HomeMy WebLinkAbout06-02-17 TC Agenda PacketSECTION
1
1
I
(
\.___ -
c
Town Council Member
Board of Trustee
Relations Policy
and
Code of Ethics
Adopted 07 /28/2008
Revised 02/28/2011
2
We Will Never bring disgrace to this, our Town, by any act of dishonesty or
cowardice; we will fight for our ideals and sacred things of the Town, both
alone and with many; We will never bring disgrace to this, our Tow11, by any
(
act of dishonesty or cowardice; we will fight for our ideals and sacred things (
of the Town, both alone and with ma11y; we will revere and obey the Town's
laws and do our best to incite a like respect and reverence in those about us;
we will strive unceasingly to quicken the public's sense of civic duty; and thus
in all the ways we will strive to transmit this Town not only not less but
greatel'; better and more beautiful than it was transmitted to us.
The Ephebic Oath was that taken by the young men of
the ancient Athens when they became
of age to assume the responsibility of citizenship
Page2of10
L
3
(' The Westlake Town Council is the governing body for the Town of Westlake and the Board of
Trustees is the governing body for Westlake Academy; therefore, they must bear the initial
responsibility for the integrity of governance. The Council/Board is responsible for its own
development (both as a body and as individuals), its responsibilities, its own discipline, and its
own performance. The development of this policy is designed to ensure effective and efficient
governance.
c
This policy will address Mayor/President and Council/Board relations, Council/Board and Staff
relations, and Council/Board and media relations. By adopting these guidelines for elected
officials, we acknowledge our responsibility to each other, to our professional staff, and to the
public. The Council/Board will govern the Town/ Academy in a manner associated with a
commitment to the preservation of the values and integrity of representative local government and
democracy, and a dedication to the promotion of efficient and effective governing. The following
statements will serve as a guide and acknowledge the commitment being made in this service to
the community:
I. The Council/Board has as high pnont1es the continual improvement of the member's
professional ability and the promotion of an atmosphere conducive to the fair exchange of
ideas and policies among members.
2. The Council/Board will endeavor to keep the community informed on municipal/academy
affairs; encourage communication between the residents and the Council/Board; strive for
strong working relationships among neighboring municipalities and elected officials.
3. In its governance role, the Council/Board will continue to be dedicated to friendly and
courteous relationships with Staff, other Council/Board members, and the public, and seek to
improve the quality and image of public service.
4. The Council/Board will also strive to recognize its responsibility to future generations by
addressing the interrelatedness of the social, cultural, and physical characteristics of the ties
of the community when making policies.
5. And finally, each Council/Board member will make a commitment to improve the quality of
life for the individual and the community, and to be dedicated to the faithful stewardship of
the public trust.
Page3of10
4
Town of Westlake Council/Board Member
Statement of Purpose
In order to ensure the proper discharge of duties for the improvement of democratic municipal and school
governance, Westlake Council/Board Members should display behavior that demonstrates independent,
impartial review of all matters addressed by them and be duly responsible to the residents of Westlake
and to each other in their relationships.
SECTION I
MAYOR/PRESIDENT-COUNCIL/BOARD RELATIONS
A. MAYOR'S /PRESIDENT RESPONSIBILITIES
1. The Mayor /President shall be the presiding officer at all meetings. The Mayor Pro-tern shall
preside in his/her absence.
2. Except as provided for by State law pertaining to voting on Council/Board matters, the Mayor
/President shall have a voice in all matters before the Council/Board.
3. The Mayor /President shall preserve order and decorum and shall require Council/Board members
engaged in debate to limit discussion to the question under consideration.
4. The Mayor /President is the spokesperson for the Council/Board on all matters unless absent, at
which time his/her designee will assume the role.
5 . The Mayor/President will encourage all Council/Board members to participate in Council/Board
discussion and give each member an opportunity to speak before any member can speak again on
the same subject.
6. The Mayor /President may limit each speaker to five (5) minutes to ensure an efficient use of time .
The Mayor/President is responsible for keeping the meetings orderly by recognizing each member
for discussion, limiting speaking time, encouraging debate among members and keeping discussion
on the agenda item being considered.
7. Should a conflict arise among Council/ Board members, the Mayor/President will serve as the
mediator.
Page 4of10
c
l
5
~)
c
L
B. M AYOR/P R ESlDE NT ANO C O UNC l L /_aoARD R ESPON S IBILITIES
1. Any Council/Board member may request at a workshop and I or regular meeting, under "Future Agenda
Item Requests", an agenda item for a future meeting . The Council/Board member making the request
will contact the Town Manager/Superintendent with the requested item and the Town
Manager/Superintendent will list it on the agenda. At the meeting, the requesting Council/Board
member will explain the item, the need for discussion of the item, the item's relationship to the strategic
priorities, and the amount of estimated staff time necessary to prepare the item for discussion. If the
requesting Council/Board member receives a second, the Town Manager/Superintendent will place
the item on the agenda calendar allowing for adequate time for staff preparation on the agenda item .
2. Requests for Administrative Inquiry. A Council/Board member may request that the Town
Manager/Superintendent investigate a specific topic or subject and report staffs response and/or
findings back to the entire Council/Board by brief email. Adminstrative inquiries are strictly intended
for items that are of interest to the Council/Board as a whole, will require only brief staff time to
investigate and respond, and in the Council's/Board's view does not merit time or discussion at a
Council/Board meeting. The requesting Council/Board member will explain the topic of the
administrative inquiry and the reason(s) it is desired to have staff investigate this item.
3. Reports . Reports are prepared by staff and placed on Council/Board work shop agendas for
informational purposes and will be accepted as presented. There will be no presentation for these items
or separate discussion unless a Council/Board member requests that a report be removed and discussed
separately.
4 . Each Council/Board member is responsible for being prepared to attend the meetings and discuss
the agenda and is encouraged to attend at least one Texas Municipal League or Texas Charter
School sponsored conference each year in order to stay informed on issues facing municipalities
and charter schools.
5. It is the responsibility of Council/Board members to be informed about previous action taken by the
Council/Board in their absence. In the case of absence from a work session where information is
given, the individual Council/Board member is responsible for obtaining this information prior to
the Council/Board meeting when said item is to be voted upon.
6. When addressing an agenda item, the Council/Board member shall first be recognized by the
Mayor/President, confine himself/herself to the question under debate, avoid reference to
personalities, and refrain from impugning the integrity or motives of any other Council/Board
member or Staff member in his/her argument or vote .
7. In the absence of a ruling by the Mayor/President on any procedural matter, a Council/Board
member may move to change the order of business or make any other procedural decision deemed
appropriate. The affirmative vote of a majority of the Council/Board members present and voting
shall be necessary to approve the motion.
Page 5 of JO
6
8. Any Council/Board member may appeal to the Council/Board as a whole from a ruling by the
Mayor/President. If the appeal is seconded, the person making the appeal may make a brief
statement and the Mayor/President may explain his/her position , but no other member may speak
on the motion . The Mayor/President will then put the ruling to a vote.
9. Any Council/Board member may ask the Mayor/President to enforce the rules established by the
Board. Should the Mayor/President fail to do so, a majority vote of the Council/Board members
present shall require him/her to do so.
10. When a Council/Board member is appointed to serve as liaison to an affiliate board, the
Council/Board member is responsible for keeping all Council/Board members informed of
significant activities.
11 . As much as practicable, Council/Board agendas, particularly workshop meetings, should be
centered on the Council's/Board's strategic plans and related policy matters. To achieve that end,
the Town Manager/Superintendent and his/her Staff will work to facilitate that focus.
CODE OF CONDUCT FOR MAYOR AND BOARD MEMBERS
During the Council/Board meetings, members shall preserve order and decorum, shall not interrupt or
delay proceedings, and shall not refuse to obey the orders of the Mayor/President or the rules of the
Council/Board . Council/Board members shall demonstrate respect and courtesy to each other, to
professional Staff, and to members of the public appearing before the Council/Board . Council/Board
members shall refrain from rude and derogatory comments and shall not belittle Staff members, other
Board members, or members of the public. They should not use their position to secure special
privileges and should avoid situations that could cause any person to believe that they may have brought
bias or partiality to a question or issue before the Council/Board .
Members of the Council/Board will not condone any unethical or illegal activity. All members of the
Council/Board agree to uphold the intent of this policy and to govern their actions accordingly .
Page 6 of!O
c
L
7
(
SECTION II
BOARD AND STAFF RELATIONS
No single relationship is as important as that of the Council/Board and their Town Manager
/Superintendent in effectively governing the Town of Westlake/ Westlake Academy . It is for this reason
that the Council/Board and Town Manager /Superintendent must understand their respective roles in that
process. The Town Manager/Superintendent is the primary link between the Council/Board and the
professional Staff. The Council's/Board's relationship with the Staff shall be through the Town
Manager/Superintendent.
I . In order to ensure proper presentation of agenda items by Staff, questions ansmg from
Council/Board members after receiving their information packet should be, whenever possible,
presented to the Town Manager /Superintendent for Staff consideration prior to the meeting. This
allows the Staff time to address the member 's concern and provide all members with the additional
information .
2. The Town Manager /Superintendent shall designate the appropriate Staff member to address each
agenda item and shall see that each presentation is prepared and presented in order to inform and
educate the Council/Board on the issues which require action. The presentation should be
professional, timely, and allow for discussion of options for resolving the issue. The Staff member
making the presentation shall either make it clear that no action is required, or present the specific
options for Council/Board consideration.
3 . The Town Manager /Superintendent is directly responsible for providing information to all the
Council/Board concerning any inquiries by a specific Board member . If the Town Manager or
his/her Staff's time is being dominated or misdirected by a Council/Board member, it is his/her
responsibility to inform the Mayor/President.
4 . The Town Manager/Superintendent will be held responsible for the professional and ethical behavior
of himself/herself and the discipline of his/her Staff. The Town Manager/Superintendent is also
responsible for seeing that his/her Staff receives the education necessary to address the issues facing
municipal government.
5. Any conflicts arising between the Town Staff and the Council/Board will be addressed by the
Mayor/President and the Town Manager /Superintendent.
All Staff members shall show each other, each Council/Board member, and the public respect and
courtesy at all times. They are also responsible for making objective, professional presentations to
ensure public confidence in the process.
7 . The Town Manager /Superintendent, after an election, will make sure that the Staff has prepared
information needed for the orientation of new Council/Board members and inform them of any
Texas Municipal League/Texas Charter School conferences and seminars available. The Town
Manager /Superintendent will also be responsible for meeting personally with new members and
informing them about Town/Academy facilities and procedures.
Page 7 of JO
8
8. The Town Manager/ Superintendent is responsible for the orientation of all new Council/Board
members after an election. The orientation shall include meeting procedures, Staff and media
relations, current agenda items and leadership training programs .
SECTION Ill
COUNCIL/BOARD AND MEDIA RELATIONS
Since the democratic form of government is only successful when the citizens are kept informed and
educated about the issues facing their municipality, it is imperative the media play an important role in the
council-manager-media relations. It is through an informed public that progress is insured and good
government remains sensitive to its constituents . These guidelines are designed to help ensure fair
relationships with print, radio , and television reporters. The Council/Board and the Town Manager/
Superintendent recognize that the news media provides an important link between the Council/Board and
the public. It is desire to establish a professional working relationship to help maintain a well informed
and educated citizenry.
1. During the conduct of official business, the news media shall occupy places designated for them or
the general public .
2 . All reporters will have access to an agenda and will be furnished support material needed for
clarification if requested .
3 . In order to preserve the decorum and professionalism of Council/Board meetings , the media are
requested to refrain from conversing privately with other people in the audience and to conduct any
interview with the public outside the meeting room while the Council/Board is in session.
4 . Since each government body conducts business differently, it is requested that all reporters new to
Board meetings meet with the Town Manager/Superintendent, Mayor/President, or the designated
media relations representative prior to covering their first meeting to be informed of the policies and
procedures to help foster a professional working relationship between the media reporter and the
Town.
5. On administrative matters , the Town Manager/Superintendent is the spokesperson, unless he/she has
appointed a media relations person to present staff information on the agenda.
6 . The Mayor/President, or his/her designee, is the primary spokesperson for the Town/ Academy on
matters regarding policy decisions or any Council/Board information pertaining to issues on the
agenda. In order to ensure fair treatment of an issue, any clarifications requested by the media on the
issue should be addressed after the meeting. When opposing positions have been debated, regardless
of the outcome, the public is better informed when all sides have adequate coverage by the media.
(
This lets the public know that the item was seriously debated and options discussed before a vote (_
Page 8of10
9
cl
c
was taken, and helps build confidence in the democratic process.
7 . The Town of Westlake Council/Board is made up of five (5) Council/Board Members and a
Mayor/President, each elected by the residents of Westlake. In respect to each Council/Board
Member and his/her constituents, his/her views as presented on an issue before the Board should
provide equitable representation from all members. Even though Council/Board members may
express diffe ring ideas, equitable representation helps promote unity of purpose by allowing the
public to be informed of each member's position during his/her term of office and not only during an
election campaign.
Page 9of10
10
We all have the r espo nsibili ty to protect the integrity
of our governing p roces s and th e refo re,
h ave read an<l agreed to the a bove guidelines.
Town of Westlake Council/Board Member
Code of Ethics
The office of elected officials is one of trust and service to the residents of the Town of Westlake and
Westlake Academy. This position creates a special responsibility for the Westlake Council/Board
Member. In response to this , the Westlake Council/Board is expected to govern this Town in a manner
associated with a commitment to the preservation of the values and integrity of representative local
government and local democracy and a dedication to the promotion of efficient and effective governing.
To further these objectives, certain ethical principles shall govern the conduct of every Council/Board
Member, who shall:
I. Be dedicated to the highest ideals of honor and integrity in all public and personal relationships in
order that the member may merit the respect and confidence of the residents of Westlake;
2 . Recognize that the chief function of local government at all times is to serve the best interests of all of
the people;
3. Be dedicated to public service by being cooperative and constructive, and by making the best and
most efficient use of available resources;
4 . Refrain from any activity or action that may hinder one's ability to be objective and impartial on any
matter coming before the board. Do not seek nor accept gifts or special favors ; believe that personal
gain by use of confidential information or misuse of public funds or time is dishonest;
5. Recognize that public and political policy decisions, based on established values, are ultimately the
responsibility of the board and
6. Conduct business in open, well publicized meetings in order to be directly accountable to the
residents of Westlake. It is recognized that certain exceptions are made by the State for executive
sessions; however, any action as a result of that type of meeting will be handled later in open session .
Page 10 of IO
c
11
This Page is Intentionally Blank
12
c
Town of Westlake
POLICY ON BOARD MEETING PROCEDURES
Approved by the Board of Aldermen
July 28, 2008
13
Upon adoption of this policy by the Board of Aldermen, the following rules and order of
business will be adhered to.
MEETINGS
Regular Meetings will be held on the second and fourth Monday of each month. Special
meetings shall be called, upon request of the Mayor or a majority of the members of the
Board of Aldermen as prescribed by the Texas Local Government Code Sec. 22.038.
Should the Town Manager identify a need for a special meeting, he or she shall consult
with the Mayor to schedule said meeting. All meetings shall be subject to the provisions
of the Texas Open Meetings Act, V.T.C.A., Government Code, Ch. 551, Open Meetings,
as amended.
Work Sessions may be scheduled prior to the regular meetings on the second and fourth
Monday of the month, as necessary. The time is subject to change at the discretion of the
Board of Aldermen or the Town Manager. Periodic Work sessions will also be scheduled
to provide the Board of Aldermen with time to discuss short term and long term goals.
The general public can, of course, attend such meetings, but may not participate in the
proceedings unless invited to do so by the Mayor.
Executive Sessions are an exception to the general rule that all meetings are open to the
public. Executive Session may be held on the second and fourth Monday of each month.
A special meeting can be called by the Mayor and the Town Manager. The Open
Meetings Act allows closed meetings in a few specific instances where privacy serves the
public interest -i.e . to discuss real estate, economic development, personnel matters.
The Board must keep a record of the meeting and it shall be certified by the Mayor to
assure that all matters discussed in executive session were properly recorded.
AGENDA
Agendas are prepared and posted for every meeting of the governmental body.
The Mayor, working in conjunction with the Town Manager, will exercise their
professional judgment in determining what items of business should come before the
Board. Any member of the Town staff wishing to have an item placed on the agenda
shall consult with the Town Manager's office and then submit the item to the Town
Secretary.
Staff will post agenda packets on the internet for all Regular Meetings and Work Sessions
no later than the Friday afternoon preceding the week of scheduled meetings. This
should afford ample time for all Board members to inquire into the nature of each matter
to be discussed or to personally investigate the matter so as to be better informed before a
Board meeting.
Policy on Board Meeting Procedures Page 1
(
L
14
(~
c
L
The Town Secretary's office, in conjunction with the Town Attorney, assumes the
responsibility for compliance with the Open Meetings Act.
First item on the regular Board agenda shall be to recite the Pledge of Allegiances.
These procedures shall apply to all meetings of the Board of Aldermen. The Mayor shall
be the presiding officer at all meetings of the Board of Aldermen. In the event of the
absence of the Mayor and Mayor Pro Tern, the Mayor shall designate the presiding
officer. In the event the Mayor has failed to designate the presiding officer, the Board
member with the most seniority shall serve as presiding officer.
PARLIAMENTARY PROCEDURE
In regular and special meetings the Board of Aldermen will utilize reasonable rules of
parliamentary procedure in the conduct of its business. Below are examples (not
mandatory) of reasonable parliamentary procedure in certain types of actions of the
Board of Aldermen:
1. MAIN MOTION: A formal proposal to take certain action.
Step 1.
Step 2.
Step 3.
Step 4.
Step 5.
Step 6.
Step 7.
Step 8.
Addressing the Chair. (Begin the discussion by having a member make
the motion. Motion should be made and seconded. After this, debate can
be conducted. (Ex: "Mayor, I move the following ... ").
SECOND REQUIRED Yes
DEBATABLE Yes
AMENDABLE Yes
VOTE REQUIRED Majority
Assigning the floor (Mayor recognizes the member)
Making a motion.
Seconding a motion.
Stating the motion (Mayor states the motion)
Debating the question. (Mayor allows debate, with maker of motion
speaking first in debate).
Putting the question. (Mayor takes the vote after debate is complete).
Announcing the result of vote. (Mayor announces the vote, members for
and against).
2. TO TAKE FROM THE TABLE: To enable an assembly to take up and consider
a motion that was postponed temporarily during the same meeting. Maybe used
at a future meeting ifthe item that was tabled was posted.
SECOND REQUIRED
DEBATABLE
AMENDABLE
VOTE REQUIRED
Policy on Board Meeting Procedures
Yes
No
No
Majority
Page 2
15
3 . AMENDING A MOTION Any motion may be amended as follows: "Mayor, I
move that we amend the motion by (adding, striking our, etc . the words ... )." The
amendment must be seconded and then it can be discussed. When discussion
ends, the amendment is voted on first. If the amendment passes , the original
motion is then put to a vote as amended. If the amendment fails, the original
motion is put to a vote.
SECOND REQUIRED
DEBATABLE
AMENDABLE
VOTE REQUIRED
Yes
Yes
Yes
Majority
4. TO OFFER A SUBSTITUTE AMENDMENT: Another way to change an
original motion is by use of the Substitute Motion . A substitute motion is an
amendment that changes an entire sentence or paragraph. It must be seconded
and then discussed. It may be amended and differs only from an amendment in
that if the substitute motion passes it does away with the original motion.
SECOND REQUIRED
DEBATABLE
AMENDABLE
VOTE REQUIRED
Yes
Yes
Yes
Majority
5. LAY A MOTION ON THE TABLE: Sometimes a board or committee may wish
to defer action on a motion. One way to accomplish this is to lay a motion on the
table. It is in order to move that a main motion be laid on the table when
discussion on the main motion has or is about to end. A tabled motion can be
brought from the table during the same meeting but is usually done so at a later
meeting when unfinished business is being considered.
SECOND REQUIRED
DEBATABLE
AMENDABLE
VOTE REQUIRED
Policy on Board Meeting Procedures
Yes
No
No
Majority
Page 3
c
l
16
c
6. MOTION TO CLOSE DEBATE (call for question): To prevent or stop
discussion on the pending question, and to bring the pending question or
questions to an immediate vote.
SECOND REQUIRED
DEBATABLE
AMENDABLE
VOTE REQUIRED
Yes
No
No
213 of members present
7. POINT OF ORDER: Anytime a member feels an incorrect procedure is being
used, he or she can interrupt with a point of order request that requires the Mayor
to determine the correct procedure. The point of order can have no additional
motions applied to the request other than a motion to withdraw.
SECOND REQUIRED
DEBATABLE
AMENDABLE
VOTE REQUIRED
No
No
No
Mayor must concede or deny.
RIGHTS IN DEBATE
Robert's Rules of Order says that debate is the discussion regarding a motion that occurs
after the presiding officer has restated the motion and before putting it to a vote.
When a pending question is presented for consideration to the Board, the presiding
officer shall recognize the member who made the motion to speak first and the member
who seconded the motion to speak second. When two or more members wish to speak,
the presiding officer shall name the member who is to speak first. No member of the
Board shall interrupt another while speaking except to make a point of order or to make a
point of personal privilege. No member shall speak more than five minutes on any
amendment to the question except as further provided in this rule.
No member shall speak more than the time limits provided herein on any subject or
amendment, and such member may use his or her time in any combination, in separate
speech or comments totaling the number of minutes permitted. The Mayor shall not be
obligated to recognize any Board member for a second comment on the subject or
amendment until every Board member wishing to speak has been allowed a first
comment.
Board members shall also have the right to yield a portion of time to another member.
Any member deciding to speak more than five minutes on any question or more than five
minutes on any amendment to the question shall be accorded the privilege without
objection upon motion supported by two-thirds of the Board. No member shall be
permitted to interrupt while another member is speaking.
No Board member shall be permitted to indulge in a discussion of personalities, use
language personally offensive, arraign motives of members, charge deliberate
Policy on Board Meeting Procedures Page4
17
misrepresentation, or use language tending to hold a member of the Board of Aldermen
up to contempt.
If a member is speaking or otherwise transgressing the rules of the Board , the presiding
officer shall or any Board member may call him or her to order in which case he or she
shall immediately be quiet unless permitted to explain. The Board shall, if appealed to ,
decide the case without debate. If the decision is in favor of the member called to order,
he or she shall be at liberty to proceed, but not otherwise.
CONFLICT OF INTEREST
Each Board member should be aware of the conflict of interest regulations, including
State provisions and statutes.
When a Board member has a conflict of interest with an agenda item, he or she should
submit the required affidavit (if required) prior to the beginning of the meeting at which
the agenda item is scheduled. Upon introduction of the agenda item, the Board member
with the conflict of interest should announce that he or she has a conflict of interest and
will not participate in discussion or consideration of the agenda item. It is not necessary
that the Board member leave the meeting room.
CITIZEN PARTICIPATION
Individuals who wish to address the Board of Aldermen on an item posted as a public
hearing shall register with the Town Secretary prior to the Mayor's announcement to
open the public hearing. Registration forms are available in the lobby. The Mayor will
open the public hearing and recognize individuals who wish to come forward to speak for
or against the item. The speaker will state their name and address for the record and shall
be allowed three minutes. After a public hearing is closed, there shall be no additional
public comments. If the Board needs additional information from the general public,
some limited comments may be allowed at the discretion of the Mayor.
When a large number of participants have indicated an interest in addressing the Board
on a zoning case or another regular agenda item , the Mayor or Mayor Pro Tern may set a
maximum time limit for the proponents and opponents and a time limit for rebuttal, if
necessary.
Individuals who wish to address the Board of Aldermen on a consent or regular agenda
item not posted as a public hearing shall register with the Town Secretary prior to the
Mayor's reading of the agenda item. Registration forms are available in the lobby. The
Mayor will recognize individuals who wish to come forward to speak for or against the
item . The speaker will state their name and address for the record and shall be allowed
three minutes.
Policy on Board Meeting Procedures Page 5
(
L
18
Town of Westlake I
Westlake Academy
Town Council I Bo a rd of Tru st ees
CITIZEN ADVISORY
BOARD/COMMITTEE/AFFILIATE RELATIONS
( AND COMMUNICATIONS POLICY
L
2008
19
CITIZEN ADVISORY BOARD /COMMITTEE / AFFILIATE
RELATIO NS AND COMMUNICATIO NS POLICY
Co nte nts
I. POLICY PURPOSE .................................................................................................................................... 2
II . POLICY GOALS ......................................................................................................................................... 2
Ill. POLICY PARAMETERS ............................................................................................................................. 2
A. Annual Meeting with Board ............................................................................................................. 2
B. IRS Tax-Exempt Status Requests ...................................................................................................... 3
C. Use of Town and Academy Name, Resources, and Logos ............................................................... 3
D. Fiduciary/Stewardship Responsibilities and Requirements ............................................................ 3
1
(adopted December 8, 2008)
c
L
20
c
l
I. POLICY PURPOSE . To establish a clear framework and process for enhanced
collaborative interaction, communication, and mutual understanding of roles and
responsibilities between the Town Council (TC) and the Board of Trustees (BOT) and
their various citizen advisory boards, commissions, committees, and organizations
affiliated with the Town of Westlake and/or Westlake Academy.
II. POLICY GOALS . The goals of this policy are :
Ill.
A. Enhanced two-way communication between the TC/BOT and its various advisory
boards , commissions, committees and affiliate organizations (and vice versa).
B. Reaching mutual agreement regarding annual programs of work for these various
citizen advisory boards , commissions, committees , and affiliate organizations to
enhance and ass ist in the pursuit of the TC 's/BOT's strategic priorities.
C. Achieving a common paradigm that all advisory boards, commissions , committees,
and affiliates of the Town of Westlake and Westlake Academy exist to further the
TC/BOT strategic agenda and are under the direct control of BOT/TC or, if they are a
Westlake Academy affiliate , are under the day-to-day direction of the Head of
School.
D. Creating a clear understanding , coordination, and agreement by the TC/BOT and its
citizen advisory boards, commissions, committees, and affiliate organizations as to
each group's role, function, and scope of responsibility in terms of their relationship
to the Town of Westlake and/or Westlake Academy.
E. Establishing a direct link between Westlake Academy, its Head of School, and the
Academy's Senior Management Team as being the first point of contact for
coordinating the activities of Westlake Academy affiliates.
POLICY PARAMETERS . To achieve this policy's purpose and goals, the following
parameters are put in place:
A. Annual Meeting with Board.
All TC/BOT advisory boards, committees, commissions, and affiliate organizations shall
meet at least annually with the TC/BOT to:
1.) Report on progress to date in implementing that group 's program of work for the
current fiscal year
2.) Review a proposed program of work for the coming fiscal year as well as submit any
budget requests and requested staff resources for this proposed program of work .
Said program of work will be discussed within the context of the organization's
program of work carrying out the TC 's/BOA 's strategic plan for both the Town and
Westlake Academy. All funding requests should be submitted not later than the July
1st prior to the upcoming fiscal year. Requests received after that time will not be
considered until the following fiscal year.
3 .) Review fund raising activities underway or planned to support the current or
proposed plan of work.
2
(adopted December 8, 2008)
21
4.) The chair of each advisory board, committee, and/or affiliate organization shall
schedule this annual meeting (or more frequent if needed) through the Town r·
Secretary 's office. The TC/BOT may choose to hold these meetings one or two
times per year.
5.) All affiliates of Westlake Academy, prior to meeting with the TC/BOT, will meet with
the Head of School to make sure they their proposed efforts are coordinated through
the Head of School and his/her designates.
B. IRS Tax-Exempt Status Requests.
c.
All advisory committees, commissions, boards, and affiliates seeking tax-exempt status
from the Internal Revenue Service 501 (c)3 must receive prior approval from the
TC/BOT. When submitting a request to the TC/BOT to apply for this IRS 501 (c)3 status,
the organization wishing to apply must be able to demonstrate and illustrate to the
TC/BOT the benefits of this status for achieving TC/BOT strategic priorities as well as
the advantages of this designation not currently afforded by the Town's existing tax-
exempt status. Further, the organization requesting to apply for this 501 (c)3 status
must be able to demonstrate to the TC/BOT their organizational capacity to administer
and comply with all IRS regulations related to this status on an on-going basis.
Use of Town and Academy Name, Resources, and Logos.
Any advisory board, commission, or committee , as well as affiliate organizations of the
Town or Westlake Academy , that wish to begin using the Town or Academy's name or
logo in their operational efforts must receive pr ior approval from the TC/BOT. Said
approval can be withdrawn at any time by the TC/BOT . Additionally, any on-going use
of Town facilities, resources, and staff by an advisory committee, commission , board, or
affiliate must be requested through the Town Manager's office and is subject to his/her
approval prior to on-going utilization of those resources . Requests to add organizations
covered by this policy to the Town 's insurance policy shall be submitted to the Town
Manager for his prior approval before any insurance coverage is extended. If approved,
the annual cost of this insurance shall be borne by the requesting organization.
Requests to add staff to support any advisory board, commission, committee, or affiliate
shall be made through the Town Manger's office as a part of the annual budget
preparation process and must be approved in advance by the TC/BOT. This request will
include the identification of funding resources to pay for this position , the operational
reporting arrangement for this position, and which payroll/insurance program this
position will fall under.
0. Fiduciary /Stewa ·dship aesponsibilitics a 1d Requiremeni.s.
All advisory boards , commissions , committees , and affiliates that expend funds through
their own bank accounts must first have TC/BOA approval to have separate bank
accounts . All such groups will also submit their financial control procedures to the Town
Manager or his/her designate for review and approval as to providing acceptable internal
control on collection and expenditure of funds from these bank accounts .
3
(adopted December 8, 2008)
c
22
c
l
Additionally , if this approval for separate bank accounts is authorized by the TC/BOT, a
timely annual audit of this account(s) shall be submitted to the Town Manager or his/her
designate for presentation to the TC/BOT. Said audit may be conducted by an external
CPA auditing firm or may be conducted by the Town's Director of Finance with that
decision being made by the Town Manager depending on staff workload requirements at
the time. Since the Westlake Academy Foundation has IRS 501 (c)3 status at the time of
the adoption of this policy, that organization shall , at its cost , utilize the same external
auditor concurrently used to audit Westlake Academy finances . This Westlake Academy
Foundation audit shall be prepared on a timely basis for presentation to the TC/BOT at
the same time that the Academy's audit is presented .
For those advisory boards, commissions , and committees funded by the TC/BOT
through the Town or Academy approved budget, use of approved budgetary allocations
shall be made on transaction by transaction basis. That is, the chair or president of that
organization will identify the vendor they wish to utilize, contact the Town's Director of
Finance, and submit necessary invoices so that the vendor can be paid by the Town for
goods/services rendered to that advisory committee, commission, or board from their
TC/BOT approved budget. Use of approved Town budgeted funds by these
organizations shall be in accordance with State purchasing statutes and Town
purchasing policies.
All by-laws for proposed for citizen advisory boards, comm1ss1ons, committees, and
organizations affiliated with the Town of Westlake and/or Westlake Academy shall first
be reviewed and approved by the TC/BOT.
4
(adopted December 8, 2008)
23
c
(
24
SECTION
2
25
26
27
28
29
This Page is Intentionally Blank
30
31
32
33
This Page is Intentionally Blank
34
SECTION
3
35
36
37
38
39
40
41
This Page is Intentionally Blank
42
Town of Westlake History and Statistics
Going back to 1956, we were incorporated as a municipality within the state of Texas. Fast forward
to 2009 when the Town hired its first professional manager and growth began in the community.
Staff hiring’s followed through various departmental service delivery needs and the growth of our
Town. In June of 2002, we contracted with Keller PD to provide police services and began our own
Fire – EMS service.
We have been fortunate to have a beautiful community in which to work and live with an abundance
of natural resources and landscape. We also enjoy miles of trail, distinctive developments and
corporate residents who help make Westlake a one‐of‐a‐kind community.
This very brief history will begin to pull together some data (in chart form) to provide the Council
with an overview of how our growth patterns have manifested since the 2009/2010 time period and
we will begin to discuss at the retreat potential growth patterns as we continue to evolve as a
community and as a part of the Metroplex.
This data will be discussed or used as reference at the Council retreat should you have any
questions on the information.
Residential Developments
Aspen Lane is in the southern portion of our community with large acreage home sites that allow for
seven (7) homes at current.
Carlyle Court is a beautiful pocket park type development with 8 homes sites. The property boasts
many large trees and shares a northwestern border with our trail system.
Entrada one of our newest subdivisions is zoned to contain 322 single family residential units with a
mixed‐use commercial component. We expect the first building permit for residential homes to be
issued this year.
Glenwyck Farms is an 84 lot subdivision with the possibility of one (1) additional lot that has the
potential to be used for another home in the future.
Granada is also a new subdivision of 84 home sites segregated into Phase 1 and 2. Phase 2 is now
underway and we expect to see homes being built in this area sometime this year.
Mahotea Boone – is our oldest subdivision with 14 lots currently developed with one (1) additional
lot that may be used in the future for housing.
Paigebrooke Estates is platted for six (6) homes along with the original homesite – for a total of seven
(7) homes in this development.
Quail Hollow is one of our newest developments that will have 1‐2 acre estate homes sites. It has
the potential for approximately 92 lots.
43
Stagecoach Hills contains housing for 30 homes and an airstrip that has long been used by local pilots
to conveniently fly in and out of the area. As of today, the development has approximately two (2)
lots that might be used for development.
Terra Bella is located on our border with Southlake and contains 28 beautiful tree‐filled lots for
residents. There are currently 12 lots available for homes or under construction.
Vaquero Estates has approximately 298 lots with estate homes surrounding a Tom Fazio world‐class
golf course.
Wyck Hill Estates contains 12 heavily wooded one‐acre lots with beautiful homes off of Pearson Road.
We do have other areas that contain homes not directly affiliated with a particular subdivision that
are noted and tracked in our development department for lot inventory and adherence to our
development standards.
Our residential building permits have remained fairly consistent over the past six (6) years with the
Town experiencing an average of approximately 26 permits issued per year. Our homes take (on
average) two (2) years to construct based on the complexity and customization of the architecture.
The chart below indicates an upward trend line for residential permits; however this is affected by
lot inventory and the state and national economy.
If we correlate these numbers with the enrollment multiplier we have experienced in the past few
year for the school, our average of 26 new building permits per year would equate to approximately
15 new students being enrolled at the Academy on an annual basis. The retention of those students
will depend on a variety of factors that are at times outside our control (student desires a larger
school environment, sports, special magnet educational opportunities, move of the family, etc.) Staff
will continue to monitor these projections and the correlation of the numbers for enrollment to
44
validate our multiplier for the average number of students entering the Academy per household in
Westlake.
The above chart indicates the historical and (theoretical) trend lines from the past 10 years for the
number of permits issued and the corresponding revenue the municipality received. The permit
revenue trend lines are affected by the values associated with our permits as commercial is
significantly higher than residential. As you can see the permit activity and revenue are volatile due
to the large commercial developments that we see on a periodic basis (Fidelity, Deloitte, Schwab,
etc.)
The chart shown below indicates our data for the past five (5) years relative to the ‘leavers’ for our
school. The total counts are provided along with a visual representation in the second chart.
2012
Totals
2013
Totals
2014
Totals
2015
Totals
2016
Totals
2017
Totals
Overall
Kinder 1 3 0 0 0 1 5
G1 1 4 1 4 2 5 17
G2 3 3 4 5 1 1 17
G3 1 2 2 4 1 3 13
G4 1 1 4 6 3 2 17
G5 3 2 1 5 2 0 13
G6 4 5 4 12 4 8 37
G7 8 4 7 7 2 4 32
G8 7 7 2 5 8 6 35
G9 14 6 11 17 13 5 66
G10 14 9 10 10 14 6 63
G11 12 7 9 10 9 14 61
G12 3 1 1 5 5 3 18
Totals 72 54 56 90 64 58 394
0
50
100
150
200
250
300
$‐
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
$1,600,000
$1,800,000
$2,000,000
200520062007200820092010201120122013201420152016201720182019202020212022202320242025PERMITS ISSUED & REVENUE RECEIVED
Permit Revenue Permits issued Linear (Permit Revenue)Linear (Permits issued)PERMITS45
Residential Population Trends
We have also experienced significant population growth in our community as our residential
developments have chosen Westlake as their home.
‐ We have experienced a 436% increase in population growth over the past 18 years (236 in
1999 to 1,264 in 2016).
0
2
4
6
8
10
12
14
16
18
2012 Totals 2013 Totals 2014 Totals 2015 Totals 2016 Totals 2017 Totals
Five year Leaver Data
Kinder G1 G2 G3 G4 G5 G6 G7 G8 G9 G10 G11 G12
0
200
400
600
800
1000
1200
1400
1600
1800
1999 2001 2003 2005 2007 2009 2011 2013 2015 2017 2019 2021 2023 2025
Population
Consistent with the Comp Plan Growth Rate # 2 ‐5‐City
46
‐ The significant change in residential population in 2010 can be attributed to the national
census data update. The majority of our annual residential population estimates are received
from the North Central Texas Council of Governments.
Commercial Growth
We have also experienced growth over the past several years in our commercial population. A
graphic shown below depicts some of our progress to date.
Revenue Data
Westlake also has varying sources of revenue that help to fund services to our residents. Our financial
positions are report to the Board/Council on a quarterly basis and we have compiled the information
here in a more historical context for an overview.
Sales / Use Tax ‐ This chart shows the Sales/Use Tax data for the past 25 years. The base sales tax
data is shown separate from any money that may come from economic development agreements.
We have also shown audit payments and/or refunds and one‐time payments in a separate column.
Fiscal
Year
Base Sales
Tax
Economic
Development
Agreements
Audit Payments Presumed
One-time
Payments
Total
FY 1991 $ 101,718 $ - $ 185 $ 101,903
FY 1992 $ 103,234 $ - $ (4) $ 103,230
FY 1993 $ 99,920 $ - $ (248) $ 99,671
FY 1994 $ 156,298 $ - $ 988 $ 157,286
FY 1995 $ 317,081 $ - $ 993 $ 318,074
FY 1996 $ 793,865 $ - $ 693 $ 794,558
FY 1997 $ 1,610,064 $ - $ 43,669 $ 1,653,732
FY 1998 $ 2,082,870 $ - $ (4,925) $ 2,077,945
FY 1999 $ 1,457,064 $ 14,808 $ (89,981) $ 1,381,892
FY 2000 $ 1,585,984 $ 732,342 $ (2,291) $ 600,000 $ 2,916,035
FY 2001 $ 1,257,447 $ 323,947 $ 76,776 $ 1,658,170
47
FY 2002 $ 1,216,838 $ 1,649 $ (37,542) $ 1,180,945
FY 2003 $ 1,784,675 $ - $ 601,385 $ 2,386,060
FY 2004 $ 1,516,101 $ - $ 249,270 $ 1,765,371
FY 2005 $ 1,951,059 $ - $ 38,163 $ 1,989,222
FY 2006 $ 2,399,515 $ 401,044 $ 46,773 $ 774,081 $ 3,621,413
FY 2007 $ 2,602,027 $ 28,515 $ 299,799 $ 2,930,342
FY 2008 $ 2,588,342 $ 910,820 $ 91,412 $ 3,590,574
FY 2009 $ 2,272,942 $ 402,966 $ 887,159 $ 101,342 $ 3,664,409
FY 2010 $ 2,373,187 $ 597,904 $ 72,531 $ 746,910 $ 3,790,533
FY 2011 $ 2,741,594 $ 1,342,632 $ 147,423 $ 377,976 $ 4,609,625
FY 2012 $ 2,783,965 $ 439,682 $ 134,142 $ 299,484 $ 3,657,274
FY 2013 $ 3,577,881 $ 439,302 $ 28,245 $ 329,968 $ 4,375,397
FY 2014 $ 3,698,922 $ 166,846 $ 340,182 $ 519,894 $ 4,725,844
FY 2015 $ 3,856,553 $ 220,424 $ 181,421 $ 667,000 $ 4,925,398
FY 2016 $ 4,250,782 $ 247,951 $ (8,210) $ 119,000 $ 4,609,523
‐ Past five (5) years we have had a 53% increase in base sales/use tax revenue.
o Comparing FY 2016 – FY 2012 total numbers
‐ Past ten (10) years we have had a 77% increase in base sales/use tax revenue.
o Comparing FY 2016 – FY 2006 total numbers
‐ Past five (5) years we have had a 26% increase in total sales/use tax revenue.
o Comparing FY 2016 – FY 2012 total numbers
‐ Past ten (10) years we have had a 27% increase in total sales/use tax revenue.
o Comparing FY 2016 – FY 2006 total numbers
The chart above is a graphical representation of the numerical data shown above.
Ad Valorem / Property Tax Revenue ‐ In FY 10/11, the Council approved an assessment amount for
our ad valorem property tax rate. It had historically been set a 0.0%. The decision was based on the
need to stabilize the General Fund and provide for infrastructure and improvements within the
community.
$0.0
$0.5
$1.0
$1.5
$2.0
$2.5
$3.0
$3.5
$4.0
$4.5
$5.0
MillionsPresumed
One‐Time
Payments
Audit
Payments
Economic
Developm
ent Tax
Base Sales
Tax
48
General Fund Trending (All Revenue Sources)
The chart below lists all the various sources of revenue consolidated into the General Fund.
External Description
FY 03/04
Actual
FY 04/05
Actual
FY 05/06
Actual
FY 06/07
Actual
FY 07/08
Actual
FY 08/09
Actual
FY 09/10
Actual
FY 10/11
Actual
FY 11/12
Actual
FY 12/13
Actual
FY 13/14
Actual
FY 14/15
Actual
FY 15/16
Actual
FY 16/17
Estimated
FY 17/18
Proposed
General Sales Tax 868,047 994,606 1,810,707 1,465,171 1,795,287 1,832,205 1,597,195 1,502,019 2,534,774 3,061,947 3,471,344 3,587,323 3,345,688 3,310,500 3,310,500
Property Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1,226,689 1,271,975 1,236,978 1,198,373 1,256,795 1,318,059 1,451,000 1,640,000
Permits and Fees Bldg ‐ 634,903 660,476 625,040 902,575 594,038 1,597,655 287,572 407,329 659,170 974,705 864,479 1,472,709 1,826,333 2,137,121
Fines & Forfeitures 681,454 1,008,621 751,037 651,089 554,379 523,515 647,171 605,705 622,337 695,167 730,442 734,154 796,013 809,880 809,880
Franchise Fees 337,221 352,115 457,004 560,311 649,108 624,400 603,233 586,836 664,991 734,935 795,322 963,040 930,042 960,870 970,485
Contributions 285,916 35,758 3,535,699 100,000 ‐ 15,540 184,402 ‐ 325,000 11,094 ‐ 10,000 ‐ 35 0
Permits and Fees 802,060 105,124 87,541 275,080 205,508 254,660 149,298 408,073 191,066 308,564 196,371 263,011 478,890 283,285 283,285
Transfer In ‐ 71,873 35,319 43,976 23,328 311,321 ‐ 1,508,045 53,857 59,826 56,419 336,320 269,545 231,278 65,735
Misc Income 197,795 67,064 36,432 31,787 103,462 121,541 111,193 96,079 81,453 78,014 73,868 85,350 48,693 41,080 16,860
Beverage Tax 10,511 13,846 13,674 14,066 16,177 17,869 17,902 19,721 38,286 39,727 51,601 59,184 61,476 62,500 62,500
Interest 13,306 21,470 53,577 165,104 83,833 21,155 24,166 10,408 11,595 7,491 8,433 8,224 17,066 26,500 26,500
Sales of Land ‐ 412,239 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
0
Other Sources ‐ ‐ ‐ 23,000 ‐ ‐ ‐ 57,000 ‐ ‐ ‐ ‐ ‐ ‐
0
3,196,310 3,717,618 7,441,465 3,954,624 4,333,657 4,316,244 4,932,215 6,308,147 6,202,663 6,892,914 7,556,877 8,167,879 8,738,180 9,003,261 9,322,866
1,257,246
1,442,069 1,366,542 1,353,355 1,432,916 1,479,452 1,544,760
2011 2012 2013 2014 2015 2016 2017
Property Tax Revenue
.13695 .15634 .15634
.15684 .15684 .15684 .16010
49
The above chart indicates the totals in the General Fund from the 2003/2004 FY – this does not
indicate the total fund balance from year to year.
Expenditure Levels
This chart contains associated expenditures for the General Fund (only) from FY 2003/2004 through
the proposed numbers for the coming year.
On average, we have had an increase of 18% in expenditure numbers shown in the chart.
3,196,310
3,717,618
7,441,465
3,954,624
4,333,657
4,316,244
4,932,215
6,308,147
6,202,663 6,892,914
7,556,877
8,167,879
8,738,180 9,003,261 9,322,866
General Fund Revenues
External Description
FY 03/04
Actual
FY 04/05
Actual
FY 05/06
Actual
FY 06/07
Actual
FY 07/08
Actual
FY 08/09
Actual
FY 09/10
Actual
FY 10/11
Actual
FY 11/12
Actual
FY 12/13
Actual
FY 13/14
Actual
FY 14/15
Actual
FY 15/16
Actual
FY 16/17
Estimated
FY 17/18
Proposed
Service 1,176,365 1,794,086 1,445,585 1,431,032 1,428,388 1,301,981 1,315,060 1,303,505 1,461,289 1,481,082 1,795,125 1,532,834 2,060,517 2,274,740 2,316,440
Transfer Out ‐ 100,137 659,259 600,123 364,991 278,417 90,059 2,692,274 880,486 1,090,392 1,689,398 2,315,386 1,057,718 1,528,635 2,820,466
Rent & Utilities 137,745 130,599 159,345 171,018 234,259 239,096 234,978 289,312 279,804 397,680 322,940 385,429 376,587 362,986 442,746
Supplies 105,191 130,910 119,791 143,760 165,197 120,500 111,533 138,160 138,763 153,851 184,815 152,310 173,578 214,694 255,129
R&M ‐ 98,781 129,252 146,476 201,502 182,781 160,356 130,962 109,227 125,767 144,973 158,714 221,996 209,465 272,580
Capital Outlay 41,108 170,543 1,211,404 77,532 34,963 21,169 91,661 94,285 188,786 30,039 15,741 24,762 17,692 31,690 50,690
Debt ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 36,558 336,677 351,677 351,680 351,680
Eco Dev ‐ 35,758 35,758 141,197 495,071 229,907 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
0
Insurance 18,846 30,646 37,762 31,987 30,177 26,725 25,882 24,977 22,588 28,144 30,626 31,227 32,397 33,625 33,625
1,479,254 2,491,461 3,798,157 2,743,125 2,954,548 2,400,576 2,029,530 4,673,476 3,080,944 3,306,955 4,220,175 4,937,338 4,292,163 5,007,515 6,543,356
50
Graphical depiction of the expenditures from General Fund
Staffing Levels
As we have an increase in service delivery demands and population growth (residential, academic,
commercial), we have had a corresponding increase in staffing within the departments. This has
resulted in an approximate 71% increase in the total headcount including public safety services over
the past 13 years. This can be compared to a 436% increase in residential stakeholders and an
approximate increase of 43% in commercial residents.
1,479,254
2,491,461
3,798,157
2,743,125 2,954,548
2,400,576
2,029,530
4,673,476
3,080,944 3,306,955
4,220,175
4,937,338
4,292,163
5,007,515
6,543,356
General Fund Expenditures
26.25 27.25 26.00 28.00 29.32 28.00 28.25 29.00 30.00 32.75 36.50 42.00 44.50 44.75
Employee Headcounts
51
This Page is Intentionally Blank
52
53
54
55
56
57
58
SECTION
4
59
60
61
62
60
61
62
63
63
64
65
66
67
68
69
70
71
72
73
74
75
76
77
78
79
80
81
82
83
This Page is Intentionally Blank
84
85
86
87
88
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
106
107
108
109
110
111
112
113
114
115
116
117
118
119
120
121
122
123
124
125
126
127
128
129
130
131
132
133
134
135
136
137
138
139
This Page is Intentionally Blank
140
SECTION
5
141
GOVERNANCE RETREAT
MEMORANDUM
** Budget numbers contained in estimates remain under review based on discussions
with the Board and personnel transitions.
DATE: June 2, 2017
TO: Honorable President and Board of Trustees Members
THROUGH: Mr. Tom Brymer, Town Manager/WA Superintendent
FROM: Dr. Mechelle Bryson, Executive Director
SUBJECT: Transmittal of Westlake Academy FY 2017/2018 Proposed Budget
The academic budget draft documents and summaries have been prepared to assist the governing body
in the conveyance of policy direction, and the establishment of goals for Westlake Academy prior to the
adoption of the budget for the upcoming fiscal year beginning September 1, 2017.
As the Board begins reviewing and deliberating this FY 2017/2018 Westlake Academy operating
budget draft, it is important to keep two high level perspectives in mind.
First, this budget draft reflects Westlake Academy’s commitment to its strategic plan and the initiatives
that support the Academy’s mission, vision, and values. At the core of the Academy is college readiness.
Throughout each Programme in the IB continuum, the objective is to prepare students for post-
secondary success and beyond. There is no doubt that today’s graduates must compete on a global
stage and will need specific 21st century skills to be able to successfully navigate an ever-changing
internationally minded marketplace. As such, alignment to that mission is paramount. The following
statements are indicative of the proposed budget, which:
•shows a steady increase in student enrollment that is indicative of the growth of the Town of
Westlake, and the success the Academy has had in preparing students for post-secondary
achievements.
•contains an increase in Career and Technology Education (CTE) funding due to an increase in
student enrollment in CTE courses.
•contains a 2 percent increase in staff salaries.
Second, as with our previous budget submittals, this financial information has been prepared according
to conservative revenue projections, i.e. State funding and WAF donation levels. This document
contains a high-level summary showing proposed WA revenues and expenditures for FY 2017/2018.
Statistical data, summaries, and charts are intended to provide a preview of the proposed budget, giving
142
GOVERNANCE RETREAT
both Staff and the Board the necessary time to review expenditures and further align the budget with
our priorities.
In keeping with our tradition of utilizing an associated theme that focuses on the coming challenges or
direction for the school year, the proposed theme for FY 2017/2018 is:
I=E3 Inquiry is the Solution: Engage … Explore … Empower
Our prior budget themes include:
~ FY 16/17 - Ignite … Innovate … Inspire: Know Your Impact!
~ FY 15/16 - Dream … Create … Achieve: Building a Collective Legacy of Excellence
~ FY 14/15 - Reaching New Heights Together...One School, One Community
~ FY 13/14 - Growing Together; One School, One Community
~ FY 12/13 - Holding to the Vision, Rising to the Challenge
~ FY 11/12 - Continued Excellence in the Face of Change
A significant factor that has played a role in our conservative budget projections involves the funding
allocations we receive from the State. Although the Texas Legislature has provided some relief from
their 2011 public education funding cuts, the Academy continues to operate under reduced public
education FY 2007/2008 funding levels. To further complicate our ability to fully fund Westlake
Academy, the Texas Supreme Court ruled on the constitutionality of the state’s school finance system. By
declaring the state finance system constitutional, it placed the burden of resolving the funding disparity
for public schools back to state lawmakers. This unexpected decision created a vacuum of hope for
Texas public schools. It is important to note that the disparity for charter schools is greater than
traditional public schools. On average, charter schools receive $1,000 less per student per year than
traditional public schools. As stated by David Dunn, Executive Director of the Texas Charter Schools
Association, “the high court ignored the $1,000 per student gap for charter school students, and found
the difference in state funding between traditional and charter schools not large enough to violate the
constitution.”
Fortunately, we have had the Westlake Academy Foundation (WAF), our parents, and the Town of
Westlake who have “stood in the gap” to provide additional funding to cover operating expenditures. As
you may know by now, the current legislative session has ended with no increase in state funding.
Nevertheless, we believe Westlake Academy is positioned to offer a top-notch educational experience to
our students and can meet the challenges ahead. Westlake Academy truly defines Westlake as a
premier knowledge-based community.
This is our financial road map to becoming the best place for teachers to teach and for students to learn.
143
REVENUE AND EXPENDITURE SUMMARY
GENERAL FUND Amended Proposed $ Increase % Increase
FY 2016/17 FY 2017/18 (Decrease) (Decrease)
Revenues $8,214,197 $8,296,905 $82,708 1%
Expenditures 8,343,242 8,619,126 275,884 3%
Other Resources 57,090 - (57,090) -100%
Other Uses - - - 0%
Excess Revenues Over(Under) Expenditures (71,955) (322,222) (250,267) 348%
FUND BALANCE BEGINNING 1,071,037 950,992 (120,045) -11%
FUND BALANCE ENDING 999,082 628,770 (370,312) -37%
Assigned 48,090 39,090 (9,000) -19%
FUND BALANCE ENDING (Unassigned) $950,992 $589,680 $(361,312) -38%
# Days Operating (Based on 365) 42 25 (17) -40%
Daily Operating Expenditure 22,858 23,614 $756 3%
Students Enrolled 830 856 26 3%
TEA Funding per Student $7,365 $7,326 -$39 -1%
Operating Cost per Student $10,052 $10,069 $17 0%
Teachers 63.83 64.80 0.97 2%
Student/Teacher Ratio 13.00 13.21 0.21 2%
EXPENDITURES Amended Proposed $ Increase % Increase
Academic & Municipal Expenditure Costs FY 2016/17 FY 2017/18 (Decrease) (Decrease)
Operating Expenditures $8,028,242 $8,304,126 $275,884 3%
Municipal-Transfer to WA Operating Budget 315,000 315,000 - 0%
Total Academic Costs 8,343,242.00 8,619,126.40 275,884 3%
Annual Debt Service (Municipal budget) 1,874,385 1,869,870 (4,515) 0%
In-direct Operating Costs 674,130 721,320 47,190 7%
Major Maintenance and Replacement 274,165 200,000 (74,165) -27%
Total Municipal Costs 2,822,680 2,791,190 (31,490) -1%
Academic (General) & Municipal Expenditure Costs $11,165,922 $11,410,316 $244,394 2%
Number of Students 830 856 26 3%
Total Expenditure Cost per Student $13,453 $13,330 $(123) -1%
REVENUES Amended Proposed $ Increase % Increase
General Fund FY 2016/17 FY 2017/18 (Decrease) (Decrease)
Local Revenues $1,644,592 $1,566,331 $(78,261) -5%
State Program Revenues 6,569,605 6,730,574 160,969 2%
TOTAL REVENUES $8,214,197 $8,296,905 $82,708 1%
EXPENDITURES Amended Proposed $ Increase % Increase
General Fund FY 2016/17 FY 2017/18 (Decrease) (Decrease)
61XX - Salaries $6,285,364 $6,521,830 $236,466 4%
62XX - Contracted Services 1,022,740 1,002,565 (20,175) -2%
63XX - Supplies & Materials (incl EOY reductions) 239,554 415,049 175,495 73%
64XX - Other Operating Costs 538,346 513,514 (24,832) -5%
65XX - Debt Service 257,238 166,168 (91,070) -35%
TOTAL EXPENDITURES $8,343,242 $8,619,126 $275,884 3%
144
REVENUES
Westlake Academy has three main revenue strands that contribute to the overall operating budget. The two
main financial sources are the State Foundation School Program (FSP) funds and the Westlake Academy
Foundation Blacksmith campaign. As indicated in the chart below, FSP and other revenue funding has
increases; whereas the WAF Blacksmith donations have slightly decreased.
Blacksmith Annual Program Contributions
Westlake Academy Foundation is responsible for an annual contribution of 1 million dollars to the Academy’s
operating budget. The Annual Blacksmith fundraiser has become increasingly vital to the academic budget,
as the percentage of operating dollars received from the State has declined. In the FY 2016/17 academic
services amended budget, Blacksmith revenues represent approximately 12% of the Academy’s total
revenue. These dollars are allocated to faculty and staff salaries and benefits, which comprise over three-
quarters of the total operating budget. Per the WAF Executive Director, revenues will remain flat for the
proposed FY 17/18 budget.
$6.409 $6.721 $6.570 $6.731
$1.100 $1.000 $1.025 $1.000
$0.55 $0.68 $0.62 $0.57
$0
$1
$2
$3
$4
$5
$6
$7
$8
$9
FY 15/16 Actual FY16/17 Adopted FY16/17 Amended FY 17/18 ProposedMillionsRevenues by Source
Other Local Revenue
WAF Blacksmith
State Revenue
$851
$1,046 $933 $1,000 $1,025 $1,000
FY 13/14 FY 14/15 FY 15/16 Actual FY16/17 Adopted FY16/17 Amended FY 17/18 Proposed
Blacksmith Annual Contributions (in thousands)
145
Foundation School Program Revenues
Foundation School Program (FSP) funding accounts for 76% ($6.271 thousand) of total operating dollars for
Westlake Academy. This is 2% more than FY 16/17. Although the state has not restored funding of education
to 2008 levels, it has made incremental improvements as indicated in the chart below. As you may know, the
legislature ended without approving additional school funding. The Academy created a new revenue stream
in FY 16/17 through the introduction of CTE courses which are included in this funding.
Average State Funding per Student
The chart below depicts the average amount of state funding per student received by the Academy through
the state’s Foundation School Program (FSP). The increase reflects the introduction of CTE courses in the
secondary programmes of the IB continuum.
$6,010
$6,271
$6,113
$6,271
FY 15/16 Actual FY16/17 Adopted FY16/17 Amended FY 17/18 Proposed
Foundation State Program Revenues (in thousands)
$7,438
$7,241
$7,365 $7,326
FY 15/16 actual FY16/17 Adopted FY16/17 Amended FY 17/18 Proposed
Average State Funding per Student
146
EXPENDITURES
One of the cornerstones of our strategic plan is to create a “career destination” school where we attract
and retain educators of the highest caliber and aptitude. To do so, we must remain competitive in the
marketplace; therefore, the largest portion of the expenditure increase for FY 17/18 is due to personnel.
Although FTE amounts remained flat, the proposed budget payroll includes a $100,000 increase to cover
the associated costs of health insurance. Total decrease in expenditures is 1%.
Expenditures per Student
The graph below depicts the anticipated per student expenditures for FY 17/18 budget cycle by both the
expenditures reflected in the Academy budget as well as the all-in costs, which include debt service, in-
direct operating costs, and major maintenance and replacement expenditures.
$8,754
$8,398 $8,343
$8,619
FY 15/16
Actual
FY16/17
Adopted
FY16/17 Amended FY 17/18 Proposed
General Fund Expenditures (in thousands)
$10,835
$9,697
$10,052 $10,069
FY 15/16
Actual
FY16/17
Adopted
FY16/17 Amended FY 17/18 Proposed
Expenditures per Student -Academic only
$14,187
$12,985 $13,453 $13,330
FY 15/16
Actual
FY16/17
Adopted
FY16/17 Amended FY 17/18 Proposed
Expenditures per Student
(Including debt service, in-direct operating costs, and major
maintenance and replacement)
147
STUDENT ENROLLMENT
Enrollment is anticipated to increase by approximately 26 students in the FY 17/18 school year due to the
current growth of the Town of
Westlake. Please note the difference
in the adopted and amended FY
16/17 enrollment is attributable to
family mobility, student retention
issues and the new onboarding
practice. We limited onboarding to
the beginning of each semester in
order to maintain stability for
classroom teachers.
Lottery Waiting List
Enrollment demand in the secondary boundary areas remains strong. For FY 17/18, there are currently 2,342
students on the lottery waiting list. As
indicated in the chart to the right, this is a
significant increase of 9% in participation
on the lottery waiting list from FY 16/17 to
FY 17/18. This underscores the demand
for stronger academic options and an
alternative to traditional public schools.
Student Population by ISD Jurisdiction
Students residing within the boundaries of Keller ISD, which includes Vaquero, currently account for
approximately 60 percent of the student
population. Students residing in Carroll ISD’s
jurisdiction, which includes Glenwyck Farms and
Terra Bella, account for 15 percent of the student
population while students residing in Northwest
ISD account for 15 percent. It is important to
note that the percentages for Keller, Carrol and
Northwest are anticipated to be the same from
the 16/17 school year to the 17/18 school year.
60%
15%
15%10%Other
Northwest
Carroll
Keller
2,400
2,157
2,342
FY 15/16 FY16/17 FY 17/18 Proposed
Lottery Waiting List
808
866
830
856
FY 15/16 actual FY16/17 Adopted FY16/17 Amended FY 17/18 Proposed
Student Enrollment
148
Student Census by District – FY 2016-2017
Westlake Carroll Keller Northwest Other
Residents ISD ISD ISD Districts
Grade Total # of % of No. of % of No. of % of No. of % of No. of % of
Level Students Stud. Stud. Stud. Stud. Stud. Stud. Stud. Stud. Stud. Stud.
K 51 18 35% 9 18% 31 61% 7 14% 4 8%
1 55 20 36% 9 16% 32 58% 12 22% 2 4%
2 56 18 32% 10 18% 30 54% 11 20% 5 9%
3 55 26 47% 17 31% 26 47% 5 9% 7 13%
4 62 27 44% 10 16% 36 58% 11 18% 5 8%
5 60 27 45% 12 20% 33 55% 10 17% 5 8%
6 68 19 28% 9 13% 45 66% 8 12% 6 9%
7 73 20 27% 15 21% 43 59% 11 15% 4 5%
8 74 15 20% 4 5% 47 64% 13 18% 10 14%
9 73 10 14% 6 8% 52 71% 10 14% 5 7%
10 69 21 30% 10 14% 39 57% 9 13% 11 16%
11 69 16 23% 7 10% 42 61% 11 16% 9 13%
12 65 11 17% 7 11% 42 65% 8 12% 8 12%
Totals 830 248 30% 125 15% 498 60% 126 15% 81 10%
Student Census by Category – FY 2016-2017
Westlake Extended Boundary Siblings Due to WR Due to
Residents Students on Wait List Grandparents Employees
Grade Total No. of % of No. of % of No. of % of No. of % of No. of % of
Level Students Stud. Stud. Stud. Stud. Stud. Stud. Stud. Stud. Stud. Stud.
K 51 18 35% 27 53% 0 0% 2 4% 4 8%
1 55 20 36% 30 55% 3 5% 2 4% 3 5%
2 56 18 32% 31 55% 3 5% 2 4% 5 9%
3 55 26 47% 19 35% 7 13% 4 7% 6 11%
4 62 27 44% 28 45% 9 15% 3 5% 4 6%
5 60 27 45% 30 50% 4 7% 0 0% 3 5%
6 68 19 28% 43 63% 0 0% 2 3% 4 6%
7 73 20 27% 44 60% 0 0% 3 4% 6 8%
8 74 15 20% 52 70% 0 0% 2 3% 5 7%
9 73 10 14% 58 79% 1 1% 0 0% 5 7%
10 69 21 30% 37 54% 0 0% 1 1% 10 14%
11 69 16 23% 50 72% 0 0% 1 1% 2 3%
12 65 11 17% 50 77% 0 0% 0 0% 4 6%
Totals 830 248 30% 499 60% 27 3% 22 3% 61 7%
149
PERSONNEL STAFFING
As indicated in the chart below, Westlake Academy has experienced a steady increase in personnel growth
from the FY 12/13 to FY 16/17. This has been driven by student enrollment growth trends. FTEs will increase
slightly by .11 for FY 17/18.
Position Summary
Employee Position Summary
Positions
FY 16/17 FY 17/18 Change
70.57 74.68
90.21 95.31 95.05 95.16
-
20.00
40.00
60.00
80.00
100.00
120.00
FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17
Estimated
FY 17/18
Proposed
3.00 4.00 4.50 4.50 4.50 6.00 3.50 3.50 3.50 4.50 4.50 4.00
17.90 19.90 23.59 27.00 27.00 27.00
24.50 24.91
30.92
32.06 32.55 33.66 13.27 13.97
18.10
15.50 15.00 14.00
3.50 3.50
5.00 6.25 6.00 5.00
0
25
50
75
100
FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17
Estimated
FY 17/18
Proposed
Defined Employee Groups by FTE
IT Dept
Facilities
Foundation
Specialist
Support
Secondary
Primary
Coordinators
Principals
150
Estimated Proposed
Executive Director
1.00 1.00 -
PYP Principal
1.00 1.00 -
Asst PYP Principal
- 1.00 1.00
MYP Principal
1.00 1.00 -
Asst MYP Principal
1.00 1.00 -
DP Principal
0.50 0.50 -
Asst DP Principal
- 0.50 0.50
Principal Staffing 4.50 6.00 1.50
DP Coordinator
0.50 0.50 -
MYP Academic Dean
1.00 1.00 -
MYP Coordinator
1.00 1.00 -
PYP Coordinator
1.00 1.00 -
Student Services Coordinator
1.00 - (1.00)
Compliance Coordinator
- 0.50 0.50
Coordinator Staffing 4.50 4.00 (0.50)
Primary - Kindergarten
3.00 3.00 -
Primary - Grade 1
3.00 3.00 -
Primary - Grade 2
3.00 3.00 -
Primary - Grade 3
3.00 3.00 -
Primary - Grade 4
3.00 3.00 -
Primary - Grade 5
3.00 3.00 -
Primary - Art
1.00 1.00 -
Primary - Counselor
1.00 1.00 -
Primary - Math
1.00 1.00 -
Primary - Music
1.00 1.00 -
Primary - PE
2.00 2.00 -
Primary - Reading Specialist
1.00 1.00 -
Primary - Spanish
2.00 2.00 -
Primary Staffing 27.00 27.00 -
Secondary - Art
2.16 1.50 (0.66)
Secondary - Business Mgmt/CTE 0.50 0.50 -
Secondary - Counselor
1.30 2.00 0.70
Secondary - Economics
1.00 1.00 -
Secondary - English
3.50 3.50 -
Secondary - Foreign Language
4.00 4.00 -
Secondary - Grade 6
3.00 3.00 -
Secondary - Humanities
4.25 3.66 (0.59)
Secondary - Math
5.50 5.50 -
Secondary - PE
2.00 2.00 -
Secondary - Performing A&D
1.00 1.00 -
Secondary - Personal Project
0.50 0.50 -
Secondary - Science
3.84 4.50 0.66
Secondary - CTE/STEM
- 1.00 1.00
Secondary Staffing 32.55 33.66 1.11
Teaching Aides
8.00 7.00 (1.00)
Librarian/Aide
1.00 1.00 -
Nurse
1.00 1.00 -
Office Aide
4.00 4.00 -
Registrar
1.00 1.00 - 151
Support Staffing 15.00 14.00 (1.00)
Diagnostician/ Literacy
1.00 1.00 -
IT Integration
1.00 1.00 -
Special Education
3.00 3.00 -
Speech
- - -
Specialist Staffing 6.00 5.00 (1.00)
WAF Director
1.00 1.00 -
WAF Office Aide
0.50 0.50 -
Foundation Staffing 1.50 1.50 -
Facilities Technician
2.00 2.00 -
Facilities Staffing 2.00 2.00 -
IT Coordinator
1.00 1.00 -
IT Tech
1.00 1.00 -
IT Dept Staffing 2.00 2.00 -
Total Positions
95.05 95.16 0.11
152
MEDIAN & AVERAGE SALARY COMPARISON
Board Policy states a desire to maintain the median salary within three percent (3%) of the districts surveyed
for market comparison purposes. In FY 16/17, the salary scale was increased by 3.5%, resulting in an average
salary increase of 4.5% for employees. These salary surveys are conducted several months prior to the public
release of salary scales from other districts. This requires staff to make estimations on market movement using
historical trends. In FY 16/17, Westlake Academy’s salary scale adjustment was within our Board policy
directions of the average median of surveyed districts. Staff recommends holding our salary scales consistent
with our previous fiscal year. State Foundation School Program funds were not increased by the Legislature in
this budget cycle.
$50.0
$52.0
$54.0
$56.0
$58.0
$60.0
$52.8
$55.2
$54.0
$56.6 $56.7
$58.1
$56.7
$58.1 Median Salary(In Thousands)WA ISDs WA ISDs WA ISDs WA ISDs
FY 14/15 FY 15/16 FY 16/17 FY 17/18
Estimated Projected
153
Audited Adopted Amended Percent Projected Percent Projected Projected Projected Projected
FY 15/16 FY 16/17 FY 16/17 Inc/(Dec) FY 17/18 Inc/(Dec) FY 18/19 FY 19/20 FY 20/21 FY 21/22
1 Transportation 9,763$ 28,400$ 10,000 ‐65% 10,000$ 0% 10,000$ 10,000$ 10,000$ 10,000$
2 Parking 13,005 25,050 15,050 ‐40% 15,050 0% 15,050 15,050 15,050 15,050
3 Athletic Activities 97,938 90,724 90,724 0% 90,724 0% 92,548 92,548 92,548 92,548
4 Interest Earned 3,126 3,000 4,500 50%3,000 ‐33%3,000 3,000 3,000 3,000
5 WAF Blacksmith Donation 932,728 1,000,000 1,025,000 3% 1,000,000 ‐2% 1,000,000 1,000,000 1,000,000 1,000,000
6 WAF Salary Reimbursement 60,389 66,432 66,432 0% 67,761 2% 69,116 69,116 69,116 69,116
7 Town Contribution ‐ Westlake Reserve 300,000 300,000 300,000 0% 300,000 0% 300,000 300,000 300,000 300,000
8 Town Contribution 15,000 15,000 15,000 0% 15,000 0% 15,000 15,000 15,000 15,000
9 Other Local Revenue (BTS, Tech & Other) 21,889 143,256 95,886 ‐33% 58,736 ‐39% 25,000 25,000 25,000 25,000
10 Fund raiser (Back to School)‐ 16,000 100%‐ ‐100%‐ ‐ ‐ ‐
11 Food Services 6,000 6,000 6,000 0% 6,060 1% 6,060 6,060 6,060 6,060
12 Total Local Revenues 1,459,838 1,677,862 1,644,592 ‐2% 1,566,331 ‐5% 1,535,774 1,535,774 1,535,774 1,535,774
13 Percent of total revenues 19% 20% 20% 19% 18% 18% 18% 18%
14 TEA ‐ Foundation School Funds (Inc. accrual) 5,856,979 5,606,212 5,510,349 ‐2% 5,405,296 ‐2% 5,474,057 5,542,819 5,611,580 5,680,342
15 CTE Funding (additional TEA‐FSP Funds)‐ 356,475 292,282 ‐18% 557,647 91% 557,647 557,647 557,647 557,647
16 TEA ‐ Available School Funds 153,204 308,298 310,348 1% 308,298 ‐1% 308,298 308,298 308,298 308,298
17 TEA ‐ IB Training ‐ ‐ 6,300 ‐ ‐100%‐ ‐ ‐ ‐
18 TRS On‐behalf/Medicare Part B 398,957 450,326 450,326 0%459,333 2% 468,519 477,890 487,447 497,196
19 Total State Revenues 6,409,140 6,721,311 6,569,605 ‐2% 6,730,574 2% 6,808,521 6,886,654 6,964,972 7,043,483
20 Percent of total revenues 81% 80% 80% 81% 1% 82% 82% 82% 82%
21 TOTAL REVENUES 7,868,978$ 8,399,173$ 8,214,197$ ‐2% 8,296,905$ 1% 8,344,295$ 8,422,427$ 8,500,746$ 8,579,257$
Variance Variance
22 EXPENDITURES by FUNCTION 100,000 Add'l salary (inc insurance)
23 Salary Accrual ???‐ ‐ 75,000 ‐
23 Function 11 ‐ Instructional 5,369,349$ 4,788,354$ 4,694,744$ ‐2% 4,806,834 2%112,090 18,480
23 Function 12 ‐ Resources & Media 73,982 84,089 84,089 0% 84,089 0%‐ ‐
24 Function 13 ‐ Curriculum & Staff Development 147,558 127,802 95,278 ‐25% 95,278 0%‐ (32,524)
24 Function 21 ‐ Instructional Leadership 210,590 276,548 276,548 0%206,548 ‐25%(70,000) (70,000)
25 Function 23 ‐ School Leadership 860,150 851,510 859,508 1%759,508 ‐12%(100,000) (92,002)
25 Function 31 ‐ Guidance & Counseling 248,153 236,600 247,680 5%241,100 ‐3%(6,580) 4,500
26 Function 33 ‐ Health Services 62,327 68,024 68,024 0%66,524 ‐2%(1,500) (1,500)
26 Function 36 ‐ Co/Extracurricular Activities 140,141 175,826 244,313 39%210,726 ‐14%(33,587) 34,900
27 Function 41 ‐ Administrative 372,961 276,495 313,026 13%264,126 ‐16%(48,900) (12,369)
27 Function 51 ‐ Maintenance & Operations 895,335 940,838 901,738 ‐4%959,238 6%57,500 18,400
28 Function 53 ‐ Data Processing 164,331 192,401 176,401 ‐8%195,501 11%19,100 3,100 Salary ‐2% increase
28 Function 61 ‐ Community Services 118,429 122,020 122,020 0%124,460 2%2,440 2,440 Other ‐ 1% increase
29 Function 71 ‐ Debt Service 91,092 257,238 257,238 0%166,168 ‐35%(91,070) (91,070)
(MB's year end reductions)‐ (50,000) 0%
30 TOTAL EXPENDITURES BY FUNCTION 8,754,398$ 8,397,745$ 8,365,607$ 0%8,280,100 ‐1%(160,507) (217,645)
100,000
31 Object Code 61XX ‐ Salaries 6,189,531$ 6,290,364$ 6,285,364$ ‐1% 6,222,804 ‐1% 6,324,804 6,451,300 6,580,326 6,711,933
32 Object Code 62XX ‐ Contracted Services 1,112,259 1,024,552 1,022,740 0% 1,002,565 ‐2% 1,012,591 1,022,717 1,032,944 1,043,273
33 Object Code 63XX ‐ Supplies & Materials 906,649 374,382 311,919 ‐17% 375,049 20% 378,799 382,587 386,413 390,277
33 Object Code 64XX ‐ Other Operating Costs 454,867 451,209 538,346 19% 513,514 ‐5% 518,649 523,836 529,074 534,365
34 Object Code 65XX ‐ Debt Service 91,092 257,238 257,238 0% 166,168 ‐35% 166,168 ‐ ‐ ‐
(MB's year end reductions)‐ (50,000) 0%
35 TOTAL EXPENDITURES BY OBJECT 8,754,398$ 8,397,745$ 8,365,607$ 0% 8,280,100$ ‐1%8,401,012$ 8,380,440$ 8,528,758$ 8,679,848$
36 Other Resources ‐ Local 474,300$ ‐$ 20,000$ 4%‐ ‐100%
Transfer in ‐ Campus Activity Fund ‐$ ‐ 37,090 100%‐100%
Other Uses ‐ Local ‐ ‐ 0%
37 NET OTHER RESOURCES (USES)474,300 ‐ 57,090 ‐ ‐100%‐ ‐ ‐ ‐
38 EXCESS REVENUES OVER(UNDER) EXP (411,120)$ 1,428$ (94,320)$ ‐6705% 16,804$ ‐118%(56,717)$ 41,987$ (28,011)$ (100,591)$
39 FUND BALANCE BEGINNING 1,482,157 1,071,037 1,071,037 100% 928,627 ‐13% 945,431 888,714 930,702 902,690
40 FUND BALANCE ENDING 1,071,037 1,072,465 976,717 91% 945,431 ‐3% 888,714 930,702 902,690 802,099
Assigned ‐ Bus Maintenance 37,090 24,090 ‐35% 12,090
41 Assigned ‐ Technology/FFE 125,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐
42 Assigned ‐ Uniform/Equip replacement 5,000 11,000 11,000 100% 15,000 36% 15,000 15,000 15,000 15,000
43 FUND BALANCE ENDING (Unassigned)941,037$ 1,061,465$ 928,627$ 87% 906,341$ ‐2% 861,624$ 915,702$ 887,690$ 787,099$
44 Number of Operating Days (365)41 46 41 (6) 40 1 37 40 38 33
45 Dollars per Operating Day 22,685$ 23,008$ 22,919$ 0% 22,685$ ‐1% 23,016$ 22,960$ 23,366$ 23,780$
46 Total Students Enrolled 808 866 830 ‐4% 856 3% 866 876 886 896
47 TEA Funding per Student (Inc. CTE & SPED)7,438$ 7,241$ 7,365$ 2% 7,326$ ‐1% 7,321$ 7,316$ 7,311$ 7,306$
48 Operating Cost per Student (Academic Only) 10,835$ 9,697$ 10,079$ 4% 9,673$ ‐4% 9,701$ 9,567$ 9,626$ 9,687$
49 Teachers 65.3 63.8 65.6 3% 65.7 0% 65.7 65.7 65.7 65.7
50 Student/Teacher Ratio 12.4 13.6 12.7 ‐7% 13.0 3% 13.2 13.3 13.5 13.6
Westlake Academy ‐ General Fund
5/31/2017 5:34 PM154
SECTION
6
155
ESTIMATED PROPOSED 1 2 3 4
FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22
1 Sales Tax (ongoing 100% minus one time)3.0%4,450,000 4,412,500 4,544,875 4,681,221 4,821,658 4,825,871
2 Sales Tax (audit/one-time)hard coded 100,000 100,000 100,000 100,000 100,000 100,000
3 Sales Tax - add'l due to commercial (CVS)hard coded 0 37,500 51,500 51,500 51,500 51,500
4 Sales Tax Allocation to 4B linked to 4B (1,137,500)(1,137,500)(1,160,250)(1,183,455)(1,207,124)(1,231,267)
5 Sales Tax Allocation to ED linked to ED (102,000)(102,000)(102,000)(102,000)(102,000)(102,000)
6 Sales Tax Subtotal 3,310,500 3,310,500 3,434,125 3,547,266 3,664,034 3,644,104
7 Property Tax 3.0%1,451,000 1,640,000 1,689,200 1,739,876 1,792,072 1,793,638
8 Additional Property Tax Residentiafrom schedule 0 0 350,326 636,178 931,562 1,213,034
9 Property Tax Subtotal 1,451,000 1,640,000 2,039,526 2,376,054 2,723,634 3,006,672
11 Granada keep in GF 292,703 292,703 43,905 0 0 0
12 Entrada Xfr out to CP 256,233 711,757 1,081,871 1,081,871 1,081,871 370,114
13 Vaquero keep in GF 206,063 206,063 206,063 206,063 206,063 206,063
14 Quail Hollow keep in GF 103,031 206,063 206,063 206,063 206,063 206,063
15 Carlyle Court keep in GF 58,541 14,635 14,635 14,635 0 0
16 Terra Bella keep in GF 131,716 14,635 14,635 0 0 0
17 All Other Residential keep in GF 160,987 73,176 73,176 73,176 73,176 73,176
18 Entrada Commercial Xfr out to CP 63,054 303,567 368,872 88,839 0 0
19 Schwab Commercial keep in GF 500,000 314,524 0 0 314,524 314,524
20 All Other Commercial keep in GF 54,007 0 0 0 0 0
21 Permits and Fees (Building Residential & Commercial)1,826,333 2,137,122 2,009,219 1,670,646 1,881,696 1,169,939
22 Liquor Permit Fees 10 1.0%920 920 929 938 948 957
25 Administrative Fees 10 1.0%1,860 1,860 1,879 1,897 1,916 1,936
26 Reforestation Tree Escrow 12 1.0%17,265 17,265 17,438 17,612 17,788 17,966
27 Erosion Control Fees 12 1.0%27,000 27,000 27,270 27,543 27,818 28,096
31 Gas Well Misc Fees 12 1.0%22,950 22,950 23,180 23,411 23,645 23,882
32 Insurance & Surety Review Fees 12 1.0%3,000 3,000 3,030 3,060 3,091 3,122
33 Renewal Fees 12 1.0%1,000 1,000 1,010 1,020 1,030 1,041
34 Engineer Review/Civil 12 1.0%15,000 15,000 15,150 15,302 15,455 15,609
36 Development Fees 12 1.0%45,590 45,590 46,046 46,506 46,971 47,441
38 Contractor Registration Fees 12 1.0%16,575 16,575 16,741 16,908 17,077 17,248
39 EMS Revenues 14 1.0%100,000 100,000 101,000 102,010 103,030 104,060
40 Firefighter Equipment Fees 14 1.0%2,000 2,000 2,020 2,040 2,061 2,081
41 Fire Code Inspections 14 1.0%525 525 530 536 541 546
42 Fire Inspection Permits 14 1.0%20,625 20,625 20,831 21,040 21,250 21,462
43 Administrative Fees 15 1.0%8,975 8,975 9,065 9,155 9,247 9,339
45 Misc Permits and Fees (Not Related to Building Permits)283,285 283,285 286,118 288,979 291,869 294,788
48 Sales of Surplus/Scrap Items 10 1.0%600 600 606 612 618 624
49 Insurance Refund/Equity Return 10 1.0%10,335 10,335 10,438 10,543 10,648 10,755
50 Misc Revenue 10 1.0%3,400 3,400 3,434 3,468 3,503 3,538
51 Misc Revenue 12 1.0%250 250 253 255 258 260
54 Facility Rental 17 1.0%2,000 2,000 2,020 2,040 2,061 2,081
55 Facility Rental 19 1.0%275 275 278 281 283 286
56 Misc Income 41,080 16,860 17,029 17,199 17,371 17,545
57 AT&T/SBC 1.0%470,000 474,700 479,447 484,241 489,084 493,975
58 Verizon 1.0%45,000 45,450 45,905 46,364 46,827 47,295
59 TXU/Atmos Gas 1.0%34,500 34,845 35,193 35,545 35,901 36,260
60 Charter 1.0%14,000 14,140 14,281 14,424 14,568 14,714
61 One Source 1.0%4,800 4,850 4,899 4,947 4,997 5,047
62 Southwestern Bell 1.0%180 185 187 189 191 193
63 Tri-County Electric 1.0%300,000 303,000 306,030 309,090 312,181 315,303
64 Trinity Waste/AWIN Mgmt 1.0%42,750 43,180 43,612 44,048 44,488 44,933
65 Misc. Franchise Fees 1.0%49,640 50,135 50,636 51,143 51,654 52,171
66 Franchise Fees 960,870 970,485 980,190 989,992 999,892 1,009,891
67 Citation Revenue 1.0%727,200 727,200 734,472 741,817 749,235 756,727
69 Court Techology 1.0%16,320 16,320 16,483 16,648 16,815 16,983
70 Court Security 1.0%12,240 12,240 12,362 12,486 12,611 12,737
71 Warrant Fees 1.0%41,820 41,820 42,238 42,661 43,087 43,518
72 NSF Check Fees 1.0%5,240 5,240 5,292 5,345 5,399 5,453
73 Court Efficiency Fees 1.0%765 765 773 780 788 796
74 Law Enforcement Stds/Edu 1.0%685 685 692 699 706 713
75 Collection Fees 1.0%5,610 5,610 5,666 5,723 5,780 5,838
76 Fines and Forfeitures (Court)809,880 809,880 817,979 826,159 834,420 842,764
77 Beverage Tax 1.0%62,500 62,500 63,125 63,756 64,394 65,038
78 Beverage Tax 1.0%0 0 0 0 0 0
79 Beverage Tax 62,500 62,500 63,125 63,756 64,394 65,038
GENERAL FUND
TOWN OF WESTLAKE
FIVE YEAR FORECAST
All Municipal Funds
DESCRIPTION
156
ESTIMATED PROPOSED 1 2 3 4
FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22
TOWN OF WESTLAKE
FIVE YEAR FORECAST
All Municipal Funds
DESCRIPTION
80 Interest Income Dept 11 1.0%25,000 25,000 25,250 25,503 25,758 26,015
81 Interest Income Dept 15 1.0%1,500 1,500 1,515 1,530 1,545 1,561
82 Interest Income 26,500 26,500 26,765 27,033 27,303 27,576
83 Contributions Dept 11 1.0%35 0 0 0 0 0
84 Contributions Dept 14 1.0%0 0 0 0 0 0
85 Contributions 35 0 0 0 0 0
86 Transfer In - UF 500 for Impact Fees 1.0%170,258 50,000 50,500 51,005 51,515 52,030
87 Transfer In - VA 220 for Dept 22 1.0%61,020 15,735 15,892 16,051 16,212 16,374
88 Transfers In 231,278 65,735 66,392 67,056 67,727 68,404
89 Total Revenues & Transfers In 9,003,261 9,322,867 9,740,468 9,874,139 10,572,339 10,146,720
92
93 Payroll Salaries Full Time 41110 2.5%(2,803,879)(3,217,647)(3,298,088)(3,380,540)(3,465,054)(3,551,680)
94 Payroll Salaries Part Time 41210 2.5%(340,032)(227,756)(233,450)(239,286)(245,268)(251,400)
95 Payroll Salaries Overtime 41120 2.5%(111,431)(123,230)(126,311)(129,469)(132,705)(136,023)
96 Payroll Salaries Premium Pay 41510 2.5%(8,200)(13,560)(13,899)(14,246)(14,603)(14,968)
99 Payroll Salaries Car Allowance 41640 0.0%(20,265)(21,100)(21,100)(21,100)(21,100)(21,100)
101 Payroll Salaries Phone Allowance 41641 0.0%(5,820)(8,640)(8,640)(8,640)(8,640)(8,640)
102 Payroll Insurance Medical 42110 7.5%(519,951)(518,756)(557,663)(599,487)(644,449)(692,783)
103 Payroll Insurance Dental 42111 1.0%(30,344)(28,701)(28,988)(29,278)(29,571)(29,866)
104 Payroll Insurance Life 42130 0.5%(24,520)(26,501)(26,634)(26,767)(26,901)(27,035)
105 Payroll Taxes SS FICA 42210 2.5%(190,737)(223,939)(229,537)(235,276)(241,158)(247,187)
106 Payroll Taxes Medicare 42220 2.5%(45,809)(52,302)(53,610)(54,950)(56,324)(57,732)
107 Payroll Taxes Unemployment 42510 1.0%(8,140)(8,308)(8,391)(8,475)(8,560)(8,645)
108 Payroll Taxes Workers Comp 42610 1.0%(39,438)(41,388)(41,802)(42,220)(42,642)(43,069)
109 Payroll Retirement TMRS 42310 2.5%(395,347)(413,587)(423,927)(434,525)(445,388)(456,523)
110 Payroll Retirement ICMA 42311 0.0%(27,270)(27,270)(27,270)(27,270)(27,270)(27,270)
111 Payroll Transfers In Dept 11 2.5%141,145 157,784 161,729 165,772 169,916 174,164
112 Payroll Transfers In Dept 16 2.5%233,440 315,443 323,329 331,412 339,698 348,190
113 Payroll Transfers In Dept 17 2.5%45,386 56,054 57,455 58,892 60,364 61,873
114 Payroll Transfers In Dept 18 2.5%240,711 247,640 253,831 260,177 266,681 273,348
115 Payroll Transfers In Dept 19 2.5%44,599 45,204 46,334 47,492 48,680 49,897
116 Payroll Transfers In Dept 21 2.5%10,733 11,429 11,715 12,008 12,308 12,615
117 Payroll Transfers In Dept 22 2.5%201,617 221,083 226,610 232,275 238,082 244,034
118 Total Payroll and Related (3,653,552)(3,898,048)(4,018,306)(4,143,501)(4,273,903)(4,409,798)
119 General Services Dept 10 1.0%(425,063)(359,563)(363,159)(366,790)(370,458)(374,163)
120 Administrative Dept 11 1.0%(29,524)(29,524)(29,819)(30,117)(30,419)(30,723)
121 Planning & Development Dept 12 1.0%(300,740)(282,850)(285,679)(288,535)(291,421)(294,335)
122 Town Secretary Dept 13 1.0%(45,360)(54,321)(54,864)(55,413)(55,967)(56,527)
123 Fire Department Dept 14 1.0%(96,815)(98,920)(99,909)(100,908)(101,917)(102,937)
124 Municipal Court Dept 15 1.0%(99,901)(99,901)(100,900)(101,909)(102,928)(103,957)
125 Public Works Dept 16 1.0%(97,930)(67,930)(68,609)(69,295)(69,988)(70,688)
126 Facilities Maintenance Dept 17 1.0%(56,485)(111,985)(56,485)(56,485)(56,485)(56,485)
127 Finance Department Dept 18 1.0%(53,851)(35,186)(35,538)(35,893)(36,252)(36,615)
128 Parks & Recreations Dept 19 1.0%(35,240)(80,240)(35,240)(35,240)(35,240)(35,240)
129 Information Technology Dept 20 1.0%(107,995)(121,645)(122,861)(124,090)(125,331)(126,584)
130 Human Resources Dept 21 1.0%(29,115)(33,230)(33,562)(33,898)(34,237)(34,579)
131 Communications Dept 22 1.0%(8,235)(8,235)(8,317)(8,401)(8,485)(8,569)
132 Police Services Dept 23 1.5%(888,486)(932,910)(946,904)(961,107)(975,524)(990,157)
133 Total Service Expenditures (2,274,740)(2,316,440)(2,241,847)(2,268,082)(2,294,652)(2,321,558)
134 Office Rent 0.0%(159,600)(234,500)(354,200)(354,200)(354,200)(354,200)
135 Electric Service 0.0%(27,440)(35,000)(35,000)(35,000)(35,000)(35,000)
136 Electric Service - Fire Station Dept 14 1.0%(4,430)(4,430)(4,474)(4,519)(4,564)(4,610)
137 Electric Service - Public Works Dept 16 1.0%(2,595)(2,595)(2,621)(2,647)(2,674)(2,700)
138 Electric Service - Parks/Rec Dept 19 1.0%(8,780)(8,780)(8,868)(8,956)(9,046)(9,137)
139 Electric Service - Parchman Dept 10 1.0%(80)(80)(81)(82)(82)(83)
140 Telephone Service - Town Dept 10 1.0%(3,380)(3,380)(3,414)(3,448)(3,482)(3,517)
141 Telephone Service - Fire Dept Dept 14 1.0%(4,295)(4,295)(4,338)(4,381)(4,425)(4,469)
143 Internet Service - Town Dept 10 1.0%(7,661)(7,661)(7,738)(7,815)(7,893)(7,972)
144 Internet Service - Fire Dept Dept 14 1.0%(4,315)(4,315)(4,358)(4,402)(4,446)(4,490)
146 Internet Service - Facilities Dept 17 1.0%(500)(800)(808)(816)(824)(832)
148 Water Service - Fire Dept Dept 14 1.0%(2,450)(2,450)(2,475)(2,499)(2,524)(2,549)
149 Water Service - ROW Irrigation Dept 16 1.0%(135,000)0 0 0 0 0
150 Water Service - ROW Irrigation Dept 19 1.0%0 (132,000)(133,320)(134,653)(136,000)(137,360)
151 Water Service - Parks & Rec Dept 19 1.0%(855)(855)(864)(872)(881)(890)
153 Gas Service - Fire Station Dept 14 1.0%(1,605)(1,605)(1,621)(1,637)(1,654)(1,670)
154 Total Rent & Utilities (362,986)(442,746)(564,178)(565,928)(567,696)(569,480)
155 General Services dept 10 1.5%(28,459)(28,459)(28,886)(29,319)(29,759)(30,205)
156 Administrative dept 11 1.5%(2,534)(2,534)(2,572)(2,611)(2,650)(2,689)
157 Planning & Development dept 12 1.5%(29,290)(29,290)(29,729)(30,175)(30,628)(31,087)
158 Town Secretary dept 13 1.5%(3,775)(3,875)(3,933)(3,992)(4,052)(4,113)
159 Fire Department dept 14 1.5%(69,945)(103,440)(69,945)(69,945)(69,945)(69,945)
160 Municipal Court dept 15 1.5%(13,076)(12,916)(13,110)(13,306)(13,506)(13,709)
161 Public Works dept 16 1.5%(4,510)(4,510)(4,578)(4,646)(4,716)(4,787)
162 Facilities Maintenance dept 17 1.5%(29,180)(36,180)(29,180)(29,180)(29,180)(29,180)
163 Finance Department dept 18 1.5%(6,660)(6,660)(6,760)(6,861)(6,964)(7,069)
164 Parks & Recreations dept 19 1.5%(9,645)(9,645)(9,790)(9,937)(10,086)(10,237)
157
ESTIMATED PROPOSED 1 2 3 4
FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22
TOWN OF WESTLAKE
FIVE YEAR FORECAST
All Municipal Funds
DESCRIPTION
165 Information Technology dept 20 1.5%(5,850)(5,850)(5,938)(6,027)(6,117)(6,209)
166 Human Resources dept 21 1.5%(4,270)(4,270)(4,334)(4,399)(4,465)(4,532)
167 Communications dept 22 1.5%(7,500)(7,500)(7,613)(7,727)(7,843)(7,960)
168 Total Supplies (214,694)(255,129)(216,367)(218,125)(219,910)(221,722)
169 General Services dept 10 1.25%(20,085)(20,085)(20,336)(20,590)(20,848)(21,108)
170 Planning & Development dept 12 1.25%(500)(500)(506)(513)(519)(525)
171 Fire Department dept 14 1.25%(11,905)(11,905)(12,054)(12,204)(12,357)(12,512)
172 Municipal Court dept 15 1.25%(545)(545)(552)(559)(566)(573)
173 Facilities Maintenance dept 17 1.25%(590)(590)(597)(605)(612)(620)
174 Total Insurance (33,625)(33,625)(34,045)(34,471)(34,902)(35,338)
175 Fire Department dept 14 1.25%(54,345)(54,345)(55,024)(55,712)(56,409)(57,114)
176 Municipal Court dept 15 1.25%(300)(300)(304)(308)(311)(315)
177 Public Works dept 16 1.25%(38,295)(38,295)(38,774)(39,258)(39,749)(40,246)
178 Facilities Maintenance dept 17 1.25%(34,225)(76,140)(77,092)(78,055)(79,031)(80,019)
179 Parks & Recreations dept 19 1.25%(82,300)(103,500)(104,794)(106,104)(107,430)(108,773)
180 Total Repair & Maintenance (209,465)(272,580)(275,987)(279,437)(282,930)(286,467)
181 General Service Debt dept 10 0.0%(36,680)(36,680)(36,680)(36,680)(36,680)(36,680)
182 K-5 Westlake Reserve Slots dept 10 0.0%(315,000)(315,000)(315,000)(315,000)(315,000)(315,000)
183 Total Debt (351,680)(351,680)(351,680)(351,680)(351,680)(351,680)
184 Capital Operating Impact - Facilities hard coded 0 0 (520,472)(645,192)(647,888)(655,481)
185 Capital Operating Impact - Parks/Rec hard coded 0 0 0 (4,000)(4,120)(4,244)
186 Capital Operating Impact - Roads hard coded 0 0 (400)(400)(40,438)(45,826)
187 Capital Operating Impact - Trail/Road hard coded 0 0 0 0 (120,395)(120,395)
188 Total Capital Operating Impact 0 0 (520,872)(649,592)(812,841)(825,946)
189 Planning & Development dept 12 0.0%(490)(490)(490)(490)(490)(490)
190 Fire Department dept 14 0.0%(27,900)(27,900)(27,900)(27,900)(27,900)(27,900)
192 Public Works dept 16 0.0%(500)(500)(500)(500)(500)(500)
193 Facilities Maintenance dept 17 0.0%0 (19,000)0 0 0 0
194 Finance Department dept 18 0.0%(1,800)(1,800)(1,800)(1,800)(1,800)(1,800)
195 Parks & Recreations dept 19 0.0%(1,000)(1,000)(1,000)(1,000)(1,000)(1,000)
196 Total Capital Outlay (31,690)(50,690)(31,690)(31,690)(31,690)(31,690)
197 Total Expenditures (7,132,432)(7,620,938)(8,254,972)(8,542,507)(8,870,203)(9,053,679)
198 Transfer Out - GMR 600 linked to GMR (775,000)(790,000)(347,000)(258,000)(402,000)(315,000)
199 Transfer Out - VMR 605 linked to VMR 0 0 (100,000)(103,000)(45,000)0
200 Transfer Out - DS 300 linked to DS (753,635)(1,015,142)(1,049,786)(1,175,012)(1,146,482)(1,126,140)
201 Transfers Out - Operating (1,528,635)(1,805,142)(1,496,786)(1,536,012)(1,593,482)(1,441,140)
202 Transfer Out - CP 410 (Entrada)linked to dept12 XO to CP 0 (1,015,324)(1,450,742)(1,170,710)(1,081,871)(370,114)
203 Keep Entrada Permit Fees 0 0 0 0 0 0
204 Transfers Out - Non Operating 0 (1,015,324)(1,450,742)(1,170,710)(1,081,871)(370,114)
205 Total Expenditures & Transfers Out (8,661,062)(10,441,404)(11,202,500)(11,249,228)(11,545,556)(10,864,933)
208
209 NET CHANGE TO FUND BALANCE 342,199 (1,118,537)(1,462,032)(1,375,089)(973,217)(718,213)
210 Beginning Fund Balance 8,553,121 8,895,320 7,776,784 6,314,751 4,939,663 3,966,446
211 Ending Fund Balance 8,895,320 7,776,784 6,314,751 4,939,663 3,966,446 3,248,233
212 Restricted/Committed/Assigned 0.0%612,663 612,663 283,146 283,146 283,146 283,146
213 Unassigned Ending Balance 8,282,658 7,164,121 6,031,605 4,656,517 3,683,300 2,965,087
214 Operating Cost per Day 23,729 25,825 26,717 27,612 28,668 28,753
215 Operating Days 349 277 226 169 128 103
216 Section Sales 0.0%11,125 11,125 11,125 11,125 11,125 11,125
217 Perpetual Care - Section 15%0.0%150 150 150 150 150 150
218 Perpetual Care-interment 100 %0.0%50 50 50 50 50 50
219 Marker Sales 0.0%250 250 250 250 250 250
220 Private Contributions 0.0%50,000 0 0 0 0 0
221 Contractor Fee 0.0%350 350 350 350 350 350
222 Interest Income 1.0%900 900 909 918 927 937
223 Total Revenues 62,825 12,825 12,834 12,843 12,852 12,862226227Attorney - Boyle & Lowry 1.0%(240)(240)(242)(245)(247)(250)
228 Engineering 0.0%0 (12,000)0 0 0 0
229 Contract Services 1.0%(225)(225)(227)(230)(232)(234)
230 Irrigation R&M 1.0%(395)(5,000)(5,050)(5,101)(5,152)(5,203)
231 Contract Landscaping 1.0%(3,525)(6,000)(6,060)(6,121)(6,182)(6,244)
232 Computer Eqpmt/Software 1.0%(225)(350)(354)(357)(361)(364)
233 Grounds R&M 1.0%(225)(2,000)(2,020)(2,040)(2,061)(2,081)
234 Training/Meetings/Seminars 1.0%(225)(225)(227)(230)(232)(234)
235 Dues & Memberships 1.0%(75)(75)(76)(77)(77)(78)
236 Land Improvements 0.0%0 (5,000)0 0 0 0
237 Cost of Sales - Cemetery Lots 0.0%(700)(700)(700)(700)(700)(700)
238 Total Expenditures (5,835)(31,815)(14,956)(15,099)(15,243)(15,388)
241
242 NET CHANGE TO FUND BALANCE 56,990 (18,990)(2,122)(2,256)(2,390)(2,527)
243 Beginning Fund Balance 158,238 215,228 196,238 194,116 191,860 189,470
244 Ending Fund Balance 215,228 196,238 194,116 191,860 189,470 186,943
245 Restricted/Committed/Assigned 215,228 196,238 194,116 191,860 189,470 186,943
246 Unassigned Ending Balance 0 0 0 0 0 0
CEMETERY FUND
158
ESTIMATED PROPOSED 1 2 3 4
FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22
TOWN OF WESTLAKE
FIVE YEAR FORECAST
All Municipal Funds
DESCRIPTION
247 Water Revenue 1.0%2,541,490 2,592,320 2,618,243 2,644,426 2,670,870 2,697,579
248 DS - Hillwood Service Area 1.0%48,000 48,000 48,480 48,965 49,454 49,949
249 DS - Town Service Area Accts 1.0%43,000 43,000 43,430 43,864 44,303 44,746
250 Waste Management 1.0%5,305 5,415 5,469 5,524 5,579 5,635
251 Sewer Revenue - Westlake 1.0%793,860 809,740 817,837 826,016 834,276 842,619
252 Sewer Revenue - Keller 1.0%1,260 1,285 1,298 1,311 1,324 1,337
253 Water Tap Fees 1.0%31,410 32,040 32,360 32,684 33,011 33,341
254 Sewer Tap Fees 1.0%10,875 11,095 11,206 11,318 11,431 11,546
255 Fort Worth Impact fees 1.0%78,980 50,000 50,500 51,005 51,515 52,030
256 Charge For Service Total 3,554,180 3,592,895 3,628,824 3,665,112 3,701,763 3,738,781
257 Meter Repair & Replacement 1.0%18,200 18,200 18,382 18,566 18,751 18,939
258 Interest Income 1.0%11,620 11,620 11,736 11,854 11,972 12,092
259 Duct Bank Leases 1.0%30,965 30,965 31,275 31,587 31,903 32,222
260 TRA Wastewater Settle-Up 1.0%50,000 50,000 50,500 51,005 51,515 52,030
261 Duct Bank Permit Fees - other 1.0%0 71,300 72,013 72,733 73,460 74,195
262 Duct Bank Permit Fees - Vaquer 2.0%18,600 0 0 0 0 0
263 Duct Bank Permit Fees - Terra 2.0%12,400 0 0 0 0 0
264 Duct Bank Permit Fees - Granada 2.0%34,100 0 0 0 0 0
265 Duct Bank Permit Fees - Carlyle 2.0%6,200 0 0 0 0 0
266 Insurance Refund/Equity Return 1.0%750 750 758 765 773 780
267 Misc Reimbursements 1.0%3,020 3,020 3,050 3,081 3,112 3,143
268 Misc Revenue Dept 16 1.0%8,000 8,000 8,080 8,161 8,242 8,325
269 Administrative CC Fee 1.0%5,460 5,460 5,515 5,570 5,625 5,682
270 Total Misc Income 199,315 199,315 201,308 203,321 205,354 207,408
271 Total Revenues & Transfers In 3,753,495 3,792,210 3,830,132 3,868,433 3,907,118 3,946,189
274
275 PR Transfer Out 1.0%(437,145)(517,599)(522,775)(528,003)(533,283)(538,616)
278 Total Payroll and Related (437,145)(517,599)(522,775)(528,003)(533,283)(538,616)
279 Office Rent 0.0%(34,200)(50,250)(75,900)(75,900)(75,900)(75,900)
280 Electric Service 0.0%(5,880)(7,500)(7,500)(7,500)(7,500)(7,500)
281 Telephone Service Dept 10 1.5%(724)(724)(735)(746)(757)(768)
282 Telephone Service Dept 16 1.5%(1,000)(1,000)(1,015)(1,030)(1,046)(1,061)
283 Water - Pump Station Dept 16 1.5%(20,600)(20,600)(20,909)(21,223)(21,541)(21,864)
284 Electric - Pump Station Dept 16 1.5%(72,100)(72,100)(73,182)(74,279)(75,393)(76,524)
285 Electric - Lift Station Dept 16 1.5%(2,680)(2,680)(2,720)(2,761)(2,802)(2,844)
286 Internet Service Dept 10 1.5%(1,645)(1,645)(1,670)(1,695)(1,720)(1,746)
287 Total Rent & Utilities (138,829)(156,499)(183,630)(185,134)(186,660)(188,209)
288 Computer Hardware/Software 1.5%0 (1,000)(1,015)(1,030)(1,046)(1,061)
290 Mechanical Equipment 1.5%(1,000)(1,000)(1,015)(1,030)(1,046)(1,061)
292 Water Meters /Equipment 1.5%(10,000)(10,000)(10,150)(10,302)(10,457)(10,614)
293 Water Taps 1.5%(8,780)(8,780)(8,912)(9,045)(9,181)(9,319)
294 Total Capital Outlay (19,780)(20,780)(21,092)(21,408)(21,729)(22,055)
295 Insurance General Liability 1.5%(980)(980)(995)(1,010)(1,025)(1,040)
296 Insurance Automobile 1.5%(1,700)(1,700)(1,726)(1,751)(1,778)(1,804)
297 Insurance Property 1.5%(6,070)(6,070)(6,161)(6,253)(6,347)(6,442)
298 Total lnsurance (8,750)(8,750)(8,881)(9,014)(9,150)(9,287)
302 WaterTower Landscape R&M 1.5%(7,000)(7,000)(7,105)(7,212)(7,320)(7,430)
303 Water Main R&M 1.5%(42,545)(42,545)(43,183)(43,831)(44,488)(45,156)
304 Water Tower R&M 1.5%(1,000)(1,000)(1,015)(1,030)(1,046)(1,061)
305 Sewer Main R&M 1.5%(18,000)(18,000)(18,270)(18,544)(18,822)(19,105)
306 Pump Station Landscape R&M 1.5%(13,500)(13,500)(13,703)(13,908)(14,117)(14,328)
307 Lift Station R&M 1.5%(6,000)(6,000)(6,090)(6,181)(6,274)(6,368)
308 Instrument R&M 1.5%(9,750)(9,750)(9,896)(10,045)(10,195)(10,348)
309 Ground Storage Tank R&M 1.5%(2,300)(2,300)(2,335)(2,370)(2,405)(2,441)
310 Generator R&M 1.5%(4,000)(4,000)(4,060)(4,121)(4,183)(4,245)
311 Pump Station R&M 1.5%(22,500)(22,500)(22,838)(23,180)(23,528)(23,881)
312 Duct Bank R&M 1.5%(7,940)(7,940)(8,059)(8,180)(8,303)(8,427)
314 Meter Repair & Replacement 1.5%(21,000)(21,000)(21,315)(21,635)(21,959)(22,289)
318 Vehicle R&M 1.5%(1,000)(1,000)(1,015)(1,030)(1,046)(1,061)
319 Total Repair and Maintenance lnsurance (156,535)(156,535)(158,883)(161,266)(163,685)(166,141)
320 Bank Service Charges 1.5%(3,750)(3,750)(3,806)(3,863)(3,921)(3,980)
321 Engineering 1.5%(775)(775)(787)(798)(810)(823)
322 Water Utility Engineering 1.5%(37,555)(37,555)(38,118)(38,690)(39,270)(39,860)
323 Auditor 1.5%(5,750)(5,750)(5,836)(5,924)(6,013)(6,103)
325 Attorney - Boyle & Lowry 1.5%(15,000)(15,000)(15,225)(15,453)(15,685)(15,920)
326 Attorney - Lloyd Gosselink 1.5%(10,000)(10,000)(10,150)(10,302)(10,457)(10,614)
327 Contract Labor 1.5%(5,000)(5,000)(5,075)(5,151)(5,228)(5,307)
328 Contract Services 1.5%(7,860)(7,860)(7,978)(8,098)(8,219)(8,342)
329 TRA-Wastewater Treatment 1.5%(340,000)(340,000)(345,100)(350,277)(355,531)(360,864)
330 Southlake-Wastewater Treatment 1.5%(500,000)(500,000)(507,500)(515,113)(522,839)(530,682)
331 Testing-Water/Bacteria/Rgltry 1.5%(30,000)(30,000)(30,450)(30,907)(31,370)(31,841)
332 Utility Billing 1.5%(15,000)(15,000)(15,225)(15,453)(15,685)(15,920)
333 Line Location 1.5%(5,660)(5,660)(5,745)(5,831)(5,919)(6,007)
334 Application Software Maint.1.5%(10,750)(10,750)(10,911)(11,075)(11,241)(11,410)
335 Keller Waste Water 1.5%(1,300)(1,300)(1,320)(1,339)(1,359)(1,380)
336 Mobile Phone 1.5%(1,000)(1,000)(1,015)(1,030)(1,046)(1,061)
337 Misc Rental/Lease 1.5%(500)(500)(508)(515)(523)(531)
338 Travel Airfare 1.5%(800)(800)(812)(824)(837)(849)
339 Travel Car Rental/Parking 1.5%(100)(100)(102)(103)(105)(106)
340 Travel Lodging 1.5%(1,000)(1,000)(1,015)(1,030)(1,046)(1,061)
341 Travel Meals 1.5%(135)(135)(137)(139)(141)(143)
343 Training/Seminars/Meetings 1.5%(3,000)(3,000)(3,045)(3,091)(3,137)(3,184)
344 Dues & Subscriptions 1.5%(985)(1,500)(1,523)(1,545)(1,569)(1,592)
345 Printing 1.5%(1,130)(1,130)(1,147)(1,164)(1,182)(1,199)
346 Licenses/Registrations 1.5%0 (700)(711)(721)(732)(743)
347 Courier Service 1.5%(200)(200)(203)(206)(209)(212)
UTILITY FUND
159
ESTIMATED PROPOSED 1 2 3 4
FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22
TOWN OF WESTLAKE
FIVE YEAR FORECAST
All Municipal Funds
DESCRIPTION
348 Total Service (997,250)(998,465)(1,013,442)(1,028,644)(1,044,073)(1,059,734)
350 Safety Supplies 1.5%(100)(100)(102)(103)(105)(106)
351 Misc Hand Tools 1.5%(1,000)(1,000)(1,015)(1,030)(1,046)(1,061)
352 Chemical Supplies 1.5%(350)(350)(355)(361)(366)(371)
353 Office Supplies 1.5%(1,550)(1,550)(1,573)(1,597)(1,621)(1,645)
355 Postage & Shipping 1.5%(400)(400)(406)(412)(418)(425)
359 Vehicle Fuel 1.5%(3,000)(3,000)(3,045)(3,091)(3,137)(3,184)
360 Uniforms 1.5%(500)(500)(508)(515)(523)(531)
361 Capital Operating Impact - Utility fixed 0 0 (26,735)(27,537)(28,363)(34,036)
362 Total Supplies (6,900)(6,900)(33,739)(34,646)(35,578)(41,359)
363 Water Purchases 2.0%(934,500)(934,500)(953,190)(972,254)(991,699)(1,011,533)
364 Water Service Charge 2.0%(600)(600)(612)(624)(637)(649)
365 Peak Payment 2.0%(409,500)(409,500)(417,690)(426,044)(434,565)(443,256)
366 Total Water Purchase Expense (1,344,600)(1,344,600)(1,371,492)(1,398,922)(1,426,900)(1,455,438)
367 Transfer Out - UMR 510 linked to UMR (100,000)(100,000)(25,000)(25,000)(25,000)(25,000)
368 Transfer Out - VMR Fund 605 linked to VMR (8,335)(6,250)(6,250)(6,250)(6,250)0
369 Transfer Out - GF 100 Impact Fees linked to Impact (170,258)(50,000)(50,500)(51,005)(51,515)(52,030)
370 Total Transfers Out (278,593)(156,250)(81,750)(82,255)(82,765)(77,030)
371 Fort Worth Payment - Phase I 0.0%(888,160)0 0 0 0 0
372 DS - Principal Keller OH Storage ends 20/21 (104,145)(104,143)(108,950)(113,756)(120,165)0
373 DS - Interest Keller OH Storage ends 20/21 (16,395)(16,395)(11,986)(7,393)(2,523)0
374 DS - Hillwood Service Area 1.0%(48,240)(48,240)(48,722)(49,210)(49,702)(49,702)
375 DS - Town Service Area 1.0%(43,215)(43,215)(43,647)(44,084)(44,524)(44,524)
376 DS - Principal - 2013 CO Ground Storage Tank from schedule (22,000)(22,000)(22,550)(23,650)(23,650)(24,750)
377 DS - Interest - 2013 CO Ground Storage Tank from schedule (33,465)(33,021)(32,576)(32,114)(31,582)(30,977)
378 Total Debt (1,155,620)(267,014)(268,431)(270,206)(272,146)(149,953)
379 Total Expenses & Transfers Out (4,544,002)(3,633,392)(3,664,115)(3,719,498)(3,775,970)(3,707,822)
382
383 NET CHANGE TO FUND BALANCE (790,507)158,818 166,017 148,936 131,148 238,367
384 Beginning Fund Balance 1,121,826 331,319 490,137 656,154 805,090 936,238
385 Ending Fund Balance 331,319 490,137 656,154 805,090 936,238 1,174,606
386 Restricted/Committed/Assigned 1.5%232,585 237,237 241,981 246,821 251,757 256,793
387 Unassigned Ending Balance 98,734 252,901 414,173 558,269 684,481 917,813
388 Operating Expenses 4,245,629 3,456,362 3,561,273 3,615,835 3,671,475 3,608,736
389 Operating Cost Per Day 11,632 9,469 9,757 9,906 10,059 9,887
390 Operating Days 28 52 67 81 93 119
391 Interest Income vision 3,400 3,400 3,400 3,400 3,400 3,400
392 Transfers In from UF 500 vision 100,000 100,000 25,000 25,000 25,000 25,000
393 Total Revenues & Transfers In 103,400 103,400 28,400 28,400 28,400 28,400
396
397 Sewer Easement Cleaning Machine vision (45,000)(45,000)0 0 0 0
398 Repaint Ground Storage Tank vision (100,000)(100,000)0 0 0 0
399 Pump Station Equipment vision 0 (100,000)0 0 0 0
400 Total Expenditures & Transfers Out (145,000)(245,000)0 0 0 0
403
404 NET CHANGE TO FUND BALANCE (41,600)(141,600)28,400 28,400 28,400 28,400
405 Beginning Fund Balance 722,939 681,339 539,739 568,139 596,539 624,939
406 Ending Fund Balance 681,339 539,739 568,139 596,539 624,939 653,339
407 Restricted/Committed/Assigned 681,339 539,739 568,139 596,539 624,939 653,339
408 Unassigned Ending Balance (projected)0 0 0 0 0 0
409 Contributions vision 500 0 0 0 0 0
410 Firefighter Equipment Fees vision 6,000 6,000 6,000 6,000 6,000 6,000
411 Interest Income vision 1,550 1,550 1,750 1,750 1,750 1,750
411 Transfer in from GF vision 775,000 790,000 347,000 258,000 402,000 315,000
412 Total Revenues & Transfers In 783,050 797,550 354,750 265,750 409,750 322,750
413
414 Public Works dept 16 vision 0 (324,450)0 0 0 0
414 Facilities WA dept 17 vision (274,165)(200,000)(205,000)(151,000)(208,000)(208,000)
415 Parks and Rec dept 19 vision (22,000)(32,000)(20,000)(20,000)(20,000)(20,000)
415 I.T. Department dept 20 vision (125,210)(172,500)(102,500)(67,500)(155,000)(67,500)
416 Facilities Town dept 26 vision (502,800)(149,000)(27,000)(27,000)(27,000)(27,000)
416 Total Expenditures & Transfers Out (924,175)(877,950)(354,500)(265,500)(410,000)(322,500)
418
418 NET CHANGE TO FUND BALANCE (141,125)(80,400)250 250 (250)250
419 Beginning Fund Balance 228,768 87,643 7,243 7,493 7,743 7,493
419 Ending Fund Balance 87,643 7,243 7,493 7,743 7,493 7,743
420 Restricted/Committed/Assigned 87,643 7,243 7,493 7,743 7,493 7,743
420 Unassigned Ending Balance 0 0 0 0 0 0
GENERAL MAINT & REPLACEMENT
UTILITY MAINT & REPLACEMENT
160
ESTIMATED PROPOSED 1 2 3 4
FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22
TOWN OF WESTLAKE
FIVE YEAR FORECAST
All Municipal Funds
DESCRIPTION
421 WA/WAF Contribution for Buses vision 118,160 0 0 150,000 0 0
422 Insurance Proceeds vision 8,715 0 0 0 0 0
423 Interest Earned vision 825 825 200 200 200 0
424 Transfer In from GF vision 0 0 100,000 103,000 45,000 0
425 Transfer in from UF vision 8,335 6,250 6,250 6,250 6,250 0
426 Total Revenues & Transfers In 136,035 7,075 106,450 259,450 51,450 0
429
430 Academy Buses dept 10 vision (118,160)0 0 (150,000)0 0
431 Fire Dept Vehicles dept 14 vision (55,000)0 (250,000)(60,000)0 (1,400,000)
432 Court Vehicle dept 15 vision 0 0 0 0 0 0
433 Public Works Vehicle dept 16 vision 0 0 0 0 (50,000)0
434 Facilities Vehicles dept 17 vision 0 0 0 (50,000)0 0
435 Total Expenditures & Transfers Out (173,160)0 (250,000)(260,000)(50,000)(1,400,000)
438
439 NET CHANGE TO FUND BALANCE (37,125)7,075 (143,550)(550)1,450 (1,400,000)
440 Beginning Fund Balance 177,574 140,449 147,524 3,974 3,424 4,874
441 Ending Fund Balance 140,449 147,524 3,974 3,424 4,874 (1,395,126)
442 Restricted/Committed/Assigned 140,449 147,524 3,974 3,424 4,874 (1,395,126)
443 Unassigned Ending Balance 0 0 0 0 0 0
444 Hotel Tax (Marriott) 1.0%772,000 779,720 787,517 795,392 803,346 811,380
445 Hotel Tax (Deloitte)1.0%32,640 32,640 32,966 33,296 33,629 33,965
446 Entrada Hotel Tax hard coded 0 0 0 0 400,000 400,000
447 Total Hotel Tax 804,640 812,360 820,484 828,688 1,236,975 1,245,345
448 Interest Income 10 1.0%3,900 3,900 3,939 3,978 4,018 4,058
449 Insur Refund/Equity Return 10 1.0%835 835 843 852 860 869
451 Membership Fees 24 1.0%1,175 1,175 1,187 1,199 1,211 1,223
452 Special Events Revenue 24 1.0%3,250 3,250 3,283 3,315 3,348 3,382
453 Sales of Printed Material 24 1.0%200 200 202 204 206 208
454 Sponsors 24 1.0%3,000 3,000 3,030 3,060 3,091 3,122
455 Total Other Revenues 14,060 12,360 12,484 12,608 12,735 12,862
456 Total Revenues & Transfers In 818,700 824,720 832,967 841,297 1,249,710 1,258,207
459
460 Office Rent 0.0%(34,200)(50,250)(75,900)(75,900)(75,900)(75,900)
461 Electric Service 0.0%(5,880)(7,500)(7,500)(7,500)(7,500)(7,500)
462 Telephone Service 0.0%(624)(624)(624)(624)(624)(624)
463 Internet Service 0.0%(1,415)(1,415)(1,415)(1,415)(1,415)(1,415)
464 Total Rent and Utilities (42,119)(59,789)(85,439)(85,439)(85,439)(85,439)
465 PR Transfer Out 0.0%(480,002)(524,495)(524,495)(524,495)(524,495)(524,495)
466 Total PR Transfer Out (480,002)(524,495)(524,495)(524,495)(524,495)(524,495)
467 General Services dept 10 0.0%(144,075)(144,075)(144,075)(144,075)(144,075)(144,075)
468 Communications dept 22 0.0%(109,680)(124,780)(124,780)(124,780)(124,780)(124,780)
469 Historical Board dept 24 0.0%(7,405)(7,405)(7,405)(7,405)(7,405)(7,405)
470 Public Arts dept 25 0.0%(25,000)(30,200)(30,200)(30,200)(30,200)(30,200)
471 Arbor Day dept 26 0.0%0 (2,500)(2,500)(2,500)(2,500)(2,500)
472 Total Service (286,160)(308,960)(308,960)(308,960)(308,960)(308,960)
478 Total Supplies 0 0 0 0 0 0
479 Transfer Out - GF 100 0.0%(61,020)(15,735)(15,735)(15,735)(15,735)(15,735)
480 Transfer Out - DS 300 0.0%(150,625)(162,400)(169,463)(171,025)(172,463)(172,463)
481 Total Transfers Out (211,645)(178,135)(185,198)(186,760)(188,198)(188,198)
482 Total Expenditures & Transfers Out (1,019,926)(1,071,379)(1,104,092)(1,105,654)(1,107,092)(1,107,092)
485
486 NET CHANGE TO FUND BALANCE (201,226)(246,659)(271,124)(264,357)142,618 151,115
487 Beginning Fund Balance 1,011,947 810,721 564,062 292,937 28,580 171,199
488 Ending Fund Balance 810,721 564,062 292,937 28,580 171,199 322,314
489 Restricted/Committed/Assigned 151,700 151,700 169,463 171,025 172,463 172,463
490 Unassigned Ending Balance 659,021 412,362 123,475 (142,445)(1,264)149,852
491 Operating Days 236 140 41 (47)(0)49
492 Sales tax (on-going)2.0%1,137,500 1,137,500 1,160,250 1,183,455 1,207,124 1,231,267
493 Sales tax (one-time)fixed 0 0 0 0 0 0
494 Interest 3.0%0 0 0 0 0 0
495 Total Revenues & Transfers In 1,137,500 1,137,500 1,160,250 1,183,455 1,207,124 1,231,267
498
499 Transfer Out - DS 300 linked to above (1,137,500)(1,137,500)(1,160,250)(1,183,455)(1,207,124)(1,231,267)
500 Total Expenditures & Transfers Out (1,137,500)(1,137,500)(1,160,250)(1,183,455)(1,207,124)(1,231,267)
503
504 NET CHANGE TO FUND BALANCE 0 0 0 0 0 0
505 Beginning Fund Balance 0 0 0 0 0 0
506 Ending Fund Balance 0 0 0 0 0 0
507 Restricted/Committed/Assigned 0 0 0 0 0 0
508 Unassigned Ending Balance 0 0 0 0 0 0
VEHICLE MAINT & REPLACEMENT
4B ECONOMIC DEVELOPMENT FUND
VISITORS ASSOCIATION FUND
161
ESTIMATED PROPOSED 1 2 3 4
FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22
TOWN OF WESTLAKE
FIVE YEAR FORECAST
All Municipal Funds
DESCRIPTION
509 General Sales Tax 0.0%102,000 102,000 102,000 102,000 102,000 102,000
510 Hotel/Motel Tax 0.0%32,640 32,640 32,640 32,640 32,640 32,640
511 Economic Development for WA $10K/Lot from schedule 800,000 750,000 840,000 810,000 810,000 310,000
512 Total Revenues & Transfers In 934,640 884,640 974,640 944,640 944,640 444,640
515
516 ED - Deloitte Sales Tax linked to above (102,000)(102,000)(102,000)(102,000)(102,000)(102,000)
517 ED - Deloitte Hotel Tax linked to above (32,640)(32,640)(32,640)(32,640)(32,640)(32,640)
518 Transfer Out - WAE 412 linked to above (800,000)(750,000)(840,000)(810,000)(810,000)(310,000)
519 Total Expenditures & Transfers Out (934,640)(884,640)(974,640)(944,640)(944,640)(444,640)
522
523 NET CHANGE TO FUND BALANCE 0 0 0 0 0 0
524 Beginning Fund Balance 0 0 0 0 0 0
525 Ending Fund Balance 0 0 0 0 0 0
526 Restricted/Committed/Assigned 0 0 0 0 0 0
527 Unassigned Ending Balance 0 0 0 0 0 0
528 Development Fees (Platting)0.0%10,000 0 0 0 0 0
529 Miscellaneous Reimbursments 0.0%85,000 0 0 0 0 0
530 Total Revenues & Transfers In 95,000 0 0 0 0 0
533
534 Consultant Fees 0.0%(275,000)0 0 0 0 0
535 Boyle & Lowry 0.0%(18,000)0 0 0 0 0
536 PID Meeting Expense 0.0%0 0 0 0 0 0
537 Construction Expense 0.0%(160,000)0 0 0 0 0
538 Total Expenditures & Transfers Out (453,000)0 0 0 0 0
541
542 NET CHANGE TO FUND BALANCE (358,000)0 0 0 0 0
543 Beginning Fund Balance 720,015 362,015 362,015 362,015 362,015 362,015
544 Ending Fund Balance 362,015 362,015 362,015 362,015 362,015 362,015
545 Restricted/Committed/Assigned 362,015 362,015 362,015 362,015 362,015 362,015
546 Unassigned Ending Balance 0 0 0 0 0 0
547 Revenues 1.0%60 60 61 61 62 62
548 Total Revenues & Transfers In 60 60 61 61 62 62
549
550 Expenditures 1.0%0 0 0 0 0 0
551 Total Expenditures & Transfers Out 0 0 0 0 0 0
552
553 NET CHANGE TO FUND BALANCE 60 60 61 61 62 62
554 Beginning Fund Balance 13,679 13,739 13,799 13,860 13,921 13,983
555 Ending Fund Balance 13,739 13,799 13,860 13,921 13,983 14,046
556 Restricted/Committed/Assigned 13,739 13,799 13,860 13,921 13,983 14,046
557 Unassigned Ending Balance 0 0 0 0 0 0
558 Transfer in - GF 100 GF links to this 753,635 1,015,142 1,049,786 1,175,012 1,146,482 1,126,140
559 Transfer In - VA 220 Linked to VA 150,625 162,400 169,463 171,025 172,463 172,463
560 Transfer In - 4B 200 Linked to 4B 1,137,500 1,137,500 1,160,250 1,183,455 1,207,124 1,231,267
561 Total Transfers In 2,041,760 2,315,042 2,379,498 2,529,492 2,526,069 2,529,869
562
563 Bank Charge - 2007 GORB Refunding of 2002 (400)0 0 0 0 0
564 DS Principal - Issue 2007 GORB (425,000)(40,000)(40,000)(45,000)(50,000)(55,000)
565 DS Interest - Issue 2007 GORB (276,610)(259,608)(258,008)(256,408)(254,608)(252,608)
566 Bank Charge - 2011 GORB Refunding of 2002/2003 (400)0 0 0 0 0
567 DS Principal - Issue 2011 GORB (275,000)(700,000)(715,000)(730,000)(750,000)(770,000)
568 DS Interest - Issue 2011 GORB (207,275)(192,650)(171,425)(149,750)(127,550)(104,750)
569 Bank Charge - 2013 CO Academy Expansion (400)0 0 0 0 0
570 DS Principal - Issue 2013 CO (178,000)(178,000)(182,450)(191,350)(191,350)(200,250)
571 DS Interest - Issue 2013 CO (270,730)(267,172)(263,568)(259,830)(255,525)(250,630)
572 Bank Charge - 2013 GORB Refunding of 2008 (400)0 0 0 0 0
573 DS Principal - Issue 2013 GORB (130,000)(125,000)(135,000)(140,000)(145,000)(145,000)
574 DS Interest - Issue 2013 GORB (39,950)(37,400)(34,463)(31,025)(27,463)(23,838)
575 Bank Charge - 2014 GORB Refunding of 2003 0 0 0 0 0 0
576 DS Principal - Issue 2014 GORB (5,000)(5,000)(5,000)(5,000)(5,000)(5,000)
577 DS Interest - Issue 2014 GORB (65,220)(65,040)(64,860)(64,680)(64,500)(64,320)
578 Bank Charge - 2017 CO Fire Station Complex 0 0 0 0 0 0
579 DS Principal - Issue 2017 CO (203,098)(178,000)(205,000)(210,000)(215,000)(225,000)
580 DS Interest - Issue 2017 CO 0 (267,172)(304,725)(298,500)(292,125)(285,525)
581 2019-20 Future CO (Roads) 0 0 0 (147,949)(147,949)(147,949)
582 Total Expenditures & Transfers Out (2,077,483)(2,315,042)(2,379,498)(2,529,492)(2,526,069)(2,529,869)
585
586 NET CHANGE TO FUND BALANCE (35,723)0 0 0 0 0
587 Beginning Fund Balance 0 0 0 0 0 0
588 Ending Fund Balance 0 0 0 0 0 0
589 Restricted/Committed/Assigned 0 0 0 0 0 0
590 Unassigned Ending Balance 0 0 0 0 0 0
DEBT SERVICE (revenue supported)
LONE STAR FUND
PUBLIC IMPROVEMENT DISTRICT
ECONOMIC DEVELOPMENT FUND
162
ESTIMATED PROPOSED 1 2 3 4
FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22
TOWN OF WESTLAKE
FIVE YEAR FORECAST
All Municipal Funds
DESCRIPTION
591 Property Tax PY 2011 CO 0.0%0 0 0 0 0 0
592 Property Tax CY 2011 CO linked to below 93,760 110,261 117,356 119,316 121,180 123,936
597 Total Revenues 93,760 110,261 117,356 119,316 121,180 123,936
600
602 DS Principal - Issue 2011 CO from schedule (75,000)(79,000)(83,000)(87,000)(91,000)(96,000)
603 DS Interest - Issue 2011 CO from schedule (43,611)(36,300)(34,356)(32,316)(30,180)(27,936)
604 Total Expenditures (118,611)(115,300)(117,356)(119,316)(121,180)(123,936)
607
608 NET CHANGE TO FUND BALANCE (24,851)(5,039)0 0 0 0
609 Beginning Fund Balance 29,890 5,039 0 0 0 0
610 Ending Fund Balance 5,039 0 0 0 0 0
611 Restricted/Committed/Assigned 5,039 0 0 0 0 0
612 Unassigned Ending Balance 0 0 0 0 0 0
613 Transfer in from GF linked to GF 0 1,015,324 1,450,742 1,170,710 1,081,871 1,081,871
614 Interest Income 26,000 26,000 6,000 6,000 6,000 0
615 NET 26,000 1,041,324 1,456,742 1,176,710 1,087,871 1,081,871616617Bond Revenue 0 0 480,180 0 0 0
618 S. ROANOKE ROAD RECON & DRAINAGE 0 0 0 (480,180)0 0
619 NET 0 0 480,180 (480,180)0 0
620
621 Cash (Fund Balance)0 0 0 0 0 0
622 SAM SCHOOL ROAD RECON & DRAINANGE 0 (281,960)0 0 0 0
623 NET 0 (281,960)0 0 0 0624625Cash (Fund Balance)0 0 0 0 0 0
626 E. DOVE ROAD RECON & DRAINAGE (Vaquero - TB)(75,000)(621,260)0 0 0 0
627 NET (75,000)(621,260)0 0 0 0628629Cash (Fund Balance)0 0 0 0 0 0
630 TRAIL CONNECTION AT 114/SOLANA 0 (30,000)0 0 0 0
631 NET 0 (30,000)0 0 0 0632633Bond Revenue 0 0 300,949 0 0 0
634 TRAIL - WESTLAKE ACADEMY TO CEMETERY 0 0 0 (300,949)0 0
635 NET 0 0 300,949 (300,949)0 0
636
637 Bond Revenue 0 0 290,016 0 0 0
638 TRAIL - DOVE/PEARSON/ASPEN 0 0 (290,016)0 0 0
639 NET 0 0 0 0 0 0
640641 Bond Revenue 0 0 0 0 0 0
642 HWY 377 LANDSCAPE IMPROVEMENTS (PHASE 1)0 (30,000)0 0 0 0
643 NET 0 (30,000)0 0 0 0
644
645 Bond Revenue 0 0 983,954 0 0 0
646 OTTINGER ROAD RECON & DRAINAGE 0 0 0 (983,954)0 0
647 NET 0 0 983,954 (983,954)0 0648649Bond Revenue 0 0 404,125 0 0 0
650 PEARSON LANE RECON & DRAINAGE 0 0 (404,125)0 0 0
651 NET 0 0 0 0 0 0652653654$9.2M Bonds $ $1.5M Tax Note 10,734,300 0 0 0 0 0
655 $1.2M Land sale & $1.9M Land 3,198,000 0 0 0 0 0
656 FIRE STATION CONSTRUCTION and LAND (2,498,000)(9,843,000)(1,591,300)0 0 0
657 NET 11,434,300 (9,843,000)(1,591,300)0 0 0658659Cash (Fund Balance)0 0 0 0 0 0
660 MAINTENANCE AND STORAGE FACILITY 0 (49,200)0 0 0 0
661 NET 0 (49,200)0 0 0 0
662663 Cash (Fund Balance)0 0 0 0 0 0
664 WAYFINDING SIGNAGE 0 (75,000)(77,250)(79,500)0 0
665 NET 0 (75,000)(77,250)(79,500)0 0
666
667 Contribution Revenue 0 0 0 0 0 0
668 DOVE ROAD/FM1938 SIGNALIZATION (10,000)(260,000)0 0 0 0
669 NET (10,000)(260,000)0 0 0 0670671Contribution Revenue 112,000 0 0 0 0 0
672 SOLANA/FM1938 SIGNALIZATION (102,000)(10,000)0 0 0 0
673 NET 10,000 (10,000)0 0 0 0
674
CAPITAL PROJECTS FUND
DEBT SERVICE (tax supported)
163
ESTIMATED PROPOSED 1 2 3 4
FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22
TOWN OF WESTLAKE
FIVE YEAR FORECAST
All Municipal Funds
DESCRIPTION
675 WAF Grant 60 175,000 0 135,000 0 0
676 WA - OUTDOOR LEARNING CENTER (89,365)(175,000)0 (150,000)0 0
677 NET (89,305)0 0 (15,000)0 0678679Grants (WAF $11750 - HOC $5000 - WAAC $2975)15,175 0 0 0 0 0
680 WA - BLEACHERS AND FILM TOWER (1,090)0 0 0 0 0
681 NET 14,085 0 0 0 0 0682683Land Sale 4,010 0 0 0 0 0
684 LAND SALE EXPENSE (15,500)0 0 0 0 0
685 NET (11,490)0 0 0 0 0
686
687 Cash (Fund Balance) 0 0 0 0 0 0
688 FLASHING CROSSWALK LIGHTS 0 (80,000)0 0 0 0
689 NET 0 (80,000)0 0 0 0
690
691 Contribution 150,000 0 0 0 0 0
692 CEMETARY IMPROVEMENTS 0 (100,000)(50,000)0 0 0
693 NET 150,000 (100,000)(50,000)0 0 0
694
695 Cash (Fund Balance) 0 0 0 0 0 0
696 WA - POND REPAIRS 0 (82,000)0 0 0 0
697 NET 0 (82,000)0 0 0 0
698
699
700 Total Revenues & Transfers in 14,239,545 1,216,324 3,915,966 1,311,710 1,087,871 1,081,871
701 Total Expenditures & Transfers Out (2,790,955)(11,637,420)(2,412,691)(1,994,583)0 0
702 NET CHANGE TO FUND BALANCE 11,448,590 (10,421,096)1,503,275 (682,873)1,087,871 1,081,871
703 Beginning Fund Balance 2,161,162 13,609,752 3,188,656 4,691,931 4,009,058 5,096,929
704 Ending Fund Balance 13,609,752 3,188,656 4,691,931 4,009,058 5,096,929 6,178,800
705 Restricted/Committed/Assigned 13,609,752 3,188,656 4,691,931 4,009,058 5,096,929 6,178,800
706 Unassigned Ending Balance 0 0 0 0 0 0
707 Interest Earned vision 1,900 1,900 500 500 500 500
708 Transfer in from ED 200 linked to ED Fund 800,000 750,000 840,000 810,000 810,000 310,000
709 Total Revenues & Transfers In 801,900 751,900 840,500 810,500 810,500 310,500
712
713 Construction Expense vision 0 0 0 0 0 0
714 Total Expenditures & Transfers Out 0 0 0 0 0 0
717
718 NET CHANGE TO FUND BALANCE 801,900 751,900 840,500 810,500 810,500 310,500
719 Beginning Fund Balance 397,127 1,199,027 1,950,927 2,791,427 3,601,927 4,412,427
720 Ending Fund Balance 1,199,027 1,950,927 2,791,427 3,601,927 4,412,427 4,722,927
721 Restricted Funds 1,199,027 1,950,927 2,791,427 3,601,927 4,412,427 4,722,927
722 Unassigned Ending Balance 0 0 0 0 0 0
723 General Fund 8,895,320 7,776,784 6,314,751 4,939,663 3,966,446 3,248,233
724 Enterprise Funds 546,547 686,375 850,270 996,950 1,125,708 1,361,549
725 Internal Service Funds 909,432 694,507 579,607 607,707 637,307 (734,043)
726 Special Revenue Funds 1,186,475 939,876 668,812 404,516 547,196 698,374
727 Debt Service Funds 5,039 0 0 0 0 0
728 Captial Projects Funds 14,808,780 5,139,584 7,483,359 7,610,986 9,509,357 10,901,728
729 Academic Funds 0 0 0 0 0 0
730 26,351,594$ 15,237,126$ 15,896,800$ 14,559,822$ 15,786,014$ 15,475,841$
WESTLAKE ACADEMY EXPANSION
Ending Fund Balance
164
Assistant .50
C ITIZENS OF W ESTLAKE
Finance
Assistant Town
Manager
Fire Chief
Human Resources
Public Works
Planning &
Development
Town Secretary
Supervisor
FT Firefighter
Paramedics 9
Deputy Clerk
Marshal
Student Services
Administrator
PYP Primary
Principal
Administrative
Staff
PYP
Coordinator
Primary
Counselor
Primary
Teachers
Librarian
MYP
Coordinator
Academic
Dean
MYP Teachers
MYP Principal
Communications
Nurse
Information
Technology
2 WA Technicians
1 Town Technician
Police Services
(contracted thru the
City of Keller)
Communication
Specialist
Executive Director
W.A. Foundation
Assistant
Assistant Principal /
Athletic Director
M AYOR AND T OWN C OUNCIL
Town Attorney
Court Judge
Texas Student
Housing
T OWN M ANAGER AND
Facilities Maintenance
/ Parks & Recreation
Executive Principal
Director of Education
DP Principal
Coordinator
Diploma
Teachers
Lieutenants
(3)
2 Part Time
Court Clerks
Court
Administrator
WA S UPERINTENDENT
PT Firefighter
Paramedics 24
HR Generalist
Academic
College
Counselor
WA Technician Assistant .50
Advisory Boards Committees
Deputy Chief
Fire Marshal
1 Technician
1 Technician UB Coordinator
Building Inspector
Permit Clerk
P&D Coordinator
Municipal
Intern .50
This organizational chart is a visual depiction of the way work is
distributed within the Town of Westlake and Westlake Academy.
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.
Assistant .50
165
Dept Position FY 16/17 Estimated FY 17/18 Projection Change Name
10 GENERAL ADMINISTRATIVE
Administrative Assistant 1.00 1.00 - Miriam
1.00 1.00 -
11 TOWN MANAGER'S OFFICE
Town Manager 1.00 1.00 - Tom
Assistant Town Manager 1.00 1.00 - Amanda
Assistant to the Town Manager 0.50 0.50 - Tanya
2.50 2.50 -
12 PLANNING & DEVELOPMENT
Planning & Development Director 1.00 1.00 - Ron
Development Coordinator 0.50 - (0.50) remove Joel
Intern to Engineer 0.75 1.00 0.25 Nick to Full Tiime
Zone Enforcement 1.00 - (1.00) remove Eddie
Building Inspector 1.00 1.00 - Pat
Permit Clerk 1.00 1.00 - Dottie
5.25 4.00 (1.25)
13 TOWN SECRETARY'S OFFICE
Town Secretary 1.00 1.00 - Kelly
Administrative Assistant 0.50 0.50 - Tanya
1.50 1.50 -
14 FIRE/EMS DEPARTMENT
Fire Chief 1.00 1.00 - Richard
Deputy Chief/Fire Marshal 1.00 1.00 - John
Lieutenants 3.00 3.00 - Scott, Dan, Tom
Firefighter/Paramedics full-time 9.00 9.00 - full time
Firefighter/Paramedics part-time 1.50 1.50 - temps
15.50 15.50 -
15 MUNICIPAL COURT OFFICE
Supervisor 1.00 1.00 - Sharon
Deputy Clerk 1.00 1.00 - Martha
Judge 0.50 0.50 - Bradley
Marshal 1.00 1.00 - TL Crow
Part-Time Clerk 1 0.50 0.50 - Vickie
Part-Time Clerk 2 0.50 0.50 - Christy
4.50 4.50 -
16 PUBLIC WORKS OFFICE
Public Works Director 1.00 1.00 - Jarrod
Utility Technician 1 1.00 1.00 - Paul
Utility Technician 2 - 1.00 1.00 additional tech
Utility Billing Coordinator 1.00 1.00 - Sherry
3.00 4.00 1.00
17 FACILITIES MAINTENANCE
Facilities Maintenance Director 0.50 0.50 - TJ Meyer
Part-Time Summer Technicians 0.25 0.25 - temps
Part-Time Clerk 0.50 0.50 - Kerry
1.25 1.25 -
18 FINANCE OFFICE
Finance Director 1.00 1.00 - Debbie
Finance Supervisor 1.00 1.00 - Jaymi
Management Analyst 0.50 - (0.50) remove Joel
Accounting Tech Municipal 1.00 1.00 - Melinda
Accounting Tech Academic 1.00 1.00 - Marlene
4.50 4.00 (0.50)
19 PARKS & RECREATION OFFICE
Parks & Recreation Director 0.50 0.50 - TJ Meyer
0.50 0.50 -
20 INFORMATION TECHNOLOGY
Information Technology Director 1.00 1.00 - Jason
I.T. Specialist Full Time - 1.00 1.00 additional tech
1.00 2.00 1.00
21 HUMAN RESOURCES OFFICE
Human Resources Director 1.00 1.00 - Todd
HR Generalist 1.00 1.00 - Blair
2.00 2.00 -
22 COMMUNICATIONS OFFICE
Communications Director 1.00 1.00 - Ginger
Manager 1.00 1.00 - Jon
Clerk Part Time - - - push to 18/19
CVB Position Full Time - - - push to 19/20
2.00 2.00 -
44.50 44.75 0.25 Grand Total All Positions
Personnel Position Summary
166
Dept # Department Name FY 16-17
Actual
FY 17-18
Projection
change
FY 18-19
Projection
FY 19-20
Projection
FY 20-21
Projection
FY 21-22
Projection
10 General Administrative 1.00 1.00 - 1.00 1.00 1.00 1.00
11 Administration 2.50 2.50 - 2.50 2.50 2.50 2.50
12 Planning & Development 5.25 4.00 (1.25) 4.00 4.00 4.00 4.00
13 Town Secretary 1.50 1.50 - 1.50 1.50 1.50 1.50
14 Fire & EMS 15.50 15.50 - 15.50 17.00 17.50 17.50
15 Court 4.50 4.50 - 4.50 4.50 4.50 4.50
16 Public Works 3.00 4.00 1.00 4.00 4.00 4.00 4.00
17 Facilities 1.25 1.25 - 1.75 1.75 1.75 1.75
18 Finance 4.50 4.00 (0.50) 4.00 5.00 5.00 5.00
19 Parks and Recreation 0.50 0.50 - 0.50 0.50 0.50 0.50
20 IT Dept 1.00 2.00 1.00 2.00 2.00 2.00 2.00
21 Human Resources 2.00 2.00 - 2.50 2.75 2.75 2.75
22 Communications 2.00 2.00 - 2.50 3.50 3.50 3.50
TOTAL MUNICIPAL 44.50 44.75 0.25 46.25 50.00 50.50 50.50
1.50 3.75 0.50 -
Recommended 5 Year Staffing LEVELS
Includes all part-time employees and interns
change amount
167
This Page is Intentionally Blank
168
SECTION
7
169
ALL FUNDED AND PROPOSED CAPITAL PROJECTS
FIVE YEAR FORECAST (includes escalation)
new project
ACTUALS FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 PROJECT
Proj THRU ESTIMATED PROPOSED Budget Budget Budget Budget GRAND
No.Project Description FY 15-16 BUDGET BUDGET TOTAL
1 CP64 Fire-EMS Station 42,938$ 2,498,000$ 7,845,000$ 1,591,300$ -$ -$ -$ 11,977,238
2 CP64 Fire-EMS Station (Land)- 1,998,000 - - - - - 1,998,000
3 Sub-Total - Fire Station Complex 42,938 4,496,000 7,845,000 1,591,300 - - - 14,304,778
4 CP65 Maintenance & Storage Facility - - 49,200 - - - - 49,200
5 CP71 WA Outdoor Learning Space 15,975 89,365 175,000 - - - - 280,340
6 CP77 WA Pond Repairs - - 82,000 - - - - 82,000
7 Sub-Total - Facilities Improvements 15,975 89,365 306,200 - - - - 411,540
8 CP42 Trail Connection at Hwy 114 and Solana Blvd.- - 30,000 - - - - 30,000
9 CP67 Wayfinding Signage - - 75,000 77,250 79,500 - - 231,750
10 CP75 Flashing Crosswalk Lights (Dove @ Pearson&Ottinger)- - 80,000 - - - - 80,000
11 CP76 Cemetary Improvements (contributions)- - 100,000 50,000 - - - 150,000
12 Sub-Total - Trail/Park/Cemetery Improvements - - 285,000 127,250 79,500 - - 491,750
13 CP34 Roanoke Road Recon/Drainage South 2,900 - - - 480,180 - - 483,080
14 CP40 Sam School Road Recon/Drainage - - 281,960 - - - - 281,960
15 CP41 Dove Rd Recon/Drainage (Vaquero/Terra Bella)69,825 75,000 621,260 - - - - 766,085
16 CP56 Hwy377 Landscape Improvements (Phase I )- - 30,000 - - - - 30,000
17 CP68 FM 1938/Dove Road Signalization 12,400 10,000 260,000 - - - - 282,400
18 CP70 FM 1938/Solana Traffic Signalization 259,540 102,000 10,000 - - - - 371,540
19 Sub-Total - Road/Street Improvements 344,665 187,000 1,203,220 - 480,180 - - 2,215,065
20 CP52 Trail - Academy to Cemetery - - - - 300,949 - - 300,949
21 CP58 Ottinger Road Recon/Drainage - - - - 983,954 - - 983,954
22 Sub-Total - Trail and Road Improvements - - - - 1,284,903 - - 1,284,903
23 CP53 Trail - Dove/Pearson/Aspen - - - 290,016 - - - 290,016
24 CP60 Pearson Lane Recon/Drainage - - - 404,125 - - - 404,125
25 Sub-Total - Trail and Road Improvements - - - 694,141 - - - 694,141
26 403,578$ 4,772,365$ 9,639,420$ 2,412,691$ 1,844,583$ -$ -$ 19,072,637
27 UF31 N1 Sewer Line Transfer I&I - - - 96,435 - - - 96,435
-$ -$ -$ 96,435$ -$ -$ -$ 96,435
28 $ 403,578 $ 4,772,365 $ 9,639,420 $ 2,509,126 $ 1,844,583 $ - $ - 19,169,072
ACTUALS FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 PROJECT
Proj THRU ESTIMATED PROPOSED Budget Budget Budget Budget GRAND
No.Project Description FY 15-16 BUDGET BUDGET TOTAL
29 Contributions (Formerly adopted)259,540 102,000 10,000 - - - - 371,540
30 Contribution (Land)- 1,998,000 - - - - - 1,998,000
31 Contributions (New requests))- - 100,000 50,000 - 150,000
32 Foundation Contribution - 89,365 175,000 - - 264,365
33 TOTAL CONTRIBUTIONS $259,540 $2,189,365 $285,000 $50,000 $0 $0 $0 $2,783,905
34 Cash (Formerly adopted)144,038 85,000 1,212,420 96,435 - - - 1,537,893
35 Cash (New requests)- - 297,000 77,250 79,500 - - 453,750
36 TOTAL CASH $144,038 $85,000 $1,509,420 $173,685 $79,500 $0 $0 $1,991,643
37 FY 16/17 Fire Station - 30 yr Bonds - 2,498,000 7,845,000 1,591,300 - - - 11,934,300
38 FY 18/19 Street/Trail - 20 yr Bonds - - - 694,141 1,765,083 - - 2,459,224
39 TOTAL BONDS $0 $2,498,000 $7,845,000 $2,285,441 $1,765,083 $0 $0 $14,393,524
40 $ 403,578 $ 4,772,365 $ 9,639,420 $ 2,509,126 $ 1,844,583 $ - $ - $ 19,169,072 GRAND TOTAL ALL PROJECTS
TOTAL GOVERNMENTAL PROJECTS
TOTAL UTILITY FUND PROJECTS
-------------------- Projection----------------------
GRAND TOTAL ALL PROJECTS
-------------------- Projection----------------------
170
Project Description:
410-72000-00-000-000064 Totals Thru Estimated Project
EXPENDITURE TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 22/22 Total
Consultant/Engineering 23,438 500,000 650,000 4,100 - - 1,177,538
Construction - 6,000,000 1,331,700 - - - 7,331,700
Construction - Exterior only - - 1,998,000 - - - - 1,998,000
Design 19,500 - 332,500 180,500 - - 532,500
FF&E - - 275,000 - - - - 275,000
IT/Security - - 212,500 - - - - 212,500
Contingency - - 75,000 75,000 - - - 150,000
Other (Foundation) - - 300,000 - - - - 300,000
PROJECT EXPENDITURES 42,938 500,000 9,843,000 1,591,300 - - - 11,977,238
Land Purchase (in kind) - 1,998,000 - - - - - 1,998,000
PROJECT TOTAL 42,938 2,498,000 9,843,000 1,591,300 - - - 13,975,238
410-33501-00-000-000064 Totals Thru Estimated Project
FUNDING TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 22/22 Total
Cash (Fund Balance) 42,938 29,232 - - - - 72,170
7 Year Tax Note (US Bank) - 1,500,768 - - - - - 1,500,768
Bonds 2016/17 CO Bonds - 9,204,300 - - - - - 9,204,300
Sale of Land - 1,200,000 - - 1,200,000
FUNDING SUBTOTAL 42,938 11,934,300 - - - - - 11,977,238
Land Contribution (in kind) - 1,998,000 - - - - - 1,998,000
FUNDING TOTAL 42,938 13,932,300 - - - - - 13,975,238
Totals Thru Estimated Project
IMPACT TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 22/22 Total
Services - - - - 5,150 5,305 5,464 15,918
Insurance - - - - 4,893 5,040 5,191 15,124
Repair & Maintenance - - - - 50,000 51,500 53,045 154,545
Rent & Utilities - - - - 64,580 66,517 68,513 199,610
Debt Service CO 2017 - - `509,725 508,500 507,125 510,525 2,035,875
Other - - - - - - - -
OPERATING IMPACT - - - 509,725 633,123 635,487 642,738 2,421,072
5 Year Projection
FUNDED CAPITAL IMPROVEMENT
Iconic Fire-EMS Station
PROJECT EXPENSE
5 Year Projection
PROJECT FUNDING
5 Year Projection
IMPACT ON OPERATING BUDGET
This project will provide an inconic Fire-EMS Station, which includes 4 bays, sleeping
areas for staff members, kitchen/food preparation, storage, multi-purpose space to serve
as a community/staff training, EOC room and offices for administration. The station is
estimated to be approximately 18K square feet of usable space and would also include
the Town's Emergency Operations Center (EOC) with a back-up generator for
sustainability. It does not include any apparatus or a fire training facility. The project
includes the acquisition of land by private donation,
171
Project Description:
410-72000-00-000-000065 Totals Thru Estimated Project
EXPENDITURE TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 22/22 Total
Engineering - - - - - - - -
Construction - - 20,600 - - - - 20,600
FF&E - - 2,060 - - - - 2,060
Building retrofit - - 18,540 - - - - 18,540
Heater Replacement - - 3,000 3,000
HVAC Sysytem Replacement - - 5,000 - - - - 5,000
EXPENDITURES TOTAL - - 49,200 - - - - 49,200
410-10110-00-000-000065 Totals Thru Estimated Project
FUNDING TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 22/22 Total
Cash (Fund Balance) - - 49,200 - - - - 49,200
Contributions/Grants - - - - - - - -
Bonds - - - - - - - -
Other - - - - - - - -
FUNDING TOTAL - - - - - - - 49,200
Totals Thru Estimated Project
IMPACT TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 22/22 Total
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 - - - 6,747 6,949 7,157 7,372 28,225
FUNDED CAPITAL IMPROVEMENT
Maintenance & Storage Facility
The proposed Maintenance and Public Works facility would utilize the
existing temporary Fire Department engine bay once a permanent Fire
Station has been constructed in the fall 2018. The building would provide
storage space for weather event supplies, small equipment, pumps and
school furniture. It will also serve as a work area to make repairs on
equipment, etc. This cost would include office funiture, tools, work
benches, parking lot improvements, ADA compliance and replacement of
existing heater and HVAC system.
PROJECT EXPENSE
5 Year Projection
PROJECT FUNDING
5 Year Projection
IMPACT ON OPERATING BUDGET
5 Year Projection
172
Project Description:
410-74400-00-000-000071 Totals Thru Estimated Project
EXPENDITURE TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 22/22 Total
Engineering - - - - - - - -
Construction - 89,365 148,000 - - - - 237,365
Design 15,975 - 10,000 - - - - 25,975
FF&E - - 10,000 - - - - 10,000
IT/Security - - - - - - - -
Contingency - - 7,000 - - - - 7,000
Other (Foundation) - - - - - - - -
Other Admin cost - - - - - - - -
EXPENDITURES TOTAL 15,975 89,365 175,000 - - - - 280,340
410-33700-00-000-000071 Totals Thru Estimated Project
FUNDING TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 22/22 Total
Cash (Fund Balance) - - 3,080 - - - - 3,080
Transfer in from General Fund - - - - - - - -
Transfer in from Utility Fund - - - - - - - -
Grant - Foundation 102,200 - 175,000 - - - - 277,200
Other - 60 - - - - - 60
FUNDING TOTAL 102,200 60 178,080 - - - - 280,340
Totals Thru Estimated Project
IMPACT TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 Total
Services - - - - 1,000 1,000 1,000 3,000
Insurance - - - - - - - -
Repair & Maintenance - - - 2,000 2,060 2,122 2,185 8,367
Rent & Utilities - - - - - - - -
Debt Service - - - - - - - -
Other - - - - - - - -
OPERATING IMPACT - - - 2,000 3,060 3,122 3,185 11,367
5 Year Projection
IMPACT ON OPERATING BUDGET
5 Year Projection
FUNDED CAPITAL IMPROVEMENT
Westlake Academy - Outdoor Learning Space
PROJECT EXPENSE
5 Year Projection
PROJECT FUNDING
The outdoor classroom 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 space will be located along the
north drive and around the pond. Phase I was completed in May 2017 which includes the vegetable
garden and planter boxes located north of the Gym. Phase II would be the Math & Science Plaza which
would include two concrete pads, one for the phase of the moon, sundial, compass, simple machine
rack and ruler, sidewalks and retaining walls.
173
Project Description:
410-73000-00-000-000077 Totals Thru Estimated Project
EXPENDITURE TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 22/22 Total
Engineering - - 12,000 - - - - 12,000
Construction - - 70,000 - - - - 70,000
Design - - - - - - - -
Contingency - - - - - - - -
Other (Foundation) - - - - - - - -
Other Admin cost - - - - - - - -
EXPENDITURES TOTAL - - 82,000 - - - - 82,000
410-10110-00-000-000077 Totals Thru Estimated Project
FUNDING TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 22/22 Total
Cash (Fund Balance) - - 82,000 - - - - 82,000
Transfer in from General Fund - - - - - - - -
Transfer in from Utility Fund - - - - - - - -
Other - - - - - - - -
FUNDING TOTAL - - 82,000 - - - - 82,000
Totals Thru Estimated Project
IMPACT TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 22/22 Total
Services - - - - - - - -
Insurance - - - - - - - -
Repair & Maintenance - - - 2,000 2,060 2,122 2,185 8,367
Rent & Utilities - - - - - - - -
Debt Service - - - - - - - -
Other - - - - - - - -
OPERATING IMPACT - - - 2,000 2,060 2,122 2,185 8,367
5 Year Projection
IMPACT ON OPERATING BUDGET
5 Year Projection
NEW CAPITAL IMPROVEMENT REQUEST
Westlake Academy Pond Repairs
The irrigation pond at the Westlake Academy is leaking on the east side with water
running onto the property east of the campus. In March of 2017 a clay dam was installed
which has slowed the water flow. This project will be to remove the silt from the pond and
install a clay liner.
PROJECT EXPENSE
5 Year Projection
PROJECT FUNDING
174
Project Description:
410-74400-00-000-000042 Totals Thru Estimated Project
EXPENDITURE TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Engineering -
Construction 30,000 30,000
Design -
Contingency -
Other (Foundation) -
Other Admin cost -
EXPENDITURES TOTAL - - 30,000 - - - - 30,000
410-33700-00-000-000042 Totals Thru Estimated Project
FUNDING TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Cash (Fund Balance) 30,000 30,000
Transfer in from General Fund -
Transfer in from Utility Fund -
Other -
FUNDING TOTAL - - 30,000 - - - - 30,000
Totals Thru Estimated Project
IMPACT TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Supplies -
Services -
Insurance -
Repair & Maintenance -
Utilities -
Debt Service -
OPERATING IMPACT - - - - - - - -
5 Year Projection
IMPACT ON OPERATING BUDGET
5 Year Projection
NEW CAPITAL IMPROVEMENT REQUEST
Trail Connection at Hwy 114 and Solana Blvd.
PROJECT EXPENSE
5 Year Projection
PROJECT FUNDING
This project would extend an existing 8 ft. concrete trail an
estimated 1,000 feet from the west side of Hwy 114 to the
east side of Hwy 114. This project will start at the same time
the signal project for the intersection of Solana Blvd and
Hwy 114 begins.
175
Project Description:
410-74400-00-000-000067 Totals Thru Estimated Project
EXPENDITURE TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Engineering - - - - - - - -
Construction - - 75,000 77,250 79,500 - - 231,750
Design - - - - - - - -
Contingency - - - - - - - -
Other - - - - - - - -
EXPENDITURES TOTAL - - 75,000 77,250 79,500 - - 231,750
410-10110-00-000-000067 Totals Thru Estimated Project
FUNDING TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Cash/Transfers - - 75,000 77,250 79,500 - - 231,750
Contributions/Grants - - - - - - - -
Bond Issuance - - - - - - - -
UnFunded - - - - - - - -
Other - - - - - - - -
FUNDING TOTAL - - 75,000 77,250 79,500 - - 231,750
Totals Thru Estimated Project
IMPACT TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair & Maintenance - - - - - - - -
Rent & Utilities - - - - - - - -
Debt Service - - - - - - -
OPERATING IMPACT - - - - - - -
IMPACT ON OPERATING BUDGET
5 Year Projection
NEW CAPITAL IMPROVEMENT REQUEST
Wayfinding Signage
The "Wayfinding" Sign Project will showcase the town’s major venues, direct visitors
through major corridors that lead to various Town’s destinations and trails. The project
would include the locations, design and cost estimate to create and install the
wayfinding signage.
The package would include but not limited to the following,
• Development of a Master Plan to provide staff a guideline and template for wayfinding
• Implementation.
• Recognizable wayfinding system that is easily adaptable for future development
• Create a signage system that blends into Westlake
• Material selections
• Define trail access points
PROJECT EXPENSE
5 Year Projection
PROJECT FUNDING
5 Year Projection
176
Project Description:
410-73000-00-000-000075 Totals Thru Estimated Project
EXPENDITURE TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Engineering - - - - - - - -
Construction - - 55,000 - - - - 55,000
Design - - 25,000 - - - - 25,000
Contingency - - - - - - - -
Other (Foundation) - - - - - - - -
Other Admin cost - - - - - - - -
EXPENDITURES TOTAL - - 80,000 - - - - 80,000
410-33700-00-000-000075 Totals Thru Estimated Project
FUNDING TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Cash (Fund Balance) - - 80,000 - - - - 80,000
Transfer in from General Fund - - - - - - - -
Transfer in from Utility Fund - - - - - - - -
Other - - - - - - - -
FUNDING TOTAL - - 80,000 - - - - 80,000
Totals Thru Estimated Project
IMPACT TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair & Maintenance - - - - 2,000 2,060 2,122 6,182
Utilities - - - - - - - -
Debt Service - - - - - - - -
OPERATING IMPACT - - - - 2,000 2,060 2,122 6,182
5 Year Projection
PROJECT FUNDING
5 Year Projection
The town trail system currently starts and/or stops at the Westlake
Academy campus. The use of the trail has increased over the past two
years due to the growth of the cummunity and the Academy. Flashing
light at the crosswalk would give vehicles a warning that pedestrians are
crossing the Dove and Ottinger roads. The project would include flashing
signs and lights being installed in the pavement.
NEW CAPITAL IMPROVEMENT REQUEST
Flashing Crosswalk Lights (Dove @ Pearson & Ottinger)
PROJECT EXPENSE
5 Year Projection
IMPACT ON OPERATING BUDGET
Ottinger Road
177
Project Description:
410-73000-00-000-000076 Totals Thru Estimated Project
EXPENDITURE TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Engineering - - 10,000 - - - - 10,000
Construction - - 90,000 50,000 - - - 140,000
Design - - - - - - - -
FF&E - - - - - - - -
Contingency - - - - - - - -
Other Admin cost - - - - - - - -
EXPENDITURES TOTAL - - 100,000 50,000 - - - 150,000
410-33700-000-000076 Totals Thru Estimated Project
FUNDING TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Cash (Fund Balance)- - - - - - - -
Transfer in from General Fund - - - - - - - -
Transfer in from Utility Fund - - - - - - - -
Contribution - 150,000 - - - - - 150,000
Other - - - - - - - -
FUNDING TOTAL - 150,000 - - - - - 150,000
Totals Thru Estimated Project
IMPACT TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair & Maintenance - - - - 2,000 2,060 2,122 6,182
Utilities - - - - - - - -
Debt Service - - - - - - - -
OPERATING IMPACT - - - - 2,000 2,060 2,122 6,182
IMPACT ON OPERATING BUDGET
5 Year Projection
NEW CAPITAL IMPROVEMENT REQUEST
Cemetery Improvements
PROJECT EXPENSE
5 Year Projection
PROJECT FUNDING
5 Year Projection
This project would include a new water well, storage tanks,
irrigation system, fence on the southeast corner and
underground power for the water well.
178
Project Description:
410-73000-00-000-000034 Totals Thru Estimated Project
EXPENDITURE TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Engineering 2,900 - - - 55,000 - - 57,900
Construction - - - - 403,000 - - 403,000
Design - - - - - - - -
Contingency - - - - 22,180 - - 22,180
Other - - - - - - - -
EXPENDITURES TOTAL 2,900 - - - 480,180 - - 483,080
vision link 2,900 0 0 0 480,180 0
410-10110-00-000-000034 Totals Thru Estimated Project
FUNDING TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Cash (Fund Balance) 2,900 - - - - - - 2,900
Contributions/Grants - - - - - - - -
Bonds 2018/19 - - - 480,180 - - - 480,180
Unfunded - - - - - - - -
Other - - - - - - - -
FUNDING TOTAL 2,900 - - 480,180 - - - 483,080
vision link 0 0 0 480,180 0 0 0
Totals Thru Estimated Project
IMPACT TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair & Maintenance - - - - - - 5,088 5,088
Rent & Utilities - - - - - - - -
Debt Service - - - - - 30,038 30,038 60,076
OPERATING IMPACT - - - - - 30,038 35,126 65,164
FUNDED CAPITAL IMPROVEMENT
Roanoke Road Reconstruction and Drainage South
(Highway 170 south to Town limits)
PROJECT EXPENSE
5 Year Projection
PROJECT FUNDING
5 Year Projection
5 Year Projection
IMPACT ON OPERATING BUDGET
The project will provide stabilization of road subgrade and 6" of asphalt to approximately
4,000 LF of Roanoke Road and replace/improve culverts and ditches, consistent with
2011 Graham Pavement Evaluation Study. Project improvements will be from Highway
170 south to the Town limits. Anticipate crack sealing during the 2nd year after
completion.
179
Project Description:
410-73000-00-000-000040 Totals Thru Estimated Project
EXPENDITURE TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Engineering - - 49,308 - - - - 49,308
Construction - - 232,652 - - - - 232,652
Design - - - - - - - -
Contingency - - - - - - - -
Other - - - - - - - -
EXPENDITURES TOTAL - - 281,960 - - - - 281,960
vision link 0 0 281,960 0 0 0 0
410-10110-00-000-000040 Totals Thru Estimated Project
FUNDING TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Cash (Fund Balance) - - 281,960 - - - - 281,960
Contributions/Grants - - - - - - - -
Bond Issuance - - - - - - - -
Unfunded - - - - - - - -
Other - - - - - - - -
FUNDING TOTAL - - 281,960 - - - - 281,960
vision link 0 0 0 0 0 0 0
Totals Thru Estimated Project
IMPACT TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair & Maintenance - - - - - 5,000 5,150 10,150
Rent & Utilities - - - - - - - -
Debt Service - - - - - - -
OPERATING IMPACT - - - - - 5,000 5,150 10,150
FUNDED CAPITAL IMPROVEMENT
Sam School Road Reconstruction and Drainage
(Solana to Town limits)
PROJECT EXPENSE
5 Year Projection
The project will provide stabilization of road subgrade and 6" of asphalt to
approximately 2,000 LF of Sam School Road and replace/improve culverts
and ditches, consistent with 2011 Graham Pavement Evaluation Study.
Anticipate crack sealing 2nd year from completion. Includes 150 linear
feet of sidewalk.
5 Year Projection
5 Year Projection
PROJECT FUNDING
IMPACT ON OPERATING BUDGET
180
Project Description:
410-73000-00-000-000041 Totals Thru Estimated Project
EXPENDITURE TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Engineering - 75,000 25,000 - - - - 100,000
Construction - - 596,260 - - - - 596,260
Design 69,825 - - - - - - 69,825
Contingency - - - - - - - -
Other - - - - - - - -
EXPENDITURES TOTAL 69,825 75,000 621,260 - - - - 766,085
vision link 69,825 75,000 621,260 0 0 0 0
410-33501-00-000-000041 Totals Thru Estimated Project
FUNDING TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Cash (Fund Balance) 69,825 75,000 621,260 - - - - 766,085
Contributions/Grants - - - - - - - -
Bonds 2017/18 CO - - - - - - - -
Unfunded - - - - - - - -
Other - - - - - - - -
FUNDING TOTAL 69,825 75,000 621,260 - - - - 766,085
vision link 0 0 0 0 0 0 0
Totals Thru Estimated Project
IMPACT TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair & Maintenance - - - - - 5,000 5,150 10,150
Rent & Utilities - - - - - - - -
Debt Service - - - - - - - -
OPERATING IMPACT - - - - - 5,000 5,150 10,150
5 Year Projection
5 Year Projection
IMPACT ON OPERATING BUDGET
FUNDED CAPITAL IMPROVEMENT
Dove Road Reconstruction and Drainage
(Vaquero to Terra Bella)
PROJECT EXPENSE
5 Year Projection
PROJECT FUNDING
The project will provide stabilization of road subgrade and 6" of asphalt to
approximately 6,500 LF of Dove Road and replace/improve culverts and
ditches, consistent with 2011 Graham Pavement Evaluation Study. Staff is
working with the Southlake developer to include a portion of this project
when the Southlake portion is realigned and reconstructed in 2015/2016.
181
Project Description:
410-73000-00-000-000034 Totals Thru Estimated Project
EXPENDITURE TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Engineering - - 30,000 - - - - 30,000
Construction - - - - - - - -
Design - - - - - - - -
Contingency - - - - - - - -
Other - - - - - - - -
EXPENDITURES TOTAL - - 30,000 - - - - 30,000
vision link 2,900 0 0 0 480,180 0
410-10110-00-000-000034 Totals Thru Estimated Project
FUNDING TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Cash (Fund Balance) - - 30,000 - - - - 30,000
Contributions/Grants - - - - - - - -
Bonds 2018/19 - - - - - - - -
Unfunded - - - - - - - -
Other - - - - - - - -
FUNDING TOTAL - - 30,000 - - - - 30,000
vision link 0 0 0 480,180 0 0 0
Totals Thru Estimated Project
IMPACT TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair & Maintenance - - - - - - - -
Rent & Utilities - - - - - - - -
Debt Service - - - - - - - -
OPERATING IMPACT - - - - - - - -
FUNDED CAPITAL IMPROVEMENT
Hwy 377 Landscape Improvements
(Phase 1 Engineering only)
PROJECT EXPENSE
5 Year Projection
PROJECT FUNDING
5 Year Projection
IMPACT ON OPERATING BUDGET
5 Year Projection
The project will include streetscape enhancements (hardscape,
landscape) along US Hwy 377 starting at Westport Parkway stretching
north for 3/4 mile. The enhancements will only be located in the median
and consist of native and naturalized plantings, trees, plant bed
preparations, drip irrigation, and concrete edging/mowstrip. Since the
project will be within state ROW, the Town will submit this project to
TxDOT for potential grant funding opportunities similar to the FM 1938
median landscape project. Unfunded CIP Amounts
FY 18/19 has $381,100
FY 20/21 has $436,000
Grand Total $817,100
182
Project Description:
410-73000-00-000-000068 Totals Thru Estimated Project
EXPENDITURE TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Engineering 12,400 10,000 - - - - - 22,400
Construction - - 260,000 - - - - 260,000
Design - - - - - - - -
Contingency - - - - - - - -
Other - - - - - - - -
EXPENDITURES TOTAL 12,400 10,000 260,000 - - - - 282,400
vision link 12,400 10,000 260,000 0 0 0 0
410-10110-00-000-000034 Totals Thru Estimated Project
FUNDING TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Cash (Fund Balance) - 10,000 246,011 256,011
Contributions (Fidelity) 26,389 - - - - - - 26,389
Bonds - - - - - - - -
Unfunded - - - - - - - -
Other - - - - - - - -
FUNDING TOTAL 26,389 10,000 246,011 - - - - 282,400
vision link 26,388 0 0 0 0 0 0
Totals Thru Estimated Project
IMPACT TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair & Maintenance - - - - - - - -
Rent & Utilities - - 200 200 200 200 200 1,000
Debt Service - - - - - - - -
OPERATING IMPACT - - 200 200 200 200 200 1,000
5 Year Projection
IMPACT ON OPERATING BUDGET
5 Year Projection
FUNDED CAPITAL IMPROVEMENT
FM 1938/Dove Road Signalization
This project will provide for the signalization of the FM 1938 and Dove Road intersection
consistent with the enhancements at SH 114. The need to signalize is being caused by
the proposed signalization of FM 1938 and Solana Blvd/Capital Pkwy that is currently
included with the Entrada development improvements. The installation of a proposed
traffic signal at FM 1938 and Solana Blvd/Capital Pkwy. in connection with the Granada
and Entrada developments, the intersection would decrease traffic congestion and
increase safety at the FM 1938 and Dove Road intersection. While FM 1938 is a
TxDOT roadway, the cost to signalize will be the responsibility of the Town. Staff will
continue to pursue TxDOT funding for signalization of this intersection.
PROJECT EXPENSE
5 Year Projection
PROJECT FUNDING
183
Project Description:
410-74400-00-000-000070 Totals Thru Estimated Project
EXPENDITURE TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Engineering - - - - - - - -
Construction 259,540 102,000 10,000 - - - - 371,540
Design - - - - - - - -
Contingency - - - - - - - -
Other - - - - - - - -
EXPENDITURES TOTAL 259,540 102,000 10,000 - - - - 371,540
vision link 259,540 102,000 10,000 0 0 0 0
410-33700-00-000-000070 Totals Thru Estimated Project
FUNDING TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Contributions/Grants - 112,000 -
Entrada PID 217,413 - - - - - - 217,413
Granada 15,738 - - - - - - 15,738
Fidelity 26,389 - - - - - - 26,389
Cash (Fund Balance) - - - - - - - -
FUNDING TOTAL 259,540 112,000 - - - - - 259,540
vision link 259,540 112,000 0 0 0 0 0
Totals Thru Estimated Project
IMPACT TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair & Maintenance - - - - - - - -
Rent & Utilities - - 200 200 200 200 200 1,000
Debt Service - - - - - - - -
OPERATING IMPACT - - 200 200 200 200 200 1,000
FUNDED CAPITAL IMPROVEMENT
FM 1938/Solana Traffic Signalization
5 Year Projection
This project will provide for the signalization of the FM 1938 and Solana Blvd intersection
consistent with the enhancements at SH 114. The installation of the proposed traffic
signals is in connection with the Granada and Entrada developments that would
decrease traffic congestion and frustration. Staff is also currently working with TxDot for
a proposed signal at the FM 1938/Dove Road intersection.
PROJECT EXPENSE
5 Year Projection
PROJECT FUNDING
5 Year Projection
IMPACT ON OPERATING BUDGET
184
Project Description:
410-74400-00-000-000052 Totals Thru Estimated Project
410-73000-00-000-000058 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Trail- Engineering/Design - - - - 32,999 - - 32,999
Trail - Construction - - - - 231,080 - - 231,080
Trail - Design - - - - 46,870 - - 46,870
Road/Bridge - Engineering - - - - 204,985 - - 204,985
Road/Bridge - Construction - - - - 768,969 - - 768,969
EXPENDITURES TOTAL - - - - 1,284,903 - - 1,284,903
vision link 0 0 0 0 1,284,903 0 0
410-33501-00-000-000052 Totals Thru Estimated Project
410-33501-00-000-000058 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Cash (Fund Balance) - - - - - - - -
Contributions/Grants - - - - - - - -
Bonds 2018/2019 CO - - - 1,284,903 - - - 1,284,903
Unfunded - - - - - - - -
Other - - - - - - - -
FUNDING TOTAL - - - 1,284,903 - - - 1,284,903
vision link 0 0 0 1,284,903 0 0 0
Totals Thru Estimated Project
IMPACT TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Supplies - - - - - - - -
Trail - Services - - - - - - - -
Insurance - - - - - - - -
Trail - Repair & Maintenance - - - - - - - -
Trail - Rent & Utilities - - - - - - - -
Debt Service - - - - - 78,165 78,165 156,330
OPERATING IMPACT - - - - - 78,165 78,165 156,330
FUNDED CAPITAL IMPROVEMENT
5 Year Projection
5 Year Projection
5 Year Projection
PROJECT EXPENSE
PROJECT FUNDING
IMPACT ON OPERATING BUDGET
This project will provide stabilization of road subgrade and 7" asphalt to approximately 4,000 LF of
Ottinger Road (from Westlake Academy to SH 170) and replace/improve culverts and ditches,
consistent with 2011 Graham Pavement Evaluation Study. Anticipate crack sealing during the 2nd
year after completion. In conjunction with this project, the existing Ottinger Road bridge will be
replaced with new box culvert, much like the Dove Road improvements. Staff will determine
through engineering design analysis the final design criteria including horizontal and vertical
alignment. A trail will provide East to West interconnectivity within the Westlake trail system.
Includes a primitive trail head on the Southeast corner of the cemetery property (primitive parking,
restrooms and water fountain).
Ottinger Road Reconstruction/Drainage & Trail
(North of Westlake Academy)
Project 52 Trail $ 300,949
Project 58 R&D $ 983,954
Grand Total $1,284,903
185
Project Description:
410-74400-00-000-000053 Totals Thru Estimated Project
410-73000-00-000-000060 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Trail - Engineering - - - 27,260 - - 27,260
Trail - Construction - - - 220,600 - - 220,600
Trail - Contingency - - - 45,156 - - 45,156
Road - Engineering - - - 57,505 - - 57,505
Road - Construction - - - 343,620 - - 343,620
EXPENDITURES TOTAL - - - 694,141 - - - 694,141
vision link 0 0 0 0 694,141 0 0
410-33501-00-000-000053 Totals Thru Estimated Project
410-33501-00-000-000060 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Cash (Fund Balance) - - - - - - - -
Contributions/Grants - - - - - - - -
Bonds 2018/19 CO - - - 694,141 - - - 694,141
Unfunded - - - - - - - -
Other - - - - - - - -
FUNDING TOTAL - - - 694,141 - - - 694,141
vision link 0 0 0 694,141 0 0 0
Totals Thru Estimated Project
IMPACT TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Supplies - - - - - - - -
Trail - Services - - - - - - - -
Insurance - - - - - - - -
Trail - Repair & Maint - - - - - - - -
Trail - Rent & Utilities - - - - - - - -
Debt Service - - - - - 42,230 42,230 84,460
OPERATING IMPACT - - - - - 42,230 42,230 84,460
FUNDED CAPITAL IMPROVEMENT
5 Year Projection
PROJECT EXPENSE
5 Year Projection
Pearson Lane Reconstruction/Drainage &
Trail - Dove Road / Pearson Road / Aspen Lane
PROJECT FUNDING
5 Year Projection
IMPACT ON OPERATING BUDGET
This project will providetrail connectivity from Aspen Lane north to Dove Road
along the east side of Pearson Road. This will include crosswalk devices at
the corner of Dove and Pearson. In addition the project will provide
stabilization of road subgrade and 5" of asphalt to approximately 1,300 LF of
Pearson Lane and replace/improve culverts and ditches, consistent with 2011
Graham Pavement Evaluation Study. Anticipate crack sealing during the 2nd
year after completion.
Project 53 Trail $290,016
Project 60 R&D $404,125
Grand Total $694,141
186
Project Description:
Totals Thru Estimated Project
EXPENDITURE TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Engineering 42,847 - - - - - 42,847
Construction 242,545 - - 96,435 - - - 338,980
Design - - - - - - - -
Contingency - - - - - - - -
Other - - - - - - - -
EXPENDITURES TOTAL 285,392 - - 96,435 - - - 381,827
Totals Thru Estimated Project
FUNDING TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Cash/Transfers 285,392 - - 96,435 - - - 381,827
Contributions/Grants - - - - - - - -
Bond Issuance - - - - - - - -
UnFunded - - - - - - - -
Other - - - - - - - -
FUNDING TOTAL 285,392 - - 96,435 - - - 381,827
Totals Thru Estimated Project
IMPACT TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair & Maintenance - - - - - - - -
Rent & Utilities - - - - - - - -
Debt Service - - - - - - -
OPERATING IMPACT - - - - - - -
5 Year Projection
5 Year Projection
IMPACT ON OPERATING BUDGET
FUNDED CAPITAL IMPROVEMENT
TRA Assumption of N-1 Sewer Line
PROJECT EXPENSE
5 Year Projection
PROJECT FUNDING
This project is intended to transfer ownership of a section of sewer line from
Westlake and Southlake to TRA. It includes the design and construction of a
metering station with SCADA equipment at the proposed Town of Westlake
"Point of Entry."
187
This Page is Intentionally Blank
188
ALL UNFUNDED (UNDER DISCUSSION) CAPITAL PROJECTS
New Project
Construction Escalation Percentages per Year >>>>3%3%6%9%12%
ACTUALS FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22
THRU PROPOSED Budget Budget Budget Budget
Project Description FY 15/16 BUDGET
1 WA Phase II - 15 Classroom Secondary Addition $ - $ - $ - $ - $ 5,097,755 $ - 5,097,755$
2 WA Phase II - 4 Classroom Kindergarten Addition - - - - 3,265,678 - 3,265,678
3 WA Phase III - Art & Science Classrooms - - - - - 2,166,553 2,166,553
4 WA Phase III - Performing Arts Center - - - - - 6,038,635 6,038,635
5 WA Sports Field Lighting - - 293,550 - - - 293,550
6 Total Facilities Improvements -$ -$ 293,550$ -$ 8,363,433$ 8,205,187$ 16,862,170$
7 Glenwyck Farms Telecommunications Ductbank - - - - - 806,400 806,400
8 Hwy 377 Landscape Improvements (Phase I) - - 381,100 - - - 381,100
9 Hwy 377 Landscape Improvements (Phase II) - - - - 436,000 - 436,000
10 Dove Road & Randol Mill Traffic Circle - - - - 734,919 831,746 1,566,665
11 Trail - Fidelity Campus to Westlake Parkway at Hwy 114 - - - 330,338 - - 330,338
12 WA Pedestrian Underpass - - - - - 19,426 19,426
13 SH 114/170 Enhancements - - - - - 830,592 830,592
14 SH114 and Schwab Way Signal Upgrade - - 257,500 - - - 257,500
15 Hwy 170 and 377 Signal Upgrade - - - 265,000 - - 265,000
16 Hwy 170 and Roanoke Rd Signal Upgrade - - - - 272,500 - 272,500
Total Road/Street Improvements/Trails -$ -$ 638,600$ 595,338$ 1,443,419$ 2,488,164$ 5,165,522$
17 Cemetery Improvements - - - - 73,609 77,904 151,513
18 15-30 Acre Community Park - - - - 8,011,081 205,751 8,216,832
19 Total Parks/Cemetery -$ - - - 8,084,690 283,655 8,368,345
20 TOTAL UNFUNDED (UNDER DISCUSSION) -$ -$ 932,150$ 595,338$ 17,891,542$ 10,977,006$ 30,396,036$
21 Town Hall - - - - - - -
22 Ladder Truck - - - - - - -
Projects for future years -$ - - - - - -
FIVE YEAR PROJECTION
TOTAL
------------------------- Projection---------------------------
189
Project Description:
Totals Thru Estimated Project
EXPENDITURE TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Engineering - - - - - 344,169 - 344,169
Construction - - - - - 3,862,636 - 3,862,636
Design - - - - - 180,250 - 180,250
FF&E - - - - - 247,200 - 247,200
IT/Security - - - - - 154,500 - 154,500
Contingency - - - - - 154,500 - 154,500
Other (Foundation) - - - - - 103,000 - 103,000
Other Admin costs - - - - - 51,500 - 51,500
EXPENDITURES TOTAL - - - - - 5,097,755 - 5,097,755
Totals Thru Estimated Project
FUNDING TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Cash/Transfers - - - - - - - -
Granada Lots ($10K x 84) 410,000 430,000 - - - - - 840,000
Unfunded - - - - - 4,257,755 - 4,257,755
FUNDING TOTAL 410,000 430,000 - - - 4,257,755 - 5,097,755
Totals Thru Estimated Project
IMPACT TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair & Maintenance - - - - - - - -
Rent & Utilities - - - - - - - -
Other - - - - - - - -
OPERATING IMPACT - - - - - - - -
PROJECT FUNDING
5 Year Projection
IMPACT ON OPERATING BUDGET (ACADEMY)
5 Year Projection
UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT
Westlake Academy - Phase II - 15 Classroom Secondary Addition
As part of Phase II of the Westlake Academy Master Plan,
this project includes a 15 classroom addition to the
Secondary School. The building will total approximately
11,000 sq. feet and will be attached onto the north side of
the existing building. The adopted Master Plan shows 12
classrooms for Phase II. The additional 3 classrooms are
due to value engineering when Phase I was bid. Phase II
will bring an additional 276 students to total 1,098. K-5 = 18
students and 6-12 = 24 students.
PROJECT EXPENSE
5 Year Projection
190
Project Description:
Totals Thru Estimated Project
EXPENDITURE TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Engineering - - - - - 24,205 - 24,205
Construction - - - - - 2,469,643 - 2,469,643
Design - - - - - 11,330 - 11,330
FF&E - - - - - 100,500 - 100,500
IT/Security - - - - - 60,000 - 60,000
Contingency - - - - - 95,000 - 95,000
Other (Foundation) - - - - - 475,000 - 475,000
Other Admin costs - - - - - 30,000 - 30,000
EXPENDITURES TOTAL - - - - - 3,265,678 - 3,265,678
Totals Thru Estimated Project
FUNDING TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Cash/Transfers - - - - - - - -
Unfunded - - - - - 3,265,678 - 3,265,678
Other - - - - - - - -
FUNDING TOTAL - - - - - 3,265,678 - 3,265,678
Totals Thru Estimated Project
IMPACT TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair & Maintenance - - - - - - - -
Rent & Utilities - - - - - - - -
Other - - - - - - - -
OPERATING IMPACT - - - - - - - -
PROJECT FUNDING
5 Year Projection
IMPACT ON OPERATING BUDGET (ACADEMY)
5 Year Projection
UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT
Westlake Academy - Phase II - 4 Classroom Kindergarten Addition
Per the Master Plan this project is part of Phase II. The
Kindergarten addition would be located east of the original
primary building. This would include: 4 classrooms with
individual restrooms in each room for a total of 4,600
square feet that will match existing exterior building
features. Phase II will bring an additional 276 students to
total 1,098. K-5 grades = 18 students and 6-12 grades = 24
students.
PROJECT EXPENSE
5 Year Projection
191
Project Description:
Totals Thru Estimated Project
EXPENDITURE TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Engineering - - - - - - 17,304 17,304
Construction - - - - - - 1,834,481 1,834,481
Design - - - - - - 160,268 160,268
Other (FF&E) - - - - - - 154,500 154,500
IT/Security - - - - - - - -
Contingency - - - - - - - -
Other (Foundation) - - - - - - - -
Other Admin costs - - - - - - - -
EXPENDITURES TOTAL - - - - - - 2,166,553 2,166,553
Totals Thru Estimated Project
FUNDING TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Cash/Transfers - - - - - - - -
Unfunded - - - - - - 2,166,553 2,166,553
Other - - - - - - - -
FUNDING TOTAL - - - - - - 2,166,553 2,166,553
Totals Thru Estimated Project
IMPACT TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair & Maintenance - - - - - - - -
Rent & Utilities - - - - - - - -
Other - - - - - - - -
OPERATING IMPACT - - - - - - - -
5 Year Projection
As part of Phase III of the WA Master Plan, this would be
an additional 5,200 square foot single-story building
attached to the existing Sam & Margret Lee Arts and
Sciences Center. The addition would include 3 classrooms,
labs and offices.
IMPACT ON OPERATING BUDGET (ACADEMY)
5 Year Projection
UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT
Westlake Academy - Phase III - Arts & Science Classroom Addition
PROJECT EXPENSE
PROJECT FUNDING
5 Year Projection
192
Project Description:
Totals Thru Estimated Project
EXPENDITURE TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Engineering - - - - - - 28,840 28,840
Construction - - - - - - 5,133,677 5,133,677
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 - - - - - - 6,038,635 6,038,635
Totals Thru Estimated Project
FUNDING TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Cash/Transfers - - - - - - - -
Unfunded - - - - - - 6,038,635 6,038,635
Other - - - - - - - -
FUNDING TOTAL - - - - - - 6,038,635 6,038,635
Totals Thru Estimated Project
IMPACT TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair & Maintenance - - - - - - - -
Rent & Utilities - - - - - - - -
Other - - - - - - - -
OPERATING IMPACT - - - - - - - -
5 Year Projection
In Phase III of the Westlake Academy Master Plan, a new
16,000 square feet auditorium is proposed with a raised
stage, fixed seating, dressing rooms, lighting, restrooms,
offices, and a lobby. This building would be located to the
west of the Sam and Margaret Lee Arts & Sciences
Building. We anticipate the cost of the interior ammenities
to be provided through contributions/grants.
IMPACT ON OPERATING BUDGET (ACADEMY)
5 Year Projection
UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT
Westlake Academy - Phase III - Performing Arts Center
PROJECT EXPENSE
PROJECT FUNDING
5 Year Projection
193
Project Description:
Totals Thru Estimated Project
EXPENDITURE TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Engineering - - - 15,000 - - - 15,000
Construction - - - 258,550 - - - 258,550
Design - - - x - - - -
Other (FF&E) - - - - - - - -
IT/Security - - - - - - - -
Contingency - - - 20,000 - - - 20,000
Other (Foundation) - - - - - - - -
Other Admin costs - - - - - - - -
EXPENDITURES TOTAL - - - 293,550 - - - 293,550
Totals Thru Estimated Project
FUNDING TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Cash/Transfers - - - - - - - -
Unfunded - - - 293,550 - - - 293,550
Other - - - - - - - -
FUNDING TOTAL - - - 293,550 - - - 293,550
Totals Thru Estimated Project
IMPACT TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 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 - - - - 2,800 5,500 5,500 13,800
IMPACT ON OPERATING BUDGET (ACADEMY)
5 Year Projection
PROJECT FUNDING
5 Year Projection
UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT
Westlake Academy - Sports Field Lighting
The project pertains to sports field lighting to be located at
Westlake Acdemy. The proposal includes four 70 foot tall
light poles with 1500-watt fixtures on each pole. Would
need to comport to our outdoor lighting standards and
directives from the Council and Planning & Zoning
recommendations regarding low lighting conditions.
PROJECT EXPENSE
5 Year Projection
194
Project Description:
Totals Thru Estimated Project
EXPENDITURE TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Engineering - - - - - - 806,400 806,400
Construction - - - - - - - -
Design - - - - - - - -
Contingency - - - - - - - -
Other - - - - - - - -
EXPENDITURES TOTAL - - - - - - 806,400 806,400
Totals Thru Estimated Project
FUNDING TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Cash (Fund Balance) - - - - - - 806,400 806,400
Contributions/Grants - - - - - - - -
Bonds - - - - - - - -
Unfunded - - - - - - - -
Other - - - - - - - -
FUNDING TOTAL - - - - - - 806,400 806,400
Totals Thru Estimated Project
IMPACT TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair & Maintenance - - - - - - - -
Rent & Utilities - - - - - - - -
Debt Service - - - - - - - -
OPERATING IMPACT - - - - - - - -
5 Year Projection
IMPACT ON OPERATING BUDGET
5 Year Projection
UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT
Glenwyck Farms Telcommunications Ductbank
This project will provide for the construction of approximately 11,000 LF of
telecommunication ductbank within the Glenwyck subdivision to
accomodate the installation of improved telecommunication lines.
Additionally, this will provide a connection of the ductbank from Granda to
Terra Bella.
PROJECT EXPENSE
5 Year Projection
PROJECT FUNDING
195
Project Description:
Totals Thru Estimated Project
EXPENDITURE TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Engineering - - - - - - - -
Construction Phase II - - - 381,100 - - - 381,100
Construction Phase II - - - - - 436,000 - 436,000
Contingency - - - - - - - -
Other - - - - - - - -
EXPENDITURES TOTAL - - - 381,100 - 436,000 - 817,100
Totals Thru Estimated Project
FUNDING TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Cash (Fund Balance) - - - - - - - -
Contributions/Grants - - - - - - - -
Bonds - - - - - - - -
Unfunded - - - 381,100 - 436,000 - 817,100
Other - - - - - - - -
FUNDING TOTAL - - - 381,100 - 436,000 - 817,100
Totals Thru Estimated Project
IMPACT TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 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 15,914 31,364
PROJECT FUNDING
5 Year Projection
IMPACT ON OPERATING BUDGET
5 Year Projection
UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT
Hwy 377 Landscape Improvements
The project will include streetscape enhancements (hardscape,
landscape) along US Hwy 377 starting at Westport Parkway stretching
north for 3/4 mile. The enhancements will only be located in the median
and consist of native and naturalized plantings, trees, plant bed
preparations, drip irrigation, and concrete edging/mowstrip. Since the
project will be within state ROW, the Town will submit this project to
TxDOT for potential grant funding opportunities similar to the FM 1938
median landscape project.
PROJECT EXPENSE
5 Year Projection
$30K moved to funded for 17/18
196
Project Description:
Totals Thru Estimated Project
EXPENDITURE TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Engineering - - - - - - 106,090 106,090
Construction - - - - - - 786,337 786,337
Design - - - - - 36,050 - 36,050
Contingency - - - - - - - -
Other - - - - - 638,188 - 638,188
EXPENDITURES TOTAL - - - - - 674,238 892,427 1,566,665
Totals Thru Estimated Project
FUNDING TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Cash (Fund Balance) - - - - - - - -
Contributions/Grants - - - - - - - -
Bonds - - - - - - - -
UnFunded - - - - - 674,238 892,427 1,566,665
Other - - - - - - - -
FUNDING TOTAL - - - - - 674,238 892,427 1,566,665
Totals Thru Estimated Project
IMPACT TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair & Maintenance - - - - - 2,971 3,060 6,031
Rent & Utilities - - - - - 5,941 6,119 12,060
Debt Service - - - - - - - -
OPERATING IMPACT - - - - - 8,912 9,179 18,091
PROJECT FUNDING
5 Year Projection
IMPACT ON OPERATING BUDGET
5 Year Projection
UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT
Dove Road & Randol Mill Traffic Circle
Reconstruction and reconfiguration of Dove Road and
Randol Mill from a 3-way stop intersection to a traffic circle
to improve traffic safety. Pavement construction will be
consistent with 2011 Graham Pavement Evaluation Study.
PROJECT EXPENSE
5 Year Projection
197
Project Description:
Totals Thru Estimated Project
EXPENDITURE TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Engineering - - 70,000 - - 70,000
Construction - - 115,000 - - 115,000
Design - - 145,338 - 145,338
Contingency - - - -
Other - - - - - - - -
EXPENDITURES TOTAL - - - - 330,338 - - 330,338
Totals Thru Estimated Project
FUNDING TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Cash (Fund Balance) - - - - - - - -
Contributions/Grants - - - - - - - -
Bonds - - - - - - - -
Unfunded - - - - 330,338 - - 330,338
Other - - - - - - - -
FUNDING TOTAL - - - - 330,338 - - 330,338
Totals Thru Estimated Project
IMPACT TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair & Maintenance - - - - - - - -
Rent & Utilities - - - - - - - -
Debt Service - - - - - - - -
OPERATING IMPACT - - - - - - - -
PROJECT FUNDING
5 Year Projection
IMPACT ON OPERATING BUDGET
5 Year Projection
UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT
Trail - Fidelity Campus to Westlake Parkway on Hwy 114
PROJECT EXPENSE
5 Year Projection
This project will provide connectivity from Hwy 114 to
Capital Parkway along the east side of Westlake Parkway.
198
Project Description:
Totals Thru Estimated Project
EXPENDITURE TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Engineering - - - - -
Construction - - - 19,426 19,426
Design - - - -
Contingency - - - -
Other - - - - - - - -
EXPENDITURES TOTAL - - - - - - 19,426 19,426
Totals Thru Estimated Project
FUNDING TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Cash (Fund Balance) - - - - - - - -
Contributions/Grants - - - - - - - -
Bonds - - - - - - - -
Unfunded - - - - - - 19,426 19,426
Other - - - - - - - -
FUNDING TOTAL - - - - - - 19,426 19,426
Totals Thru Estimated Project
IMPACT TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair & Maintenance - - - - - - - -
Rent & Utilities - - - - - - - -
Debt Service - - - - - - - -
OPERATING IMPACT - - - - - - - -
5 Year Projection
IMPACT ON OPERATING BUDGET
5 Year Projection
UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT
Trail Connection at Hwy 114 and Solana
This project will be a cooperative effort between Westlake,
Trophy Club, and Southlake consisting of the design and
engineering of an intra-city trail system. The
engineering/design costs will be shared with all cities.
Construction and landscaping are estimated costs until
engineering and design are completed. The Town
continues to work with DTZ to construct the trail between
Sam School Road and Hwy 114.
PROJECT EXPENSE
5 Year Projection
PROJECT FUNDING
199
Project Description:
Totals Thru Estimated Project
EXPENDITURE TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Engineering - - - - - - 61,800 61,800
Construction - - - - - - 706,992 706,992
Design - - - - - - - -
Contingency - - - - - - 61,800 61,800
Other - - - - - - - -
EXPENDITURES TOTAL - - - - - - 830,592 830,592
Totals Thru Estimated Project
FUNDING TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Cash (Fund Balance) - - - - - - 830,592 830,592
Contributions/Grants - - - - - - - -
Bonds - - - - - - - -
Unfunded - - - - - - - -
Other - - - - - - - -
FUNDING TOTAL - - - - - 830,592 830,592
Totals Thru Estimated Project
IMPACT TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair & Maintenance - - - - - - - -
Rent & Utilities - - - - 206 212 219 637
Debt Service - - - - - - - -
OPERATING IMPACT - - - - 206 212 219 637
UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT
Westlake Academy - Pedestrian Underpass
5 Year Projection
5 Year Projection
PROJECT FUNDING
5 Year Projection
IMPACT ON OPERATING BUDGET
PROJECT EXPENSE
This project will provide for the construction of a pedestrian underpass on
the south side of the Westlake Academy campus and connections to the
existing trail system. This will require the reconstruction of a section of
Ottinger Road and the relocation of water, gas, and telecommunications.
200
Project Description:
Totals Thru Estimated Project
EXPENDITURE TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Engineering - - - - - - - -
Construction - - - - - 830,592 830,592
Design - - - - - - - -
Painting 239,433 - - - - - - 239,433
Other - - - - - - - -
EXPENDITURES TOTAL 239,433 - - - - - 830,592 1,070,025
Totals Thru Estimated Project
FUNDING TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Cash (Fund Balance) - - - - - - - -
Contributions/Grants 149,622 - - - - - 149,622
Bonds 2011 CO $2.095M 89,811 - - - - - - 89,811
Bonds - - - - - - - -
Unfunded - - - - - - 830,592 830,592
FUNDING TOTAL 239,433 - - - - - - 1,070,025
Totals Thru Estimated Project
IMPACT TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair & Maintenance - - - - - - - -
Rent & Utilities - - - - - - - -
Debt Service - - - - - - 60,835 60,835
OPERATING IMPACT - - - - - - 60,835 60,835
PROJECT FUNDING
5 Year Projection
IMPACT ON OPERATING BUDGET
5 Year Projection
UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT
SH114/170 Enhancements
PROJECT EXPENSE
This project was anticipated to be a cooperative effort between Westlake, Trophy Club,
and Roanoke consisting of the design and construction of landscape and hardscape
improvements to the SH 170 & Hwy 114 interchange to include plantings, painting, and
entry monuments. Maintenance is for irrigation only. To-date the Town has paid
$239,433 for engineering and paintintg in FY 13/14. Project costs are estimated to be
$3,000,000 for construction. Funding participation is anticipated to be 1/3 from each
party. This project will be submitted for a TxDot grant (Green Ribbon). The Town
anticipates getting $160,000 reimbursement of engineering costs in FY 15/16 from
Trophy Club and Roanoke and will use those funds towards the final construction. If
project does not move forward, the funds will go to the Capital Projects fund balance.
5 Year Projection
201
Project Description:
Totals Thru Estimated Project
EXPENDITURE TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Engineering - - - 15,000 - - - 15,000
Construction - - 242,500 - - - 242,500
Design - - - - - - - -
Painting - - - - - - - -
Other - - - - - - - -
EXPENDITURES TOTAL - - - 257,500 - - - 257,500
Totals Thru Estimated Project
FUNDING TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Cash (Fund Balance) - - - - - - - -
Contributions/Grants - - - - - - - -
Bonds - - - - - - - -
Unfunded - - - 257,500 - - - 257,500
Other - - - - - - - -
FUNDING TOTAL - - - 257,500 - - - 257,500
Totals Thru Estimated Project
IMPACT TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair & Maintenance - - - - - - - -
Rent & Utilities - - - 200 206 212 219 837
Debt Service - - - - - - - -
OPERATING IMPACT - - - 200 206 212 219 837
5 Year Projection
IMPACT ON OPERATING BUDGET
5 Year Projection
UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT
114 and Schwab Way Traffic Signal Upgrade
This project will upgrade the current signal poles at the SH 170/Roanoke Road
intersection with poles and internally illuminated street name signs consistent with the
enhanced signals on FM 1938. This project will upgrade the current signalization of the
SH 170/Roanoke Road intersection with poles and internally illuminated street name
signs consistent with the enhanced signals on FM 1938. The current configuration of
Roanoke Road will change once the main lanes of SH 170 are constructed, resulting in
the reduction of the traffic signalization for northbound and southbound traffic
PROJECT EXPENSE
5 Year Projection
PROJECT FUNDING
202
Project Description:
Totals Thru Estimated Project
EXPENDITURE TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Engineering - - - 15,000 - - - 15,000
Construction - - - 250,000 - - 250,000
Design - - - - - - - -
Painting - - - - - - - -
Other - - - - - - - -
EXPENDITURES TOTAL - - - 15,000 250,000 - - 265,000
Totals Thru Estimated Project
FUNDING TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Cash (Fund Balance) - - - - - - - -
Contributions/Grants - - - - - - - -
Bonds - - - - - - - -
Unfunded - - - 15,000 250,000 - - 265,000
Other - - - - - - - -
FUNDING TOTAL - - - 15,000 250,000 - - 265,000
Totals Thru Estimated Project
IMPACT TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair & Maintenance - - - - - - - -
Rent & Utilities - - - - 200 206 212 618
Debt Service - - - - - - - -
OPERATING IMPACT - - - - 200 206 212 618
5 Year Projection
IMPACT ON OPERATING BUDGET
5 Year Projection
UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT
170 and 377 Traffic Signal Upgrade
This project will upgrade the current signalization of the SH 170 and US 377 intersection
with poles and internally illuminated street name signs consistent with the enhanced
signals on FM 1938.
PROJECT EXPENSE
5 Year Projection
PROJECT FUNDING
203
Project Description:
Totals Thru Estimated Project
EXPENDITURE TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Engineering - - - - 15,000 - - 15,000
Construction - - - - 257,500 - 257,500
Design - - - - - - - -
Painting - - - - - - - -
Other - - - - - - - -
EXPENDITURES TOTAL - - - - 15,000 257,500 - 272,500
Totals Thru Estimated Project
FUNDING TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Cash (Fund Balance) - - - - - - - -
Contributions/Grants - - - - - - - -
Bonds - - - - - - - -
Unfunded - - - - 15,000 257,500 - 272,500
Other - - - - - - - -
FUNDING TOTAL - - - - 15,000 257,500 - 272,500
Totals Thru Estimated Project
IMPACT TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair & Maintenance - - - - - - - -
Rent & Utilities - - - - 200 206 212 618
Debt Service - - - - - - - -
OPERATING IMPACT - - - - 200 206 212 618
5 Year Projection
IMPACT ON OPERATING BUDGET
5 Year Projection
UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT
170 and Roanoke Road Traffic Signal Upgrade
This project will upgrade the current signalization of the SH 170/Roanoke Road
intersection with poles and internally illuminated street name signs consistent with the
enhanced signals on FM 1938. The current configuration of Roanoke Road will change
once the main lanes of SH 170 are constructed, resulting in the reduction of the traffic
signalization for northbound and southbound traffic.
PROJECT EXPENSE
5 Year Projection
PROJECT FUNDING
204
Project Description:
Totals Thru Estimated Project
EXPENDITURE TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Engineering - - - - - - - -
Construction - - - - - 73,609 77,904 151,513
Design - - - - - - - -
Contingency - - - - - - - -
Other - - - - - - - -
EXPENDITURES TOTAL - - - - - 73,609 77,904 151,513
Totals Thru Estimated Project
FUNDING TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Cash (Fund Balance) - - - - - - - -
Contributions/Grants - - - - - - - -
Bond Issuance - - - - - - - -
Unfunded - - - - - 73,609 77,904 151,513
Other - - - - - - - -
FUNDING TOTAL - - - - - 73,609 77,904 151,513
Totals Thru Estimated Project
IMPACT TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 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 - - - - 22,454 23,128 23,821 69,403
UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT
5 Year Projection
Cemetery Improvements
PROJECT EXPENSE
5 Year Projection
PROJECT FUNDING
5 Year Projection
IMPACT ON OPERATING BUDGET
These improvements will consist of section markers,
roadways and landscaping. The project also anticipates a
future trail head with rest facilities that will accomodate the
future cemetery/academy trail. Based on current funding
sources, this project will be dependent upon the future sale
of plots and would be completed in four phases. Phase I &
II includes the road improvements and Phase III & IV will
consist of the landscaping and trail improvements.
205
Project Description:
Totals Thru Estimated Project
EXPENDITURE TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Engineering - - - - - 65,508 67,473 132,981
Construction - - - - - 3,476,610 - 3,476,610
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 - - - - - 8,033,126 183,706 8,216,832
Totals Thru Estimated Project
FUNDING TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Total
Cash (Fund Balance) - - - - - - - -
Contributions/Grants - - - - - - - -
Bond Issuance - - - - - - - -
Unfunded - - - - - 8,033,126 183,706 8,216,832
Other - - - - - - - -
FUNDING TOTAL - - - - - 8,033,126 183,706 8,216,832
Totals Thru Estimated Project
IMPACT TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 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 - - - - - - - -
OPERATING IMPACT - - - - - 33,323 34,323 67,646
PROJECT FUNDING
5 Year Projection
IMPACT ON OPERATING BUDGET
5 Year Projection
UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT
15-30 Acre Community Park
This project would include the purchase of 15 to 30 acres of
open space with the ability to add amenities such as small
covered pavilions, trail heads, playground stations, sports
fields, general use open spaces, dog park, restroom,
football field, running track, cross country trail, outdoor
tennis and basketball courts, baseball and softball fields.
The project would include restrooms, concession area with
outdoor eating area and parking. This facility would provide
programs and activities to the Westlake community and
Westlake Academy.
PROJECT EXPENSE
5 Year Projection
206
SECTION
8
207
208
209
210
211
212
213
214
215
216
217
218
219
220
221