C. Section 1 1 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. Liquidity-The Town's investment portfolio will remain sufficiently liquid to enable it to meet all operating requirements which might be reasonably anticipated. Investment decisions will be based on cash flow analysis of anticipated expenditures. Diversification - Diversification is required in the portfolio's composition. Diversification of the portfolio will include diversification by maturity and market sector and will include the use of a number of broker/dealers or banks for diversification and market coverage. Competitive bidding will be used on each sale or purchase. Yield -The Town's investment portfolio shall be designed with the objective of attaining a reasonable market yield, taking into account the Town's risk constraints and cash flow needs. A reasonable market yield for the portfolio will be defined as the six month (180 day) U.S.Treasury Bill which compares to the portfolio's maximum weighted average maturity of six months. The authorized investment purchased will be of the highest credit quality and marketability supporting the objectives of safety and liquidity. Securities,when not matched to a specific liability,will be short term to provide adequate liquidity. The portfolio shall be diversified to protect against market and credit risk in any one sector. 70 RETURN TO T.O.C. _ Section 1 1 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. 371 RETURN TO T.O.C. _ Section 1 1 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. 372 RETURN TO T.O.C. _ Section 1 1 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 1020 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. 373 RETURN TO T.O.C. _ Section 1 1 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. 374 RETURN TO T.O.C. Employee Pay Plan Policy 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. 375 RETURN TO T.O.C. Section 1 1 Municip7Po/ici;sEmployee Pay Plan 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. 376 RETURN TO T.O.C. Section 1 1 Municip7Po/ici;sEmployee Pay Plan 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 377 RETURN TO T.O.C. Section 1 1 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. 378 RETURN TO T.O.C. Section 1 1 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. 379 RETURN TO T.O.C.! r Section 1 1 Municipal Policies Employee Pay Plan Policy VI. BROADBAND CLASSIFICATIONS AND PAY BAND RANGES SUB SUB G B B R A A A N N D D KIND TITLE D E TITLE MIN E POLICY TOP COORDINATING 10 5 Town Manager MAKING MANAGEMENT 4 POLICY 9 3 Asst.Town Manager $131,223 $195,534 2 1 D PROGRAMMING SENIOR COORDINATING 8 5 Fire Chief,Public Works Director,Finance $90,962 $172,912 MANAGEMENT Director,Town Secretary 4 Director of Information Technology,Director $62,837 $151,664 of Planning and Development,Director of Facilities and Recreation,Director of HR& Admin Services,Director of Building Construction and Zoning Enforcement PROGRAMMING 7 3 2 1 C INTERPRETIVE MIDDLE COORDINATING 6 5 MANAGEMENT 4 INTERPRETIVE 5 3 2 1 Fire Marshal $75,714 $114,921 B ROUTINE SKILLED COORDINATING 4 5 Fire Lieutenant $65,760 $95,133 4 Court Administrator,Finance Supervisor $47,985 $98,374 ROUTINE 3 3 Accounting Tech II,HR Generalist, $27,122 $66,245 Communications Specialist,Customer Service Coordinator,Permit Technician 2 1 A AUTOMATIC SEMI COORDINATING 2 5 SKILLED 4 AUTOMATIC 1 3 Firefighter Paramedic,Firefighter EMT, $45,978 $73,596 Firefighter 2 Town Marshal $56,646 $72,875 1 Court Clerk,Administrative Assistant,Public $23,121 $52,512 Works Technician o DEFINED UNSKILLED DEFINED 0 I A_ -- 380 RETURN TO T.O.C. Section 1 1 Municipal Policies Employee Pay Plan Policy 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). • "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). 381 RETURN TO T.O.C. 74-s�ff tis 382 RETURN TO T.O.C. _77 � 1 u all II - Ilf -A Z - 119119;kw - , ; i ��, � I �,�:,{• I1Hf1 1!1!!1111!11 !11!11 11� �11 1l1111�. !11111 INA 4:I1 1111111 AL rT I.L, 383 RETURN TO T.O.C. 74-s�ff tis 384 RETURN TO T.O.C. Section 12 Appendix Ordinance to Adopt Budget TOWN OF WESTLAKE ORDINANCE NO.797 N AN ORDINANCE OF THE TOWN COUNCIL OF THE TOWN OF WESTLAKE, TEXAS, REVISING THE BUDGET FOR THE 2015-2016 FISCAL YEAR; ADOPTING THE N 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. N Ordinance 797 Paga I of 2 385 RETURN TO T.O.C. Section 12 Appendix Ordinance to Adopt Budget 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 shalt 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: ; �-,— GSC � Lauea L.Wheat,Mayor Kelly Edward own Secretary Thomas E.Brer,To n Man ger APPROV S T RM: of wEsr IL5tdnton o T n Attorney TE X N5 N Ordinance 797 Page 2 of 2 386 RETURN TO T.O.C. Section 12 Appendix Ordinance to Adopt Property Tax Rate TOWN OF WESTLAKE ORDINANCE NO. 798 AN ORDINANCE OF THE TOWN COUNCIL OF THE 'TOWN OF WESTLAKE, N 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 1 of 387 RETURN TO T.O.C. Section 12 Appendix Ordinance to Adopt Property Tax Rate NOW, THEREFORE, BE IT ORDAINED BY THE TOWN COUNCIL OF THE TOWN OF WESTLAKE,TEXAS: SECTION l: 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 I I.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 2 of 3 388 RETURN TO T.O.C. Section 12 Appendix Ordinance to Adopt Property Tax Rate other than a tax year preceding the tax year in which the county, municipality,or junior college district established the 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. SECTIONS: 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 191h DAY OF SEPTEMBER 2016. v ATTEST: �V L ruaL a L.Wheat,Mayor Kelly Edwards,Town Secretary omas ,T n M eager APPROVE S- O F `0�Wes;, ^x L.St n t ow ,T A rney ` � .,rEX p,5 Ordinance 798 Page 3 of 389 RETURN TO T.O.C. Section 12 Appendix Glossary of Terms • Account: A separate financial • Activity: A service performed statements and the utilization reporting unit for budgeting, by a department or division. of resources. management, or accounting purposes. All budgetary • Allocation: A part of a lump- Balance Sheet: The basic transactions, whether revenue sum amount, which is financial statement, which or expenditure, are recorded in designated for expenditure by discloses the assets, liability, accounts. specific organization units and equities of an entity at a and/or for special purposes, specific date in conformity with • Adopted Budget: The budget activities, or objects. General Accepted as modified and finally Accounting Principles. approved by the Town • Amortization: Payment of Council. The adopted budget principal plus interest over a Balanced Budget: A budget is authorized by resolution that fixed period. adopted by the Town Council sets the legal spending limits for and authorized by resolution the fiscal year. • Appropriation: An authorization where the proposed made by the legislative body expenditures are equal to or • Accounts Payable: A liability of a government,which less than the proposed account reflecting amount of permits officials to incur revenues plus fund balances. open accounts owed to obligations against and to private persons or make expenditures of Basis of Accounting: A term organizations for goods and governmental resources. used to refer to when revenue, services received by a Specific appropriations are expenditures, expenses, and government (but not including usually made at the fund level transfers-and related assets amounts due to other funds of and are granted for a one- and liabilities-are recognized the same government or to year period. in the accounts and reported other governments). in the Town's financial • Appropriation Ordinance: The statements. • Accounts Receivable: An asset official enactment by the account reflecting amounts legislative body establishing Bond: A written promise to pay owed to open accounts from the legal authority for officials a specified sum of money, private persons or to obligate and expend called the face sum of money, organizations for goods or resources. called the principal amount, at services furnished by the a specified date or dates in the government. • Assets: Resources owned or future, called the maturity held by the Town which has date(s), together with periodic • Accrual Accounting: monetary value. interest at a specified rate. Recognition of the financial effects of transactions, events, • Audit: An examination, usually Bond Covenant: A legally and circumstances in the by an official or a private enforceable agreement with periods) when they occur accounting firm retained by bondholders that requires the regardless of when the cash is the Town Council, of governmental agency selling received or paid. organization financial the bond to meet certain 390 RETURN TO T.O.C. Section 12 Appendix Glossary of Terms conditions in the repayment of the limitations of available services. Cost may be incurred the debt. appropriations and revenues. before money is paid; that is, as soon as liability is incurred. • Bond Ordinance: A law Capital Expenditures: Any approving the sale of bonds major non-recurring Council: The Mayor and five that specifies how proceeds expenditure or expenditure for council members collectively may be spent. facilities, including additions or acting as the legislative and major alterations, construction policymaking body of the town • Bond Funds: Resources of highways or utility lines, fixed derived from issuance of bonds equipment, landscaping or Current Assets:Those assets for financing capital similar expenditures. which are available or can be improvements. made readily available to • Cash Basis: A basis of finance current operations or • Budget: The Town's financial accounting under which to pay current liabilities. Those plan for a specific fiscal year transactions are recognized assets which will be used up or that contains an estimate of when cash changes hand converted into cash within one proposed expenditures and year.Some examples are cash, the proposed means of • Certificates of Obligations temporary investments, and financing them. (CO's): Similar to general accounts receivable collected obligation bonds except within one year. • Budget Amendment: A revision certificates require no voter of the adopted budget that, approval. Current Liabilities: Debt or other when approved by the legal obligation arising out of Council, replaces the original • Comprehensive Annual transactions in the past which provision. Financial Report(CAFR): This must be liquidated, renewed, report summarizes financial or refunded within one year. • Budget Calendar: Schedule of data for the previous fiscal key dates which the Town year in a standardized format. Debt Service Fund: A fund used follows in the preparation and to account for the moneys set adoption of the budget. • Contingency: A budgetary aside for the payment of reserve set aside for interest and principal to • Budget Document: Instrument emergencies or unforeseen holders of the Town's general used by the budget-making expenditures not otherwise obligation and revenue bonds, authority to present a budgeted. the sale of which finances comprehensive financial plan long-term capital of operations to the Town • Contractual Services: The costs improvements, such as Council. related to services performed facilities, streets and drainage, for the Town by individuals, parks and water/wastewater • Budgetary Control: The control businesses, or utilities. systems. or management of the organization in accordance • Cost:The amount of money or Deficit: The excess of with an approved budget for other consideration expenditures over revenues keeping expenditures within exchanged for property or during an accounting period; 391 RETURN TO T.O.C. Section 12 Appendix Glossary of Terms or, in the case of proprietary assets over its current liabilities buildings, improvements other funds, the excess of expense and required reserve limits. than buildings, machinery, and over income during an equipment. accounting period. Exempt: Personnel not eligible to receive overtime pay and Franchise Fee: A fee levied by • Department: A major who are expected to work the Town Council on businesses administrative division of the whatever hours are necessary that use Town property or right- Town that indicates overall to complete their job of-way. This fee is usually management responsibility for assignments. charged as a percentage of an operation or a group of gross receipts. related operations within a Expenditures: Outflow or non- functional area. enterprise funds paid or to be Full-Time Equivalent (FTEL The paid for an asset obtained or measure of authorized • Depreciation: Change in the goods and services obtained. personnel often referred to as value of assets (equipment, worker-years. The full time buildings, etc. with a useful life Expenses: Outflow of equivalent of 1 person (1 FTE) of 5 years or more) due to the enterprise funds paid or to be approximately represents 2080 use of the asset. paid for an asset obtained or hours of work per year. goods and services obtained. • EMS: Emergency Medical Fund: A fiscal and accounting Services Fiscal Policy: The Town's entity with a self-balancing set policies with response to of accounts recording cash • Encumbrances: The spending and debt and other financial resources, commitment of appropriated management as they relate to together with all related funds to purchase an item or government services, liabilities and residual equities service. programs, and capital or balances, and changes investments. therein, which are segregated • Enterprise Fund: A fund for the purpose of carrying on established to account for Fiscal Year: A 12-month period specific activities or attaining operations that are financed to which the annual operating certain objectives in and operated in a manner budget applies and at the end accordance with special similar to private business of which a government regulations, restrictions, or enterprises-where the intent determines its financial position limitations. of the governing body is that and the result of its operations. the costs of providing goods or The Town of Westlake's fiscal Fund Accounting: A services to the general public year begins each October 1 st governmental accounting on a continuing basis be and ends the following system that is organized and financed or recovered September 30th. operated on a fund basis. primarily through user charges. • Fixed Assets: Assets of a long- Fund Balance: The excess of a • Excess Fund Balance: The term character,which are fund's current assets over its excess of a fund's current intended to continue to be current liabilities, sometimes held or used, such as land, called working capital or fund 392 RETURN TO T.O.C. Section 12 Appendix Glossary of Terms equity. A negative fund in another fund. The General . Inter-fund transfer: The transfer balance is often referred to as Fund is tax supported. of money from one fund to a deficit. another. • General Obligation Bonds: • GAAP-Generally Accepted Bonds sold and guaranteed by • Investments:Securities and real Accountina Principles: the Town, in which the full faith estate held to produce Uniform minimum standards and credit of the Town is revenues in the form of interest, and guidelines for financial pledged for repayment. dividends, rentals, or lease accounting and reporting. payments. They govern the form and • Governmental Funds: The funds content of the financial through which most ISO: Insurance Service Office. statements of an entity. GAAP governmental functions The system to determine the encompass the conventions, typically are financed.The rating of a fire department. A rules and procedures acquisition, use, and financial scale of 1 to 10, with 1 being necessary to define accepted resources and the related the best score. This ISO rating accounting practice at a time. current liabilities are schedule examines many They include not only broad accounted for through factors relating to local fire guidelines of general governmental funds (General, departments, especially applications, but also detailed Special Revenue, Capital focusing on training and practices and procedures. Projects, and Debt Service equipment, and examines the GAAP provide a standard by Funds). locations of the fire stations in which to measure financial the community. presentations. • Goal: Generalized statements of where an organization L.F. (Linear feet): Length in • GASB: Acronym for desires to be at some future feet. Government Accounting time regarding certain Standards Board, an operating elements (e.g. Lift Station: The Town's independent, non-profit financial condition, service collection system relies on agency responsible for the levels provided, etc.) gravity to collect water. When promulgation of accounting the system gets to an and financial reporting . Grant: A contribution by a unreasonable depth, a lift procedures for governmental government or other station pumps the water to a entities. organization to support a higher elevation so the gravity function. Typically, these process can begin again. • GFOA: Government Finance contributions are made to Line-item budget: A budget Officers Association of the local governments from state format in which departmental United States and Canada or federal governments. outlays are grouped per the items that will be purchased. • General Fund: The fund used to • Infrastructure: Basic public account for all financial investments such as streets, MGD: Million gallons per day. resources except those storm drainage,water and required to be accounted for sewer lines, streetlights and Maintenance: The upkeep of sidewalks. physical properties in condition 393 RETURN TO T.O.C. Section 12 Appendix Glossary of Terms for use or occupancy. • Obiectives: Specific, the goods or services, Examples are the inspection of measurable targets set in whichever comes later. If this is equipment to detect defects relation to goals. not satisfied, the Town may be and the making of repairs. charged interest on the unpaid • Operating Budget: Plan for balance at the rate of lea per • Modified Accrual Accounting: current expenditures and the month. This method of accounting is a proposed means of financing combination of cash and them. The annual operating Property Tax Reduction Sales accrual accounting since budget is the primary means Tax(PTR): '/2 cent sales tax expenditures are immediately by which most of the financing, approved by the Town of incurred as a liability while acquisition, spending, and Westlake voters in May, 2006. revenues are not recorded service delivery activities of the Texas law allowed the Town to until they are received or are Town are controlled. The use of collect the new '/2 cent sales "Measurable" and "available annual operating budgets is tax that does not share the for expenditure". This type of required by State law. restrictive spending limitations accounting basis is on revenues designated to the conservative and is • Operating Expenditure: 4A Economic Development recommended as the Expenditure on an existing item Fund '/2 cent sales tax. 4A sales standard for most government of property or equipment that tax was dissolved and funds. is not a capital expenditure. replaced with this sales tax. • Municipal: Of or pertaining to • Ordinance: An authoritative Proposed Budget: The financial a Town or its government. command or order. This term is plan initially developed by used for laws adopted by a departments and presented • Non-departmental: Accounts municipality. by the Town Manger to the for expenditures or professional Town Council for approval. services and other general • Performance Measures: government functions,which Specific quantitative measures Proprietary Funds: Operation cannot be allocated to of work performed within an that operates like a private individual departments. activity or program. They may operation, in which services also measure results obtained are financed through user • Non-exempt: Personnel eligible through an activity or program. charges and expenditures to receive overtime pay when include the full cost of overtime work has been • Personnel Services: operations. authorized or requested by the Expenditures for salaries, wages supervisor. and related fringe benefits of • Public Hearing: An open Town employees. meeting regarding proposed • Obiect Code: The standard operating or capital budget classification of the • Prompt Payment Act: Adopted allocations,which provide expenditures such as office in July, 1985 by the State, the citizens with an opportunity to supplies or rental of Act requires the Town to pay voice their views on the merits equipment. for goods and services within of the proposals. 30 days of receipt of invoice or 394 RETURN TO T.O.C. Section 12 Appendix Glossary of Terms • PVC: Acronym for polyvinyl Sales Tax: A general "sales tax" responsible for providing water chloride, a plastic compound is levied on persons and and wastewater services in the used for water and sewer businesses selling merchandise Trinity River basin. The Town pipes. or services in the town limits on contracts with TRA for a retail basis.The categories for treatment of wastewater. • Reserve: An account used to taxation are defined by state indicate that a portion of fund law. Monies collected under • TXDOT: Texas Department of resources is restricted for a authorization of this tax are for Transportation specific purpose, or is not the use and benefit of the available for appropriation town. • Transfer-In: Funds expended in and subsequent spending. one fund and received in • SCADA: Acronym that stands other. • Resolution: A formal statement for Supervisory Control and of opinion or determination Data Acquisition. SCADA • User Charges: The payment of adopted by an assembly or refers to a system that collects a fee for direct receipt of a another formal group. data from various sensors at a public service by the party remote location and then benefiting from the service. • Resources: Total dollars sends this data to a central available for appropriations, computer which then Working Capital: Budgeted including estimated revenues, manages and controls the working capital is calculated fund transfers, and beginning data. as a fund's current assets less fund balances. current liabilities and • Special Revenue Fund: A fund outstanding encumbrances. • Retained Earnings: The excess used to account for the Working capital does not of total assets over total proceeds of specific revenue include long-term assets or liabilities for an enterprise fund. sources that are legally liabilities. For budgetary Retained earnings include restricted to expenditure for purposes, working capital, both short-term and long-term specified purposes. rather than retained earnings, assets and liabilities for an is generally used to reflect the enterprise fund. • Supplies: A cost category for available resources of minor items (individually priced enterprise funds. • Revenues: Funds that the at less than $5,000) required by government receives as departments to conduct their income. It includes such items operations. ... _ a tax payment, fees from specific services, receipts from • TMRS: Acronym for the Texas ' other governments, fines for Municipal Retirement System, a ' forfeitures, grants, shared pension plan for employees of revenues and interest income. member cities within the State of Texas. r • ROW: Acronym for right-of-way. 6 • TRA: Trinity River Authority-A separate governmental entity 395 RETURN TO T.O.C. _ Section 12 Appendix Acronyms Listing TERM STANDS FOR TERM STANDS FOR ACCT Account HR Human Resources AP Accounts Payable: ISO Insurance Service Office AR Accounts Receivable IT Information Technology BS Balance Sheet LTL Long Term Liabilities CAFR Comprehensive Annual Financial MC Municipal Court Report CF Cemetery Fund MGD Million gallons per day. CIP Capital Improvement Plan OS Other Sources CO's Certificates of Obligations P&D Planning and Development CPA Certified Public Accountant P&R Parks and Recreation DS Debt Service PTR Property Tax Reduction Sales Tax EF Enterprise Fund R&M Repair and Maintenance EMS Emergency Medical Services ROW Right-of-way. FLSA Fair Labor Standards Act S&P Standard & Poor's FTE Full-Time Equivalent SCADA Supervisory Control and Data --Acquisition. FY Fiscal Year SLA Service Level Adjustment G&O Goals and Objectives SRF Special Revenue Fund GAAP Generally Accepted Accounting TMRS Texas Municipal Retirement System Principles GASB Government Accounting Standards TRA Trinity River Authority Board GF General Fund TXDOT Texas Department of Transportation GFOA Government Finance Officers UMR Utility Maintenance and Replacement Association Fund GL General Ledger VMR Vehicle Maintenance and Replacement Fund GMR General Maintenance and WA Westlake Academy Replacement Fund GO'S General Obligation Bonds XFR Transfer 396 RETURN TO T.O.C. 74-s�ff tis 397 r e a �l 1 9 , + i ■ i lift! • • .al Blue and Burgundy d mbolizes the strengthening position of Westlake as a State and Nationally recognized Cit Sy y Lone Stars ■T EST19.1fi, r� Blacksmith Our proud home : and Anvil in the great W state of Texas �" [� Character, honor and strength Oak Leaves .► `� F{�� 1A The Globe Our commitment to E The symbol of the environment internationalism Dark Green Symbolizes the natural environment and financial growth of Westlake L