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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