HomeMy WebLinkAboutFinal Budget Workshop packet FY � � � 9 — � � � �
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Monday June 3rd , 2019
The Town of Westlake * 1500 Solana Blvd, Suite 7200
Westlake, Texas 76262 * www.westlake-tx.org
MU N ICI PAL
T H E T 0 W N 0 F MUNICIPAL BUDGET �-24
WE S T L A K E Five-Year Forecast
FISCAL & BUDGETARY
25-39
DISTINCTIVE BY DE51GN POLICIES
CAPITAL PROJECT FORECAST
Fiscal Year Formerly Adopted and New 40
Proposed Projects
2019/2020 CAPITAL PROJECT FORECAST 41
Unfunded/Under Discussion
P oposed
. ACA D EM I C
perating
Budget ACADEMIC BUDGET
Assumptions 42
ACADEMIC BUDGET
Five Year Forecast 43-44
Budget SHARED SERVICE MODEL
Municipal and Academic Services 45
Workshop
06_03_ 1 9 ENROLLMENT PREDICTIONS 46
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FIVE YEAR FINANCIAL
ALL MUNICIPAL FUNDS
D E SC R I PT I O N FDO$T19 E FYIM$19D • , �, AMO NT I FY 20-21 FY 21-22 FY 22-23 FY 23-24
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1 Sales&Use Tax Revenues 2.00% 4,400,000 5,000,000 5,750,000 750,000 5,865,115 5,982,535 6,102,305 6,224,473
2 BASE SALES&USE TAX 4,400,000 5,000,000 5,750,000 750,000 5,865,115 5,952,535 6,102,305 6,224,473
3 Schwab-Phase I situs 100% hard coded 1,200,000 1,200,000 - (1,200,000) - - - -
4 Schwab-Phase I 100% hard coded - - - - 250,000 250,000 250,000 250,000
5 Front 44 100% hard coded - - - - - 50,000 100,000 100,000
6 ADDITIONAL COMMERCIAL 1,200,000 1,200,000 - (1,200,000) 250,000 300,000 350,000 350,000
7 Allocation to 4B 25%of t linked to 4B (1,400,000) (1,550,000) (1,437,500) 112,500 (1,528,779) (1,570,634) (1,613,076) (1,643,618)
8 Allocation to ED 25%of S linked to ED (198,000) (198,000) - 198,000 - - - -
9 Allocation to ED 50%of Deloitte (102,000) (102,000) - 102,000 - - - -
10 ALLOCATIONSTOOTHERFUNDS (1,700,000) (1,850,000) (1,437,500) 412,500 (1,525,779) (1,570,634) (1,613,076) (1,643,618)
11 Total Generel Sales Tax 3,900,000 4,350,000 4,312,500 (37,500) 4,586,336 4,711,901 4,839,229 4,930,855
12 PropertyTax 1,733,356 1,733,356 1,584,795 (148,561) 1,600,643 1,616,649 1,632,816 1,649,144
13 Addl Residential(cumulative) From PropertyTax Schedule - - - - 80,526 193,896 274,423 354,949
14 BASE PROPERTY TAX 1,733,356 1,733,356 1,584,795 (148,561) 1,681,169 1,810,546 1,907,238 2,004,093
15 Additional Commercial(Schwab) From Abatement - - 155,335 155,335 308,100 308,100 308,100 308,100
16 Schwab Abatement Starts 16/17 From Abatement - - (108,734) (108,734) (215,670) (184,860) (154,050) (123,240)
17 SCHWAB DEVELOPMENT - - 46,601 46,601 92,430 123,240 154,050 184,860
18 Fidelity Abatement Ends 19/20 -
19 Deloitte Abatement Ends 20/21 hard coded - - - - - 75,000 75,000 75,000
20 ABATEMENTS ENDING - - - - - 75,000 75,000 75,000
21 Tatal Praperty Tax 1,733,356 1,733,356 1,631,396 (101,960) 1,773,599 2,008,786 2,136,288 2,263,953
22 Building-MEP-Driveway Permits 2,365,380 2,365,380 1,200,000 (1,165,380) 802,120 731,870 731,870 481,870
23 Inspection/Plan Review Fees Pulling from 1,781,733 2,313,650 960,000 (1,353,650) 568,228 497,228 497,228 247,228
24 Grading/Extavation Fees Residentialand 37,599 37,000 24,000 (13,000) 25,290 24,600 24,600 24,600
Commerical Fee
25 Erosion Control Fees schedule 85,500 85,000 60,000 (25,000) 63,000 61,500 61,500 61,500
26 Fire Inspection Permits 87,359 242,659 50,000 (192,659) 40,400 36,400 36,400 33,900
27 Permits and Fees(Building Residential&Commercial) 4,357,571 5,043,689 2,294,000 (2,749,689) 1,499,038 1,351,598 1,351,598 849,099
28 Liquor Permit Fees 1.00% 3,080 3,080 3,080 - 3,111 3,142 3,173 3,205
29 Other Misc Permits 1.00% - - - - - - - -
30 Administrative Fees 1.00% 2,353 3,580 3,580 - 3,616 3,652 3,688 3,725
31 Reforestation Tree Escrow 1.00% 12,265 12,000 25,000 13,000 25,250 25,503 25,758 26,015
1 5/31/2019
FIVE YEAR FINANCIAL
ALL MUNICIPAL FUNDS
D E SC R I PT I O N FDO$T19 E FYIM$19D • , �, AMO NT I FY 20-21 FY 21 22 FY 22-23 FY 23-24
32 Re-Inspection Fees 1.00% 100 50 50 - 51 51 52 52
33 Gas Well-Site Permits 1.00% - - - - - - - -
34 Gas Well-Drilling Permits 1.00% - - - - - - - -
35 Gas Well Misc Fees 1.00% 10,500 10,000 - (10,000) - - - -
36 Insurance&Surety Review Fees 1.00% 1,000 500 - (500) - - - -
37 RenewalFees 1.00% 500 250 - (250) - - - -
38 Engineer Review/Civil 1.00% 20,800 20,000 20,000 - 20,200 20,402 20,606 20,812
39 Pre-Submittal Reviews 1.00% - - - - - - - -
40 Development Fees 1.00% 77,190 77,000 30,000 (47,000) 30,300 30,603 30,909 31,218
41 Development Fees-Entrada 1.00% - - - - - - - -
42 Contractor Registration Fees 1.00% 24,015 24,000 15,000 (9,000) 15,150 15,302 15,455 15,609
43 EMS Revenues 1.00% 100,000 100,000 100,000 - 101,000 102,010 103,030 104,060
44 Firefighter Equipment Fees 1.00% 2,000 - - - - - - -
45 Fire Code Inspections 1.00% 525 525 525 - 530 536 541 546
46 Administrative Fees 1.00% 8,975 - - - - - - -
47 Misc Permits and Fees(Other) 263,303 250,985 197,235 (53,750) 199,207 201,199 203,211 205,244
48 Flex Plan Gain 1.00% - - - - - - - -
49 Special Events 1.00% - - - - - - - -
50 Sales of Surplus/Scrap Items 1.00% 2,790 2,790 2,790 - 2,818 2,846 2,875 2,903
51 Insurance Refund/Equity Return 1.00% 5,000 5,000 5,000 - 5,050 5,101 5,152 5,203
52 Misc Revenue General Services 1.00% 3,710 3,710 3,710 - 3,747 3,785 3,822 3,861
53 Misc Revenue 1.00% - 1,315 100 (1,215) 101 102 103 104
54 Misc Revenue 1.00% - - - - - - - -
55 Misc Revenue 1.00% 25 - - - - - - -
56 Misc Revenue 1.00% 1,460 1,460 - (1,460) - - - -
57 Misc Revenue 1.00% - - - - - - - -
58 Misc Revenue 1.00% - - - - - - - -
59 Misc Revenue Communications 1.00% 5,000 5,000 - (5,000) - - - -
60 Facility Rental 1.00% 21,800 21,800 15,000 (6,800) 15,150 15,302 15,455 15,609
61 Facility Rental 1.00% - - - - - - - -
62 Misc Income 39,785 41,075 26,600 (14,475) 26,866 27,135 27,406 27,680
2 5/31/2019
FIVE YEAR FINANCIAL
ALL MUNICIPAL FUNDS
D E SC R I PT I O N FDO$T19 E FYIM$19D • , �, AMO NT I FY 20-21 FY 21 22 FY 22-23 FY 23-24
63 AT&T/SBC 1.00% 304,700 304,700 304,700 - 307,747 310,824 313,933 317,072
64 Verizon 1.00% 23,665 23,665 23,665 - 23,902 24,141 24,382 24,626
65 TXU/Atmos Gas 1.00% 39,420 49,700 49,700 - 50,197 50,699 51,206 51,718
66 Charter 1.00% 26,955 26,955 26,955 - 27,225 27,497 27,772 28,049
67 One Source 1.00% 3,670 3,670 3,670 - 3,707 3,744 3,781 3,819
69 Tri-County Electric 1.00% 473,000 310,000 310,000 - 313,100 316,231 319,393 322,587
70 Trinity Waste/AWIN Mgmt 1.00% 63,675 63,675 63,675 - 64,312 64,955 65,604 66,260
71 Misc.Franchise Fees 1.00% 48,730 48,730 48,730 - 49,217 49,709 50,207 50,709
72 Franchise Fees 983,815 831,095 831,095 - 839,406 847,800 856,278 864,841
73 Citation Revenue 0.05% 620,789 475,003 475,003 - 475,250 475,496 475,743 475,990
74 Citation Revenue 0.05% - - - - - - - -
75 CourtTechology 0.05% 19,395 17,228 17,228 - 17,237 17,246 17,255 17,264
76 CourtSecurity 0.05% 14,492 12,927 12,927 - 12,934 12,940 12,947 12,954
77 Warrant Fees 0.05% 41,820 39,338 39,338 - 39,358 39,379 39,399 39,420
78 NSF Check Fees 0.05% 5,240 350 350 - 350 350 351 351
79 Court Efficiency Fees 0.05% 1,879 2,580 2,580 - 2,581 2,583 2,584 2,585
80 Law Enforcement Stds/Edu 0.05% 685 685 - (685) - - - -
81 Collection Fees 0.05% 11,245 - - - - - - -
82 Court Fines and Forfeitures 715,545 548,111 547,426 (685) 547,730 547,994 548,279 548,563
83 Beverage Tax 1.00% 62,500 62,500 62,500 - 63,125 63,756 64,394 65,038
84 Entrada Hotel hard coded - - - - - 15,000 15,000 15,000
85 Front 44 hard coded - - - - - - 15,000 15,000
86 Beverage Tax 62,500 62,500 62,500 - 63,125 78,756 94,394 95,038
87 Interest Income 1.00% 175,339 175,339 175,339 - 177,092 178,863 180,652 182,458
88 Interestlncome 1.00% 3,616 3,616 3,616 - 3,652 3,689 3,726 3,763
89 Interest Income 178,955 178,955 178,955 - 180,745 182,552 184,378 186,221
90 Contributions 1.00% - - - - - - - -
91 Contributions 1.00% 12,240 12,240 - (12,240) - - - -
92 Contributions 12,240 12,240 - (12,240) - - - -
93 Transfer In-UF 500 for Impact Fees linked to UF 66,539 66,539 66,539 - 67,870 69,227 70,612 72,024
94 Transfers In 66,539 66,539 66,539 - 67,870 69,227 70,612 72,024
95 TOTAL REVENUES AND TRANSFERS IN 12,313,609 13,118,545 � � (2,970,299) 9,783,903 10,026,948 10,311,673 10,043,517
3 5/31/2019
FIVE YEAR FINANCIAL
ALL MUNICIPAL FUNDS
D E SC R I PT I O N FDO$T19 E FYIM$19D • , �, AMO NT I FY 20-21 FY 21 22 FY 22-23 FY 23-24
96 Wages-Full Time Salaries 2.50% (3,472,786) (3,628,339) (3,961,636) (333,297) (4,060,677) (4,162,194) (4,266,249) (4,372,905)
97 Wages-PartTimeSalaries 2.50% (290,025) (227,133) (169,874) 57,259 (174,121) (178,474) (182,936) (187,509)
98 Wages-Overtime 2.50% (121,725) (137,024) (129,024) 8,000 (132,250) (135,556) (138,945) (142,419)
99 Wages-Premium Pay 2.50% (21,476) (22,539) (23,439) (900) (24,025) (24,625) (25,241) (25,872)
100 Wages-Car Allowance 0% (34,800) (28,200) (27,600) 600 (27,600) (27,600) (27,600) (27,600)
101 Wages-Performance Pay 0% (42,000) (42,500) (44,500) (2,000) - - - -
102 Wages-Phone Allowance 0% (11,760) (12,609) (15,600) (2,991) (15,600) (15,600) (15,600) (15,600)
103 Other-Transfers In VA&UF 2.50% 1,114,192 1,158,443 1,078,012 (80,432) 1,104,962 1,132,586 1,160,900 1,189,923
104 Payroll Salaries&Wages (2,880,380) (2,939,902) (3,293,662) (353,760) (3,329,311) (3,411,464) (3,495,670) (3,581,982)
105 Insurance-Medical 7.50% (711,266) (588,394) (721,692) (133,298) (775,818) (834,005) (896,555) (963,797)
106 Insurance-Dental 1.00% (32,862) (31,605) (33,500) (1,896) (33,835) (34,174) (34,516) (34,861)
107 Insurance-Life 0.50% (36,141) (26,860) (31,670) (4,811) (31,827) (31,985) (32,143) (32,302)
108 Taxes-Social5ecurity 2.50% (247,663) (256,236) (271,173) (14,937) (277,952) (284,901) (292,024) (299,324)
109 Taxes-Medicare 2.50% (57,843) (59,447) (63,419) (3,973) (65,005) (66,630) (68,296) (70,003)
110 Taxes-Unemployment 1.00% (9,517) (9,430) (10,060) (630) (10,160) (10,262) (10,364) (10,468)
111 Taxes-Workers Comp 1.00% (33,966) (40,027) (46,561) (6,533) (47,026) (47,497) (47,972) (48,451)
112 Retirement-TMRS 2.50% (461,823) (501,021) (526,937) (25,916) (540,110) (553,613) (567,454) (581,640)
113 Retirement-ICMA 0% (24,270) - - - - - - -
114 Payroll Taxes,Insurence,Retirement (1,615,351) (1,513,019) (1,705,012) (191,994) (1,781,735) (1,863,066) (1,949,323) (2,040,847)
115 Total Payroll and Related (4,495,731) (4,452,920) (4,998,674) (545,754) (5,111,046) (5,274,530) (5,444,993) (5,622,829)
116 Planning&Development 0% (490) (750) (750) - (750) (750) (750) (750)
117 Fire Department 0% (27,900) (21,900) (71,900) (50,000) (71,900) (71,900) (71,900) (71,900)
118 Fire Department 0% - (1,500) (1,500) - (1,500) (1,500) (1,500) (1,500)
ii9 Public Works oi (s,000) (s,000) (s,000) - (s,000) (s,000) (s,000) (s,000)
izo Public Works oi - - (�,aoo) (�,soo) (�,aoo) (�,aoo) (�,soo) (�,soo)
121 Finance Department 0% (1,800) (1,800) (5,710) (3,910) (5,710) (5,710) (5,710) (5,710)
122 Parks&Recreations 0% (520) (520) (3,020) (2,500) (3,020) (3,020) (3,020) (3,020)
123 Total Capital Outlay (35,710) (31,470) (95,680) (64,210) (95,680) (95,680) (95,680) (95,680)
124 General Service Debt(thru 24/25)(BBP) 0% (36,680) (36,680) (36,680) - (36,680) (36,680) (36,680) (36,680)
125 Westlake Reserve 0% (315,000) (315,000) (150,000) 165,000 (150,000) (150,000) (150,000) (150,000)
126 Total Debt Expenditures (351,680) (351,680) (186,680) 165,000 (186,680) (186,680) (186,680) (186,680)
127 Fire Department 1.00% (53,945) (53,945) (81,145) (27,200) (81,956) (82,776) (83,604) (84,440)
128 Municipal Court 1.00% (1,672) (1,672) (6,500) (4,828) (6,565) (6,631) (6,697) (6,764)
129 Public Works 1.00% (28,605) (28,605) (83,340) (54,735) (84,173) (85,015) (85,865) (86,724)
130 Facilities Maintenance WA 1.00% (38,740) (28,400) (60,151) (31,751) (60,753) (61,360) (61,974) (62,593)
131 Parks&Recreations 1.00% (79,472) (79,472) (79,472) - (80,267) (81,069) (81,880) (82,699)
132 FacilitiesMaintenanceTown 1.00% (17,790) (14,210) - 14,210 - - - -
133 Total Repair&Maintenance (220,224) (206,304) (310,608) (104,304) (313,714) (316,851) (320,020) (323,220)
134 Electric-Court 1.00% - - - - - - - -
135 Electric-Fire Station 1.00% (10,000) (10,000) (10,000) - (10,100) (10,201) (10,303) (10,406)
136 Electric-Parchman 1.00% (75) (75) - 75 - - - -
137 Electric-Parks/Rec 1.00% (7,950) (7,950) (7,950) - (8,030) (8,110) (8,191) (8,273)
138 Electric-Public Works 1.00% (2,864) (2,864) (2,864) - (2,893) (2,922) (2,951) (2,980)
4 5/31/2019
FIVE YEAR FINANCIAL
ALL MUNICIPAL FUNDS
D E SC R I PT I O N FDO$T19 E FYIM$19D • , �, AMO NT I FY 20-21 FY 21 22 FY 22-23 FY 23-24
139 Eledric-Town Hall 0.00% (34,675) (34,675) (34,675) - (34,675) (34,675) (34,675) (34,675)
140 Gas- Fire Station 1.00% (7,500) (7,500) (7,500) - (7,575) (7,651) (7,727) (7,805)
141 Internet-TownHall 1.00% (400) (400) - 400 - - - -
Zaz Internet-WA i.00i (zoo) (zoo) (zoo) - (zoz) (zo4) (zo6) (zos)
143 Internet-Fire Dept 1.00% (7,177) (12,177) (16,000) (3,823) (16,160) (16,322) (16,485) (16,650)
144 Internet-Town Hall 1.00% (10,461) (10,461) (10,461) - (10,566) (10,671) (10,778) (10,886)
145 Office Rent schedule (328,045) (328,045) (338,203) (10,158) (348,452) (355,796) (359,037) (362,378)
146 Telephone-Fire Dept 1.00% (4,100) (4,100) (4,100) - (4,141) (4,182) (4,224) (4,266)
147 Telephone-TownHall 1.00% (3,110) (3,110) (3,110) - (3,141) (3,173) (3,204) (3,236)
148 Water-Fire Dept 1.00% (7,500) (7,500) (7,500) - (7,575) (7,651) (7,727) (7,805)
149 Water-Parks&Rec 1.00% (1,017) (1,017) (1,017) - (1,027) (1,037) (1,048) (1,058)
150 Water-ROWlrrigation 1.00% (212,477) (212,477) (50,000) 162,477 (50,500) (51,005) (51,515) (52,030)
151 Water-ROW Irrigation 1.00% (123,360) (123,360) (123,360) - (124,594) (125,840) (127,098) (128,369)
152 Total Rent&Utilities (760,911) (765,911) (616,940) 148,971 (629,630) (639,439) (645,169) (651,025)
153 General Services 1.00% (345,276) (372,258) (440,169) (67,911) (444,571) (449,017) (453,507) (458,042)
154 Administrative 1.00% (2,450) (2,450) (2,450) - (2,475) (2,499) (2,524) (2,549)
155 Planning&Development 1.00% (316,463) (543,775) (543,775) - (549,213) (554,705) (560,252) (565,854)
156 Town Secretary 1.00% (51,395) (51,395) (55,470) (4,075) (56,025) (56,585) (57,151) (57,722)
157 Fire Department 1.00% (106,032) (124,037) (104,272) 19,765 (105,315) (106,368) (107,432) (108,506)
158 Municipal Court 1.00% (97,529) (86,238) (60,407) 25,831 (61,011) (61,621) (62,237) (62,860)
159 Public Works 1.00% (83,372) (83,372) (83,372) - (84,206) (85,048) (85,898) (86,757)
160 Facilities Maintenance WA 1.00% (19,135) (29,560) (139,060) (109,500) (140,451) (141,855) (143,274) (144,706)
161 Finance Department 1.00% (31,061) (31,811) (31,811) - (32,129) (32,450) (32,775) (33,103)
162 Parks&Recreations 1.00% (76,497) (76,497) (80,291) (3,794) (81,094) (81,905) (82,724) (83,551)
163 Information Technology 1.00% (89,449) (89,449) (105,597) (16,148) (106,653) (107,719) (108,797) (109,885)
164 Human Resources 1.00% (17,215) (18,315) (18,315) - (18,498) (18,683) (18,870) (19,059)
165 Communications 1.00% (1,955) (2,094) (2,094) - (2,115) (2,136) (2,157) (2,179)
166 Police Services 1.00% (963,519) (963,519) (963,519) - (973,154) (982,886) (992,715) (1,002,642)
167 Facilities Maintenance Town 1.00% (51,060) (58,320) - 58,320 - - - -
168 Total Service Expenditures (2,252,408) (2,533,090) (2,630,602) (97,512) (2,656,908) (2,683,478) (2,710,312) (2,737,415)
169 General Services 1.00% (26,998) (26,998) (26,998) - (27,268) (27,541) (27,816) (28,094)
170 Administrative 1.00% (1,836) (1,836) (1,836) - (1,854) (1,873) (1,892) (1,911)
171 Planning&Development 1.00% (18,210) (24,960) (24,960) - (25,210) (25,462) (25,716) (25,973)
172 Town Secretary 1.00% (3,225) (3,225) (3,225) - (3,257) (3,290) (3,323) (3,356)
173 Fire Department 1.00% (109,040) (110,040) (97,015) 13,025 (97,985) (98,965) (99,955) (100,954)
174 Municipal Court 1.00% (10,749) (9,715) (14,205) (4,490) (14,347) (14,491) (14,635) (14,782)
175 Public Works 1.00% (4,465) (4,465) (5,205) (740) (5,257) (5,310) (5,363) (5,416)
176 Facilities Maintenance WA 1.00% (13,601) (13,001) (24,851) (11,850) (25,099) (25,350) (25,603) (25,860)
177 Finance Department 1.00% (6,707) (6,707) (2,797) 3,910 (2,825) (2,853) (2,882) (2,911)
178 Parks&Recreations 1.00% (12,343) (12,343) (12,843) (500) (12,971) (13,101) (13,232) (13,364)
179 Information Technology 1.00% (7,630) (7,630) (7,630) - (7,706) (7,783) (7,861) (7,940)
180 Human Resources 1.00% (3,770) (3,270) (3,270) - (3,303) (3,336) (3,369) (3,403)
181 Communications 1.00% (10,199) (12,519) (12,519) - (12,644) (12,771) (12,898) (13,027)
182 Facilities Maintenance Town 1.00% (18,525) (14,550) - 14,550 - - - -
183 TotalSupply Expenditures (247,298) (251,259) (237,354) 13,905 (239,727) (242,124) (244,546) (246,991)
184 Transfer Out-DS 300 linked to DSF (1,005,901) (1,005,901) (856,479) 149,42Z (421,697) (379,475) (330,593) (300,051)
185 TotalOperatingTransfersOut � (1,005,901) (1,005,901) (856,479) 149,422 (421,697) (379,475) (330,593) (300,051)
186 GeneralServices 1.00% (60,303) (60,303) (60,303) - (60,906) (61,515) (62,130) (62,752)
5 5/31/2019
FIVE YEAR FINANCIAL
ALL MUNICIPAL FUNDS
D E SC R I PT I O N FDO$T19 E FYIM$19D • , �, AMO NT I FY 20-21 FY 21 22 FY 22-23 FY 23-24
187 Administrative 1.00% (32,128) (32,128) (32,128) - (32,449) (32,774) (33,102) (33,433)
188 Planning&Development 1.00% (7,921) (11,310) (11,310) - (11,423) (11,537) (11,653) (11,769)
189 Town Secretary 1.00% (4,340) (4,340) (4,340) - (4,383) (4,427) (4,472) (4,516)
190 Fire Department 1.00% (43,740) (48,995) (54,295) (5,300) (54,838) (55,386) (55,940) (56,500)
191 Municipal Court 1.00% (5,225) (7,407) (9,549) (2,142) (9,645) (9,741) (9,838) (9,937)
192 Public Works 1.00% (2,481) (2,481) (2,481) - (2,506) (2,531) (2,556) (2,582)
193 Facilities Maintenance WA 1.00% (3,283) (3,783) (3,783) - (3,820) (3,859) (3,897) (3,936)
194 Finance Department 1.00% (10,935) (10,935) (10,935) - (11,044) (11,155) (11,266) (11,379)
195 Parks&Recreations 1.00% (1,545) (1,545) (5,000) (3,455) (5,050) (5,101) (5,152) (5,203)
196 Information Technology 1.00% (9,618) (9,618) (9,618) - (9,714) (9,811) (9,909) (10,009)
197 Human Resources 1.00% (17,336) (17,250) (17,250) - (17,423) (17,597) (17,773) (17,950)
198 Communications 1.00% (7,039) (7,759) (7,759) - (7,837) (7,915) (7,994) (8,074)
199 Facilities Maintenance Town 1.00% (3,170) (3,170) - 3,170 - - - -
200 Total Travel&Training (209,064) (221,024) (228,751) (7,727) (231,038) (233,348) (235,682) (238,039)
201 TOTAL OPERATING EXPENDITURES (9,578,926) (9,819,559) � • (342,209) (9,886,121) (10,051,605) (10,213,675) (10,401,929)
202 Transfer Out-GMR Fund 600 linked to GMR (1,000,799) (1,463,799) (229,185) 1,234,614 (500,000) (400,000) (400,000) (400,000)
203 Transfer Out-GFVMR Fund 605 linked to VMR (460,266) (678,266) (229,185) 449,081 (250,000) (250,000) (250,000) (250,000)
204 Transfer Out-UFVMR Fund 505 linked to VMR - - (5,000) (5,000) (5,000) (5,000) (5,000) (5,000)
205 Transfer Out-CP Fund 410 linked to CIP (1,025,000) (1,025,000) - 1,025,000 - - - -
206 Total Non-Operating Transfers Out (2,486,065) (3,167,065) (463,370) 2,703,695 (755,000) (655,000) (655,000) (655,000)
207 TOTAL NON-OPERATING EXPENDITURES (2,486,065) (3,167,065) � 2,703,695 (755,000) (655,000) (655,000) (655,000)
208 TOTAL PAYROLL,OPERATIONS,MAINTENANCE&NON-OPERAi (12,064,992) (12,986,624) � • 2,361,487 (10,641,121) (10,706,605) (10,868,675) (11,056,929)
209 � � : .�: �� �
210 Beginning Fund Balance 9,216,610 9,761,849 9,893,770 131,921 9,416,878 8,559,660 7,880,004 7,323,001
211 EndinR Fund Balance 9,465,227 9,893,770 9,416,878 (476,5921 8,559,660 7,SS0,004 7,323,001 6,309,589
212 Restricted/Cammitted/Assigned 304,504 288,155 288,155 - 288,155 288,155 288,155 288,155
213 Unassigned Ending Balance 9,160,724 9,605,615 (476,892) 8,271,505 7,591,849 7,034,846 6,021,434
214 Operating Expenditures 9,578,926 9,819,559 10,161,768 342,209 9,886,121 10,051,605 10,213,675 10,401,929
215 Operating Cost per Day 26,146 26,903 27,840 938 27,085 27,539 27,983 28,498
216 OPERATING DAYS 350 357 328 (29) 305 276 251 211
DECLINING OPERATING DAYS
� � � ,
, � ,
217 Section Sales 0% 13,700 16,675 13,700 (2,975) 13,700 13,700 13,700 13,700
218 PerpetualCare-Section 15% 0% 150 150 150 - 150 150 150 150
219 PerpetualCare-interment100% 0% 50 50 50 - 50 50 50 50
220 Marker5ales 0% 250 250 250 - 250 250 250 250
222 ContractorFee 0% 350 350 350 - 350 350 350 350
6 5/31/2019
FIVE YEAR FINANCIAL
ALL MUNICIPAL FUNDS
D E SC R I PT I O N FDO$T19 E FYIM$19D • , �, AMO NT I FY 20-21 FY 21-22 FY 22-23 FY 23-24
223 Misc Revenue 0% 1,275 1,275 1,275 - 1,275 1,275 1,275 1,275
224 Interestlncome 0% 2,465 5,600 5,600 - 5,600 5,600 5,600 5,600
225 Total Revenues 18,240 24,350 (2,975) 21,375 21,375 21,375 21,375
226 Engineering 0% (6,453) (6,453) (6,453) - (6,453) (6,453) (6,453) (6,453)
227 Contract Services 0% (370) (370) (370) - (370) (370) (370) (370)
zzs Irrigation R&M oi - - (z,soo) (z,soo) (z,soo) (z,soo) (z,soo) (z,soo)
229 Contract Landscaping 0% (6,375) (6,375) (6,375) - (6,375) (6,375) (6,375) (6,375)
230 Computer Eqpmt/Software 0% - - - - - - - -
231 ROW Irrigation 0% - (1,625) (1,625) - (1,625) (1,625) (1,625) (1,625)
232 Grounds R&M 0% (2,000) (2,000) (2,000) - (2,000) (2,000) (2,000) (2,000)
233 Training/Meetings/Seminars 0% - - (2,500) (2,500) (2,500) (2,500) (2,500) (2,500)
234 Dues&Memberships 0% (125) (125) (125) - (125) (125) (125) (125)
235 Land Improvements 0% - - - - - - - -
236 CostofSales-CemeteryLots 0% (1,441) (1,441) (1,441) - (1,441) (1,441) (1,441) (1,441)
237 TotalExpenditures (16,764) (18,389) (5,000) (23,389) (23,389) (23,389) (23,389)
238 • � : � � � i �
239 Beginning Fund Balance 235,563 235,563 241,524 5,961 239,510 237,496 235,482 233,468
240 EndinR Fund Balance 237,039 241,524 239.510 (2,014) 237,496 235,482 233,468 231,454
241 Restricted/Committed/Assigned 237,039 241,524 239,510 (2,014) 237,496 235,482 233,468 231,454
242 Unassigned Ending Balance - - - - - - -
243 Operating Expenses 16,764 18,389 23,389 5,000 23,389 23,389 23,389 23,389
244 Operating Cost Per Day 46 50 64 14 64 64 64 64
245 OPERATING DAYS 5,129 4,676 3,769 (907) 3,738 3,706 3,675 3,643
, / / ,
246 Water Revenue 2.00% 3,211,156 3,211,156 3,211,156 - 3,275,379 3,340,887 3,407,704 3,475,859
247 Service Area Accts Hillwood 2.00% 48,000 48,000 48,000 - 48,960 49,939 50,938 51,957
248 Service Area Accts Town 2.00% 43,000 43,000 43,000 - 43,860 44,737 45,632 46,545
249 Waste Management 2.00% 6,129 6,129 6,129 - 6,252 6,377 6,504 6,634
250 Sewer Revenue-Westlake 2.00% 1,137,544 1,137,544 1,137,544 - 1,160,295 1,183,501 1,207,171 1,231,314
251 Sewer Revenue-Keller 2.00% 1,280 1,280 1,280 - 1,306 1,332 1,358 1,386
252 Water Tap Fees 2.00% 34,026 34,026 34,026 - 34,707 35,401 36,109 36,831
253 Sewer Tap Fees 2.00% 17,251 17,251 17,251 - 17,596 17,948 18,307 18,673
254 Fort Worth Impact fees 2.00% 66,539 66,539 66,539 - 67,870 69,227 70,612 72,024
255 Sub-Tatal Charge For Services 4,564,925 4,564,925 4,564,925 - 4,656,224 4,749,348 4,844,335 4,941,222
256 Duct Bank Permit Fees Granada 31,000 31,000 - (31,000) - - - -
257 Duct Bank Permit Fees Entrada Pulling 93,000 93,000 - (93,000) 93,000 93,000 93,000 93,000
258 Duct Bank Permit Fees Vaquero from 6,200 6,200 - (6,200) 6,200 6,200 6,200 6,200
259 Duct Bank Permit Fees Quail Ho Residen�tna�l 9,300 9,300 - (9,300) 9,300 9,300 9,300 9,300
260 Duct Bank Permit Fees Carlyle C Commerical 3,100 3,100 - (3,100) - - - -
7 5/31/2019
FIVE YEAR FINANCIAL
ALL MUNICIPAL FUNDS
D E SC R I PT I O N FDO$T19 E FYIM$19D • , �, AMO NT I FY 20-21 FY 21 22 FY 22-23 FY 23-24
261 Duct Bank Permit Fees Terra Be Fee 3,100 3,100 - (3,100) - - - -
262 Duct Bank Permit Fees Knolls Sc Schedule 12,400 12,400 - (12,400) 12,400 12,400 12,400 12,400
263 Duct Bank Permit Fees Other Fe 6,200 6,200 124,000 117,800 6,200 6,200 6,200 6,200
264 Sub-Total Permits and Fees 164,300 164,300 124,000 (40,300) 127,300 127,300 127,100 127,300
265 Meter Repair&Replacement 2.00% 6,000 6,000 6,000 - 6,120 6,242 6,367 6,495
266 Cross Connection Control 2.00% 3,510 3,510 - (3,510) - - - -
267 Interest Income 2.00% 55,300 55,300 55,300 - 56,406 57,534 58,685 59,858
268 Duct Bank Leases Deferred Schedule 2.00% 40,391 40,391 40,391 - 41,199 42,023 42,863 43,721
269 TRA Wastewater Settle-Up 2.00% 69,750 69,750 69,750 - 71,145 72,568 74,019 75,500
270 Insurance Refund/Equity Return 2.00% 750 750 750 - 765 780 796 812
271 Misc Reimbursements 2.00% 2,100 2,100 - (2,100) - - - -
272 Misc Revenue Dept 16 2.00% 8,000 8,000 8,000 - 8,160 8,323 8,490 8,659
273 Administrative CC Fee 2.00% 7,475 7,475 7,475 - 7,625 7,777 7,933 8,091
274 Total Misc Income 193,276 193,276 187,666 (5,610) 191,419 195,248 199,153 203,136
275 Bond Proceeds-Tx Water Development Board 0% 2,600,000 - - - - - - -
276 Other Resources 2,600,000 - - - - - - -
277 Total Revenues&Transfers In 7,522,501 4,922,501 (45,910) 4,974,743 5,071,696 5,170,588 5,271,457
278 Operating Xfr Out for PR Costs 1.00% (559,024) (547,472) (518,169) 29,303 (523,351) (528,584) (533,870) (539,209)
279 Compensated Absences 1.00% - - - - - - - -
280 Compensated Absences 1.00% - - - - - - - -
281 Compensated Absences 1.00% - - - - - - - -
282 Compensated Absences 1.00% - - - - - - - -
283 TotalPayrolland Related (559,024) (547,472) (518,169) 29,303 (523,351) (528,584) (533,870) (539,209)
284 Office Rent from schedule (70,295) (70,295) (72,472) (2,177) (74,668) (76,242) (76,936) (77,653)
zas Electric-Town Hall o.00i (�,soo) (�,soo) (�,soo) - (�,soo) (�,soo) (�,soo) (�,soo)
286 Electric-Lift Station 1.50% (2,680) (2,680) (2,680) - (2,720) (2,761) (2,802) (2,844)
287 Electric-Pump Station 1.50% (1,291) (1,291) (1,291) - (1,310) (1,330) (1,350) (1,370)
288 Electric-Pump Station 1.50% (70,277) (70,277) (70,277) - (71,331) (72,401) (73,487) (74,589)
289 Internet Service 1.50% (2,327) (2,327) (2,327) - (2,362) (2,397) (2,433) (2,470)
290 Telephone-TownHall 1.50% (724) (724) (724) - (735) (746) (757) (768)
291 Telephone 1.50% (1,000) (1,000) (1,000) - (1,015) (1,030) (1,046) (1,061)
292 Water-Other 1.50% (850) (850) (850) - (863) (876) (889) (902)
293 Water-Pump Station 1.50% (20,600) (20,600) (20,600) - (20,909) (21,223) (21,541) (21,864)
294 TotalRent&Utilities (177,544) (177,544) (179,721) (2,177) (183,413) (186,506) (188,741) (191,023)
295 Computer Hardware/Software 1.50% (1,000) (1,000) (1,000) - (1,015) (1,030) (1,046) (1,061)
296 Mechanical Equipment 1.50% (1,000) (1,000) (1,000) - (1,015) (1,030) (1,046) (1,061)
303 Water Meters/Equipment 1.50% (20,275) (20,275) (20,275) - (20,579) (20,888) (21,201) (21,519)
304 Water Taps 1.50% (8,780) (8,780) (8,780) - (8,912) (9,045) (9,181) (9,319)
305 Total Capital Outlay (31,055) (31,055) (31,055) - (31,521) (31,994) (32,474) (32,961)
306 WaterTower Landscape R&M 1.50% (6,000) (6,000) (6,000) - (6,090) (6,181) (6,274) (6,368)
307 Water Main R&M 1.50% (35,045) (35,045) (35,045) - (35,571) (36,104) (36,646) (37,195)
308 WaterTower R&M 1.50% (1,000) (1,000) (1,000) - (1,015) (1,030) (1,046) (1,061)
8 5/31/2019
FIVE YEAR FINANCIAL
ALL MUNICIPAL FUNDS
D E SC R I PT I O N FDO$T19 E FYIM$19D • , �, AMO NT I FY 20-21 FY 21 22 FY 22-23 FY 23-24
309 Sewer Main R&M 1.50% (24,973) (24,973) (24,973) - (25,348) (25,728) (26,114) (26,505)
310 Pump Station Landscape R&M 1.50% (12,500) (12,500) (12,500) - (12,688) (12,878) (13,071) (13,267)
311 Lift Station R&M 1.50% (6,000) (6,000) (6,000) - (6,090) (6,181) (6,274) (6,368)
312 Instrument R&M 1.50% (9,473) (9,473) (9,473) - (9,615) (9,759) (9,906) (10,054)
313 Ground Storage Tank R&M 1.50% (2,300) (2,300) (2,300) - (2,335) (2,370) (2,405) (2,441)
314 Generator R&M 1.50% (6,815) (6,815) (6,815) - (6,917) (7,021) (7,126) (7,233)
315 Pump Station R&M 1.50% (12,500) (12,500) (12,500) - (12,688) (12,878) (13,071) (13,267)
316 Duct Bank R&M 1.50% (6,940) (6,940) (6,940) - (7,044) (7,150) (7,257) (7,366)
317 FM1938 ROW Landscape 1.50% - - - - - - - -
318 Meter Repair&Replacement 1.50% (35,793) (35,793) (35,793) - (36,330) (36,875) (37,428) (37,989)
319 Water/Sewer R&M 1.50% (726) (726) (726) - (737) (748) (759) (771)
320 Vehicle R&M 1.50% (1,000) (1,000) (1,000) - (1,015) (1,030) (1,046) (1,061)
321 Total Repair and Maintenance (161,065) (161,065) (161,065) - (163,481) (165,933) (168,422) (170,949)
322 InsuranceAutomobile 1.50% (661) (1,479) (1,479) - (1,501) (1,524) (1,547) (1,570)
323 Insurance Property 1.50% (6,975) (7,865) (7,865) - (7,983) (8,103) (8,224) (8,348)
324 Bank Service Charges 1.50% (7,547) (7,547) (7,547) - (7,660) (7,775) (7,892) (8,010)
325 TotalServices Dept 30 (15,183) (16,891) (16,891) - (17,144) (17,402) (17,663) (17,927)
326 Engineering 1.50% (4,540) (4,540) (4,540) - (4,608) (4,677) (4,747) (4,819)
327 Water Utility Engineering 1.50% (37,555) (37,555) (37,555) - (38,118) (38,690) (39,270) (39,860)
328 Misc.Engineering 1.50% (4,126) (4,126) (4,126) - (4,188) (4,251) (4,314) (4,379)
329 Consultant Fees 1.50% (5,138) (5,138) (5,138) - (5,215) (5,293) (5,373) (5,453)
330 Auditor 1.50% (7,235) (6,910) (6,910) - (7,014) (7,119) (7,226) (7,334)
331 Attorney-Boyle&Lowry 1.50% (9,421) (9,421) (9,421) - (9,562) (9,706) (9,851) (9,999)
332 Attorney-Lloyd Gosselink 1.50% (10,256) (10,256) (10,256) - (10,410) (10,566) (10,724) (10,885)
333 Contract Labor 1.50% - - - - - - - -
334 Contract Services 1.50% (7,860) (7,860) (7,860) - (7,978) (8,098) (8,219) (8,342)
335 Water Purchases 2.00% (934,500) (934,500) (934,500) - (953,190) (972,254) (991,699) (1,011,533)
336 WaterService Charge 0.00% (600) (600) (600) - (600) (600) (600) (600)
337 Peak Payment 2.00% (409,500) (409,500) (409,500) - (417,690) (426,044) (434,565) (443,256)
338 TRA-WastewaterTreatment 1.50% (479,303) (479,303) (1,779,303) (1,300,000) (1,805,993) (1,833,082) (1,860,579) (1,888,487)
339 Southlake-WastewaterTreatment 1.50% (1,302,497) (1,302,497) - 1,302,497 - - - -
340 Testing-Water/Bacteria/Rgltry 1.50% (30,000) (30,000) (30,000) - (30,450) (30,907) (31,370) (31,841)
341 Utility Billing 1.50% (27,321) (27,321) (27,321) - (27,731) (28,147) (28,569) (28,998)
342 Line Location 1.50% (5,660) (5,660) (5,660) - (5,745) (5,831) (5,919) (6,007)
343 Application Software Maint. 1.50% (10,750) (10,750) (10,750) - (10,911) (11,075) (11,241) (11,410)
344 Keller Waste Water 1.50% (1,300) (1,300) (1,300) - (1,320) (1,339) (1,359) (1,380)
345 Insurance General Liability 1.50% (980) (835) (835) - (848) (860) (873) (886)
346 Mobile Phone 1.50% (1,000) (1,000) (1,000) - (1,015) (1,030) (1,046) (1,061)
347 Misc Rental/Lease 1.50% (500) (500) (500) - (508) (515) (523) (531)
348 Printing 1.50% (1,130) (1,130) (1,130) - (1,147) (1,164) (1,182) (1,199)
349 CourierService 1.50% (200) (200) (200) - (203) (206) (209) (212)
350 Bad Debt Expense 1.50% - - - - - - - -
351 Total Services Dept 16 (3,291,372) (3,290,902) (3,288,405) 2,497 (3,344,442) (3,401,454) (3,459,458) (3,518,473)
352 Computer Eqpmt/Software 1.50% (210) (210) (210) - (213) (216) (220) (223)
353 Safety Supplies 1.50% (100) (100) (100) - (102) (103) (105) (106)
354 Misc Hand Tools 1.50% (1,855) (1,855) (1,855) - (1,883) (1,911) (1,940) (1,969)
355 Chemical Supplies 1.50% (350) (350) (350) - (355) (361) (366) (371)
9 5/31/2019
FIVE YEAR FINANCIAL
ALL MUNICIPAL FUNDS
D E SC R I PT I O N FDO$T19 E FYIM$19D • , �, AMO NT I FY 20-21 FY 21 22 FY 22-23 FY 23-24
356 Office Supplies 1.50% (538) (538) (538) - (546) (554) (563) (571)
357 Office Equipment 1.50% - - - - - - - -
358 Postage&Shipping 1.50% (400) (400) (400) - (406) (412) (418) (425)
359 Misc.Supplies 1.50% - - - - - - - -
360 Meeting Expense 1.50% - - - - - - - -
361 Vehicle Fuel 1.50% (3,000) (3,000) (3,000) - (3,045) (3,091) (3,137) (3,184)
362 Uniforms 1.50% (587) (587) (587) - (596) (605) (614) (623)
363 Capital Operating Impact-Utility from CIP schedule - - - - - - - -
364 TotalSupplies (7,040) (7,040) (7,040) - (7,146) (7,253) (7,362) (7,472)
365 TravelAirfare 1.50% (800) (800) (800) - (812) (824) (837) (849)
366 TravelCarRental/Parking 1.50% (100) (100) (100) - (102) (103) (105) (106)
367 Travel Lodging 1.50% (1,560) (1,560) (1,560) - (1,583) (1,607) (1,631) (1,656)
368 Travel Meals 1.50% (77) (77) (77) - (78) (79) (81) (82)
369 Travel Mileage 1.50% (58) (58) (58) - (59) (60) (61) (62)
370 Training/Seminars/Meetings 1.50% (3,000) (3,000) (3,000) - (3,045) (3,091) (3,137) (3,184)
371 Dues&Subscriptions 1.50% (1,500) (1,500) (1,500) - (1,523) (1,545) (1,569) (1,592)
372 Books&Printed Materials 1.50% - - - - - - - -
373 Licenses/Registrations 1.50% (700) (700) (700) - (711) (721) (732) (743)
374 Total Travel&Training (7,795) (7,795) (7,795) - (7,912) (8,031) (8,151) (8,273)
375 Transfer Out-UMR Fund 510 linked to UMR (5,000) (5,000) (5,000) - (5,000) (5,000) (5,000) (5,000)
376 Transfer Out-VMR Fund 505 linked to VMR (10,000) (10,000) (10,000) - (5,000) (5,000) (5,000) (5,000)
377 Transfer Out-GF 100 Impact Fees GF linked to this (66,539) (66,539) (66,539) - (67,870) (69,227) (70,612) (72,024)
378 Total Transfers Out (81,539) (81,539) (81,539) - (77,870) (79,227) (80,612) (82,024)
379 Fort Worth Waterline Payment 0.00% (1,711,840) - - - - - - -
380 Keller OH Storage-Principal ends 20:ad to schedule (113,756) (113,756) (113,756) - - - - -
381 Keller OH Storage-Interest ends 2020 (7,393) (7,393) (7,393) - - - - -
382 Service Area-Hillwood tied to schedule (48,240) (48,240) (48,240) - (48,481) (48,724) (48,967) (49,212)
383 Service Area-Town (43,215) (43,215) (43,215) - (43,431) (43,648) (43,866) (44,086)
384 TXWDB FW Phase 2 Waterline-Principal tied to schedule (5,000) (5,000) (5,000) - (95,000) (100,000) (100,000) (100,000)
385 TXWDB FW Phase 2 Waterline-Interest (31,056) (31,056) (31,056) - (43,120) (41,984) (40,744) (39,404)
386 GS Tank 2013 CO-Principal tied to schedule (22,550) (22,550) (22,550) - (23,650) (23,650) (24,750) (25,300)
387 GS Tank 2013 CO-Interest (32,576) (32,576) (32,576) - (32,114) (31,582) (30,977) (30,288)
388 Total Debt (2,015,626) (303,786) (303,786) - (285,796) (289,587) (289,304) (288,289)
389 Total Expenses&Transfers Out (6,347,244) (4,625,090) 29,623 (4,642,076) (4,715,970) (4,786,057) (4,856,600)
390 • � �
391 Beginning Fund Balance 424,904 424,904 722,316 297,411 1,003,440 1,336,107 1,691,832 2,076,363
392 EndinR Fund Balante 1,600.162 722,316 1,003.440 281,124 1,336.107 1,691,832 2.076,363 2,491,221
393 Restricted/Committed/Assigned Hillwood - 888,000 750,000 (138,000) 750,000 750,000 750,000 750,000
394 Restricted/Committed/Assigned Deposits 192,870 186,130 186,130 - 186,130 186,130 186,130 186,130
395 Unassigned Ending Balance 1,407,292 (351,814) � 419,124 399,977 755,702 1,140,233 1,555,091
396 Operating Expenses 6,347,244 4,625,090 4,595,467 (29,623) 4,642,076 4,715,970 4,786,057 4,856,600
397 Operating Cost Per Day 17,390 12,671 12,590 81 12,718 12,920 13,112 13,306
398 OPERATING DAYS 92 57 80 23 105 131 158 187
1 O 5/31/2019
FIVE YEAR FINANCIAL
ALL MUNICIPAL FUNDS
D E SC R I PT I O N FDO$T19 E FYIM$19D • , �, AMO NT I FY 20-21 FY 21 22 FY 22-23 FY 23-24
� . � : � ,
� 1 � � ' ' � �
399 Interest Income vision 16,350 31,895 31,895 - 14,500 14,500 14,500 14,500
400 Transfers In from UF 500 vision 5,000 5,000 5,000 - 5,000 5,000 5,000 5,000
401 Total Revenues&Transfers In 21,350 36,895 - 19,500 19,500 19,500 19,500
402 Sewer Easement Cleaning Machine vision (45,000) - (67,000) (67,000) - - - -
403 Repaint Ground Storage Tank vision (90,000) (276,200) - 276,200 - - - -
404 Lift Station Pump Repairs vision - - (25,000) (25,000) - - - -
405 Pump Station Equipment vision (90,000) - (90,000) (90,000) - - - -
406 Total Expenditures&Transfers Out (225,000) (276,200) : ��� 94,200 - - - -
407 • � : i . � i � ii �� �� ii ��
408 Beginning Fund Balance 778,190 778,190 538,885 (239,305) 393,780 413,280 432,780 452,280
409 EndinR Fund Balance 574,540 538,885 393.780 (145,105) 413,280 432,780 452,280 471,780
410 Restricted/Committed/Assigned 574,540 538,885 393,780 (145,105) 413,280 432,780 452,280 471,780
411 Unassigned Ending Balance - - - - - - -
, • " � 1 1 1 � � 1 ,
412 Contributions tied to vision - - - - - - - -
413 Firefighter Equipment Fees tied to vision 6,000 6,000 6,000 - 6,000 6,000 6,000 6,000
414 Interest Income tied to vision 2,290 3,424 3,424 - 3,424 3,424 3,424 3,424
415 Misc Revenue tied to vision - - - - - - - -
416 Sale of Surplus tied to vision - 1,380 - (1,380) - - - -
417 Transfer in from GF tied to vision 1,000,799 1,463,799 229,185 (1,234,614) 500,000 400,000 400,000 400,000
418 50%WA Facilities Allotment 89,907 89,907 89,907 89,907 89,907 89,907
419 Total Revenues&Trensfers In 1,009,089 1,564,510 (1,235,994) 599,331 499,331 499,331 499,331
420 WA-Irrigation System tied to vision (6,500) (6,500) (15,000) (8,500) (5,000) (5,000) (5,000) (5,000)
azi WA-15 Tan Split HVAC System tied to vision (ia,000) (sa,000) (io,000) a,000 (zs,000) (zs,000) (zs,000) (zs,000)
422 WA-2 Tan RoafTop Units tied to vision (7,500) (7,500) (15,000) (7,500) (10,000) (10,000) (10,000) (10,000)
423 WA-AC ton/7.5 ton server raom tied to vision (6,500) (6,500) (1,500) 5,000 (20,000) - (5,000) (5,000)
424 WA-HVAC System Replacement tied to vision (7,500) (7,500) (8,000) (500) (5,000) (5,000) (5,000) (5,000)
425 WA-Update Security System tied to vision (2,750) (2,750) (20,000) (17,250) (10,000) (8,000) (8,000) (8,000)
426 WA-Update5ecurityCameras tiedtovision (10,300) (10,300) (5,000) 5,300 (12,000) (12,000) (12,000) (12,000)
427 WA-Heater Boilers tied to vision (9,675) (9,675) (3,000) 6,675 (5,000) (25,000) (5,000) (25,000)
428 WA-Painting/Cloth Wall R&M tied to vision (6,500) (6,500) (10,000) (3,500) (8,000) (8,000) (8,000) (8,000)
�� 5/31/2019
FIVE YEAR FINANCIAL
ALL MUNICIPAL FUNDS
D E SC R I PT I O N FDO$T19 E FYIM$19D • , �, AMO NT I FY 20-21 FY 21 22 FY 22-23 FY 23-24
429 WA-Ext Envrnmt Imprvmts Irrig tied to vision (7,500) (7,500) (15,000) (7,500) (12,000) (12,000) (12,000) (12,000)
430 WA-Parking Lot tied to vision (25,000) (25,000) (25,000) - (5,000) (5,000) (5,000) (5,000)
431 WA Playground Equipment tied to vision (5,000) - (5,000) (5,000) - (5,000) - (40,000)
432 WA-Plumbing Repair/Replacement tied to vision (9,000) (9,000) (8,000) 1,000 (5,000) (5,000) (5,000) (5,000)
433 WA-Carpet/VCT Flooring tied to vision (35,000) (35,000) (30,000) 5,000 (15,000) (15,000) (15,000) (15,000)
434 WA-Envrnmt Bldg UG light/water tied to vision (10,000) (10,000) (8,000) 2,000 (5,000) (5,000) (5,000) (5,000)
435 WA-Refurbish Classrooms tied to vision (30,000) (30,000) (30,000) - (25,000) (25,000) (25,000) (25,000)
436 WA-Interior Building R&M tied to vision (15,000) (15,000) (10,000) 5,000 (15,000) (15,000) (15,000) (15,000)
437 WA-Exterior Paint&Wood R&M tied to vision (4,500) (4,500) (12,000) (7,500) (8,000) (8,000) (8,000) (8,000)
438 WA-Roof Repairs tied to vision (47,550) (47,550) (60,000) (12,450) (30,000) (25,000) (25,000) (25,000)
439 WA-Mechanical Equipment tied to vision (25,000) (25,000) - 25,000 - - - -
440 WA-Furniture/Interior Bldg tied to vision (15,000) (7,500) (8,000) (500) (10,000) (10,000) (10,000) (10,000)
441 Dept 17-Westlake Academy Facilities (299,775) (287,275) (298,500) (31,225) (230,000) (228,000) (208,000) (268,000)
442 Trail Repairs and Maintenance tied to vision (10,000) (10,000) (30,000) (20,000) (10,000) (30,000) (10,000) (10,000)
443 Park Repairs and Maintenance tied to vision (10,000) (10,000) (33,029) (23,029) (15,000) (33,029) (10,000) (10,000)
444 Dept19-TownParks (20,000) (20,000) (63,029) (43,029) (25,000) (63,029) (20,000) (20,000)
445 Servers&Network Storage tied to vision (40,000) (40,000) (40,000) - (30,000) (30,000) (30,000) (30,000)
446 Network Printers/Peripheal Dev tied to vision (5,000) (5,000) (5,000) - (5,000) (5,000) (5,000) (5,000)
447 Network Equipment tied to vision (115,000) (115,000) (25,000) 90,000 (25,000) (25,000) (25,000) (150,000)
448 Server Replacements tied to vision (20,000) (20,000) (20,000) - (125,000) (20,000) (20,000) (20,000)
449 Phone System/Peripheal Devices tied to vision (65,000) (65,000) (100,000) (35,000) (15,000) (15,000) (15,000) (65,000)
450 Dept 20-Town IT Dept (245,000) (245,000) (190,000) 55,000 (200,000) (95,000) (95,000) (270,000)
451 Town-Irrigation R&M tied to vision (5,000) (5,000) (5,000) - (5,000) (5,000) (5,000) (5,000)
452 Town Open Space Improvements tied to vision - - (8,000) (8,000) (20,000) (1,000) (8,000) (10,000)
453 Town-15 Ton Split HVAC System tied to vision - - - - (30,000) (5,000) (3,000) (3,000)
454 Town-2 Ton Roof Top Units tied to vision - - (3,000) (3,000) (5,000) (5,000) (3,000) (3,000)
455 Town-AC ton/7.5 ton server roo tied to vision - - (3,000) (3,000) (3,000) (8,000) - (3,000)
456 Town-HVAC System Replacement tied to vision (5,000) (5,000) - 5,000 (5,000) (5,000) (5,000) (5,000)
457 Town-Contract Landscaping tied to vision - - - - (5,000) (8,000) (3,000) (3,000)
458 Town-Security System tied to vision - - (3,000) (3,000) (5,000) (5,000) (10,000) (5,000)
459 Town-Security Cameras tied to vision - - (3,000) (3,000) (5,000) (12,000) (5,000) (5,000)
460 Town-Safety Doors tied to vision - - (8,000) (8,000) (8,000) (10,000) (8,000) (10,000)
461 Town-Ground R&M tied to vision - - (4,000) (4,000) (4,000) (10,000) (5,000) (6,000)
462 Town-Heater Boiler tied to vision (3,000) (3,000) - 3,000 (3,000) (3,000) (3,000) (3,000)
463 Town-Painting/Cloth Wall R&M tied to vision - - (4,000) (4,000) (4,000) (10,000) (5,000) (6,000)
464 Town-Signs and Signals tied to vision - - (4,000) (4,000) (4,000) (4,000) (6,000) (6,000)
465 Town-Environmental Improvement tied to vision - - - - (4,000) - (5,000) -
466 Town-Parking Lot tied to vision (4,000) (4,000) (4,000) - (4,000) (4,000) (4,000) (4,000)
467 Town-Plumbing Repair/Replace tied to vision - - (1,000) (1,000) (2,000) (2,000) (2,000) (2,000)
468 Town-Carpet/Flooring R&M tied to vision - - - - - - (5,000) -
469 Town-Env Bldg UG light/water tied to vision (10,000) (10,000) (1,000) 9,000 (10,000) (10,000) (10,000) (10,000)
1 2 5/31/2019
FIVE YEAR FINANCIAL
ALL MUNICIPAL FUNDS
D E SC R I PT I O N FDO$T19 E FYIM$19D • , �, AMO NT I FY 20-21 FY 21 22 FY 22-23 FY 23-24
470 Town-Interior Building R&M tied to vision - - (5,000) (5,000) (5,000) (10,000) (5,000) (5,000)
471 Town-Bldg Exterior Paint/R&M tied to vision - - - - (5,000) (5,000) (10,000) (5,000)
472 Town-Roof Repairs tied to vision - - - - (6,000) (6,000) (6,000) (6,000)
473 Town-Furniture/Interior Bldg tied to vision (2,700) (10,200) (10,200) - (3,000) (5,000) (3,000) (5,000)
474 Dept 26-Town Facilities(Fire Station) (29,700) (37,200) (66,200) (29,000) (145,000) (133,000) (119,000) (110,000)
475 TotalExpenditures (594,475) (589,475) (28,254) (600,000) (519,029) (442,000) (668,000)
476 • � � �
477 Beginning Fund Balance 157,098 157,098 1,132,133 975,035 842,920 842,251 822,553 879,884
478 EndinR Fund Balance 571,712 1,132,133 842,920 (289,213) 842,251 822,553 879,884 711,215
479 Restricted/Committed/Assigned 571,712 1,132,133 842,920 (289,213) 842,251 822,553 879,884 711,215
480 Unassigned Ending Balance - - - - - - -
� 1 � � ' ' � �
481 Sales of Surplus tied to vision - - - - - - - -
482 Insurance Proceeds tied to vision - - - - - - - -
483 Interest Earned tied to vision 350 1,940 1,940 - 350 350 350 350
484 Transfer in from GF tied to vision - - 5,000 5,000 5,000 5,000 5,000 5,000
485 Transfer in from UF tied to vision 10,000 10,000 10,000 - 5,000 5,000 5,000 5,000
486 Total Revenues&Transfers In 10,350 11,940 •�� 5,000 10,350 10,350 10,350 10,350
487 Public Works Vehicle tied to vision - - (50,000) (50,000) - - - -
488 Total Expenditures&Trensfers Out - � ��� (50,000) - - - -
489 • � : i � •-i �.� iii i � i � � i i �
490 Beginning Fund Balance 23,759 23,759 35,699 11,940 2,639 12,989 23,339 33,689
491 EndinR Fund Balante 34.109 35,699 2,639 (33,060) 12,989 23.339 33,689 44.039
492 Restricted/Committed/Assigned 34,109 35,699 2,639 (33,060) 12,989 23,339 33,689 44,039
493 Unassigned Ending Balance - - - - - - -
�3 5/31/2019
FIVE YEAR FINANCIAL
ALL MUNICIPAL FUNDS
D E SC R I PT I O N FDO$T19 E FYIM$19D • , �, AMO NT I FY 20-21 FY 21-22 FY 22-23 FY 23-24
� • 1 � � ' ' � �
494 Contribution for WA Buses tied to vision - 125,000 - (125,000) - - - -
495 Interest Earned tied to vision 2,490 7,210 7,210 - 7,210 7,210 7,210 7,210
496 Transfer In from GF tied to vision 460,266 678,266 229,185 (449,081) 250,000 250,000 250,000 250,000
497 Total Revenues&Transfers In 462,756 810,476 (574,081) 257,210 257,210 257,210 257,210
498 Academy Buses tied to vision - (125,000) - 125,000 (150,000) - - -
499 Fire Dept Vehicles tied to vision (260,000) (260,000) - 260,000 (60,000) (65,000) - (1,600,000)
500 Court Vehicle tied to vision - - (61,922) (61,922) - - - -
501 Facilities Vehicles tied to vision - - - - (50,000) - - -
502 Parks&Rec Mule tied to vision - - (14,480) (14,480) - - - -
503 Total Expenditures&Transfers Out (260,000) (385,000) • �� 308,595 (260,000) (65,000) - (1,600,000)
504 • � : i �� � i ��
505 Beginning Fund Balance 475,436 475,436 900,912 425,476 1,060,905 1,058,ll5 1,250,325 1,507,535
506 EndinR Fund Balance 678.192 900,912 1,060.905 159,993 1,058.115 1,250.325 1,507,535 164.745
507 Restricted/Committed/Assigned 678,192 900,912 1,060,905 159,993 1,058,115 1,250,325 1,507,535 164,745
508 Unassigned Ending Balance - - - - - - -
�4 5/31/2019
FIVE YEAR FINANCIAL
ALL MUNICIPAL FUNDS
D E SC R I PT I O N FDO$T19 E FYIM$19D • , �, AMO NT I FY 20-21 FY 21-22 FY 22-23 FY 23-24
� � � ,
� 1 • ' � • � • �
509 Hotel Tax(Marriott) 1.00% 779,720 779,720 779,720 - 803,346 811,380 819,494 819,494
510 Hotel Tax(Deloitte) Match Fi 1.00% 36,982 36,982 36,982 - 37,000 37,000 37,000 74,000
511 Base Hotel Tax 816,702 816,702 816,702 - 840,346 848,380 856,494 893,494
513 Entrada Hotel 1 hard coded - - - - - 300,000 600,000 600,000
514 Front 44 hard coded - - - - - 300,000 600,000
515 Additional Commercial Tax - - - - - 300,000 900,000 1,200,000
516 TotalHotelOccupancyTax 516,702 816,702 816,702 - 840,346 1,148,380 1,756,494 2,093,494
517 Interest Income 1.00% 14,606 14,606 14,606 - 14,250 14,250 14,250 14,250
518 CommunityTreeLighting 1.00% 3,675 3,675 3,675 - 2,756 2,784 2,811 2,811
519 InsurRefund/Equity Return 1.00% 437 437 437 - 860 869 878 878
520 Dept 10-General Service Revenues 15,718 18,715 18,718 - 17,866 17,903 17,939 17,939
521 Membership Fees 1.00% 1,775 1,775 1,775 - 1,775 1,775 1,775 1,775
522 Special Events Revenue 1.00% 3,250 3,250 3,250 - 3,250 3,250 3,250 3,250
526 Sales of Printed Material 1.00% 200 200 200 - 200 200 200 200
527 Sponsors 1.00% 3,000 3,000 3,000 - 3,000 3,000 3,000 3,000
528 Dept 24-Historical Board Revenues 8,475 8,225 8,225 - 8,225 8,225 8,225 8,225
529 Total Revenues&Transfers In 843,895 843,645 - 866,437 1,174,508 1,782,658 2,119,658
530 Operating Xfr Out to GF for Payroll Costs 1.00% (555,167) (611,804) (559,842) 51,962 (565,441) (571,095) (576,806) (582,574)
531 Auditor 1.00% (7,250) (6,925) (6,925) - (6,994) (7,064) (7,135) (7,206)
532 Marriott Marketing 1.00% (50,000) (50,000) (50,000) - (50,500) (51,005) (51,515) (52,030)
533 MarriottTransportation 1.00% (80,000) (80,000) (80,000) - (80,800) (81,608) (82,424) (83,248)
534 Other Hotels Marketing hard coded - - - - - (100,000) (200,000) (200,000)
535 Marketing&Promotions 1.00% (7,500) (7,500) (7,500) - (7,575) (7,651) (7,727) (7,805)
536 Application Software Maint. 1.00% (1,950) (1,950) (1,950) - (1,970) (1,989) (2,009) (2,029)
537 CommunityTreeLighting 1.00% (11,762) (11,762) (11,762) - (11,880) (11,998) (12,118) (12,240)
538 Dept 10-General Service Expenditures (714,004) (769,941) (717,979) 51,962 (725,159) (532,411) (939,735) (947,132)
539 Office Rent 0.00% (70,295) (70,295) (72,472) (2,177) (74,670) (76,242) (76,935) (77,653)
540 Telephone Service 1.00% (624) (624) (624) - (630) (637) (643) (649)
541 Internet Expense 1.00% (2,195) (2,195) (2,195) - (2,217) (2,239) (2,262) (2,284)
saz Electric Service o.00i (�,soo) (�,soo) (�,soo) - (�,soo) (�,soo) (�,soo) (�,soo)
543 Dept10-Rent&UtilitiesExpenditures (80,614) (80,614) (82,791) (2,177) (85,017) (86,618) (87,339) (88,086)
544 Contract Services 0.50% (52,709) (52,709) (37,000) 15,709 (37,185) (37,371) (37,558) (37,746)
�5 5/31/2019
FIVE YEAR FINANCIAL
ALL MUNICIPAL FUNDS
D E SC R I PT I O N FDO$T19 E FYIM$19D • , �, AMO NT I FY 20-21 FY 21 22 FY 22-23 FY 23-24
545 Community Services 0.50% (13,401) (13,401) (13,401) - (13,468) (13,535) (13,603) (13,671)
546 Masterworks 0.50% (5,750) (5,750) (5,750) - (5,779) (5,808) (5,837) (5,866)
547 Marketing&Promotions 0.50% (61,809) (60,309) (44,000) 16,309 (44,220) (44,441) (44,663) (44,887)
548 Advertising 0.50% (20,615) (20,615) (20,615) - (20,718) (20,822) (20,926) (21,030)
549 Special Community Events 0.50% (7,239) (8,409) (8,409) - (8,451) (8,493) (8,536) (8,578)
550 Dues&Subscriptions 0.50% (5,794) (7,294) (7,294) - (7,330) (7,367) (7,404) (7,441)
551 Postage&Supplies 0.50% (139) (139) (139) - (140) (140) (141) (142)
552 Printing 0.50% (1,154) (1,154) (1,154) - (1,160) (1,166) (1,171) (1,177)
553 Dept 22-Communication Expenditures (169,780) (169,780) (137,762) 32,018 (138,451) (139,143) (139,839) (140,538)
ssn Office Supplies o.00i (so) (Zo) (so) - (so) (so) (Zo) (so)
555 Car Show Expenses 0.00% (5,825) (5,825) (5,825) - (5,825) (5,825) (5,825) (5,825)
556 Town Historical Board Expense 0.00% (2,075) (2,075) (2,075) - (2,075) (2,075) (2,075) (2,075)
557 Dept 24-Historical Board Expenditures (7,910) (7,910) (7,910) - (7,910) (7,910) (7,910) (7,910)
558 Sponsorship Expense 0.00% (10,000) (10,000) (10,000) - (10,000) (10,000) (10,000) (10,000)
559 Dept 25-Public Art Expenditures (10,000) (10,000) (30,000) - (10,000) (10,000) (10,000) (10,000)
560 Total Expenditures&Trensfers Out (982,978) (1,038,245) 81,803 (966,537) (1,076,081) (1,184,823) (1,193,666)
561 • � : • �: .ii :� �� ��
562 Beginning Fund Balance 755,091 755,091 560,491 (194,600) 447,694 347,594 446,020 1,043,855
563 EndinR Fund Balance 616,008 560,491 447,694 (112,797) 347,594 446,020 1,043,855 1,969.847
564 Restricted/Committed/Assigned 616,008 560,491 447,694 (112,797) 347,594 446,020 1,043,855 1,969,847
565 Unassigned Ending Balance - - - - - - -
566 Operating Expenditures 982,978 1,038,245 956,442 (81,803) 966,537 1,076,081 1,184,823 1,193,666
567 Operating Daily Cost 2,693 2,845 2,620 (224) 2,648 2,948 3,246 3,270
568 OPERATING DAYS 229 197 171 (26) 131 151 322 602
�6 5/31/2019
FIVE YEAR FINANCIAL
ALL MUNICIPAL FUNDS
D E SC R I PT I O N FDO$T19 E FYIM$19D • , �, AMO NT I FY 20-21 FY 21-22 FY 22-23 FY 23-24
� 11 � : • • � • ' �
569 Sales&Use Tax Revenues linked to GF sales Tax 1,400,000 1,550,000 1,437,500 (112,500) 1,528,779 1,570,634 1,613,076 1,643,618
570 Transfer Out-DS Fund 300 (1,400,000) (1,550,000) (1,437,500) 112,500 (1,528,779) (1,570,634) (1,613,076) (1,643,618)
571 • � �� �
572 Beginning Fund Balance - - - - - - - -
573 EndinQ Fund Balance
574 Restricted/Committed/Assigned - - - - - - - -
575 Unassigned Ending Balance - - - - - - -
, / • • , • � ,
576 Sales&Use Tax Revenues linked to GF sales Tax 300,000 300,000 - (300,000) - - - -
577 Hotel Occupancy Tax Revenues ends 22/23 36,940 36,982 36,982 - 37,000 37,000 37,000 -
578 WA$lOK Lot Payment Revenues tied to bldg permits 164,300 164,300 280,000 115,700 127,100 127,100 127,100 127,100
579 Total Revenues&Trensfers In 501,240 501,282 (184,300) 164,100 164,100 164,100 127,100
580 ED-Deloitte Hotel Tax ends 22/23 (36,940) (36,982) (36,982) - (37,000) (37,000) (37,000) -
581 ED-Schwab Sales Tax (300,000) (300,000) - 300,000 - - - -
582 Transfer Out-WAE 412 (164,300) (164,300) (280,000) (115,700) (127,100) (127,100) (127,100) (127,100)
583 TotalExpenditures&Transfers Out (501,240) (501,282) 184,300 (164,100) (164,100) (164,100) (127,100)
584 • � :. .
585 Beginning Fund Balance - - - - - - - -
586 EndinR Fund Balance
587 Restricted/Committed/Assigned - - - - - - - -
588 Unassigned Ending Balance - - - - - - -
1 7 5/31/2019
FIVE YEAR FINANCIAL
ALL MUNICIPAL FUNDS
D E SC R I PT I O N FDO$T19 E FYIM$19D • , �, AMO NT I FY 20-21 FY 21-22 FY 22-23 FY 23-24
� ' : " • � ' • �
589 Development Fees(Platting) 0% - - - - - - - -
590 Miscellaneous Reimbursements 0% 60,000 60,000 - (60,000) 60,000 60,000 60,000 60,000
591 Total Revenues&Trensfers In 60,000 60,000 (60,000) 60,000 60,000 60,000 60,000
592 Consultant Fees 0% - (1,650) - 1,650 - - - -
593 Boyle&Lowry 0% - (1,455) - 1,455 - - - -
594 Admin Fees 0% - (35,225) - 35,225 - - - -
600 TotalExpenditures&Transfers Out - (38,330) 38,330 - - - -
601 • � : .i ��� . i . i .i ��� .i ��� .� iii .i ���
602 Beginning Fund Balance 370,820 370,820 392,490 21,670 392,490 452,490 512,490 572,490
603 EndinR Fund Balance 430.820 392,490 392.490 452.490 512,490 572,490 632.490
604 Restricted/Committed/Assigned 430,820 392,490 392,490 - 452,490 512,490 572,490 632,490
605 Unassigned Ending Balance - - - - - - -
, � � � � � � . � 1
606 Membership Fees - - - - - - - -
607 Grants - - - - - - - -
608 Interest Income - - - - - - - -
609 Donations-Honorariums 20,000 15,000 - (15,000) - - - -
610 Donations-Art Pieces 10,000 - - - - - - -
611 Total Revenues&Transfers In 30,000 15,000 (15,000) - - - -
612 Honorariums - (15,000) - 15,000 - - - -
613 Dues&Subscriptions - - - - - - - -
614 Postage&Supplies - - - - - - - -
615 Printing&Copy Expense - - - - - - - -
616 Total Expenditures&Transfers Out - (15,000) 15,000 - - - -
617 • � : i ���
618 Beginning Fund Balance 30,000 30,000 30,000 - 30,000 30,000 30,000 30,000
619 EndinQ Fund Balance 60,000 30,000 30,000 30,000 30.000 30,000 30,000
620 Restricted/Committed/Assigned 60,000 30,000 30,000 - 30,000 30,000 30,000 30,000
621 Unassigned Ending Balance - - - - - - -
1$ 5/31/2019
FIVE YEAR FINANCIAL
ALL MUNICIPAL FUNDS
D E SC R I PT I O N FDO$T19 E FYIM$19D • , �, AMO NT I FY 20-21 FY 21-22 FY 22-23 FY 23-24
� � : • � . . � �
.
622 Interest Income 275 1,035 1,035 - 260 260 260 260
623 TotalRevenues&Transfersln 275 1,035 � - 260 260 260 260
624 Filing Fee Expense - - - - - - - -
625 Total Expenditures&Transfers Out - - - - - - -
626 • � : i � .� .� .i .�
627 Beginning Fund Balance 14,141 14,141 15,176 1,035 - - - -
628 EndinR Fund Balante 14,416 15,176 16,211 1,035 260 260 260 260
629 Restricted/Committed/Assigned 14,416 15,176 16,211 1,035 260 260 260 260
630 Unassigned Ending Balance - - - - - - -
1 9 5/31/2019
FIVE YEAR FINANCIAL
ALL MUNICIPAL FUNDS
D E SC R I PT I O N FDO$T19 E FYIM$19D • , �, AMO NT I FY 20-21 FY 21-22 FY 22-23 FY 23-24
, � • ,
� � � � i � • • • � •
631 Transfer in-GF 100 1,005,901 855,901 517,359 (338,542) 421,697 379,475.00 330,593 300,051
632 Transfer In-4B 200 1,400,000 1,550,000 1,437,500 (112,500) 1,528,779 1,570,633.65 1,613,076 1,643,618
633 Total Trensfers In 2,405,901 2,405,901 (451,042) 1,950,476 1,950,108.65 1,943,669 1,943,669
634 Bank Charge-2011 GORB nerunaing or (400) (400) (400) - (400) (400) (400) (400)
2002/2003
635 Principal-Issue 2011 GORB Issue-2011- (�15,000) (715,000) (730,000) (15,000) (750,000) (770,000) (790,000) (790,000)
636 Interest-Issue 2011 GORB GORB (171,425) (171,425) (149,750) 21,675 (127,550) (104,750) (81,350) (81,350)
637 TOTAL (886,825) (886,825) (880,150) 6,675 (877,950) (875,150) (871,750) (871,750)
639 Bank Charge-Issue 2013 CO Academy (440) (440) - 440
Expansion
640 Principal-Issue 2013 CO (182,450) (182,450) - 182,450
Issue-2013-
641 Interest-Issue 2013 CO �� (263,568) (263,568) - 263,568
642 TOTAL (446,458) (446,458) - 446,458 - - - -
643 Bank Charge-Issue 2014 GORB nerunaing or (440) (440) - 440
2003
644 Principal-Issue 2014 GORB Issue-2014- (5,000) (5,000) - 5,000
645 Interest-Issue 2014 GORB GORB (64,860) (64,860) - 64,860
646 TOTAL 2014 GORB (70,300) (70,300) - 70,300 - - - -
647 BankCharge-2017 CO rire xauon (q50) (450) (450) - (450) (450) (450) (450)
Bonds
648 Principal-Issue 2017 CO Issue-2017- (ZO5,000) (205,000) (210,000) (5,000) (215,000) (225,000) (230,000) (230,000)
649 Interest-Issue 2017 CO �p (304,725) (304,725) (298,500) 6,225 (292,125) (285,525) (278,700) (278,700)
650 TOTAL (510,175) (510,175) (508,950) 1,225 (507,575) (510,975) (509,150) (509,150)
651 Bank Charge-2017 GORB Refunding of (450) (450) (450) - (450) (450) (450) (450)
652 Principal-Issue 2017 GORB Z��� (30,000) (30,000) (35,000) (5,000) (35,000) (35,000) (35,000) (35,000)
Issue-2017-
653 Interest-Issue 2017 GORB GORB (227,025) (227,025) (226,375) 650 (225,675) (224,888) (223,925) (223,925)
654 TOTAL (257,475) (257,475) (261,825) (4,350) (261,125) (260,338) (259,375) (259,375)
656 Bank Charge-2017 Tax Note Fire Station (550) (550) (550) - (550) (549) (550) (550)
Tax Note
657 Principal-2017 Tax Note (212,000) (212,000) (215,000) (3,000) (219,000) (223,000) (227,000) (227,000)
Issue-2017-
658 Interest-2017 Tax Note �N (22,118) (22,118) (18,254) 3,864 (14,326) (10,326) (6,254) (6,254)
659 TOTAL (234,668) (234,668) (233,804) 864 (233,876) (233,876) (233,804) (233,804)
660 TotalExpenditures&Trensfers Out (2,405,901) (2,405,901) 451,042 (1,950,476) (1,950,109) (1,943,669) (1,943,669)
661 • � � � � � �
662 Beginning Fund Balance - - - - - (0) (0) (0)
663 EndinR Fund Balance (0) (0) (0) (0)
664 Restricted/Committed/Assigned - - - - (0) (0) (0) (0)
665 Unassigned Ending Balance - - - - - - -
20 5/31/2019
FIVE YEAR FINANCIAL
ALL MUNICIPAL FUNDS
D E SC R I PT I O N FDO$T19 E FYIM$19D • , �, AMO NT I FY 20-21 FY 21-22 FY 22-23 FY 23-24
� � � i � • • • � . • • • � •
666 PropertyTax 256,878 298,150 771,271 473,121 811,788 814,744 817,613 811,884
667 Total Revenues 256,878 298,150 473,121 811,788 814,744 817,613 811,884
668 Bank Charge-2011 CO Issue 2011 CO (440) (440) (440) - (440) (440) (440) (440)
Road
669 Principal-2011 CO Improvements (83,000) (83,000) (87,000) (4,000) (91,000) (96,000) (101,000) (106,000)
670 Interest-2011 CO Program 011 (34,356) (34,356) (32,316) 2,040 (30,180) (27,936) (25,572) (23,088)
671 TOTAL 2011 CO (117,796) (117,796) (119,756) (1,960) (121,620) (124,376) (127,012) (129,528)
672 Bank Charge-2013 GORB Issue 2013 (qq0) (440) (440) - (440) (440) (440) (440)
673 Principal-2013 GORB GORB (135,000) (135,000) (140,000) (5,000) (145,000) (145,000) (150,000) (145,000)
Refunding of
674 Interest-2013 GORB 20018(A&5) (34,463) (34,463) (31,025) 3,438 (27,463) (23,838) (20,375) (17,130)
TOTAL 2013 GORB (169,903) (169,903) (171,465) (1,562) (172,903) (169,278) (170,515) (162,570)
675 Bank Charge-Issue 2013 CO Academy (440) - (440) (440) (440) (440) (440) (440)
p Expansion ( ) ( ' ( ) ( ' ( ) ( ) ( '
676 Princi al-Issue 2013 CO Issue-2013-CO 182,450 191,350 191,350 191,350 200,250 204,700 204,700
677 Interest-Issue 2013 CO Program 12 (263,568) - (259,830) (259,830) (255,525) (250,630) (245,056) (245,056)
678 TOTAL 2013 CO (446,458) - (451,620) (451,620) (447,315) (451,320) (450,196) (450,196)
679 Bank Charge-Issue 2014 GORB Refunding of (qq0) - (450) (450) (450) (450) (450) (450)
680 Principal-Issue 2014 GORB 2003 (5,000) - (5,000) (5,000) (5,000) (5,000) (5,000) (5,000)
Issue-2014-
681 Interest-Issue 2014 GORB GORB (64,860) - (64,680) (64,680) (64,500) (64,320) (64,140) (64,140)
682 TOTAL 2014 GORB (70,300) - (70,130) (70,130) (69,950) (69,770) (69,590) (69,590)
683
684 Total Expenditures (287,699) (287,699) (525,272) (811,788) (814,744) (817,613) (811,884)
685 • � : i : � - ��
686 Beginning Fund Balance 31,249 31,249 41,700 10,451 (0) (0) (0) (0)
687 EndinR Fund Balance 428 41,700 (0) (41,700) (0) (0) (0) (0)
688 Restricted/Committed/Assigned 428 41,700 (0) (41,700) (0) (0) (0) (0)
689 Unassigned Ending Balance - - - - - - -
21 5/31/2019
FIVE YEAR FINANCIAL
ALL MUNICIPAL FUNDS
D E SC R I PT I O N FDO$T19 E FYIM$19D • , �, AMO NT I FY 20-21 FY 21-22 FY 22-23 FY 23-24
� � � � � • ,
� � 1 � ' � " • �
690 Transferinfrom GF 1,025,000 1,025,000 - (1,025,000) - - - -
691 Interest Income 38,000 48,505 48,505 - 38,000 38,000 38,000 38,000
692 Funding to be Determined - - - - 2,635,000 - - -
693 NET REVENUES 1,063,000 1,073,505 : � (1,025,000) 2,673,000 38,000 38,000 38,000
694 Cash(Fund Balance) - - - - - - - -
695 FM1938TOWN IMPROVEMENTS (220,000) (112,300) - 112,300 - - - -
696 NET project 20 (220,000) (112,300) - 112,300 - � - � - -
697 Cash(Fund Balance) - - - - - - - -
698 SH314/HWY370 ENHANCEMENTS - - - - - - - -
699 NET project 30 - - - - - - - -
700 Bond Revenue-Issue$3.387M 480,180 - - - - - - -
701 ROANOKE ROAD RECON/DRAIN SOUTH - - - - (540,000) - - -
702 NET project34 480,180 - - - (540,000) - - -
703 Bond Revenue-Issue$3.387M - - - - - - - -
704 SAM SCHOOL ROAD RECON&DRAINANGE (281,960) - - - (50,000) - - -
705 NET project40 (281,960) - - - (50,000) - - -
706 Cash(Fund Balance) - - - - - - - -
707 E.DOVE ROAD RECON&DRAINAGE(vaq/tb) - - - - - - - -
708 NET project4l - - - - - - - -
709 Bond Revenue-Issue$3.387M 983,954 - - - - - - -
710 OTTINGER ROAD RECON&DRAINAGE - - - - (1,063,800) - - -
711 NET project 58 983,954 - - - (1,063,800) - - -
712 Bond Revenue-Issue$3.387M 404,125 - - - - - - -
713 PEARSON LANE RECON&DRAINAGE (404,125) - (290,016) (290,016) - - - -
714 NET project60 - - (290,016) (290,016) - - - -
715 Cash(Fund Balance) - - - - - - - -
716 DOVE ROAD/FM1938 SIGNALIZATION - (159,360) - 159,360 - - - -
717 NET project 68 - (159,360) - 159,360 - - - -
718 Contribution Revenue - - - - - - - -
719 SOLANA/HWY 114 SIGNALIZATION - - - - - - - -
720 NET project 69 - - - - - - - -
721 Contribution Revenue - - - - - - - -
722 SOLANA/FM1938 SIGNALIZATION - (8,375) - 8,375 - - - -
22 5/31/2019
FIVE YEAR FINANCIAL
ALL MUNICIPAL FUNDS
D E SC R I PT I O N FDO$T19 E FYIM$19D • , �, AMO NT I FY 20-21 FY 21-22 FY 22-23 FY 23-24
723 NET project70 - (8,375) - 8,375 - - - -
724 Bond Revenue-Issue$3.387M - - - - - - - -
725 FLASHING CROSSWALK LIGHTS (80,000) - - - (51,840) - - -
727 Bond Revenue-Issue$3.387M 90,000 - - - - - - -
728 SOLANA PAVEMENT REPAIRS (90,000) (90,000) - 90,000 - - - -
729 NET project 78 - (90,000) - 90,000 - - - -
730 Bond Revenue-Issue$3.387M 54,450 - - - - - - -
731 WYCK HILL PAVEMENT RESURFACE (54,450) - (58,806) (58,806) - - - -
732 NET project 79 - - (58,806) (58,806) - , - , - -
733 Bond Revenue-Issue$3.387M 80,000 - - - - - - -
734 FM1938 PAVEMENT REPAIRS (80,000) (80,000) - 80,000 - - - -
735 NET project80 - (80,000) - 80,000 - - - -
736 Cash(Fund Balance) - - - - - - - -
737 SH114 SERVICE RD CONSTRUCTION - (48,000) (48,000) - - - - -
738 NET project 82 - (48,000) (48,000) - - - - -
739 Cash(Fund Balance) - - - - 70,000 - - -
740 GPS OPTICOM TRAFFIC CONTROL - - - - (70,000) - - -
741 NET project82 - - - - - - - -
742 ROAD and STREET IMPROVEMENTS DEPT 16 882,174 (498,035) 101,213 (1,705,640) - - -
743 Bond Revenue-Issue$3.387M 82,000 - - - - - - -
744 WA-POND REPAIRS (82,000) (82,000) - 82,000 - - - -
745 NET project 77 - (82,000) - 82,000 - - - -
746 Cash(Fund Balance) - - - - - - - -
747 MAINTENANCE AND STORAGE FACILITY - (50,000) (50,000) - - - - -
748 NET project 77 - (50,000) (50,000) - - - - -
746 FACILITY and GROUND IMPROVEMENTS DEPT 17 - (82,000) 82,000 - - - -
747 Bond Revenue-Issue$3.387M - - - - - - - -
748 WAYFINDING SIGNAGE (229,500) (50,000) - 50,000 (540,000) - - -
749 NET project 67 (229,500) (50,000) - 50,000 (540,000) - - -
750 Bond Revenue-Issue$3.387M 30,000 - - - - - - -
751 TRAIL CONNECTION AT 114/SOLANA (30,000) - (193,860) (193,860) - - - -
752 NET project42 - - (193,860) (193,860) - - - -
753 Bond Revenue-Issue$3.387M 300,949 - - - - - - -
754 TRAIL-WESTLAKE ACADEMY TO CEMETERY - - - - (319,006) - - -
755 NET project52 300,949 - - - (319,006) - , - -
756 Bond Revenue-Issue$3.387M 290,016 - - - - - - -
757 TRAIL-DOVE/PEARSON/ASPEN (290,016) - (313,217) (313,217) - - - -
758 NET project53 - - (313,217) (313,217) - - - -
759 Contribution in prior year - - - - - - - -
760 CEMETARY IMPROVEMENTS (50,000) (56,918) - 56,918 - - - -
761 NET project76 (50,000) (56,918) - 56,918 - - - -
762 PARKS/TRAIL/CEMETERY IMPROVEMENTS DEPT 19 21,449 (106,918) � � (400,159) (859,006) - - -
23 5/31/2019
FIVE YEAR FINANCIAL
ALL MUNICIPAL FUNDS
D E SC R I PT I O N FDO$T19 E FYIM$19D • , �, AMO NT I FY 20-21 FY 21 22 FY 22-23 FY 23-24
763 Cash(Fund Balance) - - - - - - - -
764 Fiber Connectivity between Buildings (300,000) (25,000) (275,000) (250,000) - - - -
765 INFORMATION TECHNOLOGY IMPROVEMENTS (300,000) (25,000) ��� (250,000) - - - -
766 Cash(Fund Balance) - - - - - - - -
767 Payroll Transfers Out to GF - - - - - - - -
768 PAYROLLTRANSFERS - - - - - - -
769 Total Revenues&Transfers in 3,858,674 1,073,505 48,505 (1,025,000) 2,743,000 38,000 38,000 38,000
770 TotalExpenditures&Transfers Out (2,192,051) (711,953) (1,178,899) (466,946) (2,634,646) - - -
771 • � : i i: : ��� : iii : ���
772 Beginning Fund Balance 1,976,880 1,976,880 2,338,432 361,552 1,208,038 1,316,392 1,354,392 1,392,392
773 EndinR Fund Balance 3,643,503 2,338,432 1,208,038 (1,130,394) 1,316,392 1,354,392 1,392,392 1,430,392
#REF! Restricted/Committed/Assigned 3,643,503 2,338,432 1,208,038 (1,130,394) 1,316,392 1,354,392 1,392,392 1,430,392
865 Unassigned Ending Balance - - - - - - -
� I � � � ' � � �
866 Interest Earned tied to vision 29,180 151,021 151,021 - 27,400 27,400 27,400 27,400
867 Transfer in from ED 200 tied to bldg permits 164,300 164,300 280,000 115,700 127,100 127,100 127,100 127,100
868 Total Revenues&Trensfers In 193,480 315,321 � 115,700 154,500 154,500 154,500 154,500
869 Consultant Fees-Master Plan tied to vision (85,000) (85,000) - 85,000 - - - -
870 Total Expenditures&Trensfers Out (85,000) (85,000) 85,000 - - - -
871 • � : i: �:� � � �� ii �� �� ii ��
872 Beginning Fund Balance 1,651,843 1,651,843 1,882,164 230,321 2,313,185 2,467,685 2,622,185 2,776,685
873 EndinR Fund Balance 1,760,323 1,882,164 2,313,185 431,021 2,467.685 2,622.185 2,776,685 2,931,185
874 Restricted Funds 1,760,323 1,882,164 2,313,185 431,021 2,467,685 2,622,185 2,776,685 2,931,185
875 Unassigned Ending Balance - - - - - - -
24 5/31/2019
I� il
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.
N �
25
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 efforfs to create job opporfunities 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.
26
li il
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 shorf 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
supporf 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 parficipation 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
N 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.
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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 Deparfment 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
deparfmental 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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Municipal Fiscal & Budgetary Policies
i�
• 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,G8�A costs will be
charged to all funds for services of indirect general overhead costs,which may include
general administration,finance,customer billing,facility use, personnel,technology,
engineering,legal counsel,and other costs as deemed appropriate. These charges
will be determined through an indirect cost allocation study following accepted
practices and procedures.
E. Intergovernmental Revenues. As a general rule,intergovernmental revenues (grants) will
not be utilized for on-going operating costs. Any potential grant opportunity will be
examined to identify all costs related to matching and continuation of program
requirements. Staff will focus on one-time grants to avoid long-term implications. If it is
determined that accepting a grant with on-going cost conditions is in the interests of the
Town,all the operating and maintenance costs must be included in the financial forecast
and their ultimate effect on operations and revenue requirements be known.
F. Revenue Monitoring. Revenues as they are received will be regularly compared to
budgeted revenues and variances will be investigated. This process will be summarized in
the appropriate budget report.
G. Special Revenue/Educational Funds. Where feasible and practical, General and
Administrative Charges (G&A) for special revenue and educational funds of the Town of
Westlake will be determined on an annual basis and transfers will be made where sufficient
revenue exists to cover the associated expenditures.
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V. EXPENDITURE CONTROL
A. Appropriations-The point of budgetary control is at the department level in the General
Fund and at the fund level in all other funds. When budget adjustments among
Departments and/or funds are necessary,they must be approved by the Town Council.
B. Current Funding Basis-The Town shall operate on a current funding basis. Expenditures shall
be budgeted and controlled so as not to exceed current revenues plus the planned use of
fund balance accumulated through prior year savings. (The use of fund balance shall be
guided by the Fund Balance/Retained Earnings Policy Statements.)
C. Avoidance of Operating Deficits-The Town shall take immediate corrective actions if at
any time during the fiscal year expenditure and revenue re-estimates are such that an
operating deficit (i.e., projected expenditures in excess of projected revenues) is projected
at year-end.Corrective actions can include a hiring freeze,expenditure reductions,fee
increases,or use of fund balance within the Fund.
D. Balance/Retained Earnings Policy-Expenditure deferrals into the following fiscal year,
short-term loans,or use of one-time revenue sources shall be avoided to balance the
budget.
E. Maintenance of Capital Assets-Within the resources available each fiscal year,the Town
shall maintain capital assets and infrastructure at a sufficient level to protect the Town's
investment,to minimize future replacement and maintenance costs, and to continue
service levels.
F. Periodic Program Reviews-The Town Manager shall undertake periodic staff and third-
party reviews of Town programs for both efficiency and effectiveness. Privatization and
contracting with other governmental agencies will be evaluated as alternative
approaches to service delivery. Programs which are determined to be inefficient and/or
ineffective shall be reduced in scope or eliminated.
G. Salary-The Town shall strive to maintain competitive salary levels for municipal
employees. A salary survey will be conducted through a sampling of surrounding
and comparable municipal organizations to create a comparison. The Town will
strive to maintain salary levels within three percent (3�) of the median of surveyed
benchmark municipalities.
H. Purchasing-The Town shall make every effort to maximize any discounts offered by
creditors/vendors.Staff shall also use competitive bidding in accordance to State law,as
well as intergovernmental partnerships and purchasing cooperatives to attain the best
possible price on goods and services.
I. Prompt Payment-All invoices will be paid within 30 days of receipt in accordance with the
prompt payment requirements of State law.
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VI. FUND BALANCE/RETAINED EARNINGS
A. General Fund Undesignated Fund Balance-The Town shall strive to maintain the General
Fund undesignated minimum fund balance at,or in excess of, 180 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/FF8�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
N 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 reporf 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.
D. General Fund Balance Specifically- Amounts of the General Fund's Fund Balance above
the 180 day minimum in the General Fund may,with Council approval, be used for the
following in descending order of priority:
• Emergencies such as natural disaster response or repairs to major equipment failure or
damage.
• Specific capital improvement projects or be transferred to the Capital Projects Fund.
• Major maintenance projects not meeting Capital Project criteria as identified in the
Adopted Budget's Capital Improvement Plan.
• Acquisition of technology hardware and/or software such as Geographic Information
Systems (GIS), public safety technology enhancements,and fiber optic technology.
• Local matches on State or Federal grants.
• One-time (i.e. non-reoccurring) employee performance pay
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VII. DEBT MANAGEMENT
A. Debt Issuance Analysis- All consideration of debt issuance for major capital assets will be
prepared within the framework of a Council approved multi-year capital improvement
plan and forecast for all Town facilities and infrastructure.
B. Analysis of Debt Issuance and Debt Issuance Alternatives-Staff will explore alternatives to
the issuance of debt for capital acquisitions and construction projects.
These alternatives will include, but not be limited to,
• grants-in-aid
• use of reserves
• use of either current on-going general revenues or one-time revenues
• contributions from developers and others
• leases
• userfees
• impact fees
C. Use of Debt Financing-The useful life of the asset or project shall,at a minimum,exceed
the payout schedule of any debt the Town assumes. Debt financing instruments to be
considered by the Town may include:
N • 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 yearwithout 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
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"afford" new debt as determined by the aforementioned standards.The Town shall strive
to achieve and/or maintain these standards at a low to moderate classification.
F. Debt Slructure-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 uncerfainties 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.
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B. Legislative Program-The Town shall cooperate with other jurisdictions to actively oppose
any State or Federal regulation or proposal that mandates additional Town programs or
services and does not provide the funding to implement them.Conversely,as appropriate,
the Town shall support legislative initiatives that provide more funds for priority local
programs.
IX. GRANTS
A. Grant Guidelines-The Town shall apply,and facilitate the application by others,for only
those grants that are consistent with the objectives and high priority needs previously
identified above in these policies. The potential for incurring on-going costs,to include the
assumption of support for grant funded positions from local revenues,will be considered
prior to applying for a grant.
B. Grant Review-All grant submittals shall be reviewed for their cash match requirements,
their potential impact on the operating budget, and the extent to which they meet the
Town's policy objectives.If there are cash match requirements,the source of funding shall
be identified prior to application. Staff will focus on one-time grants to avoid long-term
implications related to additional expenditures in future years.
C. Grant Program Termination-The Town shall terminate grant funded programs and
associated positions when grant funds are no longer available unless alternate funding is
identified.
X. ECONOMIC DEVELOPMENT
A. Positive Business Environment-The Town shall endeavor,through its regulatory and
administrative functions,to provide a positive business environment in which local
businesses can grow,flourish and create jobs.The Town Council and Town staff will be
sensitive to the needs,concerns and issues facing local businesses.
B. Commitment to Business Expansion, Diversification,and Job Creation-The Town shall
encourage and participate in economic development efforts to expand Westlake's
economy to increase local employment.These efforts shall not only focus on newly
developing areas but also on other established sections of Westlake where development
can generate additional jobs and other economic benefits.
C. Coordinate Efforts with Other Jurisdictions-The Town's economic development program
shall encourage close cooperation with other local jurisdictions,chambers of commerce,
and groups Interested in promoting the economic well-being of this area.
D. Cost/Benefit of Incentives for Economic Development-The Town will use due caution in the
analysis of any tax or fee incentives that are used to encourage economic development.
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A cost/benefit (fiscal impact) analysis will be performed as part of such evaluation for each
prospect. Economic development agreements will contain performance language as to
the business's proposed economic impact to Westlake in exchange for Town incentives
with adequate "claw-back" provisions for the Town.
XI. FISCAL MONITORING
A. Financial Status and Performance Reports-Quarterly reports comparing expenditures and
revenues to current budget, projecting expenditures and revenues through the end of the
year,noting the status of fund balances to include dollar amounts and percentages,and
outlining any remedial actions necessary to maintain the Town's financial position shall be
prepared for review by the Town Manager and the Council.
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 complywith 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 reporfing 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.
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B. External Auditing-Town will be audited annually by outside independent accountants
(auditors). The auditors must be a CPA firm and must demonstrate significant experience
in the field of local government auditing. They must conduct the town's audit in
accordance with generally accepted auditing standards and be knowledgeable in the
Government Finance Officers Association Cerfificate 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 Cerfificate 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 reporfs
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
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replacement and maintenance for capital items should also be projected for the next five
years. Future maintenance and operational costs will be considered so that these costs
can be included as appropriate in the annual budget.
D. Financing Programs-Where applicable and with Council approval,impact fees, pro-rata
charges,assessments,or other fees should be used to fund capital projects which have a
primary benefit to specific,identifiable property owners. Recognizing that long-term debt is
usually a more expensive financing method,alternative financing sources will be explored
before debt is issued. When debt is issued,it will be used to acquire major assets with
expected lives which equal or exceed the average life of the debt issue.
E. Reporting-Periodic financial reports will be prepared to enable the deparfment 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. Deparfments will develop and periodically update
written internal control procedures.
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XVII. ASSET MANAGEMENT
A. Investments-The Finance Director shall promptly invest all Town funds with the depository
bank in accordance with the provisions of the current Bank Depository Agreement or in
any negotiable instrument authorized by the Town Council. Further,investments shall be
made in accordance with the Investment Policy approved by the Town Council for the
Town of Westlake that meets the requirements of the Public Funds Investment Act (PFIA),
Section 2256 of the Texas Local Government Code. The Finance Director will issue
quarferly reporfs 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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CAPITAL PROJECT FORECAST
Formerly Adopted and New Proposed Projects
. - � - • . - -
16 CP20 FM1938Townlmprovements $ 3,310,317 $ 220,000 $ 112,300 $ - $ - $ - $ 3,422,617
16 CP34 Roanoke Road Reconstruction&Drainage South 2,900 - - - 540,000 - 542,900
16 CP40 Sam School Road Reconstruction&Drainage - 281,960 - - 50,000 - 50,000
FM 1938&Dove Road Traffic Signal(Cash) 278,370 159,360 - -
16 CP68 464,119
FM 1938&Dove Road Traffic Signal(ContributionJ 26,389 -
16 CP70 FM 1938 and Solana Traffic Signalization 305,479 - 8,375 - - 313,854
16 CP75 Flashing Crosswalk-Dove/Pearson&Dove/Ottinger 31,044 80,000 48,956 - 51,840 - 131,840
16 CP78 Solana Pavement Repairs - 90,000 90,000 - - - 90,000
16 CP79 Wyck Hill Pavement Resurface - 54,450 58,806 - - 58,806
16 CP80 FM 1938 Pavement Repairs - 80,000 80,000 - 80,000
16 CP82 SH114 Service Road Construction - 48,000 48,000 - 96,000
16 CP83 GPS Opticom Traffic Control - 70,000 70,000
Sub-Total-Road/Street Improvements $ 3,954,499 $ 806,410 $ 546,991 $ 106,806 $ 711,840 $ - $ 5,320,136
ll CP65 Maintenance&Storage Facility $ - $ $ 50,000 $ 50,000 $ - $ - $ 100,000
V CP77 WA Pond Repairs - 82,000 82,000 - - 82,000
Sub-Total-Academic Facilities Improvements $ - $ 82,000 S 132,000 $ 50,000 $ - $ - $ 182,000
19 CP42 Trail Connection at Hwy 114&Solana Blvd. $ - $ 30,000 $ $ 193,860 $ $ - $ 193,860
19 CP67 Wayfinding Signage - 229,500 50,000 540,000 - 590,000
19 CP76 Cemetary Improvements 93,082 50,000 56,918 150,000
Sub-Total-Trail/Park/Cemetery Improvements $ 93,082 $ 309,500 $ 106,918 $ 193,860 $ 540,000 $ - $ 933,860
19 CP52 Trail-Academy to Cemetery $ - $ - $ - $ - $ 319,006 $
$ 1,382,806
16 CP58 Ottinger Road Recon/Draina e - - - - 1,063,800
19 CP53 Trail-Dove/Pearson/Aspen - 290,016 - 313,217 - -
603,233
16 CP60 Pearson Lane Recon/Draina e - 404,125 - 290,016 - -
Sub-Total-Trail and Road Improvements $ - $ 694,141 $ - $ 603,233 $ 1,382,806 $ - $ 1,986,039
20 CP81 Firber Connectivity Project $ - $ 300,000 $ 25,000 $ 275,000 $ - $ $ 300,000
Sub-Total-Information Technology Improvements $ - $ 300,000 $ 25,000 $ 275,000 $ - $ - $ 300,000
TOTAL GOVERNMENTAL PROJECTS $ 4,047,581 $ 2,192,051 $ 810,909 � $ 2,634,646 $ ' $ 8,722,035
� � , , �
• • •
•
Contributions(Formerly adopfed� 424,950 50,000 65,293 - - - 490,243
TOTAL CONTRIBUTIONS 424,950 50,000 65,293 0 0 0 490,243
Cash/F�nd Balance(Formerly adopted) 3,591,587 520,000 745,616 1,228,899 70,000 0 5,636,102
TOTAL CASH 3,591,587 520,000 745,616 1,228,899 70,000 0 5,636,102
FY 18/19 Sireet/Trail-20 yr Bonds 31,044 1,622,051 - - 2,564,646 - 2,595,690
TOTAL BONDS 31,044 1,622,051 0 0 2,564,646 0 2,595,690
GRAND TOTAL ALL PROJECTS $ 4,047,581 $ 2,192,051 $ 810,909 � $ 2,634,646 $ - $ 8,722,035
CAPITAL IMPROVEMENT PROJECTS FORECAST
Unfunded / Under Discussion
, , �.
•-. . - � - . . - - - - - - - - - - �
- - - - - - •
16 SH 114 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 Cirde - 674,238 892,427 1,566,665
16 Hwy VO 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 W L Parkway at Hwy 1 14 - 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
..� •. ' '' :' _ - _
Municipal Town Hall - - - - - - - -
WA Land Expansion - - - - - - - -
WA Labs - - - - - - - -
WA Phase II Construction - - - - - - -
WA Phase III Construction - - - - - - -
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TOTALTO BE DECIDED $ - $ - $ - $ - $ - $ - $ -
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Westlake Academy - General Fund
Budget Year 2019-2020
Forecasting Assumptions
1 State funding- House Bill 3 approved additional allotment for FY20: $635 x current year average daily attendance (ADA) $549,334
2 State funding- House Bill 3 approved additional allotment for FY21: $855 x estimated average daily attendance (ADA) $742,387
3 State funding for FY21/22 thru 23/24 projected to increase at 1/2%
4 Local revenue for FY20/21 thru 23/24 projected to remain constant
5 Local revenue - Reduction in Town contribution, Total contribution $150,000
6 50% of the Facilities allotment is allocated under assigned fund balance
7 First year of new lease for one-to-one iPad initiative $182,937
Final year of prior lease will be paid off$167,068, with offsets:
Estimated equipment sales proceeds $85,000
Technology/FFE held in assigned fund balance $56,450
Adjusted final lease payment $25,618
8 Student enrollment -forecasted to increase at 5 students per year
9 Payroll expense -forecasted to increase by 2.0% each year
10 Non-Payroll expense -forecasted to increase by 1.0% each year
11 Payroll expense - FY20
Proposed PR $ 7,086,497
FY19 PR Budget $ 6,615,488
Increase $ 471,009
Proposed 8/20 PR Accruals $ 84,215
Total change to PR for FY20 $ 555,224
42
Westlake Academy - General Fund
Five Year Financial Forecast
Fiscal Years 2019/2020 through 2023/2024
Audited Adopted Amended Proposed Amount Percent Projected Projected Projected Projected
FY 17/18 FY 18/19 FY 18/19 FY 19/20 Inc/(Dec) Inc/(Dec) FY 20/21 FY 21/22 FY 22/23 FY 23/24
1 Transportation $ 17,979 $ 10,500 $ 10,500 $ 10,500 $ - 0.00% $ 10,500 $ 10,500 $ 10,500 $ 10,500
2 Parking 14,911 15,000 15,000 15,000 - 0.00% 15,000 15,000 15,000 15,000
3 Athletic Activities 82,602 94,200 94,200 88,100 (6,100) -6.48% 88,100 88,100 88,100 88,100
4 Interest Earned 9,878 9,000 9,000 15,000 6,000 66.67% 15,000 15,000 15,000 15,000
5 WAF Blacksmith Donation 1,012,367 1,000,000 1,000,000 1,030,000 30,000 3.00% 1,030,000 1,030,000 1,030,000 1,030,000
6 Salary Reimbursement for WAF staff 67,313 69,834 69,834 69,834 - 0.00% 71,231 72,655 74,108 75,591
7 Town Contribution-Westlake Reserve 300,000 300,000 300,000 150,000 (150,000) -50.00% 150,000 150,000 150,000 150,000
8 Town Contribution 15,000 15,000 15,000 - (15,000) -100.00% - - - -
9 Other Local Revenue(sub,tech,prnt,misc) 44,133 47,300 47,300 47,300 - 0.00% 47,300 47,300 47,300 47,300
10 Technology Equipment Sale Proceeds - - - 85,000 85,000 100.00% - - - -
11 Food Services 7,000 7,000 7,000 7,000 - 0.00% 7,000 7,000 7,000 7,000
12 Total Local Revenues 1,571,182 1,567,834 1,567,834 1,517,734 (50,100) -3.20% 1,434,131 1,435,555 1,437,008 1,438,491
13 Percent of total revenues 18% 18% 18% 16% -7% 15% 14% 14% 14%
14 TEA-Proposed per pupil allotment increase - - - 549,334 549,334 100.00% 742,387 746,099 749,830 753,579
15 TEA-AvailableSchool Funds 186,422 365,166 379,402 365,166 (14,236) -3.75% 366,992 368,827 370,671 372,524
16 TEA-Foundation School Funds(Inc.accrual) 6,018,152 5,741,074 6,131,006 6,089,328 (41,678) -0.68% 6,119,775 6,150,374 6,181,125 6,212,031
17 CTE Funding(addt'I TEA-FSP Funds) 424,933 508,316 219,766 521,204 301,438 137.16% 523,810 526,429 529,061 531,707
18 Facilities Allotment(addt'I TEA-FSP Funds) - 184,856 179,813 179,813 - 0.00% 179,813 179,813 179,813 179,813
19 TEA-Advanced Placement Training 2,850 3,000 3,000 3,000 - 0.00% 3,000 3,000 3,000 3,000
20 TRS On-behalf/Medicare Part B 444,663 477,583 477,583 486,211 8,628 1.81% 491,073 495,984 500,944 505,953
21 Total State Revenues 7,077,020 7,279,995 7,390,570 8,194,056 803,486 10.87% 8,426,850 8,470,525 8,514,444 8,558,607
22 Percent of total revenues 82% 82% 82% 84% 107% 85% 86% 86% 86%
23 TOTAL REVENUES $ 8,648,202 $ 8,847,829 $ 8,958,404 $ 9,711,790 $ 753,386 8.41% $ 9,860,980 $ 9,906,081 $ 9,951,452 $ 9,997,097
24 EXPENDITURES by FUNCTION
25 Est PR changes&salary accrual(August) 555,224
26 Function 11-Instructional $ 4,924,708 $ 5,008,974 $ 5,031,390 $ 5,593,503 $ 6,889 0.14%
27 Function 12-Resources&Media 86,094 90,935 90,935 92,281 1,346 1.48%
28 Function 13-Curriculum&Staff Development 83,902 84,545 83,545 83,545 - 0.00%
29 Function 21-Instructional Leadership 153,295 170,216 170,216 170,216 - 0.00%
30 Function 23-School Leadership 888,589 924,198 932,548 942,448 9,900 1.06%
31 Function 31-Guidance&Counseling 311,250 321,467 331,667 308,867 (22,800) -6.87%
32 Function 33-Health Services 72,233 72,919 72,919 72,919 - 0.00%
33 Function 36-Co/Extracurricular Activities 215,236 219,169 220,127 227,547 7,420 3.37%
34 Function 41-Administrative 324,975 308,772 296,322 271,054 (25,268) -8.53%
35 Function 51-Maintenance&Operations 931,623 947,445 947,445 877,645 (69,800) -7.37%
36 Function 51-Town M&R - - 89,907 89,907 - 0.00%
43
Audited Adopted Amended Proposed Amount Percent Projected Projected Projected Projected
FY 17/18 FY 18/19 FY 18/19 FY 19/20 Inc/(Dec) Inc/(Dec) FY 20/21 FY 21/22 FY 22/23 FY 23/24
37 Function 52-Security&Monitoring - 40,000 40,000 50,000 10,000 25.00%
38 Function 53-Data Processing 192,034 216,103 216,103 216,103 - 0.00%
39 Function 61-Community Services 130,862 138,322 138,322 138,322 - 0.00%
40 Function 71-Debt Service 167,067 167,068 167,068 350,005 182,937 109.50%
41 TOTAL EXPENDITURES BY FUNCTION $ 8,481,868 $ 8,710,132 $ 8,828,514 $ 9,484,362 $ 655,848 7.43%
42 Object Code 61XX-Salaries $ 6,449,360 $ 6,585,303 $ 6,615,488 $ 7,170,712 $ 555,224 8.39% $ 7,314,126 $ 7,460,409 $ 7,609,617 $ 7,761,809
43 Object Code 62XX-Contracted Services 1,093,302 1,056,667 1,044,188 928,179 (116,009) -11.11% 937,461 946,835 956,304 965,867
44 Object Code 63XX-Supplies&Materials 286,372 425,124 434,320 455,480 21,160 4.87% 460,035 464,635 469,281 473,974
45 Object Code 63XX-Town M&R - - 89,907 89,907 - 0.00% 89,907 89,907 89,907 89,907
46 Object Code 64XX-Other Operating Costs 485,766 475,970 477,543 490,079 12,536 2.63% 494,980 499,930 504,929 509,978
47 Object Code 65XX-Debt Service 167,067 167,068 167,068 350,005 182,937 109.50% 184,000 184,000 200,000 200,000
48 TOTAL EXPENDITURES BY OBJECT $ 8,481,868 $ 8,710,132 $ 8,828,514 $ 9,484,362 $ 655,848 7.43% $ 9,480,508 $ 9,645,715 $ 9,830,037 $ 10,001,535
49 Other Resources-Local $ - $ - $ - $ - $ - 0.00% $ - $ - $ - $ -
50 Transfer in-Athletics/Transportation 85,000 76,000 76,000 76,000 - 0.00% 76,000 76,000 76,000 76,000
51 Other Uses-Local (85,000) (76,000) (76,000) (76,000) - 0.00% (76,000) (76,000) (76,000) (76,000)
52 NET OTHER RESOURCES(USES) - - - - - 0.00% - - - -
53 EXCESS REVENUES OVER(UNDER)EXP $ 166,334 $ 137,697 $ 129,890 $ 227,428 $ 97,538 75.09% $ 380,472 $ 260,365 $ 121,415 $ (4,438)
54 FUND BALANCE BEGINNING 1,045,897 1,212,231 1,212,231 1,342,121 129,890 10.71% 1,569,549 1,950,021 2,210,387 2,331,801
55 FUND BALANCE ENDING 1,212,231 1,349,928 1,342,121 1,569,549 227,428 16.95% 1,950,021 2,210,387 2,331,801 2,327,363
56 Assigned-Bus Maintenance 24,090 19,000 19,000 19,000 - 0.00% 18,050 17,148 16,290 15,476
57 Assigned-Facilities Allotment - 89,907 179,813 89,907 100.00% 269,720 359,626 449,533 539,439
58 Assigned-Technology/FFE - - 56,450 - (56,450) -100.00% - - - -
59 Assigned-Uniform/Equip replacement 15,000 15,000 15,000 15,000 - 0.00% 15,000 15,000 15,000 15,000
60 FUND BALANCE ENDING(Unassigned) $ 1,173,141 $ 1,315,928 $ 1,161,764 $ 1,355,736 $ 193,972 16.70% $ 1,647,252 $ 1,818,613 $ 1,850,979 $ 1,757,449
61 Number of Operating Days(365) 50 55 48 52 - 0.00% 63 69 69 64
62 Dollars per Operating Day $ 23,238 $ 23,863 $ 24,188 $ 25,985 1,797 7.43% $ 25,974 $ 26,427 $ 26,932 $ 27,401
63 Total Students Enrolled 856 876 869 906 37 4.26% 911 916 921 926
64 TEA Funding per Student(Inc.CTE&SPED) $ 7,745 $ 7,551 $ 7,745 $ 7,699 (45) -0.58% $ 7,695 $ 7,692 $ 7,688 $ 7,685
65 Operating Cost per Student(Academic Only) $ 9,909 $ 9,943 $ 10,159 $ 10,468 309 3.04% $ 10,407 $ 10,530 $ 10,673 $ 10,801
66 Teachers 66.26 66.17 66.17 70.36 4.19 6.33% 70.36 70.36 70.36 70.36
67 Student/TeacherRatio 12.92 13.24 13.13 12.9 (0.3) -1.95% 12.95 13.02 13.09 13.16
68 ALL Faculty&Staff 93.76 94.67 94.67 100.86 6.19 6.54% 100.86 100.86 100.86 100.86
44
SHARED SERVICE MODEL
Combined: General Fund Academic and Municipal Services
� � . - . . . . - .
.. - . . . - . . � � i � - � -
Operating Expenditures $ 8,513,514 $ 9,334,362 $ 820,848 10%
Municipal-TransfertoWAOperatingBudget 315,000 150,000 (165,000) -52%
Total Academic Costs 8,828,514 9,484,361.50 655,848 7%
Annual DebtService (Municipal budget) 1,830,961 1,835,190 4,229 0%
In-directOperatingCosts 832,965 968,671 135,706 16%
Major Maintenance and Replacement 362,218 373,443 11,225 3%
Total Municipal Costs 3,026,144 3,177,304 151,160 5%
� � . . . � � � i
NumberofStudents 869 906 37 4%
Total Expenditure Cost perStudent $ 13,642 $ 13,975 $ 334 2%
. - . . . . - .
� � , . - �
� � � � • � -
Revenues $ 8,958,404 $ 9,711,790 $ 753,386 8%
Expenditures 8,828,514 9,484,362 655,848 7%
Other Resources 76,000 76,000 - 0%
Other Uses (76,000) (76,000) - 0%
Excess Revenues Over(Under)Expenditures 129,891 227,428 97,538 75%
FUND BALANCE BEGINNING 1,212,231 1,342,121 129,890 11%
FUND BALANCE ENDING 1,342,121 1,569,549 227,428 17%
Assigned 180,357 213,813 33,457 19%
� � � . .�
#Days Operating(Based on 365) 48 52 4 9%
DailyOperatingExpenditure 24,188 25,985 $1,797 7%
Students Enrolled 869 906 37 4%
TEAFundingperStudent $ 7,745 $ 7,699 $ (45) -1%
OperatingCostperStudent $ 10,159 $ 10,468 $ 309 3%
Teachers 66.17 70.36 4.19 6%
Student/Teacher Ratio 66.17 12.88 (53.29) -81%
TotalFaculty&Staff 94.67 100.86 6.19 7%
� .�. •. . -� . - � . -� . •�
•' I 1
Total Revenues 9,711,790 9,860,980 9,906,081 9,951,452 9,997,097
Total Expenditures 9,484,362 9,480,508 9,645,715 9,830,037 10,001,535
Net OtherSources/Uses - - - - -
Excess Revenues Over(under)Expenditures 227,429 380,472 260,365 121,415 (4,438)
Fund Balance Beginning ; 1,342,121 1,569,549 1,950,021 2,210,387 2,331,801
Fund Balance Ending 1,569,549 1,950,021 2,210,387 2,331,801 2,327,363
Operating Days 52 63 69 69 64
45
ENROLLMENT PREDICTIONS FOR 2019 2020
Predicted
Enrolled 2019-2020 Resident Returning Total with %of
Grade Target Returning Residents Entry via Pending + pending Staff Siblings Pending Lottery Enrollment Resident
Level Numbers Students Returning Permits Residents Residents Residents Counts Enrollment
as of 5/30/19
Kinder 45 0 11 1 4 16 4 22 42 347 5 31%
G1 66 54 18 2 4 24 3 3 30 224 60 40%
G2 56 54 15 0 2 17 2 2 21 178 56 30%
G3 59 53 26 1 3 30 3 14 47 177 57 53%
G4 64 55 26 1 2 29 5 7 41 174 58 50%
G5 62 53 22 0 2 24 5 14 43 151 55 44%
Primary 352 269 118 5 17 140 22 62 224 1251 291 48%
G6 76 62 31 3 4 38 7 9 54 172 69 55%
G7 81 73 26 0 3 29 5 10 44 120 76 38%
G8 76 68 24 2 4 30 1 1 32 112 74 41%
G9 88 68 23 1 6 30 2 6 38 101 75 40%
G10 90 74 20 1 0 21 5 3 29 45 75 28%
G11 88 77 17 1 1 19 1 5 25 38 79 24%
G12 83 77 11 1 0 12 6 0 18 4 78 15%
Secondary 582 499 152 9 18 179 27 34 240 592 526 34%
Total 934 768 270 14 35 319 49 96 464 1843 817 39%
Founders 3 Non-lottery totals 371 Staff 49 40%of enrollment w/staff children
46