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Res 07-61 Adopting Revised Budget for Fiscal Year 2007 and Adopting Proposed Budget for Fiscal Year 2008
TOWN OF WESTLAKE RESOLUTION NO. 07-61 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, 2007 AND ADOPTING THE PROPOSED BUDGET FOR THE FISCAL YEAR ENDING SEPTEMBER 30, 2008. 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, 2007 and the proposed Annual Operating Budget for the fiscal year ending September 30, 2008 and appropriates the funds contained therein. SECTION 2: That a copy of the official adopted 2007-2008 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 24th DAY OF SEPTEMBER, 2007. ATTEST: om Sutter, TRMC, Town Secretary APPROVy-a AS TO FORM: Stanton %i`y( Towd Attorney Scott Bradley, Mayor Trent O. Petty, To ager ROANOKE 1,0.,OF CEMETERY -m@ 01 e d -11 i1 g -B ul Aff- !M&,"cam %feap 007 �%P%PU y� WESF.ST.T IVII Annual Operating Budget N Fiscal Year 2007/2008 N Aeo Tlow*v it) We4t"ew ELECTED OFFICIALS Scott Bradley Mayor Larry Corson April Gallagher Alderman Alderwoman Don Redding Pete Steger Alderman Alderman Bob Timmerman Alderman ADMINISTRATIVE OFFICIALS Trent Petty Town Manager Stan Lowry Town Attorney Debbie Piper, CPA Finance Director Jarrod Greenwood Public Works Superintendent Kim Sutter Town Secretary Amanda Degan Court Administrator Don Wilson Fire/EMS Coordinator Troy Meyer Facilities/Grounds Director Parks/Recreation Director THE TOWN OF WESTLAKE 3 VILLAGE CIRCLE #202 * W ESTLAK E, TEXAS pf WEST 01 SAKE ACP BOARDS Westlake Historical Preservation Society Kelly Bradley, President Michelle Corson, Allen Heath, Sandy Holzgraefe, Kristi Layton, Joyce Roach, Sharon Sanden, Vickey Smith, Kim Sutter, Stephen Thornton, Theresa Walton, Jack Wiesman Westlake Academy Foundation Chris Noonan, President Bill Greenwood, Margo Hundley, George Ledak, David Lee, Janet Noonan, Rick Rennhack, Julie Timmerman, Laura Wheat Westlake Academy House of Commons Janet Noonan, Speaker John A wtry, Ann Dunlap, DeeAnn Jeppeson, Sylvia Kapphahn, Cathi Potwin, Charlotte Ryan, Melissa Sircar, Surayleia Wilshire Planning 8t Zoning Commission Bill Greenwood, Chairman Tim Brittan, Walter Copeland, Allen Heath, Sharon Sanden Texas Student Housing Authority Jim Carter, President Larry Darlage, Jac Irvine, Melanie Lekkos, Jill McKean, Chuck Schultz, Scott Bradley, Pete Ehrenberg, Hank Smyth, Kim Sutter Public Art Committee Michelle Corson, Chairman Tim Brittan, Carol Langdon, Shannon LaRue, Phyllis McConnell, Mary Petty, Becky Rogers 4B Economic Development Board Scott Bradley, Chairman Da vid Brown, Don Redding, Pete Steger Tree City USA Advisory Committee Julie Timmerman THE TOWN OF WESTLAKE` 3 VILLAGE CIRCLE #202 7" WESTLAKE, TEXAS OF WESl< Table of Contents 33 1. Executive Summary 34 Executive Letter 01 Town of Westlake Organization Chart--------------------------------------------------------------------10 37 EmployeeSummary Chart-----------------------------------------------------------------------11 ------------ 38 Executive Summary Introduction 12 TheBudget Process-------------------------------------------------------------------------------------15 41 FY 2007-2008 Budget Calendar------------------------------------------------------------------16 Budget Amendment Process------------------- ----------------------------------------------------- 17 All Funds Summary Charts and Narrative................................................... 17 General Fund Summary--------------------------------------------------------------------21 UtilityFund Summary .................................................................................... 23 Visitors Association Fund Summary ------------------------------------------------------------26 4B Economic Development Fund Summary -------- -------- -------- -------------27 Property Tax Reduction Fund Summary -----------------------------------------------------27 Debt Service Fund Summary.......................................... ...... ----- -------------28 General Permanent Capital Maintenance Fund Summary -------- -------------28 Utility Permanent Capital Maintenance Fund Summary ----------------------------29 Capital Projects Fund Summary------------------------------------------------------------------29 Projected Fund Balance — All Sources............................................................... 30 Projected Revenues — All Sources-------------------------------------------------------------31 Projected Expenses — All Sources------------------------------------------------------ 32 2. General Fund Summary - 100 ProgramSummary-------------------------------------------------------------------------------------------------- 33 Fund Summaries - - - - - - - - - - - - - - - - - - - - - --------------------------------------------------------------------------------- 34 Revenues Graph by Category------------------------------------------------------------------------------- 36 Expenditures Graph by Department--------------------------------------------------------------------- 37 SalesTax Graph------------------------------------------------------------------------ ------------ 38 Note Receivable — Trophy Club Ambulance ----------------------------------------------------------39 Inter -fund Repayment Schedule - Due from Utility Fund. -------- -------- --------------40 Fidelity Tax Reimbursement Schedule ................................................................... 41 General Fund Departmental Department 11 - Administrative Goals& Objectives-----------------------------------------------------------------------------------------42 DepartmentalSummary---------------------------------------------------------------------------------44 BudgetDetail---------------------------------------------------------------------------------------------------45 Department 12 - Building and Code Compliance Goals & Objectives ---------47 ------------------------------------------------------------------------------- DepartmentalSummary---------------------------------------------------------------------------------49 BudgetDetail---------------------------------------------------------------------------------------------------50 The Town of Westlake * 3 Village Circle #202 * Westlake, Texas 76262 OF WESl< Table of Contents General Fund Departmental (continued) Department 13 - Town Secretary Goals& Objectives----------------------------------------------------------------------------------------51 DepartmentalSummary---------------------------------------------------------------------------------54 BudgetDetail---------------------------------------------------------------------------------------------------55 Department 14 - Emergency Services Goals& Objectives----------------------------------------------------------------------------------------56 DepartmentalSummary---------------------------------------------------------------------------------61 BudgetDetail---------------------------------------------------------------------------------------------------62 Department 15 - Municipal Court Goals& Objectives-----------------------------------------------------------------------------------------64 DepartmentalSummary---------------------------------------------------------------------------------68 BudgetDetail---------------------------------------------------------------------------------------------------69 Dept 16 - Public Works Goals& Objectives-----------------------------------------------------------------------------------------71 DepartmentalSummary---------------------------------------------------------------------------------76 Budget Detail ---------------77 ----------------------------------------------------------------------------------- Dept 17 - Facilities Maintenance Goals& Objectives----------------------------------------------------------------------------------------78 DepartmentalSummary---------------------------------------------------------------------------------81 BudgetDetail---------------------------------------------------------------------------------------------------82 Dept 18 — Finance & Human Resources Goals & Objectives Finance, -- --------------------------------------------------------------------- ---84 Goals & Objectives Human Resources --------------------------------------------------------89 Departmental Summary----------------------------------------------- ---------------------92 BudgetDetail--------------------------------------------------------------------------------------------------93 Dept 19 - Parks and Recreation Goals& Objectives-----------------------------------------------------------------------------------------94 DepartmentalSummary---------------------------------------------------------------------------------96 BudgetDetail--------------------------------------------------------------------------------------------------97 Dept 20 - Information Technology Goals& Objectives-----------------------------------------------------------------------------------------98 DepartmentalSummary---------------------------------------------------------------------------------100 BudgetDetail---------------------------------------------------------------------------------------------------101 Dept 21 — Engineering Goals & Objectives-------------------- --------------------------------------------------------------------- 102 DepartmentalSummary---------------------------------------------------------------------------------104 BudgetDetail---------------------------------------------------------------------------------------------------105 Other Sources & Uses BudgetDetail---------------------------------------------------------------------------------------------------106 The Town of Westlake * 3 Village Circle #202 * Westlake, Texas 76262 OF WESl< WuV 9 T4e*oo Wwt"eoo Table of Contents 3. Visitors Association Fund- 220 ProgramSummary---------------------------------------------------------------------------------------------107 FundSummary---------------------------------------------------------------------------------------------------108 Revenues Graph by Category--------------------------------------------------------------------------109 Expenditures Graph by Category---------------------------------------------------------------------110 Visitor Fund Departmental Department 11 -Administrative Departmental Summary................................................................................. ill BudgetDetail---------------------------------------------------------------------------------------------------112 Department 17 —Facilities Maintenance Departmental Summary---------------------------------------------------------------------------------114 BudgetDetail---------------------------------------------------------------------------------------------------115 Department 18 —Finance & Human Resources DepartmentalSummary---------------------------------------------------------------------------------116 Budget Detail_________________________________ -------------------------------------------------------------- --- 117 Department 19 —Parks & Recreation DepartmentalSummary---------------------------------------------------------------------------------118 BudgetDetail---------------------------------------------------------------------------------------------------119 4. Special Revenue Grant Fund - 250 ProgramSummary---------------------------------------------------------------------------------------------120 BudgetDetail------------------------------------------------------------------------------------------------------121 5. Property Tax Reduction Sales Tax Fund - 260 ProgramSummary---------------------------------------------------------------------------------------------122 BudgetDetail------------------------------------------------------------------------------------------------------123 6. 413 Economic Development Fund - 200 ProgramSummary---------------------------------------------------------------------------------------------124 BudgetDetail------------------------------------------------------------------------------------------------------125 Inter -fund Repayment Schedule — Due from Utility Fund ............................... 126 7. Debt Service Fund - 300 ProgramSummary---------------------------------------------------------------------------------------------127 BudgetDetail-----------------------------------------------------------------------------------------------------128 Long Term Debt Summary--------------------------------------------------------------------------------129 2007 Series — General Obligation Refunding Bonds ...................................... 130 2002 Series — Certificates of Obligation__________________________________________________________ 131 2003 Series — Certificates of Obligation.......................................................... 132 The Town of Westlake * 3 Village Circle #202 * Westlake, Texas 76262 iii OF WESl< Table of Contents 8. Utility Fund - 500 ProgramSummary---------------------------------------------------------------------------------------------133 FundSummary---------------------------------------------------------------------------------------------------134 Projected Revenues Graph-------------------------------------------------------------------------------135 Projected Expenses Graph ----- -----------------------------------------------------------.136 Inter -fund Repayment Schedule — Due to General Fund ............................... 137 Inter -fund Repayment Schedule — Due to 4B Fund ........................................ 138 Debt Payable Schedule — Keller Overhead Storage ....................................... 139 Accounts Receivable Aging Graph ................................................................... 140 Total Water Accounts Graph ............................................................................. 141 Utility Fund Departmental Department 11 -Administrative Departmental Summary---------------------------------------------------------------------------------142 BudgetDetail---------------------------------------------------------------------------------------------------143 Department 16 —Public Works Departmental Summary---------------------------------------------------------------------------------144 BudgetDetail--------------------------------------------------------------------------------------------------145 Department 18 —Finance & Human Resources DepartmentalSummary---------------------------------------------------------------------------------148 BudgetDetail--------------------------------------------------------------------------------------------------149 CapitalProjects---------------------------------------------------------------------------------------------------------150 Other Sources & Uses Summary ............................................................................ 151 9. Capital Improvements and Capital Projects Fund — 410 ProgramSummary---------------------------------------------------------------------------------------------152 BudgetDetail------------------------------------------------------------------------------------------------------153 Proposed Capital Projects - General and Utility .............................................. 154 Westlake Performing Arts & Science Center - General .................................. 155 Water Well for Civic Campus - General ........................................................... 156 Water Meter Automation — Utility ___________ ________ ________ ________ ________ _____________157 TRA Assumption of N1 Sewer Line — Utility ____ ___________________________ _____________158 10. General Permanent Capital Maintenance Fund - 600 ProgramSummary---------------------------------------------------------------------------------------------159 BudgetDetail------------------------------------------------------------------------------------------------------160 Dove Road Bridge Expansion--------------------------------------------------------------------------161 Stagecoach Hills Reconstructions--------------------------------------------------------------------162 11. Utility Permanent Capital Maintenance Fund - 510 ProgramSummary---------------------------------------------------------------------------------------------163 BudgetDetail------------------------------------------------------------------------------------------------------164 The Town of Westlake * 3 Village Circle #202 * Westlake, Texas 76262 iv T4e*oo ( D/ Wwt"eoo Table of 12. Long Range Plan Present & Future Goals and Objectives. Long Range Capital Vision Projects ------- Assumptions ---------------------------------------- ----- Contents Ten year Long-term Plan (Version 1) -- ------------------------------------- Capital Projects Expenses — 10 Year Projection (Version 1).. CapitalProjects — 10 year Projection (Version 1) .................... Anticipated Permanent Capital Maintenance & Replacement Costs -10 year plan (Version 1) ---------------------------------------- Ten year Long-term Plan (Version 2) ---------------------------------------- Capital Projects Expenses — 10 Year Projection (Version 2).. CapitalProjects — 10 year Projection (Version 2) -------------------- Anticipated Permanent Capital Maintenance & Replacement Costs -10 year plan (Version 2) ........................................ 13. Community Profile History--- .......................... Community Events ---------- Facts, Figures, Statistics 14. Appendix Profile Glossary of Terms ................................................... Town of Westlake Fiscal and Budgetary Policies Town of Westlake Investment Policy -------------------- Town of Westlake Resolution No. 07-61 The Town of Westlake * 3 Village Circle #202 * Westlake, Texas 76262 V 165 166 167 168 171 172 173 175 178 179 :s 182 183 185 187 191 199 203 -ark,"; ,�m��j iE August 31, 2007 Honorable Mayor and Members of the Board of Aldermen: It is my pleasure to present the FY 07/08 budget for the Town of Westlake. Once again, the town budget provides basic city services plus ongoing support for Westlake Academy without the assessment of a local ad valorem property tax. This year's budget continues to build on the improvements of the FY 06/07 budget by including more detailed activity and performance levels designed to illustrate the growth in demand of Town services in each department and identify growth trends that continue to influence that demand. The recent announcement of the expansion of the Solana Marriott hotel and the expansion of Fidelity regional headquarters suggests the Town's commercial community continues to thrive despite the lack of retail development. With these announcements and continued residential growth, each department's budget reflects new demands on current staffing. For the first time since FY 03/04, the town budget includes a recommendation to fund additional net staff to meet current service demands. Finally, the FY 07/08 budget includes new required elements that make the budget eligible for submission to the Government Finance Officers Association for award consideration. The budget process has developed into a valuable planning and financial tool which the staff is proud to submit for this prestigious consideration, especially for a community the size of Westlake. The budget is a tribute to the dedication and professionalism of the Westlake staff who continue to serve the community with distinction. MAJOR EVENTS OF FISCAL YEAR 2006-2007 Budget The town continues to be protected by a large cash reserve. Thanks to the May, 2006 election that dissolved the 4A '/z cent economic development tax and replaced it with a '/2 cent collection for the reduction of property taxes, the town realizes an estimated 246 day reserve. The results of the 4A dissolution transferred $2,034,603 to the General Fund in FY 05/06 to be allocated to general operating expenditures, expansion of Westlake Academy and reserves as directed by the Board of Aldermen. As a matter of policy, base level expenditures are still contained at a level or very near annual revenues in an effort to maintain this very high reserve. New Development The Town was pleased to welcome the regional headquarters of First American Title Company to Solana in FY 05/06. This project was completed in FY 06/07 and has resulted in the addition of 3,000 new employees to the Solana complex. In the spring of 2007, Fidelity Investments announced a doubling of the current 600,000 sq, ft. campus and the addition of another 2,500 employees to their Westlake location. Also in mid year, Maguire Partners announced the long awaited expansion of the Marriott Solana hotel. This announcement will mean the addition of an additional 97 rooms to the existing hotel resulting in 295 total guest rooms. Despite a lagging regional housing market, the town will issue approximately 22 new single-family building permits with an average value of $1,426,000. Despite its deceptively small population, Westlake continues to be one of the leading communities in the entire metroplex for new business locations and residential attraction. Boundary FY 06/07 marked the end of a ten-year lawsuit with Roanoke which disputed Westlake's property boundary west of SH 170. As a means of settling the lawsuit, the Board offered 18 Westlake acres to the City of Roanoke in exchange for 58 acres to remain in Westlake. The settlement was signed in July of 2007 hopefully removing a longstanding development deterrent for this valuable retail property. Page 1 Westlake Academy Expansion The Westlake Academy completed its expansion into the Westlake Civic Campus in 2007. All town personnel were relocated to lease space in the Solana complex, just across the hall from where the town offices were first located in 1999. The entire remodel of office space into classroom space was paid for by the Town at a cost of $495,500. Capital expenses associated with the move to the new space cost $48,500 and annual lease cost for the new office space is $126,703 per year. Staffmiz The Town staff has continued to absorb additional service demands related to residential and commercial growth as well and growth of the Westlake Academy. Although the Town added a firefighter in FY 05/06 in order to control overtime costs, this position was actually a cost savings measure. The Town currently operates with the same number of staff positions as it did in FY 03/04 despite dramatic residential and commercial growth and increasing demands of support time tied to growth of Westlake Academy. DPS The Town continued its five-year old contract with the City of Keller for all police related services including jail, animal control and dispatch. The hope of offering joint fire and police services in house is still a more expensive enterprise than the current arrangement of contracting police services out. The town is still able to offer fire services less expensively than any of our neighboring cities because the town continues to operate three shifts of three officers per shift rather than the 4 and five men shifts operated by Keller, Trophy Club and Southlake. The portable building housing Westlake firefighter/paramedics was upgraded in 2006 and will continue to operate as the Town's only DPS facility in FY 07/08. Utilities The town successfully persuaded TRA to take over the N-1 sewer line in FY 06/07 thus removing a large maintenance responsibility from Westlake and the line's joint owner, the City of Southlake. Construction elements required by TRA to transfer the line were begun FY 06/07 and will be completed by the end of FY 07/08. The Town also completed a Board approved study to determine the feasibility of a second water supply for the Town in FY 06/07. Results of the study were favorable for Westlake customers. Efforts to continue exploring the second supply will depend on progress of neighboring cities exploring this option in FY 07/08. Water rates remained the same in FY 06/07 following a reduction in FY 05/06. The pilot program to allow water meters to be read in real time was successfully completed and produced favorable results for future water billing planning. The Utility Fund is completing its third year of handling the billing process in-house. The Town utilizes a third - party for printing and mailing of utility bills, and payments are collected and applied by our finance department. This change has resulted in a better level of service for our customers and improved the Town's revenue stream by eliminating the outsourced billing service. This change was implemented with no additional staffing thanks to the dedication and talent of Westlake employees. Flooding FY 06/07 ended a three-year devastating drought that plagued north Texas with equally devastating flooding in the early summer of 2007. Thankfully, losses in Westlake were limited to public and private property damage. Many homes received flood damage in the area prompting the President to declare Tarrant County a federal disaster area following the flooding in June. Over 11 inches of rain was received in June, over seven inches more than the 3.2 June average. Rain was measured at the rate of 5 inches per hour at one point on the morning of June 18`h. The town will spend approximately $40,000 in unbudgeted funds for major repair of the Ottinger Bridge and other road related repairs. Page 2 FISCAL YEAR 2007/2008 The Town will continue its conservative budget approach in FY 07/08. Due to the continued uncertainty of sales tax producing retail development in Westlake, the emphasis will be on maintaining basic levels of service without a local property tax. Rumors continue to abound concerning the future Shops at Circle T Mall as well as retail development on SH 170. The FY 07/08 budget does not contemplate new revenues from the Mall or the 170 retail corridor. The FY 07/08 budget contemplates funding of debt for general obligation bonds to be considered by the voters during a referendum election presumed to be held in November 2007. If approved, the debt will fund $2.5 million of an overall expected $4.0 million Westlake Performing Arts & Science Civic Center. The remaining funds are expected to be raised by the Westlake Academy Foundation. In June of 2007, The Board of Aldermen adopted a Resolution indicating an intent to issue $2.5 million Certificate of Obligations to "jump start" construction on the facility. The Resolution was rescinded in July 2007 reflecting the Board's intent to instead opt for a referendum to take the question of approval to the voters in November of 2007. The source of the revenues to support the expected $2.5 million debt is budgeted to come from the Hotel/Motel occupancy tax which funds the Westlake Visitors Association. The facility would be used both by Westlake Academy and the Town of Westlake for school and civic uses. Two additional positions are recommended for FY 07/08. The first position is administrative in nature and will be used to support the growing demand for accounting responsibilities. The current finance assistant's job duties have increased to the point that the position incurs significant overtime and creates an unnecessarily stressful expectation. The Finance department's budget clearly illustrates the trend in increased responsibility for this position. The addition of an administrative person in the Finance department will also provide badly needed administrative support for Public Works and Building Inspection, neither of which has ever had administrative support. The second position is a general laborer position that will support both Public Works and Facilities and Recreation. The amount of time addressing emergencies and day to day field duties has kept both these department heads from accomplishing all their objectives in the last year and both have been forced to perform a high degree of hands on labor that doesn't represent efficient use of resources. The FY 07/08 budget also includes additional funds for updating various Town master plans. The Open Space Plan will be reviewed to take into account changes that have occurred in the Town and neighboring communities since 1999. The Open Space Plan update will also include a long range cemetery plan component to address the Town taking over of the IOOF Cemetery. The Utility fund will also include an update to the Town's master water and sewer plans. The Board of Aldermen has discussed several areas to be used as a guide for the Town's operations and to provide the Board's long-term vision for the community. The Board will review and evaluate these areas of focus each year. Detail can be found in the Long- Range Plan section of this budget document. The Board intends to provide timely improvements of roadways, and utilities to meet the needs of the Town's population. We will strive to maintain a small-town feel while Town government will remain "citizen focused" with services provided quickly and efficiently. We will implement and maintain the systems, technologies and methodologies for consistent communication of our goals and objectives to all levels in the town. DEPARTMENTAL SUMMARIES Dept 12 - Building and Code Compliance The Building department is comprised of one FTE with limited clerical support. Eddie Edwards has been extremely successful in keeping our inspections and plan review services delivered in a timely manner while still limiting the outsourcing of inspections in order to protect our profit margin. In order to continue this efficiency measure in view of a growing demand on inspections and plan review time, it may become necessary to increase the clerical support and continue refining and automating the permitting processes and record retention methods. Page 3 Dept 13 - Town Secretary The Town Secretary's Office conducts Town elections; attends the Board of Aldermen, Board of Trustee, Planning and Zoning Commission, Zoning Board of Adjustments, Texas Student Housing Authority, and Historical Society meetings and workshops and prepares the minutes thereof; is responsible for circulating, recording, and storing all the permanent legal documents of the Town; responsible for the Town's records management program, codification, supplement and distribution of the Town's Code Book. Over the next year, the Town Secretary's office will begin evaluating tools and programs to streamline the agenda preparation process, minute preparation, and electronic storage of the Town's records. She will also begin the extensive process of developing a record control schedule for the Town Secretary's office and conducting an inventory of said records. Dept 14 - Emergency Services This year's budget for the Department of Public Safety reflects the success the Department has had in transitioning from contracting the services for fire inspections out to the City of Southlake by full assumption of these duties within the Department. These duties have allowed the Department to develop a close working relationship with our business community, opening doors for numerous prevention and education programs as well as creating familiarization of the facilities for shift personnel. The need for this service will continue to increase and place further demand on the Department's staff and workload. The budget also reflects an emphasis on continuing training of personnel. This training is focusing on maintaining current certifications that allow the delivery of current Fire, EMS, and limited Law Enforcement duties but also opens avenues for further assumption of contracted services. The training the personnel are receiving is opening doors for expansion of services, increasing the knowledge, expertise, and skills necessary to enhance current service delivery. Much of this training is through partnerships with the local community college and neighboring communities allowing the Department to take advantage of the economy of scale and build relationships necessary in todays ever change world of emergency preparedness, response and mitigation. The training is always designed to allow personnel to assist and work closer with other Town and Academy staff in performing their duties. Another area of emphasis in this year's budget is one of public education and prevention. Now that the Department has the personnel in place and the knowledge base of these personnel is at a level of comfort, the Department will become more active in the community. The Department plans to take programs that have been successful in the business community to the public. Programs involving CPR and AED training, fire prevention, public safety training and awareness and host of other relate subjects will be offered to community organizations and individual. These programs will be offered in conjunction with Homeowners Association, the Academy, and civic organizations. Individual requests will be encouraged as well. Dept 15 - Municipal Court The Court personnel are committed to continuing the high level of customer service to all Court patrons. The Court has recently undergone a major software conversion to assist in mailing prompt notices to appear to the defendants and to allow for efficient processing of the cash payments at the window. The software will also allow the staff to reduce the processing time associated with issuing warrants. The jury software module, which will be used to select residents for jury service will be implemented within the next six months and the online payment module will also be reconfigured for the new software. The staff has also reduced the backlog in the front office and is current on the warrant issuance function. The performance measures for the Court will be monitored throughout the year and any needed adjustments will be made to accomplish the goals identified for the department. Court staff has had tremendous success in increasing the clearance/closure rate of the outstanding warrants and will remain focused on this task during the coming year. In an effort to further reduce the number of outstanding cases, the staff will also work with the software vendor to develop a computer interface for the Texas Department of Public Safety. This will allow them to suspend the driver license renewal privileges for delinquent violators and Page 4 require the defendants to remedy their citations with the Court prior to renewing their license. In addition, the Marshal will concentrate a portion of his clearance efforts in the field and contact defendants both at home and at their places of employment to close the warrant files. During the coming year, the laws passed in the recent legislative session will affect the processes in the Court and the staff will be implementing any changes as it pertains to their department. The staff does not anticipate any significant increase in the base court costs and will begin reprinting ticket books, citation instruction sheets for the officers and updating the web page to reflect the new laws and procedures. Dept 16 - Public Works Following are the FY 07/08 Public Works proposed capital projects: • The sub -grade within Stagecoach Hills has deteriorated to the point where restoration is required. The rehabilitation of Thornton Dr., Stagecoach Cir., Janet Ct., and Steve Ct. will include re -stabilizing the sub - grade with either lime or cement and 2" of asphalt. In addition to street rehabilitation, the project will include storm drainage improvements including re-establishing bar ditches, removal of debris and silt build up in bar ditches, and installation of new drainage conduit or repair of existing pipe. • The bridge east of Randol Mill on Dove Road is currently 23' wide. The proposed project will include expansion of the bridge width to 36' in order to allow safer passage of traffic and removal of debris and silt from the immediate upstream and downstream areas in the creek. • The Town engineers have previously studied the Dove Road and Ottinger Road intersection. The intersection is in need of reconstruction in order to promote safer travel by reducing the line of sight issues that are inherent with atypical configurations. • We will continue to explore water meter automation alternatives that will expand the current pilot fixed based meter -reading project that is scheduled to conclude this year. This will allow for the ability to read meters and monitor/record usage patterns through a network of metering devices that transmit radio signals back to Town Hall. This system will ultimately be utilized to maximize efficiency of staff and provide customers with invaluable information such as notification of a potential leak. • Westlake and Southlake staffs have been actively pursuing TRA to assume ownership of the N-1 sewer line that is currently owned by Westlake and Southlake. An engineering analysis was conducted during the FY 06/07 as a prerequisite of assumption; the results of which are still pending. The transfer will require, at minimum, the installation of a new Westlake metering station that will allow TRA to derive flow readings for billing. This project is necessary to reduce the potential of a possible disagreement between Westlake and Southlake regarding billing methodology and rate. Dept 17 - Facilities Maintenance In FY 07/08, the Facilities Maintenance Department proposed two capital projects. The Performing Arts and Science Civic Center will be located on the 23 -acre campus. The building will include a black box, art room, three science labs, outdoor theater seating, Town historic museum and parking lot on the south side of the campus. The funding to create all the drawings for the Performing Arts and Science Civic Center was approved in the FY 06/07. The estimated cost of the 13,200 sq. ft. facility is 4 million dollars. The funding source will be a $2.5 million bond, which the citizens of Westlake will vote on in November of 07. The remaining $1.5 million will be funded by the Westlake Academy Foundation. The estimated ground breaking is the spring of 2008 with an opening date of January 2009. This expansion will give the Academy the space necessary to add the eleventh and twelfth grade science, biology and art classes for the spring 2009 school year. Page 5 The second capital project is the drilling of a water well on the west side of the retention pond on campus. This will be needed to support the additional landscaping around the west parking lot, proposed Performing Arts and Science Civic Center and the new athletic field. The estimated cost of the well is at $35,000 in FY 07/08. In FY 07/08, the Facilities Maintenance Department budget increased by 10%. This is due to the aging of the facility, growth in student population, increase in contract services cost and the addition of maintaining the Parchman property. Dept 18 — Finance & Human Resources As in previous years, the Finance/Human Resources Department continues to increase the number of services provided to internal and external customers with no increase in staff. These services include accounts payable volume, payroll volume, benefits administration, utility billing, permitting, and records management. Staff continues to successfully manage two separate budget and audit processes on an annual basis. The results of these efforts show that the operations of the department are transparent, fiscally sound, and provide an example of excellence to other public entities. The Finance/Human Resources Department experienced several significant advances in FY 06/07. The accounting, utility billing, and payroll software conversion to a Windows-based platform from the AS/400 platform to a Windows platform represented an important advance in the operation of the department. This upgrade will continue to increase staff efficiency and reporting capabilities, as well as decrease internal and external tech support requirements. The Human Resources Department completed the design and implementation of the employee intranet portal, allowing information to be accessed by employees from anywhere. In addition, HR efficiencies are expected to be enhanced by allowing certain administrative functions to be performed by the employee. The department has incurred significant overtime expenses in FY 06/07 and has recommended the addition of one full-time employee to be shared by several departments to offset the ever-increasing service demands. This recommendation is part of the expanded -level service package and will illustrate the cost savings which will partially offset the costs involved with the proposal. Dept 19 - Parks and Recreation In FY 07/08 the Park and Recreation budget increased by 22%. Due to the increase in traffic within Westlake, the Parks Department will contract for trash pick-up along the roadway once a month. The aging irrigation system and water well in the park are due for replacement of major components. With the purchase of the Parchman property that includes six acres with a 2,000 square foot house and a small barn, the landscaping line item cost has increased. The I.O.O.F Cemetery continues to be maintained by the town. In FY 06-07 the Town will assume the five area cemetery. Future plans include creating a master plan, constructing a chapel, landscaping and fencing. The proposed 54.77 area residential development on the east side of Town will increase the town open space from 15 areas to 35 acres of open space and connect the Glenwyck Farms trails to Solana trail system. The Town will require the Home Owners Association of the new development to maintain the trails that will run through the 20 acres of open space within the proposed development. The Parks Department will be partnering with a local Boy Scout Troop to develop a plan and establish a tree farm. The farm, to be located on the civic campus, will begin with 30 to 50 trees and is anticipated to be completed by the spring of 2008. The Boy Scouts will receive their eagle badge and the Town will have a supply of trees for the community. Dept 20 - Information Technology The Department of Information Technology will pursue strategies to increase the efficiency of providing desktop computer support, reduce network security risks and improve information storage and delivery processes. Desktop Page 6 computer support includes the installation of security "patches," software upgrades, virus / spyware detection and removal and recovery in the event of system failure or compromise. Key objectives in FY 07/08 include reducing operating costs by consolidating data feeds to eliminate a T1 from ATT and deploying new backup and security measures. Dept 21 - En ing eering The budget proposal for FY 07/08 Engineering Program requests that all of the usual services provided by Engineering continue. However, one new task that staff wishes to accomplish is highlighted below: Mapping of the Town's water and sewer systems was completed during the 2005/2006 fiscal year. During FY 2007-2008, all master plans including the Master Water Plan, Master Sewer Plan, Master Thoroughfare Plan, Master Trail Plan, and Master Drainage Plan will be updated. The Town's current water system computer model and Master Water Plan was prepared in 1999. The model should be evaluated and updated periodically to account for any changes in the system and verify the assumptions used in developing the Master Plan. The Engineering staff proposes to update the water model with two goals in mind. One goal is to reduce the peak charges from the City of Fort Worth and the other is to reduce the Town's pumping costs. By conducting a computer simulation of our water distribution system, staff can determine the optimum operating characteristics of the system and reduce costs. CAPITAL AND PERMANENT CAPITAL MAINTENANCE PROJECTS Dove Road Bridge Expansion (Higgins Branch) - $57,500 This project will provide for extension of existing box culverts in preparation for any future expansion of Dove Road in accordance with the Town's thoroughfare plan. This would also include clean up work in accordance with the 2006 TxDot Bridge Report. This project anticipates 50% escrow from neighboring property owner. Stagecoach Hills Reconstruction - $126,000 This project will provide stabilization of road sub grade and 2" of HMAC to the approximate 4,500 linear feet of pavement in Stagecoach Hills subdivision and improve drainage. Water Well for Civic Campus - $35,000 An alternate water source is going to be needed with the additional soccer field, performing arts and science civic center and west parking lot landscaping. The well will be located on the west side of the pond and does not require a tank or pressure pumps. Westlake Performing Arts & Science Civic Center - $2,426,000 Preconstruction and design in anticipation of debt and private funding. Subject to finding, Phase I of the Westlake Performing Arts & Science Civic Center will include the shell of the building, basic climate control systems and power requirements. As funds are available, additional improvements will include the interior finish of the black box and science labs with all school related improvements to be funded with Westlake Academy Foundation contributions. 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. Page 7 FUND SUMMARIES General Fund The General Fund is the main fund for the Town of Westlake. Half of the Town's sales tax, all development and permit fees, franchise fees, citation revenue, and miscellaneous other revenues support this fund. The 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, parks and recreation, consulting, and finance and human resources. 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 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. Visitor's 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. Last year, after having paid for the initial capital investment, the Town reduced its contribution to $50,000. We anticipate completion of the 94 room expansion of the Marriott in early 2008 which we hope will result in new hotel motel tax revenues of up to 33%. 4B Economic Development Fund The 4B Economic Development Fund collects a'/2 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. Property Tax Reduction Sales Tax Fund 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. 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. 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 Property Tax Reduction Sales Tax Fund for the payment of our two issues of certificates of obligation and the bond refunding in relation to the construction of the Civic Campus. Future CO's and General Obligation debt issuances will be paid from this fund. Capital Project 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. Page 8 General Permanent Capital Maintenance Fund The General Permanent Capital Maintenance Fund (PCMF) 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 PCMF 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 Permanent Capital Maintenance Fund The Utility Permanent Capital Maintenance Fund (Utility-PCMF) 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. SUMMARY The FY 2007/2008 budget continues to reflect our fiscally conservative philosophy. We continue to place an emphasis on maintaining service levels to our citizens, customers, and stakeholders without assessing a local property tax. Although we continue to face uncertainties associated with commercial development and sales tax fluctuations, our talented and dedicated staff has shown that they are capable of rising to that challenge. I want to extend my utmost appreciation and enduring respect to the employees of the Town of Westlake who freely bring forth their thoughtful recommendations for the future in the form of the annual budget. Sincerely, Trent Petty Town Manager Page 9 pp WEST �qKE ACP Town Texas Silent Town Town Aitaney Housing Manager Seaetaty Executive Executive Visitor Manager Assistant Association Facilities Parks and Firvnce Maintenance Reaeatio � /y/anagrer Municipal Finance Court Departrwnt /l�Iars/ra/ Devrity� Human Finarve Clerks Resourms Assistant M Public Fite Works Chief Bu//d/nq Utility& Fico and Official Bui/bOnq DWS Staff Technic/an Page 10 Records; Revenue Clerk r a { , f 74ew Tlowoov it) We4t"coo, Employee Summary FY 2007/2008 -] Position FY FY FY FY FY Executive Assistant 03/04 04/05 05/06 06/07 07/08 Town Manager Assistant to Town Manager Administrative Assistant 1 0.5 0 1 0 0 1 0 0 1 0 0 1.00 - - Executive Assistant 0.5 1 1 1 1.00 Part -Time Intern 0.5 0.5 0.5 0 - Building Official 1 1 1 1 1.00 Records & Revenue Clerk 0 0 0 0 0.20 Town Secretary 1 1 1 1 1.00 Fire/EMS Coordinator 1 1 1 1 1.00 Firemen/Paramedics 9 9 10 10 10.00 Municipal Court Clerk 1 1 1 1 1.00 Municipal Court Deputy Clerk 1.5 1.75 1.75 2 2.00 Municipal Court Judge 1 1 1 1 1.00 Municipal Court Marshal 1 0 0 0 1.00 Municipal Court Warrant Officer 0 1 1 1 - Public Works Superintendent 1 1 1 1 1.00 Utility & Building Technician 0 0 0 0 0.50 Facilities/Grounds Maintenance 0.5 0.5 0.5 0.5 0.50 Utility & Building Technician 0 0 0 0 0.25 Finance Director 1 1 1 1 1.00 Human Resources Manager 1 1 1 1 1.00 Finance Assistant 1 1 1 1 1.00 Records & Revenue Clerk 0 0 0 0 0.80 Parks & Recreation 0.5 0.5 0.5 0.5 0.50 Utility & Building Technician 0 0 0 0 0.25 Marketing & Public Affairs 1 1 1 0 - Total 25.00 25.25 26.25 25.00 27.00 Page 11 i�llif:.Sp�, ` PT PT INTRODUCTION The Town of Westlake staff is pleased to present the recommended 2007/2008 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 Board of Aldermen, 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 and related, operating and maintenance, 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. Performance measures have been developed for each department. These performance measures are based on specific goals and objectives 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 board 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, the Utility Fund into three departments, and the Visitors Association into five departments. The Debt Service Fund, Property Tax Reduction Fund, 4B Economic Development Fund and Special Revenue Grant Fund are not divided into multiple departments. The budget also contains sections outlining the program of services for the Permanent Capital Maintenance Funds and Capital Improvement Plan (CIP) program. The Permanent Capital 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. Page 12 The Town has included a ten year long-term plan. Included are two versions: one with the best case scenario of the Town being able to fund all requested capital projects and permanent capital maintenance and replacement expenditures and the second with only the mandatory items included. 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 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, 2007 is presented in its original adopted form, as well as an amended estimate. Actual totals for the fiscal year ending September 30, 2006 are also presented for comparison. COMPLIANCE WITH GASB STATEMENT NO. 34 The FY 2007/2008 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 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: Page 13 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. The 4B Economic Development Corporation Fund is a local option established under the Texas local government code. 413 funds are generated from a 1/2 cent sales tax levy and proceeds are used for general economic development and infrastructure support. The Westlake Property Tax Reduction Sales Tax Fund will receive its funding from a 1/2 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. 4. Westlake 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 for the promotion of travel and tourism in the Town of Westlake. 5. Special Revenue Grant Fund is used to track the revenues and expenditures of each grant received by the Town. 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. 7. The General Permanent Capital Maintenance Fund 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. 8. The Utility Permanent Capital Maintenance Fund 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. 9. 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 the two issues of certificates of obligation associated with the building of the Civic Campus as well as a partial refunding of the 2002 series. Proprietary Fund Types Proprietary fund types operate in a manner similar to private business utilizing an accrual basis of accounting. Page 14 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. THE BURET PROCESS The Town Manager submits the budget to the Board of Aldermen. The Town's fiscal year begins each year on October 1St and ends on September 3oth 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, performance measures, 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, prior year performance measure guidelines, etc. for each department. These departmental objectives and performance indicators are submitted for review to the Town Manager. Following review and approval of the objectives and performance indicators, department heads submit proposed baseline expenditures for current service levels. 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 Board of Aldermen. A public hearing on the budget is conducted in accordance with state and local law. This meeting is held after the Board has reviewed the budget during several workshops. The Board of Aldermen approves a level of expenditure (or appropriation) for each fund to go into effect on October 1 st, prior to the expenditure of any Town funds for that budget year. Page 15 FY 2007-2008 BUDGET PREPARATION CALENDAR DATE ACTIVITY PARTICIPANTS May 16 Operating & Capital Budget Kickoff Orientation & Overview: - Provide explanations and instructions preparing the FY 007- 2008 budget submissions - Distribute worksheets to each Department head for development of Goals & Objectives & Performance Indicators, Operating & CIP budgets June 4 Goals & Objectives and Performance Indicators Deadline June 11 Capital Projects deadline June 18 Department Operating Budget deadline June 22 - 24 Finance department review, revision and compilation of budget requests for distribution to Town Manager June 25 Budget Package delivered to Town Manager June 26-29 Department Budget Hearings July 1 - 15 Preparation of Proposed Budget for Town Aldermen July 18 Proposed Budget distribution to the Town Aldermen And filed with Town Secretary July 23 Town Aldermen Workshop August 27 Workshop September 10 Workshop September 17 Workshop September 14 Publish of Notice of Public Hearing on Budget September 24 Public Hearing on Budget September 24 Adopt Budget October 1 Fiscal Year 2007-2008 begins Page 16 Town Manager, Finance Director and staff, Department Heads Department Heads, Finance staff Department Heads, Finance staff Department Heads, Finance staff Finance staff Finance Staff Town Manager, Finance Director, Finance staff Finance staff Aldermen, Town Manager, Finance staff, Department Heads Town Secretary Aldermen, Town Manager Aldermen 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 Board of Aldermen for consideration. Following the consideration of the proposed amendment, the Board of Aldermen 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 Board of Aldermen prior to the expenditure of funds in excess of the previously authorized budgeted amounts within each department. ALL FUND SUMMARY ■ EMS o Interest Income s Services 1% 2% 15% Li Parks & Rec ❑Tran Transfers In 28% 0% ❑ Hotel Tax 3% ❑ Contributions — ❑ 4% -_� Court 5% ❑ Sales & Use Taxes ❑ Franchise Fees ❑ Permits & Fees 29% 4% 9% Budgeted Town Revenues — All Fund Types Revenues and Other Financing Sources Total Town revenue (all funding sources) is budgeted at $14,641,956, an increase of $4,503,527 from the previous year. The primary growth in budgeted revenue and other financing sources is comprised of an anticipated bond issue of $2,500,000, a $500,000 contribution for the Performing Arts & Science Civic Center, approximately $700,000 for permits and plan reviews related to the Fidelity II project, and a $295,543 increase in water revenue due to the wet summer of FY 2007 and new customer accounts. These categories account for 89% of the revenue increase. Tax revenues are projected to increase by $850,000 in FY 07/08. Sales tax collections constitute $800,000 of this increase, 25% above the previous year's budget. $665,000 is attributed to the Fidelity II project. Sales tax revenues are appropriated to the General Fund (50%), Property Tax Reduction Fund (25%), and the 4B Economic Development Fund (25%). Hotel/Motel Occupancy Tax collections in the Visitors Association Fund are budgeted to increase by $50,000 (13%) due to the renovation with additional rooms. Page 17 The General Fund generates the Town's largest revenue stream, totaling $5,027,244 (49% of all revenues). The Utility Fund represents the second-largest source of revenue at $2,276,888 (22%). The Property Tax Reduction and the 4B Economic Development Funds represent the third and forth largest revenue sources, respectively with $1,030,000 and $1,000,000 (20%). Revenue for major operating funds will be discussed in greater detail later in this Executive Summary. ❑ Debt Service ❑ Payroll & Related 11% 15% ❑ Capital Projects 23% ❑ Operations & ❑ Transfers Out Maintenance 13% 38% © Capital Outlay 0% Budgeted Town Expenditures — All Fund Types Exnenditures and Other Financins Uses The FY 2008 adopted budget for all funds totals $12,027,536, an increase of $1,610,984 from the prior year. The primary growth in budgeted expenditures is comprised of the projected capital expenditure for the construction of the Performing Arts & Science Civic Center, which is an increase from the prior year capital expenditures of $1,522,966. The Town's largest operating fund is the General Fund, which provides $4,364,157 in funding for the majority of services available to Town residents through 11 departments. The second largest operating fund is the Utility Fund, providing $2,117,208 in funding. These revenues are generated primarily by providing water and wastewater services to the Westlake community. The third largest operating fund is the Visitors Association Fund, providing $254,043 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 Executive Summary. Page 18 Total Authorized Positions Two additional positions are included in the FY 2007/2008 budget. The first position is administrative in nature and will be used to support the growing demand for accounting and clerical support services. The second position is a general laborer position that will support both Public Works and Facilities and Recreation. Town Staff by Department FY 2007-2008 Authorized Personnel ■ Public Works ❑ Parks & 6% ❑ Administrative Recreation 11 3% ■Building Official 4% © Court 19% ❑ Facilities ■ Fire/EMS 3% 40% ❑ Finance/HR 14% Totals by Classification Classification Total Administrative 3.00 Building Official 1.45 Court 5.00 Facilities .625 Finance/HR 3.80 Fire/EMS 11.00 Parks & Recreation .625 Public Works 1.50 TOTAL 27.00 Page 19 Fund Ralances The October 1, 2007 budgeted Town fund balances total $5,358,652 and represent a decrease of $319,608 (5%) from the October 1, 2006 total. ■ The General Fund posted a decrease of $644,193, due to a $644,174 transfer out for capital projects. The ending fund balance will provide for 197 days of operations. ■ The Visitors Association Fund increased by $206,801. The ending balance would provide for 1,564 days of operations. ■ The Utility Fund's working capital balance was reduced by $172,091. This amount, as in the General Fund, is the result of funding for capital projects completed during FY 2006/2007. The ending balance provides for 166 days of operations. Funds Actual Beginning Fund Balance 10/1/2007 Projected Revenues and Other Funding Sources 2007-2008 Projected Expenditures and Other Funding Uses 2007-2008 Projected Ending Fund Balance 9/30/2008 Percent of All Funds General Fund $2,621,565 $5,027,244 $4,364,157 $3,284,653 42% Special Revenue Fund -1 15,0001 15,0001 -1 0% Perm Capital Maint. - OF 20,0001 15,0001 -1 35,0001 0% Utility Fund 874,2461 2,276,8881 2,117,2081 1,033,9261 13% Capital Projects Fund 60,1801 3,035,0001 2,461,0001 634,1801 8% Visitors Association 1,076,4961 511,0001 254,0431 1,333,4531 17% Debt Service Fund -1 1,316,3141 1,316,3141 -1 0% Property Tax Reduction 296,0751 1,030,0001 286,5831 1,039,4921 13% 4B Economic Development 390,0901 1,000,0001 1,029,7311 360,3591 5% Perm Capital Maint. - General 20,000 198,500 183,500 35,000 0% TOTAL $5,358,652 $14,424,946 $12,027,536 $7,756,063 100% ■ 4B Economic ❑ Property Tax Development Reduction 5% ■ General Perm 13% Capital Maint. Fund / 0% ❑ Debt Service Fund 0% ❑ General Fund 43% Visitors Association 18% - ❑ Capital Projects ---- ■ Special Revenue /' Fund Fund — 0% 8% ❑ Utility Fund ❑ OF Perm Capital 13% Maint Fund 0% Estimated Fund Balances — All Funds Page 20 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 2007/2008 are projected to be $5,027,244, a 30% increase of the projected FY 2006/2007 total of $3,871,143. p EMS ❑ Transfers In 4% 1% ❑ Sales & Use Taxes 39% ❑ Court 14% ❑ Franchise Fees 11% ❑ Permits & Fees 26% ■ Contributions ❑ Interest Income 2% 3% ® Parks & Rec 0% Budgeted Revenues - General Fund Sales & Use Taxes 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. Sales tax receipts continue to be the Town's single largest revenue source, comprising 39% of General Fund revenues. Sales taxes in the General Fund are budgeted to be $400,000 higher in FY 2007/2008, a 25% increase compared to FY 2006/2007. This increase is due in part to the construction of the new Fidelity campus. 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. Alcoholic beverage tax revenue is expected to increase by 2% in FY 2007/2008. 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 - Page 21 County Electric based on the number of access lines and services rendered, respectively. Overall, franchise taxes are expected to increase to increase by 2% in FY 2007/2008. 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. Building Permits and Inspection/Plan reviews are anticipated to increase over 100% due to the new Fidelity campus. Inspection and review revenues are budgeted to increase by $750,280. The major portion of this increase is contributed to the Fidelity II construction. 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 2007-2008. Citation revenue for FY 2007/2008 is projected at $425,000, a 6% reduction of FY 2006-2007 totals of $450,000. Overall, municipal court revenues are expected to increase by 1 %. Miscellaneous Revenue Miscellaneous revenue includes the sale of printed materials, interest earned, and parks & recreation fees. Transfers In Transfers In represent 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 $1,700,887) these funds will be paid to the City of Fort Worth in compliance with the wholesale water customer agreement. Expenditures FY 2007/2008 proposed operating expenditures in General Fund total $4,151,907, compared with FY 2006/2007 budget of $3,871,161. This represents a 7% increase in operating expenditures from the prior year. Approximately 5.5% of the increase is due employee and related expenditures. These include the addition of two new positions, insurance and TMRS cost increases, and merit -based salary adjustments based on updated salary survey information for similar positions in comparative cities. 1.5% of the increase is due to capital and maintenance and supply related expenditures. Transfers out for capital project expenditures in FY 2007/2008 are projected to total $212,250, a decrease of 67% from the previous year's total of $644,174 due to the completed expansion of Westlake Academy in July 2007. As in recent years, Town staff continues to operate conservatively by controlling costs while maintaining the highest possible levels of service. These goals are only possible through continued strategic planning and the innovative use of available resources. Our overall budget philosophy continues to focus on meeting stated goals and objectives and maintaining a 90 day fund balance without adopting a local property tax. In the FY 2007/2008 budget, personnel expenditures remain the largest single expenditure category, accounting for 37% of all General Fund expenditures. This represents an increase from 32% in FY 2006/2007. Page 22 ❑ Fire/EMS 43% ❑ Town Secretary 2% ❑ Municipal Court 9% Building Official -- 3% - - ❑ Public Works 4% ❑ Administrative ❑ Facilities 20% 7% ❑ Engineering o Finance 2% 5% o IT Dept N Parks & Rec 2% 3% Projected Expenditures by Department — General Fund Fund Balance The audited fund balance of the General Fund as of October 1, 2006 was $3,265,758. The FY 2006/2007 adopted budget projected an excess of expenditures and other financing uses over revenue and other financing sources by $835,164 due primarily to the cost of converting offices in the Civic Campus building to Westlake Academy classrooms and leasing office space in Solana for town offices. This resulted in an ending fund balance of $2,430,594. Revised revenue and expenditure estimates for FY 2006/2007 project excess of expenditures and other financing uses over revenue and other financing sources by $644,193, a $190,971 decrease over the adopted budget. This decrease in expenditures was due to a planned capital project which was not completed during the FY 2006-2007. The fund balance as of September 30, 2007 is estimated at $2,621,565 and the undesignated/unrestricted balance represents coverage for 197 operating days. The FY 2007/2008 budget projects revenue and other financing sources in excess of expenditures and other financing uses by $663,088 to result in a September 30, 2008 ending fund balance of $3,284,653. The projected undesignated/unrestricted ending fund balance represents coverage for 232 operating days. kilo 1Aiwdail`I7 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 2000/2001 and became ready for occupancy in FY 2001/2002. The first leases were entered into in FY 2002/2003 with payments totaling $281,293. In FY 2003/2004, 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 2004/2005. Additional Duct bank revenue in FY 2007-2008 will depend upon the completion of the last approved subdivision, Terra Bella located on Dove and Sam School Rd. Page 23 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 short-term outlook for the Utility Fund is strong. However, 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 MUDS, the Utility fund will reimburse Hillwood the share of purchased MUD 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 tacked on 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. Revenue 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 2007/2008 revenues are budgeted at $2,276,888, a 22% increase over the FY 2006/2007 budget of $1,854,096. A majority of this increase is attributed to the wet summer during the FY 2006/2007 and residential growth; resulting in higher service demand for water and sewer utilities. 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, FY 2006-2007 was an anomaly for water demand, as record rainfall levels reduced irrigation demand, resulting in a significant reduction in water revenues. No charges are planned for water rates at this time. Tlnrtt Rank 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. Page 24 Water Revenue 74% Misc Revenue 0% Debt Service 4% Interest Earned 2% Sewer Revenue Tap Fees 15% 3% Meter R&R 0% Impact fees 2% Budgeted Revenues — Utility Fund Expenses FY 2007/2008 operating expenses in the Utility Fund are projected at $1,943,707, an 8% increase over FY 2006/2007 expenses totaling $1,804,950. The Utility Fund will continue to fund capital projects that are necessary for infrastructure expansion and maintenance. Total Operations and Maintenance 80% Capital Outlay 2% Total Payroll & Related Total Transfers 7% Out Capital Projects 3% 8% Budgeted Expenses — Utility Fund Page 25 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. Hotel occupancy revenue has remained relatively constant and has experienced only slight variances in the last three years following major reductions after 9-1-1. 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 2007/2008 are projected to be $511,000, an 11% increase from FY 2006/2007. This is attributed to the projected $50,000 increase in Hotel Occupancy Tax after completion of the 94 room expansion of the Marriott Solana hotel in 2007/2008. ® Hotel Occupancy Tax 88% ❑ Historical Board Income 1/o 0 ❑ Interest Income ❑ Arbor Days 9% Income 2% Budgeted Revenues — Visitors Association Fund Expenditures Operating expenditures for FY 2007/2008 are projected to be $254,043, a 1% increase from the previous year total of $251,199. The major expenditures in this fund are attributed to payroll, office rent and hotel marketing. Page 26 © Operations and Maintenance 67% E) Capital Outlay 0% 61 Payroll and Related 33% Budgeted Expenditures — Visitors Association Fund 4B ECONOMIC DEVELOPMENT FUND The 4B Economic Development Fund collects a '/2 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 Proposed FY 2007/2008 revenues are anticipated to be $1,000,000, an increase of $199,500 from FY 2006/2007. The increase is due to the sales tax revenues the Town will receive from the Fidelity campus expansion. Expenditures and Other Uses Transfers out to the Debt Service Fund for FY 2007/2008 are projected at $1,029,731, the total of the anticipated revenues. PROPERTY TAX REDUCTION SALES TAX FUND The Property Tax Reduction Sales Tax Fund receives its funding from a '/2 cent sales tax levy that was formerly earmarked for the 4A Economic Development Corporation. The voters of Westlake approved the dissolution of the 4A '/2 cent tax and the implantation of the '/z 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 Proposed FY 2007/2008 revenues are anticipated to be $1,030,000, an increase of $229,500 from FY 2006/2007. The increase is due to additional sales tax revenues the Town will receive from the Fidelity campus expansion, as well as interest income on its fund balance. Page 27 Expenditures and Other Uses Transfers out to the Debt Service Fund for FY 2007/2008 are projected at $286,583, a decrease from the FY 2006/2007 transfer of $504,425 (43%). This reduction in debt service funding is attributed to the anticipated increase in sales tax revenues from 4B Economic Development Fund. These additional 4B revenues will cover a higher percentage of debt service costs, requiring a smaller contribution from the Property Tax Reduction Sales Tax Fund. DEET 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. Revenues Current debt service on the Westlake Civic Campus is paid by 4B Economic Development funds and supplemented by funds from the Property Tax Reduction Fund. Expenditures Expenditures for the Debt Service Fund are budgeted at $1,316,314, a decrease of $18,342 from FY 2006/2007 due the 2007 refunding of a portion of the 2002 Certificates of Obligation issue. GENERAL PERMANENT CAPITAL MAINTENANCE FUND The General Permanent Capital 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 Street Maintenance program consists of scheduled major maintenance of streets. These maintenance projects are funded by an operating transfer from the General Fund. Revenues and Other Sources The anticipated revenues and other resources for FY 2007/2008 is $198,500; an increase of $188,500 from FY 2006/2007. The increase includes a developer requirement for Dove Road bridge expansion totaling $28,750 as well as a transfer in from the General Fund of $169,750. Expenditures Included in the FY 2007/2008 budget is the Dove Road bridge expansion and Stagecoach Hills Street reconstruction at a total cost of $183,500. Page 28 UTILITY PERMANENT CAPITAL 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 Proposed revenues and other sources for FY 2007/2008 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. This is a decrease of $32,000 from FY 2006/2007, when $27,000 was a transferred from the Utility Fund to fund expenditures. Expenses There are no expenses proposed for FY 2007/2008. This is a decrease from the prior year of $27,000, when sewer repair and maintenance expenses were funded. 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. There is no major impact from CIP projects in the Fiscal Year 2007-2008 budget. Revenues and Other Financing Sources FY 2007/2008 revenues and other financing sources are anticipated to be $3,035,000, an increase of $2,139,473 compared to FY 2006/2007. The majority of the increase is contributed to the anticipated bond proceeds of $2.5 million and $500,000 contribution for the Performing Arts & Science Civic Center. Expenditures Expenditures for FY 2007/2008 are projected at $2,461,000, an increase of $1,522,966 from the FY 2006/2007 expenditure of $938,034. This increase correlates with the additional revenues for the construction of the Performing Arts & Science Civic Center. Page 29 .�F yJES:T! KI PROJECTED FUND BALANCES ALL SOURCES FISCAL YEAR 2007-2008 Page 30 Projected Projected ■ Property Tax Development Actual Revenues 04pendifures Projected Capital Maint. Beginning and Other and Other Ending Percent Fund Balance Funding Sources Funding Uses Fund Balance of All Funds 10/1/2007 2007-2008 2007-2008 9130/2008 Funds General Fund $2,621,565 $5,027,244 $4,364,157 $3,284,653 42% Special Revenue Fund - 15,000 15,000 - 0% Utility Perm Capital Maint 20,000 15,000 - 35,000 0% Utility Fund 874,246 2,276,888 2,117,208 1,033,926 13% Capital Projects Fund 60,180 3,035,000 2,461,000 634,180 8% Visitors Association 1,076,496 511,000 254,043 1,333,453 17% Debt Service Fund - 1,316,314 1,316,314 - 0% Property Tax Reduction 296,075 1,030,000 286,583 1,039,492 13% 4B Economic Development 390,090 1,000,000 1,029,731 360,359 5% General Perm Capital Maint 20,000 198,500 183,500 35,000 0% TOTAL $5,358,652 $14,424,946 $12,027,536 $7,756,063 100% Page 30 ■ 413 Economic ■ Property Tax Development ■ General Perm Reduction 5% Capital Maint. 13% Fund 0% ■ Debt Service Fund - 0% © General Fund ❑ Visitors =_ - 43% Association 18% ■ Special Revenue ■ Capital Projects Fund Fund � un 0% ❑ OF Perm Capital Maint Fund o Utility Fund 0% 13% Page 30 OF W1. 7AKF. P�-P PROJECTED REVENUES ALL SOURCES FISCAL YEAR 2007-2008 Revenues General Fund Visitors Association Utility Fund Fund Property Tax Reduction Fund 48 Economic Special Development Revenue Debt Service Capital Fund Fund Fund Projects Fund General Penn. Capital Uglify Penn. Maint Capital Maini TOTAL Percent C 682.458 $ 682,468 5% Permits&Feea 1,290,074 13,000 1,303,074 9% Francidse Feea 535,278 695,278 4 Saks &Use Taxes 2,014,943 1,000,000 1,000,000 4,014,943 28% Con6MutlOM 100,000 500,000 28,750 628,750 4% Hotel Tax 450,000 450,000 3% Pedes & Roc 18.000 18,000 0 Services 2,226,888 2,226,888 15% EMS 185,180 15,000 200,180 1 % Interest lncorne 151,311 50,000 48,000 30,000 279,311 2% Transfers In 50,000 1,316,314 2.535,000 169,750 15,000 4,086,064 28% f 5,027,244 1 j 2,278,868 f 511,000 S 1,030,000 f 11000,000 S 15,000 f 1,316,314 f 9,035,000 S 195,500 f 15,000 f 14,424,946 100% ■ EMS © Interest Income ■ Services 1 % 2% 15% In Transfers In o Parks & Rec 28% 0% © Hotel Tax 3% ❑ Contributions 0 Court 4% 5% W Sales & Use Taxes ❑ Franchise Fees ❑ Permit�so/& Fees 29% 4% Page 31 pFAN'ES\Tf / �AKB ACA / PROJECTED EXPENDITURES ALL SOURCES FISCAL YEAR 2007-2008 EXMI General Fund U180y Fund VbNm Asaoda8on Fund Debt Son** Fund SPeclal Revenue Fund Cspftl Prolecb Fund 48 Emmdc DevelopmN Fund Property Tax Reductlon Fund Gemral Perm Capftj Mabd UGlty Peron Cepbal Mabd TOTAL Peroent Payroll & Related $ 1,616,383 $ 140,745 $ 83,554 $ $ $ $ $ $ $ $ 1,840,682 15% Operations & Maintenance 2,519,124 1,702,462 170,489 15,000 4,407,075 37/ Capital Outlay 16,400 35,500 51,900 0% Transfers Out 212,250 65,000 1,029.731 286,583 1,589,564 13 Capital Projects 173,501 2,461,000 183,500 2,818,001 23 Debt Service 1,316,314 1,916,914 11 S 0.964,157 $ 2,117,208 S 254.049 $ 1,916,914 S 15,000 $ 2,461,000 S 1,02$791 $ 286,589 $ 189,500 $ $ 12,027,596 100% in Debt Service 0 Payroll & Related 11% 15% ■ Capital Projects 23% l� ■ Operations & [I Transfers Out Maintenance 13% 38% ❑ Capital Outlay 0% Page 32 General Fund Program Summary Fiscal Year 2007/2008 Summary Adopted Amended Adopted Fund Balance, Beginning Actual Budget Budget Budget 10113/10137 Court Security FY 05/06 FY 06/07 FY 06/07 FY 07/08 Summary Fund Balance, Beginning $ 937,426 $ 3,265,758 $ 3,265,758 $ 2,621,565 10113/10137 Court Security 74,744 84,993 66,500 70,000 RECEIPTS: - - 500 1,000 Total Revenue 7,406,146 3,772,268 3,821,143 4,977,244 Total Transfers In 35,319 50,000 50,000 50,000 TOTAL REVENUE 7,441,465 3,822,268 3,871,143 5,027,244 Total Restricted/Designated Funds 355,841 364,824 537,385 645,185 DEDUCTIONS: Department 17- Facilities/Grounds 0.50 0.38 Total Payroll & Related 1,335,570 1,489,188 1,462,974 1,616,383 Total Operations and Maintenance 1,906,900 2,257,665 2,340,321 2,519,124 Capital Outlay 1,211,404 66,405 67,866 16,400 Total Transfers Out 659,259 844,174 644,174 212,250 TOTAL DEDUCTIONS 5,113,134 4,657,432 4,515,335 4,364,157 Excess Revenue Over (Under) Deductions 2,328,332 (835,164) (644,193) 663,088 Fund Balance, Ending $ 3,265,758 $ 2,430,594 $ 2,621,565 $ 3,284,653 Restricted/Designated Funds 355,841 364,824 537,385 645,185 Undesignated Fund Balance, Ending $ 2,909,916 $ 2,065,770 $ 2,084,180 $ 2,639,468 # Days Operating (w/o land purchase FY 05/06) 1 328 198 197 232 Restricted/Designated Funds 10112/10136 Court Technology $ 56,913 $ 55,646 $ 46,200 $ 50,000 10113/10137 Court Security 74,744 84,993 66,500 70,000 10116 Court Efficiency - - 500 1,000 10132 Trail Escrow 75,000 75,000 75,000 75,000 10134 Glenw ck Farms Trail 149,185 149,185 149,185 149,185 Building Fund (TSH contribution) - - 200,000 300,000 Total Restricted/Designated Funds 355,841 364,824 537,385 645,185 Personnel Summary Department 11 - Administrative 0.70 0.70 0.70 0.70 Department 12 - Building Official 1.00 1.00 1.00 1.20 Department 13 - Town Secretary 1.00 1.00 1.00 1.00 Department 14- Fire/EMS 11.00 11.00 11.00 11.00 Department 15- Municipal Court 5.75 5.00 5.00 5.00 Department 16- Public Works 0.25 0.25 0.25 0.50 Department 17- Facilities/Grounds 0.50 0.38 0.38 0.63 Department 18- Finance/Human Resources 1.90 1.80 1.80 2.20 Department 19- Parks & Recreation 0.50 0.38 0.38 0.63 Department 20 - Information Technology - - - - Department 21 - Engineering - - - - Total 22.60 21.50 21.50 22.85 Page 33 TOWN OF WESTLAKE Fire/EMS 51,266 135,915 186,755 185,180 -0.84% Fund 100 - General Fund Department 15 Municipal Court 766,467 996,780 674,063 682,458 Proposed Budget FY 2007/2008 13.71% Department 18 Department 19 Finance/HR/Payroll Parks and Recreation - 25,159 - 19,000 - 18,035 FUND SUMMARY 100.00% -0.19% 0.01% 0.36% Capital Outlay Department 11 REVENUE - GRAND TOTAL Adopted 08 Percentage 3,821,143 - -100.00% 0.00% Payroll & Related Department 11 vs of 45,402 47,829 Adopted Amended Adopted Amended 07 Overall 66,254 Actual Budget Budget Budget %% 2008 Town Secretary FY 05/06 FY 06/07 FY 06/07 FY 07/08 Variance Budgef Department 14 Fire/EMS 742,561 825,934 826,784 869,176 5.13% :venues Department 15 Municipal Court 198,115 263,677 248,900 248,655 Department 11 Administrative 5,885,550 2,106,863 2,431,040 2,834,476 16.60% 56.95% Department 12 Building & Code Compliance 677,704 513,710 511,250 1,256,530 145.78% 25.25% Department 14 Fire/EMS 51,266 135,915 186,755 185,180 -0.84% 3.72% Department 15 Municipal Court 766,467 996,780 674,063 682,458 1.25% 13.71% Department 18 Department 19 Finance/HR/Payroll Parks and Recreation - 25,159 - 19,000 - 18,035 600 18,000 100.00% -0.19% 0.01% 0.36% Capital Outlay Department 11 REVENUE - GRAND TOTAL 7,406,146 3,772,268 3,821,143 - -100.00% 0.00% Payroll & Related Department 11 Administrative 38,677 45,402 47,829 48,203 0.78% 1.10% Department 12 Building & Code Compliance 66,254 75,242 76,392 98,331 28.72% 2.25% Department 13 Town Secretary 63,367 61,196 45,119 66,399 47.16% 1.52% Department 14 Fire/EMS 742,561 825,934 826,784 869,176 5.13% 19.92% Department 15 Municipal Court 198,115 263,677 248,900 248,655 -0.10% 5.70% Department 16 Public Works 15,879 19,515 18,667 31,664 69.63% 0.73% Department 17 Facilities/Ground Maintenance 37,414 29,741 29,877 42,173 41.16% 0.97% Department 18 Finance/HR/Payroll 135,890 138,740 139,529 169,609 21.56% 3.89% Department 19 Parks and Recreation 37,413 29,741 29,877 42,173 41.16% 0.97% Payroll & Related Total 1,335,570 1,489,188 Operations & Maintenance Department 11 Administrative 408,570 651,684 659,247 771,237 16.99% 17.67% Department 12 Building & Code Compliance 48,709 51,957 103,127 29,262 -71.63% 0.67% Department 13 Town Secretary 16,527 14,770 32,230 22,310 -30.78% 0.51% Department 14 Fire/EMS 837,416 868,972 894,150 898,542 0.49% 20.59% Department 15 Municipal Court 151,916 124,692 112,271 132,597 18.10% 3.04% Department 16 Public Works 102,355 96,800 101,487 134,426 32.46% 3.08% Department 17 Facilities/Ground Maintenance 205,012 230,590 231,434 255,700 10.49% 5.86% Department 18 Finance/HR/Payroll 11,026 35,700 39,270 40,700 3.64% 0.93% Department 19 Parks and Recreation 54,030 74,500 68,105 88,850 30.46% 2.04% Department 20 Information Technology 47,294 73,000 64,000 64,000 0.00% 1.47% Department 21 Engineering 24,046 35,000 35,000 81,500 132.86% 1.87% Operations & Maintenance Total 1,906,900 2,257,665 2;9WI,-;a1 1 %,51P,1241 7464- _ 1}7;72 Capital Outlay Department 11 Administrative 1,199,596 30,000 30,000 - -100.00% 0.00% Department 12 Building & Code Compliance - - 520 - -100.00% 0.00% Department 14 Fire/EMS - 3,530 3,530 16,400 364.59% 0.38% Department 15 Municipal Court 11,808 16.,000 16,641 - -100.00% 0.00% Department 16 Public Works - - 300 - -100.00% 0.00% Department 18 Finance/HR/Payroll - 16.,875 16,875 - -100.00% 0.00% Other Sources & Uses Capital Outlay Total Transfers In Transfers Out 1,211,400, 35,319 659,259 50,000 844,174 50,000 644,174 50,000 212,250 0.001% -67.05% 1.151% 4.86% SUMMARY Other Sources & Used Total Revenue (623,940) 7,406,146 (794,174) 3,772,268 3,821,143 (162,250) 4,977,244 -72.69% 30.26% Total Transfers In 35,319 50,000 50,000 50,000 0.00% Total Payroll & Related 1,335,570 1,489,188 1,462,974 1,616,383 10.49% Total Operations and Maintenance 1,906,900 2,257,665 2,340,321 2,519,124 7.649% Capital Outlay 1,211,404 66,405 67,866 16,400 -75.83% Excess Revenues Over(Under) Expenditures 2,328,332 j (835,164) (644,193) 663,088 1 -202.93 Page 34 TOWN OF WESTLAKE Administrative 5,885,550 2,106,863 2,431,040 Fund 100 - General Fund 16.60% 56.38% Department 12 Building & Code Compliance Proposed Budget FY 2007/2008 513,710 511,250 1,256,530 145.78% FUND SUMMARY Department 14 Fire/EMS Adopted 08 Percentage 186,755 185,180 -0.84% vs of Municipal Court Adopted Amended Adopted Amended 07 Overall 1.25% Actual Budget Budget Budget % % 2008 - FY 05/06 FY 06/07 FY 06/07 FY 07/08 Variance Budget REVENUE TOTALS Department 11 Administrative 5,885,550 2,106,863 2,431,040 2,834,476 16.60% 56.38% Department 12 Building & Code Compliance 677,704 513,710 511,250 1,256,530 145.78% 24.99% Department 14 Fire/EMS 51,266 135,915 186,755 185,180 -0.84% 3.68% Department 15 Municipal Court 766,467 996,780 674,063 682,458 1.25% 13.58% Department 18 Finance/HR/Payroll - - - 600 100.00% 0.01% Department 19 Parks and Recreation 25,159 19,000 18,035 18,000 -0.19% 0.36% Transfers In 35,319 50,000 50,000 50,000 0.00% 0.99% ' TOTAL 7,441,465 1 3,822,268 1 3,871,143 dam,' .$$ 1.00,00°,Sr. EXPENDITURE TOTALS Department 11 Administrative 1,646,843 727,086 737,076 819,440 11.17% 18.78% Department 12 Building & Code Compliance 114,963 127,199 180,039 127,593 -29.13% 2.92% Department 13 Town Secretary 79,894 75,966 77,349 88,709 14.69% 2.03% Department 14 Fire/EMS 1,579,977 1,698,436 1,724,464 1,784,118 3.46% 40.88% Department 15 Municipal Court 361,839 404,369 377,812 381,252 0.91% 8.74% Department 16 Public Works 118,233 116,315 120,454 166,090 37.89% 3.81% Department 17 Facilities/Ground Maintenance 242,426 260,331 261,311 297,873 13.99% 6.83% Department 18 Finance/HR/Payroll 146,916 191,315 195,674 210,309 7.48% 4.82% Department 19 Parks and Recreation 91,444 104,241 97,982 131,023 33.72% 3.00% Department 20 Department 21 Department 99 Information Technology Engineering Transfers Out 47,294 24,046 659,259 73,000 35,000 844,174 64,000 35,000 644,174 64,000 81,500 212,250 0.00% 132.86% -67.05% 1.47% 1.87% 4.86% TOTAL 5,113,134 1 4,657,432 1 4,515,335 1 4,364,157 1 -3.35% 100.00% DEPARTMENTAL NET Department 11 Administrative 4,238,707 1,379,777 1,693,963 2,015,036 18.95% Department 12 Building & Code Compliance 562,741 386,511 331,211 1,128,937 240.85% Department 13 Town Secretary (79,894) (75,966) (77,349) (88,709) 14.69% Department 14 Fire/EMS (1,528,711) (1,562,521) (1,537,709) (1,598,938) 3.98% Department 15 Municipal Court 404,628 592,411 296,251 301,206 1.67% Department 16 Public Works (118,233) (116,315) (120,454) (166,090) 37.89% Department 17 Facilities/Ground Maintenance (242,426) (260,331) (261,311) (297,873) 13.99% Department 18 Finance/HR/Payroll (146,916) (191,315) (195,674) (209,709) 7.17% Department 19 Parks and Recreation (66,285) (85,241) (79,947) (113,023) 41.37% Department 20 Information Technology (47,294) (73,000) (64,000) (64,000) 0.00% Department 21 Engineering (24,046) (35,000) (35,000) (81,500) 132.86% Transfers In 35,319 50,000 50,000 50,000 0.00% Transfers Out (659,259) (844,174) (644,174) (212,250) -67.05% Excess Revenues Over(Under) Expenditures 2,328,332 (835,164) (644,193) 663,088 1 -202.93% 0.00% Page 35 OF WES�L LAKE AC4� , GENERAL FUND Projected Revenues Fiscal Year 2007-2008 ❑ EMS ❑ Transfers In ❑ Sales & Use Taxes 4% 1% 39% ❑ Court 14% 1 i ❑ Franchise Fees ❑ Permits & Fees 11% 26% ❑ Interest Income ■ Contributions 3% 2% ❑ Parks & Rec 0% Total Projected Revenue 5, 027,244 Page 36 pF WEST GENERAL FUND Projected Expenditures Fiscal Year 2007-2008 ❑ Fire/EMS 43 ❑ Town Secretary 2% ❑ Municipal Court 9% ® Building Official 3% ❑ Public Works 4% 4ii''' G �zvr ,G'rfi ❑ Administrative ❑ Facilities 20% 7% ❑ Engineering ❑ Finance 2/ 5% ❑ IT Dept p parks & Rec 2% 3,/ Total Projected Expenditures 4, 364,157 Page 37 OF WEST TAKE ACp� Sales Tax Revenue History 4,250,000 4,000,000 4,900,000 3sz1,ala 3,750,000 3,500,000 3,200,000 3,250,000 3,000,000 2,750,000 2,500,000 z,aoosl5 2,250,000 11,934,854 ♦ 1,9a9,212 �_. 2,000,000 1,766,359 1,750,000 1,500,000 1,1aa,a13 1,250,000 1,000,000 750,000 500,000 250,000 0 2001 2002 2003 2004 2005 2006 2007 2008 actual actual actual actual actual actual projected proposed Page 38 pF WEST ��AKE ACAS GENERAL FUND Note Receivable Trophy Club (Ambulance) 1 2 3 100.12802.00 100.36111.11 100.12801.00 Pymt # Payment Date Beginning Balance Total Payment Principal Interest Ending Balance 1 2 3 06/01/01 06/01/02 06/01/03 $ 125,000.00 $ 112,706.50 99,583.19 20,731.00 $ 20,731.00 20,731.00 12,293.50 $ 13,123.31 14,009.13 8,437.50 $ 7,607.69 6,721.87 112,706.50 99,583.19 85,574.05 4 06/01/04 85,574.05 20,731.00 14,954.75 5,776.25 70,619.30 5 06/01/05 70,619.30 20,731.00 15,964.20 4,766.80 54,655.11 6 06/01/06 54,655.11 20,731.00 17,041.78 3,689.22 37,613.33 7 06/01/07 37,613.33 20,731.00 18,192.10 2,538.90 19,421.22 8 06101108 19,421.22 20,732.16 19,421.23 1,310.93 (0.00) TOTAL $165,849.16 $125,000.00 $40,849.16 Page 39 OF WEST GENERAL FUND Interfund Repayment Schedule Due from Utility Fund Page 40 100.15205.00 Extension of 377 Water GW Farms 100.38805.11 Water Mains Peak Payment Line Sewer Line 'A' Waterline 500.23001.00 Pymt I Payment Beginning $57,600 $95,000 $4,895 $1,515 $2,033 $161,043 Ending Amount Due Amount Due Amount Due Amount Due Amount Due TOTAL # Date Balance Balance 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 Page 40 of wEsr �l9KE ACAS GENERAL FUND Fidelity Tax Reimbursement Schedule Pymt FY End Beginning Total Ending # Date Balance Principal Interest Pymt Due Balance 1 09/30/02 536,373.60 - - - 536,373.60 2 09/30/03 536,373.60 21,460.78 85,813.94 107,274.72 429,098.88 3 09/30/04 429,098.88 429,098.88 4 09/30/05 429,098.88 17,476.75 18,281.49 35,758.24 393,340.64 5 09/30/06 393,340.64 16,425.56 19,332.68 35,758.24 357,582.40 6 09/30/07 357,582.40 15,313.93 20,444.31 35,758.24 321,824.16 7 09/30/08 321,824.16 14,138.39 21,619.85 35,758.24 286,065.92 8 09/30/09 286,065.92 12,895.24 22,863.00 35,758.24 250,307.68 9 09/30/10 250,307.68 11,580.62 24,177.62 35,758.24 214,549.44 10 09/30/11 214,549.44 10,190.41 25,567.83 35,758.24 178,791.20 11 09/30/12 178,791.20 8,720.26 27,037.98 35,758.24 143,032.96 12 09/30/13 143,032.96 7,165.58 28,592.66 35,758.24 107,274.72 13 09/30/14 107,274.72 5,521.50 30,236.74 35,758.24 71,516.48 14 09/30/15 71,516.48 3,782.88 31,975.36 35,758.24 35,758.24 15 09/30/16 35,758.24 1,944.30 33,813.94 35,758.24 0.00 TOTAL 146,616.20 389,757.40 536,373.60 - FY 02/03 Payment of $107,274.72 included FY 01/02, FY 02/03, and FY 03/04 ($35,758.24 x 3) Page 41 Fiscal Year 2007-2008 Operating Budget General Fund Administrative pFAW_EST- ��AKE AC4� Goals & Objectives - FY 07/08 ADMINISTRATIVE Program Description The Administration Department coordinates and manages all facets of the Town's operations. The Town Manager serves as the chief administrative officer for all town operations. The Town Manager is responsible to the Board of Aldermen for proper administration of all municipal functions. The Town Manager is to implement the goals and objectives established by the Board of Aldermen including the 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. Trends • Residential growth has slowed over the last twelve months. • New permits issued in '05-'06 totaled 37 whereas new permits in '06-'07 totaled 33 • Commercial growth has included creation of 1,896 new jobs at First American and the announcement of 2,500 new jobs at Fidelity. • Sales tax continues to hold relatively stable. • Proportionate spending on Town M&O remains very low and consistent. Program Goals • Assure all growth is compliant with Westlake development standards. • Maintain a competent and competitive work force. • Analyze and report new ways to partner with public and private sector service providers to control cost and improve services. • Analyze and report new revenue generating ventures. • Conservatively develop and maintain an effective municipal budget and oversee all finances of the Town. • Keep Board of Aldermen abreast of the Town's financial condition and future needs in a timely manner. • Avoid a municipal ad valorem property tax while maintaining and expanding current levels of service. • Assist the board of aldermen as directed with the growth and development of Westlake Academy. • Provide support for board appointed boards and commissions. Program Objectives • Maintain sufficient staff and consulting reviews of all development submittals. • Provide annual survey of employee benefits and compensation for board review. • Provide funds for necessary training to maintain staff certifications and competencies necessary to perform their budgeted function. • Analyze at least one new opportunity each year to create new effective partnerships with public and private sector entities. • Analyze at least one new revenue potential each year for board consideration. • Complete a study to improve and expand IOOF Cemetery under Town direction. • Submit the '07-'08 budget for GFOA budget award consideration. • Provide quarterly financial reports to the Board and annual budget amendments as necessary. • Maintain 90 day general fund accrual reserve • Target a 90 day accrual reserve in the Utility Fund. • Analyze and report alternatives related to issuance of debt for facility capital budgets • Assist the board in improving overall organizational operating structure of Westlake Academy as it relates to Town services and functions. • Maintain an effective liaison relationship with the various boards and commissions of the Town. • Perform an update to Westlake Comprehensive Plan Program Objectives FY 2006/2007 - Completed • Natural gas pooling has not occurred based on board direction. • All citizen complaints are being addressed in a timely manner. • Increased services in all areas of operations without recommending an ad valorem property tax and without adding staffing. • Achieved a designated "preferred last line" ZIP Code by the US Postal Service and achieved listing in the National ZIP Code directory; providing a separate identity for the Town of Westlake. • Update the Code of Ordinances to reflect implementation of the Council Manager form of government adopted in 1999. • Improved consistency of development standards with the Code of Ordinances by creating the RA Residential Airpark Zoning District and initiated zoning case to bring properties into compliance. • Performed comprehensive codes review of all residences in town in order to achieve code compliance. Page 42 pF WEST yY��u�t910 �LgKE A�P� Goals & Objectives - FY 07/08 ADMINISTRATIVE Performance Measures Program Provided in Partnership With • Board of Aldermen • Internal staff • Outside engineering and consulting firms • Outside legal firms Board appointed boards and commissions Program Customers Citizens of Westlake Westlake businesses Westlake developers State and local agencies Page 43 Objective Actual Budget Projected Projected FY 05/06 FY 06/07 FY 06/07 FY07/08 1 Provide same day response to all citizens' 100% 100% More than 90% 100% calls for services but less than 100% 2 Produce weekly update for Board of 100% 100% 100% 100% Aldermen 3 Complete program of services within 100% 100% 100% 100% adopted or amended budget 4 Maintain annual 90 day balance in 328 days 142 days 321 days 90+ days General Fund Feasibility Achieve 5' d Acquire 2^ water supply for Town of New Measure Complete study partnerships to Westlake feasibility complete reach cost effective solution 6 %of Performance Evaluations administered 100% 100% 50% 100% on time Program Provided in Partnership With • Board of Aldermen • Internal staff • Outside engineering and consulting firms • Outside legal firms Board appointed boards and commissions Program Customers Citizens of Westlake Westlake businesses Westlake developers State and local agencies Page 43 FY 2007-2008 PROPOSED OPERATING BUDGET GENERAL FUND DEPARTMENTAL SUMMARY 11 -ADMINISTRATIVE Expenditures Adopted Amended Adopted $ 38,677 $ Actual Budget Budget Budget 651,684 FY 05/06 FY 06/07 FY 06/07 FY 07/08 Expenditures Payroll & Related $ 38,677 $ 45,402 $ 47,829 $ 48,203 Operations & Maintenance 408,570 651,684 659,247 771,237 ,Capital Outla 1,199,596 30,000 30,000 - Total $ 1,646,843 $ 727,086 $ 737,076 $ 819,440 Personnel Summary *Executive Assistant 0.70 0.70 0.70 0.70 # Positions partially funded in this department Total 0.70 0.70 0.70 0.70 Proposed Budget FY07/08 Payroll & Related 6% Operations & Maintenance 94% Page 44 TOWN OF WESTLAKE Fund 100 - General Fund Proposed Budget FY 2007/2008 ADMINISTRATIVE DEPARTMENT 11 Actual FY 05/06 Adopted Budget FY 06/07 Amended Budget FY 06/07 Adopted Budget FY 07/08 venues 37,342 42110 11 Medical Insurance 3,165 3,360 31310 11 Sales Tax Revenue 1,810,707 1,500,000 1,600,000 2,000,000 31430 11 Mixed Beverage Tax (Quarterly) 13,674 13,650 14,650 14,943 31820 11 AT&T/SBC 118,649 105,000 170,210 173,614 31821 11 Verizon 4,695 6,930 5,780 5,895 31822 11 TXU/Atmos Gas (Annual) 15,112 15,868 18,609 18,982 31823 11 Charter 357 357 470 479 31824 11 One Source 2,973 2,835 3,750 3,825 31826 11 Tri County Electric (Quarterly) 297,073 273,000 301,426 307,455 31827 11 Trinity Waste Services 15,928 12,600 21,538 21,968 31828 11 Franchise Fees 2,217 2,100 3,000 3,060 32110 11 Liquor Permit Fees 710 746 746 761 32208 11 Other Misc Permits 980 945 1,900 1,000 33700 11 Contributions 3,435,699 - - - 34130 11 Development Fees 17,935 15,225 55,225 30,000 34133 11 Special Event Fee 755 525 525 525 34141 36110 36111 39400 39410 39500 11 11 11 11 11 11 Sales of Printed Material Interest Earned Note Receivable interest Misc. Income TSH Rental Income TSH Donation Income 126 39,758 3,689 310 4,204 100,000 158 50,000 2,539 500 3,885 100,000 158 130,000 2,539 514 - 100,000 158 150,000 1,311 500 - 100,000 DEPT 11 - TOTAL REVENUEJ 5,885,5501 2,106,8631 2,431,0401 2,834,476 Expenditures 41110 11 Full -Time Regular 30,176 35,563 37,750 37,342 42110 11 Medical Insurance 3,165 3,360 3,360 4,000 42111 11 Dental Insurance 295 229 300 245 42130 11 LTD/AD&D/Life Insurance 251 315 330 330 42210 11 Social Security 1,829 2,205 2,300 2,315 42220 11 Medicare 428 516 516 541 42310 11 TMRS 2,209 2,916 3,105 3,249 42510 11 Unemployment Taxes 189 189 50 63 42610 11 Worker's Comp 135 109 118 118 DEPT 11 -TOTAL PAYROLLI 38,677 47,8291 48,203 43130 11 Payroll Expense 43205 11 Administrative Expense 43206 11 Capitalized Admin Expense 43247 11 Surveyor Fees 43305 11 Misc Legal 43310 11 Boyle & Lowry 43315 11 Goins & Underkofler 43325 11 Legislative 43335 11 Contracted Labor 757 800 100 - 120,770 50,252 52,318 52,064 50,000) - - - 3,650 - - - 17,651 10,000 10,000 10,000 74,121 100,000 100,000 100,000 54,894 25,000 30,500 10,000 32,447 60,000 60,000 12,000 - 1,200 1,200 1,200 43405 11 Computer Eqpmt/Software 928 1,000 2,570 1,570 43515 11 Community Services 2,500 2,500 2,500 2,500 43520 11 Contingency 3,163 10,000 10,000 10,000 44300 11 Copier R&M/Supplies/Copy/Tax 570 1,092 1,092 1,092 44302 11 Copier Lease 2,872 3,120 3,120 3,120 Page 45 TOWN OF WESTLAKE Fund 100 - General Fund Proposed Budget FY 2007/2008 ADMINISTRATIVE DEPARTMENT 11 Adopted et FY 05/06 I FY 0Actual 6/07 I FY 06/07 I FY 07/08 44410 11 Office Rent 17,242 96,337 96,337 129,321 45205 11 Insurance Deductible 2,000 - - - 45209 11 Insurance Law Enforcement 605 666 589 589 45210 11 Insurance General Liability 9,167 9,948 9,586 9,586 45211 11 Insurance Errors & Omissions 15,104 16,852 14,150 14,150 45213 11 Insurance Crime & Theft 1,124 1,236 1,547 1,547 45214 11 Insurance Automobile 456 502 422 422 45215 11 Insurance Property 4,807 162 112 112 45305 11 Telephone Service 6,231 7,789 7,789 7,789 45310 11 Mobile Phone 1,043 1,700 1,100 1,100 45325 11 Misc Rental/Lease 1,047 1,000 1,000 1,000 45805 11 Travel Airfare - 100 100 100 45810 11 Travel Car Rental/Parking - - 10 10 45815 11 Travel Lodging - 100 100 100 45820 11 Travel Meals - 200 200 200 45825 11 Travel Mileage 39 1,300 1,300 1,300 45830 11 Training/Seminars/Meetings 1,559 1,600 1,600 1,600 46105 11 Office Supplies 7,317 6,400 7,300 6,400 46106 11 Hospitality Items 2,814 2,600 2,600 2,600 46115 11 Dues & Subscriptions 8,403 8,000 8,000 8,000 46120 11 Postage & Supplies 2,245 3,000 3,000 3,000 46125 11 Printing 181 100 700 250 46130 11 Books & Printed Materials 26 250 250 250 46135 11 Bank Service Charges - 100 100 100 46140 11 Moving Expense 4,079 5,000 5,000 - 46160 11 Credit Card Processing 66 100 100 100 46190 11 Misc. Expense 2,834 1,000 3,100 2,000 46205 11 Utilities Water 3,672 4,069 4,069 - 46215 11 Vehicle Fuel/Maint 418 750 750 750 46220 11 Utilities Electric - Campus/Solana 13,927 16,683 16,683 7,056 46220 11 Utilities Electric - Parchman 1,500 46225 11 Utilities Gas 2,080 4,418 4,418 - 46520 11 Economic Development Principal (Fidelity) 16,426 15,314 15,314 14,139 46522 11 Economic Development Interest (Fidelity) 19,333 20,444 20,445 21,620 46523 11 Economic Development 1 st Amer - 150,000 150,000 - 46523 47414 11 11 Economic Development - Fidelity Construction Allowance - - 9,000 - 6,576 332,500 - DEPT 11 TOTAL OPER/MAINT1 408,570 1 651,6841 659,2471 71,237 47412 47413 47415 11 11 11 Land Purchase Computer Hardware/Software Furniture & Fixtures 1,199,596 - - - 5,000 25,000 - 5,000 25.000 - DEPT 11 TOTAL CAPITALI 1,199,5961 30,000 1 30,000 DEPT 11 TOTAL EXPENDITURES1 1,646,8431 727,0861 737,0761 819,440 DEPT 11 -EXCESS REVENUES OVER (UNDER) EXPENDITURES 4,238,707 1,379,777 1,693,963 2,015,036 Page 46 Fiscal Year 2007-2008 Operating Budget General Fund Building & Code Compliance ?• i O' we4t"* Goals & Objectives - FY 07/08 BUILDING & CODE COMPLIANCE Program Description The Building and Code Compliance Department program assures responsible administration and enforcement of the Town's adopted building codes and ordinances. It safeguards public health and safety by overseeing the design of buildings, the use of materials and the construction methods used to build and maintain structures within the Town of Westlake. The program provides the following for all commercial and residential construction in Westlake: • pre -construction consultations • registration of contractors and sub -contractors • review of all construction plans • issuance of building permits 11 field inspections to assure compliance with approved plans and adopted codes and ordinances Trends The overall trend will be a short term leveling off of revenue from new home permits as compared to previous years: • Anticipated Single Family Residences (SFR) to be built in 2007/2008 is 25, a decrease from FY 2006/2007, but higher home values having higher permit fees should result in similar revenues. • SFR "available" lots are diminishing quickly. The villa lots in Vaquero and the Glenwyck Farms and Wyck Hill Estates sub -divisions are essentially built out and these accounted for approximately 30% of the new home permits in the first half of the FY 2006/2007. • The trend will continue downward based on available residential lots. • Approximately 1 to 2 new commercial projects are anticipated this year. • Annual revenues increased last year and are expected to increase this year primarily due to large commercial projects being permitted. • Single Family Residences built Year Homes Built FY 04/05 Actual 51 FY05/06 Actual 37 FY06/07 Projection 33 FY07/08 Projection 25 Percentage of expenditures in comparison to revenues generated Program Broad Goals • 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. • Provide an opportunity for consumer feedback, through Contractor/Sub-contractor meeting(s) with critiques and re- evaluation of procedures. Program Objectives - Ongoing • Maintain professional certifications thru CEU classes. • Provide same day Inspection service, if requested prior to noon (ongoing) Page 47 Actual Actual Projected Projected FY 04/05 FY 05/06 FY 06/07 FY 07/08 Revenue I $657,787 $623,820 $1,192,435 $591,750 Expenditure $119,793 $114,963 $179,864 $131,933 % Comparison I 18% 18% 15% 21% Program Broad Goals • 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. • Provide an opportunity for consumer feedback, through Contractor/Sub-contractor meeting(s) with critiques and re- evaluation of procedures. Program Objectives - Ongoing • Maintain professional certifications thru CEU classes. • Provide same day Inspection service, if requested prior to noon (ongoing) Page 47 ?• i O' We4t"* Goals & Objectives - FY 07/08 BUILDING & CODE COMPLIANCE Program 2006/07 Objectives - Completed • Obtained one additional ICC certification. (Hired an ICC Certified Building Official) Program 2007/08 Objectives • Provide Maximum 10 day turn around time for SFR plans review submittal to permit issued. • Complete the master filing system, within the Building Department records system. • Establish a wireless communication system to create electronic reporting of field inspections. • Begin scanning all plans and documents for electronic storage and retrieval. Beginning with all new projects and working backward through archived materials. • Update all departmental information on the town web site. • Continue to update and revise the forms used for processing permits and tracking inspections. • Recommend changes to Town ordinances based on review of building codes update. Activity Measures Performance Measures Measure Actual Budget Projected Projected FY05/06 FY06/07 FY06/07 FY07/08 1. Plans reviewed New Measure 120 120 85 2 Construction / Development related Inspections New Measure 900+ 900+ 900+ 2 performed 100% 10017o 95% 95% Meetings with contractors, design professionals, 3. tradesmen, and home owners, New Measure New Measure New Measure 100 4 regarding Town ordinances and codes. 80% 80% 85% 79% Ordinances prepared for presentation to the 4. Board of Aldermen related to inspections and New Measure 3 3 5 6 code enforcement. New Measure New Measure New Measure 100% 5. Code enforcement inspections New Measure 68 68 100 6. Notices - Citations issued/ Letters mailed New Measure 43 43 50 7. Illegal signs picked up New Measure 500 500 500 Performance Measures Program Customers • Homeowners • Developers • Builders • Contractors Page 48 Objective Actual Budget Projected Projected FY05/06 FY06/07 FY06/07 FY07/08 1 % SFR plans reviewed and completed within 10 100% 100% 100% 100% days of submittal 2 % Commercial plans reviewed within 30 days and 100% 10017o 95% 95% log updated 3. % Building inspections responded to same day 95% 95% 90% 95% 4 % Revenue generated over department cost to 80% 80% 85% 79% operate 5. # Contractor meetings sponsored 2 2 1 1 6 Code violations inspected and responded to New Measure New Measure New Measure 100% within 48 hours. 7 Code violation compliance attained within 30 New Measure New Measure New Measure 95% F8.complainant days. Illegal signs removed within 3 days of placement. New Measure New Measure New Measure 100% Program Customers • Homeowners • Developers • Builders • Contractors Page 48 FY 2007-2008 PROPOSED OPERATING BUDGET GENERAL FUND DEPARTMENTAL SUMMARY 12 - BUILDING & CODE COMPLIANCE Expenditures Adopted Amended Adopted 48,709 51,957 103,127 29,262 Actual Budget Budget Budget FY 05/06 FY 06/07 FY 06/07 FY 07/08 Expenditures Payroll & Related $ 66,254 $ 75,242 $ 76,392 $ 98,331 Operations & Maintenance 48,709 51,957 103,127 29,262 ,Capital Outlay - - 520 - Total $ 114,963 $ 127,199 $ 180,039 $ 127,593 Personnel Summary Building Official 1.00 1.00 1.00 1.00 Records & Revenu Clerk - - - 0.20 # Positions partially funded in this department Total 1.00 1.00 1.00 1.20 Operations & Maintenance 23% Proposed Budget FY07/08 Page 49 Payroll & Related 77% TOWN OF WESTLAKE Fund 100 - General Fund Proposed Budget FY 2007/2008 BUILDING & CODE COMPLIANCE DEPARTMENT 12 Actual FY 05/06 Revenues Adopted Amended Adopted p p Budget Budget Budget FY 06/07 FY 06/07 FY 07/08 32209 12 Grading/Excavation Permits 19,800 15,000 15,000 12,000 32210 12 Building Permits 400,708 307,450 307,450 804,910 32211 12 Inspection/Plan Reviews 239,968 177,550 177,550 430,370 32212 12 Reinspection Fees 2,550 2,025 750 250 34129 12 Pre -Submittal Reviews 2,400 1,200 - - 34132 12 Contractor Registrations 11,650 9,900 10,500 9,000 34141 12 Sales of Printed Material 628 585 - - 45310 12 DEPT 12 - TOTAL REVENUEJ 677,7041 513,7101 511,2501 1,256,530 Expenditures 41110 12 Full -Time Regular 41641 12 Cell Phone Allowance 42110 12 Medical Insurance 42111 12 Dental Insurance 49,169 56,127 56,127 68,988 - - 1,100 1,200 8,341 8,300 8,350 14,650 467 535 535 642 42130 12 LTD/AD&D/Life Insurance 460 525 525 638 42210 12 Social Security 2,871 3,480 3,480 4,352 42220 12 Medicare 671 814 814 1,018 42310 12 TMRS 3,584 4,602 4,602 6,106 42510 12 Unemployment Taxes 270 270 270 108 42610 12 Worker's Comp 420 589 589 629 45214 12 DEPT 12 - TOTAL PAYROLLI 66,2541 7592421 76,392 1 98,331 43260 12 Third -party inspection/plan review 37,376 30,000 80,000 5,250 43335 12 Contract Labor 880 - 671 500 43336 12 Contract Services - - 10,000 43405 12 Computer Equipment/software - 5,700 5,700 1,000 43405 12 Computer Equipment/software - - - 200 44226 12 Misc Hand Tools - - 105 100 45214 12 Insurance - Automobile 506 557 612 612 45310 12 Mobile Phone 1,465 1,600 139 - 45815 12 Lodging 454 900 900 900 45820 12 Meals 44 500 500 500 45825 12 Mileage 297 1,600 1,600 500 45830 12 Training, Seminars, Meetings 1,769 3,400 3,400 1,000 46105 46110 46115 46125 46130 46215 46605 12 12 12 12 12 12 12 Office Supplies Office Equipment Dues & Subscriptions Printing Books & Printed Materials Vehicle Fuel/Maint/Repairs Uniforms 860 - 305 1,162 2,060 961 570 1,000 1,500 750 750 2,000 1,200 500 1,000 1,500 750 750 2,000 3,000 500 1,000 1,500 500 200 1,000 4,000 500 DEPT 12 TOTAL OPER/MAINT1 48,7091 51,9571 103,1271 29,262 47415 12 Furniture & Fixtures 520 DEPT 12 TOTAL CAPITALI 1 1 520 DEPT 12 TOTAL EXPENDITURES1 114,9631 127,1991 180,0391 1277593 DEPT 12 - EXCESS REVENUES OVER (UNDER) EXPENDITURES 562,741 386,511 331,211 1,128,937 Page 50 Fiscal Year 2007-2008 Operating Budget General Fund Town Secretary ?• i O' we4t"* Goals & Objectives - FY 07/08 TOWN SECRETARY Program Description Perform tasks outlined in the Texas Municipal Law and Procedure Manual for General Law Type A Cities. Responsible for recording of official proceedings of various Boards, conducting all Town elections, maintaining and preparing all official records and documents and providing legal and proper notice of all official meetings of various Boards, ordinances, and elections. The Town Secretary is responsible for the preparation of minutes for the Board of Aldermen Workshops and Meetings, the Board of Trustees Workshops and Meetings, the Westlake Historical Preservation Society, Texas Student Housing Authority, the Planning and Zoning Commission, and the Board of Adjustments. Perform secretarial tasks related to the Texas Student Housing Authority. Responsible for updating application form, receiving, organizing, and logging applications, responding to all calls and e-mails regarding the scholarship program, sending letters to awardees, and acting as secretary to the Board of the Texas Student Housing Authority, sending out information, and arranging and attending meetings. The Town Secretary serves as the Records Management Coordinator for the Town and is responsible for the implementation of a records management program. Trends The trends of the duties and responsibilities of the Town Secretary indicate a significant increase in the number of activities/functions that impact the workload of this office. Town of Westlake There has been an increase of the number of meetings covered by this office from year to year. The increase in the number of meetings greatly impact the amount of time required for pre -meeting and post -meeting activities. Activities include agenda preparation, packet preparation, posting requirements, sending out meeting notifications, preparation of minutes, legal advertisements, and maintaining the records associated with each meeting as well as facility preparation. Texas Student Housing This office receives and responds to a number of phone calls and e-mails regarding the Scholarship. Recommendations have been made to provide answers to commonly asked questions via a "commonly asked questions" flyer and through revisions to the application. 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. This office will continue to fine-tune the process as we proceed into the next annual award cycle. Additionally, a new scoring system was implemented which required changes to the entry process. TSHA hired a temporary worker to assist with the labor-intensive entry process. We will continue to fine-tune this process in the upcoming year. Program Broad Goals • A commitment to leadership that ensures quality public service based on honesty, dependability, integrity, consistency, respectfulness, and fairness. • Maintain accurate records that are available to the public, Boards, and staff through a user-friendly records management program in compliance with state law and our own ordinance; • Conduct election accurately, efficiently, and in accordance with state law; • Accept and process Texas Student Housing applications in a timely and effective manner; • Prepare notifications of scholarship awards and record responses in a timely and effective manner. • Maintain all permanent Town records in digital form. • Submit applicable Ordinances for Codification. Program Objectives Ongoing • Provide outstanding citizen and staff responsiveness. • Provide guidance in the development of records management for staff. • Continue professional development and training to maintain state election law standards. • Continue to streamline the scholarship process and manage additional workload. • Provide outstanding customer service to students/parents regarding scholarships. • Continue efforts to streamlinef TSH record keeping. • Monitor website and identify necessary updates to information related to the Board of Aldermen, all Boards and Commissions, and Texas Student Housing Authority. Page 51 ?• i O' We4t"* Goals & Objectives - FY 07/08 TOWN SECRETARY Program Objectives FY 2006/2007 - Completed • Conducted General and Special elections • Conducted Second Election to resolve a tie vote • Developed database for effective and efficient tracking of Texas Student Housing Applications Program Objectives FY 2007/2008 • Attend Secretary of State's Election Law Seminar- November 2007. • Conduct Records Inventory for the Town's Secretary's Office and establish a records controls schedule for said records. • Evaluate agenda preparation process and recommend efficiency solutions. • Research and evaluate process and necessary tools to reduce the amount of the time required to prepare meeting minutes. Activity Measures 1. There has been an increase in the number of meetings held by the various Boards including Board of Aldermen. Meeting Type Actual FY05/06 Budget FY06/07 Projected FY06/07 Projected FY07/08 Board of Aldermen Meetings 19 20 20 22 Board of Aldermen Workshop 8 19 19 20 Board of Trustees Meetings 15 11 11 11 Board of Trustees Workshop 5 10 10 10 TSHA Meeting 7 12 12 12 Historical Preservation Society 11 11 11 11 P & Z Meetings 6 10 10 10 Zoning Board of Adjustments 1 1 1 1 Total Number of Meetings 72 94 94 97 2. There was no increase in Texas Student Housing Scholarship applications for the 2006-2007 cycle. This is thought to be attributed to the absence of a Secretary for a three-month period. Number of Applications Actual FY05/06 Budget FY06/07 Projected FY06/07 Projected FY07/08 Renewals 1 1 1 187 187 170 New Applications 799 649 649 750 Total Number of Applications 910 836 836 920 3. According to documentation, this office has seen an increase in the number of Open Records requests. Open Record Request Actual Budget Projected Projected FY05/06 FY06/07 FY06/07 FY07/08 Open Records Request 25 54 54 60 Page 52 ?• i O' we4t"* Goals & Objectives - FY 07/08 TOWN SECRETARY Performance Measures Program Provided in Partnership With • Consultants • Town of Westlake staff • Texas Student Housing Authority staff Program Customers • Board of Aldermen / Board of Trustees • Town Citizens • Texas Student Housing Authority Board • Town of Westlake Staff • Westlake Historical Preservation Board • Planning and Zoning Commission Page 53 Objective Actual Budget Projected Projected FY05/06 FY06/07 FY06/07 FY07/08 Oversee and maintain scanning of Board of 1. Aldermen and Trustees minute records to digital New measure 100% 100% 100% media 2 Complete Records management training for all New measure May 2006 Carry over May 2007 administrative staff to 2007 3 Attend one state training seminar necessary to New measure August 2007 August 2007 November 2007 attend to maintain certification 4. Update TSH application form and website annually New measure New measure 100% 100% 5 Complete TSH information packet mail -out to New measure New measure Nov 2006 Nov 2007 approximately 1,400 high schools 6 Post all Board meeting agendas to website at least New measure New measure 90% 100% 72 -hours prior to the meeting date and time. 7 Complete Minutes of regularly scheduled meetings New measure New measure 90% 100% and workshops within five (5) business days. 8 Respond to all open records request with 10 New measure New measure 100% 100% business days. 9' Assemble and distribute Board Packets for regular New measure New measure 90% 95% meetings five (5) days prior to meeting date. 10 Respond to TSHA phone calls and e-mails within New measure New measure 85% 95% two business days. 11. Post approved minutes of all Town Boards to the New measure New measure 80% 100% Website within 2 days of approval. Program Provided in Partnership With • Consultants • Town of Westlake staff • Texas Student Housing Authority staff Program Customers • Board of Aldermen / Board of Trustees • Town Citizens • Texas Student Housing Authority Board • Town of Westlake Staff • Westlake Historical Preservation Board • Planning and Zoning Commission Page 53 FY 2007-2008 PROPOSED OPERATING BUDGET GENERAL FUND DEPARTMENTAL SUMMARY 13 - TOWN SECRETARY Expenditures Payroll & Related Adopted Amended Adopted $ 66,399 Actual Budget Budget Budget 22,310 FY 05/06 FY 06/07 FY 06/07 FY 07/08 Expenditures Payroll & Related $ 63,367 $ 61,196 $ 45,119 $ 66,399 Operations & Maintenance 16,527 14,770 32,230 22,310 ,Capital Outlay - - - - Total $ 79,894 $ 75,966 $ 77,349 88,709 Personnel Summary Town Secretary 1.00 1.00 1.00 1.00 # Positions partially funded in this department, Total 1 1.00 1.00 1.00 1.00 Operations & Maintenance 25% Proposed Budget FY07/08 Page 54 Payroll & Related 75% TOWN OF WESTLAKE Fund 100 - General Fund Proposed Budget FY 2007/2008 TOWN SECRETARY DEPARTMENT 13 Adopted et FY 05/06 I FY 6/0Actual 7 I FY 0607 I FY 07/08 41110 13 Full -Time Regular 69,515 68,156 50,900 73,795 41111 13 TSH Salary Credit (21,942) (23,855) (18,900) (25,828) 42110 13 Medical Insurance 4,389 4,800 3,900 5,164 42111 13 Dental Insurance 272 327 300 350 42130 13 LTD/AD&D/Life Insurance 452 450 250 518 42210 13 Social Security 4,150 4,226 3,165 4,575 42220 13 Medicare 971 988 738 1,070 42310 13 TMRS 5,097 5,589 4,281 6,420 42510 13 Unemployment Taxes 270 270 315 90 42610 13 Worker's Comp 193 245 170 245 DEPT 13 - TOTAL PAYROLLI 63,367 1 61,196 1 45,119 1 66,399 43241 13 Records Management 3,535 1,000 1,000 1,000 43305 13 Misc Legal - 200 200 200 44300 13 Copier R&M/Supplies/Copy/Tax 473 750 790 750 44302 13 Copier Lease 1,424 1,380 1,380 1,380 45325 13 Misc Rental/Lease 37 300 300 300 45405 13 Advertising Public Notices 1,444 2,000 3,200 2,000 45815 13 Travel Lodging 358 400 400 225 45820 13 Travel Meals 63 150 150 250 45830 13 Training/Seminars/Meetings 281 700 700 400 46105 13 Office Supplies 794 800 1,440 1,500 46115 13 Dues & Subscriptions 220 250 445 225 46120 13 Postage & Supplies 19 100 100 100 46125 13 Printing - - 115 30 46130 13 Books & Printed Materials 140 310 310 550 46150 13 Licenses/Registrations - 100 100 100 46175 13 Meeting Expense - 100 100 100 46180 13 Election Expense 3,079 3,000 10,000 9,500 46185 13 Codification 4,628 3,030 11,300 3,500 46190 13 Misc. Expense 32 200 200 200 DEPT 13 TOTAL OPER/MAINTI 16,527 1 14,770 1 32,230 1 22,310 DEPT 13 TOTAL EXPENDITURESI 79,894 1 75,966 1 77,349 188,709 Page 55 Fiscal Year 2007-2008 Operating Budget General Fund Fire/EMS pFAW_EST- ��AKE AC4� Goals & Objectives - FY 07/08 EMERGENCY SERVICES 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 Law Enforcement activities, especially those supporting the Courts in security and warrant collection, fire prevention, and public education. The Department continues to support and assist other Town Departments in the delivery of their services as well as provide personnel and services to Westlake Academy in the form of medical care, education, and 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 trend for the Department has been one of steady increase in activity and growth. The increase in activity is due to demand in calls for service, both emergency and non -emergency, and the assumption of previously contracted out duties. All this is being performed while the level of staffing has remained constant. 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. During FY 04 / 05, the Department began to assume inspection duties. During this fiscal year, the Department conducted residential inspections with commercial / business inspections still being conducted by the City of Southlake. Since FY 05 / 06, the Department has conducted all - residential and commercial / business inspections. The number of inspections have increase steadily both in number and complexity. The First American Mortgage relocation project is an excellent example of increased call for services for inspections. This project created many after hour and weekend inspection in order to allow the other business located in the same complex to function without interruption. This project also demonstrates the complexity involved in such projects. The combining of four building into one by constructing an open forum connector created challenges in air handling and smoke removal, life safety issues for egress, multiple fire detector zones and reporting stations for the fire alarm system, and specialized structure components for creating new enclosed exits and compartmentation for areas of refuge. Current and future projects such as Fidelity Investments will continue to place demands on staff. As for emergency responses, the Department has seen an average of 50 additional emergency responses since conception in 2002. This trend is lead, slightly, by the number of emergency medical calls the Department response to. With additional growth and increase in traffic through the area, this trend will continue with the potential of greater increases as the Highway 114 / 170 corridor increase in popularity and density. In the area training, personnel continue to take advantage of joint training exercises and contracts to reduce cost while increasing familiarity with personnel and equipment of our mutual aid communities. The Department will continue personnel development by sending personnel to various schools and courses that enhance our current services and prepare the Department assume other contracted services as the budget and demand dictates. Continuing education combined with increases in Federal and State mandates places additional demands on the Department. All of this has been accomplished with current staff levels. ..................................................................................... ............................... Activity Measurements ..................................................................................................................... The Department currently provides Fire and EMS services portion of the triad of services for the Town's Public Safety needs. While the Department is not a fully integrated Department of Public Safety, it has and will continue to deliver a limited amount of the remaining leg of the triad of services - Law Enforcement - by partnering with the Courts and providing the security needs for special events held within the corporate limits of the Town. Under these services, the growth trend continues: Page 56 ?• i O' We4t"eoo Goals & Objectives - FY 07/08 EMERGENCY SERVICES ALARM RESPONSES • From FY 03/04 to present, the Department has experienced a 37% increase in call volume. The trend has been an increase of approximately 50 emergency calls per year. EMS emergency responses demonstrate a slight lead in pacing the increase. o FY 03/04 actual was 252 emergency calls • Fire 114- including 18 mutual aid received calls and 5 mutual aid given calls. • EMS 138 - including 12 mutual aid received calls and 7 mutual aid given calls. o FY 04/05 actual was 271 emergency calls ■ Fire 131 - including 14 mutual aid received calls and 9 mutual aid given calls. ■ EMS 140 - including 8 mutual aid received calls and 13 mutual aid given calls. o FY 05/06 actual was 340 emergency calls • Fire 175 - including 8 mutual aid received calls and 16 mutual aid given calls. • EMS 165 - including 18 mutual aid received calls and 34 mutual aid given calls. o FY 06/07 projection is 400 emergency calls • Fire 192 projected - including 2 mutual aid received calls and 5 mutual aid given calls as of June, 2007. ■ EMS 207 projected - including 7 mutual aid received calls and 8 mutual aid given calls as of June, 2007. o FY 07/08 projection is 450 emergency calls ■ Fire 202 projected ■ EMS 248 projected INSPECTIONS • From FY 03/04 to present the Department has experienced a steady increase in inspections and the hours required for these inspections. Since FY 03/04 this increase has amounted to a 2,000% increase in workload for Department staff. Inspections for FY 05/06 to FY 06/07 show a modest increase of 1% but this is somewhat misleading of the amount of actual staff time involved in performing these duties. The complexity of the inspections, primarily due to First American Mortgage project, has increased causing the number of hours per inspection to increase. o FY 03/04 actual was 10 inspections with the bulk of the remaining inspections being contracted out with the Town of Trophy Club. o FY 04/05 actual was 82 inspections • Mainly residential inspections ■ City of Southlake performed the bulk of the commercial / business inspections. o FY 05/06 - actual wast 92 inspections ■ The Department now performs all inspections for the Town. ■ These include residential, commercial / business, and in-service annual company inspections. o FY 06/07 - actual was 200 inspections • The Department now performs all inspections for the Town. • These include residential, commercial / business, and in-service annual company inspections • The complexity and time necessary to perform commercial and business inspection increased per inspection. This increase was due to two (2) major projects - First American Mortgage and Marriott Hotel re -modeling and expansion. ■ Instituted a strong annual inspection program for existing businesses located in the Town. These inspections serve two main purposes - enforcement of code issues and familiarization of the occupancy/building. o FY 07/08 projection is expected to continue the trend of increase demand in this area. While the projects for First American Mortgage are nearing completion, the Marriott project's demand for inspection will only increase as the project continues. Compounding this work load will be the new projects involving Fidelity Investments, Maguire Partners, and Westlake Academy. All of these projects will be major project which require timely inspection in order to keep the project on time. As in the past, the Department will respond to "spur of the moment" consultation, review of change orders, and inspections of components/phases of work to verify code compliance and keep the project moving forward on its established timeline. TRAINING • Department personnel have received certification as Peace Officers and will continue to utilize this training on a limited basis in Court and Academy/Town Security activities. • Eight (8) full time personnel are now police certified • Nine (9) part time personnel are now police certified • All personnel - full time and part time - are certified as firefighters and paramedics as a minimum. Page 57 ?• i O' We4t"eoo Goals & Objectives - FY 07/08 EMERGENCY SERVICES Personnel certifications and the mandated continuing education associated with these certifications have increased the training requirements. The State has mandated an additional 16 hours per employee of training for law enforcement personnel and this will impact the training requirements of the Department. The training trend is: o FY 03-04 training was approximately 27.5 hours per member - (Totaling 240 hrs/Fire; 10.5 hrs/EMS; 24 hrs/Law Enforcement. The bulk of the personnel during this fiscal year received training through their previous departments. Also, during this fiscal year, three personnel completed the Police Academy. o FY 04-05 training was approximately 24 hours per member - (Totaling 48 hrs/Fire; 160 hrs/EMS; 32 hrs/Law Enforcement. Two personnel completed the Police Academy and one completed paramedic school. New personnel hired during the fiscal year still received the bulk of their training from their previous department. o FY 05-06 (through June 2006) was approximately 68 hours per member- (Totaling 508 hrs/Fire; 172 hrs/EMS; 68 hrs/Law Enforcement). During this fiscal year another member of the Department started the Police Academy and one completed paramedic school. o FY 06-07 (through June 2007) was approximately 82 hours per member - (Totaling 171 hrs/Fire; 169 hrs/EMS; 126 hrs/Hazardous Materials; and 440 hrs/Law Enforcement). In addition to these hours, three (3) personnel obtained certification as Hazardous Materials Technicians by completing an 80 hour hazardous materials technician course through a grant under the Department of Homeland Security; one (1) officer received certification as a Fire Inspection after completing a 270 hour course; and one (1) full time officer completed the police academy. Program Broad Goals ..................................................................................................................... 1. To provide safe, efficient and professional emergency services to the Town. 2. Continue to improve services and support other Town Departments, i.e. Municipal Court by providing security for Court sessions 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. 3. Plan for the future by training personnel to assume the roles that are currently contracted out as budget allows. 4. Maintain professionally necessary certifications for personnel. 5. Increase prevention and public education programs by providing a variety of family oriented safety and prevention classes for residents. 6. Continue expansion of our business prevention and inspection programs. Program Objectives FY 2006/2007 - Completed ..................................................................................................................... 1. Assumed responsibilities for all residential inspections that were previously conducted by the Southlake Fire Marshal's Office. Personnel continue to gain experience and training in the commercial / industrial inspections and are now handling approximately 95% of all commercial /industrial inspections. The Department has also implemented an annual "In - Company" Inspection Program for all non-residential occupancies. 2. 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. 3. Conducted numerous CPR class and trained individuals at the Solana Fitness Center in the use of automatic external defibrillators (AED). The Department will continue this trend and expand the programs in the next fiscal year. Key Town and Academy personnel have been trained in the use of these devices. 4. Successful in obtaining State and Federal grants. The key funding from these grants allowed the training of personnel as Hazardous Materials Technician and the purchase of a ventilation saw and protective clothing. 5. Department personnel completed Fire Inspectors course, Police academy, and Highway Incident Management courses. 6. 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. 7. 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. 8. Completed the initial LETS (Law Enforcement Training Students) training at Westlake Academy. Page 58 ?• i O' We4t"eoo Goals & Objectives - FY 07/08 EMERGENCY SERVICES Program Objectives FY 2007/2008 Objectives carried forward 1. Continue monitoring the revenue enhancement streams to fund public safety needs and activities. 2. Continue personnel training necessary for expansion of services emphasizing the Town's needs, the public's demands, and the flexibility afforded the Department due to such training received now and over the past years. 3. Complete the radio re -banding process. 4. Complete the current round of the FEMA and state grants by applying for apparatus, specialty rescue equipment and training funds. 5. Continue training staff (Academy and Town) in the use of CPR and AEDs (Automatic External Defibrillators). 6. Continue NIMS (National Incident Management System) training for Town staff and key public officials. 7. Continue and expand the LETS program. 8. Continue performing emergency drills for local business as they relate to fire, severe weather, and criminal actions. Program Objectives FY 2007/2008 Objectives planned for current year 1. Continue required training for all personnel in all disciplines of certification. Personnel trained in specialty areas - HazMat, Law Enforcement, and Technical Rescue will participate in continuing education classes with neighboring jurisdictions. 2. Adopt amended International Codes - 2006 International Fire, Building, Residential, Mechanical, Plumbing, and the Energy Conservation Codes - to meet the Town's requirements - including a review and adoption where appropriate of a new fee structure. 3. Enhance our public education and prevention programs to include all members of the family. These programs will Included but not limited to home safety principles as related to fire and emergency medical incidents, 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 knowledge of the service provided by the Department and public safety in general. 4. Place in service a grass/fire attack apparatus. This apparatus 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. 5. Develop and begin implementation of a staff and services development program that will allow for future expansion of services based on budget and service justification. Performance Measures Page 59 Actual Projected Objective Budget FY06/07 Budget FY07/08 FY05/06 FY06/07 1. All employees trained in CPR and AED N/A 19% of Staff Trained 31 % of Staff Trained 100% of Staff Trained 2 Conduct residential inspections within three (3) N/A 100% 100% 100% days of called for inspection Conduct business/commercial inspections 98% Business 3 utilizing Town staff only 100% Residential 100% 100% 1007. 4 Collection of billable EMS revenue increased 18% 45% 12.5% over previous year 5. Employees tri -certified - Fire, Paramedic, Police 55% 73% 73% 73% 6 Conduct LETS program for the Westlake N/A 100% 92% 100% Academy 1007. of Hydrants 100% of Hydrants 100% of Hydrants tested Test and map 100% of the fire -hydrant located 100% of Hydrants tested tested and painted. 100% of 7' within Town limits tested. No GPS and 50% GPS and 100% GPS Hydrants water flow analysis data recorded in hydrant locations locations record locations record Firehouse 8 Response times inside town limits 5:46 minutes 5:00 minutes 5:21 minutes 5:00 minutes Ambulance/Fire Page 59 ?• i O' We4t"eoo Goals & Objectives - FY 07/08 EMERGENCY SERVICES Program Provided in Partnership With ..................................................................................................................... • The City of Keller Police Department • The City of Southlake Department of Public Safety • The Town of Roanoke Fire and Police Departments • The Town of Trophy Club Fire and Police Departments • The Town of Flower Mound Fire Department • Dr. John Ansohn, D.O. and Medical Control Partners • Northeast Fire Department Association (NEFDA) Northeast Tarrant County Radio Consortium • North Central Texas Council of Governments - Emergency Management • Ft. Worth and Tarrant County Office of Emergency Management • Tarrant County College - Northeast and Northwest Campus • Maguire Partners and the Solana Fitness Center • Tarrant County Arson Task Force • Texas Department of Transportation Program Customers ..................................................................................................................... • Westlake citizens • Business leaders • Visitors to the Town of Westlake • Community businesses in the Solana Complex • Westlake Academy • Builders • Contractors • Developers Page 60 FY 2007-2008 PROPOSED OPERATING BUDGET GENERAL FUND DEPARTMENTAL SUMMARY 14 - FIRE/EMS Expenditures Adopted Amended Adopted $ 742,561 $ 825,934 $ Actual Budget Budget Budget 894,150 FY 05/06 FY 06/07 FY 06/07 FY 07/08 Expenditures Payroll & Related $ 742,561 $ 825,934 $ 826,784 $ 869,176 Operations & Maintenance 837,416 868,972 894,150 898,542 ,Capital Outlay - 3,530 3,530 16,400 Total $ 1,579,977 $ 1,698,436 $ 1,724,464 $ 1,784,118 Personnel Summary Fire Chief 1.00 1.00 1.00 1.00 Firefi her Paramedicas 10.00 10.00 10.00 10.00 # Positions partially funded in this department Total 11.00 11.00 11.00 11.00 Operations & Maintenance 50% Proposed Budget FY07/08 Capital Outlay 1% Page 61 Payroll & Related 49% TOWN OF WESTLAKE Fund 100 - General Fund Proposed Budget FY 2007/2008 FIRE/EMS DEPARTMENT 14 Revenues 34000 14 EMS User Fee 34007 14 NCTTRAC Grant 34010 14 Fire Code Inspections 34015 14 Fire Sprinkler Permits 35111 14 FTO Citation Revenue Adopted Adopted et FY 05/06 I FY /07 I FY 06/07 BudgetActual I FY 07 6 /08 36,355 38,865 138,350 161,380 3,163 3,000 3,000 3,000 725 400 1,625 1,200 9,493 7,150 7,150 15,100 - 72,000 32,000 - 35180 14 Law Enforcement Stds 1,331 4,500 4,500 4,500 39400 14 Misc Revenue 198 10,000 130 - 42111 DEPT 14 - TOTAL REVENUEJ 51,2661 135,9151 186,755 185,180 5,947 5,947 34,309 38,819 38,819 Expenditures 315 360 360 360 43347 41110 14 Full -Time Regular 497,539 541,318 542,168 567,271 41120 14 Full -Time Overtime 49,109 34,000 34,000 32,942 41210 14 Part -Time Regular 41510 14 FLSA Regular 41640 14 Auto Allowance EMS 42110 14 Medical Insurance 42111 14 Dental Insurance 42130 14 LTD/AD&D/Life Insurance 42210 14 Social Secu 42220 14 Medicare 16,821 36,000 36,000 32,600 5,468 10,000 10,000 10,000 4,800 4,800 4,800 4,800 61,539 68,914 68,914 82,862 4,454 5,418 5,418 5,797 3,621 5,947 5,947 5,947 34,309 38,819 38,819 40,152 8,024 9,079 9,079 9,390 42310 42510 42610 14 14 14 TMRS Unemployment Taxes Worker's Comp 40,923 3,146 12,810 48,390 4,050 19,199 48,390 4,050 19,199 56,342 1,316 19,757 DEPT 14 - TOTAL PAYROLL 742,561 825,934 826,784 869,176 43125 43135 43140 43255 43334 43335 43336 14 14 14 14 14 14 14 Pre-employment Physicals Pre -Employment Testing Employee Physicals Keller Police Contract EMS User Fee Pymt Supplemental Fireman Labor Contract Services 1,236 1,569 4,000 710,340 - 21,944 14,010 600 1,600 5,225 729,932 - - 14,350 600 1,600 5,225 729,932 20,700 - 14,350 600 2,430 5,775 729,932 24,208 18,920 43337 14 Exterminator Service 315 360 360 360 43347 14 Contract HVAC Maint 150 - - 43405 14 Computer Egpmt/Software 700 - 1,275 2,135 44209 14 Cleaning Supplies 1,613 2,235 2,235 2,375 44210 14 Facility Supplies 724 8,600 8,600 1,600 44211 14 Safety Supplies 267 1,570 2,500 2,928 44212 14 Building Supplies 385 600 700 2,700 44213 14 Firefighter Supplies 3,169 5,315 5,315 4,325 44221 14 Radios/Com Supplies - - 900 2,720 44226 14 Misc Hand Tools 269 350 350 350 44306 14 Grounds Maintenance - - 160 175 45214 14 Insurance Automobile 3,466 3,813 3,999 3,999 45215 14 Insurance Property 172 165 165 165 45305 14 Telephone Service 1,824 2,250 2,250 2,650 45310 45315 45325 14 14 14 Mobile Phone Internet Expense Trailer Rental 1,168 731 4,811 1,100 3,860 5,550 2,000 1,500 5,550 1,000 2,040 7,440 Page 62 TOWN OF WESTLAKE Fund 100 - General Fund Proposed Budget FY 2007/2008 FIRE/EMS DEPARTMENT 14 Adopted Adopted et FY 05/06 I FY /07 I FY 06/07 BudgetActual I FY 07 6 /08 45805 45815 45820 45825 14 14 14 14 Travel Airfare Travel Lodging Travel Meals Travel Mileage - 446 158 228 - 150 - 400 - 227 - 680 280 465 45830 14 Training/Seminars/Meetings 2,715 8,270 8,270 7,115 45904 14 Plumbing - 1,500 1,400 - 45907 14 HVAC R&M 495 145 145 145 45910 14 Mechanical R&M 50 50 50 50 46105 14 Office Supplies 737 1,200 1,300 750 46106 14 Hospitality Items 73 100 100 100 46115 14 Dues & Subscriptions 7,811 7,850 9,100 8,225 46120 14 Postage & Supplies 165 100 100 100 46125 14 Printing 144 150 150 325 46130 14 Books & Printed Materials 1,695 900 900 1,200 46150 14 Licenses/Registrations 879 1,400 1,300 1,285 46155 14 Misc. Supplies 223 1,970 1,500 250 46170 14 Security - - 812 2,490 46190 46205 46215 46220 46225 46605 46610 46615 14 14 14 14 14 14 14 14 Misc. Expense Utilities Water Vehicle Fuel/Maint/Repairs Utilities Electric Utilities Gas Uniforms Weapons/Accessories Medical Supplies 5 2,053 21,744 3,915 2,178 7,736 3,033 8,073 1,550 2,325 28,575 4,430 3,400 7,332 3,800 6,300 1,550 2,325 28,575 4,430 3,400 9,275 2,800 5,775 550 2,670 29,795 4,430 3,400 6,430 1,980 7,000 DEPT 14 TOTAL OPER/MAIFT-1 837,4161 868,9721 894,1501 898,542 47415 14 Furniture & Fixtures 3,530 3,530 1,400 14 Radio Repeaters for Apparatus - - 15,000 DEPT 14 TOTAL CAPITAL OUTLAY1 1 3,5301 3,5301 16,400 DEPT 14 TOTAL EXPENDITURES1 1,579,9771 1,698,4361 1,724,464 1,784,118 DEPT 14 - EXCESS REVENUES OVER (UNDER) (1,528,711) (1,562,521) (1,537,709) (1,598,938) EXPENDITURES Page 63 Fiscal Year 2007-2008 Operating Budget General Fund Court ?• i O' we4t"* Goals & Objectives - FY 07/08 MUNICIPAL COURT Program Description The Municipal Court program 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 in an efficient and professional manner. Trends The department has undergone several changes during the past three years, which include the dissolution of the SH 114 construction zone and the corresponding reduction in issued violations, staff vacancies, relocation to the Solana office complex and a conversion of the Court software system. Staff vacancies occurred in the positions of warrant officer and deputy court clerk. The warrant officer position was filled by hiring an outside individual and the deputy clerk position was eliminated in response to the reduced number of violations issued by the policing agency. The relocation to the Solana office complex has provided the staff with additional office space and a dedicated courtroom. The reorganized office and the courtroom have contributed to the elimination of any trial setting and citation processing backlogs and also allows the warrant officer to allocate an area to speak with defendants or hold them temporarily prior to transportation to the jail facility. With the installation of the new software system, the staff is better equipped to monitor case flow management, determine anomalies in the types of violations filed in the Court, increase their efficiency in the warrant issuance process, electronically file state mandated reports and generate a wide range of statistical data, which had not been previously available. The Municipal Court monitors the overall number of case filings and the numbers for the most common offenses issued by the police officers. There has been a reduction in the overall number of police initiated cases filed in the Court and a corresponding reduction in associated revenue. The speeding and expired inspection sticker offenses are projected to have the most significant change in the number of filed cases. • 13% reduction in police initiated filings o FY 05/06 actual = 10,649 o FY 06/07 projection = 9,109 • 15 % reduction in Court ordered Failure to Appear filings o FY 05/06 actual = 976 o FY 06/07 projection = 825 • 49% decrease in speeding violations o FY 05/06 actual = 4,025 o FY 06/07 projection = 2,065 71 % increase in expired inspection sticker violations o FY 05/06 actual = 1,142 o FY 06/07 projection = 1,950 ® Approximately $100,000 decrease in associated revenue The Staff has eliminated the backlog of pending cases for warrant issuance, trial settings and front office processing, which has maintained the case processing without any backlog since December of 2006. In the daily operations of citation entry, receipt issuance, customer service by phone, facsimile and in the court lobby, attorney case processing, court setting notices, docket preparation and case closure, the Court has performed at a 107% efficiency rate in case clearance when comparing new violations filed against the number of closed cases. The Court staff has also concentrated on reducing the number of outstanding arrest warrants and has researched available programs to assist with increasing the collection rate of delinquent violations. During this fiscal year, the warrant clearance effort has been very successful due to the additional participation in the regional and state wide warrant round -up programs, consistent and dedicated effort of our warrant officer and additional clearance assistance from the Court staff. Page 64 ?• i O' We4t"* Goals & Objectives - FY 07/08 MUNICIPAL COURT • 64 % increase in projected clearance of arrest warrants • FY 05/06 actual = 1,222 • FY 06/07 projection = 2,000 • 58% increase in collected fine and warrant revenue • FY 05/06 actual = $120,330 o FY 06/07 projection = $190,000 FY 06/07 To further streamline the case management objectives of the office, the warrant issuance function has been redeveloped in conjunction with the new Court software and the issuing of warrants for delinquent case files has been current since December, 2006. The projected warrant issuance of 2,800 cases when reviewed in tandem with the anticipated 2,000 cleared arrest warrants result in a 72% clearance rate for the fiscal year. To further reduce the amount of outstanding arrest warrants, the staff utilizes the services of an outside collection agency and will implement a driver license suspension contract with the Texas Department of Public Safety (DPS). The collection agency attempts to contact defendants whose cases are more than 120 days delinquent and the DPS program will suspend the driver license renewal privileges of anyone with a delinquent case. The implementation of these programs with the warrant officers efforts will result in a steady clearance rate of arrest warrant cases. 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. Program Objectives - Ongoing • Citation entry within 3 days of receipt in the Court office and deposits completed on a daily basis • Provide one Bench or Jury trial date per month, which will allow defendants the opportunity to present their cases to the Judge in an expedient manner. • Remain current on warrant issuance. This is an ongoing process and the success of the objective is directly related to maintaining adequate staffing levels to ensure proper case flow management. • Process deposits daily and remit to the Finance Department. • Maintain warrant collection and clearance rates. The staff will continue to work with the collection agency to clear the aged outstanding arrest warrants. • Maintain current status on daily administrative duties to ensure efficient case flow management. • Issue one set of arrest warrants or capias pro fine warrants each month. • Prepare quarterly performance report for Town Manager. Page 65 ?• i O' we4t"* Goals & Objectives - FY 07/08 MUNICIPAL COURT Program Objectives FY 2006/2007 - Completed • Warrant issuance has been current since December, 2006. • The deposits are processed daily. • The main Court software conversion was completed in February of 2007. Program Objectives FY 2007/2008 • 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. • Research the implementation procedures and cost analysis of an imaging system for the archived case files in the Court office. Activity Measures 1. Warrant issuance has been current since, December, 2006. Warrants Actual Budget Projected Projected FY 05/06* FY 06/07 FY 06/07 FY 07/08 Issuance 3,514* 2,400 2,800 2,400 Monetary Value 871,.283* $675,000 $720,000 $675,000 *includes aged Trophy Club warrants and the additional assistance of a full-time warrant clerk 2. Violation entry has an average entry time of 2 - 3 business days from date of receipt by the Court. At current, the Court is handling approximately 750 - 800 violations and Court issued failure to appear offenses per month. Violations Actual Budget Projected Projected Revenue FY 05/06* FY 06/07 FY 06/07 FY 07/08 Issuance Number 10,469 10,000 1 9,109 9,000 * The statistics for this fiscal year were affected by the SH 114 construction zone 3. The clearance efforts of the Warrant Officer have averaged $42,500 per month in both cash and non-cash clearances. Warrant Clearances Actual Budget Projected Projected Revenue FY 05/06* FY 06/07 FY 06/07 FY 07/08 Cleared 1,222 1,800 2,000* 1,800 Total Reduction Value $311,476 $420,000 $512,000* $420,000 * clearances increased in proportion to focused collection efforts and continuous employment in warrant officer position 4. Percentage of expenditures in comparison to revenues generated. Comparison Actual FY 05/06* Budget FY 06/07 Projected FY 06/07 Projected FY 07/08 Revenue $ 766,467** $996,780 $ 725,830*** $682,458 Expenditure $ 361,831** $404,369 $ 334,777*** $360,765 % Comparison 47% 41% 46% 53% * The decrease affected by the higher construction zone fine amounts ** The increase affected by relocation expenses to Solana office complex *** Percentage is affected by the reduction in the number and the type of citations issued by the policing agency Page 66 ?• we4t"* Ace Tow*v it) [Goals & Objectives - FY 07/08 MUNICIPAL COURT 5. The collection agency has averaged $3,500 per month in cash collections. Collection Agency Actual Budget Projected Projected Projected FY 07/08 FY 05/06 FY 06/07 FY 06/07 FY 07/08 Cleared 1 $46,600 1 $60,000 1 $45,000 1 $60,000 6. Violation statistics (annual) for most common offenses Performance Measures Violation Actual FY 04/05 Actual FY 05/06 Projected FY 06/07 Projected FY 07/08 1. Speeding 5,428 4,025 2,065 2,000 2. Speeding in construction zone 810 7 0 0 3. Ran red light 25 39 50 50 4. Ran stop sign 48 144 140 150 5. Failure to yield to emergency vehicle 26 67 50 50 6. FMFR (no insurance) 1,802 1,593 1,550 1,500 7. Expired Inspection 905 1,142 1,950 2,000 8. Expired drivers license 72 89 100 100 9. Expired vehicle registration 603 593 600 600 10. Fail to change address 546 482 400 400 Performance Measures Program Provided in Partnership With DPS Employees • Keller Police Department Program Customers Court patrons • Attorneys Page 67 Objective Actual Budget Projected Projected FY 05/06 FY 06/07 FY 06/07 FY 07/08 Conduct one Bench/Jury Trial per 83% compliance 83% compliance 1. month 10 trial dates held 12 trial dates 10 trial dates 12 trial dates Benchmark = 12 dates 2 Violations entered within 3 business 1007. 95% 1007. 100% days of Receipt. Collections of warrant division in both Benchmark not 100% 22% above 100% 3. cash and non-cash clearances established compliance benchmark compliance Benchmark = $35,000 per month 4 Monthly case clearance rates Benchmark not 100% 9% above 100% Benchmark = 150 violations per month established compliance benchmark compliance Time between aged delinquency and submittal to collection agency for Benchmark not 100% 75% 100% 5. outside assistance. established compliance compliance compliance Benchmark = 120 days from delinquency 6. Process Court deposits daily 100% 80% 100% 100% 7 Issue arrest warrants at 45 day Benchmark not Benchmark not 75% 100% delinquency established established 8 Conduct performance appraisals by Benchmark not Benchmark not 100% 100% each employee anniversary date established established Violations processed per full time 17% above avg 7% above avg 9. front office employee 350 violations 320 violations 100% 100% Benchmark = 300 violations per FTE per FTE Program Provided in Partnership With DPS Employees • Keller Police Department Program Customers Court patrons • Attorneys Page 67 FY 2007-2008 PROPOSED OPERATING BUDGET GENERAL FUND DEPARTMENTAL SUMMARY 15 - MUNICIPAL COURT Expenditures Adopted Amended Adopted $ 198,115 $ Actual Budget Budget Budget 124,692 FY 05/06 FY 06/07 FY 06/07 FY 07/08 Expenditures Payroll & Related $ 198,115 $ 263,677 $ 248,900 $ 248,655 Operations & Maintenance 151,916 124,692 112,271 132,597 ,Capital Outlay 11,808 16,000 16,641 - Total $ 361,839 $ 404,369 $ 377,812 $ 381,252 Personnel Summary Court Administrator 1.00 1.00 1.00 1.00 Deputy Clerk 1.75 2.00 2.00 2.00 Jude 1.00 1.00 1.00 1.00 Warrant Officer 2.00 1.00 1.00 1.00 # Positions partially funded in this department Total 5.75 5.00 5.00 5.00 Proposed Budget FY07/08 Payroll & Related -- - - 65% Operations & Maintenance,/ 35% Page 68 TOWN OF WESTLAKE Fund 100 - General Fund Proposed Budget FY 2007/2008 MUNICIPAL COURT 15 Warrant Officer Security - 10,000 DEPARTMENT 15 10,000 42110 15 Medical Insurance 19,606 28,668 25,000 27,470 Adopted Amended Adopted 1,085 1,962 1,600 Actual Budget Budget Budget 936 2,664 1,900 FY 05/06 FY 06/07 FY 06/07 FY 07/08 Revenues 11,597 10,500 11,437 42220 15 Medicare 35110 15 Citation Revenue 599,840 725,000 450,000 425,000 35115 15 Citation Refunds (21,488) (19,000) (38,000) (20,000) 35120 15 Court Technology 23,888 22,500 19,000 19,000 35130 15 Court Security 17,916 17,500 14,300 14,300 35140 15 Warrant Revenue 74,280 148,000 133,250 144,000 35150 15 Warrant Fees 46,050 70,000 65,000 70,000 35160 15 NSF Check Revenue 625 775 200 225 35170 15 Efficiency Fees 618 650 1,080 1,000 35180 15 Law Enforcement Stnds 655 655 658 658 35190 15 Collection Fees 7,321 18,000 7,300 7,000 36110 15 Interest Earned 10,130 8,700 14,500 14,500 39400 15 Misc Income 1,890 - - - 39401 15 Credit Card Admin Fee 4,742 4,000 6,775 6,775 72 650 DEPT 15 - TOTAL REVENUEl 766,467 996,780 1 674,0631 682,458 Expenditures 41110 15 Full -Time Regular 41120 15 Full -Time Overtime Court 41515 15 Baillif Security Overtime 147,206 185,194 173,000 168,469 3,156 - 6,000 6,000 1,012 1,850 1,850 - 41516 15 Warrant Officer Security - 10,000 10,000 10,000 42110 15 Medical Insurance 19,606 28,668 25,000 27,470 42111 15 Dental Insurance 1,085 1,962 1,600 1,750 42130 15 LTD/AD&D/Life Insurance 936 2,664 1,900 2,200 42210 15 Social Security 9,283 11,597 10,500 11,437 42220 15 Medicare 2,166 2,712 2,500 2,675 42310 15 TMRS 10,985 15,338 14,000 16,049 42510 15 Unemployment Taxes 1,350 1,350 550 360 42610 15 Worker's Comp 1,330 2,342 2,000 2,245 44300 15 DEPT 15 - TOTAL PAYROLLI 198,1151 263,6771 248,9001 248,655 43125 15 Pre -Employment Physicals 409 - - - 43135 15 Pre -Employment Testing 210 300 300 300 43310 15 Boyle & Lowry 21,619 20,000 17,000 20,000 43330 15 Court Legal Judge Srvs 31,050 30,000 30,000 30,500 43335 15 Contracted Labor 858 1,000 500 500 43336 15 Contract Services 12,709 17,000 9,000 8,000 Services (Lease) - - - 8,335 43405 15 Computer Egpmt/Software 837 52 - 44209 15 Cleaning Supplies - - 52 - 44300 15 Copier R&M/Supplies/Copy/Tax 473 750 750 750 44302 15 Copier Lease 1,424 1,380 1,380 1,380 45214 15 Insurance Automobile 355 391 290 290 45305 15 Telephone Service 214 - 500 500 45315 15 Internet Expense 931 2,857 2,857 2,857 45325 15 Misc Rental/Lease 2,845 3,244 3,600 3,245 45805 15 Travel Airfare 241 250 500 500 45810 15 Travel Car Rental/Parking - 25 350 350 45815 15 Travel Lodging 279 500 500 500 45820 15 Travel Meals 72 650 650 650 Page 69 TOWN OF WESTLAKE Fund 100 - General Fund Proposed Budget FY 2007/2008 MUNICIPAL COURT DEPARTMENT 15 45825 15 Travel Mileage 45830 15 Training/Seminars/Meetings 46105 15 Office Supplies 46106 15 Hospitality Items 46115 15 Dues & Subscriptions 46120 15 Postage & Supplies 46125 15 Printing 46135 15 Bank Service Charges 46160 15 Credit Card Processing 46165 15 Court Technology 46167 15 Court Efficiency 46170 15 Court Security 46171 15 Court TCLEOSE Actual FY 05/06 Adopted Budget FY 06/07 Amended Budget FY 06/07 Adopted Budget FY 07/08 63 280 950 1,525 850 500 1,050 1,075 5,077 4,500 3,750 4,750 271 100 200 300 599 370 550 695 1,878 1,500 2,500 2,250 6,709 5,000 4,000 5,000 - 100 100 100 6,268 6,000 6,000 6,000 32,772 17,100 17,100 19,850 230 650 650 650 22,026 3,500 3,500 6,450 - 650 650 650 46190 46215 46605 15 15 15 Misc. Expense Vehicle Fuel/Maint/Repairs Uniforms 84 1,025 108 1,000 3,200 200 240 3,200 200 - 4,920 200 DEPT 15 TOTAL OPER/MAINTJ 151,9161 124,6921 112,271 1132,597 47410 47413 47415 15 15 15 Motor Vehicles Computer Hardware/Software Furniture & Fixtures 1,500 - 10,308 - 16,000 - - 16,641 - - - DEPT 15 TOTAL CAPITAL OUTLAYI 11,8081 16,0001 16,641 DEPT 15 TOTAL EXPENDITURES1 361,8391 404,3691 377,8121 381,252 DEPT 15 - EXCESS REVENUES OVER (UNDER) EXPENDITURES 404,628 592,411 296,251 301,20E Page 70 Fiscal Year 2007-2008 Operating Budget General Fund Public Works r . a tAce TvW*V We4t"ew Goals & Objectives - FY 07/08 PUBLIC WORKS Program Description 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: • Provide back-up coordinating/inspecting work for facility maintenance • Setting up for community events • Providing traffic control devices for DPS use • Supervision of community service workers 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. (SEE CHARTS) 1. Water and Sewer Revenues: FY 03/04 actual $1,100,368 $200,977 294 readings/bills FY 04/05 actual $1,472,182 33.79% increase FY 05/06 actual $1,677,670 12.25% increase FY 06/07 projection $1,683,750 1.00% increase FY 07/08 projection $1,989,690 18.17% increase 2. ON of Fort Worth Water Purchases: FY 03/04 actual $200,977 294 readings/bills FY 04/05 actual $434,670 116.00% increase FY 05/06 actual $511,672 15.00% increase FY 06/07 projection $486,927 0.5% decrease FY 07/08 rojection $614,006 26.097. T increase 3. Citv of Fort Worth Peak Pavments: FY 03/04 actual $131,141 294 readings/bills FY 04/05 actual $157,739 20.28% increase FY 05/06 actual $237,648 33.60% increase FY 06/07 projection $257,376 7.60% increase FY 07/08 projection $273,114 6.117o increase 6. Average time (hours) to read meters and process readings and billing registry 7. Average time to set meters (includes domestic and fire line meter sets) FY 04/05 actual 294 readings/bills 15 hours FY 05/06 actual FY 05/06 actual 325 readings/bills 17 hours FY 06/07 projection 60 new meters FY 06/07 projection 360 readings/bills 20 hours 70 new meters 1 week FY 07/08 projection 400 readings/bills 22 hours 7. Average time to set meters (includes domestic and fire line meter sets) Page 71 FY 04/05 actual 50 new meters 1 da FY 05/06 actual 60 new meters 1 da FY 06/07 projection 60 new meters 1 week FY 07/08 projection 70 new meters 1 week Page 71 pF WEST< 10 [Goals & Objectives - FY 07/08 PUBLIC WORKS Trends (continued) 8. After hours emergencies FY 03/04 actual 8 FY 04/05 actual 13 FY 05/06 actual 16 FY 06/07 projection 25 FY 07/08 projection 30 Water main breaks, sewer stoppages, SCADA equipment malfunctions, signs, drainage, de-icing Avera e time hours sent performing regulatory functions FY 03/04 actual 36 hours FY 04/05 actual 36 hours FY 05/06 actual * 45 hours FY 06/07projection" 150 hours FY 07/08 projection 150 hours * Petitioned TCEQ to recognize Westlake water system as "Active" ** Westlake water system required to begin conducting water quality testing and submitting reports 10. Water Purchased from C ty of Fort Worth (gallons) FY 03/04 actual 184,000,000 FY 04/05 actual 298,000,000 FY 05/06 actual 377,000,000 FY 06/07 projection 300,000,000 FY 07/08 projection 454,000,000 Program Broad Goals To efficiently and effectively provide a safe and reliable 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. • Provide back up training for Parks & Facilities Director to cover for Public Works Director. • Maintain preventive maintenance schedules for water, wastewater and streets facilities to minimize emergency service disruptions and repair costs. In addition, integrate permanent capital maintenance fund planning with preventive maintenance and equipment replacement schedule. • To promote water conservation efforts; thereby saving water customers money. • Maintain streets and shoulders in safe travelable condition. • Maintain accurate inventory of streets and their current condition. • Manage all Public Works capital projects to be on schedule and within budget • Reduce Fort Worth Peak Payment Program Objectives Ongoing • Respond to all Public Works emergencies (water, sewer, street, duct bank) • Conduct water quality and facility inspections required by the Texas Department of Environmental Quality. • Inspect, lubricate, fuel, and repair all water and wastewater facilities as required. • Continue to update utility maps for the water, wastewater, and duct bank systems. • Maintain customer complaint log for garbage collection services • Conduct all water quality testing and reporting to the state • Attend water and waste water advisory committee meeting Page 72 pF WEST<10 [Goals & Objectives - FY 07/08 PUBLIC WORKS Program Objectives FY 2006/2007 - Completed Implemented a meter testing and replacement schedule for the Town's water meters every five years. Meter replacement will be reflective of proposed "real time" meter reading equipment. • Maintained prioritized list of street maintenance needs based on sub -grade, paving, and drainage conditions. • Developed a schedule and costs for the full scale implementation of the "real time" meter reading system. • Repaired all manholes, clean outs, and sewer lines to reduce groundwater infiltration. • Developed a sewer cleaning maintenance program for cleaning 25% of the system annually. • Approached the City of Keller to explore a public works maintenance agreement for day to day operations. • Created a log and monitored complaints for garbage collection services. • Rehabilitated approximately 4,000 LF of Ottinger and Roanoke Roads. Program Objectives FY 2007/2008 • Maintain prioritized list of street maintenance needs based on sub -grade, paving, and drainage conditions. • Complete N-1 sewer line transfer to TRA • Implement sewer cleaning maintenance program for cleaning the entire system annually. • Secure an Inter -Local Agreement for a public works maintenance agreement for day to day operations. • Rehabilitate approximately 4,000 LF of paving in Stage Coach Hills Activity Measures Activity Actual Actual Budget Projected Projected FY 04/05 FY 05/06 FY 06/07 FY 06/07 FY 07/08 New Utility customers added 90 31 31 31 30 % of operating margin 10.9% 16.9% 10% 8.8% 16.2% (Revenue/Expenditure) Infrastructure maintenance $10,000 $62,995 53,200 $56,200 $67,500 and repairs Water and Wastewater 20 27 41 41 41 Regulatory Reports Citizen Complaints/Requests 100% 100% 100% 50% 50% Responded to within same day Responded to Emergencies/After Hours Call 100% 100% 100% 100% 100% Outs within 1 hour Meetings/Training 4 4 4 4 4 Pre -Construction & New New New 15 30 Development Measure Measure Measure Number of Line Locate 20 30 30 30 50 requests performed Page 73 pF WEST<10 [Goals & Objectives - FY 07/08 PUBLIC WORKS Performance Measures Activity Actual FY 04/05 Actual FY 05/06 Budget FY 06/07 Projected FY 06/07 Projected FY 07/08 Read all Water Meters within 1 day 1 day 1 day 2 days 2 days Process meter readings and water billing within 3 days of reading meters 50% 41% 50% 25% 25% Days to Install new meters 2 days 4 days 4 days 4 days 4 days % of billing errors New Measure New Measure New Measure New Measure 1 % % of Preventive Maintenance Sewer Line Cleaningof total LF 0% 1% 2% 2% 2% Number of Dead End Waterlines flushed (17) 0 4 4 4 4 % of Manholes Inspected (250) 0% 50% 30% 30% 0% Number of Pumps/Motors Maintained 2 0 2 2 2 Number of Water Valves Exercised (270) 0 10 20 20 10 LF of Drainage Ditch and Culvert Repair/Maintenance 0 LF 0 LF 200 200 LF 5,000 LF Tons of Asphalt Repairs New Measure New Measure New Measure New Measure 30 tons LF of Street Shoulder Repairs New Measure New Measure New Measure New Measure 1,000 Number of Street Signs Repaired/Replaced 7 10 25 25 20 Daily Check of infrastructure facilities 50% 20% 20% 20% 20% Ground and Elevated Storage Tank Inspection Frequency N/A 1 per year 1 per year 2 every 2 years 2 every 2 years Quarterly Impact Fee Reports 4/yr. 4/yr. 4/yr. 2/yr. 2/yr. Monthly Operating Reports 12 12 12 6 6 Annual Consumer Confidence Reports N/A N/A 100% 100% 100% Bacteriological Testing 100% 100% 100% 100% 100% Sanitary Sewer Discharge Event Notification within 24 hrs N/A Yes YES Yes Yes Weekly Chlorine Testing 100% 100% 100% 100% 100% Yearly Testing/Repair of Backflow Devices at Pump Station 4 4 4 0 0 Garbage Complaints Received New Measure New Measure New Measure 30 10 Drainage Complaints Received 1 2 2 30 10 Water Quality Complaints Received 0 5 5 5 5 Street Complaints Received 0 0 2 10 0 Open Records Requests New Measure New Measure New Measure 10 10 Number of Water Leaks 0 7 5 5 1 Number of Sewer Main Blockages/Overflows 2 2 1 1 1 Number of Electrical & Mechanical Failures at Water/Wastewater Facilities 5 8 5 15 20 Number of Fort Worth Water Department meetings 2 3 3 3 3 Number of Trinity River Authority meetings 2 2 3 3 3 Continuing Education 60 hours eve 3 ears 0 Hrs. 60 Hrs. 0 Hrs. 0 Hrs. 30 Hrs. Page 74 �F WEST TAKE ACp� I Goals & Objectives - FY 07/08 PUBLIC WORKS Program Provided in Partnership With City of Keller City of Southlake City of Fort Worth Trinity River Authority Consultant engineering firms Tarrant County Denton County Meter reading technology consultants Program Customers Town wafer and wastewater customers Commuters Companies within the Town's duct bank, R.O.W., and easements Page 75 FY 2007-2008 PROPOSED OPERATING BUDGET GENERAL FUND DEPARTMENTAL SUMMARY 16 - PUBLIC WORKS Expenditures Adopted Amended Adopted 102,355 96,800 101,487 134,426 Actual Budget Budget Budget FY 05/06 FY 06/07 FY 06/07 FY 07/08 Expenditures Payroll & Related $ 15,879 $ 19,515 $ 18,667 $ 31,664 Operations & Maintenance 102,355 96,800 101,487 134,426 ,Capital Outlay - - 300 - Total $ 118,233 $ 116,315 $ 120,454 $ 166,090 Personnel Summary Public Works Superintendent 0.25 0.25 0.25 0.25 Maintenance Technician - - - 0.25 # Positions partially funded in this department Total 0.25 0.25 0.25 0.50 Proposed Budget FY07/08 Payroll & Related 19% Page 76 Operations & Maintenance — 81% TOWN OF WESTLAKE Fund 100 - General Fund Proposed Budget FY 2007/2008 PUBLIC WORKS DEPARTMENT 16 Adopted Adopted et FY 05/06 I FY /07 I FY 06/07 BudgetActual I FY 07 6 /08 41110 16 Full -Time Regular 11,287 13,756 13,756 22,010 42110 16 Medical Insurance 2,348 2,613 2,000 4,520 42111 42130 16 16 Dental Insurance LTD/AD&D/Life Insurance 150 91 182 128 200 128 372 269 42210 16 Social Security 585 853 775 1,365 42220 16 Medicare 137 199 180 319 42310 16 TMRS 826 1,128 1,128 1,915 42510 16 Unemployment Taxes 68 68 25 45 42610 16 Worker's Comp 388 588 475 849 DEPT 16 - TOTAL PAYROLLI 15,8791 19,5151 18,667 31,664 43212 16 Pothole Repairs (In house) 500 200 200 200 43213 16 Row Tree Removal 2,295 2,000 2,000 2,000 43214 16 Street Drainage - 5,000 5,000 25,000 44206 16 Warning Devices 1,151 500 1,000 5,000 44226 16 Miscellaneous Hand Tools - - 100 500 44303 16 Road Repair/Maintenance 8,056 10,000 16,350 25,000 44304 16 Sign Repair/Maintenance 21 1,500 1,500 1,500 44305 16 ROW Irrigation 87,928 73,000 73,000 73,000 45214 16 Insurance Automobile - - 627 626 46125 16 Printing - - 110 - 46215 16 Vehicle Fuel/Maint/Repairs 1,979 4,000 1,000 1,000 46220 16 ROW Electric 425 600 600 600 DEPT 16 TOTAL OPER/MAINTI 102,3551 96,8001 101,4871 134,426 47411 16 Mechanical Equipment - - 300 - DEPT 16 TOTAL CAPITAL OUTLAY 300 DEPT 16 TOTAL EXPENDITURES1 118,2331 116,3151 120,4541 166,090 Page 77 Fiscal Year 2007-2008 Operating Budget General Fund Facilities/Ground '6 Maintenance [Goals & Objectives - FY 07/08 FACILITIES/GROUNDS MAINTENANCE Program Description The Facilities Maintenance program will perform preventive maintenance on all buildings and landscaping on the campus to protect the Town's investment in its infrastructure and to avoid significant cost as a result of system failures due to lack of maintenance. The increase in student growth at the academy will lead to an increase in new classroom space. Trends As the civic campus ages, maintenance 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 l Oth-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. • All town employees relocated to the Solana business park in April 2007 • The temporary fire station 12' X 52' mobile home was replaced with a new 14' X 60" in December 2006. • The Facility Director is in the process of completing 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 license • 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. Program Broad Goals • The Maintenance program will schedule timely, preventative maintenance and repairs to the Academy and Town to protect the Town's investment in its infrastructure and keep the Academy and Town facilities aesthetically pleasing. • Implement a cost effective plan for consumption of utility services according to state law and regulations. • Implement a work order tracking system program. • To maintain and evaluate all service contracts Program Objectives Ongoing • 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 the floors • HVAC and heating - Quarterly • Electrical systems - Quarterly • Security systems -Semi-annual • Fire sprinkler and alarm systems -Annual • Maintain the campus landscaping: o Campus - 36 mowings, fertilizations, weed control • Maintain the athletic fields • Athletic Field - 2 field mowings around athletic field • Athletic Field - 36 mowings by staff • Maintain the Parchaman house, cemetery and fire station • Provide back up for the public works department Program Objectives FY 2006/2007 - Completed • Remodeled five classrooms and one office in Pod F for Academy FY 06-07 • New temporary turn around and parking area for the 7th, 8th and 9th grades classes on the west side of Pod G. • Five year lease agreement with Solana and remodel 5,459 sq ft for town offices at Solana Page 78 ?• i O' We4t"eoo Goals & Objectives - FY 07/08 FACILITIES/GROUNDS MAINTENANCE Program 2007/08 Objectives • Implement electronic work order system for maintaining requests from staff and preventive maintenance log by Jan 2008 • Improve drainage and repair sidewalks to on the civic campus. • Provide monthly energy usage reports and implement best practices by utilizing our climate control systems. • Coordinate design and construction of five new classrooms and one office area space. Activity Measures Performance Measures Objective Actual Budget Projection Projection FY 05/06 FY 06/07 FY 06/07 FY 07/08 1 # Sq. ft. building maintenance 54,248 sq ft. 56,348 Sq. ft. 56,348 Sq. ft. 56,348 sq. ft. 2. # hours service request 473 (5 mo) 566 790 1000 2 for Westlake Academy Yes Yes Yes Yes 3. # of Contracts 16 19 19 20 4• # Capital Projects 1 2 2 2 5• # After hour calls 12 10 15 13 6. # of Road Condition calls 40hrs 60hrs 65 hrs 60 hrs 7• # hours administrative work 125hrs 225hrs 300hrs 350hrs 8. # Unscheduled repairs 6 9 12 9 9. # hours WHIPS events 4 4 4 4 10. # hours spent assisting the 55hrs 65hrs 70hrs 75hrs Public works department 11. # Maintenance calls for the 12 4 5 5 9 Westlake Fire Station New measure Yes Yes Yes 12. Continuing Education / 10 state required training 40hrs 56hrs 56hrs 64hrs Performance Measures Page 79 Objective Actual Budget Projected Projected FY 05/06 FY06/07 FY06/07 FY07/08 1 100% compliant with fire sprinkler Yes Yes Yes Yes inspection schedule 2 100% compliant with alarm system Yes Yes Yes Yes inspection schedule 3. 50% reduction in cleaning complaints New measure Yes No Bid Process 4 Complete Solana office space for town N/A Yes Yes n/a employees within budget 5. Town employees relocated to Solana N/A Yes Yes n/a 6 Implement a tracking process for monthly New measure No Yes n/a energy usage 7 Complete budgeted repairs to building Yes Yes No $288,700 Sep -08 and ground 8. Capital projects completed on time Yes Yes n/a n/a 9 Maintain the campus and park contract New measure Yes Yes Yes services 10 Remodel five classrooms in Pod F N/A Yes Yes n/a completed by Aug07 1 l . Complete Pod F within budget N/A Yes Yes n/a 12 Submit updated quarterly performance New measure New measure 100% 100% measures to Town Manager Page 79 Acoo Tiow*v it) We4t"e [Goals & Objectives - FY 07/08 FACILITIES/GROUNDS MAINTENANCE Program Provided in Partnership With Tri County Electric Westlake Academy coaches Glenwyck Farms Home Owners Association Program Customers Westlake Academy Employees Town of Westlake Employees Town of Westlake Residents House of Commons Page 80 FY 2007-2008 PROPOSED OPERATING BUDGET GENERAL FUND DEPARTMENTAL SUMMARY 17 - FACILITIES/GROUNDS MAINTENANCE Expenditures Payroll & Related $ 37,414 $ 29,741 $ 29,877 $ 42,173 Operations & Maintenance 205,012 230,590 231,434 255,700 ,Capital Outlay - - - - Total $ 242,426 $ 260,331 $ 261,311 $ 297,873 Personnel Summary Facilities/Grounds Director 0.500 0.375 0.375 0.375 Maintenance Technician - - - 0.250 # Positions partially funded in this department Total 0.500 0.375 0.375 0.625 Proposed Budget FY07/08 Payroll & Related 14% Page 81 Operations & Maintenance 86% Adopted Amended Adopted Actual Budget Budget Budget FY 05/06 FY 06/07 FY 06/07 FY 07/08 Expenditures Payroll & Related $ 37,414 $ 29,741 $ 29,877 $ 42,173 Operations & Maintenance 205,012 230,590 231,434 255,700 ,Capital Outlay - - - - Total $ 242,426 $ 260,331 $ 261,311 $ 297,873 Personnel Summary Facilities/Grounds Director 0.500 0.375 0.375 0.375 Maintenance Technician - - - 0.250 # Positions partially funded in this department Total 0.500 0.375 0.375 0.625 Proposed Budget FY07/08 Payroll & Related 14% Page 81 Operations & Maintenance 86% TOWN OF WESTLAKE Fund 100 - General Fund Proposed Budget FY 2007/2008 FACILITIES/GROUND MAINTENANCE DEPARTMENT 17 Adopted Adopted et FY 05/06 I FY /07 I FY 06/07 Actual Budget I FY 07 6 /08 41110 17 Full -Time Regular 27,500 21,093 21,250 28,604 42110 17 Medical Insurance 4,600 3,920 3,920 7,100 42111 17 Dental Insurance 300 272 300 324 42130 42210 42220 42310 42510 42610 17 17 17 17 17 17 LTD/AD&D/Life Insurance Social Security Medicare TMRS Unemployment Taxes Worker's Comp 227 1,536 359 2,013 135 744 199 1,308 306 1,730 101 812 210 1,275 300 1,730 25 867 340 1,773 415 2,489 56 1,072 44217 17 DEPT 17 - TOTAL PAYROLLI 37,4141 29,741 1 29,8771 42,173 43337 43338 43339 43340 17 17 17 17 Contract Exterminator Contract Mechanical Maint Contract Sweeping/Washing Contract Irrigation Maintenance - 6,062 - 5,708 5,000 7,000 1,000 4,000 3,000 7,000 1,000 7,400 3,000 8,500 1,000 6,000 43341 17 Contract Window Cleaning 603 3,000 3,000 3,000 43342 17 Contract Carpet Cleaning 2,260 420 420 - 43344 17 Contract Median Maint 22,614 13,000 12,000 14,000 43345 17 Contract Janitorial Service 35,470 6,020 6,020 - 43346 17 Contract Building Maint 29,488 16,000 15,000 18,000 43347 17 Contract HVAC Maint 9,704 12,000 12,000 12,000 43348 17 Contract Landscape - Civic 30,278 33,500 32,500 36,500 43350 17 Contract Security Monitor 809 1,600 1,600 1,600 43351 17 Contract Wastewater Treatment 269 2,400 2,400 2,800 43352 17 Contract Electrical/Lighting 5,625 12,500 12,500 16,000 43353 17 Contract Sanitation/Waste Removal 1,839 2,000 2,000 2,000 43354 17 Contract Security Maint 9,000 3,000 3,000 3,000 43405 17 Software - - - 2,000 44210 17 Facility Supplies 5,325 350 630 - 44212 17 Building Supplies 2,320 4,000 3,500 3,500 44213 17 Electrical Supplies 450 5,000 7,000 7,000 44216 17 Ground Supplies 2,557 4,500 3,500 7,000 44217 17 HVAC Supplies 75 100 100 - 44218 17 Lamp/Bulb Supplies 5,786 4,500 4,000 4,000 44219 17 Mechanical Supplies 875 5,500 5,500 6,500 44220 17 Painting Supplies 3,178 6,000 6,000 6,500 44224 17 Sanitation Supplies 2,500 2,500 3,500 44225 17 Water Treatment Supplies 445 4,000 4,000 4,000 44226 17 Misc Hand Tools 896 1,400 1,400 1,400 44306 17 Grounds Maintenance - 12,000 10,000 16,000 45310 17 Mobile Phone 1,246 1,200 1,200 1,200 45315 17 Internet Expense 337 700 600 600 45325 17 Misc Rental/Lease 3,525 3,000 3,000 3,000 45804 17 Off site storage maint - 3,500 5,000 45810 17 Travel Car Rental/Parking 15 - 100 45820 17 Travel Meals 27 - 94 300 45830 17 Training/Seminars/Meetings 444 4,500 4,000 3,500 45901 17 Audio Visual R&M 1,352 6,000 6,000 6,000 Page 82 TOWN OF WESTLAKE Fund 100 - General Fund Proposed Budget FY 2007/2008 FACILITIES/GROUND MAINTENANCE DEPARTMENT 17 45907 17 HVAC R&M Actual FY 05/06 Adopted Budget FY 06/07 Amended Budget FY 06/07 Adopted Budget FY 07/08 45902 17 Electrical R&M 1,131 4,000 4,000 1,500 45903 17 Elevator R&M 1,200 1,500 1,500 1,500 45904 17 Plumbing R&M 2,465 4,000 4,000 4,000 45905 17 Fire Sprinkler R&M 1,648 3,500 3,500 3,500 45906 17 Fire/Life-AED R&M 2,203 5,000 6,195 7,000 45907 17 HVAC R&M 2,057 4,500 5,500 4,500 45908 17 Interior Building R&M 2,319 6,000 5,000 6,000 45909 17 Building Exterior R&M 254 6,000 7,000 7,000 45910 17 Mechanical R&M 703 2,500 2,500 2,500 45912 17 HOC Projects 1,056 - - 5,000 46105 17 Office Supplies 78 500 500 500 46115 46125 46130 17 17 17 Dues & Subscriptions Printing Books & Printed Materials 166 - 900 - 450 75 100 300 - 46150 17 Licenses/Registrations 180 500 350 200 46190 17 Misc. Expense 220 2,500 2,000 2,000 46215 17 Vehicle Fuel/Maint 451 500 500 800 46605 17 Uniforms 301 1,000 900 900 New 17 Fire Station R&M - - - 5,000 DEPT 17 TOTAL OPER/MAINTI 205,0121 230,5901 231,4341 255,700 DEPT 17 TOTAL EXPENDITURES1 242,4261 260,3311 261,3111 297,873 Page 83 Fiscal Year 2007-2008 Operating Budget General Fund Finance & Human Resources ?• i O' we4t"* Goals & Objectives - FY 07/08 FINANCE - ACCOUNTING 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. 4 Town of Westlake 4 Westlake Academy 4 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. Trends The organization as a whole continues to expand in various areas. Finance and accounting are core functions that often expand in direct correlation with these organizational changes. During the last four fiscal years, there have been dramatic increases in number of Academy employees, the number of utility customers, and the number of necessary fiduciary processes. No staff members have been added to the Finance Department during this period of time. 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. Current plans for the expansion of Westlake Academy include the addition of three grade levels over the next three fiscal years. These annual additions will result in incremental increases in accounting volume, as well as payroll and benefit administration. Coupled with the service demands of residential and commercial expansion, it will be necessary to obtain an additional part-time staff member to maintain the quality service levels currently being provided to our citizens and corporate customers. The expansion of the Westlake Academy facility will also require additional ongoing accounting processes during its construction period. These will include monthly distributions to multiple contracting firms as well as the accounting for retainage payments. 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. Program Objectives - On -Going • Continue to provide monthly reports and support to all departments and Board of Aldermen. • Continue to improve inter -department accounting procedures and internal control systems to ensure data integrity and ease of financial information tracking. • Deliver required quarterly investments reports to the Board of Aldermen by the 15th of each quarter • Perform all utility billing functions in a timely and accurate manner, e.g. billing, collection, establishing and discontinuation of accounts, and response to customer inquires. • Monitor utility accounts receivable aging report to ensure that current aging is at a minimum of 80% and use appropriate collection methods following State and Federal collection laws to collect delinquent accounts owed to the Town Page 84 ?• i O' we4t"* Goals & Objectives - FY 07/08 FINANCE - ACCOUNTING Program Objectives FY 2006/2007 - Completed Approved and implemented STW software during FY 2006-2007. Program Objectives FY 2007/2008 • Integrate billing option into the Town's website by creating means to pay water bills, fees, etc. on line. • Prepare and submit the budget to GFOA for recognition for FY 2007/2008 budget. • Prepare and submit a CAFR for GFOA recognition for FY 2006/2007, one year earlier than planned. • Create and obtain Board approval of formal Fiscal & Budgetary Policies. The purpose of these policies will be to provide guidelines for the Finance Director in planning and directing the Town's day-to-day financial affairs and in developing recommendations to the Town Manager and Board of Aldermen. • Obtain necessary training for department. • Receive an unqualified audit opinion on the 2007 CAFR and receive GFOA recognition. Activity Measures Number of accounts payable invoices processed Westlake Academy FY03/04 actual Town of Westlake invoices = 151.00 FY03/04 actual 2,116 invoices = 1058.00 hours FY04/05 actual 2,611 invoices = 1305.50 hours FY05/06 actual 2,469 invoices = 1234.50 hours FY06/07 projection 2,314 invoices = 1157.00 hours FY07/08 projection 2,544 invoices = 1272.00 hours Westlake Academy FY03/04 actual 604 invoices = 151.00 hours FY04/05 actual 768 invoices = 192.00 hours FY05/06 actual 893 invoices = 223.25 hours FY06/07 projection 865 invoices = 216.25 hours FY07/08 projection 870 invoices = 217.50 hours Westlake Academy Foundation FY05/06 actual 30 invoices = 15.00 hours FY06/07 projection 60 invoices = 30.00 hours FY07/08 projection 75 invoices = 37.50 hours 2. Number of accounts payable Checks/ACH processed: Page 85 Town of Westlake FY03/04 actual 1,610 checks = 80.50 hours FY04/05 actual 1,807 checks = 90.35 hours FY05/06 actual 1,816 checks = 90.80 hours FY06/07 projection 1,825 checks = 91.25 hours FY07/08 projection 1,850 checks = 92.50 hours FY03/04 actual 137 ACH = 42.25 hours FY04/05 actual 233 ACH = 70.00 hours FY05/06 actual 257 ACH = 77.00 hours FY06/07 projection 270 ACH = 81.00 hours FY07/08 projection 280 ACH = 84.00 hours Westlake Academy FY03/04 actual 472 checks = 23.60 hours FY04/05 actual 664 checks = 33.20 hours FY05/06 actual 745 checks = 37.25 hours FY06/07 projection 721 checks = 36.05 hours FY07/08 projection 725 checks = 36.25 hours Westlake Academy Foundation FY05/06 actual 30 checks = 15.00 hours FY06/07 projection 60 checks = 30.00 hours FY07/08 projection 75 checks = 37.50 hours Page 85 ?• i O' we4t"* Goals & Objectives - FY 07/08 FINANCE - ACCOUNTING 3. Average time to process deposits: 4. Contractor registrations: Average Time to Process Registrations FY03/04 actual Town, Court, Foundation registrations = 29.25 FY03/04 actual 391 deposits = 231.50 hours FY04/05 actual 331 deposits = 285.50 hours FY05/06 actual 309 deposits = 238.50 hours FY06/07 projection 325 deposits = 250.00 hours FY07/08 projection 350 deposits = 275.00 hours Westlake Academy FY05/06 actual 68 deposits = 68.00 hours FY06/07 projection 77 deposits = 77.00 hours FY07/08 projection 85 deposits = 85.00 hours 4. Contractor registrations: Average Time to Process Registrations FY03/04 actual 117 registrations = 29.25 hours FY04/05 actual 120 registrations = 30.00 hours FY05/06 actual 82 registrations = 20.50 hours FY06/07 projection 100 registrations = 25.00 hours FY07/08 projection 92 registrations = 23.00 hours 5. Building permits applications: 6. Utility billing: Average Time to Process Building Permits 20 FY03/04 actual 169 permits = 42.25 hours FY04/05 actual 226 permits = 56.50 hours FY05/06 actual 173 permits = 43.25 hours FY06/07 projection 105 permits = 26.25 hours FY07/08 projection 75 permits = 18.75 hours 6. Utility billing: Average Time to Open & Set Up New Account FY03/04 New Utility Customers Added 20 FY03/04 added 20 new customers = total of 204 FY04/05 added 90 new customers = total of 294 FY05/06 added 31 new customers = total of 325 FY06/07 projection 35 new customers = total of 360 FY07/08 projection 40 new customers = total of 400 Average Time to Open & Set Up New Account FY03/04 added 20 new customers = 10.00 hours FY04/05 added 90 new customers = 45.00 hours FY05/06 added 31 new customers = 15.50 hours FY06/07 projection 35 new customers = 17.50 hours FY07/08 projection 40 new customers = 20.00 hours Average Time to Receive, Prepare, & Process Utility Billing Payments FY03/04 added 20 new customers = 122.40 hours FY04/05 added 90 new customers = 176.40 hours FY05/06 added 31 new customers = 195.00 hours FY06/07 projection 35 new customers = 216.00 hours FY07/08 projection 40 new customers = 240.00 hours Accounts Receivable Aging Percentages Page 86 Current 30 Days 60 Days 90 Days FY 03/04 actual 74.12% 21.69% 0.24% 3.95% FY 04/05 actual 72.30% 0.00% 25.14% 2.56% FY 05/06 actual 52.57% 46.57% 0.22% 0.64% FY 06/07 projection 85.00% 8.00% 5.00% 2.00% FY 07/08 projection 85.00% 10.00% 4.00% 1.00% Page 86 ?• i O' we4t"* Goals & Objectives - FY 07/08 FINANCE - ACCOUNTING 7. Hours Worked by Financial Assistant Performance Measure Objective Overtime Budget FY06/07 Overtime Projected Base Hours Hours Total Hours Dollars FY 03/04 actual 2,080.00 76.25 2,156.25 $1,429.69 FY 04/05 actual 2,080.00 369.75 2,449.75 $7,999.40 FY 05/06 actual 2,080.00 391.75 2,471.75 $8,729.62 FY 06/07 projection 2,080.00 400.00 2,480.00 $9,720.00 FY 07/08 projection 2,080.00 540.00 2,620.00 $14,019.23 Performance Measure Page 87 Objective Actual Budget FY06/07 Projected Projected FY05/06 FY06/07 FY07/08 1 Utility Billing accounts receivable aging % at 60+days 8.0% 7.0% 6.5% 6.0% not to exceed 2 Bank Deposits prepared at a minimum of 3 times per 100% 100% 1007. 100% week 3. Bank statements reconciled within 30 days 100% 100% 100% 100% 4 Average number of days from received date to 22 days 30 Days 22 Days 25 Days payment date for accounts payable invoices 5 Accounts Payable invoices approved by Board on New Measure 100% 100% 100% Monday - checks cut no later than Wednesday 6 Monthly Financial Reports delivered to Department 100% 100% 1007o 100% Heads by the 15th of each month 7 Quarterly Financial Reports delivered to Board 100% 100% 75% 100% by the 20th of each quarter -end 8 Quarterly Investment Reports delivered to Board 100% 100% 100% 100% by the 15th of each quarter -end 9 Finance Director to maintain Investment Officer status N/A N/A N/A 10 Hrs by obtaining required training every 2 years 10 Complete and deliver audit report no later than Mar 2006 Feb 2007 Feb 2007 Feb 2008 February of subsequent year 11. Auditor prepared audit adjustments not to exceed New Measure New Measure New measure 5 adjustments 12 Submit updated quarterly performance measures to New Measure New Measure New measure 100% Town Manager 13. Maintain or improve bond rating New Measure S&P - A S&P - A S&P - A Moodys - Aaa Moodys - Aaa Moodys - Ada 14. % fees charged analyzed to ensure they recover all New Measure New Measure New Measure 1007. direct and indirect costs of services 15. % Cash Invested New Measure New Measure 95% 100% 16. Weighted average yield on investments New Measure New Measure 4.94% 5.11% Page 87 o� wesT Program Provided in Partnership With ................................................................................................................... Region XI Education Service Center Third party printing and delivery of utility billing Program Customers .................................................................................................................. Westlake Board of Aldermen Westlake Academy Employees Town of Westlake Employees Westlake Academy Foundation Westlake Water & Sewer customers Westlake Historical Preservation Society Board Page 88 ?• i O' We4t"eoo Goals & Objectives - FY 07/08 HUMAN RESOURCES Program Description The Human Resources Department operates under the direction of Finance and provides guidance and support to all Human Resources (HR) programs for the Town of Westlake and Westlake Academy. Unlike most municipalities, all payroll and benefit related transactions are also facilitated within the department. The HR Department also provides IT desktop support for all departments, maintains the Town's website, assists in bank deposit preparation and transports all funds to the Town's depository. Trends The Human Resources department continues to function within the parameters, resources, and design of a small organization. These include, but are not limited to: small financial and workforce resources, acute vulnerability to rising insurance costs and benefits, the stability of municipal revenue streams. In addition, the annual expansion of Westlake Academy staff creates a corresponding increase in the amount of HR and payroll administration required to maintain internal customer service levels. HR continues to serve as the primary backup for the front desk during meal periods, vacations, and other absences that may occur. Ongoing assistance is provided to the Finance Department during the annual budget and audit periods, as well as preparation of bank deposits. The department provides maintenance and updates to the Town's website, in addition to providing desktop and network support for the Town's computers. 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. • Effectively communicate the Town's benefits to all employees and dependents as well as provide adequate resources to employees when making personnel and benefit -related decisions. • Effectively communicate the Town's policies, procedures, and guidelines to ensure a high level of understanding and acceptance. • Insure compliance with pertinent laws and best practices by recommending updates to the Personnel Manual as necessary. • Facilitate, promote, and encourage participation in Town -sponsored wellness activities. Program Objectives Ongoing • Continue evaluation of additional employee benefit options that do not result in additional cost to the Town to remain competitive with the marketplace. • Conduct annual market analysis of salary and benefits, making adjustment where appropriate. • Review all insurance programs in terms of cost and service and if necessary develop RFP's. • Ensure timely completion of employee performance evaluations. • Continue to refine, enhance, and convey the capabilities of the employee intranet portal. • Provide timely processing of all employee pay and benefits, payment federal taxes, and filing of quarterly and annual reports with the Internal Revenue Service, Texas Workforce Commission, and other regulatory agencies. Program Objectives FY 2006/2007 - Completed • Completed annual insurance bids on all Town and Academy insurance policies. • Completed annual salary and benefit surveys for the Town and Academy. • Completed MBA degree (IPMA-CP certification results pending and expected prior to fiscal year-end) • Updated employee manual with additional and amended policies. • Completed employee intranet portal design, document conversion, and user setup. Program Objectives FY 2007/2008 • Implement a wellness program (contingent on Board Approval of expanded level service program). • Human Resources Manager to obtain SPHR (Senior Professional in HR) certification. • Review and modify job descriptions for each position where appropriate, based on the actual unique work processes that exist in the Town of Westlake. Page 89 ��AKE �p0 Goals & Objectives - FY 07/08 HUMAN RESOURCES Activity Measures Number employee paychecks processed annually: 2. Number of non -payroll ACH** transactions processed annually: Town of Westlake Westlake Academy Town of Westlake Westlake Academy FY03/04 actual 476 634 FY04/05 actual 623* 852 FY05/06 actual 652* 982 FY06/07 projection 633* 1,094 FY07/08 projection 640* 1,244 * approximately 80-100 paychecks per year are from our reserve firefighter pool 2. Number of non -payroll ACH** transactions processed annually: Town of Westlake Westlake Academy FY03/04 actual 146 92 FY04/05 actual 184 136 FY05/06 actual 182 154 FY06/07 projection 212 202 FY07/08 projection 218 225 ** non -payroll ACH transactions include flex plan administration, tax and child -support payments, 3. Average time to process bank deposits: Town, Court, Foundation FY03/04 actual 131 deposits = 78.00 hours FY04/05 actual 110 deposits = 94.50 hours FY05/06 actual 103 deposits = 79.50 hours FY06/07 projection 108 deposits = 83.00 hours FY07/08 projection 117 deposits = 94.00 hours Westlake Academy FY05/06 actual 25 deposits = 25.00 hours FY06/07 projection 26 deposits = 26.00 hours FY07/08 projection 28 deposits = 28.00 hours 4. Information Technology service requirements: Website updates IT support requests FY06/07 projection 200 130 FY07/08 projection 200 140 Page 90 ?• i O' We4t"eoo Goals & Objectives - FY 07/08 HUMAN RESOURCES Performance Measures Program Provided in Partnership With • Professional HR associations • Insurance brokers • Outside consultants • Regulatory Government agencies Program Customers • Town of Westlake Employees • Westlake Academy Employees • Westlake Board of Alderman • Legal Entities Page 91 Performance Measure Actual Budget Projected Projected FY05/06 FY06/07 FY06/07 FY07/08 1 Review need for policy amendments, additions, and Quarterly Quarterly Quarterly Semi -Annually deletions 90% 90% 2 Materials and deadlines for evaluations provided to 90% 100% employees and supervisors N/A N/A 3 All Town positions analyzed by actual job duty and N/A Feb -08 development of comprehensive descriptions 4. Employee paychecks processed on time 100% 100% 1007. 100% 5. All payroll tax payments remitted on time 100% 10017. 100% 100% 6. 941 Employer's Tax returns and Texas Workforce Commission 100% 100% 100% 100% quarterly reports filed by due date 7. W-2 forms issued to all employees by January 31 st Jan -06 Jan -07 Jan -07 Jan -08 8 Number of no -cost benefit programs presented to the 2 2 2 1 Town Manager for approval Complete surveys by June of each year and report results 9. and recommendations to the Town Manager and Head of Jun -06 Jun -07 Jun -07 Jun -08 School Complete insurance reviews, conduct necessary bid Jun -08 10. process, and report results and to the Town Manager and Jun -06 Jun -07 Jul -07 Jul -08 Head of School Continuing Education - 11. Senior Professional in Human Resources certification New Measure New Measure New Measure May -08 12 Issues resolved or referred within 24 hours (most within the New Measure New Measure New Measure 95% same business day) New Measure 13 Approved changes, additions, and deletions made live 95% 95% 95% within 24 hours for town website 14 Quarterly performance measures worksheet submitted to New Measure Quarterly Quarterly Quarterly Town Manager Program Provided in Partnership With • Professional HR associations • Insurance brokers • Outside consultants • Regulatory Government agencies Program Customers • Town of Westlake Employees • Westlake Academy Employees • Westlake Board of Alderman • Legal Entities Page 91 FY 2007-2008 PROPOSED OPERATING BUDGET GENERAL FUND DEPARTMENTAL SUMMARY 18 - FINANCE/HUMAN RESOURCES Expenditures Adopted Amended Adopted 139,529 $ 169,609 Actual Budget Budget Budget - 16,875 FY 05/06 FY 06/07 FY 06/07 FY 07/08 Expenditures Payroll & Related $ 135,890 $ 138,740 $ 139,529 $ 169,609 Operations & Maintenance 11,026 35,700 39,270 40,700 Capital Outlay - 16,875 16,875 - Total $ 146,916 $ 191,315 $ 195,674 $ 210,309 Personnel Summary Finance Director 0.70 0.70 0.70 0.70 Human Resources Manager 0.70 0.60 0.60 0.60 Finance Assistant 0.50 0.50 0.50 0.50 Records & Revenue Clerk - - - 0.40 Total 1.90 1.80 1.80 2.20 Operations & Maintenance 19% Proposed Budget FY07/08 Page 92 Payroll & Related - - - 81% TOWN OF WESTLAKE FUND 100 - General Fund Proposed Budget FY 2007/2008 FINANCE/HR/PAYROLL DEPARTMENT 18 Adopted Amended Adopted Actual Budget Budget Budget FY 05/06 FY 06/07 FY 06/07 FY 07/08 Revenues 34141 18 Sales of Printed Material Computer Eqpmt/Software 44310 18 600 45405 DEPT 18 - TOTAL REVENUE Advertising 45610 18 600 Expenditures 18 Travel Airfare 45810 18 41110 18 Full -Time Regular 103,466 105,440 105,440 126,556 41120 18 Overtime 4,104 3,750 5,000 3,905 42110 18 Medical Insurance 10,376 10,204 10,204 14,972 42111 18 Dental Insurance 633 743 743 935 42130 18 LTD/AD&D/Life Insurance 858 1,031 1,000 1,257 42210 18 Social Security 6,280 6,537 6,537 8,089 42220 18 Medicare 1,469 1,529 1,529 1,892 42310 18 TMRS 7,881 8,646 8,646 11,350 42510 18 Unemployment Taxes 507 486 125 198 42610 18 Worker's Comp 314 374 305 455 DEPT 18 - TOTAL PAYROLLI 135,8901 138,740 1 139,529 169,609 41112 18 Capitalized Payroll Expense (20,000) - - - 43135 18 Pre -Employment Testing 23 250 20 200 43245 18 Financial Consultant 1,500 6,500 6,500 6,500 43250 18 Auditor 43405 18 Computer Eqpmt/Software 44310 18 Application Software Maint. 45405 18 Advertising 45610 18 Special Events 45805 18 Travel Airfare 45810 18 Travel Car Rental/Parking 45815 18 Travel Lodging 45820 18 Travel Meals 45825 18 Travel Mileage 45830 18 Training/Seminars/Meetings 46105 18 Office Supplies 46115 18 Dues & Subscriptions 46125 18 Printing 46130 18 Books & Printed Materials 17,500 16,450 16,450 16,450 71 500 275 500 6,505 1,950 7,525 6,000 946 750 100 750 536 250 25 250 - 350 350 350 - 100 75 100 311 1,200 500 1,200 6 250 100 250 - 250 50 250 1,157 3,000 3,000 3,000 860 1,800 1,900 1,900 1,493 - 118 1,500 - 100 1,850 350 100 1,500 - 1,000 46190 18 Misc. Expense - 500 100 500 DEPT 18 TOTAL OPER/MAINTI 11,0261 35,7001 39,2701 40,700 47413 18 Computer Hardware/Software 16,875 16,875 DEPT 18 TOTAL CAPITAL OW4 1 16,8751 16,875 DEPT 18 TOTAL EXPENDITURES1 146,9161 191,3151 195,6741 210,309 DEPT 18 - EXCESS REVENUES OVER (UNDER) (146,916) (191,315) (195,674) (209,709) EXPENDITURES Page 93 Fiscal Year 2007-2008 Operating Budget General Fund Parks &�-ID- Recreation ?• i O' we4t"* Goals & Objectives - FY 07/08 PARKS and RECREATf�3fV Program Description The Park and Recreation Department will maintain a 13.5 acre park located in the Glenwyck farms sub -division. The park has 3 ponds with water features, stage and a paved walking path. 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 Day, 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 park and recreation programs and services to be offered to citizens of Westlake for the first time. • The growth of the academy has limited the use of the facility to provide programs to the residents. (7 girl and boy basketball teams, girl and boy volleyball). • Summer and holiday camps offered in 05-06 did not produce adequate revenue to offset the cost to heat and cool the facility. Surrounding communities offer full service recreation facilities to their residents and non-resident as well. • The Glenwyck Farm three-year sub -division improvement agreement with the developer expired in 2004. The agreement states the town will share equally in the cost of maintaining and improvement of the open space. • With the build out of the Glenwyck Farms sub -division there is an increase in use of the park open space and road ways. • Conditions of landscape on town owned properties have been impacted as a result of the drought 05-06 and flooding in 06-07. This will place more pressure on budgets for replacement trees, sod, removal of dead trees, etc. • Pond leaks will be repaired in summer 07 • 25 ten gallon trees where planted in the park, cemetery and main campus. • Due to limited volunteer for the 07 Arbor Days event the town employees will spend more time on planning the event. • The I.O.O.F. cemetery will be turned over to the town in 07 • The corner of Dove Rd. and JT Ottinger was donated to the town in 07 • A new development has been proposed on the east end of Kirkwood Creek and Sam School Rd. which would include 20 acres of open space and trails. Town purchased Stan Parchman property in 06-07 Activity Measures Program Broad Goals • Schedule timely, preventative maintenance and repair in Glenwyck Farms Park, cemetery and roadways to protect the Town's investment in its infrastructure and keep Glenwyck Farms Park, cemetery, Stan Parchman's six acres and roadways aesthetically pleasing. • Tree replacement and starting a small tree farm upcoming year. • Partner with the Boy Scout to start a 50 count tree farm on the town campus. Program Objectives - Ongoing • Provide tree trimming for road way and park • Athletic Field - 2 field mowings around athletic field • Dove Road median and Park - mowing, fertilizations, weed control • Maintain the parks, cemetery, Stan Parchman's six acres roadways landscaping and trails maintenance Page 94 Actual FY 05/06 Budget FY 06/07 Projection FY 06/07 Projection FY 07/08 1. # Acer open sace 18.5 25 25 45 2. # Linear miles median/ ark maintenance 1.2 1.5 1.5 2.5 3. # Service Callspork/Cemetery 41 58 65 75 4. # Hours Town events N/A 160 200 240 5. # hrs plan review of open sace 5 16 24 80 6. # of tree planted 24 10 10 40 7. # of day for tree replacement 30 45 45 30 8. # of call for Right of way maintenance 4 6 10 15 Program Broad Goals • Schedule timely, preventative maintenance and repair in Glenwyck Farms Park, cemetery and roadways to protect the Town's investment in its infrastructure and keep Glenwyck Farms Park, cemetery, Stan Parchman's six acres and roadways aesthetically pleasing. • Tree replacement and starting a small tree farm upcoming year. • Partner with the Boy Scout to start a 50 count tree farm on the town campus. Program Objectives - Ongoing • Provide tree trimming for road way and park • Athletic Field - 2 field mowings around athletic field • Dove Road median and Park - mowing, fertilizations, weed control • Maintain the parks, cemetery, Stan Parchman's six acres roadways landscaping and trails maintenance Page 94 ?• i O' we4t"* Goals & Objectives - FY 07/08 PARKS and RECREATION Program Objectives FY 2006/2007 - Completed • Hosted one basketball tournament • Provided summer youth programs • Constructed and equipped a smaller soccer field on the west side of the campus Program 2007/08 Objectives Objectives for current year: • Assess the cost to create a tree farm or develop another alternative for tree reforestation • Update the master trail plan • Develop a master plan for the cemetery, which would include the 6 acres of Stan Parchman's property and provide a water source to the cemetery • Investigate urban reforestation options Performance Measures Program Provided in Partnership With Glenwyck Farms Home Owners Association Texas Tree Foundation Landscape contractors Program Customers • Westlake Academy • Town employees • Westlake Residents Page 95 Objective Actual Budget Projected Projected FY05/06 FY06/07 FY06/07 FY07/08 1 Install proposed field on the west side of the campus within N/A Rain delay Completed N/A budget and on time pending capital approval 2. Investigate urban reforestation options by Sept. 08 N/A N/A N/A Sep 2008 3. Dove road median - mowing, fertilizations, weed control Completed Completed Completed 100% 4 Park - 5 field mows and 36 mows around walkways and Completed Completed Completed 100% opensspace 5 Provide tree trimming for road way and park once a year Completed Completed Completed 100% orasneeded 6. Increase ground cover around pond N/A N/A N/A 25% increase 7. Complete Master Plan for Cemetery by May 08 N/A N/A N/A May 2008 8. Completer Master Trail Plan by Sept. 08 N/A N/A N/A Sep 2008 9. Partner with Boy Scouts to create Tree Farm By May 08 N/A N/A N/A May 2008 10. Submit quarterly performance measures to Town Manager N/A Quarterly Quarterly Quarterly Program Provided in Partnership With Glenwyck Farms Home Owners Association Texas Tree Foundation Landscape contractors Program Customers • Westlake Academy • Town employees • Westlake Residents Page 95 FY 2007-2008 PROPOSED OPERATING BUDGET GENERAL FUND DEPARTMENTAL SUMMARY 19 - PARKS & RECREATION Expenditures Payroll & Related $ 37,413 $ 29,741 $ 29,877 $ 42,173 Operations & Maintenance 54,030 74,500 68,105 88,850 ,Capital Outlay - - - - Total $ 91,444 $ 104,241 $ 97,982 $ 131,023 Personnel Summary Parks & Recreation Director 0.500 0.375 0.375 0.375 Maintenance Technician - - - 0.250 # Positions partially funded in this department Total 0.500 0.375 0.375 0.625 Proposed Budget FY07/08 Payroll & Related 32% Page 96 Operations & Maintenance 68% Adopted Amended Adopted Actual Budget Budget Budget FY 05/06 FY 06/07 FY 06/07 FY 07/08 Expenditures Payroll & Related $ 37,413 $ 29,741 $ 29,877 $ 42,173 Operations & Maintenance 54,030 74,500 68,105 88,850 ,Capital Outlay - - - - Total $ 91,444 $ 104,241 $ 97,982 $ 131,023 Personnel Summary Parks & Recreation Director 0.500 0.375 0.375 0.375 Maintenance Technician - - - 0.250 # Positions partially funded in this department Total 0.500 0.375 0.375 0.625 Proposed Budget FY07/08 Payroll & Related 32% Page 96 Operations & Maintenance 68% TOWN OF WESTLAKE FUND 100 - General Fund Proposed Budget FY 2007/2008 PARKS & RECREATION DEPARTMENT 19 Revenue 31130 19 Tournaments Adopted et FY 05/06 I F 6 Y BudgetActual /0 I FY 06/07 I FY 07/08 390 JG IGV 1J f\140 r1U IQI1IJ GV/ - JJ - 37500 19 Glenwyck HOA Reim 23,999 18,000 18,000 18,000 39400 19 Misc Income 483 1,000 - - 1,308 DEPT 19 TOTAL REVENUEJ 25,1591 19,0001 8,035 18,000 359 306 300 415 42310 Expenditures TMRS 2,013 1,730 1,730 2,489 41110 19 Full -Time Regular 27,499 21,093 21,250 28,604 42110 19 Medical Insurance 4,600 3,920 3,920 7,100 42111 19 Dental Insurance 300 272 300 324 42130 19 LTD/AD&D/Life Insurance 227 199 210 340 42210 19 Social Security 1,536 1,308 1,275 1,773 42220 19 Medicare 359 306 300 415 42310 19 TMRS 2,013 1,730 1,730 2,489 42510 19 Unemployment Taxes 135 101 25 56 42610 19 Worker's Comp 744 812 867 1,072 F7777 1 DEPT 19 TOTAL PAYROLLI 37,413 29,741 1 29,8771 42,173 43336 19 Contract Services 542 4,000 3,000 6,000 43340 19 Contract Irrigation Maint 1,504 3,000 3,000 6,000 43343 19 Contract Trail Maint 8,972 5,000 4,800 6,000 43349 19 Cont Landscape - GW Fms 15,349 17,500 17,500 18,500 44222 19 Recreation Supplies 1,954 5,000 5,000 5,000 44306 19 Grounds Maintenance 6,154 10,000 10,750 5,000 xxx 19 Cemetery Maintenance - - - 10,000 45405 19 Advertising Public Notices - 1,000 1,000 1,000 45911 19 GWF Park Maintenance 4,004 14,000 10,000 14,000 45912 19 HOC Projects - 2,000 2,000 2,000 46120 19 Postage 6 - - 46125 19 Printing - - 55 - 46190 19 Misc. Expense (564) 500 500 500 46215 19 Vehicle Fuel/Maint 451 500 500 2,500 46220 19 Utilities Electric/Park 15,659 12,000 10,000 8,750 46220 19 Utilities - Electric/Stan Parchman - - - 3,600 DEPT 19 TOTAL OPER/MAINTI 54,0301 74,5001 68,1051 88,850 DEPT 19 TOTAL EXPENDITURES1 91,4441 104,2411 97,9821 131,023 DEPT 19 - EXCESS REVENUES OVER (UNDER) (66,285) (85,241) (79,947) (113,023) Page 97 Fiscal Year 2007-2008 Operating Budget General Fund Information Technology ?• i O' we4t"* Professional Services - FY 07/08 INFORMATION TECHNOLOGY 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 Network and systems security require ongoing analysis and adjustments to meet emerging threats. Aging equipment must be updated to remain reliable and secure. The Town of Westlake Wide Area Network (WAN) now includes the original Town Campus, Solana and the Fire Station. The slower links between locations require evaluation of alternate information storage and backup process to insure acceptable performance. Program Broad Goals • Support town departments. Architect, deploy and maintain systems to support departmental objectives with hardware and software technologies. • Systems Administration. Maintain IT systems with prudent provisions for security, data archiving and disaster recovery. Program Objectives Ongoing On-going Security assessments to validate the efficacy of existing measures and to evaluate and deploy solutions for new threats. • Assist Staff in identifying and implementing information technologies to improve the efficiency and/or security of business processes. Program Objectives FY 2006/2007 - Completed Reduced annual support contract with Cisco by approximately $1,000 each year by negotiating a 3 year contract. • Designed and installed Wide Area Network (WAN) extension, via leased line T1, to Westlake Municipal Court facilities at Solana for support of data and voice traffic for Town staff including the addition of new switch. • Voice and Terminal services connection to Court software established via VPN from Fire Station. • Installed new accounting server; enhanced critical servers with hard drive and memory upgrades. • Remaining workstations upgraded to Windows XP desktop OS. Program Objectives FY 2007/2008 • Reduce IT operating costs by over $500 monthly by leveraging wireless T1 from Bellwave communications. • Continue support of AMR integration to Town portal. • Evaluate/Deploy improved data backup measures for server data and workstation disaster recovery. Page 98 ?• i O' we4t"* Professional services - FY 07/08 INFORMATION TECHNOLOGY Activities Service Amouni Fund Account Number Description of Service -Consultants to work with staff to define departmental IT needs, establish IT priorities, evaluate products and services, prepare IT budget, research and deploy security measures General and develop effective solutions internally and/or in IT Administration $20,000 Fund 100.43265.20 conjunction with outside vendors. --Systems and Network administration including implementation of planned infrastructure improvements, systems server maintenance, software upgrades, data management and training. Desktop Support General Desktop support costs only Including staff assistance, repair of Services $20,000 Fund 100.43267.20 compromised systems, installation of new systems, upgrades, etc. Software/Hardware $9,000 General 100.43266.20 Annual hardware and software support contracts including Maintenance Contracts Fund Cisco networking and phone systems, etc. AMR Integration to $12,000 Utility 500.16600.00 Integration of Water Meter data into citizen portal. (Water Portal Fund Capital Budget) Miscellaneous Hardware/Software budget for extension, Computer $12,000 General 100.43405.20 maintenance, repair and upgrade of existing systems, and Equipment/Software Fund enhanced security measures including Anti- SPAM/VIRUS/SPYWARE as approved by Town Manager General Miscellaneous graphical enhancements, informational Website Updates $3,000 Fund 100.43405.20 additions to Website Program Provided in Partnership With • Kaleidoscope Information Services, Inc. • Town of Westlake Employees Program Customers • Westlake Departments • Westlake Staff • Westlake Citizens Page 99 FY 2007-2008 PROPOSED OPERATING BUDGET GENERAL FUND DEPARTMENTAL SUMMARY 20 - INFORMATION TECHNOLOGY Expenditures Payroll & Related $ - $ - $ - $ - Operations & Maintenance 47,294 73,000 64,000 64,000 ,Capital Outlay - - - - Total $ 47,294 $ 73,000 $ 64,000 $ 64,000 Personnel Summary Contracted Service - - - - # Positions partially funded in this department Total - - - - Proposed Budget FY07/08 Page 100 Operations & Maintenance 100% Adopted Amended Adopted Actual Budget Budget Budget FY 05/06 FY 06/07 FY 06/07 FY 07/08 Expenditures Payroll & Related $ - $ - $ - $ - Operations & Maintenance 47,294 73,000 64,000 64,000 ,Capital Outlay - - - - Total $ 47,294 $ 73,000 $ 64,000 $ 64,000 Personnel Summary Contracted Service - - - - # Positions partially funded in this department Total - - - - Proposed Budget FY07/08 Page 100 Operations & Maintenance 100% TOWN OF WESTLAKE Fund 100 - General Fund Proposed Budget FY 2007/2008 INFORMATION TECHNOLOGY DEPARTMENT 20 Expenditures 43265 20 Technology Consultant - IT Fee 43266 20 SW/HW Maint Contracts Actual FY 05/06 Adopted Budget FY 06/07 Amended Budget FY 06/07 Adopted Budget FY 07/08 20,000 43405 20 Computer Egpmt/Software 7,771 12,000 15,078 25,000 20,000 20,000 8,548 13,000 11,000 9,000 43267 20 System Admin & Support 15,375 20,000 20,000 20,000 43405 20 Computer Egpmt/Software 7,771 12,000 10,000 12,000 43415 20 Website Dev/Maint 523 3,000 3,000 3,000 DEPT 20 TOTAL OPERMAINT1 47,294 1 73,000 1 64,000 1 64,000 DEPT 20 TOTAL EXPENDITURES1 47,294 1 73,000 1 64,000 1 64,000 Page 101 Fiscal Year 2007-2008 Operating Budget General Fund Engineering pFnnW_ESTt �qKE AC4� V/ We4t"eoo Professional Services - FY 07/08 ENGINEERING Program Description Engineering oversees the design and construction of the Town's public street, drainage, water, sanitary sewer and duct bank infrastructure. When public improvements are proposed by a private developer, this program reviews and approves the construction plans to ensure that all work associated with new subdivisions is in compliance with the Town's codes and ordinances. Engineering prepares the construction plans and contract documents for the Town's capital improvement projects. The Engineering program also coordinates the review of all development -related submittals that include plats, zoning cases, site plans and permits. Trends Development activity has increased with the Fidelity and proposed Maguire Partners expansion. We expect to see new residential development in Town beginning late FY 06/07. • Although commercial retail development activity has not increased, there have been meetings and submittals regarding retail centers in the planning and design stages to be located along SH 114 and SH 170. • Public improvements scheduled completed this year are the Ottinger Road waterline and Sanitary Sewer repairs. Program Broad Goals • Public improvements for new subdivisions to be constructed in compliance with the Town's codes and regulations. • Proposals for new development to conform to the Town's master Land Use Plan, Thoroughfare Plan, Water Distribution Plan, Sanitary Sewer Plan and Open Space/Trail Plan. • Thorough and efficient review of all development -related submittals and the timely movement of them through the approval process. • Efficient and cost-effective operation of the Town's water and sewer systems. • Operate the Engineering program in such a manner that it produces revenue for the Town. Program Objectives FY 2006/2007 - Completed • Review the Town's development fee schedule compared to review time/costs to verify revenue production. • Conduct a study of the Town's internal development review process to confirm efficiency and cost-effectiveness. • Participate in Utility rate Study in conjunction with new water source. • Conclude FM 1938 approval process • Participate in N1 transfer to TRA Program Objectives FY 2007/2008 • Update the Town's water system computer model to determine the optimum system operational characteristics. Activities Page 102 Activity Description FY 07/08 1. Participate in all DRC meetings 100% 2. Inspect 100% of all infrastructure dedicated to the Town 100% 3. Participate in all regional drainage activities 100% 4. Maintain 100% of all Electronic files for engineering 100% 5. Maintain 100 % of "As -Built" drawings for public infrastructure improvements 100% 6. Maintain complete database of all Town infrastructure including capital replacement schedules. 100% Page 102 ?• i O' we4t"* Professional Services - FY 07/08 ENGINEERING Performance Measures Program Provided in Partnership With • Graham Associates, Inc. Alan Plummer Associates, Inc. RJN, Inc. Program Customers Citizens of the Town Developers • Consulting Engineers • Surveyors Page 103 Objective Actual Budget Projected Budget FY05/06 FY06/07 FY06/07 FY07/08 1. % total services covered by development fees New Measure New Measure New Measure 75% 2 % revenue over expenditures included in water New Measure New Measure New Measure 10% rate 3 FM 1938 water line completion within budget and New Measure New Measure New Measure 100% schedule 4. FM 1938 begin construction New Measure New Measure New Measure Jan 2009 5. % of new duct bank leased vs built New Measure New Measure New Measure 50% reduction in Fort Worth water bills achieved by b' reducing power usage and minimizing the peak New Measure New Measure New Measure 10% 7. Review all development submittals within 10 days New Measure New Measure 100% 100% Program Provided in Partnership With • Graham Associates, Inc. Alan Plummer Associates, Inc. RJN, Inc. Program Customers Citizens of the Town Developers • Consulting Engineers • Surveyors Page 103 FY 2007-2008 PROPOSED OPERATING BUDGET GENERAL FUND DEPARTMENTAL SUMMARY 21 - ENGINEERING Expenditures Payroll & Related $ - $ - $ - $ - Operations & Maintenance 24,046 35,000 35,000 81,500 ,Capital Outlay - - - - Total $ 24,046 $ 35,000 $ 35,000 $ 81,500 Personnel Summary Contracted Service # Positions partially funded in this department Total - - - - Proposed Budget FY07/08 Page 104 Operations & Maintenance 100% Adopted Amended Adopted Actual Budget Budget Budget FY 05/06 FY 06/07 FY 06/07 FY 07/08 Expenditures Payroll & Related $ - $ - $ - $ - Operations & Maintenance 24,046 35,000 35,000 81,500 ,Capital Outlay - - - - Total $ 24,046 $ 35,000 $ 35,000 $ 81,500 Personnel Summary Contracted Service # Positions partially funded in this department Total - - - - Proposed Budget FY07/08 Page 104 Operations & Maintenance 100% TOWN OF WESTLAKE FUND 100 - General Fund Proposed Budget FY 2007/2008 ENGINEERING DEPARTMENT 21 Adopted Amended Adopted Actual Budget Budget Budget FY 05/06 FY 06/07 FY 06/07 FY 07/08 Revenue 43215 11 General Civil Engineering 24,046 30,000 30,000 37,000 Master Trail Plan - - - 25,000 43215 16 Public Works related Civil Engineering - 5,000 5,000 19,500 DEPT 21 TOTAL OPER/MAINTI 24,0461 35,0001 35,0001 81,500 DEPT 21 TOTAL EXPENDITURES1 24,0461 35,0001 35,000 81,500 Page 105 Fiscal Year 2007-2008 Operating Budget General Fund Other Sources & Uses TOWN OF WESTLAKE FUND 100 - General Fund Proposed Budget FY 2007/2008 OTHER SOURCES & USES Adopted Amended Adopted Actual et FY 05/06 I FY 06 07 I FY 0et 607 I FY 0et 708 Transfers In 52560 88 Transfer In from OF - Impact Fees 35,319 50,000 50,000 50,000 99 Xfr Out to PCM TOTAL TRANSFERS INI 35,319 1 50,000 50,000 1 50,000 Transfers Out - - - 126,000 62600 99 62580 99 Xfr Out to DS 168,223 99 Xfr Out to SRF 62590 99 Xfr Out to CP 112,931 TOTAL TRANSFERS OUTI 659,259 1 844,174 1 62590 99 Xfr Out to CP 289,861 - - 62590 99 Xfr Out to CP - 22,000 22,000 62590 99 Xfr Out to CP 118,174 118,174 62590 99 Xfr Out to CP 200,000 62590 99 Xfr Out to CP 494,000 494,000 62590 99 Xfr Out to CP 35,000 62600 99 Xfr Out to PCM 28,750 62600 99 Xrf Out to PCM - - - 126,000 62600 99 Xfr Out to PCM 83,459 10,000 10,000 15,000 62610 99 Xfr Out to SRF 4,784 - - 7,500 TOTAL TRANSFERS OUTI 659,259 1 844,174 1 674,1741 212,250 TOTAL OTHER SOURCES & USES (623,940) (794,174) (594,174) (162,250) Page 106 Visitors Association Fund Program Summary Fiscal Year 2007/2008 Summary Actual FY 05/06 Adopted Budget FY 06/07 PROPOSED Amended Budget FY 06/07 PROPOSED Budget FY 07/08 Fund Balance, Beginning $ 779,244 $ 869,694 $ 869,694 $ 1,076,496 RECEIPTS: Department 18 - Finance/Human Resources 0.45 0.55 0.55 Revenues 483,566 451,000 458,000 511,000 TOTAL REVENUE 483,566 451,000 458,000 511,000 1.15 DEDUCTIONS: Payroll and Related Expenditures 123,293 69,324 70,100 83,554 Operation and Maintenance Expenditures 262,561 156,399 163,474 170,489 Capital Outlay 7,262 17,625 17,625 - TOTAL DEDUCTIONS 393,115 243,348 251,199 254,043 Excess Revenue Over (Under) Deductions 90,450 207,652 206,801 256,957 Fund Balance, Ending $ 869,694 $ 1,077,346 $ 1,076,496 $ 1,333,453 Days of Operation 807 1,616 1,564 1,916 Personnel Summary Department 11 - Administrative 1.15 0.15 0.15 0.15 Department 17 - Facilities/Grounds - 0.13 0.13 0.13 Department 18 - Finance/Human Resources 0.45 0.55 0.55 0.75 ,Department 19 - Parks & Recreation - 0.13 0.13 0.13 Total 1.60 0.95 1 0.95 1.15 Page 107 TOWN OF WESTLAKE Fund 220 - Visitors Assocation Proposed Budget FY 2007/2008 FUND SUMMARY BY DEPARTMENT Revenues Department 11 Administrative 483,566 451,000 458,000 511,000 11.57% 100.00% REVENUE - GRAND TOTAL 483,566 1 451,000 1 458,000 511,000 11.57% 100.00% yroll & Related Department 11 Administrative 92,008 9,730 10,212 10,329 1.15% 12.36% Department 17 Facilities/Grounds - 9,915 9,915 Adopted 08 Percentage 12.58% Department 18 Finance/HR 31,285 39,764 vs of 30.30% Adopted Amended Adopted Amended 07 Overall Actual Budget Budget Budget %% 2008 FY 05/06 FY 06/07 FY 06/07 FY 07/08 Variance Budget Revenues Department 11 Administrative 483,566 451,000 458,000 511,000 11.57% 100.00% REVENUE - GRAND TOTAL 483,566 1 451,000 1 458,000 511,000 11.57% 100.00% yroll & Related Department 11 Administrative 92,008 9,730 10,212 10,329 1.15% 12.36% Department 17 Facilities/Grounds - 9,915 9,915 10,514 6.04% 12.58% Department 18 Finance/HR 31,285 39,764 40,058 52,197 30.30% 62.47% Department 19 Parks & Recreaation - 9,915 9,915 10,514 6.04% 12.58% Payroll & Related Total 123,293 1 69,324 1 70,100 1 83,554 19.19% 100.00% Operations & Maintenance Department 11 Administrative 262.561 156,399 163,474 170,489 4.29% 100.00% 7� Operations & Maintenance Total 262,561 1 156,399 1 163,474 170,489 4.29% 100.00% Capital Outlay Department 11 Administrative 7.262 17,625 17,625 -100.00% 100.00% Capital Outlay Total 7,262 1 17,625 1 17,625 1 -100.00% 100.00% SUMMARY EXPENSES - GRAND TOTAL 393,115 1 243,348 251,199 254,043 1.13% Total Revenue 483,566 451,000 458,000 511,000 11.57% Total Payroll & Related 123,293 69,324 70,100 83,554 19.19% Total Operations and Maintenance 262,561 156,399 163,474 170,489 4.29% Capital Outlay 7,262 17,625 17,625 - -100.00% Excess Revenues Over(Under) Expenditures 90,450 207,652 206,801 256,957 24.25% Page 108 pF WES�f �<AKE�ACPo PROJECTED REVENUES VISITORS ASSOCATION FUND FISCAL YEAR 2007-2008 Total Protected Revenue $ 511,000 Page 109 pF WES�f �<gKE"ACP / PROJECTED EXPENDITURES VISITORS ASSOCIATION FUND FISCAL YEAR 2007-2008 Total Projected Expenditures $ 254,043 Page 110 Fiscal Year 2007-2008 Operating Budget Visitors Association Fund Administrative FY 2007-2008 PROPOSED OPERATING BUDGET VISITORS ASSOCIATION FUND DEPARTMENTAL SUMMARY 11 -ADMINISTRATIVE Expenditures Adopted Amended Adopted $ 92,008 $ Actual Budget Budget Budget 156,399 FY 05/06 FY 06/07 FY 06/07 FY 07/08 Expenditures Payroll & Related $ 92,008 $ 9,730 $ 10,212 $ 10,329 Operations & Maintenance 262,561 156,399 163,474 170,489 Capital Outlay 7,262 17,625 17,625 - Total $ 361,831 $ 183,754 $ 191,311 $ 180,818 Personnel Summary *Executive Assistant 0.15 0.15 0.15 0.15 Marketing Director 1.00 # Positions partially funded in this department Total 1.15 0.15 0.15 0.15 Payroll & Related 6% Proposed Budget FY07/08 Page 111 Operations & Maintenance 94% TOWN OF WESTLAKE 00 TMRS 4,849 42510 FUND 220 - Visitors Fund Unemployment Taxes 270 42610 00 Proposed Budget FY 2007/2008 151 - 500 496 TOTAL VISITOR PAYROLLI ADMINISTRATIVE 41110 11 Administrative Salaries 6,466 7,621 8,025 8,002 DEPARTMENT 11 11 Medical Insurance 618 720 720 857 42111 11 Dental Insurance Adopted Amended Adopted Unemployment Taxes Actual Budget Budget Budget 42610 FY 05/06 FY 06/07 FY 06/07 FY 07/08 REVENUE 25 TOTAL ADMIN PAYROLLI 31320 11 Hotel Occupancy Tax 415,544 400,000 400,000 450,000 34133 11 Special Events (50 Year) 5,000 - - - 34142 11 Historical Board Income 19,052 5,000 5,000 5,000 34143 11 Tree City/Arbor Days Income 6,910 6,000 8,000 8,000 36110 11 Interest Income 37,060 40,000 45,000 48.000 TOTAL REVENUEJ 483,5661 451,000 1 458,0001 511,000 EXPENDITURES 2,500 43505 11 Historical Board 41110 00 Visitor Assoc Salaries 66,863 - - 43510 42110 00 Medical Insurance 5,884 8,224 6,000 6,000 42111 00 Dental Insurance 42130 00 LTD/AD&D/Life Insurance 42210 00 Social Secu 42220 00 Medicare 344 566 3,931 919 42310 00 TMRS 4,849 42510 00 Unemployment Taxes 270 42610 00 Workers Comp 151 - 500 496 TOTAL VISITOR PAYROLLI 83,779 - 41110 11 Administrative Salaries 6,466 7,621 8,025 8,002 42110 11 Medical Insurance 618 720 720 857 42111 11 Dental Insurance 63 49 75 52 42130 11 LTD/AD&D/Life Insurance 54 68 72 71 42210 11 Social Security 393 472 500 496 42220 11 Medicare 92 111 120 116 42310 11 TMRS 473 625 650 696 42510 11 Unemployment Taxes 41 41 25 14 42610 11 Workers Comp 29 23 25 25 TOTAL ADMIN PAYROLLI 8,2291 9,730 1 10,212 10,329 43205 11 Administrative Expense 25,879 39,484 41,107 41,107 43250 11 Auditor 3,750 3,525 3,525 3,525 43310 11 Boyle & Lowry 563 - 290 250 43415 11 Website Development / Maint. 2,500 2,500 2,500 43505 11 Historical Board 5,365 20,000 20,000 5,000 43510 11 Tree City USA 8,224 6,000 6,000 6,000 43515 11 Community Services 621 - - 43526 11 Masterworks 3,000 3,750 3,750 3,750 43529 11 Marriott Marketing 48,000 - 43530 11 Marriott Transportation 156,000 50,000 50,000 56,260 43531 11 Marketing & Promotions 1,025 4,000 4,000 4,000 44310 11 Application Software - 110 110 44410 11 Office Rent - 11,095 11,095 30,175 45305 11 Telephone Service 1,335 1,960 1,960 1,960 45310 11 Mobile Phone 247 - 225 225 45610 11 Special Events 2,352 500 6,000 2,500 45805 11 Travel Airfare 124 - 45830 11 Training/Seminars/Meetings 496 - - - 46105 11 Office Supplies 272 415 350 Page 112 TOWN OF WESTLAKE FUND 220 - Visitors Fund Proposed Budget FY 2007/2008 ADMINISTRATIVE r DEPARTMENT 11 46115 11 Dues & Subscriptions 46120 11 Postage & Supplies 46125 11 Printing 46140 11 Moving Expense 46205 11 Utilities Water 46220 11 Utilities Electric 46225 new 47414 Adopted Amended Adopted Actual Budget Budget Budget FY 05/06 FY 06/07 FY 06/07 FY 07/08 970 - 275 275 339 500 500 500 500 500 500 7,2621 2,500 2,500 - 787 1,061 1,061 - 2,767 3,402 3,402 1,502 46225 new 47414 11 11 Utilities Gas Cemetary Master Plan Construction Allowance 446 - - 1,122 - 4,500 11122 - 3,137 - 10,000 - DEPT 11 TOTAL OPERATIONS & MAINT 262,561 1 156,399 163,474 170,489 47411 47413 47415 11 11 11 Mechanical Equipment Computer Hardware/Software Furniture/Fixtures 7,262 - - - 5.125 12.500 - 5,125 12,500 TOTAL CAPITAL OUTLAYF 7,2621 17,625 1 17,625 TOTAL EXPENDITURES1 361,831 1 183,754 1 191,311 1 180,818 DEPT 11 -EXCESS REVENUES OVER (UNDER)l 121,735 1 267,246 1 266,689 1 330,182 Page 113 Fiscal Year 2007-2008 Operating Budget Visitors Association Fund Facilities/Grounds Maintenance FY 2007-2008 PROPOSED OPERATING BUDGET VISITORS ASSOCIATION DEPARTMENTAL SUMMARY 17 - FACILITIES/GROUNDS Expenditures Payroll & Related $ $ 9,915 $ 9,915 $ 10,514 Operations & Maintenance - - - Capital Outlay - - - Total $ - $ 9,915 $ 9,915 $ 10,514 Personnel Summary Facilities/Grounds Director 0.125 0.125 0.125 # Positions partially funded in this department Total - 0.125 0.125 0.125 Proposed Budget FY07/08 Page 114 Payroll & Related 100% Adopted Amended Adopted Actual Budget Budget Budget FY 05/06 FY 06/07 FY 06/07 FY 07/08 Expenditures Payroll & Related $ $ 9,915 $ 9,915 $ 10,514 Operations & Maintenance - - - Capital Outlay - - - Total $ - $ 9,915 $ 9,915 $ 10,514 Personnel Summary Facilities/Grounds Director 0.125 0.125 0.125 # Positions partially funded in this department Total - 0.125 0.125 0.125 Proposed Budget FY07/08 Page 114 Payroll & Related 100% TOWN OF WESTLAKE FUND 220 - Visitors Fund Proposed Budget FY 2007/2008 FACILITIES/GROUNDS r DEPARTMENT 17 EXPENDITURES 41110 17 Facilities/Ground Salaries 42110 17 Medical Insurance 42111 17 Dental Insurance 42130 42210 42220 17 17 17 LTD/AD&D/Life Insurance Social Security Medicare Adopted Amended Adopted Actual Budget Budget Budget FY 05/06 FY 06/07 FY 06/07 FY 07/08 7,031 7,031 7,281 1,307 1,307 1,646 91 91 49 66 66 66 436 436 451 102 102 106 42310 17 TMRS 577 577 633 42510 17 Unemployment Taxes 34 34 11 42610 17 Workers Comp 271 271 271 TOTAL FACILITIES/GROUND PAYROLL 9,915 F 9,915 I10,514 Page 115 Fiscal Year 2007-2008 Operating Budget Visitors Association Fund Finance & Human Resources FY 2007-2008 PROPOSED OPERATING BUDGET VISITORS ASSOCIATION FUND DEPARTMENTAL SUMMARY 18 - FINANCE/HUMAN RESOURCES Expenditures Payroll & Related $ 31,285 $ 39,764 $ 40,058 $ 52,197 Operations & Maintenance - - - - Capital Outlay - - - - Total $ 31,285 $ 39,764 $ 40,058 $ 52,197 Personnel Summary Adopted Amended Adopted Finance Director Actual Budget Budget Budget Human Resources Manager FY 05/06 FY 06/07 FY 06/07 FY 07/08 Expenditures Payroll & Related $ 31,285 $ 39,764 $ 40,058 $ 52,197 Operations & Maintenance - - - - Capital Outlay - - - - Total $ 31,285 $ 39,764 $ 40,058 $ 52,197 Personnel Summary Finance Director 0.15 0.15 0.15 0.15 Human Resources Manager 0.15 0.25 0.25 0.25 Finance Assistant 0.15 0.15 0.15 0.15 Records & Revenue Clerk - - - 0.20 Total 0.45 0.55 0.55 0.75 Proposed Budget FY07/08 Page 116 Payroll & Related 100% TOWN OF WESTLAKE FUND 220 - Visitors Fund Proposed Budget FY 2007/2008 FINANCE/HUMAN RESOURCES DEPARTMENT 18 Adopted Amended Adopted Actual Budget Budget Budget FY 05/06 FY 06/07 FY 06/07 FY 07/08 EXPENDITURES 41110 18 Finance Salaries 23,504 30,123 30,123 38,627 41120 18 Overtime 1,231 1,125 1,500 1,171 42110 18 Medical Insurance 2,416 2,975 2,975 4,969 42111 18 Dental Insurance 147 213 213 298 42130 18 LTD/AD&D/Life Insurance 195 297 297 409 42210 18 Social Security 1,448 1,868 1,868 2,468 42220 18 Medicare 338 437 437 577 42310 18 TMRS 1,811 2,470 2,500 3,462 42510 18 Unemployment Taxes 120 150 50 68 42610 18 Workers Comp 74 106 95 148 TOTAL FINANCE/HR PAYROLLI 31,285 1 39,764 1 40,058 1 52,197 Page 117 Fiscal Year 2007-2008 Operating Budget Visitors Association Fund Parks & Recreation FY 2007-2008 PROPOSED OPERATING BUDGET VISITORS ASSOCIATION FUND DEPARTMENTAL SUMMARY 19 - PARKS & RECREATION Expenditures Payroll & Related $ $ 9,915 $ 9,915 $ 10,514 Operations & Maintenance - - - Capital Outlay - - - Total $ - $ 9,915 $ 9,915 $ 10,514 Personnel Summary *Parks & Recreation 0.125 0.125 0.125 # Positions partially funded in this department Total - 0.125 0.125 0.125 Proposed Budget FY07/08 Page 118 Payroll & Related 100% Adopted Amended Adopted Actual Budget Budget Budget FY 05/06 FY 06/07 FY 06/07 FY 07/08 Expenditures Payroll & Related $ $ 9,915 $ 9,915 $ 10,514 Operations & Maintenance - - - Capital Outlay - - - Total $ - $ 9,915 $ 9,915 $ 10,514 Personnel Summary *Parks & Recreation 0.125 0.125 0.125 # Positions partially funded in this department Total - 0.125 0.125 0.125 Proposed Budget FY07/08 Page 118 Payroll & Related 100% TOWN OF WESTLAKE FUND 220 - Visitors Fund Proposed Budget FY 2007/2008 PARKS & RECREATION r DEPARTMENT 19 EXPENDITURES 41110 19 Parks/Rec Salaries 42110 19 Medical Insurance 42111 19 Dental Insurance 42130 42210 42220 19 19 19 LTD/AD&D/Life Insurance Social Security Medicare Adopted Amended Adopted Actual Budget Budget Budget FY 05/06 FY 06/07 FY 06/07 FY 07/08 7,031 7,031 7,281 1,307 1,307 1,646 91 91 49 66 66 66 436 436 451 102 102 106 42310 19 TMRS 577 577 633 42510 19 Unemployment Taxes 34 34 11 42610 19 Workers Comp 271 271 271 TOTAL PARKS/REC PAYROLLI 1 9,915 9,915 110,514 Page 119 Special Revenue Fund Program Summary Fiscal Year 2007/2008 Summary Actual FY 05/06 Adopted Budget FY 06/07 Amended Budget FY 06/07 Adopted Budget FY 07/08 Fund Balance, Beginning $ - $ $ - $ RECEIPTS: Total Revenue 43,047 12,550 7,500 Transfers In 4,784 - 7,500 TOTAL REVENUE 47,831 12,550 15,000 DEDUCTIONS: Total Expenditures 47,831 12,550 15,000 TOTAL DEDUCTIONS 47,831 12,550 15,000 Excess Revenue Over (Under) Deductions - - - Fund Balance, Ending $ - I $ - $ - I $ - Page 120 TOWN OF WESTLAKE Fund 250 - Special Revenue Grant Fund Proposed Budget FY 2007/2008 REVENUE 250.34005.00 Adopted Amended Adopted Actual Budget Budget Budget FY 05/06 FY 06/07 FY 06/07 FY 07/08 Federal Funds 43.047 250.34006.00 State Funds - 12,550 7,500 TOTAL REVENUEJ 43,047 1 12,550 EXPENDITURES 250.46620.00 FEMA 10% Portion 4,784 - - 250.46621.00 FEMA 90% Portion 43,047 - - - 250.46605.14 Uniforms/Personal Gear - - 10,900 - 250.44213.14 Fire Fighter Supplies 1,650 - 250.xxxxxx.14 Equipment - - 15,000 TOTAL GRANT EXPENDITURES1 47,831 1 12,550 1 15,000 OTHER SOURCES & USES 250.52510.88 Xfr in from General Fund 4,784 7,500 TOTAL TRANSFERS INI 4,7841 1 1 7,500 SUMMARY Total Revenue 43,047 - 12,550 7,500 Transfers In 4,784 - - 7,500 Total Expenditures 47,831 - 12,550 15,000 Excess Revenues Over (Under) Exp. Page 121 Property Tax Reduction Sales Tax Fund Program Summary Fiscal Year 2007/2008 Summary Actual FY 05/06 Adopted Budget FY 06/07 Amended Budget FY 06/07 Adopted Budget FY 07/08 Fund Balance, Beginning $ $ $ - $ 296,075 RECEIPTS: Revenue 753,500 800,500 1,030,000 TOTAL REVENUE 753,500 800,500 1,030,000 DEDUCTIONS: Transfers Out 598,953 504,425 286,583 TOTAL DEDUCTIONS 598,953 504,425 286,583 Excess Revenue Over (Under) Deductions 154,547 296,075 743,417 Fund Balance, Ending $ - $ 154,547 $ 296,075 $ 1,039,492 Page 122 TOWN OF WESTLAKE Fund 260 - Property Tax Reduction Sales Tax Fund Proposed Budget FY 2007/2008 Adopted Amended Adopted Actual Budget Budget Budget FY 05/06 FY 06/07 FY 06/07 FY 07/08 REVENUE 31310 00 Sales Tax Revenue - 750,000 800,000 1,000,000 36110 00 Interest Earned 3,500 500 30,000 TOTAL REVENUEJ 753,500 1 800,500 1 1,030,000 TRANSFERS 62580 99 Xfr Out to Debt Service 598,953 504,425 286,583 TOTAL TRANSFERS OUT 598,953 504,425 286,583 SUMMARY Total Revenue - 753,500 800,500 1,030,000 Transfers Out 598,953 504,425 286,583 EXCESS REVENUES OVER (UNDER) EXP.1 154,547 1 296,075 1 743,417 Page 123 413 Economic Development Fund Program Summary Fiscal Year 2007/2008 Summary Actual FY 05/06 Adopted Budget FY 06/07 Amended Budget FY 06/07 Adopted Budget FY 07/08 Fund Balance, Beginning $ 687,871 $ 386,753 $ 386,753 $ 390,090 RECEIPTS: Revenues 909,293 753,500 800,500 1,000,000 TOTAL REVENUE 909,293 753,500 800,500 1,000,000 DEDUCTIONS: Transfers Out 1,210,411 783,231 797,163 1,029,731 TOTAL DEDUCTIONS 1,210,411 783,231 797,163 1,029,731 Excess Revenue Over (Under) Deductions (301,118) (29,731) 3,337 29,731) Ending Fund Balance $ 386,753 $ 357,022 $ 390,090 $ 360,359 Page 124 TOWN OF WESTLAKE Fund 200 - 4B Economic Development Fund Proposed Budget FY 2007/2008 Adopted et FY 05/06 I FY 06/0Actual 7 I FY 06/07 I FY 07/08 REVENUE 31310 00 Sales Tax Revenue 905,353 750,000 800,000 1,000,000 36110 00 Interest Earned 3,939 3,500 500 0 TOTAL REVENUEJ 909,293 1 753,500 1 800,500 1 1,000,000 OTHER SOURCES & USES 62580 99 Xfr Out to Debt Service 1,210,411 783,231 797,163 1,029,731 TRANSFERS OUT 1,210,411 1 783,231 1 797,163 1 1,029,731 SUMMARY Total Revenue 909,293 753,500 800,500 1,000,000 Transfers Out 1,210,411 783,231 797,163 1,029,731 EXCESS REVENUES OVER (UNDER) EXP. (301,118) (29,731) —3,-33-7—F—(29,731) Page 125 pF WES�f Tf9KE ACpO 4B ECONOMIC DEVELOPMENT FUND Inteffund Repayment Schedule Due from Utility Fund 6 08/15/10 297,308 Glenwyck Fame Waterline Knox Road Connection 2003 Knox Road Connection 2004 29,731 267,577 200 15205.00 500.23006.00 Pymt # Payment Date Beginning Balance $119,622 $293,842 $119,688 $533,152 8 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 08115108 356,770 7,975 13,777 7,979 29,730.85 327,039 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) $ 119,622 $ 293,842 $ 119,688 $ 533,152 Page 126 Debt Service Fund Program Summary Fiscal Year 2007/2008 Summary Actual FY 05/06 Adopted Budget FY 06/07 Amended Budget FY 06/07 Adopted Budget FY 07/08 Fund Balance, Beginning $ $ $ - $ RECEIPTS: Revenues 33,068 Transfers In 1,378,634 1,382,184 1,301,588 1,316,314 TOTAL REVENUE 1,378,634 1,382,184 1,334,656 1,316,314 DEDUCTIONS: Expenditures 1,378,634 1,382,184 1,334,656 1,316,314 TOTAL DEDUCTIONS 1,378,634 1,382,184 1,334,656 1,316,314 Excess Revenue Over (Under) Deductions - - - - Fund Balance, Ending $ - $ - $ - $ - Page 127 TOWN OF WESTLAKE Fund 300 - Debt Service Proposed Budget FY 2007/2008 Adopted Amended Adopted Actual Budget Budget Budget FY 05/06 FY 06/07 FY 06/07 FY 07/08 REVENUES 000000 00 Interest Income 0 0 33,068 0 TOTAL REVENUEf 0 0 33,068 0 TRANSERSIN 52510 88 Transfer in from GF 52560 88 Transfer in from 4B 1,210,411 783,231 797,163 1,029,731 52600 88 Transfer in from PTR 0 598,953 504,425 286,583 TOTAL TRANSFERS INI 1,378,634 1 1,382,1841 1,301,588 1 1,316,314 EXPENDITURES 46135 0 Bank Service Charge 830 830 830 1,000 48840 0 Debt Service Principal 350,000 370,000 470,000 395,000 48850 0 Debt Service Interest 1,027,804 1,011,354 863,826 920,314 TOTAL EXPENDITURES1 1,378,634 1 1,382,184 1 1,334,656 1,316,314 SUMMARY Revenues 0 0 33,068 0 Transfers In 1,378,634 1,382,184 1,301,588 1,316,314 Total Expenditures 1,378,634 1,382,184 1,334,656 1,316,314 EXCESS REVENUES OVER (UNDER) EXP.1 01 01 0 0 Page 128 DEBT SERVICE FUND Long -Term Debt Summary All Bonds Pymt # Fiscal Year Principal Interest Total 1 2008 $ 395,000 $ 920,314 $ 1,315,314 2 2009 420,000 900,524 1,320,524 3 2010 440,000 878,974 1,318,974 4 2011 465,000 855,834 1,320,834 5 2012 485,000 831,034 1,316,034 6 2013 510,000 804,836 1,314,836 7 2014 540,000 777,134 1,317,134 8 2015 570,000 747,590 1,317,590 9 2016 600,000 716,128 1,316,128 10 2017 625,000 692,773 1,317,773 11 2018 655,000 667,173 1,322,173 12 2019 685,000 633,045 1,318,045 13 2020 720,000 596,558 1,316,558 14 2021 760,000 558,245 1,318,245 15 2022 800,000 517,820 1,317,820 16 2023 840,000 475,283 1,315,283 17 2024 890,000 430,633 1,320,633 18 2025 935,000 382,658 1,317,658 19 2026 970,000 342,358 1,312,358 20 2027 1,015,000 300,558 1,315,558 21 2028 1,065,000 256,808 1,321,808 22 2029 1,110,000 209,945 1,319,945 23 2030 1,155,000 161,095 1,316,095 24 2031 1,210,000 110,060 1,320,060 25 2032 1,260,000 56,160 1,316,160 $ 19,120,000 $ 13,823,535 $ 32,943,535 Annual Funding Requirements $1,400,000 $1,200,000 $1,000,000 $800,000 $600,000 $400,000 $200,000 2008 2010 2012 2014 2016 2018 2020 2022 2024 2026 2028 2030 2032 Principal ❑ Interest Page 129 DEBT SERVICE FUND Schedule of Requirements General Obligation Refunding Bonds - Series 2007 Pymt # Fiscal Year Principal Interest Total 1 09/30/08 $ 15,000 $ 299,745 $ 314,745 2 09/30/09 20,000 299,145 319,145 3 09/30/10 20,000 298,345 318,345 4 09/30/11 25,000 297,545 322,545 5 09/30/12 25,000 296,545 321,545 6 09/30/13 25,000 295,545 320,545 7 09/30/14 35,000 294,608 329,608 8 09/30/15 35,000 293,295 328,295 9 09/30/16 410,000 291,983 701,983 10 09/30/17 425,000 276,608 701,608 11 09/30/18 40,000 259,608 299,608 12 09/30/19 40,000 258,008 298,008 13 09/30/20 45,000 256,408 301,408 14 09/30/21 50,000 254,608 304,608 15 09/30/22 55,000 252,608 307,608 16 09/30/23 60,000 250,408 310,408 17 09/30/24 65,000 248,008 313,008 18 09/30/25 645,000 245,408 890,408 19 09/30/26 670,000 219,608 889,608 20 09/30/27 700,000 192,808 892,808 21 09/30/28 730,000 164,808 894,808 22 09/30/29 760,000 134,695 894,695 23 09/30/30 790,000 103,345 893,345 24 09/30/31 825,000 70,560 895,560 25 09/30/32 855,000 35,910 890,910 $ 7,365,000 $ 5,890,155 $ 13,255,155 Original lssue$ 7,465,000 Issue Date: March 15, 2007 Page 130 DEBT SERVICE FUND Schedule of Requirements Certificates of Obligation - Series 2002 Pymt # Fiscal Year Principal Interest Total 1 2008 $ 235,000 $ 341,125 $ 576,125 2 2009 250,000 325,850 575,850 3 2010 265,000 309,600 574,600 4 2011 280,000 292,375 572,375 5 2012 295,000 274,175 569,175 6 2013 315,000 255,000 570,000 7 2014 330,000 234,525 564,525 8 2015 350,000 213,075 563,075 9 2016 - 190,325 190,325 10 2017 - 190,325 190,325 11 2018 405,000 190,325 595,325 12 2019 425,000 167,038 592,038 13 2020 445,000 142,600 587,600 14 2021 470,000 117,013 587,013 15 2022 495,000 89,988 584,988 16 2023 520,000 61,525 581,525 17 2024 550,000 31,625 581,625 $ 5,630,000 $ 3,426,488 $ 9,056,488 Original Issue $ 12,265,000 Issue Date: inuary 15, 2002 Page 131 DEBT SERVICE FUND Schedule of Requirements Certificates of Obligation - Series 2003 Pymt # Fiscal Year Principal Interest Total 1 2008 $ 145,000 $ 279,444 $ 424,444 2 2009 150,000 275,529 425,529 3 2010 155,000 271,029 426,029 4 2011 160,000 265,914 425,914 5 2012 165,000 260,314 425,314 6 2013 170,000 254,291 424,291 7 2014 175,000 248,001 423,001 8 2015 185,000 241,220 426,220 9 2016 190,000 233,820 423,820 10 2017 200,000 225,840 425,840 11 2018 210,000 217,240 427,240 12 2019 220,000 208,000 428,000 13 2020 230,000 197,550 427,550 14 2021 240,000 186,625 426,625 15 2022 250,000 175,225 425,225 16 2023 260,000 163,350 423,350 17 2024 275,000 151,000 426,000 18 2025 290,000 137,250 427,250 19 2026 300,000 122,750 422,750 20 2027 315,000 107,750 422,750 21 2028 335,000 92,000 427,000 22 2029 350,000 75,250 425,250 23 2030 365,000 57,750 422,750 24 2031 385,000 39,500 424,500 25 2032 405,000 20,250 425,250 $ 6,125,000 $ 4,506,892 $ 10,631,892 Original Issue: $ 6,410,000 Issue Date: June 23, 2003 Page 132 Utility Fund Program Summary Fiscal Year 2007/2008 Summary Actual FY 05/06 Adopted Budget FY 06/07 Amended Budget FY 06/07 Adopted Budget FY 07/08 Working Capital, Beginning $ 809,422 $ 1,046,340 $ 1,046,340 $ 874,246 RECEIPTS: 3,700 - - - Total Revenue 1,943,518 2,391,888 1,854,096 2,276,888 Total Transfers In - - - - TOTAL REVENUE 1,943,518 2,391,888 1,854,096 2,276,888 DEDUCTIONS: Total Payroll & Related 97,254 112,078 111,386 140,745 Total Operations and Maintenance 1,218,704 1,757,297 1,522,064 1,702,462 Capital Outlay 30,023 63,500 69,500 35,500 Total Transfers Out 45,319 102,000 102,000 65,000 Capital Projects 315,300 332,190 221,240 173,501 TOTAL DEDUCTIONS 1,706,600 2,367,065 2,026,190 2,117,208 Excess Revenues Over (Under) Deductions 236,918 24,823 (172,094) 159,680 Working Capital, Ending 1,046,340 1,071,163 874,246 1,033,926 Restricted/Designated Funds 95,452 85,000 97,600 100,000 Undesignated Working Capital, Ending '" $ 950,888 $ 986,163 $ 776,646 $ 933,926 # Days Operating 258 186 1 166 181 Restricted/Designated Funds Actual FY 05/06 Adopted Budget FY 06/07 PROPOSED Amended Budget FY 06/07 PROPOSED Budget FY 07/08 Water & Sewer Deposits 10131 $ 86,250 $ 85,000 $ 97,600 $ 100,000 Water & Sewer Deposits 10112 3,700 - - - Fidelity Waterline 10132 5,502 - - - Total Restricted/Designated Funds $ 95,452 $ 85,000 $ 97,600 $ 100,000 Personnel Summary Department 11 - Administrative 0.15 0.15 0.15 0.15 Department 16 - Public Works 0.75 0.75 0.75 1.00 Department 18 - Finance/Human Resources 0.80 0.90 0.90 0.85 Total 1.70 1.80 1.80 2.00 ** The Working Capital is net of the Hillwood accrued interest based on the agreement's maximum exposure. Page 133 TOWN OF WESTLAKE Fund 500 - Utility Fund Proposed Budget FY 2007/2008 1�1LI1�100110 I►4 I_\ ,7`I Adopted Amended Adopted Actual Budget Budget Budget FY 05/06 FY 06/07 FY 06/07 FY 07/08 Revenues Department 16 Administrative 1,943,518 2,391,888 1,854,096 2,276,888 - REVENUE - GRAND TOTAL 1,943,518 1 2,391,888 1 1,854,096 2,276,888 Payroll & Related Department 11 Department 16 Administrative 8,283 Public Works 47,635 9,730 10,223 10,329 58,544 56,264 73,730 Department 18 Finance/HR 41;335 43,804 44;899 56,686 Payroll & Related Total 97,254 112,078 111,386 140,745 Operations & Maintenance Department 16 Public Works 1,218,704 1,757,297 1,522,064 1,702,462 Operations & Maintenance Total 1,218,704 ' 1,757,297 1,522,064 1,702,462 Capital Outlay Department 16 Public Works 30,023 61500 69,500 35,500 Capital Outlay Total 30,023 63,500 69,500 35,500 Other Sources & Uses Transfers In Transfers Out 45,319 102,000 102,000 65.000 Other Sources & Uses (45,319) (102,000) (102,000) (65,000) Capital Projects Dept 00 Capital Projects 315,300 332,190 221,240 173,501 Capital Projects 315,300 332,190 221,240 173,501 SUMMARY EXPENSES - GRAND TOTAL 1,706,600 1 2,367,065 1 2,026,190 1 2,117,208 Total Revenue Total Transfers In Total Payroll & Related Total Operations and Maintenance Capital Outlay 1,943,518 2,391,888 1,854,096 97,254 112,078 111,386 1,218,704 1,757,297 1,522,064 30,023 63,500 69,500 2,276,888 140,745 1,702,462 35,500 Total Transfers Out 45,319 102,000 102,000 65,000 Capital Projects 315,300 332,190 221,240 173,501 Excess Revenues Over(Under) Expenditures 236,918 1 24,823 (172,094) 159,680 Page 134 PROJECTED REVENUES UTILITY FUND FISCAL YEAR 2007-2008 Water Revenue 74% Misc Revenue - 0% Debt Service Interest Eamed 2% Sewer Revenue Tap Fees 15% 3% Meter R&R 0% Impact fees 2% Total Projected Revenues $ 2, 276, 888 Page 135 PROJECTED EXPENSES UTILITY FUND FISCAL YEAR 2007-2008 Total Operations and Maintenance 80 Capital Outlay 2% Total Payroll & Related Total Transfers 7% - Out Capital Projects 3% 8% Total Projected Expenses $ 2,117,208 Page 136 of wEsrt o�'�u� •vim / r�9KE ACAS I UTILITY FUND Interfund Repayment Schedule Due to General Fund Water Mains I Payment I Line I 'A" I Waterline 1 1100.48801.16 Pont # Payment Date I Beginning &Balance 1 $57,600 1 $95,000 1 $4,895 1 $1,515 1 $2,033 1 $161,043 1 Ending I Bala - I Amount Due I Amount Due I Amount Due I Amount Due I Amount Due I 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 - $ 57,600 $ 95,000 $ 4,895 $ 1,515 $ 2,033 $ 161,043 Page 137 of wEsr T7AKE®ACAp UTILITY FUND Interfund Repayment Schedule Due to the 4B Fund Page 138 Glenwyck Farms Waterline Knox Road Connection 2003 Knox Road Connection 2004 1 200.15205.00 500.23006.00 Pymt # I Payment Date Beginning Balance $119,622 $293,842 $119,688 $533,152 IS 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 29,730.85 327,039 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) $ 119,622 $ 293,842 $ 119,688 $ 533,152 Page 138 UTILITY FUND Debt Payable Schedule Keller Overhead Storage Pymt Pym[ TOTAL PAYABLE WEST"ICE'S PORTION OF PAYABLE 32% # Date Pdndpal Inorest T� Payable Pdndpal Itorest Total Balance 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 091301M 185,000 189,695 374,695 120,067 59,277.21 60,790.06 120,067.27 1,083,078 9 09/30/09 200,000 177,183 377,183 120,864 64,082 56,782 120,864 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) $ 4,575,000 $ 3,036,576 $ 7,611,576 $ 2,439,053 $ 1,465,999 $ 973,054 $ 2,439,053 Page 139 pF WEST T�gKEa.A�Ap / UTILITY FUND Accounts Receivable Aging % by Month Page 140 �F WEgy� / 10 T�AKEA�Ap UTILITY FUND Total Water Accounts 500 450 400 400 365 325 350 294 300 250 204 200 150 100 50 0 FY 03/04 FY 04/05 FY 05/06 FY 06/07 FY 07/08 actual actual actual projected proposed Page 141 Fiscal Year 2007-2008 Operating Budget Utility Fund Administration FY 2007-2008 PROPOSED OPERATING BUDGET UTILITY FUND DEPARTMENTAL SUMMARY 11 -ADMINISTRATIVE Expenditures Payroll & Related $ 8,283 $ 9,730 $ 10,223 $ 10,329 Operations & Maintenance - - - - Operating Capital - - - - Total $ 8,283 $ 9,730 $ 10,223 $ 10,329 Personnel Summary *Executive Assistant 0.15 0.15 0.15 0.15 Total 0.15 0.15 0.15 0.15 Proposed Budget FY07/08 Payroll & Related 100% Page 142 Adopted Amended Adopted Actual Budget Budget Budget FY 05/06 FY 06/07 FY 06/07 FY 07/08 Expenditures Payroll & Related $ 8,283 $ 9,730 $ 10,223 $ 10,329 Operations & Maintenance - - - - Operating Capital - - - - Total $ 8,283 $ 9,730 $ 10,223 $ 10,329 Personnel Summary *Executive Assistant 0.15 0.15 0.15 0.15 Total 0.15 0.15 0.15 0.15 Proposed Budget FY07/08 Payroll & Related 100% Page 142 TOWN OF WESTLAKE FUND 500 - Utility Fund Proposed Budget FY 2007/2008 ADMINISTRATIVE DEPARTMENT 11 )enses 41110 11 Administrative Salaries 42110 11 Medical Insurance 42111 11 Dental Insurance 42130 11 LTD, AD&D, Life 42210 11 Social Security 42220 11 Medicare Adopted Amended Adopted Actual Budget Budget Budget FY 05/06 FY 06/07 FY 06/07 FY 07/08 6,466 7,621 8,025 8,002 673 720 720 857 63 49 85 52 54 68 72 71 393 472 500 496 92 111 120 116 42310 11 TMRS 473 625 650 696 42510 11 Unemployment Taxes 41 41 25 14 42610 11 Worker's Compensation 29 23 26 25 DEPT 11 -TOTAL PAYROLLI 8,283 1 9,730 1 10,223 110,329 Page 143 Fiscal Year 2007-2008 Operating Budget Utility Fund Public Works FY 2007-2008 PROPOSED OPERATING BUDGET UTILITY FUND DEPARTMENTAL SUMMARY 16 - PUBLIC WORKS Expenditures Adopted Amended Adopted Payroll & Related Actual Budget Budget Budget Operations & Maintenance FY 05/06 FY 06/07 FY 06/07 FY 07/08 Expenditures Payroll & Related $ 47,635 $ 58,544 $ 56,264 $ 73,730 Operations & Maintenance 1,218,704 1,757,297 1,522,064 1,702,462 Capital Outlay 30,023 63,500 69,500 35,500 Total $ 1,296,362 $ 1,879,341 $ 1,647,828 $ 1,811,692 Personnel Summary Superintendent 0.75 0.75 0.75 0.75 Maintenance Technician - - - 0.25 Total 0.75 0.75 0.75 1.00 Operations & Maintenance 94% Proposed Budget FY07/08 Page 144 Capital Outlay 2% yroll & Related 4% TOWN OF WESTLAKE FUND 500 - Utility Fund Proposed Budget FY 2007/2008 PUBLIC WORKS DEPARTMENT 16 Adopted Amended Adopted Actual Budget Budget Budget FY 05/06 FY 06/07 FY 06/07 FY 07/08 Revenues 33700 16 Private Contributions 19,653 - - 92,971 10,000 40,000 3,525 10,000 - 34410 16 Water Revenue 1,375,827 1,843,438 1,304,000 1,671,370 34411 16 DS-Hillwood Service Area Accts 39,699 44,000 28,500 47,638 34412 16 DS -Town Service Area Accts 40,401 36,000 27,500 48,482 34420 16 Sewer Revenue 301,843 323,750 323,750 338,698 34421 16 Sewer Revenue - Keller 845 1,200 1,200 1,200 34430 16 Water Tap Fees 36,450 40,000 46,000 46,000 34440 16 Sewer Tap Fees 9,510 15,000 15,000 15,000 34450 16 Fort Worth Impact fees 35,319 50,000 50,000 50,000 34470 16 Meter Repair/Replacement 2,346 2,000 4,000 5,000 36110 16 Interest Earned 25,601 25,000 40,000 50,000 36200 16 Duct Bank Leases 25,949 - - - 36201 16 TRA Wastewater Settle -Up 118 - 10,646 - 39400 16 Misc Revenue 30,076 11,500 3,500 3,500 DEPT 16 - TOTAL REVENUEJ 1,943,518 1 2,391,888 1 1,854,096 1 2,276,888 Expenses 41110 00 Utility Salaries 33,861 41,268 41,268 52,510 42110 00 Medical Insurance 7,044 7,839 6,000 9,236 42111 00 Dental Insurance 450 545 545 761 42130 00 LTD, AD&D, Life 272 383 383 524 42210 00 Social Security 1,753 2,559 2,300 3,256 42220 00 Medicare 410 598 550 761 42310 00 TMRS 2,478 3,384 3,384 4,568 42510 00 Unemployment Taxes 203 203 34 90 42610 00 Worker's Compensation 1,164 1,765 1,800 2,024 DEPT 16 - TOTAL PAYROLL & RELATEDI 47,635 1 58,544 1 56,264 1 73,730 43205 43215 43220 43250 43305 43310 11 16 16 16 16 16 Administrative Expense Civil Engineering Water Utility Engineering Auditor Legal Fees Boyle & Lowry 25,879 1,265 4,860 3,750 - 4,219 89,771 5,000 15,000 3,525 - 15,000 93,426 5,000 7,311 3,525 10,000 15,000 92,971 10,000 40,000 3,525 10,000 - 43335 16 Contracted Labor - 7,000 7,000 - 43405 16 Computer Egpmt/Software - 2,000 2,000 1,000 43533 16 Photo Supplies - 50 50 50 44105 16 Water Purchases 511,672 695,610 486,927 614,006 44106 16 Water Service Charge 600 600 600 600 44110 16 Peak Payment 237,648 257,376 257,376 273,114 44111 16 Water Tower Landscape Maint - 6,000 6,000 6,000 44112 16 Water Main Maintenance 44,417 10,000 15,000 15,000 44113 16 Tower Maintenance - 1,000 1,000 1,000 44114 16 Sewer Main Maintenance 662 2,500 2,500 5,000 44115 16 TRA -Wastewater Treatment 131,398 170,000 170,000 170,000 44116 16 Pump Station Landscape Maint 118 200 300 6,000 44117 16 Lift Station Maintenance 996 2,000 2,000 2,000 Page 145 TOWN OF WESTLAKE FUND 500 - Utility Fund Proposed Budget FY 2007/2008 PUBLIC WORKS DEPARTMENT 16 Adopted Amended Adopted Actual Budget Budget Budget FY 05/06 FY 06/07 FY 06/07 FY 07/08 44118 44119 44120 16 16 16 Instrument Maintenance Ground Storage Tank Maint South lake -Wastewater Treatment 2,259 - 2,338 1,500 2,000 50,000 10,500 2,000 50,000 2,500 5,000 10,000 44121 16 Generator Maintenance - 1,500 2,050 2,000 44122 16 Testing-Water/Bacteria/Rgltry 583 300 3,125 4,000 44123 16 Pump Station R&M 14,067 14,000 14,000 20,000 44124 16 Duct Bank R&M - - 1,500 3,000 44130 16 Meter Repair & Replacement 900 2,000 12,250 5,000 44135 16 Utility Billing 2,468 2,900 2,500 2,500 44210 16 Facility Supplies - 50 50 50 44211 16 Safety Equipment - 50 50 50 44220 16 Line Location 685 1,500 1,500 1,000 44226 16 Misc Hand Tools 86 500 500 500 44227 16 Chemical Supplies 688 500 500 500 44306 16 Grounds Maintenance 478 - - 1,500 44310 16 Application Software Maint. 2,181 1,950 1,950 1,950 44312 16 Keller Waste Water 631 1,200 1,200 1,200 44410 16 Office Rent - 11,095 12,572 30,180 45214 16 Insurance Automobile 464 488 600 630 45215 16 Insurance Property 3,239 3,401 2,844 2,844 45305 16 Telephone Service 1,335 1,936 1,600 1,600 45310 16 Mobile Phone 930 900 900 1,000 45325 16 Misc Rental - - 95 500 45810 16 Travel Car Rental/Parking 7 840 20 20 45825 16 Travel Mileage 204 - - 300 45830 16 Training/Seminars/Meetings 709 800 800 800 45901 16 Audio Visial Equipment - - 120 - 46105 16 Office Supplies 107 150 935 950 46115 16 Dues & Subscriptions 210 100 100 300 46120 16 Postage 412 600 450 400 46125 16 Printing 450 500 805 2,000 46140 16 Moving Expense - 2,500 2,500 - 46205 16 Utilities Water 787 1,008 750 - 46206 16 Water - Pump Station 6,678 6,000 6,000 6,000 46215 16 Vehicle Fuel/Maint 2,033 4,000 4,000 4,000 46220 16 Electric - Town Allocation 2,726 4,032 2,000 1,500 46221 16 Electric - Pump Station 55,220 83,870 58,710 66,264 46222 16 Electric - Online Meter 118 - 160 150 46225 16 Gas - Town Allocation 487 840 280 - 46605 16 Uniforms 267 300 300 300 48801 16 IFA Debt Pymt to GF - 27,590 27,590 27,590 48806 16 IFA Debt Pymt to 4B - 29,731 29,731 29,731 48810 16 DS -Keller OHS Principal - 56,082 56,083 59,277 48811 16 DS -Keller OHS Interest 67,374 64,292 64,292 60,790 48820 16 DS-Hillwood Service Area Accts 39,699 40,000 28,500 47,638 48821 16 DS -Town Service Area Accts 40,401 50,000 27,500 48,482 48823 16 DS-Hillwood Interest - - - - XXX 16 Construction Expense (25%) - 4,500 3,137 t DEPT 16 -TOTAL OPERATIONS & MAINTI 1,218,704 1 ,757,297 1 1,522,064 11,702,462 Page 146 TOWN OF WESTLAKE FUND 500 - Utility Fund Proposed Budget FY 2007/2008 PUBLIC WORKS DEPARTMENT 16 Adopted Amended Adopted Actual Budget Budget Budget FY 05/06 FY 06/07 FY 06/07 FY 07/08 47411 16 Mechanical Equipment 1,000 - - 500 47413 16 Equipment server for Solana (25%) - 22,000 22,000 - 47415 16 Furniture and Equipment (25%) - 12,500 12,500 - 47420 16 Water Meters /Equipment 26,923 25,000 25,000 30,000 47421 16 Water Taps 2,100 4,000 10,000 5,000 xxxxx 16 Sewer Repairs & Maintenace - - - - DEPT 16 - TOTAL CAPITAL OUTLAY1 30,023 1 63,500 1 69,500 135,500 TOTAL EXPENSES1 1,296,3621 1,879,341 1 1,647,828 1,811,692 EXCESS REVENUES OVER (UNDER) EXPENSES1 647,1561 512,5471 206,268 465,196 Page 147 Fiscal Year 2007-2008 Operating Budget Utility Fund Finance & Human Resources FY 2007-2008 PROPOSED OPERATING BUDGET UTILITY FUND DEPARTMENTAL SUMMARY 18 - FINANCE/HUMAN RESOURCES Expenditures Payroll & Related $ 41,335 $ 43,804 $ 44,899 $ 56,686 Operations & Maintenance - - - - ,Operating Capital - - - Total $ 41,335 $ 43,804 $ 44,899 $ 56,686 Personnel Summary Adopted Amended Adopted Director of Finance Actual Budget Budget Budget Human Resources Manager FY 05/06 FY 06/07 FY 06/07 FY 07/08 Expenditures Payroll & Related $ 41,335 $ 43,804 $ 44,899 $ 56,686 Operations & Maintenance - - - - ,Operating Capital - - - Total $ 41,335 $ 43,804 $ 44,899 $ 56,686 Personnel Summary Director of Finance 0.15 0.15 0.15 0.15 Human Resources Manager 0.15 0.25 0.25 0.15 Finance Assistant 0.50 0.50 0.50 0.35 Records & Revenue Clerk - - - 0.20 Total 0.80 0.90 0.90 0.85 Proposed Budget FY07/08 Page 148 100% TOWN OF WESTLAKE FUND 500 - Utility Fund Proposed Budget FY 2007/2008 FINANACE/HUMAN RESOURCES DEPARTMENT 18 41120 18 Overtime 42110 18 Medical Insurance 42111 18 Dental Insurance 42130 18 LTD, AD&D, Life 42210 18 Social Security 42220 18 Medicare Actual FY 05/06 Adopted Budget FY 06/07 Amended Budget FY 06/07 Adopted Budget FY 07/08 42510 18 Unemployment Taxes 172 177 50 77 42610 18 Worker's Compensation 107 29,662 31,832 31,832 40,473 2,873 2,625 3,500 2,733 3,313 3,455 3,455 5,430 202 245 245 333 246 307 307 419 1,927 1,973 2,100 2,679 451 462 500 626 42310 18 TMRS 2,383 2,611 2,800 3,759 42510 18 Unemployment Taxes 172 177 50 77 42610 18 Worker's Compensation 107 117 110 157 DEPT 18 - TOTAL PAYROLLI 41,335 1 43,804 1 44,899 1 56,686 Page 149 TOWN OF WESTLAKE FUND 500 - Utility Fund Proposed Budget FY 2007/2008 CAPITAL PROJECTS Adopted Amended Adopted Actual Budget Budget Budget FY 05/06 FY 06/07 FY 06/07 FY 07/08 Expenses 16600 03 Water Meter Automation 7,985 34,690 30,000 27,000 16600 05 TRA Assumption of N1 Sewer 2,490 182,500 65,800 146,501 16600 08 Fidelity Waterline 304,825 - 440 - 16600 09 Secondary Water Source - 30,000 40,000 16600 10 Ottinger Road Waterline - 85,000 85,000 TOTAL CAPITAL PROJECTS1 315,300 1 332,190 1 221,240 1173,501 Page 150 Fiscal Year 2007-2008 Operating Budget Utility Fund Other Sources & Uses TOWN OF WESTLAKE FUND 500 - Utility Fund Proposed Budget FY 2007/2008 OTHER SOURCES & USES Adopted Amended Adopted Actual Budget Budget Budget FY 05/06 FY 06/07 FY 06/07 FY 07/08 Other Uses 62510 99 Transfer Out to GF 100 35,319 50,000 50,000 50,000 62590 99 Transfer Out to CP 410 - 15,000 15,000 - 62600 99 Transfer Out to GF PCM 600 10,000 37,000 - - 62600 99 Transfer Out to OF PCM 510 - - 37,000 15,000 TOTAL TRANSFERS OUTI 45,319 1 102,000 1 102,000 1 65,000 Page 151 Capital Projects Fund Program Summary Fiscal Year 2007/2008 Summary Actual FY 05/06 Adopted Budget FY 06/07 Amended Budget FY 06/07 Adopted Budget FY 07/08 Fund Balance, Beginning $ 9,872 $ 102,687 $ 102,687 $ 60,180 RECEIPTS: Total Revenue 150,000 1,176,818 246,353 500,000 Total Other Financing Sources 470,768 849,174 649,174 2,535,000 TOTAL REVENUE 620,768 2,025,992 895,527 3,035,000 DEDUCTIONS: Total Capital Projects 527,953 2,125,852 938,034 2,461,000 TOTAL DEDUCTIONS 527,953 2,125,852 938,034 2,461,000 Excess Revenues Over Under Deductions 92,815 99,860) 42,507) 574,000 Fund Balance, Ending $ 102,687 $ 2,827 $ 60,180 $ 634,180 Restricted/Designated Funds 102,687 2,827 60,180 634,180 Undesignated Fund Balance, Ending $ - $ - $ - $ - Page 152 TOWN OF WESTLAKE Fund 410 - Capital Projects Fund Proposed Budget FY 2007/2008 ed Amended Adopted et FY 05/06 I FY 6/07 I FY 06/07 I FY 0Actual Budget Budget 708 REVENUE 33700 00 Private Contribution 150,000 1,176,818 246,353 500,000 TOTAL REVENUE1 150,000 1 1,176,818 1 246,353 500,000 CAPITAL PROJECTS 43215 00 FM1938 Engineering 78,609 99,860 99,860 0 72000 04 Civic Campus Expansion 258,930 509,000 509,000 0 72000 07 Art/Science Civic Center 0 1,176,818 189,000 2,426,000 73000 00 Temp Parking 112,931 0 0 0 74400 00 Mall 77,483 0 0 0 74400 09 Roanoke & Ottinger Reconstruction 0 118,174 118,174 0 74400 10 FM1938 Pedestrian Crossing 0 200,000 0 0 74400 11 High School Soccer Field 0 22,000 22,000 0 74400 12 Water Well for Civic Campus 0 0 0 35,000 TOTAL CAPITAL PROJECTS 527,953 2,125,852 938,034 2,461,000 OTHER FINANCING SOURCES 52510 88 Transfer In from General Fund 112,931 0 0 0 52510 88 Transfer In from General Fund 289,861 0 0 0 52510 88 Transfer In from General Fund 0 22,000 22,000 0 52510 88 Transfer In from General Fund 0 118,174 118,174 0 52510 88 Transfer In from General Fund 0 200,000 0 0 52510 88 Transfer In from General Fund 0 0 0 35,000 52510 88 Transfer In from General Fund 0 494,000 494,000 0 52560 88 Transfer In from Utility Fund 0 15,000 15,000 0 52570 88 Transfer In from 4A Fund 67,976 0 0 0 Bond Proceeds 0 0 0 2,500,000 Iff TOTAL OTHER FINANCING SOURCES 470,768 849,174 649,174 2,535,000 SUMMARY Total Revenue 150,000 1,176,818 246,353 500,000 Total Other Financing Sources 470,768 849,174 649,174 2,535,000 Total Capital Projects 527,953 2,125,852 938,034 2,461,000 Excess Rev. & Trans. In Over (Under) Exp & Trans. Out. 92,815 (99,860) (42,507) 574,000 Page 153 �p WEST �qKE ACA / Proposed Capital Projects Project Title Fundi Amount Water Well for Civic Camqus General Fund 35,000 Total General Fund 35,000 Westlake Performing Arts & Science Civic Center Bonds/Foundation 2,426,000 Total Other Resources 2,426,000 TRA Assumption of N1 Sewer Line Utility Fund 146,501 Water Meter Automation Utility Fund 27,000 Total Utility Fund 173,501 Total Capital Projects $ 2,634,501 Page 154 CAPITAL PROJECT Fiscal Year 2007/2008 GYes1/0*0 POMOIMin Arts & Science Ciyic Centel- Project enter Project Description: Preconstruction and design in anticipation of debt and private funding. Subject to funding, Phase I of the Westlake Performing Arts & Science Center will include the shell of the building, basic climate control systems and power requirements. As funds are available, additional improvements will include the interior finish of the black box and science labs with all school related improvements to be funded with Westlake Academy Foundation contributions. Total of 13,270 square foot CAPITAL PROJECT FUNDING CAPITAL PROJECT EXPENDITURES Thru 09/30/07 Budget FY07/08 Planned Thru 09/30/07 Budget FY07/08 08/09 Planned 09/10 10/11 Project Total 10 Design 136,000 276,000 23,000 0 0 435,000 15 Construction 0 2,000,000 1,150,000 0 0 3,150,000 25 Engineering 45,000 40,000 0 0 0 85,000 30 Legal (Bonds, Insurance) 71 Science Labs (FF&E) 8,000 30,000 12,000 0 0 50,000 0 0 80,000 200,000 1 0 200,000 80,000 72 Utiity relocation PROJECT EXPENDITURE TOTAL 1 189,0001 2,426,000 I 1,385,000 1 01 0 4,000,000 CAPITAL PROJECT FUNDING Thru 09/30/07 Budget FY07/08 Planned Project Total 08/09 09/10 10/11 Prior Year Remaining Funds Town Pordon/VA Budget FY07/08 385,000 Planned Due to VA from GO Bonds 189,000 (189,000) 0 0 0 0 General Obligation Bonds 0 2,500,000 0 0 0 2,500,000 Westlake Academy Foundation 0 500,000 1,000,000 0 0 1,500,000 PROJECT FUNDING TOTAL 1 189,000 2,811,000 1,385,0001 01 0 4,000,000 NET 0 385,000 0 0 0 0 Page 155 IMPACT ON OPERATING BUDGET Town Pordon/VA Budget FY07/08 Planned Project Total 08/09 09/10 10/11 Supplies (Paper, Etc) 4k 100% 0 0 4,000 0 4,000 3,000 4,000 0 12,000 Maintenance (HVAC) 3k 100% 3,000 Maintenance (Electrical) 2.8k 100% 0 0 2,800 0 2,800 Maintenance (Security) 3k 100% 0 0 3,000 0 3,000 Services (Landscaping) 4k 100% 0 4,000 4,000 4,000 12,000 Services (Cleaning) 3.5k 100% 0 3,500 3,500 3,500 10,500 Equipment (Lighting, AV) 4k 100% 0 0 0 8,000 81000 Gas - 13270 x.25 psf 100% 0 3,318 3,318 3,318 9,953 Electric - 13270 x 1.67 psf 100% 0 22,161 22,161 22,161 66,483 Phone - 13270 x.333 psf 100% 0 4,419 4,419 4,419 13,257 T1 Line - 13270 x.04 psf 100% 0 531 531 531 1,592 Water - 13270 x .302 psf 1 100%1 0 1 4,008 4,008 1 4,008 1 12,023 OPERATING IMPACT TOTAL I 1 01 45,9361 54,7361 53,9361 154,607 Page 155 CAPITAL PROJECT Fiscal Year 2007/2008 Wo to/ We//%rC/v/c campus Project Description: An alternate water source is going to be needed with the additional soccer field, performing art and science building and west parking landscaping. The well will be located on the west side of the pond. This location will not require a tank or pressure pumps. CAPITAL PROJECT EXPENDITURES IMPACT ON OPERATING BUDGET Thru 09/30/07 Budget FY07/08 Planned Project 08/09 09/10 10/11 Total 10 Design 15 Construction - 2,000 2,000 35,000 33,000 33,000 PROJECT EXPENDITURES TOTAL - 35,000 - - - 35,000 CAPITAL PROJECT FUNDING IMPACT ON OPERATING BUDGET Thru 03/30/07 Budget FY07/08 Planned Project Total 08/09 09/10 10/11 General Fund - 35,000 35,000 PROJECT FUNDING TOTAL - 35,000 L 35,000 Page 156 IMPACT ON OPERATING BUDGET ThruBudget 09/30/07 FY07/08 Planned Project Total 8/9/2007 9/10/2007 10/11 Supplies - - - - Maintenance Services Equipment 500 500 500 1,500 - - - - - OPERATING IMPACT TOTAL - -1 5001 5001 5001 1,500 Page 156 CAPITAL PROJECT UTILITY FUND Fiscal Year 2007/2008 Wateril9eter.4utomation Project Description: Plan to conclude Mahotea Boone pilot program and investigate other alternatives for remaining portion of Town. CAPITAL PROJECT EXPENSE Thru 09/30/07 Budget FY07/08 Planned Project Total 08/09 09/10 10/11 20 Implementation 25,000 55 Technical (W Study) 5,000 20,000 0 0 0 45,000 7,000 0 0 0 12,000 PROJECT EXPENSE TOTAL 1 30,000 27,000 0 0 0 57,000 CAPITAL PROJECT FUNDING Thru 09/30/07 Thru 09/30/07 Budget FY07/08 Planned 08/09 09/10 1 10/11 Project Total 08/09 09/10 10/11 Utility Fund 30,000 27,000 0 0 0 57,000 PROJECT FUNDING TOTAL 1 30,000 27,000 0 0 0 57,000 NET 1 0 0 0 0 0 0 IMPACT ON OPERATING EXPENSES Thru 09/30/07 Budget FY07/08 Planned Project Total 08/09 09/10 1 10/11 Supplies 0 0 0 0 0 0 0 Maintenance Services Equipment 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 OPERATING IMPACT TOTAL 1 0 0 0 0 0 0 Page 157 CAPITAL PROJECT UTILITY FUND Fiscal Year 2007/2008 TRAA"umption ofN> SeimrLine 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 EXPENSE CAPITAL PROJECT FUNDING Thou 09/30/07 Budget FY07/08 Planned Project 08/09 09/10 10/11 Total 15 Construction 25 Engineering 0 116,501 29,798.75 30,000 0 0 0 116,501 0 0 0 59,799 PROJECT EXPENSE TOTAL 1 29,799 146,501 0 0 0 176,300 NET 1 0 0 0 0 0 0 IMPACT ON OPERATING EXPENSES CAPITAL PROJECT FUNDING Thou 09/30/07 /07 729,798.75 Budget FY07/08 Planned Project Total 08/09 09/10 10/11 Utility Fund 0 0 0 146,501 0 0 0 176,300 PROJECT FUNDING TOTAL 1 29,799 146,501 0 0 0 176,300 NET 1 0 0 0 0 0 0 IMPACT ON OPERATING EXPENSES Thou 09/30/07 Budget FY07/08 Planned Project Total 08/09 09/10 1 10/11 Supplies 0 0 0 0 0 0 0 0 0 Maintenance Services Equipment 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 OPERATING IMPACT TOTAL 1 0 0 0 0 0 0 Page 158 General Permanent Capital Maintenance Fund Program Summary Fiscal Year 2007/2008 Summary Actual FY 05/06 Adopted Budget FY 06/07 Amended Budget FY 06/07 Adopted Budget FY 07/08 Fund Balance, Beginning $ $ 20,000 $ 20,000 $ 20,000 RECEIPTS: Total Revenues 28,750 Total Transfers In 93,460 47,000 10,000 169,750 TOTAL REVENUE 93,460 47,000 10,000 198,500 DEDUCTIONS: Total Expenditures 73,460 27,000 - 183,500 Total Transfers Out - - 10,000 - TOTAL DEDUCTIONS 73,460 27,000 10,000 183,500 Excess Revenue Over (Under) Deductions 20,000 20,000 - 15,000 Fund Balance, Ending $ 20,000 $ 40,000 $ 20,000 $ 35,000 Page 159 FUND 600 - General Permanent Capital Maintenance Fund Proposed Budget FY 2007/2008 Amended Adopted et FY 05/06 I FY 06/0Actual 7u I FY06 07 I FY 0dget 708 REVENUES 33700 00 Contribution 0 0 0 28,750 Total Revenue 0 01 0 EXPENDITURES 44303 01.15 Road R&M - Pearson Lane 16,308 0 0 0 44303 02.15 Road R&M - Dove Road 57,152 0 0 0 44304 01.15 Dove Road Bridge Expansion 0 0 0 57,500 44303 03.15 Stagecoach Hills Street Reconstruction 0 0 0 126,000 44114 00.00 Sewer Repairs 0 27,000 0 0 52550 88 Total Expenclituresi 73,460 1 1 27,000 0 0 OTHER SOURCES & USES 52510 88 Xfr in from General Fund 0 0 0 28,750 52510 88 Xfr in from General Fund 0 0 0 126,000 52510 88 Xfr in from General Fund 16,308 0 0 0 52510 88 Xfr in from General Fund 57,152 0 0 0 52510 88 Xfr in from General Fund 10,000 10,000 10,000 15,000 52550 88 Xfr in from Utility Fund 10,000 27,000 0 0 52550 88 Xfr in from Utility Fund 0 10,000 0 0 Total Transfers Ini 93,460 1 47,000 1 10,000 1 169,750 new 99 Xfr Out to OF PCM 510 0 0 107000 0 Total Transfers Outi 0 1 0 1 10,000 1 0 SUMMARY Total Revenues 0 0 0 28,750 Total Expenditures 73,460 27,000 0 183,500 Total Transfers In 93,460 47,000 10,000 169,750 Total Transfers Out 0 0 10,000 0 Excess Revenues Over (Under) Exp.1 20,000 1 20,000 0 15,000 Page 160 GENERAL PERMANENT CAPITAL MAINTENANCE Fiscal Year 2007/2008 Docs NaadB " 'EAP91IS1017 H" ins Brax/7) :1 Project Description: Project will provide for extension of exisiting box culverts in preparation for any future expansion of Dove Road in accordance with the Town's thouroghfare plan. This would also include clean up work in accordance with the 2006 TxDOT Bridge Report. This project anticipates 50% escrow from neighboring property owner. CAPITAL PROJECT EXPENDITURES Thru 09/30/07 Budget 07/08 Planned Project Total 08/09 09/10 10/11 15 Construction � 25 Engineering = 50,000 7,500 - - - 50,000 7,500 PROJECT EXPENDITURES TOTAL - 57,500 - - - 57,500 CAPITAL PROJECT FUNDING Thru 09/30/07 Budget 07/08 I Planned Project Total 1 08/09 09/10 10/11 General Fund Private Contribution - 28,750 28,750 28,750 28,750 PROJECT FUNDING TOTAL - 57,500 - - - 57,500 IMPACT ON OPERATING BUDGET Thru 09/30/07 Budget 07/08 Planned Project Total 08/09 09/10 10/11 Supplies - - - Maintenance Services Equipment - - - - OPERATING IMPACT TOTAL - - - - - - Page 161 GENERAL PERMANENT CAPITAL MAINTENANCE Fiscal Year 2007/2008 SA?gecoaclyHi/�sReconstruction Protect Description: The project will provide stabilization of road subgrade and 2" of HMAC to the approximate 4500 LF of pavement in Stagecoach Hills Subdivision and improve drainage. PROJECT EXPENSE Thru 09/30/07 ThruBudget 09/30/07 FY07/08 Planned 08/09 Project Total 08/09 09/10 10/11 15 Construction 0 126,000 0 0 0 126,000 PROJECT EXPENSE TOTAL 01 126,0001 0 0 0 126,000 PROJECT FUNDING Thru 09/30/07 Thru- 09/30/07 Budget FY07108 Planned 08/09 Protect Total 08/09 09/10 10/11 General Fund 0 126,000 0 0 0 126,000 PROJECT FUNDING TOTAL 1 01 126,0001 01 0 01 126,000 NET 1 0 0 1 0 0 0 0 IMPACT ON OPERATING BUDGET Thru 09/30/07 Budget FY07108 Planned Project Total 08/09 09/10 10/11 Supplies 0 0 0 0 0 0 0 0 0 Maintenance Services Equipment 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 OPERATING IMPACT TOTAL 1 01 01 01 01 0 0 Page 162 Utility Permanent Capital Maintenance Fund Program Summary Fiscal Year 2007/2008 Summary Actual FY 05/06 Adopted Budget FY 06/07 Amended Budget FY 06/07 Adopted Budget FY 07/08 Fund Balance, Beginning $ $ $ - $ 20,000 RECEIPTS: Total Transfers In 47,000 15,000 TOTAL REVENUE 47,000 15,000 DEDUCTIONS: Total Expenditures 27,000 - TOTAL DEDUCTIONS 27,000 - Excess Rvenue Over (Under) Deductions 20,000 15,000 Fund Balance, Ending $ $ $ 20,000 $ 35,000 Page 163 TOWN OF WESTLAKE Fund 510 - Utility Permanent Capital Maintenance Fund Proposed Budget FY 2007/2008 Amended Adopted et FY 05/06 I FY 06/0Actual 7 I FY 0607 I FY 0et 708 EXPENDITURES 44114 00 Sewer Repair & Maintenance 0 0 27,000 0 Total Expendituresi 0 1 0 1 27,000 10 OTHER SOURCES & USES 52550 88 Transfer in from OF 500 0 0 27,000 0 52550 88 Transfer in from OF 500 0 0 10,000 15,000 52510 88 Transfer in from GF PCM 0 0 10,000 0 Total Transfers Ini 0 0 1 47,000 SUMMARY Total Transfers In 0 0 47,000 15,000 Total Expenditures 0 0 27,000 0 Excess Revenues Over (Under) Exp. 0 0 20,000 15,000 Page 164 Aeo, Tiow*v We4t"ee Present & Future Goals & Objectives Program Description Continually improve the quality of life for Westlake residents and to continue to strengthen communications with staff, boards and commissions, volunteers and citizens. Continue to provide timely improvements of roadways and utilities to meet the needs of the growing population. Work towards developing parks and trail systems to connect all part of our Town. We will strive to maintain a small-town feel and remain "citizen focused" with services provided quickly and efficiently. Program Goals • Westlake Academy: complete Arts & Science Center before January 2009; complete master plan for campus as soon as possible. Promote the Academy as the center of our community. • Obtain a Post Office (max goal) or at least a discrete ZIP Code for Westlake. • Establish hike and bike trail system so that someone from any neighborhood can reach another neighborhood or a commercial or office area via walk or bike without having to challenge any vehicular traffic (includes pedestrian passages under major thoroughfares). • Establish park system second to none. Includes: ■ Arboretum ■ "Green" Cemetery ■ Nondenominational Chapel in Cemetery for weddings, funerals, gatherings. ■ History Museum • Athletic facilities • Visitors/Garden Center • Outdoor Amphitheatre • Performing Arts Center ■ Compost Facility (digester) ■ Tree Farm ■ Park system and trails should be regionally coordinated. • Obtain second source of water, if available at reasonable cost. • Promote SH 170 as toll facility, with emphasis on design and landscaping at 114/170 connector. • Promote public art with commitment of money and support. • Promote rail in 114 and 170 to connect to DFW airport, with stop at Circle T Retail Center. • Establish program to deal with drilling in Westlake, with emphasis on benefiting the Academy. • Maintain as many road sections as possible as rural asphalt lanes. • Promote tree planting in all public areas (roadways, etc.) • Avoid proliferation of gated communities, or put one fence around ALL of Westlake. • Construct Town Hall. • Establish permanent fire station. • Landscape 114/170 corridor. • Construct Roundabout at Dove/Randol Mill. • Construct Roundabout at Dove/Ottinger. Program Provided in Partnership With • Board of Aldermen • Internal staff 41 Board appointed boards and commissions Program Customers • Citizens of Westlake • Westlake businesses • Westlake developers • State and local agencies Page 165 OF WF_5�� Long Range Capital Vision Projects Town of Westlake, Texas FY 07/08 Budget Sorted by P and Date Project Estimated Cosi I Priority I Est Star) I Est ConVeUon Funding Souroe Hike and Bike System $ - 1 DOD DOD Developer Construction Funds Tree Farm 5,000 1 November -07 June -08 General Fund Second Water Source 6,000,000 1 May -08 July -11 Utility Fund Arts & Science Center 5,000,000 1 January -08 December -09 $2.5 Town GO, $2.5 Foundation History Museum 75,000 1 January -08 January -09 WHPS/General Fund $ 11,080,000 Cemetery Expansion $ 250,000 2 November -09 June -10 Cemetery Enterprise/General Ottinger Roundabout 350,000 2 October -10 August -11 General Fund Town Hall/Fire/DPS/Court 7,000,000 2 October -11 October -12 General Fund $ 7,600,000 Arboretum/Botanic Gardens $ 200,000 3 January -11 June -11 Cemetery Enterprise/General $ 200,000 All Faiths Event Center $ 700,000 4 January -12 January -13 Cemetery Enterprise/General Dove/Randol Mill Roundabout 250,000 4 October -12 August -13 General Fund $ 950,000 Landscape 114/170 Corridor $ 300,000 5 January -10 September -15 General Fund Amphitheatre 200,000 5 January -15 September -15 Westlake Visitor's Association Visitors Center 500,000 5 January -15 August -16 Westlake Visitors's Association $ 1,000,000 Performing Arts Center $ 4,000,000 6 October -20 October -21 Westlake Visitors's Association $ 4,000,000 Compost Facility Digester $ 12,000 7 unknown unknown unknown $ 12,000 Total $ 24,842,000 DOD = Depends on Development Page 166 �PAAWEPS qKE PC / 10 -year Long -Term Plan Explanation of Assumptions Versions 1 and 2 1. Two positions are added to the Town in FY 07/08; an administrative assistant and a maintenance technician. These positions were originally planned to be added in FY 05/06. 2. Staff salaries will reach the 75th percentile across the board by FY 11/12. Overall salaries are projected to increase 5.33% per year following FY 07/08 to achieve this percentile. This projection is based on the market increasing at 4% annually. 3. Health Insurance is projected to increase 15% annually, and dental insurance is projected to increase by 10% annually. Retirement costs are projected to increase 15% through FY 09/10, and 10% annually thereafter. This is due partially to salary increases, and partially due to actuarial factors. These actuarial factors include the number of vested employees (which occurs after 5 years), the number of employees eligible for retirement, and overall age of the staff. 4. Revenue and general expenditures are projected to increase by 3% annually. 5. Debt Service is funded from 4B and the Property Tax Reduction Fund first, with shortfalls covered by the General Fund. The Visitor's Fund only provides funding for projects which are consistent with approved uses under state law. 6. Water and sewer rates remain unchanged. Utility Fund revenues and operating expenses are assumed to increase 3% annually. 7. Visitor's Fund revenues and expenditures also follow the assumption of a 3% annual increase. 8. Version #1 includes all Capital Projects and Debt; whereas version #2 includes only mandatory capital expenditures. Page 167 TEN YEAR LONG-TERM PLAN Including all Capital Projects/Debt Version #1 Fund Descritpion I FY 07-08 ]1[ FY 08-09 FY 09-10 FY 10-11 FY 11-12 J FY 12-13 FY 13-14 i FY 14-15 r FY 15-16 FY 16-17 General Fund Beginning Fund Balance $ 2,621,565 $ 3,284,653 $ 3,792,494 $ 3,649,431 $ 2,915,683 $ 2,248,912 $ 762,186 $ 191,184 $ (443,676) $ (1,149,793) Sales Tax (inc $330K FY 07/08; $216K FY 08/09 (Fidelity) 2,000,000 1,936,100 1,771,703 1,824,854 1,879,600 1,935,988 1,994,067 2,053,889 2,115,506 2,178,971 Revenues (Inc $600K Fidelity fees FY 07/08) 2,977,244 2,448,562 2,522,019 2,597,679 2,675,609 2,755,878 2,838,554 2,923,711 3,011,422 3,101,765 Expenditures (2,535,524) (2,611,590) (2,689,937) (2,770,636) (2,853,755) (2,939,367) (3,027,548) (3,118,375) (3,211,926) (3,308,284) Payroll and Related Expenditures (1,616,383) (1,729,530) (1,652,326) (1,981,989) (2,120,728) (2,245,851) (2,382,848) (2,530,585) (2,690,011) (2,864,862) Transfers In (FW Impact Fees) 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 Transfers in (Property Tax Reduction Fund) 919,300 415,779 446,676 481,857 516,222 549,851 585,444 623,072 652,387 Transfer out (DSF) - Town Hall/Court/Fire Station (536,156) (540,650) (536,485) (537,005) (536,880) (540,015) Transfer Out (SRF) (7,500) (10,000) (10,300) (10,609) (10,927) (11,255) (11,593) (11,941) (12,299) (12,668) Transfer Out (Building Fund & Trail Escrow) (375,000) Transfers Out (PCMF) (15,000) (20,000) (25,000) (30,000) (35,000) (40,000) (45,000) (50,000) (55,000) (60,000) Transfer Out (PCMF excess not covered) (154,750) - - (784,723) (197,271) (892,689) - - - (1,311,837) Transfers Out (Capital Projects) (35,000) (100,000) (325,000) (75,000) (75,000) Net Total 3,284,653 3,792,494 3,649,431 2,915,683 2,248,912 762,186 191,184 (443,676) (1,149,793) (3,264,336) Restricted Funds (Court and Trail restrictions) (345,185) (295,000) (295,000) (295,000) (295,000) (295,000) (295,000) (295,000) (295,000) (295,000) Restricted Funds (Building Fund from TSH) (300,000) Ending Balance (projected) 2,639,468 3,497,494 3,354,431 2,620,683 1,953,912 467,186 (103,816) (738,676) (1,444,793) (3,559,336) Operating Days 232 294 270 201 143 33 (7) (48) (89) (210) 4B Beginning Fund Balance Beginning Fund Balance 390,090 360,359 330,628 300,897 271,166 241,435 211,704 181,973 152,242 122,511 Revenues 1,000,000 1,030,000 1,060,900 1,092,727 1,125,509 1,159,274 1,194,052 1,229,874 1,266,770 1,304,773 Expenditures - - - - - - - - - - TransfersOut(DebtService) (1,029,731) (1,059,731) (1,090,631) (1,122,458) (1,155,240) (1,189,005) (1,223,783) (1,259,605) (1,296,501) (1,317,034) Ending Balance (projected) 360,359 330,628 300,897 271,166 241,435 211,704 181,973 152,242 122,511 110,250 " Fund balance represents balance due from OF for various capital projects (balance sheet accounts due to/from-receive $29,731 through 2019) All funds received are being transferred Property Tax Reduction Fund Balance Beginning Fund Balance 296,075 1,039,492 - - - - - - - - Revenues(nointincome after FY 08-09) 1,030,000 1,060,900 1,060,900 1,092,727 1,125,509 1,159,274 1,194,052 1,229,874 1,266,770 1,304,773 Transfer out to Debt Service Fund (286,583) (261,793) (229,343) (199,376) (161,794) (126,831) (94,351) (58,985) (20,627) - Transfer out to PCMF (Utility ) 25% annually (459,650) (207,889) (223,338) (240,929) (258,111) (274,925) (292,722) (311,536) (326,193) Transfer out to PCMF (25% annually) (459,650) (207,889) (223,338) (240,929) (258,111) (274,925) (292,722) (311,536) (326,193) Transfer out to General Fund (50% annually) (919,300) (415,779) (446,676) (481,857) (516,222) (549,851) (585,444) (623,072) (652,387) Ending Balance (projected) 1,039,492 Debt Service Fund Beginning Balance Transfer in (GF) 536,156 540,650 536,485 537,005 536,880 540,015 Transfers In (413) 1,029,731 1,059,731 1,090,631 1,122,458 1,155,240 1,189,005 1,223,783 1,259,605 1,296,501 1,317,034 Transfers In (Property Tax Reduction Fund) 286,583 261,793 229,343 199,376 161,794 126,831 94,351 58,985 20,627 - Transfer in (Visitors Assoc Fund) - 198,438 198,375 198,480 198,395 198,120 198,608 198,905 198,965 198,788 Expeditures - debt service (Town Hall/Court/EMS) - - - - (536,156) (540,650) (536,485) (537,005) (536,880) (540,015) Expenditures - debt service (Art & Science Bldg) - (198,438) (198,375) (198,480) (198,395) (198,120) (198,608) (198,905) (198,965) (198,788) Expenditures - debt service (1,316,314) (1,321,524) (1,319,974) (1,321,834) (1,317,034) (1,315,836) (1,318,134) (1,318,590) (1,317,128) (1,318,773) Ending Balance (projected) Page 168 TEN YEAR LONG-TERM PLAN Including all Capital Projects/Debt Version #1 Fund Descritpion FY 07-08 I FY 08-09 FY 09-10 FY 10-11 FY 11-12 i FY 12-13 FY 13-14 i FY 14-15 r FY 15-16 FY 16-17 Visitors Association Fund Beginning Fund Balance 1,076,496 1,333,453 1,321,338 1,388,461 1,259,614 1,334,842 715,375 800,181 189,251 282,583 Revenues 511,000 526,330 542,120 558,383 575,135 592,389 610,161 628,466 647,320 666,739 Payroll and Related Expenditures (83,554) (89,403) (95,750) (102,453) (109,625) (116,092) (123,174) (130,811) (139,052) (148,090) Expenditures (170,489) (175,604) (180,872) (186,298) (191,887) (197,643) (203,573) (209,680) (215,970) (222,449) Transfers out - debt service - (198,438) (198,375) (198,480) (198,395) (198,120) (198,608) (198,905) (198,965) (198,788) Capital Projects & PCM (75,000) (200,000) (700,000) (700,000) Ending Balance(projected) 1,333,453 1,321,338 1,388,461 1,259,614 1,334,842 715,375 800,181 189,251 282,583 379,994 Operating Days 1,916 1,820 1,832 1,592 1,616 832 894 203 291 374 Permanent Capital Maintenance (General) Beginning Fund Balance 20,000 35,000 284,450 6,739 - - - 30,125 77,848 191,383 Revenue 28,750 Transfers in from GF 15,000 20,000 25,000 30,000 35,000 40,000 45,000 50,000 55,000 60,000 Transfer in from PTR Fund (25% annually) 459,650 207,889 223,338 240,929 258,111 274,925 292,722 311,536 326,193 Transers in from GF to make up deficit 154,750 - - 784,723 197,271 892,689 - - - 1,311,837 Expenditures (183,500) (230,200) (510,600) (1,044,800) (473,200) (1,190,800) (289,800) (295,000) (253,000) (1,889,414) Ending Balance(projected) 35,000 284,450 6,739 30,125 77,848 191,383 Utility Fund Beginning Fund Balance 874,246 1,033,926 1,091,059 1,297,462 1,357,845 1,423,866 1,484,176 1,522,374 1,517,794 1,454,142 Revenues 459,398 473,180 487,375 501,997 517,056 532,568 548,545 565,002 581,952 599,410 Impact Fees 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 Water Revenue 1,659,665 1,758,091 2,032,591 2,220,495 2,425,501 2,649,879 2,894,376 3,162,183 3,454,441 3,799,885 Water Revenue (Hillwood/Town Service Area) 107,825 111,535 111,689 128,558 141,413 155,555 171,110 188,221 207,043 227,747 Payroll and Related Expenditures (140,745) (150,597) (161,290) (172,580) (184,660) (195,555) (207,484) (220,348) (234,230) (249,455) Expenditures (565,029) (581,980) (599,439) (617,422) (635,945) (655,024) (674,674) (694,914) (715,762) (737,235) Water Purchases (887,720) (974,277) (1,078,470) (1,136,438) (1,310,672) (1,512,860) (1,747,634) (2,020,415) (2,336,546) (2,687,028) InterFund Payable (57,321) (50,851) (50,851) (29,731) (29,731) (29,731) (29,731) (29,731) (29,731) (29,731) Transfers Out (PCMF)(5% of Exp) (15,000) (105,984) (112,631) (132,889) (143,712) (156,081) (170,278) (186,666) (205,099) (225,239) Transfers Out (PCMF - excess not covered) - - - - - - - - Transfers Out (Impact Fees to GF) (50,000) (50,000) (50,000) (50,000) (50,000) (50,000) (50,000) (50,000) (50,000) (50,000) Debt Service (Hillwood Infrastructure Pymt) (107,825) (111,535) (111,689) (128,558) (141,413) (155,555) (171,110) (188,221) (207,043) (227,747) Debt Service (Keller Overhead Storage) (120,067) (120,864) (120,304) (121,625) (121,107) (121,911) (123,944) (124,015) (123,783) (124,776) Debt Service (Solana water/sewer acquisition) (63,041) (61,723) (61,138) (65,545) (64,735) (63,915) (63,085) Debt Service (2nd Water Source) (129,585) (130,578) (388,383) (388,986) (389,839) (385,433) (390,939) (390,979) (385,724) Capital Projects (173,501) (60,000) (60,000) Net Fund Balance 1,033,926 1,091,059 1,297,462 1,357,845 1,423,866 1,484,176 1,522,374 1,517,794 1,454,142 1,351,164 Restricted Funds (100,000) (103,000) (106,090) (109,273) (112,551) (115,927) (119,405) (122,987) (126,677) (130,477) Ending Fund Balance (projected) 933,926 988,059 1,191,372 1,248,572 1,311,315 1,368,248 1,402,968 1,394,807 1,327,465 1,220,687 Operating Days 181 170 193 171 167 160 150 136 118 99 Page 169 �X� y i v e r Aew Tiowlvv V We4t"eoo, TEN YEAR LONG-TERM PLAN Including all Capital Projects/Debt Total Projected Ending Fund Balance $ 6,376,698 $ 7,022,604 $ 6,863,055 $ 6,377,416 $ 6,173,526 $ 4,358,727 $ 4,172,849 $ 3,000,584 $ 2,622,266 $ 729,426 Page 170 Version #1 Fund Descritpion FY 07-08 FY 08-09 FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 Permanent Capital Maintenance (Utility) Beginning Fund Balance 20,000 35,000 600,634 621,154 977,381 1,332,022 1,596,213 1,861,416 1,925,112 2,143,117 Transfers in from Utility Fund 15,000 105,984 112,631 132,889 143,712 156,081 170,278 186,666 205,099 225,239 Transfer in from PTR Fund (25% annually) 459,650 207,889 223,338 240,929 258,111 274,925 292,722 311,536 326,193 Transfers in from OF to make up deficit - - - - - - - - Expenditures - - (300,000) - (30,000) (150,000) (180,000) (415,692) (298,631) (116,718) Ending Fund Balance (projected) 35,000 600,634 621,154 977,381 1,332,022 1,596,213 1,861,416 1,925,112 2,143,117 2,577,831 Total Projected Ending Fund Balance $ 6,376,698 $ 7,022,604 $ 6,863,055 $ 6,377,416 $ 6,173,526 $ 4,358,727 $ 4,172,849 $ 3,000,584 $ 2,622,266 $ 729,426 Page 170 � LY A* Tow*v 0 Wed000t"* Capital Proiects Expenses - 10 Year Proiection VISITORS ASSOCIATION FUND Performing Art & Science Civic Center (Debt pymt) 198,438 198,375 198,480 198,395 198,120 198,608 198,905 198,965 198,788 Arboretum/Botanic Gardens 200,000 All Faiths Event Center 700,000 History Museum 75,000 Amphitheatre 200,000 Visitors Center 500,000 TOTAL VISITORS ASSOCIATION FUND $ $ 273,438 1 $ 198,375 1 $ 398,480 1 $ 198,395 1 $ 898,120 1 $ 198,608 1 $ 898,905 1 $ 198,965 1 $ 198,788 UTILITY FUND TRA Assumption of N1 Sewer Line 146,501 Water Meter Automation 27,000 60,000 60,000 C Solana water/sewer acquisition (Debt pymt) 63,041 61,723 61,138 65,545 64,735 63,915 63,085 D Second Water Source (Debt pymt) 129,585 130,578 388,383 388,986 389,839 385,433 390,939 390,979 385,724 TOTAL PUBLIC WORKS (UTILITY FUND) --F$-173,501 1 $ 189,585 1 $ 190,578 1 $ 451,424 1 $ 450,709 1 $ 450,977 1 $ 450,978 1 $ 455,674 1 $ 454,894 1 $ 448,809 A Financed for 20 years at 4.7% $ YEAR 01 YEAR 02 YEAR 03 YEAR 04 YEAR 05 YEAR 06 YEAR 07 YEAR 08 YEAR 09 YEAR 10 D Financed for 30 years at 4.9% DESCRIPTION FY 07-08 FY 08-09 FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 A Town Hall/Court/Fire Station (Debt pymt) - - - - 536,156 540,650 536,485 537,005 536,880 540,015 New Water well 35,000 Pond Improvements 25,000 Extend trail east of Glenwyck Farms (Escrowed) 75,000 Cemetery Expansion 250,000 New trails - Solana hookup 75,000 - - New trails - Cemetery hookup 75,000 New trails - Cityhall hookup 75,000 TOTAL FACILITIES & PARKS 35,000 100,000 325,000 75,000 536,156 615,650 536,485 537,005 536,880 540,015 TOTAL (GENERAL FUND) $ 35,000 $ 100,000 $ 325,000 $ 75,000 $ 536,156 1 $ 615,650 $ 536,485 $ 537,005 1 $ 536,880 $ 540,015 VISITORS ASSOCIATION FUND Performing Art & Science Civic Center (Debt pymt) 198,438 198,375 198,480 198,395 198,120 198,608 198,905 198,965 198,788 Arboretum/Botanic Gardens 200,000 All Faiths Event Center 700,000 History Museum 75,000 Amphitheatre 200,000 Visitors Center 500,000 TOTAL VISITORS ASSOCIATION FUND $ $ 273,438 1 $ 198,375 1 $ 398,480 1 $ 198,395 1 $ 898,120 1 $ 198,608 1 $ 898,905 1 $ 198,965 1 $ 198,788 UTILITY FUND TRA Assumption of N1 Sewer Line 146,501 Water Meter Automation 27,000 60,000 60,000 C Solana water/sewer acquisition (Debt pymt) 63,041 61,723 61,138 65,545 64,735 63,915 63,085 D Second Water Source (Debt pymt) 129,585 130,578 388,383 388,986 389,839 385,433 390,939 390,979 385,724 TOTAL PUBLIC WORKS (UTILITY FUND) --F$-173,501 1 $ 189,585 1 $ 190,578 1 $ 451,424 1 $ 450,709 1 $ 450,977 1 $ 450,978 1 $ 455,674 1 $ 454,894 1 $ 448,809 A Financed for 20 years at 4.7% $ 7,000,000 B Financed for 20 years at 4.7% $ 2,500,000 13,200 sq ft. $ 2.60 /sq ft Annual utilities $ 34,320 C Financed for 30 years at 4.9% $ 1,000,000 D Financed for 30 years at 4.9% $ 2,000,000 FY 08/09 D Financed for 30 years at 4.9% $ 4,000,000 FY 10/11 Page 171 Capital Projects - 10 Year Projection Version #1 YEAR 01 YEAR 02 YEAR 03 YEAR 04 YEAR 05 YEAR O6 YEAR 07 YEAR 08 YEAR 09 YEAR 10 DESCRIPTION FY 07-08 FY 08-09 FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 A Town Hall/Court/Fire Station $ 7,000,000 7,000,000 New Water well 35,000 C Financed for 30 years at 4.9% $ Pond Improvements 25,000 $ 2,000,000 FY 08/09 Extend trail east of Glenwyck Farms 75,000 4,000,000 FY 10/11 Cemetery Expansion 250,000 New trails - Solana hookup 75,000 - - New trails - Cemetery hookup 75,000 New trails - Cityhall hookup 75,000 TOTAL FACILITIES & PARKS 35,000 100,000 325,000 7,075,000 - 75,000 - - - TOTAL (GENERAL FUND) $ 35,000 $ 100,000 $ 325,000 $ 7,075,000 $ $ 75,000 $ - $ - $ $ - VISITORS ASSOCIATION FUND Performing Art & Science Civic Center 2,426,000 1,385,000 Arboretum/Botanic Gardens 200,000 All Faiths Event Center 700,000 History Museum 75,000 Amphitheatre 200,000 Visitors Center 500,000 TOTAL VISITORS ASSOCIATION FUND $ 2,426,000 $ 1,460,000 $ - $ 200,000 $ - $ 700,000 $ - $ 700,000 $ $ - UTILITY FUND TRA Assumption of N1 Sewer Line 146,501 Water Meter Automation 27,000 60,000 60,000 C Solana water/sewer acquisition 1,000,000 D Second Water Source 2,000,000 4,000,000 TOTAL PUBLIC WORKS (UTILITY FUND) $ 173,501 1 $ 2,060,000 $ ----60—,0-0-0F$ 5,000,000 1 $ - $ $ - $ - $ $ - A Financed for 20 years at 4.7% $ 7,000,000 B Financed for 20 years at 4.7% $ 2,500,000 C Financed for 30 years at 4.9% $ 1,000,000 D Financed for 30 years at 4.9% $ 2,000,000 FY 08/09 D Financed for 30 years at 4.9% $ 4,000,000 FY 10/11 Page 172 Ace Tlt)W*V 4 1 it) We4t"eoo Anticipated Permanent Capital Maintenance & Replacement Costs - 10 Year Projection Version #1 YEAR 01 YEAR 02 YEAR 03 YEAR 04 YEAR 05 YEAR 06 YEAR 07 YEAR 08 YEAR 09 YEAR 10 DESCRIPTION FY 07-08 FY 08-09 FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 Maintenance Relocation pumps for campus irrigation system - 30,000 - - - 2,500 FM 1938 supplemental landscaping 250,000 HVAC System replacement 5,000 5,000 5,000 - 5,000 5,000 27 ton rooftop units 5,000 21,000 21,000 21,000 21,000 21,000 15 ton spit systems 8,000 - 8,000 19,000 19,000 19,000 19,000 A/C 2 ton & 7.5 ton (server room) - 10,000 Heating boilers - 20,000 CarpeWCT flooring 13,000 19,000 - 19,000 Parking 16,000 - 16,000 Painting/cloth wall coverings repairs 10,000 12,000 10,000 15,000 Exterior Paint - Wood Treatment & replacement 10,000 10,000 10,000 10,000 10,000 10,000 TOTAL FACILITIES & PARKS $ $ 76,000 $ 48,000 $ 333,000 $ 60,000 $ 59,000 $ 57,500 $ 50,000 $ 10,000 $ 36,000 Stagecoach Hills pavement rehabilitation 126,000 243,000 Dove Road Bridge Expansion 57,500 Aspen Lane pavement rehabilitation 79,200 Mahotea Boone rehabilitation 33,000 Wyck Hill resurface 25,000 44,100 Dove Road Resurface (Vaquero to Terra Bella) 313,200 522,000 Ottinger Road (170 to Westlake Academy) 245,000 Ottinger Road (WA to Westlake/Keller city limits) 160,000 Pearson Lane (Dove to Westlake/Keller city limits) 61,600 Roanoke Road (Daimler Chrysler to Westlake/Keller city limits) 88,200 Roanoke Road (170 to Daimler Chrysler) 122,100 Roanoke Road (170 to Westlake/Roanoke limits) 33,000 Main Street (170 to Westlake/Roanoke limits) 12,000 Sam School Road (Kirkwood Branch to Westlake/South lake limits) 51,800 Dove Road (Ottinger Road to Vaquero) 255,200 Randol Mill (Dove Rd to Westlake/South lake limits) 50,000 Ottinger Roundabout 500,000 Dove/Randol Mill Roundabout 350,000 Landscape 114/170 Corridor 100,000 100,000 100,000 TOTAL PUBLIC WORKS $ 183,500 $ 124,200 $ 180,100 $ 711,800 $ 413,200 $ 766,800 $ 232,300 $ 245,000 $ 243,000 $ 572,000 Page 173 Anticipated Permanent Capital Maintenance & Replacement Costs - 10 Year Projection Version #1 YEAR 01 YEAR 02 YEAR 03 YEAR 04 YEAR 05 YEAR 06 YEAR 07 YEAR 08 YEAR 09 YEAR 10 DESCRIPTION FY 07-08 FY 08-09 FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 EMS Grass Fire Unit Apparatus - Re -mount Ambulance Monitor/Defibrillators/AEDS Radio Repeater for Apparatus 150,000 90,000 27,500 30,000 15,000 Quint Fire Apparatus and Equipment 1,281,414 Ambulance Box, Chassis and Equipment 365,000 TOTAL EMS $ $ 30,000 1 $ 282,500 1 $ $ $ 365,000 1 $ $ $ $ 1,281,414 TOTAL (GENERAL FUND) 1 $ 183,500 1 $ 230,200 1 $ 510,600 1 $ 1,044,800 1 $ 473,200 1 $ 1,190,800 1 $ 289,800 1 $ 295,000 1 $ 253,000 1 $ 1,889,414 UTILITY FUND Total SCADA replacement Generator replacement Stagecoach Hills waterline connection Mahotea Boone waterline replacement Dove Road waterline replacement (Ottinger to Vaquero) Pearson Lane waterline replacement (dove to Westlake/Keller limits) Pump/Motor Repair/Replacement 300,000 30,000 80,000 100,000 116,718 315,692 173,631 Replace water pumpstation equipment 150,000 Replace lift station major equipment 100,000 Elevated storage tank paint/refurbish 125,000 TOTAL PUBLIC WORKS (UTILITY FUND) $ $ $ 300,000 1 $ $ 30,000 1 $ 150,000 1 $ 180,000 1 $ 415,692 1 $ 298,631 1 $ 116,718 Page 174 i Aeo-o Tofv*v ioWed,,t"ew TEN YEAR LONG-TERM PLAN Mandatory Capital only Version #2 Fund Description FY 07-08 FY 08-09 FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 General Fund Beginning Fund Balance $ 2,621,565 $ 3,284,653 $ 3,792,494 $ 3,974,431 $ 3,315,683 $ 3,185,068 $ 2,313,992 $ 2,279,475 $ 2,181,620 $ 2,012,328 Sales Tax (Inc $330K FY 07/08; $216K FY 08/09 (Fidelity) 2,000,000 1,936,100 1,771,703 1,824,854 1,879,600 1,935,988 1,994,067 0 2,053,889 2;115,506 2,178,971 Revenues (Inc $600K Fidelity fees FY 07/08) 2,977,244 2,448,562 2,522,019 2,597,679 2,675.,609 2,755,878 2,838,554 2,923,711 3,011,422 3,101,765 Expenditures (2,535,524) (2,611,590) (2,689,937) (2,770,636) (2,853,755) (2,939,367) (3,027,548) (3,118,375) (3,211,926) (3,308,284) Payroll and Related Expenditures (1,616,383) (1,729,530) (1,852,326) (1,981,989) (2,120,728) (2,245,851) (2,382,848) (2,530,585) (2,690,011) (2,864,862) Transfers In (FW Impact Fees) 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 Transfers in (Property Tax Reduction Fund) 919,300 415,779 446,676 481,857 516,222 549,851 585,444 623,017 652,387 Transfer out (DSF) - Town Hall/Court/Fire Station - - - - - - - - - - Transfer Out (SRF) (7,500) (10,000) (10,300) (10,609) (10,927) (11,255) (11,593) (11,941) (12,299) (12,668) Transfer out (Building Fund & Trail Escrow) (375,000) Transfers Out (PCMF) (15,000) (20,000) (25,000) (30,000) (35,000) (40,000) (45,000) (50,000) (55,000) (60,000) Transfer Out (PCMF excess not covered) (154,750) - - (784,723) (197,271) (892,689) - - - (30,451) Transfers Out (Capital Projects) (35,000) (100,000) Net Total 3,284,653 3,792,494 3,974,431 3,315,683 3,185,068 2,313,992 2,279,475 2,181,620 2,012,328 1,719,186 Restricted Funds (Court and Trail restrictions) (345,185) (295,000) (295,000) (295,000) (295,000) (295,000) (295,000) (295,000) (295,000) (295,000) Restricted Funds (Building Fund from TSH) (300,000) Ending Balance (projected) 2,639,468 3,497,494 3,679,431 3,020,683 2,890,068 2,018,992 1,984,475 1,886,620 1,717,328 1,424,186 Operating Days 232 294 296 232 212 142 134 122 106 84 4B Beginning Fund Balance Beginning Fund Balance 390,090 360,359 330,628 300,897 271,166 241,435 211,704 181,973 152,242 122,511 Revenues 1,000,000 1,030,000 1,060,900 1,092,727 1,125,509 1,159,274 1,194,052 1,229,874 1,266,770 1,304,773 Expenditures - - - - - - - - - - Transfers Out (Debt Service) (1,029,731) (1,059,731) (1,090,631) (1,122,458) (1,155,240) (1,189,005) (1,223,783) (1,259,605) (1,296,501) (1,317,034) Ending Balance (projected) 360,359 330,628 300,897 271,166 241,435 211,704 181,973 152,242 122,511 110,250 ** Fund balance represents balance due from OF for various capital projects (balance sheet accounts due to/from-receive $29,731 through 2019) All funds received are being Property Tax Reduction Fund Balance - Beginning Fund Balance 296,075 Revenues (no int income after FY 08-09) 1,030,000 Transfer out to Debt Service Fund (286,583) Transfer out to PCMF (Utility ) 25% annually 1,060,900 Transfer out to PCMF (25% annually) 1,092,727 Transfer out to General Fund (50% annually) 1,159,274 Ending Balance (projected) 1,039,492 Debt Service Fund Beginning Balance Transfer in (GF) 1,039,492 - - - - - - - - 1,060,900 1,060,900 1,092,727 1,125,509 1,159,274 1,194,052 1,229,874 1,266,770 1,304,773 (261,793) (229,343) (199,376) (161,794) (126,831) (94,351) (58,985) (20,737) - (459,650) (207,889) (223,338) (240,929) (258,111) (274,925) (292,722) (311,508) (326,193) (459,650) (207,889) (223,338) (240,929) (258,111) (274,925) (292,722) (311,508) (326,193) (919,300) (415,779) (446,676) (481,857) (516,222) (549,851) (585,444) (623,017) (652,387) Transfers In (4B) 1,029,731 1,059,731 1,090,631 1,122,458 1,155,240 1,189,005 1,223,783 1,259,605 1,296,501 1,317,034 Transfers In (Property Tax Reduction Fund) 286,583 261,793 229,343 199,376 161,794 126,831 94,351 58,985 20,737 - Transferin(Visitors Assoc Fund) - 198,438 198,375 198,480 198,395 198,120 198,608 198,905 198,965 198,788 Expeditures - debt service (Town Hall/Court/EMS) - - - - - - - - - - Expenditures - debt service (Art & Science Bldg) - (198,438) (198,375) (198,480) (198,395) (198,120) (198,608) (198,905) (198,965) (198,788) Expenditures - debt service (1,316,314) (1,321,524) (1,319,974) (1,321,834) (1,317,034) (1,315,836) (1,318,134) (1,318,590) (1,317,238) (1,318,773) Ending Balance (projected) Page 175 i Aeo-o Tofv*v ioWed,,t"ew TEN YEAR LONG-TERM PLAN Mandatory Capital only Version #2 Fund Description FY 07-08 FY 08-09 FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 Visitors Association Fund 487,375 501,997 517,056 532,568 548,545 565,002 581,952 599,410 50,000 50,000 Beginning Fund Balance 1,076,496 1,333,453 1,321,338 1,388,461 1,459,614 1,534,842 1,615,375 1,700,181 1,789,251 1,882,583 Revenues 511,000 526,330 542,120 558,383 575,135 592,389 610,161 628,466 647,320 666,739 Payroll and Related Expenditures (83,554) (89,403) (95,750) (102,453) (109,625) (116,092) (123,174) (130,811) (139,052) (148,090) Expenditures (170,489) (175,604) (180,872) (186,298) (191,887) (197,643) (203,573) (209,680) (215,970) (222,449) Transfers out- debt service - (198,438) (198,375) (198,480) (198,395) (198,120) (198,608) (198,905) (198,965) (198,788) Capital Projects & PCM (2,336,546) (75,000) (57,321) (50,851) (50,851) (29,731) (29,731) (29,731) (29,731) (29,731) Ending Balance (projected) 1,333,453 1,321,338 1,388,461 1,459,614 1,534,842 1,615,375 1,700,181 1,789,251 1,882,583 1,979,994 Operating Days 1,916 1,820 1,832 1,845 1,858 1,879 1,899 1,918 1,935 1,950 Permanent Capital Maintenance (General) (111,535) (111,689) (128,558) (141,413) (155,555) (171,110) (188,221) (207,043) (227,747) (120,067) Beginning Fund Balance 20,000 35,000 284,450 6,739 - - - 30,125 77,848 191,356 Revenue 28,750 (61,723) (61,138) (65,545) (64,735) (63,915) (63,085) (129,585) (130,578) Transfers in from GF 15,000 20,000 25,000 30,000 35,000 40,000 45,000 50,000 55,000 60,000 Transfer in from PTR Fund (25% annually) 459,650 207,889 223,338 240,929 258,111 274,925 292,722 311,508 326,193 Transers in from GF to make up deficit 154,750 - - 784,723 197,271 892,689 - - - 30,451 Expenditures (183,500) (230,200) (510,600) (1,044,800) (473,200) (1,190,800) (289,800) (295,000) (253,000) (608,000) Ending Balance (projected) 35,000 284,450 6,739 224 260 259 30,125 77,848 191,356 188 Utility Fund Beginning Fund Balance Revenues Impact Fees Water Revenue Water Revenue (HillwoodlTown Sry Area) Payroll and Related Expenditures Expenditures Water Purchases Interfund Payable Transfers Out (PCMF) (5% of Exp) Transfers Out (PCMF - excess not covered) Transfers Out (Impact Fees to GF) Debt Service (Hillwood Infrastructure Pymt) Debt Service (Keller Overhead Storage) Debt Service (Solana water/sewer acquisition) Debt Service (2nd Water Source) Net Fund Balance Restricted Funds Ending Fund Balance (projected) Operating Days Page 176 874,246 1,033,926 1,151,059 1,417,462 1,477,845 1,543,866 1,604,176 1,642,374 1,637,794 1,574,142 459,398 473,180 487,375 501,997 517,056 532,568 548,545 565,002 581,952 599,410 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 1,659,665 1,758,091 2,032,591 2,220,495 2,425,501 2,649,879 2,894,376 3,162,183 3,454,441 3,799,885 107,825 111,535 111,689 128,558 141,413 155,555 171,110 188,221 207,043 227,747 (140,745) (150,597) (161,290) (172,580) (184,660) (195,555) (207,484) (220,348) (234,230) (249,455) (565,029) (581,980) (599,439) (617,422) (635,945) (655,024) (674,674) (694,914) (715,762) (737,235) (887,720) (974,277) (1,078,470) (1,136,438) (1,310,672) (1,512,860) (1,747,634) (2,020,415) (2,336,546) (2,687,028) (57,321) (50,851) (50,851) (29,731) (29,731) (29,731) (29,731) (29,731) (29,731) (29,731) (15,000) (105,984) (112,631) (132,889) (143,712) (156,081) (170,278) (186,666) (205,099) (225,239) (50,000) (50,000) (50,000) (50,000) (50,000) (50,000) (50,000) (50,000) (50,000) (50,000) (107,825) (111,535) (111,689) (128,558) (141,413) (155,555) (171,110) (188,221) (207,043) (227,747) (120,067) (120,864) (120,304) (121,625) (121,107) (121,911) (123,944) (124,015) (123,783) (124,776) (63,041) (61,723) (61,138) (65,545) (64,735) (63,915) (63,085) (129,585) (130,578) (388,383) (388,986) (389,839) (385,433) (390,939) (390,979) (385,724) (173,501) 1,033,926 1,151, 059 1,417,462 1,477,845 1,543,866 1,604,176 1,642,374 1,637,794 1,574,142 1,471,164 (100,000) (103,000) (106,090) (109,273) (112,551) (115,927) (119,405) (122,987) (126,677) (130,477) 933,926 1,048,059 1,311,372 1,368,572 1,431,315 1,488,248 1,522,968 1,514,807 1,447,465 1,340,687 181 224 260 259 245 230 211 188 161 133 k 74coo, Tlofw*v 10/ we4t"450 TEN YEAR LONG-TERM PLAN Mandatory Capital only Total Projected Ending Fund Balance $ 6,376,698 $ 7,082,604 $ 7,308,055 $ 7,097,416 $ 7,429,682 $ 6,930,533 $ 7,281,140 $ 7,345,880 $ 7,504,332 $ 7,432,921 Page 177 Version #2 Fund Description FY 07-08 FY 08-09 FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 Permanent Capital Maintenance (Utility) Beginning Fund Balance 20,000 35,000 600,634 621,154 977,381 1,332,022 1,596,213 1,861,416 1,925,112 2,143,089 Transfers in from Utility Fund 15,000 105,984 112,631 132,889 143,712 156,081 170,278 186,666 205,099 225,239 Transfer in from PTR Fund (25% annually) 459,650 207,889 223,338 240,929 258,111 274,925 292,722 311,508 326,193 Transfers in from OF to make up deficit - - - - - - - - Expenditures (300,000) (30,000) (150,000) (180,000) (415,692) (298,631) (116,718) Ending Fund Balance (projected) 35,000 600,634 621,154 977,381 1,332,022 1,596,213 1,861,416 1,925,112 2,143,089 2,577,803 Total Projected Ending Fund Balance $ 6,376,698 $ 7,082,604 $ 7,308,055 $ 7,097,416 $ 7,429,682 $ 6,930,533 $ 7,281,140 $ 7,345,880 $ 7,504,332 $ 7,432,921 Page 177 Ace Tv*tV*V We4t"e0000 } Capital Projects Expenses - 10 Year Projection Version #2 DESCRIPTION FY 07-08 FY 08-09 FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 New Water well 35,000 Pond Improvements 25,000 Extend trail east of Glenwyck Farms (Escrowed) 75,000 Cemetery Expansion New trails - Solana hookup New trails - Cemetery hookup New trails - Cityhall hookup TOTAL FACILITIES & PARKS 35,000 100,000 - TOTAL GENERAL FUND $ 35,000 1 $ 100,000 1 $ - 1 $ $ - 1 $ - 1 $ $ - Is $ - VISITORS ASSOCIATION FUND Performing Art & Science Civic Center (Debt pymt) 198,438 198,375 198,480 198,395 198,120 198,608 198,905 198,965 198,788 Arboretum/Botanic Gardens All Faiths Event Center History Museum 75,000 - - - - - - - - Amphitheatre Visitors Center TOTAL VISITORS ASSOCIATION FUND $ $ 273,438 1 $ 198,375 1 $ 198,480 1 $ 198,395 1 $ 198,120 1 $ 198,608 1 $ 198,905 1 $ 198,965 1 $ 198,788 UTILITY FUND TRA Assumption of N1 Sewer Line 146,501 Water Meter Automation 27,000 60,000 60,000 C Solana water/sewer acquisition (Debt pymt) 63,041 61,723 61,138 65,545 64,735 63,915 63,085 D Second Water Source (Debt pymt) 129,585 130,578 388,383 388,986 389,839 385,433 390,939 390,979 385,724 TOTAL PUBLIC WORKS (UTILITY FUND) $ 173,501 1 $ 189,585 1 $ 190,578 1 $ 451,424 1 $ 450,709 1 $ 450,977 1 $ 450,978 1 $ 455,674 1 $ 454,894T$ 448,809 A Financed for 20 years at 4.7% $ 7,000,000 (not recommended) B Financed for 20 years at 4.7% $ 2,500,000 13,200 sq ft. $ 2.60 /sq ft Annual utilities $ 34,320 C Financed for 30 years at 4.9% $ 1,000,000 D Financed for 30 years at 4.9% $ 2,000,000 FY 09/10 D Financed for 30 years at 4.9% $ 4,000,000 FY 11/12 Page 178 AgE At - Capital Projects - 10 Year Projection Version #2 DESCRIPTION FY 07-08 FY 08-09 FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 A Town Hall/Court/Fire Station New Water well 35,000 Pond Improvements 25,000 Extend trail east of Glenwyck Farms 75,000 Cemetery Expansion New trails - Solana hookup New trails - Cemetery hookup New trails - Cityhall hookup TOTAL FACILITIES & PARKS 35,000 100,000 - - - - TOTAL (GENERAL FUND) $ 35,000 $ 100,000 1 $ $ - $ $ - $ $ - $ $ - VISITORS ASSOCIATION FUND Performing Art & Science Civic Center 2,426,000 1,385,000 Arboretum/Botanic Gardens All Faiths Event Center History Museum 75,000 Amphitheatre Visitors Center TOTAL VISITORS ASSOCIATION FUND $ 2,426,000 1 $ 1,460,000 1 $ $ - $ - $ - $ $ - $ - $ - UTILITY FUND TRA Assumption of N1 Sewer Line 146,501 Water Meter Automation 27,000 60,000 60,000 C Solana water/sewer acquisition 1,000,000 D Second Water Source 2,000,000 4,000,000 TOTAL PUBLIC WORKS (UTILITY FUND) $ 173,501 1 $ 2,060,000 1 $ 60,000 1 $ 5,000,000 1 $ - $ - $ - $ - $ $ - A Financed for 20 years at 4.7% $ 7,000,000 (not recommended) B Financed for 20 years at 4.7% $ 2,500,000 C Financed for 30 years at 4.9% $ 1,000,000 D Financed for 30 years at 4.9% $ 2,000,000 FY 09/10 D Financed for 30 years at 4.9% $ 4,000,000 FY 11/12 Page 179 Anticipated Permanent Capital Maintenance & Replacement Costs - 10 Year Projection Stagecoach Hills pavement rehabilitation 126,000 243,000 Dove Road Bridge Expansion 57,500 Version #2 YEAR 01 YEAR 02 YEAR 03 YEAR 04 YEAR 05 YEAR 06 YEAR 07 YEAR 08 YEAR 09 YEAR 10 DESCRIPTION FY 07-08 FY 08-09 FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 Maintenance Dove Road Resurface (Vaquero to Terra Bella) 313,200 522,000 Ottinger Road (170 to Westlake Academy) Relocation pumps for campus irrigation system - 30,000 - - - 2,500 Pearson Lane (Dove to Westlake/Keller city limits) FM 1938 supplemental landscaping 250,000 Roanoke Road (Daimler Chrysler to Westlake/Keller city limits) HVAC System replacement 5,000 5,000 5,000 - 5,000 Roanoke Road (170 to Westlake/Roanoke limits) 5,000 27 ton rooftop units 5,000 21,000 21,000 21,000 21,000 21,000 Sam School Road (Kirkwood Branch to Westlake/Southlake limits) 15 ton spit systems 8,000 - 8,000 19,000 19,000 19,000 19,000 255,200 A/C 2 ton & 7.5 ton (server room) - 10,000 50,000 Ottinger Roundabout Heating boilers - Dove/Randol Mill Roundabout 20,000 350,000 Landscape 114/170 Corridor Carpet/VCT flooring 13,000 100,000 19,000 - 19,000 183,500 $ 124,200 1 $ 180,100 1 $ 711,800 $ 413,200 $ 766,800 $ Parking 16,000 - 16,000 Painting/cloth wall coverings repairs 10,000 12,000 10,000 15,000 Exterior Paint - Wood Treatment & replacement 10,000 10,000 10,000 - 10,000 10,000 10,000 TOTAL FACILITIES & PARKS $ $ 76,000 $ 48,000 $ 333,000 $ 60,000 1 $ 59,000 $ 57,500 $ 50,000 $ 10,000 $ 36,000 Stagecoach Hills pavement rehabilitation 126,000 243,000 Dove Road Bridge Expansion 57,500 Aspen Lane pavement rehabilitation 79,200 Mahotea Boone rehabilitation 33,000 Wyck Hill resurface 25,000 44,100 Dove Road Resurface (Vaquero to Terra Bella) 313,200 522,000 Ottinger Road (170 to Westlake Academy) 245,000 Ottinger Road (WA to Westlake/Keller city limits) 160,000 Pearson Lane (Dove to Westlake/Keller city limits) 61,600 Roanoke Road (Daimler Chrysler to Westlake/Keller city limits) 88,200 Roanoke Road (170 to Daimler Chrysler) 122,100 Roanoke Road (170 to Westlake/Roanoke limits) 33,000 Main Street (170 to Westlake/Roanoke limits) 12,000 Sam School Road (Kirkwood Branch to Westlake/Southlake limits) 51,800 Dove Road (Ottinger Road to Vaquero) 255,200 Randol Mill (Dove Rd to Westlake/Southlake limits) 50,000 Ottinger Roundabout 500,000 Dove/Randol Mill Roundabout 350,000 Landscape 114/170 Corridor 100,000 100,000 100,000 TOTAL PUBLIC WORKS $ 183,500 $ 124,200 1 $ 180,100 1 $ 711,800 $ 413,200 $ 766,800 $ 232,300 $ 245,000 $ 243,000 $ 572,000 Page 180 Anticipated Permanent Capital Maintenance & Replacement Costs - 10 Year Projection Version #2 YEAR 01 YEAR 02 YEAR 03 YEAR 04 YEAR 05 YEAR 06 YEAR 07 YEAR 08 YEAR 09 YEAR 10 DESCRIPTION FY 07-08 FY 08-09 FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 EMS Grass Fire Unit Apparatus - Re -mount Ambulance Monitor/Defibrillators/AEDS Radio Repeater for Apparatus 150,000 90,000 27,500 30,000 15,000 Quint Fire Apparatus and Equipment Ambulance Box, Chassis and Equipment 365,000 TOTAL EMS $ - $ 30,000 1 $ 282,500 1 $ - $ - $ 365,000 1 $ - $ - $ TOTAL (GENERAL FUND) 1 $ 183,500 1 $ 230,200 1 $ 510,600 1 $ 1,044,800 1 $ 473,200 1 $ 1,190,800 1 $ 289,800 1 $ 295,000 1 $ 253,000 1 $ 608,000 UTILITY FUND Total SCADA Replacement 80,000 Generator Replacement 100,000 Stagecoach Hills waterline connection 300,000 Mahotea Boone waterline replacement 116,718 Dove Road waterline replacement (Ottinger to Vaquero) 315,692 Pearson Lane waterline replacement (dove to Westlake/Keller limits) 173,631 Pump/Motor Repair/Replacement 30,000 Replace water pumpstation equipment 150,000 Replace lift station major equipment 100,000 Elevated storage tank paint/refurbish 125,000 TOTAL PUBLIC WORKS (UTILITY FUND) $ - $ - $ 300,000 1 $ - $ 30,000 $ 150,000 $ 180,000 $ 415,692 1 $ 298,631 $ 116,718 Page 181 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 the oldest settlements in north Texas. The region has always been known for its natural bounty, its trade value, and its wonderful people. The Town of Westlake and northeast Tarrant County has maintained that distinction over the years, becoming one of the most desirable and sought after places to live in America. T9i The Town has seen much change since its original incorporation. During the early years, our Mayor and Board members met to discuss Town business in the comfort of each other's living rooms — an interesting contrast to how our Town operates today. 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. Page 182 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. While nearby cities are easily accessible, Town of Westlake 114 635 35 377 VFW 75 820 - 360 33 �v Fort WarthCallas. J 45 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 saw the addition of several major corporations to the Westlake landscape. These include Fidelity Investments, Daimler -Chrysler, and First American Title. In 2007, pre - development meetings have been conducted for the Shops at Circle T Mall project. Throughout the years, Westlake has proven to be an ideal and innovative business location. Communitv Events Arbor Day The Westlake Arbor Day Celebration is held each October. This annual celebration is an afternoon of activities, live entertainment, best cookie competitions, auctions, and a variety of 1 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. Page 183 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 (PYP, MYP, DP) have been selected as the educational model. Educational technology will be pervasive and will infuse the classroom curriculum. An environment rich with heritage, the Westlake Academy mission is to provide educational opportunities to each child in keeping with his or her individual needs. The primary geographic service area for Westlake Academy is the town limits of Westlake; students from other locations may be considered if seats are available. The current structure for teacher student ratio is 1:15 with a targeted class size of 16 students. Westlake Academy will add an additional grade level each year until we service grades K-12. IBI PFP-->¢: 403 � r d Page 184 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 Elevation 574 feet Major Developments & Planned Developments Fidelity Investments North Texas Campus Solana Corporate Campus Daimler Chrysler Westlake Campus The Shops at Circle T Mall Top Employers Fidelity Investments Daimler Chrysler First American Real Estate Information Services, Inc. Sabre Holdings Wells Fargo Bank McKesson Pfizer Levi Strauss Page 185 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 64.6 cents per $100 valuation. In addition, properties are assessed by one of three school districts contained within Westlake's borders. The total property tax rate, depending on the taxing school district, is as follows: Carroll ISD - $2.441277 per $100 Keller ISD - $2.254277 per $100 Northwest ISD - $2.311277 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 rate of $1.89692 per $100 valuation by the following entities: Northwest ISD - $1.665000 per $100 valuation Denton County - $0.23192 per $100 valuation Page 186 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. 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 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: Annual financial plan in which expenses do not exceed revenues. 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. 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 Board, 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 Board of Aldermen. 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. 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. Page 187 GLOSSARY OF TERMS 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. 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. 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 setoff 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. 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. Page 188 GLOSSARY OF TERMS 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. 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. 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. Generally Accepted Accounting Principles (GAAP): 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. 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. 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. 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. Page 189 GLOSSARY OF TERMS 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. 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 I% per month. Property Tax Reduction Sales Tax (PTR): 1/z 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 1/z cent sales tax that does not share the restrictive spending limitations on revenues designated to the 4A Economic Development Fund 1/2 cent sales tax. 4A sales tax was dissolved and replaced with this sales tax. 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. 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. 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. TXDOT: Texas Department of Transportation Transfer -In: Funds expended in one fund and received in other. User Charges: The payment of a fee for direct receipt of a public service by the party benefiting from the service. Working Capital: Budgeted working capital is calculated as a fund's current assets less current liabilities and outstanding encumbrances. The term is used to indicate unencumbered fund balances in enterprise funds. Page 190 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 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. Pagel 91 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 - Fm 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. ■ Utili , /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. ■ 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. H. 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 - 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.) Page192 TOWN OF WESTLAKE FISCAL AND BUDGETARY POLICIES ■ 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 Propram 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. ■ 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 . F - 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. Page193 TOWN OF WESTLAKE FISCAL AND BUDGETARY POLICIES ■ 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. ■ 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. Affordabili , 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. 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. Page194 TOWN OF WESTLAKE FISCAL AND BUDGETARY POLICIES ■ 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. ■ 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. Page195 TOWN OF WESTLAKE FISCAL AND BUDGETARY POLICIES ■ 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. ■ 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. Pagel 96 TOWN OF WESTLAKE FISCAL AND BUDGETARY POLICIES 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. 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. XM. 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. ■ 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. Page197 TOWN OF WESTLAKE FISCAL AND BUDGETARY POLICIES ■ 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 Mana_eg merit - 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. 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. Page198 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. Diversification Diversification is required in the portfolio's composition. Diversification of the portfolio will include diversification by maturity and market sector and will include the use of a number of broker/dealers or banks for diversification and market coverage. Competitive bidding will be used on each sale or purchase. Yield The Town's investment portfolio shall be designed with the objective of attaining a reasonable market yield, taking into account the Town's risk constraints and cash flow needs. A reasonable market yield for the portfolio will be defined as the six month (180 day) U.S. Treasury Bill which compares to the portfolio's maximum weighted average maturity of six months. 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. Page 199 TOWN OF WESTLAKE INVESTMENT POLICY IV. LEGAL LIMITATIONS, RESPONSIBILITIES AND AUTHORITY Specific investment parameters for the investment of public funds in Texas are stipulated in the Public Funds Investment Act, Chapter 2256, Texas Government Code, (the "Act"). The Act is attached as Exhibit A. The Public Funds Collateral Act, Chapter 2257, Texas Government Code, specifies collateral requirements for all public funds deposits. The Collateral Act is attached as Exhibit B. The Interlocal Cooperation Act, Chapter 791, Texas Government Code, authorizes local governments in Texas to participate in a Texas investment pool established thereunder. V. DELEGATION OF INVESTMENT AUTHORITY The Finance Director, acting on behalf of the Board of Aldermen, is designated as the Investment Officer of the Town and is responsible for all investment management decisions and activities. The Board of Aldermen is responsible for considering the quality and capability of staff, investment advisors, and consultants involved in investment management and procedures. All participants in the investment process shall seek to act responsibly as custodians of the public trust. The Investment Officer shall develop and maintain written administrative procedures for the operation of the investment program which are consistent with this Investment Policy. Procedures will include safekeeping, wire transfers, banking services contracts, and other investment related activities. The Investment Officer shall be responsible for all transactions undertaken and shall establish a system of controls to regulate the activities of subordinate officials and staff. The Investment Officer shall designate a staff person as a liaison/deputy in the event circumstances require timely action and the Investment Officer is not available. No officer or designee may engage in an investment transaction except as provided under the terms of this Policy and the procedures established by the Investment Officer and approved by the Town Manager. VI. PRUDENCE The standard of prudence to be used in the investment function shall be the "prudent person" standard and shall be applied in the context of managing the overall portfolio. This standard states: "Investments shall be made with judgment and care, under circumstances then prevailing, which persons of prudence, discretion, and intelligence exercise in the management of their own affairs, not for speculation, but for investment, considering the probable safety of their capital as well as the expected income to be derived." Limitation of Personal Liability The Investment Officer and those delegated investment authority, when acting in accordance with the written procedures and this Policy and in accord with the Prudent Person Rule, shall 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. Page 200 TOWN OF WESTLAKE INVESTMENT POLICY 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. Delivery versus Pam 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. Page 201 TOWN OF WESTLAKE INVESTMENT POLICY Securities Owned by the Town All safekeeping arrangements shall be approved by the Investment Officer and an agreement of the terms executed in writing. The safekeeping bank may not be within the same holding company as the bank from which the securities are purchased. The custodian shall be required to issue original safekeeping receipts to the Town listing each specific security, rate, description, maturity, cusip number, and other pertinent information. Collateral Collateralization shall be required on all bank time and demand deposits for principal and accrued interest amounts over the FDIC insurance coverage of $100,000 (by tax identification number). In order to anticipate market changes and provide a level of additional security for all funds, collateral with a market value equal to 102% of the total deposits are required. The pledging bank will be made contractually liable for monitoring and maintaining the collateral levels at all times. All collateral will be held by an independent third party bank outside the holding company of the bank, pledged to the Town. Authorized collateral will include only: - Obligations of the US Government, its agencies and instrumentalities to include mortgage backed securities which pass the bank test, - Municipal obligations rated at least A by two nationally recognized rating agencies. The custodian shall be required to provide original safekeeping receipts clearly marked that the security is pledged to the Town. XII. REPORTING The Investment Officer shall submit quarterly reports to the Board of Aldermen containing sufficient information to permit an informed outside reader to evaluate the performance of the investment program and in full compliance with the Act. At a minimum the report shall contain: - Beginning and ending market value of the portfolio by market sector and total portfolio - Beginning and ending book value of the portfolio by market sector and total portfolio - Change in market value during the period - Detail on each asset (book, market, description, par ad maturity date) - Earnings for the period - Overall weighted average maturity of the portfolio The report will be prepared jointly by all involved in the investment activity and be signed by the Investment Officer. It will contain all elements as required by the Act and be signed by the Investment Officers as in compliance with the Act and this Policy. Market prices for assignment of market values will be obtained from an independent source. The three month Treasury Bill average yield for the reporting period will be reported as a gauge of performance and risk. XIII. DEPOSITORIES The Town will designate one banking institution through a competitive process as its central banking services provider at least every five years. This institution will be used for normal banking services including disbursements, deposits, and safekeeping of Town owned securities. 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. Page 202 TOWN OF WESTLAKE RESOLUTION NO. 07-61 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, 2007 AND ADOPTING THE PROPOSED BUDGET FOR THE FISCAL YEAR ENDING SEPTEMBER 30, 2008. 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, 2007 and the proposed Annual Operating Budget for the fiscal year ending September 30, 2008 and appropriates the funds contained therein. SECTION 2: That a copy of the official adopted 2007-2008 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 24th DAY OF SEPTEMBER, 2007. ATTEST: y fir Sutter, TRMC, Town Secretary APPROVE AS TO FORM: L. Stanton o To Attorney Page 203 Scott Bradley, Mayor Trent O. Petty, To ager