HomeMy WebLinkAboutRes 08-51 Adopting the Revised Budget for the Fiscal Year 2008 and the Budget for the Fiscal Year 2009TOWN OF WESTLAKE
RESOLUTION NO. 08-51
A RESOLUTION OF THE BOARD OF ALDERMEN OF THE TOWN OF WESTLAKE,
TEXAS, ADOPTING THE REVISED BUDGET FOR THE TOWN OF WESTLAKE FOR
THE FISCAL YEAR ENDING SEPTEMBER 30, 2008, AND ADOPTING THE
PROPOSED BUDGET FOR THE FISCAL YEAR ENDING SEPTEMBER 30, 2009.
WHEREAS, a public hearing was duly held and all interested persons were given an
opportunity to be heard for or against any item therein; and.
WHEREAS, as required by Texas Local Government Code 102.002, the budget officer
has prepared a municipal budget to cover the proposed expenditures of the municipal
government for the succeeding year.
NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF ALDERMEN OF THE
TOWN OF WESTLAKE, TEXAS:
SECTION l: That the Board of Aldermen hereby adopts the revised budget for the
fiscal year ending September 30, 2008 and the proposed Annual Operating Budget for the fiscal
year ending September 30, 2009 and appropriates the funds contained therein.
SECTION 2: That a copy of the official adopted 2008-2009 budget documents shall be
kept on file in the office of the Town Secretary.
SECTION 3: That this Resolution shall become effective upon the date of its passage.
PASSED AND APPROVED ON THIS 22 DAY OF SEPTEMBER 2008.
ATTEST:
I
king Sutter, TRMC, Town Secretary
APPROV AS , ORM:
tanto L r , T n Attorney
Laura Wheat, Mayor
Tom er, wn a ger
Town of Westfake
A One-of-a-Xind Community
Annuaf Operating budget
TiscaC Tear 2008/2009
Mown of Westfake
'Vf
J
`1
Annuaf Operating Budget
Tiscaf Tear 2008/2009
OVEF NMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Azoard
PRESS .l TED TO
Town olf Westlake
'11'exas
For the Fiscad Ycar Bcginning
October 1, 2007
T. ,
pft� E A. -a D
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, 2007.
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.
Laura Wheat
Mayor
Tim Brittan
Council Member
Carol Langdon
Council Member
Don Redding
Mayor Pro -Tem
Tom Brymer
Town Manager
Stan Lowry
Town Attorney
Ginger Awtry
Assistant to the Town Manager
Debbie Piper, CPA
Finance Director
Jarrod Greenwood
Public Works Superintendent
Troy Meyer
Facilities Director
Parks/Recreation Director
Larry Corson
Council Member
Rebecca Rollins
Council Member
Kim Sutter, TRMC
Town Secretary
Todd Wood, SPHR, IPMA-CP
Director of Human Resources
and Administrative Services
Amanda DeGan
Municipal Court Administrator
Don Wilson
Director of Public Safety
Eddie Edwards
Director of Planning
and Development
THE TOWN OF W EST LAK]E " 3 VILLAGE CIRCLE #202 -* W EST LAKE, TEXAS
* Westlake Historical Preservation Society
Michelle Corson, Stephen Thornton, Jack Wiesmon, Teresa Walton,
Sharon Sanden, Lisa Councilman, Kristi Layton, Ruby Held, Joyce Roach
Vickey Smith, Sandy Holzgraefe
* Westlake Academy Foundation
Colleen Hess, Deborah Ziegler, Leah Rennhack, Kelly Cox, Chris Noonan,
Bill Greenwood, David Lee, George Ledak, Leigh Sander, Shezad Malik,
John Awtry, Jeff Ryan, Karen Osborne, Julie Timmerman,
* Planning & Zoning Commission
William Greenwood, Rick Rennhack, Walter Copeland
Allen Heath, Sharon Sanden
* Texas Student Housing Authority
Jim Carter, Jac Irvine, George Ledak, Jill McKean, Chuck Schultz,
Melanie Lekkos, Scott Bradley, Hank Smyth, Pete Ehrenberg, Kim Sutter
* Public Arts Committee
Michelle Corson, Leah Rennhack, Shannon LaRue, Dave Rollins
Kay Anderson, Mary Petty
* 4B Economic Development Board
Laura Wheat, Don Redding, Tim Britton, Carol Langdon, David Brown
* Tree City USA Advisory Committee
Julie Timmerman
THE TONIN OF WESTLAKE '* 3 VILLAGE CIRCLE #202 :; `YVESTILAKE, TEXAS
1. EXECUTIVE
Budget Transmittal Letter----------------------------------------------------------------------01
Town of Westlake Organization Chart --------------------------------------------------07
Budget Overview08
-------------------------------------------------------------- ----------------
Budget Framework
Introduction 25
Compliance with GASB Statement No. 34-------------------------------------26
Basis of Accounting/Budgeting-------------------------------------------------------26
The Budget Process------------------------------------------------------------------------30
Budget Amendment Process ----------------------------------------------------------- 31
FY 2007- 2008 Budget Calendar, ----------------------------------------------------33
AllFund Summary---------------------------------------------------------------------------33
GeneralFund Summary------------------------------------------------------------------38
Utility Fund Summary-------------------------------------------------------------------- 43
Visitors Association Fund Summary---------------------------------------------- 47
4B Economic Development Fund Summary ................................. 47
Property Tax Reduction Fund Summary---------------------------------------- 49
CemeteryFund--------------------------------------------------------------------------------50
FM1938 Fund 50
Debt Service Fund Summary ----------------------------------------------------------50
Capital Projects Fund Summary -----------------------------------------------------51
Arts and Sciences Center 52
Vehicle & Equipment Replacement Fund --------------------------------------52
General Major Maintenance Fund Summary ----------------------------------52
Utility Major Maintenance Fund Summary --------------------------------------53
2. GENERAL FUND
ProgramSummary,------------------------------------------------------------------------------54
Revenues Graph by Function .-------------------------------------------------------------55
Expenditures Graph by Department, ---------------------------------------------------56
Expenditures Graph by Function ---------------------------------------------------------57
SalesTax Graph---------------------------------------------------------------------------------58
Inter -fund Repayment Schedule - Due from Utility Fund --------------------59
Fidelity Tax Reimbursement Schedule -----------------------------------------------60
Dept 11 - Administrative----------------------------------------------------------------------61
Dept 12 - Planning and Zoning .-----------------------------------------------------------66
Dept 13 - Town Secretary ................. ------------------------------------------------ 70
Dept 14 - Emergency Services .-----------------------------------------------------------75
Dept 15 - Municipal Court--------------------------------------------------------------------81
Dept 16 - Public Works------------------------------------------------------------------------86
Dept 17 - Facilities Maintenance ---------------------------------------------------------92
THE TOWN OF WESTLAKE " 3 VILLAGE CIRCLE #202 3, WEST]LAKE, TEXAS 76262
1
Dept18 - Finance--------------------------------------------------------------------------------97
Dept 19 - Parks and Recreation__________________________________________________________ 103
Dept 20 - Information Technology ___ _______ .............................. 108
Dept 21 - HR/Admin Services-------------------------------------------------------------111
3. SPECIAL REVENUE FUNDS
Visitors Association Fund
Program Summary ........................................................................... 115
Revenues Graph .-----------------------------------------------------------------------------116
Expenditures Graph-------------------------------------------------------------------------117
Hotel Occupancy Tax Trend ............................................................ 118
Dept 11 - Administrative-----------------------------------------------------------------119
Dept 17 - Facilities Maintenance ----------------------------------------------------- 120
Dept18 - Finance----------------------------------------------------------------------------121
Dept 19 - Parks & Recreation _________________________________________________________122
Dept 21 - HR/Admin Services ......................................................... 123
413 Economic Development Fund
Program Summary .--------------------------------------------------------------------------124
Inter -fund Repayment Schedule — Due from Utility Fund --------------- 125
Cemetery Fund
Program Summary ........................................................................... 126
FM 1938 Fund
Program Summary .-------------------------------------------------------------------------- 127
Property Tax Reduction Sales Tax Fund
Program Summary ........................................................................... 128
4. DEBT SERVICE FUND
Debt Service Fund
Program Summary ........................................................................... 129
Long Term Debt Summary ---------------------------------------------------------130
2008 Series — General Obligation Bonds ........................................ 131
2007 Series — General Obligation Refunding Bonds ...................... 132
2003 Series — Certificates of Obligation_________________________________ ________133
2002 Series — Certificates of Obligation .......................................... 134
THE TOWN OF WESTLAK E " 3 VILLAGE CIRCLE #202 3" W EST LAKE, TEXAS 76262
11
5. INTERNAL SERVICE FUNDS
4W
Vehicle and Equipment Replacement Fund
6
Program Summary ........................................................................ 135
A,
General Major Maintenance Fund
ProgramSummary ................................................................ 136
Proposed Maintenance Summary ------------------------------------------------137
Remodel Court Room and Office Space ------------------------------138
Academy Pod B HVAC Repairs ---------------------------------------------------139
Academy 15 Ton Split System HVAC ------------------------------------------140
Academy Remodel of Dining Hall ----- ------------------------------------------141
Academy Remodel of Office Space ---------------------------------------------142
Utility Major Maintenance Fund
Program Summary-----------------------------------------------------------143
6. ENTERPRISE FUND
Utility Fund
Program Summary,-----------------------------------------------------------------------144
Dept00 - Utility ................. -------------------------------------------------------------145
Dept 11 - Administrative ................................................................. 146
Dept 16 — Public Works-----------------------------------------------------------------147
Dept18 - Finance--------------------------------------------------------------------------148
Dept 21 - HR/Admin Services -------------------------------------------------------149
TRA Assumption of N1 Sewer Line . ---------------------------------------------150
Water Meter Automation 151
----------------------------------------------------------------
Projected Revenues Graph -----------------------------------------------------------152
Projected Expenses Graph ...................... ------------------------------------153
Inter -fund Repayment Schedule — Due to General Fund -------------154
Inter -fund Repayment Schedule — Due to 4B Fund ----------------------155
Debt Payable Schedule — Keller Overhead Storage --------------------156
Revenue Trend 157
Total Water Accounts Graph ---------------------------------------------------------158
7. CAPITAL PROJECTS FUNDS
Capital Projects Fund
Capital Projects Fund Summary --------------------------------------------------159
Stagecoach Hills Reconstruction -------------------------------------------------160
Deloitte Trail Project on Dove Road ---------------------------------------------161
Glenwyck Trail Extension to Terra Bella --------------------------------------162
T',HE TOWN OF WESTLAKE 1, 3 VILLAGE CIRCLE #202 WESTLAIKE, TEXAS 76252
111
Arts and Sciences Center Fund
low
ProgramSummary .-----------------------------------------------------------------------163
Arts & Sciences Center -Phase 1 164
8. CAPITAL IMPROVEMENTS
Proposed Funded Capital Improvement Projects ---------------------,166
Proposed Funded Capital Improvements — 5 Yr Projection ------.167
Unfunded Capital Improvement Projects -----------------------------------168
Unfunded Capital Improvements Projects — 5 Yr Projection -----169
9. LONG TERM PLAN
Long Term Strategic Approach --------------------------------------------------170
Five Year Projection - Assumptions ------------------------------------------175
All Fund Summary — 5 Year Projection --------------------------------------176
10. COMMUNITY PROFILE
History--------------------------------------------------------------------------------------------178
Community Events,------------------------------------------------------------------------179
Facts, Figures, Statistics---------------------------------------------------------------181
ifiw_\»=1kiIQK14
Glossaryof Terms-------------------------------------------------------------------------183
Fiscal and Budgetary Policies -------------------------------------------------------190
InvestmentPolicy .-------------------------------------------------------------------------- 202
Employee Summary Chart ------------------------------------------------------------209
Detail Service Level Adjustments — All Funds - Approved -----------210
Detail Service Level Adjustments — Approved
Fund 100 — General Fund 211
Fund 500 — Utility Fund-------------------------------------------------------------214
Fund 220 — Visitors Association Fund 215
Fund 255 — Cemetery Fund ---- -------------------------------------------------216
Fund 257 — Vehicle & Equipment Replacement Fund -------------217
Fund 600 — General Major Maintenance Fund ......................... 218
Resolution No 08-51 Approval of FY 2008-2009 Budget -------------219
THE TOWN OF WESTLAKE " 3 VILLAGE CIRCLE #202 3, WEST]LAKE, TEXAS 76262
iv
October 1, 2008
The Town of Westlake
Honorable Mayor and Members of the Town Council:
Budget transmittal letter
On behalf of the Town's staff Leadership Team, I am pleased to present the Town of Westlake's
adopted FY 2008-2009 budget totaling $15,541,899 (includes $4,038,971 approved transfers in from
fund balance for debt and capital projects) for the major operating funds, debt service, major
maintenance, and capital improvement funds.
STRATEGIC APPROACH
This adopted FY 2008-2009 budget was prepared with:
➢ the first priority being to provide Town residents and businesses with basic, but high quality, Town
services, as well as essential on-going support for Westlake Academy, without the assessment of a
local ad valorem property tax
➢ a long-term vision set by the Town Council at their strategic planning retreat held in June of this
year.
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 will be critical to giving the Council,
and the community, 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. See the
"Long -Term Plan" section for details related to this strategy. The Council has articulated an exciting
vision for Westlake:
Westlake 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.
Further, the Council has established Westlake's core mission and values:
Westlake Mission
On behalf of the citizens, the mission of
the Town of Westlake is to be a one of--a-kind
community that blends our rural atmosphere
with our rich culture and urban location
Community Values
Innovation
Strong knowledg%ducation base
Friendly and Welcoming
Family Focus
Engaged Citizens
Aesthetic appeal with high development
standards
Unique rural setting emphasizing preservation
of our natural beauty
With the establishment of Westlake's vision, mission and values, the Council set key result areas
(KRA's) to concentrate on in the Town's Strategic Plan that guides preparation of this budget:
Comprehensive Planning
Neighborhood Integrity
Community Appearance
Quality Development
Aesthetic Standards
rre1111er raucauUn
Facilities & Programs
Well Educated Future
Leaders & Thinkers
Business Partnerships with
Town & Westlake Academy
Environmental Stewardship
High Quality Services Coupled
with Financial Stewardship
Open Space Preservation Infrastructure Maintenance
and Planning
2
Citizen Engagement
Citizen Communication
Historic Preservation
Tourism Development
Arts and Culture
BUDGET PREPARATION PARAMETERS AND "SCRUBBING"
As this adopted FY 2008-2009 budget was prepared, the following parameters and approaches were
utilized in order to easily track cost increases as they relate to maintaining or increasing service levels:
• Continued to pursue increased allocation of funds on hand towards major building and
infrastructure maintenance as well as creating a fund for vehicle and equipment replacement
• Maintained present fund balances to exceed policy requirements
• Conservative revenue estimating that identified one-time and on-going revenue increases so that
one-time revenue increases would be used for major, but not on-going, expenditures that pursue
our strategic priorities, while ensuring that the Town's financial status remains solid
• Water and sewer revenues are projected using the new proposed water/sewer rates and structure
• 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 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 place personnel salaries and wages in the Town's municipal operations closer to the
market in which we compete to attract and retain talent were identified. This includes anticipated
cost increases of 6.1% in employee health insurance and average market pay adjustments of 7% of
total salary cost. This percentage will vary by position depending on distance from market point.
Additionally, there is a small amount of dollars budgeted for performance pay. It should be noted
that this approach is consistent with the approach used for Academy personnel that are closer to
market than municipal operations personnel.
• "Expanded or new levels of service" were also identified and kept separate
• 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 to ensure 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 nationally is going through turbulence and uncertainty.
MAJOR MILESTONES IN FY 07-08
Before reviewing the adopted budget for the upcoming fiscal year, it is important to note and
acknowledge the major areas of progress and activity achieved in Westlake during the course of FY 07-
08. Westlake continues to be one of the leading communities in the entire metroplex for new business
locations and residential attraction. These highlights include:
3
• Solana Marriott Hotel completion - this long awaited expansion was completed in late 2007 which
resulted in this hotel having 295 total guest rooms.
• Fidelity Regional Headquarters Phase II - currently under construction and scheduled to be
completed in the third quarter of calendar year 2009; this expansion will double Fidelity's current
600,000 sq. ft. campus and add up to approximately 2,500 employees to their Westlake location.
• Retail Development (Westlake Corners) - Westlake's first stand-alone retail development began at
the intersection of SH 170 and US 377 with zoning and site planning. Construction is planned to
begin later this year.
• Maintained Strong Cash Reserves - fund balances in all major Town operating funds exceeded
policy minimums.
• Residential Building Activity Level - 12 new single-family building permits have been issued thus
far this fiscal year which average over 10,000 sq. ft in size with an average permitted value of
$1,672,450 (not including lot value).
• Development of Terra Bella - this 54.7 acre high-end single family subdivision will open for building
permit issuance soon. It features 28 lots along with 22.6 acres of open space containing
approximately one mile of public trails that will connect to public trails in the adjacent Glenwyck
Farms neighborhood.
• GFOA Distinguished Budget Presentation Award - Westlake was recognized for the first time by
the Government Finance Officers Association for the professionalism, format, and financial
reporting in our 2007-2008 Budget document.
• Westlake Academy Arts & Sciences Center - General obligation bonds totaling $2.5 million were
issued by the Town in April of this year to fund a portion of the cost of this estimated approximate
$5.2 million Phase I addition to the Academy physical plant. This addition will add much needed
expanded science laboratory/class room space for Academy students.
• FM 1938 (Precinct Line Rd) Improvements - This is an estimated $16 million project funded
primarily by TxDOT, along with Tarrant County monies. Design is largely complete with
construction scheduled to begin in 2009 to improve this roadway in its first phase to 4/6 lane
divided by a landscaped median from SH 114 south to Randol Mill Road.
• FM 1938 (Precinct Line Rd) Streetscaping - Schematic design is underway for future streetscape
improvements to what will be Westlake's major north/south corridor.
• 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
• Deloitte Announcement - formal designation of Westlake as the site for this learning and
leadership center has been made by the company. Zoning, economic development agreements,
concept plans, and an off-site development agreement also have been recently approved to move
this estimated $300 million project forward to construction some time in 2009.
4
STRATEGIC PRIORITIES IN FISCAL YEAR 2008-2009
In FY 08-09 the adopted budget begins to utilize the Council's strategic planning framework to shape
funding levels and priorities. The chart below illustrates, via the three focus areas of our Town's vision
statement, which key result areas within those vision focus points the proposed departmental and
fund budgets address. This chart gives a good visual representation of 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 08-09.
VISION FOCUS
Neighborhoods
Leadership
Hospitality
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Administration
x
x
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Plan & Zoning
x
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Town Secretary
x
x
x
Fire/EMS
x
x
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Municipal Court
x
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x
Public Works
x
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Fac/ Maintenance
x
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x
Finance
x x
x
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Parks/ Recreation
x
x
x
x
x
x
x
Information Tech.
X
HR/Admin Srv.
x x
x
Utility Fund
x
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x
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Visitors Fund
x
x
x
x
x
x
x
x
x
4B Fund
X
PTR Fund
x
x
General MM Fund
Utility MM Fund
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
x
Debt Service
x
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.
5
SUMMARY
This adopted budget is built on a conservative fiscal philosophy which rests on a strong 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 local property tax and in a time of
economic down -turn nationally. More than that, the FY 08-09 adopted budget gives us an exciting
opportunity. This opportunity moves Westlake forward toward its vision of being a one -of -a -kind,
premier, knowledge-based community. The Town of Westlake exists as a municipal corporation for
one reason alone: to prioritize and deliver the best services possible with the resources provided by
our business and residential citizens to achieve an exceptional quality of life. Working as a Council -
Staff -Community team, Westlake can continue to achieve positive momentum, movement, and
progress towards our vision.
Finally, the staff Leadership Team is deserving of much recognition for their concerted efforts in
putting this FY 08-09 budget together for Council consideration. In particular, I want to thank Director
of Finance, Debbie Piper, and Finance Assistant, Jaymi Ford, for their assistance in assembling this
document and the long hours they have invested in this process.
Sincerely yours,
Thomas E. Brymer
Town Manager
6
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Citizens of Westlake
Mayor and Town Council
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This page is intentionally blank
FY 08/09 Budget Overview
Introduction
The Town of Westlake's 2008 fiscal year begins on October 1, 2008 and ends September 30, 2009. 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.
Expenditure Overview
The following is an expenditure comparison by fund group showing:
■ estimated fund expenditures for the current year FY 07/08
■ base budget for FY 08/09 without cost/inflation increases
■ the additional funds (amount of base cost increases) necessary for FY08/09 to maintain the
same level of service as in FY 07/08
■ the proposed base budget for FY 08/09 with those cost/inflation increases
■ costs for new or expanded service costs for FY 08/09
■ the Proposed Budget for FY 08/09 with cost increases and certain recommended new or
expanded level of service costs or new major maintenance or capital improvement projects.
3
Fund Balance
3,076,299
2,765,019
0
2,765,019
0
2,765,019
(311,280)
Revenues
4,371,794
4,432,765
0
4,432,765
564,372
4,997,137
625,343
Expenditures
4,683,075
4,555,457
128,094
4,683,551
263,281
4,946,832
263,758
General Fund
2,765,019
2,642,327
128,094
2,514,233
(301,091)
2,815,324
50,305
Fund Balance
1,183,022
1,309,177
0
1,309,177
0
1,309,177
126,155
Revenues
487,525
499,000
0
499,000
30,000
529,000
41,475
Expenditures
361,370
961,420
(12,783)
948,637
165,890
1,114,527
753,157
Visitors Fund
1,309,177
846,757
(12,783)
859,540
135,890
723,650
(585,527)
Fund Balance
385,938
327,039
0
327,039
0
327,039
(58,899)
Revenues
839,275
832,176
0
832,176
0
832,176
(7,099)
Expenditures
898,174
861,907
0
861,907
0
861,907
(36,267)
4B Fund
327,039
297,308
0
297,308
0
297,308
(29,731)
Fund Balance
154,474
578,064
0
578,064
0
578,064
423,590
Revenues
841,730
839,676
0
839,676
0
839,676
(2,054)
Expenditures
418,140
325,000
0
325,000
0
325,000
(93,140)
PTR Fund
578,064
1,092,740
0
1,092,740
0
1,092,740
514,676
Fund Balance
0
58,606
0
58,606
0
58,606
58,606
Revenues
81,763
21,550
0
21,550
0
21,550
(60,213)
Expenditures
23,157
20,714
13,333
34,047
12,796
46,843
23,686
Cemetery Fund
58,606
59,442
13,333
46,109
12,796
33,313
(25,293)
Fund Balance
251,826
249,326
0
249,326
0
249,326
(2,500)
Revenues
235,145
0
0
0
0
0
(235,145)
Expenditures
237,645
0
0
0
0
0
(237,645)
FM 1938 Fund
249,326
249,326
0
249,326
0
249,326
0
Fund Balance
0
0
0
0
0
0
0
Revenues
1,316,314
1,501,957
0
1,501,957
0
1,501,957
185,643
Expenditures
1,316,314
1,501,957
0
1,501,957
0
1,501,957
185,643
Debt Fund
0
0
0
0
0
0
0
Fund Balance
478
75,760
0
75,760
0
75,760
75,282
Revenues
233,277
100,000
0
100,000
0
100,000
(133,277)
Expenditures
157,995
115,000
0
115,000
0
115,000
(42,995)
Capital Fund
75,760
60,760
0
60,760
0
60,760
(15,000)
Fund Balance
0
3,383,420
0
3,383,420
0
3,383,420
3,383,420
Revenues
4,223,479
1,050,942
0
1,050,942
0
1,050,942
(3,172,537)
Expenditures
840,059
4,434,362
0
4,434,362
0
4,434,362
3,594,303
A&5 Fund
3,383,420
0
0
0
0
0
(3,383,420)
Fund Balance
0
0
0
0
0
0
0
Revenues
0
56,900
0
56,900
0
56,900
56,900
Expenditures
0
0
0
0
6,900
6,900
6,900
V&E Fund
0
56,900
0
56,900
6,900
50,000
50,000
Fund Balance
20,000
35,000
0
35,000
0
35,000
15,000
Revenues
15,000
85,500
0
85,500
20,000
105,500
90,500
Expenditures
0
0
0
0
90,500
90,500
90,500
Gen MM Fund
35,000
120,500
0
120,500
70,500
50,000
15,000
Fund Balance
20,000
35,000
0
35,000
0
35,000
15,000
Revenues
15,000
15,000
0
15,000
0
15,000
0
Expenditures
0
0
0
0
0
0
0
Utility MM Fund
35,000
50,000
0
50,000
0
50,000
15,000
Fund Balance
1,138,002
1,588,047
0
1,588,047
0
1,588,047
450,045
Revenues
2,252,743
2,272,550
0
2,272,550
0
2,272,550
19,807
Expenditures
1,802,698
1,998,198
35,172
2,033,370
64,700
2,098,070
295,372
Utility Fund
1,588,047
1,862,399
35,172
1,827,227
64,700
1,762,527
174,480
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 proposed for FY 08/09:
$5,000,000
$4,000,000
$3,000,000
$2,000,000
$1,000,000
Governmental Special Revenue Debt Service Capital Enterprise Internal Service
N Beginning Fund Balance N Revenues/ Transfers — Expenditures/ Transfers N Ending Fund Balance
10
Recommended Service Level Adjustments
This table provides a summary by department and fund of the service level adjustments (SLA's)
proposed for FY 08/09. 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 and tracks all costs (minus associated revenues) of providing a new or expanded
level of service.
Maintain
Current
I Level
(20,049)
Payroll
Adj's
2,672
EXPANDEDNEW OR
One Time
Co
57,500
LEVEL
Recurring
87,438
127,561
(3,344)
6,443
88,250
-
91,349
(7,094)
2,173
(4,921)
94,681
23,379
118,060
856
5,668
16,350
1,600
24,474
(4,087)
1,469
-
-
(2,618)
23,983
2,406
8,643
35,032
(65,455)
5,570
-
(59,885)
(16,968)
2,423
(14,545)
13,870
-
13,870
57,871
1,627
-
3,500
62,998
74,264
53,830
162,100
101,181
391,375
1,103
3,383
-
-
4,486
(44,970)
572
-
(44,398)
62,401
341
64,700
127,442
(3,936)
2,301
-
(1,635)
13,001
975
-
13,976
27,600
7,572
64,700
99,872
(27,655)
572
152,240
13,650
138,807
(509)
694
-
-
185
(10,803)
1,631
(9,172)
(698)
694
(4)
19,914
3,378
23,292
(19,752)
6,969
152,240
1 13,650
153,107
13,333
-
5,000
7,796
23,686
13,333
5,000
7,796
23,686
6,900
-
6,900
6,900
90,500
6,900
90,500
90,500
90,500
11
594,372 I
20,000 I 614,372
Funds
Projected
Beginning
Fund
Balance
10/1/2008
Projected
Revenues
and Other
Funding
Sources
Projected
Expenditures
and Other
Funding
Uses
Net
Net
Change
Projected
Ending
Fund
Balance
9/30/2009
Percent
of all
Funds
General
100
$ 2,765,019
$ 4,997,137
$ 4,946,832
$ 50,305
$ 2,815,324
39%
4B Economic Development
200
327,039
832,176
861,907
(29,731)
297,308
4%
Visitors Association
220
1,309,177
529,000
1,114,527
(585,527)
723,650
10%
FM1938
252
249,326
0
0
0
249,326
3%
Cemetery
255
58,606
21,550
46,843
(25,293)
33,313
0%
Vehicle/Equip Replacement
257
0
56,900
6,900
50,000
50,000
1%
Property Tax Reduction
260
578,064
839,676
325,000
514,676
1,092,740
15%
Debt Service
300
0
1,501,957
1,501,957
0
0
0%
Capital Projects
410
75,760
100,000
115,000
(15,000)
60,760
1%
Arts & Sciences Center
411
3,383,420
1,050,942
4,434,362
(3,383,420)
0
0%
Utility
500
1,588,047
2,272,550
2,098,070
174,480
1,762,527
25%
Utility Major Maint
510
35,000
15,000
0
15,000
50,000
1%
General Major Maint
600
35,000
105,500
90,500
15,000
50,000
1%
TOTAL
$ 10,404,457
$ 12,322,388
$ 15,541,899
$ (3,219,511)
$ 7,184,946
100%
Visitors
Association
10%
4B Economic
Development
General
39%
......... Y
0%
Vehicle/Equip Pronertv Tax
12
Debt Service
0%
'Capital Projects
1%
_Arts & Sciences
Center
0%
Utility
25%
--Utility Major Maint
1%
General Major Maint
1%
Charge
Servic
18%
General Sales Tax
27%
17% 5%
13
lits & Fees
13%
�rgovernmental
0%
Fines & Forfeits
5%
hent Earnings
1%
General Sales Tax 1,664,352 832,176 832,176 3,328,704
Beverage Tax 13,300 - 13,300
Franchise Fees 643,780 643,780
Permits & Fees 1,610,175 1,610,175
Intergovernmental 5,865 5,865
Fines & Forfeits 650,883 650,883
Investment Earnings 54,500 28,000 - 7,500 15,000 35,000 140,000
Misc Revenue 57,282 51,000 21,550 - 9,150 138,982
Contributions - - - - 25,000 531,975 - 556,975
Transfers In 297,000 56,900 1,501,957 75,000 - 15,000 105,500 2,051,357
Interfund Advances - - - - 503,967 - - 503,967
Charge for Services - 2,228,400 2,228,400
Hotel Tax Revenues - - 450,000 - - - - - - 450,000
Fund Totals
4,997,137
832,176
529,000 21,550 56,900
839,676
1,501,957 100,000 1,050,942
2,272,550 15,000
105,500
12,322,388
Percentage
41%
7%
4% 0% 0%
7%
12% 1% 9%
18% 0%
1%
100%
Charge
Servic
18%
General Sales Tax
27%
17% 5%
13
lits & Fees
13%
�rgovernmental
0%
Fines & Forfeits
5%
hent Earnings
1%
T/I Fund Bal 29,731 585,527 25,293 15,000 3,383,420 - 4,038,971
Net of T/I 4,946,832 1 832,176 529,000 21,550 1 6,900 1 325,000 1 1,501,957 1 100,000 1,050,942 1 2,098,070 1 90,500 11,502,928
NOTE 1: Total Expenditures including transfers out appear excessive when the use of fund balance is included in the total. See Transfers In from Fund Balance above for the
total amount of fund balance that is being used related to capital projects and debt service.
Capital Projects
31%
IFA/Debt
Payroll /Salaries 1,448,633 98,315 144,987 1,691,935
Payroll Related 452,308 27,315 62,736 542,359
Supplies 200,143 55,350 18,443 9,400 283,336
Services 1,674,915 256,160 16,400 1,168,134 3,115,609
Insurance 27,192 - - 6,287 33,480
Maintenance 199,470 - 12,000 82,500 293,970
Rent & Utilities 254,626 34,137 - 106,039 394,802
ED Incentives 500,211 - 500,211
Capital Outlay 26,934 3,200 6,900 - 65,500 102,534
Transfers Out 162,400 861,907 640,050 - 325,000 62,000 2,051,357
Capital Projects - - - - - 115,000 4,434,362 173,501 90,500 4,813,363
IFA/Debt - - - - - 1,501,957 - - 216,986 - 1,718,943
FUND TOTAL
4,946,832
861,907
1,114,527
46,843
1 6,900
325,000
1,501,957
115,000
4,434,362
2,098,070
90,500
15,541,899
Percentage
1 32%
6%
7%
0%
0%
2%1
10%
1%1
29%
13%
1%1
100%
T/I Fund Bal 29,731 585,527 25,293 15,000 3,383,420 - 4,038,971
Net of T/I 4,946,832 1 832,176 529,000 21,550 1 6,900 1 325,000 1 1,501,957 1 100,000 1,050,942 1 2,098,070 1 90,500 11,502,928
NOTE 1: Total Expenditures including transfers out appear excessive when the use of fund balance is included in the total. See Transfers In from Fund Balance above for the
total amount of fund balance that is being used related to capital projects and debt service.
14
Capital Projects
31%
IFA/Debt
11%
Payroll/Salaries
11%
Transfers
Out
18%
Payroll
Related
3%
Capital Outlay
1%
Supplies
2%
ED Incentives
3%
Rent & Utilities Insurance
Services
3% 0%
20%
Maintenance
2%
14
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
General Fund $ 47,000
Transfer In from
Utility Fund
Tax
30,000
Impact Fees
Reduction
17,000
Percentage of Master Plan
250,000
Transfer In from
Property Tax Reduction Fund
50,000
Master plan/survey
100,000
Payroll increase/adjustments
100,000
Operations
$ 297,000
Total Transfers In
105,500
Transfer Out to
General Major Maintenance
72,000
Portion of one time revenue
33,500
Technology/Security funds for court renovation
56,900
Transfer Out to
Vehicle & Equipment Fund
56,900
Portion of one time revenue
$ 162,400
Total Transfers Out
4B Economic $ 861,907 Transfer Out to Debt Service Fund
Development 861,907 100% revenue paid for debt
Fund $ 861,907 Total Transfers Out
Visitor $ 640,050 Transfer Out to Debt Service Fund
Association 640,050 Remaining balance of debt payable
Fund $ 640,050 Total Transfers Out
Vehicle & $ 56,900 Transfer In from General Fund
Equipment 56,900 Portion of one time revenue
Fund $ 56,900 Total Transfers In
Property
$ 250,000 Transfer Out to
General Fund
Tax
50,000
Master plan/survey
Reduction
100,000
Payroll increase/adjustments
Fund
100,000
Operations
75,000 Transfer Out to
Capital Project Fund
75,000
Stagecoach Hills Drainage
$ 325,000 Total Transfers Out
Debt $ 640,050 Transfer In from Visitor Association Fund
Service 640,050 Remaining balance of debt payable
Fund 861,907 Transfer In from 4B Economic Development Fund
861,907 100% revenue paid for debt
$ 1,501,957 Total Transfers In
Capital $ 75,000 Transfer In from Property Tax Reduction Fund
Project 75,000 Stagecoach Hills Drainage
Fund $ 75,000 Total Transfers In
Utility $ 47,000 Transfer Out to General Fund
Fund 30,000 Impact Fees
17,000 Percentage of Master Plan
15,000 Transfer Out to Utility Major Maintenance Fund
15,000 Annual Contribution
$ 62,000 Total Transfers Out
Utility Major $ 15,000 Transfer In from Utility Fund
Maintenance 15,000 Annual Contribution
Fund $ 15,000 Total Transfers In
General $ 105,500 Transfer In from General Fund
Major 72,000 Portion of one time revenue
Maintenance 33,500 Technology/Security funds for court renovation
Fund $ 105,500 Total Transfers In
15
Staffing Levels/Salary & Wage Associated Costs
Staffing in FY 08-09 is proposed to remain the same in all departments with the exception of the
following additions. These positions have been approved contingent upon review of the revenues at
mid -year and Council approval. Funds have been placed in a contingency fund until approved by
Council at mid -year.
Department
Position
Addition
Town Secretary
New administrative clerk
.50
Municipal Court
New court clerk
1.00
Planning & Zoning
New administrative clerk
.33
Human Resources
New administrative clerk
.33
Maintenance/Facilities
New administrative clerk
.17
Parks/Recreation
New administrative clerk
.17
Total Proposed New Positions FY 08-09 2.50
Salary costs have been budgeted at an overall, average 6.10% market increase to move municipal
employees closer to market in pay. However, the percentage of market movement will vary by
position depending on where the position falls within the pay market. A total of $59,512 has been
budgeted for market pay adjustments. Additionally, a total of $30,000 is set aside in the General Fund
for performance (merit) pay adjustments to be administered based on performance evaluation.
Anticipated cost increases have been budgeted at a 6.1% increase for employee health insurance. A
detailed listing of all positions by department is located in the appendix.
16
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 has not performed in the current fiscal year according to original
projections and thus, the estimate for this revenue is lower in FY 08/09. For that reason it is proposed
to transfer $250,000 of funding from the Property Tax Reduction Fund sales tax to off -set the under-
performance of the regular half cent municipal sales tax so as to cover operating expenses in FY 08/09.
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.
For the FY 08/09 Proposed Budget, the following is a summary description of major areas of emphasis
or service level adjustments by department:
❖ 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
FY08/09 for this department are proposed to include:
• Creation of overall Town strategic plan with complimentary Academy strategic plan
limited to outcome measures
• Improving the Town's capital improvement budgeting process
• Develop programmatic budget tied to strategic plan
• Improve 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 08/09
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
• Adopt 2006 Building Codes
❖ 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
17
advisory boards. Major initiatives and service level adjustments for this department in FY 08/09
are proposed to include:
• 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
• Shared additional staff support funded on a 50/50 basis with Texas Student Housing
Authority (TSHA) to address Town Secretary office and TSHA increasing workload. This
support person is contingent upon review of revenues at mid -year.
❖ 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 08/09 provides the following highlights for this department:
• Continued enhancement of public education/prevention programs to extend to all family
members
• The contract with Keller for police, dispatch, jail and animal control services is proposed to
increase by 5.4% from $720,932 to $760,105 in FY 08-09 (there was no increase in FY 07-08
due to Southlake being added to dispatch/jail operations in Keller).
❖ 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 08/09 the department will:
• Add a self-funded court clerk position to implement/monitor fine payment plans. This
support person is contingent upon review of revenues at mid -year.
• Construct court lobby security upgrades
• Equip warrant officer's vehicle with a mobile data terminal (MDT) to enhance warrant
service operations
❖ 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 08/09
new areas of focus for this department include:
• Completing N-1 sewer line transfer to the Trinity River Authority
• Continuing 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
Stagecoach Hills drainage improvement project
18
❖ 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
08/09 will:
• Management of Westlake Academy Arts & Sciences Center capital improvement project
• Facilities Plan to be developed to guide funding of general major maintenance fund
• Support planning efforts on updating the Town's comprehensive plan
❖ 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 08/09, this department will:
• For the second year, pursue and receive the Government Finance Officers Association
Distinguished Budget Presentation Award
• Receive an unqualified audit opinion
• Submit 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 19)
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 08/09:
• 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 08/09 this
Department will pursue:
• Improve use of existing Town staff via out -sourcing of IT management and support services
to a third -party vendor
• Continued emphasis on use of IT to improve delivery of Town services
• Develop a 5 year technology plan
19
❖ Human Resources/Administrative Services (Dept 21)
The HR/Administrative Services Department is a new department in the FY 08/09 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
08/09 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. This support person is contingent upon review of revenues at mid -year.
Fiscal Year 2008/2009 - 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 it is planned to
have a solid waste cost center 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 proposed water and sewer rate increase that was
reviewed recently with the Town Council and is proposed to go into effect in January 2009. The
purpose of this proposed 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. In FY 08/09 it is proposed to utilize monies in this fund
for a variety of uses in accordance with statutory parameters including additional marketing to
grow group business for the Marriott. There are also funds proposed to be used for marketing and
communication efforts of the Town. It is also proposed in FY 08/09 to utilize monies from this fund
to pay debt service expenditures for bonds issued to construct Westlake Academy.
❖ 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
20
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 08/09 it is proposed to use these funds to fund some of the cost of updating the Town's
comprehensive plan as well as General Fund operations. In FY 08/09 it is proposed not to use any
of these PTR funds for debt service (as had been the practice in FY 07/08), and instead, fund those
debt service costs from the Visitors Association Fund.
❖ 4B Economic Development Fund
The 4B Economic Development Fund collects a %Z 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. Focus for this fund in FY 08-09 will include surveying,
implementation of the cemetery master plan, as well as commencement of lot sales.
❖ 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.
❖ Arts and Sciences Center Fund
While this is a capital project, staff recommends tracking it in its own fund due to the number and
complexity of the funding sources.
21
❖ 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.
Capital Improvements and Major Maintenance Projects
In FY 08-09, the following capital improvement projects and major maintenance projects are
proposed for funding:
Capital Projects Fund 410
• Stagecoach Hills Drainage Improvements - $75,000
This project will provide infrastructure drainage improvements in the Stagecoach Hills
subdivision.
• Deloitte Trail Project - $25,000
Connect the trail from the Deloitte project to Vaquero current trails. $1.5M will be provided
by Hillwood for Dove road improvements.
22
• Glenwyck Trail Extension - $15,000
Connect the Glenwyck Farms current trail to the Terra Bella development to the east. Funds
are being held in escrow.
Arts and Science Center Fund 411
• Westlake Arts & Sciences Center - $4,434,361
Phase 1 of this project to include two Sciences labs, art room, main lobby, offices and
restrooms, conference room and half of the parking lot.
Utility Fund 500
• Water Meter Automation - $27,000
Plans are to conclude Mahotea Boone pilot program and investigate other alternatives for
remaining portion of Town.
• TRA Assumption of N1 Sewer Line - $146,501
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". This
project also includes video inspection, excavation to expose lines for inspection, as well as
manhole and sewer main repair work.
General Maior Maintenance Fund 600
• Westlake Academy - Pod B HVAC System Replacement - $7,000
The roof top unit on Pod B may need a new compressor. The unit has to be reset about
every four to six weeks. Due to the location, a small crane will be needed to get the new
compressor on the roof at Westlake Academy Campus
• Westlake Academy - 15 Ton Split HVAC System Replacement - $9,000
Replacement of compressors and/or coils for one of the five 15 ton units at Westlake
Academy campus
• Westlake Academy - Remodel/Expand Dining Hall - $36,000
To expand the Dining Room into the classroom across the hall in Pod G of the Academy and
to purchase additional chairs and tables. Additionally, small amount of remodeling of
service area which would include a new check-out desk.
• Westlake Academy - Remodel Office Space - $5,000
Create two offices out of one current office space at the academy.
23
• Remodel Court Room and Town Office Space - $33,500
Install a 6 inch wooden raised floor to accommodate the Board of Alderman trustees,
Planning and Zoning Board, Texas Student Housing Board and judge seats. Upgrade
recording and audio video system. Remodel current town office space to accommodate
the addition of staff subject to mid -year review.
24
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FY 08/09 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 2008/2009 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.
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,
25
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 two components include a Community Profile and an Appendices section. The Community
Profile contains historical and current information regarding the Town of Westlake. 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, 2008 is presented in its original adopted form, as well as an amended estimate. Actual
totals for the fiscal year ending September 30, 2007 are also presented for comparison.
COMPLIANCE WITH GASB STATEMENT NO. 34
The FY 2008/2009 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.
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
26
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 99-00. 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 %2 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. 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 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.
27
6. FM 1938 Fund is a Texas Department of Transportation project for several surrounding cities.
The Town is responsible for the books for this project.
7. 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.
8. 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.
9. The Arts & Sciences Center Fund tracks the monies related to the new building to be located
on the Westlake Academy Civic Campus.
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
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.
28
• 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 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.
29
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 30th of the following calendar year.
Prior to the beginning of the fiscal year, the Town Manager must submit a proposed budget, which
includes:
• A budget message
• A consolidation statement of anticipated revenues and proposed expenditures for all
funds
• General fund resources in detail
• Special fund resources in detail
• A summary of proposed expenditures by department and activity
• Detailed estimates of expenditures shown separately to support the proposed
expenditure
• A description of all bond issues outstanding
• A schedule of the principal and interest payments of each bond issue
The proposed revenues and expenditures must be compared to prior year revenues and
expenditures.
The budget preparation process begins early in the calendar year with the establishment of overall
town goals, objectives, and analysis of current year operations compared to expenditures. Budget
policies and procedures are reviewed at the same time to reduce errors and omissions. 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.
30
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.
31
FY 2008-2009
BUDGET PREPARATION CALENDAR
DATE ACTIVITY PARTICIPANTS
May 14
Operating & Capital Budget Kickoff
Town Manager, Finance Director
Orientation & Overview:
and staff, Department Heads
- Provide explanations and instructions preparing the FY
2008-2009 budget submissions
- Distribute worksheets to each Department head for
development of Goals & Objectives, Service Level
Adjustments, Operating & CIP budgets
June 6
Goals & Objectives Deadline/Service Level Adjustments
Department Heads, Finance staff
Deadline
June 13
Capital Projects deadline
Department Heads, Finance staff
June 13
Department Operating Budget deadline
Department Heads, Finance staff
Finance department review, revision and compilation of
June 13-20
budget
Finance staff
requests for distribution to Town Manager
June 25
Budget Package delivered to Town Manager
Finance Staff
June 30
Department Budget Hearings begin
Town Manager, Finance Director,
Department Heads
July 15 - 25
Preparation of Proposed Budget for Town Council
Finance staff
August 22
Proposed Budget distribution to the Town Council
Finance staff
And filed with Town Secretary
August 25
Town Council Workshop
Council, Town Manager, Finance
staff, Department Heads
August 22
Publish of Notice of Public Hearing on Budget
Town Secretary
September 8
Public Hearing on Budget
Council, Town Manager
September 8
Adopt Budget
Council
October 1
Fiscal Year 2008-2009 begins
32
Hotel Tax
41
Charge for_'
18%
ALL FUND SUMMARY
General Sales Tax
7fi%
21%
Budgeted Town Revenues — All Fund Types
Revenues and Other Financing Sources
is & Fees
3%
rgovernmental
0%
Fines & Forfeits
5%
tment Earnings
1%
iue
Comparing the adopted FY 07/08 revenues to adopted 08/09 revenues, total Town revenues (all
funding sources) are budgeted at $12,332,388, a decrease of $2,092,558 from the previous year. The
primary decrease in budgeted revenue and other financing sources is comprised of the following: a
bond issuance of $2,500,000 in the prior year, a decrease of approximately $680,000 in sales tax
revenue, an increase of $300,000 for permits and plan reviews related to the Deloitte project, a
decrease in interest income of $111,000, increase in franchise fees of $109,000, additional transfer in
of $190,000 in debt service budgeted for FY 08/09, transfers into the Vehicle and Equipment Fund
and Major Maintenance Funds of $162,400 as well as $250,000 to the General Fund from The
Property Tax Reduction Fund. The net effect of these categories accounts for 98% of the revenue
decrease.
Sales tax revenues are projected to decrease by $670,000 in FY 08/09 from the adopted FY 07/08
budget. In FY 07/08, we estimated the receipt of approximately $900,000 from the Fidelity II project.
The amount of $700,000 has been budgeted in FY 08/09 for the new Deloitte project along with the
remaining $200,000 from the last phase of Fidelity II. Therefore, the increase of one of these sales tax
sources offsets the decrease of the other. Sales tax revenues are appropriated to the General Fund
(50%), Property Tax Reduction Fund (25%), and the 4B Economic Development Fund (25%).
33
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 $4,997,137 (48% of all
revenues not including transfers in or interfund receipts). The Utility Fund represents the second-
largest source of revenue at $2,272,550 (23%). The Property Tax Reduction and the 4B Economic
Development Funds represent the third and forth largest revenue sources, respectively with $839,676
and $832,176.
Revenue for major operating funds will be discussed in greater detail later in the Budget Framework.
Capital Projects
30% .r
Capital Outlay
1%
ED Incentives
3%
Rent & Utilities
2%
Transfers Out
18%
IFA/Debt
11%
Maintenance
2%
Insurance
0%
Budgeted Town Expenditures — All Fund Types
Expenditures and Other Financing Uses
Payroll /Salaries
_ 11%
Payroll
Related
3%
Supplies
2°%
The FY 2009 adopted budget, including all expenditures and other financing uses, for all funds total
$15,541,899, an increase of $3,514,363 from the prior year. The primary growth in budgeted
expenditures is comprised of the projected capital expenditure completion for the construction of the
Arts & Sciences Center totaling $2,008,362 (total budget less prior year's adopted budget) which
represents 57% of the total increase. The amount of $180,000 (5%) of the $640,050 planned to be
transferred out of the Visitors Association Fund for debt payment represents the Town's first payment
on the $2.5 million bond issue for the Arts & Sciences Center.
34
Additional expenditures/transfers out are represented in the amount of $105,500 (3%) transfer out of
the General Fund to the General Major Maintenance as well as $56,900 (2%) to the Vehicle &
Equipment Fund. Additionally, $250,000 will be transferred from the Property Tax Reduction Fund in
the amount of $325,000 for capital projects, payroll increases/adjustments, master plan and survey,
and General Fund operations (16%). See Page 15 for detail of each Transfer Out.
The Town's largest operating fund is the General Fund, which provides $4,997,137 in funding for the
majority of services available to Town residents through 11 departments.
The second largest operating fund is the Utility Fund, providing $2,272,550 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 $529,000 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.
Fund Balances
The October 1, 2008, budgeted Town fund balances total $10,404,457 an increase of $4,242,805
(70%) from the October 1, 2007 total.
■ The General Fund posted a decrease of $311,280 primarily due to a $200,000 transfer of
designated funds regarding the Arts & Sciences Center. The ending fund balance will provide
for 228 days of operations.
■ The Visitors Association Fund increased by $126,155. The ending balance will provide for
1,459 days of operations.
■ The Utility Fund's working capital balance increased $450,045. The majority of this amount
was due to several capital projects that were not funded or completed during the FY 07/08.
The ending balance provides for 311 days of operations.
■ The Arts & Sciences Center posted an increase of $3,383,420, primarily due to the construction
of the building not starting during FY 07/08 as had been planned plus an additional $800,000
unanticipated contribution to this project and the receipt of the $2.5 million bond proceeds.
Construction will begin in the fall of FY 08/09.
35
Estimated Fund Balances -All Funds
Funds
Projected
Beginning
Fund
Balance
10/1/2008
Projected
Revenues
and Other
Funding
Sources
Projected
Expenditures
and Other
Funding
Uses
Net
Net
Change
Projected
Ending
Fund
Balance
9/30/2009
Percent
of all
Funds
General
100
$ 2,765,019
$ 4,997,137
$ 4,946,832
$ 50,305
$ 2,815,324
39%
4B Economic Development
200
327,039
832,176
861,907
(29,731)
297,308
4%
Visitors Association
220
1,309,177
529,000
1,114,527
(585,527)
723,650
10%
FM1938
252
249,326
0
0
0
249,326
3%
Cemetery
255
58,606
21,550
46,843
(25,293)
33,313
0%
Vehicle/Equip Replacement
257
0
56,900
6,900
50,000
50,000
1%
Property Tax Reduction
260
578,064
839,676
325,000
514,676
1,092,740
15%
Debt Service
300
0
1,501,957
1,501,957
0
0
0%
Capital Projects
410
75,760
100,000
115,000
(15,000)
60,760
1%
Arts & Sciences Center
411
3,383,420
1,050,942
4,434,362
(3,383,420)
0
0%
Utility
500
1,588,047
2,272,550
2,098,070
174,480
1,762,527
25%
Utility Major Maintenance
510
35,000
15,000
0
15,000
50,000
1%
General Major Maintenance
600
35,000
105,500
90,500
15,000
50,000
1%
TOTAL
$ 10,404,457
$ 12,322,388
$ 15,541,899
$ (3,219,511)
$ 7,184,946
100%
Visitors
Associ
10'
413 Econ(
Develops
4%
Gene
399
Cemetery
0% \/ohirlo/Gn iin Property Tax
36
1%
ital Projects
1%
Is & Sciences
Center
0%
Utility
25%
3jor Maint
_%
Total Authorized Positions
Two and one-half additional positions are proposed for the FY 08/09. The first position is
administrative in nature to be shared by the Planning & Zoning, Human Resources and Administrative
Services, and the Maintenance and Parks Departments. A second position will be a self-funded court
clerk and the one-half person will assist the Town Secretary. The funding of these positions is
contingent upon a review of revenue at mid -year.
Public
Works
5%
Facilities
Maintenance
3%
1-1
_ �\
Finance Park &
10% Recreation
1 3%
HR and
Admin Services
5%
Administrative
10%
Planning
�& Zoning
5%
Town
Secretary
5%
Emergency Services
FY 2008-2009 Authorized Personnel by Department
37
Classification
Total
%
11
Administrative
3.00
10%
12
Planning & Zoning
1.00
5%
13
Town Secretary
1.00
5%
14
Emergency Services
11.00
37%
15
Municipal Court
4.00
17%
16
Public Works
1.50
5%
17
Facilities Maintenance
0.75
3%
18
Finance
3.00
10%
19
Park & Recreation
0.75
3%
21
HR/Admin Services
1.00
5%
TOTAL
27.00
100%
37
GENERAL FUND
Revenues
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 08/09 are
projected to be $4,997,137, a 14% increase of the estimated FY 07/08 total of $4,371,794.
Transfers In
Misc Revenue 14%—\
1%
Investment Earnings-----
1%
Fines & Forfeitures/
12%
Intergovernmental
0%
Permits & fees
30%
Sales & Use Taxes
General Sales
Tax
30%
Budgeted Revenues - General Fund
Mixed Beverage Tax
/ 0%
Fees
12%
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.
38
Sales tax receipts continue to be one the Town's single largest revenue source, comprising 33% of
General Fund revenues. Sales taxes in the General Fund are budgeted to decrease by $13,108 from
the estimated year-end balance. A total of $453,678 is estimated in FY 07/08 to be received due to
the construction of the new Fidelity campus. The General Fund portion of the budgeted FY 08/09
sales tax is $116,428 for Fidelity and $348,241 for the new Deloitte project. The economic
development agreement for both projects requires a 1% sales tax rebate to the developers. As can be
seen, the revenue totals on these agreements are comparable and the remaining sales tax is
budgeted to remain flat. 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.
3750000
3500000 3,354,920
3,328 ,704
3250000
3000000
2750000 2,9130,342
2500000 -
2250000 -
2000000 1,765,371 1,989,212
1750000
FY 03/04 FY 04/05 FY 05/06 FY 06/07 FY 07/08 FY 08/09
actual actual actual actual Projected Proposed
Sales Tax Revenue Trend
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. Overall, franchise taxes are expected to increase by 5% in FY 08/09 from
the FY 07/08 estimated amount.
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 increase approximately $347,426 (31%). The major portion of
this increase is contributed to the Deloitte campus project and gas well site and drilling permits.
39
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 2008-
2009. Budgeted citation revenue for FY 08/09 is $649,683. Estimated FY 2007/2008 has been
reduced to $609,598 due to police enforcement creating fewer potential violations. The estimated
2008/2009 budget of $649,683 is a 7% increase over estimated 07/09 totals.
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
FY 03/04
actual
Miscellaneous Revenue
FY 04/05 FY 05/06 FY 06/07 FY 07/08 FY 08/09
actual actual actual Projected Proposed
Court Revenue Trend
Miscellaneous revenue includes the sale of printed materials, interest earned, and parks &
recreation fees.
Trnncfarc 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 $1,675,627) 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 $30,000, an increase of $5,000 from estimated year-
end FY 07/08. $17,000 is also being proposed to be transferred for the utility portion of the
updated master plan. Staff has also proposed a transfer in from the Property Tax Reduction Fund
to cover one-time expenditures as well as General Fund operating and maintenance costs. This
transfer represents $250,000 (84%) of the total $297,000 transfer in.
40
Supplies
4%
Payroll Relat(
Benefits
9%
Expenditures
SPrvirP-,
Insurance Repair &
o Maintenance
0/0 , r ao/
lities
Payroll /Salaries
28%
Projected Expenditures by Function — General Fund
nomic
opment
ntives
3%
Capital Outlay
3%
)ut
FY 2008/2009 operating expenditures and transfers out in General Fund total $4,946,832,
compared with adopted FY 07/08 budget of $4,364,158 and estimated year-end balance of
$4,683,075. This represents a 7% increase in expenditures and transfers out from the estimated
year-end balances. Approximately 30% of the increase is due to employee and related
expenditures. These include the addition of the Town Manager as an employee, opposed to a
service contract, two and one/half new positions (allocated over several funds and contingent
upon review of reviews at mid -year), insurance and TMRS cost increases, and performance based
salary adjustments based on updated salary survey information for similar positions in surrounding
cities. Previously, the Town Manager was on contract with the Town and was not included in the
Payroll and related benefits. Ten percent (10%) of the increase is due to the increase of services,
including $30,173 increase in the Keller Police contract and $63,250 for third -party inspection and
additional consultants related to the Deloitte campus. Transfers out FY 08/09 are projected to total
$162,400, a decrease of $127,617 from the previous year's estimated year-end total. The majority
of this transfer represents one-time revenue which is being transferred out for capital projects, and
to build up the General Major Maintenance and Vehicle & Equipment Replacement Funds.
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
41
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.
In the FY 07/08 budget, personnel expenditures remain the largest single expenditure category,
accounting for 37% of all General Fund expenditures. This represents the same percentage as the
estimated year-end balance in FY 07/08.
Fund Balance
The audited fund balance of the General Fund as of October 1, 2007 was $3,076,299. The FY 07/08
Adopted Budget projected an excess of revenues and other financing sources over expenditures
and other financing uses by $663,086 due primarily to the additional fees and permits related to
the Fidelity campus project as well as a projected increase in sales tax. This resulted in a budgeted
ending fund balance of $3,739,385. Revised revenue and expenditure estimates for FY 07/08
project excess of expenditures and other financing uses over revenue and other financing sources
by $311,280, a $974,366 decrease from the adopted budget. This decrease is primarily due to the
reduced collection of sales tax during the fiscal year, the search for a Town Manager and Head of
School for the Westlake Academy, and funding of an Interim Town Manager and a new Town
Manager simultaneously for a portion of the fiscal year. The fund balance as of September 30,
2008 is estimated at $2,765,019 and the undesignated/unrestricted balance represents coverage
for 228 operating days.
The FY 08/09 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.
42
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. Additional duct bank revenue in FY 08/09
will depend upon the completion of the last approved subdivision, Terra Bella located on Dove and
Sam School Rd.
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
increase in water and sewer rates and/or rate structures based on a study performed in FY 07/08.
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.
43
Misc Rev
0%
Impact fees_�I
1%
Sewer Revenue
Interest Earned 17%
2%
enue�
Tap Fees
1%
Waste
Management
2%
Debt Service
Areas
4%
Budgeted Revenues — Utility Fund
Water Revenue
73%
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 08/09 revenues are
budgeted at $2,272,550, a 1% increase over the FY 07/08 estimated year-end budget of $2,252,743.
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
07/08 indicates that a rate increase is needed to recover actual cost of services. FY 08/09 revenues
are based on a new rate structure that will be taken to the Town Council for approval during the
fall of 2008.
44
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; and
anticipates steady growth in leases as the town grows.
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. No reductions in wastewater rates are
planned at this time.
Waste Management
During the FY 07/08 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.
2,300,000
2,100, 000
1,900,000
1,700,000
1,500,000
1,300,000
1,100, 000
FY 03/04 FY 04/05 FY 05/06 FY 06/07 FY 07/08 FY 08/09
actual actual actual actual Projected Proposed
Utility Fund Revenue Trend
45
Water
Purchases/Peak
Pymt
44%
Expenses
Insurance
GL/Auto/Property Repair &
0% Maintenance
4%
Rent & Utilities
5%
Interfund
^Payments/Debt
/ 10%
am
Capital Outlay
----j' 3%
Total Transfers Out
3%
Capital Projects
8%
J Payroll
Payroll Related 8%
1%
2%
Budgeted Expenses — Utility Fund
FY 08/09 operating expenses in the Utility Fund are projected at $1,924,569; a 1% decrease from FY
07/08 adopted operating expenses of $1,943,708 and $121,871 (7%) greater than estimated year-end
FY2007/2008 budget. The Utility Fund will continue to fund capital projects that are necessary for
infrastructure expansion and maintenance.
46
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 08/09 are projected to be $529,000, a 4% increase from the adopted FY
07/08 budget, and a 9% increase from the FY 07/08 year-end estimate. This is attributed to the
projected $20,000 increase in Hotel Occupancy Tax after completion of the 94 room expansion of the
Marriott Solana hotel in 2007/2008.
Hotel Occupancy
Tax
90%
Public Arts Income
1%
Interest Income
6%
Historical Board
Income
1%
Arbor Days Income
2%
Budgeted Revenues —Visitors Association Fund
Expenditures
Operating expenditures are budgeted to be $474,477 for FY 08/09. This is an 87% increase from the
adopted budget due mostly to the increase in Marriott marketing expense and additional contracted
services related to marketing and website development and maintenance. These two expenses total
approximately $150,000 of the $220,434 increase.
47
Transfers out
Transfers out for FY 08/09 are projected to be $640,050 which represents debt service payment for
bonds issued to construct the Westlake Academy facilities. Previously, the bond payment came from
the Property Tax Reduction Fund and the 4B Economic Development Fund.
Capital Outlay
0%
Rent & Utilities
2%
Services
20%
Transfers Out
67%
Supplies) Payroll Related
2%
2%
Payroll
7%
Budgeted Expenditures & Transfers Out - Visitors Association Fund
48
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 08/09 revenues are anticipated to be $832,176, approximately the same as the estimated year-end
budget. Projected FY 07/08 year-end tax revenue from the Fidelity project is $226,838. The 4B
portion of the budgeted FY 08/09 sales tax is $58,214 for Fidelity and $174,121 for the new Deloitte
project. As can be seen, these totals are comparable to the previous year and the remaining sales tax
is budgeted to remain flat.
Expenditures and Other Uses
Transfers out to the Debt Service Fund for FY 08/09 are projected at $861,907, the total of the
anticipated revenues and 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 08/09 revenues are anticipated to be $839,676, approximately the same as the estimated year-end
budget. FY 07/28 year-end tax revenue from the Fidelity project is $226,838. The PTR portion of the
budgeted FY 08/09 sales tax is $58,214 for Fidelity and $174,121 for the new Deloitte project. As can
be seen, these totals are comparable to the previous year and the remaining sales tax is budgeted to
remain flat.
Expenditures and Other Uses
Transfers out to the General Fund totaling $250,000 and a transfer of $75,000 to the Capital Projects
Fund are budgeted for FY 2008/2009. Previously debt service payments were made from this fund
but are proposed to be paid from the Visitors Association Fund for FY 08/09. The transfers out to the
General Fund are to cover one-time costs and operating expenditures.
49
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 07/08.
Revenues
Revenues for FY 08/09 include section sales, perpetual care and interment, and marker sales that are
budgeted at $21,550. This is a $60,213 decrease from the previous year due to the contribution of
$71,763 which was received when the cemetery was turned over to the Town.
Expenditures
Budgeted expenditures include surveying, a master plan, sale of lots, as well as maintenance, etc.
These total $46,843 for FY 08/09.
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 07/08 year-end, there is a fund balance in the amount of $251,826 in this fund.
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
50
Revenues
Current debt service on the Westlake Civic Campus is paid by 4B Economic Development funds and
will be supplemented by the Visitors Association Fund for FY 08/09.
Expenditures
Expenditures for the Debt Service Fund are budgeted at $1,501,957, an increase of $185,643 from FY
07/08. This increase is due to the $2.5 million 2008 General Obligation debt issued for the
construction of the Arts & Sciences Center.
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 Projects 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 08/09 revenues and other financing sources are anticipated to be $100,000, a decrease of
$133,277 from the estimated year-end budget of FY 07/08. $75,760 will be designated for the
remaining portion of capital projects now in progress. See the Proposed Capital Improvement
Projects on page 135 for detail of these projects.
Expenditures
Expenditures for FY 07/08 are projected at $115,000, a decrease of $42,995 from the FY 2007/2008
estimated year-end budget of $157,995.
51
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 07/08 as well as contributions and grants.
Revenues and Other Financing Sources
FY 2008/2009 revenues and other financing sources are anticipated to be $1.04M. Estimated fund
balance at the end of FY 2007/2008 will be $3.38M. In order to cover private donations pledged for
this project, it is proposed to designate in the General Fund an additional $305,467 as a potential
inter -fund loan to cover these private donations expected to be received over FY 08/09 and 09/10.
Expenditures
Capital project expenses of $4,434,362 are budgeted for FY 08/09, making the total Phase I project
total $5,274,421.
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 General Fund of one-time revenue is budgeted in the amount of $56,900 to
build up the balance in this fund to help avoid future funding shortfalls.
Expenditures
A budget of $6,900 has been adopted to replace equipment for the Town Secretary and the EMS/Fire
Department.
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.
52
Revenues and Other Sources
The anticipated revenues and other resources for FY 08/09 is $105,500 which is a transfer from the
General Fund of one-time revenue.
Expenditures
Included in the FY 08/09 budget in the amount of $90,500 is the replacement of HVAC equipment for
the Academy, remodel of the dining hall and office at the Academy, and the renovation of the
Courtroom to be a dual purpose room for Court and Council meetings.
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 08/09 is a $15,000 transfer from the Utility Fund. 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
There are no expenses proposed for FY 08/09. The fund balance is projected to be $50,000 at year-
end.
53
This page is intentionally blank
Strategic Plan
Key Result
Areas Impacted:
Inviting Residential and
;orporate 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
FUND BALANCE, BEGINNING
$
Adopted
Amended
Adopted
$
Actual
Budget
Budget
Budget
FY 06/07
FY 07/08
FY 07/08
FY 08/09
FUND BALANCE, BEGINNING
$
3,265,162
$
3,076,299
$
3,076,299
$
2,765,019
RECEIPTS:
General Sales Tax
1,465,171
2,000,000
1,677,460
1,664,352
Mixed Beverage Tax
14,066
14,943
13,300
13,300
Franchise Fees
560,311
535,278
610,815
643,780
Permits & fees
900,120
1,472,746
1,259,249
1,610,175
Intergovernmental
-
3,000
5,865
5,865
Fines & Forfeits
651,089
665,683
610,772
650,883
Investment Earnings
165,104
165,811
82,811
54,500
Misc Revenue
31,787
19,783
86,523
57,282
Contributions
100,000
-
-
-
Transfers In
43,976
50,000
25,000
297,000
Other Sources
23,000.00
100,000.00
-
-
TOTAL RECEIPTS
$
3,954,624
$
5,027,244
$
4,371,794
$
4,997,137
DEDUCTIONS:
Payroll /Salaries
1,071,490
1,197,259
1,310,115
1,448,633
Payroll Related & Benefits
328,871
419,124
402,738
452,308
Supplies
146,385
192,520
206,492
200,143
Services
1,426,916
1,467,939
1,498,002
1,674,915
Insurance
31,987
32,099
30,872
27,192
Repair & Maintenance
142,404
193,870
186,796
199,470
Rent & Utilities
176,581
256,103
254,945
254,626
Economic Development Incentives
141,197
368,259
468,116
500,211
Capital Outlay
77,532
24,735
34,980
26,934
Transfers Out
1
600,123
212,250
290,017
162,400
TOTAL DEDUCTIONS
$
4,143,487
$
4,364,158
$
4,683,075
$
4,946,832
Excess Revenue Over (Under) Deductions
188,863)
663,086
311,280
50,305
FUND BALANCE, ENDING
3,076,299
3,739,385
2,765,019
2,815,324
Restricted/Designated Funds
558,554
654,185
315,274
563,373
UNDESIGNATED FUND BALANCE, ENDING
$
2,517,745
$
3,085,200
$
2,449,745
$
2,251,950
# Days Operating
274
297
228
192
Restricted/Designated Funds
Court Technology
10136
52,067
50,000
69,670
50,150
Court Security
10137
81,118
70,000
94,233
56,550
Court Efficiency
10138
1,185
10,000
2,186
2,021
Trail Escrow
10132
75,000
75,000
-
-
Glenwyck Farms Trail
10134
149,185
149,185
149,185
149,185
A&S Building Pledges Receivable
-
305,467
TSH contribution for A&S Bldg
10135
200,000
300,000
-
-
Total Restricted/Designated Funds
$
558,554
$
654,185
$
315,274
$
563,373
54
Permits
& fees
30%_
Franchise
Fees
12%
Fines &
Inter- Forfeitures
Governmental 12%
0%
Investment
Earnings
Misc
1%
Revenue
1%
l Tra nsfers
/ In
14%
L Mixed
Beverage Tax
0%
!ral
Sales Tax
30%
Total Projected Revenues $4,9979137
55
Emergency Services
38%
Town —,-'
Secretary
3%
Planning & Zoning
4%
ministrative
25%
Municipal Court
8%
Public Works
5%
Facilties
Maintenance
6%
Finance
4%
Parks &
Recreation
2%
—information
Technology
1%
HR/Admin
Services
1%
Total Projected Expenditures $439463832
Supplies
4%
Payroll-//
Related
& Benefits
9%
Services
34%
Insurance
1%
AM
Payroll /Salaries
29%
Repair &
Maintenance
4%
Rent & Utilities
5%
----Economic
Development
Incentives
10%
Transfers Out
3%
Capital
Outlay
1%
Total Projected Expenditures $ 419463832
57
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 2008 estimated 2009
proposed
0 General Fund A 4B Fund PTR Fund
1.00% General Fund
0.50% Property Tax Reduction Fund
0.50% 4B Economic Development Fund
Note 1: The payment of $649K received in February 2006 was an anomaly.
58
Water Main peak Payment 377 Water Sewer Line GW Farms 100.15205.00
Extensions Line "A" Waterline 11 500.23001.00
Pymt
#
Payment
Date
Beginning
Balance
$57,600
$95,000
$4,895
$1,515
$25033
$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 0
TOTAL $ 57,600 $ 95,000 $ 4,895 $ 1,515 $ 2,033 $ 161,043
59
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
-
-
-
536,374
21,461
85,814
107,275
429,099
-
-
-
429,099
17,477
18,281
35,758
393,341
16,426
19,333
35,758
357,582
15,314
20,444
35,758
321,824
14,138 21,620 35,758 286,066
8
09/30/09
286,066
12,895
22,863
35,758
250,308
9
09/30/10
250,308
11,581
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
I
I $
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)
'•1
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 Board of Aldermen, 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 Board of Aldermen, preparation and
submission of an annual municipal budget for Board review and adoption, as well as the
implementation and oversight of
the adopted budget throughout
its effective fiscal year.
The Town Manager guides,
coordinates, and facilitates
recommendations to Board on
strategic planning initiatives
and policies as well as their
implementation.
Responsible for attracting,
retaining, and developing a municipal/educational work
force for delivering top quality municipal and Academy services.
61
Trends
® Residential growth has slowed over the last twelve
months, but has been steady.
• Commercial growth has continued with construction
progressing on Fidelity Phase II which will generate
2,500 new jobs to be housed in the 600,000 sq ft
facility that will double Fidelity's Westlake presence.
• The general half -cent municipal sales tax has declined,
but the half -cent sales tax for property tax reduction is
off -setting this reduction.
® 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.
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
Board of Aldermen of the Town's financial condition and future needs in a timely manner.
® Assist the Board of Trustees/Aldermen and Head of School with the growth and development of
Westlake Academy.
Provide support for Board appointed advisory committees and commissions.
2008 Highlights
® Increased services in all areas of operations without recommending an ad valorem property tax.
® Deloitte Announcement -formal designation of Westlake as the site for this $300 million learning
and leadership center has been made by the company with construction to begin in 2009.
62
® Westlake Academy Arts & Sciences Building- General obligation bonds totaling $2.5 million were
issued by the Town in April of this year to fund a portion of the cost of this estimated approximate
$4.5 million addition to the Academy physical plant. This addition will add much needed science
laboratory/class room space for Academy students.
® 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.
• Retail Development (Westlake Corners) - Westlake's first stand-alone retail development began at
the intersection of SH 170 and US 377 with zoning and site planning and construction planned to
begin later this year.
2009 Goals and Objectives
r Oversee and facilitate process to update all
components of the Town's comprehensive plan.
+t
Integrating municipal and Academy operations into
a cohesive, unified organization.
L Improve Academy management and internal
support systems.
Creation of an overall Town strategic plan with
complementary Academy strategic plan linked to
outcome measures.
Improve citizen outreach and communication.
Develop 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.
63
FY 2008/2009 Operating Budget
General Fund Departmental Summary
11 - Administrative
Revenues
-
u Contributions
90%
Sales Tax $
1,465,171 $
2,000,000 $
1,677,460 $
1,664,352
Mixed Beverage
14,066
14,943
13,300
13,300
Franchise Fees
560,311
535,278
610,815
643,780
Permits and Fees
92,283
31,761
2,300
2,300
Investment Earnings
150,030
151,311
74,311
40,000
Misc Income
5,572
1,783
30,143
11,800
Contributions
100,000
-
-
-
Total I $
2,387,433 $
2,735,076 $
2,408,329 $
2,375,532
Expenditures
-
u Contributions
90%
Payroll $
38,109 $
37,342 $
97,507 $
165,430
Payroll Related
9,938
10,861
23,943
46,477
Supplies
22,374
17,662
24,883
24,108
Services
313,536
296,244
327,950
338,231
Insurance
26,403
26,406
24,988
21,513
Rent/Utilities
119,035
144,166
152,263
152,264
Capital Outlay
14,687
-
1,021
-
Economic Dev. Incentives 1
141,197 1
368,259
468,116 1
500,211
Total $
685,280 $
900,940 $
1,120,673 $
1,248,234
Proposed Revenues FY 08/09
100%
-
u Contributions
90%
-
80%
- id Misc Income
70%
-
® Investment Earnings
60%
50%
0 Permits and Fees
40%
W Franchise Fees
30%
O Mixed Beverage
20%
-
10%
- NSales Tax
0%
64
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Proposed Expenditures FY 08/09
LA Economic Dev. Incentives
W Capital Outlay
W Rent/Utilities
0Insurance
N Services
W Supplies
0 Payroll Related
H Payroll
FY 2008/2009 Operating Budget
Personnel Summary and Allocation
11 - Administrative
Town Manager1.00
1.00
1.00
1.00
General Fund
70%
70%
70%
70%
Visitor Fund
15%
15%
15%
15%
Utility Fund
15%
15%
15%
15%
Executive 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%
Total Employees
2.00
2.00
2.00
2.00
General Fund
70%
70%
70%
70%
Visitor Fund
15%
15%
15%1
5%
Utility Fund
15%
15%
15%
15%
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Proposed Personnel Allocation FY 08/09
General Fund Visitor Fund
65
15%
Utility Fund
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 FY2008/2009 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
O FY 04/05 Actual
■ FY05/06 Actual
O FY06/07 Actual
O FY07/08 Projection
■ FY08/09 Projection
Percentage of expenditures in comparison to revenues generated
Actual Adopted Estimated Projected
FY 06/07 FY 07/08 FY 07/08 FY 08/09
Revenue $637,640 $1,256,530 $1,136,824 $1,484,250
Expenditure $161,655 $127,593 $127,354 $218,703
% Comparison 25% 10% 11% 15%
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.
2008 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.
2009 Goals and Objectives
IN
Prepare ordinances for adoption by the Board of Aldermen that will
■ Regulate gas drilling and pipelines
■ Update the comprehensive plans.
o Land Use
,art
o Master Thoroughfare _ -4 �` a� Al
o Open space / Trails Master plan
o Water and Sewer Master plan
o Streetscape / Landscape Master plan M
Update all departmental information on the town web site.
Adopt the 2006 Building Codes and recommended amendments.
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.
67
FY 2008/2009 Operating Budget
General Fund Departmental Summary
12 - Planning and Zoning
Revenues
Adopted
Amended Adopted
625,340 $ 1,247,530 $ 1,012,300 $
ctual
rr�
Budget
Budget Budget
115,000
FY 06/07
FY 07/08
FY 07/08 FY 08/09
Revenues
Permits and Fees $
625,340 $ 1,247,530 $ 1,012,300 $
1,353,750
Development Fees
- - 114,724
115,000
Misc Income
12,300 9,000 9,800
9,000
Total $
637,640 $ 1,256,530 $ 1,136,824 $
1,477,750
Expenditures
Payroll
$ 58,263 $
70,188 $
71,008 $
75,600
Payroll Related
18,147
28,143
27,834
26,425
Supplies
7,152
9,300
8,800
8,800
Services
76,181
19,350
18,600
106,850
Maintenance
-
-
500
500
Insurance
612
612
612
528
Capital
1,300
-
-
-
Total
$ 161,655 1 $
127,593 1 $
127,354 1 $
218,703
Proposed Revenues FY 08/09
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
V Misc Income
0 Development Fees
0 Permits and Fees
.:
Proposed Expenditures FY 08/09
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
* Insurance
o Maintenance
Li Services
o Supplies
o Payroll Related
IN Payroll
FY 2008/2009 Operating Budget
Personnel Summary and Allocation
12 - Planning & Zoning
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%
Records Clerk
-
0.20
0.20
-
General Fund
0%
100%
100%
0%
Visitor Fund
0%
0%
0%
0%
Utility Fund
0%
0%
0%
0%
New Admin Clerk *
-
-
-
-
General Fund
0%
0%
0%
0%
Visitor Fund
0%
0%
0%
0%
Utility Fund
0%
0%
0%
0%
Total Employees
1.00
1.20
1.20
1.00
General Fund
100%
100%
100%
100%
Visitor Fund
0%
0%
0%
0%
Utility Fund
0%
0%
0%
0%
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Proposed Personnel Allocation FY 08/09
General Fund Visitor Fund Utility Fund
* Approved position upon review of revenue at mid -year
.•
Key Result Areas Affected
® High Quality Services
® Citizen Engagement
® Citizen Communication
Program Description
o Perform tasks outlined in the Texas Municipal Law To "VN OF WES TLA and Procedure for General Law Type A Cities as well TOWNS-EC`REAR.IY
��USSTUDENfA SlN
as tasks related to the support of the 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.
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
Projected Actuals =M
68
72 94 103
97 100
81
2004-05
2005-06 2006-2007
2007-08
2008-09
70
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
Actual Awarded Projected
910 836 836
111 187 187 I E 0
853 877
168 211
• 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.
Program Broad Goals
• A commitment to leadership that ensures quality public service based on honesty, dependability,
integrity, consistency, respectfulness, and fairness.
t 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.
f 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.
i Maintain all permanent Town records in digital form.
71
2008 Highlights 1W
* Conducted General and Special elections.
* Developed and implemented first phase of a paperless agenda process.
• Prepared minutes for approval in a timely manner.
2009 Goals and Objectives
* Conduct Records Inventory for the Town's Secretary's Office and establish a records controls
schedule for said records.
• Continue to evaluate paperless agenda preparation process and seek efficiency solutions.
* Attend TMCA Graduate Institute — October 2-3, 2008 (required for State recertification).
* Attend TMCA Election Law Update — August 2009 (required for State recertification).
72
FY 2008/2009 Operating Budget
General Fund Departmental Summary
13 -Town Secretary
revenues
SH Salary Reimbursement 18,492 25,828 25,675 27,382
Total $ 18,492 $ 25,828 $ 25,675 $ 27,382
Expenditures
Payroll
$ 50,865 $
73,795 $
74,560 $
78,233
Payroll Related
13,203
18,432
18,081
18,016
Supplies
2,689
3,100
4,234
3,100
Services
28,395
19,210
28,912
21,517
Capital Outlay
-
-
-
-
Total
$ 95,152 $
114,537 $
125,787 $
120,866
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Proposed Revenues FY 08/09
0 TSH Salary
Reimbursement
73
Proposed Expenditures FY 08/09
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
L. Capital Outlay
V Services
W Supplies
■ Payroll Related
H Payroll
FY 2008/2009 Operating Budget
Personnel Summary and Allocation
13 -Town Secretary
Town Secretary
1.00
1.00
1.00
General Fund
100%
100%
100%
Visitor Fund
100OX-0
0%
0%
0%
Utility Fund
0%
0%
0%
New Admin Clerk *
-
-
-
-
General Fund
0%
0%
0%
0%
Visitor Fund
0%
0%
0%
0%
Utility Fund
0%
0%
0%
0%
Total Employees
1.00
1.00
1.00
1.00
General Fund
100%
100%
100%
100%
Visitor Fund 1
0%
0%
0%
0%
Utility Fund 1
0%
0%
0%
0%
Proposed Personnel Allocation FY 08/09
* Approved position upon review of revenue at mid -year
Key Result Areas Affected
o Citizen 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, public education, and law enforcement activities
directed especially at supporting Court and Academy security.
® 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 and Prevention, Emergency Medical Services, and Law
Enforcement — while partnering with other towns and cities, as well as private and public,
organizations to expand services.
Trends
® The level of activity can be categorized into three main areas: emergency response to Fire,
Emergency Medical Services, and other public emergency incidents; training; and fire prevention
duties associated with inspections and public education.
® Response trends show a steady growth rate. Responses are approximately 62% Emergency
Medical Services based compared to 38% Fire and Rescue based incidents.
500
400
300
200
100
0
2006-07 2007-08
75
Westlake Response
Summary Total EMS
calls
Westlake Response
Summary Total Fire calls
-- Total Responses -All
Types
• 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.
• Departmental training targets personnel development that enhances our current services and prepares for
assumption of contracted services as the budget and demand dictates.
• Continuing education combined with increases in Federal and State mandates place additional demands on
the Department.
PER PERSON -AVERAGE
OFFICER DEVELOPMENT
FIRE INSPECTOR
NATIONAL FIRE ACADEMY
HAZARDOUS MATERIALS
LAW ENFORCEMENT
EMS
FIRE
TRAINING
138
40
0
92
89
223
186
810
0 100 200 300 400 500 600 700 800 900
Program Broad Goals
• Provide safe, efficient, and professional emergency services to the Town.
• Continue to improve services and support other Town Departments, i.e. providing security for Court
sessions for the Municipal Court and assisting the Warrant Officer as necessary in the performing of
that office's duties; Public Works in maintaining and mapping the Town's infrastructure; and
assisting the Building Official with code compliance issues.
• Plan for the future by training personnel to assume the roles that are currently contracted out as
budget allows.
• Maintain professionally necessary certifications for personnel.
• Increase prevention and public education programs by providing a variety of family oriented safety
and prevention classes for residents.
• Continue expansion of our business prevention and inspection programs.
• Complete the Lieutenant promotional examination process that consisted of a peer panel review, a
written examination, a tactical and strategic planning presentation, and an assessment center.
76
2008 Highlights
® The Department implemented an annual "In -Company" Inspection Program for all non-residential
occupancies. The Department now does all inspections without contracted services.
® Transitioned from a paper EMS billing service to a computer internet based system. The approval by
the Board of Intermedix, Inc. allows the Department to electronically submit EMS patient
information in real time and track the billing process via the internet.
® Conducted numerous CPR classes and trained individuals at the Solana Fitness Center in the use of
automatic external defibrillators (AED).
0
® Department personnel completed
Fire Inspectors course, Police academy,
and Highway Incident Management
courses.
Along with Public Works and the
Building Officials, the Department saw
the successful remodeling and occupancy
- of the buildings in Solana — Campus Drive
location by First American Mortgage
Corporation, remodeling of a portion of
} the Daimler Chrysler building bringing
that facility to capacity, and the
remodeling of all guest rooms at the
Marriott Hotel.
Completed the transition from the Baylor Medical Control System to the South Denton County
Medical Control System. This system is still under the direction of Dr. John Ansohn and is closely
associated with Baylor Regional Medical Center Grapevine and the other member cities of the old
system.
® The re -banding process, while not complete due to adjoining systems and the State wide
inoperability initiative, is 80% done on the local level.
2009 Goals and Objectives
® Continue monitoring the revenue enhancement streams to fund public safety needs and activities.
® Continue personnel training necessary for expansion of services emphasizing the Town's needs, the
public's demands, and the flexibility afforded the Department.
® Complete the radio re -banding process.
® Complete the current round of the FEMA and state grants by applying for apparatus, specialty
rescue equipment and training funds.
® Continue training staff (Academy and Town) in the use of CPR and AEDs (Automatic External
Defibrillators).
77
Continue NIMS (National Incident Management System) training for public officials and staff.
Continue performing emergency drills for local business as they relate to fire, severe weather, and
criminal activities.
Continue the International Code update process by proposing locally amended codes based on
NCTCOG suggested amendments and their adoption - including a review and adoption where
appropriate of a new fee structure.
Complete the red light camera program. Cameras
are to be installed by Traffipax at the JAN -
intersections of Hwy 170 and Hwy 377, and Hwy
114 and Trophy Lake.
Continue required training for all personnel in all
disciplines of certification.
Enhance our public education and prevention _
programs to include all members of the family. _
Target subjects include home safety principles,
health and medical awareness programs such as
the use of alcohol and tobacco by school age
children, crime prevention tips, 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.
IN
FY 2008/2009 Operating Budget
General Fund Departmental Summary
14 - Fire/Emergency Services
Revenues
Permits and Fees $
163,992 $ 177,680 $
113,430
647,613 $
IntergovernmentaI
- 3,000
5,865Fines F$712g3,450
183,950
and Forfeits
1,393 4,500
1,174
Supplies
Total $
165,385 $ 185,180 $
120,469 $
130,515
Expenditures
Payroll
$ 603,023 $
647,613 $
660,681 $
685,786
Payroll Related
183,950
221,563
195,209
221,307
Supplies
60,160
67,288
76,696
78,390
Services
784,382
804,090
783,508
835,117
Maintenance
160
370
605
16,470
Insurance
4,055
4,165
4,090
3,962
Rent/Utilities
15,793
22,630
16,975
16,655
Capital Outlay
1,810
16,400
18,965
17,102
Total
$ 1,653,332 $
1,784,119 $
1,756,729 $
1,874,789
Proposed Revenues FY 08/09
100%
90%
W Fines and Forfeits
80%
70%
60%
50% 0 Intergovernmental
40%
30%
20% o Permits and Fees
10%
0%
79
Proposed Expenditures FY 08/09
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
U Capital Outlay
d Rent/Utilities
LJ Insurance
d Maintenance
o Services
W Supplies
• Payroll Related
® Payroll
FY 2008/2009 Operating Budget
Personnel Summary and Allocation
14 - Fire/Emergency Services
EMS Coordinator
IF 1.00
Adopt
Amended
14LBudget
Adopted
General Fund
Actual
Budge
Budget
100%
Visitor Fund
FY 06/07
FY 07/08
FY 07/08
FY 08/09
EMS Coordinator
IF 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%
Firefighter Paramedics
9.00
9.00
9.00
9.00
General Fund
100%
100%
100%
100%
Visitor Fund
0%
0%
0%
0%
Utility Fund
0%
0%
0%
0%
Total Employees
10.00
10.00
10.00
10.00
General Fund
100%
100%
100%
100%
Visitor Fund
0%
0%
0%
0%
Utility Fund 1
0%
0%
0%
0%
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Proposed Personnel Allocation FY 08/09
General Fund Visitor Fund Utility Fund
0
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 9,000 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 are reviewing payment plan
procedures to offer a reasonable payment schedule
without requiring multiple appearances.
Need to establish expanded payment plan for defendants
with warrants has become apparent. Payment plan will
also be expanded and Marshal will spend more time in
field.
9.
New jury software and the streamlined processes used to
summons potential jurors has eliminated backlog of jury trial
N%., -
requests. Online payment system has been very successful — an
average of 5 defendants paying their citations through the internet each day.
121
12000
10000
8000
6000
4000
2000
0
3000
2500
2000
1500
1000
500
0
Police Initiated Case Filings
FY 05/06 FY 06/07 FY 07/08 FY 08/09
"Expired" (Dismissable) Type Violations
FY 05/06 FY 06/07 FY 07/08 FY 08/09
5000
4000
3000
2000
1000
0
10500
10000
9500
9000
8500
8000
Speeding Violations
FY 05/06 FY 06/07 FY 07/08 FY 08/09
Overall number of filed violations
FY 05/06 FY 06/07 FY 07/08 FY 08/09
Staff continues to prioritize warrant clearance efforts - implementation of the driver's license suspension
module has been an effective tool in assisting defendants with the closure of their delinquent offenses.
2000
1500
1000
500
0
Number of cleared arrest warrants
FY 05/06 FY 06/07 FY 07/08 FY 08/09
200000
150000
100000
50000
0
0
Collected fine and warrant revenue
FY 05/06 FY 06/07 FY 07/08 FY 08/09
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.
2008 Highlights
� Finished the interface with TX DPS for Omni DL renewal suspension program.
* Provided consistent clearance and processing of outstanding arrest warrants.
� Fully implemented changes from previous legislative session and corresponding changes in dismissal
fees and court costs.
* Worked in conjunction with Keller and Southlake Court Staff to transfer cash bond processing for
outside arresting agencies to centralized receipt location in the Keller Municipal Court.
2009 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.
W
FY 2008/2009 Operating Budget
General Fund Departmental Summary
15 - Municipal Court
Revenues
Actual
FFY06 /07
Adopted
Budget
Amended Adopted
Budget Budget
FY 07/08
Permits and Fees $
FY 07/08 FY 08/09
Revenues
Permits and Fees $
6,336 $
6,775 $
6,775 $
6,775
Fines and Forfeitures
649,696
661,183
609,598
649,683
Investment Earnings
15,074
14,500
8,500
14,500
Total $
671,106 $
682,458 $
624,873 $
670,958
Expenditures
Payroll
$ 169,830 $
184,470 $
183,281 $
194,107
Payroll Related
52,918
64,185
63,077
63,603
Supplies
10,072
13,170
13,185
10,820
Services
90,745
107,445
104,045
115,050
Maintenance
-
-
-
3,000
Insurance
290
290
556
537
Rent/Utilities
3,255
3,357
3,357
3,357
Debt Service
8,335
8,331
8,332
Capital Outlay
39,640
-
-
1,500
Total
$ 366,751 $
381,252 $
375,832 $
400,306
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Proposed Revenues FY 08/09
U Investment Earnings
N Fines and Forfeitures
O Permits and Fees
84
Proposed Expenditures FY 08/09
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
LJ Capital Outlay
W Debt Service
LJ Rent/Utilities
Wnsurance
IJ Maintenance
o Services
• Supplies
• Payroll Related
o Payroll
FY 2008/2009 Operating Budget
Personnel Summary and Allocation
15 - Municipal Court
Court Administrator
NEW.00
.00 ININIF.00
1.00
General Fund
100%
100%
100%
100%
Visitor Fund
0%
0%
0%
0%
Utility Fund
0%
0%
0%
0%
Warrant Officer
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%
Deputy 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%
Total Employees
4.00
4.00
4.00
4.00
General Fund
150%
150%
150%
100%
Visitor Fund
0%
0%
0%
0%
Utility Fund
0%
0%
0%
0%
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Proposed Personnel Allocation FY 08/09
0%
General Fund Visitor Fund Utility Fund
* One additional approved position upon review of revenue at mid -year
85
Program DescripTI
® Aesthetic Standards
® Quality Development
® Environmental Stewardship
• High Quality Services Coupled with Financial Stewardship
® Infrastructure Maintenance and Planning
Program Description
0
The Public Works Department is responsible for: the operation, maintenance, repair, and
installation of the water distribution, waste water collection, and duct bank systems; maintaining
public records and regulatory requirements; inspecting
and maintaining the Town's traffic signs, signals,
roadway markings, and 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 exponentially increased over the last fiscal year as subdivisions are
beginning to be fully developed and residents 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.
Water and Sewer Revenues
$2,000,000
$1,500,000
$1,000,000
$500,00!!0
$ V
FY FY FY FY FY FY
03/04 04/0505/06 06/0707/08 08/09
City Of Fort WOTLh Pea k Pay men is
� w&00
SJ sa'aD l
�Zoo,000
51S0,UU0
5190,000
S50,000
SOA.,
F4' FV FV FY FY FY
HM 04r05 05/Ob 06/01 07' o$ 08109
City of Fart Worth Water Purchases
5800,000
y6M000
S4H2O,O4
52,04),000
50 uiiii
FY FY FY fY FY FY
03/04 04105 05106 1*/0? 0+/00 4M4
After hours emergencies
30
20
10
0
FY
FY
FY
FY
FY
FY
03/04 04/05 05/06 06/07 07/08 08/09
Water Purchased from City of Fort Worth (MG)
600.00
400.00
200.00
0.00 r
FY FY FY FY FY FY
03/04 04/05 05/06 06/07 07/08 08/09
87
Program Broad Goals
a
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.
o To promote water conservation efforts through
better irrigation management practices; thereby,
saving water customers money.
o 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
2008 Accomplishments
® Completed N-1 sewer line Engineering Analysis as a requirement of the N-1 sewer line transfer to
TRA.
® Installed new flow monitoring/control equipment at the Pump Station to reduce operation failures
and after hours call outs.
® Inspected and cleaned Ground Storage Tank.
® Obtained new aerial photograph for conference room and Board Chambers.
• Conducted utility rate study in conjunction with Finance Department.
• Assumed residential solid waste collection billing from Allied Waste.
® Implemented automated solid waste collection.
® Acquired StreetScape consultant for FM 1938 project.
® Completed all state water quality testing.
® Obtained new meter reading equipment providing more efficient and accurate water billing
MUTHI RI
2009 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.
• Improve drainage infrastructure in Stagecoach
Hills.
o Integrate Fidelity water meters and sanitary
sewer lift station into the Town's SCADA
system.
Secure an Inter -Local Agreement for a public
works maintenance agreement for day to day
h6whim..
operations.
Continue Solid Waste Collection initiatives that focus on recycling and improved efficiencies of
services
:•
FY 2008/2009 Operating Budget
General Fund Departmental Summary
16 - Public Works
Expenditures
Payroll
$ 13,886 $
22,010 $
23,827 $
26,520
Payroll Related
4,691
9,654
9,409
9,552
Supplies
1,759
6,500
8,088
7,790
Services
3,584
27,200
77,290
77,050
Maintenance
20,466
26,500
27,000
26,500
Insurance
626
626
626
652
Rent/Utilities
30,622
73,600
73,600
73,600
Capital Outlay
120 1
-
4,442 1
-
Total
$ 75,755 1 $
166,090 $
224,282 1 $
221,664
Proposed Expenditures FY 08/09
.0
FY 2008/2009 Operating Budget
Personnel Summary and Allocation
16 - Public Works
Director
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%
Total Employees
1.00
1.50
1.50
1.50
General Fund
25.0%
37.5%
37.5%
37.5%
Visitor Fund
0.0%1
0.0910
0.0%1
0.09/c
Utility Fund
75.0%1
62.5%1
62.5%1
62.5%
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Proposed Personnel Allocation FY 08/09
0%
63%
General Fund Visitor Fund Utility Fund
91
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
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 Art and Science 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.
92
® 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.
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.
2008 Highlights
® Completed drawing and bids for the performing arts and sciences center.
• Purchased an electronic work order system for maintaining requests from staff and preventive
maintenance for Town facility. Program is schedule to be implemented in October 2008.
• Coordinate design and small remodeling project for the dining hall and Head of school office space.
® Improve drainage and sidewalks on the civic campus.
® Performed all PM and repairs for facility and ground within the 07-08 budget.
93
2009 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:
■ Athletic Field - 2 field mowings around }
athletic field
■ Athletic Field — 36 mowings by staff
• Parchman house Maintenance
® Cemetery Maintenance
® Fire station Maintenance
• Serve as back-up for the public works department
94
FY 2008/2009 Operating Budget
General Fund Departmental Summary
17 - Facilites Maintenance
Expenditures
90%
W Capital Outlay
80%
Payroll
$ 21,703 $
28,604 $
27,480 $
36,895
Payroll Related
8,466
13,569
13,017
13,709
Supplies
30,279
49,600
42,920
43,000
Services
44,283
80,100
65,725
78,700
Maintenance
96,300
126,000
105,630
117,500
Capital Outlay
- I
-
-
-
Total
$ 201,031 1 $
297,873 $
254,772 $
289,804
Proposed Expenditures FY 08/09
100%
90%
W Capital Outlay
80%
0 Maintenance
70%
60%
■ Services
50%
40%
o Supplies
30%
20%
■ Payroll Related
10%
0%
O Payroll
95
FY 2008/2009 Operating Budget
Personnel Summary and Allocation
17 - Facilities Maintenance
Director
1.00
1.00
1.00
REW-L-00
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%
50%
50%
50%
Visitor Fund
0%
50%
50%
50%
Utility Fund
0%
0%
0%
0%
New Admin Clerk *
-
-
-
-
General Fund
0%
0%
0%
0%
Visitor Fund
0%
0%
0%
0%
Utility Fund
0%
0%
0%
0%
Total Employees
1.00
1.25
1.25
1.25
General Fund
75.0%1
62.5%
62.5%
62.5%
Visitor Fund
25.0%1
37.5%1
37.5%1
37.5%
Utility Fund
0.0%1
0.0%1
0.0%1
0.0%
100.0%
90.0%
80.0%
70.0%
60.0%
50.0%
40.0%
30.0%
20.0%
10.0%
0.0%
Proposed Personnel Allocation FY 08/09
V I�,
General Fund Visitor Fund Utility Fund
* Approved position upon review of revenue at mid -year
91
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 1 e
:., 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.
97
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
s 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
Total Accounts Payable Invoices Processed by Year
Includes Town, Westlake Academy, Westlake Academy Foundation
4,000
3,500
3,000
2,500
2,000
1,500
1,000
500
A FY 03/04 actual
LJ FY 06/07 actual
3.379 3,392
3,800jj
3,489 r
Li FY 04/05 actual
FY 07/08 projected
— FY 05/06 actual
FY 08/09 PROPOSED
Utility Billing Payments
Average Number Processed per Year
6,000
5,000 3,900
4,000 3,528
3,000 2,448
2,000
1,000
11-4
FY 03/04 FY 04/05 FY 05/06 FY 06/07 FY 07/08 FY 08/09
avg 204 avg 294 avg 325 avg 360 project 415 proposed
per month per month per month per month per month 445 per
month
4.9R0 5,340
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.
• •
r
2008 Highlights
0
a
a
0
Prepared, submitted and received the Town's first Distinguished Budget Presentation Award from
Government Finance Officers Association for the FY 2007/2008.
Prepared and submitted the Town's first submission of the
Comprehensive Annual Financial Report for Government
Finance Officers Association recognition for FY 2006/2007.
Created and obtained Board approval of formal Fiscal &
Budgetary Policies.
Received an unqualified audit opinion on the 2007
Comprehensive Annual Financial Report. LL
2009 Goals and Objectives
• Prepare and submit FY 2008/2009 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 2007/2008.
® Receive an unqualified audit opinion on the 2008 CAFR.
100
FY 2008/2009 Operating Budget
General Fund Departmental Summary
18 - Finance
Expenditures
Payroll
$ 112,600 $
130,461 $
142,485 $
109,117
Payroll Related
29,094
39,148
40,955
29,026
Supplies
2,585
3,900
5,095
4,235
Services
28,698
36,800
42,129
28,400
Capital Outlay
19,975 1
-
-
-
Total
$ 192,952 1 $
210,309 $
230,663 $
170,778
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
o%
Proposed Expenditures FY 08/09
101
W Capital Outlay
W Services
kJ Supplies
9 Payroll Related
® Payroll
FY 2008/2009 Operating Budget
Personnel Summary and Allocation
18 - Finance
Director
1.00
1.00
1.00
General Fund
70%
70%
70%
Visitor Fund
j770%
15%
15%
15%
Utility Fund
15%
15%
15%
Human Resources
1.00
1.00
1.00
-
General Fund
60%
60%
60%
0%
Visitor Fund
25%
25%
25%
0%
Utility Fund
15%
15%
15%
0%
Assistant
1.00
1.00
1.00
1.00
General Fund
50%
50%
50%
50%
Visitor Fund
15%
15%
15%
15%
Utility Fund
35%
35%
35%
35%
Clerk
-
1.00
1.00
1.00
General Fund
0%
60%
60%
60%
Visitor Fund
0%
20%
20%
20%
Utility Fund
0%
20%
20%
20%
Total Employees
3.00
4.00
4.00
3.00
General Fund
60%
60%
60%
60%
Visitor Fund
18%
19%
19%
17%
Utility Fund 1
22%
21%
21%
23%
100%
80%
60%
40%
20%
0%
Proposed Personnel Allocation FY 08/09
60%
23%
17%
General Fund Visitor Fund Utility Fund
102
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
G
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. 'ti
The Terra Bella development will add 20 acres
of open space and will connect with the Solana
trails to the Glenwyck trails to the west in
2008. The trees along roadways and cemetery
will be maintained to ensure the safety
of the drivers and pedestrians.
Westlake Academy and the park, located 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.
Trends
The completion of the recreational 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.
103
VA
G
G
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 2008.
The I.O.O.F. Cemetery grounds have been surveyed, scanned and remapped.
In the fall of 2008 a marketing plan and policies will be established.
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.
2008 Highlights
Cemetery survey, scan and input of records into the data base.
Take over the maintenances of Dove Road median from HOA.
Developed the tree farm on the civic campus.
Connected Glenwyck Farms trails to the east with Terra Bella development.
104
2009 Goals and Objectives 11 EMW
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.
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.
105
FY 2008/2009 Operating Budget
General Fund Departmental Summary
19 - Parks & Recreation
revenues
ilenwyck Farms HOA $ 26,085 $ 18,000 $ 29,225 $ 18,000
Total $ 26,085 $ 18,000 $ 29,225 $ 18,000
Expenditures
Payroll
$ 21,703 $
28,604 $
29,285 $
32,095
Payroll Related
8,466
13,569
11,213
13,145
Supplies
4,985
10,000
9,462
9,000
Services
18,053
25,500
20,343
21,300
Maintenance
25,477
41,000
53,061
35,500
Rent/Utilities
7,875
12,350
8,750
8,750
Capital Outlay
-
-
2,221
-
Total
$ 86,559 $
131,023 $
134,335 $
119,790
Proposed Revenues FY 08/09
100%
90%
80%
70%
60%
50% 0 Glenwyck Farms HOA
40%
30%
20%
10%
0%
106
Proposed Expenditures FY 08/09
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
LJ Capital Outlay
0 Rent/Utilities
11 Maintenance
o Services
o Supplies
o Payroll Related
LJ Payroll
FY 2008/2009 Operating Budget
Personnel Summary and Allocation
19 - Parks and Recreation
Director
,.O,
MW1.00
1.00
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%
50%
50%
50%
Visitor Fund
0%
50%
50%
50%
Utility Fund
0%
0%
0%
0%
New Admin Clerk*
-
-
-
-
General Fund
0%
0%
0%
0%
Visitor Fund
0%
0%
0%
0%
Utility Fund
0%
0%
0%
0%
Total Employees
0.75
1.25
1.25
1.25
General Fundl
75.0%
62.5%
62.5%
62.5%
Visitor Fund 1
25.0%
37.5%
37.5%
37.5%
Utility Fundi
0.0%
0.0%
0.0%
0.0%
100.0%
90.0%
80.0%
70.0%
60.0%
50.0%
40.0%
30.0%
20.0%
10.0%
0.0%
Proposed Personnel Allocation FY 08/09
General Fund Visitor Fund Utility Fund
* Approved position upon review of revenue at mid -year
107
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
® Prepare ordinances to amend existing ordinances as necessary
to efficiently and logically guide development within the Town
of Westlake.
® 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
W
® Provide support to all Town departments through the design, deployment, and maintenance of
systems to support departmental objectives.
• Provide systems administration by maintaining IT systems with prudent provisions for security,
data archiving, and disaster recovery.
108
2008 Highlights' M
® Deployed improved data backup measures for server data and workstation disaster recovery.
o Upgraded workstations with new hardware and operating systems.
o Reduced costs by utilizing internal staff for various technical projects.
2009 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 successful transfer of IT
management and support services to a new third -party vendor.
® Deploy additional data backup measures for server data and
workstation disaster recovery.
109
FY 2008/2009 Operating Budget
General Fund Departmental Summary
20 - Information Technology
Expenditure s V IF
Supplies $ 4,330 $ 12,000 $ 13,130 $ 10,000
Services 39,059 52,000 29,500 46,500
Total $ 43,389 $ 64,000 $ 42,630 $ 56,500
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Proposed Expenditures FY 08/09
110
■ Services
■ Supplies
Ado,
Amended
Adopted
"06/07
Budget
Budget
Budget
FY 07/08
FY 07/08IL
FY 08/09
Expenditure s V IF
Supplies $ 4,330 $ 12,000 $ 13,130 $ 10,000
Services 39,059 52,000 29,500 46,500
Total $ 43,389 $ 64,000 $ 42,630 $ 56,500
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Proposed Expenditures FY 08/09
110
■ Services
■ Supplies
Key Result Areas Affected
• Premier Education Facilities and Programs
• Well Educated Future Leaders and Thinkers
• High Quality Services Coupled with Financial Stewardship
Program Description
0
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
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.
Trends
® 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.
111
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.
2008 Highlights
• Completed annual insurance bids on all Town and Academy insurance policies.
® Completed annual salary and benefit surveys for the Town and
Academy.
• Completed SPHR (Senior Professional in HR) certification.
• Provided updates to the Town's employee manual with additional
and amended policies.
® Processed all payroll, benefit transactions, and regulatory filings in
a timely manner.
2009 Goals and Objectives
• Complete a comprehensive compensation plan based on the
organization's stated values and objectives. —
® Research, develop, and implement a new employee performance
evaluation system.
• 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.
112
FY 2008/2009 Operating Budget
General Fund Departmental Summary
21 - Human Resources/Admininstrative Services
Expenditures
Payroll $ $
- $ $ 44,850
Payroll Related
- 11,048
Supplies
- 900
Services
- 6,200
Total $ - $
- $ - $ 62,998
Proposed Expenditures FY 08/09
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
113
0 Services
V Supplies
■ Payroll Related
■ Payroll
FY 2008/2009 Operating Budget
Personnel Summary and Allocation
21 - Human Resources/Administrative Services
Director
A1.0,
W 1.00
0 0 L:.00
General Fund
100%
100%
100%
60%
Visitor Fund
0%
0%
0%
25%
Utility Fund
0%
0%
0%
15%
New Admin Clerk *
-
-
-
-
General Fund
0%
0%
0%
0%
Visitor Fund
0%
0%
0%
0%
Utility Fund
0%
0%
0%
0%
Total Employees
1.00
1.00
1.00
1.00
General Fund
100%
100%
100%
60%
Visitor Fund 1
0%
0%
0%1
25%
Utility Fund 1
0%
0%
0%1
15%
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Proposed Personnel Allocation FY 08/09
General Fund Visitor Fund Utility Fund
* Approved position upon review of revenue at mid -year
114
� Mr
Strategic Plan
Key Result
Areas Impacted:
Inviting Residential and
Corporate Neighborhoods
Comprehensive Planning
Aesthetic Standards
We Are Leaders
Premier Education Facilities
and Programs
High Quality Services Coupled
with Financial Stewardship
Hospitality Finds
A Home in Westlake
Historic Preservation
Tourism Development
Arts and Culture
FUND BALANCE, BEGINNING
$ 869,694
Adopted
Amended
Adopted
Historical Preservation Society
Actual
Budget
Budget
Budget
RECEIPTS:
FY 06/07
FY 07/08
FY 07/08
FY 08/09
FUND BALANCE, BEGINNING
$ 869,694
$ 1,183,022
$ 1,183,022]F$
1,309,177
Historical Preservation Society
$ 20,000
$ -
RECEIPTS:
5,000
5,000
Hotel Occupancy Tax
458,471
450,000
430,000
450,000
Investment Earnings
49,746
48,000
35,000
28,000
Misc Revenues
32,101
13,000
22,525
51,000
TOTAL RECEIPTS
540,319
511,000
487,525
529,000
DEDUCTIONS:
Payroll/Salaries
53,401
62,362
67,330
98,315
Payroll Related & Benefits
15,057
21,192
24,769
27,315
Supplies
17,139
11,850
56,350
55,350
Services
108,050
125,002
138,782
256,160
Rent & Utilities
17,150
33,637
34,138
34,137
Capital Outlay
16,193
-
-
3,200
Transfers Out
-
-
40,000
640,050
TOTAL DEDUCTIONS
226,991
254,043
361,370 1
L 1,114,527
Excess Revenue Over (Under) Deductions
313,328
256,957
126,155
(585,527)
FUND BALANCE, ENDING
1,183,022
1,439,979
1,309,177
723,650
Restricted/Designated Funds
25,000
5,000
UNDESIGNATED FUND BALANCE, ENDING
$ 1,183,022 1
$ 1,439,979
$ 1,284,177
$ 718,650
# of Days Operating
2,048
1 2,069
1,459
557
Restricted/Designated Funds
Historical Preservation Society
$ 20,000
$ -
Public Arts Committee
5,000
5,000
Total Restricted/Designated Funds
25,000
5,000
115
Hotel
Occupancy
Tax
85
Intvestment
Earnings
Public Arts
Income
1%
6%
Historical
Board
Income
1%
Arbor Days
Income
2%
Total Projected Revenues $ 5297000
116
Tra n sfe rs
Out
57%
I
Capital Outlay
0%
Payroll
/-9%
Utilities
3%
?rvices
23%
Payroll
Related
3%
Supplies
5%
Total Projected Expenditures $ 191149527
117
500,000.00
450,000.00
400,000.00
350,000.00
300,000.00
250,000.00
200,000.00
150,000.00
100,000.00
50,000.00
0.00
FY 03/04 FY 04/05 FY 05/06 FY 06/07 FY 07/08 FY 08/09
actual actual actual actual Projected Proposed
118
FY 2008/2009 Operating Budget
Visitors Association Fund Departmental Summary
11 - Administrative
Revenues
-
90%
_ N Capital Outlay
Hotel Occupancy Tax
$ 458,471 $
450,000 $
430,000 $
450,000
Investment Earnings
49,746
48,000
35,000
28,000
Misc Revenues
32,101
13,000
22,525
51,000
Total
$ 540,319 $
511,000 $
487,525 $
529,000
Expenditures
-
90%
_ N Capital Outlay
Payroll
$ 8,166 $
8,002 $
16,667 $
33,495
Payroll Related
2,130
2,327
5,310
7,712
Supplies
17,139
11,850
56,350
55,350
Services
108,050
125,002
138,782
256,160
Rent/Utilities
17,150
33,637
34,138
34,137
Capital Outlay
16,193
-
-
3,200
Total
$ 168,829 $
180,818 $
251,247 $
390,054
Proposed Revenues FY 08/09
100%
u Misc Revenues
95% 1.0% -
90% -
• Investment
Earnings
85% -
80%
o Hotel Occupancy
Tax
75% -
119
Proposed Expenditures FY 08/09
100%
-
90%
_ N Capital Outlay
80%
W Rent/Utilities
70%
-
60%
N Services
50%
40%
- V Supplies
30%
-
20%
- N Payroll Related
10%
0%
o Payroll
-
FY 2008/2009 Operating Budget
Visitors Association Fund Departmental Summary
17 - Facilites Maintenance
Expenditures
Payroll $ 6,699 $ 7,281 $ 7,324 $ 8,100
Payroll Related 2,322 3,233 4,027 3,436
Total $ 9,021 $ 10,514 $ 11,351 $ 11,536
Proposed Expenditures FY 08/09
100%
90%
80%
W Payroll Related
70%
60%
50%
40%
30%
20% o Payroll
10% s_
0% _.
120
FY 2008/2009 Operating Budget
Visitors Association Fund Departmental Summary
18 -Finance
Expenditures
Payroll $ 31,838 $ 39,798 $ 36,016 $ 29,932
Payroll Related 8,282 12,399 11,404 8,316
Total $ 40,120 $ 52,197 $ 47,420 $ 38,248
Proposed Expenditures FY 08/09
100%
90%
80%
W Payroll Related
70%
60%
50%
40%
30%
20% o Payroll
10% s_
0% _.
121
FY 2008/2009 Operating Budget
Visitors Association Fund Departmental Summary
19 - Parks and Recreation
Expenditures
Payroll $ 6,699 $ 7,281 $ 7,324 $ 8,100
Payroll Related 2,322 3,233 4,027 3,247
Total $ 9,021 $ 10,514 $ 11,351 $ 11,347
Proposed Expenditures FY 08/09
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
122
U Payroll Related
® Payroll
FY 2008/2009 Operating Budget
Visitors Association Fund Departmental Summary
21 - Human Resources/Admin Services
Expenditures
Payroll $ - $ - $ - $ 18,688
Payroll Related - - - 4,604
Total $ - $ - $ - $ 23,292
Proposed Expenditures FY 08/09
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
123
U Payroll Related
® Payroll
�w w
Strategic Plan
Key Result
Areas Impacted:
Inviting Residential
Corporate Neighborhoods
Comprehensive Planning
We Are Leaders
Premier Education Facilities
and Programs
Hospitality Finds
A Home in Westlake
Citizen Communication
FUND BALANCE, BEGINNING
$ 386,754
Adopted
Amended
Adopted
Actual
Budget
Budget
Budget
RECEIPTS:
FY 06/07
FY 07/08
FY 07/08
FY 08/09
FUND BALANCE, BEGINNING
$ 386,754
$ 385,938 1
$ 385,938
$ 327,039
RECEIPTS:
Sales Tax
732,585
1,000,000
838,730
832,176
Investment earnings
14
545
TOTAL RECEIPTS
732,600 11
1,000,000 11
839,275
832,176
DEDUCTIONS:
Transfers Out
733,415
1,029,731
898,174
861,907
TOTAL DEDUCTIONS
733,415
1,029,731
898,174
861,907
Excess Revenue Over (Under) Deductions
816
29,731
58,899)
29,731
FUND BALANCE, ENDING
$ 385,938
$ 356,207 1
$ 327,039
$ 297,308
124
Glenwyck Farms Knox Road 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
6
08/15/09
08/15/10
327,039
297,308
7,975
7,975
13,777
13,777
7,979
7,979
29,731
29,731
297,308
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
MMd
$
119,622
$
293,842
$
119,688
$
533,152
$
125
This page is intentionally blank
I
Strategic Plan
Key Result
Areas Impacted:
Inviting Residential a
Corporate Neighborhoods
Neighborhood Integrity
Community Appearance
Aesthetic Standards
We Are Leaders
High Quality Services Coupled
with Financial Stewardship
Hospitality Finds
A Home in Westlake
Citizen Engagement
Historic Preservation
FUND BALANCE, BEGINNING
$
Adopted
Amended
Adopted
Actual
Budget
Budget
Budget
RECEIPTS:
FY 06/07
FY 07/08
FY 07/08
FY 08/09
FUND BALANCE, BEGINNING
$
$
$
$ 58,606
RECEIPTS:
Misc Revenue
71,763
21,550
Transfers In
10,000
TOTAL RECEIPTS
81,763
21,550
DEDUCTIONS:
Supplies
4,987
18,443
Services
14,570
16,400
Maintenance
3,600
12,000
Capital Outlay
TOTAL DEDUCTIONS
23,157
46,843
Excess Revenue Over (Under) Deductions
58,606
(25,293)
FUND BALANCE, ENDING
$
$
$ 58,606
$ 33,313
126
Strategic Plan
Key Result
Areas Impacted:
Inviting Residential a
Corporate Neighborhoods
Comprehensive Planning
Neighborhood Integrity
Community Appearance
Aesthetic Standards
We Are Leaders
High Quality Services Coupled
with Financial Stewardshi
Hospitality Finds
A Home in Westlake
Tourism Development
FUND BALANCE, BEGINNING I
$ 102,687
Adopted
Amended
Proposed
Actual
Budget
Budget
Budget
RECEIPTS:
FY 06/07
FY 07/08
FY 07/08
FY 08/09
FUND BALANCE, BEGINNING I
$ 102,687
$ 251,826
$ 251,826
$ 251,826
RECEIPTS:
Contributions
246,353
-
237,645
-
TOTAL REVENUE
246,353
IL
237,645 11
DEDUCTIONS:
Capital Project
97,215
237,645
TOTAL DEDUCTIONS
97,215
IL
237,64511
-
Excess Revenue Over Under Deductions
149,139
-
-
FUND BALANCE, ENDING (RESTRICTED)
$ 251,826
$ 251,826
$ 251,826
$ 251,826
127
�w IV
Strategic Plan
Key Result
Areas Impacted:
Inviting Residential and
Corporate Neighborhoods
Comprehensive Planning
We Are Leaders
High Quality Services Coupled
with Financial Stewardship
Hospitality Finds
A Home in Westlak
Citizen Communication
FUND BALANCE, BEGINNING
$
Adopted
Amended
Adopted
$
Actual
Budget
Budget
Budget
FY 06/07
FY 07/08
FY 07/08
FY 08/09
FUND BALANCE, BEGINNING
$
-
$
154,474
$
154,474
$ 578,064
RECEIPTS:
Sales Tax
732,585
1,000,000
838,730
832,176
Investment Earnings
348
30,000
3,000
7,500
TOTAL REVENUE
$
732,933
$
1,030,000
$
841,730
$ 839,676
DEDUCTIONS:
Transfers Out
578,459
286,583
418,140
325,000
TOTAL DEDUCTIONS
$
578,459
$
286,583
$
418,140
$ 325,000
Excess Revenue Over (Under) Deductions
154,474
743,417
423,590
514,676
FUND BALANCE, ENDING
$
154,474
$
897,891
$
578,064
$ 1,092,740
1
Stra e c Plan
Key Result
Areas Impacted:
We Are Leaders
Premier Education Facilities
and Programs
High Quality Services Coupled
with Financial Stewardship
FUND BALANCE, BEGINNING
19
Adopted
Amended
Adopted
Actual
Budget
Budget
Budget
RECEIPTS:
FY 06/07
FY 07/08
FY 07/08
FY 08/09
FUND BALANCE, BEGINNING
$ -
$
$
$
RECEIPTS:
Investment earnings
22,781
Transfers In
1,311,875
1,316,314
1,316,314
1,501,957
Other Sources
7,465,000
-
-
-
TOTAL RECEIPTS
8,799,656
1,316,314
1,316,314
1,501,957
DEDUCTIONS:
Debt Service
1,710,950
1,316,314
1,316,314
1,501,957
Other Uses
7,088,706
-
-
-
TOTAL DEDUCTIONS
8,799,656
1,316,314
1,316,314
1,501,957
Excess Revenue Over (Under) Deductions
-
-
-
-
FUND BALANCE, ENDING
$ -
$ -
$ -
$
129
Pymt # I Fiscal Year Principal Interest Total
1
2009
$ 515,000 $
985,457 $
1,500,457
2
2010
525,000
973,250
1,498,250
3
2011
555,000
946,778
1,501,778
4
2012
580,000
918,450
1,498,450
5
2013
610,000
888,528
1,498,528
6
2014
640,000
856,906
1,496,906
7
2015
675,000
823,442
1,498,442
8
2016
710,000
787,864
1,497,864
9
2017
740,000
760,197
1,500,197
10
2018
775,000
730,089
1,505,089
11
2019
810,000
691,257
1,501,257
12
2020
850,000
649,870
1,499,870
13
2021
895,000
606,461
1,501,461
14
2022
940,000
560,744
1,500,744
15
2023
985,000
512,719
1,497,719
16
2024
1,040,000
462,385
1,502,385
17
2025
1,090,000
408,530
1,498,530
18
2026
1,130,000
362,154
1,492,154
19
2027
1,185,000
314,082
1,499,082
20
2028
1,240,000
263,668
1,503,668
21
2029
1,110,000
209,945
1,319,945
22
2030
1,155,000
161,095
1,316,095
23
2031
1,210,000
110,060
1,320,060
24
2032
1,260,000
56,160
1,316,160
TOTAL
$ 21,225,000 $
14,040,086 $
35,265,086
$1,600,000
$1,400,000
$1,200,000
$1,000,000
$800,000
$600,000
$400,000
$200,000
Annual Funding Requirements
m m Ln n m m Ln n rn
O e -i N ti N N N N N K1
O O O O O O O O O O O O
N N N N N N N N N N N N
■ Interest W Principal
130
Pymt # Fiscal Year Principal Interest I Total
1
2009
$ 95,000 $
84,933 $
179,933
2
2010
85,000
94,276
179,276
3
2011
90,000
90,944
180,944
4
2012
95,000
87,416
182,416
5
2013
100,000
83,692
183,692
6
2014
100,000
79,772
179,772
7
2015
105,000
75,852
180,852
8
2016
110,000
71,736
181,736
9
2017
115,000
67,424
182,424
10
2018
120,000
62,916
182,916
11
2019
125,000
58,212
183,212
12
2020
130,000
53,312
183,312
13
2021
135,000
48,216
183,216
14
2022
140,000
42,924
182,924
15
2023
145,000
37,436
182,436
16
2024
150,000
31,752
181,752
17
2025
155,000
25,872
180,872
18
2026
160,000
19,796
179,796
19
2027
170,000
13,524
183,524
20
2028
175,000
6,860
181,860
TOTAL
$ 2,500,000
$
1,136,865
$
3,636,865
Original Issue: $ 2,500,000
Issue Date: June 18, 2008
131
Pymt # Fiscal Year Principal Interest Tota
1
2009
$ 20,000 $
299,145 $
319,145
2
2010
20,000
298,345
318,345
3
2011
25,000
297,545
322,545
4
2012
25,000
296,545
321,545
5
2013
25,000
295,545
320,545
6
2014
35,000
294,608
329,608
7
2015
35,000
293,295
328,295
8
2016
410,000
291,983
701,983
9
2017
425,000
276,608
701,608
10
2018
40,000
259,608
299,608
11
2019
40,000
258,008
298,008
12
2020
45,000
256,408
301,408
13
2021
50,000
254,608
304,608
14
2022
55,000
252,608
307,608
15
2023
60,000
250,408
310,408
16
2024
65,000
248,008
313,008
17
2025
645,000
245,408
890,408
18
2026
670,000
219,608
889,608
19
2027
700,000
192,808
892,808
20
2028
730,000
164,808
894,808
21
2029
760,000
134,695
894,695
22
2030
790,000
103,345
893,345
23
2031
825,000
70,560
895,560
24
2032
855,000
35,910
890,910
TOTAL
$ 7,350,000
$
5,590,410
$
12,940,410
Original Issue: $ 7,465,000
Issue Date: March 15, 2007
132
Pymt # Fiscal Year Principal Interest Total
Ll
1
2009
$ 150,000 $
275,529 $
425,529
2
2010
155,000
271,029
426,029
3
2011
160,000
265,914
425,914
4
2012
165,000
260,314
425,314
5
2013
170,000
254,291
424,291
6
2014
175,000
248,001
423,001
7
2015
185,000
241,220
426,220
8
2016
190,000
233,820
423,820
9
2017
200,000
225,840
425,840
10
2018
210,000
217,240
427,240
11
2019
220,000
208,000
428,000
12
2020
230,000
197,550
427,550
13
2021
240,000
186,625
426,625
14
2022
250,000
175,225
425,225
15
2023
260,000
163,350
423,350
16
2024
275,000
151,000
426,000
17
2025
290,000
137,250
427,250
18
2026
300,000
122,750
422,750
19
2027
315,000
107,750
422,750
20
2028
335,000
92,000
427,000
21
2029
350,000
75,250
425,250
22
2030
365,000
57,750
422,750
23
2031
385,000
39,500
424,500
24
2032
405,000
20,250
425,250
TOTAL
$ 5,980,000
$
4,227,448
$
10,207,448
Original Issue: $ 6,410,000
Issue Date: June 23, 2003
133
Pymt #
Fiscal Year
Principal
Interest
Total
1
2009
$ 250,000 $
325,850 $
575,850
2
2010
265,000
309,600
574,600
3
2011
280,000
292,375
572,375
4
2012
295,000
274,175
569,175
5
2013
315,000
255,000
570,000
6
2014
330,000
234,525
564,525
7
2015
350,000
213,075
563,075
8
2016
-
190,325
190,325
9
2017
-
190,325
190,325
10
2018
405,000
190,325
595,325
11
2019
425,000
167,038
592,038
12
2020
445,000
142,600
587,600
13
2021
470,000
117,013
587,013
14
2022
495,000
89,988
584,988
15
2023
520,000
61,525
581,525
16
2024
550,000
31,625
581,625
TOTAL
$ 5,395,000
$
3,085,363
$
8,480,363
Original Issue: $ 12,400,000
Issue Date: January 15, 2002
134
Strategic Plan
Key Result
Lreas Impacted:
We Are Leaders
h Quality Services Coupled
th Financial Stewardship
135
Actual
FY 06/07
Adopted
Budget
FY 07/08
Amended
Budget
FY 07/08
Adopted
Budget
FY 08/09
FUND BALANCE, BEGINNING
$
RECEIPTS:
Transfers In
56,900
TOTAL RECEIPTS
56,900
DEDUCTIONS:
Capital Outlay
6,900
TOTAL DEDUCTIONS
-
-
6,900
Excess Revenue Over Under Deductions
50,000
FUND BALANCE, ENDING
-
-
-
$ 50,000
135
This page is intentionally blank
Strategic
7 Result
Impacted:
Inviting Residential and
Corporate Neighborhoods
Comprehensive Planning
Neighborhood Integrity
Community Appearance
Quality Development
Aesthetic Standards
I Open Space Preservation
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 8v
Planning
Hospitality Finds
Home in Westlake
Citizen Engagement
Historic Preservation
Tourism Development
Arts and Culture
FUND BALANCE, BEGINNING
$ 20,000
Adopted
Amended
Adopted
f
Actual
Budget
Budget
Budget
RECEIPTS:
FY 06/07
FY 07/08
FY 07/08
FY 08/09
FUND BALANCE, BEGINNING
$ 20,000
$ 20,000
$ 20,000
$ 35,000
RECEIPTS:
Contributions
-
28,750
-
-
Transfers In
10,000
169,750
15,000
105,500
TOTAL RECEIPTS
10,000
198,500
15,000
105,500
DEDUCTIONS:
Capital Outlay
-
183,500
-
90,500
Transfers Out
10,000
-
-
TOTAL DEDUCTIONS
10,000
183,500
-
90,500
Excess Revenue Over (Under) Deductions
-
15,000
15,000
15,000
FUND BALANCE, ENDING
$ 20,000
$ 35,000
$ 35,000
$ 50,000
136
Project Description M I Funded By Amount
Remodel Court Room and Office Space
General Fund $
33,500
Academy - Pod B HVAC Repairs
General Fund
7,000
Academy - 15 Ton Split System HVAC
General Fund
9,000
Academy - Remodel Dining Hall
General Fund
36,000
Academy - Remodel Office Space
General Fund
5,000
Grand Total All Projects
I $
90,500
137
REMODEL COURTROOM AND OFFICE SPACE
Project Description:
Install a 6 inch wooden raised floor accommodate the board of alderman, trustee, P&Z , TSH and judge seats. Upgrade recording
and audio video system. Remodel current town office space to accomodate the relocation of town secretary office and additional staff.
CAPITAL PROJECT EXPENDITURES
Thru
09/30/08
Budget
08/09
PlannedProject
Total
09/10
10/11
11/12
Construction
�
33,500 -
-
�
33,500
33,500
-
EXPENDITURES TOTAL
-
33,500
-
-
-
33,500
CAPITAL PROJECT FUNDING ir
Thru
09/30/08
Budget
08/09
Planned J
Project
Total
09/10
10/11
11/12
General Fund
Private Contribution
-
33,500
-
-
-
33,500
-
Maintenance
Services
Equipment
FUNDING TOTAL
-
33,500
-
-
-
33,500
IMPACT ON OPERATING BUDGET
Thru
09/30/08
Budget
08/09
Planned
Project
Total
09/10
10/11
11/12
Supplies
-
-
-
-
Maintenance
Services
Equipment
-
-
-
-
-
-
-
OPERATING IMPACT TOTAL
-
-
-
-
-
-
138
- ACADEMY - POD B HVAC REPAIRS �
Project Description:
The roof top unit on Pod B may need a new compressor. The unit has to be reset about every four to six weeks. Due to the
location, a small crane will be needed to get the new compressor on the roof at Westlake Academy Campus
CAPITAL PROJECT EXPENDITURES
CAPITAL PROJECT FUNDING
Thru
09/30/08
Budget
08/09
Planned
Project
Total
09/10
10/11
11/12
Replacement parts & Repairs
-
7,000 -
-
7,000
7,000
-
-
-
7,000
EXPENDITURES TOTAL
Maintenance
7,000
FUNDING TOTAL
-
7,000
Ad
CAPITAL PROJECT FUNDING
Thru
09/30/08
Budget
08/09
Planned AM
Project
Total
09/10
10/11
11/12
General Fund
-
7,000
-
-
-
-
7,000
Private Contribution
Maintenance
-
FUNDING TOTAL
-
7,000
-
Services
Equipment
-
139
IMPACT ON OPERATING BUDGET
Thru
09/30/08
Budget
08/09
Planned
Project
Total
09/10
10/11
11/12
Supplies
-
-
-
-
Maintenance
-
-
-
-
-
Services
Equipment
-
-
-
-
-
-
-
-
OPERATING IMPACT TOTAL
139
ACADEMY - 15 TON SPLIT SYSTEM HVAC �
Project Description:
Replacement of compressors and/ or coils for one of the 5 - 15 ton units at Westlake Academy campus
Ad
CAPITAL PROJECT EXPENDITURES
Thru
09/30/08
Budget
08/09
Planned
Project
Total
09/10
10/11
11/12
15 Replacement parts & Rrpairs
25 Engineering
-
9,000 -
-
9,000
Maintenance
-
Private Contribution
EXPENDITURES TOTAL
-
9,000
-
9,000
-
Ad
CAPITAL PROJECT FUNDING
Planned
Thru
09/30/08
Budget
08/09
Planned AM
Project
Total
09/10
10/11
11/12
General Fund
-
9,000
-
-
Maintenance
9,000
Private Contribution
-
-
FUNDING TOTAL
-
9,000
-
-
-
-
IMPACT ON OPERATING
Thru Budget
09/30/08 08/09
BUDGET
Planned
Project
Total
09/10
10/11
11/12
Supplies
-
-
-
-
Maintenance
-
-
-
-
-
Services
Equipment
-
-
-
-
-
-
-
-
OPERATING IMPACT TOTAL
140
ACADEMY -REMODEL DINING HALL �
Project Description:
Expansion of the Dining Room into the classroom across the hall in Pod G and purchase additional chairs and tables. Plus small
amout of remodeling of service area which would include a new check out desk.
CAPITAL PROJECT EXPENDITURES
CAPITAL PROJECT FUNDING
Thru
09/30/08
Budget
08/09
Planned
Project
Total
09/10
10/11
11/12
Construction
-
36,000 -
-
36,000
36,000
-
Maintenance
36,000
EXPENDITURES TOTAL
-
36,000
-
-
36,000
Ad
CAPITAL PROJECT FUNDING
Planned
Thru
09/30/08
Budget
08/09
Planned AM
Project
Total
09/10
10/11
11/12
General Fund
-
36,000
-
Maintenance
36,000
Private Contribution
-
-
-
Services
Equipment
-
FUNDING TOTAL
-
36,000
-
-
-
36,000
IMPACT ON OPERATING
Thru Budget
09/30/08 08/09
BUDGET
Planned
Project
Total
09/10
10/11
11/12
Supplies
-
-
-
-
Maintenance
-
-
-
-
-
Services
Equipment
-
-
-
-
-
-
-
-
OPERATING IMPACT TOTAL
141
ACADEMY -REMODEL OFFICE SPACE �
Project Description:
Create two offices out of one current office space at the academy.
CAPITAL PROJECT FUNDING
CAPITAL PROJECT EXPENDITURES
Thru
09/30/08
Budget
08/09
Planned
Project
Total
09/10
10/11
11/12
Construction
-
5,000 -
-
5,000
Private Contribution
-
-
EXPENDITURES TOTAL
-
5,000
FUNDING TOTAL
-
5,000
CAPITAL PROJECT FUNDING
BUDGET
Thru
09/30/08
Budget
08/09
Planned AM
Project
Total
09/10
10/11
11/12
General Fund
-
5,000
-
5,000
Private Contribution
-
-
-
-
FUNDING TOTAL
-
5,000
-
-
-
IMPACT ON OPERATING
Thru Budget
09/30/08 08/09
BUDGET
Planned
Project
Total
09/10
10/11
11/12
Supplies
-
-
-
-
Maintenance
-
-
-
-
-
Services
Equipment
-
-
-
-
-
-
-
-
OPERATING IMPACT TOTAL
142
Strategic Plan
Key Result
Areas Impacted:
Inviting Residential and
Corporate Neighborho0 a
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 8s
Planning
Hospitality Finds
A Home in Westlake
Citizen Engagement
Citizen Communication
Historic Preservation
Tourism Development
Arts and Culture
FUND BALANCE, BEGINNING
$
Adopted
Amended
Adopted
Actual
Budget
Budget
Budget
RECEIPTS:
FY 06/07
FY 07/08
FY 07/08
FY 08/09
FUND BALANCE, BEGINNING
$
$ 20,000
$ 20,000
$ 35,000
RECEIPTS:
Total Transfers In
43,864
15,000
15,000
15,000
TOTAL REVENUE
43,864
15,000
15,000
15,000
DEDUCTIONS:
Services
23,864
-
-
-
TOTAL DEDUCTIONS
23,864
-
-
-
Excess Revenue Over (Under) Deductions
20,000
15,000
15,000
15,000
FUND BALANCE, ENDING
Is 20,000
Is 35,000
1 $ 35,000
Is 50,000
143
WORKING CAPITAL, BEGINNING
$ 874,246 $
Adopted
Amended
Adopted
RECEIPTS:
Actual
Budget
Budget
Budget
Charges for Services
FY 06/07
FY 07/08
FY 07/08
FY 08/09
WORKING CAPITAL, BEGINNING
$ 874,246 $
1,138,003 $
1,138,003 $
1,588,047
RECEIPTS:
$ 96,250
$ 106,250
$ 106,250
$ 106,250
Charges for Services
1,657,185
2,223,388
2,201,493
2,228,400
Misc Operating Revenues
36,936
3,500
16,250
9,150
Interest and Investment Revenues
46,158
50,000
35,000
35,000
TOTAL RECEIPTS
1,740,279
2,276,888
2,252,743
2,272,550
DEDUCTIONS
Payroll/Salaries
85,704
103,718
107,041
144,987
Payroll Related & Benefits
119,019
129,999
121,739
62,736
Supplies
4,169
7,800
8,500
9,400
Services
278,833
258,795
277,185
257,109
Water Purchases/Peak Pymt
561,106
887,720
804,606
911,025
Insurance
2,225
3,474
6,274
6,287
Maintenance
56,130
72,500
95,053
82,500
Rent & Utilities
61,652
105,694
102,300
106,039
Interfund Payments/Debt
124,470
273,508
209,687
216,986
Capital Outlay
51,280
35,500
30,312
65,500
Total Transfers Out
77,840
65,000
40,000
62,000
Capital Projects
54,095
173,501
-
173,501
TOTAL DEDUCTIONS
1,476,523
2,117,209
1,802,698
2,098,070
Excess Revenue Over (Under) Deductions
263,757
159,679
450,045
174,480
Working Capital, Ending
1,138,003
1,297,682
1,588,047
1,762,527
Restricted/Designated Funds
102,680
100,000
111,360
111,360
UNRESTRICTED WORKING CAPITAL, ENDING
$ 1,035,323 $
1,197,682 $
1,476,687 $
1,651,167
# Days Operating
292
237
311
335
Restricted/Designated Funds
FY 06/07
FY 07/08
FY 07/08
FY 08/09
Water & Sewer Deposits Texpool 10131
$ 96,250
$ 106,250
$ 106,250
$ 106,250
Water & Sewer Deposits Cash 10112
6,430
5,110
5,110
5,110
Total Restricted/Designated Funds
$ 102,680
$ 111,360
$ 111,360
$ 111,360
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.
144
FY 2008/2009 Operating Budget
Utility Fund Departmental Summary
00 -Utility
Expenditures
Payroll $
41,658 $
45,750 $
45,508 $
51,675
Payroll Related
14,050
17,352
19,429
17,748
Total Transfers Out
77,840
65,000
40,000
62,000
Capital Projects
54,095
173,501
-
173,501
Total $
187,644 $
301,603 $
104,937 $
304,924
Proposed Expenditures FY 08/09
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
145
Y Capital Projects
W Total Transfers Out
O Payroll Related
M Payroll
FY 2008/2009 Operating Budget
Utility Fund Departmental Summary
11 - Administrative
Revenues
Amended Adopted
MM
1,657,185 $
Budget Budget
2,201,493 $
2,228,400
Misc Operating Revenues
FY 07/08 FY 8/09
Revenues
Charges for Services $
1,657,185 $
2,223,388 $
2,201,493 $
2,228,400
Misc Operating Revenues
36,936
3,500
16,250
9,150
Interest and Investment Revenues
46,158
50,000
35,000
35,000
Total I $
1,740,279 $
2,276,888 $
2,252,743 $
2,272,550
Expenditures
Payroll $ 8,166 $ 8,002 $ 16,667 $ 33,495
Payroll Related 95,556 95,298 88,938 27,712
Total $ 103,722 $ 103,300 $ 105,605 $ 61,207
Proposed Revenues FY 08/09
100% 1 h d —
100%
99%
99%
98%
98%
97%
1r Interest and Investment Revenues
M Misc Operating Revenues
M Charges for Services
146
Proposed Expenditures FY 08/09
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Payroll Related o Payroll
FY 2008/2009 Operating Budget
Utility Fund Departmental Summary
16 -Public Works
Expenditures
N Capital Outlay
90%
Vl Interfund Payments/Debt
80%
Payroll/Salaries $
$
6,760 $
5,508 $
9,295
Payroll Related & Benefits
W Maintenance
3,869
909
3,636
Supplies
4,169
7,800
8,500
9,400
Services
248,320
258,795
277,185
257,109
Water Purchases/Peak Pymt
561,106
887,720
804,606
911,025
Insurance
2,225
3,474
6,274
6,287
Maintenance
56,130
72,500
95,053
82,500
Rent & Utilities
61,652
105,694
102,300
106,039
Interfund Payments/Debt
124,470
273,508
209,687
216,986
Capital Outlay
51,280
35,500
30,312
65,500
Total 1 $
1,109,352 $
1,655,620 $
1,540,336 $
1,667,777
Proposed Expenditures FY 08/09
100%
N Capital Outlay
90%
Vl Interfund Payments/Debt
80%
61 Rent & Utilities
70%
W Maintenance
60%
®Insurance
50%
• Water Purchases/Peak Pymt
40%
it Services
30%
20%
WSupplies
10%
9 Payroll Related & Benefits
0%
v Payroll/Salaries
147
FY 2008/2009 Operating Budget
Utility Fund Departmental Summary
18 -Finance
Expenditures
Payroll $ 35,879 $ 43,206 $ 39,358 $ 39,309
Payroll Related 9,413 13,480 12,463 10,877
Total $ 45,292 $ 56,686 $ 51,821 $ 50,186
Proposed Expenditures FY 08/09
100%
90%
80%
N Payroll Related
70%
60%
50%
40%
30%
20% o Payroll
10%
0%
148
FY 2008/2009 Operating Budget
Utility Fund Departmental Summary
21 - Human Resources
Expenditures
Payroll $ - $ - $ - $ 11,213
Payroll Related - - - 2,763
Total $ - $ - $ - $ 13,976
Proposed Expenditures FY 08/09
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
III Payroll Related
N Payroll
149
Project Description:
Includes the design and construction of a metering station with SCADA equipment at the proposed Town of Westlake "Point of
Entry," video inspection, excavation to expose line for inspection, and manhole and sewer main repair work.
CAPITAL PROJECT EXPENDITURES
ThruBudget
09/30/08
08/09
Planned
Project
Total
09/10
10/11
11/12
15 Construction
25 Engineering
126,501 -
4,531 20,000
08/09E09/10
Total
126,501
- - -
24,531
EXPENDITURES TOTAL
4,531
146,501
-
-
FUNDING TOTAL
151,032
CAPITAL PROJECT FUNDING
Thru
Budget
Planned
Project
10/11
11/12
Membership Fee
Maintenance
Services
Equipment
09/30/08
08/09E09/10
Total
General Fund - - -
- - -
Utility Fund 4,531 146,501
151,032
Visitor Fund -
-
_
4B Fund -
-
FUNDING TOTAL
4,531
146,501
-
-
151,032
IMPACT ON OPERATING BUDGET
Thru
09/30/08
Budget
08/09E09/10
Planned
Project
Total
10/11
11/12
Membership Fee
Maintenance
Services
Equipment
-
-
-
- - -
OPERATING IMPACT TOTAL
-
-
-
-
-
-
150
WATER METER AUTOMATION
Project Description:
This project will provide radio read meters for all existing manual meters within the Town and integrate into a
future fixed base network reading system.
CAPITAL PROJECT EXPENDITURES
Thru
09/30/08
Budget
08/09
PlannedProject
Total
09/10
10/11
11/12
Construction - 27,000 60,000
60,000
147,000
60,000 60,000
EXPENDITURES TOTAL
-
27,000
60,000
60,000
-
147,000
CAPITAL PROJECT FUNDING
Thru
09/30/08
Budget
08/09
Planned
Project
Total
09/10
10/11
11/12
Utility Fund
-
27,000
60,000 60,000
147,000
-
Services
Equipment
FUNDING TOTAL
-
27,000
60,000
60,000
-
147,000
IMPACT ON OPERATING BUDGET
Thru
09/30/08
Budget
08/09
Planned
Project
Total
09/10
10/11
11/12
Maintenance
-
-
-
-
Services
Equipment
-
-
-
OPERATING IMPACT TOTAL
-
-
-
-
-
-
151
Water
Revenue
74%
Debt Service
Meter Repair Areas
Revenue
17%
Waste
Management
2%
'Tap Fees
1%
Impact fees
1%
Misc Revenue
Total Projected Revenues $ 29272,550
152
Water Purchases
/Peak Pymt
44%—
Insurance
4%_
Services
12%
Insurance
GL/Auto/Property
0%
t
Supplies
1%
Payroll Related
3%
Repair & Maintenance
4%
Rent & Utilities
5%
Interfund
Payments/Debt
10%
Capital Outlay
3%
Total Transfers Out
3%
Capital Projects
8%
Total Projected Expenses $ 2,098,070
153
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
$
154
Glenwyck Farms Knox Road Knox Road -1200 .15205.00
Waterline ronnertinn ?003 ronnectinn ?004 5(1093(lOF_O(1
Pymt
#
Payment
Date
Beginning
Balance
$119,622
$293,842
$119,688
$533,152
Ending
Balance
Payment Due
Payment Due
Payment Due
TOTAL
13,777
7,979
29,731
416,232
2
08/15/06
416,232
7,975
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
155
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
156
2,500,000.00
2,250,000.00
2,000,000.00
1,750,000.00
1,500,000.00
1,250,000.00
1,000,000.00
750,000.00
500,000.00
250,000.00
0.00
FY 03/04 actual FY 04/05 actual FY 05/06 actual FY 06/07 actual FY 07/08 FY 08/09
Projected Proposed
157
FY 08/09 Proposed
FY 07/08 Projected
FY 06/07 actual
FY 05/06 actual
FY 04/05 actual
FY 03/04 actual
50 100 150 200 250 300 350 400 450 500
158
FUND BALANCE, BEGINNING
$ 0
Adopted
Amended
Adopted
Glenwyck Trail Extension 10130 000019
Actual
Budget
Budget
Budget
RECEIPTS:
FY 06/07
FY 07/08
FY 07/08
FY 08/09
FUND BALANCE, BEGINNING
$ 0
$ 478
$ 478
$ 75,760
Glenwyck Trail Extension 10130 000019
$
$ 75,000
15,000
$
RECEIPTS:
-
-
-
Contributions
-
-
60,760
25,000
Transfers In
590,123
35,000
172,517
75,000
TOTAL RECEIPTS
590,123
35,000
233,277
100,000
DEDUCTIONS:
Capital Projects
589,645
35,000
157,995
115,000
TOTAL DEDUCTIONS
589,645
35,000
157,995
115,000
Excess Revenue Over (Under) Deductions
478
-
75,282
(15,000)
Fund Balance, Ending
478
478
75,760
60,760
Restricted/Designated Funds
-
-
75,760
60,760
UNRESTRICTED FUND BALANCE, ENDING
$ 478
$ 478
$ -
$ -
Restricted/Designated Funds acct proj
FY 06/07
FY 07/08
FY 07/08
FY 08/09
Glenwyck Trail Extension 10130 000019
$
$ 75,000
15,000
$
FM 1938 Streetscape 10130 000020
-
-
-
FM1938 Underpass Improvements 10130 000015
-
60,760
60,760
Total Restricted/Designated Funds
I $
$ 75,000
$ 75,760
$ 60,760
159
STAGECOACH HILLS DRAINAGE
Project Description:
Improve drainage infrastructure in Stagecoach Hills.
PROJECT EXPENSE
Thru
09/30/08
Budget
FY 08/09
Planned
Project
Total
09/10
10/11
11/12
15 Construction
25 Engineering
0 75,000
0 0
0
0
0 0
0 0
75,000
0
EXPENDITURES TOTAL
0
1 75,000
1 0
0 0
75,000
PROJECT FUNDING
Thru
09/30/08
BudgetPlanned
FY 08/09
Planned
Project
Total
09/10
10/11
11/12
Property Tax Reduction Fund 0 75,000 0 0 0 75,000
FUNDING TOTAL
0
1 75,000
0
1 0
1 0
1 75,000
IMPACT ON OPERATING BUDGET
Thru
09/30/08
Budget
FY 08/09
Planned
Project
Total
09/10
10/11
11/12
Supplies
0 0
0 0
0 0
0 0
0 0
Maintenance
0
0
Services
Equipment
0
0
0
0
0
0
0
0
0
0
0
0
OPERATING IMPACT TOTAL
0
0
II
0
1 0
0
160
DELOITTE TRAIL PROJECT ON DOVE ROAD
Project Description:
Connect the trail from the Deloitte project to Vaquero current trails. 1.5M will be proviced by Hillwood for Dove road improvements.
CAPITAL PROJECT EXPENDITURES
Thru
09/30/07
Budget
08/09
Planned
Project
Total
09/10
10/11
11/12
10 Design
-
25,000
-
450,000
1,000 1,000
FUNDING TOTAL
25,000
15 Construction
25 Engineering
-
400,000
-
450,000
400,000
Services (Irrigation)
25,000
-
1,000
25,000
EXPENDITURES TOTAL
-
25,000
425,000
-
-
450,000
CAPITAL PROJECT FUNDING
Thru
09/30/07
Budget
08/09
Planned
Project
Total
09/10
10/11
11/12
General Fund
Dove Rd Imp (Contribution)
- - -
25,000 425,000 -
-
450,000
1,000 1,000
FUNDING TOTAL
-
25,000
425,000
-
-
450,000
IMPACT ON OPERATING BUDGET
Thru
09/30/07
Budget
08/09
PlannedProject
Total
09/10
10/11
11/12
Maintenance (Electrical)
-
1,000 1,000
2,000
Services (Landscaping)
-
6,000
9,500
15,500
Services (Irrigation)
-
1,000
2,500
3,500
Water usages
-
12,000 10,500 22,500
OPERATING IMPACT TOTAL
-
-
-
20,000
23,500
43,500
161
Project Description:
Connect the Glenwyck Farm current trail to the Terra Bella development to the east. Funds are being held in escrow.
CAPITAL PROJECT EXPENDITURES
Thru
09/30/08
BudgetPlnned
08/09
Planned
Project
Total
L:Oawi0
10/11
11/12
15 Construction 60,000
25 Engineering -
15,000
- 75,000
-
-
EXPENDITURES TOTAL
60,000
15,000
-
- -
75,000
CAPITAL PROJECT FUNDING
Thru
09/30/08
Budget
08/09
Planned
Project
Total
09/10
10/11
11/12
General Fund (escrow account)
60,000 15,000 -
I - -
75,000
Private Contribution
FUNDING TOTAL
1 60,000
15,000
-
-
-
75,000
IMPACT ON OPERATING BUDGET
Thru
09/30/08
Budget
08/09
Planned
Project
Total
09/10
10/11
11/12
Supplies -
Maintenance
Services
Equipment
- -
2,000 4,000 4,0001 10,000
- - - -
- - - -
OPERATING IMPACT TOTAL
-
-
2,000
4,000
4,000
10,000
162
This page is intentionally blank
Strategic Plan
Key Result
Areas Impacted:
Inviting Residential and
Corporate Neighborhoods
Community Appearance
Quality Development
Aesthetic Standards
We Are Leaders
Premier Education Faciliti
and Programs
Well Educated Future
Leaders and Thinkers
Business Partnerships with
Town and Westlake Academy
Hospitality Finds
A Home in Westlake
Citizen Engagement
FUND BALANCE, BEGINNING
$
Adopted
Amended
Adopted
Actual
Budget
Budget
Budget
RECEIPTS:
FY 06/07
FY 07/08
FY 07/08
FY 08/09
FUND BALANCE, BEGINNING
$
$
$ -
$ 3,383,420
RECEIPTS:
Contributions
800,000
200,000
Interest Earned
41,500
15,000
Interfund Advances
-
503,967
Grants/Donations/Pledges
500,000
681,979
331,975
Transfers In
-
-
200,000
-
Interfund Loan from Visitors Association
149,928
-
Bond Proceeds
-
2,500,000
2,500,000
-
TOTAL RECEIPTS
149,928
3,000,000
4,223,479
1,050,942
DEDUCTIONS:
Capital Project
149,928
2,426,000
840,059
4,434,362
Interfund Loan repayment
189,000
TOTAL DEDUCTIONS
149,928
2,615,000
840,059
4,434,362
Excess Revenue Over Under Deductions
$ 0
385,000
3,383,420
3,383,420
FUND BALANCE, ENDING
$ 0
$ 385,000
$ 3,383,420
$ -
Note 1: $305,467 has been designated in the fund balance of the General Fund to cover the Arts and Sciences Center private
donations expected to be received over FY 08-09 and 09-10.
163
Project Description:
Phase 1 $5,189,388 of the Westlake Performing Arts & Science Center will include two Sciences labs, art room, main lobby, offices
and restrooms, conference room and half of the parking lot. As funds are available, additional improvements may include phase 11
foundation for the black box, art room and half of the parking lot. Before Phase 11 is to started a needs assessment would be
completed to determine the future needs of the Academy and Town. Phase I total square footage will be 8,730 square foot. Total
expenditure and funding anticipates an interfund loan from the General Fund to cover private donations expected to be received over
NET 1 $ 3,383,420 1 $ 0 1 $ 0 1 $ $ - I $ 0
* Highlighted number represents a potential interfund loan to cover private donations expected to be received over FY 08/09 and FY
09/10 as well as an interfund loan from Utility Fund for utility relocation. (See designated funds in General Fund and Utility Fund).
164
CAPITAL PROJECT EXPENDITURES
119
Est. Thru
09/30/08
Budget
FY08/09
Budget
FY08/09
Planned
Project
Total
09/10
10/11
11/12
43215
Engineering
60,945
20,000
-
- -
80,945
43248
Design
77,000
-
-
- -
77,000
43305
Legal (Bonds, Insurance)
13,875
20,000
-
- -
33,875
44311
Utiity relocation
211,000
-
-
- -
211,000
45405
Advertising
1,500
-
-
- -
1,500
45902
Electrical
550
-
-
- -
550
46120
Postage/Shipping Expense
25
-
-
- -
25
46125
Print/Copy Expense
331
-
-
- -
331
46195
Construction
441,833
4,194,361
-
- -
4,636,194
47415
FF&E
-
200,000
-
- -
200,000
48838
Bond Issuance Cost
33,000
4,434,361
0
33,000
EXPENDITURE TOTAL
840,059T
4,434,361
5,274,420
NET 1 $ 3,383,420 1 $ 0 1 $ 0 1 $ $ - I $ 0
* Highlighted number represents a potential interfund loan to cover private donations expected to be received over FY 08/09 and FY
09/10 as well as an interfund loan from Utility Fund for utility relocation. (See designated funds in General Fund and Utility Fund).
164
CAPITAL PROJECT FUNDING
Est. Thru
09/30/08
Budget
FY08/09
Planned
Project
Total
09/10 10/11 11/12
Prior Year Remaining Funds
500,000
3,383,420
-
0
-
- -
- -
3,383,420
33700 Lee Contribution
500,000
52510
Texas Student Housing 06/07
200,000
-
-
- -
200,000
33700
Texas Student Housing 07/08
300,000
-
-
- -
300,000
36110
Interest Earned
41,500
15,000
-
- -
56,500
38801 *
Interfund Loan from GF *
298,967
(298,967)
-
38805 *
Interfund Loan from OF *
205,000
(51,033)
(153,967)
39503
Prospective Pledges Payments
-
331,975
350,000
153,967 -
835,942
39503
Westlake Academy Foundation
681,979
-
-
- -
681,979
52531
Westlake Academy (FF&E)
200,000
200,000
75000
General Obligation Bonds
2,500,000
-
-
- -
2,500,000
FUNDING TOTAL
4,223,479
4,434,361
0
5,274,421
NET 1 $ 3,383,420 1 $ 0 1 $ 0 1 $ $ - I $ 0
* Highlighted number represents a potential interfund loan to cover private donations expected to be received over FY 08/09 and FY
09/10 as well as an interfund loan from Utility Fund for utility relocation. (See designated funds in General Fund and Utility Fund).
164
IMPACT ON OPERATING BUDGET
Thru
09/30/08
Budget
FY08/09
Planned
Project
Total
09/10
10/11
11/12
Supplies (Paper, Etc) (Academy)
-
- -
4,000
4,000 4,000
12,000
Maintenance (HVAC) (Municipal)
3,000
3,000
3,000
9,000
Maintenance (Electrical) (Municipal)
-
-
2,800
2,800
2,800
8,400
Maintenance (Security) (Municipal)
-
-
3,000
3,000
3,000
9,000
Services (Landscaping) (Municipal)
Services (Cleaning) (Academy)
-
-
4,000
4,000
4,000
3,500
12,000
10,500
-
-
3,500
3,500
Equipment (Lighting, AV) (Municipal)
-
-
4,000
4,000
4,000
12,000
Gas - 13270 x .25 psf (Academy)
-
-
3,318
3,318
3,318
9,953
Electric - 13270 x 1.67 psf (Academy)
-
-
22,161
22,161
22,161
66,483
Phone - 13270 x .333 psf (Academy)
-
-
4,419
4,419
4,419
13,257
T1 Line - 13270 x .04 psf (Academy)
-
-
531
531
531
1,592
Water - 13270 x.302 psf (Academy)
-
-
4,008 4,008 4,008 12,023
OPERATING IMPACT TOTAL
0
0
58,736
58,736
58,736
176,207
165
trategic
Key Result
Areas Impacted:
Inviting Residential an
Corporate Neighborhoods
Neighborhood Integrity
Community Appearance
Aesthetic Standards
We Are Leaders
emier Education Facilities
and Programs
,nvironment Stewardship
Hospitality Finds
k Home in Westlake
Citizen Communication
Project Description Fund # Funded By Amount
Deloitte Trail 410 Contributions $ 25,000
Glenwyck Trail Extension 410 Contributions 15,000
Stagecoach Hills Drainage 410 Property Tax Fund 75,000
Total Capital Projects Fund - 410 1 $ 115,000
Arts and Sciences Center 411 Contributions/Bonds $ 4,434,361
Total Arts & Sciences Center Fund - 411 $ 4,434,361
TRA Assumption of N1 Sewer Line 500 Utility Fund $ 146,501
Water Meter Automation 500 Utility Fund 27,000
Total Utility Fund - 500 1 $ 173,501
Grand Total All Projects (All Funds) $ 4,722,862
Note 1: See Individual Funds for project detail.
166
Beginning Fund Balance $ - $ 3,811,109 $ 697,700 $ 697,700 $ 697,700 $ 697,700
Funding Sources
Interfund Loan from GF/UF
FY 07/08
FY 08/09
FY 09/10
FY 10/11
FY 11/12
FY 12/13
25,000
Estimated
Proposed
Projected
Projected
Projected
Projected
Beginning Fund Balance $ - $ 3,811,109 $ 697,700 $ 697,700 $ 697,700 $ 697,700
Funding Sources
Interfund Loan from GF/UF
30,000
503,967
(350,000)
(153,967)
Developer contributions
Stagecoach Hills Drainage Imp
25,000
425,000
-
Foundation pledge/contributions
60,000 -
331,975
350,000
153,967
Private contributions
1,536,136
30,000
-
-
Lee donation (rest. to Black Box)
500,000
-
360,000 - -
Ending Fund Balance
G.O. Bond proceeds
2,500,000
-
Escrowed Funds
60,000
15,000
General Fund Transfers
-
75,000
Vistors Fund Transfers
30,000
250,000
-
-
Utility Fund Transfers
-
173,501
1,360,000
360,000
PTR Fund Transfers
-
250,000
-
-
Interest
30,000
15,000
-
-
Subtotal
4,656,136
1,669,443
1,785,000
360,000 -
Total Funds Available $ 4,656,136 $ 5,480,552 $ 2,482,700 $ 1,057,700 $ 697,700 $ 697,700
Capital Improvement Projects
Public Streets, Trails, Parks and Bldgs
FM 1938 Streetscape
30,000
-
Arts and Sciences Building
755,029
4,434,351
Stagecoach Hills Drainage Imp
-
75,000
Dove Road Bridge Expansion
300,000
60,000 -
Trails on Dove Road (Deloitte)
-
25,000 425,000
Glenwyck Trail Ext to Terra Bella
60,000
15,000 -
Total Public Streets and Bldgs
845,028
4,609,351 425,000
Water & Sewer
TRA Assumption of N1 Sewerline
146,501
-
-
Water Meter Automation
27,000
60,000
60,000
Stagecoach Hills waterline
-
300,000
300,000
Ground storage tank
-
1,000,000
-
Total Utility
- 173,501
1,360,000
360,000
Total CIP Expenditure/Expenses
845,028 4,782,852
1,785,000
360,000 - -
Ending Fund Balance
$ 3,811,109 $ 697,700
$ 697,700 $
697,700 $ 697,700 $ 697,700
NOTE 1: $11VI ground storage tank will be funded through Utility revenue bonds. (Approximately $75K/annual for 20 years -
4.34%)
167
Town Hall/Municipal Court/Library $ 10.00 million
Major Trail Enhancements 2.00 million
Fire Station 4.00 million
Park Improvements 2.00 million
Additional Academy Building Expansion 8.00 million
Road and Bridge Improvements
Dove Road (50% paid by Developer) 1.50 million
Major Cemetery Improvements 1.07 million
FM 1938 Streetscape/Way Finder 1.50 million
$ 30.07 million
I
Funding Sources
Developer contributions $ $ $ 105,000 $ 472,500 $ 472,500
Private/WAF contributions - - -
G.O.Bond proceeds - -
Escrowed Funds - -
General Fund Transfers - -
Vistors Fund Transfers - -
Utility Fund Transfers -
Cemetery Fund Transfers
PTR Fund Transfers - - -
Total Funding Sources $ $ $ 105,000 $ 472,500 $ 472,500
Capital Improvement Projects
Public Buildings
Fire Station $ - $ $ - $ 280,000 $ 3,720,000
Town Hall/Municipal Court/Library - - 700,000 9,300,000
Academy Expansion - - 560,000 7,440,000
Subtotal Public Buildings - - 1,540,000 20,460,000
Parks & Open Space
Trail Enhancements - 140,000 1,860,000 -
Park Acquisition and/or Improvements - 140,000 1,860,000 -
Subtotal Parks & Open Space - 280,000 3,720,000 -
Cemetery
Various Improvements 35,000 35,000 500,000 500,000 -
Subtotal Cemetery 35,000 35,000 500,000 500,000 -
Transportation
FM 1938 Streetscape/Way Finder 500,000 500,000 500,000
Dove Road Improvements - 210,000 1,170,000 1,170,000
Subtotal Transportation 710,000 1,670,000 1,670,000
TOTAL General Obligation Improvements
FY 08/09
FY 09/10
FY 10/11
FY 11/12
FY 12/13
1,490,000
Proposed
I Projected
I Projected
I Projected
I Projected
Funding Sources
Developer contributions $ $ $ 105,000 $ 472,500 $ 472,500
Private/WAF contributions - - -
G.O.Bond proceeds - -
Escrowed Funds - -
General Fund Transfers - -
Vistors Fund Transfers - -
Utility Fund Transfers -
Cemetery Fund Transfers
PTR Fund Transfers - - -
Total Funding Sources $ $ $ 105,000 $ 472,500 $ 472,500
Capital Improvement Projects
Public Buildings
Fire Station $ - $ $ - $ 280,000 $ 3,720,000
Town Hall/Municipal Court/Library - - 700,000 9,300,000
Academy Expansion - - 560,000 7,440,000
Subtotal Public Buildings - - 1,540,000 20,460,000
Parks & Open Space
Trail Enhancements - 140,000 1,860,000 -
Park Acquisition and/or Improvements - 140,000 1,860,000 -
Subtotal Parks & Open Space - 280,000 3,720,000 -
Cemetery
Various Improvements 35,000 35,000 500,000 500,000 -
Subtotal Cemetery 35,000 35,000 500,000 500,000 -
Transportation
FM 1938 Streetscape/Way Finder 500,000 500,000 500,000
Dove Road Improvements - 210,000 1,170,000 1,170,000
Subtotal Transportation 710,000 1,670,000 1,670,000
TOTAL General Obligation Improvements
$
35,000
$
35,000
$
1,490,000
$
7,430,000
$
22,130,000
TOTAL UNFUNDED NEEDS
$
35,000
$
35,000
$
1,385,000
$
6,957,500
$
21,657,500
This page is intentionally blank
This budget focuses on
the next twelve months of
the Town's future.
However, the Council ani
staff have initiated
strategic planning
I9
approach to the Town's,
governance which will be
critical to giving thqq
Council, and the
community, a multi-year
focus that couples I
strategic priority setting
with good financial
stewardship decision
that achieve the long-
term vision set by the
Council for Westlake
The Council has
articulated an exciting
vision for Westlake.
LONG-TERM STRATEGIC APPROACH
This budget focuses on the next twelve months of the Town's future. However, the Council and staff have
initiated a strategic planning approach to the Town's governance which will be critical to giving the Council, and
the community, 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 Council has articulated an exciting vision for Westlake.
Westlake 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.
Further, the Council has established Westlake's core mission and values:
Westlake Mission
On behalf of the citizens, the mission
of the Town of Westlake is to be a
one of -a -kind community that blends our
rural atmosphere with our rich culture
and urban location.
170
Communitv Values
A Innovation
Strong knowledg%ducation base
`r Friendly and Welcoming
`r Family Focus
Engaged Citizens
Aesthetic appeal with high development
standards
Unique rural setting emphasizing
preservation of our natural beauty
With the establishment of Westlake's vision, mission and values, the Council set key result areas
(KRA's) to concentrate on in the Town's Strategic Plan that guides preparation of this and future
budgets in terms of allocating resources to these KRA's. The following Vision Points and Key Result
Area items are just the beginning of the Council's vision for the Town of Westlake. The Council and
Staff will build on this strategic planning foundation annually.
Premier Education
Comprehensive Planning Facilities & Programs Citizen Engagement
Neighborhood Integrity
Community Appearance
Quality Development
Aesthetic Standards
Open Space Preservation
Well Educated Future
Leaders & Thinkers
Business Partnerships with
Town & Westlake Academy
Environmental Stewardship
High Quality Services Coupled
with Financial Stewardship
Infrastructure Maintenance
and Planning
171
Citizen Communication
Historic Preservation
Tourism Development
Arts and Culture
LONG-TERM STRATEGIC PLAN AND GOALS
VISION POINT — INVITING RESIDENTIAL AND CORPORATE NEIGHBORHOODS
Key Result Area — On-going Comprehensive Planning
Ensure the master plans are continually updated and reviewed to enhance the development of
the Town
• Update all master plans to guide development and provide a framework for future projects
and promote the Master Plan as a community focal point.
• Begin Precinct Line Road Construction
• Begin feasibility study of construction a Town Hall, incorporate into the capital
improvement plan and periodically review the need and funding available for the facility
Key Result Area — Sensitivity to Neighborhood Integrity
Maintain the high standards of neighborhood planning and residential construction to foster
the Town's unique character and rural atmosphere
• Promote and develop landscaped entranced to neighborhoods
• Develop a plan for a connected trail system and finalize the construction while working
with developers, neighborhood associations, corporate partners and residents
Key Result Area — Outstanding Community Appearance
Enhance the appearance of the Town with public art displays and high-quality, environmentally
responsible landscaping project.
• Develop streetscape master -plan for the Town
Key Result Area — Highest Quality Development and Aesthetic Standard
Ensure standards are met that maintain the superior appearance and construction of
developments within the Town
• Support our newest corporate partners, Deloitte and Fidelity, with the training facility
groundbreaking and the opening of Fidelity Phase II
• Revise and update all codes and related amendments
• Finalize oil and gas drilling policy
• Assist the developers in the inspection and permitting processes of the Crossroads retail
facility at Hwy 377/170
• Work to attract nationwide, well know anchor retail businesses
172
Key Result Area — Open -Space Preservation
Maintain the rural atmosphere, spacious residential lots, park facilities and open areas with
master planned community development
• Open space land management
VISION POINT — WE ARE LEADERS
Key Result Area — Premier Educational Facilities and Programs
Develop high quality educational facilities and learning opportunities for the students of
Westlake
• Complete the Arts and Sciences Center during FY 08-09
• Work with Academy staff to develop field trips for the students relative to local
government and research the creation of internship positions with the Town
Key Result Area — Producing Well Educated Future Leaders and Thinkers
Support the Academy staff in their efforts to educate the students
• Work with the surrounding businesses to develop corporate related internships for the
Diploma Program students
• Work with Deloitte University to develop a mentoring program for the Academy students
Key Result Area — Business Partnerships with the Town and Westlake Academy
Facilitate relationships between Town residents, corporate leaders and the students
• Implement a Westlake speaker series that features community leaders
Key Result Area — Environmental Stewardship Initiatives
Develop and implement comprehensive "green" programs for the residents, corporations and
the Academy
• Form the Westlake Green Team to assist in the development of a comprehensive
automated recycling and composting program and to identify new technology which may
be utilized in our environmental stewardship.
• Research the feasibility and impact of the implementation of geo-thermal processes at
Westlake Academy
• Identification of beneficial environmental programs and water conservation strategies to
create a healthy community
173
Key Result Area — High Quality Service Delivery Coupled with Financial Stewardship
Continue to provide outstanding government administration while working with the municipal
budget
• Impact fee study — "Growth pays for Growth", present the findings to the Board and
implement the approved revisions.
Key Result Area — 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
• Draft facility master plan and incorporate into a capital improvement plan for Board review
• Review the drainage needs and storm water plans needed to minimize the impact of
severe weather on our neighborhoods
• Work with transportation representatives to include Westlake in a regional rail system
VISION POINT — HOSPITALITY FINDS ITS HOME IN WESTLAKE
Key Result Area — Citizen Engagement and Communication
Design a comprehensive plan to communicate with residents, Academy families, corporate
partners and other community stakeholders
• Develop an overall communication plan for the residents that include electronic, voice and
written applications; continue the regular publication of the "Westlake Wire" as an
additional avenue to inform the residents of business and events related to the Town.
• Redesign the Town website
Key Result Area — Historic Preservation
Record the events, individuals or groups associated with the Town or who had an impact on the
region to provide an accurate portrayal of the history of Westlake
• Integrate the mission of the Historical Preservation Society into community events.
Key Result Area — Tourism Development
• Host regional events to attract individuals to our restaurants and businesses
• Develop and assist the marketing team that will work with the consultant group to
promote the attributes of Westlake to potential corporate and retail residents
Key Result Area — Arts and Culture
• Expand the public parks and strive to incorporate with the IOOF cemetery.
• Implement Public Art Master Plan and identify locations for the display of the art
throughout the Town at major entry points.
174
ASSUMPTIONS - S -YEAR PROJECTION -ALL FUNDS
REVENUES
1. Sales tax increases by 3% annually.
2. Sales tax related to Economic Development Agreements for Fidelity and Deloitte has been
included for FY 08-09 and Deloitte FY 09-10. The Town receives sales tax related to these two
projects only through the end of the project's construction. Per the agreements, we keep the
cent sales tax received in each of the Property Tax Reduction and 4B Economic Development
Funds. The remaining one cent received in the General Fund is paid out to the developer per the
agreements. Therefore, the net effect to the General Fund is zero.
3. Ongoing sales tax for Deloitte and Fidelity Phase II has not been projected because of the
uncertainty of the business structure.
4. Deloitte fees of $506K are included in 08-09. No major building permit fees projected from FY 09-
10 forward.
5. No new revenue sources
• No permit fee increases
• No growth in sales tax base
• No property tax
EXPENDITURES
1. No new positions except in FY 08-09. Two and one-half positions proposed in FY 08-09. Subject to
review of mid -year revenues.
2. Salaries and benefits increase 3% annually.
3. Other expenses increase 3% annually.
4. Remove all major one-time expenditures. Expenditures reduced by $506K (offset by Deloitte fees)
in FY 08-09.
5. No other major one-time expenses including capital outlay.
6. No inter -fund transfers out after FY 08-09.
7. One cent sales tax rebate payments regarding Fidelity and Deloitte are included in FY 08-09 and
Deloitte payment for FY 09-10. None proposed for future years.
8. Only includes currently funded capital projects.
9. No increase in debt service payments included. (i.e. no additional debt issuance for new capital
projects)
175
Fund Description FY 08-09 FY 09-10 FY 10-11 FY 11-12 FY 12-13
General Fund Beginning Fund Balance
Sales Tax (taking Fidelity & Deloitte funds into consideration)
Revenues (Inc $506,000K Deloitte fees FY 08/09)
Transfers In (FW Impact Fees)
Transfer in (UF % of master plan)
Transfers in (Property Tax Reduction Fund)
Expenditures (net of 1 time exp for 08/09 & ED Incentives)
Payroll and Related Expenditures
Transfers Out (General Major Maintenance Fund)
Transfer out (Vehicle & Equipment Replacement Fund)
Transfers Out (Capital Projects)
Net Total
Restricted Funds (Court restrictions)
Restricted Funds (Glenwyck Farms Trail)
Designated Funds (A&S Building Pledges Receivable)
Restricted Funds (Building Fund from TSH)
Ending Balance (projected)
Operating Days
Visitors Association Fund
Beginning Fund Balance
Revenues (net of $30K for Historical Board after 08/09)
Payroll and Related Expenditures
Expenditures (net of $30K for Historical Board after 08/09)
Transfers out - debt service
Net Total (projected)
Designated (Historical/Public Arts)
Ending Balance (projected)
Operating Days
Cemetary Fund
$ 2,765,019
$ 2,815,324
$ 2,660,297
$ 2,337,259 $
1,997,480
1,664,352
1,351,758
1,236,000
1,273,080
1,311,272
3,035,285
2,605,164
2,683,318
2,763,818
2,846,733
30,000
30,900
31,827
32,782
33,765
17,500
14,644
4,888
(5,162)
250,000
250,000
250,000
250,000
250,000
(2,883,491)
(2,419,879)
(2,492,475)
(2,567,250)
(2,644,267)
(1,900,941)
(1,957,969)
(2,016,708)
(2,077,210)
(2,139,526)
(105,500)
(15,000)
(15,000)
(15,000)
(15,000)
(56,900)
2,815,324
2,660,297
2,337,259
1,997,480
1,640,457
108,721
108,721
108,721
108,721
108,721
149,185
149,185
149,185
149,185
149,185
305,467
-
2,251,951
1,888,759
1,531,736
2,551,576
2,228,538
192
242
180
148
117
1,309,177
723,650
600,533
477,432
354,595
529,000
513,970
529,389
545,271
561,629
(121,860)
(125,516)
(129,281)
(133,160)
(137,155)
(352,617)
(332,296)
(342,264)
(352,532)
(363,108)
(640,050)
(179,276)
(180,944)
(182,416)
(183,692)
723,650
6009533
477,432
354,595
232,269
7239650
6009533
477,432
354,595
232,269
557
479
370
266
169
Beginning Fund Balance
58,606
33,313
24,117
14,644
4,888
Revenues
21,550
22,197
22,862
23,548
24,255
Expenditures
(46,843)
(31,393)
(32,335)
(33,305)
(34,304)
Ending Balance (projected)
33,313
24,117
14,644
4,888
(5,162)
FM 1938 Fund
Beginning Fund Balance
Revenues
Transfers In
249,326 249,326 249,326 249,326 249,326
cxpenciiures - - - -
Ending Balance (projected) 249,326 249,326 249,326 249,326 249,326
4B Beginning Fund Balance
Beginning Fund Balance 327,039 297,308 267,577 237,846 208,115
Revenues 832,176 670,104 690,207 710,913 732,240
Transfers Out (Debt Service) (861,907) (699,835) (719,938) (740,644) (761,971)
Ending Balance (projected) 297,308 267,577 237,846 208,115 178,384
" Fund balance represents balance due from OF for various capital projects (balance sheet accounts due to/from-receive $29,731 through
Property Tax Reduction Fund Balance
Beginning Fund Balance
Revenues (no int income after FY 08-09)
Transfer out to Debt Service Fund
Transfer out to Capital Projects
578,064 1,092,740 642,204
839,676 670,104 690,207
- (620,639) (602,396)
(75,000)
230,014 114,037
710,913 732,240
(576,890) (554,365)
Transfer out to GMM (250,000) (250,000)
Transfer out to General Fund (250,000) (250,000) (250,000) (250,000) (250,000)
Ending Balance (projected) 1,092,740 642,204 230,014 114,037 41,913
176
Fund Description FY 08-09 FY 09-10 FY 10-11 FY 11-12 FY 12-13
Debt Service Fund
1,588,047
1,762,527
1,708,093
Beginning Balance
- - -
-
472,913
Transfers In (46)
861,907 699,835 719,938
740,644
761,971
Transfers In (Property Tax Reduction Fund)
- 620,639 602,396
576,890
554,365
Transfer in (Visitors Assoc Fund)
640,050 179,276 180,944
182,416
183,692
Expenditures - debt service
(1,501,957) (1,499,750) (1,503,278)
(1,499,950)
(1,500,028)
Ending Balance (projected)
Utility Fund
Beginning Fund Balance
1,588,047
1,762,527
1,708,093
1,667,815
2,003,995
Revenues
472,913
487,100
501,713
516,765
532,268
Impact Fees
30,000
30,900
31,827
32,782
33,765
Water Revenue
1,673,507
1,723,712
1,775,424
1,828,686
1,883,547
Water Revenue (Hillwood/Town Sry Area)
96,130
99,014
101,984
105,044
108,195
Payroll and Related Expenditures
(207,723)
(213,955)
(220,373)
(226,985)
(233,794)
Expenditures
(526,827)
(542,632)
(558,911)
(575,678)
(592,948)
Water Purchases
(911,025)
(938,356)
(966,506)
(995,502)
(1,025,367)
Transfers Out (PCMF - excess not covered)
(15,000)
(15,000)
(15,000)
(15,000)
(15,000)
Transfers Out (GF operations - % of master plan)
(17,000)
(314,900)
(820,000)
(727,400)
Ending Balance (projected)
Transfers Out (Impact Fees to GF)
(30,000)
(30,900)
(31,827)
(32,782)
(33,765)
Debt Service (Hillwood Infrastructure Pymt)
(96,130)
(99,014)
(101,984)
(105,044)
(108,195)
Debt Service (Keller Overhead Storage)
(120,864)
(120,304)
(121,625)
(121,107)
(121,911)
Debt Service (Ground Storage Tank) $1 M/20Years
(75,000)
(75,000)
(75,000)
(75,000)
Capital Projects
(173,501)
(360,000)
(360,000)
-
-
Net Fund Balance
1,762,527
1,708,093
1,667,815
2,003,995
2,355,789
Restricted Funds
111,360
111,360
111,360
111,360
111,360
Ending Fund Balance (projected)
1,651,167
1,596,733
1,556,455
1,892,635
2,244,429
Operating Days
335
315
298
353
406
Vehicle & Equipment Replacement Fund
Beginning Fund Balance
-
50,000
50,000
50,000
50,000
Transfers in from GF
56,900
-
-
-
-
Expenditures
(6,900)
-
-
-
(365,000)
Ending Balance (projected)
50,000
50,000
50,000
50,000
(315,000)
General Major Maintenance Fund
Beginning Fund Balance
35,000
50,000
99,800
49,900
(755,100)
Transfer in from GF
105,500
15,000
15,000
15,000
15,000
Transfer in from PTR
-
250,000
250,000
-
-
Expenditures
(90,500)
(215,200)
(314,900)
(820,000)
(727,400)
Ending Balance (projected)
50,000
99,800
49,900
(755,100)
(1,467,500)
Utility Major Maintenance Fund
Beginning Fund Balance 35,000 50,000 65,000 80,000 65,000
Transfers in from Utility Fund 15,000 15,000 15,000 15,000 15,000
Expenditures - - - (30,000) (150,000)
Ending Fund Balance (projected) 50,000 65,000 80,000 65,000 (70,000)
Total Projected Ending Fund Balance $ 6,449,455 $ 6,146,866 $ 5,174,155 $ 4,072,254 $ 2,620,395
177
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TOWN OF WESTLAKE
COMMUNITY PROFILE
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 t'
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.
The Town has seen much change since its original incorporation. During thi
early years, our Mayor and Board members met to discuss Town business in the
comfort of each other's living rooms — an interesting contrast to how our Town operates today.
In 1956, Westlake 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. This northern land was
later disannexed from Westlake and formed Trophy Club. By 1952, Denton Creek was dammed and
Lake Grapevine was formed.
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 that
area, clearing the way for the upscale housing
development.
In the mid 1970s, the Circle T Ranch was purchased by
oil millionaire Nelson Bunker Hunt. The ranch became
known for its glamorous parties attended by
celebrities from all over the world. By 1989, Hunt had declared bankruptcy and the ranch was up for
sale. It was purchased by Ross Perot Jr. in 1993.
178
Location
Minutes from downtown Fort Worth and DFW International Airport, the Town of Westlake is home to
several upscale residential communities and Fortune
500 companies, all of which share a unique
character and charm, along with a commitment to
excellence. The Town is located in northeast Tarrant
County and may be conveniently accessed by
several major thoroughfares, including SH 114 and
US 377.
Town of
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While nearby cities are easily accessible, staying
in Town for dining and entertainment is just as easy. Local restaurants serve up Italian and Tex-Mex
specialties, and choices even include a delicatessen.
Commercial Development
In the mid 1980s, IBM built Solana, the multi use office complex. IBM maintained a large presence
until the mid 1990s. At that time, several of the office buildings became available for use by other
corporations. Eventually, IBM sold its partnership interest.
The turn of the century has seen the addition of several major corporations to the Westlake
landscape. These include Fidelity Investments, Daimler -Chrysler, and First American Title. In 2008,
pre -development meetings have been conducted for the Deloitte LLP Learning and Leadership
Development Center and for Westlake Corners at South -SH 114 & US 377. Throughout the years,
Westlake has proven to be an ideal and innovative business location.
Community Events
Arbor Da
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.
179
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. The event ends at sunset.
Masterworks 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 and vocal music ranging from Country & Western to Blues & Jazz with the entertainment
of local, regional and national artists.
The concert season begins in April and features an exciting performance each Thursday through the
month of May. Performances are held at the Solana Village Center.
Westlake Academy
The Westlake Academy is an Open Enrollment Charter School that opened September 1, 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 i
will be pervasive and
will infuse the N
classroom curriculum. If--. = i 1.
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 1:15 with a targeted class size of 16 students.
Westlake Academy will add an additional grade level each year until we service grades K-12.
U,
Facts, Figures, and Statistics
Location
Northeast Tarrant County
7 square miles
12 miles west of Dallas -Fort Worth International Airport
7 miles east of Fort Worth Alliance Airport
Demographics
703 residents
Average appraised home value: $1,200,000
100% living in single-family households
Climate
Days of sunshine: 137
Mean winter temperature: 54°F
Mean summer Temperature: 92°F
Mean annual precipitation: 33.7 inches
Mean annual snowfall: 3.1 inches
574 feet
Major Developments & Planned Developments
Fidelity Investments North Texas Campus
Solana Corporate Campus
Daimler Chrysler Westlake Campus
Westlake Corners
Deloitte LLP Learning and Leadership Development Center
Top Employers
Fidelity Investments
Wells Fargo Co.
Sonitrol
Pfizer Inc.
Solara Healthcare
Pacific Supply Express
Premier Academy
Diego's
First American Real Estate
Maguire Partners
Levi Strauss
The Solana Club
Mack Trucks
Marriott Solana
Chrysler Financial
Walco International
Boy Scouts of America
Daiichi/Sanko
Seagate Corp. McKesson Corp.
The SABRE Group Talbot Insurance Agency
La Scala/Joe's Pizza Weinberger's Deli
181
Sales Tax
Sales Tax rate is 8.25%
6.25% state tax
1% local tax
1/2% economic development sales tax
1/2% property tax 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
Keller ISD - $1.993677 per $100
Northwest ISD - $1.971327 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 and 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 valuation
Denton County - $0.23589 per $100 valuation
182
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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
183
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.
184
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.
185
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
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.
187
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
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.
lM
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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
190
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.
191
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.
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■ 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.
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■ 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.
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■ 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.
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TOWN OF WESTLAKE
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■ 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.
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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.
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■ 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.
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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.
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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.
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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.
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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.
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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.
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TOWN OF WESTLAKE
INVESTMENT POLICY
The Interlocal Cooperation Act, Chapter 791, Texas Government Code, authorizes local
governments in Texas to participate in a Texas investment pool established thereunder.
V. DELEGATION OF INVESTMENT AUTHORITY
The Finance Director, acting on behalf of the 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."
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INVESTMENT POLICY
Limitation of Personal Liabil
The Investment Officer and those delegated investment authority, when acting in accordance
with the written procedures and this Policy and in accord with the Prudent Person Rule, shall
be relieved of personal liability in the management of the portfolio provided that deviations
from expectations for a specific security's credit risk or market price change are reported in a
timely manner and that appropriate action is taken to control adverse market effects.
VII. INTERNAL CONTROLS
The Investment Officer shall establish a system of written internal controls which will be
reviewed annually with the independent auditor of the Town. The controls shall be designed
to prevent loss of public funds due to fraud, employee error, misrepresentation by third
parties, or imprudent actions by employees of the Town.
VIII. AUTHORIZED INVESTMENTS
Acceptable investments under this policy shall be limited to the instruments listed below. The
choice of high-grade government investments and high-grade, money market instruments are
designed to assure the marketability of those investments should liquidity needs arise.
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.
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TOWN OF WESTLAKE
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Delivery versus Pavment
All investment security transactions shall be conducted on a delivery versus payment (DVP)
basis to assure that the Town has control of its assets and/or funds at all times.
IX. AUTHORIZED FINANCIAL DEALERS AND INSTITUTIONS
Securities broker/dealers may be primary or regional broker/dealers and will meet other
criteria as determined by the Investment Officer including state registration and completion of
a Town Broker/Dealer questionnaire (attached as Exhibit D). The following criteria must be
met by authorized firms.
- annual provision of an audited financial statement,
- proof of certification by the National Association of Securities Dealers (NASD)
- proof of current registration with the Texas State Securities Commission, and
- completion of the Town's broker/dealer questionnaire.
Every bank and broker/dealer with whom the Town transacts business will be provided a copy
of this Investment Policy to assure that they are familiar with the goals and objectives of the
investment program. The firm will be required to return a signed copy of the Certification
Form (attached as Exhibit C) certifying that the Policy has been received and reviewed and only
those securities approved by the Policy will be sold to the Town.
X. DIVERSIFICATION AND MATURITY LIMITATIONS
It is the policy of the Town to diversify its investment portfolio. Invested funds shall be
diversified to minimize risk or loss resulting from over -concentration of assets in a specific
maturity, specific issuer, or specific class of securities. Diversification strategies shall be
established and periodically reviewed.
XI. SAFEKEEPING AND COLLATERALIZATION
The laws of the State and prudent treasury management require that all purchased securities
be bought on a delivery versus 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.
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TOWN OF WESTLAKE
INVESTMENT POLICY
Collateral
Collateralization shall be required on all bank time and demand deposits for principal and
accrued interest amounts over the FDIC insurance coverage of $100,000 (by tax identification
number). In order to anticipate market changes and provide a level of additional security for
all funds, collateral with a market value equal to 102% of the total deposits are required. The
pledging bank will be made contractually liable for monitoring and maintaining the collateral
levels at all times. All collateral will be held by an independent third party bank outside the
holding company of the bank, pledged to the Town.
Authorized collateral will include only:
- Obligations of the US Government, its agencies and instrumentalities to include
mortgage backed securities which pass the bank test,
- Municipal obligations rated at least A by two nationally recognized rating agencies.
The custodian shall be required to provide original safekeeping receipts clearly marked that
the security is pledged to the Town.
XII. REPORTING
The Investment Officer shall submit quarterly reports to the 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
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TOWN OF WESTLAKE
INVESTMENT POLICY
Treasury Bill average yield for the reporting period will be reported as a gauge of performance
and risk.
XIII. DEPOSITORIES
The Town will designate one banking institution through a competitive process as its central
banking services provider at least every five years. This institution will be used for normal
banking services including disbursements, deposits, and safekeeping of Town owned securities.
Other banking institutions from which the Town may purchase only certificates of deposit will
also be designated as a depository.
All banking arrangements will be in written form in accordance with FIRREA which requires a
resolution of approval of the agreement by the Bank Council or Bank Loan Committee.
XIV. INVESTMENT POLICY ADOPTION BY 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.
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FY
FY
FY
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FY
Executive Assistant
04/05
05/06
06/07
07/08
08/09
Town Manager
1.00
1.00
1.00
1.00
1.00
Executive Assistant
1.00
1.00
1.00
1.00
1.00
Part -Time Intern
0.50
0.50
0.00
0.00
0.00
Firemen/Paramedics
9.00
10.00
10.00
1.00
1.00
Parks & Recreation
1.00
Building Official
1.00
1.00
0.50
Municipal Court Clerk
1.00
1.00
1.00
1.00
Town Secretary
1.00
1.00
1.00
1.00
1.00
Finance Assistant
1.00
1.00
1.00
1.00
1.00
Fire/EMS Coordinator
1.00
1.00
1.00
1.00
1.00
Firemen/Paramedics
9.00
10.00
10.00
10.00
10.00
Parks & Recreation
0.50
0.50
0.50
0.50
0.50
Municipal Court Clerk
1.00
1.00
1.00
1.00
1.00
Municipal Court Deputy Clerk
1.75
1.75
2.00
2.00
2.00
Municipal Court Judge
1.00
1.00
1.00
1.00
1.00
Municipal Court Marshal
0.00
0.00
0.00
1.00
1.00
Municipal Court Warrant Officer
1.00
1.00
1.00
0.00
0.00
Public Works Superintendent
1.00
1.00
1.00
1.00
1.00
Utility & Building Technician
0.00
0.00
0.00
0.50
0.50
Facilities/Grounds Maintenance
0.50
0.50
0.50
0.50
0.50
Utility & Building Technician
0.00
0.00
0.00
0.25
0.25
Finance Director
1.00
1.00
1.00
1.00
1.00
Human Resources Manager
1.00
1.00
1.00
1.00
0.00
Finance Assistant
1.00
1.00
1.00
1.00
1.00
Records & Revenue Clerk
0.00
0.00
0.00
1.00
1.00
Parks & Recreation
0.50
0.50
0.50
0.50
0.50
Utility & Building Technician
0.00
0.00
0.00
0.25
0.25
Payroll/Human Resources
0.00
0.00
0.00
0.00
1.00
Marketing & Public Affairs
1.00
1.00
0.00
0.00
0.00
Total
25.25
26.25
25.00
27.00
27.00
209
This page is intentionally blank
Service Level Adjustments - Approved Requests - All Funds
210
Maintain
Current
Level
(20,049)
Payroll
Adj's
2,672
EXPANDED LEVEL
One Time Recurring
Costs Costs
57,500 87,438
SAVINGS/ EVENUES
Increased ..
ReductionsDescription
Revenues
127,561 464,352
N
464,352
11 Administrative
12
Planning & Zoning
(3,344)
6,443
88,250 -
91,349
69,050
69,050
13
Town Secretary
(7,094)
2,173
-
(4,921)
11,518
11,518
14
Emergency Sry
94,681
23,379
- -
118,060
-
15
Municipal Court
856
5,668
16,350 1,600
24,474
19,452
19,452
16
Public Works
(4,087)
1,469
- -
(2,618)
- -
-
17
Facilities Maint
23,983
2,406
8,643
35,032
18
Finance
(65,455)
5,570
-
(59,885)
-
19
Parks & Recreation
(16,968)
2,423
(14,545)
20
Information Tech
13,870
-
13,870
21
HR/Admin Services
57,871
1,627
- 3,500
62,998
-
-
General Fund
74,264
53,830
162,100 101,181
391,375
564,372 -
564,372
00
Utility Fund
1,103
3,383
- -
4,486
-
-
11
Administrative
(44,970)
572
-
(44,398)
16
Public Works
62,401
341
64,700
127,442
18
Finance
(3,936)
2,301
-
(1,635)
21
HR/Admin Services
13,001
975
-
13,976
-
-
Utility Fund
27,600
7,572
64,700 -
99,872
- -
-
11
Administrative
(27,655)
572
152,240 13,650
138,807
30,000
30,000
17
Facilities Maint
(509)
694
- -
185
-
-
18
Finance
(10,803)
1,631
(9,172)
19
Parks and Rec
(698)
694
(4)
21
HR/Admin Services
19,914
3,378
- -
23,292
-
-
Visitors Fund
(19,752)
6,969
152,240 13,650
153,107
30,000 -
30,000
00
Cemetery Fund
13,333
-
5,000 7,796
23,686
-
-
Cemetery Fund
13,333
-
5,000 7,796
23,686
- -
-
00
Vehicle/Equipment
-
6,900 -
6,900
-
Vehicle/Equipment
-
-
6,900 -
6,900
- -
-
00
GF Major Maint
90,500
90,500
20,000
20,000
GF Major Maint Fund
-
-
90,500 -
90,500
- 20,000
20,000
210
Fund 100 - General Fund 0
Service Level Adjustments - Approved
Dept
Acct
Description of Item
Maintain
Current
Level
of Service
NEW OR EXPANDED LEVEL
Payroll One
Adjustment Time Recurring
Costs Costs Costs
TOTAL
SAVINGS
Revenue Expense
Enhancment Reduction
TOTAL
11
100.43325.11
Legislative (WA $7500)
25,000
12,500
7,500
12
7,500
(82)
-
11
100.44306.11
Master Plans/Surveys
-
various Administrative Asst
50,000
14 100.45310.14 Mobile Telephone
50,000
3,250
3,250
11
100.45805.11
Travel Airfare
800
(3,262)
-
-
800
various Payroll & Related Benefits increase
-
11
100.45810.11
Car Rental/Parking
425
14 100.46125.14 Printing
Dept 12 Planning and Zoning
(3,344)1
425
91,349
69,050
11
100.45815.11
Travel Lodging
1,700
13
various Administrative Asst 50%
-
1,700
11,518
11
100.45820.11
Travel Meals
529
1,436
-
529
13
various Payroll & Related Benefits increase
11
100.46115.11
Dues & Subscriptions
4,500
Dept 13 Town Secretary
4,500
2,173
(4,921)
11
100.46522.11
Economic Development - Fidelity 1
67
67
11
100.46522.11
Economic Development - Fidelity II
116,110
116,110
116,110
116,110
11
100.46525.11
Economic Development - Deloitte
348,242
348,242
348,242
348,242
11
various
Offsetting Expenditure Reductions
(580,205)
-
(580,205)
-
11
100.43130.11
Market Adjustments/Potential new
-
87,438
87,438
11
various
Maintain Current Payroll & Related
Benefits
87,784
-
87,784
11
various
Payroll & Related Benefits increase
-
2,672
-
-
2,672
-
Dept 11
Administrative
(20,049)
2,672 1
57,500
87,438 1
127,561
464,352
464,352
12
100.43260.12 Third Party Inspections
63,250
63,250
53,300
53,300
12
100.43336.12 Contract Services
-
25,000
25,000
12,500
12,500
12
various Offsetting Expenditure Reductions
(82)
-
(82)
-
12
various Administrative Asst
-
14 100.45310.14 Mobile Telephone
1,196 1,196
3,250
3,250
12
various Maintain Current Payroll & Related
Benefits
(3,262)
195 195
(3,262)
-
-
12
various Payroll & Related Benefits increase
-
6,443 -
6,443
30 30
14 100.46125.14 Printing
Dept 12 Planning and Zoning
(3,344)1
6,443 88,250
91,349
69,050
69,050
13 various Offsetting Expenditure Reductions
(8,530) - - (8,530)
- -
13
various Administrative Asst 50%
-
2,840 2,840
11,518
11,518
13
various Maintain Current Payroll & Related
Benefits
1,436
1,436
-
13
various Payroll & Related Benefits increase
-
21173
2,173
-
Dept 13 Town Secretary
(7,094)
2,173
(4,921)
11,518
11,518
14 100.43140.14 Employee Physicals
1,600 1,600
14 100.43255.14 Keller Police Contract
30,173 30,173
14 100.43334.14 EMS User Fee Payment
17,110 17,110
14 100.43405.14 Computer Eqpmt/Software
1,660 1,660
14 100.44209.14 Cleaning Supplies
480 480
14 100.44212.14 Building Supplies Maintenance
1,980 1,980
14 100.44213.14 Firefighter Supplies
2,317 2,317
14 100.44306.14 Grounds Maintenance
1,100 1,100
14 100.45310.14 Mobile Telephone
1,196 1,196
14 100.45815.14 Travel Lodging
580 580
14 100.45820.14 Travel Meals
195 195
14 100.45825.14 Travel Mileage
200 200
14 100.45830.14 Training/Seminars/Meetings
3,025 3,025
14 100.46106.14 Hospitality
30 30
14 100.46125.14 Printing
35 35
14 100.46215.14 Vehicle Fuel
2,670 2,670
14 100.46216.14 Vehicle Repair & Maintenance
15,000 15,000
14 100.46605.14 Uniforms
21 21
14 100.46615.14 Medical Supplies
2,840 2,840
14 various Offsetting Expenditure Reductions
(15,355) (15,355)
14 variousMaintain Current Payroll & Related
Benefits
27,824 27,824
14 1 various I Payroll & Related Benefits increase
- 23,379 23,379
Dept 14 Emergency Services
94,681 23,379 118,060
211
Fund 100 - General Fund 0
Service Level Adjustments - Approved
15
100.43330.15 Increase Judges Salary
-
Maintain
Current
NEW OR EXPANDED LEVELSAVINGS
16
15
100.45214.15 Auto Insurance
Payroll
One
23
various
15
100.45820.15 Travel Meals
Level
Adjustment
Time
Recurring
15
Revenue Expense
250
Dept
Acct
Description of Item
of Service
Costs
Costs
Costs
TOTAL
Enhancment Reduction
TOTAL
15
100.43330.15 Increase Judges Salary
-
26 26
1,600 1,600
16
15
100.45214.15 Auto Insurance
23
17 100.43352.17 Contract Electrical/Lighting
23
various
15
100.45820.15 Travel Meals
200
16
200
Payroll & Related Benefits increase
15
100.45825.15 Travel Mileage
250
(4,087) 1,469 (2,618)
250
15
100.46120.15 Postage & Supplies
750
17 100.45830.17 Training/Seminars/Meetings
750
15
1100.46165.15 Mobile Data Terminal
-
4,850
4,850
15
100.46170.15 Security Upgrades in Court Lobby
-
10,000
10,000
15
100.46216.15 Vehicle Repair & Maintenance
3,000
-
3,000
15
various Offsetting Expenditure Reductions
(9,051)
-
(9,051)
15
various New Deputy Court Clerk/Warrant
-
1,500
1,500
19,452 19,452
15
various Maintain Current Payroll & Related
Benefits
5,684
-
5,684
-
15
1 various I Payroll & Related Benefits increase
-
5,668 -
5,668
-
Dept 15 Municipal Court
856
5,668 16,350
1,600 24,474
19,452 19,452
16
100.45214.16
Insurance Automobile
26 26
1,000 1,000
16
various
Offsetting Expenditure Reductions
(5,480) (5,480)
17 100.43352.17 Contract Electrical/Lighting
16
various
Maintain Current Payroll & Related
Benefits
1,367 1,367
16
various
Payroll & Related Benefits increase
- 1,469 1,469
200 200
Dept 16 Public Works
(4,087) 1,469 (2,618)
1,500 1,500
17 100.43220.17 Painting Supplies
1,500 1,500
Expenditures - transferred to dept 21
17 100.43224.17 Sanitation Supplies
1,000 1,000
17 100.43344.17 Contract Median maintenance
2,000 2,000
1,424 1,424
17 100.43352.17 Contract Electrical/Lighting
6,000 6,000
various
17 100.43347.17 Contract HVAC Maintenance
4,000 4,000
17 1100.44306.17 Grounds Maintenance
11,000 11,000
Payroll & Related Benefits increase
17 100.45310.17 Mobile Phone
200 200
Dept 18 Finance 11
17 100.45325.17 Misc Rental/Lease
1,500 1,500
17 100.45326.17 Storage lease
5,000 5,000
17 100.45830.17 Training/Seminars/Meetings
1,500 1,500
17 100.45906.17 Fire/Life R&M
4,000 4,000
17 100.46115.17 Dues & Subscriptions
400 400
17 100.46216.17 Vehicle R&M
785 785
17 various Offsetting Expenditure Reductions
(17,802) - (17,802)
17 various Admin Asst Part-time (16.66%)
3,843 3,843
17 various Maintain Current Payroll & Related
Benefits
2,900 4,800 7,700
17 various Payroll & Related Benefits increase
- 2,406 - 2,406
Dept 17 Facilities Maintenance
23,983 2,406 8,643 35,032
18
various
Expenditures - transferred to dept 21
(16,014) (16,014)
-
19 various Offsetting Expenditure Reductions
Printing
1,424 1,424
19 various Maintain Current Payroll & Related
18
various
Payroll & Related - transferred to dept
(50,865) (50,865)
18
various
Payroll & Related Benefits increase
- 5,570 5,570
Dept 18 Finance 11
(65,455)l 5,570 1 (59,885)
19 100.43349.19 GW Farms Landscaping
1,000 1,000
19 100.47410.17 Ford F150 Truck
-
19 various Offsetting Expenditure Reductions
(20,289) (20,289)
19 various Maintain Current Payroll & Related
2,321 - 2,321
19 various Payroll & Related Benefits increase
- 2,423 2,423
Dept 19 Parks & Recreation
(16,968) 2,423 (14,545)
212
Fund 100 - General Fund 0
Service Level Adjustments - Approved
20 100.43266.20 Software/Hardware Maint Contracts
6,000 6,000
Pre -Employment Testing
Maintain
Current
NEW OR EXPANDED LEVEL
SAVINGS
1,000 1,000
Payroll
One
(8,130) (8,130)
Dept 20 Information Technology
13,870 13,870
Level
Adjustment
Time
Recurring
21
Revenue Expense
Advertising
Dept
Acct
Description of Item
of Service
Costs
Costs
Costs
TOTAL
Enhancment Reduction
TOTAL
20 100.43266.20 Software/Hardware Maint Contracts
6,000 6,000
Pre -Employment Testing
20 100.43267.20 System Admin & Support
15,000 15,000
20 100.43415.20 Website Development Maintenance
1,000 1,000
Flex Plan Out -Sourcing
20 various Offsetting Expenditure Reductions
(8,130) (8,130)
Dept 20 Information Technology
13,870 13,870
Timekeeping System
21
100.43135.21
Pre -Employment Testing
750
- 750
21
100.43336.21
Flex Plan Out -Sourcing
3,500 3,500
21
100.43405.21
Timekeeping System
21
100.45405.21
Advertising
500
- 500
21
100.45825.21
Travel Mileage
150
150
21
1100.45830.21
Training/Seminars/Meetings
500
500
21
100.46105.21
Office Supplies
500
500
21
100.46106.21
Hospitality Items
150
150
21
100.46115.21
Dues & Subscriptions
800
800
21
100.46190.21
Misc. Expense
250
250
21
various
Offsetting Expenditure Reductions
21
NEW
Admin Asst 50% (70% GF)
-
21
various
Maintain Current Payroll & Related
Benefits
54,271 -
54,271
21
various
Payroll & Related Benefits increase
- 1,627
1,627
Dept 21
HR/Admin Services
57,871 1,627
3,500 62,998
TOTAL GENERAL FUND $ 74,264 $ 53,830 $ 162,100 $ 101,1811 $ 391,375 $ 564,372 $ $ 564,372
213
Service Level Adjustments - Approved
11
various
Maintain Current Payroll & Related
Maintain
Current
NEW OR EXPANDED LEVEL
18
SAVINGS
various
PayrollOne
1,103
1,103
11
00
various
Level
Adjustment
Time
Recurring
Dept 00 Utility Fund
Revenue Expense
I
4,486
Dept
Acct
Description of Item
of Service
Costs
Costs
Costs
TOTAL
Enhancment Reductions
TOTAL
11
various
Maintain Current Payroll & Related
(61,371)
10,000
18
00
various
Benefits
1,103
1,103
11
00
various
Payroll & Related Benefits increase
- 37383
3,383
-
Dept 00 Utility Fund
1,103 3,383
4,486
Dept 21 HR/Admin Services
11
various
Offsetting Expenditure Reductions
(61,371)
10,000
18
16
(61,371)
2,725
Benefits
2,725
11
various
Maintain Current Payroll & Related
16,401
-
55,994
-
16,401
500-44110-16 peak Payment
50,425
Dept 21 HR/Admin Services
50,425
975 13,976
Benefits
500-44111-16 Tower Landscape Maintenance
2,000
2,000
16
500-44115-16 TRA Wastewater Treatment
17,000
11
various
Payroll & Related Benefits increase
-
572
3,000
572
16
500-44118-16 Instrument Maintenance
Dept 11 Administrative
(44,970)
572
16
(44,398)
1,000
-
1,000
16
500-43220-16 Water Utility Engineering
10,000
(3,936) - (3,936)
10,000
18
16
500-43250-16 Auditor
2,725
Benefits
2,725
(3,936) 2,301 (1,635)
16
500-44105-16 Water Purchases
55,994
various
55,994
-
16
500-44110-16 peak Payment
50,425
Dept 21 HR/Admin Services
50,425
975 13,976
16
500-44111-16 Tower Landscape Maintenance
2,000
2,000
16
500-44115-16 TRA Wastewater Treatment
17,000
17,000
16
500-44117-16 Lift Station Maintenance
3,000
3,000
16
500-44118-16 Instrument Maintenance
-
17,500
17,500
16
500-44120-16 Southlake Wastewater Treatment
1,000
-
1,000
16
500-44122-16 Water Testing
500
500
16
500-44130-16 Meter Repair/Replacement
475
-
475
16
500-44135-16 Utility Billing Services
-
7,200
7,200
16
500-45215-16 Property Insurance
52
-
52
16
500-45830-16 Training/Seminars/Meetings
400
400
16
500-46115-16 Dues and subcriptions
100
100
16
500-46216-16 Vehicle Repair & Maintenance
900
900
16
500-46221-16 Electric -Pump station
5,000
-
5,000
16
500-47411-16 Backup Generator
-
40,000
40,000
16
500-48810-16 DS - Keller OHS Principal/Int
799
-
799
16
500-48820-16 DS - Hillwood Service Area
11,000
11,000
16
various Offsetting Expenditure Reductions
(105,141)
(105,141)
16
various Maintain Current Payroll & Related
Benefits
6,173
6,173
16
various Payroll & Related Benefits increase
-
341 -
341
Dept 16 Public Works
62,401
341 64,700
127,442
18
various
Payroll & Related - transferred to
(3,936) - (3,936)
15,000 15,000
18
various
Payroll & Related Benefits increase
- 2,301 2,301
Benefits
Dept 18 Finance
(3,936) 2,301 (1,635)
99 500.62510.99 Transfer out to GF $30K
47,000 47,000
Maintain Current Payroll & Related
99 Transfer to UFMM
15,000 15,000
99 Offsetting Expenditure Reductions
21
various
Benefits
13,001
- 13,001
21
various
Payroll & Related Benefits increase
-
975 975
Dept 21 HR/Admin Services
13,001
975 13,976
99 500.62510.99 Transfer out to GF $30K
47,000 47,000
99 Transfer to UFMM
15,000 15,000
99 Offsetting Expenditure Reductions
(40,000) (40,000)
Dept 99 Transfers Out
22,000 22,000
TOTAL UTILITY FUND $ 27,600 1 $ 7,572 1 $ 86,700 1 $ - $ 121,872 $ $ $
214
Service Level Adjustments -Approved
11
220.43250.11
Auditor
Maintain
Current
NEW OR
Payroll
EXPANDED
LEVEL
2,975
SAVINGS
0
0
One
220.43415.11
Website development
2,225
Level
Adjustment
Time
Recurring
Revenue
Expense
I
11
Det
Acct
Description of Item
of Service
Costs
Costs
Costs
TOTAL
Enhancment
Reductions
TOTAL
11
220.43250.11
Auditor
2,975
0
0
0
2,975
0
0
0
various
220.43415.11
Website development
2,225
Dept 17 Facilities Maintenance
(509)1 694 0 1 185
0 0 1 0
2,225
11
220.43510.11
Arbor Days/Tree City
500
0
0
0
500
0
0
0
11
220.43505.11
Historical Board
0
0
30,000
30,000
11
220.43506.11
Public Arts
0
8,500
8,500
0
0
0
11
220.43526.11
Masterworks
6,250
0
0
0
65250
0
0
0
11
220.43531.11
Marketing & Promotions
6,500
0
10,450
16,950
0
0
0
11
220.43336.11
Contract Services
50,000
505000
11
220.43530.11
Marriott Transportation
56,260
0
93,740
0
1505000
0
0
0
220.456210.11 Special Events
3,200
3,200
11
various
Offsetting Expenditure Reductions
(121,023)
0
0
0
(1215023)
0
0
0
11
various
Maintain Current Payroll & Related
Benefits
18,658
0
0
0
185658
0
0
0
11
various
Payroll & Related Benefits increase
0
572
0
0
572
0
0
0
Dept 11
Administrative
(275655)
572
1525240
13,650
1385807
30,000
30,000
17
various
Maintain Current Payroll & Related
(509) 0 0 0 (509)
0 0 0
Benefits
Benefits
21 various
I Payroll & Related Benefits increase
17
various
I Payroll & Related Benefits increase
0 694 0 1 0 1 694
0 0 1 0
Dept 17 Facilities Maintenance
(509)1 694 0 1 185
0 0 1 0
18
various
21 yroll & Related - transferred to dept
(10,803) 0 0 0 (10,803)
0 0 0
Benefits
Benefits
21 various
I Payroll & Related Benefits increase
18
1 various
JPayroll & Related Benefits increase
0 1,631 0 0 1,631
0 0 0
Dept 18 Finance
(10,803) 1,631 0 0 (9,172)
0 0 0
19
various
Maintain Current Payroll & Related
(698) 0 0 0 (698)
0 0 0
Benefits
Benefits
21 various
I Payroll & Related Benefits increase
19
various
JPayroll & Related Benefits increase
0 694 0 0 694
0 0 0
Dept 19 Parks and Recreation
(698) 694 0 0 JL (4)
0 0 0
21 various
Maintain Current Payroll & Related
19,914 0 0 0 19,914
0 0 0
Benefits
21 various
I Payroll & Related Benefits increase
0 3,378 0 0 3,378
0 0 0
Dept 21 HR/Admin Services
195914 35378 0 0 235292
0 0 0
TOTAL VISITOR FUND 11 $ (19,7,52)1 $ 6,969 1 $ 152,240 1 $ 13,650 1 $ 153,107 11 $ 30,000 $ $ 30,000
215
Service Level Adjustments -Approved
Dept Acct Description of Item
00
255.43336.00
Contract Services
00
255.43340.00
Irrigation
00
255.44216.00
Ground Supplies
00
255.44306.00
Grounds Maintenance
0
255.46216.00
Vehicle R&M/Fuel
00
255.45830.00
Training/Meetings/Seminars
00
255.46115.00
Dues & Memberships
0
255-46190.00
Miscellaneous Supplies
19
NEW
Part Time Admin Assistant
0
various
Offsetting Expenditure
Reductions
13,333
Dept 00
Cemetery Fund
Maintain
Current
NEW OR EXPANDED LEVEL
5,000
Payroll
One
1,000
Level
Adjustment
Time
Recurring
of Service
Costs
Costs
Costs
TOTAL
SAVINGS
5,000
5,000
1,000
Expense
1,000
14,700
Reductions
14,700
6,400
6,400
2,000
2,000
1,000
1,000
-
400
400
2,443
-
- 6,396
6,396
(13,210)
0 0 0
(13,210)
13,333
5,000 7,796
23,686
SAVINGS
Revenue
[Enhancment
Expense
Reductions
TOTAL
TOTAL CEMETERY FUND 11 $ 13,333 1 $ $ 5,000 1 $ 7,796 1 $23,686 1 $ $ $ -
216
Fund 257 - Vehicle & Equipment Replacement Fund
Service Level Adjustments - Approved
00 257.47415.13
Furniture & Fixtures
4,800 4,800
Maintain
Current
NEW OR
Payroll
EXPANDED
LEVEL
SAVINGS
6,900 6,900
One
Level
Adjustment
Time
Recurring
Revenue
Expenditure
I
Dept
Acct
Description of Item
of Service
Costs
Costs
Costs
TOTAL
Enhancement
Reduction
TOTAL
00 257.47415.13
Furniture & Fixtures
4,800 4,800
00 257.47415.14
Furniture & Fixtures
2,100 2,100
Dept 00 Vehicle & Equipment
6,900 6,900
TOTAL VEHICLE & EQUIPMENT FUND 11 $ $ 6,900 1 $ $ 6,900 1 $ $ $ -
217
Service Level Adjustments -Approved
00
600.43347.00
WA -15 Ton Split Systme HVAC System
Maintain
Current
NEW OR EXPANDED LEVEL
9,000
SAVINGS
9,000
Payroll
One
00
600.44303.00
WA -Pod B HVAC System Replacement
Level
Adjustment
Time
Recurring
Revenue
Expense
00
Dept
Acct
Description of Item
of Service
Costs
Costs
Costs
TOTAL
Enhancme
Reductions
TOTAL
00
600.43347.00
WA -15 Ton Split Systme HVAC System
9,000
9,000
00
600.44303.00
WA -Pod B HVAC System Replacement
7,000
7,000
00
600.46195.04
WA - Remodel/Expand of Dining Hall
36,000
36,000
-
00
600.46195.05
Remodel Court Room($20K from
tech/sec funds)
33,500
33,500
20,000
20,000
00
600.46195.06
WA - Remodel Office Spaces
5,000
5,000
Dept 00 General Major Maintenance
90,500
90,500
20,000
1 20,000
TOTAL GENERAL MAJOR MAINTENAN 1 $ $ $ 90,500 1 $ $ 90,500 1 $ $ 20,000 1 $ 20,000
218
TOWN OF WESTLAKE
RESOLUTION NO. 08-51
A RESOLUTION OF THE BOARD OF ALDERMEN OF THE TOWN OF WESTLAKE,
TEXAS, ADOPTING THE REVISED BUDGET FOR THE TOWN OF WESTLAKE FOR
THE FISCAL YEAR ENDING SEPTEMBER 30, 2008, AND ADOPTING THE
PROPOSED BUDGET FOR THE FISCAL YEAR ENDING SEPTEMBER 30, 2009.
WHEREAS, a public hearing was duly held and all interested persons were given an
opportunity to be heard for or against any item therein; and.
WHEREAS, as required by Texas Local Government Code 102.002, the budget officer
has prepared a municipal budget to cover the proposed expenditures of the municipal
government for the succeeding year.
NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF ALDERMEN OF THE
TOWN OF WESTLAKE, TEXAS:
SECTION 1: That the Board of Aldermen hereby adopts the revised budget for the
fiscal year ending September 30. 2008 and the proposed Annual Operating Budget for the fiscal
year ending September 30, 2009 and appropriates the funds contained therein.
SECTION 2: That a copy of the official adopted 2008-2009 budget documents shall be
kept on file in the office of the Town Secretary.
SECTION 3: That this Resolution shall become ef'f'ective upon the date of its passage.
PASSED AND APPROVED ON THIS 22 DAY OF SEPTEMBER 2008,
ATTEST:
P gr" w
ta
ki Sutter,RMC.. Town Secretary�J
APPROV AS ORM:
y'
tanto E , T Attorney
219
Laura Wheat. Mayor