HomeMy WebLinkAboutOrd 866 Adopting a revised Fiscal Year 17-18 and new proposed Fiscal Year 18-19 budget TOWN OF WESTLAKE
ORDINANCE NO. 866
AN ORDINANCE OF THE TOWN COUNCIL OF THE TOWN OF WESTLAKE, TEXAS,
REVISING THE BUDGET FOR THE 2017-2018 FISCAL YEAR; ADOPTING THE
BUDGET FOR THE TOWN OF WESTLAKE, TEXAS FOR THE FISCAL YEAR
BEGINNING OCTOBER 1, 2018 AND ENDING SEPTEMBER 30, 2019 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 24, 2018; 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, 2017 and ending September 30, 2018 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, 2018 and
ending September 30, 2019.
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 866
Page 1 of 2
SECTION 5: That a copy of the official adopted 2018-2019 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 24th DAY OF SEPTEMBER 2018.
ATTEST: )T, Wt4) c" ,g-e-4C6
Laura L. Wheat, Mayor
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Kelly Edw&r , Town Secretary Thomas E. Brymer, T n Manager
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Ordinance 866
Page 2 of 2
The Town of Westlake * 1500 Solana Blvd, Suite 7200 * Westlake, Texas 76262 * www.westlake-tx.org
Investing in our Community
DISTINCTIVE BY DESIGN
Investing in our Vision
This page is intentionally blank
PROPERTY TAX VOTE
TOWN OF WESTLAKE
FISCAL YEAR 2018-2019 ANNUAL BUDGET
i
This budget will raise more revenue from property taxes than last year’s adopted
budget by approximately $272,358 (does not include any prior year payments and
penalties), which is a 17.10% increase from last year's budget. The property tax
revenue to be raised from new property added to the tax roll this year is $50,499.
TOWN COUNCIL RECORD VOTE
The members of the governing body voted on the proposal to consider the budget as
follows:
FOR: Alesa Belvedere
Carol Langdon
Rick Rennhack
Wayne Stoltenberg
Michael Barrett
AGAINST: None
PRESENT but abstained from Voting: None
ABSENT: None
PROPERTY TAX RATE COMPARISON
Tax Rate
Adopted
FY 17/18
Adopted
FY 18/19
Property Tax Rate $0.13615/100 $0.15600/100
Effective Tax Rate $0.13615/100 $0.13551/100
Effective Maintenance & Operations Tax Rate $0.12899/100 $0.11152/100
Debt Rate $0.02482/100 $0.02399/100
Rollback Tax Rate $0.17252/100 $0.15618/100
MUNICIPAL DEBT OBLIGATIONS
The total debt obligation secured by property taxes for various projects totals $287,699.
• 2011 CO payment for street projects of $117,796
• 2013 GO Refunding payment of $169,903 for Arts & Science Center construction.
The debt payment for the Science Center was originally paid from the Visitors
Association Fund.
.
ii
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, 2018.
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, 2018
iii
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.
iv
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
THE TOWN OF WESTLAKE
Distinctive by Design
v
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
vi
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 Technician mbown@westlake-tx.org 817-490-5728
M UNICIPAL C OURT
Jeanie Roumell Administrator jrooumell@westlake-tx.org 817-490-5746
Martha Solis Lead Clerk msolis@westlake-tx.org 817-490-5748
Shelby Orasanu Deputy Clerk sorasanu@westlake-tx.org 817-490-5747
Vickie Brown Court Clerk vbrown@westlake-tx.org 817-490-5724
Warren Bradley Judge wbradley@westlake-tx.org 817-490-5746
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
Darcy McFarlane Assistant dmcfarlane@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
Diana Orender Assistant dorender@westlake-tx.org 817-490-5732
Paul Andreason Technician pandreason@westlake-tx.org 817-490-5731
Kory Kittrell Project Manager kkittrell@westlake-tx.org 817-490-5720
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
Duston McCready Network Administrator dmccready@westlake-tx.org 817-490-5749
Ray Workman Coordinator rworkman@westlakeacademy.org 817-490-5751
Mitch Wells Technician mwells@westlakeacademy.org 817-490-5752
The Town of Westlake * 1500 Solana Blvd, Building 7, Suite 7200 * Westlake, Texas 76262
vii
1. EXECUTIVE SECTION
• 01 Transmittal Letter - This section is written to the Town
Council by the Town Manager and provides a high-level
preview of the Town’s budget. The letter helps tie
together the core elements which make up the budget
and illustrates how those elements further the Town’s
goals found within the strategic management system.
• 13 Strategic Plan - The Town has adopted a Strategic
Management System (SMS) which drives the way the
Town conducts its business. The department directors
contribute to the SMS by developing a corporate
business plan and aligning their yearly budget proposals
to that plan.
• 21 Community Profile - This section includes statistical
and supplemental data that describes the Town of
Westlake and its community. It furnishes a valuable
perspective when reviewing budget issues and making
decisions related to allocation of government resources.
The goal is to provide a context for understanding the
decisions incorporated into the budget document.
2. FINANCIAL ANALYSIS
• 45 Budget 101 Overview - This section explains the
meaning behind the numbers which are presented in this
budget document. It gives perspective to the Town’s
budgeting process, basis of budgeting and accounting,
how the budget is amended and the fund accounting
system.
• 71 Financial Summaries and Analysis - This section gives
an analysis between the current year and prior year
budget, as well as the variance explanations. Several
different tables are presented of all fund revenues,
expenditures and fund balance amounts.
• 77 Ad Valorem Property Tax Analysis – A property tax is
an ad valorem tax that an owner of real estate or
property pays on the value of the property being taxed.
• 83 Personnel and Organization - Since salaries make up
the greatest portion of the expenditure budget, it is
logical to apply forecasting techniques that can provide
a true picture of where payroll dollars are headed.
• 95 Long Term Planning - The Long-Range Financial
Forecast takes a forward look at the Town’s revenues
and expenditures in order to identify potential financial
trends, shortfalls, and issues.
3. GENERAL FUND
• 119 General Fund -The Town’s principal operating fund,
which is supported by taxes, fees, and other revenues
that may be used for any lawful purpose. The fund of the
Town that accounts for all activity not specifically
accounted for in other funds. It includes such operations
as police, fire, planning, finance and administration.
o 127 Departmental Summaries
4. ENTERPRISE FUNDS
• 173 Enterprise Funds - GAAP requires state and local
governments to use enterprise fund types to account for
“business-type activities”. These activities include services
primarily funded through user charges. Water and sewer
utilities are common examples of government
enterprises.
o 177 Cemetery Fund
o 181 Utility Fund
5. INTERNAL SERVICE FUNDS
• 189 Internal Service Funds - Internal service funds are
used for operations serving other funds or departments
within a government on a cost-reimbursement basis.
o 193 Utility Major Maintenance
o 197 General Major Maintenance
• 201 Vehicle Major Maintenance - The Vehicle
Maintenance & Replacement Fund (VMR) was created
to provide a mechanism for the long-term repair and
replacement of Town vehicles.
o 209 Utility Vehicle Maintenance
o 213 General Vehicle Maintenance
6. SPECIAL REVENUE FUNDS
• 217 Special Revenue Funds - This section provides a
detailed spending plan for funds which account for
proceeds of specific revenue sources that are legally
restricted for certain purposes.
o 221 Visitors Association Fund
o 225 4B Economic Development
o 229 Economic Development -
o 233 Public Improvement District Fund
o 237 Public Arts Fund
o 241 Lone Star Public Facilities
The Town of Westlake * 1500 Solana Blvd, Building 7, Suite 7200 * Westlake, Texas 76262
viii
7. DEBT SERVICE FUNDS
• 245 Debt Service Funds - This section provides a summary
of the annual principal and interest payments for all
outstanding bonded debt and capital leases. The Town
issues general obligation bonds and certificates of
obligation to provide for the acquisition and construction
of major capital facilities and infrastructure.
o 253 Debt Service Fund 300
o 261 Debt Service Fund 301
8. WESTLAKE ACADEMY FUND
• 265 Westlake Academy - This fund was incorporated into
the Town’s budget beginning in FY 2010-11. Westlake
Academy opened its doors in September 2003 when the
Town of Westlake officials took advantage of the State of
Texas’ acceptance of chartered schools and thus,
became the first and only municipality in the state to
receive a chartered school designation.
9. CAPITAL PROJECT FUNDS
• 281 Capital Projects - The Capital Projects funds are used
to account for financial resources to be used for the
acquisition or construction of major capital facilities
(other than those financed by proprietary fund types).
o 285 Municipal Facilities Project Fund
o 289 Capital Project Fund
o 295 Westlake Academy Expansion
10. CAPITAL IMPROVEMENT PLAN
• 301 Capital Improvements Program - This section includes
a listing of projects for the current year as well as projects
that are planned for implementation over a five-year
period. Town staff plans for a five-year period, but has
also identified several projects that cannot be addressed
given funding limitations.
o 305 Funded Capital
o 327 Unfunded Capital
11. MUNICIPAL POLICIES
• 341 Fiscal and Budgetary Policies - 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.
• 359 Investment Policy - It is the policy of the Town of
Westlake that the administration of its funds and the
investment of those funds shall be handled as its highest
public trust.
• 365 Employee Pay Plan Policy - The purpose of this policy
is to set out the philosophy, purpose, and intent of the
Town of Westlake’s pay system for municipal employees.
12. APPENDIX
• 373 Ordinance to Adopt the Budget
• 375 Ordinance to Adopt Property Tax Rate
• 378 Glossary
• 384 Acronyms
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This section is written to the Town Council
by the Town Manager and provides a
high-level preview of the Town’s Budget.
The letter helps tie together the core elements
which make up the budget and illustrates how
those elements further the Town’s goals found
within the strategic management system.
Transmittal Letter
1
Section 1 Executive
Transmittal Letter
September 24, 2018
Honorable Mayor and Town Council:
On behalf of the Town of Westlake’s Department Directors and our staff teams, I am pleased to
present the Proposed FY 2018-19 Budget for the Town Council’s consideration. This year’s budget
theme is “Investing in our Community. Investing in our Vision”. For the past several budget seasons,
we have identified a theme to help communicate the budget message along with the measured
growth and development of our community. Shown below are the most recent themes:
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.
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.
FY 2014-15
“COMMUNITY GROWTH ON THE HORIZON”
Recognizing the growth that was about to occur and identifying ways to
address potential expansions.
In keeping with this tradition, we have identified this year’s theme as a continuation of the impact
development has had in Westlake and the need to reinvest in the community to ensure we
maintain our values and provide exceptional customer service.
2
Section 1 Executive
Transmittal Letter
I. Recent Trends & an Overview of our Community
As mentioned previously, our community continues to experience growth as evidenced by
increased interest from prospective stakeholders looking to call Westlake ‘home’. This places us in a
pivotal position to help shape the future of the Town in keeping with our Comprehensive and
Strategic Plans and directives from the Council. We have been fortunate to recently partner with
Charles Schwab to locate a regional facility within our community and have approved a new
residential development, “The Knolls” along Solana Boulevard. These improvements, paired with our
new Fire – EMS station continue to place us on a path of development, which has been carefully
managed to support the Council’s Vision for our municipality.
The adherence to our community values, Vision statement, Comprehensive Plan, stakeholder
feedback, and distinctive design standards have helped create a community that is reflective of
our newly presented municipal tagline – “Distinctive by Design”. Our budget theme for this fiscal
year further supports those efforts through recommended reinvestment in our service delivery
methods, community, vision, infrastructure, and our staff teams.
II. Our Value Proposition
Westlake’s value proposition is found in the excellent municipal and academic services that are
provided to our residents – all at an exceptional price! We have historically maintained the lowest
ad valorem tax rate in the Metroplex and should the Council adopt the proposed rate, we will
remain in the bottom 5% of rates across the state of Texas.
Our community has high expectations for service delivery – both in accessibility, responsiveness,
financial stewardship, amenities, distinctive developments, open spaces and education. Those
points are born out in the results we receive in our DirectionFinders citizen surveys, through our
Parent surveys, and in the academic achievements of our students. In order to maintain the high-
quality services our stakeholders expect, this budget recommends an Investment in our Community
and an Investment in our Vision through:
• Our people and our daily service delivery
• Our infrastructure
• Our exemplary school
III. Challenges and Fiscal Indicators
Challenges remain for us as we look out over the next several years to maintain the value
proposition found within Westlake. The areas of focus for our organization during the coming year
will include: continued oversight of proposed and in-progress development projects, mobility, fiscal
stewardship, enhanced communications with our residents, the continued safety and security of
our community, and overall regional growth. This approach will assist us in providing a firm
foundation for service delivery and protect the vision the Council established for Westlake.
3
Section 1 Executive
Transmittal Letter
Some of our local challenges include:
Traffic Demands for Mobility both within Westlake and throughout the region – As our community
evolves staff will keep a close eye on partnerships and/or opportunities that will help foster mobility
within the community without compromising the design standards and expectations of our
residents. East / West traffic continues to be an area of concern along with the ability of our
surrounding highway capacity for transient vehicles.
Population growth in both commercial and residential communities – since the inception of a
professional staff team in 2001, our daytime population has increased by an estimated 316%, while
our permanent (nighttime) population has increased by 337%. Both of these factors cause an
increased drive for service delivery and impact the way our community develops. It is important
that we continue to monitor our growth trends and focus on delivering the high quality services our
residents expect.
Focus on both residential and commercial developments to comply with our design standards –
with the new commercial development of Charles Schwab and the progress being made in the
Entrada mixed-use development, staff will continue to work to ensure we are creating and
maintaining the relationships necessary to bring these projects to life as the Council has directed. In
the residential arena, we have The Knolls that we expect to break ground in the next fiscal year
and we will work with the developer on this project.
As we look to regional or state issues and opportunities, we will monitor these issues among others:
Pending ad valorem property tax cap proposed by the Governor – as presented, the proposal
would restrict the Council’s ability to respond locally to the needs of our community. Staff will
continue to monitor any legislation put forward for consideration and advise both the community
and the Council as updates or changes occur.
Water usage and demand – our staff team will continue to work with the city of Southlake and the
Trophy Club MUD to address the new meter station challenges to bring this project to a close. We
will also be working on the Phase 2 waterline construction that will help secure our current and
future water needs for Westlake.
IV. Budget Preparation and Recommendations
With the presentation of the budget, staff is recommending an increase in the ad valorem
assessment from the effective rate of $0.13551 to $0.15600. The additional revenue generated,
should the Council approve the increase, would help balance our on-going expenditures with our
on-going revenue.
The proposed budget would fund our current levels of service without any significant expansion in
costs to the General Fund, which are not mandated by the state, required through contractual
obligations, or self-funded. Staff also performed an in-depth review of the budget to ensure that
we had identified all revenue streams and minimized the impact of commitments to the General
Fund. The table below indicates the majority of our categories are:
4
Section 1 Executive
Transmittal Letter
Expenditures On-going One-time Total
Payroll & Related $ 276,422 $ 61,439 $ 337,861
Service Level Adjustments 14,504 14,504
Facility Related 261,853 261,853
Development Related 335,510 335,510
Miscellaneous 65,000 65,000
Grand Total $ 552,779 $ 461,949 $ 1,014,728
- Payroll costs reflect an increase based on our annual salary survey and Council policy
- On-going Service Level Adjustments (SLA’s) which are minimal (less than $15K)
- Lease costs for Town Hall space booked for the full fiscal year and increased maintenance
costs for the new Fire-EMS facility
- Development costs identified and proposed for funding through one-time money
As contained in Council policy, the majority of the revenue funds that would be considered one-
time in frequency are transferred out to the Conduit Funds we use to help provide for the
replacement of vehicles, address any major maintenance and repairs, or to fund projects in our
Capital Improvements Program (CIP). The proposed budget would retain approximately $335,500
of the anticipated one-time revenue to cover costs associated with development and inspection
fees that are also considered one-time or infrequent in nature.
As a staff team, we believe the proposed budget positions us to continue to meet the service level
expectations of the Council and our stakeholders. Our organization provides an excellent array of
municipal and academic benefits for those who call Westlake ‘home’ through the utilization of our
financial policies, strategic plan, Comprehensive Plan and feedback from our community. All while
supporting the vision the Council has set for the community.
That vision is:
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.
My thanks to our Councilmembers, our great Leadership Team and Finance Department staff for
their commitment to Westlake in helping to ensure our community is “Distinctive by Design”.
Thomas E. Brymer
Town Manager
5
Section 1 Executive
Transmittal Financials
FUND BALANCE CHANGES BY FUND TYPE
On behalf of the Senior Leadership Team and all Westlake staff members, I am presenting the
Fiscal Year 2018-19 budget document for the Council’s consideration as follows:
Projected
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 $ 9,216,613 $ 12,313,609 $ 12,064,992 $ 9,465,231 42% $ 248,618 3%
Enterprise Funds 400,739 7,540,741 6,364,008 205,060 1% 1,176,733 294%
Internal Service Funds 1,570,999 1,503,545 1,079,475 1,995,069 9% 424,070 27%
Special Revenue Funds 1,175,308 2,835,410 2,884,218 1,126,499 5% (48,808) -4%
Debt Service Funds 30,821 2,662,779 2,693,600 - 0% (30,821) -100%
Capital Projects Funds 7,202,555 4,643,614 4,676,681 7,169,488 32% (33,067) 0%
Municipal Total 19,597,035 31,499,699 29,762,974 21,333,760 94% 1,736,725 9%
Academic Funds 997,046 8,644,100 8,382,199 1,258,947 6% 261,901 26%
TOTAL $ 20,594,078 $ 40,143,799 $ 38,145,173 $ 22,592,704 100% $ 1,998,626 10%
The FY 2018-19 budgeted expenditure amount totals $38,145,173 for all funds
• Fund balance shows a 10% increase of $1,998,626 from the prior year estimated.
o Academic funds reflect a 26% increase of $261,901
o Municipal funds reflect a 9% increase of $1,736,725 and include planned use of
fund balance of $112,696.
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
FY18-19 budget shows a 7% increase of $1,302,440.
ESTIMATED
FY 17/18
ADOPTED
FY 18/19
Change
Amount
Change
Percent
Payroll & Related $ 4,208,369 $ 4,495,731 $ 287,362 7%
Operating Expenditures 13,291,438 14,306,516 1,015,078 8%
TOTAL $ 17,499,807 $ 18,802,247 $ 1,302,440 7%
6
Section 1 Executive
Transmittal Financials
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 2018-19.
FY 17-18
Estimated
FY 18-19
Adopted
FY 19-20
Projected
FY 20-21
Projected
FY 21-22
Projected
FY 22-23
Projected
Total Revenues 9,304,946 12,313,609 9,581,327 9,766,546 10,146,508 10,407,058
Total Expenditures (10,330,613) (12,064,992) (11,130,004) (11,055,456) (11,087,180) (11,256,827)
NET CHANGE TO FUND
BALANCE (1,025,667) 248,618 (1,548,677) (1,288,910) (940,672) (849,769)
Beginning Fund Balance 10,242,277 9,216,610 9,465,228 7,916,551 6,627,641 5,686,969
Ending Fund Balance 9,216,610 9,465,228 7,916,551 6,627,641 5,686,969 4,837,200
Restricted/Committed/Assigned 304,504 304,504 304,504 304,504 304,504 304,504
Unassigned Ending Balance 8,912,106 9,160,724 7,612,047 6,323,137 5,382,465 4,532,696
Operating Expenditures 9,270,948 9,543,216 9,935,220 10,022,424 10,156,770 10,326,417
Operating Cost per Day 25,400 26,146 27,220 27,459 27,827 28,292
Operating Days 351 350 280 230 193 160
G ENERAL S ALES AND USE T AX
• Budgeted to be $3,900,000. This reflects an 11% increase of $389,500 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.
AD VALOREM PROPERTY TAX
This Town has assessed a property tax since FY2011-12. The ad valorem tax rate per $100 of
assessed valuation is proposed to increase by $0.01985 for the FY 2018-19 to the proposed
tax rate of $.15600 (just under the calculated
rollback rate of $.15618).
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.
FY 17/18
Adopted
Tax Rate
FY 18/19
Adopted
Tax Rate
Change
Amount
M&O $ 0.11133 $ 0.13201 $ 0.02068
I&S $ 0.02482 $ 0.02399 $ (0.00083)
$ 0.13615 $ 0.15600 $0.01985
7
Section 1 Executive
Transmittal Financials
This budget will raise more revenue from property taxes than last year’s adopted budget by
approximately $272,358 which is a 17.10% increase from last year's budget. The property tax
revenue to be raised from new property tax roll this year is $50,499.
The total debt obligation secured by property taxes for various projects totals $287,699.
• 2011 CO payment for street projects of $117,796
• 2013 GO Refunding payment of $169,903 for Arts & Science Center construction. The debt
payment for the Science Center was originally paid from the Visitors Association Fund.
Based on July 2018 certified values, the Town’s “net taxable value” increased by
$68,089,024 over the prior year adjusted information for FY 17-18.
This is attributable to
• 11% increase in residential
• 1% increase in commercial
• 3% increase in personal
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 $843,895
• This represents a 0.5% increase of $4,550 from prior year estimated revenues.
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 and other sources are budgeted to be $7,522,501
• This represents a 53% increase of $2,606,326 from prior year estimated revenues.
8
Section 1 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.
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 $ 9,710,979 $9,243,527 $467,452
Percent 95% 5%
EXPENDITURES $ 4,626,898 $4,117,519 $509,379
Percent 89% 11%
NET CHANGE $ 5,084,080 $5,126,009 $(41,925)
9
Section 1 Executive
Service Level Adjustments
SERVICE LEVEL ADJUSTM ENTS BY PERSPECTIVE
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
$947,016 $947,016
100%
$0
0%
FINANCIAL STEWARDSHIP
Outcome Objectives:
• Increase Financial Capacity & Reserves
• Increase Revenue Streams
$9,710,979 $9,243,527
95%
$467,452
5%
MUNICIPAL AND ACADEMIC OPERATIONS
Outcome Objectives:
• Maximize Efficiencies & Effectiveness
• Encourage Westlake’s Unique Sense of Place
• Increase Transparency, Accessibility & Communications
$269,827 $35,000
13%
$234,827
87%
PEOPLE, FACILITIES AND TECHNOLOGY
Outcome Objectives:
• Attract, Recruit, Retain, Develop Quality Workforce
• Improve Technology, Facilities & Equipment
• Optimize Planning & Development Capabilities
$3,410,055 $3,135,503
92%
$274,552
8%
NET CHANGE $5,084,080 $5,126,009 $(41,925)
10
TOTAL AMOUNT ONE-TIME ON-GOING
Sales & Use Tax 10.8%$1,050,000 $1,050,000 $0
Property Tax 3.8%$368,126 $0 $368,126
Building Permits and Fees 22.7%$2,206,393 $2,206,393 $0
Permit Fees Utility 1.0%$99,326 $0 $99,326
Other Sources 61.7%$5,987,134 $5,987,134 $0
$9,710,979 $9,243,527 $467,452
percentage 95%5%
TOTAL AMOUNT ONE-TIME ON-GOING
Market Adjustment 4.1%$191,314 $0 $191,314
Performance Pay 1.1%$50,000 $50,000 $0
Additional Positions 0.6%$26,296 $0 $26,296
Other Employee Changes -1.0%-$47,670 $11,439 -$59,109
TOTAL $219,940 $61,439 $158,501
percentage 28%72%
Debt Payments 18.7%$865,105 $807,529 $57,576
Economic Development 4.3%$200,000 $200,000 $0
Payroll Transfers 1.5%$67,284 $0 $67,284
Rent & Utilities 3.2%$149,543 $0 $149,543
Services 2.4%$110,500 $92,500 $18,000
TOTAL $1,392,432 $1,100,029 $292,403
percentage 79%21%
Capital Projects 47.1%$2,177,051 $2,177,051 $0
Capital Outlay 0.1%$5,000 $5,000 $0
M&R Projects 18.0%$832,475 $774,000 $58,475
TOTAL $3,014,526 $2,956,051 $58,475
percentage 98%2%
4,626,898$ 4,117,519$ 509,379$
percentage 89%11%
TOTAL AMOUNT ONE-TIME ON-GOING
$5,084,080 $5,126,009 -$41,925
percentage 101%-1%
TOTAL AMOUNT ONE-TIME ON-GOING
Customers, Students Stakeholders $947,016 $947,016 $0
Financial Stewardship $9,710,979 $9,243,527 $467,452
Municipal/Academic Operations $269,827 $35,000 $234,827
People/Facilities/Technology $3,410,055 $3,135,503 $274,552
$5,084,080 $5,126,009 -$41,925
percentage 101%-1%
SERVICE LEVEL ADJUSMENT TYPE
Payroll & Related Costs
Operating Expenditures
Capital Projects
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
Revenues
SUMMARY of ALL SLA FUND CHANGES
SERVICE LEVEL ADJUSMENT TYPE
does not include transfers in
BY GENERAL LEDGER ACCOUNT TYPE
TOTAL ALL REVENUES
11
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12
The Town Council and staff utilize the “Balanced
Scorecard " method to implement and review our
existing strategic framework, along with the
mission, vision, and values statement of the Town.
The balanced scorecard system is designed to
communicate our strategy throughout the
organization/community with our stakeholders,
align our daily work activities to the overall vision,
serve as the framework for prioritizing services,
and utilize performance measures to evaluate our
successes and opportunities.
Strategic Planning and
Management System
13
Section 1 Executive
Strategic Plan
BALANCED SCORECARD
STRATEGIC PLANNING & MANAGEMENT SYSTEM
The Town Council and staff utilize the “Balanced Scorecard " method to implement and review our
existing strategic framework, along with the mission, vision, and values statement of the Town. The
balanced scorecard system is designed to communicate our strategy throughout the
organization/community with our stakeholders, align our daily work activities to the overall vision,
serve as the framework for prioritizing services, and utilize performance measures to evaluate our
successes and opportunities.
The Balanced Scorecard is a strategic planning and management system that is used extensively in
business and industry, government, and nonprofit organizations worldwide to align business
activities to the vision and strategy of the organization, improve internal and external
communications, and monitor organization performance against strategic goals.
In short, it is a tool that businesses use to ensure that their work meets their goals in a measurable
way by connecting organizational strategy to the work people do on a day-to-day basis, i.e. “You
said…we did…”
The graphic at the right illustrates the Balanced
Scorecard approach and the following pages of this
section demonstrate how Westlake has aligned with
this framework.
Components include the
o Vision, Mission, Values
o Perspectives
o Themes and Results
o Strategic Objectives
o Measures and Targets
o Strategic Initiatives
Each element is critical to the success of the
municipality and helps us evaluate and
communicate our performance.
Upon review of the existing mission and vision
statements, the Council provided feedback to the
Town staff and requested an updated version for
review. Staff reviewed the previous version and
created a more succinct statement that identifies the unique service programs, describes our
commitment to personal customer service, and outlines the financial stewardship component,
which is important to our community. After the staff analyzed the Town’s strengths/weaknesses, as
well as the opportunities/threats we face (SWOT), the information was presented to the Council
during a retreat in May of 2013. The following was created as a result of the discussions in 2013
along with annual review as necessary.
14
Section 1 Executive
Strategic Plan
MISSION
The mission statement describes what
must be done to achieve the adopted
vision. Town Council has adopted the
following Mission statement for the Town:
VISION
The town’s vision statement outlines what
we strive to be. Upholding such a
statement is a task that requires effort on
multiple levels. The balanced scorecard
system will help ensure that the Vision of
the Town remains true in years to come.
VALUES
Driving how the Town accomplishes its work are our corporate values. These are the principles that
we hold important and standards by which the Town operates. These values, as adopted by the
Town Council, and are designed to guide staff in their day to day work and the Council as it
conducts its business:
INTEGRITY-DRIVEN GOVERNMENT
Transparent Innovation
Sense of Community Fiscal Responsibility
Strong Aesthetic Standards Educational Leaders
Informed & Engaged Citizens Family Friendly & Welcoming
Preservation of our Natural Beauty Planned Responsible Development
STRATEGIC PERSPECTIVES
A Perspective is a view of the Town from a specific vantage point. Four basic perspectives are
traditionally used to encompass a Balanced Scorecard organization’s activity. The Town’s business
model, which encompasses mission, vision, and strategy, utilizes the four Perspectives as a
framework: A balanced scorecard is divided into four unique perspectives that help the Town
focus on the strategy that has been aligned to the vision and mission for our community.
“Westlake is a unique community blending preservation
of our natural environment and viewscapes, while
serving our residents and businesses with superior
municipal and academic services that are accessible,
efficient, cost-effective, and transparent.”
“An oasis of natural beauty that maintains our open
spaces in balance with distinctive developments, trails,
and quality of life amenities amidst an ever-expanding
urban landscape.”
15
Section 1 Executive
Strategic Plan
The four perspectives of the plan, which were customized by the Council, are as follows:
Citizens, Students,
and Stakeholders:
Financial
Stewardship:
Municipal and
Academic Operations:
People, Facilities,
& Technologies:
viewed through the eyes
of our customers and
stakeholders
Financial oversight;
effective use of resources
focuses on processes that
create value for the
customers and
stakeholders
involves, work culture,
innovation, leadership,
governance, tools and
technology necessary to
provide services
STRATEGIC THEMES AND RESULTS
The Council grouped this information along with the major components of our previous strategic
plan and ranked the importance of the concepts according to each area of concern. The final
activity involved the formation of our “strategic themes” for the municipal services.
Town staff then constructed strategy
maps for each theme, identified a
strategic result, populated the maps
with strategic objectives and created
an objective commentary document.
All of this sets the framework for a
comprehensive Tier One map for the
municipal program of services. The
current Balance Scorecard was
adopted by Council in September
2014.
The Town Council has worked closely with staff to adopt a management system based on the
Balanced Scorecard framework. This was developed to help the Town direct its own destiny rather
than allow future events to do so. Through sound business principles the Town is able to provide
services more effectively to the citizens of Westlake, increasing both efficiency and customer
satisfaction.
Ultimately, it guides the way the Town does business and helps us determine how we should invest
our time and resources. In the budget process, this allows for increased transparency, clarity, and
accountability, providing the Town a framework for demonstrating results. The continued quality
and success of this community does not happen without the diligent effort of a committed team of
residents, businesses, community leaders, and staff. Years of consistent planning and strategic
thinking has brought Westlake where it is today.
OBJECTIVES AND PERFORMANCE MEASURES
Performance measures hold government departments accountable. While allowing them to
recognize their successes and adjust programs of service that are under performing. Because
performance measures are determined according to the Strategy Map, it becomes evident how
each department aligns with Town goals, and how well departments are meeting the expectations
set by the Strategy Map.
Natural Oasis Preserve and maintain a perfect blend of
the community’s natural beauty.
Exemplary Service
& Governance
We set the standard by delivering
unparalleled municipal and educational
services at the lowest cost.
High Quality
Planning, Design,
& Development
We are a desirable, well planned, high-
quality community that is distinguished by
exemplary design standards.
Exemplary
Education
Westlake is an international educational
leader where everyone’s potential
is maximized.
16
Section 1 Executive
Strategic Plan
PERSPECTIVES OBJECTIVES PERFORMANCE MEASURES
Citizens,
Students,
And
Stakeholders
Preserve Desirability
& Quality of Life
• Alignment between comp plan, zoning & dev. Regulations
• Ratio of exemplary schools in/around Westlake
• Enrollment composite (capacity vs. wait list)
• Student successes from WA
• Direction Finder survey results
Increase
CSS
Satisfaction
• Attrition rate
• Average length of time residents live in Westlake
• Percentage of leavers (all)
• External validation points (awards per year)
• Direction Finder survey results
• Percentage of violations issued to residents due to failure to
meet development/code requirements
Financial
Stewardship
Increase Financial
Capacity & Reserves
• Fund Balance
• Quarterly financial report data
Increase
Revenue Streams
• Local revenue monitoring
• Percent of revenues budgeted
Municipal
And
Academic
Operations
Maximize Efficiencies
& Effectiveness
• Percentage of time spent on Q2 planning and
implementation
• Number of policies and procedures updated/passed
(quarterly)
• Number of internal processes reviewed and updated each
quarter
Encourage
Westlake’s Unique
Sense of Place
• Percentage of first submission plans that meet
environment/development goals
• Percentage of CSS participation events/meetings
Increase Transparency,
Accessibility &
Communications
• Increased survey completion (All)
• Direction Finder survey (effectiveness of town
communications, effort to keep residents informed,
opportunities for public input and availability of town records.
• Email/website statistics
People,
Facilities,
and
Technologies
Attract, Recruit, Retain
& Develop the Highest
Quality Workforce
• Percentage of qualified candidates within applicant pools
• Time to fill positions
• Percent of increased competency specific
• Employee turnover rate
• Employee satisfaction results
Improve Technology,
Facilities & Equipment
• Overtime vs. Comp time
• Critical infrastructure downtime
• Cost of repairs vs. replacement costs
• Projected CSS growth
Optimize Planning &
Development Capabilities
• Direction Finder survey results
• Percentage of deadline compliance
These performance measures help determine the quantity and quality of our work, as identified in
our plans. We consistently evaluate our work and review our performance quarterly because we
firmly believe that what gets measured gets done.
17
Section 1 Executive
Strategic Plan
In addition to monitoring these performance measures, the Town of Westlake also desires the
opinion of its citizens. Every two years Westlake undertakes a broad citizen survey designed to
measure government performance and to gauge the current and future needs of residents. This
survey is an incredibly useful tool within the strategic management system, and it allows Town
services to be tailored based upon citizen attitudes. Westlake’s performance measures are
evolutionary and undergo on-going review.
As we improve our ability to gather and mine data about our work, we will be able to add
performance measures to the departmental business plans as a gauge of success. These
departmental efficiency and effectiveness measures will be grouped with the appropriate
outcome objective then fed into the Town-wide scorecard to give an overall picture of the Town’s
performance.
As the Town continues to develop these scorecards, measurement units, data sources, and targets
will be refined. Through quarterly performance reviews, departmental performance is documented.
Trends are also tracked over time through budget documents.
TOWN OF WESTLAKE STRATEGY MAP
Citizens,
Students &
Stakeholders
Financial
Stewardship
Municipal &
Academic
Operations
People,
Facilities &
Technology
Attract, Recruit, Retain & Develop the Highest Quality Workforce
Improve Technology, Facilities & Equipment
Maximize Efficiencies & Effectiveness
Optimize Planning & Development Capabilities
Preserve Desirability & Quality of Life
Increase CSS Satisfaction
Increase Revenue Streams
Increase Financial Capacity / Reserves
Encourage Westlake’s Unique Sense of Place
Increase Transparency Accessibility & Communications
18
Section 1 Executive
Strategic Plan
WESTLAKE’S STRATEGIC DEVELOPMENT / BUDGET CYCLE
Establishing a link between a Town’s strategy and budget is fundamental to effective public
budgeting. Westlake works hard to connect the strategy management system to the budget process.
Incorporating the Strategy Map into resource allocation decisions ensures the Town budget reflects the
priorities of the Town Council. The illustration below depicts the annual process of developing the
Town’s budget. As the Budget Cycle illustration indicates, the process never ceases.
Open Municipal fiscal year and Implement
Budget Prepare for Municipal audit
Academic budget submitted to GFOA
External auditors begin work on Academic
audit
Municipal budget submitted to GFOA
External auditors begin Municipal audit
1st quarter financials compiled
Present Academic Audit to Board
Municipal CAFR submitted to
GFOA
Academic Budget Kickoff
Present Municipal CAFR to
Council
O
C
T
N
O
V
D
E
C
J
A
N
F
E
B
M
A
R
• Elections
• CIP Planning
• Council Planning Retreat
• Roundtable review of proposed Municipal Budget
• Continued review of Academic Budget
• 3rd quarter financials compiled
• Continued review of Municipal and Academic
Budgets
• Proposed Municipal budget presented to Council
• Academic Budget Adopted
• End of Academic fiscal year
• Adopt Municipal budget
• End of Municipal fiscal year
• Open Academic fiscal year and Implement budget
J
U
N
J
U
L
A
P
R
CAFR Reporting and Strategic Planning
Budget Development
• Municipal Budget Kickoff
• 2nd quarter financials compiled
• Municipal PAFR submitted to GFOA
A
P
R
A
U
G
S
E
P
19
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20
This section includes statistical and
supplemental data that describes the Town
of Westlake and it’s community.
It furnishes a valuable perspective when
reviewing budget issues and making decisions
related to allocation of government resources.
The goal is to provide a context for
understanding the decisions incorporated
into the budget document.
Westlake Community Profile
21
Section 1 Executive Community Profile
INTRODUCTION
Westlake is in the LONE STAR STATE OF TEXAS and is known as the place where the cross timbers meet
the prairie. Westlake holds tales of settlers from the Peters Colony, Indian treaties signed by Sam
Houston, tremendous archaeological treasures, and some of the oldest settlements in North Texas.
In the perspective of Texans, it conjures images of
crystal rivers fed from designer spring waters,
oak trees dipped in Spanish moss and prairies
awash in bluebonnets. Wildlife in all its forms
and a rich history embroiders the tapestry.
Other geographical regions mark the coast, the
mountains and basins, the piney woods, the prairies
and plains, the Trans-Pecos region, but all seem tied
to the historical umbilical cord of the Cross Timbers Hill
Country.
Westlake is an oasis of natural beauty that
maintains open spaces in balance with distinctive
development, trails, and quality of life amenities
amidst an ever-expanding urban landscape.
Nestled in the DFW Metroplex, Westlake is a Gold
Level Scenic City and home to many small
independent businesses and several corporate
campuses
Distinctive developments and
architecturally vibrant
corporate campuses find
harmony among our meandering
roads and trails,
lined with native oaks and stone walls.
We are leaders in education, known for
our innovative partnerships between the
Town –operated Charter school and
our corporate neighbors.
We strive to maintain strong aesthetic standards and preserve
the natural beauty in our town. Hospitality finds its home in
Westlake, as a community, we are family friendly, welcoming, fully
involved and invested in our rich heritage, vibrant present and exciting,
sustainable future.
22
Section 1 Executive Community Profile
LOCATION
Westlake is conveniently located between DFW Airport and Alliance Airport, on the south side
of State Highway 114, providing quick, easy access to all areas of the Dallas-Ft. Worth
Metroplex.
The unique location of Westlake is ideal for
many of its major corporate campuses and
residential communities. A common ideal
shared by our corporate and individual
residents is their support of the existing
character and charm of the community as
well as a commitment to excellence in new
development.
HISTORY OF WESTLAKE
The region has always been known for its natural bounty, its
trade value, and its wonderful people. The Town of Westlake
and northeast Tarrant County has maintained that distinction
over the years, becoming one of the most desirable and
sought-after places to live in America.
Early Settlers… 1847
The Town of Westlake was settled by Charles and Matilda
Medlin when they arrived in the area with about 20 other
families in 1847. They initially settled along Denton Creek but
moved south to higher ground after weathering ferocious
floods from the creek. Until 1997, the three-story Medlin barn
was a local historic landmark. When it had to be removed,
after what was believed to be 130 years of use, for safety
concerns. Legends include those of Sam Bass and Bonnie
and Clyde hiding in the barn.
The 1870’s…
Dove Road was the cardinal road between
Grapevine and Roanoke. The road took its name from
the Dove Community which was located between the
two towns. Dove Road originated in the 1870’s and
got its name from the Lonesome Dove Baptist Church
located in the community.
23
Section 1 Executive Community Profile
The 1930’s…
In the late 1930s, Ted Dealey, turned his attention to a lush and untouched piece of the Cross Timbers
region. It was there he built a stunning country place designed by prominent architect, Charles
Dilbeck. This place was known as the 220 Ranch. The Dealey Home, which has been relocated to a
new location off Dove Road, is now known as Paigebrooke Farm.
The 1940’s – 1950’s
It was late in the 1940’s after World War II, at about the
same time that Dealey built his home, that Circle T Ranch
had its beginnings with J. Glenn Turner. He used the
place to raise and train Tennessee Walking horses, and as
a retreat and showplace. Circle T Ranch was expanded
throughout the 1950’s to approximately 2,300 acres.
In 1955, there were rumors of an attempt to annex Circle
T Ranch; as a defensive move, J Glenn Turner organized
the neighboring ranches and homeowners in the
surrounding community into forming their own city.
On the 27th day of December in1956, citizens attended a meeting to declare the Town of Westlake
into existence thru incorporation and to swear in the first Board of Aldermen. The area included
what is known today as Westlake, plus the area north, to the northern shore of Denton Creek. This
northern land was annexed from Westlake and formed the town of Trophy Club in the 1970’s. The
Town of Westlake has changed much since its original incorporation in 1956. During the early years,
our mayor and board members met to discuss town business in the comfort of each other’s living
rooms – an interesting contrast to how our town operates today.
The 1970s …
In the early 1970’s, the state decided to name one of Westlake’s well-known streets after the person
who was living in the first house on the road. That person was J.T. Ottinger. Also in the early 1970s,
Houston developer and professional golfer Ben Hogan approached Westlake about building a golf
course, country club, and a housing development. In 1973, Westlake de-annexed what is now
known as the Town of Trophy Club, clearing the way for the upscale housing development and golf
course.
The 1960’s…
In 1969, the Circle T Ranch was purchased by
oil millionaire Nelson Bunker Hunt. The ranch
became known for its glamorous parties
attended by celebrities from all over the world.
24
Section 1 Executive Community Profile
The 1980’s …
In the mid-1980s, IBM built Solana, the multi-use office
complex. IBM maintained a large presence for over
10 years. At that time, several of the office buildings
became available for use by other corporations.
Eventually, IBM sold its partnership interest.
The 1990’s …
In 1989, Nelson Bunker Hunt declared
bankruptcy and the Circle T Ranch was
purchased by Ross Perot Jr. in 1993. In 1997,
to the dismay of residents, there was an
attempt to dissolve the Town of Westlake.
Many court battles, including appeals to the
Texas Supreme Court, were waged as
emotions rose. Ultimately Town leadership
prevailed. In 1999, the Town hired the first
professional manager to oversee operations.
2000 The Westlake Historical Preservation Society was established for the purpose of recording and preserving
the rich history of the Town of Westlake.
2002 VIP’s and residents of Westlake gather at the site of the new Westlake Academy to help raise the first
wall of the school. Westlake approved the purchase of the first fire truck and ambulance. Westlake
Historical Preservation Society holds the first Annual Decoration Day on Memorial Day. Westlake
Academy opens.
2006 Celebrations began to commemorate the 50th anniversary of the incorporation of Westlake in December
1956.
2007 The Town of Westlake dedicated and sealed a time capsule containing a variety of special items. This
time capsule will remain sealed until September 8, 2057, during the town's 100th anniversary
celebration.
2009 Deloitte University announces Westlake as the site for its $300 million learning and leadership center.
Westlake Academy Arts & Sciences Center was completed.
2010 Westlake’s first gas well was successfully drilled in Solana.
2011 New retail growth began along the Town’s western boundary with construction of a new Quick Trip
convenience store and a Centennial Fine Wine & Liquor store.
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Section 1 Executive Community Profile
2013 The Town’s open enrollment charter school, Westlake Academy, completed its 10th year of operations.
Completed construction on the State’s $15 Million Phase 1 FM 1938 project.
2014 Installation of a secondary ground storage water tank. Completed Phase I expansion construction of
three buildings on the Westlake Academy campus that will accommodate new students.
2015 Work began on Granada, a new 84 home housing development, and Entrada, a mixed-use development
modeled after historic villages in Spain.
2016 Charles Schwab Corporation, working with major Westlake land owner and developer Hillwood
Properties, announced their intention to build a regional headquarters which will be adjacent to a mixed-
use development that Hillwood will develop located near the intersection of SH170 and SH114.
2017 In July 2017 the Municipal staff move into new office space at the Terrace.
2018 In November 2017 the Fire-EMS Station Groundbreaking event was held on November 9th.
HISTORIC PRESERVATION
There are few gifts more taken for granted than our heritage. We’ve all kept the old photographic
albums or maybe even been fortunate enough to have recovered a piece of wood from the house
our great-grandmother was born in. Apart from the relics and stories passed down from generation
to generation, there is little effort made in today’s frantic world to preserve and protect our
community heritage. As we grow older, few of us have not paused on occasion and wished that
certain memories could somehow be crafted and professionally woven into a legacy rather than
relegated to the yellowing pages of the picture album.
With such thoughts in mind, The Westlake Historical Preservation Board was created to discover,
preserve and perpetuate the history of our town and region that is, after all, composed of family
histories. We owe a debt of gratitude to the local volunteers whose work reflects the fact that our
past is as much a guide to our future as it is a trail to our present.
Westlake, a new town in an old locale, has determined
that history will have a place in town government by
creating a historical board. We invite you along the trails,
traces, side roads, and by-ways of long ago. And we can’t
forbear to remind you that “the best paths always lead
home;” that we are all pathfinders, in one way or another.
Events & Activities
The Westlake Historical Preservation Society hosts the
following events and activities:
• Annual Decoration Day Ceremony (Spring-Memorial Day)
• Annual Constitution Day Event (September 17)
• Annual Westlake Classic Car Show (Fall)
• Annual Members Reception
• Historical Marker Dedication Day (Spring and/or Fall)
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Section 1 Executive Community Profile
HISTORICAL MARKERS IN WESTLAKE
Westlake is also on a journey toward its own destiny that will be unlike
any other of the towns around it – better, richer because Westlake will
take into account its past in charting its future. The folk of yesterday
are gone and so is most of the evidence proving they were here. They are
remembered only as long as there are rememberers. When even memories
are gone, there is precious little – an old house here or there, small
cemeteries with headstones askew, historical plaques, old-timey things in
museums, photographs, bits of poetry, recipes and old letters with the
musty smell of time, documents from court house records, words
trapped in newspapers, magazines or books.
WESTLAKE AND THE CROSS TIMBERS
This marker stands next to the loop
parking lot in front of the Westlake
Academy on JT Ottinger Road.
Our history begins in a distinctively
unique geographic region of North
Central Texas, the Cross Timbers. Early
explorers and travelers noticed the
area because of the extended
groves of oak trees bordered with
stretches of open prairie. As early as 1832, Washington Irving
described it in a Tour of the Prairies: "I shall not easily forget the
mortal toil, and the vexations of flesh and spirit, that we undertook
occasionally, in our wanderings through the Cross Timber. It was like
struggling through forests of cast iron."
The Cross Timbers region extends across parts of Kansas, Oklahoma,
and Texas. From a map, it may be seen
that the region runs in irregular vertical
lines, a little like icing running down the
sides of a cake. Benjamin Tharp writings
described the area as timbered islands
amid lakes of grass called oak
savannas, a name that refers to
wooded areas broken by stretches of
grasslands. Hence, describing our home
Westlake, Texas."
The rock chimney from the original Buck
King homestead still standing at Pearson
Lane and Aspen Lane.
Board members of the
Westlake Historical
Preservation Society
researched eight
significant locations
recently nominated for
historical markers. The
Town Council
unanimously approved a
historical marker master
plan at the June 13th,
2011 meeting which
identified the sites and
place markers.
The sites are in the heart of
Westlake and on highly
traveled roads. Instead of
going through the State to
receive the designated
plaques, the Town will
take on the project. The
Texas Historical Marker
application process
requires exhaustive
research and
documentation for
potential sites and can
take up two to three years.
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Section 1 Executive Community Profile
HISTORICAL MARKERS IN WESTLAKE
SHOCKEY-HUFFMAN HOMESTEAD & FAMILY FARM
This homestead is now occupied by Solana Village Plaza and was
established by Isaac Shockey in 1885. The homestead consisted of
multiple wood-frame buildings and a well. This marker stands off
Solana Blvd near Village Center Plaza.
THRASHER
FAMILY HOME
on Dove Road west
of Precinct Line Road,
home of Henry and
Beulah Thrasher on a
40-acre tract bought
in 1938.
STAR
STAGECOACH ROUTE
The site of an1850s
log cabin on Denton
Highway south of
Stagecoach Hills
Airpark. Later a rock
house was built there
where travelers on
the Denton-Birdville
stagecoach route
stopped for water
collected from
nearby springs.
THE CIRCLE T RANCH
Off State Highway 114,
the 2,300 acres known
as Circle T Ranch was
purchased by J. Glenn
Turner in the 1940s and
1950s.
PAIGEBROOKE FARM
Off Dove Road near Ottinger Road is the site of
the Dealey Home designed by Charles Dilbeck
and built in the late 1930s.
POSSUM TROT SCHOOL
This was a one-room
school house from
1890 to 1905 near
Dove and Ottinger
roads, south of
Westlake Academy.
The school had 16 to
20 students ages 8
through 13. This
marker stands at the
southwest corner of
North Pearson and
Dove Road.
TERRA BELLA HOMESTEAD
This site is on Dove Road,
purchased by Ed Noack
in 1965, which became
Terra Bella Estates in 2007.
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Section 1 Executive Community Profile
WESTLAKE LOCAL GOVERNMENT
The Town of Westlake was incorporated in 1956 as a Type A general-law municipality under the
rules of the state of Texas. The Town operates under the Council-Manager form of government.
The Council is comprised of a mayor and five (5) council members and is responsible for, among
other things, passing ordinances, adopting the budget, appointing committees, and hiring the
Town Manager. The Mayor and Town Council members serve two (2) year terms. All elected
officials are elected at large for a two years staggered term each May.
The Town Manager is responsible for carrying out the policies and ordinances of the Council, for
overseeing the day-to-day operations of the Town and appointing and supervising heads of
various departments.
The Town Council shall conduct regularly scheduled meetings on dates and times as established
by the Town Council. All Mondays shall be established as a day available for regular meetings as
needed. Special meetings shall be called in accordance with Section 22.038(b) of the Texas
Local Government Code. The regular Council meetings shall convene not earlier than 6:30 p.m.
Laura Wheat
Mayor
Carol Langdon
Mayor Pro-Tem
Michael Barrett Alesa Belvedere Rick Rennhack Wayne Stoltenberg
Council Member Council Member Council Member Council Member
The Town provides municipal and academic services that are necessary for our residents and
delivered with an eye to maintaining fiscal stewardship for the resources that are entrusted to the
government.
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Section 1 Executive Community Profile
Major services provided under the general government and enterprise functions are: fire and
emergency medical services, police, water and sewer utility services, park and recreational
facilities, financial accounting, communications and community affairs, street improvements,
education and other related administrative services.
The Town utilizes a combination of both, direct service delivery along with outsourced services. The
decision as to which service to deliver directly versus out-sourcing is based on analysis of cost-
effectiveness, citizen responsiveness, and customer service quality.
The council-manager form is the system of local government that combines strong political
leadership, representative democracy through elected officials, and professional management.
The form establishes a representative form of government by concentrating all power in the
elected Town council. The council hires a professionally trained and educated Town Manager to
oversee the delivery of public services and the daily operations of the Town. Council Members are
part-time volunteers who serve as the policy making board for the Town's government.
WESTLAKE OPERATIONS
The Town of Westlake employs 138.08 full-time equivalent employees (municipal and academic) and
provides a full level of public services to its citizens
as well as operates the only municipally owned
Charter School in the state. The Town of Westlake
utilizes a private firm for solid waste collection and
disposal, as well as contracts with Keller, a
neighboring community, for police services.
Dept# Department Name FY18/19
10 General Administrative 1.00
11 Town Manager’s Office 2.75
12 Planning and Development 4.00
13 Town Secretary’s Office 1.50
14 Fire Department 15.50
15 Municipal Court 3.50
16 Public Works 4.00
17 Facilities Maintenance 1.75
18 Finance Department 4.00
19 Parks & Recreation .50
20 Information Technology 2.00
21 Human Resources 2.00
22 Communications Department 2.00
99 Education 93.58
Total Employees 138.08
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Section 1 Executive Community Profile
GLENWYCK PARK
The park at Glenwyck Farms is 13.5 acres of
open space with a variety of 60 feet oak and
pecan trees. The park, which opens at dawn
and closes at dusk, is maintained by The Town
of Westlake and the Home Owner's
Association of Glenwyck Farms. The park is
located at 1601 Fair Oaks Drive, and includes a
running brook, three rustic bridges, and a
paved walking path. Oak and pecan trees,
some of which tower 60 feet, decorate the lush
area.
SHOPPING
Westlake is surrounded by excellent retail shopping options in many of our neighboring cities:
Roanoke, Southlake, and Trophy Club. There is something for everyone only minutes away but keep
watch...for more Westlake retail stores in the Solana and Entrada developments!
LODGING FACILITIES
The Marriott Solana was designed by famous Mexican architect Richardo Legoretta. The hotel is one
of Marriott's most unique, full-service hotels. Marriott Solana guests are provided with a unique,
upscale experience. The resort feel of the hotel
is supplemented with fields of Texas wildflowers
and groves of oak trees. The informal, yet
stylized approach uses light and color
throughout, making for an exhilarating
experience. Whether you are staying at the
hotel for work or pleasure, you are sure to
leave feeling pampered.
DINING ESTABLISHMENTS
Westlake offers a small variety of restaurants within the town's limits. Located off Highway 114 at the
Solana/Kirkwood Boulevard exit, and just minutes from your doorstep, Solana houses a few dining
options; La Scala offers traditional Italian and Mar Cocina serves up authentic Mexican food.
The Marriot Solana Hotel offers an upbeat modern décor for breakfast, lunch and dinner, featuring
all your favorites served with a local Texas flare. In addition, the Marriott also includes a Starbucks
Coffee House where your favorite coffee beverages are served daily. Westlake is also surrounded by
excellent dining options in Southlake, Roanoke and Trophy Club.
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Section 1 Executive Community Profile
WESTLAKE COMMUNITY EVENTS
Westlake is a family-friendly environment where events are held, which provide opportunities for our
residents to gather and participate in activities with their children and neighbors.
…DECORATION D AY
Held annually on Memorial Day in May, Decoration Day honors those
who have bravely upheld our freedoms by serving our country - past
and present. The Westlake Preservation Historical Society sponsors its
annual "Decoration Day" event which is usually held in Westlake at the
International Order of Odd Fellows Cemetery. Activities include live
music, treasure hunts for the kids, and a homemade ice-cream
competition. The event ends at sunset.
M ASTERWORKS C ONCERT S ERIES…
The Masterworks Music Series is a variety of free music programs
sponsored by the Town of Westlake, Cassidy Turley and ARTSNET. These
free concerts are for music lovers of all ages and feature instrumental
and vocal music ranging from Country & Western to Blues & Jazz with
the entertainment of local, regional and national artists. The concert
season begins in April and performances are held at the Plaza
(courtyard) in Solana.
A NNUAL V INTAGE C AR S HOW…
Classic car enthusiasts join together each October at the Solana
Club in Westlake for the Annual Westlake Vintage Car Show. This
event features vintage classic original or restored to original
automobiles, trucks and pickups from 1909 to 1959. Awards included
Best of Show, Best of Class, People's Choice and Town of Westlake
Mayor's Choice.
Held annually each spring, Arbor Day promotes tree conservation and
in recent years has centered around linear or pocket parks located in
Westlake. In addition, there are educational sessions on tree care
advice, and complimentary trees. Admission is free.
H OLIDAY C OMMUNITY T REE L IGHTING…
Enjoy an evening of community fellowship as the holiday season
officially begins with the lighting of the Christmas Tree. This free
event includes games & entertainment, cookie decorating, musical
selections by the Westlake Academy Choral Group and Drama
Students, and don’t forget our special visitors from the North Pole!
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Section 1 Executive Community Profile
WESTLAKE POPULATION
Tarrant County
Unemployment Rate
Source: 2017 Town of Westlake Audit
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
785 803 847 992 1063 1109 1184 1200 1270 1310Population Growth
Average Age Percent
18 – 34 years 4%
35 – 54 years 52%
55 – 74 years 36%
75+ years 8%
Source: 2017 Westlake Citizen Survey
Year Rate
2003 6.30%
2004 5.30%
2005 5.10%
2006 4.60%
2007 4.30%
2008 5.10%
2009 8.10%
2010 8.10%
2011 7.90%
2012 6.20%
2013 6.00%
2014 5.00%
2015 4.00%
2016 4.10%
2017 3.20%
Household Income Percent
Under $50K 6%
$50K - $149K 4%
$150K - $500K 31%
$500K plus 59%
Source: 2017 Westlake Citizen Survey
Years Lived in Westlake Percent
5 years or less 49%
6 to 10 years 23%
11 to 15 years 15%
16 years plus 13%
Source: 2017 Westlake Citizen Survey
The Town of Westlake has experienced exponential growth over the last decade; the
national census reported 207 residents in 2001 and 992 residents in 2011.
84% of
residents rate
the Town of
Westlake as
an excellent
place to live!
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Section 1 Executive Community Profile
DEMOGRAPHIC AND ECONOMIC STATUS
Source: 2017 Town of Westlake Audit
Calendar
Year
Estimated
Population
Personal
Income
Per Capita
Personal
Income
2003 303 $ 15,242,398 $ 50,305
2004 328 41,027,552 125,084
2005 355 45,292,916 127,586
2006 698 90,835,901 130,137
2007 703 93,316,319 132,740
2008 785 115,891,905 147,633
2009 803 120,920,285 150,586
2010 847 102,852,057 121,431
2011 992 26,678,400 127,700
2012 1,063 138,423,531 130,254
2013 1,109 147,292,890 132,859
2014 1,150 160,462,095 135,516
2015 1,200 165,871,904 138,227
2016 1,270 179,058,721 140,991
2017 1,310 $ 188,392,333 $ 143,811
Major Developments & Planned Developments
• Deloitte University
• Fidelity Investments North Texas Campus
• Solana Corporate Campus
• Westlake Corners - at SH 377/SH 170 intersection
• Entrada - an 85-acre mixed-use development
• Quail Hollow and Carlyle Court
• Granada Phase I and II
• Charles Schwab regional headquarters
LOCATION
•Northeast Tarrant County
•7 square miles
(approximate)
•12 miles west of Dallas-
Fort Worth International
Airport
•7 miles east of Fort Worth
Alliance Airport
•Elevation 574 feet
CLIMATE
•Days of sunshine: 137
•Mean winter
temperature: 54 F
•Mean summer
temperature: 92 F
•Mean annual
precipitation: 33.7 inches
•Mean annual snowfall:
3.1 inches
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Section 1 Executive Community Profile
RESIDENTIAL SUBDIVISIONS
The Town of Westlake is home to several communities, all of which share a commitment to
excellence but possess unique character and charm. Well-known for its carefully planned
development and growth, many homeowners choose this area for the wide variety of opportunities
and the strong family orientation of its residents.
GLENWYCK FARMS
A private community situated on over 100 wooded acres
in a quiet rural setting. Glenwyck has one-acre home sites
in a park-like setting with mature trees, a running trail
and several natural ponds. This neighborhood is also
home to Glenwyck Farms Park, 13.5 acres of open space
with a running brook, rustic bridges and paved walking
path. Oak and pecan trees, some of which tower
60 feet, decorate the lush area.
MAHOTEA BOONE - Westlake's oldest subdivision, having been platted about 1978, Mahotea
Boone has fourteen lots, eleven of which currently have older homes. It is zoned for minimum two
acre lots and appears to be redeveloping with larger homes. The developer was Bill Boone, who
named the street after his grandmother.
TERRA BELLA - A 28 lot, 54.7-acre, gated subdivision with
a 22.6 acre open space and nature preserve featuring a
hike and bike trail. As Westlake’s newest subdivision, the
first house was permitted for construction in August 2009.
Terra Bella is accessible from Dove Road and Sam
School Road, on the eastern border of Westlake.
VAQUERO ESTATES
Gently rolling hills and picturesque meadows comprise
the private oasis of Vaquero. With approximately 333
homes, this guard-gated community surrounds a
world class golf course designed by Tom Fazio, complete
with shimmering ponds and countless groves of majestic
oaks. This subdivision offers the highest quality in
home design and construction.
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Section 1 Executive Community Profile
RESIDENTIAL SUBDIVISIONS
STAGECOACH HILLS
In this 30-house subdivision, airplanes are
almost as common as cars. The subdivision's
name comes from its location on an old
stagecoach trail from Keller to Denton.
GRANADA
This subdivision is one of the latest additions with
plans for gorgeous luxury homes set on 84 acres. The
average price for these residences is targeted at $1
million plus & you’ll find what that buys is a stunning
home with all the right touches and details. With
average lot sizes of 30,000 square feet, families will
have plenty of space to enjoy the Texas landscape.
CARLYLE COURT
Our new Carlyle Court development will offer only 8
gated estate lots, each one being 1-1.5-acre homesites.
The neighborhood is very private featuring both trees
and open spaces. Connections to the existing Westlake
trail system are also available right outside your door!
QUAIL HOLLOW
A Private Enclave of Wooded 1-2 Acre+ Home Sites.
This picturesque 188-acre gated community is set
amidst one of the most desirable locations in all
North Texas and is limited to only 92 home sites.
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Section 1 Executive Community Profile
The DFW Metro area is home to
more Fortune 500 companies than
any other area in the United
States.
Several major employers are
located within the Town of
Westlake.
Solana Business Park, including a
premium Marriott Hotel, stands as
the area’s premier corporate
development offering tenants a
customizable site-specific
partnership.
Fidelity Investments created a
stunning 300-acre campus that is
a user-friendly environment. It fits
into and even enhances the
area’s natural surroundings and
abounds with native trees, grasses
and flowers.
Deloitte University operates their
$160 million-dollar, 160-acre,
international training facility. The
facility features over 800 rooms,
office space, conference centers,
amenity centers, as well as many
parks, trails, and water features.
This development represents
another step towards Westlake’s
goal to become an education-
centered community.
WESTLAKE EMPLOYERS
Source: 2017 Town of Westlake Audit
COMPANY NAME COUNT PERCENT
Fidelity Investments 5,400 52.3%
Travelocity 880 8.5%
Wells Fargo 617 6.0%
Schwab 526 5.1%
Sabre 500 4.8%
Deloitte 487 4.7%
Verizon Wireless (ALL) 384 3.7%
Goosehead Insurance 200 1.9%
Sound Physicians 173 1.7%
Marriott Solana Hotel 143 1.4%
Levi Strauss 140 1.4%
Vaquero Country Club 135 1.3%
Westlake Academy 95 0.9%
Solera 90 0.9%
Oliver Wyman 80 0.8%
Solana Club/Larry North 57 0.6%
Image Engineering Group LTD 40 0.4%
Town of Westlake 38 0.4%
Quick Trip 36 0.3%
Marsh & McLennan Companies 35 0.3%
Primrose 30 0.3%
Midwest Hospitality, LLC 27 0.3%
Mar-Cosina Tex Mex 20 0.2%
Pfizer, Inc. 17 0.2%
All Other Employers 183 1.8%
10,333 100.0%
Fidelity
Investments
5,400
52%
All Other
Employers
4,933
48%
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Section 1 Executive Community Profile
SALES AND USE TAX RATE
Many people don’t know that most
of their sales and use tax is remitted
to the State of Texas; in fact, for
every dollar of taxable sales, the
state receives six and one quarter
cents (or 6.25%)
In the State of Texas local
municipalities have the option to
adopt up to an additional two
cents (or 2%) for local use for a total
maximum combined rate of 8.25%.
This local tax must be in
accordance with state law and be
utilized for specific purposes as
identified by the state’s local
government code.
4B Economic Development Fund – This fund utilizes the revenues generated from a ½ cent sales tax to
fund qualified development projects. Currently, the 4B Fund is committed to the repayment of the
debt incurred for the construction of Westlake Academy.
General Fund Allocation – The Town levies 1½% in sales tax that is utilized to offset expenditures in the
General Fund (1%) and is used to reduce the property tax burden (½%) on residents and businesses
by providing Westlake with an additional unrestricted revenue source.
HOTEL OCCUPANCY TAX
In addition to sales and use tax
collections, the Town receives a
7% hotel occupancy tax from the
Marriott Solana and any future
hotels in Westlake.
This revenue is recognized in the
Visitors Association Fund and is
used to help fund a shuttle
program for hotel guests as well as
other marketing and promotional
activities.
$4.375
$4.726 $4.925
$4.610 $4.651
$4.950
$5.600
2013 2014 2015 2016 2017 2018 2019
General Sales and Use Tax
(shown in millions)
$710
$796
$872 $822
$752
$854 $854
2013 2014 2015 2016 2017 2018 2019
Hotel Occupancy Tax
(shown in thousands)
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Section 1 Executive Community Profile
PROPERTY TAX
The Town of Westlake instituted a property tax in 2010.
Effective Tax Rate is the total tax rate calculated
to raise the same amount of property tax revenue
from the same properties.
Homestead Exemptions
The Westlake Town Council approved a homestead
exemption of 20%, which is the maximum amount
allowed by the State of Texas.
Tax Freeze
The Town Council also approved a tax freeze for all residential accounts identified as over 65 by the
tax appraisal district. To learn more information about the tax freeze or find out if you qualify, please
visit the following websites: Denton Central Appraisal District or Tarrant Appraisal District.
Jurisdictions - The Town of
Westlake contracts with the
Tarrant County Tax Assessor
Collector’s Office to collect
the Town’s portion of local
property tax.
There are multiple taxing jurisdictions within Westlake’s boundaries; whether a business or residence is
required to pay tax to a particular jurisdiction is determined by where they are located within
Westlake and the boundaries of the respective taxing jurisdictions.
Currently, the following taxing jurisdictions collect property taxes in Westlake:
Independent School Districts; Carroll, Keller and Northwest
Tarrant County; College and Hospital
Denton County and Trophy Club MUD 1
Westlake residents can determine which taxing jurisdictions apply to their
property as well as obtain current property tax rate information by conducting
a property search on the appropriate appraisal district website: Denton Central Appraisal District or
Tarrant Appraisal District.
Top Ten Principal
Property Tax Payers
Total
Taxable
BRE Solana LLC $ 124,718,219
FMR Texas, LLC/LTD
Partnership 78,082,095
Dallas MTA LP 59,605,600
DCLI LLC 49,448,146
HMC Solana LLC 36,105,320
Lexington TNI Westlake LP 17,700,814
Maguire Partners Solana 17,551,836
Fidelity Investments Inc 10,763,028
Marsh USA Inc 9,500,963
Quail Hollow Development 8,242,111
TOTAL $ 411,718,132
Southlake Trophy Club Keller Roanoke Haslet Grapevine Westlake
$0.46200 $0.45140 $0.42750 $0.37510 $0.29030 $0.28930
0.15600
Ad Valorem Tax Comparison per $100
The tax rate for FY2018/2019
will increase by .01985
for a tax rate of $.15600
Currently $.13615
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Section 1 Executive Community Profile
STANDARD
& POOR’S
RATING SERVICES
In January 2017, Standard & Poor's Ratings Services has recently increased the Town's
rating from AA+/stable to AAA. S&P Global Ratings views the outlook for this rating as
stable. The upgrade reflects their assessment of the town's historically very strong finances
and implementation of a property tax levy, which has further strengthened finances and
lessened the operating fund's reliance on the somewhat volatile sales tax revenue stream.
DIRECT AND OVERLAPPING PROPERTY TAX RATE
Source: 2017 Town of Westlake Audit
2013 2014 2015 2016 2017
TOWN DIRECT RATES
Ad Valorem Property Tax
General Fund $ 0.14197 $ 0.13888 $ 0.13710 $ 0.13710 $ 0.12882
Debt Service Fund 0.01487 0.01796 0.01924 0.01924 0.00813
SUB-TOTAL DIRECT 0.15684 0.15684 0.15634 0.15634 0.13695
OVERLAPPING RATES
School Districts
Carroll ISD 1.40000 1.40000 1.40000 1.40000 1.39000
Northwest ISD 1.37500 1.45250 1.45250 1.45250 1.45250
Keller ISD 1.54000 1.54000 1.54000 1.54000 1.52000
Counties
Denton County 0.28287 0.28491 0.27220 0.27220 0.24841
Tarrant County 0.26400 0.26400 0.26400 0.26400 0.25400
Other
Tarrant College 0.14897 0.14950 0.14950 0.14950 0.14473
Tarrant Hospital 0.22790 0.22790 0.22790 0.22790 0.22790
Trophy Club Mud #1 0.13339 0.13339 0.13339 0.13339 1.12722
SUB-TOTAL INDIRECT 5.37213 5.45220 5.43949 5.43949 6.36476
TOTAL $ 5.52897 $ 5.60904 $ 5.59583 $ 5.59583 $ 6.50171
The rating reflects their opinion of the town's:
• Very strong economy, with access to a broad and diverse metropolitan statistical area (MSA) but a concentrated local tax base
• Strong management, with good financial policies and practices under our Financial Management Assessment methodology
• Strong budgetary performance, with operating surpluses in the general fund and at the total governmental fund level
• Very strong budgetary flexibility, with a high available fund balance of 100% of operating expenditures
• Very strong liquidity, with total government available cash at 81.7% of total governmental fund expenditures and 7.4x
governmental debt service, and access to external liquidity that we consider strong
• Strong institutional framework score
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Section 1 Executive
Westlake Academy Profile
Westlake Academy is an Open Enrollment Charter School that opened
September 1, 2003 and offers the full IB
curriculum for grades K-12.
Westlake Academy distinguishes itself among
neighboring educational offerings with a
particular focus on producing students who are
globally minded.
The programs of the International Baccalaureate
Organization (Primary Years Program, Middle
Years Program, Diploma Program) have been
selected as the educational model utilized at the Academy. Educational
technology will be pervasive and will infuse the classroom curriculum.
Westlake Academy is a premier learning establishment and
prides itself on providing a learning environment where
students have the resources and facilities to excel.
The primary geographic service area for Westlake Academy is
the town limits of Westlake; students from other locations
may be considered if seats are available.
Westlake Academy continues to have excellent academic and extra-curricular
results and is ranked among the best high schools in America.
STUDENT UNIFORMS
The Westlake Academy Dress Code specifically outlines school-approved uniform
options for students:
• formal uniforms
• casual uniforms
• acceptable spirit wear
The student uniform standards encourage a productive learning environment in
which students can focus on learning, appreciate an awareness of others without
distractions, develop character and good citizenship skills, instill respect and self-
discipline.
OUR VISION
Westlake Academy
inspires college bound
students to achieve their
highest individual
potential in a nurturing
environment that fosters
the traits found in the IB
Learner Profile:
• Inquirers
• Knowledgeable
• Thinkers
• Communicator
• Principled
• Open-Minded
• Balanced
• Risk-Takers
• Caring
• Reflective
OUR MISSION
Westlake Academy is an
IB World School whose
mission is to provide
students with an
internationally minded
education of the highest
quality so they are well-
balanced and respectful
life-long learners.
VALUES
• Maximizing Personal
Development
• Academic
Excellence
• Respect for Self and
Others
• Personal
Responsibility
• Compassion and
Understanding
41
Section 1 Executive
Westlake Academy Profile
HOUSE SYSTEM
Westlake Academy has chosen to implement a house system with each student and faculty member assigned
to one of four houses named after people who represent qualities important to and inherent in the WA
mission statement.
While school and team spirit are promoted, the house system also encourages integration, responsibility and
a sense of community. Membership in a house is life-long. Each student should be responsible for the well-
being of fellow members and be proud to work for the betterment of the house. Houses will work together
and compete in academic, sporting, service projects and events. All siblings will be assigned to the same
house.
The House System organization and leadership team consists of a House Coordinator and its own leadership
team consisting of a House Captain, Service Captain, PYP Captain, and a Faculty Liaison.
Keller House
In 1882, at the age of two, Helen Keller became deaf and blind. Nevertheless, she learned
to read, write and speak. She attended the most prestigious women’s university in the
United States and became a spokeswoman for all people with disabilities. She represents
determination, perseverance and passion.
Thoreau House
Henry David Thoreau was a writer, thinker and naturalist. He was one of the country’s first
environmentalists. He represents a love of nature, independent thinking and standing up
for one’s convictions.
Wheatley House
Sold into slavery at the age of seven, Phillis Wheatley nonetheless learned to read and
write in English, Greek and Latin and published her first poem at the age of thirteen. She
was the United States’ first African-American poet. She represents our search for
spirituality and cultural diversity.
Whitman House
Father of free, non-rhyming verse in poetic literature, Walt Whitman was truly an
innovator who began his career in the years before the civil war. He used his poetry to
express the distinctive virtues of the American nation. He exalts the democratic spirit and
a love of a country.
42
43
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44
This section gives perspective to the Town’s
budgeting process, basis of budgeting
and accounting, layout and organization,
budget fund structure, governmental
and proprietary fund types and the
relationship between funds & departments.
Budget 101 Overview
45
Section 2 Financial Analysis
Budget 101 Overview
The Town of Westlake staff is pleased to present the annual operating budget, which is the
product of many hours of preparation as well as a response to ever-changing internal and
external influences. The Town of Westlake’s fiscal year begins on October 1, and ends on
September 30. It provides the framework to implement the Town’s vision, mission and value
statements as set out by the Town Council.
LAYOUT AND ORGANIZATION
The budget is designed to help the reader locate both financial and non-financial information in
a timely fashion.
The Fund Sections are broken down between General Fund, Special Revenue Funds, Debt
Service Fund, Enterprise Funds, Internal Service Funds, Capital Projects Fund, and Westlake
Academy Fund. Each Fund contains the following information:
• “Fund Overview” describing the function of the fund and explaining the variances
between the revenues and expenditures.
• “Program Summary” of revenues and expenditures.
Also included are sections detailing the Capital Improvement Plan, Long-Term Planning, Fiscal
and Budgetary Policy, Investment Policy, Strategic Plan and the Town ordinance related to the
adoption of the budget (after adoption).
BUDGET PREPARATION
As in previous years, efforts have been made to control expenditures while continuing to deliver
an excellent level of service to our citizens. Concentrated efforts have been made to produce
a document that clearly illustrates the uses of Town resources in a format that may be utilized as
a resource tool by the Town Council, Town staff, and the citizens of Westlake. Our budget
preparation process continues to be refined on an annual basis, operating within clearly defined
budget preparation guidelines.
Budgeting is an essential element of the financial planning, control and evaluation process of
municipal government. The “operating budget” is the Town’s annual financial operating plan.
The budget includes all the operating departments of the Town, the debt service fund, all
capital projects funds, and the internal service funds of the Town. The proposed budget will be
prepared with the cooperation of all Town departments, and is submitted to the Town Manager
who makes any necessary changes and transmits the document to the Town Council. A budget
preparation calendar and timetable will be established and followed in accordance with State
law.
A “bottom-up” approach is used to solicit input from the staff Leadership Team as to their
operations’ needs with an emphasis on:
• Identifying costs to provide the current level of services.
• Identifies additional cost increases needed to maintain the current level of service.
• Additional resources necessary to provide new or increased levels of service.
• Delineating changes in fund balance levels for each fund.
46
Section 2 Financial Analysis
Budget 101 Overview
The following procedures, which are guided by generally accepted budgeting practices, has
been established:
• The annual operating budget presents appropriations of expenditures and estimates of
revenues for all local government funds. These revenues include sales and use taxes, ad
valorem property tax, citation revenue, franchise taxes, mixed beverage taxes, license
and permit fees, development fees, sales of printed material, interest income, water and
sewer utility revenue, duct bank leases, and miscellaneous revenues.
• The annual operating budget illustrates expenditures, anticipated revenues, and the
estimated impact on reserves.
• Budgets for each municipal department are broken down into specific cost
components, including payroll and related categories, supplies, services, insurance,
repair & maintenance, rent & utilities, economic development incentives, debt service
and capital outlay.
• Revenue projections are prepared for each revenue source based on an analysis of
historical revenue trends and current fiscal conditions.
• The budget process includes a multi-year projection of all required capital improvements.
• Goals and objectives have been developed for each department and are incorporated
into the evaluation of employees and performance of the organization.
• A budget message summarizing local financial conditions and principal budget issues is
presented to the governing council along with the annual budget.
In May, the Finance Department prepares such items as budget forms and instructions for
estimating revenues and expenditures. Department heads submit proposed baseline
expenditures for current service levels and any additional one-time or on-going request they
may have for their department. A round-table meeting is subsequently held with the Town
Manager, the finance staff and each department head for review.
After all funding levels are established and agreed upon; the proposed budget is presented by
the Town Manager to the Town Council. A public hearing on the budget is conducted in
accordance with state and local law. This meeting is held after the Council has reviewed the
budget during a workshop. The Town Council approves a level of expenditure (or
appropriation) for each fund to go into effect on October 1st, prior to the expenditure of any
Town funds for that budget year.
EFFECT OF PLANNING PROCESSES ON THE BUDGET
The budget process will be coordinated to identify major policy issues for Town Council by
integrating it into the Council’s overall strategic planning process for the Town. Each
department shall have a multi-year business plan that integrates with the Town’s overall strategic
plan.
The Town of Westlake utilizes several planning processes that affect the development of the
operating budget. Effective planning processes assist the Town in assessing the financial
implications of current and proposed policies, programs, and assumptions. An effective plan
illustrates the likely outcomes of particular courses of actions.
47
Section 2 Financial Analysis
Budget 101 Overview
Name
Type Of
Planning Process
Description Of
Planning Process
Budget
Impact
General Government
Long-Range
Financial Forecast
Five-year operating
plan to facilitate
financial planning
Forecast of revenues,
expenditures, service
levels and staffing
needs
Allows for
reallocation of
resources
Facilities Capital
Maintenance
Five-year plan by
facility and
maintenance activity
or project
The prioritization of
departmental
requests for projects
along with known
maintenance
requirements
Stability of General
fund appropriations
Parks Capital
Maintenance
Five-year plan by
facility, maintenance
activity or project
Identifies, prioritizes
and schedules
improvements to
parks, medians and
grounds
Stability of General
fund appropriations
Street Maintenance Five-year plan to
maintain and
improve roadways,
sidewalks, curbs and
gutters
Inspection,
prioritization and
scheduling of surface
repair & preventive
maintenance of
streets
Stability of General
fund appropriations
Vehicle and
Equipment
Replacement
Five-year plan of
scheduled vehicle
and heavy
equipment
replacement
Development of
replacement
intervals based on
equipment age,
usage, and lifetime
repair costs
Timing and sizing of
debt issues and
payments
Computer
Replacement
Plan for the
replacement of
computers and other
technology items
Development of
replacement
intervals based on
equipment age,
usage, and lifetime
repair costs
Stability of General
fund appropriations
Capital
Improvements Plan
Five-year plan of
major infrastructure
development and
improvements
Council identification
of projects;
prioritizing; costing;
timing; financing and
project
management
Predictable funding
levels, debt service
planning
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Section 2 Financial Analysis
Budget 101 Overview
THE BUDGET PROCESS
A proposed budget shall be prepared by the Town Manager with the participation of all the
Town’s department directors.
The proposed budget shall include four basic segments for review and evaluation:
• personnel costs
• base budget for operations and maintenance costs
• service level adjustments for increases of existing service levels or additional services
• revenues
The proposed budget review process shall include Council participation in the review of each of the
four segments of the proposed budget and a public hearing to allow for citizen participation in the
budget preparation. The proposed budget process shall allow sufficient time to provide review, as
well as address policy and fiscal issues, by the Town Council. A copy of the proposed budget shall
be filed with the Town Secretary when it is submitted to the Town Council as well as placed on the
Town’s website.
The Town Manager submits the budget to the Town Council. The Town’s fiscal year begins each
year on October 1st and ends on September 30th of the following calendar year.
Prior to the beginning of the fiscal year, the Town Manager must submit a proposed budget,
which includes:
• A budget message
• A consolidation statement of anticipated revenues and proposed expenditures for all
funds
• General fund resources in detail
• Special fund resources in detail
• A summary of proposed expenditures by department and activity
• Detailed estimates of expenditures shown separately to support the proposed
expenditure
• A description of all bond issues outstanding
• A schedule of the principal and interest payments of each bond issue
The proposed revenues and expenditures must be compared to prior year revenues and
expenditures. The budget preparation process begins early in the calendar year with the
establishment of overall town goals, objectives, and analysis of current year operations
compared to expenditures. Budget policies and procedures are reviewed at the same time to
reduce errors and omissions.
BALANCED BUDGET
As per State Law, current operating revenues, including Property Tax Reduction Sales Tax (which
can be used for operations), will be sufficient to support current operating expenditures.
Annually recurring revenue will not be less than annually recurring operating budget
expenditures (operating budget minus capital outlay). Debt or bond financing will not be used
to finance current expenditures.
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Section 2 Financial Analysis
Budget 101 Overview
BASIS OF ACCOUNTING & BUDGETING
The Town of Westlake utilizes the modified accrual basis of accounting and budgeting for
governmental funds; and full accrual for proprietary funds. The term "basis of
accounting/budgeting" is used to describe the timing of recognition, that is, when the effects of
transactions or events should be recognized. This refers to the conversions for recognition of
costs and revenue in budget development and in establishing and reporting appropriations that
are the legal authority to spend or collect revenues.
The Town’s accounting system is organized and operated on a fund basis. A fund is a group of
functions combined into a separate accounting entity having its own assets, liabilities, equity,
revenue and expenditures/expenses.
The budget is fully reconciled to the accounting system at the beginning of the fiscal year, and
in preparing the CAFR at the end of the fiscal year. GAAP adjustments are made to reflect
balance sheet requirements and their effect on the budget. These include changes in
designations and recognition, via studies and analysis, of accrued liabilities.
Amounts needed for such long-term liabilities as future payoff of accumulated employee
vacation is budgeted as they budgeted as projections and once recognized are adjusted for
actual amounts.
In the Modified Accrual Basis,
• revenues are recognized in the period when they became available and
measurable
• expenditures are recognized when the liability is incurred
In the Accrual Basis,
• revenues are recorded when earned
• expenses when the liability is incurred
The basis of budgeting and accounting is shown in the chart below
Annual
Operating Budget
Audited
Financial Statements
GOVERNMENTAL FUNDS
• General Fund Modified Accrual Modified Accrual
• Special Revenue Funds Modified Accrual Modified Accrual
• Debt Service Funds Modified Accrual Modified Accrual
• Capital Project Funds Modified Accrual Modified Accrual
• Academic Funds Modified Accrual Modified Accrual
PROPRIETARY FUNDS
• Enterprise Funds Full Accrual Full Accrual
• Internal Service Funds Full Accrual Full Accrual
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Section 2 Financial Analysis
Budget 101 Overview
Budgets are prepared on the same basis of accounting that is used in financial statements. The
basis of budgeting refers to when revenues and expenditures are recognized in the
corresponding accounts and reported in financial statements.
Governmental fund types, including the general fund, are budgeted using the current financial
resources measurement focus and the modified accrual basis of accounting.
WHAT IS A FUND BALANCE?
It should be noted that each fund summary ends with a line named “ending fund balance.”
Fund balance is defined as:
• The excess of an entity’s assets over its liabilities in a fund.
• In other words, it is the balance that remains once the fund’s expenditures have been
deducted from its revenues. In the Town of Westlake, the amount of fund balance for
each fund is dictated by different parameters.
In the case of the General Fund and the Utility Fund, fund balance is defined in the Town’s
Financial Policies (see the Appendix). Balances are determined by other parameters such as
bond covenants for other funds. Fund balance is a fundamental barometer of fiscal wellness
and it is important to note that the fund balance for all funds meets every established
requirement.
LONG TERM FORECASTING
Most annual operating budget documents focus on a single 12-month period where spending
and revenue decisions made today will have effects that extend beyond that fiscal year.
Because of that, the Town requires that long-term forecasting be made part of the Annual
Operating Budget document.
The purpose of this is to:
• Ensure on-going financial sustainability beyond a single fiscal year or budget cycle
• Achieve the Academy’s mission and vision
• Systematically link the annual budget to a multi-year master financial plan.
Should long term forecasts and analysis show that the Town does not have a “positive operating
balance” over the multi-year period, the Finance department shall bring this to the attention of
the Town Manager.
A “positive operating balance” means that the ending fund balance meets or exceeds the
minimum levels prescribed in the Town’s reserve policies.
We anticipate the General Fund will maintain its minimum reserve for each of the four fiscal
years beyond the current proposed budget year as shown in the chart below.
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Section 2 Financial Analysis
Budget 101 Overview
Fiscal
Year
Positive
Operating
Balance
Unassigned
Fund
Balance
Operating
Days
Dollars Per
Operating Day
FY 18/19 YES $9,160,724 350 $26,146
FY 19/20 YES $7,612,047 280 $27,220
FY 20/21 YES $6,323,137 230 $27,459
FY 21/22 YES $5,382,465 193 $27,827
FY 22/23 YES $4,532,696 160 $28,292
REVENUE ESTIMATES FOR BUDGETING:
To maintain a stable level of services, the Town uses a conservative, objective, and analytical
approach when preparing revenue estimates. The process shall include analysis of probable
economic changes and their impacts on revenues, historical collection rates, and trends in
revenues. This approach should reduce the likelihood of actual revenues falling short of budget
estimates during the year and should avoid mid-year service reductions.
CENTRAL CONTROL:
Modifications within the operating categories (salaries, supplies, maintenance, services, capital,
etc.) can be made with the approval of the Town Manager. Modifications to reserve categories
and interdepartmental budget totals will be made only by Town Council consent with formal
briefing and Council action.
CONTINGENT APPROPRIATION:
During the budget process, staff will attempt to establish an adequate contingent appropriation
in each of the operating funds. The expenditure for this appropriation shall be made only in
cases of emergency, and a detailed account shall be recorded and reported. The proceeds
shall be disbursed only by transfer to departmental appropriation. All transfers from the
contingent appropriation will be evaluated using the following criteria:
• Is the request of such an emergency nature that it must be made immediately?
• Why was the item not budgeted in the normal budget process?
• Why can’t the transfer be made within the department?
PERFORMANCE MEASURES & PRODUCTIVITY INDICATORS:
Where appropriate, performance measures and productivity indicators will be used as
guidelines to measure efficiency, effectiveness, and outcomes of Town services. This information
will be included in the annual budget process as needed.
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Section 2 Financial Analysis
Budget 101 Overview
BUDGET ADOPTION:
Upon the determination and presentation of the final iteration of the proposed budget as
established by the Council, a public hearing date and time will be set and publicized. The
Council will subsequently consider a resolution which, if adopted, such budget becomes the
Town’s Approved Annual Budget. The Council adopts the budget in September prior to
beginning the fiscal year which runs from October 1st to September 30th. The approved budget
will be placed on the Town’s web site.
BUDGET AWARD:
Each year the Council approved operating budget will be submitted annually to the
Government Finance Officers Association (GFOA) for evaluation and consideration for the
Award for Distinguished Budget Presentation.
BUDGET AMENDMENT PROCESS
Department Directors are responsible for
monitoring their respective department budgets.
The Finance Department will monitor all financial
operations. The budget team will decide whether
to proceed with a budget amendment and, if so,
will then present the request to the Town Council. If
the Council decides a budget amendment is
necessary, the amendment is adopted in resolution
format and the necessary budgetary changes are
then made.
The Town Manager may request that the current
year budget be amended. In this process, the
Town Manager will review the documentation and
draft an ordinance to formally amend the current
budget. This ordinance is presented to the Town Council for consideration.
Following the consideration of the proposed amendment, the Town Council will vote on the
amendment ordinance. If the amendment is approved, the necessary budget changes are
then made. All budget amendments will be approved by the Town Council prior to the
expenditure of funds in excess of the previously authorized budgeted amounts within each fund.
1.
•Budget Amendment is requested
•Forwarded to Finance department
2.
•Finance Director reviews
•If approved -forward to Town Manager
3.
•Town Manager reviews
•If approved -forward to Town Council
4.•Town Council reviews for approval
5.•Finance enters budget amendment
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Section 2 Financial Analysis
Budget 101 Overview
BUDGET CALENDAR
MAR * ORIENTATION AND OVERVIEW OF BUDGET PROCESS
* FIVE YEAR PROJECTION SPREADSHEETS DISTRIBUTED FOR INPUT
* FORMS FOR CAPITAL PROJECTS AND MAJOR MAINTENANCE AVAILABLE
* REVIEW OF CALENDAR AND PROCESSES WITH COUNCIL
* REVIEW OF OVERALL TOWN GOALS
APR * YEAR-END ESTIMATE SPREADSHEETS DISTRIBUTED FOR PRIOR YEAR AMENDMENTS
* FINANCE AMENDS PRIOR YEAR BUDGET - BECOMES BASE BUDGET FOR NEW YEAR
* DEPARTMENTS ACCESS BUDGET TO REMOVE ONE TIME REVENUES AND EXPENDITURES
* OPERATING BASELINE BUDGET AVAILABLE FOR EDITING
* SERVICE LEVEL ADJUSTMENT FORMS AVAILABLE ON SHARED DRIVE
MAY * DETAIL REVIEW BY FINANCE DEPARTMENT
* GOALS AND OBJECTIVES AVAILABLE FOR EDITING ON SHARED DRIVE
* TOWN MANAGER AND FINANCE BEGIN REVIEWS WITH DEPARTMENTS
JUN * BUDGET MODULE OPEN FOR CHANGES TO BUDGETS PER REVIEWS
* PRESENTATION OF 5-YEAR FORECAST
JUL * PREPARATION FOR BUDGET RETREAT
* PREPARATION OF POWER POINT
AUG * BUDGET RETREAT
* PUBLISH NOTICE REGARDING CONSIDERATION OF PROPERTY TAX
* BUDGET WORKSHOP
* NOTICE FOR PUBLIC HEARINGS POSTED IN NEWSPAPER
* PRESENT PROPOSED MUNICIPAL BUDGET TO COUNCIL
SEP * PUBLISH NOTICE OF PUBLIC HEARING ON BUDGET
* PUBLIC HEARING ON BUDGET
* ADOPTION OF OPERATING BUDGET AND TAX RATE
OCT * NEW FISCAL YEAR BEGINS
54
Section 2 Financial Analysis
Budget 101 Overview
FUND TYPES AND STRUCTURE
Without going into too much technical jargon, funds are set up like separate companies which
must operate under the parameters that were set up when the fund was created.
Funds are unique to governmental type agencies. In the corporate world, “Funds” do not exist.
The company receives revenues and writes checks to pay for their expenses and reports them
for the company. Governments handle this process a little differently.
The Town of Westlake, along with other Municipalities throughout the State of Texas, record and
report all financial transactions using standard set by the Governmental Accounting Standards
Board (GASB) and General Accepted Accounting Principles (GAAP).
Accordingly, these standards require all Municipalities to use individual funds that must be
categorized into one of 11 Funds Types.
The Town of Westlake has 16 funds with specific purposes which are defined by federal, state, or
local laws. They include the General Fund which is used for general city operations, the Utility
Fund which is used to support the City’s water, sewer, drainage, and refuse service, and a
multitude of Special Revenue and Capital Project Funds.
ALL FUND TYPES
Governmental
Funds (11)
General Fund
1 Fund
Special Revenue Funds
5 Funds
Debt Service Fund
2 Funds
Capital Project Funds
2 Funds
Academic Funds
1 Fund
Permanent Funds
do not have
Proprietrary
Funds (5)
Internal Service Funds
3 Funds
Enterprise Funds
2 Funds
Fiduciary
Funds (0)
Pension Trust Funds
do not have
Investment Trust Funds
do not have
Private Purpose Trust Funds
do not have
Agency Funds
do not have
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Section 2 Financial Analysis
Budget 101 Overview
GOVERNMENTAL FUND TYPES
• The fund types use a financial resources
measurement focus and utilize the modified accrual
basis of accounting and budgeting.
• Under the modified accrual basis of accounting,
revenues are recorded when susceptible to accrual,
meaning that it is measurable and available.
Available revenues are defined as those funds that
are collectable within the current period, or
collectable within a timeframe to pay liabilities of the
current period.
• Expenditures generally represent a decrease in net
financial resources and are recorded when a
measurable fund liability is incurred. In some
instances, such as the incurrence of long-term debt,
expenditures related to interest on the debt is
recorded in the period that it is due.
All “Governmental Funds” are accounted for using a current financial resources measurement
focus. With this measurement focus, only current assets and current liabilities generally are
included on the combined balance sheet. Operating statements of these funds present
increases (revenues and other financing sources) and decreases (expenditures and other
financing uses) in net current assets.
The modified accrual basis of accounting is used by all Governmental Fund types.
• Revenues are recognized when susceptible to accrual (i.e., when they become both
measurable and available). “Measurable” means collectible within the current period or
soon enough thereafter to be used to pay liabilities of the current period.
• Major revenue sources which have been treated as susceptible to accrual under the
modified accrual basis of accounting include property taxes, charges for services,
intergovernmental revenues, and investment of idle funds.
• Expenditures are generally recorded when the related fund liability is incurred. However,
principal of and interest on general long-term debt are recorded as fund liabilities when
due or when amounts have been accumulated in the debt service fund for payments to
be made early in the following year.
Governmental fund types are those through which most governmental functions of the Town are
financed. The acquisition, use, and balances of the Town’s expendable financial resources and
the related liabilities (except those accounted for in the Proprietary and Fiduciary Fund types)
are accounted for through Governmental Fund types.
GOVERNMENTAL FUND TYPES
ACCOUNTING/BUDGETING BASIS;
MODIFIED ACCRUAL
1. General Fund
2. Lone Star Fund
3. Visitor Association Fund
4. Economic Development Fund
5. 4B Economic Development Fund
6. Public Improvement District Fund
7. Debt Service Fund 300
8. Debt Service Fund 301
9. Capital Projects Fund
10. Academy Expansion Fund
11. Westlake Academy
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Section 2 Financial Analysis
Budget 101 Overview
1. GENERAL FUND
The General Fund is the general operating fund of the Town. It is used to account for all
Town revenues and expenditures except those required to be accounted for in other funds.
• Major functions financed by the General Fund include Finance, Administration, Building &
Code Compliance, Fire/EMS, Public Works, Facilities and Grounds Maintenance, Human
Resources, Parks and Recreation, Information Technology, and Engineering.
• Sources of revenue include sales and use taxes, development fees and permits, court
revenue, and franchise taxes. The former Westlake Property Tax Reduction Sales Tax Fund
received its funding from a ½ cent sales tax levy that was previously earmarked for the
4A Economic Development Corporation. The purpose of this fund was to reduce local
property tax rates throughout Texas by providing cities with an additional unrestricted
revenue source. This fund was closed at FY 2010/2011year-end and revenues are now
being recorded in the General Fund.
• These funds may be used for general Town expenditures, capital projects, or debt
service.
2. WESTLAKE ACADEMY FUND
This fund incorporates all funds related to the Town of Westlake’s charter school, Westlake
Academy. This fund encompasses all operations and maintenance related to the school as
well as State public school funding, Federal and state grants, and private donations used to
support the daily school operations of the Academy.
3. SPECIAL REVENUE FUNDS
These funds are used to account for the proceeds of specific revenue sources, other than
expendable trusts or major capital projects and consists of the following:
TOWN OF WESTLAKE
GOVERNMENTAL FUNDS
General Fund
Capital Project Funds
~ Capital Project Fund
~Westlake Academy Expansion
Academic Fund
Debt Service FundsSpecial Revenue Funds
~ Lone Star Fund
~ Visitor Association Fund
~ Economic Development Fund
~ 4B Economic Development Fund
~ Public Improvement District Fund (Local)
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Section 2 Financial Analysis
Budget 101 Overview
• The Visitors Association Fund receives its primary funding from a 7% hotel occupancy
tax adopted by the Town of Westlake in FY 1999/2000. Proceeds from the hotel
occupancy tax are required to be used in accordance with statutory parameters
including the promotion of travel and tourism in the Town of Westlake. Additionally,
because Westlake has broader statutory authority under State law than most cities to
spend hotel/motel occupancy tax funds for any municipal purpose, the Town has used
these funds to cover costs of various municipal operational costs and capital projects
(an example would be payment of a portion of the debt service for Westlake
Academy related bonds).
• The Public Improvement District Fund (Local) accounts for monies received from bond
proceeds, inspection fees and payments related to the Solana Public Improvement
District. The District was created by ordinance in February 2014 to finance the
construction of public infrastructure (such as water lines and streets) in the Entrada
subdivision. Revenues deposited into the PID Fund are used to cover engineering,
consulting, legal, and advertising costs attributable to Entrada development and
construction.
• The Lone Star Public Facilities Corporation was founded in 1996 and was designed “to
provide for the acquisition, construction, rehabilitation, repair, equipping, furnishing
and placement in service of public facilities in an orderly, planned manner and at the
lowest possible borrowing costs.” The idea was to “acquire, through the issuance of
installment sale obligations, office buildings located within the State of Texas but
outside the boundaries of Westlake, whose tenants will be limited to those entities
which are qualifying tenants under applicable federal income tax law so that the
interest payable with respect to the installment sale obligations will be exempt from
federal income taxation.” There has been no activity in the fund for several years.
• The 4B Economic Development Corporation Fund is a local option established under
the Texas local government code. 4B funds are generated from a ½ cent sales tax
levy and proceeds are used for debt service.
• The Economic Development Fund was set up to maintain all receipts and
disbursements of agreements between the Town and various corporations for
economic development. There was confusion regarding the additional revenues
being recorded in the General Fund and offset by expenditures. These balances offset
to zero but skewed the analysis of each. This fund is used to create more transparency
to the public regarding these receipts and payments.
4. DEBT SERVICE FUNDS
These funds were established to account for, and the payment of, general long-term debt
principal and interest. This fund provides a clearer accounting of ongoing debt obligations
compared to operating budgets. The Debt Service Fund is used to make scheduled
payments for all bond issuances.
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Section 2 Financial Analysis
Budget 101 Overview
• The Debt Service Fund (Property Tax) was created to keep property tax payments
separate from all remaining debt.
• The Debt Service Fund provides payments for all remaining debt being paid with transfers
from the General Fund and 4B Economic Development Corporation Fund.
5. CAPITAL PROJECT FUNDS
The Capital Projects funds are used to account for financial resources to be used for the
acquisition or construction of major capital facilities (other than those financed by
proprietary fund types) and consist of these two funds:
• The Capital Projects Fund tracks the infrastructure and building projects (other than
those financed by proprietary fund types), funded with general operating transfers,
intergovernmental revenue, bond funds and other special funding methods. Capital
expenditures are clearly identified by their respective funding sources, and projects
are shown in a clear, concise format.
• The Westlake Academy Expansion Fund (WAE) tracks the Westlake Academy Master
Facility Plan that was adopted by the Westlake Town Council/Board of Trustees in
November 2012. An Economic Development Agreement was executed between the
Town and Maguire Partners-Solana Land, L.P. requiring the developer to pay $10,000
for each residential lot associated with the Granada subdivision. These funds are
transferred to the WAE fund for future expansion use.
PROPRIETARY FUND TYPES
• The fund types are accounted and budgeted for on a
cost of services, or “Capital Maintenance” measurement
focus using the accrual basis of accounting.
• Under the accrual basis of accounting, revenues are
recognized when earned and expenses are recognized
when incurred.
• For purposes of this budget presentation, depreciation is
not displayed and capital expenditures and bond
principal payments are shown as uses of funds.
Proprietary fund types operate in a manner like private business
utilizing an accrual basis of accounting.
The accrual basis of accounting is used by all Proprietary Fund types.
• Revenues are accounted for on a flow of economic resources measurement focus. With
this measurement focus, revenue is recorded when earned and expenses are recorded
at the time liabilities are incurred.
PROPRIETARY FUND TYPES
ACCOUNTING/BUDGETING
BASIS; FULL ACCRUAL
1. Cemetery Fund
2. Utility Fund
3. Utility Maintenance
& Replacement Fund
4. General Maintenance
& Replacement Fund
5. Vehicle Maintenance
& Replacement Fund
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• All assets and all liabilities associated with the operation of these funds are included on
the combined statement of net assets. Net assets are segregated into net assets invested
in capital assets, net of related debt, restricted net assets and un-invested net assets.
• Proprietary fund-type operating statements present increases (revenues) and decreases
(expenses) in total net assets.
• For purposes of this budget presentation, depreciation is not displayed and capital
expenditures and bond principal payments are shown as uses of funds.
1. ENTERPRISE FUNDS
Account for operations of governmental facilities operated in a manner similar to
commercial enterprises where the intent is to recover, in whole or in part, the costs and
expenses of providing goods and services to the public. Revenues are typically generated
through usage fees based on individual demands of each customer. Enterprise funds may
be used when the governing body has determined that periodic determination of revenue
earned, expenses incurred, and/or net income is appropriate for capital maintenance,
public policy, management control, accountability, or other purposes.
• The Cemetery Fund includes all operations associated with the 5.5-acre cemetery
located on J.T. Ottinger Road which was donated during the year ended September
2008.
• The Utility Fund accounts for water, wastewater and telecommunications conveyance
(duct bank) services for the residents of the Town. All activities necessary to provide
such services are accounted for in this Fund, including administration, operations,
maintenance, financing and related debt service, and billing and collection.
Additionally, the Town collects monthly solid collection fees in this fund which are paid
to the Town’s solid waste franchisee.
TOWN OF WESTLAKE
PROPRIETARY FUNDS
Enterprise Funds
~ Utility Fund
~ Cemetery Fund
Internal Service Funds
~Utility Maintenance & Replacement Fund
~General Maintenance & Replacement Fund
~Vehicle Maintenance & Replacement Fund
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2. INTERNAL SERVICE FUNDS
Account for services and/or commodities furnished by a designated program to other
programs within the Town. Funds include the following:
• The General Maintenance & Replacement Fund (GMR) is an account used to offset the
future costs of repair and/or replacement of large capital assets due to age and use.
Contributions from the Town’s General Fund are transferred on an annual basis;
resulting in a cash balance which mitigates the cash flow impact of large
maintenance and capital replacement costs.
• The Utility Maintenance & Replacement Fund (UMR) is an account used to offset the
future costs of repair and/or replacement of large capital assets due to age and use.
Contributions from the Town’s Utility Fund are transferred on an annual basis; resulting
in a cash balance which mitigates the cash flow impact of large maintenance and
capital replacement costs.
• The Vehicle Maintenance & Replacement Fund (VMR) was created to provide a
mechanism for the long-term repair and replacement of Town vehicles.
MAJOR FUND TYPES
DEPARTMENT TYPE AND STRUCTURE
Dept 10 - General Services is comprised of costs in the budget that may not be specifically
identifiable to any operational budget. The activity is administered by the Finance
Department and funds various charges that are not defined or directly related to any specific
department or activity of the Town. Examples of cost include, electricity, insurance,
professional services, contingencies, etc. These types of expenditures affect all budgets and
are generally not prorated.
Dept 11 - The Administration Department
coordinates and manages all facets of the
Town’s operations. Town Manager, reporting to
the Town Council, serves as the chief executive
officer for all Town operations including serving
as Superintendent for Westlake Academy. His
duties include implementation of the goals and
objectives established by the Town Council, preparation and
submission of an annual municipal budget for Board review and adoption, as well
as the implementation and oversight of the adopted budget throughout its effective fiscal
year. The Town Manager guides, coordinates, and facilitates recommendations to the
Major funds represent the significant activities of the
Town and basically include any fund whose revenues or
expenditures, excluding other financing sources and
uses, constitute more than 10% of the revenues or
expenditures of the appropriated budget.
MAJOR FUNDS PERCENT
General Fund 42%
Capital Project Fund 32%
Internal Service Funds 9%
TOTAL 83%
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Council on strategic planning initiatives and policies as well as their implementation.
Responsible for attracting, retaining, and developing a municipal/educational work force for
delivering top quality municipal and academic services.
Dept 12 - The Planning and Development Department is
responsible for processing platting and zoning requests
and ensuring that proposed development will conform to
the Town of Westlake’s comprehensive plans. This also
requires the continuous updating and amending of
ordinances to address ever-changing development
concerns. The Building and Code Compliance Division is
responsible for the administration and enforcement of
the Town’s adopted building codes and ordinances to
assure that development is executed and maintained in
compliance with ordinances and approved
development plans.
Dept 13 – The Town Secretary’s office performs tasks outlined in the Texas Municipal Law and
Procedure for General Law Type A Cities. Coordinating municipal elections. Providing
support of the Town Council, Board of Trustees, Planning and Zoning Commission, and the
Zoning Board of Adjustments. Oversight of the Town’s (municipal and academic) records
management programs. The Town Secretary is also responsible for the communicating
meeting information to the community.
Dept 14 - The Fire - EMS Department provides for the public
safety needs of the Town via a variety of programs and
services. Most of these services are Fire and Emergency
Medical Services (EMS) related but also includes hazardous
materials mitigation, fire prevention and public education.
Many civic organizations also benefit from these types of
services through the training activities and
inspection/prevention programs that the Department
provides. The Department will continue to provide the most
efficient method of delivering the traditional services – Fire
Protection, Emergency Medical Services, Fire Inspections and
Public Education while continuing to seek further avenues of
outreach into the community.
Dept 15 - The Municipal Court performs the duties necessary to support municipal judicial
functions, assist the public and manage court operations. The program will uphold the
integrity of the Court and build public trust by providing unbiased quality service and
accurate information delivered in an efficient and professional manner.
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Dept 16 - The Public Works Department is
responsible for: the operation, maintenance,
repair, and installation of the Town’s traffic signs,
signals, roadway markings, and approximately 10
miles of street pavement and storm drainage;
maintaining public records and regulatory
requirements. Public Works also assists other
departments, the Academy, and volunteer groups
as needed: Setting up for community events,
providing traffic control devices for DPS use,
Supervision of community service workers, provide
back-up coordinating/inspecting work for facility
maintenance
17 - The Facilities Department will plan for and
provide facilities to enhance present and future community and educational programs and
endeavors. Long-range plans include: maintenance, renovation, construction of facilities as
related to civic use and educational programs – efficient facilities meeting program needs.
Westlake Civic Campus facilities are generally available to the community. The Town will
continue to develop cooperative projects with the community and agencies.
Dept 18 - The Finance Department is responsible for collecting, recording, summarizing, and
reporting the results of all financial transactions of the following entities in a timely manner
and in accordance with generally accepted accounting principles while ensuring
compliance with applicable state and federal statutes, bond covenants and grant
contracts by reviewing financial data and reporting such in a timely manner. The Finance
department is responsible for three entities; Town of Westlake, Westlake Academy, and
Westlake Academy Foundation. Duties include but are not limited to; payroll processing,
budgets, cash collections, audits, fraud, accounts payable and financial reporting.
Dept 19 - The Park and Recreation Department maintains a 39.5-acre park and open
spaces, which includes Glenwyck Farms, Terra
Bella sub-division and the Parchman property.
The trees along roadways and the cemetery are
also maintained to ensure the safety of drivers and
pedestrians. 10 miles Trails and two pedestrian
underpasses run throughout the community.
Westlake Academy, IOOF cemetery, and the
town owned park, located in Glenwyck Farms,
provide the facilities and space for recreational
use to the public. These locations also host
sporting events.
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Dept 20 - Information Technology(IT) works with the
Town Manager to establish IT policy, evaluate and
recommend technology solutions for specific
departmental needs and provide administrative
support to network infrastructure, systems, and staff.
Dept 21 - The Human Resources Department (HR)
provides a diverse array of services to internal and
external customers, as well as providing support to the
organization’s general operations. These services
include all HR functions, including General
Administrative Services, Recruiting & Hiring, Payroll
Processing, Benefits Administration, Organizational Training & Development, Policy
Compliance, and Risk Management. Support is offered in partnership with other
departments for bidding & purchasing, strategic planning, policy development, general
administration, and finance.
Dept 22 - The department of Communications & Community Affairs is responsible for
leadership and representation on matters related to Town (both municipal and academic)
services’ communications, promotion, and citizen/parent engagement. The position
coordinates facilitation of neighborhood and WA parent meetings, publication of our email
blasts, advertising, web site development, various community events and gatherings, social
media, serves/supports our local chambers of commerce at meetings and events, and
supports the Westlake Historical Preservation Society as Town liaison.
Dept 23 - The Keller Police Department
has provided law enforcement services
for the Town of Westlake since June of
2002. The communities entered an
interlocal agreement, which benefits both
organizations through the provision of
police related services for the Westlake
citizens and brings additional staff
resources via the contract commitments
for the City of Keller. Jail, Emergency
Communications, and Animal Services
are provided through a regional
configuration – serving the communities,
of Westlake, Keller, Roanoke, Southlake and
Colleyville.
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RELATIONSHIP BETWEEN FUNDS AND DEPARTMENTS GENERAL SERVICES ADMINISTRATION PLANNING & DEVELOPMENT TOWN SECRETARY EMERGENCY SERVICES MUNICIPAL COURT PUBLIC WORKS FACILITIES MAINTENANCE FINANCE PARKS & RECREATION INFORMATION TECHNOLOGY HUMAN RESOURCES COMMUNICATIONS POLICE SERVICES FUND NAME 10 11 12 13 14 15 16 17 18 19 20 21 22 23
GENERAL FUND
General Fund
SPECIAL REVENUE FUNDS
4B Economic Development
Economic Development
Public Improvement District (Local)
Visitors Association
Lone Star Public Facilities
DEBT SERVICE FUNDS
Debt Service (sales tax funded)
Debt Service (property tax funded)
ENTERPRISE FUNDS
Cemetery Fund
500 Utility Fund
INTERNAL SERVICE FUNDS
Utility Maint & Replacement
General Maint & Replacement
Vehicle Maintenance &
Replacement
CAPITAL PROJECT FUNDS
Capital Project Fund
Westlake Academy Expansion
ACADEMIC FUNDS
Westlake Academy
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Section 2 Financial Analysis
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SIGNIFICANT ACCOUNTING POLICIES
The Town Council has established and regularly updates a comprehensive set of financial
policies for the Town of Westlake. The Town Manager and Town Council are devoted to
safeguarding and improving the financial condition of the Town of Westlake. A full listing of
policies can be found in the Municipal Policy Section of this document.
Key features of the Fiscal & Budgetary Policies include:
• Operating Budget
• Revenues Management
• Expenditure Control
• Fund Balance
• Debt Management
• Intergovernmental Relationships
• Grants
• Economic Development
• Fiscal Monitoring
• Financial Consultants
• Accounting, Auditing, and Financial Reporting
• Capital Budget and Program
• Capital Maintenance and Replacement
• Internal Controls
• Asset Management
FUND BALANCE POLICIES
The Town Manager and Town Council are devoted to safeguarding and improving the financial
condition of the Town of Westlake
• General Fund Undesignated Fund Balance - The Town shall strive to maintain the General Fund
undesignated fund balance at, or in excess of, 90 days of operation.
• Retained Earnings of Other Operating Funds - In the Utility Fund, the Town shall strive to maintain
positive retained earnings positions to provide sufficient reserves for emergencies and revenue
shortfalls.
• Use of Fund Balance – The Council delegates the responsibility to assign funds to the Town
Manager or his/her designee. The Council shall have the authority to assign any amount of
funds. Assignments may occur subsequent to fiscal year-end. The Council will utilize funds in
the following spending order: Restricted, Committed, Assigned, Unassigned
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Section 2 Financial Analysis
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Fund Balance will be targeted to only be used with Council approval and can only be used for the
following:
• Emergencies,
• Non-recurring expenditures such as technology/FF&E (furniture, fixtures and
equipment), or major capital purchases that cannot be accommodated through
current year savings.
• Should such use reduce the balance below the appropriate level set as the objective
for that fund, recommendations will be made on how to restore it.
• The Council shall approve all commitments by formal action. The action to commit
funds must occur prior to fiscal year-end, to report such commitments in the balance
sheet of the respective period, even though the amount may be determined
subsequent to fiscal year-end.
• A commitment can only be modified or removed by the same formal action.
There are four primary reasons to maintain an adequate fund balance:
• Cash Flow – It is essential for the Board of Trustees to have enough cash on hand for
payroll and other obligations to be made timely. In addition, most state and federal
grants require the Academy to make payment first before the grant will make
reimbursement.
• Unforeseen Events – Reserves often act as a contingency to meet unbudgeted and
unexpected needs, thus allowing time to make permanent changes to the budget and
preventing fiscal problems from needlessly worsening.
• Financial Security – A fund reserve demonstrates a sign of financial strength and security
to banking and financial institutions allowing the Town of Westlake to borrow funds and
sell bonds when additional facilities need to be built or renovated at more favorable
rates, thus saving the taxpayers money.
• Interest Earning – Having a fund balance allows the Academy to earn additional
revenues without having to tax citizens.
FUND BALANCE COMPONENTS
In February 2009, the Governmental Accounting Standards Board (GASB) issued GASB
Statement No. 54, Fund Balance Reporting and Governmental Fund Type Definitions. This
Statement established five components of fund balance and because circumstances differ
among governments, not everyone will report all components. GASB 54 shifts the focus of fund
balance reporting from the availability of fund resources for budgeting to “the extent to which
the government is bound to honor constraints on the specific purposes for which amounts in the
fund can be spent.”
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Section 2 Financial Analysis
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NONSPENDABLE FUND
BALANCE
•Portion of net
resources that cannot
be spent because of
their form and
because they must be
maintained intact.
RESTRICTED FUND
BALANCE
•This term will is used
to describe net fund
resources subject to
externally enforceable
legal restrictions.
ASSIGNED FUND
BALANCE
•This term is used to
describe the portion of
fund balance that
reflects a
government’s
intended use of
resources.
UNASSIGNED FUND
BALANCE
•The residual net
resources in excess of
what is properly
categorized in one of
the other four
categories.
COMMITTED FUND
BALANCE
•The portion of fund
balance constrained
by limitations imposed
by government at its
highest level and
remains binding unless
removed in the same
manner.
• Fund Balance Reporting - The Town shall report governmental fund balances per GASB
54 definitions in the balance sheet as follows: Non-spendable, Restricted, Committed,
Assigned, Unassigned
• General Fund Unassigned Fund Balance - The Town shall strive to maintain the General
Fund unassigned fund balance at 90 days of operation.
• Use of Fund Balance - Fund Balance will be targeted to only be used with Council
approval and can only be used for the following: emergencies, non-recurring
expenditures, such as technology/FF&E (furniture, fixtures and equipment), or major
capital purchases that cannot be accommodated through current year savings. Should
such use reduce the balance below the appropriate level set as the objective for that
fund, recommendations will be made on how to restore it.
• Approval of Commitments - The Town Council shall approve all commitments by formal
action.
o The action to commit funds must occur prior to fiscal year-end, to report such
commitments in the balance sheet of the respective period, even though the
amount may be determined after fiscal year-end.
o A commitment can only be modified or removed by the same formal action.
o The Town Council delegates the responsibility to assign funds to the Town
Manager or his/her designee.
o The Town Council shall have the authority to assign any number of funds.
o Assignments may occur after fiscal year-end.
o The Town Council will utilize funds in the following spending order: Restricted,
Committed, Assigned, and Unassigned.
FUTURE GFOA POLICIES TO DISCUSS
The Town of Westlake has several relevant financial policies to preserve and enhance the fiscal
health of the Town. We also identify acceptable and unacceptable courses of action, and
provide a standard to evaluate the school’s fiscal performance.
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Very soon, GFOA will be recommending that all governments include the following policies that
guide the development of their budget and that are central to a strategic long term approach
to financial management.
1. Operating Budget Policy
(already incorporated into the Fiscal and Budgetary Policies)
This section of the Fiscal and Budgetary Policies will also be updated to include the
following policies that guide the development of the budget and are central to a
strategic approach to our financial management.
These components will need to be reviewed, updated if necessary, and/or added and
approved by the Board of Trustees in subsequent years.
1. Basis of Budgeting
2. Budget Adoption
3. Budget Classification and Format
4. Organization of the Budget
5. Budget Message Requirement
6. Funds Budgeted
7. Length of the Budget Year
8. Presentation of Proposed Budget
9. Revenue Forecasting Requirements
10. Expenditure Forecasting Requirements
11. Performance Measurements
12. Line-Item Transfer Authority
13. Retention of Budget Record
2. Capital Asset Management
(already incorporated into the Fiscal and Budgetary Policies)
Town of Westlake operates an extensive amount of buildings, equipment, furniture, and
vehicles. This purpose of this policy is to:
o provide a management framework to ensure that all capital assets are repaired,
maintained, and replaced and
o to identify the responsible parties who shall protect, oversee and report needed
repairs.
3. Budget Crisis Procedures
(will need to be reviewed and discussed)
This policy would be intended to provide the Town of Westlake with options when
responding to unexpected fiscal issues that can and do arise. Should budget problems
materialize, these procedures will support comprehensive risk analysis and contingency
plans.
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4. Long Term Forecasting
(will need to be reviewed and discussed)
The annual operating budget focuses on a single 12-month period. However, spending
and revenue decisions made today have affects that extend beyond a 12-month
period. The purpose of this policy would be to
o Ensure on-going financial sustainability beyond a single fiscal year
o Achieve the Town’s mission and vision
o Systematically link the annual budget to a multi-year master financial plan.
5. Reserve Policy in Other Funds
(will need to be reviewed and discussed)
While the General Fund Reserve is the most important for the Town of Westlake, reserves
in other funds are just as important. For that reason, the funds listed in this policy would
have reserves that are restricted or committed for specific purposes.
6. General Fund Budget Reserves
(already incorporated into the Fiscal and Budgetary Policies)
The General Fund is the primary fund used by the Town of Westlake to account for
revenues and expenditures. Accordingly, the General Fund Reserve Policy is intended to
provide the Town with options when responding to unexpected issues and to afford a
buffer against shocks and other forms of risk.
General Fund Budget Reserves requires minimum reserves of total General Fund
Expenditures with amounts committed to:
• Property & Casualty Insurance
• Severance pay for Sick Leave and Annual Leave
• General Liability Insurance Deductibles
• Catastrophic events (unforeseen emergencies - natural disaster)
One of two things must happen in the future if we cannot spend equal to or less than
the revenues received: (1) make future reductions (2) approve new taxes.
This chart reflects the
General Fund Budget
Reserves by percentage
for the last five years.
Expenditures Ending Percent of
Without Fund Fund Balance
Fiscal Year Transfers Balance to Expenditures
FY 12/13 $4,373,329 $5,812,583 133%
FY 13/14 $4,891,099 $6,788,964 139%
FY 14/15 $5,400,728 $7,240,729 134%
FY 15/16 $6,368,070 $8,553,121 134%
FY 16/17 $7,166,777 $10,242,277 143%
70
This section gives an analysis of the amounts
between the current year adopted and
estimated budget, as well as the variance
explanations between the current year
estimated and next year adopted budget.
Several different tables are presented
of all fund revenues, expenditures and
fund balance amounts.
All Funds - Financial
Summaries and Analysis
71
Fiscal Year 2018/2019
Adopted Estimated Adopted FY 18/19 Adopted
Actuals Budget Budget Budget
FY 16/17 FY 17/18 FY 17/18 FY 18/19 FY 17/18 Estimated
REVENUES & OTHER SOURCES
General Sales Tax 4,650,744$ 4,950,000$ 4,950,000$ 5,600,000 650,000 13%
Property Tax 1,577,814 1,476,616 1,622,109 1,990,235 368,126 23%
Charge for Services 4,647,826 3,795,515 4,585,075 4,585,075 - 0%
Hotel Tax 751,601 845,000 853,642 853,642 - 0%
Beverage Tax 68,432 62,500 62,500 62,500 - 0%
Franchise Fees 818,422 983,815 983,815 983,815 - 0%
Permits & Fees Other 204,292 244,020 269,303 269,303 - 0%
Permits & Fees Buildings 3,317,394 2,201,246 2,151,178 4,357,571 2,206,393 103%
Permits & Fees Utility 136,814 168,865 268,115 274,441 6,326 2%
Fines & Forfeitures 673,716 809,880 715,545 715,545 - 0%
Investment Earnings 182,174 111,965 340,261 340,261 - 0%
Contributions 1,782,932 928,000 716,630 209,540 (507,090) -71%
Misc Income 320,181 102,470 175,557 132,832 (42,725) -24%
Total Revenues 19,132,343 16,679,892 17,693,730 20,374,760 2,681,030 15%
Transfers In 4,133,700 4,831,642 3,858,169 5,137,805 1,279,636 33%
Other Sources 20,475,810 - - 5,987,134 5,987,134 100%
Total Other Sources 24,609,510 4,831,642 3,858,169 11,124,939 7,266,770 188%
GF Academic Revenues 7,868,978 8,584,100 8,477,645 8,847,829 370,184 4%
GF Academic Other Sources 474,300 60,000 85,000 76,000 (9,000) -11%
Total Academic 8,343,278 8,644,100 8,562,645 8,923,829 361,184 4%
TOTAL REVENUES & OTHER SOURCES 52,085,131$ 30,155,634$ 30,114,544$ 40,423,528$ 10,308,984$ 34%
EXPENDITURES & OTHER USES
Payroll Salaries 3,388,949$ 3,821,261$ 3,824,761$ 3,994,572 169,811 4%
Payroll Transfer In (864,028) (1,055,775) (1,055,775) (1,114,192) (58,417) 6%
Payroll Insurance medical/dental/life 488,798 599,995 599,995 780,269 180,274 30%
Payroll Taxes workers comp/unemployment 33,459 51,180 51,180 43,482 (7,698) -15%
Payroll Taxes social security/medicare 239,309 292,253 292,253 305,506 13,253 5%
Payroll Retirement tmrs/icma 452,042 495,955 495,955 486,093 (9,862) -2%
Total Payroll and Related 3,738,529 4,204,869 4,208,369 4,495,731 287,362 7%
Debt 3,763,437 4,494,622 4,211,834 5,057,296 845,462 20%
Economic Development 163,578 234,640 238,940 336,940 98,000 41%
Payroll Transfer Out 864,028 1,055,775 1,055,775 1,114,192 58,417 6%
Repair & Maintenance 306,329 407,830 385,567 383,289 (2,278) -1%
Rent & Utilities 624,930 661,604 872,565 1,019,069 146,504 17%
Services 5,631,532 4,571,056 6,047,324 5,906,728 (140,596) -2%
Supplies 170,783 263,402 258,901 266,100 7,199 3%
Travel & Training 137,796 216,110 220,533 222,903 2,370 1%
Total Operations & Maintenance 11,662,413 11,905,039 13,291,438 14,306,516 1,015,078 8%
15,400,942 16,109,908 17,499,807 18,802,247 1,302,440 7%
Capital Project Funds 1,878,076 10,288,000 7,934,673 4,676,681 (3,257,992) -41%
Capital Outlay 1,825,512 57,470 56,970 66,765 9,795 17%
Maintenance & Replacement Funds 1,042,503 532,000 383,625 1,079,475 695,850 181%
Total Capital 4,746,091 10,877,470 8,375,268 5,822,921 (2,552,347) -30%
Transfers Out 4,133,700 4,831,642 3,858,169 5,137,805 1,279,636 33%
Other Uses 6,452,467 - - - - 0%
Total Other Uses 10,586,167 4,831,642 3,858,169 5,137,805 1,279,636 33%
GF Academic Expenditures 8,754,398 8,322,199 8,455,072 8,710,132 255,060 3%
GF Academic Other Uses - 60,000 85,000 76,000 (9,000) -11%
Total Academic 8,754,398 8,382,199 8,540,072 8,786,132 246,060 3%
24,086,656 24,091,311 20,773,509 19,746,858 (1,026,651) -5%
TOTAL EXPENDITURES AND OTHER SOURCES 39,487,598$ 40,201,219$ 38,273,317$ 38,549,106$ 275,789$ 1%
Excess Revenus over(under) Expenditures 12,597,532 (10,045,585) (8,158,772) 1,874,422 10,033,195 123%
Beginning Fund Balance (Municipal)15,796,508 27,778,377 27,778,377 19,597,032 (8,181,345) -29%
Beginning Fund Balance (Academic)1,482,157 939,271 939,271 961,844 22,573 2%
FUND BALANCE, BEGINNING 17,278,665 28,717,648 28,717,648 20,558,876 (8,158,772) 28%
FUND BALANCE, ENDING 29,876,197$ 18,672,063$ 20,558,879$ 22,433,298$ 1,874,423$ 9%
vs
TOTAL OPERATING EXPENDITURES
TOTAL NON-OPERATING EXPENDITURES
ALL FUNDS - ALL SOURCES and USES
Combined Program Summary
72
General
Fund
Enterprise
Funds
Internal
Service
Funds
Special
Revenue
Funds
Debt
Service
Capital
Project Fund
Westlake
Academy TOTAL
General Sales Tax $ 3,900,000 $ - $ - $ 1,700,000 $ - $ - $ - $ 5,600,000
Property Tax 1,733,356 - - - 256,878 - - 1,990,235
Charge for Services - 4,585,075 - - - - - 4,585,075
Hotel Tax - - - 853,642 - - - 853,642
Beverage Tax 62,500 - - - - - - 62,500
Franchise Fees 983,815 - - - - - - 983,815
Permits and Fees Other 263,303 - 6,000 - - - - 269,303
Permits and Fees Building 4,357,571 - - - - - - 4,357,571
Permits and Fees Utility - 274,441 - - - - - 274,441
Fines & Forfeitures 715,545 - - - - - - 715,545
Investment Earnings 178,955 57,765 21,480 14,881 - 67,180 - 340,261
Contributions 12,240 - - 197,300 - - - 209,540
Misc Income 39,785 23,460 - 69,587 - - - 132,832
Total Revenues 12,247,070 4,940,741 27,480 2,835,410 256,878 67,180 - 20,374,760
Transfers In 66,539 - 1,476,065 - 2,405,901 1,189,300 - 5,137,805
Other Sources - 2,600,000 - - - 3,387,134 - 5,987,134
Total Other Sources 66,539 2,600,000 1,476,065 - 2,405,901 4,576,434 - 11,124,939
Academic Revenues - - - - - - 8,847,829 8,847,829
Academic Others Sources - - - - - - 76,000 76,000
Total Academic - - - - - - 8,923,829 8,923,829
TOTAL REVENUES AND OTHER SOURCES $ 12,313,609 $ 7,540,741 $ 1,503,545 $ 2,835,410 $ 2,662,779 $ 4,643,614 $ 8,923,829 $ 40,423,528
Payroll Salaries $ 3,994,572 $ - $ - $ - $ - $ - $ - $ 3,994,572
Payroll Transfer In (1,114,192) - - - - - - (1,114,192)
Payroll Insurance 780,269 - - - - - - 780,269
Payroll Taxes TWC/WC 43,482 - - - - - - 43,482
Payroll SS/Medicare 305,506 - - - - - - 305,506
Payroll Retirement 486,093 - - - - - - 486,093
Total Payroll & Related 4,495,731 - - - - - - 4,495,731
Debt 351,680 2,015,626 - - 2,689,990 - - 5,057,296
Economic Development - - - 336,940 - - - 336,940
Payroll Transfer Out - 559,024 - 555,167 - - - 1,114,192
Rent & Utilities 760,911 177,544 - 80,614 - - - 1,019,069
Repair & Maintenance 220,224 163,065 - - - - - 383,289
Services 2,252,408 3,321,194 - 329,516 3,610 - - 5,906,728
Supplies 247,298 7,040 - 11,762 - - - 266,100
Travel & Training 209,064 7,920 - 5,919 - - - 222,903
Total Operations & Maintenance 4,041,584 6,251,414 - 1,319,918 2,693,600 - - 14,306,516
TOTAL OPERATING EXPENDITURES 8,537,315 6,251,414 - 1,319,918 2,693,600 - - 18,802,247
Capital Project Funds - - - - - 4,676,681 - 4,676,681
Capital Outlay 35,710 31,055 - - - - - 66,765
Maintenance & Replacement - - 1,079,475 - - - - 1,079,475
Total Capital 35,710 31,055 1,079,475 - - 4,676,681 - 5,822,921
Transfers Out 3,491,966 81,539 - 1,564,300 - - - 5,137,805
Total Other Uses 3,491,966 81,539 - 1,564,300 - - - 5,137,805
Academic Expenditures - - - - - - 8,710,132 8,710,132
Academic Others Uses - - - - - - 76,000 76,000
Total Academic - - - - - - 8,786,132 8,786,132
TOTAL NON-OPERATING EXPENDITURES 3,527,676 112,594 1,079,475 1,564,300 - 4,676,681 8,786,132 19,746,858
TOTAL EXPENDITURES AND OTHER USES $ 12,064,992 $ 6,364,008 $ 1,079,475 $ 2,884,218 $ 2,693,600 $ 4,676,681 $ 8,786,132 $ 38,549,106
Excess Revenus over (under) Expenditures 248,618 1,176,733 424,070 (48,808) (30,821) (33,067) 137,697 1,874,422
PY Beginning Fund Balance 10,242,277 886,329 1,053,144 1,301,443 11,961 14,283,223 939,271 939,271
PY Revenues/Transfers (estimated) 9,304,946 4,934,415 901,480 2,793,335 2,709,153 908,570 8,562,645 8,562,645
PY Expenses/Transfers (estimated) (10,330,613) (5,420,005) (383,625) (2,919,470) (2,690,293) (7,989,238) (8,540,072) (8,540,072)
BEGINNING FUND BALANCE 9,216,613 400,739 1,570,999 1,175,308 30,821 7,202,555 961,844 20,558,876
ENDING FUND BALANCE $ 9,465,231 $ 205,060 $ 1,995,069 $ 1,126,499 $ - $ 7,169,488 $ 1,099,541 $ 22,433,298
REVENUES AND OTHER SOURCES
EXPENDITURES AND OTHER USES
Fiscal Year 2018/2019
Combining Revenues, Expenditures and Fund Balance
ALL FUNDS - ALL SOURCES and USES
73
Section 3 Financial Analysis
Fund Overview All Funds
The following is a high-level overview of the 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 $40,423,528. This represents a 34%
increase of $10,308,984 from prior year estimated.
Municipal
• General Sales Tax increased $650,000
• Property Tax increased $368,126
• Permits and Fees Building increased $2,206,393
• Permits and Fees Utility increased $6,326
• Contributions decreased ($507,090)
• Misc. Income decreased ($42,725)
• Transfers in increased $1,279,636
• Other sources increased $5,987,134
Academic
• Revenues increased $370,184
• Other Sources decreased ($9,000)
OPERATING EXPENDITURES
Operating expenditures are budgeted to be $18,802,247. This represents a 7%
increase of $1,302,440 from the prior year estimated.
• Payroll and Related is budgeted at $4,495,731; a 7% increase of $287,362
o Wages increased $111,394
o Insurances increased $180,274
o Taxes increased $5,556
o Retirement decreased $9,862
• Operations and Maintenance is budgeted at $14,306,516; an 8% increase of $1,015,078.
o Debt increased $845,462
o Economic Development increased $98,000
o Payroll Transfer Out increased $58,417
Revenues and Other Sources
Academic
22%
Municipal
78%
74
Section 3 Financial Analysis
Fund Overview All Funds
Operating Expenditures
o Repair & Maintenance decreased ($2,278)
o Rent & Utilities increased $146,504
o Services decreased ($140,596)
o Supplies increased $7,199
o Travel & Training increased $2,370
NON-OPERATING EXPENDITURES
Non-operating expenditures are budgeted to be $19,746,858. This represents a 5% decrease of
$1,026,651, the prior year estimated
Municipal
• Capital and M&R Projects are budgeted at $5,822,921; a 30% decrease of $2,552,347.
o Capital Projects Funds decreased $3,257,992
o Capital Outlay increased $9,795
o Maintenance and replacement projects increased $695,850
• Transfers Out and Other Uses are budgeted at
$5,137,805; a 33% increase of $1,279,636.
o Transfers out increased $1,279,636
o Other Sources had no changes.
Academic
• Expenditures increased $255,060
• Other Uses decreased $9,000
FUND BALANCE
The ending fund balance is budgeted to be $22,433,298. This represents a 9% increase
of $8,874,423 from prior year estimated.
Non Operating Expenditures
Academic
44%
Municipal
56%
Operations &
Maintenance
76%
Payroll &
Related
24%
75
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76
An ad valorem tax (Latin for "according to value")
is a tax whose amount is based on the value of
a transaction or of property.
A property tax is an ad valorem tax that an
owner of real estate or property pays on the
value of the property being taxed.
The taxing authority performs an appraisal of
the monetary value of the property, and tax
is assessed in proportion to that value.
Ad Valorem Property Tax
77
Section 2 Financial Analysis
Property Tax Overview
$0.16010$0.15684$0.15684$0.15634$0.15634$0.15634$0.13695$0.13615$0.156002011
actual
2012
actual
2013
actual
2014
actual
2015
actual
2016
actual
2017
actual
2018
actual
2019
proposed
Property Tax Rate per $100 Assessed Valuation
(shown in millions)
0.46200 0.45144 0.42750
0.37512
0.33304
0.28927
0.15600
Southlake
Trophy Club
Keller
Roanoke
Haslet
Grapevine
Westlake
This Town has assessed a property tax since FY2011-12. The ad valorem tax rate per $100 of
assessed valuation will increase by $0.01985 for FY 2018-19 to the adopted tax rate of $.15600
(just under the calculated rollback rate of $.15618).
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.
FY 17/18
Adopted Tax Rate
FY 18/19
Proposed Tax Rate
Change Amount
M&O $ 0.11133 $ 0.13201 $ 0.02068
I&S $ 0.02482 $ 0.02399 $(0.00083)
$0.13615 $ 0.15600 $0.01985
.
The total debt obligation secured by property taxes for various projects totals $287,699.
• 2011 CO payment for street projects of $117,796
• 2013 GO Refunding payment of $169,903 for Arts & Science Center construction. The debt
payment for the Science Center was originally paid from the Visitors Association Fund.
Based on July 2018 certified
values, the Town’s “net taxable
value” increased by $68,089,024
over the prior year adjusted
information for FY 17-18.
This is attributable to
• 11% increase in residential
• 1% increase in commercial
• 3% increase in personal
This budget will raise more
revenue from property
taxes than last year’s
adopted budget by
approximately $272,358
which is a 17.10%
increase from last year's
budget. The property tax
revenue to be raised from
new property tax roll this
year is $50,499.
78
Section 2 Financial Analysis
Property Tax Overview
Homestead Exemptions
The Westlake Town Council approved a homestead exemption of 20%, which is the maximum
amount allowed by the State of Texas.
Tax Freeze
The Town Council also approved a tax freeze for all residential accounts identified as over 65 by
the tax appraisal district. To learn more information about the tax freeze or find out if you qualify,
please visit the following websites: Denton Central Appraisal District or Tarrant Appraisal District.
Jurisdictions - The Town of Westlake contracts with the Tarrant County Tax Assessor Collector’s
Office to collect the Town’s portion of local property tax. There are multiple taxing jurisdictions
within Westlake’s boundaries; whether or not a business or residence is required to pay tax to a
particular jurisdiction is determined by where they are located within Westlake and the
boundaries of the respective taxing jurisdictions.
Currently, the following taxing jurisdictions collect property taxes in Westlake:
Independent School Districts; Carroll, Keller and Northwest
Tarrant County; College and Hospital
Denton County and Trophy Club MUD 1
Westlake residents can determine which taxing jurisdictions apply to their property as well as
obtain current property tax rate information by conducting a property search on the
appropriate appraisal district website: Denton Central Appraisal District or Tarrant Appraisal
District.
Direct and Overlapping Property Tax Rate
Source: 2017 Town of Westlake Audit
2013 2014 2015 2016 2017
Ad Valorem Property Tax
General Fund $ 0.14197 $ 0.13888 $ 0.13710 $ 0.13710 $ 0.12882
Debt Service Fund 0.01487 0.01796 0.01924 0.01924 0.00813
SUB-TOTAL DIRECT 0.15684 0.15684 0.15634 0.15634 0.13695
School Districts
Carroll ISD 1.40000 1.40000 1.40000 1.40000 1.39000
Northwest ISD 1.37500 1.45250 1.45250 1.45250 1.45250
Keller ISD 1.54000 1.54000 1.54000 1.54000 1.52000
Counties
Denton County 0.28287 0.28491 0.27220 0.27220 0.24841
Tarrant County 0.26400 0.26400 0.26400 0.26400 0.25400
Other
Tarrant College 0.14897 0.14950 0.14950 0.14950 0.14473
Tarrant Hospital 0.22790 0.22790 0.22790 0.22790 0.22790
Trophy Club Mud #1 0.13339 0.13339 0.13339 0.13339 1.12722
SUB-TOTAL INDIRECT 5.37213 5.45220 5.43949 5.43949 6.36476
TOTAL $ 5.52897 $ 5.60904 $ 5.59583 $ 5.59583 $ 6.50171
79
Based on July Report
FY10/11 Actual FY11/12 Actual FY12/13 Actual FY13/14 Actual FY14/15 Actual FY15/16 Actual FY16/17 Actual FY17/18 Estimated FY18/19 Adopted
1,025,535,296$ 1,090,892,532$ 1,209,948,755$ 1,227,858,917$ 1,248,082,317$ 1,274,372,828$ 1,393,675,563$ 1,500,997,347$ 1,613,210,908$
amount change 65,357,236$ 119,056,223$ 17,910,162$ 20,223,400$ 26,290,511$ 119,302,735$ 107,321,784$ 112,213,561$
percent change 6%11%1%2%2%9%8%7%
$ cumulative chg 65,357,236$ 184,413,459$ 202,323,621$ 222,547,021$ 248,837,532$ 368,140,267$ 475,462,051$ 587,675,612$
% cumulative chg 6%18%20%22%24%36%46%57%
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 Actual FY17/18 Estimated FY18/19 Adopted
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$ 1,207,702,471$ 1,275,791,495$
amount change 140,295,773$ (80,285,295)$ 32,085,263$ 31,134,219$ 23,120,062$ 181,133,846$ 83,259,831$ 68,089,024$
percent change 18%-9%4%4%3%19%7%6%
$ cumulative chg 140,295,773$ 60,010,478$ 92,095,741$ 123,229,960$ 146,350,022$ 327,483,868$ 410,743,699$ 478,832,723$
% cumulative chg 18%8%12%15%18%41%52%60%
Residential 454,890,952$ 463,311,801$ 473,314,728$ 494,062,920$ 530,229,036$ 575,082,645$ 698,417,863$ 767,773,180$ 855,993,179$
amount change 8,420,849$ 10,002,927$ 20,748,192$ 36,166,116$ 44,853,609$ 123,335,218$ 69,355,317$ 88,219,999$
percent change 2%2%4%7%8%21%10%11%
$ cumulative chg 8,420,849$ 18,423,776$ 39,171,968$ 75,338,084$ 120,191,693$ 243,526,911$ 312,882,228$ 401,102,227$
% cumulative chg 2%4%9%17%26%54%69%88%
Commercial 354,362,708$ 398,732,749$ 309,259,502$ 288,880,663$ 288,318,142$ 313,905,939$ 319,566,649$ 334,367,110$ 337,279,443$
amount change 44,370,041$ (89,473,247)$ (20,378,839)$ (562,521)$ 25,587,797$ 5,660,710$ 14,800,461$ 2,912,333$
percent change 13%-22%-7%0%9%2%5%1%
$ cumulative chg 44,370,041$ (45,103,206)$ (65,482,045)$ (66,044,566)$ (40,456,769)$ (34,796,059)$ (19,995,598)$ (17,083,265)$
% cumulative chg 13%-13%-18%-19%-11%-10%-6%-5%
Personal 73,238,159$ 86,462,635$ 102,298,461$ 115,051,251$ 110,305,420$ 86,780,414$ 129,527,089$ 112,515,566$ 116,007,662$
amount change 13,224,476$ 15,835,826$ 12,752,790$ (4,745,831)$ (23,525,006)$ 42,746,675$ (17,011,523)$ 3,492,096$
percent change 18%18%12%-4%-21%49%-13%3%
$ cumulative chg 13,224,476$ 29,060,302$ 41,813,092$ 37,067,261$ 13,542,255$ 56,288,930$ 39,277,407$ 42,769,503$
% cumulative chg 18%40%57%51%18%77%54%58%
Ag Properties 263,775$ 263,775$ 269,301$ 274,698$ 257,671$ 246,487$ 219,661$ 208,877$ 203,351$
Based on July Report
FY10/11 Actual FY11/12 Actual FY12/13 Actual FY13/14 Actual FY14/15 Actual FY15/16 Actual FY16/17 Actual FY17/18 Estimated FY18/19 Adopted
New Residential 19,299,376$ 14,557,925$ 17,679,732$ 18,340,000$ 28,002,713$ 39,358,755$ 56,221,461$ 29,301,506$ 30,734,175$
amount change (4,741,451)$ 3,121,807$ 660,268$ 9,662,713$ 11,356,042$ 16,862,706$ (26,919,955)$ 1,432,669$
percent change -25%21%4%53%41%43%-48%5%
$ cumulative chg (4,741,451)$ (1,619,644)$ (959,376)$ 8,703,337$ 20,059,379$ 36,922,085$
% cumulative chg -25%-8%-5%45%104%191%
New Commercial 2,905,474$ 63,612,427$ 24,418,346$ 1,148,172$ -$ -$ -$ 13,586,641$ 2,201,041$
amount change 60,706,953$ (39,194,081)$ (23,270,174)$ (1,148,172)$ -$ -$ 13,586,641$ (11,385,600)$
percent change 2089%-62%-95%-100%0%100%200%300%
$ cumulative chg 60,706,953$ 21,512,872$ (1,757,302)$ (2,905,474)$ (2,905,474)$ (2,905,474)$ 10,681,167$ (704,433)$
% cumulative chg 2089%740%-60%-100%-100%-100%368%-24%
Based on July Report
FY10/11 Actual FY11/12 Actual FY12/13 Actual FY13/14 Actual FY14/15 Actual FY15/16 Actual FY16/17 Actual FY17/18 Estimated FY18/19 Adopted
Avg Market Value 1,354,987$ 1,359,897$ 1,365,344$ 1,416,737$ 1,472,247$ 1,492,650$ 1,803,855$ 1,758,822$ 1,814,031$
amount change 4,910$ 5,447$ 51,393$ 55,510$ 20,403$ 311,205$ (45,033)$ 55,209$
percent change 0.36%0.40%3.76%3.92%1.39%20.85%-2.50%3.14%
$ cumulative chg 4,910$ 10,357$ 61,750$ 117,260$ 137,663$ 448,868$ 403,835$ 459,044$
% cumulative chg 0%1%5%9%10%33%30%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 Actual FY17/18 Estimated FY18/19 Adopted
Avg Taxable Value 1,152,595$ 1,163,219$ 1,166,338$ 1,203,398$ 1,247,251$ 1,270,576$ 1,425,943$ 1,451,120$ 1,510,238$
Tax Payment 1,845$ 1,460$ 1,463$ 1,510$ 1,560$ 1,589$ 1,562$ 1,581$ 1,885$
amount change (386)$ 4$ 46$ 50$ 29$ (27)$ 18$ 304$
percent change -20.91%0.27%3.18%3.31%1.87%-1.69%1.17%19.25%
AD VALOREM PROPERTY TAX
NINE YEAR ANALYSIS
Fiscal Year 2018/2019
Homestead exemption 20% Over 65 exemption - $10,000
AD VALOREM TAX PAYMENT ON AVERAGE HOME VALUE (w/homestead exemption)
NEW NET TAXABLE VALUE
NET TAXABLE VALUES (these values will not always total due to incomplete accounts, cases before ARB, etc)
APPRAISED VALUES
AVERAGE MARKET VALUE PER HOME
80
AD VALOREM PROPERTY TAX
NINE YEAR ANALYSIS
Fiscal Year 2018/2019
Homestead exemption 20% Over 65 exemption - $10,000
FY10/11 Actual FY11/12 Actual FY12/13 Actual FY13/14 Actual FY14/15 Actual FY15/16 Actual FY16/17 Actual FY17/18 Estimated FY18/19 Adopted
Total Revenue 1,257,246$ 1,442,069$ 1,366,542$ 1,353,355$ 1,432,916$ 1,479,452$ 1,577,814$ 1,585,004$ 1,864,852$
amount change 184,823$ (75,527)$ (13,187)$ 79,561$ 46,536$ 98,362$ 7,191$ 279,848$
percent change 14.70%-5.24%-0.96%5.88%3.25%6.65%0.46%17.66%
New Residential 30,898$ 22,833$ 27,729$ 28,764$ 43,779$ 61,533$ 76,995$ 39,894$ 47,945$
amount change (8,066)$ 4,896$ 1,036$ 15,015$ 17,754$ 15,462$ (37,101)$ 8,051$
percent change -26.10%21.44%3.73%52.20%40.55%25.13%-48.19%20.18%
New Commercial 4,652$ 99,770$ 38,298$ 1,801$ -$ -$ -$ 18,498$ 3,434$
amount change 95,118$ (61,472)$ (36,497)$ (1,801)$ -$ -$ 18,498$ (15,065)$
percent change 2044.82%-61.61%-95.30%-100.00%0.00%100.00%200.00%300.00%
Raised from New 35,550$ 122,602$ 66,027$ 30,565$ 43,779$ 61,533$ 76,995$ 58,392$ 51,379$
Raised from Existing 1,221,696$ 1,319,467$ 1,300,516$ 1,322,790$ 1,389,137$ 1,417,919$ 1,500,818$ 1,526,612$ 1,813,473$
FY10/11 Actual FY11/12 Actual FY12/13 Actual FY13/14 Actual FY14/15 Actual FY15/16 Actual FY16/17 Actual FY17/18 Estimated FY18/19 Adopted
General Fund 0.15620$ 0.13835$ 0.14197$ 0.13907$ 0.13710$ 0.13947$ 0.12882$ 0.11133$ 0.13201$
Debt Service 0.00390 0.01849 0.01487 0.01777 0.01924 0.01687 0.00813 0.02482 0.02399
TOTAL TAX RATE 0.16010$ 0.15684$ 0.15684$ 0.15684$ 0.15634$ 0.15634$ 0.13695$ 0.13615$ 0.15600$
amount change (0.00326) - - (0.00050) - (0.01939) (0.00080) 0.01985
percent change -2.04%0.00%0.00%-0.32%0.00%-12.40%-0.58%14.58%
FY10/11 Actual FY11/12 Actual FY12/13 Actual FY13/14 Actual FY14/15 Actual FY15/16 Actual FY16/17 Actual FY17/18 Estimated FY18/19 Adopted
General Fund 97.56%88.21%90.52%88.67%87.69%89.21%94.06%81.77%84.62%
Debt Service 2.44%11.79%9.48%11.33%12.31%10.79%5.94%18.23%15.38%
TOTAL 100%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 Actual FY17/18 Estimated FY18/19 Adopted
General Fund 1,226,689$ 1,271,975$ 1,236,978$ 1,198,373$ 1,256,795$ 1,318,059$ 1,482,625$ 1,318,825$ 1,577,153$
Debt Service 30,558$ 170,094$ 129,565$ 154,982$ 176,121$ 161,393$ 95,189$ 266,179$ 287,699$
TOTAL 1,257,246$ 1,442,069$ 1,366,542$ 1,353,355$ 1,432,916$ 1,479,452$ 1,577,814$ 1,585,004$ 1,864,852$
amount change 184,823$ (75,527)$ (13,187)$ 79,561$ 46,536$ 98,362$ 7,191$ 279,848$
percent change 14.70%-5.24%-0.96%5.88%3.25%6.65%0.46%17.66%
TAX REVENUE BY FUND TYPE
TAX RATE DISTRIBUTION AMOUNT
TAX RATE DISTRIBUTION PERCENT
TOTAL TAX REVENUE GENERATED
81
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82
Since salaries make up the greatest portion
of the expenditure budget, it is logical
to apply forecasting techniques that can
provide a true picture of where payroll
dollars are headed.
With this in mind, the Town uses forecasting
procedures that result in more accurate
personnel expenditure projections.
Personnel Overview
83
Assistant .50
C ITIZENS OF W ESTLAKE
Finance
ASSISTANT TOWN
MANAGER
Fire Chief
Human Resources
Public Works
Planning &
Development
Town Secretary
Supervisor
Lead Clerk
Communications
Information
Technology
Police Services
(contracted thru the
City of Keller)
Manager
TOWN MANAGER &
Facilities
Maintenance .50
Lieutenants
(3)
1 Part Time
Court Clerk
Court
Administrator
PT Firefighter
Paramedics 24
HR Generalist
Academic
Acctg Tech II
WA Technician
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
Assistant
1 Full Time
Court Clerk
1 Part Time
Court Judge
2 Part Time
Marshals
84
WA SUPERINTENDENT
BOARD OF TRUSTEES
WESTLAKE ACADEMY
EXECUTIVE DIRECTOR
continued from previous page Executive Director
W.A. Foundation
Assistant
This organizational chart is a visual depiction of the way work is distributed within Westlake Academy
Heads of
Department
Grade Level
Team Leads
SPED CoordinatorPrimary Principal
Primary Assistant
Principal
Primary Curriculum
Coordinator
Primary Counselor
Primary Faculty
and Staff
Librarian
Technology
Coordinator
Secondary
Principal
Secondary Counselor
College Counselor
MYP/DP Faculty
and Staff
Registrar
Administrative
Staff
Secondary Assistant
Principal
Athletic Dir.
Student Life Coordinator
MYP/DP Curriculum
Coordinators
This chart is 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.
SPED Faculty
and Staff
85
Section 2 Financial Analysis
Personnel Summary Overview
Given the funding constraints governments are facing, accurate expenditure projections
are more important than ever. Since salaries make up the greatest portion of the
expenditure budget, it is logical to apply forecasting techniques that can provide a true
picture of where payroll dollars are headed.
Personnel staffing levels for the Town of Westlake are presented in full-time equivalents
(FTE) positions. For example, a position staffed for 40 hours per week for 52 weeks per year
(2,080 hours) equals one full-time equivalent position. For firefighter/paramedic positions,
an FTE is based on 2,912 hours per year, or an average of 56 hours per week is used. An
FTE position of .50 refers to a position that is funded for 1,040 hours per year (2,080 x .50).
The personnel count includes vacant positions.
PAYROLL & RELATED COSTS
• Budgeted to be $4,495,731; a 7% increase of $287,362K from prior year estimated.
o Market band adjustments
$191K increase based on most recent salary surveys from the HR dept.
o One-time Performance/Incentive Pay
$51K inclusive of taxes and retirement
o Staffing Additions
Transition Court Judge from contract service to part time employee $18K
o Staffing Changes
Cost savings; replace full time Marshal with two-part time ($66,356)
Employee Insurance reflects $31K increase. Due to plan increase of 20%
and changes to employee coverage because of approved positions in
the prior year that were unfilled.
Transition Facilities Clerk from part time to full-time employee $26K (majority
of this cost is medical and dental insurance)
Cost to have 6 month overlap in training to replace Municipal Accounting
Technician II who will be retiring in July 2019. Cost is approximately $11K
Transition Management Intern (account for full wages in FY2019) $9K
o Payroll Salary Changes
Increase car allowances $4.4K
Add phone allowances $3.6K
Add On-call pay to public works employees $6.3K
• 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 $1.114M
• Utility Fund - $521K
• Visitors Association Fund - $525K
86
Section 2 Financial Analysis
Personnel Summary Overview
MUNICIPAL EMPLOYEES PAYROLL PROGRAM SUMMARY
FY 17/18
Estimated
Budget
FY 18/19
Adopted
Budget
Variance
$
Variance
%
Full-Time Regular Wages $3,408,814 $3,472,786 $63,972 2%
Full-Time Overtime Wages 133,131 121,725 (11,406) -9%
Part-Time Regular Wages 231,976 290,025 58,049 25%
Premium Pay 13,560 21,476 7,916 58%
Auto Allowance 29,600 34,800 5,200 18%
Cell Phone Allowance 7,680 11,760 4,080 53%
Performance Pay - 42,000 42,000 100%
Operating Xfr in for PR Costs (1,055,775) (1,114,192) (58,417) 6%
Total Base Wages 2,768,986 2,880,380 111,394 4%
Medical Insurance 544,606 711,266 166,660 31%
Dental Insurance 29,115 32,862 3,747 13%
LTD/AD&D/Life Insurance 26,274 36,141 9,867 38%
Total Insurance 599,995 780,269 180,274 30%
Social Security 236,919 247,663 10,744 5%
Medicare 55,334 57,843 2,509 5%
Unemployment Taxes 8,790 9,517 727 8%
Worker's Compensation 42,390 33,966 (8,424) -20%
Total Taxes 343,433 348,989 5,556 2%
TX Municipal Retirement 468,685 461,823 (6,862) -1%
ICMA 457 Retirement 27,270 24,270 (3,000) -11%
Total Retirement 495,955 486,093 (9,862) -2%
Total General Fund Impact $4,208,369 $4,495,731 $287,362 7%
Transfer from Visitor Fund to GF $518,510 $555,167 $36,657 7%
Transfer from Utility Fund to GF 482,700 559,024 76,324 16%
Payroll Transfers to General Fund $1,001,210 $1,114,192 $112,982 11%
MUNICIPAL PAYROLL $5,209,579 $5,609,923 $400,344 8%
Westlake Academy 6,378,398 6,585,303 206,905 3%
TOTAL PAYROLL $11,587,977 $12,195,226 $607,249 5%
87
Section 2 Financial Analysis
Personnel Summary Overview
Municipal
Employees
44.50
32%Westlake
Academy
93.58
68%
EMPLOYEE ALLOCATIONS BY DEPARTMENT
• Total personnel staffing in FY 2018-2019 is budgeted at 44.75 positions.
• This represents a decrease of 1.71 positions from the FY16-17 total of 139.05.
• Police Services continue to be outsourced and contracted through the City of
Keller.
Dept
No.
Department Name
FY 17/18
Estimated
FY 18/19
Adopted
Change
Amount
Percent
of total
10 Administrative 1.00 1.00 - 1%
11 Town Manager 2.75 2.75 - 2%
12 Planning & Development 4.00 4.00 - 3%
13 Town Secretary 1.50 1.50 - 1%
14 Emergency Services 15.50 15.50 - 11%
15 Municipal Court 4.25 3.50 (0.75) 3%
16 Public Works 4.00 4.00 - 3%
17 Facilities Maintenance 1.25 1.75 0.50 1%
18 Finance Dept 4.00 4.00 - 3%
19 Park & Recreation 0.50 0.50 - 0%
20 Information Technology 2.00 2.00 - 1%
21 Human Resources 2.00 2.00 - 1%
22 Communications 2.00 2.00 - 1%
Municipal Employees 44.75 44.50 (0.25) 32%
Westlake Academy 93.76 93.58 (0.18) 68%
Total Employees 138.51 138.08 (0.43) 100%
FY18/19 RATIO OF MUNICIPAL VS ACADEMIC EMPLOYEES
88
Section 2 Financial Analysis
Personnel Summary Overview
EMPLOYEE FORECAST
Dept
No. Department Name
FY 19-20
Projected
FY 20-21
Projected
FY 21-22
Projected
FY 22-23
Projected
10 Administrative 1.00 1.00 1.00 1.00
11 Town Manager 2.75 2.75 2.75 2.75
12 Planning & Development 4.00 4.00 4.00 4.00
13 Town Secretary 1.50 1.50 1.50 1.50
14 Emergency Services 18.50 23.50 28.00 31.00
15 Municipal Court 3.50 3.50 3.50 3.50
16 Public Works 4.00 4.00 4.00 4.00
17 Facilities Maintenance 1.75 1.75 1.75 1.75
18 Finance Dept 5.00 5.00 5.00 5.00
19 Park & Recreation 0.50 0.50 0.50 0.50
20 Information Technology 2.00 2.00 3.00 3.00
21 Human Resources 2.00 3.00 3.00 3.00
22 Communications 2.50 3.50 3.50 3.50
Municipal Employees 49.00 56.00 61.50 64.50
Westlake Academy 93.09 93.09 93.09 93.09
Total Employees 142.09 149.09 154.59 157.59
RATIO OF MUNICIPAL EMPLOYEES TO RESIDENTS
• For FY18/19 there are 1,310 projected residents and 44.50 employees.
• This equals a ratio of 29.44 residents per each full-time equivalent employee.
• This is an increase of .16 estimated residents per FTE positions.
Position
FY
14/15
Actual
FY
15/16
Actual
FY
16/17
Actual
FY 17/18
Estimated
FY 18/19
Adopted Change
Westlake Residents 1,200 1,230 1,310 1,310 1,310 0.00
Municipal Employees 36.00 39.25 44.00 44.75 44.50 (0.25)
Residents per Employee 33.33 31.34 29.77 29.27 29.44 0.16
89
Dept Position FY 17-18
Estimated
FY 18-19
PROPOSED change FY 19-20
Projected
FY 20-21
Projected
FY 21-22
Projected
FY 22-23
Projected
10 GENERAL ADMINISTRATIVE
Administrative Assistant 1.00 1.00 - 1.00 1.00 1.00 1.00
1.00 1.00 - 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 1.00
Assistant Town Manager 1.00 1.00 - 1.00 1.00 1.00 1.00
Administrative Assistant 0.50 0.50 - 0.50 0.50 0.50 0.50
Part-Time Interns 0.25 0.25 - 0.25 0.25 0.25 0.25
2.75 2.75 - 2.75 2.75 2.75 2.75
- - - -
12 PLANNING & DEVELOPMENT
Planning & Development Director 1.00 1.00 - 1.00 1.00 1.00 1.00
Development Coordinator 1.00 1.00 - 1.00 1.00 1.00 1.00
Chief Building Official 1.00 1.00 - 1.00 1.00 1.00 1.00
Permitting Clerk 1.00 1.00 - 1.00 1.00 1.00 1.00
4.00 4.00 - 4.00 4.00 4.00 4.00
- - - -
13 TOWN SECRETARY'S OFFICE
Town Secretary 1.00 1.00 - 1.00 1.00 1.00 1.00
Administrative Assistant 0.50 0.50 - 0.50 0.50 0.50 0.50
1.50 1.50 - 1.50 1.50 1.50 1.50
- - - -
14 FIRE/EMS DEPARTMENT
Fire Chief 1.00 1.00 - 1.00 1.00 1.00 1.00
Fire Marshal/Deputy Chief 1.00 1.00 - 1.00 1.00 1.00 1.00
Lt. Firefighter/Paramedics 3.00 3.00 - 4.00 4.00 4.00 4.00
Clerk/Admin Assistant - - - 0.50 0.50 1.00 1.00
Fire Inspector/Pub Ed Sp - - - - 1.00 1.00 1.00
Driver Engineers - - - - - 3.00 3.00
Firefighter/Paramedics 10.50 10.50 - 12.00 16.00 17.00 20.00
15.50 15.50 - 18.50 23.50 28.00 31.00
3.00 5.00 4.50 3.00
15 MUNICIPAL COURT OFFICE
Court Administrator 1.00 1.00 - 1.00 1.00 1.00 1.00
Deputy Clerk 1.00 - (1.00) - - - -
Lead Clerk - 1.00 1.00 1.00 1.00 1.00 1.00
Marshal Full time 1.00 - (1.00) - - - -
Marshal Part Time 1 - 0.15 0.15 0.15 0.15 0.15 0.15
Marshal Part Time 2 - 0.10 0.10 0.10 0.10 0.10 0.10
Court Judge 0.25 0.25 - 0.25 0.25 0.25 0.25
Clerk 1 Part Time 0.50 0.50 - 0.50 0.50 0.50 0.50
Clerk 2 Full Time 0.50 0.50 - 0.50 0.50 0.50 0.50
4.25 3.50 (0.75) 3.50 3.50 3.50 3.50
- - - -
16 PUBLIC WORKS OFFICE
Public Works Director 1.00 1.00 - 1.00 1.00 1.00 1.00
Utility Technician 1.00 1.00 - 1.00 1.00 1.00 1.00
Utility Billing Coordinator 1.00 1.00 - 1.00 1.00 1.00 1.00
Project Manager 1.00 1.00 - 1.00 1.00 1.00 1.00
4.00 4.00 - 4.00 4.00 4.00 4.00
- - - -
Current Year Staffing not reflected in long term forecast
PERSONNEL STAFFING by DEPARTMENT & POSITION
GROWTH MODEL STAFFING
90
Dept Position FY 17-18
Estimated
FY 18-19
PROPOSED change FY 19-20
Projected
FY 20-21
Projected
FY 21-22
Projected
FY 22-23
Projected
Current Year Staffing not reflected in long term forecast
PERSONNEL STAFFING by DEPARTMENT & POSITION
GROWTH MODEL STAFFING
17 FACILITIES MAINTENANCE
Facilities Maintenance Director 0.50 0.50 - 0.50 0.50 0.50 0.50
Part-Time Summer Technicians 0.25 0.25 - 0.25 0.25 0.25 0.25
Clerk/Admin Assistant 0.50 1.00 0.50 1.00 1.00 1.00 1.00
1.25 1.75 0.50 1.75 1.75 1.75 1.75
- - - -
18 FINANCE OFFICE
Finance Director 1.00 1.00 - 1.00 1.00 1.00 1.00
Finance Supervisor 1.00 1.00 - 1.00 1.00 1.00 1.00
Accounting Tech - - 1.00 1.00 1.00 1.00
Accounting Tech Municipal 1.00 1.00 - 1.00 1.00 1.00 1.00
Accounting Tech Academic 1.00 1.00 - 1.00 1.00 1.00 1.00
4.00 4.00 - 5.00 5.00 5.00 5.00
1.00 - - -
19 PARKS & RECREATION OFFICE
Parks & Recreation Director 0.50 0.50 - 0.50 0.50 0.50 0.50
0.50 0.50 - 0.50 0.50 0.50 0.50
- - - -
20 INFORMATION TECHNOLOGY
Information Technology Director 1.00 1.00 - 1.00 1.00 1.00 1.00
IT Position - - - - - 1.00 1.00
Network Administrator 1.00 1.00 - 1.00 1.00 1.00 1.00
2.00 2.00 - 2.00 2.00 3.00 3.00
- - 1.00 -
21 HUMAN RESOURCES OFFICE
Human Resources Director 1.00 1.00 - 1.00 1.00 1.00 1.00
HR Generalist 1 1.00 1.00 - 1.00 1.00 1.00 1.00
HR Generalist 2 - - - - 1.00 1.00 1.00
2.00 2.00 - 2.00 3.00 3.00 3.00
- 1.00 - -
22 COMMUNICATIONS OFFICE
Communications Director 1.00 1.00 - 1.00 1.00 1.00 1.00
Manager 1.00 1.00 - 1.00 1.00 1.00 1.00
Assistant - - - 0.50 0.50 0.50 0.50
Marketing - - - - 1.00 1.00 1.00
2.00 2.00 - 2.50 3.50 3.50 3.50
0.50 1.00 - -
44.75 44.50 (0.25) 49.00 56.00 61.50 64.50
Westlake Academy Positions 93.76 93.58 (0.18) - - - -
138.51 138.08 (0.43) 49.00 56.00 61.50 64.50
15.50 Additional Fire Dept Staffing 3.00 5.00 4.50 3.00
4.50 Other Municipal Staffing 1.50 2.00 1.00 -
0.00 Academic Staffing - - - -
additional employess not reflected in long term forecast 20.00 TOTAL FORECASTED INCREASE 4.50 7.00 5.50 3.00
Total
Total Municipal Positions
Grand Total
not reflected in long term forecast
additional employees
91
Section 2 Financial Analysis
Personnel Summary Processes
Vacancy Adjustments
Not all positions will be filled 52 weeks per year, and so these expected vacancies are addressed in
the salary budgeting process.
• Start Dates - Expected start dates for open positions may vary. Keeping track of those
assumptions is important because a large dollar variance may result when an actual start
date differs from the budgeted date.
• Attrition (Planned Retirements) - Budget consideration should be given for those positions
where employees have indicated specific retirement dates. Payouts need to be budgeted.
• Impact of Inflation - Inflation can have a significant impact on payroll forecasting. Cost-of-
living adjustments often are used when forecasting personnel costs. The Consumer Price
Index (CPI), a broad measure of consumer inflation, is the cost-of-living index used most
often for determining salary increases. The U.S. Bureau of Labor Statistics’ Employment Cost
Index might be a better index for this purpose, as it measures the change in the cost of
labor, free from the influence of employment shifts among occupations and industries.
• Seasonal and Temporary Positions - Some divisions or jurisdictions use part-time or seasonal
employees. Park districts, for example, often adjust staffing levels by season.
• Other Considerations - Some governments make more use of overtime as an option instead
of hiring fulltime workers. The use of retired employees for contractual services is another
alternative to adding headcount.
Fair Labor Standards Act (FLSA)
The Fair Labor Standards Act established minimum wage, overtime, recordkeeping, and child labor
standards and applies to all full-time and part-time employees. As amended in 1985, the FLSA
provides the option for compensatory time in lieu of overtime compensation for non-exempt
employees. Executive, administrative, and professional employees meeting Department of Labor
exemption guidelines are exempt from FLSA overtime requirements. The Town will comply with the
FLSA for all employees.
Personnel Tracking System
Budget payroll projections are based on the estimate of budgeted positions for the year, in order to
provide the correct number of budgeted positions. The system tracks all employees, full-time, part-
time, temporary and permanent.
Non-Exempt Positions
All non-exempt (hourly) positions are eligible for overtime compensation. Bi-weekly wages are
based on a 40-hour work week (2,080 hours per year), equaling one full-time equivalent (FTE)
position. There are 26 pay periods per year. This work schedule applies to all hourly regular, year-
round employees, except for Fire/EMS employees.
Non-Exempt Positions (Fire/EMS Department)
Non-exempt (hourly) positions in the Fire/EMS Department are eligible for overtime pay. Pay
periods are 15 days in length, and there are 24 pay periods per year. Full-time employees are
scheduled to work five (5) 24-hour shifts per pay period, totaling 120 hours. Full-time employees
are scheduled to work an average of 2,912 hours annually over 24 pay periods.
92
Section 2 Financial Analysis
Personnel Summary Processes
Exempt Positions
Exempt (salaried) positions are not eligible for overtime compensation. Salary amounts are not
calculated or based on the number of hours worked. Exempt positions include managers and
directors, and classifications are determined by Department of Labor guidelines.
Pay Increases
Salary adjustments will be made in order to remain competitive, retain talent, and reward
outstanding performance. Pay increases may occur due to market adjustments, or through
performance pay. All forms of compensation are subject to Town Manager approval and available
funding appropriated on an annual basis by the Town Council.
Market Adjustments
In order to maintain accurate position classifications, the Town of Westlake will conduct a position
analysis of 1/3 (one-third) of the organization’s positions each year, ensuring that all positions are
reviewed on a rolling three-year basis. Depending on the results of the market study, and if funds are
available, all or some of the salary bands will be proposed to the Town Council for adjustment based
upon the results of the annual market salary study. Proposed adjustments to any pay band will not
be proposed unless the market study indicates bands have increased by 2.5% or more. Employee
salaries may receive a market adjustment if their current salary has shifted to become less than 97.5%
of the market average. If any market adjustment is approved, all pay ranges and steps will be
adjusted accordingly on the first day of the fiscal year. This does not include the Town Manager,
whose compensation is determined by the Town Council.
Performance Pay
On-going performance pay may be awarded to individuals or teams who, as determined in their
performance evaluation, have clearly gone “above and beyond” their traditional roles, job duties,
and assignments over the evaluation period. Performance pay is awarded through the review
process and the established criteria outlined by the HR Department.
One-time performance pay may be offered to employees or teams who, based on performance
evaluation, have been determined to have gone “above and beyond” expectations. One-time
performance pay is a lump-sum, one-time payment, and will not impact the base pay of the
employee and will not move their pay within their position’s assigned band. All performance pay,
whether on-going or one-time adjustments, is dependent upon the availability of financial resources.
Compensation Plan and Salary Survey
The Town of Westlake believes that market-based salary, in combination with employee
competence and their overall contribution to the Town’s success, should largely determine their
compensation and career advancement opportunities. The ultimate goal of the compensation
plan is to attract and retain top talent, and utilize best practices in all systems and processes
supporting the plan. The philosophy and objectives of this pay policy are as follows:
93
Section 2 Financial Analysis
Personnel Summary Processes
• First, the Town’s pay system should be internally equitable. It must ensure that pay ranges of
each position within our organization reflects the value of comparable positions within our
organization. In order to achieve this, we must pay employees fairly compared to their
coworkers, and employees must also perceive that they are paid fairly compared to their
coworkers.
• Second, The Town’s pay system must be externally competitive in the market place, so that
the Town of Westlake support or strategic outcome objective to attract, recruit, and retain
highly qualified employees who are vital to accomplishing the organization’s vision and
mission.
• Third, to be motivational to our employees, providing the opportunity for future pay
increases based upon individual work performance and development of job-related skills
and competencies.
After issuing an RFP for a market survey and development of the compensation plan, an
independent consultant was selected to conduct a market survey and develop a compensation
system. The market survey is conducted annually utilizing data from cities in the immediate
geographical area, in addition to cities with similar demographics and citizen expectations of
high-quality customer service.
For its first year of implementation (FY 16-17), employees have been placed
within the established pay band for their position at their current rate of pay,
adjusted for a three (3) percent market adjustment. To promote internal
equity, positions that have surveyed further below market received a higher
market adjustment, at the discretion of their supervisor and with Town Manager
approval.
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
performance pay component in addition to market adjustments, dependent
upon the availability of financial resources.
The Town of Westlake salary survey has historically utilized data from the Waters
Consulting Group in addition to data obtained directly from other cities. For FY
16-17, Position Analysis Questionnaires (PAQs) and position descriptions were
provided to the consultant during the development of the compensation
system. This information was matched to similar positions in fifteen (15) cities
using a proprietary database to determine proper placement of each position in the pay band.
Comparison Cities
Bedford
Colleyville
Coppell
Euless
Flower Mound
Frisco
Grapevine
Hurst
Keller
Lewisville
McKinney
North Richland Hills
Roanoke
Southlake
University Park
94
The Long-Range Financial Forecast takes
a forward look at the Town’s revenues and
expenditures. Its purpose is to identify financial
trends, shortfalls, and issues so the Town
can proactively address them.
It does so by projecting into the future the fiscal
results of continuing the Town’s current service
levels and policies, providing a snapshot of what
the future may look like as a result of the
decisions made in the recent past.
Long Term Planning
(multi-year forecast)
95
Section 2 Financial Analysis
Forecast Overview
GOALS OF LONG-RANGE PLANNING, MULTI-YEAR PLANNING
Multiyear planning is a key component of Westlake’s financial principles. Without proper planning,
multi-year sustainability would not be attainable.
With these priorities in mind, the Town approaches multiyear planning from these perspectives:
• First, as it relates to revenue, effective economic analysis is essential to accurate
forecasting. Various data on local economic information is used when projecting revenues
for the budget. This data includes economic indicators such as interest rates, wages, health
care costs, consumer spending, and housing and commercial growth. The data gathered
from these sources are used to create financial scenarios for stronger current budget
decisions.
• On the expenditure side, the operational impact of
projects and programs have been identified and
incorporated into the budget and a multi-year
analysis has been completed to confirm the
sustainability of the budget over time.
One of the goals for the budget is to anticipate and make
deliberate decisions to reach financial and service goals.
These trends are graphed and provided as a part of this
budget’s support materials to provide a deeper
understanding of the Town’s overall financial condition.
The Long-Range Financial Forecast takes a forward look at
the Town’s revenues and expenditures. It sets the stage for
the budget process, facilitating both Council and staff in establishing priorities and allocating
resources appropriately.
Forecasting gives the Council time to strategize as to course
we may want to make financially, both in the short and long
term. To maximize the benefit of long-range planning,
Council has established the following goals:
• Sustain existing programs at high service levels.
• Maintain a healthy General Fund balance of at least
90 operating days annually.
• Maintain competitive employee compensation within
3% of the median for the market.
• Provide adequate and stable funding for street and
facility maintenance projects.
Its purpose is to identify financial trends, shortfalls, and issues
so the Town can proactively address them. It does so by
projecting out into the future the fiscal results of continuing
the Town’s current service levels and policies, providing a
snapshot of what the future will look like as a result of the decisions made in the recent past.
The purpose of the forecast is to get an idea (based on conservative assumptions) regarding what
will happen in the regional and state economy, and on near-term and long-term revenue and
expenditure drivers during the five (5) year planning period. The term “conservative” used in the
context of financial forecasting means revenues are forecast at low growth levels or even at a
decline (depending on the revenue source).
KEY REVENUE DRIVERS
Tax Rate
Net Taxable Value
Sales Tax
Mixed Beverage Tax
Franchise Fees
Licenses & Permits
Charges for Services
Intergovernmental Revenues
Fines & Forfeitures
Interest Income
KEY EXPENDITURE DRIVERS
Overtime Costs
Operating Supplies
Apparatus & Tools
Motor Vehicle Fuel
Maintenance
Travel, Training & Dues
Utility Costs
Professional Services
Insurance Costs
Fleet Replacements
Capital Equipment Replacements
96
Section 2 Financial Analysis
Forecast Overview
Expenditures, while not necessarily being forecast as declining, are generally forecast with a 2-3%
escalation rate, depending on inflation. Forecasts generally have at least one scenario where all
that is assumed on expenditures is the current level of service and perhaps some growth in
salary/wage expenditures.
The Council can, if they wish, ask that certain service level adjustments, whether it is service
expansion or reduction, be included as alternate scenarios, particularly if it appears that revenues
will not cover expenditures in the out years of the forecast.
It is important to remember that economic conditions play in forecasting, particularly as it relates to
sales tax, which can be a volatile revenue source. If economic conditions improve, sales tax
receipts are affected (usually positively) as well as building permit revenue.
Fund balance - is a term used to describe the net position of governmental funds calculated in
accordance with generally accepted accounting principles (GAAP). Budget professionals
commonly use this same term to describe the net position of governmental funds calculated on a
government’s budgetary basis.
GAAP financial statements report up to five separate categories of fund balance based on the
type and source of constraints placed on how resources can be spent (presented in descending
order from most constraining to least constraining):
a. non-spendable fund balance,
b. restricted fund balance,
c. committed fund balance,
d. assigned fund balance,
e. unassigned fund balance.
The total of the amounts in these last three categories (where the only constraint on spending, if
any, is imposed by the government itself) is termed unrestricted fund balance.
General Fund Undesignated Fund Balance - The Town shall strive to maintain the General Fund
undesignated fund balance at, or in excess of, 90 days of operation.
Use of Fund Balance – The Council delegates the responsibility to assign funds to the Town Manager or
his/her designee. The Council shall have the authority to assign any amount of funds. Assignments may
occur subsequent to fiscal year-end. The Council will utilize funds in the following spending order:
Restricted, Committed, Assigned, Unassigned
Fund Balance will be targeted to only be used with Council approval and can be only be used for the
following:
• Emergencies,
• Non-recurring expenditures such as technology/FF&E (furniture, fixtures and equipment), or
major capital purchases that cannot be accommodated through current year savings.
• Should such use reduce the balance below the appropriate level set as the objective for
that fund, recommendations will be made on how to restore it.
• The Council shall approve all commitments by formal action. The action to commit funds
must occur prior to fiscal year-end, to report such commitments in the balance sheet of the
respective period, even though the amount may be determined subsequent to fiscal year-
end.
• A commitment can only be modified or removed by the same formal action.
97
Section 2 Financial Analysis
Long Term Forecast Assumptions
FY 2018-2019 PROPOSED BUDGET
GENERAL FUND:
REVENUES AND OTHER SOURCES
• Ad Valorem Property Tax (13% of total GF revenues)
o Proposed increase from $.13615 to $0.15600 (.01985 increase per $100 Valuation)
General Fund Proposed $0.13201 – Prior Year $0.11133
Debt Service Proposed $0.02399 – Prior Year $0.02482
o Proposed budget is $1.5M; this reflects an increase of $258K (20%)
• Sales & Use Tax (32% of total GF revenues)
o Proposed budget is $3.9M; this reflects an increase of $389K (11%)
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
o Includes an economic development situs agreement
• Building permits/inspection/plan review fees (37% of total GF revenues)
o Budgeted to be $4.4M with $3.6M as one-time revenues from Entrada.
o This represents an increase of $2.2M (103%)
o Residential fees budgeted at $1.1M and Commercial fees budgeted at $3.3M
• Franchise Fees (8% of total GF revenues)
o Budgeted to be $983K
o Based on current year receipts, fees are budgeted to remain flat.
o Because of the uncertainly of the funds, we are conservative with these estimates.
• Transfers In are budgeted to remain flat at $62K; this is comprised of transfers from the Utility
Fund for Fort Worth Impact Fees
TOTAL EXPENDITURES AND OTHER USES
• Payroll and Related Expenditures are budgeted at $4.5M
• This reflects an overall 7% increase of $287K
o Market band adjustments of $191K are reflected and based on most recent salary
surveys performed by the HR dept. (GF portion is $153K)
o Performance Pay of $50K is included (GF portion is $42K)
o Employee Insurance reflects a 30% ($180K) increase. Due to plan increase of 20%
and anticipated changes to employee coverage of approved positions in the prior
year that were unfilled.
o Payroll Transfers in increased $58K.
o Transition Court Judge from contract service to part time employee $18K
o Transition part time Facilities Clerk to full-time employee $26K (mostly insurance)
o Cost to replace and train Accountant Technician II $11K
o Increase car allowances & phone allowances $7K
o Add On-call pay to public works employees $6K
98
Section 2 Financial Analysis
Long Term Forecast Assumptions
• Operations and Maintenance Expenditures are budgeted at $3.873M
• This reflects a 5% increase of $168K from the prior year estimated of $3.704M
o The largest portion of this increase ($109K) is due to rent & utilities.
o This section also includes service and supply expenditures, repairs and maintenance,
and travel and training expenditures.
• Transfers Out are budgeted at $3.7M
• This reflects an 8% increase of $1.209M from the prior year estimated of $2.511M
o To Debt Service Fund – decreased $6,299
o To General M&R – increased $650K to build fund balance (portion of one-time
Entrada fees)
o To Vehicle M&R – increased $110K to build fund balance (portion of one-time
Entrada fees)
o To Capital Project Fund – increased $449K (portion of one-time Entrada fees)
ENTERPRISE FUNDS
• Total revenues and other sources increased $2.6M (62%); due to one-time receipt of Texas
Water Development Board Funds of $2.6M
• Total expenditures and other uses increased by $938K (22%) due primarily to one-time
payment of $880K to Fort Worth Water Line.
INTERNAL SERVICE FUNDS
• Total revenues and other sources increased $639K (74%); due to transfers in from general
fund; (portion of one-time Entrada fees)
• Total expenditures and other uses increased by $537K (112%)
o Ambulance repairs and maintenance $260K
o Repaint Ground Storage Tank $80K
o Pump Station Equipment $80K
o Network Equipment $115K
SPECIAL REVENUE FUNDS
• Total revenues and other sources decreased $80K (3%)
o Sales tax increased $260K
o Contributions decreased $175K (economic development one time fees)
• Total expenditures and other uses decreased by $43K (1%)
o Economic development increased $98K
o Services decreased $185K
o Transfers out decreased $13K
99
Section 2 Financial Analysis
Long Term Forecast Assumptions
DEBT SERVICE FUNDS
• Total revenues and other sources increased $15K (1%)
o Property tax increased $21K
o Transfers in decreased $6K
• Total expenditures and other uses increased by $3K
CAPITAL PROJECT FUND
• Based on adopted CIP
FORECAST ASSUMPTIONS
FY 19-20 THROUGH FY 22-23
GENERAL FUND:
REVENUES AND OTHER SOURCES
• Sales & Use Tax Revenue
o Annual increase of 2% to base sales and use tax thru 2023
o Commercial construction; Phase I added in 2020 thru 2023
o Commercial construction; Phase II added in 2021 thru 2023
o Commercial construction; added in 2021 thru 2023
• Property Tax Revenue
o Annual increase of 2% thru year 2023
o Anticipated rate increase to property tax from year 19/20 thru year 22/23
o Estimate 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 Economic development revenues and abatements added in 2020 forward
• Building permits/inspection/plan review fees
o 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 1/2%
• All other revenues – are increased 1% to 2.5% annually based on analysis
100
Section 2 Financial Analysis
Long Term Forecast Assumptions
TOTAL EXPENDITURES AND OTHER USES
• Salary and wages increase annually by 2.5%
• Service Expenditures increase annually by 1%
• Rent and Utilities increase annually by 1%
• Supplies increase annually by 1%
• Repair and Maintenance increase annually 1.25%
• Travel and training increase annually by 1%
• Debt remains flat
• Westlake Academy reserve - $315K/annually
• Capital Outlay remains flat thru 2023
UTILITY FUND
• Revenues and Other Sources increase annually by 2%
• Expenditures and other uses increase annually 1% to 2%
• Restricted Funds were added for Hillwood
VISITOR ASSOCIATION FUND
• Revenues and Other Sources increase annually by 1%
o Hotel 1 added in 2020 thru 2023
o Hotel 2 added in 2020 thru 2023
o Hotel 3 added in 2021 thru 2023
• Expenditures increase annually .05 to 1%
101
ESTIMATED PROPOSED 1 2 3 4
FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23
Sales & Use Tax Revenues 2.00%4,550,000 4,400,000 4,488,088 4,577,940 4,669,590 4,763,075
BASE SALES & USE TAX 4,550,000 4,400,000 4,488,088 4,577,940 4,669,590 4,763,075
Schwab - Phase I situs 100%hard coded 400,000 1,200,000 0 0 0 0
Schwab - Phase I 100%hard coded 0 0 125,000 250,000 250,000 250,000
Schwab - Phase II 100%hard coded 0 0 0 125,000 250,000 250,000
Blizzard 100%hard coded 0 0 0 50,000 100,000 100,000
ADDITIONAL COMMERCIAL 400,000 1,200,000 125,000 425,000 600,000 600,000
Allocation to 4B 25% of total sales tax linked to 4B (1,237,500)(1,400,000)(1,153,272)(1,250,735)(1,317,397)(1,340,769)
Allocation to ED 25% of Schwab (Situs)linked to ED (100,000)(300,000)0 0 0 0
Allocation to ED 50% of Deloitte (102,000)0 0 0 0 0
ALLOCATIONS TO OTHER FUNDS (1,439,500)(1,700,000)(1,153,272)(1,250,735)(1,317,397)(1,340,769)
Total General Sales Tax 3,510,500 3,900,000 3,459,816 3,752,205 3,952,192 4,022,306
1.04
TYPE Non Taxable Value M&O Rate I&S Rate Total Rate Tax Levy Year
Property Tax 1,207,702,471 0.11133 0.02482 0.13615 $1,344,535 FY 2018 1,325,125 0 0 0 0 0
Property Tax 1,275,791,495 0.13587 0.02013 0.15600 $1,733,356 FY 2019 0 1,733,356 0 0 0 0
Property Tax 1,326,823,155 0.11676 0.03924 0.15600 $1,549,189 FY 2020 0 0 1,549,189 0 0 0
Property Tax 1,379,896,081 0.11808 0.03792 0.15600 $1,629,425 FY 2021 0 0 0 1,629,425 0 0
Property Tax 1,435,091,924 0.11953 0.03647 0.15600 $1,715,374 FY 2022 0 0 0 0 1,715,374 0
Property Tax 1,492,495,601 0.12060 0.03540 0.15600 $1,799,876 FY 2023 0 0 0 0 0 1,799,876
Additional Residential (cumulative)From Property Tax Schedule 0 0 234,614 315,521 372,989 430,457
BASE PROPERTY TAX 1,325,125 1,733,356 1,783,803 1,944,946 2,088,363 2,230,333
Additional Commercial (Schwab)From Abatement 0 0 231,075 308,100 308,100 308,100
Schwab Abatement Starts 19/20 From Abatement 0 0 (231,075)(277,290)(246,480)(215,670)
SCHWAB DEVELOPMENT 0 0 0 30,810 61,620 92,430
Fidelity Abatement Ends 19/20 hard coded 0 0 104,338 107,468 107,562 107,562
Deloitte Abatement Ends 21/22 hard coded 0 0 0 0 120,621 120,621
ABATEMENTS ENDING 0 0 104,338 107,468 228,183 228,183
Total Property Tax 1,325,125 1,733,356 1,888,141 2,083,224 2,378,166 2,550,946
Building-MEP-Driveway Permits dept 12 1,208,904 2,365,380 1,057,755 802,120 731,870 731,870
Inspection/Plan Review Fees dept 12 783,095 1,781,733 656,235 568,228 497,228 497,228
Grading/Excavation Fees dept 12 37,200 37,599 29,590 25,290 24,600 24,600
Erosion Control Fees dept 12 93,000 85,500 73,500 63,000 61,500 61,500
Fire Inspection Permits dept 14 28,979 87,359 46,500 40,400 36,400 36,400
Permits and Fees (Building Residential & Commercial)2,151,178 4,357,571 1,863,580 1,499,038 1,351,598 1,351,598
Liquor Permit Fees dept 10 1.00%3,080 3,080 3,111 3,142 3,173 3,205
Administrative Fees dept 10 1.00%2,353 2,353 2,377 2,400 2,424 2,449
Reforestation Tree Escrow dept 12 1.00%12,265 12,265 12,388 12,512 12,637 12,763
Re-Inspection Fees dept 12 1.00%100 100 101 102 103 104
Gas Well Misc Fees dept 12 1.00%10,500 10,500 10,605 10,711 10,818 10,926
Insurance & Surety Review Fees dept 12 1.00%1,000 1,000 1,010 1,020 1,030 1,041
Renewal Fees dept 12 1.00%500 500 505 510 515 520
Engineer Review/Civil dept 12 1.00%20,800 20,800 21,008 21,218 21,430 21,645
Development Fees dept 12 1.00%77,190 77,190 77,962 78,742 79,529 80,324
Contractor Registration Fees dept 12 1.00%24,015 24,015 24,255 24,498 24,743 24,990
EMS Revenues dept 14 1.00%100,000 100,000 101,000 102,010 103,030 104,060
Firefighter Equipment Fees dept 14 1.00%2,000 2,000 2,020 2,040 2,061 2,081
Fire Code Inspections dept 14 1.00%525 525 530 536 541 546
Administrative Fees dept 15 1.00%8,975 8,975 9,065 9,155 9,247 9,339
Misc Permits and Fees (Other)263,303 263,303 265,936 268,595 271,281 273,994
Sales of Surplus/Scrap Items dept 10 1.00%2,790 2,790 2,818 2,846 2,875 2,903
Insurance Refund/Equity Return dept 10 1.00%5,000 5,000 5,050 5,101 5,152 5,203
Misc Revenue General Services dept 10 1.00%3,710 3,710 3,747 3,785 3,822 3,861
Misc Revenue dept 15 1.00%25 25 25 26 26 26
Misc Revenue dept 16 1.00%1,460 1,460 1,475 1,489 1,504 1,519
Misc Revenue Communications dept 22 1.00%5,000 5,000 5,050 5,101 5,152 5,203
Facility Rental dept 17 1.00%21,800 21,800 22,018 22,238 22,461 22,685
Misc Income 39,785 39,785 40,183 40,585 40,991 41,400
FIVE YEAR FINANCIAL FORECAST
ALL MUNICIPAL FUNDS
DESCRIPTION
Pulling from
Residential and
Commerical
Fee Schedule
GENERAL OPERATING FUND
FUND 100 - GENERAL FUND
102
ESTIMATED PROPOSED 1 2 3 4
FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23
FIVE YEAR FINANCIAL FORECAST
ALL MUNICIPAL FUNDS
DESCRIPTION
AT&T/SBC dept 10 1.00%304,700 304,700 307,747 310,824 313,933 317,072
Verizon dept 10 1.00%23,665 23,665 23,902 24,141 24,382 24,626
TXU/Atmos Gas dept 10 1.00%39,420 39,420 39,814 40,212 40,614 41,021
Charter dept 10 1.00%26,955 26,955 27,225 27,497 27,772 28,049
One Source dept 10 1.00%3,670 3,670 3,707 3,744 3,781 3,819
Tri-County Electric dept 10 1.00%473,000 473,000 477,730 482,507 487,332 492,206
Trinity Waste/AWIN Mgmt dept 10 1.00%63,675 63,675 64,312 64,955 65,604 66,260
Misc. Franchise Fees dept 10 1.00%48,730 48,730 49,217 49,709 50,207 50,709
Franchise Fees 983,815 983,815 993,653 1,003,590 1,013,626 1,023,762
Citation Revenue dept 15 0.05%620,789 620,789 621,111 621,434 621,756 622,079
Court Techology dept 15 0.05%19,395 19,395 19,405 19,415 19,425 19,435
Court Security dept 15 0.05%14,492 14,492 14,500 14,507 14,515 14,522
Warrant Fees dept 15 0.05%41,820 41,820 41,842 41,863 41,885 41,907
NSF Check Fees dept 15 0.05%5,240 5,240 5,243 5,245 5,248 5,251
Court Efficiency Fees dept 15 0.05%1,879 1,879 1,880 1,881 1,882 1,883
Law Enforcement Stds/Edu dept 15 0.05%685 685 685 686 686 686
Collection Fees dept 15 0.05%11,245 11,245 11,251 11,257 11,263 11,268
Court Fines and Forfeitures 715,545 715,545 715,916 716,288 716,660 717,032
Beverage Tax dept 10 1.00%62,500 62,500 63,125 63,756 64,394 65,038
Blizzard Hotel dept 10 hard coded 0 0 0 15,000 30,000 30,000
Entrada Hotel 1 dept 10 hard coded 0 0 15,000 30,000 30,000 30,000
Entrada Hotel 1 dept 10 hard coded 0 0 15,000 30,000 30,000 30,000
Beverage Tax 62,500 62,500 93,125 138,756 154,394 155,038
Interest Income dept 11 1.00%175,339 175,339 177,092 178,863 180,652 182,458
Interest Income dept 15 1.00%3,616 3,616 3,652 3,689 3,726 3,763
Interest Income 178,955 178,955 180,745 182,552 184,378 186,221
Contributions dept 14 1.00%12,240 12,240 12,362 12,486 12,611 12,737
Contributions 12,240 12,240 12,362 12,486 12,611 12,737
Transfer In - UF 500 for Impact Fees linked to UF 62,000 66,539 67,870 69,227 70,612 72,024
Transfers In 62,000 66,539 67,870 69,227 70,612 72,024
TOTAL REVENUES AND TRANSFERS IN $ 9,304,946 $ 12,313,609 $ 9,581,327 $ 9,766,546 $ 10,146,508 $ 10,407,058
Wages - Full Time Salaries acct 41110 2.50%(3,408,814)(3,472,786)(3,559,606)(3,648,596)(3,739,811)(3,833,306)
Wages - Part Time Salaries acct 41210 2.50%(231,976)(290,025)(297,276)(304,708)(312,326)(320,134)
Wages - Overtime acct 41120 2.50%(133,131)(121,725)(124,768)(127,887)(131,084)(134,361)
Wages - Premium Pay acct 41510 2.50%(13,560)(21,476)(22,012)(22,563)(23,127)(23,705)
Wages - Car Allowance acct 41640 0%(29,600)(34,800)(34,800)(34,800)(34,800)(34,800)
Wages - Performance Pay acct 41647 0%0 (42,000)0 0 0 0
Wages - Phone Allowance acct 41641 0%(7,680)(11,760)(11,760)(11,760)(11,760)(11,760)
Other - Transfers In VA & UF acct 42698 2.50%1,055,775 1,114,192 1,142,047 1,170,598 1,199,863 1,229,859
Payroll Salaries & Wages (2,768,986)(2,880,380)(2,908,175)(2,979,716)(3,053,045)(3,128,207)
Insurance - Medical acct 42110 7.50%(544,606)(711,266)(764,611)(821,957)(883,604)(949,874)
Insurance - Dental acct 42111 1.00%(29,115)(32,862)(33,190)(33,522)(33,857)(34,196)
Insurance - Life acct 42130 0.50%(26,274)(36,141)(36,320)(36,500)(36,681)(36,862)
Taxes - Social Security acct 42210 2.50%(236,919)(247,663)(253,855)(260,201)(266,706)(273,374)
Taxes - Medicare acct 42220 2.50%(55,334)(57,843)(59,289)(60,771)(62,291)(63,848)
Taxes - Unemployment acct 42510 1.00%(8,790)(9,517)(9,612)(9,708)(9,805)(9,903)
Taxes - Workers Comp acct 42610 1.00%(42,390)(33,966)(34,305)(34,648)(34,995)(35,345)
Retirement - TMRS acct 42310 2.50%(468,685)(461,823)(473,369)(485,203)(497,333)(509,766)
Retirement - ICMA acct 42311 0%(27,270)(24,270)(24,270)(24,270)(24,270)(24,270)
Payroll Taxes, Insurance, Retirement (1,439,383)(1,615,351)(1,688,822)(1,766,781)(1,849,542)(1,937,439)
Sub-Total Payroll and Related (4,208,369)(4,495,731)(4,596,997)(4,746,497)(4,902,587)(5,065,645)
General Service Debt (thru 24-25)acct 47120 0%(36,680)(36,680)(36,680)(36,680)(36,680)(36,680)
K-5 Westlake Reserve Slots acct 47900 0%(315,000)(315,000)(315,000)(315,000)(315,000)(315,000)
Total Debt Expenditures (351,680)(351,680)(351,680)(351,680)(351,680)(351,680)
Fire Department dept 14 1.00%(57,224)(53,945)(54,484)(55,029)(55,580)(56,135)
Municipal Court dept 15 1.00%(1,672)(1,672)(1,689)(1,706)(1,723)(1,740)
Public Works dept 16 1.00%(28,605)(28,605)(28,891)(29,180)(29,472)(29,766)
Facilities Maintenance WA dept 17 1.00%(38,740)(38,740)(39,127)(39,519)(39,914)(40,313)
Parks & Recreations dept 19 1.00%(79,472)(79,472)(80,267)(81,069)(81,880)(82,699)
Facilities Maintenance Town dept 26 1.00%(12,789)(17,790)(17,968)(18,148)(18,329)(18,512)
Total Repair & Maintenance (218,502)(220,224)(222,426)(224,651)(226,897)(229,166)
103
ESTIMATED PROPOSED 1 2 3 4
FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23
FIVE YEAR FINANCIAL FORECAST
ALL MUNICIPAL FUNDS
DESCRIPTION
Office Rent dept 10 schedule (233,685)(328,045)(338,205)(348,455)(355,795)(359,040)
Telephone - Town Hall dept 10 1.00%(3,110)(3,110)(3,141)(3,173)(3,204)(3,236)
Internet - Town Hall dept 10 1.00%(10,461)(10,461)(10,566)(10,671)(10,778)(10,886)
Electric - Town Hall dept 10 0.00%(34,675)(34,675)(34,675)(34,675)(34,675)(34,675)
Electric - Parchman dept 10 1.00%(75)(75)(76)(77)(77)(78)
General Services (282,006)(376,366)(386,662)(397,050)(404,529)(407,915)
Telephone - Fire Dept dept 14 1.00%(4,100)(4,100)(4,141)(4,182)(4,224)(4,266)
Internet - Fire Dept dept 14 1.00%(7,177)(7,177)(7,249)(7,321)(7,394)(7,468)
Water - Fire Dept dept 14 1.00%(5,727)(7,500)(7,575)(7,651)(7,727)(7,805)
Electric - Fire Station dept 14 1.00%(4,290)(10,000)(10,100)(10,201)(10,303)(10,406)
Gas - Fire Station dept 14 1.00%(2,929)(7,500)(7,575)(7,651)(7,727)(7,805)
Fire Department (24,223)(36,277)(36,640)(37,006)(37,376)(37,750)
Water - ROW Irrigation dept 16 1.00%(212,477)(212,477)(214,602)(216,748)(218,915)(221,104)
Electric - Public Works dept 16 1.00%(2,864)(2,864)(2,893)(2,922)(2,951)(2,980)
Public Works (215,341)(215,341)(217,494)(219,669)(221,866)(224,085)
Water - ROW Irrigation dept 19 1.00%(123,360)(123,360)(124,594)(125,840)(127,098)(128,369)
Water - Parks & Rec dept 19 1.00%(1,017)(1,017)(1,027)(1,037)(1,048)(1,058)
Electric - Parks/Rec dept 19 1.00%(7,950)(7,950)(8,030)(8,110)(8,191)(8,273)
Parks and Recreation (132,327)(132,327)(133,650)(134,987)(136,337)(137,700)
Internet - Facilities WA dept 17 1.00%(200)(200)(202)(204)(206)(208)
Internet - Facilities Town dept 26 1.00%(400)(400)(404)(408)(412)(416)
Facilities Maintenance (600)(600)(606)(612)(618)(624)
Total Rent & Utilities (654,497)(760,911)(775,053)(789,325)(800,727)(808,074)
General Services dept 10 1.00%(345,276)(345,276)(348,729)(352,216)(355,738)(359,296)
Administrative dept 11 1.00%(2,450)(2,450)(2,475)(2,499)(2,524)(2,549)
Planning & Development dept 12 1.00%(316,264)(316,463)(319,628)(322,824)(326,052)(329,313)
Town Secretary dept 13 1.00%(49,084)(51,395)(51,909)(52,428)(52,952)(53,482)
Fire Department dept 14 1.00%(70,147)(106,032)(107,092)(108,163)(109,245)(110,337)
Municipal Court dept 15 1.00%(119,891)(97,529)(98,504)(99,489)(100,484)(101,489)
Public Works dept 16 1.00%(83,372)(83,372)(84,206)(85,048)(85,898)(86,757)
Facilities Maintenance WA dept 17 1.00%(19,135)(19,135)(19,326)(19,520)(19,715)(19,912)
Finance Department dept 18 1.00%(30,751)(31,061)(31,372)(31,685)(32,002)(32,322)
Parks & Recreations dept 19 1.00%(76,497)(76,497)(77,262)(78,035)(78,815)(79,603)
Information Technology dept 20 1.00%(83,420)(89,449)(90,343)(91,247)(92,159)(93,081)
Human Resources dept 21 1.00%(14,462)(17,215)(17,387)(17,561)(17,737)(17,914)
Communications dept 22 1.00%(1,955)(1,955)(1,975)(1,994)(2,014)(2,034)
Police Services dept 23 1.00%(963,519)(963,519)(973,154)(982,886)(992,715)(1,002,642)
Facilities Maintenance Town dept 26 1.00%(40,216)(51,060)(51,571)(52,086)(52,607)(53,133)
Total Service Expenditures (2,216,439)(2,252,408)(2,274,932)(2,297,681)(2,320,658)(2,343,865)
General Services dept 10 1.00%(26,998)(26,998)(27,268)(27,541)(27,816)(28,094)
Administrative dept 11 1.00%(1,836)(1,836)(1,854)(1,873)(1,892)(1,911)
Planning & Development dept 12 1.00%(28,110)(18,210)(18,392)(18,576)(18,762)(18,949)
Town Secretary dept 13 1.00%(3,045)(3,225)(3,257)(3,290)(3,323)(3,356)
Fire Department dept 14 1.00%(97,747)(109,040)(110,130)(111,232)(112,344)(113,467)
Municipal Court dept 15 1.00%(10,749)(10,749)(10,856)(10,965)(11,075)(11,185)
Public Works dept 16 1.00%(4,465)(4,465)(4,510)(4,555)(4,600)(4,646)
Facilities Maintenance WA dept 17 1.00%(13,601)(13,601)(13,737)(13,874)(14,013)(14,153)
Finance Department dept 18 1.00%(5,577)(6,707)(6,774)(6,842)(6,910)(6,979)
Parks & Recreations dept 19 1.00%(12,343)(12,343)(12,466)(12,591)(12,717)(12,844)
Information Technology dept 20 1.00%(9,039)(7,630)(7,706)(7,783)(7,861)(7,940)
Human Resources dept 21 1.00%(2,895)(3,770)(3,808)(3,846)(3,884)(3,923)
Communications dept 22 1.00%(10,199)(10,199)(10,301)(10,404)(10,508)(10,613)
Facilities Maintenance Town dept 26 1.00%(13,495)(18,525)(18,710)(18,897)(19,086)(19,277)
Total Supply Expenditures (240,099)(247,298)(249,770)(252,268)(254,791)(257,339)
General Services dept 10 1.00%(58,833)(60,303)(60,906)(61,515)(62,130)(62,752)
Administrative dept 11 1.00%(32,128)(32,128)(32,449)(32,774)(33,102)(33,433)
Planning & Development dept 12 1.00%(7,158)(7,921)(8,000)(8,080)(8,161)(8,243)
Town Secretary dept 13 1.00%(3,695)(4,340)(4,383)(4,427)(4,472)(4,516)
Fire Department dept 14 1.00%(48,249)(43,740)(44,177)(44,619)(45,065)(45,516)
Municipal Court dept 15 1.00%(5,225)(5,225)(5,277)(5,330)(5,383)(5,437)
Public Works dept 16 1.00%(2,481)(2,481)(2,506)(2,531)(2,556)(2,582)
Facilities Maintenance WA dept 17 1.00%(3,283)(3,283)(3,315)(3,348)(3,382)(3,416)
Finance Department dept 18 1.00%(9,004)(10,935)(11,044)(11,155)(11,266)(11,379)
Parks & Recreations dept 19 1.00%(1,545)(1,545)(1,560)(1,576)(1,592)(1,608)
Information Technology dept 20 1.00%(9,618)(9,618)(9,714)(9,811)(9,909)(10,009)
Human Resources dept 21 1.00%(15,411)(17,336)(17,509)(17,684)(17,861)(18,040)
Communications dept 22 1.00%(7,039)(7,039)(7,109)(7,180)(7,252)(7,325)
Facilities Maintenance Town dept 26 1.00%(3,025)(3,170)(3,202)(3,234)(3,266)(3,299)
Total Travel & Training (206,694)(209,064)(211,154)(213,266)(215,398)(217,552)
Transfer Out - DS 300 operating transfer linked to DSF (1,174,669)(1,005,901)(1,253,207)(1,147,056)(1,084,032)(1,053,096)
Total Operating Transfers Out (1,174,669)(1,005,901)(1,253,207)(1,147,056)(1,084,032)(1,053,096)
TOTAL OPERATING EXPENDITURES (payroll, operations & maintenance) $ (9,270,948) $ (9,543,216) $ (9,935,220) $ (10,022,424) $ (10,156,770) $ (10,326,417)
104
ESTIMATED PROPOSED 1 2 3 4
FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23
FIVE YEAR FINANCIAL FORECAST
ALL MUNICIPAL FUNDS
DESCRIPTION
Planning & Development dept 12 0%0 (490)(490)(490)(490)(490)
Fire Department dept 14 0%(20,495)(27,900)(27,900)(27,900)(27,900)(27,900)
Public Works dept 16 0%0 (5,000)(5,000)(5,000)(5,000)(5,000)
Finance Department dept 18 0%(900)(1,800)(1,800)(1,800)(1,800)(1,800)
Parks & Recreations dept 19 0%(520)(520)(520)(520)(520)(520)
Total Capital Outlay (21,915)(35,710)(35,710)(35,710)(35,710)(35,710)
Transfer Out - GMR Fund 600 linked to GMR (387,750)(1,000,799)(579,537)(498,660)(447,350)(447,350)
Transfer Out - VMR Fund 605 linked to VMR (350,000)(460,266)(579,537)(498,662)(447,350)(447,350)
Transfer Out - CP Fund 410 linked to CIP (300,000)(1,025,000)0 0 0 0
Total Non-Operating Transfers Out (1,037,750)(2,486,065)(1,159,074)(997,322)(894,700)(894,700)
TOTAL NON-OPERATING EXPENDITURES (1,059,665) $ (2,521,775)(1,194,784)(1,033,032)(930,410)(930,410)
one times from fee tab 1,337,276 3,550,808 1,224,138 1,115,138 967,701 967,701
no xfrs from above 1,037,750 2,486,065 1,159,074 997,322 894,700 894,700
Left in General Fund 299,526 1,064,743 65,064 117,816 73,001 73,001
TOTAL PAYROLL, OPERATIONS, MAINTENANCE & NON-OPERATING EXPENDITURES (10,330,613) $ (12,064,992)(11,130,004)(11,055,456)(11,087,180)(11,256,827)
NET CHANGE TO FUND BALANCE (1,025,667)248,618 (1,548,677)(1,288,910)(940,672)(849,769)
Beginning Fund Balance 10,242,277 9,216,610 9,465,228 7,916,551 6,627,641 5,686,969
Ending Fund Balance 9,216,610 9,465,228 7,916,551 6,627,641 5,686,969 4,837,200
Restricted/Committed/Assigned 304,505 304,504 304,504 304,504 304,504 304,504
Unassigned Ending Balance 8,912,105 9,160,724 7,612,047 6,323,137 5,382,465 4,532,696
Operating Expenditures 9,270,948 9,543,216 9,935,220 10,022,424 10,156,770 10,326,417
Operating Cost per Day 25,400 26,146 27,220 27,459 27,827 28,292
OPERATING DAYS 351 350 280 230 193 160
105
ESTIMATED PROPOSED 1 2 3 4
FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23
FIVE YEAR FINANCIAL FORECAST
ALL MUNICIPAL FUNDS
DESCRIPTION
Section Sales 0%13,700 13,700 13,700 13,700 13,700 13,700
Perpetual Care - Section 15%0%150 150 150 150 150 150
Perpetual Care-interment 100 %0%50 50 50 50 50 50
Marker Sales 0%250 250 250 250 250 250
Contractor Fee 0%350 350 350 350 350 350
Misc Revenue 0%1,275 1,275 1,275 1,275 1,275 1,275
Interest Income 0%2,465 2,465 2,465 2,465 2,465 2,465
Total Revenues 18,240 18,240 18,240 18,240 18,240 18,240
Attorney - Boyle & Lowry 0%0 0 0 0 0 0
Engineering 0%(6,453)(6,453)(6,453)(6,453)(6,453)(6,453)
Contract Services 0%(370)(370)(370)(370)(370)(370)
Irrigation R&M 0%(4,000)0 0 0 0 0
Contract Landscaping 0%(6,375)(6,375)(6,375)(6,375)(6,375)(6,375)
ROW Irrigation 0%(1,241)0 0 0 0 0
Grounds R&M 0%(2,000)(2,000)(2,000)(2,000)(2,000)(2,000)
Dues & Memberships 0%(125)(125)(125)(125)(125)(125)
Land Improvements 0%(4,000)0 0 0 0 0
Cost of Sales - Cemetery Lots 0%(1,441)(1,441)(1,441)(1,441)(1,441)(1,441)
Total Expenditures (26,005)(16,764)(16,764)(16,764)(16,764)(16,764)
NET CHANGE TO FUND BALANCE (7,765)1,476 1,476 1,476 1,476 1,476
Beginning Fund Balance 211,349 203,584 205,060 206,536 208,012 209,488
Ending Fund Balance 203,584 205,060 206,536 208,012 209,488 210,964
Restricted/Committed/Assigned 203,584 205,060 206,536 208,012 209,488 210,964
Unassigned Ending Balance 0 0 0 0 0 0
Operating Expenses 26,005 16,764 16,764 16,764 16,764 16,764
Operating Cost Per Day 71 46 46 46 46 46
Operating Days 2,966 4,433 4,465 4,497 4,529 4,561
Water Revenue 2.00%3,211,156 3,211,156 3,275,379 3,340,887 3,407,704 3,475,859
Service Area Accts Hillwood 2.00%48,000 48,000 48,960 49,939 50,938 51,957
Service Area Accts Town 2.00%43,000 43,000 43,860 44,737 45,632 46,545
Waste Management 2.00%6,129 6,129 6,252 6,377 6,504 6,634
Sewer Revenue - Westlake 2.00%1,137,544 1,137,544 1,160,295 1,183,501 1,207,171 1,231,314
Sewer Revenue - Keller 2.00%1,280 1,280 1,306 1,332 1,358 1,386
Water Tap Fees 2.00%34,026 34,026 34,707 35,401 36,109 36,831
Sewer Tap Fees 2.00%17,251 17,251 17,596 17,948 18,307 18,673
Fort Worth Impact fees 2.00%66,539 66,539 67,870 69,227 70,612 72,024
Sub-Total Charge For Services 4,564,925 4,564,925 4,656,224 4,749,348 4,844,335 4,941,222
Duct Bank Permit Fees Granada 43,400 31,000 15,500 0 0 0
Duct Bank Permit Fees Entrada 93,000 93,000 93,000 93,000 93,000 93,000
Duct Bank Permit Fees Vaquero 9,300 6,200 6,200 6,200 6,200 6,200
Duct Bank Permit Fees Quail Hollow 9,300 9,300 9,300 9,300 9,300 9,300
Duct Bank Permit Fees Carlyle Court 3,100 3,100 0 0 0 0
Duct Bank Permit Fees Terra Bella 3,100 3,100 3,100 0 0 0
Duct Bank Permit Fees Knolls Solana 0 12,400 12,400 12,400 12,400 12,400
Duct Bank Permit Fees Other Fees 6,200 6,200 6,200 6,200 6,200 6,200
Sub-Total Charge For Services 167,400 164,300 145,700 127,100 127,100 127,100
Meter Repair & Replacement 2.00%6,000 6,000 6,120 6,242 6,367 6,495
Cross Connection Control 2.00%3,510 3,510 3,580 3,652 3,725 3,799
Interest Income 2.00%55,300 55,300 56,406 57,534 58,685 59,858
Duct Bank Leases Deferred Schedule 2.00%30,965 40,391 41,199 42,023 42,863 43,721
TRA Wastewater Settle-Up 2.00%69,750 69,750 71,145 72,568 74,019 75,500
Insurance Refund/Equity Return 2.00%750 750 765 780 796 812
Misc Reimbursements 2.00%2,100 2,100 2,142 2,185 2,229 2,273
Misc Revenue Dept 16 2.00%8,000 8,000 8,160 8,323 8,490 8,659
Administrative CC Fee 2.00%7,475 7,475 7,625 7,777 7,933 8,091
Total Misc Income 183,850 193,276 197,142 201,084 205,106 209,208
Pulling
from
Residential
and
Commerical
Fee
Schedule
FUND 255 - CEMETERY FUND
FUND 500 - UTILITY FUND
ENTERPRISE FUNDS
106
ESTIMATED PROPOSED 1 2 3 4
FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23
FIVE YEAR FINANCIAL FORECAST
ALL MUNICIPAL FUNDS
DESCRIPTION
Bond Proceeds - Tx Water Development Board 0%0 2,600,000 0 0 0 0
Other Resources 0 2,600,000 0 0 0 0
Total Revenues & Transfers In 4,916,175 7,522,501 4,999,065 5,077,532 5,176,541 5,277,530
Operating Xfr Out for PR Costs 1.00%(482,700)(559,024)(564,615)(570,261)(575,963)(581,723)
Compensated Absences 1.00%0 0 0 0 0 0
Compensated Absences 1.00%0 0 0 0 0 0
Compensated Absences 1.00%0 0 0 0 0 0
Compensated Absences 1.00%0 0 0 0 0 0
Total Payroll and Related (482,700)(559,024)(564,615)(570,261)(575,963)(581,723)
Office Rent dept 10 from schedule (50,250)(70,295)(72,475)(74,670)(76,245)(76,935)
Electric - Town Hall dept 10 0.00%(7,500)(7,500)(7,500)(7,500)(7,500)(7,500)
Electric - Lift Station dept 16 1.50%(2,680)(2,680)(2,720)(2,761)(2,802)(2,844)
Electric - Pump Station dept 16 1.50%(1,291)(1,291)(1,310)(1,330)(1,350)(1,370)
Electric - Pump Station dept 16 1.50%(70,277)(70,277)(71,331)(72,401)(73,487)(74,589)
Internet Service dept 10 1.50%(2,327)(2,327)(2,362)(2,397)(2,433)(2,470)
Telephone - Town Hall dept 10 1.50%(724)(724)(735)(746)(757)(768)
Telephone dept 16 1.50%(1,000)(1,000)(1,015)(1,030)(1,046)(1,061)
Water Service dept 16 1.50%(850)(850)(863)(876)(889)(902)
Water - Pump Station dept 16 1.50%(20,600)(20,600)(20,909)(21,223)(21,541)(21,864)
Total Rent & Utilities (157,499)(177,544)(181,220)(184,934)(188,050)(190,305)
Computer Hardware/Software 1.50%(1,000)(1,000)(1,015)(1,030)(1,046)(1,061)
Mechanical Equipment 1.50%(1,000)(1,000)(1,015)(1,030)(1,046)(1,061)
Water Meters /Equipment 1.50%(20,275)(20,275)(20,579)(20,888)(21,201)(21,519)
Water Taps 1.50%(8,780)(8,780)(8,912)(9,045)(9,181)(9,319)
Total Capital Outlay (31,055)(31,055)(31,521)(31,994)(32,474)(32,961)
WaterTower Landscape R&M 1.50%(6,000)(6,000)(6,090)(6,181)(6,274)(6,368)
Water Main R&M 1.50%(35,045)(35,045)(35,571)(36,104)(36,646)(37,195)
Water Tower R&M 1.50%(1,000)(1,000)(1,015)(1,030)(1,046)(1,061)
Sewer Main R&M 1.50%(24,973)(24,973)(25,348)(25,728)(26,114)(26,505)
Pump Station Landscape R&M 1.50%(12,500)(12,500)(12,688)(12,878)(13,071)(13,267)
Lift Station R&M 1.50%(6,000)(6,000)(6,090)(6,181)(6,274)(6,368)
Instrument R&M 1.50%(9,473)(9,473)(9,615)(9,759)(9,906)(10,054)
Ground Storage Tank R&M 1.50%(2,300)(2,300)(2,335)(2,370)(2,405)(2,441)
Generator R&M 1.50%(6,815)(6,815)(6,917)(7,021)(7,126)(7,233)
Pump Station R&M 1.50%(12,500)(12,500)(12,688)(12,878)(13,071)(13,267)
Duct Bank R&M 1.50%(6,940)(6,940)(7,044)(7,150)(7,257)(7,366)
FM1938 ROW Landscape 1.50%0 0 0 0 0 0
Meter Repair & Replacement 1.50%(35,793)(35,793)(36,330)(36,875)(37,428)(37,989)
Water/Sewer R&M 1.50%(726)(726)(737)(748)(759)(771)
Vehicle R&M 1.50%(1,000)(1,000)(1,015)(1,030)(1,046)(1,061)
Total Repair and Maintenance (161,065)(161,065)(163,481)(165,933)(168,422)(170,949)
Insurance Automobile 1.50%(661)(661)(671)(681)(691)(702)
Insurance Property 1.50%(6,975)(6,975)(7,080)(7,186)(7,294)(7,403)
Bank Service Charges 1.50%(7,547)(7,547)(7,660)(7,775)(7,892)(8,010)
Total Services Dept 10 (15,183)(15,183)(15,411)(15,642)(15,877)(16,115)
Engineering 1.50%(4,540)(4,540)(4,608)(4,677)(4,747)(4,819)
Water Utility Engineering 1.50%(37,555)(37,555)(38,118)(38,690)(39,270)(39,860)
Misc. Engineering 1.50%(4,126)(4,126)(4,188)(4,251)(4,314)(4,379)
Consultant Fees 1.50%(5,138)(5,138)(5,215)(5,293)(5,373)(5,453)
Auditor 1.50%(7,235)(7,235)(7,344)(7,454)(7,565)(7,679)
Attorney - Boyle & Lowry 1.50%(9,421)(9,421)(9,562)(9,706)(9,851)(9,999)
Attorney - Lloyd Gosselink 1.50%(10,256)(10,256)(10,410)(10,566)(10,724)(10,885)
Contract Labor 1.50%0 0 0 0 0 0
Contract Services 1.50%(7,860)(7,860)(7,978)(8,098)(8,219)(8,342)
Water Purchases 2.00%(934,500)(934,500)(953,190)(972,254)(991,699)(1,011,533)
Water Service Charge 0%(600)(600)(600)(600)(600)(600)
Peak Payment 2.00%(409,500)(409,500)(417,690)(426,044)(434,565)(443,256)
TRA-Wastewater Treatment 1.50%(479,303)(479,303)(486,493)(493,790)(501,197)(508,715)
Southlake-Wastewater Treatment 1.50%(1,302,497)(1,302,497)(1,322,034)(1,341,865)(1,361,993)(1,382,423)
Testing-Water/Bacteria/Rgltry 1.50%(30,000)(30,000)(30,450)(30,907)(31,370)(31,841)
Utility Billing 1.50%(27,321)(27,321)(27,731)(28,147)(28,569)(28,998)
Line Location 1.50%(5,660)(5,660)(5,745)(5,831)(5,919)(6,007)
Application Software Maint.1.50%(10,750)(10,750)(10,911)(11,075)(11,241)(11,410)
Keller Waste Water 1.50%(1,300)(1,300)(1,320)(1,339)(1,359)(1,380)
Insurance General Liability 1.50%(980)(980)(995)(1,010)(1,025)(1,040)
Mobile Phone 1.50%(1,000)(1,000)(1,015)(1,030)(1,046)(1,061)
Misc Rental/Lease 1.50%(500)(500)(508)(515)(523)(531)
Printing 1.50%(1,130)(1,130)(1,147)(1,164)(1,182)(1,199)
Courier Service 1.50%(200)(200)(203)(206)(209)(212)
Bad Debt Expense 1.50%0 0 0 0 0 0
Total Services Dept 16 (3,291,372)(3,291,372)(3,347,454)(3,404,511)(3,462,561)(3,521,622)
107
ESTIMATED PROPOSED 1 2 3 4
FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23
FIVE YEAR FINANCIAL FORECAST
ALL MUNICIPAL FUNDS
DESCRIPTION
Computer Eqpmt/Software 1.50%(210)(210)(213)(216)(220)(223)
Safety Supplies 1.50%(100)(100)(102)(103)(105)(106)
Misc Hand Tools 1.50%(1,855)(1,855)(1,883)(1,911)(1,940)(1,969)
Chemical Supplies 1.50%(350)(350)(355)(361)(366)(371)
Office Supplies 1.50%(538)(538)(546)(554)(563)(571)
Office Equipment 1.50%0 0 0 0 0 0
Postage & Shipping 1.50%(400)(400)(406)(412)(418)(425)
Misc. Supplies 1.50%0 0 0 0 0 0
Meeting Expense 1.50%0 0 0 0 0 0
Vehicle Fuel 1.50%(3,000)(3,000)(3,045)(3,091)(3,137)(3,184)
Uniforms 1.50%(587)(587)(596)(605)(614)(623)
Capital Operating Impact - Utility from CIP schedule 0 0 0 0 0 0
Total Supplies (7,040)(7,040)(7,146)(7,253)(7,362)(7,472)
Travel Airfare 1.50%(800)(800)(812)(824)(837)(849)
Travel Car Rental/Parking 1.50%(100)(100)(102)(103)(105)(106)
Travel Lodging 1.50%(1,560)(1,560)(1,583)(1,607)(1,631)(1,656)
Travel Meals 1.50%(77)(77)(78)(79)(81)(82)
Travel Mileage 1.50%(58)(58)(59)(60)(61)(62)
Training/Seminars/Meetings 1.50%(3,000)(3,000)(3,045)(3,091)(3,137)(3,184)
Dues & Subscriptions 1.50%(1,500)(1,500)(1,523)(1,545)(1,569)(1,592)
Books & Printed Materials 1.50%0 0 0 0 0 0
Licenses/Registrations 1.50%(700)(700)(711)(721)(732)(743)
Total Travel & Training (7,795)(7,795)(7,912)(8,031)(8,151)(8,273)
Transfer Out - UMR Fund 510 linked to UMR 0 (5,000)(5,000)(5,000)(5,000)(5,000)
Transfer Out - VMR Fund 505 linked to VMR (6,250)(10,000)(10,000)(10,000)(10,000)(10,000)
Transfer Out - GF 100 Impact Fees GF linked to this (62,000)(66,539)(67,870)(69,227)(70,612)(72,024)
Total Transfers Out (68,250)(81,539)(82,870)(84,227)(85,612)(87,024)
Fort Worth Waterline Payment 0.00%(905,027)(1,711,840)0 0 0 0
Keller OH Storage - Principal ends 2020 tied to schedule (104,143)(113,756)(120,165)0 0 0
Keller OH Storage - Interest ends 2020 (16,395)(7,393)(2,523)0 0 0
Service Area - Hillwood tied to schedule (48,240)(48,240)(48,481)(48,724)(48,967)(49,212)
Service Area - Town (43,215)(43,215)(43,431)(43,648)(43,866)(44,086)
TXWDB FW Phase 2 Waterline - Principal tied to schedule 0 (5,000)(95,000)(100,000)(100,000)(100,000)
TXWDB FW Phase 2 Waterline - Interest 0 (31,056)(43,120)(41,984)(40,744)(39,404)
GS Tank 2013 CO - Principal tied to schedule (22,000)(22,550)(23,650)(23,650)(24,750)(25,300)
GS Tank 2013 CO - Interest (33,021)(32,576)(32,114)(31,582)(30,977)(30,288)
Total Debt (1,172,041)(2,015,626)(408,485)(289,587)(289,304)(288,289)
Total Expenses & Transfers Out (5,394,000)(6,347,244)(4,810,113)(4,762,372)(4,833,775)(4,904,732)
NET CHANGE TO FUND BALANCE (477,825)1,175,257 188,952 315,161 342,766 372,798
Beginning Fund Balance 674,981 197,156 1,372,413 1,561,365 1,876,525 2,219,291
Ending Fund Balance 197,156 1,372,413 1,561,365 1,876,525 2,219,291 2,592,089
Restricted/Committed/Assigned Hillwood 888,000 888,000 888,000 888,000 888,000 888,000
Restricted/Committed/Assigned Deposits 186,130 186,130 186,130 186,130 186,130 186,130
Unassigned Ending Balance (876,974)298,283 487,235 802,395 1,145,161 1,517,959
Operating Expenses 5,394,000 6,347,244 4,810,113 4,762,372 4,833,775 4,904,732
Operating Cost Per Day 14,778 17,390 13,178 13,048 13,243 13,438
Operating Days 13 79 118 144 168 193
108
ESTIMATED PROPOSED 1 2 3 4
FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23
FIVE YEAR FINANCIAL FORECAST
ALL MUNICIPAL FUNDS
DESCRIPTION
Interest Income vision 16,350 16,350 14,500 14,500 14,500 14,500
Transfers In from UF 500 vision 0 5,000 5,000 5,000 5,000 5,000
Total Revenues & Transfers In 16,350 21,350 19,500 19,500 19,500 19,500
Sewer Easement Cleaning Machine vision 0 (45,000)0 0 0 0
Repaint Ground Storage Tank vision 0 (90,000)0 0 0 0
Pump Station Equipment vision 0 (90,000)0 0 0 0
Total Expenditures & Transfers Out 0 (225,000)0 0 0 0
NET CHANGE TO FUND BALANCE 16,350 (203,650)19,500 19,500 19,500 19,500
Beginning Fund Balance 829,333 845,683 642,033 661,533 681,033 700,533
Ending Fund Balance 845,683 642,033 661,533 681,033 700,533 720,033
Restricted/Committed/Assigned 845,683 642,033 661,533 681,033 700,533 720,033
Unassigned Ending Balance (projected)0 0 0 0 0 0
Firefighter Equipment Fees tied to vision 6,000 6,000 6,000 6,000 6,000 6,000
Interest Income tied to vision 2,290 2,290 2,165 2,165 2,165 2,165
WA Keller Police Sub-Station tied to vision 25,000 0 0 0 0 0
Transfer in from GF tied to vision 387,750 1,000,799 579,537 498,660 447,350 447,350
Total Revenues & Transfers In 421,040 1,009,089 587,702 506,825 455,515 455,515
WA-Irrigation System tied to vision (6,500)(6,500)(15,000)(5,000)(5,000)(5,000)
WA-15 Ton Split HVAC System tied to vision (6,500)(14,000)(10,000)(25,000)(25,000)(25,000)
WA-2 Ton Roof Top Units tied to vision (7,500)(7,500)(15,000)(10,000)(10,000)(10,000)
WA-AC ton/7.5 ton server room tied to vision (6,500)(6,500)0 (20,000)(20,000)(20,000)
WA-HVAC System Replacement tied to vision (7,500)(7,500)0 (5,000)(5,000)(5,000)
WA-Update Security System tied to vision (2,750)(2,750)(5,000)(8,000)(8,000)(8,000)
WA-Update Security Cameras tied to vision (10,300)(10,300)(2,000)(12,000)(12,000)(12,000)
WA-Heater Boilers tied to vision (9,675)(9,675)0 (25,000)(25,000)(25,000)
WA-Painting/Cloth Wall R&M tied to vision (6,500)(6,500)(10,000)(8,000)(8,000)(8,000)
WA-Ext Envrnmt Imprvmts Irrig tied to vision (7,500)(7,500)0 (12,000)(12,000)(12,000)
WA-Parking Lot tied to vision 0 (25,000)0 0 0 0
WA Playground Equipment tied to vision 0 (5,000)0 0 0 0
WA-Plumbing Repair/Replacement tied to vision (2,775)(9,000)(15,000)(5,000)(5,000)(5,000)
WA-Carpet/VCT Flooring tied to vision (25,000)(35,000)(15,000)(15,000)(15,000)(15,000)
WA-Envrnmt Bldg UG light/water tied to vision (2,750)(10,000)0 (5,000)(5,000)(5,000)
WA-Refurbish Classrooms tied to vision (21,000)(30,000)(35,000)(25,000)(25,000)(25,000)
WA-Interior Building R&M tied to vision (5,500)(15,000)(10,000)(15,000)(15,000)(15,000)
WA-Exterior Paint & Wood R&M tied to vision (4,500)(4,500)(4,000)(8,000)(8,000)(8,000)
WA-Roof Repairs tied to vision (47,550)(47,550)(15,000)(5,000)(5,000)(5,000)
WA-Mechanical Equipment tied to vision 0 (25,000)0 0 0 0
WA-Furniture/Interior Bldg tied to vision (7,000)(15,000)0 0 0 0
WA-Keller Police Substation tied to vision (25,000)0 0 0 0 0
Dept 17 - Westlake Academy Facilities (212,300)(299,775)(151,000)(208,000)(208,000)(208,000)
Trail Repairs and Maintenance tied to vision 0 (10,000)(10,000)(10,000)(10,000)(10,000)
Park Repairs and Maintenance tied to vision 0 (10,000)(10,000)(10,000)(10,000)(10,000)
Dept 19 - Town Parks 0 (20,000)(20,000)(20,000)(20,000)(20,000)
Servers & Network Storage tied to vision (15,000)(40,000)(15,000)(15,000)(15,000)(15,000)
Network Printers/Peripheal Dev tied to vision (5,000)(5,000)(5,000)(5,000)(5,000)(5,000)
Network Equipment tied to vision 0 (115,000)(25,000)(25,000)(25,000)(25,000)
Server Replacements tied to vision (5,000)(20,000)(12,500)(100,000)(12,500)(12,500)
Phone System/Peripheal Devices tied to vision (5,000)(65,000)(10,000)(10,000)(10,000)(10,000)
Dept 20 - Town IT Dept (30,000)(245,000)(67,500)(155,000)(67,500)(67,500)
FUND 510 - UTILITY MAINT/REPLACE
FUND 600 - GENERAL MAINT/REPLACEMENT
INTERNAL SERVICE - M&R FUNDS
109
ESTIMATED PROPOSED 1 2 3 4
FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23
FIVE YEAR FINANCIAL FORECAST
ALL MUNICIPAL FUNDS
DESCRIPTION
Town-Irrigation R&M tied to vision 0 (5,000)(5,000)(5,000)(5,000)(5,000)
Town-HVAC System Replacement tied to vision 0 (5,000)(5,000)(5,000)(5,000)(5,000)
Town-Heater tied to vision 0 (3,000)(3,000)(3,000)(3,000)(3,000)
Town-Parking Lot tied to vision 0 (4,000)(4,000)(4,000)(4,000)(4,000)
Town-Env Bldg UG light/water tied to vision 0 (10,000)(10,000)(10,000)(10,000)(10,000)
Town-Furniture/Interior Bldg tied to vision (36,325)(2,700)0 0 0 0
Dept 26 - Town Facilities (Fire Station)(36,325)(29,700)(27,000)(27,000)(27,000)(27,000)
Total Expenditures (278,625)(594,475)(265,500)(410,000)(322,500)(322,500)
NET CHANGE TO FUND BALANCE 142,415 414,614 322,202 96,825 133,015 133,015
Beginning Fund Balance (19,621)122,794 537,408 859,610 956,435 1,089,450
Ending Fund Balance 122,794 537,408 859,610 956,435 1,089,450 1,222,465
Restricted/Committed/Assigned 122,794 537,408 859,610 956,435 1,089,450 1,222,465
Unassigned Ending Balance 0 0 0 0 0 0
Interest Earned tied to vision 350 350 350 350 350 350
Transfer in from UF tied to vision 6,250 10,000 10,000 10,000 10,000 10,000
Total Revenues & Transfers In 6,600 10,350 10,350 10,350 10,350 10,350
Public Works Vehicle tied to vision 0 0 0 (50,000)0 0
Total Expenditures & Transfers Out 0 0 0 (50,000)0 0
NET CHANGE TO FUND BALANCE 6,600 10,350 10,350 (39,650)10,350 10,350
Beginning Fund Balance 17,074 23,674 34,024 44,374 4,724 15,074
Ending Fund Balance 23,674 34,024 44,374 4,724 15,074 25,424
Restricted/Committed/Assigned 23,674 34,024 44,374 4,724 15,074 25,424
Unassigned Ending Balance 0 0 0 0 0 0
Contribution for WA Buses dept 10 tied to vision 105,000 0 150,000 0 0 0
Interest Earned dept 10 tied to vision 2,490 2,490 2,450 2,450 2,450 2,450
Transfer In from GF dept 88 tied to vision 350,000 460,266 579,537 498,662 447,350 447,350
Total Revenues & Transfers In 457,490 462,756 731,987 501,112 449,800 449,800
Academy Buses dept 10 tied to vision (105,000)0 (150,000)0 0 0
Fire Dept Vehicles dept 14 tied to vision 0 0 0 0 (60,000)(1,000,000)
Fire Dept Vehicles - Ambulance dept 14 tied to vision 0 (260,000)0 0 0 0
Facilities Vehicles dept 17 tied to vision 0 0 0 (50,000)0 0
Total Expenditures & Transfers Out (105,000)(260,000)(150,000)(50,000)(60,000)(1,000,000)
NET CHANGE TO FUND BALANCE 352,490 202,756 581,987 451,112 389,800 (550,200)
Beginning Fund Balance 226,358 578,848 781,604 1,363,591 1,814,703 2,204,503
Ending Fund Balance 578,848 781,604 1,363,591 1,814,703 2,204,503 1,654,303
Restricted/Committed/Assigned 578,848 781,604 1,363,591 1,814,703 2,204,503 1,654,303
Unassigned Ending Balance 0 0 0 0 0 0
FUND 505 - UF VEHICLE MAINT /REPLACEMENT
FUND 605 - GF VEHICLE MAINT/REPLACEMENT
110
ESTIMATED PROPOSED 1 2 3 4
FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23
FIVE YEAR FINANCIAL FORECAST
ALL MUNICIPAL FUNDS
DESCRIPTION
Hotel Tax (Marriott)1.00%779,720 779,720 795,392 803,346 811,380 819,494
Hotel Tax (Deloitte)Match Fund 210 #1.00%36,982 36,982 32,640 32,640 32,640 32,640
Base Hotel Tax 816,702 816,702 828,032 835,986 844,020 852,134
Deloitte Abatement Ends 01-01-23 hard coded 0 0 0 0 0 32,640
Entrada Hotel 1 hard coded 0 0 300,000 600,000 600,000 600,000
Entrada Hotel 2 hard coded 0 0 300,000 600,000 600,000 600,000
Blizzard Hotel hard coded 0 0 300,000 600,000 600,000
Additional Commercial Tax 0 0 600,000 1,500,000 1,800,000 1,832,640
Total Hotel Occupancy Tax 816,702 816,702 1,428,032 2,335,986 2,644,020 2,684,774
Interest Income 1.00%14,606 14,606 14,250 14,250 14,250 14,250
Community Tree Lighting 1.00%3,675 3,675 2,675 2,756 2,784 2,811
Insur Refund/Equity Return 1.00%437 437 852 860 869 878
Dept 10 - General Service Revenues 18,718 18,718 17,777 17,866 17,903 17,939
Membership Fees 1.00%1,775 1,775 1,775 1,775 1,775 1,775
Special Events Revenue 1.00%3,250 3,250 3,250 3,250 3,250 3,250
Special Events Revenue 1.00%2,550 0 0 0 0 0
Sponsors Car Show 1.00%2,000 0 0 0 0 0
Sales of Printed Material 1.00%200 200 200 200 200 200
Sponsors 1.00%3,000 3,000 3,000 3,000 3,000 3,000
Misc Revenue 1.00%250 250 0 0 0 0
Dept 24 - Historical Board Revenues 13,025 8,475 8,225 8,225 8,225 8,225
Total Revenues & Transfers In 848,445 843,895 1,454,034 2,362,077 2,670,148 2,710,938
Operating Xfr Out to GF for Payroll Costs 1.00%(518,510)(555,167)(560,719)(566,326)(571,990)(577,709)
Auditor 1.00%(7,250)(7,250)(7,323)(7,396)(7,470)(7,544)
Community Services 1.00%(133)0 0 0 0 0
Marriott Marketing 1.00%(50,000)(50,000)(50,500)(51,005)(51,515)(52,030)
Marriott Transportation 1.00%(80,000)(80,000)(80,800)(81,608)(82,424)(83,248)
Marketing & Promotions 1.00%(7,500)(7,500)(7,575)(7,651)(7,727)(7,805)
Application Software Maint.1.00%(1,950)(1,950)(1,970)(1,989)(2,009)(2,029)
Community Tree Lighting 1.00%(11,762)(11,762)(11,880)(11,998)(12,118)(12,240)
Audio/Visual 1.00%(250)(250)(253)(255)(258)(260)
Dues & Subscriptions 1.00%(125)(125)(126)(128)(129)(130)
Dept 10 - General Service Expenditures (677,480)(714,004)(721,144)(728,356)(735,639)(742,996)
Office Rent 0.00%(50,250)(70,295)(72,475)(74,670)(76,245)(76,935)
Telephone Service 1.00%(624)(624)(630)(637)(643)(649)
Internet Expense 1.00%(2,195)(2,195)(2,217)(2,239)(2,262)(2,284)
Electric Service 0.00%(7,500)(7,500)(7,500)(7,500)(7,500)(7,500)
Dept 10 - Rent & Utilities Expenditures (60,569)(80,614)(82,822)(85,046)(86,649)(87,368)
Contract Services 0.50%(52,709)(52,709)(52,973)(53,237)(53,504)(53,771)
Community Services 0.50%(13,401)(13,401)(13,468)(13,535)(13,603)(13,671)
Masterworks 0.50%(5,750)(5,750)(5,779)(5,808)(5,837)(5,866)
Marketing & Promotions 0.50%(29,309)(61,809)(62,118)(62,429)(62,741)(63,054)
Community Picnic 0.50%(1,170)(1,170)(1,176)(1,182)(1,188)(1,194)
Other Hotels Marketing hard coded 0 0 (150,000)(375,000)(450,000)(450,000)
Advertising 0.50%(20,615)(20,615)(20,718)(20,822)(20,926)(21,030)
Special Community Events 0.50%(7,239)(7,239)(7,275)(7,312)(7,348)(7,385)
Dues & Subscriptions 0.50%(5,794)(5,794)(5,823)(5,852)(5,881)(5,911)
Postage & Supplies 0.50%(139)(139)(140)(140)(141)(142)
Printing 0.50%(1,154)(1,154)(1,160)(1,166)(1,171)(1,177)
Dept 22 - Communication Expenditures (137,280)(169,780)(320,629)(546,482)(622,339)(623,201)
Website Development/Maint.0.00%(10)0 0 0 0 0
Office Supplies 0.00%(10)(10)(10)(10)(10)(10)
Car Show Expenses 0.00%(5,825)(5,825)(5,825)(5,825)(5,825)(5,825)
Town Historical Board Expense 0.00%(2,075)(2,075)(2,075)(2,075)(2,075)(2,075)
Dept 24 - Historical Board Expenditures (7,920)(7,910)(7,910)(7,910)(7,910)(7,910)
SPECIAL REVENUE FUNDS
FUND 220 - VISITORS ASSOCIATION FUND
111
ESTIMATED PROPOSED 1 2 3 4
FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23
FIVE YEAR FINANCIAL FORECAST
ALL MUNICIPAL FUNDS
DESCRIPTION
Consultant Fees 0.00%0 0 0 0 0 0
Sponsorship Expense 0.00%(10,000)(10,000)(10,000)(10,000)(10,000)(10,000)
Contract Services 0.00%0 0 0 0 0 0
Special Events 0.00%0 0 0 0 0 0
Printing 0.00%0 0 0 0 0 0
Dept 25 - Public Art Expenditures (10,000)(10,000)(10,000)(10,000)(10,000)(10,000)
Misc. Expense 0.00%(670)(670)0 0 0 0
Contract Services 0.00%0 0 0 0 0 0
Dept 26 Arbor Day Expenditures (670)(670)0 0 0 0
Total Expenditures & Transfers Out (893,919)(982,978)(1,142,506)(1,377,794)(1,462,538)(1,471,475)
NET CHANGE TO FUND BALANCE (45,474)(139,083)311,528 984,283 1,207,610 1,239,463
Beginning Fund Balance 799,168 753,694 614,610 926,139 1,910,422 3,118,032
Ending Fund Balance 753,694 614,610 926,139 1,910,422 3,118,032 4,357,494
Restricted/Committed/Assigned 753,694 614,610 926,139 1,910,422 3,118,032 4,357,494
Unassigned Ending Balance 0 0 0 0 0 0
Operating Expenditures 893,919 982,978 1,142,506 1,377,794 1,462,538 1,471,475
Operating Daily Cost 2,449 2,693 3,130 3,775 4,007 4,031
Operating Days 308 228 296 506 778 1,081
Sales & Use Tax Revenues linked to GF sales Tax 1,237,500 1,400,000 1,153,272 1,250,735 1,317,397 1,340,769
Total Revenues & Transfers In 1,237,500 1,400,000 1,153,272 1,250,735 1,317,397 1,340,769
Transfer Out - DS Fund 300 (1,237,500)(1,400,000)(1,153,272)(1,250,735)(1,317,397)(1,340,769)
Total Expenditures & Transfers Out (1,237,500)(1,400,000)(1,153,272)(1,250,735)(1,317,397)(1,340,769)
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
Sales & Use Tax Revenues linked to GF sales Tax 202,000 300,000 0 0 0 0
Hotel Occupancy Tax Revenues ends 01-01-23 36,940 36,940 32,320 32,640 32,640 0
WA $10K Lot Payment Revenues tied to bldg permits 340,000 164,300 145,700 127,100 127,100 127,100
Total Revenues & Transfers In 578,940 501,240 178,020 159,740 159,740 127,100
ED - Deloitte Sales Tax ends 07-01-2018 (102,000)0 0 0 0 0
ED - Deloitte Hotel Tax ends 01-01-2023 (36,940)(36,940)(32,320)(32,640)(32,640)0
ED - Schwab Sales Tax (100,000)(300,000)0 0 0 0
Transfer Out - WAE 412 (340,000)(164,300)(145,700)(127,100)(127,100)(127,100)
Total Expenditures & Transfers Out (578,940)(501,240)(178,020)(159,740)(159,740)(127,100)
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
FUND 200 - 4B ECONOMIC DEV FUND
FUND 210 - ECONOMIC DEV FUND
112
ESTIMATED PROPOSED 1 2 3 4
FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23
FIVE YEAR FINANCIAL FORECAST
ALL MUNICIPAL FUNDS
DESCRIPTION
Miscellaneous Reimbursments 0%98,175 60,000 60,000 60,000 60,000 60,000
Total Revenues & Transfers In 98,175 60,000 60,000 60,000 60,000 60,000
Consultant Fees 0%(147,605)0 0 0 0 0
Boyle & Lowry 0%(5,275)0 0 0 0 0
Admin Fees 0%(10,917)0 0 0 0 0
Filing Fees 0%(180)0 0 0 0 0
Engineering 0%(21,130)0 0 0 0 0
Construction Inspection 0%(23,849)0 0 0 0 0
Advertising 0%(155)0 0 0 0 0
Total Expenditures & Transfers Out (209,111)0 0 0 0 0
NET CHANGE TO FUND BALANCE (110,936)60,000 60,000 60,000 60,000 60,000
Beginning Fund Balance 488,485 377,549 437,549 497,549 557,549 617,549
Ending Fund Balance 377,549 437,549 497,549 557,549 617,549 677,549
Restricted/Committed/Assigned 377,549 437,549 497,549 557,549 617,549 677,549
Unassigned Ending Balance 0 0 0 0 0 0
Donations - Honorariums 20,000 20,000 0 0 0 0
Donations - Art Pieces 10,000 10,000 0 0 0 0
Total Revenues & Transfers In 30,000 30,000 0 0 0 0
Contract Services 0 0 0 0 0 0
Total Expenditures & Transfers Out 0 0 0 0 0 0
NET CHANGE TO FUND BALANCE 30,000 30,000 0 0 0 0
Beginning Fund Balance 0 30,000 60,000 60,000 60,000 60,000
Ending Fund Balance 30,000 60,000 60,000 60,000 60,000 60,000
Restricted/Committed/Assigned 30,000 60,000 60,000 60,000 60,000 60,000
Unassigned Ending Balance 0 0 0 0 0 0
Interest Income 275 275 260 260 260 260
Total Revenues & Transfers In 275 275 260 260 260 260
Filing Fee Expense 0 0 0 0 0 0
Total Expenditures & Transfers Out 0 0 0 0 0 0
NET CHANGE TO FUND BALANCE 275 275 260 260 260 260
Beginning Fund Balance 13,790 14,065 0 0 0 0
Ending Fund Balance 14,065 14,340 260 260 260 260
Restricted/Committed/Assigned 14,065 14,340 260 260 260 260
Unassigned Ending Balance 0 0 0 0 0 0
FUND 215 - PUBLIC IMPROVEMENT DIST
FUND 225 - PUBLIC ART PROGRAM
FUND 418 - LONE STAR PUBLIC FUND
113
ESTIMATED PROPOSED 1 2 3 4
FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23
FIVE YEAR FINANCIAL FORECAST
ALL MUNICIPAL FUNDS
DESCRIPTION
Transfer in - GF 100 1,174,669 1,005,901 1,253,207 1,147,056 1,084,032 1,053,096
Transfer In - 4B 200 1,237,500 1,400,000 1,153,272 1,250,735 1,317,397 1,340,769
Total Transfers In 2,412,169 2,405,901 2,406,479 2,397,791 2,401,429 2,393,865
Bank Charge - 2011 GORB (400)(400)(400)(400)(400)(400)
Principal - Issue 2011 GORB (700,000)(715,000)(730,000)(750,000)(770,000)(790,000)
Interest - Issue 2011 GORB (192,650)(171,425)(149,750)(127,550)(104,750)(81,350)
TOTAL (893,050)(886,825)(880,150)(877,950)(875,150)(871,750)
Bank Charge - Issue 2013 CO (440)(440)(440)(440)(440)(440)
Principal - Issue 2013 CO (178,000)(182,450)(191,350)(191,350)(200,250)(204,700)
Interest - Issue 2013 CO (267,172)(263,568)(259,830)(255,525)(250,630)(245,056)
TOTAL (445,612)(446,458)(451,620)(447,315)(451,320)(450,196)
Bank Charge - Issue 2014 GORB 0 (440)(450)(450)(450)(450)
Principal - Issue 2014 GORB (5,000)(5,000)(5,000)(5,000)(5,000)(5,000)
Interest - Issue 2014 GORB (65,040)(64,860)(64,680)(64,500)(64,320)(64,140)
TOTAL (70,040)(70,300)(70,130)(69,950)(69,770)(69,590)
Bank Charge - 2017 CO (450)(450)(450)(450)(450)(450)
Principal - Issue 2017 CO (200,000)(205,000)(210,000)(215,000)(225,000)(230,000)
Interest - Issue 2017 CO (310,800)(304,725)(298,500)(292,125)(285,525)(278,700)
TOTAL (511,250)(510,175)(508,950)(507,575)(510,975)(509,150)
Bank Charge - 2017 GORB (450)(450)(450)(450)(450)(450)
Principal - Issue 2017 GORB (30,000)(30,000)(35,000)(35,000)(35,000)(35,000)
Interest - Issue 2017 GORB (227,625)(227,025)(226,375)(225,675)(224,888)(223,925)
TOTAL (258,075)(257,475)(261,825)(261,125)(260,338)(259,375)
Bank Charge - 2017 Tax Note 0 (550)(550)(550)(550)(550)
Principal - 2017 Tax Note (202,000)(212,000)(215,000)(219,000)(223,000)(227,000)
Interest - 2017 Tax Note (32,142.28) (22,118)(18,254)(14,326)(10,326)(6,254)
TOTAL (234,142)(234,668)(233,804)(233,876)(233,876)(233,804)
Total Expenditures & Transfers Out (2,412,169)(2,405,901)(2,406,479)(2,397,791)(2,401,429)(2,393,865)
NET CHANGE TO FUND BALANCE 0.00 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
Fire Station Bonds
Issue-2017-CO
Program 17
Refunding of 2003
Issue-2014-GORB Program
14
Academy Expansion
Issue-2013-CO
Program 12
Refunding of 2002/2003
Issue-2011-GORB Program 10
DEBT SERVICE FUNDS
FUND 300 - DEBT SERVICE (revenue supported)
Fire Station Tax Note
Issue-2017-TTN
Program 16
Refunding of 2007
Issue-2017-GORB Program
15
114
ESTIMATED PROPOSED 1 2 3 4
FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23
FIVE YEAR FINANCIAL FORECAST
ALL MUNICIPAL FUNDS
DESCRIPTION
1.04
TYPE Non Taxable Value M&O Rate I&S Rate Total Rate Tax Levy Year
Property Tax 1,207,702,471 0.11133 0.02482 0.13615 $296,984 FY 2018 296,984 0 0 0 0 0
Property Tax 1,275,791,495 0.13587 0.02013 0.15600 $256,878 FY 2019 0 256,878 0 0 0 0
Property Tax 1,326,823,155 0.11676 0.03924 0.15600 $520,655 FY 2020 0 0 520,655 0 0 0
Property Tax 1,379,896,081 0.11808 0.03792 0.15600 $523,213 FY 2021 0 0 0 523,213 0 0
Property Tax 1,435,091,924 0.11953 0.03647 0.15600 $523,369 FY 2022 0 0 0 0 523,369 0
Property Tax 1,492,495,601 0.12060 0.03540 0.15600 $528,417 FY 2023 0 0 0 0 0 528,417
Total Revenues 296,984 256,878 520,655 523,213 523,369 528,417
Bank Charge - 2011 CO 0 (440)(440)(440)(440)(440)
Principal - 2011 CO (79,000)(83,000)(87,000)(91,000)(96,000)(101,000)
Interest - 2011 CO (36,284.20) (34,356)(32,316)(30,180)(27,936)(25,572)
TOTAL 2011 CO (115,284)(117,796)(119,756)(121,620)(124,376)(127,012)
Bank Charge - 2013 GORB (440)(440)(440)(440)(440)(440)
Principal - 2013 GORB (125,000)(135,000)(140,000)(145,000)(145,000)(150,000)
Interest - 2013 GORB (37,400)(34,463)(31,025)(27,463)(23,838)(20,375)
TOTAL 2013 GORB (162,840)(169,903)(171,465)(172,903)(169,278)(170,815)
Bank Charge - 2019 CO 0 0 (440)(440)(440)(440)
Principal - 2019 CO 0 0 (90,000)(130,000)(135,000)(140,000)
Interest - 2019 CO 0 0 (138,994)(98,250)(94,275)(90,150)
TOTAL 2019 CO 0 0 (229,434)(228,690)(229,715)(230,590)
Total Expenditures (278,124)(287,699)(520,655)(523,213)(523,369)(528,417)
NET CHANGE TO FUND BALANCE 18,860 (30,821)0 0 0 0
Beginning Fund Balance 11,961 30,821 0 0 0 0
Ending Fund Balance 30,821 0 0 0 0 0
Restricted/Committed/Assigned 30,821 0 0 0 0 0
Unassigned Ending Balance 0 0 0 0 0 0
See CP410 for
projects=$3.387M
Bond Issuance
Issue 2019 CO
Rd - Fac - Grnd Improvements
NEW ISSUE - Program 019
Issue 2013 GORB
Refunding of 20018 (A&S)
Program 013
Issue 2011 CO
Road Improvements
Program 011
FUND 301 - DEBT SERVICE (property tax supported)
115
ESTIMATED PROPOSED 1 2 3 4
FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23
FIVE YEAR FINANCIAL FORECAST
ALL MUNICIPAL FUNDS
DESCRIPTION
Transfer in from GF tied to bldg permits 300,000 1,025,000 0 0 0 0
Interest Income 38,000 38,000 38,000 38,000 38,000 38,000
Misc Income 0 0 0 0 0 0
NET REVENUES 338,000 1,063,000 38,000 38,000 38,000 38,000
Cash (Fund Balance)0 0 0 0 0 0
FM1938 TOWN IMPROVEMENTS (50,000)(220,000)0 0 0 0
NET project 20 (50,000)(220,000)0 0 0 0
Cash (Fund Balance)0 0 0 0 0 0
SH114/HWY170 ENHANCEMENTS 0 0 0 0 0 0
NET project 30 0 0 0 0 0 0
Bond Revenue - Issue $3.387M 0 480,180 0 0 0 0
ROANOKE ROAD RECON/DRAIN SOUTH 0 0 (480,180)0 0 0
NET project 34 0 480,180 (480,180)0 0 0
Bond Revenue - Issue $3.387M 0 281,960 0 0 0 0
SAM SCHOOL ROAD RECON & DRAINANGE 0 (281,960)0 0 0 0
NET project 40 0 0 0 0 0 0
Cash (Fund Balance)0 0 0 0 0 0
E.DOVE ROAD RECON & DRAINAGE (vaq/tb)(100,000)0 0 0 0 0
NET project 41 (100,000)0 0 0 0 0
Bond Revenue - Issue $3.387M 0 983,954 0 0 0 0
OTTINGER ROAD RECON & DRAINAGE 0 0 (983,954)0 0 0
NET project 58 0 983,954 (983,954)0 0 0
Bond Revenue - Issue $3.387M 0 404,125 0 0 0 0
PEARSON LANE RECON & DRAINAGE 0 (404,125)0 0 0 0
NET project 60 0 0 0 0 0 0
Cash (Fund Balance)0 0 0 0 0 0
DOVE ROAD/FM1938 SIGNALIZATION (160,000)0 0 0 0 0
NET project 68 (160,000)0 0 0 0 0
Contribution Revenue 26,390 0 0 0 0 0
SOLANA/HWY 114 SIGNALIZATION 0 0 0 0 0 0
NET project 69 26,390 0 0 0 0 0
Contribution Revenue 0 0 0 0 0 0
SOLANA/FM1938 SIGNALIZATION (10,000)0 0 0 0 0
NET project 70 (10,000)0 0 0 0 0
Bond Revenue - Issue $3.387M 0 80,000 0 0 0 0
FLASHING CROSSWALK LIGHTS 0 (80,000)0 0 0 0
NET project 75 0 0 0 0 0 0
Bond Revenue - Issue $3.387M 0 90,000 0 0 0 0
SOLANA PAVEMENT REPAIRS 0 (90,000)0 0 0 0
NET project 78 0 0 0 0 0 0
Bond Revenue - Issue $3.387M 0 54,450 0 0 0 0
WYCK HILL PAVEMENT RESURFACE 0 (54,450)0 0 0 0
NET project 79 0 0 0 0 0 0
Bond Revenue - Issue $3.387M 0 80,000 0 0 0 0
FM1938 PAVEMENT REPAIRS 0 (80,000)0 0 0 0
NET project 80 0 0 0 0 0 0
ROAD and STREET IMPROVEMENTS DEPT 16 (293,610)1,244,134 (1,464,134)0 0 0
FUND 410 - CAPITAL PROJECT FUND
CAPITAL PROJECTS FUNDS
116
ESTIMATED PROPOSED 1 2 3 4
FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23
FIVE YEAR FINANCIAL FORECAST
ALL MUNICIPAL FUNDS
DESCRIPTION
WAF Grant 175,000 0 135,000 0 0 0
WA - OUTDOOR LEARNING CENTER (175,000)0 (123,595)0 0 0
NET project 71 0 0 11,405 0 0 0
Bond Revenue - Issue $3.387M 0 82,000 0 0 0 0
WA - POND REPAIRS 0 (82,000)0 0 0 0
NET project 77 0 0 0 0 0 0
FACILITY and GROUND IMPROVEMENTS DEPT 17 0 0 11,405 0 0 0
Bond Revenue - Issue $3.387M 0 229,500 0 0 0 0
WAYFINDING SIGNAGE 0 (229,500)0 0 0 0
NET project 67 0 0 0 0 0 0
Bond Revenue - Issue $3.387M 0 30,000 0 0 0 0
TRAIL CONNECTION AT 114/SOLANA 0 (30,000)0 0 0 0
NET project 42 0 0 0 0 0 0
Bond Revenue - Issue $3.387M 0 300,949 0 0 0 0
TRAIL - WESTLAKE ACADEMY TO CEMETERY 0 0 (300,949)0 0 0
NET project 52 0 300,949 (300,949)0 0 0
Bond Revenue - Issue $3.387M 0 290,016 0 0 0 0
TRAIL - DOVE/PEARSON/ASPEN 0 (290,016)0 0 0 0
NET project 53 0 0 0 0 0 0
Contribution in prior year 0 0 0 0 0 0
CEMETARY IMPROVEMENTS (100,000)(50,000)0 0 0 0
NET project 76 (100,000)(50,000)0 0 0 0
PARKS/TRAIL/CEMETERY IMPROVEMENTS DEPT 19 (100,000)250,949 (300,949)0 0 0
Cash (Fund Balance)0 0 0 0 0 0
Fiber Connectivity between Buildings 0 (300,000)0 0 0 0
INFORMATION TECHNOLOGY IMPROVEMENTS 0 (300,000)0 0 0 0
Cash (Fund Balance)0 0 0 0 0 0
Payroll Transfers Out to GF (54,565)0 0 0 0 0
PAYROLL TRANSFERS (54,565)0 0 0 0 0
Total Revenues & Transfers in 539,390 4,450,134 173,000 38,000 38,000 38,000
Total Expenditures & Transfers Out (649,565)(2,192,051)(1,888,678)0 0 0
NET CHANGE TO FUND BALANCE (110,175)2,258,083 (1,715,678)38,000 38,000 38,000
Beginning Fund Balance 1,700,249 1,590,074 3,848,157 2,132,479 2,170,479 2,208,479
Ending Fund Balance 1,590,074 3,848,157 2,132,479 2,170,479 2,208,479 2,246,479
Restricted/Committed/Assigned Contributions/Grants/Bonds 201,390 2,258,083 135,000 0 0 0
Unassigned Ending Balance 1,388,684 1,590,074 1,997,479 2,170,479 2,208,479 2,246,479
Cash (Fund Balance)hard coded 0 0 0 0 0 0
Total Revenues 0 0 0 0 0 0
Engineering Fees tied to vision (545,742)(4,100)0 0 0 0
Construction Expense tied to vision (6,248,000)(1,739,281)0 0 0 0
Land Purchase tied to vision 0 0 0 0 0 0
Design Fees tied to vision (76,950)(61,474)0 0 0 0
Furniture & Fixtures tied to vision (200,000)(75,000)0 0 0 0
Security Service tied to vision (167,000)(150,500)0 0 0 0
Contingency tied to vision (75,000)(107,700)0 0 0 0
Misc. Expense tied to vision (4,250)(258,075)0 0 0 0
Appraisal Fees tied to vision (2,115)0 0 0 0 0
Misc Legal tied to vision (3,147)0 0 0 0 0
Boyle & Lowry tied to vision (16,690)0 0 0 0 0
Advertising Public Notices tied to vision (224)(2,500)0 0 0 0
Printing tied to vision (555)(1,000)0 0 0 0
Total Expenditures (7,339,673)(2,399,630)0 0 0 0
FUND 405 - FIRE STATION PROJECT
117
ESTIMATED PROPOSED 1 2 3 4
FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23
FIVE YEAR FINANCIAL FORECAST
ALL MUNICIPAL FUNDS
DESCRIPTION
NET CHANGE TO FUND BALANCE (7,339,673)(2,399,630)0 0 0 0
Beginning Fund Balance 11,169,629 3,829,956 1,430,326 1,430,326 1,430,326 1,430,326
Ending Fund Balance 3,829,956 1,430,326 1,430,326 1,430,326 1,430,326 1,430,326
Restricted Funds 3,829,956 1,430,326 1,430,326 1,430,326 1,430,326 1,430,326
Unassigned Ending Balance 0 0 0 0 0 0
Interest Earned tied to vision 29,180 29,180 27,400 27,400 27,400 27,400
Transfer in from ED 200 tied to bldg permits 340,000 164,300 145,700 127,100 127,100 127,100
Total Revenues & Transfers In 369,180 193,480 173,100 154,500 154,500 154,500
Consultant Fees - Master Plan tied to vision 0 (85,000)0 0 0 0
Total Expenditures & Transfers Out 0 (85,000)0 0 0 0
NET CHANGE TO FUND BALANCE 369,180 108,480 173,100 154,500 154,500 154,500
Beginning Fund Balance 1,413,345 1,782,525 1,891,005 2,064,105 2,218,605 2,373,105
Ending Fund Balance 1,782,525 1,891,005 2,064,105 2,218,605 2,373,105 2,527,605
Restricted Funds 1,782,525 1,891,005 2,064,105 2,218,605 2,373,105 2,527,605
Unassigned Ending Balance 0 0 0 0 0 0
FUND 412 - ACADEMY EXPANSION
118
119
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120
General Fund 100
Program Summary
Fiscal Year 2018/2019
Adopted Estimated Adopted FY 18/19 Adopted
Actuals Budget Budget Budget vs
FY 16/17 FY 17/18 FY 17/18 FY 18/19 FY 17/18 Estimated
General Sales Tax 3,353,658$ 3,510,500$ 3,510,500$ 3,900,000$ 389,500$ 11%
Property Tax 1,482,625 1,205,205 1,325,125 1,733,356 408,231 31%
Beverage Tax 68,432 62,500 62,500 62,500 - 0%
Franchise Fees 818,422 983,815 983,815 983,815 - 0%
Permits & Fees Other 198,792 238,020 263,303 263,303 - 0%
Permits & Fees Building 3,317,394 2,201,246 2,151,178 4,357,571 2,206,393 103%
Fines & Forfeitures 673,716 809,880 715,545 715,545 - 0%
Investment Earnings 64,913 43,100 178,955 178,955 - 0%
Contributions 32 - 12,205 12,205 - 0%
Misc Income 100,006 18,560 39,820 39,820 - 0%
Total Revenues 10,077,990 9,072,826 9,242,946 12,247,070 3,004,124 33%
Transfers In 230,336 50,000 62,000 66,539 4,539 7%
Other Sources - - - - - 0%
Total Other Sources 230,336 50,000 62,000 66,539 4,539 7%
TOTAL REVENUES & OTHER SOURCES 10,308,326$ 9,122,826$ 9,304,946$ 12,313,609$ 3,008,663$ 32%
Payroll Salaries 3,369,458 3,821,261 3,824,761 3,994,572 169,811 4%
Payroll Salaries (864,028) (1,055,775) (1,055,775) (1,114,192) (58,417) 6%
Insurance 488,798 599,995 599,995 780,269 180,274 30%
Taxes - SS/M 239,309 292,253 292,253 305,506 13,253 5%
Taxes - WC/U 33,459 51,180 51,180 43,482 (7,698) -15%
Retirement 433,647 495,955 495,955 486,093 (9,862) -2%
Total Payroll and Related 3,700,644 4,204,869 4,208,369 4,495,731 287,362 7%
Debt 351,697 351,680 351,680 351,680 - 0%
Economic Development - - - - - 0%
Repair & Maintenance 143,745 242,580 218,502 220,224 1,722 1%
Rent & Utilities 480,170 445,316 654,497 760,911 106,414 16%
Services 2,167,264 2,048,966 2,216,439 2,252,408 35,969 2%
Supplies 165,329 246,152 240,099 247,298 7,199 3%
Travel & Training 131,112 204,430 206,694 209,064 2,370 1%
Transfers Out Operating 1,452,393 1,772,568 1,912,419 1,005,901 (906,518) -47%
Total Operations & Maintenance 4,891,711 5,311,692 5,800,329 5,047,485 (752,844) -13%
TOTAL OPERATING EXPENDITURES 8,592,355 9,516,561 10,008,698 9,543,216 (465,482) -5%
Capital Project Funds - - - - - 0%
Capital Outlay 26,815 31,690 21,915 35,710 13,795 63%
Total Capital and M&R Projects 26,815 31,690 21,915 35,710 13,795 63%
Transfers Out Non-Operating CP - 1,015,324 300,000 2,486,065 2,186,065 100%
Other Sources - - - - - 0%
Total Other Uses - 1,015,324 300,000 2,486,065 2,186,065 729%
TOTAL NON-OPERATING EXPENDITURES 26,815 1,047,014 321,915 2,521,775 2,199,860 683%
TOTAL EXPENDITURES & OTHER USES 8,619,170 10,563,575 10,330,613 12,064,992 1,734,378 17%
Excess Revenues over(under) Expenditures 1,689,156 (1,440,749) (1,025,667) 248,618 1,274,285 124%
FUND BALANCE, BEGINNING 8,553,121 10,242,277 10,242,277 9,216,610 (1,025,667) -10%
FUND BALANCE, ENDING 10,242,277 8,801,528 9,216,610 9,465,228 248,618 3%
Restricted/Assigned/Committed Funds 294,418 304,504 304,504 304,504 - 0%
UNASSIGNED FUND BALANCE, ENDING 9,947,859$ 8,497,025$ 8,912,106$ 9,160,724$ 248,618$ 3%
Operating Cost per Day 23,541$ 25,251$ 25,400$ 26,146$ 746$ -5%
Operating Days 423 337 351 350 (1) -60%
Court Technology 100 10112 15 000 59,656 60,823 60,823 60,823 - 0%
Court Security 100 10113 15 000 115,511 117,771 117,771 117,771 - 0%
Court Efficiency 100 10116 15 000 9,599 9,787 9,787 9,787 - 0%
Reforestation 100 10110 00 101 54,944 61,415 61,415 61,415 - 0%
Street Escrow (TB/RA)100 10110 00 102 54,707 54,707 54,707 54,707 - 0%
TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 294,418$ 304,504$ 304,504$ 304,504$ -$ 0%
REVENUES & OTHER SOURCES
EXPENDITURES & OTHER USES
RESTRICTED/ASSIGNED/COMMITED FUNDS
121
General
Services
Town
Manager's
Office
Planning and
Development
Town
Secretary's
Office
Fire/EMS
Department
Municipal
Court
Public
Works
Facilities
Maintenance
General Sales Tax $ 3,900,000 $ - $ - $ - $ - $ - $ - $ -
Property Tax 1,733,356 - - - - - - -
Beverage Tax 62,500 - - - - - - -
Franchise Fees 983,815 - - - - - - -
Permits & Fees Other 5,433 - 146,370 - 102,525 8,975 - -
Permits & Fees Building - - 4,270,212 - 87,359 - - -
Fines and Forfeitures - - - - - 715,545 - -
Investment Earnings 175,339 - - - - 3,616 - -
Contributions - - - - 12,240 - - -
Misc Income 11,500 - - - - 25 1,460 21,800
Total Revenues 6,871,943 - 4,416,582 - 202,124 728,161 1,460 21,800
Transfers In - - - - - - - -
Total Other Sources - - - - - - - -
$ 6,871,943 $ - $ 4,416,582 $ - $ 202,124 $ 728,161 $ 1,460 $ 21,800
PR Wages 44,968 422,179 342,309 131,850 1,374,769 246,054 317,945 97,444
PR Transfer In - (176,745) - - - - (357,549) (76,638)
PR Insurance 15,323 57,223 53,079 24,653 263,201 54,961 88,428 34,372
PR SSM 3,439 32,288 26,180 10,084 105,143 18,818 24,317 7,453
PR Taxes 192 1,485 1,465 571 23,605 1,058 7,102 2,074
PR Retirement 5,507 75,976 41,924 16,148 148,121 22,979 38,940 11,934
Total Payroll & Related 69,429 412,406 464,958 183,307 1,914,839 343,871 119,183 76,638
Debt 351,680 - - - - - - -
Repair & Maintenance - - - - 53,945 1,672 28,605 56,530
Rent & Utilities 376,366 - - - 36,277 - 215,341 600
Services 345,276 2,450 316,463 51,395 106,032 97,529 83,372 70,195
Supplies 26,998 1,836 18,210 3,225 109,040 10,749 4,465 32,126
Travel & Training 60,303 32,128 7,921 4,340 43,740 5,225 2,481 6,453
Transfer Out to DS - - - - - - - -
Total Operations 1,160,623 36,414 342,594 58,960 349,034 115,175 334,264 165,903
Capital Outlay - - 490 - 27,900 - 5,000 -
Total Capital - - 490 - 27,900 - 5,000 -
Transfers Out - - - - - - - -
Other Uses - - - - - - - -
Total Other Uses - - - - - - - -
1,230,052 448,820 808,042 242,267 2,291,773 459,046 458,447 242,541
$ 5,641,891 $ (448,820) $ 3,608,540 $ (242,267) $ (2,089,649) $ 269,115 $ (456,987) $ (220,741)
EXPENDITURES AND OTHER
USES
EXCESS REVENUES OVER
(UNDER) EXPENDITURES
TOTAL EXPENDITURES AND
OTHER USES
TOTAL REVENUES AND
OTHER SOURCES
FY 2018/2019
By Department
Program Summary
GENERAL FUND
REVENUES AND OTHER
SOURCES
122
General Sales Tax
Property Tax
Beverage Tax
Franchise Fees
Permits & Fees Other
Permits & Fees Building
Fines and Forfeitures
Investment Earnings
Contributions
Misc Income
Total Revenues
Transfers In
Total Other Sources
PR Wages
PR Transfer In
PR Insurance
PR SSM
PR Taxes
PR Retirement
Total Payroll & Related
Debt
Repair & Maintenance
Rent & Utilities
Services
Supplies
Travel & Training
Transfer Out to DS
Total Operations
Capital Outlay
Total Capital
Transfers Out
Other Uses
Total Other Uses
EXPENDITURES AND OTHER
USES
EXCESS REVENUES OVER
(UNDER) EXPENDITURES
TOTAL EXPENDITURES AND
OTHER USES
TOTAL REVENUES AND
OTHER SOURCES
FY 2018/2019
By Department
Program Summary
GENERAL FUND
REVENUES AND OTHER
SOURCES
Finance
Department
Parks and
Recreation
Information
Technology
Human
Resources
Commun-
ications
Police
Services
Transfers In
and Out TOTAL
$ - $ - $ - $ - $ - $ - $ - $ 3,900,000
- - - - - - - 1,733,356
- - - - - - - 62,500
- - - - - - - 983,815
- - - - - - - 263,303
- - - - - - - 4,357,571
- - - - - - - 715,545
- - - - - - - 178,955
- - - - - - - 12,240
- - - - 5,000 - - 39,785
- - - - 5,000 - - 12,247,070
- - - - - - 66,539 66,539
- - - - - - 66,539 66,539
$ - $ - $ - $ - $ 5,000 $ - $ 66,539 $ 12,313,609
378,665 67,379 192,030 191,419 187,560 - - 3,994,572
(213,114) (34,794) - (13,091) (242,261) - - (1,114,192)
78,187 16,808 45,983 31,483 16,569 - - 780,269
28,960 5,153 14,687 14,640 14,345 - - 305,506
1,628 1,819 835 833 816 - - 43,482
46,376 8,252 23,519 23,444 22,971 - - 486,093
320,703 64,617 277,054 248,727 - - - 4,495,731
- - - - - - - 351,680
- 79,472 - - - - - 220,224
- 132,327 - - - - - 760,911
31,061 76,497 89,449 17,215 1,955 963,519 - 2,252,408
6,707 12,343 7,630 3,770 10,199 - - 247,298
10,935 1,545 9,618 17,336 7,039 - - 209,064
- - - - - - 1,005,901 1,005,901
48,703 302,184 106,697 38,321 19,193 963,519 1,005,901 5,047,485
1,800 520 - - - - - 35,710
1,800 520 - - - - - 35,710
- - - - - - 2,486,065 2,486,065
- - - - - - - -
- - - - - - 2,486,065 2,486,065
371,206 367,321 383,751 287,048 19,193 963,519 3,491,966 12,064,992
$ (371,206) $ (367,321) $ (383,751) $ (287,048) $ (14,193) $ (963,519) $ (3,425,427) $ 248,618
123
Section 3
General Fund Overview
REVENUES AND OTHER SOURCES
Revenues and other sources are budgeted to be $12,313,609.
This represents a 32% increase of $3,008,663 from prior year estimated.
General Sales and Use Tax
• Budgeted to be $3,900,000; an 11% increase of $389,500; prior year estimated.
o Increase due primarily to economic 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 $1,733,356; a 31% increase of $408,231 from prior year estimated.
o Total Tax rate increase from $0.13615 to $0.15600 per $100 valuation
Beverage Tax
• Budgeted to remain flat at $62,500
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 remain flat at $983,815
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 remain flat at $263,303
o Include fees charged by the Town for gas wells, EMS revenues, review and
renewal fees, developments fees and contractor registration fees.
124
Section 3
General Fund Overview
Permits and Fees Buildings
• Budgeted to be $4,357,571M; a 103% increase of $2.2M; prior year estimated.
o Based on continuing growth in residential and commercial construction.
o General Fund portion of Residential building permit fees increased $126K;
the majority of this increase is due to anticipated fees from Entrada.
o General Fund portion of Commercial building permit fees increased
$2.08M; the majority of this increase is to overall anticipated building
construction permit fees.
Fines and Forfeitures (Court)
• Budgeted to remain flat at $715,545
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.
Investment Earnings
• Budgeted to remain flat at $178,955.
Contributions
• Budgeted to remain flat at $12,205
Miscellaneous Income
• Budgeted to remain flat at $39,820
o Includes fees charged by the Town for facility rentals, sales of surplus/scrap
items, insurance refunds and equity returns.
Transfers In
• Budgeted to be $66,539; a 7% increase of $4,539; prior year estimated.
o transfer in from the Utility fund for one-time impact fees
EXPENDITURES AND OTHER USES
Operating expenditures and other uses are budgeted at $12,064,992.
This represents a 17% increase of $1,737,378 from prior year estimated.
Payroll & Related – Base Salaries, Taxes, Insurance and Retirement
• Budgeted to be $4,495,731; a 7% increase of $287,362; prior year estimated.
o Market band adjustments of $191K are reflected and based on most
recent salary surveys performed by the HR dept. (GF portion is $153K)
o Performance Pay of $50K is included (GF portion is $42K)
125
Section 3
General Fund Overview
o Employee Insurance reflects a 30% ($180K) increase. Due to plan increase
of 20% and anticipated changes to employee coverage of approved
positions in the prior year that were unfilled.
o Payroll Transfers in increased $58K.
o Transition Court Judge from contract service to part time employee $18K
o Transition part time Facilities Clerk to full-time employee $26K (mostly
insurance)
o Cost to replace and train Accountant Technician II $11K
o Increase car allowances & phone allowances $7K
o Add On-call pay to public works employees $6K
Operations and Maintenance Expenditures
• Budgeted to be $5,047,485; a 13% decrease of $752,844 from prior year estimated.
o Repair & Maintenance increased$1.7K
o Rent & Utilities increased $106K; based on tiered schedule for the new
town hall building.
o Services expenditures increased $35K; fire dept increase to medical
supplies, cleaning supplies and computer equipment.
o Supplies increased $7.1K
o Travel & Training increased $2.3K
o Transfer Out to Debt Service decreased $906K; due to increased sales tax
receipts in 4B Economic Development fund for debt payments, which in
turn reduces the General Fund transfer out amount.
Non-Operating Expenditures
• Budgeted to be $2,521,775; a 683% increase of $2,199,860 from prior year
estimated.
o Capital Outlay increased $13K
o Transfers Out to conduit funds increased due to one-time building permit
revenues
to CP increased $725K
to GMR increased $1.0M
to VMR increased $460K
Fund Balance
• Excess revenues over (under) expenditures is projected to be $248,615.
• Beginning fund balance is $9,216,610
• The ending fund balance is projected to be $9,465,228.
• The unassigned balance of $9,160,724 represents coverage for 350 operating
days.
126
This section includes Program Summaries
for every department within the General
Fund as well as Goals & Objectives
and Performance Measures.
General Fund Departments
Program Summaries
Goals & Objectives
127
Department 10
Adopted Estimated Adopted FY 18/19 Adopted
Actuals Budget Budget Budget
FY 16/17 FY 17/18 FY 17/18 FY 18/19 FY 17/18 Estimated
General Sales Tax 3,353,658 3,510,500 3,510,500 3,900,000 11.1%389,500
Property Tax 1,482,625 1,205,205 1,325,125 1,733,356 30.8%408,231
Permits and Fees Other 5,318 4,940 5,433 5,433 0.0%-
Permits and Fees Bldg Permits and Fees Building - - - - 0.0%-
Fines & Forfeitures - - - - 0.0%-
Franchise Fees 818,422 983,815 983,815 983,815 0.0%-
Contributions 32 - - - 0.0%-
Beverage Tax 68,432 62,500 62,500 62,500 0.0%-
Interest 63,154 41,600 175,339 175,339 0.0%-
Misc Income 70,260 16,035 11,500 11,500 0.0%-
5,861,901$ 5,824,595$ 6,074,212$ 6,871,943$ 13.1%797,731$
Payroll Wages 28,565 41,657 41,657 44,968 7.9%3,311
Payroll Transfer In - - - - 0.0%-
Payroll Insurance 7,924 11,165 11,165 15,323 37.2%4,158
Payroll Taxes TWC/WC - 200 200 192 -3.8%(8)
Payroll Taxes SS/M 2,185 3,186 3,186 3,439 7.9%253
Payroll Retirement 3,482 5,340 5,340 5,507 3.1%167
42,156$ 61,548$ 61,548$ 69,429$ 12.8%7,881$
Capital Outlay - - - - 0.0%-
Debt Service 351,697 351,680 351,680 351,680 0.0%-
Economic Development - - - - 0.0%-
Repair and Maintenance - - - - 0.0%-
Rent and Utilities 181,921 280,621 282,006 376,366 33.5%94,360
Service 394,016 320,324 345,276 345,276 0.0%-
Supplies 35,236 26,324 26,998 26,998 0.0%-
Travel & Training 27,525 61,459 58,833 60,303 2.5%1,470
990,395$ 1,040,408$ 1,064,793$ 1,160,623$ 9.0%95,830$
1,032,551$ 1,101,956$ 1,126,341$ 1,230,052$ 9.2%103,711$
4,829,350$ 4,722,639$ 4,947,871$ 5,641,891$ 14.0%694,020$
Receptionist/Admin Asst 1.00 1.00 1.00 1.00 0.0%-
- - - - 0.0%-
- - - - 0.0%-
- - - - 0.0%-
- - - - 0.0%-
- - - - 0.0%-
1.00 1.00 1.00 1.00 0.0%-
NET
EMPLOYEE STAFFING
Total Payroll & Related
TOTAL
TOTAL EXPENDITURES & OTHER USES
General Services
Program Summary
TOTAL
vs
REVENUES AND OTHER SOURCES
EXPENDITURES AND OTHER USES
Total Operation & Maintenance
128
Goals and Objectives
10 General Services
Strategic Theme & Objective(s)
Theme ~ Exemplary Service & Governance
Objective(s) ~ Increase Financial Capacity & Reserves
Program Description
The General Service Program is comprised of costs in the budget that may not be
specifically identifiable to any operational budget. The activity is administered by the
Finance Department and funds various charges that are not defined or directly related to
any specific department or activity of the Town.
Examples of cost include, electricity, insurance, professional services, contingencies, etc.
These types of expenditures affect all budgets and are generally not prorated.
129
Department 11
Adopted Estimated Adopted FY 18/19 Adopted
Actuals Budget Budget Budget
FY 16/17 FY 17/18 FY 17/18 FY 18/19 FY 17/18 Estimated
General Sales Tax - - - - 0.0%-
Property Tax - - - - 0.0%-
Permits and Fees Other - - - - 0.0%-
Permits and Fees Bldg Permits and Fees Building - - - - 0.0%-
Fines & Forfeitures - - - - 0.0%-
Franchise Fees - - - - 0.0%-
Contributions - - - - 0.0%-
Beverage Tax - - - - 0.0%-
Interest - - - - 0.0%-
Misc Income - - - - 0.0%-
-$ -$ -$ -$ 0.0%-$
Payroll Wages 367,064 389,708 394,708 422,179 7.0%27,471
Payroll Transfer In (138,556) (161,194) (161,194) (176,745) 9.6%(15,551)
Payroll Insurance 42,567 41,699 41,699 57,223 37.2%15,524
Payroll Taxes TWC/WC 546 1,870 1,870 1,485 -20.6%(385)
Payroll Taxes SS/M 21,298 29,805 29,805 32,288 8.3%2,483
Payroll Retirement 85,120 74,231 74,231 75,976 2.4%1,745
378,039$ 376,119$ 381,119$ 412,406$ 8.2%31,287$
Capital Outlay - - - - 0.0%-
Debt Service - - - - 0.0%-
Economic Development - - - - 0.0%-
Repair and Maintenance - - - - 0.0%-
Rent and Utilities - - - - 0.0%-
Service 2,248 1,665 2,450 2,450 0.0%-
Supplies 2,491 2,297 1,836 1,836 0.0%-
Travel & Training 18,875 28,096 32,128 32,128 0.0%-
23,614$ 32,058$ 36,414$ 36,414$ 0.0%-$
401,653$ 408,177$ 417,533$ 448,820$ 7.5%31,287$
(401,653)$ (408,177)$ (417,533)$ (448,820)$ 7.5%(31,287)$
Town Manager 1.00 1.00 1.00 1.00 0.0%-
Assistant Town Manager 1.00 1.00 1.00 1.00 0.0%-
Assistant 0.50 0.50 0.50 0.50 0.0%-
Intern - - 0.25 0.25 0.0%-
- - - - 0.0%-
- - - - 0.0%-
2.50 2.50 2.75 2.75 0.0%-
NET
EMPLOYEE STAFFING
Total Payroll & Related
TOTAL
TOTAL EXPENDITURES & OTHER USES
Town Manager's Office
Program Summary
TOTAL
vs
REVENUES AND OTHER SOURCES
EXPENDITURES AND OTHER USES
Total Operation & Maintenance
130
Goals and Objectives
11 Town Manager’s Office
Strategic Theme(s) & Objective(s)
Themes – Natural Oasis; Exemplary Service & Governance; Exemplary Education – Westlake
Academy; High Quality Planning, Design, & Development
Objective(s) – Increase Citizen, Student, Stakeholder Satisfaction; Preserve Desirability &
Quality of Life
Department Contact Information
Tom Brymer Town Manager tbrymer@westlake-tx.org 817-490-5720
Amanda DeGan Asst. Town Manager adegan@westlake-tx.org 817-490-5715
Program Broad Goals
Assure all growth is compliant with Westlake development standards.
Maintain and develop a competent and competitive municipal and academic work force.
Analyze and report new revenue generating ventures as well as identify ways to partner with
public and private sector service providers to control cost and improve services.
Monitor the municipal and academic budgets and oversee all finances of the Town so as to
apprise the Council of the Town’s financial condition and future needs in a timely manner.
Assist the Board of Trustees/Town Council with the growth and development of Westlake
Academy.
Provide support for Council appointed advisory committees and commissions.
The Town Manager’s Office participates in the following specific programs of service:
o Municipal governance
o Academic governance
o Comprehensive Planning and Economic
Development
o Financial Development
o Municipal Administration
o Academic Administration
o Citizen Engagement and
Communication
Program Service Description
The Administration Department coordinates and manages all facets of the Town’s
operations.
The Town Manager, reporting to the Town Council, serves as the chief executive officer for all
Town operations including serving as Superintendent for Westlake Academy. His duties
include implementation of the goals and objectives established by the Town Council,
preparation and submission of an annual municipal budget for Board review and adoption,
131
Goals and Objectives
11 Town Manager’s Office
as well as the implementation and oversight of the adopted budget throughout its effective
fiscal year.
The Town Manager guides, coordinates, and facilitates recommendations to the Council on
strategic planning initiatives and policies as well as their implementation.
Responsible for attracting, retaining, and developing a municipal/educational work force for
delivering top quality municipal and academic services.
Program Trends
Current residential growth remains comparable with the previous year’s permit requests and
is expected to trend consistently in the coming fiscal years.
The Town recently approved, Quail Hollow, a residential development consisting of 92 new
homes at the corner of Dove Road and Davis Blvd. (FM 1938); Phase 1 is underway with 31 of
the 36 lots having been prepared and sold. This 188 acre gated community will feature
minimum lot size of 1 acre.
Centurion American continues to develop the 85 acre tract on Hwy 114 as a mixed-use
development site; construction for this project is in progress with the preparation of the
infrastructure prior to the commercial/residential components. CVS and a Primrose Child
Care facility are in operation and a portion of the housing component and a commercial
corner will begin within the fiscal year.
Facility related Capital Improvement
Projects (CIP) have been approved by
the Council for the coming fiscal year;
with $12.2 million in expenditures for the
building of the Fire and EMS Station,
along with signalization and cemetery
improvements.
Enrollment requests and lottery
applications at Westlake Academy
continue to remain strong, with
approximately 2,250 students on the
current waiting list.
Westlake is entering the eighth year of
our assessment of an ad-valorem
property tax. With the calculated
effective tax rate at $.13615 per $100 of
assessed valuation.
132
Goals and Objectives
11 Town Manager’s Office
2017-2018 Highlights
Continue organizational development of the municipal and academic teams into a
cohesive, unified entity with a focus on being a high-performance organization.
Streamline development services processes and procedures. Review the use of enhanced
GIS capabilities and further institute permitting software and tracking capabilities.
Facilitate the Academy and Town’s approved strategic plans along with the approved
Balanced Scorecard structure and the corresponding strategy map objectives; link both
strategy maps and initiatives to the budget processes.
Develop strategic initiatives for the academic department and report out on our progress to
the Board of Trustees.
Strengthen the municipal performance measures through additional refinement and
professional development for staff.
Institute the concepts conveyed through SEI and LEAD to further develop high performance
teams for both the academic and municipal staff.
Further advancement of the vision, mission, and values created by the elected officials.
133
Department 12
Adopted Estimated Adopted FY 18/19 Adopted
Actuals Budget Budget Budget
FY 16/17 FY 17/18 FY 17/18 FY 18/19 FY 17/18 Estimated
General Sales Tax - - - - 0.0%-
Property Tax - - - - 0.0%-
Permits and Fees Other 112,379 121,580 146,370 146,370 0.0%-
Permits and Fees Bldg Permits and Fees Building 3,288,161 2,180,621 2,122,199 4,270,212 101.2%2,148,013
Fines & Forfeitures - - - - 0.0%-
Franchise Fees - - - - 0.0%-
Contributions - - - - 0.0%-
Beverage Tax - - - - 0.0%-
Interest - - - - 0.0%-
Misc Income - 250 - - 0.0%-
3,400,541$ 2,302,451$ 2,268,569$ 4,416,582$ 94.7%2,148,013$
Payroll Wages 327,318 323,470 323,470 342,309 5.8%18,839
Payroll Transfer In - - - - 0.0%-
Payroll Insurance 30,653 46,378 46,378 53,079 14.4%6,701
Payroll Taxes TWC/WC 1,531 3,323 3,323 1,465 -55.9%(1,858)
Payroll Taxes SS/M 23,817 24,739 24,739 26,180 5.8%1,441
Payroll Retirement 37,824 41,469 41,469 41,924 1.1%455
421,143$ 439,379$ 439,379$ 464,958$ 5.8%25,579$
Capital Outlay - 490 - 490 #DIV/0!490
Debt Service - - - - 0.0%-
Economic Development - - - - 0.0%-
Repair and Maintenance - - - - 0.0%-
Rent and Utilities - - - - 0.0%-
Service 346,662 276,725 316,264 316,463 0.1%199
Supplies 11,608 28,000 28,110 18,210 -35.2%(9,900)
Travel & Training 4,286 7,915 7,158 7,921 10.7%763
362,556$ 313,130$ 351,532$ 343,084$ -2.4%(8,448)$
783,699$ 752,509$ 790,911$ 808,042$ 2.2%17,131$
2,616,842$ 1,549,942$ 1,477,658$ 3,608,540$ 144.2%2,130,882$
Director 1.00 1.00 1.00 1.00 0.0%-
Development Coordinator 0.50 1.00 1.00 1.00 0.0%-
Chief Building Official 0.50 1.00 1.00 1.00 0.0%-
Permitting Clerk 1.00 1.00 1.00 1.00 0.0%-
Building Intern 0.50 - - - 0.0%-
- - - - 0.0%-
3.50 4.00 4.00 4.00 0.0%-
NET
EMPLOYEE STAFFING
Total Payroll & Related
TOTAL
TOTAL EXPENDITURES & OTHER USES
Planning & Development
Program Summary
TOTAL
vs
REVENUES AND OTHER SOURCES
EXPENDITURES AND OTHER USES
Total Operation & Maintenance
134
Goals and Objectives
12 Planning and Development
Strategic Theme & Objective(s)
Theme ~ High Quality Planning, Design, & Development
Objective(s) ~ Encourage Westlake’s Unique Sense of Place
Optimize Planning & Development Capabilities
Department Contact Information
Ron Ruthven Director rruthven@westlake-tx.org 817-490-5739
Pat Cooke Chief Building Official 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
Program Broad Goals
Amend existing ordinances as necessary to efficiently and logically guide development
within the Town of Westlake.
Provide the administrative, technical, and clerical services necessary to professionally
regulate the codes and ordinances related to the
construction and use of Commercial and Residential
structures and properties within the community.
Insure code and ordinance compliance through effective
communication, accurate records management, and by
taking appropriate action when necessary to obtain
compliance
Add in-house GIS software in order to increase
effectiveness in service delivery
Streamline development review processes and seek
technological improvements where feasible in order to
increase efficiency and effectiveness in service delivery.
Reinstate the Town’s Unified Development Code
Continue with maintenance and implementation of the
comprehensive plan
Program Service Description
The Planning and Development Department is responsible for processing platting and zoning
requests and ensuring that proposed development will conform to the Town of Westlake’s
comprehensive plans.
This also requires the continuous updating and amending of ordinances to address ever-
changing development concerns.
The Building and Code Compliance Division is responsible for the administration and
enforcement of the Town’s adopted building codes and ordinances to assure that
development is executed and maintained in compliance with ordinances and approved
development plans.
135
Goals and Objectives
12 Planning and Development
Program Trends
Permanent Population Growth:
o Residential and mixed-use developments have the potential to significantly increase
our permanent population and as of late, we have had a marked increase in the
number of residential homes being constructed
Housing Start Increases:
o Westlake is expecting continued single family residential construction as a result of
Granada, Quail Hollow and Entrada. At least 30 single family permits are estimated to
be issued this year.
Solana Complex:
o Low supply and high demand in the suburban office market coupled with the robust
growth along the SH 114 corridor have led to an increase in tenant finish-outs in the
existing Solana buildings. Interest in the remaining undeveloped portions of the PD1
zoning district has also increased.
Management of Development:
o As the economy and the surrounding cities in the Metroplex experience commercial
development and the influx of individuals continue to make the North Texas Region
their home, we will need to manage our distinctive housing developments to ensure
we maintain our community as an ‘oasis of natural beauty’ as contained in our Vision
statement.
2017-2018 Highlights
The second phase of the infrastructure for the Granada residential subdivision, at the corner
of Solana Blvd. and FM 1938/Davis Blvd., is complete with new homes being constructed.
The adopted Entrada mixed-use development, along SH 114, is planned to be constructed
over the next several years. It will include both commercial and residential components and
feature a Spanish village theme.
The first phase of the Charles Schwab corporate campus located just south of the
intersection of SH 170 and SH 114 is approved and under construction. This phase includes
over 1,000,000 square feet. Completion is scheduled for 2019.
Add in-house GIS licenses
Maximize utilization of MyGov
Reinstate the Unified Development Code and provide policy enhancements where possible
136
Department 13
Adopted Estimated Adopted FY 18/19 Adopted
Actuals Budget Budget Budget
FY 16/17 FY 17/18 FY 17/18 FY 18/19 FY 17/18 Estimated
General Sales Tax - - - - 0.0%-
Property Tax - - - - 0.0%-
Permits and Fees Other - - - - 0.0%-
Permits and Fees Bldg Permits and Fees Building - - - - 0.0%-
Fines & Forfeitures - - - - 0.0%-
Franchise Fees - - - - 0.0%-
Contributions - - - - 0.0%-
Beverage Tax - - - - 0.0%-
Interest - - - - 0.0%-
Misc Income - - - - 0.0%-
-$ -$ -$ -$ 0.0%-$
Payroll Wages 121,332 123,385 123,385 131,850 6.9%8,465
Payroll Transfer In - - - - 0.0%-
Payroll Insurance 15,282 17,590 17,590 24,653 40.2%7,063
Payroll Taxes TWC/WC 340 592 592 571 -3.6%(21)
Payroll Taxes SS/M 9,221 9,437 9,437 10,084 6.9%647
Payroll Retirement 14,613 15,818 15,818 16,148 2.1%330
160,787$ 166,822$ 166,822$ 183,307$ 9.9%16,485$
Capital Outlay - - - - 0.0%-
Debt Service - - - - 0.0%-
Economic Development - - - - 0.0%-
Repair and Maintenance - - - - 0.0%-
Rent and Utilities - - - - 0.0%-
Service 31,562 49,470 49,084 51,395 4.7%2,311
Supplies 2,064 3,225 3,045 3,225 5.9%180
Travel & Training 1,559 4,070 3,695 4,340 17.5%645
35,184$ 56,765$ 55,824$ 58,960$ 5.6%3,136$
195,971$ 223,587$ 222,646$ 242,267$ 8.8%19,621$
(195,971)$ (223,587)$ (222,646)$ (242,267)$ 8.8%(19,621)$
Town Secretary 1.00 1.00 1.00 1.00 0.0%-
Assistant 0.50 0.50 0.50 0.50 0.0%-
- - - - 0.0%-
- - - - 0.0%-
- - - - 0.0%-
- - - - 0.0%-
1.50 1.50 1.50 1.50 0.0%-
NET
EMPLOYEE STAFFING
Total Payroll & Related
TOTAL
TOTAL EXPENDITURES & OTHER USES
Town Secretary's Office
Program Summary
TOTAL
vs
REVENUES AND OTHER SOURCES
EXPENDITURES AND OTHER USES
Total Operation & Maintenance
137
Goals and Objectives
13 Town Secretary’s Office
Strategic Theme & Objective(s)
Theme ~ Exemplary Service & Governance
Objective(s) ~ Increase Transparency, Accessibility & Communications
Encourage Westlake’s Unique Sense of Place
Maximize Efficiencies & Effectiveness
Department Contact Information
Kelly Edwards Town Secretary kedwards@westlake-tx.org 817-490-5710
Tanya Morris Admin. Assistant tmorris@westlake-tx.org 817-490-5741
Program Broad Goals
A commitment to leadership that ensures quality public service based on honesty,
dependability, integrity, consistency, respectfulness, and fairness.
Maintain accurate records that are available to the public, Boards, and staff through a user-
friendly records management program in compliance with state law and our ordinances.
Conduct elections accurately, efficiently, and in accordance with state law.
Ensure the Code of Ordinances is updated as additions and revisions are approved by the
Town Council.
Maintain the majority of records in digital form.
Program Service Description
Perform tasks outlined in the Texas Municipal Law and Procedure for General Law Type A
Cities.
• Coordinating municipal elections
• Providing support of the Town Council, Board of Trustees, Planning and Zoning
Commission, and the Zoning Board of Adjustments.
• Oversight of the Town’s (municipal and academic) records management programs.
The Town Secretary is also responsible for the communicating meeting information to the
community.
Program Trends
The duties and responsibilities of the department indicate an increase in the number of
activities/functions that impact the workload of this office.
• Additional agenda postings for boards and commission meetings.
• An increase in meeting notifications spurred by development.
• Assisting departments with the implementation of individual department records
management storage within Laserfiche.
• Assisting multiple departments with the design concept and implementation of
workflows to streamline and automate records management within Laserfiche.
Continue working with individual departments adding forms and workflows in an effort to
increase efficiencies and streamlining processes.
138
Goals and Objectives
13 Town Secretary’s Office
Town of Westlake
Meetings continue to be scheduled once a month for the Town Council, Board of Trustees
and Planning and Zoning Commission. Planning and Zoning meetings will continue increase
with new development both commercial and residential.
Time required on pre and post meeting activities are impacted by the actual number of
meetings per year and the information generated for each meeting packet. The amount of
time has continued to increase based on the number of meetings.
Agenda preparation includes:
• Electronic packet preparation
• Posting requirements
• Distribution of meeting notifications
• Preparation of minutes
• Legal advertisements
• Maintaining records associated with each meeting
• Facility preparation for meeting
2017-2018 Highlights
Work with individual departments to design and implement forms improving and automating
processes.
Att end the 2017 Legislative update.
Attend Municipal Clerks training as necessary to maintain the Texas Municipal Clerk’s
certification.
Continue destruction of paper records terminating off-site storage agreements.
Complete an electronic records destruction.
139
Department 14
Adopted Estimated Adopted FY 18/19 Adopted
Actuals Budget Budget Budget
FY 16/17 FY 17/18 FY 17/18 FY 18/19 FY 17/18 Estimated
General Sales Tax - - - - 0.0%-
Property Tax - - - - 0.0%-
Permits and Fees Other 80,520 102,525 102,525 102,525 0.0%-
Permits and Fees Bldg Permits and Fees Building 29,233 20,625 28,979 87,359 201.5%58,380
Fines & Forfeitures - - - - 0.0%-
Franchise Fees - - - - 0.0%-
Contributions - - 12,240 12,240 0.0%-
Beverage Tax - - - - 0.0%-
Interest - - - - 0.0%-
Misc Income 1,591 - - - 0.0%-
111,344$ 123,150$ 143,744$ 202,124$ 40.6%58,380$
Payroll Wages 1,069,916 1,347,465 1,347,465 1,374,769 2.0%27,304
Payroll Transfer In - - - - 0.0%-
Payroll Insurance 169,696 216,114 216,114 263,201 21.8%47,087
Payroll Taxes TWC/WC 18,569 29,914 29,914 23,605 -21.1%(6,309)
Payroll Taxes SS/M 77,118 103,055 103,055 105,143 2.0%2,088
Payroll Retirement 116,006 151,544 151,544 148,121 -2.3%(3,423)
1,451,305$ 1,848,092$ 1,848,092$ 1,914,839$ 3.6%66,747$
Capital Outlay 26,091 27,900 20,495 27,900 36.1%7,405
Debt Service - - - - 0.0%-
Economic Development - - - - 0.0%-
Repair and Maintenance 41,757 54,345 57,224 53,945 -5.7%(3,279)
Rent and Utilities 21,475 19,665 24,223 36,277 49.8%12,054
Service 58,989 67,960 70,147 106,032 51.2%35,885
Supplies 64,298 102,070 97,747 109,040 11.6%11,293
Travel & Training 42,598 43,740 48,249 43,740 -9.3%(4,509)
255,208$ 315,680$ 318,085$ 376,934$ 18.5%58,849$
1,706,513$ 2,163,772$ 2,166,177$ 2,291,773$ 5.8%125,596$
(1,595,169)$ (2,040,622)$ (2,022,433)$ (2,089,649)$ 3.3%(67,216)$
Fire Chief 1.00 1.00 1.00 1.00 0.0%-
Fire Marshal/Deputy Chief 0.75 1.00 1.00 1.00 0.0%-
Firefighter/Paramedics Lieutenant 3.00 3.00 3.00 3.00 0.0%-
Firefighter/Paramedics 9.50 10.50 10.50 10.50 0.0%-
- - - - 0.0%-
- - - - 0.0%-
14.25 15.50 15.50 15.50 0.0%-
NET
EMPLOYEE STAFFING
Total Payroll & Related
TOTAL
TOTAL EXPENDITURES & OTHER USES
Fire Department
Program Summary
TOTAL
vs
REVENUES AND OTHER SOURCES
EXPENDITURES AND OTHER USES
Total Operation & Maintenance
140
Goals and Objectives
14 Fire-EMS Department
Strategic Vision Points
Theme ~ Exemplary Service & Governance
Objective(s) ~ Preserve Desirability & Quality of Life
Maximize Efficiencies & Effectiveness
Increase Citizen, Student, & Stakeholder Satisfaction
Department Contact Information
Richard Whitten Fire Chief rwhitten@westlake-tx.org 817-490-5785
John Ard Fire Marshal jard@westlake-tx.org 817-490-5786
Program Broad Goals
Provide safe, efficient, and professional emergency services
to the Town.
Broaden the foundation of the department to initiate
superior programs and interact with the citizens.
Work towards achieving the Texas Fire Chief’s Best Practices.
Develop the Department using the Center for Public Safety
Excellence (CFAI) model.
Continue efforts in professional development for personnel
through multi-faceted avenues.
Improve prevention and public education programs by
providing a variety of all hazard safety and prevention
classes for residents and corporate offices.
Continue the advancement of prevention and inspection
programs.
Continue relationship building with the corporate business
network group.
Program Service Description
The Fire - EMS Department provides for the public safety needs of the Town via a variety of
programs and services.
The majority of these services are Fire and Emergency Medical Services (EMS) related but
also includes hazardous materials mitigation, fire prevention and public education.
Many civic organizations also benefit from these types of services through the training
activities and inspection/prevention programs that the Department provides.
The Department will continue to provide the most efficient method of delivering the
traditional services – Fire Protection, Emergency Medical Services, Fire Inspections and Public
Education while continuing to seek further avenues of outreach into the community.
141
Goals and Objectives
14 Fire-EMS Department
Program Trends
The level of activity historically trends into four main areas: Emergency Operations, Training,
Routine Activities, and Public Risk Awareness Activities.
Personnel continue to take advantage of joint training exercises and contracts, which
reduces cost and increases familiarity with personnel and equipment of our mutual aid
agencies.
Specialized training targets firefighter/paramedic development that enhances our current
services through state certification levels.
Ongoing efforts to increase public involvement through education, relationship
development, and services.
Daily activities and work details are the most time-consuming activities due to their nature.
These activities are necessary to maintain the proper condition and operation of the
equipment.
2017-2018 Highlights
Continue training the public in the use of CPR and AEDs (Automatic External Defibrillators).
Continue training the public in the use of fire extinguishers.
Implementing programs and policies to
improve the Insurance Service Office (ISO)
rating.
Conduct a Community Risk Analysis.
Develop a Standard’s of Cover (SOC).
Continue training for all personnel in all
disciplines of certification and career
development.
Enhance our public education and
prevention programs within Westlake
Academy. Target subjects include home
safety principles, health and medical
awareness programs such as weather
related safety programs, CPR and AED
training, babysitting safety tips, and
general opera
142
Department 15
Adopted Estimated Adopted FY 18/19 Adopted
Actuals Budget Budget Budget
FY 16/17 FY 17/18 FY 17/18 FY 18/19 FY 17/18 Estimated
General Sales Tax - - - - 0.0%-
Property Tax - - - - 0.0%-
Permits and Fees Other 574 8,975 8,975 8,975 0.0%-
Permits and Fees Bldg Permits and Fees Building - - - - 0.0%-
Fines & Forfeitures 673,716 809,880 715,545 715,545 0.0%-
Franchise Fees - - - - 0.0%-
Contributions - - - - 0.0%-
Beverage Tax - - - - 0.0%-
Interest 1,759 1,500 3,616 3,616 0.0%-
Misc Income - - 25 25 0.0%-
676,049$ 820,355$ 728,161$ 728,161$ 0.0%-$
Payroll Wages 243,193 239,026 239,026 246,054 2.9%7,028
Payroll Transfer In - - - - 0.0%-
Payroll Insurance 52,488 58,735 58,735 54,961 -6.4%(3,774)
Payroll Taxes TWC/WC 2,359 2,343 2,343 1,058 -54.8%(1,285)
Payroll Taxes SS/M 16,797 18,281 18,281 18,818 2.9%537
Payroll Retirement 28,427 30,643 30,643 22,979 -25.0%(7,664)
343,264$ 349,028$ 349,028$ 343,871$ -1.5%(5,157)$
Capital Outlay - - - - 0.0%-
Debt Service - - - - 0.0%-
Economic Development - - - - 0.0%-
Repair and Maintenance - 300 1,672 1,672 0.0%-
Rent and Utilities - - - - 0.0%-
Service 99,834 100,036 119,891 97,529 -18.7%(22,362)
Supplies 14,264 12,916 10,749 10,749 0.0%-
Travel & Training 4,117 4,685 5,225 5,225 0.0%-
118,215$ 117,937$ 137,537$ 115,175$ -16.3%(22,362)$
461,479$ 466,965$ 486,565$ 459,046$ -5.7%(27,519)$
214,570$ 353,390$ 241,596$ 269,115$ 11.4%27,519$
Administrator 1.00 1.00 1.00 1.00 0.0%-
Deputy Clerk 1.00 1.00 1.00 - -100.0%(1.00)
Lead Clerk - - - 1.00 100.0%1.00
Judge 0.25 0.25 0.25 0.25 0.0%-
Marshal 1.00 1.00 1.00 0.25 -75.0%(0.75)
Clerks 1.00 1.00 1.00 1.00 0.0%-
4.25 4.25 4.25 3.50 -17.6%(0.75)
NET
EMPLOYEE STAFFING
Total Payroll & Related
TOTAL
TOTAL EXPENDITURES & OTHER USES
Municipal Court
Program Summary
TOTAL
vs
REVENUES AND OTHER SOURCES
EXPENDITURES AND OTHER USES
Total Operation & Maintenance
143
Goals and Objectives
15 Municipal Court
Strategic Theme & Objective(s)
Theme ~ Exemplary Service & Governance
Objective(s) ~ Maximize Efficiency & Effectiveness
Increase Financial Capacity / Reserves
Department Contact Information
Jeanie Roumell Administrator jroumell@westlake-tx.org 817-490-5746
Martha Solis Lead Clerk msolis@westlake-tx.org 817-490-5748
Shelby Orasanu Court Clerk sorasanu@westlake-tx.org 817-490-5747
Vickie Brown Court Clerk vbrown@westlake-tx.org 817-490-5724
Program Broad Goals
Court staff will continue to provide excellent customer service in an efficient, professional
and courteous manner.
Court staff will work with the Keller Police Department to
update the automated citations to electronically
record the state mandated information set by the
Legislature for 2017.
The Court will conduct hearings and trials in a timely,
professional and dignified manner to provide an
impartial setting for cases to be adjudicated by the
Municipal Court Judge.
Court staff will continue to work in conjunction with the
collection agency and other involved agencies to
reduce the number of outstanding arrest warrants. This
process will include processing the outstanding citations
to active warrant status on a monthly basis to insure
cases are current and more collectible. Maintenance
of aged uncollectible warrants will be updated on a
quarterly basis.
Court staff will work in partnership with the Texas Department of Public Safety to operate the
driver’s license suspension program for defendants who have outstanding or delinquent fines
in the Court.
The court staff will make every effort to obtain the TMCEC court clerks certification. There
are three different levels of certification. Our goal is to have all staff members certified at
some level by the end of this calendar year.
Program Service Description
The Municipal Court performs the duties necessary to support municipal judicial functions,
assist the public and manage court operations. The program will uphold the integrity of the
Court and build public trust by providing unbiased quality service and accurate information
delivered in an efficient, positive and professional manner.
144
Goals and Objectives
15 Municipal Court
Program Trends
Processes consistent workload of approximately 7,000 new case filings annually.
Legislative changes this year are requiring the courts to set show cause hearings on all cases
that have not satisfied the conditions on their citation. This will require the court to set many
more show cause hearings.
Effective September 1, 2017, Judges will be required to assess the ability a defendant has to
pay a citation. Payments plans or community service in lieu of payments must be offered if
the defendant is determined to be indigent.
2017-2018 Highlights
Audit outstanding warrants that are over 6 years old. Close case files to reduce back log in
the Court and Law Enforcement Systems. These cases are considered uncollectible or
prosecutable by the prosecutor as well as the Municipal Court Judge.
Improve procedures to eliminate excess paperwork and streamline proficiency in the
customer service area.
Identify and execute collections for high probability warrants and past due offenses. Limit
efforts and time spent investigating and attempting to collecting low likelihood or
uncollectible warrant cases.
145
Department 16
Adopted Estimated Adopted FY 18/19 Adopted
Actuals Budget Budget Budget
FY 16/17 FY 17/18 FY 17/18 FY 18/19 FY 17/18 Estimated
General Sales Tax - - - - 0.0%-
Property Tax - - - - 0.0%-
Permits and Fees Other - - - - 0.0%-
Permits and Fees Bldg Permits and Fees Building - - - - 0.0%-
Fines & Forfeitures - - - - 0.0%-
Franchise Fees - - - - 0.0%-
Contributions - - - - 0.0%-
Beverage Tax - - - - 0.0%-
Interest - - - - 0.0%-
Misc Income 24,215 - 1,460 1,460 0.0%-
24,215$ -$ 1,460$ 1,460$ 0.0%-$
Payroll Wages 241,334 304,269 302,769 317,945 5.0%15,176
Payroll Transfer In (217,471) (351,158) (351,158) (357,549) 1.8%(6,391)
Payroll Insurance 45,003 62,741 62,741 88,428 40.9%25,687
Payroll Taxes TWC/WC 5,265 5,608 5,608 7,102 26.6%1,494
Payroll Taxes SS/M 17,110 23,271 23,271 24,317 4.5%1,046
Payroll Retirement 31,830 42,007 42,007 38,940 -7.3%(3,067)
123,071$ 86,738$ 85,238$ 119,183$ 39.8%33,945$
Capital Outlay - 500 - 5,000 100.0%5,000
Debt Service - - - - 0.0%-
Economic Development - - - - 0.0%-
Repair and Maintenance 30,003 38,295 28,605 28,605 0.0%-
Rent and Utilities 266,350 2,595 215,341 215,341 0.0%-
Service 126,199 73,230 83,372 83,372 0.0%-
Supplies 4,942 4,510 4,465 4,465 0.0%-
Travel & Training 813 2,500 2,481 2,481 0.0%-
428,308$ 121,630$ 334,264$ 339,264$ 1.5%5,000$
551,379$ 208,368$ 419,502$ 458,447$ 9.3%38,945$
(527,164)$ (208,368)$ (418,042)$ (456,987)$ 9.3%(38,945)$
Director 1.00 1.00 1.00 1.00 0.0%-
Assistant 1.00 1.00 1.00 1.00 0.0%-
Technician 1.00 1.00 1.00 1.00 0.0%-
Project Manager - 1.00 1.00 1.00 0.0%-
- - - - 0.0%-
- - - - 0.0%-
3.00 4.00 4.00 4.00 0.0%-
NET
EMPLOYEE STAFFING
Total Payroll & Related
TOTAL
TOTAL EXPENDITURES & OTHER USES
Public Works
Program Summary
TOTAL
vs
REVENUES AND OTHER SOURCES
EXPENDITURES AND OTHER USES
Total Operation & Maintenance
146
Goals and Objectives
16 Public Works
Strategic Theme & Objective(s)
Theme ~ Exemplary Service & Governance
Objective(s) ~ Improve Technology, Facilities, & Equipment
Maximize Efficiencies & Effectiveness
Department Contact Information
Jarrod Greenwood Director jgreenwood@westlake-tx.org 817-490-5720
Paul Andreason Technician pandreason@westlake-tx.org 817-490-5731
Kory Kittrell Project Manager kkittrell@westlake-tx.org 817-490-5720
Dianna Orender Assistant dorender@westlake-tx.org 817-490-5732
Program Broad Goals
Maintain streets and shoulders in safe travelable condition.
Maintain water and waste water infrastructure to provide safe and reliable potable water to
Town customers.
Maintain accurate inventory of streets and their current condition.
Manage all Public Works capital projects to be on schedule and within budget.
Program Service Description
The Public Works Department is responsible
for: the operation, maintenance, repair,
and installation of the Town’s traffic signs,
signals, roadway markings, and
approximately 10 miles of street pavement
and storm drainage; maintaining public
records and regulatory requirements;
Public Works also assists other departments,
the Academy, and volunteer groups as
needed:
Setting up for community events
Providing traffic control devices for DPS use
Supervision of community service workers
Provide back-up coordinating/inspecting work for facility maintenance
Program Trends
The Town’s population continues to increase (see Planning & Development Section), which
also generates a significant increase in the demand for Public Works services.
With the continued influx of new residents, we experience a demand for services that rivals
surrounding municipalities as many are accustomed to receiving a broad base of public
services. Staff manages these expectations and provides an accessible department that
values the personal relationship with our residents.
Commercial and Residential Developments will require staff attention as our community
continues to expand within the DFW Metroplex.
147
Goals and Objectives
16 Public Works
2017-2018 Highlights
Restore FM 1938 landscaping.
Continue to pursue transfer of N-1 sewer line to TRA.
Continue to work with the Entrada, Schwab, and
Hillwood to ensure adherence to our approved plans,
Town standards, and developer agreements.
Work with TxDOT on SH 114 service roads and
Solana/Kirkwood improvements.
Repaint 0.685 MG Ground Storage Tank.
148
Department 17
Adopted Estimated Adopted FY 18/19 Adopted
Actuals Budget Budget Budget
FY 16/17 FY 17/18 FY 17/18 FY 18/19 FY 17/18 Estimated
General Sales Tax - - - - 0.0%-
Property Tax - - - - 0.0%-
Permits and Fees Other - - - - 0.0%-
Permits and Fees Bldg Permits and Fees Building - - - - 0.0%-
Fines & Forfeitures - - - - 0.0%-
Franchise Fees - - - - 0.0%-
Contributions - - - - 0.0%-
Beverage Tax - - - - 0.0%-
Interest - - - - 0.0%-
Misc Income 4,206 2,000 21,800 21,800 0.0%-
4,206$ 2,000$ 21,800$ 21,800$ 0.0%-$
Payroll Wages 84,147 82,640 82,640 97,444 17.9%14,804
Payroll Transfer In (49,817) (56,625) (56,625) (76,638) 35.3%(20,013)
Payroll Insurance 10,223 12,138 12,138 34,372 183.2%22,234
Payroll Taxes TWC/WC 1,839 1,558 1,558 2,074 33.1%516
Payroll Taxes SS/M 6,742 6,321 6,321 7,453 17.9%1,132
Payroll Retirement 10,220 10,594 10,594 11,934 12.7%1,340
63,354$ 56,626$ 56,626$ 76,638$ 35.3%20,012$
Capital Outlay - - - - 0.0%-
Debt Service - - - - 0.0%-
Economic Development - - - - 0.0%-
Repair and Maintenance 9,885 67,340 38,740 38,740 0.0%-
Rent and Utilities 454 800 200 200 0.0%-
Service 6,383 26,355 19,135 19,135 0.0%-
Supplies 2,624 33,885 13,601 13,601 0.0%-
Travel & Training 1,916 7,195 3,283 3,283 0.0%-
21,262$ 135,575$ 74,958$ 74,958$ 0.0%-$
84,617$ 192,201$ 131,584$ 151,596$ 15.2%20,012$
(80,411)$ (190,201)$ (109,784)$ (129,796)$ 18.2%(20,012)$
Director 1.00 1.00 1.00 1.00 0.0%-
Assistant 0.50 0.50 0.50 1.00 100.0%0.50
Technician 0.25 0.25 0.25 0.25 0.0%-
- - - - 0.0%-
- - - - 0.0%-
- - - - 0.0%-
1.75 1.75 1.75 2.25 28.6%0.50
NET
EMPLOYEE STAFFING
Total Payroll & Related
TOTAL
TOTAL EXPENDITURES & OTHER USES
Facilities Maintenance
Program Summary
TOTAL
vs
REVENUES AND OTHER SOURCES
EXPENDITURES AND OTHER USES
Total Operation & Maintenance
149
Goals and Objectives
17 Facilities Maintenance
Strategic Theme & Objective(s)
Theme ~ Natural Oasis
Objective(s) ~ Improve Technology, Facilities, & Equipment
Department Contact Information
Troy Meyer Director tmeyer@westlake-tx.org 817-490-5735
Darcy McFarlane Assistant kwade@westlake-tx.org 817-490-5768
Program Broad Goals
Ensure the Town has an effective long-range plan for facilities development and
maintenance.
Facilities planning process will be communicated in a clear and concise format, including
input from residents, Academy and Town staff.
Town facilities will be operated in a cost efficient and energy efficient manner.
Program Service Description
The Town of Westlake will plan for and provide facilities to enhance present and future
community and educational programs and endeavors.
Long-range plans include: maintenance, renovation, construction of facilities as related to
civic use and educational programs – efficient facilities meeting program needs.
Westlake Civic Campus facilities are generally available to the community. The Town will
continue to develop cooperative projects with the community and agencies.
Program Trends
Continued maintenance and oversight of the various capital assets for the community,
including the facilitation of any expansion planning and construction along with temporary
rental units.
o Oversight of the rented facilities for municipal administration at the Solana office
complex.
o Acquisition and maintenance of the municiplic properties and the IOOF Westlake
Cemetery.
A facility master plan was drafted for the Westlake Academy campus in the spring of 2011
and updated by an additional architect firm.
o Staff continues to oversee the evolution of the master plan with updates and
evaluation according to building construction and student enrollment.
Completed the extension of the temporary fire station metal building to provide living
quarters after the mobile home burned in December of 2014.
Westlake Academy increased the student population to approximately 825 in FY 2015-16.
150
Goals and Objectives
17 Facilities Maintenance
Security remains a priority on campus, with a full security audit completed in April 2013
including the interviewing of staff, accessing security systems, written plans, and threat
assessment. As a result the front office was remolded to improve how visitors check in and
out of the school.
Repairs on the spillway location on the east side of the park were completed in August
2015. Two power racks in the park were also updated.
Completed fire station location study in the summer 2015.
Architect hired to complete a cost estimate and program plan for the future fire station
August 2016.
Completed irrigation project for the cemetery in September 2015.
Completed Outdoor Learning Center master plan fall 2016
2017-2018 Highlights
Update the facility use policy and guidelines for the Westlake Academy facility, fire station
and new town hall.
Ensure the Christmas Lighting, Arbor Day and Decoration Day events have a quality setting.
Manage the construction and budget of the new 18,000 sq. ft. fire station located at Dove
and Davis Blvd.
Serve as back-up for the Public Works department
Create a safe working and learning environment for teachers, administration staff, students
and visitors, by maintaining a quarterly and monthly maintenance agreement for Westlake
Academy Campus, Solana Campus and Fire Station campus.
151
Department 18
Adopted Estimated Adopted FY 18/19 Adopted
Actuals Budget Budget Budget
FY 16/17 FY 17/18 FY 17/18 FY 18/19 FY 17/18 Estimated
General Sales Tax - - - - 0.0%-
Property Tax - - - - 0.0%-
Permits and Fees Other - - - - 0.0%-
Permits and Fees Bldg Permits and Fees Building - - - - 0.0%-
Fines & Forfeitures - - - - 0.0%-
Franchise Fees - - - - 0.0%-
Contributions - - - - 0.0%-
Beverage Tax - - - - 0.0%-
Interest - - - - 0.0%-
Misc Income - - - - 0.0%-
-$ -$ -$ -$ 0.0%-$
Payroll Wages 378,420 363,733 363,733 378,665 4.1%14,932
Payroll Transfer In (227,140) (198,945) (198,945) (213,114) 7.1%(14,169)
Payroll Insurance 60,363 57,412 57,412 78,187 36.2%20,775
Payroll Taxes TWC/WC 677 1,746 1,746 1,628 -6.7%(118)
Payroll Taxes SS/M 27,180 27,818 27,818 28,960 4.1%1,142
Payroll Retirement 45,609 46,631 46,631 46,376 -0.5%(255)
285,109$ 298,395$ 298,395$ 320,703$ 7.5%22,308$
Capital Outlay 392 1,800 900 1,800 100.0%900
Debt Service - - - - 0.0%-
Economic Development - - - - 0.0%-
Repair and Maintenance - - - - 0.0%-
Rent and Utilities - - - - 0.0%-
Service 39,763 24,251 30,751 31,061 1.0%310
Supplies 7,055 6,660 5,577 6,707 20.3%1,130
Travel & Training 5,374 10,935 9,004 10,935 21.4%1,931
52,585$ 43,646$ 46,232$ 50,503$ 9.2%4,271$
337,693$ 342,041$ 344,627$ 371,206$ 7.7%26,579$
(337,693)$ (342,041)$ (344,627)$ (371,206)$ 7.7%(26,579)$
Director 1.00 1.00 1.00 1.00 0.0%-
Supervisor 1.00 1.00 1.00 1.00 0.0%-
Accounting Tech II - Municipal 1.00 1.00 1.00 1.00 0.0%-
Accounting Tech II - Academic 1.00 1.00 1.00 1.00 0.0%-
- - - - 0.0%-
- - - - 0.0%-
4.00 4.00 4.00 4.00 0.0%-
NET
EMPLOYEE STAFFING
Total Payroll & Related
TOTAL
TOTAL EXPENDITURES & OTHER USES
Finance Department
Program Summary
TOTAL
vs
REVENUES AND OTHER SOURCES
EXPENDITURES AND OTHER USES
Total Operation & Maintenance
152
Goals and Objectives
18 Finance Department
Strategic Theme & Objective(s)
Theme ~ Exemplary Service & Governance
Objective(s) ~ Increase Financial Capacity / Reserves
Increase Revenue Streams
Department Contact Information
Debbie Piper Director dpiper@westlake-tx.org 817-490-5712
Jaymi Ford Supervisor jford@westlake-tx.org 817-490-5721
Melinda Brown Acc ounting Technician II mbown@westlake-tx.org 817-490-5728
Marlene Rutledge Acc ounting Technician II mrutledge@westlake-tx.org 817-490-5737
Program Broad Goals
Provide Town Council, management, departments and citizens with accurate and timely
financial records and reports in the most efficient manner.
Maintain the accounting and financial reporting systems in conformance with all state and
federal laws, Generally Accepted Accounting Principles (GAAP), standards of the
Governmental Accounting Standards Board (GASB) and the Government Finance Officers
Association (GFOA).
Provide sound and conservative fiscal management in compliance with all state and federal
regulations.
Adhere to policies established by the Public Funds Investment Act, applicable bond
covenants, and the Town’s adopted investment policy and ensure proper collateralization of
bank deposits.
LOCAL, STATE AND FEDERAL STATUTES, RULES, REGULATIONS
GAAP – Generally Accepted Accounting Practices
GASB – Government Accounting Standards Board
Federal, State, Local laws
Personal and Professional Ethics cc
Organizational Goals & Policies
Board/Council Adopted Financial Policies
Internal Controls
Mission, Vision, Values
Strategic Plan
Balanced Scorecard
ENTITY RESPONIBILITIES
Town of Westlake, Municipal Government
Westlake Academy, Charter School
Westlake Academy Foundation
153
Goals and Objectives
18 Finance Department
Program Service Description
FINANCE RESPONSIBILITIES
The Finance Department is responsible for collecting, recording, summarizing, and reporting
the results of all financial transactions of the following entities in a timely manner and in
accordance with generally accepted accounting principles while ensuring compliance with
applicable state and federal statutes, bond covenants and grant contracts by reviewing
financial data and reporting such in a timely manner.
Payroll Processing - The Finance Department is responsible for the payment of salaries and
wages according to established procedures on specified days according to the adopted
payroll calendar. The Town of Westlake operates two payroll systems concurrently; one for
employees who are on a normal 40-hour work week, and another cycle for DPS employees
who work 24-hour shifts. This dual system is commonplace in cities to accommodate FLSA
requirements.
Budgets – The Town’s annual budget is prepared in the context of a five (5-8) year financial
forecast. The proposed budget is submitted to the Council approximately thirty to forty-five
days prior to the beginning of the fiscal year for their consideration. The Town’s budget is
allocated by fund and is designed to provide a clear picture of the Town’s spending,
allocation of financial resources, and priorities as well as how they are set to carry out the
policy direction of the Council.
Westlake Academy - The Department works with the Education Service Center (Region 11) to
help maintain Westlake Academy’s financial system and fiscal controls, i.e. general ledger,
and payroll. Accounts payable, accounts receivable and cash management have been
brought in house with the addition of personnel.
Cash Collections - The establishment of strong internal controls for cash collections is
necessary to prevent mishandling of funds and to safeguard against loss. In addition, strong
internal controls are designed to protect employees from inappropriate charges of
mishandling funds by defining employee responsibilities in the cash handling process. Cash is
considered to include coin, currency, checks, money orders, and credit card transactions.
Audits - In conjunction with maintaining financial records, the Department is responsible for
the preparation for and coordination of the annual external financial audits for the Town of
Westlake, Westlake Academy and Westlake Academy Foundation.
Fraud - The Town of Westlake is committed to protecting its revenue, property, information
and other assets from any attempt, either by members of the public, contractors, agents,
intermediaries or its own employees, to gain by deceit, financial or other benefits. It is
Westlake’s intent to fully investigate any suspected acts of fraud, misappropriation or other
similar irregularity.
Accounts Payable - The Accounts Payable section of the Finance Department is responsible
for reviewing all invoices for making payments of all legally incurred and property authorized
obligations. Payments will be issued in a manner to maintain the credit worthiness of the Town
of Westlake and Westlake Academy and to take advantage of all available discounts.
154
Goals and Objectives
18 Finance Department
Program Trends
Finance and accounting are core functions that often expand in direct correlation with an
organization that continues to expand
Staff experience has increased with the addition of a Finance Technician II to handle all
financial matters related to the Academy and the Westlake Academy Foundation.
Plans for continued future expansion at Westlake Academy combined with residential
population increases and economic development will continue to challenge the Finance
Department’s ability to maintain the highest levels of service and quality with existing staffing.
2017-2018 Highlights
MUNICIPAL FINANCE AWARDS
Prepared, submitted and received the Town’s
Distinguished Budget Presentation Award for recognition from the Government Finance
Officers Association.
Comprehensive Annual Financial Report for recognition from the Government Finance
Officers Association. Received an unqualified audit opinion on the 09/30/2017
Comprehensive Annual Financial Report.
ACADEMIC FINANCE AWARDS
Prepared, submitted and received Westlake Academy’s
Distinguished Budget Presentation Award for recognition from the Government Finance
Officers Association. Awards received for 2009 thru 2017.
International Award for Budget Excellence for recognition from the Association of School
Business Officials International. Aw ards received for 2009 thru 2017.
STAFFING STRUCTURE
Keeping with our team stated goal to continually improve and implement the HPO concepts
in Westlake, we had an opportunity to review our current staffing structure and internal
processes to implement efficiencies.
The Finance Department had budgeted to hire another Accounting Technician in FY17/18;
however due to the efficiency and organization of the team, we were able to push out the
hiring to FY18/19.
INTERNAL PROCESSES
Workflow for Accounts Payable - The Finance Dept. is in the process of streamlining the
accounts payable process using AP Workflow through Laserfiche and STW. The accounts
payable (AP) process touches every Dept. within the organization and when the AP process is
inefficient, it doesn't just make life difficult - it can cost money. We are making dramatic
changes to the performance of our municipal AP function by digitizing and automating the
process, slashing the time required to make payments and eliminating conflict,
miscommunication, and re-work. Streamlining and automating our accounts payable process
can result in reduced processing time and more accuracy in your records and financial
reports; therefore, giving our staff more time to work on bigger projects and goals. NOTE: this
process was officially rolled out on October 2017.
155
Goals and Objectives
18 Finance Department
OpenGov Cloud Based Software - OpenGov is the world’s first
integrated cloud solution for budgeting, operational performance
and open data. In the past, we have struggled with outdated
technology to access timely financial information and then
communicate that data to citizens and elected officials. This
platform will allow us to build cloud-based reports that contain
relevant data for more informed decision making and better
outcome for the public. This is another step we have taken to use;
and help us become a more open effective, accountable and
transparent government. Goal is to have it available to the public
in January 2018.
Laserfiche and Scanning - Finance documents continue to be scanned and available in
Laserfiche for the Town, Academy and the Foundation. They can be retrieved not only by the
Finance Dept. but all departments as well and has almost eliminated the need to contact the
Dept. for research. There is only 1 box of Utility Billing documents left in storage that has not
been scanned and has not reached its destruction date of October 31, 2018. There are
currently 11 boxes awaiting a destruction run as of October 31, 2017.
TrakStar Performance Evaluation Software - Currently performance evaluations were previously
completed manually by the employee and their Director and stored by the HR Department.
A committee was formed of employees from several different departments to redesign the
Performance Evaluation Form for the new FY 16/17. Debbie Piper and Jaymi Ford served on
this committee. The Performance Evaluation Software (TrakStar) was officially rolled out in May
2017.
HR and Payroll Support Services for the Academy – these processes are still being performed
ESC Region XI; We are reviewing the Position Control module in October 2017 for employee
forecasting. We will be reviewing other modules to see if there are any processes that can be
brought in house.
156
Department 19
Adopted Estimated Adopted FY 18/19 Adopted
Actuals Budget Budget Budget
FY 16/17 FY 17/18 FY 17/18 FY 18/19 FY 17/18 Estimated
General Sales Tax - - - - 0.0%-
Property Tax - - - - 0.0%-
Permits and Fees Other - - - - 0.0%-
Permits and Fees Bldg Permits and Fees Building - - - - 0.0%-
Fines & Forfeitures - - - - 0.0%-
Franchise Fees - - - - 0.0%-
Contributions - - - - 0.0%-
Beverage Tax - - - - 0.0%-
Interest - - - - 0.0%-
Misc Income (266) 275 - - 0.0%-
(266)$ 275$ -$ -$ 0.0%-$
Payroll Wages 65,249 64,225 64,225 67,379 4.9%3,154
Payroll Transfer In (39,625) (45,467) (45,467) (34,794) -23.5%10,673
Payroll Insurance 10,223 12,138 12,138 16,808 38.5%4,670
Payroll Taxes TWC/WC 1,487 1,426 1,426 1,819 27.5%393
Payroll Taxes SS/M 4,525 4,912 4,912 5,153 4.9%241
Payroll Retirement 7,863 8,234 8,234 8,252 0.2%18
49,722$ 45,468$ 45,468$ 64,617$ 42.1%19,149$
Capital Outlay 332 1,000 520 520 0.0%-
Debt Service - - - - 0.0%-
Economic Development - - - - 0.0%-
Repair and Maintenance 62,100 82,300 79,472 79,472 0.0%-
Rent and Utilities 9,970 141,635 132,327 132,327 0.0%-
Service 24,370 77,965 76,497 76,497 0.0%-
Supplies 7,608 9,645 12,343 12,343 0.0%-
Travel & Training 23 2,275 1,545 1,545 0.0%-
104,403$ 314,820$ 302,704$ 302,704$ 0.0%-$
154,125$ 360,288$ 348,172$ 367,321$ 5.5%19,149$
(154,391)$ (360,013)$ (348,172)$ (367,321)$ 5.5%(19,149)$
Director 1.00 1.00 1.00 1.00 0.0%-
- - - - 0.0%-
- - - - 0.0%-
- - - - 0.0%-
- - - - 0.0%-
- - - - 0.0%-
1.00 1.00 1.00 1.00 0.0%-
NET
EMPLOYEE STAFFING
Total Payroll & Related
TOTAL
TOTAL EXPENDITURES & OTHER USES
Parks and Recreation
Program Summary
TOTAL
vs
REVENUES AND OTHER SOURCES
EXPENDITURES AND OTHER USES
Total Operation & Maintenance
157
Goals and Objectives
19 Parks and Recreation
Strategic Theme & Objective(s)
Theme ~ Natural Oasis
Objective(s) ~ Encourage Westlake’s Unique Sense of Place
Preserve Desirability & Quality of Life
Department Contact Information
Troy Meyer Director tmeyer@westlake-tx.org 817-490-5735
Darcy McFarlane Assistant kwade@westlake-tx.org 817-490-5768
Program Broad Goals
Provide park and common open spaces adequate in size and condition to serve our
citizens.
Use the park system to preserve and protect environmentally significant areas for public
enjoyment and education.
Maintain, secure and manage parks in a manner
which encourages their appropriate use.
Maximize public/private partnerships to assist in all
aspects of parks and recreation planning and
development.
Program Service Description
The Park and Recreation Department maintains a
39.5-acre park and open spaces, which includes
Glenwyck Farms, and Terra Bella sub-division.
The trees along roadways and the cemetery are
also maintained to ensure the safety of drivers and
pedestrians.
10 miles of trails and two pedestrian underpasses
run throughout the community.
Westlake Academy, IOOF cemetery, and the town
owned park, located in Glenwyck Farms, provide the
facilities and space for recreational use to the public. These locations also host sporting
events, facility rentals, Arbor Day, Bandana Bonanza, Christmas Tree Lighting and Decoration
Day.
Program Trends
The population growth, both permanent and daytime population, has increased the use of
the park and trail system.
The Town prides itself on offering community stewardship opportunities to those within
Westlake - to the benefit of our residents and those serving the surrounding communities.
Listed below is just an example of these services:
158
Goals and Objectives
19 Parks and Recreation
o Community Storehouse continues to lease the Academy buildings for three weeks in
July to provide a reading camp for 1st and 2nd grade students of the surrounding
communities. We are in our six year of this partnership.
o Ongoing opportunities are provided for Eagle Scout projects
In tandem with our CIP and partnership projects that include roadways, we are expanding
our trail systems to promote ‘walk-ability’ and fulfill our strategic outcome objective of
“Encourage Westlake’s Unique Sense of Place” by connecting these systems for our residents
and visitors. This trend is anticipated to be a priority for the future.
The Town partnered with TD Financial to plant 10 trees in the Town’s open space on Roanoke
Road for the 2014 annual Arbor Day event. In April, 2014, the Town received its fifteenth
(15th) Tree City USA award from the National Arbor Day Foundation. Due to the wet
weather the 2015 Arbor Day event was canceled. Staff and students planted six trees on the
WA campus and educated student on how to plant and prune trees and received our
sixteenth (16th) Tree City USA award.
Completed trails and shade structures from Capital Parkway to Dove Rd. on the west side of
FM 1938.
The Town’s comprehensive plan was adopted in February 2015 which included elements
that contain the parks and trail systems.
Parking improvement which included lighting in Glenwyck Park, repair to the pond on the
east side of the park and updating the electrical panels.
New playground equipment was installed in August 2015 at the Westlake Academy campus.
Published the Town’s first trail map in August 2016.
Created four butterfly habitats, two located at the Westlake Academy and two in the park.
2017-2018 Highlights
Work with Planning and Development to coordinate park land acquisition with long range
growth and development planning.
Enhance and expand the linear park system along creeks and roadways.
Recognize and promote the concept that parks and recreation needs evolve over time with
changes in the population.
Design parks and open spaces that are durable, easily maintained and are not detrimental
to surrounding uses.
Utilize partnerships, wherever appropriate, to help develop, manage and maintain parks
and recreation facilities.
Accelerate park system improvements.
Develop marketing strategies for the Westlake IOOF Westlake Cemetery, which will increase
sales.
159
Department 20
Adopted Estimated Adopted FY 18/19 Adopted
Actuals Budget Budget Budget
FY 16/17 FY 17/18 FY 17/18 FY 18/19 FY 17/18 Estimated
General Sales Tax - - - - 0.0%-
Property Tax - - - - 0.0%-
Permits and Fees Other - - - - 0.0%-
Permits and Fees Bldg Permits and Fees Building - - - - 0.0%-
Fines & Forfeitures - - - - 0.0%-
Franchise Fees - - - - 0.0%-
Contributions - - - - 0.0%-
Beverage Tax - - - - 0.0%-
Interest - - - - 0.0%-
Misc Income - - - - 0.0%-
-$ -$ -$ -$ 0.0%-$
Payroll Wages 117,971 180,137 180,137 192,030 6.6%11,893
Payroll Transfer In - - - - 0.0%-
Payroll Insurance 15,661 29,329 29,329 45,983 56.8%16,654
Payroll Taxes TWC/WC 169 864 864 835 -3.3%(29)
Payroll Taxes SS/M 8,632 13,776 13,776 14,687 6.6%911
Payroll Retirement 14,217 23,094 23,094 23,519 1.8%425
156,651$ 247,200$ 247,200$ 277,054$ 12.1%29,854$
Capital Outlay - - - - 0.0%-
Debt Service - - - - 0.0%-
Economic Development - - - - 0.0%-
Repair and Maintenance - - - - 0.0%-
Rent and Utilities - - - - 0.0%-
Service 108,304 82,245 83,420 89,449 7.2%6,029
Supplies 6,155 5,850 9,039 7,630 -15.6%(1,409)
Travel & Training 4,966 9,040 9,618 9,618 0.0%-
119,425$ 97,135$ 102,077$ 106,697$ 4.5%4,620$
276,076$ 344,335$ 349,277$ 383,751$ 9.9%34,474$
(276,076)$ (344,335)$ (349,277)$ (383,751)$ 9.9%(34,474)$
Director 1.00 1.00 1.00 1.00 0.0%-
Network Manager 1.00 1.00 1.00 1.00 0.0%-
- - - - 0.0%-
- - - - 0.0%-
- - - - 0.0%-
- - - - 0.0%-
2.00 2.00 2.00 2.00 0.0%-
NET
EMPLOYEE STAFFING
Total Payroll & Related
TOTAL
TOTAL EXPENDITURES & OTHER USES
Information Technology
Program Summary
TOTAL
vs
REVENUES AND OTHER SOURCES
EXPENDITURES AND OTHER USES
Total Operation & Maintenance
160
Goals and Objectives
20 Information Technology
Strategic Theme & Objective(s)
Theme ~ Exemplary Service & Governance
Exemplary Education ~ Westlake Academy
Objective(s) ~ Improve Technology, Facilities, & Equipment
Department Contact Information
Jason Power Director jpower@westlake-tx.org 817-490-5750
Duston McCready Network Admin dmccready@westlake-tx.org 817-490-5749
Ray Workman Coordinator rworkman@westlakeacademy.org 817-490-5751
Mitch Wells Technician mwells@westlakeacademy.org 817-490-5752
Program Broad Goals
Provide support to all Town departments (both municipal and academic) through the
design, deployment, and maintenance of systems to support departmental objectives.
Provide systems administration by maintaining IT systems with prudent provisions for security,
data archiving, and disaster recovery.
Program Description
Information Technology works with the Town
Manager to establish IT policy, evaluate and
recommend technology solutions for specific
departmental needs and provide administrative
support to network infrastructure, systems, and
staff.
Program Trends
Information Technology is in a state of perpetual
change, and policies, strategies, and system
implementation must accommodate these realities.
Network/system security requires ongoing analysis and adjustments to meet emerging
threats.
Equipment must be updated to remain reliable and secure.
Data communication links between locations require evaluation of alternate information
storage and backup process to ensure optimal performance.
Service demands of internal and external customers continue to increase exponentially
each year.
161
Goals and Objectives
20 Information Technology
2017-2018 Highlights
Perform on-going security assessments to validate the efficacy of existing measures and to
evaluate and deploy solutions for new threats.
Identify and implement additional information technologies to improve
the efficiency and/or security of business processes.
Identify and implement additional information technologies to improve
transparency to our citizens, stakeholders, and students.
Continue to reduce costs through the use of internal staff and third-party
vendors.
Continue to simplify our network where possible while maintaining the
highest levels of security, reliability, and functionality for system users.
Expand the effective use of technology in the classroom to maximize
each child’s learning potential.
Explore and implement additional systems to enhance services provided
to external customers.
162
Department 21
Adopted Estimated Adopted FY 18/19 Adopted
Actuals Budget Budget Budget
FY 16/17 FY 17/18 FY 17/18 FY 18/19 FY 17/18 Estimated
General Sales Tax - - - - 0.0%-
Property Tax - - - - 0.0%-
Permits and Fees Other - - - - 0.0%-
Permits and Fees Bldg Permits and Fees Building - - - - 0.0%-
Fines & Forfeitures - - - - 0.0%-
Franchise Fees - - - - 0.0%-
Contributions - - - - 0.0%-
Beverage Tax - - - - 0.0%-
Interest - - - - 0.0%-
Misc Income - - - - 0.0%-
-$ -$ -$ -$ 0.0%-$
Payroll Wages 159,304 180,843 180,843 191,419 5.8%10,576
Payroll Transfer In (14,683) (12,077) (12,077) (13,091) 8.4%(1,014)
Payroll Insurance 17,635 22,803 22,803 31,483 38.1%8,680
Payroll Taxes TWC/WC 338 868 868 833 -4.1%(35)
Payroll Taxes SS/M 12,130 13,831 13,831 14,640 5.8%809
Payroll Retirement 19,260 23,184 23,184 23,444 1.1%260
193,985$ 229,452$ 229,452$ 248,727$ 8.4%19,275$
Capital Outlay - - - - 0.0%-
Debt Service - - - - 0.0%-
Economic Development - - - - 0.0%-
Repair and Maintenance - - - - 0.0%-
Rent and Utilities - - - - 0.0%-
Service 14,488 15,580 14,462 17,215 19.0%2,753
Supplies 1,431 3,770 2,895 3,770 30.2%875
Travel & Training 10,544 14,035 15,411 17,336 12.5%1,925
26,464$ 33,385$ 32,768$ 38,321$ 16.9%5,553$
220,448$ 262,837$ 262,220$ 287,048$ 9.5%24,828$
(220,448)$ (262,837)$ (262,220)$ (287,048)$ 9.5%(24,828)$
Director 1.00 1.00 1.00 1.00 0.0%-
Generalist 1.00 1.00 1.00 1.00 0.0%-
- - - - 0.0%-
- - - - 0.0%-
- - - - 0.0%-
- - - - 0.0%-
2.00 2.00 2.00 2.00 0.0%-
NET
EMPLOYEE STAFFING
Total Payroll & Related
TOTAL
TOTAL EXPENDITURES & OTHER USES
Human Resources
Program Summary
TOTAL
vs
REVENUES AND OTHER SOURCES
EXPENDITURES AND OTHER USES
Total Operation & Maintenance
163
Goals and Objectives
21 Human Resources
Strategic Vision Points
Service Excellence
Department Contact Information
Todd Wood Director twood@westlake-tx.org 817-490-5711
Blair Wilson Specialist bwilson@westlake-tx.org 817-490-5734
Program Broad Goals
Continually monitor the external business environment for trends and issues related to
compensation and benefits and make recommendations
to maintain competitive and motivated work force.
Administer guidance and support for policy compliance
to all Departments.
Continually research, recommend and implement
strategic organizational improvements.
Develop and implement effective policies,
procedures, and guidelines in support of the
organization’s stated mission, vision, values, goals,
and objectives.
Ensure compliance with pertinent laws and best
practices through continual and proactive monitoring
of the organization’s work processes and procedures.
Minimize liability exposure and property losses through identification of potential
vulnerabilities, employee training, and implementation of policies and procedures to
reflect best practices.
Maintain affordable and competitive insurance policies through comprehensive
competitive bidding processes.
Recruit and retain the highest quality employees to deliver excellent customer service to
all stakeholders reflective of a High-Performance Organization (HPO).
Program Service Description
The HR & Administrative Services Department provides a diverse array of services to
internal and external customers, as well as providing support to the organization’s general
operations.
These services include all HR functions, including General Administrative Services,
Recruiting & Hiring, Payroll Processing, Benefits Administration, Organizational Training &
Development, Policy Compliance, and Risk Management. Support is offered in
partnership with other departments for bidding & purchasing, strategic planning, policy
development, general administration, and finance.
164
Goals and Objectives
21 Human Resources
In addition to providing these services to the Town of Westlake, the department continues
to successfully support Westlake Academy through our shared services model.
The Department also provides support services to all other Town Departments, including
the Westlake Academy Foundation, Westlake Historical Preservation Society, and various
groups and committees providing services to the organization.
Program Trends
Continued growth of municipal and academic staff, resulting in higher annual
administrative service demands, as well as expanded responsibilities in the areas of
Human Resources, Risk Management, and Benefits Administration.
Increases in cost, administration, and legislative regulations related to employee benefits.
Volatile economic conditions combined with the unpredictability of sales tax collections
and state school funding continue to create challenges in maintaining competitive
employee compensation packages.
New federal and state laws result in ongoing compliance challenges, resulting in constant
change of Human Resources best practices.
2017-2018 Highlights
Develop and implement a new comprehensive employee training program to maximize
effective employee development and retention.
Enhance the employee performance evaluation instruments to maximize the
effectiveness of communication and achievement of goals and objectives.
Complete an annual risk assessment of all areas affected by potential property, liability, or
worker’s compensation losses.
Provide greater transparency, communication, and accountability for Human Resources
processes and services.
Develop a performance pay component to complement the current teacher
compensation system, including analysis of and improvements of current stipend and
extra-duty payment practices in cooperation with the Westlake Academy LEAD Team.
Review need for policy amendments, additions, and deletions
Development of administrative procedures of a comprehensive compensation plan for
the Town of Westlake.
Research and implement retention strategies across the organization.
All positions analyzed by actual job duty and review of position descriptions.
Develop and incorporate enhancements into the municipal and academic performance
evaluation systems
165
Department 22
Adopted Estimated Adopted FY 18/19 Adopted
Actuals Budget Budget Budget
FY 16/17 FY 17/18 FY 17/18 FY 18/19 FY 17/18 Estimated
General Sales Tax - - - - 0.0%-
Property Tax - - - - 0.0%-
Permits and Fees Other - - - - 0.0%-
Permits and Fees Bldg Permits and Fees Building - - - - 0.0%-
Fines & Forfeitures - - - - 0.0%-
Franchise Fees - - - - 0.0%-
Contributions - - - - 0.0%-
Beverage Tax - - - - 0.0%-
Interest - - - - 0.0%-
Misc Income - - 5,000 5,000 0.0%-
-$ -$ 5,000$ 5,000$ 0.0%-$
Payroll Wages 165,645 180,703 180,703 187,560 3.8%6,857
Payroll Transfer In (176,737) (230,309) (230,309) (242,261) 5.2%(11,952)
Payroll Insurance 11,081 11,753 11,753 16,569 41.0%4,816
Payroll Taxes TWC/WC 338 868 868 816 -6.0%(52)
Payroll Taxes SS/M 12,553 13,821 13,821 14,345 3.8%524
Payroll Retirement 19,176 23,166 23,166 22,971 -0.8%(195)
32,058$ 2$ 2$ -$ -100.0%(2)$
Capital Outlay - - - - 0.0%-
Debt Service - - - - 0.0%-
Economic Development - - - - 0.0%-
Repair and Maintenance - - - - 0.0%-
Rent and Utilities - - - - 0.0%-
Service 428 250 1,955 1,955 0.0%-
Supplies 5,552 7,000 10,199 10,199 0.0%-
Travel & Training 8,516 8,485 7,039 7,039 0.0%-
14,496$ 15,735$ 19,193$ 19,193$ 0.0%-$
46,554$ 15,737$ 19,195$ 19,193$ 0.0%(2)$
(46,554)$ (15,737)$ (14,195)$ (14,193)$ 0.0%2$
Director 1.00 1.00 1.00 1.00 0.0%-
Manager 1.00 1.00 1.00 1.00 0.0%-
- - - - 0.0%-
- - - - 0.0%-
- - - - 0.0%-
- - - - 0.0%-
2.00 2.00 2.00 2.00 0.0%-
NET
EMPLOYEE STAFFING
Total Payroll & Related
TOTAL
TOTAL EXPENDITURES & OTHER USES
Communications Department
Program Summary
TOTAL
vs
REVENUES AND OTHER SOURCES
EXPENDITURES AND OTHER USES
Total Operation & Maintenance
166
Goals and Objectives
22 Communications Department
Strategic Theme & Objectives(s)
Theme ~ Exemplary Service & Governance
Objective(s) ~ Increase Transparency, Accessibility, & Communications
Department Contact Information
Ginger Awtry Director gawtry@westlake-tx.org 817-490-5719
Jon Sasser Manager jsasser@westlake-tx.org 817-490-5736
Program Broad Goals
Continue to develop key relationships with community affairs and public information
strategies and programs designed to
inform and engage residents, parents, all
Town/Academy employees, media
contacts and members of the business
community in order to increase
awareness and promotion of both Town
and Academy.
Increase the review, consistency, &
transparency of information on the
municipal and academic websites for
relevant data and work with department
directors as it relates to their respective content development; All communication
department personnel are to serve as primary contact for municipal website updates and
support personnel with their departmental website initiatives and help identify areas of
improvement.
Develop, implement, and collaborate on programs, tactics and initiatives related to all
communication, promotion, public information, and citizen/parent engagement to build
sense of community and community-mindedness for multiple target audiences.
Communication department personnel serve as primary contact/Town representative to
local chambers of commerce and provide support including attendance at meetings,
events, etc. to increase knowledge of Westlake community while building relationships and
assistance in economic development efforts.
Communication department personnel serve as liaison to the Westlake Historical
Preservation Society; attend board meetings and provide support when possible, and assist
with WHPS related community events and promotion initiatives.
Program Service Description
The department of Communications & Community Affairs is responsible for leadership and
representation on matters related to Town (both municipal and academic) services’
communications, promotion, and citizen/parent engagement.
The Director position has senior level management duties and reports to the Assistant Town
Manager. The position coordinates facilitation of neighborhood and WA parent meetings,
publication of our email blasts, advertising, web site development, various community events
167
Goals and Objectives
22 Communications Department
and gatherings, social media, serves/supports our local chambers of commerce at meetings
and events, assists in various economic development efforts for the Town, and
serves/supports the Westlake Historical Preservation Society as Town liaison.
The Communications Manager position reports to the director of communications and
provides overall assistance as requested with department responsibilities. This position
manages all aspects of the town’s social media platforms; and is team lead on website
updates and maintenance, photography and video work, department’s records
management with Laserfiche, and assists as necessary with media relations and
coordination regarding press releases, events, and WHPS board efforts as needed.
Program Trends
While the 2017 DirectionFinders Residents’ Survey noted an 11% decrease in satisfaction of
overall communication effectiveness since setting a national benchmark of 92% in 2015, a
resident/stakeholder focus group was formed and utilized to provide deeper insight and
collaboration for continuous improvement efforts.
The 2016 annual Westlake Academy Parents Survey revealed an increase of 7% in both,
overall satisfaction with the quality of communications received and methods of
communication.
Benchmarks are being gathered with the implementation of the tier One Strategy Map for
our Balanced Score Card system relative to the municipality’s website, social media
platform, and citizen engagement.
Simply Westlake, a monthly resident newsletter/magazine now in 5th year of publication,
continues to garner even more support with each passing year with increased growth in
resident contributors, advertisers, and requests to be a feature family now months in
advance.
Advertising and events in major local and social publications/websites on a state level and in
local DFW publications regularly occur throughout the year in order to maintain brand
awareness and knowledge about Town of Westlake and Westlake Academy. This process
has now been implemented on the international level and efforts continue to raise and/or
maintain promotion on this additional level each year.
Due to the continuing growth in the Westlake community and increasing demands on
departmental personnel, utilize services of external marketing consultants to assist in
branding, promotion, and strategic messaging efforts for continued success in citizen
education and engagement efforts, local government awareness, and increased sense of
community.
2017-2018 Highlights
Complete development and roll-out of new Town of Westlake website redesign and mobile
app; Coordinate training for all municipal departments of new website and mobile app
features and create communication plan for promotion to residents and stakeholders.
Develop and implement a strategic messaging communication plan for a series of
educational and informational topics to educate residents and stakeholders new to our
community over the last several years’ growth; Topics will range from contact/accessibility to
Town staff and leaders, from Westlake’s governance structure and Academy charter to
168
Goals and Objectives
22 Communications Department
records & financial transparency initiatives, from water rates and shared services model to
our development standards and vision, values, and mission. This plan will also include
another communication series regarding Westlake Academy informational hot topics from
college prep and curriculum initiatives to Academy ratings and academic outcomes.
Create and produce a series of brief informative video vignettes to enrich related
communication channels regarding our defined strategic messaging topics – all done to
help education and fully engage our residents and
stakeholders in their local government; Channels
to include appropriate emails, website and social
media postings, and creation/distribution of print
pieces
Complete planning for production of a new
comprehensive municipal services video to be
used for economic development and promotional
purposes; And, continue in production of Westlake
Academy’s second promotional video regarding
student life
Continue efforts to implement and improve our new
resident welcome program to grow relationships and sense of community with new residents,
either prior to their arrival or shortly after their move into Westlake
Continue to serve on Westlake Academy’s EOP committee, developing the EO plan and
participating in additional preparation exercises
Continue monitoring of benchmarks and measures in municipal social media and on-going
academic social media; review growth and engagement efforts for on-going
enhancements to current programs and assess new channels of engagement while
continuing to hone our Balanced Scorecard metrics and outcomes
Continue with and train new departmental personnel to complete records management
with Laserfiche as an on-going effort with current communication materials and for
remaining department items such as advertisements, resident mail outs, meeting notes,
event flyers and programs.
Continue and seek ways to enhance the annual resident and Academy parent meetings to
continue success in citizen/parent engagement, support, and open/transparent lines of
communication.
Continue department personnel’s attendance at minimum of two related professional
development organizational conferences and/or training seminars for both municipal &
academic services; share information with other staff members to improve internal and
external communication at All Staff Q2 Sessions.
169
Department 23
Adopted Estimated Adopted FY 18/19 Adopted
Actuals Budget Budget Budget
FY 16/17 FY 17/18 FY 17/18 FY 18/19 FY 17/18 Estimated
General Sales Tax - - - - 0.0%-
Property Tax - - - - 0.0%-
Permits and Fees Other - - - - 0.0%-
Permits and Fees Bldg Permits and Fees Building - - - - 0.0%-
Fines & Forfeitures - - - - 0.0%-
Franchise Fees - - - - 0.0%-
Contributions - - - - 0.0%-
Beverage Tax - - - - 0.0%-
Interest - - - - 0.0%-
Misc Income - - - - 0.0%-
-$ -$ -$ -$ 0.0%-$
Payroll Wages - - - - 0.0%-
Payroll Transfer In - - - - 0.0%-
Payroll Insurance - - - - 0.0%-
Payroll Taxes TWC/WC - - - - 0.0%-
Payroll Taxes SS/M - - - - 0.0%-
Payroll Retirement - - - - 0.0%-
-$ -$ -$ -$ 0.0%-$
Capital Outlay - - - - 0.0%-
Debt Service - - - - 0.0%-
Economic Development - - - - 0.0%-
Repair and Maintenance - - - - 0.0%-
Rent and Utilities - - - - 0.0%-
Service 914,018 932,910 963,519 963,519 0.0%-
Supplies - - - - 0.0%-
Travel & Training - - - - 0.0%-
914,018$ 932,910$ 963,519$ 963,519$ 0.0%-$
914,018$ 932,910$ 963,519$ 963,519$ 0.0%-$
(914,018)$ (932,910)$ (963,519)$ (963,519)$ 0.0%-$
Polices services are contracted - - - - 0.0%-
thru the city of Keller Police Dept - - - - 0.0%-
- - - - 0.0%-
- - - - 0.0%-
- - - - 0.0%-
- - - - 0.0%-
- - - - 0.0%-
NET
EMPLOYEE STAFFING
Total Payroll & Related
TOTAL
TOTAL EXPENDITURES & OTHER USES
Police Service
Program Summary
TOTAL
vs
REVENUES AND OTHER SOURCES
EXPENDITURES AND OTHER USES
Total Operation & Maintenance
170
Goals and Objectives
23 Police Services
Strategic Theme & Objective(s)
Theme ~ Exemplary Service & Governance
Objective(s) ~ Preserve Desirability & Quality of Life
Department Contact Information
Keller Police Department
Telephone: 817-743-4500
Dispatch Non-Emergency: 817-743-4522
Fax Number: 817-743-4591
Mailing Address: P.O. Box 770, Keller, TX 76244-0770
Physical Address: 330 Rufe Snow Dr, Keller, TX
Email: police@cityofkeller.com
Administration Hours: 8 a.m. to 5 p.m., Monday-Friday
Police Station: Open 24 hours
Program Broad Goals
Deliver the highest quality of police services to the Town of Westlake with a fully staffed and
equipped nationally and state accredited agency.
Continue to develop and maintain personal relationships with our partners – including,
residents/stakeholders within the community, Westlake staff members, and surrounding
municipalities.
Program Service Description
The Keller Police Department has provided law enforcement services for the Town of
Westlake since June of 2002. The communities entered into an interlocal agreement, which
benefits both organizations through the provision of police related services for the Westlake
citizens and brings additional staff resources via the contract commitments for the City of
Keller.
The Department is in the distinguished group of the 2% of police departments in the United
States who are accredited. The police department also received Texas Law Enforcement
Best Practices Recognition in 2013 making it the only municipal police agency in Texas, at
that time, to be dual accredited.
Jail, Emergency Communications, and Animal Services are provided through a regional
configuration – serving the communities, of Westlake, Keller, Roanoke, Southlake and
Colleyville.
171
Goals and Objectives
23 Police Services
Program Trends
Westlake experienced 13, Part 1 Crimes in 2016, down from
20 in 2015 – a 35% decrease.
The frequency and severity of motor vehicle collisions on
the streets within the Town remains a priority for the police
department and they continue to monitor traffic
enforcement and utilize directed enforcement in an
attempt to change driver behavior and maintain the
lowest possible number of injuries and accidents.
Over the course of our service provision arrangement and
as the community has continued to grow, we noted the following:
o Citizen calls for service decreased approximately 4.7% from 2015 (2,693 in 2015 to
2,567 in 2016)
o Animal control calls have increased approximately 23% from 2015 (60 in 2015 to 74 in
2016)
School security and the safety of the students at Westlake Academy also remains a high
priority and the department has been working with Academy staff to take steps to improve
school security.
2017 – 2018 Highlights
Continue an emphasis on school security and safety with the Campus Patrol Program.
Attend neighborhood meetings with elected officials and staff.
Assess and monitor traffic safety on the newly improved roadways and formulate
enforcement/ prevention strategies to mitigate traffic collisions.
Work with developers to prevent thefts at construction sites.
Continue to provide Crime Prevention material through the Director of Communication and
Community Affairs and social media.
Continue to be proactive and highly responsive to the corporate campuses in Westlake.
Work to expand enrollment into Siren GPS to enhance emergency response times.
172
173
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174
Fiscal Year 2018/2019
Adopted Estimated Adopted FY 18/19 Adopted
Actuals Budget Budget Budget vs
FY 16/17 FY 17/18 FY 17/18 FY 18/19 FY 17/18 Estimated
General Sales Tax -$ -$ -$ -$ -$ 0%
Property Tax - - - - - 0%
Hotel Tax - - - - - 0%
Charge for Services 4,639,176 3,795,515 4,585,075 4,585,075 - 0%
Beverage Tax - - - - - 0%
Franchise Fees - - - - - 0%
Permits & Fees Other - - - - - 0%
Permits & Fees Buildings - - - - - 0%
Permits & Fees Utility 136,814 168,865 268,115 274,441 6,326 2%
Fines & Forfeitures - - - - - 0%
Investment Earnings 22,201 15,020 57,765 57,765 - 0%
Contributions 50,000 - - - - 0%
Misc Income 42,110 17,600 23,460 23,460 - 0%
Total Revenues 4,890,301 3,997,000 4,934,415 4,940,741 6,326 0%
Transfers In - - - - - 0%
Other Sources - - - 2,600,000 2,600,000 100%
Total Other Sources - - - 2,600,000 2,600,000 100%
TOTAL REVENUES & OTHER SOURCES 4,890,301$ 3,997,000$ 4,934,415$ 7,540,741$ 2,606,326$ 53%
Payroll Salaries 19,490$ -$ -$ -$ -$ 0%
Payroll Retirement 18,395 - - - - 0%
Total Payroll and Related 37,885 - - - - 0%
Debt 981,829 1,155,174 1,172,041 2,015,626 843,585 72%
Economic Development - - - - - 0%
Insurance - - - - - 0%
Payroll Transfer Out 478,249 482,700 482,700 559,024 76,324 16%
Repair & Maintenance 162,584 165,250 167,065 163,065 (4,000) -2%
Rent & Utilities 105,808 156,499 157,499 177,544 20,045 13%
Services 2,686,430 2,144,775 3,322,435 3,321,194 (1,241) 0%
Supplies 4,807 7,250 7,040 7,040 - 0%
Travel & Training 2,569 7,535 7,920 7,920 - 0%
Total Operations & Maintenance 4,422,275 4,119,183 5,316,700 6,251,414 934,714 18%
TOTAL OPERATING EXPENDITURES 4,460,160 4,119,183 5,316,700 6,251,414 934,714 18%
1 Capital Project Funds 43,638 - - - - 0%
2 Capital Outlay 19,084 25,780 35,055 31,055 (4,000) -11%
3 Maintenance & Replacement Funds - - - - - 0%
Total Capital 62,723 25,780 35,055 31,055 (4,000) -11%
Transfers Out 277,651 56,250 68,250 81,539 13,289 19%
Other Uses - - - - - 0%
Total Other Uses 277,651 56,250 68,250 81,539 13,289 19%
TOTAL NON-OPERATING EXPENDITURES 340,374 82,030 103,305 112,594 9,289 9%
TOTAL EXPENDITURES & OTHER USES 4,800,534 4,201,213 5,420,005 6,364,008 944,003 17%
Excess Revenus over(under) Expenditures 89,767 (204,213) (485,590) 1,176,733 1,662,323 342%
FUND BALANCE, BEGINNING 886,329 886,329 886,329 400,738 (485,591) -55%
FUND BALANCE, ENDING 976,097 682,116 400,739 1,577,472 1,176,732 294%
Restricted/Assigned/Committed Funds 976,097 682,116 400,739 1,577,472 1,176,732 294%
UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ -$ 0%
Cash 976,097$ 682,116$ 400,739$ 1,577,472$ 1,176,732$ 294%
- 0%
- 0%
- 0%
- 0%
TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 976,097$ 682,116$ 400,739$ 1,577,472$ 1,176,732$ 294%
E N T E R P R I S E F U N D S
Combined Program Summary
RESTRICTED/ASSIGNED/COMMITTED FUNDS
REVENUES & OTHER SOURCES
EXPENDITURES & OTHER USES
175
E N T E R P R I S E F U N D S
Current Year Fund Detail
Fiscal Year 2018/2019
Cemetery Fund Utility Fund TOTAL
General Sales Tax - - -
Property Tax - - -
Hotel Tax - - -
Charge for Services 14,150 4,570,925 4,585,075
Beverage Tax - - -
Franchise Fees - - -
Permits & Fees Other - - -
Permits and Fees Bldg Permits & Fees Buildings - - -
Permits & Fees Utility - 274,441 274,441
Fines & Forfeitures - - -
Investment Earnings 2,465 55,300 57,765
Contributions - - -
Misc Income 1,625 21,835 23,460
Total Revenues 18,240 4,922,501 4,940,741
Transfers In - - -
Other Sources - 2,600,000 2,600,000
Total Other Sources - 2,600,000 2,600,000
TOTAL REVENUES AND OTHER SOURCES 18,240$ 7,522,501$ 7,540,741$
Payroll Salaries $ - $ - $ -
Payroll Transfers In - - -
Total Payroll & Related - - -
Debt - 2,015,626 2,015,626
Economimc Development - - -
Payroll Transfers Out - 559,024 559,024
Repair & Maintenance 2,000 161,065 163,065
Rent & Utilities - 177,544 177,544
Services 14,639 3,306,555 3,321,194
Supplies - 7,040 7,040
Travel & Training 125 7,795 7,920
Total Operations & Maintenance 16,764 6,234,650 6,251,414
TOTAL OPERATING EXPENDITURES 16,764 6,234,650 6,251,414
Capital Project Funds - - -
Capital Outlay - 31,055 31,055
Maintenance & Replacement Funds - - -
Total Capital - 31,055 31,055
Transfers Out - 81,539 81,539
Other Uses - - -
Total Other Uses - 81,539 81,539
TOTAL NON-OPERATING EXPENDITURES - 112,594 112,594
TOTAL EXPENDITURES AND OTHER USES 16,764$ 6,347,244$ 6,364,008$
Excess Revenus over(under) Expenditures 1,476 1,175,257 1,176,733
BEGINNING FUND BALANCE 203,584 197,156 400,739
ENDING FUND BALANCE 205,060$ 1,372,413$ 1,577,472$
REVENUES & OTHER SOURCES
EXPENDITURES AND OTHER USES
176
The cemetery was donated and conveyed by
deed to the Town during FY2008-09.
This fund includes all operations associated
with the 5.5 acre cemetery located on
J.T. Ottinger Road. This includes interment,
lot sales, record keeping, and all maintenance
associated with the grounds, fences, trees
and flower beds.
Cemetery FundFund
255
177
Cemetery Fund 255
Program Summary
Fiscal Year 2018/2019
Adopted Estimated Adopted FY 18/19 Adopted
Actuals Budget Budget Budget vs
FY 16/17 FY 17/18 FY 17/18 FY 18/19 FY 17/18 Estimated
General Sales Tax -$ -$ -$ -$ -$ 0%
Property Tax - - - - - 0%
Charge for Service 9,964 11,575 14,150 14,150 - 0%
Hotel Occupancy Tax - - - - - 0%
Beverage Tax - - - - - 0%
Franchise Fees - - - - - 0%
Permits & Fees Other - - - - - 0%
Permits & Fees Building - - - - - 0%
Permits & Fees Utility - - - - - 0%
Fines & Forfeitures - - - - - 0%
Investment Earnings 1,167 900 2,465 2,465 - 0%
Contributions 50,000 - - - - 0%
Misc Income 150 350 1,625 1,625 - 0%
Total Revenues 61,281 12,825 18,240 18,240 - 0%
Transfers In - - - - - 0%
Other Sources - - - - - 0%
Total Other Sources - - - - - 0%
TOTAL REVENUES & OTHER SOURCES 61,281$ 12,825$ 18,240$ 18,240$ -$ 0%
Payroll Salaries -$ -$ -$ -$ -$ 0%
Payroll Transfers In - - - - - 0%
Total Payroll and Related - - - - - 0%
Debt - - - - - 0%
Economic Development - - - - - 0%
Insurance - - - - - 0%
Payroll Transfers Out - - - - - 0%
Repair & Maintenance 395 7,000 6,000 2,000 (4,000) -67%
Rent & Utilities - - - - - 0%
Services 7,775 19,540 15,880 14,639 (1,241) -8%
Supplies - 350 - - - 0%
Water Purchases - - - - - 0%
Total Operations & Maintenance 8,170 26,890 21,880 16,639 (5,241) -24%
TOTAL OPERATING EXPENDITURES 8,170 26,890 21,880 16,639 (5,241) -24%
Capital Project Funds - - - - - 0%
Capital Outlay - 5,000 4,000 - (4,000) 100%
Maintenance & Replacment Funds - - - - - 0%
Total Capital and M&R Projects - 5,000 4,000 - (4,000) 100%
Transfers Out - - - - - 0%
Other Sources - - - - - 0%
Total Other Uses - - - - - 0%
TOTAL NON-OPERATING EXPENDITURES - 5,000 4,000 - (4,000) 100%
TOTAL EXPENDITURES & OTHER USES 8,170 31,890 25,880 16,639 (9,241) -36%
Excess Revenues over(under) Expenditures 53,111 (19,065) (7,640) 1,601 9,241 121%
FUND BALANCE, BEGINNING 158,238 211,349 211,349 203,709 (7,640) -4%
FUND BALANCE, ENDING 211,349 192,284 203,709 205,310 1,601 1%
Restricted/Assigned/Committed Funds 211,349 192,284 203,709 205,310 1,601 1%
UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ -$ 0%
Cash 255 10110 00 000 115,456$ 96,541$ 108,511$ 110,809$ 2,298$ 2%
Inventory Lots 255 15100 00 000 95,893 95,743 95,197 94,500 (697) -1%
TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 211,349$ 192,284$ 203,709$ 205,310$ 1,601$ 1%
REVENUES & OTHER SOURCES
EXPENDITURES & OTHER USES
RESTRICTED/ASSIGNED/COMMITED FUNDS
178
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 and Other Sources
• Revenues and other sources are budgeted to remain flat at $18,240
Operating Expenditures and Other Uses
• Operating expenditures are budgeted to be $16,639
• This represents a 24% decrease of $5,241 when compared to prior year estimated.
o Repairs and maintenance decreased $4,000 due to one-time costs in the prior year
for items related to the irrigation and grounds.
o Services decreased $1,241 due to one-time costs in the prior year for ; for items
related to engineering and landscaping.
Fund Balance
• Excess revenues over(under) expenditures is projected to be $1,601.
• The beginning fund balance is projected to $203,709.
• The ending fund balance is projected to be $205,310
179
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180
The Utility Fund is an enterprise or business fund.
This means that the direct beneficiaries of the
“business” pay for all costs through fees or rates.
Water, sewer service, and garbage service
revenues generated through our rates, as well as
the expenses for providing these services are
accounted for in this fund.
Prudent financial management and bond
requirements make it necessary to have healthy
reserves.
Utility FundFund
500
181
Utility Fund 500
Program Summary
Fiscal Year 2018/2019
Adopted Estimated Adopted FY 18/19 Adopted
Actuals Budget Budget Budget vs
FY 16/17 FY 17/18 FY 17/18 FY 18/19 FY 17/18 Estimated
General Sales Tax -$ -$ -$ -$ -$ 0%
Property Tax - - - - - 0%
Charge for Service 4,629,213 3,783,940 4,570,925 4,570,925 - 0%
Hotel Occupancy Tax - - - - - 0%
Beverage Tax - - - - - 0%
Franchise Fees - - - - - 0%
Permits & Fees Other - - - - - 0%
Permits & Fees Building - - - - - 0%
Permits & Fees Utility 136,814 168,865 268,115 274,441 6,326 2%
Fines & Forfeitures - - - - - 0%
Investment Earnings 21,034 14,120 55,300 55,300 - 0%
Contributions - - - - - 0%
Misc Income 41,960 17,250 21,835 21,835 - 0%
Total Revenues 4,829,021 3,984,175 4,916,175 4,922,501 6,326 0%
Transfers In - - - - - 0%
Other Sources - - - 2,600,000 2,600,000 #DIV/0!
Total Other Sources - - - 2,600,000 2,600,000 0%
TOTAL REVENUES & OTHER SOURCES 4,829,021$ 3,984,175$ 4,916,175$ 7,522,501$ 2,606,326$ 53%
Payroll Salaries 19,490$ -$ -$ -$ -$ 0%
Retirement 18,395 - - - - 0%
Total Payroll and Related 37,885 - - - - 0%
Debt 981,829 1,155,174 1,172,041 2,015,626 843,585 72%
Economic Development - - - - - 0%
Payroll Transfers Out 478,249 482,700 482,700 559,024 76,324 16%
Repair & Maintenance 162,189 158,250 161,065 161,065 - 0%
Rent & Utilities 105,808 156,499 157,499 177,544 20,045 13%
Services 2,678,655 2,125,235 3,306,555 3,306,555 - 0%
Supplies 4,807 6,900 7,040 7,040 - 0%
Travel & Training 2,569 7,235 7,795 7,795 - 0%
Total Operations & Maintenance 4,414,105 4,091,993 5,294,695 6,234,650 939,955 18%
TOTAL OPERATING EXPENDITURES 4,451,990 4,091,993 5,294,695 6,234,650 939,955 18%
Capital Project Funds 43,638 - - - - 0%
Capital Outlay 19,084 20,780 31,055 31,055 - 0%
Maintenance & Replacment Funds - - - - - 0%
Total Capital and M&R Projects 62,723 20,780 31,055 31,055 - 0%
Transfers Out 277,651 56,250 68,250 81,539 13,289 19%
Other Sources - - - - - 0%
Total Other Uses 277,651 56,250 68,250 81,539 13,289 19%
TOTAL NON-OPERATING EXPENDITURES 340,374 77,030 99,305 112,594 13,289 13%
TOTAL EXPENDITURES & OTHER USES 4,792,364 4,169,023 5,394,000 6,347,244 953,244 18%
Excess Revenues over(under) Expenditures 36,657 (184,848) (477,825) 1,175,257 1,653,082 346%
FUND BALANCE, BEGINNING 1,121,826 674,981 674,981 197,156 (477,825) -71%
FUND BALANCE, ENDING 1,158,483 490,133 197,156 1,372,413 1,175,257 596%
Restricted/Assigned/Committed Funds 1,158,483 490,133 197,156 1,372,413 1,175,257 596%
UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ -$ 0%
Cash 500 10110 00 000 1,158,483$ 490,133$ 197,156$ 1,372,413$ 1,175,257$ 596%
TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 1,158,483$ 490,133$ 197,156$ 1,372,413$ 1,175,257$ 596%
REVENUES & OTHER SOURCES
EXPENDITURES & OTHER USES
RESTRICTED/ASSIGNED/COMMITED FUNDS
182
Section 4 Enterprise Funds
Utility Fund Overview
The Utility Fund is responsible for water, wastewater, and ductbank services. All activities related to
the provision of these services are accounted for in the fund, including administration, operations,
maintenance, financing and related debt service, billing, and collection.
Capital and operating costs associated with Town utility services are financed primarily through user
charges. The Town continues to use advanced automated technologies to control storage facility
inflows and minimize annual peak payment charges from the City of Fort Worth.
Revenues and Other Sources
• Total revenues and other sources are budgeted to be $7,522,501
• This represents a 53% increase of $2,606,326 from prior year estimated revenues.
o Other Sources increased $2,600,000, from the prior year due to anticipated one-time bond
proceeds from the Texas Water Development Board to be used for the For Worth Waterline
project.
o Charges for utility permits fees increased $6,326 due to one-time planning and
development building permit fees and revenues.
o The following revenues will remain flat for FY 18/19.
Charges for Service $4,570,925
Investment earnings $55,300
Miscellaneous income of $21,385
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 $3,302,156
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 $1,138,824
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 $274,441
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 $117,816
$93,135 These revenues are a direct reflection of new home starts.
183
Section 4 Enterprise Funds
Utility Fund Overview
• Waste Management $6,129
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.
• 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 Expenditures
• Total operating expenditures are budgeted to be $6,234,650
• This represents a 18% decrease of $939,955 from prior year estimated expenditures.
o Debt decreased $843,585 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 $76,324;
due to additional public works project manager that will be added in fiscal year
2017/2018.
o Rent and utilities increased $20,045
due to the leasing of new building space in July 2017.
Non-Operating Expenditures
• Total non-operating expenditures are budgeted to be $112,594.
• This represents an 13% increase of $13,289 from prior year estimated.
o Capital outlay will remain flat at $31,055
o Transfers out increased $13,289 due to one-time impact fees that will be transferred to the
General fund.
Fund Balance
• Excess revenues over(under) expenditures are projected to be $1,175,257
• The beginning fund balance is projected to be $197,156.
• The ending fund balance is projected to be $1,372,413.
184
Section 4 Enterprise Funds
Utility Fund Overview
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 $.25 cents per 1,000 gallons of water distributed to
consumers in these two service areas. Each service area pays its respective portion of
the overall debt based on the volume of water used.
o The contract clearly stipulates that this debt is not a general obligation of the Town. It is,
however, required to be paid back through this assessment being attached to the
water rate. The rate would have to be significantly increased to pay this debt off in the
twenty years contemplated under the agreement.
o Hillwood has stated that once the Town and Hillwood agree on proportionate future
infrastructure funding, this liability will be erased. Nevertheless, the obligation does exist
and water rates should always be reviewed with this obligation in mind.
• The long-term liability of the joint Westlake/Keller water tower.
o This tower was constructed to provide necessary water storage and pressures within
Westlake.
• The proportionate buyout of infrastructure owned by the Hunt Trust which sold the Circle T Ranch
to Hillwood.
o The Town agreed with Hillwood that in exchange for the dissolution of existing Municipal
Utility Districts (MUDs), the Utility Fund will reimburse Hillwood the share of purchased MUD
infrastructure for each development based upon the acres removed from the MUDs.
o Hillwood, in turn, must deposit these funds into an escrow account owned by the Hunt
Trust.
185
Pymt Fiscal 500-48840-16-00 500-48850-16-00
No.Year Principal Interest
1 2/15/2015 21,450$ 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 $1,000,000 by US Bank in April 2013
Ground Storage Tank - Debt Payable
U T I L I T Y F U N D
SERIES 2013 CERTIFICATES OF OBLIGATION
TOTAL
186
Pymt Fiscal 500-48810-16-00 500-48811-16-00
No.Year Principal Interest
1 9/15/2015 96,132$ 11,189$ 107,321$
2 9/15/2016 97,734 15,682 113,417
3 9/15/2017 104,143 12,918 117,061
4 9/15/2018 108,950 10,063 119,012
5 9/15/2019 113,756 6,570 120,327
6 9/15/2020 120,165 2,523 122,688
$ 640,880 $ 58,945 $ 699,825 TOTAL
U T I L I T Y F U N D
CITY OF KELLER TEXAS
Keller Overhead Storage Debt
True-Up from City of Keller 01/22/18
TOTAL
187
Pymt Fiscal 500-48840-16-00 500-48850-16-00
No.Year Principal Interest
0 9/30/2018 - - -
1 9/30/2019 5,000 31,056 36,056
2 9/30/2020 95,000 43,120 138,120
3 9/30/2021 100,000 41,984 141,984
4 9/30/2022 100,000 40,744 140,744
5 9/30/2023 100,000 39,404 139,404
6 9/30/2024 100,000 37,949 137,949
7 9/30/2025 100,000 36,394 136,394
8 9/30/2026 105,000 34,696 139,696
9 9/30/2027 105,000 32,858 137,858
10 9/30/2028 105,000 30,937 135,937
11 9/30/2029 110,000 28,850 138,850
12 9/30/2030 110,000 26,545 136,545
13 9/30/2031 110,000 24,065 134,065
14 9/30/2032 115,000 21,357 136,357
15 9/30/2033 115,000 18,459 133,459
16 9/30/2034 120,000 15,409 135,409
17 9/30/2035 120,000 12,223 132,223
18 9/30/2036 125,000 8,915 133,915
19 9/30/2037 130,000 5,421 135,421
20 9/30/2038 130,000 1,814 131,814
21
22
23
24
25
$ 2,100,000 $ 532,196 $ 2,632,196 TOTAL
Original Issue $2,100,000 by US Bank in November 2018
Fort Worth Water Line Project
U T I L I T Y F U N D
T E X A S W A T E R D E V E L O P M E N T B O A R D
TOTAL
188
189
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190
Fiscal Year 2018/2019
Adopted Estimated Adopted FY 16/17 Adopted
Actuals Budget Budget Budget vs vs
FY 16/17 FY 17/18 FY 17/18 FY 18/19 FY 15/16 Estimated
General Sales Tax -$ -$ -$ -$ -$ 0%
Property Tax - - - - - 0%
Hotel Tax - - - - - 0%
Charge for Services 8,650 - - - - 0%
Beverage Tax - - - - - 0%
Franchise Fees - - - - - 0%
Permits & Fees Other 5,500 6,000 6,000 6,000 - 0%
Permits & Fees Buildings - - - - - 0%
Permits & Fees Utility - - - - - 0%
Fines & Forfeitures - - - - - 0%
Investment Earnings 9,251 7,015 21,480 21,480 - 0%
Contributions 110,500 - 130,000 - (130,000) -100%
Misc Income 4,829 - - - - 0%
Total Revenues 138,730 13,015 157,480 27,480 (130,000) -83%
Transfers In 827,635 306,250 744,000 1,476,065 732,065 98%
Other Sources - - - - - 0%
Total Other Sources 827,635 306,250 744,000 1,476,065 732,065 0%
TOTAL REVENUES & OTHER SOURCES 966,365 319,265 901,480 1,503,545 602,065 67%
Payroll Salaries -$ -$ -$ -$ -$ 0%
Payroll Transfer In - - - - - 0%
Total Payroll and Related - - - - - 0%
Debt - - - - - 0%
Economic Development - - - - - 0%
Insurance - - - - - 0%
Payroll Transfer Out - - - - - 0%
Repair & Maintenance - - - - - 0%
Rent & Utilities - - - - - 0%
Services - - - - - 0%
Supplies - - - - - 0%
Water Purchases - - - - - 0%
Total Operations & Maintenance - - - - - 0%
TOTAL OPERATING EXPENDITURES - - - - - 0%
Capital Project Funds - - - - - 0%
Capital Outlay - - - - - 0%
Maintenance & Replacement Funds 1,042,503 532,000 383,625 1,079,475 695,850 181%
Total Capital 1,042,503 532,000 383,625 1,079,475 695,850 181%
Transfers Out - - - - - 0%
Other Uses - - - - - 0%
Total Other Uses - - - - - 0%
TOTAL NON-OPERATING EXPENDITURES 1,042,503 532,000 383,625 1,079,475 695,850 181%
TOTAL EXPENDITURES & OTHER USES 1,042,503 532,000 383,625 1,079,475 695,850 181%
Excess Revenus over(under) Expenditures (76,138) (212,735) 517,855 424,070 (93,785) 18%
FUND BALANCE, BEGINNING 1,129,282 1,036,070 1,053,144 1,570,999 517,855 49%
FUND BALANCE, ENDING 1,053,144 823,335 1,570,999 1,995,069 424,070 27%
Restricted/Assigned/Committed Funds 1,053,144 823,335 1,570,999 1,995,069 424,070 27%
UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ -$ 0%
Cash 1,053,144$ 823,335$ 1,570,999$ 1,995,069$ 424,070$ 27%
- 0%
- 0%
- 0%
- 0%
TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 1,053,144$ 823,335$ 1,570,999$ 1,995,069$ 424,070$ 27%
RESTRICTED/ASSIGNED/COMMITTED FUNDS
REVENUES & OTHER SOURCES
EXPENDITURES & OTHER USES
I N T E R N A L S E R V I C E F U N D S
Combined Program Summary
191
I N T E R N A L S E R V I C E F U N D S
Current Year Fund Detail
Fiscal Year 2018/2019
UMR Fund 510 GMR Fund 600 VMR Fund 505 VMR Fund 605 TOTAL
General Sales Tax - - - - -
Property Tax - - - - -
Charge for Services - - - - -
Hotel Tax - - - - -
Beverage Tax - - - - -
Franchise Fees - - - - -
Permits and Fees Other - 6,000 - - 6,000
Permits and Fees Bldg Permits and Fees Building - - - - -
Permits and Fees UF Permits and Fees Utility - - - - -
Fines and Forfeitures - - - - -
Investment Earnings 16,350 2,290 350 2,490 21,480
Contributions - - - - -
Misc Income - - - - -
Total Revenues 16,350 8,290 350 2,490 27,480
Transfers In 5,000 1,000,799 10,000 460,266 1,476,065
Other Sources - - - - -
Total Other Sources 5,000 1,000,799 10,000 460,266 1,476,065
TOTAL REVENUES AND OTHER SOURCES 21,350$ 1,009,089$ 10,350$ 462,756$ 1,503,545$
Payroll Salaries $ - $ - $ - $ - $ -
Payroll Transfers In - - - - -
Total Payroll & Related - - - - -
Debt - - - - -
Economimc Development - - - - -
Payroll Transfers Out - - - - -
Repair & Maintenance - - - - -
Rent & Utilities - - - - -
Services - - - - -
Supplies - - - - -
Travel & Training - - - - -
Total Operations & Maintenance - - - - -
TOTAL OPERATING EXPENDITURES - - - - -
Capital Project Funds - - - - -
Capital Outlay - - - - -
Maintenance & Replacement Funds 225,000 594,475 - 260,000 1,079,475
Total Capital 225,000 594,475 - 260,000 1,079,475
Transfers Out - - - - -
Other Uses - - - - -
Total Other Uses - - - - -
TOTAL NON-OPERATING EXPENDITURES 225,000 594,475 - 260,000 1,079,475
TOTAL EXPENDITURES AND OTHER USES 225,000 594,475 - 260,000 1,079,475
Excess Revenus over(under) Expenditures (203,650) 414,614 10,350 202,756 424,070
BEGINNING FUND BALANCE 845,683 122,794 23,674 578,848 1,570,999
ENDING FUND BALANCE 642,033$ 537,408$ 34,024$ 781,604$ 1,995,069$
REVENUES & OTHER SOURCES
EXPENDITURES AND OTHER USES
192
The Utility Maintenance & Replacement
Fund was created to provide a mechanism
for repair and replacement of capital assets
such as pump stations, lift stations, elevated
and ground storage facilities, etc.
Utility Maintenance
& Replacement Fund
Fund
510
193
Vehicle Maintenance and Replacement Fund 510
Program Summary
Fiscal Year 2018/2019
Adopted Estimated Adopted FY 18/19 Adopted
Actuals Budget Budget Budget vs vs
FY 16/17 FY 17/18 FY 17/18 FY 18/19 FY 17/18 Estimated
General Sales Tax -$ -$ -$ -$ -$ 0%
Property Tax - - - - - 0%
Charge for Service - - - - - 0%
Hotel Occupancy Tax - - - - - 0%
Beverage Tax - - - - - 0%
Franchise Fees - - - - - 0%
Permits & Fees Other - - - - - 0%
Permits & Fees Building - - - - - 0%
Permits & Fees Utility - - - - - 0%
Fines & Forfeitures - - - - - 0%
Investment Earnings 6,394 4,500 16,350 16,350 - 0%
Contributions - - - - - 0%
Misc Income - - - - - 0%
Total Revenues 6,394 4,500 16,350 16,350 - 0%
Transfers In 100,000 - - 5,000 5,000 100%
Other Sources - - - - - 0%
Total Other Sources 100,000 - - 5,000 5,000 100%
TOTAL REVENUES & OTHER SOURCES 106,394$ 4,500$ 16,350$ 21,350$ 5,000$ 31%
Payroll Salaries -$ -$ -$ -$ -$ 0%
Payroll Transfers In - - - - - 0%
Total Payroll and Related - - - - - 0%
Debt - - - - - 0%
Economic Development - - - - - 0%
Payroll Transfers Out - - - - - 0%
Repair & Maintenance - - - - - 0%
Rent & Utilities - - - - - 0%
Services - - - - - 0%
Supplies - - - - - 0%
Travel & Training - - - - - 0%
Total Operations & Maintenance - - - - - 0%
TOTAL OPERATING EXPENDITURES - - - - - 0%
Capital Project Funds - - - - - 0%
Capital Outlay - - - - - 0%
Maintenance & Replacment Funds - 245,000 - 225,000 225,000 100%
Total Capital and M&R Projects - 245,000 - 225,000 225,000 100%
Transfers Out - - - - - 0%
Other Sources - - - - - 0%
Total Other Uses - - - - - 0%
TOTAL NON-OPERATING EXPENDITURES - 245,000 - 225,000 225,000 100%
TOTAL EXPENDITURES & OTHER USES - 245,000 - 225,000 225,000 100%
Excess Revenues over(under) Expenditures 106,394 (240,500) 16,350 (203,650) (220,000) 1346%
FUND BALANCE, BEGINNING 722,939 829,333 829,333 845,683 16,350 2%
FUND BALANCE, ENDING 829,333 588,833 845,683 642,033 (203,650) -24%
Restricted/Assigned/Committed Funds 829,333 588,833 845,683 642,033 (203,650) -24%
UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ -$ 0%
Cash 510 10110 00 000 829,333$ 588,833$ 845,683$ 642,033$ (203,650)$ -24%
TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 829,333$ 588,833$ 845,683$ 642,033$ (203,650)$ -24%
REVENUES & OTHER SOURCES
EXPENDITURES & OTHER USES
RESTRICTED/ASSIGNED/COMMITED FUNDS
194
Section 5 Internal Service Funds
Utility Maintenance & Replacement Overview
The Utility Maintenance & Replacement Fund (UMR) was created to provide a mechanism for
repair and replacement of existing capital assets such as pump stations, lift stations, elevated
and ground storage facilities, water and sewer lines, etc.
This fund receives planned revenue transfers from the Utility Fund that are intended to cover
the cost of future capital repair and replacement. Similar to the General Maintenance and
Replacement Fund, the UMR was created to help avoid future bond programs and encourage
a conservative pattern of spending that minimizes reliance on elastic revenue streams.
Projects are included each year from a long-range maintenance schedule which incorporates
routine scheduled maintenance, recommended replacement guidelines and evaluations, and
upgrades of lines and permanent capital assets.
Revenues and Other Sources
• Revenues and other sources are budgeted at $21,350.
• This represents a 31% increase of $5,000 from the prior year estimated.
o Transfers in from the Utility Fund increased $5,000 from the prior year in order to build
fund balance.
Expenditures and Other Uses
• Expenditures and other uses are budgeted at $225,000.
• This represents a 100% increase from the prior year estimated.
o The following projects were pushed out from FY17/18 to FY18/19
Pump Station Equipment $90,000
Repaint Ground Storage Tank $90,000
Sewer Easement Cleaning Machine $45,000
Fund Balance
• Excess revenues over(under) expenditures are projected to the $(203,650).
• The beginning fund balance is projected to be $845,683.
• The ending fund balance is projected to be $642,033.
195
Estimated Adopted 1 2 3 4
Description Account Number FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23
REVENUES & OTHER SOURCES
Interest Income 510-36110-16-000 16,350$ 16,350$ 14,500$ 14,500$ 14,500$ 14,500$
Transfer in from UF 510-52550-88-000 - 5,000 5,000 5,000 5,000 5,000
TOTAL REVENUES AND OTHER SOURCES 16,350$ 21,350$ 19,500$ 19,500$ 19,500$ 19,500$
Pump Station Equipment 510-44123-16-000-000005 -$ 90,000$ -$ -$ -$ -$
Sewer Easement Cleaning Machine 510-44114-16-000-000014 - 45,000 - - - -
Repaint Ground Storage Tank 510-44119-16-000-000015 - 90,000 - - - -
TOTAL PROJECTS - 225,000 - - - -
Transfer Out to GMR 510-62600-99-000 - - - - - -
TOTAL OTHER USES - - - - - -
Excess Revenues over(under) Expenditures 16,350 (203,650) 19,500 19,500 19,500 19,500
BEGINNING FUND BALANCE 829,333 845,683 642,033 661,533 681,033 700,533
ENDING FUND BALANCE 845,683$ 642,033$ 661,533$ 681,033$ 700,533$ 720,033$
MAINTENANCE/REPLACEMENT PROJECTS
OTHER USES
UTILITY
Maintenance & Replacement Fund 600
Five Year Forecast
196
The General Maintenance & Replacement
Fund was created to provide a mechanism
for the long term repair and replacement
of large capital assets such as HVAC,
walls, floors and ceilings, plumbing,
electric, roadways, etc.
General Maintenance &
Replacement Fund
Fund
600
197
General Maintenance and Replacement Fund 600
Program Summary
Fiscal Year 2018/2019
Adopted Estimated Adopted FY 18/19 Adopted
Actuals Budget Budget Budget vs vs
FY 16/17 FY 17/18 FY 17/18 FY 18/19 FY 17/18 Estimated
General Sales Tax -$ -$ -$ -$ -$ 0%
Property Tax - - - - - 0%
Charge for Service - - - - - 0%
Hotel Occupancy Tax - - - - - 0%
Beverage Tax - - - - - 0%
Franchise Fees - - - - - 0%
Permits & Fees Other 5,500 6,000 6,000 6,000 - 0%
Permits & Fees Building - - - - - 0%
Permits & Fees Utility - - - - - 0%
Fines & Forfeitures - - - - - 0%
Investment Earnings 1,369 1,550 2,290 2,290 - 0%
Contributions 500 - 25,000 - (25,000) -100%
Misc Income - - - - - 0%
Total Revenues 7,369 7,550 33,290 8,290 (25,000) -75%
Transfers In 719,300 300,000 387,750 1,000,799 613,049 100%
Other Sources - - - - - 0%
Total Other Sources 719,300 300,000 387,750 1,000,799 613,049 100%
TOTAL REVENUES & OTHER SOURCES 726,669$ 307,550$ 421,040$ 1,009,089$ 588,049$ 140%
Payroll Salaries -$ -$ -$ -$ -$ 0%
Payroll Transfers In - - - - - 0%
Total Payroll and Related - - - - - 0%
Debt - - - - - 0%
Economic Development - - - - - 0%
Payroll Transfers Out - - - - - 0%
Repair & Maintenance - - - - - 0%
Rent & Utilities - - - - - 0%
Services - - - - - 0%
Supplies - - - - - 0%
Travel & Training - - - - - 0%
Total Operations & Maintenance - - - - - 0%
TOTAL OPERATING EXPENDITURES - - - - - 0%
Capital Project Funds - - - - - 0%
Capital Outlay - - - - - 0%
Maintenance & Replacment Funds 975,059 287,000 278,625 594,475 315,850 113%
Total Capital and M&R Projects 975,059 287,000 278,625 594,475 315,850 113%
Transfers Out - - - - - 0%
Other Sources - - - - - 0%
Total Other Uses - - - - - 0%
TOTAL NON-OPERATING EXPENDITURES 975,059 287,000 278,625 594,475 315,850 113%
TOTAL EXPENDITURES & OTHER USES 975,059 287,000 278,625 594,475 315,850 113%
Excess Revenues over(under) Expenditures (248,390) 20,550 142,415 414,614 272,199 -191%
FUND BALANCE, BEGINNING 228,768 (19,621) (19,621) 122,794 142,415 -726%
FUND BALANCE, ENDING (19,621) 929 122,794 537,408 414,614 338%
Restricted/Assigned/Committed Funds (19,621) 929 122,794 537,408 414,614 338%
UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ -$ 0%
Cash 600 10110 00 000 (19,621)$ 929$ 122,794$ 537,408$ 414,614$ 338%
TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS (19,621)$ 929$ 122,794$ 537,408$ 414,614$ 338%
REVENUES & OTHER SOURCES
EXPENDITURES & OTHER USES
RESTRICTED/ASSIGNED/COMMITED FUNDS
198
Section 5 Internal Service Funds
General Maintenance & Replacement Overview
The General Maintenance & Replacement Fund (GMR) was created to provide a mechanism
for the long term repair and replacement of large capital assets such as HVAC, walls, floors and
ceilings, plumbing, electric, roadways, etc.
This fund receives planned revenue transfers from each operating fund that owns and maintains
capital assets. Accumulated funds are intended to cover the cost of future capital repair and
replacement. The GMR is designed to (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 $ 1,009,089.
• This represents a 140% increase of $588,049 from the prior year estimated budget.
o Contributions decreased due to one-time receipts in the prior year from the Westlake
Academy Foundation for a Keller Police sub-station on the school premises.
o Transfers in from the General Fund increased $613,049 based on one-time planning
and development building permit fees and revenues.
Expenditures and Other Uses
• Expenditures and Other Uses are budgeted to be $594,475.
• This represents a 113% increase of $315,850 from the prior year estimated.
o The majority of this increase (68% = $215,000) is from the information technology
department; upgrades are budgeted for network storage & equipment, phone
systems, peripheral devices, and network servers.
o Westlake Academy maintenance and replacement projects (28% = $87,475) include
the following increases to; parking lot repairs, flooring upgrades, interior building
repair, classroom refurbishments, furniture, HVAC system, plumbing repairs,
playground equipment,
• Projects for fiscal year 2017/2018 are noted below:
Dept # Project Name Amount
Dept. 17 Academy Facilities $ 299,775 Increased $87,475
Dept. 19 Parks, Trails, Recreation 20,000 Increased $20,000
Dept. 20 Information Technology 245,000 Increased $215,000
Dept. 26 Municipal Facilities 29,750 Decreased $6,625
TOTAL PROJECTS $ 594,475
Fund Balance
• Excess revenues over(under) expenditures are projected to be $414,614.
• Beginning fund balance is projected to be $122,794.
• The ending fund balance is projected to be $537,408.
199
Estimated Adopted 1 2 3 4
Description Account Number FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23
REVENUES & OTHER SOURCES
Firefighter Equipment Fees n/a 600-34008-14-000 6,000$ 6,000$ 6,000$ 6,000$ 6,000$ 6,000$
Interest Income n/a 600-36110-00-000 2,290 2,290 2,165 2,165 2,165 2,165
WA Keller Police Substation n/a 600-33700-17-000-000053 25,000 - - - - -
Contributions n/a 600-33700-14-101 - - - - - -
Transfer in from UMR n/a 600-52541-88-000 - - - - - -
Transfer in from GF n/a 600-52510-88-000 387,750 1,000,799 579,537 498,660 447,350 447,350
TOTAL REVENUES AND OTHER SOURCES 421,040$ 1,009,089$ 587,702$ 506,825$ 455,515$ 455,515$
MAINTENANCE/REPLACEMENT PROJECTS
WA-Irrigation System 7 600-43340-17-000-000007 6,500$ 6,500$ 15,000$ 5,000$ 5,000$ 5,000$
WA-Carpet/VCT Flooring 8 600-45908-17-000-000008 25,000 35,000 15,000 15,000 15,000 15,000
WA-Ext Environmental Improvements Irrig 9 600-44306-17-000-000009 7,500 7,500 - 12,000 12,000 12,000
WA-Envrnmt Bldg UG light/water 10 600-45908-17-000-000010 2,750 10,000 - 5,000 5,000 5,000
WA-Exterior Paint & Wood R&M 11 600-45909-17-000-000011 4,500 4,500 4,000 8,000 8,000 8,000
WA-Painting/Cloth Wall R&M 12 600-44220-17-000-000012 6,500 6,500 10,000 8,000 8,000 8,000
WA-Roof Repairs 13 600-45909-17-000-000013 47,550 47,550 15,000 5,000 5,000 5,000
WA-Parking Lot 15 600-44306-17-000-000015 - 25,000 - - - -
WA-Refurbish Classrooms 17 600-45908-17-000-000017 21,000 30,000 35,000 25,000 25,000 25,000
WA-Update Security System 18 600-43354-17-000-000018 2,750 2,750 5,000 8,000 8,000 8,000
WA-Update Security Cameras 19 600-43354-17-000-000019 10,300 10,300 2,000 12,000 12,000 12,000
WA-Interior Building R&M 23 600-45908-17-000-000023 5,500 15,000 10,000 15,000 15,000 15,000
WA-15 Ton Split HVAC System 24 600-43347-17-000-000024 6,500 14,000 10,000 25,000 25,000 25,000
WA-2 Ton Roof Top Units 25 600-43347-17-000-000025 7,500 7,500 15,000 10,000 10,000 10,000
WA-AC ton/7.5 ton server room 26 600-43347-17-000-000026 6,500 6,500 - 20,000 20,000 20,000
WA-Heater Boilers 29 600-44219-17-000-000029 9,675 9,675 - 25,000 25,000 25,000
WA-HVAC System Replacement 32 600-43347-17-000-000032 7,500 7,500 - 5,000 5,000 5,000
WA-Plumbing Repair/Replacement 36 600-45904-17-000-000036 2,775 9,000 15,000 5,000 5,000 5,000
WA Playground Equipment 40 600-44311-17-000-000040 5,000 - - - -
WA-Furniture/Interior Bldg 45 600-47415-17-000-000045 7,000 15,000 - - - -
WA Keller Police Substation 53 600-47418-17-000-000053 25,000 - - - - -
Mech Equipment 2 man lift 55 600-47411-17-000-000055 - 25,000 - - - -
TOTAL ACADEMY FACILITIES MAINTENANCE Department 17 212,300 299,775 151,000 208,000 208,000 208,000
Park R&M 43 600-45911-19-000-000043 - 10,000 10,000 10,000 10,000 10,000
Trail Repairs 14 600-43343-19-000-000014 - 10,000 10,000 10,000 10,000 10,000
TOTAL PARKS & RECREATION Department 19 - 20,000 20,000 20,000 20,000 20,000
Servers & Network Storage 20 600-43405-20-000-000020 15,000 40,000 15,000 15,000 15,000 15,000
Network Printers/Peripheal Dev 21 600-43405-20-000-000021 5,000 5,000 5,000 5,000 5,000 5,000
Network Equipment 27 600-43405-20-000-000027 - 115,000 25,000 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 65,000 10,000 10,000 10,000 10,000
Server Replacements 33 600-43405-20-000-000033 5,000 20,000 12,500 100,000 12,500 12,500
TOTAL INFORMATION TECHNOLOGY Department 20 30,000 245,000 67,500 155,000 67,500 67,500
Town-Irrigation R&M 7 600-43340-26-000-000007 - 5,000 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 10,000
Town-Parking Lot 15 600-44306-26-000-000015 - 4,000 4,000 4,000 4,000 4,000
Town-Heater 29 600-44219-26-000-000029 - 3,000 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 5,000
Town-Furniture/Interior Bldg 45 600-47415-26-000-000045 36,325 2,700 - - - -
TOTAL TOWN FACILITIES MAINTENANCE Department 26 36,325 29,700 27,000 27,000 27,000 27,000
GRAND TOTAL PROJECTS 278,625 594,475 265,500 410,000 322,500 322,500
Excess Revenues over(under) Expenditures 142,415 414,614 322,202 96,825 133,015 133,015
BEGINNING FUND BALANCE (19,621) 122,794 537,408 859,610 956,435 1,089,450
ENDING FUND BALANCE 122,794$ 537,408$ 859,610$ 956,435$ 1,089,450$ 1,222,465$
Maintenance & Replacement Fund 600
GENERAL
Five Year Forecast
200
The Town of Westlake owns, operates, and maintains
a fleet of vehicles and recognizes that deferred
maintenance and not anticipating capital replacement
needs increases future capital costs.
These guidelines 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.
Vehicle Maintenance &
Replacement Guidelines
201
Section 5 Internal Service Funds
Guidelines for Vehicle Maintenance & Replacement
BUDGETING FOR RECURRING CAPITAL EXPENDITURES
Planning for non-periodic recurring capital expenditures may at first glance seem like a
difficult endeavor, but in fact dealing with them can be as simple as setting aside a
small portion of revenue over time. For example, if a piece of necessary capital has
been estimated to have an operational life of 10 years and costs $10,000, the town
could set aside $1,000 toward the recurring capital expenditures account each year.
Then, when it comes time to replace the unit, there will be little, if any, disruption to the
town’s cash flow. Note that changing market forces, such as inflation, also need to be
accounted for in the calculation, since an item that cost $10,000 a decade ago likely
costs more today.
EXAMPLE OF RECURRING CAPITAL EXPENSE IN TRANSPORTATION
Municipalities that rely on motor vehicles for their livelihood face a recurring, though
sometimes unpredictable, capital expense in the form of vehicle repairs and
replacement. A few different approaches are available that can be used to deal with
the realities of this expense. The most common and simplest way is to make repairs as
vehicle damage crops up and replace the vehicles once they are completely
unusable, which under most circumstances is a reasonable policy. The Town has
approved guidelines for replacement based on a point system. Staff reviews each
vehicle annually to determine the feasibility of the service length of the vehicle based
on the total points.
VEHICLE MAINTENANCE AND REPLACEMENT
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.
Vehicle and equipment replacement criteria will be developed according to each
item 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.
202
Section 5 Internal Service Funds
Guidelines for Vehicle Maintenance & Replacement
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.
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.
203
Section 5 Internal Service Funds
Guidelines for Vehicle Maintenance & Replacement
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.
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
204
Section 5 Internal Service Funds
Guidelines for Vehicle Maintenance & Replacement
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.
205
Section 5 Internal Service Funds
Guidelines for Vehicle Maintenance & Replacement
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
TOTAL 60
206
Section 5 Internal Service Funds
Guidelines for 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
Type Crown Victoria Passenger Car 1
Mileage 64,000 6
Maintenance Repair driver side window motor 2
Condition Poor paint and body condition, hail damage, rust spots,
small dents, interior has rips, tears, stains, cracking on
seat covers
5
Total Points 40
Staff recommendation = Replacement this year
Data Description Points
Year 2005 14
Type Silverado F150 extended cab truck 1
Mileage 35,000 3
Maintenance low 1
Condition Very good exterior and interior condition 1
Total Points 20
Staff recommendation = Include the replacement cost in the five-year forecast
Point range and guidelines for Category "B" and “C”
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
207
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208
The Vehicle Maintenance & Replacement
Fund was created to provide a mechanism
for the long term repair and replacement
of the Town’s Utility Fund vehicles.
Vehicle Maintenance &
Replacement Fund (Utility)
Fund
505
209
Utility Vehicle Maintenance & Replacement Fund 505
Program Summary
Fiscal Year 2018/2019
Adopted Estimated Adopted FY 18/19 Adopted
Actuals Budget Budget Budget vs
FY 16/17 FY 17/18 FY 17/18 FY 18/19 FY 17/18 Estimated
General Sales Tax -$ -$ -$ -$ -$ 0%
Property Tax - - - - - 0%
Charge for Service 8,650 - - - - 0%
Hotel Occupancy Tax - - - - - 0%
Beverage Tax - - - - - 0%
Franchise Fees - - - - - 0%
Permits & Fees Other - - - - - 0%
Permits & Fees Building - - - - - 0%
Permits & Fees Utility - - - - - 0%
Fines & Forfeitures - - - - - 0%
Investment Earnings 89 40 350 350 - 0%
Contributions - - - - - 0%
Misc Income - - - - - 0%
Total Revenues 8,739 40 350 350 - 0%
Transfers In 8,335 6,250 6,250 10,000 3,750 100%
Other Sources - - - - - 0%
Total Other Sources 8,335 6,250 6,250 10,000 3,750 100%
TOTAL REVENUES & OTHER SOURCES 17,074$ 6,290$ 6,600$ 10,350$ 3,750$ 57%
Payroll Salaries -$ -$ -$ -$ -$ 0%
Payroll Transfers In - - - - - 0%
Total Payroll and Related - - - - - 0%
Debt - - - - - 0%
Economic Development - - - - - 0%
Insurance - - - - - 0%
Payroll Transfers Out - - - - - 0%
Repair & Maintenance - - - - - 0%
Rent & Utilities - - - - - 0%
Services - - - - - 0%
Supplies - - - - - 0%
Water Purchases - - - - - 0%
Total Operations & Maintenance - - - - - 0%
TOTAL OPERATING EXPENDITURES - - - - - 0%
Capital Project Funds - - - - - 0%
Capital Outlay - - - - - 0%
Maintenance & Replacment Funds - - - - - 0%
Total Capital and M&R Projects - - - - - 0%
Transfers Out - - - - - 0%
Other Sources - - - - - 0%
Total Other Uses - - - - - 0%
TOTAL NON-OPERATING EXPENDITURES - - - - - 0%
TOTAL EXPENDITURES & OTHER USES - - - - - 0%
Excess Revenues over(under) Expenditures 17,074 6,290 6,600 10,350 3,750 -57%
FUND BALANCE, BEGINNING - 17,074 17,074 23,674 6,600 100%
FUND BALANCE, ENDING 17,074 23,364 23,674 34,024 10,350 44%
Restricted/Assigned/Committed Funds 17,074 23,364 23,674 34,024 10,350 44%
UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ -$ 0%
Cash 505 10110 00 000 17,074$ 23,364$ 23,674$ 34,024$ 10,350$ 44%
TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 17,074$ 23,364$ 23,674$ 34,024$ 10,350$ 44%
REVENUES & OTHER SOURCES
EXPENDITURES & OTHER USES
RESTRICTED/ASSIGNED/COMMITED FUNDS
210
Section 5 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
• Revenues and other sources are budgeted at $10,350
• This represents a 57% increase of $3,750 from the prior year estimated.
o Transfers in from the Utility Fund are budgeted to increase $3,750.
Expenditures and Other Uses
• There are no expenditures budgeted for this fiscal year.
Fund Balance
• Excess revenues over(under) expenditures are budgeted to be $10,350.
• The beginning fund balance is projected to be $23,674.
• The ending fund balance is projected to be $34,024.
211
Estimated Adopted 1 2 3 4
Description Account Number FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23
REVENUES & OTHER SOURCES
Transfer in from Utility Fund 505-52550-88-000 6,250 10,000 10,000 10,000 10,000 10,000
Sales of Surplus 505-34144-16-000 - - - - - -
Insurance Proceeds 505-39100-16-000 - - - - - -
Interest Income 505-36110-16-000 350 350 350 350 350 350
6,600$ 10,350$ 10,350$ 10,350$ 10,350$ 10,350$
EXPENDITURES & OTHER USES
Public Works Vehicle 505-47410-16-000 -$ -$ -$ 50,000$ -$ -$
- - - 50,000 - -
6,600 10,350 10,350 (39,650) 10,350 10,350
17,074 23,674 34,024 44,374 4,724 15,074
23,674$ 34,024$ 44,374$ 4,724$ 15,074$ 25,424$
Excess Revenues over(under) Expenditures
BEGINNING FUND BALANCE
ENDING FUND BALANCE
UTILITY
Vehicle Maintenance & Replacement Fund 505
Five Year Forecast
TOTAL REVENUES AND OTHER SOURCES
TOTAL EXPENDITURES
212
The Vehicle Maintenance & Replacement
Fund was created to provide a mechanism
for the long term repair and replacement
of Town vehicles.
Vehicle Maintenance &
Replacement Fund (General)
Fund
605
213
General Vehicle Maintenance & Replacement Fund 605
Program Summary
Fiscal Year 2018/2019
Adopted Estimated Adopted FY 18/19 Adopted
Actuals Budget Budget Budget vs
FY 16/17 FY 17/18 FY 17/18 FY 18/19 FY 17/18 Estimated
General Sales Tax -$ -$ -$ -$ -$ 0%
Property Tax - - - - - 0%
Charge for Service - - - - - 0%
Hotel Occupancy Tax - - - - - 0%
Beverage Tax - - - - - 0%
Franchise Fees - - - - - 0%
Permits & Fees Other - - - - - 0%
Permits & Fees Building - - - - - 0%
Permits & Fees Utility - - - - - 0%
Fines & Forfeitures - - - - - 0%
Investment Earnings 1,398 925 2,490 2,490 - 0%
Contributions 110,000 - 105,000 - (105,000) -100%
Misc Income 4,829 - - - - 0%
Total Revenues 116,227 925 107,490 2,490 (105,000) -98%
Transfers In - - 350,000 460,266 110,266 32%
Other Sources - - - - - 0%
Total Other Sources - - 350,000 460,266 110,266 32%
TOTAL REVENUES & OTHER SOURCES 116,227$ 925$ 457,490$ 462,756$ 5,266$ 1%
Payroll Salaries -$ -$ -$ -$ -$ 0%
Payroll Transfers In - - - - - 0%
Total Payroll and Related - - - - - 0%
Debt - - - - - 0%
Economic Development - - - - - 0%
Payroll Transfers Out - - - - - 0%
Repair & Maintenance - - - - - 0%
Rent & Utilities - - - - - 0%
Services - - - - - 0%
Supplies - - - - - 0%
Travel & Training - - - - - 0%
Total Operations & Maintenance - - - - - 0%
TOTAL OPERATING EXPENDITURES - - - - - 0%
Capital Project Funds - - - - - 0%
Capital Outlay - - - - - 0%
Maintenance & Replacment Funds 67,444 - 105,000 260,000 155,000 148%
Total Capital and M&R Projects 67,444 - 105,000 260,000 155,000 148%
Transfers Out - - - - - 0%
Other Sources - - - - - 0%
Total Other Uses - - - - - 0%
TOTAL NON-OPERATING EXPENDITURES 67,444 - 105,000 260,000 155,000 148%
TOTAL EXPENDITURES & OTHER USES 67,444 - 105,000 260,000 155,000 148%
Excess Revenues over(under) Expenditures 48,783 925 352,490 202,756 (149,734) 42%
FUND BALANCE, BEGINNING 177,574 226,358 226,358 578,848 352,490 156%
FUND BALANCE, ENDING 226,358 227,283 578,848 781,604 202,756 35%
Restricted/Assigned/Committed Funds 226,358 227,283 578,848 781,604 202,756 35%
UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ -$ 0%
Cash 605 10110 00 000 226,358$ 227,283$ 578,848$ 781,604$ 202,756$ 35%
TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 226,358$ 227,283$ 578,848$ 781,604$ 202,756$ 35%
REVENUES & OTHER SOURCES
EXPENDITURES & OTHER USES
RESTRICTED/ASSIGNED/COMMITED FUNDS
214
Section 5 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 and other sources are budgeted to be $462,756.
• This represents a 1% increase of $5,266 from the prior year estimated.
o Contributions decreased $105,000 due to one-time funds from the Foundation for the
purchase of a school bus.
o Transfer In from General Fund increased $110,266 to build fund balance
Expenditures and Other Uses
• Expenditures and other uses are budgeted to be $260,000.
• This represents a 148% increase of $155,000 from the prior year estimated.
o One-time purchase in the prior year -passenger bus for Westlake Academy $110K
o The FY8/19 budget includes $260,000 for the maintenance and repair of the Fire
department ambulance.
Fund Balance
• Excess revenues over(under) expenditures are projected to be $9202,756.
• The beginning fund balance is projected to be $578,848.
• The ending fund balance is projected to be $781,604.
215
Estimated Adopted 1 2 3 4
Description Account Number FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23
REVENUES & OTHER SOURCES
Transfer In from General Fund 605-52510-88-000 350,000$ 460,266$ 579,537$ 498,662$ 447,350$ 447,350$
Transfer in from Utility Fund 605-52550-88-000 - - - - - -
Contributions (WA Foundation)605-33700-10-000 105,000 - 150,000 - - -
Sales of Surplus 605-34144-16-000 - - - - - -
Sales of Surplus 605-34144-14-000 - - - - - -
Insurance Proceeds 605-39100-14-000 - - - - - -
Interest Income 605-36110-10-000 2,490 2,490 2,450 2,450 2,450 2,450
457,490$ 462,756$ 731,987$ 501,112$ 449,800$ 449,800$
EXPENDITURES & OTHER USES
Westlake Academy Buses 605-47410-10-000 105,000$ -$ 150,000$ -$ -$ -$
Fire Dept - Fire Marshal Vehicle 605-47410-14-000 - - - - 60,000 -
Fire Dept - Ambulance M&R 605-47410-14-000 - 260,000 - - - -
Fire Dept - Ladder Truck 605-47410-14-000 - - - - - 1,000,000
Municipal Court - Marshal Vehicle 605-47410-15-000 - - - - - -
Facilities Maintenance Vehicle 605-47410-17-000 - - - 50,000 - -
105,000 260,000 150,000 50,000 60,000 1,000,000
352,490 202,756 581,987 451,112 389,800 (550,200)
226,358 578,848 781,604 1,363,591 1,814,703 2,204,503
578,848$ 781,604$ 1,363,591$ 1,814,703$ 2,204,503$ 1,654,303$ ENDING FUND BALANCE
GENERAL
Excess Revenues over(under) Expenditures
BEGINNING FUND BALANCE
TOTAL REVENUES AND OTHER SOURCES
TOTAL EXPENDITURES
Five Year Forecast
Vehicle Maintenance & Replacement Fund 605
216
217
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218
Fiscal Year 2018/2019
Adopted Estimated Adopted FY 18/19 Adopted
Actuals Budget Budget Budget vs vs
FY 16/17 FY 17/18 FY 17/18 FY 18/19 FY 17/18 Estimated
General Sales Tax 1,297,086$ 1,439,500$ 1,439,500$ 1,700,000$ 260,500$ 18%
Property Tax - - - - - 0%
Hotel Tax 751,601 845,000 853,642 853,642 - 0%
Charge for Services - - - - - 0%
Beverage Tax - - - - - 0%
Franchise Fees - - - - - 0%
Permits & Fees - - - - - 0%
Permits & Fees Buildings - - - - - 0%
Permits & Fees Utility - - - - - 0%
Fines & Forfeitures - - - - - 0%
Investment Earnings 7,164 5,230 14,881 14,881 - 0%
Contributions 1,013,100 753,000 373,000 197,300 (175,700) -47%
Misc Income 173,237 66,310 112,312 69,587 (42,725) -38%
Total Revenues 3,242,187 3,109,040 2,793,335 2,835,410 42,075 2%
Transfers In - - - - - 0%
Other Sources - - - - - 0%
Total Other Sources - - - - - 0%
TOTAL REVENUES & OTHER SOURCES 3,242,187$ 3,109,040$ 2,793,335$ 2,835,410$ 42,075$ 2%
Payroll Salaries -$ -$ -$ -$ -$ 0%
Payroll Transfer In - - - - - 0%
Total Payroll and Related - - - - - 0%
Debt - - - - - 0%
Economic Development 163,578 234,640 238,940 336,940 98,000 41%
Payroll Transfer Out 385,780 518,510 518,510 555,167 36,657 7%
Repair & Maintenance - - - - - 0%
Rent & Utilities 38,952 59,789 60,569 80,614 20,045 33%
Services 660,046 377,315 506,270 329,516 (176,754) -35%
Supplies 647 10,000 11,762 11,762 - 0%
Travel & Training 4,116 4,145 5,919 5,919 - 0%
Total Operations & Maintenance 1,253,117 1,204,399 1,341,970 1,319,918 (22,052) -2%
TOTAL OPERATING EXPENDITURES 1,253,117 1,204,399 1,341,970 1,319,918 (22,052) -2%
Capital Project Funds - - - - - 0%
Capital Outlay 29,612 - - - - 0%
Maintenance & Replacement Funds - - - - - 0%
Total Capital 29,612 - - - - 0%
Transfers Out 2,403,656 1,987,500 1,577,500 1,564,300 (13,200) -1%
Other Uses - - - - - 0%
Total Other Uses 2,403,656 1,987,500 1,577,500 1,564,300 (13,200) -1%
TOTAL NON-OPERATING EXPENDITURES 2,433,268 1,987,500 1,577,500 1,564,300 (13,200) -1%
TOTAL EXPENDITURES & OTHER USES 3,686,385 3,191,899 2,919,470 2,884,218 (35,252) -1%
Excess Revenus over(under) Expenditures (444,198) (82,859) (126,135) (48,808) 77,327 61%
FUND BALANCE, BEGINNING 1,745,641 1,301,443 1,301,443 1,175,308 (126,135) -10%
FUND BALANCE, ENDING 1,301,443 1,218,584 1,175,308 1,126,499 (48,808) -4%
Restricted/Assigned/Committed Funds 1,301,443 1,218,584 1,175,308 1,126,499 (48,808) -4%
UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ -$ 0%
Cash 1,301,443$ 1,218,584$ 1,175,308$ 1,126,499$ (48,808)$ -4%
- 0%
- 0%
- 0%
- 0%
TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 1,301,443$ 1,218,584$ 1,175,308$ 1,126,499$ (48,808)$ -4%
S P E C I A L R E V E N U E F U N D S
Combined Program Summary
RESTRICTED/ASSIGNED/COMMITTED FUNDS
REVENUES & OTHER SOURCES
EXPENDITURES & OTHER USES
219
I N T E R N A L S E R V I C E F U N D S
Current Year Fund Detail
Fiscal Year 2018/2019
VA Fund 220 4B Fund 200 ED Fund 210 PID Fund 215 PA Fund 225 LS Fund 418 TOTAL
General Sales Tax $ - $ 1,400,000 $ 300,000 $ - $ - $ - $ 1,700,000
Property Tax - - - - - - -
Charge for Services - - - - - - -
Hotel Tax 816,702 - 36,940 - - - 853,642
Beverage Tax - - - - - - -
Franchise Fees - - - - - - -
Permits and Fees - - - - - - -
Permits and Fees Bldg Permits and Fees Building - - - - - - -
Fines and Forfeitures - - - - - - -
Investment Earnings 14,606 - - - - 275 14,881
Contributions 3,000 - 164,300 - 30,000 - 197,300
Misc Income 9,587 - - 60,000 - - 69,587
Total Revenues 843,895 1,400,000 501,240 60,000 30,000 275 2,835,410
Transfers In - - - - - - -
Other Sources - - - - - - -
Total Other Sources - - - - - - -
TOTAL REVENUES AND OTHER SOURCES 843,895$ 1,400,000$ 501,240$ 60,000$ 30,000$ 275$ 2,835,410$
Payroll Salaries $ - $ - $ - $ - $ - $ - $ -
Payroll Transfers In - - - - - - -
Total Payroll & Related - - - - - - -
Debt - - - - - - -
Economimc Development - - 336,940 - - - 336,940
Payroll Transfers Out 555,167 - - - - - 555,167
Repair & Maintenance - - - - - - -
Rent & Utilities 80,614 - - - - - 80,614
Services 329,516 - - - - - 329,516
Supplies 11,762 - - - - - 11,762
Travel & Training 5,919 - - - - - 5,919
Total Operations & Maintenance 982,978 - 336,940 - - - 1,319,918
TOTAL OPERATING EXPENDITURES 982,978 - 336,940 - - - 1,319,918
Capital Project Funds - - - - - - -
Capital Outlay - - - - - - -
Maintenance & Replacement Funds - - - - - - -
Total Capital - - - - - - -
Transfers Out - 1,400,000 164,300 - - - 1,564,300
Other Uses - - - - - - -
Total Other Uses - 1,400,000 164,300 - - - 1,564,300
TOTAL NON-OPERATING EXPENDITURES - 1,400,000 164,300 - - - 1,564,300
TOTAL EXPENDITURES AND OTHER USES 982,978$ 1,400,000$ 501,240$ -$ -$ -$ 2,884,218$
Excess Revenus over(under) Expenditures (139,083) - - 60,000 30,000 275 (48,808)
BEGINNING FUND BALANCE 753,694 - - 377,549 30,000 14,065 1,175,308
ENDING FUND BALANCE 614,610$ -$ -$ 437,549$ 60,000$ 14,340$ 1,126,499$
REVENUES & OTHER SOURCES
EXPENDITURES AND OTHER USES
220
The Visitors Association Fund was established
in late FY 1999-2000 and collects a 7% hotel
occupancy tax from the Marriott Solana and
any future Westlake hotels.
Visitors Association Fund Fund
220
221
Visitor Association Fund 220
Program Summary
Fiscal Year 2018/2019
Adopted Estimated Adopted FY 18/19 Adopted
Actuals Budget Budget Budget vs
FY 16/17 FY 17/18 FY 17/18 FY 18/19 FY 17/18 Estimated
General Sales Tax -$ -$ -$ -$ -$ 0%
Property Tax - - - - - 0%
Charge for Service - - - - - 0%
Hotel Occupancy Tax 722,423 812,360 816,702 816,702 - 0%
Beverage Tax - - - - - 0%
Franchise Fees - - - - - 0%
Permits & Fees Other - - - - - 0%
Permits & Fees Building - - - - - 0%
Permits & Fees Utility - - - - - 0%
Fines & Forfeitures - - - - - 0%
Investment Earnings 7,054 5,150 14,606 14,606 - 0%
Contributions 3,100 3,000 3,000 3,000 - 0%
Misc Income 2,667 6,310 14,137 9,587 (4,550) -32%
Total Revenues 735,244 826,820 848,445 843,895 (4,550) -0.5%
Transfers In - - - - - 0%
Other Sources - - - - - 0%
Total Other Sources - - - - - 0%
TOTAL REVENUES & OTHER SOURCES 735,244$ 826,820$ 848,445$ 843,895$ (4,550)$ -0.5%
Payroll Salaries -$ -$ -$ -$ -$ 0%
Payroll Transfers In - - - - - 0%
Total Payroll and Related - - - - - 0%
Debt - - - - - 0%
Economic Development - - - - - 0%
Insurance - - - - - 0%
Payroll Transfers Out 385,780 518,510 518,510 555,167 36,657 7%
Repair & Maintenance - - - - - 0%
Rent & Utilities 38,952 59,789 60,569 80,614 20,045 33%
Services 287,559 317,315 297,159 329,516 32,357 11%
Supplies 647 10,000 11,762 11,762 - 100%
Water Purchases - - - - - 0%
Total Operations & Maintenance 712,937 905,614 888,000 977,059 89,059 10%
TOTAL OPERATING EXPENDITURES 712,937 905,614 888,000 977,059 89,059 10%
Capital Project Funds - - - - - 0%
Capital Outlay - - - - - 0%
Maintenance & Replacment Funds - - - - - 0%
Total Capital and M&R Projects - - - - - 0%
Transfers Out 230,970 - - - - 0%
Other Sources - - - - - 0%
Total Other Uses 230,970 - - - - 0%
TOTAL NON-OPERATING EXPENDITURES 230,970 - - - - 0%
TOTAL EXPENDITURES & OTHER USES 943,907 905,614 888,000 977,059 89,059 10%
Excess Revenues over(under) Expenditures (208,663) (78,794) (39,555) (133,164) (93,609) -237%
FUND BALANCE, BEGINNING 1,011,947 799,168 799,168 759,613 (39,555) -5%
FUND BALANCE, ENDING 803,284 720,374 759,613 626,448 (133,164) -18%
Restricted/Assigned/Committed Funds 803,284 720,374 759,613 626,448 (133,164) -18%
UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ -$ 0%
Cash 220 10110 00 000 803,284$ 720,374$ 759,613$ 626,448$ (133,164)$ -18%
TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 803,284$ 720,374$ 759,613$ 626,448$ (133,164)$ -18%
REVENUES & OTHER SOURCES
EXPENDITURES & OTHER USES
RESTRICTED/ASSIGNED/COMMITED FUNDS
222
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 $843,895
• This represents a 0.5% decrease of $4,550 from prior year estimated revenues.
o Hotel Occupancy Tax revenues are projected to remain flat at $816,702.
o Miscellaneous income is projected to decrease $.
Operating Expenditures
• Total operating expenditures are budgeted to be $977,059
• This represents an 10% increase of $89,059 from prior year estimated expenditures.
o Payroll transfers out to the General Fund are budgeted to increase $36,657 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 $20,045 based on the tiered leasing cost of
the new municipal building space in July 2017.
o Service expenditures increased $32,357 as a result of an increase for an enhanced
municipal app, and the creation of a new municipal style guide to aid all staff in
properly implementing our new Town of Westlake branding initiative
Non-Operating Expenditures
• There are no budgeted non-operating expenditures 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
• Excess revenues over(under) expenditures are budgeted to be $(139,083).
• The beginning fund balance is projected to $753,694
• The ending fund balance is projected to be $614,610.
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224
The 4B Economic Development Fund collects
a ½ cent sales tax to be allocated
to qualified development projects.
The 4B Fund has been committed to
the repayment of the debt incurred for
the Town’s Civic Campus project.
4B Economic Development
Fund
Fund
200
225
4B Economic Development Fund
Program Summary
Fiscal Year 2018/2019
Adopted Estimated Adopted FY 18/19 Adopted
Actuals Budget Budget Budget vs
FY 16/17 FY 17/18 FY 17/18 FY 18/19 FY 17/18 Estimated
General Sales Tax 1,162,686$ 1,237,500$ 1,237,500$ 1,400,000$ 162,500$ 13%
Property Tax - - - - - 0%
Charge for Service - - - - - 0%
Hotel Occupancy Tax - - - - - 0%
Beverage Tax - - - - - 0%
Franchise Fees - - - - - 0%
Permits & Fees Other - - - - - 0%
Permits & Fees Building - - - - - 0%
Permits & Fees Utility - - - - - 0%
Fines & Forfeitures - - - - - 0%
Investment Earnings - - - - - 0%
Contributions - - - - - 0%
Misc Income - - - - - 0%
Total Revenues 1,162,686 1,237,500 1,237,500 1,400,000 162,500 13%
Transfers In - - - - - 100%
Other Sources - - - - - 0%
Total Other Sources - - - - - 100%
TOTAL REVENUES & OTHER SOURCES 1,162,686$ 1,237,500$ 1,237,500$ 1,400,000$ 162,500$ 13%
Payroll Salaries -$ -$ -$ -$ -$ 0%
Payroll Transfers In - - - - - 0%
Total Payroll and Related - - - - - 0%
Debt - - - - - 0%
Economic Development - - - - - 0%
Insurance - - - - - 0%
Payroll Transfers Out - - - - - 0%
Repair & Maintenance - - - - - 0%
Rent & Utilities - - - - - 0%
Services - - - - - 0%
Supplies - - - - - 0%
Water Purchases - - - - - 0%
Total Operations & Maintenance - - - - - 0%
TOTAL OPERATING EXPENDITURES - - - - - 0%
Capital Project Funds - - - - - 0%
Capital Outlay - - - - - 0%
Maintenance & Replacment Funds - - - - - 0%
Total Capital and M&R Projects - - - - - 0%
Transfers Out 1,162,686 1,237,500 1,237,500 1,400,000 162,500 13%
Other Sources - - - - - 0%
Total Other Uses 1,162,686 1,237,500 1,237,500 1,400,000 162,500 13%
TOTAL NON-OPERATING EXPENDITURES 1,162,686 1,237,500 1,237,500 1,400,000 162,500 13%
TOTAL EXPENDITURES & OTHER USES 1,162,686 1,237,500 1,237,500 1,400,000 162,500 13%
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%
REVENUES & OTHER SOURCES
EXPENDITURES & OTHER USES
RESTRICTED/ASSIGNED/COMMITED FUNDS
226
Section 6 Special Revenue Funds
4B Economic Development Fund Overview
The 4B Economic Development Fund collects a half-cent sales tax to be allocated to qualified
development projects. Since FY 2006 the 4B Fund has been committed to the repayment of the
debt incurred for the Town’s Civic Campus project.
Revenues
• Revenues are budgeted to be $1,400,000
o This amount represents a 13 increase of $162,500 from prior year estimated.
Transfers Out
• Transfers out to the Debt Service Fund are budgeted to be $1,400,000, representing 100%
of revenues.
o This amount represents a 13% of $162,500 increase from prior year estimated.
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228
The Economic Development Fund was set up
to maintain all receipts and disbursement
of funds pertaining to agreements between
the Town and various corporations
for economic development.
Economic Development Fund
Fund
210
229
Economic Development Fund 210
Program Summary
Fiscal Year 2018/2019
Adopted Estimated Adopted FY 18/19 Adopted
Actuals Budget Budget Budget vs
FY 16/17 FY 17/18 FY 17/18 FY 18/19 FY 17/18 Estimated
General Sales Tax 134,400$ 202,000$ 202,000$ 300,000$ 98,000$ 49%
Property Tax - - - - - 0%
Charge for Service - - - - - 0%
Hotel Occupancy Tax 29,178 32,640 36,940 36,940 - 0%
Beverage Tax - - - - - 0%
Franchise Fees - - - - - 0%
Permits & Fees Other - - - - - 0%
Permits & Fees Building - - - - - 0%
Permits & Fees Utility - - - - - 0%
Fines & Forfeitures - - - - - 0%
Investment Earnings - - - - - 0%
Contributions 1,010,000 750,000 340,000 164,300 (175,700) -52%
Misc Income 0 - - - - 0%
Total Revenues 1,173,578 984,640 578,940 501,240 (77,700) -13%
Transfers In - - - - - 100%
Other Sources - - - - - 0%
Total Other Sources - - - - - 100%
TOTAL REVENUES & OTHER SOURCES 1,173,578$ 984,640$ 578,940$ 501,240$ (77,700)$ -13%
Payroll Salaries -$ -$ -$ -$ -$ 0%
Payroll Transfers In - - - - - 0%
Total Payroll and Related - - - - - 0%
Debt - - - - - 0%
Economic Development 163,578 234,640 238,940 336,940 98,000 41%
Insurance - - - - - 0%
Payroll Transfers Out - - - - - 0%
Repair & Maintenance - - - - - 0%
Rent & Utilities - - - - - 0%
Services - - - - - 0%
Supplies - - - - - 0%
Water Purchases - - - - - 0%
Total Operations & Maintenance 163,578 234,640 238,940 336,940 98,000 41%
TOTAL OPERATING EXPENDITURES 163,578 234,640 238,940 336,940 98,000 41%
Capital Project Funds - - - - - 0%
Capital Outlay - - - - - 0%
Maintenance & Replacment Funds - - - - - 0%
Total Capital and M&R Projects - - - - - 0%
Transfers Out 1,010,000 750,000 340,000 164,300 (175,700) -52%
Other Sources - - - - - 0%
Total Other Uses 1,010,000 750,000 340,000 164,300 (175,700) -52%
TOTAL NON-OPERATING EXPENDITURES 1,010,000 750,000 340,000 164,300 (175,700) -52%
TOTAL EXPENDITURES & OTHER USES 1,173,578 984,640 578,940 501,240 (77,700) -13%
Excess Revenues over(under) Expenditures 0 - - - - 0%
FUND BALANCE, BEGINNING (0) - - - - 0%
FUND BALANCE, ENDING 0 - - - - 0%
Restricted/Assigned/Committed Funds 0 - - - - 0%
UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ -$ 0%
Cash 210 10110 00 000 0$ -$ -$ -$ -$ 0%
TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 0$ -$ -$ -$ -$ 0%
REVENUES & OTHER SOURCES
EXPENDITURES & OTHER USES
RESTRICTED/ASSIGNED/COMMITED FUNDS
230
Section 6 Special Revenue Funds
Economic Development Fund Overview
The Economic Development Fund was created to transparently account for all receipts and
disbursements related to economic development agreements.
Currently, revenues and transfers in are used to:
• Fulfill incentive obligations negotiated with Fidelity Investments and Deloitte University as part
of their relocation to Westlake
• Transfer funds to the Westlake Academy Expansion Fund as part of development agreement
The economic development agreement with Deloitte University includes a 50% reimbursement of the
1% general sales tax receipts and 50% of the hotel/motel tax receipts generated through business
activities in Westlake.
The agreement with Maguire Partners-Solana Land LP includes a $10,000 per lot contribution for the
benefit of Westlake Academy from the final platting of lots in the Granada residential subdivision
and Entrada development.
Revenues and Other Sources
• Total revenues and other sources are budgeted to be $501,240.
• This represents a 13% decrease of $77,700 from the prior year estimated.
o General sales tax increased $98,000.
o Hotel occupancy tax remained flat at $36,940.
o Contributions are budgeted at $164,300, a decrease of $175,000 (52%)
Note; these payments are for expected plattings and are recorded in the
Economic Development Fund and transferred to the Westlake Academy
Expansion Fund.
Operating Expenditures
• Total operating expenditures are budgeted to be $336.940
• This represents a 41% increase of $98,000 from the prior year estimated.
o Economic development increased $98,000 in sales tax.
Schwab Sales tax increased $200,000 from prior year
Deloitte Sales Tax decreased $102,000 from prior year
Deloitte Hotel Tax to remain flat at $36,940
Non-Operating Expenditures
• Total non-operating expenditures are budgeted to be $164,300
• This represents a 52% decrease of $175,700 from the prior year estimated.
o Transfers out to the Westlake Academy Expansion Fund decreased based on the
expected platting.
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232
The Local Public Improvement District Fund
accounts for monies received from bond proceeds,
inspection fees and payments related to the
Solana Public Improvement District.
The District was created by ordinance in February
2014 to finance the construction of public
infrastructure (such as water lines and streets)
in the Entrada subdivision.
Local Public Improvement
District
Fund
215
233
Local Public Improvement District Fund 215
Program Summary
Fiscal Year 2018/2019
Adopted Estimated Adopted FY 18/19 Adopted
Actuals Budget Budget Budget vs
FY 16/17 FY 17/18 FY 17/18 FY 18/19 FY 17/18 Estimated
General Sales Tax -$ -$ -$ -$ -$ 0%
Property Tax - - - - - 0%
Charge for Service - - - - - 0%
Hotel Occupancy Tax - - - - - 0%
Beverage Tax - - - - - 0%
Franchise Fees - - - - - 0%
Permits & Fees Other - - - - - 0%
Permits & Fees Building - - - - - 0%
Permits & Fees Utility - - - - - 0%
Fines & Forfeitures - - - - - 0%
Investment Earnings - - - - - 0%
Contributions - - - - - 0%
Misc Income 170,569 60,000 98,175 60,000 (38,175) -39%
Total Revenues 170,569 60,000 98,175 60,000 (38,175) -39%
Transfers In - - - - - 0%
Other Sources - - - - - 0%
Total Other Sources - - - - - 0%
TOTAL REVENUES & OTHER SOURCES 170,569$ 60,000$ 98,175$ 60,000$ (38,175)$ -39%
Payroll Salaries -$ -$ -$ -$ -$ 0%
Payroll Transfers In - - - - - 0%
Total Payroll and Related - - - - - 0%
Debt - - - - - 0%
Economic Development - - - - - 0%
Insurance - - - - - 0%
Payroll Transfers Out - - - - - 0%
Repair & Maintenance - - - - - 0%
Rent & Utilities - - - - - 0%
Services 372,487 60,000 209,111 - (209,111) -100%
Supplies - - - - - 0%
Water Purchases - - - - - 0%
Total Operations & Maintenance 372,487 60,000 209,111 - (209,111) -100%
TOTAL OPERATING EXPENDITURES 372,487 60,000 209,111 - (209,111) -100%
Capital Project Funds - - - - - 0%
Capital Outlay 29,612 - - - - 0%
Maintenance & Replacment Funds - - - - - 0%
Total Capital and M&R Projects 29,612 - - - - 0%
Transfers Out - - - - - 0%
Other Sources - - - - - 0%
Total Other Uses - - - - - 0%
TOTAL NON-OPERATING EXPENDITURES 29,612 - - - - 0%
TOTAL EXPENDITURES & OTHER USES 402,099 60,000 209,111 - (209,111) -100%
Excess Revenues over(under) Expenditures (231,529) - (110,936) 60,000 170,936 154%
FUND BALANCE, BEGINNING 720,015 488,485 488,485 377,549 (110,936) -23%
FUND BALANCE, ENDING 488,485 488,485 377,549 437,549 60,000 16%
Restricted/Assigned/Committed Funds 488,485 488,485 377,549 437,549 60,000 16%
UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ -$ 0%
Cash 215 10110 00 000 488,485$ 488,485$ 377,549$ 437,549$ 60,000$ 16%
TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 488,485$ 488,485$ 377,549$ 437,549$ 60,000$ 16%
REVENUES & OTHER SOURCES
EXPENDITURES & OTHER USES
RESTRICTED/ASSIGNED/COMMITED FUNDS
234
Section 6 Special Revenue Funds
Local Public Improvement District Overview
The Public Improvement District (PID) Fund (Local) accounts for monies received from the original
bond proceeds, inspection fees and payments related to the Solana Public Improvement District.
The District was created by ordinance in February 2014 to finance the construction of public
infrastructure (such as water lines and streets) in the Entrada subdivision. This fund was created to
segregate “Local” PID expenditures from the Capital Project Fund.
Revenues deposited into the PID Fund are used to cover engineering, consulting, legal, and
advertising costs attributable to Entrada development and construction.
Revenues and Transfers In
• Revenues and other sources are budgeted to be $60,000.
• This represents a 39% decrease of $38,175 from the prior year estimated.
o Miscellaneous income decreased $38,175
Expenditures and Transfers Out
• There are not budgeted expenditures and other uses.
• This represents an 100% decrease of $209,111 from the prior year estimated.
o Service expenditures decreased $209,111.
Fund Balance
• The ending fund balance is projected to be $437,549.
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236
Westlake’ s Public Art Program is a visionary
initiative which seeks to spread awareness of
art within the larger culture of the Town and
its process of governance.
Westlake seeks art that is enduring, timeless,
and a treasure from the present that is given
to the citizens of the future.
Public Arts FundFund
225
237
Public Arts Fund 225
Program Summary
Fiscal Year 2018/2019
Adopted Estimated Adopted FY 18/19 Adopted
Actuals Budget Budget Budget vs
FY 16/17 FY 17/18 FY 17/18 FY 18/19 FY 17/18 Estimated
General Sales Tax -$ -$ -$ -$ -$ 0%
Property Tax - - - - - 0%
Charge for Service - - - - - 0%
Hotel Occupancy Tax - - - - - 0%
Beverage Tax - - - - - 0%
Franchise Fees - - - - - 0%
Permits & Fees Other - - - - - 0%
Permits & Fees Building - - - - - 0%
Permits & Fees Utility - - - - - 0%
Fines & Forfeitures - - - - - 0%
Investment Earnings - - - - - 0%
Contributions - - 30,000 30,000 - 0%
Misc Income - - - - - 0%
Total Revenues - - 30,000 30,000 - 0%
Transfers In - - - - - 0%
Other Sources - - - - - 0%
Total Other Sources - - - - - 0%
TOTAL REVENUES & OTHER SOURCES -$ -$ 30,000$ 30,000$ -$ 0%
Payroll Salaries -$ -$ -$ -$ -$ 0%
Payroll Transfers In - - - - - 0%
Total Payroll and Related - - - - - 0%
Debt - - - - - 0%
Economic Development - - - - - 0%
Insurance - - - - - 0%
Payroll Transfers Out - - - - - 0%
Repair & Maintenance - - - - - 0%
Rent & Utilities - - - - - 0%
Services - - - - - 0%
Supplies - - - - - 0%
Water Purchases - - - - - 0%
Total Operations & Maintenance - - - - - 0%
TOTAL OPERATING EXPENDITURES - - - - - 0%
Capital Project Funds - - - - - 0%
Capital Outlay - - - - - 0%
Maintenance & Replacment Funds - - - - - 0%
Total Capital and M&R Projects - - - - - 0%
Transfers Out - - - - - 0%
Other Sources - - - - - 0%
Total Other Uses - - - - - 0%
TOTAL NON-OPERATING EXPENDITURES - - - - - 0%
TOTAL EXPENDITURES & OTHER USES - - - - - 0%
Excess Revenues over(under) Expenditures - - 30,000 30,000 - 0%
FUND BALANCE, BEGINNING - - - 30,000 30,000 #DIV/0!
FUND BALANCE, ENDING - - 30,000 60,000 30,000 100%
Restricted/Assigned/Committed Funds - - 30,000 60,000 30,000 100%
UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ -$ 0%
Cash 225 10110 00 000 -$ -$ 30,000$ 60,000$ 30,000$ 100%
TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS -$ -$ 30,000$ 60,000$ 30,000$ 100%
REVENUES & OTHER SOURCES
EXPENDITURES & OTHER USES
RESTRICTED/ASSIGNED/COMMITED FUNDS
238
Section 6 Special Revenue Funds
Public Arts Fund Overview
The Town of Westlake, through its Texas Public Arts Competition Advisory Committee, is
accepting qualifications from artists for a Public Art installation at the corner of Davis
Boulevard (FM1938) and Davis Road in Westlake Texas. This is the first in a series of such
pieces planned for the Town and will, therefore, set an artistic standard for future works. The
site is part of a larger tract shared with Westlake’s new Fire Station Complex, now under
construction.
Revenues and Transfers In
• Revenues budgeted to remain flat at $30,000 for contributions.
Expenditures and Transfers Out
• There have been no fund expenditures since inception.
Fund Balance
• The ending fund balance is projected to be $60,000.
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240
The Lone Star Public Fund was founded
in 1996 and was designed to provide
for the acquisition, construction,
rehabilitation, repair, equipping, furnishing
and placement in service of public
facilities in an orderly, planned manner
and at the lowest possible borrowing costs.
Lone Star Public Fund Fund
418
241
Lone Star Public Fund 418
Program Summary
Fiscal Year 2018/2019
Adopted Estimated Adopted FY 18/19 Adopted
Actuals Budget Budget Budget vs
FY 16/17 FY 17/18 FY 17/18 FY 18/19 FY 17/18 Estimated
General Sales Tax -$ -$ -$ -$ -$ 0%
Property Tax - - - - - 0%
Charge for Service - - - - - 0%
Hotel Occupancy Tax - - - - - 0%
Beverage Tax - - - - - 0%
Franchise Fees - - - - - 0%
Permits & Fees Other - - - - - 0%
Permits & Fees Building - - - - - 0%
Permits & Fees Utility - - - - - 0%
Fines & Forfeitures - - - - - 0%
Investment Earnings 110 80 275 275 - 0%
Contributions - - - - - 0%
Misc Income - - - - - 0%
Total Revenues 110 80 275 275 - 0%
Transfers In - - - - - 100%
Other Sources - - - - - 0%
Total Other Sources - - - - - 100%
TOTAL REVENUES & OTHER SOURCES 110$ 80$ 275$ 275$ -$ 0%
Payroll Salaries -$ -$ -$ -$ -$ 0%
Payroll Transfers In - - - - - 0%
Total Payroll and Related - - - - - 0%
Debt - - - - - 0%
Economic Development - - - - - 0%
Insurance - - - - - 0%
Payroll Transfers Out - - - - - 0%
Repair & Maintenance - - - - - 0%
Rent & Utilities - - - - - 0%
Services - - - - - 0%
Supplies - - - - - 0%
Water Purchases - - - - - 0%
Total Operations & Maintenance - - - - - 0%
TOTAL OPERATING EXPENDITURES - - - - - 0%
Capital Project Funds - - - - - 0%
Capital Outlay - - - - - 0%
Maintenance & Replacment Funds - - - - - 0%
Total Capital and M&R Projects - - - - - 0%
Transfers Out - - - - - 0%
Other Sources - - - - - 0%
Total Other Uses - - - - - 0%
TOTAL NON-OPERATING EXPENDITURES - - - - - 0%
TOTAL EXPENDITURES & OTHER USES - - - - - 0%
Excess Revenues over(under) Expenditures 110 80 275 275 - 0%
FUND BALANCE, BEGINNING 13,679 13,790 13,790 14,065 275 2%
FUND BALANCE, ENDING 13,790 13,870 14,065 14,340 275 2%
Restricted/Assigned/Committed Funds 13,790 13,870 14,065 14,340 275 2%
UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ -$ 0%
Cash 418 10110 00 000 13,790$ 13,870$ 14,065$ 14,340$ 275$ 2%
TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 13,790$ 13,870$ 14,065$ 14,340$ 275$ 2%
REVENUES & OTHER SOURCES
EXPENDITURES & OTHER USES
RESTRICTED/ASSIGNED/COMMITED FUNDS
242
Section 6 Special Revenue Funds
Lone Star Public Facilities Overview
In 1996, the Westlake Board of Aldermen authorized the creation of the Lone Star Public Facilities
Corporation, a nonprofit corporation designed to “assist the Town of Westlake, Texas in financing,
refinancing, or providing public facilities.”
It was anticipated that the Corporation would issue bonds to finance the purchase or construction
of public facilities, and then lease those facilities to qualifying tenants. The Lone Star Public Facilities
Fund was created to account for the financial activities of the Corporation.
No bonds were ever issued. The fund is earning interest annually. Existing fund balance is due to
corporate donations that were received shortly after the Fund was created.
Revenues
• Total revenues are budgeted to be are $275 in interest earnings.
Expenditures
• There have been no fund expenditures since inception.
Fund Balance
• The ending fund balance is projected to be $14,340.
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244
245
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246
Fiscal Year 2018/2019
Adopted Estimated Adopted FY 18/19 Adopted
Actuals Budget Budget Budget vs vs
FY 16/17 FY 17/18 FY 17/18 FY 18/19 FY 17/18 Estimated
General Sales Tax -$ -$ -$ -$ -$ 0%
Property Tax 95,189 271,411 296,984 256,878 (40,106) -14%
Hotel Tax - - - - - 0%
Charge for Services - - - - - 0%
Beverage Tax - - - - - 0%
Franchise Fees - - - - - 0%
Permits & Fees Other - - - - - 0%
Permits & Fees Buildings - - - - - 0%
Permits & Fees Utility - - - - - 0%
Fines & Forfeitures - - - - - 0%
Investment Earnings - - - - - 0%
Contributions - - - - - 0%
Misc Income (0) - - - - 0%
Total Revenues 95,189 271,411 296,984 256,878 (40,106) -14%
Transfers In 2,065,730 2,710,068 2,412,169 2,405,901 (6,268) 0%
Other Sources 6,569,059 - - - - 0%
Total Other Sources 8,634,789 2,710,068 2,412,169 2,405,901 (6,268) 100%
TOTAL REVENUES & OTHER SOURCES 8,729,977$ 2,981,479$ 2,709,153$ 2,662,779$ (46,374)$ -2%
Payroll Salaries -$ -$ -$ -$ -$ 0%
Payroll Transfer In - - - - - 0%
Total Payroll and Related - - - - - 0%
Debt 2,178,225 2,987,768 2,688,113 2,689,990 1,877 0%
Economic Development - - - - - 0%
Insurance - - - - - 0%
Payroll Transfer Out - - - - - 0%
Repair & Maintenance - - - - - 0%
Rent & Utilities - - - - - 0%
Services 117,793 - 2,180 3,610 1,430 66%
Supplies - - - - - 0%
Water Purchases - - - - - 0%
Total Operations & Maintenance 2,296,018 2,987,768 2,690,293 2,693,600 3,307 0%
TOTAL OPERATING EXPENDITURES 2,296,018 2,987,768 2,690,293 2,693,600 3,307 0%
Capital Project Funds - - - - - 0%
Capital Outlay - - - - - 0%
Maintenance & Replacement Funds - - - - - 0%
Total Capital - - - - - 0%
Transfers Out - - - - - 0%
Other Uses 6,452,467 - - - - 0%
Total Other Uses 6,452,467 - - - - 0%
TOTAL NON-OPERATING EXPENDITURES 6,452,467 - - - - 0%
TOTAL EXPENDITURES & OTHER USES 8,748,484 2,987,768 2,690,293 2,693,600 3,307 0%
Excess Revenus over(under) Expenditures (18,507) (6,289) 18,860 (30,821) (49,681) 263%
FUND BALANCE, BEGINNING 30,468 11,961 11,961 30,821 18,860 158%
FUND BALANCE, ENDING 11,961 5,671 30,821 (0) (30,821) -100%
Restricted/Assigned/Committed Funds 11,961 5,671 30,821 (0) (30,821) -100%
UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ -$ 0%
Cash 11,961$ 5,671$ 30,821$ (0)$ (30,821)$ -100%
- - - - - 0%
- - - - - 0%
- - - - - 0%
- - - - - 0%
TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 11,961$ 5,671$ 30,821$ (0)$ (30,821)$ -100%
RESTRICTED/ASSIGNED/COMMITTED FUNDS
REVENUES & OTHER SOURCES
EXPENDITURES & OTHER USES
D E B T S E R V I C E F U N D S
Combined Program Summary
247
D E B T S E R V I C E F U N D S
Current Year Fund Detail
Fiscal Year 2018/2019
DS Fund 300 DS Fund 301 TOTAL
General Sales Tax General Sales Tax $ - $ - $ -
Property Tax - 256,878 256,878
Charge for Service Charge for Services - - -
Hotel Tax - - -
Beverage Tax - - -
Franchise Fees - - -
Permits and Fees - - -
Permits and Fees Bldg Permits and Fees Building - - -
Fines & Forfeitures Fines and Forfeitures - - -
Investment Earnings - - -
Contributions - - -
Misc Income - - -
Total Revenues - 256,878 256,878
Transfers In 2,405,901 - 2,405,901
Other Sources - - -
Total Other Sources 2,405,901 - 2,405,901
TOTAL REVENUES AND OTHER SOURCES 2,405,901$ 256,878$ 2,662,779$
Payroll Salaries $ - $ - $ -
Payroll Transfers In - - -
Total Payroll & Related - - -
Debt 2,403,171 286,819 2,689,990
Economimc Development - - -
Insurance - - -
Payroll Transfers Out - - -
Repair & Maintenance - - -
Rent & Utilities - - -
Services 2,730 880 3,610
Supplies - - -
Water Purchases - - -
Total Operations & Maintenance 2,405,901 287,699 2,693,600
TOTAL OPERATING EXPENDITURES 2,405,901 287,699 2,693,600
Capital Project Funds - - -
Capital Outlay - - -
Maintenance & Replacement Funds - - -
Total Capital - - -
Transfers Out - - -
Other Uses - - -
Total Other Uses - - -
TOTAL NON-OPERATING EXPENDITURES - - -
TOTAL EXPENDITURES AND OTHER USES 2,405,901$ 287,699$ 2,693,600$
Excess Revenus over(under) Expenditures - (30,821) (30,821)
BEGINNING FUND BALANCE - 30,821 30,821
ENDING FUND BALANCE -$ (0)$ (0)$
REVENUES & OTHER SOURCES
EXPENDITURES AND OTHER USES
248
Section 7 Debt Service Funds
Debt Service Funds Overview
The two Debt Service Funds for the Town of Westlake are used to manage payments on all
general government related debt associated with the construction of Westlake Academy
facilities. Any future debt issuances will also be paid from these two funds.
Town Council and staff are dedicated to a conservative pattern of debt issuance that ensures
property tax rates remain among the lowest in the region and attractive to prospective businesses
and residents. Recognizing that long-term debt is usually a more expensive financing method,
alternative financing sources will be explored before debt is issued. When debt is issued, it will be
used to acquire major assets with expected lives which equal or exceed the average life of the
debt issue.
Debt Management Practices
Debt management policies are written guidelines and restrictions that affect the amount and
type of debt issued by a state or local government, the issuance process, and the management
of a debt portfolio. A debt management policy improves the quality of decisions, provides
justification for the structure of debt issuance, identifies policy goals, and demonstrates a
commitment to long-term financial planning, including a multi-year capital plan.
Adherence to a debt management policy signals to rating agencies and the capital markets that
a government is well managed and should meet its obligations in a timely manner. Debt levels
and their related annual costs are important long-term obligations that must be managed within
available resources. An effective debt management policy provides guidelines for a government
to manage its debt program in line with those resources.
The Town of Westlake debt management policies are reviewed annually and revised as necessary
and address the following:
Direct Debt - debt payable from ad valorem I&S tax, and other available fund of the Town.
Interfund Borrowing – loans for short-term cash flow needs.
Debt Approval Process
Town Manager and Staff Identify Capital
Projects to present to Council
Reviewed by Town Council at
Budget Workshop
Approved
Added to CIP and Budget
Not Approved
Moved to Unfunded Status
249
Section 7 Debt Service Funds
Debt Service Funds Overview
Debt Limits
Define specific limits or acceptable ranges for each type of debt. Limits are generally set for legal,
public policy, and financial reasons. For the Town of Westlake there is no legal limit to debt except
by way of a tax rate limit.
a. Legal limits are determined by:
o State constitution and/or law which limit the Town’s ad valorem rate.
o Local charter, by-laws, resolution or ordinance, or covenant.
b. Public Policy limits include:
o Purposes for which debt proceeds may be used or prohibited,
o Types of debt that may be issued or prohibited,
o Relationship to and integration with the Capital Improvement Program,
o Policy goals related to economic development, capital improvement financings, tax
increment financing, and public-private partnerships.
c. Financial limits generally reflect policy or other financial resource constraints. Appropriate
debt limits can positively impact bond ratings, if the government demonstrates
adherence to such policies over time. Financial limits are often expressed as ratios
customarily used by credit analysts. Different criteria for determining credit worthiness i.e.
credit rating). Direct Debt can be measured or limited by the following ratios
o Debt per capita,
o Debt to personal income,
o Debt to taxable property value
o Debt service payments as a percentage of general fund revenues or expenditures.
Debt Issuance Analysis
All consideration of debt issuance for major capital assets will be prepared within the framework of a
Council approved multi-year capital improvement plan and forecast for all Town facilities and
infrastructure.
Debt Structuring Practices
Includes specific policies regarding the debt structuring practices for each type of bond,
including:
• Maximum term (often stated in absolute terms or based on the useful life of the asset),
• Average maturity,
• Debt service pattern such as equal payments or equal principal amortization,
• Use of optional redemption features that reflect market conditions and/or needs of the
government,
• Use of variable or fixed-rate debt, credit enhancements, and short-term debt, and
limitations as to when each can be used, and
• Other structuring practices should be considered such as capitalized interest, deferral of
principal and/or other internal credit support, including general obligation pledges.
Debt Issuance Practices
Provides guidance regarding the issuance process, which may differ for each type of debt. These
practices include:
• Criteria for determining the sale method (competitive, negotiated, placement) and
investment of proceeds,
• Criteria for issuance of advance refunding and current refunding bonds,
• Selection and use of professional service providers,
• Use of comparative bond pricing services or market indices as a benchmark in negotiated
transactions, as well as to evaluate final bond pricing results, and
• Use of credit ratings, minimum bond ratings, determination of the number of ratings, and
selection of rating services.
250
Section 7 Debt Service Funds
Debt Service Funds Overview
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, Leases, User fees, Impact fees
• Use of reserves
• Use of either current on-going general revenues or one-time revenues
• Contributions from developers and others
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.
1. Debt financing instruments to be considered by the Town may include:
o General obligation bonds - These must be authorized by a vote of the citizens of
Westlake.
o Revenue bonds - These bonds generate capital requirements necessary for
continuation or expansion of a service which produces revenue and for which the
asset may reasonable be expected to provide for a revenue stream to fund the debt
service requirement.
o Certificates of obligation - These can be authorized by Council approval with debt
service by either general revenues or backed by a specific revenue stream or a
combination of both.
o Lease/purchase agreements - These shall only be used to purchase capital assets that
cannot be financed from either current revenues or fund balance/retained earnings
and to fund infrastructure improvements and additions.
2. Assumption of Additional Debt - The Town shall not assume more tax-supported general-
purpose debt than it retires each year without first conducting an objective analysis as to the
community's ability to assume and support additional debt service payments.
3. Affordability Targets - The Town shall use an objective multi-year analytical approach to
determine whether it can afford to assume new general-purpose debt beyond what it
retires each year. This process shall compare generally accepted standards of
affordability to the current values for the Town. The process shall also examine the direct
costs and benefits of the proposed expenditures. The decision on whether or not to
assume new debt shall be based on these costs and benefits and on the Town's ability to
"afford” new debt as determined by the aforementioned standards. The Town shall strive
to achieve and/or maintain these standards at a low to moderate classification.
4. Debt Structure - The Town shall structure its debt payment schedules for general purpose debt to
ensure level principal repayment schedules. The Town shall not assume any debt with "balloon'
repayment schedules which consist of low annual payments and one large payment of the
balance due at the end of the term. While balloon payment structures minimize the size of debt
payments during the period, they force a large funding requirement on the budget of the final
year. Given the uncertainties of the future, level payment schedules improve budget planning
and financial management.
5. Sale Process - The Town shall use a competitive bidding process in the sale of debt unless the
nature of the issue warrants a negotiated bid. The Town shall award bonds based on a true
interest cost (TIC) basis as long as the financial advisor agrees that the TIC basis can satisfactorily
determine the lowest and best bid.
251
Section 7 Debt Service Funds
Debt Service Funds Overview
6. Bond Rating Agencies Presentations - Full disclosure of operations and open lines of
communication shall be made to the bond rating agencies. Town staff, with assistance of
financial advisors, shall prepare the necessary materials and presentation to the bond rating
agencies.
7. Continuing Disclosure - The Town is committed to continuing disclosure of financial and
pertinent credit information relevant to the Town's outstanding securities.
8. Debt Refunding - Town staff and the financial advisor shall monitor the municipal bond market
for opportunities to obtain interest savings by refunding outstanding debt. As a general rule, the
present value savings of a particular refunding should exceed 3.5% of the refunded maturities.
Debt per Capita
In order to make apples-to-apples comparisons
of debt levels between different municipalities,
analysts often use measures like debt per capita,
or the amount of bonded debt outstanding for
each resident. It does not include interest
expense.
It is important to note, the rating agencies take
into consideration not only gross debt ratios, but
more notably net debt ratios. While the Town’s
bonded debt is ultimately secured by a pledge of
its ad valorem tax, the majority of it is actually
paid from municipal sales tax revenues and other
sources.
The following series are currently being paid
with property taxes.
• Series 2011 CO for street infrastructure
improvements and repairs
• Series 2013 GO-Refunding for the Arts
and Sciences Center
This comparison results in a more accurate
reflection of the Town’s net debt per capita.
Series 2019 COs for roads, trails and facility
improvements will be included in FY19/20.
$27.02 $25.58
$32.15 $29.81 $28.55 $27.48 $31.88
2011 2012 2013 2014 2015 2016 2017
Gross Debt per Capita
(shown in thousands)
source; CAFR Year Ended 09/30/2017
$4.22 $3.78 $3.46 $3.08 $2.88 $2.65 $2.43 $2.27
2011 2012 2013 2014 2015 2016 2017 2018
Net Bonded Debt per Capita
(shown in thousands)
252
This section provides a summary of the annual
principal and interest payments for all outstanding
bonded debt and capital leases.
The Town’s debt is funded through dedicated,
self-supporting revenue streams such as
sales tax revenues.
The Town issues general obligation bonds and
certificates of obligation to provide for the
acquisition and construction of major capital
facilities and infrastructure.
.
Debt Service Fund
(non-property tax revenue supported)
Fund
300
253
Debt Service Fund 300 (Non-Tax Revenue Supported)
Program Summary
Fiscal Year 2018/2019
Adopted Estimated Adopted FY 18/19 Adopted
Actuals Budget Budget Budget vs
FY 16/17 FY 17/18 FY 17/18 FY 18/19 FY 17/18 Estimated
General Sales Tax -$ -$ -$ -$ -$ 0%
Property Tax - - - - - 0%
Charge for Service - - - - - 0%
Hotel Occupancy Tax - - - - - 0%
Beverage Tax - - - - - 0%
Franchise Fees - - - - - 0%
Permits & Fees Other - - - - - 0%
Permits & Fees Building - - - - - 0%
Permits & Fees Utility - - - - - 0%
Fines & Forfeitures - - - - - 0%
Investment Earnings - - - - - 0%
Contributions - - - - - 0%
Misc Income - - - - - 0%
Total Revenues - - - - - 0%
Transfers In 2,065,730 2,710,068 2,412,169 2,405,901 (6,268) -0.26%
Other Sources 6,569,059 - - - - 0%
Total Other Sources 8,634,789 2,710,068 2,412,169 2,405,901 (6,268) -0.26%
TOTAL REVENUES & OTHER SOURCES 8,634,789$ 2,710,068$ 2,412,169$ 2,405,901$ (6,268)$ -0.26%
Payroll Salaries -$ -$ -$ -$ -$ 0%
Payroll Transfers In - - - - - 0%
Total Payroll and Related - - - - - 0%
Debt 2,065,107 2,710,068 2,410,429 2,403,171 (7,258) 0%
Economic Development - - - - - 0%
Insurance - - - - - 0%
Payroll Transfers Out - - - - - 0%
Repair & Maintenance - - - - - 0%
Rent & Utilities - - - - - 0%
Services 117,793 - 1,740 2,730 990 57%
Supplies - - - - - 0%
Water Purchases - - - - - 0%
Total Operations & Maintenance 2,182,900 2,710,068 2,412,169 2,405,901 (6,268) 0%
TOTAL OPERATING EXPENDITURES 2,182,900 2,710,068 2,412,169 2,405,901 (6,268) 0%
Capital Project Funds - - - - - 0%
Capital Outlay - - - - - 0%
Maintenance & Replacment Funds - - - - - 0%
Total Capital and M&R Projects - - - - - 0%
Transfers Out - - - - - 0%
Other Sources - - - - - 0%
Total Other Uses - - - - - 0%
TOTAL NON-OPERATING EXPENDITURES - - - - - 0%
TOTAL EXPENDITURES & OTHER USES 2,182,900 2,710,068 2,412,169 2,405,901 (6,268) -0.26%
Excess Revenues over(under) Expenditures 6,451,889 - - - - 0%
FUND BALANCE, BEGINNING 578 - - - - 0%
FUND BALANCE, ENDING 6,452,467 - - - - 0%
Restricted/Assigned/Committed Funds 6,452,467 - - - - 0%
UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ -$ 0%
Cash 300 10110 00 000 6,452,467$ -$ -$ -$ -$ 0%
TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 6,452,467$ -$ -$ -$ -$ 0%
REVENUES & OTHER SOURCES
EXPENDITURES & OTHER USES
RESTRICTED/ASSIGNED/COMMITED FUNDS
254
Section 7 Debt Service Funds
Debt Service Fund 300 Overview
This Debt Service Fund is used to manage payments on all general government related debt
except for property tax supported debt which is paid through Fund 301. 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 long-term debt is usually a more expensive financing method, alternative financing
sources are 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 this debt service fund
revenues.
In 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.
Revenues and Other Sources
• Total Transfers In are budgeted to be $2,405,901,
• This represents a .26% decrease of $6,268 from prior year estimated.
Expenditures and Other Uses
• Debt service expenditures are budgeted to be $2,405,901
• This represents a .26% decrease of $6,268 from prior year estimated.
• This is comprised of a payment reduction to Series 2011 GO-Refunding of $6,225; a payment
reduction to Series 2016 CO of $1,075; an increase of $990 increase to bank service charges.
Bond Issuances for Westlake Academy
• $ 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 (Phase 1 and 2 construction)
• $ 1,980,000 Series 2014 General Obligation Refunding Bonds
o Refunding of Series 2003 (phase 2 construction)
• $5,795,000 Series 2017 General Obligation Refunding Bonds
o Refunding of Series 2007 (a refunding of series 2002)
Bond Issuances for the Fire Station/EMS Complex
• $9,204,000 Series 2016 Certificates of Obligation
• $1,530,000 Series 2017 Tax Note
255
Pymt Fiscal
No.Year Principal Interest Principal Interest
1 2019 212,000 22,118 234,118 205,000 304,725 509,725
2 2020 215,000 18,254 233,254 210,000 298,500 508,500
3 2021 219,000 14,326 233,326 215,000 292,125 507,125
4 2022 223,000 10,326 233,326 225,000 285,525 510,525
5 2023 227,000 6,254 233,254 230,000 278,700 508,700
6 2024 232,000 2,100 234,100 235,000 271,725 506,725
7 2025 - - - 245,000 264,525 509,525
8 2026 - - - 250,000 257,100 507,100
9 2027 - - - 260,000 249,450 509,450
10 2028 - - - 265,000 241,575 506,575
11 2029 - - - 275,000 233,475 508,475
12 2030 - - - 285,000 225,075 510,075
13 2031 - - - 290,000 216,450 506,450
14 2032 - - - 300,000 207,600 507,600
15 2033 - - - 310,000 198,450 508,450
16 2034 - - - 320,000 189,000 509,000
17 2035 - - - 330,000 179,250 509,250
18 2036 - - - 340,000 169,200 509,200
19 2037 - - - 350,000 158,850 508,850
20 2038 - - - 360,000 146,400 506,400
21 2039 - - - 375,000 131,700 506,700
22 2040 - - - 390,000 116,400 506,400
23 2041 - - - 410,000 100,400 510,400
24 2042 - - - 425,000 83,700 508,700
25 2043 - - - 440,000 66,400 506,400
26 2044 - - - 460,000 48,400 508,400
27 2045 - - - 480,000 29,600 509,600
30 2046 - - - 500,000 10,000 510,000
$ 1,328,000 $ 73,377 $ 1,401,377 $ 8,980,000 $ 5,254,300 $ 14,234,300
Fire Station Complex
Debt Service Fund 300
Revenue Supported Debt
SERIES 2017 Texas Tax Note
Fire Station Complex Fire Station Complex
SERIES 2016 CO
Issue Date:
Original Issue:$1,530,000.00 $9,204,000.00
Issued By:The Independent Bank US Bank
TOTAL
Program 16 TOTAL Program 17 TOTAL
March 2017 March 2017
Account No:ML-0000-93465 251-965-000
End Date:7 years = 2024 30 years = 2046
256
Pymt Fiscal
No.Year
1 2019
2 2020
3 2021
4 2022
5 2023
6 2024
7 2025
8 2026
9 2027
10 2028
11 2029
12 2030
13 2031
14 2032
15 2033
16 2034
17 2035
18 2036
19 2037
20 2038
21 2039
22 2040
23 2041
24 2042
25 2043
26 2044
27 2045
30 2046
Issue Date:
Original Issue:
Issued By:
TOTAL
Account No:
End Date:
Principal Interest Principal Interest
30,000 227,025 257,025 5,000 64,860 69,860
35,000 226,375 261,375 5,000 64,680 69,680
35,000 225,675 260,675 5,000 64,500 69,500
35,000 224,888 259,888 5,000 64,320 69,320
35,000 223,925 258,925 5,000 64,140 69,140
40,000 222,800 262,800 5,000 63,960 68,960
605,000 210,100 815,100 5,000 63,780 68,780
625,000 185,500 810,500 5,000 63,600 68,600
645,000 160,100 805,100 5,000 63,420 68,420
675,000 133,700 808,700 5,000 63,240 68,240
715,000 105,900 820,900 350,000 56,150 406,150
735,000 76,900 811,900 360,000 41,950 401,950
775,000 46,700 821,700 375,000 27,250 402,250
780,000 15,600 795,600 395,000 9,874 404,874
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
$ 5,765,000 $ 2,285,188 $ 8,050,188 $ 1,530,000 $ 775,724 $ 2,305,724
Westlake Academy
Debt Service Fund 300
Revenue Supported Debt
SERIES 2017 GO-Refunding
Refunding of 2007 (orig 2002)Refunding of 2003
SERIES 2014 GO-Refunding
$5,795,000.00
US Bank
Program 15 TOTAL Program 14 TOTAL
US Bank
March 2007 January 2014
$1,980,000.00
231-799-000 207-801-000
ends 2032 ends 2032
257
Pymt Fiscal
No.Year
1 2019
2 2020
3 2021
4 2022
5 2023
6 2024
7 2025
8 2026
9 2027
10 2028
11 2029
12 2030
13 2031
14 2032
15 2033
16 2034
17 2035
18 2036
19 2037
20 2038
21 2039
22 2040
23 2041
24 2042
25 2043
26 2044
27 2045
30 2046
Issue Date:
Original Issue:
Issued By:
TOTAL
Account No:
End Date:
Debt Service Fund 300
Revenue Supported Debt
Principal Interest Principal Interest
715,000 171,425 886,425 182,450 263,568 446,018
730,000 149,750 879,750 191,350 259,830 451,180
750,000 127,550 877,550 191,350 255,525 446,875
770,000 104,750 874,750 200,250 250,630 450,880
790,000 81,350 871,350 204,700 245,056 449,756
820,000 55,150 875,150 213,600 238,781 452,381
260,000 36,250 296,250 213,600 232,373 445,973
260,000 27,150 287,150 226,950 225,765 452,715
275,000 17,100 292,100 231,400 218,601 450,001
290,000 5,800 295,800 240,300 210,936 451,236
- - - 347,100 200,956 548,056
- - - 360,450 188,574 549,024
- - - 369,350 175,803 545,153
- - - 529,550 158,748 688,298
- - - 280,350 142,550 422,900
- - - 293,700 131,069 424,769
- - - 307,050 119,054 426,104
- - - 320,400 106,505 426,905
- - - 329,300 94,129 423,429
- - - 342,650 81,950 424,600
- - - 356,000 69,287 425,287
- - - 369,350 55,447 424,797
- - - 382,700 40,406 423,106
- - - 400,500 24,742 425,242
- - - 418,300 8,366 426,666
- - - - - -
- - - - - -
- - - - - -
$ 5,660,000 $ 776,275 $ 6,436,275 $ 7,502,700 $ 3,998,651 $ 11,501,351
Westlake Academy
Partial refunding of 2002 & 2003 Westlake Academy Expansion
SERIES 2011 GO-Refunding
TOTAL Program 10 TOTAL
SERIES 2013 CO
US BankUS Bank
Program 12
April 2013
$8,500,000.00
December 2011
$7,375,000.00
156-460-000 203-909-000
20 years = ends 2028 30 years = ends 2043
258
Pymt Fiscal
No.Year
1 2019
2 2020
3 2021
4 2022
5 2023
6 2024
7 2025
8 2026
9 2027
10 2028
11 2029
12 2030
13 2031
14 2032
15 2033
16 2034
17 2035
18 2036
19 2037
20 2038
21 2039
22 2040
23 2041
24 2042
25 2043
26 2044
27 2045
30 2046
Issue Date:
Original Issue:
Issued By:
TOTAL
Account No:
End Date:
1,349,450 1,053,721 2,403,171
1,386,350 1,017,389 2,403,739
1,415,350 979,701 2,395,051
1,458,250 940,439 2,398,689
1,491,700 899,425 2,391,125
1,545,600 854,516 2,400,116
1,328,600 807,028 2,135,628
1,366,950 759,115 2,126,065
1,416,400 708,671 2,125,071
1,475,300 655,251 2,130,551
1,687,100 596,481 2,283,581
1,740,450 532,499 2,272,949
1,809,350 466,203 2,275,553
2,004,550 391,822 2,396,372
590,350 341,000 931,350
613,700 320,069 933,769
637,050 298,304 935,354
660,400 275,705 936,105
679,300 252,979 932,279
702,650 228,350 931,000
731,000 200,987 931,987
759,350 171,847 931,197
792,700 140,806 933,506
825,500 108,442 933,942
858,300 74,766 933,066
460,000 48,400 508,400
480,000 29,600 509,600
500,000 10,000 510,000
$ 30,765,700 $ 13,163,515 $ 43,929,215
Debt Service Fund 300
Revenue Supported Debt
GRAND TOTAL
Principal Interest TOTAL
259
This page is intentionally blank
260
This section provides a summary of the annual
principal and interest payments for all
outstanding bonded debt that is funded
through property tax revenue.
The Town issues general obligation bonds and
certificates of obligation to provide for the
acquisition and construction of major capital
facilities and infrastructure.
Debt Service Fund
(Property Tax Supported)
Fund
301
261
Debt Service Fund 301 (Property Tax Supported)
Program Summary
Fiscal Year 2018/2019
Adopted Estimated Adopted FY 18/19 Adopted
Actuals Budget Budget Budget vs
FY 16/17 FY 17/18 FY 17/18 FY 18/19 FY 17/18 Estimated
General Sales Tax -$ -$ -$ -$ -$ 0%
Property Tax 95,189 271,411 296,984 256,878 (40,106) -14%
Charge for Service - - - - - 0%
Hotel Occupancy Tax - - - - - 0%
Beverage Tax - - - - - 0%
Franchise Fees - - - - - 0%
Permits & Fees Other - - - - - 0%
Permits & Fees Building - - - - - 0%
Permits & Fees Utility - - - - - 0%
Fines & Forfeitures - - - - - 0%
Investment Earnings - - - - - 0%
Contributions - - - - - 0%
Misc Income - - - - - 0%
Total Revenues 95,189 271,411 296,984 256,878 (40,106) -14%
Transfers In - - - - - 100%
Other Sources - - - - - 0%
Total Other Sources - - - - - 100%
TOTAL REVENUES & OTHER SOURCES 95,189$ 271,411$ 296,984$ 256,878$ (40,106)$ -14%
Payroll Salaries -$ -$ -$ -$ -$ 0%
Payroll Transfers In - - - - - 0%
Total Payroll and Related - - - - - 0%
Debt 113,118 277,700 277,684 286,819 9,135 3%
Economic Development - - - - - 0%
Insurance - - - - - 0%
Payroll Transfers Out - - - - - 0%
Repair & Maintenance - - - - - 0%
Rent & Utilities - - - - - 0%
Services - - 440 880 440 100%
Supplies - - - - - 0%
Water Purchases - - - - - 0%
Total Operations & Maintenance 113,118 277,700 278,124 287,699 9,575 3%
TOTAL OPERATING EXPENDITURES 113,118 277,700 278,124 287,699 9,575 3%
Capital Project Funds - - - - - 0%
Capital Outlay - - - - - 0%
Maintenance & Replacment Funds - - - - - 0%
Total Capital and M&R Projects - - - - - 0%
Transfers Out - - - - - 0%
Other Sources - - - - - 0%
Total Other Uses - - - - - 0%
TOTAL NON-OPERATING EXPENDITURES - - - - - 0%
TOTAL EXPENDITURES & OTHER USES 113,118 277,700 278,124 287,699 9,575 3%
Excess Revenues over(under) Expenditures (17,929) (6,289) 18,860 (30,821) (49,681) 263%
FUND BALANCE, BEGINNING 29,890 11,961 11,961 30,821 18,860 158%
FUND BALANCE, ENDING 11,961 5,671 30,821 - (30,821) -100%
Restricted/Assigned/Committed Funds 11,961 5,671 30,821 - (30,821) -100%
UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ -$ 0%
Cash 301 10110 00 000 11,961$ 5,671$ 30,821$ -$ (30,821)$ -100%
TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 11,961$ 5,671$ 30,821$ -$ (30,821)$ -100%
REVENUES & OTHER SOURCES
EXPENDITURES & OTHER USES
RESTRICTED/ASSIGNED/COMMITED FUNDS
262
Section 7 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. In prior
years, this Debt Service Fund was used primarily to manage debt service payments associated
with the various street projects.
In FY17/18 this fund absorbed 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.
In FY18/19, Series 2019 CO is a proposed
issuance for approximately $3.387M and is
for future road, facility and trail
Improvements noted in the chart on the
right.
Revenues and Other Sources
• Ad valorem property tax revenues are budgeted to be $256,878
• This amount represents a 14% decrease of $40,106 from the prior year estimated.
o primarily due to more than anticipated taxes received in the prior year to be
used on current year debt, currently estimated at $30,821
Expenditures and Other Uses
• Debt service expenditures are budgeted to be $287,699
• This amount represents a 3% increase of $9,575 from the prior year estimated.
o This increase is due to the inclusion of the Series 2019 Road and Trail
Improvements as noted above.
Bond Issuances
• $ 2,095,000 Series 2011 Certificates of Obligation
o Street infrastructure Improvements
• $ 3,400,000 Series 2019 Certificates of Obligation
o Road and Trail Improvements
Bond Refundings
• $2,200,000 Series 2013 General Obligation Refunding Bonds
o Refunding of Series 2008 for construction of the Arts and Sciences Building
Dept Proj# Acct# Account Description 2019 Issue
16 34 73000 Roanoke Road R&D South $480,180
16 40 73000 Sam School Road R&D 281,960
16 58 73000 Ottinger Road R&D 983,954
16 60 73000 Pearson Lane R&D 404,125
16 75 73000 Flashing Crosswalk Lights 80,000
16 78 73000 Solana Pavement Repair 90,000
16 79 73000 Wyck Hill Pavement Resurface 54,450
16 80 73000 FM1938 Pavement Repairs 80,000
17 77 73000 WA-Pond Repairs 82,000
19 42 74400 Trail Connection at 114/Solana 30,000
19 43 74400 Trail - Dove/Pearson/Aspen 290,016
19 52 74400 Trail - WA to Cemetery 300,949
19 67 74400 Wayfinding Signage 229,500
$3,387,134
Road Improvements $2,454,669
Facility Improvements $82,000
Trail Improvements $850,465
263
Debt Service Fund 301
Property Tax Supported Debt
Pymt Fiscal
No.Year Principal Interest Principal Interest Principal Interest
1 2019 - - - 135,000 34,463 169,463 83,000 34,356 117,356 218,000 68,819 286,819
2 2020 90,000 138,994 228,994 140,000 31,025 171,025 87,000 32,316 119,316 317,000 202,335 519,335
3 2021 130,000 98,250 228,250 145,000 27,463 172,463 91,000 30,180 121,180 366,000 155,893 521,893
4 2022 135,000 94,275 229,275 145,000 23,838 168,838 96,000 27,936 123,936 376,000 146,049 522,049
5 2023 140,000 90,150 230,150 150,000 20,375 170,375 101,000 25,572 126,572 391,000 136,097 527,097
6 2024 145,000 85,875 230,875 145,000 17,130 162,130 106,000 23,088 129,088 396,000 126,093 522,093
7 2025 150,000 81,450 231,450 155,000 13,830 168,830 111,000 20,484 131,484 416,000 115,764 531,764
8 2026 155,000 76,875 231,875 165,000 10,063 175,063 117,000 17,748 134,748 437,000 104,686 541,686
9 2027 155,000 72,225 227,225 160,000 6,000 166,000 123,000 14,868 137,868 438,000 93,093 531,093
10 2028 160,000 67,500 227,500 160,000 2,000 162,000 129,000 11,844 140,844 449,000 81,344 530,344
11 2029 165,000 62,625 227,625 - 136,000 8,664 144,664 301,000 71,289 372,289
12 2030 170,000 57,600 227,600 - 143,000 5,316 148,316 313,000 62,916 375,916
13 2031 175,000 52,425 227,425 - 150,000 1,800 151,800 325,000 54,225 379,225
14 2032 185,000 47,025 232,025 - - - - 185,000 47,025 232,025
15 2033 190,000 41,400 231,400 - - - - 190,000 41,400 231,400
16 2034 195,000 35,625 230,625 - - - - 195,000 35,625 230,625
17 2035 200,000 29,700 229,700 - - - - 200,000 29,700 229,700
18 2036 205,000 23,625 228,625 - - - - 205,000 23,625 228,625
19 2037 210,000 17,400 227,400 - - - - 210,000 17,400 227,400
20 2038 220,000 10,950 230,950 - - - - 220,000 10,950 230,950
21 2039 225,000 3,825 228,825 - - - - 225,000 3,825 228,825
22 2040 - - - - - - - -
23 2041 - - - - - - - -
24 2042 - - - - - - - -
25 2043 - - - - -
$ 3,400,000 $ 1,187,794 $ 4,587,794 $ 1,500,000 $ 186,185 $ 1,686,185 $ 1,473,000 $ 254,172 $ 1,727,172 $ 6,373,000 $ 1,628,151 $ 8,001,151
Road, Trail Facility Improvements Refunding of 2008 (A&S Bldg)Street Infrastructure Improvements
WESTLAKE ACADEMY MUNICIPALMUNICIPAL
SERIES 2019 CO; FUTURE DEBT SERIES 2013 GO-REFUNDING SERIES 2011 CO GRAND TOTAL
Principal Interest TOTAL
Program 19
TOTAL
Program 13
TOTAL
Program 11
TOTAL
Issued By:NOT ISSUED YET US Bank
TOTAL
Independent Bank
ML-0000-90886203-258-000Account No:NOT ISSUED YET
End Date:20 years = 2039 15 years = 2028 20 years = 2031
Issue Date:in 2019 February 2013 March 29, 2011
Original Issue:estimate $3,175,000 $2,200,000.00 $2,095,000
264
265
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266
Actual Adopted Amended Adopted Amount Percent
FY 16/17 FY 17/18 FY 17/18 FY 18/19 Inc/(Dec)Inc/(Dec)
Transportation 8,075$ 10,000$ 10,000$ 10,500$ 500$ 5.00%
Parking 9,022 15,000 15,000 15,000 - 0.00%
Athletic Activities 78,867 90,700 90,700 94,200 3,500 3.86%
Interest Earned 5,371 3,000 9,000 9,000 - 0.00%
WAF Blacksmith Donation 1,053,170 1,000,000 1,000,000 1,000,000 - 0.00%
WAF Salary Reimbursement 65,159 67,800 67,800 69,834 2,034 3.00%
Town Contribution - Westlake Reserve 300,000 300,000 300,000 300,000 - 0.00%
Town Contribution 15,000 15,000 15,000 15,000 - 0.00%
Other Local Revenue (BTS, Tech & Other)84,737 58,800 58,800 47,300 (11,500) -19.56%
Fund raiser (Back to School)- 16,000 - - - 0.00%
Food Services 7,000 6,100 7,000 7,000 - 0.00%
TEA - Foundation School Funds 5,593,191 5,781,200 5,913,676 5,741,074 (172,602) -2.92%
CTE Funding (additional TEA-FSP Funds)299,605 572,200 424,933 508,316 83,383 19.62%
TEA - Available School Funds 303,634 191,300 167,161 365,166 198,005 118.45%
TEA - Facilities Allotment $200 per ADA - - - 184,856 184,856 0.00%
IB Training Reimbursement (TEA)6,300 6,300 6,300 3,000 (3,300) -52.38%
TRS/TRS-Care On-behalf/Medicare Part B 389,286 450,700 392,275 477,583 85,308 21.75%
TOTAL REVENUES 8,218,417$ 8,584,100$ 8,477,645$ 8,847,829$ 370,184$ 4.37%
EXPENDITURES by FUNCTION 223,583 223,583
Function 11 - Instructional 4,749,555$ 4,975,270$ 4,839,602$ 5,008,974 169,372 3.50%
Function 12 - Resources & Media 81,227 82,639 87,379 90,935 3,556 4.07%
Function 13 - Curriculum & Staff Dev 86,871 84,545 86,200 84,545 (1,655) -1.92%
Function 21 - Instructional Leadership 266,090 206,623 161,919 170,216 8,297 5.12%
Function 23 - School Leadership 875,439 757,692 896,747 924,198 27,451 3.06%
Function 31 - Guidance & Counseling 267,033 223,973 307,664 321,467 13,803 4.49%
Function 33 - Health Services 67,489 66,024 71,146 72,919 1,773 2.49%
Function 36 - Co/Extracurricular Activities 242,560 218,358 237,474 219,169 (18,305) -7.71%
Function 41 - Administrative 307,304 260,167 319,088 308,772 (10,316) -3.23%
Function 51 - Maintenance & Operations 886,943 960,743 947,615 947,445 (170) -0.02%
Function 52 - Security & Monitoring - - - 40,000 40,000 0.00%
Function 53 - Data Processing 173,352 195,505 199,407 216,103 16,696 8.37%
Function 61 - Community Services 126,614 124,460 133,763 138,322 4,559 3.41%
Function 71 - Debt Service 256,795 166,200 167,068 167,068 - 0.00%
TOTAL EXPENDITURES BY FUNCTION 8,387,272$ 8,322,199$ 8,455,072$ 8,710,132$ 255,060$ 3.02%
Object Code 61XX - Salaries 6,344,256$ 6,279,299$ 6,378,398$ 6,585,303$ 206,905 3.24%
Object Code 62XX - Contracted Services 1,002,039 1,003,205 1,069,705 1,056,667 (13,038) -1.22%
Object Code 63XX - Supplies & Materials 289,384 395,828 322,333 425,124 102,791 31.89%
Object Code 64XX - Other Operating Costs 494,799 477,667 517,568 475,970 (41,598) -8.04%
Object Code 65XX - Debt Service 256,794 166,200 167,068 167,068 - 0.00%
TOTAL EXPENDITURES BY OBJECT 8,387,272$ 8,322,199$ 8,455,072$ 8,710,132$ 255,060$ 3.02%
Other Resources - Local 37,090$ 60,000$ 85,000$ 76,000$ (9,000)$ -10.59%
Other Uses - Local (60,000) (85,000) (76,000) 9,000 -10.59%
NET OTHER RESOURCES (USES)37,090 - - - - 0.00%
EXCESS REVENUES OVER(UNDER) EXP (131,765)$ 261,901$ 22,573$ 137,697$ 115,124$ 510.01%
FUND BALANCE BEGINNING 1,071,036$ 939,271$ 939,271$ 961,844$ 22,573$ 2.40%
FUND BALANCE ENDING 939,271 1,201,172 961,844 1,099,541 137,697 14.32%
Assigned - Bus Maintenance 24,090 24,090 19,000 (5,090) -21.13%
Assigned - Uniform/Equip replacement 5,000 15,000 15,000 15,000 - 0.00%
FUND BALANCE ENDING (Unassigned)934,271$ 1,162,082$ 922,754$ 1,065,541$ 142,787$ 15.47%
Number of Operating Days (365)41 51 40 45 4.82 12.09%
Dollars per Operating Day 22,979$ 22,801$ 23,165$ 23,863$ 699$ 3.02%
Total Students Enrolled 830 856 856 876 20 2.34%
TEA Funding per Student 7,466$ 7,646$ 7,600$ 7,762$ 162$ 2.13%
Operating Cost per Student (Academic Only)10,105$ 9,722$ 9,877$ 9,943$ 66$ 0.66%
Teachers 65.55 66.26 66.26 66.08 (0.18) -0.27%
Student/Teacher Ratio 12.66 12.92 12.92 13.26 0.34 2.62%
WESTLAKE ACADEMY
Program Summary
Fiscal year 2018/2018
267
Section 8 Academic Funds
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 current year operating budget, available online at www.westlakeacademy.org.
Revenues and Other Sources
• Revenues are budgeted at $8,847,829; a 4.37% increase of $370,184 from prior year
estimated.
• Other sources are budgeted at $76,000; a 10.59% decrease of $9,000 from prior year
estimated.
Expenditures and
• Expenditures are budgeted at $8,710,132; a 3.02% increase of $255,060 from prior year
estimated.
• Other sources are budgeted at $76,000; a 10.59% decrease of $9,000 from prior year
estimated.
Fund Balance
• The ending fund balance is projected to be $1,099,541
• This amount represents a 14.32% increase of $137,697 from prior year estimated.
• The unassigned balance of $1,065,541 represents coverage for 45 operating days.
268
Section 8
Westlake Academy Fund Overview
August 15, 2018
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 2018/19.
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
First, this budget reflects Westlake Academy’s commitment to its strategic plan and the initiatives that support the Academy’s
mission, vision, and values. At the core of the Academy is college readiness. Throughout each Programme in the IB continuum,
the objective is to prepare students for post-secondary success and beyond. There is no doubt that today’s graduates must
compete on a global stage and will need specific 21st century skills to be able to successfully navigate an ever-changing
internationally minded marketplace. As such, alignment to that mission is paramount. The following is reflective of the
proposed budget, which:
shows a steady increase in student enrollment that is indicative of the growth of the Town of Westlake, and the
success the Academy has had in preparing students for post-secondary achievements.
contains an increase in Career and Technology Education (CTE) funding due to an increase in student enrollment in
CTE courses.
includes a facilities allotment for Charter Schools passed by the 84th Texas Legislative Session.
contains a 3% increase in staff salaries on average to move the salary scale within 0.5% of the median of surrounding
school districts (assuming surrounding school districts implement market adjustments).
Second, as with our previous budget submittals, this financial information has been prepared according to conservative
revenue projections, i.e., State funding and Westlake Academy Foundation (WAF) donation levels. This document contains a
high-level summary showing proposed WA revenues and expenditures for FY 2018/2019. Statistical data, summaries, and
charts are intended to provide a comprehensive review of the proposed budget, which will provide both staff and
administration with a guidance tool for this year and a forecast for the future.
This new year will be unique in that we will be celebrating 15 years of educational success at Westlake Academy! In addition,
the IB was founded 50 years ago, paving the way for groundbreaking developments in international education.
Therefore, with keeping our tradition of utilizing an associated theme focusing on the coming school year, the proposed theme
for FY 2018/2019 is:
Celebrate 15WA/50IB:
A Legacy of
Leading and Learning
269
Section 8
Westlake Academy Fund Overview
G ENERAL F UND B UDGET S UMMARY
A public school operating budget is legally required to include the Academy’s General Operating, Debt Service, and Food
Service Funds. Because the Academy does not maintain the latter two, the General Fund is the only legally adopted fund. For
informational purposes only, budgets for Special Revenue Funds are included throughout the presentation.
Amended Proposed $ Increase % Increase
FY 2017/18 FY 2018/19 (Decrease) (Decrease)
Total Revenues $ 8,477,645 $ 8,847,829 $ 370,184 4%
Total Expenditures 8,455,072 8,710,132 255,060 3.02%
Other Resources 85,000 76,000 (9,000) -11%
Other Uses (85,000) (76,000) 9,000 0%
Excess Revenues Over(Under) Expenditures 22,573 137,697 115,124 510%
FUND BALANCE BEGINNING 939,271 961,844 22,573 2%
FUND BALANCE ENDING 961,844 1,099,541 137,697 14%
Assigned 39,090 34,000 (5,090) -13%
FUND BALANCE ENDING (Unassigned) $ 922,754 $ 1,065,541 $ 142,787 15%
# Days Operating (Based on 365) 40 45 5 12%
Students Enrolled 856 876 20 2%
TEA Funding per Student $ 7,600 $ 7,762 $ 162 2%
Operating Cost per Student $ 9,877 $ 9,943 $ 66 1%
Teachers 66.26 66.08 (0.18) 0%
Student/Teacher Ratio 12.92 13.26 0.34 3%
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 include:
1. Westlake’s Permanent Population Growth: This is the portion of our population considered to be our permanent
residents. The growth from the 1990 population of 185 to 2017’s population of 1,380 represents an increase of 645%
equal to 1,195 additional residents. We continually 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.
270
Section 8
Westlake Academy Fund Overview
Westlake Academy has experienced steady enrollment growth from 491 students in FY 09/10 to a projected 876 in FY
18/19. 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 FY 14/15. It was comprised of a
secondary classroom building, field house, and a primary years’ multi-use hall. These buildings increased our capacity
and allowed for decompression of our current school facilities. The lottery waiting list for student admissions from our
secondary boundaries continues to grow from 705 in 2011 to approximately 1,988 students for this coming school
year.
2. 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 82% 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 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.
3. 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 18/19 budget year, in accordance with the Board’s financial policies regarding Academy employee
compensation, Staff recommends an average 3% 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.
4. 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:
5. DFW Metro Area Employment and Population Growth: Since 1970, the Dallas Fort Worth Metroplex 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 7.2 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.
271
Section 8
Westlake Academy Fund Overview
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.
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.
M UNICIPAL A LLOCATIONS
Amended Proposed $ Increase % Increase
FY 2017/18 FY 2018/19 (Decrease) (Decrease)
Municipal-Transfer to WA Operating Budget $ 315,000 $ 315,000 $ - 0.00%
Annual Debt Service (Municipal budget) 1,666,337 1,828,791 162,454 9.75%
Major Maintenance and Replacement 289,667 355,595 65,928 22.76%
In-direct Operating Costs 768,469 854,511 86,042 11.20%
Total Municipal Costs $ 3,039,473 $ 3,353,897 $ 314,424 10.34%
IV. FY18 /19 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 operation of Westlake Academy. The FY 18/19 General Fund budget totals
$8,710,132, which represents a 3.02% increase from the prior year.
It is important to note that $34,000 is earmarked in the Academy’s fund balance for Athletic uniform and equipment
replacement and bus maintenance. The FY 18/19 projections will increase fund balance by $142,787 for an ending unassigned
fund balance of $1,065,541 (45 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 other housing
developments and new homes that are currently under construction. With the estimated increase of 20 students, total
enrollment will rise to a projected 876 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.
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Section 8
Westlake Academy Fund Overview
C OMBINED: G ENERAL F UND A CADEMIC AND M UNICIPAL S ERVICES
Amended Proposed $ Increase % Increase
FY 2017/18 FY 2018/19 (Decrease) (Decrease)
Operating Expenditures $ 8,140,072 $ 8,395,132 $ 255,060 3.13%
Municipal-Transfer to WA Operating Budget 315,000 315,000 - 0.00%
Total Academic Costs (General Fund Only) 8,455,072 8,710,132 255,060 3.02%
Annual Debt Service (Municipal budget) 1,666,337 1,828,791 162,454 9.75%
Major Maintenance and Replacement 289,667 355,595 65,928 22.76%
In-direct Operating Costs 768,469 854,511 86,042 11.20%
Total Municipal Costs 2,724,473 3,038,897 314,424 11.54%
TOTAL EXPENDITURE COSTS $ 11,179,545 $ 11,749,029 $ 569,484 5.09%
Number of Students 856 876 20 2.34%
Total Expenditure Cost per Student $ 13,060 $ 13,412 $ 353 2.70%
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
273
WESTLAKE ACADEMY LEADERSHIP TEAM
*THOMAS E. BRYMER
SUPERINTENDENT OF SCHOOLS DR. MECHELLE BRYSON
EXECUTIVE DIRECTOR
*Amanda DeGan
Assistant
Town Manager
Alan Burt
Director of Athletics
Student Life Coordinator
*Debbie Piper
Director of Finance Rod Harding
Primary (PYP) Principal
*Troy Meyer
Director of Facilities Beckie Paquin
Primary (PYP) Assistant Principal
*Jason Power
Director of
Information Technology
Alison Schneider
PYP Coordinator
Primary Curriculum Coordinator
*Ginger Awtry
Director of Communications
& Community Affairs
Stacy Stoyanoff
Secondary (MYP/DP) Principal
*Todd Wood
Director of Human Resources &
Administrative Services
Jennifer Furnish
Secondary Assistant Principal
TEA/Charter Compliance
Coordinator
Dr. Shelly Myers
Executive Director of the WAF
& Director of Development
Terri Watson
MYP Coordinator
Secondary Curriculum Coordinator
*Asterisk denotes shared services
personnel between the academic
and municipal service teams of
the Town of Westlake.
Dr. James Owen
DP Coordinator
Secondary Curriculum Coordinator
274
This Meritorious Budget Award is presented to
WESTLAKE ACADEMY
INTERNATIONAL BACCALAUREATE WORLD SCHOOL
for excellence in the preparation and issuance of its budget
for the Fiscal Year 2017-2018.
The budget adheres to the principles and standards
of ASBO International’s Meritorious Budget Award criteria.
Anthony N. Dragona, Ed.D., RSBA John D. Musso, CAE, RSBA
President Executive Director
275
MERITORIOUS BUDGET AWARD
Westlake Academy has been awarded the Meritorious Budget Award by the Association of
School Business Officials (ASBO) for the preparation and issuance of the 2017-2018 annual
budget. The award has been received annually since September 1, 2010.
This award is the highest form of recognition and a significant
achievement that reflects the commitment of the governing
body and staff in meeting the highest principles of academic
budgeting.
The Meritorious Budget Award (MBA) recognizes school
districts that demonstrate proficiency in creating clear, sound
budgets while enhancing skills in developing, analyzing, and presenting a clear and effective
budget.
To receive this award, Westlake Academy must publish a budget document that meets
program criteria such as
• Understanding the importance of presenting an accurate and transparent budget year
after year.
• Discovering best practices in budgeting that will
improve the budget's accuracy and transparency
• Developing a reader-friendly document that presents
clear budget guidelines.
• Promoting communication between departments and
the community.
• Encouraging short- and long-range budget goals.
• Supporting effective use of educational resources.
Congratulations to Debbie Piper, Finance Director; Marlene Rutledge, Accounting Technician II;
Dr. Mechelle Bryson, Executive Director, and the Instructional Leadership Team for preparing
this award-winning budget for Westlake Academy.
276
The above school district has applied for the Award for Best Practices in School
Budgeting; however, GFOA has not yet completed the review of its application and has
provided this certificate to acknowledge Westlake Academy has made efforts to
implement the new budget process guidelines.
Budget processes are evaluated based on several criteria focusing on alignment of
resources towards student achievement on collaboration, communication and
rigorous development, evaluation, and prioritization of strategies to achieve a districts
goals and objectives. In addition, the criteria includes recommendations for conveying
the results of the budget process through the calendar presentation and utilizing
continuous improvement approaches to monitor the outcomes.
277
AWARD FOR BEST PRACTICES IN SCHOOL BUDGETING
Westlake Academy received the Distinguished Budget Presentation Award annually since September 1, 2009. The
Government Finance Officers Association (GFOA) enhanced the existing award program in 2017 and developed the
Award for Best Practices in School Budgeting. While the new budget process guidelines were implemented with the
2017/2018 budget, GFOA has not yet completed the final review.
The budgeting process presented in these Best Practices is focused on optimizing student achievement within
available resources. It encompasses a complete cycle for long-term financial planning and budgeting, aligning with
instructional priorities. GFOA recommends the following steps as part of the planning and budgeting process:
PLAN AND PREPARE
The planning and budgeting process begins with mobilizing key stakeholders, gathering information on
academic performance and cost structure, and establishing principles and policies to guide the budget process.
• Establish a partnership between the finance and instructional leaders. A collaborative process increases
the likelihood that the decisions made will be supported after the budget process is over.
• Develop principles and policies to guide the budget process. Budget principles and policies formalize
standards and fundamental values that should govern the budgeting process.
• Analyze current levels of student learning. The current state of academic performance must be assessed
to determine what course of action to take.
• Identify communications strategy. The budget process should include a plan to inform participants,
stakeholders, and the general public about how the budget process works, why each decision was made
and how to provide input in the process.
SET INSTRUCTIONAL PRIORITIES
The budget needs to be rooted in the priorities of the district. Intentionally created instructional priorities
provide a strong basis for developing a district’s budget and strategic financial plan, as well as presenting a
budget document.
• Develop goals. Goals should be thoughtfully developed and structured to be specific, measurable, and
reasonable to provide a strong foundation for the budget process.
• Identify root cause of gap between goal and current state. By finding root causes of problems, a district
can identify the most effective solutions to achieving its goals.
• Research & develop potential instructional priorities. The district’s instructional priorities should be
informed by practices proven by research and be limited in number to focus on items critical to
optimizing performance.
• Evaluate choices amongst instructional priorities. A district needs to weigh its different options for
achieving its goals against one another to focus on those with the greatest potential for student
achievement impact.
PAY FOR PRIORITIES
Current resources and expenditures must be thoroughly analyzed to find capacity to pay for top instructional
priorities.
• Apply cost analysis to the budget process. A cost analysis and staffing analysis are essential to
identifying how the district might allocate its limited resources.
• Evaluate & prioritize use of resources to enact the instructional priorities. Instructional priorities need
to be thoroughly quantified as a first step to determining how much money is needed to implement the
priorities and where that money will come from. Trade-offs need to be weighted to examine whether
the costs, financial or otherwise, of implementing an instructional priority are viable.
278
IMPLEMENT PLAN
The “strategic financial plan” is the long-term road map for implementing the district’s instructional priorities.
A “plan of action” describes how the strategic financial plan will be translated into coherent actionable steps.
• Develop a strategic financial plan. A strategic financial plan provides a three to five-year perspective on
how the district will pursue its instructional priorities and how successes will be determined.
• Develop a plan of action. Roles and responsibilities for implementing the strategic financial plan should
be made clear for greater accountability.
• Allocate resources to individual school sites. Resources have the most direct impact at school sites
(programmes) and should be allocated transparently and consistent with the district’s overall strategy.
• Develop a budget presentation. A budget document needs to be well organized and clearly lay out the
challenges the district is facing and how the district’s strategies and financial plan will address these
challenges.
ENSURE SUSTAINABILITY
The planning and budgeting process should be one that can be replicated in the future to ensure the district
remains focused and plans accordingly for reaching its student achievement goals.
• Put the strategies into practice and evaluate results. To ensure timeliness and accountability, the
district should establish a system to implement the plan and monitor its progress while making
necessary adjustments to stay on track.
Source: www.gfoa.org/best-practices-school-district-budgeting
Approved by GFOA’s Executive Board: January 2015
279
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280
281
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282
Fiscal Year 2018/2019
Adopted Estimated Adopted FY 18/19 Adopted
Actuals Budget Budget Budget vs
FY 16/17 FY 17/18 FY 17/18 FY 18/19 FY 17/18 Estimated
General Sales Tax -$ -$ -$ -$ -$ 0%
Property Tax - - - - - 0%
Hotel Tax - - - - - 0%
Charge for Services - - - - - 0%
Beverage Tax - - - - - 0%
Franchise Fees - - - - - 0%
Permits & Fees Other - - - - - 0%
Permits & Fees Buildings - - - - - 0%
Permits & Fees Utility - - - - - 0%
Fines & Forfeitures - - - - - 0%
Investment Earnings 6,900 41,600 67,180 67,180 - 0%
Contributions 10,000 175,000 201,390 - (201,390) -100%
Misc Income - - - - - 0%
Total Revenues 16,900 216,600 268,570 67,180 (201,390) -75%
Transfers In 1,210,000 1,765,324 640,000 1,189,300 549,300 86%
Other Sources 8,500,000 - - 3,387,134 3,387,134 100%
Total Other Sources 9,710,000 1,765,324 640,000 4,576,434 3,936,434 100%
TOTAL REVENUES & OTHER SOURCES 9,726,900$ 1,981,924$ 908,570$ 4,643,614$ 3,735,044$ 411%
Payroll Salaries -$ -$ -$ -$ -$ 0%
Payroll Transfer In - - - - - 0%
Total Payroll and Related - - - - - 0%
Debt - - - - - 0%
Economic Development - - - - - 0%
Insurance - - - - - 0%
Payroll Transfer Out - 54,565 54,565 - (54,565) -100%
Repair & Maintenance - - - - - 0%
Rent & Utilities - - - - - 0%
Services - - - - - 0%
Supplies - - - - - 0%
Water Purchases - - - - - 0%
Total Operations & Maintenance - 54,565 54,565 - (54,565) 100%
TOTAL OPERATING EXPENDITURES - 54,565 54,565 - (54,565) 100%
Capital Project Funds 9,455,585 10,288,000 7,934,673 4,676,681 (3,257,992) -41%
Capital Outlay - - - - - 0%
Maintenance & Replacement Funds - - - - - 0%
Total Capital 9,455,585 10,288,000 7,934,673 4,676,681 (3,257,992) -41%
Transfers Out - - - - - 0%
Other Uses - - - - - 0%
Total Other Uses - - - - - 0%
TOTAL NON-OPERATING EXPENDITURES 9,455,585 10,288,000 7,934,673 4,676,681 (3,257,992) -41%
TOTAL EXPENDITURES & OTHER USES 9,455,585 10,342,565 7,989,238 4,676,681 (3,312,557) -41%
Excess Revenus over(under) Expenditures 271,315 (8,360,641) (7,080,668) (33,067) 7,047,601 100%
FUND BALANCE, BEGINNING 2,558,290 14,283,223 14,283,223 7,202,555 (7,080,668) -50%
FUND BALANCE, ENDING 2,829,605 5,922,582 7,202,555 7,169,488 (33,067) 0%
Restricted/Assigned/Committed Funds 2,829,605 5,922,582 7,202,555 7,169,488 (33,067) 0%
UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ -$ 0%
Cash 2,829,605$ 5,922,582$ 7,202,555$ 7,169,488$ (33,067)$ 0%
- 0%
- 0%
- 0%
- 0%
TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 2,829,605$ 5,922,582$ 7,202,555$ 7,169,488$ (33,067)$ 0%
RESTRICTED/ASSIGNED/COMMITTED FUNDS
REVENUES & OTHER SOURCES
EXPENDITURES & OTHER USES
C A P I T A L P R O J E C T F U N D S
Combined Program Summary
283
C A P I T A L P R O J E C T F U N D S
Current Year Fund Detail
Fiscal Year 2018/2019
Municipal
Fund 405
Capital
Fund 410
Academy
Fund 412 TOTAL
General Sales Tax $ - $ - $ - $ -
Property Tax - - - -
Charge for Services - - - -
Hotel Tax - - - -
Beverage Tax - - - -
Franchise Fees - - - -
Permits and Fees - - - -
Permits and Fees Bldg Permits and Fees Building - - - -
Fines and Forfeitures - - - -
Investment Earnings - 38,000 29,180 67,180
Contributions - - - -
Misc Income - - - -
Total Revenues - 38,000 29,180 67,180
Transfers In - 1,025,000 164,300 1,189,300
Other Sources - 3,387,134 - 3,387,134
Total Other Sources - 4,412,134 164,300 4,576,434
TOTAL REVENUES AND OTHER SOURCES -$ 4,450,134$ 193,480$ 4,643,614$
Payroll Salaries $ - $ - $ - $ -
Payroll Transfers In - - - -
Total Payroll & Related - - - -
Debt - - - -
Economimc Development - - - -
Insurance - - - -
Payroll Transfers Out - - - -
Repair & Maintenance - - - -
Rent & Utilities - - - -
Services - - - -
Supplies - - - -
Water Purchases - - - -
Total Operations & Maintenance - - - -
TOTAL OPERATING EXPENDITURES - - - -
Capital Project Funds 2,399,630 2,192,051 85,000 4,676,681
Capital Outlay - - - -
Maintenance & Replacement Funds - - - -
Total Capital 2,399,630 2,192,051 85,000 4,676,681
Transfers Out - - - -
Other Uses - - - -
Total Other Uses - - - -
TOTAL NON-OPERATING EXPENDITURES 2,399,630 2,192,051 85,000 4,676,681
TOTAL EXPENDITURES AND OTHER USES 2,399,630$ 2,192,051$ 85,000$ 4,676,681$
Excess Revenus over(under) Expenditures (2,399,630) 2,258,083 108,480 (33,067)
BEGINNING FUND BALANCE 3,829,956 1,590,074 1,782,525 7,202,555
ENDING FUND BALANCE 1,430,326$ 3,848,157$ 1,891,005$ 7,169,488$
REVENUES & OTHER SOURCES
EXPENDITURES AND OTHER USES
284
The Municipal Facilities Capital Project Fund
tracks and accumulates resources intended
to finance future facility projects.
This fund is currently being used for all transactions
related to the construction of the Fire Station Complex
at the corner of Dove Road and FM1938.
Capital Projects Fund
(Municipal Facilities)
Fund
405
285
Capital Project Fund 405
Program Summary
Fiscal Year 2018/19
Adopted Estimated Adopted FY 18/19 Adopted
Actuals Budget Budget Budget vs
FY 16/17 FY 17/18 FY 17/18 FY 18/19 FY 17/18 Estimated
General Sales Tax -$ -$ -$ -$ -$ 0%
Property Tax - - - - - 0%
Charge for Service - - - - - 0%
Hotel Occupancy Tax - - - - - 0%
Beverage Tax - - - - - 0%
Franchise Fees - - - - - 0%
Permits & Fees Other - - - - - 0%
Permits & Fees Building - - - - - 0%
Permits & Fees Utility - - - - - 0%
Fines & Forfeitures - - - - - 0%
Investment Earnings - - - - - 0%
Contributions - - - - - 0%
Misc Income - - - - - 0%
Total Revenues - - - - - 0%
Transfers In - - - - - 100%
Other Sources 13,906,750 - - - - 0%
Total Other Sources 13,906,750 - - - - 0%
TOTAL REVENUES & OTHER SOURCES 13,906,750$ -$ -$ -$ -$ 0%
Payroll Salaries -$ -$ -$ -$ -$ 0%
Payroll Transfers In - - - - - 0%
Total Payroll and Related - - - - - 0%
Debt 251,686 - - - - 0%
Economic Development - - - - - 0%
Insurance - - - - - 0%
Payroll Transfers Out - - - - - 100%
Repair & Maintenance - - - - - 0%
Rent & Utilities - - - - - 0%
Services - - - - - 0%
Supplies - - - - - 0%
Water Purchases - - - - - 0%
Total Operations & Maintenance 251,686 - - - - 100%
TOTAL OPERATING EXPENDITURES 251,686 - - - - 100%
Capital Project Funds 692,498 9,843,000 7,339,673 2,399,630 (4,940,043) -67%
Capital Outlay 1,750,000 - - - - 0%
Maintenance & Replacment Funds - - - - - 0%
Total Capital and M&R Projects 2,442,498 9,843,000 7,339,673 2,399,630 (4,940,043) -67%
Transfers Out - - - - - 0%
Other Sources - - - - - 0%
Total Other Uses - - - - - 0%
TOTAL NON-OPERATING EXPENDITURES 2,442,498 9,843,000 7,339,673 2,399,630 (4,940,043) -67%
TOTAL EXPENDITURES & OTHER USES 2,694,184 9,843,000 7,339,673 2,399,630 (4,940,043) -67%
Excess Revenues over(under) Expenditures 11,212,567 (9,843,000) (7,339,673) (2,399,630) 4,940,043 67%
FUND BALANCE, BEGINNING (42,938) 11,169,629 11,169,629 3,829,956 (7,339,673) -66%
FUND BALANCE, ENDING 11,169,629 1,326,629 3,829,956 1,430,326 (2,399,630) -63%
Restricted/Assigned/Committed Funds 11,169,629 1,326,629 3,829,956 1,430,326 (2,399,630) -63%
UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ -$ 0%
Cash 405 10110 00 000 11,169,629$ 1,326,629$ 3,829,956$ 1,430,326$ (2,399,630)$ -63%
TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 11,169,629$ 1,326,629$ 3,829,956$ 1,430,326$ (2,399,630)$ -63%
REVENUES & OTHER SOURCES
EXPENDITURES & OTHER USES
RESTRICTED/ASSIGNED/COMMITED FUNDS
286
Section 9 Capital Project Funds
Municipal Facility Project Fund Overview
This project will provide an iconic 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,
Revenues and Other Sources
• There are not budgeted revenues for FY18/19.
Operating Expenditures
• There are no budgeted operating expenditures for FY18/19.
Non-Operating Expenditures
• Budgeted to be $2,399,630. This represents a 67% decrease from the prior year estimated.
o The projected is projected to be completed in February 2019.
Fund Balance
• Excess revenues over(under) budget are projected to be ($2,399,630)
• Beginning fund balance is projected to be $3,829,956
• The ending fund balance is projected to be $1,430,326
287
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288
This fund tracks the infrastructure and building
projects funded with general fund operating
transfers, bond funds, intergovernmental revenue
and other special fund sources.
Capital projects are those projects
over $25,000 that may extend over
one fiscal year to complete and reflect multiple
expense categories such as engineering,
design and construction.
Capital Projects Fund Fund
410
289
Capital Project Fund 410
Program Summary
Fiscal Year 2018/19
Adopted Estimated Adopted FY 18/19 Adopted
Actuals Budget Budget Budget vs
FY 16/17 FY 17/18 FY 17/18 FY 18/19 FY 17/18 Estimated
General Sales Tax -$ -$ -$ -$ -$ 0%
Property Tax - - - - - 0%
Charge for Service - - - - - 0%
Hotel Occupancy Tax - - - - - 0%
Beverage Tax - - - - - 0%
Franchise Fees - - - - - 0%
Permits & Fees Other - - - - - 0%
Permits & Fees Building - - - - - 0%
Permits & Fees Utility - - - - - 0%
Fines & Forfeitures - - - - - 0%
Investment Earnings 72,428 38,000 38,000 38,000 - 0%
Contributions 609,300 175,000 201,390 - (201,390) -100%
Misc Income - - - - - 0%
Total Revenues 681,727 213,000 239,390 38,000 (201,390) -84%
Transfers In - 1,015,324 300,000 1,025,000 725,000 100%
Other Sources - - - 3,387,134 3,387,134 100%
Total Other Sources - 1,015,324 300,000 4,412,134 4,112,134 1371%
TOTAL REVENUES & OTHER SOURCES 681,727$ 1,228,324$ 539,390$ 4,450,134$ 3,910,744$ 725%
Payroll Salaries -$ -$ -$ -$ -$ 0%
Payroll Transfers In - - - - - 0%
Total Payroll and Related - - - - - 0%
Debt - - - - - 0%
Economic Development - - - - - 0%
Insurance - - - - - 0%
Payroll Transfers Out - 54,565 54,565 - (54,565) 100%
Repair & Maintenance - - - - - 0%
Rent & Utilities - - - - - 0%
Services - - - - - 0%
Supplies - - - - - 0%
Water Purchases - - - - - 0%
Total Operations & Maintenance - 54,565 54,565 - (54,565) 100%
TOTAL OPERATING EXPENDITURES - 54,565 54,565 - (54,565) 100%
Capital Project Funds 1,185,578 445,000 595,000 2,192,051 1,597,051 268%
Capital Outlay - - - - - 0%
Maintenance & Replacment Funds - - - - - 0%
Total Capital and M&R Projects 1,185,578 445,000 595,000 2,192,051 1,597,051 268%
Transfers Out - - - - - 0%
Other Sources - - - - - 0%
Total Other Uses - - - - - 0%
TOTAL NON-OPERATING EXPENDITURES 1,185,578 445,000 595,000 2,192,051 1,597,051 268%
TOTAL EXPENDITURES & OTHER USES 1,185,578 499,565 649,565 2,192,051 1,542,486 237%
Excess Revenues over(under) Expenditures (503,851) 728,759 (110,175) 2,258,083 2,368,258 2150%
FUND BALANCE, BEGINNING 2,204,100 1,700,249 1,700,249 1,590,074 (110,175) -6%
FUND BALANCE, ENDING 1,700,249 2,429,008 1,590,074 3,848,157 2,258,083 142%
Restricted/Assigned/Committed Funds 1,700,249 2,429,008 1,590,074 3,848,157 2,258,083 142%
UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ -$ 0%
Cash 410 10110 00 000 1,700,249$ 2,429,008$ 1,590,074$ 3,848,157$ 2,258,083$ 142%
TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 1,700,249$ 2,429,008$ 1,590,074$ 3,848,157$ 2,258,083$ 142%
REVENUES & OTHER SOURCES
EXPENDITURES & OTHER USES
RESTRICTED/ASSIGNED/COMMITED FUNDS
290
Section 9 Capital Project Funds
Capital Project Fund Overview
The Capital Project 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 $4,450,134.
• This represents a 725% increase of $3,910,744 from prior year estimated.
o Investment earnings remained flat at $38,000
o Contributions decreased $201,390 due to one-time receipts received in prior year
$26, 390 for Solana/SH114 Signalization Project 69
$175,000 for WA Outdoor Science Project 71
o Transfers in from General Fund increased $725,000 for one-time planning and
development building permit fees and revenues.
o Other Sources increased $3,387,134 due to one-time bond funds received for
improvements in roads, facilities and grounds.
Operating Expenditures
• Payroll transfers out to General Fund decreased $54,565 due to a one-time transfer out in
FY17/18 to offset cost of Project Manager for the Public Works department.
Non-Operating Expenditures
• Capital Projects are budgeted to be $2,192,051
• This represents a 268% increase of $1,597,051 from prior year estimated.
• The following is a list of budgeted projects for FY 18/19.
Dept Account Formatted Account Description Adopted Budget
16 410-73000-16-000-000040 Sam School Road R&D $ 281,960
16 410-73000-16-000-000060 Pearson Lane R&D 404,125
16 410-73000-16-000-000075 Flashing Crosswalk Lights 80,000
16 410-73000-16-000-000078 Solana Pavement Repair 90,000
16 410-73000-16-000-000079 Wyck Hill Pavement Resurface 54,450
16 410-73000-16-000-000080 FM1938 Pavement Repairs 80,000
16 410-74400-16-000-000020 FM1938 Town Improvements 220,000
17 410-73000-17-000-000077 WA-Pond Repairs 82,000
19 410-73000-19-000-000076 Cemetery Improvements 50,000
19 410-74400-19-000-000042 Trail Connection at 114/Solana 30,000
19 410-74400-19-000-000053 Trail - Dove/Pearson/Aspen 290,016
19 410-74400-19-000-000067 Wayfinding Signage 229,500
20 410-74400-20-000-000081 Fiber Connectivity 300,000
$ 2,192,051
291
Section 9 Capital Project Funds
Capital Project Fund Overview
Fund Balance
• Excess revenues over(under) expenditures are projected to be $2,258,083
• The projected beginning fund balance is $1,590,074.
• The ending fund balance is projected to be $3,848,157.
Impact of Capital on Operating Budget
The purpose of the chart below is to show the impact to the operating budget if the capital
expenditures were undertaken. Some major costs associated with capital improvement
projects always involve personnel, insurance and utilities.
Examples of specific information are as follows:
• If a workforce increase is needed - how much money would be added to the budget for
salaries and employee benefits. And what about a workforce decrease is needed once
the project is finished?
• How much will property and casualty insurance rise or fall because of this project?
What is the estimate of the impact in utility costs once the construction is completed?
Must a piece of equipment be purchased or needed once the construction is
completed?
Operating Budget Impact by Project Name
Dept Acct Proj Account Description 19/20 20/21 21/22 22/23
16 73000 40 Sam School Road R&D $19,737 $19,737 $24,737 $24,887
16 73000 60 Pearson Lane R&D $0 24,296 24,296 24,296
16 73000 75 Flashing Crosswalk Lights $0 6,800 6,860 6,922
16 73000 78 Solana Pavement Repair $0 6,300 6,300 6,300
16 73000 79 Wyck Hill Pavement Resurface $0 3,812 3,812 3,812
16 73000 80 FM1938 Pavement Repairs $0 5,600 5,600 5,600
16 74400 20 FM1938 Town Improvements $0 $0 $0 $0
17 73000 77 WA-Pond Repairs $0 7,800 7,862 7,925
19 73000 76 Cemetery Improvements $0 2,000 2,060 2,122
19 74400 42 Trail Connection at 114/Solana $0 2,100 2,100 2,100
19 74400 53 Trail - Dove/Pearson/Aspen $0 24,296 24,296 24,296
19 74400 67 Wayfinding Signage $0 16,065 16,065 16,065
20 74400 81 Fiber Connectivity $0 $0 $0 $0
$19737 $118,806 $123,988 $124,325
292
ESTIMATED ADOPTED 1 2 3 4
FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23
Transfer in from GF 300,000$ 1,025,000$ -$ -$ -$ -$
Operating Xfr Out for PR Costs (54,565) - - - - -
Interest Income 38,000 38,000 38,000 38,000 38,000 38,000
NET 283,435 1,063,000 38,000 38,000 38,000 38,000
Contribution - - - - - -
Capital Project Expense (50,000) (220,000) - - - -
FM1938 TOWN IMPROVEMENTS (50,000) (220,000) - - - -
Bond Revenue - Issue $3.1M - 480,180 - - - -
Capital Project Expense - - (480,180) - - -
ROANOKE ROAD RECON/DRAIN SOUTH - 480,180 (480,180) - - -
Bond Revenue - Issue $3.1M - 281,960 - - - -
Capital Project Expense - (281,960) - - - -
SAM SCHOOL ROAD RECON & DRAINANGE - - - - - -
Cash (Fund Balance)- - - - - -
Capital Project Expense (100,000) - - - - -
E. DOVE ROAD RECON & DRAINAGE (Vaquero - TB)(100,000) - - - - -
Bond Revenue - Issue $3.1M - 30,000 - - - -
Capital Project Expense - (30,000) - - - -
TRAIL CONNECTION AT 114/SOLANA - - - - - -
Bond Revenue - Issue $3.1M - 300,949 - - - -
Capital Project Expense - - (300,949) - - -
TRAIL - WESTLAKE ACADEMY TO CEMETERY - 300,949 (300,949) - - -
Bond Revenue - Issue $3.1M - 290,016 - - - -
Capital Project Expense - (290,016) - - - -
TRAIL - DOVE/PEARSON/ASPEN - - - - - -
Bond Revenue - Issue $3.1M - 983,954 - - - -
Capital Project Expense - - (983,954) - - -
OTTINGER ROAD RECON & DRAINAGE - 983,954 (983,954) - - -
Bond Revenue - Issue $3.1M - 404,125 - - - -
Capital Project Expense - (404,125) - - - -
PEARSON LANE RECON & DRAINAGE - - - - - -
Bond Revenue - Issue $3.1M - 229,500 - - - -
WAYFINDING SIGNAGE - (229,500) - - - -
WAYFINDING SIGNAGE - - - - - -
Cash (Fund Balance)- - - - - -
Capital Project Expense (160,000) - - - - -
DOVE ROAD/FM1938 SIGNALIZATION (160,000) - - - - -
Contribution Revenue 26,390 - - - - -
Capital Project Expense - - - - - -
SOLANA/SH114 SIGNALIZATION 26,390 - - - - -
Contribution Revenue - - - - - -
Capital Project Expense (10,000) - - - - -
SOLANA/FM1938 SIGNALIZATION (10,000) - - - - - proj 70PROJECT DESCRIPTION
CAPITAL PROJECT FUND 410
FIVE YEAR FORECAST
proj 34proj 20proj 40proj 41proj 42 proj 52proj 53proj 58proj 60proj 67proj 68proj 69 293
ESTIMATED ADOPTED 1 2 3 4
FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23PROJECT DESCRIPTION
CAPITAL PROJECT FUND 410
FIVE YEAR FORECAST
WAF Grant 175,000 - 135,000 - - -
Capital Project Expense (175,000) - (123,595) - - -
WA - OUTDOOR LEARNING CENTER - - 11,405 - - -
Bond Revenue - Issue $3.1M - 80,000 - - - -
Capital Project Expense - (80,000) - - - -
FLASHING CROSSWALK LIGHTS - - - - - -
Contribution - - - - - -
Capital Project Expense (100,000) (50,000) - - - -
CEMETARY IMPROVEMENTS (100,000) (50,000) - - - -
Bond Revenue - Issue $3.1M - 82,000 - - - -
Capital Project Expense - (82,000) - - - -
WA - POND REPAIRS - - - - - -
Bond Revenue - Issue $3.1M - 90,000 - - - -
Capital Project Expense - (90,000) - - - -
SOLANA PAVEMENT REPAIRS - - - - - -
Bond Revenue - Issue $3.1M - 54,450 - - - -
Capital Project Expense - (54,450) - - - -
WYCK HILL PAVEMENT RESURFACE - - - - - -
Bond Revenue - Issue $3.1M - 80,000 - - - -
Capital Project Expense - (80,000) - - - -
FM1938 PAVEMENT REPAIRS - - - - - -
Cash (Fund Balance)- - - - - -
Capital Project Expense - (300,000) - - - -
FIBER CONNECTIVITY - (300,000) - - - -
Total Revenues & Transfers in 539,390 4,450,134 173,000 38,000 38,000 38,000
Total Expenditures & Transfers Out (649,565) (2,192,051) (1,888,678) - - -
NET CHANGE TO FUND BALANCE (110,175) 2,258,083 (1,715,678) 38,000 38,000 38,000
Beginning Fund Balance 1,700,249 1,590,074 3,848,157 2,132,479 2,170,479 2,208,479
Ending Fund Balance 1,590,074 3,848,157 2,132,479 2,170,479 2,208,479 2,246,479
Restricted/Committed/Assigned 1,590,074 3,848,157 2,132,479 2,170,479 2,208,479 2,246,479
Unassigned Ending Balance -$ -$ -$ -$ -$ -$ proj 71proj 80proj 75proj 76proj 77proj 78proj 79proj 80 294
The Westlake Academy Expansion Fund
tracks and accumulates resources intended
to finance future expansions projects
at the Academy.
Westlake Academy
Expansion Fund
Fund
412
295
Westlake Academy Expansion Fund 412
Program Summary
Fiscal Year 2018/19
Adopted Estimated Adopted FY 18/19 Adopted
Actuals Budget Budget Budget vs
FY 16/17 FY 17/18 FY 17/18 FY 18/19 FY 17/18 Estimated
General Sales Tax -$ -$ -$ -$ -$ 0%
Property Tax - - - - - 0%
Charge for Service - - - - - 0%
Hotel Occupancy Tax - - - - - 0%
Beverage Tax - - - - - 0%
Franchise Fees - - - - - 0%
Permits & Fees Other - - - - - 0%
Permits & Fees Building - - - - - 0%
Permits & Fees Utility - - - - - 0%
Fines & Forfeitures - - - - - 0%
Investment Earnings 6,218 3,600 29,180 29,180 - 0%
Contributions - - - - - 0%
Misc Income - - - - - 0%
Total Revenues 6,218 3,600 29,180 29,180 - 0%
Transfers In 1,010,000 750,000 340,000 164,300 (175,700) -52%
Other Sources - - - - - 0%
Total Other Sources 1,010,000 750,000 340,000 164,300 (175,700) -52%
TOTAL REVENUES & OTHER SOURCES 1,016,218$ 753,600$ 369,180$ 193,480$ (175,700)$ -48%
Payroll Salaries -$ -$ -$ -$ -$ 0%
Payroll Transfers In - - - - - 0%
Total Payroll and Related - - - - - 0%
Debt - - - - - 0%
Economic Development - - - - - 0%
Insurance - - - - - 0%
Payroll Transfers Out - - - - - 0%
Repair & Maintenance - - - - - 0%
Rent & Utilities - - - - - 0%
Services - - - - - 0%
Supplies - - - - - 0%
Water Purchases - - - - - 0%
Total Operations & Maintenance - - - - - 0%
TOTAL OPERATING EXPENDITURES - - - - - 0%
Capital Project Funds - - - 85,000 85,000 100%
Capital Outlay - - - - - 0%
Maintenance & Replacment Funds - - - - - 0%
Total Capital and M&R Projects - - - 85,000 85,000 100%
Transfers Out - - - - - 0%
Other Sources - - - - - 0%
Total Other Uses - - - - - 0%
TOTAL NON-OPERATING EXPENDITURES - - - 85,000 85,000 100%
TOTAL EXPENDITURES & OTHER USES - - - 85,000 85,000 100%
Excess Revenues over(under) Expenditures 1,016,218 753,600 369,180 108,480 (260,700) 71%
FUND BALANCE, BEGINNING 397,127 1,413,345 1,413,345 1,782,525 369,180 26%
FUND BALANCE, ENDING 1,413,345 2,166,945 1,782,525 1,891,005 108,480 6%
Restricted/Assigned/Committed Funds 1,413,345 2,166,945 1,782,525 1,891,005 108,480 6%
UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ -$ 0%
Cash 412 10110 00 000 1,413,345$ 2,166,945$ 1,782,525$ 1,891,005$ 108,480$ 6%
TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 1,413,345$ 2,166,945$ 1,782,525$ 1,891,005$ 108,480$ 6%
REVENUES & OTHER SOURCES
EXPENDITURES & OTHER USES
RESTRICTED/ASSIGNED/COMMITED FUNDS
296
Section 9 Capital Project Funds
Westlake Academy Expansion Overview
The Westlake Academy Expansion (WAE) Fund tracks and accumulates resources intended to
finance future Academy expansions.
In FY 2012/13, approximately 8.5 million dollars of bond proceeds were used to fund construction
of three new buildings at Westlake Academy with the final expenditures continuing into FY 13/14:
• Cafetorium – includes stage, dressing area, storage and catering kitchen for dining and
general purposes; approximately 9,600 sf.
• Three story Secondary School - includes 15 classrooms, flex and office space; designed to
allow for future addition if needed; 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 that requires the
developer to pay the following for each residential lot
• $10,000 for lots in the Granada subdivision.
• $ 5,000 for lots in the Quail Hollow subdivision.
Note these payments are recorded in the Economic Development Fund 210 and are transferred
to the Westlake Academy Fund 412.
Revenues and Other Sources
• Budgeted to be $193,480. This represents a 48% decrease of $175,700 from the prior year
estimated revenues of $369,180.
o Investment earnings are budgeted to remain flat at $29,180.
o Transfers in from the Economic Development fund for developer lot fee payments
are budgeted to be $164,300; this reflects a 52% decrease of $175,700.
Operating Expenditures
• There are no budgeted operating expenditures.
Non-Operating Expenditures
• Budgeted to be $85,000. This represents a 100% increase from the prior year estimated.
o It has been almost six years since the multi-year Westlake Academy Campus Facility
Master Plan that was adopted by the Town Council on November 12, 2012 and by
the Board of Trustees on November 5, 2012. It is time to re-examine the Plan again, if
for no other reason than to make sure it is still meeting the Town’s needs for its school,
Westlake Academy. If approved the Staff approach is a “three pronged”
approach, with parallel pathways conducted concurrently which ultimately
intersect, thus moving us forward in both the short and the long term.
Fund Balance
• Excess revenues over(under) budget are projected to be $108,480
• Beginning fund balance is projected to be $1,782,525
• The ending fund balance is projected to be $1,891,005
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300
Section 10 Capital Improvement Plan
CIP Overview
CAPITAL IMPROVEMENT PLAN OVERVIEW
OVERVIEW
The Capital Improvement Plan (CIP) presents the Town’s plan for infrastructure development and
improvements and is evaluated annually by the Town leadership to determine the financial
availability of resources for design, construction, operations, and maintenance. Balancing these
priorities, while at the same time being cognizant of the fiscal challenges of our Town, continues to
be a priority for our staff team and elected officials.
This document provides a comprehensive plan of capital improvements that are to be undertaken
by the Town over the next five (5) years. Cost estimates and financing methods for the
improvements are included and are referenced by individual project. The development of the
Capital Improvement Plan is one of the more complex and multi-faceted processes of the Town.
Striking a balance between the needs and interests of the residents and our financial capacity is a
challenging proposition.
For this community vision to have meaning, it must be accompanied by deliberate planning that
leads the organization and community to its desired future. This requires clearly defined goals,
proactive strategies, committed leadership, effective management and above all, the resources to
carry out these plans and objectives.
WHAT IS A CIP?
CIP is a realistic plan designed to fulfill the strategic goals and objectives necessary to achieve the
mission and vision of the community. The CIP is a multi-year document that summarizes the capital
needs of a community over a specific time period. It outlines the individual capital projects, their
strategic value and relationship to the community’s long-term goals and objectives as well as the
fiscal impact that they pose to the community.
WHY HAVE A CIP?
• Informs the employees, departments, elected officials and the public of an entity’s intent to
invest in its infrastructure and community
• Represents a long-term financial plan and identifies resources or financing strategies that an
entity plans to use to fund the plan
• Identifies projects by functionality 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
WHAT IS A CAPITAL PROJECT?
Capital includes all long-lived infrastructures such as water facilities, sewers, streets, parks and
buildings along with major equipment like fire trucks, radio systems, vehicles, computers and fixtures.
Capital projects are the individual action plans that make up a Capital Improvement Plan. The
capital projects in this CIP have been categorized into the following groups: Parks & Recreation,
Facilities, Transportation, Vehicles and Utilities.
CIP PRIORITIZATION STRATEGY – PRESERVE * PROTECT * PLAN
• Preserve the past by investing in the continued upgrade of town assets and infrastructure
• Protect the present with improvements and/or additions to facilities, roads, and capital
investments
• Plan for the future of the organization
301
Section 10 Capital Improvement Plan
CIP Overview
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 the Town’s infrastructure such as its
streets, water, water towers, and sewer mains, vehicles and other equipment. In preparing this year’s
CIP, the staff utilized our annual audit to determine the value of the Town’s assets.
FUNDING CONSIDERATIONS
In all communities, the cost associated with capital projects far outweighs the available resources
necessary to pay for them; in short there is not enough money. This requires prioritization of the
projects based upon their perceived impact on the community.
Due to the vast number of individual desires it is near impossible to satisfy everyone and requires a
collaborative effort to create situations where the benefits are shared equitably with community
stakeholders. In addition, dedicated revenues will, in most cases, determine which projects get
funded. For example, the Utility Fund may only contribute towards capital projects that improve
water and wastewater projects.
SOURCES OF FUNDING
There are four primary funding sources for capital improvements:
1. Cash Funding (revenue sources such as sales, hotel/motel and property taxes)
2. State/Federal funding (public grants)
3. Private Funding (developmental impact fees or charitable donations)
4. Bond Issuance
The projects in this CIP rely on bond proceeds and other revenues in the Governmental and
Enterprise Funds as well as contributions from corporate partners for funding.
There are two types of bonds:
1. General Obligation (GO) bonds which require voter approval
2. Certificates of Obligation (CO) bonds which do not require voter approval.
HOW INFLATION IMPACTS THE CIP
Inflation is defined as a rise in the price of all goods and services over time. This implies that the
purchasing power, or value, of currency will decline in the future relative to costs. Therefore, more
money will be required to fund CIP related expenditures and must be accounted for.
This data is important in calculating the Town’s future liability; by utilizing inflation trends to calculate
future capital replacement costs, we can determine how ‘waiting’ a year or more impacts the total
project cost. Most are aware of the benefits of compounding when it comes to investing.
Unfortunately, this same principle works in reverse as inflation causes costs to compound higher over
time.
FUNDED VS UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENTS
In prior years, the majority of capital improvements in Westlake have been unfunded. These projects
represent capital needs that are subject to more discussion and are included to convey to the Town
leaders and other interested parties the general parameters and breadth of those capital needs.
These projects may be moved to the “Funded” section of this CIP or moved out into future years
depending on priorities, funding availability, and other considerations. 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.
302
Section 10 Capital Improvement Plan
CIP Impact to Operating Budget
CIP IMPACT TO THE OPERATING BUDGET
The Town of Westlake’s operating budget is directly affected by the Capital Improvement
Program (CIP) budget. CIP projects can often increase or decrease costs. CIP investments in
technology or significant improvements to existing maintenance intensive assets can reduce
operating budget costs. However, new facilities and land acquisitions typically increase
operating expenditures.
Operating costs are carefully considered in deciding which projects move forward in the CIP
budget. It is typically impossible to absorb many large increases in operating costs at once;
therefore, projects are programmed to prevent shocks to operating budgets. Several projects are
currently included in the Adopted CIP, and could have future impacts on the operating budget.
OVERVIEW
The Capital Improvement Program (CIP) guides new construction and improvements to the
Town’s infrastructure and facilities, ranging from road expansion to repairs on publicly owned
buildings, to acquisition of new water sources.
The CIP requires a sound operating budget and a solid financial base to allow for debt or cash
financing of capital projects. A well prepared operating budget assists in raising or maintaining
the bond rating of the Town. A higher bond rating means that the Town pays a lower interest rate
for the bonds sold to finance capital projects. The annual budget process takes into account
requirements of funding infrastructure, maintenance, and related operational costs.
REVENUE SOURCES AND PROJECTIONS
Development of the CIP has two phases.
1. The first phase is revenue projections. Like revenue projections for the operating budget,
trends are studied, and performance assumptions are generated. From these
assumptions, expenditure estimates are developed. Since the CIP involves long term
planning, revenue projections must be made further into the future than those required for
the operating budget. Components of revenue funding for the CIP are:
o Sales tax revenue
o Interest earnings on the fund balance and current revenues contribute to CIP
o Transfers from other funds, such as the General Fund are considered in revenue
estimating.
o Other parts of CIP financing are budgeted as debt service in proprietary funds.
2. The second phase is existing debt service obligations. Existing debt is considered when
estimating the additional amount of debt that can be assumed under the Town’s policy.
After the new debt for proposed projects is calculated and all revenue sources are identified,
projects are prioritized and funds are allocated for long range planning. The revenues and debt
service expenditures are managed through the two Debt Service Funds of the Town.
PROJECT REVIEW
The second phase of developing the CIP involves the project requests. Through a series of
meetings, project plans are developed, studied and ranked according to criteria set forth by the
Town Council. Projects proposed for the CIP are reviewed, evaluated, and recommended under
the following guidelines:
303
Section 10 Capital Improvement Plan
CIP Impact to Operating Budget
1. General revenue-supported debt: Maintain a Capital Improvement Program within the
debt limitations established by state law, and within a maximum local mill levy debt service
established by the Town Council.
2. Capital improvement projects must meet the established useful life criteria to be financed:
3. Maintenance of the highway and street system to provide safe and effective vehicular
access and efficient urban traffic flow emphasizing the following:
• Include features in new projects which will reduce future maintenance requirements
• Provide good streets and roadways to serve Town facilities
4. Emphasize projects without regard to the percentage of the total CIP funds available.
5. Develop a balanced capital maintenance program for all types of Town assets.
6. Include beautification and landscape improvements in projects, especially on arterials
and highways, facilities, etc.
7. Insure an adequate water supply for existing neighborhoods and for the planned growth
and development of the Town.
ADOPTION OF THE CIP
CIP recommendations are forwarded to the Town Manager and then to the Town Council. The
Town Council may shift, add, or delete projects in the proposed CIP. Like the operating budget,
the Town Council will adopt the CIP.
IMPLEMENTATION
After the CIP is adopted by the Town Council, departments use the CIP as a guide for
implementing capital improvements.
BUDGETING FOR ONGOING OPERATING COSTS OF CIP PROJECTS
As a general practice, the CIP is developed and revised in a process that parallels development
of the Town’s operating budget. Departments provide estimated ongoing costs associated with
CIP projects so all costs can be considered in the evaluation process. When a project is
completed, the operating costs are included in the department’s operating budget.
Project Type General Life Financing
Public buildings 40 years 10 year
New road construction 40 years 10 year
Major road rehabilitation 15 years 10 year
Water, sewer & drainage 40 years 20 year
Miscellaneous items Based on asset 10 year
Local sales tax projects 10 year 15 year
304
A Capital Improvements Program (CIP) is
for the purchase, construction or replacement
of the physical assets of the Town.
This section includes a listing of projects
for the current year as well as projects
that are planned for implementation
over a five-year period.
Funded Capital
Improvement Projects
305
CAPITAL PROJECT FORECAST
Formerly Adopted and New Proposed Projects
Totals FY 17-18 FY 18-19 FY 19-20 PROJECT
Dept Proj thru Estimated Proposed Projected GRAND
No.No.FY 16/17 Budget Budget Budget TOTAL
X 405 Fire Station Complex 2,737,121$ 7,339,673$ 2,399,630$ -$ 12,476,424$
TOTAL FUND 405 2,737,121 7,339,673 2,399,630 - 12,476,424
X 412 Academy Expansion (Master Plan Update)- - 85,000 - 85,000
TOTAL FUND 412 - - 85,000 - 85,000
16 CP20 FM1938 Town Improvements 3,035,361 50,000 220,000 - 3,305,361
16 CP34 Roanoke Road Reconstruction & Drainage South 2,900 - - 480,180 483,080
16 CP40 Sam School Road Reconstruction & Drainage - - 281,960 - 281,960
FM 1938 & Dove Road Traffic Signal (Cash)277,730 160,000 - -
FM 1938 & Dove Road Traffic Signal (Contribution)26,389 - - -
16 CP70 FM 1938 and Solana Traffic Signalization 294,703 10,000 - - 304,703
16 CP75 Flashing Crosswalk - Dove/Pearson & Dove/Ottinger - - 80,000 - 80,000
16 CP78 Solana Pavement Repairs - - 90,000 - 90,000
16 CP79 Wyck Hill Pavement Resurface - - 54,450 - 54,450
16 CP80 FM1938 Pavement Repairs - - 80,000 - 80,000
Sub-Total - Road/Street Improvements 3,637,083 220,000 806,410 480,180 5,143,673
17 CP71 WA Outdoor Learning Space 129,808 175,000 - 123,595 428,403
17 CP77 WA Pond Repairs - - 82,000 - 82,000
Sub-Total - Academic Facilities Improvements 129,808 175,000 82,000 123,595 510,403
19 CP42 Trail Connection at Hwy 114 & Solana Blvd.- - 30,000 - 30,000
19 CP67 Wayfinding Signage - - 229,500 - 229,500
19 CP76 Cemetary Improvements - 100,000 50,000 - 150,000
Sub-Total - Trail/Park/Cemetery Improvements - 100,000 309,500 - 409,500
19 CP52 Trail - Academy to Cemetery - - - 300,949
16 CP58 Ottinger Road Recon/Drainage - - - 983,954
19 CP53 Trail - Dove/Pearson/Aspen - - 290,016 -
16 CP60 Pearson Lane Recon/Drainage - - 404,125 -
Sub-Total - Trail and Road Improvements - - 694,141 1,284,903 1,979,044
20 CP81 Firber Connectivity Project - - 300,000 - 300,000
Sub-Total - Information Technology Improvements - - 300,000 - 300,000
TOTAL FUND 410 3,766,891 495,000 2,192,051 1,888,678 8,342,620
6,504,012$ 7,834,673$ # $ 4,676,681 #1,888,678$ #20,904,044$
Totals FY 17-18 FY 18-19 FY 19-20 PROJECT
thru Estimated Proposed Projected GRAND
FY 16/17 Budget Budget Budget TOTAL
Contributions (Formerly adopted)321,092$ 110,000$ 50,000$ -$ 481,092$
Foundation Contribution 129,808 175,000 0 123,595 428,403
TOTAL CONTRIBUTIONS 450,900 285,000 50,000 123,595 909,495
Cash/Fund Balance (Formerly adopted)3,315,991 210,000 605,000 0 4,130,991
TOTAL CASH 3,315,991 210,000 605,000 0 4,130,991
FY 17/18 Fire Station - 20 yr Bonds 2,737,121 7,339,673 2,399,630 0 12,476,424
FY 18/19 Street/Trail - 20 yr Bonds 0 0 1,622,051 1,765,083 3,387,134
TOTAL BONDS 2,737,121 7,339,673 4,021,681 1,765,083 15,863,558
6,504,012$ 7,834,673$ $ 4,676,681 1,888,678$ 20,904,044$
16
FUND 405 - MUNICIPAL FACILITIES
FUND 412 - ACADEMY FACILITIES
FUND 410 - CAPITAL PROJECTS
Funding Summary
Project Description
GRAND TOTAL ALL PROJECTS
TOTAL GOVERNMENTAL PROJECTS
1,284,903
694,141
464,119 CP68
306
Project Description:
Fund 405 Totals Thru Estimated Proposed Project
EXPENDITURE TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total
Engineering 28,190 545,742 4,100 - - - - 578,032
Construction Expense - 6,248,000 1,739,281 - - - - 7,987,281
Land Purchase 1,750,000 - - - - - - 1,750,000
Design Fees 663,576 76,950 61,474 - - - - 802,000
Furniture & Fixtures - 200,000 75,000 - - - - 275,000
Security - 167,000 150,500 - - - - 317,500
Contingency - 75,000 107,700 - - - - 182,700
Misc/Land/Foundation - 4,250 258,075 - - - - 262,325
Appraisal Fees 10,885 2,115 - - - - - 13,000
Misc Legal 12,853 3,147 - - - - - 16,000
Boyle & Lowry 18,310 16,690 - - - - - 35,000
Advertising 776 224 2,500 - - - - 3,500
Bond Issuance Tax Note 2017 29,232 - - - - - - 29,232
Bond Issuance 2016 CO 222,454 - - - - - - 222,454
Printing 845 555 1,000 - - - - 2,400
PROJECT EXPENDITURES 2,737,121 7,339,673 2,399,630 - - - - 12,476,424
Fund 405 Totals Thru Estimated Proposed Project
FUNDING TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total
Cash (Fund Balance) - - 319,764 - - - - 319,764
Misc Contribution 2016 CO 246,750 - - - - - - 246,750
Texas Tax Note 1,530,000 - - - - - - 1,530,000
Bond Proceeds 9,180,000 - - - - - - 9,180,000
Contributions - Private 1,200,000 - - - - - - 1,200,000
PROJECT EXPENDITURES 12,156,750 - 319,764 - - - - 12,476,514
Land Contribution (in kind) 1,750,000 - - - - - - 1,750,000
FUNDING TOTAL 13,906,750 - 319,764 - - - - 14,226,514
Totals Thru Estimated Proposed
IMPACT TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23
Services - - - 3,900 5,150 5,305 5,464 -
Insurance - - - 3,700 4,893 5,040 5,191 -
Repair & Maintenance - - - 38,000 50,000 51,500 53,045 -
Rent & Utilities - - - 48,500 64,580 66,517 68,513 -
Debt Service CO 2017 - - - 509,725 508,500 507,125 510,525 -
Debt Service Tax Note 2017 - - - 234,118 233,254 233,326 233,326 -
OPERATING IMPACT - - - 837,943 866,377 868,813 876,064 -
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
FUNDED CAPITAL IMPROVEMENT
Iconic Fire-EMS Station
PROJECT EXPENSE
PROJECT FUNDING
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,
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
307
Project Description:
Totals Thru Estimated Proposed Project
EXPENDITURE TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total
Engineering 80,923 - - - - - - 80,923
Consultant Fees - - 85,000 - - - - 85,000
Design Fees 550,885 - - - - - - 550,885
Misc. Legal 7,861 - - - - - - 7,861
Irrigation R&M 4,987 - - - - - - 4,987
Landscape - WA Expansion 20,264 - - - - - - 20,264
Utility Relocations (W/S/E)55,286 - - - - - - 55,286
Advertising 2,496 - - - - - - 2,496
Audio Visual 349,992 - - - - - - 349,992
Printing 116 - - - - - - 116
Courier Service 1,578 - - - - - - 1,578
Security Expense 11,000 - - - - - - 11,000
Misc. Expense 4,087 - - - - - - 4,087
Construction Expense 9,135,117 - - - - - - 9,135,117
Water Service 3,641 - - - - - - 3,641
Furniture & Fixtures 463,795 - - - - - - 463,795
Bond Issuance Costs - 2013 CO 123,316 - - - - - - 123,316
Transfer Out to GF 36,398 - - - - - - 36,398
Portable Buildings 359,617 - - - - - - 359,617
EXPENDITURES TOTAL 11,211,358 - 85,000 - - - - 11,296,358
410-10110-20-000-000081 Totals Thru Estimated Proposed Project
FUNDING TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total
Contributions 1,080,473 - - - - - - 1,080,473
Interest Earned 12,800 29,180 29,180 27,400 27,400 27,400 27,400 180,760
Interest Earned Bonds 11,192 - - - - - - 11,192
Misc Revenue 233,500 - - - - - - 233,500
Transfer in from GF 720,726 - - - - - - 720,726
Transfer in from ED 1,420,000 340,000 164,300 145,700 127,100 127,100 127,100 2,451,300
Transfer in from CP 200,000 - - - - - - 200,000
Other Sources 366,774 - - - - - - 366,774
Bond Proceeds - 2013 CO 8,294,800 - - - - - - 8,294,800
Bond Premiums - 2013 CO 284,437 - - - - - - 284,437
FUNDING TOTAL 12,624,703 369,180 193,480 173,100 154,500 154,500 154,500 13,823,963
FUNDED CAPITAL IMPROVEMENT
Westlake Academy Master Plan Update
PROJECT EXPENSE
PROJECT FUNDING
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
WA campus facility master planning was discussed at a joint Town Council/Board of Trustees workshop on
February 5, 2018. Much discussion between Staff and the Council/Board ensued, with a consensus that
further discussion on this topic was needed. The discussion on February 5th with the Council/Board focused
on the need and desire to re-address capital improvement planning for Westlake Academy. Presently we
have a multi-year Westlake Academy (WA) Campus Facility Master Plan that was adopted by the Town
Council on November 12, 2012 and by the Board of Trustees on November 5, 2012. Much time and effort as
well as financial resources were invested in this Plan. Since it has been almost six years since it was approved
and adopted, it is time to re-examine the Plan again, if for no other reason than to make sure it is still meeting
the Town’s needs for its school, Westlake Academy.
If approved the Staff approach is a “three pronged” approach, with parallel pathways conducted concurrently
which ultimately intersect, thus moving us forward in both the short and the long term.
308
Project Description:
410-74400-16-000-000020 Totals Thru Estimated Proposed Project
EXPENDITURE TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total
Engineering - - - - - - - -
Construction - - - - - - - -
Design - - - - - - - -
Contingency - - - - - - - -
Other 3,035,361 50,000 220,000 - - - - 3,305,361
EXPENDITURES TOTAL 3,035,361 50,000 220,000 - - - - 3,305,361
410-10110-16-000-000020 Totals Thru Estimated Proposed Project
FUNDING TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total
Cash (Fund Balance) 3,035,361 50,000 220,000 - - - - 3,305,361
Contributions/Grants - - - - - - - -
Bonds FY 18/19 CO - - - - - - - -
Unfunded - - - - - - - -
Other - - - - - - - -
FUNDING TOTAL 3,035,361 50,000 220,000 - - - - 3,305,361
vision link 16,234,290 539,390 4,450,134 173,000 38,000 38,000 38,000
Totals Thru Estimated Proposed
IMPACT TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair & Maintenance - - - - - - - -
Rent & Utilities - - - - - - - -
Debt Service - - - - - - - -
OPERATING IMPACT - - - - - - - -
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
IMPACT ON OPERATING BUDGET
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
FUNDED CAPITAL IMPROVEMENT PROJECT #20
FM1938 Town Improvements
PROJECT EXPENSE
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
PROJECT FUNDING
This work will include repair and replacement of irrigation, wheelchair
ramps, sidewalk and plants that are dead or in need of repair through the
FM 1938 corridor. Funding for this work is from project savings from the
2012 FM 1938 TxDOT road construction landscape project and the
subsequent 2013 streetscape project.
309
Project Description:
410-73000-16-000-000034 Totals Thru Estimated Proposed Project
EXPENDITURE TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total
Engineering 2,900 - - - - - - 2,900
Construction - - - 480,180 - - - 480,180
Design - - - - - - - -
Contingency - - - - - - - -
Other - - - - - - - -
EXPENDITURES TOTAL 2,900 - - 480,180 - - - 483,080
410-33501-16-000-000034 Totals Thru Estimated Proposed Project
FUNDING TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 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 16,234,290 539,390 4,450,134 173,000 38,000 38,000 38,000
Totals Thru Estimated Proposed
IMPACT TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23
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 -
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
FUNDED CAPITAL IMPROVEMENT PROJECT #34
Roanoke Road Reconstruction and Drainage South
(Highway 170 south to Town limits)
PROJECT EXPENSE
PROJECT FUNDING
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.
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
310
Project Description:
410-73000-16-000-000040 Totals Thru Estimated Proposed Project
EXPENDITURE TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total
Engineering - - 49,308 - - - - 49,308
Construction - - 232,652 - - - - 232,652
Design - - - - - - - -
Contingency - - - - - - - -
Other - - - - - - - -
EXPENDITURES TOTAL - - 281,960 - - - - 281,960
410-33501-16-000-000040 Totals Thru Estimated Proposed Project
FUNDING TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 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 16,234,290 539,390 4,450,134 173,000 38,000 38,000 38,000
Totals Thru Estimated Proposed
IMPACT TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23
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 -
PROJECT FUNDING
IMPACT ON OPERATING BUDGET
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
FUNDED CAPITAL IMPROVEMENT PROJECT #40
Sam School Road Reconstruction and Drainage
(Solana to Town limits)
PROJECT EXPENSE
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.
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
311
Project Description:
410-73000-16-000-000068 Totals Thru Estimated Proposed Project
EXPENDITURE TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total
Engineering - - - - - -
Construction 304,119 160,000 - - - - - 464,119
Design - - - - - - - -
Contingency - - - - - - - -
Other - - - - - - - -
EXPENDITURES TOTAL 304,119 160,000 - - - - - 464,119
410-10110-16-000-000034 Totals Thru Estimated Proposed Project
FUNDING TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total
Cash (Fund Balance) 277,730 160,000 - - - - - 437,730
Contributions (Fidelity) 26,389 - - - - - - 26,389
Bonds - - - - - - - -
Unfunded - - - - - - - -
Other - - - - - - - -
FUNDING TOTAL 304,119 160,000 - - - - - 464,119
vision link 173,000 38,000 38,000 38,000
Totals Thru Estimated Proposed
IMPACT TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair & Maintenance - - - - - - - -
Rent & Utilities - - - - - - - -
Debt Service - - - - - - - -
OPERATING IMPACT - - - - - - - -
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
IMPACT ON OPERATING BUDGET
FUNDED CAPITAL IMPROVEMENT PROJECT #68
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 was completed
during FY17/18.
PROJECT EXPENSE
PROJECT FUNDING
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
312
Project Description:
410-74400-16-000-000070 Totals Thru Estimated Proposed Project
EXPENDITURE TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total
Engineering - - - - - - - -
Construction 294,703 10,000 - - - - - 304,703
Design - - - - - - - -
Contingency - - - - - - - -
Other - - - - - - - -
EXPENDITURES TOTAL 294,703 10,000 - - - - - 304,703
410-33700-16-000-000070 Totals Thru Estimated Proposed Project
FUNDING TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total
Cash (Fund Balance) 35,163 10,000 - - - - - 45,163
Contributions/Grants 259,540 - - - - - - 259,540
Bonds FY 18/19 CO - - - - - - - -
Unfunded - - - - - - - -
Other - - - - - - - -
FUNDING TOTAL 294,703 10,000 - - - - - 304,703
vision link 16,234,290 539,390 4,450,134 173,000 38,000 38,000 38,000
Totals Thru Estimated Proposed
IMPACT TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair & Maintenance - - - - - - - -
Rent & Utilities - - - 200 200 200 200 -
Debt Service - - - - - - - -
OPERATING IMPACT - - - 200 200 200 200 -
IMPACT ON OPERATING BUDGET
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
FUNDED CAPITAL IMPROVEMENT PROJECT #70
FM 1938 and Solana Blvd Traffic Signalization
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 was completed during
FY17/18.
PROJECT EXPENSE
PROJECT FUNDING
313
410-73000-16-000-000075 Totals Thru Estimated Proposed Project
EXPENDITURE TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total
Engineering - - - - - - - -
Construction - - 55,000 - - - - 80,000
Design - - 25,000 - - - - -
Contingency - - - - - - - -
Other - - - - - - - -
EXPENDITURES TOTAL - - 80,000 - - - - 80,000
410-33501-16-000-000075 Totals Thru Estimated Proposed Project
FUNDING TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 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 16,234,290 539,390 4,450,134 173,000 38,000 38,000 38,000
Totals Thru Estimated Proposed
IMPACT TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair & Maintenance - - - - 2,000 2,060 2,122 -
Rent & Utilities - - - - - - - -
Debt Service - - - - 4,800 4,800 4,800 -
OPERATING IMPACT - - - - 6,800 6,860 6,922 -
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
IMPACT ON OPERATING BUDGET
- - - - - - - - - - - - - - - - - - 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 community and the Academy. Flashing light
at the crosswalk would give vehicles a warning that pedestrians are
crossing at Dove Rd & Ottinger or Dove Rd &Pearson. This project
includes flashing signs and lights being installed in the pavement.
Includes three flashing lights and striping of the crosswalk at Dove and
Pearson. Lights would be actived by pedestrians walking on the trail that
would need to cross over Dove to go north on Pearson.
FUNDED CAPITAL IMPROVEMENT PROJECT #75
Flashing Crosswalk Lights (Dove @ Pearson & Ottinger)
PROJECT EXPENSE
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
PROJECT FUNDING
Ottinger Road
314
Project Description:
410-73000-16-000-000078 Totals Thru Estimated Proposed Project
EXPENDITURE TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total
Engineering - - 90,000 - - - - 90,000
Construction - - - - - - - -
Design - - - - - - - -
Contingency - - - - - - - -
Other - - - - - - - -
EXPENDITURES TOTAL - - 90,000 - - - - 90,000
410-33501-16-000-000078 Totals Thru Estimated Proposed Project
FUNDING TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 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 16,234,290 539,390 4,450,134 173,000 38,000 38,000 38,000
Totals Thru Estimated Proposed
IMPACT TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair & Maintenance - - - - - - - -
Rent & Utilities - - - - - - - -
Debt Service - - - - 6,300 6,300 6,300 -
OPERATING IMPACT - - - - 6,300 6,300 6,300 -
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
IMPACT ON OPERATING BUDGET
FUNDED CAPITAL IMPROVEMENT PROJECT #78
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
PROJECT FUNDING
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
315
Project Description:
410-73000-16-000-000079 Totals Thru Estimated Proposed Project
EXPENDITURE TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total
Engineering - - - - - - - -
Construction - - 54,450 - - - - 54,450
Design - - - - - - - -
Contingency - - - - - - - -
Other - - - - - - - -
EXPENDITURES TOTAL - - 54,450 - - - - 54,450
410-33501-16-000-000079 Totals Thru Estimated Proposed Project
FUNDING TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total
Cash (Fund Balance) - - - - - - - -
Contributions/Grants - - - - - - - -
Bonds FY 18/19 CO - - 54,450 - - - - 54,450
Unfunded - - - - - - - -
Other - - - - - - - -
FUNDING TOTAL - - 54,450 - - - - 54,450
Totals Thru Estimated Proposed
IMPACT TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair & Maintenance - - - - - - - -
Rent & Utilities - - - - - - - -
Debt Service - - - - 3,812 3,812 3,812 -
OPERATING IMPACT - - - - 3,812 3,812 3,812 -
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
IMPACT ON OPERATING BUDGET
FUNDED CAPITAL IMPROVEMENT PROJECT #79
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
PROJECT FUNDING
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
316
Project Description:
410-73000-16-000-000080 Totals Thru Estimated Proposed Project
EXPENDITURE TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total
Engineering - - - - - - - -
Construction - - 80,000 - - - - 80,000
Design - - - - - - - -
Contingency - - - - - - - -
Other - - - - - - - -
EXPENDITURES TOTAL - - 80,000 - - - - 80,000
410-33501-16-000-000080 Totals Thru Estimated Proposed Project
FUNDING TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total
Cash (Fund Balance) - - - - - - - -
Contributions/Grants - - - - - - - -
Bonds FY 18/19 CO - - 80,000 - - - - 80,000
Unfunded - - - - - - - -
Other - - - - - - - -
FUNDING TOTAL - - 80,000 - - - - 80,000
Totals Thru Estimated Proposed
IMPACT TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair & Maintenance - - - - - - - -
Rent & Utilities - - - - - - - -
Debt Service - - - - 5,600 5,600 5,600 -
OPERATING IMPACT - - - - 5,600 5,600 5,600 -
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
IMPACT ON OPERATING BUDGET
FUNDED CAPITAL IMPROVEMENT PROJECT #80
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
PROJECT FUNDING
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
317
Project Description:
410-74400-17-000-000071 Totals Thru Estimated Proposed Project
EXPENDITURE TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total
Engineering - - - - - - - -
Construction 129,808 175,000 - 123,595 - - - 428,403
Design - - - - - - - -
FF&E - - - - - - - -
Contingency - - - - - - -
EXPENDITURE TOTAL 129,808 175,000 - 123,595 - - - 428,403
410-33700-17-000-000071 Totals Thru Estimated Proposed Project
FUNDING TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total
Cash (Fund Balance) - - - - - - - -
Transfer in from General Fund - - - - - - - -
Transfer in from Utility Fund - - - - - - - -
Contribution WAF 102,260 175,000 - 123,595 - - - 400,855
FUNDING TOTAL 102,260 175,000 - 123,595 - - - 400,855
Totals Thru Estimated Proposed
IMPACT TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23
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 -
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
IMPACT ON OPERATING BUDGET
FUNDED CAPITAL IMPROVEMENT PROJECT #71
Westlake Academy - Outdoor Learning Space
PROJECT EXPENSE
PROJECT FUNDING
The outdoor classroom greatly facilitates teachers’ flexibility in their lessons to incorporate more hands-on science
experiences. Establishing an area for on-going investigations has provided 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 is 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 was completed in May 2018 which includes the Math & Science Plaza; includes two concrete pads,
one for the phase of the moon, sundial, compass, simple machine rack and ruler, sidewalks and retaining walls.
Phase III in FY19/20 has not been selected at the is time. There are 5 other stations in the outdoor learning
stations master plan which include, water station, courtyard garden, art courtyard, nature trail and music station. At
this time the school or WA Foundation has not made any commitment on funding any of this stations.
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
318
Project Description:
410-74400-17-000-000071 Totals Thru Estimated Proposed Project
EXPENDITURE TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total
Engineering - - 12,000 - - - 12,000
Construction - - 229,500 - - - - 229,500
Design - - - - - - - -
FF&E - - - - - - - -
Contingency - - - - - - - -
EXPENDITURES TOTAL - - 82,000 - - - - 82,000
410-33700-17-000-000071 Totals Thru Estimated Proposed Project
FUNDING TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total
Cash (Fund Balance) - - - - - - - -
Transfer in from General Fund - - - - - - - -
Transfer in from Utility Fund - - - - - - - -
Bonds 2018/19 CO Bonds - - 229,500 - - - - 229,500
FUNDING TOTAL - - 82,000 - - - - 82,000
Totals Thru Estimated Proposed
OPERATING IMPACT FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23
Services - - - - - - - -
Insurance - - - - - - - -
Repair & Maintenance - - - - 2,060 2,122 2,185 -
Rent & Utilities - - - - - - - -
Debt Service - - - - 5,740 5,740 5,740 -
Other - - - - - - - -
OPERATING IMPACT - - - - 7,800 7,862 7,925 -
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
PROJECT FUNDING
IMPACT ON OPERATING BUDGET
FUNDED CAPITAL IMPROVEMENT PROJECT #77
Westlake Academy Pond Repairs
PROJECT EXPENSE
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
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 remove the silt from the pond and install a clay
liner.
319
Project Description:
410-74400-19-000-000042 Totals Thru Estimated Proposed Project
EXPENDITURE TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total
Engineering -
Construction - - 30,000 - - - - 30,000
Design -
Contingency -
Other Admin cost -
EXPENDITURES TOTAL - - 30,000 - - - - 30,000
410-33501-19-000-000042 Totals Thru Estimated Proposed Project
FUNDING TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total
Cash (Fund Balance) - - - - - - - -
Bonds FY 18/19 CO - - 30,000 - - - - 30,000
Transfer in from Utility Fund - - - - - - - -
Unfunded - - - - - - - -
Other - - - - - - - -
FUNDING TOTAL - - 30,000 - - - - 30,000
Totals Thru Estimated Proposed
IMPACT TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23
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 -
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
IMPACT ON OPERATING BUDGET
FUNDED CAPITAL IMPROVEMENT PROJECT #42
Trail Connection at Hwy 114 and Solana Blvd.
PROJECT EXPENSE
PROJECT FUNDING
This project will 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.
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
320
Project Description:
410-74400-19-000-000067 Totals Thru Estimated Proposed Project
EXPENDITURE TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total
Engineering - - - - - - - -
Construction - - 229,500 - - - - 229,500
Design - - - - - - - -
Contingency - - - - - - - -
Other - - - - - - - -
EXPENDITURES TOTAL - - 229,500 - - - - 229,500
410-33501-19-000-000067 Totals Thru Estimated Proposed Project
FUNDING TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 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 Proposed
IMPACT TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair & Maintenance - - - - - - - -
Rent & Utilities - - - - - - - -
Debt Service - - - - 16,065 16,065 16,065 -
OPERATING IMPACT - - - - 16,065 16,065 16,065 -
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
IMPACT ON OPERATING BUDGET
FUNDED CAPITAL IMPROVEMENT PROJECT #67
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
PROJECT FUNDING
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
321
Project Description:
410-73000-19-000-000076 Totals Thru Estimated Proposed Project
EXPENDITURE TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total
Engineering - 10,000 - - - - - 10,000
Construction - 90,000 50,000 - - - - 140,000
Design - - - - - - - -
Contingency - - - - - - - -
Other Admin cost - - - - - - - -
EXPENDITURES TOTAL - 100,000 50,000 - - - - 150,000
410-33700-19-000-000076 Totals Thru Estimated Proposed Project
FUNDING TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total
Cash/Transfers - - - - - - - -
Contributions/Grants 150,000 - - - - - - 150,000
Bonds FY 18/19 CO - - - - - - - -
UnFunded - - - - - - - -
Other - - - - - - - -
FUNDING TOTAL 150,000 - - - - - - 150,000
Totals Thru Estimated Proposed
IMPACT TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair & Maintenance - - - - 2,000 2,060 2,122 -
Utilities - - - - - - - -
Debt Service - - - - - - - -
OPERATING IMPACT - - - - 2,000 2,060 2,122 -
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
IMPACT ON OPERATING BUDGET
FUNDED CAPITAL IMPROVEMENT PROJECT #76
Cemetery Improvements
PROJECT EXPENSE
PROJECT FUNDING
This project would include a new water well, storage tanks,
irrigation system, fence on the southeast corner and
underground power for the water well.
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
322
Project Description:
410-74400-19-000-000052 Totals Thru Estimated Proposed Project
410-73000-16-000-000058 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total
Trail- Engineering/Design - - - - - - -
Trail - Construction - - - 300,949 - - - 300,949
Trail - Design - - - - - - -
Road/Bridge - Engineering - - - - - - -
Road/Bridge - Construction - - - 983,954 - - - 983,954
EXPENDITURES TOTAL - - - 1,284,903 - - - 1,284,903
410-33501-19-000-000052 Totals Thru Estimated Proposed Project
410-33501-16-000-000058 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total
Cash (Fund Balance) - - - - - - - -
Bonds FY 18/19 CO - - 300,949 - - - - 300,949
Bonds FY 18/19 CO - - 983,954 - - - - 983,954
Unfunded - - - - - - - -
Other - - - - - - - -
FUNDING TOTAL - - 1,284,903 - - - - 1,284,903
vision link #NAME?#NAME?#NAME?#NAME?#NAME?#NAME?#NAME?
Totals Thru Estimated Proposed
IMPACT TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23
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 -
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
FUNDED CAPITAL IMPROVEMENT PROJECT #52/58
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)
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
Project 52 Trail $ 300,949
Project 58 R&D $ 983,954
323
Project Description:
410-74400-19-000-000053 Totals Thru Estimated Proposed Project
410-73000-16-000-000060 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total
Trail - Engineering - - - - - - - -
Trail - Construction - - 290,016 - - - - 290,016
Trail - Contingency - - - - - - - -
Road - Engineering - - - - - - - -
Road - Construction - - 404,125 - - - - 404,125
EXPENDITURES TOTAL - - 694,141 - - - - 694,141
410-33501-19-000-000053 Totals Thru Estimated Proposed Project
410-33501-16-000-000060 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total
Cash (Fund Balance) - - - - - - - -
Bonds FY 18/19 CO - - 290,016 - - - - 290,016
Bonds FY 18/19 CO - - 404,125 - - - - 404,125
Unfunded - - - - - - - -
Other - - - - - - - -
FUNDING TOTAL - - 694,141 - - - - 694,141
vision link #NAME?#NAME?#NAME?#NAME?#NAME?#NAME?#NAME?
Totals Thru Estimated Proposed
IMPACT TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23
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 -
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
FUNDED CAPITAL IMPROVEMENT PROJECT #53/60
PROJECT EXPENSE
Pearson Lane Reconstruction & Drainage & Trail
Dove Road / Pearson Road / Aspen Lane
PROJECT FUNDING
IMPACT ON OPERATING BUDGET
This project will provide trail 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.
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
Project 53 Trail $290,016
Project 60 R&D $404,125
Grand Total $694,141
324
Project Description:
410-74400-20-000-000081 Totals Thru Estimated Proposed Project
EXPENDITURE TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total
Engineering -
Construction -
Design -
Contingency -
Other Cost 300,000 300,000
EXPENDITURES TOTAL - - 300,000 - - - - 300,000
410-10110-20-000-000081 Totals Thru Estimated Proposed Project
FUNDING TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total
Cash (Fund Balance) - - 300,000 - - - - 300,000
Bonds FY 18/19 CO - - - - - - - -
Transfer in from Utility Fund - - - - - - - -
Unfunded - - - - - - - -
Other - - - - - - - -
FUNDING TOTAL - - 300,000 - - - - 300,000
Totals Thru Estimated Proposed
IMPACT TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair & Maintenance - - - - - - - -
Utilities - - - - - - - -
Debt Service - - - - - - - -
OPERATING IMPACT - - - - - - - -
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
IMPACT ON OPERATING BUDGET
FUNDED CAPITAL IMPROVEMENT PROJECT #81
Fiber Connectivity between Buildings (Municipal/Academy)
PROJECT EXPENSE
PROJECT FUNDING
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
Improve Technology, Facilities and Equipment: Reduce critical infrastructure downtime - With the addition of the EOC
at the new Fire/EMS station and a complete fiber duct between all of our locations, we have the opportunity to install
our own fiber between all of the locations to provide faster connectivity than we can afford through vendors. With this
rollout we would start with 10Gbps connectivity between all of our locations (approximately 100X faster than our current
connections), with the ability to increase to 40Gbps and 100Gbps in the future. Using our own fiber will allow us
flexibility in internet connectivity - options to combine the internet connection at each location into a single faster
connection, or reduce or remove internet connectivity costs at one or more locations and route all internet traffic
through a single location. Since we have moved to a virtual server architecture, having our own fast fiber connectivity
between locations will allow us to move virtual servers to any location when necessary (disaster recovery, scheduled
hardware down time for updates, upgrades, repairs, etc.) We will be able to have our data available at any of the
locations without any reduction in speed or productivity.
325
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326
This section includes a listing of projects
over a five-year period that Town staff
has identified but cannot be addressed
given funding limitations.
Unfunded Capital
Improvement Projects
327
CAPITAL IMPROVEMENT PROJECTS FORECAST
Unfunded / Under Discussion
Totals FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23 PROJECT
Dept Thru Estimated Proposed Projected Projected Projected Projected GRAND
No.FY 16-17 Budget Budget Budget Budget Budget Budget TOTAL
16 SH114 and Schwab Way Traffic Signal Upgrade $ - $ - $ - $ 257,500 $ - $ - $ - 257,500$
16 Hwy 170 and 377 Traffic Signal Upgrade - - - 265,000 - - - 265,000
16 Dove Road & Randol Mill Traffic Circle - - - - 674,238 892,427 - 1,566,665
16 Hwy 170 and Roanoke Traffic Signal Upgrade - - - 15,000 257,500 - - 272,500
16 Glenwyck Farms Telecommunications Ductbank - - - 806,400 - - - 806,400
16 SH 114/170 Enhancements 239,433 - - - - 830,592 - 1,070,025
Sub-Total - Road/Street Improvements 239,433 - - 1,343,900 931,738 1,723,019 - 4,238,090
19 Hwy 377 Landscape Improvements (Phase I and II) - - - 411,100 436,000 - - 847,100
19 Trail - Fidelity Campus to WL Parkway at Hwy 114 - - - 330,338 - - - 330,338
19 Westlake Academy Pedestrian Underpass - - - - - 741,600 - 741,600
19 Cemetery Improvements - - - - 73,609 77,904 - 151,513
19 15-30 Acre Community Park - - - - 8,623,423 183,706 - 8,807,129
Sub-Total - Trail/Park/Cemetery Improvements - - - 741,438 9,133,032 1,003,210 - 10,877,680
TOTAL UNFUNDED (UNDER DISCUSSION)239,433$ -$ -$ 2,085,338$ 10,064,770$ 2,726,229$ -$ 15,115,770$
PROJECTS FOR FUTURE YEARS (TBD)
Municipal Town Hall - - - - - - - -
WA Land Expansion - - - - - - - -
WA Labs - - - - - - - -
WA Phase II Construction - - - - - - - -
WA Phase III Construction - - - - - - - -
TOTAL TO BE DECIDED -$ -$ -$ -$ -$ -$ -$ -$
Project Description
328
Project Description:
Totals Thru Estimated Proposed Project
EXPENDITURE TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total
Engineering - - - 15,000 - - - 15,000
Construction - - 242,500 - - - 242,500
Design - - - - - - - -
Painting - - - - - - - -
Other - - - - - - - -
EXPENDITURES TOTAL - - - 257,500 - - - 257,500
Totals Thru Estimated Proposed Project
FUNDING TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total
Cash (Fund Balance) - - - - - - - -
Contributions/Grants - - - - - - - -
Bonds - - - - - - - -
Unfunded - - - 257,500 - - - 257,500
Other - - - - - - - -
FUNDING TOTAL - - - 257,500 - - - 257,500
Totals Thru Estimated Proposed
IMPACT TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair & Maintenance - - - - - - - -
Rent & Utilities - - - 200 206 212 219 -
Debt Service - - - - - - - -
OPERATING IMPACT - - - 200 206 212 219 -
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
IMPACT ON OPERATING BUDGET
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. 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
PROJECT FUNDING
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
329
Project Description:
Totals Thru Estimated Proposed Project
EXPENDITURE TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total
Engineering - - - 15,000 - - - 15,000
Construction - - 250,000 - - 250,000
Design - - - - - - - -
Painting - - - - - - - -
Other - - - - - - - -
EXPENDITURES TOTAL - - - 265,000 - - - 265,000
Totals Thru Estimated Proposed Project
FUNDING TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total
Cash (Fund Balance) - - - - - - - -
Contributions/Grants - - - - - - - -
Bonds - - - - - - - -
Unfunded - - - 265,000 - - 265,000
Other - - - - - - - -
FUNDING TOTAL - - - 265,000 - - - 265,000
Totals Thru Estimated Proposed
IMPACT TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair & Maintenance - - - - - - - -
Rent & Utilities - - - - 200 206 212 -
Debt Service - - - - - 16,200 16,200 -
OPERATING IMPACT - - - - 200 16,406 16,412 -
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
IMPACT ON OPERATING BUDGET
UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT
Hwy 170 and 377 Traffic Signal Upgrade
PROJECT EXPENSE
PROJECT FUNDING
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
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.
330
Project Description:
Totals Thru Estimated Proposed Project
EXPENDITURE TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 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 Proposed Project
FUNDING TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 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 Proposed
IMPACT TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23
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 -
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
PROJECT FUNDING
IMPACT ON OPERATING BUDGET
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
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
331
Project Description:
Totals Thru Estimated Proposed Project
EXPENDITURE TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 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 Proposed Project
FUNDING TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total
Cash (Fund Balance) - - - - - - - -
Contributions/Grants - - - - - - - -
Bonds - - - - - - - -
Unfunded - - - 257,500 - - 257,500
Other - - - - - - - -
FUNDING TOTAL - - - 257,500 - - - 257,500
Totals Thru Estimated Proposed
IMPACT TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair & Maintenance - - - - - - - -
Rent & Utilities - - - - 200 206 212 -
Debt Service - - - - - - 16,350 -
OPERATING IMPACT - - - - 200 206 16,562 -
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
IMPACT ON OPERATING BUDGET
UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT
Hwy 170 and Roanoke Road Traffic Signal Upgrade
PROJECT EXPENSE
PROJECT FUNDING
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
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.
332
Project Description:
Totals Thru Estimated Proposed Project
EXPENDITURE TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total
Engineering - - - 806,400 - - 806,400
Construction - - - - - - - -
Design - - - - - - - -
Contingency - - - - - - - -
Other - - - - - - - -
EXPENDITURES TOTAL - - - 806,400 - - - 806,400
Totals Thru Estimated Proposed Project
FUNDING TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total
Cash (Fund Balance) - - - - - - - -
Contributions/Grants - - - - - - - -
Bonds - - - - - - - -
Unfunded - - - 806,400 - - - 806,400
Other - - - - - - - -
FUNDING TOTAL - - - 806,400 - - - 806,400
Totals Thru Estimated Proposed
IMPACT TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair & Maintenance - - - - - - - -
Rent & Utilities - - - - - - - -
Debt Service - - - - - - - -
OPERATING IMPACT - - - - - - - -
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
IMPACT ON OPERATING BUDGET
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
PROJECT FUNDING
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
333
Project Description:
Totals Thru Estimated Proposed Project
EXPENDITURE TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 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 Proposed Project
FUNDING TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 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 Proposed
IMPACT TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair & Maintenance - - - - - - - -
Rent & Utilities - - - - - - - -
Debt Service - - - - - - - -
OPERATING IMPACT - - - - - - - -
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
PROJECT FUNDING
IMPACT ON OPERATING BUDGET
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.
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
334
Project Description:
Totals Thru Estimated Proposed Project
EXPENDITURE TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 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 Proposed Project
FUNDING TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 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 Proposed
IMPACT TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair & Maintenance - - - - - 5,150 5,305 -
Rent & Utilities - - - - - 10,300 10,609 -
Debt Service - - - - - - - -
OPERATING IMPACT - - - - - 15,450 15,914 -
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
PROJECT FUNDING
IMPACT ON OPERATING BUDGET
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
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
335
Project Description:
Totals Thru Estimated Proposed Project
EXPENDITURE TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 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 Proposed Project
FUNDING TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total
Cash (Fund Balance) - - - - - - - -
Contributions/Grants - - - - - - - -
Bonds - - - 330,338 - - - 330,338
Unfunded - - - - - - - -
Other - - - - - - - -
FUNDING TOTAL - - - 330,338 - - - 330,338
Totals Thru Estimated Proposed
IMPACT TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair & Maintenance - - - - - - - -
Rent & Utilities - - - - - - - -
Debt Service - - - - - - - -
OPERATING IMPACT - - - - - - - -
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
PROJECT FUNDING
IMPACT ON OPERATING BUDGET
UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT
Trail - Fidelity Campus to Westlake Parkway at Hwy 114
PROJECT EXPENSE
This project will provide connectivity from Hwy 114 to Capital
Parkway along the east side of Westlake Parkway.
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
336
Project Description:
Totals Thru Estimated Proposed Project
EXPENDITURE TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 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 Proposed Project
FUNDING TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total
Cash (Fund Balance) - - - - - - - -
Contributions/Grants - - - - - - - -
Bonds - - - - - - - -
Unfunded - - - - - 741,600 - 741,600
Other - - - - - - - -
FUNDING TOTAL - - - - - - 741,600
Totals Thru Estimated Proposed
IMPACT TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair & Maintenance - - - - - - - -
Rent & Utilities - - - - - - - -
Debt Service - - - - - - - -
OPERATING IMPACT - - - - - - - -
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT
Westlake Academy - Pedestrian Underpass
PROJECT FUNDING
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.
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
337
Project Description:
Totals Thru Estimated Proposed Project
EXPENDITURE TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total
Engineering - - - - - - - -
Construction - - - - 73,609 77,904 - 151,513
Design - - - - - - - -
Contingency - - - - - - - -
Other - - - - - - - -
EXPENDITURES TOTAL - - - - 73,609 77,904 - 151,513
Totals Thru Estimated Proposed Project
FUNDING TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 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 Proposed
IMPACT TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23
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 -
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT
Cemetery Improvements
PROJECT EXPENSE
PROJECT FUNDING
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.
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
338
Project Description:
Totals Thru Estimated Proposed Project
EXPENDITURE TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 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 Proposed Project
FUNDING TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 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 Proposed
IMPACT TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23
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 -
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
PROJECT FUNDING
IMPACT ON OPERATING BUDGET
UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT
15-30 Acre Community Park
PROJECT EXPENSE
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.
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
- - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - -
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340
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342
The overall intent of the Fiscal and Budgetary
Policy Statements is to enable the Town to
achieve a long-term stable and positive
financial condition.
The watchwords of the Town’s financial
management include integrity, prudence,
stewardship, planning, accountability,
and full disclosure.
Fiscal & Budgetary Policies
343
Section 11 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.
344
Section 11 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.
345
Section 11 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.
346
Section 11 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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It is the policy of the Town of Westlake
that the administration of its funds and
the investment of those funds shall be
handled as its highest public trust.
Investment Policy
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Municipal Investment Policy
I. POLICY STATEMENT
It is the policy of the Town of Westlake (the “Town") that the administration of its funds
and the investment of those funds shall be handled as its highest public trust.
Investments shall be made in a manner which will provide the maximum security of
principal invested through limitations and diversification while meeting the daily cash
flow needs of the Town and conforming to all applicable state and Town statutes
governing the investment of public funds. The receipt of a market rate of return will
be secondary to the requirements for safety and liquidity.
It is the intent of the Town to be in complete compliance with local law and the Texas
Public Funds Investment Act (the "Act", Texas Government Code 2256). The earnings
from investments will be used in a manner that best serves the public trust and
interests of the Town.
II. SCOPE
This Investment Policy applies to all the financial assets and funds held of the Town.
Any new funds created by the Town will be managed under the provisions of this
Policy unless specifically exempted by the Town Council and this Policy.
III. OBJECTIVES AND STRATEGY
It is the policy of the Town that all funds shall be managed and invested with four
primary objectives, listed in order of their priority: safety, liquidity, diversification and
yield. These objectives encompass the following.
• Safety of Principal - Safety of principal is the foremost objective of the Town.
Investments shall be undertaken in a manner that seeks to insure the
preservation of capital in the overall portfolio. The suitability of each
investment decision will be made based on 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, considering 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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Municipal Investment Policy
The maximum weighted average maturity of the portfolio will be no more than 180
days and the maximum stated maturity of any security will not exceed two years. The
funds are combined for investment purposes but the unique needs of all the funds in
the portfolio are recognized and represented.
Effective cash management is recognized as essential to good fiscal management.
Cash management is defined as the process of managing monies in order to ensure
maximum cash availability. The Town shall maintain a cash management program
which includes timely collection of accounts receivable, prudent investment,
disbursement of payments within invoice terms and the management of banking
services.
IV. LEGAL LIMITATIONS, RESPONSIBILITIES AND AUTHORITY
Specific investment parameters for the investment of public funds in Texas are
stipulated in the Public Funds Investment Act, Chapter 2256, Texas Government Code,
(the "Act"). The Act is attached as Exhibit A.
The Public Funds Collateral Act, Chapter 2257, Texas Government Code, specifies
collateral requirements for all public funds deposits. The Collateral Act is attached as
Exhibit B.
The Interlocal Cooperation Act, Chapter 791, Texas Government Code, authorizes
local governments in Texas to participate in a Texas investment pool established
thereunder.
V. DELEGATION OF INVESTMENT AUTHORITY
The Finance Director, acting on behalf of the Council, is designated as the Investment
Officer of the Town and is responsible for all investment management decisions and
activities. The Council is responsible for considering the quality and capability of staff,
investment advisors, and consultants involved in investment management and
procedures. All participants in the investment process shall seek to act responsibly as
custodians of the public trust.
The Investment Officer shall develop and maintain written administrative procedures
for the operation of the investment program which are consistent with this Investment
Policy. Procedures will include safekeeping, wire transfers, banking services contracts,
and other investment related activities.
The Investment Officer shall be responsible for all transactions undertaken and shall
establish a system of controls to regulate the activities of subordinate officials and
staff.
The Investment Officer shall designate a staff person as a liaison/deputy in the event
circumstances require timely action and the Investment Officer is not available.
No officer or designee may engage in an investment transaction except as provided
under the terms of this Policy and the procedures established by the Investment
Officer and approved by the Town Manager.
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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 state:
"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 if 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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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). 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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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.
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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.
Employee
Pay Plan Policy
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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. 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:
• 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
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Employee Pay Plan Policy
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 were 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 subsequent years, 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.
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.
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V. PAY PLAN PARAMETERS
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. 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
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
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Section 11 Municipal Policies
Employee Pay Plan Policy
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
BROA
D
BAND
SUB
BAN
D
SUB
GRAD
E
TITLE DECISION
BAND
DEFINITION
BAND TITLE
E
10 5
4 Town Manager Coordinating
Policy
Making
Top
Management 9 3
2
1
Asst. Town Manager Policy
D
8 5
4 Directors and Fire Chief Coordinating
Programming Senior
Management 7 3
2
1
Asst. Directors (n/a) Programming
C
6 5
4
Communications
Manager Coordinating
Interpretive Middle
Management 5 3
2
1
Fire Marshal Interpretive
B
4 5
4
Fire Dept Lieutenants,
Finance Supervisor,
Court Administrator
Coordinating
Routine Skilled
3 3
2
1
Accounting Technicians,
HR Generalist Routine
A
2 5
4 UB Coordinator Coordinating
Automatic Semi
Skilled 1 3
2
1
Firefighter Paramedics,
Town Marshal,
Court Clerks,
UB Technician
Automatic
O 0 Laborers Defined Defined Unskilled
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Section 11 Municipal Policies
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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).
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Ordinance to Adopt Property Tax Rate
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Section 12 Appendix
Glossary of Terms
• Account: A separate financial
reporting unit for budgeting,
management, or accounting
purposes. All budgetary
transactions, whether revenue
or expenditure, are recorded in
accounts.
• Activity: A service performed
by a department or division.
• Accounts Payable: A liability
account reflecting amount of
open accounts owed to
private persons or organizations
for goods and services
received by a government (but
not including amounts due to
other funds of the same
government or to other
governments).
• Accounts Receivable: An asset
account reflecting amounts
owed to open accounts from
private persons or organizations
for goods or services furnished
by the government.
• Accrual Accounting:
Recognition of the financial
effects of transactions, events,
and circumstances in the
period(s) when they occur
regardless of when the cash is
received or paid.
• Adopted Budget: The budget
as modified and finally
approved by the Town Council.
The adopted budget is
authorized by resolution that
sets the legal spending limits for
the fiscal year.
• Ad Valorem Tax: A tax based
on value (e.g., a property tax)
• Allocation: A part of a lump-
sum amount, which is
designated for expenditure by
specific organization units
and/or for special purposes,
activities, or objects.
• Amortization: Payment of
principal plus interest over a
fixed period.
• Appraised Value: Either the
market value or value
determined by using another
method of valuation according
to the Property Tax Code
Chapter 23.
• Appropriation: An authorization
made by the legislative body of
a government, which permits
officials to incur obligations
against and to make
expenditures of governmental
resources. Specific
appropriations are usually
made at the fund level and are
granted for a one-year period.
• Appropriation Ordinance: The
official enactment by the
legislative body establishing the
legal authority for officials to
obligate and expend
resources.
• Assets: Resources owned or
held by the Town which has
monetary value.
• Assessed Valuation: A value
that is established for real or
personal property for use as a
basis for levying property taxes.
• Audit: An examination, usually
by an official or a private
accounting firm retained by the
Town Council, of organization
financial statements and the
utilization of resources.
• Balance Sheet: The basic
financial statement, which
discloses the assets, liability,
and equities of an entity at a
specific date in conformity with
General Accepted Accounting
Principles.
• Balanced Budget: A budget
adopted by the Town Council
and authorized by resolution
where the proposed
expenditures are equal to or
less than the proposed
revenues plus fund balances.
• Basis of Accounting: A term
used to refer to when revenue,
expenditures, expenses, and
transfers – and related assets
and liabilities – are recognized
in the accounts and reported in
the Town’s financial statements.
• Bond: A written promise to pay
a specified sum of money,
called the face sum of money,
called the principal amount, at
a specified date or dates in the
future, called the maturity
date(s), together with periodic
interest at a specified rate.
• Bond Covenant: A legally
enforceable agreement with
bondholders that requires the
governmental agency selling
the bond to meet certain
conditions in the repayment of
the debt.
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Section 12 Appendix
Glossary of Terms
• Bond Ordinance: A law
approving the sale of bonds
that specifies how proceeds
may be spent.
• Bond Funds: Resources derived
from issuance of bonds for
financing capital
improvements.
• Budget: The Town's financial
plan for a specific fiscal year
that contains an estimate of
proposed expenditures and the
proposed means of financing
them.
• Budget Amendment: A revision
of the adopted budget that,
when approved by the
Council, replaces the original
provision.
• Budget Calendar: Schedule of
key dates which the Town
follows in the preparation and
adoption of the budget.
• Budget Document: Instrument
used by the budget-making
authority to present a
comprehensive financial plan
of operations to the Town
Council.
• Budgetary Control: The control
or management of the
organization in accordance
with an approved budget for
keeping expenditures within the
limitations of available
appropriations and revenues.
• Capital Expenditures: Any
major non-recurring
expenditure or expenditure for
facilities, including additions or
major alterations, construction
of highways or utility lines, fixed
equipment, landscaping or
similar expenditures.
• Cash Basis: A basis of
accounting under which
transactions are recognized
when cash changes hand
• Certificates of Obligations
(CO’s): Similar to general
obligation bonds except
certificates require no voter
approval.
• Comprehensive Annual
Financial Report (CAFR): This
report summarizes financial
data for the previous fiscal year
in a standardized format.
• Contingency: A budgetary
reserve set aside for
emergencies or unforeseen
expenditures not otherwise
budgeted.
• Contractual Services: The costs
related to services performed
for the Town by individuals,
businesses, or utilities.
• Cost: The amount of money or
other consideration exchanged
for property or services. Cost
may be incurred before money
is paid; that is, as soon as
liability is incurred.
• Council: The Mayor and five
council members collectively
acting as the legislative and
policymaking body of the town
• Current Assets: Those assets
which are available or can be
made readily available to
finance current operations or to
pay current liabilities. Those
assets which will be used up or
converted into cash within one
year. Some examples are cash,
temporary investments, and
accounts receivable collected
within one year.
• Current Liabilities: Debt or other
legal obligation arising out of
transactions in the past which
must be liquidated, renewed,
or refunded within one year.
• Debt Service Fund: A fund used
to account for the moneys set
aside for the payment of
interest and principal to holders
of the Town's general obligation
and revenue bonds, the sale of
which finances long-term
capital improvements, such as
facilities, streets and drainage,
parks and water/wastewater
systems.
• Deficit: The excess of
expenditures over revenues
during an accounting period;
or, in the case of proprietary
funds, the excess of expense
over income during an
accounting period.
• Department: A major
administrative division of the
Town that indicates overall
management responsibility for
an operation or a group of
related operations within a
functional area.
• Depreciation: Change in the
value of assets (equipment,
buildings, etc. with a useful life
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Section 12 Appendix
Glossary of Terms
of 5 years or more) due to the
use of the asset.
• Effective Tax Rate: The rate
that would generate the same
amount of levy as the prior
year’s rate based on the
current year’s values.
• EMS: Emergency Medical
Services
• Encumbrances: The
commitment of appropriated
funds to purchase an item or
service.
• Enterprise Fund: A fund
established to account for
operations that are financed
and operated in a manner
similar to private business
enterprises – where the intent of
the governing body is that the
costs of providing goods or
services to the general public
on a continuing basis be
financed or recovered primarily
through user charges.
• Excess Fund Balance: The
excess of a fund’s current
assets over its current liabilities
and required reserve limits.
• Exempt: Personnel not eligible
to receive overtime pay and
who are expected to work
whatever hours are necessary
to complete their job
assignments.
• Expenditures: Outflow or non-
enterprise funds paid or to be
paid for an asset obtained or
goods and services obtained.
• Expenses: Outflow of enterprise
funds paid or to be paid for an
asset obtained or goods and
services obtained.
• Fiscal Policy: The Town’s
policies with response to
spending and debt
management as they relate to
government services,
programs, and capital
investments.
• Fiscal Year: A 12-month period
to which the annual operating
budget applies and at the end
of which a government
determines its financial position
and the result of its operations.
The Town of Westlake’s fiscal
year begins each October 1st
and ends the following
September 30th.
• Fixed Assets: Assets of a long-
term character, which are
intended to continue to be
held or used, such as land,
buildings, improvements other
than buildings, machinery, and
equipment.
• Franchise Fee: A fee levied by
the Town Council on businesses
that use Town property or right-
of-way. This fee is usually
charged as a percentage of
gross receipts.
• Full-Time Equivalent (FTE): The
measure of authorized
personnel often referred to as
worker-years. The full time
equivalent of 1 person (1 FTE)
approximately represents 2080
hours of work per year.
• Fund: A fiscal and accounting
entity with a self-balancing set
of accounts recording cash
and other financial resources,
together with all related
liabilities and residual equities or
balances, and changes
therein, which are segregated
for the purpose of carrying on
specific activities or attaining
certain objectives in
accordance with special
regulations, restrictions, or
limitations.
• Fund Accounting: A
governmental accounting
system that is organized and
operated on a fund basis.
• Fund Balance: The excess of a
fund's current assets over its
current liabilities, sometimes
called working capital or fund
equity. A negative fund
balance is often referred to as
a deficit.
• GAAP-Generally Accepted
Accounting Principles: Uniform
minimum standards and
guidelines for financial
accounting and reporting.
They govern the form and
content of the financial
statements of an entity. GAAP
encompass the conventions,
rules and procedures necessary
to define accepted
accounting practice at a time.
They include not only broad
guidelines of general
applications, but also detailed
practices and procedures.
GAAP provide a standard by
which to measure financial
presentations.
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Section 12 Appendix
Glossary of Terms
• GASB: Acronym for
Government Accounting
Standards Board, an
independent, non-profit
agency responsible for the
promulgation of accounting
and financial reporting
procedures for governmental
entities.
• GFOA: Government Finance
Officers Association of the
United States and Canada
• General Fund: The fund used to
account for all financial
resources except those
required to be accounted for in
another fund. The General
Fund is tax supported.
• General Obligation Bonds:
Bonds sold and guaranteed by
the Town, in which the full faith
and credit of the Town is
pledged for repayment.
• Governmental Funds: The funds
through which most
governmental functions
typically are financed. The
acquisition, use, and financial
resources and the related
current liabilities are accounted
for through governmental funds
(General, Special Revenue,
Capital Projects, and Debt
Service Funds).
• Goal: Generalized statements
of where an organization
desires to be at some future
time regarding certain
operating elements (e.g.
financial condition, service
levels provided, etc.)
• Grant: A contribution by a
government or other
organization to support a
function. Typically, these
contributions are made to local
governments from state or
federal governments.
• Infrastructure: Basic public
investments such as streets,
storm drainage, water and
sewer lines, street lights and
sidewalks.
• Inter-fund transfer: The transfer
of money from one fund to
another.
• Investments: Securities and real
estate held to produce
revenues in the form of interest,
dividends, rentals, or lease
payments.
• ISO: Insurance Service Office.
The system to determine the
rating of a fire department. A
scale of 1 to 10, with 1 being
the best score. This ISO rating
schedule examines many
factors relating to local fire
departments, especially
focusing on training and
equipment, and examines the
locations of the fire stations in
the community.
• L.F. (Linear feet): Length in feet.
• Levy: To impose taxes, special
assessments, or service charges
for the support of Town
activities. Also, the amount of
tax for an individual property or
the sum of all individual
amounts of tax.
• Liabilities: Probably future
sacrifices of economic benefits,
arising from present obligations
of an entity to transfer assets or
to provide services to other
entities in the future because of
past transactions or events;
what you owe.
• Lift Station: The Town’s
collection system relies on
gravity to collect water. When
the system gets to an
unreasonable depth, a lift
station pumps the water to a
higher elevation so the gravity
process can begin again.
• Line-item budget: A budget
format in which departmental
outlays are grouped per the
items that will be purchased.
• MGD: Million gallons per day.
• Maintenance and Operations
(M&O): Taxes that are
generated by the taxing unit for
general expenses.
• Major Funds: Funds whose
revenues,
expenditures/expenses, assets,
or liabilities (excluding
extraordinary items) are at least
10 percent of corresponding
totals for all governmental or
enterprise funds and at least 5
percent of the aggregate
amount for all governmental
and enterprise funds.
• Maintenance: The upkeep of
physical properties in condition
for use or occupancy.
Examples are the inspection of
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Section 12 Appendix
Glossary of Terms
equipment to detect defects
and the making of repairs.
• Modified Accrual Accounting:
This method of accounting is a
combination of cash and
accrual accounting since
expenditures are immediately
incurred as a liability while
revenues are not recorded until
they are received or are
“Measurable” and “available
for expenditure”. This type of
accounting basis is
conservative and is
recommended as the standard
for most government funds.
• Municipal: Of or pertaining to
a Town or its government.
• Non-departmental: Accounts
for expenditures or professional
services and other general
government functions, which
cannot be allocated to
individual departments.
• Non-major Funds: Funds whose
revenues,
expenditures/expenses, assets,
or liabilities (excluding
extraordinary items) are at least
10 percent of corresponding
totals for all governmental and
enterprise funds.
• Non-exempt: Personnel eligible
to receive overtime pay when
overtime work has been
authorized or requested by the
supervisor.
• Object Code: The standard
classification of the
expenditures such as office
supplies or rental of equipment.
• Objectives: Specific,
measurable targets set in
relation to goals.
• Operating Budget: Plan for
current expenditures and the
proposed means of financing
them. The annual operating
budget is the primary means by
which most of the financing,
acquisition, spending, and
service delivery activities of the
Town are controlled. The use of
annual operating budgets is
required by State law.
• Operating Expenditure:
Expenditure on an existing item
of property or equipment that is
not a capital expenditure.
• Ordinance: An authoritative
command or order. This term is
used for laws adopted by a
municipality.
• Performance Measures:
Specific quantitative measures
of work performed within an
activity or program. They may
also measure results obtained
through an activity or program.
• Personal Property: Items that
can be owned but are not real
property – divided into two
types: tangible and intangible.
• Personnel Services:
Expenditures for salaries, wages
and related fringe benefits of
Town employees.
• Prompt Payment Act: Adopted
in July 1985 by the State, the
Act requires the Town to pay for
goods and services within 30
days of receipt of invoice or the
goods or services, whichever
comes later. If this is not
satisfied, the Town may be
charged interest on the unpaid
balance at the rate of 1% per
month.
• Property Tax: Taxes levied on
both real and personal
property according to the
property’s valuation and the
tax rate.
• Property Tax Reduction Sales
Tax (PTR): ½ cent sales tax
approved by the Town of
Westlake voters in May 2006.
Texas law allowed the Town to
collect the new ½ cent sales
tax that does not share the
restrictive spending limitations
on revenues designated to the
4A Economic Development
Fund ½ cent sales tax. 4A sales
tax was dissolved and replaced
with this sales tax.
• Proposed Budget: The financial
plan initially developed by
departments and presented by
the Town Manger to the Town
Council for approval.
• Proprietary Funds: Operation
that operates like a private
operation, in which services are
financed through user charges
and expenditures include the
full cost of operations.
• Public Hearing: An open
meeting regarding proposed
operating or capital budget
allocations, which provide
citizens with an opportunity to
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Section 12 Appendix
Glossary of Terms
voice their views on the merits
of the proposals.
• PVC: Acronym for polyvinyl
chloride, a plastic compound
used for water and sewer pipes.
• Reserve: An account used to
indicate that a portion of fund
resources is restricted for a
specific purpose, or is not
available for appropriation and
subsequent spending.
• Resolution: A formal statement
of opinion or determination
adopted by an assembly or
another formal group.
• Resources: Total dollars
available for appropriations,
including estimated revenues,
fund transfers, and beginning
fund balances.
• Retained Earnings: The excess
of total assets over total
liabilities for an enterprise fund.
Retained earnings include both
short-term and long-term assets
and liabilities for an enterprise
fund.
• Revenues: Funds that the
government receives as
income. It includes such items
a tax payment, fees from
specific services, receipts from
other governments, fines for
forfeitures, grants, shared
revenues and interest income.
• ROW: Acronym for right-of-way.
• Sales Tax: A general “sales tax”
is levied on persons and
businesses selling merchandise
or services in the town limits on
a retail basis. The categories for
taxation are defined by state
law. Monies collected under
authorization of this tax are for
the use and benefit of the
town.
• SCADA: Acronym that stands
for Supervisory Control and
Data Acquisition. SCADA refers
to a system that collects data
from various sensors at a
remote location and then
sends this data to a central
computer which then manages
and controls the data.
• Special Revenue Fund: A fund
used to account for the
proceeds of specific revenue
sources that are legally
restricted to expenditure for
specified purposes.
• Supplies: A cost category for
minor items (individually priced
at less than $5,000) required by
departments to conduct their
operations.
• TMRS: Acronym for the Texas
Municipal Retirement System, a
pension plan for employees of
member cities within the State
of Texas.
• TRA: Trinity River Authority – A
separate governmental entity
responsible for providing water
and wastewater services in the
Trinity River basin. The Town
contracts with TRA for
treatment of wastewater.
• TXDOT: Texas Department of
Transportation
• Transfer-In: Funds expended in
one fund and received in other.
• User Charges: The payment of
a fee for direct receipt of a
public service by the party
benefiting from the service.
• Working Capital: Budgeted
working capital is calculated as
a fund’s current assets less
current liabilities and
outstanding encumbrances.
Working capital does not
include long-term assets or
liabilities. For budgetary
purposes, working capital,
rather than retained earnings, is
generally used to reflect the
available resources of
enterprise funds.
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Section 12 Appendix
Acronyms Listing
TERM STANDS FOR TERM STANDS FOR
ACCT Account HR Human Resources
AP Accounts Payable: ISO Insurance Service Office
AR Accounts Receivable IT Information Technology
BS Balance Sheet LTL Long Term Liabilities
CAFR Comprehensive Annual Financial
Report MC Municipal Court
CF Cemetery Fund MGD Million gallons per day.
CIP Capital Improvement Plan OS Other Sources
CO'S Certificates of Obligations P&D Planning and Development
CPA Certified Public Accountant P&R Parks and Recreation
DS Debt Service PTR Property Tax Reduction Sales Tax
EF Enterprise Fund R&M Repair and Maintenance
EMS Emergency Medical Services ROW Right-of-way.
FLSA Fair Labor Standards Act S&P Standard & Poor's
FTE Full-Time Equivalent SCADA Supervisory Control and Data
Acquisition.
FY Fiscal Year SLA Service Level Adjustment
G&O Goals and Objectives SRF Special Revenue Fund
GAAP Generally Accepted Accounting
Principles TMRS Texas Municipal Retirement System
GASB Government Accounting Standards
Board TRA Trinity River Authority
GF General Fund TXDOT Texas Department of Transportation
GFOA Government Finance Officers
Association UMR Utility Maintenance and Replacement
Fund
GL General Ledger VMR Vehicle Maintenance and
Replacement Fund
GMR General Maintenance and
Replacement Fund WA Westlake Academy
GO'S General Obligation Bonds XFR Transfer
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Royal Blue and Burgundy
Our proud home
in the great
state of Texas Character, honor
and strength
Our commitment to
the environment The symbol of
internationalism
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