HomeMy WebLinkAbout09-23-19 TC Agenda Packet � •�/ / / I I I / /'/ '/ .
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Vision Statement
An oasis of natura/beauty that maintains our open spaces in balance with distinctive
deve%pment, trai/s, and qua/ity of/ife amenities amidst an ever ex,nanding urban/andscape.
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Mission Statement
West/ake is a unique communi b/ending preservation of our natura/environment and
viewscapes, while ser�ing our residents and businesses with superior municipa/and academic
services that are accessib/e, e�cient, cost-effective, and transparent.
West/ake, Texas- "One-of-a-kind community; natura/oasis-,nro�iding
an exceptional level of service."
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Work Session
1. CALL TO ORDER
2. PLEDGE OF ALLEGIANCE
3. CITIZEN COMMENTS: This is an opportunity for citizens to address the Council on any
matter whether or not it is posted on the agenda. Any person desiring to make a public
comment must first be recognized by the presiding officer, and sign in at the podium with
their name and address. Individual citizen comments are normally limited to three (3)
minutes; however, time limits can be adjusted by the presiding officer. The presiding
officer may ask the citizen to hold their comment on an agenda item if the item is posted
as a Public Hearing. The Council cannot by law take action nor have any discussion or
deliberations on any presentation made to the Council at this time concerning an item not
listed on the agenda. The Council will receive the information, ask staff to review the
matter, or an item may be noticed on a future agenda for deliberation or action.
4. COUNCIL RECAP / STAFF DIRECTION
Reqular Session will begin immediately following the work session
1. CALL TO ORDER
2. CONDUCT A PUBLIC HEARING AND CONSIDERATION OF ORDINANCE 892,
ADOPTING THE TOWN OF WESTLAKE ESTIMATED BUDGET FOR THE FISCAL
YEAR ENDING SEPTEMBER 30, 2019, ADOPTING THE PROPOSED BUDGET FOR
THE FISCAL YEAR ENDING SEPTEMBER 30, 2020 INCLUDING AN INVESTMENT
POLICY, PAY PLAN POLICY, FISCAL AND BUDGETARY POLICIES, RESTRICTED,
COMMITTED AND ASSIGNED FUND BALANCES, AND PROVIDING
AUTHORIZATION TO THE TOWN MANGER TO APPROVE APPROPRIATED FUNDS
UP TO $50,0000.
3. DISCUSSION AND CONSIDERATION OF A RESOLUTION 19-27, TO RATIFY THE
PROPERTY TAX INCREASE AS REFLECTED IN THE FY 2019-2020 ANNUAL
BUDGET.
4. DISCUSSION AND CONSIDERATION OF ORDINANCE 893, LEVYING MUNICIPAL
AD VALOREM (PROPERTY) TAXES FOR THE 2019 YEAR IN ACCORDANCE WITH
THE FISCAL YEAR 2019-20 PROPOSED BUDGET.
5. EXECUTIVE SESSION
The Council will conduct a closed session pursuant to Texas Government Code, annotated,
Chapter 551, Subchapter D for the following:
a. Section 551.087 Deliberation Regarding Economic Development Negotiations
(1) to discuss or deliberate regarding commercial or financial information that
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the governmental body has received from a business prospect that the
governmental body seeks to have locate, stay, or expand in or near the territory
of the governmental body and with which the governmental body is conducting
economic development negotiations; or (2) to deliberate the offer of a financial
or other incentive to a business prospect described by Subdivision (1) for the
following:
- Entrada
- Waterside Land Company LLC
- Front 44
6. RECONVENE MEETING
7. TAKE ANY ACTION, IF NEEDED, FROM EXECUTIVE SESSION ITEMS.
8. AD)OURNMENT
ANY ITEM ON THIS POSTED AGENDA COULD BE DISCUSSED IN EXECUTIVE SESSION
AS LONG AS IT IS WITHIN ONE OF THE PERMITTED CATEGORIES UNDER SECTIONS
551.071 THROUGH 551.076 AND SECTION 551.087 OF THE TEXAS GOVERNMENT
CODE.
CERTIFICATION
I certify that the above notice was posted at the Town Hall of the Town of Westlake, 1500 Solana Blvd.,
Building 7, Suite 7100, Westlake, TX 76262, September 20, 2019, by 5:00 p.m. under the Open Meetings
Act, Chapter 551 of the Texas Government Code.
Kelly Edwards, Town Secretary
If you plan to attend this public meeting and have a disability that requires special needs or translation
services, please advise the Town Secretary 48 hours in advance at 817-490-5710 and reasonable
accommodations will be made to assist you.
Page 3 of 3
Town Cou nci I
Item # 2 — Pledge of
Allegiance
Texas Pledge:
"Honor the Texas flag;
I pledge allegiance to
thee, Texas, one state
under God, one and
indi�isible. "
Town Cou nci I
Item # 3 — Citizen
Comments
CITIZEN COMMENTS: This is an opportunity for citizens to address the Council on any
matter whether or not it is posted on the agenda. Any person desiring to make a public
comment must first be recognized by the presiding officer, and sign in at the podium with
their name and address. Individual citizen comments are normally limited to three (3)
minutes; however, time limits can be adjusted by the presiding ofFicer. The presiding
officer may ask the citizen to hold their comment on an agenda item if the item is posted
as a Public Hearing. The Council cannot by law take action nor have any discussion or
deliberations on any presentation made to the Council at this time concerning an item not
listed on the agenda. The Council will receive the information, ask staff to review the
matter, or an item may be noticed on a future agenda for deliberation or action.
Town Cou nci I
Item # 4 — Council Recap /
Staff Direction
COUNCIL RECAP / STAFF DIRECTION
Westlake Town Council
TYPE OF ACTION T x E i o w N o F
WESTLAKE
Regular Meeting - Action Item o i s r i N o r i u E s v o�s i c N
Westlake Town Council Meeting
Monday, September 23, 2019
ToP►c: Conduct a Public Hearing and Consideration of an Ordinance, Adopting the Town of
Westlake Estimated Budget for the fiscal year ending September 30,2019,Adopting the
Proposed Budget for the�scal Year ending September 30,2020 including an Investment
Policy, Pay Plan Policy, Fiscal and Budgetary Policies, Restricted, Committed and
Assigned Fund Balances, and Providing Authorization to the Town Manger to approve
appropriated funds up to $50,000.
STaFF CoNTaCT: Amanda DeGan, Town Manager
Noah Simon, Deputy Town Manager
Jarrod Greenwood, Assistant Town Manager
Debbie Piper, Finance Director
Strategic Alignment
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Exemplary Service&Governance Increase
-We set the standard by delivering Transparency,
Fiscal Responsibility Fiscal Stewardship unparalleled municipal and Accessibility&
educational services at the lowest
cost. Communicarions
Time Line- Start Date: October l, 2019 Completion Date: September 30,2020
Funding Amount: 34,850,554 Status- Funded Source—Multiple Sources
Contract: No Forms: N/A
EXECUTIVE SUMMARY (iNCLUDING APPLICABLE ORGANIZATIONAL HISTORY)
This year's budget theme is"Aligning the T�alues of Westlake". The budget theme is a step forward
in bringing in council's policies, strategic goals, and day-to-day operations together in a
coordinated approach to further the Town's Vision, Values and Mission while increasing and
Page 1 of 2
enhancing engagement between Town residents, parents and students of Westlake Academy and
the locality.
The budget contains fund expenditures in the following amounts:
General Fund $ ] ],188,]73
General Maintenance & Replacement Fund 617,729
General Vehicle Maintenance & Replacement Fund 82,709
Cemetery Fund 23,389
Utility Fund 4,875,165
Utility Maintenance & Replacement Fund 50,000
Utility Vehicle Maintenance & Replacement Fund 182,000
Visitors Association Fund 955,966
4B Economic Development Fund 1,812,500
Economic Development Fund 316,982
Westlake Academy Fund 9,662,502
Debt Service Fund (Property Tax) 709,201
Debt Service Fund ],988,489
Capital Project Fund 2,385,749
$ 34,850,554
As presented, this budget will raise more total property taXes compared to last year by an amount
of $430,534, or 23.02% and, of that amount, $259,232 is tax revenue to be raised from new
properties added to the tax roll this year.
The ad valorem tax rate proposed in the FY 2019-20 Budget compared to the rates adopted for FY
2018-19 is as follows:
FY 18-19 FY 19-20
Adopted Proposed
Tax Rate Tax Rate Variance
M&O $0.13201 $0.11453 $ (0.01748)
I&S 0.02399 0.04565 0.02166
0.15600 0.16018 $ 0.00418
RECOMMENDATiON
This Public Hearing has been advertised as required by law. The recommendation is to first
conduct and close the Public Hearing, followed by Council discussion as needed. Additionally, it
is recommended to adopt the FY 2019/20 municipal budget as proposed and approve the estimated
FY 2018/19 amended budget.
ATTACHMENTS
Proposed FY 2019-20 Municipal Budget
Ordinance
Page 2 of 2
TOWN OF WESTLAKE
ORDINANCE NO. 892
AN ORDINANCE OF THE TOWN COUNCIL OF THE TOWN OF WESTLAKE, TEXAS,
REVISING THE BUDGET FOR THE 2018-2019 FISCAL YEAR; ADOPTING THE
BUDGET FOR THE TOWN OF WESTLAKE, TEXAS FOR THE FISCAL YEAR
BEGINNING OCTOBER 1, 2019 AND ENDING SEPTEMBER 30, 2020 INCLUDING
INVESTMENT POLICY, PAY PLAN POLICY, FISCAL AND BUDGETARY POLICIES,
RESTRICTED, COMMITTED AND ASSIGNED FUND BALANCES; PROVIDING
AUTHORIZATION TO THE TOWN MANGER TO APPROVE APPROPRIATED FUNDS
UP TO $50,000; PROVIDING THAT THE BUDGET TO BE KEPT IN CITY
SECRETARY'S OFFICE; PROVIDING FOR A SEVERABILITY CLAUSE; AND
PROVIDING FOR AN EFFECTIVE DATE.
WHEREAS, public notice of a public hearing on the proposed annual budget, stating the
date, time, and place and subject matter of the public hearing, was given as required by the laws of
the State of Texas and; and
WHEREAS, a public hearing was duly held and all interested persons were given an
opportunity to be heard for or against any item therein on September 23, 2019; and,
WHEREAS, as required by Texas Local Government Code 102.002, the budget officer has
prepared a municipal budget to cover the proposed eXpenditures of the municipal government for
the succeeding year; and,
WHEREAS, the Town Council finds that the passage of this Ordinance is in the best
interest of the citizens of Westlake.
NOW, THEREFORE, BE IT ORDAINED BY THE TOWN COUNCIL OF THE TOWN OF
WESTLAKE, TEXAS:
SECTION 1: That, all matters stated in the Recitals hereinabove are found to be true and
correct and are incorporated herein by reference as if copied in their entirety
SECTION 2: That the Town Council hereby adopts the revised budget for the fiscal year
beginning October 1, 2018 and ending September 30, 2019 as shown within Exhibit "A."
SECTION 3: That the Town Council does hereby approve the proposed Municipal Budget
attached as Exhibit "A", adopting the budget for the fiscal year beginning October 1, 2019 and
ending September 30, 2020.
SECTION 4: That the Town Council hereby gives the Town Manager authorization to
approve any appropriated funds up to the amount of$50,000.
Ordinance 892
Page 1 of 2
SECTION 5: That a copy of the official adopted 2019-20 budget document shall be kept
on file in the office of the Town Secretary.
SECTION 6: If any portion of this Ordinance shall, for any reason, be declared invalid by
any court of competent jurisdiction, such invalidity shall not affect the remaining provisions hereof
and the Council hereby determines that it would have adopted this Ordinance without the invalid
provision.
SECTION 7: This Ordinance shall take effect immediately from and after its passage as
the law in such case provides.
PASSED AND APPROVED ON THIS 23rd DAY OF SEPTEMBER 2019.
ATTEST:
Laura L. Wheat, Mayor
Kelly Edwards, Town Secretary APPROVED AS TO FORM:
L. Stanton Lowry, Town Attorney
Ordinance 892
Page 2 of 2
THE T � �II'N � F
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Resp ibi ity ,
Family Friendly Sense of
& Welcoming Community
I nnovative
Informed Transparent
Engaged IntegrityDriven Educational
Citizens Government Leaders
Planned & Preservation
Responsible of our Natural
Development Beauty
Strong
Aesthetic
Standards
FY 19-20
Operat i ng Budget
The Town of Westlake * 1500 Solana Blvd, Suite 7200 * Westlake, Texas 76262 * www.westlake-tx.org
TOWN OF WESTLAKE
FISCAL YEAR 2019-2020
PROPOSED ANNUAL BUDGET
This budget will raise more revenue from property taxes than last year's adopted
budget by an amount of $430,534, which is a 23.02 percent increase from last
year's budget.
The property tax revenue to be raised from new property added to the tax roll this
year is $259,232.
The members of the governing body voted on the budget as follows:
FOR:
AGAI NST:
PRESENT and not voting:
ABSENT:
PROPERTY TAX RATE COMPARISON
N Tax Rate FY 19/20 FY 18/19 �
Property Tax Rate $0.16018/100 $0.15600/100
Effective Tax Rate $0.14483/100 $0.13551/100
Effective Maintenance &Operations Tax Rate $0.09531/100 $0.11152/100
Rollback Tax Rate $0.16018/100 $0.15618/100
Debt Rate $0.04637/100 $0.02399/100
MUNICIPAL DEBT OBLIGATIONS
The total debt obligation for the Town of Westlake secured by property taxes:
$655,842
G . F.O.A. DISTINGUISHED BUDGET AWARD
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GOVERNMENT FINANCE OFFICERS ASSOCIATION
D is tingu ished
B u dge t P rese�z tc� tioji
Award
PHF:SF:N"I'F,U l O
Town of Westlake
Texas
I�or thc Piscal Year L3cginnin;�
October 1, 2018
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E�«utive Direc�ar
The Government Finance Officers Association of the United States and Canada (GFOA)
has presented a Distinguished Budget Presentation Award to the Town of Westlake
for its annual budget for the fiscal year beginning October 1, 2018.
In order to receive this award, a governmental unit must publish a budget document that
meets program criteria as a policy document, as an operations guide, as a financial plan,
and as a communication device.
This award is valid for a period of one year only. We believe our current budget continues
to conform to program requirements, and we are submitting it to GFOA to determine
its eligibility for another award.
VISION STATEMENT & POINTS
__ _ � n5 �`�� �`; �� An oasis of natural beautythat
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- � � � � � �.� maintains our open spaces
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�:s:. -ae . �� �':, v��T �tn1.b ,_� �;�C;�'�
�,� �,:;�� � � developments, trails,
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- �-j-�` � and quality of life
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i -� �- - `5�: X�� `��� � .__M �'� amenities amidst an
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We are Leaders -��;;�: � , _
A premiere place to live, leadership in Public education, ,!� _ <
� corporate and Governmental partnerships, and high � �:, ( �%
development standards. > - ��' r �
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A Sense of Place '� ����; �-
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Distinctive neighborhoods, architecturally vibrant -_
corporate campuses, grazing longhorns, soaring � r ' ' ,,f_�
red-tailed hawks, meandering roads and trails, � _ _ � �y�_��'
lined with natural stone and native oaks. ��y� ` .' �_ :
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A Caring Community � � `����-��' �� ��� -� �� �-�
Informed residents, small town charm and values, historical preservation.
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Service Excellence ��
�'�.� � s ^ Public service that is responsive and professional, while
���� ' ` ��� balancing efficiency, effectiveness and financial
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"� `^,�:��,�� . _ � stewardship.
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�'�" � ___ - � Exemplary Governance �
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�� Town officials, both elected and appointed, exhibit
� � respect, stewardship, vision, and transparency.
VALUE STATEMENTS
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`��'�� Transparent / Integrity-driven Government `,���
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�f� Fiscal Responsibility '�
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�, Family Friendly & Welcoming
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Educational Leaders
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Sense of Community
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Innovation
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' Strong Aesthetic Standards
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� Informed & Engaged Citizens
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Preservation of our Natural Beauty ,�-
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��� Planned / Responsible Development ��
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MISSION STATEMENT
Westlake is a unique community blending preservation of our
natural environment and viewscapes, while serving our residents
and businesses with superior municipal and academic services that '
are accessible, efficient, cost-effective, and transparent.
MISSION TAG LINE
THE TOWN OF WESTLAKE
Distinctive by Design
WESTLAKE ELECTED COUNCIL MEMBERS
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Laura Wheat �� Carol Langdon
Mayor � ; � ! � n Mayor Pro-Tem
Iwheat@westlake-tx.or� � � clan�don@westlake-tx.or�
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Michael Barrett , ����` Alesa Belvedere
Council Member � y �m�- Council Member
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mbarrett@westlake-tx.or� `'�. abelvedere@westlake-tx.or�
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Rick Rennhack r�" ��
Council Member � ,�.,,,.� � � � _� r
rrennhack@westlake-tx.or� .- " ��oble@westlake-tx.or�
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WESTLAKE BOARDS & COMMISSIONS
������ Westlake Historical Preservation Society �`
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Westlake Academy Foundation
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Planning & Zoning Commission
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Texas Student Housing Authority
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4B Economic Development Board
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Arbor Day Advisory Committee
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�� Public Arts Committee
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WESTLAKE ADMINISTRATIVE PERSONNEL
TOWN MANAGER'S OFFICE
Amanda DeGan Town Manager adegan@westlake-tx.org 817-490-5715
Noah Simon DeputyTown Manager nsimon@westlake-tx.org 817-490-5707
Jarrod Greenwood Assistant Town Manager jgreenwood@westlake-tx.org 817-490-5717
TOWN SECRETARY'S OFFICE
Kelly Edwards Town Secretary kedwards@Westlake-tx.org 817-490-5710
Tanya Morris Assistant tmorris@westlake-tx.org 817-490-5741
FINANCE DEPARTMENT
Debbie Piper Director dpiper@westlake-tx.org 817-490-5712
Jaymi Ford Supervisor jford@westlake-tx.org 817-490-5721
Marlene Rutledge Academic Technician mrutledge@westlake-tx.org 817-490-5737
Anastasia Whigham Municipal Technician awhigham@westlake-tx.org 817-490-5728
MUNICIPAL COURT
Jeanie Roumell Administrator jrooumell@westlake-tx.org 817-490-5746
Martha Solis Lead Clerk msolis@westlake-tx.org 817-490-5748
Shelby Orasanu Deputy Clerk sorasanu@westlake-tx.org 817-490-5747
Vickie Brown Court Clerk vbrown@westlake-tx.org 817-490-5724
Warren Bradley Judge wbradley@westlake-tx.org 817-490-5746
Mike Norris Marshal mnorris@westlake-tx.org 817-490-5716
COMMUNICATIONS AND COMMUNITY AFFAIRS
Ginger Awtry Director gawtry@westlake-tx.org 817-490-5710
Jon Sasser Manager jsasser@westlake-tx.org 817-490-5736
HUMAN RESOURCES AND ADMINISTRATIVE $ERVICES
Todd Wood Director twood@westlake-tx.org 817-490-5711
Blair Wilson Generalist bwilson@westlake-tx.org 817-490-5734
FACILITIES MAINTENANCE � PARKS 8t RECREATION � PUBLIC WORKS
Troy Meyer Director tmeyer@westlake-tx.org 817-490-5735
Kory Kittrell Superintendent kkittrell@westlake-tx.org 817-490-5720
Paul Andreason Technician pandreason@westlake-tx.org 817-490-5731
Darcy McFarlane Facilities/Parks Assistant dmcfarlane@westlake-tx.org 817-590-2768
Diana Orender Public Works Assistant dorender@westlake-tx.org 817-490-5732
PLANNING AND DEVELOPMENT
Ron Ruthven Director rruthven@westlake-tx.org 817-490-5739
Pat Cooke Inspector pcooke@Westlake-tx.org 817-490-5726
Nick Ford Coordinator nford@westlake-tx.org 817-490-5742
Dottie Samaniego Permit Clerk dsamaniego@westlake-tx.org 817-490-5745
EMERGENCY $ERVICES
Richard Whitten Fire Chief rwhitten@westlake-tx.org 817-490-5785
John Ard Fire Marshal jard@westlake-tx.org 817-490-5783
INFORMATION TECHNOLOGY
Jason Power Director jpower@westlakeacademy.org 817-490-5750
Duston McCready Network Administrator dmccready@westlake-tx.org 817-490-5749
Ray Workman Coordinator rworkman@westlakeacademy.org 817-490-5751
Mitch Wells Technician mwells@westlakeacademy.org 817-490-5752
� �
TRANSMITTAL LETTER & ,�
EXECUTIVE SUMMARY
GENERAL FUND 2
T H E T 0 W N 0 F
W ESTLAKE �
oisriNcrivE Bv oEsicN ENTERPRISE FUNDS 3
INTERNAL SERVICE FUNDS 4
Fiscal Year
2019/2020
SPECIAL REVENUE FUNDS 5
Proposed
Operating
DEBT SERVICE FUNDS G
Budget
WESTLAKE ACADEMY 7
CAPITAL PROJECT FUNDS $
I �
CAPITAL IMPROVEMENTS 9
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MUNICIPAL POLICIES � O
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September 23, 2019
Honorable Mayor and Town Council:
In accordance with the Texas Local Government Code, I am pleased to submit the proposed annual
budget for the fiscal year beginning October 1, 2019 and ending September 30, 2020. This year's
budget theme is "Aligning the Values of Westlake". The budget theme is a step forward in bringing
in council's policies, strategic goals, and day-to-day operations together in a coordinated approach to
further our Vision, Values, and Mission while increasing and enhancing engagement between
residents, businesses, parents, and students of Westlake Academy.
This budget reflects the Town of Westlake's continuing initiatives for service delivery,and our on-going
commitment to community and organizational excellence. In an effort to plan for our next fiscal year,
it is necessary to step back and evaluate our processes and procedures, better understand our external
pressures and legislative impacts,while communicating with the Town Council and engaging WITH the
community about the future of Westlake.
Adhering to the Town's vision is the key to Westlake's success for navigating our future. While many
ofthe elements are in place,the theme of"Aligning the Values of Westlake" provides the collaborative
and forward-thinking environment to better understand our community and organizational needs.
This includes Westlake Academy, preparing for future successes and continuing to build on our
municipal and academic services.
While growth and the related pressures will undoubtedly occur, they also present opportunities and
challenges for our community as we continue to maintain the features of Westlake that make us so
unique. These attributes include the entire Westlake community—all the wonderful components that
encompass Westlake. Our proactive approach to planning, strengthened by our vision, enables us to
position the Town so Westlake remains true to the reasons our residents selected our community as
their home.
In addition to our internal demands, the regional growth of our neighbors provides opportunities and
challenges for our community. How does Westlake preserve those characteristics that make Westlake
"Distinctive by Design" and an "Oasis of Natural Beauty"? How does Westlake preserve and protect
our community values while planning for the future, locally and regionally? Westlake starts by
"Aligning Our Values."
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I. BUDGET PREPARATION AND RECOMMENDATIONS
The proposed budget was carefully prepared through the collective efforts of all departments to
balance the identified needs of the Town with a sustainable and sound financial plan. The
proposed budget is focused on achieving the following broad goals:
• Meeting residents' expectations
• Continuing high quality services and responsive customer service
• Retaining and attracting employees who support the community's vision
• Working with developers to create unique residential and commercial opportunities
• Building on our strong corporate partnerships
With the proposed budget, staff is recommending an increase in the ad valorem assessment from
the FY 18-19 rate of$0.15600 to $0.16018, an increase of$0.00418. The recommendation keeps
with the discussions staff has had with Council over the past several years relative to our financial
stability and service delivery expectations.The proposed number will allow us to plan for the future
in a fiscally conservative manner and continue to meet the expectations of our residents.
The FY 19-20 budgeted expenditures total $34.9M for all funds showing a 3% decrease of$646K.
This decrease includes planned use of fund balance in several funds.
Net
Revenues
Beginning Expenditures Change to Ending Fund Percent Percent
FUNDS Fund Balance &Other &Other Uses Fund Balance of Total Change
Sources
Balance
General Fund $12,115,296 $ 11,204,267 $ 11,188,173 $ 16,094 $ 12,131,390 48% 0%
Enterprise Funds 2,115,385 5,671,403 4,898,554 772,849 2,888,234 12% 37%
Internal Service M&R 2,520,867 528,839 932,438 (403,599) 2,117,268 8% -16%
Special Revenue ggg 265 2,965,937 3,085,448 (119,511) 879,754 4% -12%
Funds
Debt Service Funds 42,980 2,654,710 2,697,690 (42,980) (0) 0% -100%
Capital Projects Funds 6,623,503 1,370,886 2,385,749 (1,014,863) 5,608,640 22% -15%
Municipal Total 24,417,297 24,396,042 25,188,052 (792,010) 23,625,287 94% -3%
Academic Funds 1,253,786 9,807,933 9,662,502 145,431 1,399,217 6% 12%
TOTAL ALL FUNDS $25,671,083 $34,203,975 $34,850,554 $(646,579) $25,024,504 100% -3%
2
If only Municipal operating expenditures were taken into consideration (removal of all expenditures
related to capital projects, inter-fund transfers and Westlake Academy), the FY 19-20 budget shows a
2% increase of$410K.
ALL FUNDS ESTIMATED PROPOSED Change Change
FY 18-19 FY 19-20 Amount Percent
Payroll & Related $ 4,520,250 $ 5,034,571 $ 514,321 11%
Operating Expenditures 13,409,708 13,305,839 (103,869) -1%
TOTAL $ 17,929,958 $ 18,340,410 $ 410,452 2%
II. BUDGET SYSTEMS AND GOALS
The proposed FY 19-20 budget is influenced by the following systems: The Town's Strategic Plan, the
Comprehensive Plan, Council direction, Fiscal & Budgetary policies, recommendations from the Town
Manager, Government Finance Officers Association guidelines, and general budget principles.
Strategic Plan—The organization utilizes the concepts found within the Balanced Scorecard system to
ensure we focus on the four main areas that will lead to the success of our organization.
�
Quality of Life for our Citizens, Students, and Stakeholders
*
. � .. .. . . .
* *
. • . . .. . � ..- •.- .
* *
. �-.. . . .• . -. . �-
Comprehensive Plan—The Comprehensive Plan provides a vision for the future of Westlake and the
priorities for the community as it relates to a variety of plan elements that help determine land use,
mobility, parks, open space, housing, economic development, storm water management, and water
conservation.
Town Council Policies and Priorities—In the coming year, staff will be focusing on our overall service
delivery, and:
• Oversight of development projects to ensure we continue meeting our strategic theme of
"High Quality Planning, Design, & Development"
�
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• Investment in Westlake Academy in order to provide our students with a school
environment that supports our strategic theme of"Exemplary Education"
• Continued support of public safety efforts to reach our strategic objective of "Preserving
Desirability& Quality of Life"for our residents
Fiscal & Budgetary Policies—The policies address areas such as the intended outcomes of our fiscal
policies, operating budgets, revenue management, expenditure control, fund balance/retained
earnings, debt management, grants, economic development, audits, internal controls, and asset
management,to name a few. The policies are provided in our budget document for residents to review
and staff to use as a guiding set of principles each year.
Budget Principles—There are a number of important components for sound fiscal management,including:
• Plan, manage, and fund debt service and related service delivery programs
• Maintain fund balance in accordance with the policy and future obligations
• Oversee facilities and infrastructure
• Provide competitive employee compensation
• Provide exceptional and responsive public services
I
III. IMPACT OF THE LEGISLATIVE SESSION
During the 86t" Texas legislative session, the Legislature passed several bills that impacts the Town.
Some of these bills have affected the proposed FY 19-20 budget, including reductions in the
telecommunications franchise fees totaling approximately$514K in revenue. The impact of other bills
will necessitate changes in our internal operations as well as our revenue forecasts in future years. A
condensed list of the bill numbers and titles are shown below:
• Senate Bill 2—3.5%cap on maintenance and operations funding from property tax
• Senate Bill 64—Cybersecurity Data Protection
• House Bill 3—School Funding
• House Bill 831—Candidate Residency Requirements
• House Bill 2439—Building Materials
• House Bill 2840—Public Speaking at Meetings
• House Bill 3167—Relative to Plat/Plan Approvals
These bills will alter the methodology the Town utilizes to raise revenues to fund both municipal and
academic service delivery and will alter certain components of our processes. As we continue to
receive updates from the oversight agencies, seek input from our municipal attorney, and implement
the necessary changes, staff will update the Council accordingly.
4
IV. AD VALOREM (PROPERTY TAX) RATE AND EXEMPTIONS
The ad valorem tax rate per $100 of assessed valuation is proposed to increase from $0.15600 to
$0.16018 which is comparable to the tax rate adopted in 2010 and remains one of the lowest in the
immediate area as well as the State.
FY 18/19 FY19/20
The tax rate of$0.16018 is allocated between Adopted Proposed Change
General Fund maintenance and operations Tax Rate Tax Rate Amount
(M&O) and Interest and Sinking(I&S) debt M&o $0.13201 $0.11453 $ (0.01748)
service for the municipality.The break out for I&S $0.02399 $0.04565 $0.021660
general operations is$0.11453 and generates
approximately$1.6M,while the portion for $0.15600 $0.16018 $0.00418
debt service is$0.04565 and results in approximately$655K for our debt obligations shown below:
• 2011 Certificates of Obligation payment for street projects of$119,756
• 2013 General Obligation Refunding payment of$171,465 for the Sam and Margaret Lee Arts
&Science Center construction
• 2013 Certificates of Obligation payment for the Westlake Academy construction expansion of
$364,621
Over the years, Council has developed a clear vision and given staff directives to maintain a high level
of personalized service that is efficient and to develop teams that look for creative ways to establish
the quality-of-life experiences our residents have come to value. We achieve this on the fiscal side,
through the use of a shared service model where we maximize the use of cross-functional teams —for
both academic and municipal sections —to ensure a competitive tax rate while providing a responsive
and professional level of service. Council has enacted various policies that allow residents to reduce
some of their tax assessments through programs available by law. These include the use of the
homestead exemption,disabled and senior exemptions,homestead tax ceiling,and the use of property
tax reduction funds.
Homestead Exemption
• This is an exemption offered by the Town which reduces the taxable value of all homes by 20%,
which is the maximum amount allowed under the law.
Additional 65+or Disabled Exemption
• A $10,000 exemption on the taxable value of homes of 65+ or disabled residents. (The
allowance categories are for 65+or disabled homeowners and cannot be combined by law.)
Homestead Tax Ceiling
• Limits the total amount of taxes residents who are 65+ or disabled pay so that in future years
their taxes will not increase beyond what they are currently paying (except in the event a
resident makes major renovations or expands the square footage of their home).
5
• Any resident that was 65 when Westlake adjusted its ad valorem rate from $0.00 in 2010, will
not pay any municipal ad valorem taxes due to this tax ceiling.
• If a resident turned 65 this year,the amount paid in municipal ad valorem taxes would remain
fixed (except as noted above). They will not pay more, but could potentially pay less, if taxes
are lowered.
Property Tax Reduction
• In October of 2006,the residents of Westlake voted to abolish one-half of one percent(%%)of
additional sales and use tax for economic and industrial development, Section 4A, and to
implement one-half of one percent (%%) of local sales and use tax for a property tax rate
reduction. This option is used by more than thirty (30) municipalities across Texas, with the
exact amount of the tax reduction printed on the annual tax statement for each resident and
business.
• The prior year's sales tax revenues are used in calculating the current tax rates based on the
State Comptroller's Truth-in-Taxation process.
• Current calculations of Westlake's tax rate take these revenues into consideration and saves
our residents approximately$0.14 off the ad valorem (property tax) rate per$100 valuation.
All these programs and policies are monitored and reviewed each year by our Finance staff and the
Town Manager's office prior to any recommendation for a proposed fiscal year budget. The goal is to
align our budgetary practices with our strategic planning outcomes and provide for the financial
stewardship of our community.
V. ADOPTED vs. AMENDED BUDGET FOR FISCAL YEAR 18-19
During the current fiscal year (concluding on September 30, 2019) there were amendments made to
certain funds. The net change to all fund balances reflect an increase of $1.39M from the adopted
$1.87M.
Detail of the changes to revenue and other sources resulted in a net increase of $1.24M from the
adopted $40.42M. The largest decrease ($3.39M) is due to anticipated bond revenue in the Capital
Projects Fund 410 to fund projects for roads, facilities, and parks. After extensive review of the long-
term forecast, it was decided that some of these projects could be delayed and the remaining projects
funded by current cash held for capital improvements. Also, bond proceeds from the Texas Water
Development Board was budgeted at $2.6M; however, the final proceeds were $2.1M, a $500K
decrease.
The decrease in bond issuances is offset by increased revenue in five categories below:
• General Sales Tax Increased $2.2M: The General Fund and 4B Economic Development Fund
saw an increase of $1.7M and $550K respectively. These increases are due to one-time
payments pertaining to various construction and renovation projects and to increases in the
6
amount of sales tax collected. Additional revenues came from State Comptroller audit
collections.
• Contributions Increased $1.2M: A one-time contribution of $1M was received for the
Westlake Academy Expansion Fund and designated for the Sam and Margaret Lee Arts and
Sciences Center. In addition, the General Vehicle Maintenance and Replacement Fund
received a one-time contribution of$125K from Westlake Academy Foundation (WAF)for the
purchase of a 71-passenger bus.
• Buildin� Permits and Fees Increased $1M: These revenues are based on the fees associated
with residential and commercial construction. Increases were recognized in the General Fund
for building permits, inspection and plan reviews as well as fire department permit/inspection
fees. Most of this can be attributed to the Town's updated fee schedule and higher commercial
valuations than anticipated.
• Transfers-in Increased $681K: Internal Service Funds received additional transfers in from the
General Fund based on the increase of one-time building permit revenues. The General
Maintenance and Replacement Fund was increased by $463K and the Vehicle Maintenance
and Replacement Fund increased by$218K.
• Academic Revenues Increased $76K:
o $11K increase in interest earnings
o $40K increase in WAF
o $128K overall increase in state funding
o $90K decrease in Town contribution
o $13K decrease in Teachers Retirement System on-behalf benefits
Expenditures realized a net decrease of$43K from the adopted budget of$38M as follows:
• Capital Proiect Funds increased $330K: During FY 18-19, several capital projects were delayed
to future years.
• Transfers-out Increased $681K: The General Fund transfers out to Maintenance and
Replacement Funds increased due to one-time building permit revenues in the planning and
development department.
• Service Expenditures Decreased $318K: Expenditures associated with the Planning and
Development department increased $221K for services related to building inspections,
engineering, and plan review. Contract services for facilities maintenance increased $17K and
services related to the local Public Improvement District (PID) administrative fees and
assessment of the PID increased $62K. Property insurance increased $19K for the new Fire-
EMS station that was completed in FY 18-19.
I
7
• Maintenance & Replacement Proiects Increased $261K: Internal Service Funds comprise the
total increase of $261K. Utility Maintenance and Replacement Fund increased the budget
$186K for repainting the ground storage water tank and also decreased the budget ($45K)for
the sewer easement cleaning machine. General Maintenance and Replacement Fund added a
$125K budget item to purchase a 71-passenger bus for Westlake Academy.
• Pavroll and Related Increased $69K: Two employees retired in FY18-19 and the corresponding
payout of accrued time was calculated and included. A moving allowance was provided for the
relocation of our Deputy Town Manager and insurance decreased due to a reduction in medical
insurance premiums.
• Supply Expenditures Increased $19K: Public Art Fund increased the budget for honorarium
expenditures and the Communications department increased the budget $2K to purchase
computer equipment and software.
• Academic Expenditures and Other Uses increased $79K: Payroll accruals for August were
approximately$65K; Assigned Technology fund balance to use towards new iPad lease.
We anticipate ending FY 18-19 with more revenues than expenditures. While the fiscal year close-out
is occurring, preliminary indications show that revenues exceed expenditures by$1.2M.
VI. PROPOSED BUDGET FOR FISCAL YEAR 19-20
The GENERAL FUND is the Town's principle operating fund, and is supported by sales and use taxes,
development fees, ad valorem property taxes, and other revenue sources. These revenues may be
used for a variety of purposes, as determined by the Town Council.The General Fund budget accounts
for core Town services such as fire and emergency services, planning and development, public works,
finance, parks,trails,facilities, and administrative oversight.
Revenue Highlights
The proposed revenues are budgeted to reflect a 24% decrease of$3.6M from the prior year due to
the receipt of one-time commercial permit fees received in FY18-19 and the reduction of Franchise
Fees due to legislative changes.
8
The largest revenue source in the General Fund
is sales and use tax revenues which are � � -
budgeted to be $5.4M and represents 49% of
the General Fund's total revenues and sources.
This reflects a 2% decrease of $115K when
compared to prior year estimates. The Town
previously entered into a situs agreement
regarding construction materials' sales tax -
being sited in Westlake; it is anticipated this will
end during FY 19-20. This decrease will be
offset by additional sales and use tax from the i�
operations of Schwab Phase I as well as
additional construction anticipated throughout �
Westlake.
The second largest revenue source is from permits and fees charged for development activities which
are budgeted to be $2.6M comprising 24% of the General Fund's total revenues and sources. This
reflects a 51% decrease of$2.8M when compared to prior year estimates. As stated previously,this is
primarily due to the receipt of Schwab permit fees in the prior year. Revenue from residential permits
is projected to be$1.5M for 32 permits with commercial permits projected at$1.5M for Entrada, Front
44, Solana, and Deloitte University.
The third largest revenue source in the proposed General Fund budget is our ad valorem property tax
revenues. The Maintenance and Operations (M&O) portion of the rate is budgeted to be $1.6M
comprising 15% of the General Fund total revenues and sources. This reflects a 6% decrease of$98K
when compared to prior year estimates. Additional debt related obligations were used in calculating
the tax rate for the current year which shifted funds from the General Fund to the Debt Service Fund.
The largest variance to the remaining General Fund revenues is related to Franchise Taxes. They are
budgeted to be $316K, a 62%decrease of$514K from prior year. A reduction in franchise fee revenue is
estimated based on the recent passage of Senate Bill 1152,which authorizes a cable or phone company to
stop paying the lesser of the state cable franchise or telephone access line fees for the company
statewide. Companies have until October 1st of every year to provide municipalities notice of the fee they
plan to pay. Fees are collected from utilities and telecommunications companies that use our Town right-
of-way. A flat rate is charged to both telephone operators(adjusted annually)and Tri-County Electric based
on the number of access lines and services rendered, respectively.
9
Expenditure Hi�hli�hts
The proposed FY 19-20 General Fund budget projects
$11.2M in expenditures and other uses. This reflects a
10% decrease of$1.2M from the prior year estimated �
budget. The chart below shows the distribution of
General Fund expenditures and other uses. . �
. �
Payroll and Related Expenditures — The largest � �
expenditure in the proposed General Fund budget is
allocated to our staff teams and related benefits that �
help us remain competitive. This amount is budgeted
to be $5M and comprises 45% of General Fund total
expenditures and other uses. This reflects an 11%
increase of $514K when compared to prior year
estimates.
The increase is due to the addition of three new positions:A Fire Department Business Manager, a Public
Works Technician,and a part-time Academy Accounting Technician. In addition to these new positions,the
Town is realizing a full year's salary for new employees and promotions made during the last fiscal year.
Within the Fire Department,three part-time fire fighters will transition to full time employees. The increase
in costs are partially offset by the reduction of the current part-time wages for these fire fighter positions.
Operations and Maintenance Expenditures — The second largest expenditure use is operations and
maintenance, budgeted at$4.8M comprising 43% of General Fund total expenditures and other uses.
This reflects a 2%increase or$81K when compared to prior year estimates. The General Fund includes
the dollars necessary to provide for our public services. Operating expenditures are relatively stable
from FY 18-19,with minimal new items.
Repair and Maintenance expenditures are anticipated to increase $135K due to aging
equipment in several departments.
Services expenditures will increase by approximately$150K. The majority is due to additional
transfers to Westlake Academy of $67K, an offset for the payroll cost of Westlake Academy
Foundation personnel, previously paid from WAF. This change will in-turn give the Foundation
additional funds to grant to the Academy. In addition, approximately$195K will be expensed
to the new Fire-EMS Station for services and insurance. Lastly, an increase in Information and
Technology is anticipated for the migration of files from the "Public" cloud to the
"Government" cloud in the amount of$25K.
Transfers-out to conduit funds—This expenditure will decrease approximately$1.8M,due to a transfer
in FY 18-19 for a large commercial one-time planning and development building permit fees.
10
Fund Balance
The fund balance is projected to reflect an approximate total of $12.1M,representing a 0.13%increase
from the prior year fund balance. The Town of Westlake Fund Balance Policy states, "The Town shall
strive to maintain the General Fund undesignated minimum fund balance at, or in excess of, 180 days
of operation".The unassigned balance of$11.8M reflects 439 operating days and follows the optimum
balance defined in the Town's policy. In FY 19-20 staff will begin the process of evaluating future use
of reserve funds for upcoming projects and priorities.
The UTILITY FUND, an Enterprise Fund, is used to account for the acquisition, operation, and
maintenance of Westlake's municipal water and sewer utility, supported primarily by user charges to
utility customers. The fund accounts for operational costs as well as debt service for utility system
improvement bonds.The intent of this fund is for the direct beneficiaries to pay for all costs of the fund
— including debt service —through fees levied for services provided. Utility Fund dollars are not used
to pay for general operations of the Town.
Revenue Hi�hlights
Total revenues are budgeted to increase $773K, a 16% increase with the largest factor in Charges for
Services.
Charges for Services — These are budgeted to increase $751K. Water revenues are projected to
increase 16% or $509K due to additional consumption, and wastewater is projected to increase 21%
or$241K. This increase is based on a water rate study performed in FY18-19 by our independent rate
analyst.
The Town's Utility Rates have remained unchanged since adoption in January 2017. The proposed
budget includes staff recommendation to maintain the existing water rates and to increase wastewater
rates by 7%. These rates will be brought to Council for adoption in December and implementation in
January 2020.
Permits and Fees—These are budgeted to increase$27K based on duct bank permit fees on residential
and commercial construction projections.
Expense Hi�hli�hts
Expenses are budgeted to be $4.9M; a 5% increase of $241K from the prior year. The two largest
increases are related to (1) debt service payments of $104K for the increased debt payment to the
Texas Water Development Board for the regional Fort Worth water-line capital project, and (2)
budgeted increase of$157K due to increased rates to purchase water from the City of Fort Worth and its
associated peak payment.
Workin�Capital
This anticipated end balance is$2.6M with an unassigned ending balance being$1.SM. Operating days
for the Utility Fund are projected at 191 days.
�
11
Our CAPITAL PROJECT FUNDS track major equipment, land, and infrastructure projects of$25,000 or
more financed with General Fund operating transfers,intergovernmental revenue,bond proceeds,and
Special Revenue Fund transfers. Project completion or procurement may extend across two or more
fiscal years and reflect multiple expenditure categories such as engineering, design, and construction.
Completed capital projects often have a continuing fiscal impact on the Town's operating funds due to
routine maintenance, repair, and daily operating costs. When an ongoing operating impact has been
identified, it is included on the project description sheet, and costs are projected for the next three
years. Upon approval of the project,the ongoing fiscal impact is integrated into the operating budget.
Westlake Academy Expansion Fund (WAE) provides resources intended to finance future Academy
expansions. In FY 12-13,approximately$8.5M bond proceeds were used to fund the construction of three
new buildings on the campus. In February of 2013, an Economic Development Agreement was executed
whereby the developer pays$10K for each lot in the Granada subdivision and$5K for each lot in the Quail
Hollow subdivision. These payments are recorded in the Economic Development Fund and are transferred
to the Westlake Academy Fund.
Municipal Expansion Fund provides funds for future Municipal expansions. Currently, this fund is being
used to provide an iconic Fire-EMS Station, which includes 4 bays, sleeping areas for staff members,
kitchen/food preparation,storage, multi-purpose space to serve as a community/staff training,and offices
for administration. The station is approximately 18K square feet of usable space and includes the Town's
Emergency Operations Center (EOC) with a back-up generator for sustainability. It does not include any
apparatus or a fire training facility. The project included the acquisition of land by private donation.
A detailed listing of projects,with prioryearfunding,future funding requirements,and a project description
is included in the Capital Improvements section of this document. Please note that individual project
information sheets are also provided.These sheets indicate when a project has multiple sources of funding
and the associated operating costs.
Revenue Hi�hlights
Revenues are budgeted to be $1.4M, a 1% decrease from the prior year. This partially due to a FY 18-
19 contribution for Westlake Academy Expansion and designated for the Sam & Margaret Lee Arts and
Sciences Center.
Expenditure Hi�hli�hts
Expenditures are budgeted to be $2.4M; a 21%decrease of$624K from the prior year.
Overall summary for Capital Projects and Expansion
• Capital Projects Fund increased $1.9M due to street projects totaling $852K, $8K for facility
projects, $800K for trail connections and wayfinding signage, and$250K for fiber connectivity
between the Academy and Municipal buildings.
• Municipal Expansion Fund decreased$2.4M for construction ofthe new Fire-EMS Station was
completed in FY 18-19.
• WAE decreased$85K for one-time costs for Westlake Academy's facilities master plan update.
12
The MUNICIPAL SPECIAL REVENUE FUNDS are comprised of the six (6) funds: The Visitor Association
Fund, the 4B Economic Development Fund, Economic Development Fund, Local Public Improvement
District, Public Arts Fund, and the Lone Star Public Fund.
Revenue Hi�hlights
Revenues are budgeted to be approximately $3M; a 12% decrease of$405K from prior year primarily
due to a reduction of sales and use taxes received in the 4B Economic Development Fund as well as
the Economic Development Fund. The Economic Development Fund is used as a pass-through based
on economic development agreements to easily identify the revenues and expenditures pertaining to
the agreements. A situs agreement with Schwab is anticipated to end in FY 18-19;therefore, less sales
and use tax will be received in FY 19-20.
Expenditure Hi�hli�hts
Expenditures are budgeted to be $3.1M; a 13% decrease of$456K from prior year. A large portion of
this decrease is related to the Economic Development Fund as stated above. In addition, the
Communications department expenditures will decrease by a total of$27K.
Fund Balance
The combined ending fund balances of our special revenue funds are projected to be $879K and
include:
• Visitors Association Fund = $441K
• 4B Economic Development Fund = $0
• Economic Development Fund = $0
• Local Public Improvement District= $392K
• Public Arts Fund =$30K
• Lone Star Public Fund =$16K
The ACADEMIC SPECIAL REVENUE FUND is included in the Municipal's budget and unlike a more
traditional municipality, academic services is considered our largest operating department of the
Town.
Revenue Highlights
The revenues are budgeted to be approximately $9.7M; a 9% increase of$794K from the prior year
estimated of$8.9M primarily due to an overall increase in state funding due to changes in House Bill 3
and an increase in students, up from the amended count of 869 to the budgeted count of 910 (41
student increase).
Expenditure Hi�hli�hts
Expenditures are budgeted at approximately$9.6M; a 9% increase of$797K from prior year of$8.8M.
Major increases include $707K in payroll due to the addition of 4.5 instructional staff and specialist
positions, bringing janitorial services in-house (adding 2 FTE), and an additional $183K in debt service
for the 15Y payment of a new student iPad lease and the last payment of old lease. These increases
were offset by decreases in contracted costs for janitorial services, supplies, and materials.
13
Fund Balance
The ending fund balance is projected to be$1.4M, representing a 12%increase of$145K from the prior
year estimated. The unassigned balance of$1.37M represents coverage for 52 operating days.
The INTERNAL SERVICE FUNDS are comprised of the following (1) Utility Maintenance and
Replacement Fund; (2) General Maintenance and Replacement Fund; (3) Utility Vehicle Maintenance
and Replacement Fund; and (4)the General Vehicle Maintenance and Replacement Fund.
The Maintenance and Replacement Funds provide resources for future facility financial requirements,
an important element of our budget given the size and complexity of the Town's facility infrastructure.
We will strive to continue our practice of transferring money into these funds. Many of the smaller
daily maintenance efforts for facilities are absorbed into the various operating budgets as appropriate.
However, we recognize the importance of a proactive maintenance program that addresses larger
scale projects and prudently prepares us financially for increased maintenance and repair costs as
facilities age.
The Vehicle Replacement Funds provide resources to manage the purchase of vehicles and heavy
equipment for the Town's fleet. The establishment and funding of the vehicle and heavy equipment
replacement program was designed to even out expenditures from year-to-year and provide a
structured method for purchasing and retiring vehicles. A five-year purchase plan has been developed
to detail future capital needs.
Revenue Hi�hlights
These funds are budgeted to be$528K a decrease of$1.9M from prior year primarily due to decreased
transfers in from the General Fund of$1.7M based on one-time commercial planning and development
revenues. The decrease of$219K in contributions from Westlake Academy Foundation includes$125K
for the purchase of a 71-passenger bus and $90K from Westlake Academy for 50% of the State's
facilities allotment.
Expenditure Hi�hli�hts
Expenditures are budgeted to be $932K; a 30% decrease of$408K from the prior year of$1.3M. The
major reductions are:
• Purchase of an ambulance at$260K
• Purchase of a $219K 71-passenger bus
• Repainting of the ground storage tank at$275K
• Maintenance of$61K at town facilities, parks& recreation, and information technology
The above expenditures will be offset by:
• Purchase of new public works vehicle at$50K
• Purchase of a truck for the Marshal's office of$68K
• Purchase of a utility task vehicle ($14K)for the Parks and Recreation department
�
14
The following will be expensed through the Utility Maintenance & Replacement Fund:
• Purchase of a sewer easement cleaning machine ($67K)
• Lift station pump repairs ($25K)
• Purchase of pump station equipment ($90K)
Fund Balance
The combined ending fund balance is projected to be$2.1M and includes:
• Utility Vehicle Maintenance and Replacement=$2K
• Utility Maintenance and Replacement=$393K
• General Maintenance and Replacement=$667K
• General Vehicle Maintenance and Replacement=$1.1M
As a team, we believe the proposed budget enables us to continue to meet the service level
expectations of our Town Council and stakeholders while balancing the strategic perspective of being
financial stewards for the community. Our organization provides an excellent array of municipal and
academic benefits for those who call Westlake 'Home' through the utilization of our shared services
model, inter-governmental partnerships, financial policies, Strategic Plan, Comprehensive Plan, and
feedback from our community. The vision Council has established for Westlake is one that will
distinguish us within the North Texas region.
Our vision is:
1 Westlake is an oasis of nafural beauty that mainfains our open spaces in balance
wifh disfincfive development, frails, and qualify of life amenities amidst an
ever-expanding urban landscape.
As you know, our organization has undergone a transition in leadership over the past several months
and I truly appreciate the time,effort,and sacrifice that you,as our elected officials,generously donate
to the Town, our residents, and our staff teams. Your vision and direction are what helps our
community truly remain "Distinctive by Design".
In closing, it takes a cadre of committed public servants to create the unique environment we all enjoy.
I am honored to serve as your Town Manager with the support and dedication of our staff teams in our
municipal and academic endeavors and look forward to all that the new fiscal year will bring to our
community.
Respectfully submitted,
►��
Amanda DeGan
Town Manager/Superintendent
15
• i
�
16
ALL FUNDS - ALL SOURCES
Combined Program Summary
Fiscal Year 2019/2020
Adopted Estimated Proposed FY 19I20 Proposed
Budget Budget Budget vs
FY 18/19 FY 18119 FY 19I20 FY 18119 Estimated
REVENUES&OTHER SOURCES
General Sales Tax $ 5,600,000 $ 7,800,000 $ 7,250,000 $ (550,000) -7%
Property Tax 1,990,235 2,032,786 2,301,137 268,351 13%
Charge for Services 4,585,075 4,588,050 5,336,812 748,762 16%
HotelTax 853,642 853,914 853,684 (230) -0.03%
Beverage Tax 62,500 62,500 62,500 - 0%o
Franchise Fees 983,815 831,095 316,924 (514,171) -62%
Permits and Fees 269,303 256,985 203,235 (53,750) -21%
Permits and Fees Building 4,357,571 5,383,495 2,635,325 (2,748,170) -51%
Permits and Fees Utility 274,441 229,241 255,841 26,600 12%
Fines&Forfeitures 715,545 548,111 547,426 (685) 0%
Investment Earnings 340,261 599,152 599,152 - 0%
Contributions 209,540 1,409,734 280,000 (1,129,734) -80°/
Misc Income 132,832 138,442 48,562 (89,880) -65%
Total Revenues 20,374,760 24,733,505 20,690,598 (4,042,907) -16%
Transfers In 5,137,805 5,818,805 3,705,444 (2,113,361) -36%
Other Sources 5,987,134 2,100,000 - (2,100,000) 0%
Total Other Sources 11,124,939 7,918,805 3,705,444 (4,213,361) -53%
GF Academic Revenues 8,847,829 8,923,313 9,717,933 794,620 9%
GF Academic Other Sources 76,000 90,000 90,000 - 0%
Total Academic 8,923,829 9,013,313 9,807,933 794,620 9%
TOTAL REVENUES&OTHER SOURCES $ 40,423,528 $ 41,665,624 34,203,975 $ (7,461,649) -18%
EXPENDITURES&OTHER USES
Payroll Salaries $ 3,994,572 $ 4,124,735 $ 4,404,443 $ 279,709 7%
Payroll Transfer In (1,114,192) (1,158,443) (1,087,303) 71,140 -6%
Payrolllnsurance 780,269 646,858 787,831 140,972 22%
Payroll Taxes 348,989 365,140 401,251 36,111 10%
Payroll Retirement 486,093 541,961 528,349 (13,611) -3%
Total Payroll and Related 4,495,731 4,520,250 5,034,571 514,321 11%
CapitalOutlay 66,765 62,525 126,735 64,210 103%
Debt Service 5,057,296 3,255,262 3,358,537 103,275 3%a
Economic Development 336,940 336,982 36,982 (300,000) -89%
Leases and Rentals 35,174 36,845 38,259 1,414 4%
PayrollTransferOut 1,114,192 1,158,443 1,087,303 (71,140) -6%
Public Notices 48,377 47,477 47,477 - 0%
Rent&Utilities 1,019,069 1,024,069 1,032,852 8,783 1%
Repair&Maintenance 442,813 428,891 566,681 137,790 32%
Services 5,763,978 6,082,339 6,315,264 232,925 4%
Supplies 265,275 284,236 266,856 (17,380) -6%
Travel&Training 223,403 236,738 252,904 16,166 7%
Transfer Out Operating 1,005,901 455,901 175,989 (279,912) -61%
Total Operations&Maintenance 15,379,182 13,409,708 13,305,839 (103,869) -1%
Total Operating Expenditures 19,874,913 17,929,958 18,340,410 410,452 2%
Maintenance&Replacement 1,079,475 1,340,869 932,438 (408,431) -30%
Capital Project Funds 4,676,681 5,007,060 2,385,749 (2,621,311) -52%
Total Capital 5,756,156 6,347,929 3,318,187 (3,029,742) -48%
Transfers Out 4,131,904 5,362,904 3,529,455 (1,833,449) -34%
Other Uses - - - - 0%
Total Other Uses 4,131,904 5,362,904 3,529,455 (1,833,449) 34%a
GF Academic Expenditures 8,710,132 8,775,132 9,572,502 797,370 9%
GF Academic Other Uses 76,000 90,000 90,000 - 0%
Total Academic 8,786,132 8,865,132 9,662,502 797,370 9%
Total Non-Operating Expenditures 18,674,192 20,575,965 16,510,144 (4,065,821) -20%
TOTAL EXPENDITURES AND OTHER SOURCES 38,549,106 $ 38,505,924 $ 34,850,554 $ (3,655,370) -9%
SUMMARY
NET CHANGE TO FUND BALANCE $ 1,874,422 $ 3,159,703 $ (646,579) $ (3,806,279) 120%
Beginning Fund Balance(Municipal) 20,075,756 19,453,696 24,417,298 4,963,601 26%
Prior Period Adjustment(TWDB) - 1,952,082 - (1,952,082) -100%
Beginning Fund Balance(Academic) 1,105,605 1,105,605 1,253,786 148,181 13%
FUND BALANCE,BEGINNING 21,181,361 22,511,383 25,671,084 5,111,782 23%
FUND BALANCE,ENDING $ 23,055,783 $ 25,671,087 $ 25,024,505 $ 7,305,503 5%
17
ALL FUNDS - ALL SOURCES
Combining Revenues, Expenditures and Fund Balance
Fiscal Year 2019/2020
General Enterprise Internal Special Debt Capital MUNICIPAL Academic TOTAL ALL
Service Revenue Service Project
Fund Funds TOTAL Funds FUNDS
i Funds Funds Funds Funds J I I �
REVENUES AND OTHER SOURCES
General Sales Tax $ 5,437,500 $ - $ - $ 1,812,500 $ - $ - $ 7,250,000 $ - $ 7,250,000
Property Tax 1,634,916 - - 666,221 - 2,301,137 - 2,301,137
Charge for Services - 5,336,812 - - - - 5,336,812 - 5,336,812
Hotel Occupancy Tax - - - 853,684 - - 853,684 - 853,684
Beverage Tax 62,500 - - - - 62,500 - 62,500
Franchise Fees 316,924 - - - - 316,924 - 316,924
Permits and Fees Other 197,235 - 6,000 - - - 203,235 - 203,235
Permits and Fees Building 2,635,325 - - - - - 2,635,325 - 2,635,325
Permits and Fees Utility - 255,841 - - - - 255,541 - 255,841
Fines&Forfeitures 547,426 - - - - - 547,426 - 547,426
Investment Earnings 278,616 60,900 44,469 15,641 - 199,526 599,152 - 599,152
Conlributions - - - 280,000 - - 280,000 - 280,000
Misc Income 26,600 17,850 - 4,112 - - 48,562 48,562
Total Revenues 11,137,042 5,671,403 50,469 2,965,937 666,221 199,526 20,690,598 - 20,690,598
Transfers In 67,225 - 475,370 - 1,988,489 1,171,360 3,705,444 - 3,705,444
Other Sources - - - - - -
Total Other Sources 67,225 - 478,370 - 1,988,489 1,171,360 3,705,444 - 3,705,444
GF Academic Revenues - - - - - - - 9,717,933 9,717,933
GF Academic Other Resources - - - - - - - 90,000 90,000
Total Academic - - - - - - - 9,807,933 9,807,933
TOTAL REVENUES AND OTHER SOURCES $ 11,204,267 $ 5,671,403 $ 528,839 $ 2,965,937 $ 2,654,710 $ 1,370,SS6 $ 24,396,042 $ 9,807,933 $ 34,203,975
EXPENDITURES AND OTHER USES
Payroll Salaries $ 4,395,248 $ 9,195 $ - $ - $ - $ - $ 4,404,443 $ - $ 4,404,443
Payroll Transferin (1,087,303) - - - - - (1,087,303) - (1,087,303)
Payroll Insurance 787,831 - - - - - 787,831 - 787,831
PayrollTaxes 401,251 - - - - - 401,251 - 401,251
Payroll Retirement 52$349 - - - - - 528,349 - 528,349
Total Payroll&Related 5,025,376 9,195 - - - - 5,034,571 - 5,034,571
CapitalOutlay 95,680 31,055 - - - - 126,735 - 126,735
Debt 256,430 408,027 - - 2,694,080 - 3,358,537 - 3,358,537
Economic Development - - - 36,982 - - 36,982 - 36,982
Leases and Rentals 36,759 1,500 - - - - 3$259 - 38,259
PayrollTransfer Out - 522,424 - 564,879 - - 1,087,303 - 1,087,303
Public Notices 26,862 - - 2Q615 - - 47,477 - 47,477
Rent&Utilities 770,340 179,721 - 82,791 - - 1,032,852 - 1,032,852
Repair&Maintenance 401,116 165,565 - - - - 566,681 - 566,681
Services 2,561,647 3,481,382 - 268,625 3,610 - 6,315,264 - 6,315,264
Supplies 248,054 7,040 - 11,762 - - 266,856 - 266,856
Travel&Training 235,190 1Q420 - 7,294 - - 252,904 - 252,904
Transfer Out Operating 175,989 - - - - - 175,989 - 175,989
Total Operations&Maintenance 4,808,067 4,807,734 - 992,948 2,697,690 - 13,305,839 - 73,305,839
TOTAL OPERATING EXPENDITURES 9,833,443 4,876,329 - 992,948 2,697,690 - 18,340,410 - 78,340,470
Maintenance&Replacement - - 932,438 - - - 932,438 - 932,438
Capital Project Funds - - - - - 2,385,749 2,385,749 - 2,385,749
Total Capital - - 932,438 - - 2,385,749 3,318,187 - 3,378,787
Transfers Out 1,354,730 82,225 - 2,092,500 - - 3,529,455 - 3,529,455
Other Uses - - - - - - - - -
Total Other Uses 1,354,730 82,225 - 2,092,500 - - 3,529,455 - 3,529,455
TOTAL NON-OPERATING EXPENDITURES 1,354,730 82,225 932,438 2,092,500 - 2,385,749 6,847,642 - 6,847,642
GF Academic Expenditures - - - - - - 9,572,502 9,572,502
GF Academic Other Uses - - - - - - - 9Q000 90,000
Total Academic - - - - - - - 9,662,502 9,662,502
TOTAL EXPENDITURES AND OTHER USES $ 11,188,173 $ 4,898,554 $ 932,438 $ 3,085,448 $ 2,697,690 $ 2,385,749 $ 25,188,052 $ 9,662,502 $ 34,850,554
SUMMARY
Excess Revenus over(under)Expenditures $ 16,094 I$ 772,849 I$ (403,599) $ (119,511)I$ (42,980)I$ (1,014,863)I$ (792,010)I$ 145,431 I$ (646,579)I
IBEGINNING FUND BALANCE 12,115,299 2,115,385 2,520,867 999,266 42,980 6,623,503 24,417,301 1,253,786 25,671,087
ENDING FUND BALANCE $ 12,131,393I $ 2,888,234 E 2,117,268 $ 879,755 a (0) E 5,608,640 $ 23,625,291 $ 1,399,217 $ 25,024,505
1g
19
•
•
20
SU M MARY of ALL SLA FU N D CHANG ES
' � � ' � • ' � �
, � • � . . • • �
Revenues
Property Tax 29.2% $366,791 $0 $366,791
Building Permits 1.9°0 24,034 24,034 -
Charge forServices 59.7% 751,737 - 751,737
Contributions 9.2% 115,700 115,700 -
TOTAL ALL REVENUES $1,258,262 $139,734 $1,118,528
does not include transfers in percentage 11% 89�
' � • � � � • • •
Payroll & Related Costs
MarketAdjustment 5.1% $212,495 $0 $212,495
Performance Pay 1.3°0 54,038 54,038 -
Expanded Service Delivery 3.0% 123,793 $0 123,793
Re-structuring 2.9°0 118,749 $0 118,749
Change PT to FT 2.9% 121,680 $0 121,680
Increase PT Hours 0.5°0 20,025 $0 20,025
Increase Overtime 0.1% 4,934 $0 4,934
Car& Phone Allowances 0.1°0 6,018 $0 6,018
Other Employee Changes 0.1% 2,470 $0 2,470
16% TOTAL 664 202 54 038 610 164
percentaqe 8% 92%
Operating Expenditures
CapitalOutlay 2.0% $82,800 $25,000 $57,800
Debt Service 2.5°0 106,154 - 106,154
Rent& Utilities 4.0% 166,829 - 166,829
Repair& Maintenance 0.4°0 18,335 - 18,335
Services 7.5% 311,937 - 311,937
Supplies 0.8°0 32,765 - 32,765
Travel& Training 0.3% 11,255 - 11,255
18% TOTAL 730 075 25 000 705 075
percentage 3% 97%
Capital Projects
M&R Projects 12.8% $533,938 $415,438 $118,500
Capital Projects 53.7% 2,236,819 2,236,819 -
67% TOTAL 2 770 757 2 652 257 118 500
percentage 96% 4%
TOTAL ALL EXPENDITURES $ 4,165,034 $ 2,731,295 $ 1,433,739
doesnotincludetransfersout percentage 66% 34�
TOTAL AMOUNT ONE-TIME ON-GOING
NET CHANGE TO FUND BALANCE -$2,906,771 -$2,591,561 - 315 211
percentage 89% 11%
21
zz
FY 18/19 FY19/20
The ad valorem tax rate per$100 Adopted Proposed Change
of assessed valuation Tax Rate Tax Rate Amount
is proposed to increase M&O $ 0.13201 $0.11453 $ (0.01748)
from $.15600 to .16018. I&S $ 0.02399 $0.04565 $ 0.021660
$0.15600 $0.16018 $0.00418
The tax rate of$0.16018 is split between General Fund operations and debt service.
The allocation for general operations is $0.11453 and totals$1.63M.
The allocation for debt service is$0.04565 and the debt obligation secured by property taxes is$666K
• 2011 CO payment for street projects of$119K
• 2013 GO Refunding payment of$171K for Arts &Science Center construction.
• 2013 CO payment for the Westlake Academy construction expansion of$417K
Property Tax Rate per$100 Assessed Valuation
tshown in �7iillionsy This budget will raise more
revenue from property taxes
than last year's adopted
budget by an amount of
$430,534,which is a 23.02
percent increase from last
- - year's budget.
� �: �
.
The property tax revenue to be
' ' ' ' ' ' raised from new property
�o�� �o�� zo�� �n�4 �n�s ���6 �o-T� �a�s �c�9 �o�o added to the tax roll this year
actua� actua� a�ual aciva� actua� actuai actuai actua� acival proposed is$259�232.
As can be seen by the chart below, Westlake's ad valorem tax rate remains one of the lowest in the
immediate area as well as the state.
D.45 ����
Based on July 2019 certified values, �,,���
0.39990
the Town's"net taxable value" o.ao a.3,s�z
increased by$ 154,432,477 over the o.ss ■Trophy Club
prior year adjusted information for FY o 30 C.29025 oZ��� �Southlake
18-19
0.25 ❑Keller
This is attributable to �Z� ■Roanoke
�_��__
• 19%residential increase o.1s
❑Haslet
• 36%commercial increase o.io
� ❑Grapevine
• 13%personal increase
o.os
■Westlake
D.00 — -
23
Westlake's property values have increased appreciably over time, as shown in this chart.
The difference between assessed value and
taxable value is due to values related to the Appraised Value vs Taxable Vafue
Town's homestead and other exemptions. shown in billions
State law requires a taxing unit to calculate Appraised Value Taxa��e va�ue
two rates after receiving its certified
S 1.918
appraisal roll—the effective tax rate and S1.6oa
the rollback tax rate.The effective rate is S13y� $1.505
51.218
the rate that will generate the same - -
amount of property tax dollars as the ��282 51.437
51125 $1.Z09
previous year, excluding new construction $o.9aa
and annexations, when the two years are
compared. The rollback rate is the highest
tax rate the taxin unit can set before the FY15�16 FYz6�1� fY17/18 �v�s/sg FY19/20
g estimated propased
taxpayers can start tax rollback procedures.
Depending on the ultimate rate that is chosen by the Town and its relationship to the effective rate,
there are requirements that must be followed to comply with truth-in-taxation laws.These requirements
protect the public's right-to-know concerning tax rate decisions.
EXEMPTIONS TO THE TAX LEVY AND PROPERTY TAX REDUCTION FROM SALES AND USE TAX
1. Homestead Exemption
• This is an exemption offered by the Town which reduces the taxable value of all homes by 20%,
which is the maximum amount allowed under the law.
2. Additional 65+or Disabled Exemption
• A$10,000 exemption on the taxable value of homes of 65+or disabled residents. (This is one or
the other, not both).
3. Homestead Tax Ceiling
• Limits the total amount of taxes residents who are 65+or disabled pay so that the future years
their taxes will not increase beyond what they are currently paying.
• Any resident that was 65 when Westlake adjusted its ad valorem rate in 2010, will not pay any
municipal ad valorem taxes due to this tax ceiling.
• If a resident turned 65 this year,then the amount they paid this year in municipal ad valorem
taxes would remain fixed at that amount. They will not pay more but could potentially pay less if
taxes are lowered
4. Property Tax Reduction
• The citizens of Westlake voted to abolish the%z%additional sales and use tax for economic and
industrial development, Section 4A, and to implement the%% local sales and use tax to be used
to reduce the property tax rate effective October 1, 2006.
• Prior year's sales tax revenues are used in calculating the current tax rates based on State
Comptroller's Truth and Taxation process.
• Current calculations of Westlake's tax rate take these revenues into consideration and has saved
our residents approximately$.14 per$100 valuation.
24
AD VALOREM PROPERTY TAX
FIVE YEAR ANALYSIS
Homestead exemption 20% Over 65 exemption - $10,000
APP RAI S E D VAL U E S Based on Jul Certified Rolls
FY 15/16 FY 16/17 FY 17/18 FY18/19 Estimated • � • ••• -•
$ 1,217,972,636 $ 1,397,075,338 $ 1,504,837,430 $ 1,604,301,084 $ 1,917,557,292
amount chan e $ 179,102,702 $ 107,762,092 $ 99,463,654 $ 313,256,208
percent chan e 15% 8% 7% 20%
$cumulative ch $ 179,102,702 $ 286,864,794 $ 386,328,448 $ 699,584,656
%cumulative ch 15% 24°/a 32% 57%
NET TAXABLE VALUES (these values will not always total due to incomplete accounts,cases before ARB,etc)
FY 15/16 FY 16/17 I FY 17/18 I FY18/19 Estimated � ' •�• -�
Total Taxable Values $ 944,277,342 $ 1,125,601,167 $ 1,209,301,191 $ 1,282,161,791 $ 1,436,594,268
amountchange $ 181,323,825 $ 83,700,024 $ 72,860,600 $ 154,432,477
percent change 19% 7% 6% 12%
$cumulative chg $ 181,323,825 $ 265,023,849 $ 337,884,449 $ 492,316,926
%cumulative chg 19% 28°/a 36°/a 52°/a
Residential $ 575,171,641 $ 698,593,564 $ 767,948,881 $ 839,005,523 $ 996,550,612
amountchange $ 123,421,923 $ 69,355,317 $ 71,056,642 $ 157,545,089
percentchange 21% 10% 9% 19%
$cumulative chg $ 123,421,923 $ 192,777,240 $ 263,833,882 $ 421,378,971
%cumulative chg 13% 34% 46°/o 73%
Commercial $ 313,905,939 $ 319,566,649 $ 334,367,110 $ 331,015,502 $ 449,366,350
amountchange $ 5,660,710 $ 14,800,461 $ (3,351,608) $ 118,350,848
percent change 2% 5% -1% 36%
$cumulative chg $ (34,796,059) $ 20,461,171 $ 17,109,563 $ 135,460,411
%cumulative chg -4% 7% 5% 43%
Personal $ 87,390,778 $ 130,319,064 $ 113,747,318 $ 114,657,858 $ 130,064,496
amounf change $ 42,928,286 $ (16,571,746) $ 910,540 $ 15,406,638
percent change 49% -13% 1% 13%
$cumulative chg $ 42,928,286 $ 26,356,540 $ 27,267,080 $ 42,673,718
%cumulative chg 5% 30% 31% 49%
Ag Properties $ 515,675 $ 410,512 $ 400,144 $ 1,309,056 $ 1,055,318
25
AD VALOREM PROPERTY TAX
FIVE YEAR ANALYSIS
Homestead exemption 20% Over 65 exemption - $10,000
NEW NET TAXABLE VALUE
FY 15/16 FY 16/17 FY 17/18 FY18/19 Estimated • � - ••• -•
New Residential $ 41,980,793 $ 56,221,461 $ 29,301,506 $ 33,659,179 $ 72,482,544
amount chan e $ 14,240,668 $ 26,919,955 $ 4,357,673 $ 38,823,365
percent chan e 34% -48% 15% 115%
$cumulative ch $ 14,240,668 $ 12,679,287 $ 8,321,614 $ 30,501,751
%cumulative ch 2% -30% -20% 73%
New Commercial $ - $ - $ 13,586,641 $ 2,201,041 $ 89,355,469
amountchan e $ - $ 13,586,641 $ 11,385,600 $ 75,768,828
percentchan e 0% 100% -84% 3442%
$cumulative ch $ - $ 13,586,641 $ 2,201,041 $ 77,969,869
%cumulative ch 0% 100% 100% 100%
AVERAGE VALUE PER HOME
FY 15/16 ; FY 16/17 FY 17/18 FY18/19 Estimated � ' •�• -�
Avg Market Value $ 1,494,089 $ 1,803,855 $ 1,758,822 $ 1,827,975 $ 2,009,473
amount change $ 309,766 $ (45,033) $ 69,153 $ 181,498
percent change 21% -2.50% 3.93% 9.93%
$cumulative chg $ 309,766 $ 264,733 $ 333,886 $ 515,384
%cumulative chg 0% 18% 22% 34%
AD VALOREM TAX PAYMENT ON AVERAGE HOME VALUE(w/homestead exemption)
FY 15/16 FY 16/17 FY 17/18 FY18/19 Estimated � ' •�• -�
Avg Taxable Value $ 1,263,978 $ 1,425,943 $ 1,451,120 $ 1,505,483 $ 1,612,692
Tax Pa ment $ 1,976 $ 1,562 $ 1,581 $ 1,879 $ 2,067
amount change $ (414) $ 18 $ 298 $ 188
percent change -20.94°/a 1.17% 18.87% 9.99%
26
AD VALOREM PROPERTY TAX
FIVE YEAR ANALYSIS
Homestead exemption 20% Over 65 exemption - $10,000
TOTAL TAX REVENUE GENERATED
FY 15/16 FY 16/17 FY 17/18 FY18/19 Estimated • � • ••• -•
Total Revenue $ 1,479,452 $ 1,577,814 $ 1,622,109 $ 1,864,852 $ 2,301,137
amount chan e $ 98,362 $ 44,296 $ 242,743 $ 436,285
percent chan e 6.65% 2.81% 14.96% 23.40%
New Residential $ 61,533 $ 76,995 $ 39,894 $ 52,508 $ 116,103
amount chan e $ 15,462 $ 37,101 $ 12,614 $ 63,594
percent chan e 25.13% -48.19% 31.62% 121.11%
New Commercial $ - $ - $ 18,498 $ 3,434 $ 143,130
amount chan e $ - $ 18,498 $ 15,065 $ 139,696
percent change 0.00% 100% -81.44% 4068.47%
Raised from New $ 61,533 $ 76,995 $ 58,392 $ 55,942 $ 259,232
Raised from Existing $ 1,417,919 $ 1,500,818 $ 1,563,717 $ 1,808,910 $ 2,041,905
TAX RATE DISTRIBUTION AMOUNT
FY 15/16 FY 16/17 FY 17/18 FY18119 Estimated � ' ••• -•
General Fund $ 0.13947 $ 0.12882 $ 0.11133 $ 0.13201 $ 0.11453
Debt Service 0.01687 0.00813 0.02482 � 0.02399 � 0.04565
TOTAL TAX RATE $ 0.15634 $ 0.13695 $ 0.13615 $ 0.15600 $ 0.16018
amount change (0.01939) (0.00080) 0.01985 0.00418
percent change -12.40% -0.58% 14.58% 2.68%
TAX RATE DISTRIBUTION PERCENT
FY10/11 Actual FY16/17 Actual FY 17/18 FY18/19 Estimated • � • ••• -•
General Fund 89.21% 94.06% 81.77% 84.62% 71.50%
Debt Service 10.79% 5.94% 18.23% 15.38% 28.50%
TOTAL 100% 100% 100% 100% 100%
TAX REVENUE BY FUND TYPE
FY10/11 Actual FY16/17 Actual FY 17/18 FY18/19 Estimated � • ••• -•
General Fund $ 1,318,059 $ 1,482,625 $ 1,325,125 $ 1,577,153 $ 1,645,294.70
Debt Service $ 161,393 $ 95,189 $ 296,984 $ 287,699 , $ 655,842.00
TOTAL $ 1,479,452 $ 1,577,814 $ 1,622,109 $ 1,864,852 $ 2,301,137
amount change $ 98,362 $ 44,296 $ 242,743 $ 436,285
percent change 6.65% 2.81% 14.96% 23.40%
27
• i
�
zg
PAYROLL & RELATED
Program Summary
Fiscal Year 2019/2020
Adopted Estimated Proposed FY19/20 Proposed
Budget Budget Budget vs
FY 18/19 FY 18/19 FY19/20 FY 18/19 Estimated
Full-Time Regular Wages $ 3,472,786 $ 3,631,339 $ 3,968,278 $ 336,939 9%
Overtime Wages 121,725 140,004 146,015 6,010 4%
Part-Time Wages 290,025 224,133 169,874 (54,259) -24%
Premium Pay/On Call 21,476 22,539 23,382 843 4%
Auto Allowance 34,800 28,200 27,600 (600) -2%
Cell Phone Allowance 11,760 12,609 15,600 2,991 24%
Moving Allowance - 14,215 - (14,215) -100%
Performance Pay 42,000 42,500 44,500 2,000 5%
Compendated Absences - 9,195 9,195 - 0%
Total Base Wages 3,994,572 4,124,735 4,404,443 279,709 7%
Medicallnsurace 711,266 588,394 722,909 134,515 23%
Dentallnsurance 32,862 31,605 33,248 1,643 5%
LTD/AD&D/Life Insurance 36,141 26,860 31,674 4,814 18°/o
Totallnsurance 780,269 646,858 787,831 140,972 22%
Social Security � 247,663 256,236 272,505 16,269 6%
Medicare 57,843 59,447 63,731 4,284 7%
� Unemployment Taxes 9,517 9,430 10,109 680 7%
Worker's Compensation 33,966 40,027 54,906 14,878 37%
Total Taxes 348,989 365,140 401,251 36,111 10%
TMRS 461,823 511,491 528,349 16,859 3%
ICMA � 24,270 30,470 - (30,470) -100%
Total Retirement 486,093 541,961 528,349 (13,611) -3%
$ 5,609,923 $ 5,678,693 $ 6,121,874 $ 443,181 8%
29
PERSONNEL STAFFING by DEPARTMENT & POSITION
FY 18/19 �
20/21 21/22 22/23 23/24
Dept Position Estimated change
Forecast Forecast Forecast Forecast
Postions
10 GENERALADMINISTRATIVE
Administrative Assistant 1.00 1.00 - 1.00 1.00 1.00 1.00
funded byxfr WAF Executive Director - 0.50 0.50 1.00 1.00 1.00 1.00
our ro wa WqF Assistant - 0.50 0.50 0.50 0.50 0.50 0.50
1.00 2.00 1.00 2.50 2.50 2.50 2.50
11 TOWN MANAGER'S OFFICE
Town Manager AD - 1.00 1.00 1.00 1.00 1.00 1.00
Town Mana�er TB 0.50 - (0.50) - - - -
Deputy Town Manager 0.50 1.00 0.50 1.00 1.00 1.00 1.00
AssistantTown ManagerJG - 1.00 1.00 1.00 1.00 1.00 1.00
Assistant Town Manager AD 1.00 - (1.00) - - - -
Administrative Assistant 0.50 0.50 - 0.50 0.50 0.50 0.50
Part-Time Intern 0.50 0.50 - 0.50 0.50 0.50 0.50
3.00 4.00 1.00 4.00 4.00 4.00 4.00
12 PLANNING&DEVELOPMENT
Plannin�&Development Director 1.00 1.00 - 1.00 1.00 1.00 1.00
Development Coordinator 1.00 1.00 - 1.00 1.00 1.00 1.00
Chief Building Official 1.00 1.00 - 1.00 1.00 1.00 1.00
Permitting Clerk 1.00 1.00 - 1.00 1.00 1.00 1.00
4.00 4.00 - 4.00 4.00 4.00 4.00
13 TOWN SECRETARY'S OFFICE
Town Secretary 1.00 1.00 - 1.00 1.00 1.00 1.00
Administrative Assistant 0.50 0.50 - 0.50 0.50 0.50 0.50
1.50 1.50 - 1.50 1.50 1.50 1.50
14 FIRE/EMS DEPARTMENT
Fire Chief 1.00 1.00 - 1.00 1.00 1.00 1.00
Fire Marshal/Deputy Chief 1.00 1.00 - 1.00 1.00 1.00 1.00
1st Shift Lt.Firefighter/Paramedic 1.00 1.00 - 1.00 1.00 1.00 1.00
Firefighter/Paramedics full time 3.00 3.00 - 3.00 3.00 3.00 3.00
Firefighter/Paramedics parttime 0.50 1.00 0.50 1.00 1.00 1.00 1.00
2nd Shift Lt.Firefighter/Paramedic 1.00 1.00 - 1.00 1.00 1.00 1.00
Firefighter/Paramedics full time 3.00 3.00 - 3.00 3.00 3.00 3.00
Firefighter/Paramedics parttime 0.50 1.00 0.50 1.00 1.00 1.00 1.00
3rd Shift Lt.Firefighter/Paramedic 1.00 1.00 - 1.00 1.00 1.00 1.00
Firefighter/Paramedics full time 3.00 3.00 - 3.00 3.00 3.00 3.00
Firefighter/Paramedics parttime 0.50 1.00 0.50 1.00 1.00 1.00 1.00
Clerk/Admin Assistant - 1.00 1.00 1.00 1.00 1.00 1.00
Fire Inspector/Pub Ed Sp - - - 1.00 1.00 1.00 1.00
Driver Engineers - - - - 3.00 3.00 3.00
Lt.Firefighter/Paramedic - - - 1.00 1.00 1.00 1.00
2nd Station
Firefighter/Paramedics - - - 4.00 5.00 8.00 8.00
15.50 18.00 2.50 24.00 28.00 31.00 31.00
15.000 MUNICIPALCOURTOFFICE
Court Administrator 1.00 1.00 - 1.00 1.00 1.00 1.00
Lead Clerk 1.00 1.00 - 1.00 1.00 1.00 1.00
Clerk Full Time(split with 15.002) 1.00 0.50 (0.50) 0.50 0.50 0.50 0.50
ClerkPartTime 0.50 0.50 - 0.50 0.50 0.50 0.50
CourtJudge 0.25 0.25 - 0.25 0.25 0.25 0.25
3.75 3.25 (0.50) 3.25 3.25 3.25 3.25
15.001 MARSHAL SERVICES
Marshal PartTime 1 0.13 0.19 0.06 0.19 0.19 0.19 0.19
Marshal Part Time Z 0.13 0.19 0.06 0.19 0.19 0.19 0.19
Marshal Part Time 3 0.13 0.19 0.06 0.19 0.19 0.19 0.19
Marshal Part Time 4 0.13 0.19 0.06 0.19 0.19 0.19 0.19
0.50 0.75 0.25 0.75 0.75 0.75 0.75
30
PERSONNEL STAFFING by DEPARTMENT & POSITION
FY 18/19 �
20/21 21/22 22/23 23/24
Dept Position Estimated change
Forecast Forecast Forecast Forecast
Postions
15.002 JUVENILE CASE
Case Manager FT(split with 15.000) - 0.50 0.50 0.50 0.50 0.50 0.50
- 0.50 0.50 0.50 0.50 0.50 0.50
16 PUBLIC WORKS OFFICE
Public Works Director JG 1.00 - (1.00) - - - -
Public Works Director TM - 0.33 0.33 0.33 0.33 0.33 0.33
UtilityTechnician#1 1.00 1.00 - 1.00 1.00 1.00 1.00
Utility Billing Coordinator 1.00 1.00 - 1.00 1.00 1.00 1.00
UtilityTechnician#2 - 1.00 1.00 1.00 1.00 1.00 1.00
Superintendent - 1.00 1.00 1.00 1.00 1.00 1.00
Project Manager 1.00 - (1.00) 1.00 1.00 1.00 1.00
4.00 4.33 033 533 533 533 533
17 FACILITIES MAINTENANCE
Facilities Maintenance Director 0.50 0.33 (0.17) 0.33 0.33 0.33 0.33
Clerk/Admin Assistant 0.50 0.50 - 1.00 1.00 1.00 1.00
1.00 0.83 (0.17) 1.58 1.58 1.58 2.58
18 FINANCE OFFICE
Finance Director 1.00 1.00 - 1.00 1.00 1.00 1.00
Finance Supervisor 1.00 1.00 - 1.00 1.00 1.00 1.00
Accting Tech Level 2 Municipal 1.00 1.00 - 1.00 1.00 1.00 1.00
Business Manager WA - 1.00 1.00 - - - -
Accting Tech Level 1 for WA - 0.50 0.50 1.00 1.00 1.00 1.00
Accting Tech Level II Academic 1.00 - (1.00) 1.00 1.00 1.00 1.00
4.00 4.50 0.50 5.00 5.00 5.00 5.00
19 PARKS&RECREATION OFFICE
Parks&Recreation Director 0.50 0.33 (0.17) 0.33 0.33 0.33 0.33
Clerk Admin/Assistant 0.50 0.50 - - - - -
1.00 0.83 (0.17) 0.33 0.33 0.33 0.33
20 INFORMATION TECHNOLOGY
Information Technolo�v Director 1.00 1.00 - 1.00 1.00 1.00 1.00
Network Administrator 1.00 1.00 - 1.00 1.00 1.00 1.00
Systems Administrator - - - 1.00 1.00 1.00 1.00
2.00 2.00 - 3.00 3.00 3.00 3.00
21 HUMAN RESOURCES OFFICE
Human Resources Director 1.00 1.00 - 1.00 1.00 1.00 1.00
HR Generalist 1 1.00 1.00 - 1.00 1.00 1.00 1.00
HR Generalist 2 - - - 1.00 1.00 1.00 1.00
2.00 2.00 - 3.00 3.00 3.00 3.00
22 COMMUNICATIONS OFFICE
Communications Director 1.00 1.00 - 1.00 1.00 1.00 1.00
Manager 1.00 1.00 - 1.00 1.00 1.00 1.00
Assistant - - - 0.50 0.50 0.50 0.50
Marketing - - - 1.00 1.00 1.00 1.00
2.00 2.00 - 3.50 3.50 3.50 3.50
TOTAL POSITIONS 45.25 � � 5.25 62.25 66.25 69.25 70.25
TOTAL PAYROLL COSTS $5,678,693
change$from prior year $632,526 $443,181
change%from prior year 12.5% 7.8%
31
�x�. r- ;}x� �:,! .,��Y�';. {�`,�t:yY�"t�J.''b- --N -- ���
{��°'�r'i.;h'�3�x�.'y.'�'�tf?i.��.I.1�M1�'�'�Y[r��3"?.*+'N�'�*i'.:� �I6". ..+�N3�t�.'y.5�:�'�.,F��'��;*k?
Advisory Boards Town Attorney
And Commrttees �e�Cas-StudEttt++ousing
Assistants 1.50 ,— � �
continued on next page
�:��,F+s�+.ae� .er:.w=�^'S
Police S�rvices
� (contracte thru the
Finance Director — City of Keller) Facilities�aintenance
� Direc or.33
WA Business I Mu icipal
Manager Sup�rvisor FirelChief �NATechniciai°r — Assistant
� �
Accounting Accounting Business Services Deputy Chief
Tech I .SO Tech II Manager Fire�d}arst�al
�ieu enants J Parks& ecreation
�3� Direc�or.33
Human Resources �
Director PT Firefighter FT Firefighter �
I Paramedics(24) paramedics (12) Technician(.25)
HR Ge I eralist
Public Works Director
Court Ac�ministrator 33
� �
Information Technofvg}r
Di�eCtor Lead 4PartTime Superintendent � Assistant
Court Clerk Marshals .75
WA WA
Coordinator Technician Court Cle�_ ��e Technicians(2)
2x.50
I N et�vo rk
Manager Juvenil Case
Mgr .50)
@
Planning&Development
Dir�ctor
Communication� Town S�cretaP�
Dlrfttol' Chief Building Development �
I I Official Coordinator
� Assistant.50
Manager
Permit ing Clerk
This organizational chart is a visual depiction of the way work is distributed within the
T H E i o w N o F Town of Westlake. It is also meant to be a tool to help enhance our working relationship
W E ST LA K E with our customers,students and stake-holders, and to clear channels of communications
to better accomplish our goals and objectives.
� �ISTINCTIVE BY DESIGN
�
32
This organizational chart is a visual depiction of the way work is distributed within Westlake Academy
: • � ' � • '
continued jrom previous page WAF�XeCUtive
� � Di ector
I
I
Assistant.50
�
•
Primar� Princi I Seco�dary
P� SPED Coordi� Principal
Primary Assistant SPED Faculty _� ndary Assistant
Principal and Staff � Principal
_.._..���.ti._��.�..�.s.�
PrimaryCurricUlun.L AthletiC Dir. Registrar
coord�nator Student Life Coor inator
Administrative
Staff
Primary Couns�t6�
Technolo��
Coordinator
Primary Faculty MYP/DP Curriculum �
and Staff � Coordinators
Librariar� Heads of
Department
Grade Level
Team Leads
tP��ndary Counselor
�^Ilege Counselor
This chart is meant to be a
tool to help enhance our MYP/DP Faculty 1
and Staff
working relationship with
our customers, students and
stake-holders, and to clear
channels of communications
to better accomplish our
goals and objectives.
33
Personnel staffing levels for the Town of Westlake are presented in full-time equivalents (FTE) positions. For
example, a position staffed for 40 hours per week for 52 weeks per year(2,080 hours) equals one full-time
equivalent position. For firefighter/paramedic positions, an FTE is based on 2,912 hours per year, or an
average of 56 hours per week is used. An FTE position of.50 refers to a position that is funded for 1,040 hours
per year(2,080 x.50). The personnel count includes vacant positions.
Budgeted to be$5.03M and comprises 45%of General Fund total expenditures and other uses. This reflects
an 11%increase of$514K when compared to prior year estimates.
This increase is due to the following: FY 18/19 FY 19/20 Change Change
• addition of 2 full time positions Department Name Estimated Proposed Amount Percent
-Fire Department Business Manager Administrative 1.00 2.00 1.00 100%
-Public Works Technician
Town Manager 3.00 4.00 1.00 33%
• addition of 1 part time position Planning& Development 4.00 4.00 - 0%
-Finance Academy Accounting Town Secretary 1.50 1.50 - 0%
Technician
Emergency Services 15.50 18.00 2.50 16%
• The Town is recognizing a full year's Court/Marshal 4.25 4.50 0.25 6%
salary for new employees and Public Works 4.00 4.33 0.33 8%
promotions made at mid-year in the Facilities Maintenance 1.00 0.83 (0.17) -17%
prior year.
Finance Dept 4.00 4.50 0.50 13%
• The Fire Department will be Park& Recreation 1.00 0.83 (0.17) -17%
transitioning 3 part-time fire fighters Information Technology 2.00 2.00 - 0%
to full time employees which will be
Human Resources 2.00 2.00 - 0%
partially offset by the reduction of
the current part-time wages. Communications 2.00 2.00 - 0%
Total Employees 45.25 50.50 5Z5 12% �
Compensation Plan and Salary Survey:The Town of Westlake believes that market-based salary, in combination
with employee competence and their overall contribution to the Town's success,should largely determine their
compensation and career advancement opportunities. The ultimate goal of the compensation plan is to attract and
retain top talent and utilize best practices in all systems and processes supporting the plan.
Pay Increases:Salary adjustments will be made in order to remain competitive,retain talent,and reward
outstanding performance. Pay increases may occur due to market adjustments,or through performance pay. All
forms of compensation are subject to Town Manager approval and available funding appropriated on an annual
basis by the Town Council.
Performance Pay:Budgeted to be$54K($45K base).On-going performance pay may be awarded to individuals or
teams who,as determined in their performance evaluation,have clearly gone"above and beyond"their traditional
roles,job duties,and assignments over the evaluation period. Performance pay is awarded through the review process
and the established criteria outlined by the HR Department.
34
One-time performance pay may be offered to employees or teams who, based on performance evaluation, have been
determined to have gone"above and beyond"expectations. One-time performance pay is a lump-sum,one-time
payment,and will not impact the base pay of the employee and will not move their pay within their position's assigned
band. All performance pay,whether on-going or one-time adjustments,is dependent upon the availability of financial
resources.
Market Adjustments:Budgeted to be$212K($175K base).The Town will conduct an annual market salary study in
preparation for the upcoming fiscal year budget. Depending on the results of the market study,and if funds are
available,all or some of the salary bands will be proposed to the Town Council for adjustment based upon the
results of the annual market salary study.
Proposed adjustments to any pay band will not be proposed unless the market study indicates bands have
increased by 2.5%or more. Employee salaries may receive a market adjustment if their current salary has shifted
to become less than 97.5%of the market average. If any market adjustment is approved,all pay ranges and steps
will be adjusted accordingly on the first day of the fiscal year. This does not include the Town Manager,whose
compensation is determined by the Town Council.
35
•
36
�
1 ' 1 1 ' ' • ' • � : �
GENERAL FUND:
REVENUES AND OTHER SOURCES— PROPOSED BUDGET$11.204M; A 10% DECREASE OF $1.216M
• Sales& Use Tax
o Proposed budget is$5.437M; a 2%decrease of$112K
o Includes the Property Tax Reduction portion of the Sales tax receipts
o No Sales Tax Rebates related to Economic Development Agreements
• Ad Valorem Property Tax
o Proposed budget is $1.634M; a 6%decrease pf$98K
o The ad valorem tax rate per$100 of assessed valuation is proposed to increase from
$.15600 to .16018
• Franchise Fee Revenues
o Proposed budget is $316K; 1 62% decrease of$51K
o A reduction in franchise fee revenue is estimated based on the recent passage of SB
1152 that authorizes a cable or phone company to stop paying the lesser of its state
cable franchise or telephone access line fees, whichever are less for the company
statewide. Companies have until October 1st of every year to provide municipalities
notice of which fee they were planning to pay.
, • Building permits/inspection/plan review fees
o Proposed budgeted is$2.635M; a 51%decrease of 2.748M
o General Fund residential fees budgeted at$1.152M
o General Fund commercial fees budgeted at$1.482M
o One-time revenues from Entrada are projected to be $891K
TOTAL EXPENDITURES& OTHER USES— PROPOSED BUDGET$11.188M; A 10% DECREASE OF$1.216M
PAYROLL AND RELATED EXPENDITURES
• Proposed budget is$5.025M; a 7% increase of$514K
o Market band adjustments of$212K($175 base)are reflected (GF portion$173K)
o Performance Pay of$54K is included ($45K base)are reflected (GF portion$44K)
o New Deputy Town Manager at 100%of the fiscal year in addition to
o A full year's salary for promotions made at mid-year in the prior year.
o Employee Insurance reflects a 22%increase of$140K. Due to anticipated plan changes;
anticipated changes to existing employee coverage;additional insurance if proposed
positions are approved.
o Additional 3.5 positions: Fire Department Business Manager; Public Works Technician and
37
part-time Finance Academic Accounting
o Transition 3 part time Fire Fighters to full time employees and decrease part time pay$121K
o Increase hours of four part time Marshal's$20K
o Add cell phones allowances and car allowances$6K
OPERATIONS He MAINTENANCE EXPENDITURES
• Proposed budget is$4.808M; a 2% increase of$81K
o This section includes capital outlay, debt payments, leases/rentals, public notices, rent,
utilities, repair/maintenance costs, service/supply expenditures, travel and training.
o Transfers Out to the Debt Service fund decreased $279K
o Services increased $150K
o Repair& Maintenance increased $13K
o Capital Outlay increased $64K
NON-OPERATING EXPENDITURES
• Proposed budget is$1.354M; a 10%decrease of$1.216M
o To Fund 410 Capital Projects; decreased $133K
o To Fund 600 General M&R; decreased $12.234
o To Fund 505 Vehicle M&R; increased $5K
o To Fund 605 Vehicle M&R; decreased $449K
ENDING FUND BALANCE
• The ending fund balance is projected to be$12.115M; a 0.13% increase of$16K
• The unassigned balance of$11.832M represents coverage for 439 operating days.
ENTERPRISE FUNDS
• Enterprise Funds are comprised of two funds
0 255 Cemetery Fund
0 410 Utility Fund
• Proposed revenues and other sources $5.671M; a decrease of$618K
� Proposed expenditures and other uses $4.898M; an increase of$245K
• The ending fund balance is projected to be $2.888m; an increase of$772K
INTERNAL SERVICE FUNDS
• Internal Service Funds are comprised of four funds
0 505 Utility Vehicle Maintenance and Replacement
0 510 Utility Maintenance and Replacement
0 600 General Maintenance and Replacement
0 605 General Vehicle Maintenance and Replacement
� Proposed revenues and other sources $528K; a decrease of$1.898M
• Proposed expenditures and other uses $932K; a decrease of$408K
• The ending fund balance is projected to be $2.117M; a decrease of$403K
38
SPECIAL REVENUE FUNDS (MUNICIPAL)
• Special Revenue Funds are comprised of six funds
0 220 Visitor Association Fund
0 200 4B Economic Development Fund
0 210 Economic Development Fund
0 215 Local Public Improvement District
0 225 Public Arts Fund
0 418 Lone Star Public Fund
• Proposed revenues and other sources $2.965M; a decrease of$405K
� Proposed expenditures and other uses $3.085M; a decrease of$456K
• The ending fund balance is projected to be $879K; a decrease of$119K
DEBT SERVICE FUNDS
• Debt Service Funds are comprised of two funds
o Fund 300—Revenue Supported Debt
o Fund 301—Property Tax Supported Debt
• Proposed revenues and other sources $2.654M; a decrease of$50K
• Proposed expenditures and other uses $2.697M; a decrease of$4K
• The ending fund balance is projected to be$0; a decrease of$43K
CAPITAL PROJECT FUND
• Capital Project Funds are comprised of three funds
0 410 Capital Project Fund
0 412 Academic Expansion Fund (Westlake Academy)
0 405 Municipal Expansion Fund (Fire Station)
• Proposed revenues and other sources $1.370M; a decrease of$1.017M
• Proposed expenditures and other uses $2.385M; a decrease of$624K
� The ending fund balance is projected to be $5.608K; an increase of$1.04M
N � ' � � �
GENERAL FUND:
REVENUES AND OTHER SOURCES
• Sales& Use Tax Revenue
o Annual increase of 2%to base sales and use tax thru 2024
o Schwab Phase I and II added in 2021 thru 2024
o Front 44 added in 2022 thru 2024
• Property Tax Revenue
o Projected to remain flat thru year 2024
o Estimate value on the roll two years from date of permit for new construction—separate
line-item on forecast from 20/21 thru 23/24
39
• Building permits/inspection/plan review fees
o based on estimated schedule of annual permits for commercial and residential growth
shown separately
o FY2021—22%decrease
o FY2022—8% decrease
o FY2023—8% decrease
o FY2024—1% decrease
• Franchise Fees; increase annually by 1%thereafter
• Fines and Forfeitures; increase annually 0.05%
• All other revenues—are increased 1%annually based on analysis
TOTAL EXPENDITURES AND OTHER USES
• Payroll and related; overall increase annually by 3%
• 3% -all wages
• 0% - related to allowances
• 7.5%- Medical Insurance
• 1%- Insurance—Dental and Various taxes
• 3%-Social Security and Medicare taxes
• 3%-TMRS Retirement
• Capital Outlay and Debt remain flat thru 2024
• Public Notices increase annually by 1%
• Rent increases based on tiered payment schedule
• All other Expenditures increase annually 2%
� Capital Operating Budget is based on operating expenditures from capital project worksheets
• Transfers Out to conduit funds
o Transfer Out to Debt Service Fund 300 is used to cover sales tax shortage from 46 funds that are
used for debt payments in fund 300.
o Transfer Out to Maintenance/Replacements Funds 505-600-605 are utilized to build the fund
balance.
o Transfer Out to Capital Projects Fund 410—based on General Fund one-time planning and
development building permit fees.
ENTERPRISE FUNDS
• Revenues and Other Sources average annual increase is 2%
• Expenditures and Other Uses average annual increase is 2%
INTERNAL SERVICE FUNDS
• Revenues and Other Sources average annual increase is 10% based on one-time revenue transfers
• Expenditures and Other Uses are based on 5-year projected expenditures (including a fire truck in
2023-24)
SPECIAL REVENUE FUNDS
• Revenues and Other Sources average annual increase is 10%
• Expenditures and Other Uses average annual increase is 1%
40
SUMMARY - FIVE YEAR FINANCIAL FORECAST
ADOPTED ESTIMATED ����• � Projected Projected Projected Projected
FY 18-19 FY 18-19 � FY 20-21 FY 21-22 FY 22-23 FY 23-24
• � �
Total Revenues and Other Sources $12,313,609 $14,758,012 $11,204,267 $11,397,382 $11,623,206 $11,800,916 $12,049,542
Total Expenditures and Other Uses (12,064,992) (12,404,565) (11,188,173) (11,171,518) (11,314,388) (11,504,060) (11,757,965)
� � � �:
Beginning Fund Balance 9,216,610 9,761,849 12,115,296 12,131,390 12,357,254 12,666,072 12,962,928
Endin�Fund Balance 9,465,227 12,115,296 12,131,390 12,357,254 12,666,072 12,962,928 13,254,505
Restricted/Committed/Assigned 304,504 290,880 298,560 298,560 298,560 298,560 298,560
Unassigned Ending Balance $ 9,160,724 $ 11,824,416 � $ 12,058,694 $ 12,367,512 $ 12,664,368 $ 12,955,945
Operating Expenditures 9,578,926 $ 9,237,500 $ 9,833,443 $10,072,973 $10,315,843 $10,551,955 $10,805,860
Operating Cost per Day 26,146 $ 25,308 $ 26,941 $ 27,597 $ 28,263 $ 28,909 $ 29,605
OPERATING DAYS 350 467 439 437 438 438 438
. � . ,
Total Revenues and Other Sources $ 7,540,741 $ 7,001,651 $ 5,671,403 $ 5,805,842 $ 5,899,012 $ 5,994,356 $ 6,107,416
Total Expenditures and Other Uses (6,364,008) (6,649,006) (4,898,554) (4,786,119) (4,859,497) (4,932,485) (5,007,090)
� � � � � �. � ��
Beginning Fund Balance 432,719 1,762,740 2,115,385 2,888,234 3,907,958 4,947,473 6,009,343
Endin�Fund Balance 1,609,452 2,115,385 2,888,234 3,907,958 4,947,473 6,009,343 7,109,669
Restricted/Committed/Assigned 1,311,169 1,315,653 1,313,640 1,173,626 1,171,612 1,169,598 1,167,584
Unassigned Ending Balance $ 298,283 $ 799,732 � $ 2,734,332 $ 3,775,861 $ 4,839,746 $ 5,942,086
. � . ,
Total Revenues and Other Sources $ 1,503,545 $ 2,427,253 $ 528,839 $ 796,484 $ 696,484 $ 696,484 $ 696,484
Total Expenditures and Other Uses (1,079,475) (1,340,869) (932,438) (860,000) (584,029) (442,000) (2,268,000)
� � � � �: �
Beginning Fund Balance 1,570,999 1,434,482 2,520,867 2,117,268 2,053,752 2,166,207 2,420,691
Endin�Fund Balance 1,995,069 2,520,867 2.117.268 2,053,752 2,166,207 2,420,691 849,175
Restricted/Committed/Assigned 1,995,069 2,520,867 2,117,268 2,053,752 2,166,207 2,420,691 849,175
Unassigned Ending Balance $ - $ - � $ - $ - $ - $ -
. � . �
Total Revenues and Other Sources $ 2,835,410 $ 3,371,237 $ 2,965,937 $ 3,102,677 $ 3,257,723 $ 3,866,588 $ 4,242,056
Total Expenditures and Other Uses (2,884,218) (3,542,024) (3,085,448) (3,140,510) (3,096,364) (3,206,043) (3,253,561)
� � :�: � � .�
Beginning Fund Balance 1,175,308 1,170,052 999,265 879,754 841,921 1,003,280 1,663,825
EndinR Fund Balance 1,126,501 999,265 879.754 841,921 1,003,280 1,663,825 2,652,320
Restricted/Committed/Assigned 1,126,500 999,265 879,754 841,921 1,003,280 1,663,825 2,652,320
Unassigned Ending Balance $ 1 $ - � $ - $ - $ - $ -
41
SUMMARY - FIVE YEAR FINANCIAL FORECAST
ADOPTED ESTIMATED ����• � Projected Projected Projected Projected
FY 18-19 FY 18-19 � FY 20-21 FY 21-22 FY 22-23 FY 23-24
� � � �
Total Revenues and Other Sources $ 2,662,779 $ 2,705,331 $ 2,654,710 $ 2,692,314 $ 2,695,083 $ 2,691,693 $ 2,688,588
Total Expenditures and Other Uses (2,693,600) (2,693,600) (2,697,690) (2,692,314) (2,695,083) (2,691,693) (2,688,588)
� � : � : �
Beginning Fund Balance 30,821 31,249 42,980 - - - -
Ending Fund Balance 0 42,980 - - - - -
Restricted/Committed/Assigned 0 42,980 - - - - -
Unassigned Ending Balance $ - $ - � $ - $ - $ - $ -
� ' � ' ' • �
Total Revenues and Other Sources $ 4,643,614 $ 2,388,826 $ 1,370,886 $ 2,371,751 $ 508,945 $ 462,505 $ 462,505
Total Expenditures and Other Uses (4,676,681) (3,010,728) (2,385,749) (1,794,646) (55,000) - -
� � �. •� � � � �
Beginning Fund Balance 7,202,595 7,245,405 6,623,503 5,608,640 6,185,745 6,639,690 7,102,195
EndinR Fund Balance 7,169,528 6,623,503 5.608.640 6,185,745 6,639,690 7,102,195 7,564,700
Restricted/Committed/Assigned 7,169,528 6,623,503 5,608,640 6,185,745 6,639,690 7,102,195 7,564,700
Unassigned Ending Balance $ - $ - � $ - $ - $ - $ -
' � � • � � . � � .
Total Revenues and Other Sources $31,499,699 $32,652,311 $24,396,042 $26,166,450 $24,680,453 $25,512,541 $26,246,591
Total Expenditures and Other Uses (29,762,974) (29,640,792) (25,188,052) (24,445,107) (22,604,361) (22,776,281) (24,975,204)
� � : � • � � � . �� .�
Beginning Fund Balance 19,629,052 21,405,778 24,417,301 23,625,287 25,346,630 27,422,722 30,158,982
Endin�Fund Balance 21,365,777 24,417,297 23.625,291 25,346,630 27,422,722 30,158,982 31,430,369
Restricted/Committed/Assigned 11,906,771 11,793,149 10,217,862 10,553,604 11,279,349 12,654,869 12,532,339
Unassigned Ending Balance $ 9,459,008 $ 12,624,148 � $ 14,793,026 $ 16,143,373 $ 17,504,114 $ 18,898,030
42
SUMMARY - FIVE YEAR FINANCIAL FORECAST
ADOPTED ESTIMATED ����• � Projected Projected Projected Projected
FY 18-19 FY 18-19 � FY 20-21 FY 21-22 FY 22-23 FY 23-24
• � �
Total Revenues and Other Sources $12,313,609 $14,758,012 $11,204,267 $11,397,382 $11,623,206 $11,800,916 $12,049,542
Total Expenditures and Other Uses (12,064,992) (12,404,565) (11,188,173) (11,171,518) (11,314,388) (11,504,060) (11,757,965)
� � � �:
Beginning Fund Balance 9,216,610 9,761,849 12,115,296 12,131,390 12,357,254 12,666,072 12,962,928
Endin�Fund Balance 9,465,227 12,115,296 12,131,390 12,357,254 12,666,072 12,962,928 13,254,505
Restricted/Committed/Assigned 304,504 290,880 298,560 298,560 298,560 298,560 298,560
Unassigned Ending Balance $ 9,160,724 $ 11,824,416 � $ 12,058,694 $ 12,367,512 $ 12,664,368 $ 12,955,945
Operating Expenditures 9,578,926 $ 9,237,500 $ 9,833,443 $10,072,973 $10,315,843 $10,551,955 $10,805,860
Operating Cost per Day 26,146 $ 25,308 $ 26,941 $ 27,597 $ 28,263 $ 28,909 $ 29,605
OPERATING DAYS 350 467 439 437 438 438 438
. � . ,
Total Revenues and Other Sources $ 7,540,741 $ 7,001,651 $ 5,671,403 $ 5,805,842 $ 5,899,012 $ 5,994,356 $ 6,107,416
Total Expenditures and Other Uses (6,364,008) (6,649,006) (4,898,554) (4,786,119) (4,859,497) (4,932,485) (5,007,090)
� � � � � �. � ��
Beginning Fund Balance 432,719 1,762,740 2,115,385 2,888,234 3,907,958 4,947,473 6,009,343
Endin�Fund Balance 1,609,452 2,115,385 2,888,234 3,907,958 4,947,473 6,009,343 7,109,669
Restricted/Committed/Assigned 1,311,169 1,315,653 1,313,640 1,173,626 1,171,612 1,169,598 1,167,584
Unassigned Ending Balance $ 298,283 $ 799,732 � $ 2,734,332 $ 3,775,861 $ 4,839,746 $ 5,942,086
. � . ,
Total Revenues and Other Sources $ 1,503,545 $ 2,427,253 $ 528,839 $ 796,484 $ 696,484 $ 696,484 $ 696,484
Total Expenditures and Other Uses (1,079,475) (1,340,869) (932,438) (860,000) (584,029) (442,000) (2,268,000)
� � � � �: �
Beginning Fund Balance 1,570,999 1,434,482 2,520,867 2,117,268 2,053,752 2,166,207 2,420,691
Endin�Fund Balance 1,995,069 2,520,867 2.117.268 2,053,752 2,166,207 2,420,691 849,175
Restricted/Committed/Assigned 1,995,069 2,520,867 2,117,268 2,053,752 2,166,207 2,420,691 849,175
Unassigned Ending Balance $ - $ - � $ - $ - $ - $ -
. � . �
Total Revenues and Other Sources $ 2,835,410 $ 3,371,237 $ 2,965,937 $ 3,102,677 $ 3,257,723 $ 3,866,588 $ 4,242,056
Total Expenditures and Other Uses (2,884,218) (3,542,024) (3,085,448) (3,140,510) (3,096,364) (3,206,043) (3,253,561)
� � :�: � � .�
Beginning Fund Balance 1,175,308 1,170,052 999,265 879,754 841,921 1,003,280 1,663,825
EndinR Fund Balance 1,126,501 999,265 879.754 841,921 1,003,280 1,663,825 2,652,320
Restricted/Committed/Assigned 1,126,500 999,265 879,754 841,921 1,003,280 1,663,825 2,652,320
Unassigned Ending Balance $ 1 $ - � $ - $ - $ - $ -
43
SUMMARY - FIVE YEAR FINANCIAL FORECAST
ADOPTED ESTIMATED ����• � Projected Projected Projected Projected
FY 18-19 FY 18-19 � FY 20-21 FY 21-22 FY 22-23 FY 23-24
� � � �
Total Revenues and Other Sources $ 2,662,779 $ 2,705,331 $ 2,654,710 $ 2,692,314 $ 2,695,083 $ 2,691,693 $ 2,688,588
Total Expenditures and Other Uses (2,693,600) (2,693,600) (2,697,690) (2,692,314) (2,695,083) (2,691,693) (2,688,588)
� � : � : �
Beginning Fund Balance 30,821 31,249 42,980 - - - -
Ending Fund Balance 0 42,980 - - - - -
Restricted/Committed/Assigned 0 42,980 - - - - -
Unassigned Ending Balance $ - $ - � $ - $ - $ - $ -
� ' � ' ' • �
Total Revenues and Other Sources $ 4,643,614 $ 2,388,826 $ 1,370,886 $ 2,371,751 $ 508,945 $ 462,505 $ 462,505
Total Expenditures and Other Uses (4,676,681) (3,010,728) (2,385,749) (1,794,646) (55,000) - -
� � �. •� � � � �
Beginning Fund Balance 7,202,595 7,245,405 6,623,503 5,608,640 6,185,745 6,639,690 7,102,195
EndinR Fund Balance 7,169,528 6,623,503 5.608.640 6,185,745 6,639,690 7,102,195 7,564,700
Restricted/Committed/Assigned 7,169,528 6,623,503 5,608,640 6,185,745 6,639,690 7,102,195 7,564,700
Unassigned Ending Balance $ - $ - � $ - $ - $ - $ -
' � � • � � . � � .
Total Revenues and Other Sources $31,499,699 $32,652,311 $24,396,042 $26,166,450 $24,680,453 $25,512,541 $26,246,591
Total Expenditures and Other Uses (29,762,974) (29,640,792) (25,188,052) (24,445,107) (22,604,361) (22,776,281) (24,975,204)
� � : � • � � � . �� .�
Beginning Fund Balance 19,629,052 21,405,778 24,417,301 23,625,287 25,346,630 27,422,722 30,158,982
Endin�Fund Balance 21,365,777 24,417,297 23.625,291 25,346,630 27,422,722 30,158,982 31,430,369
Restricted/Committed/Assigned 11,906,771 11,793,149 10,217,862 10,553,604 11,279,349 12,654,869 12,532,339
Unassigned Ending Balance $ 9,459,008 $ 12,624,148 � $ 14,793,026 $ 16,143,373 $ 17,504,114 $ 18,898,030
44
FIVE YEAR FINANCIAL FORECAST
ALL MUNICIPAL FUNDS
FYO18 19 E FYI 118-19D •.,•, �, FY 20-21 FY 21-22 FY 22-23 FY 23-24
■
• � • • • � ,
� 11 ' � �
Sales&Use Tax Revenues 2% $ 4,400,000 $ 7,050,000 $ 7,250,000 $ 7,395,000 $ 7,542,900 $ 7,693,758 $ 7,847,633
Commerciall onetime vision 1,200,000 750,000 - 250,000 250,000 250,000 250,000
Commercial2 onetime vision - - - - 50,000 100,000 100,000
BASE SALES&USE TAX 5,600,000 7,800,000 7,250,000 7,645,000 7,842,900 8,043,758 8,197,633
Allocation to 4B 2% (1,400,000) (1,950,000) (1,812,500) (1,848,750) (1,885,725) (1,923,440) (1,961,908)
Allocation to ED vision (198,000) (300,000) - - - - -
Allocation to ED hard coded (102,000) - - - - - -
ALLOCATIONS TO OTHER FUNDS (1,700,000) (2,250,000) (1,812,500) (1,848,750) (1,885,725) (1,923,440) (1,961,908)
Total Generel Sales Tax 3,900,000 5,550,000 5,437,500 5,796,250 5,957,175 6,120,315 6,235,725
Property Tax 0% 1,733,356 1,733,356 1,634,916 1,634,916 1,634,916 1,634,916 1,634,916
Addl Residential(cumulative) schedule - - - 347,235 455,074 562,084 669,094
Deloitte Abatement Ends 20/21 hard coded - - - - 75,000 75,000 75,000
BASEPROPERTYTAX 1,733,356 1,733,356 1,634,916 1,952,151 2,164,990 2,272,000 2,379,010
Additional Commercial schedule - - - 308,100 308,100 308,100 308,100
Schwab Abatement Starts 16/ll schedule - - - (184,860) (154,050) (123,240) (92,430)
ADDITIONAL DEVELOPMENT - - - 123,240 154,050 184,860 215,670
Total Property Tax 1,733,356 1,733,356 1,634,916 2,305,391 2,319,040 2,456,560 2,594,680
Building-MEP-Driveway Permits dept 12 schedule 2,365,380 2,603,579 1,514,365 1,124,122 1,017,811 945,361 930,361
Inspection/Plan Review Fees dept 12 schedule 1,781,733 2,457,620 949,452 762,544 708,490 649,370 649,370
Grading/Excavation Fees dept 12 schedule 37,599 22,707 28,741 34,290 31,290 28,200 28,200
Erosion ControlFees dept 12 schedule 85,500 52,500 70,500 84,000 76,500 69,000 69,000
Fire Inspection Permits dept 14 schedule 87,359 247,089 72,267 46,200 44,000 38,500 39,400
Permits and Fees(Building Residential&Commercial) 4,357,571 5,383,495 2,635,325 2,051,156 1,878,091 1,730,431 1,716,331
Liquor Permit Fees dept 10 1% 3,080 3,080 3,080 3,111 3,142 3,173 3,205
Other Misc Permits dept 10 1% - - - - - - -
Administrative Fees dept 10 1% 2,353 3,580 3,580 3,616 3,652 3,688 3,725
Reforestation Tree Escrow dept 12 1% 12,265 12,000 25,000 25,250 25,503 25,758 26,015
Re-Inspection Fees dept 12 1% 100 50 50 51 51 52 52
Gas Well-Site Permits dept 12 1% - - - - - - -
Gas Well-Drilling Permits dept 12 1% - - - - - - -
Gas Well Misc Fees dept 12 1% 10,500 10,000 - - - - -
Insurance&Surety Review Fees dept 12 1% 1,000 500 - - - - -
RenewalFees dept 12 1% 500 250 - - - - -
Engineer Review/Civil dept 12 1% 20,800 20,000 20,000 20,200 20,402 20,606 20,812
Pre-Submittal Reviews dept 12 1% - - - - - - -
Development Fees dept 12 1% 77,190 77,000 30,000 30,300 30,603 30,909 31,218
Development Fees-Entrada dept 12 1% - - - - - - -
Contractor Registration Fees dept 12 1% 24,015 24,000 15,000 15,150 15,302 15,455 15,609
EMS Revenues dept 14 1% 100,000 100,000 100,000 101,000 102,010 103,030 104,060
Firefighter Equipment Fees dept 14 1% 2,000 - - - - - -
Fire Code Inspections dept 14 1% 525 525 525 530 536 541 546
Administrative Fees dept 15 1% 8,975 - - - - - -
Misc Permits and Fees(Other) 263,303 250,985 197,235 199,207 201,199 203,211 205,244
Sales of Surplus/Scrap Items dept 10 1% 2,790 2,790 2,790 2,818 2,846 2,875 2,903
Insurance Refund/Equity Return dept 10 1% 5,000 5,000 5,000 5,050 5,101 5,152 5,203
Misc Revenue dept 10 1% 3,710 3,710 3,710 3,747 3,785 3,822 3,861
Misc Revenue dept 12 1% - 1,315 100 101 102 103 104
Misc Revenue dept 15 1% 25 - - - - - -
Misc Revenue dept 16 1% 1,460 1,460 - - - - -
Misc Revenue dept 17 1% - - - - - - -
Facility Rental dept 17 1% 21,800 21,800 15,000 15,150 15,302 15,455 15,609
Misc Revenue dept 22 1% 5,000 5,000 - - - - -
Misc Income 39,785 41,075 26,600 26,866 27,135 27,406 27,680
AT&T/SBC dept 10 1% 304,700 304,700 100,551 101,557 102,572 103,598 104,634
Verizon dept 10 1% 23,665 23,665 7,810 7,888 7,967 8,047 8,127
TXU/AtmosGas dept 10 1% 39,420 49,700 16,401 16,565 16,731 16,898 17,067
Charter dept 10 1% 26,955 26,955 8,895 8,984 9,074 9,165 9,256
One Source dept 10 1% 3,670 3,670 1,211 1,223 1,235 1,248 1,260
Southwestern Bell dept 10 1% - - - - - - -
Tri-County Electric dept 10 1% 473,000 310,000 102,300 103,323 104,356 105,400 106,454
45
FIVE YEAR FINANCIAL FORECAST
ALL MUNICIPAL FUNDS
FYO18 19 E FYI 118-19D •.,•, �, FY 20-21 FY 21-22 FY 22-23 FY 23-24
Trinity Waste/AWIN Mgmt dept 10 1% 63,675 63,675 63,675 64,312 64,955 65,604 66,260
Misc Franchise Fees dept 10 1% 48,730 48,730 16,081 16,242 16,404 16,568 16,734
Franchise Fees 983,815 831,095 316,924 320,093 323,294 326,527 329,792
Citation Revenue dept 15 0% 620,789 475,003 475,003 475,250 475,496 475,743 475,990
Citation Revenue dept 15 0% - - - - - - -
CourtTechology dept 15 0% 19,395 17,228 17,228 17,237 17,246 17,255 17,264
CourtSecurity dept 15 0% 14,492 12,927 12,927 12,934 12,940 12,947 12,954
WarrantFees dept 15 0% 41,820 39,338 39,338 39,358 39,379 39,399 39,420
NSF CheckFees dept 15 0% 5,240 350 350 350 350 351 351
Court Efficiency Fees dept 15 0% 1,879 2,580 2,580 2,581 2,583 2,584 2,585
LawEnforcementStds/Edu dept 15 0% 685 685 - - - - -
Collection Fees dept 15 0% 11,245 - - - - - -
Court Fines and Forfeitures 715,545 548,111 547,426 547,710 547,994 548,279 548,563
Beverage Tax dept 10 1% 62,500 62,500 62,500 63,125 63,756 64,394 65,038
Entrada Hotel dept 10 1% - - - - 15,000 15,000 15,000
Front44 dept 10 1% - - - - - 15,000 15,000
Beverage Tax 62,500 62,500 62,500 63,125 78,756 94,394 95,038
Interest Income dept 11 1% 175,339 275,000 275,000 277,750 280,528 283,333 286,166
Interest Income dept 15 1% 3,616 3,616 3,616 3,652 3,689 3,726 3,763
Interest Income 178,955 278,616 278,616 281,402 284,216 287,058 289,929
Contributions dept 11 1% - - - - - - -
Contributions dept 14 1% 12,240 12,240 - - - - -
Contributions 12,240 12,240 - - - - -
Transfer In-UF 500 for Impact Fees linked to UF 66,539 66,539 67,225 6,181 6,305 6,431 6,560
Transfers In 66,539 66,539 67,225 6,181 6,305 6,431 6,560
TOTAL REVENUES 12,313,609 14,758,012 i� . 11,397,382 11,623,206 11,800,916 12,049,542
Wages-Full Time Salaries acct 41110 3% (3,472,786) (3,631,339) (3,968,278) (4,087,326) (4,209,946) (4,336,244) (4,466,331)
Wages-PartTimeSalaries acct 41210 3% (290,025) (224,133) (169,874) (174,970) (180,219) (185,626) (191,195)
Wages-Overtime acct 41120 3% (121,725) (140,004) (146,015) (150,395) (154,907) (159,554) (164,341)
Wages-PremiumPay acct 41510 3% (21,476) (22,539) (23,382) (24,083) (24,806) (25,550) (26,3ll)
Wages-Fire Administrative acct 41620 0% - - - - - - -
Wages-Car Allowance acct 41640 0% (34,800) (28,200) (27,600) (27,600) (27,600) (27,600) (27,600)
Wages-Moving Allowance acct 41645 0% - (14,215) - - - - -
Wages-Performance Pay acct 41647 0% (42,000) (42,500) (44,500) - - - -
Wages-Phone Allowance aat 41641 0% (11,760) (12,609) (15,600) (15,600) (15,600) (15,600) (15,600)
Other-Transfers In VA&UF acct 42698 3% 1,114,192 1,158,443 1,087,303 1,119,922 1,153,520 1,188,125 1,223,769
PayrollSalaries&Wages (2,880,380) (2,957,097) (3,307,945) (3,360,053) (3,459,558) (3,562,049) (3,667,614)
Insurance-Medical acct 42110 8% (711,266) (588,394) (722,909) (777,127) (835,412) (898,068) (965,423)
Insurance-Dental acct 42111 1% (32,862) (31,605) (33,248) (33,580) (33,916) (34,255) (34,598)
Insurance-Life acct 42130 0% (36,141) (26,860) (31,674) (31,831) (31,988) (32,147) (32,306)
Taxes-SocialSecurity acct 42210 3% (247,663) (256,236) (272,505) (280,680) (289,101) (297,774) (306,707)
Taxes-Medicare acct 42220 3% (57,843) (59,447) (63,731) (65,643) (67,612) (69,640) (71,730)
Taxes-Unemployment acct 42510 1% (9,Sll) (9,430) (10,109) (10,210) (10,312) (10,415) (10,520)
Taxes-Workers Comp acct 42610 1% (33,966) (40,027) (54,906) (55,455) (56,009) (56,569) (57,135)
Retirement-TMRS aat 42310 3% (461,823) (511,491) (528,349) (544,200) (560,526) (577,342) (594,662)
Retirement-ICMA acct 42311 0% (24,270) (30,470) - - - - -
Payroll Taxes,Insurance,Retirement (1,615,351) (1,553,959) (1,717,431) (1,798,726) (1,884,877) (1,976,230) (2,073,080)
Total Payroll and Related (4,495,731) (4,511,055) (5,025,376) (5,158,779) (5,344,435) (5,538,259) (5,740,694)
Planning&Development dept 12 0% (490) (750) (750) (750) (750) (750) (750)
Fire Department dept 14 0% (27,900) (21,900) (71,900) (71,900) (71,900) (71,900) (71,900)
Municipal Court dept 15 0% - (1,500) (1,500) (1,500) (1,500) (1,500) (1,500)
Public Works dept 16 0% (5,000) (5,000) (5,000) (5,000) (5,000) (5,000) (5,000)
Facilities dept 17 0% - - (7,800) (7,800) (7,800) (7,800) (7,800)
Finance Department dept 18 0% (1,800) (1,800) (5,710) (5,710) (5,710) (5,710) (5,710)
Parks&Recreations dept 19 0% (520) (520) (3,020) (3,020) (3,020) (3,020) (3,020)
Total Capital Outlay (35,710) (31,470) (95,680) (95,680) (95,680) (95,650) (95,680)
General Service Debt(thru 24/25)(BBP) acct 47120 0% (36,680) (36,680) (36,680) (36,680) (36,680) (36,680) (36,680)
Westlake Reserve acct 47900 0% (315,000) (224,806) (219,750) (219,750) (219,750) (219,750) (219,750)
TotalDebtExpenditures (351,680) (261,486) (256,430) (256,430) (256,430) (256,430) (256,430)
GeneralServices dept 10 2% (6,160) (6,160) (6,160) (6,283) (6,409) (6,537) (6,668)
Administrative dept 11 2% (295) (295) (295) (301) (307) (313) (319)
Planning&Development dept 12 2% (1,134) (1,750) (1,750) (1,785) (1,821) (1,857) (1,894)
Town Secretary dept 13 2% (2,705) (2,705) (2,705) (2,759) (2,814) (2,871) (2,928)
46
FIVE YEAR FINANCIAL FORECAST
ALL MUNICIPAL FUNDS
FYO18 19 E FYI 118-19D •.,•, �, FY 20-21 FY 21-22 FY 22-23 FY 23-24
Fire Department dept 14 2% (1,200) (1,200) (1,200) (1,224) (1,248) (1,273) (1,299)
Municipal Court dept 15 2% (10,866) (10,866) (10,866) (11,083) (11,305) (11,531) (11,762)
Public Works dept 16 2% - - - - - - -
Facilities Maintenance WA dept ll 2% (4,226) (4,226) (7,226) (7,371) (7,518) (7,668) (7,822)
Finance Department dept 18 2% (1,550) (1,550) (1,550) (1,581) (1,613) (1,645) (1,678)
Parks&Recreations dept 19 2% (261) (261) - - - - -
Information Technology dept 20 2% - - - - - - -
Human Resources dept 21 2% (1,635) (3,135) (3,135) (3,198) (3,262) (3,327) (3,393)
Communications dept 22 2% (1,622) (1,872) (1,872) (1,909) (1,948) (1,987) (2,026)
Police Services dept 23 2% - - - - - - -
FacilitiesMaintenanceTown dept 26 2% (3,020) (2,325) - - - - -
Total Rental&Lease Expenditures (34,674) (36,345) (36,759) (37,494) (38,244) (39,009) (39,789)
Town Secretary dept 13 1% (25,000) (25,000) (25,000) (25,250) (25,503) (25,758) (26,015)
Fire Department dept 14 1% (140) (140) (140) (141) (143) (144) (146)
Facilities WA dept 17 1% (622) (222) (222) (224) (226) (229) (231)
Human Resources dept 21 1% (1,500) (1,500) (1,500) (1,515) (1,530) (1,545) (1,561)
FacilitiesTown dept 26 1% (500) - - - - - -
Total Public Notice Expenditures (27,762) (26,862) (26,862) (27,131) (27,402) (27,676) (27,953)
Electric-Court dept 14 2% - - - - - - -
Electric-Fire Station dept 14 2% (10,000) (10,000) (10,000) (10,200) (10,404) (10,612) (10,824)
Electric-Parchman dept 10 2% (75) (75) - - - - -
Electric-Parchman dept 19 2% - - (500) (510) (520) (531) (541)
Electric-Parks/Rec dept 19 2% (7,950) (7,950) (7,950) (8,109) (8,271) (8,437) (8,605)
Electric-Public Works dept 16 2% (2,864) (2,864) (2,864) (2,921) (2,980) (3,039) (3,100)
Electric-TownHall dept 10 2% (34,675) (34,675) (34,675) (35,369) (36,076) (36,797) (37,533)
Gas- FireStation dept 14 2% (7,500) (7,500) (7,500) (7,650) (7,803) (7,959) (8,118)
Internet-Town Hall dept 26 2% (400) (400) - - - - -
Internet-WA dept 17 2% (200) (200) (200) (204) (208) (212) (216)
Internet-Fire Dept dept 14 2% (7,177) (12,177) (16,000) (16,320) (16,646) (16,979) (17,319)
Internet-Town Hall dept 10 2% (10,461) (10,461) (13,361) (13,628) (13,901) (14,179) (14,462)
Office Rent dept 10 schedule (328,045) (328,045) (338,203) (348,452) (355,796) (359,037) (362,378)
Telephone-Fire Dept dept 14 2% (4,100) (4,100) (4,100) (4,182) (4,266) (4,351) (4,438)
Telephone-Town Hall dept 10 2% (3,110) (3,110) (3,110) (3,172) (3,236) (3,300) (3,366)
Telephone-Facilities dept ll 2% - - - - - - -
Water-Fire Dept dept 14 2% (7,500) (7,500) (7,500) (7,650) (7,803) (7,959) (8,118)
Water-Parks&Rec dept 19 2% (1,011) (1,017) (1,011) (1,037) (1,058) (1,079) (1,101)
Water-ROWlrrigation dept 16 2% (212,477) (212,477) (200,000) (204,000) (208,080) (212,242) (216,486)
Water-ROW Irrigation dept 19 2% (123,360) (123,360) (123,360) (125,827) (128,344) (130,911) (133,529)
Total Rent&Utilities (760,911) (765,911) (770,340) (789,232) (805,391) (817,624) (830,137)
General Services dept 10 2% - - - - - - -
Administrative dept 11 2% - - - - - - -
Planning&Development dept 12 2% (102) - (500) (510) (520) (531) (541)
Town Secretary dept 13 2% - - - - - - -
Fire Department dept 14 2% (53,945) (53,945) (81,145) (82,768) (84,423) (86,112) (87,834)
Municipal Court dept 15 2% (1,672) (1,672) (193) (197) (201) (205) (209)
Public Works dept 16 2% (28,605) (28,605) (83,340) (85,007) (86,707) (88,441) (90,210)
Facilities Maintenance WA dept ll 2% (39,205) (28,965) (90,966) (92,785) (94,641) (96,534) (98,465)
Finance Department dept 18 2% - - (500) (510) (520) (531) (541)
Parks&Recreations dept 19 2% (79,472) (79,472) (79,472) (81,061) (82,683) (84,336) (86,023)
Information Technology dept 20 2% (44,607) (44,607) (65,000) (66,300) (67,626) (68,979) (70,358)
Human Resources dept 21 2% - - - - - - -
Communications dept 22 2% - - - - - - -
Police Services dept 23 2% - - - - - - -
FacilitiesMaintenanceTown dept 26 2% (32,140) (28,560) - - - - -
TotalRepair&Maintenance (279,748) (265,826) (401,116) (409,138) (417,321) (425,668) (434,181)
GeneralServices dept 10 2% (339,116) (366,098) (444,864) (453,762) (462,837) (472,094) (481,536)
Administrative dept 11 2% (2,155) (2,155) (2,655) (2,708) (2,762) (2,818) (2,874)
Planning&Development dept 12 2% (315,227) (542,025) (542,025) (552,866) (563,923) (575,201) (586,705)
Town Secretary dept 13 2% (23,690) (23,690) (29,765) (30,360) (30,968) (31,587) (32,219)
Fire Department dept 14 2% (104,692) (122,697) (138,932) (141,711) (144,545) (147,436) (150,384)
Municipal Court dept 15 2% (86,663) (75,372) (50,541) (51,552) (52,583) (53,635) (54,707)
Public Works dept 16 2% (83,372) (83,372) (83,372) (85,039) (86,740) (88,475) (90,245)
Facilities Maintenance WA dept ll 2% (13,822) (24,547) (100,297) (102,303) (104,349) (106,436) (108,565)
Finance Department dept 18 2% (29,511) (30,261) (34,272) (34,957) (35,657) (36,370) (37,097)
Parks&Recreations dept 19 2% (76,236) (76,236) (87,791) (89,547) (91,338) (93,165) (95,028)
Information Technology dept 20 2% (44,842) (44,842) (68,212) (69,576) (70,968) (72,387) (73,835)
Human Resources dept 21 2% (14,080) (13,680) (14,680) (14,974) (15,273) (15,579) (15,890)
Communications dept 22 2% (333) (222) (722) (736) (751) (766) (782)
Police Services dept 23 2% (963,519) (963,519) (963,519) (982,789) (1,002,445) (1,022,494) (1,042,944)
Facilities Maintenance Town dept 26 2% (33,515) (41,970) - - - - -
47
FIVE YEAR FINANCIAL FORECAST
ALL MUNICIPAL FUNDS
FYO18 19 E FYI 118-19D ..••, �, FY 20-21 FY 21-22 FY 22-23 FY 23-24
TotalService Expenditures (2,130,773) (2,410,686) (2,561,647) (2,612,880) (2,665,138) (2,718,441) (2,772,810)
GeneralServices dept 10 2% (26,998) (26,998) (26,998) (27,538) (28,089) (28,650) (29,224)
Administrative dept 11 2% (1,836) (1,836) (1,836) (1,873) (1,910) (1,948) (1,987)
Planning&Development dept 12 2% (18,210) (24,960) (24,960) (25,459) (25,968) (26,488) (27,018)
Town Secretary dept 13 2% (3,225) (3,225) (3,225) (3,290) (3,355) (3,422) (3,491)
Fire Department dept 14 2% (109,040) (110,040) (97,015) (98,955) (100,934) (102,953) (105,012)
Municipal Court dept 15 2% (10,749) (9,715) (15,405) (15,713) (16,027) (16,348) (16,675)
Public Works dept 16 2% (4,465) (4,465) (5,205) (5,309) (5,415) (5,524) (5,634)
Facilities Maintenance WA dept ll 2% (13,601) (13,001) (34,351) (35,038) (35,738) (36,453) (37,182)
Finance Department dept 18 2% (6,707) (6,707) (2,797) (2,853) (2,910) (2,968) (3,028)
Parks&Recreations dept 19 2% (12,343) (12,343) (12,843) (13,100) (13,362) (13,629) (13,902)
Information Technology dept 20 2% (7,630) (7,630) (7,630) (7,783) (7,938) (8,097) (8,259)
Human Resources dept 21 2% (3,770) (3,270) (3,270) (3,335) (3,402) (3,470) (3,540)
Communications dept 22 2% (10,199) (12,519) (12,519) (12,769) (13,025) (13,285) (13,551)
FacilitiesMaintenanceTown dept 26 2% (17,700) (13,725) - - - - -
TotalSupply Expenditures (246,473) (250,434) (248,054) (253,015) (258,075) (263,236) (268,501)
GeneralServices dept 10 2% (60,303) (60,303) (60,303) (61,509) (62,739) (63,994) (65,274)
Administrative dept 11 2% (32,128) (32,128) (32,128) (32,771) (33,426) (34,094) (34,776)
Planning&Development dept 12 2% (7,921) (11,310) (11,310) (11,536) (11,767) (12,002) (12,242)
Town Secretary dept 13 2% (4,340) (4,340) (4,340) (4,427) (4,515) (4,606) (4,698)
Fire Department dept 14 2% (43,740) (48,995) (54,295) (55,381) (56,489) (57,618) (58,771)
Municipal Court dept 15 2% (5,225) (7,407) (9,549) (9,740) (9,935) (10,134) (10,336)
Public Works dept 16 2% (2,481) (2,481) (2,481) (2,531) (2,581) (2,633) (2,686)
Facilities Maintenance WA dept ll 2% (3,283) (3,783) (10,222) (10,426) (10,634) (10,847) (11,064)
Finance Department dept 18 2% (10,935) (10,935) (10,935) (11,154) (11,377) (11,604) (11,836)
Parks&Recreations dept 19 2% (1,545) (1,545) (5,000) (5,100) (5,202) (5,306) (5,412)
Information Technology dept 20 2% (9,618) (9,618) (9,618) (9,810) (10,007) (10,207) (10,411)
Human Resources dept 21 2% (17,336) (17,250) (17,250) (17,595) (17,947) (18,306) (18,672)
Communications dept 22 2% (7,039) (7,759) (7,759) (7,914) (8,072) (8,234) (8,399)
Facilities Maintenance Town dept 26 2% (3,670) (3,670) - - - - -
Total Travel&Training (209,564) (221,524) (235,190) (239,893) (244,691) (249,585) (254,577)
Capital Operating Impact-Roads dept 16 hard coded - - - (12,200) (15,060) (17,431) (17,813)
Capital Operating Impact-Facilities dept 17 hard coded - - - (5,060) (5,212) (5,368) (5,529)
Capital Operating Impact-Parks/Rec dept 19 hard coded - - - (2,000) (2,060) (2,122) (2,185)
Total Capital Operating Impact - - - (19,260) (22,332) (24,921) (25,527)
Transfer Out-DS 300 nked to DSF (1,005,901) (455,901) (175,989) (174,041) (140,704) (95,426) (59,582)
Total Operating Transfers Out (1,005,901) (455,901) (175,989) (174,041) (140,704) (95,426) (59,582)
TOTALOPERATINGEXPENDITURES (payroll/operations/maintenance) (9,575,926) (9,237,500) (10,072,973) (10,315,843) (10,551,955) (10,805,860)
Transfer Out-GMR Fund 600 linked to G M R (1,000,799) (1,463,799) (229,185) (500,000) (400,000) (400,000) (400,000)
Transfer Out-GF VMR Fund 605 Ilnked to VMR (46Q266) (678,266) (229,185) (250,000) (250,000) (250,000) (250,000)
Transfer Out-UF VMR Fund 505 Ilnked to VMR - - (5,000) (5,000) (5,000) (5,000) (5,000)
Transfer Out-CP Fund 410 Ilnked to CIP (1,025,000) (1,025,000) (891,360) (343,545) (343,545) (297,105) (297,105)
Total Non-Operating Transfers Out (2,486,065) (3,167,065) (1,354,730) (1,098,545) (998,545) (952,305) (952,105)
TOTAL NON-OPERATING EXPENDITURES (2,486,065) (3,167,065) � (1,098,545) (998,545) (952,105) (952,105)
GRANDTOTALALLEXPENDITURES (12,064,992) (12,404,565) (11,171,518) (11,314,388) (11,504,060) (11,757,965)
� � : .�•� i. .
Beginning Fund Balance 9,216,610 9,761,849 12,115,296 12,131,390 12,357,254 12,666,072 12,962,928
Endine Fund Balance 9,465.227 12.115,296 12,131.390 12,357.254 12,666,072 12.962,928 13,254.505
Restricted/Committed/Assigned 304,504 290,880 298,560 298,560 298,560 298,560 298,560
Unassigned Ending Balance S 9,160,724 $ 11,824,416 � � S 12,058,694 S 12,367,512 $ 12,664,368 S 12,955,945
Operating Expenditures 9,578,926 9,237,500 9,833,443 10,072,973 10,315,843 10,551,955 10,805,860
Operatin¢Cost per Dav 26 146 25.308 26,941 27 597 28 263 28,909 29 605
OPERATING DAYS 350 467 439 437 438 438 438
48
FIVE YEAR FINANCIAL FORECAST
ALL MUNICIPAL FUNDS
FYO18 19 E FYI 118-19D •.,•, �, FY 20-21 FY 21-22 FY 22-23 FY 23-24
� . � ,
, � ,
Section Sales 0% $ 13,700 $ 16,675 $ 13,700 $ 13,700 $ 13,700 $ 13,700 $ 13,700
PerpetualCare-Sectionl5% 0% 150 150 150 150 150 150 150
Perpetual Care-interment 100% 0% 50 50 50 50 50 50 50
MarkerSales 0% 250 250 250 250 250 250 250
ContractorFee 0% 350 350 350 350 350 350 350
Misc Revenue 0% 1,275 1,275 1,275 1,275 1,275 1,275 1,275
Interestlncome 0% 2,465 5,600 5,600 5,600 5,600 5,600 5,600
TOTAL REVENUES 18,240 24,350 21,375 21,375 21,375 21,375
Engineering 0% (6,453) (6,453) (6,453) (6,453) (6,453) (6,453) (6,453)
Contract Services 0% (370) (370) (370) (370) (370) (370) (370)
Irrigation R&M 0% - - (2,500) (2,500) (2,500) (2,500) (2,500)
Contract Landscaping 0% (6,375) (6,375) (6,375) (6,375) (6,375) (6,375) (6,375)
ROW Irrigation 0% - (1,625) (1,625) (1,625) (1,625) (1,625) (1,625)
Grounds R&M 0% (2,000) (2,000) (2,000) (2,000) (2,000) (2,000) (2,000)
Training/Meetings/Seminars 0% - - (2,500) (2,500) (2,500) (2,500) (2,500)
Dues&Memberships 0% (125) (125) (125) (125) (125) (125) (125)
Costof5ales-CemeteryLots 0% (1,441) (1,441) (1,441) (1,441) (1,441) (1,441) (1,441)
TOTALEXPENDITURES (16,764) (18,389) (23,389) (23,389) (23,389) (23,389)
� � : � � � - � � i � � �
Beginning Fund Balance 235,563 235,563 241,524 239,510 237,496 235,482 233,468
Endine Fund Balance 237.039 241,524 239.510 237.496 235.482 233,468 231.454
Restricted/Committed/Assigned 237,039 241,524 239,510 237,496 235,482 233,468 231,454
Unassigned Ending Balance $ 5 - $ $ S - $
OperatingExpenses 16,764 18,389 23,389 23,389 23,389 23,389 23,389
Operating Cost Per Day 46 50 64 64 64 64 64
OPERATING DAYS 5,129 4,676 3,769 3,738 3,706 3,675 3,643
, / / ,
Water Revenue 2% $ 3,211,156 $ 3,211,156 $ 3,720,177 $ 3,794,581 $ 3,870,472 $ 3,947,882 $ 4,026,839
DS-Hillwood Service Area 2% 48,000 48,000 48,000 48,960 49,939 50,938 51,957
DS-Town Service Area Accts 2% 43,000 43,000 43,000 43,860 44,737 45,632 46,545
Waste Management 2% 6,129 6,129 6,190 6,314 6,440 6,569 6,700
Sewer Revenue-Westlake 2% 1,137,544 1,137,544 1,378,927 1,406,506 1,434,636 1,463,328 1,492,595
Sewer Revenue-Keller 2% 1,280 1,280 1,293 1,319 1,345 1,372 1,400
WaterTap Fees 2% 34,026 34,026 34,366 35,053 35,754 36,469 37,199
SewerTapFees 2% 17,251 17,251 17,424 17,772 18,128 18,490 18,860
Fort Worth Impact fees 0% 66,539 66,539 67,225 67,225 67,225 67,225 67,225
Meter Repair&ReplacemeM 2% 6,000 6,000 6,060 6,181 6,305 6,431 6,560
Sub-Total Charge For Services 4,570,925 4,570,925 5,322,662 5,427,771 5,534,982 5,644,337 5,755,879
Duct Bank Leases 40,391 40,391 40,391 40,391 40,391 40,391 40,391
TRA Wastewater Settle-Up 69,750 69,750 69,750 69,750 69,750 69,750 69,750
Duct Bank Permit Fees 164,300 119,100 145,700 173,600 158,100 142,600 142,600
Sub-Total Permits and Fees 274,441 229,241 255,841 283,741 268,241 252,741 252,741
Interest Income 2% 55,300 55,300 55,300 56,406 57,534 58,685 59,858
Totallnterest 55,300 55,300 55,300 56,406 57,534 58,685 59,858
Cross Connection Control Prog. 2% 3,510 3,510 - - - - -
Insurance Refund/Equity Retum 2% 750 750 750 765 780 796 812
Misc Revenue 2% 8,000 8,000 8,000 8,160 8,323 8,490 8,659
Administrative Fee 2% 7,475 7,475 7,475 7,625 7,777 7,933 8,091
Misc Reimbursements 2% 2,100 2,100 - - - - -
Total Misc Income 21,835 21,835 16,225 16,550 16,880 17,218 17,562
Bond Proceeds-Tx Water Development Board 0% 2,600,000 2,100,000 - - - - -
Other Resources 2,600,000 2,100,000 - - - - -
TOTAL REVENUES 7,522,501 6,977,301 5,650,028 5,784,467 5,877,637 5,972,981 6,086,041
49
FIVE YEAR FINANCIAL FORECAST
ALL MUNICIPAL FUNDS
FYO18 19 E FYI 118-19D •.,•, �, FY 20-21 FY 21-22 FY 22-23 FY 23-24
Operating Xfr Outfor PR Costs 1% $ (559,024) $ (547,472) $ (522,424) $ (527,648) $ (532,925) $ (538,254) $ (543,637)
Compensated Absences 1% - (2,785) (2,785) (2,813) (2,841) (2,869) (2,898)
Compensated Absences 1% - (4,645) (4,645) (4,691) (4,738) (4,786) (4,834)
Compensated Absences 1% - (1,640) (1,640) (1,656) (1,673) (1,690) (1,707)
Compensated Absences 1% - (125) (125) (126) (128) (129) (130)
Total Payroll and Related (559,024) (556,667) (531,619) (536,935) (542,305) (547,728) (553,205)
Computer Hardware/Software 2% (1,000) (1,000) (1,000) (1,015) (1,030) (1,046) (1,061)
Mechanical Equipment 2% (1,000) (1,000) (1,000) (1,015) (1,030) (1,046) (1,061)
Water Meters/Equipment 2% (20,275) (20,275) (20,275) (20,579) (20,888) (21,201) (21,519)
WaterTaps 2% (8,780) (8,780) (8,780) (8,912) (9,045) (9,181) (9,319)
Total Capital Outlay (31,055) (31,055) (31,055) (31,521) (31,994) (32,474) (32,961)
Fort Worth Waterline Payment 0% (1,711,840) - - - - - -
Keller OH Storage-Principal ends 2020 tied to schedule (113,756) (113,756) (120,165) - - - -
Keller OH Storage-Interest ends 2020 tied to schedule (7,393) (7,393) (2,523) - - - -
Service Area-Hillwood tied to revenues (48,240) (48,240) (48,240) (48,960) (49,939) (50,938) (51,957)
Service Area-Town tied to revenues (43,215) (43,215) (43,215) (43,860) (44,737) (45,632) (46,545)
TXWDB FW Phase 2 Waterline-Principal tied to schedule (5,000) (5,000) (95,000) (100,000) (100,000) (100,000) (100,000)
TXWDB FW Phase 2 Waterline-Interest tied to schedule (31,056) (31,056) (43,120) (41,984) (40,744) (39,404) (37,949)
GS Tank 2013 CO-Principal tied to schedule (22,550) (22,550) (23,650) (23,650) (24,750) (25,300) (26,400)
GS Tank 2013 CO-Interest tied to schedule (32,576) (32,576) (32,114) (31,582) (30,977) (30,288) (29,512)
TotalDebt (2,015,626) (303,786) (408,027) (290,035) (291,147) (291,561) (292,362)
Office Rent dept 10 from schedule (70,295) (70,295) (72,472) (74,668) (76,242) (76,936) (77,653)
Electric-TownHall deptl0 0% (7,500) (7,500) (7,500) (7,500) (7,500) (7,500) (7,500)
Electric-Lift Station dept 16 2% (2,680) (2,680) (2,680) (2,720) (2,761) (2,802) (2,844)
Electric-Pump Station dept 16 2% (1,291) (1,291) (1,291) (1,310) (1,330) (1,350) (1,370)
Electric-Pump Station dept 16 2% (70,277) (70,277) (70,277) (71,331) (72,401) (73,487) (74,589)
Internet Service dept 10 2% (2,327) (2,327) (2,327) (2,362) (2,397) (2,433) (2,470)
InternetService deptl6 2% - - - - - - -
Telephone-Town Hall deptl0 2% (724) (724) (724) (735) (746) (757) (768)
Telephone dept 16 2% (1,000) (1,000) (1,000) (1,015) (1,030) (1,046) (1,061)
Water-Other dept 16 2% (850) (850) (850) (863) (876) (889) (902)
Water-Pump Station dept 16 2% (20,600) (20,600) (20,600) (20,909) (21,223) (21,541) (21,864)
Total Rent&Utilities (177,544) (177,544) (179,721) (183,413) (186,506) (188,741) (191,023)
WaterTower Landscape R&M dept 16 2% (6,000) (6,000) (6,000) (6,090) (6,181) (6,274) (6,368)
Water Main R&M dept 16 2% (35,045) (35,045) (35,045) (35,571) (36,104) (36,646) (37,195)
WaterTower R&M dept 16 2% (1,000) (1,000) (1,000) (1,015) (1,030) (1,046) (1,061)
Sewer Main R&M dept 16 2% (24,973) (24,973) (24,973) (25,348) (25,728) (26,114) (26,505)
Pump Station Landscape R&M dept 16 2% (12,500) (12,500) (12,500) (12,688) (12,878) (13,071) (13,267)
Lift Station R&M dept 16 2% (6,000) (6,000) (6,000) (6,090) (6,181) (6,274) (6,368)
Instrument R&M dept 16 2% (9,473) (9,473) (9,473) (9,615) (9,759) (9,906) (10,054)
Ground Storage Tank R&M dept 16 2% (2,300) (2,300) (2,300) (2,335) (2,370) (2,405) (2,441)
Generator R&M dept 16 2% (6,815) (6,815) (6,815) (6,917) (7,021) (7,126) (7,233)
Pump Station R&M dept 16 2% (12,500) (12,500) (12,500) (12,688) (12,878) (13,071) (13,267)
Duct Bank R&M dept 16 2% (6,940) (6,940) (6,940) (7,044) (7,150) (7,257) (7,366)
Meter Repair&Replacement dept 16 2% (35,793) (35,793) (35,793) (36,330) (36,875) (37,428) (37,989)
Water/Sewer R&M dept 16 2% (726) (726) (726) (737) (748) (759) (771)
Vehide R&M dept 16 2% (1,000) (1,000) (1,000) (1,015) (1,030) (1,046) (1,061)
TotalRepairand Maintenance (161,065) (161,065) (161,065) (163,481) (165,933) (168,422) (170,949)
Insurance Automobile dept 10 2% (661) (1,479) (1,479) (1,501) (1,524) (1,547) (1,570)
Insurance Property dept 10 2% (6,975) (7,865) (7,865) (7,983) (8,103) (8,224) (8,348)
Bank Service Charges dept 10 2% (7,547) (7,547) (7,547) (7,660) (7,775) (7,892) (8,010)
Engineering dept 16 2% (4,540) (4,540) (4,540) (4,608) (4,677) (4,747) (4,819)
Water Utility Engineering dept 16 2% (37,555) (37,555) (37,555) (38,118) (38,690) (39,270) (39,860)
Misc.Engineering dept 16 2% (4,126) (4,126) (4,126) (4,188) (4,251) (4,314) (4,379)
Consultant Fees dept 16 2% (5,138) (5,138) (5,138) (5,215) (5,293) (5,373) (5,453)
Auditor dept 16 2% (7,235) (6,910) (8,000) (8,120) (8,242) (8,365) (8,491)
Attorney-Boyle&Lowry dept 16 2% (9,421) (9,421) (9,421) (9,562) (9,706) (9,851) (9,999)
Attorney-Lloyd Gosselink dept 16 2% (10,256) (10,256) (10,256) (10,410) (10,566) (10,724) (10,885)
Contract Services dept 16 2% (7,860) (7,860) (7,860) (7,978) (8,098) (8,219) (8,342)
Water Purchases dept 16 2% (934,500) (934,500) (1,042,621) (1,063,473) (1,084,743) (1,106,438) (1,128,567)
WaterService Charge dept 16 0% (600) (600) (600) (600) (600) (600) (600)
Peak Payment deptl6 2% (409,500) (409,500) (456,879) (466,017) (475,337) (484,844) (494,541)
TRA-WastewaterTreatment deptl6 2% (479,303) (479,303) (479,303) (486,493) (493,790) (501,197) (508,715)
Southlake-WastewaterTreatment dept 16 2% (1,302,497) (1,302,497) (1,302,497) (1,322,034) (1,341,865) (1,361,993) (1,382,423)
Testing-Water/Bacteria/Rgltry dept 16 2% (30,000) (30,000) (30,000) (30,450) (30,907) (31,370) (31,841)
Utility Billing dept 16 2% (27,321) (27,321) (27,321) (27,731) (28,147) (28,569) (28,998)
Line Location dept 16 2% (5,660) (5,660) (5,660) (5,745) (5,831) (5,919) (6,007)
50
FIVE YEAR FINANCIAL FORECAST
ALL MUNICIPAL FUNDS
FYO18 19 E FYI 118-19D •.,•, �, FY 20-21 FY 21-22 FY 22-23 FY 23-24
Application Software Maint. dept 16 2% $ (10,750) $ (10,750) $ (11,985) $ (12,165) $ (12,347) $ (12,532) $ (12,720)
Keller Waste Water dept 16 2% (1,300) (1,300) (1,300) (1,320) (1,339) (1,359) (1,380)
Insurance General Liability dept 16 2% (980) (835) (835) (848) (860) (873) (886)
Mobile Phone dept 16 2% (1,000) (1,000) (1,000) (1,015) (1,030) (1,046) (1,061)
Misc Rental/Lease dept 16 2% (500) (500) (1,500) (1,523) (1,545) (1,569) (1,592)
Printing dept 16 2% (1,130) (1,130) (1,130) (1,147) (1,164) (1,182) (1,199)
CourierService deptl6 2% (200) (200) (200) (203) (206) (209) (212)
TotalServices (3,306,555) (3,307,793) (3,466,618) (3,526,106) (3,586,636) (3,648,227) (3,730,898)
Computer Eqpmt/Software dept 16 2% (210) (210) (210) (213) (216) (220) (223)
Safety Supplies dept 16 2% (100) (100) (100) (102) (103) (105) (106)
Misc Hand Tools dept 16 2% (1,855) (1,855) (1,855) (1,883) (1,911) (1,940) (1,969)
ChemicalSupplies deptl6 2% (350) (350) (350) (355) (361) (366) (371)
Office Supplies deptl6 2% (538) (538) (538) (546) (554) (563) (571)
Postage&Shipping dept 16 2% (400) (400) (400) (406) (412) (418) (425)
Vehide Fuel dept 16 2% (3,000) (3,000) (3,000) (3,045) (3,091) (3,137) (3,184)
Uniforms dept 16 2% (587) (587) (587) (596) (605) (614) (623)
TotalSupplies (7,040) (7,040) (7,040) (7,146) (7,253) (7,362) (7,472)
Travel Airfare dept 16 2% (800) (800) (800) (812) (824) (837) (849)
TravelCarRental/Parking dept 16 2% (100) (100) (100) (102) (103) (105) (106)
Travel Lodging dept 16 2% (1,560) (1,560) (1,560) (1,583) (1,607) (1,631) (1,656)
Travel Meals dept 16 2% (77) (77) (77) (78) (79) (81) (82)
Travel Mileage dept 16 2% (58) (58) (58) (59) (60) (61) (62)
Training/Seminars/Meetings dept 16 2% (3,000) (3,000) (3,000) (3,045) (3,091) (3,137) (3,184)
Dues&Subscriptions dept 16 2% (1,500) (1,500) (1,500) (1,523) (1,545) (1,569) (1,592)
Licenses/Registrations dept 16 2% (700) (700) (700) (711) (721) (732) (743)
Total Travel&Training (7,795) (7,795) (7,795) (7,912) (8,031) (8,151) (8,273)
Transfer Out-UMR Fund 510 dept 99 linked to UMR (5,000) (5,000) (5,000) (5,000) (5,000) (5,000) (5,000)
Transfer Out-VMR Fund 505 dept 99 linked to VMR (10,000) (10,000) (10,000) (5,000) (5,000) (5,000) (5,000)
Transfer Out-GF 1001mpact Fees dept 99 GF linked to thls (66,539) (66,539) (67,225) (6,181) (6,305) (6,431) (6,560)
Total Transfers Out (81,539) (81,539) (82,225) (16,181) (16,305) (16,431) (16,560)
Texas Water Development Board - (1,996,332) - - - - -
Total Capital Projects - (1,996,332) - - - - -
TOTAL EXPENSES (6,347,244) (6,630,617) (4,762,730) (4,836,108) (4,909,096) (4,983,701)
� � : i i� �. : i ��
Beginning Fund Balance 197,156 (424,904) 1,873,562 2,648,725 3,670,462 4,711,991 5,775,576
Prior Period Adiustment(Texas Water Development Board) 1,952,082 - - - - -
Restated Beginning Fund Balance 197,156 1,527,178 1,873,862 2,648,725 3,670,462 4,711,991 5,775,876
Endine Fund Balance 1,372.413 1.873,862 2,648,725 3,670.462 4,711.991 5.775,876 6,878.216
Restricted/Committed/Assigned Hillwood 888,000 888,000 888,000 750,000 750,000 750,000 750,000
Restricted/Committed/Assigned Deposits 186,130 186,130 186,130 186,130 186,130 186,130 186,130
Restricted/Committed/Assigned Other - - - - - - -
Unassigned Ending Balance 298,283 S 799,732 S 2,734,332 $ 3,775,861 $ 4,839,746 S 5,942,086
Opereting Expenses 6,347,244 6,630,617 4,875,165 4,762,730 4,836,108 4,909,096 4,983,701
Operatin¢Cost Per Dav 17,390 18,166 13,357 13,049 13,250 13,450 13,654
OPERATING DAYS 79 103 198 281 356 429 504
51
FIVE YEAR FINANCIAL FORECAST
ALL MUNICIPAL FUNDS
FYO18 19 E FYI 118-19D •.,•, �, FY 20-21 FY 21-22 FY 22-23 FY 23-24
� . � � � ,
�
� � � � ' ' � �
Interest Earned $ 350 $ 1,940 $ 1,940 $ 350 $ 350 $ 350 $ 350
Transfer in from GF - - 5,000 5,000 5,000 5,000 5,000
Transferin from UF 10,000 10,000 10,000 5,000 5,000 5,000 5,000
TOTAL REVENUES 10,350 11,940 '�� 10,350 10,350 10,350 10,350
Public Works Vehide - - (50,000) - - - -
TOTAL EXPENDITURES - ���� -
� � : i � •�i �.� i � i � � i i �
Beginning Fund Balance 23,674 23,759 35,699 2,639 12,989 23,339 33,689
Endine Fund Balance 34.024 35,699 2.639 12,989 23.339 33,689 44.039
Restricted/Committed/Assigned 34,024 35,699 2,639 12,989 23,339 33,689 44,039
Unassigned Ending Balance $ S - $ $ $ - $
� � � � ' ' � �
Interest Income $ 16,350 $ 31,895 $ 31,895 $ 14,500 $ 14,500 $ 14,500 $ 14,500
Transfers In from UF 500 5,000 5,000 5,000 5,000 5,000 5,000 5,000
TOTAL REVENUES 21,350 36,895 19,500 19,500 19,500 19,500
Sewer Easement Cleaning Machine (45,000) - (67,000) - - - -
Repaint Ground Storage Tank (90,000) (276,200) - - - - -
Lift Station Pump Repairs - - (25,000) - - - -
Pump Station Equipment (90,000) - (90,000) - - - -
TOTAL EXPENDITURES (225,000) (276,200) � ��� -
� � : i . � • i � • �� • �� • ii • ��
Beginning Fund Balance 845,653 778,190 538,885 393,750 413,250 432,780 452,250
Endine Fund Balance 642.033 538,885 393.780 413.280 432.780 452,280 471.780
Restricted/Committed/Assigned 642,033 538,885 393,780 413,280 432,780 452,280 471,780
Unassigned Ending Balance $ 5 - $ $ S - $
, • / / � � � � � � � ,
Firefighter Equipment Fees Dept 14 $ 6,000 $ 6,000 $ 6,000 $ 6,000 $ 6,000 $ 6,000 $ 6,000
Interestlncome Dept 00 2,290 3,424 3,424 3,424 3,424 3,424 3,424
MiscRevenue Dept00 - 1,980 - - - - -
Sale of Surplus Dept 00 - 2,545 - - - - -
Transfer in from GF Dept 88 1,000,799 1,463,799 229,185 500,000 400,000 400,000 400,000
WA Facilities Allotment 50% Dept 17 - 90,194 - - - - -
TOTAL REVENUES 1,009,089 1,567,942 : •�' S09,424 409,424 409,424 409,424
WA-Irrigation System (6,500) (6,500) (15,000) (5,000) (5,000) (5,000) (5,000)
WA-15TonSplitHVACSystem (14,000) (14,000) (10,000) (25,000) (25,000) (25,000) (25,000)
WA-2TonRoofTopUnits (7,500) (7,500) (15,000) (10,000) (10,000) (10,000) (10,000)
WA-AC ton/7.5 ton server room (6,500) (6,500) (1,500) (20,000) - (5,000) (5,000)
WA-HVAC System Replacement (7,500) (7,500) (8,000) (5,000) (5,000) (5,000) (5,000)
WA-Update Security System (2,750) (2,750) (20,000) (10,000) (8,000) (8,000) (8,000)
WA-Update Security Cameras (10,300) (10,300) (5,000) (12,000) (12,000) (12,000) (12,000)
WA-Heater Boilers (9,675) (9,675) (3,000) (5,000) (25,000) (5,000) (25,000)
WA-Painting/Cloth Wall R&M (6,500) (6,500) (10,000) (8,000) (8,000) (8,000) (8,000)
WA-Ext Envrnmt Imprvmts Irrig (7,500) (7,500) (15,000) (12,000) (12,000) (12,000) (12,000)
WA-Parking Lot (25,000) (25,000) (25,000) (5,000) (5,000) (5,000) (5,000)
WA Playground Equipment (5,000) - (5,000) - (5,000) - (40,000)
WA-Plumbing Repair/Replacement (9,000) (9,000) (8,000) (5,000) (5,000) (5,000) (5,000)
52
FIVE YEAR FINANCIAL FORECAST
ALL MUNICIPAL FUNDS
FYO18 19 E FYI 118-19D •.,•, �, FY 20-21 FY 21-22 FY 22-23 FY 23-24
WA-Carpet/VCT Flooring (35,000) (35,000) (30,000) (15,000) (15,000) (15,000) (15,000)
WA-Envrnmt Bldg UG light/water (10,000) (10,000) (8,000) (5,000) (5,000) (5,000) (5,000)
WA-Refurbish Classrooms (30,000) (30,000) (30,000) (25,000) (25,000) (25,000) (25,000)
WA-Interior Building R&M (15,000) (15,000) (10,000) (15,000) (15,000) (15,000) (15,000)
WA-Exterior Paint&Wood R&M (4,500) (4,500) (12,000) (8,000) (8,000) (8,000) (8,000)
WA-Roof Repairs (47,550) (47,550) (60,000) (30,000) (25,000) (25,000) (25,000)
WA Facilities Allotment - (90,194) - - - - -
WA-Mechanical Equipment (25,000) (25,000) - - - - -
WA-Furniture/Interior Bldg (15,000) (7,500) (8,000) (10,000) (10,000) (10,000) (10,000)
Dept 17-Westlake Academy Facilities (299,775) (377,469) (298,500) (230,000) (228,000) (208,000) (268,000)
Trail Repairs and Maintenance (10,000) (10,000) (30,000) (10,000) (30,000) (10,000) (10,000)
Park Repairs and Maintenance (10,000) (10,000) (33,029) (15,000) (33,029) (10,000) (10,000)
Dept 19-Town Parks (20,000) (20,000) (63,029) (25,000) (63,029) (20,000) (20,000)
Servers&Network Storage (40,000) (40,000) (40,000) (30,000) (30,000) (30,000) (30,000)
Network Printers/Peripheal Dev (5,000) (5,000) (5,000) (5,000) (5,000) (5,000) (5,000)
Network Equipment (115,000) (115,000) (25,000) (25,000) (25,000) (25,000) (150,000)
Server Replacements (20,000) (20,000) (20,000) (125,000) (20,000) �zo,000� (20,000)
Phone System/Peripheal Devices (65,000) (65,000) (100,000) (15,000) (15,000) (15,000) (65,000)
Dept 20-Town IT Dept (245,000) (245,000) (190,000) (200,000) (95,000) (95,000) (270,000)
Town-Irrigation R&M (5,000) (5,000) (5,000) (5,000) (5,000) (5,000) (5,000)
Town Open Space Improvements - - (8,000) (20,000) (1,000) (8,000) (10,000)
Town-15 Ton Split HVAC System - - - (30,000) (5,000) (3,000) (3,000)
Town-2 Ton Roof Top Units - - (3,000) (5,000) (5,000) (3,000) (3,000)
Town-AC ton/7.5 ton server roo - - (3,000) (3,000) (8,000) - (3,000)
Town-HVAC System Replacement (5,000) (5,000) - (5,000) (5,000) (5,000) (5,000)
Town-Contract Landscaping - - - (5,000) (8,000) (3,000) (3,000)
Town-Security System - - (3,000) (5,000) (5,000) (10,000) (5,000)
Town-Security Cameras - - (3,000) (5,000) (12,000) (5,000) (5,000)
Town-Safety Doors - - (8,000) (8,000) (10,000) (8,000) (10,000)
Town-Ground R&M - - (4,000) (4,000) (10,000) (5,000) (6,000)
Town-Heater Boiler (3,000) (3,000) - (3,000) (3,000) (3,000) (3,000)
Town-Painting/Cloth Wall R&M - - (4,000) (4,000) (10,000) (5,000) (6,000)
Town-Signs and Signals - - (4,000) (4,000) (4,000) (6,000) (6,000)
Town-Environmentallmprovement - - - (4,000) - (5,000) -
Town-Parking Lot (4,000) (4,000) (4,000) (4,000) (4,000) (4,000) (4,000)
Town-Plumbing Repair/Replace - - (1,000) (2,000) (2,000) (2,000) (2,000)
Town-Carpet/Flooring R&M - - - - - (5,000) -
Town-Env Bldg UG light/water (10,000) (10,000) (1,000) (10,000) (10,000) (10,000) (10,000)
Town-Interior Building R&M - - (5,000) (5,000) (10,000) (5,000) (5,000)
Town-Bldg Exterior Paint/R&M - - - (5,000) (5,000) (10,000) (5,000)
Town-Roof Repairs - - - (6,000) (6,000) (6,000) (6,000)
Town-Furniture/Interior Bldg (2,700) (10,200) (10,200) (3,000) (5,000) (3,000) (5,000)
Dept 26-Town Facilities(Fire Station) (29,700) (37,200) (66,200) (145,000) (133,000) (119,000) (130,000)
TOTALEXPENDITURES (594,475) (679,669) (600,000) (519,029) (442,000) (668,000)
� � : � •i i• .�
Beginning Fund Balance 122,794 157,098 1,045,371 666,251 575,675 466,070 433,494
Endine Fund Balance 537,408 1,045,371 666.251 575,675 466.070 433,494 174.918
Restricted/Committed/Assigned 537,408 1,045,371 666,251 575,675 466,070 433,494 174,918
Unassigned Ending Balance $ 5 - $ $ S - $
53
FIVE YEAR FINANCIAL FORECAST
ALL MUNICIPAL FUNDS
FYO18 19 E FYI 118-19D •.,•, �, FY 20-21 FY 21-22 FY 22-23 FY 23-24
� • 1 � � ' ' � �
Contribution for WA Buses dept 10 5 - 5 125,000 5 - 5 - 5 - $ - 5 -
Interest Earned dept 10 2,490 7,210 7,210 7,210 7,210 7,210 7,210
Transferinfrom GF dept88 46Q266 678,266 229,185 250,000 250,000 250,000 250,000
TOTAL REVENUES 462,756 810,476 257,210 257,210 257,210 257,210
Academy Buses dept 10 - (125,000) - (150,000) - - -
Fire Dept Vehides dept 14 (260,000) (260,000) - (60,000) (65,000) - (1,600,000)
Court Vehide dept 15 - - (68,229) - - - -
Facilities Vehides dept 17 - - - (50,000) - - -
Parks&Rec Mule dept 19 - - (14,480) - - - -
TOTALEXPENDITURES (260,000) (385,000) �' (260,000) (65,000) - (1,600,000)
� � : i •� � i •�
Beginning Fund Balance 578,848 475,436 900,912 1,054,598 1,051,808 1,244,018 1,501,228
Ending Fund Balance 781,604 900,912 1,054.598 1,051,808 1,244,018 1.501,228 158,438
Restricted/Committed/Assigned 781,604 900,912 1,054,598 1,051,808 1,244,018 1,501,228 158,438
Unassigned Ending Balance $ S - $ $ $ - $
54
FIVE YEAR FINANCIAL FORECAST
ALL MUNICIPAL FUNDS
FYO18 19 E FYI 118-19D •.,•, �, FY 20-21 FY 21-22 FY 22-23 FY 23-24
�
� � � ,
� 1 • ' � • � • �
HotelTax(Marriott) 1% $ 779,720 $ 779,720 $ 779,720 $ 803,346 $ 811,380 $ 819,494 $ 819,494
HotelTax(Other) 1% - 230 - 230 230 230 230
Hotel Tax(Deloitte) 1% 36,982 36,982 36,982 37,000 37,000 37,000 74,000
Base Hotel Tax 816,702 816,932 816,702 840,576 848,610 856,724 893,724
HotelTax-Entrada 0% - - - - 300,000 600,000 600,000
HotelTax-Front44 0% - - - - - 300,000 600,000
Additional Commercial Tax - - - - 300,000 900,000 1,200,000
Total Hotel Occupancy Tax 816,702 816,932 816,702 840,576 1,148,610 1,756,724 2,093,724
Interest Income 1% 14,606 14,606 14,606 14,250 14,250 14,250 14,250
Misc Income 1% - 45 - - - - -
CommunityTreeLighting 1% 3,675 3,675 3,675 2,756 2,784 2,811 2,811
InsurRefund/Equity Return 1% 437 437 437 860 869 878 878
Dept 30-General Service Revenues 18,718 18,763 18,718 17,866 17,903 17,939 17,939
Membership Fees 1% 1,775 1,775 - 1,775 1,775 1,775 1,775
Special Events Revenue 1% 3,250 3,250 - 3,250 3,250 3,250 3,250
Special Events Revenue 1% - - - - - - -
SponsorsCarShow 1% - - - - - - -
Donations 1% - - - - - - -
Sales of Printed Material 1% 200 200 - 200 200 200 200
Pine Car Derby 1% - - - - - - -
Sponsors 1% 3,000 3,000 - 3,000 3,000 3,000 3,000
Misc Revenue L 250 - - - - - -
Dept 24-Historical Board Revenues 8,475 8,225 - 8,225 8,225 8,225 8,225
TOTAL REVENUES 843,895 843,920 � � 866,667 1,174,738 1,782,888 2,119,888
Office Rent 1% (70,295) (70,295) (72,472) (73,197) (73,929) (74,668) (75,415)
TelephoneService 1% (624) (624) (624) (630) (637) (643) (649)
Internet Expense 1% (2,195) (2,195) (2,195) (2,217) (2,239) (2,262) (2,284)
Electric Service 1% (7,500) (7,500) (7,500) (7,575) (7,651) (7,727) (7,805)
Dept 30-Rent&Utilities Expenditures (80,614) (80,614) (82,791) (83,619) (84,455) (85,300) (56,153)
Operating Xfr Out to GF for Payroll Costs 1% (555,167) (610,971) (564,879) (570,528) (576,233) (581,996) (587,815)
Auditor 1% (7,250) (6,925) (8,000) (8,080) (8,161) (8,242) (8,325)
ResidentSurvey 1% - - - - - - -
Community Services 1% - - - - - - -
Marriott Marketing 1% (50,000) (50,000) (50,000) (50,500) (51,005) (51,515) (52,030)
Marriott Transportation 1% (80,000) (80,000) (80,000) (80,800) (81,608) (82,424) (83,248)
Special Events 1% - - - - - - -
Other Hotels Marketing hard coded - - - - (100,000) (200,000) (200,000)
Marketing&Promotions 1% (7,500) (7,500) (7,500) (7,575) (7,651) (7,727) (7,805)
Application Software Maint. 1% (1,950) (1,950) (3,185) (3,217) (3,249) (3,282) (3,314)
Advertising/Public Notices 1% - - - - - - -
CommunityTreeLighting 1% (11,762) (11,762) (11,762) (11,880) (11,998) (12,118) (12,240)
Audio/Visual 1% (250) - - - - - -
Dues&Subscriptions 1% (125) - - - - - -
Dept 30-General Service Expenditures (714,004) (769,308) (725,326) (732,579) (839,905) (947,304) (954,777)
Contract Services 1% (52,709) (52,709) (40,000) (4Q200) (40,401) (40,603) (40,806)
Community Services 1% (13,401) (13,401) (13,401) (13,468) (13,535) (13,603) (13,671)
Masterworks 1% (5,750) (5,750) (5,750) (5,779) (5,808) (5,837) (5,866)
Marketing&Promotions 1% (61,809) (60,309) (45,862) (46,091) (46,322) (46,553) (46,786)
Community Pirnic 1% (1,170) - - - - - -
Advertising/Public Notices 1% (20,615) (20,615) (20,615) (20,718) (20,822) (20,926) (21,030)
Special Community Events 1% (7,239) (8,409) (8,409) (8,451) (8,493) (8,536) (8,578)
Dues&Subscriptions 1% (5,794) (7,294) (7,294) (7,330) (7,367) (7,404) (7,441)
Postage&Supplies 1% (139) (139) (139) (140) (140) (141) (142)
Printing 1% (1,154) (1,154) (1,154) (1,160) (1,166) (1,171) (1,177)
Dept22-CommunicationExpenditures (169,780) (169,780) (142,624) (343,337) (144,054) (144,774) (145,498)
55
FIVE YEAR FINANCIAL FORECAST
ALL MUNICIPAL FUNDS
FYO18 19 E FYI 118-19D •.,•, �, FY 20-21 FY 21-22 FY 22-23 FY 23-24
Office Supplies 0% $ (10) $ (10) $ - $ - $ - $ - $ -
CarShowExpenses 0% (5,825) (5,825) - - - - -
Town Historical Board Expense 0% (2,075) (2,075) (5,225) (5,225) (5,225) (5,225) (5,225)
Dept 24-Historical Board Expenditures (7,910) (7,930) (5,225) (5,225) (5,225) (5,225) (5,225)
Sponsorship Expense 0% (10,000) (10,000) - - - - -
Dept 25-Public Art Expenditures (30,000) (10,000) - - - - -
Misc Expense 0% (670) - - - - - -
Dept 26 Arbor Day Expenditures (670) - - - - - -
TOTAL EXPENDITURES (982,978) (1,037,412) (964,760) (1,073,639) (1,182,603) (1,191,653)
� � : • �: i � •: �• i �•• .�� :
Beginning Fund Balance 753,694 755,091 561,599 441,053 342,960 444,059 1,044,344
Endine Fund Balance 614,610 561,599 441.053 342,960 444.059 1.044,344 1,972,579
Restricted/Committed/Assigned 614,610 561,599 441,053 342,960 444,059 1,044,344 1,972,579
Unassigned Ending Balance $ S - $ $ $ - $
Opereting Expenditures 982,978 1,037,412 955,966 964,760 1,073,639 1,182,603 1,191,653
Operating Daily Cost 2,693 2,842 2,619 2,643 2,941 3,240 3,265
OPERATING DAYS 228 198 168 130 151 322 604
� 11 � : � � � � ' �
Sales&Use Tax Revenues linked to GF sales Tax $ 1,400,000 $ 1,950,000 $ 1,812,500 $ 1,848,750 $ 1,885,725 $ 1,923,440 $ 1,961,908
TOTAL REVENUES 1,400,000 1,950,000 �� 1,848,750 1,885,725 1,923,440 1,961,908
Transfer Out-DS Fund 300 (1,400,000) (1,950,000) (1,812,500) (1,848,750) (1,885,725) (1,923,440) (1,961,908)
TOTAL EXPENDITURES (1,400,000) (1,950,000) �� (1,848,750) (1,885,725) (1,923,440) (1,961,908)
� � :. .
Beginning Fund Balance 0 - - - - - -
Endine Fund Balance 0 - - - - - -
Restricted/Committed/Assigned - - - - - - -
Unassigned Ending Balance $ 0 $ - $ $ S - $
, / • • , • � ,
Sales&Use Tax Revenues linked to GF sales Tax $ 300,000 $ 300,000 $ - $ - $ - $ - $ -
Hotel Occupancy Tax Revenues ends 22/23 36,940 36,982 36,982 37,000 37,000 - -
WA$lOK Lot Payment Revenues tied to bldg permits 164,300 164,300 280,000 290,000 100,000 100,000 100,000
TOTAL REVENUES 501,240 501,282 327,000 137,000 100,000 100,000
ED-Deloitte Hotel Tax ends 22/23 (36,940) (36,982) (36,982) (37,000) (37,000) - -
ED-SchwabSalesTax (300,000) (300,000) - - - - -
Transfer Out-WAE 412 (164,300) (164,300) (280,000) (290,000) (100,000) (100,000) (100,000)
TOTALEXPENDITURES (501,240) (501,282) (327,000) (137,000) (100,000) (100,000)
� � :. .
Beginning Fund Balance 1 - - - - - -
Endine Fund Balance 1
Restricted/Committed/Assigned - - - - - - -
Unassigned Ending Balance $ 1 $ - $ $ S - $
56
FIVE YEAR FINANCIAL FORECAST
ALL MUNICIPAL FUNDS
FYO18 19 E FYI 118-19D •.,•, �, FY 20-21 FY 21-22 FY 22-23 FY 23-24
, � � � � • , � / �
■
Miscellaneous Reimbursements 0% $ 60,000 $ 60,000 $ - $ 60,000 $ 60,000 $ 60,000 $ 60,000
TOTAL REVENUES 60,000 60,000 60,000 60,000 60,000 60,000
Consultant Fees 0% - (1,650) - - - - -
Boyle&Lowry 0% - (1,455) - - - - -
Admin Fees 0% - (35,225) - - - - -
TOTAL EXPENDITURES (38,330) -
� � � :� � .i ���
Beginning Fund Balance 377,549 370,820 392,490 392,490 452,490 512,490 572,490
Endine Fund Balance 437,549 392,490 392.490 452,490 512.490 572,490 632.490
Restricted/Committed/Assigned 437,549 392,490 392,490 452,490 512,490 572,490 632,490
Unassigned Ending Balance $ S - $ $ $ - $
, � � � � � � • � �
�
Honorarium Dontations 5 zo,000 5 15,000 $ - 5 - 5 - $ - 5 -
Donations-Art Pieces 10,000 - - - - - -
TOTAL REVENUES 30,000 15,000 -
Honorarium Expense - (15,000) - - - - -
Dues&Subscriptions - - - - - - -
TOTAL EXPENDITURES (15,000) -
� � : i ���
Beginning Fund Balance 30,000 30,000 30,000 30,000 30,000 30,000 30,000
Endine Fund Balance 60,000 30,000 30.000 30,000 30.000 30,000 30,000
Restricted/Committed/Assigned 60,000 30,000 30,000 30,000 30,000 30,000 30,000
Unassigned Ending Balance $ - $ $ $ - $
� � i � � . . � �
.
Interest Income $ 275 $ 1,035 $ 1,035 $ 260 $ 260 $ 260 $ 260
TOTAL REVENUES 275 1,035 � 260 260 260 260
Filing Fee Expense - - - - - - -
TOTAL EXPENDITURES - -
� � : i � .� .� .i .�
Beginning Fund Balance 14,065 14,141 15,176 16,211 16,471 16,731 16,991
Endine Fund Balance 14,340 15,176 16.211 16,471 16,731 16,991 17,251
Restricted/Committed/Assigned 14,340 15,176 16,211 16,471 16,731 16,991 17,251
Unassigned Ending Balance $ S - $ $ $ - $
57
FIVE YEAR FINANCIAL FORECAST
ALL MUNICIPAL FUNDS
FYO18 19 E FYI 118-19D •.,•, �, FY 20-21 FY 21-22 FY 22-23 FY 23-24
/ • • ,
�
, / / , � � � � � � �
Transfer in-GF 100 $ 1,005,901 $ 455,901 $ 175,989 $ 174,041 $ 140,704 $ 95,426 $ 59,582
Transfer In-4B 200 1,400,000 1,950,000 1,812,500 1,848,750 1,885,725 1,923,440 1,961,908
TOTAL REVENUES 2,405,901 2,405,901 2,022,791 2,026,429 2,018,866 2,021,490
Bank Charge-2011 GORB Refundingof2002/2003 (400) (400) (400) (400) (400) (400) (400)
Principal-Issue 2011 GORB Issue-2011-GORB (715,000) (715,000) (730,000) (750,000) (770,000) (790,000) (790,000)
Interest-Issue 2011 60RB Program 10 (171,425) (171,425) (149,750) (127,550) (104,750) (81,350) (ffi,350)
TOTAL (886,825) (886,825) (880,150) (877,950) (875,150) (871,750) (871,750)
Bank Charge-Issue 2013 CO SPLIT Academy Expansion (440) (440) (440) (440) (440) (440) (440)
Principal-Issue 2013 CO WITH Issue-2013-CO (182,450) (182,450) (33,200) (71,875) (75,880) (74,756) (77,381)
Interest-Issue 2013 CO Fund Program 12 (263,568) (263,568) - - - - -
TOTAL (446,458) (446,458) (33,640) (72,315) (76,320) (75,196) (77,821)
Bank Charge-Issue 2014 GORB Refundingof2003 (440) (440) (440) (450) (450) (450) (450)
Principal-Issue 2014 GORB Issue-2014-GORB (5,000) (5,000) (5,000) (5,000) (5,000) (5,000) (5,000)
Interest-Issue 2014 GORB Program 14 (64,860) (64,860) (64,680) (64,500) (64,320) (64,140) (64,140)
TOTAL 2014 GORB (70,300) (70,300) (70,120) (69,950) (69,770) (69,590) (69,590)
Bank Charge-2017 GORB Refundingof2007 (450) (450) (450) (450) (450) (450) (450)
Principal-Issue 2017 GORB Issue-2017-GORB (30,000) (30,000) (35,000) (35,000) (35,000) (35,000) (35,000)
Interest-Issue 2017 GORB Program 15 (227,025) (227,025) (226,375) (225,675) (224,888) (223,925) (223,925)
TOTAL (257,475) (257,475) (261,825) (261,125) (260,338) (259,375) (259,375)
Bank Charge-2017 Tax Note Fire Station Tax Note (550) (550) (550) (550) (549) (550) (550)
Principal-2017TaxNote Issue-2017-TTN (212,000) (212,000) (215,000) (219,000) (223,000) (227,000) (227,000)
Interest-2017 Tax Note Program 16 (22,118) (22,118) (15,254) (14,326) (10,326) (6,254) (6,254)
TOTAL (234,668) (234,668) (233,804) (233,876) (233,876) (233,804) (233,804)
Bank Charge-2017 CO Fire Station Bonds (450) (450) (450) (450) (450) (450) (450)
Principal-Issue 2017 CO Issue-2017-CO (205,000) (205,000) (210,000) (215,000) (225,000) (230,000) (230,000)
Interest-Issue 2017 CO Program ll (304,725) (304,725) (298,500) (292,125) (285,525) (278,700) (278,700)
TOTAL (510,175) (510,175) (508,950) (507,575) (510,975) (509,150) (509,150)
TOTAL EXPENDITURES (2,405,901) (2,405,901) (2,022,791) (2,026,429) (2,018,866) (2,021,490)
� � :. .
Beginning Fund Balance - - - - - - -
Endine Fund ealance - - - - - -
Restricted/Committed/Assigned - - - - - - -
Unassigned Ending Balance $ 5 - $ $ S - $
58
FIVE YEAR FINANCIAL FORECAST
ALL MUNICIPAL FUNDS
FYO18 19 E FYI 118-19D •.,•, �, FY 20-21 FY 21-22 FY 22-23 FY 23-24
, 1 , ■ � � � � � � � � �
PropertyTax $ 256,878 $ 299,430 $ 666,221 $ 669,523 $ 668,654 $ 672,827 $ 667,098
TOTAL REVENUES 256,878 299,430 669,523 668,654 672,827 667,098
Bank Charge-2011 CO Issue 2011 CO (440) (440) (440) (440) (440) (440) (440)
Principal-2011 CO Road Improvements (83,000) (83,000) (87,000) (91,000) (96,000) (101,000) (106,000)
Interest-2011 CO Program 011 (34,356) (34,356) (32,316) (30,180) (27,936) (25,572) (23,088)
TOTAL 2011 CO (117,796) (117,796) (119,756) (121,620) (124,376) (127,012) (129,528)
Bank Charge-Issue 2013 CO SPLIT Academy Expansion - - - - - - -
Principal-Issue 2013 CO WITH Issue-2013-CO - - (158,150) (119,475) (124,370) (129,944) (136,219)
Interest-Issue 2013 CO Fund Program 12 - - (259,830) (255,525) (250,630) (245,056) (238,781)
TOTAL 2013 CO - - (417,980) (375,000) (375,000) (375,000) (375,000)
Bank Charge-2013 GORB Issue 2013 GORB (440) (440) (440) (440) (440) (440) (440)
Principal-2013 GORB Refunding of 2018(A&5) (135,000) (135,000) (140,000) (145,000) (145,000) (150,000) (145,000)
Interest-2013 GORB Program 013 (34,463) (34,463) (31,025) (27,463) (23,838) (20,375) (17,130)
TOTAL 2013 GORB (169,903) (169,903) (171,465) (172,903) (169,278) (170,815) (162,570)
TOTALEXPENDITURES (287,699) (287,699) �' � (669,523) (668,654) (672,827) (667,098)
� � : i : •:�
Beginning Fund Balance 30,521 31,249 42,950 - - - -
Endine Fund Balance 0 42,980
Restricted/Committed/Assigned 0 42,980 - - - - -
Unassigned Ending Balance $ S - $ $ S - $
59
FIVE YEAR FINANCIAL FORECAST
ALL MUNICIPAL FUNDS
FYO18 19 E FYI 118-19D •.,•, �, FY 20-21 FY 21-22 FY 22-23 FY 23-24
� • � � • . ,
� � 1 � ' � " • �
Transferinfrom GF $ 1,025,000 $ 1,025,000 $ 891,360 $ 343,545 $ 343,545 $ 297,105 $ 297,105
Interest Income 38,000 48,505 48,505 38,000 38,000 38,000 38,000
Bond Revenue 3,387,134 - - 1,672,806 - - -
TOTAL REVENUES 4,450,134 1,073,505 2,054,351 381,545 335,105 335,105
FM 1938 Town Improvements (220,000) (112,300) - - - - -
Roanoke Road Recon/Drain South - (3,625) (540,000) - - - -
Sam School Road Recon&Drainage (281,960) (3,215) - - (55,000) - -
OTTINGER ROAD RECON&DRAINAGE - - - (1,063,800) - - -
Pearson Lane Recon&Drainage (404,125) (22,305) (290,016) - - - -
DoveRoad/FM19385ignalization - (159,360) - - - - -
Solana/FM 1938 Signalization - (8,375) - - - - -
Flashing Crosswalk Lights (80,000) - (53,850) (51,840) - - -
Solana Pavement Repairs (90,000) - (90,000) - - - -
Wyck Hill Pavement Resurface (54,450) - (58,806) - - - -
FM1938 Pavement Repairs (80,000) - (80,000) - - - -
SH 114 Service Rd Construction - (48,000) (96,000) - - - -
GPS Opticom Traffic Control - - - (70,000) - - -
ROAD and STREET IMPROVEMENTS DEPT 16 (1,210,535) (357,180) �� • (1,185,640) (55,000) -
WA-Pond Repairs (82,000) (82,000) - - - - -
Maintenance and Storage Facility - (5,000) (95,000) - - - -
FACILITY and GROUND IMPROVEMENTS DEPT 17 (82,000) (87,000) ' ��� -
Trail Connection at 114&Solana (30,000) - (193,560) - - - -
Trail-Westlake Academy to Cemetery - - - (319,006) - - -
Trail-Dove/Pearson/Aspen (290,016) - (313,2ll) - - - -
Wayfinding Signage (229,500) - (300,000) (290,000) - - -
Cemetary Improvements (50,000) (56,918) - - - - -
PARKS/TRAIL/CEMETERY IMPROVEMENT$ DEPT 19 (599,516) (56,915) �� � (609,006)
Cash(Fund Balance) - - - - - - -
Fiber Connectivity between Buildings (300,000) (25,000) (275,000) - - - -
INFORMATION TECHNOLOGY IMPROVEMENT$ (300,000) (25,000) ���
TOTAL REVENUE$AND TRANSFER$IN 4,450,134 1,073,505 939,865 2,054,351 381,545 335,105 335,105
TOTAL EXPENDITURES AND TRANSFERS OUT (2,192,051) (526,098) (2,385,749) (1,794,646) (55,000) - -
• � : : �: �i � i �
Beginning Fund Balance 1,590,074 1,976,880 2,524,257 1,078,403 1,338,105 1,664,653 1,999,755
Endin¢Fund Balance 3,848.157 2.524,287 1,078,403 1,338,108 1,664,653 1,999,758 2,334,863
Restricted/Committed/Assigned Contributions/Grants/Bonds 3,848,157 2,524,287 1,078,403 1,338,105 1,664,653 1,999,758 2,334,563
Unassigned Ending Balance $ $ $ $ $ $
60
FIVE YEAR FINANCIAL FORECAST
ALL MUNICIPAL FUNDS
FYO18 19 E FYI 118-19D •.,•, �, FY 20-21 FY 21-22 FY 22-23 FY 23-24
� � 1 ' � � " �
Cash(Fund Balance) S - $ - 5 - 5 - 5 - $ - 5 -
TOTALREVENUES - -
Engineering Fees (4,100) (4,100) - - - - -
Design Fees (61,474) (61,474) - - - - -
Contingency (107,700) (107,700) - - - - -
Advertising (2,500) (2,500) - - - - -
Printing (1,000) (1,000) - - - - -
Security Service (150,500) (150,500) - - - - -
Misc Expense (258,075) (258,075) - - - - -
Construction Expense (1,739,281) (1,739,281) - - - - -
Furniture&Fixtures (75,000) (75,000) - - - - -
TOTAL EXPENDITURES (2,399,630) (2,399,630) -
� � : . � . i
Beginning Fund Balance 3,829,956 3,616,683 1,217,053 1,217,053 1,217,053 1,217,053 1,217,053
Ending Fund Balance 1,430,326 1,217,053 1,217.053 1,217,053 1,217.053 1.217,053 1,217.053
Restricted Funds 1,430,326 1,217,053 1,217,053 1,217,053 1,217,053 1,217,053 1,217,053
Unassigned Ending Balance $ S - $ $ S - $
� I � � � ' � � �
InterestEarned $ 29,180 $ 151,021 $ 151,021 $ 27,400 $ 27,400 $ 27,400 $ 27,400
Contributions - 1,000,000 - - - - -
Transferinfrom ED 200 164,300 164,300 280,000 290,000 100,000 100,000 100,000
TOTAL REVENUES 193,480 1,315,321 � 317,400 127,400 127,400 127,400
Consultant Fees-Master Plan (85,000) (85,000) - - - - -
TOTALEXPENDITURES (85,000) (85,000) -
� � : i: �:� � � -�� -�� �ii -��
Beginning Fund Balance 1,782,565 1,651,843 2,882,164 3,313,185 3,630,585 3,757,985 3,885,385
Ending Fund Balance 1,891,045 2,882,164 3,313.185 3,630,585 3,757.985 3.885,385 4,012,785
Restricted Funds 1,891,045 2,882,164 3,313,185 3,630,585 3,757,985 3,885,385 4,012,785
Unassigned Ending Balance $ S - $ $ $ - $
61
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GENERAL FUND
Combined Program Summary
Fiscal Year 2019/2020
Adopted Estimated Proposed FY 19I20 Proposed
Budget Budget Budget vs
FY 18119 FY 18/19 FY 19/20 FY 18119 Estimated
REVENUES&OTHER SOURCES
1 General Sales Tax $ 3,900,000 $ 5,550,000 $ 5,437,500 $ (112,500) -2%
2 PropertyTax 1,733,356 1,733,356 1,634,916 (98,440) -6%
3 Beverage Tax 62,500 62,500 62,500 - 0%
4 Franchise Fees 983,815 831,095 316,924 (514,171) -62%
5 Permits&Fees Other 263,303 250,985 197,235 (53,750) -21%
6 Permits&Fees Building 4,357,571 5,383,495 2,635,325 (2,748,170) -51%
7 Permits&Fees Utility - - - - 0%
8 Fines&Forteitures Court 715,545 548,111 547,426 (685) 0%
9 Investment Earnings 178,955 278,616 278,616 - 0%
10 Contributions 12,240 12,240 - (12,240) -100%
11 Misc Income 39,785 41,075 26,600 (14,475) -35%
12 Total Revenues 12,247,070 14,691,473 11,137,042 (3,554,431) -24%
13 Transfers In 66,539 66,539 67,225 686 1%
14 Other Sources - - - - 0%
15 Total Other Sources 66,539 66,539 67,225 686 1%
16 TOTAL REVENUES&OTHER SOURCES E 12,313,609 $ 14,758,012 $ 11,204,267 $ (3,553,745) -24%
EXPENDITURES&OTHER USES
17 Salaries 3,994,572 4,115,540 4,395,248 279,709 7%
18 Transfers In (1,114,192) (1,158,443) (1,087,303) 71,140 -6%
19 Insurance 780,269 646,858 787,831 140,972 22%
20 Taxes 348,989 365,140 401,251 36,111 10%
21 Retirement 486,093 541,961 528,349 (13,611) -3%
22 Total Payroll and Related 4,495,731 4,511,055 5,025,376 514,321 11%
23 CapitalOutlay 35,710 31,470 95,680 64,210 204%
24 Debt Service 351,680 261,486 256,430 (5,056) -2%
25 Leases and Rentals 34,674 36,345 36,759 414 1%
26 Public Notices 27,762 26,862 26,862 - 0%
27 Rent&Utilities 760,911 765,911 770,340 4,429 1%
28 Repair&Maintenance 279,748 265,826 401,116 135,290 51%
29 Services 2,130,773 2,410,686 2,561,647 150,961 6%
30 Supplies 246,473 250,434 248,054 (2,380) -1%
31 Transfer Out Operating 1,005,901 455,901 175,989 (279,912) -61%
32 Travel&Training 209,564 221,524 235,190 13,666 6%
33 Operations and Maintenance 5,083,195 4,726,444 4,808,067 81,622 2%
34 TOTAL OPERATING EXPENDITURES E 9,578,926 $ 9,237,500 $ 9,833,443 $ 595,943 6%
35 Transfer Out to Fund 410 CP 1,025,000 1,025,000 891,360 (133,640) -13%
36 Transfer Out to Fund 600 GMR 1,000,799 1,463,799 229,185 (1,234,614) -84%
37 Transfer Out to Fund 505 VMR-UF - - 5,000 5,000 100%
38 Transfer Out to Fund 605 VMR-GF 460,266 678,266 229,185 (449,081) -66%
39 TOTAL NON-OPERATING EXPENDITURES 2,486,065 3,167,065 1,354,730 (1,812,335) -57°/
40 TOTAL EXPENDITURES&OTHER USES $ 12,064,992 $ 12,404,565 $ 11,188,773 $ (1,216,392) -10%
SUMMARY
41 IEXCESS REVENUES OVER(UNDER)EXPENDITURES I I 248,618 I 2,353,447 I 16,094 I (2,337,353)I 99% I
42 FUND BALANCE,BEGINNING 9,216,610 9,761,849 12,115,296 2,353,447 24%
43 FUND BALANCE,ENDING $ 9,465,228 $ 12,115,296 $ 12,131,390 $ 16,094 0.13%
44 Restricted/Assigned/Committed Funds 304,504 290,880 298,560 7,680 3%
45 UNASSIGNED FUND BALANCE,ENDING $ 9,160,724 $ 11,824,416 $ 11,832,830 $ 8,414 0%
46 Operating Cost per Day $ 26,146 $ 25,308 $ 26,941 $ 1,633 6%
47 Operating Days 350 467 439 (28) -6%
RESTRICTED/ASSIGNED/COMMITTED FUNDS
48 CourtTechnology 100-10112-15-000 $ 60,823 $ 54,300 $ 60,000 $ 5,700 10%
49 CourtSecurity 100-10113-15-000 117,771 108,400 110,000 1,600 1%
50 CourtEfficiency 100-10116-15-000 9,787 10,120 10,500 380 4%
51 Reforestation 100-10110-00-101 61,415 63,350 63,350 - 0%
52 Street Escrow(TB/RA) 100-10110-00-102 54,707 54,710 54,710 - 0%
53 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS $ 304,504 $ 290,880 E 298,560 $ 7,680 3%
63
GENERAL FUND
Summary By Department
Fiscal Year 2019/2020
Town Planning Town
General Manager's and Secretary's Fire/EMS Municipal Public Facilities
Services Office Development Office Department Court Works Maintenance
REVENUES AND OTHER SOURCES
IGeneral SalesTax $ 5,437,500 $ - $ - $ - $ - $ - $ - $ -
IPropertyTax 1,634,916 - - - - - - -
IBeverage Tax 62,500 - - - - - - -
IFranchise Fees 316,924 - - - - - - -
IPermits&Fees Other 6,660 - 90,050 - 100,525 - - -
IPermits&Fees Building - - 2,563,058 - 72,267 - - -
IFines and Forfeitures - - - - - 547,426 - -
IInvestment Earnings 275,000 - - - - 3,616 - -
IContributions - - - - - - - -
IMisc Income 11,500 - 100 - - - - 15,000
ITotalRevenues 7,745,000 - 2,653,208 - 172,792 551,042 - 15,000
� Transfers In - - - - - - - -
Total Other Sources I I
TOTAL REVENUES&OTHER SOURCES � $7,745,000 $ - $ 2,653,208 $ - S 172,792 $ 551,042 $ - $ 15,000
EXPENDITURES AND OTHER USES
ISalaries I $ 46,915 $ 558,148 $ 360,762 $ 138,444 $ 1,530,712 $ 301,238 $ 276,265 $ 111,446
ITransfersln - (227,867) - - - - (292,129) (43,108)
IInsurance 14,279 82,449 49,445 22,599 296,926 66,777 53,274 24,908
ITaxes 3,926 48,028 30,242 11,260 154,972 26,612 27,552 10,494
IRetirement 5,769 68,634 44,362 17,024 184,336 31,884 33,972 13,704
ITotalPayroll&Related 70,890 529,393 484,812 189,327 2,166,945 426,512 98,934 117,444
ICapital0utlay I - - 750 - 71,900 1,500 5,000 7,800
IDebt Service 256,430 - - - - - - -
ILeases and Rentals 6,160 295 1,750 2,705 1,200 10,866 - 7,226
IPublic Notices - - - 25,000 140 - - 222
IRent&Utilities 389,349 - - - 45,100 - 202,864 200
IRepair&Maintenance I - - 500 - 81,145 193 83,340 90,966
IServices 444,864 2,655 542,025 29,765 138,932 50,541 83,372 100,297
ISupplies 26,998 1,836 24,960 3,225 97,015 15,405 5,205 34,351
ITravel&Training 60,303 32,128 11,310 4,340 54,295 9,549 2,481 10,222
ITransfer Out to DS I - - - - - - - -
ITotalOperations I 1,184,104 36,914 581,295 65,035 489,727 88,054 382,262 251,283
Transfers Out - - - - - - - -
Other Uses - - - - - - - -
ITotal Other Uses � - - - - - - - -
TOTAL EXPENDITURES&OTHER USES � 1,254,994 566,307 1,066,107 254,362 2,656,672 514,566 481,196 368,727
EXCESS REVENUES OVER(UNDER)EXPENDITURES $6,490,006 $ (566,307) $ 1,587,101 $ (254,362) $(2,483,880) $ 36,476 $ (481,196) $ (353,727)
64
GENERAL FUND
Summary By Department
Fiscal Year 2019/2020
Finance Parks and Information Human Communi- Police Trensfers In
Department Recreation Technology Resources cations Services and Out TOTAL
REVENUES AND OTHER SOURCES
IGeneral SalesTax $ - $ - $ - $ - $ - $ - $ - $ 5,437,500
IProperty Tax - - - - - - - 1,634,916
IBeverage Tax - - - - - - - 62,500
IFranchise Fees - - - - - - - 316,924
IPermits&Fees Other - - - - - - - 197,235
IPermits&Fees Building - - - - - - - 2,635,325
IFines and Forfeitures - - - - - - - 547,426
IInvestmentEarnings - - - - - - - 278,616
IContributions - - - - - - - -
IMisc Income - - - - - - - 26,600
ITotal Revenues - - - - - - - 11,137,042
I
Transfers In - - - - - - 67,225 67,225
Total Other Sources - - - - - - 67,225 67,225
TOTAL REVENUES&OTHER SOURCES $ - $ - $ - $ - $ - $ - $ 67,225 $ 11,204,267
EXPENDITURES AND OTHER USES
ISalaries $ 424,886 $ 52,422 $ 195,404 $ 199,069 $ 199,536 $ - $ - $ 4,395,248
ITransfersln (217,544) (37,437) - (13,456) (255,762) - - (1,087,303)
IInsurance 70,211 10,532 51,506 29,427 15,498 - - 787,831
ITaxes 34,498 5,475 15,857 16,143 16,191 - - 401,251
IRetirement 49,173 6,446 24,028 24,479 24,537 - - 528,349
ITotalPayroll&Related 361,224 37,437 286,795 255,663 - - - 5,025,376
ICapital0utlay 5,710 3,020 - - - - - 95,680
IDebt Service - - - - - - - 256,430
ILeases and Rentals 1,550 - - 3,135 1,872 - - 36,759
IPublic Notices - - - 1,500 - - - 26,862
IRent&Utilities - 132,827 - - - - - 770,340
IRepair&Maintenance 500 79,472 65,000 - - - - 401,116
IServices 34,272 87,791 68,212 14,680 722 963,519 - 2,561,647
ISupplies 2,797 12,843 7,630 3,270 12,519 - - 248,054
ITravel&Training 10,935 5,000 9,618 17,250 7,759 - - 235,190
ITransfer Out to DS - - - - - - 175,989 175,989
ITotalOperations 55,764 320,953 150,460 39,835 22,872 963,519 175,989 4,808,067
Transfers Out - - - - - - 1,354,730 1,354,730
Other Uses - - - - - - - -
I Total Other Uses - - - - - - 1,354,730 1,354,730
TOTAL EXPENDITURES&OTHER USES 416,988 358,390 437,255 295,498 22,872 963,519 1,530,719 11,188,173
EXCESS REVENUES OVER(UNDER)EXPENDITURES $ (416,988) $ (358,390) $ (437,255) $ (295,498) $ (22,872) $ (963,519) $(1,463,494) $ 16,094
65
GENERAL FUND
The General Fund is the Town's principle operating fund, and is supported by sales and use taxes, ad valorem
property taxes, and other revenues.These revenues may be used for a variety of purposes, as determined by
the Town Council.The General Fund budget accounts for core Town services such as fire and emergency
services, planning and development, public works,finance, and administrative oversight.
REVENUES HIGHLIGHTS ' ' �
The proposed FY2020 General Fund budget projects$11.2M
in revenues and other sources. This reflects a 24% decrease
of $3.6M from the prior year estimated budget primarily
due to the receipt of Schwab permit fees received in
FY2019. The chart to the right shows the distribution of
General Fund revenues and other sources.
Sales and Use Tax
The largest revenue source in the proposed General Fund
budget is sales and use tax revenues.
Budgeted to be $5.4M; and comprises 49% of General Fund total revenues and sources. This reflects a 2%
decrease of $112K when compared to prior year estimates. The Town had previously entered into a situs
agreement regarding construction materials being sited in Westlake. It is anticipated this will end during FY
19-20. This decrease will be offset by additional sales and use from the operations of Schwab as well as
additional construction being anticipated throughout Westlake.
Sales and use taxes are collected on the sale of goods and services within the Town as authorized by the State
of Texas. The maximum sales tax allowed in the State of Texas is 8.25% per dollar on all taxable goods and
services.
• 6.25% per dollar is kept by the State;
• municipalities receive a maximum of 2%.
• Funds are collected by the Texas Comptroller of Public Accounts and remitted to the Town monthly.
An amount equal to 1.50% of taxable sales is
Sales and Use Tax
appropriated to the Town's General Fund.
$5.55 $5.44
$3.35 $3.35 $4ag This total includes .50% that is received for Property
Tax Reduction.
The Town also receives an additional .50% sales tax
2016 201� 2o1s 2019 202o that is recorded in the 4B Economic Development
estimated proposed Corporation Fund.
66
Buildin� Permit Revenues
The second largest revenue source in
the proposed General Fund budget is Development Lots Residential Commercial TOTAL
permits and fees charged for Granada g $ 230,640 $ - $ 230,640
development activities. Budgeted to Entrada p - 891,360 891,360
be $2.6M; and comprises 24% of Vaquero 4 141,960 - 141,960
General Fund total revenues and
Quail Hollow g 341,520 - 341,520
sources. This reflects a 51% decrease
Terra Bella 1 36,930 - 36,930
of $2.7M when compared to prior
year estimates. As stated previously, Knolls at Solana 10 146,920 - 146,920
this primarily due to the receipt of Schwab/Front 44 p - 27,645 27,645
Schwab permit fees in the prior year. Solana p - 125,000 125,000
Deloitte p - 40,000 40,000
Revenue from residential permits is Other Permits 1 254,800 398,550 653,350
projected to be $1.5M for 32 permits 32 $ 1,152,770 $1,482,550 $2,635,325
with commercial permits projected at
$1.5M.
Ad Valorem Propertv Tax
The third largest revenue source in the proposed General Fund budget is ad valorem property tax revenues.
The Maintenance and Operations (M&O) portion of the rate is budgeted to be $1.6M and comprises 15% of
the General Fund total revenues and sources, this reflects a 6% decrease of $98K when compared to prior
year estimates.
Property Tax Rate per$100 Assessed Valuation
The ad valorem tax rate per $100 of �snown in �7�illionsy
assessed valuation is proposed to
increase from $0.15600 to $0.16018
which is comparable to the tax rate �
adopted in 2010 and remains one of
the lowest in the immediate area as ` ` ' "
: � �
well as the State. � .� I
� � � � � _. . � —
The tax rate of$0.16018 is allocated
?CII 2QI2 2U13 20I4 20T5 20T6 20I7 2018 207.9 2U2[1 �
between General Fund maintenance d�ua� actuai actual acival a�ua� actuai actual actual ac�ual p�opo5�
and operations (M&O) and Interest
and Sinking (I&S) debt service for the municipality.
The break out for general operations is$0.11453 and generates approximately$1.6M, while the portion for
debt service is $0.04565 and results in approximately$655K for our debt obligations.
67
• 2011 Certificates of Obligation payment for street FY 18/19 FY19/20
projects of$119,756 Adopted Proposed Change
• 2013 General Obligation Refunding payment of Tax Rate Tax Rate Amount
$171,465 for the Sam and Margaret Lee Arts & M&o $0.13201 $0.11453 $(0.01748)
Science Center construction $0.15600 $0.16018 $0.00418
• 2013 Certificates of Obligation payment for the
Westlake Academy construction expansion of$364,621.
This budget will raise more revenue from property taxes than last year's adopted budget by an amount of
$430,534,which is a 23.02 percent increase from last year's budget.
As can be seen by the chart below, Westlake's ad valorem tax rate remains one of the lowest in the immediate
area as well as the state.
a.as °'�'�"
Based on July 2019 certified values, �az00o
0.39996
the Town's"net taxable value" o.ao 0.37512
increased by$ 154,432,477 over the o.ss ■Trophy Club
prior year adjusted information for FY �.�9��5
0.30 __ o.zsnz� ■Southlake
18-19
0.25 ❑Keller
This is attributable to 0-20 ■Roanoke
a.Fnois
• 19%residential increase o.ss � oHasiet
• 36%commercial increase o.10
• 13%personal increase �?Grapevine
o.os
■Westlake
0.00
Westlake's property values have increased appreciably over time, as shown in the chart below.
The difference between assessed value and
taxable value is due to values related to the Appraised Value �s Taxable Value
shown in billions
Town's homestead and other exemptions. App�;Sed vaiue Taxable Value
State law requires a taxing unit to calculate two
rates after receiving its certified appraisal roll — s1.91s
the effective tax rate and the rollback tax rate. 51.39�
Sl.sos $1.6oa
51.218 _
51.437
The effective rate is the rate that will generate $1.125 S1.2D9 S1.zgz
$0.944
the same amount of property tax dollars as the
previous year, excluding new construction and
FY15�Z6 FYZ6/17 fYZ7�18 �Y 18�Z9 FY19/Z❑
annexations, when th2 tW0 years are estimated propased
compared.
68
Over the years, Council has developed a clear vision and given staff directives to maintain a high level of
personalized service that is efficient and develop teams that look for creative ways to create the quality of life
experiences our residents have come to value. We achieve this on the fiscal side, through the use of a shared
service models where we maximize the use of cross-functional teams—for both academic and municipal sections
- to help ensure we maintain a competitive tax rate while providing a responsive and professional level of
service. Council has also instituted various policies that allow residents to reduce some of the tax assessments
through programs available by law. These include the use of the homestead exemption, disabled and senior
exemptions, homestead tax ceiling, and the use of property tax reduction funds.
Homestead Exemption
• This is an exemption offered by the Town which reduces the taxable value of all homes by 20%, which is
the maximum amount allowed under the law.
Additional 65+or Disabled Exemption
• A $10,000 exemption on the taxable value of homes of 65+ or disabled residents. (The allowance
categories are for 65+or disabled and cannot be combined by law).
Homestead Tax Ceiling
• Limits the total amount of taxes residents who are 65+ or disabled pay so that in future years their taxes
will not increase beyond what they are currently paying (except in the event a resident makes major
renovations or expands the square footage of their home).
• Any resident that was 65 when Westlake adjusted its ad valorem rate from $0.0 in 2010, will not pay any
municipal ad valorem taxes due to this tax ceiling.
• If a resident turned 65 this year, then the amount they paid this year in municipal ad valorem taxes
would remain fixed at that amount (except as noted above). They will not pay more but could
potentially pay less if taxes are lowered.
Property Tax Reduction
• In October of 2006,the residents of Westlake voted to abolish one-half of one percent (%%) of additional
sales and use tax for economic and industrial development, Section 4A, and to implement one-half of
one percent (%z%) of local sales and use tax to be used to reduce the property tax rate. This option is
used by more than thirty (30) municipalities in the state of Texas with the exact amount of the reduction
being printed on our annual tax statements for each resident and corporate partner.
• Prior year's sales tax revenues are used in calculating the current tax rates based on the State
Comptroller's Truth and Taxation process.
• Current calculations of Westlake's tax rate take these revenues into consideration and saves our
residents approximately$0.14 off the ad valorem (property tax) rate per$100 valuation.
All Other Revenue Sources
Court Fines and Forfeitures; Budgeted to be $547K; a 0.01%decrease of$685 from prior year estimated.
�
69
Revenue generated from the Municipal Court is based on citations and warrants issued. The Keller Police
Department will continue to provide police services for Westlake.
Franchise Taxes: Budgeted to be $316K; a 62% decrease of $514K from prior year estimated. A reduction in
franchise fee revenue is estimated based on the recent passage of SB 1152 that authorizes a cable or phone
company to stop paying the lesser of its state cable franchise or telephone access line fees, whichever are less for
the company statewide. Companies have until October 1st of every year to provide municipalities notice of which
fee they were planning to pay. Fees are collected from utilities and telecommunications companies that use Town
right-of-way. A flat rate is charged to both telephone operators (adjusted annually) and Tri-County Electric based
on the number of access lines and services rendered, respectively.
Investment Earnings: Budgeted to remain flat at$278K.
Permits and Fees-Other: Budgeted to be$197K; a 21%decrease of$53K from prior year estimated.This account
type includes fees charged by the Town for gas wells, EMS revenues, review and renewal fees, developments fees
and contractor registration fees.
Beverage Tax: Budgeted to remain flat at$62K.The Town collects a 14%gross receipt tax on mixed beverages. Of
this percentage, 10.7%of gross liquor receipts are remitted to the Town, and the remaining 3.3% is retained by the
State of Texas.
Miscellaneous Income: Budgeted to be $67K; a 35% decrease of $14K from prior year estimated. This
account type includes fees charged by the Town for facility rentals, sales of surplus/scrap items, insurance
refunds and equity returns. For FY2020, Facility department building rentals fees decreased $7K and the
Communications department misc. donations decreased $5K.
Transfers In: Budgeted to be $67K; a 1% increase of $686 from prior year estimated. This account only
includes transfers in from the Utility fund for one-time impact fees. These fees are based on new home
construction starts
EXPENDITURES HIGHLIGHTS
The proposed FY2020 General Fund budget projects$11.2M in
expenditures and other uses. This reflects a 10% decrease of .
$1.2M from the prior year estimated budget. The chart to the
right shows the distribution of General Fund expenditures and
.
other uses.
. �
. ,
Payroll and Related Expenditures
The largest expenditure use in the proposed General Fund
budget is payroll and related. �
70
Personnel staffing levels for the Town of Westlake are presented in full-time equivalents(FTE) positions. For example,a
position staffed for 40 hours per week for 52 weeks per year(2,080 hours)equals one full-time equivalent position. For
firefighter/paramedic positions, an FTE is based on 2,912 hours per year, or an average of 56 hours per week is used.
An FTE position of .SO refers to a position that is funded for 1,040 hours per year (2,080 x .50). The personnel count
includes vacant positions.
I Dept FY 18/19 I FY 19/20 � Change � Percent
Budgeted to be$SM and comprises 45%of No. Department Name Estimated Proposed Amount of total
General Fund total expenditures and other 10 Administrative Z.00 z.00 Z.00 s00%
uses. This reflects an 11% increase of 11 Town Manager 3.00 4.0o Z.00 33%
$514K when compared to prior year 12 Planning&Development 4.00 4.00 - 0%
13 Town Secretary 1.50 1.50 - 0%
estimates.
14 Emergency Services 15.50 18.00 2.50 16%
15 Court/Marshal 4.25 4.50 0.25 6%
This is due to the addition of three new
I 16 I Public Works 4.00 4.33 0.33 I g%
positions: A Fire Department Business I 17 I Facilities Maintenance 1.00 0.83 (0.17) I -17%
Manager, a Public Works Technician, and a I 1s I Finance�ept 4.00 4.50 0.5o I 13%
part-time Academy Accounting Technician. I 19 I Park&Recreation 1.00 0.83
(0.17) -17%
In addition to these new positions,the Town I zo I �nformation Technology I z.00 z.00 - o%
is realizing a full year's salary for new z1 Human Resources z.00 z.00 - o%
employees and promotions made during the zz communications z.00 z.00 - o%
last fiscal year. Within the Fire Department, Total Employees 45.25 50.50 5.25 12%
three part-time fire fighters will transition to
full time employees. The increase in costs are partially offset by the reduction of the current part-time wages for the
fire fighter positions.
Compensation Plan and Salary Survey: The Town of Westlake believes that market-based salary, in combination
with employee competence and their overall contribution to the Town's success, should largely determine their
compensation and career advancement opportunities. The ultimate goal of the compensation plan is to attract
and retain top talent and utilize best practices in all systems and processes supporting the plan.
Pay Increases: Salary adjustments will be made in order to remain competitive, retain talent, and reward
outstanding performance. Pay increases may occur due to market adjustments, or through performance pay. All
forms of compensation are subject to Town Manager approval and available funding appropriated on an annual
basis by the Town Council.
Market Adjustments: Budgeted to be$212K($175K base).The Town will conduct an annual market salary study in
preparation for the upcoming fiscal year budget. Depending on the results of the market study, and if funds are
available, all or some of the salary bands will be proposed to the Town Council for adjustment based upon the
results of the annual market salary study. Proposed adjustments to any pay band will not be proposed unless the
market study indicates bands have increased by 2.5% or more. Employee salaries may receive a market
adjustment if their current salary has shifted to become less than 97.5% of the market average. If any market
adjustment is approved, all pay ranges and steps will be adjusted accordingly on the first day of the fiscal
year. This does not include the Town Manager,whose compensation is determined by the Town Council.
71
Performance Pay: Budgeted to be $54K ($45K base). On-going performance pay may be awarded to individuals or
teams who, as determined in their performance evaluation, have clearly gone "above and beyond" their traditional
roles,job duties, and assignments over the evaluation period. Performance pay is awarded through the review process
and the established criteria outlined by the HR Department. One-time performance pay may be offered to employees
or teams who, based on performance evaluation, have been determined to have gone "above and beyond"
expectations. One-time performance pay is a lump-sum, one-time payment, and will not impact the base pay of the
employee and will not move their pay within their position's assigned band. All performance pay,whether on-going or
one-time adjustments, is dependent upon the availability of financial resources.
Operations and Maintenance Expenditures
The second largest expenditure use in the proposed General Fund budget is operations and maintenance.
Budgeted to be$4.8M; and comprises 43%of General Fund total expenditures and other uses
This reflects a 2% increase of $81K when compared to prior year estimates. The General Fund includes the
dollars needed to provide basic services. Operating expenditures are relatively stable from FY2019, with
minimal new items.
Debt Service Payments: decreased $5K
Leases and rentals: increased $414
Rent& Utilities: increased $4K; based on tiered schedule for the new town hall building.
Repair& Maintenance: increased $135K
• Fire Dept vehicle repair and maintenance increased $27K
• Public Works road repair& maintenance increased $54K
• Facilities repair& maintenance increased $33K
• Information Technology software/hardware repair& maintenance increased $20K
Services expenditures: increased $150K
• Transfers out Westlake Academy increased $67K to offset the payroll cost of the Westlake Academy
Foundation which has been transferred from the Foundation to the Town to have additional funds for
granting to the Westlake Academy.
• Facilities Maintenance increased $23K for services that will now be provided to the new Fire Station
Complex; construction was finalized in FY2019
• Information Technology increased $33K for system administrative and support services
• Fire Dept increased $15K for property insurance for new Fire Station Complex;
Supply expenditures: decreased $2K
72
Travel &Training: increased $13K
• Includes travel expenses related to car rentals, parking, lodging, meals, mileage, as well as training
items such research books, meetings, seminars, and dues subscriptions.
Transfers Out to to Debt Service: decrease $279K
Transfers out to conduit funds: Based on one-time planning and development building permit fees and
revenues in for residential and commercial construction that decreased in FY19/20.
� Transfer Out to Capital Projects decreased $133K
• Transfer Out to General Maintenance and Replacement decreased $1.2M
• Transfer Out to General Vehicle Maintenance and Replacement decreased $449K
• Transfer Out to Utility Vehicle Maintenance and Replacement increased $5K
FUND BALANCE
The ending fund balance is projected to be $12.1M
• This amount represents a 0.13% increase of$16K from prior year estimated fund balance.
• The unassigned balance of$11.8M represents coverage for 439 operating days.
The Town of Westlake Fund Balance Policy states "The Town shall strive to maintain the General Fund
undesignated minimum fund balance at, or in excess of, 180 days of operation".The proposed budget reflects
439 operating days and follows the optimum balance defined in the Town's policy.
73
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ENTERPRISE FUNDS
Combined Program Summary
Fiscal Year 2019/2020
Adopted Estimated Proposed FY 19/20 Proposed
Budget Budget Budget vs
FY 18119 FY 18119 FY 19I20 FY 18/19 Estimated
REVENUES&OTHER SOURCES
1 General Sales Tax $ - $ - $ - $ - 0%
2 Property Tax - - - - 0%
3 Charge for Service 4,585,075 4,588,050 5,336,812 748,762 16%
4 HotelOccupancyTax - - - - 0%
5 Beverage Tax - - - - 0%
6 Franchise Fees - - - - 0%
7 Permits&Fees Other - - - - 0%
8 Permits&Fees Building - - - - 0%
9 Permits&Fees Utility 274,441 229,241 255,841 26,600 12%
10 Fines&Forteitures Court - - - - 0%
11 Investment Earnings 57,765 6Q900 6Q900 - 0%
12 Contributions - - - - 0%
13 Misc Income 23,460 23,460 17,850 (5,610) -24%
14 Total Revenues 4,940,741 4,901,651 5,671,403 769,752 16°/
15 Transfers In - - - - 0%
16 OtherSources 2,600,000 2,100,000 - (2,100,000) -100%
17 Total OtherSources 2,600,000 2,100,000 - (2,100,000) 100%
18 TOTAL REVENUES&OT S 7,540,747 $ 7,001,651 $ 5,671,403 $ (1,330,248) -19%
EXPENDITURES&OTHER USES
19 CapitalOutlay $ 31,055 $ 31,055 $ 31,055 $ - 0%
20 Debt Service 303,786 303,786 408,027 104,241 34%
21 Payroll&Related - 9,195 9,195 - 0%
22 Leases and Rentals 500 500 1,500 1,000 200%
23 Public Notices - - - - 0%
24 Payroll Transfer Out to GF 559,024 547,472 522,424 (25,048) -5%
25 Rent&Utilities 177,544 177,544 179,721 2,177 1%
26 Repair&Maintenance 163,065 163,065 165,565 2,500 2%
27 Services 3,320,694 3,323,557 3,481,382 157,825 5%
28 Supplies 7,040 7,040 7,040 - 0%
29 Travel&Training 7,920 7,920 10,420 2,500 32%
30 Total Operating Expenditures 4,570,629 4,571,135 4,876,329 245,194 269%
31 Projects-Maintenance&Replacement Funds - - - - 0%
32 Projects-Capital&Expansions Funds 1,711,840 1,996,332 - (1,996,332) -100%
33 Total Capital 1,711,840 1,996,332 - (1,996,332) -100%
34 TransfersOut 81,539 81,539 82,225 686 1%
35 Other Uses - - - - 0%
36 Total Other Uses 81,539 81,539 82,225 686 1%
37 Total Non-Operating Expenditures 1,793,379 2,077,871 82,225 (1,995,646) -96%
38 TOTAL EXPENDITURES&OTHER USES 6,364,008 6,649,006 4,898,554 (1,750,452) -26%
SUMMARY
39 EXCESS REVENUES OVER(UNDER)EXPENDITURES 1,176,733 352,645 772,849 420,204 -119%
40 Beginning Fund Balance 432,719 (189,342) 2,115,385 2,304,727 -1217%
41 Prior Period Adjustment(TWDB) - 1,952,082 - (1,952,082) 100
42 RESTATED BEGINNING FUND BALANCE 432,719 1,762,740 2,115,385 352,645 20%
43 FUND BALANCE,ENDING 1,609,452 2,115,385 2,888,234 772,849 37%
44 Restricted/Assigned/Committed Funds 1,311,169 � 1,315,654 1,313,640 (2,014) 0%
45 UNASSIGNED FUND BALANCE,ENDING a 298,283 $ 799,73� a 1,574,594 $ 774,863 97°/
RESTRICTED/ASSIGNED/COMMITTED FUNDS
46 Cemetery Fund $ 237,039 $ 241,524 $ 239,510 $ (2,014) -1%
4� Hillwood 888,000 888,000 888,000
4$ Deposits 186,130 186,130 186,130 - -
49 - - - - 0%
50 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS $ 1,311,169 $ 1,315,654 $ 1,373,640 $ (2,014) 0%
75
ENTERPRISE FUNDS
Combined Program Summary
Fiscal Year 2019/2020
Cemetery Utility
Fund 255 Fund 500 TOTAL
REVENUES&OTHER SOURCES
1 General Sales Tax $ - $ - $ -
z Property Tax - - -
s Chargefor5ervice 14,150 5,322,662 5,336,812
a HotelOccupancyTax - - -
s Beverage Tax - - -
6 Franchise Fees - - -
� Permits&Fees Other - - -
s Permits&Fees Building - - -
9 Permits&Fees Utility - 255,841 255,841
io Fines&Forfeitures Court - - -
ii Investment Earnings 5,600 55,300 60,900
iz Contributions
i3 Misc Income 1,625 16,225 17,850
ia Total Revenues 21,375 5,650,028 5,671,403
is Transfers In - - -
i6 OtherSources - - -
i� Total OtherSources - - -
1s TOTAL REVENUES AND OTHER SOURCES $ 21,375 $ 5,650,028 $ 5,671,403
EXPENDITURES&OTHER USES
i9 Capital0utlay $ - $ 31,055.00 $ 31,055.00
zo Debt Service - 408,027 408,027
zi Payroll and Related - 9,195 9,195
zz Leases and Rentals - 1,500 1,500
zs Public Notices - - -
za Payroll Transfer Out to GF - 522,424 522,424
zs Rent&Utilities - 179,721 179,721
z6 Repair&Maintenance 4,500 161,065 165,565
z� Services 16,264 3,465,118 3,481,382
z8 Supplies - 7,040 7,040
z9 Travel&Training 2,625 7,795 10,420
so Total Operating Expenditures 23,389 4,792,940 4,816,329
si Maintenance&Replacement Funds - - -
sz Capital Project Funds - - -
33 Total Capital - - -
3a Transfers Out - 82,225 82,225
ss Other Uses - - -
36 Total Other Uses - 82,225 82,225
3�Total Non-Operating Expenditures - 82,225 82,225
3s TOTAL EXPENDITURES&OTHER USES 23,389 4,875,165 4,898,554
39 EXCESS REVENUES OVER(UNDER)EXPENDITURES (2,014) 774,863 772,849
ao Beginning Fund Balance 241,524 (78,220) 163,303
ai Prior Period Adjustment(TWDB) - 1,952,082 1,952,082
az RESTATED BEGINNING FUND BALANCE 241,524 1,873,862 2,115,385
a3 ENDING FUND BALANCE $ 239,510 $ 2,648,725 $ 2,888,234
76
ENTERPRISE FUNDS
Enterprise Funds are segregated as to purpose and use from other funds and accounts of the Town with the
intent that revenues generated by the enterprise activity and deposited to the enterprise fund will be devoted
principally to funding all operations of the enterprise activity. The Town's Enterprise Funds are comprised of
the Utility Fund and the Cemetery Fund.
The cemetery was donated and conveyed by deed to the Town during FY 08-09. This fund includes all
operations associated with the 5.5 acre cemetery located on JT Ottinger Road.This includes interment,
lot sales, record keeping, and all maintenance associated with the grounds,fences,trees and flower beds.
The Utility Fund is used to account for the acquisition, operation, and maintenance of Westlake's municipal
water and sewer utility, supported primarily by user charges to utility customers. The fund accounts for
operational costs as well as debt service for utility system improvement bonds. The intent of this fund is for
the direct beneficiaries to pay for all costs of the fund — including debt service — through fees levied for the
services provided. Revenue and expenses related to waste/trash service are also accounted for in the Utility
Fund.
REVENUE HIGHLIGHTS
Budgeted to be$5.7M; this reflect a 19% decrease of$1.3K from prior year estimated.
Char�es for Services Enterpr'tse Fc�nd Re�enues
s}�own in�nillions
Budget increased $748K; based on water rate
study performed in FY 18-19 by independent
rate analyst. � �
, .. �
Cemetery section sale revenues are projected
to decrease $3K.
�015 �017 2018 2019 2020
estimated proposed
Water revenues are projecting a 16% increase
of $509K due to additional consumption and wastewater is projected to increase 21%, $241K. This increase is
based on a water rate study performed in FY 18-19 by independent rate analyst.
The Town's Utility Rates have remained unchanged since adoption in January 2017. The proposed budget
includes staff recommendation to maintain the existing water rates and to increase wastewater rates by
7%. These rates will be brought to the Council for adoption in December and implementation in January 2020.
Permits and Fees
Budget increased $276K; Duct bank permit fees are based on residential and commercial construction
projections.
�
77
Miscellaneous Income
Budget decreased $6K; This account type includes cross connection fees that are projected to decrease $3K. The
miscellaneous revenue account is projected to decrease$3K
Investment Earnin�s
Budgeted to remain flat at$61K
Other Sources:
Budget decreased $2.1M based on one-time bond revenue received in the prior year
EXPENSE HIGHLIGHTS
Budgeted to be$4.9M; a 26% decrease of$1.8K from prior year estimated.
Debt Service Payments: Enterprise Fun[f Expenses
shown in���illions
Budget increased $104K; due to the increased debt
:�
payment to the Texas Water Development Board _
for the Regional Fort Worth water-line capital ';::=���'�
project.
Leases and Rentals: zols 201� 2018 zois 2ozo
Budget increased $1K; Utility Fund misc. rental/lease estimated ��oposed
account increased from$.5K to$1.5K
Payroll Transfers Out:
Budget decreased $25K; In FY 18-19, the fund/dept payroll allocation several employees were changed. These
reallocations will affect market band adjustments, performance pay, insurance,taxes and retirement. All payroll and
related expenditures are paid via the General Fund and portions of these expenditures are subsidized by the Utility
Fund.
Rent and Utilities:
Budget increased $2K;the rent for the new town hall building is based on a tiered schedule.The total rental payment
is allocated 70%General Fund, and 15%each to the Utility Fund and the Visitors Association Fund.
Repair and maintenance:
Budget increased$3K;this is comprised of several small increased in the accounts within this expenditure type.
Service Expenditures:
Budget increased $158K; the cost to purchase water from the City of Fort Worth and the associated peak payment
increased$155K.This is in correlation to the increased water and sewer revenues mentioned earlier.
78
Capital Prolects:
Budget decreased$2.1M based on one-time invoices for the Texas Water Development board
Travel &Trainin�:
Budget increased$3K;this increase is for the training and dues for two facility employees.
Transfers Out:
Budget increase $686; This increase is for transfers out to the General Fund for one-time impact fees. Transfers
out to the Utility Vehicle Maintenance and Replacement Fund are used to build reserves for future vehicle
purchases and is projected to remain flat at $10K. Transfers out to the Utility Maintenance and Replacement
Fund are used to build reserves for future equipment/infrastructure projects and is projected to remain flat at
$5K
FUND BALANCE
The combined ending fund balance is projected to be$2.9M.
• The Cemetery Fund is projected to be$239K
• The Utility Fund is projected to be$2.7M
79
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INTERNAL SERVICE FUNDS
Combined Program Summary
Fiscal Year 2019/2020
Adopted Estimated Proposed FY 19/20 Proposed
Budget Budget Budget vs
FY 18/19 FY 18/19 FY 19/20 FY 18/19 Estimated
REVENUES&OTHER SOURCES
1 General Sales Tax $ - $ - $ - $ - 0%
2 Property Tax - - - - 0%
3 Charge for Service - - - - 0%
4 Hotel Occupancy Tax - - - - 0%
5 Beverage Tax - - - - 0%
6 Franchise Fees - - - - 0%
7 Permits&Fees Other 6,000 6,000 6,000 - 0%
s Permits&Fees Building - - - - 0%
9 Permits&Fees Utility - - - - 0%
10 Fines&Forfeitures Court - - - - 0%
11 Investment Earnings 21,480 44,469 44,469 - 0%
12 Contributions - 215,194 - (215,194) -100%
13 Misc Income - 4,525 - (4,525) -100%
14 Total Revenues 27,480 270,188 50,469 (219,719) -81%
15 Transfers In 1,476,065 2,157,065 478,370 (1,678,695) -78%
16 Other Sources - - - - 0%
1�Total Other Sources 1,476,065 2,157,065 478,370 (1,678,695) 100°/a
18 TOTAL REVENUES&OTHER SOURCES $ 1,503,545 $ 2,427,253 $ 528,839 $ (1,898,414) -78%
EXPENDITURES&OTHER USES
19 CapitalOutlay $ - $ - $ - $ - 0%
20 Debt Service - - - - 0%
21 Economic Development - - - - 0%
22 Leases and Rentals - - - - 0%
23 Public Notices - - - - 0%
24 Payroll Transfer Out to GF - - - - 0%
25 Rent&Utilities - - - - 0%
26 Repair&Maintenance - - - - 0%
27 Services - - - - 0%
28 Supplies - - - - 0%
29 Travel&Training - - - - 0%
3o Total Operating Expenditures - - - - 0%
31 Projects-Maintenance&Replacement Funds 1,079,475 1,340,869 932,438 (408,431) -30%
32 Projects-Capital&Expansions Funds - - - - 0%
33 Total Capital 1,079,475 1,340,869 932,438 (408,431) -30%
34 Transfers Out - - - - 0%
35 Other Uses - - - - 0%
36 Total Other Uses - - - - 0%
37 Total Non-Operating Expenditures 1,079,475 1,340,869 932,438 (408,431) -30%
38�TOTAL EXPENDITURES&OTHER USES $ 1,079,475 $ 1,340,869 $ 932,438 $ (408,431) -30%
SUMMARY
39IEXCESS REVENUES OVER(UNDER)EXPENDITURES I 424,070 I 1,086,384 I I (403,599)I (1,489,983)I 137% I
40 FUND BALANCE,BEGINNING 1,570,999 1,434,482 2,520,867 1,086,384 76%
41 FUND BALANCE,ENDING 1,995,069 2,520,867 2,117,268 (403,599) -16%
42 Restricted/Assigned/Committed Funds 1,995,069 2,520,867 2,117,268 (403,599) -16%
43 UNASSIGNED FUND BALANCE,ENDING $ - $ - $ - $ - 0%
RESTRICTED/ASSIGNED/COMMITTED FUNDS
44 Cash $ 1,995,069 $ 2,520,867 $ 2,117,268 $ (403,599) -16%
45 - - - - 0%
46 - - _ -
0%
47 - - - - 0%
48 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS $ 1,995,069 $ 2,520,867 $ 2,117,268 $ (403,599) -16%
g1
INTERNAL SERVICE FUNDS
Current Year Fund Detail
Fiscal Year 2019/2020
Utility Vehicle General General Vehicle
Maintenance& Utility Maintenance& Maintenance& TOTAL
Replacement Maintenance Replacement Replacement
Fund 505 Fund 510 Fund 600 Fund 605
REVENUES&OTHER SOURCES
ll GeneralSalesTax $ - $ - $ - $ - $ -
z Property Tax - - - - -
s Charge for Service - - - - -
al HotelOccupancyTax - - - - -
s Beverage Tax - - - - -
6 Franchise Fees - - - - -
� Permits&Fees Other - - 6,000 - 6,000
s Permits&Fees Building - - - - -
9 Permits&Fees Utility - - - - -
io Fines&Forfeitures Court - - - - -
ii Investment Earnings 1,940 31,895 3,424 7,210 44,469
iz Contributions
i3 Misc Income - - - - -
ia Total Revenues 1,940 31,895 9,424 7,210 50,469
is Transfers In 15,000 5,000 229,185 229,185 478,370
i6 Other Sources - - - - -
i� Total Other Sources 15,000 5,000 229,185 229,185 478,370
1s TOTAL REVENUES AND OTHER SOURCES $ 16,940 $ 36,895 $ 238,609 $ 236,395 $ 528,839
EXPENDITURES&OTHER USES
iel Capital0utlay $ - $ - $ - $ - $ -
zo Debt Service - - - - -
zi Economic Development - - - - -
zz Leases and Rentals - - - - -
zs Public Notices - - - - -
za Payroll Transfer Out to GF - - - - -
zs Rent&Utilities - - - - -
z6 Repair&Maintenance - - - - -
z� Services - - - - -
z8 Supplies - - - - -
z9l Travel&Training - - - - -
so Total Operating Expenditures - - - - -
si Maintenance&Replacement Funds 50,000 182,000 617,729 82,709 932,438
sz Capital Project Funds - - - - -
33 Total Capital 50,000 182,000 617,729 82,709 932,438
3a Transfers Out - - - - -
ss Other Uses - - - - -
36 Total Other Uses - - - - -
s�Total Non-Operating Expenditures 50,000 182,000 617,729 82,709 932,438
3sl TOTAL EXPENDITURES&OTHER USES SO,OOOI 182,OOOI 617,729I 82,709I 932,438
SUMMARY
39 EXCESS REVENUES OVER(UNDER)EXPENDITURES (33,060) (145,105) (379,120) 153,686 (403,599)
ao BEGINNING FUND BALANCE 35,699 538,885 1,045,371 900,912 2,520,867
ai ENDING FUND BALANCE $ 2,639 S 393.780 $ 666,251 $ 1,054,598 $ 2,117,268
g2
INTERNAL SERVICE FUNDS
Internal Service Funds are comprised of the following: (1) Utility Maintenance and Replacement Fund 510; (2)
General Maintenance and Replacement Fund 600; (3) Utility Vehicle Maintenance and Replacement Fund 505;
and (4) General Vehicle Maintenance and Replacement Fund 605
The Maintenance and Replacement Funds provide money to account for future facility financial
requirements, an important element of our budget given the size and complexity of the Town's facility
infrastructure. We will strive to continue our practice of transferring money into these funds. Many of the
smaller daily maintenance efforts of the facilities are absorbed into the various operating budgets as
appropriate. However, we recognize that it is important to have a proactive maintenance program that
addresses larger scale projects and that prudently prepares for increased maintenance and repair costs as the
facilities age.
The Vehicle Replacement Fund accounts for the resources needed to manage the purchase of vehicles and
heavy equipment for the Town's fleet. The establishment and funding of the vehicle and heavy equipment
replacement program was designed to even out expenses for the Town's fleet from year to year and provides
a logical method for purchasing and retiring vehicles. A five-year purchase plan has been developed to detail
future capital investment needs.
REVENUE HIGHLIGHTS
Budgeted to be$528.8K; a 78%decrease of$1.9M from prior year estimated
Permits and Fees
Budgeted to remain flat at$6K
Investment earnin�s
Budgeted to remain flat at$44.4K
Contributions
Decreased $215K; In the prior year, there were two one-time receipts. The general vehicle maintenance and
replacement fund 605 received $125K from Westlake Academy Foundation for the purchase of a school bus.
The Town also received $90K from Westlake Academy for 50%of the facilities allotment received from the state.
Miscellaneous income
Decreased $4.SK; in the prior year there were two one-time receipts. Sales of surplus for the general
maintenance and replacement fund 600 was decreased $2.5K and other misc. revenues was decreased $1.9K
83
Transfers in from Other Funds
Decreased $1.678M: Transfer in from the General Fund to conduit funds (Vehicle/General Maintenance &
Replacement Funds) decreased $1.7M—this is based on one-time planning and development revenues in FY18/19 of
$2.142M that were received - in FY 19-20 the anticipated one time revenues will only be$463K.Transfer in from the
Utility Fund to conduit funds(Vehicle/General Maintenance& Replacement Funds)will remain flat at$10K.
EXPENDITURES HIGHLIGHTS
Budgeted to be$932.4K; a 30%decrease of$408.4K from prior year estimated of$1.4M
Utilitv Vehicle Maintenance and Replacement fund 505
Increased$50K for the purchase of a new public works vehicle
Utilitv Maintenance and Replacement fund 510
Decreased$94K; in FY 18-19 there was a one-time project of repainting the ground storage tank at a cost of$276K. In
FY19/20 there will be three projects; Sewer Easement Cleaning Machine for$67K, Lift Station Pump Repairs of$25K,
and Pump Station Equipment at a cost of$90K.
General Maintenance and Replacement fund 600
Decreased $61K; in the prior year there were one-time projects for facilities maintenance at Westlake academy at a
cost of$78K. In FY19/20 there are increases of$43K in the Parks and Recreation department; increases of$55K in the
Information Technology department and$29K for facilities maintenance at the municipal town hall building
General Vehicle Maintenance and Replacement fund 605
Decreased $302K; two one-time purchases were made during the prior year. A school bus was purchased for
Westlake Academy at a cost of$125K that was offset by contributions from the Westlake Academy Foundation. Also,
the Fire/EMS department purchased an ambulance at a cost of$260K. In FY 19-20 it is proposed to purchase a truck
($68K)for the Marshal's office and a mule truck($14K)to be used in the Parks and Recreation department.
FUND BALANCE
The combined ending fund balance is projected to be$2.1M
• Utility Vehicle Maintenance and Replacement 505 is projected to be$2K
• Utility Maintenance and Replacement 510 is projected to be$393K
• General Maintenance and Replacement 600 is projected to be$666K
• General Vehicle Maintenance and Replacement 605 is projected to be$1.1M
84
INTERNAL SERVICE FUNDS
5 Year Projection
Fiscal Year 2019/2020
ESTIMATED • ••• � Projected Projected Projected Projected
Description Dept Account Number FY 18-19 � FY 20-21 FY 21-22 FY 22-23 FY 23-24
REVENUES&OTHER SOURCES
1 InterestEarned 16 505-36110-16-000 $ 1,940 $ 1,940 $ 350 $ 350 $ 350 $ 350
2 Transfer In from GF 88 505-52510-88-000 - 5,000 5,000 5,000 5,000 5,000
3 Transfer In from UF 88 505-52550-88-000 10,000 10,000 5,000 5,000 5,000 5,000
4 Fund 505 VMR Total 11,940 16,940 10,350 10,350 30,350 30,350
5 Interest Income 16 510-36110-16-000 31,895 31,895 14,500 14,500 14,500 14,500
6 Transfer in from UF 88 510-52550-88-000 5,000 5,000 5,000 5,000 5,000 5,000
7 Fund 510 UMR Total 36,895 36,895 19,500 19,500 19,500 19,500
8 WA Facilities Allotment(reduce GF Xfrs) 17 600-33700-17-000 90,194 - - - - -
9 Firefighter Equipment Fees 14 600-34008-14-000 6,000 6,000 6,000 6,000 6,000 6,000
10 Sale of Surplus 00 600-34144-00-000 2,545 - - - - -
11 Interest Income 00 600-36110-00-000 3,424 3,424 3,424 3,424 3,424 3,424
12 MiscRevenue 00 600-39400-00-000 1,980 - - - - -
13 Transfer in from GF 88 600-52510-88-000 1,463,799 229,185 500,000 400,000 400,000 400,000
14 Fund 600 GMR Total 1,567,942 238,609 509,424 409,424 409,424 409,424
15 InterestEarned 10 605-36110-10-000 7,210 7,210 7,210 7,210 7,210 7,210
16 Contributions 10 605-33700-10-000 125,000 - - - - -
17 Transfer In from GF 88 605-52510-88-000 678,266 229,185 250,000 250,000 250,000 250,000
18 Fund 605 VMR Total 810,476 236,395 257,230 257,230 257,210 257,210
19 TOTAL REVENUES AND OTHER SOURCES $ 2,427,253 $ 796,484 $ 696,484 $ 696,484 $ 696,484
MAINTENANCE/REPLACEMENT PROJECTS
20 Motor Vehicle 16 SOS-47410-16-000 $ - $ 50,000.00 $ - $ - $ - $ -
21 Fund 505 VMR Total - 50,000 - - - -
22 Sewer Easement Cleaning Machine 16 510-44114-16-000-000014 - 67,000 - - - -
23 Repaint Ground Storage Tank 16 510-44119-16-000-000015 276,200 - - - - -
24 Lift Station Pump Repairs 16 510-44117-16-000-000010 - 25,000 - - - -
25 Pump Station Equipment 16 510-44123-16-000-000005 - 90,000 - - - -
26 Fund 510 UMR Total 276,200 182,000 - - - -
27 WA-Irrigation System 17 600-43340-17-000-000007 6,500 15,000 5,000 5,000 5,000 5,000
28 WA-15 Ton Split HVAC System 17 600-43347-17-000-000024 14,000 10,000 25,000 25,000 25,000 25,000
29 WA-2 Ton Roof Top Units 17 600-43347-17-000-000025 7,500 15,000 10,000 10,000 10,000 10,000
30 WA-AC ton/7.5 ton server room 17 600-43347-17-000-000026 6,500 1,500 20,000 - 5,000 5,000
31 WA-HVAC System Replacement 17 600-43347-17-000-000032 7,500 8,000 5,000 5,000 5,000 5,000
32 WA-UpdateSecuritySystem 17 600-43354-17-000-000018 2,750 20,000 10,000 8,000 8,000 8,000
33 WA-Update Security Cameras 17 600-43354-17-000-000019 10,300 5,000 12,000 12,000 12,000 12,000
34 WA-Heater Boilers 17 600-44219-17-000-000029 9,675 3,000 5,000 25,000 5,000 25,000
35 WA-Painting/Cloth Wall R&M 17 600-44220-17-000-000012 6,500 10,000 8,000 8,000 8,000 8,000
36 WA-Ext Envrnmt Imprvmts Irrig 17 600-44306-17-000-000009 7,500 15,000 12,000 12,000 12,000 12,000
37 WA-Parking Lot 17 600-44306-17-000-000015 25,000 25,000 5,000 5,000 5,000 5,000
38 WA Playground Equipment 17 600-44311-17-000-000040 - 5,000 - 5,000 - 40,000
39 WA-Plumbing Repair/Replacement 17 600-45904-17-000-000036 9,000 8,000 5,000 5,000 5,000 5,000
40 WA-Carpet/VCT Flooring 17 600-45908-17-000-000008 35,000 30,000 15,000 15,000 15,000 15,000
41 WA-Envrnmt Bldg UG light/water 17 600-45908-17-000-000010 10,000 8,000 5,000 5,000 5,000 5,000
42 WA-Refurbish Classrooms 17 600-45908-17-000-000017 30,000 30,000 25,000 25,000 25,000 25,000
43 WA-Interior Building R&M 17 600-45908-17-000-000023 15,000 10,000 15,000 15,000 15,000 15,000
44 WA-Exterior Paint&Wood R&M 17 600-45909-17-000-000011 4,500 12,000 8,000 8,000 8,000 8,000
45 WA-Roof Repairs 17 600-45909-17-000-000013 47,550 60,000 30,000 25,000 25,000 25,000
46 WA Facilities Allotment Exp 17 600-46190-17-000 90,194 - - - - -
47 WA-Mech Eqpmt 2 Man Lift 17 600-47411-17-000-000055 25,000 - - - - -
48 WA-Furniture/Interior Bldg 17 600-47415-17-000-000045 7,500 8,000 10,000 10,000 10,000 10,000
49 Dept 17-Westlake Academy Facilities $ 377,469 $ 298,500 $ 230,000 $ 228,000 $ 208,000 $ 268,000
85
INTERNAL SERVICE FUNDS
5 Year Projection
Fiscal Year 2019/2020
ESTIMATED • ••• � Projected Projected Projected Projected
Description Dept Account Number FY 18-19 � FY 20-21 FY 21-22 FY 22-23 FY 23-24
50 Trail Repairs and Maintenance 19 600-43343-19-000-000014 $ 10,000 $ 30,000 $ 10,000 $ 30,000 $ 10,000 $ 10,000
51 Park Repairs and Maintenance 19 600-45911-19-000-000043 10,000 33,029 15,000 33,029 10,000 10,000
52 Dept 19-Town Parks 20,000 63,029 25,000 63,029 20,000 20,000
53 Servers&Network Storage 20 600-43405-20-000-000020 40,000 40,000 30,000 30,000 30,000 30,000
54 Network Printers/Peripheal Dev 20 600-43405-20-000-000021 5,000 5,000 5,000 5,000 5,000 5,000
55 Network Equipment 20 600-43405-20-000-000027 115,000 25,000 25,000 25,000 25,000 150,000
56 Server Replacements 20 600-43405-20-000-000033 20,000 20,000 125,000 20,000 20,000 20,000
57 Phone System/Peripheal Devices 20 600-45305-20-000-000028 65,000 100,000 15,000 15,000 15,000 65,000
58 Dept 20-Town IT Dept 245,000 190,000 200,000 95,000 95,000 270,000
59 Town-Irrigation R&M 26 600-43340-26-000-000007 5,000 5,000 5,000 5,000 5,000 5,000
60 Town Open Space Improvements 26 600-43343-26-000-000052 - 8,000 20,000 1,000 8,000 10,000
61 Town-15 Ton Split HVAC System 26 600-43347-26-000-000024 - - 30,000 5,000 3,000 3,000
62 Town-2 Ton Roof Top Units 26 600-43347-26-000-000025 - 3,000 5,000 5,000 3,000 3,000
63 Town-AC ton/7.5 ton server roo 26 600-43347-26-000-000026 - 3,000 3,000 8,000 - 3,000
64 Town-HVAC System Replacement 26 600-43347-26-000-000032 5,000 - 5,000 5,000 5,000 5,000
65 Town-Contract Landscaping 26 600-43348-26-000-000056 - - 5,000 8,000 3,000 3,000
66 Town-Security System 26 600-43354-26-000-000018 - 3,000 5,000 5,000 10,000 5,000
67 Town-Security Cameras 26 600-43354-26-000-000019 - 3,000 5,000 12,000 5,000 5,000
68 Town-Safety Doors 26 600-44211-26-000-000058 - 8,000 8,000 10,000 8,000 10,000
69 Town-Ground R&M 26 600-44216-26-000-000057 - 4,000 4,000 10,000 5,000 6,000
70 Town-Heater Boiler 26 600-44219-26-000-000029 3,000 - 3,000 3,000 3,000 3,000
71 Town-Painting/Cloth Wall R&M 26 600-44220-26-000-000012 - 4,000 4,000 10,000 5,000 6,000
72 Town-Signs and Signals 26 600-44304-26-000-000059 - 4,000 4,000 4,000 6,000 6,000
73 Town-Environmentallmprovement 26 600-44306-26-000-000009 - - 4,000 - 5,000 -
74 Town-Parking Lot 26 600-44306-26-000-000015 4,000 4,000 4,000 4,000 4,000 4,000
75 Town-Plumbing Repair/Replace 26 600-45904-26-000-000036 - 1,000 2,000 2,000 2,000 2,000
76 Town-Carpet/Flooring R&M 26 600-45908-26-000-000008 - - - - 5,000 -
77 Town-Env Bldg UG light/water 26 600-45908-26-000-000010 10,000 1,000 10,000 10,000 10,000 10,000
78 Town-Interior Building R&M 26 600-45908-26-000-000023 - 5,000 5,000 10,000 5,000 5,000
79 Town-Bldg Exterior Paint/R&M 26 600-45909-26-000-000011 - - 5,000 5,000 10,000 5,000
80 Town-Roof Repairs 26 600-45909-26-000-000013 - - 6,000 6,000 6,000 6,000
81 Town-Furniture/Interior Bldg 26 600-47415-26-000-000045 10,200 10,200 3,000 5,000 3,000 5,000
82 Dept 26-Town Facilities(Fire Station) 37,200 66,200 145,000 133,000 119,000 110,000
83 Fund 600 GMR Total 679,669 617,729 600,000 519,029 442,000 668,000
84 Vehicle-WA Buses 10 605-47410-10-000 125,000 - 150,000 - - -
85 Vehicle-Fire Dept 14 605-47410-14-000 260,000 - 60,000 65,000 - 1,600,000
86 Vehicle-Marshal's Dept 15 605-47410-15-000 68,229 - - - -
87 Vehide-Facilities Dept 17 605-47410-17-000 - - 50,000 - - -
88 Vehicle-Parks Dept 19 605-47410-19-000 14,480 - - - -
89 Fund 605 VMR Total 385,000 82,709 260,000 65,000 - 1,600,000
90 TOTAL MAINTENANCE/REPLACEMENT PROJECTS $ 1,340,869 $ 860,000 $ 584,029 $ 442,000 $ 2,268,000
SUMMARY
91 NET CHANGE TO FUND BALANCE I I I $ 1,086,384 I $ (403,599) $ (63,516) $ 112,455 $ 254,484 $ (1,571,516)
92 BEGINNING FUND BALANCEC 1,434,482 2,520,867 2,117,268 2,053,752 2,166,207 2,420,691
93 ENDING FUND BALANCE $ 2,520,867 : $ 2,053,752 $ 2,166,207 $ 2,420,691 $ 849,175
86
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SPECIAL REVENUE FUNDS
Combined Program Summary
Fiscal Year 2019/2020
Adopted Estimated Proposed FY 19/20 Proposed
Budget Budget Budget vs
FY 18119 FY 18/19 FY 19/20 FY 18/19 Estimated
REVENUES&OTHER SOURCES
1 General Sales Tax $ 1,700,000 $ 2,250,000 $ 1,812,500 $ (437,500) -19%
2 Property Tax - - - - 0%
3 Charge for Service - - - - 0%
4 Hotel Occupancy Tax 853,642 853,914 853,684 (230) 0%
5 Beverage Tax - - - - 0%
6 Franchise Fees - - - - 0%
7 Permits&Fees Other - - - - 0%
8 Permits&Fees Building - - - - 0%
9 Permits&Fees Utility - - - - 0%
10 Fines&Forfeitures Court - - - - 0%
11 Investment Earnings 14,881 15,641 15,641 - 0%
12 Contributions 197,300 182,300 280,000 97,700 54%
13 Misc Income 69,587 69,382 4,112 (65,270) -94%
14 Total Revenues 2,835,410 3,371,237 2,965,937 (405,300) -12%
15 Transfers In - - - - 0%
16 Other Sources - - - - 0%
17 Total Other Sources - - - - 100%
18 TOTAL REVENUES&OTHER SOURCES $ 2,835,410 S 3,371,237 $ 2,965,937 $ (405,300) -12%
EXPENDITURES&OTHER USES
19 CapitalOutlay $ - $ - $ - $ - 0%
20 Debt Service - - - - 0%
21 Economic Development 336,940 336,982 36,982 (300,000) -89%
22 Leases and Rentals - - - - 0%
23 Public Notices 20,615 20,615 20,615 - 0%
24 Payroll Transfer Out to GF 555,167 610,971 564,879 (46,092) -8%
25 Rent&Utilities 80,614 80,614 82,791 2,177 3%
26 Repair&Maintenance - - - - 0%
27 Services 308,901 344,486 268,625 (75,861) -22%
28 Supplies 11,762 26,762 11,762 (15,000) -56%
29 Travel&Training 5,919 7,294 7,294 - 0%
30 Total Operating Expenditures 1,319,918 1,427,724 992,948 (434,776) -172%
31 Projects-Maintenance 8�Replacement Funds - - - - 0%
32 Projects-Capital&Expansions Funds - - - - 0%
33 Total Capital - - - - 0%
34 TransfersOut 1,564,300 2,114,300 2,092,500 (21,800) -1%
35 Other Uses - - - - 0%
36 Total Other Uses 1,564,300 2,114,300 2,092,500 (21,800) -1%
37 Total Non-Operating Expenditures 1,564,300 2,114,300 2,092,500 (21,800) -1%
38 TOTAL EXPENDITURES&OTHER USES $ 2,884,218 $ 3,542,024 $ 3,085,448 $ (456,576) -13%
SUMMARY
39 EXCESS REVENUES OVER(UNDER)EXPENDITURES (48,808) (170,787) (119,511) 51,276 30%
4o FUND BALANCE,BEGINNING 1,175,308 1,170,053 999,266 (170,787) -15%
41 FUND BALANCE,ENDING 1,126,500 999,266 879,755 (119,511) -12%
42 Restricted/Assigned/Committed Funds 1,126,500 999,266 879,755 (119,511) -12%
43 UNASSIGNED FUND BALANCE,ENDING $ - $ - $ - $ - 0%
RESTRICTED/ASSIGNED/COMMITTED FUNDS
44 Cash $ 1,126,500 $ 999,266 $ 879,755 $ (119,511) -12%
45 - - - - 0%
46 ' ' ' ' 0%
47 - - - - 0%
48 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS $ 7,726,500 S 999,266 $ 879,755 $ (119,511) -12%
89
SPECIAL REVENUE FUNDS
Current Year Fund Detail
Fiscal Year 2019/2020
Local Public
Visitors 4B Economic Economic Improvement Lone Star Public TOTAL
Association Development Development District Public Arts Facilities
Fund 220 Fund 200 Fund 210 Fund 215 Fund 225 Fund 418
REVENUES&OTHER SOURCES
i GeneralSalesTax $ - $ 1,812,500 $ - $ - $ - $ - $ 1,812,500
z Property Tax - - - - - - -
s Charge for Service - - - - - - -
4 HotelOccupancyTax 816,702 - 36,982 - - - 853,684
s Beverage Tax - - - - - - -
6 Franchise Fees - - - - - - -
� Permits&Fees Other - - - - - - -
s Permits&Fees Building - - - - - - -
9 Permits&Fees Utility - - - - - - -
io Fines&Forfeitures Court - - - - - - -
ii Investment Earnings 14,606 - - - - 1,035 15,641
iz Contributions - - 280,000 - - - 280,000
is Misc Income 4,112 - - - - - 4,112
ia Total Revenues 835,420 1,812,500 316,982 1,035 2,965,937
is Transfers In - - - - - - -
i6 OtherSources - - - - - - -
v Total Other Sources
1s TOTAL REVENUES AND OTHER SOURCES $ 835,420 $ 1,812,500 $ 316,982 $ - $ - $ 1,035 $ 2,965,937
EXPENDITURES&OTHER USES
i9 Capital0utlay $ - $ - $ - $ - $ - $ - $ -
zo Debt Service - - - - - - -
zi Economic Development - - 36,982 - - - 36,982
zz Leasesand Rentals - - - - - - -
zs Public Notices 20,615 - - - - - 20,615
za Payroll Transfer Out to GF 564,879 - - - - - 564,879
zs Rent&Utilities 82,791 - - - - - 82,791
z6 Repair&Maintenance - - - - - - -
z� Services 268,625 - - - - - 268,625
zs Supplies 11,762 - - - - - 11,762
z9 Travel&Training 7,294 - - - - - 7,294
so Total Operating Expenditures 955,966 - 36,982 - - - 992,948
si Maintenance&Replacement Funds - - - - - - -
sz Capital Project Funds - - - - - - -
ss Total Capital -
sa Transfers Out - 1,812,500 280,000 - - - 2,092,500
ss Other Uses - - - - - - -
s6 Total Other Uses - 1,812,500 280,000 2,092,500
3�Total Non-Operating Expenditures - 1,812,500 280,000 - - - 2,092,500
3s TOTAL EXPENDITURES&OTHER USES 955,966 1,812,500 316,982 - 3,085,448
SUMMARY
39 EXCESS REVENUES OVER(UNDER)EXPENDITURES (120,546) - - - - 1,035 (119,511)
ao BEGINNING FUND BALANCE 561,599 392,490 30,000 15,176 999,266
ai ENDING FUND BALANCE $ 441,053 $ - $ - $ 392,490 $ 30,000 $ 16,211 $ 879,755
90
SPECIAL REVENUE FUNDS
Special Revenue Funds are comprised of the six following funds: The Visitor Association Fund 220, the 4B
Economic Development Fund 200, Economic Development Fund 210, Local Public Improvement District
215, Public Arts Fund 225 and Lone Star Public Fund 418.
REVENUE HIGHLIGHTS
Budgeted to be$2.9M; a 12% decrease of$405.3K from prior year estimated
Sales and Use Tax
Decreased $437.5K: reduction of sales and use taxes received in the 4B Economic Development Fund as well
as the Economic Development Fund. The Economic Development Fund is used as a pass-through based on
economic development agreements to easily identify the revenues and expenditures pertaining to the
agreements. A situs agreement with Schwab Phase I is anticipated to end in FY 18-19; therefore, less sales
and use tax will be received.
Hotel Occupancy Tax
Decreased $230: The Visitors Association Fund collects a Hotel Occupancy Tax from the Marriott Solana,
Deloitte, and any future Westlake hotels. A 7% tax is levied on the cost of nightly room rentals, the
maximum allowable under State law. Funds generated by the occupancy tax are generally restricted to uses
that directly promote tourism and the convention and hotel industry; however, Westlake has broader
statutory authority under State law than most cities and may spend occupancy tax funds for any municipal
purpose, and so the Town has used these funds to cover various operational costs and capital projects.
Contributions
Increased $97.7K: An agreement with Maguire Partners-Solana Land LP includes a $10,000 per lot
contribution for the benefit of Westlake Academy from the final platting of lots in the Granada residential
subdivision and Entrada development. These funds are recorded in the Economic Development Fund 210
and are based on planning and development report for residential and commercial construction coded to
lot fees. These fees are projected to increase $15K for FY 19-20. The Public Arts Fund 225 decreased $15K
due to one-time honorarium donations received in the prior year. The Town of Westlake, through its Texas
Public Arts Competition Advisory Committee, is accepting qualifications from artists for a Public Art
installation at the corner of Davis Boulevard (FM1938) and Davis Road in Westlake Texas. This is the first in
a series of such pieces planned for the Town and will, therefore, set an artistic standard for future works.
The site is part of a larger tract shared with Westlake's new Fire Station Complex of which construction was
completed in FY 18-19.
Miscellaneous Income
Decreased $65.2K: The Public Improvement District (PID) Fund accounts for monies received from the
original bond proceeds, inspection fees and payments related to the Solana Public Improvement District.
The District was created by ordinance in February 2014 to finance the construction of public infrastructure
in the Entrada subdivision. Revenues deposited into the PID Fund are used to cover costs attributable to
91
Entrada development and construction with one-time reimbursements of$60K being received in the prior
year. Other misc. revenues decreased $5K.
Investment Earnin�s
Interest income is budgeted to remain flat at$15.6K
EXPENDITURES HIGHLIGHTS
Budgeted to be$3.1M; a 13% decrease of$456.5K from prior year estimated.
Economic Development
Decreased $300K; A large portion of this decrease is related to the Economic Development Fund as stated
previously. No additional payments will be made in FY 19-20 related to an economic development
agreement that ended.
Public Notices
Budgeted to remain flat at$20.6K
Payroll Transfers Out
Decreased $46K; In FY 18-19, the fund/dept payroll allocation of several employees were changed. These
reallocations will affect market band adjustments, performance pay, insurance, taxes and retirement. All
payroll and related expenditures are paid via the General Fund and portions of these expenditures are
subsidized by the Visitors Association Fund.
Rent and Utilities
Budget increased $2.1K; the rent for the new town hall building is based on a tiered schedule. The total
rental payment is allocated 70% General Fund, and 15% each to the Utility Fund and the Visitors Association
Fund.
Service Expenditures
Decreased $75.8K; The Visitors Association Fund 220 projects an overall decrease of$37K; this is comprised
of a decrease in the Public Arts department of $10K for one-time expenditures in the prior year that were
offset by one-time revenues noted above. the Communications department expenditures will decrease by
a total of $27K due to the purchase of an enhanced municipal communications tool and the creation and
coordination of a new municipal style guide to aid all staff in properly implementing our new Town of
Westlake branding initiative. The Public Improvement District Fund 225 projects an overall decrease of
$38K one-time costs paid in the prior year. The Local Public Improvement District fund was created to
segregate local PID expenditures attributable to Entrada development.
Supply Expenditures
Decreased $15K: this is comprised of a decrease in the Public Arts department of $15K for one-time
honorarium expenditures in the prior year that were offset by one-time revenues noted above.
92
Transfers out
Decreased $2.81K: Transfers out from the 4B Economic Development Fund 200 to the Debt Service fund
decreased $137K. Transfers out from the Economic Development Fund 210 to the Westlake Academy
Expansion Fund 412 increased $115K. This is in correlation the economic development contributions noted
above for the benefit of Westlake Academy from the final platting of lots in the Granada residential
subdivision and Entrada development.
Travel and Trainin�
Budgeted to remain flat at$7.2K
FUND BALANCE
The combined ending fund balance is projected to be$879K
• Visitors Association Fund 220 is projected to be$441K
• 4B Economic Development Fund 200 is projected to be $0
• Economic Development Fund 210 is projected to be $0
• Local Public Improvement District 215 is projected to be $392K
• Public Arts Fund 225 is projected to be$30K
• Lone Star Public Fund 418 is projected to be $16K
93
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DEBT SERVICE FUNDS
Combined Program Summary
Fiscal Year 2019/2020
Adopted Estimated Proposed FY 19I20 Proposed
Budget Budget Budget vs
FY 18119 FY 18/19 FY 19/20 FY 18/19 Estimated
REVENUES&OTHER SOURCES
1 General Sales Tax $ - $ - $ - $ - -
2 Property Tax 256,878 299,430 666,221 366,791 122%
3 Charge for Service - - - - -
4 Hotel Occupancy Tax - - - - -
5 Beverage Tax - - - - -
6 Franchise Fees - - - - -
7 Permits&Fees Other - - - - -
8 Permits&Fees Building - - - - -
9 Permits&Fees Utility - - - - -
10 Fines&Forfeitures Court - - - - -
11 Investment Earnings - - - - -
12 Contributions
13 Total Revenues 256,878 299,430 666,221 366,791 122.5%
14 Transfers In 2,405,901 2,045,772 1,988,489 (57,283) -3%
15 Transfer in-excess sales tax 360,129 (360,129) -100%
16 Other Sources - - - - -
17 Total Other Sources 2,405,901 2,405,901 1,988,489 (417,412) 100%
18 TOTAL REVENUES 8 OTHER SOURCES $ 2,662,779 $ 2,705,337 $ 2,654,710 $ (50,621) -2%
EXPENDITURES&OTHER USES
19 CapitalOutlay $ - $ - $ - $ - -
20 Debt Service 2,689,990 2,689,990 2,694,080 4,090 0.2%
21 Economic Development - - - - -
22 Leases and Rentals - - - - -
23 Public Notices - - - - -
24 Payroll Transfer Out to GF - - - - -
25 Rent&Utilities - - - - -
26 Repair&Maintenance - - - - -
27 Services 3,610 3,610 3,610 - -
28 Supplies - - - - -
29 Travel&Training - - - - -
30 TOTAL OPERATING EXPENDITURES 2,693,600 2,693,600 2,697,690 4,090 0.2%
31 Projects-Maintenance&Replacement Funds - - - - -
32 Projects-Capital&Expansions Funds - - - - -
33 Total Capital - - - - -
34 Transfers Out - - - - -
35 Other Uses - - - - -
36 Total Other Uses - - - - -
37 TOTAL NON-OPERATING EXPENDITURES - - - - -
38 TOTAL EXPENDITURES&OTHER USES $ 2,693,600 $ 2,693,600 $ 2,697,690 $ 4,090 0.2%
SUMMARY
39 EXCESS REVENUES OVER(UNDER)EXPENDITURES (30,821) 11,731 (42,980) (54,711) 466%
40 FUND BALANCE,BEGINNING 30,821 31,249 42,980 11,731 38%
41 FUND BALANCE,ENDING (0) 42,980 (0) (42,980) -100%
42 Restricted/Assigned/Committed Funds (0) 42,980 (0) (42,980) -100%
43 UNASSIGNED FUND BALANCE,ENDING $ - $ - $ - $ - 0%
RESTRICTED/ASSIGNED/COMMITTED FUNDS
44 Cash $ (0) $ 42,980 $ (0) $ (42,980) -100°/o
45 _ _ _ _ _
46 - - _ - _
47 - - - - -
48 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS (0) 42,980 (0) (42,980) -100%
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DEBT SERVICE FUNDS
Current Year Fund Detail
Fiscal Year 2019/2020
Debt Fund 300 Debt Fund 301
(revenue (propertytax TOTAL
supported) supported)
REVENUES&OTHER SOURCES
ll General Sales Tax $ - $ - $ -
2 Property Tax - 666,221 666,221
3 Charge for Service - - -
4 HotelOccupancyTax - - -
5 Beverage Tax - - -
6 Franchise Fees - - -
7 Permits&Fees Other - - -
8 Permits&Fees Building - - -
9 Permits&Fees Utility - - -
10 Fines&Forfeitures Court - - -
11 Investment Earnings - - -
12 Contributions
13 Total Revenues 666,221 666,221
14 Transfers In 1,628,360 - 1,628,360
15 Transfers in-excess sales tax 360,129 360,129
16 Other Sources - - -
17 Total Other Sources 1,988,489 1,988,489
18 TOTAL REVENUES AND OTHER SOURCES $ 1,988,489 $ 666,221 $ 2,654,710
EXPENDITURES&OTHER USES
19 CapitalOutlay $ - $ - $ -
20 Debt Service 1,985,759 708,321 2,694,080
21 Economic Development - - -
22 Leases and Rentals - - -
23 Public Notices - - -
24 Payroll Transfer Out to GF - - -
25 Rent&Utilities - - -
26 Repair&Maintenance - - -
27 Services 2,730 880 3,610
28 Supplies - - -
29 Travel&Training - - -
30 TOTAL OPERATING EXPENDITURES 1,988,489 709,201 2,697,690
31 Maintenance&Replacement Funds - - -
32 Capital Project Funds - - -
33 Total Capital
34 Transfers Out - - -
35 OtherUses - - -
36 Total Other Uses
37 TOTAL NON-OPERATING EXPENDITURES - - -
38 TOTAL EXPENDITURES&OTHER USES 1,988,489 709,201 2,697,690
SUMMARY
39 EXCESS REVENUES OVER(UNDER)EXPENDITURES - (42,980) (42,980)
40 BEGINNING FUND BALANCE 42,980 42,980
41 ENDING FUND BALANCE $ - $ (0) $ (0)
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DEST SERVICE FUNDS
Debt Service Funds are comprised of the Revenue Supported Debt Service Fund 300 and Property Tax Supported
Debt Service Fund 301.
This Debt Service Fund 300 is used to manage payments on all general government related debt except for
property tax supported debt which is paid through Fund 301. Recognizing long-term debt is usually a more
expensive financing method, alternative financing sources are explored before debt is issued. When debt is
issued, it will be used to acquire major assets with expected lives which equal or exceed the average life of the
debt issuance. Transfers from 46 Economic Development Fund and the General Fund comprise the bulk of this
debt service fund revenues.
REVENUE HIGHLIGHTS
Budgeted to be$2.74M: a 2% decrease of$50.6K from prior year estimated.
Property Tax
Increased $366.7K: this is due to additional property tax supported debt being included in the Truth &Taxation
calculation for FY 19-20.
Transfers in
Decreased overall by$417K: this is comprised of transfers in from the General Fund that decreased $279K and
transfers in from the 4B Economic Development Fund 220 that decreased $137K.
EXPENDITURES HIGHLIGHTS
Budgeted to be$2.7M; a 0.2% increase of$4K from prior year estimated.
Debt Service
Increased $4K: Principal and interest payments increased based on payment schedule for FY 19-20.
Services
Bank Charge services are projected to remain flat at$3.6K
FUND BALANCE
The combined ending fund balance is projected to be $0 for both funds
97
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Westlake Academy
Program Summary
Fiscal Year 2019/2020 Estimated Revised Proposed FY19/20 Proposed
Budget Budget Budget vs
FY18/19 FY18/19 FY 19/20 FY18/19 EstimatedJ
REVENUES
Transportation $ 10,500 $ 10,500 $ 10,500 $ - 0%
Parking 15,000 15,000 15,000 - 0%
AthleticActivities 94,200 94,200 88,100 (6,100) -6%
InterestEarned 9,000 20,000 20,000 - 0%
WAF Blacksmith Donation 1,000,000 1,040,000 1,030,000 (10,000) -1%
Salary Reimbursement for WAF staff 69,834 69,834 67,911 (1,923) -3%
Town Contribution-Westlake Reserve 300,000 209,806 219,750 9,944 5%
Town Contribution 15,000 15,000 - (15,000) -100%
Other Local Revenue(sub,tech,prnt,misc) 47,300 47,300 47,300 - 0%
Technology Equipment Sale Proceeds - - 85,000 85,000 100%
Food Services 7,000 7,000 7,000 - 0%
Total Local Revenues 1,567,834 � 1,528,640 � � 1,590,561 61,921 4% �
TEA-AvailableSchoolFunds 365,166 401,000 212,000 (189,000) -47%
TEA-Foundation School Funds(Inc.accrual) 5,741,074 6,107,000 6,774,800 667,800 11%
CTE Funding(addt'I TEA-FSP Funds) 508,316 239,000 495,800 256,800 107%
Facilities Allotment(addt'I TEA-FSP Funds) 184,856 180,300 160,500 (19,800) -11%
TEA-Advanced Placement Training 3,000 3,000 3,000 - 0%
TRS On-behalf/Medicare Part B 477,583 464,373 481,272 16,899 4%
Total State Revenues � 7,279,995 7,394,673 8,127,372 732,699 10% �
TOTAL REVENUES I $ 8,847,829 $ 8,923,313 $ 9,717,933 $ 794,620 9%
EXPENDITURES
Function 11-Instructional 5,008,974 4,897,434 5,273,571 376,137 8%
Function 12-Resources&Media 90,935 89,675 96,371 6,696 7%
Function 13-Curriculum&Staff Development 84,545 83,545 83,545 - 0%
Function 21-Instructional Leadership 170,216 161,610 182,919 21,309 13%
Function 23-School Leadership 924,198 953,591 1,030,836 77,245 8%
Function 31-Guidance&Counseling 321,467 489,522 568,295 78,773 16%
Function 33-Health Services 72,919 71,630 75,686 4,056 6%
Function 36-Co/Extracurricular Activities 219,169 277,024 279,323 2,299 1%
Function 41-Administrative 308,772 224,928 253,649 28,721 13%
Function 51-Maintenance&Operations 947,445 965,759 970,081 4,322 0%
Function 52-Security&Monitoring 40,000 40,000 37,000 (3,000) -8%
Function 53-Data Processing 216,103 219,198 228,360 9,162 4%
Function 61-Community Services 138,322 134,148 142,862 8,714 6%
Function 71-Debt Service 167,068 167,068 350,005 182,937 109%
TOTAL EXPENDITURES BY FUNCTION I $ 8,710,133 $ 8,775,132 $ 9,572,502 $ 797,370� 9%�
Transfer in-Athletics/Transportation 76,000 90,000 90,000 - 0% �
Other Uses-Local (76,000) (90,000) (90,000) - 0%
NET OTHER RESOURCES(USES) � - I $ - �S _ � �` _ O% �
SUMMARY
EXCESS REVENUES OVER(UNDER)EXPENDITURES I 137,696 I 148,181 I I 145,431 I (2,750)I "2% I
FUND BALANCE,BEGINNING I 1,105,605 1,105,605 1,253,786 148,181 13%
FUND BALANCE,ENDING 1,243,301 1,253,786 � 1,� 145,431 12%
Restricted/Assigned/Committed 1,209,302 1,163,336 1,365,217 201,881 17%
UNASSIGNED FUND BALANCE,ENDING $ 33,999 $ 90,450 $ 34,000 $ (56,450) -62%�
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Revenues and Other Sources
• Revenues are budgeted at$9.717M; a 9% increase of$794K from prior year estimated of
$8.923M
o $85K increase for student iPad equipment sales
o $715K overall increase in state funding due to changes in H63 and an increase in
students from the amended count of 869 to the budgeted count of 910(41 student
increase)
o $17K increase in TRS On-Behalf benefits
o $10K decrease in WAF donations
o $SK decrease in Town contributions to WA
o $6K decrease in Athletic credit card and PayPal fees
o $2K decrease in WAF salary reimbursement
• Other sources are budgeted to remain flat at$90K;
Expenditures and Other Uses
• Expenditures are budgeted at$9.572M; a 9% increase of$797K from prior year estimated of
$8.775M
o $707K increase in payroll costs due to adding 4.5 instructional staff and specialist
positions, and taking janitorial services in-house (adding 2)
o $14K increase in miscellaneous operating costs due to increases in commercial
insurance, graduation expenses, and post-season athletic tournaments
o $183K increase in debt service due to the addition of a new student iPad lease and
paying off the old lease
o $79K decrease in contracted services due to moving janitorial services in-house
o $28K decrease in supplies & materials
• Other uses are budgeted to remain flat at$90K
Fund Balance
• The ending fund balance is projected to be$1.399M
• This amount represents a 12% increase of$145K from prior year estimated fund balance.
• The unassigned balance of$1.365M represents coverage for 52 operating days.
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August 5, 2019
Honorable Board of Trustees,
I am pleased to present the Academic Budget for the 2019-2020 school year for your consideration.The
shared services teams for both our academic and municipal staff inembers worked together to prepare a
comprehensive document,which will implement the changes passed during the 86th legislative session and
continue to provide an outstanding educational opportunity for our students.
On behalf of our entire community, I would like to thank the Board for the governance, leadership,
dedication, and support in making Westlake Academy a school that allows students to reach their highest
individual potential through our commitment to educational excellence!
I. INTRODUCTION
The budget reflects Westlake Academy's continuing initiatives that support the vision, mission, and values
established by the governing board. We remain a school that is focused on the college readiness of our
students and also on helping them work toward being internationally minded and well-balanced, life-long
learners.
The International Baccalaureate (IB) continuum builds upon each other to prepare students for post-
secondary success and life in our fast paced and knowledge rich world. As we see in multiple professions,
and businesses, our graduates must compete on a global stage and will need specific 215Y century skills to
be able to successfully navigate an ever-changing internationally minded marketplace. As such, alignment
to our vision, mission, and values is a key driver in our success. The proposed budget reflects the following:
* continued increases in student enrollment that are a result of the residential growth of the Town of
Westlake, and the success the Academy has had in preparing students for post-secondary
achievements,
* additional state revenue, expenditures for salaries, and retirement, which was mandated through
the approval of House Bill 3,
* an increase of$30,000 in Blacksmith Fund donations,
* an English teaching position, a new PYP Interventionist for Literacy, and an additional MYP
Counselor Position.
As with our previous budget submittals,the financial information has been
prepared according to conservative revenue projections and expenditures ' � I
that are targeted to create a learning environment for student success. ���5
This document contains a high-level summary showing proposed Academy � � '�'I
budget numbers for SY 2019/2020. Statistical data, summaries, and charts _ ���St"�no3
are intended to provide a review of the proposed budget, which will � �
provide both staff and administration with a guidance tool for this year and _ __
a forecast for the future.
i , � �
The theme for the new school year is also in keeping with our directives ` � , � '
from the Board: IB forAll:euilding a Continuum of Excellence '
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General Fund Bud�et Summary
A public-school operating budget is legally required to include the Academy's General Operating, Debt
Service, and Food Service Funds. Because the Academy does not maintain the latter two, the General Fund
is the only legally adopted fund. For informational purposes only, budgets for Special Revenue Funds are
included throughout the presentation.
Amended Proposed $Increase %Increase
FY 2018/19 FY 2019/20 (Decrease) (Decrease)
Total Revenues $ 8,923,313 $ 9,717,933 $ 794,620 8.90%
Total Expenditures 8,775,132 9,572,502 797,370 9.09%
Other Resources 90,000 90,000 - 0.00%
Other Uses (90,000) (90,000) - 0.00%
Net Change to Fund Balance 148,181 145,151 (2,750) -1.86%
FUND BALANCE BEGINNING 1,105,605 1,253,786 148,181 13.40%
FUND BALANCE ENDING 1,235,786 1,399,217 145,431 11.60%
Assigned 90,450 34,000 (56,450) -62.41%
FUND BALANCE ENDING(Unassigned) $ 1,163,336 $ 1,365,217 $ 201,881 17.35%
#Days Operating(Based on 365) 48 52 4 7.58%
Students Enrolled 869 910 41 4.72%
TEA Funding per Student $ 7,972 $ 8,399 $ 427 5.36%
Operating Cost per Student $ 10,098 $ 10,519 $ 421 4.17%
Teachers 66.25 70.50 4.25 6.42%
Student/Teacher Ratio 13.12 12.90 (0.20) -1.59%
II. CURRENT CONDITIONS AND FUTURE CONSIDERATIONS
The Town of Westlake, and therefore Westlake Academy, finds itself in one of DFW's most desirable
executive housing corridors and rapid growth regions for the Metroplex- located along State Highway 114.
Growth associated with the region necessitates that we not only understand and deal with the associated
changes, but also understand the impact future growth presents for our community. As our state
educational charter is held by the municipality, any challenge or opportunity experienced by the
community as a whole also affects the Academy. The most pressing challenges include:
Westlake's Permanent Population Growth: This is the portion of our population considered to be our
permanent residential base. The growth from the 1990 population of 185 to 2019's number of
approximately 1,450 residents, represents an increase of 684%equal to roughly 1,265 additional residents.
We continually monitor and plan for increases in these numbers considering our Comprehensive Plan's
(Forging Westlake)forecast of approximately 7.21%annual population growth between now and 2040.
This would bring us to around 7,000 residents.
The number of Westlake residents who are selecting Westlake Academy as the educational choice for their
students has doubled in the past several years. Resident surveys continually indicate that the Academy is a
strong motivator for our residents to locate in Westlake, along with other quality of life amenities and our
public safety services.
Planning for student enrollment growth in light of residential development continues to be a challenge.
Westlake Academy has experienced steady expansion across our Kindergarten through G12 cohorts-from
491 students in SY 09/10 to a projected 910 in just 10 years'time (SY 19/20). Current efforts to monitor our
enrollment, includes the use of a consulting firm to review our existing facility master plan.The coming
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school year we will see the plan updated with new information, projections for student enrollment, and
recommendations to help us prepare for both our immediate and long-term facility needs. Our current
growth requires that we carefully manage our student enrollment processes to help ensure that we provide
available space for children in our primary boundary.
DFW Metro Area Employment and Population Growth: Since 1970,the Dallas Fort Worth Metroplex has
grown by more than 150%-a faster pace than the state and nation. At 9,500 square miles, it is larger in
total area than 5 of our states. With a population of nearly 7.2 million, it is the fourth largest metropolitan
area in the country. Forecasts from the North Central Texas Council of Governments (NCTCOG) predict
employment to grow, in this 12-county standard metropolitan statistical (SMSA) area, by almost 70%over
the next 30 years. Population growth over this same 30-year period is also forecasted to be 69%. This
regional growth will impact the Westlake community and any further residential growth will affect the
demand for enrollment opportunities at the school.
Public Education Funding: Funding of public education remains a prominent topic across the state and
within the legislature. During the 86th Legislative Session, changes were made to the funding formulary and
many school districts (ISD's) and charters have received additional revenue for on-going student based
operational costs. We continue to receive updated direction from the Texas Education Agency(TEA)
regarding the calculation of the new formulary and teacher compensation requirements. While the new
funding for the 2019 year has been a welcome addition to our revenue stream, the amount that has been
reported that we will receive does not return us to the higher per student allocations from the pre-2011
funding levels.
The municipal government continues to allocate significant resources to the school to help deal with State
funding limitations, maintain high quality educational services, provide for the Academy's facilities, and
shared services teams. Additionally, we relay on our affiliate groups to help bridge gaps in our revenue.
The Westlake Academy Foundation (WAF) raises significant operating funds for the Academy, without
which the school could not offer the rich slate of special programs, professional development, and
technology-based applications. We also benefit from the House of Commons (HOC) and Westlake Academy
Athletic Club (WAAC)fundraising efforts. The HOC helps to provide additional support to our teachers and
staff teams through appreciation-based events, spirit wear, and other parent/teacher type events. And,the
WAAC is the affiliate group who works to support our athletic opportunities.
Strategic Planning:As we move into the school year, we will be working with both the academic and
municipal teams to update our current strategic plan. We have a strong set of vision, mission, and values
that help guide our efforts. With the help of a Balanced Scorecard,we will validate or redefine our strategic
outcomes based on student demand and opportunities and ensure we are utilizing the correct measures for
success and benchmarking.Any new strategic plan proposals will be submitted to the Board for review,
consideration, and adoption.
Continued Emphasis on Long-Range Financial Planning:The proposed budget also contains an updated
Long-Range Financial Forecast which identifies key revenue and expenditure drivers while assessing
historical financial trends and their potential impact upon the town's financial stability.The forecast must
be monitored and updated during the budget formulation process, as well as reviewed with the Board of
Trustees as the budget is prepared. Staff will also continue to produce quarterly financial reports for the
Board that monitors and analyzes trends.The report serves as a valuable tool to assist in developing a
proactive, rather than reactive, approach to our changing financial trends.
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Facility Planning for Today and the Future: At the direction of the Board,we began working with a
consulting firm to evaluate our current needs for facilities and infrastructure. Staff anticipates that this
plan will be finished in the first quarter of the fiscal year and presented to the governing board for review.
Immediate needs for lab space have been identified and, based on primary boundary enrollment
projections,the facility space is being reviewed to help us plan for educational offerings and physical space
needs.
III. SHARED SERVICE MODEL
The Academy operates under a shared services model whereby the municipal operations team provides
human resources, communications, financial,facilities, and administrative support services to the school.
General maintenance and replacement of infrastructure and equipment for the school is also expensed to
the municipal budget.The shared services model was an integral part of the state charter application
process that helped bolster the Town's case for having a community school. This model conserves
resources and avoids the duplication of efforts across the municipal and academic functions.
MUNICIPAL ALLOCATIONS Amended Proposed $Increase %Increase
FY 2018/19 FY 2019/20 (Decrease) (Decrease)
Municipal-Transfer to WA Operating Budget 209,806 287,661 77,855 37.00%
Annual Debt Service (Municipal budget) 1,830,961 1,835,190 4,229 00.23%
Major Maintenance and Replacement 377,182 388,407 11,225 02.98%
In-direct Operating Costs 837,873 966,144 128,271 15.31%
Total Municipal Costs 3,255,822 3,477,402 221,580 06.81%
DEBT SERVICE-As part of the Academy's unique financial structure the Town of Westlake is responsible for
debt service payments associated with the Academy's capital infrastructure. The Municipal Debt Service
Fund is used to manage debt service payments, and Academy debt is accounted for in the annual municipal
budget.
CAPITAL PROJECTS- Note that there are no major capital projects budgeted or planned through FY 19/20,
and there are no future Academy capital projects discussed in the Town of Westlake's Capital Improvement
Plan. This will be updated should the Board offer direction relative to the review of the existing facility
master planning document.
IV. FY19/20 GENERAL FUND BUDGET
This budget encompasses all teaching and extra-/co-curricular operating expenditures as well as State
public school funding, local funds, and private donations used to support and enhance the daily operations
of Westlake Academy. The SY 19/20 General Fund budget totals $9,717,933,which represents an 8.90%
increase from the prior year.
It is important to note that 50%of the annual State Facilities Allotment is being held in the Academy's
"Undesignated" fund balance and accumulates throughout the years. It is our intent that these funds be
held in reserve in the event of an emergency. $34,000 is earmarked in the Academy's fund balance for
Athletic uniform and equipment replacement and bus maintenance.
The FY 19/20 projections will increase fund balance by$145,431 for an ending unassigned fund balance of
$1,365,217 (including the Facilities Allotment funds). This balance represents 52 operating days.
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As mentioned previously, Westlake Academy's current enrollment increase has been driven by residential
developments and housing opportunities within the Town of Westlake. This trend will continue with the
addition of Spencer Ranch—a 38 acre planned development with 38 single family residential units.
We will also see additional demand when the developments that are in progress continue or are nearing
completion—Quail Hollow, Entrada, Granada, Carlyle Court, and Vaquero. With the estimated increase of
41 students from our previous school year,total enrollment will rise to a projected 910 this fall. We will
continue to evaluate enrollment options and manage the number of students as we move toward the
maximum campus capacity.
With this trend of growth in the Academy's resident (primary boundary) student population, a
corresponding outcome will likely be that overall lottery enrollment opportunities for secondary boundary
students will decline or will be held static. Growth will be monitored and managed until financial resources
become available and the Board of Trustees reviews and approves any update to the Facility Master Plan.
COMBINED:GENERAL FUND ACADEMIC Amended Proposed $Increase %Increase
AND MUNICIPAL SERVICES FY 18/19 FY 19/20 (Decrease) (Decrease)
Operating Expenditures $ 8,565,326 $ 9,284,841 $ 719,515 8.40%
Municipal-Transfer to WA Operating Budget 209,806 219,750 9,944 4.74%
Municipal—Transfer to WA WAF Staff - 67,911 67,911 100.00%
Total Academic Costs(General Fund Only) 8,775,132 9,572,502 797,370 9.09%
Annual Debt Service (Municipal budget) 1,830,961 1,835,190 4,229 0.23%
Major Maintenance and Replacement 377,182 388,407 11,225 2.98%
In-direct Operating Costs 837,873 966,144 128,271 15.31%
Total Municipal Costs 3,046,016 3,189,741 143,725 4.72%
TOTAL EXPENDITURE COSTS $ 11,821,148 $ 12,762,243 $ 941,095 7.96%
Number of Students 869 910 41 4.72%
Total Expenditure Cost per Student $ 13,603 $ 14,024 $ 421 3.10%
Over the last year, many hours have been spent to further develop our vision of the future, determine the
best methodologies that help us accomplish our mission and truly become the school where students can
reach "their highest individual potential". While we have many successes to celebrate,we are constantly
striving to improve the Academy through multiple avenues, including "getting the right people on the bus",
ensuring that we are consistently taking measure of our successes and making course corrections where
needed.
The Academy is a one-of-a-kind educational opportunity for our community and region—offering the full
continuum of the International Baccalaureate programmes. We are proud of our successes and look
forward to all the future has to offer. It is through our talented faculty, staff, students, and their supportive
families,that help make us unique and ensure we prepare students for their future educational goals. The
daily operation of the Academy is made possible through our partnerships with the Town of Westlake,the
Westlake Academy Foundation, and our affiliate groups.
Respectfully submitted,
��/,YY��� ��n,.
Amanda DeGan
Town Manager/Superintendent Westlake Academy
N �
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CAPITAL PROJECT FUNDS
Combined Program Summary
Fiscal Year 2019/2020
Adopted Estimated Proposed FY 19I20 Proposed
Budget Budget Budget vs
FY 18119 FY 18/19 FY 19/20 FY 18/19 Estimated
REVENUES&OTHER SOURCES
1 General Sales Tax $ - $ - $ - $ - 0%
2 Property Tax - - - - 0%
3 Charge for Service - - - - 0%
4 Hotel Occupancy Tax - - - - 0%
5 Beverage Tax - - - - 0%
6 Franchise Fees - - - - 0%
7 Permits&Fees Other - - - - 0%
8 Permits&Fees Building - - - - 0%
9 Permits&Fees Utility - - - - 0%
10 Fines&Farfeitures Caurt - - - - 0%
11 Investment Earnings 67,180 199,526 199,526 - 0%
12 Cantributians - 1,000,000 - (1,000,000) -100%
13 Misc Income - - - - 0%
14 Total Revenues 67,780 1,799,526 199,526 (7,000,000) -83%
15 Transfers In 1,189,300 1,189,300 1,171,360 (17,940) -2%
16 OtherSources 3,387,134 - - - 0%
17 Total Other Sources 4,576,434 1,189,300 1,171,360 (17,940) 100%
18 TOTAL REVENUES 8 OTHER SOURCES $ 4,643,614 $ 2,388,826 $ 1,370,886 $ (7,017,940) -43%
EXPENDITURES&OTHER USES
19 CapitalOutlay $ - $ - $ - - 0%
20 Debt Service - - - - 0%
21 Economic Development - - - - 0%
22 Leases and Rentals - - - - 0%
23 Public Notices - - - - 0%
24 Payroll Transfer Out to GF - - - - 0%
25 Rent&Utilities - - - - 0%
26 Repair&Maintenance - - - - 0°/o
27 Services - - - - 0%
28 Supplies - - - - 0°/a
29 Travel&Training - - - - 0%
30 TOTAL OPERATING EXPENDITURES - - - - 0%
31 Projects-Maintenance&Replacement Funds - - - - 0%
32 Projects-Capital&Expansions Funds 4,676,681 3,010,728 2,385,749 (624,979) -21%
33 Total Capital 4,676,681 3,010,728 2,385,749 (624,979) -21%
34 Transfers Out - - - - 0%
35 Other Uses - - - - 0°/a
36 Total Other Uses - - - - 0%
37 TOTAL NON-OPERATING EXPENDITURES 4,676,681 3,010,728 2,385,749 (624,979) -21%
38 TOTAL EXPENDITURES&OTHER USES $ 4,676,681 $ 3,010,728 $ 2,385,749 $ (624,979) -21%
SUMMARY
39 EXCESS REVENUES OVER(UNDER)EXPENDITURES (33,067) (621,902) (1,014,863) (392,961) -63%
40 FUND BALANCE,BEGINNING 7,202,555 7,245,405 6,623,503 (621,902) -9%
41 FUND BALANCE,ENDING 7,169,488 6,623,503 5,608,640 (1,014,863) -15%
42 RestrictedlAssigned/Committed Funds 7,169,488 6,623,503 5,608,640 (1,014,863) -15%
43 UNASSIGNED FUND BALANCE,ENDING S - S - $ - S - 0%
RESTRICTED/ASSIGNED/COMMITTED FUNDS
44 Cash $ 7,169,488 $ 6,623,503 $ 5,608,640 $ (1,014,863) -15%
45 - - - - 0%
46 - - - - 0%
47 - - - - 0%
48 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS $ 7,169,488 $ 6,623,503 $ 5,608,640 $ (1,014,863) -15%
107
CAPITAL PROJECT FUNDS
Current Year Fund Detail
Fiscal Year 2019/2020
Municipal Capital Academy TOTAL
Fund 405 Fund 410 Fund 412
REVENUES&OTHER SOURCES
1 GeneralSalesTax $ - $ - $ - $ -
2 Property Tax - - - -
3 Charge for Service - - - -
4 HotelOccupancyTax - - - -
5 Beverage Tax - - - -
6 Franchise Fees - - - -
7 Permits&Fees Other - - - -
8 Permits&Fees Building - - - -
9 Permits&Fees Utility - - - -
10 Fines&Forfeitures Court - - - -
11 Investment Earnings - 48,505 151,021 199,526
12 Contributions
13 Misc Income - - - -
14 Total Revenues - 48,505 151,021 199,526
15 Transfers In - 891,360 280,000 1,171,360
16 Other Sources - - - -
17 Total Other Sources - 891,360 280,000 1,171,360
18 TOTAL REVENUES AND OTHER SOURCES $ - $ 939,865 $ 431,021 $ 1,370,886
EXPENDITURES&OTHER USES
19 Capital0utlay I $ - $ - $ - $ -
20 Debt Service - - - -
21 Economic Development - - - -
22 Leases and Rentals - - - -
23 Public Notices - - - -
24 Payroll Transfer Out to GF - - - -
25 Rent&Utilities - - - -
26 Repair&Maintenance - - - -
27 Services - - - -
28 Supplies - - - -
29 Travel&Training - - - -
30 TOTAL OPERATING EXPENDITURES - - - -
31 Maintenance&Replacement Funds - - - -
32 Capital Project Funds - 2,385,749 - 2,385,749
33 Total Capital - 2,385,749 - 2,385,749
34 Transfers Out - - - -
35 OtherUses - - - -
36 Total Other Uses - - - -
37ITOTAL NON-OPERATING EXPENDITURES - 2,385,749 - 2,385,749
38 TOTAL EXPENDITURES&OTHER USES - 2,385,749 2,385,749
SUMMARY
39 EXCESS REVENUES OVER(UNDER)EXPENDITURES - (1,445,884) 431,021 (1,014,863)
40 BEGINNING FUND BALANCE 1,217,053 2,524,287 2,882,164 6,623,503
41 ENDING FUND BALANCE $ 1,217,053 $ 1,078,403 $ 3,313,185 $ 5,608,640
108
CAPITAL PROJECT FUNDS
• 410 Capital Project Fund
• 412 Academic Expansion Fund (Westlake Academy)
• 405 Municipal Expansion Fund (Fire Station)
Fund 410 The Capital Project Fund tracks major equipment, land, and infrastructure projects of$25,000 or more
financed with General Fund operating transfers, intergovernmental revenue, bond proceeds and Special
Revenue Fund transfers. Project completion or procurement may extend across two or more fiscal years and
reflect multiple expenditure categories such as engineering, design and construction. Completed capital
projects often have a continuing fiscal impact on the Town's operating funds due to routine maintenance, repair,
and daily operating costs. When an ongoing operating impact has been identified, it is included on the project
description sheet, and costs are projected for the next three years. Upon approval of the project, the ongoing
fiscal impact is integrated into the operating budget.
Fund 412 The Westlake Academy Expansion(WAE) Fund tracks and accumulates resources intended to finance
future Academy expansions. In FY 2012-13,approximately 8.5 million dollars of bond proceeds were used to fund
construction of three new buildings at Westlake Academy. In February of 2013,an Economic Development
Agreement was executed that requires the developer to pay$10K for lots in the Granada subdivision and$5K for lots
in the Quail Hollow subdivision. These payments are recorded in the Economic Development Fund 210 and are
transferred to the Westlake Academy Fund 412.
Fund 405 The Municipal Expansion Fund tracks and accumulates resources intended to finance future Municipal
expansions. Currently,this fund is being used to provide an iconic Fire-EMS Station,which includes 4 bays,sleeping
areas for staff members, kitchen/food preparation,storage, multi-purpose space to serve as a community/staff
training,and offices for administration. The station has approximately 18K square feet of usable space and includes
the Town's Emergency Operations Center(EOC)with a back-up generator for sustainability. It does not include any
apparatus or a fire training facility. The project included the acquisition of land by private donation.
A detailed listing of projects,with prior year funding,future funding requirements and a project description is
included in the Capital Improvements section of this document. Note that individual project information sheets are
also provided.These sheets indicate when the project has multiple sources of funding and the associated operating
costs.
REVENUE HIGHLIGHTS
Budgeted to be$1.4M; a 43% decrease of$1M from prior year estimated
Transfers In from other Funds
Decreased$17.9K:Transfers in from General Fund are based on one-time planning and development building permit
fees for residential and commercial construction which were decreased for FY 19-20 by$133K. Transfers in from the
Economic Development Fund increased$115K.An agreement with Maguire Partners-Solana Land LP includes a
$10,000 per lot contribution for the benefit of Westlake Academy from the final platting of lots in the Granada
residential subdivision and Entrada development. These funds are recorded in the Economic Development Fund
210 and are based on planning and development's projections for residential and commercial construction
coded to lot fees and transferred to the Westlake Academy Expansion Fund 412.
Investment Earnin�s
Earned interest is budgeted to remain flat at$200K
109
Contributions
Decreased $1.OM: a one-time contribution was received in the prior year for the Westlake Academy Expansion
Fund 412 specifically for the Arts and Sciences Center.
EXPENDITURES HIGHLIGHTS
Budgeted to be$2.4M; a 21% decrease of$624.9K from prior year estimated of$3M
Prolects for Capital and Expansion decreased overall by$624.9k for FY 19-20.
• The Municipal Expansion Fund 405 decreased$2.4M;construction of the new Fire/EMS Complex was
completed in FY 18-19.
• The Westlake Academy Expansion Fund 412 decreased$85K;one-time costs related to the Westlake
Academy facilities master plan update.
• The Capital Projects Fund 410 increased$1.86M as noted below:
FY18/19 FY19/20
Estimated Proposed Change
Account Formatted Account Description Budget Budget Amount
410-73000-16-000-000034 Roanoke Road R&D South $ 3,625 $ 540,000 $ 536,375
410-73000-16-000-000060 Pearson Lane R&D 22,305 290,016 267,711
410-73000-16-000-000082 SH114 Service Road Const 48,000 96,000 48,000
410-74400-16-000-000020 FM1938 Town Improvements 112,300 - (112,300)
410-73000-16-000-000040 Sam School Road R&D 3,215 - (3,215)
410-74400-16-000-000068 Dove Rd/FM1938 Signalization 159,360 - (159,360)
410-74400-16-000-000070 Solana/FM1938 Signal 8,375 - (8,375)
410-73000-16-000-000075 Flashing Crosswalk Lights - 53,850 53,850
410-73000-16-000-000078 Solana Pavement Repair - 90,000 90,000
I 410-73000-16-000-000079 Wyck Hill Pavement Resurface - 58,806 58,806
410-73000-16-000-000080 FM1938 Pavement Repairs I - I 80,000 I 80,000 I
Street Projects I 357,180 I 1,208,672 I 851,492 I
�
II 410-72000-17-000-000065 I Maintenance&Storage Facility II 5,000 95,000 I 90,000 I
I 410-73000-17-000-000077 I WA-Pond Repairs I 82,000 - (82,000) I
Facility Projects I 87,000 95,000 8,000 I
410-73000-19-000-000076 Cemetery Improvements 56,918 -
410-74400-19-000-000042 Trail Connection at 114/Solana - 193,860 193,860
410-74400-19-000-000053 Trail-Dove/Pearson/Aspen - 313,217 313,217
410-74400-19-000-000067 Wayfinding Signage - 300,000 300,000
Parks/Recreation Projects 56,918 807,077 807,077
410-74400-20-000-000081 Fiber Connectivity 25,000 275,000 250,000
IT Dept Projects 25,000 275,000 250,000
�
I $526,098 $2,385,749 $1,859,651
FUND BALANCE
The combined ending fund balance is projected to be$5.6M
• Capital Project Fund 410 is projected to be$1.1M
• Academic Expansion Fund 412 is projected to be$3.3M
• Municipal Expansion Fund 405 is projected to be$1.2M
110
FIVE YEAR FINANCIAL
ALL MUNICIPAL FUNDS
ADOPTED ESTIMATED �'�•• � Projected Projected Projected Projected
FY 18-19 FY 18-19 � FY 20-21 FY 21-22 FY 22-23 FY 23-24
� • � • • • ,
� � 1 � ' � " • �
Transfer in from GF 1,025,000 $ 1,025,000 $ 891,360 $ 343,545 $ 343,545 $ 297,105 $ 297,105
Interest Income 38,000 48,505 48,505 38,000 38,000 38,000 38,000
Bond Revenue - - - 1,672,806 - - -
TOTAL REVENUES 1,063,000 1,073,505 991,145 381,545 335,105 335,105
FM 1938Town Improvements (220,000) (112,300) - - - - -
Roanoke Road Recon/Drain South - (3,625) (540,000) - - - -
Sam School Road Recon&Drainage (281,960) (3,215) - - (55,000) - -
Ottinger Road Recon&Drainage - - - (1,063,800) - - -
Pearson Lane Recon&Drainage (404,125) (22,305) (290,016) - - - -
Dove Road/FM1938 Signalization - (159,360) - - - - -
Solana/FM 1938 Signalization - (8,375) - - - - -
Flashing Crosswalk Lights (80,000) - (53,850) (51,840) - - -
Solana Pavement Repairs (90,000) - (90,000) - - - -
Wyck Hill Pavement Resurface (54,450) - (58,806) - - - -
FM1938 Pavement Repairs (80,000) - (80,000) - - - -
SH 114 Service Rd Construction - (48,000) (96,000) - - - -
GPS Opticom Traffic Control - - - (70,000) - - -
ROAD and STREET IMPROVEMENTS DEPT 16 1,324,134 (353,555) �� • (1,185,640) (55,000) - -
WA-Pond Repair (82,000) $ (82,000) $ - $ - $ - $ - $ -
Maintenance and Storage Facility - (5,000) (95,000) - - - -
FACILITY and GROUND IMPROVEMENTS DEPT 17 - (87,000) ���
Trail Connection at 114&Solana (30,000) - (193,860) - - - -
Trail-Westlake Academy to Cemetery - - - (319,006) - - -
Trail-Dove/Pearson/Aspen (290,016) - (313,217) - - - -
Wayfinding Signage (229,500) - (300,000) (290,000) - - -
Cemetary Improvements (50,000) (56,918) - - - - -
PARKS/TRAIL/CEMETERY IMPROVEMENTS DEPT 19 250,949 (56,918) :� � (609,006)
Fiber Connectivity between Buildings (300,000) (25,000) (275,000) - - - -
INFORMATION TECHNOLOGY IMPROVEMENTS (300,000) (25,000) ���
TOTAL REVENUES AND TRANSFERS IN 4,450,134 1,073,505 939,865 2,054,351 381,545 335,105 335,105
TOTAL EXPENDITURES AND TRANSFERS OUT (2,192,051) (526,098) (2,385,749) (1,794,646) (55,000) - -
� � : : i: �� i � i
Beginning Fund Balance 1,590,074 1,976,880 2,524,287 1,078,403 1,338,108 1,664,653 1,999,758
Endin�Fund Balance 3.848,157 2,524.287 1,078.403 1,338.308 1,664,653 1,999.758 2.334,863
Restricted/Committed/Assigned 3,848,157 2,524,287 1,078,403 1,338,108 1,664,653 1,999,758 2,334,863
Unassigned Ending Balance - $ $ $ $ $
111
FIVE YEAR FINANCIAL
ALL MUNICIPAL FUNDS
ADOPTED ESTIMATED �'�•• � Projected Projected Projected Projected
FY 18-19 FY 18-19 � FY 20-21 FY 21-22 FY 22-23 FY 23-24
� � 1 ' � • " •
Cash(Fund Balance) - $ - $ - $ - $ - $ - $ -
TOTAL REVENUES
Engineering Fees (4,100) (4,100) - - - - -
Design Fees (61,474) (61,474) - - - - -
Contingency (107,700) (107,700) - - - - -
Advertising (2,500) (2,500) - - - - -
Printing (1,000) (1,000) - - - - -
Security Service (150,500) (150,500) - - - - -
Misc.Expense (258,075) (258,075) - - - - -
Construction Expense (1,739,281) (1,739,281) - - - - -
Furniture&Fixtures (75,000) (75,000) - - - - -
TOTAL EXPENDITURES (2,399,630) (2,399,630)
� � : i �
Beginning Fund Balance 3,829,956 3,616,683 1,217,053 1,217,053 1,217,053 1,217,053 1,217,053
Ending Fund Balance 1,430,326 1,217,053 1,217.053 1,217,053 1,217,053 1,217,053 1,217,053
Restricted Funds 1,430,326 1,217,053 1,217,053 1,217,053 1,217,053 1,217,053 1,217,053
Unassigned Ending Balance $ $ $ $ $
� � I ` � � ' � � �
Interest Earned 29,180 $ 151,021 $ 151,021 $ 27,400 $ 27,400 $ 27,400 $ 27,400
Contributions - 1,000,000 - - - - -
Transfer in from ED 200 164,300 164,300 280,000 290,000 100,000 100,000 100,000
TOTAL REVENUES 193,480 1,315,321 � 317,400 127,400 127,400 127,400
Consultant Fees-Master Plan (85,000) (85,000) - - - - -
TOTAL EXPENDITURES (85,000) (85,000)
� � : �: :i i � ��� •ii ��� •ii
Beginning Fund Balance 1,782,565 1,651,843 2,882,164 3,313,185 3,630,585 3,757,985 3,885,385
Ending Fund Balance 1,891,045 2,882.164 3,313.185 3,630,585 3,757,985 3,885,385 4,012,785
Restricted Funds 1,891,045 2,882,164 3,313,185 3,630,585 3,757,985 3,885,385 4,012,785
Unassigned Ending Balance $ $ $ $ $
112
113
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CAPITAL PROJECT FORECAST
Formerly Adopted and New Proposed Projects
� Totals FY 78-79 � � FY 20-27 FY 27-22 PROJECT
� Project Description thru Estimated Projected Projected GRAND
a FY 77/78 Budget = ��• Budget Budget TOTAL
CP20 FM1938 Town Improvements 3,310,317 112,300 - - - 3,422,677
CP34 Roanoke Road Reconstruction&Drainage South 2,900 3,625 540,000 - - 546,525
CP40 Sam School Road Reconstruction&Drainage - 3,215 - - 55,000 58,275
FM 1938&Dove Road Traffic Signal(Cash) 278,370 159,360
CP68 464,119
FM 1938&Dove Road Traffic Signal(Contribution) 26,389 - - - -
CP70 FM 1938 and Solana Traffic Signalization 305,479 8,375 - - - 313,854
CP75 Flashing Crosswalk-Dove @ Pearson/Ottinger 31,044 - 53,850 51,840 - 736,734
CP78 Solana Pavement Repairs - - 90,000 - - 90,000
CP79 Wyck Hill Pavement Resurface - - 58,806 - - 58,806
CP80 FM1938 Pavement Repairs - - 80,000 - - 80,000
CP82 SH114 Service Road Construction - 48,000 96,000 - - 744,000
CP83 GPS Opticom Traffic Control - - - 70,000 - 70,000
Total-Road/Street Improvements-Dept 16 3,954,499 334,875 918,656 727,840 55,000 5,384,870
CP65 Maintenance&Storage Facility - 5,000 95,000 - - 700,000
CP77 WA Pond Repairs - 82,000 - - - 82,000
Total-Academic Facilities-Dept 17 - 87,000 95,000 - - 182,000
CP42 Trail Connection at Hwy 114&Solana Blvd. - - 193,860 - - 793,860
CP67 Wayfinding Signage - - 300,000 290,000 - 590,000
CP76 Cemetary Improvements 93,082 56,918 - - - 750,000
Total-Trail/Park/Cemetery-Dept 19 93,082 56,918 493,860 290,000 - 933,860
CP52 Trail-Academy to Cemetery - - - 319,006 -
1,382,806
CP58 Ottinger Road Recon/Drainage - - - 1,063,800 -
CP53 Trail-Dove/Pearson/Aspen - - 313,217 - -
- 625,538
CP60 Pearson Lane Recon/Drainage - 22,305 290,016 - -
Total-Trail and Road Improvements-Dept 16-19 - 22,305 603,233 1,382,806 - 2,008,344
CP81 Firber Connectivity Project - 25,000 275,000 - - 300,000
Total-Information Technology-Dept 20 - 25,000 275,000 - - 300,000
TOTAL GOVERNMENTAL PROJECTS $ 4,047,581 $ 526,098 � $ 7,794,646 $ 55,000 $ 8,809,074
Totals FY 78-79 � � FY 20-27 FY 27-22 PROJECT
Funding Summary thru Estimated Projected Projected GRAND
FY 77/78 Budget = ��• Budget Budget TOTAL
Contributions(Formerly adopted) 424,950 56,918 - - - 481,868
Cash/Fund Balance(Formerly adopted) 3,622,631 469,180 2,385,749 121,840 55,000 6,654,400
FY20/21 Bonds 20 Year-Street/Trail - - - 1,672,806 - 1,672,806
GRAND TOTAL ALL PROJECTS $ 4,047,581 $ 526,098 � $ 1,794,646 $ 55,000 $ 8,809,074
115
FUNDED CAPITAL IMPROVEMENT PROJECT #20
• : . . .
Project Description:
This work will include repair and replacement of irrigation,wheelchair ramps, � , M1 `•�•==•�..� - �Y.y;�:F�._.r�•__
sidewalk and plants that are dead or in need of repair through the FM 1938 '�;.,,_ � ;�..
� ���� - . �"'
corridor. Funding for this work is from project savings from the 2012 FM 1938 "' _ ��- _
TxDOT road construction landscape project and the subsequent 2013 � ;'��`-� -- __ ���r,
streetscape project. " � • --' --'` ._ . �
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410-74400-16-000-000020 Actuals Thru Estimated 2019 • •�• -� -----------------Projection----------------- Project
EXPENDITURE TYPE FY 17/18 FY 18/19 Actuals • � FY 20/21 FY 21/22 FY 22/23 FY 23/24 Total
Engineering - - - - - - - - -
Construction - - - - - - - - -
Design - - - - - - - - -
Contingency - - - - - - - - -
Other 3,310,317 112,300 81,167 - - - - - 3,422,617
EXPENDITURES TOTAL 3,310,317 112,300 81,167 - - - - - 3,422,617
•-•
4 7 0-1 01 1 0-1 6-000-000020 Actuals Thru Estimated 2019 • •�• •� -----------------Projection----------------- Project
FUNDING TYPE FY 17/18 FY 18/19 Actuals � FY 20/21 FY 21/22 FY 22/23 FY 23/24 Total
Cash(Fund Balance) 3,310,317 112,300 81,167 - - - - - 3,422,617
Contributions/Grants - - - - - - - - -
Bonds FY 20/21 CO - - - - - - - - -
Unfunded - - - - - - - - -
Other - - - - - - - - -
FUNDING TOTAL 3,310,317 112,300 81,167 - - - - - 3,422,617
ActualsThru Estimated 2079 ' •�• -� -----------------Projection-----------------
IMPACT TYPE FY 17/18 FY 18/19 Actuals • � FY 20/21 FY 21/22 FY 22/23 FY 23/24
Supplies - - - - - - - - -
Services - - - - - - - - -
Insurance - - - - - - - - -
Repair&Maintenance - - - - - - - - -
Rent&Utilities - - - - - - - - -
Debt Service - - - - - - - - -
OPERATING IMPACT - - - - - - - - -
116
FUNDED CAPITAL IMPROVEMENT PROJECT #34
' � . • ' • . • ' - • • • I , • - •
• 1 • • •
Project Description: a
The project will provide stabilization of road subgrade and 6"of asphalt to approximately 4,000 -s r � ' _
LF of Roanoke Road and replace/improve culverts and ditches,consistent with 2011 Graham � � LL � - - - r
Pavement Evaluation Study. Project improvements will be from Highway 170 south to the �� _ :
f�
Town limits. Anticipate crack sealing during the 2nd year after completion. � � - _ "
ti�� �l
`r �����. �-��r� t•�' +
�y �� . ..:�" , !
�� � - '
�'���k
410-73000-16-000-000034 Actuals Thru Estimated 2019 • •�• -� -----------------Projection----------------- Project
EXPENDITURE TYPE FY 17/18 FY 18/19 Actuals • � FY 20/21 FY 21/22 FY 22/23 FY 23/24 Total
Engineering 2,900 3,625 20,680 540,000 - - - - 546,525
Construction - - - - - - - - -
Design - - - - - - - - -
Contingency - - - - - - - - -
Other - - - - - - - - -
EXPENDITURES TOTAL 2,900 3,625 20,680 540,000 - - - - 546,525
•-•
41 0-33 501-1 6-000-000034 Actuals Thru Estimated 2019 • •�• -� -----------------Projection----------------- Project
FUNDING TYPE FY 17/18 FY 18/19 Actuals � FY 20/21 FY 21/22 FY 22/23 FY 23/24 Total
Cash(Fund Balance) 2,900 3,625 20,680 540,000 - - - 546,525
Contributions/Grants - - - - - - - -
Bonds FY 20/21 CO - - - - - - - -
Unfunded - - - - - - - -
Other - - - - - - - -
FUNDING TOTAL 2,900 3,625 20,680 540,000 - - - - 546,525
ActualsThru Estimated 2079 ' •�• -� -----------------Projection-----------------
IMPACT TYPE FY 17/18 FY 18/19 Actuals • � FY 20/21 FY 21/22 FY 22/23 FY 23/24
Supplies - - - - - - - - -
Services - - - - - - - - -
Insurance - - - - - - - - -
Repair&Maintenance - - - - 5,000 5,150 5,305 5,464 -
Rent&Utilities - - - - - - - - -
Debt Service - - - - - - - - -
OPERATING IMPACT - - - - 5,000 5,750 5,305 5,464 -
117
FUNDED CAPITAL IMPROVEMENT PROJECT #40
• • ' • . • ' - • • • I . • -
• . • �
Project Description: _
The project will provide stabilization of road subgrade and 6"of asphalt to "'
approximately 2,000 LF of Sam School Road and replace/improve culverts and
ditches, consistent with 2011 Graham Pavement Evaluation Study. Anticipate -
crack sealing 2nd year from completion. Includes 150 linear feet of sidewalk. �'• y� `_e, �... `�� �y,
.� -
i��� +y,`�.,� t
;� �; '�� , }, `��
+��: _:� �' ���
. 4 _ Y �.
��, - � ..� •�
�; �. �
410-73000-16-000-000040 Actuals Thru Estimated 2019 • •�• -� -----------------Projection----------------- Project
EXPENDITURE TYPE FY 17/18 FY 18/19 Actuals • � FY 20/21 FY 21/22 FY 22/23 FY 23/24 Total
Engineering - - - - - - - - -
Construction - 3,215 20,835 - - 55,000 - - 58,215
Design - - - - - - - - -
Contingency - - - - - - - - -
Other - - - - - - - - -
EXPENDITURES TOTAL - 3,215 20,835 - - 55,000 - - 58,215
•-•
4 7 0-33501-1 6-000-000040 Actuals Thru Estimated 2019 • •�• •� -----------------Projection----------------- Project
FUNDING TYPE FY 17/18 FY 18/19 Actuals � FY 20/21 FY 21/22 FY 22/23 FY 23/24 Total
Cash(Fund Balance) - 3,215 20,835 - - 55,000 - - 58,215
Contributions/Grants - - - - - - - - -
Bonds FY 20/21 CO - - - - - - - - -
Unfunded - - - - - - - - -
Other - - - - - - - - -
FUNDING TOTAL - 3,215 20,835 - - 55,000 - - 58,215
ActualsThru Estimated 2079 ' •�• -� -----------------Projection-----------------
IMPACT TYPE FY 17/18 FY 18/19 Actuals • � FY 20/21 FY 21/22 FY 22/23 FY 23/24
Supplies - - - - - - - - -
Services - - - - - - - - -
Insurance - - - - - - - - -
Repair&Maintenance - - - - 5,000 5,150 5,305 5,464 -
Rent&Utilities - - - - - - - - -
Debt Service - - - - - - - - -
OPERATING IMPACT - - - - 5,000 5,750 5,305 5,464 -
118
FUNDED CAPITAL IMPROVEMENT PROJECT #68
• : . • I • ' � . • • •
Project Description: ` ' � � =� T
This project will provide for the signalization of the FM1938 and Dove Road intersection ��. .� �
consistent with the enhancements at SH 114. The need to signalize is being caused by the -
proposed signalization of FM1938 and Solana Blvd/Capital Pkwy that is currently included with � �}:'�
the Entrada development improvements. The installation of a proposed traffic signal at �-�
FM1938 and Solana Blvd/Capital Pkwy in connection with the Granada and Entrada L � � �
developments,the intersection would decrease traffic congestion and increase safety at the � � `.ti.
FM1938 and Dove Road intersection. While FM1938 is a TxDOT roadway,the cost to �
signalize will be the responsibility of the Town. Staff will continue to pursue TxDOT funding for ��� �
signalization of this intersection. Project was completed in FY 17-18. Holding the worksheet ��fF'r �
open for final TxDot audit. `�'
����� � �����
410-73000-16-000-000068 Actuals Thru Estimated 2019 • •�• -� -----------------Projection----------------- Project
EXPENDITURE TYPE FY 17/18 FY 18/19 Actuals • � FY 20/21 FY 21/22 FY 22/23 FY 23/24 Total
Engineering - - - - - - - -
Construction 304,759 159,360 - - - - - - 464,119
Design - - - - - - - - -
Contingency - - - - - - - - -
Other - - - - - - - - -
EXPENDITURES TOTAL 304,759 159,360 - - - - - - 464,119
•-•
410-10110-16-000-000034 Actuals Thru Estimated 2019 • •�• -� -----------------Projection----------------- Project
FUNDING TYPE FY 17/18 FY 18/19 Actuals • � FY 20/21 FY 21/22 FY 22/23 FY 23/24 Total
Cash(Fund Balance) 278,370 159,360 - - - - - - 437,730
Contributions(Fidelity) 26,389 - - - - - - - 26,389
Bonds FY 20/21 CO - - - - - - - - -
Unfunded - - - - - - - - -
Other - - - - - - - - -
FUNDING TOTAL 304,759 159,360 - - - - - - 464,119
ActualsThru Estimated 2079 ' •�• -� -----------------Projection-----------------
IMPACT TYPE FY 17/18 FY 18/19 Actuals • � FY 20/21 FY 21/22 FY 22/23 FY 23/24
Supplies - - - - - - - - -
Services - - - - - - - - -
Insurance - - - - - - - - -
Repair&Maintenance - - - - - - - - -
Rent&Utilities - - - - - - - - -
Debt Service - - - - - - - - -
OPERATING IMPACT - - - - - - - - -
119
FUNDED CAPITAL IMPROVEMENT PROJECT #70
• : • • � • • •
Project Description: o ` .
�::- �1�ii
This project will provide for the signalization of the FM 1938 and Solana Blvd intersection '' I�i��'�: .
consistent with the enhancements at SH 114. The installation of the proposed traffic signals is ,�����r�• �''';"- :'-.�-� "' �
.._}"';�='. •
's'� • ��::.: �. � . �,:; Q�
in connection with the Granada and Entrada developments that would decrease traffic �'• ��f,•�"',�, •����'"����� 'Jt. �
� �..;::_
congestion and frustration. Staff is also currently working with TxDot for a proposed signal at �,� . •• � � ;.:.�:,�;.�r
the FM 1938/Dove Road intersection. Project was completed during FY17/18. Holding the ,��:: , '�� ,�-', .�. .
worksheet open for final TxDot audit. �y �. ' ■
�`�� j. � '��''' ;'s:;'?#�, _
p� 1��: � .. `.����'�
4 � �' � y
M..�'� � �L '�:�'- r �
'r�� , Sd.� y�� .�
��:,`�!�,� '!�-,'d. '
410-74400-16-000-000070 Actuals Thru Estimated 2019 • •�• -� -----------------Projection----------------- Project
EXPENDITURE TYPE FY 17/18 FY 18/19 Actuals • � FY 20/21 FY 21/22 FY 22/23 FY 23/24 Total
Engineering - - - - - - - - -
Construction 305,479 8,375 8,363 - - - - - 313,854
Design - - - - - - - - -
Contingency - - - - - - - - -
Other - - - - - - - - -
EXPENDITURES TOTAL 305,479 8,375 8,363 - - - - - 313,854
•-•
470-33700-16-000-000070 Actuals Thru Estimated 2019 • •�• •� -----------------Projection----------------- Project
FUNDING TYPE FY 17/18 FY 18/19 Actuals � FY 20/21 FY 21/22 FY 22/23 FY 23/24 Total
Cash(Fund Balance) 45,939 8,375 8,363 - - - - - 54,314
Contributions/Grants 259,540 - - - - - - - 259,540
Bonds FY 20/21 CO - - - - - - - - -
Unfunded - - - - - - - - -
Other - - - - - - - - -
FUNDING TOTAL 305,479 8,375 8,363 - - - - - 313,854
ActualsThru Estimated 2079 ' •�• -� -----------------Projection-----------------
IMPACT TYPE FY 17/18 FY 18/19 Actuals • � FY 20/21 FY 21/22 FY 22/23 FY 23/24
Supplies - - - - - - - - -
Services - - - - - - - - -
Insurance - - - - - - - - -
Repair&Maintenance - - - - - - - - -
Rent&Utilities - - - - 200 200 200 200 -
Debt Service - - - - - - - - -
OPERATING IMPACT - - - - 200 200 200 200 -
120
FUNDED CAPITAL IMPROVEMENT PROJECT #75
• • • 1 • • ' - • : • •
The town trail system currently starts and/or stops at the Westlake Academy
campus.The use of the trail has increased over the past two years due to the
growth of the community and the Academy. Flashing light at the crosswalk would `t� ' �
` �'. .:Y i�::�.:
give vehicles a warning that pedestrians are crossing at Dove Rd&Ottinger or �^ '�`.
.� .., � .,. � �
Dove Rd&Pearson.This project includes flashing signs and lights being installed . '� �
�r,�:���.
in the pavement. Includes three flashing lights and striping of the crosswalk at ��r',.. •�1�. : , � - - _
Dove and Pearson. Li hts would be activated b edestrians walkin on the trail �- c � �
9 Yp 9 - �
thatwould need to cross over pove to go north on Pearson. Ottll�lgel� ROaU � --
�..
• � �
410-73000-16-000-000075 Actuals Thru Estimated 2019 • •�• -� -----------------Projection----------------- Project
EXPENDITURE TYPE FY 17/18 FY 18/19 Actuals • � FY 20/21 FY 21/22 FY 22/23 FY 23/24 Total
Engineering - - - - - - - - -
Construction 31,044 - - 53,850 51,840 - - - 136,734
Design - - - - - - - - -
Contingency - - - - - - - - -
Other - - - - - - - - -
EXPENDITURES TOTAL 31,044 - - 53,850 51,840 - - - 136,734
•-•
410-33501-16-000-000075 Actuals Thru Estimated 2019 • •�• -� -----------------Projection----------------- Project
FUNDING TYPE FY 17/18 FY 18/19 Actuals • � FY 20/21 FY 21/22 FY 22/23 FY 23/24 Total
Cash(Fund Balance) 31,044 - - 53,850 51,840 - - - 136,734
Contributions/Grants - - - - - - - - -
Bonds FY 20/21 CO - - - - - - - - -
Unfunded - - - - - - - - -
Other - - - - - - - - -
FUNDING TOTAL 31,044 - - 53,850 51,840 - - - 136,734
ActualsThru Estimated 2079 ' ••• -� -----------------Projection-----------------
IMPACT TYPE FY 17/18 FY 18/19 Actuals • � FY 20/21 FY 21/22 FY 22/23 FY 23/24
Supplies - - - - - - - - -
Services - - - - - - - - -
Insurance - - - - - - - - -
Repair&Maintenance - - - - 2,000 2,060 2,122 2,185 -
Rent&Utilities - - - - - - - - -
Debt Service - - - - - - - - -
OPERATING IMPACT - - - - 2,000 2,060 2,722 2,785 -
121
FUNDED CAPITAL IMPROVEMENT PROJECT #78
• ' ' •
Project Description:
`��.�;� ��-=A�� �.^''-.� �4: 4'r'.lii�
This project will provide repairs to several sections of concrete pavement failures '=F� �j �. - ' �'� �. '•,,"�,�,�•s+rr:
on Solana Boulevard. The re airs will consist of removal/re lacement of ` � '� `'� ��� �` �:' k
P P � �t�{�.� �• :f� `� ��
concrete and failed subgrade and barricades to control traffia ? � ����� �. ` :�� •� r � `, �= ���
; �.� �`�� .�� .
.�,� .: r� ; ��
� � ,? ��.+,� ��� i',5�.1
+ � � �� ti
� ` �:�• .�;�::;:. �
� y�r ,.w,'- +'�
{����.��Y� :5 •� , �
I�} � ��?' ' . • `� •�,� sv W..^'
� .#S��'" r ����� ,�� ���
I'.'_"' �' r.�, � _ `�
.V r �^�R
� � 5
� �: :''.� . �' �.��
410-73000-16-000-000078 Actuals Thru Estimated 2019 • •�• -� -----------------Projection----------------- Project
EXPENDITURE TYPE FY 17/18 FY 18/19 Actuals • � FY 20/21 FY 21/22 FY 22/23 FY 23/24 Total
Engineering - - - 90,000 - - - - 90,000
Construction - - - - - - - - -
Design - - - - - - - - -
Contingency - - - - - - - - -
Other - - - - - - - - -
EXPENDITURES TOTAL - - - 90,000 - - - - 90,000
•-•
410-33501-16-000-000078 Actuals Thru Estimated 2019 • •�• -� -----------------Projection----------------- Project
FUNDING TYPE FY 17/18 FY 18/19 Actuals • � FY 20/21 FY 21/22 FY 22/23 FY 23/24 Total
Cash(Fund Balance) - - - 90,000 - - - - 90,000
Contributions/Grants - - - - - - - - -
Bonds FY 20/21 CO - - - - - - - - -
Unfunded - - - - - - - - -
Other - - - - - - - - -
FUNDING TOTAL - - - 90,000 - - - - 90,000
ActualsThru Estimated 2079 ' ••• -� -----------------Projection-----------------
IMPACT TYPE FY 17/18 FY 18/19 Actuals • � FY 20/21 FY 21/22 FY 22/23 FY 23/24
Supplies - - - - - - - - -
Services - - - - - - - - -
Insurance - - - - - - - - -
Repair&Maintenance - - - - - - - - -
Rent&Utilities - - - - - - - - -
Debt Service - - - - - - - - -
OPERATING IMPACT - - - - - - - - -
122
FUNDED CAPITAL IMPROVEMENT PROJECT #79
. .
Project Description:
This project will provide for the removal and replacement of 1"to 2"of the existing . ��� p � � r y,� r • �
��''�:.
6"asphalt on Wyck Hill Lane. The existing subgrade is in excellent condition and �. +- � ,,} . � �� if�F ,�t'�'
does not require re-stabilization. _.��,�, �' p
� �$�� '�' ,.
-, _ ���� ; �A,�,,
��-� � 'ry��� � .� r
� ��� '' _
� rx.. .:} ',���,�1a,� -
�� f;''..- � �.} _' ��
] Y • y���
�• �r a�N+-
�-,�4. � �i. .
� :�11� s }��S�''- f�.a
�... �_:`csI �/L,..
410-73000-16-000-000079 Actuals Thru Estimated 2019 • •�• -� -----------------Projection----------------- Project
EXPENDITURE TYPE FY 17/18 FY 18/19 Actuals • � FY 20/21 FY 21/22 FY 22/23 FY 23/24 Total
Engineering - - - - - - - - -
Construction - - - 58,806 - - - - 58,806
Design - - - - - - - - -
Contingency - - - - - - - - -
Other - - - - - - - - -
EXPENDITURES TOTAL - - - 58,806 - - - - 58,806
•-•
410-33501-16-000-000079 Actuals Thru Estimated 2019 • •�• -� -----------------Projection----------------- Project
FUNDING TYPE FY 17/18 FY 18/19 Actuals • � FY 20/21 FY 21/22 FY 22/23 FY 23/24 Total
Cash(Fund Balance) - - - 58,806 - - - - 58,806
Contributions/Grants - - - - - - - - -
Bonds FY 20/21 CO - - - - - - - - -
Unfunded - - - - - - - - -
Other - - - - - - - - -
FUNDING TOTAL - - - 58,806 - - - - 58,806
ActualsThru Estimated 2079 ' ••• -� -----------------Projection-----------------
IMPACT TYPE FY 17/18 FY 18/19 Actuals • � FY 20/21 FY 21/22 FY 22/23 FY 23/24
Supplies - - - - - - - - -
Services - - - - - - - - -
Insurance - - - - - - - - -
Repair&Maintenance - - - - - - - - -
Rent&Utilities - - - - - - - - -
Debt Service - - - - - - - - -
OPERATING IMPACT - - - - - - - - -
123
FUNDED CAPITAL IMPROVEMENT PROJECT #80
. •
. ' ' •
Project Description:
This project will provide repairs to several sections of stamped/stained concrete
,�-L'�4 �. F.wk: , ���I-�����'-�-:_�� � 1
��,'r` �; '_"�.'�_" �:-�►;' ti2;-:�_�
pavement failures on FM 1938. The repairs will consist of removal/replacement - .�•�:� - �%. . �." �;
of concrete and failed subgrade and barricade to control traffic. �t;�'': � �� h4�'�t
,:'\ '����.,�:R�
-. � �Y�
�•r�_ �.; `��- `- .
G.,._ - � .��, .��'. ' - .-
� - �� �I=-'t�-l�'
s � �..�-_ '�* ����' _ _
• • ��', � s1r �
��a�?r;�'_-� . _.����-cd
410-73000-16-000-000080 Actuals Thru Estimated 2019 • •�• -� -----------------Projection----------------- Project
EXPENDITURE TYPE FY 17/18 FY 18/19 Actuals • � FY 20/21 FY 21/22 FY 22/23 FY 23/24 Total
Engineering - - - - - - - - -
Construction - - - 80,000 - - - - 80,000
Design - - - - - - - - -
Contingency - - - - - - - - -
Other - - - - - - - - -
EXPENDITURES TOTAL - - - 80,000 - - - - 80,000
•-•
410-33501-16-000-000080 Actuals Thru Estimated 2019 • •�• -� -----------------Projection----------------- Project
FUNDING TYPE FY 17/18 FY 18/19 Actuals • � FY 20/21 FY 21/22 FY 22/23 FY 23/24 Total
Cash(Fund Balance) - - - 80,000 - - - - 80,000
Contributions/Grants - - - - - - - - -
Bonds FY 20/21 CO - - - - - - - - -
Unfunded - - - - - - - - -
Other - - - - - - - - -
FUNDING TOTAL - - - 80,000 - - - - 80,000
ActualsThru Estimated 2079 ' ••• -� -----------------Projection-----------------
IMPACT TYPE FY 17/18 FY 18/19 Actuals • � FY 20/21 FY 21/22 FY 22/23 FY 23/24
Supplies - - - - - - - - -
Services - - - - - - - - -
Insurance - - - - - - - - -
Repair&Maintenance - - - - - - - - -
Rent&Utilities - - - - - - - - -
Debt Service - - - - - - - - -
OPERATING IMPACT - - - - - - - - -
124
FUNDED CAPITAL IMPROVEMENT PROJECT #82
' ' • , • • •
Project Description: � �,�,�_ � , ,pc��••-: �: ,
TxDOT has recently presented plans for the construction of frontage roads and Texas '•'��� f�"' � .�,.� �-� �+;�• ' ��
U-Turns along the SH 114 corridor from FM 1938 to Dove Road. Due to the SH 114 '� ` !� ��✓,;, , ""�
Service Road projecYs pace and the impact to adjacent developments and Westlake , �+' - ;`�'�,.,�;� �
residents,Jerry Hodge&Associates, LLC has been retained to help ensure that all ,+'"�' ~�-�:;�,,�, ;.'r-n '� 'r _ �i�- `�*
Westlake stakeholders are represented in the design and construction process and °�,� �•'���y�:; ' '�:., � �-'
that the Town's aesthetic standards are included in the construction lans.The - � �
service road project is expected to take approximately 24 to 36 months. The contract ���'.�` � .���
�. .�.-�' ;,•. �,
with Jerry Hodge&Associates is a 12-month contract that can be extended based on ' : `
TxDOT's construction schedule. Staff is in discussions with adjacent property owners � ; '%� • `'r'~ � .;:,
re gardin g some cost partici pation arran gements,which would re quire an economic }� -
development agreement with each. �y,r ' � "�;.3f =""••'�
. . �t i'r."i'�� �
410-73000-16-000-000082 Actuals Thru Estimated 2019 • •�• -� -----------------Projection----------------- Project
EXPENDITURE TYPE FY 17/18 FY 18/19 Actuals • � FY 20/21 FY 21/22 FY 22/23 FY 23/24 Total
Engineering - - - - - - - - -
Construction - 48,000 24,000 96,000 - - - - 144,000
Design - - - - - - - - -
Contingency - - - - - - - - -
Other - - - - - - - - -
EXPENDITURES TOTAL - 48,000 24,000 96,000 - - - - 144,000
•-•
4 7 0-33501-1 6-000-000080 Actuals Thru Estimated 2019 • •�• -� -----------------Projection----------------- Project
FUNDING TYPE FY 17/18 FY 18/19 Actuals � FY 20/21 FY 21/22 FY 22/23 FY 23/24 Total
Cash(Fund Balance) - 48,000 24,000 96,000 - - - - 144,000
Contributions/Grants - - - - - - - - -
Bonds FY 20/21 CO - - - - - - - - -
Unfunded - - - - - - - - -
Other - - - - - - - - -
FUNDING TOTAL - 48,000 24,000 96,000 - - - - 144,000
ActualsThru Estimated 2079 ' •�• -� -----------------Projection-----------------
IMPACT TYPE FY 17/18 FY 18/19 Actuals • � FY 20/21 FY 21/22 FY 22/23 FY 23/24
Supplies - - - - - - - - -
Services - - - - - - - - -
Insurance - - - - - - - - -
Repair&Maintenance - - - - - - - - -
Rent&Utilities - - - - - - - - -
Debt Service - - - - - - - - -
OPERATING IMPACT - - - - - - - - -
125
FUNDED CAPITAL IMPROVEMENT PROJECT #80
• • • • ' • • • � •
Project Description: _
This project will provide Opticom GPS Systems to assist emergency vehicles �r -
I �'�
through signalized intersections by providing temporary right-of-way through the ��
use of common traffic controller functions.This project would include 4 "
_ �
intersections in Westlake. � . ,�� , �
1 -Hwy 377&Hwy 170 � ��
2-Hwy 114&Davis Blvd � ��
3-Hwy 114&Trophy Lake Drive ''"-"'•� -
4-Hwy 114&Westlake Parkway '�� �'����'°'�`
�'� �.
� �� -
410-73000-16-000-000083 Actuals Thru Estimated 2019 • •�• -� -----------------Projection----------------- Project
EXPENDITURE TYPE FY 17/18 FY 18/19 Actuals • � FY 20/21 FY 21/22 FY 22/23 FY 23/24 Total
Engineering - - - - - - - - -
Construction - - - - - - - - -
Design - - - - - - - - -
Contingency - - - - - - - - -
Other - - - - 70,000 - - - 70,000
EXPENDITURES TOTAL - - - - 70,000 - - - 70,000
•-•
410-33501-16-000-000080 Actuals Thru Estimated 2019 • ••• •� -----------------Projection----------------- Project
FUNDING TYPE FY 17/18 FY 18/19 Actuals • � FY 20/21 FY 21/22 FY 22/23 FY 23/24 Total
Cash(Fund Balance) - - - - 70,000 - - - 70,000
Contributions/Grants - - - - - - - - -
Bonds FY 20/21 CO - - - - - - - - -
Unfunded - - - - - - - - -
Other - - - - - - - - -
FUNDING TOTAL - - - - 70,000 - - - 70,000
ActualsThru Estimated 2079 ' ••• -� -----------------Projection-----------------
IMPACT TYPE FY 17/18 FY 18/19 Actuals • � FY 20/21 FY 21/22 FY 22/23 FY 23/24
Supplies - - - - - - - - -
Services - - - - - 2,500 3,500 3,500 -
Insurance - - - - - - - - -
Repair&Maintenance - - - - - - 1,000 1,000 -
Rent&Utilities - - - - - - - - -
Debt Service - - - - - - - - -
OPERATING IMPACT - - - - - 2,500 4,500 4,500 -
126
FUNDED CAPITAL IMPROVEMENT PROJECT #71
Project Description:
The proposed Maintenance and Public Works facility would utilize the �
existing Fire Department engine bay once new permanent Fire Station - � - - '' 4�`'"
has been constructed. The building would provide storage space for �,....� _-
weather event supplies, small equipment, and pumps. It will also serve as ; ',
a work area to make repairs on equipment, etc. r I.� �' ' �
� I
i i � � ; .
;' I �
-- ^� � _ �r
- f�
- _ _ . _ .�,,.
... ----------------
410-72000-17-000-000065 Totals Thru Estimated 2019 ' •�� -� - Projection----------------- Project
EXPENDITURE TYPE FY 16/17 FY 18/19 Actuals FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total
Engineering - - - - - - - - -
Construction - 5,000 5,048 95,000 - - - - 100,000
Design - - - - - - - - -
FF&E - - - - - - - - -
Contingency - - - - - - - -
EXPENDITURE TOTAL - 5,000 5,048 95,000 - - - - 100,000
• �
410-33700-17-000-000071 Totals Thru Estimated 2019 ' --- -- -----------------Projection----------------- Project
FUNDING TYPE FY 16/17 FY 18/19 Actuals FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total
Cash(Fund Balance) - 5,000 5,048 95,000 - - - - 100,000
Transfer in from General Fund - - - - - - - - -
Transfer in from Utility Fund - - - - - - - - -
Bonds 2019/20 CO Bonds - - - - - - - - -
FUNDING TOTAL - 5,000 5,048 95,000 - - - - 100,000
•
TotalsThru Estimated 2019 ' ��� -� -----------------Projection-----------------
IMPACT TYPE FY 16/17 FY 18/19 Actuals FY 19/20 FY 20/21 FY 21/22 FY 22/23
Services - - - - 1,000 1,030 1,061 1,093 -
Insurance - - - - - - - - -
Repair&Maintenance - - - - 2,000 2,060 2,122 2,185 -
Rent&Utilities - - - - - - - - -
Debt Service - - - - - - - - -
Other - - - - - - - - -
OPERATING IMPACT - - - - 3,000 3,090 3,183 3,278 -
127
FUNDED CAPITAL IMPROVEMENT PROJECT #77
Project Description: r �� ��-� 3
The irrigation pond at the Westlake Academy is leaking on the east side
with water running onto the property east of the campus. In March of 2017 ��''k -
a clay dam was installed which has slowed the water flow. This project will •'�� �
remove the silt from the pond and install a clay liner. °
-�—_��--. - _ -
� .
�a �.�: -
.sl�%� '� .. - • . .
..� . ----------------
410-74400-17-000-000077 Actuals Thru Estimated 2019 ' •�� -� - Projection----------------- Project
EXPENDITURE TYPE FY 17/18 FY 18/19 Actuals ' � FY 20/21 FY 21/22 FY 22/23 FY 23/24 Total
Engineering - - - - - - -
Construction - 82,000 - - - - - - 82,000
Design - - - - - - - -
FF&E - - - - - - - -
Contingency - - - - - - - -
EXPENDITURES TOTAL - 82,000 - - - - - 82,000
• � ��
410-33700-17-000-000077 Actuals Thru Estimated 2019 ' ��� -� -----------------Projection----------------- Project
FUNDING TYPE FY 17/18 FY 18/19 Actuals � FY 20/21 FY 21/22 FY 22/23 FY 23/24 Total
Cash(Fund Balance) - 82,000 - - - - - - 82,000
Transfer in from General Fund - - - - - - - - -
Transfer in from Utility Fund - - - - - - - - -
Bonds 2019/20 CO Bonds - - - - - - - - -
FUNDING TOTAL - 82,000 - - - - - - 82,000
� -
ActualsThru Estimated 2019 ' ��� -� -----------------Projection-----------------
OPERATING IMPACT FY 17/18 FY 18/19 Actuals � FY 20/21 FY 21/22 FY 22/23 FY 23/24
Services - - - - - - - - -
Insurance - - - - - - - - -
Repair&Maintenance - - - - 2,060 2,122 2,185 2,251 -
Rent&Utilities - - - - - - - - -
Debt Service - - - - - - - - -
Other - - - - - - - - -
OPERATING IMPACT - - - - 2,060 2,122 2,185 2,251 -
128
FUNDED CAPITAL IMPROVEMENT PROJECT #42
Project Description: � :� � . �--
This project will extend the existing 8 ft.concrete trail an 3„ ,
lyti. � ',
estimated 1,000 feet from the west side of Hwy 114 to the - `� �i ' ,� � � ':`�_��
�F. �.s.......:4
east si de o f Hwy 1 1 4.T his project wi l l start at t he same ' ; �a � , ,�; ';•' '
time the si nal ro'ect for the intersection of Solana Blvd �' `; • ' �_` � �;
9 p 1 � .�'�� � �;.:,.t it� �`•
and Hwy 114 begins. � `• • 0. �' r,� N�w +�3����,'
� • "� ,�.. . . � + '1r.
�' �r'd�^:; �� . ��'��'`�� -
��y �G ac"' 9. . , , rf���
.t E `��' Ye ;�. �.r,C. , .i I.•y;i,+;•
� ��. .. ' . �. t�S .:�;:.
�+ ' '�, y�
�f•�e �. . .. .:� �;�,�'��i
,��rt{' r•,
�,�.T'�ra .f �`'. `�Y '" � � !'�
��� � ` �y�. � ��
..� . ----------------
410-74400-19-000-000042 Actuals Thru Estimated 2019 ' •�� -� - Projection----------------- Project
EXPENDITURE TYPE FY 17/18 FY 18/19 Actuals ' � FY 20/21 FY 21/22 FY 22/23 FY 23/24 Total
Engineering - - - - - - - - -
Construction - - - 193,860 - - - - 193,860
Design - - - -
Contingency - - - -
OtherAdmin cost - - - -
EXPENDITURES TOTAL - - - 193,860 - - - - 193,860
• �
410-33501-19-000-000042 Actuals Thru Estimated 2019 ' ��� -� -----------------Projection----------------- Project
FUNDING TYPE FY 17/18 FY 18/19 Actuals ' � FY 20/21 FY 21/22 FY 22/23 FY 23/24 Total
Cash(Fund Balance) - - - 193,860 - - - - 193,860
Bonds FY 18/19 CO - - - - - - - - -
Transfer in from Utility Fund - - - - - - - - -
Unfunded - - - - - - - - -
Other - - - - - - - - -
FUNDING TOTAL - - - 193,860 - - - - 193,860
i•
ActualsThru Estimated 2019 ' ��� -� -----------------Projection-----------------
IMPACT TYPE FY 17/18 FY 18/19 Actuals � FY 20/21 FY 21/22 FY 22/23 FY 23/24
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair&Maintenance - - - - - - - -
Utilities - - - - - - - -
Debt Service - - - - 2,100 2,100 2,100 2,100
OPERATING IMPACT - - - - 2,100 2,100 2,100 2,100
129
FUNDED CAPITAL IMPROVEMENT PROJECT #67
Project Description:
The"Wayfinding"Sign Project will showcase the town's major venues,direct visitors
through major corridors that lead to various Town destinations and trails.The project �
would include the locations,design and cost estimate to create and install the r
wayfinding signage. ,�
The package would include but not limited to the following, �
•Development of a Master Plan to provide staff a guideline and template for wayfinding
•Implementation. ,
•Recognizable wayfinding system that is easily adaptable for future development , ..� �
•Create a signage system that blends into Westlake I � �
•Material selections �
•Define trail access points � _
a c� e e
..� . ----------------
410-74400-19-000-000067 Actuals Thru Estimated 2019 ' •�� -� - Projection----------------- Project
EXPENDITURE TYPE FY 17/18 FY 18/19 Actuals ' � FY 20/21 FY 21/22 FY 22/23 FY 23/24 Total
Engineering - - - - - - - - -
Construction - - - 300,000 290,000 - - - 590,000
Design - - - - - - - - -
Contingency - - - - - - - - -
Other - - - - - - - - -
EXPENDITURES TOTAL - - - 300,000 290,000 - - - 590,000
• �
410-33501-19-000-000067 Actuals Thru Estimated 2019 ' ��� -� -----------------Projection----------------- Project
FUNDING TYPE FY 17/18 FY 18/19 Actuals ' � FY 20/21 FY 21/22 FY 22/23 FY 23/24 Total
Cash/Transfers - - - 300,000 - - - - "
Contributions/Grants - - - - - - - - -
Bonds FY 20/21 CO - - - - 290,000 - - - 290,000
UnFunded - - - - - - - - -
Other - - - - - - - - -
FUNDING TOTAL - - 300,000 290,000 - - - 290,000
�
ActualsThru Estimated 2019 ' ��� -� -----------------Projection-----------------
IMPACT TYPE FY 17/18 FY 18/19 Actuals � FY 20/21 FY 21/22 FY 22/23 FY 23/24
Supplies - - - - - - - - -
Services - - - - - - - - -
Insurance - - - - - - - - -
Repair&Maintenance - - - - - - - - -
Rent&Utilities - - - - - - - - -
Debt Service - - - - 8,514 8,514 8,514 8,514 -
OPERATING IMPACT - - - - 8,514 8,514 8,514 8,514 -
130
FUNDED CAPITAL IMPROVEMENT PROJECT #76
Project Description:
This project would include a new water well,storage � �'"�`�, .
tanks, irrigation system,fence on the southeast corner � ;; �
and underground power for the water well. _
�_ _ , :_ ,..._ , � `' '�� _ : �
_ _ �� i_--. _� __ N,
,--• - - _�_,�-� ;
... ----------------
410-73000-19-000-000076 Actuals Thru Estimated 2019 ' •�� -� - Projection----------------- Project
EXPENDITURE TYPE FY 17/18 FY 18/19 Actuals ' � FY 20/21 FY 21/22 FY 22/23 FY 23/24 Total
Engineering - - - - - - - -
Construction 93,082 56,918 - - - - - - 150,000
Design - - - - - - - -
Contingency - - - - - - - -
OtherAdmin cost - - - - - - - -
EXPENDITURES TOTAL 93,082 56,918 - - - - - 150,000
• � ��
410-33700-19-000-000076 Actuals Thru Estimated 2019 ' ��� -� -----------------Projection----------------- Project
FUNDING TYPE FY 17/18 FY 18/19 Actuals � FY 20/21 FY 21/22 FY 22/23 FY 23/24 Total
Cash/Transfers - - - - - - - - -
Contributions 150,000 - - - - - - - 150,000
Bonds FY 18/19 CO - - - - - - - - -
UnFunded - - - - - - - - -
Other - - - - - - - - -
FUNDING TOTAL 150,000 - - - - - - - 150,000
ActualsThru Estimated 2019 ' ��� -� -----------------Projection-----------------
IMPACT TYPE FY 17/18 FY 18/19 Actuals � FY 20/21 FY 21/22 FY 22/23 FY 23/24
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair&Maintenance - - - - 2,000 2,060 2,122 2,185
Utilities - - - - - - - -
Debt Service - - - - - - - -
OPERATING IMPACT - - - - 2,000 2,060 2,122 2,185
131
FUNDED CAPITAL IMPROVEMENT PROJECT #52/58
J • ' • . • ' - • • I • :
• • - � .•-
Project Description: .. �..-..�,�����. - ��_
This project will provide stabilization of road subgrade and 7"asphalt to �� � Project 52 Trail 5 si9,006
approximately 4,000 LF of Ottinger Road(from Westlake Academy to SH 170) � . Prolect 58 R&D S 1,063 800
and replace/improve culverts and ditches,consistent with 2011 Graham �y
Pavement Evaluation Study. Anticipate crack sealing during the 2nd year after ' : ' ? • �
r.�- ! �. ., �, � ,. ,
completion. In conjunction with this project,the existing Ottinger Road bridge will a ��� •� •� '.
be replaced with new box culvert, much like the Dove Road improvements. Staff �~ `���..,Srt� � �,f.
will determine through engineering design analysis the final design criteria ;o� � • � - �;
including horizontal and vertical alignment. A trail will provide East to West '��� � —• �;r ;�y
interconnectivity within the Westlake trail system. Includes a primitive trail head i"� r �� �+ :{!(,�;����
on the Southeast corner of the cemetery property(primitive parking, restrooms 1� ��• � •�'��i., '''•'.'+' • .•
�;: • : .r .
and water fountain). ,;�� � y�,y �����•�_,� ,
... ----------------
410-74400-19-000-000052 Actuals Thru Estimated 2019 ' •�� -� - Projection----------------- Project
410-73000-16-000-000058 FY 17/18 FY 18/19 Actuals ' � FY 20/21 FY 21/22 FY 22/23 FY 23/24 Total
Trail-Engineering/Design - - - - - - - -
Trail-Construction - - - - 319,006 - - - 319,006
Trail-Design - - - - - - - -
Road/Bridge-Engineering - - - - - - - -
Road/Bridge-Construction - - - - 1,063,800 - - - 1,063,800
EXPENDITURES TOTAL - - - - 1,382,806 - - - 1,382,806
• � ��
410-33501-19-000-000052 Actuals Thru Estimated 2019 ' ��� -� -----------------Projection----------------- Project
410-33501-16-000-000058 FY 17/18 FY 18/19 Actuals ' � FY 20/21 FY 21/22 FY 22/23 FY 23/24 Total
Cash(Fund Balance) - - - - - - - - -
Bonds FY 20/21 CO - - - - 319,006 - - - 319,006
Bonds FY 20/21 CO - - - - 1,063,800 - - - 1,063,800
Unfunded - - - - - - - - -
Other - - - - - - - - -
FUNDING TOTAL - - - - 1,382,806 - - - 1,382,806
� �
ActualsThru Estimated 2019 ' ��� -� -----------------Projection-----------------
IMPACT TYPE FY 17/18 FY 18/19 Actuals � FY 20/21 FY 21/22 FY 22/23 FY 23/24
Supplies - - - - - - - -
Trail-Services - - - - - - - -
Insurance - - - - - - - -
Trail-Repair&Maintenance - - - - - - - -
Trail-Rent&Utilities - - - - - - - -
Debt Service - - - - 89,943 89,943 89,943 -
OPERATING IMPACT - - - 89,943 89,943 89,943 89,943 -
132
FUNDED CAPITAL IMPROVEMENT PROJECT #53/60
' • ' • • : � . . • - : .
� • � � • . • � ' . • � • . • � � � .
Project Description: .
:-
This project will provide trail connectivity from Aspen Lane north to Dove Road -- - •� "' ' �,
along the east side of Pearson Road. This will include crosswalk devices at the ���- '"��,�, �� '�`�"*k�� y '��
- �,.� .�r �.
corner of Dove and Pearson. In addition the pro ject will provide stabilization of .. � '' •' �• ��.
road subgrade and 5"of asphalt to approximately 1,300 LF of Pearson Lane and ! .: • • �''"�
L ~ { ...,'• - ,.. � j'a
replace/improve culverts and ditches, consistent with 2011 Graham Pavement
Evaluation Study. Anticipate crack sealing during the 2nd year after completion. � �� '' �
� � �
.y
Project 53 Trail $313,217 ' � I�"�'� ���
Prolect 60 R&D $290,016 '
Grand7otal $625,538 I� �'
. �� ,�s. . !r.
�Y•.+ .' �
..� • """"""""
410-74400-19-000-000053 Actuals Thru Estimated 2019 ' •�� -� - Projection----------------- Project
410-73000-16-000-000060 FY 17/18 FY 18/19 Actuals ' � FY 20/21 FY 21/22 FY 22/23 FY 23/24 Total
Trail-Engineering - - - - - - - - -
Trail-Construction - - - 313,217 - - - - 313,217
Trail-Contingency - - - - - - - - -
Road-Engineering - - - - - - - - -
Road-Construction - 22,305 22,300 290,016 - - - - 312,321
EXPENDITURES TOTAL - 22,305 22,300 603,233 - - - - 625,538
• �
410-33501-19-000-000053 Actuals Thru Estimated 2019 ' ��� -� -----------------Projection----------------- Project
410-33501-16-000-000060 FY 17/18 FY 18/19 Actuals ' � FY 20/21 FY 21/22 FY 22/23 FY 23/24 Total
Cash(Fund Balance) - - - - - - - - -
Bonds FY 19/20 CO - - - 313,217 - - - - 313,217
Bonds FY 19/20 CO - - - 290,016 - - - - 290,016
Unfunded - - - - - - - - -
Other - - - - - - - - -
FUNDING TOTAL - - - 603,233 - - - - 603,233
i
ActualsThru Estimated 2019 ' ��� -� -----------------Projection-----------------
IMPACT TYPE FY 17/18 FY 18/19 Actuals � FY 20/21 FY 21/22 FY 22/23 FY 23/24
Supplies - - - - - - - - -
Trail-Services - - - - - - - - -
Insurance - - - - - - - - -
Trail-Repair&Maint - - - - - - - - -
Trail-Rent&Utilities - - - - - - - - -
Debt Service - - - - - 48,591 48,591 48,591 -
OPERATING IMPACT - - - - - 48,591 48,591 48,591 -
133
FUNDED CAPITAL IMPROVEMENT PROJECT #81
• • • � • • • . � •
Project Description:
Improve Technology, Facilities and Equipment: Reduce critical infrastructure downtime-With the addition of
the EOC at the new Fire/EMS station and a complete fiber duct between all of our locations,we have the
opportunity to install our own fiber between all of the locations to provide faster connectivity than we can „�T.j��
afford through vendors. With this rollout we would start with 10Gbps connectivity between all of our '° .t'�'
�
locations(approximately 100X faster than our current connections),with the ability to increase to 40Gbps _,� �
and 100Gbps in the future. Using our own fiber will allow us flexibility in internet connectivity-options to �'�" ''� �
:�:' .
combine the internet connection at each location into a single faster connection, or reduce or remove _ `'
internet connectivity costs at one or more locations and route all internet traffic through a single location. �
Since we have moved to a virtual server architecture, having our own fast fiber connectivity between �
locations will allow us to move virtual servers to any location when necessary(disaster recovery, scheduled �
hardware down time for updates, upgrades, repairs, etc.)We will be able to have our data available at any
of the locations without any reduction in speed or productivity. �
410-74400-20-000-000081 Totals Thru Estimated 2019 ' •�� -� -----------------Projection----------------- Project
EXPENDITURE TYPE FY 77/18 FY 18/19 Actuals • � FY 20/21 FY 21/22 FY 22/23 FY 23/24 Total
Engineering - - - - - - - -
Construction - - - - - - - -
Design - - - - - - - -
Contingency - - - - - - - -
Other Cost - 25,000 9,000 275,000 - - - - 300,000
EXPENDITURES TOTAL - 25,000 9,000 275,000 - - - - 300,000
..�
410-10110-20-000-000081 Totals Thru Estimated 2019 ' •�• -� -----------------Projection----------------- Project
FUNDING TYPE FY 77/78 FY 18/19 Actuals • � FY 20/21 FY 21/22 FY 22/23 FY 23/24 Total
Cash(Fund Balance) - 25,000 9,000 275,000 - - - - 300,000
Bonds FY 18/19 CO - - - - - - - - -
Transfer in from Utility Fund - - - - - - - - -
Unfunded - - - - - - - - -
Other - - - - - - - - -
FUNDING TOTAL - 25,000 9,000 275,000 - - - - 300,000
TotalsThru Estimated 2019 ' •�• -� -----------------Projection-----------------
IMPACT TYPE FY 77/78 FY 18/19 Actuals • � FY 20/21 FY 21/22 FY 22/23 FY 23/24
Supplies - - - - - - - - -
Services - - - - - - - - -
Insurance - - - - - - - - -
Repair&Maintenance - - - - - - - - -
Utilities - - - - - - - - -
Debt Service - - - - - - - - -
OPERATING IMPACT - - - - - - - - -
134
CAPITAL IMPROVEMENT PROJECTS FORECAST
Unfunded / Under Discussion
Totals FY 18119 � � I FY 20121 FY 21/22 FY 22123 FY 23124 PROJECT
Dept Project Description Thru Estimated - Projected Projected Projected Projected GRAND
No. FY 17I18 Budget Budget Budget Budget Budget TOTAL
16 SH114 and Schwab Way Traffic Signal Upgrade $ - $ - $ - $ 257,500 $ - $ - $ - $ 257,500
16 Hwy 170 and 377 Traffic Signal Upgrade - - - 265,000 - - - 265,000
16 Dove Road&Randol Mill Traffic Circle - - - - 674,238 892,427 - 1,566,665
16 Hwy 170 and Roanoke Traffic Signal Upgrade - - - 15,000 257,500 - - 272,500
16 Glenwyck Farms Telecommunications Ductbank - - - 806,400 - - - 806,400
16 SH 114/170 Enhancements 239,433 - - - - - 830,592 1,070,025
Sub-Total-Road/Street Improvements 239,433 - - 1,343,900 931,738 892,427 830,592 4,238,090
19 Hwy 377 Landscape Improvements(Phase I and II) - - - 411,100 436,000 - - 847,100
19 Trail-Fidelity Campus to WL Parkway at Hwy 114 - - - 330,338 - - - 330,338
19 Westlake Academy Pedestrian Underpass - - - - - 741,600 - 741,600
19 Cemetery Improvements - - - - 73,609 77,904 - 151,513
19 15-30 Acre Community Park - - - - 8,623,423 183,706 - 8,807,129
Sub-Total-Trail/ParklCemetery Improvements - - - 741,438 9,133,032 1,003,210 - 10,877,680
TOTAL UNFUNDED(UNDER DISCUSSION) $ 239,433 $ - � L$ 2,085,338 $ 10,064,770 $ 1,895,637 $ 830,592 $ 15,115,770
I �i �
I PROJECTS FOR FUTURE YEARS(TBD) � � �
Municipal Town Hall - - - - - - - -
WA Land Expansion - - - - - - - -
WA Labs - - - - - - - -
WA Phase II Construction - - - - - - - -
WA Phase III Construction - - - - - - - -
TOTAL TO BE DECIDED � � I ' I ' I ` I ` I �
135
UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT
� � . • • • • . • -
Project Description: "=:��.'.'.�' � , � �
� r �_ A
This project will upgrade the current signal poles at the SH 170/Roanoke Road � L ��'`aT' ;� .�f� -
intersection with poles and internally illuminated street name signs consistent with the '�� ��"'�r ., }�-�.. Y+
�• • � ,�': -
enhanced signals on FM 1938. The current configuration of Roanoke Road will change � � �~ '�'�:�,�_� ;� ,��� '� 'ti-
} �{once the main lanes of SH 170 are constructed, resulting in the reduction of the traffic ���-�^ .� ���' {'"�. '���• 4
signalization for northbound and southbound traffic �_�T�'1�'�, '� �►
��.. �p.��_ ��': �-_ .�'' �?' ,'-
_`� � ���7
,�--��— {��.
� - . �� •��•� �L� {..
. "��'_�'T.��+Y�Je
_'�.. " � � - 'L� ;
� a�= � '•�.+ .� � '�-
_ � ,�r �'•
_ - '� . . � � •� :�+"�
ActualsThru Estimated ••• •� ------------------Projection------------------ Project
EXPENDITURE TYPE FY 17/18 FY 18/19 • � FY 20/21 FY 21/22 FY 22/23 FY 23/24 Total
Engineering - - - 15,000 - - - 15,000
Construction - - 242,500 - - - 242,500
Design - - - - - - - -
Painting - - - - - - - -
Other - - - - - - - -
EXPENDITURES TOTAL - - - 257,500 - - - 257,500
• - • .
ActualsThru Estimated • •�• -� ------------------Projection------------------ Project
FUNDING TYPE FY 17/18 FY 18/19 • � FY 20/21 FY 21/22 FY 22/23 FY 23/24 Total
Cash(Fund Balance) - - - - - - - -
Contributions/Grants - - - - - - - -
Bonds - - - - - - - -
Unfunded - - - 257,500 - - - 257,500
Other - - - - - - - -
FUNDING TOTAL - - - 257,500 - - - 257,500
• � • - : � .
ActualsThru Estimated ' •�• •� ------------------Projection------------------ Project
IMPACT TYPE FY 17/18 FY 18/19 ' � FY 20/21 FY 21/22 FY 22/23 FY 23/24 Total
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair&Maintenance - - - - - - - -
Rent&Utilities - - - 200 206 212 219 -
Debt Service - - - - - - - -
OPERATING IMPACT - - - 200 206 212 219 -
136
UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT
� . . . . . . . -
Project Description: a � t;y��; -�-�
This project will upgrade the current signalization of the SH 170 and US -�`� ;,,� � �
��• r.
377 intersection with poles and internally illuminated street name signs �` �f,�� '
consistent with the enhanced signals on FM 1938. j � •:� , �'Z�.. L
,j,'�.�� :� - _' `�• c
���,,�� ,' - = 1J���
�,� , . _'' _�:. _� ;��� ...
- — .__���� :� � , :
.�,� ..F� , � •.
�' ���~ f _ , � • i
x� r�l�
r �' . , �_ , � �
��� .� .
� �` ���'c
ActualsThru Estimated ••• •� ------------------Projection------------------ Project
EXPENDITURE TYPE FY 17/18 FY 18/19 • � FY 20/21 FY 21/22 FY 22/23 FY 23/24 Total
Engineering - - - 15,000 - - - 15,000
Construction - - 250,000 - - 250,000
Design - - - - - - - -
Painting - - - - - - - -
Other - - - - - - - -
EXPENDITURES TOTAL - - - 265,000 - - - 265,000
• - • .
ActualsThru Estimated • •�• -� ------------------Projection------------------ Project
FUNDING TYPE FY 17/18 FY 18/19 • � FY 20/21 FY 21/22 FY 22/23 FY 23/24 Total
Cash(Fund Balance) - - - - - - - -
Contributions/Grants - - - - - - - -
Bonds - - - - - - - -
Unfunded - - - 265,000 - - 265,000
Other - - - - - - - -
FUNDING TOTAL - - - 265,000 - - - 265,000
• � • - - .
ActualsThru Estimated ' •�• •� ------------------Projection------------------ Project
IMPACT TYPE FY 17/18 FY 18/19 ' � FY 20/21 FY 21/22 FY 22/23 FY 23/24 Total
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair&Maintenance - - - - - - - -
Rent&Utilities - - - - 200 206 212 -
Debt Service - - - - - 16,200 16,200 -
OPERATING IMPACT - - - - 200 16,406 16,412 -
137
UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT
Project Description: � -� •
.
Reconstruction and reconfiguration of Dove Road and � �,f � �
Randol Mill from a 3-way stop intersection to a traffic cirde � _-_ �-� �' �
to improve traffic safety. Pavement construction will be � ~ ., -
consistent with 2011 Graham Pavement Evaluation Study. . —�'�:' ���
-. � '�.,
�
�:,. � r-�
�f ' " -
�� �
I .� t �
ActualsThru Estimated ••• •� ------------------Projection------------------ Project
EXPENDITURE TYPE FY 17/18 FY 18/19 • � FY 20/21 FY 21/22 FY 22/23 FY 23/24 Total
Engineering - - - - - 106,090 106,090
Construction - - - - - 786,337 786,337
Design - - - - 36,050 - 36,050
Contingency - - - - - - - -
Other - - - - 638,188 - 638,188
EXPENDITURES TOTAL - - - - 674,238 892,427 - 1,566,665
. . �
ActualsThru Estimated ' •�• •� ------------------Projection------------------ Project
FUNDING TYPE FY 17/18 FY 18/19 • � FY 20/21 FY 21/22 FY 22/23 FY 23/24 Total
Cash(Fund Balance) - - - - - - - -
Contributions/Grants - - - - - - - -
Bonds - - - - - - - -
Unfunded - - - - 674,238 892,427 - 1,566,665
Other - - - - - - - -
FUNDING TOTAL - - - - 674,238 892,427 1,566,665
� � � • -�. � : 1 �
ActualsThru Estimated • •�• -� ------------------Projection------------------ Project
IMPACT TYPE FY 17/18 FY 18/19 ' � FY 20/21 FY 21/22 FY 22/23 FY 23/24 Total
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair&Maintenance - - - - - 2,971 3,060 -
Rent&Utilities - - - - - 5,941 6,119 -
Debt Service - - - - - - 94,200 -
OPERATING IMPACT - - - - - 8,912 103,379 -
138
UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT
I . • ' • . • ' • . • • • • . • -
Project Description: , � . +,�. x�.- . �.,
� � ��-� :�. �-'� .�
This project will upgrade the current signalization of the SH 170/Roanoke 3� �. ,.'�,
t•„:e;
Road intersection with poles and internally illuminated street name signs •--��-- �. :��'�. �: r
consistent with the enhanced signals on FM 1938. The current �� � ;.���
configuration of Roanoke Road will change once the main lanes of SH 170 '� �� -:� �.*, t
are constructed, resulting in the reduction of the traffic signalization for �;�f � r: . .. ���' �-�
northbound and southbound traffic. f• �. ,.. w.. ' ' �� ti, r
�aF:-j�_� .._.- ��_ �,r`��-. �. , �►i
� ��.��_; -�� �. ..... .
���~-- a� :
•�y _ _ ` • r;i�
I� - ' '
,�.►• '• ,I � �
� !rC:•.�! - ..
ActualsThru Estimated ••• •� ------------------Projection------------------ Project
EXPENDITURE TYPE FY 17/18 FY 18/19 • � FY 20/21 FY 21/22 FY 22/23 FY 23/24 Total
Engineering - - - 15,000 - - - 15,000
Construction - - - 257,500 - - 257,500
Design - - - - - - - -
Painting - - - - - - - -
Other - - - - - - - -
EXPENDITURES TOTAL - - - 15,000 257,500 - - 272,500
- • � .
ActualsThru Estimated • •�• -� ------------------Projection------------------ Project
FUNDING TYPE FY 17/18 FY 18/19 • � FY 20/21 FY 21/22 FY 22/23 FY 23/24 Total
Cash(Fund Balance) - - - - - - - -
Contributions/Grants - - - - - - - -
Bonds - - - - - - - -
Unfunded - - - 257,500 - - - 257,500
Other - - - - - - - -
FUNDING TOTAL - - - 257,500 - - - 257,500
• � • - : � .
ActualsThru Estimated ' •�• •� ------------------Projection------------------ Project
IMPACT TYPE FY 17/18 FY 18/19 ' � FY 20/21 FY 21/22 FY 22/23 FY 23/24 Total
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair&Maintenance - - - - - - - -
Rent&Utilities - - - - 200 206 212 -
Debt Service - - - - - - 16,350 -
OPERATING IMPACT - - - - 200 206 16,562 -
139
UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT
. . � . .
Project Description: '~F� +� • �'
, � � '1/.F��f'-" -f:�: r !
This project will provide for the construction of approximately 11,000 LF of „ �^�'�•� ., :, -�
� �'�� �� "�'t���`'. ,.a�. •
telecommunication ductbank within the Glenwyck subdivision to �sr ••��r=' ��,F., r
accomodate the installation of improved telecommunication lines. � �w�� ��`'�'- •.
i ..-�,� `-.4' 'x'".`.-�. 't��-
r;�.. ��::j,.�� ttt��� �;
Additionally,this will provide a connection of the ductbank from Granda to �^: g:: �:,N . . ,��}: � .
Terra Bella. '_�''���""� w��-- .�"'
E_ , � .�. . �
__, '��.s- ���. ::� �p
�► i;. �� �H��� [�r •F •v�_ _ '�.
��� F � '�F_r.�.�'�M�T4. .+lr
'��' � Sv+.��:.'l� ' . z�
y_ .��,�L:��iE�.�i:�d .
� � '��. t .�t.�Y�'S' r. _.
� '�C . . ..��e�r��:_����'i+.
ActualsThru Estimated ••• •� ------------------Projection------------------ Project
EXPENDITURE TYPE FY 17/18 FY 18/19 • � FY 20/21 FY 21/22 FY 22/23 FY 23/24 Total
Engineering - - - 806,400 - - 806,400
Construction - - - - - - - -
Design - - - - - - - -
Contingency - - - - - - - -
Other - - - - - - - -
EXPENDITURES TOTAL - - - 806,400 - - - 806,400
• - • .
ActualsThru Estimated • •�• -� ------------------Projection------------------ Project
FUNDING TYPE FY 17/18 FY 18/19 • � FY 20/21 FY 21/22 FY 22/23 FY 23/24 Total
Cash(Fund Balance) - - - - - - - -
Contributions/Grants - - - - - - - -
Bonds - - - - - - - -
Unfunded - - - 806,400 - - - 806,400
Other - - - - - - - -
FUNDING TOTAL - - - 806,400 - - - 806,400
• � • - .
ActualsThru Estimated ' •�• •� ------------------Projection------------------ Project
IMPACT TYPE FY 17/18 FY 18/19 ' � FY 20/21 FY 21/22 FY 22/23 FY 23/24 Total
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair&Maintenance - - - - - - - -
Rent&Utilities - - - - - - - -
Debt Service - - - - - - - -
OPERATING IMPACT - - - - - - - -
140
UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT
, �
Project Description: �:� � y--��'►�:._ _ �"�
This project was anticipated to be a cooperative effort between Westlake,Trophy Club, _ ��a--- _ � —�' �_� �
and Roanoke consisting of the design and construction of landscape and hardscape � v-,�.;
improvements to the SH 170&Hwy 114 interchange to include plantings, painting, and __: �"9=---; �f
- i"._r �,5, �
entry monuments. Maintenance is for irrigation only. To-date the Town has paid � �
� ��- $ �"
$239,433 for engineering and paintintg in FY 13/14. Project costs are estimated to be � � _� -
�
$3,000,000 for construction. Funding participation is anticipated to be 1/3 from each � + �-_- `—� ',
� �.m _
party. This project will be submitted for a TxDot grant(Green Ribbon). The Town �- t ��_, = y�
anticipates getting$160,000 reimbursement of engineering costs in FY 15/16 from Trophy �' �� ���� x _�-� ` _�
Club and Roanoke and will use those funds towards the final construction. If project does - �.�. �
not move forward,the funds will go to the Capital Projects fund balance. � �� s _
Y-
. �"� �� � •r �,�"
"�-���� :g- -
ActualsThru Estimated ••• •� ------------------Projection------------------ Project
EXPENDITURE TYPE FY 17/18 FY 18/19 • � FY 20/21 FY 21/22 FY 22/23 FY 23/24 Total
Engineering - - - - - - - -
Construction - _ _ _ _ 830,592 g30,592
Design - - - - - - - -
Painting 239,433 - - - - - - 239,433
Other - - - - - - - -
EXPENDITURES TOTAL 239,433 - - - - - 830,592 1,070,025
- • � . �
ActualsThru Estimated • •�• -� ------------------Projection------------------ Project
FUNDING TYPE FY 17/18 FY 18/19 • � FY 20/21 FY 21/22 FY 22/23 FY 23/24 Total
Cash(Fund Balance) - - - - - - - -
Contributions/Grants 149,622 - - - - - 149,622
Bonds 2011 CO$2.095M 89,811 - - - - - - 89,811
Bonds - - - - - - - -
Unfunded - - - - - - 830,592 830,592
FUNDING TOTAL 239,433 - - - - - 830,592 1,070,025
• � • - : � .
ActualsThru Estimated ' •�• •� ------------------Projection------------------ Project
IMPACT TYPE FY 17/18 FY 18/19 ' � FY 20/21 FY 21/22 FY 22/23 FY 23/24 Total
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair&Maintenance - - - - - - - -
Rent&Utilities - - - - - - - -
Debt Service - - - - - - - -
OPERATING IMPACT - - - - - - - -
141
UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT
. . - . .
Project Description: �, ��
The project will include streetscape enhancements(hardscape, —------��—����!�——--—--—— _
landscape)along US Hwy 377 starting at Westport Parkway stretching �COQG06CrJOGOOG7rJC�C� -
`lti G C4..
north for 3/4 mile.The enhancements will only be located in the median �`-�� �`
and consist of native and naturalized plantings,trees, plant bed I�iti�".�-��1° n. P � ..
preparations,drip irrigation,and concrete edging/mowstrip.Since the �p -.
project will be within state ROW,the Town will submit this project to �' a� `�� r'��'�' : �
.�.-,:. tiooa. novo'�v
TxDOT for potential grant funding opportunities similar to the FM 1938 � r � a .��` o
G � � ❑
median landscape project. :�� �' ° ' `" �
a �" ° � ��
�',7 _" De.co'��a� o. r ^ iqnop`..
�,° o g;: � ;'a " ,'i 2:c� . '
�CfLY��C]L»-L]�-CJ=Li��L �Y ..� � �'•�����;5�f�� •
�
ActualsThru Estimated ••• •� ------------------Projection------------------ Project
EXPENDITURE TYPE FY 17/18 FY 18/19 • � FY 20/21 FY 21/22 FY 22/23 FY 23/24 Total
Engineering - - - 30,000 - - - 30,000
Construction Phase II - - - 381,100 - - - 381,100
Construction Phase II - - - - 436,000 - - 436,000
Contingency - - - - - - - -
Other - - - - - - - -
EXPENDITURES TOTAL - - - 411,100 436,000 - - 847,100
• - • .
ActualsThru Estimated • •�• -� ------------------Projection------------------ Project
FUNDING TYPE FY 17/18 FY 18/19 • � FY 20/21 FY 21/22 FY 22/23 FY 23/24 Total
Cash(Fund Balance) - - - - - - - -
Contributions/Grants - - - - - - - -
Bonds - - - - - - - -
Unfunded - - - 411,100 436,000 - - 847,100
Other - - - - - - - -
FUNDING TOTAL - - - 411,100 436,000 - - 847,100
• � • - : � .
ActualsThru Estimated ' •�• •� ------------------Projection------------------ Project
IMPACT TYPE FY 17/18 FY 18/19 ' � FY 20/21 FY 21/22 FY 22/23 FY 23/24 Total
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair&Maintenance - - - - - 5,150 5,305 -
Rent&Utilities - - - - - 10,300 10,609 -
Debt Service - - - - - - - -
OPERATING IMPACT - - - - - 15,450 15,914 -
142
UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT
. -
Project Description: . ,�
This project will provide connectivity from Hwy 114 to . _ - �
Capital Parkway along the east side of Westlake Parkway. „ .
. �� ..
�,#�`�x s,• _�7+�. � .
� �, , .
e - . � n .�, �
� r *+ �'�,r - � �
■ '�'"' + .t ■' ..
�-
'��: .t � ��
'�R• _ -�_ -
ActualsThru Estimated ••• •� ------------------Projection------------------ Project
EXPENDITURE TYPE FY 17/18 FY 18/19 • � FY 20/21 FY 21/22 FY 22/23 FY 23/24 Total
Engineering - - 70,000 - - 70,000
Construction - - 115,000 - - 115,000
Design - - 145,338 - 145,338
Contingency - - - -
Other - - - - - - - -
EXPENDITURES TOTAL - - - 330,338 - - - 330,338
. . �
ActualsThru Estimated ' •�• •� ------------------Projection------------------ Project
FUNDING TYPE FY 17/18 FY 18/19 • � FY 20/21 FY 21/22 FY 22/23 FY 23/24 Total
Cash(Fund Balance) - - - - - - - -
Contributions/Grants - - - - - - - -
Bonds - - - 330,338 - - - 330,338
Unfunded - - - - - - - -
Other - - - - - - - -
FUNDING TOTAL - - - 330,338 - - - 330,338
� � � • -�. � �
ActualsThru Estimated • •�• -� ------------------Projection------------------ Project
IMPACT TYPE FY 17/18 FY 18/19 ' � FY 20/21 FY 21/22 FY 22/23 FY 23/24 Total
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair&Maintenance - - - - - - - -
Rent&Utilities - - - - - - - -
Debt Service - - - - - - - -
OPERATING IMPACT - - - - - - - -
143
UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT
Project Description: - - � � _ �+�• T -� ■
This project will provide for the construction of a pedestrian underpass on �� .� ��+� w �.r �_� � �y. � �
the south side of the Westlake Academy campus and connections to the R . . r.,� ..,-•,� ' .
existing trail system. This will require the reconstruction of a section of �. � ' ; i � � �
� �• ^�'1 •5�'�
Ottinger Road and the relocation of water, gas, and telecommunications. � � ,� .�, � � • �. �
� � - � .�': - ��!��� :�' .,�:r�;•'
i _��� � �� "��r��,;=;p: � �
� *� + ;#� � � �� ., '
A �
s * � 1� �,
' r ' �
� A*� • �� ������ �� ., 3��
a �. _ . . . ._
ActualsThru Estimated ••• •� ------------------Projection------------------ Project
EXPENDITURE TYPE FY 17/18 FY 18/19 • � FY 20/21 FY 21/22 FY 22/23 FY 23/24 Total
Engineering - - - - - 61,800 - 61,800
Construction - - - - - 618,000 - 618,000
Design - - - - - - - -
Contingency - - - - - 61,800 - 61,800
Other - - - - - - - -
EXPENDITURES TOTAL - - - - - 741,600 - 741,600
. . �
ActualsThru Estimated ' •�• •� ------------------Projection------------------ Project
FUNDING TYPE FY 17/18 FY 18/19 • � FY 20/21 FY 21/22 FY 22/23 FY 23/24 Total
Cash(Fund Balance) - - - - - - - -
Contributions/Grants - - - - - - - -
Bonds - - - - - - - -
Unfunded - - - - - 741,600 - 741,600
Other - - - - - - - -
FUNDING TOTAL - - - - - - 741,600
� � � • -�. � : 1 �
ActualsThru Estimated • •�• -� ------------------Projection------------------ Project
IMPACT TYPE FY 17/18 FY 18/19 ' � FY 20/21 FY 21/22 FY 22/23 FY 23/24 Total
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair&Maintenance - - - - - - - -
Rent&Utilities - - - - - - - -
Debt Service - - - - - - - -
OPERATING IMPACT - - - - - - - -
144
UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT
Project Description:
These improvements will consist of section markers, roadways and
landscaping. The project also anticipates a future trail head with rest �., .:•r.•, a_r.. - : :
� � .�i::. �• �s+M .5;�4 � ., .i:.
facilities that will accomodate the future cemetery/academy trail. Based on �:`:-�;r:_ti_:, �,�
�_.r-. - .
current funding sources,this project will be dependent upon the future sale ��r;'� � - �r-�-,d•�_�,.,_:y
of plots and would be completed in four phases. Phase I& II includes the ��'���y _ :s• `�
°{rMl�'�;._:- �
road improvements and Phase III &IV will consist of the landscaping and � - - ; � ���
trail improvements. �- ' �#� , _ � � ��
�' � ,� �� �r
� :;_�- �� !
ActualsThru Estimated ••• •� ------------------Projection------------------ Project
EXPENDITURE TYPE FY 17/18 FY 18/19 • � FY 20/21 FY 21/22 FY 22/23 FY 23/24 Total
Engineering - - - - - - - -
Construction - - - - 73,609 77,904 - 151,513
Design - - - - - - - -
Contingency - - - - - - - -
Other - - - - - - - -
EXPENDITURES TOTAL - - - - 73,609 77,904 - 151,513
. � � . �
ActualsThru Estimated ' •�• •� ------------------Projection------------------ Project
FUNDING TYPE FY 17/18 FY 18/19 • � FY 20/21 FY 21/22 FY 22/23 FY 23/24 Total
Cash(Fund Balance) - - - - - - - -
Contributions/Grants - - - - - - - -
Bond Issuance - - - - - - - -
Unfunded - - - - 73,609 77,904 - 151,513
Other - - - - - - - -
FUNDING TOTAL - - - - 73,609 77,904 - 151,513
� � � • -�. � : 1 �
ActualsThru Estimated • •�• -� ------------------Projection------------------ Project
IMPACT TYPE FY 17/18 FY 18/19 ' � FY 20/21 FY 21/22 FY 22/23 FY 23/24 Total
Supplies - - - - - - - -
Services - - - - 5,614 5,782 5,955 -
Insurance - - - - - - - -
Repair&Maintenance - - - - 16,841 17,346 17,866 -
Rent&Utilities - - - - - - - -
Debt Service - - - - - - 9,000 -
OPERATING IMPACT - - - - 22,455 23,128 32,821 -
145
UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT
�
Project Description: _ _ .r •? f.j- .__ • ��
This project would include the purchase of 15 to 30 acres of open space ; � �-_ y '�" , � -_ -
with the ability to add amenities such as small covered pavilions,trail ,` ` - - _� :_ � r ��
heads, playground stations,sports fields,general use open spaces, dog ��r- ,-�-� - --
park, restroom,football field, running track, cross country trail, outdoor `��y, ��¢ ' -
tennis and basketball courts, baseball and softball fields. The project `:`�'- � `��-��-��
would include restrooms, concession area with outdoor eating area and � - ; y, _. � �
parking. This facility would provide programs and activities to the ` �• "-��:-:. _
Westlake community and Westlake Academy. i `- - ���` � � _ - . _ `_ �-_
� �--�� -
_ ��
ActualsThru Estimated ••• •� ------------------Projection------------------ Project
EXPENDITURE TYPE FY 17/18 FY 18/19 • � FY 20/21 FY 21/22 FY 22/23 FY 23/24 Total
Engineering - - - - 655,805 67,473 - 723,278
Construction - - - - 3,476,610 - 3,476,610
Design - - - - 65,508 67,473 - 132,981
Contingency - - - - 58,300 48,760 - 107,060
�aii� rui�iiaac,a�vr�i�i iv . . . . . . .
Acres) - - - - 4,367,200 - 4,367,200
EXPENDITURES TOTAL - - - - 8,623,423 183,706 - 8,807,129
. . �
ActualsThru Estimated ' •�• •� ------------------Projection------------------ Project
FUNDING TYPE FY 17/18 FY 18/19 • � FY 20/21 FY 21/22 FY 22/23 FY 23/24 Total
Cash(Fund Balance) - - - - - - - -
Contributions/Grants - - - - - - - -
Bond Issuance - - - - - - - -
Unfunded - - - - 8,623,423 183,706 - 8,807,129
Other - - - - - - - -
FUNDING TOTAL - - - - 8,623,423 183,706 - 8,807,129
� � � • -�. � : 1 �
ActualsThru Estimated • •�• -� ------------------Projection------------------ Project
IMPACT TYPE FY 17/18 FY 18/19 ' � FY 20/21 FY 21/22 FY 22/23 FY 23/24 Total
Supplies - - - 2,975 3,065 -
Services - - - 17,851 18,387 -
Insurance - - - - - -
Repair&Maintenance - - - 2,975 3,065 -
Rent&Utilities - - - 9,521 9,807 -
Debt Service - - - - - - 528,600 -
OPERATING IMPACT - - - - - 33,323 562,923 -
146
147
h���� ����'S�„$' � ¢h� ""{}�,{'�"ifr'! . - .
^�. "fa. ��j,�w F'�` r�1,� '
Y,'r � �.+�'k
}
� t�..;' ra'^:7�t,i�o�u��,'�,� '`� w m'��i. �.7�`zr3�{�:'�;i� .g'F`��.'m,��,nx wa�'3. ��e��,.,f, v.r+� �Z �S: � ���`.�S.iZ�,�r`'���d�� � .':i�.�'�'��m���>� aw�«;� 4�. 2„,_ .�4�
�� s .h +�.4 y�,l":� F ��u,r�'r»�3��` ;,�.�,�yy�� ���. �� .E*^°,x�"'� 'ra't z4s . �p� . � .�� �a.��� .�e�, e������ ` t
-�.+k'� y`�'� ;°y� �, 6 � a �,�s^ y�- _� .§�. . $�`�`ra. ,,,,��,, ; �uM �'`�:^�. �„�..�;,�g�, ,. .��
.,l s» �` e.�- � �'r s�'a�, qk � .n+�k�a. �u �' a.fi�e��°. �� '�`�' � ::
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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.
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.
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H. Economic Development: Initiate where feasible,encourage,and participate in economic
development efforts to create job opportunities and strengthen the local tax base and economy
I. Fiscal Monitoring: Prepare and present regular reports that analyze,evaluate,and forecast the
Town's financial performance and economic condition.
J. Financial Consultants: With available resources,seek out and employ the assistance of qualified
financial advisors and consultants in the management and administration of the Town's financial
functions.
K. Accounting,Auditing,and Financial Reporting: Comply with prevailing Federal,State and local
statues and regulations. Conform to generally accepted accounting principles as promulgated by
the Government Accounting Standards Board (GASB),the American Institute of Certified Public
Accountants(AICPA),and the Government Finance Officers Association (GFOA).
L. Capital Improvement Plan/Budget and Program: Multi-year planning,forecasting, preparation,
and control of the Town's capital improvement plan/budget.
M. Capital Maintenance and Replacement: Annually review and monitor the state of the Town's
capital equipment and infrastructure,setting priorities for its replacement and renovation based on
needs,finding alternatives,and availability of resources.
N. Internal Controls:To establish and maintain an internal control structure designed to provide
reasonable assurances that the Town's assets are safeguarded and that the possibilities for material
errors in the Town's financial records are minimized.
III. OPERATING BUDGET
A. Preparation: Budgeting is an essential element of the financial planning,control and evaluation
process of municipal government. The"operating budget" is the Town's annual financial operating
plan. The budget includes all of the operating departments of the Town,the debt service fund,all
capital projects funds,and the internal service funds of the Town. The proposed budget will be
prepared with the cooperation of all Town departments and is submitted to the Town Manager
who makes any necessary changes and transmits the document to the Town Council. A budget
preparation calendar and timetable will be established and followed in accordance with State law.
B. Revenue Estimates for Budgeting: In order to maintain a stable level of services,the Town shall use
a conservative,objective, and analytical approach when preparing revenue estimates.The process
shall include analysis of probable economic changes and their impacts on revenues, historical
collection rates,and trends in revenues.This approach should reduce the likelihood of actual
revenues falling short of budget estimates during the year and should avoid mid-year service
reductions.
C. Balanced Budget: As per State Law,current operating revenues, including Property Tax Reduction
Sales Tax transfers(which can be used for operations),will be sufficient to support current
operating expenditures. Annually recurring revenue will not be less than annually recurring
operating budget expenditures(operating budget minus capital outlay). Debt or bond financing
will not be used to finance current expenditures.
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D. Proposed Budget Process:a proposed budget shall be prepared by the Town Manager with the
participation of all of the Town's department directors.
• The proposed budget shall include four basic segments for review and evaluation:(1)personnel
costs,(2)base budget for operations and maintenance costs,(3)service level adjustments for
increases of existing service levels or additional services,and(4)revenues.
• The proposed budget review process shall include Council participation in the review of each of
the four segments of the proposed budget and a public hearing to allow for citizen participation in
the budget preparation.
The proposed budget process shall allow sufficient time to provide review,as well as address
policy and fiscal issues,by the Town Council.
A copy of the proposed budget shall be filed with the Town Secretary when it is submitted to the
Town Council as well as placed on the Town's website.
E. Budget Adoption: Upon the determination and presentation of the final iteration of the proposed
budget as established by the Council,a public hearing date and time will be set and publicized. The
Council will subsequently consider a resolution which, if adopted,such budget becomes the Town's
Approved Annual Budget. The adopted budget will be effective for the fiscal year beginning
October 1. The approved budget will be placed on the Town's web site.
F. Budget Award: Each year the Council approved operating budget will be submitted annually to the
Government Finance Officers Association (GFOA)for evaluation and consideration for the Award for
Distinguished Budget Presentation.
G. Budget Amendments: Department Directors are responsible for monitoring their respective
department budgets. The Finance Department will monitor all financial operations. The budget
team will decide whether to proceed with a budget amendment and, if so,will then present the
request to the Town Council. If the Council decides a budget amendment is necessary,the
amendment is adopted in resolution format and the necessary budgetary changes are then made.
H. Central Control: Modifications within the operating categories(salaries,supplies, maintenance,
services,capital,etc.)can be made with the approval of the Town Manager. Modifications to
reserve categories and interdepartmental budget totals will be made only by Town Council consent
with formal briefing and Council action.
I. Planning:The budget process will be coordinated so as to identify major policy issues for Town
Council by integrating it into the Council's overall strategic planning process for the Town. Each
department shall have a multi-year business plan that integrates with the Town's overall strategic
plan.
J. Reporting: Monthly financial reports will be prepared by the Finance Department and distributed to
and reviewed by each Director. Information obtained from financial reports and other operating
reports is to be used by Directors to monitor and control departmental budget. Summary financial
reports will be presented to the Town Council quarterly.
K. Performance Measures&Productivity Indicators:Where appropriate, performance measures and
productivity indicators will be used as guidelines to measure efficiency,effectiveness,and outcomes
ofTown services. This information will be included in the annual budget process as needed.
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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?
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.
• 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.
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• Property Tax Revenues-The Town shall endeavor to avoid a property tax by revenue
diversification, implementation of user fees,and economic development.
C. User-Based(Demand Driven)Fees and Service Charges. For services that are demand driven and can
be associated with a user fee or charge,the direct and indirect costs of that service will be offset by a
fee where possible. The Town staff will endeavor to prepare a review of all fees and charges annually,
but not less than once every three years,in order to ensure that these fees provide for,at minimum,
full cost recovery of service.
D. Enterprise Fund Rates. Utility rates and rate structures for water and sewer services will be
constructed to target full cost of service recovery. Annually the Town will review and adopt water and
sewer utility rates and a rate structure that generates revenue sufficient to fully cover operating
expenses, meet the legal restrictions of all applicable bond covenants, provide for an adequate level of
working capital,and recover applicable general/administrative costs. The Solid Waste function will
have rates that fully recover all costs and maintain an adequate balance. The Cemetery Fund will be
structured to operate on lot sales and endowments.
• General and Administrative(G&A)Charges—Where feasible,G&A costs will be charged to all
funds for services of indirect general overhead costs,which may include general administration,
finance,customer billing,facility use, personnel,technology,engineering,legal counsel,and other
costs as deemed appropriate. These charges will be determined through an indirect cost
allocation study following accepted practices and procedures.
E. Intergovernmental Revenues. As a general rule,intergovernmental revenues(grants)will not be
utilized for on-going operating costs. Any potential grant opportunity will be examined to identify all
costs related to matching and continuation of program requirements. Staff will focus on one-time
grants to avoid long-term implications. If it is determined that accepting a grant with on-going cost
conditions is in the interests of the Town,all the operating and maintenance costs must be included in
the financial forecast and their ultimate effect on operations and revenue requirements be known.
F. Revenue Monitoring. Revenues as they are received will be regularly compared to budgeted
revenues and variances will be investigated. This process will be summarized in the appropriate
budget report.
G. Special Revenue/Educational Funds. Where feasible and practical,General and Administrative
Charges(G&A)for special revenue and educational funds of the Town of Westlake will be determined
on an annual basis and transfers will be made where sufficient revenue exists to cover the associated
expenditures.
V. EXPENDITURE CONTROL
A. Appropriations—The point of budgetary control is at the department level in the General Fund and at
the fund level in all other funds. When budget adjustments among Departments and/or funds are
necessary,they must be approved by the Town Council.
B. Current Funding Basis-The Town shall operate on a current funding basis. Expenditures shall be
budgeted and controlled so as not to exceed current revenues plus the planned use of fund balance
accumulated through prior year savings.(The use of fund balance shall be guided by the Fund
Balance/Retained Earnings Policy Statements.)
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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.
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,
N • non-recurring expenditures such as technology/FF&E(furniture,fixtures and equipment),or
major capital purchases that cannot be accommodated through current year savings.
• Should such use reduce the balance below the appropriate level set as the objective for that fund,
recommendations will be made on how to restore it.
• The Council shall approve all commitments by formal action. The action to commit funds must
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occur prior to fiscal year-end,to report such commitments in the balance sheet of the respective
period,even though the amount may be determined subsequent to fiscal year-end.
• A commitment can only be modified or removed by the same formal action.
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:
N • 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
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:
• General obligation bonds-These must be authorized by a vote of the citizens of Westlake.
• Revenue bonds-These bonds generate capital requirements necessary for continuation or
expansion of a service which produces revenue and for which the asset may reasonable be
expected to provide for a revenue stream to fund the debt service requirement.
• Certificates of obligation-These can be authorized by Council approval with debt service by either
general revenues or backed by a specific revenue stream or a combination of both.
Lease/purchase agreements-These shall only be used to purchase capital assets that cannot be
financed from either current revenues or fund balance/retained earnings and to fund
infrastructure improvements and additions.
D. Assumption of Additional Debt-The Town shall not assume more tax-supported general-purpose
debt than it retires each year without first conducting an objective analysis as to the community's
ability to assume and support additional debt service payments.
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E. AffordabilityTargets-The Town shall use an objective multi-year analytical approach to determine
whether it can afford to assume new general-purpose debt beyond what it retires each year.This
process shall compare generally accepted standards of affordability to the current values for the
Town.The process shall also examine the direct costs and benefits of the proposed expenditures.
The decision on whether or not to assume new debt shall be based on these costs and benefits and
on the Town's ability to"afford" new debt as determined by the aforementioned standards.The
Town shall strive to achieve and/or maintain these standards at a low to moderate classification.
F. Debt Structure-The Town shall structure its debt payment schedules for general purpose debt to
ensure level principal repayment schedules.The Town shall not assume any debt with"balloon'
repayment schedules which consist of low annual payments and one large payment of the balance
due at the end of the term.While balloon payment structures minimize the size of debt payments
during the period,they force a large funding requirement on the budget of the final year.Given the
uncertainties of the future,level payment schedules improve budget planning and financial
management.
G. Sale Process-The Town shall use a competitive bidding process in the sale of debt unless the nature
of the issue warrants a negotiated bid.The Town shall award bonds based on a true interest cost(TIC)
basis as long as the financial advisor agrees that the TIC basis can satisfactorily determine the lowest
and best bid.
H. Bond Rating Agencies Presentations-Full disclosure of operations and open lines of communication
shall be made to the bond rating agencies.Town staff,with assistance of financial advisors,shall
prepare the necessary materials and presentation to the bond rating agencies.
I. Continuing Disclosure-The Town is committed to continuing disclosure of financial and pertinent
credit information relevant to the Town's outstanding securities.
J. Debt Refunding-Town staff and the financial advisor shall monitor the municipal bond market for
opportunities to obtain interest savings by refunding outstanding debt.As a general rule,the present
value savings of a particular refunding should exceed 3.5%of the refunded maturities.
VIII. INTERGOVERNMENTAL RELATIONSHIPS
The Town will pursue coordinated efforts with other governmental agencies to achieve common policy
objectives,share the cost of providing government services on an equitable basis,and support favorable
legislation at the State and Federal levels.
A. Inter-local Cooperation in Delivering Services-In order to promote the effective and efficient delivery
of services,the Town shall actively seek to work with other local jurisdictions in joint purchasing
consortia,sharing facilities,sharing equitably the costs of service delivery,and developing joint
programs to improve service to its citizens.
B. Legislative Program-The Town shall cooperate with otherjurisdictions to actively oppose any State or
Federal regulation or proposal that mandates additional Town programs or services and does not
provide the funding to implement them.Conversely,as appropriate,the Town shall support legislative
initiatives that provide more funds for priority local programs.
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IX. GRANTS
A. Grant Guidelines-The Town shall apply,and facilitate the application by others,for only those grants
that are consistent with the objectives and high priority needs previously identified above in these
policies. The potential for incurring on-going costs,to include the assumption of support for grant
funded positions from local revenues,will be considered prior to applying for a grant.
B. Grant Review-All grant submittals shall be reviewed for their cash match requirements,their
potential impact on the operating budget,and the extent to which they meet the Town's policy
objectives. If there are cash match requirements,the source of funding shall be identified prior to
application. Staff will focus on one-time grants to avoid long-term implications related to additional
expenditures in future years.
C. Grant Program Termination-The Town shall terminate grant funded programs and associated
positions when grant funds are no longer available unless alternate funding is identified.
X. ECONOMIC DEVELOPMENT
A. Positive Business Environment-The Town shall endeavor,through its regulatory and administrative
functions,to provide a positive business environment in which local businesses can grow,flourish and
create jobs.The Town Council and Town staff will be sensitive to the needs,concerns and issues facing
local businesses.
6. Commitment to Business Expansion,Diversification,and Job Creation-The Town shall encourage
and participate in economic development efforts to expand Westlake's economy to increase local
employment.These efforts shall not only focus on newly developing areas but also on other
established sections of Westlake where development can generate additional jobs and other
economic benefits.
C. Coordinate Efforts with Other Jurisdictions-The Town's economic development program shall
encourage close cooperation with other local jurisdictions,chambers of commerce,and groups
Interested in promoting the economic well-being of this area.
D. Cost/Benefit of Incentives for Economic Development-The Town will use due caution in the analysis
of any tax or fee incentives that are used to encourage economic development. A cost/benefit(fiscal
impact)analysis will be performed as part of such evaluation for each prospect. Economic
development agreements will contain performance language as to the business's proposed economic
impact to Westlake in exchange for Town incentives with adequate"claw-back" provisions for the
Town.
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.
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B. Compliance with Council Policy Statements-The Fiscal and Budgetary Policies will be reviewed
annually by the Council and updated,revised or refined as deemed necessary. Policy statements
adopted by the Council are guidelines,and occasionally,exceptions may be appropriate and required.
However,exceptions to stated policies will be specifically identified,and the need for the exception
will be documented and fully explained.
XII. FINANCIAL CONSULTANTS
To employ the assistance of qualified financial advisors and consultants as needed in the management and
administration of the Town's financial functions.These areas include but are not limited to investments,
debt administration,financial accounting systems,program evaluation,and financial impact modeling.
Advisors shall be selected on a competitive basis using objective questionnaires and requests for proposals
based on the scope of the work to be performed.
XIII. ACCOUNTING,AUDITING,AND FINANCIAL REPORTING
To comply with prevailing local,state,and federal regulations relative to accounting,auditing,and financial
reporting. Accounting practices and financial reporting shall conform to generally accepted accounting
principles as promulgated by the Governmental Accounting Standards Board(GASB),the American
Institute of Certified Public Accountants,(AICPA),and the Government Finance Officers Association
(GFOA).The Board shall select an independent firm of certified public accountants to perform an annual
audit of all operations
A. Accounting—The Town is solely responsible for the recording and reporting of its financial affairs,
both internally and externally. The Town's Finance Director is responsible for establishing the
structure for the Town's chart of accounts and for assuring that procedures are in place to properly
record financial transactions and report the Town's financial position.
B. External Auditing-Town will be audited annually by outside independent accountants(auditors). The
auditors must be a CPA firm and must demonstrate significant experience in the field of local
government auditing. They must conduct the town's audit in accordance with generally accepted
auditing standards and be knowledgeable in the Government Finance Officers Association Certificate
of Achievement program. The auditors' report on Town's financial statements will be completed
within a timely period of the Town's fiscal year-end. The auditor will jointly review the management
letter with the Town Council,if necessary. In conjunction with this review,the Finance Director shall
respond in writing to the Town Council regarding the auditor's Management Letter,addressing the
issued contained therein. The Town will not require auditor rotation but will circulate request for
proposal for audit services on a periodic basis as deemed appropriate.
C. External Financial Reporting-Town will prepare and publish a comprehensive annual financial report
(CAFR). The CAFR will be prepared in accordance with generally accepted accounting principles and
will be presented annually to the Government Finance Officers Association(GFOA)for evaluation and
awarding of the Certificate of Achievement for Excellence in Financial Reporting.
D. Responsibility of Auditor to Town Council—The auditor is retained by and it accountable directly to
the Town Council and will have access to direct communication with the Town Council if the Town
Staff is unresponsive to auditor recommendations or if the auditor considers such communication
necessary to fulfill its legal and professional responsibilities.
E. Internal Financial Reporting-The Finance Department will prepare internal financial reports sufficient
for management to plan, monitor,and control Town's financial affairs.
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XIV. CAPITAL BUDGET AND PROGRAM
A. Preparation-The Town's capital budget will include all capital projects funds and all capital resources.
While the capital budget will be prepared annually on a project basis,it will be based on an on-going,
multi-year capital improvement plan(CIP)that shows all funded and unfunded projects as identified
by staff for all Town facilities and infrastructure. The multi-year CIP will be reviewed annually,updated
by staff and presented to the Council for its review and approval. The annual capital budget will be
prepared by the Finance Department with the involvement of responsible departments based on the
multi-year CIP.
B. Control-All capital project expenditures must be appropriated in the capital budget. The Finance
Director must certify the availability of resources before any capital project contract is presented to
the Town Council for approval.
C. Program Planning-The capital budget will be taken from the capital improvements project plan for
future years. The planning time frame for the capital improvements project plan should normally be
five years,with a minimum of at least three years. The replacement and maintenance for capital
items should also be projected for the next five years. Future maintenance and operational costs will
be considered so that these costs can be included as appropriate in the annual budget.
D. Financing Programs-Where applicable and with Council approval,impact fees, pro-rata charges,
assessments,or other fees should be used to fund capital projects which have a primary benefit to
specific, identifiable property owners. Recognizing that long-term debt is usually a more expensive
financing method,alternative financing sources will be explored before debt is issued. When debt is
issued,it will be used to acquire major assets with expected lives which equal or exceed the average
life of the debt issue.
E. Reporting-Periodic financial reports will be prepared to enable the department directors to manage
their capital budgets. Summary capital project status reports will be presented to the Town Council
quarterly.
XV. CAPITAL MAINTENANCE AND REPLACEMENT
The Town recognizes that deferred maintenance and not anticipating capital replacement needs increases
future capital costs. Annually,available funds will be evaluated during the budget process and a
percentage of each operating fund's budget will be recommended to the Council for transfer.
Upon approval by the Council,the recommended amount will be transferred to the appropriate funds
(General/Utility/Vehicle Maintenance Replacement Fund)for major maintenance and replacement of
street,building roof,flooring,air conditioning,equipment,etc.
XVI. INTERNAL CONTROLS
A. Written Procedures-Whenever possible,written procedures will be established and maintained by
the Finance Director for all functions involving purchasing,cash handling and/or accounting
throughout the Town. These procedures will embrace the general concepts of fiscal responsibility set
for in this policy statement.
B. Department Directors'Responsibilities-Each department director is responsible for ensuring that
good internal controls are followed throughout his/her department,that all directives or internal
controls are implemented,and that all independent auditor internal control recommendations are
addressed. Departments will develop and periodically update written internal control procedures.
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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 quarterly reports on investment activity to the Town Council.
B. Cash Management-Town's cash flow will be managed to maximize the cash available to invest. Such
cash management will entail the centralization of cash collections,where feasibility,including utility
bills,building and related permits and license,fines,fees,and other collection offices as appropriate.
Periodic review of cash flow position will be performed to determine performance of cash
management and conformance to investment policies. The underlying theme will be that idle cash
will be invested with the intent to(1)safeguard assets,(2)maintain liquidity,and (3)maximize return.
C. Fixed Assets and Inventory-Such assets will be reasonably safeguarded and properly accounted for
and prudently insured. The fixed asset inventory will be updated regularly.
D. Capitalization Criteria—For purposes of budgeting and accounting classification,the following criteria
must be capitalized:
• The asset is owned by the Town of Westlake
• The expected useful life of the asset must be longer than one year,or extend the life on an
identifiable existing asset by more than one year
• The original cost of the asset must be at least$5,000
• The asset must be tangible
• On-going repairs and general maintenance are not capitalized
• New Purchases—All costs associated with bringing the asset into working order will be capitalized
as part of the asset cost. This includes start-up costs,engineering or consultant type fees as part
of the asset cost once the decision or commitment to purchase the asset is made. The cost of
land acquired should include all related costs associated with its purchase
• Improvements and Replacement—Improvement will be capitalized when they extend the original
life of an asset or when they make the asset more valuable than it was originally. The
replacement of assets components will normally be expenses unless they are a significant nature
and meet all the capitalization criteria.
E. Computer System/Data Security—The Town shall provide security of its computer/network system
and data files through physical and logical security systems that will include, but are not limited to:
network user authentications,firewalls,content filtering,spam/virus protection,and redundant data
backup.
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I. POLICY STATEMENT
It is the policy of the Town of Westlake (the "Town")that the administration of its funds and the
investment of those funds shall be handled as its highest public trust. Investments shall be
made in a manner which will provide the maximum security of principal invested through
limitations and diversification while meeting the daily cash flow needs of the Town and
conforming to all applicable state and Town statutes governing the investment of public funds.
The receipt of a market rate of return will be secondary to the requirements for safety and
liquidity.
It is the intent of the Town to be in complete compliance with local law and the Texas Public
Funds Investment Act (the "Act",Texas Government Code 2256). The earnings from
investments will be used in a manner that best serves the public trust and interests of the Town.
II. SCOPE
This Investment Policy applies to all the financial assets and funds held of the Town.
Any new funds created by the Town will be managed under the provisions of this Policy unless
specifically exempted by the Town Council and this Policy.
III. OBJECTIVES AND STRATEGY
It is the policy of the Town that all funds shall be managed and invested with four primary
objectives, listed in order of their priority: safety, liquidity, diversification and yield. These
objectives encompass the following.
Safety of Principal -Safety of principal is the foremost objective of the Town.
Investments shall be undertaken in a manner that seeks to insure the preservation of
capital in the overall portfolio.The suitability of each investment decision will be made
on the basis of safety.
• Liquidity-The Town's investment portfolio will remain sufficiently liquid to enable it to
meet all operating requirements which might be reasonably anticipated. Investment
decisions will be based on cash flow analysis of anticipated expenditures.
• Diversification- Diversification is required in the portfolio's composition. Diversification
of the portfolio will include diversification by maturity and market sector and will
include the use of a number of broker/dealers or banks for diversification and market
coverage. Competitive bidding will be used on each sale or purchase.
- Yield -The Town's investment portfolio shall be designed with the objective of attaining
a reasonable market yield, taking into account the Town's risk constraints and cash flow
needs. A reasonable market yield for the portfolio will be defined as the six-month (180
day) U.S.Treasury Bill which compares to the portfolio's maximum weighted average
maturity of six months.
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The authorized investment purchased will be of the highest credit quality and marketability
supporting the objectives of safety and liquidity. Securities, when not matched to a specific
liability, will be short term to provide adequate liquidity. The portfolio shall be diversified to
protect against market and credit risk in any one sector.
The maximum weighted average maturity of the portfolio will be no more than 180 days and the
maximum stated maturity of any security will not exceed two years. The funds are combined for
investment purposes but the unique needs of all the funds in the portfolio are recognized and
represented.
Effective cash management is recognized as essential to good fiscal management. Cash
management is defined as the process of managing monies in order to ensure maximum cash
availability. The Town shall maintain a cash management program which includes timely
collection of accounts receivable, prudent investment, disbursement of payments within invoice
terms and the management of banking services.
IV. LEGAL LIMITATIONS, RESPONSIBILITIES AND AUTHORITY
Specific investment parameters for the investment of public funds in Texas are stipulated in the
Public Funds Investment Act, Chapter 2256,Texas Government Code, (the "Act"). The Act is
attached as Exhibit A.
The Public Funds Collateral Act, Chapter 2257,Texas Government Code, specifies collateral
requirements for all public funds deposits. The Collateral Act is attached as Exhibit B.
The Interlocal Cooperation Act, Chapter 791,Texas Government Code, authorizes local
governments in Texas to participate in a Texas investment pool established thereunder.
V. DELEGATION OF INVESTMENT AUTHORITY
The Finance Director, acting on behalf of the Council, is designated as the Investment Officer of
the Town and is responsible for all investment management decisions and activities. The
Council is responsible for considering the quality and capability of staff, investment advisors,
and consultants involved in investment management and procedures. All participants in the
investment process shall seek to act responsibly as custodians of the public trust.
The Investment Officer shall develop and maintain written administrative procedures for the
operation of the investment program which are consistent with this Investment Policy.
Procedures will include safekeeping,wire transfers, banking services contracts, and other
investment related activities.
The Investment Officer shall be responsible for all transactions undertaken and shall establish a
system of controls to regulate the activities of subordinate officials and staff.
The Investment Officer shall designate a staff person as a liaison/deputy in the event
circumstances require timely action and the Investment Officer is not available.
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No officer or designee may engage in an investment transaction except as provided under the
terms of this Policy and the procedures established by the Investment Officer and approved by
the Town Manager.
VI. PRUDENCE
The standard of prudence to be used in the investment function shall be the "prudent person"
standard and shall be applied in the context of managing the overall portfolio.
This standard states:
"Investments shall be made with judgment and care, under circumstances then
prevailing, which persons of prudence, discretion, and intelligence exercise in the
management of their own affairs, not for speculation, but for investment, considering
the probable safety of their capital as well as the expected income to be derived."
Limitation of Personal Liability-The Investment Officer and those delegated investment
authority, when acting in accordance with the written procedures and this Policy and in accord
with the Prudent Person Rule, shall be relieved of personal liability in the management of the
portfolio provided that deviations from expectations for a specific security's credit risk or market
price change are reported in a timely manner and that appropriate action is taken to control
adverse market effects.
VII. INTERNAL CONTROLS
The Investment Officer shall establish a system of written internal controls which will be
reviewed annually with the independent auditor of the Town. The controls shall be designed to
prevent loss of public funds due to fraud, employee error, and misrepresentation by third
parties, or imprudent actions by employees of the Town.
VIII. AUTHORIZED INVESTMENTS
Acceptable investments under this policy shall be limited to the instruments listed below. The
choice of high-grade government investments and high-grade, money market instruments are
designed to assure the marketability of those investments should liquidity needs arise.
• Obligations of the United States Government, its agencies and instrumentalities, not to
exceed two (2)years to stated maturity and excluding mortgage backed securities;
• Fully insured or collateralized certificates of deposit from a bank doing business in the
State of Texas and under the terms of a written depository agreement with that bank,
not to exceed one year to stated maturity;
No-load, SEC registered money market mutual funds. No more than 80%of the entity's
monthly average balance may be invested in money market funds
• Public Funds interest bearing accounts; and
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Constant dollar,AAA-rated Texas Local Government Investment Pools as defined by the
Public Funds Investment Act.
If additional types of securities are approved for investment by public funds by state statute,
they will not be eligible for investment until this Policy has been amended and the amended
version adopted by the Council.
Delivery versus Pavment-All investment security transactions shall be conducted on a delivery
versus payment (DVP) basis to assure that the Town has control of its assets and/or funds at all
times.
IX. AUTHORIZED FINANCIAL DEALERS AND INSTITUTIONS
Securities broker/dealers may be primary or regional broker/dealers and will meet other criteria
as determined by the Investment Officer including state registration and completion of a Town
Broker/Dealer questionnaire (attached as Exhibit D). The following criteria must be met by
authorized firms.
• annual provision of an audited financial statement,
� • proof of certification by the National Association of Securities Dealers (NASD)
• proof of current registration with the Texas State Securities Commission, and
completion of the Town's broker/dealer questionnaire.
Every bank and broker/dealer with whom the Town transacts business will be provided a copy
of this Investment Policy to assure that they are familiar with the goals and objectives of the
investment program. The firm will be required to return a signed copy of the Certification Form
(attached as Exhibit C) certifying that the Policy has been received and reviewed and only those
securities approved by the Policy will be sold to the Town.
X. DIVERSIFICATION AND MATURITY LIMITATIONS
It is the policy of the Town to diversify its investment portfolio. Invested funds shall be
diversified to minimize risk or loss resulting from over-concentration of assets in a specific
maturity, specific issuer, or specific class of securities. Diversification strategies shall be
established and periodically reviewed.
XI. SAFEKEEPING AND COLLATERALIZATION
The laws of the State and prudent treasury management require that all purchased securities be
bought on a delivery versus pavment (DVP) basis and be held in safekeeping by either an
approved, independent third party financial institution or the Town's designated depository.
Securities Owned bv the Town-All safekeeping arrangements shall be approved by the
Investment Officer and an agreement of the terms executed in writing.The safekeeping bank
may not be within the same holding company as the bank from which the securities are
purchased.The custodian shall be required to issue original safekeeping receipts to the Town
listing each specific security, rate, description, maturity, CUSIP number, and other pertinent
information.
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Collateral-Collateralization shall be required on all bank time and demand deposits for
principal and accrued interest amounts over the FDIC insurance coverage of$100,000 (by tax
identification number). In order to anticipate market changes and provide a level of additional
security for all funds, collateral with a market value equal to 102%of the total deposits are
required. The pledging bank will be made contractually liable for monitoring and maintaining
the collateral levels at all times. All collateral will be held by an independent third-party bank
outside the holding company of the bank, pledged to the Town.
Authorized collateral will include only:
• Obligations of the US Government, its agencies and instrumentalities to include mortgage
backed securities which pass the bank test,
�� • Municipal obligations rated at least A by two nationally recognized rating agencies.
• The custodian shall be required to provide original safekeeping receipts clearly marked
that the security is pledged to the Town.
XII. REPORTING
The Investment Officer shall submit quarterly reports to the Council containing sufficient
information to permit an informed outside reader to evaluate the performance of the
investment program and in full compliance with the Act. At a minimum the report shall contain:
• Beginning and ending market value of the portfolio by market sector and total portfolio
• Beginning and ending book value of the portfolio by market sector and total portfolio
• Change in market value during the period
• Detail on each asset(book, market, description, par ad maturity date)
• Earnings for the period
Overall weighted average maturity of the portfolio
The report will be prepared jointly by all involved in the investment activity and be signed by the
Investment Officer. It will contain all elements as required by the Act and be signed by the
Investment Officers as in compliance with the Act and this Policy. Market prices for assignment
of market values will be obtained from an independent source. The three month Treasury Bill
average yield for the reporting period will be reported as a gauge of performance and risk.
XIII. DEPOSITORIES
The Town will designate one banking institution through a competitive process as its central
banking services provider at least every five years. This institution will be used for normal
banking services including disbursements, deposits, and safekeeping of Town owned securities.
Other banking institutions from which the Town may purchase only certificates of deposit will
also be designated as a depository.
All banking arrangements will be in written form in accordance with FIRREA which requires a
resolution of approval of the agreement by the Bank Council or Bank Loan Committee.
XIV. INVESTMENT POLICY ADOPTION BY COUNCIL
The Town's Investment Policy and its incorporated strategies shall be adopted by ordinance
annually by the Council.
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I. SCOPE OF PURPOSE
The purpose of this policy is to set out the philosophy, purpose, and intent of the Town of
Westlake's pay system for municipal employees.
The Town of Westlake's mission is "to be a unique community, blending preservation of our
natural environment and viewscapes, while serving our residents and businesses with superior
municipal and academic services that are accessible, efficient, cost-effective, and transparent."
The Town of Westlake believes that market-based salary, in combination with employee
competence and their overall contribution to the Town's success, should largely determine their
compensation and career advancement opportunities. The philosophy and objectives of this pay
policy are as follows:
1. First, the Town's pay system should be internally equitable. It must ensure that pay ranges
of each position within our organization reflects the value of comparable positions within
our organization. In order to achieve this, we must pay employees fairly compared to their
coworkers, and employees must also perceive that they are paid fairly compared to their
coworkers.
2. Second,The Town's pay system must be externally competitive in the marketplace, so that
the Town of Westlake support or strategic outcome objective to attract, recruit, and retain
highly qualified employees who are vital to accomplishing the organization's vision and
mission.
3. Third,to be motivational to our employees, providing the opportunity for future pay
increases based upon individual work performance and development ofjob-related skills
and competencies.
II. DEFINITION
With these objectives in mind,the Town's municipal compensation plan is a broad band pay
system. A broad band pay system is markedly different than the traditional "step-in-grade" pay
system.
A broad band pay system is one that structures pay utilizing two primary steps.
1. First, the responsibilities and qualifications required of each position are analyzed.
2. Second, using this position analysis, pay for these positions are surveyed against the market
to create a broad set of occupation groups that become the pay bands.
Each pay band has a minimum, mid-point, and a maximum rate of pay; however, within each band
there is flexibility for hiring and provision of performance pay.
Utilization of a broad band pay system by an organization is intended to:
• Reward employees for positive behaviors that contribute to the effectiveness of the Town's
service delivery to our stakeholders;
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• Assist the Town in fulfilling its vision and mission by offering increased opportunities for
career advancement and recognition of the Town's municipal employees;
• Provide the organization's leadership greater flexibility with a pay system that can be used
to adjust to changes in market conditions, enhance hiring practices, and reward
outstanding performance;
• Adjust to changes in market conditions as it relates to increases in pay for groups of
employees within each band; ensuring the Town's pay system remains competitive to the
comparable market.
III. IMPLEMENTATION AND MAINTENANCE OF THE PAY PLAN
For its first year of implementation (FY 16-17), most employees will be placed within the
established pay band for their position at their current rate of pay,with up to a three (3) percent
market adjustment of the employee's base pay rate. To promote internal equity, positions that
have surveyed further below market may receive a higher market adjustment, at the discretion of
their supervisor.
In the fiscal years following FY 16-17, depending on market survey results and availability of
funding,the municipal broad band pay system may have both a market adjustment and
performance pay component, as defined below.
IV. CLASSIFICATION AND PAY BAND PLACEMENT
The following criteria will be used when classifying positions to determine band placement:
• Nature or type of work performed
• Level of responsibility
• Impact of position on the organization
• Reporting relationships
• Scope of duties
• Complexity of work
• Supervision received and/or exercised
• Knowledge, skills, and abilities (KSAs) required to perform required job duties.
Factors that will not be considered in classifying a position:
• Incumbent of the position
• Performance of the employee or incumbent
• Longevity of the employee or incumbent in position
• Qualifications of the employee or incumbent that are not required by the position
Employee pay progression within a band can occur if there is a market adjustment approved for
that band. Progression in a band can also occur if an employee's job performance, as determined
by review of job performance, results in a performance pay increase. Pay progression is defined
as movement within a band that increases the employee's pay on an on-going basis.
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Other instances that can create employee progression in a pay band include:
• Promotion
• Significant increase in job skills,job-related education or training or competencies
• Position reclassification: These instances can only occur after proper analysis and with
criteria established by the Human Resources Department and approved by the Town
Manager or their designate.
V. PAY PLAN PARAMETERS
In order to successfully practice this pay philosophy using this policy, as well as reach our
objectives,the Town will use the following parameters to utilize this pay system:
Internal Equity
a. In order to maintain accurate position classifications,the Town of Westlake will conduct
a position analysis of 1/3 (one-third) of the organization's positions each year. This
ensures that all positions are reviewed on a rolling three-year basis.
b. Upon review of the position analysis by the Director of Human Resources, and with the
approval of the Town Manager or their designee, position classifications may be
adjusted to a new band. This can occur if a new position classification is created, or if
the duties, roles, and responsibilities have substantially evolved, resulting in a position
that is greater similarity to another classification band.
Performance Pay
a. On-going performance pay may be awarded to individuals or teams who, as determined
in their performance evaluation, have clearly gone "above and beyond"their traditional
roles,job duties, and assignments over the evaluation period.
b. Performance pay is awarded through the review process and the established criteria
outlined by the HR department
c. One-time performance pay may be offered to employees or teams who, based on
performance evaluation, have been determined to have gone above and beyond
expectations. One-time performance pay is a lump-sum, one-time payment and will not
impact the base pay of the employee and will not move their pay within their position's
assigned band.
d. All performance pay,whether on-going or one-time adjustments, is dependent upon the
availability of financial resources.
Market-Based Pay
a. The Town of Westlake will conduct an annual market salary study in the spring prior to
budget preparation for the upcoming fiscal year.
b. Depending on the results of the market study, and if funds are available, all or some of
the salary bands will be proposed to the Town Council for adjustment based upon the
results of the annual market salary study. Proposed adjustments to any pay band will
not be proposed unless the market study indicates bands have increased by 2.5%or
more.
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c. Employee salaries may receive a market adjustment if their current salary has shifted to
become less than 97.5%of the market average.
d. All new hires will be placed at the minimum rate of their band, unless a hiring manager
recommends placement at a higher rate. This must be reviewed first by the Human
Resources Department and approved by the Town Manager or their designee.
Generally, new hires proposed to be paid higher than band minimum may be brought
into the pay system within 3%above or below a band's midpoint; however, exceptional
qualifications and experience of the new hire must be demonstrated by the hiring
department to the Human Resources Department and the Town Manager for this to be
approved.
e. All market adjustments are dependent upon available financial resources.
f. The market value for positions within the Town of Westlake will be determined annually
through the completion of a survey of comparison communities identified by staff and
approved by the Town Council.
g. Employees with base compensation within 3%of the market average are considered to
be "at market."
h. Positions currently at or above the market will not qualify for any market-based
adjustment, and will remain at their current rate of pay.
i. If the market rate for a position declines,the salary of position holders will not be
negatively impacted, but they will not receive any market-based adjustments.
j. Market adjustments will impact the base pay of the employee and may only be applied
if the Town of Westlake has adequate financial resources available to fund the
adjustments.
VI. BROADBAND CLASSIFICATIONS
N BAND KIND TITLE SUB KIND TITLE �
BAND
Policy Top 10 Coordinating Town Manager
E
Making Management 9 Policy Asst.Town Manager
Senior 8 Coordinating Director
D Programming
Management 7 Programming Asst.Director
Middle 6 Coordinating Dept.Manager
C Interpretive
Management 5 Interpretive Superintendent
4 Coordinating Supervisor
B Routine Skilled
3 Routine Technician
Semi 2 Coordinating Coordinators
A Automatic
Skilled 1 Automatic Engineers
O Defined Unskilled 0 Defined Laborers
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VII. DEFINITIONS FOR THE BANDS ARE AS FOLLOWS:
• "BAND E" POLICY DECISION -These decisions are associated with board level
management, and involve guiding the organization as a whole through policy development,
setting the overall direction, and tone of the organization. Restrictions to these decisions
are often only limited by the laws of the state (Paterson, 1972).
• "BAND D" PROGRAMMING DECISION -These decisions are typically made by senior
management or department directors and are generally tasked with executing the
organization's policy through strategy development. Establishing guidelines by which
further decisions are made. A typical senior management decision is made at the
organizational or department level. For instance, the decision on how to set up the
organization's network infrastructure is usually determined by management, while the
decision to upgrade is based on policy (Paterson, 1972).
• "BAND C" INTERPRETIVE DECISIONS - Middle management who have constraints placed
upon them by them by senior management.These are usually made by business unit
managers, such as a budget manager or project research analyst. Once overall strategy is
developed by the senior managers, the middle managers decide how to utilize resources in
order to meet deadlines.The unit manager should always know why certain staff inembers
have been assigned to a particular job and may have to interpret situations not currently
covered by rules or guidelines (Paterson, 1972).
• "BAND B" ROUTINE DECISIONS - Skilled supervisors know the "how", the "where", and
the "when" to set up equipment, systems, and are aware of the rules that govern these
processes. They can decide which process is to be used in order to carry out the
interpretive decisions as they have a firm handle on operations. For example, a billing
clerk knows how to complete the utility billing process, including the way in which
entries have to be made, as they have the book of rules and regulations to refer to as
needed (Paterson, 1972).
• "BAND A"AUTOMATIC DECISIONS- Each process is a cycle of operations.The process is
decided by the supervisor who then sets up the process or the "how" of the task at hand.
This is generally accomplished by a semi-skilled individual who completes the task as
outlined, within the constraints of the process.This individual can decide where and when
to carry out the operations needed for the task(Paterson, 1972).
� "BAND O" DEFINED DECISIONS-"Band O" decisions are rarely seen in an organization.
These decisions are those involving speed of completion of a task, and are usually left to
unskilled, entry level, nonexempt employees (Paterson, 1972).
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VEHICLE MAINTENANCE AND REPLACEMENT
The Town recognizes that deferred maintenance and not anticipating capital replacement needs
increases future capital costs. Annually, available funds will be evaluated during the budget process
and a percentage of each operating fund's budget will be recommended to the Council for transfer.
Upon approval by the Council, the recommended amount will be transferred to the appropriate funds
(General or Utility Maintenance Replacement Fund)for major maintenance/replacement of street,
building roof,flooring, air conditioning, equipment, etc.
The Town of Westlake owns, operates, and maintains a number of vehicles. To provide a fiscally
responsible vehicle and equipment replacement policy that enables the Town to maximize vehicle and
equipment utilization,while maintaining the Town's desired public image and high-quality program of
services for our residents. Therefore,the Town of Westlake will maintain a Vehicle and Equipment
Replacement and Depreciation Schedule; said schedule will be maintained by the Finance Department.
Vehicle and equipment replacement criteria will be developed according to each items anticipated
useful service life. Typically,this is based upon the type or"category" of the vehicle/equipment and its
usage. Each item will be surveyed annually and assigned a score based upon the Point Range and
Guideline document. A vehicle will be replaced according to the established criteria unless the
Department Head(s) and the Town Manager's office determine that: 1) mechanical failure or vehicle
damage warrants earlier replacement, or 2)the vehicle is still serviceable and may serve additional years
beyond its original anticipated service life.
Funding for vehicle/equipment replacement should be incrementally allocated from department
operating funds to a restricted Capital Maintenance and Replacement Fund, subject to funding
availability on an annual basis. Future vehicle/equipment replacements should be funded from this
restricted fund,which receives accumulated operating fund transfers based upon the Vehicle and
Equipment Depreciation Schedule.
Funding will consist of an annual set-aside based upon a straight-line depreciation for each vehicle over
the course of its useful life and budgeted as part of the annual budget development process.
Depreciation fees should commence the same fiscal year of each new and replacement
vehicle/equipment purchase. Likewise, depreciation expenses should be expensed from the respective
department operating budget and deposited into the Capital Maintenance and Replacement Fund.
Depreciation expenses shall continue through the service life of the new vehicle/equipment and shall
cease upon retirement of said vehicle/equipment.
REPLACEMENT AND DEPRECIATION GUIDELINES
Purpose - To provide a fiscally responsible vehicle and equipment replacement and depreciation policy,
which will enable the Town of Westlake to maximize asset utilization while maintaining a positive public
image and being fiscally responsible in our budgeting and fleet replacement programs.
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Policy- Replacement criteria for Town-owned vehicles and equipment will depend primarily on a point
system, which is based upon the following factors:
• Age
• Miles/Hour Usage
• Type of Service
• Reliability
• Maintenance and Repair Costs (not to include incident repairs)
• Condition
Point Range Chart Note: The Town may decide to retain a vehicle beyond the stated criteria after an
evaluation of anticipated usage, repairs and operating costs. Each Town vehicle and small equipment
have been placed in a specific category (as listed below) in order to allow for uniformity in our
replacement standards.
Category "A" - This category consists of the one (1) 18-passenger and one (1) 20-passenger school
bus. The life span for school bus is 10 years. The Fire Department which includes engines, ladder
truck, ambulances, and attack truck which are used primarily as a front-line response vehicle. The
front-line life-span of the Engine is 15 years and has a reserve life-span for additional five years. The
ambulance front-line life-span is seven years and has a reserve vehicle life-span for additional seven.
The Town currently has one (1) Engine, one (1) Attack Truck and two (2) Ambulances.
Category "6" -This category consists of Maintenances and Public Works vehicles which are used to
serve the public on a day-to-day basis and pull trailers. Due to the heavy use,these vehicles may be
scheduled for replacement at 100,000 miles provided the maintenance cost is considerably higher than
vehicles of the same type.The Town currently has two (2) Public Works trucks.
Category"C" -This category consists of all other cars and pickups, which include administration pool
car, building inspection truck, warrant officer public safety vehicle. These vehicles are generally
assigned to a designated staff inember and should not be replaced earlier than 100,000 miles provided
the maintenance cost is considerably higher than vehicles of the same type.
Category"D" -This category consists of other off-road equipment (mule and mowers)that are used to
serve the public on an "as needed" basis. Replacement of this category may be made after 2,500
operating hours, or provided the maintenance cost is considerably higher than equipment of the same
type. The Town currently has one (1) Kawasaki utility vehicle and (1) mower.
Category"E" -This category consists of light equipment (weed-eaters, chain saw and pumps,
generators, trailers, and other small hand-operated equipment) which are used to serve the public on
an "as needed" basis. Replacements in this category may be made after the total maintenance cost
exceeds the original purchase price of a particular piece of equipment. The cost of upgrading a piece
of equipment will be the responsibility of the operating division. The Town currently has one weed-
trimmer, chain saw, blower, small generator and a trailer.
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GUIDE FOR EARLY REPLACEMENT OF TOWN-OWNED VEHICLES
Early Replacement-The consideration of early replacement of a vehicle often arises when major
expenditures are necessary to restore it to a safe operating condition (e.g., major component failure
or incident damage). The economic effect of such repairs cannot be avoided because the cost to the
Town is normally about the same whether the vehicle is sold in un-repaired condition or restored to
repaired condition.
However, replacement prior to the normal criteria for vehicles will result in an acceleration of all future
replacement cost cycles required to satisfy a continuing vehicle need. This acceleration of cost cycles
causes a sizable increase in the total present value cost of all fixture cycles and should be avoided
whenever possible. Major vehicle repairs should always be made, with two exceptions:
1. Major expenditures for repair should not be made when the cost of the repair plus the
vehicle salvage in un-repaired condition exceeds its wholesale value in repaired condition.
2. Major deferrable expenditures should not be made when a vehicle is in the final six months of
its retention cycle. During this period, the penalty for early replacement is small and,
therefore, the vehicle should be replaced rather than repaired.
Depreciation Formula-Current acquisition price of each vehicle divided by the utilization cycle
mileage or total maintenance cost) will provide the yearly depreciation allowance.
EXAMPLE A—Vehicles
• Milea�e: $30,000 vehicle divided by the target replacement cycle of 100,000 miles will give you
a depreciation cost of$.30 per mile.
• $0.30 times the number of miles (20,000) the vehicle was driven the previous year will give
you the yearly depreciation amount$6,000.
EXAMPLE B—Small Equipment
• Maintenance Cost: depreciate the original purchase price by 15% per year, for power hand tools,
trailers, etc. Replace the item only when the maintenance cost reaches the original purchase
price.
Point Ranges for Replacement Consideration
Point Scale Condition Description
20 points & under Excellent Do not replace
21 to 25 points Very Good Re-evaluate for the following year's budget
26 to 31 points Fair Qualifies for replacement if M/R cost exceed 60%of cost
32 to 37 points Poor Replacement if budget allows
Above 38 points failed Needs priority replacement
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Point range and guidelines for Category "B" and "C"
Factor Points Description
Age Usage 1 Each 10,000 miles of usage
Type of 1 Standard sedans, SUV's and pickups
Service 2 Each year of chronological age
3 Vehicles that pulls trailer, haul heavy loads and continued off-road usage
4 Any vehicle involved in ice or snow removal or road treatment
1 In shop one time within 3-month time period, no major breakdowns/roadside
Reliability assistance call with 3-month period
Preventive 2 In shop one time within three-month time period, 1 breakdown/roadside
Maintenance assistance call within 3-month period
Work Not 3 In shop, more than once within 3-month time period, 1 or more
Included breakdown/roadside assistance call within same period
4 In shop, more than twice within one-month time period, 1 or more
breakdowns/roadside assistance call in same time period
5 Two or more breakdowns within one-month time period
M&R Cost 1 Maintenance cost are less than or equal to 20%of replacement
Incident 2 Maintenance cost are 21-40%of replacement cost
Repair Not 3 Maintenance cost are 41-60%of replacement cost
Include 4 Maintenance cost are 61-80%of replacement cost
5 Maintenance cost are greater than or equal to 81%of replacement cost
Condition 1 No visual damage or rust
2 Minor imperfections in body and paint, interior fair(no rips,tears, burn)
3 Noticeable imperfections in body and paint surface, minor rust, minor damage
for add-on equipment, won interior(one or more rips,tears, burns).
4 Poor paint and body condition, rust (holes), interior(rips,tears, burns, cracked
dash) and major damage for add-on equipment
5 Previous accident damage, poor paint and body condition, rust (holes), interior
(rips, tears, burns, cracked dash) and major damage for add-on equipment
G RAN D 60
TOTAL
180
Point Ranges Condition Description
0-20 Excellent Do not replace
21-25 Very Good Re-evaluate for next year' budget (5-year forecast)
26-31 Good Qualifies for replacement this year if M/R cost exceed 60%of cost
32-37 Fair Qualities for replacement this if budget allows
38+ Poor Needs priority
Below are two examples on how the point range and guidelines for Category"B" and "C"would work.
Data Description Points �
Year 1999 26 points
Type Crown Victoria Passenger Car 1 point
Mileage 64,000 6 points
Maintenance Repair driver side window motor 2 points
Condition Poor paint and body condition, hail damage, rust 5 points
spots, small dents, interior- rips,tears, stains,
cracking on seat covers
Total Points 40 points
Staff recommendation = Replacement this year
Data Description Points �
Year 2005 14 points
Type Silverado F150 extended cab truck 1 point
Mileage 35,000 3 points
Maintenance low 1 points
Condition Very good exterior and interior condition 1 points
Total Points 20 points �
Staff recommendation = Include the replacement cost in the five-year forecast
181
� � � � � � � � �
� I � TI �I � TII� E B � � E � I � I�
182
Westlake Town Council
TYPE OF ACTION T x E i o w N a F
WESTLAKE
Regular Meeting - Action Item o i sr i N o r i u E s v o�s i c N
Westlake Town Council Meeting
Monday, September 23, 2019
ToPrc: Consideration and discussion of a Resolution to ratify the property tax increase as
reflected in the FY 2019-2020 Annual Budget.
STAFF CoNTAc'T: Amanda DeGan, Town Manager
Noah Simon, Deputy Town Manager
Debbie Piper, Finance Director
Strategic Alignment
i i � . � . . , ; . .
� �
- � �
Exemplary Service&Governance Increase
-We set the standard by delivering Transparency,
Fiscal Responsibility Fiscal Stcwardship unparalleled municipal and Accessibility&
educational services at the lowest
cost. Communicarions
Time Line- Start Date: October l, 2019 Completion Date: September 30,2020
Funding Amount: $2,301,137 Status - Funded Source—Ad Valorem Tax
Contract: No Forms: N/A
EXECUTIVE SUMMARY (TNCLUDING APPLiCABLE ORGANIZATIONAL HISTORY)
Pursuant to the requirements of HB 3195, it is necessary for the Town Council to vote to ratify the
property tax increase as reflected in the FY 2018-2019 Budget.
This vote is a procedural requirement of HB 3195. Section 102.007, Local Government Code,
Subsection(c),reads as follows: "Adoption of a budget that will require raising more revenue from
property taxes than in the previous year requires a separate vote of the governing body to ratify
the property tax increase reflected in the budget. A vote under this subsection is in addition to and
separate from the vote to adopt the budget or vote to set the tax rate required by Chapter 26, Tax
Code, or other law."
Page 1 of 2
As presented, this budget will raise more total property taxes compared to last year by an amount
of $430,534, or 23.02% and, of that amount, $259,232 is tax revenue to be raised from new
properties added to the tax roll this year.
The ad valorem tax rate proposed in the FY 2019-20 Budget compared to the rates adopted for FY
2018-19 is as follows:
FY 18-19 FY 19-20
Adopted Proposed
Tax Rate Tax Rate Variance
M&O $0.13201 $0.11453 $ (0.01748)
I&S 0.02399 0.04565 0.02166
0.15600 0.16018 $ 0.00418
RECOMMENDATION
Recommend approval of a resolution to ratify the property taX increase as reflected in the FY 2019-
2020 Budget.
ATTACHMENTS
Resolution
Page 2 of 2
TOWN OF WESTLAKE
RESOLUTION NO 19-27
A RESOLUTION OF THE TOWN COUNCIL OF THE TOWN OF WESTLAKE, TEXAS
RATIFYING THE PROPERTY TAX INCREASE AS REFLECTED IN THE FY 2019-
2020 ANNUAL BUDGET.
WHEREAS, the Town of Westlake has adopted an annual budget that required raising
more revenue from property taxes than in the previous year; and
WHEREAS, House Bill 3195 requires that the governing body ratify the property tax
increase reflected in the budget in a separate vote; and
WHEREAS, the Town Council finds that the passage of this Resolution is in the best
interest of the citizens of Westlake.
NOW, THEREFORE, BE IT RESOLVED BY THE TOWN COUNCIL OF THE TOWN
OF WESTLAKE, TEXAS:
SECTION 1: That the findings above are found to be true and correct and are
incorporated herein.
SECTION 2: That the Town Council of the Town of Westlake, Texas hereby ratifies the
property tax increase reflected in the Town of Westlake FY 2019-2020 annual budget.
SECTION 3: If any portion of this Resolution shall, for any reason, be declared invalid
by any court of competent jurisdiction, such invalidity shall not affect the remaining provisions
hereof and the Council hereby determines that it would have adopted this Resolution without the
invalid provision.
SECTION 4: That this resolution shall become effective from and after its date of
passage.
PASSED AND APPROVED ON THIS 23t"DAY OF SEPTEMBER 2019.
ATTEST:
Laura L. Wheat, Mayor
Kelly Edwards, Town Secretary
APPROVED AS TO FORM:
L. Stanton Lowry, Town Attorney
Resolution 19-27
Page 1 of 1
Westlake Town Council
TYPE OF ACTION T x E i o w N a F
WESTLAKE
Regular Meeting - Action Item o i sr i N o r i u E s v o�s i c N
Westlake Town Council Meeting
Monday, September 23, 2019
ToPrc: Discussion and consideration of an Ordinance Levying Municipal Ad Valorem
(Property) TaXes for the 2019 Year in accordance with the Fiscal Year 2019-20
Proposed Budget.
STaFF CoNTaCT: Amanda DeGan, Town Manager
Noah Simon, Deputy Town Manager
Debbie Piper, Finance Director
Strategic Alignment
i i � . � . . , ; . .
� �
- 1 �
Excmplary Servicc&Govcrnancc
-We set the standard by delivering Increase
Fiscal Responsibility Fiscal Stewardship unparalleled municipal and Transparency,
educational services at the lowest Accessibility&
cost. Communications
Time Line- Start Date: October 1, 2019 Completion Date: September 30,2020
Funding Amount: $2,301,137 Status- Funded Source—Ad Valorem Tax
Contract: No Forms: N/A
EXECUTIVE SUMMARY (INCLUDING APPLICABLE ORGANIZATIONAL HISTORY)
On June 28, 2010 the Town Council set the residential homestead tax exemption at the maXimum
(20%)allowed by State law. There were also exemptions adopted by that earlier Resolution(which
is restated and confirmed in the tax levy ordinance) for an exemption for people who are disabled
or over 65 and an exemption for Freeport goods. In addition, there is a provision in the current
Town Code for a"tax freeze"for people over 65 or who are disabled and have a Westlake residence
homestead. This Town Code provision has been interpreted by the Town's attorney to mean that
a person who currently, as of this year, has a Westlake homestead residence and is over 65 or
Page 1 of 2
disabled prior to the date the tax levy is adopted will have a zero tax rate. That interpretation was
presented and accepted by the Town Council.
During the workshop presentation of the municipal budget on June 3, 2019, staff recommended a
proposed tax rate of$0.16018 per$100 valuation. This is above the effective tax rate of$0.14483
which dictates two additional public hearings for resident input. The first public hearing was held
August 26, 2019 and the second meeting was September 9, 2019 with no opposition.
The ad valorem tax rate proposed in the FY 2019-20 Budget compared to the rates adopted for FY
2018-19 is as follows:
FY 18-19 FY 19-20
Adopted Proposed
Tax Rate Tax Rate Variance
M&O $0.13201 $0.11453 $ (0.01748)
I&S 0.02399 0.04565 0.02166
0.15600 0.16018 $ 0.00418
RECOMMENDATiON
Recommend adoption of an ordinance levying a municipal ad valorem (property) tax totaling
$0.16018 per $100 of assessed valuation.
ATTACHMENTS
Ordinance
Page 2 of 2
TOWN OF WESTLAKE
ORDINANCE NO. 893
AN ORDINANCE OF THE TOWN COUNCIL OF THE TOWN OF WESTLAKE,
TEXAS LEVYING TAXES TO BE ASSESSED ON ALL TAXABLE PROPERTIES
WITHIN THE TOWN LIMITS OF THE TOWN OF WESTLAKE FOR THE TAX YEAR
2019 (FISCAL YEAR 2019-2020); SETTING OUT EXEMPTIONS AND LIMITATION;
NO STATE LAW STATEMENTS REQUIRED; PROVIDING FOR THE COLLECTION
OF DELINQUENT TAXES AND A COLLECTION PENALTY TO BE ADDED TO
DELINQUENT TAXES; PROVIDING FOR A SEVERABILITY CLAUSE; AND
DECLARING AN EFFECTIVE DATE.
WHEREAS, a public hearing on the proposed annual budget for the Town of Westlake,
Texas, for the fiscal year beginning on October 1, 2019 and ending on September 30, 2020, was
duly advertised giving the date, time,place and subject matter of the public hearing, and
WHEREAS, a public hearing was set by the Town Council in a duly posted Town
Council meeting on September 23, 2019, and all citizens were invited to participate and be
heard; and
WHEREAS, all requirements of state law were met, including Open Meetings Act,
Texas Government Code chapter 551 requirements and the requirement of Texas Local
Government Code 102.002 that the budget of�cer prepare a municipal budget to cover the
proposed expenditures of the municipal government for the succeeding year; and
WHEREAS, it is deemed to be in the best interest of the citizens of the Town of
Westlake, Texas to levy a taX as set forth below, on all taxable properties within the Town limits
of Westlake in order to provide the necessary funds to provide municipal services to its citizens
and to meet all municipal commitments; and
WHEREAS, The Town of Westlake will raise more total property taXes than last year's
budget by $430,534 or 23.02%, and of that amount, $259,232 is tax revenue to be raised from
new property added to the tax roll this year.
WHEREAS, the Town of Westlake has passed eXemptions to certain applicable taXes
which were previously adopted by earlier Resolution and recognized and adopted a tax limitation
set out in the Town Municipal Code and such eXemptions and limitation are included and
adopted as part of this Ordinance; and
WHEREAS, the Town Council finds the passage of this Ordinance to be in the best
interest for the citizens of Westlake, for the preservation of public health, safety and welfare of
the citizens of the Town.
Ordinance 893
Page 1 of 3
NOW, THEREFORE, BE IT ORDAINED BY THE TOWN COUNCIL OF THE TOWN
OF WESTLAKE, TEXAS:
SECTION L• That all matters stated in the findings hereinabove are found to be true and
correct and are incorporated herein by reference as if copied in their entirely.
SECTION 2: That the Town Council of the Town of Westlake, Texas shall hereby levy
the following taxes on each One Hundred Dollars ($100.00) of taxable valuation on all taXable
property within the Town limits of the Town of Westlake, Texas to be assessed and collected by
the Tax Assessor/Collector for the tax year 2019 (Fiscal year 2019-2020) for the purposes
stipulated below, to-wit:
(a) $0.11453 For General Fund Maintenance and Operations (M&O)
(b) $0.04565 For Interest and Sinking Fund (debt service)
SECTION 3: Exemptions: That the Town Council authorizes the following exemptions
and limitations:
(a) Homestead eXemption - That it is the intent of the Town Council of the Town of
Westlake to adopt the highest possible homestead exemption, which would be a homestead
eXemption in the amount of twenty percent (20%) of the value of the homestead, and in any
event, the exemption shall be at least a minimum of Five Thousand dollars ($5,000). For
purposes of this section "residential homestead" is defined as a structure (including a mobile
home) or a separately secured and occupied portion of a structure (together with land, not to
eXceed ten (10) acres, and improvements used in the residential occupancy of the structure and
the land and improvements have identical ownership) that (1) is owned by one or more
individuals, either directly or through a beneficial interest is a qualifying trust; (2) is designed or
adapted for a human residence; (3) is used as a residence; and (4) is occupied as his or her
principal residence by an owner or, for property owned through a beneficial interest in a
qualifying trust,by a trustee of the trust who qualifies for the exemption.
(b) Over 65 or Disabled exemption - That an eXemption for a resident over 65 or
disabled, pursuant to section 11.13(b) of the Texas Tax Code shall be authorized in the amount
of$10,000. A resident is eligible for an eXemption under this section if the resident is over 65 or
disabled, but the resident shall not be entitled to two exemptions under this section, as set out in
section 11.13(b) of the Texas Tax Code.
(c) The Town of Westlake previously adopted an ad valorem tax limitation in section
86-2 of the Town Code, for elderly and disabled citizens according to Article VIII, Section 1-b of
the Texas Constitution and Texas Tax Code § 11.261, which provides "The county, municipality,
or junior college district may not increase the total annual amount of ad valorem taxes the
county, municipality, or junior college district imposes on the residence homestead of a disabled
individual or an individual 65 years of age or older above the amount of the taxes the county,
municipality, or junior college district imposed on the residence homestead in the first tax year,
other than a taX year preceding the tax year in which the county, municipality, or junior college
district established the limitation described by Subsection (a), in which the individual qualified
Ordinance 893
Page 2 of 3
that residence homestead for the exemption provided by Section 11.13(c) for a disabled
individual or an individual 65 years of age or older." This provision, commonly referred to as a
"tax freeze" means that residents who are already eligible for the provisions of that section will
not have any increase in their taxes from the time that they became eligible, as citizens of
Westlake, for that section.
SECTION 4: State Law Required Statements:
(A) THIS TAX RATE WILL NOT RAISE MORE TAXES FOR
MAINTENANCE AND OPERATIONS THAN LAST YEAR'S TAX RATE.
(B) The tax rate for the upcoming fiscal year will be $0.16018 (M & O of $0.11453 and
interest and sinking fund of$0.04565 totaling $0.16018). The taxes raised for maintenance and
operations will be approximately $91.62 on a$100,000 home with a homestead exemption.
SECTION 5: The Town of Westlake will pursue collection of delinquent taxes and
adopts the provisions of Section 33.07 of the Texas TaX Code so that hereafter an additional
penalty of Twenty (20) percent of the delinquent tax, penalty and interest on delinquent taxes
will be imposed on taXes becoming delinquent as provided by the TeXas Tax Code and the
Town's collection agreement.
SECTION 6: If any portion of this Ordinance shall, for any reason, be declared invalid
by any court of competent jurisdiction, such invalidity shall not affect the remaining provisions
hereof and the Council hereby determines that it would have adopted this Ordinance without the
invalid provision.
SECTION 7: That this Ordinance shall become effective from and after its date of
passage.
PASSED AND APPROVED ON THIS 23rd DAY OF SEPTEMBER 2019.
ATTEST:
Laura L. Wheat, Mayor
Kelly Edwards, Town Secretary
APPROVED AS TO FORM:
L. Stanton Lowry, Town Attorney
Ordinance 893
Page 3 of 3
Town Cou nci I
Item # 5 — Executive
Session
EXECUTIVE SESSION
The Council will conduct a closed session pursuant to Texas Government Code, annotated,
Chapter 551, Subchapter D for the following:
a. Section 551.087 Deliberation Regarding Economic Development Negotiations
(1) to discuss or deliberate regarding commercial or financial information that
the governmental body has received from a business prospect that the
governmental body seeks to have locate, stay, or expand in or near the territory
of the governmental body and with which the governmental body is conducting
economic development negotiations; or (2) to deliberate the offer of a financial
or other incentive to a business prospect described by Subdivision (1) for the
following:
- Entrada
- Waterside Land Company LLC
- Front 44
Town Cou nci I
Item # 6 — Reconvene
Council Meeting
Town Cou nci I
Item #7 — Necessary Action
NECESSARY ACTION
a. Section 551.087 Deliberation Regarding Economic Development Negotiations
(1) to discuss or deliberate regarding commercial or financial information that
the governmental body has received from a business prospect that the
governmental body seeks to have locate, stay, or expand in or near the territory
of the governmental body and with which the governmental body is conducting
economic development negotiations; or (2) to deliberate the offer of a financial
or other incentive to a business prospect described by Subdivision (1) for the
following:
- Entrada
- Waterside Land Company LLC
- Front 44
Town Cou nci I
Item # 8 — Adjournment
Regular Session