HomeMy WebLinkAbout09-11-17 TC Agenda packet AmendedThe Regular Meeting of the Town of Westlake Town Council will begin immediately following the conclusion
of the Town Council Work Session but not prior to the posted start time.
Mission Statement
Westlake is a unique community blending preservation of our natural environment and
viewscapes, while serving our residents and businesses with superior municipal and academic
services that are accessible, efficient, cost-effective, and transparent.
Westlake, Texas – “One-of-a-kind community; natural oasis – providing
an exceptional level of service.”
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TOWN OF WESTLAKE, TEXAS
Vision Statement
An oasis of natural beauty that maintains our open spaces in balance with distinctive
development, trails, and quality of life amenities amidst an ever expanding urban landscape.
TOWN COUNCIL MEETING
AGENDA
September 11, 2017
1500 Solana Boulevard
Building 7, Suite 7100
1st Floor, Council Chamber
Westlake, TX 76262
Regular Session: 6:15 p.m.
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Regular Session
1. CALL TO ORDER
2. CITIZEN COMMENTS: This is an opportunity for citizens to address the Council on any
matter whether or not it is posted on the agenda. The Council cannot by law take action
nor have any discussion or deliberations on any presentation made to the Council at this
time concerning an item not listed on the agenda. The Council will receive the
information, ask staff to review the matter, or an item may be noticed on a future agenda
for deliberation or action.
3. CONDUCT A PUBLIC HEARING AND CONSIDERATION OF ORDINANCE 835,
ADOPTING THE TOWN OF WESTLAKE ESTIMATED BUDGET FOR THE FISCAL
YEAR ENDING SEPTEMBER 30, 2017, ADOPTING THE PROPOSED BUDGET FOR
THE FISCAL YEAR ENDING SEPTEMBER 30, 2018 INCLUDING AN INVESTMENT
POLICY, PAY PLAN POLICY, FISCAL AND BUDGETARY POLICIES, RESTRICTED,
COMMITTED AND ASSIGNED FUND BALANCES, AND PROVIDING
AUTHORIZATION TO THE TOWN MANGER TO APPROVE APPROPRIATED FUNDS
UP TO $50,0000.
4. DISCUSSION AND CONSIDERATION OF ORDINANCE 836, LEVYING MUNICIPAL
AD VALOREM (PROPERTY) TAXES FOR THE 2017 YEAR IN ACCORDANCE WITH
THE FISCAL YEAR 2017-18 PROPOSED BUDGET.
5. CONDUCT A PUBLIC HEARING AND CONSIDERATION OF ORDINANCE 837,
APPROVING A SITE PLAN FOR AN APPROXIMATELY 1.392-ACRE PORTION OF
PLANNED DEVELOPMENT DISTRICT 1, PLANNING AREA 2 (PD 1-2),
ESTABLISHED THOUGH ORDINANCE 703 FOR THE PROPERTY GENERALLY
LOCATED SOUTH OF STATE HIGHWAY 114, EAST OF DAVIS BOULEVARD, AND
NORTH OF SOLANA BOULEVARD, COMMONLY KNOWN AS WESTLAKE ENTRADA.
THE AREA SHOWN ON THIS PD SITE PLAN IS LOCATED NORTHEAST OF THE
INTERSECTION OF SOLANA BOULEVARD, GRANADA TRAIL, AND CORTES
DRIVE.
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6. ADJOURNMENT
ANY ITEM ON THIS POSTED AGENDA COULD BE DISCUSSED IN EXECUTIVE SESSION
AS LONG AS IT IS WITHIN ONE OF THE PERMITTED CATEGORIES UNDER SECTIONS
551.071 THROUGH 551.076 AND SECTION 551.087 OF THE TEXAS GOVERNMENT
CODE.
CERTIFICATION
I certify that the above notice was posted at the Town Hall of the Town of Westlake, 1500 Solana Blvd.,
Building 7, Suite 7100, Westlake, TX 76262, September 6, 2017, by 5:00 p.m. under the Open Meetings
Act, Chapter 551 of the Texas Government Code.
_____________________________________
Kelly Edwards, TRMC, Town Secretary
If you plan to attend this public meeting and have a disability that requires special needs, please advise
the Town Secretary 48 hours in advance at 817-490-5710 and reasonable accommodations will be made
to assist you.
The Regular Meeting of the Town of Westlake Town Council will begin immediately following the conclusion
of the Town Council Work Session but not prior to the posted start time.
Mission Statement
Westlake is a unique community blending preservation of our natural environment and
viewscapes, while serving our residents and businesses with superior municipal and academic
services that are accessible, efficient, cost-effective, and transparent.
Westlake, Texas – “One-of-a-kind community; natural oasis – providing
an exceptional level of service.”
Page 1 of 2
TOWN OF WESTLAKE, TEXAS
Vision Statement
An oasis of natural beauty that maintains our open spaces in balance with distinctive
development, trails, and quality of life amenities amidst an ever expanding urban landscape.
TOWN COUNCIL MEETING
AMENDED AGENDA
September 11, 2017
1500 Solana Boulevard
Building 7, Suite 7100
1st Floor, Council Chamber
Westlake, TX 76262
Regular Session: 6:15 p.m.
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Regular Session – AS AMENDED
6. EXECUTIVE SESSION
The Council will conduct a closed session pursuant to Texas Government Code, annotated,
Chapter 551, Subchapter D for the following:
a. Section 551.087 Deliberation Regarding Economic Development
Negotiations (1) to discuss or deliberate regarding commercial or financial
information that the governmental body has received from a business prospect
that the governmental body seeks to have locate, stay, or expand in or near the
territory of the governmental body and with which the governmental body is
conducting economic development negotiations; or (2) to deliberate the offer of
a financial or other incentive to a business prospect described by Subdivision (1)
for the following:
- Maguire Partners-Solana Land, L.P., related to Centurion’s development
known as Entrada and Granada
b. Section 551.071 (2) Consultation with Attorney on a matter in which the duty of
the attorney to the governmental body under the Texas Disciplinary Rules of
Professional Conduct of the State Bar of Texas clearly conflicts with this chapter:
Entrada Service and Assessment Plan
7. RECONVENE MEETING
8. TAKE ANY ACTION, IF NEEDED, FROM EXECUTIVE SESSION ITEMS.
9. ADJOURNMENT
ANY ITEM ON THIS POSTED AGENDA COULD BE DISCUSSED IN EXECUTIVE SESSION
AS LONG AS IT IS WITHIN ONE OF THE PERMITTED CATEGORIES UNDER SECTIONS
551.071 THROUGH 551.076 AND SECTION 551.087 OF THE TEXAS GOVERNMENT
CODE.
CERTIFICATION
I certify that the above notice was posted at the Town Hall of the Town of Westlake, 1500 Solana Blvd.,
Building 7, Suite 7100, Westlake, TX 76262, September 8, 2017, by 5:00 p.m. under the Open Meetings
Act, Chapter 551 of the Texas Government Code.
_____________________________________
Kelly Edwards, TRMC, Town Secretary
If you plan to attend this public meeting and have a disability that requires special needs, please advise
the Town Secretary 48 hours in advance at 817-490-5710 and reasonable accommodations will be made
to assist you.
CITIZEN COMMENTS: This is an opportunity for citizens to address the Council on any matter
whether or not it is posted on the agenda. The Council cannot by law take action nor have any
discussion or deliberations on any presentation made to the Council at this time concerning an
item not listed on the agenda. The Council will receive the information, ask staff to review the
matter, or an item may be noticed on a future agenda for deliberation or action.
Town Council
Item # 2 – Citizen
Comments
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estlake Town Council
TYPE OF ACTION
Regular Meeting - Action Item
Westlake Town Council Meeting
Monday, September 11, 2017
TOPIC: Conduct a Public Hearing and Consideration of an Ordinance, Adopting the Town of Westlake
Estimated Budget for the fiscal year ending September 30, 2017, Adopting the Proposed Budget
for the fiscal Year ending September 30, 2018 including an Investment Policy, Pay Plan Policy,
Fiscal and Budgetary Policies, Restricted, Committed and Assigned Fund Balances, and
Providing Authorization to the Town Manger to approve appropriated funds up to $50,000.
STAFF CONTACT: Tom Brymer, Town Manager
Debbie Piper, Finance Director
Strategic Alignment
Vision, Value, Mission Perspective Strategic Theme & Results Outcome Objective
Fiscal Responsibility Fiscal Stewardship
Exemplary Service &
Governance - We set the
standard by delivering
unparalleled municipal and
educational services at the
lowest cost.
Increase
Transparency,
Accessibility &
Communications
Strategic Initiative
Maintain Receipt of Various Financial Awards for both Municipal and Academic Services
Time Line - Start Date: October 1, 2017 Completion Date: September 30, 2018
Funding Amount: $40,201,219 Status - Funded Source - Multiple Sources - see
comments below
EXECUTIVE SUMMARY (INCLUDING APPLICABLE ORGANIZATIONAL HISTORY)
The trend (of the last two (2) fiscal years) for growth in Westlake shows no sign of abating. Short of a
cooling of the local or national economy (or both), major corporations and their employees continue to
relocate to the DFW metroplex and our SH 114 corridor continues to reflect that economic growth. This is
also true for expansion of existing companies and businesses in the Metroplex. So, we are now launched
into a “sea of change”. Hence, this year’s budget theme of “Maintaining our Vision in a Sea of Change”
The FY 17/18 proposed budgeted amount totals $40,201,219 for all funds (including a planned use of
$10,045,585 of transfers in from fund balance primarily for capital projects).
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This represents a 36% fund balance decrease from the FY 2016/17 estimated budget. If only municipal
operating expenses were taken into consideration (removal of all expenses related to capital projects/outlay,
Westlake Academy and inter-fund transfers), the FY 2017/18 proposed budget would show an increase of
$1,076,875 (7%) in municipal expenditures from the FY 2016/17 estimates.
• Payroll and Related is budgeted at $4,204,869; a 12% increase of $436,077
o Market band pay adjustments of $167,000
o Addition of one full-time Project Manager for the Public Works department $90,950
o Addition of one full-time Network Manager for the I.T. department $81,687
o Medical, dental and life insurance increased by 4% equal to $20,886
o The estimated budget for FY16/17 has been decreased by $33,938 for employees who left
mid-year, were hired later than budgeted, or hired at a lower wage than budgeted.
• All payroll and related expenditures are paid via the General Fund. Portions of these expenditures
are subsidized by the Utility Fund and the Visitors Association Fund.
o Total payroll transfers in are $1,055,775
• Utility Fund - $482,700
• Capital Project Fund $54,565
• Visitors Association Fund - $518,510
• Operations and Maintenance is budgeted at $11,962,509; a 6% increase of $640,798.
o Capital Outlay increased $6,000 for land improvements to the cemetery ($5K)
o Debt increased $803,606 – due primarily to the issuance of debt for the Fire Station Complex
and Series 2017 GO refunding of Series 2007 debt. As of FY17/18 the series 2013 refunding
debt payments for the Westlake Academy Arts and Sciences building has been moved to
Debt Service Fund 301 to be covered by property tax revenues as these bonds are tax
supported.
o Economic Development increased $100,000 due to a new sales tax abatement.
o Payroll Transfers Out increased $138,628 – market band pay adjustments and the additional
public works project manager to be added in fiscal year 2017/2018.
o Rent & Utilities increased $100,350 – office rent and utilities for the new town hall building.
o Repair & Maintenance increased $39,495 – increase in the facilities maintenance department
for contracted repairs and maintenance of municipal buildings.
o Services decreased ($592,936) – Southlake wastewater treatment decreased $499,000;
anticipating new meter stations going online and this will result in payments being made
directly to TRA for sewer services. TRA wastewater treatment increased $226,800 to include
the Southlake flow and payment as noted above along with an anticipated decrease in cost of
service. Local PID fund consultant fees decreased $200K.
o Supplies increased $45,655 – fire department uniforms $10K and the purchase of a CPR
machine $23k; and reinstatement of the community tree lighting $10K
Since our presentation at the workshop in August of 2017, the following changes are notable as it relates to
the budget numbers discussed at that time. Staff reviewed our service delivery programs and the cost
associated with each line-item and adjusted the workshop numbers based on this review as well as the
inclusion of direction by the Council. Revenues and other sources increased $290,025 primarily based on
additional analysis performed by the Town’s Public Works Director.
• Expenditures and other uses increased $1,290,813
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o At the time the proposed budget was prepared, staff was uncertain as to the funding
requirements for the Fort Worth Phase II waterline; therefore, the funds were designated in
Fund Balance. As presented at the August 28th council meeting, Fort Worth has agreed to
accept payment installments utilizing $888K as the first payment with the final payment
being due upon receipt of the funding from the Texas Water Development Board (TWDB).
Additionally, the $888K will be included in the total funding request from TWDB to be
reimbursed to the Town’s Utility Fund.
o Addition of the 2007 Refunding Bond and tax note debt service payments were included.
o Addition of Network Manager
• Net decrease to fund balance of $1,000,788
In addition, staff has reviewed the final numbers as it gets closer to the end of the fiscal year for FY 2016-
17. Estimated revenues were increased by $502,635 based on additional funds received for water and
permits and fees with expenditures decreasing $393,023; therefore, increasing fund balance by $895,658.
The net difference between the fund balance of all funds presented at the workshop and what is being
proposed is a reduction of $105,130.
As a final note, the ad valorem property tax rate is proposed to be $0.13615 per $100 valuation which is a
reduction of $0.00080 in comparison to our previous year’s tax rate. This number represents the calculated
effective tax rate based upon our current residential and commercial tax base.
RECOMMENDATION
This Public Hearing has been advertised as required by law. The recommendation is to first conduct and
close the Public Hearing, followed by Council discussion as needed. Additionally, it is recommended to
adopt the FY 2017/18 municipal budget as proposed and approve the estimated FY 2016/17 amended
budget.
ATTACHMENTS
Proposed FY 2017/18 Municipal Budget
Ordinance
Ordinance 835
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TOWN OF WESTLAKE
ORDINANCE NO. 835
AN ORDINANCE OF THE TOWN COUNCIL OF THE TOWN OF WESTLAKE, TEXAS,
REVISING THE BUDGET FOR THE 2016-2017 FISCAL YEAR; ADOPTING THE
BUDGET FOR THE TOWN OF WESTLAKE, TEXAS FOR THE FISCAL YEAR
BEGINNING OCTOBER 1, 2017 AND ENDING SEPTEMBER 30, 2018 INCLUDING
INVESTMENT POLICY, PAY PLAN POLICY, FISCAL AND BUDGETARY POLICIES,
RESTRICTED, COMMITTED AND ASSIGNED FUND BALANCES; PROVIDING
AUTHORIZATION TO THE TOWN MANGER TO APPROVE APPROPRIATED FUNDS
UP TO $50,000; PROVIDING THAT THE BUDGET TO BE KEPT IN CITY
SECRETARY’S OFFICE; PROVIDING FOR A SEVERABILITY CLAUSE; AND
PROVIDING FOR AN EFFECTIVE DATE.
WHEREAS, public notice of a public hearing on the proposed annual budget, stating the
date, time, and place and subject matter of the public hearing, was given as required by the laws of
the State of Texas and; and
WHEREAS, a public hearing was duly held and all interested persons were given an
opportunity to be heard for or against any item therein on September 11, 2017; and,
WHEREAS, as required by Texas Local Government Code 102.002, the budget officer has
prepared a municipal budget to cover the proposed expenditures of the municipal government for
the succeeding year; and,
WHEREAS, the Town Council finds that the passage of this Ordinance is in the best
interest of the citizens of Westlake.
NOW, THEREFORE, BE IT ORDAINED BY THE TOWN COUNCIL OF THE TOWN OF
WESTLAKE, TEXAS:
SECTION 1: That, all matters stated in the Recitals hereinabove are found to be true and
correct and are incorporated herein by reference as if copied in their entirety
SECTION 2: That the Town Council hereby adopts the revised budget for the fiscal year
beginning October 1, 2016 and ending September 30, 2017 as shown within Exhibit “A.”
SECTION 3: That the Town Council does hereby approve the proposed Municipal Budget
attached as Exhibit “A”, adopting the budget for the fiscal year beginning October 1, 2017 and
ending September 30, 2018.
SECTION 4: That the Town Council hereby gives the Town Manager authorization to
approve any appropriated funds up to the amount of $50,000.
Ordinance 835
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SECTION 5: That a copy of the official adopted 2017-2018 budget document shall be kept
on file in the office of the Town Secretary.
SECTION 6: If any portion of this Ordinance shall, for any reason, be declared invalid by
any court of competent jurisdiction, such invalidity shall not affect the remaining provisions hereof
and the Council hereby determines that it would have adopted this Ordinance without the invalid
provision.
SECTION 7: That this Ordinance shall become effective from and after its date of passage.
PASSED AND APPROVED ON THIS 11th DAY OF SEPTEMBER 2017.
ATTEST: ________________________________
Laura L. Wheat, Mayor
_______________________________ _________________________________
Kelly Edwards, Town Secretary Thomas E. Brymer, Town Manager
APPROVED AS TO FORM:
_____________________________
L. Stanton Lowry, Town Attorney
The Town of Westlake * 1500 Solana Blvd, Suite 7200 * Westlake, Texas 76262 * www.westlake-tx.org
T OWN OF
W ESTLAKE
P ROPOSED
O PERATING
B UDGET
M ONDAY
S EPTEMBER 11, 2017
I NTRODUCTION PAGE 1
E XECUTIVE S ECTION PAGE 11
F INANCIAL A NALYSIS PAGE 33
G ENERAL F UND PAGE 65
E NTERPRISE F UNDS PAGE 71
I NTERNAL S ERVICE F UNDS PAGE 85
S PECIAL R EVENUE F UNDS PAGE 111
D EBT S ERVICE F UNDS PAGE 135
W ESTLAKE A CADEMY PAGE 147
C APITAL P ROJECT F UNDS PAGE 165
C APITAL I MPROVEMENTS PAGE 179
M UNICIPAL P OLICIES PAGE 217
The Government Finance Officers Association of the United States and Canada
(GFOA) has presented a Distinguished Budget Presentation Award to the Town of
Westlake for its annual budget for the fiscal year beginning October 1, 2016.
In order to receive this award, a governmental unit must publish a budget document
that meets program criteria as a policy document, as an operations guide, as a
financial plan, and as a communication device.
This award is valid for a period of one year only. We believe our current budget
continues to conform to program requirements, and we are submitting it to GFOA to
determine its eligibility for another award.
G.F.O.A. DISTINGUISHED BUDGET A WARD
October 1, 2016
1
G.F.O.A. DISTINGUISHED BUDGET AWARD
The Government Finance Officers Association of the United States and Canada (GFOA) presented a
Distinguished Budget Presentation Award to the Town of Westlake for its annual budget for the fiscal year
beginning October 1, 2016. The Town has received this award annually since October 1 2007. To receive
this award, the Town must publish a budget document that meets program criteria as a policy document,
as an operations guide, as a financial plan, and as a communications device.
POLICY DOCUMENT
This criterion involves including a Town-wide
statement of budget policies, goals and
objectives for the year, and an explanation
of the budgeting process to the reader,
describing the short-term and operational
policies that guide the development of the
budget. The criterion also relates to the
longer -term Town-wide policies that are
expected to continue in effect for a number
of years. The budget award criterion also
requires the inclusion of a budget message
and/or transmittal letter by the Town
Manager. * * *
COMMUNICATIONS DEVICE
This criterion relates to having the budget
document available for public inspection;
providing summary information suitable for use
by interested citizens and/or the media; avoiding
the use of complex technical language and
terminology; explaining the basic units of the
budget, including funds, departments or
activities; and disclosing sources of revenues and
explanations of revenue estimates and
assumptions. The intent is to enhance the
communication aspects of the budget
document, so that information in the budget
can be communicated to a reader with a non-
financial background. This award is valid for a
period of one year only. We believe our current
budget document continues to conform to
program requirements, and we are submitting it
to GFOA to determine its eligibility for another
award. * * *
FINANCIAL PLAN
This criterion involves including an
explanation of the financial structure and
operations of the Town, and the Town's
major revenue sources and fund structure.
The budget should contain an all -inclusive
financial plan for all funds and resources of
the Town, including projections of financial
condition at the end of the fiscal year,
projections of current year financial activity,
and provide a basis for historical
comparisons. The budget should also present
a consolidated picture of all operations and
financing activities in a condensed format
and an explanation of the budgetary
accounting basis, whether prepared on a
generally accepted accounting principles
(GAAP) basis, cash basis, modified accrual
basis, or any other acceptable method. * * *
OPERATIONS GUIDE
This criterion involves including information in the
document explaining the relationship between
organizational units (departments) and
programs; including an organization chart, a
description of the departmental organizational
structure and staffing levels, and historical
comparisons of staffing levels; explaining how
capital spending decisions will affect operations;
providing objectives and performance
measures; and describing the general directions
given to department heads through the use of
goals and objectives, reorganizations, statement
of functions, or other methods. * * *
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TRANSPARENCY STARS AWARD
Texas Comptroller Glenn Hegar announced The Town of Westlake is the latest local
government entity to achieve specific transparency goals through the Comptroller’s
Transparency Stars program!
“By providing meaningful financial data in addition to visual tools and analysis of its
revenues and expenditures, The Town of Westlake has shown a true commitment to
Texas taxpayers. This effort achieves the goals set by my office’s Transparency Stars
program,” Hegar said. “I am pleased to award The Town of Westlake a star for its
accomplishments.”
The Texas Comptroller of Public Accounts originally launched the Leadership Circle
Program to recognize local governments across Texas that were striving to meet a
high standard for financial transparency online. The Town of Westlake received this
award in March 2014 and March 2015.
However, in January 2016 the Leadership Circle Program was discontinued and
replaced with a more rigorous program called the Transparency Stars Award meant
to recognize local Texas governments for going above and beyond in their
transparency efforts. Any earned Star will remain valid as long as the website
information is maintained.
After receiving an initial star for Traditional Finances, remaining stars may be awarded
in any order. Local government entities can then apply for stars in the areas of:
• Debt Obligations
• Contracts and Procurement
• Economic Development
• Public Pensions
The Town of Westlake strives to place an emphasis on transparency. It is our
commitment that the Town of Westlake's financial information is readily accessible
and available for our citizens.
• In 2016, the Finance department took the challenge and was one of the first
four cities to recently earn the prestigious Transparency Star for Traditional
Financial Reporting!
• In 2017, the Finance department applied for and earned the Transparency Star
for Debt Obligation Reporting.
Congratulations to Jaymi Ford; Finance Supervisor and Melinda Brown; Accounting
Technician II for preparing this award-winning website for the Town of Westlake!
The following link will take you to the Town of Westlake’s Financial Transparency Page
http://westlake-tx.org/index.aspx?NID=530
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2017 TRADITIONAL FINANCIAL REPORTING
Transparency Items
• Finance Reporting Summary
• Revenues and Expenditures per Capita
• Property Tax Rates
• Annual Operating Budgets
• Comprehensive Annual Financial Reports
• Popular Annual Financial Reports
• Capital Improvement Plans
• Quarterly Financial Reports
• Raw format budget for the current fiscal year
• Check Registers for the last three fiscal years
• Contact information for Town Staff
• Contact Information for Town Council
• Open Records Request Application and instructions
2017 DEBT OBLIGATION REPORTING
Transparency Items
• Debt Obligation Summary
• Tax Supported Debt
• Revenue Supported Debt
• Tax Supported Debt per Capita
• HB1378 Local Government Debt
• Westlake Property Tax
• Westlake Sales Tax
• Annual Operating Budgets
• Listing of Debt Service Payments Processed
• List of All Outstanding Debt
• Texas Comptroller Debt at a Glance
• Bond Review Board of Local Governments
• Contact information for Town Staff
• Contact Information for Town Council
4
VISION STATEMENT & POINTS
We are Leaders
A premiere place to live, leadership in Public education,
corporate and Governmental partnerships, and high
development standards.
A Sense of Place
Distinctive neighborhoods, architecturally vibrant
corporate campuses, grazing longhorns, soaring
red-tailed hawks, meandering roads and trails,
lined with natural stone and native oaks.
A Caring Community
Informed residents, small town charm and values, historical preservation.
Service Excellence
Public service that is responsive and professional,
while balancing efficiency, effectiveness and
financial stewardship.
Exemplary Governance
Town officials, both elected and appointed, exhibit
respect, stewardship, vision, and transparency.
An oasis of natural beauty that
maintains our open spaces
in balance with distinctive
developments, trails, and quality
of life amenities amidst an ever
expanding urban landscape.
5
VALUE STATEMENTS
Transparent / Integrity-driven Government
Fiscal Responsibility
Family Friendly & Welcoming
Educational Leaders
Sense of Community
Innovation
Strong Aesthetic Standards
Informed & Engaged Citizens
Preservation of our Natural Beauty
Planned / Responsible Development
MISSION STATEMENT
Westlake is a unique community blending preservation of our
natural environment and viewscapes, while serving our residents
and businesses with superior municipal and academic services that
are accessible, efficient, cost-effective, and transparent.
MISSION TAG LINE
One-of-a-kind community; natural oasis –
providing an exceptional level of service.
6
WESTLAKE ELECTED COUNCIL MEMBERS
Laura Wheat
Mayor
lwheat@westlake-tx.org
Carol Langdon
Mayor Pro-Tem
clangdon@westlake-tx.org
Michael Barrett
Council Member
mbarrett@westlake-tx.org
Alesa Belvedere
Council Member
abelvedere@westlake-tx.org
Rick Rennhack
Council Member
rrennhack@westlake-tx.org
Wayne Stoltenberg
Council Member
wstoltenberg@westlake-tx.org
WESTLAKE BOARDS & COMMISSIONS
Westlake Historical Preservation Society
Westlake Academy Foundation
Planning & Zoning Commission
Texas Student Housing Authority
4B Economic Development Board
Arbor Day Advisory Committee
Public Arts Committee
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WESTLAKE ADMINISTRATIVE PERSONNEL
T OWN M ANAGER’S O FFICE
Tom Brymer Town Manager tbrymer@westlake-tx.org 817-490-5720
Amanda DeGan Asst. Town Manager adegan@westlake-tx.org 817-490-5715
T OWN S ECRETARY’S O FFICE
Kelly Edwards Town Secretary kedwards@westlake-tx.org 817-490-5710
Tanya Morris Assistant tmorris@westlake-tx.org 817-490-5741
F INANCE D EPARTMENT
Debbie Piper Director dpiper@westlake-tx.org 817-490-5712
Jaymi Ford Supervisor jford@westlake-tx.org 817-490-5721
Marlene Rutledge Academic Technician mrutledge@westlake-tx.org 817-490-5737
Melinda Brown Municipal Techician mbown@westlake-tx.org 817-490-5728
M UNICIPAL C OURT
Jeanie Roumell Administrator jrooumell@westlake-tx.org 817-490-5746
Troy Crow Marshal tcrow@westlake-tx.org 817-490-5716
Martha Solis Deputy Clerk msolis@westlake-tx.org 817-490-5748
Christine Ellis Court Clerk cellis@westlake-tx.org 817-490-5747
Vickie Brown Court Clerk vbrown@westlake-tx.org 817-490-5724
C OMMUNICATIONS AND C OMMUNITY A FFAIRS
Ginger Awtry Director gawtry@westlake-tx.org 817-490-5710
Jon Sasser Manager jsasser@westlake-tx.org 817-490-5736
H UMAN R ESOURCES AND A DMINISTRATIVE S ERVICES
Todd Wood Director twood@westlake-tx.org 817-490-5711
Blair Wilson Generalist bwilson@westlake-tx.org 817-490-5734
P ARKS & R ECREATION AND F ACILITIES M AINTENANCE
Troy Meyer Director tmeyer@westlake-tx.org 817-490-5735
Kerry Wade Assistant kwade@westlake-tx.org 817-490-5768
P LANNING A ND D EVELOPMENT
Ron Ruthven Director rruthven@westlake-tx.org 817-490-5739
Pat Cooke Inspector pcooke@westlake-tx.org 817-490-5726
Nick Ford Coordinator nford@westlake-tx.org 817-490-5742
Dottie Samaniego Permit Clerk dsamaniego@westlake-tx.org 817-490-5745
P UBLIC W ORKS
Jarrod Greenwood Director jgreenwood@westlake-tx.org 817-490-5720
Paul Andreason Technician pandreason@westlake-tx.org 817-490-5731
Sherry Lewis Coordinator slewis@westlake-tx.org 817-490-5732
E MERGENCY S ERVICES
Richard Whitten Fire Chief rwhitten@westlake-tx.org 817-490-5785
John Ard Fire Marshal jard@westlake-tx.org 817-490-5783
I NFORMATION T ECHNOLOGY
Jason Power Director jpower@westlakeacademy.org 817-490-5750
Ray Workman Technician rworkman@westlakeacademy.org 817-490-5751
Mitch Wells Technician mwells@westlakeacademy.org 817-490-5752
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Section 1 Executive
Transmittal Letter
September 11, 2017
Honorable Mayor and Town Council:
On behalf of the Town of Westlake’s Senior Leadership Team, I am pleased to submit the FY 2017-18
Proposed Budget for the Town Council’s consideration. This year’s budget theme is “Maintaining
our Vision in a Sea of Change”. This builds on the FY 2016-17 theme of “Forging Westlake,
Managing the Impact of Growth”.
I. THEME SIGNIFICANCE, OUR TRENDS, & AN OVERVIEW
Because of the current and potential development within our community, it is both an exciting and
challenging time in Westlake! This fiscal year’s theme, as well as last year’s, reflects our
commitment to approaching new growth in a planned and deliberate manner in concert with the
Town’s Comprehensive Plan - Forging Westlake. Our community has experienced significant
growth patterns over the last few years in both commercial and residential sites.
Adhering to the Town’s Vision is the key to Westlake’s success for managing the significant growth.
Staff has developed the theme of “Maintaining our Vision in a Sea of Change” to adequately
reflect our current environment. While growth is occurring, it also presents very clear challenges for
our community if we wish to continue to maintain the elements of Westlake that make it so unique.
These community attributes include our beautiful neighborhoods with top quality residences, strong
aesthetic standards, a top-tier Town owned K-12 charter school, open space preservation,
streetscaping, emphasis on proactive planning, and maintaining our view corridors. The “sea of
change” that surrounds Westlake involves not only our current internal development but also the
current growth opportunities planned for the State Highway (SH 114) corridor in northeast Tarrant
County and into southern Denton County. The communities that surround us are undergoing
significant development as well, which adds to the “sea of change” affecting Westlake.
The impact of anticipated growth along the SH 114 corridor is described by Mr. Robin McCaffrey
(AIA and APA) of MESA Planning, the firm that was engaged to update the Town’s latest
Comprehensive Plan, Forging Westlake. According to Mr. McCaffrey:
Westlake, with the arrival of the Charles Schwab Corporation project, is crossing
through a portal into the future suggested by the Town’s 2015 Comprehensive Plan.
In conjunction with Fidelity and other financial services in and around Westlake,
Westlake hosts nearly 4 million square feet of an industry type (i.e. financial services),
constituting a significant Industry Cluster. At this scale, the aggregation of a single
industrial code activity is important enough to attract vertical and horizontal
expansion, which further substantiates Westlake’s importance as a financial services
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center in the Dallas/ Fort Worth Metroplex. Bringing the above described
importance to the Town’s other advantages of proximity, makes Westlake a singularly
important center for growth and development going forward.
These advantages of proximity include:
• Next in the sequence of market advancement: It is an historical phenomenon that corridor
growth markets advance along the corridor at key threshold densities achieved in the
“downstream” growth areas. In Dallas, advancement from one market to another along a
corridor (such as the I-45 corridor) happens when the downstream growth center attains a
density in the range of 4 million square feet. This happened when Richardson attained such
a threshold and the market advanced to Plano. Once Plano attained the threshold, the
market advanced to Allen. Once Allen attained the threshold, the market advanced to
Fairview and McKinney. Now along the SH114 corridor, Southlake is approaching this
important threshold, thereby intensifying market interest in Westlake.
• End of the line for corridor growth: Advancement of the market into Westlake is more
unusual than other corridor conditions because Westlake holds an “end-of-the-line”
relationship to such market advancement. West of Westlake lies Alliance, a massive
industrial based development which extends all the way to I-35W (the easterly boundary of
Fort Worth) at which point the 114/170 corridor ends with limited expectation of extension.
Therefore, Westlake alone will receive most of the market growth within the 114 corridors for
the foreseeable future.
• Large land supply in a market of high demand: The end-of-the-line position held by
Westlake, intensifies demand for development land upon a Town with an ample, but finite,
land supply. Therefore, Westlake will have an unusual opportunity to be selective and the
worse thing Westlake can do in the face of that demand is allow lower level development
to corrupt the opportunities this market position affords. The Town should first understand
the true unusual opportunities over which it governs and in the full understanding of that
position consider important questions.
II. UNDERSTANDING “OUR SEA OF CHANGE”
LOCAL CHALLENGES INVOLVING RESIDENTIAL GROWTH
Westlake’s unique position in the SH 114 corridor that Mr. McCaffrey describes makes it imperative
that, as we consider the FY 2017-18 program of municipal services for our Town, we maintain our
vision in this “sea of change” within and around Westlake.
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Our Town’s vision is:
What are some of the local challenges within Westlake that have influenced the recommendations
for services and funding levels in the FY 17-18 Budget?
• Westlake’s Permanent Population Growth: This is the portion of our population considered to
be our permanent residents. From the 1990 population of 185 to 2016’s population of 1,264
represents an increase of 583% equal to 1,079 additional residents. We will need to continue
to monitor and plan for the continued increase in these numbers considering our
Comprehensive Plan’s (Forging Westlake) forecast of approximately 7.21% annual
population growth between now and 2040. This would bring us to around 7,000 residents.
• Traffic Demands Due to Growth in Westlake and Surrounding Areas: The four (4)
municipalities surrounding Westlake (Keller, Southlake, Trophy Club, and Roanoke) are
projected to have a combined population of 215,000 people by 2040. The growth in these
communities will generate additional traffic that commutes through our Town. With our
projected level of residents (7,000) and the existing zoning entitlements (if executed) we
would expect an estimated 300,000 vehicle trips per day. Local impacts associated with this
level of growth affect our street infrastructure, water and sewer system capital investment
requirements, as well as demand for daily municipal services. Policies established in Forging
Westlake will be essential for addressing this issue via the Town’s thoroughfare plan as it
pertains to development which occurs in the community.
• Balanced Growth to Impact Cost of Municipal Services: Likewise, the ability to fund
municipal services utilizing a cost-effective revenue format requires balanced growth that
provides for commercial development and a diversified tax base, while maintaining the
community’s open space and bucolic atmosphere. At the same time, we must continue to
ensure the policy direction of the Town is focused on growth paying for the infrastructure for
which it creates the demand.
• Housing Start Increases and Maintaining Westlake’s High Quality Residential Housing: We
continue to see strong single family residential construction demand. This has been
demonstrated in Granada Phase 1 as well as in existing subdivisions such as Vaquero,
Paigebrooke, and Terra Bella. Additionally, the infrastructure for three (3) new single family
Westlake is an oasis of natural beauty that maintains our
open spaces in balance with distinctive development,
trails, and quality of life amenities amidst an ever-
expanding urban landscape.
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residential developments, Carlyle Court, Granada Phase 2 and Quail Hollow, has been
completed, accepted by the Town and building permit issuance in those developments is
underway.
Also, the mixed-use development called Entrada continues to progress with infrastructure
construction making significant headway. Entrada’s infrastructure is being financed with a
Town approved Public Improvement District (PID), the bonds for which are paid back by
assessments on development within Entrada. When the infrastructure is complete, it will add
(over time) a wide variety of 322 residential units to Westlake - ranging from single family
homes, to villas, to town homes. Once complete, these four (4) developments will add
approximately 463 new lots to our residential inventory.
Our residential construction activity shows a steady increase in building permits for housing
which has occurred since we have emerged from the 2008-09 recession. Housing starts in
Westlake, due to the high value of our homes, add taxable value to our taxing base;
however, this also impacts the demand for municipal services, especially the Town’s charter
school, Westlake Academy.
As the area economy continues to perform well, and Westlake and our surrounding communities
continue to experience commercial development, this will further attract individuals who work for
and own these businesses. In turn, these individuals will need housing. As our housing stock
expands in response to these forces, we will need to manage our distinctive developments to
ensure we maintain our community as an ‘oasis of natural beauty’ and achieve high-end housing
options as identified in the Housing element of Forging Westlake.
III. UNDERSTANDING “OUR SEA OF CHANGE”
LOCAL CHALLENGES INVOLVING COMMERCIAL GROWTH
Commercial land use growth in Westlake is also a trend which affects the budget for FY17-18
The local challenges related to commercial growth include:
• Commercial Development, Economic Development, and Daytime Population Growth:
Because Westlake is the home to major corporate office campuses, its Monday-Friday
daytime population is growing and is conservatively estimated to be approximately 10,000 -
12,000 individuals. These office complexes are comprised of notable corporate clients that
include Deloitte, LLP and Fidelity Investments. Currently, Fidelity has almost 6,000 employees
at their Westlake campus, with expansion room for two (2) more office buildings in addition
to their two (2) existing office buildings.
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• New Charles Schwab Corporate Campus: The announcement of their regional corporate
campus in 2016 is beginning to come to fruition. Phase 1 will consist of a 500,000-sq. ft. office
building and parking garage. Adjacent to the Schwab campus will be a mixed-use
development, which Hillwood Properties will develop near the intersection of SH170 and
SH114. The campus will initially have approximately 1,500-1,900 employees and should
round out with an estimated 5,000 employees when all phases are complete. Presently,
Schwab is well underway in the process of hiring 500 employees for its temporary Roanoke
Road location in Westlake.
• Commercial Development in Entrada: The mixed-use development called Entrada, located
at FM1938/Davis Blvd. and SH114, will also create growth in our commercial tax base.
During the past budget year, commercial buildings totaling 55,000 sq. ft. have been
approved by the Town for the development. A CVS Pharmacy is open for business as well
as a Primrose Private School. Other commercial uses include various retail, restaurants,
amphitheater and hotels.
• Solana Redevelopment/Reinvestment: The Solana Office Complex, acquired by Equity
Office (Blackstone) approximately two (2) years ago, has seen a resurgence in occupancy.
Equity’s multi-million-dollar investment in the complex to improve its parking, landscaping
and buildings has been a strong positive path for Westlake. The investment is boosting
office occupancy levels with Sabre Corporation expanding their presence into Westlake by
leasing significant office space in Solana. They are also hiring up to 500 new employees.
The municipality has assisted in this revitalization effort by leasing 20,000 sq. ft. of office
space for the next 10 years. The new location in Solana will allow us to all be in one office
suite and better serve the Westlake community.
• Economic Development: The Town has also pursued the ideas advanced in the Economic
Development element of Forging Westlake. That is, where appropriate, to pursue businesses
that ultimately expand the Town’s tax base with high quality office buildings, and at the
same time, compliments our financial services business cluster which has already been
created through our corporate residents of Fidelity and Deloitte. Further, we pursue the
types of businesses interested in high quality office campus development and creating well-
paying positions for employees. With the Schwab announcement (and the start of
construction of the TD AmeriTrade’s complex in Southlake) we are well on our way to
becoming a financial services corridor within the DFW Metroplex.
While offering economic development incentives for the Schwab project, the tax
abatement provided is in-line with incentives offered in our region, plus the company is
providing one-time funding for Westlake Academy. Staff will continue to monitor our
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corporate stakeholders and attempt to identify avenues to strengthen these relationships
and assist in attracting new corporations to Westlake. The expansion of commercial
development will continue to grow Westlake’s daytime population.
IV. UNDERSTANDING “OUR SEA OF CHANGE”
OTHER LOCAL CHALLENGES INVOLVING STRATEGIC PLANNING,
RESIDENTS FEEDBACK AND WESTLAKE ACADEMY
There are other local challenges involving both financial and physical site planning, strategic
forecasting, residential feedback through our survey instruments and the Town’s public charter
school, Westlake Academy, which have shaped the SY17-18 Budget:
• Westlake’s residential growth impact on the Academy: The number of Westlake residents
who are selecting Westlake Academy as the educational choice for their students has
doubled in the past five years. Resident surveys continually indicate that the Academy is a
strong motivator for our residents to live in Westlake, and one of the top three (3) reasons
why they plan to remain in our community. For example, the 2017 municipal services survey
results indicate 75% of the new residents say enrollment at Westlake Academy was
extremely important/important to their decision to live in the community. With the majority
of those residents then listing this as the number one (1) reason they will remain in Westlake
over the next five (5) years.
Planning for Academy growth in the face of
residential development continues to be a
challenge. Wherever possible, the Town has
entered economic development
agreements with residential developers to
provide funding for Westlake Academy
facilities to lessen the impact of their
residential development on the school’s
enrollment.
Westlake Academy has experienced steady enrollment growth from 491 students in SY 2009-
10 to a projected 856 in SY 2017-18. The current increase of student population is a result of
the Phase I expansion efforts on the Academy campus and our development. Our growth
requires that we carefully manage our student admissions processes to provide adequate
space for children of Westlake residents.
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Approximately 39,000 sq. ft. of new facilities
space was opened on campus in SY 14/15.
It was comprised of a secondary classroom
building, field house, and a primary years’
multi-use hall. These buildings increased our
capacity and allowed for decompression of
our current school facilities. The lottery
waiting list for student admissions from our
secondary boundaries continues to grow
from 705 in 2011 to over approximately 2,411
students for this coming school year.
• Continued Public Education Funding Shortfall: State funding of public education was
decreased by the State Legislature in 2011. While it has increased somewhat since then, the
allocation has not kept pace with basic cost increases. And, in the Legislature’s most
recent 2017 session, the per student funding for public education was not increased for the
next biennium. This negatively impacts Westlake since it owns and operates our public
charter school, Westlake Academy, which receives approximately 80% of its operational
funding from the State. The municipal government continues to allocate significant
resources to the school to deal with State funding limitations, maintain high quality
educational services, provide for the Academy’s facilities and support services, as well as
preserve space for the children of Westlake residents. Additionally, the Westlake Academy
Foundation (WAF) raises significant operating funds for the Academy, without which the
school could not operate.
• Implementation of the Comprehensive Plan: With the 2015 adoption of the Town’s new
Comp Plan, Forging Westlake, several ordinances have been rewritten and new ones
drafted so that the Plan’s recommendations can be implemented. The task of
implementing the changes to the ordinances as well as dealing with the demands of
growth required additional staff team members in FY16-17. Those staffing costs are carried
forward into the FY17-18 budget given the significant and continued demand on staff time
for new development review and planning required in our high growth environment.
• Pursuit of Infrastructure and Services Reinvestment While Combating Certain Cost Increases:
We must also reinvest in maintaining our infrastructure. However, with growth comes the
need to allocate capital spending in new public buildings and our water and sewer utility.
An example of a key project needed to deal with the Town’s growth, is a Phase 2 water
transmission line to our wholesale water provider. This is a costly project which will require us
to significantly invest in our water system.
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• Staffing Levels, Insurance Costs, and Retention: Our infrastructure investment must be
monitored in tandem with the staffing needs to maintain our current service delivery levels.
This includes keeping our compensation/benefit package competitive to attract and retain
excellent employees so we can continue delivering exceptional service. We have found
this to be especially true as it relates to having adequate staffing to deal with development
review and construction. We have
balanced all these components in light
of maximizing staff efficiencies and
processes to help contain large
expenditure drivers such as employee
health insurance.
Customer interactions and our
methodology to deliver services
remains of interest to our residents and
we continue to receive high marks for
our personalized approach. In early
2017, our consultant, Chris Tathum with
ETC presented Council with positive feedback indicating that our staff team is “setting the
standard for service delivery compared to other communities.” Since 2009, our composite
index score for overall satisfaction has increased 21 points.
• Continued Emphasis on Long-range Financial and Strategic Planning: The FY17-18 budget
contains an updated Long-Range Financial Forecast which identifies key revenue and
expenditure drivers while assessing historical financial trends and their potential impact
upon the town’s financial stability. The forecast must be monitored and updated during the
budget formulation process, as well as reviewed with the Town Council as the budget is
being prepared. Staff will also continue to produce a quarterly financial report for the
Council that monitors and analyzes trends in the General Fund, Utility Fund, and Visitor
Association Fund. The report serves as a valuable tool to assist in developing a proactive,
rather than reactive, approach to our changing financial trends.
In FY13/14, we began utilizing the Balanced Scorecard framework for our long-term
strategic visioning for the community. Council has identified our vision, approved the
municipal and academic mission statements, along with the performance measures and
reviewed staff identified strategic and departmental initiatives for the coming fiscal year.
We will utilize this methodology for our organization on an annual basis to ensure we are
staying current with our communities needs and the factors influencing our neighboring
municipalities.
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TOWN OF WESTLAKE TIER ONE STRATEGY MAP
V. UNDERSTANDING “OUR SEA OF CHANGE”
REGIONAL CHALLENGES THAT IMPACT US
Westlake does not exist in a vacuum. As stated in our Vision, we are surrounded by an “ever
expanding landscape” of urban growth in the DFW area, especially northeast Tarrant and Southern
Denton counties.
Regional factors that continue to affect Westlake include:
• DFW Metro Area Employment and Population Growth: Since 1970, the DFW Metro area has
grown by more than 150% - a faster pace than the state and the nation. At 9,500 square
miles, it is larger in total area than five (5) of our states. With a population of nearly 6.8
million, it is the fourth largest metropolitan area in the country. Forecasts from the North
Central Texas Council of Governments (NCTCOG) predict employment to grow, in this 12-
county standard metropolitan statistical (SMSA) area, by almost 70% over the next 30 years.
Population growth over this same 30-year period is forecasted by NCTCOG to be 69%. This
regional growth is currently and will continue to impact Westlake.
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• Water Demand: Westlake is in the State’s Region C water planning area which covers all or
a part of 16 North Central Texas counties. The population of Region C is projected to grow
from what was nearly 6.5 million in 2010 to just over 9.9 million in 2040 and ultimately to over
14.3 million by 2070. Dry-year water demands in Region C are expected to reach 2.2 million
acre-feet per year by 2040, and 2.9 million acre-feet per year by 2070, largely due to
population growth. This increased demand will create a projected shortage of 1.2 million
acre-feet per year by 2070 – which is why planning and development of new water
management strategies are so critical. And, while much of the recent years’ drought has
been alleviated by heavy rain fall in the past 12 months, increased water demand due to
growth requires that we not be complacent about this regional issue.
• Transportation, Mobility, and Traffic Congestion: With the region’s population and
employment growth, traffic and the associated congestion has also increased. The recent
2014 amendment to Mobility 2035, the region’s transportation plan, estimates that between
now and 2035, an estimated $395.3 billion is needed to eliminate the worst levels of
congestion in our region. However, this plan only identifies $94.5 billion in funding for these
projects, meaning that congestion will worsen and mobility will be further impeded over
time.
VI. THIS YEAR’S BUDGET THEME AND
UNDERSTANDING WHERE WE HAVE COME FROM
Context is always helpful for understanding where we stand today as a community. Each of our
budgets have reflected a theme of challenges, initiatives, and/or areas of emphasis that the
budget for that fiscal year was intended to address. Those budget themes have been:
FY 2011-12
“INVESTING IN OUR FUTURE”
Ad valorem property tax implemented to stabilize our revenue streams,
provide for financial sustainability, and invest in our infrastructure.
FY 2012-13
“DRIVING SERVICE EXCELLENCE”
Focused on our ability to deliver excellent customer service.
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FY 2013-14
“MOVING FORWARD TOGETHER: A GROWING COMMUNITY, A GROWING SCHOOL”
Expansion at the Academy and infrastructure reinvestment
However, things began to change in 2014 as reflected in the budget themes from the last 2 years:
FY 2014-15
“COMMUNITY GROWTH ON THE HORIZON”
Recognizing the growth that was about to occur.
FY 2015-16
“FORGING WESTLAKE: WRITING THE NEXT CHAPTER”
The first fiscal year where we began to utilize our new Comprehensive Plan
(Comp Plan), Forging Westlake, to plan for our growth.
FY2016-17
“FORGING WESTLAKE: MANAGING THE IMPACT OF GROWTH”
This fiscal year’s budget emphasized moving from implementing our new
Comp Plan, to inculcating it into our budget with sufficient resources to
properly administer our planning and development review services in a way
that more effectively deals proactively with the impact of growth in all the
Town’s services.
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VII. THE IMPORTANCE OF “MAINTAINING OUR VISION”
The trend (of the last two (2) fiscal years) for growth in Westlake shows no sign of abating. Short of a
cooling of the local or national economy (or both), major corporations and their employees
continue to relocate to the DFW metroplex and our SH 114 corridor continues to reflect that
economic growth. This is also true for expansion of
existing companies and businesses in the Metroplex.
So, we are now launched into a “sea of change”.
Hence, this year’s budget theme of “Maintaining our
Vision in a Sea of Change”
The question does not appear to be if we will grow, but
rather how we will grow. And, the “how we will grow”
is why this budget theme is so important. Using our
community Vision to guide us will be key to becoming
the type of community Westlake envisions itself to be
now and into the future. This vison permeates our
Comprehensive Plan (Forging Westlake) and likewise,
must be reflected in this budget as well.
The growth predicted in Forging Westlake, and
identified as early as the Town’s FY14-15 Budget as
being on our horizon, is under way for the third straight
year. Westlake finds itself in the “vortex” of one of
DFW’s most desirable executive housing corridors. With growth now arriving in full force, it becomes
imperative that we not only understand and deal with the changes that are now occurring, but
also understand the impact that future potential growth will have if existing zoning entitlements are
fully utilized.
In the face of these growth challenges, maintaining Westlake’s unique bucolic character,
exceptional quality of life, and distinctive development standards, while at the same time
managing the challenges development creates, is no small task. Growth projections of the
magnitude projected for the next 30 years in Forging Westlake require that we plan, be proactive,
and be prudent in our decision making, all the while striving to continue to offer the high-quality
services Westlake currently enjoys. Our role as a Town government must be to maintain and
advance our position as a premier community. We have moved from planning for growth to
experiencing it and, with that, we must embrace all the challenges and benefits growth creates.
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There is no doubt that we continue to face challenges – many from the “macro perspective”, i.e.
challenges created by growth throughout the Dallas-Fort Worth metropolitan area. Further
challenges remain from the “micro perspective” for those specific to Westlake. The challenges, first
identified and outlined beginning in the FY15-16 Budget, are still in place, and it appears they will
be with us for the foreseeable future - into FY17-18 and beyond. Planner Robin McCaffrey’s
assessment of the SH 114 corridor growth in Westlake and the reasons for it, described above, are
now coming to pass.
VIII. CLOSING THOUGHTS ON TAKING THE LONG VIEW
AND ITS BENEFITS FOR WESTLAKE
In the FY15-16 Budget transmittal letter, I recounted how almost 25 years ago, Westlake’s governing
body recognized that their Town stood at a crossroads; one of change driven by growth in and
around Westlake. In 2013, while Westlake’s vision had remained much the same, it was recognized
by the Town Council that further growth in Westlake and our surrounding area was pending and
required a proactive approach. The Council’s response was to embark on a two (2) year long
process, with much community input, to formulate an updated Comprehensive Plan (Comp Plan).
In March 2015, the Town Council adopted this newly drafted Comprehensive Plan which is titled
Forging Westlake. The Plan is “mission critical” for the Town to effectively deal with the growth now
occurring in Westlake in a manner that is true to our vision, values and mission as a community. The
FY17-19 budget was formulated to address these challenges within the context of Town Council
financial policies, available resources, our Strategy Map, and a conservative 5-year financial
forecast.
My thanks to our great Leadership Team and Finance Department staff for their dedicated
participation in this journey toward our Vision as we prepared this FY2017-18 Budget. Without their
unerring belief in that Vision, and their working as a team with the Town Council, our success in
moving towards our Vision would not be possible.
Thomas E. Brymer
Town Manager
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Transmittal Financials
FUND BALANCE CHANGES BY FUND TYPE
On behalf of the Senior Leadership Team and all Westlake staff members, I am presenting the
Fiscal Year 2017-18 budget document for the Council’s consideration as follows:
The FY 2017-18 budgeted expenditure amount totals $40,201,219 for all funds
• Fund balance shows a 36% decrease of $10,045,585 from the prior year estimated
budget.
o Academic funds reflect a 26% increase of $261,901
o Municipal funds reflect a 38% decrease of $10,307,486 and include planned
use of fund balance.
M UNICIPAL O PERATING E XPENDITURES
If only Municipal operating expenditures were taken into consideration (removal of all
expenditures related to capital projects, inter-fund transfers and Westlake Academy), the
FY17-18 budget shows a 7.14% increase of $1,076,875.
ESTIMATED PROPOSED Change Change
FY 16-17 FY 17-18 Amount Percent
Payroll & Related $ 3,768,792 $ 4,204,869 $ 436,077 12%
Operating Expenditures 11,321,711 11,962,509 640,798 6%
TOTAL $ 15,090,503 $ 16,167,378 $ 1,076,875 7%
Projected PROPOSED PROPOSED Projected Net
Beginning Revenues Expenditures Ending Change
Fund Type Fund and Other and Other Fund Percent to Fund Change
Balance Sources Uses Balance of Total Balance Percent
General Fund $ 9,614,346 $ 9,122,826 $ 10,563,575 $ 8,173,597 46% $ (1,440,749) -15%
Enterprise Funds 694,192 3,997,000 4,201,213 489,979 3% (204,213) -29%
Internal Service Funds 610,402 319,265 532,000 397,667 2% (212,735) -35%
Special Revenue Funds 1,331,605 3,109,040 3,191,899 1,248,746 7% (82,859) -6%
Debt Service Funds 6,289 2,981,479 2,987,768 - 0% (6,289) -100%
Capital Projects Funds 14,579,340 1,981,924 10,342,565 6,218,699 35% (8,360,641) -57%
Municipal Total $ 26,836,174 $ 21,511,534 $ 31,819,020 $ 16,528,688 93% $ (10,307,486) -38%
Academic Funds $ 997,046 $ 8,644,100 $ 8,382,199 $ 1,258,947 7% $ 261,901 26%
TOTAL $ 27,833,217 $30,155,634 $ 40,201,219 $ 17,787,631 100% $ (10,045,585) -36%
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GENERAL FUND REVENUES
Evaluating the budget within the context of a long-term forecast is important as it shows
whether we are on the right road financially in FY 2017-18.
ADOPTED ESTIMATED YTD ACTUAL PROPOSED 1 2 3 4
FY 16-17 FY 16-17 FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22
Revenues
$ 9,150,832 $ 9,541,092 $ 6,840,226
$ 9,072,827 $ 9,455,984 $ 9,350,178 $ 10,028,134 $ 9,755,243
Payroll
(3,802,735) (3,768,792) (3,442,568)
(4,204,869) (4,333,965) (4,468,316) (4,608,206) (4,753,939)
Expenditures
(3,982,655) (3,553,805) (2,950,116)
(3,570,814) (3,676,872) (3,839,842) (3,887,476) (3,931,049)
NET
1,365,442 2,218,495 447,541
1,297,144 1,445,147 1,042,020 1,532,452 1,070,255
Transfers In
66,030 231,278 210,112
50,000 50,500 51,005 51,515 52,030
Transfers Out
(1,103,635) (1,388,553) (1,206,177)
(2,787,892) (3,007,289) (2,677,675) (2,433,945) (1,724,739)
NET
(1,037,605) (1,157,275) (996,065)
(2,737,892) (2,956,789) (2,626,670) (2,382,430) (1,672,709)
NET CHANGE TO FUND
BALANCE
327,837 1,061,221 (548,523)
(1,440,748) (1,511,641) (1,584,649) (849,978) (602,454)
Beginning Fund Balance
8,553,121 8,553,121 8,553,121
9,614,347 8,173,598 6,661,957 5,077,307 4,227,330
Ending Fund Balance
8,880,958 9,614,347 1,164,372
8,173,598 6,661,957 5,077,307 4,227,330 3,624,876
Restricted/Committed/
Assigned
553,197 553,197 553,197
555,202 283,146 283,146 283,146 283,146
Unassigned Ending Fund
Balance
$ 8,327,762 $ 9,061,150 $ 611,176
$ 7,618,396 $ 6,378,811 $ 4,794,161 $ 3,944,184 $ 3,341,730
Operating Cost per Day
$ 24,356 $ 23,866 $ 23,866
$ 26,160 $ 26,212 $ 26,891 $ 26,980 $ 27,506
Operating Days
342 380 26
291 243 178 146 121
% of Operating Exp.
209% 255% 8%
213% 173% 125% 101% 85%
G ENERAL S ALES AND USE T AX
• Budgeted to be $3,510,500 and comprises 39% of General Fund revenues.
• This reflects a 6% increase of $200,000 when compared to prior year estimates primarily due
to a development agreement.
o Sales taxes are collected on the sale of goods and services within the Town as
authorized by the State of Texas.
o The maximum sales tax allowed in the State of Texas is 8.25% per dollar on all
taxable goods and services. 6.25% per dollar is kept by the State; municipalities
receive a maximum of 2%. Funds are collected by the Texas Comptroller of Public
Accounts and remitted to the Town monthly.
o An amount equal to 1.50% of taxable sales is appropriated to the Town’s General
Fund. This total includes .50% that is received for property tax reduction.
o The Town also receives an additional .50% sales tax that is recorded in the 4B
Economic Development Corporation Fund.
25
Section 2 Executive
Transmittal Financials
AD VALOREM PROPERTY TAX
The Town of Westlake has assessed a property tax
since FY2011/2012. The ad valorem tax rate for the
Town of Westlake continues to be the lowest for
municipalities in the immediate area.
The proposed ad valorem tax rate per $100 of
assessed valuation will decrease by $0.00080 for FY
2017-2018 to the proposed tax rate of $.13615 (the calculated effective rate). As a reminder,
the effective tax rate is the total tax rate calculated to raise the same amount of property
tax revenue for the Town from the same properties.
FY13/14 Actual FY14/15 Actual FY15/16 Actual FY16/17
Estimated
FY17/18
Proposed
Total Appraised Value $1,227,858,917 $1,248,082,317 $1,274,372,828 $1,431,173,915 $1,500,171,790
$17,910,162 $20,223,400 $26,290,511 $156,801,087 $68,997,875
1.48% 1.65% 2.11% 12.30% 4.82%
Net Taxable Value $889,054,513 $920,188,732 $943,308,794 $1,124,442,640 $1,172,624,627
32,085,263 31,134,219 23,120,062 181,133,846 48,181,987
3.74% 3.50% 2.51% 19.20% 4.28%
Total Tax Revenue $1,353,355 $1,432,916 $1,479,452 $1,565,510 $1,596,528
-13,187 79,561 46,536 86,058 31,018
-0.96% 5.88% 3.25% 5.82% 1.98%
Property Tax Rate $ 0.15684 $ 0.15634 $ 0.15634 $ 0.13695 $ 0.13615
This budget will raise more revenue from property taxes than last year’s adopted budget by
approximately $49,640 (does not include any prior year payments and penalties), which is a
3.37% increase from last year's budget.
The Total debt obligation for the Town secured by property taxes for various projects totals
$277,700. This amount covers the series 2011 CO payment for street projects of $115,300 and
the 2013 CO payment of $162,400 for Arts & Science Center construction. The debt payment
for the Science Center was originally paid from the Visitors Association Fund.
Based on our July 2017 certified values, the Town’s “net taxable value” increased by
$48,181,987 over the prior year adjusted information for FY 16-17.
FY 16/17
Adopted
Tax Rate
FY 17/18
Proposed
Tax Rate
Change
Amount
M&O $ 0.12882 $ 0.11133 $ (0.01749)
I&S $ 0.00813 $ 0.02482 $ 0.01669
$ 0.13695 $ 0.13615 $ (0.00080)
26
Section 2 Executive
Transmittal Financials
VISITOR ASSOCIATION FUND REVENUES
Hotel Occupancy Taxes are obtained through the assessment of a 7% hotel occupancy tax.
Authority granted by the State of Texas allows cities to levy a tax not to exceed 7% of the
rental rate for a hotel/motel room. Funds generated by the occupancy tax may be used in a
manner that directly enhances and promotes tourism and the convention and hotel industry.
Additionally, because Westlake has broader statutory authority under State law than most
cities to spend hotel/motel occupancy tax funds for any municipal purpose, the Town has
used these funds to cover costs of various municipal operational costs and capital projects (an
example would be payment of a portion of the debt service for Westlake Academy related
bonds).
• Total revenues are budgeted to be $826,820
• This represents a .7% increase of $6,010 from prior year estimated revenues of $820,810.
UTILITY F UND R EVENUES
Utility Fund revenue is primarily comprised of fees for water and wastewater service. The fund
also receives a small portion of its revenue through tap fees and interest income, and currently
serves as a mechanism for collecting and distributing debt service and impact fees.
• Total revenues are budgeted to be $3,638,958
• This represents a 2% increase of $53,788 from prior year estimated revenues of $3,585,180
27
Section 2 Executive
Service Level Adjustments
SERVICE LEVEL ADJUSTMENT OVERVIEW
The Town utilizes “service level adjustments” to create an organizational outcome of being
fiscal stewards and tracking our cost increases or decreases. A service level adjustment (SLA)
is a request for any dollars in excess of the baseline/target budget. (FY 2016-17 budget,
adjusted for year-end estimates, less one-time purchases).
There are 2 types of “Service Level Adjustments”.
Maintain
o Same level of service as previous year, but increased due to inflation, etc.
o Activities that require additional resources to maintain the current level of
service due to growth, new equipment, etc. are considered additions to the
baseline/target budget and are included in the “SLA”.
New or expanded level of service.
o All requests for new personnel, programs or equipment that represent a new
addition to the current operation are considered additions to the
baseline/target budget and are included in the new costs.
o Show any revenues or reduction in current expenditures the new or expanded
levels of service will create
o Designate if item represents an “Unfunded Mandate”. An unfunded mandate is
a statute or regulation that requires a state or local government to perform
certain actions, yet provides no money for fulfilling the requirements.
This budget reflects the following service level adjustments.
TOTAL
AMOUNT
ONE-TIME
AMOUNT
ON-GOING
AMOUNT
REVENUES $ 1,928,774 $1,422,299 $506,475
Percent 44% 26%
EXPENDITURES $ 8,370,148 $7,631,400 $738,748
Percent 91% 9%
NET CHANGE $(6,441,375) $(6,209,101) $(232,274)
28
Section 2 Executive
Service Level Adjustments
BALANCED SCORECARD OVERVIEW
S TRATEGIC T HEMES
Strategic Themes guide the way the Town does business and helps us determine how we
should invest our time and resources. Themes are also indicators of our “pillars of excellence”
which translates our vision and mission statements into focus areas for our community.
The Council identifies each theme and creates a strategic result (or definition) to assist us in
telling the Westlake story. In the budget process, this allows for increased transparency,
clarity, and accountability, providing the Town a framework for demonstrating results.
The continued quality and success of this community does not happen without the diligent
effort of a committed team of residents, businesses, community leaders, and staff members.
A S TRATEGIC P ERSPECTIVE
Strategic Themes is a view of the Town’s strategy from a specific vantage point. The Town’s
operational model encompasses our mission, vision, and values statement, and utilizes the
four Perspectives as a framework.
As the name implies “a balanced scorecard” is divided into
these perspectives that help ensure that we focus on the
components necessary to achieve our strategy and aligns our
work with the vision and mission for our community.
Our current perspectives encompass the areas of People,
Facilities, and Technology (organizational capacity building),
Municipal & Academic Operations (operational processes),
Financial Stewardship (public funds and financial oversight), and
Citizen, Students, & Stakeholders (customer service).
All work together to ensure we create a vibrant and responsive community for our residents.
STRATEGIC THEMES
Natural
Oasis
Exemplary Service &
Governance
High Quality Planning,
Design, & Development
Exemplary Education –
Westlake Academy
Preserve and
maintain a perfect
blend of the
community’s
natural beauty.
We set the standard
by delivering
unparalleled municipal
and educational
services at the lowest
cost.
We are a desirable, well
planned, high-quality
community that is
distinguished by
exemplary design
standards.
Westlake is an
international
educational leader
where each individual’s
potential
is maximized.
PERSPECTIVES
Citizens, Students
& Stakeholders
Financial
Stewardship
Municipal &
Academic Operations
People, Facilities
and Technology
29
Section 2 Executive
Service Level Adjustments
PERSPECTIVE SERVICE LEVEL ADJUSTM ENTS
This budget aligns our organizational priorities contained in the Town’s Balanced Score Card
by Perspective, with the resources needed to fund Service Level Adjustments (SLA).
This shows how these SLA’s impact the BSC’s strategic objectives within each of the BSC
perspectives. Further, it connects how each SLA within each Perspective addresses
challenges identified in the transmittal letter.
PERSPECTIVE & OUTCOME OBJECTIVE TOTAL
AMOUNT
ONE-TIME
AMOUNT
ON-GOING
AMOUNT
CUSTOMERS, STUDENTS, STAKEHOLDERS
Outcome Objectives:
• Preserve Desirability & Quality of Life
• Increase CSS Satisfaction
$ 302,017
$ 54,580
18%
$ 247,437
82%
FINANCIAL STEWARDSHIP
Outcome Objectives:
• Increase Financial Capacity & Reserves
• Increase Revenue Streams
$1,928,774
$ 1,422,299
74%
$ 506,475
26%
MUNICIPAL AND ACADEMIC OPERATIONS
Outcome Objectives:
• Maximize Efficiencies & Effectiveness
• Encourage Westlake’s Unique Sense of Place
• Increase Transparency, Accessibility & Communications
$ 330,718
$ 83,660
25%
$ 247,058
75%
PEOPLE, FACILITIES AND TECHNOLOGY
Outcome Objectives:
• Attract, Recruit, Retain, Develop Quality Workforce
• Improve Technology, Facilities & Equipment
• Optimize Planning & Development Capabilities
$7,737,414
$7,493,160
97%
$ 244,254
3%
30
TOTAL AMOUNT ONE-TIME ON-GOING
Building Permits/Inspections 43.9%$847,299 $847,299 $0
General Sales Tax 20.7%$400,000 $400,000 $0
Contributions 9.1%$175,000 $175,000 $0
Franchise Fee Revenues 0.8%$14,945 $0 $14,945
Property Tax Revenue 9.2%$177,650 $0 $177,650
Utility Fund Revenues 10.9%$209,540 $0 $209,540
Interest 0.3%$6,600 $0 $6,600
Misc Income 3.2%$61,520 $0 $61,520
Permits & Fees 1.5%$28,500 $0 $28,500
Hotel Occupancy Tax 0.4%$7,720 $0 $7,720
1,928,774$ 1,422,299$ 506,475$
percentage 74%26%
TOTAL AMOUNT ONE-TIME ON-GOING
Payroll Market Adjustment 68.6%$167,569 $0 $167,569
Additional Employees 0.0%$172,636 $0 $172,636
Increased Transfers In -39.3%-$95,951 $0 -$95,951
TOTAL 244,254$ -$ 244,254$
percentage 0%100%
Debt Payments 45.4%$287,030 $0 $287,030
Repair & Maintenance 6.5%$41,210 $34,580 $6,630
Rent & Utilities 18.6%$117,800 $0 $117,800
Services 23.9%$151,319 $80,535 $70,784
Supplies 5.6%$35,375 $23,125 $12,250
TOTAL 632,734$ 138,240$ 494,494$
percentage 22%78%
Capital Projects 88.8%$7,430,160 $7,430,160 $0
M&R Projects 0.8%$63,000 $63,000 $0
TOTAL 7,493,160$ 7,493,160$ -$
percentage 100%0%
8,370,148$ 7,631,400$ 738,748$
percentage 91%9%
TOTAL AMOUNT ONE-TIME ON-GOING
(6,441,374)$ (6,209,101)$ (232,273)$
percentage 96%4%
TOTAL AMOUNT ONE-TIME ON-GOING
Customers, Students Stakeholders $302,017 $54,580 $247,437
Financial Stewardship $1,928,774 $1,422,299 $506,475
Municipal/Academic Operations $330,718 $83,660 $247,058
People $244,254 $0 $244,254
Facilities/Technology $7,493,160 $7,493,160 $0
(6,441,375)$ (6,209,101)$ (232,274)$
percentage 96%4%
Revenues
SUMMARY of ALL SLA FUND CHANGES
SERVICE LEVEL ADJUSMENT TYPE
does not include transfers in
BY GENERAL LEDGER ACCOUNT TYPE
TOTAL
TOTAL ALL EXPENDITURES
NET CHANGE TO FUND BALANCE
NET CHANGE TO FUND BALANCE
SERVICE LEVEL ADJUSMENT TYPE
BY BALANCED SCORECARD PERSPECTIVE
does not include transfers out
SERVICE LEVEL ADJUSMENT TYPE
Payroll & Related Costs
Operating Expenditures
Capital Projects
31
32
A L L F U N D S - A L L S O U R C E S
Combined Program Summary
Fiscal Year 2017/2018
Adopted Estimated Proposed FY 17/18 Proposed
Budget Budget Budget
FY 16/17 FY 16/17 FY 17/18 FY 16/17 Estimated
RE REVENUES & OTHER SOURCES
1 General Sales Tax On-going 4,450,000$ 4,500,000$ 4,900,000$ 400,000$ 9%
2 General Sales Tax One-time 100,000 50,000 50,000 - 0%
3 Property Tax 1,525,685 1,574,510 1,476,616 (97,894) -6%
4 Charge for Services 3,565,755 3,752,705 3,777,315 24,610 1%
5 Hotel Tax 837,280 837,280 845,000 7,720 1%
#Beverage Tax 62,500 62,500 62,500 - 0%
8 Franchise Fees 966,370 974,770 983,815 9,045 1%
7 Permits and Fees 263,885 336,370 308,145 (28,225) -8%
6 Permits and Fees Building 2,287,557 2,469,458 2,137,121 (332,337) -13%
#Permits and Fees Utility 152,265 168,865 168,865 - 0%
9 Fines & Forfeitures 805,350 809,880 809,880 - 0%
#Investment Earnings 34,400 131,065 111,965 (19,100) -15%
#Contributions 1,220,000 4,841,850 925,000 (3,916,850) -81%
#Misc Income 128,660 216,215 123,670 (92,545) -43%
#Total Revenues 16,399,707 20,725,468 16,679,892 (4,045,577) -20%
#Transfers In 3,767,750 4,414,626 4,831,642 417,016 9%
#Other Sources 8,500,000 10,743,015 - (10,743,015) -100%
#Total Other Sources 12,267,750 15,157,641 4,831,642 (10,325,999) -68%
#GF Academic Revenues 8,399,173 8,227,963 8,584,100 356,137 4%
#GF Academic Other Sources - 117,090 60,000 (57,090) -49%
#Total Academic 8,399,173 8,345,053 8,644,100 299,047 4%
#TOTAL REVENUES & OTHER SOURCES 37,066,630$ 44,228,162$ 30,155,634 (14,072,528)$ -32%
0 - EX EXPENDITURES & OTHER USES
#Payroll Salaries 3,472,410$ 3,373,370$ 3,821,261$ 447,891$ 13%
#Payroll Transfer In (958,765) (917,146) (1,055,775) (138,629) 15%
#Payroll Insurance medical/dental/life 545,605 579,109 599,995 20,886 4%
#Payroll Taxes workers comp/unemployment 46,845 46,454 51,180 4,726 10%
#Payroll Taxes social security/medicare 269,765 252,232 292,253 40,021 16%
#Payroll Retirement TMRS/ICMA 426,870 434,773 495,955 61,182 14%
#Total Payroll and Related 3,802,730 3,768,792 4,204,869 436,077 12%
#Capital Outlay 232,795 51,470 57,470 6,000 12%
#Debt 3,657,696 3,691,016 4,494,622 803,606 22%
#Economic Development 134,640 134,640 234,640 100,000 74%
#Insurance 44,640 42,375 42,375 - 0%
#Payroll Transfer Out 958,760 917,147 1,055,775 138,628 15%
#Rent & Utilities 847,105 561,254 661,604 100,350 18%
#Repair & Maintenance 387,050 368,335 407,830 39,495 11%
#Services 3,668,680 3,986,995 3,394,059 (592,936) -15%
#Supplies 225,055 223,879 269,534 45,655 20%
#Water Purchases 1,344,600 1,344,600 1,344,600 - 0%
#Total Operations & Maintenance 11,501,021 11,321,711 11,962,509 640,798 6%
#TOTAL OPERATING EXPENDITURES 15,303,751 15,090,503 16,167,378 1,076,875 7%
#Maintenance & Replacement Funds 783,700 1,391,745 532,000 (859,745) -62%
#Capital Project Funds 9,552,020 3,455,265 10,288,000 6,832,735 198%
#Total Capital 10,335,720 4,847,010 10,820,000 5,972,990 123%
#Transfers Out 3,767,750 4,406,291 4,831,642 425,351 10%
#Other Uses - - - - 0%
#Total Other Uses 3,767,750 4,406,291 4,831,642 425,351 10%
#GF Academic Expenditures 8,397,745 8,360,471 8,322,199 (38,272) 0%
#GF Academic Other Uses - 60,000 60,000 - 0%
#Total Academic 8,397,745 8,420,471 8,382,199 (38,272) 0%
#TOTAL NON-OPERATING EXPENDITURES 22,501,215 17,673,772 24,033,841 6,360,069 36%
#TOTAL EXPENDITURES AND OTHER SOURCES 37,804,966 32,764,275 40,201,219 7,436,944 23%
#EXCESS REVENUES OVER(UNDER) EXPENDITURES (738,336) 11,463,890 (10,045,585) (21,509,472) 188%
#Beginning Fund Balance (Municipal)15,296,866 15,296,866 26,836,171 11,539,305 75%
Beginning Fund Balance (Academic)1,071,036 1,072,464 997,046 (75,418) -7%
#FUND BALANCE, BEGINNING 16,367,902 16,369,330 27,833,217 11,463,887 70%
#FUND BALANCE, ENDING 15,629,566$ 27,833,220$ 17,787,631$ (10,045,585)$ -36%
vs
33
A L L F U N D S - A L L S O U R C E S
General
Fund
Enterprise
Funds
Internal
Service
Funds
Special
Revenue
Funds
Debt
Service
Capital
Project
Funds
MUNICIPAL
TOTAL
Westlake
Academy TOTAL
1 General Sales Tax $ 3,510,500 $ - $ - $ 1,439,500 $ - $ - $ 4,950,000 $ - $ 4,950,000
2 Property Tax 1,205,205 - - - 271,411 - 1,476,616 - 1,476,616
3 Charge for Services - 3,777,315 - - - - 3,777,315 - 3,777,315
4 Hotel Tax - - - 845,000 - - 845,000 - 845,000
5 Beverage Tax 62,500 - - - - - 62,500 - 62,500
6 Franchise Fees 983,815 - - - - - 983,815 - 983,815
7 Permits and Fees Other 302,145 - 6,000 - - - 308,145 - 308,145
8 Permits and Fees Building 2,137,121 - - - - - 2,137,121 - 2,137,121
9 Permits and Fees Utility - 168,865 - - - - 168,865 - 168,865
9 Fines & Forfeitures 809,880 - - - - - 809,880 - 809,880
#Investment Earnings 43,100 15,020 7,015 5,230 - 41,600 111,965 - 111,965
#Contributions - - - 750,000 - 175,000 925,000 - 925,000
#Misc Income 18,560 35,800 - 69,310 - - 123,670 - 123,670
# Total Revenues 9,072,826 3,997,000 13,015 3,109,040 271,411 216,600 16,679,892 - 16,679,892
#Transfers In 50,000 - 306,250 - 2,710,068 1,765,324 4,831,642 - 4,831,642
#Other Sources - - - - - - - - -
# Total Other Sources 50,000 - 306,250 - 2,710,068 1,765,324 4,831,642 - 4,831,642
#Academic Revenues - - - - - - - 8,584,100 8,584,100
#Academic Others Sources - - - - - - - 60,000 60,000
# Total Academic - - - - - - - 8,644,100 8,644,100
#TOTAL REVENUES AND OTHER SOURCES 9,122,826$ 3,997,000$ 319,265$ 3,109,040$ 2,981,479$ 1,981,924$ 21,511,534$ 8,644,100$ 30,155,634$
#Payroll Salaries $ 3,821,261 $ - $ - $ - $ - $ - $ 3,821,261 $ - $ 3,821,261
#Payroll Transfer In (1,055,775) - - - - - (1,055,775) - (1,055,775)
#Payroll Insurance 599,995 - - - - - 599,995 - 599,995
#Payroll Taxes TWC/WC 51,180 - - - - - 51,180 - 51,180
#Payroll SS/Medicare 292,253 - - - - - 292,253 - 292,253
#Payroll Retirement 495,955 - - - - - 495,955 - 495,955
# Total Payroll & Related 4,204,869 - - - - - 4,204,869 - 4,204,869
#Capital Outlay 31,690 25,780 - - - - 57,470 - 57,470
#Debt 351,680 1,155,174 - - 2,987,768 - 4,494,622 - 4,494,622
#Economic Development - - - 234,640 - - 234,640 - 234,640
#Insurance 33,625 8,750 - - - - 42,375 - 42,375
#Payroll Transfer Out - 482,700 - 518,510 - 54,565 1,055,775 - 1,055,775
#Rent & Utilities 445,316 156,499 - 59,789 - - 661,604 - 661,604
#Repair & Maintenance 242,580 165,250 - - - - 407,830 - 407,830
#Services 2,213,639 798,960 - 381,460 - - 3,394,059 - 3,394,059
#Supplies 252,284 7,250 - 10,000 - - 269,534 - 269,534
#Water Purchases - 1,344,600 - - - - 1,344,600 - 1,344,600
# Total Operations & Maintenance 3,570,814 4,144,963 - 1,204,399 2,987,768 54,565 11,962,509 - 11,962,509
#TOTAL OPERATING EXPENDITURES 7,775,683 4,144,963 - 1,204,399 2,987,768 54,565 16,167,378 - 16,167,378
#Maintenance & Replacement - - 532,000 - - - 532,000 - 532,000
#Capital Project Funds - - - - - 10,288,000 10,288,000 - 10,288,000
# Total Capital - - 532,000 - - 10,288,000 10,820,000 - 10,820,000
#Transfers Out 2,787,892 56,250 - 1,987,500 - - 4,831,642 - 4,831,642
#Other Uses - - - - - - - - -
# Total Other Uses 2,787,892 56,250 - 1,987,500 - - 4,831,642 - 4,831,642
#Academic Expenditures - - - - - - - 8,322,199 8,322,199
#Academic Others Uses - - - - - - - 60,000 60,000
# Total Academic - - - - - - - 8,382,199 8,382,199
#TOTAL NON-OPERATING EXPENDITURES 2,787,892 56,250 532,000 1,987,500 - 10,288,000 15,651,642 8,382,199 24,033,841
#TOTAL EXPENDITURES AND OTHER USES 10,563,575 4,201,213 532,000 3,191,899 2,987,768 10,342,565 31,819,020 8,382,199 40,201,219
#EXCESS REVENUES OVER (UNDER)
EXPENDITURES (1,440,749) (204,213) (212,735) (82,859) (6,289) (8,360,641) (10,307,486) 261,901 (10,045,585)
#BEGINNING FUND BALANCE 9,614,346 694,192 610,402 1,331,605 6,289 14,579,340 26,836,174 997,046 27,833,217
#ENDING FUND BALANCE 8,173,597$ 489,979$ 397,667$ 1,248,746$ -$ 6,218,699$ 16,528,688$ 1,258,947$ 17,787,631$
REVENUES AND OTHER SOURCES
EXPENDITURES AND OTHER USES
Combining Revenues, Expenditures and Fund BalanceFiscal Year 2017/2018
34
Section 3 Financial Analysis
Fund Overview All Funds
The following is a high-level overview of the FY 2017-18 budgeted revenues, other
sources, expenditures and other uses. Please refer to individual funds for detailed
explanations of the following changes.
REVENUES AND OTHER SOURCES
Revenues and other sources are budgeted to be $30,155,634. This represents a 32%
decrease of $14,072,528 from prior year estimated of $44,228,162.
o General Sales Tax increased $400,000
o Property Tax decreased ($97,894)
o Charge for Services increased $24,610
o Hotel Tax increased $7,720
o Franchise Fees increased $9,045
o Permits and Fees Other decreased ($28,225)
o Permits and Fees Building decreased ($332,337)
o Investment Earnings decreased ($19,100)
o Contributions decreased ($3,916,850)
o Misc. Income decreased ($92,545)
o Transfers in increased $417,016
o Other sources decreased $10,743,015
o Academic Revenues increased $299,047
OPERATING EXPENDITURES
Operating expenditures are budgeted to be $16,167,378. This represents a 7%
increase of $1,076,875 from the prior year estimated of $15,090,503.
• Payroll and Related is budgeted at $4,204,869; a 12% increase of $436,077
o Wages increased $311K
o Insurances increased $20K
o Taxes increased $44K
o Retirement increased $61K
35
Section 3 Financial Analysis
Fund Overview All Funds
• Operations and Maintenance is budgeted at $11,962,509; a 6% increase of
$640,798.
o Capital Outlay increased $6,000
o Debt increased $803,606
o Economic Development increased $100,000
o Payroll Transfers Out increased $138,628
o Rent & Utilities increased $100,350
o Repair & Maintenance increased $39,495
o Services decreased ($592,936)
o Supplies increased $45,655
NON-OPERATING EXPENDITURES
• Capital and M&R Projects are budgeted at $10,820,000; a 123% increase of
$5,972,990. (See individual funds for detailed explanation.)
o Maintenance and replacement projects decreased $859,745.
o Capital projects increased $6,832,735.
• Transfers Out and Other Uses are budgeted at $4,831,642; a 10% increase of
$425,351. (See individual funds for detailed explanation.)
o Transfers out to the Capital Projects fund increased $1,185,351.
o Other Sources had no changes
• Academic Expenditures are budgeted at $8,382,199; a .5% decrease of $38,272.
FUND BALANCE
The ending fund balance is budgeted to be $17,787,631. This represents a 36%
decrease of $10,045,585 from prior year estimated of $27,833,220.
36
Section 3 Financial Analysis
Variance from Workshop
Variance from Council Retreat for FY 2016-17 Estimated
• Revenues and other sources increased $502,635
o Additional revenues received for water revenue and permits and fees.
• Expenditures and other uses decreased $393,023.
o A review by each department afforded us a reduction in expenditures
primarily due to capital projects and Maintenance and Replacement
projects.
• Net increase to fund balance of $895,658
Variance from Council Retreat for FY 2017-18 Proposed
• Revenues and other sources increased $290,025
o Additional analysis performed by the Town’s Public Works Director.
• Expenditures and other uses increased $1,290,813
o At the time the proposed budget was prepared, staff was uncertain as to the
funding requirements for the Fort Worth Phase II waterline; therefore, the funds
were designated in Fund Balance. As presented at the August 28th council
meeting, Fort Worth has agreed to accept payment installments utilizing $888K
as the first payment with the final payment being due upon receipt of the
funding from the Texas Water Development Board (TWDB). Additionally, the
$888K will be included in the total funding request from TWDB to be
reimbursed to the Town’s Utility Fund.
o Addition of the 2007 Refunding Bond and tax note debt service payments
were included.
o Addition of Network Manager
• Net decrease to fund balance of $1,000,788
Total change to Fund Balance from Council Workshop
• Decrease of $105,130
37
Section 3 Financial Analysis
Variance from Workshop
EXTERNAL DESCRIPTION
FY 16/17 FY 17/18 TOTAL
ESTIMATED PROPOSED CHANGE
BUDGET BUDGET TO
CHANGE CHANGE FUND
AMOUNT AMOUNT BALANCE
Property Tax $ 9,000 $ (500) $ 8,500
Charge for Services 186,950 172,845 359,795
Franchise Fees 13,900 13,330 27,230
Permits and Fees Other 10,050 16,425 26,475
Permits and Fees Building 113,225 13,500 126,725
Permits and Fees Utility 13,500 - 13,500
Investment Earnings 21,875 12,775 34,650
Contributions 2,102,285 - 2,102,285
Miscellaneous Income 21,135 61,650 82,785
Other Sources (1,989,285) - (1,989,285)
REVENUES & OTHER SOURCES 502,635 290,025 792,660
Payroll and Related 74,460 81,685 156,145
Debt Service (10,778) 1,379,958 1,369,180
Repair & Maintenance 1,715 1,715 3,430
Rent & Utilities 17,320 2,570 19,890
Services (76,560) (175,115) (251,675)
Supplies 2,060 - 2,060
M&R Projects (162,990) - (162,990)
Capital Projects (238,250) - (238,250)
EXPENDITURES & OTHER USES (393,023) 1,290,813 897,790
TOTAL CHANGE $ 895,658 $(1,000,788) $ (105,130)
38
Based on July report
FY10/11 Actual FY11/12 Actual FY12/13 Actual FY13/14 Actual FY14/15 Actual FY15/16 Actual FY16/17 Estimated FY17/18 Proposed
1,025,535,296$ 1,090,892,532$ 1,209,948,755$ 1,227,858,917$ 1,248,082,317$ 1,274,372,828$ 1,431,173,915$ 1,500,171,790$
amount change 65,357,236$ 119,056,223$ 17,910,162$ 20,223,400$ 26,290,511$ 156,801,087$ 68,997,875$
percent change 6%11%1%2%2%12%5%
$ cumulative chg 65,357,236$ 184,413,459$ 202,323,621$ 222,547,021$ 248,837,532$ 405,638,619$ 474,636,494$
% cumulative chg 6%18%20%22%24%40%46%
Based on "Estimated Net
Taxable Value " July report
FY10/11 Actual FY11/12 Actual FY12/13 Actual FY13/14 Actual FY14/15 Actual FY15/16 Actual FY16/17 Adjusted FY17/18 Proposed
Total Taxable Values 796,958,772$ 937,254,545$ 856,969,250$ 889,054,513$ 920,188,732$ 943,308,794$ 1,124,442,640$ 1,172,624,627$
amount change 140,295,773$ (80,285,295)$ 32,085,263$ 31,134,219$ 23,120,062$ 181,133,846$ 48,181,987$
percent change 18%-9%4%4%3%19%4%
$ cumulative chg 140,295,773$ 60,010,478$ 92,095,741$ 123,229,960$ 146,350,022$ 327,483,868$ 375,665,855$
% cumulative chg 18%8%12%15%18%41%47%
Residential 454,890,952$ 463,311,801$ 473,314,728$ 494,062,920$ 530,229,036$ 565,082,645$ 698,417,863$ 769,281,608$
amount change 8,420,849$ 10,002,927$ 20,748,192$ 36,166,116$ 34,853,609$ 133,335,218$ 70,863,745$
percent change 2%2%4%7%7%24%10%
$ cumulative chg 8,420,849$ 18,423,776$ 39,171,968$ 75,338,084$ 110,191,693$ 243,526,911$ 314,390,656$
% cumulative chg 2%4%9%17%24%54%69%
Commercial 354,362,708$ 398,732,749$ 309,259,502$ 288,880,663$ 288,318,142$ 313,905,939$ 319,566,649$ 334,417,549$
amount change 44,370,041$ (89,473,247)$ (20,378,839)$ (562,521)$ 25,587,797$ 5,660,710$ 14,850,900$
percent change 13%-22%-7%0%9%2%5%
$ cumulative chg 44,370,041$ (45,103,206)$ (65,482,045)$ (66,044,566)$ (40,456,769)$ (34,796,059)$ (19,945,159)$
% cumulative chg 13%-13%-18%-19%-11%-10%-6%
Personal 73,238,159$ 86,462,635$ 102,298,461$ 115,051,251$ 110,305,420$ 86,780,414$ 129,385,534$ 106,304,321$
amount change 13,224,476$ 15,835,826$ 12,752,790$ (4,745,831)$ (23,525,006)$ 42,605,120$ (23,081,213)$
percent change 18%18%12%-4%-21%49%-18%
$ cumulative chg 13,224,476$ 29,060,302$ 41,813,092$ 37,067,261$ 13,542,255$ 56,147,375$ 33,066,162$
% cumulative chg 18%40%57%51%18%77%45%
Ag Properties 263,775$ 263,775$ 269,301$ 274,698$ 257,671$ 246,487$ 219,661$ 216,057$
New Residential 19,299,376$ 14,557,925$ 17,679,732$ 18,340,000$ 28,002,713$ 39,358,755$ 54,909,400$ 29,594,736$
amount change (4,741,451)$ 3,121,807$ 660,268$ 9,662,713$ 11,356,042$ 15,550,645$ (25,314,664)$
percent change -25%21%4%53%41%40%-46%
$ cumulative chg (4,741,451)$ (1,619,644)$ (959,376)$ 8,703,337$ 20,059,379$ 35,610,024$ 10,295,360$
% cumulative chg -25%-8%-5%45%104%185%53%
New Commercial 2,905,474$ 63,612,427$ 24,418,346$ 1,148,172$ -$ -$ -$ 12,765,665$
amount change 60,706,953$ (39,194,081)$ (23,270,174)$ (1,148,172)$ -$ -$ 12,765,665$
percent change 2089%-62%-95%-100%0%0%100%
$ cumulative chg 60,706,953$ 21,512,872$ (1,757,302)$ (2,905,474)$ (2,905,474)$ (2,905,474)$ 9,860,191$
% cumulative chg 2089%740%-60%-100%-100%-100%339%
NET TAXABLE VALUES (these values will not always total due to court appears, ARB, etc)
APPRAISED VALUES
AD VALOREM PROPERTY TAX
EIGHT YEAR ANALYSIS
Fiscal Year 2017/2018
Homestead exemption 20% Over 65 exemption - $10,000
39
AD VALOREM PROPERTY TAX
EIGHT YEAR ANALYSIS
Fiscal Year 2017/2018
Homestead exemption 20% Over 65 exemption - $10,000
FY10/11 Actual FY11/12 Actual FY12/13 Actual FY13/14 Actual FY14/15 Actual FY15/16 Actual FY16/17 Estimated FY17/18 Proposed
Total Revenue 1,257,246$ 1,442,069$ 1,366,542$ 1,353,355$ 1,432,916$ 1,479,452$ 1,565,510$ 1,596,528$
amount change 184,823$ (75,527)$ (13,187)$ 79,561$ 46,536$ 86,058$ 31,018$
percent change 14.70%-5.24%-0.96%5.88%3.25%5.82%1.98%
New Residential 30,898$ 22,833$ 27,729$ 28,764$ 43,779$ 61,533$ 75,198$ 40,293$
amount change (8,066)$ 4,896$ 1,036$ 15,015$ 17,754$ 13,665$ (34,905)$
percent change -26.10%21.44%3.73%52.20%40.55%22.21%-46.42%
New Commercial 4,652$ 99,770$ 38,298$ 1,801$ -$ -$ -$ 17,380$
amount change 95,118$ (61,472)$ (36,497)$ (1,801)$ -$ -$ 17,380$
percent change 2044.82%-61.61%-95.30%-100.00%0.00%0.00%100.00%
Raised from New 35,550$ 122,602$ 66,027$ 30,565$ 43,779$ 61,533$ 75,198$ 57,674$
Raised from Existing 1,221,696$ 1,319,467$ 1,300,516$ 1,322,790$ 1,389,137$ 1,417,919$ 1,490,312$ 1,538,855$
Based on July Report
FY10/11 Actual FY11/12 Actual FY12/13 Actual FY13/14 Actual FY14/15 Actual FY15/16 Actual FY16/17 Adjusted FY17/18 Proposed
Avg Market Value 1,354,987$ 1,359,897$ 1,365,344$ 1,416,737$ 1,472,247$ 1,492,650$ 1,803,855$ 1,815,388$
amount change 4,910$ 5,447$ 51,393$ 55,510$ 20,403$ 311,205$ 11,533$
percent change 0.36%0.40%3.76%3.92%1.39%20.85%0.64%
$ cumulative chg 4,910$ 10,357$ 61,750$ 117,260$ 137,663$ 448,868$ 460,401$
% cumulative chg 0%1%5%9%10%33%34%
Based on July Report
FY10/11 Actual FY11/12 Actual FY12/13 Actual FY13/14 Actual FY14/15 Actual FY15/16 Actual FY16/17 Adjusted FY17/18 Proposed
Avg Taxable Value 1,152,595$ 1,163,219$ 1,166,338$ 1,203,398$ 1,247,251$ 1,270,576$ 1,425,943$ 1,508,097$
Tax Payment 1,845$ 1,460$ 1,463$ 1,510$ 1,560$ 1,589$ 1,562$ 1,643$
amount change (386)$ 4$ 46$ 50$ 29$ (27)$ 80$
percent change -20.91%0.27%3.18%3.31%1.87%-1.69%5.14%
FY10/11 Actual FY11/12 Actual FY12/13 Actual FY13/14 Actual FY14/15 Actual FY15/16 Actual FY16/17 Estimated FY17/18 Proposed
Maint. & Operations 0.15620$ 0.13835$ 0.14197$ 0.13907$ 0.13710$ 0.13947$ 0.12882$ 0.11133$
Interest & Sinking 0.00390 0.01849 0.01487 0.01777 0.01924 0.01687 0.00813 0.02482
TOTAL 0.16010$ 0.15684$ 0.15684$ 0.15684$ 0.15634$ 0.15634$ 0.13695$ 0.13615$
amount change (0.00326) - - (0.00050) - (0.01939) (0.00080)
percent change -2.04%0.00%0.00%-0.32%0.00%-12.40%-0.58%
EFFECTIVE TAX RATE 0.16010$ 0.17944$ 0.19326$ 0.16070$ 0.15634$ 0.15677$ 0.13695$ 0.13615$
FY10/11 Actual FY11/12 Actual FY12/13 Actual FY13/14 Actual FY14/15 Actual FY15/16 Actual FY16/17 Estimated FY17/18 Proposed
Maint. & Operations 97.56%88.21%90.52%88.67%87.69%89.21%94.06%81.77%
Interest & Sinking 2.44%11.79%9.48%11.33%12.31%10.79%5.94%18.23%
TOTAL 100%100%100%100%100%100%100%100%
FY10/11 Actual FY11/12 Actual FY12/13 Actual FY13/14 Actual FY14/15 Actual FY15/16 Actual FY16/17 Estimated FY17/18 Proposed
Maint. & Operations 1,226,689$ 1,271,975$ 1,236,978$ 1,198,373$ 1,256,795$ 1,318,059$ 1,471,000$ 1,305,483$
Interest & Sinking 30,558$ 170,094$ 129,565$ 154,982$ 176,121$ 161,393$ 94,510$ 291,045$
TOTAL 1,257,246$ 1,442,069$ 1,366,542$ 1,353,355$ 1,432,916$ 1,479,452$ 1,565,510$ 1,596,528$
amount change 184,823$ (75,527)$ (13,187)$ 79,561$ 46,536$ 86,058$ 31,018$
percent change 14.70%-5.24%-0.96%5.88%3.25%5.82%1.98%
TAX RATE DISTRIBUTION PERCENT
TAX RATE DISTRIBUTION AMOUNT and CALCULATED EFFECTIVE TAX RATE
AVERAGE MARKET VALUE PER HOME
TAX REVENUE BY TYPE
AD VALOREM TAX PAYMENT ON AVERAGE HOME VALUE (w/homestead exemption)
TOTAL TAX REVENUE GENERATED
40
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41
Long Term Forecast
42
Section 3 Financial Analysis
Long Term Forecast Assumptions
FY 2017-2018 PROPOSED BUDGET
GENERAL FUND:
REVENUES (DECREASED 7% = $650K)
• Property Tax Rate
o Decreased $.00080 from $0.13695 to $0.13615 per $100 valuation
o General Fund Portion = $0.11133 per $100 Valuation (PY $0.12882)
o Debt Service Fund Portion = $0.02482 per $100 Valuation (PY $0.00813)
o Tax payment increase of average home value = $80 in total
o Property tax revenue in the General Fund is budgeted to be $1.205M – a decrease
of $274K (19%) due to the decision to include the Arts & Sciences debt which was
previously paid from the Visitors Association Fund to the I&S portion of the tax.
• General Sales Tax
o Sales tax is budgeted to be $3.510M – an increase of $200K (6%) due to the situs
agreement anticipated with Schwab construction
o Because of the uncertainly of the funds, we are conservative with these estimates.
o Includes the Property Tax Reduction portion of the Sales tax receipts.
• Building permits/inspection/plan review fees
o Budgeted to be $2.137M – a decrease of $332K (1 3%) due to anticipated one-time
revenues received in FY16/17; Residential fees budgeted at $1.519M and
commercial fees budgeted at $618K.
• Franchise Fees
o Budgeted to be $984K – Based on current year receipt, fees are budgeted at a 1%
increase
• Transfers In
o Budgeted at $50K – a decrease of $181K (78%)
o Due to one-time transfers from the prior year from Utility Fund for Fort Worth Impact
Fees
OPERATING EXPENDITURES (INCREASED 6% = $453K)
• Payroll and Related Expenditures are budgeted at $4.204M
o Compared to FY16/17 estimated budgeted this is an increase of $436K (12%)
o Prior year payroll adopted budget was decreased by $34K for departments that had
employees who had retired or quit mid-year.
o Market band adjustments of $167K are reflected and is based on most recent salary
surveys performed by the HR department.
o No Performance Pay is included
o Addition of Project Manager for the Public Works department is included. Total pay
is $90K with cost being offset 100% by transfers in from the Utility Fund at $35K and
from the Capital Fund at $55K
o Addition of Network Manager for the I.T. department is included. Total pay is $81K.
o Medical, dental and life insurance reflects a 4% increase
o Payroll Transfers in were reduced due to the reallocation of the percentage of time
by personnel allocated to each fund.
43
Section 3 Financial Analysis
Long Term Forecast Assumptions
o Transfer in from Visitors Association Fund was decreased by approximately $15K for
Communication expenditures.
• Operation and Maintenance Expenditures are budgeted at $3.539M
o Compared to FY16/17 estimated budget this is an increase of $17K (.5%)
o This includes service and supply expenditures, rent, utilities and repairs and
maintenance expenditures.
NON-OPERATING EXPENDITURES (INCREASED 99% = $1.399M)
• Capital Outlay remains flat at $31,690
• Transfers Out are Budgeted at $2.787M – an increase of $1.399M (101%)
o To General M&R – decreased from $610K to $300K for current year with any
additional monies being transferred as needed with approval
o To Debt Service Fund – increased from $778K to $1.472M – due to Fire Station Debt
payment for bonds and tax note.
o To Capital Fund – increased from $0 to $1.015M - 100% of all anticipated Entrada
fees
ENTERPRISE FUNDS
• Revenues decreased by $25K (-1%) due to one-time contributions received in the prior year
offset by an increase in charges for services.
• Operating expenses decreased by $190K (4%) due primarily to savings in service
expenditures of $259K; this is due to a reconstruction of services for Southlake wastewater
and TRA wastewater treatment. Anticipating new meter stations going online and this will
result in payments being made directly to TRA for sewer services along with an anticipated
decrease in cost of service.
• Transfers out decreased $222K due to one-time transfers out to the General Fund in the prior
year for Fort Worth Impact Fees and a decrease in transfers out to UMR fund 510.
INTERNAL SERVICE FUNDS
• Revenues decreased $933K due to one-time funds received in the prior year:
o Transfer in from Utility M&R Fund to General M&R Fund decreased $380K
o Transfer in from Utility Fund to Utility M&R Fund decreased $100K
o Transfer in from General Fund to General M&R Fund decreased $310K
o Contributions for General M&R Fund decreased $110K
o Misc income for sales of surplus/scrap items decreased $13K
o Other sources for insurance proceed decreased $8K
• Maintenance and replacement projects decreased $860K due to one-time projects in the
prior year.
• Transfers out from Utility M&R fund to General M&R fund increased $380K (see offset above).
SPECIAL REVENUE FUNDS
• Visitors Association Fund
o Payroll Transfers Out were reduced due to reallocation of percentage of time by
personnel allocated to each fund.
o Transfer in from General fund was decreased by approximately $15K for
Communication expenditures.
44
Section 3 Financial Analysis
Long Term Forecast Assumptions
o Transfers Out - reduced by A&S debt service payment - moved to tax supported
debt service
DEBT SERVICE FUNDS
• Fund 301 (Property Tax Supported Debt)
o Increased property tax by $0.01669 per $100 valuation to pay an additional $162,400
for the Arts and Sciences Center in addition to the Street bond payment
CAPITAL PROJECT FUND
• Based on adopted CIP
FY 18-19 AND BEYOND PROJECTION
GENERAL FUND:
REVENUES
• Sales Tax Revenue
o Increase 3% annually
o Schwab one-time revenue of $200K added in FY18/19 in anticipation of a situs
agreement
• Property Tax Revenue
o Increase 3% annually
o Estimated value on the roll two years from date of permit for new construction–
separate line-item on forecast
o Fidelity Abatement ends FY19/20
o Deloitte Abatement ends FY21/22
o Schwab abatement proposed to start FY19/20
• Building permits/inspection/plan review fee are based on estimated schedule of annual
permits for commercial and residential growth shown separately
• Franchise Fees increase annually by 1%
• Fines and Forfeitures increase annually 1%
• All other revenues – are increased 1% to 2.5% annually based on analysis
OPERATING EXPENDITURES
• Salary and wages increase annually by 2.5% annually
• Service Expenditures increase annually by 1%
• Rent and Utilities increase annually by 1%
• Supplies increase annually by 1.5%
• Insurance increase annually by 1.25%
• Repair and Maintenance increase annually 1.25%
• Debt remains flat
45
Section 3 Financial Analysis
Long Term Forecast Assumptions
• Westlake Academy reserve - $315K/annually
• Capital project impact to budget is based on proposed CIP
• Capital Outlay remains flat for FY18/19 thru FY21/22
OTHER SOURCES AND USES
• Transfers in
o From Utility Fund increase annually by 1%
• Transfers Out
o To Debt Service Fund – represents payment of additional funds needed after sales
and property tax revenues used
o To Maintenance and Replacement Funds - $200K to $300K as needed
o To Capital Fund - 100% of all Entrada fees transferred
UTILITY FUND
• Revenues and Other Sources increase annually by 1%
• Payroll Transfers Out to General Fund increase annually by 2.5%
• All other expenditures increase annually 1% to 2%
• Restricted Funds were added for Hillwood and Fort Worth Water
VISITORS ASSOCIATION FUND
• Revenues and Other Sources increase annually by 1%
• Transfers Out - reduced by A&S debt service payment - moved to tax supported debt
service
• Expenditures increase annually 1%
46
ESTIMATED PROPOSED 1 2 3 4
FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22
Sales Tax (ongoing 100% minus one time)3.0%4,550,000 4,550,000 4,686,500 4,827,095 4,971,908 4,976,252
Schwab One Time hard coded 0 400,000 400,000 0 0 0
Allocation to 4B linked to 4B (1,137,500)(1,237,500)(1,271,625)(1,206,774)(1,242,977)(1,244,063)
Allocation to ED schwab/deloitte linked to ED (102,000)(202,000)(202,000)(102,000)(102,000)(102,000)
Sales Tax Subtotal 3,310,500 3,510,500 3,612,875 3,518,321 3,626,931 3,630,189
Property Tax 3.0%1,479,500 1,205,205 1,241,361 1,278,602 1,316,960 1,318,111
Fidelity Abatement Ends 3.0%0 0 0 104,338 107,468 107,562
Deloitte Abatement Ends 3.0%0 0 0 0 0 120,621
Schwab Abatement Starts hard coded 0 0 0 (122,535)(123,760)(114,366)
Additional Property Tax Residential from schedule 0 0 350,326 636,178 931,562 1,213,034
Additional Property Tax Commercial from schedule 0 0 0 0 0 0
Property Tax Subtotal 1,479,500 1,205,205 1,591,687 1,896,583 2,232,230 2,644,961
Granada keep in GF 292,703 292,703 43,905 0 0 0
Entrada Xfr out to CP 256,233 711,757 1,081,871 1,081,871 1,081,871 370,114
Vaquero keep in GF 206,063 206,063 206,063 206,063 206,063 206,063
Quail Hollow keep in GF 103,031 206,063 206,063 206,063 206,063 206,063
Carlyle Court keep in GF 58,541 14,635 14,635 14,635 0 0
Terra Bella keep in GF 131,716 14,635 14,635 0 0 0
All Other Residential keep in GF 160,987 73,176 73,176 73,176 73,176 73,176
Entrada Commercial Xfr out to CP 73,854 303,567 368,872 88,839 0 0
Schwab Commercial keep in GF 1,000,000 314,524 0 0 314,524 314,524
All Other Commercial keep in GF 186,331 0 0 0 0 0
Permits and Fees (Building Residential & Commercial)2,469,457 2,137,122 2,009,219 1,670,646 1,881,696 1,169,939
Liquor Permit Fees 10 1.0%3,080 3,080 3,111 3,142 3,173 3,205
Other Misc Permits 10 2.5%0 0 0 0 0 0
Administrative Fees 10 1.0%1,860 1,860 1,879 1,897 1,916 1,936
Reforestation Tree Escrow 12 1.0%17,265 17,265 17,438 17,612 17,788 17,966
Erosion Control Fees 12 1.0%43,500 43,500 43,935 44,374 44,818 45,266
Re-Inspection Fees 12 2.5%200 200 205 210 215 221
Gas Well Misc Fees 12 1.0%22,950 22,950 23,180 23,411 23,645 23,882
Insurance & Surety Review Fees 12 1.0%3,000 3,000 3,030 3,060 3,091 3,122
Renewal Fees 12 1.0%1,000 1,000 1,010 1,020 1,030 1,041
Engineer Review/Civil 12 1.0%15,000 15,000 15,150 15,302 15,455 15,609
Development Fees 12 1.0%63,815 45,590 46,046 46,506 46,971 47,441
Contractor Registration Fees 12 1.0%16,575 16,575 16,741 16,908 17,077 17,248
EMS Revenues 14 1.0%100,000 100,000 101,000 102,010 103,030 104,060
Firefighter Equipment Fees 14 1.0%2,000 2,000 2,020 2,040 2,061 2,081
Fire Code Inspections 14 1.0%525 525 530 536 541 546
Fire Inspection Permits 14 1.0%20,625 20,625 20,831 21,040 21,250 21,462
Administrative Fees 15 1.0%8,975 8,975 9,065 9,155 9,247 9,339
Misc Permits and Fees (Not Related to Building Permits)320,370 302,145 305,169 308,224 311,310 314,426
Sales of Surplus/Scrap Items 10 1.0%2,100 2,100 2,121 2,142 2,164 2,185
Insurance Refund/Equity Return 10 1.0%10,535 10,535 10,640 10,747 10,854 10,963
Misc Revenue 10 1.0%30,100 3,400 3,434 3,468 3,503 3,538
Misc Revenue 12 1.0%250 250 253 255 258 260
Misc Revenue 14 1.0%1,500 0 0 0 0 0
Misc Revenue 16 2.5%24,220 0 0 0 0 0
Misc Revenue 17 2.5%0 0 0 0 0 0
Facility Rental 17 1.0%2,000 2,000 2,020 2,040 2,061 2,081
Facility Rental 19 1.0%275 275 278 281 283 286
Misc Income 70,980 18,560 18,746 18,933 19,122 19,314
AT&T/SBC 1.0%470,000 474,700 479,447 484,241 489,084 493,975
Verizon 1.0%45,000 45,450 45,905 46,364 46,827 47,295
TXU/Atmos Gas 1.0%34,500 34,845 35,193 35,545 35,901 36,260
Charter 1.0%19,500 19,500 19,695 19,892 20,091 20,292
One Source 1.0%4,800 4,850 4,899 4,947 4,997 5,047
Southwestern Bell 1.0%180 185 187 189 191 193
Tri-County Electric 1.0%300,000 303,000 306,030 309,090 312,181 315,303
Trinity Waste/AWIN Mgmt 1.0%51,150 51,150 51,662 52,178 52,700 53,227
Misc. Franchise Fees 1.0%49,640 50,135 50,636 51,143 51,654 52,171
Franchise Fees 974,770 983,815 993,653 1,003,590 1,013,626 1,023,762
Citation Revenue 1.0%727,200 727,200 734,472 741,817 749,235 756,727
Citation Revenue 1.5%0 0 0 0 0 0
Court Techology 1.0%16,320 16,320 16,483 16,648 16,815 16,983
Court Security 1.0%12,240 12,240 12,362 12,486 12,611 12,737
Warrant Fees 1.0%41,820 41,820 42,238 42,661 43,087 43,518
NSF Check Fees 1.0%5,240 5,240 5,292 5,345 5,399 5,453
Court Efficiency Fees 1.0%765 765 773 780 788 796
Law Enforcement Stds/Edu 1.0%685 685 692 699 706 713
Collection Fees 1.0%5,610 5,610 5,666 5,723 5,780 5,838
GENERAL FUND
DESCRIPTION
TOWN OF WESTLAKE
FIVE YEAR FORECAST
All Municipal Funds
47
ESTIMATED PROPOSED 1 2 3 4
FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22DESCRIPTION
Fines and Forfeitures (Court)809,880 809,880 817,979 826,159 834,420 842,764
Beverage Tax 1.0%62,500 62,500 63,125 63,756 64,394 65,038
Beverage Tax 62,500 62,500 63,125 63,756 64,394 65,038
Interest Income Dept 11 1.0%41,600 41,600 42,016 42,436 42,861 43,289
Interest Income Dept 15 1.0%1,500 1,500 1,515 1,530 1,545 1,561
Interest Income 43,100 43,100 43,531 43,966 44,406 44,850
Contributions Dept 11 1.0%35 0 0 0 0 0
Contributions 35 0 0 0 0 0
Total Revenues 9,541,092 9,072,827 9,455,984 9,350,178 10,028,134 9,755,243
Transfer In - UF 500 for Impact Fees 1.0%170,258 50,000 50,500 51,005 51,515 52,030
Transfer In - VA 220 for Dept 22 0.0%61,020 0 0 0 0 0
Total Transfers In 231,278 50,000 50,500 51,005 51,515 52,030
TOTAL REVENUES AND TRANSFERS IN 9,772,370 9,122,827 9,506,484 9,401,183 10,079,649 9,807,273
Payroll Salaries Full Time 41110 2.5%(2,884,203)(3,408,814)(3,494,034)(3,581,385)(3,670,920)(3,762,693)
Payroll Salaries Part Time 41210 2.5%(341,644)(231,976)(237,775)(243,720)(249,813)(256,058)
Payroll Salaries Overtime 41120 2.5%(110,543)(133,131)(136,459)(139,871)(143,368)(146,952)
Payroll Salaries Premium Pay 41510 2.5%(8,200)(13,560)(13,899)(14,246)(14,603)(14,968)
Payroll Salaries Car Allowance 41640 0.0%(21,100)(26,100)(26,100)(26,100)(26,100)(26,100)
Payroll Salaries Phone Allowance 41641 0.0%(7,680)(7,680)(7,680)(7,680)(7,680)(7,680)
Payroll Insurance Medical 42110 7.5%(524,847)(544,606)(585,451)(629,360)(676,562)(727,305)
Payroll Insurance Dental 42111 1.0%(28,459)(29,115)(29,406)(29,700)(29,997)(30,297)
Payroll Insurance Life 42130 0.5%(25,803)(26,274)(26,405)(26,537)(26,670)(26,803)
Payroll Taxes SS FICA 42210 2.5%(204,361)(236,919)(242,842)(248,913)(255,136)(261,514)
Payroll Taxes Medicare 42220 2.5%(47,871)(55,334)(56,717)(58,135)(59,589)(61,078)
Payroll Taxes Unemployment 42510 1.0%(8,099)(8,790)(8,878)(8,967)(9,056)(9,147)
Payroll Taxes Workers Comp 42610 1.0%(38,355)(42,390)(42,814)(43,242)(43,674)(44,111)
Payroll Retirement TMRS 42310 2.5%(407,503)(468,685)(480,402)(492,412)(504,722)(517,341)
Payroll Retirement ICMA 42311 0.0%(27,270)(27,270)(27,270)(27,270)(27,270)(27,270)
Payroll Transfers In Dept 11 2.5%146,806 161,194 165,224 169,354 173,588 177,928
Payroll Transfers In Dept 16 2.5%237,055 351,158 359,937 368,935 378,159 387,613
Payroll Transfers In Dept 17 2.5%52,156 56,625 58,041 59,492 60,979 62,503
Payroll Transfers In Dept 18 2.5%222,641 198,945 203,919 209,017 214,242 219,598
Payroll Transfers In Dept 19 2.5%42,052 45,467 46,604 47,769 48,963 50,187
Payroll Transfers In Dept 21 2.5%10,635 12,077 12,379 12,688 13,006 13,331
Payroll Transfers In Dept 22 2.5%205,801 230,309 236,067 241,968 248,018 254,218
Total Payroll and Related (3,768,792)(4,204,869)(4,333,965)(4,468,316)(4,608,206)(4,753,939)
General Services Dept 10 1.0%(445,728)(359,563)(363,159)(366,790)(370,458)(374,163)
Administrative Dept 11 1.0%(29,524)(29,524)(29,819)(30,117)(30,419)(30,723)
Planning & Development Dept 12 1.0%(311,415)(282,850)(285,679)(288,535)(291,421)(294,335)
Town Secretary Dept 13 1.0%(45,360)(52,990)(53,520)(54,055)(54,596)(55,142)
Fire Department Dept 14 1.0%(96,815)(98,920)(99,909)(100,908)(101,917)(102,937)
Municipal Court Dept 15 1.0%(104,176)(104,176)(105,218)(106,270)(107,333)(108,406)
Public Works Dept 16 1.0%(108,230)(75,730)(76,487)(77,252)(78,025)(78,805)
Facilities Maintenance Dept 17 1.0%(58,265)(32,915)(58,265)(58,265)(58,265)(58,265)
Finance Department Dept 18 1.0%(53,851)(35,186)(35,538)(35,893)(36,252)(36,615)
Parks & Recreations Dept 19 1.0%(35,240)(80,240)(35,240)(35,240)(35,240)(35,240)
Information Technology Dept 20 1.0%(114,220)(91,285)(92,198)(93,120)(94,051)(94,992)
Human Resources Dept 21 1.0%(30,740)(29,115)(29,406)(29,700)(29,997)(30,297)
Communications Dept 22 1.0%(8,235)(8,235)(8,317)(8,401)(8,485)(8,569)
Police Services Dept 23 1.5%(888,486)(932,910)(946,904)(961,107)(975,524)(990,157)
Total Service Expenditures (2,330,285)(2,213,639)(2,219,658)(2,245,654)(2,271,981)(2,298,644)
Office Rent 0.0%(159,600)(234,500)(354,200)(354,200)(354,200)(354,200)
Electric Service 0.0%(27,440)(35,000)(35,000)(35,000)(35,000)(35,000)
Electric Service - Fire Station Dept 14 1.0%(4,430)(4,430)(4,474)(4,519)(4,564)(4,610)
Electric Service - Public Works Dept 16 1.0%(2,595)(2,595)(2,621)(2,647)(2,674)(2,700)
Electric Service - Parks/Rec Dept 19 1.0%(8,780)(8,780)(8,868)(8,956)(9,046)(9,137)
Electric Service - Parchman Dept 10 1.0%(80)(80)(81)(82)(82)(83)
Telephone Service - Town Dept 10 1.0%(3,380)(3,380)(3,414)(3,448)(3,482)(3,517)
Telephone Service - Fire Dept Dept 14 1.0%(4,295)(4,295)(4,338)(4,381)(4,425)(4,469)
Internet Service - Town Dept 10 1.0%(7,661)(7,661)(7,738)(7,815)(7,893)(7,972)
Internet Service - Fire Dept Dept 14 1.0%(6,885)(6,885)(6,954)(7,023)(7,094)(7,165)
Internet Service - Facilities Dept 17 1.0%(500)(800)(808)(816)(824)(832)
Water Service - Fire Dept Dept 14 1.0%(2,450)(2,450)(2,475)(2,499)(2,524)(2,549)
Water Service - ROW Irrigation Dept 19 1.0%0 (132,000)(133,320)(134,653)(136,000)(137,360)
Water Service - Parks & Rec Dept 19 1.0%(855)(855)(864)(872)(881)(890)
Gas Service - Fire Station Dept 14 1.0%(1,605)(1,605)(1,621)(1,637)(1,654)(1,670)
Total Rent & Utilities (380,306)(445,316)(566,774)(568,550)(570,343)(572,155)
General Services dept 10 1.5%(28,459)(28,459)(28,886)(29,319)(29,759)(30,205)
Administrative dept 11 1.5%(2,534)(2,534)(2,572)(2,611)(2,650)(2,689)
Planning & Development dept 12 1.5%(29,290)(29,290)(29,729)(30,175)(30,628)(31,087)
Town Secretary dept 13 1.5%(3,775)(3,775)(3,832)(3,889)(3,947)(4,007)
Fire Department dept 14 1.5%(69,945)(102,945)(69,945)(69,945)(69,945)(69,945)
Municipal Court dept 15 1.5%(13,076)(12,916)(13,110)(13,306)(13,506)(13,709)
Public Works dept 16 1.5%(4,510)(4,510)(4,578)(4,646)(4,716)(4,787)
Facilities Maintenance dept 17 1.5%(29,180)(33,930)(29,180)(29,180)(29,180)(29,180)
Finance Department dept 18 1.5%(6,660)(6,660)(6,760)(6,861)(6,964)(7,069)
Parks & Recreations dept 19 1.5%(11,705)(9,645)(9,790)(9,937)(10,086)(10,237)
48
ESTIMATED PROPOSED 1 2 3 4
FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22DESCRIPTION
Information Technology dept 20 1.5%(5,850)(5,850)(5,938)(6,027)(6,117)(6,209)
Human Resources dept 21 1.5%(4,270)(4,270)(4,334)(4,399)(4,465)(4,532)
Communications dept 22 1.5%(7,500)(7,500)(7,613)(7,727)(7,843)(7,960)
Total Supplies (216,754)(252,284)(216,265)(218,022)(219,806)(221,616)
General Services dept 10 1.25%(20,085)(20,085)(20,336)(20,590)(20,848)(21,108)
Planning & Development dept 12 1.25%(500)(500)(506)(513)(519)(525)
Fire Department dept 14 1.25%(11,905)(11,905)(12,054)(12,204)(12,357)(12,512)
Municipal Court dept 15 1.25%(545)(545)(552)(559)(566)(573)
Facilities Maintenance dept 17 1.25%(590)(590)(597)(605)(612)(620)
Total Insurance (33,625)(33,625)(34,045)(34,471)(34,902)(35,338)
Fire Department dept 14 1.25%(54,345)(54,345)(55,024)(55,712)(56,409)(57,114)
Municipal Court dept 15 1.25%(300)(300)(304)(308)(311)(315)
Public Works dept 16 1.25%(38,295)(38,295)(38,774)(39,258)(39,749)(40,246)
Facilities Maintenance dept 17 1.25%(34,225)(67,340)(68,182)(69,034)(69,897)(70,771)
Parks & Recreations dept 19 1.25%(82,300)(82,300)(83,329)(84,370)(85,425)(86,493)
Total Repair & Maintenance (209,465)(242,580)(245,612)(248,682)(251,791)(254,938)
General Service Debt dept 10 0.00%(36,680)(36,680)(36,680)(36,680)(36,680)(36,680)
K-5 Westlake Reserve Slots dept 10 0.00%(315,000)(315,000)(315,000)(315,000)(315,000)(315,000)
Total Debt (351,680)(351,680)(351,680)(351,680)(351,680)(351,680)
Capital Operating Impact - Facilities hard coded 0 0 (10,747)(136,692)(140,763)(144,956)
Capital Operating Impact - Parks/Rec hard coded 0 0 0 (4,000)(4,120)(4,244)
Capital Operating Impact - Roads hard coded 0 0 (400)(400)(10,400)(15,788)
Total Capital Operating Impact 0 0 (11,147)(141,092)(155,283)(164,988)
Planning & Development dept 12 0.00%(490)(490)(490)(490)(490)(490)
Fire Department dept 14 0.00%(27,900)(27,900)(27,900)(27,900)(27,900)(27,900)
Public Works dept 16 0.00%(500)(500)(500)(500)(500)(500)
Finance Department dept 18 0.00%(1,800)(1,800)(1,800)(1,800)(1,800)(1,800)
Parks & Recreations dept 19 0.00%(1,000)(1,000)(1,000)(1,000)(1,000)(1,000)
Total Capital Outlay (31,690)(31,690)(31,690)(31,690)(31,690)(31,690)
Total Expenditures non-payroll)(3,553,805)(3,570,814)(3,676,872)(3,839,842)(3,887,476)(3,931,049)
Transfer Out - GMR 600 linked to GMR (610,550)(300,000)(300,000)(200,000)(200,000)(200,000)
Transfer Out - VMR 605 linked to VMR 0 0 (125,000)(110,000)0 0
Transfer Out - DS 300 linked to DS (778,003)(1,472,568)(1,131,546)(1,196,965)(1,152,074)(1,154,625)
Transfers Out - Operating (1,388,553)(1,772,568)(1,556,546)(1,506,965)(1,352,074)(1,354,625)
Transfer Out - CP 410 (Entrada)linked to dept12 XO 0 (1,015,324)(1,450,742)(1,170,710)(1,081,871)(370,114)
Keep Entrada Permit Fees 0 0 0 0 0 0
Transfers Out - Non Operating 0 (1,015,324)(1,450,742)(1,170,710)(1,081,871)(370,114)
Total Transfers Out (1,388,553)(2,787,892)(3,007,289)(2,677,675)(2,433,945)(1,724,739)
TOTAL PAYROLL, EXPENDITURES AND TRANSFERS OUT (8,711,145)(10,563,575)(11,018,126)(10,985,832)(10,929,627)(10,409,727)
NET CHANGE TO FUND BALANCE 1,061,226 (1,440,749)(1,511,641)(1,584,649)(849,978)(602,454)
Beginning Fund Balance 8,553,121 9,614,347 8,173,598 6,661,957 5,077,307 4,227,330
Ending Fund Balance 9,614,347 8,173,598 6,661,957 5,077,307 4,227,330 3,624,876
Restricted/Committed/Assigned 0.0%553,197 555,202 283,146 283,146 283,146 283,146
Unassigned Ending Balance 9,061,150 7,618,396 6,378,811 4,794,161 3,944,184 3,341,730
Operating Cost per Day 23,866 26,160 26,212 26,891 26,980 27,506
Operating Days 380 291 243 178 146 121
% of Operating Expenditures without transfers 255% 213%173%125%101%85%
Section Sales 0.0%11,125 11,125 11,125 11,125 11,125 11,125
Perpetual Care - Section 15%0.0%150 150 150 150 150 150
Perpetual Care-interment 100 %0.0%50 50 50 50 50 50
Marker Sales 0.0%250 250 250 250 250 250
Private Contributions 0.0%50,000 0 0 0 0 0
Contractor Fee 0.0%350 350 350 350 350 350
Interest Income 1.0%900 900 909 918 927 937
Total Revenues 62,825 12,825 12,834 12,843 12,852 12,862
Attorney - Boyle & Lowry 0.0%(240)(240)(240)(240)(240)(240)
Engineering 0.0%0 (12,000)0 0 0 0
Contract Services 0.0%(225)(225)(225)(225)(225)(225)
Irrigation R&M 0.0%(395)(5,000)(5,000)(5,000)(5,000)(5,000)
Contract Landscaping 0.0%(6,375)(6,375)(6,375)(6,375)(6,375)(6,375)
Computer Eqpmt/Software 0.0%(225)(350)(350)(350)(350)(350)
Grounds R&M 0.0%(225)(2,000)(2,000)(2,000)(2,000)(2,000)
Training/Meetings/Seminars 0.0%(225)(225)(225)(225)(225)(225)
Dues & Memberships 0.0%(75)(75)(75)(75)(75)(75)
Land Improvements 0.0%0 (5,000)0 0 0 0
Cost of Sales - Cemetery Lots 0.0%(700)(700)(700)(700)(700)(700)
Total Expenditures (8,685)(32,190)(15,190)(15,190)(15,190)(15,190)
CEMETERY FUND
49
ESTIMATED PROPOSED 1 2 3 4
FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22DESCRIPTION
NET CHANGE TO FUND BALANCE 54,140 (19,365)(2,356)(2,347)(2,338)(2,328)
Beginning Fund Balance 158,238 212,378 193,013 190,657 188,310 185,972
Ending Fund Balance 212,378 193,013 190,657 188,310 185,972 183,644
Restricted/Committed/Assigned 212,378 193,013 190,657 188,310 185,972 183,644
Unassigned Ending Balance 0 0 0 0 0 0
Water Revenue 1.0%2,600,500 2,639,500 2,665,895 2,692,554 2,719,479 2,746,674
DS - Hillwood Service Area 1.0%48,000 48,000 48,480 48,965 49,454 49,949
DS - Town Service Area Accts 1.0%43,000 43,000 43,430 43,864 44,303 44,746
Waste Management 1.0%5,705 5,795 5,853 5,911 5,971 6,030
Sewer Revenue - Westlake 1.0%921,400 935,225 944,577 954,023 963,563 973,199
Sewer Revenue - Keller 1.0%1,260 1,280 1,293 1,306 1,319 1,332
Water Tap Fees 1.0%31,410 31,890 32,209 32,531 32,856 33,185
Sewer Tap Fees 1.0%10,875 11,050 11,161 11,272 11,385 11,499
Fort Worth Impact fees 1.0%78,980 50,000 50,500 51,005 51,515 52,030
Charge For Service Total 3,741,130 3,765,740 3,803,397 3,841,431 3,879,846 3,918,644
Meter Repair & Replacement 1.0%18,200 18,200 18,382 18,566 18,751 18,939
Interest Income 1.0%14,120 14,120 14,261 14,404 14,548 14,693
Duct Bank Leases 1.0%30,965 30,965 31,275 31,587 31,903 32,222
TRA Wastewater Settle-Up 1.0%50,000 50,000 50,500 51,005 51,515 52,030
Duct Bank Permit Fees - other 1.0%4,200 87,900 88,779 89,667 90,563 91,469
Duct Bank Permit Fees - Vaquer 2.0%27,900 0 0 0 0 0
Duct Bank Permit Fees - Terra 2.0%12,400 0 0 0 0 0
Duct Bank Permit Fees - Granada 2.0%34,100 0 0 0 0 0
Duct Bank Permit Fees - Carlyle 2.0%9,300 0 0 0 0 0
Insurance Refund/Equity Return 1.0%750 750 758 765 773 780
Misc Reimbursements 1.0%3,020 3,020 3,050 3,081 3,112 3,143
Misc Revenue Dept 16 1.0%8,000 8,000 8,080 8,161 8,242 8,325
Administrative CC Fee 1.0%5,480 5,480 5,535 5,590 5,646 5,703
Total Misc Income 218,435 218,435 220,619 222,826 225,054 227,304
Bond Proceeds 0 0 2,600,000 0 0 0
Other Resources 0 0 2,600,000 0 0 0
Total Revenues & Transfers In 3,959,565 3,984,175 6,624,017 4,064,257 4,104,899 4,145,948
PR Transfer Out 1.0%(437,145)(482,700)(487,527)(492,402)(497,326)(502,300)
PR Retirement (Pension)2.5%0 0 0 0 0 0
PR Compensated Absences 2.5%0 0 0 0 0 0
Total Payroll and Related (437,145)(482,700)(487,527)(492,402)(497,326)(502,300)
Office Rent 0.0%(34,200)(50,250)(75,900)(75,900)(75,900)(75,900)
Electric Service 0.0%(5,880)(7,500)(7,500)(7,500)(7,500)(7,500)
Telephone Service Dept 10 1.5%(724)(724)(735)(746)(757)(768)
Telephone Service Dept 16 1.5%(1,000)(1,000)(1,015)(1,030)(1,046)(1,061)
Water - Pump Station Dept 16 1.5%(20,600)(20,600)(20,909)(21,223)(21,541)(21,864)
Electric - Pump Station Dept 16 1.5%(72,100)(72,100)(73,182)(74,279)(75,393)(76,524)
Electric - Lift Station Dept 16 1.5%(2,680)(2,680)(2,720)(2,761)(2,802)(2,844)
Internet Service Dept 10 1.5%(1,645)(1,645)(1,670)(1,695)(1,720)(1,746)
Total Rent & Utilities (138,829)(156,499)(183,630)(185,134)(186,660)(188,209)
Computer Hardware/Software 1.5%0 (1,000)(1,015)(1,030)(1,046)(1,061)
Mechanical Equipment 1.5%(1,000)(1,000)(1,015)(1,030)(1,046)(1,061)
Water Meters /Equipment 1.5%(10,000)(10,000)(10,150)(10,302)(10,457)(10,614)
Water Taps 1.5%(8,780)(8,780)(8,912)(9,045)(9,181)(9,319)
Total Capital Outlay (19,780)(20,780)(21,092)(21,408)(21,729)(22,055)
Insurance General Liability 1.5%(980)(980)(995)(1,010)(1,025)(1,040)
Insurance Automobile 1.5%(1,700)(1,700)(1,726)(1,751)(1,778)(1,804)
Insurance Property 1.5%(6,070)(6,070)(6,161)(6,253)(6,347)(6,442)
Total lnsurance (8,750)(8,750)(8,881)(9,014)(9,150)(9,287)
WaterTower Landscape R&M 1.5%(7,000)(7,000)(7,105)(7,212)(7,320)(7,430)
Water Main R&M 1.5%(42,545)(42,545)(43,183)(43,831)(44,488)(45,156)
Water Tower R&M 1.5%(1,000)(1,000)(1,015)(1,030)(1,046)(1,061)
Sewer Main R&M 1.5%(19,715)(19,715)(20,011)(20,311)(20,616)(20,925)
Pump Station Landscape R&M 1.5%(13,500)(13,500)(13,703)(13,908)(14,117)(14,328)
Lift Station R&M 1.5%(6,000)(6,000)(6,090)(6,181)(6,274)(6,368)
Instrument R&M 1.5%(9,750)(9,750)(9,896)(10,045)(10,195)(10,348)
Ground Storage Tank R&M 1.5%(2,300)(2,300)(2,335)(2,370)(2,405)(2,441)
Generator R&M 1.5%(4,000)(4,000)(4,060)(4,121)(4,183)(4,245)
Pump Station R&M 1.5%(22,500)(22,500)(22,838)(23,180)(23,528)(23,881)
Duct Bank R&M 1.5%(7,940)(7,940)(8,059)(8,180)(8,303)(8,427)
Meter Repair & Replacement 1.5%(21,000)(21,000)(21,315)(21,635)(21,959)(22,289)
Vehicle R&M 1.5%(1,000)(1,000)(1,015)(1,030)(1,046)(1,061)
Total Repair and Maintenance lnsurance (158,250)(158,250)(160,624)(163,033)(165,479)(167,961)
Bank Service Charges 1.5%(5,570)(5,570)(5,654)(5,738)(5,824)(5,912)
Engineering 1.5%(775)(775)(787)(798)(810)(823)
Water Utility Engineering 1.5%(37,555)(37,555)(38,118)(38,690)(39,270)(39,860)
Auditor 1.5%(5,750)(5,750)(5,836)(5,924)(6,013)(6,103)
Attorney - Boyle & Lowry 1.5%(15,000)(15,000)(15,225)(15,453)(15,685)(15,920)
UTILITY FUND
50
ESTIMATED PROPOSED 1 2 3 4
FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22DESCRIPTION
Attorney - Lloyd Gosselink 1.5%(15,835)(15,835)(16,073)(16,314)(16,558)(16,807)
Contract Labor 1.5%(5,000)(5,000)(5,075)(5,151)(5,228)(5,307)
Contract Services 1.5%(7,860)(7,860)(7,978)(8,098)(8,219)(8,342)
TRA-Wastewater Treatment 1.5%(385,200)(612,000)(621,180)(630,498)(639,955)(649,554)
Southlake-Wastewater Treatment 1.5%(500,000)(1,000)(1,015)(1,030)(1,046)(1,061)
Testing-Water/Bacteria/Rgltry 1.5%(30,000)(30,000)(30,450)(30,907)(31,370)(31,841)
Utility Billing 1.5%(15,000)(15,000)(15,225)(15,453)(15,685)(15,920)
Line Location 1.5%(5,660)(5,660)(5,745)(5,831)(5,919)(6,007)
Application Software Maint.1.5%(10,750)(10,750)(10,911)(11,075)(11,241)(11,410)
Keller Waste Water 1.5%(1,300)(1,300)(1,320)(1,339)(1,359)(1,380)
Mobile Phone 1.5%(1,000)(1,000)(1,015)(1,030)(1,046)(1,061)
Misc Rental/Lease 1.5%(500)(500)(508)(515)(523)(531)
Travel Airfare 1.5%(800)(800)(812)(824)(837)(849)
Travel Car Rental/Parking 1.5%(100)(100)(102)(103)(105)(106)
Travel Lodging 1.5%(1,000)(1,000)(1,015)(1,030)(1,046)(1,061)
Travel Meals 1.5%(135)(135)(137)(139)(141)(143)
Training/Seminars/Meetings 1.5%(3,000)(3,000)(3,045)(3,091)(3,137)(3,184)
Dues & Subscriptions 1.5%(985)(1,500)(1,523)(1,545)(1,569)(1,592)
Printing 1.5%(1,130)(1,130)(1,147)(1,164)(1,182)(1,199)
Licenses/Registrations 1.5%0 (700)(711)(721)(732)(743)
Courier Service 1.5%(200)(200)(203)(206)(209)(212)
Total Service (1,051,110)(779,120)(790,807)(802,669)(814,709)(826,930)
Safety Supplies 1.5%(100)(100)(102)(103)(105)(106)
Misc Hand Tools 1.5%(1,000)(1,000)(1,015)(1,030)(1,046)(1,061)
Chemical Supplies 1.5%(350)(350)(355)(361)(366)(371)
Office Supplies 1.5%(1,550)(1,550)(1,573)(1,597)(1,621)(1,645)
Postage & Shipping 1.5%(400)(400)(406)(412)(418)(425)
Vehicle Fuel 1.5%(3,000)(3,000)(3,045)(3,091)(3,137)(3,184)
Uniforms 1.5%(500)(500)(508)(515)(523)(531)
Capital Operating Impact - Utility fixed 0 0 (26,735)(27,537)(28,363)(34,036)
Total Supplies (6,900)(6,900)(33,739)(34,646)(35,578)(41,359)
Water Purchases 2.0%(934,500)(934,500)(953,190)(972,254)(991,699)(1,011,533)
Water Service Charge 2.0%(600)(600)(612)(624)(637)(649)
Peak Payment 2.0%(409,500)(409,500)(417,690)(426,044)(434,565)(443,256)
Total Water Purchase Expense (1,344,600)(1,344,600)(1,371,492)(1,398,922)(1,426,900)(1,455,438)
Transfer Out - UMR Fund 510 linked to UMR (100,000)0 (25,000)(25,000)(25,000)(25,000)
Transfer Out - VMR Fund 505 linked to VMR (8,335)(6,250)(6,250)(6,250)(6,250)(6,250)
Transfer Out - GF 100 Impact Fees linked to Impact (170,258)(50,000)(50,500)(51,005)(51,515)(52,030)
Total Transfers Out (278,593)(56,250)(81,750)(82,255)(82,765)(83,280)
Fort Worth Payment - Phase I 0.0%(888,160)0 0 0 0 0
Fort Worth Payment - Phase II (888,160)(1,711,840)0 0 0
DS - Principal Keller OH Storage ends 20/21 (104,145)(104,143)(108,950)(113,756)(120,165)0
DS - Interest Keller OH Storage ends 20/21 (16,395)(16,395)(11,986)(7,393)(2,523)0
DS - Hillwood Service Area 1.0%(48,240)(48,240)(48,722)(49,210)(49,702)(49,702)
DS - Town Service Area 1.0%(43,215)(43,215)(43,647)(44,084)(44,524)(44,524)
DS - TX Water Bd 30 Yr Note 0 0 0 (200,000)(200,000)(200,000)
DS - Principal - 2013 CO Ground Storage Tank from schedule (22,000)(22,000)(22,550)(23,650)(23,650)(24,750)
DS - Interest - 2013 CO Ground Storage Tank from schedule (33,465)(33,021)(32,576)(32,114)(31,582)(30,977)
Total Debt (1,155,620)(1,155,174)(1,980,271)(470,206)(472,146)(349,953)
Total Expenses & Transfers Out (4,599,577)(4,169,023)(5,119,813)(3,659,689)(3,712,442)(3,646,771)
NET CHANGE TO FUND BALANCE (640,012)(184,848)1,504,204 404,568 392,457 499,178
Beginning Fund Balance 1,121,826 481,814 296,966 1,801,171 2,205,738 2,598,195
Ending Fund Balance 481,814 296,966 1,801,171 2,205,738 2,598,195 3,097,373
Restricted/Committed/Assigned Hillwood 0 0 1,670,000 1,670,000 1,670,000 1,670,000
Restricted/Committed/Assigned Deposits 1.0%235,651 238,007 240,387 242,791 245,219 245,219
246,164 58,959 (109,217)292,947 682,976 1,182,154
Operating Expenses 4,301,204 4,091,993 5,016,971 3,556,026 3,607,948 3,541,436
Operating Cost Per Day 11,784 11,211 13,745 9,743 9,885 9,703
Operating Days 41 26 131 226 263 319
Interest Income vision 4,500 4,500 3,400 3,400 3,400 3,400
Transfers In from UF 500 vision 100,000 0 25,000 25,000 25,000 25,000
Total Revenues & Transfers In 104,500 4,500 28,400 28,400 28,400 28,400
Sewer Easement Cleaning Machine vision 0 (45,000)0 0 0 0
Repaint Ground Storage Tank vision 0 (100,000)0 0 0 0
Pump Station Equipment vision 0 (100,000)0 0 0 0
Transfer out to GMR Fund 600 vision (380,000)0 0 0 0 0
Total Expenditures & Transfers Out (380,000)(245,000)0 0 0 0
NET CHANGE TO FUND BALANCE (275,500)(240,500)28,400 28,400 28,400 28,400
Beginning Fund Balance 722,939 447,439 206,939 235,339 263,739 292,139
Ending Fund Balance 447,439 206,939 235,339 263,739 292,139 320,539
Restricted/Committed/Assigned 447,439 206,939 235,339 263,739 292,139 320,539
Unassigned Ending Balance (projected)0 0 0 0 0 0
Unassigned Ending Balance
UTILITY MAINT & REPLACEMENT
51
ESTIMATED PROPOSED 1 2 3 4
FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22DESCRIPTION
Contributions vision 500 0 0 0 0 0
Firefighter Equipment Fees vision 6,000 6,000 6,000 6,000 6,000 6,000
Interest Income vision 1,550 1,550 1,750 1,750 1,750 1,750
Transfer in from UMR vision 380,000 0 0 0 0 0
Transfer in from CP vision 0 0 0 0 0 0
Transfer in from GF vision 610,550 300,000 300,000 200,000 200,000 200,000
Total Revenues & Transfers In 998,600 307,550 307,750 207,750 207,750 207,750
Facilities WA dept 17 vision (269,735)(200,000)(205,000)(151,000)(208,000)(208,000)
Parks and Rec dept 19 vision (22,000)(32,000)(20,000)(20,000)(20,000)(20,000)
I.T. Department dept 20 vision (125,210)(30,000)(245,000)(67,500)(155,000)(67,500)
Facilities Town dept 26 vision (809,800)(25,000)(27,000)(27,000)(27,000)(27,000)
Total Expenditures & Transfers Out (1,226,745)(287,000)(497,000)(265,500)(410,000)(322,500)
NET CHANGE TO FUND BALANCE (228,145)20,550 (189,250)(57,750)(202,250)(114,750)
Beginning Fund Balance 228,768 623 21,173 (168,077)(225,827)(428,077)
Ending Fund Balance 623 21,173 (168,077)(225,827)(428,077)(542,827)
Restricted/Committed/Assigned 623 21,173 (168,077)(225,827)(428,077)(542,827)
Unassigned Ending Balance 0 0 0 0 0 0
Sales of Surplus vision 8,650 0 0 0 0 0
Interest Earned vision 40 40 0 0 0 0
Transfer in from UF vision 16,670 6,250 6,250 6,250 6,250 6,250
Total Revenues & Transfers In 25,360 6,290 6,250 6,250 6,250 6,250
Public Works Vehicle dept 16 vision 0 0 0 0 (50,000)0
Total Expenditures & Transfers Out 0 0 0 0 (50,000)0
NET CHANGE TO FUND BALANCE 25,360 6,290 6,250 6,250 (43,750)6,250
Beginning Fund Balance 0 25,360 31,650 37,900 44,150 400
Ending Fund Balance 25,360 31,650 37,900 44,150 400 6,650
Restricted/Committed/Assigned 25,360 31,650 37,900 44,150 400 6,650
Unassigned Ending Balance 0 0 0 0 0 0
Sales of Surplus Dept 14 vision 4,765 0 0 0 0 0
WA/WAF Contribution for Buses vision 110,000 0 0 150,000 0 0
Insurance Proceeds vision 8,715 0 0 0 0 0
Interest Earned vision 925 925 200 200 200 0
Transfer In from GF vision 0 0 125,000 110,000 0 0
Total Revenues & Transfers In 124,405 925 125,200 260,200 200 0
Academy Buses dept ######vision (110,000)0 0 (150,000)0 0
Fire Dept Vehicles dept ######vision (55,000)0 (250,000)(60,000)0 0
Facilities Vehicles dept ######vision 0 0 0 (50,000)0 0
Total Expenditures & Transfers Out (165,000)0 (250,000)(260,000)0 0
NET CHANGE TO FUND BALANCE (40,595)925 (124,800)200 200 0
Beginning Fund Balance 177,574 136,979 137,904 13,104 13,304 13,504
Ending Fund Balance 136,979 137,904 13,104 13,304 13,504 13,504
Restricted/Committed/Assigned 136,979 137,904 13,104 13,304 13,504 13,504
Unassigned Ending Balance 0 0 0 0 0 0
Hotel Tax (Marriott) 1.0%772,000 779,720 787,517 795,392 803,346 811,380
Hotel Tax (Deloitte)1.0%32,640 32,640 32,966 33,296 33,629 33,965
Total Hotel Tax 804,640 812,360 820,484 828,688 836,975 845,345
Interest Income 1000.0%1.0%5,150 5,150 5,202 5,254 5,306 5,359
Insur Refund/Equity Return 1000.0%1.0%835 835 843 852 860 869
Administrative Fees 00 1.0%10 0 0 0 0 0
Misc Revenue 2600.0%1.0%250 250 253 255 258 260
Grants 2200.0%1.0%1,700 0 0 0 0 0
Membership Fees 2400.0%1.0%1,775 1,775 1,793 1,811 1,829 1,847
Special Events Revenue 2400.0%1.0%3,250 3,250 3,283 3,315 3,348 3,382
Sales of Printed Material 2400.0%1.0%200 200 202 204 206 208
Sponsors 2400.0%1.0%3,000 3,000 3,030 3,060 3,091 3,122
Total Other Revenues 16,170 14,460 14,605 14,751 14,898 15,047
Total Revenues & Transfers In 820,810 826,820 835,088 843,439 851,873 860,392
VEHICLE MAINT & REP (Utility)
VISITORS ASSOCIATION FUND
GENERAL MAINT & REPLACEMENT
VEHICLE MAINT & REP (General)
52
ESTIMATED PROPOSED 1 2 3 4
FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22DESCRIPTION
Office Rent 1.0%(34,200)(50,250)(75,900)(75,900)(75,900)(76,659)
Electric Service 1.0%(5,880)(7,500)(7,500)(7,500)(7,500)(7,575)
Telephone Service 1.0%(624)(624)(630)(637)(643)(649)
Internet Service 1.0%(1,415)(1,415)(1,429)(1,443)(1,458)(1,472)
Total Rent and Utilities (42,119)(59,789)(85,459)(85,480)(85,501)(86,356)
PR Transfer Out 1.0%(480,002)(518,510)(523,695)(528,932)(534,221)(539,564)
Total PR Transfer Out (480,002)(518,510)(523,695)(528,932)(534,221)(539,564)
General Services dept 10 1.0%(144,075)(144,075)(145,516)(146,971)(148,441)(149,925)
Communications dept 22 1.0%(109,680)(137,280)(138,653)(140,039)(141,440)(142,854)
Historical Board dept 24 1.0%(7,405)(7,405)(7,479)(7,554)(7,629)(7,706)
Public Arts dept 25 1.0%(35,000)(30,200)(30,502)(30,807)(31,115)(31,426)
Arbor Day dept 26 1.0%0 (2,500)(2,525)(2,550)(2,576)(2,602)
Total Service (296,160)(321,460)(324,675)(327,921)(331,201)(334,513)
General Services dept 10 1.0%0 (10,000)(10,100)(10,201)(10,303)(10,406)
Total Supplies 0 (10,000)(10,100)(10,201)(10,303)(10,406)
Transfer Out - GF 100 0.0%(61,020)0 0 0 0 0
Transfer Out - DS 300 0.0%(150,625)0 0 0 0 0
Total Transfers Out (211,645)0 0 0 0 0
Total Expenditures & Transfers Out (1,029,926)(909,759)(943,929)(952,534)(961,226)(970,838)
NET CHANGE TO FUND BALANCE (209,116)(82,939)(108,841)(109,095)(109,352)(110,446)
Beginning Fund Balance 1,011,947 802,831 719,892 611,051 501,956 392,603
Ending Fund Balance 802,831 719,892 611,051 501,956 392,603 282,158
Restricted/Committed/Assigned 151,700 0 0 0 0 0
Unassigned Ending Balance 651,131 719,892 611,051 501,956 392,603 282,158
Operating Days 231 289 236 192 149 106
Sales tax (on-going)2.0%1,137,500 1,237,500 1,271,625 1,206,774 1,242,977 1,244,063
Total Revenues & Transfers In 1,137,500 1,237,500 1,271,625 1,206,774 1,242,977 1,244,063
Transfer Out - DS 300 linked to above (1,137,500)(1,237,500)(1,271,625)(1,206,774)(1,242,977)(1,244,063)
Total Expenditures & Transfers Out (1,137,500)(1,237,500)(1,271,625)(1,206,774)(1,242,977)(1,244,063)
NET CHANGE TO FUND BALANCE 0 0 0 0 0 0
Beginning Fund Balance 0 0 0 0 0 0
Ending Fund Balance 0 0 0 0 0 0
Restricted/Committed/Assigned 0 0 0 0 0 0
Unassigned Ending Balance 0 0 0 0 0 0
General Sales Tax 0.0%102,000 202,000 202,000 102,000 102,000 102,000
Hotel/Motel Tax 0.0%32,640 32,640 32,640 32,640 32,640 32,640
Economic Development for WA $10K/Lot from schedule 1,010,000 750,000 840,000 810,000 810,000 310,000
Total Revenues & Transfers In 1,144,640 984,640 1,074,640 944,640 944,640 444,640
ED - Deloitte Sales Tax linked to above (102,000)(102,000)(102,000)(102,000)(102,000)(102,000)
ED - Deloitte Hotel Tax linked to above (32,640)(32,640)(32,640)(32,640)(32,640)(32,640)
ED - Schwab Sales Tax linked to above 0 (100,000)(100,000)0 0 0
Transfer Out - WAE 412 linked to above (1,010,000)(750,000)(840,000)(810,000)(810,000)(310,000)
Total Expenditures & Transfers Out (1,144,640)(984,640)(1,074,640)(944,640)(944,640)(444,640)
NET CHANGE TO FUND BALANCE 0 0 0 0 0 0
Beginning Fund Balance 0 0 0 0 0 0
Ending Fund Balance 0 0 0 0 0 0
Restricted/Committed/Assigned 0 0 0 0 0 0
Unassigned Ending Balance 0 0 0 0 0 0
Miscellaneous Reimbursments 0.0%85,000 60,000 60,000 60,000 60,000 60,000
Total Revenues & Transfers In 95,000 60,000 60,000 60,000 60,000 60,000
Consultant Fees 0.0%(260,000)(60,000)0 0 0 0
Boyle & Lowry 0.0%(10,000)0 0 0 0 0
Admin Fees 0.0%(5,500)0 0 0 0 0
Construction Expense 0.0%(24,500)0 0 0 0 0
Total Expenditures & Transfers Out (300,000)(60,000)0 0 0 0
NET CHANGE TO FUND BALANCE (205,000)0 60,000 60,000 60,000 60,000
Beginning Fund Balance 720,015 515,015 515,015 575,015 635,015 695,015
Ending Fund Balance 515,015 515,015 575,015 635,015 695,015 755,015
Restricted/Committed/Assigned 515,015 515,015 575,015 635,015 695,015 755,015
Unassigned Ending Balance 0 0 0 0 0 0
4B ECONOMIC DEVELOPMENT FUND
ECONOMIC DEVELOPMENT FUND
PUBLIC IMPROVEMENT DISTRICT
53
ESTIMATED PROPOSED 1 2 3 4
FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22DESCRIPTION
Revenues 1.0%80 80 81 82 82 83
Total Revenues & Transfers In 80 80 81 82 82 83
Expenditures 1.0%0 0 0 0 0 0
Total Expenditures & Transfers Out 0 0 0 0 0 0
NET CHANGE TO FUND BALANCE 80 80 81 82 82 83
Beginning Fund Balance 13,679 13,759 13,839 13,920 14,002 14,084
Ending Fund Balance 13,759 13,839 13,920 14,002 14,084 14,168
Restricted/Committed/Assigned 13,759 13,839 13,920 14,002 14,084 14,168
Unassigned Ending Balance 0 0 0 0 0 0
Transfer in - GF 100 GF links to this 778,003 1,472,568 1,131,546 1,196,965 1,152,074 1,154,625
Transfer In - VA 220 Linked to VA 150,625 0 0 0 0 0
Transfer In - 4B 200 Linked to 4B 1,137,500 1,237,500 1,271,625 1,206,774 1,242,977 1,244,063
Total Transfers In 2,066,128 2,710,068 2,403,171 2,403,739 2,395,051 2,398,689
Bank Charge - 2011 GORB (400)0 0 0 0 0
Principal - Issue 2011 GORB (275,000)(700,000)(715,000)(730,000)(750,000)(770,000)
Interest - Issue 2011 GORB (207,275)(192,650)(171,425)(149,750)(127,550)(104,750)
Bank Charge - 2013 CO (400)0 0 0 0 0
Principal - Issue 2013 CO (178,000)(178,000)(182,450)(191,350)(191,350)(200,250)
Interest - Issue 2013 CO (270,730)(267,172)(263,568)(259,830)(255,525)(250,630)
Bank Charge - 2013 GORB (400)0 0 0 0 0
Principal - Issue 2013 GORB (130,000)0 0 0 0 0
Interest - Issue 2013 GORB (39,950)0 0 0 0 0
Bank Charge - 2014 GORB 0 0 0 0 0 0
Principal - Issue 2014 GORB (5,000)(5,000)(5,000)(5,000)(5,000)(5,000)
Interest - Issue 2014 GORB (65,220)(65,040)(64,860)(64,680)(64,500)(64,320)
Bank Charge - 2017 CO 0 0 0 0 0 0
Principal - Issue 2017 CO (203,098)(200,000)(205,000)(210,000)(215,000)(225,000)
Interest - Issue 2017 CO 0 (310,800)(304,725)(298,500)(292,125)(285,525)
Bank Charge - 2007 GORB (400)0 0 0 0 0
Principal - Issue 2007 GORB (425,000)(40,000)0 0 0 0
Interest - Issue 2007 GORB (146,804)(259,608)0 0 0 0
Bank Charge - 2017 GORB 0 0 0 0 0 0
Principal - Issue 2017 GORB 0 (30,000)(30,000)(35,000)(35,000)(35,000)
Interest - Issue 2017 GORB (119,028)(227,625)(227,025)(226,375)(225,675)(224,888)
Bank Charge - 2017 Tax Note 0 0 0 0 0 0
Principal - 2017 Tax Note 0 (202,000)(212,000)(215,000)(219,000)(223,000)
Interest - 2017 Tax Note 0 (32,173)(22,118)(18,254)(14,326)(10,326)
Total Expenditures & Transfers Out (2,066,705)(2,710,068)(2,403,171)(2,403,739)(2,395,051)(2,398,689)
NET CHANGE TO FUND BALANCE (578)0 0 0 0 0
Beginning Fund Balance 0 0 0 0 0 0
Ending Fund Balance 0 0 0 0 0 0
Restricted/Committed/Assigned 0 0 0 0 0 0
Unassigned Ending Balance 0 0 0 0 0 0
Property Tax CY 2011 CO linked to below 95,010 271,411 523,919 527,441 530,743 529,874
Total Revenues 95,010 271,411 523,919 527,441 530,743 529,874
Bank Charge - 2011 CO 0 0 0 0 0 0
DS Principal - Issue 2011 CO (75,000)(79,000)(83,000)(87,000)(91,000)(96,000)
DS Interest - Issue 2011 CO (43,611)(36,300)(34,356)(32,316)(30,180)(27,936)
Bank Charge - 2013 GORB 0 0 0 0 0 0
DS Principal - Issue 2013 GORB 0 (125,000)(135,000)(140,000)(145,000)(145,000)
DS Interest - Issue 2013 GORB 0 (37,400)(34,463)(31,025)(27,463)(23,838)
Bank Charge 2019 0 0 0 0 0 0
DS Principal 2019 0 0 (237,100)(237,100)(237,100)(237,100)
DS Interest 2019 0 0 0 0 0 0
Total Expenditures (118,611)(277,700)(523,919)(527,441)(530,743)(529,874)
NET CHANGE TO FUND BALANCE (23,601)(6,289)0 0 0 0
Beginning Fund Balance 29,890 6,289 0 0 0 0
Ending Fund Balance 6,289 0 0 0 0 0
Restricted/Committed/Assigned 6,289 0 0 0 0 0
Unassigned Ending Balance 0 0 0 0 0 0
LONE STAR FUND
Road & Street
Improvements
Refunding of
Series 2008 (A&S)
Road & Street
Improvements
NEW
ISSUE
Moved
from
300
DEBT SERVICE (property tax supported)
Refunding of 2008 (A&S)
MOVED TO FUND 301
Fire Station Tax Note NEW
Refunding of 2002
(replaced with GORB
below)
DEBT SERVICE (revenue supported)
Refunding of 2002/2003
Fire Station Bonds NEW
Refunding of 2007
Academy Expansion
Refunding of 2003
54
ESTIMATED PROPOSED 1 2 3 4
FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22DESCRIPTION
Transfer in from GF linked to GF 0 1,015,324 1,450,742 1,170,710 1,081,871 370,114
Payroll Transfers Out to GF 0 (54,565)0 0 0 0
Interest Income 57,100 38,000 6,000 6,000 6,000 0
NET 57,100 998,759 1,456,742 1,176,710 1,087,871 370,114
Bond Revenue - Issue $3.1M 0 0 480,180 0 0 0
ROANOKE ROAD RECON/DRAIN SOUTH 0 0 0 (480,180)0 0
NET 0 0 480,180 0 0 0
Contribution 219,625 0 0 0 0 0
FM1938 TOWN IMPROVEMENTS 0 0 0 0 0 0
NET 219,625 0 0 0 0 0
Bond Revenue - Issue $3.1M 0 0 281,960 0 0 0
SAM SCHOOL ROAD RECON & DRAINANGE 0 0 (281,960)0 0 0
NET 0 0 0 0 0 0
Cash (Fund Balance)0 0 0 0 0 0
E. DOVE ROAD RECON & DRAINAGE (Vaquero - TB)(696,260)0 0 0 0 0
NET (696,260)0 0 0 0 0
Bond Revenue - Issue $3.1M 0 0 30,000 0 0 0
TRAIL CONNECTION AT 114/SOLANA 0 0 (30,000)0 0 0
NET 0 0 0 0 0 0
Bond Revenue - Issue $3.1M 0 0 300,949 0 0 0
TRAIL - WESTLAKE ACADEMY TO CEMETERY 0 0 0 (300,949)0 0
NET 0 0 300,949 (300,949)0 0
Bond Revenue - Issue $3.1M 0 0 290,016 0 0 0
TRAIL - DOVE/PEARSON/ASPEN 0 0 (290,016)0 0 0
NET 0 0 0 0 0 0
Cash (Fund Balance)0 0 0 0 0 0
HWY 377 LANDSCAPE IMPROVEMENTS (PHASE 1)0 0 0 0 0 0
NET 0 0 0 0 0 0
Bond Revenue - Issue $3.1M 0 0 983,954 0 0 0
OTTINGER ROAD RECON & DRAINAGE 0 0 0 (983,954)0 0
NET 0 0 983,954 (983,954)0 0
Bond Revenue - Issue $3.1M 0 0 404,125 0 0 0
PEARSON LANE RECON & DRAINAGE 0 0 (404,125)0 0 0
NET 0 0 0 0 0 0
Bond Proceeds 9,204,300 0 0 0 0 0
Texas Tax Note Revenue 1,530,000 0 0 0 0 0
Contribution Revenue 1,200,000 0 0 0 0 0
Land Donation 1,750,000 0 0 0 0 0
FIRE STATION CONSTRUCTION and LAND (2,250,000)(9,843,000)(1,819,575)0 0 0
NET 11,434,300 (9,843,000)(1,819,575)0 0 0
Cash (Fund Balance)0 0 0 0 0 0
MAINTENANCE AND STORAGE FACILITY 0 0 0 0 0 0
NET 0 0 0 0 0 0
Bond Revenue - Issue $3.1M 0 0 229,500 0 0 0
WAYFINDING SIGNAGE 0 0 (229,500)0 0 0
NET 0 0 0 0 0 0
Cash (Fund Balance)0 0 0 0 0 0
DOVE ROAD/FM1938 SIGNALIZATION (285,000)(160,000)0 0 0 0
NET (285,000)(160,000)0 0 0 0
Contribution Revenue 220,445 0 0 0 0 0
SOLANA/SH114 SIGNALIZATION 0 0 0 0 0 0
NET 220,445 0 0 0 0 0
Contribution Revenue 112,000 0 0 0 0 0
SOLANA/FM1938 SIGNALIZATION (102,000)(10,000)0 0 0 0
NET 10,000 (10,000)0 0 0 0
WAF Grant 60 175,000 0 135,000 0 0
WA - OUTDOOR LEARNING CENTER (97,690)(175,000)0 (123,595)0 0
NET (97,630)0 0 11,405 0 0
CAPITAL PROJECTS FUND
55
ESTIMATED PROPOSED 1 2 3 4
FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22DESCRIPTION
Grants (WAF $11750 - HOC $5000 - WAAC $2975)15,175 0 0 0 0 0
WA - BLEACHERS AND FILM TOWER (4,590)0 0 0 0 0
NET 10,585 0 0 0 0 0
Land Sale 4,010 0 0 0 0 0
LAND SALE EXPENSE (19,725)0 0 0 0 0
NET (15,715)0 0 0 0 0
Bond Revenue - Issue $3.1M 0 0 80,000 0 0 0
FLASHING CROSSWALK LIGHTS 0 0 (80,000)0 0 0
NET 0 0 0 0 0 0
Contribution 150,000 0 0 0 0 0
CEMETARY IMPROVEMENTS 0 (100,000)(50,000)0 0 0
NET 150,000 (100,000)(50,000)0 0 0
Bond Revenue - Issue $3.1M 0 0 82,000 0 0 0
WA - POND REPAIRS 0 0 (82,000)0 0 0
NET 0 0 0 0 0 0
Bond Revenue - Issue $3.1M 0 0 90,000 0 0 0
SOLANA PAVEMENT REPAIRS 0 0 (90,000)0 0 0
NET 0 0 0 0 0 0
Bond Revenue - Issue $3.1M 0 0 54,450 0 0 0
WYCK HILL PAVEMENT RESURFACE 0 0 (54,450)0 0 0
NET 0 0 0 0 0 0
Bond Revenue - Issue $3.1M 0 0 80,000 0 0 0
FM1938 PAVEMENT REPAIRS 0 0 (80,000)0 0 0
NET 0 0 0 0 0 0
Total Revenues & Transfers in 14,462,715 1,228,324 4,843,876 1,311,710 1,087,871 370,114
Total Expenditures & Transfers Out (3,455,265)(10,342,565)(3,491,626)(1,888,678)0 0
NET CHANGE TO FUND BALANCE 11,007,450 (9,114,241)1,352,250 (576,968)1,087,871 370,114
Beginning Fund Balance 2,161,162 13,168,612 4,054,371 5,406,621 4,829,653 5,917,524
Ending Fund Balance 13,168,612 4,054,371 5,406,621 4,829,653 5,917,524 6,287,638
Restricted/Committed/Assigned 13,168,612 4,054,371 5,406,621 4,829,653 5,917,524 6,287,638
Unassigned Ending Balance 0 0 0 0 0 0
Interest Earned vision 3,600 3,600 500 500 500 500
Transfer in from ED 200 linked to ED Fund 1,010,000 750,000 840,000 810,000 810,000 310,000
Total Revenues & Transfers In 1,013,600 753,600 840,500 810,500 810,500 310,500
Construction Expense vision 0 0 0 0 0 0
Total Expenditures & Transfers Out 0 0 0 0 0 0
NET CHANGE TO FUND BALANCE 1,013,600 753,600 840,500 810,500 810,500 310,500
Beginning Fund Balance 397,127 1,410,727 2,164,327 3,004,827 3,815,327 4,625,827
Ending Fund Balance 1,410,727 2,164,327 3,004,827 3,815,327 4,625,827 4,936,327
Restricted Funds 1,410,727 2,164,327 3,004,827 3,815,327 4,625,827 4,936,327
Unassigned Ending Balance 0 0 0 0 0 0
WESTLAKE ACADEMY EXPANSION
56
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57
Personnel Overview
58
Assistant .50
C ITIZENS OF W ESTLAKE
Finance
ASSISTANT TOWN
MANAGER
Fire Chief
Human Resources
Public Works
Planning &
Development
Town Secretary
Supervisor
Deputy Clerk
Marshal
Communications
Information
Technology
Police Services
(contracted thru the
City of Keller)
Manager
TOWN MANAGER &
Facilities
Maintenance .50
Lieutenants
(3)
2 Part Time
Court Clerks
Court
Administrator
PT Firefighter
Paramedics 24
HR Generalist
Academic
Acctg Tech II
WA Technician Assistant .50
Advisory Boards
And Committees
Town Attorney
Court Judge
Texas Student Housing
Deputy Chief
Fire Marshal
1 Technician UB Coordinator
Building Inspector
Permit Clerk
P&D Coordinator
Municipal
Acctg Tech II
Intern .50
This organizational chart is a visual depiction of the way work is distributed within the Town of
Westlake. 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
M AYOR AND T OWN C OUNCIL
PW Inspector
Project Manager
WA SUPERINTENDENT
continued on next page
Parks and
Recreation .50
FT Firefighter
Paramedics 9
WA
Coordinator
WA
Technician
Network
Manager
59
WA SUPERINTENDENT
BOARD OF TRUSTEES
Heads of
Department
Grade Level
Team Leads
SPED Coordinator
Primary Principal
SPED Faculty
and Staff
Primary Assistant
Principal
Primary Curriculum
Coordinator
Primary Counselor
Primary Faculty
and Staff
WESTLAKE ACADEMY
EXECUTIVE DIRECTOR
Librarian
Technology
Coordinator
Secondary
Principal
Secondary Counselor
College Counselor
MYP/DP Faculty
and Staff
Registrar
Administrative
Staff
Secondary Assistant
Principal
Athletic Director
Student Life Coord
Secondary Curriculum
Coordinator
continued from previous page
Administrative
Staff
Executive Director
W.A. Foundation
Assistant
This organizational chart is a visual depiction of the way work is distributed within Westlake Academy
60
Section 3 Financial Analysis
Personnel Summary Overview
Personnel staffing levels for the Town of Westlake are presented in full-time equivalents (FTE)
positions. For example, a position staffed for 40 hours per week for 52 weeks per year (2,080 hours)
equals one full-time equivalent position. For firefighter/paramedic positions, an FTE is based on
2,912 hours per year, or an average of 56 hours per week is used. An FTE position of .50 refers to a
position that is funded for 1,040 hours per year (2,080 x .50). The personnel count includes vacant
positions.
PAYROLL & RELATED COSTS
• Budgeted to be $4,204,869 and comprises 54% of General Fund operating expenditures.
• Reflects a 12% increase of $436,077 from prior year estimated payroll expenditures.
o Market band pay adjustments of $167,000
o Addition of one full-time Project Manager for the Public Works department $90,950
o Addition of one full-time Network Manager for the I.T. department $81,687
o Medical insurance was increased by 4% equal to $20,886
o The estimated budget for FY16/17 has been decreased by $33,938 for employees
who left mid-year, were hired later than budgeted, or hired at a lower wage than
budgeted.
• All payroll and related expenditures are paid via the General Fund. Portions of these
expenditures are subsidized by the Utility Fund and the Visitors Association Fund.
o Total payroll transfers in are $1,055,775
• Utility Fund - $482,700
• Capital Project Fund $54,565
• Visitors Association Fund - $518,510
• Recommended Five Year Staffing Levels
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
General Administrative 1.00 1.00 - 1.00 1.00 1.00 1.00
Town Manager’s Office 2.50 2.50 - 2.50 2.50 2.50 2.50
Planning & Development 5.25 4.00 (1.25) 4.00 4.00 4.00 4.00
Town Secretary 1.50 1.50 - 1.50 1.50 1.50 1.50
Fire Department 15.50 15.50 - 15.50 16.50 16.50 16.50
Municipal Court 4.50 4.50 - 4.50 4.50 4.50 4.50
Public Works 3.00 4.00 1.00 4.00 4.00 4.00 4.00
Facilities Maintenance 1.25 1.25 - 1.75 1.75 1.75 1.75
Finance Department 4.50 4.00 (0.50) 4.00 5.00 5.00 5.00
Parks and Recreation 0.50 0.50 - 0.50 0.50 0.50 0.50
Information Tech Dept 1.00 2.00 1.00 2.00 2.00 2.00 2.00
Human Resources 2.00 2.00 - 2.50 3.00 3.00 3.00
Communications 2.00 2.00 - 2.50 3.50 3.50 3.50
TOTAL 44.50 44.75 0.25 46.25 49.75 49.75 49.75
61
Dept Position FY 13/14
Actual
FY 14/15
Actual
FY 15/16
Actual
FY 16/17
Estimated
FY 16/17
Adopted change
10 GENERAL ADMINISTRATIVE
Administrative Assistant - - - 1.00 1.00 -
- - - 1.00 1.00 -
11 TOWN MANAGER'S OFFICE
Town Manager 1.00 1.00 1.00 1.00 1.00 -
Executive Assistant - - - - - -
Assistant Town Manager 0.75 0.90 0.90 1.00 1.00 -
Administrative Assistant - - 0.25 0.50 0.50 -
Part-Time Interns 0.75 0.50 - - - -
2.50 2.40 2.15 2.50 2.50 -
12 PLANNING & DEVELOPMENT
Planning & Development Director 1.00 1.00 1.00 1.00 1.00 -
Development Coordinator - - 0.50 0.50 1.00 0.50
Part-Time Bldg Intern - - 0.50 0.75 - (0.75)
Bldg Construction Zone Enforcement - - 0.50 1.00 - (1.00)
Building Inspector - - - 1.00 1.00 -
Permit Clerk - - - 1.00 1.00 -
Customer Service Coordinator 0.33 0.33 0.33 - - -
Customer Service Representative 0.33 0.33 0.33 - - -
1.67 1.67 3.17 5.25 4.00 (1.25)
13 TOWN SECRETARY'S OFFICE
Town Secretary 1.00 1.00 1.00 1.00 1.00 -
Administrative Assistant - - 0.25 0.50 0.50 -
1.00 1.00 1.25 1.50 1.50 -
14 FIRE/EMS DEPARTMENT
Fire Chief 1.00 1.00 1.00 1.00 1.00 -
Lt. Firefighter/Paramedics 3.00 3.00 3.00 3.00 3.00 -
Fire Marshal Part-Time 0.75 0.75 0.75 1.00 1.00 -
Firefighter/Paramedics full-time 6.00 7.00 8.00 9.00 9.00 -
Firefighter/Paramedics part-time 1.50 1.50 1.50 1.50 1.50 -
12.25 13.25 14.25 15.50 15.50 -
15 MUNICIPAL COURT OFFICE
Court Administrator 0.25 0.10 0.10 - - -
Supervisor 1.00 1.00 1.00 1.00 1.00 -
Deputy Clerk 1.00 1.00 1.00 1.00 1.00 -
Judge 0.50 0.50 0.50 0.50 0.50 -
Marshal 1.00 1.00 1.00 1.00 1.00 -
Part-Time Clerk 1 0.50 0.50 0.50 0.50 0.50 -
Part-Time Clerk 2 - 0.50 0.50 0.50 0.50 -
4.25 4.60 4.60 4.50 4.50 -
16 PUBLIC WORKS OFFICE
Public Works Director 1.00 1.00 1.00 1.00 1.00 -
Utility Technician 1.00 1.00 1.00 1.00 1.00 -
Utility Billing Coordinator - - - 1.00 1.00 -
Project Manager - - - - 1.00 1.00
Customer Service Coordinator 0.33 0.33 0.33 - - -
Customer Service Representative 0.33 0.33 0.33 - - -
2.67 2.67 2.67 3.00 4.00 1.00
Personnel Position SummaryFive Year Analysis
62
Dept Position FY 13/14
Actual
FY 14/15
Actual
FY 15/16
Actual
FY 16/17
Estimated
FY 16/17
Adopted change
Personnel Position SummaryFive Year Analysis
17 FACILITIES MAINTENANCE
Facilities Maintenance Director 0.50 0.50 0.50 0.50 0.50 -
Part-Time Summer Technicians 0.25 0.25 0.25 0.25 0.25 -
Part-Time Clerk - - 0.50 0.50 0.50 -
Customer Service Coordinator 0.17 0.17 0.17 - - -
Customer Service Representative 0.17 0.17 0.17 - - -
1.08 1.08 1.58 1.25 1.25 -
18 FINANCE OFFICE
Finance Director 1.00 1.00 1.00 1.00 1.00 -
Finance Supervisor 1.00 1.00 1.00 1.00 1.00 -
Management Analyst - - 0.25 0.50 - (0.50)
Accounting Tech Municipal 0.50 1.00 1.00 1.00 1.00 -
Accounting Tech Academic 0.50 1.00 1.00 1.00 1.00 -
Customer Service Representative - - - - - -
3.00 4.00 4.25 4.50 4.00 (0.50)
19 PARKS & RECREATION OFFICE
Parks & Recreation Director 0.50 0.50 0.50 0.50 0.50 -
Customer Service Coordinator 0.17 0.17 0.17 - - -
Customer Service Representative 0.17 0.17 0.17 - - -
0.83 0.83 0.83 0.50 0.50 -
20 INFORMATION TECHNOLOGY
Information Technology Director 0.25 1.00 1.00 1.00 1.00 -
Network Manager - - - - 1.00 1.00
0.25 1.00 1.00 1.00 2.00 1.00
21 HUMAN RESOURCES OFFICE
Human Resources Director 1.00 1.00 1.00 1.00 1.00 -
HR Generalist 1.00 1.00 1.00 1.00 1.00 -
2.00 2.00 2.00 2.00 2.00 -
22 COMMUNICATIONS OFFICE
Communications Director 1.00 1.00 1.00 1.00 1.00 -
Specialist 0.25 1.00 1.00 - - -
Manager - - - 1.00 1.00 -
1.25 2.00 2.00 2.00 2.00 -
99 ACADEMIC SERVICES
Westlake Academy 77.18 89.55 95.31 95.05 93.09 (1.96)
77.18 89.55 95.31 95.05 93.09 (1.96)
Grand Total All Positions 109.93 126.05 135.06 139.55 137.84 (1.71)
Municipal Employees 32.75 36.50 39.75 44.50 44.75 0.25
Academy Employees 77.18 89.55 95.31 95.05 93.09 (1.96)
63
64
General Fund 100
Program Summary
Fiscal Year 2017/2018
Adopted Estimated Proposed FY 17/18 Proposed
Budget Budget Budget
FY 16/17 FY 16/17 FY 17/18 FY 16/17 Estimated
General Sales Tax 3,310,500$ 3,310,500$ 3,510,500$ 200,000$ 6%
Property Tax 1,437,050 1,479,500 1,205,205 (274,295) -19%
Charge for Service - - - - 0%
Hotel Occupancy Tax - - - - 0%
Beverage Tax 62,500 62,500 62,500 - 0%
Franchise Fees 966,370 974,770 983,815 9,045 1%
Permits & Fees Other 247,885 320,370 302,145 (18,225) -6%
Permits & Fees Building 2,287,557 2,469,458 2,137,121 (332,337) -13%
Fines & Forfeitures Court 805,350 809,880 809,880 - 0%
Investment Earnings 12,340 43,100 43,100 - 0%
Contributions - 35 - (35) -100%
Misc Income 21,280 70,980 18,560 (52,420) -74%
Total Revenues 9,150,832 9,541,093 9,072,826 (468,267) -5%
Transfers In 66,030 231,278 50,000 (181,278) -78%
Other Sources - - - - 0%
Total Other Sources 66,030 231,278 50,000 (181,278) -78%
TOTAL REVENUES & OTHER SOURCES 9,216,862$ 9,772,371$ 9,122,826$ (649,545)$ -7%
Payroll Salaries 3,472,410$ 3,373,370$ 3,821,261$ 447,891$ 13%
Payroll Insurance (medical/dental/life)545,605 579,109 599,995 20,886 4%
Payroll Taxes (workers comp/unemployment)46,845 46,454 51,180 4,726 10%
Payroll Taxes (social security/medicare)269,765 252,232 292,253 40,021 16%
Payroll Retirement (TMRS/ICMA)426,870 434,773 495,955 61,182 14%
Payroll Transfers In (958,765) (917,146) (1,055,775) (138,629) 15%
Total Payroll and Related 3,802,730 3,768,792 4,204,869 436,077 12%
Debt 351,680 351,680 351,680 - 0%
Economic Development - - - - 0%
Insurance 36,390 33,625 33,625 - 0%
Repair & Maintenance 226,015 209,465 242,580 33,115 16%
Rent & Utilities 573,655 380,306 445,316 65,010 17%
Services 2,368,995 2,330,285 2,213,639 (116,646) -5%
Supplies 217,905 216,754 252,284 35,530 16%
Water Purchases - - - - 0%
Total Operations & Maintenance 3,774,640 3,522,115 3,539,124 17,009 0.5%
TOTAL OPERATING EXPENDITURES 7,577,370 7,290,907 7,743,993 453,086 6%
Capital Outlay 208,015 31,690 31,690 - 0%
Capital Projects - - - - 0%
Total Capital 208,015 31,690 31,690 - 0%
Transfers Out - Operating 1,103,635 1,388,553 2,787,892 1,399,339 101%
Transfers Out - Non Operating - - - - 0%
Total Other Uses 1,103,635 1,388,553 2,787,892 1,399,339 101%
TOTAL NON-OPERATING EXPENDITURES 1,311,650 1,420,243 2,819,582 1,399,339 99%
TOTAL EXPENDITURES & OTHER USES 8,889,020 8,711,150 10,563,575 1,852,425 21%
EXCESS REVENUES OVER(UNDER) EXPENDITURES 327,842 1,061,221 (1,440,749) (2,501,970) 236%
FUND BALANCE, BEGINNING 8,553,121 8,553,121 9,614,343 1,061,221 12%
FUND BALANCE, ENDING 8,880,963 9,614,343 8,173,594 (1,440,749) -15%
Restricted/Assigned/Committed Funds 553,197 553,197 555,202 2,005 0%
UNASSIGNED FUND BALANCE, ENDING 8,327,767$ 9,061,146$ 7,618,392$ (1,442,754)$ -16%
Daily Operating Expenditures 24,353$ 23,866$ 28,941$ 5,075$ 21%
Operating Days 342 380 263 (116) -31%
C Court Technology 100 10112 00 000 74,552$ 74,552$ 89,463$ 14,910$ 20%
C Court Security 100 10113 00 000 116,397 116,397 131,296 14,899 13%
C Court Efficiency 100 10116 00 000 9,576 9,576 10,629 1,053 11%
R Reforestation 100 10110 00 101 309,244 309,244 280,387 (28,857) -9%
R Street Escrow (TB/RA)100 10110 00 102 43,427 43,427 43,427 - 0%
TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 553,197$ 553,197$ 555,202$ 2,005$ 0%
vs
REVENUES & OTHER SOURCES
EXPENDITURES & OTHER USES
RESTRICTED/ASSIGNED/COMMITED FUNDS
65
Section 4
General Fund Overview
REVENUES AND OTHER SOURCES
Total General Fund revenues and other sources are budgeted to be $9,122,826.
This represents a 7% decrease of $649,545 from prior year estimated revenues and other sources of
$9,772,371.
General Sales and Use Tax
• Budgeted to be $3,510,500 and comprises 39% of General Fund revenues.
• This reflects a 6% increase of $200,000 when compared to prior year estimates primarily due to a
development agreement.
o Sales taxes are collected on the sale of goods and services within the Town as
authorized by the State of Texas.
o The maximum sales tax allowed in the State of Texas is 8.25% per dollar on all taxable
goods and services. 6.25% per dollar is kept by the State; municipalities receive a
maximum of 2%. Funds are collected by the Texas Comptroller of Public Accounts and
remitted to the Town monthly.
o An amount equal to 1.50% of taxable sales is appropriated to the Town’s General Fund.
This total includes .50% that is received for property tax reduction.
o The Town also receives an additional .50% sales tax that is recorded in the 4B Economic
Development Corporation Fund.
Property Tax
• Budgeted to be $1,205,205 and comprises 13% of General Fund revenues.
• This reflects a 19% decrease of $274,295 when compared to prior year estimates.
o This is due to a decrease in the M&O portion of the tax rate.
o The Maintenance and Operating tax rate of $0.11133 reflects a 14% decrease of
$0.01749 per $100 valuation
Beverage Tax
• Budgeted to be $62,500 and comprises 1% of General Fund revenues.
o The Town collects a 14% gross receipt tax on mixed beverages.
o Of this percentage, 10.7% of gross liquor receipts are remitted to the Town, and the
remaining 3.3% is retained by the State of Texas.
Franchise Taxes
• Budgeted to be $983,815 and comprises 11% of General Fund revenues.
• This reflects a 1% increase of $9,045 when compared to prior year estimates.
o Fees are collected from utilities and telecommunications companies that use Town
right-of-way.
o A flat rate is charged to both telephone operators (adjusted annually) and Tri-County
Electric based on the number of access lines and services rendered, respectively.
Permits and Fees Other
• Budgeted to be $302,145 and comprises 3% of General Fund revenues.
• This reflects a 6% decrease of $18,225 when compared to prior year estimates.
o Include fees charged by the Town for gas wells, EMS revenues, review and renewal
fees, developments fees and contractor registration fees.
66
Section 4
General Fund Overview
Permits and Fees Buildings
• Budgeted to be $2,137,121 and comprises 23% of General Fund revenues.
• This reflects a 13% decrease of $332,337 when compared to prior year estimates.
o Based on continuing growth in residential and commercial construction.
Fines and Forfeitures (Court)
• Budgeted to be $809,880 and comprises 9% of General Fund revenues.
• This revenue is budgeted to remain flat for fiscal year 2017-2018.
o Revenue generated from the Municipal Court is based on citations and warrants issued.
o The Keller Police Department will continue to provide police services for Westlake.
Miscellaneous Income
• Budgeted to be $18,560 and comprises .2% of General Fund revenues.
• This reflects a 74% decrease of $52,420 when compared to prior year estimates.
o Includes fees charged by the Town for facility rentals, sales of surplus/scrap items,
insurance refunds and equity returns.
Other Sources/Transfers In
• Budgeted to be $50,000 and comprises 1% of General Fund revenues.
• Reflects a 78% decrease of $181,278 from prior year estimated transfers in.
o The prior year included transfer in from the Utility fund for one-time impact fees of
$120,258, that will not be budgeted this year.
o The prior year included transfers in from Visitors Association Fund of $61,020, that is not
budgeted this year. The Communication’s department operating expenditures have
been removed from the Visitor Association Fund and will now be absorbed by the
General Fund.
EXPENDITURES AND OTHER USES
Total General Fund operating expenditures and transfers out are budgeted to be $10,563,575
This represents a 21% increase of $1,852,425 from prior year estimated expenditures of $8,711,150.
o As in recent years, Town staff continues to operate conservatively by controlling costs while
maintaining the highest possible levels of service.
o These goals are only possible through continued strategic planning and the innovative use
of available resources.
o Our overall budget philosophy focuses on meeting stated goals and objectives and
maintaining a 90-day operating fund balance.
Payroll & Related – Base Salaries, Taxes, Insurance and Retirement
• Budgeted to be $4,204,869 and comprise 40% of expenditures and other uses.
• Reflects a 12% increase of $436,077 from prior year estimated.
o Market band pay adjustments of $167,000
o Addition of one full-time Project Manager for the Public Works department $90,950
o Addition of one full-time Network Manager for the I.T. department $81,687
o Medical, dental and life insurance increased by 4% equal to $20,886
o The estimated budget for FY16/17 has been decreased by $33,938 for employees who left
mid-year, were hired later than budgeted, or hired at a lower wage than budgeted.
67
Section 4
General Fund Overview
• All payroll and related expenditures are paid via the General Fund. Portions of these
expenditures are subsidized by the Utility Fund and the Visitors Association Fund.
o Total payroll transfers in are $1,055,775
• Utility Fund - $482,700
• Capital Project Fund $54,565
• Visitors Association Fund - $518,510
Operations and Maintenance Accounts
• Budgeted to be $3,539,124 and comprise 34% of expenditures and other uses.
• Reflects a .5% increase of $17,009 from prior year estimated.
o Repair and Maintenance increased $33,115 due in large part to an increase in the facilities
maintenance department for contracted repairs and maintenance of municipal buildings.
o Rent and utilities increased $65,010 due to the leasing of new building space in July 2017.
o Services decreased $116,646 due to one-time purchases in the prior year; Laserfische work
processes $57K, facilities consultant $30K, IT contract services $28K.
o Supplies increased $35,530 for fire department uniforms $10K and the purchase of a CPR
machine $23k.
Other Uses/Transfers Out
• Budgeted to be $2,787,892 and comprise 26% of expenditures and other uses.
• Reflects a 101% increase of $1,399,339 from prior year estimated.
o Capital Projects Fund budgeted at $1,015,324;
A 100% increase from the prior year.
One-time Entrada planning and development fees.
o Debt Service Fund budgeted at $1,472,568;
An increase of $694,565 (89%) from prior year
Additional debt service payments associated with Westlake Academy facilities,
Fire Station/EMS Complex and various street projects
o General Maintenance and Replacement Fund – $300,000
A decrease of $310,550 from prior year.
Planned transfer to cover future capital repair and replacement costs
FUND BALANCE
• The ending fund balance is projected to be $8,173,594
• This amount represents a 15% decrease of $1,440,749 from prior year estimated fund balance.
• The unassigned balance of $7,618,392 represents coverage for 263 operating days.
68
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69
70
Fiscal Year 2017/2018
Adopted Estimated Proposed FY 17/18 Proposed
Budget Budget Budget vs
FY 16/17 FY 16/17 FY 17/18 FY 16/17 Estimated
General Sales Tax -$ -$ -$ -$ 0%
Property Tax - - - - 0%
Hotel Tax - - - - 0%
Charge for Services 3,565,755 3,752,705 3,777,315 24,610 1%
Beverage Tax - - - - 0%
Franchise Fees - - - - 0%
Permits & Fees 152,265 168,865 168,865 - 0%
Permits & Fees Buildings - - - - 0%
Fines & Forfeitures - - - - 0%
Investment Earnings 7,760 15,020 15,020 - 0%
Contributions - 50,000 - (50,000) -100%
Misc Income 17,030 35,800 35,800 - 0%
Total Revenues 3,742,810 4,022,390 3,997,000 (25,390) -1%
Transfers In - - - - 0%
Other Sources - - - - 0%
Total Other Sources - - - - 0%
TOTAL REVENUES & OTHER SOURCES 3,742,810$ 4,022,390$ 3,997,000$ (25,390)$ -1%
Payroll Transfer In -$ -$ -$ -$ 0%
Payroll Transfer Out 437,145 437,145 482,700 45,555 10%
Total Payroll and Related 437,145 437,145 482,700 45,555 10%
Debt 1,155,620 1,155,620 1,155,174 (446) 0%
Economic Development - - - - 0%
Insurance 8,250 8,750 8,750 - 0%
Repair & Maintenance 161,035 158,870 165,250 6,380 4%
Rent & Utilities 185,580 138,829 156,499 17,670 13%
Services 582,475 1,058,950 798,960 (259,990) -25%
Supplies 7,150 7,125 7,250 125 2%
Water Purchases 1,344,600 1,344,600 1,344,600 - 0%
Total Operations & Maintenance 3,444,710 3,872,744 3,636,483 (236,261) -6%
TOTAL OPERATING EXPENDITURES 3,881,855 4,309,889 4,119,183 (190,706) -4%
Capital Outlay 24,780 19,780 25,780 6,000 30%
Projects - Maintenance & Replacement Funds - - - - 0%
Projects - Capital & Expansions Funds 96,435 - - - 100%
Total Capital 121,215 19,780 25,780 6,000 30%
Transfers Out 158,765 278,593 56,250 (222,343) -80%
Other Uses - - - - 0%
Total Other Uses 158,765 278,593 56,250 (222,343) -80%
TOTAL NON-OPERATING EXPENDITURES 279,980 298,373 82,030 (216,343) -73%
TOTAL EXPENDITURES & OTHER USES 4,161,835 4,608,262 4,201,213 (407,049) -9%
EXCESS REVENUES OVER(UNDER) EXPENDITURES (419,025) (585,872) (204,213) 381,659 65%
FUND BALANCE, BEGINNING 1,280,064 1,280,064 694,191 (585,873) -46%
FUND BALANCE, ENDING 861,039 694,192 489,978 (204,214) -29%
Restricted/Assigned/Committed Funds 861,039 694,192 489,978 (204,214) -29%
UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ 0%
Cash 861,039$ 694,192$ 489,978$ (204,214)$ -29%
- 0%
- 0%
- 0%
- 0%
TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 861,039$ 694,192$ 489,978$ (204,214)$ -29%
ENTERPRISE FUNDS
Combined Program Summary
RESTRICTED/ASSIGNED/COMMITTED FUNDS
REVENUES & OTHER SOURCES
EXPENDITURES & OTHER USES
71
ENTERPRISE FUNDS
Combining Revenues, Expenditures and Fund Balance
Fiscal Year 2017/2018
Cemetery Fund Utility Fund TOTAL
REVENUES AND OTHER SOURCES
1 General Sales Tax $ - $ - $ -
2 Property Tax - - -
3 Charge for Services 11,575 3,765,740 3,777,315
4 Hotel Tax - - -
5 Beverage Tax - - -
6 Franchise Fees - - -
7 Permits and Fees - - -
8 Permits and Fees Utility - 168,865 168,865
9 Fines and Forfeitures - - -
10 Investment Earnings 900 14,120 15,020
11 Contributions - - -
12 Misc Income 350 35,450 35,800
13 Total Revenues 12,825 3,984,175 3,997,000
14 Transfers In - - -
15 Other Sources - - -
16 Total Other Sources - - -
17 TOTAL REVENUES AND OTHER SOURCES $ 12,825 $ 3,984,175 $ 3,997,000
18 EXPENDITURES AND OTHER USES
19 Payroll Transfers In $ - $ - $ -
20 Payroll Transfers Out - 482,700 482,700
21 Total Payroll & Related - 482,700 482,700
22 Debt - 1,155,174 1,155,174
23 Economimc Development - - -
24 Insurance - 8,750 8,750
25 Repair & Maintenance 7,000 158,250 165,250
26 Rent & Utilities - 156,499 156,499
27 Services 19,840 779,120 798,960
28 Supplies 350 6,900 7,250
29 Water Purchases - 1,344,600 1,344,600
30 Total Operations & Maintenance 27,190 3,609,293 3,636,483
31 Capital Outlay 5,000 20,780 25,780
32 Maintenance & Replacement Funds - - -
33 Capital Project Funds - - -
34 Total Capital 5,000 20,780 25,780
35 Transfers Out - 56,250 56,250
36 Other Uses - - -
37 Total Other Uses - 56,250 56,250
38 TOTAL EXPENDITURES AND OTHER USES 32,190 4,169,023 4,201,213
39 EXCESS REVENUES OVER (UNDER) EXPENDITURES (19,365) (184,848) (204,213)
40 BEGINNING FUND BALANCE 212,378 481,814 694,192
41 ENDING FUND BALANCE $ 193,013 $ 296,966 $ 489,979
72
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73
Cemetery Fund 255
74
Cemetery Fund 255
Program Summary
Fiscal Year 2017/2018
Adopted Estimated Proposed FY 17/18 Proposed
Budget Budget Budget
FY 16/17 FY 16/17 FY 17/18 FY 16/17 Estimated
General Sales Tax -$ -$ -$ -$ 0%
Property Tax - - - - 0%
Charge for Service 11,575 11,575 11,575 - 0%
Hotel Occupancy Tax - - - - 0%
Beverage Tax - - - - 0%
Franchise Fees - - - - 0%
Permits & Fees - - - - 0%
Permits & Fees Building - - - - 0%
Fines & Forfeitures - - - - 0%
Investment Earnings 140 900 900 - 0%
Contributions - 50,000 - (50,000) -100%
Misc Income 350 350 350 - 0%
Total Revenues 12,065 62,825 12,825 (50,000) -80%
Transfers In - - - - 100%
Other Sources - - - - 0%
Total Other Sources - - - - 100%
TOTAL REVENUES & OTHER SOURCES 12,065$ 62,825$ 12,825$ (50,000)$ -80%
Payroll Salaries -$ -$ -$ -$ 0%
Payroll Transfers - - - - 0%
Total Payroll and Related - - - - 0%
Debt - - - - 0%
Economic Development - - - - 0%
Insurance - - - - 0%
Repair & Maintenance 500 620 7,000 6,380 1029%
Rent & Utilities - - - - 0%
Services 4,925 7,840 19,840 12,000 153%
Supplies 250 225 350 125 56%
Water Purchases - - - - 0%
Total Operations & Maintenance 5,675 8,685 27,190 18,505 213%
TOTAL OPERATING EXPENSES 5,675 8,685 27,190 18,505 213%
Capital Outlay - - 5,000 5,000 100%
Capital Projects - - - - 0%
Total Capital - - 5,000 5,000 100%
Transfers Out - Operating - - - - 0%
Transfers Out - Non Operating - - - - 0%
Total Other Uses - - - - 0%
TOTAL NON-OPERATING EXPENSES - - 5,000 5,000 100%
TOTAL EXPENSES & OTHER USES 5,675 8,685 32,190 23,505 271%
EXCESS REVENUES OVER(UNDER) EXPENSES 6,390 54,140 (19,365) (73,505) 136%
FUND BALANCE, BEGINNING 158,238 158,238 212,378 54,140 34%
FUND BALANCE, ENDING 164,628 212,378 193,013 (19,365) -9%
Restricted/Assigned/Committed Funds 164,628 212,378 193,013 (19,365) -9%
UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ 0%
Cash 255 10110 00 000 164,628$ 212,378$ 193,013$ (19,365)$ -9%
TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 164,628$ 212,378$ 193,013$ (19,365)$ -9%
vs
REVENUES & OTHER SOURCES
EXPENSES & OTHER USES
RESTRICTED/ASSIGNED/COMMITED FUNDS
75
Section 4 Enterprise Funds
Cemetery Fund Overview
The Cemetery Fund includes all operations associated with the 5.5 acre cemetery located on
J.T. Ottinger Road.
Program activities include interment, lot sales, record keeping, and all maintenance associated
with the grounds, fences, trees and flower beds.
The cemetery was donated and conveyed by deed to the Town during FY 2008/09.
Revenues
• Revenues are budgeted to be $12,825
• This reflects a 79% decrease of $50,000 when compared to prior year estimated revenues of
$62,865.
o One-time private contributions $50,000 received in the prior year will be used in fiscal
year 2017/2018 for operations and maintenance to the cemetery.
Operating Expenses
• Expenditures are budgeted to be $32,190
• This represents a 270% increase of $23,505 when compared to prior year estimated
expenditures of $8,685.
o Repairs and maintenance increased $6,380; for items related to the irrigation and
grounds.
o Services increased $12,000; for items related to engineering and landscaping.
o Capital outlay increased $5,000; for land improvements to the cemetery.
Fund Balance
• The ending fund balance is projected to be $193,013
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77
Utility Fund 500
78
Utility Fund 500
Program Summary
Fiscal Year 2017/2018
Adopted Estimated Proposed FY 17/18 Proposed
Budget Budget Budget
FY 16/17 FY 16/17 FY 17/18 FY 16/17 Estimated
General Sales Tax -$ -$ -$ -$ 0%
Property Tax - - - - 0%
Charge for Service 3,554,180 3,741,130 3,765,740 24,610 1%
Hotel Occupancy Tax - - - - 0%
Beverage Tax - - - - 0%
Franchise Fees - - - - 0%
Permits & Fees - - - - 0%
Permits & Fees 152,265 168,865 168,865 - 0%
Fines & Forfeitures - - - - 0%
Investment Earnings 7,620 14,120 14,120 - 0%
Contributions - - - - 0%
Misc Income 16,680 35,450 35,450 - 0%
Total Revenues 3,730,745 3,959,565 3,984,175 24,610 1%
Transfers In - - - - 0%
Other Sources - - - - 0%
Total Other Sources - - - - 0%
TOTAL REVENUES & OTHER SOURCES 3,730,745$ 3,959,565$ 3,984,175$ 24,610$ 1%
Payroll Salaries -$ -$ -$ -$ 0%
Payroll Transfer Out 437,145 437,145 482,700 45,555 10%
Total Payroll and Related 437,145 437,145 482,700 45,555 10%
Debt 1,155,620 1,155,620 1,155,174 (446) 0%
Economic Development - - - - 0%
Insurance 8,250 8,750 8,750 - 0%
Repair & Maintenance 160,535 158,250 158,250 - 0%
Rent & Utilities 185,580 138,829 156,499 17,670 13%
Services 577,550 1,051,110 779,120 (271,990) -26%
Supplies 6,900 6,900 6,900 - 0%
Water Purchases 1,344,600 1,344,600 1,344,600 - 0%
Total Operations & Maintenance 3,439,035 3,864,059 3,609,293 (254,766) -7%
TOTAL OPERATING EXPENSES 3,876,180 4,301,204 4,091,993 (209,211) -5%
Capital Outlay 24,780 19,780 20,780 1,000 5%
Capital Projects 96,435 - - - 0%
Total Capital 121,215 19,780 20,780 1,000 5%
Transfers Out - Operating 158,765 278,593 56,250 (222,343) -80%
Transfers Out - Non Operating - - - - 0%
Total Other Uses 158,765 278,593 56,250 (222,343) -80%
TOTAL NON-OPERATING EXPENSES 279,980 298,373 77,030 (221,343) -74%
TOTAL EXPENSES & OTHER USES 4,156,160 4,599,577 4,169,023 (430,554) -9%
EXCESS REVENUES OVER(UNDER) EXPENSES (425,415) (640,012) (184,848) 455,164 71%
FUND BALANCE, BEGINNING 1,121,826 1,121,826 481,814 (640,012) -57%
FUND BALANCE, ENDING 696,411 481,814 296,966 (184,848) -38%
Restricted/Assigned/Committed Funds 235,651 235,651 239,185 3,535 1%
UNASSIGNED FUND BALANCE, ENDING 460,761$ 246,164$ 57,781$ (188,383)$ -77%
Deposits 500 10112 00 000 235,651$ 235,651$ 239,185$ 3,535$ 1%
TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 235,651$ 235,651$ 239,185$ 3,535$ 1%
vs
REVENUES & OTHER SOURCES
EXPENSES & OTHER USES
RESTRICTED/ASSIGNED/COMMITED FUNDS
79
Section 5 Enterprise Funds
Utility Fund Overview
The Utility Fund is responsible for water, wastewater, and ductbank services. All activities related to
the provision of these services are accounted for in the fund, including administration, operations,
maintenance, financing and related debt service, billing, and collection. Capital and operating costs
associated with Town utility services are financed primarily through user charges. The Town continues
to use advanced automated technologies to control storage facility inflows and minimize annual
peak payment charges from the City of Fort Worth.
Revenues
• Total revenues are budgeted to be $3,984,175
• This represents a 1% increase of $24,640 from prior year estimated revenues of $3,959,565.
o Charges for services increased $24,610 due to anticipated population growth.
o The following revenues will remain flat for FY 17/18.
Permits and fees of $168,865
Investment earnings of $14,120
Miscellaneous income of $35,430
Utility Fund revenue is primarily comprised of fees for water and wastewater services. The fund also
receives a small portion of its revenue through tap fees and interest income, and currently serves as a
mechanism for collecting and distributing debt service and impact fees.
• Water Revenue $2,706,013 - The Utility Fund is the recipient of all revenue generated from water
sales in the Town. As Westlake’s customer base continues to expand, additional demands will be
placed on the utility system, requiring incremental expansion and maintenance of infrastructure.
• Wastewater Revenue $834,395- Wastewater revenue is the second largest component of the Utility
Fund. Revenue is expected to grow proportionate to future non-irrigation water demands.
• Ductbank Permit Fees $83,700 - The ductbank is a series of Town owned conduit that houses
underground telecommunication infrastructure in portions of Westlake. Revenues are contingent
upon utility companies leasing out portions of the ductbank. The Town continues to anticipate
growth in new ductbank leases with telecommunications companies.
• Tap and Impact Fees - $93,135 These revenues are a direct reflection of new home starts.
• Waste Management $5,415- The Town receives a 12% fee from its franchisee. The current rate for
solid waste and recycling service remains unchanged since 2008.
The Utility Fund budget is designed to fully recover all system costs as well as provide for capital
improvements and maintenance of Westlake’s water and wastewater infrastructure.
• Water and wastewater rates are based on a rate study conducted in November 2016 and
approved by the Town Council at the January 2017 Town Council meeting.
80
Section 5 Enterprise Funds
Utility Fund Overview
• Staff is committed to maintaining an up to date utility rate analysis to maintain the integrity of
the fund. To that end town staff will update the rate study completed in November 2016 which
will help guide future rate policy.
Operating Expenses
• Total expenditures are budgeted to be $4,169,023
• This represents a 9% decrease of $430,554 from prior year estimated expenditures of $4,559,577
o Debt decreased $446 when compared to prior year estimate. The FY17/18 debt includes $888K
for the Fort Worth water line. This is the second year that this payment will be made.
o Payroll transfers out to the General Fund increased $45,555; due to additional public works
project manager that will be added in fiscal year 2017/2018.
o Rent and utilities increased $17,670; due to the leasing of new building space in July 2017.
o Services decreased $271,990 when compared to prior year estimate.
Southlake wastewater treatment is budgeted at $1,000 which is a decrease
$499,000; anticipating new meter stations going online and this will result in
payments being made directly to TRA for sewer services.
TRA wastewater treatment budgeted at $612,000 is an increase of $226,800;
increased to include the Southlake flow and payment as noted above along with
an anticipated decrease in cost of service.
o Capital outlay increased $1,000 when compared to prior year estimate for the purchase of a
computer for new project manager.
The Utility Fund is burdened with three outstanding long-term obligations.
• The long-term liability of the loan from Hillwood to the Town to construct 16” and 20” transmission
water lines and the US 377 Pump Station.
o The Town is contractually obligated to pay for this infrastructure through a surcharge on
water rates. The Town is divided into two service areas, one being the Circle T Ranch,
and the remaining areas within the Town’s limits which constitute the “Town” service
area. The Town pays Hillwood $.25 cents per 1,000 gallons of water distributed to
consumers in these two service areas. Each service area pays its respective portion of
the overall debt based on the volume of water used.
o The contract clearly stipulates that this debt is not a general obligation of the Town. It is,
however, required to be paid back through this assessment being attached to the
water rate. The rate would have to be significantly increased to pay this debt off in the
twenty years contemplated under the agreement.
o Hillwood has stated that once the Town and Hillwood agree on proportionate future
infrastructure funding, this liability will be erased. Nevertheless, the obligation does exist
and water rates should always be reviewed with this obligation in mind.
81
Section 5 Enterprise Funds
Utility Fund Overview
• The long-term liability of the joint Westlake/Keller water tower.
o This tower was constructed to provide necessary water storage and pressures within
Westlake.
• The proportionate buyout of infrastructure owned by the Hunt Trust which sold the Circle T
Ranch to Hillwood.
o The Town agreed with Hillwood that in exchange for the dissolution of existing Municipal
Utility Districts (MUDs), the Utility Fund will reimburse Hillwood the share of purchased MUD
infrastructure for each development based upon the acres removed from the MUDs.
o Hillwood, in turn, must deposit these funds into an escrow account owned by the Hunt
Trust.
Transfers Out
• Transfers out are budgeted to be $56,250
• This represents an 80% decrease of $222,343 from prior year estimated transfers out of $278,593
o Transfers out to General Fund decreased $120,258; due to one-time impact fees transferred in
the prior year.
o Transfers out to Vehicle M&R Fund decreased $2,085.
o Transfers out to Utility M&R decreased $100,000. A decision was made to decrease this transfer
for one year as the fund balance in Utility M&R is currently stable.
Fund Balance
• The ending fund balance is projected to be $296,966
82
Pymt Fiscal 500-48840-16-00 500-48850-16-00
No.Year Principal Interest
1 2/15/2015 21,450$ 34,325$ 55,775$
2 2/15/2016 21,450 33,896 55,346
3 2/15/2017 22,000 33,461 55,461
4 2/15/2018 22,000 33,021 55,021
5 2/15/2019 22,550 32,576 55,126
6 2/15/2020 23,650 32,114 55,764
7 2/15/2021 23,650 31,582 55,232
8 2/15/2022 24,750 30,977 55,727
9 2/15/2023 25,300 30,288 55,588
10 2/15/2024 26,400 29,512 55,912
11 2/15/2025 26,400 28,720 55,120
12 2/15/2026 28,050 27,904 55,954
13 2/15/2027 28,600 27,018 55,618
14 2/15/2028 29,700 26,071 55,771
15 2/15/2029 42,900 24,837 67,737
16 2/15/2030 44,550 23,307 67,857
17 2/15/2031 45,650 21,728 67,378
18 2/15/2032 65,450 19,621 85,071
19 2/15/2033 34,650 17,619 52,269
20 2/15/2034 36,300 16,200 52,500
21 2/15/2035 37,950 14,715 52,665
22 2/15/2036 39,600 13,164 52,764
23 2/15/2037 40,700 11,634 52,334
24 2/15/2038 42,350 10,129 52,479
25 2/15/2039 44,000 8,564 52,564
26 2/15/2040 45,650 6,853 52,503
27 2/15/2041 47,300 4,994 52,294
28 2/15/2042 49,500 3,058 52,558
29 2/15/2043 51,700 1,034 52,734
$ 1,014,200 $ 628,918 $ 1,643,118 TOTAL
Original Issue $1,000,000 by US Bank in April 2013
Ground Storage Tank - Debt Payable
U T I L I T Y F U N D
SERIES 2013 CERTIFICATES OF OBLIGATION
TOTAL
83
84
Fiscal Year 2017/2018
Adopted Estimated Proposed FY 16/17 Proposed
Budget Budget Budget vs
FY 16/17 FY 16/17 FY 17/18 FY 15/16 Estimated
General Sales Tax -$ -$ -$ -$ 0%
Property Tax - - - - 0%
Hotel Tax - - - - 0%
Charge for Services - - - - 0%
Beverage Tax - - - - 0%
Franchise Fees - - - - 0%
Permits & Fees 6,000 6,000 6,000 - 0%
Permits & Fees Buildings - - - - 0%
Fines & Forfeitures - - - - 0%
Investment Earnings 4,470 7,015 7,015 - 0%
Contributions - 110,500 - (110,500) -100%
Misc Income - 13,415 - (13,415) -100%
Total Revenues 10,470 136,930 13,015 (123,915) -90%
Transfers In 458,335 1,107,220 306,250 (800,970) -72%
Other Sources - 8,715 - (8,715) -100%
Total Other Sources 458,335 1,115,935 306,250 (809,685) 0%
TOTAL REVENUES & OTHER SOURCES 468,805$ 1,252,865$ 319,265$ (933,600)$ -75%
Payroll Transfer In -$ -$ -$ -$ 0%
Payroll Transfer Out - - - - 0%
Total Payroll and Related - - - - 0%
Debt - - - - 0%
Economic Development - - - - 0%
Insurance - - - - 0%
Repair & Maintenance - - - - 0%
Rent & Utilities - - - - 0%
Services - - - - 0%
Supplies - - - - 0%
Water Purchases - - - - 0%
Total Operations & Maintenance - - - - 0%
TOTAL OPERATING EXPENDITURES - - - - 0%
Capital Outlay - - - - 0%
Projects - Maintenance & Replacement Funds 783,700 1,391,745 532,000 (859,745) -62%
Projects - Capital & Expansions Funds - - - - 0%
Total Capital 783,700 1,391,745 532,000 (859,745) -62%
Transfers Out - 380,000 - (380,000) 100%
Other Uses - - - - 0%
Total Other Uses - 380,000 - (380,000) 100%
TOTAL NON-OPERATING EXPENDITURES 783,700 1,771,745 532,000 (1,239,745) -70%
TOTAL EXPENDITURES & OTHER USES 783,700 1,771,745 532,000 (1,239,745) -70%
EXCESS REVENUES OVER(UNDER) EXPENDITURES (314,895) (518,880) (212,735) 306,145 59%
FUND BALANCE, BEGINNING 1,129,282 1,129,282 610,402 (518,880) -46%
FUND BALANCE, ENDING 814,387 610,402 397,667 (212,735) -35%
Restricted/Assigned/Committed Funds 814,387 610,402 397,667 (212,735) -35%
UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ 0%
Cash 814,387$ 610,402$ 397,667$ (212,735)$ -35%
- 0%
- 0%
- 0%
- 0%
TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 814,387$ 610,402$ 397,667$ (212,735)$ -35%
RESTRICTED/ASSIGNED/COMMITTED FUNDS
REVENUES & OTHER SOURCES
EXPENDITURES & OTHER USES
INTERNAL SERVICE FUNDS
Combined Program Summary
85
INTERNAL SERVICE FUNDS
Combining Revenues, Expenditures and Fund Balance
Fiscal Year 2017/2018
Utility
M&R
General
M&R
Utility Vehicle
M&R
General Vehicle
M&R TOTAL
REVENUES AND OTHER SOURCES
1 General Sales Tax $ - $ - $ - $ - $ -
2 Property Tax - - - - -
3 Charge for Services - - - - -
4 Hotel Tax - - - - -
5 Beverage Tax - - - - -
6 Franchise Fees - - - - -
7 Permits and Fees - 6,000 - - 6,000
8 Permits and Fees Building - - - - -
9 Fines and Forfeitures - - - - -
10 Investment Earnings 4,500 1,550 40 925 7,015
11 Contributions - - - - -
12 Misc Income - - - - -
13 Total Revenues 4,500 7,550 40 925 13,015
14 Transfers In - 300,000 6,250 - 306,250
15 Other Sources - - - - -
16 Total Other Sources - 300,000 6,250 - 306,250
17 TOTAL REVENUES AND OTHER SOURCES $ 4,500 $ 307,550 $ 6,290 $ 925 $ 319,265
18 EXPENDITURES AND OTHER USES
19 Payroll Transfers In $ - $ - $ - $ - $ -
20 Payroll Transfers Out - - - - -
21 Total Payroll & Related - - - - -
22 Debt - - - - -
23 Economimc Development - - - - -
24 Insurance - - - - -
25 Repair & Maintenance - - - - -
26 Rent & Utilities - - - - -
27 Services - - - - -
28 Supplies - - - - -
29 Water Purchases - - - - -
30 Total Operations & Maintenance - - - - -
31 Capital Outlay - - - - -
32 Maintenance & Replacement Funds 245,000 287,000 - - 532,000
33 Capital Project Funds - - - - -
34 Total Capital 245,000 287,000 - - 532,000
35 Transfers Out - - - - -
36 Other Uses - - - - -
37 Total Other Uses - - - - -
38 TOTAL EXPENDITURES AND OTHER USES $ 245,000 $ 287,000 $ - $ - $ 532,000
39 EXCESS REVENUES OVER (UNDER) EXPENDITURES (240,500) 20,550 6,290 925 (212,735)
40 BEGINNING FUND BALANCE 447,439 623 25,360 136,979 610,402
41 ENDING FUND BALANCE $ 206,939 $ 21,173 $ 31,650 $ 137,904 $ 397,667
86
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87
Utility
Maintenance
& Replacement
Fund 510
88
Utility Maintenance & Replacement Fund 510
Program Summary
Fiscal Year 2017/2018
Adopted Estimated Proposed FY 17/18 Proposed
Budget Budget Budget
FY 16/17 FY 16/17 FY 17/18 FY 16/17 Estimated
General Sales Tax -$ -$ -$ -$ 0%
Property Tax - - - - 0%
Charge for Service - - - - 0%
Hotel Occupancy Tax - - - - 0%
Beverage Tax - - - - 0%
Franchise Fees - - - - 0%
Permits & Fees - - - - 0%
Permits & Fees Building - - - - 0%
Fines & Forfeitures - - - - 0%
Investment Earnings 2,370 4,500 4,500 - 0%
Contributions - - - - 0%
Misc Income - - - - 0%
Total Revenues 2,370 4,500 4,500 - 0%
Transfers In 100,000 100,000 - (100,000) 100%
Other Sources - - - - 0%
Total Other Sources 100,000 100,000 - (100,000) 100%
TOTAL REVENUES & OTHER SOURCES 102,370$ 104,500$ 4,500$ (100,000)$ -96%
Payroll Salaries -$ -$ -$ -$ 0%
Payroll Transfers - - - - 0%
Total Payroll and Related - - - - 0%
Debt - - - - 0%
Economic Development - - - - 0%
Insurance - - - - 0%
Repair & Maintenance - - - - 0%
Rent & Utilities - - - - 0%
Services - - - - 0%
Supplies - - - - 0%
Water Purchases - - - - 0%
Total Operations & Maintenance - - - - 0%
TOTAL OPERATING EXPENDITURES - - - - 0%
Capital Outlay - - - - 0%
Capital Projects 232,500 - 245,000 245,000 100%
Total Capital 232,500 - 245,000 245,000 100%
Transfers Out - Operating - 380,000 - (380,000) 100%
Transfers Out - Non Operating - - - - 0%
Total Other Uses - 380,000 - (380,000) 100%
TOTAL NON-OPERATING EXPENDITURES 232,500 380,000 245,000 (135,000) 100%
TOTAL EXPENDITURES & OTHER USES 232,500 380,000 245,000 (135,000) 100%
EXCESS REVENUES OVER(UNDER) EXPENDITURES (130,130) (275,500) (240,500) 35,000 13%
FUND BALANCE, BEGINNING 722,939 722,939 447,439 (275,500) -38%
FUND BALANCE, ENDING 592,809 447,439 206,939 (240,500) -54%
Restricted/Assigned/Committed Funds 592,809 447,439 206,939 (240,500) -54%
UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ 0%
Cash 510 10110 00 000 592,809$ 447,439$ 206,939$ (240,500)$ -54%
TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 592,809$ 447,439$ 206,939$ (240,500)$ -54%
vs
REVENUES & OTHER SOURCES
EXPENDITURES & OTHER USES
RESTRICTED/ASSIGNED/COMMITED FUNDS
89
Section 6 Internal Service Funds
Utility Maintenance & Replacement Overview
The Utility Maintenance & Replacement Fund (UMR) was created to provide a mechanism for
repair and replacement of existing capital assets such as pump stations, lift stations, elevated
and ground storage facilities, water and sewer lines, etc.
This fund receives planned revenue transfers from the Utility Fund that are intended to cover
the cost of future capital repair and replacement. Similar to the General Maintenance and
Replacement Fund, the UMR was created to help avoid future bond programs and encourage
a conservative pattern of spending that minimizes reliance on elastic revenue streams.
Projects are included each year from a long-range maintenance schedule which incorporates
routine scheduled maintenance, recommended replacement guidelines and evaluations, and
upgrades of lines and permanent capital assets.
Revenues and Other Sources
• Revenues are budgeted to remain flat at $4,500 for investment earnings.
• Transfers in from the Utility Fund have been decreased to zero for the current year.
M&R Projects
• Maintenance and replacement projects are budgeted to be $245,000
o Pump Station Equipment $100,000
o Repaint Ground Storage Tank $100,000
o Sewer Easement Cleaning Machine $45,000
Other Uses
• Transfers out are budgeted to decrease 100% when compared to prior year estimate of
$380,000. This is due to one-time transfers out to the General M&R Fund budgeted in the
prior year for furniture, fixtures, etc. related to the new municipal building.
Fund Balance
• The ending fund balance is projected to be $206,939
90
FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22
ESTIMATED PROPOSED Budget Budget Budget Budget
Description Account Number BUDGET BUDGET
REVENUES AND OTHER SOURCES
Interest Income 510-36110-00-000 4,500$ 4,500$ 3,400$ 3,400$ 3,400$ 3,400$
Transfer in from UF 510-52550-88-000 100,000 - 25,000 25,000 25,000 25,000
TOTAL REVENUES AND OTHER SOURCES 104,500$ 4,500$ 28,400$ 28,400$ 28,400$ 28,400$
M&R PROJECTS
Pump Station Equipment 510-44123-16-000-000005 -$ 100,000$ -$ -$ -$ -$
Sewer Easement Cleaning Mac 510-44114-16-000-000014 - 45,000 - - - -
Repaint Ground Storage Tank 510-44119-16-000-000015 - 100,000 - - - -
TOTAL PROJECTS - 245,000 - - - -
OTHER USES
Transfer Out to GMR 510-62600-99-000 380,000 - - - - -
TOTAL OTHER USES 380,000$ -$ -$ -$ -$ -$
NET CHANGE TO FUND BALANCE (275,500) (240,500) 28,400 28,400 28,400 28,400
BEGINNING FUND BALANCE 722,939 447,439 206,939 235,339 263,739 292,139
ENDING FUND BALANCE 447,439$ 206,939$ 235,339$ 263,739$ 292,139$ 320,539$
------------------------ Projection--------------------------
5 Year Projection
Utility - Maintenance and Replacement Fund
91
General
Maintenance
& Replacement
Fund 600
92
General Maintenance & Replacement Fund 600
Program Summary
Fiscal Year 2017/2018
Adopted Estimated Proposed FY 17/18 Proposed
Budget Budget Budget
FY 16/17 FY 16/17 FY 17/18 FY 16/17 Estimated
General Sales Tax -$ -$ -$ -$ 0%
Property Tax - - - - 0%
Charge for Service - - - - 0%
Hotel Occupancy Tax - - - - 0%
Beverage Tax - - - - 0%
Franchise Fees - - - - 0%
Permits & Fees 6,000 6,000 6,000 - 0%
Permits & Fees Building - - - - 0%
Fines & Forfeitures - - - - 0%
Investment Earnings 1,550 1,550 1,550 - 0%
Contributions - 500 - (500) -100%
Misc Income - - - - 0%
Total Revenues 7,550 8,050 7,550 (500) -6%
Transfers In 350,000 990,550 300,000 (690,550) -70%
Other Sources - - - - 0%
Total Other Sources 350,000 990,550 300,000 (690,550) -70%
TOTAL REVENUES & OTHER SOURCES 357,550$ 998,600$ 307,550$ (691,050)$ -69%
Payroll Salaries -$ -$ -$ -$ 0%
Payroll Transfers - - - - 0%
Total Payroll and Related - - - - 0%
Debt - - - - 0%
Economic Development - - - - 0%
Insurance - - - - 0%
Repair & Maintenance - - - - 0%
Rent & Utilities - - - - 0%
Services - - - - 0%
Supplies - - - - 0%
Water Purchases - - - - 0%
Total Operations & Maintenance - - - - 0%
TOTAL OPERATING EXPENDITURES - - - - 0%
Capital Outlay - - - - 0%
Maintenance and Replacement 496,200 1,226,745 287,000 (939,745) -77%
Capital Projects - - - - 0%
Total Capital 496,200 1,226,745 287,000 (939,745) -77%
Transfers Out - Operating - - - - 0%
Transfers Out - Non Operating - - - - 0%
Total Other Uses - - - - 0%
TOTAL NON-OPERATING EXPENDITURES 496,200 1,226,745 287,000 (939,745) -77%
TOTAL EXPENDITURES & OTHER USES 496,200 1,226,745 287,000 (939,745) -77%
EXCESS REVENUES OVER(UNDER) EXPENDITURES (138,650) (228,145) 20,550 248,695 109%
FUND BALANCE, BEGINNING 228,768 228,768 623 (228,145) -100%
FUND BALANCE, ENDING 90,118 623 21,173 20,550 3297%
Restricted/Assigned/Committed Funds 90,118 623 21,173 20,550 3297%
UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ 0%
Cash 600 10110 00 000 90,118$ 623$ 21,173$ 20,550$ 3297%
TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 90,118$ 623$ 21,173$ 20,550$ 3297%
vs
REVENUES & OTHER SOURCES
EXPENDITURES & OTHER USES
RESTRICTED/ASSIGNED/COMMITED FUNDS
93
Section 6 Internal Service Funds
General Maintenance & Replacement Overview
The General Maintenance & Replacement Fund (GMR) was created to provide a mechanism
for the long term repair and replacement of large capital assets such as HVAC, walls, floors and
ceilings, plumbing, electric, roadways, etc.
This fund receives planned revenue transfers from each operating fund that owns and maintains
capital assets. Accumulated funds are intended to cover the cost of future capital repair and
replacement. The GMR is designed to (1) avoid future bond programs, (2) encourage a
conservative pattern of spending, (3) minimize reliance on revenue streams that are vulnerable
to fluctuations in the economy, such as the sales tax, and (4) prevent excessive maintenance
and repair costs via the timely replacement of capital assets. Project lists are developed
annually from a long-range facility maintenance schedule and incorporated into a routine
schedule for maintenance and replacement of major facility equipment, infrastructure and
permanent capital assets.
Revenues and Other Sources
• Revenues and Other Sources are budgeted to be $ 307,750
• This represents an 69% decrease of $691,050 from the prior year estimated budget of
$998,600.
o Transfers in from the General Fund decreased $310,550.
o Transfers in from the Utility Maintenance & Replacement Fund decreased $380,000.
Expenditures and Other Uses
• Expenditures and Other Uses are budgeted to be $287,000.
• This is a 77% decrease of $939,745 from the prior year estimated budget of $1,226,745.
o The prior year budget included $800K for construction costs related to the new town
hall building.
• Projects for fiscal year 2017/2018 are noted below:
Dept # Project Name Amount
Dept. 17 Academy Facilities 200,000
Dept. 19 Parks, Trails, Recreation 32,000
Dept. 20 Information Technology 30,000
Dept. 26 Municipal Facilities 25,000
TOTAL PROJECTS $ 287,000
Fund Balance
• The ending fund balance is projected to be $21,173
94
5 Year Projection
FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22
ESTIMATED PROPOSED Budget Budget Budget Budget
Description Account Number BUDGET BUDGET
REVENUES AND OTHER SOURCES
Firefighter Equipment Fees n/a 600-34008-14-000 6,000 6,000 6,000 6,000 6,000 6,000
Interest Income n/a 600-36110-00-000 1,550 1,550 1,750 1,750 1,750 1,750
Contributions n/a 600-33700-14-101 500 - - - - -
Transfer in from UMR n/a 600-52541-88-000 380,000 - - - - -
Transfer in from GF n/a 600-52510-88-000 610,550 300,000 300,000 200,000 200,000 200,000
TOTAL REVENUES AND OTHER SOURCES 998,600$ 307,550$ 307,750$ 207,750$ 207,750$ 207,750$
GENERAL MAINTENANCE/REPLACEMENT PROJECTS
WA-Irrigation System 7 600-43340-17-000-000007 10,000$ 9,000$ 5,000$ 15,000$ 5,000$ 5,000$
WA-Carpet/VCT Flooring 8 600-45908-17-000-000008 25,000 29,000 15,000 15,000 15,000 15,000
WA-Ext Environmental Improvements Irrig 9 600-44306-17-000-000009 7,500 9,000 10,000 - 12,000 12,000
WA-Envrnmt Bldg UG light/water 10 600-45908-17-000-000010 5,000 4,000 10,000 - 5,000 5,000
WA-Exterior Paint & Wood R&M 11 600-45909-17-000-000011 11,000 7,000 4,000 4,000 8,000 8,000
WA-Painting/Cloth Wall R&M 12 600-44220-17-000-000012 6,250 9,000 8,000 10,000 8,000 8,000
WA-Roof Repairs 13 600-45909-17-000-000013 56,615 45,000 9,000 15,000 5,000 5,000
WA-Parking Lot 15 600-44306-17-000-000015 8,555 - 25,000 - - -
WA-Refurbish Classrooms 17 600-45908-17-000-000017 15,000 24,000 30,000 35,000 25,000 25,000
WA-Update Security System 18 600-43354-17-000-000018 20,000 4,000 25,000 5,000 8,000 8,000
WA-Update Security Cameras 19 600-43354-17-000-000019 15,000 9,000 - 2,000 12,000 12,000
WA-Interior Building R&M 23 600-45908-17-000-000023 40,000 7,000 15,000 10,000 15,000 15,000
WA-15 Ton Split HVAC System 24 600-43347-17-000-000024 11,250 9,000 15,000 10,000 25,000 25,000
WA-2 Ton Roof Top Units 25 600-43347-17-000-000025 13,200 9,000 5,000 15,000 10,000 10,000
WA-AC ton/7.5 ton server room 26 600-43347-17-000-000026 5,000 9,000 5,000 - 20,000 20,000
WA-Heater Boilers 29 600-44219-17-000-000029 - 4,000 5,000 - 25,000 25,000
WA-HVAC System Replacement 32 600-43347-17-000-000032 10,000 9,000 10,000 - 5,000 5,000
WA-Plumbing Repair/Replacement 36 600-45904-17-000-000036 4,965 4,000 9,000 15,000 5,000 5,000
WA-Furniture/Interior Bldg 45 600-47415-17-000-000045 5,400 - - - - -
TOTAL ACADEMY FACILITIES MAINTENANCE 269,735 200,000 205,000 151,000 208,000 208,000
Park R&M 43 600-45911-19-000-000043 10,000 20,000 10,000 10,000 10,000 10,000
Trail Repairs 14 600-43343-19-000-000014 12,000 12,000 10,000 10,000 10,000 10,000
TOTAL PARKS & RECREATION 22,000 32,000 20,000 20,000 20,000 20,000
Servers & Network Storage 20 600-43405-20-000-000020 25,000 15,000 40,000 15,000 15,000 15,000
Network Printers/Peripheal Dev 21 600-43405-20-000-000021 7,500 5,000 5,000 5,000 5,000 5,000
Network Equipment 27 600-43405-20-000-000027 75,000 - 115,000 25,000 25,000 25,000
Principal Expense 27 600-47120-20-000-000027 - - - - - -
Phone System/Peripheal Devices 28 600-45305-20-000-000028 5,000 5,000 65,000 10,000 10,000 10,000
Server Replacements 33 600-43405-20-000-000033 12,710 5,000 20,000 12,500 100,000 12,500
TOTAL INFORMATION TECHNOLOGY 125,210 30,000 245,000 67,500 155,000 67,500
Town-Irrigation R&M 7 600-43340-26-000-000007 - - 5,000 5,000 5,000 5,000
Town-Env Bldg UG light/water 10 600-45908-26-000-000010 - - 10,000 10,000 10,000 10,000
Town-Parking Lot 15 600-44306-26-000-000015 - - 4,000 4,000 4,000 4,000
Town-Heater 29 600-44219-26-000-000029 - - 3,000 3,000 3,000 3,000
Town-HVAC System Replacement 32 600-43347-26-000-000032 - - 5,000 5,000 5,000 5,000
Town-Furniture/Interior Bldg 45 600-47415-26-000-000045 809,800 25,000 - - - -
Town-Open Space Improvements 52 600-43343-26-000-000052 - - - - - -
TOTAL TOWN FACILITIES MAINTENANCE 809,800 25,000 27,000 27,000 27,000 27,000
GRAND TOTAL PROJECTS 1,226,745 287,000 497,000 265,500 410,000 322,500
NET CHANGE TO FUND BALANCE (228,145) 20,550 (189,250) (57,750) (202,250) (114,750)
BEGINNING FUND BALANCE 228,768 623 21,173 (168,077) (225,827) (428,077)
ENDING FUND BALANCE 623$ 21,173$ (168,077)$ (225,827)$ (428,077)$ (542,827)$
Proj
# -------------------------Projection-------------------------
General - Maintenance and Replacement Fund
95
Overview of
Vehicle & Maintenance
Funds
96
Section 6 Internal Service Funds
Vehicle Maintenance & Replacement
VEHICLE MAINTENANCE AND REPLACEMENT
The Town recognizes that deferred maintenance and not anticipating capital
replacement needs increases future capital costs. Annually, available funds will be
evaluated during the budget process and a percentage of each operating fund’s
budget will be recommended to the Council for transfer. Upon approval by the Council,
the recommended amount will be transferred to the appropriate funds (General or Utility
Maintenance Replacement Fund) for major maintenance/ replacement of street, building
roof, flooring, air conditioning, equipment, etc.
The Town of Westlake owns, operates, and maintains a number of vehicles. To provide a
fiscally responsible vehicle and equipment replacement policy that enables the Town to
maximize vehicle and equipment utilization, while maintaining the Town’s desired public
image and high-quality program of services for our residents. Therefore, the Town of
Westlake will maintain a Vehicle and Equipment Replacement and Depreciation
Schedule; said schedule will be maintained by the Finance Department.
Vehicle and equipment replacement criteria will be developed according to each items
anticipated useful service life. Typically, this is based upon the type or “category” of the
vehicle/equipment and its usage. Each item will be surveyed annually and assigned a
score based upon the Point Range and Guideline document. A vehicle will be replaced
according to the established criteria unless the Department Head(s) and the Town
Manager’s office determine that: 1) mechanical failure or vehicle damage warrants
earlier replacement, or 2) the vehicle is still serviceable and may serve additional years
beyond its original anticipated service life.
Funding for vehicle/equipment replacement should be incrementally allocated from
department operating funds to a restricted Capital Maintenance and Replacement Fund,
subject to funding availability on an annual basis. Future vehicle/equipment
replacements should be funded from this restricted fund, which receives accumulated
operating fund transfers based upon the Vehicle and Equipment Depreciation Schedule.
Funding will consist of an annual set-aside based upon a straight-line depreciation for
each vehicle over the course of its useful life and budgeted as part of the annual budget
development process.
Depreciation fees should commence the same fiscal year of each new and replacement
vehicle/equipment purchase. Likewise, depreciation expenses should be expensed from
the respective department operating budget and deposited into the Capital
Maintenance and Replacement Fund. Depreciation expenses shall continue through the
service life of the new vehicle/equipment and shall cease upon retirement of said
vehicle/equipment.
97
Section 6 Internal Service Funds
Vehicle Maintenance & Replacement
REPLACEMENT AND DEPRECIATION GUIDELINES
Purpose - To provide a fiscally responsible vehicle and equipment replacement and
depreciation policy, which will enable the Town of Westlake to maximize asset utilization
while maintaining a positive public image and being fiscally responsible in our budgeting
and fleet replacement programs.
Policy - Replacement criteria for Town-owned vehicles and equipment will depend
primarily on a point system, which is based upon the following factors:
• Age
• Miles/Hour Usage
• Type of Service
• Reliability
• Maintenance and Repair Costs (not to include incident repairs)
• Condition
Point Range Chart Note: The Town may decide to retain a vehicle beyond the stated
criteria after an evaluation of anticipated usage, repairs and operating costs. Each Town
vehicle and small equipment have been placed in a specific category (as listed below)
in order to allow for uniformity in our replacement standards.
Category "A" - This category consists of the one (1) 18-passenger and one (1) 20-
passenger school bus. The life span for school bus is 10 years. The Fire Department
which includes engines, ladder truck, ambulances, and attack truck which are used
primarily as a front-line response vehicle. The front-line life-span of the Engine is 15 years
and has a reserve life-span for additional five years. The ambulance front-line life-span is
seven years and has a reserve vehicle life-span for additional seven. The Town currently
has one (1) Engine, one (1) Attack Truck and two (2) Ambulances.
Category "B" - This category consists of Maintenances and Public Works vehicles which
are used to serve the public on a day-to-day basis and pull trailers. Due to the heavy use,
these vehicles may be scheduled for replacement at 100,000 miles provided the
maintenance cost is considerably higher than vehicles of the same type. The Town
currently has two (2) Public Works trucks.
Category "C" - This category consists of all other cars and pickups, which include
administration pool car, building inspection truck, warrant officer public safety vehicle.
These vehicles are generally assigned to a designated staff member and should not be
replaced earlier than 100,000 miles provided the maintenance cost is considerably higher
than vehicles of the same type.
Category "D" - This category consists of other off-road equipment (mule and mowers) that
are used to serve the public on an "as needed" basis. Replacement of this category
may be made after 2,500 operating hours, or provided the maintenance cost is
considerably higher than equipment of the same type. The Town currently has one (1)
Kawasaki utility vehicle and (1) mower.
98
Section 6 Internal Service Funds
Vehicle Maintenance & Replacement
Category "E" - This category consists of light equipment (weed-eaters, chain saw and
pumps, generators, trailers, and other small hand-operated equipment) which are used
to serve the public on an "as needed" basis. Replacements in this category may be made
after the total maintenance cost exceeds the original purchase price of a particular
piece of equipment. The cost of upgrading a piece of equipment will be the
responsibility of the operating division. The Town currently has one weed-trimmer, chain
saw, blower, small generator and a trailer.
GUIDE FOR EARLY REPLACEMENT OF TOWN-OWNED VEHICLES
Early Replacement - The consideration of early replacement of a vehicle often arises
when major expenditures are necessary to restore it to a safe operating condition (e.g.,
major component failure or incident damage). The economic effect of such repairs
cannot be avoided because the cost to the Town is normally about the same whether
the vehicle is sold in un-repaired condition or restored to repaired condition.
However, replacement prior to the normal criteria for vehicles will result in an acceleration of
all future replacement cost cycles required to satisfy a continuing vehicle need. This
acceleration of cost cycles causes a sizable increase in the total present value cost of all
fixture cycles and should be avoided whenever possible. Major vehicle repairs should
always be made, with two exceptions:
1. Major expenditures for repair should not be made when the cost of the repair
plus the vehicle salvage in un-repaired condition exceeds its wholesale value in
repaired condition.
2. Major deferrable expenditures should not be made when a vehicle is in the final six
months of its retention cycle. During this period, the penalty for early replacement
is small and, therefore, the vehicle should be replaced rather than repaired.
Depreciation Formula - Current acquisition price of each vehicle divided by the
utilization cycle mileage or total maintenance cost) will provide the yearly depreciation
allowance.
EXAMPLE A – Vehicles
Mileage: $30,000 vehicle divided by the target replacement cycle of 100,000 miles
will give you a depreciation cost of $.30 per mile.
$0.30 times the number of miles (20,000) the vehicle was driven the previous year
will give you the yearly depreciation amount $6,000.
EXAMPLE B – Small Equipment
Maintenance Cost: depreciate the original purchase price by 15% per year, for
power hand tools, trailers, etc. Replace the item only when the maintenance cost
reaches the original purchase price.
99
Section 6 Internal Service Funds
Vehicle Maintenance & Replacement
Point Ranges for Replacement Consideration
Point Scale Condition Description
20 points & under Excellent Do not replace
21 to 25 points Very Good Re-evaluate for the following year's budget
26 to 31 points Fair Qualifies for replacement if M/R cost exceed 60% of cost
32 to 37 points Poor Replacement if budget allows
Above 38 points failed Needs priority replacement
Below are two examples on how the point range and guidelines for Category "B" and “C”
would work.
Data Description Points
Year 1999 26 points
Type Crown Victoria Passenger Car 1 point
Mileage 64,000 6 points
Maintenance Repair driver side window motor 2 points
Condition Poor paint and body condition, hail
damage, rust spots, small dents, interior -
rips, tears, stains, cracking on seat covers
5 points
Total Points 40 points
Staff recommendation = Replacement this year
Data Description Points
Year 2005 14 points
Type Silverado F150 extended cab truck 1 point
Mileage 35,000 3 points
Maintenance low 1 points
Condition Very good exterior and interior condition 1 points
Total Points 20 points
Staff recommendation = Include the replacement cost in the five-year forecast
100
Section 6 Internal Service Funds
Vehicle Maintenance & Replacement
Point range and guidelines for Category "B" and “C”
Factor Points Description
Age Usage
Type of
Service
1 Each 10,000 miles of usage
1 Standard sedans, SUV’s and pickups
2 Each year of chronological age
3 Vehicles that pulls trailer, haul heavy loads and continued off-road usage
4 Any vehicle involved in ice or snow removal or road treatment
Reliability
Preventive
Maintenanc
e Work Not
Included
1 In shop one time within 3-month time period, no major breakdowns/road side
assistance call with 3-month period
2 In shop one time within three-month time period, 1 breakdown/ road side
assistance call within 3-month period
3 In shop, more than once within 3-month time period, 1 or more
breakdown/road side assistance call within same period
4 In shop, more than twice within one-month time period, 1 or more
breakdowns/road side assistance call in same time period
5 Two or more breakdowns within one-month time period
M&R Cost
Incident
Repair Not
Include
1 Maintenance cost are less than or equal to 20% of replacement
2 Maintenance cost are 21-40% of replacement cost
3 Maintenance cost are 41-60% of replacement cost
4 Maintenance cost are 61-80% of replacement cost
5 Maintenance cost are greater than or equal to 81% of replacement cost
Condition 1 No visual damage or rust
2 Minor imperfections in body and paint, interior fair (no rips, tears, burn)
3 Noticeable imperfections in body and paint surface, minor rust, minor
damage for add-on equipment, won interior (one or more rips, tears, burns).
4 Poor paint and body condition, rust (holes), interior (rips, tears, burns, cracked
dash) and major damage for add-on equipment
5 Previous accident damage, poor paint and body condition, rust (holes),
interior (rips, tears, burns, cracked dash) and major damage for add-on
equipment
GRAND
TOTAL
60
Point Ranges Condition Description
0-20 Excellent Do not replace
21-25 Very Good Re-evaluate for next year’ budget (5-year forecast)
26-31 Good Qualifies for replacement this year if M/R cost exceed 60% of cost
32-37 Fair Qualities for replacement this if budget allows
38+ Poor Needs priority
101
Utility
Vehicle Maintenance
& Replacement
Fund 505
102
Utility Vehicle Maintenance & Replacement Fund 505
Program Summary
Fiscal Year 2017/2018
Adopted Estimated Proposed FY 17/18 Proposed
Budget Budget Budget
FY 16/17 FY 16/17 FY 17/18 FY 16/17 Estimated
General Sales Tax -$ -$ -$ -$ 0%
Property Tax - - - - 0%
Charge for Service - - - - 0%
Hotel Occupancy Tax - - - - 0%
Beverage Tax - - - - 0%
Franchise Fees - - - - 0%
Permits & Fees - - - - 0%
Permits & Fees Building - - - - 0%
Fines & Forfeitures - - - - 0%
Investment Earnings - 40 40 - 0%
Contributions - - - - 0%
Misc Income - 8,650 - (8,650) -100%
Total Revenues - 8,690 40 (8,650) -100%
Transfers In - 16,670 6,250 (10,420) 100%
Other Sources - - - - 0%
Total Other Sources - 16,670 6,250 (10,420) 100%
TOTAL REVENUES & OTHER SOURCES -$ 25,360$ 6,290$ (19,070)$ -75%
Payroll Salaries -$ -$ -$ -$ 0%
Payroll Transfers - - - - 0%
Total Payroll and Related - - - - 0%
Debt - - - - 0%
Economic Development - - - - 0%
Insurance - - - - 0%
Repair & Maintenance - - - - 0%
Rent & Utilities - - - - 0%
Services - - - - 0%
Supplies - - - - 0%
Water Purchases - - - - 0%
Total Operations & Maintenance - - - - 0%
TOTAL OPERATING EXPENDITURES - - - - 0%
Capital Outlay - - - - 0%
Maintenace & Replacement - - - - 0%
Capital Projects - - - - 0%
Total Capital - - - - 0%
Transfers Out - Operating - - - - 0%
Transfers Out - Non Operating - - - - 0%
Total Other Uses - - - - 0%
TOTAL NON-OPERATING EXPENDITURES - - - - 0%
TOTAL EXPENDITURES & OTHER USES - - - - 0%
EXCESS REVENUES OVER(UNDER) EXPENDITURES - 25,360 6,290 (19,070) 75%
FUND BALANCE, BEGINNING - - 25,360 25,360 100%
FUND BALANCE, ENDING - 25,360 31,650 6,290 25%
Restricted/Assigned/Committed Funds - 25,360 31,650 6,290 25%
UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ 0%
Cash 505 10110 00 000 -$ 25,360$ 31,650$ 6,290$ 25%
TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS -$ 25,360$ 31,650$ 6,290$ 25%
vs
REVENUES & OTHER SOURCES
EXPENDITURES & OTHER USES
RESTRICTED/ASSIGNED/COMMITED FUNDS
103
Section 6 Internal Service Funds
Utility Vehicle Maintenance & Replacement
The Utility Fund Vehicle Maintenance & Replacement Fund (VMR) was created to provide a
mechanism for the long-term repair and replacement of Town Utility Fund vehicles.
This fund receives planned revenue transfers from each operating fund that owns and maintains
vehicles. Accumulated funds are intended to cover the cost of future vehicle repair and
replacement. The VMR is designed to avoid future bond programs and encourage a more
conservative pattern of spending that minimizes reliance on elastic revenue streams.
Vehicles are designated for replacement based on a long-range depreciation schedule, periodic
evaluations of repair versus replacement costs, and recommended replacement guidelines.
Routine scheduled maintenance is also factored into VMR funding calculations.
Revenues and Other Sources
• Are budgeted at $6,290
• This represents a 75% decrease of $19,070 from the prior year estimated of $25,360
o Misc income is budgeted to decrease $8,650 due to one-time funds received from sales
of surplus and scrap material in the prior year.
o Transfers In from the Utility Fund are budgeted to decrease $10,420.
Expenditures and Other Uses
• There are no expenditures budgeted for this fiscal year.
Fund Balance
• The ending fund balance is projected to be $31,650.
104
UTILITY
5 Year Projection
Estimated Proposed 1 2 3 4
Description FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22
Transfer in from Utility Fund 505-52550-88-000 16,670$ 6,250$ 6,250$ 6,250$ 6,250$ 6,250$
Sales of Surplus 505-34144-16-000 8,650 - - - - -
Insurance Proceeds 505-39100-16-000 - - - - - -
Interest Income 505-36110-16-000 40 40 - - - -
TOTAL REVENUES/TRANSFER IN 25,360$ 6,290$ 6,250$ 6,250$ 6,250$ 6,250$
Public Works Vehicle 505-47410-16-000 -$ -$ -$ -$ 50,000$ -$
TOTAL EXPENDITURES - - - - 50,000 -
NET REVENUES OVER(UNDER) EXPENDITURES 25,360 6,290 6,250 6,250 (43,750) 6,250
BEGINNING FUND BALANCE - 25,360 31,650 37,900 44,150 400
ENDING FUND BALANCE 25,360$ 31,650$ 37,900$ 44,150$ 400$ 6,650$
Vehicle Maintenance & Replacement Fund 505
Account
Number
105
General
Vehicle Maintenance
& Replacement
Fund 605
106
General Vehicle Maintenance & Replacement Fund 605
Program Summary
Fiscal Year 2017/2018
Adopted Estimated Proposed FY 17/18 Proposed
Budget Budget Budget
FY 16/17 FY 16/17 FY 17/18 FY 16/17 Estimated
General Sales Tax -$ -$ -$ -$ 0%
Property Tax - - - - 0%
Charge for Service - - - - 0%
Hotel Occupancy Tax - - - - 0%
Beverage Tax - - - - 0%
Franchise Fees - - - - 0%
Permits & Fees - - - - 0%
Permits & Fees Building - - - - 0%
Fines & Forfeitures - - - - 0%
Investment Earnings 550 925 925 - 0%
Contributions - 110,000 - (110,000) -100%
Misc Income - 4,765 - (4,765) -100%
Total Revenues 550 115,690 925 (114,765) -99%
Transfers In 8,335 - - - 100%
Other Sources - 8,715 - (8,715) -100%
Total Other Sources 8,335 8,715 - (8,715) 100%
TOTAL REVENUES & OTHER SOURCES 8,885$ 124,405$ 925$ (123,480)$ -99%
Payroll Salaries -$ -$ -$ -$ 0%
Payroll Transfers - - - - 0%
Total Payroll and Related - - - - 0%
Debt - - - - 0%
Economic Development - - - - 0%
Insurance - - - - 0%
Repair & Maintenance - - - - 0%
Rent & Utilities - - - - 0%
Services - - - - 0%
Supplies - - - - 0%
Water Purchases - - - - 0%
Total Operations & Maintenance - - - - 0%
TOTAL OPERATING EXPENDITURES - - - - 0%
Capital Outlay - - - - 0%
Maintenance & Replacement 55,000 165,000 - (165,000) -100%
Capital Projects - - - - 0%
Total Capital 55,000 165,000 - (165,000) -100%
Transfers Out - Operating - - - - 0%
Transfers Out - Non Operating - - - - 0%
Total Other Uses - - - - 0%
TOTAL NON-OPERATING EXPENDITURES 55,000 165,000 - (165,000) -100%
TOTAL EXPENDITURES & OTHER USES 55,000 165,000 - (165,000) -100%
EXCESS REVENUES OVER(UNDER) EXPENDITURES (46,115) (40,595) 925 41,520 102%
FUND BALANCE, BEGINNING 177,574 177,574 136,979 (40,595) -23%
FUND BALANCE, ENDING 131,459 136,979 137,904 925 1%
Restricted/Assigned/Committed Funds 131,459 136,979 137,904 925 1%
UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ 0%
Cash 605 10110 00 000 131,459$ 136,979$ 137,904$ 925$ 1%
TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 131,459$ 136,979$ 137,904$ 925$ 1%
vs
REVENUES & OTHER SOURCES
EXPENDITURES & OTHER USES
RESTRICTED/ASSIGNED/COMMITED FUNDS
107
Section 6 Internal Service Funds
General Vehicle Maintenance & Replacement
The Vehicle Maintenance & Replacement Fund (VMR) was created to provide a mechanism for
the long term repair and replacement of Town vehicles.
This fund receives planned revenue transfers from each operating fund that owns and maintains
vehicles. Accumulated funds are intended to cover the cost of future vehicle repair and
replacement. The VMR is designed to avoid future bond programs and encourage a more
conservative pattern of spending that minimizes reliance on elastic revenue streams.
Vehicles are designated for replacement based on a long-range depreciation schedule, periodic
evaluations of repair versus replacement costs, and recommended replacement guidelines.
Routine scheduled maintenance is also factored into VMR funding calculations.
Revenues and Other Sources
• Revenues are budgeted to be $925.
• This represents a 99% decrease of $123,480 from the prior year estimated of $124,405.
o Contributions decreased $110,000 due to one-time funds from the Foundation $105,250
and Westlake Academy $4,750 for the purchase of a 73-passenger school bus.
o Misc Income decreased $4,765 due to one-time funds received in the prior year for sales
of surplus and scrap material.
o Other Sources decreased due to one-time funds received in the prior year for auto
insurance claims made on town vehicles.
Expenditures and Other Uses
• There are no expenditures or other uses budgeted for this fiscal year.
• This represents a 100% decrease of $165,000 from the prior year estimated.
o One time purchase in the prior year for the Fire Marshal vehicle $55K and a 73
passenger bus for Westlake Academy $110K
Fund Balance
• The ending fund balance is projected to be $137,904.
108
GENERAL
5 Year Projection
Estimated Proposed 1 2 3 4
Description FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22
Transfer In from General Fund 605-52510-88-000 -$ -$ 125,000$ 110,000$ -$ -$
Contributions (WAF for Buses)605-33700-10-000 110,000 - - 150,000 - -
Sales of Surplus 605-34144-14-000 4,765 - - - - -
Insurance Proceeds 605-39100-14-000 8,715 - - - - -
Interest Income 605-36110-00-000 925 925 200 200 200 -
TOTAL REVENUES/TRANSFER IN 124,405$ 925$ 125,200$ 260,200$ 200$ -$
Fire Marshal Vehicle 605-47410-14-000 55,000$ -$ -$ -$ -$ -$
Westlake Academy Buses 605-47410-10-000 110,000 - - 150,000 - -
Ambulance M&R 605-47410-14-000 - - 250,000 60,000 - -
Ladder Truck 605-47410-14-000 - - - - - -
Municipal Court Vehicle 605-47410-15-000 - - - - - -
Facilities Maintenance Vehicle 605-47410-17-000 - - - 50,000 - -
TOTAL EXPENDITURES 165,000 - 250,000 260,000 - -
NET CHANGE TO FUND BALANCE (40,595) 925 (124,800) 200 200 -
BEGINNING FUND BALANCE 177,574 136,979 137,904 13,104 13,304 13,504
ENDING FUND BALANCE 136,979$ 137,904$ 13,104$ 13,304$ 13,504$ 13,504$
Vehicle Maintenance & Replacement Fund 605
Account
Number
109
110
Fiscal Year 2017/2018
Adopted Estimated Proposed FY 17/18 Proposed
Budget Budget Budget vs
FY 16/17 FY 16/17 FY 17/18 FY 16/17 Estimated
General Sales Tax 1,239,500$ 1,239,500$ 1,439,500$ 200,000$ 16%
Property Tax - - - - 0%
Hotel Tax 837,280 837,280 845,000 7,720 1%
Charge for Services - - - - 0%
Beverage Tax - - - - 0%
Franchise Fees - - - - 0%
Permits & Fees 10,000 10,000 - (10,000) -100%
Permits & Fees Buildings - - - - 0%
Fines & Forfeitures - - - - 0%
Investment Earnings 2,930 5,230 5,230 - 0%
Contributions 1,210,000 1,010,000 750,000 (260,000) 100%
Misc Income 90,350 96,020 69,310 (26,710) -28%
Total Revenues 3,390,060 3,198,030 3,109,040 (88,990) -3%
Transfers In - - - - 0%
Other Sources - - - - 0%
Total Other Sources - - - - 0%
TOTAL REVENUES & OTHER SOURCES 3,390,060$ 3,198,030$ 3,109,040$ (88,990)$ -3%
Payroll Transfer In -$ -$ -$ -$ 0%
Payroll Transfer Out 521,615 480,002 518,510 38,508 8%
Total Payroll and Related 521,615 480,002 518,510 38,508 8%
Debt - - - - 0%
Economic Development 134,640 134,640 234,640 100,000 74%
Insurance - - - - 0%
Repair & Maintenance - - - - 0%
Rent & Utilities 87,870 42,119 59,789 17,670 42%
Services 715,610 596,160 381,460 (214,700) -36%
Supplies - - 10,000 10,000 100%
Water Purchases - - - - 0%
Total Operations & Maintenance 938,120 772,919 685,889 (87,030) -11%
TOTAL OPERATING EXPENDITURES 1,459,735 1,252,921 1,204,399 (48,522) -4%
Capital Outlay - - - - 0%
Projects - Maintenance & Replacement Funds - - - - 0%
Projects - Capital & Expansions Funds - - - - 0%
Total Capital - - - - 0%
Transfers Out 2,505,350 2,359,145 1,987,500 (371,645) -16%
Other Uses - - - - 0%
Total Other Uses 2,505,350 2,359,145 1,987,500 (371,645) -16%
TOTAL NON-OPERATING EXPENDITURES 2,505,350 2,359,145 1,987,500 (371,645) -16%
TOTAL EXPENDITURES & OTHER USES 3,965,085 3,612,066 3,191,899 (420,167) -12%
EXCESS REVENUES OVER(UNDER) EXPENDITURES (575,025) (414,036) (82,859) 331,177 80%
FUND BALANCE, BEGINNING 1,745,641 1,745,641 1,331,605 (414,036) -24%
FUND BALANCE, ENDING 1,170,616 1,331,605 1,248,746 (82,859) -6%
Restricted/Assigned/Committed Funds 1,170,616 1,331,605 1,248,746 (82,859) -6%
UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ 0%
Cash 1,170,616$ 1,331,605$ 1,248,746$ (82,859)$ -6%
- 0%
- 0%
- 0%
- 0%
TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 1,170,616$ 1,331,605$ 1,248,746$ (82,859)$ -6%
RESTRICTED/ASSIGNED/COMMITTED FUNDS
SPECIAL REVENUE FUNDS
Combined Program Summary
REVENUES & OTHER SOURCES
EXPENDITURES & OTHER USES
111
SPECIAL REVENUE FUNDS
Combining Revenues, Expenditures and Fund Balance
Fiscal Year 2017/2018
Visitors Fund 4B Fund ED Fund PID Fund LS Fund TOTAL
REVENUES AND OTHER SOURCES
1 General Sales Tax $ - $ 1,237,500 $ 202,000 $ - $ - $ 1,439,500
2 Property Tax - - - - - -
3 Charge for Services - - - - - -
4 Hotel Tax 812,360 - 32,640 - - 845,000
5 Beverage Tax - - - - - -
6 Franchise Fees - - - - - -
7 Permits and Fees - - - - - -
8 Permits and Fees Building - - - - - -
9 Fines and Forfeitures - - - - - -
10 Investment Earnings 5,150 - - - 80 5,230
11 Contributions - - 750,000 - - 750,000
12 Misc Income 9,310 - - 60,000 - 69,310
13 Total Revenues 826,820 1,237,500 984,640 60,000 80 3,109,040
14 Transfers In - - - - - -
15 Other Sources - - - - - -
16 Total Other Sources - - - - - -
17 TOTAL REVENUES AND OTHER SOURCES $ 826,820 $ 1,237,500 $ 984,640 $ 60,000 $ 80 $ 3,109,040
18 EXPENDITURES AND OTHER USES
19 Payroll Transfers In $ - $ - $ - $ - $ - $ -
20 Payroll Transfers Out 518,510 - - - - 518,510
21 Total Payroll & Related 518,510 - - - - 518,510
22 Debt - - - - - -
23 Economimc Development - - 234,640 - - 234,640
24 Insurance - - - - - -
25 Repair & Maintenance - - - - - -
26 Rent & Utilities 59,789 - - - - 59,789
27 Services 321,460 - - 60,000 - 381,460
28 Supplies 10,000 - - - - 10,000
29 Water Purchases - - - - - -
30 Total Operations & Maintenance 391,249 - 234,640 60,000 - 685,889
31 Capital Outlay - - - - - -
32 Maintenance & Replacement Funds - - - - - -
33 Capital Project Funds - - - - - -
34 Total Capital - - - - - -
35 Transfers Out - 1,237,500 750,000 - - 1,987,500
36 Other Uses - - - - - -
37 Total Other Uses - 1,237,500 750,000 - - 1,987,500
38 TOTAL EXPENDITURES AND OTHER USES 909,759 1,237,500 984,640 60,000 - 3,191,899
39 EXCESS REVENUES OVER (UNDER) EXPENDITURES (82,939) - - - 80 (82,859)
40 BEGINNING FUND BALANCE 802,831 - (0) 515,015 13,759 1,331,605
41 ENDING FUND BALANCE $ 719,892 $ - $ (0) $ 515,015 $ 13,839 $ 1,248,746
112
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113
Visitors Association
Fund 220
114
Visitors Association Fund 220
Program Summary
Fiscal Year 2017/2018
Adopted Estimated Proposed FY 17/18 Proposed
Budget Budget Budget
FY 16/17 FY 16/17 FY 17/18 FY 16/17 Estimated
General Sales Tax -$ -$ -$ -$ 0%
Property Tax - - - - 0%
Charge for Service - - - - 0%
Hotel Occupancy Tax 804,640 804,640 812,360 7,720 1%
Beverage Tax - - - - 0%
Franchise Fees - - - - 0%
Permits & Fees - - - - 0%
Permits & Fees Building - - - - 0%
Fines & Forfeitures - - - - 0%
Investment Earnings 2,900 5,150 5,150 - 0%
Contributions - - - - 0%
Misc Income 5,350 11,020 9,310 (1,710) -16%
Total Revenues 812,890 820,810 826,820 6,010 1%
Transfers In - - - - 100%
Other Sources - - - - 0%
Total Other Sources - - - - 100%
TOTAL REVENUES & OTHER SOURCES 812,890$ 820,810$ 826,820$ 6,010$ 1%
Payroll Salaries -$ -$ -$ -$ 0%
Payroll Transfer Out 521,615 480,002 518,510 38,508 8%
Total Payroll and Related 521,615 480,002 518,510 38,508 8%
Debt - - - - 0%
Economic Development - - - - 0%
Insurance - - - - 0%
Repair & Maintenance - - - - 0%
Rent & Utilities 87,870 42,119 59,789 17,670 42%
Services 262,610 296,160 321,460 25,300 9%
Supplies - - 10,000 10,000 #DIV/0!
Water Purchases - - - - 0%
Total Operations & Maintenance 350,480 338,279 391,249 52,970 16%
TOTAL OPERATING EXPENDITURES 872,095 818,281 909,759 91,478 11%
Capital Outlay - - - - 0%
Capital Projects - - - - 0%
Total Capital - - - - 0%
Transfers Out - Operating 157,850 211,645 - (211,645) -100%
Transfers Out - Non Operating - - - - 0%
Total Other Uses 157,850 211,645 - (211,645) -100%
TOTAL NON-OPERATING EXPENDITURES 157,850 211,645 - (211,645) -100%
TOTAL EXPENDITURES & OTHER USES 1,029,945 1,029,926 909,759 (120,167) -12%
EXCESS REVENUES OVER(UNDER) EXPENDITURES (217,055) (209,116) (82,939) 126,177 60%
FUND BALANCE, BEGINNING 1,011,947 1,011,947 802,831 (209,116) -21%
FUND BALANCE, ENDING 794,892 802,831 719,892 (82,939) -10%
Restricted/Assigned/Committed Funds 794,892 802,831 719,892 (82,939) -10%
UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ 0%
Cash 220 10110 00 000 794,892$ 802,831$ 719,892$ (82,939)$ -10%
TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 794,892$ 802,831$ 719,892$ (82,939)$ -10%
vs
REVENUES & OTHER SOURCES
EXPENDITURES & OTHER USES
RESTRICTED/ASSIGNED/COMMITED FUNDS
115
Section 6 Special Revenue Funds
Visitors Association Fund
The Visitors Association Fund was established in late FY 1999-2000 and collects a Hotel Occupancy Tax
from the Marriott Solana, Deloitte, and any future Westlake hotels. A 7% tax is levied on the cost of nightly
room rentals, the maximum allowable under State law.
Funds generated by the occupancy tax are generally restricted to uses that directly promote tourism and
the convention and hotel industry. However, Westlake has broader statutory authority under State law
than most cities, and may spend hotel/motel occupancy tax funds for any municipal purpose, and so the
Town has used these funds to cover various operational costs and capital projects.
Since FY 2004/05, the Town has used Visitors Association Fund revenues to sponsor a shuttle service and a
“Group Business Incentive Program” in partnership with the Marriott Solana that have drawn additional
visitors to Westlake. This fund also accounts for activities related to the Westlake Historical Board, Public Art
Committee, and Westlake’s annual Arbor Day celebration.
In prior years, the Visitors Association Fund was used (via transfer out) to make the debt service payment
for the Westlake Academy Arts and Sciences building; however, as of FY17/18 the series 2013 refunding
debt payments (originally series 2008) for has been moved to Debt Service Fund 301 to be covered by
property tax revenues as these bonds are tax supported.
Revenues
• Total revenues are budgeted to be $826,820
• This represents a .7% increase of $6,010 from prior year estimated revenues of $820,810.
o Hotel Occupancy Tax revenues are projected to increase $7,720.
o Misc. income is projected to decrease $1,710.
Expenditures
• Total expenditures are budgeted to be $909,759.
• This represents an 11% increase of $91,478 from prior year estimated expenditures of $818,281.
o Payroll transfers out to the General Fund are budgeted to increase $38,508 to cover two
full time salaries in the Communications department being paid from the Visitors
Association Fund; also, a percentage of Administrative, Facilities, Parks, Finance and
Human Resources are paid from the Visitors Association Fund.
o Rent and Utilities are budgeted to increase $17,670 due to the leasing of new building
space in July 2017.
o Service expenditures increased $25,300 due to an increase for a marketing/branding
video, photo shoot; marketing collateral, logo and tagline.
o Supply expenditures increased $10,000 due to the Community Tree Lighting being
reinstated for December 2017.
Transfers Out
• There are no budgeted transfers out for this fiscal year.
• This represents a 100% decrease of $211,645 from prior year estimated transfers out.
o Transfers out to the Debt Service Fund have been removed from the Visitors Association
Fund and moved to the property tax supported Debt Service Fund 301. These funds were
originally used for debt service payments on Series 2013 General Obligation Refunding
Bonds related to the construction of the Westlake Academy Arts and Sciences Center.
o Transfers Out to General Fund for the Communication’s department operating
expenditures have been removed from the Visitors Association Fund; these expenditures
will now be absorbed by the General Fund.
Fund Balance
• The ending fund balance is projected to be $719,892.
116
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117
4B
Economic Development
Fund 200
118
4B Economic Development Fund 200
Program Summary
Fiscal Year 2017/2018
Adopted Estimated Proposed FY 17/18 Proposed
Budget Budget Budget
FY 16/17 FY 16/17 FY 17/18 FY 16/17 Estimated
General Sales Tax 1,137,500$ 1,137,500$ 1,237,500$ 100,000$ 9%
Property Tax - - - - 0%
Charge for Service - - - - 0%
Hotel Occupancy Tax - - - - 0%
Beverage Tax - - - - 0%
Franchise Fees - - - - 0%
Permits & Fees - - - - 0%
Permits & Fees Building - - - - 0%
Fines & Forfeitures - - - - 0%
Investment Earnings - - - - 0%
Contributions - - - - 0%
Misc Income - - - - 0%
Total Revenues 1,137,500 1,137,500 1,237,500 100,000 9%
Transfers In - - - - 100%
Other Sources - - - - 0%
Total Other Sources - - - - 100%
TOTAL REVENUES & OTHER SOURCES 1,137,500$ 1,137,500$ 1,237,500$ 100,000$ 9%
Payroll Salaries -$ -$ -$ -$ 0%
Payroll Transfers - - - - 0%
Total Payroll and Related - - - - 0%
Debt - - - - 0%
Economic Development - - - - 0%
Insurance - - - - 0%
Repair & Maintenance - - - - 0%
Rent & Utilities - - - - 0%
Services - - - - 0%
Supplies - - - - 0%
Water Purchases - - - - 0%
Total Operations & Maintenance - - - - 0%
TOTAL OPERATING EXPENDITURES - - - - 0%
Capital Outlay - - - - 0%
Capital Projects - - - - 0%
Total Capital - - - - 0%
Transfers Out - Operating 1,137,500 1,137,500 1,237,500 100,000 9%
Transfers Out - Non Operating - - - - 0%
Total Other Uses 1,137,500 1,137,500 1,237,500 100,000 9%
TOTAL NON-OPERATING EXPENDITURES 1,137,500 1,137,500 1,237,500 100,000 9%
TOTAL EXPENDITURES & OTHER USES 1,137,500 1,137,500 1,237,500 100,000 9%
EXCESS REVENUES OVER(UNDER) EXPENDITURES - - - - 0%
FUND BALANCE, BEGINNING - - - - 0%
FUND BALANCE, ENDING - - - - 0%
Restricted/Assigned/Committed Funds - - - - 0%
UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ 0%
Cash 200 10110 00 000 -$ -$ -$ -$ 0%
TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS -$ -$ -$ -$ 0%
vs
REVENUES & OTHER SOURCES
EXPENDITURES & OTHER USES
RESTRICTED/ASSIGNED/COMMITED FUNDS
119
Section 7 Special Revenue Funds
4B Economic Development Fund Overview
The 4B Economic Development Fund collects a half-cent sales tax to be allocated to qualified
development projects. Since FY 2006 the 4B Fund has been committed to the repayment of the
debt incurred for the Town’s Civic Campus project.
Revenues
• Revenues are budgeted to be $1,237,500
o This amount represents an 8.8% increase of $100,000 from prior year estimated.
Transfers Out
• Transfers out to the Debt Service Fund are budgeted to be $1,237,500, representing 100%
of revenues.
o This amount represents an 8.8% of $100,000 increase from prior year estimated.
120
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121
Economic Development
Fund 210
122
Economic Development Fund 210
Program Summary
Fiscal Year 2017/2018
Adopted Estimated Proposed FY 17/18 Proposed
Budget Budget Budget
FY 16/17 FY 16/17 FY 17/18 FY 16/17 Estimated
General Sales Tax 102,000$ 102,000$ 202,000$ 100,000$ 98%
Property Tax - - - - 0%
Charge for Service - - - - 0%
Hotel Occupancy Tax 32,640 32,640 32,640 - 0%
Beverage Tax - - - - 0%
Franchise Fees - - - - 0%
Permits & Fees - - - - 0%
Permits & Fees Building - - - - 0%
Fines & Forfeitures - - - - 0%
Investment Earnings - - - - 0%
Contributions 1,210,000 1,010,000 750,000 (260,000) -26%
Misc Income - - - - 0%
Total Revenues 1,344,640 1,144,640 984,640 (160,000) -14%
Transfers In - - - - 100%
Other Sources - - - - 0%
Total Other Sources - - - - 100%
TOTAL REVENUES & OTHER SOURCES 1,344,640 1,144,640 984,640 (160,000) -14%
Payroll Salaries -$ -$ -$ -$ 0%
Payroll Transfers - - - - 0%
Total Payroll and Related - - - - 0%
Debt - - - - 0%
Economic Development 134,640 134,640 234,640 100,000 74%
Insurance - - - - 0%
Repair & Maintenance - - - - 0%
Rent & Utilities - - - - 0%
Services - - - - 0%
Supplies - - - - 0%
Water Purchases - - - - 0%
Total Operations & Maintenance 134,640 134,640 234,640 100,000 74%
TOTAL OPERATING EXPENDITURES 134,640 134,640 234,640 100,000 74%
Capital Outlay - - - - 0%
Capital Projects - - - - 0%
Total Capital - - - - 0%
Transfers Out - Operating 1,210,000 1,010,000 750,000 (260,000) -26%
Transfers Out - Non Operating - - - - 0%
Total Other Uses 1,210,000 1,010,000 750,000 (260,000) -26%
TOTAL NON-OPERATING EXPENDITURES 1,210,000 1,010,000 750,000 (260,000) -26%
TOTAL EXPENDITURES & OTHER USES 1,344,640$ 1,144,640$ 984,640$ (160,000)$ -14%
EXCESS REVENUES OVER(UNDER) EXPENDITURES - - - - 0%
FUND BALANCE, BEGINNING (0) (0) (0) - 0%
FUND BALANCE, ENDING (0) (0) (0) - 0%
Restricted/Assigned/Committed Funds (0) (0) (0) - 0%
UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ 0%
Cash 210 10110 00 000 (0)$ (0)$ (0)$ -$ 0%
TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS (0)$ (0)$ (0)$ -$ 0%
vs
REVENUES & OTHER SOURCES
EXPENDITURES & OTHER USES
RESTRICTED/ASSIGNED/COMMITED FUNDS
123
Section 7 Special Revenue Funds
Economic Development Fund Overview
The Economic Development Fund was created to transparently account for all receipts and
disbursements related to economic development agreements.
Currently, revenues and transfers in are used to:
• Fulfill incentive obligations negotiated with various corporations as part of their relocation to
Westlake
• Transfer funds to the Westlake Academy Expansion Fund as part of the development
agreements
Economic development agreements include a 50% reimbursement of the 1% general sales tax
receipts and 50% of the hotel/motel tax receipts generated through business activities in Westlake.
An additional agreement includes a $10,000 per lot contribution for the benefit of Westlake
Academy from the final platting of lots in the several subdivisions.
Revenues
• Total revenues are budgeted to be $984,640.
o $202,000 in sales tax
o $ 32,640 in hotel/motel tax
o $750,000 in contributions for the expected platting of 75 lots. Note that these
payments are recorded in the Economic Development Fund and transferred to the
Westlake Academy Expansion Fund.
Operating Expenditures
• Total expenditures are budgeted to be $234,640.
o $202,000 in sales tax payable
o $ 32,640 in hotel/motel tax payable
Transfers Out
• Total transfers out are budgeted to be $750,000.
o Transfers out to Westlake Academy Expansion Fund of $750,000 as noted above.
124
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125
Local Public
Improvement District
Fund 418
126
Local Public Improvement District Fund 215
Program Summary
Fiscal Year 2017/2018
Adopted Estimated Proposed FY 17/18 Proposed
Budget Budget Budget
FY 16/17 FY 16/17 FY 17/18 FY 16/17 Estimated
General Sales Tax -$ -$ -$ -$ 0%
Property Tax - - - - 0%
Charge for Service - - - - 0%
Hotel Occupancy Tax - - - - 0%
Beverage Tax - - - - 0%
Franchise Fees - - - - 0%
Permits & Fees 10,000 10,000 - (10,000) -100%
Permits & Fees Building - - - - 0%
Fines & Forfeitures - - - - 0%
Investment Earnings - - - - 0%
Contributions - - - - 0%
Misc Income 85,000 85,000 60,000 (25,000) -29%
Total Revenues 95,000 95,000 60,000 (35,000) -37%
Transfers In - - - - 100%
Other Sources - - - - 0%
Total Other Sources - - - - 100%
TOTAL REVENUES & OTHER SOURCES 95,000$ 95,000$ 60,000$ (35,000)$ -37%
Payroll Salaries -$ -$ -$ -$ 0%
Payroll Transfers - - - - 0%
Total Payroll and Related - - - - 0%
Debt - - - - 0%
Economic Development - - - - 0%
Insurance - - - - 0%
Repair & Maintenance - - - - 0%
Rent & Utilities - - - - 0%
Services 453,000 300,000 60,000 (240,000) -80%
Supplies - - - - 0%
Water Purchases - - - - 0%
Total Operations & Maintenance 453,000 300,000 60,000 (240,000) -80%
TOTAL OPERATING EXPENDITURES 453,000 300,000 60,000 (240,000) -80%
Capital Outlay - - - - 0%
Capital Projects - - - - 0%
Total Capital - - - - 0%
Transfers Out - Operating - - - - 0%
Transfers Out - Non Operating - - - - 0%
Total Other Uses - - - - 0%
TOTAL NON-OPERATING EXPENDITURES - - - - 0%
TOTAL EXPENDITURES & OTHER USES 453,000 300,000 60,000 (240,000) -80%
EXCESS REVENUES OVER(UNDER) EXPENDITURES (358,000) (205,000) - 205,000 100%
FUND BALANCE, BEGINNING 720,015 720,015 515,015 (205,000) -28%
FUND BALANCE, ENDING 362,015 515,015 515,015 - 0%
Restricted/Assigned/Committed Funds 362,015 515,015 515,015 - 0%
UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ 0%
Cash 215 10110 00 000 362,015$ 515,015$ 515,015$ -$ 0%
TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 362,015$ 515,015$ 515,015$ -$ 0%
vs
REVENUES & OTHER SOURCES
EXPENDITURES & OTHER USES
RESTRICTED/ASSIGNED/COMMITED FUNDS
127
Section 7 Special Revenue Funds
Public Improvement District Overview
The Public Improvement District (PID) Fund (Local) accounts for monies received from the original
bond proceeds, inspection fees and payments related to the Solana Public Improvement District.
The District was created by ordinance in February 2014 to finance the construction of public
infrastructure (such as water lines and streets) in the Entrada subdivision. This fund was created to
segregate “Local” PID expenditures from the Capital Project Fund.
Revenues deposited into the PID Fund are used to cover engineering, consulting, legal, and
advertising costs attributable to Entrada development and construction.
Revenues and Other Sources
• Revenues and other sources are budgeted to be $60,000.
• This represents a 37% decrease of $35,000 from the prior year estimated of $95,000.
o Permits and fees decreased $10,000
o Misc income decreased $25,000
Expenditures and Other Uses
• Expenditures and other uses are budgeted to be $60,000
• This represents an 80% decrease of $240,000 from the prior year estimated of 300,000.
o Service expenditures decreased $240,000 due to the following
Consultant fees decreased $200,000
Attorney fees decreased $10,000
Administrative fees decreased $5,500
Construction expense decreased $24,500
Ending Fund Balance
• The ending fund balance is projected to be $515,000
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129
Lone Star Public
Fund 418
130
Lone Star Public Fund 418
Program Summary
Fiscal Year 2017/2018
Adopted Estimated Proposed FY 17/18 Proposed
Budget Budget Budget
FY 16/17 FY 16/17 FY 17/18 FY 16/17 Estimated
General Sales Tax -$ -$ -$ -$ 0%
Property Tax - - - - 0%
Charge for Service - - - - 0%
Hotel Occupancy Tax - - - - 0%
Beverage Tax - - - - 0%
Franchise Fees - - - - 0%
Permits & Fees - - - - 0%
Permits & Fees Building - - - - 0%
Fines & Forfeitures - - - - 0%
Investment Earnings 30 80 80 - 0%
Contributions - - - - 0%
Misc Income - - - - 0%
Total Revenues 30 80 80 - 0%
Transfers In - - - - 100%
Other Sources - - - - 0%
Total Other Sources - - - - 100%
TOTAL REVENUES & OTHER SOURCES 30$ 80$ 80$ -$ 0%
Payroll Salaries -$ -$ -$ -$ 0%
Payroll Transfers - - - - 0%
Total Payroll and Related - - - - 0%
Debt - - - - 0%
Economic Development - - - - 0%
Insurance - - - - 0%
Repair & Maintenance - - - - 0%
Rent & Utilities - - - - 0%
Services - - - - 0%
Supplies - - - - 0%
Water Purchases - - - - 0%
Total Operations & Maintenance - - - - 0%
TOTAL OPERATING EXPENDITURES - - - - 0%
Capital Outlay - - - - 0%
Capital Projects - - - - 0%
Total Capital - - - - 0%
Transfers Out - Operating - - - - 0%
Transfers Out - Non Operating - - - - 0%
Total Other Uses - - - - 0%
TOTAL NON-OPERATING EXPENDITURES - - - - 0%
TOTAL EXPENDITURES & OTHER USES - - - - 0%
EXCESS REVENUES OVER(UNDER) EXPENDITURES 30 80 80 - 0%
FUND BALANCE, BEGINNING 13,679 13,679 13,759 80 1%
FUND BALANCE, ENDING 13,709 13,759 13,839 80 1%
Restricted/Assigned/Committed Funds 13,709 13,759 13,839 80 1%
UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ 0%
Cash 418 10110 00 000 13,709$ 13,759$ 13,839$ 80$ 1%
TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 13,709$ 13,759$ 13,839$ 80$ 1%
vs
REVENUES & OTHER SOURCES
EXPENDITURES & OTHER USES
RESTRICTED/ASSIGNED/COMMITED FUNDS
131
Section 7 Special Revenue Funds
Lone Star Public Facilities Overview
In 1996, the Westlake Board of Aldermen authorized the creation of the Lone Star Public Facilities
Corporation, a nonprofit corporation designed to “assist the Town of Westlake, Texas in financing,
refinancing, or providing public facilities.”
It was anticipated that the Corporation would issue bonds to finance the purchase or construction
of public facilities, and then lease those facilities to qualifying tenants. The Lone Star Public Facilities
Fund was created to account for the financial activities of the Corporation.
No bonds were ever issued. The fund is earning interest annually. Existing fund balance is due to
corporate donations that were received shortly after the Fund was created.
Revenues
• Total revenues are budgeted to be are $80 in interest earnings.
Expenditures
• There have been no fund expenditures since inception.
Fund Balance
• The ending fund balance is projected to be $13,839
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133
134
Fiscal Year 2017/2018
Adopted Estimated Proposed FY 17/18 Proposed
Budget Budget Budget vs
FY 16/17 FY 16/17 FY 17/18 FY 16/17 Estimated
REVENUES & OTHER SOURCES
1 General Sales Tax -$ -$ -$ -$ 0%
2 Property Tax 88,635 95,010 271,411 176,401 186%
3 Hotel Tax - - - - 0%
4 Charge for Services - - - - 0%
5 Beverage Tax - - - - 0%
6 Franchise Fees - - - - 0%
7 Permits & Fees - - - - 0%
8 Permits & Fees Buildings - - - - 0%
9 Fines & Forfeitures - - - - 0%
10 Investment Earnings - - - - 0%
11 Contributions - - - - 0%
12 Misc Income - - - - 0%
13 Total Revenues 88,635 95,010 271,411 176,401 186%
14 Transfers In 2,033,385 2,066,128 2,710,068 643,940 31%
15 Other Sources - - - - 0%
16 Total Other Sources 2,033,385 2,066,128 2,710,068 643,940 100%
17 TOTAL REVENUES & OTHER SOURCES 2,122,020$ 2,161,138$ 2,981,479$ 820,341$ 38%
EXPENDITURES & OTHER USES
18 Payroll Transfer In -$ -$ -$ -$ 0%
19 Payroll Transfer Out - - - - 0%
20 Total Payroll and Related - - - - 0%
21 Debt 2,150,396 2,183,716 2,987,768 804,052 37%
22 Economic Development - - - - 0%
23 Insurance - - - - 0%
24 Repair & Maintenance - - - - 0%
25 Rent & Utilities - - - - 0%
26 Services 1,600 1,600 - (1,600) -100%
27 Supplies - - - - 0%
28 Water Purchases - - - - 0%
29 Total Operations & Maintenance 2,151,996 2,185,316 2,987,768 802,452 37%
30 TOTAL OPERATING EXPENDITURES 2,151,996 2,185,316 2,987,768 802,452 37%
31 Capital Outlay - - - - 0%
32 Projects - Maintenance & Replacement Funds - - - - 0%
33 Projects - Capital & Expansions Fund - - - - 0%
34 Total Capital - - - - 0%
35 Transfers Out - - - - 0%
36 Other Uses - - - - 0%
37 Total Other Uses - - - - 0%
38 TOTAL NON-OPERATING EXPENDITURES - - - - 0%
39 TOTAL EXPENDITURES & OTHER USES 2,151,996 2,185,316 2,987,768 802,452 37%
40 EXCESS REVENUES OVER(UNDER) EXPENDITURES (29,976) (24,178) (6,289) 17,889 74%
41 FUND BALANCE, BEGINNING 30,468 30,468 6,289 (24,178) -79%
42 FUND BALANCE, ENDING 492 6,289 0 (6,289) -100%
43 Restricted/Assigned/Committed Funds 492 6,289 0 (6,289) -100%
44 UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ 0%
RESTRICTED/ASSIGNED/COMMITTED FUNDS
45 Cash 492$ 6,289$ 0$ (6,289)$ -100%
46 - - - - 0%
47 - - - - 0%
48 - - - - 0%
49 - - - - 0%
50 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 492$ 6,289$ 0$ (6,289)$ -100%
Combined Program Summary
DEBT SERVICE FUNDS
135
DEBT SERVICE FUNDS
Combining Revenues, Expenditures and Fund Balance
Fiscal Year 2017/2018
Debt Fund 300
(not supported by
property tax)
Debt Fund 300
(supported by
property tax)
TOTAL
REVENUES AND OTHER SOURCES
1 General Sales Tax $ - $ - $ -
2 Property Tax - 271,411 271,411
3 Charge for Services - - -
4 Hotel Tax - - -
5 Beverage Tax - - -
6 Franchise Fees - - -
7 Permits and Fees - - -
8 Permits and Fees Building - - -
9 Fines and Forfeitures - - -
10 Investment Earnings - - -
11 Contributions - - -
12 Misc Income - - -
13 Total Revenues - 271,411 271,411
14 Transfers In 2,710,068 - 2,710,068
15 Other Sources - - -
16 Total Other Sources 2,710,068 - 2,710,068
17 TOTAL REVENUES AND OTHER SOURCES $ 2,710,068 $ 271,411 $ 2,981,479
18 EXPENDITURES AND OTHER USES
19 Payroll Transfers In $ - $ - $ -
20 Payroll Transfers Out - - -
21 Total Payroll & Related - - -
22 Debt 2,710,068 277,700 2,987,768
23 Economimc Development - - -
24 Insurance - - -
25 Repair & Maintenance - - -
26 Rent & Utilities - - -
27 Services - - -
28 Supplies - - -
29 Water Purchases - - -
30 Total Operations & Maintenance 2,710,068 277,700 2,987,768
31 Capital Outlay - - -
32 Maintenance & Replacement Funds - - -
33 Capital Project Funds - - -
34 Total Capital - - -
35 Transfers Out - - -
36 Other Uses - - -
37 Total Other Uses - - -
38 TOTAL EXPENDITURES AND OTHER USES 2,710,068 277,700 2,987,768
39 EXCESS REVENUES OVER (UNDER) EXPENDITURES - (6,289) (6,289)
40 BEGINNING FUND BALANCE - 6,289 6,289
41 ENDING FUND BALANCE $ - $ - $ -
136
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137
Debt Service
Fund 300
138
Debt Service Fund 300 (Not supported by property tax)
Program Summary
Fiscal Year 2017/2018
Adopted Estimated Proposed FY 17/18 Proposed
Budget Budget Budget
FY 16/17 FY 16/17 FY 17/18 FY 16/17 Estimated
REVENUES & OTHER SOURCES
1 General Sales Tax -$ -$ -$ -$ 0%
2 Property Tax - - - - 0%
3 Charge for Service - - - - 0%
4 Hotel Occupancy Tax - - - - 0%
5 Beverage Tax - - - - 0%
6 Franchise Fees - - - - 0%
7 Permits & Fees - - - - 0%
8 Permits & Fees Building - - - - 0%
9 Fines & Forfeitures - - - - 0%
10 Investment Earnings - - - - 0%
11 Contributions - - - - 0%
12 Misc Income - - - - 0%
13 Total Revenues - - - - 0%
14 Transfers In 2,033,385 2,066,128 2,710,068 643,940 100%
15 Other Sources - - - - 0%
16 Total Other Sources 2,033,385 2,066,128 2,710,068 643,940 100%
17 TOTAL REVENUES & OTHER SOURCES 2,033,385$ 2,066,128$ 2,710,068$ 643,940$ 31%
EXPENDITURES & OTHER USES
18 Payroll Salaries -$ -$ -$ -$ 0%
19 Payroll Transfers - - - - 0%
20 Total Payroll and Related - - - - 0%
21 Debt 2,031,785 2,065,105 2,710,068 644,963 31%
22 Economic Development - - - - 0%
23 Insurance - - - - 0%
24 Repair & Maintenance - - - - 0%
25 Rent & Utilities - - - - 0%
26 Services 1,600 1,600 - (1,600) -100%
27 Supplies - - - - 0%
28 Water Purchases - - - - 0%
29 Total Operations & Maintenance 2,033,385 2,066,705 2,710,068 643,363 31%
30 TOTAL OPERATING EXPENDITURES 2,033,385 2,066,705 2,710,068 643,363 31%
31 Capital Outlay - - - - 0%
32 Capital Projects - - - - 0%
33 Total Capital - - - - 0%
34 Transfers Out - Operating - - - - 0%
35 Transfers Out - Non Operating - - - - 0%
36 Total Other Uses - - - - 0%
37 TOTAL NON-OPERATING EXPENDITURES - - - - 0%
38 TOTAL EXPENDITURES & OTHER USES 2,033,385 2,066,705 2,710,068 643,363 31%
39 EXCESS REVENUES OVER(UNDER) EXPENDITURES - (578) - 578 100%
40 FUND BALANCE, BEGINNING 578 578 (0) (578) -100%
41 FUND BALANCE, ENDING 578 (0) (0) - 0%
42 Restricted/Assigned/Committed Funds 578 (0) (0) - 0%
43 UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ 0%
RESTRICTED/ASSIGNED/COMMITED FUNDS
44 Cash 300 10110 00 000 578$ (0)$ (0)$ -$ 0%
45
46
47
48
49 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 578$ (0)$ (0)$ -$ 0%
vs
139
Section 8 Debt Service Funds
Debt Service Fund 300 Overview
The Debt Service Fund is used to manage payments on all general government related debt.
associated with the construction of Westlake Academy facilities. Any future debt issuances will
also be paid from this Fund. Town Council and staff are dedicated to a conservative pattern of
debt issuance that ensures property tax rates remain among the lowest in the region and
attractive to prospective businesses and residents. Recognizing that long-term debt is usually a
more expensive financing method, alternative financing sources will be explored before debt is
issued. When debt is issued, it will be used to acquire major assets with expected lives which equal
or exceed the average life of the debt issue. Transfers from 4B Economic Development Fund and
the General Fund comprise the bulk of debt service revenues.
Revenues and Other Sources
• Total Transfers In are budgeted to be $2,710,068,
• This represents a 31% increase of $643,940 from prior year estimated transfers in of
$2,066,128.
Expenditures and Other Uses
• Debt service expenditures are budgeted to be $2,710,068
• This represents a 31% increase of $644,963 from prior year estimated expenditures of
$2,065,105.
• This increase is due primarily to the issuance of debt for the Fire Station Complex and Series
2017 GO refunding of Series 2007 debt.
• As of FY17/18 the series 2013 refunding debt payments (originally series 2008 noted below) for
the Westlake Academy Arts and Sciences building has been moved to Debt Service Fund
301 to be covered by property tax revenues as these bonds are tax supported.
Bond Issuances for Westlake Academy
• $12,400,000 Series 2002 Certificates of Obligation for Phase 1 Construction
• $ 6,410,000 Series 2003 Certificates of Obligation for Phase 2 Construction
• $ 2,500,000 Series 2008 General Obligation Bonds for Arts & Science Building
• $ 8,500,000 Series 2013 Certificates of Obligation for WA expansion of 3 Buildings
Bond Refundings for Westlake Academy
• $7,375,000 Series 2011 General Obligation Refunding Bonds
o Refunding of Series 2002 and 2003
• $ 1,980,000 Series 2014 General Obligation Refunding Bonds
o Refunding of Series 2003
• 7,465,000 Series 2007 General Obligation Refunding Bonds
o Refunding of Series 2002
• $5,795,000 Series 2017 General Obligation Refunding Bonds
o Refunding of Series 2007
Bond Issuances for the Fire Station/EMS Complex
• $9,204,000 Series 2017 Certificates of Obligation
• $1,530,000 Series 2017 Tax Note
140
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141
Debt Service
Fund 301
142
Debt Service Fund 301 (Property Tax Supported)
Program Summary
Fiscal Year 2017/2018
Adopted Estimated Proposed FY 17/18 Proposed
Budget Budget Budget
FY 16/17 FY 16/17 FY 17/18 FY 16/17 Estimated
REVENUES & OTHER SOURCES
1 General Sales Tax -$ -$ -$ -$ 0%
2 Property Tax 88,635 95,010 271,411 176,401 186%
3 Charge for Service - - - - 0%
4 Hotel Occupancy Tax - - - - 0%
5 Beverage Tax - - - - 0%
6 Franchise Fees - - - - 0%
7 Permits & Fees - - - - 0%
8 Permits & Fees Building - - - - 0%
9 Fines & Forfeitures - - - - 0%
10 Investment Earnings - - - - 0%
11 Contributions - - - - 0%
12 Misc Income - - - - 0%
13 Total Revenues 88,635 95,010 271,411 176,401 186%
14 Transfers In - - - - 100%
15 Other Sources - - - - 0%
16 Total Other Sources - - - - 100%
17 TOTAL REVENUES & OTHER SOURCES 88,635$ 95,010$ 271,411$ 176,401$ 186%
EXPENDITURES & OTHER USES
18 Payroll Salaries -$ -$ -$ -$ 0%
19 Payroll Transfers - - - - 0%
20 Total Payroll and Related - - - - 0%
21 Debt 118,611 118,611 277,700 159,089 134%
22 Economic Development - - - - 0%
23 Insurance - - - - 0%
24 Repair & Maintenance - - - - 0%
25 Rent & Utilities - - - - 0%
26 Services - - - - 0%
27 Supplies - - - - 0%
28 Water Purchases - - - - 0%
29 Total Operations & Maintenance 118,611 118,611 277,700 159,089 134%
30 TOTAL OPERATING EXPENDITURES 118,611 118,611 277,700 159,089 134%
31 Capital Outlay - - - - 0%
32 Capital Projects - - - - 0%
33 Total Capital - - - - 0%
34 Transfers Out - Operating - - - - 0%
35 Transfers Out - Non Operating - - - - 0%
36 Total Other Uses - - - - 0%
37 TOTAL NON-OPERATING EXPENDITURES - - - - 0%
38 TOTAL EXPENDITURES & OTHER USES 118,611 118,611 277,700 159,089 134%
39 EXCESS REVENUES OVER(UNDER) EXPENDITURES (29,976) (23,601) (6,289) 17,312 73%
40 FUND BALANCE, BEGINNING 29,890 29,890 6,289 (23,601) -79%
41 FUND BALANCE, ENDING (86) 6,289 - (6,289) -100%
42 Restricted/Assigned/Committed Funds (86) 6,289 - (6,289) -100%
43 UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ 0%
RESTRICTED/ASSIGNED/COMMITED FUNDS
44 Cash 301 10110 00 000 (86)$ 6,289$ -$ (6,289)$ -100%
45
46
47
48
49 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS (86)$ 6,289$ -$ (6,289)$ -100%
vs
143
Section 8 Debt Service Funds
Debt Service Fund 301 Overview
Required by Texas law, the Debt Service Fund (Property Tax) is used to manage payments related
to the Interest and Sinking (I&S) component of the ad valorem (property) tax rate.
In most Texas municipalities, the Interest & Sinking levy funds the majority of annual debt service
payments. The Town has separated the Debt Service Fund into two separate funds to more
clearly denote the debt being paid with ad valorem tax which is a small portion of the Town’s
total debt.
Currently this Debt Service Fund is used to manage debt service payments associated with the
various street projects. As of FY17/18 this fund will absorb the series 2013 refunding debt payments
(originally series 2008) of the Westlake Academy Arts and Sciences building. This debt payment
was originally in Debt Service Fund 300 and was paid via a transfer in from the Visitors Association
Fund. The decision was made to move this payment to Debt Service Fund 301 to be covered by
property tax revenues as these bonds are tax supported.
Revenues and Other Sources
• Ad valorem property tax revenues are budgeted to be $271,411
• This amount represents a 185% increase of $176,401 from the prior year estimated
revenues of $95,010
o This increase is due to the inclusion of the Series 2013 Arts and Science Center
refunding debt payment as noted above.
Expenditures and Other Uses
• Debt service expenditures are budgeted to be $277,700
• This amount represents a 134% increase of $159,089 from the prior year estimated
expenditures of $118,611.
o This increase is due to the inclusion of the Series 2013 Arts and Science Center
refunding debt payment as noted above.
Bond Issuances
• $ 2,095,000 Series 2011 Certificates of Obligation
o Street infrastructure improvements
• $2,500,000 Series 2008 General Obligation Bonds
o Arts and Sciences Building construction
Bond Refundings
• $2,200,000 Series 2013 General Obligation Refunding Bonds
o Refunding of Series 2008 for Arts and Sciences Building
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145
146
WESTLAKE ACADEMY
Program Summary
Fiscal Year 2017/2018
Adopted Estimated Adopted FY 17/18 Adopted
Budget Budget Budget
FY 16/17 FY 16/17 FY 17/18 FY 16/17 Estimated
REVENUES 35,000
Transportation 28,400$ 10,000$ 10,000$ -$ 0%
Parking 25,050 15,050 15,000 (50) 0%
Athletic Activities 90,724 90,724 90,700 (24) 0%
Interest Earned 3,000 4,500 3,000 (1,500) -33%
WAF Blacksmith Donation 1,000,000 1,025,000 1,000,000 (25,000) -2%
WAF Salary Reimbursement 66,432 66,432 67,800 1,368 2%
Town Contribution - Westlake Reserve 300,000 300,000 300,000 - 0%
Town Contribution 15,000 15,000 15,000 - 0%
Other Local Revenue (BTS, Tech & Other)143,256 95,886 58,800 (37,086) -39%
Fund raiser (Back to School)- 16,000 16,000 - 0%
Food Services 6,000 6,000 6,100 100 2%
Total Local Revenues 1,677,862 1,644,592 1,582,400 (62,192) -4%
TEA - Foundation School Funds (Inc. accrual)5,606,212 5,539,350 5,781,200 241,850 4%
CTE Funding (additional TEA-FSP Funds)356,475 299,605 572,200 272,595 91%
TEA - Available School Funds 308,298 287,790 191,300 (96,490) -34%
TEA - IB Training - 6,300 6,300 - 0%
TRS On-behalf/Medicare Part B 450,326 450,326 450,700 374 0%
Total State Revenues 6,721,311 6,583,371 7,001,700 418,329 6%
TOTAL REVENUES 8,399,173$ 8,227,963$ 8,584,100$ 356,137$ 4% EXPENDITURES 35,000
Function 11 - Instructional 4,788,354$ 4,759,616$ 4,975,270$ 215,654$ 5%
Function 12 - Resources & Media 84,089 82,639 82,639 - 0%
Function 13 - Curriculum & Staff Development 127,802 86,623 84,545 (2,078) -2%
Function 21 - Instructional Leadership 276,548 278,148 206,623 (71,525) -26%
Function 23 - School Leadership 851,510 853,935 757,692 (96,243) -11%
Function 31 - Guidance & Counseling 236,600 228,950 223,973 (4,977) -2%
Function 33 - Health Services 68,024 68,024 66,024 (2,000) -3%
Function 36 - Co/Extracurricular Activities 175,826 246,013 218,358 (27,655) -11%
Function 41 - Administrative 276,495 307,126 260,167 (46,959) -15%
Function 51 - Maintenance & Operations 940,838 893,738 960,743 67,005 7%
Function 53 - Data Processing 192,401 176,401 195,505 19,104 11%
Function 61 - Community Services 122,020 122,020 124,460 2,440 2%
Function 71 - Debt Service 257,238 257,238 166,200 (91,038) -35%
TOTAL EXPENDITURES BY FUNCTION 8,397,745$ 8,360,471$ 8,322,199$ (38,272)$ 0%
Object Code 61XX - Salaries 6,290,364$ 6,290,149$ 6,279,299$ (10,850)$ 0%
Object Code 62XX - Contracted Services 1,024,552 996,210 1,000,220 4,010 0%
Object Code 63XX - Supplies & Materials 374,382 302,735 395,828 93,093 31%
Object Code 64XX - Other Operating Costs 451,209 514,139 480,652 (33,487) -7%
Object Code 65XX - Debt Service 257,238 257,238 166,200 (91,038) -35%
TOTAL EXPENDITURES BY OBJECT 8,397,745$ 8,360,471$ 8,322,199$ (38,272)$ 0%
Other Resources - Local -$ 80,000$ 60,000$ (20,000)$ -25%
Transfer in - Campus Activity Fund - 37,090 - (37,090) -100%
Other Uses - Local - (60,000) (60,000) -
NET OTHER RESOURCES (USES)-$ 57,090$ -$ (57,090)$ -100%
EXCESS REVENUES OVER(UNDER) EXP 1,428$ (75,418)$ 261,901$ 337,319$ -447%
FUND BALANCE BEGINNING 1,071,036$ 1,072,464$ 997,046$ (75,418)$ -7%
FUND BALANCE ENDING 1,072,464 997,046 1,258,947 261,901 26%
Assigned - Bus Maintenance 37,090 24,090 (13,000) -35%
Assigned - Uniform/Equip replacement 11,000 11,000 15,000 4,000 36%
FUND BALANCE ENDING (Unassigned)1,061,464$ 948,956$ 1,219,857$ 270,901$ 29%
Number of Operating Days (365)46 41 54 13 32%
Dollars per Operating Day 23,008$ 22,905$ 22,801$ (105)$ 0%
vs
147
Section 9
Westlake Academy Overview
Founded in 2003, Westlake Academy is an open enrollment charter school that is owned and
operated by the Town of Westlake. The Academy is the Town’s largest operating department,
and is required under state law to publish a separate budget document. The Westlake
Academy Fund was incorporated into the Town’s budget structure in FY2010/11 in order to
capture the total cost of municipal programs and services in a single document.
Note that revenues and expenditures are aligned with the school fiscal year, which begins on
September 1 and ends on August 31.
For detailed information concerning Academy revenues and expenditures, see Westlake
Academy’s 2017/2018 operating budget, available online at www.westlakeacademy.org.
Revenues
• General Fund adopted revenues and other sources are $8,584,100.
Expenditures
• General Fund adopted expenditures and other uses total $8,322,199.
Fund Balance
• Ending fund balance is projected to be $1,258,947
148
August 7, 2017
Honorable Board of Trustees,
As Superintendent of Westlake Academy, and in tandem with the administrative teams for both municipal and
academic services, I am pleased to submit for your consideration, the Academic Budget for FY 2017/18.
On behalf of our entire learning community, I would like to thank the Board for their leadership, dedication to
excellence, and support in making Westlake Academy and the Town of Westlake a truly shining example of
what can be accomplished when people come together with a common purpose: great educational success
can happen!
I. INTRODUCTION
Westlake Academy has faced several challenges and opportunities over the last several years, including
decreased state funding, increasing rigor in state assessments, recruitment and retention of legacy teacher
issues, space constrictions and subsequent facility expansion, and unprecedented growth within our student
population. The students, staff, and faculty have shown an enormous amount of resiliency and determination to
continually hold to our vision and rise to any challenge we have faced. Keeping this in mind, we present this
year’s budget theme, “I=E3: Inquiry is the Solution … Engage … Explore … Empower!”
A public school operating budget is legally required to include the Academy’s General, Debt Service, and Food
Service Funds. Because the Academy does not maintain the latter two funds, the General Fund is the only
legally adopted fund. For informational purposes only, budgets for Special Revenue Funds are included
throughout the presentation.
G ENERAL F UND B UDGET S UMMARY
Amended
FY 2016/17
Proposed
FY 2017/18
$ Increase
(Decrease)
% Increase
(Decrease)
Total Revenues $ 8,227,963 $ 8,584,100 $ 356,137 4%
Total Expenditures 8,360,471 8,322,199 (38,272) -0.458%
Other Resources 117,090 60,000 (57,090) -100%
Other Uses (60,000) (60,000)
Excess Revenues Over(Under) Expenditures (75,418) 261,901 337,319 -447%
FUND BALANCE BEGINNING 1,072,464 997,046 (75,418) -7%
FUND BALANCE ENDING 997,046 1,258,947 261,901 26%
Assigned 48,090 39,090 (9,000) -19%
FUND BALANCE ENDING (Unassigned) $ 948,956 $ 1,219,857 $ 270,901 29%
# Days Operating (Based on 365) 41 54 12 29%
Daily Operating Expenditure 22,905 22,801 $ 105 0%
Students Enrolled 830 856 26 3%
TEA Funding per Student $ 7,382 $ 7,646 $ 264 4%
Operating Cost per Student $ 10,073 $ 9,722 $ ( 351) -3%
Teachers 65.55 65.59 0.04 0%
Student/Teacher Ratio 12.66 13.05 0.39 3%
149
II. THE CHALLENGES
The Town of Westlake, and therefore Westlake Academy, finds itself in one of DFW’s most desirable executive
housing corridors - located along State Highway 114. Growth associated with the area necessitates that we not
only understand and deal with the associated changes, but also understand the impact the future growth
presents. As our state charter is held by the municipality, any challenge or opportunity experienced by the
community as a whole also affects the Academy. The most pressing challenges are:
Westlake’s Permanent Population Growth: This is the portion of our population considered to be our
permanent residents. From the 1990 population of 185 to 2016’s population of 1,264 represents an increase of
583% equal to 1,079 additional residents. We will continue to monitor and plan for increases in these numbers
considering our Comprehensive Plan’s (Forging Westlake) forecast of approximately 7.21% annual population
growth between now and 2040. This would bring us to around 7,000 residents.
The number of Westlake residents who are selecting Westlake Academy as the educational choice for their
students has doubled in the past five years. Resident surveys continually indicate that the Academy is a strong
motivator for our residents to locate in Westlake, and one of the top three (3) reasons why they plan to remain
in our community. For example, the 2017 municipal services survey results indicate 75% of the new residents
say enrollment at Westlake Academy was extremely important/important to their decision to live in the
community. With the majority of those residents then listing this as the number one (1) reason they will remain
in Westlake over the next five (5) years.
Planning for Academy growth in the face of residential development continues to be a challenge. Wherever
possible, the Town has entered economic development agreements with residential developers to provide
funding for Westlake Academy facilities to lessen the impact of their residential development on the Academy’s
enrollment.
Westlake Academy has experienced steady enrollment growth from 491 students in SY 2009-10 to a projected
856 in SY 2017-18. The current increase of student population is a result of the Phase I expansion efforts on the
Academy campus and our development. Our growth requires that we carefully manage our student enrollment
processes to provide adequate space for children of Westlake residents.
Approximately 39,000 sq. ft. of new facilities space was opened on campus in SY 14/15. It was comprised of a
secondary classroom building, field house, and a primary years’ multi-use hall. These buildings increased our
capacity and allowed for decompression of our current school facilities. The lottery waiting list for student
admissions from our secondary boundaries continues to grow from 705 in 2011 to over approximately 2,250
students for this coming school year.
Public Education Funding Shortfall: State funding of public education was decreased by the State Legislature in
2011. While it has increased somewhat since then, the allocation has not kept pace with basic cost increases.
And, in the Legislature’s most recent 2017 session, the per student funding for public education was not
increased for the next biennium. This negatively impacts Westlake since, as a charter school, we receive
approximately 80% of our operational funding from the State. The municipal government continues to allocate
significant resources to the school to deal with State funding limitations, maintain high quality educational
150
services, provide for the Academy’s facilities and support services, as well as preserve space for the children of
Westlake residents.
Additionally, the Westlake Academy Foundation (WAF) raises significant operating funds for the Academy,
without which the school could not operate.
Staffing Levels, Insurance Costs, and Retention: Our investment in the school must be facilitated in tandem
with staffing considerations to maintain our dynamic teaching teams, and be competitive with our surrounding
school districts. This includes keeping our compensation/benefit package competitive to attract and retain
excellent employees. For the 2017/2018 budget year, in accordance with the Boards financial policies regarding
Academy employee compensation, Staff recommends an average 2% salary increase for the Academy faculty
and staff. This is in addition to maximizing efficiencies and processes that will control large expenditure drivers
such as employee health insurance.
Continued Emphasis on Long-Range Financial Planning: This budget contains an updated Long-Range Financial
Forecast which identifies key revenue and expenditure drivers while assessing historical financial trends and
their potential impact upon the town’s financial stability. The forecast must be monitored and updated during
the budget formulation process, as well as reviewed with the Board of Trustees as the budget is prepared. Staff
will also continue to produce quarterly financial reports for the Board that monitors and analyzes trends. The
report serves as a valuable tool to assist in developing a proactive, rather than reactive, approach to our
changing financial trends.
OUR REGIONAL CHALLENGES:
DFW Metro Area Employment and Population Growth: Since 1970, the DFW Metro area has grown by more
than 150% - a faster pace than the state and nation. At 9,500 square miles, it is larger in total area than 5 of our
states. With a population of nearly 6.8 million, it is the fourth largest metropolitan area in the country.
Forecasts from the North Central Texas Council of Governments (NCTCOG) predict employment to grow, in this
12-county standard metropolitan statistical (SMSA) area, by almost 70% over the next 30 years. Population
growth over this same 30-year period is also forecasted to be 69%. This regional growth will impact Westlake
and the demand for enrollment opportunities at the school.
III. SHARED SERVICE MODEL
The Academy operates under a shared services model whereby the municipal operations team provides human
resources, financial, facilities, and administrative support services to the school. General maintenance and
replacement of infrastructure and equipment for the school is also expensed to the municipal budget.
The shared services model was an integral part of the state charter application process that helped bolster the
Town’s case for having a community school. This model conserves resources and avoids the duplication of
efforts across the municipal and academic functions.
151
DEBT SERVICE - As part of the Academy’s unique financial structure the Town of Westlake is responsible for debt
service payments associated with the Academy’s capital infrastructure. The Municipal Debt Service Fund is used
to manage debt service payments, and Academy debt is accounted for in the annual municipal budget.
CAPITAL PROJECTS - Note that there are no major capital projects budgeted or planned through FY 18/19, and
there are no future Academy capital projects discussed in the Town of Westlake’s Capital Improvement Plan.
However, retaining professional expertise to update the Academy’s master facility plan will be discussed with
the Council in the near future.
MUNICIPAL ALLOCATIONS
Amended Proposed $ Increase % Increase
FY 2016/17 FY 2017/18 (Decrease) (Decrease)
Municipal-Transfer to WA Operating Budget $ 315,000 $ 315,000 $ - 0.00%
Annual Debt Service (Municipal budget) 1,874,385 1,869,870 (4,515) -0.24%
Major Maintenance and Replacement 279,565 200,000 (79,565) -28.46%
In-direct Operating Costs 674,130 727,659 53,529 7.94%
Total Municipal Costs $ 3,143,080 $ 3,112,529 $ (30,551) -0.97%
IV. FY17 /18 GENERAL FUND BUDGET
This budget encompasses all teaching and extra-/co-curricular operating expenditures as well as State public
school funding and private donations used to support the daily operations of Westlake Academy. The FY 17/18
General Fund budget totals $8,322,199, which represents a 0.46% decrease from the prior year.
It is important to note that $39,090 was earmarked in the Academy’s fund balance for Athletic uniform and
equipment replacement and bus maintenance, as well as additional days for the staff during August. As such,
the 2017/2018 projections increased fund balance by $270,901 for an ending total of $1,219,857 (54 operating
days).
As mentioned previously, Westlake Academy’s enrollment increase has been driven by the growth of residential
developments and housing opportunities within the Town of Westlake. This trend will continue with the
addition of another housing development and new homes that are currently under construction. With the
estimated increase of 26 students, total enrollment will rise to a projected 856 this school year. This will be the
Academy’s largest student enrollment census to date, exceeding the projections in the school’s Facility Master
Plan adopted in November of 2012.
With this trend of growth in the Academy’s resident (primary boundary) student population, a corresponding
trend will likely be that overall lottery enrollment opportunities for secondary boundary students will
decline. Growth will be monitored and managed until financial resources become available and the Board of
Trustees reviews and approves any update to the Facility Master Plan.
152
COMBINED: GENERAL FUND ACADEMIC AND MUNICIPAL SERVICES
Amended Proposed $ Increase % Increase
FY 2016/17 FY 2017/18 (Decrease) (Decrease)
Operating Expenditures $ 8,045,471 $ 8,007,199 $ (38,272) -0.48%
Municipal-Transfer to WA Operating Budget 315,000 315,000 0.00%
Total Academic Costs 8,360,471 8,322,199 (38,272) -0.46%
Annual Debt Service (Municipal budget) 1,874,385 1,869,870 (4,515) -0.24%
Major Maintenance and Replacement 279,565 200,000 (79,565) -28.46%
In-direct Operating Costs 674,130 727,659 53,529 7.94%
Total Municipal Costs 2,828,080 2,797,529 (30,551) -1.08%
TOTAL EXPENDITURE COSTS $ 11,188,551 $ 11,119,728 $ (68,823) -0.62%
Number of Students 830 856 26 3.13%
Total Expenditure Cost per Student $ 13,480 $ 12,990 $ (490) -3.63%
Over the last year, many hours have been spent to further develop our vision of the future, determining the best
opportunities that lay before us to help accomplish our mission and truly become the “shining school on the
hill.” While we have many successes to celebrate, we are constantly striving to improve the Academy through
multiple avenues, including “getting the right people on the bus”, ensuring that we are consistently taking
measure of our course, and adjusting as we move towards our goal.
It is through our talented faculty, staff, students, and their supportive families, that we can unfailingly rise to
challenges and hold to our vision. The daily operation of the Academy is made possible through our
partnerships with the Town of Westlake, the Westlake Academy Foundation, and our affiliate groups.
As with all good teams, it becomes necessary to draw attention to individual performers and teams who go
above and beyond to help us accomplish our goals. I would like to recognize the hard work of the Academic
and Municipal Leadership Teams, and specifically the Finance Department and Dr. Mechelle Bryson for their
efforts in completing this award-winning document. I know with the teams we have in place, we will continue
to “build a collective legacy of excellence.”
Thomas E. Brymer
Town Manager/Superintendent Westlake Academy
“Westlake Academy is an IB World School whose mission is to provide students with an internationally
minded education of the highest quality, so they are well-balanced and respectful life-long learners.”
153
FINANCIAL FORECAST ASSUMPTIONS
Basic Assumptions:
• Increase of 26 students in FY 2017/18 and 10 additional students in subsequent years
• Average Daily Attendance rate of 97%
Revenues:
• 100% use of Westlake Academy Foundation (WAF) Annual Program revenues (adopted $1 million)
• Career and Technology (CTE) Funding has increased to 319 students for FY 2017/18 due to the addition
of the DP Business Management course and by unblocking Algebra II or renaming/redesigning the
second block of Algebra II (numbers will fluctuate slightly from year to year beyond 2017/18 due to
student course selections).
Expenditures:
• Personnel costs are estimated to increase approximately 2.0% for FY 2017/18 and 1.5% annually in
subsequent years
• Professional Services, supplies and other operating expenditures are increased by 1% in outer years
but will only increase if revenues increase to offset additional expenditures
Charter schools do not have taxing authority, making them reliant upon state and local funding sources. As an
open enrollment charter school, all State funding is determined each legislative session and channeled to
Westlake Academy through the Foundation School Program (FSP).
Charter schools are funded based on their weighted average daily attendance (WADA). A school’s WADA is
determined not only by the number of students attending, but their participation in special programs, such as
special education and career and technology.
• Most Academy General Fund revenue is derived from the
Foundation School Program.
• Secondary sources include the Westlake Academy
Foundation and the Blacksmith Campaign.
• Growth in local revenues has been significant and is a result
of strong parent support of the Academy.
Future revenue projections are based upon the State’s current
funding formula and current local donation levels. Due to the
uncertainty of state funding, the Academy adopted a new policy in
FY 14/15 which only allows increases in expenditures if there is an
offsetting increase in revenues.
154
SERVICE LEVEL ADJUSTMENTS
This budget makes use of Service Level Adjustments (SLA) to track cost changes. There are four types of
Service Level Adjustments: (1) increased operating costs to maintain current levels of service, (2) increased
operating costs due to expanded levels of service, (3) increased costs due to the development of new services,
and (4) cost savings. Cost savings may occur for any number of reasons, but primarily arise due to increased
efficiency, service level reductions, or not expending budgeted resources. Note that totals in brackets ( )
represent a decrease in expenditures.
For FY 2017-2018 academic staff recommends the following adjustments:
61XX SALARY AND RELATED EXPENDITURES $ (10 ,850)
Balanced Scorecard Perspective: People, Facilities, & Technology
Outcome Objective: Attract, Recruit, Retain, & Develop the Highest Quality Workforce
Due to changes in administration and the realignment of faculty positions maximizing current
available efficiencies, there is an overall decrease in salaries and related expenditures, reducing
the FY 2017/18 FTEs by 1.96. Faculty and staff will receive a 2.0% increase, which will keep the
salary scale within 2.5% of surrounding school districts and remain consistent with previous
years.
62XX PROFESSIONAL AND CONTRACTED SERVICES $ 1 8 ,609
Balanced Scorecard Perspective: Academic Operations
Outcome Objective: Improve the Efficiencies of Operational Systems
This category includes expenditures related to professional and contracted services rendered to
the Academy by firms, individuals, and other organizations. This amount reflects an increase in
the cost for services to maintain the facilities, as well as increased costs required to change the
Strings Program from in-house instruction to contract.
63XX SUPPLIES AND MATERIALS $ 4,631
Balanced Scorecard Perspective: Academic Operations
Outcome Objective: Optimize Student Potential
Supplies and materials costs are associated with consumables that are used in the classroom,
maintenance of the campus, books, iPads, testing materials, furniture, and classroom supplies.
64XX OTHER OPERATING COSTS $ (15,289)
Balanced Scorecard Perspective: People, Facilities, & Technology
Outcome Objective: Increase the Capacity of Teachers & Staff
Other operating costs are associated with insurance, professional development, travel,
membership fees and dues, graduations expenses, and miscellaneous costs. Cost savings in this
category are based on a determined effort to reduce costs and increase process efficiencies.
65XX DEBT SERVICE COSTS $ (91,070)
Balanced Scorecard Perspective: People, Facilities & Technology
Outcome Objective: Improve Technology, Facilities % Equipment
Debt service costs are associated with the 3-year lease for iPads to support the one-to-one
device initiative. The FY 16/17 amount of $257,238 included the payoff for the original iPad
lease, creating a decreased expenditure for FY 17/18.
155
GOVERNMENTAL FUNDS OVERVIEW
FINANCIAL SUMMARY
The following schedules present a comparison of revenues and expenditures for all Governmental Funds in the
Academy’s Budget. As a reminder, Governmental Funds include the General Fund and Special Revenue Funds.
G ENERAL F UND B UDGET S UMMARY
Amended Proposed $ Increase % Increase
FY 2016/17 FY 2017/18 (Decrease) (Decrease)
Total Revenues $ 8,227,963 $ 8,584,100 $ 356,137 4%
Total Expenditures 8,360,471 8,322,199 (38,272) -0.46%
Other Resources 117,090 60,000 (57,090) -0.49%
Other Uses (60,000) (60,000) - 0%
Excess Revenues Over(Under) Expenditures (75,418) 261,901 337,319 -447%
FUND BALANCE BEGINNING 1,072,464 997,046 (75,418) -7%
FUND BALANCE ENDING $ 997,046 $ 1,258,947 $ 261,901 26%
A public school operating budget is legally required to include the Academy’s General, Debt Service, and Food
Service Funds. However, the Academy does not maintain a Food Service Fund or a Debt Service Fund, so the
General Fund is the only legally adopted fund. Budgets for Special Revenue Funds are included throughout the
presentation for informational purposes only.
Historically, revenues and expenditures have increased at relatively the same rate which has dictated the need
for a higher fund balance. The Academy strives for 45-day minimum requirement established by Board policy.
It is anticipated that this trend will continue over the next five years, with a relatively slow but steady growth in
fund balance. The Academy anticipates that the General Fund balance will remain above the TEA’s
recommended 40 days (School FIRST Rating), barring any unforeseen circumstances.
G OVERNMENTAL F UND R EVENUES
Revenues received by Westlake Academy are classified into three broad categories:
Amended Proposed $ Increase % Increase Revenue
FY 16/17 FY 17/18 (Decrease) (Decrease) Percent
Local Revenues $1,885,092 $1,652,900 $(232,192) -12.32% 18.54%
State Program Revenues 6,591,996 7,159,096 567,100 8.60% 80.29%
Federal Program Revenues 139,853 104,000 (35,853) -25.64% 1.17%
Total Revenues $8,616,941 $8,915,996 $299,055 3.47% 100.00%
156
$933
$1,000
$1,025
$1,000
FY 15/16 Actual FY16/17
Adopted
FY16/17
Amended
FY 17/18
Proposed
Blacksmith Annual Contributions
Local
Revenues
18%
State
Program
Revenues
81%
Federal
Revenues
1%
Proposed Revenues
All Governmental Funds
• Local funding consists of the following major sources, the Town of Westlake, Westlake Academy
Foundation (WAF) and the Hudson Foundation.
o The Town of Westlake provides
administrative, human resources,
facilities, and financial services for the
Academy and is responsible for all
debt service payments relating to
Academy facilities and infrastructure.
o The Westlake Academy Foundation is
an independent, non-profit
organization that raises funds through donations and various fundraising efforts. Annual fundraising
activities include the Blacksmith Campaign, which is used to close the funding gap between State
allocations and school needs in the General Fund. The Blacksmith Campaign is directed towards the
parents of Academy students and tries to leverage individual donations with employers who have
charitable matching programs.
o The Hudson Foundation is an independent, non-profit organization that supports organizations who
are innovative and who develop programs that create new ways on knowing. Westlake Academy
has been the proud recipient of a Hudson Grant for the past seven years. These funds are used for
teacher training, innovative learning space and student travel and accounted for in Special Revenue
Funds.
• State funding is the Academy’s largest revenue source, making up approximately 78% of total
Governmental Fund revenues. Staff estimates that aid received through the State’s Foundation School
Program (FSP) in FY 2017/18 will be approximately $7,646 per student.
• Federal funding is received through grants that support special education and accounts for
approximately one percent (1%) of revenues for all funds.
The Academy’s primary revenue sources continue to be the State Foundation School Program and the Westlake
Academy Foundation.
L OCAL F UNDING
FY16/17 adopted Blacksmith revenues were
forecasted to be $1 million; however, the amended
budget has been increased by $25,000. Total WAF
contributions are projected at $1 million in FY 17/18.
157
61XX
Payroll &
Related Items
73%
62XX
Contracted
Services
12%63XX
Supplies &
Materials
9%
64XX -
Other Operating
5%
65XX
Debt Service
1%
Expenditures by Object
S TATE P ROGRAM R EVENUES
FY16/17 adopted state revenues,
including Career & Technology
Funding, were forecasted to be $6.271
million; however due to less students
than projected, the amended budget
has been decreased to $6.127 million.
Total state revenues are projected at
$6.545 million in FY 2017/18.
E XPENDITURES & S HARED S ERVICES M ODEL
Administrative, financial, human resources and facilities services are provided by the Town of Westlake under a
shared services model. These service costs were previously booked to the Westlake Academy operating
budget, but were removed from the operating budget in the FY 12/13 school year. The following table illustrates
indirect operating costs which are booked to the Town of Westlake’s General Fund and Debt Service Fund.
Amended Proposed $ Increase % Increase
FY 2016/17 FY 2017/18 (Decrease) (Decrease)
Operating Expenditures $ 8,045,471 $ 8,007,199 $ (38,272) -0.48%
Municipal-Transfer to WA Operating Budget 315,000 315,000 - 0.00%
Total Academic Costs 8,360,471 8,322,199 (38,272) -0.46%
Annual Debt Service (Municipal budget) 1,704,035 1,869,870 165,835 9.73%
Major Maintenance and Replacement 279,565 200,000 (79,565) -28.46%
In-direct Operating Costs 674,130 727,659 53,529 7.94%
Total Municipal Costs 2,972,730 3,112,529 139,799 4.70%
TOTAL EXPENDITURE COSTS $ 11,333,201 $ 11,434,728 $ 101,527 0.90%
Number of Students 830 856 26 3.13%
Total Expenditure Cost per Student $ 13,654 $ 13,358 $ (296) -2.17%
Employee compensation and benefits are
Westlake Academy’s largest operating
expenditures. Board policy states a desire to
maintain a salary scale within three percent
(3%) of the districts surveyed for market
comparison purposes. For FY 2017/18, Staff
recommends a salary increase of 2.0%.
The increase equals approximately $166,495
in payroll and related expenditures, and will
bring the Academy to within 2.5% of the
estimated average median of surrounding
districts.
$4.417 $4.865 $5.812 $6.010 $6.271 $6.127 $6.545
FY 12/13
Actual
FY 13/14
Actual
FY 14/15
Actual
FY 15/16
Actual
FY16/17
Adopted
FY16/17
Amended
FY 17/18
Proposed
Foundation State Program Revenues
(In millions)
158
EXPENDITURES (BY FUNCTION)
Amended Proposed Budget Budget $ Increase % Increase Revenue
FY 16/17 FY 17/18 (Decrease) (Decrease) Percent
11 - Instructional $5,006,760 $5,245,166 $238,406 4.76% 60.62%
12 - Resources & Media 82,639 82,639 - 0.00% 0.96%
13 - Staff Development 142,623 84,545 (58,078) -40.72% 0.98%
21 - Instructional Leadership 278,148 206,623 (71,525) -25.71% 2.39%
23 - School Leadership 877,739 757,692 (120,047) -13.68% 8.76%
31 - Guidance & Counseling 228,950 223,973 (4,977) -2.17% 2.59%
33 - Health Services 68,024 66,024 (2,000) -2.94% 0.76%
36 - Extra-/Co-Curricular Activities 331,013 278,358 (52,655) -15.91% 3.22%
41 - General Administration 307,126 260,167 (46,959) -15.29% 3.01%
51 - Maintenance & Operations 893,738 960,743 67,005 7.50% 11.10%
53 - Data Processing 176,401 195,505 19,104 10.83% 2.26%
61 - Community Services 122,020 124,460 2,440 2.00% 1.44%
71 - Debt Service 257,238 166,200 (91,038) -35.39% 1.92%
Total Expenditures $8,772,419 $8,652,095 $(120,324) -1.37% 100.00%
EXPENDITURES (BY OBJECT CODE)
Amended Proposed Budget Budget $ Increase % Increase Revenue
FY 16/17 FY 17/18 (Decrease) (Decrease) Percent
61XX - Payroll & Related Items $6,453,501 $6,383,299 $(70,202) -1.09% 73.78%
62XX - Contracted Services 1,024,710 1,000,220 (24,490) -2.39% 11.56%
63XX - Supplies & Materials 382,688 616,224 233,536 61.03% 7.12%
64XX - Other Operating 654,282 486,152 (168,130) -25.70% 5.62%
65XX - Debt Service 257,238 166,200 (91,038) -35.39% 1.92%
Total Expenditures $8,772,419 $8,652,095 $(120,324) -1.37% 100.00%
G OVERNMENTAL F UNDS – M AJOR R EVENUE S OURCES
The revenues received by Westlake Academy are classified into one of three broad categories: State, Federal
and Local.
• State funding is the Academy’s largest
revenue source, making up 76% of all General
Fund revenues. Funding for public education
has increased slightly over the last two
legislative sessions, but overall funding still
falls short of the FY 2009/10 school year. The
Texas economy has been strong, but ongoing
litigation regarding public education funding
has created a hesitancy to adjust funding
projections until the courts have ruled upon
the constitutionality of the current funding
methodology. Consequently, the Academy continues to utilize prior year funding levels when developing
financial models and forecasts. Staff estimates that the average level of total state aid received through the
Foundation School Program (FSP) in FY 2017/18 will be approximately $7,646 per student.
Local
Revenues
19%
State
Program
Revenues
80%
Federal
Program
Revenues
1%
Revenues
by Category
159
• Local funding consists of the following major sources, the Town of Westlake, Westlake Academy Foundation
(WAF) and the Hudson Foundation.
o The Town of Westlake provides administrative, human resources, facilities, and financial services for
the Academy and is also responsible for all debt service payments relating to Academy facilities and
infrastructure.
o The Westlake Academy Foundation is an independent non-profit organization that raises funds
through donations and various fundraising efforts; the FY 2017/18 forecast is $1,000,000. The WAF
conducts several annual fundraising activities, including the Blacksmith Campaign, an annual fund
drive which started as a way to close the funding gap between what charter schools receive in state
allocations in comparison to local ISDs. It mainly directs fund raising efforts towards the parents of
Academy students and tries to leverage these donations with the employers who have matching
programs for individuals that contribute time or money to non-profits. The Blacksmith Campaign is
held each year in October, and each family is asked to contribute $2,500 per student to help cover
the gap between the state public education funding and what the Academy actually spends on each
student.
o The Hudson Foundation is an independent, non-profit organization that supports organizations who
are innovative and who develop programs that create new ways on knowing. Westlake Academy
has been the proud recipient of a Hudson Grant for the past seven years. These funds are used for
teacher training, innovative learning space and student travel.
• Federal funding is received through grants that support special education and accounts for approximately
one percent (1%) of revenues for all funds.
G OVERNMENTAL F UNDS - M AJOR E XPENDITURES
Employee compensation and benefits are Westlake Academy’s largest operating expenditures. Board policy
states a desire to maintain a salary scale within three percent (3%) of the districts surveyed for market
comparison purposes. For FY 2017/18, Staff recommends a salary increase of 2.0%. The increase equals
approximately $166,495 in payroll and related expenditures, and will bring the Academy to within 2.5% of the
estimated average median of surrounding districts.
These adjustments to compensation and benefits will allow the Academy to remain competitive, and serve as a
valuable component in our recruiting and retention efforts
P ROJECTED E NDING F UND B ALANCES
Projected Total Total Projected
Beginning Revenues Expenditures Ending Percent Change Change
Fund Type Fund Balance and Other Sources and Other Uses Fund Balance of total Amount Percent
General Fund $997,046 $8,584,100 $8,322,199 $1,258,947 95% $261,901 26.27%
Special Revenue Funds 59,378 331,896 329,896 $61,378 5% $2,000 0.00%
TOTAL $1,056,424 $8,915,996 $8,652,095 $1,320,325 100% $263,901 24.98%
160
GENERAL FUND
FINANCIAL SUMMARY
The General Fund is a governmental fund with budgetary control which is used to show transactions resulting
from operations of on-going organizations and activities from a variety of revenue sources.
Amended Proposed $ Increase % Increase
FY 2016/17 FY 2017/18 (Decrease) (Decrease)
Total Revenues $ 8,227,963 $ 8,584,100 $ 356,137 4%
Total Expenditures 8,360,471 8,322,199 (38,272) -0.46%
Other Resources 117,090 60,000 (57,090) -0.49%
Other Uses (60,000) (60,000) - 0%
Excess Revenues Over(Under) Expenditures (75,418) 261,901 337,319 -447%
FUND BALANCE BEGINNING 1,072,464 997,046 (75,418) -7%
FUND BALANCE ENDING 997,046 1,258,947 261,901 26%
Assigned 48,090 39,090 (9,000) -19%
FUND BALANCE ENDING (Unassigned) $ 948,956 $ 1,219,857 $ 270,901 29%
# Days Operating (Based on 365) 41 54 13 29%
G ENERAL F UND R EVENUES
S TATE F UNDING R EVENUES
Westlake Academy receives even less State funding per student than the Texas average because public charter
schools in the State of Texas do not receive facility funding. The Academy’s State funding per pupil peaked in FY
2009/10 but was cut the following two years due to State budget shortfalls. In FY 2017/18, the Academy
anticipates that state funding will increase by $264 per student due to the additional students enrolling and the
Career and Technology classes being offered.
$5 $5 $6 $6 $7 $7 $7
$1
$1
$1 $1 $1 $1 $1
$0
$0
$0 $0 $0 $0 $0
$-
$1
$2
$3
$4
$5
$6
$7
$8
$9
FY 12/13
Actual
FY 13/14
Actual
FY 14/15
Actual
FY 15/16
Actual
FY16/17
Adopted
FY16/17
Amended
FY 17/18
ProposedMILLIONSREVENUES BY SOURCES
Other Local
Revenue
WAF
Blacksmith
State
Revenue
161
$7,285 $7,241
$7,382
$7,646
FY 15/16…FY16/17…FY16/17…FY 17/18…
Average State Funding per Student
$4.216 $4.928 $5.409 $6.190 $6.290 $6.290 $6.279
$0.811
$0.910 $1.056
$1.112 $1.025 $0.996 $1.000
$0.215
$0.604 $0.392
$0.907 $0.374 $0.303 $0.396
$-
$1
$2
$3
$4
$5
$6
$7
$8
$9
$10
FY 12/13
Actual
FY 13/14
Actual
FY 14/15
Actual
FY 15/16
Actual
FY16/17
Adopted
FY16/17
Amended
FY 17/18
ProposedMILLIONSEXPENDITURES BY SOURCE 65XX - Debt Service
64XX - Other
Operating Costs
63XX - Supplies &
Materials
62XX - Contracted
Services
61XX - Salaries
Westlake Academy receives minimal federal funding, (IDEA B – Special Education Funds). Due to prior state
funding reductions, the Academy has become more
dependent upon private donations for operating
costs and further financial support from the Town of
Westlake. Funding ongoing operating costs with one-
time dollars raised through private donations places
the Academy in a potentially tenuous situation. If
private donations do not meet the levels necessary to
offset public education reductions, then the Town of
Westlake must increase financial support or consider
reducing the associated service levels.
G ENERAL F UND E XPENDITURES
11 - Instructional
59%
23 -School Leadership
9%
51 -Maintenance &
Operations
12%
11 - Instructional
12 - Resources & Media
13 - Staff Development
21 - Instructional Leadership
23 - School Leadership
31 - Guidance & Counseling
33 - Health Services
35 - Food Services
36 - CoCurricular/ Extra. Activities
41 - Administrative
51 - Maintenance & Operations
53 - Data Processing
61 - Community Services
71 - Debt Service
81 - Facility Acquisition/Construction
162
SPECIAL REVENUE FUNDS
FINANCIAL SUMMARY
Special Revenue Funds account for local, state and federally financed programs or expenditures legally restricted
for specified purposes or where unused balances are returned to the grantor at the close of a specified project
period.
Amended
FY 16/17
Proposed
FY 17/18 Variance
FEDERAL GRANTS THROUGH TEA
• Fund 224 - IDEA B $ 104,058 $ 104,000 $ (58)
• Fund 226 – IDEA B Discretionary 35,215 (35,215)
Sub-total Federal Grants 139,273 104,000 (35,273)
STATE GRANTS THROUGH TEA
• Fund 410 - Material Allotment Disbursement 8,225 157,396 149,171
Sub-total State Grants 8,225 157,396 149,171
LOCAL ACTIVITIES
• Fund 461 - Local Campus Activity 85,000 60,000 (25,000)
• Fund 484 - Local Grants (HOC & WAF) 55,000 - (55,000)
• Fund 498 - International Mindedness Symposium 6,000 6,000 -
Sub-total Local Activities 146,000 66,000 (80,000)
HUDSON FOUNDATION GRANTS
• Fund 480 - Hudson Foundation Grant 3,404 - (3,404)
• Fund 482 - Hudson Foundation Grant 95,580 - (95,580)
• Fund 496 – Hudson Foundation Grant 16,966 - (16,966)
Sub-total Hudson Foundation Grants 115,950 - (115,950)
WESTLAKE ACADEMY FOUNDATION GRANTS
• Fund 497 – Student Travel Awards 2,500 2,500 -
Sub-total Foundation Grants 2,500 2,500 -
Grant Total - All Special Revenue Fund Expenditures $ 411,948 $ 329,896 $ (82,052)
163
164
Fiscal Year 2017/2018
Adopted Estimated Proposed FY 17/18 Proposed
Budget Budget Budget vs
FY 16/17 FY 16/17 FY 17/18 FY 16/17 Estimated
REVENUES & OTHER SOURCES
1 General Sales Tax -$ -$ -$ -$ 0%
2 Property Tax - - - - 0%
3 Hotel Tax - - - - 0%
4 Charge for Services - - - - 0%
5 Beverage Tax - - - - 0%
6 Franchise Fees - - - - 0%
7 Permits & Fees - - - - 0%
8 Permits & Fees Buildings - - - - 0%
9 Fines & Forfeitures - - - - 0%
10 Investment Earnings 6,900 60,700 41,600 (19,100) -31%
11 Contributions 10,000 3,671,315 175,000 (3,496,315) -95%
12 Misc Income - - - - 0%
13 Total Revenues 16,900 3,732,015 216,600 (3,515,415) -94%
14 Transfers In 1,210,000 1,010,000 1,765,324 755,324 100%
15 Other Sources 8,500,000 10,734,300 - (10,734,300) 100%
16 Total Other Sources 9,710,000 11,744,300 1,765,324 (9,978,976) 100%
17 TOTAL REVENUES & OTHER SOURCES 9,726,900$ 15,476,315$ 1,981,924$ (13,494,391)$ -87%
EXPENDITURES & OTHER USES
18 Payroll Transfer In -$ -$ -$ -$ 0%
19 Payroll Transfer Out - - 54,565 54,565 100%
20 Total Payroll and Related - - 54,565 54,565 100%
21 Debt - - - - 0%
22 Economic Development - - - - 0%
23 Insurance - - - - 0%
24 Repair & Maintenance - - - - 0%
25 Rent & Utilities - - - - 0%
26 Services - - - - 0%
27 Supplies - - - - 0%
28 Water Purchases - - - - 0%
29 Total Operations & Maintenance - - - - 0%
30 TOTAL OPERATING EXPENDITURES - - 54,565 54,565 100%
31 Capital Outlay - - - - 0%
32 Projects - Maintenance & Replacement Funds - - - - 0%
33 Projects - Capital & Expansions Fun 9,455,585 3,455,265 10,288,000 6,832,735 198%
34 Total Capital 9,455,585 3,455,265 10,288,000 6,832,735 198%
35 Transfers Out - - - - 0%
36 Other Uses - - - - 0%
37 Total Other Uses - - - - 0%
38 TOTAL NON-OPERATING EXPENDITURES 9,455,585 3,455,265 10,288,000 6,832,735 198%
39 TOTAL EXPENDITURES & OTHER USES 9,455,585$ 3,455,265$ 10,342,565$ 6,887,300$ 199%
40 EXCESS REVENUES OVER(UNDER) EXPENDITURES 271,315 12,021,050 (8,360,641) (20,381,691) 170%
41 FUND BALANCE, BEGINNING 2,558,290 2,558,290 14,579,340 12,021,050 470%
42 FUND BALANCE, ENDING 2,829,605 14,579,340 6,218,699 (8,360,641) -57%
43 Restricted/Assigned/Committed Funds 2,829,605 14,579,340 6,218,699 (8,360,641) -57%
44 UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ 0%
RESTRICTED/ASSIGNED/COMMITTED FUNDS
45 Cash 2,829,605 14,579,340 6,218,699 (8,360,641) -57%
46 - 0%
47 - 0%
48 - 0%
49 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 2,829,605$ 14,579,340$ 6,218,699$ (8,360,641)$ -57%
50
Combined Program Summary
CAPITAL PROJECTS FUNDS
165
CAPITAL PROJECTS FUNDS
Combining Revenues, Expenditures and Fund Balance
Fiscal Year 2017/2018
Capital Fund Expansion Fund TOTAL
REVENUES AND OTHER SOURCES
1 General Sales Tax $ - $ - $ -
2 Property Tax - - -
3 Charge for Services - - -
4 Hotel Tax - - -
5 Beverage Tax - - -
6 Franchise Fees - - -
7 Permits and Fees - - -
8 Permits and Fees Building - - -
9 Fines and Forfeitures - - -
Investment Earnings 38,000 3,600 41,600
Contributions 175,000 - 175,000
Misc Income - - -
Total Revenues 213,000 3,600 216,600
Transfers In 1,015,324 750,000 1,765,324
Other Sources - - -
Total Other Sources 1,015,324 750,000 1,765,324
TOTAL REVENUES AND OTHER SOURCES $ 1,228,324 $ 753,600 $ 1,981,924
EXPENDITURES AND OTHER USES
Payroll Transfers In $ - $ - $ -
Payroll Transfers Out 54,565 - 54,565
Total Payroll & Related 54,565 - 54,565
Debt - - -
Economimc Development - - -
Insurance - - -
Repair & Maintenance - - -
Rent & Utilities - - -
Services - - -
Supplies - - -
Water Purchases - - -
Total Operations & Maintenance - - -
Capital Outlay - - -
Maintenance & Replacement Funds - - -
Capital Project Funds 10,288,000 - 10,288,000
Total Capital 10,288,000 - 10,288,000
Transfers Out - - -
Other Uses - - -
Total Other Uses - - -
TOTAL EXPENDITURES AND OTHER USES $ 10,342,565 $ - $ 10,342,565
EXCESS REVENUES OVER (UNDER) EXPENDITURES (9,114,241) 753,600 (8,360,641)
BEGINNING FUND BALANCE 13,168,612 1,410,727 14,579,340
ENDING FUND BALANCE $ 4,054,371 $ 2,164,327 $ 6,218,699
166
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167
Capital Projects
Fund 410
168
Capital Project Fund 410
Program Summary
Fiscal Year 2017/2018
Adopted Estimated Proposed FY 17/18 Proposed
Budget Budget Budget
FY 16/17 FY 16/17 FY 17/18 FY 16/17 Estimated
REVENUES & OTHER SOURCES
1 General Sales Tax -$ -$ -$ -$ 0%
2 Property Tax - - - - 0%
3 Charge for Service - - - - 0%
4 Hotel Occupancy Tax - - - - 0%
5 Beverage Tax - - - - 0%
6 Franchise Fees - - - - 0%
7 Permits & Fees - - - - 0%
8 Permits & Fees Building - - - - 0%
9 Fines & Forfeitures - - - - 0%
10 Investment Earnings 6,000 57,100 38,000 (19,100) -33%
11 Contributions 10,000 3,671,315 175,000 (3,496,315) -95%
12 Misc Income - - - - 0%
13 Total Revenues 16,000 3,728,415 213,000 (3,515,415) -94%
14 Transfers In - - 1,015,324 1,015,324 100%
15 Other Sources 8,500,000 10,734,300 - (10,734,300) -100%
16 Total Other Sources 8,500,000 10,734,300 1,015,324 (9,718,976) 100%
17 TOTAL REVENUES & OTHER SOURCES 8,516,000$ 14,462,715$ 1,228,324$ (13,234,391)$ -92%
EXPENDITURES & OTHER USES
18 Payroll Salaries -$ -$ -$ -$ 0%
19 Payroll Transfers - - - - 0%
20 Total Payroll and Related - - - - 0%
21 Debt - - - - 0%
22 Economic Development - - - - 0%
23 Insurance - - - - 0%
Payroll Transfer Out - - 54,565 54,565 100%
24 Repair & Maintenance - - - - 0%
25 Rent & Utilities - - - - 0%
26 Services - - - - 0%
27 Supplies - - - - 0%
28 Water Purchases - - - - 0%
29 Total Operations & Maintenance - - 54,565 54,565 100%
30 TOTAL OPERATING EXPENDITURES - - 54,565 54,565 100%
31 Capital Outlay - - - - 0%
32 Capital Projects 9,455,585 3,455,265 10,288,000 6,832,735 198%
33 Total Capital 9,455,585 3,455,265 10,288,000 6,832,735 198%
34 Transfers Out - Operating - - - - 0%
35 Transfers Out - Non Operating - - - - 0%
36 Total Other Uses - - - - 0%
37 TOTAL NON-OPERATING EXPENDITURES 9,455,585 3,455,265 10,288,000 6,832,735 198%
38 TOTAL EXPENDITURES & OTHER USES 9,455,585$ 3,455,265$ 10,342,565$ 6,887,300$ 199%
39 EXCESS REVENUES OVER(UNDER) EXPENDITURES (939,585) 11,007,450 (9,114,241) (20,121,691) 183%
40 FUND BALANCE, BEGINNING 2,161,162 2,161,162 13,168,612 11,007,450 509%
41 FUND BALANCE, ENDING 1,221,577 13,168,612 4,054,371 (9,114,241) -69%
42 Restricted/Assigned/Committed Funds 1,221,577 13,168,612 4,054,371 (9,114,241) -69%
43 UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ 0%
RESTRICTED/ASSIGNED/COMMITED FUNDS
44 Cash 410 10110 00 000 1,221,577$ 13,168,612$ 4,054,371$ (9,114,241)$ -69%
45
46
47
48
49 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 1,221,577$ 13,168,612$ 4,054,371$ (9,114,241)$ -69%
vs
169
Section 10 Capital Project Funds
Capital Project Fund Overview
The Capital Projects Fund tracks major equipment, land, and infrastructure projects of $25,000 or
more financed with General Fund operating transfers, intergovernmental revenue, bond
proceeds and Special Revenue Fund transfers. Project completion or procurement may extend
across two or more fiscal years and reflect multiple expenditure categories such as engineering,
design and construction.
Completed capital projects often have a continuing fiscal impact on the Town’s operating
funds due to routine maintenance, repair, and daily operating costs. When an ongoing
operating impact has been identified, it is included on the project description sheet, and costs
are projected for the next three years. Upon approval of the project, the ongoing fiscal impact
is integrated into the operating budget.
Revenues and Other Sources
• Revenues and other sources are budgeted to be $1,228,324.
• This represents a 92% decrease of $13,234,391 from prior year estimated revenues and
transfers in of $14,462,715
o Investment earnings decreased $19,100
o Contributions decreased $3,496,315 due primarily to one-time contributions (land
$1.750M; private contribution $1.2M) received for the Fire Station/EMS Complex.
o Transfers in from General Fund increased $1,015,324 for one-time planning and
development building permit fees and revenues.
o Other Sources decreased $10,734,300 due to one-time funds (bonds $9.2M, Tax note
$1.5M) received for the Fire Station/EMS Complex.
Expenditures
• Payroll transfers out to General Fund increased $54,565 to offset cost of Project Manager
for the Public Works department.
Capital Projects
• Capital Projects are budgeted to be $10,288,000
• A 198% increase of $6,832,735 from prior year estimated projects of $3,455,265
• The following is a list of budgeted projects for FY 17/18.
Fire Station/EMS Complex $ 9,843,000
Cemetery Improvements 100,000
Dove Rd/FM1938 Signalization 160,000
Solana/FM1938 Signal 10,000
WA Outdoor Science Project 175,000
TOTAL $ 10,288,000
Fund Balance
• The ending fund balance is projected to be $4,054,371.
170
ESTIMATED PROPOSED 1 2 3 4
FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22
Transfer in from GF -$ 1,015,324$ 1,450,742$ 1,170,710$ 1,081,871$ 370,114$
Payroll Transfers Out to GF - (54,565) - - - -
Interest Income 57,100 38,000 6,000 6,000 6,000 -
NET 57,100 998,759 1,456,742 1,176,710 1,087,871 370,114
Bond Revenue - Issue $3.1M - - 480,180 - - -
ROANOKE ROAD RECON/DRAIN SOUTH - - - (480,180) - -
NET - - 480,180 - - -
Contribution 219,625 - - - - -
FM1938 TOWN IMPROVEMENTS - - - - - -
NET 219,625 - - - - -
Bond Revenue - Issue $3.1M - - 281,960 - - -
SAM SCHOOL ROAD RECON & DRAINANGE - - (281,960) - - -
NET - - - - - -
Cash (Fund Balance)- - - - - -
E. DOVE ROAD RECON & DRAINAGE (Vaquero - TB)(696,260) - - - - -
NET (696,260) - - - - -
Bond Revenue - Issue $3.1M - - 30,000 - - -
TRAIL CONNECTION AT 114/SOLANA - - (30,000) - - -
NET - - - - - -
Bond Revenue - Issue $3.1M - - 300,949 - - -
TRAIL - WESTLAKE ACADEMY TO CEMETERY - - - (300,949) - -
NET - - 300,949 (300,949) - -
Bond Revenue - Issue $3.1M - - 290,016 - - -
TRAIL - DOVE/PEARSON/ASPEN - - (290,016) - - -
NET - - - - - -
Cash (Fund Balance)- - - - - -
HWY 377 LANDSCAPE IMPROVEMENTS (PHASE 1)- - - - - -
NET - - - - - -
Bond Revenue - Issue $3.1M - - 983,954 - - -
OTTINGER ROAD RECON & DRAINAGE - - - (983,954) - -
NET - - 983,954 (983,954) - -
Bond Revenue - Issue $3.1M - - 404,125 - - -
PEARSON LANE RECON & DRAINAGE - - (404,125) - - -
NET - - - - - -
Bond Proceeds 9,204,300 - - - - -
Texas Tax Note Revenue 1,530,000 - - - - -
Contribution Revenue 1,200,000 - - - - -
Land Contribution 1,750,000 - - - - -
FIRE STATION CONSTRUCTION and LAND (2,250,000) (9,843,000) (1,819,575) - - -
NET 11,434,300 (9,843,000) (1,819,575) - - -
Cash (Fund Balance)- - - - - -
MAINTENANCE AND STORAGE FACILITY - - - - - -
NET - - - - - -
Bond Revenue - Issue $3.1M - - 229,500 - - -
WAYFINDING SIGNAGE - - (229,500) - - -
NET - - - - - -
DESCRIPTION
CAPITAL PROJECT FUND 410
FIVE YEAR FORECAST
171
ESTIMATED PROPOSED 1 2 3 4
FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22DESCRIPTION
CAPITAL PROJECT FUND 410
FIVE YEAR FORECAST
Cash (Fund Balance)- - - - - -
DOVE ROAD/FM1938 SIGNALIZATION (285,000) (160,000) - - - -
NET (285,000) (160,000) - - - -
Contribution Revenue 220,445 - - - - -
SOLANA/SH114 SIGNALIZATION - - - - - -
NET 220,445 - - - - -
Contribution Revenue 112,000 - - - - -
SOLANA/FM1938 SIGNALIZATION (102,000) (10,000) - - - -
NET 10,000 (10,000) - - - -
WAF Grant 60 175,000 - 135,000 - -
WA - OUTDOOR LEARNING CENTER (97,690) (175,000) - (123,595) - -
NET (97,630) - - 11,405 - -
Grants (WAF $11750 - HOC $5000 - WAAC $2975)15,175 - - - - -
WA - BLEACHERS AND FILM TOWER (4,590) - - - - -
NET 10,585 - - - - -
Land Sale 4,010 - - - - -
LAND SALE EXPENSE (19,725) - - - - -
NET (15,715) - - - - -
Bond Revenue - Issue $3.1M - - 80,000 - - -
FLASHING CROSSWALK LIGHTS - - (80,000) - - -
NET - - - - - -
Contribution 150,000 - - - - -
CEMETARY IMPROVEMENTS - (100,000) (50,000) - - -
NET 150,000 (100,000) (50,000) - - -
Bond Revenue - Issue $3.1M - - 82,000 - - -
WA - POND REPAIRS - - (82,000) - - -
NET - - - - - -
Bond Revenue - Issue $3.1M - - 90,000 - - -
SOLANA PAVEMENT REPAIRS - - (90,000) - - -
NET - - - - - -
Bond Revenue - Issue $3.1M - - 54,450 - - -
WYCK HILL PAVEMENT RESURFACE - - (54,450) - - -
NET - - - - - -
Bond Revenue - Issue $3.1M - - 80,000 - - -
FM1938 PAVEMENT REPAIRS - - (80,000) - - -
NET - - - - - -
Total Revenues & Transfers in 14,462,715 1,228,324 4,843,876 1,311,710 1,087,871 370,114
Total Expenditures & Transfers Out (3,455,265) (10,342,565) (3,491,626) (1,888,678) - -
NET CHANGE TO FUND BALANCE 11,007,450 (9,114,241) 1,352,250 (576,968) 1,087,871 370,114
Beginning Fund Balance 2,161,162 13,168,612 4,054,371 5,406,621 4,829,653 5,917,524
Ending Fund Balance 13,168,612 4,054,371 5,406,621 4,829,653 5,917,524 6,287,638
Restricted/Committed/Assigned 13,168,612 4,054,371 5,406,621 4,829,653 5,917,524 6,287,638
Unassigned Ending Balance -$ -$ -$ -$ -$ -$
172
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173
Westlake Academy
Expansion Fund 412
174
Westlake Academy Expansion Fund 412
Program Summary
Fiscal Year 2017/2018
Adopted Estimated Proposed FY 17/18 Proposed
Budget Budget Budget
FY 16/17 FY 16/17 FY 17/18 FY 16/17 Estimated
REVENUES & OTHER SOURCES
1 General Sales Tax -$ -$ -$ -$ 0%
2 Property Tax - - - - 0%
3 Charge for Service - - - - 0%
4 Hotel Occupancy Tax - - - - 0%
5 Beverage Tax - - - - 0%
6 Franchise Fees - - - - 0%
7 Permits & Fees - - - - 0%
8 Permits & Fees Building - - - - 0%
9 Fines & Forfeitures - - - - 0%
10 Investment Earnings 900 3,600 3,600 - 0%
11 Contributions - - - - 0%
12 Misc Income - - - - 0%
13 Total Revenues 900 3,600 3,600 - 0%
14 Transfers In 1,210,000 1,010,000 750,000 (260,000) 100%
15 Other Sources - - - - 0%
16 Total Other Sources 1,210,000 1,010,000 750,000 (260,000) 100%
17 TOTAL REVENUES & OTHER SOURCES 1,210,900$ 1,013,600$ 753,600$ (260,000)$ -26%
EXPENDITURES & OTHER USES
18 Payroll Salaries -$ -$ -$ -$ 0%
19 Payroll Transfers - - - - 0%
20 Total Payroll and Related - - - - 0%
21 Debt - - - - 0%
22 Economic Development - - - - 0%
23 Insurance - - - - 0%
24 Repair & Maintenance - - - - 0%
25 Rent & Utilities - - - - 0%
26 Services - - - - 0%
27 Supplies - - - - 0%
28 Water Purchases - - - - 0%
29 Total Operations & Maintenance - - - - 0%
30 TOTAL OPERATING EXPENDITURES - - - - 0%
31 Capital Outlay - - - - 0%
32 Capital Projects - - - - 0%
33 Total Capital - - - - 0%
34 Transfers Out - Operating - - - - 0%
35 Transfers Out - Non Operating - - - - 0%
36 Total Other Uses - - - - 0%
37 TOTAL NON-OPERATING EXPENDITURES - - - - 0%
38 TOTAL EXPENDITURES & OTHER USES - - - - 0%
39 EXCESS REVENUES OVER(UNDER) EXPENDITURES 1,210,900 1,013,600 753,600 (260,000) 26%
40 FUND BALANCE, BEGINNING 397,127 397,127 1,410,727 1,013,600 255%
41 FUND BALANCE, ENDING 1,608,027 1,410,727 2,164,327 753,600 53%
42 Restricted/Assigned/Committed Funds 1,608,027 1,410,727 2,164,327 753,600 53%
43 UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ 0%
RESTRICTED/ASSIGNED/COMMITED FUNDS
44 Cash 412 10110 00 000 1,608,027$ 1,410,727$ 2,164,327$ 753,600$ 53%
45
46
47
48
49 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 1,608,027$ 1,410,727$ 2,164,327$ 753,600$ 53%
vs
175
Section 10 Capital Project Funds
Westlake Academy Expansion Overview
The Westlake Academy Expansion (WAE) Fund tracks and accumulates resources intended to
finance future Academy expansions.
In FY 2012/13, approximately 8.5 million dollars of bond proceeds were used to fund construction
of three new buildings at Westlake Academy with the final expenditures continuing into FY 13/14:
• Cafetorium – includes stage, dressing area, storage and catering kitchen for dining and
general purposes; approximately 9,600 sf.
• Three story Secondary School - includes 15 classrooms, flex and office space; designed to
allow for future addition if needed; approximately18,900 sf.
• Field-house - houses locker rooms used for both athletics and PE, including a visiting team
locker room; storage for equipment; offices and space to be used for the PE program;
approximately 9,600 sf.
In February of 2013, an Economic Development Agreement was executed between the Town
and Maguire Partners-Solana Land, L.P. that requires the developer to pay $10,000 for each
residential lot associated with the Granada subdivision. The Quail Hollow subdivision will require
the developer to $5,000 for each residential lot.
In FY 14/15 the Town received $410,000 associated with the completion and acceptance of
Granada Phase I infrastructure. The estimated budget for FY 16/17 is $1.010 million and the
projected budget for FY 17/18 is $750,000; these receipts are part of Granada Phase II, Entrada
and Quail Hollow subdivisions. Note that these payments are recorded in the Economic
Development Fund and transferred to the WAE Fund.
Revenues and Other Sources
• Revenues are budgeted to be $3,600 from investment earnings
• Transfers in from the Economic Development fund are budgeted to be $750,000
Operating Expenditures
• There are no budgeted operating expenditures.
Non-Operating Expenditures
• There are no budgeted non-operating expenditures.
Fund Balance
• The ending fund balance is projected to be $2,164,327
Current Unfunded Academy Expansion Projects
• Westlake Academy Phase I
• Westlake Academy Phase II
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177
178
Section 11
Capital Improvement Plan
INTRODUCTION
This document provides a comprehensive plan of capital improvements that are to be
undertaken by the Town over the next five (5) years. Cost estimates and financing methods for
the improvements are included and are referenced by individual project. The development
of the Capital Improvement Plan is one of the more complex and multi-faceted processes of
the Town. Striking a balance between the needs and interests of the residents and our
financial capacity is a challenging proposition.
For this community vision to have meaning, it must be accompanied by deliberate planning
that leads the organization and community to its desired future. This requires clearly defined
goals, proactive strategies, committed leadership, effective management and above all, the
resources to carry out these plans and objectives.
WHAT IS A CIP?
First, what it is not; a CIP (Capital Improvement Plan) is not a wish list, rather it is a realistic plan
designed to fulfill the strategic goals and objectives necessary to achieve the mission and
vision of the community.
The CIP is a multi-year document that summarizes the capital needs of a community over a
specific time period. It outlines the individual capital projects, their strategic value and
relationship to the community’s long-term goals and objectives as well as the fiscal impact that
they pose to the community.
WHY HAVE A CIP?
• Informs the employees, departments, elected officials and the public of an entity’s
intent to invest in its infrastructure and community
• Represents a long-term financial plan and identifies resources or financing strategies
that an entity plans to use to fund the plan
• Identifies projects by functionality in order to ensure a balanced approach to our
reinvestment in the community
• Establishes priorities and serves as a planning document or blueprint for an
organization’s investment in capital infrastructure both short-term and long-term
• Provides a breakdown of major project costs and phasing as necessary
• DOES NOT appropriate money
CIP PRIORITIZATION STRATEGY – PRESERVE * PROTECT * PLAN
• Preserve the past by investing in the continued upgrade of town assets and
infrastructure
• Protect the present with improvements and/or additions to facilities, roads, and capital
investments
• Plan for the future of the organization
WHAT IS A CAPITAL PROJECT?
Capital includes all long-lived infrastructures such as water facilities, sewers, streets, parks and
buildings along with major equipment like fire trucks, radio systems, vehicles, computers and
179
Section 11
Capital Improvement Plan
fixtures. Capital projects are the individual action plans that make up a Capital Improvement
Plan. The capital projects in this CIP have been categorized into the following groups: Parks &
Recreation, Facilities, Transportation, Vehicles and Utilities.
CAPITAL ASSETS BY CATEGORY AND TYPE
When most people think of the Town’s capital assets, they naturally think of the Westlake
Academy campus. While the campus is certainly a very important and visible asset owned by
the Town, it is but one of many. Included in the assets of the Town are all of the Town’s
infrastructure such as its streets, water, water towers, and sewer mains, vehicles and other
equipment. In preparing this year’s CIP, the staff utilized our annual audit to determine the
value of the Town’s assets.
FUNDING CONSIDERATIONS
In all communities, the cost associated with capital projects far outweighs the available
resources necessary to pay for them; in short there is not enough money. This requires
prioritization of the projects based upon their perceived impact on the community. Due to the
vast number of individual desires it is near impossible to satisfy everyone and requires a
collaborative effort to create situations where the benefits are shared equitably with
community stakeholders. In addition, dedicated revenues will, in most cases, determine which
projects get funded. For example, the Utility Fund may only contribute towards capital projects
that improve water and wastewater projects.
SOURCES OF FUNDING
There are four primary funding sources for capital improvements:
1. Cash Funding (revenue sources such as sales, hotel/motel and property taxes)
2. State/Federal funding (public grants)
3. Private Funding (developmental impact fees or charitable donations)
4. Bond Issuance
The proposed projects in this CIP rely on bond proceeds and other revenues in the
Governmental and Enterprise Funds as well as contributions from corporate partners for
funding. There are two types of bonds: General Obligation (GO) bonds which require voter
approval and Certificates of Obligation (CO) bonds which do not require voter approval. The
current CIP is funded primarily from four sources: Capital Projects & Utility funds (cash on hand),
Contributions and CO bonds.
HOW INFLATION IMPACTS THE CIP
Inflation is defined as a rise in the price of all goods and services over time. This implies that the
purchasing power, or value, of currency will decline in the future relative to costs. Therefore,
more money will be required to fund CIP related expenditures and must be accounted for. This
data is important in calculating the Town’s future liability; by utilizing inflation trends to
calculate future capital replacement costs, we can determine how ‘waiting’ a year or more
impacts the total project cost. Most are aware of the benefits of compounding when it comes
to investing. Unfortunately, this same principle works in reverse as inflation causes costs to
compound higher over time.
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Section 11
Capital Improvement Plan
OVERVIEW
The Capital Improvement Plan presents the Town’s plan for infrastructure development and
improvements and is evaluated annually by the Town leadership to determine the financial
availability of resources for design, construction, operations, and maintenance.
In prior years, the majority of capital improvements in Westlake have been unfunded. These
projects represent capital needs that are subject to more discussion and are included to
convey to the Town leaders and other interested parties the general parameters and breadth
of those capital needs. These projects may be moved to the “Funded” section of this CIP or
moved out into future years depending on priorities, funding availability, and other
considerations.
Balancing these priorities, while at the same time being cognizant of the fiscal challenges of
our Town, continues to be a priority for our staff team and elected officials.
FUNDED VS UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENTS
The following chart depicts the current adopted Capital Improvement Plan identifying funded
vs unfunded projects. This multi-year capital plan will provide Council with a guide that
communicates the program need or deficiency, as well as the funding requirements. It is
important to note that projects which do not receive funding in a given year are moved out to
the future years in order to communicate to those with decision making responsibility the need
to provide necessary funding, or through evaluation, eliminate the project entirely.
$0
$2
$4
$6
$8
$10
$12
FY 16/17
estimated
FY 17/18
proposed
FY 18/19
projected
FY 19/20
projected
FY 20/21
projected
FY 21/22
projected
$3.69
$10.29
$3.36
$1.91
$0.68 $1.03
$9.04
$3.53
Funded Projects Unfunded Projects
181
Funded
Capital Improvements
182
ALL CAPITAL FUNDS
FORMERLY ADOPTED and NEW PROPOSED PROJECTS
FIVE YEAR FORECAST
ACTUALS FY 16-17 FY 17-18 FY 18-19 FY 19-20 PROJECT
Proj THRU ESTIMATED PROPOSED Budget Budget GRAND
No.FY 15-16 BUDGET BUDGET TOTAL
CP64 Fire-EMS Station 42,938$ 500,000$ 9,843,000$ 1,819,575$ -$ 12,205,513$
CP64 Land Donation - 1,750,000 - - - 1,750,000
CP73 Land Sale Expenses - 19,725 - - - 19,725
Sub-Total - Municipal Facilities Improvements 42,938$ 2,269,725$ 9,843,000$ 1,819,575$ -$ 13,975,238$
CP71 WA Outdoor Learning Space 15,975$ 97,690$ 175,000$ -$ 123,595$ 412,260$
CP72 WA Bleachers & Tower 37,868 4,590 - - - 42,458
CP77 WA Pond Repairs - - - 82,000 - 82,000
Sub-Total - Facilities Improvements 53,843$ 102,280$ 175,000$ 82,000$ 123,595$ 536,718$
CP42 Trail Connection at Hwy 114 and Solana Blvd.-$ -$ -$ 30,000$ -$ 30,000$
CP67 Wayfinding Signage - - - 229,500 - 229,500
CP75 Flashing Crosswalk Lights (Dove @ Pearson&Ottinger)- - - 80,000 - 80,000
CP76 Cemetary Improvements - - 100,000 50,000 - 150,000
Sub-Total - Trail/Park/Cemetery Improvements -$ -$ 100,000$ 389,500$ -$ 489,500$
CP34 Roanoke Road Reconstruction & Drainage South 2,900$ -$ -$ -$ 480,180$ 483,080$
CP40 Sam School Road Reconstruction & /Drainage - - - 281,960 - 281,960
CP78 Solana Pavement Repairs - - - 90,000 - 90,000
CP79 Wyck Hill Pavement Resurface - - - 54,450 - 54,450
CP80 FM1938 Pavement Repairs - - - 80,000 - 80,000
CP41 Dove Rd Recon/Drainage (Vaquero/Terra Bella) Cash 69,825 330,260 - - -
CP41 Dove Rd Recon/Drainage (Vaquero/Terra Bella) Bonds - 366,000 - - -
CP68 FM 1938/Dove Road Signalization 12,400 285,000 160,000 - - 457,400
CP70 FM 1938/Solana Traffic Signalization 259,540 102,000 10,000 - - 371,540
Sub-Total - Road/Street Improvements 344,665$ 1,083,260$ 170,000$ 506,410$ 480,180$ 2,584,515$
CP52 Trail - Academy to Cemetery -$ -$ -$ -$ 300,949$
CP58 Ottinger Road Recon/Drainage - - - - 983,954
CP53 Trail - Dove/Pearson/Aspen - - - 290,016 -
CP60 Pearson Lane Recon/Drainage - - - 404,125 -
Sub-Total - Trail and Road Improvements -$ -$ -$ 694,141$ 1,284,903$ 1,979,044$
441,446$ 3,455,265$ 10,288,000$ 3,491,626$ 1,888,678$ 19,565,015$
UF31 N1 Sewer Line Transfer I&I - - - 96,435 - 96,435
-$ -$ -$ 96,435$ -$ 96,435
$ 441,446 $ 3,455,265 $ 10,288,000 $ 3,588,061 $ 1,888,678 $ 19,661,450
ACTUALS FY 16-17 FY 17-18 FY 18-19 FY 19-20 PROJECT
THRU ESTIMATED PROPOSED Budget Budget GRAND
FY 15-16 BUDGET BUDGET TOTAL
Contributions (Formerly adopted)297,408$ 1,856,590$ 10,000$ -$ -$ 2,163,998$
Contributions (New requests))- - 100,000 50,000 - 150,000
Foundation Contribution 15,975 97,690 175,000 - 123,595 412,260
TOTAL CONTRIBUTIONS 313,383$ 1,954,280$ 285,000$ 50,000$ 123,595$ 2,726,258$
Cash (Formerly adopted)128,063$ 615,260$ 160,000$ 96,435$ -$ 999,758$
TOTAL CASH 128,063$ 615,260$ 160,000$ 96,435$ -$ 999,758$
FY 10/11 Road Improvement Bonds (formerly adopted)-$ 366,000$ -$ -$ -$ 366,000$
FY 16/17 Fire Station - 30 yr Bonds - 519,725 9,843,000 1,819,575 - 12,182,300
FY 18/19 Street/Trail - 20 yr Bonds - - - 1,622,051 1,765,083 3,387,134
TOTAL BONDS -$ 885,725$ 9,843,000$ 3,441,626$ 1,765,083$ 15,935,434$
$ 441,446 $ 3,455,265 $ 10,288,000 $ 3,588,061 $ 1,888,678 $ 19,661,450
New Proposed Project
Project Description
766,085
GRAND TOTAL ALL PROJECTS
TOTAL GOVERNMENTAL PROJECTS
TOTAL UTILITY FUND PROJECTS
-------- Projection----------
GRAND TOTAL ALL PROJECTS
---------- Projection------------ Funding Totals
1,284,903$
694,141
183
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 - - 6,248,000 1,559,975 - - - 7,807,975
Construction - Exterior only - - 1,750,000 - - - - 1,750,000
Design 19,500 - 332,500 180,500 - - 532,500
FF&E - - 275,000 - - - - 275,000
IT/Security - - 212,500 - - - - 212,500
Land Sale Expense - 19,725 - - - - - 19,725
Contingency - - 75,000 75,000 - - - 150,000
Other (Foundation) - - 300,000 - - - - 300,000
PROJECT EXPENDITURES 42,938 519,725 9,843,000 1,819,575 - - - 12,225,238
Land Purchase (in kind) - 1,750,000 - - - - - 1,750,000
PROJECT TOTAL 42,938 2,269,725 9,843,000 1,819,575 - - - 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) 42,938 277,232 - - - - 320,170
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 12,182,300 - - - - - 12,225,238
Land Contribution (in kind) - 1,750,000 - - - - - 1,750,000
FUNDING TOTAL 42,938 13,932,300 - - - - - 13,975,238
Totals Thru Estimated
IMPACT TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 22/22
Services - - - - 5,150 5,305 5,464 -
Insurance - - - - 4,893 5,040 5,191 -
Repair & Maintenance - - - - 50,000 51,500 53,045 -
Rent & Utilities - - - - 64,580 66,517 68,513 -
Debt Service CO 2017 - - 510,800 509,725 508,500 507,125 510,525 -
Debt Service Tax Note 2017 - - 234,173 234,118 233,254 233,326 233,326 -
OPERATING IMPACT - - 744,973 743,843 866,377 868,813 876,064 -
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,
184
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 - 97,690 148,000 - 123,595 - - 369,285
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 97,690 175,000 - 123,595 - - 412,260
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) - - - - - - - -
Transfer in from General Fund - - - - - - - -
Transfer in from Utility Fund - - - - - - - -
Grant - Foundation 102,200 - 175,000 - 135,000 - - 412,200
Contribution - 60 - - - - - 60
FUNDING TOTAL 102,200 60 175,000 - 135,000 - - 412,260
Totals Thru Estimated
IMPACT TYPE FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21
Services - - - - 1,000 1,000 1,000 -
Insurance - - - - - - - -
Repair & Maintenance - - - 2,000 2,060 2,122 2,185 -
Rent & Utilities - - - - - - - -
Debt Service - - - - - - - -
Other - - - - - - - -
OPERATING IMPACT - - - 2,000 3,060 3,122 3,185 -
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.
185
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) - - - - - - - -
Transfer in from General Fund - - - - - - - -
Transfer in from Utility Fund - - - - - - - -
Bonds 2018/19 CO Bonds - - - 82,000 - - - 82,000
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 - - - - 2,060 2,122 2,185 -
Rent & Utilities - - - - - - - -
Debt Service - - - - 5,740 5,740 5,740 5,740
Other - - - - - - - -
OPERATING IMPACT - - - - 7,800 7,862 7,925 5,740
5 Year Projection
IMPACT ON OPERATING BUDGET
5 Year Projection
NEW CAPITAL IMPROVEMENT REQUEST
Westlake Academy Pond Repairs
PROJECT EXPENSE
5 Year Projection
PROJECT FUNDING
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.
186
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
410-33501-00-000-000042 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) -
Bonds FY 18/19 CO - 30,000 30,000
Transfer in from Utility Fund -
Other -
FUNDING TOTAL - - - 30,000 - - - 30,000
Totals Thru Estimated
IMPACT TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair & Maintenance - - - - - - - -
Utilities - - - - - - - -
Debt Service - - - 2,100 2,100 2,100 2,100 -
OPERATING IMPACT - - - 2,100 2,100 2,100 2,100 -
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.
187
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 - - - 229,500 - - - 229,500
Design - - - - - - - -
Contingency - - - - - - - -
Other - - - - - - - -
EXPENDITURES TOTAL - - - 229,500 - - - 229,500
410-33501-00-000-000067 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 - - - - - - - -
Contributions/Grants - - - - - - - -
Bonds FY 18/19 CO - - - 229,500 - - - 229,500
UnFunded - - - - - - - -
Other - - - - - - - -
FUNDING TOTAL - - - 229,500 - - - 229,500
Totals Thru Estimated
IMPACT TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair & Maintenance - - - - - - - -
Rent & Utilities - - - - - - - -
Debt Service - - - - 16,065 16,065 16,065 -
OPERATING IMPACT - - - - 16,065 16,065 16,065 -
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
188
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
410-33501-00-000-000075 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) - - - - - - - -
Bonds FY 18/19 CO - 80,000 - - - 80,000
Transfer in from Utility Fund - - - - - - - -
Other - - - - - - - -
FUNDING TOTAL - - - 80,000 - - - 80,000
Totals Thru Estimated
IMPACT TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair & Maintenance - - - - 2,000 2,060 2,122 -
Utilities - - - - - - - -
Debt Service - - - - 4,800 4,800 4,800 -
OPERATING IMPACT - - - - 6,800 6,860 6,922 -
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
189
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 - - - - - - - -
Private Contribution - 150,000 - - - - - 150,000
Other - - - - - - - -
FUNDING TOTAL - 150,000 - - - - - 150,000
Totals Thru Estimated
IMPACT TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair & Maintenance - - - - 2,000 2,060 2,122 -
Utilities - - - - - - - -
Debt Service - - - - - - - -
OPERATING IMPACT - - - - 2,000 2,060 2,122 -
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.
190
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 FY 18/19 CO - - - 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
IMPACT TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair & Maintenance - - - - - - 5,088 -
Rent & Utilities - - - - - - - -
Debt Service - - - - 33,613 33,613 33,613 -
OPERATING IMPACT - - - - 33,613 33,613 38,701 -
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.
191
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
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) - - - - - - - -
Contributions/Grants - - - - - - - -
Bonds FY 18/19 CO - - - 281,960 - - - 281,960
Unfunded - - - - - - - -
Other - - - - - - - -
FUNDING TOTAL - - - 281,960 - - - 281,960
vision link 0 0 0 281,960 0 0 0
Totals Thru Estimated
IMPACT TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair & Maintenance - - - - - 5,000 5,150 -
Rent & Utilities - - - - - - - -
Debt Service - - - 19,737 19,737 19,737 19,737 -
OPERATING IMPACT - - - 19,737 19,737 24,737 24,887 -
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
192
Project Description:
410-73000-00-000-000078 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 - - - 90,000 - - - 90,000
Construction - - - - - - - -
Design - - - - - - - -
Contingency - - - - - - - -
Other - - - - - - - -
EXPENDITURES TOTAL - - - 90,000 - - - 90,000
vision link 0 0 0 281,960 0 0 0
410-33501-00-000-000078 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 FY 18/19 CO - - - 90,000 - - - 90,000
Unfunded - - - - - - - -
Other - - - - - - - -
FUNDING TOTAL - - - 90,000 - - - 90,000
vision link 0 0 0 281,960 0 0 0
Totals Thru Estimated
IMPACT TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair & Maintenance - - - - - - - -
Rent & Utilities - - - - - - - -
Debt Service - - - - 6,300 6,300 6,300 -
OPERATING IMPACT - - - - 6,300 6,300 6,300 -
5 Year Projection
IMPACT ON OPERATING BUDGET
5 Year Projection
NEW CAPITAL IMPROVEMENT REQUEST
Solana Pavement Repair
This project will provide repairs to several sections of concrete pavement
failures on Solana Boulevard. The repairs will consist of
removal/replacement of concrete and failed subgrade and traffic control.
PROJECT EXPENSE
5 Year Projection
PROJECT FUNDING
193
Project Description:
410-73000-00-000-000079 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 - - - 54,450 - - - 54,450
Design - - - - - - - -
Contingency - - - - - - - -
Other - - - - - - - -
EXPENDITURES TOTAL - - - 54,450 - - - 54,450
vision link 0 0 0 281,960 0 0 0
410-33501-00-000-000079 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 FY 18/19 CO - - - 54,450 - - - 54,450
Unfunded - - - - - - - -
Other - - - - - - - -
FUNDING TOTAL - - - 54,450 - - - 54,450
vision link 0 0 0 281,960 0 0 0
Totals Thru Estimated
IMPACT TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair & Maintenance - - - - - - - -
Rent & Utilities - - - - - - - -
Debt Service - - - - 3,812 3,812 3,812 -
OPERATING IMPACT - - - - 3,812 3,812 3,812 -
5 Year Projection
IMPACT ON OPERATING BUDGET
5 Year Projection
NEW CAPITAL IMPROVEMENT REQUEST
Wyck Hill Pavement Resurface
This project will provide for the removal and replacement of 1" to 2" of the
existing 6" asphalt on Wyck Hill Lane. The existing subgrade is in
excellent condition and does not require re-stabilization.
PROJECT EXPENSE
5 Year Projection
PROJECT FUNDING
194
Project Description:
410-73000-00-000-000080 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 - - - 80,000 - - - 80,000
Design - - - - - - - -
Contingency - - - - - - - -
Other - - - - - - - -
EXPENDITURES TOTAL - - - 80,000 - - - 80,000
vision link 0 0 0 281,960 0 0 0
410-33501-00-000-000080 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 FY 18/19 CO - - - 80,000 - - - 80,000
Unfunded - - - - - - - -
Other - - - - - - - -
FUNDING TOTAL - - - 80,000 - - - 80,000
vision link 0 0 0 281,960 0 0 0
Totals Thru Estimated
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 - - - - 5,600 5,600 5,600 -
OPERATING IMPACT - - - - 5,600 5,600 5,600 -
5 Year Projection
IMPACT ON OPERATING BUDGET
5 Year Projection
NEW CAPITAL IMPROVEMENT REQUEST
FM1938 Pavement Repair
This project will provide repairs to several sections of stamped/stained
concrete pavement failures on FM 1938. The repairs will consist of
removal/replacement of concrete and failed subgrade and traffic control
PROJECT EXPENSE
5 Year Projection
PROJECT FUNDING
195
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 - 100,000 - - - - - 100,000
Construction - 596,260 - - - - - 596,260
Design 69,825 - - - - - - 69,825
Contingency - - - - - - - -
Other - - - - - - - -
EXPENDITURES TOTAL 69,825 696,260 - - - - - 766,085
vision link 69,825 696,260 0 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) 69,825 330,260 - - - - - 400,085
Contributions/Grants - - - - - - - -
Bonds 2011 Bond Issuance - 366,000 - - - - - 366,000
Unfunded - - - - - - - -
Other - - - - - - - -
FUNDING TOTAL 69,825 696,260 - - - - - 766,085
vision link 0 0 0 0 0 0 0
Totals Thru Estimated
IMPACT TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair & Maintenance - - - - - 5,000 5,150 -
Rent & Utilities - - - - - - - -
Debt Service - - - - - - - -
OPERATING IMPACT - - - - - 5,000 5,150 -
5 Year Projection
5 Year Projection
IMPACT ON OPERATING BUDGET
FUNDED CAPITAL IMPROVEMENT
Dove Road Reconstruction and Drainage
(Vaquero to Terra Bella)
PROJECT EXPENSE
5 Year Projection
PROJECT FUNDING
The project will provide stabilization of road subgrade and 6" of asphalt to
approximately 6,500 LF of Dove Road and replace/improve culverts and
ditches, consistent with 2011 Graham Pavement Evaluation Study. Staff is
working with the Southlake developer to include a portion of this project
when the Southlake portion is realigned and reconstructed in 2016/17.
196
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 - 275,000 160,000 - - - - 435,000
Design - - - - - - - -
Contingency - - - - - - - -
Other - - - - - - - -
EXPENDITURES TOTAL 12,400 285,000 160,000 - - - - 457,400
vision link 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) (13,989) 285,000 160,000 431,011
Contributions (Fidelity) 26,389 - - - - - - 26,389
Bonds - - - - - - - -
Unfunded - - - - - - - -
Other - - - - - - - -
FUNDING TOTAL 12,400 285,000 160,000 - - - - 457,400
vision link 0 0 0 0
Totals Thru Estimated
IMPACT TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair & Maintenance - - - - - - - -
Rent & Utilities - - - - - - - -
Debt Service - - - - - - - -
OPERATING IMPACT - - - - - - - -
5 Year Projection
IMPACT ON OPERATING BUDGET
5 Year Projection
FUNDED CAPITAL IMPROVEMENT
FM 1938 and 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
197
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 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 - 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 - - - - - 371,540
vision link 259,540 112,000 0 0 0 0 0
Totals Thru Estimated
IMPACT TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair & Maintenance - - - - - - - -
Rent & Utilities - - 200 200 200 200 200 -
Debt Service - - - - - - - -
OPERATING IMPACT - - 200 200 200 200 200 -
FUNDED CAPITAL IMPROVEMENT
FM 1938 and Solana Blvd 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
198
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 FY 18/19 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
IMPACT TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22
Supplies - - - - - - - -
Trail - Services - - - - - - - -
Insurance - - - - - - - -
Trail - Repair & Maintenance - - - - - - - -
Trail - Rent & Utilities - - - - - - - -
Debt Service - - - - 89,943 89,943 89,943 -
OPERATING IMPACT - - - - 89,943 89,943 89,943 -
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
199
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 0 694,141 0 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 FY 18/19 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
IMPACT TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22
Supplies - - - - - - - -
Trail - Services - - - - - - - -
Insurance - - - - - - - -
Trail - Repair & Maint - - - - - - - -
Trail - Rent & Utilities - - - - - - - -
Debt Service - - - - 48,591 48,591 48,591 -
OPERATING IMPACT - - - - 48,591 48,591 48,591 -
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
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 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
IMPACT TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22
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."
201
Unfunded
Capital Improvements
202
ALL UNFUNDED (UNDER DISCUSSION) CAPITAL PROJECTS
New Project Requests
ACTUALS FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22
THRU PROPOSED Budget Budget Budget Budget
FY 15/16 BUDGET
1 Hwy 377 Landscape Improvements (Phase I and II) $ - $ - $ 411,100 $ 436,000 $ - $ - 847,100$
2 SH114 and Schwab Way Traffic Signal Upgrade - - 257,500 - - - 257,500
3 Trail - Fidelity Campus to Westlake Parkway at Hwy 114 - - - 330,338 - - 330,338
4 Hwy 170 and 377 Traffic Signal Upgrade - - 15,000 250,000 - - 265,000
5 Dove Road & Randol Mill Traffic Circle - - - - 674,238 892,427 1,566,665
6 Hwy 170 and Roanoke Traffic Signal Upgrade - - - 15,000 257,500 - 272,500
7 Glenwyck Farms Telecommunications Ductbank - - - - - 806,400 806,400
8 Westlake Academy Pedestrian Underpass - - - - - 741,600 741,600
9 SH 114/170 Enhancements 239,433 - - - - 830,592 1,070,025
Total Road/Street Improvements/Trails 239,433$ -$ 683,600$ 1,031,338$ 931,738$ 3,271,019$ 6,157,128$
10 Cemetery Improvements $ - $ - $ - $ - $ 73,609 $ 77,904 151,513$
11 15-30 Acre Community Park - - - - 8,033,126 183,706 8,216,832
Total Parks/Cemetery -$ - - - 8,106,735 261,610 8,368,345
TOTAL UNFUNDED (UNDER DISCUSSION) 239,433$ -$ 683,600$ 1,031,338$ 9,038,473$ 3,532,629$ 14,525,473$
PROJECTS FOR FUTURE YEARS (TBD)
12 Municipal Town Hall $ - $ - $ - $ - $ - $ - -$
13 Fire Dept Ladder Truck - - - - - - -
14 WA Phase II Construction - - - - - - -
15 WA Phase III Construction - - - - - - -
TOTAL TO BE DECIDED -$ -$ -$ -$ -$ -$ -$
FIVE YEAR PROJECTION
TOTAL
------------------------- Projection---------------------------
Project Description
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 - - - 30,000 - - - 30,000
Construction Phase II - - - 381,100 - - - 381,100
Construction Phase II - - - - 436,000 - - 436,000
Contingency - - - - - - - -
Other - - - - - - - -
EXPENDITURES TOTAL - - - 411,100 436,000 - - 847,100
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 - - - 411,100 436,000 - - 847,100
Other - - - - - - - -
FUNDING TOTAL - - - 411,100 436,000 - - 847,100
Totals Thru Estimated
IMPACT TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair & Maintenance - - - - - 5,150 5,305 -
Rent & Utilities - - - - - 10,300 10,609 -
Debt Service - - - - - - - -
OPERATING IMPACT - - - - - 15,450 15,914 -
PROJECT FUNDING
5 Year Projection
IMPACT ON OPERATING BUDGET
5 Year Projection
UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT
Hwy 377 Landscape Improvements
The project will include streetscape enhancements (hardscape,
landscape) along US Hwy 377 starting at Westport Parkway stretching
north for 3/4 mile. The enhancements will only be located in the median
and consist of native and naturalized plantings, trees, plant bed
preparations, drip irrigation, and concrete edging/mowstrip. Since the
project will be within state ROW, the Town will submit this project to
TxDOT for potential grant funding opportunities similar to the FM 1938
median landscape project.
PROJECT EXPENSE
5 Year Projection
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 - - - 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
IMPACT TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair & Maintenance - - - - - - - -
Rent & Utilities - - - 200 206 212 219 -
Debt Service - - - - - - - -
OPERATING IMPACT - - - 200 206 212 219 -
5 Year Projection
IMPACT ON OPERATING BUDGET
5 Year Projection
UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT
SH114 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
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 - - 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
IMPACT TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22
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 at 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.
206
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
IMPACT TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair & Maintenance - - - - - - - -
Rent & Utilities - - - - 200 206 212 -
Debt Service - - - - - 16,200 16,200 -
OPERATING IMPACT - - - - 200 16,406 16,412 -
5 Year Projection
IMPACT ON OPERATING BUDGET
5 Year Projection
UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT
Hwy 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
207
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
IMPACT TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair & Maintenance - - - - - 2,971 3,060 -
Rent & Utilities - - - - - 5,941 6,119 -
Debt Service - - - - - - 94,200 -
OPERATING IMPACT - - - - - 8,912 103,379 -
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
208
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
IMPACT TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair & Maintenance - - - - - - - -
Rent & Utilities - - - - 200 206 212 -
Debt Service - - - - - - 16,350 -
OPERATING IMPACT - - - - 200 206 16,562 -
5 Year Projection
IMPACT ON OPERATING BUDGET
5 Year Projection
UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT
Hwy 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
209
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) - - - - - - - -
Contributions/Grants - - - - - - - -
Bonds - - - - - - - -
Unfunded - - - - - - 806,400 806,400
Other - - - - - - - -
FUNDING TOTAL - - - - - - 806,400 806,400
Totals Thru Estimated
IMPACT TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22
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
210
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 - - - - - - 618,000 618,000
Design - - - - - - - -
Contingency - - - - - - 61,800 61,800
Other - - - - - - - -
EXPENDITURES TOTAL - - - - - - 741,600 741,600
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 - - - - - - 741,600 741,600
Other - - - - - - - -
FUNDING TOTAL - - - - - 741,600 741,600
Totals Thru Estimated
IMPACT TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair & Maintenance - - - - - - - -
Rent & Utilities - - - - - - 219 -
Debt Service - - - - - - - -
OPERATING IMPACT - - - - - - 219 -
UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT
Westlake Academy - Pedestrian Underpass
5 Year Projection
5 Year Projection
PROJECT FUNDING
5 Year Projection
IMPACT ON OPERATING BUDGET
PROJECT EXPENSE
This project will provide for the construction of a pedestrian underpass on
the south side of the Westlake Academy campus and connections to the
existing trail system. This will require the reconstruction of a section of
Ottinger Road and the relocation of water, gas, and telecommunications.
211
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 - - - - - 830,592 1,070,025
Totals Thru Estimated
IMPACT TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22
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
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
212
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
IMPACT TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22
Supplies - - - - - - - -
Services - - - - 5,614 5,782 5,955 -
Insurance - - - - - - - -
Repair & Maintenance - - - - 16,841 17,346 17,866 -
Rent & Utilities - - - - - - - -
Debt Service - - - - - - 9,000 -
OPERATING IMPACT - - - - 22,455 23,128 32,821 -
UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT
5 Year Projection
Cemetery Improvements
PROJECT EXPENSE
5 Year Projection
PROJECT FUNDING
5 Year Projection
IMPACT ON OPERATING BUDGET
These improvements will consist of section markers,
roadways and landscaping. The project also anticipates a
future trail head with rest facilities that will accomodate the
future cemetery/academy trail. Based on current funding
sources, this project will be dependent upon the future sale
of plots and would be completed in four phases. Phase I &
II includes the road improvements and Phase III & IV will
consist of the landscaping and trail improvements.
213
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 - - - - - 655,805 67,473 723,278
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 - - - - - 8,623,423 183,706 8,807,129
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 - - - - - 8,623,423 183,706 8,807,129
Other - - - - - - - -
FUNDING TOTAL - - - - - 8,623,423 183,706 8,807,129
Totals Thru Estimated
IMPACT TYPE FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22
Supplies - - - 2,975 3,065 -
Services - - - 17,851 18,387 -
Insurance - - - - - -
Repair & Maintenance - - - 2,975 3,065 -
Rent & Utilities - - - 9,521 9,807 -
Debt Service - - - - - - 528,600 -
OPERATING IMPACT - - - - - 33,323 562,923 -
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
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216
Section 12 Municipal Policies
Municipal Fiscal & Budgetary Policies
I. STATEMENT OF PURPOSE
The overall intent of the following Fiscal and Budgetary Policy Statements is to enable the
Town to achieve a long-term stable and positive financial condition. The watchwords of
the Town’s financial management include integrity, prudence, stewardship, planning,
accountability, and full disclosure.
The more specific purpose is to provide guidelines to the Town Manager and Finance
Director in planning and directing the Town’s day-to-day financial affairs and in
developing recommendations to the Town Manger and Town Council.
The scope of these policies generally span, among other issues, accounting, purchasing,
auditing, financial reporting, internal controls, operating and capital budgeting, revenue
management, cash and investment management, expenditure control, asset
management, debt management, and planning concepts, in order to:
A. Present fairly and with full disclosure the financial position and results of the financial
operations of the Town in conformity with generally accepted accounting principles
(GAAP), and
B. Determine and demonstrate compliance with finance related legal and contractual
issues in accordance with provisions of the Texas Local Government Code and other
pertinent legal documents and mandates.
The Town Council will annually review and approve the Fiscal and Budgetary Policy
Statements as part of the budget process.
II. SUMMARY OF POLICY INTENDED OUTCOMES
This policy framework mandates pursuit of the following fiscal objectives:
A. Operating Budget: Prepare, conservatively estimate revenues, present, and adopt the
Town’s annual operating plan.
B. Revenues Management: Design, maintain, and administer a revenue system that will
assure a reliable, equitable, diversified, and sufficient revenue stream to support desired
Town services.
C. Expenditure Control: Identify priority services, establish appropriate service levels, and
administer the expenditure of available resources to assure fiscal stability and the
effective and efficient delivery of services.
D. Fund Balance/Retained Earnings: Maintain the fund balance and retained earnings of
the various operating funds at levels sufficient to protect the Town’s credit worthiness as
well as its financial position from emergencies.
217
Section 12 Municipal Policies
Municipal Fiscal & Budgetary Policies
E. Debt Management: Establish guidelines for debt financing that will provide needed
capital equipment and infrastructure improvements while minimizing the impact of debt
payments on current revenues.
F. Intergovernmental Relationships: Where feasible, coordinate efforts with other
governmental agencies to achieve common policy objectives, share the cost of
providing governmental services on an equitable basis and support favorable legislation
at the State and Federal level.
G. Grants: Seek, apply for and effectively administer within this policy’s guidelines, Federal,
State, and foundation grants-in-aid which address the Town’s current priorities and policy
objectives.
H. Economic Development: Initiate where feasible, encourage, and participate in
economic development efforts to create job opportunities and strengthen the local tax
base and economy
I. Fiscal Monitoring: Prepare and present regular reports that analyze, evaluate, and
forecast the Town’s financial performance and economic condition.
J. Financial Consultants: With available resources, seek out and employ the assistance of
qualified financial advisors and consultants in the management and administration of
the Town’s financial functions.
K. Accounting, Auditing, and Financial Reporting: Comply with prevailing Federal, State
and local statues and regulations. Conform to generally accepted accounting
principles as promulgated by the Government Accounting Standards Board (GASB), the
American Institute of Certified Public Accountants (AICPA), and the Government
Finance Officers Association (GFOA).
L. Capital Improvement Plan/Budget and Program: Multi-year planning, forecasting,
preparation, and control of the Town’s capital improvement plan/budget.
M. Capital Maintenance and Replacement: Annually review and monitor the state of the
Town’s capital equipment and infrastructure, setting priorities for its replacement and
renovation based on needs, finding alternatives, and availability of resources.
N. Internal Controls: To establish and maintain an internal control structure designed to
provide reasonable assurances that the Town’s assets are safeguarded and that the
possibilities for material errors in the Town’s financial records are minimized.
218
Section 12 Municipal Policies
Municipal Fiscal & Budgetary Policies
III. OPERATING BUDGET
A. Preparation: Budgeting is an essential element of the financial planning, control and
evaluation process of municipal government. The “operating budget” is the Town’s
annual financial operating plan. The budget includes all of the operating departments
of the Town, the debt service fund, all capital projects funds, and the internal service
funds of the Town. The proposed budget will be prepared with the cooperation of all
Town departments, and is submitted to the Town Manager who makes any necessary
changes and transmits the document to the Town Council. A budget preparation
calendar and timetable will be established and followed in accordance with State law.
B. Revenue Estimates for Budgeting: In order to maintain a stable level of services, the Town
shall use a conservative, objective, and analytical approach when preparing revenue
estimates. The process shall include analysis of probable economic changes and their
impacts on revenues, historical collection rates, and trends in revenues. This approach
should reduce the likelihood of actual revenues falling short of budget estimates during
the year and should avoid mid-year service reductions.
C. Balanced Budget: As per State Law, current operating revenues, including Property Tax
Reduction Sales Tax transfers (which can be used for operations), will be sufficient to
support current operating expenditures. Annually recurring revenue will not be less than
annually recurring operating budget expenditures (operating budget minus capital
outlay). Debt or bond financing will not be used to finance current expenditures.
D. Proposed Budget Process: a proposed budget shall be prepared by the Town Manager
with the participation of all of the Town’s department directors.
• The proposed budget shall include four basic segments for review and evaluation: (1)
personnel costs, (2) base budget for operations and maintenance costs, (3) service
level adjustments for increases of existing service levels or additional services, and (4)
revenues.
• The proposed budget review process shall include Council participation in the review
of each of the four segments of the proposed budget and a public hearing to allow
for citizen participation in the budget preparation.
• The proposed budget process shall allow sufficient time to provide review, as well as
address policy and fiscal issues, by the Town Council.
• A copy of the proposed budget shall be filed with the Town Secretary when it is
submitted to the Town Council as well as placed on the Town’s website.
E. Budget Adoption: Upon the determination and presentation of the final iteration of the
proposed budget as established by the Council, a public hearing date and time will be
set and publicized. The Council will subsequently consider a resolution which, if adopted,
such budget becomes the Town’s Approved Annual Budget. The adopted budget will
be effective for the fiscal year beginning October 1. The approved budget will be
placed on the Town’s web site.
219
Section 12 Municipal Policies
Municipal Fiscal & Budgetary Policies
F. Budget Award: Each year the Council approved operating budget will be submitted
annually to the Government Finance Officers Association (GFOA) for evaluation and
consideration for the Award for Distinguished Budget Presentation.
G. Budget Amendments: Department Directors are responsible for monitoring their
respective department budgets. The Finance Department will monitor all financial
operations. The budget team will decide whether to proceed with a budget
amendment and, if so, will then present the request to the Town Council. If the Council
decides a budget amendment is necessary, the amendment is adopted in resolution
format and the necessary budgetary changes are then made.
H. Central Control: Modifications within the operating categories (salaries, supplies,
maintenance, services, capital, etc.) can be made with the approval of the Town
Manager. Modifications to reserve categories and interdepartmental budget totals will
be made only by Town Council consent with formal briefing and Council action.
I. Planning: The budget process will be coordinated so as to identify major policy issues for
Town Council by integrating it into the Council’s overall strategic planning process for the
Town. Each department shall have a multi-year business plan that integrates with the
Town’s overall strategic plan.
J. Reporting: Monthly financial reports will be prepared by the Finance Department and
distributed to and reviewed by each Director. Information obtained from financial
reports and other operating reports is to be used by Directors to monitor and control
departmental budget. Summary financial reports will be presented to the Town Council
quarterly.
K. Performance Measures & Productivity Indicators: Where appropriate, performance
measures and productivity indicators will be used as guidelines to measure efficiency,
effectiveness, and outcomes of Town services. This information will be included in the
annual budget process as needed.
L. Contingent Appropriation: During the budget process, staff will attempt to establish an
adequate contingent appropriation in each of the operating funds. The expenditure for
this appropriation shall be made only in cases of emergency, and a detailed account
shall be recorded and reported. The proceeds shall be disbursed only by transfer to
departmental appropriation. All transfers from the contingent appropriation will be
evaluated using the following criteria:
• Is the request of such an emergency nature that it must be made immediately?
• Why was the item not budgeted in the normal budget process?
• Why can’t the transfer be made within the department?
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IV. REVENUES MANAGEMENT
A. Revenue Design Parameter: The Town will pursue the following optimum characteristics
in its revenue system:
• Simplicity - The Town, where possible and without sacrificing accuracy, will strive to
keep the revenue system simple in order to reduce costs, achieve transparency, and
increase citizen understanding of Town revenue sources.
• Certainty - A knowledge and understanding of revenue sources reliability increases the
viability of the revenue system. The Town will understand, to the best of its ability, all
aspects of its revenue sources and their performance, as well as enact consistent
collection policies to provide assurances that the revenue base will materialize
according to budgets, forecasts, and plans.
• Equity - The Town shall make every effort to maintain equity in its revenue system: i.e.
the Town shall seek to minimize or eliminate all forms of subsidization between entities,
funds, services utilities, and customer classes within a utility.
• Administration - The benefits of a revenue source will not exceed the cost of collecting
that revenue. Every effort will be made for the cost of collection to be reviewed
annually for cost effectiveness as a part of the Town’s indirect cost and cost of service
analysis.
• Adequacy, Diversification and Stability - The Town shall attempt, in as much as is
practical, to achieve a balance in its revenue system. The Town shall also strive to
maintain a balanced and diversified revenue system to protect the Town from
fluctuations in any one source due to changes in local economic conditions which
adversely impact that revenue source.
B. Other Considerations. The following considerations and issues will guide the Town in its
revenue policies concerning specific sources of funds:
• Cost/Benefit of Incentives for Economic Development - The Town will use due caution
in the analysis of any tax or fee incentives that are being considered to encourage
economic development. A cost/benefit (fiscal impact) analysis will be performed as a
part of the evaluation for each proposed economic development project.
• Non-Recurring Revenues - One-time or non-recurring revenues will not be used to
finance on-going operational costs. Non-recurring revenues will be used only for one-
time expenditures such as long-lived capital needs or one-time major maintenance
projects that occur infrequently. Non-recurring revenues will not be used for budget
balancing purposes except to cover the one-time expenditures described above.
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• Investment Income - Earnings from investment of available monies, whether pooled or
not, will be distributed to the funds in accordance with the equity balance of the fund
from which monies were provided to be invested.
• Property Tax Revenues - The Town shall endeavor to avoid a property tax by revenue
diversification, implementation of user fees, and economic development.
C. User-Based (Demand Driven) Fees and Service Charges. For services that are demand
driven and can be associated with a user fee or charge, the direct and indirect costs of
that service will be offset by a fee where possible. The Town staff will endeavor to prepare
a review of all fees and charges annually, but not less than once every three years, in order
to ensure that these fees provide for, at minimum, full cost recovery of service.
D. Enterprise Fund Rates. Utility rates and rate structures for water and sewer services will be
constructed to target full cost of service recovery. Annually the Town will review and
adopt water and sewer utility rates and a rate structure that generates revenue sufficient
to fully cover operating expenses, meet the legal restrictions of all applicable bond
covenants, provide for an adequate level of working capital, and recover applicable
general/administrative costs. The Solid Waste function will have rates that fully recover all
costs and maintain an adequate balance. The Cemetery Fund will be structured to
operate on lot sales and endowments.
• General and Administrative (G&A) Charges – Where feasible, G&A costs will be
charged to all funds for services of indirect general overhead costs, which may include
general administration, finance, customer billing, facility use, personnel, technology,
engineering, legal counsel, and other costs as deemed appropriate. These charges
will be determined through an indirect cost allocation study following accepted
practices and procedures.
E. Intergovernmental Revenues. As a general rule, intergovernmental revenues (grants) will
not be utilized for on-going operating costs. Any potential grant opportunity will be
examined to identify all costs related to matching and continuation of program
requirements. Staff will focus on one-time grants to avoid long-term implications. If it is
determined that accepting a grant with on-going cost conditions is in the interests of the
Town, all the operating and maintenance costs must be included in the financial forecast
and their ultimate effect on operations and revenue requirements be known.
F. Revenue Monitoring. Revenues as they are received will be regularly compared to
budgeted revenues and variances will be investigated. This process will be summarized in
the appropriate budget report.
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G. Special Revenue/Educational Funds. Where feasible and practical, General and
Administrative Charges (G&A) for special revenue and educational funds of the Town of
Westlake will be determined on an annual basis and transfers will be made where sufficient
revenue exists to cover the associated expenditures.
V. EXPENDITURE CONTROL
A. Appropriations – The point of budgetary control is at the department level in the General
Fund and at the fund level in all other funds. When budget adjustments among
Departments and/or funds are necessary, they must be approved by the Town Council.
B. Current Funding Basis - The Town shall operate on a current funding basis. Expenditures shall
be budgeted and controlled so as not to exceed current revenues plus the planned use of
fund balance accumulated through prior year savings. (The use of fund balance shall be
guided by the Fund Balance/Retained Earnings Policy Statements.)
C. Avoidance of Operating Deficits - The Town shall take immediate corrective actions if at
any time during the fiscal year expenditure and revenue re-estimates are such that an
operating deficit (i.e., projected expenditures in excess of projected revenues) is projected
at year-end. Corrective actions can include a hiring freeze, expenditure reductions, fee
increases, or use of fund balance within the Fund.
D. Balance/Retained Earnings Policy - Expenditure deferrals into the following fiscal year,
short-term loans, or use of one-time revenue sources shall be avoided to balance the
budget.
E. Maintenance of Capital Assets - Within the resources available each fiscal year, the Town
shall maintain capital assets and infrastructure at a sufficient level to protect the Town's
investment, to minimize future replacement and maintenance costs, and to continue
service levels.
F. Periodic Program Reviews - The Town Manager shall undertake periodic staff and third-
party reviews of Town programs for both efficiency and effectiveness. Privatization and
contracting with other governmental agencies will be evaluated as alternative
approaches to service delivery. Programs which are determined to be inefficient and/or
ineffective shall be reduced in scope or eliminated.
G. Salary - The Town shall strive to maintain competitive salary levels for municipal
employees. A salary survey will be conducted through a sampling of surrounding
and comparable municipal organizations to create a comparison. The Town will
strive to maintain salary levels within three percent (3%) of the median of surveyed
benchmark municipalities.
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H. Purchasing - The Town shall make every effort to maximize any discounts offered by
creditors/vendors. Staff shall also use competitive bidding in accordance to State law, as
well as intergovernmental partnerships and purchasing cooperatives to attain the best
possible price on goods and services.
I. Prompt Payment - All invoices will be paid within 30 days of receipt in accordance with the
prompt payment requirements of State law.
VI. FUND BALANCE/RETAINED EARNINGS
A. General Fund Undesignated Fund Balance - The Town shall strive to maintain the General
Fund undesignated fund balance at, or in excess of, 90 days of operation.
B. Retained Earnings of Other Operating Funds - In the Utility Fund, the Town shall strive to
maintain positive retained earnings positions to provide sufficient reserves for emergencies
and revenue shortfalls.
C. Use of Fund Balance – The Council delegates the responsibility to assign funds to the Town
Manager or his/her designee. The Council shall have the authority to assign any amount of
funds. Assignments may occur subsequent to fiscal year-end. The Council will utilize funds
in the following spending order: Restricted, Committed, Assigned, Unassigned
Fund Balance will be targeted to only be used with Council approval and can be only be
used for the following:
• Emergencies,
• non-recurring expenditures such as technology/FF&E (furniture, fixtures and
equipment), or major capital purchases that cannot be accommodated through
current year savings.
• Should such use reduce the balance below the appropriate level set as the objective
for that fund, recommendations will be made on how to restore it.
• The Council shall approve all commitments by formal action. The action to commit
funds must occur prior to fiscal year-end, to report such commitments in the balance
sheet of the respective period, even though the amount may be determined
subsequent to fiscal year-end.
• A commitment can only be modified or removed by the same formal action.
VII. DEBT MANAGEMENT
A. Debt Issuance Analysis - All consideration of debt issuance for major capital assets will be
prepared within the framework of a Council approved multi-year capital improvement
plan and forecast for all Town facilities and infrastructure.
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B. Analysis of Debt Issuance and Debt Issuance Alternatives - Staff will explore alternatives to
the issuance of debt for capital acquisitions and construction projects.
These alternatives will include, but not be limited to,
• grants- in- aid
• use of reserves
• use of either current on-going general revenues or one-time revenues
• contributions from developers and others
• leases
• user fees
• impact fees
C. Use of Debt Financing - The useful life of the asset or project shall, at a minimum, exceed
the payout schedule of any debt the Town assumes. Debt financing instruments to be
considered by the Town may include:
• General obligation bonds - These must be authorized by a vote of the citizens of
Westlake.
• Revenue bonds - These bonds generate capital requirements necessary for
continuation or expansion of a service which produces revenue and for which the
asset may reasonable be expected to provide for a revenue stream to fund the debt
service requirement.
• Certificates of obligation - These can be authorized by Council approval with debt
service by either general revenues or backed by a specific revenue stream or a
combination of both.
• Lease/purchase agreements - These shall only be used to purchase capital assets that
cannot be financed from either current revenues or fund balance/retained earnings
and to fund infrastructure improvements and additions.
D. Assumption of Additional Debt - The Town shall not assume more tax-supported general
purpose debt than it retires each year without first conducting an objective analysis as to
the community's ability to assume and support additional debt service payments.
E. Affordability Targets - The Town shall use an objective multi-year analytical approach to
determine whether it can afford to assume new general purpose debt beyond what it
retires each year. This process shall compare generally accepted standards of
affordability to the current values for the Town. The process shall also examine the direct
costs and benefits of the proposed expenditures. The decision on whether or not to
assume new debt shall be based on these costs and benefits and on the Town's ability to
"afford” new debt as determined by the aforementioned standards. The Town shall strive
to achieve and/or maintain these standards at a low to moderate classification.
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F. Debt Structure - The Town shall structure its debt payment schedules for general purpose
debt to ensure level principal repayment schedules. The Town shall not assume any debt
with "balloon' repayment schedules which consist of low annual payments and one large
payment of the balance due at the end of the term. While balloon payment structures
minimize the size of debt payments during the period, they force a large funding
requirement on the budget of the final year. Given the uncertainties of the future, level
payment schedules improve budget planning and financial management.
G. Sale Process - The Town shall use a competitive bidding process in the sale of debt unless
the nature of the issue warrants a negotiated bid. The Town shall award bonds based on a
true interest cost (TIC) basis as long as the financial advisor agrees that the TIC basis can
satisfactorily determine the lowest and best bid.
H. Bond Rating Agencies Presentations - Full disclosure of operations and open lines of
communication shall be made to the bond rating agencies. Town staff, with assistance of
financial advisors, shall prepare the necessary materials and presentation to the bond
rating agencies.
I. Continuing Disclosure - The Town is committed to continuing disclosure of financial and
pertinent credit information relevant to the Town's outstanding securities.
J. Debt Refunding - Town staff and the financial advisor shall monitor the municipal bond
market for opportunities to obtain interest savings by refunding outstanding debt. As a
general rule, the present value savings of a particular refunding should exceed 3.5% of the
refunded maturities.
VIII. INTERGOVERNMENTAL RELATIONSHIPS
The Town will pursue coordinated efforts with other governmental agencies to achieve
common policy objectives, share the cost of providing government services on an equitable
basis, and support favorable legislation at the State and Federal levels.
A. Inter-local Cooperation in Delivering Services - In order to promote the effective and
efficient delivery of services, the Town shall actively seek to work with other local
jurisdictions in joint purchasing consortia, sharing facilities, sharing equitably the costs of
service delivery, and developing joint programs to improve service to its citizens.
B. Legislative Program - The Town shall cooperate with other jurisdictions to actively oppose
any State or Federal regulation or proposal that mandates additional Town programs or
services and does not provide the funding to implement them. Conversely, as appropriate,
the Town shall support legislative initiatives that provide more funds for priority local
programs.
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IX. GRANTS
A. Grant Guidelines - The Town shall apply, and facilitate the application by others, for only
those grants that are consistent with the objectives and high priority needs previously
identified above in these policies. The potential for incurring on-going costs, to include the
assumption of support for grant funded positions from local revenues, will be considered
prior to applying for a grant.
B. Grant Review - All grant submittals shall be reviewed for their cash match requirements,
their potential impact on the operating budget, and the extent to which they meet the
Town's policy objectives. If there are cash match requirements, the source of funding shall
be identified prior to application. Staff will focus on one-time grants to avoid long-term
implications related to additional expenditures in future years.
C. Grant Program Termination - The Town shall terminate grant funded programs and
associated positions when grant funds are no longer available unless alternate funding is
identified.
X. ECONOMIC DEVELOPMENT
A. Positive Business Environment - The Town shall endeavor, through its regulatory and
administrative functions, to provide a positive business environment in which local
businesses can grow, flourish and create jobs. The Town Council and Town staff will be
sensitive to the needs, concerns and issues facing local businesses.
B. Commitment to Business Expansion, Diversification, and Job Creation - The Town shall
encourage and participate in economic development efforts to expand Westlake's
economy to increase local employment. These efforts shall not only focus on newly
developing areas but also on other established sections of Westlake where development
can generate additional jobs and other economic benefits.
C. Coordinate Efforts with Other Jurisdictions - The Town's economic development program
shall encourage close cooperation with other local jurisdictions, chambers of commerce,
and groups Interested in promoting the economic well-being of this area.
D. Cost/Benefit of Incentives for Economic Development - The Town will use due caution in the
analysis of any tax or fee incentives that are used to encourage economic development.
A cost/benefit (fiscal impact) analysis will be performed as part of such evaluation for each
prospect. Economic development agreements will contain performance language as to
the business’s proposed economic impact to Westlake in exchange for Town incentives
with adequate “claw-back” provisions for the Town.
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XI. FISCAL MONITORING
A. Financial Status and Performance Reports - Quarterly reports comparing expenditures and
revenues to current budget, projecting expenditures and revenues through the end of the
year, noting the status of fund balances to include dollar amounts and percentages, and
outlining any remedial actions necessary to maintain the Town's financial position shall be
prepared for review by the Town Manager and the Council.
B. Compliance with Council Policy Statements - The Fiscal and Budgetary Policies will be
reviewed annually by the Council and updated, revised or refined as deemed necessary.
Policy statements adopted by the Council are guidelines, and occasionally, exceptions
may be appropriate and required. However, exceptions to stated policies will be
specifically identified, and the need for the exception will be documented and fully
explained.
XII. FINANCIAL CONSULTANTS
To employ the assistance of qualified financial advisors and consultants as needed in the
management and administration of the Town's financial functions. These areas include but are
not limited to investments, debt administration, financial accounting systems, program
evaluation, and financial impact modeling. Advisors shall be selected on a competitive basis
using objective questionnaires and requests for proposals based on the scope of the work to
be performed.
XIII. ACCOUNTING, AUDITING, AND FINANCIAL REPORTING
To comply with prevailing local, state, and federal regulations relative to accounting, auditing,
and financial reporting. Accounting practices and financial reporting shall conform to
generally accepted accounting principles as promulgated by the Governmental Accounting
Standards Board (GASB), the American Institute of Certified Public Accountants, (AICPA), and
the Government Finance Officers Association (GFOA). The Board shall select an independent
firm of certified public accountants to perform an annual audit of all operations
A. Accounting – The Town is solely responsible for the recording and reporting of its financial
affairs, both internally and externally. The Town’s Finance Director is responsible for
establishing the structure for the Town’s chart of accounts and for assuring that procedures
are in place to properly record financial transactions and report the Town’s financial
position.
B. External Auditing - Town will be audited annually by outside independent accountants
(auditors). The auditors must be a CPA firm and must demonstrate significant experience
in the field of local government auditing. They must conduct the town’s audit in
accordance with generally accepted auditing standards and be knowledgeable in the
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Government Finance Officers Association Certificate of Achievement program. The
auditors’ report on Town’s financial statements will be completed within a timely period of
the Town’s fiscal year-end. The auditor will jointly review the management letter with the
Town Council, if necessary. In conjunction with this review, the Finance Director shall
respond in writing to the Town Council regarding the auditor’s Management Letter,
addressing the issued contained therein. The Town will not require auditor rotation, but will
circulate request for proposal for audit services on a periodic basis as deemed
appropriate.
C. External Financial Reporting - Town will prepare and publish a comprehensive annual
financial report (CAFR). The CAFR will be prepared in accordance with generally
accepted accounting principles and will be presented annually to the Government
Finance Officers Association (GFOA) for evaluation and awarding of the Certificate of
Achievement for Excellence in Financial Reporting.
D. Responsibility of Auditor to Town Council – The auditor is retained by and it accountable
directly to the Town Council and will have access to direct communication with the Town
Council if the Town Staff is unresponsive to auditor recommendations or if the auditor
considers such communication necessary to fulfill its legal and professional responsibilities.
E. Internal Financial Reporting - The Finance Department will prepare internal financial reports
sufficient for management to plan, monitor, and control Town’s financial affairs.
XIV. CAPITAL BUDGET AND PROGRAM
A. Preparation - The Town’s capital budget will include all capital projects funds and all
capital resources. While the capital budget will be prepared annually on a project basis, it
will be based on an on-going, multi-year capital improvement plan (CIP) that shows all
funded and unfunded projects as identified by staff for all Town facilities and infrastructure.
The multi-year CIP will be reviewed annually, updated by staff and presented to the
Council for its review and approval. The annual capital budget will be prepared by the
Finance Department with the involvement of responsible departments based on the multi-
year CIP.
B. Control - All capital project expenditures must be appropriated in the capital budget. The
Finance Director must certify the availability of resources before any capital project
contract is presented to the Town Council for approval.
C. Program Planning - The capital budget will be taken from the capital improvements
project plan for future years. The planning time frame for the capital improvements project
plan should normally be five years, with a minimum of at least three years. The
replacement and maintenance for capital items should also be projected for the next five
years. Future maintenance and operational costs will be considered so that these costs
can be included as appropriate in the annual budget.
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D. Financing Programs - Where applicable and with Council approval, impact fees, pro-rata
charges, assessments, or other fees should be used to fund capital projects which have a
primary benefit to specific, identifiable property owners. Recognizing that long-term debt is
usually a more expensive financing method, alternative financing sources will be explored
before debt is issued. When debt is issued, it will be used to acquire major assets with
expected lives which equal or exceed the average life of the debt issue.
E. Reporting - Periodic financial reports will be prepared to enable the department directors
to manage their capital budgets. Summary capital project status reports will be presented
to the Town Council quarterly.
XV. CAPITAL MAINTENANCE AND REPLACEMENT
The Town recognizes that deferred maintenance and not anticipating capital replacement
needs increases future capital costs. Annually, available funds will be evaluated during the
budget process and a percentage of each operating fund’s budget will be recommended to
the Council for transfer.
Upon approval by the Council, the recommended amount will be transferred to the
appropriate funds (General/Utility/Vehicle Maintenance Replacement Fund) for major
maintenance and replacement of street, building roof, flooring, air conditioning, equipment,
etc.
XVI. INTERNAL CONTROLS
A. Written Procedures - Whenever possible, written procedures will be established and
maintained by the Finance Director for all functions involving purchasing, cash handling
and/or accounting throughout the Town. These procedures will embrace the general
concepts of fiscal responsibility set for in this policy statement.
B. Department Directors’ Responsibilities - Each department director is responsible for ensuring
that good internal controls are followed throughout his/her department, that all directives
or internal controls are implemented, and that all independent auditor internal control
recommendations are addressed. Departments will develop and periodically update
written internal control procedures.
XVII. ASSET MANAGEMENT
A. Investments – The Finance Director shall promptly invest all Town funds with the depository
bank in accordance with the provisions of the current Bank Depository Agreement or in
any negotiable instrument authorized by the Town Council. Further, investments shall be
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made in accordance with the Investment Policy approved by the Town Council for the
Town of Westlake that meets the requirements of the Public Funds Investment Act (PFIA),
Section 2256 of the Texas Local Government Code. The Finance Director will issue
quarterly reports on investment activity to the Town Council.
B. Cash Management - Town’s cash flow will be managed to maximize the cash available to
invest. Such cash management will entail the centralization of cash collections, where
feasibility, including utility bills, building and related permits and license, fines, fees, and
other collection offices as appropriate. Periodic review of cash flow position will be
performed to determine performance of cash management and conformance to
investment policies. The underlying theme will be that idle cash will be invested with the
intent to (1) safeguard assets, (2) maintain liquidity, and (3) maximize return.
C. Fixed Assets and Inventory - Such assets will be reasonably safeguarded and properly
accounted for and prudently insured. The fixed asset inventory will be updated regularly.
D. Capitalization Criteria – For purposes of budgeting and accounting classification, the
following criteria must be capitalized:
• The asset is owned by the Town of Westlake
• The expected useful life of the asset must be longer than one year, or extend the life on
an identifiable existing asset by more than one year
• The original cost of the asset must be at least $5,000
• The asset must be tangible
• On-going repairs and general maintenance are not capitalized
• New Purchases – All costs associated with bringing the asset into working order will be
capitalized as part of the asset cost. This includes start- up costs, engineering or
consultant type fees as part of the asset cost once the decision or commitment to
purchase the asset is made. The cost of land acquired should include all related costs
associated with its purchase
• Improvements and Replacement – Improvement will be capitalized when they extend
the original life of an asset or when they make the asset more valuable than it was
originally. The replacement of assets components will normally be expenses unless
they are a significant nature and meet all the capitalization criteria.
E. Computer System/Data Security – The Town shall provide security of its computer/network
system and data files through physical and logical security systems that will include, but are
not limited to: network user authentications, firewalls, content filtering, spam/virus
protection, and redundant data backup.
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I. POLICY STATEMENT
It is the policy of the Town of Westlake (the “Town") that the administration of its funds
and the investment of those funds shall be handled as its highest public trust.
Investments shall be made in a manner which will provide the maximum security of
principal invested through limitations and diversification while meeting the daily cash
flow needs of the Town and conforming to all applicable state and Town statutes
governing the investment of public funds. The receipt of a market rate of return will
be secondary to the requirements for safety and liquidity.
It is the intent of the Town to be in complete compliance with local law and the Texas
Public Funds Investment Act (the "Act", Texas Government Code 2256). The earnings
from investments will be used in a manner that best serves the public trust and
interests of the Town.
II. SCOPE
This Investment Policy applies to all the financial assets and funds held of the Town.
Any new funds created by the Town will be managed under the provisions of this
Policy unless specifically exempted by the Town Council and this Policy.
III. OBJECTIVES AND STRATEGY
It is the policy of the Town that all funds shall be managed and invested with four
primary objectives, listed in order of their priority: safety, liquidity, diversification and
yield. These objectives encompass the following.
• Safety of Principal - Safety of principal is the foremost objective of the Town.
Investments shall be undertaken in a manner that seeks to insure the
preservation of capital in the overall portfolio. The suitability of each
investment decision will be made on the basis of safety.
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• Diversification - Diversification is required in the portfolio's composition.
Diversification of the portfolio will include diversification by maturity and
market sector and will include the use of a number of broker/dealers or banks
for diversification and market coverage. Competitive bidding will be used on
each sale or purchase.
• Yield - The Town's investment portfolio shall be designed with the objective of
attaining a reasonable market yield, taking into account the Town's risk
constraints and cash flow needs. A reasonable market yield for the portfolio
will be defined as the six month (180 day) U.S. Treasury Bill which compares to
the portfolio's maximum weighted average maturity of six months.
The authorized investment purchased will be of the highest credit quality and
marketability supporting the objectives of safety and liquidity. Securities, when not
matched to a specific liability, will be short term to provide adequate liquidity. The
portfolio shall be diversified to protect against market and credit risk in any one sector.
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The maximum weighted average maturity of the portfolio will be no more than 180
days and the maximum stated maturity of any security will not exceed two years. The
funds are combined for investment purposes but the unique needs of all the funds in
the portfolio are recognized and represented.
Effective cash management is recognized as essential to good fiscal management.
Cash management is defined as the process of managing monies in order to ensure
maximum cash availability. The Town shall maintain a cash management program
which includes timely collection of accounts receivable, prudent investment,
disbursement of payments within invoice terms and the management of banking
services.
IV. LEGAL LIMITATIONS, RESPONSIBILITIES AND AUTHORITY
Specific investment parameters for the investment of public funds in Texas are
stipulated in the Public Funds Investment Act, Chapter 2256, Texas Government Code,
(the "Act"). The Act is attached as Exhibit A.
The Public Funds Collateral Act, Chapter 2257, Texas Government Code, specifies
collateral requirements for all public funds deposits. The Collateral Act is attached as
Exhibit B.
The Interlocal Cooperation Act, Chapter 791, Texas Government Code, authorizes
local governments in Texas to participate in a Texas investment pool established
thereunder.
V. DELEGATION OF INVESTMENT AUTHORITY
The Finance Director, acting on behalf of the Council, is designated as the Investment
Officer of the Town and is responsible for all investment management decisions and
activities. The Council is responsible for considering the quality and capability of staff,
investment advisors, and consultants involved in investment management and
procedures. All participants in the investment process shall seek to act responsibly as
custodians of the public trust.
The Investment Officer shall develop and maintain written administrative procedures
for the operation of the investment program which are consistent with this Investment
Policy. Procedures will include safekeeping, wire transfers, banking services contracts,
and other investment related activities.
The Investment Officer shall be responsible for all transactions undertaken and shall
establish a system of controls to regulate the activities of subordinate officials and
staff.
The Investment Officer shall designate a staff person as a liaison/deputy in the event
circumstances require timely action and the Investment Officer is not available.
No officer or designee may engage in an investment transaction except as provided
under the terms of this Policy and the procedures established by the Investment
Officer and approved by the Town Manager.
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VI. PRUDENCE
The standard of prudence to be used in the investment function shall be the "prudent
person" standard and shall be applied in the context of managing the overall
portfolio.
This standard states:
"Investments shall be made with judgment and care, under circumstances
then prevailing, which persons of prudence, discretion, and intelligence
exercise in the management of their own affairs, not for speculation, but for
investment, considering the probable safety of their capital as well as the
expected income to be derived."
Limitation of Personal Liability - The Investment Officer and those delegated
investment authority, when acting in accordance with the written procedures and this
Policy and in accord with the Prudent Person Rule, shall be relieved of personal liability
in the management of the portfolio provided that deviations from expectations for a
specific security's credit risk or market price change are reported in a timely manner
and that appropriate action is taken to control adverse market effects.
VII. INTERNAL CONTROLS
The Investment Officer shall establish a system of written internal controls which will be
reviewed annually with the independent auditor of the Town. The controls shall be
designed to prevent loss of public funds due to fraud, employee error, and
misrepresentation by third parties, or imprudent actions by employees of the Town.
VIII. AUTHORIZED INVESTMENTS
Acceptable investments under this policy shall be limited to the instruments listed
below. The choice of high-grade government investments and high-grade, money
market instruments are designed to assure the marketability of those investments
should liquidity needs arise.
• Obligations of the United States Government, its agencies and
instrumentalities, not to exceed two (2) years to stated maturity and excluding
mortgage backed securities;
• Fully insured or collateralized certificates of deposit from a bank doing business
in the State of Texas and under the terms of a written depository agreement
with that bank, not to exceed one year to stated maturity;
• No-load, SEC registered money market mutual funds. No more than 80% of
the entity's monthly average balance may be invested in money market funds
• Public Funds interest bearing accounts; and
• Constant dollar, AAA-rated Texas Local Government Investment Pools as
defined by the Public Funds Investment Act.
If additional types of securities are approved for investment by public funds by state
statute, they will not be eligible for investment until this Policy has been amended and
the amended version adopted by the Council.
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Municipal Investment Policy
Delivery versus Payment - All investment security transactions shall be conducted on
a delivery versus payment (DVP) basis to assure that the Town has control of its assets
and/or funds at all times.
IX. AUTHORIZED FINANCIAL DEALERS AND INSTITUTIONS
Securities broker/dealers may be primary or regional broker/dealers and will meet
other criteria as determined by the Investment Officer including state registration and
completion of a Town Broker/Dealer questionnaire (attached as Exhibit D). The
following criteria must be met by authorized firms.
• annual provision of an audited financial statement,
• proof of certification by the National Association of Securities Dealers (NASD)
• proof of current registration with the Texas State Securities Commission, and
• completion of the Town's broker/dealer questionnaire.
Every bank and broker/dealer with whom the Town transacts business will be provided
a copy of this Investment Policy to assure that they are familiar with the goals and
objectives of the investment program. The firm will be required to return a signed
copy of the Certification Form (attached as Exhibit C) certifying that the Policy has
been received and reviewed and only those securities approved by the Policy will be
sold to the Town.
X. DIVERSIFICATION AND MATURITY LIMITATIONS
It is the policy of the Town to diversify its investment portfolio. Invested funds shall be
diversified to minimize risk or loss resulting from over-concentration of assets in a
specific maturity, specific issuer, or specific class of securities. Diversification strategies
shall be established and periodically reviewed.
XI. SAFEKEEPING AND COLLATERALIZATION
The laws of the State and prudent treasury management require that all purchased
securities be bought on a delivery versus payment (DVP) basis and be held in
safekeeping by either an approved, independent third party financial institution or the
Town's designated depository.
Securities Owned by the Town - All safekeeping arrangements shall be approved by
the Investment Officer and an agreement of the terms executed in writing. The
safekeeping bank may not be within the same holding company as the bank from
which the securities are purchased. The custodian shall be required to issue original
safekeeping receipts to the Town listing each specific security, rate, description,
maturity, CUSIP number, and other pertinent information.
Collateral - Collateralization shall be required on all bank time and demand deposits
for principal and accrued interest amounts over the FDIC insurance coverage of
$100,000 (by tax identification number). In order to anticipate market changes and
provide a level of additional security for all funds, collateral with a market value equal
to 102% of the total deposits are required. The pledging bank will be made
contractually liable for monitoring and maintaining the collateral levels at all times. All
collateral will be held by an independent third party bank outside the holding
company of the bank, pledged to the Town.
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Municipal Investment Policy
Authorized collateral will include only:
• Obligations of the US Government, its agencies and instrumentalities to include
mortgage backed securities which pass the bank test,
• Municipal obligations rated at least A by two nationally recognized rating
agencies.
• The custodian shall be required to provide original safekeeping receipts clearly
marked that the security is pledged to the Town.
XII. REPORTING
The Investment Officer shall submit quarterly reports to the Council containing
sufficient information to permit an informed outside reader to evaluate the
performance of the investment program and in full compliance with the Act. At a
minimum the report shall contain:
• Beginning and ending market value of the portfolio by market sector and total
portfolio
• Beginning and ending book value of the portfolio by market sector and total
portfolio
• Change in market value during the period
• Detail on each asset (book, market, description, par ad maturity date)
• Earnings for the period
• Overall weighted average maturity of the portfolio
The report will be prepared jointly by all involved in the investment activity and be
signed by the Investment Officer. It will contain all elements as required by the Act
and be signed by the Investment Officers as in compliance with the Act and this
Policy. Market prices for assignment of market values will be obtained from an
independent source. The three month Treasury Bill average yield for the reporting
period will be reported as a gauge of performance and risk.
XIII. DEPOSITORIES
The Town will designate one banking institution through a competitive process as its
central banking services provider at least every five years. This institution will be used
for normal banking services including disbursements, deposits, and safekeeping of
Town owned securities. Other banking institutions from which the Town may purchase
only certificates of deposit will also be designated as a depository.
All banking arrangements will be in written form in accordance with FIRREA which
requires a resolution of approval of the agreement by the Bank Council or Bank Loan
Committee.
XIV. INVESTMENT POLICY ADOPTION BY COUNCIL
The Town's Investment Policy and its incorporated strategies shall be adopted by
ordinance annually by the Council.
237
Pay Plan Policy
238
Section 12 Municipal Policies
Employee Pay Plan Policy
I. SCOPE OF PURPOSE
The purpose of this policy is to set out the philosophy, purpose, and intent of the Town of
Westlake’s pay system for municipal employees.
The Town of Westlake’s mission is “to be a unique community, blending preservation of our
natural environment and viewscapes, while serving our residents and businesses with
superior municipal and academic services that are accessible, efficient, cost-effective,
and transparent.”
The Town of Westlake believes that market-based salary, in combination with employee
competence and their overall contribution to the Town’s success, should largely determine
their compensation and career advancement opportunities. The philosophy and
objectives of this pay policy are as follows:
• First, the Town’s pay system should be internally equitable. It must ensure that
pay ranges of each position within our organization reflects the value of
comparable positions within our organization. In order to achieve this, we must
pay employees fairly compared to their coworkers, and employees must also
perceive that they are paid fairly compared to their coworkers.
• Second, The Town’s pay system must be externally competitive in the market
place, so that the Town of Westlake support or strategic outcome objective to
attract, recruit, and retain highly qualified employees who are vital to
accomplishing the organization’s vision and mission.
• Third, to be motivational to our employees, providing the opportunity for future
pay increases based upon individual work performance and development of
job-related skills and competencies.
II. DEFINITION
With these objectives in mind, the Town’s municipal compensation plan is a broad band
pay system. A broad band pay system is markedly different than the traditional “step-in-
grade” pay system.
A broad band pay system is one that structures pay utilizing two primary steps.
• First, the responsibilities and qualifications required of each position are analyzed.
• Second, using this position analysis, pay for these positions are surveyed against
the market to create a broad set of occupation groups that become the pay
bands.
Each pay band has a minimum, mid-point, and a maximum rate of pay; however, within
each band there is flexibility for hiring and provision of performance pay.
Utilization of a broad band pay system by an organization is intended to:
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Section 12 Municipal Policies
Employee Pay Plan Policy
• Reward employees for positive behaviors that contribute to the effectiveness of
the Town’s service delivery to our stakeholders;
• Assist the Town in fulfilling its vision and mission by offering increased opportunities
for career advancement and recognition of the Town’s municipal employees;
• Provide the organization’s leadership greater flexibility with a pay system that can
be used to adjust to changes in market conditions, enhance hiring practices, and
reward outstanding performance;
• Adjust to changes in market conditions as it relates to increases in pay for groups
of employees within each band; ensuring the Town’s pay system remains
competitive to the comparable market.
III. IMPLEMENTATION AND MAINTENANCE OF THE PAY PLAN
For its first year of implementation (FY 16-17), most employees will be placed within the
established pay band for their position at their current rate of pay, with up to a three (3)
percent market adjustment of the employee’s base pay rate. To promote internal equity,
positions that have surveyed further below market may receive a higher market
adjustment, at the discretion of their supervisor.
In the fiscal years following FY 16-17, depending on market survey results and availability of
funding, the municipal broad band pay system may have both a market adjustment and
performance pay component, as defined below.
IV. CLASSIFICATION AND PAY BAND PLACEMENT
The following criteria will be used when classifying positions to determine band placement:
• Nature or type of work performed
• Level of responsibility
• Impact of position on the organization
• Reporting relationships
• Scope of duties
• Complexity of work
• Supervision received and/or exercised
• Knowledge, skills, and abilities (KSAs) required to perform required job duties.
Factors that will not be considered in classifying a position:
• Incumbent of the position
• Performance of the employee or incumbent
• Longevity of the employee or incumbent in position
• Qualifications of the employee or incumbent that are not required by the position
Employee pay progression within a band can occur if there is a market adjustment
approved for that band. Progression in a band can also occur if an employee’s job
performance, as determined by review of job performance, results in a performance pay
increase. Pay progression is defined as movement within a band that increases the
employee’s pay on an on-going basis.
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Section 12 Municipal Policies
Employee Pay Plan Policy
Other instances that can create employee progression in a pay band include:
• Promotion
• Significant increase in job skills, job-related education or training or competencies
• Position reclassification: These instances can only occur after proper analysis and
with criteria established by the Human Resources Department and approved by
the Town Manager or their designate.
V. PAY PLAN PARAMETERS
In order to successfully practice this pay philosophy using this policy, as well as reach our
objectives, the Town will use the following parameters to utilize this pay system:
Internal Equity
a. In order to maintain accurate position classifications, the Town of Westlake will
conduct a position analysis of 1/3 (one-third) of the organization’s positions each
year. This ensures that all positions are reviewed on a rolling three-year basis.
b. Upon review of the position analysis by the Director of Human Resources, and
with the approval of the Town Manager or their designee, position classifications
may be adjusted to a new band. This can occur if a new position classification is
created, or if the duties, roles, and responsibilities have substantially evolved,
resulting in a position that is greater similarity to another classification band.
Performance Pay
a. On-going performance pay may be awarded to individuals or teams who, as
determined in their performance evaluation, have clearly gone “above and
beyond” their traditional roles, job duties, and assignments over the evaluation
period.
b. Performance pay is awarded through the review process and the established
criteria outlined by the HR department
c. One-time performance pay may be offered to employees or teams who, based
on performance evaluation, have been determined to have gone above and
beyond expectations. One-time performance pay is a lump-sum, one-time
payment and will not impact the base pay of the employee and will not move
their pay within their position’s assigned band.
d. All performance pay, whether on-going or one-time adjustments, is dependent
upon the availability of financial resources.
Market-Based Pay
a. The Town of Westlake will conduct an annual market salary study in the spring
prior to budget preparation for the upcoming fiscal year.
b. Depending on the results of the market study, and if funds are available, all or
some of the salary bands will be proposed to the Town Council for adjustment
based upon the results of the annual market salary study. Proposed adjustments
to any pay band will not be proposed unless the market study indicates bands
have increased by 2.5% or more.
c. Employee salaries may receive a market adjustment if their current salary has
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Section 12 Municipal Policies
Employee Pay Plan Policy
shifted to become less than 97.5% of the market average.
d. All new hires will be placed at the minimum rate of their band, unless a hiring
manager recommends placement at a higher rate. This must be reviewed first by
the Human Resources Department and approved by the Town Manager or their
designee. Generally, new hires proposed to be paid higher than band minimum
may be brought into the pay system within 3% above or below a band’s
midpoint; however, exceptional qualifications and experience of the new hire
must be demonstrated by the hiring department to the Human Resources
Department and the Town Manager for this to be approved.
e. All market adjustments are dependent upon available financial resources.
f. The market value for positions within the Town of Westlake will be determined
annually through the completion of a survey of comparison communities
identified by staff and approved by the Town Council.
g. Employees with base compensation within 3% of the market average are
considered to be “at market.”
h. Positions currently at or above the market will not qualify for any market-based
adjustment, and will remain at their current rate of pay.
i. If the market rate for a position declines, the salary of position holders will not be
negatively impacted, but they will not receive any market-based adjustments.
j. Market adjustments will impact the base pay of the employee and may only be
applied if the Town of Westlake has adequate financial resources available to
fund the adjustments.
VI. BROADBAND CLASSIFICATIONS
BAND KIND TITLE SUB
BAND
KIND TITLE
E Policy
Making
Top
Management
10 Coordinating Town Manager
9 Policy Asst. Town Manager
D Programming Senior
Management
8 Coordinating Director
7 Programming Asst. Director
C Interpretive Middle
Management
6 Coordinating Dept. Manager
5 Interpretive Superintendent
B Routine Skilled
4 Coordinating Supervisor
3 Routine Technician
A Automatic Semi
Skilled
2 Coordinating Coordinators
1 Automatic Engineers
O Defined Unskilled 0 Defined Laborers
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Section 12 Municipal Policies
Employee Pay Plan Policy
VII. DEFINITIONS FOR THE BANDS ARE AS FOLLOWS:
• "BAND E" POLICY DECISION - These decisions are associated with board level
management, and involve guiding the organization as a whole through policy
development, setting the overall direction, and tone of the organization. Restrictions
to these decisions are often only limited by the laws of the state (Paterson, 1972).
• "BAND D" PROGRAMMING DECISION - These decisions are typically made by senior
management or department directors and are generally tasked with executing
the organization's policy through strategy development. Establishing guidelines by
which further decisions are made. A typical senior management decision is made
at the organizational or department level. For instance, the decision on how to
set up the organization's network infrastructure is usually determined by
management, while the decision to upgrade is based on policy (Paterson, 1972).
• "BAND C" INTERPRETIVE DECISIONS - Middle management who have constraints
placed upon them by them by senior management. These are usually made by
business unit managers, such as a budget manager or project research analyst.
Once overall strategy is developed by the senior managers, the middle managers
decide how to utilize resources in order to meet deadlines. The unit manager should
always know why certain staff members have been assigned to a particular job and
may have to interpret situations not currently covered by rules or guidelines
(Paterson, 1972).
• "BAND B” ROUTINE DECISIONS - Skilled supervisors know the "how", the "where", and
the "when" to set up equipment, systems, and are aware of the rules that govern
these processes. They can decide which process is to be used in order to carry
out the interpretive decisions as they have a firm handle on operations. For
example, a billing clerk knows how to complete the utility billing process, including
the way in which entries have to be made, as they have the book of rules and
regulations to refer to as needed (Paterson, 1972).
• "BAND A" AUTOMATIC DECISIONS - Each process is a cycle of operations. The process
is decided by the supervisor who then sets up the process or the "how" of the task at
hand. This is generally accomplished by a semi-skilled individual who completes the
task as outlined, within the constraints of the process. This individual can decide
where and when to carry out the operations needed for the task (Paterson, 1972).
• "BAND O" DEFINED DECISIONS - "Band O" decisions are rarely seen in an organization.
These decisions are those involving speed of completion of a task, and are usually left
to unskilled, entry level, nonexempt employees (Paterson, 1972).
243
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244
Page 1 of 2
estlake Town Council
TYPE OF ACTION
Regular Meeting - Action Item
Westlake Town Council Meeting
Monday, September 11, 2017
TOPIC: Consideration and discussion of an Ordinance Levying Municipal Ad Valorem
(Property) Taxes for the 2017 Year in accordance with the Fiscal Year 2017-18
Proposed Budget.
STAFF CONTACT: Tom Brymer, Town Manager
Debbie Piper, Finance Director
Strategic Alignment
Vision, Value, Mission Perspective Strategic Theme & Results Outcome
Objective
Fiscal Responsibility Fiscal
Stewardship
Exemplary Service &
Governance - We set the
standard by delivering
unparalleled municipal and
educational services at the
lowest cost.
Increase
Transparency,
Accessibility &
Communications
Strategic Initiative
Outside the Scope of Identified Strategic Initiatives
Time Line - Start Date: October 1, 2017 Completion Date: September 30, 2018
Funding Amount: $1,476,616 Status - Funded Source - Ad valorem Tax
EXECUTIVE SUMMARY (INCLUDING APPLICABLE ORGANIZATIONAL HISTORY)
On June 28, 2010 the Town Council set the residential homestead tax exemption at the maximum
(20%) allowed by State law. There were also exemptions adopted by that earlier Resolution
(which is restated and confirmed in the tax levy ordinance) for an exemption for people who are
disabled or over 65 and an exemption for Freeport goods. In addition, there is a provision in the
current Town Code for a “tax freeze” for people over 65 or who are disabled and have a
Westlake residence homestead. This Town Code provision has been interpreted by the Town’s
attorney to mean that a person who currently, as of this year, has a Westlake homestead
residence and is over 65 or disabled prior to the date the tax levy is adopted will have a zero tax
rate. That interpretation was presented and accepted by the Town Council.
Page 2 of 2
The ad valorem tax rate used in this proposed 2017-18 Budget and compared to the rates used for
FY 2016-17 is as follows:
FY 16-17 FY 17-18
Adopted Proposed
Tax Rate Tax Rate Variance
M&O $0.12882 $0.11133 $ (0.01749)
I&S $0.00813 $0.02482 $ 0.01669
$0.13695 $0.13615 $ (0.00080)
The calculated effective tax rate for FY 17-18 is a decrease of $(0.00080) at $.13615 per $100 of
assessed valuation. Staff is proposing to reduce the current rate to the calculated effective tax
rate of $0.13615 per $100 of assessed valuation.
RECOMMENDATION
Recommend adoption of an ordinance levying a municipal ad valorem (property) tax totaling
$0.13615 per $100 of assessed valuation.
ATTACHMENTS
Ordinance
Ordinance 836
Page 1 of 3
TOWN OF WESTLAKE
ORDINANCE NO. 836
AN ORDINANCE OF THE TOWN COUNCIL OF THE TOWN OF WESTLAKE,
TEXAS LEVYING TAXES TO BE ASSESSED ON ALL TAXABLE PROPERTIES
WITHIN THE TOWN LIMITS OF THE TOWN OF WESTLAKE FOR THE TAX YEAR
2017 (FISCAL YEAR 2017-2018); SETTING OUT EXEMPTIONS AND LIMITATION;
NO STATE LAW STATEMENTS REQUIRED; PROVIDING FOR THE COLLECTION
OF DELINQUENT TAXES AND A COLLECTION PENALTY TO BE ADDED TO
DELINQUENT TAXES; PROVIDING FOR A SEVERABILITY CLAUSE; AND
DECLARING AN EFFECTIVE DATE.
WHEREAS, a public hearing on the proposed annual budget for the Town of Westlake,
Texas, for the fiscal year beginning on October 1, 2017 and ending on September 30, 2018, was
duly advertised giving the date, time, place and subject matter of the public hearing, and
WHEREAS, a public hearing was set by the Town Council in a duly posted Town
Council meeting on September 11, 2017, and all citizens were invited to participate and be
heard; and
WHEREAS, all requirements of state law were met, including Open Meetings Act,
Texas Government Code chapter 551 requirements and the requirement of Texas Local
Government Code 102.002 that the budget officer prepare a municipal budget to cover the
proposed expenditures of the municipal government for the succeeding year; and
WHEREAS, it is deemed to be in the best interest of the citizens of the Town of
Westlake, Texas to levy a tax as set forth below, on all taxable properties within the Town limits
of Westlake in order to provide the necessary funds to provide municipal services to its citizens
and to meet all municipal commitments; and
WHEREAS, The Town of Westlake will raise more total property taxes than last year’s
budget by $49,640 or 3.37%, and of that amount, $57,674 is tax revenue to be raised from new
property added to the tax roll this year.
WHEREAS, the Town of Westlake has passed exemptions to certain applicable taxes
which were previously adopted by earlier Resolution and recognized and adopted a tax limitation
set out in the Town Municipal Code and such exemptions and limitation are included and
adopted as part of this Ordinance; and
WHEREAS, the Town Council finds the passage of this Ordinance to be in the best
interest for the citizens of Westlake, for the preservation of public health, safety and welfare of
the citizens of the Town.
Ordinance 836
Page 2 of 3
NOW, THEREFORE, BE IT ORDAINED BY THE TOWN COUNCIL OF THE TOWN
OF WESTLAKE, TEXAS:
SECTION 1: That all matters stated in the findings hereinabove are found to be true and
correct and are incorporated herein by reference as if copied in their entirely.
SECTION 2: That the Town Council of the Town of Westlake, Texas shall hereby levy
the following taxes on each One Hundred Dollars ($100.00) of taxable valuation on all taxable
property within the Town limits of the Town of Westlake, Texas to be assessed and collected by
the Tax Assessor/Collector for the tax year 2017 (Fiscal year 2017-2018) for the purposes
stipulated below, to-wit:
(a) For General Fund Maintenance and Operations (M&O) levied on $100.00 of
taxable valuation: $0.11133
(b) For Interest and Sinking Fund (debt service) levied on $100.00 of taxable
valuation: $0.02482
SECTION 3: Exemptions: That the Town Council authorizes the following exemptions
and limitations:
(a) Homestead exemption - That it is the intent of the Town Council of the Town of
Westlake to adopt the highest possible homestead exemption, which would be a homestead
exemption in the amount of twenty percent (20%) of the value of the homestead, and in any
event, the exemption shall be at least a minimum of Five Thousand dollars ($5,000). For
purposes of this section "residential homestead" is defined as a structure (including a mobile
home) or a separately secured and occupied portion of a structure (together with land, not to
exceed ten (10) acres, and improvements used in the residential occupancy of the structure and
the land and improvements have identical ownership) that (1) is owned by one or more
individuals, either directly or through a beneficial interest is a qualifying trust; (2) is designed or
adapted for a human residence; (3) is used as a residence; and (4) is occupied as his or her
principal residence by an owner or, for property owned through a beneficial interest in a
qualifying trust, by a trustee of the trust who qualifies for the exemption.
(b) Over 65 or Disabled exemption - That an exemption for a resident over 65 or
disabled, pursuant to section 11.13(b) of the Texas Tax Code shall be authorized in the amount
of $10,000. A resident is eligible for an exemption under this section if the resident is over 65 or
disabled, but the resident shall not be entitled to two exemptions under this section, as set out in
section 11.13(b) of the Texas Tax Code.
(c) The Town of Westlake previously adopted an ad valorem tax limitation in section
86-2 of the Town Code, for elderly and disabled citizens according to Article VIII, Section 1-b of
the Texas Constitution and Texas Tax Code § 11.261, which provides “The county, municipality,
or junior college district may not increase the total annual amount of ad valorem taxes the
county, municipality, or junior college district imposes on the residence homestead of a disabled
individual or an individual 65 years of age or older above the amount of the taxes the county,
municipality, or junior college district imposed on the residence homestead in the first tax year,
Ordinance 836
Page 3 of 3
other than a tax year preceding the tax year in which the county, municipality, or junior college
district established the limitation described by Subsection (a), in which the individual qualified
that residence homestead for the exemption provided by Section 11.13(c) for a disabled
individual or an individual 65 years of age or older.” This provision, commonly referred to as a
“tax freeze” means that residents who are already eligible for the provisions of that section will
not have any increase in their taxes from the time that they became eligible, as citizens of
Westlake, for that section.
SECTION 4: State Law Required Statements:
(A) THIS TAX RATE WILL NOT RAISE MORE TAXES FOR
MAINTENANCE AND OPERATIONS THAN LAST YEAR’S TAX RATE.
(B) The tax rate for the upcoming fiscal year will be $0.13615 (M & O of $0.11133 and
interest and sinking fund of $0.02482 totaling $0.13615). The taxes raised for maintenance and
operations will be approximately $89.06 on a $100,000 home with a homestead exemption.
SECTION 5: The Town of Westlake will pursue collection of delinquent taxes and
adopts the provisions of Section 33.07 of the Texas Tax Code so that hereafter an additional
penalty of Twenty (20) percent of the delinquent tax, penalty and interest on delinquent taxes
will be imposed on taxes becoming delinquent as provided by the Texas Tax Code and the
Town’s collection agreement.
SECTION 6: If any portion of this Ordinance shall, for any reason, be declared invalid
by any court of competent jurisdiction, such invalidity shall not affect the remaining provisions
hereof and the Council hereby determines that it would have adopted this Ordinance without the
invalid provision.
SECTION 7: That this Ordinance shall become effective from and after its date of
passage.
PASSED AND APPROVED ON THIS 11th DAY OF SEPTEMBER 2017.
ATTEST: _____________________________
Laura L. Wheat, Mayor
_________________________
Kelly Edwards, Town Secretary ______________________________
Thomas E. Brymer, Town Manager
APPROVED AS TO FORM:
____________________________
L. Stanton Lowry, Town Attorney
estlake Town Council
TYPE OF ACTION
Regular Meeting - Action Item
Monday, September 11, 2017
TOPIC: Conduct a public hearing and consideration of Ordinance approving a site
plan for an approximately 1.392-acre portion of Planned Development
District 1, Planning Area 2 (PD 1-2), established though Ordinance 703
for the property generally located south of State Highway 114, east of
Davis Boulevard, and north of Solana Boulevard, commonly known as
Westlake Entrada. The area shown on this PD Site Plan is located
northeast of the intersection of Solana Boulevard, Granada Trail, and
Cortes Drive.
STAFF CONTACT: Ron Ruthven, Director of Planning and Development
Strategic Alignment
Vision, Value, Mission Perspective Strategic Theme & Results Outcome
Objective
Mission: Westlake is a
unique community blending
preservation of our natural
environment and
viewscapes, while serving
our residents and businesess
with superior municipal and
academic services that are
accessible, efficient, cost-
effective, & transparent.
Citizen, Student &
Stakeholder
High Quality Planning, Design &
Development - We are a desirable
well planned, high-quality
community that is distinguished by
exemplary design standards.
Preserve Desirability
& Quality of Life
Strategic Initiative
Outside the Scope of Identified Strategic Initiatives
PLANNING CASE INFORMATION
Case Number: SP-06-20-17
Development: Entrada Block E PD Site Plan
Applicant: Mike Beatty, Centurion American
Owner: MRW Investors, LLC
Developer: MRW Investors, LLC
Site Location: NE Corner of Comillas and Cortes
Site Area: 1.392 acres
Zoning: Planned Development District 1, Planning Area 2 (PD 1-2)
EXPLANATION AND SUMMARY (INCLUDING APPLICABLE ORGANIZATIONAL HISTORY)
The subject PD Site Plan is generally located near the intersection of Solana Boulevard, Granada
Trail, and Cortes Drive, northeast of the “First Six” residential homes that received PD Site Plan
approval in April 2016 and generally north of the Block I residential that received approval in
September 2016 as well (see attached site map). The Entrada “Block E Residential” area
includes 14 interconnected, townhome-style single-family residences, each home totaling
between 3,510 and 4,711 square feet. One of the main features of this particular Site Plan is that
the homes will be built next to the canal. The Site Plan follows Entrada’s overall design theme,
which strives to capture the architecture, livability, scale, and essential visual qualities of the
Spanish-Catalonian village archetype.
PD Site Plan approval is required for every lot, parcel, and tract in the Entrada development.
The PD Site Plan approval process gives the Planning and Zoning Commission, as well as the
Town Council, the ability to approve or deny a plan based on the quantitative (development
standards, densities, building sizes, etc.) and qualitative (design guidelines and architectural
standards) criteria specified in the PD zoning ordinances relative to this property. PD 1-2 zoning
regulations give the Developer a great deal of latitude with regard to lot layout and design and
encourages the Developer to be creative and build a unique development.
It also gives the Town opportunities to verify that the proposed development will reflect what
was presented by the Developer during the zoning change application process and agreed to by
all when the zoning (Ord. 703) and subsequent Development Plan (Ord. 720) were originally
approved.
ZONING / DESIGN GUIDELINE COMPLIANCE
The proposed site plan complies with the Entrada zoning requirements approved by Ordinance
703. Likewise, the proposed site plan complies with the Entrada Design Guidelines approved by
Ordinance 760. The Town’s architectural consultant has reviewed and approved the proposed
design.
PARKING, ACCESS AND INFRASTRUCTURE
The developer proposes to locate four guest parking spaces along Comillas Drive. The guest
parking spaces will be located on two of the lots outside of the right-of-way for Comillas. Staff
recommends that the guest spaces be located within a public parking easement whereby the
spaces are maintained by the Entrada property owners association.
The Town zoning regulations require two spaces per single-family unit. Given the relatively
small size and area of the driveways, only the garage space will serve to satisfy the parking
supply requirement with no additional requirements for guest parking. Given this issue and the
design and density of the larger development, staff recommends the submittal of a
comprehensive parking study that includes an analysis of quest parking for residential units. The
developer submitted a study that only examines shared parking within the development.
Street and utility infrastructure is nearing completion in this portion of the development. No
building permits may be issued until a replat is approved and filed reflecting the proposed lot
configuration.
PLANNING AND ZONING COMMISSION
The Planning and Zoning Commission recommended approval of this item by a vote of (5-0) on
August 28, 2017.
RECOMMENDATION
Staff recommends approval of this PD Site Plan, subject to the condition that the guest spaces be
located within a public parking easement whereby the spaces are maintained by the Entrada
property owners association.
ATTACHMENTS
1. Entrada Block E PD Site Plan Package
2. Entrada Block E Architectural Renderings
3. Ordinance
1)520&257(6'5,9(/22.,1*:(67
2)520&257(6'5,9(/22.,1*1257+:(67,172&20,//$6
3)520&20,//$6/22.,1*($67)5201257+(175$1&(2)&20,//$6&2857
5)520&20,//$6/22.,1*($67)5206287+(175$1&(2)&20,//$6&2857
Ordinance 837
Page 1 of 8
TOWN OF WESTLAKE
ORDINANCE NO. 837
AN ORDINANCE OF THE TOWN COUNCIL OF THE TOWN OF WESTLAKE, TEXAS,
APPROVING A PLANNED DEVELOPMENT DISTRICT (PD) SITE PLAN FOR A
PORTION OF PLANNED DEVELOPMENT DISTRICT 1, PLANNING AREA 2 (PD1-2),
ESTABLISHED BY ORDINANCE 703 FOR THE PROPERTY GENERALLY LOCATED
ON THE SOUTH SIDE OF HWY 114, EAST OF DAVIS BOULEVARD, AND NORTH OF
SOLANA BOULEVARD, COMMONLY KNOWN AS WESTLAKE ENTRADA.
PROVIDING AN EFFECTIVE DATE; PROVIDING A PENALTY CLAUSE; AND
PROVIDING FOR A SAVINGS CLAUSE.
WHEREAS, the Town of Westlake, Texas is a general law municipality; and
WHEREAS, the Town Council of the Town of Westlake finds it necessary for the public
health, safety and welfare that development occur in a controlled and orderly manner; and
WHEREAS, there is located within the corporate limits of the Town of Westlake an
approximately 85.9-acre tract of land known as Planning Area 1-2 (PD 1-2), bounded by Solana
Boulevard to the south, FM 1938 “Davis Blvd.” to the west, and State Highway114 to the north,
(Exhibit A), on which a mixed use development is underway; and
WHEREAS, because of the size, location, and natural features of Planning Area 1-2 and
the Town's need for public infrastructure, amenities, and services, the Town has a critical interest
in the development of Planning Area 1-2 and is encouraging such development to the highest
possible standards of quality consistent with the Town's long-term development vision; and
WHEREAS, because of improvements to FM 1938 (Davis Blvd.), further urban growth
throughout the region, and other changed conditions that affect the region, the Town believes there
are unique and significant opportunities for new and unique mixed-use development within
Planning Area 1-2 that will be consistent with the Town's long-term development vision; and
WHEREAS, the Planning & Zoning Commission held a public hearing upon the
application of developer Centurion American to amend the Comprehensive Plan to establish PD
1-2 and approve zoning for PD 1-2 on April 15, 2013, as well as the Town Council held a public
hearing on this same application on April 22, 2013 after written notice of such hearing having been
sent to owners of real property being within 200 feet of the property and notice being published in
a newspaper of general circulation in the Town and posted in accordance with the Texas Open
Meetings Act, all in accordance with law; and subsequently adopted Ordinance 703 establishing
zoning regulations for PD1-2, now commonly known as Westlake Entrada; and
Ordinance 837
Page 2 of 8
WHEREAS, the Planning and Zoning Commission (Commission) recommended to the
Town Council approval of the PD Site Plan depicted in attached Exhibit B on August 28, 2017,
subject to certain specific conditions; and
WHEREAS, following provision of proper legal notice, including written notice to owners
within 200 feet of the subject property, published notice and posted notice in accordance with the
Texas Open Meetings Act of public hearing, a public hearing was held on September 11, 2017, by
the Town Council; and
WHEREAS, the Council believes that the interests of the Town, the present and future
residents and citizens of the Town, and developers of land within the Town, are best served by
adopting this Ordinance, which the Council has determined to be consistent with the 2015
Comprehensive Plan and its Land Use Map, Thoroughfare Plan, and Open Space Plan, all as
amended to date; and
WHEREAS, upon the recommendation of the Planning and Zoning Commission, the
Town Council of the Town of Westlake, Texas, is of the opinion that it is in the best interests of
the Town and its citizens that this PD Site Plan, depicted in Exhibit B, should be approved and
adopted.
NOW, THEREFORE, BE IT ORDAINED BY THE TOWN COUNCIL OF THE TOWN OF
WESTLAKE, TEXAS:
SECTION 1: That all matters stated in the preamble are found to be true and correct and
are incorporated herein as if copied in their entirety.
SECTION 2: That the Town Council of the Town of Westlake, Texas does hereby
approve the PD Site Plan shown as attached Exhibit B and located in PD 1-2 which is an
approximately 85-acre tract located south of Hwy 114, east of Davis Boulevard, and north of
Solana Boulevard, as reflected in Exhibit A, also attached hereto. The PD Site Plan shown on
attached Exhibit B is approved subject to the following conditions:
a) Fulfillment of all zoning requirements as set out in Ordinance 703 in addition to the
conditions accepted by the Town Council at the time of zoning approval (April 22, 2013).
b) All Development Plan conditions for approval established in Ordinance 720 (adopted
October 28, 2013) apply to this PD Site Plan.
c) All building elevations shown on this PD Site Plan include the requirement that structures
meet all aspects of the Entrada Design Guidelines established by Ordinance 703 and
Ordinance 760.
d) Town Staff will review and approve an exterior stone wall mockup and exterior wall stucco
mockup to ensure compliance with the approved PD Design Guidelines prior to the
issuance of building permits. Plans for building construction shall include said mockup
photos as referenced details.
Ordinance 837
Page 3 of 8
e) If, at any time, there is a conflict between the approved Design Guidelines, PD Site Plan,
and vertical construction drawings, the Design Guidelines shall be controlling.
f) Where building walls face the street, particularly at intersections, the Town may require
wall mounted, ceramic tile street name signs as shown in the approved Design Guidelines
in the interest of space and/or aesthetics.
g) A minimum of four (4) guest parking spaces shall be located along, and parallel to,
Comillas. At the time of re-platting, said spaces shall be located wholly within a public
parking easement on Lots 11 and 12 as shown on Exhibit B. Said spaces shall be located
adjacent to the street and shall be constructed by the homebuilder at the time of new home
construction on the property. The maintenance of said spaces shall be the responsibility of
the Entrada property owner’s association.
h) The following statements shall be added to the PD Site Plan to clarify the scope of Site
Plan approval:
1) PD Site Plans are recommended for approval based on a determination that the
plans reflect general compliance with the approved PD Concept Plan, PD
Development Plan, Master Landscape Plan, Design Guidelines, and other PD
ordinance regulations. The individual building elevations are approved
conceptually, subject to compliance with PD Design Guidelines to be shown in
detail on construction plans that are to be submitted when applying for a building
permit.
2) Construction drawings submitted along with an application for a building permit
will be reviewed for detailed compliance with Design Guidelines and compliance
with the approved PD Site Plan as well as other PD ordinance regulations, the Code
of Ordinances, the UDC, and the International Code Council (ICC) construction
codes.
3) The individual lots shown on this PD Site Plan are approved conceptually, and must
be reflected on an approved replat prior to the issuance of any building permits for
vertical construction.
SECTION 3: It is hereby declared to be the intention of the Town Council of the Town
of Westlake, Texas, that sections, paragraphs, clauses and phrases of this Ordinance are severable,
and if any phrase, clause, sentence, paragraph or section of this Ordinance shall be declared legally
invalid or unconstitutional by the valid judgment or decree of any court of competent jurisdiction,
such legal invalidity or unconstitutionality shall not affect any of the remaining phrases, clauses,
sentences, paragraphs or sections of this Ordinance since the same would have been enacted by
the Town Council of the Town of Westlake without the incorporation in this Ordinance of any
such legally invalid or unconstitutional, phrase, sentence, paragraph or section.
Ordinance 837
Page 4 of 8
SECTION 4: That this Ordinance shall be cumulative of all other Town Ordinances and
all other provisions of other Ordinances adopted by the Town which are inconsistent with the terms
or provisions of this Ordinance are hereby repealed.
SECTION 5: Any person violating any of the provisions of this ordinance shall be
deemed guilty of a misdemeanor offense and upon conviction thereof shall be fined in a sum not
to exceed Two Thousand Dollars ($2,000.00) for each separate offense. A separate offense shall
be deemed committed upon each day, or part of a day, during which a violation occurs or continues.
SECTION 6: This ordinance shall take effect immediately from and after its passage as
the law in such case provides.
PASSED AND APPROVED ON THIS 11th DAY OF SEPTEMBER 2017.
_____________________________
ATTEST: Laura Wheat, Mayor
____________________________ ______________________________
Kelly Edwards, Town Secretary Thomas E. Brymer, Town Manager
APPROVED AS TO FORM:
____________________________
L. Stanton Lowry, Town Attorney
Ordinance 837
Page 5 of 8
EXHIBITS
EXHIBIT A Legal Description of PD1-2 District
EXHIBIT B Entrada Block E PD Site Plan
Ordinance 837
Page 6 of 8
Exhibit A
LEGAL DESCRIPTION
Legal Description of PD1-2 District
85.9 Acres
BEING a tract of land situated in the C.M. Throop Survey, Abstract No. 1510, the W. Medlin
Survey, Abstract No. 1958, the William Pea Survey, Abstract No. 1246 and the Joseph Henry
Survey, Abstract No. 742, Tarrant County, Texas and being a portion of Tract 2 as described in
the Special Warranty Deed to MAGUIRE PARTNERS – SOLANA LAND, L.P. as recorded in
Volume 16858, Page 176 of the Deed Records of Tarrant County, Texas and being more
particularly described as follows:
BEGINNING at a 5/8 inch iron rod found with “Huitt-Zollars” cap at the southwest corner of Lot
2, Block 1, Westlake/Southlake Park Addition No. 1, an addition to the Town of Westlake, Texas
as recorded in Volume 388-214, Page 78 of the Plat Records of Tarrant County, Texas, being on
the northeasterly right-of-way line of Kirkwood Boulevard, a variable width right-of-way as
dedicated by said Westlake/Southlake Park Addition No. 1 and being the beginning of a non-
tangent curve to the left having a central angle of 9 degrees 13 minutes 11 seconds, a radius of
1428.00 feet and being subtended by a chord which bears North 47 degrees 49 minutes 50
seconds West a distance of 229.54 feet;
THENCE along the northeasterly right-of-way line of Kirkwood Boulevard, a variable with
right-of-way, as described in Dedication Deed to the Town of Westlake as recorded under
instrument No. D208427746, Deed Records of Tarrant County, Texas the following:
Along said curve to the left an arc distance of 229.79 feet to a ½ inch rod found with Graham cap
at the end of said curve;
North 52 degrees 30 minutes 14 seconds west a distance of 32.60 feet to ½ inch iron rod found
with Graham cup beginning of a curve to the right having a central angle of 18 degrees 54
minutes 48 seconds, a radius of 612.00 feet and being subtended by a chord which bears North
43 degrees 02 minutes 03 seconds West a distance of 201.11 feet;
Along said curve to the right an arc distance of 202.02 feet to a ½ inch iron rod found with
Graham cap at the beginning of a compound curve to the right having a central angle of 24
degrees 06 minutes 47 seconds, a radius of 812.00 feet and being subtended by a chord which
bears North 21 degrees 32 minutes 03 seconds West a distance of 339.22 feet;
Along said curve to the right an arc distance of 341.73 feet to a ½ inch iron rod found with
Graham cap at the end of a said curve;
North 09 degrees 28 minutes 39 seconds West a distance of 132.24 feet to a ½ inch iron rod
found with Graham cap at the beginning of a curve to the left having a central angle of 45
degrees 43 minutes 19 seconds, a radius of 708.00 feet and being subtended by a chord which
Ordinance 837
Page 7 of 8
bears North 32 degrees 20 minutes 19 seconds West a distance of 550.11 feet;
Along said curve to the left an arc distance of 564.98 feet to a ½ inch iron rod found with
Graham cap at the end of said curve;
North 55 degrees 11 minutes 58 seconds West a distance of 190.50 feet to a ½ inch iron rod
found with Graham cap;
North 08 degrees 56 minutes 27 seconds West a distance off 21.41 feet to a ½ inch iron rod
found with Graham cap on the easterly right-of-way line of Precinct Line Road, a variable width
right-of-way, as described in Dedication Deed to Town of Westlake as recorded under
Instrument No. D208427746, Deed Records of Tarrant County, Texas and being the beginning of
a non-tangent curve to the left having a central angle of 16 degrees 09 minutes 21 seconds, a
radius of 1,432.50 feet and being subtended by a chord which bears North 27 degrees 07 minutes
42 seconds East a distance of 402.59 feet;
THENCE along the easterly right-of-way line of Precinct Line Road, the following;
Along said curve to the left an arc distance of 403.92 feet to a ½ inch iron rod found with
Graham cap at the end of said curve;
North 18 degrees 47 minutes 24 seconds East a distance of 185.36 feet to a ½ inch iron rod found
with Graham cap;
North 17 degrees 03 minutes 03 seconds East a distance of 322.64 feet to a ½ inch iron rod found
on the southerly right-of-way line of State Highway 114 (a variable width ROW);
THENCE along the southerly right-of-way line of State Highway 114, the following;
North 60 degrees 06 minutes 26 seconds East a distance of 44.54 feet to a Texas Department of
Transportation brass disk in concrete found;
South 71 degrees 03 minutes 32 seconds East a distance of 254.55 feet to a point for corner from
which a Texas Department of Transportation brass disk in concrete found bears North 10 degrees
48 minutes 28 seconds West a distance of 0.43 feet;
South 77 degrees 26 minutes 06 seconds East a distance of 746.74 feet to a Texas Department of
Transportation brass disk in concrete found;
South 71 degrees 03 minutes 31 seconds East a distance of 1443.85 feet to a Texas Department
of Transportation brass disk in concrete found;
South 62 degrees 34 minutes 19 seconds East a distance of 404.34 feet to a Texas Department of
Transportation brass disk in concrete found at the beginning of a curve to the right having a
central angle of 08 degrees 19 minutes 09 seconds, a radius of 2,709.79 feet and being subtended
by a chord which bears South 58 degrees 24 minutes 45 seconds East a distance of 393.11 feet;
Ordinance 837
Page 8 of 8
Along said curve to the right an arc distance of 393.45 feet to a Texas Department of
Transportation brass disk in concrete found;
South 54 degrees 15 minutes 11 seconds East a distance of 399.24 feet to a Texas Department of
Transportation brass disk in concrete found;
South 64 degrees 19 minutes 50 seconds East a distance of 56.55 feet to a 5/8 inch iron rod found
with “Huitt-Zollars” cap at the beginning of a non-tangent curve to the right having a central
angle of 02 degrees 13 minutes 56 seconds, a radius of 2,754.79 feet and being subtended by a
chord which bears South 43 degrees 17 minutes 37 seconds East a distance of 107.32 feet;
Along said curve to the right n arc distance of 107.33 feet to a ½ inch rod found with “Huitt-
Zollars” cap for the northeast corner of Lot 1, Block 1, of the aforementioned
Westlake/Southlake Park Addition No. 1;
THENCE departing the southerly right-of-way line of State Highway 114, North 90 degrees 00
minutes 00 seconds west along the north line of said Lot 1, Block 1, a distance of 2,132.54 feet
to a 5/8 inch iron rod with “Carter-Burgess” cap found for the northwest corner of said Lot 2,
Block 1, Westlake/Southlake Park Addition No. 1;
THENCE South 52 degrees 00 minutes 00 seconds West along the northwesterly line said Lot 2,
Block 1, a distance of 1000.00 feet to a 5/8 inch iron rod with “Carter & Burgess” cap found at
an angle point in the west line of Lot 2, Block 1;
THENCE along the west line of said Lot 2, Block 1, South 00 degrees 00 minutes 00 seconds
East a distance of 168.55 feet to the POINT OF BEGINNING and containing 85.90 acres of
land, more or less.
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TP=628.66'BREEZEWAYTTCOURTYARDBALCONYBALCONYCOURTYARDCOURTYARDCOURTYARDCOURTYARDVERANDAGARAGE (2)GARAGE (2)T.C.= 627.95T.C.= 628.60'630.25'630.75'630.5'629.33'629.33'631.25'631.00'620.75'631.25'620.75'620.75'631.00'631.25'631.25'631.25'631.25'631.25'T.C.= 630.15'631.00'STEPS631.25'631.25'631.25'GARAGE (2)GARAGE (2)TP=630.70'TP=629.66'630.00'631.00'620.75'631.25'631.25'630.75'631.00'631.25'631.25'630.25'TP=629.66'TP=628.25'628.75'GARAGE (2)629.25'629.50'628.75'628.50'621.00'629.75'629.75'629.50'624.33'620.75'TP=628.50'620.75'STEPSSTEPSTP=628.00'620631.25'631.25'629.00'628.75'62620.75'EGEGGEGARAGE (2)629.00'STEPS6' WALL MAINTENANCE EASEMENT6' WALL MAINTENANCE EASEMENTCOURTYARD630.00'620.75'620.75'4' METAL FENCE4' METAL FENCE4' METAL FENCE4' METAL FENCE4' METAL FENCE4' METAL FENCE4' METAL FENCE4' METAL FENCE4' METAL FENCE4' METAL FENCE4' METAL FENCE4' METAL FENCEGARAGE (2)GARAGE (2)GGEEACACEEEE628.67'628.67'628.67'628.75'GEGGMAILMATCH LINEMATCH LINEMATCH LINEMATCH LINETOTAL AREA UNDER ROOF2ND FLOOR A/C6,140BASEMENT A/CE1TOTAL A/C-605578COURTYARDTERRACEBALCONY4,4841,9971,503VERANDA-1ST FLOOR A/C984211GARAGE262COV'D ENTRY5,258E2-5314754,0536972,146381,210161-4,876E32756072563,5107691,99288749353806,649E42757388924,7111,6173,094333,0948927386,649E52757388924,7111,6173,094333,0948927386,649E62757388924,7111,6173,094333,0948927386,649E72757388924,7111,6173,094333,0948927386,649E82757388924,7111,6173,094333,0948927386,649E92757388924,7111,6173,094333,0948927386,649E102757388924,7111,6173,09433-8927386,649E112757388924,7111,6173,09433-8927386,649E122757388924,7111,6173,09433-8927386,649E132757388924,7111,6173,09433-8927386,649E142757388924,7111,6173,09433-8927386,649TOTAL2757388924,7111,6173,094333,094892738BLOCK/LOTBREEZEWAYCOURTYARDVERANDAVERANDACOURTYARDVERANDACOURTYARDVERANDACOURTYARDTP=629.66'TP=628.66'TP=628.25'628.75'GARAGE (2)629.50'628.75'628.50'629.25'629.25'629.25'630.25'629.00'624.33'0.75'STEPSTP=628.00'620.75'TP=628.00'TP=627.00'622.00'621.00'STEPS625.00'627.00'626.00'624.67'STEPS622.00'624.00'625.00'624.67'624.67'624.67'624.67'622.00'624.67'624.50'624.50'624.00'624.17'624.17'622.67'624.00'TP=624.33'624.50'TP=623.66'620.75'620.75'628.33'628.33'629.00'628.33'628.33'629.00'629.00'628.33'4' METAL FENCE4' METAL FENCE 4' METAL FENCE4' METAL FENCE4' METAL FENCE6' WALL MAINTENANCE EASEMENT6' WALL MAINTENANCE EASEMENTGARAGE (2)GARAGE (2)GARAGE (3)ACACEEEEEE2.5' ACCESS ESM'T2.5' ACCESS ESM'T2.5' ACCESS ESM'T2.5' ACCESS ESM'T67'STEPSSTEPSSTEPSSTEPS620.75'620.75'620.75'GGGGGARAGE (2)624.25'ACACMATCH LINEMATCH LINEMATCH LINEMATCH LINE02 SITE PLANSITE PLANISSUE LOGDESCRIPTIONDATESCALEDATE1" = 300'-0"BUSH DESIGN & ASSOCIATES, INC.CAN LEGALLY RESULT IN THE CESSATION OF CONSTRUCTION OR BUILDINGS BEING SEIZED AND/ OR MONETARY COMPENSATION TO AND ELEMENTS OF THE DESIGN. UNDER SUCH PROTECTION, UNAUTHORIZED USE OF THESE PLANS, WORK OR HOME REPRESENTED, PROTECTION INCLUDES BUT IS NOT LIMITED TO THE OVERALL FORM AS WELL AS THE ARRANGEMENT AND COMPOSITION OF SPACES 17 U.S.O. AS AMENDED DECEMBER 1990 AND KNOWN AS ARCHITECTURAL WORKS COPYRIGHT PROTECTION ACT OF 1990. THE COPYRIGHTED AND ARE SUBJECT TO COPYRIGHT PROTECTION AS AN "ARCHITECTURAL WORK" UNDER SEC. 102 OF THE COPYRIGHT ACT, MAY CONFLICT WITH SAME, AND MUST BE STRICTLY OBEYED AND FOLLOWED BEFORE AND DURING CONSTRUCTION. THESE PLANS ARE ALL FEDERAL, STATE, AND LOCAL CODES, ORDINANCES, AND RESTRICTIONS TAKE PRECEDENCE OVER ANY PART OF THESE PLANS WHICH COMPLETE ENGINEERING SERVICES, FOUNDATION, HVAC, AND STRUCTURAL, BEFORE BEGINNING CONSTRUCTION OF ANY KIND. NOTE: BEFORE ANY CONSTRUCTION IS COMMENCED OR PURCHASES MADE. IT IS RECOMMENDED THAT THE OWNER OR BUILDER OBTAIN ANY DISCREPANCY, ERROR, AND/OR OMISSION, IF FOUND, IS TO BE BROUGHT TO THE IMMEDIATE ATTENTION OF THE DESIGNER STRUCTURE. THESE PLANS MUST BE VERIFIED AND CHECKED BY THE BUILDER OR THE PERSON IN AUTHORITY OF THIS PROJECT. THESE PLANS ARE INTENDED TO PROVIDE THE BASIC CONSTRUCTION INFORMATION NECESSARY TO SUBSTANTIALLY COMPLETE THIS COPYRIGHT, BUSH DESIGN & ASSOCIATES, INC. - 2017PHONE: 972-333-9455EMAIL: ralphbush@hotmail.com1800 VALLEY VIEW #300FARMERS BRANCH, TX 75234SUBMITTAL4/11/201706/09/2017SCALE: 1" = 300'-0"ENTRADA, WESTLAKEA CATALONIAN VILLAGEBLOCK: E LOTS 1-14XX,XX,XX,XX,XX COMILLAS DRIVEXX,XX,XX,XX,XX,XX COMILLAS COURTXX,XX,XX,XX COMILLAS DRIVESHEETA1.01BASEMENT ELECTRICAL FLOOR PLAN - LOT:1COLD WATER TAP FOR REFRIGERATOR OR ICE MAKERSWITCHED GAS KEYFROST FREE HOSE BIBSHEET INDEXNO.DESCRIPTIONGASGAS SUPPLYGAS KEYHBWGASMECHANICAL SYMBOLSMECHANICAL NOTESE2.011. PLUMBING AND HVAC SYSTEMS:1.1. DESIGNED BY CONTRACTORS PLUMBING AND MECHANICAL PERSONNEL.1.2. PROPOSED LOCATIONS OF HVAC AND WATER HEATERS DETERMINED BY CONTRACTOR AND SUBMITTED TO OWNER AND ARCHITECT FOR APPROVAL.1.3. PROPOSED LOCATIONS OF HVAC VENTS AND RETURN AIR DETERMINED BY CONTRACTOR AND SUBMITTED TO OWNER AND ARCHITECT FOR APPROVAL.2. ALL VENTILATION SYSTEMS TO MEET LOCAL CODE REQUIREMENTS AND DESIGNED BY CONTRACTORS PERSONNEL.1. CONSTRUCTION: COMPLY WITH APPLICABLE CODES AND RELATED AMENDMENTS.2. ALL STRUCTURES IN THIS ZONING DISTRICT MUST COMPLY WITH ENTRADA DESIGN GUIDELINES (WESTLAKE ORDINANCE 760).3. IN THE EVENT OF A CONFLICT BETWEEN ENTRADA DESIGN GUIDELINES (WESTLAKE ORDINANCE 760) AND ANY DETIALS CONTAINED HEREIN, ENDTRAD DESIGN GUIDELINES (WESTAKE ORDINANCE 760) ARE CONTROLLING.4. THESE DRAWINGS DO NOT CONTAIN COMPLETE SPECIFICATIONS, DETAILS, OR FULL INFORMATION NECESSARY FOR THE COMPLETE CONSTRUCTION OF THE PROJECT. ADDITIONAL INFORMATION SHALL BE OBTAINED FROM THE OWNER.5. NOTIFY ARCHITECT AND OWNER OF ERRORS, OMISSIONS, AND DISCREPANCIES IN CONTRACT DOCUMENTS, OR BETWEEN CONTRACT DOCUMENTS AND ACTUAL SITE CONSTRUCTION CONDITIONS. ERRORS, OMISSIONS, AND DISCREPANCIES MUSTBE RESOLVED AND DOCUMENTED BEFORE CONTINUING CONSTRUCTION WITH THE WORK IN QUESTION. FAILURE TO NOTIFY THE OWNER AND ARCHITECT IN SUCH AN EVENT SHALL CONSTITUTE ACCEPTANCE OF ANY RESULTING OBLIGATIONSOR RESPONSIBILITIES WITH REGARDS TO DELAYS, COSTS, CODE COMPLIANCE, AND LEGAL REMEDIES RESULTING FROM THIS OR RELATED WORK.6. CIVIL, LANDSCAPE, STRUCTURAL, MECHANICAL, PLUMBING, AND ELECTRICAL DRAWINGS BY OWNERS CONSULTANTS.6.1. ARCHITECT'S ELECTRICAL, MECHANICAL, AND PLUMBING PLANS ARE DIAGRAMMATIC ONLY. ACTUAL DESIGN BY OWNER'S CONSULTANT.6.2. REFER TO CIVIL AND LANDSCAPE DRAWINGS FOR GRADING AND DRAINAGE REQUIREMENTS.6.3. REFER TO STRUCTURAL ENGINEER FOR STRUCTURAL DESIGN, SPECIFICATIONS, AND DETAILS; INCLUDING REQUIRED RETAINING WALLS, WATERPROOFING, AND FRENCH DRAIN SYSTEMS.6.4. COORDINATE SOIL COMPACTION REQUIREMENTS BEHIND RETAINING WALLS WITH STRUCTURAL ENGINEER.7. THE CONTRACTOR SHALL VERIFY ALL MEASUREMENTS AT THE SITE AND BE RESPONSIBLE FOR THE ACCURACY AND CORRECTNESS OF SAME.8. VERIFY TYPE AND LOCATION OF UTILITIES SERVING SITE.9. FIREPLACES:9.1. VERIFY SIZES, INCLUDING HEARTH EXTENSIONS REQUIRED BY CODE.9.2. PROVIDE OUTSIDE MAKE-UP AIR INLET AND SCREENED LOUVER AND DAMPER.10. VENT CLOTHES DRYER TO OUTSIDE.11. ALL FLOOR FINISH HEIGHTS TO MATCH. FLOOR ELEVATIONS AT SECOND FLOOR ARE GIVEN TO TOP OF FLOOR DECK.12. INSTALL STUDS AT CLOSET SIDE WALL ROD LOCATIONS, MEASURED 10" FROM BACK WALL.13. EXTERIOR MATERIALS AND FINISHES ARE TO BE INSTALLED IN ACCORDANCE WITH MANUFACTURERS WRITTEN INSTRUCTIONS AND DETAILS.14. FIRE SPRINKLERS SYSTEMS: REFER TO LOCAL JURISDICTION FOR REQUIREMENTS.'15. THE CONTRACTOR SHALL PAY ALL FINES, GIVE ALL NOTICES, FILE ALL NECESSARY DRAWINGS, AND OBTAIN ALL PERMITS AND CERTIFICATES OF APPROVAL REQUIRED IN CONNECTION WITH ALL WORK UNDER THE CONTRACT DOCUMENTS.FOR DIMENSION PURPOSES:1. DO NOT SCALE DRAWINGS.2. VERIFY DIMENSIONS: NOTIFY ARCHITECT OF ANY DISCREPANCIES.3. WOOD STUD WALLS: 2x4'S @ 16" O.C. TO A MAXIMUM HEIGHT OF 10'-0", SUPPORTING ONE FLOOR, ROOF, AND CEILING.UNSUPPORTED WALL HEIGHTS EXCEEDING 10'-0" AND 3 STORY CONDITIONS REQUIRE STRUCTURAL ANALYSIS TO DETERMINE STUD SIZE AND SPACING.4. EXTERIOR WOOD STUD/MASONRY ASSEMBLIES:10" w/2x4's, 12" w/2X6's, 14" w/2x8's5. WALL PLATE HEIGHTS: CROSS REFERENCE EXTERIOR ELEVATIONS, WALL SECTIONS, AND FASCIA DETAILS TO DETERMINE.6. WINDOWS AND DOORS:6.1. VERIFY ROUGH OPENINGS WITH SELECTED MANUFACTURER.6.2. REFER TO EXTERIOR ELEVATIONS AND FLOOR PLANS OR SCHEDULE FOR HEAD HEIGHTS.GENERAL NOTESELEVATIONS: A3.01/01,02,03A3.01NO.DESCRIPTIONELEVATIONS: A3.02/01,02A3.02ELEVATIONS: A3.03/01,02,03A3.03ELEVATIONS: A3.04/01,02A3.04ELEVATIONS: A3.05/01,02A3.05ELEVATIONS: A3.06/01A3.06DETAILSA4.01DETAILSA4.02DETAILSA4.03SCHEDULESA4.04ENTRADA NOTES:1. ALL WINDOW RETURNS FACING PUBLIC STREETS TO BE MINIMUM 10" IN DEPTH.2. ENTRADA DESIGN GUIDELINES OVERRIDE ALL SPECS CONTAINED HEREIN.REFER TO ENTRADA DESIGN GUIDELINES FOR FUTHER DETAILED INFORMATION REGARDING THESE PLANSPD SITE PLAN / COVER SHEET/ GENERAL NOTESA1.01ROOF PLANS UNITS 1 THROUGH 3 - 1/8" SCALEA1.02A1.03A1.04ROOF PLANS UNITS 4 THROUGH 5 - 1/8" SCALEROOF PLANS UNITS 6 THROUGH 9 - 1/8" SCALEA1.05A1.06ROOF PLANS UNITS 10 THROUGH 11 - 1/8" SCALEROOF PLANS UNITS 12 THROUGH 14 - 1/8" SCALEA1.07A1.08A1.09BASEMENT PLANS UNITS 1 THROUGH 3 - 1/8" SCALEBASEMENT PLANS UNITS 4 THROUGH 5 - 1/8" SCALEBASEMENT PLANS UNITS 6 THROUGH 9 - 1/8" SCALEFIRST FLOOR PLANS UNITS 1 THROUGH 3 - 1/8" SCALEFIRST FLOOR PLANS UNITS 4 THROUGH 5 - 1/8" SCALEFIRST FLOOR PLANS UNITS 6 THROUGH 9 - 1/8" SCALEFIRST FLOOR PLANS UNITS 10 THROUGH 11 - 1/8" SCALEFIRST FLOOR PLANS UNITS 12 THROUGH 14 - 1/8" SCALEA1.10A1.11A1.12A1.13A1.14SECOND FLOOR PLANS UNITS 1 THROUGH 3 - 1/8" SCALESECOND FLOOR PLANS UNITS 4 THROUGH 5 - 1/8" SCALESECOND FLOOR PLANS UNITS 6 THROUGH 9 - 1/8" SCALESECOND FLOOR PLANS UNITS 10 THROUGH 11 - 1/8" SCALESECOND FLOOR PLANS UNITS 12 THROUGH 14 - 1/8" SCALEA1.15A1.16A1.17A1.18A1.19E2.02 FIRST ELECTRICAL FLOOR PLAN - LOT:1E2.03 SECOND ELECTRICAL FLOOR PLAN - LOT:1E2.04E2.05E2.06E2.07E2.08E2.09E2.10E2.11E2.12E2.13E2.14E2.15BASEMENT FLOOR PLAN - LOT:6FIRST FLOOR PLAN - LOT:6SECOND FLOOR PLAN - LOT:6BASEMENT FLOOR PLAN - LOT:7FIRST FLOOR PLAN - LOT:7SECOND FLOOR PLAN - LOT:7BASEMENT FLOOR PLAN - LOT:8FIRST FLOOR PLAN - LOT:8SECOND FLOOR PLAN - LOT:8BASEMENT FLOOR PLAN - LOT:9FIRST FLOOR PLAN - LOT:9SECOND FLOOR PLAN - LOT:9FIRST FLOOR PLAN - LOT:10SECOND FLOOR PLAN - LOT:10A2.22A2.23FIRST FLOOR PLAN - LOT:11A2.24SECOND FLOOR PLAN - LOT:11A2.25A2.26A2.27A2.28A2.16A2.17A2.18A2.19A2.20A2.21A2.29A2.30A2.31E2.32E2.33E2.34E2.35E2.36E2.37ELEVATIONS: A3.06/01A3.07ELEVATIONS: A3.06/01A3.08ELEVATIONS: A3.06/01A3.09ELEVATIONS: A3.06/01A3.10ELEVATIONS: A3.06/01A3.11ELEVATIONS: A3.06/01A3.1201 SITE PLANSCALE: 1" = 300'-0"NO.DESCRIPTIONNO.DESCRIPTIONBASEMENT FLOOR PLAN - LOT:1A2.01A2.02 FIRST FLOOR PLAN - LOT:1A2.03 SECOND FLOOR PLAN - LOT:1BASEMENT FLOOR PLAN - LOT:2A2.04A2.05 FIRST FLOOR PLAN - LOT:2A2.06 SECOND FLOOR PLAN - LOT:2BASEMENT FLOOR PLAN - LOT:3A2.07A2.08 FIRST FLOOR PLAN - LOT:3A2.09 SECOND FLOOR PLAN - LOT:3BASEMENT FLOOR PLAN - LOT:4A2.10A2.11 FIRST FLOOR PLAN - LOT:4A2.12 SECOND FLOOR PLAN - LOT:4BASEMENT FLOOR PLAN - LOT:5A2.13A2.14 FIRST FLOOR PLAN - LOT:5A2.15 SECOND FLOOR PLAN - LOT:5E2.22E2.23E2.24E2.25E2.26E2.27E2.28E2.16E2.17E2.18E2.19E2.20E2.21E2.29E2.30E2.31BASEMENT ELECTRICAL FLOOR PLAN - LOT:2FIRST ELECTRICAL FLOOR PLAN - LOT:2SECOND ELECTRICAL FLOOR PLAN - LOT:2BASEMENT ELECTRICAL FLOOR PLAN - LOT:3FIRST ELECTRICAL FLOOR PLAN - LOT:3SECOND ELECTRICAL FLOOR PLAN - LOT:3BASEMENT ELECTRICAL FLOOR PLAN - LOT:4FIRST ELECTRICAL FLOOR PLAN - LOT:4SECOND ELECTRICAL FLOOR PLAN - LOT:4BASEMENT ELECTRICAL FLOOR PLAN - LOT:5FIRST ELECTRICAL FLOOR PLAN - LOT:5SECOND ELECTRICAL FLOOR PLAN - LOT:5BASEMENT ELECTRICAL FLOOR PLAN - LOT:6FIRST ELECTRICAL FLOOR PLAN - LOT:6SECOND ELECTRICAL FLOOR PLAN - LOT:6BASEMENT ELECTRICAL FLOOR PLAN - LOT:7FIRST ELECTRICAL FLOOR PLAN - LOT:7SECOND ELECTRICAL FLOOR PLAN - LOT:7BASEMENT ELECTRICAL FLOOR PLAN - LOT:8FIRST ELECTRICAL FLOOR PLAN - LOT:8SECOND ELECTRICAL FLOOR PLAN - LOT:8BASEMENT ELECTRICAL FLOOR PLAN - LOT:9FIRST ELECTRICAL FLOOR PLAN - LOT:9SECOND ELECTRICAL FLOOR PLAN - LOT:9FIRST ELECTRICAL FLOOR PLAN - LOT:10SECOND ELECTRICAL FLOOR PLAN - LOT:10FIRST ELECTRICAL FLOOR PLAN - LOT:11SECOND ELECTRICAL FLOOR PLAN - LOT:11FIRST ELECTRICAL FLOOR PLAN - LOT:12SECOND ELECTRICAL FLOOR PLAN - LOT:12FIRST ELECTRICAL FLOOR PLAN - LOT:13SECOND ELECTRICAL FLOOR PLAN - LOT:13FIRST ELECTRICAL FLOOR PLAN - LOT:14SECOND ELECTRICAL FLOOR PLAN - LOT:14A2.32A2.33A2.34A2.35A2.36A2.37FIRST FLOOR PLAN - LOT:12SECOND FLOOR PLAN - LOT:12FIRST FLOOR PLAN - LOT:13SECOND FLOOR PLAN - LOT:13FIRST FLOOR PLAN - LOT:14SECOND FLOOR PLAN - LOT:14SUBMITTAL6/09/2017
COURTYARDTERRACETERRACEACACACACACACACACAC4:124:124:124:124:124:124:124:124:124:124:124:124:124:124:124:124:124:124:124:124:124:124:124:124:124:124:124:124:124:124:124:124:124:124:124:124:124:124:1201 ROOF PLANE1-3 ROOF PLANISSUE LOGDESCRIPTIONDATESCALEDATE1/8" = 1'-0"BUSH DESIGN & ASSOCIATES, INC.CAN LEGALLY RESULT IN THE CESSATION OF CONSTRUCTION OR BUILDINGS BEING SEIZED AND/ OR MONETARY COMPENSATION TO AND ELEMENTS OF THE DESIGN. UNDER SUCH PROTECTION, UNAUTHORIZED USE OF THESE PLANS, WORK OR HOME REPRESENTED, PROTECTION INCLUDES BUT IS NOT LIMITED TO THE OVERALL FORM AS WELL AS THE ARRANGEMENT AND COMPOSITION OF SPACES 17 U.S.O. AS AMENDED DECEMBER 1990 AND KNOWN AS ARCHITECTURAL WORKS COPYRIGHT PROTECTION ACT OF 1990. THE COPYRIGHTED AND ARE SUBJECT TO COPYRIGHT PROTECTION AS AN "ARCHITECTURAL WORK" UNDER SEC. 102 OF THE COPYRIGHT ACT, MAY CONFLICT WITH SAME, AND MUST BE STRICTLY OBEYED AND FOLLOWED BEFORE AND DURING CONSTRUCTION. THESE PLANS ARE ALL FEDERAL, STATE, AND LOCAL CODES, ORDINANCES, AND RESTRICTIONS TAKE PRECEDENCE OVER ANY PART OF THESE PLANS WHICH COMPLETE ENGINEERING SERVICES, FOUNDATION, HVAC, AND STRUCTURAL, BEFORE BEGINNING CONSTRUCTION OF ANY KIND. NOTE: BEFORE ANY CONSTRUCTION IS COMMENCED OR PURCHASES MADE. IT IS RECOMMENDED THAT THE OWNER OR BUILDER OBTAIN ANY DISCREPANCY, ERROR, AND/OR OMISSION, IF FOUND, IS TO BE BROUGHT TO THE IMMEDIATE ATTENTION OF THE DESIGNER STRUCTURE. THESE PLANS MUST BE VERIFIED AND CHECKED BY THE BUILDER OR THE PERSON IN AUTHORITY OF THIS PROJECT. THESE PLANS ARE INTENDED TO PROVIDE THE BASIC CONSTRUCTION INFORMATION NECESSARY TO SUBSTANTIALLY COMPLETE THIS COPYRIGHT, BUSH DESIGN & ASSOCIATES, INC. - 2017PHONE: 972-333-9455EMAIL: ralphbush@hotmail.com1800 VALLEY VIEW #300FARMERS BRANCH, TX 75234SUBMITTAL4/11/201706/09/2017ENTRADA, WESTLAKEA CATALONIAN VILLAGEBLOCK: E LOTS 1-14XX,XX,XX,XX,XX COMILLAS DRIVEXX,XX,XX,XX,XX,XX COMILLAS COURTXX,XX,XX,XX COMILLAS DRIVESHEETA1.02SCALE 1/8" = 1'-0"SUBMITTAL6/09/2017
COURTYARDCOURTYARDLAKEHVACHVACTP=630.70'TP=629.66'4:124:12
4:124:124:124:124:124:124:124:124:124:124:124:124:124:124:124:124:124:124:124:124:124:124:124:124:124:124:1201 ROOF PLANE4-5 ROOF PLANISSUE LOGDESCRIPTIONDATESCALEDATE1/8" = 1'-0"BUSH DESIGN & ASSOCIATES, INC.CAN LEGALLY RESULT IN THE CESSATION OF CONSTRUCTION OR BUILDINGS BEING SEIZED AND/ OR MONETARY COMPENSATION TO AND ELEMENTS OF THE DESIGN. UNDER SUCH PROTECTION, UNAUTHORIZED USE OF THESE PLANS, WORK OR HOME REPRESENTED, PROTECTION INCLUDES BUT IS NOT LIMITED TO THE OVERALL FORM AS WELL AS THE ARRANGEMENT AND COMPOSITION OF SPACES 17 U.S.O. AS AMENDED DECEMBER 1990 AND KNOWN AS ARCHITECTURAL WORKS COPYRIGHT PROTECTION ACT OF 1990. THE COPYRIGHTED AND ARE SUBJECT TO COPYRIGHT PROTECTION AS AN "ARCHITECTURAL WORK" UNDER SEC. 102 OF THE COPYRIGHT ACT, MAY CONFLICT WITH SAME, AND MUST BE STRICTLY OBEYED AND FOLLOWED BEFORE AND DURING CONSTRUCTION. THESE PLANS ARE ALL FEDERAL, STATE, AND LOCAL CODES, ORDINANCES, AND RESTRICTIONS TAKE PRECEDENCE OVER ANY PART OF THESE PLANS WHICH COMPLETE ENGINEERING SERVICES, FOUNDATION, HVAC, AND STRUCTURAL, BEFORE BEGINNING CONSTRUCTION OF ANY KIND. NOTE: BEFORE ANY CONSTRUCTION IS COMMENCED OR PURCHASES MADE. IT IS RECOMMENDED THAT THE OWNER OR BUILDER OBTAIN ANY DISCREPANCY, ERROR, AND/OR OMISSION, IF FOUND, IS TO BE BROUGHT TO THE IMMEDIATE ATTENTION OF THE DESIGNER STRUCTURE. THESE PLANS MUST BE VERIFIED AND CHECKED BY THE BUILDER OR THE PERSON IN AUTHORITY OF THIS PROJECT. THESE PLANS ARE INTENDED TO PROVIDE THE BASIC CONSTRUCTION INFORMATION NECESSARY TO SUBSTANTIALLY COMPLETE THIS COPYRIGHT, BUSH DESIGN & ASSOCIATES, INC. - 2017PHONE: 972-333-9455EMAIL: ralphbush@hotmail.com1800 VALLEY VIEW #300FARMERS BRANCH, TX 75234SUBMITTAL4/11/201706/09/2017ENTRADA, WESTLAKEA CATALONIAN VILLAGEBLOCK: E LOTS 1-14XX,XX,XX,XX,XX COMILLAS DRIVEXX,XX,XX,XX,XX,XX COMILLAS COURTXX,XX,XX,XX COMILLAS DRIVESHEETA1.03SCALE 1/8" = 1'-0"SUBMITTAL6/09/2017
4:124:124:124:124:124:124:124:124:124:124:124:124:124:124:124:124:124:122:12METALFLAT4:124:124:124:124:124:124:12
01 ROOF PLAN E6-9 ROOF PLANISSUE LOGDESCRIPTIONDATESCALEDATE1/8" = 1'-0"BUSH DESIGN & ASSOCIATES, INC.CAN LEGALLY RESULT IN THE CESSATION OF CONSTRUCTION OR BUILDINGS BEING SEIZED AND/ OR MONETARY COMPENSATION TO AND ELEMENTS OF THE DESIGN. UNDER SUCH PROTECTION, UNAUTHORIZED USE OF THESE PLANS, WORK OR HOME REPRESENTED, PROTECTION INCLUDES BUT IS NOT LIMITED TO THE OVERALL FORM AS WELL AS THE ARRANGEMENT AND COMPOSITION OF SPACES 17 U.S.O. AS AMENDED DECEMBER 1990 AND KNOWN AS ARCHITECTURAL WORKS COPYRIGHT PROTECTION ACT OF 1990. THE COPYRIGHTED AND ARE SUBJECT TO COPYRIGHT PROTECTION AS AN "ARCHITECTURAL WORK" UNDER SEC. 102 OF THE COPYRIGHT ACT, MAY CONFLICT WITH SAME, AND MUST BE STRICTLY OBEYED AND FOLLOWED BEFORE AND DURING CONSTRUCTION. THESE PLANS ARE ALL FEDERAL, STATE, AND LOCAL CODES, ORDINANCES, AND RESTRICTIONS TAKE PRECEDENCE OVER ANY PART OF THESE PLANS WHICH COMPLETE ENGINEERING SERVICES, FOUNDATION, HVAC, AND STRUCTURAL, BEFORE BEGINNING CONSTRUCTION OF ANY KIND. NOTE: BEFORE ANY CONSTRUCTION IS COMMENCED OR PURCHASES MADE. IT IS RECOMMENDED THAT THE OWNER OR BUILDER OBTAIN ANY DISCREPANCY, ERROR, AND/OR OMISSION, IF FOUND, IS TO BE BROUGHT TO THE IMMEDIATE ATTENTION OF THE DESIGNER STRUCTURE. THESE PLANS MUST BE VERIFIED AND CHECKED BY THE BUILDER OR THE PERSON IN AUTHORITY OF THIS PROJECT. THESE PLANS ARE INTENDED TO PROVIDE THE BASIC CONSTRUCTION INFORMATION NECESSARY TO SUBSTANTIALLY COMPLETE THIS COPYRIGHT, BUSH DESIGN & ASSOCIATES, INC. - 2017PHONE: 972-333-9455EMAIL: ralphbush@hotmail.com1800 VALLEY VIEW #300FARMERS BRANCH, TX 75234SUBMITTAL4/11/2017ENTRADA, WESTLAKEA CATALONIAN VILLAGEBLOCK: E LOTS 1-14XX,XX,XX,XX,XX COMILLAS DRIVEXX,XX,XX,XX,XX,XX COMILLAS COURTXX,XX,XX,XX COMILLAS DRIVESHEETA1.04SCALE 1/8" = 1'-0"06/09/2017SUBMITTAL6/09/2017
ACACACAC4:124:124:124:124:124:124:124:124:124:124:124:124:124:124:124:1201 ROOF PLAN E10-11 ROOF PLANISSUE LOGDESCRIPTIONDATESCALEDATE1/8" = 1'-0"BUSH DESIGN & ASSOCIATES, INC.CAN LEGALLY RESULT IN THE CESSATION OF CONSTRUCTION OR BUILDINGS BEING SEIZED AND/ OR MONETARY COMPENSATION TO AND ELEMENTS OF THE DESIGN. UNDER SUCH PROTECTION, UNAUTHORIZED USE OF THESE PLANS, WORK OR HOME REPRESENTED, PROTECTION INCLUDES BUT IS NOT LIMITED TO THE OVERALL FORM AS WELL AS THE ARRANGEMENT AND COMPOSITION OF SPACES 17 U.S.O. AS AMENDED DECEMBER 1990 AND KNOWN AS ARCHITECTURAL WORKS COPYRIGHT PROTECTION ACT OF 1990. THE COPYRIGHTED AND ARE SUBJECT TO COPYRIGHT PROTECTION AS AN "ARCHITECTURAL WORK" UNDER SEC. 102 OF THE COPYRIGHT ACT, MAY CONFLICT WITH SAME, AND MUST BE STRICTLY OBEYED AND FOLLOWED BEFORE AND DURING CONSTRUCTION. THESE PLANS ARE ALL FEDERAL, STATE, AND LOCAL CODES, ORDINANCES, AND RESTRICTIONS TAKE PRECEDENCE OVER ANY PART OF THESE PLANS WHICH COMPLETE ENGINEERING SERVICES, FOUNDATION, HVAC, AND STRUCTURAL, BEFORE BEGINNING CONSTRUCTION OF ANY KIND. NOTE: BEFORE ANY CONSTRUCTION IS COMMENCED OR PURCHASES MADE. IT IS RECOMMENDED THAT THE OWNER OR BUILDER OBTAIN ANY DISCREPANCY, ERROR, AND/OR OMISSION, IF FOUND, IS TO BE BROUGHT TO THE IMMEDIATE ATTENTION OF THE DESIGNER STRUCTURE. THESE PLANS MUST BE VERIFIED AND CHECKED BY THE BUILDER OR THE PERSON IN AUTHORITY OF THIS PROJECT. THESE PLANS ARE INTENDED TO PROVIDE THE BASIC CONSTRUCTION INFORMATION NECESSARY TO SUBSTANTIALLY COMPLETE THIS COPYRIGHT, BUSH DESIGN & ASSOCIATES, INC. - 2017PHONE: 972-333-9455EMAIL: ralphbush@hotmail.com1800 VALLEY VIEW #300FARMERS BRANCH, TX 75234SUBMITTAL4/11/2017ENTRADA, WESTLAKEA CATALONIAN VILLAGEBLOCK: E LOTS 1-14XX,XX,XX,XX,XX COMILLAS DRIVEXX,XX,XX,XX,XX,XX COMILLAS COURTXX,XX,XX,XX COMILLAS DRIVESHEETA1.05SCALE 1/8" = 1'-0"06/09/2017SUBMITTAL6/09/2017
COURTYARDMECHANICAL4:124:124:124:124:124:124:124:124:124:124:124:124:124:124:124:124:124:124:124:124:124:124:124:124:124:124:124:124:124:124:124:124:124:124:124:124:124:124:124:124:124:124:124:124:124:124:124:124:124:124:124:12MECHANICAL620.75'620.75'620.75'620.75'620.75'620.75'GAS ELEC.ACACACACAC01 ROOF PLANE12-14 ROOF PLANISSUE LOGDESCRIPTIONDATESCALEDATE1/8" = 1'-0"BUSH DESIGN & ASSOCIATES, INC.CAN LEGALLY RESULT IN THE CESSATION OF CONSTRUCTION OR BUILDINGS BEING SEIZED AND/ OR MONETARY COMPENSATION TO AND ELEMENTS OF THE DESIGN. UNDER SUCH PROTECTION, UNAUTHORIZED USE OF THESE PLANS, WORK OR HOME REPRESENTED, PROTECTION INCLUDES BUT IS NOT LIMITED TO THE OVERALL FORM AS WELL AS THE ARRANGEMENT AND COMPOSITION OF SPACES 17 U.S.O. AS AMENDED DECEMBER 1990 AND KNOWN AS ARCHITECTURAL WORKS COPYRIGHT PROTECTION ACT OF 1990. THE COPYRIGHTED AND ARE SUBJECT TO COPYRIGHT PROTECTION AS AN "ARCHITECTURAL WORK" UNDER SEC. 102 OF THE COPYRIGHT ACT, MAY CONFLICT WITH SAME, AND MUST BE STRICTLY OBEYED AND FOLLOWED BEFORE AND DURING CONSTRUCTION. THESE PLANS ARE ALL FEDERAL, STATE, AND LOCAL CODES, ORDINANCES, AND RESTRICTIONS TAKE PRECEDENCE OVER ANY PART OF THESE PLANS WHICH COMPLETE ENGINEERING SERVICES, FOUNDATION, HVAC, AND STRUCTURAL, BEFORE BEGINNING CONSTRUCTION OF ANY KIND. NOTE: BEFORE ANY CONSTRUCTION IS COMMENCED OR PURCHASES MADE. IT IS RECOMMENDED THAT THE OWNER OR BUILDER OBTAIN ANY DISCREPANCY, ERROR, AND/OR OMISSION, IF FOUND, IS TO BE BROUGHT TO THE IMMEDIATE ATTENTION OF THE DESIGNER STRUCTURE. THESE PLANS MUST BE VERIFIED AND CHECKED BY THE BUILDER OR THE PERSON IN AUTHORITY OF THIS PROJECT. THESE PLANS ARE INTENDED TO PROVIDE THE BASIC CONSTRUCTION INFORMATION NECESSARY TO SUBSTANTIALLY COMPLETE THIS COPYRIGHT, BUSH DESIGN & ASSOCIATES, INC. - 2017PHONE: 972-333-9455EMAIL: ralphbush@hotmail.com1800 VALLEY VIEW #300FARMERS BRANCH, TX 75234SUBMITTAL4/11/2017ENTRADA, WESTLAKEA CATALONIAN VILLAGEBLOCK: E LOTS 1-14XX,XX,XX,XX,XX COMILLAS DRIVEXX,XX,XX,XX,XX,XX COMILLAS COURTXX,XX,XX,XX COMILLAS DRIVESHEETA1.06SCALE 1/8" = 1'-0"06/09/2017SUBMITTAL6/09/2017
SUITEVERANDAVERANDAVERANDAGAME ROOMSTEPSUP(19)WCLAVGAME ROOMGUESTBATHGUESTTHEATERWET BARWCLAVSUITEGUESTBATHGUESTGAME ROOMMECHANICALEQUIP.EQUIP.CLSTCLSTWCPWDRMEDIAWET BARLAVMECHANICALMECHANICAL01 BASEMENT FLOOR PLANE1-3 BASEMENT PLANISSUE LOGDESCRIPTIONDATESCALEDATE1/8" = 1'-0"BUSH DESIGN & ASSOCIATES, INC.CAN LEGALLY RESULT IN THE CESSATION OF CONSTRUCTION OR BUILDINGS BEING SEIZED AND/ OR MONETARY COMPENSATION TO AND ELEMENTS OF THE DESIGN. UNDER SUCH PROTECTION, UNAUTHORIZED USE OF THESE PLANS, WORK OR HOME REPRESENTED, PROTECTION INCLUDES BUT IS NOT LIMITED TO THE OVERALL FORM AS WELL AS THE ARRANGEMENT AND COMPOSITION OF SPACES 17 U.S.O. AS AMENDED DECEMBER 1990 AND KNOWN AS ARCHITECTURAL WORKS COPYRIGHT PROTECTION ACT OF 1990. THE COPYRIGHTED AND ARE SUBJECT TO COPYRIGHT PROTECTION AS AN "ARCHITECTURAL WORK" UNDER SEC. 102 OF THE COPYRIGHT ACT, MAY CONFLICT WITH SAME, AND MUST BE STRICTLY OBEYED AND FOLLOWED BEFORE AND DURING CONSTRUCTION. THESE PLANS ARE ALL FEDERAL, STATE, AND LOCAL CODES, ORDINANCES, AND RESTRICTIONS TAKE PRECEDENCE OVER ANY PART OF THESE PLANS WHICH COMPLETE ENGINEERING SERVICES, FOUNDATION, HVAC, AND STRUCTURAL, BEFORE BEGINNING CONSTRUCTION OF ANY KIND. NOTE: BEFORE ANY CONSTRUCTION IS COMMENCED OR PURCHASES MADE. IT IS RECOMMENDED THAT THE OWNER OR BUILDER OBTAIN ANY DISCREPANCY, ERROR, AND/OR OMISSION, IF FOUND, IS TO BE BROUGHT TO THE IMMEDIATE ATTENTION OF THE DESIGNER STRUCTURE. THESE PLANS MUST BE VERIFIED AND CHECKED BY THE BUILDER OR THE PERSON IN AUTHORITY OF THIS PROJECT. THESE PLANS ARE INTENDED TO PROVIDE THE BASIC CONSTRUCTION INFORMATION NECESSARY TO SUBSTANTIALLY COMPLETE THIS COPYRIGHT, BUSH DESIGN & ASSOCIATES, INC. - 2017PHONE: 972-333-9455EMAIL: ralphbush@hotmail.com1800 VALLEY VIEW #300FARMERS BRANCH, TX 75234SUBMITTAL4/11/2017ENTRADA, WESTLAKEA CATALONIAN VILLAGEBLOCK: E LOTS 1-14XX,XX,XX,XX,XX COMILLAS DRIVEXX,XX,XX,XX,XX,XX COMILLAS COURTXX,XX,XX,XX COMILLAS DRIVESHEETA1.07SCALE 1/8" = 1'-0"06/09/2017SUBMITTAL6/09/2017
VERANDAVERANDAMECHANICALCOURTYARDCOURTYARDSUITEGUESTROOMGAMELAVWCWET BARWET BARWCLAVROOMGAMESUITEGUESTPWDRBATH #3MECH.BATH #2CLOSETREFICEREFICEWINELAVWCPR208001 BASEMENT FLOOR PLANE4-5 BASEMENT FLOOR PLANISSUE LOGDESCRIPTIONDATESCALEDATE1/8" = 1'-0"BUSH DESIGN & ASSOCIATES, INC.CAN LEGALLY RESULT IN THE CESSATION OF CONSTRUCTION OR BUILDINGS BEING SEIZED AND/ OR MONETARY COMPENSATION TO AND ELEMENTS OF THE DESIGN. UNDER SUCH PROTECTION, UNAUTHORIZED USE OF THESE PLANS, WORK OR HOME REPRESENTED, PROTECTION INCLUDES BUT IS NOT LIMITED TO THE OVERALL FORM AS WELL AS THE ARRANGEMENT AND COMPOSITION OF SPACES 17 U.S.O. AS AMENDED DECEMBER 1990 AND KNOWN AS ARCHITECTURAL WORKS COPYRIGHT PROTECTION ACT OF 1990. THE COPYRIGHTED AND ARE SUBJECT TO COPYRIGHT PROTECTION AS AN "ARCHITECTURAL WORK" UNDER SEC. 102 OF THE COPYRIGHT ACT, MAY CONFLICT WITH SAME, AND MUST BE STRICTLY OBEYED AND FOLLOWED BEFORE AND DURING CONSTRUCTION. THESE PLANS ARE ALL FEDERAL, STATE, AND LOCAL CODES, ORDINANCES, AND RESTRICTIONS TAKE PRECEDENCE OVER ANY PART OF THESE PLANS WHICH COMPLETE ENGINEERING SERVICES, FOUNDATION, HVAC, AND STRUCTURAL, BEFORE BEGINNING CONSTRUCTION OF ANY KIND. NOTE: BEFORE ANY CONSTRUCTION IS COMMENCED OR PURCHASES MADE. IT IS RECOMMENDED THAT THE OWNER OR BUILDER OBTAIN ANY DISCREPANCY, ERROR, AND/OR OMISSION, IF FOUND, IS TO BE BROUGHT TO THE IMMEDIATE ATTENTION OF THE DESIGNER STRUCTURE. THESE PLANS MUST BE VERIFIED AND CHECKED BY THE BUILDER OR THE PERSON IN AUTHORITY OF THIS PROJECT. THESE PLANS ARE INTENDED TO PROVIDE THE BASIC CONSTRUCTION INFORMATION NECESSARY TO SUBSTANTIALLY COMPLETE THIS COPYRIGHT, BUSH DESIGN & ASSOCIATES, INC. - 2017PHONE: 972-333-9455EMAIL: ralphbush@hotmail.com1800 VALLEY VIEW #300FARMERS BRANCH, TX 75234SUBMITTAL4/11/2017ENTRADA, WESTLAKEA CATALONIAN VILLAGEBLOCK: E LOTS 1-14XX,XX,XX,XX,XX COMILLAS DRIVEXX,XX,XX,XX,XX,XX COMILLAS COURTXX,XX,XX,XX COMILLAS DRIVESHEETA1.08SCALE 1/8" = 1'-0"06/09/2017SUBMITTAL6/09/2017
WCLAVMECHANICALGAMEROOMGUEST SUITEVERANDAGAMEROOMVERANDAGAMEROOMVERANDAEQUIPGAMEROOMVERANDAPWDRLAVWCMECH.PWDRLAVWCMECH.PR3080PR3080PR3080BATH #2EQUIPWCLAVPWDR01 BASEMENT FLOOR PLAN E6-9 BASEMENT PLANISSUE LOGDESCRIPTIONDATESCALEDATE1/8" = 1'-0"BUSH DESIGN & ASSOCIATES, INC.CAN LEGALLY RESULT IN THE CESSATION OF CONSTRUCTION OR BUILDINGS BEING SEIZED AND/ OR MONETARY COMPENSATION TO AND ELEMENTS OF THE DESIGN. UNDER SUCH PROTECTION, UNAUTHORIZED USE OF THESE PLANS, WORK OR HOME REPRESENTED, PROTECTION INCLUDES BUT IS NOT LIMITED TO THE OVERALL FORM AS WELL AS THE ARRANGEMENT AND COMPOSITION OF SPACES 17 U.S.O. AS AMENDED DECEMBER 1990 AND KNOWN AS ARCHITECTURAL WORKS COPYRIGHT PROTECTION ACT OF 1990. THE COPYRIGHTED AND ARE SUBJECT TO COPYRIGHT PROTECTION AS AN "ARCHITECTURAL WORK" UNDER SEC. 102 OF THE COPYRIGHT ACT, MAY CONFLICT WITH SAME, AND MUST BE STRICTLY OBEYED AND FOLLOWED BEFORE AND DURING CONSTRUCTION. THESE PLANS ARE ALL FEDERAL, STATE, AND LOCAL CODES, ORDINANCES, AND RESTRICTIONS TAKE PRECEDENCE OVER ANY PART OF THESE PLANS WHICH COMPLETE ENGINEERING SERVICES, FOUNDATION, HVAC, AND STRUCTURAL, BEFORE BEGINNING CONSTRUCTION OF ANY KIND. NOTE: BEFORE ANY CONSTRUCTION IS COMMENCED OR PURCHASES MADE. IT IS RECOMMENDED THAT THE OWNER OR BUILDER OBTAIN ANY DISCREPANCY, ERROR, AND/OR OMISSION, IF FOUND, IS TO BE BROUGHT TO THE IMMEDIATE ATTENTION OF THE DESIGNER STRUCTURE. THESE PLANS MUST BE VERIFIED AND CHECKED BY THE BUILDER OR THE PERSON IN AUTHORITY OF THIS PROJECT. THESE PLANS ARE INTENDED TO PROVIDE THE BASIC CONSTRUCTION INFORMATION NECESSARY TO SUBSTANTIALLY COMPLETE THIS COPYRIGHT, BUSH DESIGN & ASSOCIATES, INC. - 2017PHONE: 972-333-9455EMAIL: ralphbush@hotmail.com1800 VALLEY VIEW #300FARMERS BRANCH, TX 75234SUBMITTAL4/11/2017ENTRADA, WESTLAKEA CATALONIAN VILLAGEBLOCK: E LOTS 1-14XX,XX,XX,XX,XX COMILLAS DRIVEXX,XX,XX,XX,XX,XX COMILLAS COURTXX,XX,XX,XX COMILLAS DRIVESHEETA1.09SCALE 1/8" = 1'-0"06/09/2017SUBMITTAL6/09/2017
COURTYARDGARAGE (2)COV'D ENTRYGARAGE (2)ENTRYENTRYLIVINGDININGPWDRLAUNDRYLIBRARYMASTER BATHMASTER SUITEBALCONYCOV'DKITCHENWCWCLAVLAVLAVWDPANTRYWARDROBE3080WCLAVWDLIVINGKITCHENLIBRARYENTRYLIVINGDININGPWDRLAUNDRYLIBRARYMASTER BATHMASTER SUITEKITCHENWCLAVWD PANTRYWARDROBE3080WCLAVSTEPSUP(19)STEPSUP(19)STEPSUP(19)STEPSDWN(19)GARAGE (2)BALCONYT.C.= 627.95T.C.= 628.6'T.C.= 629.2'F.F.= 630.00'F.F.= 631.0'F.F.= 630.75'F.F.= 630.5'FLOORSLOPESF.F.= 631.0'F.F.= 629.33'F.F.= 629.33'F.F.= 630.67'DININGF.F.= 631.0'F.F.= 631.0'F.F.= 631.0'F.F.= 631.0'F.F.= 631.0'F.F.= 629.00'30803080VERANDACOURTYARDCOV'D ENTRY288028802880PR1680PR1680PR16802880DW TD
42" REFDW TD
42" REFLAVTOTAL AREA UNDER ROOF2ND FLOOR A/C6,140BASEMENT A/CE1TOTAL A/C-605578COURTYARDTERRACEBALCONY4,4841,9971,503VERANDA-1ST FLOOR A/C984211GARAGE262COV'D ENTRY5,258E2-5314754,0536972,146381,210161-4,876E32756072563,5107691,9928874935380BLOCK/LOT01 FIRST FLOOR PLANE1-3 1ST FLOOR PLANISSUE LOGDESCRIPTIONDATESCALEDATE1/8" = 1'-0"BUSH DESIGN & ASSOCIATES, INC.CAN LEGALLY RESULT IN THE CESSATION OF CONSTRUCTION OR BUILDINGS BEING SEIZED AND/ OR MONETARY COMPENSATION TO AND ELEMENTS OF THE DESIGN. UNDER SUCH PROTECTION, UNAUTHORIZED USE OF THESE PLANS, WORK OR HOME REPRESENTED, PROTECTION INCLUDES BUT IS NOT LIMITED TO THE OVERALL FORM AS WELL AS THE ARRANGEMENT AND COMPOSITION OF SPACES 17 U.S.O. AS AMENDED DECEMBER 1990 AND KNOWN AS ARCHITECTURAL WORKS COPYRIGHT PROTECTION ACT OF 1990. THE COPYRIGHTED AND ARE SUBJECT TO COPYRIGHT PROTECTION AS AN "ARCHITECTURAL WORK" UNDER SEC. 102 OF THE COPYRIGHT ACT, MAY CONFLICT WITH SAME, AND MUST BE STRICTLY OBEYED AND FOLLOWED BEFORE AND DURING CONSTRUCTION. THESE PLANS ARE ALL FEDERAL, STATE, AND LOCAL CODES, ORDINANCES, AND RESTRICTIONS TAKE PRECEDENCE OVER ANY PART OF THESE PLANS WHICH COMPLETE ENGINEERING SERVICES, FOUNDATION, HVAC, AND STRUCTURAL, BEFORE BEGINNING CONSTRUCTION OF ANY KIND. NOTE: BEFORE ANY CONSTRUCTION IS COMMENCED OR PURCHASES MADE. IT IS RECOMMENDED THAT THE OWNER OR BUILDER OBTAIN ANY DISCREPANCY, ERROR, AND/OR OMISSION, IF FOUND, IS TO BE BROUGHT TO THE IMMEDIATE ATTENTION OF THE DESIGNER STRUCTURE. THESE PLANS MUST BE VERIFIED AND CHECKED BY THE BUILDER OR THE PERSON IN AUTHORITY OF THIS PROJECT. THESE PLANS ARE INTENDED TO PROVIDE THE BASIC CONSTRUCTION INFORMATION NECESSARY TO SUBSTANTIALLY COMPLETE THIS COPYRIGHT, BUSH DESIGN & ASSOCIATES, INC. - 2017PHONE: 972-333-9455EMAIL: ralphbush@hotmail.com1800 VALLEY VIEW #300FARMERS BRANCH, TX 75234SUBMITTAL4/11/2017ENTRADA, WESTLAKEA CATALONIAN VILLAGEBLOCK: E LOTS 1-14XX,XX,XX,XX,XX COMILLAS DRIVEXX,XX,XX,XX,XX,XX COMILLAS COURTXX,XX,XX,XX COMILLAS DRIVESHEETA1.10SCALE 1/8" = 1'-0"06/09/2017SUBMITTAL6/09/2017
LIVINGLIVINGW
D
LAVWCENTRYLAVLAVWCLIBRARYLIBRARYSUITEMASTERBATHMASTERWARDROBEGARAGE (2)GARAGE (2)COURTYARDDININGKITCHENPANTRYPORCHCOOKINGWDLAUNDRYLAUNDRYMUDROOMCOURTYARDPANTRYKITCHENTP=630.70'TS=630.00'TP=629.00'TS=629.00'TS=630.00'TS=630.00'TS=630.00'TS=630.00'TS=630.00'TS=630.00'TS=630.00'BALCONYBATH #2DININGDWTDREFDWTDGRILLWCTOTAL AREA UNDER ROOF2ND FLOOR A/CBASEMENT A/CTOTAL A/CCOURTYARDBREEZEWAYBALCONYVERANDA1ST FLOOR A/CGARAGECOV'D ENTRY4,434E101025072583,3342,0671,26744-721174,556E111025101153,5142,1231,39140--2758,990TOTAL20410173736,8484,1902,6588472392BLOCK/LOT-01 FIRST FLOOR PLAN E4-5 1ST FLOOR PLANISSUE LOGDESCRIPTIONDATESCALEDATE1/8" = 1'-0"BUSH DESIGN & ASSOCIATES, INC.CAN LEGALLY RESULT IN THE CESSATION OF CONSTRUCTION OR BUILDINGS BEING SEIZED AND/ OR MONETARY COMPENSATION TO AND ELEMENTS OF THE DESIGN. UNDER SUCH PROTECTION, UNAUTHORIZED USE OF THESE PLANS, WORK OR HOME REPRESENTED, PROTECTION INCLUDES BUT IS NOT LIMITED TO THE OVERALL FORM AS WELL AS THE ARRANGEMENT AND COMPOSITION OF SPACES 17 U.S.O. AS AMENDED DECEMBER 1990 AND KNOWN AS ARCHITECTURAL WORKS COPYRIGHT PROTECTION ACT OF 1990. THE COPYRIGHTED AND ARE SUBJECT TO COPYRIGHT PROTECTION AS AN "ARCHITECTURAL WORK" UNDER SEC. 102 OF THE COPYRIGHT ACT, MAY CONFLICT WITH SAME, AND MUST BE STRICTLY OBEYED AND FOLLOWED BEFORE AND DURING CONSTRUCTION. THESE PLANS ARE ALL FEDERAL, STATE, AND LOCAL CODES, ORDINANCES, AND RESTRICTIONS TAKE PRECEDENCE OVER ANY PART OF THESE PLANS WHICH COMPLETE ENGINEERING SERVICES, FOUNDATION, HVAC, AND STRUCTURAL, BEFORE BEGINNING CONSTRUCTION OF ANY KIND. NOTE: BEFORE ANY CONSTRUCTION IS COMMENCED OR PURCHASES MADE. IT IS RECOMMENDED THAT THE OWNER OR BUILDER OBTAIN ANY DISCREPANCY, ERROR, AND/OR OMISSION, IF FOUND, IS TO BE BROUGHT TO THE IMMEDIATE ATTENTION OF THE DESIGNER STRUCTURE. THESE PLANS MUST BE VERIFIED AND CHECKED BY THE BUILDER OR THE PERSON IN AUTHORITY OF THIS PROJECT. THESE PLANS ARE INTENDED TO PROVIDE THE BASIC CONSTRUCTION INFORMATION NECESSARY TO SUBSTANTIALLY COMPLETE THIS COPYRIGHT, BUSH DESIGN & ASSOCIATES, INC. - 2017PHONE: 972-333-9455EMAIL: ralphbush@hotmail.com1800 VALLEY VIEW #300FARMERS BRANCH, TX 75234SUBMITTAL4/11/2017ENTRADA, WESTLAKEA CATALONIAN VILLAGEBLOCK: E LOTS 1-14XX,XX,XX,XX,XX COMILLAS DRIVEXX,XX,XX,XX,XX,XX COMILLAS COURTXX,XX,XX,XX COMILLAS DRIVESHEETA1.11SCALE 1/8" = 1'-0"06/09/2017SUBMITTAL6/09/2017
ENTRYCOV'DGARAGE (2)FOYERLIBRARYCOURTYARDENTRYCOV'DGARAGE (2)FOYERLIBRARYCOURTYARDWCLAVGARAGE (2)LIBRARYFOYERENTRYCOV'DPWDR0'-0" FFEQUIPCLSTGARAGE (2)ENTRYCOV'DLIBRARYDINING ROOMFAMILY ROOMWCLAVSINKDWPWDRMUD ROOMFOYER42" RANGEFAMILY ROOMKITCHENDINING ROOMSINK DW42" RANGE42" REFFAMILY ROOMKITCHENDINING ROOMSINK DW42" REF42" RANGEDINING ROOMFAMILY ROOMMECHANICALSINK DW42" RANGEK.S.42" REFBALCONYLAVWCLAVWCPWDRPWDRBALCONYBALCONYMECH.MECH.TOTAL AREA UNDER ROOF2ND FLOOR A/CBASEMENT A/CTOTAL A/CCOURTYARDBREEZEWAYBALCONYVERANDA1ST FLOOR A/CGARAGECOV'D ENTRY4,434E101025072583,3342,0671,26744-721174,556E111025101153,5142,1231,39140--2758,990TOTAL20410173736,8484,1902,6588472392BLOCK/LOT-01 FIRST FLOOR PLAN E6-9 1ST FLOOR PLANISSUE LOGDESCRIPTIONDATESCALEDATE1/8" = 1'-0"BUSH DESIGN & ASSOCIATES, INC.CAN LEGALLY RESULT IN THE CESSATION OF CONSTRUCTION OR BUILDINGS BEING SEIZED AND/ OR MONETARY COMPENSATION TO AND ELEMENTS OF THE DESIGN. UNDER SUCH PROTECTION, UNAUTHORIZED USE OF THESE PLANS, WORK OR HOME REPRESENTED, PROTECTION INCLUDES BUT IS NOT LIMITED TO THE OVERALL FORM AS WELL AS THE ARRANGEMENT AND COMPOSITION OF SPACES 17 U.S.O. AS AMENDED DECEMBER 1990 AND KNOWN AS ARCHITECTURAL WORKS COPYRIGHT PROTECTION ACT OF 1990. THE COPYRIGHTED AND ARE SUBJECT TO COPYRIGHT PROTECTION AS AN "ARCHITECTURAL WORK" UNDER SEC. 102 OF THE COPYRIGHT ACT, MAY CONFLICT WITH SAME, AND MUST BE STRICTLY OBEYED AND FOLLOWED BEFORE AND DURING CONSTRUCTION. THESE PLANS ARE ALL FEDERAL, STATE, AND LOCAL CODES, ORDINANCES, AND RESTRICTIONS TAKE PRECEDENCE OVER ANY PART OF THESE PLANS WHICH COMPLETE ENGINEERING SERVICES, FOUNDATION, HVAC, AND STRUCTURAL, BEFORE BEGINNING CONSTRUCTION OF ANY KIND. NOTE: BEFORE ANY CONSTRUCTION IS COMMENCED OR PURCHASES MADE. IT IS RECOMMENDED THAT THE OWNER OR BUILDER OBTAIN ANY DISCREPANCY, ERROR, AND/OR OMISSION, IF FOUND, IS TO BE BROUGHT TO THE IMMEDIATE ATTENTION OF THE DESIGNER STRUCTURE. THESE PLANS MUST BE VERIFIED AND CHECKED BY THE BUILDER OR THE PERSON IN AUTHORITY OF THIS PROJECT. THESE PLANS ARE INTENDED TO PROVIDE THE BASIC CONSTRUCTION INFORMATION NECESSARY TO SUBSTANTIALLY COMPLETE THIS COPYRIGHT, BUSH DESIGN & ASSOCIATES, INC. - 2017PHONE: 972-333-9455EMAIL: ralphbush@hotmail.com1800 VALLEY VIEW #300FARMERS BRANCH, TX 75234SUBMITTAL4/11/2017ENTRADA, WESTLAKEA CATALONIAN VILLAGEBLOCK: E LOTS 1-14XX,XX,XX,XX,XX COMILLAS DRIVEXX,XX,XX,XX,XX,XX COMILLAS COURTXX,XX,XX,XX COMILLAS DRIVESHEETA1.12SCALE 1/8" = 1'-0"06/09/2017SUBMITTAL6/09/2017
GARAGE (2)LAVWCDININGFOYERLIVINGPWDRKITCHENBUTLERYENTRYCOV'DPANTRYVERANDALAVWDDININGBATHGARAGE (2)PANTRYSUITEGUESTGUESTLAUNDRYENTRYCOV'DFOYERWCLIVINGCOURTYARD308030802880MECH.EQUIP3080DWSINK42" RANGE42" REFWINEMICROCOATSCLSTGASELEC.GASELEC.TDTOTAL AREA UNDER ROOF2ND FLOOR A/CBASEMENT A/CTOTAL A/CCOURTYARDBREEZEWAYBALCONYVERANDA1ST FLOOR A/CGARAGECOV'D ENTRY4,434E101025072583,3342,0671,26744-721174,556E111025101153,5142,1231,39140--2758,990TOTAL20410173736,8484,1902,6588472392BLOCK/LOT-01 FIRST FLOOR PLAN E10-11 1ST FLOOR PLANISSUE LOGDESCRIPTIONDATESCALEDATE1/8" = 1'-0"BUSH DESIGN & ASSOCIATES, INC.CAN LEGALLY RESULT IN THE CESSATION OF CONSTRUCTION OR BUILDINGS BEING SEIZED AND/ OR MONETARY COMPENSATION TO AND ELEMENTS OF THE DESIGN. UNDER SUCH PROTECTION, UNAUTHORIZED USE OF THESE PLANS, WORK OR HOME REPRESENTED, PROTECTION INCLUDES BUT IS NOT LIMITED TO THE OVERALL FORM AS WELL AS THE ARRANGEMENT AND COMPOSITION OF SPACES 17 U.S.O. AS AMENDED DECEMBER 1990 AND KNOWN AS ARCHITECTURAL WORKS COPYRIGHT PROTECTION ACT OF 1990. THE COPYRIGHTED AND ARE SUBJECT TO COPYRIGHT PROTECTION AS AN "ARCHITECTURAL WORK" UNDER SEC. 102 OF THE COPYRIGHT ACT, MAY CONFLICT WITH SAME, AND MUST BE STRICTLY OBEYED AND FOLLOWED BEFORE AND DURING CONSTRUCTION. THESE PLANS ARE ALL FEDERAL, STATE, AND LOCAL CODES, ORDINANCES, AND RESTRICTIONS TAKE PRECEDENCE OVER ANY PART OF THESE PLANS WHICH COMPLETE ENGINEERING SERVICES, FOUNDATION, HVAC, AND STRUCTURAL, BEFORE BEGINNING CONSTRUCTION OF ANY KIND. NOTE: BEFORE ANY CONSTRUCTION IS COMMENCED OR PURCHASES MADE. IT IS RECOMMENDED THAT THE OWNER OR BUILDER OBTAIN ANY DISCREPANCY, ERROR, AND/OR OMISSION, IF FOUND, IS TO BE BROUGHT TO THE IMMEDIATE ATTENTION OF THE DESIGNER STRUCTURE. THESE PLANS MUST BE VERIFIED AND CHECKED BY THE BUILDER OR THE PERSON IN AUTHORITY OF THIS PROJECT. THESE PLANS ARE INTENDED TO PROVIDE THE BASIC CONSTRUCTION INFORMATION NECESSARY TO SUBSTANTIALLY COMPLETE THIS COPYRIGHT, BUSH DESIGN & ASSOCIATES, INC. - 2017PHONE: 972-333-9455EMAIL: ralphbush@hotmail.com1800 VALLEY VIEW #300FARMERS BRANCH, TX 75234SUBMITTAL4/11/2017ENTRADA, WESTLAKEA CATALONIAN VILLAGEBLOCK: E LOTS 1-14XX,XX,XX,XX,XX COMILLAS DRIVEXX,XX,XX,XX,XX,XX COMILLAS COURTXX,XX,XX,XX COMILLAS DRIVESHEETA1.13SCALE 1/8" = 1'-0"06/09/2017SUBMITTAL6/09/2017
LAVWCWCLAVWCLAVWCWDWDPWDRPWDRPWDRDININGDININGDININGWARDROBEMASTER BATHMASTER SUITEVERANDAVERANDALAUNDRYLAUNDRYCOURTYARDCOURTYARDLIVINGLIVINGLIVINGKITCHENKITCHENKITCHENGARAGE (2)GARAGE (1)GARAGE (3)GARAGE (1)GARAGE (1)GUEST SUITEWDLAUNDRYBUTLERYWINE ROOMLAVWC3080PANTRYDWSINKTDDW SINK TDW
WREFREFDWSINKTDPANTRYWLAVLAV625.00'624.50'622.00'624.50'624.00'624.50'624.50'620.75'620.75'620.75'620.75'620.75'620.75'GASELEC.ELEC.GASELEC.ENTRY625.00'627.00'625.50'624.67'SHOP/STOR.ENTRYENTRYTOTAL AREA UNDER ROOF2ND FLOOR A/CTOTAL A/CCOURTYARDMECHANICALBALCONYVERANDA1ST FLOOR A/CGARAGECOV'D ENTRY5,569E12-877-3,8872,2961,5912572882605,553E13828203343,6931,3492,344197-4275,317E14-9343943,7862,3921,3941034060BLOCK/LOT01 FIRST FLOOR PLANE12-14 FIRST FLOOR PLANISSUE LOGDESCRIPTIONDATESCALEDATE1/8" = 1'-0"BUSH DESIGN & ASSOCIATES, INC.CAN LEGALLY RESULT IN THE CESSATION OF CONSTRUCTION OR BUILDINGS BEING SEIZED AND/ OR MONETARY COMPENSATION TO AND ELEMENTS OF THE DESIGN. UNDER SUCH PROTECTION, UNAUTHORIZED USE OF THESE PLANS, WORK OR HOME REPRESENTED, PROTECTION INCLUDES BUT IS NOT LIMITED TO THE OVERALL FORM AS WELL AS THE ARRANGEMENT AND COMPOSITION OF SPACES 17 U.S.O. AS AMENDED DECEMBER 1990 AND KNOWN AS ARCHITECTURAL WORKS COPYRIGHT PROTECTION ACT OF 1990. THE COPYRIGHTED AND ARE SUBJECT TO COPYRIGHT PROTECTION AS AN "ARCHITECTURAL WORK" UNDER SEC. 102 OF THE COPYRIGHT ACT, MAY CONFLICT WITH SAME, AND MUST BE STRICTLY OBEYED AND FOLLOWED BEFORE AND DURING CONSTRUCTION. THESE PLANS ARE ALL FEDERAL, STATE, AND LOCAL CODES, ORDINANCES, AND RESTRICTIONS TAKE PRECEDENCE OVER ANY PART OF THESE PLANS WHICH COMPLETE ENGINEERING SERVICES, FOUNDATION, HVAC, AND STRUCTURAL, BEFORE BEGINNING CONSTRUCTION OF ANY KIND. NOTE: BEFORE ANY CONSTRUCTION IS COMMENCED OR PURCHASES MADE. IT IS RECOMMENDED THAT THE OWNER OR BUILDER OBTAIN ANY DISCREPANCY, ERROR, AND/OR OMISSION, IF FOUND, IS TO BE BROUGHT TO THE IMMEDIATE ATTENTION OF THE DESIGNER STRUCTURE. THESE PLANS MUST BE VERIFIED AND CHECKED BY THE BUILDER OR THE PERSON IN AUTHORITY OF THIS PROJECT. THESE PLANS ARE INTENDED TO PROVIDE THE BASIC CONSTRUCTION INFORMATION NECESSARY TO SUBSTANTIALLY COMPLETE THIS COPYRIGHT, BUSH DESIGN & ASSOCIATES, INC. - 2017PHONE: 972-333-9455EMAIL: ralphbush@hotmail.com1800 VALLEY VIEW #300FARMERS BRANCH, TX 75234SUBMITTAL4/11/2017ENTRADA, WESTLAKEA CATALONIAN VILLAGEBLOCK: E LOTS 1-14XX,XX,XX,XX,XX COMILLAS DRIVEXX,XX,XX,XX,XX,XX COMILLAS COURTXX,XX,XX,XX COMILLAS DRIVESHEETA1.14SCALE 1/8" = 1'-0"06/09/2017SUBMITTAL6/09/2017
WARDROBEBATHMASTERCOURTYARDSTEPSUP(19)STEPSDWN(19)BEDROOM #4BEDROOM #3BATH #3WCLAVCLOSETCLOSETWCLAVWCLAVBATH #3BATH #4BEDROOM #3BEDROOM #4CLOSETCLOSETBEDROOM #4BALCONYLAVBEDROOM #3BATH #3WCLINENLAVBATH #4WCLINENCLOSETCLOSETWC
LAV
PR2080WCLAVLAVSUITEMASTERLOFTACACACMECHANICAL ATTICMECHANICALMECHANICALMECHANICALMECHANICAL01 SECOND FLOOR PLANE1-3 SECOND FLOOR PLANISSUE LOGDESCRIPTIONDATESCALEDATE1/8" = 1'-0"BUSH DESIGN & ASSOCIATES, INC.CAN LEGALLY RESULT IN THE CESSATION OF CONSTRUCTION OR BUILDINGS BEING SEIZED AND/ OR MONETARY COMPENSATION TO AND ELEMENTS OF THE DESIGN. UNDER SUCH PROTECTION, UNAUTHORIZED USE OF THESE PLANS, WORK OR HOME REPRESENTED, PROTECTION INCLUDES BUT IS NOT LIMITED TO THE OVERALL FORM AS WELL AS THE ARRANGEMENT AND COMPOSITION OF SPACES 17 U.S.O. AS AMENDED DECEMBER 1990 AND KNOWN AS ARCHITECTURAL WORKS COPYRIGHT PROTECTION ACT OF 1990. THE COPYRIGHTED AND ARE SUBJECT TO COPYRIGHT PROTECTION AS AN "ARCHITECTURAL WORK" UNDER SEC. 102 OF THE COPYRIGHT ACT, MAY CONFLICT WITH SAME, AND MUST BE STRICTLY OBEYED AND FOLLOWED BEFORE AND DURING CONSTRUCTION. THESE PLANS ARE ALL FEDERAL, STATE, AND LOCAL CODES, ORDINANCES, AND RESTRICTIONS TAKE PRECEDENCE OVER ANY PART OF THESE PLANS WHICH COMPLETE ENGINEERING SERVICES, FOUNDATION, HVAC, AND STRUCTURAL, BEFORE BEGINNING CONSTRUCTION OF ANY KIND. NOTE: BEFORE ANY CONSTRUCTION IS COMMENCED OR PURCHASES MADE. IT IS RECOMMENDED THAT THE OWNER OR BUILDER OBTAIN ANY DISCREPANCY, ERROR, AND/OR OMISSION, IF FOUND, IS TO BE BROUGHT TO THE IMMEDIATE ATTENTION OF THE DESIGNER STRUCTURE. THESE PLANS MUST BE VERIFIED AND CHECKED BY THE BUILDER OR THE PERSON IN AUTHORITY OF THIS PROJECT. THESE PLANS ARE INTENDED TO PROVIDE THE BASIC CONSTRUCTION INFORMATION NECESSARY TO SUBSTANTIALLY COMPLETE THIS COPYRIGHT, BUSH DESIGN & ASSOCIATES, INC. - 2017PHONE: 972-333-9455EMAIL: ralphbush@hotmail.com1800 VALLEY VIEW #300FARMERS BRANCH, TX 75234SUBMITTAL4/11/2017ENTRADA, WESTLAKEA CATALONIAN VILLAGEBLOCK: E LOTS 1-14XX,XX,XX,XX,XX COMILLAS DRIVEXX,XX,XX,XX,XX,XX COMILLAS COURTXX,XX,XX,XX COMILLAS DRIVESHEETA1.15SCALE 1/8" = 1'-0"06/09/2017SUBMITTAL6/09/2017
GARAGE (2)COURTYARDCOURTYARDLAVWCWCBEDROOM #3BATH #3CLOSETCLOSETBATH #4BEDROOM #4MECHANICALLAVWCSUITEMASTERBATHMASTERWARDROBELAVLAVBEDROOM #3BATH #4CLOSETBEDROOM #4CLOSETBALCONYCOV'DLAVMECHANICAL01 SECOND FLOOR PLANE4-5 SECOND FLOOR PLANISSUE LOGDESCRIPTIONDATESCALEDATE1/8" = 1'-0"BUSH DESIGN & ASSOCIATES, INC.CAN LEGALLY RESULT IN THE CESSATION OF CONSTRUCTION OR BUILDINGS BEING SEIZED AND/ OR MONETARY COMPENSATION TO AND ELEMENTS OF THE DESIGN. UNDER SUCH PROTECTION, UNAUTHORIZED USE OF THESE PLANS, WORK OR HOME REPRESENTED, PROTECTION INCLUDES BUT IS NOT LIMITED TO THE OVERALL FORM AS WELL AS THE ARRANGEMENT AND COMPOSITION OF SPACES 17 U.S.O. AS AMENDED DECEMBER 1990 AND KNOWN AS ARCHITECTURAL WORKS COPYRIGHT PROTECTION ACT OF 1990. THE COPYRIGHTED AND ARE SUBJECT TO COPYRIGHT PROTECTION AS AN "ARCHITECTURAL WORK" UNDER SEC. 102 OF THE COPYRIGHT ACT, MAY CONFLICT WITH SAME, AND MUST BE STRICTLY OBEYED AND FOLLOWED BEFORE AND DURING CONSTRUCTION. THESE PLANS ARE ALL FEDERAL, STATE, AND LOCAL CODES, ORDINANCES, AND RESTRICTIONS TAKE PRECEDENCE OVER ANY PART OF THESE PLANS WHICH COMPLETE ENGINEERING SERVICES, FOUNDATION, HVAC, AND STRUCTURAL, BEFORE BEGINNING CONSTRUCTION OF ANY KIND. NOTE: BEFORE ANY CONSTRUCTION IS COMMENCED OR PURCHASES MADE. IT IS RECOMMENDED THAT THE OWNER OR BUILDER OBTAIN ANY DISCREPANCY, ERROR, AND/OR OMISSION, IF FOUND, IS TO BE BROUGHT TO THE IMMEDIATE ATTENTION OF THE DESIGNER STRUCTURE. THESE PLANS MUST BE VERIFIED AND CHECKED BY THE BUILDER OR THE PERSON IN AUTHORITY OF THIS PROJECT. THESE PLANS ARE INTENDED TO PROVIDE THE BASIC CONSTRUCTION INFORMATION NECESSARY TO SUBSTANTIALLY COMPLETE THIS COPYRIGHT, BUSH DESIGN & ASSOCIATES, INC. - 2017PHONE: 972-333-9455EMAIL: ralphbush@hotmail.com1800 VALLEY VIEW #300FARMERS BRANCH, TX 75234SUBMITTAL4/11/2017ENTRADA, WESTLAKEA CATALONIAN VILLAGEBLOCK: E LOTS 1-14XX,XX,XX,XX,XX COMILLAS DRIVEXX,XX,XX,XX,XX,XX COMILLAS COURTXX,XX,XX,XX COMILLAS DRIVESHEETA1.16SCALE 1/8" = 1'-0"06/09/2017SUBMITTAL6/09/2017
DW
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ralphbush@hotmail.com1800 VALLEY VIEW #300FARMERS BRANCH, TX 75234SUBMITTAL4/11/2017ENTRADA, WESTLAKEA CATALONIAN VILLAGEBLOCK: E LOTS 1-14XX,XX,XX,XX,XX COMILLAS DRIVEXX,XX,XX,XX,XX,XX COMILLAS COURTXX,XX,XX,XX COMILLAS DRIVESHEETA1.17SCALE 1/8" = 1'-0"06/09/2017SUBMITTAL6/09/2017
BALCONYWCLAVLAVLAVWCWCW
D MASTER SUITEBEDROOM #3BEDROOM #2BATH #3BATH #3LAVLAUNDRYWARDROBEMASTER BATHWCLAVWCBATH #3BATH #4CLOSETLAVHVACBEDROOM #3BEDROOM #4WCLAVLAVMASTER SUITEWARDROBEMASTER BATHGAMEROOMGAMEROOMHALLWAYLOFTMECHANICALBALCONYBALCONYBALCONYBALCONYCLOSETMECHANICALLINENPR1680 E10-11 2ND FLOOR & ROOF PLANISSUE LOGDESCRIPTIONDATESCALEDATE1/8" = 1'-0"BUSH DESIGN & ASSOCIATES, INC.CAN LEGALLY RESULT IN THE CESSATION OF CONSTRUCTION OR BUILDINGS BEING SEIZED AND/ OR MONETARY COMPENSATION TO AND ELEMENTS OF THE DESIGN. UNDER SUCH PROTECTION, UNAUTHORIZED USE OF THESE PLANS, WORK OR HOME REPRESENTED, PROTECTION INCLUDES BUT IS NOT LIMITED TO THE OVERALL FORM AS WELL AS THE ARRANGEMENT AND COMPOSITION OF SPACES 17 U.S.O. AS AMENDED DECEMBER 1990 AND KNOWN AS ARCHITECTURAL WORKS COPYRIGHT PROTECTION ACT OF 1990. THE COPYRIGHTED AND ARE SUBJECT TO COPYRIGHT PROTECTION AS AN "ARCHITECTURAL WORK" UNDER SEC. 102 OF THE COPYRIGHT ACT, MAY CONFLICT WITH SAME, AND MUST BE STRICTLY OBEYED AND FOLLOWED BEFORE AND DURING CONSTRUCTION. THESE PLANS ARE ALL FEDERAL, STATE, AND LOCAL CODES, ORDINANCES, AND RESTRICTIONS TAKE PRECEDENCE OVER ANY PART OF THESE PLANS WHICH COMPLETE ENGINEERING SERVICES, FOUNDATION, HVAC, AND STRUCTURAL, BEFORE BEGINNING CONSTRUCTION OF ANY KIND. NOTE: BEFORE ANY CONSTRUCTION IS COMMENCED OR PURCHASES MADE. IT IS RECOMMENDED THAT THE OWNER OR BUILDER OBTAIN ANY DISCREPANCY, ERROR, AND/OR OMISSION, IF FOUND, IS TO BE BROUGHT TO THE IMMEDIATE ATTENTION OF THE DESIGNER STRUCTURE. THESE PLANS MUST BE VERIFIED AND CHECKED BY THE BUILDER OR THE PERSON IN AUTHORITY OF THIS PROJECT. THESE PLANS ARE INTENDED TO PROVIDE THE BASIC CONSTRUCTION INFORMATION NECESSARY TO SUBSTANTIALLY COMPLETE THIS COPYRIGHT, BUSH DESIGN & ASSOCIATES, INC. - 2017PHONE: 972-333-9455EMAIL: ralphbush@hotmail.com1800 VALLEY VIEW #300FARMERS BRANCH, TX 75234SUBMITTAL4/11/2017ENTRADA, WESTLAKEA CATALONIAN VILLAGEBLOCK: E LOTS 1-14XX,XX,XX,XX,XX COMILLAS DRIVEXX,XX,XX,XX,XX,XX COMILLAS COURTXX,XX,XX,XX COMILLAS DRIVESHEETA1.1802 SECOND FLOOR PLANSCALE 1/8" = 1'-0"06/09/2017SUBMITTAL6/09/2017
VERANDACOURTYARDCOURTYARDGAMEROOMBALCONYWCMASTER SUITEWARDROBEMASTER BATHBEDROOM #2BEDROOM #3LIBRARYBATH #3WCLAVLAVCLSTCLSTCLSTLAVLAVWCPWDR #2BEDROOM #3BEDROOM #4LAVWCMECHANICALCLSTCLSTBATH #3BATH #4LAVLAVLAVWCWCWCWCLAVLAVGAMEROOMMASTER SUITEBEDROOM #4BEDROOM #3BEDROOM #2BATH #4BATH #3BATH #2MASTER BATHGAMEROOMWARDROBEBALCONYMECHANICALLAVWCWCLAVBATH #2MECH.LINEN01 SECOND FLOOR PLANE12-14 SECOND FLOOR PLANISSUE LOGDESCRIPTIONDATESCALEDATE1/8" = 1'-0"BUSH DESIGN & ASSOCIATES, INC.CAN LEGALLY RESULT IN THE CESSATION OF CONSTRUCTION OR BUILDINGS BEING SEIZED AND/ OR MONETARY COMPENSATION TO AND ELEMENTS OF THE DESIGN. UNDER SUCH PROTECTION, UNAUTHORIZED USE OF THESE PLANS, WORK OR HOME REPRESENTED, PROTECTION INCLUDES BUT IS NOT LIMITED TO THE OVERALL FORM AS WELL AS THE ARRANGEMENT AND COMPOSITION OF SPACES 17 U.S.O. AS AMENDED DECEMBER 1990 AND KNOWN AS ARCHITECTURAL WORKS COPYRIGHT PROTECTION ACT OF 1990. THE COPYRIGHTED AND ARE SUBJECT TO COPYRIGHT PROTECTION AS AN "ARCHITECTURAL WORK" UNDER SEC. 102 OF THE COPYRIGHT ACT, MAY CONFLICT WITH SAME, AND MUST BE STRICTLY OBEYED AND FOLLOWED BEFORE AND DURING CONSTRUCTION. THESE PLANS ARE ALL FEDERAL, STATE, AND LOCAL CODES, ORDINANCES, AND RESTRICTIONS TAKE PRECEDENCE OVER ANY PART OF THESE PLANS WHICH COMPLETE ENGINEERING SERVICES, FOUNDATION, HVAC, AND STRUCTURAL, BEFORE BEGINNING CONSTRUCTION OF ANY KIND. NOTE: BEFORE ANY CONSTRUCTION IS COMMENCED OR PURCHASES MADE. IT IS RECOMMENDED THAT THE OWNER OR BUILDER OBTAIN ANY DISCREPANCY, ERROR, AND/OR OMISSION, IF FOUND, IS TO BE BROUGHT TO THE IMMEDIATE ATTENTION OF THE DESIGNER STRUCTURE. THESE PLANS MUST BE VERIFIED AND CHECKED BY THE BUILDER OR THE PERSON IN AUTHORITY OF THIS PROJECT. THESE PLANS ARE INTENDED TO PROVIDE THE BASIC CONSTRUCTION INFORMATION NECESSARY TO SUBSTANTIALLY COMPLETE THIS COPYRIGHT, BUSH DESIGN & ASSOCIATES, INC. - 2017PHONE: 972-333-9455EMAIL: ralphbush@hotmail.com1800 VALLEY VIEW #300FARMERS BRANCH, TX 75234SUBMITTAL4/11/2017ENTRADA, WESTLAKEA CATALONIAN VILLAGEBLOCK: E LOTS 1-14XX,XX,XX,XX,XX COMILLAS DRIVEXX,XX,XX,XX,XX,XX COMILLAS COURTXX,XX,XX,XX COMILLAS DRIVESHEETA1.19SCALE 1/8" = 1'-0"06/09/2017SUBMITTAL6/09/2017
STUCCOSTUCCOTW = 621.00TW = 621.00TW = 621.00LAKE WATER LEVEL = 618.5'STUCCOSTONESTONESTONESTONESTONESTONESTONESTONEPALERMO BLEND TERRA COTTA TILE ROOFPALERMO BLEND TERRA COTTA TILE ROOFPALERMO BLEND TERRA COTTA TILE ROOFPALERMO BLEND TERRA COTTA TILE ROOFPALERMO BLEND TERRACOTTA TILE ROOFA4.01/11A4.02/10A4.01/11A4.02/10A4.01/03A4.01/03A4.01/03A4.01/01A4.01/02STONEA4.01/02STONE8" x 12" WOOD TIMBERCAST STONECAST STONECAST STONECAST STONECAST STONECAST STONECAST STONECAST STONECAST STONECAST STONECAST STONECAST STONECAST STONECAST STONECAST STONECAST STONECAST STONECAST STONECAST STONECAST STONECAST STONECAST STONECAST STONECAST STONECAST STONECAST STONECAST STONECAST STONECAST STONECAST STONECAST STONECAST STONECAST STONECAST STONECAST STONECAST STONESTONECAST STONEA4.02/02A4.02/02 A4.02/02 A4.02/028" x 8" WOOD COLUMN8" x 8" WOOD COLUMNA4.03/12SHEPHERD'S WALLA4.03/12STUCCOSTONESTUCCOSTONESTONESTONEPALERMO BLEND TERRACOTTA TILE ROOFT.W.= 621.00' (LAKE)T.W.= 627.00' (BRIDGE)LAKE WATER LEVEL = 618.5'T.S.= 631.00'T.S.= 629.33'BRIDGE RAILING BY (OTHERS)DROP BRICK LEDGE TO GRADESTONE COURTYARD WALLSTONET.S.= 620.50'STONE COURTYARD WALLPALERMO BLEND TERRA COTTA TILE ROOFPALERMO BLEND TERRA COTTA TILE ROOFA4.01/11A4.02/10A4.01/03A4.01/03A4.01/03A4.02/06A4.01/05DROP BRICK LEDGE TO GRADETILETILETILESTONESTONECAST STONESTONECAST STONECAST STONECAST STONECAST STONECAST STONECAST STONECAST STONECAST STONECAST STONECAST STONESTUCCOSTUCCOSTUCCOPAVERSCAST STONECAST STONE CAST STONECAST STONE CAST STONECAST STONE CAST STONECAST STONECAST STONE01 LAKESIDE (REAR) ELEVATIONE1-3 ELEVATION02 CORTEZ (RIGHT) ELEVATIONISSUE LOGDESCRIPTIONDATESCALEDATE1/4" = 1'-0"BUSH DESIGN & ASSOCIATES, INC.CAN LEGALLY RESULT IN THE CESSATION OF CONSTRUCTION OR BUILDINGS BEING SEIZED AND/ OR MONETARY COMPENSATION TO AND ELEMENTS OF THE DESIGN. UNDER SUCH PROTECTION, UNAUTHORIZED USE OF THESE PLANS, WORK OR HOME REPRESENTED, PROTECTION INCLUDES BUT IS NOT LIMITED TO THE OVERALL FORM AS WELL AS THE ARRANGEMENT AND COMPOSITION OF SPACES 17 U.S.O. AS AMENDED DECEMBER 1990 AND KNOWN AS ARCHITECTURAL WORKS COPYRIGHT PROTECTION ACT OF 1990. THE COPYRIGHTED AND ARE SUBJECT TO COPYRIGHT PROTECTION AS AN "ARCHITECTURAL WORK" UNDER SEC. 102 OF THE COPYRIGHT ACT, MAY CONFLICT WITH SAME, AND MUST BE STRICTLY OBEYED AND FOLLOWED BEFORE AND DURING CONSTRUCTION. THESE PLANS ARE ALL FEDERAL, STATE, AND LOCAL CODES, ORDINANCES, AND RESTRICTIONS TAKE PRECEDENCE OVER ANY PART OF THESE PLANS WHICH COMPLETE ENGINEERING SERVICES, FOUNDATION, HVAC, AND STRUCTURAL, BEFORE BEGINNING CONSTRUCTION OF ANY KIND. NOTE: BEFORE ANY CONSTRUCTION IS COMMENCED OR PURCHASES MADE. IT IS RECOMMENDED THAT THE OWNER OR BUILDER OBTAIN ANY DISCREPANCY, ERROR, AND/OR OMISSION, IF FOUND, IS TO BE BROUGHT TO THE IMMEDIATE ATTENTION OF THE DESIGNER STRUCTURE. THESE PLANS MUST BE VERIFIED AND CHECKED BY THE BUILDER OR THE PERSON IN AUTHORITY OF THIS PROJECT. THESE PLANS ARE INTENDED TO PROVIDE THE BASIC CONSTRUCTION INFORMATION NECESSARY TO SUBSTANTIALLY COMPLETE THIS COPYRIGHT, BUSH DESIGN & ASSOCIATES, INC. - 2017PHONE: 972-333-9455EMAIL: ralphbush@hotmail.com1800 VALLEY VIEW #300FARMERS BRANCH, TX 75234SUBMITTAL4/11/201706/09/2017ENTRADA, WESTLAKEA CATALONIAN VILLAGEBLOCK: E LOTS 1-14XX,XX,XX,XX,XX COMILLAS DRIVEXX,XX,XX,XX,XX,XX COMILLAS COURTXX,XX,XX,XX COMILLAS DRIVESHEETA3.01SCALE 1/4" = 1'-0"SCALE 1/4" = 1'-0"SUBMITTAL6/09/2017
STUCCOSTONESTONESTONESTONESTUCCOT.W.= 621.00' (LAKE)LAKE WATER LEVEL = 618.5'9'-1"1'-5"10'-1"PALERMO BLEND TERRACOTTA TILE ROOFA4.01/11A4.02/11A4.01/11A4.02/11A4.01/11A4.02/10A4.02/11A4.02/01A4.02/06A4.01/03CAST STONESTONESTUCCOSTONESTONEA4.02/02STUCCOSTONESTONESTONESTONESTONESTONESTONETRANSFORMERSURROUNDPALERMO BLEND TERRA COTTA TILE ROOFPALERMO BLEND TERRACOTTA TILE ROOFPALERMO BLEND TERRA COTTA TILE ROOFPALERMO BLEND TERRA COTTA TILE ROOFA4.01/11A4.02/10A4.02/06A4.02/06A4.02/06A4.01/03A4.01/03A4.01/03STONEPAVERSDROP BRICK LEDGE TO GRADECAST STONECAST STONECAST STONECAST STONECAST STONECAST STONECAST STONECAST STONECAST STONECAST STONECAST STONE01 LEFT ELEVATIONE1-3 ELEVATION02 COMILLAS (FRONT) ELEVATIONISSUE LOGDESCRIPTIONDATESCALEDATE1/4" = 1'-0"BUSH DESIGN & ASSOCIATES, INC.CAN LEGALLY RESULT IN THE CESSATION OF CONSTRUCTION OR BUILDINGS BEING SEIZED AND/ OR MONETARY COMPENSATION TO AND ELEMENTS OF THE DESIGN. UNDER SUCH PROTECTION, UNAUTHORIZED USE OF THESE PLANS, WORK OR HOME REPRESENTED, PROTECTION INCLUDES BUT IS NOT LIMITED TO THE OVERALL FORM AS WELL AS THE ARRANGEMENT AND COMPOSITION OF SPACES 17 U.S.O. AS AMENDED DECEMBER 1990 AND KNOWN AS ARCHITECTURAL WORKS COPYRIGHT PROTECTION ACT OF 1990. THE COPYRIGHTED AND ARE SUBJECT TO COPYRIGHT PROTECTION AS AN "ARCHITECTURAL WORK" UNDER SEC. 102 OF THE COPYRIGHT ACT, MAY CONFLICT WITH SAME, AND MUST BE STRICTLY OBEYED AND FOLLOWED BEFORE AND DURING CONSTRUCTION. THESE PLANS ARE ALL FEDERAL, STATE, AND LOCAL CODES, ORDINANCES, AND RESTRICTIONS TAKE PRECEDENCE OVER ANY PART OF THESE PLANS WHICH COMPLETE ENGINEERING SERVICES, FOUNDATION, HVAC, AND STRUCTURAL, BEFORE BEGINNING CONSTRUCTION OF ANY KIND. NOTE: BEFORE ANY CONSTRUCTION IS COMMENCED OR PURCHASES MADE. IT IS RECOMMENDED THAT THE OWNER OR BUILDER OBTAIN ANY DISCREPANCY, ERROR, AND/OR OMISSION, IF FOUND, IS TO BE BROUGHT TO THE IMMEDIATE ATTENTION OF THE DESIGNER STRUCTURE. THESE PLANS MUST BE VERIFIED AND CHECKED BY THE BUILDER OR THE PERSON IN AUTHORITY OF THIS PROJECT. THESE PLANS ARE INTENDED TO PROVIDE THE BASIC CONSTRUCTION INFORMATION NECESSARY TO SUBSTANTIALLY COMPLETE THIS COPYRIGHT, BUSH DESIGN & ASSOCIATES, INC. - 2017PHONE: 972-333-9455EMAIL: ralphbush@hotmail.com1800 VALLEY VIEW #300FARMERS BRANCH, TX 75234SUBMITTAL4/11/2017ENTRADA, WESTLAKEA CATALONIAN VILLAGEBLOCK: E LOTS 1-14XX,XX,XX,XX,XX COMILLAS DRIVEXX,XX,XX,XX,XX,XX COMILLAS COURTXX,XX,XX,XX COMILLAS DRIVESHEETA3.02SCALE 1/4" = 1'-0"SCALE 1/4" = 1'-0"SUBMITTAL6/09/201706/09/2017
STUCCOSTUCCOSTUCCOT.S.= 619.50'T.W.= 621.00' (LAKE)LAKE WATER LEVEL = 618.5'STONEPALERMO BLEND TERRACOTTA TILE ROOFPALERMO BLEND TERRACOTTA TILE ROOFPALERMO BLEND TERRACOTTA TILE ROOFA4.01/03A4.01/02A4.02/024 X 12 WOOD TIMBER12X 12 WOOD TIMBER12X 12 WOOD TIMBERCAST STONESTONESTONESTONESTONECAST STONECAST STONE4"RECESSBRICK4"RECESSBRICK4"RECESSBRICKSTUCCOSTUCCOT.W.= 621.00' (LAKE)LAKE WATER LEVEL = 618.5'T.S.= 619.50'T.P.= 628.60'T.D.= 631.25'T.P.= 640.08'T.D.= 641.50'T.P.= 651.58'9'-1"1'-5"STONESTONESTONESTONEWOOD COLUMNWOOD COLUMNPALERMO BLENDTERRA COTTA TILE ROOFPALERMO BLEND TERRACOTTA TILE ROOFA4.01/03A4.01/03A4.01/058" x 12" WOOD TIMBER4"RECESSCAST STONE CAST STONE CAST STONECAST STONECAST STONECAST STONECAST STONECAST STONECAST STONE CAST STONECAST STONECAST STONESTONESTONESTONEBRICK4"RECESSBRICK4"RECESSBRICK01 LEFT ELEVATIONE4-5 ELEVATION02 LAKESIDE (REAR) ELEVATIONISSUE LOGDESCRIPTIONDATESCALEDATE1/4" = 1'-0"BUSH DESIGN & ASSOCIATES, INC.CAN LEGALLY RESULT IN THE CESSATION OF CONSTRUCTION OR BUILDINGS BEING SEIZED AND/ OR MONETARY COMPENSATION TO AND ELEMENTS OF THE DESIGN. UNDER SUCH PROTECTION, UNAUTHORIZED USE OF THESE PLANS, WORK OR HOME REPRESENTED, PROTECTION INCLUDES BUT IS NOT LIMITED TO THE OVERALL FORM AS WELL AS THE ARRANGEMENT AND COMPOSITION OF SPACES 17 U.S.O. AS AMENDED DECEMBER 1990 AND KNOWN AS ARCHITECTURAL WORKS COPYRIGHT PROTECTION ACT OF 1990. THE COPYRIGHTED AND ARE SUBJECT TO COPYRIGHT PROTECTION AS AN "ARCHITECTURAL WORK" UNDER SEC. 102 OF THE COPYRIGHT ACT, MAY CONFLICT WITH SAME, AND MUST BE STRICTLY OBEYED AND FOLLOWED BEFORE AND DURING CONSTRUCTION. THESE PLANS ARE ALL FEDERAL, STATE, AND LOCAL CODES, ORDINANCES, AND RESTRICTIONS TAKE PRECEDENCE OVER ANY PART OF THESE PLANS WHICH COMPLETE ENGINEERING SERVICES, FOUNDATION, HVAC, AND STRUCTURAL, BEFORE BEGINNING CONSTRUCTION OF ANY KIND. NOTE: BEFORE ANY CONSTRUCTION IS COMMENCED OR PURCHASES MADE. IT IS RECOMMENDED THAT THE OWNER OR BUILDER OBTAIN ANY DISCREPANCY, ERROR, AND/OR OMISSION, IF FOUND, IS TO BE BROUGHT TO THE IMMEDIATE ATTENTION OF THE DESIGNER STRUCTURE. THESE PLANS MUST BE VERIFIED AND CHECKED BY THE BUILDER OR THE PERSON IN AUTHORITY OF THIS PROJECT. THESE PLANS ARE INTENDED TO PROVIDE THE BASIC CONSTRUCTION INFORMATION NECESSARY TO SUBSTANTIALLY COMPLETE THIS COPYRIGHT, BUSH DESIGN & ASSOCIATES, INC. - 2017PHONE: 972-333-9455EMAIL: ralphbush@hotmail.com1800 VALLEY VIEW #300FARMERS BRANCH, TX 75234SUBMITTAL4/11/2017ENTRADA, WESTLAKEA CATALONIAN VILLAGEBLOCK: E LOTS 1-14XX,XX,XX,XX,XX COMILLAS DRIVEXX,XX,XX,XX,XX,XX COMILLAS COURTXX,XX,XX,XX COMILLAS DRIVESHEETA3.03SCALE 1/4" = 1'-0"SCALE 1/4" = 1'-0"SUBMITTAL6/09/201706/09/2017
PALERMO BLEND TERRA COTTA TILE ROOFPALERMO BLEND TERRA COTTA TILE ROOFPALERMO BLEND TERRA COTTA TILE ROOFPALERMO BLEND TERRACOTTA TILE ROOFA4.01/02STONESTONESTONESTONESTONECAST STONECAST STONECAST STONECAST STONECAST STONECAST STONE CAST STONECAST STONE CAST STONESTUCCOTRANSFORMER SURROUNDSTUCCOSTUCCOSTUCCOSTONESTUCCOCAST STONESTONE 'B'PALERMO BLEND TERRACOTTA TILE ROOFPALERMO BLENDTERRA COTTA TILEROOFPALERMO BLEND TERRA COTTA TILE ROOFPALERMO BLEND TERRA COTTA TILE ROOFPALERMO BLEND TERRA COTTA TILE ROOFA4.01/05A4.01/05A4.01/05STUCCOSTONESTONESTONESTONESTONECAST STONECAST STONECAST STONECAST STONECAST STONECAST STONECAST STONECAST STONECAST STONECAST STONE01 RIGHT ELEVATIONE4-5 ELEVATION02 COMILLAS (FRONT) ELEVATIONISSUE LOGDESCRIPTIONDATESCALEDATE1/4" = 1'-0"BUSH DESIGN & ASSOCIATES, INC.CAN LEGALLY RESULT IN THE CESSATION OF CONSTRUCTION OR BUILDINGS BEING SEIZED AND/ OR MONETARY COMPENSATION TO AND ELEMENTS OF THE DESIGN. UNDER SUCH PROTECTION, UNAUTHORIZED USE OF THESE PLANS, WORK OR HOME REPRESENTED, PROTECTION INCLUDES BUT IS NOT LIMITED TO THE OVERALL FORM AS WELL AS THE ARRANGEMENT AND COMPOSITION OF SPACES 17 U.S.O. AS AMENDED DECEMBER 1990 AND KNOWN AS ARCHITECTURAL WORKS COPYRIGHT PROTECTION ACT OF 1990. THE COPYRIGHTED AND ARE SUBJECT TO COPYRIGHT PROTECTION AS AN "ARCHITECTURAL WORK" UNDER SEC. 102 OF THE COPYRIGHT ACT, MAY CONFLICT WITH SAME, AND MUST BE STRICTLY OBEYED AND FOLLOWED BEFORE AND DURING CONSTRUCTION. THESE PLANS ARE ALL FEDERAL, STATE, AND LOCAL CODES, ORDINANCES, AND RESTRICTIONS TAKE PRECEDENCE OVER ANY PART OF THESE PLANS WHICH COMPLETE ENGINEERING SERVICES, FOUNDATION, HVAC, AND STRUCTURAL, BEFORE BEGINNING CONSTRUCTION OF ANY KIND. NOTE: BEFORE ANY CONSTRUCTION IS COMMENCED OR PURCHASES MADE. IT IS RECOMMENDED THAT THE OWNER OR BUILDER OBTAIN ANY DISCREPANCY, ERROR, AND/OR OMISSION, IF FOUND, IS TO BE BROUGHT TO THE IMMEDIATE ATTENTION OF THE DESIGNER STRUCTURE. THESE PLANS MUST BE VERIFIED AND CHECKED BY THE BUILDER OR THE PERSON IN AUTHORITY OF THIS PROJECT. THESE PLANS ARE INTENDED TO PROVIDE THE BASIC CONSTRUCTION INFORMATION NECESSARY TO SUBSTANTIALLY COMPLETE THIS COPYRIGHT, BUSH DESIGN & ASSOCIATES, INC. - 2017PHONE: 972-333-9455EMAIL: ralphbush@hotmail.com1800 VALLEY VIEW #300FARMERS BRANCH, TX 75234SUBMITTAL4/11/2017ENTRADA, WESTLAKEA CATALONIAN VILLAGEBLOCK: E LOTS 1-14XX,XX,XX,XX,XX COMILLAS DRIVEXX,XX,XX,XX,XX,XX COMILLAS COURTXX,XX,XX,XX COMILLAS DRIVESHEETA3.04SCALE 1/4" = 1'-0"SCALE 1/4" = 1'-0"SUBMITTAL6/09/201706/09/2017
FRONT ENTRY LEVEL 629.00'TOP OF LAKE WALL 621.00'MAIN LIVING LEVEL 632.50'BEDROOM LEVEL 644.00'STONESTONESTUCCOSTUCCOA4.02/02STONESTONESTONESTUCCOSTUCCOSTUCCOSTUCCOFRONT ENTRY LEVEL 629.00'TOP OF LAKE WALL 621.00'MAIN LIVING LEVEL 632.50'BEDROOM LEVEL 644.00'CAST STONECAST STONECAST STONE QUOINSCAST STONE QUOINSBRICK2"RECESSSTONESTONESTONESTONESTUCCOSTUCCOSTUCCOSTUCCOFRONT ENTRY LEVEL 629.00'TOP OF LAKE WALL 621.00'MAIN LIVING LEVEL 632.50'BEDROOM LEVEL 644.00'CAST STONECAST STONECAST STONE QUOINSCAST STONE QUOINSBRICK2"RECESS01 LEFT ELEVATIONE6-9 ELEVATION02 CENTER LEFT ELEVATIONISSUE LOGDESCRIPTIONDATESCALEDATE1/4" = 1'-0"BUSH DESIGN & ASSOCIATES, INC.CAN LEGALLY RESULT IN THE CESSATION OF CONSTRUCTION OR BUILDINGS BEING SEIZED AND/ OR MONETARY COMPENSATION TO AND ELEMENTS OF THE DESIGN. UNDER SUCH PROTECTION, UNAUTHORIZED USE OF THESE PLANS, WORK OR HOME REPRESENTED, PROTECTION INCLUDES BUT IS NOT LIMITED TO THE OVERALL FORM AS WELL AS THE ARRANGEMENT AND COMPOSITION OF SPACES 17 U.S.O. AS AMENDED DECEMBER 1990 AND KNOWN AS ARCHITECTURAL WORKS COPYRIGHT PROTECTION ACT OF 1990. THE COPYRIGHTED AND ARE SUBJECT TO COPYRIGHT PROTECTION AS AN "ARCHITECTURAL WORK" UNDER SEC. 102 OF THE COPYRIGHT ACT, MAY CONFLICT WITH SAME, AND MUST BE STRICTLY OBEYED AND FOLLOWED BEFORE AND DURING CONSTRUCTION. THESE PLANS ARE ALL FEDERAL, STATE, AND LOCAL CODES, ORDINANCES, AND RESTRICTIONS TAKE PRECEDENCE OVER ANY PART OF THESE PLANS WHICH COMPLETE ENGINEERING SERVICES, FOUNDATION, HVAC, AND STRUCTURAL, BEFORE BEGINNING CONSTRUCTION OF ANY KIND. NOTE: BEFORE ANY CONSTRUCTION IS COMMENCED OR PURCHASES MADE. IT IS RECOMMENDED THAT THE OWNER OR BUILDER OBTAIN ANY DISCREPANCY, ERROR, AND/OR OMISSION, IF FOUND, IS TO BE BROUGHT TO THE IMMEDIATE ATTENTION OF THE DESIGNER STRUCTURE. THESE PLANS MUST BE VERIFIED AND CHECKED BY THE BUILDER OR THE PERSON IN AUTHORITY OF THIS PROJECT. THESE PLANS ARE INTENDED TO PROVIDE THE BASIC CONSTRUCTION INFORMATION NECESSARY TO SUBSTANTIALLY COMPLETE THIS COPYRIGHT, BUSH DESIGN & ASSOCIATES, INC. - 2017PHONE: 972-333-9455EMAIL: ralphbush@hotmail.com1800 VALLEY VIEW #300FARMERS BRANCH, TX 75234SUBMITTAL4/11/2017ENTRADA, WESTLAKEA CATALONIAN VILLAGEBLOCK: E LOTS 1-14XX,XX,XX,XX,XX COMILLAS DRIVEXX,XX,XX,XX,XX,XX COMILLAS COURTXX,XX,XX,XX COMILLAS DRIVESHEETA3.05SCALE 1/4" = 1'-0"SCALE 1/4" = 1'-0"03 CENTER RIGHT ELEVATIONSCALE 1/4" = 1'-0"SUBMITTAL6/09/201706/09/2017
A4.03/07A4.03/07STONESTONESTONESTUCCOCAST STONECAST STONECAST STONE CAST STONECAST STONECAST STONECAST STONECAST STONECAST STONECAST STONECAST STONECAST STONECAST STONECAST STONECAST STONECAST STONEPALERMO BLEND TERRA COTTA TILE ROOFPALERMO BLEND TERRACOTTA TILE ROOFPALERMO BLEND TERRACOTTA TILE ROOFPALERMO BLEND TERRA COTTA TILE ROOFPALERMO BLEND TERRA COTTA TILE ROOFCAST STONE QUOINSCAST STONE QUOINSCAST STONE QUOINSCAST STONE QUOINSCAST STONE QUOINSCAST STONE QUOINSCAST STONE QUOINSCAST STONE QUOINSBRICK2"RECESSA4.03/07A4.03/07STUCCOSTONESTONESTONECAST STONECAST STONE QUOINSCAST STONECAST STONECAST STONECAST STONECAST STONECAST STONESTONECAST STONECAST STONECAST STONECAST STONE CAST STONECAST STONECAST STONECAST STONECAST STONEPALERMO BLEND TERRA COTTA TILE ROOFPALERMO BLEND TERRA COTTA TILE ROOFPALERMO BLEND TERRACOTTA TILE ROOFCAST STONECAST STONE QUOINSCAST STONE QUOINSCAST STONE QUOINSCAST STONE QUOINSCAST STONE QUOINSBRICK2"RECESS01 RIGHT FRONT ELEVATIONE6-9 ELEVATION02 FRONT LEFT ELEVATIONISSUE LOGDESCRIPTIONDATESCALEDATE1/4" = 1'-0"BUSH DESIGN & ASSOCIATES, INC.CAN LEGALLY RESULT IN THE CESSATION OF CONSTRUCTION OR BUILDINGS BEING SEIZED AND/ OR MONETARY COMPENSATION TO AND ELEMENTS OF THE DESIGN. UNDER SUCH PROTECTION, UNAUTHORIZED USE OF THESE PLANS, WORK OR HOME REPRESENTED, PROTECTION INCLUDES BUT IS NOT LIMITED TO THE OVERALL FORM AS WELL AS THE ARRANGEMENT AND COMPOSITION OF SPACES 17 U.S.O. AS AMENDED DECEMBER 1990 AND KNOWN AS ARCHITECTURAL WORKS COPYRIGHT PROTECTION ACT OF 1990. THE COPYRIGHTED AND ARE SUBJECT TO COPYRIGHT PROTECTION AS AN "ARCHITECTURAL WORK" UNDER SEC. 102 OF THE COPYRIGHT ACT, MAY CONFLICT WITH SAME, AND MUST BE STRICTLY OBEYED AND FOLLOWED BEFORE AND DURING CONSTRUCTION. THESE PLANS ARE ALL FEDERAL, STATE, AND LOCAL CODES, ORDINANCES, AND RESTRICTIONS TAKE PRECEDENCE OVER ANY PART OF THESE PLANS WHICH COMPLETE ENGINEERING SERVICES, FOUNDATION, HVAC, AND STRUCTURAL, BEFORE BEGINNING CONSTRUCTION OF ANY KIND. NOTE: BEFORE ANY CONSTRUCTION IS COMMENCED OR PURCHASES MADE. IT IS RECOMMENDED THAT THE OWNER OR BUILDER OBTAIN ANY DISCREPANCY, ERROR, AND/OR OMISSION, IF FOUND, IS TO BE BROUGHT TO THE IMMEDIATE ATTENTION OF THE DESIGNER STRUCTURE. THESE PLANS MUST BE VERIFIED AND CHECKED BY THE BUILDER OR THE PERSON IN AUTHORITY OF THIS PROJECT. THESE PLANS ARE INTENDED TO PROVIDE THE BASIC CONSTRUCTION INFORMATION NECESSARY TO SUBSTANTIALLY COMPLETE THIS COPYRIGHT, BUSH DESIGN & ASSOCIATES, INC. - 2017PHONE: 972-333-9455EMAIL: ralphbush@hotmail.com1800 VALLEY VIEW #300FARMERS BRANCH, TX 75234SUBMITTAL4/11/2017ENTRADA, WESTLAKEA CATALONIAN VILLAGEBLOCK: E LOTS 1-14XX,XX,XX,XX,XX COMILLAS DRIVEXX,XX,XX,XX,XX,XX COMILLAS COURTXX,XX,XX,XX COMILLAS DRIVESHEETA3.04SCALE 1/4" = 1'-0"SCALE 1/4" = 1'-0"SUBMITTAL6/09/201706/09/2017
FRONT ENTRY LEVEL 629.00'TOP OF LAKE WALL 621.00'MAIN LIVING LEVEL 632.50'10'-1"1'-5"10'-1"BEDROOM LEVEL 644.00'1'-5"9'-1"STONESTONESTONESTONESTONESTONESTUCCOSTUCCOSTONECAST STONECAST STONECAST STONECAST STONECAST STONECAST STONECAST STONECAST STONECAST STONECAST STONECAST STONECAST STONECAST STONECAST STONECAST STONECAST STONECAST STONECAST STONECAST STONECAST STONECAST STONECAST STONEPALERMO BLEND TERRA COTTA TILE ROOFPALERMO BLEND TERRA COTTA TILE ROOFBRICKVENEER2"RECESSBRICKVENEER2"RECESSBRICK2"RECESSFRONT ENTRY LEVEL 629.00'TOP OF LAKE WALL 621.00'MAIN LIVING LEVEL 632.50'10'-1"1'-5"10'-1"BEDROOM LEVEL 644.00'1'-5"3'-6"STONESTONESTONESTONESTUCCOSTUCCOSTUCCOSTUCCOCAST STONECAST STONECAST STONECAST STONE CAST STONE CAST STONECAST STONECAST STONECAST STONE CAST STONECAST STONECAST STONE CAST STONECAST STONECAST STONECAST STONECAST STONECAST STONECAST STONECAST STONEPALERMO BLEND TERRA COTTA TILE ROOFPALERMO BLEND TERRA COTTA TILE ROOFSTUCCOCAST STONEBRICK2"RECESS01 RIGHT FRONT ELEVATIONE6-9 ELEVATION02 FRONT LEFT ELEVATIONISSUE LOGDESCRIPTIONDATESCALEDATE1/4" = 1'-0"BUSH DESIGN & ASSOCIATES, INC.CAN LEGALLY RESULT IN THE CESSATION OF CONSTRUCTION OR BUILDINGS BEING SEIZED AND/ OR MONETARY COMPENSATION TO AND ELEMENTS OF THE DESIGN. UNDER SUCH PROTECTION, UNAUTHORIZED USE OF THESE PLANS, WORK OR HOME REPRESENTED, PROTECTION INCLUDES BUT IS NOT LIMITED TO THE OVERALL FORM AS WELL AS THE ARRANGEMENT AND COMPOSITION OF SPACES 17 U.S.O. AS AMENDED DECEMBER 1990 AND KNOWN AS ARCHITECTURAL WORKS COPYRIGHT PROTECTION ACT OF 1990. THE COPYRIGHTED AND ARE SUBJECT TO COPYRIGHT PROTECTION AS AN "ARCHITECTURAL WORK" UNDER SEC. 102 OF THE COPYRIGHT ACT, MAY CONFLICT WITH SAME, AND MUST BE STRICTLY OBEYED AND FOLLOWED BEFORE AND DURING CONSTRUCTION. THESE PLANS ARE ALL FEDERAL, STATE, AND LOCAL CODES, ORDINANCES, AND RESTRICTIONS TAKE PRECEDENCE OVER ANY PART OF THESE PLANS WHICH COMPLETE ENGINEERING SERVICES, FOUNDATION, HVAC, AND STRUCTURAL, BEFORE BEGINNING CONSTRUCTION OF ANY KIND. NOTE: BEFORE ANY CONSTRUCTION IS COMMENCED OR PURCHASES MADE. IT IS RECOMMENDED THAT THE OWNER OR BUILDER OBTAIN ANY DISCREPANCY, ERROR, AND/OR OMISSION, IF FOUND, IS TO BE BROUGHT TO THE IMMEDIATE ATTENTION OF THE DESIGNER STRUCTURE. THESE PLANS MUST BE VERIFIED AND CHECKED BY THE BUILDER OR THE PERSON IN AUTHORITY OF THIS PROJECT. THESE PLANS ARE INTENDED TO PROVIDE THE BASIC CONSTRUCTION INFORMATION NECESSARY TO SUBSTANTIALLY COMPLETE THIS COPYRIGHT, BUSH DESIGN & ASSOCIATES, INC. - 2017PHONE: 972-333-9455EMAIL: ralphbush@hotmail.com1800 VALLEY VIEW #300FARMERS BRANCH, TX 75234SUBMITTAL4/11/2017ENTRADA, WESTLAKEA CATALONIAN VILLAGEBLOCK: E LOTS 1-14XX,XX,XX,XX,XX COMILLAS DRIVEXX,XX,XX,XX,XX,XX COMILLAS COURTXX,XX,XX,XX COMILLAS DRIVESHEETA3.07SCALE 1/4" = 1'-0"SCALE 1/4" = 1'-0"SUBMITTAL6/09/201706/09/2017
STUCCOSTUCCOSTUCCOSTUCCOSTUCCOSTONESTONESTONESTONESTONESTONESTONEPALERMO BLEND TERRA COTTA TILE ROOFPALERMO BLEND TERRA COTTA TILE ROOFPALERMO BLEND TERRA COTTA TILE ROOFBLACKEDOUTWINDOWBLACKEDOUTWINDOWBRICK2"RECESSBRICKBRICKVENEER2"RECESSBRICKVENEER2"RECESSSTUCCOSTONEPARAPET WALLCLAY BARREL TILESTUCCOSTUCCOCAST STONE BANDSEE ELEVATIONA2.01/03FOR DETAILSTONESTONESTONESTONESTONESTONEPALERMO BLEND TERRA COTTA TILE ROOFPALERMO BLEND TERRA COTTA TILE ROOFPALERMO BLEND TERRA COTTA TILE ROOFPALERMO BLEND TERRA COTTA TILE ROOFCAST STONE QUOINSCAST STONE QUOINSCAST STONE QUOINSCAST STONE BANDBRICK2"RECESS01 FRONT (COMILLAS) ELEVATIONE10-11 ELEVATION02 REAR (COMILLAS COURT) ELEVATIONISSUE LOGDESCRIPTIONDATESCALEDATE1/4" = 1'-0"BUSH DESIGN & ASSOCIATES, INC.CAN LEGALLY RESULT IN THE CESSATION OF CONSTRUCTION OR BUILDINGS BEING SEIZED AND/ OR MONETARY COMPENSATION TO AND ELEMENTS OF THE DESIGN. UNDER SUCH PROTECTION, UNAUTHORIZED USE OF THESE PLANS, WORK OR HOME REPRESENTED, PROTECTION INCLUDES BUT IS NOT LIMITED TO THE OVERALL FORM AS WELL AS THE ARRANGEMENT AND COMPOSITION OF SPACES 17 U.S.O. AS AMENDED DECEMBER 1990 AND KNOWN AS ARCHITECTURAL WORKS COPYRIGHT PROTECTION ACT OF 1990. THE COPYRIGHTED AND ARE SUBJECT TO COPYRIGHT PROTECTION AS AN "ARCHITECTURAL WORK" UNDER SEC. 102 OF THE COPYRIGHT ACT, MAY CONFLICT WITH SAME, AND MUST BE STRICTLY OBEYED AND FOLLOWED BEFORE AND DURING CONSTRUCTION. THESE PLANS ARE ALL FEDERAL, STATE, AND LOCAL CODES, ORDINANCES, AND RESTRICTIONS TAKE PRECEDENCE OVER ANY PART OF THESE PLANS WHICH COMPLETE ENGINEERING SERVICES, FOUNDATION, HVAC, AND STRUCTURAL, BEFORE BEGINNING CONSTRUCTION OF ANY KIND. NOTE: BEFORE ANY CONSTRUCTION IS COMMENCED OR PURCHASES MADE. IT IS RECOMMENDED THAT THE OWNER OR BUILDER OBTAIN ANY DISCREPANCY, ERROR, AND/OR OMISSION, IF FOUND, IS TO BE BROUGHT TO THE IMMEDIATE ATTENTION OF THE DESIGNER STRUCTURE. THESE PLANS MUST BE VERIFIED AND CHECKED BY THE BUILDER OR THE PERSON IN AUTHORITY OF THIS PROJECT. THESE PLANS ARE INTENDED TO PROVIDE THE BASIC CONSTRUCTION INFORMATION NECESSARY TO SUBSTANTIALLY COMPLETE THIS COPYRIGHT, BUSH DESIGN & ASSOCIATES, INC. - 2017PHONE: 972-333-9455EMAIL: ralphbush@hotmail.com1800 VALLEY VIEW #300FARMERS BRANCH, TX 75234SUBMITTAL4/11/2017ENTRADA, WESTLAKEA CATALONIAN VILLAGEBLOCK: E LOTS 1-14XX,XX,XX,XX,XX COMILLAS DRIVEXX,XX,XX,XX,XX,XX COMILLAS COURTXX,XX,XX,XX COMILLAS DRIVESHEETA3.08SCALE 1/4" = 1'-0"SCALE 1/4" = 1'-0"SUBMITTAL6/09/201706/09/2017
STUCCOTILE ROOFINGPARAPET WALLSTONEPALERMO BLEND TERRA COTTA TILE ROOFCAST STONE QUOINSCAST STONE BANDSTUCCOCASTSTONESTUCCOPALERMO BLEND TERRA COTTA TILE ROOFSTONECAST STONE BANDCAST STONE QUOINSCAST STONE QUOINSSTUCCOPARAPET WALLSTUCCOSTONEPALERMO BLEND TERRA COTTA TILE ROOFCAST STONE QUOINSCAST STONE QUOINSCAST STONE BANDBRICK2"RECESS01 PARTIAL REAR ELEVATIONE10-11 ELEVATION02 RIGHT ELEVATIONISSUE LOGDESCRIPTIONDATESCALEDATE1/4" = 1'-0"BUSH DESIGN & ASSOCIATES, INC.CAN LEGALLY RESULT IN THE CESSATION OF CONSTRUCTION OR BUILDINGS BEING SEIZED AND/ OR MONETARY COMPENSATION TO AND ELEMENTS OF THE DESIGN. UNDER SUCH PROTECTION, UNAUTHORIZED USE OF THESE PLANS, WORK OR HOME REPRESENTED, PROTECTION INCLUDES BUT IS NOT LIMITED TO THE OVERALL FORM AS WELL AS THE ARRANGEMENT AND COMPOSITION OF SPACES 17 U.S.O. AS AMENDED DECEMBER 1990 AND KNOWN AS ARCHITECTURAL WORKS COPYRIGHT PROTECTION ACT OF 1990. THE COPYRIGHTED AND ARE SUBJECT TO COPYRIGHT PROTECTION AS AN "ARCHITECTURAL WORK" UNDER SEC. 102 OF THE COPYRIGHT ACT, MAY CONFLICT WITH SAME, AND MUST BE STRICTLY OBEYED AND FOLLOWED BEFORE AND DURING CONSTRUCTION. THESE PLANS ARE ALL FEDERAL, STATE, AND LOCAL CODES, ORDINANCES, AND RESTRICTIONS TAKE PRECEDENCE OVER ANY PART OF THESE PLANS WHICH COMPLETE ENGINEERING SERVICES, FOUNDATION, HVAC, AND STRUCTURAL, BEFORE BEGINNING CONSTRUCTION OF ANY KIND. NOTE: BEFORE ANY CONSTRUCTION IS COMMENCED OR PURCHASES MADE. IT IS RECOMMENDED THAT THE OWNER OR BUILDER OBTAIN ANY DISCREPANCY, ERROR, AND/OR OMISSION, IF FOUND, IS TO BE BROUGHT TO THE IMMEDIATE ATTENTION OF THE DESIGNER STRUCTURE. THESE PLANS MUST BE VERIFIED AND CHECKED BY THE BUILDER OR THE PERSON IN AUTHORITY OF THIS PROJECT. THESE PLANS ARE INTENDED TO PROVIDE THE BASIC CONSTRUCTION INFORMATION NECESSARY TO SUBSTANTIALLY COMPLETE THIS COPYRIGHT, BUSH DESIGN & ASSOCIATES, INC. - 2017PHONE: 972-333-9455EMAIL: ralphbush@hotmail.com1800 VALLEY VIEW #300FARMERS BRANCH, TX 75234SUBMITTAL4/11/2017ENTRADA, WESTLAKEA CATALONIAN VILLAGEBLOCK: E LOTS 1-14XX,XX,XX,XX,XX COMILLAS DRIVEXX,XX,XX,XX,XX,XX COMILLAS COURTXX,XX,XX,XX COMILLAS DRIVESHEETA3.09SCALE 1/4" = 1'-0"SCALE 1/4" = 1'-0"03 LEFT ELEVATIONSCALE 1/4" = 1'-0"SUBMITTAL6/09/201706/09/2017
STUCCOSTUCCOSTUCCOSTUCCOSTONE 'A'STONE 'B'STONE 'B'CAST STONESURROUNDCAST STONESURROUNDCAST STONESURROUND626.00'625.00'624.50'A4.01/11A4.01/11A4.01/06A4.01/06A4.01/08A4.01/07A4.01/08A4.02/10A4.01/02A4.01/02A4.01/02A4.01/02A4.02/10A4.01/11PALERMO BLEND TERRACOTTA TILE ROOFPALERMO BLEND TERRACOTTA TILE ROOFPALERMO BLEND TERRACOTTA TILE ROOFPALERMO BLEND TERRACOTTA TILE ROOFSTONESTONESTONESTONESTONESTONECASTSTONECASTSTONECASTSTONECASTSTONECASTSTONECAST STONESURROUND627.00'627.00'626.00'STONEA4.01/11A4.01/07A4.02/10A4.01/11TRANSFORMERSURROUNDSTRANSFORMERSURROUNDSPALERMO BLEND TERRACOTTA TILE ROOFSTONESTONESTONESTONESTONECASTSTONECASTSTONECASTSTONECASTSTONESTONE 'A'STONE 'A'STONE 'C'A4.01/02A4.01/02TERRA COTTA TILE ROOFPALERMO BLEND TERRACOTTA TILE ROOFCASTSTONECASTSTONECASTSTONE01 FRONT (COMILLAS) ELEVATIONE12-14 ELEVATION02 FRONT (COMILLAS) ELEVATION: PARTIALISSUE LOGDESCRIPTIONDATESCALEDATE1/4" = 1'-0"BUSH DESIGN & ASSOCIATES, INC.CAN LEGALLY RESULT IN THE CESSATION OF CONSTRUCTION OR BUILDINGS BEING SEIZED AND/ OR MONETARY COMPENSATION TO AND ELEMENTS OF THE DESIGN. UNDER SUCH PROTECTION, UNAUTHORIZED USE OF THESE PLANS, WORK OR HOME REPRESENTED, PROTECTION INCLUDES BUT IS NOT LIMITED TO THE OVERALL FORM AS WELL AS THE ARRANGEMENT AND COMPOSITION OF SPACES 17 U.S.O. AS AMENDED DECEMBER 1990 AND KNOWN AS ARCHITECTURAL WORKS COPYRIGHT PROTECTION ACT OF 1990. THE COPYRIGHTED AND ARE SUBJECT TO COPYRIGHT PROTECTION AS AN "ARCHITECTURAL WORK" UNDER SEC. 102 OF THE COPYRIGHT ACT, MAY CONFLICT WITH SAME, AND MUST BE STRICTLY OBEYED AND FOLLOWED BEFORE AND DURING CONSTRUCTION. THESE PLANS ARE ALL FEDERAL, STATE, AND LOCAL CODES, ORDINANCES, AND RESTRICTIONS TAKE PRECEDENCE OVER ANY PART OF THESE PLANS WHICH COMPLETE ENGINEERING SERVICES, FOUNDATION, HVAC, AND STRUCTURAL, BEFORE BEGINNING CONSTRUCTION OF ANY KIND. NOTE: BEFORE ANY CONSTRUCTION IS COMMENCED OR PURCHASES MADE. IT IS RECOMMENDED THAT THE OWNER OR BUILDER OBTAIN ANY DISCREPANCY, ERROR, AND/OR OMISSION, IF FOUND, IS TO BE BROUGHT TO THE IMMEDIATE ATTENTION OF THE DESIGNER STRUCTURE. THESE PLANS MUST BE VERIFIED AND CHECKED BY THE BUILDER OR THE PERSON IN AUTHORITY OF THIS PROJECT. THESE PLANS ARE INTENDED TO PROVIDE THE BASIC CONSTRUCTION INFORMATION NECESSARY TO SUBSTANTIALLY COMPLETE THIS COPYRIGHT, BUSH DESIGN & ASSOCIATES, INC. - 2017PHONE: 972-333-9455EMAIL: ralphbush@hotmail.com1800 VALLEY VIEW #300FARMERS BRANCH, TX 75234SUBMITTAL4/11/2017ENTRADA, WESTLAKEA CATALONIAN VILLAGEBLOCK: E LOTS 1-14XX,XX,XX,XX,XX COMILLAS DRIVEXX,XX,XX,XX,XX,XX COMILLAS COURTXX,XX,XX,XX COMILLAS DRIVESHEETA3.10SCALE 1/4" = 1'-0"SCALE 1/4" = 1'-0"03 RIGHT (COMILLAS COURT) ELEVATIONSCALE 1/4" = 1'-0"SUBMITTAL6/09/201706/09/2017
STUCCOSTUCCO627.00'626.00'625.00'STONE 'C'A4.01/06A4.01/06A4.01/08A4.01/07A4.01/02A4.01/02TERRA COTTA TILE ROOFPALERMO BLEND TERRACOTTA TILE ROOFSTONESTONESTONESTONESTONEOVER COATOVER COATSTONESTONESTONECASTSTONECASTSTONECASTSTONECASTSTONECASTSTONECASTSTONECASTSTONE COLUMNCASTSTONE COLUMNCASTSTONE COLUMNCAST STONESURROUND625.00'SHEPHERD'S WALLSTUCCOA4.01/06A4.01/06A4.01/08A4.01/07A4.02/10A4.01/02A4.01/02A4.01/02A4.01/02TERRA COTTA TILE ROOFTERRA COTTA TILE ROOFTERRA COTTA TILE ROOFSTONESTONESTONESTONESTONESTONECASTSTONECASTSTONE CASTSTONECASTSTONECASTSTONECASTSTONECASTSTONECASTSTONE01 RIGHT ELEVATIONE12-14 ELEVATION02 REAR (LAKESIDE) ELEVATION: PARTIALISSUE LOGDESCRIPTIONDATESCALEDATE1/4" = 1'-0"BUSH DESIGN & ASSOCIATES, INC.CAN LEGALLY RESULT IN THE CESSATION OF CONSTRUCTION OR BUILDINGS BEING SEIZED AND/ OR MONETARY COMPENSATION TO AND ELEMENTS OF THE DESIGN. UNDER SUCH PROTECTION, UNAUTHORIZED USE OF THESE PLANS, WORK OR HOME REPRESENTED, PROTECTION INCLUDES BUT IS NOT LIMITED TO THE OVERALL FORM AS WELL AS THE ARRANGEMENT AND COMPOSITION OF SPACES 17 U.S.O. AS AMENDED DECEMBER 1990 AND KNOWN AS ARCHITECTURAL WORKS COPYRIGHT PROTECTION ACT OF 1990. THE COPYRIGHTED AND ARE SUBJECT TO COPYRIGHT PROTECTION AS AN "ARCHITECTURAL WORK" UNDER SEC. 102 OF THE COPYRIGHT ACT, MAY CONFLICT WITH SAME, AND MUST BE STRICTLY OBEYED AND FOLLOWED BEFORE AND DURING CONSTRUCTION. THESE PLANS ARE ALL FEDERAL, STATE, AND LOCAL CODES, ORDINANCES, AND RESTRICTIONS TAKE PRECEDENCE OVER ANY PART OF THESE PLANS WHICH COMPLETE ENGINEERING SERVICES, FOUNDATION, HVAC, AND STRUCTURAL, BEFORE BEGINNING CONSTRUCTION OF ANY KIND. NOTE: BEFORE ANY CONSTRUCTION IS COMMENCED OR PURCHASES MADE. IT IS RECOMMENDED THAT THE OWNER OR BUILDER OBTAIN ANY DISCREPANCY, ERROR, AND/OR OMISSION, IF FOUND, IS TO BE BROUGHT TO THE IMMEDIATE ATTENTION OF THE DESIGNER STRUCTURE. THESE PLANS MUST BE VERIFIED AND CHECKED BY THE BUILDER OR THE PERSON IN AUTHORITY OF THIS PROJECT. THESE PLANS ARE INTENDED TO PROVIDE THE BASIC CONSTRUCTION INFORMATION NECESSARY TO SUBSTANTIALLY COMPLETE THIS COPYRIGHT, BUSH DESIGN & ASSOCIATES, INC. - 2017PHONE: 972-333-9455EMAIL: ralphbush@hotmail.com1800 VALLEY VIEW #300FARMERS BRANCH, TX 75234SUBMITTAL4/11/2017ENTRADA, WESTLAKEA CATALONIAN VILLAGEBLOCK: E LOTS 1-14XX,XX,XX,XX,XX COMILLAS DRIVEXX,XX,XX,XX,XX,XX COMILLAS COURTXX,XX,XX,XX COMILLAS DRIVESHEETA3.11SCALE 1/4" = 1'-0"SCALE 1/4" = 1'-0"SUBMITTAL6/09/201706/09/2017
STUCCOSTUCCOSTUCCOSTUCCOSTUCCOCASTSTONE COLUMNCASTSTONE COLUMNCAST STONESURROUNDCAST STONEA4.01/11A4.01/06A4.01/06A4.01/08A4.02/10A4.01/02A4.01/02A4.01/02A4.01/07PALERMO BLEND TERRA COTTA TILE ROOFPALERMO BLEND TERRACOTTA TILE ROOFPALERMO BLEND TERRACOTTA TILE ROOFSTONESTONESTONESTONESTONESTONESTONESTONECASTSTONECASTSTONECASTSTONECASTSTONECASTSTONESTUCCOT.P.T.S.T.D.T.P.627.00'TOP 0F WALL 621.00'LAKE LEVEL 618.50'STUCCOT.P.T.S.T.D.T.P.625.00'A4.01/06A4.01/07A4.02/10A4.01/02TERRA COTTA TILE ROPALERMO BLEND TERRACOTTA TILE ROOFSTONESTONESTONESTONECASTSTONECASTSTONE01 LEFT ELEVATIONE12-14 ELEVATION02 REAR (LAKESIDE) ELEVATION: PARTIALISSUE LOGDESCRIPTIONDATESCALEDATE1/4" = 1'-0"BUSH DESIGN & ASSOCIATES, INC.CAN LEGALLY RESULT IN THE CESSATION OF CONSTRUCTION OR BUILDINGS BEING SEIZED AND/ OR MONETARY COMPENSATION TO AND ELEMENTS OF THE DESIGN. UNDER SUCH PROTECTION, UNAUTHORIZED USE OF THESE PLANS, WORK OR HOME REPRESENTED, PROTECTION INCLUDES BUT IS NOT LIMITED TO THE OVERALL FORM AS WELL AS THE ARRANGEMENT AND COMPOSITION OF SPACES 17 U.S.O. AS AMENDED DECEMBER 1990 AND KNOWN AS ARCHITECTURAL WORKS COPYRIGHT PROTECTION ACT OF 1990. THE COPYRIGHTED AND ARE SUBJECT TO COPYRIGHT PROTECTION AS AN "ARCHITECTURAL WORK" UNDER SEC. 102 OF THE COPYRIGHT ACT, MAY CONFLICT WITH SAME, AND MUST BE STRICTLY OBEYED AND FOLLOWED BEFORE AND DURING CONSTRUCTION. THESE PLANS ARE ALL FEDERAL, STATE, AND LOCAL CODES, ORDINANCES, AND RESTRICTIONS TAKE PRECEDENCE OVER ANY PART OF THESE PLANS WHICH COMPLETE ENGINEERING SERVICES, FOUNDATION, HVAC, AND STRUCTURAL, BEFORE BEGINNING CONSTRUCTION OF ANY KIND. NOTE: BEFORE ANY CONSTRUCTION IS COMMENCED OR PURCHASES MADE. IT IS RECOMMENDED THAT THE OWNER OR BUILDER OBTAIN ANY DISCREPANCY, ERROR, AND/OR OMISSION, IF FOUND, IS TO BE BROUGHT TO THE IMMEDIATE ATTENTION OF THE DESIGNER STRUCTURE. THESE PLANS MUST BE VERIFIED AND CHECKED BY THE BUILDER OR THE PERSON IN AUTHORITY OF THIS PROJECT. THESE PLANS ARE INTENDED TO PROVIDE THE BASIC CONSTRUCTION INFORMATION NECESSARY TO SUBSTANTIALLY COMPLETE THIS COPYRIGHT, BUSH DESIGN & ASSOCIATES, INC. - 2017PHONE: 972-333-9455EMAIL: ralphbush@hotmail.com1800 VALLEY VIEW #300FARMERS BRANCH, TX 75234SUBMITTAL4/11/2017ENTRADA, WESTLAKEA CATALONIAN VILLAGEBLOCK: E LOTS 1-14XX,XX,XX,XX,XX COMILLAS DRIVEXX,XX,XX,XX,XX,XX COMILLAS COURTXX,XX,XX,XX COMILLAS DRIVESHEETA3.12SCALE 1/4" = 1'-0"SCALE 1/4" = 1'-0"SUBMITTAL6/09/201706/09/2017
ELEV.12REF.RAFTER - REF. STRUCT.PLATE HT.01 FASCIA DETAIL1x4 FASCIA2x4 SUB-FASCIACAST STONEA4.01/09STONE VENEERDRIP EDGECLAY BIRD STOPTILE ROOFINGDECKING &BLDR PAPERPACKEDMORTARPACKEDMORTARBATT INSUL. -REF. I.E.C.C.GYP. BOARDCEILING JOIST -REF. STRUCT.REF: A4.01/08ELEVATIONREF: A4.01/09,106" HALF RND.HYLAR 500 ALUM.20 GAUGE DK BRONZESCALE: 1 1/2" = 1'-0"02 FASCIA DETAIL123"x4" CEDAR RAFTER TAIL1"X4" CEDART&GGYP. BOARDBATT INSUL. -REF. I.E.C.C.CEILING JOIST -REF. STRUCT.PLATE HT.RAFTER - REF. STRUCT.ELEV.12REF.DECKING &BLDR PAPERSTONE VENEERDRIP EDGECLAY BIRD STOPTILE ROOFINGPLUMB CUTFACE OF 2X66" HALF RND.HYLAR 500 ALUM.20 GAUGE DK BRONZESCALE: 1 1/2" = 1'-0"03 FASCIA DETAILPLATE HT.BATT INSUL.- REF. I.E.C.C.CEILING JOIST- REF. STRUCT.GYP. BOARDGUTTER6" HALF RNDELEV.12REF.TILE ROOFINGBIRD STOPDRIP EDGESTONE VENEERRAFTER - REF. STRUCT.3" STONE3" STONE1/2" SOFFIT1x4 FASCIA6" HALF RND.MTL. GUTTER2x4 SUB-FASCIAMORTARMORTARSCALE: 1 1/2" = 1'-0"04 FASCIA DETAILPLATE HT.BATT INSUL.- REF. I.E.C.C.CEILING JOIST- REF. STRUCT.GYP. BOARDGUTTER6" HALF RNDELEV.12REF.TILE ROOFINGBIRD STOPDRIP EDGESTONE VENEERRAFTER - REF. STRUCT.2.0" CAST STONE1/2" SOFFIT1x4 FASCIA6" HALF RND.MTL. GUTTER2x4 SUB-FASCIAMORTAR2.0" CAST STONEMORTAR2.0" CAST STONEMORTARCAST STONE CORBELSCALE: 1 1/2" = 1'-0"STONE ORSTUCCO VENEERCAST STONEENDCAPCLAY BARRELTILE ROOFCAST STONE FASCIACUT CLAYBARREL TILE08 CAST STONE FASCIA DETAILSCALE: 1/2" = 1'-0"412"11"1'-0"334"3"212"2"412"11"3"6"134"2"34"412"112"2'-0"412"112"412"112"412"34"6"3"6"334"09 CAST STONE FASCIA DETAIL312"4"COORDINATESPACING WITH CLAYTILE MANUFACTURERSCALE: 1" = 1'-0"8"8"3"10 DOVE COVE DETAIL1'-6"1" PROJECTIONSTUCCO ORMORTAR FILLED4" DIA. CUT CLAY PIPE05 FASCIA DETAILRAFTER - REF. STRUCT.PLATE HT.2x4 SUB-FASCIASTUCCOCEILING JOIST -REF. STRUCT.GYP. BOARDTREATED 2x4 BLOCKBATT INSUL. -REF. I.E.C.C.ELEV.12REF.DECKING &BLDR PAPERTILE ROOFINGBIRD STOPDRIP EDGE6" HALF RND.MTL. GUTTER1x4 FASCIA112"112"412"2.5"-3" CAST STONEVENEER OFFSET 1-1/2"MORTAR2.5"-3" CAST STONEVENEER SET ONTO ANGLEIRON OFFSET 1-1/2"SCALE: 1 1/2" = 1'-0"1"X2" ANGLE IRON06 WINDOW SECTIONGYP. BOARDSTUCCOSCALE: 1 1/2" = 1'-0"WINDOW REF.SPECS.INSULATIONREF. I.E.C.C.INSULATIONREF. I.E.C.C.STUCCOHEADER PER STRUCT.8"CAST STONE HEADERCAST STONE SILL07 WINDOW SECTIONGYP. BOARDSTONE VENEERSCALE: 1 1/2" = 1'-0"WINDOW REF.SPECS.INSULATIONREF. I.E.C.C.INSULATIONREF. I.E.C.C.STONE VENEERSTONE VENEERCAST STONE HEADERCAST STONE SILLHEADER PER STRUCT.8"REFER TO ENTRADA DESIGN GUIDELINES FOR FURTHER DETAILED INFORMATION REGARDING THESE PLANSDETAIL SHEETISSUE LOGDESCRIPTIONDATESCALEDATEBUSH DESIGN & ASSOCIATES, INC.CAN LEGALLY RESULT IN THE CESSATION OF CONSTRUCTION OR BUILDINGS BEING SEIZED AND/ OR MONETARY COMPENSATION TO AND ELEMENTS OF THE DESIGN. UNDER SUCH PROTECTION, UNAUTHORIZED USE OF THESE PLANS, WORK OR HOME REPRESENTED, PROTECTION INCLUDES BUT IS NOT LIMITED TO THE OVERALL FORM AS WELL AS THE ARRANGEMENT AND COMPOSITION OF SPACES 17 U.S.O. AS AMENDED DECEMBER 1990 AND KNOWN AS ARCHITECTURAL WORKS COPYRIGHT PROTECTION ACT OF 1990. THE COPYRIGHTED AND ARE SUBJECT TO COPYRIGHT PROTECTION AS AN "ARCHITECTURAL WORK" UNDER SEC. 102 OF THE COPYRIGHT ACT, MAY CONFLICT WITH SAME, AND MUST BE STRICTLY OBEYED AND FOLLOWED BEFORE AND DURING CONSTRUCTION. THESE PLANS ARE ALL FEDERAL, STATE, AND LOCAL CODES, ORDINANCES, AND RESTRICTIONS TAKE PRECEDENCE OVER ANY PART OF THESE PLANS WHICH COMPLETE ENGINEERING SERVICES, FOUNDATION, HVAC, AND STRUCTURAL, BEFORE BEGINNING CONSTRUCTION OF ANY KIND. NOTE: BEFORE ANY CONSTRUCTION IS COMMENCED OR PURCHASES MADE. IT IS RECOMMENDED THAT THE OWNER OR BUILDER OBTAIN ANY DISCREPANCY, ERROR, AND/OR OMISSION, IF FOUND, IS TO BE BROUGHT TO THE IMMEDIATE ATTENTION OF THE DESIGNER STRUCTURE. THESE PLANS MUST BE VERIFIED AND CHECKED BY THE BUILDER OR THE PERSON IN AUTHORITY OF THIS PROJECT. THESE PLANS ARE INTENDED TO PROVIDE THE BASIC CONSTRUCTION INFORMATION NECESSARY TO SUBSTANTIALLY COMPLETE THIS COPYRIGHT, BUSH DESIGN & ASSOCIATES, INC. - 2017PHONE: 972-333-9455EMAIL: ralphbush@hotmail.com1800 VALLEY VIEW #300FARMERS BRANCH, TX 75234SUBMITTAL4/11/2017ENTRADA, WESTLAKEA CATALONIAN VILLAGEBLOCK: E LOTS 1-14XX,XX,XX,XX,XX COMILLAS DRIVEXX,XX,XX,XX,XX,XX COMILLAS COURTXX,XX,XX,XX COMILLAS DRIVESHEETA4.01VARIESSUBMITTAL6/09/201706/09/2017
01 STONE/ STUCCO TRANSITION DETAILBATT INSUL. -REF. I.E.C.C.GYP. BOARDFLOOR JOIST -REF. STRUCT.BATT INSUL. -REF. I.E.C.C.GYP. BOARDSTONE VENEERTRIMMEDROOF TILESTUCCO VENEERFLASHINGPACKEDMORTARTREATED 2X6TREATED 2X4SCALE: 1 1/2" = 1'-0"02 ROUGH ARCH DETAILROUGH 2"-3"THICK STONERANDOM DEPTHRANDOM DEPTHSEE PAGE 57ENTRADA DESIGN GUIDELINESFOR ADD'N INFORMATIONSTONEVENEERVARYMORTARJOINTS TOMAINTAINRADIUSSCALE: 1/2" = 1'-0"03 SHAVED BRICK ARCH DETAIL1'-3"1'-3"1'-0"6"9"9"8"R1'-3"R9"SHAVEDBRICK2" RECESSEDSTONEVENEER6"9"9"8"R9"SHAVEDBRICKSHAVEDBRICK1"112"1"2"TERRACOTTABRICKSCALE: 1" = 1'-0"06 PARAPET WALK CAP DETAILSTONE VENEERBRICK (RUNNING BOND)BRICK (ROW LOCK)SHEET METAL CAP1/2" BACKER RODELASTOMERIC CAULKINGSCALE: 1 1/2" = 1'-0"10 STONE RAKE DETAILINSUL.REF: I.E.C.C.DECKING &BLDG. PAPERTILE ROOFCONTINUOUSMETAL EDGE1X4 FRIEZE BOARD2X2 BLOCKINGSTONE VENEERRAFTERRAFTERGYP. BOARDGYP. BOARDINSUL.REF:I.E.C.C.EXT. SHEATHING W/WEATHER RESISTANTSHEATHING PAPERSCALE: 1 1/2" = 1'-0"2X4 LADDER TRUSS11 STUCCO RAKE DETAILRAFTERRAFTERGYP. BOARDGYP. BOARDINSUL.REF:I.E.C.C.INSUL.REF: I.E.C.C.DECKING &BLDG. PAPERTILE ROOFCONTINUOUSMETAL EDGE2X4 SUB-FASCIASTUCCO W/GALV. WALL TIESPER CODESCALE: 1 1/2" = 1'-0"04 CEDAR SHUTTERSSILLHEADERFIXED WOODSHUTTER(SPECS TO MATCHFRONT DOOR)SHUTTER DOG1" x 4" CEDAR PLANKS1X1 DIAMONDCLAVO WITHSCREW STUD(CREATIVE RESINS#300-72825)SHUTTER DOG1" x 4" CEDAR PLANKSSCALE: 1/2" = 1'-0"08 BALCONY DETAIL1'-0"8"3'-2"2 14" SOLID STEEL HANDRAILPRE-CASTCONCRETEBALCONYMETAL FINISH:FLAT BLACK 'KEM LUSTRALWATER PROOFINGWEEP HOLE2x BLOCKINGA4.02/13STONE/CASTSTONECORBELKING ARCHITECTURAL METALSPART# 13-26-C1KING ARCHITECTURAL METALSPART# 13-91025-010SOLID 1/2" STEEL PICKETSOLID 3/4" STEEL PISHERWIN WILLIAMSNOTE:ALL IRON WORK MUST COMPLYENTRADA DESIGN GUIDELINES6'-10"SURROUND DETAIL05 NATURAL STONECONTINUOUS STONEHEADERHAND SHAVEDSTONECONTINUOUS SILL6"6" OVERLAPSCALE: 1/2" = 1'-0"07 FIRE WALL DETAILTHEN PONY WALLS & P.L. 5/8"IF 4' NO RAFTERS CROSS P.L.DECKING WITH NO 4' FLAREUNDER RAFTERSNOTE:-TWO INTERIOR SHEETS OF 5/8" MUST GOFROM THE SLAB TO THE DECK-POST TENSION CABLES MAY CROSS P.L.REF ELEV.CONC. FOUNDATIONREF. STRUCT.INSULATIONREF. I.E.C.C.REF. STRUCT.REF. STRUCT.1" AIR GAP (TYP.)5/8" FIRE ROCK4' FLARE OF FIREROCK UNDERRAFTERS2X6 JOISTS(JOISTS SHOULD BE RUNPARALLEL TO FIRE WALL)5/8" FIRE ROCKREF. I.R.C. FORVAPORRETARDERREQUIREMENTSBRACED STUD WALLREF. STRUCT.REF ELEV.TREATED WD. PLATESCALE: 1/2" = 1'-0"RAFTERS4'-0"4'-0"12 FIRE WALL RAFTER DETAIL2x FIRE BLOCK4' OUT ON RAFTERDECKING2x FIRE BLOCK4' OUT ON RAFTER2X4 PONY WALL5/8" FIRE ROCK5/8" FIRE ROCK TODECKING BETWEENFIREWALLSCALE: 1/2" = 1'-0"SURROUND DETAIL09 NATURAL STONE13 BALCONY ANCHOR DETAIL12" X 1/2" J- BOLT12"1/4" STEEL PLATE1/2" BOLT5"5"4"10"8"2x BLOCKING1/2" OSB/ SHEATHINGSCALE: 1 1/2" = 1'-0"14 SCUPPER BOX DETAILSCALE: 1 1/2" = 1'-0"REFER TO ENTRADA DESIGN GUIDELINES FOR FURTHER DETAILED INFORMATION REGARDING THESE PLANSDETAIL SHEETISSUE LOGDESCRIPTIONDATESCALEDATEBUSH DESIGN & ASSOCIATES, INC.CAN LEGALLY RESULT IN THE CESSATION OF CONSTRUCTION OR BUILDINGS BEING SEIZED AND/ OR MONETARY COMPENSATION TO AND ELEMENTS OF THE DESIGN. UNDER SUCH PROTECTION, UNAUTHORIZED USE OF THESE PLANS, WORK OR HOME REPRESENTED, PROTECTION INCLUDES BUT IS NOT LIMITED TO THE OVERALL FORM AS WELL AS THE ARRANGEMENT AND COMPOSITION OF SPACES 17 U.S.O. AS AMENDED DECEMBER 1990 AND KNOWN AS ARCHITECTURAL WORKS COPYRIGHT PROTECTION ACT OF 1990. THE COPYRIGHTED AND ARE SUBJECT TO COPYRIGHT PROTECTION AS AN "ARCHITECTURAL WORK" UNDER SEC. 102 OF THE COPYRIGHT ACT, MAY CONFLICT WITH SAME, AND MUST BE STRICTLY OBEYED AND FOLLOWED BEFORE AND DURING CONSTRUCTION. THESE PLANS ARE ALL FEDERAL, STATE, AND LOCAL CODES, ORDINANCES, AND RESTRICTIONS TAKE PRECEDENCE OVER ANY PART OF THESE PLANS WHICH COMPLETE ENGINEERING SERVICES, FOUNDATION, HVAC, AND STRUCTURAL, BEFORE BEGINNING CONSTRUCTION OF ANY KIND. NOTE: BEFORE ANY CONSTRUCTION IS COMMENCED OR PURCHASES MADE. IT IS RECOMMENDED THAT THE OWNER OR BUILDER OBTAIN ANY DISCREPANCY, ERROR, AND/OR OMISSION, IF FOUND, IS TO BE BROUGHT TO THE IMMEDIATE ATTENTION OF THE DESIGNER STRUCTURE. THESE PLANS MUST BE VERIFIED AND CHECKED BY THE BUILDER OR THE PERSON IN AUTHORITY OF THIS PROJECT. THESE PLANS ARE INTENDED TO PROVIDE THE BASIC CONSTRUCTION INFORMATION NECESSARY TO SUBSTANTIALLY COMPLETE THIS COPYRIGHT, BUSH DESIGN & ASSOCIATES, INC. - 2017PHONE: 972-333-9455EMAIL: ralphbush@hotmail.com1800 VALLEY VIEW #300FARMERS BRANCH, TX 75234SUBMITTAL4/11/2017ENTRADA, WESTLAKEA CATALONIAN VILLAGEBLOCK: E LOTS 1-14XX,XX,XX,XX,XX COMILLAS DRIVEXX,XX,XX,XX,XX,XX COMILLAS COURTXX,XX,XX,XX COMILLAS DRIVESHEETA4.02VARIESSUBMITTAL6/09/201706/09/2017
01 FRONT DOOR:ENTRADA DOORS PART: FR WOOD #17SCALE: 1/2" = 1'-0"02 FRONT DOOR:ENTRADA DOORS PART: FR WOOD #15SCALE: 1/2" = 1'-0"03 FRONT DOOR:ENTRADA DOORS PART: FR WOOD #6CEDARDECO. CAVMETALHINGESSCALE: 1/2" = 1'-0"04 FRONT DOOR:ENTRADA DOORS PART: FR WOOD #14SCALE: 1/2" = 1'-0"05 FRONT DOOR:ENTRADA DOORS PART: CUST MTL #18SCALE: 1/2" = 1'-0"07 GARAGE DOOR:1X1 DIMOND CLAVOWITH SCEW STUD(CREATIVE RESINS#300-72825)4-1/2" RING PULLW/ COORDINATINGCLAVOS(RUSTIC SERIES#300-72100)NOTES:GARAGE DOOR THICKNESS 2 3/8"INSET PANEL DEPTH 3/4"NOTE:HARDWARE FINISH - BLACK - IRON33" SOLID HINGEW/ FLAT END,DISTRESSED ALUM.(RUSTIC SERIES#300-72032)1x6 T&G WESTERN RED CEDAR1x6 WESTERN RED CEDARSCALE: 1/2" = 1'-0"08 GARAGE DOOR:1x6 T&G WESTERN RED CEDAR1X1 DIMOND CLAVOWITH SCEW STUD(CREATIVE RESINS#300-72825)4-1/2" RING PULLW/ COORDINATINGCLAVOS(RUSTIC SERIES#300-72100)33" SOLID HINGEW/ FLAT END,DISTRESSED ALUM.(RUSTIC SERIES#300-72032)NOTES:GARAGE DOOR THICKNESS 2 3/8"INSET PANEL DEPTH 3/4"1x6 WESTERN RED CEDARNOTE:HARDWARE FINISH - BLACK - IRONSCALE: 1/2" = 1'-0"09 GARAGE DOOR:1X1 DIMOND CLAVOWITH SCEW STUD(CREATIVE RESINS#300-72825)4-1/2" RING PULLW/ COORDINATINGCLAVOS(RUSTIC SERIES#300-72100)NOTES:GARAGE DOOR THICKNESS 2 3/8"INSET PANEL DEPTH 3/4"33" SOLID HINGEW/ FLAT END,DISTRESSED ALUM.(RUSTIC SERIES#300-72032)1x6 T&G WESTERN RED CEDAR1x6 WESTERN RED CEDARNOTE:HARDWARE FINISH - BLACK - IRONSCALE: 1/2" = 1'-0"11 PARAPET WALL DETAILCLAY BRICKS (RUNNING BOND)CLAY BRICKS (ROW LOCK)1'-4"R6"10"CAST STONESCALE: 1/2" = 1'-0"SURROUND DETAIL10 CUT STONESEE PAGE 57ENTRADA DESIGN GUIDELINESFOR ADD'N INFORMATIONSCALE: 1/2" = 1'-0"12 TOWER CORNICE DETAILCAST STONEBARREL TILECAST STONEBARREL TILEFASCIA BOARD1'-6"SCALE: 1/2" = 1'-0"13 CEDAR GATE DETAIL1" x 6" CEDAR PLANKS1X1 DIAMONDCLAVO WITHSCREW STUD(CREATIVE RESINS#300-72825)CUT LIMESTONE112"X112" STEEL TUBINGHINGES: (2 PER GATE)STEEL HINGE W/ GREASE FITTING7 3/4" LONG, 5/8" PINMETAL FINISH:FLAT BLACK 'KEM LUSTRAL'SHERWIN WILLIAMSGATE HANDLE:KING ARCHITECTURAL METALSPART# 13-64-G61/4" x 1" SOLID STEELGATE LOCK:EMTEK DEADBOLT 8452FLAT BLACK FINISHSCALE: 1/2" = 1'-0"E-004-01112" W x 42" H x 23" D**LINEOUT 14 LAMP DETAILSCALE: 1 1/2" = 1'-0"15 CHIMNEY DETAILCAST STONE CAP6"x6"CAST STONE3" CLAYBARREL TILE2" STONEBANDINGSCALE: 1/2" = 1'-0"06 CHIMNEY DETAILCASTSTONECAP2" STONEBANDING3" CLAYBARREL TILECAST STONE CAP2" STONE BANDINGSCALE: 1/2" = 1'-0"16 CHIMNEY DETAILCASTSTONE CAP6"X6"CASTSTONE2" STONEBAND3" CLAYBARREL TILESCALE: 1/2" = 1'-0"TERRA COTTA BRICKREFER TO ENTRADA DESIGN GUIDELINES FOR FURTHER DETAILED INFORMATION REGARDING THESE PLANSDETAIL SHEETISSUE LOGDESCRIPTIONDATESCALEDATEBUSH DESIGN & ASSOCIATES, INC.CAN LEGALLY RESULT IN THE CESSATION OF CONSTRUCTION OR BUILDINGS BEING SEIZED AND/ OR MONETARY COMPENSATION TO AND ELEMENTS OF THE DESIGN. UNDER SUCH PROTECTION, UNAUTHORIZED USE OF THESE PLANS, WORK OR HOME REPRESENTED, PROTECTION INCLUDES BUT IS NOT LIMITED TO THE OVERALL FORM AS WELL AS THE ARRANGEMENT AND COMPOSITION OF SPACES 17 U.S.O. AS AMENDED DECEMBER 1990 AND KNOWN AS ARCHITECTURAL WORKS COPYRIGHT PROTECTION ACT OF 1990. THE COPYRIGHTED AND ARE SUBJECT TO COPYRIGHT PROTECTION AS AN "ARCHITECTURAL WORK" UNDER SEC. 102 OF THE COPYRIGHT ACT, MAY CONFLICT WITH SAME, AND MUST BE STRICTLY OBEYED AND FOLLOWED BEFORE AND DURING CONSTRUCTION. THESE PLANS ARE ALL FEDERAL, STATE, AND LOCAL CODES, ORDINANCES, AND RESTRICTIONS TAKE PRECEDENCE OVER ANY PART OF THESE PLANS WHICH COMPLETE ENGINEERING SERVICES, FOUNDATION, HVAC, AND STRUCTURAL, BEFORE BEGINNING CONSTRUCTION OF ANY KIND. NOTE: BEFORE ANY CONSTRUCTION IS COMMENCED OR PURCHASES MADE. IT IS RECOMMENDED THAT THE OWNER OR BUILDER OBTAIN ANY DISCREPANCY, ERROR, AND/OR OMISSION, IF FOUND, IS TO BE BROUGHT TO THE IMMEDIATE ATTENTION OF THE DESIGNER STRUCTURE. THESE PLANS MUST BE VERIFIED AND CHECKED BY THE BUILDER OR THE PERSON IN AUTHORITY OF THIS PROJECT. THESE PLANS ARE INTENDED TO PROVIDE THE BASIC CONSTRUCTION INFORMATION NECESSARY TO SUBSTANTIALLY COMPLETE THIS COPYRIGHT, BUSH DESIGN & ASSOCIATES, INC. - 2017PHONE: 972-333-9455EMAIL: ralphbush@hotmail.com1800 VALLEY VIEW #300FARMERS BRANCH, TX 75234SUBMITTAL4/11/2017ENTRADA, WESTLAKEA CATALONIAN VILLAGEBLOCK: E LOTS 1-14XX,XX,XX,XX,XX COMILLAS DRIVEXX,XX,XX,XX,XX,XX COMILLAS COURTXX,XX,XX,XX COMILLAS DRIVESHEETA4.03VARIESSUBMITTAL6/09/201706/09/2017
12636WINDOW SCHEDULEWINDOWTYPECASEMNTUPSTAIRSDOWNSTAIRS2HEIGHTWIDTH2'-6" 3'-6"NOTES2650CASEMNT2'-6" 5'-0"32040FIXED2'-0" 4'-0"ARCHEDHDR HT6'-8"6'-8"14'-8"42040FIXED2'-0" 4'-0" ARCHED16'-4 1/2"52040FIXED2'-0" 4'-0" ARCHED18'-1"62040FIXED2'-0" 4'-0" ARCHED6'-8"72-1640FIXED3'-0" 4'-0" 6'-8"MULLED82850CASEMNT2'-8" 5'-0" 6'-8"3050CASEMNT3'-0" 5'-0" 6'-8"93050FIXED3'-0" 5'-0" 6'-8"10112040FIXED2'-0" 4'-0"14'-1"122040FIXED2'-0" 4'-0" 15'-5"132040FIXED2'-0" 4'-0"16'-9"142040FIXED2'-0" 4'-0" 6'-8"152650CASEMNT2'-6" 5'-0" 8'-0"162040FIXED2'-0" 4'-0" 8'-0"172040FIXED2'-0" 4'-0"13'-11 1/4"182040FIXED2'-0" 4'-0" 18'-1"192650FIXED2'-6" 5'-0" 8'-0"203-2660FIXED7'-6" 6'-0" 8'-0"ARCHED, MULLED212626FIXED2'-6" 2'-6" 14'-0" BLCK OUT223050 3'-0" 5'-0" 8'-0"CASEMNT233050 3'-0" 5'-0" 8'-0"FIXED242-2050 4'-0" 5'-0" 8'-0"FIXEDMULLED, OBSCUREDLITEWIDTH HEIGHT252036FIXED2'-0" 3'-6" 8'-8"262640 2'-0" 4'-0" 8'-0"CASEMNT2222222222222222222222222242322222333222232223233322NOTES:1) ALL GLAZING SHALL BE 3/4" CLEAR GLASS2) ALL FRAME MATERIAL SHALL BE ALUMINUM CLAD WOOD WINDOWS3) WINDOW LITES VARY PER PLAN AND ELEVATION. REFER TO WINDOWSCHEDULE FOR LITE DESIGN4) ALL WINDOW MULLIONS SHALL BE 1-1/8" WIDE.2-14802-20802-268012248026802880DOOR SCHEDULEDOORTYPEINTERIOR345672880STYLEPAIRNOTES-891011122-14802-20802-268020802480268028802880308026802-1680EXTERIORINTERIORINTERIOREXTERIORINTERIORINTERIOR1314151617EXTERIORINTERIORINTERIORINTERIOR18EXTERIOREXTERIOREXTERIORINTERIORINTERIORINTERIORINTERIOR2480EXTERIOR19PAIRFRENCHFRENCHPAIRPAIRPAIRUPSTAIRSDOWNSTAIRS9080O. HEAD20ARCHED3050GATE21ARCHED2880EXTERIOR22A4.03/01-042-2680GATE23ARCHEDWIDTH HEIGHTHDR HT.2'-8" 8'-0"8'-0"8'-0"8'-0"8'-0"8'-0"8'-0"8'-0"8'-0"8'-0"8'-0"8'-0"8'-0"8'-0"8'-0"8'-0"8'-0"8'-0"8'-0"8'-0"5'-0"8'-0"8'-0"4'-0"5'-0"2'-4"2'-6"2'-8"2'-8"2'-8"3'-0"4'-0"5'-0"2'-0"2'-4"2'-4"2'-6"2'-6"2'-8"2'-8"3'-0"9'-0"3'-0"2'-8"5'-0"8'-0"8'-0"8'-0"8'-0"8'-0"8'-0"8'-0"8'-0"8'-0"8'-0"8'-0"8'-0"8'-0"8'-0"8'-0"8'-0"8'-0"8'-0"8'-0"8'-0"5'-0"8'-0"8'-0"243080EXTERIOR ARCHEDA4.03/058'-0"3'-0" 8'-0"THICKNESS1-3/4"1-3/4"1-3/4"2"2-3/8"1-3/4"1-3/4"1-3/4"1-3/4"TOP RAILBOTTOMRAILSTILES5-1/2"9"5-1/2"INSETPANELS3/4"6" 1/2"6" 6"4-5/8"3/4"4-5/8" 8-1/4"4-5/8"3/4"4-5/8" 8-1/4"4-5/8"3/4"4-5/8" 8-1/4"4-5/8"3/4"4-5/8" 8-1/4"4-5/8"3/4"4-5/8" 8-1/4"4-5/8"3/4"4-5/8" 8-1/4"3/4"NOTES:HARDWARE TYPE SCHEDULE1) HARDWARE: TWISTED PUSH/PULL IRON HANDLE FLAT BLACK EMTECK DEAD BOLT, THRESHOLD: 1/8" THICK FLATBAR, DOOR HINGE: STEEL HINGE 7-3/4" LONG W/ 5/8" PIN WITH GREASE2) HARDWARE: BLACK EMTEK RICHMOND HANDLE, THRESHOLD: DARK BRONZE OAK ADJUSTABLE ALUMINUMTHRESHOLD, DOOR HINGE: BUTT HINGE W/ FINIALS3) HARDWARE: RUSTIC LEVER ORB, THRESHOLD: BLACK ALUMINUM, DOOR HINGE: ORB ADJUSTABLE HINGES4) HARDWARE: BLACK IRON, DOOR HINGES: FAUX CAST BLACK ALUMINUM HINGESHARDWARETYPE124333333A4.03/07-09REFER TO ENTRADA DESIGN GUIDELINES FOR FURTHER DETAILED INFORMATION REGARDING THESE PLANSSCHEDULESISSUE LOGDESCRIPTIONDATESCALEDATEBUSH DESIGN & ASSOCIATES, INC.CAN LEGALLY RESULT IN THE CESSATION OF CONSTRUCTION OR BUILDINGS BEING SEIZED AND/ OR MONETARY COMPENSATION TO AND ELEMENTS OF THE DESIGN. UNDER SUCH PROTECTION, UNAUTHORIZED USE OF THESE PLANS, WORK OR HOME REPRESENTED, PROTECTION INCLUDES BUT IS NOT LIMITED TO THE OVERALL FORM AS WELL AS THE ARRANGEMENT AND COMPOSITION OF SPACES 17 U.S.O. AS AMENDED DECEMBER 1990 AND KNOWN AS ARCHITECTURAL WORKS COPYRIGHT PROTECTION ACT OF 1990. THE COPYRIGHTED AND ARE SUBJECT TO COPYRIGHT PROTECTION AS AN "ARCHITECTURAL WORK" UNDER SEC. 102 OF THE COPYRIGHT ACT, MAY CONFLICT WITH SAME, AND MUST BE STRICTLY OBEYED AND FOLLOWED BEFORE AND DURING CONSTRUCTION. THESE PLANS ARE ALL FEDERAL, STATE, AND LOCAL CODES, ORDINANCES, AND RESTRICTIONS TAKE PRECEDENCE OVER ANY PART OF THESE PLANS WHICH COMPLETE ENGINEERING SERVICES, FOUNDATION, HVAC, AND STRUCTURAL, BEFORE BEGINNING CONSTRUCTION OF ANY KIND. NOTE: BEFORE ANY CONSTRUCTION IS COMMENCED OR PURCHASES MADE. IT IS RECOMMENDED THAT THE OWNER OR BUILDER OBTAIN ANY DISCREPANCY, ERROR, AND/OR OMISSION, IF FOUND, IS TO BE BROUGHT TO THE IMMEDIATE ATTENTION OF THE DESIGNER STRUCTURE. THESE PLANS MUST BE VERIFIED AND CHECKED BY THE BUILDER OR THE PERSON IN AUTHORITY OF THIS PROJECT. THESE PLANS ARE INTENDED TO PROVIDE THE BASIC CONSTRUCTION INFORMATION NECESSARY TO SUBSTANTIALLY COMPLETE THIS COPYRIGHT, BUSH DESIGN & ASSOCIATES, INC. - 2017PHONE: 972-333-9455EMAIL: ralphbush@hotmail.com1800 VALLEY VIEW #300FARMERS BRANCH, TX 75234SUBMITTAL4/11/20174/11/2017ENTRADA, WESTLAKEA CATALONIAN VILLAGEBLOCK: E LOTS 1-14XX,XX,XX,XX,XX COMILLAS DRIVEXX,XX,XX,XX,XX,XX COMILLAS COURTXX,XX,XX,XX COMILLAS DRIVESHEETA4.01N/A
1)520&257(6'5,9(/22.,1*:(67
2)520&257(6'5,9(/22.,1*1257+:(67,172&20,//$6
3)520&20,//$6/22.,1*($67)5201257+(175$1&(2)&20,//$6&2857
5)520&20,//$6/22.,1*($67)5206287+(175$1&(2)&20,//$6&2857
Town Council
Item # 6 – Adjournment
Regular Session