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Res 09-45 Adopting the Budget for Fiscal Year 2009-2010
TOWN OF WESTLAKE RESOLUTION NO. 09-45 Russ= WHEREAS, a public hearing was duly held and all interested persons were given an opportunity to be heard for or against any item therein. 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 NOW, THEREFORE, BE IT RESOLVED BY THE COUNCIL OF THE TOWN OF WESTLAKE, TEXAS: SECTION 1: That the Council hereby adopts the revised budget for the fiscal year ending September 30, 2009 and the proposed Annual Operating Budget for the fiscal year ending September 30. 2010 and appropriates the funds contained therein. SECTION 2: That a copy of the official adopted 200942010 budget documents shall be Dept on file in the office of the Town Secretary. SECTION 3: That the Council hereby gives the To,%Nm Manager authorization to approve any appropriated funds up to the amount of $25,000. SECTION 4: That this Resolution shall become effective upon the date of its passage. Laura Wheat, Mayor ATTEST: Ve���vE"dxx",a Town Secretary mer. TQ,,& -n Manager APPRO T ORNI: L. Stanton Lo own Attorney A a M Mal PP of West I� 6L October 1, 2009 to September 30, 2010 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, 2008. 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. ELECTED OFFICIALS Laura Wheat Tim Brittan Council Member Carol Langdon Council Member Mayor Rick Rennhack Council Member Larry Corson Council Member Rebecca Rollins Council Member ADMINISTRATIVE OFFICIALS Tom Brymer Town Manager Ginger Awtry Assistant to the Town Manager Debbie Piper, CPA Finance Director Jarrod Greenwood Public Works Superintendent Troy Meyer Facilities Director Parks/Recreation Director Kelly Edwards, TRMC, CMC Town Secretary Todd Wood, SPHR, IPMA-CP Director of Human Resources and Administrative Services Amanda DeGan, CMCC Municipal Court Administrator Eddie Edwards Director of Planning and Development THE TOWN OF WEST]LAKE * 3 VILLAGE CIRCLE #202 " W EST LAKE, TEXAS BOARDS & COMMISSIONS Westlake Historical Preservation Society Stephen Thornton, Jack Wiesman, Sharon Sanden, Kristi Layton, Joyce Roach Karen Stolenberg, Heidi Kloempken * Westlake Academy Foundation Colleen Hess, Deborah Ziegler, Leah Rennhack, Kelly Cox, Chris Noonan, Bill Greenwood, David Lee, George Ledak, Leigh Sander, Dr. Shezad Malik, Charlotte Ryan, Jeff Ryan, Karen Osborne, Julie Timmerman, Jac Risenhoover Planning & Zoning Commission William Greenwood, Walter Copeland, Allen Heath, Sharon Sanden, Wayne Stoltenberg Texas Student Housing Authority Jim Carter, Jac Irvine, George Ledak, Jill McKean, Chuck Schultz, Scott Bradley, Todd Robichaux, Pete Ehrenberg, Kelly Edwards * Public Arts Committee Michelle Corson, Leah Rennhack, Kelly Cox, Shannon LaRue, Dave Rollins Kay Anderson, Mike Silliman, Debra Hale 4B Economic Development Board Laura Wheat, Rick Rennhack, Tim Brittan, Carol Langdon, David Brown Arbor Day Advisory Committee Cinda Knight, Troy Meyer, Amy Robichaux, Stephanie Erb THE TONIN OF WESTLAK E '* 3 VILLAGE CIRCLE #202 :; `YVESTILAKE, TEXAS Table of Contents 1. EXECUTIVE Budget Transmittal Letter------------------------------------------------------------------------01 Town of Westlake Organization Chart ..................................................... 19 Budget Overview---------------------------------------------------------------------------------------20 68 Budget Framework Introduction 37 Compliance with GASB Statement No. 34 .........................................38 71 Basis of Accounting/Budgeting..........................................................39 72 The Budget Process-------------------------------------------------------------------------- 41 Budget Amendment Process............................................................ 42 FY 2009/2010 Budget Calendar....................................................... 43 AllFund Summary----------------------------------------------------------------------------- 44 General Fund Summary..................................................................... 50 Utility Fund Summary-------------------------------------------------------------------------55 112 Visitors Association Fund Summary..................................................59 4B Economic Development Fund Summary.....................................61 125 Property Tax Reduction Fund Summary...........................................61 131 CemeteryFund------------------------------------------------------------------------------------62 134 Capital Projects Fund Summary.........................................................63 Arts and Sciences Center -------------------------------------------------------------------- 64 General Major Maintenance Fund Summary, .................................. 65 Utility Major Maintenance Fund Summary......................................65 2. GENERAL FUND ProgramSummary----------------------------------------------------------------------------------66 Revenues Graph by Function67 ----------------------------------------------------------------- Expenditures Graph by Function ........................................................... 68 SalesTax Graph--------------------------------------------------------------------------------------69 Inter -fund Repayment Schedule - Due from Utility Fund .................... 70 Fidelity Tax Reimbursement Schedule .................................................. 71 Dept 11 - Administrative 72 Dept 12 - Planning and Zoning ............................................................... 80 Dept 13 - Town Secretary-----------------------------------------------------------------------85 Dept 14 - Emergency Services91 ---------------------------------------------------------------- Dept 15 - Municipal Court----------------------------------------------------------------------98 Dept 16 - Public Works104 --------------------------------------------------------------------------- Dept 17 - Facilities Maintenance ........................................................... 112 Dept18 - Finance-----------------------------------------------------------------------------------117 Dept 19 - Parks and Recreation 125 Dept 20 - Information Technology ........................................................ 131 Dept 21 - HR/Admin Services ................................................................. 134 The Town of Westlake * 3 Village Circle #aoa * Westlake, Texas 76262 Table of Contents 3. SPECIAL REVENUE FUNDS 4B Economic Development Fund Program Summary............................................................... Inter -fund Repayment Schedule — Due from Utility Fund Visitors Association Fund Program Summary_______________________ Revenues Graph___________________________ Expenditures Graph_____________________ Hotel Occupancy Tax Trend ......... Dept 11 - Administrative,_____________ Dept 17 - Facilities Maintenance Dept 18 - Finance Dept 19 - Parks & Recreation-----. Dept 21 - HR/Admin Services__---. Special Revenue Fund Program Summary FM 1938 Fund Program Summary Cemetery Fund Program Summary Vehicle & Equipment Replacement Fund Program Summary -------------------------------- Property Tax Reduction Sales Tax Fund Program Summary_____________________________ Lone Star Public Facilities Program Summary ...... The Town of Westlake * 3 Village Circle #aoa * Westlake, Texas 76262 ii 139 140 .141 .142 .143 .144 .145 .146 .147 .148 149 150 151 152 153 154 .155 Table of Contents 4. DEBT SERVICE FUND Debt Service Fund Program Summary .............................................................................. Lon Term Debt Summar 157 2008 Series — General Obligation Bonds____ ______________________________________158 2007 Series — General Obligation Refunding Bonds ......................... 159 2003 Series — Certificates of Obligation ............................................ 160 2002 Series — Certificates of Obligation ............................................ 161 5. ENTERPRISE FUND Utility Fund Program Summary----------------------------------------------------------------------------162 Dept 11 - Administrative ------------------------------------------------------------------- Dept 16 — Public Works 164 Dept 18 - Finance 165 Dept 21 - HR/Admin Services ........................................................... 166 Capital Projects Summary------------------------------------------------------- -------167 N-1 Sewer Line Transfer 168 N-1 Sewer Line Transfer I&I Repairs_________________________________________ 169 Stagecoach Hills Waterline Connection______________________________________170 Projected Revenues Graph_____________________________________________________________ 171 Projected Expenses Graph.---......................................................... 172 Inter -fund Repayment Schedule — Due to General Fund ............... 173 Inter -fund Repayment Schedule — Due to 4B Fund ------------------------174 Debt Payable Schedule — Keller Overhead Storage ------------------------175 Revenue Trend ---------------------------------------------------------------------------------- 176 Total Water Accounts Graph ............................................................ 177 6. INTERNAL SERVICE FUNDS Utility Major Maintenance Fund Program Summary----------------------------------------------------------------------------178 Pump Station Gate Retro -Fit - 179 ------------------------------------------------------ Academy Exterior Environmental Irrigation____________________________ _180 General Major Maintenance Fund ProgramSummary---------------------------------------------------------------------------181 Academy Replace Carpet and Flooring ....................................... 182 Academy Exterior Paint/Wood ___________________________________________________183 The Town of Westlake * 3 Village Circle #202 * Westlake, Texas 76262 iii Table of Contents 7. CAPITAL PROJECTS FUNDS Capital Projects Fund 249 Capital Projects Fund Summary ...................................................... 184 Water Well for Civic Campus-------------------------------------------------- 185 FM1938 Streetscaping............................................................... 186 Deloitte Trail Connection 187 Dove Road Trail Connection 188 Arts and Sciences Center Fund Program Summary---------------------------------------------------------------------------189 8. CAPITAL IMPROVEMENTS Capital Improvement Plan--------------------------------------------------------------190 Capital Projects by Funding Source --------------------------------------------,192 Capital Projects by Expenditure Priority ...................................... 193 Capital Projects by Vision Point ................................................... 194 Capital Projects - Detail----------------------------------------------------------------195 9. LONGTERM PLAN Five Year Financial Forecast Narrative 220 All Fund Summary Five Year Forecast223 StrategicPlan----------------------------------------------------------------------------------227 10. COMMUNITY PROFILE General Information ------------------------------------------------------------------------- 249 History of Westlake---------------------------------------------------------------------------250 Local Government ----------------------------------------------------------------------------- 251 Community Events___ ------------------------------------------------------------------------ 252 Westlake Academy---------------------------------------------------------------------------253 285 Facts, Figures, Statistics254 -------------------------------------------------------------------- 11.APPENDIX Glossary of Terms 258 Fiscal and Budgetary Policies265 ----------------------------------------------------------- Investment Policy------------------------------------------------------------------------------277 Employee Position Summary -----------------------------------------------------------284 Resolution No 09-45 Approval of FY 2009-2010 Budget ................ 285 The Town of Westlake * 3 Village Circle #aoa * Westlake, Texas 76262 iv October 1, 2009 Honorable Mayor and Town Council: INTRODUCTION I am pleased to present, on behalf of the Town's staff Leadership Team, the Town of Westlake's Adopted FY 2009-2010 budget totaling $12,435,855 (including $1,729,206 transfers in from fund balance for operating, debt service, capital projects, major maintenance and equipment replacement needs) for all funds. The FY 2009-2010 municipal budget was prepared utilizing these basic assumptions and approaches: ♦ A balanced budget that makes as its first priority providing Town residents and businesses with basic, but high quality, Town services. ♦ Due to a decline in sales tax receipts and other revenue sources, a portion of the fund balance in the General Fund is to be used to balance this budget, while attempting to minimize the use of this fund balance as much as practical. • Provide essential on-going support for Westlake Academy, both direct and indirect. • No municipal (Town) ad valorem (property) tax levy. ♦ The only capital improvement projects recommended in FY 09-10 are Utility Fund projects, self-funded projects, and the Westlake Academy water well; all others have shifted one year forward in the Five (5) Year Capital Improvement Plan. Fund Type Estimated FY 08/09 Adopted FY 09/10 Inc(Dec) Percent Inc(Dec) Amount General Fund $ 3,904,487 $ 3,119,934 -20% $ (784,553) Special Revenue 2,439,379 1,863,922 -24% (575,457) Debt Service Fund - - 0% Capital 230,445 230,445 0% Utility Fund 1,728,860 1,330,033 -23% (398,827) Internal Services 100,000 100,000 0% Total Fund Balance $ 8,403,172 $ 6,644,335 -21% $ (1,758,837) 1 Due to a significant decline in General Fund revenues, this FY 09-10 Budget uses $784,553 of the fund balance in the General Fund to cover expenditures. Base expenditures (without service level adjustments) have been reduced to close to FY 08-09 levels. In fact, the operating portion of the FY 09-10 Budget is 7% less than the Estimated FY 08-09 Budget. However, General Fund revenues are still not adequate and require use of fund balance in FY 09-10. The Utility Fund is incurring a large rate increase from out sewage treatment provider, the Trinity River Authority (TRA), from whom we received notice of this wholesale price increase just prior to this FY 09-10 Budget. Further information about this sewage treatment price increase is set out below. BUDGET PREPARATION PARAMETERS AND "SCRUBBING" As this FY 2009-2010 Budget was prepared, certain assumptions, parameters, and approaches were utilized in order to: a.) easily track cost increases as they relate to maintaining or increasing service levels, b.) identify use of fund balances and inter -fund transfers, c.) delineate the amount for employee compensation increases, and d.) understand the approach used for revenue estimating. These approaches and parameters are: • Continued to pursue allocation of funds on hand towards major building and infrastructure maintenance as well as for vehicle and equipment replacement. • Maintained present fund balances to exceed policy requirements, however, as stated above, the General Fund requires use of some its fund balance in FY 09-10 to off -set expenses. ♦ Conservative revenue estimating that identified one-time and on-going revenue increases. • Estimated expenditures for current levels of service (adjusted for actual spending as well as deducting one-time expenses) in FY 08-09 were identified and these became the FY 09-10 base budget. ♦ Increases in the current level of service anticipated due to inflation and other cost increases were identified and kept separate from the current level of service base budget in the form of "current service level adjustments" (SLA's). • Resources to provide average market pay adjustments of 2.4% of total salary cost. This is the same overall percentage adjustment as that received by Academy personnel. It should be noted that this adjustment is consistent with the approach used for Academy personnel that are closer to market than municipal operations personnel. 2 • "Expanded or new levels of service" were also identified, kept separate, and held to a minimum due to economic conditions. • Delayed almost all general government capital improvement projects (i.e. - streets, drainage, parks, trails, public buildings) unless those projects have an identified project specific funding source already in place. • All costs for base budgets, service level adjustments due to cost increases/inflation, and expanded/new service level adjustments were "scrubbed" and extensively analyzed and discussed in budget review sessions with the Town Manager and Director of Finance. This is ensures maximum efficiency, effectiveness, and utilization of both additional and requested financial resources. We did this while having our focus being on the sustainability of the request as well as the fact that our economy is going through a recession. • The sewer portion of the Utility Fund was prepared based on current wholesale TRA rates; however, recently we have been notified that as of December 1, 2009 those rates will be increased by 39%. This does not indicate a "spike" that will be reduced in future years. Rates are expected to stay around $3.9 per 1,000 gallon for the next five years. Staff recommends adopting the Utility Fund Budget for FY 09-10 based on current rates and then examine the feasibility of some type of series of step increases in our retail sewer rates over time to off -set this wholesale price increase from TRA. MILESTONES AND STRATEGIC ACHIEVEMENTS IN FY 2008-2009 Before covering the budget for FY 09-10, it is important to recognize the strategic priorities and milestones achieved by the Town of Westlake organization in FY 08-09. This budget continues to build upon the Council's strategic planning framework begun in FY 08-09 to identify priorities and determine funding levels for FY 09-10. More detailed expenditure explanations by department and operating fund are set out in the Budget Overview and Budget Framework that follows this transmittal letter, as well as in further detail in each departmental budget by fund in the budget document. During FY 08-09 the Town of Westlake the following milestones and strategic priorities were achieved: • Fidelity Regional Headquarters Phase II Was Completed • Maintained Adequate Cash Reserves 3 ♦ A Five (5) Year Strategic Plan Was Developed and Adopted by the Town Council (see the section of this budget document for the details of this plan) ♦ Five Comprehensive (5) Year Capital Improvement Plan Was Compiled (see the section of this budget document for the details of this plan) • Governmental Finance Officers Association (GFOA) Distinguished Budget Presentation Award Received for Second Time; this time for the FY 08-09 Budget ♦ Received the GFOA Certificate of Achievement for Excellence in Financial Reporting for the First Time for the Town's FY 06-07 Comprehensive Annual Financial Report (CAFR), (i.e. annual audit). The $5.1 Million Westlake Academy Arts & Sciences Center Construction Started and Completed The $15 Million Phase 1 FM 1938 (Precinct Line Rd) Improvements Project Was Let for Bid by TxDOT ♦ FM 1938 (Precinct Line Rd) Streetscape Concept Plan Was Completed Deloitte Announcement University Construction Was Begun s Oil and Gas Drilling/Production Ordinance Completed and Adopted by the Town Council Key Policies Related to Advisory Boards and Facility Use Were Adopted r Stagecoach Hills Subdivision Drainage Improvement Project Began r Westlake e -Tube Videos Launched on the Town Web Site r The Westlake Wire Town Newsletter was Converted to an e -Newsletter "Westlake Windows" Initiative for Transparent Government Was Launched Including Citizen Outreach Neighborhood Meetings Held With Every Westlake Neighborhood ♦ Town Financial Policies Were Reviewed and Revised by the Town Council ♦ Financial Policies for Westlake Academy Were Reviewed and Approved by the Town Council/Board of Trustees a Water and Sewer Rates Were Placed on Cost of Service Basis r Automated Solid Waste Collection and Recycling Was Implemented 4 ♦ Terra Bella Residential Subdivision Was Completed ♦ First Direction Finders (Citizens) Survey Conducted (see the section of this budget that has the entire results of this survey) FY 09-10 BUDGET THEME: "CRITICAL CHALLENGES, CRITICAL CHOICES" To provide strong focus, it is useful in public budgeting to identify a theme to capture the essence of what we are addressing as we prepare and consider a budget. For FY 2009-2010, 1 would offer as the theme for this Town budget, "Critical challenges, Critical choices". There is no question that Texas, and especially the Fort Worth -Dallas Metroplex, has fared better than most of the country in the current recession. Nonetheless, the Town of Westlake has been affected by the current economic downturn, as have other municipalities across our area, state, and nation. This current economic downturn has negatively affected our Town's budget due to our heavy reliance on sales tax revenue to fund Town services and our debt obligations. Sales tax can be a very viable revenue source during stable economic times. However, since it is a volitional tax (i.e. - paid when someone decides to buy a service or product), during economic down turns it often decreases. We may not like the circumstances we find ourselves in, but we have a choice in terms of how we wish to respond to the financial challenges created by the current economic conditions. We can decide to ask the question, do we have a problem or do we have an opportunity? How we respond to that question will have much to do with Westlake's community vitality as a premier knowledge based community in the years to come. We will examine that question in this budget transmittal letter as we face our "critical challenges and critical choices." GOVERNING AND MANAGING FOR OUTCOMES In FY 08-09, the Town began moving its leadership and management systems to a framework utilizing a more program based budget designed to link desired outcomes with budgeted resources and accountability for results. This FY 09-10 Budget represents the next step in this continuous improvement process. This budget document utilizes a systemic framework designed to link together critical governance and management decision making tools. This system is called "Governing and Managing for Outcomes" and is designed to integrate: ♦ strategic planning ♦ five (5) year financial forecasting, budgeting, and performance measurement linked to priorities, objectives, and outcomes 5 • reporting to monitor progress in outcome achievement and accountability for results ♦ aligning resources to prioritized outcomes • citizen surveys to gauge service satisfaction levels with Town services and resident willingness to pay for those services • long term approach to ensure financial sustainability • maintaining cores services • five (5) year capital improvement planning This budget focuses on the next twelve months of the Town's future. However, the Council's initiative to pursue a strategic planning approach to the Town's governance is critical to providing the Council, and the community, with a multi-year focus that couples strategic priority setting with good financial stewardship decisions that achieve the long-term vision set by the Council for Westlake. The entire Five (5) Year Strategic Plan recently adopted by the Town Council is set out in a separate section of this budget document. The chart in this section of the budget document illustrates, via the three focus areas of our Town's vision statement, which key result areas within those vision focus points the departmental and fund budgets address. This chart gives a good visual representation as to how the Town's financial resources are allocated in terms of vision points and their key result areas (i.e. — outcomes) that we will focus on in FY 09-10. 10 VISION FOCUS Neighborhoods Leadership Hospitality v °E 12 3 a v c ° O°a E — 2 E ` v o u° v v -v° Y r� in °' v m ° '�� Y u E ~ a E c v 0 3 ° n c ? c w w 3 w E .o `w E a '—^ v v m E ao E n. w :—= v oo �' 'Y :- E u z u° ¢ d Q¢ O a` a` uf6. li w m F w In 2 3 = oT1 v v u S a H o Administration X X X X X X Plan & Zoning X X X X X Town Secretary X X X Fire/EMS X X X Municipal Court X X X Public Works X X X X X Fac/ Maintenance X X X Finance X X X X Parks/ Recreation X X X X X X X Information Tech. X HR/Admin Srv. X X X Utility Fund X X X X Visitors Fund X X X X X X X X X 4B Fund X PTR Fund X X General MM Fund X X X Utility MM Fund X X X Cemetery Fund X X X V&E Fund X FM1938 Fund X X X X X A & S Fund X X Capital Imp. X X X —:::p Debt Service X The Council has articulated an exciting vision for Westlake with a strategic plan to move us towards that vision: Westlake's Community Vision •:• Westlake is a one of a kind community — an oasis with rolling hills, grazing longhorns, and soaring red-tailed hawks, located in the heart of the Fort Worth -Dallas metropolitan area. Inviting neighborhoods and architecturally vibrant corporate campuses find harmony among our meandering roads and trails, lined with native oaks and stone walls. •:• We are leaders. In education we are known for our innovative partnerships between the Town -Owned Charter School and its corporate neighbors. We are environmental stewards — exemplifying the highest standards. Hospitality finds its home in Westlake. As a community, we are fully involved and invested in our rich heritage, vibrant present and exciting, sustainable future. One of the outcome strategies set out in the Town's Strategic Plan is to "Establish a strategy for achieving long-term financial sustainability for the Town government, including Westlake Academy." As a part of the systemic framework of governing and managing for outcomes, we know from the regularly updated and Town Council reviewed Five (5) year Financial Forecast that by FY 12-13, the Town's present revenue sources and fund balances will not be able to keep pace with projected expenditures. The most recent Five (5) Year Financial Forecast is set out in its entirety in a separate section of this budget. Here's an excerpt from this Forecast that illustrates the seriousness of the Town's financial challenges: 8 Excerpt from Five Year Forecast While both revenues and expenditures are conservatively estimated in this Financial Forecast, it contains important warning "sign posts" that cannot be ignored. As mentioned above regarding our Strategic Plan, we have time to address the outcome strategy of financial sustainability for the Town. However, we do not have an abundance of time and we must use that time wisely. Very importantly, this Financial Forecast and Strategic Plan mandates that we as a Town government begin critical conversations with the Westlake community so they understand the seriousness of this issue and understand the choices that are available to address it. This must take place if we are to keep moving forward as a Town government toward the Council's vision for Westlake. Citizen understanding of these critical challenges and critical choices is essential to the Council's ability to address them. E Estimated Proposed Fund Description FY 08/09 FY 09/10 FY 10-11 FY 11-12 FY 12-13 FY 13-14 General Fund Beginning Fund Balance $ 2,771,739 $ 3,904,487 $ 3,119,934 $ 2,076,088 $ 1,039,105 $ (287,013) Total Revenues 5,610,936 3,387,841 3,166,346 3,083,764 3,176,277 3,271,565 Total Transfers In 332,000 418,000 293,860 288,552 46,531 47,927 Total Expenditures (4,506,503) (4,582,344) (4,426,037) (4,381,245) (4,512,682) (4,648,063) Total Transfers Out (303,685) (8,050) (78,016) (28,053) (36,244) (36,850) Net Total 3,904,487 3,119,934 2,076,088 1,039,105 (287,013) (1,652,434) Total Restricted Funds 402,340 186,340 147,500 147,500 147,500 147,500 Ending Balance (projected) $ 3,502,147 $ 2,933,594 $ 1,928,588 $ 891,605 $ (434,513) (1,652,432) Operating Days 295 259 165 74 (35) (141) Visitors Association Fund Beginning Fund Balance $1,451,153 $ 802,385 $ 572,391 $ 440,528 $ 105,168 $ (26,454) Total Revenues 511,475 476,975 486,515 501,110 516,143 531,628 Total Expenditures (496,617) (424,693) (437,434) (450,557) (464,074) (477,996) Total Transfers Out (663,626) (282,276) (180,944) (385,913) (183,692) (179,722) Net Total (projected) 802,385 572,391 440,528 105,168 (26,454) (152,545) Total Restricted Funds 25,000 5,000 5,000 5,000 5,000 5,000 Ending Balance (projected) $ 777,385 $ 567,391 $ 435,528 $ 100,168 $ (31,454) $ (157,545) Operating Days 571 488 363 81 (25) (120) Debt Service Fund Beginning Balance $ - $ - $ - $ - $ - $ - Total Transfers In 1,501,957 1,499,750 1,503,278 1,499,950 1,295,541 1,324,035 Total Expenditures (1,501,957) (1,499,750) (1,503,278) (1,499,950) (1,500,028) (1,498,406) Ending Balance (projected) $ - $ - $ - $ - $ (204,487) $ (174,371) Excerpt from Five Year Forecast While both revenues and expenditures are conservatively estimated in this Financial Forecast, it contains important warning "sign posts" that cannot be ignored. As mentioned above regarding our Strategic Plan, we have time to address the outcome strategy of financial sustainability for the Town. However, we do not have an abundance of time and we must use that time wisely. Very importantly, this Financial Forecast and Strategic Plan mandates that we as a Town government begin critical conversations with the Westlake community so they understand the seriousness of this issue and understand the choices that are available to address it. This must take place if we are to keep moving forward as a Town government toward the Council's vision for Westlake. Citizen understanding of these critical challenges and critical choices is essential to the Council's ability to address them. E IMPORTANT CONVERSATIONS In his well known book, Good to Great, author Jim Collins identifies factors that have allowed businesses to have high level sustained performance over time. He has also written a monograph entitled, Good to Great in the Public Sector, where he shows how the concepts and ideas in Good to Great transfer from the private to the public sector. In looking at high performance organizations, Collins found that one of the keys to their success was their ability to "confront the brutal facts, yet never lose faith" in the midst of their "current reality." So what are the "brutal facts" regarding our "current reality?" • The Town relies primarily on sales tax and one-time permits/fees to fund its operation and debt service costs. • Sales tax used to fund General Fund services is declining due to reduced business purchasing activity and at least one significant business which had generated significant sale tax revenue being purchased and closed. • Retail development that could help increase sales tax revenue has not occurred to date and based on retail industry conditions, is unlikely to occur in the near to medium term. ♦ A significant source of sales tax is "situs agreements" that generate sales tax revenue from construction materials purchased for major economic development projects such as Deloitte and Fidelity, however, these sales tax revenues are one-time revenues. • Hotel/motel occupancy tax revenue has not grown at an appreciable rate due primarily to decreased business travel, even though the Marriott Solana expanded their room count two years ago. • Residential building permits have decreased due to the current economic climate • Large building permits from major economic development projects such as Fidelity and Deloitte have helped fund Town services; however, those economic development projects take years to develop and once Deloitte has paid its building permit, there are no further such projects even in the preliminary planning stages. Again, these are one-time revenue sources. ♦ In FY 05-06 Westlake voters approved dissolving the Town's 4A half cent economic development sales tax and replacing it with a half cent sales tax for "property tax reduction". This provided $2.2 million that was transferred to the General Fund and significantly increased the fund balance in that fund. This funding infusion, while increasing ME the General Fund's fund balance, has perhaps masked the volatility and lack of diversity of the Town's on-going revenue structure. • Fixed debt service costs are a significant part of the Town's costs and were increased in FY 07-08 with the issuance of $2.5 million of general obligation bonds for the new Sam and Margaret Lee Arts & Sciences Center at Westlake Academy. • Operating costs have increased to fund Town services, including Westlake Academy, as the Town's population, as well as the Academy's campus and enrollment growth. These costs have also grown due to natural inflationary increases. • Funding for capital projects identified in the Town's Five (5) year Capital Improvement Plan are inadequate to meet basic general government infrastructure needs for streets, drainage, parks, trails, and public buildings. • The Town's land use plan, and the zoning that implements that land use plan, features corporate office campuses and large lot single family residential as the primary land use pattern that is desired for Westlake. Both of these land uses, particularly the office land use, lend themselves more to creating a strong ad valorem tax base, not a strong sales tax base. Westlake's estimated 2009 taxable assessed valuation in Westlake is approximately $730 million net of abatements, a large ad valorem tax base for a community 6.2 square miles in land area and a population of 703 residents. Clearly, based on these "brutal facts", the Town's business model, while having worked previously, shows it will no longer work based upon current and projected economic realities and assumptions. Under the Town's present revenue stream, this business model is not sustainable beyond the next three (3) fiscal years. Realigning this model becomes our critical challenge and choice. Collins maintains that "leadership does not begin just with vision. It begins with getting people to confront the brutal facts and to act on the implications". These realities need to be part of a critical community conversation and dialogue so that Westlake residents and businesses understand the choices before us and the possible consequences of those choices so they can make informed decision on how to move forward. So, how do we begin to move forward as we deal with these "brutal facts"? In their book, The Price of Government, authors David Osborne and Peter Hutchinson offer some valuable insights into answering this question as it relates to Westlake. The authors' state: "Native Americans have many sayings, and one of the wisest is this: When you're riding a dead horse, the best strategy is to dismount. You don't change riders. You don't reorganize the herd. You don't put together a blue-ribbon commission of veterinarians. And you don't spend more money on feed. You get off and find yourself a new horse." Perhaps another way of dealing with that question is to not answer the question by using a business model to compete in the future based on assumptions that have not worked in the past. History can be a good teacher, but it often only shows (with the benefit of 20/20 hindsight) what does not work, not what will work based on the situations the future will present us. As stated earlier, while we have time to begin to address our current reality, it cannot be emphasized enough that we do not have a lot of time. We cannot afford to spend this valuable time pursuing past paradigms that have proven to be no longer viable. What is that past paradigm? It is simply this: a community cannot be a premier knowledge based community with a superior quality of life and sustain that quality of life on revenues to fund services and debt service comprised largely of sales tax, permits, fund transfers, and other one-time or highly volatile revenue sources when that community does not have a strong sales tax base and development activity is at a very low level. In The Price of Government, Osborne and Hutchinson offer "five critical decisions" that must be made by government dealing with fundamental financial issues that could help us create a new paradigm to achieve financial sustainability: 1. Getting a Grip on the Problem: Is it short or long term? Is it driven by revenues or expenses, or both? 2. Setting the Price of Government: Determining how much citizens are willing to pay. 3. Setting the Priorities of Government: Deciding which results citizens value most. 4. Setting the Price of Each Priority: Deciding how much the government will spend to produce each of these outcomes. 5. Purchasing the Priorities: Deciding how best to produce the desired results at the price citizens are willing to pay. While we have not addressed all these critical issues or answered all these questions yet, using our Financial Forecast and Direction Finders (citizens) survey, we can begin to address some of them. ➢ Getting a Grip on the Problem: Is it short or long term? Is it driven by revenues or expenses, or both? 12 Status: As shown above, our Financial Forecast shows us that this is primarily a revenue problem, although expenses can and should also be addressed also. Our revenue sources are not diverse and are declining. This is both a short term and long term problem. ➢ Setting the Price of Government: Determining how much citizens are willing to pay. Status: Direction Finders gives us a good road map to deal with this critical issue. Since the Town's government has been funded primarily with sales taxes and building permits/fees, in one sense, Westlake residents have not had to directly pay for the services provided by the Town (with the exception of water, sewer, and solid waste). Yet, Direction Finders provides good information on what they are willing or not willing to pay for as shown in these charts: Q7. Willingness of Westlake Residents to Pay a Property Tax to Fund Expanded Levels of Town Services by percentage of respondents who rated the item as a 'i to 5 on a 5 -paint scale (excluding don't knows] Public safety services 12°r® 18". 6.2%Parks. trails and recreation programs 9% 2-111. 836/m New fire station 64%/m Maintenance of streets and drainage 21'?a 6d% Westlake Academy Streetscaping New Town Hatt �$18% 70%fim{. Public art .) baa 83%Historic preservation 0% 20% 40% 60,10 80% 1001C. Very Willing (5) mWilling (d) mSomewhat Willing (3) =Not Willing (112) Source- ETC Insfi&MDrrectmnFmder(May 009-ffesdak:e,M 86% y Setting the Priorities of Government: Deciding which results citizens value most. Status: Again, Direction Finders is a good tool for the Council to help set these priorities: 13 . �°/m �� o 64%/m 110%110% 21'?a 6d% 1Q�%a 68%, �% �$18% 70%fim{. �� IiA�, 7�% x 't 0% 86% y Setting the Priorities of Government: Deciding which results citizens value most. Status: Again, Direction Finders is a good tool for the Council to help set these priorities: 13 02. Town Services That Residents Felt Were Most Important by percentage of respondents who sefecfedthe item as one of their fop three choices fluatity of pubtic safety services 77% r Westlake Academy 41 % r r Mairt&_ace of Town sheets 330 e3uaft♦f of water utifo6f secvir-es 3 30 q Parks, trait-, and recreation program-ltantitia- 30°f We4lakp'- emergency prpparr�dnPc- Pffnd- 2�0f r i r Town efforts to manage storm water run-off 121 � r i r Quafify of customer service provided by the Town 12°/d Effee_tveness of Town communication 12%: r i r Ouatity of wastewater utility services S% 0% 20% 40% 60% 80% il■ I st Choice =2nd Choice m3rd Choice Source= ETC Asithde DirecimnAnder (May ?M - Wesikka, 719 01. Overall Satisfaction With Town Services by Major Category by percentage of respondents who rated the dem as a i to 5 on a 5 -point sole f excluding don't knows) Quality of public safety services Quality of customer service provided by the Town Effectiveness of Town communication Westlake's emergency preparedness efforts Maintenance of Town streets Quality of water utility services Quality of wastewater utility services Westlake Academy Parks, trails, and recreation programstfacilities Town efforts to manage storm water run-off 0% 32% 49% 170. 31%Q 46% a 17°. 2$% 461% 9 J°o 24% 41 kn 28% 20% 43 25% 20% 41% 22% 19% 41% 27% WN 32% 21%. 3% ! 270 199'6 27% 33% % 20% 40% 60% 80% 100% Very Satisfied (5) IMISatisfied (4) ONeutraf (3) 11111lDissafisfied (712) .source- EIC Institute DirectionFinder (Uay 2009 - Westlake, TY) 14 Importance -Satisfaction Rating 2009 Town of Westlake Resident Survey OVERALL category of Service Most Most Important Important Satisfaction Satisfaction % Rank % Rank Importance - Satisfaction Rating I -S, Rating Rank High Priority ir5 .10.201 We :tlnke Ararlarny 41% 2 55% S 0.1845 1 Quality of public safety services 77°/ 1 80% 1 0.1540 2 Parka, trails, and rein ation programnAarilitip_s 30% 5 54% 9 0.1380 3 Oijality of water utility servires 330% 4 61 aJ 6 0.1297 4 Mainienanrp of town strppts 330% 3 63GJ 5 0.1221 5 Aledrum Jononty (IS a i[rl Westlake's emergency preparedness efforts 20°! 6 6501. 4 0.0700 5 Town efforts to manage storm water run-off 12% 7 46% 10 0.0648 7 Quality of wastewater utility services 8% 10 60% 7 0.0320 Effectiveness of Town communication 12% 9 74% 3 0.0312 Orality of customer service provided by the Town 121/o 8 77% 2 0.0276 Note: The f -S Rating is calculated by multiplying the 'Most Important" % by II -'Satisfaction' %) Most Important %- The nUA lrnportw? pe riVe repr is Fie sum 4 Me hist, s d, and Fid rrrx9 mgmrfanl �=pnnea_s hw as k Aem ftw_cpv�Yvrk •a•.+N d�� 4n dr�•dAy the 6—* y#-94 4-ild rmei. W.rr ienphasi4—W. -i taa) rs SatlSfacti0n 1_ The'Gabs "_' per—lap represL Ure sun of Fre raFnpW and'5'exckxkig MorA lmaus.' Respondent ranked thew Ie M of s WaGtrn mth Urn each of Fie i -m m a scale d1 to 5 rih'Tb irg—y sa:Isfied ard'l'Meng very lis-i4e C- 2009 DirccdonFinder by ETC Instituto ➢ Setting the Price of Each Priority: Deciding how much the government will spend to produce each of these outcomes. Status: This is a policy decision that must be made by the Council over the next two fiscal years if we are to achieve financial sustainability per our Strategic Plan. ➢ Purchasing the Priorities: Deciding how best to produce the desired results at the price citizens are willing to pay. Status: Some of this has been done in the past, but even more will need to be done in terms of looking at all methods of service delivery including direct service delivery and out -sourcing of service delivery. Additionally, we may need to set purchasing "ceilings" (i.e. - the most we are willing to spend) on some services such as Westlake Academy, if for no other reason than due to our limited financial resources. 15 STRATEGIC PRIORITIES- POSITIONING OURSELVES FOR THE FUTURE Based on our financial forecast, FY 2009-2010 will be a pivotal year for the Town of Westlake. With a conservative revenue forecast, conservative expenditures, and making use of some of the General Fund's fund balance from the $2 million Deloitte University building permit (one- time revenue), we can weather the next fiscal year. And, if we make good use of the next twelve months to engage Westlake citizens and businesses in a conversation and dialogue regarding the choices in front of us, then FY 2010-2011 will be the time where we can begin to position ourselves to achieve our strategic outcome of financial sustainability. As we move forward many more questions and areas will need to be examined including: • What are the "core" services that the Town should offer and what is the best way to offer them? • What level of financial support can we provide for Westlake Academy versus the Academy pursuing other funding through the Foundation or other means? • What's the best way to engage the greater Westlake community in these critical conversations and dialogue? • What do we want the Town of Westlake to look like and be fifty years from now? This all must be done as we ask the brutal questions, but never lose faith in the Town of Westlake as a premier place to live, work, and be educated. That is why the theme for the FY 2009-2010 Budget is "Critical Challenges, Critical Choices". With thoughtful consideration and dialogue, we can turn these challenges into opportunities. CLOSING COMMENTS In over thirty years of public service, I have never written a budget transmittal letter like this one. I have come to the conclusion that the reason I have not written something like this before is that Westlake is a very unique community. While we are small, our small size allows us to do many things larger communities cannot do. This gives us a huge advantage and opportunity to set the standard for a premier community quality of life in both education and municipal services. But, setting a standard for an excellent quality of life comes at a price, and we will have to determine what that price is, as well as what Westlake residents are willing to pay to achieve it. Even with the financial challenges of the current economic climate, this budget is built on a conservative fiscal philosophy resting on a solid financial stewardship foundation. It maintains existing levels of service. And, in concert with the Council's strategic priorities, advances others, all without the use of a municipal property tax and in a time of economic down -turn. This FY 09-10 Budget gives us an exciting opportunity to move Westlake further toward its OR vision of being a one -of -a -kind, premier, knowledge-based community. The Town of Westlake does not create wealth, but instead only spends public dollars collected on behalf of our citizens. We exist as a municipal corporation for one reason alone: to prioritize and deliver the best services possible with the resources provided to achieve an exceptional quality of life. With the Council, Staff, and Community working in tandem as a team, we can achieve much. A major part of that team work in FY 09-10 will be engaging Westlake citizens in this process of determining the not only how their Town government will be funded, but what this Town will be and will become. Osborne and Hutchinson noted this about citizens and their view of funding government: "...they (citizens) want government to provide what only the public sector can provide ... But they want their money's worth. They want value for dollars. When they can't get it, they often opt for tax cuts and private services. When they do get value from public institutions, however, they are often willing to invest in them." And that's our challenge, making sure that Westlake citizens have that confidence in us and feel they are getting value from their Town government so they are willing to invest in the services we provide. In closing, I would like to recognize and commend the staff Leadership Team for their concerted efforts in putting this FY 09-10 Budget together for Council consideration. The Leadership Team recognizes the challenges we face financially and they submitted conservative budget requests given this situation. Special recognition and thanks are due to Director of Finance, Debbie Piper, and Finance Assistant, Jaymi Ford, for their efforts in putting together this budget document. It has required long hours to make this not only a financial document, but a policy document that is easy for our citizens to read and understand. I appreciate their dedication and the effort they have invested in this process. Finally, my thanks and appreciation also go to the Town Council for the countless volunteer hours you invest in governing Westlake for the betterment of all. Sincerely yours, Thomas E. Brymer Town Manager/CEO Westlake Academy 17 Resources Cited Collins, Jim, "Good to Great," Why some Companies Make the Leap and Others Don't, First Edition, 2001. Osborne, David, and Hutchinson, Peter, The Price of Government," Getting the Results We Need in an Age of Permanent Fiscal Crisis, 2004. 18 Citizens of Westlake Mayor and Town Council Town Attorney Texas Student Housing Executive Manager Finance Manager Head of School Planning & Development & Building Inspector Administrative Clerk Facilities Maintenance 1 Administrative Municipal Court Marshal Deputy Clerks Public Works Technician 19 Town Town Secretary Manager Assistant to the Town Manager Administrative Services and Human Resources administrative Clerk 1 Parks and Recreation Finance Department Finance Records & Assistant Revenue Clerk Fire Chief Fire/EMS Staff I This page is intentionally blank FY 09/10 Budget Overview Introduction The Town of Westlake's 2009 fiscal year begins on October 1, 2009 and ends September 30, 2010. It provides the framework to implement the Town's vision, mission and value statements as set out by the Town Council. The Town's annual budget is prepared in the context of a five (5) year financial forecast. The proposed budget is submitted to the Council approximately thirty to forty five days before the beginning of the fiscal year for their consideration. The Town's budget is set out by fund. It is designed to provide a clear picture of proposed Town spending, allocation of financial resources, and priorities as well as how they are set to carry out the policy direction of the Council. In addition to a fund format, this proposed budget is the beginning of efforts to show the allocation of the Town's resources in concert with the Town's strategic planning efforts. A "bottom-up" approach is used to solicit input from the staff Leadership Team as to their operations' needs with an approach that: ■ Identifies costs to provide the current level of services. ■ Identifies additional cost increases needed to maintain the current level of service. ■ Additional resources necessary to provide new or increased levels of service. ■ Delineates changes in fund balance levels for each fund. Expenditure Overview The following is an expenditure comparison by fund group showing: ■ Estimated fund expenditures for the current year FY 08/09 ■ Base budget for FY 09/10 without cost/inflation increases ■ The additional funds (amount of base cost increases) necessary for FY09/10 to maintain the same level of service as in FY 08/09 ■ The proposed base budget for FY 09/10 with those cost/inflation increases ■ Costs for new or expanded service costs for FY 09/10 ■ The Proposed Budget for FY 09/10 with cost increases and certain recommended new or expanded level of service costs or new major maintenance or capital improvement projects. 20 Estimated FY 08/09 FUND TYPE Fund Balance Fund Balance Summary Maintain Expanded FY 09/10 Current Level Level of Revenue Base of Service Service Increase Adopted 09 vs 30 FY 09/10 Increase Fund Balance (Decrease) Fund Balance 2,771,739 3,904,487 0 0 0 3,904,487 1,132,749 Revenues 5,942,936 2,597,856 0 0 1,207,985 3,805,841 (2,137,095) Expenditures 4,810,187 4,016,855 16,350 557,189 0 4,590,394 (219,793) General Fund 3,904,487 2,485,488 16,350 557,189 1,207,985 3,119,934 (784,553) Fund Balance 512,793 483,162 0 0 0 483,162 (29,631) Revenues 851,100 588,600 0 0 138,800 727,400 (123,700) Expenditures 880,731 0 757,131 0 0 757,131 (123,600) 4B Fund 483,162 1,071,762 757,131 0 138,800 453,431 (29,731) Fund Balance 1,451,153 802,385 0 0 0 802,385 (648,768) Revenues 511,475 476,975 0 0 0 476,975 (34,500) Expenditures 1,160,243 375,190 0 331,781 0 706,971 (453,272) Visitors Fund 802,385 904,170 0 331,781 0 572,389 (229,996) Fund Balance 0 0 0 0 0 0 0 Revenues 0 0 0 0 161,000 161,000 161,000 Expenditures 0 0 0 161,000 0 161,000 161,000 SR Fund 0 0 0 161,000 161,000 0 0 Fund Balance 76,569 0 0 0 0 0 (76,569) Revenues 218,211 0 0 0 0 0 (218,211) Expenditures 294,780 0 0 0 0 0 (294,780) FM 1938 Fund 0 0 0 0 0 0 0 Fund Balance 62,059 54,609 0 0 0 54,609 (7,450) Revenues 16,550 16,550 0 0 0 16,550 0 Expenditures 24,000 24,000 0 0 0 24,000 0 Cemetery Fund 54,609 47,159 0 0 0 47,159 (7,450) Fund Balance 0 50,000 0 0 0 50,000 50,000 Revenues 64,000 - 0 0 94,336 94,336 30,336 Expenditures 14,000 5,000 0 89,336 0 94,336 80,336 V&E Fund 50,000 45,000 - 89,336 94,336 50,000 Fund Balance 505,665 1,035,665 0 0 0 1,035,665 530,000 Revenues 855,000 588,500 0 0 138,800 727,300 (127,700) Expenditures 325,000 - 563,344 472,336 0 1,035,680 710,680 PTR Fund 1,035,665 1,624,165 563,344 472,336 138,800 727,285 (308,380) Fund Balance 13,459 13,559 0 0 0 13,559 100 Revenues 100 100 0 0 0 100 - Expenditures - - 0 0 0 0 - Lone Star Fund 13,559 13,659 - 13,659 100 Fund Balance - - 0 0 0 - - Revenues 1,501,957 - 0 0 1,499,750 1,499,750 (2,207) Expenditures 1,501,957 1,501,957 (2,207) 0 0 1,499,750 (2,207) Debt Fund - (1,501,957) (2,207) - 1,499,750 - - Fund Balance 121,510 230,445 0 0 0 230,445 108,935 Revenues 292,085 - 0 0 590,500 590,500 298,415 Expenditures 183,150 - 0 590,500 0 590,500 407,350 Capital Fund 230,445 230,445 - 590,500 590,500 230,445 Fund Balance 3,111,961 0 0 0 0 0 (3,111,961) Revenues 1,444,833 - 0 0 0 0 (1,444,833) Expenditures 4,556,794 - 0 0 0 0 (4,556,794) A&S Fund 0 0 - 0 - Fund Balance 1,427,076 1,728,996 0 0 0 1,728,996 301,921 Revenues 2,334,250 2,285,000 0 0 246,766 2,531,766 197,516 Expenditures 2,032,329 1,887,245 154,837 283,512 0 2,930,593 898,264 Utility Fund 1,728,996 2,126,752 154,837 283,512 246,766 1,330,170 (398,827) Fund Balance 35,000 50,000 0 0 0 50,000 15,000 Revenues 15,000 - 0 0 22,500 22,500 7,500 Expenditures - - 0 22,500 0 22,500 22,500 UMM Fund 50,000 50,000 22,500 22,500 50,000 Fund Balance 35,000 50,000 0 0 0 50,000 15,000 Revenues 90,500 23,000 23,000 (67,500) GMM Fund 50,000 50,000 23,000 23,000 50,000 GRAND TOTAL 8,403,308 7,146,642 1,489,455 (2,531,154) 4,123,437 6,644,471 (1,758,837) 21 It is important to note that a portion of the General Fund's fund balance is to be utilized in FY 09-10 to balance this budget. This is due to the current economic climate that has resulted in declining revenues; particularly sales tax. Also, revenue has fallen from one-time sources such as sales tax situs agreements, building permits from one-time major economic development construction projects, as well as decreased building permits from a slow down in new residential construction. Revenue and Expenditure Comparison by Fund Type This summary comparison uses a similar format to the one above, but shows fund balance, revenues and expenditures by fund for FY 09/10: Beginning Adopted FY09/10 Fund Type Fund Balance Revenues/ Transfers Expenditures/ Transfers nding Fund Balance Governmental $ 3,904,487 $ 3,805,841 2,203,661 $ 4,590,394 2,779,118 $ 3,119,934 1,863,922 Special Revenue 2,439,379 Debt - 1,499,750 1,499,750 - Capital 230,445 Enterprise 1,728,996 590,500 590,500 230,445 1,330,170 2,531,766 2,930,593 Internal Services 100,000 45,500 45,500 100,000 GRAND TOTAL $ 8,403,308 $ 10,677,018 $ 12,435,855 6,644,471 $7,000,000 $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 Governmental Special Revenue Debt Capital Enterprise Internal Services J Beginning Fund Balance J Revenues/ Transfers J Expenditures/ Transfers J Proposed FY09/10 Ending Fund Balance 22 Recommended Service Level Adjustments This table provides a summary by fund of the service level adjustments (SLA's) proposed for FY 09/10. There are two types of SLA's used in this budget to track cost increases. First is an SLA that maintains the current service level. That is, it contains funding to deal with cost/inflation increases that represent new cost, but continues to provide the current level of service. The second type of SLA identified tracks all costs (minus associated revenues) of providing a new or expanded level of service. Maintain Expanded Revenue Inc. or Dept Fund Current Level Level of Expenditure TOTAL of Service I Service Reductions 100 General Fund 200 4B E/D Fund JJ-- 220 Visitor Fund 250 Special Revenue Fund $ 16,350 757,131 $ 557,189 $ 1,207,985 $ 634,446 (618,331) (331,781) - - 138,800 - 331,781 - - 161,000 161,000 252 FM1938 Fund - - - - 255 Cemetery Fund - - - - 257 Vehicle & Equipment Fund - 89,336 94,336 5,000 260 Property Tax Reduction Fund 563,344 472,336 138,800 (896,880) 418 Lone Star Fund - - - - 300 Debt Service Fund (2,207) - 1,499,750 590,500 1,501,957 410 Capital Project Fund - 590,500 - 411 Arts & Science Fund - - - - 500 Utility Fund 154,837 283,511 246,766 (191,583) 510 Utility Major Maint Fund - 22,500 22,500 23,000 23,000 - 600 General Major Maint Fund - - GRAND TOTAL Iff $ 1,489,455 $ 2,531,154 $ 4,123,437 $ 102,829 23 PROJECTED FUND BALANCES ALL SOURCES FISCAL YEAR 2009-2010 Funds Projected Beginning Fund Balance 10/1/2009 Projected Revenues and Other Funding Sources Projected Expenditures and Other Funding Uses Net Change Projected Ending Fund Balance 9/30/2010 Percent of all Funds General Fund $ 3,904,487 $ 3,805,841 $ 4,590,394 $ (784,553) $ 3,119,934 47% 4B Economic Development 483,162 727,400 757,131 (29,731) 453,431 7% Visitors Association 802,385 476,975 706,971 (229,996) 572,389 9% Special Revenues - 161,000 161,000 - 0% FM1938 - - - - 0% Cemetery 54,609 16,550 24,000 (7,450) 47,159 1% Vehicle/Equipment 50,000 94,336 94,336 50,000 1% Property Tax Reduction 1,035,665 727,300 1,035,680 (308,380) 727,285 11% Debt Service - 1,499,750 1,499,750 - 0% Capital Projects 230,445 590,500 590,500 230,445 3% Arts & Sciences 0 - - - 0 0% Lone Star 13,559 100 - 100 13,659 0% Utility 1,728,860 2,531,766 2,930,593 (398,827) 1,330,033 20% Utility Major Maint 50,000 22,500 22,500 50,000 1% General Major Maint 50,000 23,000 23,000 50,000 1% TOTAL $ 8,403,172 $ 10,677,018 $ 12,435,855 $ (1,758,837) $ 6,644,334 100% ■ Lone Star, I ■ Arts & Sciences,( ■ Capital Projects, ■ Debt Service, 0°r ■ Property TaxRedi ■ Vehicle/Equipm ■ Cemetery, 1% ■ Special Revenue ■ FM ■ Visitors Association, 9% ■ Utility Major Maint, 1% General Major Maint, 1% ■ I ility_ 90% n I 24 4B Economic Development, 7% ■ General Fund, 47% PROJECTED EXPENDITURES ALL SOURCES FISCAL YEAR 2008-2009 Total w/o UM GM Expenses I GF 100 4B 200 VA 220 SRF 250 CF 255 VE 257 PTR 260 DS 300 CP 410 OF 500 22,500 23,000 TOTAL Percent 5 0 600 Payroll 44.88% 0.00% 4.16% 1.58% 0.24% Salaries 1,522,512 - 140,629 - - - 169,119 - - - - - 1,832,259 Payroll 100% revenue Related 441,219 - 42,105 - - - 55,165 - - - - - 538,489 Supplies 177,403 33,350 65,000 9,000 7,717 92,470 Services 1,431,648 174,475 9,000 1,500 1,415,544 3,032,166 Insurance 28,052 - 6,439 34,491 Maintenance 236,342 - 6,000 83,400 325,742 Rent 1,035,680 - - 142,500 - Utilities 248,261 - 34,137 - - - 111,805 - - - - - 394,203 Eco Dev 488,327 488,327 Incentives- 706,971 - - - - - - - - - - 1,035,680 Capital 590,500 2,930,593 22,500 23,000 12,435,855 8,581 96,000 94,336 59,000 257,917 Outlay - - - Capital - 590,500 605,000 22,500 23,000 1,241,000 Projects - - - - - - - IFA richt 1,498,250 274,904 _ _ _ 1,773,154 Total w/o Transfers 4,582,344 - 424,696 161,000 24,000 94,336 - 1,499,750 590,500 ,788,093 22,500 23,000 10,210,219 Percent oftotal 44.88% 0.00% 4.16% 1.58% 0.24% 0.92% 0.00% 14.69% 5.78% 27.31% 0.22% 0.23% 100% revenue Transfers 8,050 757,131 282,275 - - - 1,035,680 - - 142,500 - - 2,225,636 Out Fund Totals 4,590,394 757,131 706,971 161,000 24,000 94,336 1,035,680 1,499,750 590,500 2,930,593 22,500 23,000 12,435,855 Capital Outlay 3% ■ ED Incentives 5% ■ Rent & Utilities 4% Maintenance 3% Insurance 0% ❑ Service 30% ■ Transfers Out 18% k��l 25 IFA/Debt .17510 ■Payroll/Salaries 18% ■ Payroll Related Supplies 3% 3% PROJECTED REVENUES ALL SOURCES FISCAL YEAR 2008-2009 Total w/o UM GM Revenues GF 100 4B 200 VA 220 SRF 250 CF 255 VE 257 PTR 260 DS 300 CP 410 418 OF 500 510 600 TOTAL General Sales 40% 9% 6% 2% Tax 1,452,600 726,300 - - - - 726,300 - - - - - - 2,905,200 Contributions 30% 0% 0% 100.00% total revenue 100,000 - - - - - - - 430,500 - - - - 530,500 Beverage Tax 17,750 - - - - - - - - - - - - 17,750 Franchise Fees 646,675 - - - - - - - - - - - - 646,675 Permits & Fees 505,220 - - - - - - - - - - - - 505,220 Inter Governmental 180 - - - - - - - - - - - - 180 Fines & Forfeits 547,460 - - - - - - - - - - - - 547,460 Investment Earnings 11,200 1,100 3,700 - - - 1,000 - - 100 3,600 - - 20,700 Misc Income 106,756 - 23,275 - 3,000 - - - - - 8,000 - - 141,031 Grants - _ - 152,950 - - - - - - - - - 152,950 Charge for Services - - - - 13,550 - - - - - 2,520,166 - - 2,533,716 Hotel Tax as„..... _ _ atn nnn _ _ _ _ _ _ _ _ _ _ asn nnn Total w/o Transfers In 3,387,841 727,400 476,975 152,950 16,550 0 727,300 - 430,500 100 2,531,766 - - 8,451,382 Percent of 40% 9% 6% 2% 0% 0% 9% 0% 5% 0% 30% 0% 0% 100.00% total revenue Transters In 418,000 0 0 8,050 0 94,336 0 1,499,750 160,000 0 0 22,500 23,000 2,225,636 Fund Totals 3,805,841 727,400 1 476,975 1 161,000 1 16,550 1 94,336 1 727,300 1,499,750 1 590,500 100 2,531,766 1 22,500 1 23,000 1 10,677,018 ■ General Sales Tax 34% Hotel Tax Revenues 5% Charge for Services 30% 26 M Contributions 6% L Grants 2% ■ Franchise Fees 8% C] Permits & Fees 6% ■ Fines & Forfeits 7% Misc Income 2% See table below for detailed Transfers In and Transfers Out for all Funds: General Fund monies proposed to be transferred are one-time revenues (i.e. - not occurring annually) TRANSFERS OUT AND TRANSFERS IN - ALL FUNDS 118,000 Transfer In from Utility Fund 300,000 Transfer In from Property Tax Reduction Fund - Transfer In from Visitor Association Fund General Fund $ 418,000 Total Transfers In Vehicle /Equipment Replacement Fund - Transfer Out to General Major Maintenance 8,050 Transfer Out to Special Revenue Fund $ 8,050 Total Transfers Out 4B Economic 757,131 Transfer Out to Debt Service Fund Development Fund $ 757,131 Total Transfers Out - Transfer Out to General Fund Visitor 179,275 Transfer Out to Debt Service Fund Association 100,000 Transfer Out to Capital Projects Fund 3,000 Transfer Out to Vehicle /Equipment Replacement Fund $ 281,275 Total Transfers Out Special 8,050 Transfer Out to General Fund Revenue Fund $ 8,050 Total Transfers In 89,336 Transfer In from Property Tax Reduction Fund Vehicle 2,000 Transfer in from Utility Fund Equipment Fund 3,000 Transfer in from Visitors Association Fund $ 94,336 Total Transfers In 300,000 Transfer Out to General Fund 563,344 Transfer Out to Debt Service Fund Property Tax 23,000 Transfer Out to General Major Maintenance Fund Reduction 89,336 Transfer Out to Vehicle/Equipment Replacment Fund Fund 60,000 Transfer Out to Capital Projects $ 1,035,680 Total Transfers Out 757,131 Transfer In from 4B Economic Development Fund Debt Service 563,344 Transfer In from Property Tax Reduction Fund Fund 179,275 Transfer In from Visitor Association Fund $ 1,499,750 Total Transfers In 118,000 Transfer Out to General Fund 22,500 Transfer Out to Utility Major Maintenance Fund Utility Fund 2,000 Transfer Out to Vehicle/Equipment Replacement Fund $ 142,500 Total Transfers Out Utility Major 22,500 Transfer In from Utility Fund Maint Fund $ 22,500 Total Transfers In 23,000 Transfer In from Property Tax Reduction Fund General Major - Transfer In from General Fund Maint Fund $ 23,000 Total Transfers In 27 Staffing Levels/Salary & Wage Associated Costs Overall staffing for the Town in FY 09-10 is proposed to remain the same. One position has been eliminated in the Fire/Emergency Services Department (Director of Public Safety) and one position is proposed to be added to support human resources, facility maintenance, and development review/planning. Department Position Addition Planning & Zoning New administrative clerk .33 Human Resources New administrative clerk .33 Maintenance/Facilities New administrative clerk .33 Total Proposed New Positions FY 09/10 1.00 Salary costs have been budgeted at an overall average of 2.4% market increase to help municipal employees track market. However, the percentage of market movement will vary by position depending on where the position falls within the pay market. No performance pay is proposed for FY 09/10. A detailed listing of all positions by department is located in the appendix. Fiscal Year 2008/2009 General Fund Departmental Summaries The General Fund, as the name indicates, funds many of the Town's general municipal services. As such, it is the Town's primary fund with a variety of funding sources which finance many primary services. Half of the Town's sales tax, all development and permit fees, franchise fees, citation revenue, and miscellaneous other revenues support this fund. The Town's one-half cent sales tax that supports the General Fund is projected to decrease in FY 09-10 based on the current year receipts. For that reason it is proposed to transfer $300,000 of funding from the Property Tax Reduction Fund sales tax to off -set the under -performance of the regular half cent municipal sales tax and cover operating expenditures in FY 09/10. The General Fund is responsible for all administrative expenditures, including non -enterprise and non -Visitor Association personnel. Expenditures out of the General Fund also include building and code compliance, municipal court, emergency services, public works, facilities maintenance (including Westlake Academy), parks and recreation, consulting, finance, and human resources. Before reviewing each department's initiatives for FY 09/10, it should be noted that each member of the Leadership Team has assigned responsibilities related to achievements targeted in the Town's Strategic Plan. This is in addition to Leadership Team members' department operational responsibilities. For the FY 09/10 Proposed Budget, the following is a summary description of major areas of emphasis or service level adjustments by department: 28 ❖ Administrative (Dept 11) This department provides executive management leadership in terms of coordination and leadership of the Town's operations. Major areas of emphasis and/or service level adjustments for FY 09/10 for this department are proposed to include: • Implementation of the recently adopted Town strategic plan along with the development of a complimentary Academy strategic plan limited to outcome measures • Compiling a plan for addressing the strategic outcome identified in the Town's strategic plan, "financial sustainability for the Town of Westlake, including Westlake Academy". • Improving and implementing the Town's capital improvement budgeting process • Take next steps in on-going continuous improvement process to develop a more programmatic budget tied to strategic plan • Pursuing continued development of the "Governing and Managing for Outcomes" structure for the Town described in the transmittal letter for this budget • Continued emphasis on improving citizen outreach and communication ❖ Planning and Zoning (Dept 12) The Building/Code Compliance Department focuses on all aspects of planning, development review, inspection, and administration of the Town's building and development codes. In FY 09/10 this department will include areas of focus and service delivery that includes: • Updating the Town's entire comprehensive plan including land use, thorough fare plan, open space, water/sewer, and streetscape master plans • Implementation of the Town's recently adopted oil/gas drilling and production ordinance. • Overseeing the development and construction of the approximate $300 million Deloitte University project. • Developing various amendments for the Town's zoning and development related ordinances ❖ Town Secretary (Dept 13) The Town Secretary's Office maintains all official Town records, conducts Town elections; attends the Town Council, Board of Trustee, the Texas Student Housing Authority, and numerous Town advisory boards. Major initiatives and service level adjustments for this department in FY 09/10 are proposed to include: • Exploring options for continued implementation of paperless packets for Council and extending this to Planning and Zoning packets • Conduct a records inventory for the Town Secretary office and create a records control system • Electronic imaging of Town and Academy permanent records • Continued staff support of assigned advisory boards, Council, Board of Trustees, and the Texas Student Housing Authority (TSHA) 29 ❖ Fire/Emergency Services (Dept 14) This department contains programs and costs related to meeting the Town's fire, police, and emergency medical services needs. FY 09/109 provides the following highlights for this department: • Continued enhancement of public education/prevention programs to extend to all family members • Development of management systems and standard operating procedures designed to improve daily operations and maintain service levels • Pursuing grant opportunities for equipment and facility improvement. ❖ Municipal Court (Dept 15) This department provides the Town with professional legal adjudication services in an integral manner for Town residents and those using the Court's services, all done with a high level of customer service. In FY 09/10 the department will: • Proactively pursue collection of outstanding fines utilizing part-time temporary employees to monitor extended payment plans and other alternative collection opportunities • Benchmark collection rates for this court with industry and area standards • Utilizing MDT technology, aggressively pursue office and field collection of outstanding warrants ❖ Public Works (Dept 16) The Public Works Department oversees planning and maintenance of the Town's infrastructure including its street system, drainage ways, traffic operations, duct bank, solid waste collections, and water and sewer utility. Additionally, this department is responsible for oversight of major maintenance projects and capital projects for these areas of the Town's infrastructure. In FY 09/10 new areas of focus for this department include: • Completing N-1 sewer line transfer to the Trinity River Authority • Monitoring the success of solid waste collection initiatives that focus on recycling and improved efficiencies • Overseeing capital improvement projects relating to FM 1938, its streetscape, as well as the water and sewer system ❖ Facilities/Maintenance (Dept 17) Facilities Maintenance is responsible for oversight of all planning and management related to maintaining the Town's buildings and physical plant. This responsibility includes oversight of the maintenance of the Town's $18 million Westlake Academy civic complex. This department in FY 09/10 will: • Management of the recently completed Westlake Academy Arts & Sciences Center • Facilities Plan to be developed to guide funding of general major maintenance fund • Support planning efforts on updating the Town's comprehensive plan 30 ❖ Finance (Dept 18) Finance Department provides services that include accounts payable/receivable, utility billing, permitting, and records management for the Town, Westlake Academy and Westlake Academy Foundation. In FY 09/10, this department will: • For the third year, pursue and receive the Government Finance Officers Association Distinguished Budget Presentation Award • Examine sales tax payer records and possible hotel/motel tax receipts audit • Facilitate conversion of Town and Academy budgets to program formats • Receive an unqualified audit opinion • Submit the FY 08-09 Comprehensive Annual Financial Report (CAFR) for GFOA recognition • Continue to provide financial management support to Westlake Academy operations ❖ Parks and Recreation (Dept 191 The Parks & Recreation Department is responsible for maintaining and managing the Town's trail system, parks, parks planning, and special events. This department will pursue the following areas of focus in FY 09/10: • Support updating of comprehensive plan as it relates to parks, open space and trails. • Implementation of the Terra Bella open space/trail system • Guide creation and implementation of cemetery master plan • Additional staff support position shared with Planning and Zoning and Parks/Facilities Departments. This support person is contingent upon review of revenues at mid -year. ❖ Information Technology (Dept 20) The Department of Information Technology has as its central focus support of all the Town's municipal information technology systems including software and hardware. This includes overseeing software and hardware contracts for third party vendors as well as planning for IT functions, their hardware replacement needs, and software/security support. During FY 09/10 this Department will pursue: • Improved IT service delivery to Town departments and Westlake Academy via usage of internal staff in lieu of out -sources services • Continued emphasis on use of IT to improve delivery of Town services • Develop a 5 year technology plan • Replacing critical IT system infrastructure originally installed in 2003 when Westlake Academy was constructed 31 ❖ Human Resources/Administrative Services (Dept 21) The HR/Administrative Services Department is a new department in the FY 09/10 budget, as it was formerly integrated within the Finance Department. This department provides services to external customers as well as internal operations of the Town of Westlake and Westlake Academy. These services include all HR functions, Payroll, Benefit Administration and Risk Management. In FY 09/10 recommended service level adjustments for this department include: • Complete a comprehensive compensation plan based on the organizations vision, mission and values • Improve integration of Westlake Academy human resources operations to Town. • Additional staff support position shared with Planning and Zoning and Parks/Facilities Departments. Fiscal Year 2009/2010 - Fund Summaries Utility Fund • The Utility Fund is responsible for all water, sewer, and telecommunications duct bank service in the Town. The water and sewer services have become more efficient with the inclusion of the Town's Supervisory Control and Data Acquisition (SCADA) system and pressure release valves. The Town continues to use these new technologies to control inflows into our storage facilities and minimize the annual peak payment charges to the City of Fort Worth. In FY 08/09 a solid waste cost center was created in this fund to charge the solid waste collection fees the Town began collecting recently for its residential solid waste collection franchisee. Capital projects funded by the Utility Fund are described in the capital improvements portion of this overview. The revenues for this fund were estimated based upon a water and sewer rate increase that was approved by the Town Council and went into effect in January 2009. The purpose of this rate increase is to fully recover all system costs as well as provide for capital improvements and maintenance of our water and sewer utility. ❖ Visitors Association Fund The Visitor's Association Fund was established in late FY 1999/2000 and collects a 7% hotel occupancy tax from the Marriott Solana and any future Westlake hotels. FY 2004/2005 saw the launch of a new program in partnership with the Marriott to operate a shuttle service to deliver and return Marriott visitors to DFW Airport. There are also funds proposed to be used for marketing and communication efforts of the Town. It is also proposed in FY 09/10 to utilize monies from this fund to pay debt service expenditures for the $2.5 bond issue to construct the Sam and Margaret Lee Arts &Sciences Center at Westlake Academy. 32 •'• Property Tax Reduction Fund • The Westlake Property Tax Reduction (PTR) Fund will continue to receive its funding from a cent sales tax levy that was formerly earmarked for the 4A Economic Development Corporation. The purpose of this fund is to reduce local property tax rates throughout Texas by providing cities with an additional unrestricted revenue source. In Westlake's case, this fund will mitigate economic pressure to adopt a local property tax. These funds may be used for general Town expenditures and in FY 09/10 it is proposed to use these funds to fund a portion of debt service, equipment replacement and major maintenance as well as a portion of the General Fund operations. ❖ 4B Economic Development Fund The 4B Economic Development Fund collects a % cent sales tax to be used for qualified development projects. The 4B Fund has been committed to the repayment of the debt incurred for the Town's Civic Campus project. ❖ Cemetery Fund The Cemetery program includes all operations associated with the 5.5 acre cemetery located on J.T. Ottinger Road. This includes interment, lot sales, record keeping, and all maintenance associated with the grounds, fence tree and flower beds. ❖ FM1938 Fund This is a Texas Department of Transportation project which staff felt justified setting up a separate fund to track pass-through expenditures and contributions from other cities associated with this project. •'• Debt Service Fund The Debt Service Fund was created to clearly illustrate the Town's debt service picture. The Town's debt obligations are consolidated into one fund with payments being transferred from 4B Economic Development Fund and the Visitors Association Fund for the payment of our original two issues of certificates of obligation, the bond refunding in relation to the construction of the Civic Campus, as well as the $2.5 million in G.O. Bonds issued in FY 07-08. Future CO's and General Obligation debt issuances will be paid from this fund. •'• Capital Projects Fund • This fund tracks the infrastructure and building projects funded with general fund operating transfers, intergovernmental revenue, bond funds and other special fund sources. Capital projects are those projects over $25,000 that may extend over one fiscal year to complete and reflect multiple expense categories such as engineering, design and construction. All capital projects illustrate not only the expenditure and revenue sources, but ongoing operations impact. 33 ❖ Arts and Sciences Center Fund This capital project was set up in its own fund due to the number and complexity of the funding sources. This capital project will be completed by the end of FY 08/09. •'• Vehicle & Equipment Fund ♦ The Vehicle and Equipment Fund (V&E) was created to provide a mechanism for long term repair and replacement of vehicles and large major equipment. The V&E Fund receives planned portions of revenues from the General Fund to set aside for future vehicle and equipment repairs and replacement. This helps to avoid future funding shortfalls and forces a more conservative pattern of spending in light of uncertain future revenues. ❖ General Maior Maintenance Fund The General Major Maintenance Fund (General MMF) was created to provide a mechanism for long term repair and replacement of large capital assets such as HVAC, walls floors and ceilings, plumbing, electric, roadways, etc. The General MMF receives planned portions of revenues from each operating fund that owns and maintains capital assets to set aside for future capital repair and replacement. This helps to avoid future bond programs and forces a more conservative pattern of spending in light of uncertain future revenues. •'• Utility Maior Maintenance Fund • The Utility Major Maintenance Fund (Utility MMF) was created to provide a mechanism for long term repair and replacement of large capital assets such as pump stations, lift stations, elevated and ground storage facilities, etc. The Utility PCMF receives planned portions of revenues from the Utility Fund to set aside for future capital repair and replacement. This helps to avoid future bond programs and forces a more conservative pattern of spending in light of uncertain future revenues. 34 Capital Improvements and Major Maintenance Projects In FY 09-10, the following capital improvement projects and major maintenance projects are proposed for funding: Capital Projects Fund 410 • Water Well for the Civic Campus - $60,000 This project will provide water for the Civic Campus which includes 70 irrigation zones for the soccer field, football field and Phase One of the Civic Campus. FY 08-09 water bill estimated at $18K. This well should reduce expenditures by approximately $12K. • West Dove Road Trail Connection to JT Ottinger Road - $5,500 This $5K will be for engineering on this project. It will connect the trail that will terminate at the southwest corner of the Deloitte project and extend northward to JT Ottinger. This project is contingent upon grant proceeds. • Deloitte Trail Connection Project on Dove Road - $425,000 Connect the trail from the Deloitte project to Vaquero current trails. Hillwood Development will fund up to $1.5M for Dove Road improvements. • FM 1938 Streetscape/Wayfinding - $100,000 This five (5) year project will consist of the design and construction of landscape and hard hardscape improvements to the FM 1938 corridor from SH 114 south to Randol Mill Road, including sidewalks, trailheads, signage, rest areas, plantings, and entry monuments. Utility Fund 500 • Stagecoach Hills Waterline Connection - $300,000 This project will consist of constructing a waterline to Stagecoach Hills from the existing pump station or from the existing 20" waterline and the replacement of lines within the subdivision itself. • N-1 Sewer Line transfer - $185,000 This project is intended to transfer ownership of a section of sewer line from Westlake and Southlake to TRA. It includes the design and construction of a metering station with SCADA equipment at the proposed Town of Westlake "Point of Entry". Assumption of the N-1 sewer line will require the design and construction of a metering station with SCADA equipment at the proposed Town of Westlake "Point of Entry". Westlake will be required to conduct an extensive inflow and infiltration study and perform repairs (See separate capital improvement project below) 35 • N-1 Sewer Line Transfer/Inflow & Infiltration Repairs - $120,000 As a condition of the N-1 sewer line transfer, Westlake is required to conduct an extensive inflow and infiltration study, which will identify repairs that need be completed prior to the transfer. General Maior Maintenance Fund 600 • Westlake Academy — Replace carpet - $13,000 Purchase and replace the carpet in the performance hall and in two class rooms. • Westlake Academy — Exterior paint and wood treatment and replacement - $10,000 All the exterior wood requires sealing every three years. One building is completed annually to minimize the cost impact on the General Fund. Utilitv Maior Maintenance Fund 510 • Westlake Academy — Exterior Environmental Irrigation - $15,000 Replace the current irrigation heads located on the south side of the Civic Campus with low flow heads to aid in water conservation efforts. RELATIONSHIP BETWEEN FUNDS/DEPARTMENTS FUND DEPARTMENT c a .0 T u y Y u O O OZS 00 'a+ }�- y i Y h0 C •i C 3 C N O. r wo 'V V 7 y ro u ++ i .� f6 O fCa O N d = V •C i ~ V G1 i •C O u V - Y = i C C s i v E m ^� a in E ,n W Q LL ii a v w v W vi Q a � 2 General x x x x x x x x x x x 4B Economic Development x Visitors Association x x x x x Special Revenue Grant x FM 1938 x Cemetery x Vehicle & Equip. replacement x x x Property Tax Reduction x Lone Star Public Facilities x Debt Service x Utility x x x x Utility Major Maint. & Repair x Gen Major Maint. & Repair x x x Capital Projects x x Arts & Sciences Center x 36 This page is intentionally blank FY 09/10 Budget Framework INTRODUCTION The purpose of this section of the Westlake budget is to provide additional detail on revenues, expenditures and fund balances as well as outline the framework on which this budget is based. The Town of Westlake staff is pleased to present the recommended 2009/2010 annual operating budget, which is the product of many hours of preparation as well as a response to ever-changing internal and external influences. As in previous years, efforts have been made to control expenditures while continuing to deliver an excellent level of service to our citizens. Concentrated efforts have been made to produce a document that clearly illustrates the uses of Town resources in a format that may be utilized as a resource tool by the Town Council, Town staff, and the citizens of Westlake. Our budget preparation process continues to be refined on an annual basis, operating within clearly defined budget preparation guidelines. The following procedures, which are guided by generally accepted budgeting practices, has been established: 1. The annual operating budget presents appropriations of expenditures and estimates of revenues for all local government funds. These revenues include sales and use taxes, citation revenue, franchise taxes, mixed beverage taxes, license and permit fees, development fees, sales of printed material, interest income, water and sewer utility revenue, duct bank leases, and miscellaneous revenues. 2. The annual operating budget illustrates expenditures, anticipated revenues, and the estimated impact on reserves. 3. Budgets for each department are broken down into specific cost components, including payroll/salaries, payroll related & benefits, supplies, services, insurance, repair & maintenance, rent & utilities, economic development incentives, and capital outlay. 4. Revenue projections are prepared for each revenue source based on an analysis of historical revenue trends and current fiscal conditions. 5. The budget process includes a multi-year projection of required capital improvements. 6. Goals and objectives have been developed for each department and are incorporated into the evaluation of employees and performance of the organization. 7. A budget message summarizing local financial conditions and principal budget issues is presented to the governing council along with the annual budget. 37 The layout and organization of the budget is designed to help the reader locate both financial and non-financial information in a timely fashion. The General Fund is divided into eleven departments, the Utility Fund into four departments, and the Visitors Association into five departments. The remaining funds are not divided into multiple departments. The budget also contains sections outlining the program of services for the Major Maintenance Funds and Capital Improvement Plan (CIP) program. The General Major Maintenance program oversees the maintenance and scheduled repair of the Town's permanent infrastructure. This permanent structure includes buildings, parks, roadways, and rights-of-way. Funding is provided by direct transfers from the General and Utility Funds. There is also an internal service fund for vehicle and equipment replacement (V&E Fund). The final four components include a Community Profile, Town of Westlake Strategic Plan, Town of Westlake's "Direction Finder", and an Appendices section. The Community Profile contains historical and current information regarding the Town of Westlake. The Strategic Plan and "Direction Finders" are self explanatory, and the appendices section consists of a glossary of budget terms, the Town's Fiscal and Budgetary Policy, the Investment Policy, a detail of the Service Level Adjustments by department, a Position Summary schedule and the Town resolution related to the adoption of the budget. The budget contains financial data spanning two fiscal years. The current budget year ending September 30, 2009 is presented in its original adopted form, as well as an amended estimate. Actual totals for the fiscal year ending September 30, 2008 are also presented for comparison. COMPLIANCE WITH GASB STATEMENT NO. 34 The FY 09/10 annual operating budget has been prepared in accordance to provisions outlined within the Governmental Accounting Standards Board (GASB) "Statement No. 34, Basic Financial Statements — and Management's Discussion and Analysis — for State and Local Governments"(GASB 34). The GASB establishes national standards for financial accounting and reporting for state and local governmental entities to make their financial reports more understandable, consistent, uniform and comparable, thereby being more easily understood by government employees, elected and appointed officials, and the general public. GASB 34 mandates financial reporting standards that apply to most state and local government entities in Texas and around the nation. The most important aspect of GASB 34 requires that financial statements be prepared on a full accrual basis. GASB 34 also now requires governments to report infrastructure and depreciate their capital assets. Capital assets are depreciated in the annual audit, but are not reflected in the projection of revenues and expenditures detailed in the annual budget. 38 BASIS OF ACCOUNTING/BUDGETING The accounts of the Town are organized on the basis of funds, each of which is considered to be a separate accounting entity. All governmental fund types are budgeted and accounted for on a Generally Accepted Accounting Practice (GAAP) basis for financial statement presentations. The Governmental Fund types use a financial resources measurement focus and utilize the modified accrual basis for accounting and budgeting. Under the modified accrual basis of accounting, revenues are recorded when susceptible to accrual, meaning that it is measurable and available. Available revenues are defined as those funds that are collectable within the current period, or collectable within a timeframe to pay liabilities of the current period. Expenditures generally represent a decrease in net financial resources and are recorded when a measurable fund liability is incurred. In some instances, such as the incurrence of long-term debt, expenditures related to interest on the debt is recorded in the period that it is due. The Proprietary Fund types are accounted and budgeted for on a cost of services, or "Capital Maintenance" measurement focus using the accrual basis of accounting. Under the accrual basis of accounting, revenues are recognized when earned and expenses are recognized when incurred. For purposes of this budget presentation, depreciation is not displayed and capital expenditures and bond principal payments are shown as uses of funds. Governmental Fund Types Governmental fund types are those through which most governmental functions of the Town are financed. The acquisition, use, and balances of the Town's expendable financial resources and the related liabilities (except those accounted for in the Proprietary and Fiduciary Fund types) are accounted for through Governmental Fund types. Descriptions of each fund contained in the Town's budget are as follows: 1. The General Fund is the general operating fund of the Town. It is used to account for all Town revenues and expenditures except those required to be accounted for in other funds. Major functions financed by the General Fund include Administration, Building & Code Compliance, Fire/EMS, Public Works, Facilities/Grounds Maintenance, Finance and Human Resources, Parks and Recreation, Information Technology, and Engineering. Sources of revenue include sales and use taxes, development fees and permits, court revenue, and franchise taxes. 2. Westlake's Visitors Association Fund receives its primary funding from a 7% hotel occupancy tax adopted by the Town of Westlake in FY 1999-2000. Proceeds from the hotel occupancy tax are required to be used in accordance with statutory parameters including the promotion of travel and tourism in the Town of Westlake. 3. The 413 Economic Development Corporation Fund is a local option established under the Texas local government code. 4B funds are generated from a % cent sales tax levy and proceeds are used for general economic development and infrastructure support. 4. The Westlake Property Tax Reduction Sales Tax Fund will receive its funding from a % cent sales tax levy that was formerly earmarked for the 4A Economic Development Corporation. The purpose of this fund is to reduce local property tax rates throughout Texas by providing 39 cities with an additional unrestricted revenue source. These funds may be used for general Town expenditures, capital projects, or debt service. Westlake is unique in that we are able to use the PTR fund to reduce economic pressures that would normally result in the adoption of a local property tax. 5. The Lone Star Public Facilities Corporation was founded in 1996 and was designed "to provide for the acquisition, construction, rehabilitation, repair, equipping, furnishing and placement in service of public facilities in an orderly, planned manner and at the lowest possible borrowing costs." The ideas was to "acquire, through the issuance of installment sale obligations, office buildings located within the State of Texas but outside the boundaries of Westlake, whose tenants will be limited to those entities which are qualifying tenants under applicable federal income tax law so that the interest payable with respect to the installment sale obligations will be exempt from federal income taxation." There has been no activity in the fund for several years. 6. The Cemetery Fund includes all operations associated with the 5.5 acre cemetery located on J.T. Ottinger Road which was acquired during the year ended September 2008. 7. FM 1938 Fund is a Texas Department of Transportation project for several surrounding cities. The Town is responsible for the books for this project. 8. The Debt Service Fund is established to account for, and the payment of, general long-term debt principal and interest. This fund provides a clearer accounting of ongoing debt obligations compared to operating budgets. The Debt Service Fund is used to make scheduled payments for all bond issues associated with the building of the Civic Campus as well as a partial refunding of the 2002 series. 9. The Capital Project Fund tracks the infrastructure and building projects (other than those financed by proprietary fund types), funded with general operating transfers, intergovernmental revenue, bond funds and other special funding methods. Capital expenditures are clearly identified by their respective funding sources, and projects are shown in a clear, concise format. 10. The Arts & Sciences Center Fund tracks the monies related to the new building to be located on the Westlake Academy Civic Campus. This construction was be completed by the end of FY 08/09. Proprietary Fund Types Proprietary fund types operate in a manner similar to private business utilizing an accrual basis of accounting. Enterprise Funds account for operations of governmental facilities operated in a manner similar to commercial enterprises where the intent is to recover, in whole or in part, the costs and expenses of providing goods and services to the public. Revenues are typically generated through usage fees based on individual demands of each customer. Enterprise funds may be used when the governing body has determined that periodic determination of revenue earned, expenses incurred, and/or net 40 income is appropriate for capital maintenance, public policy, management control, accountability, or other purposes. • The Utility Fund accounts for water, wastewater and telecommunications conveyance (duct bank) services for the residents of the Town. All activities necessary to provide such services are accounted for in the Fund, including administration, operations, maintenance, financing and related debt service, and billing and collection. Additionally, the Town collects monthly solid collection fees in this fund which are paid to the Town's solid waste franchisee. Internal Service Funds account for services and/or commodities furnished by a designated program to other programs within the Town. Funds include the following: • Vehicle & Equipment Replacement Fund (V&E) provides a mechanism form long-term repair and replacement of vehicles and equipment. The V&E Fund receives planned portions of revenue from the General Fund to set aside for future vehicle and equipment repairs and replacement. • The General Major Maintenance Fund (GMM) is an account to offset the future costs of repair and/or replacement of large capital assets due to age and use. Contributions from the Town's General Fund and Property Tax Reduction Fund are transferred on an annual basis; resulting in a cash balance which mitigates the cash flow impact of large maintenance and capital replacement costs. • The Utility Major Maintenance Fund (UMM) is an account to offset the future costs of repair and/or replacement of large capital assets due to age and use. Contributions from the Town's Utility Fund are transferred on an annual basis; resulting in a cash balance which mitigates the cash flow impact of large maintenance and capital replacement costs. THE BUDGET PROCESS The Town Manager submits the budget to the Town Council. The Town's fiscal year begins each year on October 1St and ends on September 301h of the following calendar year. Prior to the beginning of the fiscal year, the Town Manager must submit a proposed budget, which includes: • A budget message • A consolidation statement of anticipated revenues and proposed expenditures for all funds • General fund resources in detail • Special fund resources in detail • A summary of proposed expenditures by department and activity 41 • Detailed estimates of expenditures shown separately to support the proposed expenditure • A description of all bond issues outstanding • A schedule of the principal and interest payments of each bond issue The proposed revenues and expenditures must be compared to prior year revenues and expenditures. The budget preparation process begins early in the calendar year with the establishment of overall town goals, objectives, and analysis of current year operations compared to expenditures. Budget policies and procedures are reviewed at the same time to reduce errors and omissions. In May, the Finance Department prepares such items as budget forms and instructions for estimating revenues and expenditures. Department heads submit proposed baseline expenditures for current service levels and any additional one-time or on-going request they may have for their department. Meetings are subsequently held with the Town Manager, the Finance Director and each department head. After all funding levels are established and agreed upon; the proposed budget is presented by the Town Manager to the Town Council. A public hearing on the budget is conducted in accordance with state and local law. This meeting is held after the Council has reviewed the budget during a workshop. The Town Council approves a level of expenditure (or appropriation) for each fund to go into effect on October 1st, prior to the expenditure of any Town funds for that budget year. BUDGET AMENDMENT PROCESS The Town Manager may request that the current year budget be amended. In this process, the Town Manager will review the documentation and draft an ordinance to formally amend the current budget. This ordinance is presented to the Town Council for consideration. Following the consideration of the proposed amendment, the Town Council will vote on the amendment ordinance. If the amendment is approved, the necessary budget changes are then made. All budget amendments will be approved by the Town Council prior to the expenditure of funds in excess of the previously authorized budgeted amounts within each department. FINANCIAL POLICIES The Town of Westlake is committed to financial management through integrity, prudent stewardship, planning, accountability, full disclosure and communication. The broad purpose of the Fiscal and Budgetary Policy is to enable the Town to achieve and maintain a long-term stable financial position and provide guidelines for the day-to-day planning and operations of the Town's financial affairs. The Town Council annually reviews and approves these policies as part of the budget preparation process. A copy of these Policies can be found in the "Appendix" section of this budget. 42 March May FY 2009-2010 BUDGET PREPARATION CALENDAR DATE ACTIVITY PARTICIPANTS Review and Update Financial Policies with Council Town Manager, Finance Director Operating & Capital Budget Kickoff Town Manager, Finance Director Orientation & Overview: and staff, Department Heads - Provide explanations and instructions preparing the FY 2009-2010 budget submissions - Distribute worksheets to each Department head for development of Goals & Objectives, Service Level Adjustments, Operating & CIP budgets Goals & Objectives Deadline/Service Level Adjustments June Deadline Department Heads, Finance staff June Capital Projects deadline Department Heads, Finance staff June Department Operating Budget deadline Department Heads, Finance staff Finance department review, revision and compilation of June Finance staff budget requests for distribution to Town Manager June Budget Package delivered to Town Manager Finance Staff June Department Budget Hearings begin Town Manager, Finance Director, Department Heads Presentation of 5 -Year Forecast and Capital June Improvement Plan to Town Council/Review of Fiscal and Town Manger, Finance Director Budgetary Policies with Council July Revised Presentation of Capital Improvement Plan Finance staff August Publish of Notice of Public Hearing on Budget Town Secretary Proposed Budget distribution to the Town Council and August Council, Town Manager, Finance filed with the Town Secretary August Presentation of Proposed Budget to Council Town Manager, Finance Director August Public Hearing on Budget Council, Town Manager September Adopt Budget Council October 1 Fiscal Year 2008-2009 begins 43 ALL FUND SUMMARY 44 Increase/(Decrease) FY 07/08 FY 08/09 FY 09/10 FY09/10 vs FY08/09 Description Actual Estimated Adopted Amount Percent Beginning Fund Balance $ 5,975,490 $ 10,123,984 $ 8,403,308 $(1,720,675) -17.00% REVENUES General Sales Tax 3,590,574 3,400,000 2,905,200 (494,800) -14.55% Beverage Tax 16,177 17,750 17,750 0.00% Franchise Fees 649,108 646,675 646,675 0.00% Permits & Fees 11108,083 2,547,570 505,220 (2,042,350) -80.17% Intergovermental 12,540 180 180 0.00% Fines & Forfeits 554,379 547,460 547,460 0.00% Investment Earnings 198,226 96,064 20,700 (75,364) -78.45% Misc Income 155,155 239,126 141,031 (98,095) -41.02% Grants 7,474 - 152,950 152,950 100.00% Charge for Services 2,039,406 2,286,950 2,533,716 246,766 10.79% Hotel Tax Revenues 527,662 450,000 450,000 - 0.00% Other Sources 2,500,000 - - 0.00% Contributions 11217,342 1,636,180 530,500 (1,105,680) -67.58% Transfers In 2,178,768 2,270,042 2,225,636 (44,406) -1.96% TOTAL REVENUES 14,754,892 14,137,996 10,677,018 (3,460,979) -24.48% EXPENDITURES Payroll/Salaries 1,474,313 1,834,158 1,832,259 (1,899) -0.10% Payroll Related 451,742 548,031 538,489 (9,541) -1.74% Supplies 243,572 271,130 292,470 21,340 7.87% Service 2,993,994 3,302,833 3,032,166 (270,666) -8.19% Insurance 36,452 32,884 34,491 1,607 4.89% Maintenance 286,740 324,753 325,742 989 0.30% Rent & Utilities 366,620 388,467 394,203 5,736 1.48% ED Incentives 495,071 210,758 488,327 277,569 131.70% Capital Outlay 57,284 128,183 257,917 129,734 101.21% Transfers Out 21178,768 2,270,042 2,225,636 (44,406) -1.96% Capital Projects 564,913 4,846,307 1,241,000 (3,605,307) -74.39% IFA/Debt 1,456,931 1,701,125 1,773,154 72,029 4.23% TOTAL EXPENDITURES 10,606,398 15,858,671 12,435,855 (3,422,817) -21.58% NET INCREASE(DECREASE) $ 4,148,494 $ (1,720,675) $ (1,758,837) $ (38,162) 2.22% Ending Fund Balance® ® $ (1,758,837) -20.93% 44 $15,000,000 $12,500,000 $10,000,000 $7,500,000 $5,000,000 $2,500,000 S - ENDING FUND BALANCE FY 07/08 Actual FY 08/09 Estimated FY 09/10 Proposed Fund Balances The estimated October 1, 2009 budgeted Town fund balances total $8,403,308 a decrease of $1,720,676 (17%) from the October 1, 2008 Town fund balance of $10,123,984. • The General Fund is estimated to have an increase of approximately $1.1 primarily due to the receipt of the Deloitte project fees. The estimated ending fund balance will provide for 296 operating days. • The Visitors Association Fund is estimated to decrease by $648K due to the payment of a portion of the annual debt for bonds issued to construct the Westlake Academy facilities. • The Utility Fund's working capital balance increased by $300K and is comparable to the average excess of revenues over expenses in prior years. The major factors affecting the FY 08/09 increase are the water and wastewater rate adjustment implemented January 1, 2009 as well as a reduction in expenses due to the delay in capital projects. • The Arts & Sciences Fund will decrease by $3.1M due to the completion of the Sam and Margaret Lee Arts & Sciences Center. • Property Tax Reduction Sales Tax Fund is estimated to increase by approximately $500K due to the portion of debt payment that is typically paid from this fund being paid from the Visitors Association Fund during FY 08/09. 45 Funds Projected Beginning Fund Balance 10/1/2009 Projected Revenues and Other Funding Sources Projected Expenditures and Other Funding Uses Net Change Projected Ending Fund Balance 9/30/2010 Percent of all Funds General Fund $ 3,904,487 $ 3,805,841 $ 4,590,394 $ (784,553) $ 3,119,934 47% 4B Economic Development 483,162 727,400 757,131 (29,731) 453,431 7% Visitors Association 802,385 476,975 706,971 (229,996) 572,389 9% Special Revenues - 161,000 161,000 - 0% FM1938 - - - - 0% Cemetery 54,609 16,550 24,000 (7,450) 47,159 1% Vehicle/Equipment 50,000 94,336 94,336 50,000 1% Property Tax Reduction 1,035,665 727,300 1,035,680 (308,380) 727,285 11% Debt Service - 1,499,750 1,499,750 - 0% Capital Projects 230,445 590,500 590,500 230,445 3% Arts & Sciences 0 - - - 0 0% Lone Star 13,559 100 - 100 13,659 0% Utility 1,728,860 2,531,766 2,930,593 (398,827) 1,330,033 20% Utility Major Maint 50,000 22,500 22,500 50,000 1% General Major Maint 50,000 23,000 23,000 50,000 1% TOTAL $ 8,403,172 $ 10,677,018 $ 12,435,855 $ (1,758,837) $ 6,644,334 100% Utility, 20% 1 ❑0 1 Lone Star. 0% 0 ❑ Arts & Sciences, 0% ■ Capital Projects, 3% ❑ Debt Service, 0% ■ Property Tax Reduction, 11% ■ Vehicle/Equipment, 1% ID Cemetery, 1% ■ 4B Economic Development, ■ Special Revenues, 0% 7% ■ FM1938 , 0% ❑ Visitors Association, 9% Utility Major Maint, 1% I , General Major Maint, 1% Budgeted Fund Balances - All Fund Type 46 ■ General Fund, 47% Revenues and Other Financing Sources Comparing the Estimated FY 08/09 revenues to FY 09/10 revenues, total Town revenues (all funding sources) are budgeted at $10,667,018, a decrease of $3,460,979 (24%) from the previous year. The primary decrease in budgeted revenue and other financing sources is comprised of the following: permits and fees have decreased by $2,042,350 mainly due to the fees for the new Deloitte project being paid in FY 08/09; a decrease of contributions in the amount of $1,105,680 of which the majority is related to the donations received from the Westlake Academy Foundation for the Sam and Margaret Lee Arts & Sciences Center; reduction in sales tax of $494,800 based on a 14% reduction (see below for further explanation). An increase in charges for services related to water/sewer revenues is projected at an increase of approximately $246,766. The net effect of these items accounts for 98% of the revenue decrease. Sales tax revenues are projected to decrease by $494,800 in FY 09/10 from the estimated FY 08/09 budget. This represents a decrease of approximately 14%. An audit receipt in the amount of $698K was received during FY 08/09 which helped bring the total sales tax close to our original proposed budget. We also received approximately $350,000 from the "situs agreement" related to the Fidelity II project during FY 08/09. This represents a one-time receipt and is not on-going. Another one-time receipt related to a "situs agreement" on the new Deloitte project in the amount of $905,200 has been budgeted in FY 09/10. Sales tax revenues are appropriated to the General Fund (50%), Property Tax Reduction Fund (25%), and the 4B Economic Development Fund (25%). Hotel/Motel Occupancy Tax collections in the Visitors Association Fund are budgeted to be the same as projected in the prior year. The General Fund generates the Town's largest revenue stream, totaling $3,387,841 (40% of all revenues not including transfers in or inter -fund receipts). V General Sales r N Contributions Tax 6% 34% U Hotel Tax W Franchise Fees Revenues8% 5% _\L�� U Charge Services 30% Permits & Fees 6% V Fines & Forfeits 7% W Misc Income 2% V Grants 2% Budgeted Town Revenues — All Fund Types 47 The Utility Fund represents the second-largest source of revenue at $2,531,766 (30%). The 4B Economic Development Funds and the Property Tax Reduction Fund represent the third and forth largest revenue sources, respectively with $727,400 (9%) and $727,300 (9%) Revenues for all funds will be discussed in greater detail later in the Budget Framework. Expenditures and Other Financing Uses The FY 09/10 Proposed Budget, including all expenditures and other financing uses, for all funds total $12,435,855, a decrease of $3,422,817 (21%) from the prior year. The primary decrease in budgeted expenditures is comprised of a decrease of $3,605,307 in capital projects mostly due to the completion of the Arts & Sciences Center and an increase in the Economic Development payments totaling $277,569. The net balance of these amounts represent $3,327,738 (99%) of this decrease. The Town's largest operating fund is the General Fund, which provides $3,805,841 in funding for the majority of services available to Town residents through 11 departments. The second largest operating fund is the Utility Fund, providing $2,531,766 in funding. These revenues are generated primarily by providing water and wastewater services to the Westlake community. This fund also collects solid waste collection fees that are paid to the Town's franchised solid waste collection firm. The third largest operating fund is the Visitors Association Fund, providing $476,975 in funding for marketing and promotion of the Town's hotel, as well as tourism. Expenditures for major operating funds will be discussed in depth later in this Budget Framework. W Capital Outlayld Transfers Out 3% 18% o ED Incentives S% ® Rent & Utilities 4% fed Maintenance 3% Ld Insurance J 0% o Services 30% LJ IFA/Debt I 17% 0 Payroll/Salaries 18% o Payroll Related 3% W Supplies 3% Budgeted Town Expenditures — All Fund Types 48 Total Authorized Positions Overall staffing for the Town in FY 09-10 is proposed to remain the same. One position has been eliminated in the Fire/Emergency Services Department (Director of Public Safety) and one position is proposed to be added to support Planning & Zoning, Human Resources and Administrative Services, and the Maintenance/Building Departments. LJ Park & Recreation, W HR/Admin® Administrative, Services, 1.33 0.75 I 3.00 U Finance, 3.00 o Planning & Development, 1.33 W Facilities/Grounds Maintenance, 1.0 W Town Secretary, 1.00 V Public Works, 1 v Municipal Court, 5.00 U Emergency Services, 9.00 Dept Classification Total % 11 Administrative 3.00 11% 12 Planning & Development 1.33 5% 13 Town Secretary 1.00 4% 14 Emergecy Services 9.00 33% 15 Municial Court 5.00 18% 16 Public Works 1.50 6% 17 Facilities/Grounds Maintenance 1.09 4% 18 Finance 3.00 11% 19 Park & Recreation 0.75 3% 21 HR/Admin Services TOTAL• 1.33 00 5% 100% 49 GENERAL FUND Ravaniiac Funding of the Town's General Fund operations is segmented into five primary revenue categories. Each of these categories is detailed below with a brief description, how they are affected by internal and external factors, and how amounts differ from the prior year. Total revenues for FY 09/10 are projected to be $3,387,841, a 39% decrease from the estimated FY 08/09 total of $5,610,936. Franchise Fee 17% Beverage Tax 1% Cor Intergovermental 0%Fines &Forfeitures Parmitc and Faa_ c (- 38% Budgeted Revenues — FY 09/10 - General Fund Sales & Use Taxes A disc Income 3% Transfers In 11% x Sales 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. Funds are collected by the Texas Comptroller of Public Accounts and remitted to the Town on a monthly basis. An amount equal to 1% of the taxable sales (50% of local collections) is appropriated to the Town's General Fund. The Town also receives an additional 1% sales tax that is equally divided between the 4B Economic Development Corporation Fund and the Property Tax Reduction Sales Tax Fund. 50 Sales tax receipts continue to be one the Town's single largest revenue source, comprising 43% of General Fund revenues. Sales taxes in the General Fund are budgeted to decrease by $247,400 from the estimated year-end balance. A total of $905,200 is estimated in FY 09/10 to be received due to the construction of the new Deloitte project. The General Fund portion of the budgeted FY 09/10 sales tax is $452,600 for the new Deloitte project. The economic development agreement requires a 1% sales tax rebate to the developer. The Town also 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. No increase of Alcoholic beverage tax revenue is anticipated. Sales Tax Revenue Trend The trend chart presented above includes anomalies due to audit adjustments from the State Comptroller's office for FY 05/06 in the amount of $650K and again in FY 08/09 for $699K. It is important to note the affect of these receipts when analyzing our sales tax trends Franchise Taxes Franchise taxes represent revenues collected from utilities operating within the Town that use the Town rights-of-way to conduct their business. 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. These fees are anticipated to remain flat for FY 09/10. Licenses & Permits License and permit revenues include fees charged by the Town for certain types of operator licenses, as well as permits for construction and other items regulated by Town ordinances. Total licenses & permits are anticipated to decrease by $2,042,350 (80%). The major portion of this decrease is contributed to the Deloitte campus project fees being paid in FY 08/09. 51 Court Revenue The revenue generated from the Municipal Court is based on citations and warrants issued. The Keller Police Department will continue to perform its contractual patrol of Westlake roads in 2009- 2010. Proposed court revenues for FY 09/10 is $556,381. These proposed revenues remain flat based on estimated revenues for FY 08/09. $1,100,000 $1,050,000 $1,000,000 $950,000 $900,000 $850,000 $800,000 $750,000 $700,000 $650,000 $600,000 $550,000 $500,000 FY 03/04 Actuals Miscellaneous Revenue FY 04/05 Actuals FY 05/06 Actuals FY 06/07 FY 07/08 FY 08/09 Actuals Actuals Revised FY 09/10 Proposed Miscellaneous revenue includes the sale of printed materials, interest earned, and parks & recreation fees. Transfers In Transfers In represents those funds transferred from one fund to another. These transfers may be utilized as a means to fund projects or debt service from multiple sources. Transfers In may also be used to transfer funds collected by one fund and belong in a different fund. An example of this would be collection of Fort Worth Impact Fees, which are collected with initial water deposits and tap fees on new water meters. These funds are collected by the Utility Fund and transferred to the General Fund as a result of an agreement with the City of Fort Worth. When the transferred total reaches $2,000,000 (remaining balance is $1,6M) these funds will be paid to the City of Fort Worth in compliance with the wholesale water customer agreement. The budgeted transfer in from the Utility fund related to these fees is $118,000, an increase of $36,000 from estimated year-end FY 08/09. This increase is due to anticipated connections related to the Deloitte project and new impact fees from Fort Worth. Staff has also proposed a transfer in from the Property Tax 52 Reduction Fund to cover operating and maintenance costs. This transfer represents $300,000 (71%) of the total $418,000 transfer in. Payroll & Related 9% Service 'Alou i 33% Transfers Out 0% Projected Expenditures — FY 09/10 — General Fund Expenditures and Transfers Out itenance 5% it & Utilities 5% Economic evelopment 10% apital utlay 1% Projected FY 09/10 operating expenditures and transfers out in General Fund total $4,590,394, compared with the adopted FY 08/09 budget of $4,946,832 and estimated year-end balance of $4,810,187. This represents a 5% decrease ($136,645) in expenditures and transfers out from the estimated year-end balances. Approximately 63% of the decrease is due to employee and related expenditures. We have reduced a position in the Fire/EMS Department and requested an additional administrative staff person with a reduced salary. The proposed FY 09/10 budget includes a request for 2.4% rate increase with related taxes, a medical insurance decrease. Transfers out FY 09/10 are projected to total $8,050, a decrease of $295,635 from the previous year's estimated year-end total. FY 08/09 transfers consisted of $149,000 of restricted funds being held in the General Fund being transferred to the Capital Projects Fund; $90,500 being transferred to General Major Maintenance Fund for current year projects and to build up the fund balance for future use; and a transfer out to the Vehicle and Equipment Replacement fund to build up the fund balance. As in recent years, Town staff continues to operate conservatively by controlling costs while maintaining the highest possible levels of service. These goals are only possible through continued strategic planning and the innovative use of available resources. Our overall budget philosophy continues to focus on meeting stated goals and objectives and maintaining a 90 day fund balance without adopting a local property tax. 53 In the FY 08/09 budget, personnel expenditures remain the largest single expenditure category, accounting for 48% of all General Fund expenditures. This represents the same percentage as the estimated FY 08/09 year-end balance. Fund Balance The audited fund balance of the General Fund as of October 1, 2008 was $2,771,739. The FY 08/09 Adopted Budget projects an excess of revenues and other financing sources over expenditures and other financing uses by $50,305. This would have resulted in a budgeted ending fund balance of $2,822,044. Revised revenue and expenditure estimates for FY 08/09 project excess of expenditures and other financing uses over revenue and other financing sources by $1,132,749, a $1,082,444 increase from the adopted budget. This increase is primarily due to the anticipated permit/fees receipt for the Deloitte project in FY 08/09. The fund balance as of September 30, 2009 is estimated at $3,904,487 and the undesignated/unrestricted balance of $3,502,147 represents coverage for 296 operating days. The FY 09/10 budget projects revenue and other financing sources in excess of expenditures and other financing uses by $50,305 to result in a September 30, 2009 ending fund balance of $2,815,324. The projected undesignated/unrestricted ending fund balance represents coverage for 192 operating days. 54 UTILITY FUND The Utility Fund accounts for water and wastewater services for the residents of the Town. All activities necessary to provide such services are accounted for in the fund, including administration, operations, maintenance, financing and related debt service, and billing and collection. In addition, this fund contains the planning and implementation of the "Westlake Duct Bank". The duct bank is a series of underground conduits designed to house underground telecommunications services in Westlake. The duct bank is a public/private partnership that utilizes private sector capital, town planning and engineering and town operation. Phase I was completed in FY 00/01 and became ready for occupancy in FY 01/02. The first leases were entered into in FY 02/03 with payments totaling $281,293. In FY 03/04, the Town received payment from Verizon in the amount of $183,452. FY 2004/2005 saw the completion of the duct bank extension from Vaquero to Pearson Road and generated $107,831 in revenue to the Town in FY 04/05. Staff is committed to maintaining an up to date cost/benefit analysis of water and sewer revenue to ensure profitability and to maintain the integrity of the fund. The budget is based on a proposed adjustment in water and sewer rates and/or rate structures based on a study performed in FY 08/09. The fund is burdened with two outstanding long-term obligations. The first is the proportionate buyout of infrastructure owned by the Hunt Trust that sold the Circle T Ranch to Hillwood. The Town's agreement with Hillwood is that in exchange for dissolution of the Municipal Utility Districts (MUDS), the Utility Fund will reimburse Hillwood the share of purchased MUDS infrastructure for each development based upon the acres removed from the MUDS. Hillwood, in turn, must deposit these funds into an escrow account owned by the Hunt Trust. The second long term liability is the loan from Hillwood to the Town to construct the Dove Road water line and the SH 377 Pump and Meter Station. The Town is contractually obligated to pay for this infrastructure through a surcharge on water rates. The Town is divided into two service areas, one being the Circle T Ranch, and the remaining areas within the Town's limits constitute the "Town" service area. The Town pays Hillwood $.25 cents per 1,000 gallons of water distributed to consumers in these two service areas. Each service area pays its respective portion of the overall debt based on the volume of water used from its customers. The contract clearly stipulates that this is not a general obligation of the Town. It is, however, required to be paid back through this assessment being attached to the water rate. The rate would have to be doubled to pay this debt off in the twenty years contemplated under the agreement. Hillwood has stated that once the Town and Hillwood agree on proportionate future infrastructure funding, this liability will be erased. Nevertheless, the obligation does exist and water rates should always be reviewed with this obligation in mind. 55 $2,750,000 2,531,766 $2,500,000 2,334,250 $2,250,000 2,095,626 2,113,486 $2,000,000 1,94 $1,750,000 1740,279 $1,500,000 $1,250,000 $1,000,000 —_ FAYc0uaActuals Revvisedised 04 FY 04/05 FY 05/06 FY 06/07 z Actuals Actuals Actuals FY 07/08 FYr 09/10 Proposed Watf- Reven 74% Revenue Trend — Utility Fund Meter Repair Debt Service Revenue 17% Waste Management 2% Tap Fees 2% pactfees 5% iue I Budgeted Revenues by Category — FY 09/10 — Utility Fund Revenues Utility Fund revenue is primarily comprised of fees for water and wastewater service. The fund also receives a small portion of its revenue through tap fees and interest income, and currently serves as a mechanism for collecting and distributing debt service and impact fees. FY 09/10 revenues are budgeted at $2,531,766, an 8% increase over the FY 08/09 estimated year-end budget of $2,334,250. 56 Water Revenue The Utility Fund is the recipient of all revenue generated from water sales in the Town. With the opening of Westlake's master -planned residential developments, the Town placed new water infrastructure into service in 2000. As Westlake's customer base expands, additional demands have been placed on the utility system, requiring incremental expansion of infrastructure. The health of the Utility Fund has continued to improve during the last several years as numbers of residential and commercial customers have increased; however, a study performed during the FY 08/09 indicates that a rate increase is needed to recover actual cost of services. FY 09/10 revenues are based on a new rate structure that was approved by the Town Council and effective January 1, 2009. Duct Bank The duct bank is the conduit that houses underground telecommunication infrastructure in Westlake. Revenues from the duct bank are contingent upon utility companies leasing out portions of the conduit. The Town successfully executed new duct bank leases since from 2001-2005. Wastewater Revenues Another major component for Utility Fund revenues is for wastewater. Wastewater will continue to grow proportionate to future non -irrigation water demands. These future increases can be attributed to both residential and commercial growth. Effective December 1, 2009 TRA rates will be increased by 39% due to capital project funding needs and associated operating costs. Waste Management During the FY 08/09 the Town took over the billing and collection of residential solid waste user fees for its franchised hauler. The Town receives a 12% fee from its franchisee for providing this service. Expenses FY 09/10 operating expenses in the Utility Fund are projected at $2,183,093; a 17% ($319,183) increase from FY 08/09 adopted operating expenses of $1,863,910 and $278,627 (15%) greater than estimated year-end FY2007/2008 budget of $1,904,466. The major portion of this increase is due to water purchases which are offset in revenues. The Utility Fund will continue to fund capital projects that are necessary for infrastructure expansion and maintenance. 57 2,750,000 2,500,000 2,250,000 2,000,000 1,750,000 1,500,000 1,250,000 1,000,000 750,000 500,00[) 250,00( 1 actual actual ..c 1 al FY 06/07 FY 07/08 FY 08/09 FY 09/10 actual actual Estimated proposed Maintenance 3% Services 47% Expense Trend — Utility Fund Rent & Utilities 4% Capital Outlay 2% Interfund Advance/Debt 12% ...r._.... ...— Budgeted Expenses — FY 09/10 — Utility Fund 58 ansfers Out 5% —Capital Projects 21% Payroll 6% WESTLAKE VISITORS ASSOCIATION FUND Hotel Occupancy Taxes are allocated to this fund and obtained through the assessment of a 7% hotel occupancy tax. Authority granted by the State of Texas allows cities to levy a tax not to exceed 7% of the rental rate for a hotel/motel room. Funds generated by the occupancy tax are required to be used in a manner that directly enhances and promotes tourism and the convention and hotel industry. Revenues Revenues for the Westlake Visitor's Association are based mostly on Hotel Occupancy Taxes and interest income on the account. Other revenues are from the Westlake Historical Board and Arbor Days events. Revenues for FY 09/10 are projected to be $475,975, a 10% decrease from the adopted FY 08/09 budget, and a 7% increase from the FY 08/09 year-end estimate. This is attributed to the reduction of anticipated revenue from the sale of history books by the Historical Preservation Society Board. H ote Occupai Tax 85% Income 2% nt :1 Historical Board Income 1% Arbor Days Income 2% s Budgeted Revenues — FY 09/10 — Visitors Association Fund 59 Expenditures Operating expenditures are budgeted to be $424,696 for FY 09/10. This is a 14% decrease from the FY 08/09 estimated budget of $496,617 due mostly to the decrease in Marriott marketing expense totaling $60,000. Transfers out Transfers out for FY 09/10 are projected to be $282,275 which represents a portion of the debt service payment for bonds issued to construct the Westlake Academy facilities and a transfer to the Capital Projects fund for the FM 1938 Streetscape project. Rent & Utilities 3% Service 24% Transfers Out Capital 57% Outlay 44% Supplies 5% Payroll Related 3% Payroll 20% Budgeted Expenditures & Transfers Out — FY 09/10 - Visitors Association Fund 60 4B ECONOMIC DEVELOPMENT FUND The 4B Economic Development Fund collects a Y cent sales tax to be used for qualified development projects. The 4B fund is committed to the repayment of the debt incurred for the Town's Civic Campus projects. Revenues FY 09/10 revenues are anticipated to be $727,400, a decrease of $123,700 (14%) from the FY 08/09 estimated budget. Projected FY 09/10 year-end tax revenue from the Deloitte project is $226,300. Even with this increase in "situs agreement" funds, the sales tax revenues are anticipated to decrease. Expenditures and Other Uses Transfers out to the Debt Service Fund for FY 09/10 are projected at $757,131 representing the total of the anticipated revenues as well as an interfund repayment from the Utility Fund in the amount of $29,731. PROPERTY TAX REDUCTION SALES TAX FUND The Property Tax Reduction (PTR) Sales Tax Fund receives its funding from a Y cent sales tax levy that was formerly earmarked for the 4A Economic Development Corporation. In 2006 the voters of Westlake approved the dissolution of the 4A % cent tax and the implantation of the % cent tax to reduce property taxes in order to secure a less restrictive funding source for the Town. A portion of these funds are used to pay remaining debt service over and above that provided by the 4B Economic Development Corporation. Revenues FY 09/10 revenues are anticipated to be $727,300, a decrease of $127,700 (15%) from the FY 08/09 estimated budget of $855,000. Projected FY 09/10 year-end tax revenue from the Deloitte project is $226,300. Even with this increase in "situs agreement" funds, the sales tax revenues are anticipated to decrease. Expenditures and Other Uses Several transfers out are proposed and include; transfer to the General Fund totaling $300,000; transfer to Capital Projects Fund in the amount of $60,000; Transfer to Debt Service Fund totaling $563,344; transfer to the General Major Maintenance fund of $23,000; and, a $89,336 transfer to the Vehicle/Equipment Replacement Fund. a CEMETERY FUND The Cemetery fund includes all operations association with the 5.5 acre cemetery located on J.T. Ottinger Road. The cemetery was donated and conveyed by deed to the Town during FY 08/09. Revenues Revenues for FY 09/10 include section sales, perpetual care and interment, and marker sales that are budgeted at $16,550. This is the same as the FY 08/09 estimated budget. Expenditures Budgeted expenditures include surveying, a master plan, sale of lots, as well as maintenance, etc. These total $24,000 for FY 09/10. FM 1938 FUND This fund represents a Texas Department of Transportation long-term project which has received contribution from several surrounding cities with the Town keeping the books for the project. This is essentially a "pass-through" account used to track local expenditures from the cities participating in this project. Fund Balance As of FY 08/09 year-end, there is no fund balance remaining in this fund. Phase I of this project is near completion and at this time we are not aware of any remaining contribution for this project. Expenditures Appropriate project expenditures will be charged to this fund as they are received with appropriate budget amendments. DEBT SERVICE FUND The Debt Service Fund is used for the payment of general long-term debt principal, interest and related costs of Town issued debt. The Town of Westlake levies no ad valorem tax and there is no direct limit on debt for the Town. The Constitution of the State of Texas provides that the ad valorem tax levied by the Issuer for general purposes and for the purpose of paying debt service requirements of the Issuer's general obligation debt shall not exceed $1.50 for each $100 of assessed valuation of taxable property. Debt service payments are made for the following issues made for the construction of the Westlake Academy facilities: $12,400,000 Certificates of Obligation — Series 2002 $ 6,410,000 Certificates of Obligation — Series 2003 $ 7,465,000 General Obligation Refunding Bonds — Series 2007 (partial refunding of $12.4 CO issue) $ 2,500,000 General Obligation Bonds — Series 2002 62 Revenues Current debt service on the Westlake Civic Campus is paid by 4B Economic Development Fund, the Property Tax Reduction Fund and the Visitors Association Fund for FY 09/10. Expenditures Expenditures for the Debt Service Fund are budgeted at $1,499,750, a decrease of $2,207 from FY 08/09. CAPITAL PROJECTS FUND The Capital Projects Fund tracks the infrastructure and building projects funded with general fund operating transfers, intergovernmental revenue, bond funds and other special fund sources. Capital projects are those projects over $25,000 that may extend over one fiscal year to complete and reflect multiple expense categories such as engineering, design and construction. All capital projects illustrate not only the expenditure and revenue sources, but ongoing operating impact. Impact of Capital Improvements Proiects to Operating Budget Completion of CIP projects may have a fiscal impact to the Town's operating funds as routine maintenance and operational expenditures are necessary to utilize the completed project. When an 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 for an annual expenditure, the fiscal impact is integrated into the operating budget. Revenues and Other Financing Sources FY 09/10 revenues and other financing sources are anticipated to be $590,500, an increase of $298,415 from the estimated year-end budget of FY 08/09. $430,500 of these receipts is from contributions or grant proceeds. Expenditures Expenditures for FY 08/09 are projected at $590,500, an increase of $417,350 from the FY 2007/2008 estimated year-end budget of $183,150. See the Proposed Capital Improvement Projects area for detail of these projects. 63 ARTS AND SCIENCES CENTER This is a capital project fund created specifically for this project due to the complexity of its funding sources. The Arts and Sciences Center Phase I will include science labs, art room, main lobby, offices, restrooms, a conference room, and half of the parking lot. A portion of Phase I will be funded by the $2.5M General Obligation bonds that were issued during FY 08/09 as well as contributions and grants. Revenues and Other Financing Sources FY 09/10 revenues and other financing sources are anticipated to be zero. This project should be completed by the end of FY 2008/2009. This fund is presented to show the variance in the FY 08/09 Adopted and Estimated Budgets. Revenues increased by $393,891 from the original adopted budget most due to additional anticipated contributions. Expenditures FY 08/09 estimated expenditures of $4,556,794 are $122,432 greater than the original adopted budget. The total project is anticipated to cost $5.1M. VEHICLE AND EQUIPMENT REPLACEMENT FUND The Vehicle and Equipment Replacement Fund (V&E) was created to provide a mechanism for long term repair and replacement of vehicles and large major equipment. The V&E Fund receives planned portions of revenues from the General Fund to set aside for future vehicle and equipment repairs and replacement. Revenues and Other Sources A transfer in from the Property Tax Reduction Fund of $89,336; transfer in from Utility fund of $2,000 and from the Visitors Association Fund of $3,000 will be used for current anticipated expenditures. It is anticipated to maintain a $50,000 fund balance to help avoid future funding shortfalls. Expenditures Several of these items have been budgeted in our long-range maintenance records; therefore, the funds will not be expended unless the unit breaks. A budget of $94,336 has been adopted to replace/repair the following items: • Westlake Academy — Update Security System • Westlake Academy — Update Security Cameras • Westlake Academy — Replace 15 Ton Split System HVAC System • Westlake Academy — Replace Pod B HVAC System • Westlake Academy — Replace A/C 2 Ton rooftop units • Westlake Academy — Replace A/C 2 ton and 7.5 ton in the Server Room 64 GENERAL MAJOR MAINTENANCE FUND The General Major Maintenance Fund supports systematic facility repairs and major maintenance projects funded by an operating transfer from the General Fund. Project lists are developed annually from a long-range facility maintenance schedule, and incorporated into a routine schedule for maintenance and replacement of major facility equipment and infrastructure and permanent capital assets. The Town's street maintenance program consists of scheduled major maintenance of streets. These maintenance projects are funded by an operating transfer from the General Fund. Revenues and Other Sources The anticipated revenues and other resources for FY 09/10 is $23,000 which is a transfer from the Property Tax Reduction Fund. Expenditures Included in the FY 09/10 budget is the amount of $13,000 to replace carpet in the performance hall and two classrooms at Westlake Academy and $10,000 to treat the exterior wood of one building on the Westlake Academy campus. UTILITY MAJOR MAINTENANCE FUND The Utility Permanent Capital Maintenance Fund consists of systematic water and sewer line repairs and major maintenance projects funded by an operating transfer from the Utility Fund. Projects are included each year from a long-range maintenance schedule which incorporates routine scheduled maintenance and recommended replacement and upgrading of lines and permanent capital assets. Revenues and Other Sources Revenues and other sources for FY 09/10 is a $22,000 transfer from the Utility Fund. Total Fund Balance will be $50,000. The overall goal is to grow the balance of the fund to mitigate undue stress on the Utility Fund at the time of major repairs and maintenance. Expenses FY 09/10 Proposed Budget expenses include $7,500 for the retro -fit of the pump station gate and $15,000 for replacement of the current irrigation heads located on the south side of the Civic Campus with low flow heads to conserve water. 65 This page is intentionally blank GENERAL FUND Strategic Plan Key Result Areas Impacted Inviting Residential and Corporate Neighborhoods Comprehensive Planning Neighborhood Integrity Community Appearance Quality Development Aesthetic Standards Open Space Preservation We Are Leaders Premier Education Facilities and Programs Well Educated Future Leaders and Thinkers Business Partnerships with Town and Westlake Academy Environment Stewardship High Quality Services Coupled with Financial Stewardship Infrastructure Maintenance & Planning Hospitality Finds A Home in Westlake Citizen Engagement Citizen Communication General Fund Program Summary Fiscal Year 2009/2010 FUND BALANCE, BEGINNING Adopted Estimated Adopted 3,904,487 Actual Budget Budget Budget FY 07/08 FY 08/09 FY 08/09 FY 09/10 FUND BALANCE, BEGINNING 3,076,299 2,771,739 2,771,739 3,904,487 RECEIPTS: General Sales Tax 1,795,287 1,664,352 1,700,000 1,452,600 Contributions - - - 100,000 Beverage Tax 16,177 13,300 17,750 17,750 Franchise Fees 649,108 643,780 646,675 646,675 Permits & Fees 1,108,083 1,610,175 2,547,570 505,220 Intergovermental 12,540 5,865 180 180 Fines & Forfeitures 554,379 650,883 547,460 547,460 Investment Earnings 83,833 54,500 21,950 11,200 Misc Income 90,922 57,282 129,351 106,756 NET RECEIPTS 4,310,329 4,700,137 5,610,936 3,387,841 Transfers In 23,328 297,000 332,000 418,000 TOTAL RECEIPTS 4,333,657 4,997,137 5,942,936 3,805,841 DEDUCTIONS: Payroll / Salaries 1,293,741 1,448,633 1,582,916 1,522,512 Payroll Related & Benefits 389,928 452,308 468,080 441,219 Supplies 168,718 193,543 191,864 177,403 Services 1,425,688 1,678,755 1,532,412 1,431,648 Insurance 30,177 27,192 26,752 28,052 Repair & Maintenance 200,681 209,170 219,776 236,342 Rent & Utilities 234,259 247,686 248,261 248,261 Capital Outlay 34,963 26,934 25,683 8,581 TOTAL OPERATING EXPENDITURES 3,778,155 4,284,221 4,295,744 4,094,017 Economic Development Incentives 495,071 500,211 210,758 488,327 Transfers Out 364,991 162,400 303,685 8,050 TOTAL DEDUCTIONS 4,638,217 4,946,832 4,810,187 4,590,394 Excess Revenue Over (Under) Deductions (304,560) 50,305 1,132,749 784,553) FUND BALANCE, ENDING 2,771,739 2,822,044 3,904,487 3,119,934 Restricted/Designated Funds 303,639 1 563,373 1 402,340 186,340 UNDESIGNATED FUND BALANCE, ENDING 2,468,100 2,258,671 3,502,147 2,933,594 # Days Operating 237 191 296 260 Restricted/Designated Funds Glenwyck Farms Trail 10134 149,185 149,185 - - Court Technology 10136 56,313 50,150 60,000 60,000 Court Security 10137 96,460 56,550 85,000 85,000 Court Efficiency 10138 1,681 2,021 2,500 2,500 Reforestation Tree Escrow 101 10139 - - 15,540 15,540 Street Escrow 102 10139 - 23,300 23,300 A&S Building Pledges Receivable 99999 305,467 216,000 - Total Restricted/Designated Funds 6S03,639 563,373 402,340 186,340 Franchise Fee 17% Beverage Tax 1% 0 GENERAL FUND ADOPTED REVENUES FY 2009/2010 Intergovermental Permits and Fees 0% r Fines & Forfeitures 1 '1%I 14% Interest 38% lisc Income 3% Transfers In 11% Total Adopted Revenues $ 338053841 67 GENERAL FUND ADOPTED EXPENDITURES BY FUNCTION Sul Payroll & Related 9% FY 2009/2010 Service '410� Insurance 33% Transfers Out 0% intenance 5% ?nt & Utilities 5% Economic evelopment 10% ipital utlay 1% Total Adopted Expenditures $ 4,581,170 68 _L Sales Tax Revenue History Values Shown at 100% 3,750,000 3,500,000 3,250,000 3,000,000 2,750,000 2,500,000 2,250,000 2,000,000 1,750,000 1,500,000 1,250,000 1,000,000 750,000 500,000 250,000 FY2004 FY2005 FY2006 FY2007 FY2008 FY2009 FY2010 actual actual actual actual actual estimated adopted L General Fund 4B Fund i PTR Fund 1.00% General Fund 0.50% Property Tax Reduction Fund 0.50% 4B Economic Development Fund Note: This chart includes anomalies due to audit adjustments from the State Comptroller's office for FY 05/06 in the amount of $650K and again in FY 08/09 for $699K. 69 GENERAL FUND Interfund Repayment Schedule Due from Utility Fund Extension peak 377 Water Sewer Line GW Farms 100.15205.00 of Water Payment Line "A" Waterline 100.48801.16 Mains y 500.23001.00 Pymt No. Due Date Beginning Balance $57,600 $95,000 $4,895 $1,515 $2,033 $161,043 Ending Balance Amount Due Amount Due Amount Due Amount Due Amount Due TOTAL 1 01/15/05 $ 161,043 $ 3,840 $ 23,750 $ 4,895 $ 1,515 $ 2,033 $ 36,033 $ 125,010 2 01/15/06 125,010 3,840 23,750 - - - 27,590 97,420 3 01/15/07 97,420 3,840 23,750 - - 27,590 69,830 4 01/15/08 69,830 3,840 23,750 27,590 42,240 5 01/15/09 42,240 21,120 - 21,120 21,120 6 01/15/10 21,120 21,120 - - - - 21,120 - TOTAL $ 57,600 $ 95,000 $ 4,895 $ 1,515 $ 2,033 $ 161,043 $ 70 GENERAL FUND Tax Reimbursement Schedule Fidelity (Phase 1) Pymt FY End Beginning 100.46520.11 100.46522.11 Total Ending # Date Balance Principal Interest Pymt Due Balance 1 09/30/02 536,374 2 09/30/03 536,374 "* 3 09/30/04 429,099 4 09/30/05 429,099 5 09/30/06 393,341 6 09/30/07 357,582 7 09/30/08 321,824 8 09/30/09 286,066 9 09/30/10 250,308 21,461 17,477 16,426 15,314 14,138 12,895 11,581 - - 536,374 85,814 107,275 429,099 - - 429,099 18,281 35,758 393,341 19,333 35,758 357,582 20,444 35,758 321,824 21,620 35,758 286,066 22,863 35,758 250,308 24,178 35,758 214,549 10 09/30/11 214,549 10,190 25,568 35,758 178,791 11 09/30/12 178,791 8,720 27,038 35,758 143,033 12 09/30/13 143,033 7,166 28,593 35,758 107,275 13 09/30/14 107,275 5,522 30,237 35,758 71,516 14 09/30/15 71,516 3,783 31,975 35,758 35,758 15 09/30/16 35,758 1,944 33,814 35,758 0 TOTAL $ 146,616 $ 389,757 $ 536,374 $ - " FY 02/03 Payment of $107,274.72 included FY 01/02, FY 02/03, and FY 03/04 ($35,758.24 x 3) 71 Department 11—Administration Key Result Areas Affected • Comprehensive Planning • Quality Development • Aesthetic Standards • High Quality Standards Coupled with Financial Stewardship • Infrastructure Maintenance and Planning Citizen Engagement Premier Education Facilities and Programs Program Description ® The Administration Department coordinates and manages all facets of the Town's operations. The Town Manager, reporting to the Town Council, serves as the chief executive officer for all Town operations including serving as CEO for Westlake Academy. His duties include implementation of the goals and objectives established by the Town Council, preparation and submission of an annual municipal budget for Board review and adoption, as well as the implementation and oversight of the adopted budget throughout effective fiscal year. The Town Manager guides, coordinates, and facilitates recommendations to the Council on strategic planning initiatives and policies as well as their implementation. Responsible for attracting, retaining, ana developing a municipal/educational work force for delivering top quality municipal and Academy services. 72 Department 11—Administration Trends * Residential growth has slowed over the last twelve months, but has been steady. ® Commercial growth has continued with completion of construction on the 600,000 sq. ft. Fidelity Phase II project and commencement of the $300 million plus Deloitte University project. However, other commercial development, including retail, has not occurred. ® The Town's on-going sales tax sources have declined and are not projected to show substantial increases in the near or long term. • Proportionate spending on Town operations and maintenance remains consistent, but needs to be increased to maintain the Town's infrastructure and building assets as they age and receive usage. ® Adequate funding for increasing capital project needs continues to present challenges. • Based upon current forecasts, within two (2) fiscal years, the Town's on-going revenue streams will not sustain provision of current levels of service in their present delivery configuration. Program Broad Goals ® Assure all growth is compliant with Westlake development standards. • Maintain and develop a competent and competitive municipal/Academy work force. • Analyze and report new revenue generating ventures as well as analyze and report new ways to partner with public and private sector service providers to control cost and improve services. ® Monitor the municipal and Academy budget and oversee all finances of the Town so as to apprise Town Council of the Town's financial condition and future needs in a timely manner. ® Assist the Board of Trustees/Town Council with the growth and development of Westlake Academy. * Provide support for Council appointed advisory committees and commissions. 73 Department 11—Administration 2009 Highlights • Increased services in all areas of operations without recommending an ad valorem property tax. • Deloitte University Construction Commenced — Deloitte, LLP submitted and received approval of all development related documents as well as zoning and has begun grading work for this $300 million plus learning and leadership center with plans for a ground breaking ceremony to be held this fall. o Westlake Academy Arts & Sciences Building- This $5.1 million facility, funded in part by $2.5 million in general obligation bonds issued by the Town in 2008, was recently completed on time and within budget. This addition will add much needed science laboratory/class room space for the Academy students. 4, Automated Residential Solid Waste Collection- this system was converted to a fully automated cart system to improve collection efficiencies which should help contain future costs. • FM 1938 (Precinct Line Rd) Streetscaping- schematic design is underway for future streetscape improvements to what will be Westlake's major north/south corridor. ® Substantial progress was made on building a unified Town/Westlake Academy staff leadership team. The Town Council, working as a team with Staff, developed a five (5) year strategic plan for the WESTLAKE Town and with Staff, is developing a holistic approach for governing the Town called "Governing for Outcomes" which integrates strategic planning, budgeting, financial forecasting, a five (5) year capital improvements plan, outcome based performance measures, performance evaluations, as well as the Town's Direction Finder's (citizens') Survey that was conducted for the first time in FY 08/09. 74 Department 11— Administration 2010 Goals and Objectives • Oversee and facilitate process to update all components of the Town's comprehensive plan. • Integrating municipal and Academy operations into a cohesive, unified organization. • Improve Academy management and internal support systems. • Implement the Town's approved strategic plan with complementary Academy strategic plan (yet to be developed) linked to outcome measures. • Continue to pursue improvement of citizen outreach and communication. • Continue to progress on the development of a programmatic budget tied to strategic plan, vision, mission, values and key result areas, as well as improve capital improvement budgeting process. • Revamp the organization's compensation and performance evaluation system. Efficiency/Effectiveness Measures Objective Actual Budget Projected Projected FY07/08 FY08/09 FY08/09 FY09/10 1 Provide same day response to all 100% 100% 90% 100% citizens' calls for services Produce weekly update for Board of 2 100% 100% 100% 100% Aldermen Complete program of services 3. within 100% 100% 100% 100% adopted or amended budget Maintain annual 90 day balance in 4 328 days 142 days 321 days 90+ days General Fund % of Performance Evaluations 6 100% 100% 75% 100% administered on time 75 Department 11—Administration Vision Point Strategic Plan Impacts Vision Point One—Inviting Residential and Corporate Neighborhoods • On-going comprehensive planning o Update master plans to guide development and provide a framework for future projects; promote the Master Plan as a community focal point Team Co -Leaders: Tom Brymer / Eddie Edwards • Highest quality development and aesthetic standards o Support our newest corporate partners, Deloitte and Fidelity, with Deloitte University and the completion of Fidelity Phase II Team Leader: Ginger Awtry o Work to attract nationwide, well known anchor and retail businesses Team Co -Leaders: Tom Brymer / Eddie Edwards Vision Point Two - We Are Leaders • High quality services coupled with financial stewardship o Establish a strategy for achieving long-term financial sustainability for the Town government, including Westlake Academy Team Leader: Tom Brymer o Review and discuss growth related policies Team Co -Leaders: Tom Brymer / Todd Wood / Debbie Piper o Explore public safety service delivery options and funding Team Co -Leaders: Tom Brymer / DPS Lieutenants o Enhance the effectiveness of service delivery via intergovernmental partnerships Team Leader: Tom Brymer Vision Point Three — Hospitality Finds Its Home in Westlake • Historic preservation o Integrate the mission of the Westlake Historical Preservation Society (WHPS) into community events Team Leader: Ginger Awtry • Tourism development o Host regional events to attract individuals to our restaurants, hotel and businesses Team Leader: Ginger Awtry 76 Department 11—Administration • Arts and culture o Implement a Westlake speaker series featuring community leaders Team Leader: Ginger Awtry Refer to Strategic Plan - Section 11 for additional detail 77 FY 2009/2010 Operating Budget General Fund Departmental Summary 11 Administrative Revenues 100% Adopted Estimated Adopted General Sales Tax Actual Budget Budget Budget Contributions FY 07/08 FY 08/09 FY 08/09 FY 09/10 Revenues 100% General Sales Tax $ 1,795,287 $ 1,664,352 $ 1,700,000 $ 1,452,600 Contributions - - - 100,000 Beverage Tax 16,177 13,300 17,750 17,750 Franchise Fees 649,108 643,780 646,675 646,675 Permits & Fees 2,050 2,300 2,175 2,175 Intergoverm ental - - - - Fines & Forfeitures - - - - Investment Earnings 75,631 40,000 19,750 9,000 Misc Income 31,278 1 11,800 1 13,500 1 34,620 Transfers In - - - - Total $ 2,569,530 1 $ 2,375,532 $ 2,399,850 1 $ 2,262,820 Expenditures 100% Payroll $ 100,591 $ 165,430 $ 169,680 $ 169,912 Payroll Related 22,176 46,477 44,060 45,786 Supplies 28,054 24,108 24,640 24,640 Services 337,832 338,231 215,787 198,272 Insurance 24,988 21,513 21,441 22,513 Maintenance - - - - Rent & Utilities 151,998 152,264 152,264 152,264 E/D Incentives 495,071 500,211 210,758 488,327 Capital Outlay 1,020 - - - Transfers Out - - - - Total $ 1,161,729 $ 1,248,234 $ 838,629 $ 1,101,714 Proposed Revenues FY 09/10 100% ! Contributions 90% y - J Transfers In 80% v - W Misc Income 70% _j Investment Earnings 60% - W Fines & Forfeitures 50% 9 Intergovermental 40% - O Permits & Fees 30% M Franchise Fees 20% U Beverage Tax 10% - o General Sales Tax 0% 78 Proposed Expenditures FY 09/10 100% W Transfers Out 90% W Capital Outlay 80% - W E/D Incentives 70% W Rent & Utilities 60% - W Maintenance 50% U Insurance 40% Y Services 30% U Supplies 20% O Payroll Related 10% - O Payroll 0% FY 2009/2010 Operating Budget Personnel Summary and Allocation 11 Administration Town Manager 1.00 Adopted Estimated Adopted General Fund Actual Budget Budget Budget Visitor Fund FY 07/08 FY 08/09 FY 08/09 FY 09/10 Town Manager 1.00 1.00 1.00 1.00 General Fund 70% 70% 70% 70% Visitor Fund 15% 15% 15% 15% Utility Fund 15% 15% 15% 15% Assistant 1.00 1.00 1.00 1.00 General Fund 70% 70% 70% 70% Visitor Fund 15% 15% 15% 15% Utility Fund 15% 15% 15% 15% Intern - 0.25 0.25 0.20 General Fund 0% 100% 100% 100% Visitor Fund 0% 0% 0% 0% Utility Fund 0% 0% 0% 0% Clerk - 0.25 0.25 0.30 General Fundl 0% 100% 100% 100% Visitor Fund 0% 0% 0% 0% Utility Fund 1 0% 0% 0% 0% Total Employees 2.00 2.50 2.50 2.50 General Fund 70% 85.0% 85.0% 85.0% Visitor Fund 15% 7.5% 7.5% 7.5% Utility Fund 15% 7.5% 7.5% 7.5% Clerk Intern Assistant Town Manager Proposed Personnel Allocation FY 09/10 Utility Visitor Fund, 0% 20% 40% 60% 80% 100% 79 Department 12 —Planning &Zoning Key Result Areas Affected ® Comprehensive Planning ® Neighborhood Integrity ® Community Appearance Quality Development ® Aesthetic Standards Program Description The Planning and Development Department is responsible for processing platting and zoning requests and insuring that proposed development will conform to the Town of Westlake's comprehensive plans. This also requires the continuous updating and amending of ordinances to address ever-changing development concerns. The Building and Code Compliance Division is responsible for the administration and enforcement of the Town's adopted building codes and ordinances to assure that development is executed and maintained in compliance with ordinances and approved development plans. Trends • New home permits are expected to continue to drop. • Commercial projects to be permitted in FY2009/2010 will include Deloitte's project, at least two stand alone retail projects, and several office remodeling projects. 60 50 40 30 20 10 0 New Home Permits by Year 37 22 - — 1 FY 04/05 FY05/06 FY06/07 Actual Actual Actual s0 FY07/08 Actual 6 10 FY08/09 FY 09/10 Projection Projection Department 12 —Planning &Zoning Percentage of expenditures in comparison to revenues generated Actual Actual Projected Estimated Projected FY 06/07 FY 07/08 FY 08/09 FY 08/09 FY 09/10 Revenue $ 637,640 $ 987,392 $ 1,447,750 $ 2,435,705 $ 393,355 Expenditure $ 161,655 $ 108,213 $ 218,703 $ 222,102 $ 178,827 Comparison 25% 11% 15% 9% 45% Program Broad Goals Prepare ordinances to amend existing ordinances as necessary to efficiently and logically guide development within the Town of Westlake. Provide the administrative, technical, and clerical services necessary to professionally regulate the codes and ordinances related to the construction and use of Commercial and Residential structures and properties within the community. Insure code and ordinance compliance through effective communication, accurate records management, and by taking appropriate action when necessary to obtain compliance. 2009 Highlights Provided Maximum 10 day turn -around time for SFR plans review submittal to permit issued. • Completed the master filing system within the Building Department records system. • Processed all applications for platting, zoning, and site plans within prescribed deadlines. 2010 Goals and Objectives a 0 0 0 0 Prepare ordinances for adoption by the Board of Alder ■ Regulate gas drilling and pipelines ■ Update the comprehensive plans o Land Use o Master Thoroughfare o Open space /Trails Master plan o Water and Sewer Master plan o Streetscape / Landscape Master plan Update all departmental information on the town wek Adopt the 2006 Building Codes and recommended am Continue to update and revise the forms used for processing permits and tracking inspections. Establish a set of maps containing the legal description, zoning, and addressing information for all parcels within the Town of Westlake. 81 Department 12 —Planning &Zoning Efficiency/Effectiveness Measures Vision Point Strategic Plan Impacts Vision Point One—Inviting Residential and Corporate Neighborhoods s On-going comprehensive planning Update master plans to guide development and provide a framework for future projects; promote the Master Plan as a community focal point Team Co -Leaders: Tom Brymer / Eddie Edwards a Highest quality development and aesthetic standards • Revise and update all codes and related amendments Team Leader: Eddie Edwards • Finalize oil and gas drilling related ordinances Team Leader: Eddie Edwards • Work to attract nationwide, well known anchor and retail businesses Team Co -Leaders: Tom Brymer / Eddie Edwards Refer to Strategic Plan - Section 11 for additional detail 82 Actual Budget I Projected Projected Objective FY07/08 % SFR plans reviewed and FY08/09 _ FY08/09 FY09/10 1. completed within 10 days of 100% 100% 100% 100% submittal % Commercial plans reviewed 2. within 30 days and log updated 100% 100% 95% 95% 3. % Building inspections responded to same day 95% I % Revenue generated over 95% 90% 95% 4. department cost to operate 80% 80% 85% 79% Vision Point Strategic Plan Impacts Vision Point One—Inviting Residential and Corporate Neighborhoods s On-going comprehensive planning Update master plans to guide development and provide a framework for future projects; promote the Master Plan as a community focal point Team Co -Leaders: Tom Brymer / Eddie Edwards a Highest quality development and aesthetic standards • Revise and update all codes and related amendments Team Leader: Eddie Edwards • Finalize oil and gas drilling related ordinances Team Leader: Eddie Edwards • Work to attract nationwide, well known anchor and retail businesses Team Co -Leaders: Tom Brymer / Eddie Edwards Refer to Strategic Plan - Section 11 for additional detail 82 FY 2009/2010 Operating Budget General Fund Departmental Summary 12 Planning & Zoning Revenues General Sales Tax $ $ $ - $ Beverage Tax - - Franchise Fees - - - Permits & Fees 987,392 1,477,750 2,435,705 393,355 Intergovermental - - - - Fines & Forfeitures - - Investment Earnings - - Misc Income - - Transfers In - - Total $ 987,392 $ 1,477,750 $ 2,435,705 $ 393,355 Expenditures 100% Adopted Estimated Adopted Payroll Actual Budget Budget Budget Payroll Related FY 07/08 FY 08/09 FY 08/09 FY 09/10 Revenues General Sales Tax $ $ $ - $ Beverage Tax - - Franchise Fees - - - Permits & Fees 987,392 1,477,750 2,435,705 393,355 Intergovermental - - - - Fines & Forfeitures - - Investment Earnings - - Misc Income - - Transfers In - - Total $ 987,392 $ 1,477,750 $ 2,435,705 $ 393,355 Expenditures 100% — Payroll $ 73,359 $ 75,600 $ 78,850 $ 94,018 Payroll Related 26,462 26,425 26,722 30,528 Supplies 2,904 8,800 8,800 7,300 Services 4,942 106,850 106,745 45,995 Insurance 546 528 486 486 Maintenance - 500 500 500 Rent & Utilities - - - - E. D. Incentives - 10% - - Capital Outlay - Y General Sales Tax 0% Transfers Out - - - - Total $ 108,213 $ 218,703 $ 222,102 $ 178,827 Proposed Revenues FY 09/10 100% — u Transfers In 90% 0 Misc Income 80% 70% o Investment Earnings 60% ® Fines & Forfeitures 50% O Intergovermental 40% p Permits & Fees 30% — V Franchise Fees 20% - o Beverage Tax 10% - Y General Sales Tax 0% 83 Proposed Expenditures FY 09/10 100% — u Transfers Out 90% u Capital Outlay 80% o E. D. Incentives 70% o Rent & Utilities 60% ® Maintenance 50% H Insurance 40% N Services 30% W Supplies 20% o Payroll Related 10% o Payroll 0% - FY 2009/2010 Operating Budget Personnel Summary and Allocation 12 Planning and Development Director 1.00 1.00 Adopted Estimated Adopted 100% Actual Budget Budget Budget 0% FY 07/08 FY 08/09 FY 08/09 FY 09/10 Director 1.00 1.00 1.00 1.00 General Fund 100% 100% 100% 100% Visitor Fund 0% 0% 0% 0% Utility Fund 0% 0% 0% 0% Clerk 0.20 - - - General Fund 100% 0% 0% 0% Visitor Fund 0% 0% 0% 0% Utility Fund 0% 0% 0% 0% Part -Time - - 0.25 - General Fund 0% 0% 100% 0% Visitor Fund 0% 0% 0% 0% Utility Fund 0% 0% 0% 0% Assistant* - - - 0.33 General Fundl 0% 0 o 0% 100% Visitor Fund 0% 0% 0% 0% Utility Fund 1 0% 0% 0% 0% Total Employees 1.20 1.00 1.25 1.33 General Fund 100% 25.0% 50.0% 50.0% Visitor Fund 0% 0.0% 0.0% 0.0% Utility Fund 0% 0.0% 0.0% 0.0% Assistant* Director Proposed Personnel Allocation FY 09/10 0% 20% 40% 60% 80% 100% 84 Department 13 —Town Secretary Key Result Areas Affected • High Quality Services • Citizen Engagement ® Citizen Communication Program Description TOWN OF WESTLA E TOIVN SECRETARY Perform tasks outlined in the Texas Municipal Law and - TEXAS STUDENT Np(jSINC Procedure for General Law Type A Cities as well as tasks related to the support of the Town Council, Board of Trustees, Planning and Zoning Commission, the Zoning Board of Adjustments, and the Texas Student Housing Authority, and oversight of the Town's records management program. The Town Secretary is also responsible for the coordination of the design and distribution of the Town's quarterly newsletter as well as communicating announcements and other topics of interest to the Community. Trends The trends of the duties and responsibilities of the Town Secretary indicate an increase in the number of activities/functions that impact the workload of this office. Town of Westlake * Increase in number of meetings covered by this office from year to year. ■ Impact the amount of time required for pre -meeting and post -meeting activities. o Agenda preparation, packet preparation, posting requirements, distribution of meeting notifications, preparation of minutes, legal advertisements, and maintaining the records associated with each meeting as well as facility preparation. Number of Meetings 103 100 Actual �j720 74 Projected 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 85 Department 13 —Town Secretary Texas Student Housing Number of scholarship applications has leveled off in the past two years. However, In order to effectively manage the duties associated with the scholarship issuance process, TSHA must: ■ Identify processes and tools for accurate date entry and tracking of scholarship offers, rejections, and acceptances. TSHA Housing Scholarship Applications 836- 853 onn 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 Actual Awarded ® This office will continue to fine-tune the process as we proceed into the next annual award cycle. • TSHA utilizes temporary clerical assistance to assist with the labor-intensive data entry process. • TSHA has brought in temporary personnel to conduct a records inventory of records dating back to the inception of the program — 1995. Program Broad Goals • A commitment to leadership that ensures quality public service based on honesty, dependability, integrity, consistency, respectfulness, and fairness. • Maintain accurate records that are available to the public, Boards, and staff through a user-friendly records management program in compliance with state law and our own ordinances. • Conduct elections accurately, efficiently, and in accordance with state law. • Accept and process Texas Student Housing applications in a timely and effective manner. • Prepare notifications of scholarship awards and record responses in a timely and effective manner. • Maintain all permanent Town records in digital form. 86 Department 13 —Town Secretary 2009 Highlights • Conducted General and Local Option elections in May 2009. • Concentrated on and enhanced communication efforts with residents through distribution of quarterly newsletter and e-mail notifications. • Prepared agendas, agenda packets and minutes for approval in a timely manner. • Serving as officer of local chapter of Texas Municipal Clerks Association. 2010 Goals and Objectives • Conduct Records Inventory for the Town's Secretary's Office and establish a records controls schedule for said records. • Continue Records Inventory of Texas Student Housing Authority Records and identify records for destruction. • Continue to maintain the success of an effective communications program. • Continue to serve as the public relations liaison to the Town's public relations firm, and work effectively with the Town's employees and Westlake Academy liaison to continue to communicate vital information to all interested parties. • Attend TMCA legislative update — August 2009 (required for State recertification). • Attend TMCA Election Law Update — January 2010 (required for State recertification). Efficiency/Effectiveness Measures Objective 1. Post all Board meeting agendas to website at least 72 -hours prior to the -meeting date and time. 2. Complete Minutes of regularly scheduled meetings and workshops within five (5) business days. 3. Respond to all open records request with 10 business days. 4. Assemble and distribute Board Packets for regular meetings five (5) days prior to meeting date. 87 Actual FY07/08 New measure New measure Budget FY08/09 Projected Projected FY08/09 FY09/10 100% 100% 90% 100% 100% 90% New measure 100% 100% 100% New measure 90% 90% 95% 87 Department 13 —Town Secretary Vision Point Strategic Plan Impacts Vision Point Two — We Are Leaders • Infrastructure maintenance and planning o Work with transportation representatives to include Westlake in regional rail system Team Leader: Kelly Edwards Vision Point Three — Hospitality Finds Its Home in Westlake • Citizen engagement and communication o Develop overall communication plan for the residents and businesses Team Leader: Kelly Edwards • Tourism development o Develop and assist the PR/marketing team, working with the Town's PR consultant group to promote Westlake as a business and tourist destination Team Leader: Kelly Edwards Refer to Strategic Plan - Section 11 for additional detail :: FY 2009/2010 Operating Budget General Fund Departmental Summary 13 Town Secretary Revenues General Sales Tax $ $ $ $ Beverage Tax Franchise Fees - - Permits & Fees - - Intergovermental - - Fines & Forfeitures - - Investment Earnings - - Misc Income 25,671 27,382 27,726 25,636 Transfers In - Total $ 25,671 $ 27,382 $ 27,726 $ 25,636 Expenditures 100% Adopted Estimated Adopted Payroll Actual Budget Budget Budget Payroll Related FY 07/08 FY 08/09 FY 08/09 FY 09/10 Revenues General Sales Tax $ $ $ $ Beverage Tax Franchise Fees - - Permits & Fees - - Intergovermental - - Fines & Forfeitures - - Investment Earnings - - Misc Income 25,671 27,382 27,726 25,636 Transfers In - Total $ 25,671 $ 27,382 $ 27,726 $ 25,636 Expenditures 100% Payroll $ 76,615 $ 78,233 $ 77,983 $ 74,445 Payroll Related 18,431 18,016 17,972 17,231 Supplies 3,693 3,200 3,418 3,418 Services 23,581 21,417 22,552 22,552 Insurance - - - - Maintenance Rent & Utilities - E. D. Incentives - 10% - Capital Outlay - Y General Sales Tax - Transfers Out - - - - Total $ 122,320 $ 120,866 $ 121,925 $ 117,646 Proposed Revenues FY 09/10 100% u Transfers In 90% W Misc Income 80% 70% W Investment Earnings 60% G Fines & Forfeitures 50% o Intergovermental 40% p Permits & Fees 30% V Franchise Fees 20% H Beverage Tax 10% Y General Sales Tax 0% M Proposed Expenditures FY 09/10 100% U Transfers Out 90% W Capital Outlay 80% LJ E. D. Incentives 70% W Rent & Utilities 60% o Maintenance 50% 0 Insurance 40% Y Services 30% W Supplies 20% o Payroll Related 10% o Payroll 0% — FY 2009/2010 Operating Budget Personnel Summary and Allocation 13 Town Secretary Town Secretary 1.00 Adopted Estimated Adopted General Fund Actual Budget Budget Budget Texas Student Housing FY 07/08 FY 08/09 FY 08/09 FY 09/10 Town Secretary 1.00 1.00 1.00 1.00 General Fund 67% 65% 65% 65% Texas Student Housing 33% 35% 35% 35% Other Funds 0% 0% 0% 0% Clerk - - - - General Fund 0% 0% 0% 0% Texas Student Housing 0% 0% 0% 0% Other Funds 0% 0% 0% 0% Clerk - - - - General Fund 0% 0% 0% 0% Texas Student Housing 0% 0% 0% 0% Other Funds 0% 0% 0% 0% Clerk - - - - General Fund 0 o 0 0 0% 0% Texas Student Housing 0% 0% 0% 0% Other Funds 0% 0% 0% 0% Total Employees 1.00 1.00 1.00 1.00 General Fund 67% 65% 65% 32.5% Texas Student Housing 33% 35% 35% 17.5% Other Funds 0% 0% 0% 0.0% Clerk Town Secretary Proposed Personnel Allocation FY 09/10 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% •E L Department 14 —Emergency Services Key Result Areas Affected ® Citizen and Corporate Communication • High Quality Services Coupled with Financial Stewardship • Quality Development Program Description The Department of Public Safety provides the public safety needs of the Town via a variety of programs and services. The majority of these services are Fire and Emergency Medical Services (EMS) related but also includes fire prevention and public education. ® Many civic organizations also benefit from these types of services. Business organizations have benefited through the training activities and inspection / prevention programs that the Department provides. The Department will continue to provide the most efficient method of delivering the traditional services — Fire Protection, Emergency Medical Services, Fire Inspections and Public Education while continuing to seek further avenues of outreach into the community. Trends The level of activity can be categorized into four main areas: Emergency Operations, Training, Routine Activities and Public Orientated Activities. Emergency Operation trends showed a slight decrease in total calls. This is attributed to the decrease in employees at some of the local corporate office complexes, since most medical calls are generated from these locations. False alarm calls have been reduced due to cooperative efforts between the fire department and businesses. The illustration below shows a comparison for the past three years of total fire and EMS incidents. Fire and EMS Incidents 400 Fire 433 167300 106 200 222 EMS Zoo 169 0 06/07 07/08 08/09 91 Department 14 — Emergency Services ® Personnel continue to take advantage of joint training exercises and contracts which reduces cost and increases familiarity with personnel and equipment of our mutual aid agencies. ® Specialized training targets firefighter development that enhances our current services through state certification levels. ® Ongoing efforts to increase public involvement through public education, relations and services. ® Daily activities and work details are the most time consuming activities due to their nature. These activities are necessary to maintain the proper condition and operation of the equipment. The illustration below shows man hours for the previous year for activity trends. Emergency Operations Fire Training EMSTraining Haz-Mat Training Public Relations Public Education ■ Public Service Work Details ■ Daily Activities ■ Career Development 0 200 400 600 800 1000 1200 92 Department 14 —Emergency Services Program Broad Goals Provide safe, efficient, and professional emergency services to the Town. ® Broaden the foundation of the department to initiate superior programs to interact with the citizens. ® Continue advancing professional certification levels for personnel. ® Increase prevention and public education programs by providing a variety of all hazard safety and prevention classes for residents and corporate offices. ® Continue the advancement of prevention and inspection programs. * Increase efforts to build networks with the corporate businesses. 2009 Highlights ® Department personnel completed the following state certification programs: Fire Officer I, Fire Officer II, Fire Instructor, Driver/Operator and Hazardous Materials Technician. ® Other classes attended by department personnel: Command and Control and Fire Officer III & IV. Conducted numerous CPR classes and trained individuals in the use of automatic external defibrillators (AED). Placed into service a Zoll AutoPulse. This was purchased using matching funds from the Texas Department of State Health Services. This device is a non-invasive cardiac life support pump that is more effective than CPR. It allows rescuers to provide compressions while performing other life- saving activities. • Placed into service two Continuous Positive Airway Pressure (CPAP) units. These units have only recently started being used in the emergency field on board ambulances. The devices reduce the need for intubation in patients experiencing congestive heart failure. One unit was placed on the ambulance, while the second unit was placed on the fire engine. • Upgraded all Self Contained Breathing Apparatus (SCBA's) to meet the latest NFPA standards. 93 Department 14 —Emergency Services 2010 Goals and Objectives ® Continue monitoring the revenue enhancement streams to fund public safety needs and activities. Complete the current round of the FEMA grants by applying for apparatus, specialty rescue equipment and a new fire station. ® Continue training the public in the use of CPR and AEDs (Automatic External Defibrillators). * Continue NIMS (National Incident Management System) training for public officials and staff. ® Continue performing emergency drills for local business as they relate to fire and severe weather. ® Continue training for all personnel in all disciplines of certification and career development. Enhance our public education and prevention programs within Westlake Academy. Target subjects include home safety principles, health and medical awareness programs such as the use of alcohol and tobacco by school age children, weather related safety programs, CPR and AED training, baby sitting safety tips, and general operational and maintenance of home sprinkler systems. Place in service a grass/fire attack apparatus that will utilize the CAFS unit received from a FEMA grant and will be capable of fighting grass/brush fires, as well as fires in parking garages. 94 * Replace the two current out -dated heart monitors with two new heart monitors with the latest technology and program functions. ® Transition the current paper inspection reporting system into the current electronic reporting software already in use by the department for incident reports. Department 14 —Emergency Services Efficiency/Effectiveness Measures Objective Actual FY07/08 1. All employees trained in CPR and AED N/A i — 2. Conduct residential inspections within three (3) days of called for inspection 3. Conduct business/commercial inspections utilizing Town staff only 4. Collection of billable EMS revenue increased over previous year 5. 1 Employees tri -certified — Fire, Paramedic, Police 6. Conduct LETS program for the Westlake Academy 7. 1 Test and map 100% of the fire - hydrant located within Town limits N/A Budget Projected Projected FY08/09 FY08/09 FY09/10 19% of Staffi� 31% of Staff 100% of Staff Trained Trained Trained 100% 100% 100% 98% Business 100% Residential 100% 18% 100% 45% 100% 12.5% 55% 73% 73% 73% N/A 100% 92% 100% 100% of 100% of 100% of 100% of Hydrants Hydrants tested. Hydrants tested Hydrants tested tested and painted. No GPS hydrant and 50% GPS and 100% GPS 100% of Hydrants waterflow analysis locations locations record locations record data recorded in Firehouse 8. Response times inside town i limits (Ambulance/Fire) 5:46 minutes 5:00 minutes 5:21 minutes 5:00 minutes I Vision Point Strategic Plan Impact Vision Point Two — We Are Leaders e High quality services coupled with financial stewardship o Explore public safety service delivery options and funding Team Co -Leaders: Tom Brymer / DPS Lieutenants Refer to Strategic Plan - Section 11 for additional detail 95 FY 2009/2010 Operating Budget General Fund Departmental Summary 14 Fire/EMS Revenues 100% Adopted Estimated Adopted General Sales Tax Actual Budget Budget Budget Beverage Tax FY 07/08 FY 08/09 FY 08/09 FY 09/10 Revenues 100% General Sales Tax $ $ $ - $ 721,802 Beverage Tax - 221,307 - 205,945 Franchise Fees - 73,690 - - Permits & Fees 112,581 123,350 101,890 101,890 Intergovermental 12,540 5,865 180 180 Fines & Forfeitures 1,174 1,200 1,079 1,079 Investment Earnings - - - - Misc Income 80 100 1 3,000 1 250 Transfers In- 18,958 17,102 17,102 Total $ 126,374 $ 130,515 1 $ 106,149 $ 103,399 Expenditures 100% Payroll $ 642,826 $ 685,786 $ 755,225 $ 721,802 Payroll Related 191,491 221,307 214,563 205,945 Supplies 62,701 73,690 72,945 64,985 Services 783,552 842,557 828,182 828,182 Insurance 4,087 3,962 4,011 4,212 Maintenance 2,954 21,170 21,975 26,942 Rent & Utilities 9,796 9,215 9,790 9,790 E. D. Incentives - - - - Capital Outlay 18,958 17,102 17,102 Transfers Out - - - - Total $ 1,716,365 $ 1,874,789 $ 1,923,793 $ 1,861,858 Proposed Revenues FY 09/10 100% u Transfers In 90% W Misc Income 80% 70% W Investment Earnings 60% W Fines & Forfeitures 50% W Intergovermental 40% p Permits & Fees 30% - W Franchise Fees 20% o Beverage Tax 10% Y General Sales Tax 0% M Proposed Expenditures FY 09/10 100% U Transfers Out 90% ..I Capital Outlay 80% Lf E. D. Incentives 70% PJ Rent & Utilities 60% W Maintenance 50% W Insurance 40% 0 Services 30% W Supplies 20% 0 Payroll Related 10% O Payroll 0% - FY 2009/2010 Operating Budget Personnel Summary and Allocation 14 Fire/Emergency Services Fire Chief 1.00 1.00 Adopted Amended Adopted 100% Actual Budget Budget Budget 0% FY 07/08 FY 08/09 FY 08/09 FY 09/10 Fire Chief 1.00 1.00 1.00 1.00 General Fund 100% 100% 100% 100% Visitor Fund 0% 0% 0% 0% Utility Fund 0% 0% 0% 0% Firefighters FT 9.00 9.00 9.00 8.00 General Fund 100% 100% 100% 100% Visitor Fund 0% 0% 0% 0% Utility Fund 0% 0% 0% 0% Firefighters PT 15.00 15.00 15.00 15.00 General Fund 100% 100% 100% 100% Visitor Fund 0% 0% 0% 0% Utility Fund 0% 0% 0% 0% Other - - - - General Fundl 0% 0% 0% 0% Visitor Fund 0% 0% 0% 0% Utility Fund 1 0% 0% 0% 0% Total Employees 25.00 25.00 25.00 24.00 General Fund 100% 100% 100% 100% Visitor Fund 0% 0.0% 0.0% 0.0% Utility Fund 0% 0.0% 0.0% 0.0% Firefighters PT Firefighters FT Fire Chief Proposed Personnel Allocation FY 09/10 0% 20% 40% 60% 80% 100% 97 Department 15 — Municipal Court Key Result Areas Affected • High Quality Services Coupled with Financial Stewardship • Citizen Engagement • Citizen Communication Program Description The Municipal Court performs the duties necessary to support municipal judicial functions, assist the public and manage court operations. The program will uphold the integrity of the Court and build public trust by providing unbiased quality service and accurate information delivered in an efficient and professional manner. Trends Processes consistent work load of approximately 6,000 new case filings annually. Do not anticipate any significant change of the number/type of citations filed as compared to last fiscal year. Increase in the number of defendant's requesting payment plans. The Judge and Staff have implemented additional procedures to offer a reasonable payment schedule without requiring multiple appearances. Establish an expanded payment plan f( defendants with outstanding arrest warrant and implement a community service program on a limited basis. Marshal to spend one to two days per week in the field contacting delinquent offenders and bringing about a resolution to their pending charges 98 10000 8000 6000 4000 2000 0 3000 2500 2000 1500 1000 500 0 2000 1500 1000 500 0 Department 15 — Municipal Court Police Initiated Case Filings FY 06/07 FY 07/08 FY 08/09 FY 09/10 "Expired" (Dismissible) Type Violations FY 06/07 FY 07/08 FY 08/09 FY 08/09 2500 2000 1500 1000 500 0 10000 8000 6000 4000 2000 0 Speeding Violations FY 06/07 FY 07/08 FY 08/09 FY 09/10 Overall number of filed violations FY 06/07 FY 07/08 FY 08/09 FY 09/10 Staff continues to prioritize warrant clearance efforts — a new collection agency has been located to streamline the outsourcing procedures and reduce the work load on in-house staff by allowing defendants to pay the collection agency directly and enter into payment plans. Number of cleared arrest warrants FY 06/07 FY 07/08 FY 08/09 FY 08/09 2 Collected fine and warrant revenue 200000 150000 100000 50000 0 FY 06/07 FY 07/08 FY 08/09 FY 08/09 Department 15 — Municipal Court Program Broad Goals Court staff will provide prompt assistance in a courteous manner. This includes telephone service, mail service and customers who appear in person. Court staff will work to enter tickets in a timely manner and complete daily court deposits. The Court will conduct hearings and trials in a professional and dignified manner in order to provide an impartial setting for cases to be adjudicated by the Municipal Court Judge. Court staff will continue to work in conjunction with the collection agency and other involved agencies to reduce the number of outstanding arrest warrants. The collection efforts will be monitored and monthly updates reported to Town Management. Court staff will work in partnership with the Texas Department of Public Safety to implement the driver's license suspension program for defendants who have outstanding or delinquent fines in the Court. 2009 Highlights Implemented new collection agency contract to increase efficiency and ability of third -party vendor to allocate additional resources to locating defendants. Provided consistent clearance and processing of outstanding arrest warrants. • Completed safety upgrade in lobby of the court office to allow the Marshal to spend additional time in the field. • Reconfigured office space to maximize the available working area and visibility of staff to increase customer service. 2010 Goals and Objectives Further develop the "Rules of the Court" issued by the Municipal Court Judge and utilize as basis for policy and procedures manual for front office. • Evaluate cost effectiveness of document storage solutions vs. imaging archived case files. • Develop and implement standard operating procedures (SOP) for the Marshal position with attention on the use of force and warrant service to ensure safety and compliance with state laws. Prepare case files for destruction that have reached the end of the retention period. 100 Department 15 — Municipal Court Efficiency/Effectiveness Measures Objective Violations entered within 3 business days of Receipt. Collections of warrant division in both cash and non-cash clearances Benchmark = $35,000 per month Process Court deposits daily Issue arrest warrants at 45 day delinquency Actual Budget Projected Projected FY 07/08 FY 08/09 FY 08/09 IFY 09/10 100% 1 95% 1 100% 100% Benchmark 100% I 22% above 100% not established compliance benchmark compliance 100% Benchmark not established Vision Point Strategic Plan Impact Vision Font Two — We Are "Leaders ® Infrastructure maintenance and planning o Draft facility master plan with Council Team Leader: Amanda DeGan Refer to Strategic Plan - Section 11 for additional detail 111 80% 100% 100% 75% 75% 100% gots FY 2009/2010 Operating Budget General Fund Departmental Summary 15 Municipal Court Revenues 100% Adopted Estimated Adopted General Sales Tax Actual Budget Budget Budget Beverage Tax FY 07/08 FY 08/09 FY 08/09 FY 09/10 Revenues 100% General Sales Tax $ $ $ - $ 211,103 Beverage Tax - 63,603 - 66,552 Franchise Fees - 10,820 - - Permits & Fees 6,060 6,775 7,800 7,800 Intergovermental - - - - Fines & Forfeitures 553,205 649,683 546,381 546,381 Investment Earnings 8,203 14,500 2,200 2,200 Misc Income 1,359 - - - Transfers In - - - 8,331 Total $ 568,826 $ 670,958 $ 556,381 $ 556,381 Expenditures 100% Payroll $ 175,558 $ 194,107 $ 207,657 $ 211,103 Payroll Related 62,108 63,603 64,792 66,552 Supplies 11,969 10,820 9,601 9,601 Services 96,288 115,050 114,555 104,655 Insurance 556 537 537 564 Maintenance - 3,000 2,900 2,900 Rent & Utilities 3,093 3,357 3,357 3,357 E. D. Incentives - - - - CapitalOutlay 8,331 9,832 8,331 8,331 Transfers Out - - - - Total $ 357,903 $ 400,306 $ 411,730 $ 407,063 Proposed Revenues FY 09/10 100% U Transfers Out u Transfers In 90% ..I Capital Outlay 80% W Misc Income 80% Lf E. D. Incentives 70% 70% W Investment Earnings 60% v W Fines & Forfeitures 50% ° W Maintenance W Intergovermental 02{ 40% = LL o Services p Permits & Fees 30% - W Supplies W Franchise Fees 20% o Payroll Related H Beverage Tax 10% o Payroll O General Sales Tax 0% 102 Proposed Expenditures FY 09/10 100% U Transfers Out 90% ..I Capital Outlay 80% Lf E. D. Incentives 70% w Rent & Utilities 60% W Maintenance 50% o Insurance 40% o Services 30% W Supplies 20% o Payroll Related 10% o Payroll 0% - FY 2009/2010 Operating Budget Personnel Summary and Allocation 15 Municipal Court Administrator 1.00 Adopted Estimated Adopted General Fund Actual Budget Budget Budget Visitor Fund FY 07/08 FY 08/09 FY 08/09 FY 09/10 Administrator 1.00 1.00 1.00 1.00 General Fund 100% 100% 100% 100% Visitor Fund 0% 0% 0% 0% Utility Fund 0% 0% 0% 0% Marshal 1.00 1.00 1.00 1.00 General Fund 100% 100% 100% 100% Visitor Fund 0% 0% 0% 0% Utility Fund 0% 0% 0% 0% Clerks 2.00 2.00 2.00 2.00 General Fund 100% 100% 100% 100% Visitor Fund 0% 0% 0% 0% Utility Fund 0% 0% 0% 0% Other - - - - General Fundl 0% 0% 0% 0% Visitor Fund 0% 0% 0% 0% Utility Fund 1 0% 0% 0% 0% Total Employees 4.00 4.00 4.00 4.00 General Fund 100% 100% 100% 100% Visitor Fund 0% 0.0% 0.0% 0.0% Utility Fund 0% 0.0% 0.0% 0.0% Clerks Marshal Administrator Proposed Personnel Allocation FY 09/10 0% 20% 40% 60% 80% 100% 103 Department 16 — Public Works Program Description • Aesthetic Standards • Quality Development • Environmental Stewardship • High Quality Services Coupled with Financial Stewardship • Infrastructure Maintenance and Planning Program Description P The Public Works Department is responsible for: the operation, maintenance, repair, and installation of 65,000 LF of water lines, 39,000 LF of waste water lines, and 38,000 LF of duct bank lines; maintaining public records and regulatory requirements; inspecting and maintaining the Town's traffic signs, signals, roadway markings, and 10.8 miles of street pavement and storm drainage. Public Works also assist other departments, the Academy, and volunteer groups as needed: • Setting up for community events • Providing traffic control devices for DPS use • Supervision of community service workers • Provide back-up coordinating/inspecting work for facility maintenance Trends • The Town's population has continued to increase over the last several years. • This rise has also generated a significant increase in the demand for Public Works staff's time. • The increasing population is accustomed to receiving basic public services that we are minimally equipped to handle. • Drainage complaints have continued to occur over the last fiscal year as more residents are moving in and begin to experience problems. • The Town's water revenue fund continues to grow as the number of users and consumption increases. • As the amount of water purchased from Fort Worth increases in correlation with the population, we have managed to mitigate some of the Peak Charges by continuously monitoring water storage capacities. 104 Department 16 — Public Works $1,800,000 $1,600,000 $1,400,000 $1,200,000 $1,000,000 $800,000 $600,000 $400,000 $200,000 $0 $800,000 $700,000 $600,000 $500,000 $400,000 $300,000 $200,000 $100,000 $0 30 25 20 15 10 5 0 Water and Sewer Revenues FY 03/04 FY 04/05 FY 05/06 FY 06/07 FY 07/08 FY 08/09 FY 09/10 Actuals Actuals Actuals Actuals Actuals Revised Proposed Water and Peak Payments to City of Fort Worth FY 03/04 FY 04/05 FY 05/06 FY 06/07 FY 07/08 FY 08/09 FY 09/10 Actuals Actuals Actuals Actuals Actuals Revised Proposed After Hours Emergencies 3o 25 .6 FY 05/06 FY 06/07 FY 07/08 Actuals Actuals Actuals 105 FY 03/04 FY 04/05 Actuals Actuals FY 08/09 FY 09/10 Revised Proposed Department 16 — Public Works Program Broad Goals L To efficiently and effectively provide a safe and reliable solid waste collection, potable water distribution, wastewater collection, and duct bank system for the Town's customers. ® Maintain Water and Wastewater system in a fiscal and responsible manner in order to maintain a 90 day fund balance. Continue preventive maintenance schedules for water, wastewater and streets facilities, to minimize emergency service disruptions and repair costs. 0 To promote water conservation efforts through better irrigation management practices; thereby, saving water customers money. ® Maintain streets and shoulders in safe travelable condition. • Maintain accurate inventory of streets and their current condition. • Manage all Public Works capital projects to be on schedule and within budget 2009 Accomplishments • Completed additional N-1 sewer line study that TRA required as a result of issues discovered in the initial engineering analysis conducted last year. • Installed new water meters at Fidelity Phase 1 and Phase 2 that integrate with the Town's SCADA monitoring to improve water operation efficiencies. • Integrated the Hwy 114 sewer lift station with Town's SCADA system to provide remote monitoring and control. ® Completed drainage improvements in Stagecoach Hills. ® Installed back generator to provide emergency power to the SCADA computer and Academy server room. • Inspected and cleaned Ground Storage Tank. • Implemented new water rates and sewer rate structure. • Acquired Streetscape master plan for FM 1938 project. 106 Department 16 — Public Works 2010 Goals and Objectives • Continue to work with StreetScape consultant for FM 1938 project • Update Town's Master Plans Complete N-1 sewer line transfer to TRA • Secure an Inter -Local Agreement for a public works maintenance agreement for day to day operations. • Continue "Green" initiatives that focus on improved efficiencies of service delivery, reduce, reuse, and recycling. • Pursue pavement maintenance inventory classification system Identify system replacement standards to be outlined in the budget Efficiency/Effectiveness Measures Actual e FY 07/08 nance Sewer 0% 'aterlines 0 Objectiv % of Preventive Mainte 1. 4 Line Cleaning of total L Number of Dead End V1 2. 50% flushed (17 total) % of Manholes Inspect 3. 2 (250 total) Number of Pumps and 4. 2 Maintained Number of Water Valy( 5. 10 (270 total) LF of Drainage Ditch an 6. d Culvert Repair/Maintenance 7. Tons of Asphalt Repair! Actual e FY 07/08 nance Sewer 0% 'aterlines 0 Budget Projected FY08/09 FY08/09 1% 2% 4 4 Projected FY09/10 2% 4 �d Motors 0% 50% 30% 30% 2 0 2 2 -s Exercised 0 10 20 20 d Culvert 0 LF 0 LF 200 200 LF New Measure New Measure New Measure New Measure 107 Department 16 — Public Works Vision Point Strategic Plan Impacts Vision Point One—Inviting Residential and Corporate Neighborhoods ♦ On-going comprehensive planning O Precinct Line Road construction Team Leader: Jarrod Greenwood ♦ Outstanding community appearance O Streetscape projects to enhance community appearance Team Leader: Jarrod Greenwood Vision Point Two — We Are Leaders ♦ Environmental stewardship initiatives Develop a comprehensive automated recycling and composting program to identify new technology which may be utilized in our environmental stewardship Team Co -Leaders: Jarrod Greenwood /Troy Meyer ♦ Infrastructure maintenance and planning Review the drainage and storm water plans needed to minimize the impact of severe weather on our neighborhoods Team Leader: Jarrod Greenwood O Storm Water Utility review Team Leader: Jarrod Greenwood Refer to Strategic Plan - Section 11 for additional detail 108 FY 2009/2010 Operating Budget General Fund Departmental Summary 16 Public Works Revenues General Sales Tax $ $ $ $ Beverage Tax Franchise Fees - - Permits & Fees - Intergovermental - Fines & Forfeitures - Investment Earnings Misc Income 23,300 Transfers In - - Total $ - $ - $ 23,300 $ - Expenditures 100% Adopted Estimated Adopted Payroll Actual Budget Budget Budget Payroll Related FY 07/08 FY 08/09 FY 08/09 FY 09/10 Revenues General Sales Tax $ $ $ $ Beverage Tax Franchise Fees - - Permits & Fees - Intergovermental - Fines & Forfeitures - Investment Earnings Misc Income 23,300 Transfers In - - Total $ - $ - $ 23,300 $ - Expenditures 100% - Payroll $ 23,674 $ 26,520 $ 27,145 $ 27,761 Payroll Related 8,494 9,552 10,052 10,197 Supplies 3,428 7,790 7,791 7,791 Services 45,974 77,050 77,050 52,050 Insurance - 652 - - Maintenance 15,780 26,500 27,000 17,000 Rent & Utilities 60,823 73,600 73,600 73,600 E. D. Incentives - - - - Capital Outlay 4,436 W Supplies - Transfers Out - - - - Total $ 162,609 $ 221,664 $ 222,638 $ 188,399 Proposed Revenues FY 09/10 100% - u Transfers In 90% 0 Misc Income 80% 70% o Investment Earnings 70% 60% ® Fines & Forfeitures 50% 60% a Intergovermental 40% o Maintenance 50% ® Permits & Fees 30% U Insurance 40% H Franchise Fees 20% N Services 30% H Beverage Tax 10% W Supplies 20% Y General Sales Tax 0% 0 Payroll Related 109 Proposed Expenditures FY 09/10 100% - o Transfers Out 90% • Capital Outlay 80% o E. D. Incentives 70% o Rent & Utilities 60% o Maintenance 50% U Insurance 40% N Services 30% W Supplies 20% 0 Payroll Related 10% O Payroll 0% FY 2009/2010 Operating Budget Personnel Summary and Allocation 16 Public Works Director 1.00 1.00 Adopted Estimated Adopted 25% Actual Budget Budget Budget 0% FY 07/08 FY 08/09 FY 08/09 FY 09/10 Director 1.00 1.00 1.00 1.00 General Fund 25% 25% 25% 25% Visitor Fund 0% 0% 0% 0% Utility Fund 75% 75% 75% 75% Technician - 0.50 0.50 0.50 General Fund 0% 50% 50% 50% Visitor Fund 0% 0% 0% 0% Utility Fund 0% 50% 50% 50% Other - - - - General Fund 0% 0% 0% 0% Visitor Fund 0% 0% 0% 0% Utility Fund 0% 0% 0% 0% Other - - - - General Fundl 0% 0 o 0% 0% Visitor Fund 0% 0% 0% 0% Utility Fund 1 0% 0% 0% 0% Total Employees 1.00 1.50 1.50 1.50 General Fund 25% 37.5% 37.5% 37.5% Visitor Fund 0% 0.0% 0.0% 0.0% Utility Fund 75% 62.5% 62.5% 62.5% Technician Director Proposed Personnel Allocation FY 09/10 0% 20% 40% 60% 80% 100% 110 General Fund 37% Utility Fund 63% Department 17 —Facilities Maintenance Key Result Areas Affected • Premier Education Facilities and Programs • High Quality Services Coupled with Financial Stewardship • Infrastructure Maintenance and Planning Program Description • The Town of Westlake will plan for and provide facilities to enhance present and future community and educational programs and endeavors. ® Long-range plans should include: maintenance, renovation, construction of facilities as related to civic use and educational programs — efficient facilities meeting program needs. • Westlake Civic Campus facilities should be available to the community. The Town should develop cooperative projects with the community and agencies. Trends • As the civic campus ages, maintenance costs of exterior, landscaping and interior systems will continue to increase. • For the FY05/06 school year 700 sq. ft. was remodeled to accommodate the addition of the G C 8th grade. The court office, Town secretary and Texas Student Housing departments were relocated to the Solana Business Park and 4,000 sq. ft. were remodeled into classrooms. A 45 space, temporary parking lot was constructed on the west side of the gym as a pick up area for the 7th, 8th and 9th grades in FY 05/06 For the FY06/07 school year 3,500 sq. ft. was remodeled to accommodate the addition of the 10th - 12th grades. • A proposed performing Arts and Sciences Center to accommodate a black box, art and science centers has been suggested and is being designed. • The increase in academy sport programs has resulted in additional multi use field construction. 111 C 0 Department 17 —Facilities Maintenance All town employees relocated to the Solana business park in April 07 The temporary fire station 12' X 52' mobile home was replaced with a new 14' X 60" in December 06. The facility director is working to complete 40 hours of basic water training in order for the town to have two certified water operators as required by the state to receive a Class D licenses. The student and staff population of the academy grows each year with the addition of one grade level until the 12th grade. This increases the demand for maintenance on the civic campus. $2.5 million bonds passed in November 2007 to construct a 13,700 sf. ft. Arts & Sciences Center located on the civic campus. The bid packages for the project went out in August 2008. Construction is scheduled to start in September 2008. On September 15th 2008 the council approved the 8,400 sf. ft. Sam & Margaret Lee Arts & Sciences Center ,which would include two science rooms and one art room, six offices, conference room and breakout space. Due to the partnership between the Westlake Academy Foundation and the town, the funds needed for the project where raised. Program Broad Goals • The Town has an effective long-range plan for facilities development and maintenance. • The facilities planning process will be communicated in a clear and concise format, including input from residents, academy and Town staff. ® Town facilities will be operated in a cost efficient and energy efficient manner. 2009 Highlights ® The CM @ Risk was approved by council in spring of 2008. ® Ground breaking ceremony was held on June 5th 2008 for the new Arts & Sciences Center. ® Relocation of utilities for the Arts and Sciences Center was completed in summer 2008. • Construction on the Arts & Sciences Center began in October of 2008. • Additional sidewalks were installed in the west side of the civic campus and soccer field. 112 Department 17 —Facilities Maintenance 2010 Goals and Objectives • Facilities Plan will be developed, including an annual maintenance, periodic maintenance, and facilities development plan. • A long-range plan will be developed for future facilities needs that is based on census data and local and regional community development plans. • Facility and Recreation Advisory Group will be created to provide input and to critique the long- range plan. Develop and implement a Facilities Information Communication Plan. ® An energy efficiency plan will be developed and implemented. • Town will increase its awareness and improve its actions regarding energy and resource conservation and recycling. • Ensured the Christmas Lighting, Arbor Day and Decoration Day have a quality setting • Maintain a quarterly and monthly maintenance agreement for the Academy, Solana, Fire Station and Municipal Campus for the following systems: ■ Cleaning service — Daily and semi-annual, window, carpet and tile floors ■ HVAC and heating — Quarterly ■ Electrical systems —Quarterly ■ Security systems — Semi-annual ■ Fire sprinkler and alarm systems — Annual ■ Maintain the campus landscaping: ■ 36 mowings, fertilizations, weed control Athletic Field Maintenance: ""Or - ■ Athletic Field - 2 field mowings around athletic field - ■ Athletic Field — 36 mowings by staff • Parchman house Maintenance• - �y Cemetery Maintenance • Fire station Maintenance Serve as back-up for the public works department 113 Department 17 —Facilities Maintenance Efficiency/Effectiveness Measures Objective Actual FY 07/08 100% compliant with fire sprinkler inspection schedule Yes 100% compliant with alarm system inspection schedule Yes Budget Projected Projected FY08/09 FY08/09 FY09/10 Yes I Yes Yes Yes I Yes I Yes 50% reduction in cleaning I complaints Yes Yes Yes Yes Capital projects completed on time Yes Yes Yes Yes 5. Maintain the campus and park contract services Yes Yes Yes Yes Vision Point Strategic Pian Impacts Vision Point Two — We Are Leaders ♦ Premier educational facilities and programs Complete the Sam and Margaret Lee Arts and Sciences Center Team Leader: Troy Meyer Environmental stewardship initiatives Develop a comprehensive automated recycling and composting program to identify new technology which may be utilized in our environmental stewardship Team Co -Leaders: Jarrod Greenwood /Troy Meyer Refer to Strategic Plan - Section 11 for additional detail 114 FY 2009/2010 Operating Budget General Fund Departmental Summary 17 Facilities Maintenance Revenues General Sales Tax $ $ $ $ Beverage Tax Franchise Fees - Permits & Fees Intergovermental Fines & Forfeitures - - Investment Earnings - - - Misc Income 21,250 21,250 Transfers In - - - - Total $ - $ - $ 21,250 $ 21,250 Expenditures 100% Adopted Estimated Adopted Payroll Actual Budget Budget Budget Payroll Related FY 07/08 FY 08/09 FY 08/09 FY 09/10 Revenues General Sales Tax $ $ $ $ Beverage Tax Franchise Fees - Permits & Fees Intergovermental Fines & Forfeitures - - Investment Earnings - - - Misc Income 21,250 21,250 Transfers In - - - - Total $ - $ - $ 21,250 $ 21,250 Expenditures 100% — Payroll $ 28,069 $ 36,895 $ 37,752 $ 39,245 Payroll Related 11,143 13,709 14,009 13,994 Supplies 33,201 43,000 42,688 42,688 Services 54,532 75,200 78,131 90,031 Insurance - - 277 277 Maintenance 125,675 120,500 127,901 147,500 Rent & Utilities 572 500 500 500 E. D. Incentives - - - - Capital Outlay Y General Sales Tax - Transfers Out - - - - Total $ 253,193 $ 289,804 $ 301,257 $ 334,235 Proposed Revenues FY 09/10 100% — u Transfers In 90% W Misc Income 80% 70% W Investment Earnings 60% G Fines & Forfeitures 50% o Intergovermental 40% p Permits & Fees 30% V Franchise Fees 20% H Beverage Tax 10% Y General Sales Tax 0% 115 Proposed Expenditures FY 09/10 100% — w Transfers Out 90% Li Capital Outlay 80% LJ E. D. Incentives 70% w Rent & Utilities 60% o Maintenance 50% o Insurance 40% o Services 30% W Supplies 20% o Payroll Related 10% o Payroll 0% FY 2009/2010 Operating Budget Personnel Summary and Allocation 17 Facilities Maintenance Director 0.50 0.50 Adopted Estimated Adopted 75.0% Actual Budget Budget Budget 25.0% FY 07/08 FY 08/09 FY 08/09 FY 09/10 Director 0.50 0.50 0.50 0.50 General Fund 75.0% 75.0% 75.0% 75.0% Visitor Fund 25.0% 25.0% 25.0% 25.0% Utility Fund 0.0% 0.0% 0.0% 0.0% Technician - 0.25 0.25 0.25 General Fund 0.0% 50.0% 50.0% 50.0% Visitor Fund 0.0% 50.0% 50.0% 50.0% Utility Fund 0.0% 0.0% 0.0% 0.0% Other - - - - General Fund 0.0% 0.0% 0.0% 0.0% Visitor Fund 0.0% 0.0% 0.0% 0.0% Utility Fund 0.0% 0.0% 0.0% 0.0% Assistant - - - 0.33 General Fundl 0.0% 0.0% 0.0% 50.0 o Visitor Fundl 0.0% 0.0% 0.0% 50.0% Utility Fund 1 0.0% 0.0% 0.0% 0.0% Total Employees 0.50 0.75 0.75 1.08 General Fund 75.0% 62.5% 62.5% 58.3% Visitor Fund 25.0% 37.5% 37.5% 41.7% Utility Fund 0.0% 0.0% 0.0% 0.0% Assistant Technician Director Proposed Personnel Allocation FY 09/10 0% 20% 40% 60% 80% 100% 116 Visitor Fund, 42% General Fund, 58% Department 18 —Finance Key Result Areas Affected Premier Education Facilities and Programs Well Educated Future Leaders and Thinkers High Quality Services Coupled with Financial Stewardship Infrastructure Maintenance and Planning Program Description The Finance Department is responsible for collecting, recording, summarizing, and reporting the results of all financial transactions of the following entities in a timely manner and in accordance with generally accepted accounting principles, ensuring compliance with applicable state and federal statutes, bond covenants and grant contracts by reviewing financial data and reporting such in a timely manner. Town of Westlake Westlake Academy Westlake Academy Foundation The Department works with the Education Service Center (Region XI) to maintain the Westlake Academy Charter School" financial system and fiscal controls, i.e. general ledger, payroll, accounts payable, accounts receivable and cash management. In conjunction with maintaining financial records, the Department is responsible for the preparation for and coordination of the annual external financial audits for the Town of Westlake, Westlake Academy and Westlake Academy Foundation. The Utility Billing section of the Finance Department provides for the accurate and timely billing of the Town's water and sewer services, assists customers in applying for service, transferring service or discontinuing utility service, and responds to customer inquiries and disputes regarding their utility account. 117 Department 18 —Finance Trends • Finance and accounting are core functions that often expand in direct correlation with the organization that continues to expand • Increases in number of Academy employees, the number of utility customers, and the number of necessary fiduciary processes over past five years • Plans for continued expansion at Westlake Academy combined with residential population increases and economic development will continue to challenge the Finance Department's ability to maintain the highest levels of service and quality with existing staffing. • The expansion of the Westlake Academy facility (Arts & Sciences Center) will require additional accounting processes during its construction period, i.e. monthly distributions to multiple contracting firms as well as accounting for retainage payments 4,500 4,000 3,500 3,000 2,500 2,000 1,500 1,000 500 Accounts Payable Invoices Processed by Year Includes Town, Westlake Academy, Westlake Academy Foundation FY 03/04 FY 04/05 FY 05/06 FY 06/07 FY 07/08 FY 08/09 FY 09/10 actual actual actual actual actual projected proposed J Town J Westlake Academy Foundation . Westlake Academy 118 6,000 M 5,000 v 0 4,000 a 4� 3,000 c v T 2,000 ca a LM L- w E 0 3 U 1,000 500 450 400 350 300 250 200 150 100 50 Department 18 — Finance Utility Billing Payments Average Number Processed per Year Utility Billing Customers per Year FY 08/09 FY 09/10 projected proposed 450 per 475 per month month FY 03/04 FY 04/05 FY 05/06 FY 06/07 FY 07/08 FY 08/09 FY 09/10 actual actual actual actual actual projected proposed 119 FY 05/06 FY 06/07 l , FY 07/08 FY 03/04 FY 04/05 avg 204 avg 294 avg 325 avg 360 avg 420 per month per month per month per month per month Utility Billing Customers per Year FY 08/09 FY 09/10 projected proposed 450 per 475 per month month FY 03/04 FY 04/05 FY 05/06 FY 06/07 FY 07/08 FY 08/09 FY 09/10 actual actual actual actual actual projected proposed 119 Department 18 — Finance Program Broad Goals • Provide Board of Aldermen, management, departments and citizens with accurate and timely financial records and reports in the most efficient manner. ® Maintain the accounting and financial reporting systems in conformance with all state and federal laws, Generally Accepted Accounting Principles (GAAP), standards of the Governmental Accounting Standards Board (GASB) and the Government Finance Officers Association (GFOA). • Provide sound and conservative fiscal management in compliance with all state and federal regulations. ® Adhere to policies established by the Public Funds Investment Act, applicable bond covenants, and the Town's adopted investment policy and ensure proper collateralization of bank deposits. • Achieve efficient and effective collection of delinquent accounts regarding Utility billing. 2009 Highlights • Prepared, submitted and received the Town's second Distinguished Budget Presentation Award from Government Finance Officers Association for the FY 2008/2009. • Prepared, submitted and received the Town's first Comprehensive Annual Financial Report for Government Finance Officers Association recognition for FY Auvrd 2006/2007. ® Created first formal Capital Improvement Plan (CIP) document for Board approval. • Received an unqualified audit opinion on the 2008 -_ Comprehensive Annual Financial Report. ® Prepared, and submitted for review, Westlake Academy's FY 2009-2010 Operating Budget with the Government Finance Officers Association for the "Distinguished Budget Presentation Award". 120 Department 18 —Finance 2010 Goals and Objectives • Prepare and submit FY 2009/2010 budget for a Distinguished Budget Presentation Award from Government Finance Officers Association. • Prepare and submit the Comprehensive Annual Financial Report (CAFR) for Government Finance Officers Association recognition for FY 2008/2009. • Receive an unqualified audit opinion on the 2009 CAFR. • Investigate the feasibility of scanning all finance documents to eliminate storage problems and help with efficiency of the department. Efficiency/Effectiveness Measures 121 Actual Budget Projected Projected Objective FY07/08 FY08/09 FY08/09 FY09/10 1. Quarterly Financial Reports to the Council by the 2nd Council meeting 100% 100% 75% 100% of the month after each quarter - end 2. Auditor prepared audit adjustments not to exceed Prepare five year budget forecast 2 5 New 5 New 5 3. New June Annual CIP update Measure Measure New _Measure_ New 4. New Annual budget workshop p Measure New Measure New Measure New June 5. July/Aug Annual budget approval Measure New Measure New Measure New 6. Aug/Sept Measure Measure Measure 121 Department 18 —Finance Vision Point Strategic Plan Impacts Vision Point Two — We Are Leaders ® Premier educational facilities and programs o Create partnerships between municipal and Academy staff to utilize local government resources to enhance student learning and achievement Team Leader: Debbie Piper ® High quality services coupled with financial stewardship o Review and discuss growth related policies. Team Co -Leaders: Tom Brymer / Todd Wood / Debbie Piper Refer to Strategic Plan - Section 11 for additional detail 122 Certificate of Achievement for Excellence in Financial Reporting PYrs need to Town Of Westlake Texas For its ComPrOhensive Annual Financial l;eporr for the Fiscal Year landed Scpfeniher3o, 2007 .a C,—fa_ure brig ds Prff'senfirf by the ,run �t Fir.�,ur LXt+.h rs fissw e�xew, olflec Upi-d Sw- Ufa uaui Cxrradc r� 9�✓ tinment uniffi avid 3�tw+w eM�os¢ �"'Wr emlMas+er retirement �r+r+tW fnancyad t hWW FY 2009/2010 Operating Budget General Fund Departmental Summary 18 Finance Revenues General Sales Tax $ $ $ $ Beverage Tax Franchise Fees - Permits & Fees Intergovermental Fines & Forfeitures - Investment Earnings - Misc Income Transfers In - Total $ - $ - $ Expenditures 100% Adopted Estimated Adopted Payroll Actual Budget Budget Budget Payroll Related FY 07/08 FY 08/09 FY 08/09 FY 09/10 Revenues General Sales Tax $ $ $ $ Beverage Tax Franchise Fees - Permits & Fees Intergovermental Fines & Forfeitures - Investment Earnings - Misc Income Transfers In - Total $ - $ - $ Expenditures 100% — Payroll $ 144,980 $ 109,117 $ 111,342 $ 86,462 Payroll Related 38,485 29,026 32,426 23,588 Supplies 5,012 4,235 4,000 4,000 Services 34,110 28,400 29,386 29,386 Insurance - - - - Maintenance ® Permits & Fees 30% Rent & Utilities - W Franchise Fees 20% E. D. Incentives - 30% H Beverage Tax Capital Outlay W Supplies - Transfers Out 0% o Payroll Related 10% Total $ 222,588 $ 170,778 $ 177,154 $ 143,436 Proposed Revenues FY 09/10 100% — u Transfers In 90% 0 Misc Income 80% 70% o Investment Earnings 70% 60% ® Fines & Forfeitures 50% 60% a Intergovermental 40% ® Maintenance 50% ® Permits & Fees 30% M Insurance 40% W Franchise Fees 20% N Services 30% H Beverage Tax 10% W Supplies 20% Y General Sales Tax 0% o Payroll Related 123 Proposed Expenditures FY 09/10 100% — w Transfers Out 90% Li Capital Outlay 80% LJ E. D. Incentives 70% w Rent & Utilities 60% ® Maintenance 50% M Insurance 40% N Services 30% W Supplies 20% o Payroll Related 10% o Payroll 0% — FY 2009/2010 Operating Budget Personnel Summary and Allocation 18 Finance Director 1.00 1.00 Adopted Estimated Adopted 70% Actual Budget Budget Budget 15% FY 07/08 FY 08/09 FY 08/09 FY 09/10 Director 1.00 1.00 1.00 1.00 General Fund 70% 70% 70% 50% Visitor Fund 15% 15% 15% 25% Utility Fund 15% 15% 15% 25% Human Resources 1.00 - - - General Fund 60% 0% 60% 0% Visitor Fund 25% 0% 25% 0% Utility Fund 15% 0% 0% 0% Assistant 1.00 1.00 1.00 1.00 General Fund 50% 50% 50% 50% Visitor Fund 15% 15% 15% 25% Utility Fund 35% 35% 35% 25% Clerk - 1.00 1.00 1.00 General Fund 0% 60% 60% 25% Visitor Fund 0% 20% 20% 25% Utility Fund 0% 20% 20% 50% Total Employees 3.00 3.00 3.00 3.00 General Fund 60% 60% 60% 42% Visitor Fund 18% 17% 17% 25% Utility Fund 22% 23% 23% 33% Clerk Assistant Director Proposed Personnel Allocation FY 09/10 0% 20% 40% 60% 80% 100% 124 Utility Fund General 33% Fund 42% Visitor Fund 25% Department 19 — Parks & Recreation Key Result Areas Affected ® Comprehensive Planning • Community Appearance • Quality Development • Open Space Presentation ® Environmental Stewardship High Quality Services Coupled with Financial Stewardship ® Citizen Engagement Program Description The Park and Recreation Department will maintain a 13.5 acre park located in the Glenwyck farms sub -division. The park has 3 ponds with water features, stage and a paved trail. In 2009 Terra Bella development add 20 more acres of open space and will connect the Solana trails in late 7nn9 tn the Glenwyck trail system. The trees along roadways and cemetery will be maintained to ensure the safety of the drivers and pedestrians. Additional trails will be add with the development of FM 1938 and the Deloitte project located on Dove road. * Westlake Academy and the parK, iocateci in Glenwyck Farms, will provide the facilities and space for recreation use to the public. The park at Glenwyck Farms and the Academy campus will host Arbor Days, Bandana Bonanza, Christmas Lighting and Decoration Day. 125 Department 19 — Parks & Recreation Trends 0 U 0 0 The completion of the center and the population growth of The Town of Westlake have increased the need for a park and trail system and services to be offered to citizens of Westlake for the first time. With the build out of Glenwyck Farms sub -division there is an increase in use of the park open space and road ways. Conditions of landscaping on town owned properties have been impacted as a result of the drought in 05-06 and flooding in 06-07. This will place more pressure on budgets for replacement trees, sod, removal of dead trees, etc. There has been a decline in interest in the Tree City USA committee for the past two years. In an attempt to generate more involvement from .. the community, new goals and responsibilities will be created to include the cemetery, Arbor Days event planning and open space and trails recommendations. The Terra Bella development located on the east end of Kirkwood Creek and Sam School Rd. will include 20 acres of open space. Walking trails will be completed in 2009. In spring 2009, there were several severe storms which uprooted 8 large tree in the park with additional damage to other trees within the park. The budget was impacted due to clean up and planting replacement trees to begin in the fall of 2009. The I.O.O.F. Cemetery grounds have been surveyed, scanned and remapped. In the fall of 2009 a marketing plan and policies will be established for the 5.5 acre cemetery. Program Broad Goals • Provide park and common open spaces adequate in size and condition to serve citizens. • Use the park system to preserve and protect environmentally significant areas for public enjoyment and education. • Maintain, secure and manage parks in a manner which encourages their appropriate use. • Maximize public/private partnerships to assist in all aspects of parks and recreation planning and development. 126 Department 19 — Parks & Recreation 2009 Highlights Complete the cemetery rules & regulations. Completed the title search on the 5.57 acre cemetery. Connect the Terra Bella trail to the two mile Solana trail system. Connected Glenwyck Farms trails to the east with Terra Bella development. 2009 Goals and Objectives Update the Town's Master Plan to include connecting the entire park system with a combination of pocket parks, neighborhood parks, community parks and regional connections. Work with Planning and Development to coordinate parkland acquisition with long range growth and development planning. Enhance and expand the linear park system along creeks and roadway. 4 Limit usage within environmentally sensitive areas to passive recreation. Continue updating existing parks & facilities standards and guidelines. Recognize that parks and recreation needs evolve over time with changes in the population. Design parks and open spaces that are durable, easily maintained and are not detrimental to surrounding uses. Utilize partnerships, wherever appropriate, to help develop, manage and maintain parks and recreation facilities. Seek new ways to involve communities and organizations in public finance strategies to accelerate park system improvements. Encourage sharing of parks and facilities owned by the town with private organizations. 127 Department 19 — Parks & Recreation Efficiency/Effectiveness Measures Objective Dove road median - mowing, fertilizations, weed control 2. Park — 5 field mows and 36 mows I around walkways and _opensspace 3. Provide tree trimming for road way and park once a year or as needed 4. Complete Master Plan for Cemetery by May 2010 Actual Budget Projected � Projected FY07/08 FY08/09 FY08/09 FY09/10 Completed Completed Completed 100% Completed Completed Completed 100% Completed Completed Completed 100% N/A N/A N/A May 2010 Vision Point Strategic Plan Impacts Vision Point One—inviting Residential and Corporate Neighborhoods • Sensitivity to neighborhood integrity • Promote and develop landscaped entrances to neighborhoods Team Leader: Troy Meyer • Review and update the current trail system plan and develop interconnectivity options with surrounding municipalities Team Leader: Troy Meyer ♦ Open space preservation Open space land management and park system expansion Team Leader: Troy Meyer Refer to Strategic Plan - Section 11 for additional detail 128 FY 2009/2010 Operating Budget General Fund Departmental Summary 19 Parks and Recreation Revenues General Sales Tax $ $ $ $ Beverage Tax Franchise Fees - - Permits & Fees - - Intergovermental - - Fines & Forfeitures - - Investment Earnings - - Misc Income 32,535 18,000 40,575 25,000 Transfers In - - Total $ 32,535 $ 18,000 $ 40,575 $ 25,000 Expenditures 100% Adopted Estimated Adopted Payroll Actual Budget Budget Budget Payroll Related FY 07/08 FY 08/09 FY 08/09 FY 09/10 Revenues General Sales Tax $ $ $ $ Beverage Tax Franchise Fees - - Permits & Fees - - Intergovermental - - Fines & Forfeitures - - Investment Earnings - - Misc Income 32,535 18,000 40,575 25,000 Transfers In - - Total $ 32,535 $ 18,000 $ 40,575 $ 25,000 Expenditures 100% - Payroll $ 28,069 $ 32,095 $ 34,904 $ 31,545 Payroll Related 11,138 13,145 13,445 11,670 Supplies 4,564 7,000 7,081 7,080 Services 19,403 21,300 21,225 21,225 Insurance - - - - Maintenance 56,272 37,500 39,500 39,500 Rent & Utilities 7,978 8,750 8,750 8,750 E. D. Incentives - - - - CapitalOutlay 2,218 H Beverage Tax 250 250 Transfers Out - - - - Total $ 129,642 $ 119,790 $ 125,154 $ 120,021 Proposed Revenues FY 09/10 100% - u Transfers In 90% W Misc Income 80% 70%W Investment Earnings 60%JE ®Fines &Forfeitures W Rent & Utilities 60% 50%O Intergovermental 40% O Permits &Fees 30% - W Franchise Fees 20% H Beverage Tax 10% O General Sales Tax 0% 129 Proposed Expenditures FY 09/10 100% - w Transfers Out 90% W Capital Outlay 80% LJ E. D. Incentives 70% W Rent & Utilities 60% o Maintenance 50% W Insurance 40% 0 Services 30% W Supplies 20% 0 Payroll Related 10% o Payroll 0% FY 2009/2010 Operating Budget Personnel Summary and Allocation 19 Parks and Recreation Director 0.50 0.50 Adopted Estimated Adopted 75.0% Actual Budget Budget Budget 25.0% FY 07/08 FY 08/09 FY 08/09 FY 09/10 Director 0.50 0.50 0.50 0.50 General Fund 75.0% 75.0% 75.0% 75.0% Visitor Fund 25.0% 25.0% 25.0% 25.0% Utility Fund 0.0% 0.0% 0.0% 0.0% Technician - 0.25 0.25 0.25 General Fund 0.0% 50.0% 50.0% 50.0% Visitor Fund 0.0% 50.0% 50.0% 50.0% Utility Fund 0.0% 0.0% 0.0% 0.0% Other - - - - General Fund 0.0% 0.0% 0.0% 0.0% Visitor Fund 0.0% 0.0% 0.0% 0.0% Utility Fund 0.0% 0.0% 0.0% 0.0% Other - - - - General Fundl 0.0% 0.0 o 0.0% 0.0 o Visitor Fundl 0.0% 0.0% 0.0% 0.0% Utility Fund 1 0.0% 0.0% 0.0% 0.0% Total Employees 0.50 0.75 0.75 0.75 General Fund 75.0% 62.5% 62.5% 62.5% Visitor Fund 25.0% 37.5% 37.5% 37.5% Utility Fund 0.0% 0.0% 0.0% 0.0% Other Technician Director Proposed Personnel Allocation FY 09/10 0% 20% 40% 60% 80% 100% 130 V F 3 Department 20 —Information Technology Key Result Areas Affected * High Quality Services Coupled with Financial Stewardship Program Description Information Technology works with the Town Manager to establish IT policy, evaluate and recommend technology solutions for specific departmental needs and provide administrative support to established servers, systems, and staff. Trends Information Technology is in a state of perpetual change, and policies, strategies, and system implementation must accommodate these realities. Network and systems security require ongoing analysis and adjustments to meet emerging threats. Aging equipment must be updated to remain reliable and secure. Data communication links between locations require evaluation of alternate information storage and backup process to insure acceptable performance. Program Broad Goals Provide support to all Town departments through the design, deployment, and maintenance of systems to support departmental objectives. o Provide systems administration by maintaining IT systems with prudent provisions for security, data archiving, and disaster recovery. 131 Department 20 —Information Technology 2009 Highlights Deployed improved data backup measures for server data and workstation disaster recovery. Upgraded workstations with new hardware and operating systems. Reduced costs by utilizing internal staff for various technical projects. * Expanded our network infrastructure through the completion of the Arts & Sciences Building. 2010 Goals and Objectives ® Perform on-going security assessments to validate the efficacy of existing measures and to evaluate and deploy solutions for new threats. ® Identify and implement additional information technologies to improve the efficiency and/or security of business processes. Continue to reduce costs through the use of internal staff and third -party vendors. Deploy additional data backup measures for server data and workstation disaster recovery. 132 FY 2009/2010 Operating Budget General Fund Departmental Summary 20 Information Technology Revenues General Sales Tax $ $ $ $ Beverage Tax Franchise Fees - Permits & Fees Intergovermental Fines & Forfeitures - Investment Earnings - Misc Income - Transfers In - - Total $ - $ - $ Expenditures 100% Adopted Estimated Adopted 133 Actual Budget Budget Budget Insurance FY 07/08 FY 08/09 FY 08/09 FY 09/10 Revenues General Sales Tax $ $ $ $ Beverage Tax Franchise Fees - Permits & Fees Intergovermental Fines & Forfeitures - Investment Earnings - Misc Income - Transfers In - - Total $ - $ - $ Expenditures 100% Payroll $ $ $ 841 $ - Payroll Related 133 Supplies 13,191 10,000 10,000 10,000 Services 25,473 46,500 31,000 31,500 Insurance - - - - Maintenance Rent & Utilities - E. D. Incentives - - Capital Outlay - - Transfers Out - - - - Total $ 38,665 $ 56,500 $ 41,973 $ 41,500 Proposed Revenues FY 09/10 100% u Transfers In 90% 0 Misc Income 80% 70% o Investment Earnings 70% 60% ® Fines & Forfeitures 50% 60% a Intergovermental 40% W Maintenance 50% ® Permits & Fees 30% v Insurance 40% W Franchise Fees 20% 0 Services 30% H Beverage Tax 10% W Supplies 20% Y General Sales Tax 0% 0 Payroll Related 133 Proposed Expenditures FY 09/10 100% ,— W Transfers Out 90% Li Capital Outlay 80% W E. D. Incentives 70% W Rent & Utilities 60% W Maintenance 50% v Insurance 40% 0 Services 30% W Supplies 20% 0 Payroll Related 10% O Payroll 0% Department 21— HR/Admin Services Key Result Areas Affected • Premier Education Facilities and Programs • Well Educated Future Leaders and Thinkers • High Quality Services Coupled with Financial Stewardship Program Description The HR/Administrative Services Department provides a diverse array of services to internal and external customers, as well as providing support to the organization's general operations. These services include all HR functions, Payroll, Benefit Trends Administration, Risk Management, and Information Technology. Support is offered in partnership with other departments for bidding & purchasing, strategic planning, and finance. The department continues to successfully provide services for Westlake Academy in addition to the Town of Westlake. The Department also provides support services as needed to all other Town Departments, in addition to the Westlake Academy Foundation, Westlake Historical Museum, and the Westlake Public Art Committee. � Continued growth of Town and Academy staff, and corresponding administrative service demands. • Exposure to dramatic benefit cost increases. • Expanded responsibilities in the areas of IT, risk management, and benefit administration. • New federal and state laws affecting HR practices create ongoing compliance challenges. 134 Department 21— HR/Admin Services Program Broad Goals • Continually monitor the external business environment for trends and issues related to compensation and benefits and make recommendations to maintain competitive and motivated work force. ® Administer guidance and support for policy compliance to all Departments. • Research, recommend and implement strategic organizational improvements to the Town Manager. • Effectively implement policies, procedures, and guidelines to ensure a high level of understanding and acceptance. Insure compliance with pertinent laws and best practices through continual and proactive monitoring. 2009 Highlights + Completed annual insurance bids on all Town and Academy insurance policies. ♦ Expanded the Westlake Academy benefit package and lowered costs by joining the Region XI Benefits Cooperative. Developed, and implemented a new employee performance evaluation system. ® Provided updates to the Town's employee manual with additional and amended policies. o Processed all payroll, benefit transactions, and regulatory filings in a timely manner. x 400, 2010 Goals and Objectives J • Complete a comprehensive compensation plan based on the organization's stated values and objectives. • Research opportunities to automate existing systems and processes that are performed manually. • Review and modify job descriptions for each position where appropriate, based on the actual unique work processes that exist in the Town of Westlake. • Develop and implement a five-year technology plan. 135 Department 21— HR/Admin Services Efficiency/Effectiveness Measures Performance Measure I. Review need for policy amendments, additions, and deletions 2. Materials and deadlines for evaluations provided to employees and supervisors 3. All Town positions analyzed by actual job duty and development of comprehensive descriptions 4. Approved changes, additions, and deletions made live within 24 hours for town website Actual Budget Projected Projected FY 07/08 FY08/09 FY08/09 FY09/10 Quarterly Quarterly Quarterly Semi - Annually 90% 90% 90% 100% N/A I N/A I N/A I Feb -2010 95% 1 95% 1 95% 1 95% Vision Point Strategic Plan Impacts Vision Point Two — We Are Leaders • High quality services coupled with financial stewardship o Review and discuss growth related policies. Team Co -Leaders: Tom Brymer /Todd Wood / Debbie Piper Vision Point Three — Hospitality Finds Its Home in Westlake • Citizen engagement and communication o Use of technology to enhance service delivery and citizen engagement. Team Leader: Todd Wood Refer to Strategic Plan - Section 11 for additional detail 136 FY 2009/2010 Operating Budget General Fund Departmental Summary 21 Human Resources Revenues General Sales Tax $ $ $ $ Beverage Tax Franchise Fees - Permits & Fees Intergovermental Fines & Forfeitures Investment Earnings Misc Income - Transfers In - - Total $ - $ - $ Expenditures 100% Adopted Estimated Adopted $ $ 44,850 $ Actual Budget Budget Budget 11,048 FY 07/08 FY 08/09 FY 08/09 FY 09/10 Revenues General Sales Tax $ $ $ $ Beverage Tax Franchise Fees - Permits & Fees Intergovermental Fines & Forfeitures Investment Earnings Misc Income - Transfers In - - Total $ - $ - $ Expenditures 100% — Payroll $ $ 44,850 $ 48,100 $ 55,649 Payroll Related 11,048 11,048 14,072 Supplies 900 900 900 Services 6,200 7,800 7,800 Insurance - - - Maintenance a Intergovermental 40% Rent & Utilities - 50% E. D. Incentives - - v Insurance Capital Outlay - - 20% Transfers Out - - - Total $ - $ 62,998 $ 67,848 $ 78,421 Proposed Revenues FY 09/10 100% — u Transfers In 90% 0 Misc Income 80% 70% o Investment Earnings 70% 60% ® Fines & Forfeitures 50% 60% a Intergovermental 40% W Maintenance 50% ® Permits & Fees 30% v Insurance 40% W Franchise Fees 20% 0 Services 30% H Beverage Tax 10% W Supplies 20% Y General Sales Tax 0% o Payroll Related 137 Proposed Expenditures FY 09/10 100% — u Transfers Out 90% J Capital Outlay 80% Lf E. D. Incentives 70% PJ Rent & Utilities 60% W Maintenance 50% v Insurance 40% 0 Services 30% W Supplies 20% o Payroll Related 10% o Payroll 0% FY 2009/2010 Operating Budget Personnel Summary and Allocation 21 Human Resources Director - 1.00 1.00 Adopted Estimated Adopted 60.0% Actual Budget Budget Budget 15.0% FY 07/08 FY 08/09 FY 08/09 FY 09/10 Director - 1.00 1.00 1.00 General Fund 0.0% 60.0% 60.0% 60.0% Visitor Fund 0.0% 25.0% 25.0% 25.0% Utility Fund 0.0% 15.0% 15.0% 15.0% Other - - - - General Fund 0.0% 0.0% 0.0% 0.0% Visitor Fund 0.0% 0.0% 0.0% 0.0% Utility Fund 0.0% 0.0% 0.0% 0.0% Other - - - - General Fund 0.0% 0.0% 0.0% 0.0% Visitor Fund 0.0% 0.0% 0.0% 0.0% Utility Fund 0.0% 0.0% 0.0% 0.0% Assistant - - - 0.33 General Fundl 0.0% 0.0% 0.0 0 60.0% Visitor Fundl 0.0% 0.0% 0.0% 25.0% Utility Fund 1 0.0% 0.0% 0.0% 15.0% Total Employees - 1.00 1.00 1.33 General Fund 0.0% 60.0% 60.0% 60.0% Visitor Fund 0.0% 25.0% 25.0% 25.0% Utility Fund 0.0% 15.0% 15.0% 15.0% Assistant Director Proposed Personnel Allocation FY 09/10 0% 20% 40% 60% 80% 100% 138 a, Utility Fund 15% Visitor Fund General 25% Fund 60% 4B ECONOMIC DEVELOPMENT Key R Strategic Plan esult Areas Impacted •� - ^1 r� -1 _ y �''k fT -� Inviting Residential and Corporate Neighborhoods t' Comprehensive Planning, We Are Leaders t ` - Premier Education Facilities and Programs Hospitality Find A Home in Westlake Citizen Communication _ i `' f 413 Economic Development Fund Program Summary Fiscal Year 2009/2010 FUND BALANCE, BEGINNING $ 385,938 Adopted Amended Adopted Actual Budget Budget Budget RECEIPTS: FY 07/08 FY 08/09 FY 08/09 FY 09/10 FUND BALANCE, BEGINNING $ 385,938 $ 512,793 $ 512,793 $ 483,162 RECEIPTS: Sales Tax 897,644 832,176 850,000 726,300 Investment Earnings 545 1,100 1,100 TOTAL RECEIPTS 898,188 11 832,176 11 851,100 727,400 DEDUCTIONS: Transfers Out 771,333 861,907 880,731 757,131 TOTAL DEDUCTIONS 771,333 861,907 11 880,731 757,131 Excess Revenue Over (Under) Deductions 126,855 (29,731) (29,631) (29,731) FUND BALANCE, ENDING $ 512,793 $ 483,062 1 $ 483,162 $ 453,431 139 413 Economic Development Fund Interfund Repayment Schedule Due from Utility Fund Glenwyck Farms Knox Road I Knox Road 200 15205.00 Waterline Connection 2003 Connection 2004 500.23006.00 Pymt # Payment Date Beginning Balance $119,622 $293,842 $119,688 $533,152 Ending Balance Payment Due Payment Due Payment Due TOTAL 0 1 11/17/03 $ 08/15/05 533,152 $ 445,962 - $ 7,975 87,189 $ 13,777 - $ 7,979 87,189 $ 29,731 445,962 416,232 2 08/15/06 416,232 7,975 13,777 7,979 29,731 386,501 3 08/15/07 386,501 7,975 13,777 7,979 29,731 356,770 4 08/15/08 356,770 7,975 13,777 7,979 29,731 327,039 5 08/15/09 327,039 7,975 13,777 7,979 29,731 297,308 6 08/15/10 297,308 7,975 13,777 7,979 29,731 267,577 7 08/15/11 267,577 7,975 13,777 7,979 29,731 237,846 8 08/15/12 237,846 7,975 13,777 7,979 29,731 208,116 9 08/15/13 208,116 7,975 13,777 7,979 29,731 178,385 10 08/15/14 178,385 7,975 13,777 7,979 29,731 148,654 11 08/15/15 148,654 7,975 13,777 7,979 29,731 118,923 12 08/15/16 118,923 7,975 13,777 7,979 29,731 89,192 13 08/15/17 89,192 7,975 13,777 7,979 29,731 59,461 14 08/15/18 59,461 7,975 13,777 7,979 29,731 29,731 15 08/15/19 29,731 7,975 13,777 7,979 29,731 (0) TOTAL $ 119,622 $ 293,842 $ 119,688 $ 533,152 $ 140 This page is intentionally blank VISITORS ASSOCIATION FUND Strategic Plan Key Result Areas Impacted 41NINV" Inviting Residential and Corporate Neighborhoods Comprehensive Planning _ ; reign yuaiuy rvaces uoupea wun rinanciat �iewarasnip %-. Hospitality Finds A Home in Westlake Historic Preservation Tourism Development Arts and Culture Visitors Association Fund Program Summary Fiscal Year 2009/2010 FUND BALANCE, BEGINNING $ 1,183,022 Adopted Estimated Adopted Historical Preservation Society Actual Budget Budget Budget RECEIPTS: FY 07/08 FY 08/09 FY 08/09 FY 09/10 FUND BALANCE, BEGINNING $ 1,183,022 $ 1,451,153 $ 1,451,153 $ 802,385 Historical Preservation Society $ 20,000 $ - RECEIPTS: 5,000 5,000 Hotel Occupancy Tax 527,662 450,000 450,000 450,000 Investment Earnings 36,686 28,000 8,200 3,700 Misc Revenues 20,156 51,000 53,275 23,275 TOTAL RECEIPTS 584,504 529,000 511,475 476,975 DEDUCTIONS: Payroll/Salaries 69,129 98,315 102,252 140,629 Payroll Related & Benefits 22,818 27,315 30,976 42,105 Supplies 49,376 55,350 61,850 33,350 Service 137,831 256,160 266,902 174,475 Rent & Utilities 33,625 34,137 34,137 34,137 Capital Outlay - 3,200 500 - Transfers Out 3,594 640,050 663,626 282,275 TOTAL DEDUCTIONS 316,373 11 1,114,527 1,160,243 706,971 Excess Revenue Over (Under) Deductions 268,131 (585,527) (648,768) (229,996) FUND BALANCE, ENDING 1,451,153 865,626 802,385 572,389 Restricted/Designated Funds 25,000 5,000 UNDESIGNATED FUND BALANCE, ENDING $ 1,451,153 $ 865,626 $ 777,385 $ 567,389 # of Days Operating 1,693 1 670 1 572 488 Restricted/Designated Funds Historical Preservation Society $ 20,000 $ - Public Arts Committee 5,000 5,000 Total Restricted/Designated Funds 25,000 5,000 141 hotel Occupa� Tax 85% VISITORS ASSOCIATION FUND ADOPTED REVENUES FY 2009/2010 Ins Refunds/ Equity Returns 0% stment nings 5% Historical Board Income 1% 'bor Days Income 2% arts Income 2% Total Adopted Revenues $ 476,975 142 Rent & Utilities 3% Ser) 24 VISITORS ASSOCIATION FUND ADOPTED EXPENDITURES FY 2009/2010 Tra n sfe rs Out Capital [57% Outlay 44 Supplies 5% Related 3% Payroll 20% Total Adopted Expenditures $ 7033222 143 600,000 550,000 500,000 450,000 400,000 350,000 300,000 250,000 200,000 150,000 100,000 50,000 0 Visitors Association Fund Hotel Occupancy Tax Revenue Trend FY 03/04 FY 04/05 FY 05/06 FY 06/07 FY 07/08 FY 08/09 FY 09/10 actual actual actual actual actual Projected Adopted 144 FY 2009/2010 Operating Budget Visitors Association Fund Departmental Summary 11 Administrative Revenues Adopted Estimated Adopted Hotel Occupancy Tax Actual Budget Budget Budget Investment Earnings FY 07/08 FY 08/09 FY 08/09 FY 09/10 Revenues 99% W Misc Revenues 98% Hotel Occupancy Tax 527,662 450,000 450,000 450,000 Investment Earnings 36,686 28,000 8,200 3,700 Misc Revenues 20,156 51,000 53,275 23,275 Transfers In - - - I - Total $ 584,504 is 529,000 1 $ 511,475 $ 476,975 Expenditures 99% W Misc Revenues 98% Payroll 17,559 33,495 35,012 35,231 Payroll Related 5,272 7,712 9,472 9,627 Supplies 49,376 55,350 61,850 33,350 Services 137,831 256,160 307,152 173,725 Rent/Utilities 33,625 34,137 34,137 34,137 Capital Outlay - 3,200 500 - Transfers Out - - - - Total $ 243,662 $ 390,054 $ 448,124 $ 286,070 Proposed Revenues FY 09/10 100% 99% W Misc Revenues 98% M Rent/Utilities 97% - 96% - • Investment 95% - Earnings 94% - 93% - 20% o Hotel Occupancy 92% Tax 91% N Payroll 145 Proposed Expenditures FY 09/10 100% 90% M Capital Outlay 80% M Rent/Utilities 70% - 60% - © Services 50% 40% LI Supplies 30% - 20% - o Payroll Related 10% - 0% N Payroll FY 2009/2010 Operating Budget Visitors Association Fund Departmental Summary 17 Facilities Maintenance Revenues Hotel Occupancy Tax - - - - Investment Earnings - - - - Misc Revenues - - - - Transfers In - - - - Total Expenditures Payroll 7,531 8,100 8,810 21,156 Payroll Related 3,449 3,436 3,484 7,435 Supplies - - - - Services - - - - Rent/Utilities - - - - Capital Outlay - - - - Transfers Out - - - - Total $ 10,980 $=4 11,536 $ 12,294 $ 28,591 Proposed Revenues FY 09/10 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% LJ Misc Revenues M Investment Earnings W Hotel Occupancy Tax 146 Proposed Expenditures FY 09/10 100% Adopted Estimated Adopted Actual Budget Budget Budget 60% FY 07/08 FY 08/09 FY 08/09 FY 09/10 Revenues Hotel Occupancy Tax - - - - Investment Earnings - - - - Misc Revenues - - - - Transfers In - - - - Total Expenditures Payroll 7,531 8,100 8,810 21,156 Payroll Related 3,449 3,436 3,484 7,435 Supplies - - - - Services - - - - Rent/Utilities - - - - Capital Outlay - - - - Transfers Out - - - - Total $ 10,980 $=4 11,536 $ 12,294 $ 28,591 Proposed Revenues FY 09/10 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% LJ Misc Revenues M Investment Earnings W Hotel Occupancy Tax 146 Proposed Expenditures FY 09/10 100% 90% v Capital Outlay 80% • Rent/Utilities 70% — 60% — • Services 50% 40% LI Supplies 30% — 20% — o Payroll Related 10% — 0% N Payroll FY 2009/2010 Operating Budget Visitors Association Fund Departmental Summary 18 Finance Revenues Hotel Occupancy Tax - - - - Investment Earnings - - - - Misc Revenues - - - - Transfers In - - - - Total Expenditures Payroll 36,509 29,932 30,620 47,599 Payroll Related 10,647 8,316 10,092 14,068 Supplies - - - - Services - - - - Rent/Utilities - - - - Capital Outlay - - - - Transfers Out - - - - Total $ 47,156 $ 38,248 $ 40,712 $ 61,667 Proposed Revenues FY 09/10 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% LJ Misc Revenues M Investment Earnings M Hotel Occupancy Tax 147 Proposed Expenditures FY 09/10 100% Adopted Estimated Adopted Actual Budget Budget Budget 60% FY 07/08 FY 08/09 FY 08/09 FY 09/10 Revenues Hotel Occupancy Tax - - - - Investment Earnings - - - - Misc Revenues - - - - Transfers In - - - - Total Expenditures Payroll 36,509 29,932 30,620 47,599 Payroll Related 10,647 8,316 10,092 14,068 Supplies - - - - Services - - - - Rent/Utilities - - - - Capital Outlay - - - - Transfers Out - - - - Total $ 47,156 $ 38,248 $ 40,712 $ 61,667 Proposed Revenues FY 09/10 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% LJ Misc Revenues M Investment Earnings M Hotel Occupancy Tax 147 Proposed Expenditures FY 09/10 100% 90% o Capital Outlay 80% N Rent/Utilities 70% — 60% © Services 50% — 40% LI Supplies 30% — 20% — o Payroll Related 10% — 0% N Payroll FY 2009/2010 Operating Budget Visitors Association Fund Departmental Summary 19 Parks and Recreation Revenues Hotel Occupancy Tax - - - - Investment Earnings - - - - Misc Revenues - - - - Transfers In - - - - Total Expenditures Payroll 7,531 8,100 8,810 13,456 Payroll Related 3,449 3,247 3,295 5,111 Supplies - - - - Services - - - - Rent/Utilities - - - - Capital Outlay - - - - Transfers Out - - - - Total $ 10,980 $=4 11,347 $ 12,105 $ 18,567 Proposed Revenues FY 09/10 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% LJ Misc Revenues M Investment Earnings V Hotel Occupancy Tax 148 Proposed Expenditures FY 09/10 100% Adopted Estimated Adopted Actual Budget Budget Budget 60% FY 07/08 FY 08/09 FY 08/09 FY 09/10 Revenues Hotel Occupancy Tax - - - - Investment Earnings - - - - Misc Revenues - - - - Transfers In - - - - Total Expenditures Payroll 7,531 8,100 8,810 13,456 Payroll Related 3,449 3,247 3,295 5,111 Supplies - - - - Services - - - - Rent/Utilities - - - - Capital Outlay - - - - Transfers Out - - - - Total $ 10,980 $=4 11,347 $ 12,105 $ 18,567 Proposed Revenues FY 09/10 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% LJ Misc Revenues M Investment Earnings V Hotel Occupancy Tax 148 Proposed Expenditures FY 09/10 100% 90% V Capital Outlay 80% M Rent/Utilities 70% — 60% — © Services 50% — 40% • W Supplies 30% — 20% — o Payroll Related 10% — 0% N Payroll FY 2009/2010 Operating Budget Visitors Association Fund Departmental Summary 21 Human Resources Revenues Hotel Occupancy Tax - - - - Investment Earnings - - - - Misc Revenues - - - - Transfers In - - - - Total $ - $ $ - $ - Expenditures Payroll - 18,688 19,001 23,187 Payroll Related - 4,604 4,632 5,863 Supplies - - - - Services - - - - Rent/Utilities - - - - Capital Outlay - - - - Transfers Out - - - - Total $ - $ 23,292 $ 23,632 $ 29,050 Proposed Revenues FY 09/10 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% IBJ Misc Revenues M Investment Earnings V Hotel Occupancy Tax 149 Proposed Expenditures FY 09/10 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% J Capital Outlay LJ Rent/Utilities N Services Supplies M Payroll Related Li Payroll Adopted Estimated Adopted Actual Budget Budget Budget FY 07/08 FY 08/09 FY 08/09 FY 09/10 Revenues Hotel Occupancy Tax - - - - Investment Earnings - - - - Misc Revenues - - - - Transfers In - - - - Total $ - $ $ - $ - Expenditures Payroll - 18,688 19,001 23,187 Payroll Related - 4,604 4,632 5,863 Supplies - - - - Services - - - - Rent/Utilities - - - - Capital Outlay - - - - Transfers Out - - - - Total $ - $ 23,292 $ 23,632 $ 29,050 Proposed Revenues FY 09/10 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% IBJ Misc Revenues M Investment Earnings V Hotel Occupancy Tax 149 Proposed Expenditures FY 09/10 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% J Capital Outlay LJ Rent/Utilities N Services Supplies M Payroll Related Li Payroll SPECIAL REVENUE FUND Strategic Plan Key Result Areas Impacted Inviting Residential and Corporate Neighborhoods Comprehensive Planning Neighborhood Integrity Community Appearance Quality Development Aesthetic Standards Open Space Preservation -. We Are Leaders remier Education Facilities and Programs A Well Educated Future Leaders and Thinkers Business Partnerships with Town and Westlake Academy Environment Stewardship High Quality Services Coupled with Financial Stewardship Infrastructure Maintenance & Planning Hospitality Finds a Home in Westlake Citizen Engagement Citizen Communication Historic Preservation Tourism Development Arts and Culture Special Revenue Fund Program Summary Fiscal Year 2009/2010 FUND BALANCE, BEGINNING $ Adopted Estimated Adopted Actual Budget Budget Budget RECEIPTS: FY 07/08 FY 08/09 FY 08/09 FY 09/10 FUND BALANCE, BEGINNING $ $ Is $ RECEIPTS: Grant Proceeds 7,474 152,950 Transfers In 7,474 8,050 TOTAL RECEIPTS 14,948 161,000 DEDUCTIONS: Capital Outlay 14,948 161,000 TOTAL DEDUCTIONS 14,948 161,000 Excess Revenue Over (Under) Deductions - - FUND BALANCE, ENDING $ $ $ $ 150 FM 1938 FUND Strategic Plan Key Result Areas Impacted Inviting Residential and Corporate Neighborhoods Comprehensive Planning Neighborhood Integrity Community Appearance Aesthetic Standards We Are Leaders High Quality Services Coupled with Financial Stewardship Hospitality Finds A Home in Westlake Tourism Development FM 1938 Fund Program Summary Fiscal Year 2009/2010 FUND BALANCE, BEGINNING I $ Adopted Amended Adopted Actual Budget Budget Budget RECEIPTS: FY 07/08 FY 08/09 FY 08/09 FY 09/10 FUND BALANCE, BEGINNING I $ Is 76,569 $ 76,569 $ - RECEIPTS: Contributions 187,548 - 218,211 Transfers In 251,826 - TOTAL REVENUE JL_439,373 - 218,21111 - DEDUCTIONS: Capital Project 362,804 - 294,780 - TOTAL DEDUCTIONS IL -362,804 1IL 294,78011 - Excess Revenue Over (Under) Deductions 76,569 (76,569) FUND BALANCE, ENDING (RESTRICTED) $ 76,569 1 $ 76,569 $ - $ - 151 CEMETERY FUND Strategic Plan Key Result Areas Impacted Inviting Residential and Corporate Neighborhoods Neighborhood Integrity Community Appearance Aesthetic Standards We Are Leaders High Quality Services Coupled with Financial Stewardship Hospitality Finds A Home in Westlake %v1t17PY1}��.37l7/7l7PYY1Pi7i" - Z ZE Cemetery Fund Program Summary Fiscal Year 2009/2010 FUND BALANCE, BEGINNING $ - Adopted Estimated Adopted Actual Budget Budget Budget RECEIPTS: FY 07/08 FY 08/09 FY 08/09 FY 09/10 FUND BALANCE, BEGINNING $ - $ 62,059 $ 62,059 $ 54,609 RECEIPTS: Contributions 169,034 - - - Charge for Services 2,100 18,550 13,550 13,550 Misc Income - 3,000 3,000 3,000 Transfers In 3,594 TOTAL RECEIPTS 174,728 21,550 16,550 16,550 DEDUCTIONS: Supplies 4,979 17,443 9,000 9,000 Services 4,725 16,400 9,000 9,000 Maintenance 3,594 13,000 6,000 6,000 TOTAL DEDUCTIONS 13,299 46,843 24,000 24,000 Excess Revenue Over (Under) Deductions 161,430 (25,293) (7,450) (7,450) FUND BALANCE, ENDING $ 161,43011$ 36,766 $ 54,609 1 $ 47,159 152 VEHICLE & EQUIPMENT FUND Strategic Plan Key Result Areas Impacted Inviting Residential and Corporate Neighborhoods 'I; Comprehensive Planning -4 Neighborhood Integrity Community Appearance Aesthetic Standards ospitality We Are Leaders 3s Coupled with Financial Stewardship t Finds A Home in Westlake ' Tourism Development 1 M- 4 - - F > } ✓ 1.ILAAr ALLMW4r, 4W Vehicle & Equipment Replacement Fund Program Summary Fiscal Year 2009/2010 153 Actual FY 07/08 Adopted Budget FY 08/09 Estimated Budget FY 08/09 Adopted Budget FY 09/10 FUND BALANCE, BEGINNING - - - $ 50,000 RECEIPTS: Transfers In - 56,900 64,000 94,336 TOTAL RECEIPTS - 56,900 64,000 94,336 DEDUCTIONS: Capital Outlay - 6,900 14,000 94,336 TOTAL DEDUCTIONS - 6,900 14,000 94,336 Excess Revenue Over (Under) Deductions - 50,000 50,000 - FUND BALANCE, ENDING $ - $ 50,000 $ 50,000 $ 50,000 153 PROPERTY TAX REDUCTION Strategic Plan Key Result Areas Impacted Inviting Residential and Corporate Neighborhoods Comprehensive Planning We Are Leaders High Quality Services Coupled with Financial Stewardship Hospitality Find A Home in Westlake Citizen Communication Property Tax Reduction Sales Tax Fund Program Summary Fiscal Year 2009/2010 FUND BALANCE, BEGINNING $ Adopted Estimated Adopted $ Actual Budget Budget Budget FY 07/08 FY 08/09 FY 08/09 FY 09/10 FUND BALANCE, BEGINNING $ 154,474 $ 505,665 $ 505,665 $ 1,035,665 RECEIPTS: Sales Tax 897,644 832,176 850,000 726,300 Investment Earnings 1,158 7,500 5,000 1,000 TOTAL REVENUE $ 898,802 $ 839,676 $ 855,000 $ 727,300 DEDUCTIONS: Transfers Out 547,611 325,000 325,000 1,035,680 TOTAL DEDUCTIONS $ 547,611 $ 325,000 $ 325,000 $ 1,035,680 Excess Revenue Over (Under) Deductions 351,191 514,676 530,000 (308,380) FUND BALANCE, ENDING $ 505,665 $ 1,020,341 $ 1,035,665 $ 727,285 154 LONE STAR PUBLIC FACILITIES Strategic Plan Key Result Areas Impacted Inviting Residential and Corporate Neighborhoods Comprehensive Planning ..Ai -%,Y" f We Are Leaders Premier Education Facilities and Programs Hospitality Find A Home in Westlake Citizen Communication h, I' t Lone Star Public Facilities Program Summary Fiscal Year 2009/2010 FUND BALANCE, BEGINNING $ Adopted Estimated Adopted $ Actual Budget Budget Budget FY 07/08 FY 08/09 FY 08/09 FY 09/10 FUND BALANCE, BEGINNING $ 13,030 $ 13,459 $ 13,459 $ 13,559 RECEIPTS: Investment Earnings 429 - 100 100 TOTALREVENUE $ 429 $ $ 100 $ 100 DEDUCTIONS: TOTAL DEDUCTIONS $ - $ - $ - $ - Excess Revenue Over (Under) Deductions 429 100 1 100 FUND BALANCE, ENDING $ 13,459 $ 13,459 $ 13,559 $ 13,659 155 DEBT SERVICE FUND Strategic Plan Key Result Areas Impacted Inviting Residential and Corporate Neighborhoods Comprehensive Planning We Are Leaders Premier Education Facilities and Programs Hospitality Find A Home in Westlake Citizen Communication Debt Service Fund Program Summary Fiscal Year 2009/2010 FUND BALANCE, BEGINNING $ - Adopted Estimated Adopted Actual Budget Budget Budget RECEIPTS: FY 07/08 FY 08/09 FY 08/09 FY 09/10 FUND BALANCE, BEGINNING $ - $ - $ - $ RECEIPTS: Transfers In 1,318,944 1,501,957 1,501,957 1,499,750 TOTAL RECEIPTS 1,318,944 1,501,957 1,501,957 1,499,750 DEDUCTIONS: Debt Service 1,315,314 1,500,457 1,500,457 1,498,250 Bank Charges 3,630 1,500 1,500 1,500 TOTAL DEDUCTIONS 1,318,944 1,501,957 1,501,957 1,499,750 Excess Revenue Over (Under) Deductions - - - - FUND BALANCE, ENDING $ $ $ $ 156 Debt Service Fund Long -Term Debt Summary All Bonds Pymt # Fiscal Year Principal Interest Total 1 2010 525,000 973,250 1,498,250 2 2011 555,000 946,778 1,501,778 3 2012 580,000 918,450 1,498,450 4 2013 610,000 888,528 1,498,528 5 2014 640,000 856,906 1,496,906 6 2015 675,000 823,442 1,498,442 7 2016 710,000 787,864 1,497,864 8 2017 740,000 760,197 1,500,197 9 2018 775,000 730,089 1,505,089 10 2019 810,000 691,257 1,501,257 11 2020 850,000 649,870 1,499,870 12 2021 895,000 606,461 1,501,461 13 2022 940,000 560,744 1,500,744 14 2023 985,000 512,719 1,497,719 15 2024 1,040,000 462,385 1,502,385 16 2025 1,090,000 408,530 1,498,530 17 2026 1,130,000 362,154 1,492,154 18 2027 1,185,000 314,082 1,499,082 19 2028 1,240,000 263,668 1,503,668 20 2029 1,110,000 209,945 1,319,945 21 2030 1,155,000 161,095 1,316,095 22 2031 1,210,000 110,060 1,320,060 23 2032 1,260,000 56,160 1,316,160 TOTAL $ 20,710,000 $ 13,054,629 $ 33,764,629 1,600,000 1,400,000 1,200,000 1,000,000 800,000 600,000 400,000 200,000 Annual Funding Requirements O N V tD 00 O N cT w 00 O N N N N N N N N N N N M M O O O O O O O O O O O O N N N N N N N N N N N N M Interest o Principal 157 Debt Service Fund Schedule of Requirements General Obligation Bonds - Series 2008 Pymt # Fiscal Year Principal Interest Total 1 2010 $ 85,000 $ 94,276 $ 179,276 2 2011 90,000 90,944 180,944 3 2012 95,000 87,416 182,416 4 2013 100,000 83,692 183,692 5 2014 100,000 79,772 179,772 6 2015 105,000 75,852 180,852 7 2016 110,000 71,736 181,736 8 2017 115,000 67,424 182,424 9 2018 120,000 62,916 182,916 10 2019 125,000 58,212 183,212 11 2020 130,000 53,312 183,312 12 2021 135,000 48,216 183,216 13 2022 140,000 42,924 182,924 14 2023 145,000 37,436 182,436 15 2024 150,000 31,752 181,752 16 2025 155,000 25,872 180,872 17 2026 160,000 19,796 179,796 18 2027 170,000 13,524 183,524 19 2028 175,000 6,860 181,860 TOTAL $ 2,405,000 $ 1,051,932 $ 3,456,932 Original Issue: $ 2,500,000 Issue Date: June 18, 2008 Use: Construction of the Sam and Margaret Lee Arts & Sciences Center (Partial) 158 Debt Service Fund Schedule of Requirements GO Refunding Bonds - Series 2007 Pymt # Fiscal Year Principal Interest Total 1 2010 $ 20,000 $ 298,345 $ 318,345 2 2011 25,000 297,545 322,545 3 2012 25,000 296,545 321,545 4 2013 25,000 295,545 320,545 5 2014 35,000 294,608 329,608 6 2015 35,000 293,295 328,295 7 2016 410,000 291,983 701,983 8 2017 425,000 276,608 701,608 9 2018 40,000 259,608 299,608 10 2019 40,000 258,008 298,008 11 2020 45,000 256,408 301,408 12 2021 50,000 254,608 304,608 13 2022 55,000 252,608 307,608 14 2023 60,000 250,408 310,408 15 2024 65,000 248,008 313,008 16 2025 645,000 245,408 890,408 17 2026 670,000 219,608 889,608 18 2027 700,000 192,808 892,808 19 2028 730,000 164,808 894,808 20 2029 760,000 134,695 894,695 21 2030 790,000 103,345 893,345 22 2031 825,000 70,560 895,560 23 2032 855,000 35,910 890,910 TOTAL $ 7,330,000 $ 5,291,265 $ 12,621,265 Original Issue: $ 7,465,000 Issue Date: March 15, 2007 Use: Partial refunding of Series 2002 (Used for the construction of the Civic Campus - Westlake Academy) 159 Debt Service Fund Schedule of Requirements Certificates of Obligation - Series 2003 Pymt # Fiscal Year Principal Interest Total 1 2010 $ 155,000 $ 271,029 $ 426,029 2 2011 160,000 265,914 425,914 3 2012 165,000 260,314 425,314 4 2013 170,000 254,291 424,291 5 2014 175,000 248,001 423,001 6 2015 185,000 241,220 426,220 7 2016 190,000 233,820 423,820 8 2017 200,000 225,840 425,840 9 2018 210,000 217,240 427,240 10 2019 220,000 208,000 428,000 11 2020 230,000 197,550 427,550 12 2021 240,000 186,625 426,625 13 2022 250,000 175,225 425,225 14 2023 260,000 163,350 423,350 15 2024 275,000 151,000 426,000 16 2025 290,000 137,250 427,250 17 2026 300,000 122,750 422,750 18 2027 315,000 107,750 422,750 19 2028 335,000 92,000 427,000 20 2029 350,000 75,250 425,250 21 2030 365,000 57,750 422,750 22 2031 385,000 39,500 424,500 23 2032 405,000 20,250 425,250 TOTAL $ 5,830,000 $ 3,951,919 $ 9,781,919 Original Issue: $ 6,410,000 Issue Date: June 23, 2003 Use: Second phase construction of Civic Campus (Westlake Academy) 160 Debt Service Fund Schedule of Requirements Certificates of Obligation - Series 2002 Pymt # Fiscal Year Principal Interest Total 1 2010 $ 265,000 $ 309,600 $ 574,600 2 2011 280,000 292,375 572,375 3 2012 295,000 274,175 569,175 4 2013 315,000 255,000 570,000 5 2014 330,000 234,525 564,525 6 2015 350,000 213,075 563,075 7 2016 - 190,325 190,325 8 2017 - 190,325 190,325 9 2018 405,000 190,325 595,325 10 2019 425,000 167,038 592,038 11 2020 445,000 142,600 587,600 12 2021 470,000 117,013 587,013 13 2022 495,000 89,988 584,988 14 2023 520,000 61,525 581,525 15 2024 550,000 31,625 581,625 TOTAL $ 5,145,000 $ 2,759,513 $ 7,904,513 Original Issue: $ 12,400,000 Issue Date: January 15, 2002 Use: First phase construction of Civic Campus (Westlake Academy) 161 This page is intentionally blank Utility Fund Program Summary Fiscal Year 2009/2010 FUND BALANCE, BEGINNING $ 1,138,003 $ Adopted Estimated Adopted Water & Sewer Deposits Texpool Actual Budget Budget Budget RECEIPTS: FY 07/08 FY 08/09 FY 08/09 FY 09/10 FUND BALANCE, BEGINNING $ 1,138,003 $ 1,427,076 $ 1,427,076 $ 1,728,996 Water & Sewer Deposits Texpool 10131 106,600 116,600 116,600 $ 120,000 RECEIPTS: 10112 7,700 10,880 10,880 7,000 Charges for Services 2,037,306 2,228,400 2,273,400 2,520,166 Misc Operating Revenues 44,076 9,150 53,000 8,000 Interest and Investment Revenues 32,103 35,000 7,850 3,600 TOTAL RECEIPTS 2,113,486 2,272,550 2,334,250 2,531,766 DEDUCTIONS Payroll/Salaries 111,443 144,987 148,990 169,119 Payroll Related & Benefits 38,996 42,736 48,974 55,165 Supplies 5,551 8,741 8,417 7,717 Services 1,059,316 1,188,134 1,198,239 1,415,544 Maintenance 82,464 84,500 98,978 83,400 Insurance 6,274 6,287 6,132 6,439 Rent & Utilities 98,736 106,039 106,069 111,805 Interfund Payments/Debt 141,617 216,986 200,668 274,904 Capital Outlay 22,321 65,500 88,000 59,000 NET DEDUCTIONS 1,566,719 1,863,910 1,904,466 2,183,093 Transfers Out 239,413 62,000 97,000 142,500 Capital Projects 18,281 173,501 30,863 605,000 TOTAL DEDUCTIONS 1,824,413 2,099,411 2,032,329 2,930,593 Excess Revenue Over (Under) Deductions 289,073 173,139 301,921 (398,827) Fund Balance, Ending 1,427,076 1,600,215 1,728,996 1,330,170 Restricted/Designated Funds 114,300 100,000 127,480 127,000 UNRESTRICTED FUND BALANCE, ENDING $ 1,312,776 $ 1,500,215 $ 1,601,516 $ 1,203,170 # Days Operating 310 304 307 201 Restricted/Designated Funds FY 07/08 FY 08/09 FY 08/09 FY 09/10 Water & Sewer Deposits Texpool 10131 106,600 116,600 116,600 $ 120,000 Water & Sewer Deposits Cash 10112 7,700 10,880 10,880 7,000 Total Restricted/Designated Funds $ 114,300 $ 127,480 $ 127,480 $ 127,000 Note: Depreciation and Amortization are not included in the Operations and Maintenance of this Fund. Hillwood accrued interest is also not included based on the agreement's maximum exposure. 162 FY 2009/2010 Operating Budget Utility Fund Departmental Summary 11 Administrative Revenues Charges for Services $ - $ $ - $ Misc Operating Revenues - - Interest and Investment Revenues - - Total I $ - I $ - $ - $ - Expenditures 100% Adopted Estimated Adopted $ 17,559 $ Actual Budget Budget Budget 7,712 FY 07/08 FY 08/09 FY 08/09 FY 09/10 Revenues Charges for Services $ - $ $ - $ Misc Operating Revenues - - Interest and Investment Revenues - - Total I $ - I $ - $ - $ - Expenditures 100% Payroll $ 17,559 $ 33,495 $ 35,123 $ 35,231 Payroll Related 7,441 7,712 9,747 9,627 Supplies - - - - Services 81,373 20,000 10,000 - Insurance - - - Maintenance - - - Rent & Utilities - - - E. D. Incentives - - - Capital Outlay - - - Transfers Out - - - - Total $ 106,374 $ 61,207 $ 54,870 $ 44,858 Proposed Revenues FY 09/10 100% 90% LI Interest and Investment 80% Revenues 70% 60% 50% 0 Misc Operating Revenues 40% 30% 20% O Charges for Services 10% 0% 163 Proposed Expenditures FY 09/10 100% o Transfers Out 90% — 61 Capital Outlay 80% Id E. D. Incentives 70% u Rent & Utilities 60% o Maintenance SO% — N Insurance 40% 30% 20% 10% 0% Y Services o Supplies ■ Payroll Related ® Payroll FY 2009/2010 Operating Budget Utility Fund Departmental Summary 16 Public Works Revenues 100% Adopted Estimated Adopted Charges for Services $ Actual Budget Budget Budget Misc Operating Revenues FY 07/08 FY 08/09 FY 08/09 FY 09/10 Revenues 100% - Charges for Services $ 2,037,306 $ 2,228,400 $ 2,273,400 $ 2,520,166 Misc Operating Revenues 44,076 9,150 53,000 8,000 Interest and Investment Revenues 32,103 35,000 7,850 3,600 Total 1 $ 2,113,486 1 $ 2,272,550 1 $ 2,334,250 1 $ 2,531,766 Expenditures 100% - Payroll $ 54,571 $ 60,970 $ 62,220 $ 63,639 Payroll Related 19,952 21,384 23,865 23,404 Supplies 5,551 8,741 8,417 7,717 Services 977,943 1,168,134 1,188,239 1,314,914 Insurance 6,274 6,287 6,132 6,439 Maintenance 82,464 84,500 98,978 83,400 Rent & Utilities 98,736 106,039 106,069 111,805 Capital Outlay 22,321 65,500 88,000 59,000 Interfund Advance/Debt 141,617 216,986 200,668 274,904 Amort/Depr 844,050 - - - Transfers Out - - - - Total $ 2,253,479 1 $ 1,738,541 $ 1,782,587 $ 1,945,222 Proposed Revenues FY 09/10 100% I -r 100% 100% 100% 100% 100% 99% 99% 1.1 Interest O Misc Income Proposed Expenditures FY 09/10 100% - 0 Transfers Out 90% W Capital Outlay 80% - 70% LA Rent & Utilities 60% V Maintenance 50% o Insurance 40% o Services 30% 20% W Charge for Service 10% 0% 164 Ir Supplies H Payroll Related H Payroll FY 2009/2010 Operating Budget Utility Fund Departmental Summary 18 Finance Revenues Charges for Services $ - $ $ - $ Misc Operating Revenues - - Interest and Investment Revenues - - Total I $ - I $ - $ - $ - Expenditures Payroll $ 39,313 $ 39,309 $ 40,247 $ 56,336 Payroll Related 11,603 10,877 12,606 18,617 Supplies - - - - Services - - - - Insurance - - - - Maintenance - - - - Rent & Utilities - - - - Capital Outlay - - - - Interfund Advance/Debt - - - - Amort/Depr - - - - Transfers Out - - - - Total $ 50,916 $ 50,186 $ 52,853 $ 74,953 Proposed Revenues FY 09/10 100% 90% 1.1 Interest 80% 70% 60% 50% ■ Misc Income 40% 30% 20% O Charge for Service 10% 0% 165 Proposed Expenditures FY 09/10 100% Adopted Estimated Adopted 0 Transfers Out Actual Budget Budget Budget FY 07/08 FY 08/09 FY 08/09 FY 09/10 Revenues Charges for Services $ - $ $ - $ Misc Operating Revenues - - Interest and Investment Revenues - - Total I $ - I $ - $ - $ - Expenditures Payroll $ 39,313 $ 39,309 $ 40,247 $ 56,336 Payroll Related 11,603 10,877 12,606 18,617 Supplies - - - - Services - - - - Insurance - - - - Maintenance - - - - Rent & Utilities - - - - Capital Outlay - - - - Interfund Advance/Debt - - - - Amort/Depr - - - - Transfers Out - - - - Total $ 50,916 $ 50,186 $ 52,853 $ 74,953 Proposed Revenues FY 09/10 100% 90% 1.1 Interest 80% 70% 60% 50% ■ Misc Income 40% 30% 20% O Charge for Service 10% 0% 165 Proposed Expenditures FY 09/10 100% — 0 Transfers Out 90% Capital Outlay 80% - 70% iJ Rent & Utilities 60% V Maintenance 50% 0 Insurance 40% o Services 30% 20% 10% 0% W Supplies H Payroll Related N Payroll FY 2009/2010 Operating Budget Utility Fund Departmental Summary 21 Human Resources Revenues Charges for Services $ - $ $ - $ Misc Operating Revenues - - Interest and Investment Revenues - - Total I $ - I $ - $ - $ - Expenditures Payroll $ - $ 11,213 $ 11,401 $ 13,912 Payroll Related - 2,763 2,756 3,518 Supplies - - - - Services - - - Insurance - - - Maintenance - - Rent & Utilities - - Capital Outlay - - Interfund Advance/Debt - - - - Amort/Depr - - - Transfers Out - - - - Total $ - I $ 13,976 $ 14,157 $ 17,430 Proposed Revenues FY 09/10 100% 90% 1.1 Interest 80% 70% 60% 50% ■ Misc Income 40% 30% 20% O Charge for Service 10% 0% 166 Proposed Expenditures FY 09/10 100% Adopted Estimated Adopted 0 Transfers Out Actual Budget Budget Budget FY 07/08 FY 08/09 FY 08/09 FY 09/10 Revenues Charges for Services $ - $ $ - $ Misc Operating Revenues - - Interest and Investment Revenues - - Total I $ - I $ - $ - $ - Expenditures Payroll $ - $ 11,213 $ 11,401 $ 13,912 Payroll Related - 2,763 2,756 3,518 Supplies - - - - Services - - - Insurance - - - Maintenance - - Rent & Utilities - - Capital Outlay - - Interfund Advance/Debt - - - - Amort/Depr - - - Transfers Out - - - - Total $ - I $ 13,976 $ 14,157 $ 17,430 Proposed Revenues FY 09/10 100% 90% 1.1 Interest 80% 70% 60% 50% ■ Misc Income 40% 30% 20% O Charge for Service 10% 0% 166 Proposed Expenditures FY 09/10 100% — 0 Transfers Out 90% W Capital Outlay 80% - 70% W Rent & Utilities 60% W Maintenance 50% 0 Insurance 40% o Services 30% 20% 10% 0% Ir Supplies N Payroll Related N Payroll FY 2009/2010 Operating Budget Utility Fund Departmental Summary Capital Projects Revenues Charges for Services $ - $ $ - $ Misc Operating Revenues - - Interest and Investment Revenues - Total I $ - I $ - $ - $ - Expenditures Adopted Estimated Adopted 6,000 185,000 Actual Budget Budget Budget FY 07/08 FY 08/09 FY 08/09 FY 09/10 Revenues Charges for Services $ - $ $ - $ Misc Operating Revenues - - Interest and Investment Revenues - Total I $ - I $ - $ - $ - Expenditures Online Meter Platform 13,750 27,000 25,000 - N-1 Sewer Line Transfer 4,531 146,501 6,000 185,000 N-1 Sewer Line Transfer - Inflow & Infiltration Repairs 120,000 Stagecoach Hills Waterline Connection 300,000 Total $ 18,281 $ 173,501 $ 31,000 $ 605,000 Proposed Revenues FY 09/10 100% -1 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Lllnterest M Misc Income © Charge for Service 167 Proposed Expenditures FY 09/10 100% - 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% LJ Stagecoach Hills Waterline Connection O N-1 Sewer Line Transfer - Inflow & Infiltration Repairs ® N-1 Sewer Line Transfer CAPITAL IMPROVEMENT Fiscal Year 2009/2010 N-1 Sewer Line Transfer Vision Point: Leadership Project Number: U 10-01 Project Description: This project is intended to transfer ownership of a section of sewer line from Westlake and Southlake to TRA. It includes the design and construction of a metering station with SCADA equipment at the proposed Town of Westlake "Point of Entry." Westlake will be required to conduct an extensive inflow and infiltration study and perform repairs (separate capital improvement). PROJECT EXPENSE Thru 09/30/09 Budget FY 09/10 Planned Project Total 10/11 11/12 12/13 13/14 Construction - 100,000 - - - - 100,000 Engineering 10,531 25,000 - - - - 35,531 Technical (I&I Study) - 60,000 - - - - 60,000 EXPENDITURES TOTAL 10,531 185,000 - - - - 195,531 PROJECT FUNDING Thru 09/30/09 Budget FY 09/10 Planned Project 10/11 11/12 12/13 13/14 Total Utility Fund 10,531 185,000 - - - - 195,531 Maintenance - - - - - - - FUNDING TOTAL liff 10,531 185,000 - - - 195,531 IMPACT ON OPERATING BUDGET Thru 09/30/09 Budget Planned FY 09/10 10/11 1 11/12 1 12/13 1 13/14 Project Total Supplies - - - - - - - Maintenance - - - - - - - Services - Equipment - OPERATING IMPACT TOTAL - - - - - - - - - - - - 168 CAPITAL IMPROVEMENT Fiscal Year 2009/2010 N-1 Sewer Line Transfer/ Inflow & Infiltration Repairs Vision Point: Leadership Project Number: U 10-02 Project Description: As a condition of the N-1 sewer line transfer Westlake was required to conduct an extensive inflow and infiltration study. The study will identify repairs that need to be made. PROJECT EXPENSE Thru 09/30/09 Budget FY 09/10 Planned Project Total 10/11 11/12 12/13 13/14 Construction - - 100,000 - - - - - - - - 100,000 Engineering 20,000 20,000 - - - - - - - EXPENDITURES TOTAL - 120,000 - - - - 120,000 PROJECT FUNDING Thru Budget 09/30/08 FY 08/09 Planned Project 10/11 11/12 12/13 1 13/14 Total Utility Fund - 120,000 - - - - 120,000 FUNDING TOTAL T 1 1 120,000 1 120,000 IMPACT ON OPERATING BUDGET Thru 09/30/08 Budget Planned FY 08/09 10/11 1 11/12 1 12/13 1 13/14 Project Total Supplies - - - - - - - Maintenance - - - - - - - Services - Equipment - OPERATING IMPACT TOTAL - - - - - - - - - - - - 169 CAPITAL IMPROVEMENT Fiscal Year 2009/2010 Stagecoach Hills Waterline Connection Vision Point: Leadership Project Number: U 10-03 Project Description: This project will consist of constructing a water line to Stagecoach Hills from the existing pump station or 20" water line and the replacement of lines within the subdivision itself. Proposed Wa Ai.. PROJECT EXPENSE PROJECT FUNDING Thru 09/30/09 Budget FY 09/10 Planned Project Total 10/11 1 11/12 12/13 13/14 Construction - 270,000 274,320 - - - 544,320 Engineering - 30,000 30,480 - - - 60,480 - - - - - FUNDING TOTAL - 300,000 1 304,800 - - - 604,800 - - - - - - EXPENDITURES TOTAL - 300,000 304,800 IMPACT ON OPERATING BUDGET PROJECT FUNDING Thru 09/30/08 Thru Budget 09/30/08 FY 08/09 Planned Project Total 10/11 11/12 12/13 1 13/14 Utility Fund - 300,000 304,800 - - - 604,800 - Services - Equipment - OPERATING IMPACT TOTAL - - - - - FUNDING TOTAL - 300,000 1 304,800 - - - 604,800 IMPACT ON OPERATING BUDGET Thru 09/30/08 Budget Planned FY 08/09 10/11 1 11/12 1 12/13 1 13/14 Project Total Supplies - - - - - - - - - - - - Maintenance - - Services - Equipment - OPERATING IMPACT TOTAL - - - - - - - - - - - - 170 Water Reve 74 UTILITY FUND ADOPTED REVENUES FY 2009/2010 Meter Repair Debt Service Revenue 17% Waste Management 2% Tap Fees 2% Impact fees 5% evenue rued Total Adopted Revenues $ 255313766 171 UTILITY FUND ADOPTED EXPENSES Maintenance 3% Insurance 0% FY 2009/2010 Rent & Utilities Capital Outlay Interfund 4% 2% Advance/Debt 12% .10 ML Payroll Related 2% Transfers Out 5% .Capital Projects (3) 21% Total Adopted Expenses $ 2,215,463 172 Utility Fund Interfund Repayment Schedule Due to General Fund Extension of Peak 377 Water Sewer Line GW Farms 100.15205.00 100.48801.16 Water Mains Payment Line "A" Waterline 500.23001.00 Pymt # Payment Date Beginning Balance $57,600 $95,000 $4,895 $1,515 $2,033 $161,043 Ending Balance Amount Due Amount Due Amount Due Amount Due Amount Due TOTAL 1 01/15/05 $ 161,043 $ 3,840 $ 23,750 $ 4,895 $ 1,515 $ 2,033 $ 36,033 $ 125,010 2 01/15/06 125,010 3,840 23,750 - - - 27,590 97,420 3 01/15/07 97,420 3,840 23,750 - - 27,590 69,830 4 01/15/08 69,830 3,840 23,750 - - 27,590 42,240 5 01/15/09 42,240 21,120 - - - 21,120 21,120 6 01/15/10 21,120 21,120 - - - - 21,120 - TOTAL $ 57,600 $ 95,000 $ 4,895 $ 1,515 $ 2,033 $ 161,043 $ 173 Utility Fund Interfund Repayment Schedule Due to the 413 Fund Pymt # Payment Date Beginning Balance 200.15205.00 Glenwyck Farms Knox Road Knox Road Ending Balance Waterline Connection 2003 Connection 2004 Payment Due TOTAL 500.23006.00 Pymt # Payment Date Beginning Balance $119,622 $293,842 $119,688 $533,152 Ending Balance 1 Payment Due Payment Due Payment Due TOTAL 0 11/17/03 $ 533,152 $ - $ 87,189 $ - $ 87,189 $ 445,962 1 08/15/05 445,962 7,975 13,777 7,979 29,731 416,232 2 08/15/06 416,232 7,975 13,777 7,979 29,731 386,501 3 08/15/07 386,501 7,975 13,777 7,979 29,731 356,770 4 08/15/08 356,770 7,975 13,777 7,979 29,731 327,039 5 08/15/09 327,039 7,975 13,777 7,979 29,731 297,308 6 08/15/10 297,308 7,975 13,777 7,979 29,731 267,577 7 08/15/11 267,577 7,975 13,777 7,979 29,731 237,846 8 08/15/12 237,846 7,975 13,777 7,979 29,731 208,116 9 08/15/13 208,116 7,975 13,777 7,979 29,731 178,385 10 08/15/14 178,385 7,975 13,777 7,979 29,731 148,654 11 08/15/15 148,654 7,975 13,777 7,979 29,731 118,923 12 08/15/16 118,923 7,975 13,777 7,979 29,731 89,192 13 08/15/17 89,192 7,975 13,777 7,979 29,731 59,461 14 08/15/18 59,461 7,975 13,777 7,979 29,731 29,731 15 08/15/19 29,731 7,975 13,777 7,979 29,731 (0) TOTAL $ 119,622 $ 293,842 $ 119,688 $ 533,152 174 UTILITY FUND Debt Payable Schedule Keller Overhead Storage Pymt Pymt TOTAL PAYABLE WESTLAKE'S PORTION OF PAYABLE 32% # Date Principal Interest Total Payable Principal Interest Total Balance 118,887 $ 1,433,959 2 09/30/02 1 09/30/01 $ 100,000 $ 271,012 $ 371,012 $ 118,887 $ 32,040 $ 86,847 $ 118,887 $ 1,433,959 2 09/30/02 130,000 243,450 373,450 119,668 41,657 78,012 119,668 1,392,302 3 09/30/03 140,000 235,823 375,823 120,429 44,860 75,569 120,429 1,347,443 4 09/30/04 145,000 227,771 372,771 119,451 46,466 72,984 119,451 1,300,976 5 09/30/05 155,000 219,296 374,296 119,939.49 49,666.94 70,272.55 119,939 1,251,309 6 09/30/06 165,000 210,256 375,256 120,247.11 52,872.65 67,374.46 120,247 1,198,437 7 09/30/07 175,000 200,651 375,651 120,373.69 56,082.10 64,291.59 120,374 1,142,355 8 09/30/08 185,000 189,695 374,695 120,067.27 59,277.21 60,790.06 120,067 1,083,078 9 09/30/09 200,000 177,183 377,183 120,864.36 64,082.28 56,782.08 120,864 1,018,995 10 09/30/10 210,000 165,433 375,433 120,304 67,298 53,006 120,304 951,697 11 09/30/11 225,000 154,558 379,558 121,625 72,100 49,526 121,625 879,598 12 09/30/12 235,000 142,940 377,940 121,107 75,304 45,803 121,107 804,293 13 09/30/13 250,000 130,448 380,448 121,911 80,107 41,803 121,911 724,186 14 09/30/14 270,000 116,793 386,793 123,944 86,513 37,431 123,944 637,673 15 09/30/15 285,000 102,014 387,014 124,015 91,324 32,690 124,015 546,349 16 09/30/16 300,000 86,290 386,290 123,783 96,130 27,653 123,783 450,219 17 09/30/17 320,000 69,390 389,390 124,776 102,541 22,235 124,776 347,678 18 09/30/18 340,000 51,155 391,155 125,342 108,947 16,395 125,342 238,731 19 09/30/19 360,000 31,640 391,640 125,497 115,357 10,140 125,497 123,374 20 09/30/20 385,000 10,780 395,780 126,824 123,374 3,450 126,824 (0) TOTAL $ 4,575,000 $ 3,036,576 $ 7,611,576 $ 2,439,053 $ 1,465,999 $ 973,054 $ 2,439,053 175 2,750,000 2,500,000 2,250,000 2,000,000 1,750,000 1,500,000 1,250,000 1,000,000 750,000 500,00( 250,00( Utility Fund 7 Year Revenue Trend actual actualrr uu/ui FY 07/08 FY 08 09 actual / actual FY 09/10 actual Estimated Adopted 176 Utility Fund Total Active Water Accounts at Year End FY 09/10 projected FY 08/09 projected FY 07/08 actual FY 06/07 actual FY 05/06 actual FY 04/05 actual FY 03/04 actual A7C 50 100 150 200 250 300 350 400 450 500 177 This page is intentionally blank UTILITY MAJOR MAINTENANCE Strategic Plan Key Result Areas Impacted Inviting Residential and Corporate Neighborhoods Comprehensive Planning Neighborhood Integrity Community Appearance Quality Development Aesthetic Standards Open Space Preservation We Are Leaders Premier Education Facilities and Programs Well Educated Future Leaders and Thinkers Business Partnerships with Town and Westlake Academy Environment Stewardship High Quality Services Coupled with Financial Stewardship Infrastructure Maintenance & Planning Hospitality Finds A Home in Westlake Citizen Engagement Citizen Communication Historic Preservation Tourism Development Arts and Culture Utility Major Maintenance Fund Program Summary Fiscal Year 2009/2010 FUND BALANCE, BEGINNING $ 20,000 Adopted Estimated Adopted Actual Budget Budget Budget RECEIPTS: FY 07/08 FY 08/09 FY 08/09 FY 09/10 FUND BALANCE, BEGINNING $ 20,000 $ 35,000 $ 35,000 $ 50,000 RECEIPTS: Total Transfers In 15,000 15,000 15,000 22,500 TOTAL REVENUE 15,000 15,000 15,000 22,500 DEDUCTIONS: Services - - - 22,500 TOTAL DEDUCTIONS - - - 22,500 Excess Revenue Over (Under) Deductions 15,000 15,000 15,000 - FUND BALANCE, ENDING $ 35,000 $ 50,000 $ 50,000 $ 50,000 178 UTILITY MAJOR MAINTENANCE Fiscal Year 2010/2011 Pump Station Gate Retro -Fit Project Description: This project will automate and integrate the existing manual entry gate located at the pump station with SCADA to provide better access control and monitoring capability. PROJECT EXPENSE Thru 09/30/09 Thru 09/30/09 Budget FY 09/10 Planned Project Total 10/11 11/12 12/13 13114 Construction - 7,500 - - - - 7,500 Engineering - - - - - - - Other - - - - - - - - - EXPENDITURES TOTAL - 7,500 - - - - 7,500 PROJECT FUNDING Thru 09/30/09 Budget FY 09/10 Planned Project Total 10/11 11/12 12/13 13/14 Utility Fund 500 - 7,500 - - - - 7,500 FUNDING TOTAL - 7,500 - - - - 7,500 IMPACT ON OPERATING BUDGET Thru 09/30/09 Budget FY 09/10 Planned Project Total 10/11 11/12 12/13 13/14 Supplies - - - - - - - - - - - - - - - - Maintenance - - Services Equipment - - - - - - - - - - OPERATING IMPACT TOTALI - - - - - 179 UTILITY MAJOR MAINTENANCE Fiscal Year 2010/2011 Academy - Exterior Environmental Irrigation Project Description: Propect is to replace the current irrigation heads located on the south side of the Civic Campus with low flow heads to conserve water. PROJECT EXPENSE BUDGET Thru 09/30/09 Budget FY 09/10 Planned Project Total 10/11 11/12 12/13 13/14 Construction - 7,500 - - - - 7,500 Engineering - - - - - - - Other - - - - - - - - - - - - - - EXPENDITURES TOTAL - 7,500 - - - - 7,500 PROJECT FUNDING BUDGET Thru 09/30/09 Budget FY 09/10 Planned Project Total 10/11 11/12 12/13 13/14 Utility Fund 500 - 7,500 - - - - 7,500 - - - - - - FUNDING TOTAL - 7,500 - - - - 7,500 IMPACT ON OPERATING BUDGET Thru 09/30/09 Budget FY 09110 Planned Project Total 10111 11/12 12/13 13/14 Supplies - - - - - - - - - Maintenance - - - - - Services Equipment - - - - - - - - - - - - - - OPERATING IMPACT TOTA4IIII I- 180 GENERAL MAJOR MAINTENANCE Strategic Plan Key Result Areas Impacted Inviting Residential and Corporate Neighborhoods Comprehensive Planning Neighborhood Integrity Community Appearance Quality Development Aesthetic Standards Open Space Preservation We Are Leaders Premier Education Facilities and Programs Well Educated Future Leaders and Thinkers Business Partnerships with Town and Westlake Academy Environment Stewardship High Quality Services Coupled with Financial Stewardship Infrastructure Maintenance & Planning Hospitality Finds A Home in Westlake Citizen Engagement Citizen Communication Historic Preservation Tourism Development Arts and Culture General Major Maintenance Fund Program Summary Fiscal Year 2008/2009 FUND BALANCE, BEGINNING $ 20,000 Adopted Estimated Adopted Actual Budget Budget Budget RECEIPTS: FY 07/08 FY 08/09 FY 08/09 FY 09/10 FUND BALANCE, BEGINNING $ 20,000 $ 35,000 $ 35,000 $ 50,000 RECEIPTS: Transfers In 15,000 105,500 90,500 23,000 TOTAL RECEIPTS 15,000 105,500 90,500 23,000 DEDUCTIONS: Capital Outlay - 90,500 75,500 23,000 TOTAL DEDUCTIONS - 90,500 75,500 23,000 Excess Revenue Over (Under) Deductions 15,000 15,000 15,000 - FUND BALANCE, ENDING $ 35,000 $ 50,000 $ 50,000 $ 50,000 181 GENERAL MAJOR MAINTENANCE Fiscal Year 2010/2011 Academy - Replace Carpet and Flooring Project Description: Project is to puchase and replace carpet and floring in the performance hall and two classrooms at the Westlake Academy. PROJECT EXPENSE Thru 09/30/09 Budget FY 09/10 Planned Project Total 10/11 11/12 12/13 13/14 Construction - 13,000 - - - - 13,000 Engineering - - - - - - - Other - - - - - - - - - OPERATING IMPACT TOTAL - - - - - - EXPENDITURES TOTAL 1 13,000 - - - - 13,000 PROJECT FUNDING Thru 09/30/09 Budget FY 09/10 Planned Project Total 10/11 11/12 12/13 13/14 Property Tax Fund 260 - 13,000 - - - - 13,000 - - - FUNDING TOTAL - 13,000 - - - -T 13,000 IMPACT ON OPERATING BUDGET Thru 09/30/09 Budget FY 09/10 Planned Project Total 10/11 11/12 12/13 13/14 Supplies - - - - - - - - - - Maintenance - - - - Services Equipment - - - - - - - - - - - - - - OPERATING IMPACT TOTAL - - - - - - 182 GENERAL MAJOR MAINTENANCE Fiscal Year 2010/2011 Academy - Exterior Paint/Wood Treatment/Replacement Project Description: Project is to seal the exterior wood at the Civic Campus. This needs to be completed every three year and a schedule has been put into place to perform the work on one building each year to minimize the cost impact. PROJECT EXPENSE Thru 09/30/09 Budget FY 09/10 Planned Project Total 10/11 11/12 12/13 13/14 Construction - 10,000 - - - - 10,000 Engineering - - - - - - - Other - - - - - - - EXPENDITURES TOTAL 1 10,000 - - - - 10,000 PROJECT FUNDING Thru 09/30/09 Budget FY 09/10 Planned Project Total 10/11 11/12 12/13 13/14 Property Tax Fund 260 - 10,000 - - - - 10,000 - FUNDING TOTAL - 10,000 - - - - 10,000 IMPACT ON OPERATING BUDGET Thru 09/30/09 Budget FY 09/10 Planned Project Total 10/11 11/12 12/13 13/14 Supplies - - - - - - - Maintenance Services - - - - - - - - - - - - - - Equipment - - - - - - - OPERATING IMPACT TOTAL - - - - - - - 183 CAPITAL PROJECTS FUND Strategic Plan Key Result Areas Impacted Inviting Residential and Corporate Neighborhoods Neighborhood Integrity Community Appearance Aesthetic Standards We Are Leaders Premier Education Facilities and Programs Environment Stewardship Hospitality Finds A Home in Westlake Citizen Communication Capital Projects Fund Program Summary Fiscal Year 2009/2010 FUND BALANCE, BEGINNING $ 252,304 Adopted Estimated Adopted FY 08/09 Actual Budget Budget Budget RECEIPTS: FY 07/08 FY 08/09 FY 08/09 FY 09/10 FUND BALANCE, BEGINNING $ 252,304 $ 121,510 $ 121,510 $ 230,445 FY 08/09 FY 09/10 FM1938 Underpass Improvements 10130 000015 $ 60,760 $ 60,760 RECEIPTS: $ 60,760 GWF Reed Trail Extension 10130 000019 75,000 20,000 Contributions 60,760 25,000 25,000 430,500 Interest Income - - 500 - Transfers In 142,517 75,000 266,585 160,000 TOTAL RECEIPTS 203,277 100,000 292,085 590,500 $ 229,945 $ 229,945 DEDUCTIONS: Capital Projects 82,245 115,000 183,150 590,500 Transfers Out 251,826 - - - TOTAL DEDUCTIONS 334,071 115,000 183,150 590,500 Excess Revenue Over (Under) Deductions (130,794) (15,000) 108,935 - Fund Balance, Ending 121,510 106,510 230,445 230,445 Restricted/Designated Funds 135,760 80,760 229,945 229,945 UNRESTRICTED FUND BALANCE, ENDING $ (14,250) $ 25,750 $ 500 $ 500 Restricted/Designated Funds acct proj FY 07/08 FY 08/09 FY 08/09 FY 09/10 FM1938 Underpass Improvements 10130 000015 $ 60,760 $ 60,760 $ 60,760 $ 60,760 GWF Reed Trail Extension 10130 000019 75,000 20,000 20,000 20,000 FM 1938 Streetscape 10130 000020 - - - - Glenwyck Farms 10130 000021 149,185 149,185 Stagecoach Hills Drainage 10130 000022 - - - - Total Restricted/Designated Funds $ 135,760 $ 80,760 $ 229,945 $ 229,945 184 CAPITAL IMPROVEMENT Fiscal Year 2010/2011 Water Well for Civic Campus Vision Point: Inviting Neighborhoods Project Number: 110-01 Project Description: This project will provide water for the Civic Campus �°- a Proposed well which includes 70 irrigation zones for the soccer field location and football field and Phase One of the civic campus. a FY 08-09 water bill estimated at $18,000. Well should reduce expenditure by approximately $12,000. .�� m t �, ��$►5qj t[ y ' Y • `I "a� e f PROJECT EXPENSE Thru 09/30/09 Budget FY 09/10 Planned Project Total 10/11 1 11/12 12/13 13/14 Construction - 45,000 - - - Power - 5,000 - - - - 45,000 - 5,000 Landscaping - 10,000 - - - - 10,000 - - - EXPENDITURES TOTAL - 60,000 - - - - 60,000 PROJECT FUNDING Thru 09/30/09 Budget Planned FY 09/10 10/11 11/12 12/13 13/14 Project Total General Fund - 60,000 - - - - 60,000 - - - - - FUNDING TOTAL - 60,000 - - - - 60,000 IMPACT ON OPERATING BUDGET Thru 09/30/09 Budget Planned FY 09/10 10/11 11/12 12/13 13/14 Project Total Supplies - - - - - - - Maintenance - - - - - - - Services - Equipment - - - - - - - - - - - - - OPERATING IMPACT TOTAL - - - - 185 CAPITAL IMPROVEMENT Fiscal Year 2009/2010 FM 1938 Streets cap e/Wayfinding Vision Point: Inviting Neighborhoods Project Number: S 10-01 Project Description: This project will consist of the design and construction of landscape and hardscape improvements to the FM 1938 corridor from SH 114 south to Randol Mill Road, including sidewalks, trailheads, signage, rest areas, plantings, entry monuments. Maintenance is for irrigation only. Per developer's agreements: Fidelity is to provide funding for landscape enhancements to the median and ROW and Vaquero (Discover Land) is to provide landscape enhancements to the median. The cost for the Fidelity section is estimated to be $322,000. The cost for the Vaquero section is estimated to be $217,000. We anticipate these amounts will need to be negotiated as neither developer's agreement provides a cap nor scope of work to be designed to. The Town is required to install sidewalk on the west side of FM 1938 from Dove to SH 114 per the Fidelity developer's agreement at our cost. ter,-�c.•-----�zz,-r� Pe9iRan In ILI PROJECT EXPENSE PROJECT FUNDING Thru 09/30/09 Budget Planned Project FY 09/10 10/11 11/12 12/13 13/14 Total Thru 09/30/09 Budget FY 09/10 Thru 09/30/09 Planned I Planned Project Total 10/11 11/12 12/13 13/14 Construction - 75,000 812,800 831,200 852,800 870,475 3,442,275 Engineering - 25,000 76,200 77,925 106,600 99,000 384,725 EXPENDITURES TOTALI1 100,000 1 889,000 1 909,125 1 959,400 969,475 1 3,827,000 IMPACT ON OPERATING BUDGET PROJECT FUNDING Thru 09/30/09 Budget Planned Project FY 09/10 10/11 11/12 12/13 13/14 Total Supplies - Thru 09/30/09 Budget FY 09/10 I Planned - - 10,390 10,660 11,000 32,050 Project Total 10/11 11/12 12/13 13/14 General Fund Vaquero Fidelity - 100,000 889,000 909,125 - - - - 592,400 217,000 150,000 797,475 - 172,000 3,288,000 217,000 322,000 FUNDING TOTAL - 100,000 889,000 909,125 959,400 969,475 3,827,000 IMPACT ON OPERATING BUDGET Thru 09/30/09 Budget Planned Project FY 09/10 10/11 11/12 12/13 13/14 Total Supplies - - - - - - - Maintenance - - - 10,390 10,660 11,000 32,050 Services - - - - - - - Equipment - - - - - - - OPERATING IMPACT TOTAL - - - 10,390 10,660 1 11,000 1 32,050 186 CAPITAL IMPROVEMENT Fiscal Year 2009/2010 Deloitte Trail Connection Project on Dove Road (Dove to Vaquero) Vision Point: Inviting Neighborhoods Project Number: T 10-01 Project Description: La Connect the trail from the Deloitte project to Vaquero current trails. Hillwood Development can fund up to $1.5M for Dove Road improvements. PROJECT EXPENSE BUDGET Thru 09/30/09 Budget FY 09/10 Planned Project Total 10/11 11/12 12/13 13/14 10 Design 25,000 - - - - - 25,000 15 Construction - 400,000 - - - - 400,000 25 Engineering - 25,000 - - - - 25,000 EXPENDITURES TOTAL 1 25,000 1 425,000 - - - 450,000 PROJECT FUNDING BUDGET Thru 09/30/09 Budget FY 09/10 Planned Project Total 10/11 1 11/12 12/13 13/14 General Fund - I - I - - - - - Dove Rd Imp (Hillwood contrib) 25,000 425,000 - - 450,000 FUNDING TOTAL 1 25,000 425,000 - - - 450,000 IMPACT ON OPERATING BUDGET Thru 09/30/09 Budget FY 09/10 Planned Project 10/11 11/12 12/13 13/14 Total Maintenance (Electrical) - - - 1,039 1,066 1,650 3,755 Services (Landscaping) - - - 6,234 10,127 10,450 26,811 Services (Irrigation) - - - 1,039 2,665 2,750 6,454 Water usages - - - 12,468 10,660 12,100 35,228 OPERATING IMPACT TOTAL - - 20,780 24,518 26,950 72,248 187 CAPITAL IMPROVEMENT Fiscal Year 2009/2010 West Dove Road Trail Connection to JT Ottinger Road _] Vision Point: Inviting Neighborhoods Project Number: T 10-02 Project Description: This project will connect the trail that will terminate at the southwest corner of the Deloitte project and extend northward to JT Ottinger Road. Once constructed, the project will provide a trail connection all the way from Westlake Academy to Fidelity/Vaquero. This includes an eight -foot sidewalk with landscaping and a pedestrian bridge. The Town will need to acquire the right-of-way and/or easement from Hillwood at the west entrance into Deloitte.i W PROJECT EXPENSE Thru 09/30/09 Budget FY 09/10 Planned Project Total 10/11 11/12 12/13 13/14 Engineering - 5,500 - - - - 5,500 Construction - - 55,880 - - - 55,880 Design Landscape - - - - - - - - 40,640 - - 40,640 - - EXPENDITURES TOTAL - 5,500 96,520 - - - 102,020 PROJECT FUNDING Thru 09/30/09 Budget FY 09/10 Planned Project Total 10/11 11/12 1 12/13 13/14 General Fund - - - Grant Proceeds/or Contribution - 5,500 96,520 - - - - - - - 102,020 FUNDING TOTAL I - 5,500 1 96,520 11 Maintenance - 102,020 IMPACT ON OPERATING BUDGET Thru 09/30/09 Budget FY 09/10 Planned Project Total 10/11 11/12 12/13 13/14 Supplies - - - - - 1,039 - 1,066 - 1,100 - 2,105 Maintenance - - Services - Equipment - - - 2,598 2,665 2,750 5,263 - - - - - - OPERATING IMPACT TOTAL - - - 3,637 3,731 3,850 7,368 188 ARTS &SCIENCES FUND Strategic Plan,r Key Result Areas Impacted Inviting Residential and Corporate Neighborhoods Community Appearance --� Quality Development Aesthetic Standards v* We Are Leaders llwle Premier Education Facilities and Programs Well Educated Future , h Leaders and Thinkers Business Partnerships with Town and Westlake Academy Hospitality Finds A Home in Westlake Citizen Engagement Arts & Sciences Center Fund Program Summary Fiscal Year 2008/2009 FUND BALANCE, BEGINNING $ (149,928) Adopted Estimated Adopted Actual Budget Budget Budget RECEIPTS: FY 07/08 FY 08/09 FY 08/09 FY 09/10 FUND BALANCE, BEGINNING $ (149,928) $ 3,111,961 $ 3,111,961 $ 0 RECEIPTS: Contributions 800,000 200,000 1,392,969 Interest Earned 43,472 15,000 51,364 Misc Income - - 500 Grants/Donations/Pledges - 331,975 - Transfers In 401,085 503,967 - Bond Proceeds 2,500,000 - TOTAL RECEIPTS 3,744,556 1,050,942 1,444,833 - DEDUCTIONS: Capital Project 482,668 4,434,362 4,556,794 TOTAL DEDUCTIONS 482,668 4,434,362 4,556,794 - Excess Revenue Over (Under) Deductions $ 3,261,889 (3,383,420) (3,111,961) - FUND BALANCE, ENDING $ 3,111,961 $ (271,459) $ 0 $ 0 189 The Town of Westlake Capital Improvement Plan 2010-2014 Westlake Academy Campus 9 Terra Bella Trails Arts and Sciences Center Westlake/Keller Water Tower Glenwyck Parks and Trails PwvvLa Ktwiw Fi 190 FY 09/10 Capital Improvement Plan The purpose of this Proposed Capital Improvement Plan (CIP) is to more formally structure the process for pricing, prioritizing, and determining the scope of all Town capital projects. The CIP helps both the elected officials and the staff to see the most accurate picture possible of the Town's infrastructure and public building needs over the next five (5) years. A Town capital project should be defined as construction or reconstruction of any public building or infrastructure identified as a community need, whether funding is currently available or not. If funding is not currently available, but the project is determined by the Council to be important, the project is still included in the Council's approved five (5) year CIP and shown as unfunded. If funding is later made available, the project is already on the "radar screen", although it may be scheduled in the out years of the 5 year planning period. The Council reviewed a draft of this Five (5) Year CIP at its June 22, 2009 planning retreat. Council's direction at that retreat was to re -categorize capital projects to create parameters based on funding sources from which to prioritize capital projects. Based on that direction, staff has developed the following categories for capital projects in this Five (5) Year CIP as follows: • Municipally obligated • Contractually Obligated • Funded by External Funding Sources • Non -Essential Enhancement Due to decline of Town revenues, this proposed Five (5) Year CIP has placed most projects in Years 2-5 of this CIP. There are three summaries with different formats given for these projects. They are: ➢ Submitted Capital Projects by Funding Source - 5 Year Projected Needs ➢ Submitted Capital Projects by Expenditure Priority - 5 Year Projected Needs ➢ Submitted Capital Projects by Strategic Plan Vision Point - 5 Year Projected Needs Following the summary sheets there is a detailed project description for each project. By going through the effort of a formally prepared CIP this year before and during budget consideration, the subsequent years' CIP should be more of an annual update to make sure of the following: • The staff has identified all the capital projects the Council sees on the horizon. • The Council can remove the projects that no longer are seen as a priority in terms of not meeting the community's strategic needs (assuming that no funding has been spent on design thus far). • Annual Council review allows project timing to be adjusted in terms of which year in the 5 year time span the project is assigned. • Annual review of the Council approved 5 year CIP allows this review to be performed at the same time as the review of the 5 year financial forecast (this is completed to see the impact of a capital project not only on the capital side, but also on the operations/maintenance side). • With Council's adoption of this 5 year CIP, along with the adopted financial policies, no capital project, regardless of funding source, is put into the CIP until it first comes through the annual update "call for projects" prepared each Spring by the staff and is included in the CIP approved by the Council. 191 GENERAL FUND (or GO Bonds) MO 11 1 Mahotea Boone Reconstruction & Drainage $ $ 60,960 = $ $ $ NE MO 18 1 Stagecoach Hills Street Reconstruction & Drainage - 311,700 ' MO 22 MO 19 1 Roanoke Rd Reconstruction & Drainage (170 N to Limits) 131,953 z 23 1 Westlake Academy - Cover Existing Walkway MO 20 1 Aspen Lane Reconstruction and Drainage 166,240 3 EN Municipal Complex 60,960 ° MO 21 1 Dove Road Reconstruction & Drainage (Ott-Vaq) 336,636 132,080 5 114,290 ' 149,240 5 4,987,400 5 MO 25 1 Roanoke Rd Reconstruction & Drainage (170 S to Limits) - 243,048 ' MO I JT Ottinger Rd Reconstruction & Drain. (WLA S to Limits) 303,810 z MO 27 1 Dove Road Reconstruction & Drainage (Vaq - TB) - 544,500 ' MO 28 1 Sam School Road Reconstruction & Drainage - - - 125,400 z NE 1 12 1 I 11 Park Improvements 1 1 45,720 21 25,975 5 266,500 3 55,000 3 Streets/Drainage/Park I $ 1 $ 106,680 1 $ 972,504 1 $ 813,358 1 $ 724,900 MO 4 1 Water Well for Civic Campus $ 60,000 3 $ - $ $ $ NE 13 1 Westlake Academy- South Parking Area - 309,880 3 22 MO 22 1 Westlake Academy - West Parking Improvements - 3 129,875 7 3 3 MO 23 1 Westlake Academy - Cover Existing Walkway - 3 259,750 ** NE 14 EN Municipal Complex 60,960 ° 51,950 8 133,250 ° 4,235,000 ** NE 15 EN Fire Station 132,080 5 114,290 ' 149,240 5 4,987,400 5 Facilities/Improvements 1 $ 60,000 1 $ 502,920 1 $ 555,865 1 $ 282,490 1 $ 9,222,400 TOTAL GENERAL FUND 1 $ 60,000 1 $ 609,600 1 $ 1,528,369 1 $ 1,095,848 1 $ 9,947,300 VISITORS ASSOCIATION FUND CO 5 1 I FM 1938 Streetscape/Wayfinding $ 100,000 $ 889,000 $ 909,125 $ 592,400 $ 797,475 TOTAL VISITOR ASSOCIATION FUND $ 100,000 $ 889,000 $ 909,125 $ 592,400 1 $ 797,475 CEMETERY FUND * MO 19 1 EN Cemetery Improvements $ $ 45,720 $ 46,755 $ 266,500 $ TOTAL CEMETERY FUND $ $ 45,720 1 $ 46,755 1 $ 266,500 1 $ UTILITY FUND (or Revenue Bonds) CO 20 1 N-1 Sewer Line Transfer $ 185,000 1 $ $ $ $ CO 21 1 N-1 Sewer Line Transfer I & I Study/Repairs 120,000 Z CO 22 1 Stagecoach Hills waterline connection 300,000 3 304,800 1 - MO 23 1 Ground stg tank - $1,558,500 (approx. $185/yr -10 yrs) - - 185,000 1 185,000 1 185,000 1 TOTAL UTILITY FUND $ 605,000 $ 304,800 $ 185,000 $ 185,000 $ 185,000 EXTERNAL FUNDING SOURCES AVAILABLE FS 24 EA Deloitte Trail Connection Project on Dove Rd (Cont) $ 425,000 1 $ - $ $ $ FS 25 EA West Dove Rd Trail Connection to JT Ottinger Rd (Grant) 5,500 Z 96,520 ' FS 26 EA JT Ottinger/Dove Intersection (Contribution) - 125,000 z CO 18 EA FM 1938 Streetscape/Wayfinding (Vaquero/Fidelity) - - 367,000 172,000 TOTAL PROJECTS USING CONTRIBUTIONS $ 430,500 $ 221,520 $ $ 367,000 $ 172,000 BREAKDOWN OF INTERNAL/EXTERNAL FUNDING SOURCES BREAKDOWN BY EXPENDITURE PRIORITY CO Contractually Obligated $ 705,000 I Total Internal Funding Sources $ 765,000 $ 1,656,080 $ 2,503,009 $ 1,857,258 $ 1,707,375 MO Municipally Obligated 60,000 EN Total External Funding Sources/Grants (Needed) - 193,040 166,240 282,490 9,222,400 FS External Funding Sources 19Q0,500 EA Total External Funding Sources/Grants (Available) 430,500 221,520 - 367,000 172,000 BREAKDOWN BY EXPENDITURE PRIORITY Dependent upon future sale of plots All facilities are currently dependent upon external funding sources consisting of grants/donations Prioritized by funding source 192 CO Contractually Obligated $ 705,000 $ 1,193,800 $ 909,125 $ 592,400 $ 797,475 MO Municipally Obligated 60,000 106,680 1,567,909 # 998,358 854,900 FS External Funding Sources 19Q0,500 221,520 - 367,000 172,000 NE Non-essential enhancement 548,640 192,215 548,990 9,277,400 Dependent upon future sale of plots All facilities are currently dependent upon external funding sources consisting of grants/donations Prioritized by funding source 192 Categories I Pg # I Sourcel� DESCRIPTION I FY 09-10 W I FY 11-12 1 FY 12-13 1 FY GENERAL FUND (or GO Bonds) MO 11 1 Mahotea Boone Reconstr& Drainage $ $ 60,960 $ - $ $ MO 18 1 Stagecoach Hills Street Reconst & Drainage - 311,700 ' MO 19 1 Roanoke Rd Reconst & Drainage (170 N to Limits) 131,953 Z MO 20 1 Aspen Lane Reconst and Drainage 166,240 3 MO 21 1 Dove Road Reconst & Drainage (Ott-Vaq) 336,636 4 MO 25 1 Roanoke Rd Reconst & Drainage (170 S to Limits) - 243,048 ' MO 26 1 JT Ottinger Rd Reconst & Drain. (WLA S to Limits) 303,810 z MO 27 1 Dove Road Reconst & Drainage (Vaq -TB) - 544,500 ' MO 28 1 Sam School Road Reconst & Drainage 125,400 1 MO 12 1 Water Well for Civic Campus 60,000 ' - - MO 22 1 Westlake Academy - West Parking Imp - 129,875 5 MO 1 23 1 I 1 Westlake Academy -Cover Existing Walkway - 259,750 c 1 - - Municipally Obligated $ 60,000 $ 60,960 1 $ 1,336,154 1 $ 546,858 $ 669,900 NE 12 1 Park Improvements 45,720 z 25,975 ' 266,500 3 55,000 3 NE 13 1 Westlake Academy- South Parking Area 309,880 3 - - - ** NE 14 EN Municipal Complex 60,960 ° 51,950 8 133,250 ° 4,235,000 ** NE 15 EN Fire Station 132,080 5 114,290 8 149,240 5 4,987,400 5 $ 592,400 $ 797,475 Non-essential Enhancement $ $ 548,640 $ 192,215 $ 548,990 $ 9,277,400 TOTAL GENERAL FUND $ 60,000 $ 609,600 $ 1,528,369 $ 1,095,848 $ 9,947,300 VISITORS ASSOCIATION FUND MO 23 1 Ground stg tank - $1,558,500 (approx. $185/yr -10 yrs) - - 185,000 ' 185,000 ' 185,000 ' TOTAL UTILITY FUND $ 605,000 $ 304,800 $ 185,000 $ 185,000 $ 185,000 5,500 CO 5 1 FM 1938 Streetscape/Wayfinding $ 100,000 $ 889,000 $ 909,125 $ 592,400 $ 797,475 EA FM 1938 Streetscape/Wayfinding (Vaquero/Fidelity) - - 367,000 172,000 TOTAL VISITOR ASSOCIATION FUND $ 100,000 $ 889,000 $ 909,125 $ 592,400 $ 797,475 CEMETERY FUND * MO 19 EN Cemetery Improvements $ $ 45,720 $ 46,755 $ 266,500 $ 1,10111111. TOTAL CEMETERY FUND $ $ 45,720 $ 46,755 $ 266,500 $ UTILITY FUND (or Revenue Bonds) CO 20 1 N-1 Sewer Line Transfer $ 185,000 ' $ - $ $ $ CO 21 1 N-1 Sewer Line Transfer I & I Study/Repairs 120,000 I CO 22 1 Stagecoach Hills waterline connection 300,000 a 304,800 ' MO 23 1 Ground stg tank - $1,558,500 (approx. $185/yr -10 yrs) - - 185,000 ' 185,000 ' 185,000 ' TOTAL UTILITY FUND $ 605,000 $ 304,800 $ 185,000 $ 185,000 $ 185,000 EXTERNAL FUNDING SOURCES AVAILABLE FS 24 EA Deloitte Trail Connection Proj on Dove Rd (Cont) $ 425,000 ' $ - $ $ $ FS 25 EA W Dove Rd Trail Connection to JT Ottinger Rd (Grant) 5,500 2 96,520 ' FS 26 EA JT Ottinger/Dove Intersection (Contribution) - 125,000 Z CO 18 EA FM 1938 Streetscape/Wayfinding (Vaquero/Fidelity) - - 367,000 172,000 TOTAL PROJECTS USING CONTRIBUTIONS $ 430,500 $ 221,520 $ $ 367,000 $ 172,000 PROJECTSTOTAL CAPITAL 00 $ 2,070,640r.11,101,775 BREAKDOWN OF INTERNAL/EXTERNAL FUNDING SOURCES BREAKDOWN BY EXPENDITURE PRIORITY I Total Internal Funding Sources $ 765,000 $ 1,610,360 $ 2,456,254 $ 1,590,758 $ 1,707,375 $ 797,475 ENTotal External Funding Sources/Grants (Needed) jTotal - 238,760 212,995 548,990 9,222,400 106,680 1,567,909 998,358 EA External Funding Sources/Grants (Available) 430,500 221,520 - 367,000 172,000 PROJECTSTOTAL CAPITAL 00 2,070,640 0.11,101,775 BREAKDOWN BY EXPENDITURE PRIORITY Dependent upon future sale of plots All facilities are currently dependent upon external funding sources consisting of grants/donations Prioritized by funding source 193 CO Contractually Obligated $ 705,000 $ 1,193,800 $ 909,125 $ 592,400 $ 797,475 MO Municipally Obligated 60,000 106,680 1,567,909 998,358 854,900 FS External Funding Sources 430,500 221,520 - 367,000 172,000 NE Non-essential Enhancement - 548,640 192,215 548,990 9,277,400 Dependent upon future sale of plots All facilities are currently dependent upon external funding sources consisting of grants/donations Prioritized by funding source 193 Pg # CAPITAL PROJECTS by VISION POINT FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14 Inviting Residental & Corporate Neighborhoods 11 Mahotea Boone Reconstruction and Drainage 18 Stagecoach Hills Street Reconst. & Drainage 20 Aspen Lane Reconstruction & Drainage Total Streets/Drainage 9 Deloitte Trail Connection Project on Dove Road 10 * West Dove Road Trail Connection to JT Ottinger Road 5 FM 1938 Streetscape/Wayfinding Total Streetscape/Trails $ $ 60,960 $ $ $ 5,500 - 311,700 266,500 55,000 100,000 - 166,240 959,400 969,475 530,500 60,960 477,940 959,400 969,475 425,000 - 266,500 - 5,500 96,520 - 266,500 55,000 100,000 889,000 909,125 959,400 969,475 530,500 985,520 909,125 959,400 969,475 4 Water Well for Civic Campus 60,000 - 13 Westlake Academy - South Parking Area - 309,880 - 22 Westlake Academy - West Parking Area Improvements - 129,875 23 Westlake Academy - Cover Existing Walkway - - 259,750 Total Westlake Academy Campus Improvements 60,000 309,880 389,625 16 ** Cemetery Improvements 12 Park improvements Total Parks/Cemetery Improvements TOTAL Inviting Res. & Corp. Neighborhoods Leadership 6 N-1 Sewer Line Transfer 7 N-1 Sewer Line Transfer/I&I Study & Repairs 8 Stagecoach Hills Waterline Connection 24 Ground storage tank - $1,558,500 (approx. $185/yr -10 yrs) Total Utility 21 Dove Reconstruction & Drainage (Ott-Vaq) 27 Dove Rd Reconst. & Drainage (Vaq-Terra Bella) 19 Roanoke Rd Reconst. & Drainage (170N -Town Limits) 25 Roanoke Rd Reconst. & Drainage (170 S - Town Limits) 26 JT Ottinger Rd Reconst. & Drainage (WLA-Town Limits) 17 JT Ottinger/Dove Intersection 28 Sam School Rd Reconst. & Drainage (Solana - Limits) Total Streets/Drainage 14 "'Municipal Complex 15 "' Fire Station Total Facilities TOTAL Leadership Total Capital by Vision Point 45,720 46,755 266,500 - 45,720 25,975 266,500 55,000 91,440 72,730 533,000 55,000 $ 590,500 I $ 1,447,800 1 $ 1,849,420 I $ 1,492,400 1 $ 1,024,475 $ 185,000 $ - $ $ $ 120,000 - 544,500 300,000 304,800 - - 185,000 185,000 185,000 605,000 304,800 185,000 185,000 185,000 $ 605,000 I $ 622,840 I $ 819,829 I $ 1,014,348 I $ 10,077,300 * Dependent upon grant funding ** Dependent upon future sale of plots *** All facilities are currently dependent upon external funding sources consisting of grants/donations. Note: All projections have been escalated based on historical annual inflation rates post 9-11. 194 336,636 - 51,950 - 544,500 4,235,000 131,953 - - 132,080 - 243,048 149,240 - 303,810 125,000 - - 166,240 - 125,400 9,222,400 125,000 1 468,589 546,858 1 669,900 $ 605,000 I $ 622,840 I $ 819,829 I $ 1,014,348 I $ 10,077,300 * Dependent upon grant funding ** Dependent upon future sale of plots *** All facilities are currently dependent upon external funding sources consisting of grants/donations. Note: All projections have been escalated based on historical annual inflation rates post 9-11. 194 60,960 51,950 133,250 4,235,000 132,080 114,290 149,240 4,987,400 193,040 166,240 282,490 9,222,400 $ 605,000 I $ 622,840 I $ 819,829 I $ 1,014,348 I $ 10,077,300 * Dependent upon grant funding ** Dependent upon future sale of plots *** All facilities are currently dependent upon external funding sources consisting of grants/donations. Note: All projections have been escalated based on historical annual inflation rates post 9-11. 194 Project Description: This project will provide water for the Civic Campus; ," Proposed weu which includes 70 irrigation zones for the soccer field location and football field and Phase One of the civic campus. +� FY 08-09 water bill estimated at $18,000. Well should reduce expenditure by approximately $12,000. .. ,,! r WAS - PROJECT Thru 09/30/09 Budget I Planned FY 09/10 1 10/11 11/12 12/13 1 13/14 Project Total Construction - 45,000 - - - - 45,000 Power - 5,000 - - - - 5,000 Landscaping - 10,000 - - - - 10,000 EXPENDITURES TOTAL -1 60,000 111j IF -1 60,000 Thru Budget Planned Project 09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Total Supplies - - - - - - - Maintenance - - - 1,039 1,066 2,200 4,305 Services - - - - - - - Equipment - - - - - - - OPERATING IMPACT TOTAL - - - 1,039 1,066 2,200 4,305 Thru 09/30/09 Budget Planned FY 09/10 10/11 11/12 12/13 13/14 Project Total General Fund - 60,000 - - - - 60,000 FUNDING TOTAL - 60,000 - - - - 60,000 Thru Budget Planned Project 09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Total Supplies - - - - - - - Maintenance - - - 1,039 1,066 2,200 4,305 Services - - - - - - - Equipment - - - - - - - OPERATING IMPACT TOTAL - - - 1,039 1,066 2,200 4,305 Project Description: This project will consist of the design and construction of landscape and hardscape improvements to the FM 1938 corridor from SH 114 south to Randol Mill Road, including sidewalks, trailheads, signage, rest areas, plantings, entry monuments. Maintenance is for irrigation only. Per developer's agreements: Fidelity is to provide funding for landscape enhancements to the median and ROW and Vaquero (Discover Land) is to provide landscape enhancements to the median. The cost for the Fidelity section is estimated to be $322,000. The cost for the Vaquero section is estimated to be $217,000. We anticipate these amounts will need to be negotiated as neither developer's agreement provides a cap nor scope of work to be designed to. The Town is required to install sidewalk on the west side of FM 1938 from Dove to SH 114 per the Fidelity developer's agreement at our cost. .� yf..i, Is, � �' � "Okik, SOL PROJECT •• • Thru Budget 09/30/09 FY 09/10 Planned 10/11 11/12 12/13 Thru Budget 09/30/09 FY 09/10 Project Total Planned - 100,000 - - Project Total 10/11 11/12 12/13 13/14 Construction - 75,000 Engineering - 25,000 812,800 76,200 831,200 77,925 852,800 106,600 870,475 99,000 3,442,275 384,725 969,475 1 EXPENDITURES TOTALI1 100,000 1 889,000 1 909,125 959,400 969,475 1 3,827,000 SOL PROJECT •• • Thru Budget 09/30/09 FY 09/10 Planned 10/11 11/12 12/13 13/14 Project Total General Fund Vaquero Fidelity - 100,000 - - 889,000 909,125 592,400 797,475 3,288,000 217,000 - 217,000 - - 150,000 172,000 322,000 FUNDING TOTAL - 100,000 889,000 909,125 959,400 969,475 1 3,827,000 SOL •• • Thru 09/30/0 "FY09/10 10/11 Planned 11/12 12/13 Project 13/14 Total Supplies - - - Maintenance - - - - - 10,390 10,660 - - 11,000 32,050 Services - - - - - - - Equipment - - - - - - - ERATING IMPACT TOTJ 10,390 10,660 1 11,000 132,050 196 Project Description: This project is intended to transfer ownership of a section of sewer line from Westlake and Southlake to TRA. It includes the design and construction of a metering station with SCADA equipment at the proposed Town of Westlake "Point of Entry." Westlake will be required to conduct an extensive inflow and infiltration study and perform repairs (separate capital improvement). PROJECT Thru Budget 09/30/09 FY 09/10 EXPENSE Planned Project 10/11 11/12 12/13 13/14 Total Construction - 100,000 - - - - 100,000 Engineering 10,531 25,000 - - - - 35,531 Technical (I&I Study) - 60,000 - - - - 60,000 EXPENDITURES TOTAL 10,531 185,000 - - - - 195,531 PROJECT Thru Budget Planned Project 09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Total Utility Fund 10,531 185,000 - - - - 195,531 FUNDING TOTAL 10,531 185,000 - - - - 195,531 M-11 01 11111910KORil Thru Budget 09/30/09 FY 09/10 Planned Project Total 10/11 11/12 12/13 13/14 Supplies - - - - - - - Maintenance - - - - - - - Services - - Equipment - - - - - - - - - - - - OPERATING IMPACT TOTAL I - - - - 197 Project Description: As a condition of the N-1 sewer line transfer Westlake was required to conduct an extensive inflow and infiltration study. The study will identify repairs that need to be made. ..e Thru Budget 09/30/09 FY 09/10 Planned Project 10/11 11/12 12/13 13/14 Total Construction - 100,000 - - - - 100,000 Engineering - 20,000 - - - - 20,000 EXPENDITURES TOTAL - 120,000 - - - - 120,000 PROJECT Thru Budget Planned Project 09/30/08 FY 08/09 10/11 11/12 12/13 13/14 Total Utility Fund - 120,000 - - - - 120,000 FUNDING TOTAL - 120,000 - - - - 120,000 198 Project Description: This project will consist of constructing a water line to Stagecoach Hills from the existing pump station or 20" water line and the replacement of lines within the subdivision itself. Proposed Waterline PROJECT Thru Budget I Planned Project 09/30/08 FY 08/09 10/11 11/12 12/13 13/14 Total Utility Fund - 300,000 304,800 - - - 604,800 FUNDING TOTAL - 300,000 304,800 - - - 604,800 •• Thru Budget 09/30/08 FY 08/09 Thru Budget 09/30/09 FY 09/10 Planned Project 10/11 11/12 12/13 13/14 Total Construction - 270,000 274,320 - - - 544,320 Engineering - 30,000 30,480 - - - 60,480 EXPENDITURES TOTAL - 300,000 304,800 - - - 604,800 PROJECT Thru Budget I Planned Project 09/30/08 FY 08/09 10/11 11/12 12/13 13/14 Total Utility Fund - 300,000 304,800 - - - 604,800 FUNDING TOTAL - 300,000 304,800 - - - 604,800 199 Thru Budget 09/30/08 FY 08/09 Planned Project Total 10/11 11/12 12/13 13/14 Supplies - - - - - - - Maintenance - - - - - - - Services - - Equipment - - - - - - - - - - - - OPERATING IMPACT TOTAL I - - - - 199 Project Description: Connect the trail from the Deloitte project to Vaquero current trails. Hillwood Development can fund up to $1.5 M for Dove Road improvements. PROJECT Planned 10/11 11/12 12/13 13/14 Thru Budget Planned 09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Project Total 10 Design 25,000 - - - - - 25,000 15 Construction - 400,000 - - - - 400,000 25 Engineering - 25,000 - - - - 25,000 72,248 EXPENDITURES TOTAL 25,000 425,000 - - i 450,000 IMPACTON OPERATING Thru Budget I 09/30/09 FY 09/10 Planned 10/11 11/12 12/13 13/14 Project Total Maintenance (Electrical) - - Services (Landscaping) - - - 1,039 - 6,234 1,066 10,127 1,650 10,450 3,755 26,811 Services (Irrigation) - - - 1,039 2,665 2,750 6,454 Water usages - - - 12,468 10,660 12,100 35,228 OPERATING IMPACT TOTAL - 20,780 24,518 26,950 72,248 200 Project Description: This project will connect the trail that will terminate at the southwest corner of the Deloitte project and extend northward to JT Ottinger Road. Once constructed, the project will provide a trail connection all the way from Westlake Academy to Fidelity/Vaquero. This includes an eight -foot sidewalk with landscaping and a pedestrian bridge. The Town will need to acquire the right-of-way and/or easement from Hillwood at the west entrance into Deloitte. $ ' �t ir PROJECT PROJECT EXPENSE Thru 09/30/09 Budget Planned FY 09/10 10/11 11/12 12/13 13/14 Thru 09/30/09 Budget Planned FY 09/10 10/11 11/12 12/13 13/14 Project Total Engineering - 5,500 - - - - - - 5,500 Construction - - 55,880 - 55,880 Design Landscape - - - - - - - - - 40,640 - - - 40,640 EXPENDITURES TOTAL 11 5,500 1 96,520 11 3,637 3,731 3,850 7,368 102,020 •� • •• a PROJECT Thru 09/30/09 Thru 09/30/09 Budget Planned FY 09/10 10/11 11/12 12/13 13/14 Project Total General Fund - - - - - - - Grant Proceeds/or Contribution - 5,500 96,520 - - - Maintenance 1 102,020 FUNDING TOTAL - 5,500 96,520 - - - 102,020 •� • •• a Thru 09/30/09 Budget FY 09/10 Planned Project Total 10/11 11/12 12/13 13/14 Supplies - - - - - - - - - Maintenance - 1,039 1,066 1,100 2,105 Services Equipment - - - 2,598 2,665 2,750 5,263 - - - - - - - OPERATING IMPACT TOTAL - - - 3,637 3,731 3,850 7,368 201 Project Description: The project will provide stabilization of road subgrade and 2" of asphalt to approximately 1,100 LF of Mahotea Boone and replace/improve culverts and ditches. Anticipate crack sealing during the 2nd year after completion. This project is not a candidate for Tarrant County participation. R� -•• Thru Budget 09/30/09 FY 09/10 Thru 09/30/09 Budget FY 09/10 Planned Project Total 10/11 11/12 12/13 13/14 Engineering - - 5,080 - - - 5,080 Construction - - 55,880 - - - 55,880 EXPENDITURES TOTAL - - 60,960 - - - 60,960 PROJECT Thru Budget Planned Project 09/30/09 FY 09/10 10/11 11/12 12/13 1 13/14 Total General Fund - 60,960 - - - 60,960 FUNDING TOTAL - - 60,960 - - - 60,960 IMPACTON OPERATING Thru Budget 09/30/09 FY 09/10 Planned Project Total 10/11 11/12 12/13 13/14 Supplies - - - - - - - - 1,173 - - 1,173 Maintenance - - Services - - Equipment - - - - - - - - - - - - OPERATING IMPACT TOTAL - - - - 1,173 - 1,173 202 Project Description: Purchase of playground equipment, benches and trail head structures to be located along the current GlenWyck Farms and Terra Bella trail systems. Additional features along FM 1938 trail, i.e. park benches, bike racks, stretching stations, etc. PROJECT PROJECT OPERATING Budget Planned Project FY 09/10 10/11 11/12 12/13 13/14 Total Thru 09/30/09 Budget FY 09/10 Planned Project Total 10/11 11/12 12/13 13/14 Construction - - 30,480 25,975 - 55,000 111,455 Engineering - - - - - - - Land purchases - - - - 266,500 - 266,500 Landscape - - 15,240 - - - 15,240 EXPENDITURES TOTAL - - 45,720 25,975 266,500 55,000 393,195 PROJECT IMPACTON OPERATING Budget Planned Project FY 09/10 10/11 11/12 12/13 13/14 Total Thru Budget 09/30/09 FY 09/10 10/11 Planned 11/12 12/13 13/14 Project Total General Fund - - 45,720 25,975 266,500 55,000 393,195 FUNDING TOTAL - - 45,720 25,975 1 266,500 55,000 393,195 203 IMPACTON OPERATING Budget Planned Project FY 09/10 10/11 11/12 12/13 13/14 Total Thru 09/30/09 Supplies - - - - - 1,039 1,066 - 1,066 1,100 2,105 Maintenance Services Equipment - - 1,066 - - - - - - - - - - - - - - OPERATING IMPACT TOTAL - - - 1,039 2,132 1,100 3,171 203 Project Description: -• -1 REW IM Mc - This project will extend the parking area along the south >� 4+ property line and west of the Sam & Margaret Lee Arts -- y. r and Sciences Center. An additional 120 parking space - 20,320 will be added giving the campus a total of 268 spaces. - - The campus currently has 148 spaces. The additional - 76,200 spaces will be needed with the increase in student - kv drivers and staff. This also will accommodate all school 2,286 events held on campus. Option 1, below, meets all 8,337 IF Town standards and codes. Option 2 costs $341,810 EXPENDITURES TOTAL - including grass crete, lighting & landscaping and engineering costs, but will not meet Town standards andOar codes (no curbs). & 4AL 7•i • • t Thru Budget Planned Project 09/30/09 FY 09/10 10/11 11/12 12/13 13/1144 Total -• -1 REW IM Mc - Thru 09/30/09 Budget Planned FY 09/10 10/11 11/12 12/13 13/14 Project Total Engineering - Construction - Lighting & Landscaping - - 20,320 - 213,360 - - - 20,320 - - - 213,360 - 76,200 - - - 76,200 2,286 2,878 2,970 8,337 EXPENDITURES TOTAL - - 309,880 7•i • • t Thru Budget Planned Project 09/30/09 FY 09/10 10/11 11/12 12/13 13/1144 Total -• -1 REW IM Mc - Thru 09/30/09 Budget Planned FY 09/10 10/11 11/12 12/13 13/14 Project Total General Fund - - 309,880 - - - 309,880 FUNDING TOTAL - - 309,880 - - - 309,880 7•i • • t Thru Budget Planned Project 09/30/09 FY 09/10 10/11 11/12 12/13 13/1144 Total Supplies - Maintenance - Services - Equipment - - - - - 2,078 - - - - 2,665 2,750 7,493 - 203 208 213 220 844 - - I - - - - OPERATING IMPACT TOTAL - - 2,286 2,878 2,970 8,337 204 Project Description: This project will provide a 20,000 square foot, integrated facility to include courtroom, town administration offices and sports fields. Located on the Parchman and Lee property. w � • r i • •• • .• Budget FY 09/10 Thru 09/30/09 Thru Budget 09/30/09 FY 09/10 Planned Project Total 10/11 11/12 12/13 13/14 Engineering - - 10,160 - 26,650 27,500 64,310 Construction - - - - - 3,300,000 3,300,000 Design - - 50,800 51,950 106,600 165,000 374,350 Sport fields FF&E - - - - - 220,000 522,500 220,000 522,500 EXPENDITURES TOTAL I1 1 60,960 1 51,950 1 133,250 4,235,000 1 4,481,160 • •• • Thru 09/30/09 Budget FY 09/10 Thru 09/30/09 Budget FY 09/10 Planned Project Total 10/11 11/12 12/13 13/14 Outside Funding Source ** - - - 60,960 51,950 133,250 4,235,000 4,481,160 - - - - - - FUNDING TOTAL - - 60,960 51,950 133,250 4,235,000 4,481,160 • •• • Thru 09/30/09 Budget FY 09/10 Planned Project Total 10/11 11/12 1 12/13 13/14 Supplies - - - - - - - - Maintenance Services Equipment - - - - - - - - - - - - - - - - - - - - OPERATING IMPACT TOTAL - - - - ** Outside funding sources include grants and/or donations. 205 Project Description: This project will provide a 12,000 square foot fire station including four bays, sleeping area, meeting room, kitchen, storage and two offices. 9 IsiguaLulwag •• -� Thru 09/30/09 Thru 09/30/09 Budget FY 09/10 I Planned Project Total 10/11 1 11/12 1 12/13 1 13/14 Engineering - - 20,320 - 31,980 22,000 74,300 Construction - - - - - 3,960,000 3,960,000 Design - - 111,760 114,290 117,260 226,600 569,910 FF&E - - - - - 52,800 52,800 Utility Engineering/Extension 726,000 726,000 EXPENDITURES TOTAL - - 132,080 114,290 149,240 4,987,400 5,383,010 • 2110111101 •• -� Thru 09/30/09 Budget FY 09/10 Planned Project Total 10/11 11/12 12/13 13/14 Outside Funding Source ** - - - - - - 132,080 114,290 149,240 41987,400 5,383,010 - - - - - - FUNDING TOTAL - - 132,080 114,214,290 149,240 4,987,400 5,383,010 ** Outside funding sources include grants and/or donations. 206 •• -� Thru 7• 09/30/09 Budget FY 09/10 Planned Project 10/11 1 11/12 12/13 13/14Total Supplies - - - - - - - Maintenance Services Equipment - - - - - - - - - - - - - - - - - - - - OPERATING IMPACT TOTAL - - - - - - ** Outside funding sources include grants and/or donations. 206 Project Description: These improvements will consist of a wrought iron and stone fence on the south side of the property. Also includes section markers, roadways and landscaping. Based on current funding sources, this project will be dependent upon the future sale of plots. 207 PROJECT EXPENSE Thru 09/30/09 Budget FY 09/10 Planned Project 1 Total 10/11 11/12 12/13 13/14 Engineering - 45,720 46,755 - - - - 45,720 31,170 266,500 - - Construction - - - 343,390 Design - - - 15,585 - - 15,585 - - - - - - - !EXPENDITURES TOTAL - - 45,720 46,755 1 266,500 - 358,975 207 Thru Budget 09/30/09 FY 09/10 Planned Project Total 10/11 11/12 12/13 13/14 Cemetery Fund - 45,000 45,720 46,755 - - 137,475 FUNDING TOTAL - 45,000 45,720 46,755 - - 137,475 207 Thru 09/30/09 Budget FY 09/10 Planned Project Total 10/11 11/12 12/13 13/14 Supplies - - 5,000 5,080 5,195 5,330 5,500 26,105 Maintenance Services Equipment 8,000 8,128 8,312 10,660 13,200 35,100 - - - - - - - - - - - - - - OPERATING IMPACT TOTAL - 13,000 13,208 13,507 15,990 18,700 61,205 207 Project Description: Re -alignment of Dove/JT Ottinger intersection to improve traffic safety. r y A• .4 208 • . • Thru 09/30/09 Thru Budget Planned 09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Project Total Engineering - - 25,000 - - - 25,000 Construction - - 100,000 - - - 100,000 - EXPENDITURES TOTAL - - 125,000 - - - 125,000 208 Thru 09/30/09 Budget FY 09/10 Planned Project Total 10/11 11/12 1 12/13 13/14 Dove Rd Imp (Contribution) - 125,000 - - - 125,000 FUNDING TOTAL - - 125,000 - - - 125,000 208 Thru Budget 09/30/09 1 FY 09/10 Planned Project 10/11 11/12 12/13 F 13/14 Total Supplies - - - - - - - Maintenance - - - - - - - Services Equipment - - - - - - - - - - - - - - OPERATING IMPACT TOTAL I - - - - 208 Project Description: The project will provide stabilization of road subgrade and 2" of asphalt to the approximate 4500 LF of pavement in the Stagecoach Hills Subdivision and replace/improve culverts and ditches. Foresee crack sealing during the 2nd year after completion. This project is not a candidate for Tarrant County participation. 209 PROJECTIP Project Total General Fund Thru Budget Planned 09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Project Total Engineering Construction - - - 31,170 - - 31,170 - - - 280,530 - - 280,530 - - - - - - OPERATING IMPACT TOTAL - - - - - 4,950 4,950 EXPENDITURES TOTAL - - 311,700 - - 311,700 209 PROJECT Thru Budget Planned 09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Project Total General Fund - - - 311,700 - - 311,700 Supplies - - - - - - - FUNDING TOTAL - - - 311,700 - - 311,700 209 IMPACTON OPERATING Thru 09/30/09 Budget Planned FY 09/10 10/11 11/12 12/13 13/14 Project Total Supplies - - - - - - - Maintenance - Services - Equipment - - - - - 4,950 4,950 - - - - - - - - - - - - OPERATING IMPACT TOTAL - - - - - 4,950 4,950 209 Project Description: The project will provide stabilization of road subgrade and 2" of asphalt to approximately 750 LF of Roanoke Road and replacement of a narrow bridge at a 60" drainage structure. Foresee crack sealing during the 2nd year after completion. We anticipate Tarrant County participation by way of providing labor, while Westlake 0" "MP0410 would then be required to provide materials at a cost of $90,000 ($37,000 savings). The cost below reflects Z construction by private contractor without Tarrant County participation. cl PROJECT Thru Budget 09/30/09 1 FY 09/10 Planned Project Total 10/11 11/12 12/13 13/14 Engineering - - - 10,390 Construction - - - 121,563 - - 10,390 - - 121,563 EXPENDITURES TOTAL - - 131,953 - - 131,953 PROJECT Thru Budget Planned Project 09/30109 FY 09/10 10/11 11/12 12/13 13/14 Total General Fund - - - 131,953 - - 131,953 FUNDING TOTAL - - - 131,953 - - 131,953 Thru 09/30/09 Budget Planned FY 09/10 10/11 11/12 12/13 13/14 Project Total Supplies - - - - - - - Maintenance Services Equipment - - - - - 825 825 - - - - - - - - - - - - - - OPERATING IMPACT TOTAL - - - - 825 825 Project Description: The project will provide stabilization of road subgrade and 2" of asphalt to approximately 2,700 LF of Aspen Lane and replace/improve culverts and ditches. Anticipate crack sealing during the 2nd year after completion. This project is not a candidate for Tarrant County participation. •• Thru 09/30/09 Thru Budget 09/30/09 FY 09/10 Planned Project 10/11 11/12 12/13 13/14 Total Engineering - - Construction - - - 10,390 - - 10,390 - 155,850 - - 155,850 - 166,240 FUNDING TOTAL - - - 166,240 - - 166,240 - - 2,9701 2,970 EXPENDITURES TOTAL - - - 166,240 - - 166,240 :It -0] 11111121,101VINM Thru 09/30/09 Budget FY 09/10 Planned Project Total 10/11 11/12 12/13 13/14 General Fund - - 166,240 - - 166,240 FUNDING TOTAL - - - 166,240 - - 166,240 IMPACTON OPERATING Thru Budget Planned Project 09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Total Supplies - - - - - - - Maintenance - - - - - 2,9701 2,970 Services - - - - - - - Equipment - - - - - - - OPERATING IMPACT TOTAL I - - - - - 2,970 2,970 211 Project Description: The project will provide stabilization of road subgrade and 2" of asphalt to approximately 5,000 LF of Dove Road and replace/improve culverts and ditches. Project improvements are from JT Ottinger to Vaquero. Foresee crack sealing during the 2nd year after completion. We anticipate Tarrant County participation by way of providing labor. Westlake would be required to provide materials at a cost of $238,970 ($97,666 savings). The cost below reflects construction by private contractor without Tarrant County participation. MMMMMMMMrR Thru Budget Planned Project 09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Total General Fund - - 336,636 - - 336,636 FUNDING TOTAL - - - 336,636 - - 336,636 --• - Budget FY 09/10 Thru Budget 09/30/09 FY 09/10 Planned Project Total 10/11 11/12 12/13 13/14 Engineering 04 - - 25,975 Construction - - - 310,661 - MMMMMMMMrR Thru Budget Planned Project 09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Total General Fund - - 336,636 - - 336,636 FUNDING TOTAL - - - 336,636 - - 336,636 --• - Budget FY 09/10 Thru Budget 09/30/09 FY 09/10 Planned Project Total 10/11 11/12 12/13 13/14 Engineering - - - 25,975 - - 25,975 Construction - - - 310,661 - - 310,661 EXPENDITURES TOTAL - 336,636 - - 336,636 MMMMMMMMrR Thru Budget Planned Project 09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Total General Fund - - 336,636 - - 336,636 FUNDING TOTAL - - - 336,636 - - 336,636 Thru 09/30/09 Budget FY 09/10 Planned Project Total 10/11 11/12 12/13 13/14 Supplies - - - - - - - - - - 5,500 - - - - - - - - - - - 5,500 Maintenance Services Equipment - - - - - OPERATING IMPACT TOTAL - - - - - 5,500 5,500 Project Description: The west parking area was constructed in the summer of 2006 as a temporary asphalt parking area for pick-up and drop-off of students. Improvements include curbs, landscape islands, sidewalks and lighting. The parking lot does not meet the required Town development standards for new construction. The projected expense below includes the following: curb only - $20,000; lighting - $32,000; landscaping - $20,000; additional two inches of asphalt - $38,000; striping and marking - $2,000. PROJECT PROJECT EXPENSE Thru Budget 09/30/09 FY 09/10 Thru 09/30/09 Budget FY 09/10 — Planned Project 1 Total 10/11 1 11/12 12/13 13/14 Engineering - - - 10,390 - - 10,390 Construction - - - 65,457 - - 65,457 Lighting & Landscaping - - - 54,028 - - 54,028 OPERATING IMPACT TOTAL - - 520 533 550 1,603 EXPENDITURES TOTAL - - - 129,875 -1 - 1 129,875 PROJECT Mh• • •- -� Thru Budget 09/30/09 FY 09/10 Planned Project 10/11 11/12 12/13 13/14 Total General Fund - - - 129,875 - - 129,875 FUNDING TOTAL - - - 129,875 - - 129,875 213 Mh• • •- -� Thru 09/30/09 Budget FY 09/10 Planned Project Total 10/11 11/12 12/13 13/14 Supplies - - - - - - - - - - Maintenance Services Equipment - - - - - - - 520 533 550 1,603 - - - - - - - OPERATING IMPACT TOTAL - - 520 533 550 1,603 213 Project Description: Cover existing walkway from Pod D to the north entrance of the Sam and Margaret Lee Arts & Science Center. P. PROJECT Thru Budget Planned Project 09/30/09 FY 09/10 10/11 11/12 1 12/13 13/14 Total General Fund - - - 259,750 - - 259,750 FUNDING TOTAL - 259,750 - - 259,750 IMPACTON OPERATING PROJECT Thru Budget Planned Project 09/30/09 1 FY 09/10 1 10/11 11/12 12/13 13/14 Total Engineering - - - - 259,750 - - - 259,750 Construction Design - - - - - - - - - - - - - - - - - - EXPENDITURES TOTAL - - 259,750 - - 259,750 PROJECT Thru Budget Planned Project 09/30/09 FY 09/10 10/11 11/12 1 12/13 13/14 Total General Fund - - - 259,750 - - 259,750 FUNDING TOTAL - 259,750 - - 259,750 IMPACTON OPERATING Thru Budget 09/30/09 FY 09/10 Planned Project Total 1 10/11 11/12 12/13 13/14 Supplies - - - - - - - Maintenance Services Equipment - - - - 1,066 2,200 3,266 - - - - - - - - - - - - - - OPERATING IMPACT TOTAL - - - 1,066 2,200 3,266 214 Project Description: This project will consist of designing and constructing a new ground storage tank at the existing pump station. We anticipate this tank will be a 1,000,000 gallon tank. Maintenance (consisting of inspection and cleaning) would not be expected until year two. Total amount = $1,558,500; Debt service payments = approximately $185/yr for 10 years. L U&I• •AMIll Thru 09/30/09 Thru Budget Planned 09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Project Total Construction - - - 1,480,575 - - 1,480,575 Engineering - - - 77,925 - - 77,925 - - 550 550 Services - - - Equipment - - - - - - - - - - - OPERATING IMPACT TOTAL - -1 550 550 EXPENDITURES TOTAL - - 1,558,500 - - 1,558,500 U&I• •AMIll Thru 09/30/09 Budget FY 08/09 Planned Project Total 10/11 11/12 1 12/13 13/14 Bond Proceeds (Utility Fund) - - - 1,558,500 - - 1,558,500 FUNDING TOTAL - - - 1,558,500 - - 1,558,500 U&I• •AMIll Thru Budget 09/30/09 FY 08/09 Planned Project Total 10/11 11/12 12/13 13/14 Supplies - - - - - - - Maintenance - - - - - 550 550 Services - - - Equipment - - - - - - - - - - - OPERATING IMPACT TOTAL - -1 550 550 215 Project Description: The project will provide stabilization of road subgrade Budget Planned 1 FY 09/10 1 10/11 11/12 12/13 13/14 and 2" of asphalt to approximately 4,000 LF of Roanoke Engineering - - - Construction - - - Road and replace/improve culverts and ditches. - Project improvements will be from Highway 170 south to v� • ,,� the Town Limits. Foresee crack sealing during the 2nd '- year after completion. We anticipate Tarrant County 243,048 participation by way of providing labor. Westlake would e then be required to provide materials at a cost of FUNDING TOTAL - - - - $170,560. (Savings of $72,488). The cost below - reflects construction by private contractor with out participation from Tarrant County. • Thru 09/30/09 Budget Planned 1 FY 09/10 1 10/11 11/12 12/13 13/14 Project Total Engineering - - - Construction - - - 21,320 - 21,320 221,728 - 221,728 - 243,048 FUNDING TOTAL - - - - 243,048 - 243,048 EXPENDITURES TOTAL - - - - 243,048 - 243,048 all 0 11] 1 01M Thru7710/11 09/30/0 Planned Project Total 11/12 12/13 13/14 General Fund - - - 243,048 - 243,048 FUNDING TOTAL - - - - 243,048 - 243,048 216 Project Description: -�" The project will provide stabilization of road subgrade and 2" of asphalt to approximately 5,000 LF of Dove Road and replace/improve culverts and ditches. , Foresee crack sealing 2nd year after completion. WeOtting_ _ oaii anticipate Tarrant County participation by way of providing labor. Westlake would then be required to provide materials at a cost of $213,200 ($90,610 a' savings). The cost below reflects construction by private contractor without Tarrant County participation. • • Thru 09/30/09 Budget Planned FY 09/10 10/11 11/12 12/13 13/14 Project Total Engineering - - - - 26,650 - 26,650 Construction - - - - 277,160 - 277,160 EXPENDITURES TOTAL - - - - 303,810 - 303,810 Thru Thru 09/30/09 Budget Planned FY 09/10 10/11 11/12 12/13 1 13/14 Project Total General Fund - - - 303,810 - 303,810 Services - - - - - - FUNDING TOTAL - - - - 303,810 - 303,810 Thru Budget Planned Project 09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Total Supplies - - - - - - - Maintenance - Services - - - - - - Equipment - - - - - - - OPERATING IMPACT TOTAL - - - - - - Project Description: The project will provide stabilization of road subgrade and 2" of asphalt to approximately 6,500 LF of Dove Road and replace/improve culverts and ditches. Anticipate crack sealing 2nd year from completion. We anticipate Tarrant County participation by way of providing labor, while Westlake would then be required to provide materials at a cost of 385,000 ($159,500 savings). The cost below reflects construction by private contractor. Thru Budget Planned Project 09/30/09 FY 09/10 10/11 1 11/12 12/13 13/14 Total Supplies - - - - - - - Maintenance - - - - - - - Services - - - - - - - Equipment - - - - - - - OPERATING IMPACT TOTAL - - - - - - 218 Thru Budget Planned 09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Thru 09/30/09 Budget FY 09/10 Planned Project Total 10/11 11/12 1 12/13 1 13/14 Engineering - - - - - 44,000 44,000 Construction - - - - - 500,500 500,500 EXPENDITURES TOTAL - - - - 544,500 1 544,500 Thru Budget Planned Project 09/30/09 FY 09/10 10/11 1 11/12 12/13 13/14 Total Supplies - - - - - - - Maintenance - - - - - - - Services - - - - - - - Equipment - - - - - - - OPERATING IMPACT TOTAL - - - - - - 218 Thru Budget Planned 09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Project Total General Fund - - - - 544,500 544,500 FUNDING TOTAL - - - - - 544,500 544,500 Thru Budget Planned Project 09/30/09 FY 09/10 10/11 1 11/12 12/13 13/14 Total Supplies - - - - - - - Maintenance - - - - - - - Services - - - - - - - Equipment - - - - - - - OPERATING IMPACT TOTAL - - - - - - 218 Project Description: The project will provide stabilization of road subgrade and 2" of asphalt to approximately 2,000 LF of Sam School Road and replace/improve culverts and ditches. Anticipate crack sealing 2nd year from completion. We anticipate Tarrant County participation by way of providing labor, while Westlake would then be required to provide materials at a cost of $88,000 ($37,400 savings). The cost below reflects construction by + private contractor without Tarrant County participation. PROJECT Thru 09/30/09 Budget FY 09/10 Planned Project Total 10/11 11/12 12/13 13/14 Engineering - - - - - 11,000 11,000 Construction - - - - - 114,400 114,400 125,400 125,400 IMPACTON OPERATING Thru 09/30/09 Budget FY 09/10 Planned Project Total EXPENDITURES TOTAL 11/12 12/13 13/14 Supplies Maintenance Services Equipment - - - - - - - - i 125,400 125,400 219 Thru 09/30/09 Budget FY 09/10 Planned 10/11 11/12 12/13 13/14 Project Total General Fund - - - - - 125,400 125,400 FUNDING TOTAL - - - - - 125,400 125,400 IMPACTON OPERATING Thru 09/30/09 Budget FY 09/10 Planned Project Total 1 10/11 11/12 12/13 13/14 Supplies Maintenance Services Equipment - - - - - - - - - - - - - - - - - - - - - - - - - - - - OPERATING IMPACT TOTAL I- - - - - 219 Long -Term Plan Strategic Plan Key Result Areas Impacted Inviting Residential and Corporate Neighborhoods Comprehensive Planning Neighborhood Integrity Community Appearance Quality Development Aesthetic Standards Open Space Preservation We Are Leaders Premier Education Facilities and Programs Well Educated Future Leaders and Thinkers Business Partnerships with Town and Westlake Academy Environment Stewardship High Quality Services Coupled with Financial Stewardship Infrastructure Maintenance & Planning Hospitality Finds A Home in Westlake Citizen Engagement Citizen Communication Historic Preservation Tourism Development Arts and Culture This page is intentionally blank Five (5) Year Financial Forecast It is important to keep in mind the purpose of a forecast is to get a general picture of what the organization's financial condition over time could be, based upon conservative assumptions. The term "conservative" used in the context of financial forecasting means revenues are forecast at low growth levels or even at a decline (depending on the revenue source). Expenditures, while not necessarily being forecast as declining, are generally forecast with a 2-3% escalation rate, depending on inflation. Forecasts generally have at least one scenario where all that is assumed on expenditures is the current level of service and perhaps some growth in salary/wage expenses. The Council can, if they wish, ask that certain service level adjustments, whether it is service expansion or reduction, be included as alternate scenarios, particularly if it appears that revenues will not cover expenditures in the out years of the forecast. It is also important to remember, since the purpose of the forecast is to get an idea, based on conservative assumptions, as to the Town's financial condition during the five (5) year planning period, that the forecast is likely to show the Town's financial position to have reductions in fund balance as expenditures begin to exceed revenues (even with conservative expenditure assumptions). This is the reason forecasting is a good tool, as it gives the Council time to strategize as to course corrections we may have to make financially, both in the short and long term. Finally, it is important to remember the criticality that economic conditions play in forecasting, particularly as it relates to sales tax, which can be a volatile revenue source. If economic conditions improve, sales tax receipts are affected (usually positively) as well as building permit revenue. Observations Specific to this Financial Forecast In preparing this five (5) year forecast, the assumptions are based upon historical data in conjunction with conservative future projections. While it is impossible to accurately predict future outcomes with 100% confidence, this pro -forma is based upon the available data and staff experience. Observations about this forecast include: • The five (5) year budget forecast shows a decline in the General Fund balance each fiscal year. A major reason for this decline is due to the Town's dependence on one time development fees. Large corporate campuses, such as Fidelity and Deloitte, have helped cover the deficit gap between Town expenses and revenues. No similar projects are on the horizon at this time that will generate this type of fee revenue. 220 • In fiscal year 2011-2012 the General Fund will drop below a ninety (90) day operating budget and in fiscal year 2012-2013 the five year forecast predicts the General Fund will no longer be able to support our daily operations/maintenance expenditures. • The Town needs to experience significant growth in sales tax revenue, have another large development under way within three years, identify alternate revenue sources, or a combination of these options, in order to continue providing the current level and quality of general government public services. Since it is impossible to predict how quickly another development of this size or nature will occur in Westlake, the forecast shows only anticipated revenue streams from current sources. • The Utility Fund continues to maintain a strong balance, primarily due to the recent adjustment in service fees. We have anticipated revenue bonds for the funding of a 1.0 million gallon ground storage tank that will be necessary to serve the growth of the Town. Annual payments are anticipated to be $185K annually. The Utility Fund should only be utilized for the development and maintenance of water and sewer services Forecast Assumptions The five year financial forecast is based upon the following assumptions: FY 2009-2010 Revenues: o GF — Sales tax revenue has been reduced by approximately 14% based on current year receipts. We anticipate approximately $452,600 one-time sales tax revenue, based on the Economic Development Agreement with Deloitte, for the taxes paid on the construction materials used in the Deloitte project. o GF — Franchise fees and Municipal Court fees are flat o GF — Building permits/inspection/plan review fees are based on 10 new homes o Visitors Association Fund — Decreased by the $30K revenue budgeted for the History Book sales and reduction of interest income Expenditures: o Includes all proposed maintenance projects and equipment replacement to maintain current level of service o All Funds — 2.4% increase in salary and wages; 4.86% decrease in Medical insurance o All Funds - Expenditures are based on staff's "Preliminary' budget including a reduction of $175K payment based on the Economic Development Agreement with Fidelity o Visitor's Association Fund - Expenditures are reduced by one-time $30K History book expense in 08-09 and $90K based on the decrease of funds provided to the Marriott. o CIP will only include self-funded projects (projects that already have a funding source) or those that can be funded through external sources 221 FY 2010-2011 Revenues: o GF — Sales tax revenue is projected to increase 2% excluding $172,400 one-time sales tax received, based on the Economic Development Agreement with Deloitte, for the taxes paid on the construction materials used in the Deloitte project. o All Funds — Other revenue is projected to increase by 2%. o Utility Fund — Other revenue is projected to increase by 2% (excluding $72K one-time impact fees related to the Deloitte project in 09-10) Expenditures: o Includes all proposed maintenance projects and equipment replacement to maintain current level of service o All Funds - Salary and wages increase by 3% o All Funds - Other expenditures increase by 3% including a reduction of the $452,600 payment based on the Economic Development Agreement with Deloitte o Salary and wages increase by 3% o CIP will only include self-funded projects (projects that already have a funding source) or those that can be funded through external sources FY 2011-2012 & Beyond Revenues: o Sales tax revenue is projected to increase by 3% o Other revenue is projected to increase by 3% Expenditures: o Includes all proposed maintenance projects and equipment replacement to maintain current level of service o Salary and wages increase by 3% o Other expenditures increase by 3% (excluding any one-time expenditures) o CIP will only include self-funded projects (projects that already have a funding source) or those that can be funded through external sources 222 ALL FUND SUMMARY - 5 YEAR FORECAST Includes Major Maintenance and Vehicle & Equipment Replacement (except for Ambulance and Fire Pumper Truck) Includes ONLY FY 09-10 submitted capital projects and ALL Utility Fund capital projects Fund Description FY 08-09 FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14 1 General Fund Beginning Fund Balance $ 2,771,739 $ 3,904,487 $ 3,119,934 $ 2,076,088 $ 1,039,105 $ (287,013) 2 Sales Tax 1,700,000 1,452,600 1,192,400 1,050,600 1,082,118 1,114,582 3 Revenues 3,910,936 1,935,241 1,973,946 2,033,164 2,094,159 2,156,984 4 Transfer In - Utility Fund (Fort Worth Impact Fees) 65,000 118,000 43,860 45,176 46,531 47,927 5 Transfer In - Utility Fund (% of master plan) 17,000 - - - - - 6 Transfer In - Property Tax Reduction Fund 250,000 300,000 250,000 243,376 (183,692) (179,722) 8 Expenditures (2,455,507) (2,619,988) (2,404,810) (2,299,382) (2,368,363) (2,439,414) 9 Payroll, Benefits and Related Expenditures (2,050,996) (1,962,356) (2,021,227) (2,081,863) (2,144,319) (2,208,649) 10 Transfer Out - Special Revenue Grant Fund (8,050) 12 Transfer Out - General Major Maint (Annual contr.) - - (15,000) (15,000) (15,000) (15,000) 13 Transfer Out -General Major Maintenance Fund (90,500) - (63,016) (13,053) (21,244) (21,850) 14 Transfer Out - Vehicle/Equipment Replacement Fund (64,000) 567,391 435,528 100,168 (31,454) (157,545) 15 Transfer Out - Capital Projects (149,185) - - - (25) (1 2L 16 Net Total 3,904,487 3,119,934 2,076,088 1,039,105 (287,013) (1,652,434) 17 Restricted Funds (Court restrictions) 147,500 147,500 147,500 147,500 147,500 147,500 18 Restricted Funds (Reforestation/Street escrow) 38,840 38,840 - - - 19 Designated Funds (A&S Building Pledges Receivable) 216,000 - 2o Ending Balance (projected) 3,502,147 2,933,594 1,928,588 891,605 (434,513) (1,799,934) 21 Operating Days 295 259 165 74 (35) (1 ±L 22 310 268 204 132 27 (153) 22 Visitors Association Fund 62,059 54,609 47,159 38,989 30,077 20,402 23 Beginning Fund Balance 1,451,153 802,385 572,391 440,528 105,168 (26,454) 24 Revenues 511,475 (24,000) 476,975 486,515 501,110 516,143 531,628 25 Payroll and Related Expenditures (133,228) (182,731) (188,213) (193,859) (199,675) (205,665) 26 Expenditures (363,389) 54,609 (241,962) (249,221) (256,697) (264,398) (272,330) 27 Transfer Out - Debt Service Fund ($2.5 issue) (621,226) (179,276) (180,944) (182,416) (183,692) (179,722) 28 Transfer out - Debt service (shortfall) (203,497) 29 Transfer Out - Capital Projects (42,400) (100,000) - 30 Transfer Out - Vehicle & Equipment Replacement Fund (3,000) 31 Net Total (projected) 802,385 572,391 440,528 105,168 (26,454) (152,545) 32 Designated (Historical/Public Arts) 25,000 5,000 5,000 5,000 5,000 5,000 33 Ending Balance (projected) 777,385 567,391 435,528 100,168 (31,454) (157,545) 34 Operating Days 571 488 363 81 (25) (1 2L 35 Cemetery Fund 36 Beginning Fund Balance 62,059 54,609 47,159 38,989 30,077 20,402 37 Revenues 16,550 16,550 16,550 16,550 16,550 16,550 38 Expenditures (24,000) (24,000) (24,720) (25,462) (26,225) (27,012) 39 Transfers Out (Debt Service) - - - - - - 39 Ending Balance (projected) 54,609 47,159 38,989 30,077 20,402 9,940 223 ALL FUND SUMMARY - 5 YEAR FORECAST Includes Major Maintenance and Vehicle & Equipment Replacement (except for Ambulance and Fire Pumper Truck) Includes ONLY FY 09-10 submitted capital projects and ALL Utility Fund capital projects Fund Description FY 08-09 FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14 40 FM 1938 Fund - 41 Beginning Fund Balance 76,569 - - - - - 42 Revenues 218,211 43 Expenditures (294,780) 44 Endinq Balance (proiected) 45 4B Beginning Fund Balance 46 Beginning Fund Balance 512,793 483,162 453,431 423,700 393,969 364,238 47 Revenues 851,100 726,300 596,200 525,300 541,059 557,291 49 Transfer Out - Debt Service Fund (880,731) (756,031) (625,931) (555,031) (570,790) (587,022) 50 Ending Balance (projected) 483,162 453,431 423,700 393,969 364,238 334,507 (balance sheet accounts due to/from-receive $29,731 through 2019) All funds received are being transferred for 51 Property Tax Reduction Fund Balance 52 Beginning Fund Balance 505,665 1,035,665 727,285 277,082 - - 53 Revenues 855,000 63 Transfer In - Property Tax Reduction Fund 727,300 596,200 525,300 541,059 557,291 54 Transfer Out - Debt Service Fund - (563,344) (696,403) (559,006) (541,059) (557,291) 55 Transfer Out - Vehicle & Equipment Replacement - (89,336) (100,000) 621,226 179,276 56 Transfer Out - Capital Projects (75,000) (60,000) 179,722 66 Expenditures - Debt Service 57 Transfer Out - General Major Maintenance Fund (1,503,278) (23,000) (1,500,028) (1,498,406) 58 Transfer Out - General Fund (250,000) (300,000) (250,000) (243,376) 59 Ending Balance (projected) 1,035,665 727,285 277,082 60 Debt Service Fund 61 Beginning Balance 62 Transfer In - 4B Economic Development Fund 880,731 756,031 625,931 555,031 570,790 587,022 63 Transfer In - Property Tax Reduction Fund - 564,443 696,403 559,006 541,059 557,291 64 Transfer in - Visitors Assoc Fund shortfall - - 203,497 - - 65 Transfer In - Visitors Assoc Fund $2.5 issue 621,226 179,276 180,944 182,416 183,692 179,722 66 Expenditures - Debt Service (1,501,957) (1,499,750) (1,503,278) (1,499,950) (1,500,028) (1,498,406) 67 Ending Balance (projected) (204,487) (174,371) 224 ALL FUND SUMMARY - 5 YEAR FORECAST Includes Major Maintenance and Vehicle & Equipment Replacement (except for Ambulance and Fire Pumper Truck) Includes ONLY FY 09-10 submitted capital projects and ALL Utility Fund capital projects Fund Description FY 08-09 FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14 68 Utility Fund 69 Beginning Fund Balance 1,427,076 1,728,996 1,330,169 1,221,734 1,243,606 1,274,965 70 Revenues 2,269,250 2,413,766 2,462,041 2,535,903 2,611,980 2,690,339 71 Impact Fees 65,000 118,000 43,860 45,176 46,531 47,927 72 Payroll, Benefits, and Related Expenditures (197,964) (224,284) (231,013) (237,943) (245,081) (252,434) 73 Expenditures (594,820) (683,156) (703,651) (724,760) (746,503) (768,898) 74 Water Purchases (911,025) (1,051,600) (1,083,148) (1,115,642) (1,149,112) (1,183,585) 75 Transfer Out - Utility Major Maintenance (annual contr (15,000) (22,500) (15,000) (15,000) (15,000) (15,000) 76 Transfer Out - General Fund (% of master plan) (17,000) 77 Transfer Out - General Fund (Impact Fees) (65,000) (118,000) (43,860) (45,176) (46,531) (47,927) 78 Transfer Out - Vehicle/Equipment Replacement Fund (2,000) 79 Debt Service (Hillwood Infrastructure Pymt) (96,120) (108,000) (111,240) (114,577) (118,015) (121,555) 80 Debt Service (Keller Overhead Storage) (104,538) (116,053) (121,625) (121,107) (121,911) (123,944) 82 Debt Service (Ground Storage Tank/annual payments) (185,000) (185,000) (185,000) 83 Capital Projects (30,863) (605,000) (304,800) - - - 84 Net Fund Balance 1,728,996 1,330,169 1,221,734 1,243,606 1,274,965 1,314,889 85 Restricted Funds 127,480 127,000 130,810 134,734 138,776 142,940 86 Ending Fund Balance (projected) 1,601,516 1,203,169 1,090,924 1,108,872 1,136,189 1,171,949 87 Operating Days 307 207 182 180 179 194 88 Vehicle & Equipment Replacement Fund 89 Beginning Fund Balance - 50,000 50,000 63,132 5,987 90 Transfer In - General Fund 64,000 - - - - 91 Transfer In - Property Tax Reduction Fund 89,336 100,000 - - - 92 Transfer in - Visitors Association Fund 3,000 15,000 15,000 15,000 15,000 93 Transfers in - Utility Fund 2,000 - 23,000 94 Transer in - General Fund (to make up deficit) - - - 450,794 1,420,100 95 Expenditures (14,000) (94,336) (86,868) (57,145) (456,781) (1,420,100) 96 Ending Balance (projected) 50,000 50,000 63,132 5,987 97 General Major Maintenance Fund 98 Beginning Fund Balance 35,000 50,000 50,000 - - - 99 Transfer In - General Fund (to make up deficit) - - 63,016 13,053 21,244 21,850 loo Transfer In - General Fund (annual contribution) 90,500 - 15,000 15,000 15,000 15,000 lol Transfer In - Property Tax Reduction Fund - 23,000 - - - - 102 Expenditures (75,500) (23,000) (128,016) (28,053) (36,244) (36,850) 103 Ending Balance (projected) 50,000 50,000 - - - - 225 ALL FUND SUMMARY - 5 YEAR FORECAST Includes Major Maintenance and Vehicle & Equipment Replacement (except for Ambulance and Fire Pumper Truck) Includes ONLY FY 09-10 submitted capital projects and ALL Utility Fund capital projects Fund Description FY 08-09 FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14 104 Utility Major Maintenance Fund 105 Beginning Fund Balance 35,000 50,000 50,000 53,940 63,745 78,745 106 Transfer in - Utility Fund (annual contritbution) 15,000 22,500 15,000 15,000 15,000 15,000 los Expenses - (22,500) (11,060) (5,195) - - 110 Ending Fund Balance (projected) 50,000 50,000 53,940 63,745 78,745 93,745 111 112 113 116 Lone Star Public Facility Corporation Beginning Fund Balance 13,459 13,559 13,659 13,796 14,072 14,353 Interest Income 100 100 137 276 281 287 Ending Fund Balance (projected) 13,559 13,659 13,796 14,072 14,353 14,640 117 Capital Projects Fund 118 Beginning Fund Balance 121,510 230,445 230,445 230,445 230,445 230,445 11s Interest Income 500 120 Contributions 25,000 430,500 - 121 Transfers in - General Fund 149,185 - - - - 122 Transfers In- Property Tax Reduction Fund 75,000 60,000 123 Transfers In - Visitors Association Fund 42,400 100,000 - - - - 124 Expenditures (183,150) (590,500) - - - - 125 Net Ending Fund Balance (projected) 230,445 230,445 230,445 230,445 230,445 230,445 126 Restricted Funds 229,945 229,945 229,945 229,945 229,945 229,945 127 Ending Fund Balance (projected) 500 500 500 500 500 500 128 Total Proj Ending Fund Balance (Unrestricted) $ 7,618,543 $ 6,096,188 $ 4,326,178 $ 2,608,995 $ 943,972 $ (506,569) 226 3 Village Circle, Suite 202, Westlake, Texas 76262 www.westlake-tx.org (817) 430-0941 Vision Statement Westlake is a one -of -a -kind community—an Community Values oasis with rolling hills, grazing longhorns, and soaring red-tailed hawks, located in the heart • Innovation of the Fort Worth -Dallas metropolitan area. • A strong knowledge/education base • Being friendly and welcoming • Family focus • Engaged citizens • A unique rural setting emphasizing preservation of our natural beauty • Aesthetic appeal and high development standards Table of Contents History and Demographics 2 Key Result Area Summary and 3 Timelines Community Strengths and Challenges Vision Point One Vision Point Two Vision Point Three Outcome Strategies and Objectives 4 5 Inviting neighborhoods and architecturally vibrant corporate campuses find harmony among our meandering roads and trails, lined with native oaks and stone walls. We are leaders. In education, we are known for our innovative partnerships between the Town -owned Charter school and its corporate neighbors. We are environmental stewards — exemplifying the highest standards. Hospitality finds its home in Westlake. As a community, we are fully involved and invested in our rich heritage, vibrant present and exciting, sustainable future. Mission Statement 6 "On behalf of the citizens, the mission of the Town of Westlake is to 7 be a one -of -a -kind community that blends our rural atmosphere with our rich culture and urban location." 8 History and Demographics Approximately 700 residents currently occupy the Town of Westlake's 6.6 square miles, which is situated in the northern triangle of the Fort Worth—Dallas area. Originally settled in 1847, Westlake was incorporated in 1956. Today, the Town of Westlake is home to several neighborhoods, all of which share a commitment to excellence, but possess unique character and charm. All residents live in single-family homes and there is an award winning private golf course in Town. The median age in Westlake is 47, and 51 % of the residents are female. Some of the community's top employers are: Fidelity Investments, Chrysler Financial, and First American Real Estate Information Services, Inc. Several companies have offices in Solana, a high-profile corporate campus near State Highway 114. Solana's Village Circle also provides a mix of retail spaces and restaurants, plus offers the 296 -room Marriott Solana hotel. The sales tax rate in Westlake is 8.25%. Of the money collected, 6.25% is paid to the state of Texas,1 % to the Town, and the remaining 1 % to a local property tax relief fund and an economic development fund. 'Westlake, a Top Employers premier • Fidelity Investments knowledge • Chrysler Financial based . First American Real Estate Information Services, Inc. communa " • Wells Fargo Bank Solana Office Complex • McKesson Corporation Major & Planned Developments • Fidelity Investments North Texas Campus • Solana Corporate Campus • Chrysler Financial —Westlake Campus • First American Campus • Deloitte University Campus (in -design) • Marriott/ Solana Hotel Strategic Plan's Organization and Timelines During the strategic planning process, the Town Council and staff Leadership Team developed an overview of the major work related objectives and mission for the Town of Westlake. The vision and mission statements were drafted to reflect the unique characteristics found within our community and the values which are important to our residents. The information is contained within three vision points which describe the areas that the Council has determined are vital to maintaining our Town and providing services to enhance the quality of life of our residents. Vision Point One—Inviting Residential and Corporate Neighborhoods Vision Point Two — We are Leaders Vision Point Three — Hospitality Finds Its Home in Westlake "Vision without The vision points are then divided into key Result Areas (KRA's) and outcome action is a dream. measures which serve to focus the efforts of the staff on achieving the desired results Action without of the Council. vision is simply These range from issues such as maintaining neighborhood integrity through passing the time. infrastructure maintenance and development standards to promoting historic preservation and citizen involvement. Action with vision is making a Within each outcome measure, the staff has identified key objectives and a timeline in which to complete tasks and reach our goals. The timelines are either assigned short, positive d�erence. " mid, or long-range goals, while some are considered to be on-going and necessary on a - Joel Barker reoccurring basis. Short -Range Goals = 1-2 years Mid -Range Goals = 3 — 5 years Long -Range Goals = 5 or more years On-going Goals The outcome measures are also assigned a Team Leader or Co -Leader who is responsible for working with a staff team to complete or work toward achieving the tasks in each Key Result Area. Community Strengths and Challenges The Westlake Mayor and Town Council are united in their view that the community enjoys many strengths. Westlake has no current ad valorem tax, however, this requires the Town to assess and evaluate alternative sources of revenue to maintain financial stability. The history of responsible planning and zoning, along with a growing corporate campus base is viewed as a benefit to the community. The Mayor, Council and staff continue to anticipate, identify and prepare for external conditions or activities, which would detract from the success and unique development of the Town. Special attention is given to practicing fiscal conservatism while delivering the highest quality of services to our residents. Future questions on such issues as the consideration of oil and gas drilling standards within the Town, creating a retail base, revenue opportunities, efficient service delivery, public safety concerns and the development of Westlake Academy will be important to Westlake elected officials, residents, the business community and staff. Future Milestones and Events • Groundbreaking of Deloitte University • Completion of the Sam and Margaret Lee Arts and Sciences Center Strengths • Fully integrated community duct bank • Access to top quality of life amenities • Development of quality corporate campuses and partnerships • Promotion of the Town as an event and conference location Opportunities and Challenges • Further development of a diversified revenue sources for the Town • Enlarged Westlake Academy campus with track, soccer, and baseball fields • Expanded park system • Attraction of retail development • Development of extensive interconnected trail system with surrounding municipalities • Potential SH 114 connectivity to SH 1-35 • Expansion of eco -friendly / green initiatives within the Town • Further urban sprawl from surrounding communities • Review of maintenance needs of infrastructure and funding for major repairs • Need to identify location of secondary water source and develop existing water supplies Strategic Plan Summary VISION POINT ONE -INVITING RESIDENTIAL AND CORPORATE NEIGHBORHOODS The Town is home to several communities; residential, corporate and agricultural uses. Our largest residential development is home to a state of the art golf facility and many beautiful homes. Stagecoach Hills is located along the historic stagecoach line which transported passengers from Keller to Denton. Westlake neighborhoods include: • Aspen Lane • Glenwyck Farms • Mahotea Boone • Paigebrooke Farms • Stagecoach Hills • Terra Bella • Vaquero • Wyck Hill The Town is located along the Tarrant and Denton County borders and has portions of major State highways that surround our perimeter. We are an ideal location for businesses and have enjoyed a long history with our corporate campus developments. Key Result Areas Supporting the Vision Point un -going comprenensroe planning Short -Range Goals Update Master Plans: Comprehensive Use, Open Space /Trails, Land Use Mid -Range Goals Precinct Line Rd. Construction Develop Master Plan as Community Focal Point Highest Quality Development and Aesthetic Standards Short -Range Goals • Deloitte Groundbreaking • Update Codes/Amendments • Fidelity Phase II Completion • Finalize Oil and Gas Related Ordinances Mid -Range Goals • Attraction of Retail Development Sensitivity to Neighborhood Integrity Short -Range Goals • Landscaped Entrances Mid -Range Goals • Connected Trail System Long -Range Goals • Town -wide Completed Trail System Open Space Preservation Short -Range Goals • Open Space Land Acquisition • Park Space Expansion Outstanding Community Appearance Short -Range Goals • Streetscape Projects Entrance to Glenwyck Farms Fidelity Investments Construction Project Strategic Plan Summary VISION POINT TWO -WE ARE LEADERS Town leaders foresaw the need for a facility to educate the children of Westlake in a local setting and to provide the citizens with a civic campus. N In 2003, the Town raised funds to build Westlake Academy, the only open -enrollment charter school owned and operated by a municipality in the State. The Academy offers the rigorous International Baccalaureate curriculum and all residents are eligible to enroll their children. The elected Town Council also serves as the Board of Trustees for the Academy. The Westlake Academy unique arrangement serves to strengthen the working relationship between the Academy and the Town. Westlake is also one of a handful of towns in Texas that does not levy a property tax. Instead, revenue from sales taxes, user fees, and franchise fees fund Town services. Key Result Areas Supporting the Vision Point Premier Educational Facilities and Programs Short -Range Goals • Opening of Arts and Sciences Center High Quality Services Delivery Coupled with Financial Stewardship Short -Range Goals • Review of growth related policies: "Growth pays for Growth" • Public Safety Service Delivery and Funding Review Producing Well Educated Future Leaders and Thinkers Short -Range Goals • Academy Students in Internships at Corporate Campuses • Academy and Deloitte University Mentoring Programs Infrastructure Maintenance and Planning Short -Range Goals • Town Facility Master Plan • Develop Capital Improvement Plans • Drainage Utility and Storm Water Planning Long Ran a Goals Entrance to Westlake Academy I I I• Regional Rail System Environmental Stewardship Initiatives Short -Range Goals • Create Westlake Green Team • Automated Recycling Program • Plan for Environmental Improvements and Water Conservation Strategies Strategic Plan Summary VISION POINT THREE -HOSPITALITY FINDS ITS HOME IN WESTLAKE In an effort to foster citizen engagement, enhance our neighborhoods and increase partici- pation in the community, many of the residents serve on various advisory boards that are committed to furthering the mission of the Town and ensuring Westlake is truly a unique community. The Westlake Historical Preservation Society was created to identify, preserve, and perpetuate the history of the Town of Westlake and the Cross Timbers region. The Town is committed to protecting and improving the quality of life of Westlake residents, businesses and students by encouraging, inspiring, educating and entertaining artistic and creative endeavors. The Public Art Society of Westlake provides a wide range of professional and artistic presentations to foster the arts in the community. Westlake is also a member of Tree City USA. The Town must meet strict standards to ensure there are viable tree management plans and programs in place to help support growth and forestry. Key Result Areas Supporting the Vision Point Citizen Engagement and Communication Short -Range Goals • Improve Web Site User Friendliness • Develop Communication Plan • Review E -government Usage for Service Delivery • Conduct Regular Neighborhood Meetings Arts and Culture Short -Range Goals • Implement Westlake Speaker Series to Feature Community Leaders Historic Preservation Short -Range Goals • Integrate Mission of the Historical Preservation Society into Community Events Tourism Development Short -Range Goals • Host Regional Events • Development to Include Additional Hotels and Restaurants WA Campus Fountain Vision Point One—Inviting Residential and Corporate Neighborhoods Glenwyck Park "We are limited, not by our abilities, but by our own vision. " - Anonymous Vaquero Key Result Areas and Outcome Strategies ON-GOING COMPREHENSIVE PLANNING — Ensure the master plans are continually updated and reviewed to enhance the development of the Town. Outcome Measure: All master plan documents are not more than 5 years old. Outcome Strategies: 1. Update master plans to guide development and provide a framework for future projects; promote the Master Plan as a community focal point — Short & Mid -Range Goals. Team Co -Leaders: Tom Brymer/ Eddie Edwards Objective 1.1: Develop RFP for master plan review. Estimated Completion Date: Spring, 2010 Objective 1.2: Work with consultant to draft the master plans — form community/staff task force. Estimated Completion Date: Winter, 2010 2. Precinct Line Road construction — Mid -Range Goal. Team Leader: Jarrod Greenwood Objective 2.1: Facilitate stakeholder meetings to communicate project status and engage community members. Estimated Completion Date: Fall, 2009 Objective 2.2: Finalize construction plans with TxDOT; TxDOT bid placement. Estimated Completion Date: Summer, 2010 Objective 2.3: TxDOT commences construction. Estimated Completion Date: Winter 2010 SENSITIVITY TO NEIGHBORHOOD INTEGRITY — Maintain the high standards of neighborhood planning and residential construction to foster the Town's unique character and rural atmosphere. Outcome Measure: Utilize the 2009 Direction Finder survey to establish a benchmark measure for neighborhood integrity. Outcome Strategies: 1. Promote and develop landscaped entrances to neighborhoods — Mid -Range Goal. Team Leader: Troy Meyer Objective 1.1: Review and update ordinances and Unified Development Code for all landscaping requirements which would include, but not limited to: irrigation systems, plans, trees, xeriscape concepts, water features, lighting, gates, and signs. EstimateqCpmpletion Date: Spring, 2010 Sensitivity to Neighborhood Integrity (cont.) Objective 1.2: Develop and implement a process to educate developers, homeowners associations, and staff on new requirements. Estimated Completion Date: Summer, 2011 2. Review and update the current trail system plan and develop interconnectivity options with surrounding municipalities — Mid and Long -Range Goals. Team Leader: Troy Meyer Objective 2.1: Partner with Keller, Trophy Club, Southlake and Roanoke on best location for connecting local and regional trail systems. Estimated Completion Date: Winter, 2010 Objective 2.2: Develop standards for park benches, water features, picnic tables, signs, and pet stations. Estimated Completion Date: Winter, 2010 Objective 2.3: Identify changes to the open space plan created March of 1999 and present to the Town Council for approval. Estimated Completion Date: Spring, 2011 OUTSTANDING COMMUNITY APPEARANCE —Enhance the appearance of the Town with public art displays and high-quality, environmentally responsible landscaping projects. Outcome Measure: Utilize the 2009 Direction Finder survey to establish a benchmark measure for community appearance. Outcome Strategies: 1. Streetscape projects to enhance community appearance —Short -Range Goal. Team Leader: Jarrod Greenwood Objective 1.1: Work with consultants, TxDOT, and community stakeholders to develop streetscape concept that will incorporate existing themes and characteristics within Westlake. Estimated Completion Date: Fall, 2009 Objective 1.2: Work with Public Art Committee to enhance the FM 1938 corridor by developing a streetscape plan that includes areas dedicated for public art. Estimated Completion Date: Fall, 2010 Arbor Days Hot Air Balloon Zsm im — J Entrance to Stagecoach Hills HIGHEST QUALITY DEVELOPMENT AND AESTHETIC STANDARDS — Ensure standards are met which maintain the superior appearance and construction of developments. Outcome Measure: At least one local, regional, or national award/recognition on an annual basis for new Westlake residential or commercial development. Outcome Strategies: 1. Support our newest corporate partners, Deloitte and Fidelity, with Deloitte University and 9 the completion of Fidelity Phase II — On-going Goal. 9 X Team Leader: Ginger Awtry J. T. Ottinger Road Objective 1.1: Facilitate communication between the stakeholders — PR/marketing team, Town Council, staff, citizens and businesses — to aid and promote the groundbreaking and opening activities. Estimated Completion Date: On-going Objective 1.2: Coordinate and assist with press releases, special required permitting, community traffic flow, security needs, local dignitary contacts, and any other municipal areas in which assistance is warranted. Estimated Completion Date: On-going 2. Revise and update all codes and related amendments —Short -Range Goal. Team Leader: Eddie Edwards Objective 2.1: Revise plan review checklists to reflect the new codes, policies, and procedures; Update Estimated Completion Date: Summer, 2009 Objective 2.2: Update Town of Westlake internet site to reflect the new code adoptions. Estimated Completion Date: Summer, 2009 Objective 2.3: Update contractor handouts reflecting new codes, revised policies, and procedures. Estimated Completion Date: Spring, 2010 3. Finalize oil and gas drilling related ordinances —Short -Range Goal. Team Leader: Eddie Edwards Terra Bella Entry Objective 3.1: Develop applications, forms, policies, and procedures related to issuing permits and administering the adopted codes. Estimated Completion Date: Summer, 2009 Objective 3.2: Amend technical standards provision in Code of Ordinances. Estimated Completion Date: Summer, 2009 Objective 3.3: Amend zoning ordinance to allow drilling and production in additional zoning districts. Estimated Completion Date: Summer, 2009 Highest Quality Development and Aesthetic Standards (cont.) 4. Work to attract nationwide, well known anchor and retail businesses — Mid -Range and On-going Goals. Team Co -Leaders: Tom Brymer /Eddie Edwards Objective 4.1: Explore viable economic development tools to attract retail development, specifically in the western area of Westlake, which would be beneficial to the Town and potential business partnerships. Estimated Completion Date: Winter, 2010 Objective 4.2: Research the use of special districts and other incentives that would allow the Town to be proactive in our effort to attract retail uses. Estimated Completion Date: Winter, 2010 and On-going OPEN SPACE PRESERVATION — Maintain the rural atmosphere, spacious residential lots, park facilities and open areas within the master planned community development. Outcome Measure: Utilize comprehensive plan to develop a recommendation or feasible ratio of open space to land development. Outcome Strategies: 1. Open space land management and park system expansion — Mid -Range Goal. Team Leader: Troy Meyer Objective 1.1: Define the "Open Space Land Management" concept to develop practices and policies to protect our natural resources. Estimated Completion Date: Winter, 2009 Objective 1.2: Review current land management plans; "inventory" available open space/potentials sites located in the flood plains/wet lands. Estimated Completion Date: Winter, 2009 Objective 1.3: Develop long range plans to maintain resources including ordinances and additional requirements to site plans/SUP submittals mandating open space requirements as developments proceed through the Town. Estimated Completion Date: Summer, 2010 Objective 1.4: Analyze the open space in relation to comprehensive trail system and amend trail space to integrate cohesive planning. Estimated Completion Date: Fall, 2010 Objective 1.5: Work with Planning Department to ensure public open spaces are included in development proposals. Estimated Completion Date: On-going Objective 1.6: Hire consultant for revised trail master plan, to include, overview of system components, cemetery design elements Estimated Completion Date: Fall, 2010 Objective 1.7: Examine the establishment of a parks master plan. Estimated Completion Date: Fall, 2010 Cielo Restaurant Marriott/ Solana Hotel Vaquero "Westlake has been a lot of things, but it has never been ordinary. " Fort Tlorth Star Telegram Vision Point Two — We Are Leaders PREMIER EDUCATIONAL FACILITIES AND PROGRAMS — Develop high quality educa- tional facilities and learning opportunities for the students of Westlake Academy. Outcome Measure: Completion of Arts & Sciences Center. Outcome Strategies: 1. Complete the Sam and Margaret Lee Arts and Sciences Center— Short -Range Goal. Team Leader: Troy Meyer Objective 1.1: Pouring of concrete foundation. Estimated Completion Date: Spring, 2009 Objective 1.2: Continual supervision and interaction with contractors and suppliers to facilitate contract completion for construction related matters. Estimated Completion Date: Fall, 2009 Objective 1.3: Opening of Arts and Sciences Center. Estimated Completion Date: Fall, 2009 PRODUCING WELL EDUCATED FUTURE LEADERS AND THINKERS—Supportthe Academy staff in their efforts to educate the students. Outcome Measure: Development of program processes and objectives; creation of 2 intern positions and placement of students within 2 years. 1. Create partnerships between municipal and Academy staff to utilize local government resources to enhance student learning and achievement - Short -Term and On-going Goals. Team Leader: Debbie Piper A. Field Trips Objective 2.1: Discuss with the Leadership Team any field trip opportunities that will be of interest to the students and introduce them to the responsibilities of local government services. Estimated Completion Date: Fall, 2009 Objective 2.2: Meet with Head of Sections to develop a plan and determine what grade levels would be applicable. Estimated Completion Date: Fall, 2009 Objective 2.3: Based on meeting outcome ,scheduling limitations and student availability, conduct a meeting with staff to identify field trip dates and assist the respective Department Head with scheduling, if necessary. Vaquero Estimated Completion Date: Winter, 2009 Producing Well Educated Future Leaders and Thinkers (cont.) B. Internships and Mentoring Objective 2.4: Meet with staff to determine level of interest and assistance the interns will be able to provide and formulate rotation to allow students the experience of working in all aspects of local government. Estimated Completion Date: Fall, 2009 Objective 2.5: Coordinate placement opportunities with local businesses and prepare evaluation forms and feedback process for both students and employers. Estimated Completion Date: Spring, 2010 Objective 2.6: Select interns and prepare a schedule with Town and Academy staff. Estimated Completion Date: Spring, 2010 Beginning Phase of A&S Site Preparation ENVIRONMENTAL STEWARDSHIP INITIATIVES—Develop and implement comprehensive `green' programs for the residents, corporations, and the Academy. Outcome Measure: Implementation of approved environmental programs within five years. Outcome Strategies: 1. Develop a comprehensive automated recycling and composting program to identify new technology which maybe utilized in our environmental stewardship — Short -Range and On-going Goals. Team Co -Leaders: Jarrod Greenwood / Troy Meyer Objective 1.1: Conduct Council workshop presentation to identify environmental stewardship initiatives and prioritize tasks within the program —to include, geo-thermal and bio -diesel options and e -waste recycling opportunities Estimated Completion Date: Spring, 2010 A. Formation of Westlake Green Team Objective 1.2: Establish the Westlake Green Team to address issues with recycling/composting. Will include Town Council, staff, student representatives, corporate residents and waste management provider. Estimated Completion Date: Spring, 2010 Objective 1.3: Coordinate activities of Team with NCTCOG, especially its Green Cities Committee. B. Recycling Program Objective 1.4: Survey surrounding recycling and composting programs and available services to develop a comprehensive program. Estimated Completion Date: Winter, 2009 Objective 1.5: Implement recycling program at all Town facilities. Estimated Completion Date: Summer, 2009 Objective 1.6: Provide hazardous material disposal for citizens. Estimated Completion Date: On-going Westlake Academy and Student Body Westlake DPS Engine Environmental Stewardship Initiatives (cont.) C. Water Conservation Efforts Objective 1.7: Develop water conservation messages for landscaping and the use of xeriscaping in neighborhoods and common areas. Develop plant listing for landscape ordinance. Integrate input from resident master gardeners to enhance conservation and landscaping recommendations. Estimated Completion Date: Spring, 2010 Objective 1.8: Assist Academy with water conservation, protection, and production education by speaking to students and arranging field trips to water and wastewater treatment facilities. Estimated Completion Date: On-going Objective 1.9: Provide water conservation information to customers through the website, mailings, news letters, and Academy publications. Estimated Completion Date: On-going HIGH QUALITY SERVICES DELIVERY COUPLED WITH FINANCIAL STEWARDSHIP Research available revenue resources to offset the cost of providing services; continue to provide outstanding government administrative support services while working within the municipal budget. Outcome Measure: Implementation of at least one new demand driven revenue source per year, over the next five years. Outcome Strategies: 1. Establish a strategy for achieving long-term financial sustainability for the Town government, including Westlake Academy — Mid -Range Goal. Team Leader: Tom Brymer Objective 1.1: Review 2009 Direction Finders results with Council. Estimated Completion Date: Summer, 2009 Objective 1.2: Review 2009 Westlake Academy Parent Survey with Council. Estimated Completion Date: Summer, 2009 Objective 1.3: Review Town Capital Improvement Plan, municipal 5 -year financial forecast, and Academy financial forecast during proposed 09/10 budget deliberations. Estimated Completion Date: Summer, 2009 Objective 1.4: Research and compile report regarding municipally owned and operated charter schools and their organizational structure. Estimated Completion Date: Fall, 2009 Objective 1.5: Council to review long-range financial forecast, Academy cost structure components, staff to identify options and strategies to address financial issues and their timing. Estimated Completion Date: Spring, 2010 High Quality Services Delivery Coupled with Financial Stewardship (cont.) Objective 1.6: Council to prioritize service options and provide staff direction on future budgeting and resource allocation. Estimated Completion Date: Spring, 2010 2. Review and discuss growth related policies — Short -Range Goals. Team Co -Leaders: Tom Brymer / Todd Wood / Debbie Piper A. Council discussion of "Growth pays for growth" approach to financial stewardship and policy making. Objective 2.1: Identify sources of Town expenditures related to service delivery which are not currently offset by fee collection. Analyze identified expenditures, from the standpoint of current impact and future expansion to ensure quality service delivery. Estimated Completion Date: Fall, 2010 Objective 2.2: Identify actual or potential costs incurred by the Town. Estimated Completion Date: Fall, 2010 Objective 2.3: Survey other communities to benchmark costs for newly proposed fees and amendments of existing fees. Estimated Completion Date: Fall, 2010 B. Impact Fees Objective 2.4: Discuss and receive Council direction on impact fee feasibility study. Estimated Completion Date: Spring, 2010 Objective 2.5: Prepare proposal of utility impact fee analysis and feasibility report. Estimated Completion Date: Fall, 2010 Objective 2.6: Review impact fee recommendations and consider fee adoption. Estimated Completion Date: Summer, 2011 C. Park Land Dedication and Development Fee Objective 2.7: Discuss and receive Council direction on park land dedication and development fee implementation. Estimated Completion Date: Spring, 2010 Objective 2.8: Prepare proposal of park land dedication and development fee analysis and feasibility report. Estimated Completion Date: Fall, 2010 3. Explore public safety service delivery options and funding— Short -Range Goal. Team Co -Leaders: Tom Brymer / DPS Lieutenants Objective 3.1: Research available options to deliver and fund public safety programs. Estimated Completion Date: Spring, 2010 Objective 3.2: Present options and recommendations to Council. Westlake DPS Ambulance Estimated Completion Date: Summer, 2010 "Good business leaders create a vision, articulate the vision, passionately omn the vision, and relentlessjdrive it to completion. " - Jack WI-elcb High Quality Services Delivery Coupled with Financial Stewardship (cont.) 4. Enhance the effectiveness of service delivery via intergovernmental partnerships — Mid -Range and On-going Goals. Team Leader: Tom Brymer Objective 4.1: Council discussion of the use of inter -local agreements as a means to pursue various types of intergovernmental partnership opportunities with area municipalities. Expected Completion Date: Winter, 2009 Objective 4.2: Share a draft of a memorandum of understanding and/or inter -local agreement with municipalities surrounding Westlake to determine the interest level of such partnerships. Estimated Completion Date: Spring, 2010 Objective 4.3: Pursue dialogue and discussion at both the staff and Council level with cities that have expressed an interest in pursuing identified opportunities of mutual interest. Estimated Completion Date: On-going INFRASTRUCTURE MAINTENANCE AND PLANNING — Identify the maintenance needs of existing buildings, review the impact of severe weather patterns on our neighborhoods and formulate a long-term capital improvement plan. Outcome Measure: Approved capital improvement plan within two years. Outcome Strategies: 1. Draft facility master plan with Council —Short -Range Goal. Team Leader: Amanda DeGan Objective 1.1: Work with the Leadership Team to establish a viable facility planning/CIP process. Estimated Completion Date: Winter, 2009 Objective 1.2: Discuss facility master plan (FMP) scope with Council and receive direction. Estimated Completion Date: Spring, 2010 Objective 1.3: Draft FMP scope and solicit project proposals; retain outside consultant to assist staff on FMP. Estimated Completion Date: Spring, 2011 Objective 1.4: Select priorities from FMP and convert into a rolling 5-10 year capital improvement plan. Estimated Completion Date: Summer, 2011 Infrastructure Maintenance and Planning (cont.) 2. Review the drainage and storm water plans needed to minimize the impact of severe weather on our neighborhoods — Short -Range Goal. Team Leader: Jarrod Greenwood Objective 2.1: Complete Stagecoach Hills subdivision draining improvement project. Estimated Completion Date: May, 2009 Spring Flowers 3. Storm Water Utility review —Short Range Goal. Team Leader: Jarrod Greenwood Objective 3.1: Discuss storm water utility (SWU) fee with Council as to feasibility and receive direction. Estimated Completion Date: Summer, 2010 Objective 3.2: Draft SWU feasibility analysis scope; retain outside consultant to assist staff. Estimated Completion Date: Spring, 2011 Objective 3.3: Receive SWU report and present recommendations to Council. Estimated Completion Date: Summer, 2011 Objective 3.4: Implement SWU fee. Estimated Completion Date: Fall, 2011 4. Work with transportation representatives to include Westlake in regional rail system —Short -Range and On-going Goals. Team Leader: Kim Sutter Objective 4.1: Compile a list of resources for information on a regional rail system. Estimated Completion Date: Summer, 2009 Objective 4.2: Monitor progress of plans for and implementation of a regional rail system through legislation, NCTCOG, NE Leadership Forum, etc. Estimated Completion Date: On-going Objective 4.3: Survey community interest/seek input from corporate neighbors and residents for a rail system. Estimated Completion Date: Fall, 2009 Objective 4.4: Consider Town Council resolution approval in support of rail system. Estimated Completion Date: Winter, 2009 Objective 4.5: Communicate information and progress of system to corporate neighbors and residents. Estimated Completion Date: Spring, 2010 and On-going Vision Point Three — Hospitality Finds Its Home in Westlake CITIZEN ENGAGEMENT AND COMMUNICATION — Design a comprehensive plan to communicate with residents, Academy families, corporate partners, and other community stakeholders. Outcome Measure: Utilize the 2009 Direction Finder survey to establish a benchmark for resident satis- faction in communication and engagement efforts. Outcome Strategies: 1. Develop overall communication plan for the residents and businesses — Short -Range and On-going Goals. Team Leader: Kim Sutter Objective 1.1: Coordinate with PR firm to develop a communications plan for the Town and Academy. Estimated Completion Date: Summer, 2009 Objective 1.2: Establish and conduct regular PR/marketing team meetings, to include, selected business community members, to implement the communication plan and gauge the success of the activities. Estimated Completion Date: On-going Objective 1.3: Establish regular monthly meeting dates and times with PR firm to discuss promotion of the Town and Academy. Estimated Completion Date: On-going 2. Use of technology to enhance service delivery and citizen engagement. — Short -Range and On-going Goals. Team Leader: Todd Wood A. Web -site re -design Objective 2.1: Increase user-friendly accessibility and information dissemination Estimated Completion Date: Summer, 2009 Objective 2.2: Collectively review the website for updates; assess the relevance of content and remove the obsolete information. f Estimated Completion Date: On-going B. Review the use of e -government Objective 2.3: Staff to conduct feasibility study and applications for integrated e -government services for customers. Estimated Completion Date: Fall, 2009 Objective 2.4: Present study to Council in workshop. Westlake Academy Estimated Completion Date: Winter, 2009 Objective 2.5: Implement Council directed e -government program. Estimated Completion Date: Summer, 2010 HISTORIC PRESERVATION — Record the events, individuals, or groups associated with the Town of who had an impact on the region to provide an accurate portrayal of the history of Westlake. Outcome Measure: Host two events on an annual basis to increase awareness of the Town's history. Outcome Strategies: 1. Integrate the mission of the Westlake Historical Preservation Society (WHPS) into community events — Short -Range and On-going Goals. Team Leader: Ginger Awtry Objective 1.1: Meet with WHPS president to review mission and strategic plan of both the Society and the Town/Academy plan to ensure continuity. Estimated Completion Date: Winter, 2009 Objective 1.2: Coordinate and foster communication with community groups and Westlake Academy liaison to ensure our local events promote historical preservation and the Society's visibility; coordinate the event calendars of the groups. Estimated Completion Date: On-going Objective 1.3: Assist in communication between the WHPS and other groups, specifically the Public Arts Society, to promote historical preservation and visibility along trail pathways, entry points, parks and civic campus, etc. Estimated Completion Date: On-going Objective 1.4: Continue to provide assistance in the hosting of Decoration Day; assist the PR firm in marketing the event to residents and the general public. Estimated Completion Date: On-going TOURISM DEVELOPMENT — Promote the Town as an ideal location for hosting conferences and large meeting events and market the Town's hotel and restaurants as an additional component of regional attractions. Outcome Measure: Increase in occupancy and group meeting rate bookings at the Marriott/Solana Hotel within two years. Outcome Strategies: 1. Host regional events to attract individuals to our restaurants, hotel and businesses — Short -Range and On-going Goals. Team Leader: Ginger Awtry Objective 1.1 Facilitate and partner in communications with ARTSNET and our corporate resident, Maguire Partners, to promote our Masterworks Concert Series in an effort to provide local entertainment and attract individuals from neighboring communities. Estimated Completion Date: On-going Decoration Day Flags "Vision is the art Of seeing what is invisible to others. " -Jonathan Swift Wyck Hill Westlake Academy/ Civic Campus Tourism Development (cont.) Objective 1.2: Work with PR/marketing team, consultants and Masterworks partners to develop concert series and increase participation by 10% annually . Estimated Completion Date: On-going Objective 1.3: Partner with the Recreation department in annual Arbor Days celebration; working to increase resident, student and corporate participation. Estimated Completion Date: On-going Objective 1.4: Review Town survey results, discuss with marketing team, other municipalities and applicable corporate marketing staff to determine the level of interest in hosting an expanded number of events in Westlake. Estimated Completion Date: Spring, 2010 2. Develop and assist the PR/marketing team, working with the Town's PR consultant group to promote Westlake as a business and tourist destination —Short -Range Goal. Team Leader: Kim Sutter Objective 2.1: Develop concept for marketing team; including goals and objectives and target audience (based on progress of communications plan). Estimated Completion Date: Fall, 2009 Objective 2.2: Interact with PR firm, and possibly corporate partners, to develop collateral material for use proactively/reactively to request for information regarding the Town. Estimated Completion Date: Spring, 2010 Objective 2.3: Formulate a contract with Marriott/Solana for the use of the hotel/motel occupancy tax funds setting occupancy rate targets to promote the hotel as a premier tourist destination and to increase the visibility of the facility. Estimated Completion Date: Fall, 2009 ARTS AND CULTURE — Work with Arts Society to place art pieces within the Town and encourage varied forms of artistic mediums to compliment our natural resources, diverse neighborhoods and corporate architecture. Outcome Measure: Implementation of two speaker sessions per year and incorporate sites for art placement into the comprehensive planning process. Outcome Strategies: 1. Implement a Westlake speaker series featuring community leaders - Short -Range and - - On-going Goals. Team Leader: Ginger Awtry Objective 1.1: Work with Public Arts Society (PAS) to develop community speaker series for both residents and student body. Estimated Completion Date: Spring, 2010 Sunrise at Westlake Academy Objective 1.2: Facilitate report with PAS to the Council in order to determine the future direction of the program. Estimated Completion Date: On-going Successful strategic plans are not successful because of the plan itself. They are not successful because of their vision statement, their mission statement, values, tactics, outcomes, or performance measures. Yes, these things are all part of a successful strategic plan — but, the strategic plan must be a part of something larger than even the plan's vision. It must tell a story. A story that captures one's imagination, fires one's dreams, and compels one to want to be a part of that story, because it is so inspiring. Westlake's story is not yet finished, and the best chapters are yet to come! The 2009 strategic plan will help write the next chapters — the story of a "premier, knowledge based community." And, we hope this strategic plan inspires you, the reader, to want to be a part of the Westlake story. ToAr Bwyoret- Tmr /ffa�raye,-/cE0 W"Mak Aeadeorrf Premier communities have a shared 3 Village Circle, Suite 202, i�estlake, vision, mission, and values. More Texas 76262 than that, they have a plan to turn Phone: (897) 430-0861 Fax.- (817) 430-0967 that vision into something real that adds value to the community's quality of life. This is the Westlake www.westlake-tx.org Town Council's strategic plan for its continued pursuit of excellence on behalf of the residents of the Town of Westlake. This page is intentionally blank TOWN OF WESTLAKE COMMUNITY PROFILE General Information The Town of Westlake is a one -of -a -kind community, an oasis with rolling hills, grazing longhorns, and soaring red-tailed hawks, located in the heart of the Fort Worth -Dallas metropolitan area. Inviting neighborhoods and architecturally vibrant corporate campuses find harmony among our meandering roads and trails, lined with native oaks and stone walls. We are leaders in education, known for our innovative partnerships between the Town -operated Charter school and our corporate neighbors. We are environmental stewards exemplifying the highest standards. Hospitality finds its home in Westlake, as a community, we are fully involved and invested in our rich heritage, vibrant present and exciting, sustainable future. Ner-.an Z87 y J5 'Jeer Fa -- Aur— a R-nne Nev, Oenlon _ r aK F'c.r sn uY Little Elm umm sn rc H _<c; Y -" _z ._ -. nate The � Jak Flower Lewsvllle Mound �?a.J Rna . _ __ Peden _... Haslet Make :,oppell Lar Z87, 377 Keller Grapevine s el' 21DFW r4ale rotleyvne 81 97 C 114 7S dual North 161 �` 5 Richland Hllls Air p o rt _akesae g Haltom Cry Hwy 39 _.aks Dallas r�--ee rFortWorth 8U - _ Grand 11Arlinoton Prairie kr-.e Benh•nnk 1H3 --• ��;� _ 468 377 ogy:._ - _c'ett L_> KemeA Ic y �a. - J. h -:+l L'u ncan'Ji le Wh— and Res::oi _ _ Lake ha_....k LJ ucrc ngnam - a-, Se,sn 12owett RackwalA --. garland 57 BI- L e, - •- t:baM 67 Sunnwale iM qurEe Forney B..luh 17s i rins15 Tewson_ _ r�arq- $ea90'Ylle Gsndall p a5to 2 GeS= k�,+amer Crowley „a�.,mre — y r Cecar HIII Larcasler Mansfield =asnck BJrleson 1.. - It.• rle:rc G7 4._rns 77 26T ) '�':u a FBrrb Red Oak Coanhine 17: Se,sn Westlake is conveniently located between DFW Airport and Alliance Airport, on the south side of State Highway 114, providing quick, easy access to all areas of the Dallas -Ft. Worth Metroplex. The unique location of Westlake is ideal for many of its major corporate campuses and residential communities. A common ideal shared by our corporate and individual residents is their support of the existing character, charm of the community and a commitment to excellence in new development. 249 History of Westlake The Town of Westlake has a short but fascinating history. The geographic region, known as the place where the cross timbers met the prairie, holds tales of settlers from the Peters Colony, Indian treaties signed by Sam Houston, tremendous archeological treasures, and some of the oldest settlements in north Texas. The region has always been known for its natural bounty, its trade value, and its wonderful people. The Town of Westlake and northeast Tarrant County has maintained that distinction over the years, becoming one of the most desirable and sought after places to live in America. Figure 1 - Bison on the Circle T Ranch In 1956, Dallas lawyer Glenn Turner purchased about 2,000 acres along State Highway 114. The area came to be known as Circle T Ranch. Soon after, ranches and homeowners in the surrounding community incorporated, taking the name Westlake. The area included what is known today as Westlake, plus the area north, to the northern shore of Denton Creek. In the early 1970s, Houston developers Johnson and Loggins and professional golfer Ben Hogan approached Westlake about building a golf course, country club, and a housing development. Residents' interests differed. In 1973, Westlake disannexed what is now known as Trophy Club, clearing the way for the upscale housing development and golf course. Nelson Bunker Hunt, a Texas oil millionaire, purchased the Circle T Ranch in the 1970s and it became a social hub for glamorous parties attended by celebrities from around the world. Hunt declared bankruptcy in 1989 and the Circle T Ranch was purchased by Ross Perot Jr. in 1993. b Figure 2 - Lake Turner on the Circle T Ranch 250 Westlake Local Government The Town was incorporated in 1956 as a Type A General Law Town under the rules of the State of Texas. The Town Council is comprised of a Mayor and five Council Members who are elected at large for a two year staggered term each May. The Council is entirely responsible for creating Town policy. The Council directs the Town Manager and Chief Executive Officer of the Town to administer the daily operations of the Town and ensure that Town policies are enforced. Pik, 3 i �> i 19/, Laura Wheat Rebecca Rollins Larry Corson Tim Brittan Rick Rennhack Carol Langdon Mayor ------------------------------------------Council Members ----------------------------------------- Westlake Operations The Town of Westlake had an operating budget of $15,541,899 for fiscal year 2008/2009 and includes approximately 65 full-time employees. The Town of Westlake provides a full level of public services to its citizens as well as operates the only municipal Charter School in the state. In a recent survey of the Town residents 86% were either satisfied or very satisfied with the overall quality of life in Westlake. The services provided by the Town received the following satisfaction ratings: Town efforts to manage storm water run-off 19% 27% 33% - Parks, trails, and recreation programs/facilities 21% 33% 27% - Westlake Academy 32% 23% 22% - Quality of wastewater utility services 19% 41% 27% _ Quality of water utility services 20% 41% 22% _ Maintenance of Town streets 20% 43% 25% _ Westlake's emergency preparedness efforts 24% 41% 28% ■ Effectiveness of Town communication 28% 46% 19% ■ Quality of customer services provided by the... 31% 46% 17% Quality of public safety services 32% 48% 17% 0% 20% 40% 60% 80% 100% Very Satisfied Satisfied Neutral ■ Dissatisfied Figure 3 - Data from the ETC Institute Direction Finder Survey Conducted May 2009 The Town contracts for solid waste collection and disposal, as well as collaborating with Keller, a neighboring community, for police services. 251 Westlake Community Events Westlake is a family -friendly environment where events are held to help get our residents out and participating in activities with their children and neighbors. Arbor Day The Westlake Arbor Day Celebration is held each October. This annual celebration is an afternoon of activities, live entertainment, best cookie competitions, auctions, and a variety of great food. Kids' activities have included pony rides, face painting, games, crafts, and an obstacle course. In addition, there are educational sessions on tree care advice, and complimentary trees. Admission is free. The event ends at sunset. Decoration Day The Westlake Preservation Historical Society sponsors its annual "Decoration Day" event each Memorial Day in Westlake at the Odd Fellow Cemetery. This community event is a public commemoration of veterans, both past and present, who have served our country and defended our freedom and liberties. Activities include live music, treasure hunts for the kids, and a homemade ice-cream competition. Past events have included live reenactments of people and events pertaining to Westlake's history. Masterwork Concert Series The Masterworks Music Series is a variety of free music programs sponsored by the Town of Westlake, Maguire Partners, and ARTSNET. These free concerts are for arts lovers of all ages and feature instrumental a vocal music ranging from Country & Western to Blues & Jazz with the entertainment of local, regional and national artists. The concert season begins in April and features an exciting performance each Thursday through the month of May. Performances are held at the Solana Village Center. 252 Westlake Academy The Westlake Academy is an Open Enrollment Charter School that opened September 1, 4' 2003. Westlake Academy distinguishes itself among neighboring educational offerings with a particular focus on international - style academics. The programs of the International Baccalaureate Organization (Primary Years Program, Middle Years Program, Diploma Program) have been selected as the educational model. Educational technology will be pervasive and will infuse the classroom curriculum. An environment rich with heritage, the Westlake Academy mission is to provide educational opportunities to each child in keeping with his or her individual needs. The primary geographic service area for Westlake Academy is the town limits of Westlake; students from other locations may be considered if seats are available. The current structure for teacher student ratio is 1:12 with a targeted class size of 1:18-19 students. Westlake Academy serves as a full K-12 charter school and will be graduating their first class of seniors in the 2009-2010 school year. Westlake Academy is a premier learning establishment that is ranked in the top three (3%) percent of all public schools in the State of Texas and prides itself on providing a learning environment where students have the resources and facilities to excel. I Figure 4 - Westlake Academy Campus Pictures 253 Westlake Facts, Figures, & Statistics The Town of Westlake has experienced exponential growth in the last decade. The 2000 census reports 207 residents and current estimates are 800 residents with an estimated population of 900 by 2010. The Town is approximately 10% built out with the majority of development continuing to be corporate campuses. There has been an increase in over the last decade in high -scale residential development located around the Vaquero Golf Course and in Glenwyck Farms. The Town's focus on high-quality development has led to more than 1.4 million square feet of commercial space, valued at over $200 million, being added since 2005 and an additional 750,000 square feet will be added in the next eighteen months. The Town has seen a slight decrease in building permits but the construction size and value have increased significantly over the last 10 years. In 2008, the average size of new home construction was 7,272 square feet with an estimated value of $2.08 million. F.M. 1938, Precinct Line Road, will begin construction in the first quarter of 2010 and create a major north, south corridor. In addition, Deloitte University Campus is in the beginning phases of construction of their $160 million dollar, 160 acre, international training facility. The facility will feature over 800 rooms, office space, conference centers, amenity centers, and as well as many parks, trails, and water features. This development is another step towards Westlake's goal to become an education centered community. Figure 5 - Deloitte University Campus 254 Area Employers The DFW Metro area is home to more Fortune 500 companies than any other area in the United States and a few of the closer major employers are listed as well as major employers located within the Town of Westlake. The Solana Office Complex was the first of many corporate headquarters built by IBM in the 1980's. Since then Westlake has collected additional corporate residents like, Fidelity Investments, Wells Fargo, First American Title, Daimler -Chrysler, Levi Strauss, and many more. Location Westlake is seven square miles, located along the Northeast border of Tarrant County and partially extended into the southern portion of Denton County. Westlake is twelve miles to the west of DFW Airport and seven miles to the east of the Alliance Airport. Climate Average Temperatures 199°F 59'F WF 79°F 60'F 57F 49'F 30'F 2TF 199'6 5x'6 dd9�6 70% 6cr% 591 4996 W% Jan Feb Mar .Apr May Jun Jul Aug Sep W. Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Ga Nov Dec Humidity Daily high Average 4 ' a_ 9 Baily law c7 US average 14 rom ng 13 12 C4 11 iemoan 19 9 morning verage afternoon verage 5 255 4 ill Jan Feb Mar .Apr May Jun Jul .Aug Sep W Nov Dec Precipitation Wind Speed (mph) Jan Feb Mar .Apr May Jun Jul Aug Sep W Nov Dec city Average US average City US average Number of Number of Major Employers Employees Larger Local Employers Employees AMR Corporation 15,000 Fidelity Investments 2,691 Bell Helicopter/Textron 4,800 First American Title 1,800 BNSF Railway 3,700 Chrysler Financial 1,000 Sabre Holdings 2,800 Wells Fargo 400 Gaylord Texan Resort 2,000 Marriott Solana Hotel 150 DFW Airport 1,900 Walco International 145 Healthmarkets 1,600 Vaquero Club 132 Levi Strauss 92 Location Westlake is seven square miles, located along the Northeast border of Tarrant County and partially extended into the southern portion of Denton County. Westlake is twelve miles to the west of DFW Airport and seven miles to the east of the Alliance Airport. Climate Average Temperatures 199°F 59'F WF 79°F 60'F 57F 49'F 30'F 2TF 199'6 5x'6 dd9�6 70% 6cr% 591 4996 W% Jan Feb Mar .Apr May Jun Jul Aug Sep W. Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Ga Nov Dec Humidity Daily high Average 4 ' a_ 9 Baily law c7 US average 14 rom ng 13 12 C4 11 iemoan 19 9 morning verage afternoon verage 5 255 4 ill Jan Feb Mar .Apr May Jun Jul .Aug Sep W Nov Dec Precipitation Wind Speed (mph) Jan Feb Mar .Apr May Jun Jul Aug Sep W Nov Dec city Average US average City US average 9YN 80% 70% 60% 40% 10% Sunshine Jan Feb Mar Apr May Jun Jul Aug Sep W Nov Dec Ct. US average Cloudy Days 1100% 90% Days clear W% of clouds 7C% 60% Pardycloud) days 40% Cloudy 30% days 106 Days wt 0% preciphton Jan Feb Mar Apr May Jun J Ld Aug Sep W NovDec 7 4 2 Jan Feb Mar Apr May J u n Jul Aug Sep Oct Nov Dec Snowfall C4 US average 256 Sales Tax Rate Sales Tax Rate is 8.25%, with 6.25% going to the state, 1% as a local tax, .5% as an economic development sales tax, and .5% as a property reduction sales tax. Property Tax The Town of Westlake assesses NO city property tax. Property within the Town is assessed a property tax by Tarrant county, Tarrant County College, and the Tarrant County Hospital District at a combined rate of 63.6 cents per $100 valuation. In addition, properties are assessed by one of three school districts contained within Westlake's borders. The combined total property tax rate, depending on the taxing school district, is as follows: • Carroll ISD - $2.101277 per $100 Northwest ISD - $1.971327 per $100 • Keller ISD - $1.993677 per $100 Properties located in Tarrant County and the Northwest ISD will receive their county tax assessment from the Tarrant County Tax Assessor, while a separate assessment for Northwest ISD taxes will be issued by the Denton County Tax Assessor. Denton County & School Taxes Properties located in Denton County and the Northwest ISD are taxed at a combined rate of $1.57094 per $100 valuation by the following entities: • Northwest ISD - $1.33505 per $100 0 Denton County - $0.23589 per $100 257 This page is intentionally blank TOWN OF WESTLAKE GLOSSARY OF TERMS Account: A separate financial reporting unit for budgeting, management, or accounting purposes. All budgetary transactions, whether revenue or expenditure, are recorded in accounts. Adopted Budget: The budget as modified and finally approved by the Town Council. The adopted budget is authorized by resolution that sets the legal spending limits for the fiscal year. Accounts Payable: A liability account reflecting amount of open accounts owed to private persons or organizations for goods and services received by a government (but not including amounts due to other funds of the same government or to other governments). Accounts Receivable: An asset account reflecting amounts owed to open accounts from private persons or organizations for goods or services furnished by the government. Accrual Accounting: Recognition of the financial effects of transactions, events, and circumstances in the period(s) when they occur regardless of when the cash is received or paid. Activity: A service performed by a department or division. Allocation: A part of a lump -sum amount, which is designated for expenditure by specific organization units and/or for special purposes, activities, or objects. Amortization: Payment of principal plus interest over a fixed period of time. Appropriation: An authorization made by the legislative body of a government, which permits officials to incur obligations against and to make expenditures of governmental resources. Specific appropriations are usually made at the 258 fund level and are granted for a one-year period. Appropriation Ordinance: The official enactment by the legislative body establishing the legal authority for officials to obligate and expend resources. Assets: Resources owned or held by the Town which has monetary value. Audit: An examination, usually by an official or a private accounting firm retained by the Board of Aldermen, of organization financial statements and the utilization of resources. Balance Sheet: The basic financial statement, which discloses the assets, liability, and equities of an entity at a specific date in conformity with General Accepted Accounting Principles. Balanced Budget: A budget adopted by the Town Council and authorized by resolution where the proposed expenditures are equal to or less than the proposed revenues plus fund balances. Basis of Accounting: A term used referring to when revenue, expenditures, expenses, and transfers — and related assets and liabilities — are recognized in the accounts and reported in the Town's financial statements. Board of Aldermen: The Mayor and five aldermen collectively acting as the legislative and policymaking body of the town Bond: A written promise to pay a specified sum of money, called the face sum of money, called the principal amount, at a specified date or dates in the future, called the maturity date(s), together with periodic interest at a specified rate. TOWN OF WESTLAKE GLOSSARY OF TERMS Bond Covenant: A legally enforceable agreement with bondholders that requires the governmental agency selling the bond to meet certain conditions in the repayment of the debt. Bond Ordinance: A law approving the sale of bonds that specifies how proceeds may be spent. Bond Funds: Resources derived from issuance of bonds for financing capital improvements. Budget: The Town's financial plan for a specific fiscal year that contains an estimate of proposed expenditures and the proposed means of financing them. Budget Amendment: A revision of the adopted budget that, when approved by the Council, replaces the original provision. Budget Calendar: Schedule of key dates which the Town follows in the preparation and adoption of the budget. Budget Document: Instrument used by the budget -making authority to present a comprehensive financial plan of operations to the Town Council. Budgetary Control: The control or management of the organization in accordance with an approved budget for the purpose of keeping expenditures within the limitations of available appropriations and revenues. Capital: Any major non-recurring expenditure or expenditure for facilities, including additions or major alterations, construction of highways or utility lines, fixed equipment, landscaping or similar expenditures. 259 Cash Basis: A basis of accounting under which transactions are recognized when cash changes hands. Certificates of Obligations (CO's): Similar to general obligation bonds except certificates require no voter approval. Comprehensive Annual Financial Report (CAFR): This report summarizes financial data for the previous fiscal year in a standardized format. Contingency: A budgetary reserve set aside for emergencies or unforeseen expenditures not otherwise budgeted. Contractual Services: The costs related to services performed for the Town by individuals, businesses, or utilities. Cost: The amount of money or other consideration exchanged for property or services. Cost may be incurred before money is paid; that is, as soon as liability is incurred. Current Assets: Those assets which are available or can be made readily available to finance current operations or to pay current liabilities. Those assets which will be used up or converted into cash within one year. Some examples are cash, temporary investments, and accounts receivable collected within one year. Current Liabilities: Debt or other legal obligation arising out of transactions in the past which must be liquidated, renewed, or refunded within one year. TOWN OF WESTLAKE GLOSSARY OF TERMS Debt Service Fund: A fund used to account for the moneys set aside for the payment of interest and principal to holders of the Town's general obligation and revenue bonds, the sale of which finances long-term capital improvements, such as facilities, streets and drainage, parks and water/wastewater systems. Deficit: The excess of expenditures over revenues during an accounting period; or, in the case of proprietary funds, the excess of expense over income during an accounting period. Department: A major administrative division of the Town that indicates overall management responsibility for an operation or a group of related operations within a functional area. Depreciation: Change in the value of assets (equipment, buildings, etc. with a useful life of 5 years or more) due to the use of the asset. EMS: Emergency Medical Services Encumbrances: The commitment of appropriated funds to purchase an item or service. Enterprise Fund: A fund established to account for operations that are financed and operated in a manner similar to private business enterprises — where the intent of the governing body is that the costs of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges. Excess Fund Balance: The excess of a fund's current assets over its current liabilities and required reserve limits. Exempt: Personnel not eligible to receive overtime pay and who are expected to work whatever hours are necessary to complete their job assignments. 260 Expenditures: Outflow or non -enterprise funds paid or to be paid for an asset obtained or goods and services obtained. Expenses: Outflow of enterprise funds paid or to be paid for an asset obtained or goods and services obtained. Fiscal Policy: The Town's policies with respond to spending and debt management as they relate to government services, programs, and capital investments. Reflect a set off principals for the planning and programming of government budgets. Fiscal Year: A 12 -month period to which the annual operating budget applies and at the end of which a government determines its financial position and the result of its operations. The Town of Westlake's fiscal year begins each October 1st and ends the following September 30th. Fixed Assets: Assets of a long-term character, which are intended to continue to be held or used, such as land, buildings, improvements other than buildings, machinery, and equipment. Franchise Fee: A fee levied by the Board of Aldermen on businesses that use Town property or right-of-way. This fee is usually charged as a percentage of gross receipts. Full -Time Equivalent (FTE): The measure of authorized personnel often referred to as worker -years. The full time equivalent of 1 person (1 FTE) approximately represents 2080 hours of work per year. TOWN OF WESTLAKE GLOSSARY OF TERMS Fund: A fiscal and accounting entity with a self - balancing set of accounts recording cash and other financial resources, together with all related liabilities and residual equities or balances, and changes therein, which are segregated for the purpose of carrying on specific activities or attaining certain objectives in accordance with special regulations, restrictions, or limitations. Fund Accounting: A governmental accounting system that is organized and operated on a fund basis. Fund Balance: The excess of a fund's current assets over its current liabilities, sometimes called working capital or fund equity. A negative fund balance is often referred to as a deficit. GAAP -Generally Accepted Accounting Principles: Uniform minimum standards and guidelines for financial accounting and reporting. They govern the form and content of the financial statements of an entity. GAAP encompass the conventions, rules and procedures necessary to define accepted accounting practice at a particular time. They include not only broad guidelines of general applications, but also detailed practices and procedures. GAAP provide a standard by which to measure financial presentations. GASB: Acronym for Government Accounting Standards Board, an independent, non-profit agency responsible for the promulgation of accounting and financial reporting procedures for governmental entities. GFOA: Government Finance Officers Association of the United States and Canada 261 General Fund: The fund used to account for all financial resources except those required to be accounted for in another fund. The General Fund is tax supported. General Obligation Bonds: Bonds sold and guaranteed by the Town, in which the full faith and credit of the Town is pledged for repayment. Governmental Funds: The funds through which most governmental functions typically are financed. The acquisition, use, and financial resources and the related current liabilities are accounted for through governmental funds (General, Special Revenue, Capital Projects, and Debt Service Funds). Goal: Generalized statements of where an organization desires to be at some future time with regard to certain operating elements (e.g. financial condition, service levels provided, etc.) Grant: A contribution by a government or other organization to support a particular function. Typically, these contributions are made to local governments from state or federal governments. Infrastructure: Basic public investments such as streets, storm drainage, water and sewer lines, streetlights and sidewalks. Inter -fund transfer: The transfer of money from one fund to another. Investments: Securities and real estate held for the production of revenues in the form of interest, dividends, rentals, or lease payments. L.F. (Linear feet): Length in feet. TOWN OF WESTLAKE GLOSSARY OF TERMS Lift Station: The Town's collection system relies on gravity to collect water. When the system gets to an unreasonable depth, a lift station pumps the water to a higher elevation so the gravity process can begin again. Line -item budget: A budget format in which departmental outlays are grouped according to the items that will be purchased. MGD: Million gallons per day. Maintenance: The upkeep of physical properties in condition for use or occupancy. Examples are the inspection of equipment to detect defects and the making of repairs. Modified Accrual Accounting: This method of accounting is a combination of cash and accrual accounting since expenditures are immediately incurred as a liability while revenues are not recorded until they are actually received or are "Measurable" and "available for expenditure". This type of accounting basis is conservative and is recommended as the standard for most government funds. Municipal: Of or pertaining to a Town or its government. Non -departmental: Accounts for expenditures or professional services and other general government functions, which cannot be allocated to individual departments. Non-exempt: Personnel eligible to receive overtime pay when overtime work has been authorized or requested by the supervisor. Object Code: The standard classification of the expenditures such as office supplies or rental of equipment. 262 Objectives: Specific, measurable targets set in relation to goals. Operating Budget: Plan for current expenditures and the proposed means of financing them. The annual operating budget is the primary means by which most of the financing, acquisition, spending, and service delivery activities of the Town are controlled. The use of annual operating budgets is required by State law. Operating Expenditure: Expenditure on an existing item of property or equipment that is not a capital expenditure. Ordinance: An authoritative command or order. This term is used for laws adopted by a municipality. Performance Measures: Specific quantitative measures of work performed within an activity or program. They may also measure results obtained through an activity or program. Personnel Services: Expenditures for salaries, wages and related fringe benefits of Town employees. Prompt Payment Act: Adopted in July, 1985 by the State, the Act requires the Town to pay for goods and services within 30 days of receipt of invoice or the goods or services, whichever comes later. If this is not satisfied, the Town may be charged interest on the unpaid balance at the rate of 1% per month. Property Tax Reduction Sales Tax (PTR): % cent sales tax approved by the Town of Westlake voters in May, 2006. Even though the Town assesses no ad valorem property tax, Texas law allowed the Town to collect the new % cent sales tax that does not share the restrictive spending limitations on revenues designated to the 4A Economic Development Fund % cent TOWN OF WESTLAKE GLOSSARY OF TERMS sales tax. 4A sales tax was dissolved and replaced with this sales tax. Proposed Budget: The financial plan initially developed by departments and presented by the Town Manger to the Town Council for approval. Proprietary Funds: Operation that operates like a private operation, in which services are financed through user charges and expenditures include the full cost of operations. Public Hearing: An open meeting regarding proposed operating or capital budget allocations, which provide citizens with an opportunity to voice their views on the merits of the proposals. PVC: Acronym for polyvinyl chloride, a plastic compound used for water and sewer pipes. Reserve: An account used to indicate that a portion of fund resources is restricted for a specific purpose, or is not available for appropriation and subsequent spending. Resolution: A formal statement of opinion or determination adopted by an assembly or other formal group. Resources: Total dollars available for appropriations, including estimated revenues, fund transfers, and beginning fund balances. Retained Earnings: The excess of total assets over total liabilities for an enterprise fund. Retained earnings include both short-term and long-term assets and liabilities for an enterprise fund. Revenues: Funds that the government receives as income. It includes such items a tax payment, fees from specific services, receipts from other 263 governments, fines for forfeitures, grants, shared revenues and interest income. ROW: Acronym for right-of-way. Sales Tax: A general "sales tax" is levied on persons and businesses selling merchandise or services in the town limits on a retail basis. The categories for taxation are defined by state law. Monies collected under authorization of this tax are for the use and benefit of the town. SCADA: Acronym that stands for Supervisory Control and Data Acquisition. SCADA refers to a system that collects data from various sensors at a remote location and then sends this data to a central computer which then manages and controls the data. Special Revenue Fund: A fund used to account for the proceeds of specific revenue sources that are legally restricted to expenditure for specified purposes. Supplies: A cost category for minor items (individually priced at less than $5,000) required by departments to conduct their operations. TMRS: Acronym for the Texas Municipal Retirement System, a pension plan for employees of member cities within the State of Texas. TRA: Trinity River Authority — A separate governmental entity responsible for providing water and wastewater services in the Trinity River basin. The Town contracts with TRA for treatment of wastewater. TXDOT: Texas Department of Transportation Transfer -In: Funds expended in one fund and received in other. TOWN OF WESTLAKE GLOSSARY OF TERMS User Charges: The payment of a fee for direct receipt of a public service by the party benefiting from the service. Working Capital: Budgeted working capital is calculated as a fund's current assets less current liabilities and outstanding encumbrances. Working capital does not include long-term assets or liabilities. For budgetary purposes, working capital, rather than retained earnings, is generally used to reflect the available resources of enterprise funds. 264 TOWN OF WESTLAKE FISCAL AND BUDGETARY POLICIES To establish and document a policy framework for fiscal decision-making, the Town Manager will develop and maintain a comprehensive set of Financial Management Policy Statements. The aim of these policies is to ensure that financial resources are available to meet the present and future needs of the citizens of Westlake. Specifically this policy framework mandates the pursuit of the following fiscal objectives: Revenues: Design, maintain and administer a revenue system that will assure a reliable, equitable, diversified and sufficient revenue stream to support desired Town services. Expenditures: 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. Fund Balance/Retained Earnings: Maintain the fund balance and retained earnings of the various operating funds at levels sufficient to protect the Town's creditworthiness as well as its financial position from emergencies. Capital Expenditures and Improvements: Annually review and monitor the state of the Town's capital equipment and infrastructure, setting priorities for its replacement and renovation based on needs, funding alternatives, and availability of resources. Debt: Establish guidelines for debt financing that will provide needed capital equipment and infrastructure improvements while minimizing the impact of debt payments on current revenues Investments: Invest the Town's operating cash to ensure its safety, provide for necessary liquidity and optimize yield. Intergovernmental Relations: 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. Grants: Seek, apply for and effectively administer federal, state and foundation grants-in-aid which address the Town's current priorities and policy objectives. Economic Development: Initiate, encourage and participate in economic development efforts to create job opportunities and strengthen the local economy 265 TOWN OF WESTLAKE FISCAL AND BUDGETARY POLICIES Fiscal Monitoring: Prepare and present regular reports that analyze, evaluate, and forecast the Town's financial performance and economic condition. 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. Accounting, Auditing and Financial Reporting: Comply with prevailing federal, state and local statutes and regulations. 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). Operating Budget: Prepare, present and approve the Town's annual operating plan. Asset Management: Establish guidelines for all areas of asset management, e.g. Investments, Fixed Assets. 266 TOWN OF WESTLAKE FISCAL AND BUDGETARY POLICIES I. Revenues To design, maintain and administer a revenue system that will assure a reliable, equitable, diversified and sufficient revenue stream to support desired Town services. ■ Balance and Diversification in Revenue Sources -The Town shall 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 source. ■ User Fees -For services that benefit specific users the Town shall establish and collect fees to recover the costs of those services. The Town Board shall determine the appropriate cost recovery level and establish the fees. Where feasible and desirable, the Town shall seek to recover full direct and indirect costs. User fees shall be reviewed on a regular basis to calculate their full cost recovery levels, to compare them to the current fee structure, and to recommend adjustments where necessary. ■ Property Tax Revenues - The Town shall endeavor to avoid a property tax by revenue diversification, implementation of user fees, and economic development. ■ Utility/Enterprise Funds User Fees - Utility rates and Enterprise Fund's user fees shall be set at levels sufficient to cover operating expenditures, meet debt obligations, provide additional funding for capital improvements, and provide adequate levels of working capital. The Town shall seek to eliminate all forms of subsidization to utility/enterprise funds from the General Fund. ■ Administrative Services Charge - The Town shall establish a method to determine annually the administrative services charges allocated to all funds for overhead and staff support. ■ 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. 267 TOWN OF WESTLAKE FISCAL AND BUDGETARY POLICIES ■ Revenue Collection and Administration - The Town shall maintain high collection rates for all revenues by keeping the revenue system as simple as possible in order to facilitate payment. In addition, since revenue should exceed the cost of producing it, the Town shall strive to control and reduce administrative costs. The Town shall pursue to the full extent allowed by state law all delinquent taxpayers and others overdue in payments to the Town. II. Expenditures To assure fiscal stability and the effective and efficient delivery of services, through the identification of necessary services, establishment of appropriate service levels, and careful administration of the expenditure of available resources. ■ 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.) ■ 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. o 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. ■ 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. ■ 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. 268 TOWN OF WESTLAKE FISCAL AND BUDGETARY POLICIES ■ 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 to attain the best possible price on goods and services. ■ Prompt Payment — All invoices will be paid within 30 days of receipt in accordance with the prompt payment requirements of State law. III. Fund Balance/Retained Earnings To maintain the fund balance and retained earnings of the various operating funds at levels sufficient to protect the Town's creditworthiness as well as its financial positions from unforeseeable emergencies. ■ General Fund Undesignated Fund Balance - The Town shall strive to maintain the General Fund undesignated fund balance at 90 days of operation. ■ Retained Earnings of Other Operating Funds - In the Utility Fund, the Town shall strive to maintain positive retained earnings positions to provide sufficient reserves for emergencies and revenue shortfalls. ■ Use of Fund Balance/Retained Earnings - Fund Balance/Retained Earnings shall be used only for emergencies, not recurring expenditures, 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. I V . Capital Expenditures and Improvements To annually review and monitor the state of the Town's capital equipment and infrastructure, setting priorities for its replacement and renovation based on needs, funding, alternatives, and availability of resources. ■ Capital Improvement Planning Program - The Town shall annually review the needs for capital improvements and equipment, the current status of the Town's infrastructure, replacement and renovation needs, and potential new projects. All projects, ongoing and proposed, shall be prioritized based on an analysis of current needs and resource availability. For every capital project, all operation, maintenance and replacement costs shall be fully costed. 269 TOWN OF WESTLAKE FISCAL AND BUDGETARY POLICIES ■ Replacement of Capital Assets on a Regular Schedule - The Town shall annually prepare a schedule for the replacement of its non -infrastructure capital assets. Within the resources available each fiscal year, the Town shall replace these assets according to the aforementioned schedule. ■ Capital Expenditure Financing - The Town recognizes that there are three basic methods of financing its capital requirements. It can budget the funds from current revenues; it can take the funds from fund balance/retained earnings as allowed by the Fund Balance/Retained Earnings Policy; or it can borrow money through debt. Debt financing includes general obligation bonds, revenue bonds, certificates of obligation, lease/purchase agreements, certificates of participation, and commercial paper. Guidelines for assuming debt are set forth in the Debt Policy Statements. V. Debt To utilize debt financing which will provide needed capital equipment and infrastructure improvements while minimizing the impact of debt payments on current revenues. ■ Use of Debt Financing - Debt financing, to include general obligation bonds, revenue bonds, certificates of obligation, certificates of participation, commercial paper, and lease/purchase agreements, shall only be used to purchase capital assets that can not be financed from either current revenues or fund balance/retained earnings and to fund infrastructure improvements and additions. The useful life of the asset or project shall exceed the payout schedule of any debt the Town assumes. ■ Assumption of Additional Debt - The Town shall not assume more tax -supported general purpose debt than it retires each year without conducting an objective analysis as to the community's ability to assume and support additional debt service payments. ■ Affordability Targets - The Town shall use an objective 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. 270 TOWN OF WESTLAKE FISCAL AND BUDGETARY POLICIES ■ 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. ■ 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. ■ 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. ■ Continuing Disclosure - The Town is committed to continuing disclosure of financial and pertinent credit information relevant to the Town's outstanding securities. ■ 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. VI. Investments To invest the Town's cash in such a manner so as to insure the absolute safety of principal and interest, to meet the liquidity needs of the Town, and to achieve the highest possible yield. Interest earned from investments shall be distributed to the operating and other Town funds from which the money was provided. VII. Intergovernmental Relations To coordinate 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. 271 TOWN OF WESTLAKE FISCAL AND BUDGETARY POLICIES ■ 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. ■ Legislative Program - The Town shall cooperate with other jurisdictions to actively oppose any state or federal regulation or proposal that mandates additional Town programs or services and does not provide the funding to implement them. Conversely, as appropriate, the Town shall support legislative initiatives that provide more funds for priority local programs. VIII. Grants To seek, apply for and effectively administer federal, state and foundation grants-in-aid that address the Town's current priorities and policy objectives. ■ 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 by Council. The potential for incurring ongoing costs, to include the assumption of support for grant funded positions from local revenues, will be considered prior to applying for a grant. ■ 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. ■ 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. IX. Economic Development To initiate, encourage and participate in economic development efforts to create job opportunities and strengthen the local economy. ■ 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 Board and Town staff will be sensitive to the needs, concerns and issues facing local businesses. 272 TOWN OF WESTLAKE FISCAL AND BUDGETARY POLICIES ■ 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. ■ 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. X. Fiscal Monitoring To prepare and present regular reports to analyze, evaluate and forecast the Town's financial performance and economic condition. ■ 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. ■ Compliance with Board Policy Statements - The Financial Management Policy Statements will be reviewed annually by the Board and updated, revised or refined as deemed necessary. Policy statements adopted by the Board 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. XI. 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. 273 TOWN OF WESTLAKE FISCAL AND BUDGETARY POLICIES XII. 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 ■ Accounting - Town's Finance Director is responsible for establishing the chart of accounts and for properly recording financial transactions. ■ 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 Town will not require auditor rotation, but will circulate request for proposal for audit services on a periodic basis as deemed appropriate. ■ 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. ■ Internal Financial Reporting - The Finance Department will prepare internal financial reports sufficient for management to plan, monitor, and control Town's financial affairs. X1111. Operating Budget ■ Preparation — Town's annual operating budget will be prepared by a budget team consisting of the Town Manager, Finance Director and other staff members appointed by the Town Manager to participate. A budget preparation calendar and timetable will be established and followed in accordance with State law. 274 TOWN OF WESTLAKE FISCAL AND BUDGETARY POLICIES ■ Balanced Budget - 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. ■ Budget Amendments - The Finance Department will monitor all financial operations. The budget team will decide whether to proceed with the budget amendment and, if so, will then present the matter to the Board of Aldermen. If the Board decides a budget amendment is necessary, the amendment is adopted in ordinance format and the necessary budgetary changes are then made. ■ Reporting - Monthly financial reports will be prepared by the Finance Department and distributed to and reviewed by each department head. Information obtained from financial reports and other operating reports is to be used by department heads to monitor and control the budget as authorized by the Town Manager. ■ Performance Measures & Productivity Indicators - Where appropriate, performance measures and productivity indicators will be used as guidelines and reviewed for efficiency and effectiveness. This information will be included in the annual budget process. XIV. Asset Management ■ Investments — The Town's Board of Aldermen have formally approved a separate Investment Policy for the Town of Westlake that meets the requirements of the Public Funds Investment Act (PFIA), Section 2256 of the Texas Local Government Code. Town's investment practices will be conducted in accordance with this policy. ■ Cash Management -Town's cash flow will be managed to maximize the cash available to invest. ■ Investment Performance - As per state law, the Finance Director will issue quarterly reports on investment activity to the Board of Aldermen. ■ 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. 275 TOWN OF WESTLAKE FISCAL AND BUDGETARY POLICIES Capitalization Criteria — For purposes of budgeting and accounting classification, the following criteria must be capitalized: o The asset is owned by the Town of Westlake o 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 o The original cost of the asset must be at least $5,000 o The asset must be tangible o On-going repairs and general maintenance are not capitalized o New Purchases — All costs associated with bringing the asset into working order will be capitalized as part of the asset cost. This will include 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 o 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. 276 TOWN OF WESTLAKE INVESTMENT POLICY I. POLICY STATEMENT It is the policy of the Town of Westlake (the "Town") that the administration of its funds and the investment of those funds shall be handled as its highest public trust. Investments shall be made in a manner which will provide the maximum security of principal invested through limitations and diversification while meeting the daily cash flow needs of the Town and conforming to all applicable state and Town statutes governing the investment of public funds. The receipt of a market rate of return will be secondary to the requirements for safety and liquidity. It is the intent of the Town to be in complete compliance with local law and the Texas Public Funds Investment Act (the "Act", Texas Government Code 2256). The earnings from investments will be used in a manner that best serves the public trust and interests of the Town. II. SCOPE This Investment Policy applies to all the financial assets and funds held of the Town. Any new funds created by the Town will be managed under the provisions of this Policy unless specifically exempted by the Town Board of Aldermen 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. 277 TOWN OF WESTLAKE INVESTMENT POLICY Nworcifirotinn Diversification is required in the portfolio's composition. Diversification of the portfolio will include diversification by maturity and market sector and will include the use of a number of broker/dealers or banks for diversification and market coverage. Competitive bidding will be used on each sale or purchase. Yield The Town's investment portfolio shall be designed with the objective of attaining a reasonable market yield, taking into account the Town's risk constraints and cash flow needs. A reasonable market yield for the portfolio will be defined as the six month (180 day) U.S. Treasury Bill which compares to the portfolio's maximum weighted average maturity of six months. The authorized investment purchased will be of the highest credit quality and marketability supporting the objectives of safety and liquidity. Securities, when not matched to a specific liability, will be short term to provide adequate liquidity. The portfolio shall be diversified to protect against market and credit risk in any one sector. The maximum weighted average maturity of the portfolio will be no more that 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. 278 TOWN OF WESTLAKE INVESTMENT POLICY V. DELEGATION OF INVESTMENT AUTHORITY The Finance Director, acting on behalf of the Board of Aldermen, is designated as the Investment Officer of the Town and is responsible for all investment management decisions and activities. The Board of Aldermen is responsible for considering the quality and capability of staff, investment advisors, and consultants involved in investment management and procedures. All participants in the investment process shall seek to act responsibly as custodians of the public trust. The Investment Officer shall develop and maintain written administrative procedures for the operation of the investment program which are consistent with this Investment Policy. Procedures will include safekeeping, wire transfers, banking services contracts, and other investment related activities. The Investment Officer shall be responsible for all transactions undertaken and shall establish a system of controls to regulate the activities of subordinate officials and staff. The Investment Officer shall designate a staff person as a liaison/deputy in the event circumstances require timely action and the Investment Officer is not available. No officer or designee may engage in an investment transaction except as provided under the terms of this Policy and the procedures established by the Investment Officer and approved by the Town Manager. 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 279 TOWN OF WESTLAKE INVESTMENT POLICY 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, misrepresentation by third parties, or imprudent actions by employees of the Town. LTJ II�e11j9:1910YAA11WI /:143Ml9011M 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. A. Obligations of the United States Government, its agencies and instrumentalities, not to exceed two (2) years to stated maturity, and excluding mortgage backed securities; B. 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; C. 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 D. Public Funds interest bearing accounts; and E. 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 Board of Aldermen. Delivery versus Payment All investment security transactions shall be conducted on a delivery versus payment (DVP) basis to assure that the Town has control of its assets and/or funds at all times. 280 TOWN OF WESTLAKE INVESTMENT POLICY IX. AUTHORIZED FINANCIAL DEALERS AND INSTITUTIONS Securities broker/dealers may be primary or regional broker/dealers and will meet other criteria as determined by the Investment Officer including state registration and completion of a Town Broker/Dealer questionnaire (attached as Exhibit D). The following criteria must be met by authorized firms. - annual provision of an audited financial statement, - proof of certification by the National Association of Securities Dealers (NASD) - proof of current registration with the Texas State Securities Commission, and - completion of the Town's broker/dealer questionnaire. Every bank and broker/dealer with whom the Town transacts business will be provided a copy of this Investment Policy to assure that they are familiar with the goals and objectives of the investment program. The firm will be required to return a signed copy of the Certification Form (attached as Exhibit C) certifying that the Policy has been received and reviewed and only those securities approved by the Policy will be sold to the Town. X. DIVERSIFICATION AND MATURITY LIMITATIONS It is the policy of the Town to diversify its investment portfolio. Invested funds shall be diversified to minimize risk or loss resulting from over -concentration of assets in a specific maturity, specific issuer, or specific class of securities. Diversification strategies shall be established and periodically reviewed. XI. SAFEKEEPING AND COLLATERALIZATION The laws of the State and prudent treasury management require that all purchased securities be bought on a delivery versus payment (DVP) basis and be held in safekeeping by either an approved, independent third party financial institution or the Town's designated depository. Securities Owned by the Town All safekeeping arrangements shall be approved by the Investment Officer and an agreement of the terms executed in writing. The safekeeping bank may not be within the same holding company as the bank from which the securities are purchased. The custodian shall be required to issue original safekeeping receipts to the Town listing each specific security, rate, description, maturity, cusip number, and other pertinent information. Collateral Collateralization shall be required on all bank time and demand deposits for principal and accrued interest amounts over the FDIC insurance coverage of $100,000 (by tax identification number). In order to anticipate market changes and provide a level of additional security for 281 TOWN OF WESTLAKE INVESTMENT POLICY 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 Board of Aldermen 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. 282 TOWN OF WESTLAKE INVESTMENT POLICY 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 BOARD The Town's Investment Policy and its incorporated strategies shall be adopted by resolution annually by the Board. The approval and any changes made to the Policy will be noted in the approving resolution. 283 Position Summary FY 2009/2010 Town Manager Executive Assistant Part -Time Clerk FY 04/05 FY 05/06 FY 06/07 FY 07/08 FY 08/09 FY 09/10 Position Actual Actual Actual Actual Actual Adopted Town Manager Executive Assistant Part -Time Clerk 1.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 0.25 1.00 1.00 0.25 Part -Time Intern 0.50 0.50 0.00 0.00 0.50 0.50 Planning & Development Director 1.00 1.00 1.00 1.00 1.00 1.00 Part -Time Clerk 0.00 0.00 0.00 0.00 0.33 0.00 Full -Time Clerk 0.00 0.00 0.00 0.00 0.00 0.33 Town Secretary 1.00 1.00 1.00 1.00 1.00 1.00 Fire/EMS Coordinator 1.00 1.00 1.00 1.00 1.00 0.00 Firemen/Paramedics 9.00 10.00 10.00 10.00 9.00 9.00 Municipal Court Clerk 1.00 1.00 1.00 1.00 1.00 1.00 Municipal Court Deputy Clerk 1.75 1.75 2.00 2.00 2.00 2.00 Municipal Court Judge 1.00 1.00 1.00 1.00 1.00 1.00 Municipal Court Marshal 0.00 0.00 0.00 1.00 1.00 1.00 Municipal Court Warrant Officer 1.00 1.00 1.00 0.00 0.00 0.00 Part -Time Clerk 0.00 0.00 0.00 0.00 0.25 0.25 Public Works Superintendent 1.00 1.00 1.00 1.00 1.00 1.00 Utility & Building Technician 0.00 0.00 0.00 0.50 0.50 0.50 Facilities/Grounds Maintenance 0.50 0.50 0.50 0.50 0.50 0.50 Utility & Building Technician 0.00 0.00 0.00 0.25 0.25 0.25 Part -Time Clerk 0.00 0.00 0.00 0.00 0.33 0.00 Full -Time Clerk 0.00 0.00 0.00 0.00 0.00 0.33 Finance Director 1.00 1.00 1.00 1.00 1.00 1.00 Finance Assistant 1.00 1.00 1.00 1.00 1.00 1.00 Records & Revenue Clerk 0.00 0.00 0.00 1.00 1.00 1.00 Parks & Recreation 0.50 0.50 0.50 0.50 0.50 0.50 Utility & Building Technician 0.00 0.00 0.00 0.25 0.25 0.25 Payroll/Human Resources 1.00 1.00 1.00 1.00 1.00 1.00 Part -Time Clerk 0.00 0.00 0.00 0.00 0.33 0.00 Full -Time Clerk 0.00 0.00 0.00 0.00 0.00 0.33 Marketing & Public Affairs 1.00 1.00 0.00 0.00 0.00 0.00 Total 25.25 26.25 25.00 27.00 28.00 27.00 284 TOWN OF WESTLAKE RESOLUTION NO. 09-45 ADOPT THE REVISED BUDGET FOR THE TOWN OF WESTLAKE, TEXAS FOR THE FISCAL YEAR ENDING SEPTEMBER 30, 2009 AND THE PROPOSED BUDGET FOR THE FISCAL YEAR ENDING SEPTEMBER 30, 2010, AND PROVIDE AUTHORIZATION TO THE TOWN MANGER TO APPROVE APPROPRIATED FUNDS UP TO $25,040. WHEREAS, a public hearing was duly held and all interested persons were given an opportunity to be heard for or against any item therein. 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 NOW, THEREFORE, BE IT RESOLVED BY THE COUNCIL OF THE TOWN OF WESTLAKE, TEXAS: SECTION 1: That the Council hereby adapts the revised budget for the fiscal year ending September 30, 2009 and the proposed Annual Operating Budget for the fiscal year ending September 30, 2010 and appropriates the funds contained therein. SECTION 2: That a copy of the official adopted 2009-2010 budget documents shall be kept on file in the office of the Town Secretary. SECTION 3: That the Council hereby gives the Town Manager authorization to approve any appropriated funds up to the amount of $25,000. SECTION 4: That this Resolution shall become effective upon the date of its passage. PASSED AND APPROVED ON THIS 21st DAY OF SEPTEMBER. 2409 Laura Wheat, Mayor ATTEST: Kelly Edwa Town Secretary 'fom'SF4i6r. Tgwn Manager A7 , T RM: L. Stanton oG �own Attorney 285