HomeMy WebLinkAboutOrd 686 Revising the Budget for Fiscal Year 11-12 and Adopting the Budget for Fiscal Year 12-13TOWN OF WESTLAKE
ORDINANCE NO. 686
AN ORDINANCE OF THE TOWN COUNCIL OF THE TOWN OF WESTLAKE, TEXAS,
REVISING THE BUDGET FOR THE 2011-2012 FISCAL YEAR; ADOPTING THE
BUDGET FOR THE TOWN OF WESTLAKE, TEXAS FOR THE FISCAL YEAR
BEGINNING OCTOBER 1, 2012 AND ENDING SEPTEMBER 30, 2013 INCLUDING
INVESTMENT POLICY, FISCAL AND BUDGETARY POLICIES, COMMITTED AND
ASSIGNED FUND BALANCES; PROVIDING AUTHORIZATION TO THE TOWN
MANGER TO APPROVE APPROPRIATED FUNDS UP TO $25,000; PROVIDING THAT
THE BUDGET TO BE KEPT IN CITY SECRETARY'S OFFICE; PROVIDING FOR A
SEVERABILITY CLAUSE; AND PROVIDING FOR AN EFFECTIVE DATE.
WHEREAS, public notice of a public hearing on the proposed annual budget, stating the
date, time, and place and subject matter of the public hearing, was given as required by the laws of
the State of Texas and; and
WHEREAS, a public hearing was duly held and all interested persons were given an
opportunity to be heard for or against any item therein on September 24, 2012; and,
WHEREAS, as required by Texas Local Government Code 102.002, the budget officer has
prepared a municipal budget to cover the proposed expenditures of the municipal government for
the succeeding year; and,
WHEREAS, the Town Council finds that the passage of this Ordinance is in the best
interest of the citizens of Westlake.
NOW, THEREFORE, BE IT ORDAINED BY THE TOWN COUNCIL OF THE TOWN OF
WESTLAKE, TEXAS:
SECTION 1: That, all matters stated in the Recitals hereinabove are found to be true and
correct and are incorporated herein by reference as if copied in their entirety
SECTION 2: That the Town Council hereby adopts the revised budget for the fiscal year
beginning October 1, 2011 and ending September 30, 2012 as shown in Exhibit "A."
SECTION 3: That the Town Council does hereby approve the proposed Municipal Budget
attached as Exhibit "A", adopting the budget for the fiscal year beginning October 1, 2012 and
ending September 30, 2013.
SECTION 4: That the Town Council hereby gives the Town Manager authorization to
approve any appropriated fiends up to the amount of $25,000.
SECTION 5: That a copy of the official adopted 2012-2013 budget document shall be kept
on file in the office of the Town Secretary.
Ordinance 686
Page 1 of 2
SECTION 6: If any portion of this Ordinance shall, for any reason, be declared invalid by
any court of competent jurisdiction, such invalidity shall not affect the remaining provisions hereof
and the Council hereby determines that it would have adopted this Ordinance without the invalid
provision.
SECTION 7: That this Ordinance shall become effective from and after its date of passage.
PASSED AND APPROVED ON THIS 24TH DAY OF SEPTEMBER 2012.
ATTEST:
KellEdwardU, Town Secretary
Laura L. Wheat, Mayor
•rte •Wn Manager
Ordinance 686
Page 2of2
THE TOWN OF
ESTLAKE
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ramp
Fiscal Year 2012-2013
Proposed Annual
Operating Budget
PERFORMANCE
LEADERSHIP
TEANWORK
DEDICATION
ITE+ ITY
-ng ServiceExcell
VISION STATEMENT
WESTLAKE IS AN OASIS OF TRANQUILITY AND NATURAL
BEAUTY AMIDST AN EVER EXPANDING URBAN LANDSCAPE.
VISION POINTS
A SENSE OF PLACE
DISTINCTIVE NEIGHBORHOODS, ARCHITECTURALLY VIBRANT
CORPORATE CAMPUSES, GRAZING LONGHORNS, SOARING
RED-TAILED HAWKS, MEANDERING ROADS AND TRAILS,
LINED WITH NATURAL STONE AND NATIVE OAKS. 't�>'
WE ARE LEADERS
A PREMIERE PLACE TO LIVE, LEADERSHIP IN PUBLIC
EDUCATION, CORPORATE AND GOVERNMENTAL
PARTNERSHIPS, AND HIGH DEVELOPMENT STANDARDS.
I4
WE ARE A CARING COMMUNITY
INFORMED RESIDENTS, SMALL TOWN CHARM
AND VALUES, HISTORICAL PRESERVATION. 9-
-
EXEMPLARY GOVERNANCE
TOWN OFFICIALS, BOTH ELECTED AND
APPOINTED, EXHIBIT RESPECT, STEWARDSHIP,
VISION, AND TRANSPARENCY. 'zP°
SERVICE EXCELLENCE
PUBLIC SERVICE THAT IS RESPONSIVE AND
PROFESSIONAL, WHILE BALANCING EFFICIENCY,
EFFECTIVENESS AND FINANCIAL STEWARDSHIPAP-
COMMUNITY VALUES
INNOVATION
EDUCATIONAL LEADERS
1�11-
FAMILY FRIENDLY AND WELCOMING
ENGAGED CITIZENS
PRESERVATION OF OUR NATURAL BEAUTY
STRONG AESTHETIC STANDARDS
TRANSPARENT GOVERNMENT
FISCAL RESPONSIBILITY
MISSION STATEMENT
"ON BEHALF OF THE CITIZENS,
THE MISSION OF THE TOWN OF WESTLAKE
IS TO BE A ONE -OF -A -KIND COMMUNITY
THAT BLENDS OUR RURAL ATMOSPHERE
WITH OUR VIBRANT CULTURE
AND METROPOLITAN LOCATION."
TOWN OF WESTLAKE COUNCIL MEMBERS
MAYOR
MAYOR PRO -TEM
COUNCIL MEMBER
COUNCIL MEMBER
COUNCIL MEMBER
COUNCIL MEMBER
LAURA WHEAT
CAROL LANGDON
MICHAEL BARRETT
CLIFTON COX
DAVID LEVITAN
RICK RENNHACK
TOWN OF WESTLAKE ADMINISTRATIVE OFFICIALS
TOWN MANAGER
ASSISTANT TO THE TOWN MANAGER
AND COURT ADMINISTRATOR
TOWN SECRETARY
DIRECTOR OF COMMUNICATIONS
AND COMMUNITY AFFAIRS
DIRECTOR OF FINANCE
DIRECTOR OF PUBLIC WORKS
DIRECTOR OF HUMAN RESOURCES
AND ADMINISTRATIVE SERVICES
DIRECTOR OF PARKS & RECREATION
AND FACILITIES MAINTENANCE
DIRECTOR OF PLANNING
AND DEVELOPMENT
TOM BRYMER
AMANDA DEGAN
KELLY EDWARDS
GINGER AWTRY
DEBBIE PIPER
JARROD GREENWOOD
TODD WOOD
TROY MEYER
EDDIE EDWARDS
FIRE CHIEF RICHARD WHITTEN
TOWN OF WESTLAKE BOARDS 8t COMMISSIONS
WESTLAKE HISTORICAL PRESERVATION SOCIETY
STEPHEN THORNTON, KRISTI LAYTON, MEGAN BRADY,
JIM BUDARF, KAREN STOLTENBERG, BERT SCHULTZ
WESTLAKE ACADEMY FOUNDATION
KEN GORDEN, LEAH RENNHACK, KELLY COX, BILL GREENWOOD,
ZAN JONES, SEAN SHOPE, REBECCA NEIDRICH, JEFF WATSON
CHARLOTTE RYAN, KEVIN HANSEN, APRIL GALLAGHER
� PLANNING & ZONING COMMISSION
BILL GREENWOOD, WALTER COPELAND, ALLEN HEATH,
SHARON SANDEN, WAYNE STOLTENBERG
TEXAS STUDENT HOUSING AUTHORITY
JIM CARTER, GEORGE LEDAK, SCOTT BRADLEY, GREGG MALONE
� PUBLIC ARTS COMMITTEE
BRYAN BIDDLE, GAIL JAMES, AMELIA JOHNSON, KELLY COX,
TRISH BIDDLE, REBECCA NEIDICH, ALLISON ROSS
� 4B ECONOMIC DEVELOPMENT BOARD
LAURA WHEAT, RICK RENNHACK, MICHAEL BARRETT,
CAROL LANGDON, DAVID BROWN, GREGG MALONE
-,>. ARBOR DAY ADVISORY COMMITTEE
TROY MEYER
THE GOVERNMENT FINANCE OFFICERS ASSOCIATION OF THE UNITED
STATES AND CANADA (GFOA) HAS PRESENTED A DISTINGUISHED BUDGET
PRESENTATION AWARD TO THE TOWN OF WESTLAKE FOR ITS ANNUAL
BUDGET FOR THE FISCAL YEAR BEGINNING OCTOBER 1, 201 1.
IN ORDER TO RECEIVE THIS AWARD, A GOVERNMENTAL UNIT MUST
PUBLISH A BUDGET DOCUMENT THAT MEETS PROGRAM CRITERIA AS A
POLICY DOCUMENT, AS AN OPERATIONS GUIDE, AS A FINANCIAL PLAN, AND
AS A COMMUNICATION DEVICE.
THIS AWARD IS VALID FOR A PERIOD OF ONE YEAR ONLY. WE BELIEVE
OUR CURRENT BUDGET CONTINUES TO CONFORM TO PROGRAM
REQUIREMENTS, AND WE ARE SUBMITTING IT TO GFOA TO DETERMINE ITS
ELIGIBILITY FOR ANOTHER AWARD.
Table of Contents
1 .
INTRODUCTION
+ Transmittal Letter 1
�+ Budget Overview and Framework_____________________________________________________ 1.5
+ Financial Analysis - All Funds_______________________________________________________________23
�+ Personnel and Organization ----------------------------------------------------------------- 35
2. GENERAL FUND
ProgramSummary--------------------------------------------------------------------------------------41-
Fund Overview 42
3. SPECIAL REVENUE FUNDS
�+ 4B Economic Development Fund 200
ProgramSummary-------------------------------------------------------------------------------------51-
Fund Overview
52
Inter -fund Repayment Schedule --------------------------------------------------------------
53
+ Economic Development Fund 210
Program Summary-------------------------------------------------------------------------------------55
Fund Overview
56
Tax Reimbursement Schedule - Fidelity Phase 1 _____________________________________57
E.+ Lone Star Public Facilities 418
Program Summary-------------------------------------------------------------------------------------59
Fund Overview
60
:+ Visitors Association Fund 220
Program Summary-------------------------------------------------------------------------------------63
Fund Overview 64
ProgramBudget----------------------------------------------------------------------------------------65
4. DEBT SERVICE FUND
ProgramSummary-------------------------------------------------------------------------------------67
Fund Overview 68
Long Term Debt Summary---------------------------------------------------------------------70
5. ENTERPRISE FUND
T+ Cemetery Fund 255
Program Summary-------------------------------------------------------------------------------------75
Fund Overview 76
Table of Contents
5. ENTERPRISE FUND (continued)
Utility Fund 500
Program Summary -------------------------------------------------------------------------------------
Fund Overview 80
ProgramBudget----------------------------------------------------------------------------------------84
Inter -fund Repayment Schedule _________-----------------------------------------------------
85
Debt Payable Schedule - Keller Overhead Storage_------------------------------ 86
Project 30 - TRA Assumption of N 1 Sewer Line_______________ 87
--------------------------
Project 31 - N1 Sewer Line Transfer Inflow/Infiltration Repairs -----------------88
Project 36 - Ground Storage Tank ------------------------------------------------------------89
6. INTERNAL SERVICE FUNDS
Utility Major Maintenance Fund 510
Program Summary -------------------------------------------------------------------------------------
91
Fund Overview
92
Five Year Projection-----------------------------------------------------------------------------------93
+ General Major Maintenance Fund 600
- FM 1938 Streetscape and Wayfinding-----------------------------------
Program Summary-------------------------------------------------------------------------------------95
Project 28
Fund Overview
96
Five Year Projection-----------------------------------------------------------------------------------97
- SHl 14 and Hwyl70 Enhancements --------------------------------------128
7. WESTLAKE ACADEMY FUND 1.99
ProgramSummary-------------------------------------------------------------------------------------99
Fund Overview 100
ExecutiveSummary ----------------------------------------------------------------------------------- 101-
H. CAPITAL PROJECT FUND
ProgramSummary-------------------------------------------------------------------------------------123
Fund Overview
124
Five Year Projection-----------------------------------------------------------------------------------125
Project 20
- FM 1938 Streetscape and Wayfinding-----------------------------------
126
Project 28
- Streets Survey-------------------------------------------------------------------------127
Project 30
- SHl 14 and Hwyl70 Enhancements --------------------------------------128
Project 31 - Stagecoach Hills Reconstruction and Drainage, -----------------129
Project 34
- South Roanoke Road Reconstruction and Drainage ----------130
Project 40
- Sam School Road Reconstruction and Drainage---------------131-
Project 41
- Dove Road Reconstruction and Drainage --------------------------132
Project 42
- Trail Connection at Hwy 114 and Solana Blvd ---------------------133
Project 45
- Westlake Portion of Hillwood Projects ----------------------------------134
Project 46
- Westlake Academy North Driveway Lighting ----------------------135
Project 47
- Hwy 377 Westport Parkway Signal ----------------------------------------136
Project 48
-Westlake Academy Expansion ----------------------------------------------137
Table of Contents
9. CAPITAL IMPROVEMENTS
Capital Improvement Plan-----------------------------------------------------------------------139
Approved Capital Projects - 5 Year Projection ______________________________________140
Unfunded Capital Projects - 5 Year Projection ______________________________________141_
10. FIVE YEAR FORECAST
Five Year Financial Forecast Narrative 143
Five Year Financial Forecast All Municipal Funds ------------------------------------ 145
COMMUNITY PROFILE
General Information
151
History of Westlake-------------------------------------------------------------------------------------152
LocalGovernment ------------------------------------------------------------------------------------
1.54
CommunityEvents-------------------------------------------------------------------------------------155
WestlakeAcademy-----------------------------------------------------------------------------------156
Facts, Figures, Statistics------------------------------------------------------------------------------157
Population and Employers------------------------------------------------------------------------158
SalesTax Rates-------------------------------------------------------------------------------------------159
PropertyTax -----------------------------------------------------------------------------------------------
1.60
12. APPENDIX
Glossary of Terms 1.63
Fiscal and Budgetary Policies ------------------------------------------------------------------- 1.69
InvestmentPolicy --------------------------------------------------------------------------------------- 191_
StrategicPlan---------------------------------------------------------------------------------------------195
rIVIRC1. �eruice EXCello
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THE TOWN €3F
ESTLA E E
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TRANSMITTAL
LETTER
The Transmittal Letter is written to the Town Council by the Town Manager and
provides a high-level preview of the Town Manager's proposed budget. It contains
hard numbers including the proposed tax rate and proposed fund summaries as
well as overviews of the departmental business plans. The letter helps tie together
the core elements which make up the proposed budget and illustrates how those
elements further the Town's goals found within the Strategic Plan.
PERFORMANCE
LEADERSHIP
TEA I WORIS
DEDICATION
INTECRITY
NOW— N
I { 1
A
khIrL.1ing Service_
September 18, 2012
Honorable Mayor and Town Council:
INTRODUCTION
TRANSMITTAL LETTER
It is my pleasure to submit for your consideration the Proposed FY 2012-13 Budget for the Town of
Westlake; the theme for which is "Driving Service Excellence." With this theme in mind, this budget
has been prepared with the following three -fold strategic focus with the intent of achieving as an
end product, an excellent quality of life for Westlake residents and businesses:
• Continued substantial investment in the Town's infrastructure
• Investing in our employees, our most important resource for achieving service excellence
• Maintaining our position as a premiere knowledge based community, as well as a
community recognized both statewide and nationally for our innovative approaches to
local government service delivery.
During my tenure as your Town Manager / Superintendent, our community has faced many
important decisions which have helped to shape our future and guide our growth. We have
expanded our capacity as an organization through:
• the development of strategic plans and identifiable performance measures for both our
municipal and educational operations.
• conducting elected official governance and staff professional development sessions to
improve our proficiency in those areas.
• keeping a continued short and long-term focus on fiscal management that involves
responsible budgeting and transparency for our citizens.
• increasing our communication and outreach efforts to our community via the continued
use of neighborhood meetings, corporate partnerships, and the re -design of our website.
• expanding enrollment, providing new course offerings, and emphasizing high student
achievement and student expansion at Westlake Academy.
All of these tasks are necessary to create the one -of -a -kind community that Westlake residents
cherish and enjoy. As a staff, we would like to say `thank you' for the time and effort the Town
Council invests in both the Town and its school, Westlake Academy.
PROPOSED BUDGET OVERVIEW
On behalf of the Leadership Team and all staff members, I am presenting the Proposed Town of
Westlake's FY 2012-13 budget document for the Council's consideration as follows:
• The FY 12-13 budgeted amount totals $26,089,720 for all funds (including $1,923,218 transfers
in from fund balance for operating, debt service, capital projects, major maintenance and
equipment replacement needs).
Page 1
TRANSMITTAL LETTER
• This represents a 25% increase in the total fund balance from the FY 2011-2012 estimated
budget. If only municipal operating expenses were taken into consideration (removal of all
expenses related to capital projects, Westlake Academy and interfund transfers), the
proposed FY 2012-13 budget would show a 47o decrease in municipal expenditures from the
FY 2011-12 estimates. This is due in large to the cost reductions in our economic
development fund resulting from the completion of the construction of Deloitte University
during the 11-12 fiscal year; which in turn lowered our economic development sales tax
rebates related to that project. This is also due to the FY 11-12 proposed transfer of $400,000
which represents a contribution to the Westlake Academy Foundation of the funds received
from the Texas Student Housing.
Three years ago, in order to provide a more holistic and comprehensive overview of all of our
financial obligations, revenue sources, and program of services that fall under the umbrella of the
Town of Westlake, we began including in the municipal budget the operational costs for Westlake
Academy.
A summary of the changes in Fund Balance from the projected beginning fund balances to the
estimated FY 2011-12 fund balances are as follows:
Beginning Revenues and Expenditures Ending
Fund Other Funding and Other Net Fund Inc(Dec)
Fund Type Balance Sources Funding Uses Change Balance Percent
General Fund 4,226,543 5,518,605
7,247,103 1,728,499
2,498,044 -41%
Special Revenue 1,248,742 1,668,203
1,833,126 (164,923
1,083,819 -13%
Debt Service Fund 29,796 1,586,452
1,616,248 (29,796)
(0) -100%
Enterprise Funds 3,118,937 4,812,694
4,667,844 144,850
3,263,787 5%
Internal Services 948,569 601,875
381,670 220,205
1,168,774 23%
Westlake Academy 683,309 5,884,257
5,876,479 7,778
691,087 1%
Capital 3,049,080 9,327,500
4,467,249 1 4,860,251
1 7,909,331 1 159%
Total $13,304,976 $29,399,586
$26,089,720 1 $3,309,866
1 $16,614,842 1 257.
As can be seen above, the FY 2012-13 budget shows the following changes and trends in fund
balances for the Town's major funds:
® The Capital Projects Fund's fund balance will increase due to a proposed $8.5M issuance for
Westlake Academy facility expansion. This increase as well as the ongoing implementation
of the (5) Year Capital Improvement Program (CIP) will bring the fund balance to a
proposed $3.3M. The CIP is reviewed, updated, and approved each year by the Town
Council. The FM 1938/ Davis Blvd. streetscaping plan will begin in earnest this coming year
and the final expenditures for the J. T. Ottinger/Dove Road improvements will wind down.
We will also begin to implement the enhancement projects along SH 114/Hwy 170 during
the 12-13 fiscal year and start reconstruction and drainage work on Dove Road east of FM
1938.
® The method for funding a second ground storage water tank for our water system is still
under consideration. Because of that, it is proposed in this FY 12-13 budget to transfer,
through an inter-fund loan, funds from the General Fund to the Utility Fund. The amount of
$2,000,000 is proposed to be re-paid over five year with a $400,000 annual payment.
However, if we can work out the ability to issue bonds for this project, that would be the
preferred method of financing this needed facility and an inter-fund loan from the General
Fund to the Utility Fund will not be necessary.
Y Page 2
TRANSMITTAL LETTER
® A transfer from the General Fund to the Major Maintenance and Replacement Fund will
continue in this fiscal year, with transfers out of $550,000. The expenditures will be used for
plant/building maintenance at the Academy, trail repair work, replacement of an existing
vehicle, as well as technology upgrades. A portion of the remaining balance will be held
for the future replacement of the ladder truck for the Fire Department in FY 2016-17. Internal
Service funds show a projected 23% increase of $220,205, due to the transfer of funds into
the two major maintenance and equipment replacement funds (Utility and General), to
accumulate funds for various repair and replacement items.
The net change to Fund balance for Westlake Academy is positive due, in part, to a $300
thousand contribution from the Westlake Academy Foundation which is intended to help
with the negative impact of the reduction in State funding for public schools across Texas.
® Special Revenue funds project a 13% decrease in total fund balance in the amount of
$164,923 by the end of FY 2012-13. This reduction is primarily due to the Visitors Association
Fund (i.e. Hotel -Motel Occupancy Tax Fund), where debt service payments are proposed to
be transferred for the bond issue payment related to construction of the Westlake
Academy Sam and Margaret Lee Arts & Sciences Center.
As required by State law, the proposed FY 2011-12 municipal budget has been prepared with
the base assumption that the Town's first priority is to have a balanced budget. Further, that it is
a Town priority to fund and deliver basic, high quality, municipal services to our residents and
businesses. Service levels are in alignment with residential feedback regarding priorities from
our most recent Direction Finders (citizens') survey results and the Town's Strategic Issues -
focused Governance System (SIGS). In FY 2011-12 our previous strategic plan was redesigned
into a comprehensive governance system and contains the Council -developed vision, mission
and community value statements, an issues focused strategic plan, a strategy map, balanced
score card, and financial allocations according to a program based budget. The goal is to
increase our transparency with residents while providing the staff with clear directives and
performance measures related to our comprehensive strategy map.
FY 2012-13 PROPOSED BUDGET IN A FIVE YEAR CONTEXT
Evaluating the adopted budget within a forecast context is important as it shows whether we are
on the right road financially in FY 2012-13 with the theme of "Driving Service Excellence". This
excerpt from the updated Financial Forecast for the Town's General Fund illustrates the trend for
the next five years:
DESCRIPTION
ACTUAL
FY 10-11
ESTIMATED
FY 11-12
PROPOSED
FY 12-13
FIVE YEAR PROJECTION
FY 13-14 FY 14-15 1 FY 15-16 FY 16-17
FY 17-18
GENERAL FUND SECTION
Beginning Fund Balance
$3,731,332
$3,323,861
$4,226,543
$2,498,044
$2,601,693
$2,265,899
$2,140,582
$2,111,025
Total Revenues/Transfers In
6,308,147
6,169,127
5,518,605
6,049,681
6,183,870
6,321,468
6,462,566
6,607,255
Total Expenditures/Transfers Out
6,715,618
5,266,445
7,247,103
5,946,032
6,519,664
6,446,784
6,492,123
6,595,052
Net Total
$3,323,861
1 $4,226,543
$2,498,044
$2,601,693
$2,265,899
$2,140,582 1
$2,111,025
$2,123,228
Total Restricted Funds
406,464
254,295
248,025
252,986
258,045
263,206
268,470
273,840
Ending Balance(projected)
$2,917,397
$3,972,248
$2,250,019
$2,348,708
$2,007,854
$1,877,376
$1,842,554
$1,849,388
Operating Days
262
308
182
159
134
124
119
117
Excerpt from Five Year Forecast (General Fund section only)
Page 3
TRANSMITTAL LETTER
AD VALOREM TAX ANALYSIS
Ad valorem taxes account for 21% of General Fund revenue ($1,183,514 proposed for FY 2012-13)
and 4% of our overall revenues. This will be the third year the Town has assessed a property tax.
Our ad valorem tax rate is the lowest for municipalities in the immediate area. The ad valorem tax
rate per $100 of assessed valuation is proposed to remain at $.15684 for FY 12-13. This is less than the
effective tax rate of $.19326 that we could levy. As a reminder, the effective tax rate is the tax rate
calculated by a complex formula to determine the tax rate that could be levied to raise exactly
the same amount of revenue as in the preceding fiscal year.
Our assessed valuation increased by 11.2% for FY 12-13. However, the portion of this assessed
valuation that we can actually use to levy an ad valorem tax decreased by 8%. This was due
largely to tax abatements on Fidelity II and Deloitte University. Fidelity is eligible to receive these
abatements in FY12-13; however, they were not eligible in FY 11-12 because they did not meet their
employment targets required in our economic development agreements with them. However,
even with these abatements lowering the portion of our assessed valuation on which we can levy
our property tax in FY 12-13, we are able to use a lower tax rate than the effective tax rate because
of; (a) on-going revenue streams, and (b) one-time sales tax revenue in FY 2011-12 from the Deloitte
University project, as well as other businesses located in Westlake.
The ad valorem tax rate used in this proposed FY 2012-13 budget and compared to the prior year
rate is as follows:
More property tax revenues than anticipated were received in the prior year. By being able to use
those remaining funds to service our bond payment on the street improvements, we are able to
lower the I&S rate; therefore, increasing the M&O rate to keep our proposed rate the same as FY
2011-12.
The proposed FY 2012-13 tax rate of $0.15684 is 23% less than the effective rate we are allowed to
use by law in FY 2011-12 of $0.19326 per $100 of the assessed valuation. Below is a table noting our
prior year tax revenues as well as the proposed rate for FY 2012-13.
Fiscal Year
FY 11-12
Adopted
Tax Rate
FY 12-13
Proposed
Tax Rate
Variance
M&O
$0.138350
$0.141970
$0.003620
I&S
$0.018490
$0.014870
$0.003620
Total
$0.156840
$0.156840
$0.000000
More property tax revenues than anticipated were received in the prior year. By being able to use
those remaining funds to service our bond payment on the street improvements, we are able to
lower the I&S rate; therefore, increasing the M&O rate to keep our proposed rate the same as FY
2011-12.
The proposed FY 2012-13 tax rate of $0.15684 is 23% less than the effective rate we are allowed to
use by law in FY 2011-12 of $0.19326 per $100 of the assessed valuation. Below is a table noting our
prior year tax revenues as well as the proposed rate for FY 2012-13.
Fiscal Year
Net
Taxable Value
Total
Tax Rate
Total
Tax Revenue
2013 proposed
$833,636,407
$0.156840
$1,307,483
2012 actual
$913,119,313
$0.156840
$1,434,151
2011 actual
$880,163,946
$0.160100
$1,257,246
Page 4
TRANSMITTAL LETTER
FY 2012-13 BUDGET THEME: "DRIVING SERVICE EXCELLENCE"
Over the course of the last several years, we have incorporated a 'theme' into our budget
document to help guide and focus our efforts on the critical issues facing us for the coming budget
year.
• In FY 2009-10, the budget theme was "Critical Challenges, Critical Choices" as we initiated
community -wide dialogue on how best to achieve our community's vision for Westlake,
ensure our quality of life, as well as begin the task of identifying our challenges as it related
to our future financial sustainability.
In FY 2010-11, the budget theme was "Securing the Vision." After a lengthy community
dialogue and Council discussions, the Council took the important step to institute our first ad
valorem property tax to stabilize our revenue stream and shift from a revenue source to fund
Town services that relied almost solely on a general sales and use tax. The decision reversed
the preceding trend of depleting the General Fund and allowed for much needed
reinvestment in our infrastructure.
Decisions in FY10-11 led to the FY 2011-12 budget theme of "Investing in Our Future". This
was because assessment of a small property tax has given us the ability to invest in the
improvement of roadways and other infrastructure projects that will provide tremendous
benefits to our residents and businesses over the next several years. In addition to the Town
funded capital projects plan, Staff has worked hard to identify and secure infrastructure
funding through public/private and inter -local funding partnerships, along with grant
funding, to minimize the impact to our tax rate and General Fund while providing high-
quality infrastructure. The results of the utilization of these non -Town resources to the benefit
of Westlake can be seen in:
■ Construction of FM 1938/Davis Blvd, a $15 million dollar project funded primarily by
State and Federal dollars
■ Dove Road/Pearson Lane intersection improvements, a new north entrance to
Westlake Academy, as well as the Dove and J. T. Ottinger Road upgrades funded
primarily by a $4.6 million dollar development agreement with Hillwood Properties.
Landscaping of the medians on the soon to be completed FM 1938/Davis Blvd.
project will be funded by a $670,000 Green Belt grant from TxDOT which helps us
offset the associated costs for the streetscaping of this important north/south
corridor.
The selection of any budget theme is intended to bring into focus how resources are
recommended to be prioritized and used in order to take the next step in achieving or creating our
vision, mission and community values for Westlake. Over the history of our Town, budgets have
been prepared with an eye toward being fiscally conservative, while providing for the highest
quality of customer service that our residential population has come to expect in Westlake.
In that light, the FY 2012-13 theme of "Driving Service Excellence" focuses on providing resources
that will improve our ability to deliver excellent customer service, something that is integral to
maintaining Westlake's quality of life and its status as a one -of -a -kind community.
To achieve this focus of "Driving Service Excellence," the proposed FY 2012-12 budget reflects three
major areas of emphasis as follows:
Page 5
TRANSMITTAL LETTER
® Investment in Service Delivery Sustainability $714,260
➢ Strategic Plan Vision Points Impacted:
■ We are Leaders
■ Service Excellence
The following projects are allowable through prior/current funding, which was reserved
through transfers to the General Maintenance & Replacement Fund (a fund established to
continually set aside allocations for existing building refurbishment, as well as replacement
of existing equipment/vehicles on an as needed basis). A portion of the reserve from the
General Maintenance & Replacement Fund will fund the following in this fiscal year:
Replacements/Repairs:
■ $ 49,000 - Fire Chief vehicle
■ $ 24,000 - Internally illuminated street signs on traffic signal poles
■ $ 21,250 - Fire hydrant repair and painting
■ $ 31,200 - Pump/motor repair/replacement at pump station
Reserved for repairs/replacements/maintenance
■ $76,600 - Westlake Academy physical plant maintenance and building
refurbishment
■ $ 10,000 - Trail repair work
■ $ 82,800 - HVAC at Westlake Academy, security system upgrades and refurbish
classrooms
■ $ 31,500 - Technology upgrades
Funds provided for future costs:
■ $ 276,100 towards replacement of our existing fire ladder truck in FY 2015-16 as well
as on-going maintenance and replacement needs
Additional funding allocated in the operating funds for the following:
■ $ 12,560 - Radio investment/communication (note: partially funded through the use
of $4,000 from Court Security restricted fund)
■ $ 2,500 - Barricade /Cone replacement
■ $ 3,000 - Community `Code Red' emergency notification system
■ $ 2,650 - Fire equipment repair and maintenance
■ $ 12,000 - Marketing / Advertising / Promotional material
■ $ 23,100 - Pump station landscaping replacement, GIS conversion costs, ROW
maintenance and additional State mandated water testing
■ $ 56,000 - Records Management/Document Control System -Laser Fiche to provide
for scanning and electronic retrieval capabilities of Town records (note: partially -
funded through shared allocations, $28,000 from GF, $14,000 from VA, $14,000 from
OF ($12,500 from the Court Technology restricted fund will offset the $28,000 GF
allocation))
® Investment in Core Service Delivery Quality $ 152,369
➢ Strategic Plan Vision Point Impacted:
■ Service Excellence
$ 100,000 - Workforce Attraction and Retention: First year of a 2 -year program to
fund for market pay adjustments (includes employer benefit costs)
$ 16,425 - Maintenance of current payroll costs (health, property, vehicle, general
liability)
Page 6
TRANSMITTAL LETTER
■ $ 18,474 - Police Services: Cost increase in annual Keller Police services contract
■ $ 17,470 - Enhanced Professional Development Programs as well as increased
funding for fuel and mileage adjustments
■ Addition of Part -Time Utility Billing Clerk: $-0- (Note: reduction in utility fund expenses
and finance overtime will be used to offset this cost)
® Investment in Infrastructure (Capital Improvement Plan) $8,309,583
➢ Strategic Plan Vision Point Impacted:
• Sense of Place
■ We are Leaders
■ Service Excellence
■ $3,117,249 - Street, drainage, streetscape, and trail projects
■ $1,350,000 - Westlake Academy Facility Expansion
■ $2,000,000 - Water & sewer utility capital improvements
■ $1,842,334 - Hillwood Properties' remaining Dove/Ottinger Road improvements
contribution
FY 2011-12: INVESTMENTS AND ACHIEVEMENTS
Over the past several months, we have accomplished many important milestones in pursuing our
quest for Westlake to be a premiere place to live, work, and raise a family. These range from
strategic -issues focused tasks to meeting various milestones, awards and recognitions, as follows:
The Westlake Town Council received the award for "Council of the Year" from the Texas City
Managers Association. This honor recognizes those governing bodies that have a
demonstrated commitment to ethical service, put the welfare of the citizens above
personal gain, function well as a governance unit, support staff professional development,
and positively impact their community. The award nomination outlined the difficult ad
valorem property tax decision, the continuing commitment to professional management
and development, and the Westlake Town Council's ability to work together in difficult
situations. This is a great honor and recognition for your commitment to Westlake.
Congratulations!
® Received the International City/County Managers Association Community Sustainability
Program Excellence Award for Westlake Windows: Transparent Government in Focus (TGIF).
The category recognizes those communities who have shown a commitment to
"innovation, excellence, and success in balancing that community's social, economic,
environmental, and cultural needs". (ICMA). We submitted the award with an emphasis on
our communication efforts as it related to financial sustainability, transparency with capital
improvement efforts, neighborhood meetings, Westlake e -Tube, website redevelopment,
email newsletters, and other forms of community outreach programs.
® Completed the first full year of operations for our Communications & Community Affairs
office. Additional notifications and a streamlining of our community outreach was
completed through the use of electronic email "mini -newsletters" which have allowed us to
provide Westlake residents with more timely and relevant Westlake -related material on a bi-
weekly (or more often, if needed) basis. Our Communications Office also assisted in
preparation of materials for Westlake Academy to enhance our faculty recruitment and
prospective parent outreach. These materials included:
Page 7
TRANSMITTAL LETTER
■ Teacher recruitment brochures
■ Marketing brochures
■ Parent prospectus covering our school's three (3) IB curriculums
The Town's previous strategic planning document was restructured from a traditional format
to a comprehensive governance system which we call the Strategic Issues -focused
Governance System (SIGS). The system follows a Balanced Scorecard format with a four -
tiered strategy map, an issues -focused set of staff action items, outcome strategies that
align with our community value statements and a program based budget allocation.
® Continued implementation of the Town Council's approved Five (5) Year Capital
Improvement Plan (CIP). The public / private partnership between Hillwood Properties and
the Town for Dove Road improvements will be finalized by mid-August.
® The Stagecoach Hills roadwork project is also now nearing completion, marking the end of
a 3 year program to upgrade that subdivisions drainage, water distribution, and street
systems.
® Construction on the State's $15 Million Phase 1 FM 1938 (Davis Blvd.) project will likely be
finished in the 11-12 fiscal year. We have opened two initial north / south lanes of traffic to
facilitate mobility, and expect the final completion this fall. Once road construction crews
leave the area, Staff will begin working on the Town Council -approved streetscaping plan
(contained in our CIP) to help identify this new and significant entry point and corridor for
our community.
® The Town continued to receive recognition for the transparency and high quality of its
financial reporting by:
■ receiving the Certificate of Achievement for Excellence in Financial Reporting, as well as
the Distinguished Budget Presentation Award from the Governmental Finance Officers
Association (GFOA) in FY 2011-12. This marks the 5th year in a row that we have received
this honor for our municipal budget and the 3rd year for our educational services
budget.
■ receiving recognition from the Association of School Business Officials International as a
recipient of the International Award for Budget Excellence for the past three years.
• completing the Comprehensive Annual Financial Report (CAFR), also known as the
annual audit which has also been recognized through GFOA for the last five years.
® The Finance Department also created the Town's first Popular Annual Financial Report
(PAFR) converting much of the budget document into an easy -to -read format for our
residents. The goal is to encourage resident awareness as it relates to Town finances through
the condensed version of the budget. The report provides an "overview of our financial
position and policies, and conveys our commitment to delivering responsive services and
programs in a fiscally responsible manner." (PAFR document).
® Invested significant time and effort in pursuing development of a facility plan for Westlake
Academy, a process that is still underway.
Deloitte University opened for full operation in October 2011 and has been an
overwhelming success. While being built, it was the largest ($300 million) private
construction project in Texas. It serves as Deloitte's state -of -the art national and
international learning center for its employees bringing Deloitte employees to Westlake from
all over the world.
TRANSMITTAL LETTER
® What began as retail construction in FYI 0-1 1 came to fruition in FYI 1-12 with the opening of
the new Quik Trip convenience store and the Centennial Fine Wine and Spirits store. This is
Westlake's first retail development outside of Solana. It is located along the Town's western
boundary at the northwest corner of SH 170 and SH377 and has already had a positive
impact on our sales and use tax collection rates.
® In FYII-12 the Town neared completion of the implementation of a development
agreement with Hillwood Properties whereby, as a part of commitments Hillwood had for
development of Deloitte University, they invested $4.6 million in street improvements on
Westlake's major roadways- Dove Road and JT Ottinger Road.
® Westlake was recognized again by Forbes Magazine as one of the wealthiest communities
in the United States, with a median household income of $250,000. Our community shared
this spotlight with Chevy Chase, MD, a city of twice our population size. The article
mentioned Westlake's small town feel, limited population, and also touched on many of our
high-profile residents.
® Westlake's Historic Preservation Society implemented their historic markers program with the
first marker being located at the former Buck King homestead at Aspen and Pearson Lanes.
The Society also held their first classic car show which was a major success both in terms of
collector participation and attendance.
The Town's open enrollment charter school, Westlake Academy, finished its ninth year of
operations with another strong showing of academic and extra -curricular results by our
students. This year's graduating class had an overall 89% success rate in obtaining the
prestigious International Baccalaureate Diploma and the 28 graduates were offered
collectively over $3.5 million in scholarships and grants. The Academy's enrollment
continues to grow with a preliminary number of 675 students enrolled for 2012-13 School
Year.
® Westlake Academy was also ranked among the best high schools in America. U.S. News &
World Report ranked the school as 37th in the nation, 5th in Texas and 6th in national charter
schools. They further designated the Academy as a Gold Medal recipient. Newsweek
listed the school as the 18th best high school in the United States and the Washington Post
shows them as 36th out of 1,800 schools across the nation.
FY 2012-13 BUDGET PREPARATION METHODOLOGY
Certain assumptions, parameters, and approaches were utilized as the FY 2012-13 budget
document was prepared consistent with our overall Town philosophy of operating our community
with a focus on fiscal responsibility. These include; readily identifying and tracking cost increases as
they relate to maintaining or increasing service levels, identifying the use of fund balances and
inter -fund transfers, delineating the amount for employee compensation increases, and clearly
explaining the conservative approach used for revenue estimating. Also, the Town Council's
financial policies (contained in the appendix of the budget), were followed in preparation of the
numbers. Highlights of these approaches and parameters are:
® Maintained minimum fund balances to exceed Town Council policy requirements (90 day
fund balance)
Page 9
TRANSMITTAL LETTER
® Conservative revenue estimating that identified one-time and on-going revenues. With a
focus on "drill down" analysis to determine our actual on-going sales tax revenue stream on
an annual basis.
Estimated expenditures for current levels of service in FY 2012-13 were achieved by:
a) Adjusting for actual spending in FY 2011-12
b) Deducting one-time FY 2011-12 expenditures to create the adopted base budget for
the coming fiscal year. Any anticipated cost increases, due to inflation or program cost
escalations, were identified and separated from the current base budget in the form of
"service level adjustments" (SLA's).
® Allocating resources to begin a two year process to move municipal employees to a market
competitive position in terms of their compensation that mirrors our policy and practice in
that regard for Westlake Academy faculty, (i.e. target being within 3% of the median of the
market for our various municipal positions). This approach, recommended to be set by
Council policy, has served our school well and Staff in turn recommends we utilize the same
approach for the remainder of the organization, (i.e. target being within 3% of the market
median for municipal employees as well). Most of our municipal positions are far below
market in terms of compensation, even when taking into account the combined nature of
many of our municipal positions (that they wear multiple "hats" in the execution of their job
duties). This gives us the opportunity to not only invest in this important organizational
investment and resource, but to address it in a way that reasonably assures we are market
competitive and can attract and retain employees within reasonable economic
boundaries. There would be no performance pay proposed for FY 12-13 since Staff is
recommending addressing our pay market deficiencies over the next 2 fiscal years.
® All costs for base budgets, as well as service level adjustments due to cost
increases/inflation, were "scrubbed" through review and analysis by the Town Manager and
Finance Director. Programs of service were analyzed during budget review sessions with the
Leadership Team. This helps ensures maximum efficiency, effectiveness, and utilization of
our financial resources. The sustainability of the funding request, as well as the economy
realities we currently face, are a primary concern during any review process.
GOVERNING AND MANAGING FOR OUTCOMES
As our organization has developed, we have created a framework through the progression from a
traditional strategic plan to a comprehensive governance system that is outcome focused. The
end result is to create a high performing team that is focused on the overall goals and objectives
established by the Council, customer service, program provision, financial stewardship and
organizational and personal development. This team focus, along with the governance system,
makes Westlake a truly unique community that produces top-notch results with a small staff while
maximizing the use of public funds for our Town. Further, the framework links together these critical
governance and management decision making tools called "Governing and Managing for
Outcomes" which is designed to integrate:
® Vision driven strategic planning, strategy mapping, and outcome based performance
indicators
® Ten (10) year financial forecasting, budgeting, and performance measurement linked to
strategic priorities, objectives, and outcomes to ensure a long term approach that provides
financial sustainability
Page 10
TRANSMITTAL LETTER
® Aligning resources to prioritized outcomes
® Reporting to monitor progress in outcome achievement and accountability for results
® Utilizing citizen surveys to gauge service satisfaction levels with Town services and resident
willingness to pay for those services
• Maintaining core services
® Funding and implementing a Five (5) Year Capital Improvement Plan
The proposed budget delineates the next twelve months of the Town's financial future and
identifies the important projects and programs within our community. We will continue to focus on
infrastructure development, community engagement, high-quality service provision and further
develop the component of driving service excellence through our staff and program of services.
All of these tasks are centered on the vision, values and missions statements the Council has
identified as critical to our success.
CLOSING THOUGHTS FOR FY 2012-13
As with all transmittal letters, this one is a little different than those from the previous few years.
While we clearly understand the nation as a whole continues to try and recover from the economic
downturn, the Town remains committed to budgeting and forecasting projections based on a
fiscally conservative formula. We have accomplished many great things this past year through our
use of partnerships and inventive strategies to govern our community. We have begun the process
of reinvesting in our infrastructure and will continue to do so over the next several years - paying
special attention to unique cost sharing opportunities, both public and private. Our overall goal is
to provide our residents with a living experience that is second -to -none.
The Town staff is aware that the Town of Westlake does not create wealth, but instead, is entrusted
with public dollars collected on behalf of our citizens. We are stewards who are fully vested in the
success of the Town of Westlake and Westlake Academy. We exist as a municipal corporation for
one reason and one reason only: to prioritize and deliver the best services possible with the
resources provided to achieve an exceptional quality of life. This is a challenge the Staff takes very
seriously, one that we pursue with vigor every day. High commendation is due to the Leadership
Team for their work on this proposed budget. Additional recognition and thanks are due to
Director of Finance Debbie Piper, and Finance Assistant Jaymi Ford, for their efforts in assembling
this budget document. It takes long hours to make this not only a financial document, but a policy
document that is easy for our citizens to read and understand. I appreciate their dedication and
the effort they have invested in this process.
Finally, on behalf of myself and the entire Town Staff, I would like to extend thanks and appreciation
to the Westlake Town Council. Your countless volunteer hours, invested in governing Westlake to
make it the best community we can be, is critical for our success. This year, all of your hard work
and dedication was validated by receiving in the "Council of the Year" award. An honor that I
know you will cherish, as it represents all the hard decisions, long debates, and many hours you put
in each month, through your service as ambassadors for, and Council members of, the Town of
Westlake!
Sincerely yours,
/f��j Phi
Thomas E. Brymer
Town Manager/Superintendent Westlake Academy
Page 1 1
TRANSMITTAL LETTER
VISION STATEMENT
Westlake is an oasis of tranquility and natural beauty
amidst an ever expanding urban landscape.
VISION POINTS
- SENSE OF PLACE -
Distinctive neighborhoods, architecturally vibrant corporate campuses, grazing longhorns,
soaring red-tailed hawks, meandering roads and trails, lined with natural stone and native oaks.
- LEADERSHIP
A premiere place to live, leadership in public education, corporate
and governmental partnerships, and high development standards.
- CARING COMMUNITY -
Informed residents, small town charm and values, historical preservation.
- EXEMPLARY GOVERNANCE -
Town officials, both elected and appointed, exhibit respect,
stewardship, vision, and transparency.
SERVICE EXCELLENCE -
Public service that is responsive and professional, while balancing efficiency,
effectiveness and financial stewardship.
COMMUNITY VALUES
Innovation
Educational Leaders
Family Friendly and Welcoming
Engaged Citizens
Preservation of Our Natural Beauty
Strong Aesthetic Standards
Transparent Government
Fiscal Responsibility
MISSION STATEMENT
"On behalf of the citizens, the mission of the Town of Westlake is to be a one -of -a -kind community
that blends our rural atmosphere with our vibrant culture and metropolitan location."
Page 12
AD VALOREM PROPERTY TAX
Revenue Allocation
Fiscal year 2012/2013
Page 13
HISTORICAL TAX INFORMATION
AMOUNT
Total Certified Values
Debt
Total
Fiscal Year
$ 826,881,629
Protested Values
Fund Rate
Tax Rate
H
7,888,336
Less Properties not under protest or not certified
$0.01487
H
35,241,643
2011 tax ceilings
$0.13835
$0.01849
H
36,375,201
Total Taxable Value
$0.15620
$0.00390
(_)
833,636,407
Adopted Tax Rate Per /$100 Valuation
(x)
$ 0.15684
Estimated Tax Levy
(_)
1,307,475
Estimated Percent of Collections
(x)
100%
Estimated Current Tax Collections
(_)
$ 1,307,475
TAX RATE DISTRIBUTION
Tax Rate
per $100
Percent
Estimated
Valuation
of Levy
Collections
GENERAL FUND
$0.14197
90.52%
$1,183,514
DEBT SERVICE FUND
$0.01487
9.48%
$123,962
TOTAL
$0.15684
100.00%
$1,307,475
Page 13
HISTORICAL TAX INFORMATION
Net
General
Debt
Total
Fiscal Year
Taxable Value
Fund Rate
Fund Rate
Tax Rate
2013 proposed
$833,636,407
$0.14197
$0.01487
$0.15684
2012 actual
$913,119,313
$0.13835
$0.01849
$0.15684
2011 actual
$880,163,946
$0.15620
$0.00390
$0.16010
Page 13
THE TOWN OF
:STLAKE
BUDGET OVERVIEW
& FRAMEWORK
WA W
This section attempts to help explain the meaning behind the numbers which are
presented in this budget document. It gives perspective to the Town's budgeting
process, basis of budgeting and accounting, how the budget is amended and the
fund accounting system.
PERFORMANCE
LEADERSHIP
TEAMWORK
DEDICATION
NTEG RITY
ng Service E
BUDGET OVERVIEW AND FRAMEWORK
The Town of Westlake's 2013 fiscal year begins on October 1, 2012 and ends September 30,
2013. It provides the framework to implement the Town's vision, mission and value statements
as set out by the Town Council. The Town's annual budget is prepared in the context of a
five (5) year financial forecast. The proposed budget is submitted to the Council
approximately thirty to forty-five days before the beginning of the fiscal year for their
consideration. The Town's budget is allocated by fund. It is designed to provide a clear
picture of proposed Town spending, allocation of financial resources, and priorities as well as
how they are set to carry out the policy direction of the Council. In addition to a fund format,
the budget is the beginning of efforts to show the allocation of the Town's resources in
concert with the Town's strategic planning efforts. A "bottom-up" approach is used to solicit
input from the staff Leadership Team as to their operations' needs with an emphasis on:
• Identifying costs to provide the current level of services.
• Identifies additional cost increases needed to maintain the current level of service.
• Additional resources necessary to provide new or increased levels of service.
• Delineating changes in fund balance levels for each fund.
The Town of Westlake staff is pleased to present the 2012-13 annual operating budget, which
is the product of many hours of preparation as well as a response to ever-changing internal
and external influences. As in previous years, efforts have been made to control
expenditures while continuing to deliver an excellent level of service to our citizens.
Concentrated efforts have been made to produce a document that clearly illustrates the
uses of Town resources in a format that may be utilized as a resource tool by the Town
Council, Town staff, and the citizens of Westlake. Our budget preparation process continues
to be refined on an annual basis, operating within clearly defined budget preparation
guidelines. The following procedures, which are guided by generally accepted budgeting
practices, has been established:
The annual operating budget presents appropriations of expenditures and
estimates of revenues for all local government funds. These revenues include sales
and use taxes, ad valorem property tax, 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.
The annual operating budget illustrates expenditures, anticipated revenues, and
the estimated impact on reserves.
Budgets for each department are broken down into specific cost components,
including payroll/salaries, payroll related & benefits, supplies, services, insurance,
repair & maintenance, rent & utilities, economic development incentives, and
capital outlay.
4. Revenue projections are prepared for each revenue source based on an analysis
of historical revenue trends and current fiscal conditions.
5. The budget process includes a multi-year projection of all required capital
improvements.
Page 15
BUDGET OVERVIEW AND FRAMEWORK
6. Goals and objectives have been developed for each department and are
incorporated into the evaluation of employees and performance of the
organization.
A budget message summarizing local financial conditions and principal budget
issues is presented to the governing council along with the annual budget.
The layout and organization of the budget is designed to help the reader locate both
financial and non-financial information in a timely fashion. The General Fund is divided into
twelve departments. Each department has the following information included:
• Description of the fund and it's program's trends, goals, highlights, measures and
Vision Point Strategic Plan Impacts
• Summary of Employee Staffing and Expenditures
• Program budgeting for the Department
The Fund Sections are broken down between General Fund, Westlake Academy Fund,
Special Revenue Funds, Debt Service Fund, Enterprise Funds, Internal Service Funds, and
Capital Projects Fund. Each Fund contains the following information:
"Fund Overview" describing the function of the fund and explaining the variances
between the revenues and expenditures of FY 2011-12 and FY 2012-13
"Program Summary" of revenues and expenditures.
Also included are sections detailing the Capital Improvement Plan and Long -Term Planning.
The final two components include a Community Profile and an Appendix 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, Investment Policy, Strategic Plan and the Town ordinance related to
the adoption of the budget (after adoption).
The budget contains financial data spanning two fiscal years. The current budget year
ending September 30, 2012 is presented in its original adopted form, as well as an amended
estimate. Actual totals for the fiscal year ending September 30, 2011 are also presented for
comparison.
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.
Page 16
BUDGET OVERVIEW AND FRAMEWORK
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 TVDes
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:
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 Finance,
Administration, Building & Code Compliance, Fire/EMS, Public Works, Facilities and
Grounds Maintenance, 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. The former
Westlake Property Tax Reduction Sales Tax Fund received its funding from a '/2 cent
sales tax levy that was previously earmarked for the 4A Economic Development
Corporation. The purpose of this fund was 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. This fund was closed at FY 2010-2011 year end and revenues are now
being recorded in the General Fund.
The Westlake Academy Fund incorporates all funds related to the Academy
encompassing all operations and maintenance related to the school as well as
State public school funding, Federal and state grants, and private donations used
to support the daily school operations of the Academy.
Westlake's Visitors Association Fund receives its primary funding from a 7% hotel
occupancy tax adopted by the Town of Westlake in FY 1999-2000. Proceeds from
the hotel occupancy tax are required to be used in accordance with statutory
parameters including the promotion of travel and tourism in the Town of Westlake.
The Economic Development Fund was set up to maintain all receipts and
disbursements of agreements between the Town and various corporations for
economic development. There was confusion regarding the additional revenues
being recorded in the General Fund and offset by expenditures. These balances
offset to zero but skewed the analysis of each. The Town is hoping this fund will
create more transparency to the public regarding these receipts and payments.
5. The 4B Economic Development Corporation Fund is a local option established
under the Texas local government code. 4B funds are generated from a '/2 cent
sales tax levy and proceeds are used for debt service.
Page 17
BUDGET OVERVIEW AND FRAMEWORK
The Lone Star Public Facilities Corporation was founded in 1996 and was designed
"to provide for the acquisition, construction, rehabilitation, repair, equipping,
furnishing and placement in service of public facilities in an orderly, planned
manner and at the lowest possible borrowing costs." The ideas was to "acquire,
through the issuance of installment sale obligations, office buildings located within
the State of Texas but outside the boundaries of Westlake, whose tenants will be
limited to those entities which are qualifying tenants under applicable federal
income tax law so that the interest payable with respect to the installment sale
obligations will be exempt from federal income taxation." There has been no
activity in the fund for several years.
The Debt Service Fund is established to account for, and the payment of, general
long-term debt principal and interest. This fund provides a clearer accounting of
ongoing debt obligations compared to operating budgets. The Debt Service Fund
is used to make scheduled payments for all bond issues associated with the
building of the Civic Campus as well as a partial refunding of the 2002 series and
various street/trail projects.
8. The Capital Projects 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.
Proprietary Fund Types
Proprietary fund types operate in a manner similar to private business utilizing an accrual basis
of accounting.
Enterprise Funds
Account for operations of governmental facilities operated in a manner similar to
commercial enterprises where the intent is to recover, in whole or in part, the costs and
expenses of providing goods and services to the public. Revenues are typically generated
through usage fees based on individual demands of each customer. Enterprise funds may
be used when the governing body has determined that periodic determination of revenue
earned, expenses incurred, and/or net income is appropriate for capital maintenance,
public policy, management control, accountability, or other purposes.
The Cemetery Fund includes all operations associated with the 5.5 acre cemetery
located on J.T. Ottinger Road which was acquired during the year ended
September 2008.
The Utility Fund accounts for water, wastewater and telecommunications
conveyance (duct bank) services for the residents of the Town. All activities
necessary to provide such services are accounted for in the Fund, including
administration, operations, maintenance, financing and related debt service, and
billing and collection. Additionally, the Town collects monthly solid collection fees
in this fund which are paid to the Town's solid waste franchisee.
BUDGET OVERVIEW AND FRAMEWORK
Internal Service Funds
Accounts for services and/or commodities furnished by a designated program to other
programs within the Town. Funds include the following:
The General Maintenance & Replacement Fund (GMR) is an account to offset the
future costs of repair and/or replacement of large capital assets due to age and
use. Contributions from the Town's General Fund are transferred on an annual
basis; resulting in a cash balance which mitigates the cash flow impact of large
maintenance and capital replacement costs.
The Utility Maintenance & Replacement Fund (UMR) 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.
RELATIONSHIP BETWEEN FUNDS AND DEPARTMENTS
Page 19
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U
O Z
General Fund
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
413 Economic Development
✓
Visitors Association
✓
✓
✓
✓
✓
✓
Cemetery Fund
✓
✓
Lone Star Public Facilities
✓
Debt Service
✓
Utility Fund
✓
✓
✓
✓
✓
Utility Maintenance & Replacement
✓
General Maintenance & Replacement
✓
✓
✓
✓
✓
Capital Projects
✓
✓
✓
✓
Westlake Academy
✓
✓
✓
✓
✓
✓
✓
✓
Page 19
11
BUDGET OVERVIEW AND FRAMEWORK
THE BUDGET PROCESS
The Town Manager submits the budget to the Town Council. The Town's fiscal year begins
each year on October 1st and ends on September 30th of the following calendar year.
Prior to the beginning of the fiscal year, the Town Manager must submit a proposed budget,
which includes:
• A budget message
• A consolidation statement of anticipated revenues and proposed expenditures
for all funds
• General fund resources in detail
• Special fund resources in detail
• A summary of proposed expenditures by department and activity
• Detailed estimates of expenditures shown separately to support the proposed
expenditure
• A description of all bond issues outstanding
• A schedule of the principal and interest payments of each bond issue
The proposed revenues and expenditures must be compared to prior year revenues and
expenditures. The budget preparation process begins early in the calendar year with the
establishment of overall town goals, objectives, and analysis of current year operations
compared to expenditures. Budget policies and procedures are reviewed at the same time
to reduce errors and omissions. In May, the Finance Department prepares such items as
budget forms and instructions for estimating revenues and expenditures. Department heads
submit proposed baseline expenditures for current service levels and any additional one-time
or on-going request they may have for their department. A round -table meeting is
subsequently held with the Town Manager, the finance staff and each department head for
review. After all funding levels are established and agreed upon; the proposed budget is
presented by the Town Manager to the Town Council. A public hearing on the budget is
conducted in accordance with state and local law. This meeting is held after the Council
has reviewed the budget during a workshop. The Town Council approves a level of
expenditure (or appropriation) for each fund to go into effect on October 1 st, prior to the
expenditure of any Town funds for that budget year.
BUDGET AMENDMENT PROCESS
The Town Manager may request that the current year budget be amended. In this process,
the Town Manager will review the documentation and draft an ordinance to formally amend
the current budget. This ordinance is presented to the Town Council for consideration.
Following the consideration of the proposed amendment, the Town Council will vote on the
amendment ordinance. If the amendment is approved, the necessary budget changes are
then made. All budget amendments will be approved by the Town Council prior to the
expenditure of funds in excess of the previously authorized budgeted amounts within each
fund.
Page 20
BUDGET OVERVIEW AND FRAMEWORK
FINANCIAL POLICIES
The Town of Westlake is committed to financial management through integrity, prudent
stewardship, planning, accountability, full disclosure and communication. The broad
purpose of the Fiscal and Budgetary Policy is to enable the Town to achieve and maintain a
long-term stable financial position and provide guidelines for the day-to-day planning and
operations of the Town's financial affairs. The Town Council annually reviews and approves
these policies as part of the budget preparation process. A copy of these Policies can be
found in the "Appendix" section of this budget.
FY 12/13 BUDGET CALENDAR
MAR * ORIENTATION AND OVERVIEW OF 2012-13 BUDGET PROCESS
* FIVE YEAR PROJECTION SPREADSHEETS DISTRIBUTED FOR INPUT
* FORMS FOR CAPITAL PROJECTS AND MAJOR MAINTENANCE AVAILABLE
* REVIEW OF CALENDAR AND PROCESSES WITH COUNCIL
APR * YEAR-END ESTIMATE SPREADSHEETS DISTRIBUTED FOR 1 1 /12 AMENDMENTS
* FINANCE AMENDS FY 11/12 BUDGET - BECOMES BASE FY 12/13
* DEPARTMENTS ACCESS BUDGET TO REMOVE ONE TIME REVENUES AND EXPENDITURES
* OPERATING BASELINE BUDGET AVAILABLE FOR EDITING
* SERVICE LEVEL ADJUSTMENT FORMS AVAILABLE ON SHARED DRIVE
MAY * DETAIL REVIEW BY FINANCE DEPARTMENT
* GOALS AND OBJECTIVES AVAILABLE FOR EDITING ON SHARED DRIVE
* TOWN MANAGER AND FINANCE BEGIN REVIEWS WITH DEPARTMENTS
JUN * BUDGET MODULE OPEN FOR CHANGES TO BUDGETS PER REVIEWS
* PRESENTATION OF 5 -YEAR FORECAST
,JUL * PREPARATION FOR BUDGET RETREAT
* PREPARATION OF POWER POINT
AUG * BUDGET RETREAT
* PUBLISH NOTICE REGARDING CONSIDERATION OF PROPERTY TAX
* BUDGET WORKSHOP
* NOTICE FOR PUBLIC HEARINGS POSTED IN NEWSPAPER
* PRESENT PROPOSED FY12/13 MUNICIPAL BUDGET TO COUNCIL
SEP * PUBLISH NOTICE OF PUBLIC HEARING ON BUDGET
* PUBLIC HEARING ON BUDGET
* ADOPTION OF FY 12/13 OPERATING BUDGET
OCT * FISCAL YEAR 2012-2013 BEGINS
Page 21
THE TOWN OF
1.STLA E
FINANCIAL ANALYSIS
ALL FUNDS
This section gives the reader of this budget document an analysis of the amounts
between the adopted budget for FY 2011/2012 and the estimated budget for the
same year, as well as the variance explanations between the FY 2011/2012
estimated budget and the FY 2012/2013 proposed. Also several different tables are
presented of all fund revenues, expenditures and fund balance amounts.
PERFORMANCE
LEADERSHIP
TEAMWORK
DEDICATION
TION
INTEGRITY
4f
Wool
*,.
Description
General Sales Tax 1
Property Tax 2
Beverage Tax 3
Franchise Fees 4
Permits & Fees 5
Fines & Forfeits 6
Investment Earnings 7
Misc Income 8
Charge for Services 9
Hotel Tax Revenues 10
Total Revenues 1 1
Transfers In 12
Other Sources 13
Contributions 14
Total Other Sources 15
WA -Revenues 16
WA -Other Sources 17
Westlake Academy 18
THREE YEAR ANALYSIS COMPARISON
REVENUES, EXPENDITURES, FUND BALANCE
ALL SOURCES
FISCAL YEAR 2012/2013
FY 10/11 FY 11/12 FY 12/13
Actual Estimated Proposed
4,609,625 »
3,800,000 20%
3,560,000 12%
1,257,246 5%
1,434,151 7%
1,307,483 4%
19,721 0%
32,750 0%
32,750 0%
586,836 2%
664,925 3%
664,925 2%
530,645 2%
476,150 27.
476,150 2%
605,705 2%
640,000 3%
560,000 2%
53,883 0%
42,715 -
39,965 0%
260,684 1%
180,013 1%
159,361 1%
3,140,125 127.
2,662,001 14%
2,713,085 9%
527,261 2%
535,000 3%
540,350 2%
11,591,731 43%
10,467,705 54%
10,054,068 34%
7,100,267 2%
2,166,830 11%
4,144,760 14%
2,152,000 3%
0 0%
8,500,000 29%
175,000 1%
725,000 4%
816,500 3%
9,427,267 35%
2,891,830 157.
13,461,260 46%
4,977,309 19%
5,782,921 30%
5,839,434 20%
659,704 2%
104,844 1%
44,823-
4,8230%5,637,013
5,637,01321%
5,887,765 sig
5,884,257 20%
Total Revenues and 19
Other Sources $ 26,656,M$ 19,247,300 $ 29,399,586
Payroll Salaries
20
1,832,157
-
1,997,629
10%
2,056,805
3%
Payroll Related
21
565,657
2%
630,988
3%
625,139
2%
Total Payroll
22
2,397,814
10x
2,628,617
13%
2,681,944 10%
Debt
23
2,277,551
10%
1,826,566
9%
1,834,266
2%
ED Incentives
24
706,391
3%
240,758
1%
215,758
1%
Insurance
25
29,725
ox
27,800
0%
29,776
0%
Maintenance
26
234,089
1%
269,959
1%
259,047
1%
Rent & Utilities
27
420,260
2%
399,149
2%
416,739
2%
Service
28
1,827,168
-
2,534,448
13%
2,306,191
9%
Supplies
29
142,811
1%
164,248
1%
164,669
1%
Water Purchases
30
1,015,869
4%
1,110,600
5%
1,110,600-
,110,6004%Total
TotalExpenditures
31
6,653,863
29%
6,573,528
3-
6,337,046
24%
Transfers Out
32
7,100,267
31%
2,166,830
11%
4,144,760
16%
Other Uses
33
0
07.
0
0%
0
0%
Total Other Uses
34
7,100,267
31%
2,166,830
11%
4,144,760
16%
Capital Outlay
35
126,326
1%
210,700
17.
38,700
0%
Capital Projects
36
1,220,101
-
2,502,858
12%
7,010,790
27%
Total Capital
37
1,346,428
67.
2,713,558
13%
7,049,490
277.
WA - Expenditures
38
4,884,985
21%
5,947,146
29%
5,818,816
22%
WA -Other Uses
39
603,000
3%
174,271
1%
57,663
0%
Westlake Academy
40
5,487,985
24%
6,121,417
30%
5,876,479
23%
$ 20,203,949 $ 26,089,720
$ (956,649) $ 3,309,866
$ 14,261,625 $ 13,304,976
-L-!L304 $ 16,614,842
Page 23
FY 10/11 FY 11/12
change change
Amount Percent
(809,625)
-18%
Total Expenditures 41
and Other Uses
$ 22,986,357
13,029
66%
Excess Revenues Over 42
(Under) Expenditures
$ 3,669,655
Beginning Fund Balance 43
Ending Fund Balance 44
$ 10,591,970
14 261 625
$ 20,203,949 $ 26,089,720
$ (956,649) $ 3,309,866
$ 14,261,625 $ 13,304,976
-L-!L304 $ 16,614,842
Page 23
FY 10/11 FY 11/12
change change
Amount Percent
(809,625)
-18%
176,905
14%
13,029
66%
78,089
13%
(54,495)
-10%
34,295
6%
(11,168)
-21%
(80,671)
-31%
(478,124)
-15%
7,739
1%
(1,124,026)
10%
(4,933,437)
-69%
(2,152,000)
-100%
550,000
314%
(6,535,437)
-697.
805,612
0%
(554,860)
0%
250,752
0%
$ (7,408,7121
-28%
165,472
9%
65,331
12%
230,803
10%
(450,985)
-20%
(465,632)
-66%
(1,925)
-6%
35,870
15%
(21,111)
-5%
707,280
39%
21,437
15%
94,731
9%
(80,336)
-1%
(4,933,437)
-69%
0
0%
(4,933,437)
-69%
84,374
67%
1,062,161
(428,729)
0%
0%
633,432
0%
0
0%
$ (2,782,408)
-12%
6,304)
$ 3,669,655
-126%
35%
$ (956,648)
-776
FY 12/13 �s FY 11/12
change change
Amount Percent
(240,000)
-6%
(126,668)
-9%
0
0%
0
0%
0
0%
(80,000)
-13%
(2,750)
-6%
(20,652)
-11%
51,084
2%
5,350
1%
(413,637)
-4%
1,977,930
91%
8,500,000
0%
91,500
13%
(60,021) -57%
(3,508) 0%
$ 10,152,286 53%
59,176
3%
(5,849)
-1%
53,327
2%
7,701
0%
(25,000)
-10%
1,976
7%
(10,912)
-4%
17,590
4%
(228,257)
-9%
421
0%
0
0%
(236,481)
-47.
1,977,930
91%
0
0%
1,977,930
91%
(172,000)
-82%
(128,330) -2%
(116,608) -67%
(244,938) -47.
$ 5,885,770 297.
$ 4,266,515 -446%
$ (956,648) -77.
$ 3,309,866 25%
6
3
4
19
0
7
8
9
IN
�y12
PROPOSED FUND BALANCES
ALL SOURCES - VARIANCE REPORT
FISCAL YEAR 2012/2013
Page 24
FY2012 vs FY2013 increase
(decrease)
Amount Percent
FY2013
Total
Total
FY2013
0%
Projected
Revenues
Expenditures
Projected
Percent
-100%
Beginning Fund
and Other
and Other
Ending Fund
per Fund
Fund Name
Balance
Sources
Uses
Balance
4,860,251
General
$3,309,866
25%
4,226,543
5,518,605
7,247,103
2,498,044
15%
Fund
4B Economic
237,847
890,500
920,230
208,117
1%
Development
Economic
-
215,758
215,758
-
0%
Development
Lone
13,576
45
-
13,621
0%
Star
Visitors
997,319
561,900
697,138
862,081
5%
Association
Debt
29,796
1,586,452
1,616,248
(0)
0%
Service
Cemetery
148,638
5,575
5,400
148,813
1%
Fund
Utility
2,970,299
4,807,119
4,662,444
3,114,974
19%
Fund
Utility
92,840
50,125
52,450
90,515
1%
Maintenance
General
855,729
551,750
329,220
1,078,259
6%
Maintenance
Westlake
683,309
5,884,257
5,876,479
691,087
4%
Academy
Capital
3,049,080
9,327,500
4,467,249
7,909,331
48%
Projects
TOTAL
$13,304,976
$29,399,586
$26,089,720
$16,614,842
100%
Page 24
FY2012 vs FY2013 increase
(decrease)
Amount Percent
(1,728,499)
-41%
(29,730)
-12%
0%
45
0%
(135,238)
-14%
(29,796)
-100%
175
0%
144,675
5%
(2,325)
-3%
222,530
26%
7,778
1%
4,860,251
159%
$3,309,866
25%
ALL FUNDS OVERVIEW
FY 2012/2013
FUND BALANCE COMPARISON
FY 10/11 ACTUAL vs. FY 11 /12 ESTIMATED
• The estimated ending fund balance at September 30, 2012 totals $13,304,976;
o a 7% decrease of $956,649 from the September 30, 2011 actual ending fund
balance of $14,261,625
Fund #
Fund Name
FY 10/11
Actual
FY 11/12
Estimated
change
Amount
change
Percent
100
General Fund
3,323,861
4,226,543
902,682
27%
200
46 Economic Development
267,577
237,847
29,730
-11%
210
Economic Development
0
0
0
0%
418
Lone Star
13,531
13,576
45
0%
220
Visitors Association
1,111,281
997,319
113,962
-10%
300
Debt Service
7,504
29,796
22,292
0%
255
Cemetery
148,963
148,638
325
0%
500
Utility Fund
3,103,441
2,970,299
133,142
4%
510
Utility Maintenance
42,640
92,840
50,200
118%
600
General Maintenance
691,535
855,729
164,194
24%
199
Westlake Academy
916,961
683,309
233,652
0%
410
Capital Projects
4,634,332
3,049,080
1,585,252
-34%
TOTAL
$14,261,625
$13,304,976
-$956,649
-7%
The primary sources of this decrease are noted below by fund:
General Fund increased $902,682
• General sales tax revenue increased $1,142,981 (Property tax reduction revenues are
now being recorded in the General Fund. They were recorded in Property Tax
Reduction Fund in FY 10/11).
• Service expenses increased $183,614
o Capital outlay expenses increased $94,415 (Primarily due to the purchase of an
attack fire brush truck).
o Payroll and related expenses increased $79,442 (Funding for 1% market pay
adjustments as well as one-time performance pay budgeted in FY 11/12).
Capital Projects Fund decreased by $1,585,252
• Project expenditures totaled $1.6M (an increase of $687,735 from the prior year).
• Based on 5 year CIP
Project Description
FY 10/11
Actuals
FY 11/12
Estimated
Change
Aspen Lane Recon/Drainage
$ 214,022
$ -
$ 214,022
Mahotea Boone Reconst/Draina e
88,191
-
88,191
WA Dining Hall Improvements
78,085
-
78,085
Streets Survey
29,355
20,000
9,355
SH 1 14/Hwyl70 Enhancements
7,500
-
7,500
Roanoke Road Recon/Drain South
2,900
2,900
Westlake Academy Expansion
-
35,000
35,000
Hwy 377 Westport Parkway Sign
-
50,000
50,000
Westlake Portion of Hillwood Projects
4,740
85,000
80,260
Roanoke Road Recon/Drain North
3,348
192,443
189,095
FM 1938 Town Improvements
517,956
808,609
290,653
Stagecoach Hills Recon/Drain 1
7,220 1
450,000 1
442,780
$ 953,317 1
$ 1,641,052 1
$ 687,735
Page 25
ALL FUNDS OVERVIEW
FY 11/12 ESTIMATED vs. FY 12/13 PROPOSED
• The September 30, 2012 proposed ending fund balance totals $16,614,842;
o a 25% increase of $3,309,866 from the September 30, 2012 estimated ending fund
balance of $13,304,976
Fund #
Fund Name
FY 11/12
Estimated
FY 12/13
Proposed
change
Amount
change
Percent
100
General Fund
4,226,543
2,498,044
1,728,499
-41%
200
413 Economic Development
237,847
208,117
29,730
-12%
210
Economic Development
0
0
0
0%
418
Lone Star
13,576
13,621
45
0%
220
Visitors Association
997,319
862,081
135,238
-14%
300
Debt Service
29,796
0
29,796
0%
255
Cemetery
148,638
148,813
175
0%
500
Utility Fund
2,970,299
3,114,974
144,675
5%
510
Utility Maintenance
92,840
90,515
2,325
-3%
600
General Maintenance
855,729
1,078,259
222,530
26%
199
Westlake Academy
683,309
691,087
7,778
0%
410
Capital Projects
3,049,080
7,909,331
4,860,251
159%
TOTAL
1 $13,304,976
1 $16,344,842 1
$3,039,866
25%
The primary sources for this decrease are indicated below by Fund:
General Fund decreased $1,728,499
Contribution revenue decreased $325,000 (Academy will not transfer indirect costs to
the Town during FY 2012/13)
Transfers out increased $2,035,966
o This amount is composed primarily of a $2M transfer in (inter -fund loan) to the
Utility Fund in FY 2012-13 for the construction of a ground storage tank. Funds are
to be repaid over the next five (5) years
Capital Projects Fund increased $4,860,251
• Contributions increased $416,500
• Service Expenses decreased $400,000
o Transfer of Texas Student Housing Funds to Westlake Academy Foundation
in FY 2011/12
• Capital Project expense increased $2,826,198 (Based on 5 -Year CIP)
• Bond Proceeds increased $8,500,000 (Proposed issuance for Academy facilities)
o These proceeds will be used to fund construction of three new buildings at
Westlake Academy;
Cafetorium - includes stage, dressing area, storage and catering kitchen for
dining and general purposes; approximately 9,600 sf.
Three story Secondary School - includes 15 classrooms, flex and office space; will
be designed to allow for future addition if needed; approximately18,900 sf.
Field -house - will house locker rooms to be used for both athletics and PE; a
visiting team locker room; storage for equipment; offices and space to be used
for the PE program; approximately 9,600 sf.
Page 26
PROPOSED REVENUES AND OTHER FINANCING SOURCES
ALL SOURCES - VARIANCE REPORT
FISCAL YEAR 2012/2013
19% 20% 3% I% 2% 07 5% 32% 07, 16% 0% 2% FY12 vs FY13
GF WA 48 ED VA CF DS CP LS OF UM GM FY 12/13 %of LE�Yfi
1/12 change change
100 199 200 210 220 255 300 410 418 500 510 600 Proposed Total atedAmount Percent
General Sales Tax
2,490,000
890,000 180,000
-
3,560,000
12%
3,800,000
(240,000)
-6%
Property Tax
1,183,514
- -
123,969
1,307,483
4%
1,434,151
(126,668)
-9%
Beverage Tax
32,750
-
32,750
0.1%
32,750
0%
Franchise Fees
664,925
664,925
2%
664,925
0%
Permits/Fees
476,150
476,150
2%
476,150
0%
Fines/Forfeits
560,000
-
560,000
2%
640,000
(80,000)
-13%
Interest
13,470
500
2,900
175
11,000
45
10,000
125
1,750 39,965
0%
42,715
(2,750)
-6%
Misc Income
51,277
-
18,650
-
-
-
89,434
-
- 159,361
1%
180,013
(20,652)
-11%
Charge for Services
-
-
5,400
2,707,685
2,713,085
9%
2,662,001
51,084
2%
Hotel Tax
-
540,350
-
-
540,350
2%
535,000
5,350
1%
Total Revenues
5,472,086
890,500 180,000
561,900
5,575
123,969
11,000
45
2,807,119
125
1,750 10,054,068
347.
10,467,705
(413,637)
-4%
Transfers In
46,519
35,758
-
1,462,483
-
2,000,000
50,000
550,000 4,144,760
147.
2,166,830
1,977,930
91%
Other Sources
-
-
-
8,500,000
-
-
- 8,500,000
297.
-
8,500,000
0%
Contributions
816,500
816,500
37.
725,000
91,500
13%
Total Other Sources
46,519
35,758
1,462,483
9,316,500
2,000,000
50,000
550,000 13,461,260
46%
2,891,830
10,569,430
365%
WA Revenues
5,839,434
5,839,434
20%
5,782,921
56,513
1%
WA Others Sources
44,823
44,823
0.2%
104,844
(60,021)
-57%
Westlake Academy
5,884,257
5,884,257
207.
5,887,765
(3,508)
07.
Total All Funds
$5,518,605
$5,884,257
$ 890,500 $ 215,758
$ 561,900
$ 5,575
$1,586,452
$9,327,500
$ 45
$4,807,119
$ 50,125
$ 551,750 $29,399,586
100%
$19,247,300
$10,152,286
53%
Page 27
ALL FUNDS OVERVIEW
FY 2012/2013
REVENUES AND OTHER FINANCING SOURCES
Comparing the FY 11 /12 estimated revenues to FY 12/13 proposed revenues:
• Total Town revenues (all funding sources) are budgeted at $29,399,586
• A 53% increase of $10,152,286 from the FY 1 1/12 estimate
Fund
#
Fund Name
FY 11/12
Estimated
FY 12/13
Proposed
% of
Total
Change
Amount
Change
Percent
100
General Fund
6,169,127
5,518,605
19%
650,522
-11%
199
Westlake Academy
5,887,765
5,884,257
20%
3,508
0%
200
4B Economic Development
950,500
890,500
3%
60,000
-6%
210
Economic Development
240,758
215,758
1
25,000
-10%
220
Visitors Association
556,550
561,900
2%
5,350
1 %
255
Cemetery
5,575
5,575
0%
-
0%
300
Debt Service
1,642,320
1,586,452
5%
55,868
-3%
410
Capital Projects
455,800
9,327,500
32%
8,871,700
1946%
418
Lone Star
45
45
0%
-
0%
500
Utility Fund
2,756,035
4,807,119
16%
2,051,084
74%
510
Utility Maintenance
50,200
50,125
0%(75)_0%
600
General Maintenance
532,625
551,750
2%
19,125
4%
TOTAL
$19,247,302
$29,399,586
1007.
$10,152,286
53%
The primary sources for this increase is noted below;
General Fund decreased $650,522
• Contributions decreased by $325,000 (no indirect transfer from Academy during FY 12-13)
• General Sales Tax decreased $155,000 (reduction of presumed one-time payments)
• Fines and Forfeitures decreased $80,000
• Property Tax decreased $78,539 (based on certified tax rolls -see page 4 of Transmittal
letter for additional detail)
Capital Projects Fund increased $8,871,700
• Contributions increased $416,500 (primarily due to a $670K Green Belt grant from TxDot
related to landscaping of the medians on FM 1938/Davis Blvd.
• Bond Proceeds increased $8,500,000 (proposed Westlake Academy facility expansion)
Utility Fund increased $2,051,084
• Transfers increased by $2,000,0000 (interfund loan from General Fund for construction of
ground storage tank)
WI Page 28
ALL FUNDS OVERVIEW
• Charges for Services increased $51,084 (change in accounting practices - showing total
revenues from waste management vs only showing net revenues after payments to
vendor and state)
Largest Revenue Streams:
Capital Projects Fund 32%
0 91% Bond Proceeds $8,500,000
0 9% Contributions $ 816,500
2. Westlake Academy 20%
0 76% State Revenues $4,488,261
0 22% Local Revenues $1,281,934
3. General Fund 19%
o 45% General Sales Tax $2,490,000
o 21% Property Tax- $1,183,514
o 12% Franchise Fees $ 664,925
0 10% Fines & Forfeits $ 560,000
0 9% Permits & Fees $ 476,150
4. Utility Fund 16%
0 73% Water Revenue $2,059,000
0 21% Waste/Sewer/Trash $ 528,600
Page 29
PROPOSED EXPENDITURES AND OTHER OPERATING USES
ALL SOURCES - VARIANCE REPORT
FISCAL YEAR 2012/2013
Payroll Salaries
28%
GF
100
23%
WA
199
4%
4B
200
1% 37
ED VA
210 220
0%
CF
255
6%
DS
300
17%
CP
410
18%
OF
500
0%
UM
510
1%
GM
600
FY 12/13
Proposed
%of
Total
FY 11/12
Estimated
FYI 2vsFYI 3
change change
Amount Percent
Payroll Related
Payroll Salaries
1,527,768
255,225
273,812
2,056,805
8%
1,997,629
59,176
3%
Payroll Related
625,139
-
-
625,139
2%
630,988
(5,849)
-1%
Payroll & Related
2,152,907
255,225
273,812
2,681,944
10%
2,628,617
53,327
2%
Debt
-
-
1,613,323
220,943
1,834,266
7%
1,826,566
7,701
07o
ED Incentives
-
215,758
-
-
-
215,758
1%
240,758
(25,000)
-10%
Insurance
23,678
-
6,098
29,776
0%
27,800
1,976
7%
Maintenance
115,747
-
1,800
141,500
259,047
1%
269,959
(10,912)
-4%
Rent & Utilities
269,770
35,677
-
111,292
416,739
2%
399,149
17,590
4%
Services
1,564,764
213,075
3,600
2,925
521,828
2,306,191
9%
2,534,448
(228,257)
-9%
Supplies
157,219
450
-
-
7,000
164,669
17.
164,248
421
0%
Water Purchases
-
- -
-
-
-
-
- 1,110,600
-
-
1,110,600
4%
1,110,600
-
0%
Total Expenditures
2,131,177
215,758
249,202
5,400
1,616,248
2,119,261
6,337,046
24%
6,573,528
(236,481)
-4%
Transfers Out
2,944,319
- 920,230
-
192,711
-
-
- 87,500
-
-
4,144,760
16%
2,166,830
1,977,930
91%
Other Uses
-
-
-
-
-
-
0%
-
-
0%
Total Other Uses
2,944,319
920,230
192,711
87,500
4,144,760
16%
2,166,830
1,977,930
917.
Capital Outlay
18,700
-
-
20,000
-
-
38,700
0%
210,700
(172,000)
-82%
Capital Projects
-
4,467,249 2,161,871
52,450
329,220
7,010,790
27%
2,502,858
4,507,933
180%
Total Capital
18,700
4,467,249 2,181,871
52,450
329,220
7,049,490
27%
2,713,558
4,335,933
160%
WA - Expenditures
-
5,818,816
5,818,816
22%
5,947,146
(128,330)
-2%
WA- Other Uses
57,663
57,663
0%
174,271
(116,608)
-67%
Westlake Academy
5,876,479
5,876,479
23%
6,121,417
(244,938)
-4%
I
Total All Funds
$7,247,103
$5,876,479 $920,230
$215,7581 $697,138
$5,400
$1,616,248
$4,467,249 $4,662,444
$52,450
$329,220
$26,089,720
100%
$20,203,949
$5,885,770
29%
Page 30
ALL FUNDS OVERVIEW
FY 2012/2013
EXPENDITURES AND OTHER OPERATING USES
Comparing the FY 11/12 estimated expenditures to FY 12/13 proposed expenditures;
• Total Town expenditures (all funding uses) are budgeted at $26,089,720
• A 29% increase of $5,885,770 from FY11/12 estimated expenditures
FY 11/12 FY 12/13 % of Change
Fund # Fund Name Estimated Proposed Total Amount
L 100 General Fund 5,266,445 7,247,103 27% . 1,980,659
199 1 Westlake Academy (_6,121,417 5,876,479 22% 144,938)
200 413 Economic Development 980,230 920,230 3% (60,000)
210 Economic Development 240,758 215,758 1% (25,000)
220 Visitors Association 670,512 697,138 3% 26,626
255 Cemetery 5,900 5,400 0% (500)
300 Debt Service 1,620,028 1,616,248 6% (3,780)
410 Capital Projects 1 2,041,052 4,662,444 18% 2,426,198
418
Lone Star
- -0%
-
500
Utility Fund
2,889,177 4,662,444 18%
1,773,267
510
Utility Maintenance
- 52,450 0%
52,450
600
General Maintenance
1 368,431 329,220 1%
(39,211)
192,443
TOTAL
$20,203,949 $26,089,720 1007.
$5,885,770
The primary source of this increase is noted below:
Capital Projects Fund increased $2,426,198
Page 31
Change
Percent
38%
-4%
-6%
0%
61%
100%
-11%
29%
Project Description
FY 11/12
Estimated
Budget
FY 12/13
Proposed
Budget Variance
31
Stagecoach Hills Recon/Drain
450,000
41,680
(408,320)
99
Donation Expense
400,000
-
(400,000)
32
Roanoke Road Recon/Drain North
192,443
-
(192,443)
47
Hwy 377 Westport Parkway Sign
50,000
25,000
(25,000)
28
Streets Survey
20,000
30,645
10,645
42
Trail Connection at 114/Solana
-
15,000
15,000
46
WA North Driveway Lighting
-
40,000
40,000
41
Dove Vaquero to Terra Bella
-
221,995
221,995
30
SH114/Hwy170 Enhancements
-
345,460
345,460
20
FM1938 Town Improvements
808,609
1,353,469
544,860
45
Hillwood Misc Projects
85,000
1,044,000
959,000
48
Westlake Academy Expansion
35,000
1,350,000
1,315,000
$2,041,052
$4,467,249
$2,426,198
Page 31
Change
Percent
38%
-4%
-6%
0%
61%
100%
-11%
29%
ALL FUNDS OVERVIEW
General Fund increased $1,980,659
• Transfers Out to the Utility Fund $2,000,000
o This amount is composed primarily of a $2M transfer out (inter -fund loan) to
the Utility Fund in FY 2012-13 for the construction of a ground storage tank.
Funds are to be repaid over the next five (5) years
Utility Fund increased $1,773,267
• Ground Storage Tank Capital Project $2,000,000
o This amount is composed primarily of a $2M transfer in (inter -fund loan) to the
Utility Fund in FY 2012-13 for the construction of a ground storage tank. Funds
are to be repaid over the next five (5) years
Largest expenditures types include:
1. General Fund 29%
0 30%- Payroll and Related $2,152,907
o 29% - Operating Expenses $2,131,177
o 41 % - Transfers Out $2,944,824
2. Westlake Academy 22%
0 77% - Payroll and Related $4,492,764
0 13% - Services $ 749,490
0 5% - Supplies $ 286,576
0 5% - Other Operating $ 289,986
3. Utility Fund 19%
0 51%- Operating Expenses $2,393,073
0 47% - Capital Projects $2,219,796
Page 32
This page is intentionally blank
Page 33
THE TOWN OF
:STLAHE
PERSONNEL AND
ORGANIZATION
PERFORMANCE
LEADERSHIP
TEAMWORK
DEDICATION
TION
111111
� r
io
INTEGRITY
Service c
AWA IkW'k.
Texas Student
Housing
Executive
Director
[B7..rdSecretary
Exemplary
Governance
Town Officials, Both
Elected and
Appointed, Exhibit
Respect, Stewardship,
Vision, and
Transparency
Town
Manager _j
Town
Administrative
Coordinator
Administrative
Assistants (3)
Dining Hall
Nurse
Primary
Principal
PYP Coordinator
PYP Teachers
PYP Counselor
PYP Special Ed.
Librarian
Town Secretary
Planning &
Development/
Building
Administrative
Clerk (.33)
Facilities
Maintenance/
Parks &
Recreation
Administrative 1
Clerk (.33)
Administrative
Intern
Communications
Public Works
Technician w Part Time Utility
l Billing Clerk
Human
Resources/
Information
Technology
Administrative
Clerk (.33)
Secondary
Attorney
Administrative
Coordinator
Administrative
Assistants (3)
Dining Hall
Nurse
Primary
Principal
PYP Coordinator
PYP Teachers
PYP Counselor
PYP Special Ed.
Librarian
Town Secretary
Planning &
Development/
Building
Administrative
Clerk (.33)
Facilities
Maintenance/
Parks &
Recreation
Administrative 1
Clerk (.33)
Administrative
Intern
Communications
Public Works
Technician w Part Time Utility
l Billing Clerk
Human
Resources/
Information
Technology
Administrative
Clerk (.33)
Secondary
Fire Chief
Assistant to the
Service
PrincipalU
p
Town Manager
Excellence
and Court
MYP/DP
6 Firefighter
Administrator
Public Service that is
Coordinator
2 Lieutenants
Param edics
Responsive and
MYP/DP
Professional, while
Teachers
Supervisor
balancing Efficiency,
Effectiveness and
MYP/DP
e
Financial Stewardship
Counselors
7Assistant
Judge
Marshal
MYP/DP
Special Ed
FinFinance
Clerk
Athletic
j
Deputy Clerk
Part Time Clerk
Director
_
Personnel staffing levels for the Town of Westlake are
presented in full-time equivalents (FTE) positions.
For example, a position staffed for 40 hours per week
for 52 weeks per year (2,080 hours) equals one full-time equivalent position. An FTE position of .33 refers to a position that is funded for 686.40 hours per year.
Page 35
Position Summary FY 2012/2013
Position
IF
FY 08/09
FY 09/10
FY 10/11
FY 11/12
FY 12/13
Assistant to the Town Manager
Actual
Actual
Actual
Estimated
Proposed
change
Town Manager
1.00
1.00
1.00
1.00
1.00
Assistant to the Town Manager
1.00
1.00
1.00
0.75
0.75
Part -Time Clerk
0.25
0.00
0.00
0.00
0.00
Part -Time Intern
0.50
0.50
0.75
0.75
0.75
0.00
0.50
0.25
(0.25)
Planning & Development Director
1.00
1.00
1.00
1.00
1.00
Part -Time Clerk
0.33
0.00
0.00
0.00
0.00
Administrative Clerk
0.00
0.33
0.33
0.33
0.3333
-
Administrative Clerk
0.00
0.33
0.33
0.33
Town Secretary
1.00
1.00
1.00
1.00
1.00
Communications Director
0.00
0.00
Fire/EMS Coordinator
0.00
0.00
0.00
0.00
0.00
Fire Chief
1.00
1.00
1.00
1.00
1.00
Lt. Firefighter/Paramedics
2.00
2.00
2.00
2.00
2.00
Firefighter/Paramedics
7.00
6.00
6.00
6.00
6.00
Court Administrator
1.00
1.00
1.00
0.25
0.25
Supervisor
0.00
0.00
0.00
1.00
1.00
Deputy Clerk (1)
1.00
1.00
1.00
0.00
0.00 -
Deputy Clerk (2)
1.00
1.00
1.00
1.00
1.00
Judge
1.00
1.00
1.00
1.00
1.00 -
Marshal
1.00
1.00
1.00
1.00
1.00
Warrant Officer
0.00
0.00
0.00
0.00
0.00
Part -Time Clerk
0.25
0.50
0.50
0.50
0.50
Public Works Superintendent
1.00
1.00
1.00
1.00
1.00
Utility Technician
0.50
0.50
0.50
1.00
1.00
Part -Time Utility Billing Clerk
0.00
0.00
0.00
0.00
0.75 0.75
Facilities Maintenance Director
0.50
0.50
0.50
0.50
0.50 -
Building Technician
0.25
0.25
0.25
0.00
0.00
Part -Time Clerk
0.33
0.00
0.00
0.00
0.00 -
Administrative Clerk
0.00
0.33
0.33
0.33
0.3333 0.00
Finance Director 1.00 1.00 1.00 1.00 1.00 -
Finance Assistant 1.00 1.00 1.00 1.00 1.00
Finance Clerk 1.00 1.00 1.00 1.00 1.00 -
Parks & Recreation Director
0.50
0.50
0.50
0.50
0.50
Park Technician
0.25
0.25
0.25
0.00
0.00
Information Technology Director
0.00
0.00
0.00
0.50
0.25
(0.25)
Human Resources Director
1.00
1.00
1.00
0.50
0.75
0.25
Part -Time Clerk
0.33
0.00
0.00
0.00
0.00
-
Administrative Clerk
0.00
0.33
0.33
0.33
0.3333
Communications Director
0.00
0.00
0.00
1.00
1.00
27 25a
til
175
Page 36
FY 2012/2013 BUDGET SUMMARY
PERSONNEL SUMMARY
Personnel staffing levels for the Town of Westlake are presented in full-time equivalents (FTE)
positions. For example, a position staffed for 40 hours per week for 52 weeks per year (2,080
hours) equals one full-time equivalent position. For firefighter/paramedic positions, an FTE of
2,912 hours per year, or an average of 56 hours per week is used. An FTE position of .50 refers to
a position that is funded for 1,040 hours per year (2,080 x .50). The personnel count includes
vacant positions.
The total personnel staffing for the Town of Westlake in FY2013 is budgeted at 28 FTE positions.
This represents an increase of .75 FTE from the FY2012 total of 27.25.
• Public Works department added .75 positions for the addition of a utility billing clerk.
• Information Technology changed departmental allocations of .25 FTE resulting in a
decrease to this department and an increase to the Human Resources department.
FY 11/12 FY 12/13 change change
Dept # Department Name Estimated Proposed Amount Percent
11 Town Manager 2.50 2.50 - 9%
12 Planning & Development 1.33 1.33 - 5%
13 Town Secretary 1.00 1.00 - 4%
14 Emergency Services 9.00 9.00 - 32%
15 Municipal Court 4.75 4.75 - 17%
16 Public Works 2.00 2.75 0.75 10%
17 Facilities Maintenance 0.83 0.83 - 3%
18 Finance Dept 3.00 3.00 - 11%
19 Park & Recreation 0.50 0.50 - 2%
20 Information Technology 0.50 0.25 (0.25) 1%
21 Human Resources 0.83 1.08 0.25 4%
22 Communications 1.00 1.00 - 4%
Total Employees 27.25 28.00 0.75 100%
Town Manager 2.50
Planning & Development 1.33
Town Secretary 1.00
Emergency Services 9.00
Municipal Court 4.75
Public Works 2.75
Facilities Maintenance10.25
0.83
Finance Dept 3.00
Park & Recreation.50
Information TechnologyHuman Resources1.08Communications1.00
Page 37
Employee Allocations by Fund Visitor
■ Utility Fund
General Utility Visitor Fund, 2.71,
Department Name Fund Fund Fund TOTAL 3.29, 9/
Town Manager 1.98 0.26 0.26 2.50 12%
Planning & Development 1.33 - - 1.33
Town Secretary 1.00 - - 1.00
Emergency Services 9.00 - - 9.00
Municipal Court 4.75 - - 4.75
Public Works 0.75 2.00 - 2.75
Facilities Maintenance 0.42 - 0.42 0.83
Finance Dept 1.25 1.00 0.75 3.00
Park & Recreation 0.25 - 0.25 0.50
Information Technology 0.25 - - 0.25
Human Resources 1.03 0.03 0.03 1.08
Communications - - 1.00 1.00 ■ General
Total Employees 22.00 3.29 2.71 28.00 Fund,
22.00,
79
As of 2011, there were 992 residents in the Town of Westlake. For FY2013 this equals a ratio of
35.43 residents per each full-time equivalent employee. This is a decrease of .98 based on the
FY2012 FTE postions of 27.25.
Employees by Classsification
Department Name Full Part Time Time TOTAL ■ Full Time,
Town Manager 1.75 0.75 2.50 26.50,
Planning & Development 1.33 - 1.33 95%
Town Secretary 1.00 - 1.00
Emergency Services 9.00 - 9.00
Municipal Court 4.75 - 4.75
Public Works 2.00 0.75 2.75
Facilities Maintenance 0.83 - 0.83
Finance Dept 3.00 - 3.00
Park & Recreation 0.50 - 0.50 -
Information Technology 0.25 - 0.25
Human Resources 1.08 - 1.08
Communications 1.00 - 1.00 ■ Part
Total Employees 26.50 1.50 28.00 Time,
1.50,5%
Page 38
This page is intentionally blank
Page 39
PERFORMANCE
LEADERSHIP
TEAMWORK
DEDICATION
THE TOWN OF
:STLAKE
GENERAL
FUND
0
INTEGRITY �� � � � c
Service Exp
2C
21
2L
'24 22-
2A
2,'
2E
2i
2E
25
3C
31
3'
'34 32-
34
3�
3E
37
General Fund
Program Summary
Fiscal Year 2012/2013
EXPENDITURES & OTHER USES
Actual
FY 10/11
Adopted
Budget
FY 11/12
Estimated
Budget
FY 11/12
Proposed
Budget
FY 12/13
REVENUES & OTHER SOURCES
1,151,485
1,161,731
1,165,596
1,202,768
General Sales Tax On-going
799,043
1,737,500
1,970,000
1,965,000
General Sales Tax One-time
377,976
-
350,000
200,000
General Sales Tax WA Indirect
325,000
325,000
325,000
325,000
Property Tax
1,226,689
1,156,842
1,262,053
1,183,514
Hotel Tax
-
-
-
23,678
Contributions
175,000
304,100
325,000
1 15,747
Charge for Services
-
-
-
269,770
Beverage Tax
19,721
17,750
32,750
32,750
Franchise Fees
586,836
582,550
664,925
664,925
Permits & Fees
520,645
480,890
476,150
476,150
Fines & Forfeitures
605,705
536,611
640,000
560,000
Investment Earnings
10,408
15,035
13,470
13,470
Misc Income
96,079
52,700
63,929
51,277
Total Revenues
4,743,102
5,208,978
6,123,277
5,472,086
Transfers In
1,508,045
38,350
45,850
46,519
Other Sources
57,000
-
-
-
TotalOtherSources
1,565,045
38,350
1 45,850
46,519
TOTAL REVENUES & OTHER SOURCES
6,308,147
5,247,328
6,169,127
5,518,605
EXPENDITURES & OTHER USES
3,731,332
3%
0%
(5,000)
Payroll Salaries
1,151,485
1,161,731
1,165,596
1,202,768
Payroll Salaries - WA Indirect
325,000
325,000
325,000
325,000
Payroll Related & Benefits
565,657
633,278
630,988
625,139
Supplies
139,482
150,991
155,918
157,219
Services
1,303,505
1,451,470
1,487,120
1,564,764
Insurance
24,977
24,822
22,966
23,678
Repair & Maintenance
129,639
113,479
112,109
1 15,747
Rent & Utilities
289,312
251,860
269,695
269,770
Interfund Advance
-
-
-
Debt
-
-
-
-
Capital Outlay
94,285
190,000
188,700
18,700
Capital Projects
-
-
-
Total Expenditures
4,023,344
4,302,630
4,358,091
4,302,784
Transfers Out - Operating
37,633
636,936
378,354
394,319
Transfers Out - Non Operating
2,654,641
530,000
530,000
2,550,000
Total Other Uses
2,692,274
1,166,936
908,354
2,944,319
TOTAL EXPENDITURES & OTHER USES
6,715,618
5,469,566
5,266,445
7,247,103
Proposed FY 12/13
Vs
Estimated FY 11/12
3,731,332
3%
0%
(5,000)
-43%
(150,000)
0%
1%
-6%
(78,539)
0%
-
-100%
(325,000)
0%
0%
0%
0%
0%
0%
0%
-90%
-13%
(80,000)
0%
-1%
-20%
(12,652)
-117.
(651,191)
1%
669
0%
38%
1%
669
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
-11% (650,522) 19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38 EXCESS REVENUES OVER(UNDER) EXPENDITURES 1 (407,471) (222,238) 902,682 1 (1,728,499)1 -291% (2,631,181) 38
35
4C
41
4�
4-
44
4,'
4E
47
4E
45
5C
FUND BALANCE, BEGINNING
3,731,332
3%
37,172
0%
-
-1%
(5,849)
1%
1,301
5%
77,644
3%
712
3%
3,638
0%
75
0%
-
0%
262
-90%
(170,000)
0%
2,800
-1%
(55,307)
4%
15,966
381%
2,020,000
224%
2,035,966
38%
1,980,659
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38 EXCESS REVENUES OVER(UNDER) EXPENDITURES 1 (407,471) (222,238) 902,682 1 (1,728,499)1 -291% (2,631,181) 38
35
4C
41
4�
4-
44
4,'
4E
47
4E
45
5C
FUND BALANCE, BEGINNING
3,731,332
3,323,861
3,323,861
4,226,543
FUND BALANCE, ENDING
3,323,861
3,101,622
4,226,543
2,498,044
Restricted/Assigned/Com miffed Funds
406,464
197,800
254,295
248,025
UNASSIGNED FUND BALANCE, ENDING
2,917,397
2,903,822
3,972,248
2,250,019
# Days Operating
262
215
308
182
Restricted/Assigned/Committed Funds
39
-41%
(1,728,499)
40
-2%
(6,270)
C Court Tech - $12.5K 100 10112
00
000
78,079
66,000
92,508
84,633
C Court Sec - $4K 100 10113
00
000
103,549
89,000
106,247
107,560
C Court Efficiency 100 10116
00
000
5,148
2,800
5,852
6,144
R Reforestation - $170K 100 10110
00
101
190,540
16,000
20,540
20,540
R Street Escrow (TB/RA) 100 10110 00
TOTAL RESTRICTED/ASSIGNED/COMMITTED
102
29,147
24,000
29,147
29,147
Page 41
27% 902,682
39
-41%
(1,728,499)
40
-2%
(6,270)
41
-43%
(1,722,229)
42
-41%
(126)
43
-9% (7,875)
1% 1,312
5% 293
0% -
0%
44
45
46
47
48
49
50
GENERAL FUND
Revenues and Transfers In
FUND OVERVIEW
Total General Fund revenues and transfers in for FY 2012-13 are projected to be $5,518,605
• An 11% decrease of $650,522 from the FY 2011-12 estimated revenues and transfers in of
$6,169,127
o General Sales Tax decreased $155,000
o Property Tax decreased 78,539
o Contributions decreased $325,000 - Academy indirect payroll costs
o Municipal Court fines and forfeitures decreased $80,000
o Misc Income decreased $12,652- Facility Rental income
Revenue Type
FY 11/12
Estimated
FY 12/13
Proposed
FY 12/13
% of fft
change
amount
change
percent
General Sales Tax
2,645,000
2,490,000
45%
155,000
-6%
Property Tax
1,262,053
1,183,514
21%
78,539
-6%
Contributions
325,000
-
0%
325,000
-100%
Beverage Tax
32,750
32,750
1%
-
0%
Franchise Fees
664,925
664,925
12%
-
0%
Permits and Fees
476,150
476,150
9%
-
0%
Fines & Forfeitures
640,000
560,000
10%
80,000
-13%
Interest
13,470
13,470
0%
-
0%
Misc Income
63,929
51,277
IT.
12,652
-20%
Transfer In
45,850
46,519
1%
669
1 %
TOTAL
$6,169,127
$5,518,605
100%
-$650,522
-11%
FY 12/13
Proposed
Revenues
Page 42
FUN® OVERVIEW
General Sales Tax
• Sales tax receipts comprise 45% of FY 2012-13 General Fund revenues.
• Sales taxes for the General Fund are budgeted to decrease by $155,000.
• On-going sales tax is anticipated to decrease by $5,000 based on current year trend and
analysis.
• Presumed one-time amounts are projected to decrease by $150,000 (as an effort to be
conservative with this type of projection).
• 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 1.50% of the taxable sales (75% of local collections) is appropriated to
the Town's General Fund.
• The Town also receives an additional .50% sales tax that is recorded in the 4B Economic
$4.75
$4.50
$4.25
$4.00
$3.75
10 Year General Sales Tax Analysis
$3.50
Year
$3.25
' .2
$3.00
$833,636,407
v+ $2.75
4
$2.50
4
:4
o $2.25
$880,163,946
- $2.00
$1.75
$1.50
$1.25
$1.00
$0.75
$0.50
$0.25
$0.00
FY 03/04
FY 04/05 FY 05/06 FY 06/07 FY 07/08 FY 08/09 FY 09/10 FY 10/11 FY 11/12 FY 12/13
estimated projected
■ Base Sales Tax
[]Economic Development Agreement ■ Audit Payment ■ Presumed One -Time Payment
Development Corporation Fund.
Property Tax
• Property tax receipts comprise 21 % of FY 2012-13 General Fund revenues.
• FY 2010-11 was the first year the Town of Westlake imposed an ad valorem property tax.
• The total tax rate of $.15684 will remain unchanged for FY 2012-13
Fiscal
Net Taxable
General
Year
Value
Fund Rate
2013 proposed
$833,636,407
$0.14197
2012 actual
$913,119,313
$0.13835
2011 actual
$880,163,946
$0.15620
Page 43
Debt Fund Total Tax
Rate Rate
$0.01487
$0.15684
$0.01849
$0.15684
$0.00390
$0.16010
FUND OVERVIEW
Contributions
• Contributions from Westlake Academy for payment of indirect payroll costs of $325,000 were
not budgeted for FY 2012-13.
Beverage Tax
• The Town collects a 14% gross receipt tax on mixed beverages.
• Of this percentage, 10.7% of gross liquor receipts are remitted to the Town, and the
remaining 3.3% is retained by the State of Texas.
• No increase of alcoholic beverage tax revenue is anticipated.
Franchise Taxes
• Franchise taxes represent revenues collected from utilities operating within the Town that use
the Town rights-of-way to conduct their business.
• A flat rate is charged to both telephone operators (adjusted annually) and Tri -County
Electric based on the number of access lines and services rendered, respectively.
• These fees are anticipated to remain substantially flat for FY 2012-13.
Permits and Fees
• 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.
• Projected revenues for FY 2012/2013 are $476,150 are based on 10 new home permits
• No major permits/fees are anticipated for FY 2012-13.
$2.25
$2.00
$1.75
$1.50
c $1.25
c $1.00
$0.75
$0.50
$0.25
$0.00
10 Year Permit and Fee Revenue An
X0.531 $0476 $p 476
FY 03/04 FY 04/05 FY 05/06 FY 06/07 FY 07/08 FY 08/09 FY 09/10 FY 10/11 FY 11/12 FY 12/13
estimated projected
Page 44
FUND OVERVIEW
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 FY 2012-13.
$1,200
$1,000
W $800
M $600
0 $400
t
~ $200
$0
10 Year Municipal Court Revenue Analysis
FY 03/04 FY 04/05 FY 05/06 FY 06/07 FY 07/08 FY 08/09 FY 09/10 FY 10/11 FY 11/12 FY 12/13
estimated projected
Transfers In
• Transfers In represents those funds transferred from one fund to another. These transfers may
be utilized as a means to fund projects or debt service from multiple sources. Transfers In
may also be used to transfer funds collected by one fund and should be properly recorded
in a different fund.
• Transfer in from the Visitor Association Fund $ 9,019
0 Funds represent operating expenditures for Department 22 - Communications &
Community Affairs
• Transfer in from the Utility fund $37,500
o This is for collection of Fort Worth Impact Fees, which are collected with initial water
deposits and tap fees on new water meters.
o 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.
o When the transferred total reaches $2,000,000 (remaining balance is $1.4M) these
funds will be paid to the City of Fort Worth in compliance with the wholesale water
customer agreement.
Page 45
FUND OVERVIEW"
Expenditures and Transfers Out
Total General Fund expenditures and transfers out for FY 2012-13 are projected to be
$7,247,103
o A 38% increase of $1,980,659 from the FY 2011-12 estimated expenditures and
transfers out of $5,266,445.
o This amount is composed primarily of a $2M transfer out (inter -fund loan) to the Utility
Fund in FY 2012-13 for the construction of a ground storage tank. Funds are to be
repaid over the next five 5 ears
Expense Type
FY 11/12
Estimated
FY 12/13
Proposed
% of
total
change
amount
change
percent
Payroll & Related
2,121,584
2,152,907
30%
31,323
1 %
Operating Expenses
2,047,807
2,131,177
29%
83,370
4%
Capital Outlay/Projects
188,700
18,700
017.
170,000
-90%
Transfers Out
908,354
2,944,319
41%
2,036,471
224%
TOTAL
$ 5,266,445
$ 7,247,103
100%
$ 1,980,659
3817o
As in recent years, Town staff continues to operate conservatively by controlling costs while
maintaining the highest possible levels of service.
o These goals are only possible through continued strategic planning and the
innovative use of available resources.
o Our overall budget philosophy focuses on meeting stated goals and objectives and
maintaining a 90 day fund balance.
Payroll/Salaries and Related Taxes/Insurance
• Comprise 30% of expenditures with a total of $2,152,907
• This is a 1 % increase of $31,323 from the FY 2011-12 estimated payroll expenditures $2,121,584
o This increase includes a $100,000 market pay increase (inclusive of taxes and
insurance) for work force attraction and retention and is the first year of a 2 year
program. A portion of this increased expenditure is subsidized by transfers in from the
Utility Fund ($1 OK) and the Visitors Association Fund ($1 OK).
o Another portion of this increase ($18,096) is for the addition of a part time utility billing
clerk that will be subsidized 100% by a transfer in from the Utility Fund and offset by a
reduction of overtime in the Finance Department
o Performance pay budgeted in FYI 1/12 of approximately $46K was not budgeted in
FY 2012-13.
o Payroll taxes and insurance will decrease by $18,648 for FY 2012-13 due in large part
to a reduction in medical insurance costs.
• All payroll and related expenditures for the Town are paid via the General Fund. Portions of
these expenditures are subsidized by the Utility Fund and the Visitors Association Fund.
o Operating transfers in from the Utility Fund are $273,812
o Operating transfers in from the Visitors Association Fund are $255,225
Operating Expenditures
• Comprise 29% of expenditures with a total of $2,131,177
• The is an increase of $83,370 from the FY 2011-12 estimated expenditures of $2,047,807
c The biggest portion of this increase ($77,644) is related to service expenditures.
■ Records Management Loser Fische $27,800
■ Keller Police Contract $18,474
■ FM 1938 ROW Landscaping $10,000
■ Training/Seminars/Meetings $12,835
Page 46
FUND OVERVIEW
Capital Outlay
• Comprises .3% of expenditures with a total of $18,700
• This is a decrease of $170,000 due to the purchase of an Attack Fire Truck for the Fire
department in the prior year.
Transfers Out
• Comprise 41 % of expenditures with a total of $2,944,824 and includes these transfers
o Increase - Transfer out to Utility Fund $2M - for ground storage tank project
o Increase - Transfer out to Debt Service Fund $50,966
o Increase - Transfer out to General Maintenance Fund $20,000
o Decrease - Transfer out to Capital Projects Fund ($35,000)
Fund Balance
Adopted vs Estimated
FY 11/12
Adopted
FY 11/12
Estimated
Change
Percent
Change
Amount
Receipts
5,208,978
6,123,277
18%
914,299
Transfers In
38,350
45,850
20%
7,500
Deductions
4,302,630
4,358,091
1%
55,461
Transfers Out
1,166,936
908,354
-22%
(258,583)
Net
$ (222,238)
$ 902,682
-323%
$ 718,677
Beginning Fund Balance
3,323,861
3,323,861
0%
-
Ending Fund Balance
3,101,622
4,226,543
36%
1,124,921
Designated funds
197,800
254,295
29%
56,495
Undesignated Fund Balance
$ 2,903,822
$ 3,972,248
37%
$ 1,068,426
Operating Days
215
308
43%
93
• The audited beginning fund balance as of October 1, 2011 was $3,323,861
• FY 2011-12 Adopted Budget
o Projected an excess of expenditures and other financing uses over revenues and
other financing sources by $(222,238) due primarily to a transfer out to the General
Maintenance and Replacement Fund of $530,000. This would have resulted in a
budgeted fund balance of $2,903,822.
FY 2011-12 Estimated Budget
o Projects an excess of revenues and other financing sources over expenditures and
other financing uses by $902,682.
o This represents an increase in fund balance of $718,677 from the adopted budget
and is due primarily to the following:
■ General Sales tax increased $582,500 (Primarily due to additional presumed
one-time payments, audits and more than anticipated revenues related to
our economic development agreement with Deloitte)
■ Property Tax increased $105,211 (Adopted budget was based on preliminary
certified numbers. The values were updated subsequent to approval of the
budget)
■ Beverage Tax Increased $15,000 (Additional beverage taxes due to the
opening of Deloitte University)
Page 47
FUN® OVERVIEW
• Contributions increased $20,900
■ Franchise fees increased $82,375 (Supplemental payment of $18K received in
current year as well as a first time large payment receipt when typically a
minimal amount)
• Citation revenue increased $104,389
■ Miscellaneous Income increased $11,229 (Rental income for Redeemer
Church increased due to additional space they leased during the current
year)
■ Services expenses increased $35,650
■ Rent & Utility expenses increased $17,835
■ Transfers Out decreased $258,583 (Due to additional sales tax receipts being
paid from 4B Economic Development Fund; therefore, reducing funds
needed from General Fund for debt service)
The ending fund balance as of September 30, 2012 is estimated at $4,226,543
The undesignated balance of $3,972,248 represents coverage for 308 operating
days.
FY 2012-13 Proposed Budget
o Projects an excess of expenditures and other financing uses over revenues and other
financing sources of $(1,728,499)
■ due primarily to a transfer out to the Utility Fund of $2M for the ground storage
tank project.
o Results in a budgeted ending fund balance of $2,498,044
o The unassigned balance of $2,250,019 represents coverage for 182 operating days
Estimated vs Proposed
FY 11/12
Estimated
FY 12/13
Proposed
Change
Percent
Change
Amount
Receipts
6,123,277
5,472,086
-11%
(651,191)
Transfers In
45,850
46,519
1%
669
Deductions
4,358,091
4,302,784
-1%
(55,307)
Transfers Out
908,354
2,944,319
224%
2,035,966
Net
902,682
(1,728,499)
147%
1,330,136
Beginning Fund Balance
3,323,861
4,226,543
27%
902,682
Ending Fund Balance
4,226,543
2,498,044
-41%
(1,729,004)
Designated funds
254,295
248,025
-2%
(6,270)
Undesignated Fund Balance
$ 3,972,248
$ 2,250,019
-43%
$ (1,722,229)
Operating Days
308
182
Page 48
This page is intentionally blank
Page 49
THE TOWN OF
:STLAKE
4B ECONOMIC
DEVELOPMENT FUND
The 4B Economic Development Fund collects a '/2 cent sales tax to be allocated
to qualified development projects. The 4B Fund has been committed to the
repayment of the debt incurred for the Town's Civic Campus project.
PERFORMANCE
LEADERSHIP
TEAMWORK
DEDICATION
4F
INTEGRITY" --a. NM=ft= �c
Service Exp
1F
2(
21
2,
2:
21
2;
2�
2;
2F
21,
3(
31
3:
3;
3,
3!
3t
413 Economic Development
Program Summary
Fiscal Year 2012/2013
REVENUES & OTHER SOURCES
Adopted
Estimated
Proposed
Actual
Budget
Budget
Budget
FY 10/11
FY 11/12
FY 11/12
FY 12/13
REVENUES & OTHER SOURCES
38
-12%
(29,730)
General Sales Tax on-going
1,218,487
687,500
950,000 890,000
General Sales Tax one time
-
-
- -
Property Tax
42
Hotel Tax
Charges for Services
Contributions
Beverage Tax
Franchise Fees
Permits & Fees
Fines & Forfeitures
Investment Earnings
396
500
500 500
Misc Income
-
-
- -
Total Revenues
1,218,883
688,000
950,500 890,500
Transfers In
-
-
- -
Total Other Sources
1,218,8 -
-
890,500
EXPENDITURES & OTHER USES
Payroll / Salaries
Payroll Related & Benefits
PR Transfer In
PR Transfer Out
Supplies
Services
Insurance
Repair & Maintenance
Rent & Utilities
Interfund Advances
Debt
Capital Outlay
Economic Development Incentives
Capital Projects
Total Expenditures
Transfers Out 1,248,614 717,730 980,230 920,230
Total Other Uses 1,248,614 717,730 980,230 920,230
TOTAL EXPENDITURES & OTHER USES 1,248,614 717,730 980,230 JIF 920,230
Proposed FY 12/13
vs
Estimated FY 11/12
37 EXCESS REVENUES OVER(UNDER) EXPENDITURES 1 (29,731) (29,730) (29,730) (29,730) 1 0% 37
32
39
4C
41
42
4:
4,
4:
4f
4',
4£
FUND BALANCE, BEGINNING 297,308 267,577 267,577 237,847
FUND BALANCE, ENDING 267,577 237,847 237,847 208,117
Restricted/Assigned/Committed Funds 267,577 237,847 237,847 208,117
ASSIGNED FUND BALANCE, ENDING - -
Restricted/Assigned/Committed Funds
Assigned 267,577 237,847 237,847 208,117
TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 267,577 237,847 237,847
Page 51
-11% (29,730)
38
-12%
(29,730)
39
-12%
(29,730)
40
0%
-
41
0%
42
43
-12%
(29,730)
44
0%
45
0%
46
0%
47
48
FUND OVERVIEW
4B ECONOMIC DEVELOPMENT FUND
The 4B Economic Development Fund collects a 1/2 cent sales tax to be allocated to qualified
development projects. The 4B Fund has been committed to the repayment of the debt incurred
for the Town's Civic Campus project.
Revenues
• FY 12/13 revenues are projected to be $890,500
• A 6% decrease of $60,000 from the FY 1 1 / 12 estimated budget of $950,500
Expenditures and Other Uses
• Transfers out to the Debt Service Fund for FY 12/13 are projected at $920,230
• This represents the total of the anticipated revenues as well as an inter -fund repayment
from the Utility Fund in the amount of $29,731.
Page 52
413 Economic Development Fund
Interfund Repayment Schedule
Due from Utility Fund
0
Nov -03
$ 533,152 $
- $
87,189 $
- $
87,189 $
445,962
1
Aug -05
$119,622
$293,842
$119,688
$533,152
29,731
Due
Beginnig
GW Farms
Knox Road
Knox Road
Ending
Pymt #
Date
Balance
Waterline
Connection
Connection
TOTAL Balance
0
Nov -03
$ 533,152 $
- $
87,189 $
- $
87,189 $
445,962
1
Aug -05
445,962
7,975
13,777
7,979
29,731
416,232
2
Aug -06
416,232
7,975
13,777
7,979
29,731
386,501
3
Aug -07
386,501
7,975
13,777
7,979
29,731
356,770
4
Aug -08
356,770
7,975
13,777
7,979
29,731
327,039
5
Aug -09
327,039
7,975
13,777
7,979
29,731
297,308
6
Aug -10
297,308
7,975
13,777
7,979
29,731
267,577
7
Aug -11
267,577
7,975
13,777
7,979
29,731
237,846
8
Aug -12
237,846
7,975
13,777
7,979
29,731
208,116
9
Aug -13
208,116
7,975
13,777
7,979
C 29,731D
178,385
10
Aug -14
178,385
7,975
13,777
7,979
29,731
148,654
11
Aug -15
148,654
7,975
13,777
7,979
29,731
118,923
12
Aug -16
118,923
7,975
13,777
7,979
29,731
89,192
13
Aug -17
89,192
7,975
13,777
7,979
29,731
59,461
14
Aug -18
59,461
7,975
13,777
7,979
29,731
29,731
15
Aug -19
29,731
7,975
13,777
7,979
29,731
(0)
TOTAL
$
119,622 $
293,842 $
119,688 $
533,152
Page 53
THE TOWN OF
:STLAKE
ECONOMIC
ir-1947 JV-
0A
DEVELOPMENT FUND
The Economic Development Fund was set up to maintain all receipts and
disbursement of funds pertaining to agreements between the Town and various
corporations for economic development.
PERFORMANCE
LEADERSHIP
TEAMWORK
DEDICATION
4F
INTEGRITY" --a. NM=ft= �c
Service Exp
I7
IE
15
2C
21
2'
22
2A
2,'
2E
2?
2E
25
3C
31
3'
32
3A
3�
Economic Development
Program Summary
Fiscal Year 2012/2013
REVENUES & OTHER SOURCES
Adopted
Estimated
Adopted
Actual
Budget
Budget
Budget
FY 10/11
FY 11/12
FY 11/12
FY 12/13
REVENUES & OTHER SOURCES
0
Payroll / Salaries
0 0
Payroll Related & Benefits
General Sales Tax
670,632
150,000
205,000
180,000
Property Tax
-
-
-
-
Hotel Tax
Repair & Maintenance
Rent & Utilities
Charges for Services
Debt
Capital Outlay
Contributions
Economic Development Incentives
706,391 185,758 240,758 215,758
Capital Projects
- - - -
Beverage Tax
706,391 185,758 240,758 215,758
Transfers Out
153 - - -
Total Other Uses
Franchise Fees
TOTAL EXPENDITURES & OTHER USES
706,543 185,758 240,758 215,758
Permits & Fees
Fines & Forfeitures
Investment Earnings
153
Misc Income
-
Total Revenues
670,785
150,000
205,000
180,000
Transfers In
35,758
35,758
35,758
35,758
Total Other Sources
35,758
35,758
35,758
35,758
OTAL REVENUES & OTHER SOURCES
706,543
185,758
240,758
215,758
EXPENDITURES & OTHER USES
0
Payroll / Salaries
0 0
Payroll Related & Benefits
0
PR Transfer In
0 0
PR Transfer Out
0
Supplies
0 0
Services
0
Insurance
0 0
Repair & Maintenance
Rent & Utilities
Interfund Advances
Debt
Capital Outlay
Economic Development Incentives
706,391 185,758 240,758 215,758
Capital Projects
- - - -
Total Expenditures
706,391 185,758 240,758 215,758
Transfers Out
153 - - -
Total Other Uses
153
TOTAL EXPENDITURES & OTHER USES
706,543 185,758 240,758 215,758
Proposed FY 12/13
vs
Estimated FY 11/12
361 EXCESS REVENUES OVER(UNDER) EXPENDITURES 10 1 0 1 0 1 0 11 0% 36
3i
3E
35
4C
41
FUND BALANCE, BEGINNING
0
0
0 0
FUND BALANCE, ENDING
0
0
0 0
Restricted/Assigned/Committed Funds
0
0
0 0
UNASSIGNED FUND BALANCE, ENDING
0
0
0 0
42 Restricted/Assigned/Committed Funds
43
44
45
46
47
48 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 0 0 0 0
Page 55
0%
37
0%
38
0%
39
0%
40
0%
41
42
0%
43
0%
44
0%
45
0%
46
0%
47
0%1
48
FUND OVERVIEW
ECONOMIC DEVELOPMENT FUND
The Economic Development Fund was set up to maintain all receipts and disbursement of funds
pertaining to agreements between the Town and various corporations for economic development.
There was confusion regarding the additional revenues being recorded in the General Fund and
offset by expenditures. These balances offset to zero but skewed the analysis of each. The Town is
hoping this fund will bring more transparency to the public regarding these receipts and payments.
• Fidelity (Phase 1) - A schedule has been set up to repay $35,758 regarding this agreement
thru FY 15/16.
• Deloitte's agreement includes a 50% reimbursement of sales tax receipts.
Revenues and Transfers In
• Total revenues for FY 12/13 are $215,758
• $180,000 sales tax from Deloitte
• $35,758 transfer in from General Fund for the payment to Fidelity (Phase 1)
Expenditures
• Total expenditures for FY 12/13 are $215,758
Page 56
ECONOMIC DEVELOPMENT FUND
Tax Reimbursement Schedule
Fidelity (Phase 1)
** FY 02/03 Payment of $107,274.72 included FY 01 /02, FY 02/03, and FY 03/04 ($35,758.24 x 3)
See Transfers Out in Economic Development Fund
Page 57
Pymt
#
FY End
Date
Beginning
Balance
100.46520.11
Principal
100.46522.11
Interest
Total
Pymt Due
Ending
Balance
1
Sep -02
$ 536,374
$ -
$ -
$ -
$ 536,374
2
Sep -03
536,374
21,461
85,814
107,275
429,099
** 3
Sep -04
429,099
-
-
-
429,099
4
Sep -05
429,099
17,477
18,281
35,758
393,341
5
Sep -06
393,341
16,426
19,333
35,758
357,582
6
Sep -07
357,582
15,314
20,444
35,758
321,824
7
Sep -08
321,824
14,138
21,620
35,758
286,066
8
Sep -09
286,066
12,895
22,863
35,758
250,308
9
Sep -10
250,308
11,581
24,178
35,758
214,549
10
Sep -11
214,549
10,190
25,568
35,758
178,791
11
Sep -12
178,791
8,720
27,038
35,758
143,033
12
Sep -13
143,033
7,166
28,593
(35,75,D8
107,275
13
Sep -14
107,275
5,522
30,237
35,758
71,516
14
Sep -15
71,516
3,783
31,975
35,758
35,758
15
Sep -16
35,758
1,944
33,814
35,758
0
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)
See Transfers Out in Economic Development Fund
Page 57
----- - -
THE TOWN O F
OA
Jk
1.STLA E it
LONE STAR PUBLIC
FACILITIES FUND
This fund was set up initially with donations from several involved corporations that were
going to benefit from tax-exempt bonds. The Lone Star Public Facilities Corporation
was founded in 1996 and was designed "to provide for the acquisition, construction,
rehabilitation, repair, equipping, furnishing and placement in service of public facilities
in an orderly, planned manner and at the lowest possible borrowing costs."
PERFORMANCE
LEADERSHIP
TEAMWORK
DEDICATION
INTEGRITY
r
If
fV41)9 r v c ell s
z
17
1£
15
2C
21
2'
2'
2�
2:
2E
Z
2£
25
3(
31
3'
3`
31
3:
Lone Star Public Facilities Fund
Program Summary
Fiscal Year 2012/2013
REVENUES & OTHER SOURCES
Adopted
Estimated
Proposed
Proposed FY 12/13
Actual
Budget
Budget
Budget
vs
FY 10/11
FY 11/12
FY 11/12
FY 12/13
Estimated FY 11/12
REVENUES & OTHER SOURCES
13,598 13,531 13,531 13,576 0% 45
General Sales Tax
0%
Property Tax
0%
Hotel Tax
0%
Charges for Services
0%
Contributions
0%
Beverage Tax
0%
Franchise Fees
0%
Permits & Fees
0%
Fines & Forfeitures
0%
Investment Earnings 36 30 45 45
0%
Misc Income
0%
Total Revenues 36 30 45 45
07.
Transfers In
0%
Total Other Sources
0%
TOTAL REVENUES & OTHER SOURCES 36 30 45 45 07.
EXPENDITURES & OTHER USES
13,598 13,531 13,531 13,576 0% 45
Payroll / Salaries
0%
Payroll Related & Benefits
0%
PR Transfer In
0%
PR Transfer Out
0%
Supplies
0%
Services
0%
Insurance
0%
Repair & Maintenance
0%
Rent & Utilities
0%
Interfund Advances
0%
Debt
0%
Capital Outlay
0%
Economic Development Incentives
0%
Capital Projects
0%
Total Expenditures
0%
Transfers Out 102
0%
Total Other Uses 102
0%
TOTAL EXPENDITURES & OTHER USES 1102
1 0%
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36 EXCESS REVENUES OVER(UNDER) EXPENDITURES (66) 30 1 45 1 45 11 0% - 36
37
3£
35
4C
41
4'
4`
41
4:
4f
47
4£
FUND BALANCE, BEGINNING
13,598 13,531 13,531 13,576 0% 45
FUND BALANCE, ENDING
13,531 13,561 13,576 13,621 0% 45
Restricted/Assigned/Committed Funds
13,531 13,561 13,576 13,621 0% 45
UNASSIGNED FUND BALANCE, ENDING
- - 0%
Restricted/Assigned/Committed Funds
A Cash 418 10110 00 000 13,531 13,561 13,576 13,621 0% 45
0%
0%
0%
0%
TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 13,531 13,561 13,576 13,621 0%1 45
Page 59
37
38
39
40
41
42
43
44
45
46
47
48
FUND OVERVIEW
LONE STAR PUBLIC FACILITIES FUND
This fund was set up initially with donations from several involved corporations that were going to
benefit from tax-exempt bonds. The Lone Star Public Facilities Corporation was founded in 1996 and
was designed "to provide for the acquisition, construction, rehabilitation, repair, equipping, furnishing
and placement in service of public facilities in an orderly, planned manner and at the lowest
possible borrowing costs."
The ideas was to "acquire, through the issuance of installment sale obligations, office buildings,
located within the State of Texas but outside the boundaries of Westlake, whose tenants will be
limited to those entities which are qualifying tenants under applicable federal income tax law so the
interest payable with respect to the installment sale obligations will be exempt from federal income
taxation."
No bonds were ever issued.
The fund is earning interest annually.
Revenues
• Total revenues for FY 12/13 are $45 in interest earnings.
Expenditures
• There have been no expenditures from this fund since inception
Page 60
This page is intentionally blank
Page 61
THE TOWN OF
:STLAHE
WA SWI
VISITORS ASSOCIATION
FUND
The Visitors 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.
PERFORMANCE
LEADERSHIP
TEAMWORK
DEDICATION
TION
111111
J+* r
io
INTEGRITY r
3bbb & -.09
z
li
1£
1S
2(
21
2,
21
2<
2:
2e
2;
2£
25
3(
31
3,
3:
31
3;
Visitors Association Fund
Program Summary
Fiscal Year 2012/2013
Adopted Estimated Proposed proposed FY 12/13
Actual Budget Budget Budget vs
FY 10/11 FY 11/12 FY 11/12 FY 12/13 Estimated FY 11/12
REVENUES & OTHER SOURCES
General Sales Tax
1,100,941
1,111,281
1,111,281
997,319
0%
Property Tax
-
-
-
-
0%
Hotel Tax
527,261
535,000
535,000
540,350
1% 5,350
Charges for Services
-
-
-
-
0% -
Contributions
-
0%
(136,534)
10%
152,079
Beverage Tax
255,339
255,225
0%
(114)
0%
Franchise Fees
850
450
450
0%
0%
Permits & Fees
170,978
186,075
188,300
213,075
0%
Fines & Forfeitures
-
-
-
-
0%
Investment Earnings
2,754
2,900
2,900
2,900
0%
Misc Income
17,890
19,275
18,650
18,650
0%
Total Revenues
547,904
557,175
556,550
561,900
17. 5,350
Transfers In
-
-
-
0% -
Total Other Sources
-
0%
07. -
TOTAI, REVENUES & OTHER SOURCES
547,904
557,1
6,550
561,900
0%
EXPENDITURES & OTHER USES
1,100,941
1,111,281
1,111,281
997,319
-10%
(113,962)
Payroll / Salaries
1,111,281
1,001,920
997,319
862,081
0%
(135,238)
Payroll Related & Benefits
180,935
182,416
182,396
183,692
0%
1,296
PR Transfer In
-
819,504
-
-
0%
(136,534)
PR Transfer Out
152,079
-
255,339
255,225
0%
(114)
Supplies
-
850
450
450
0%
-
Services
170,978
186,075
188,300
213,075
13%
24,775
Insurance
-
-
-
-
0%
-
Repair & Maintenance
-
-
-
-
0%
Rent & Utilities
33,310
34,177
35,677
35,677
0%
Interfund Advances
-
-
-
-
0%
Debt
0%
Capital Outlay
0%
Economic Development Incentives
0%
Capital Projects
-
-
-
-
0%
Total Expenditures
356,368
221,102
479,766
504,427
57.
24,661
Transfers Out
181,197
445,434
190,746
192,711
1%
1,965
Total Other Uses
181,197
445,434
190,746
192,711
17.
1,965
TOTAL EXPENDITURES & OTHER USES
537,564
666,536
670,512
697,138
47.
26,626
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36 EXCESS REVENUES OVER(UNDER) EXPENDITURES 10,340 (109,361) (113,962) (135,238) 19% (21,276) 36
3i
3£
35
4(
41
4,
4:
41
4:
4t
4i
4£
FUND BALANCE, BEGINNING
1,100,941
1,111,281
1,111,281
997,319
-10%
(113,962)
FUND BALANCE, ENDING
1,111,281
1,001,920
997,319
862,081
-14%
(135,238)
Restricted/Assigned/Committed Funds
180,935
182,416
182,396
183,692
1%
1,296
UNASSIGNED FUND BALANCE, ENDING
930,346
819,504
814,922
678,389
-177.
(136,534)
# Days Operating
632
449
444
355
-20%
(88)
Restricted/Assigned/Committed Funds
Debt Service 180,935 182,416 182,396 183,692 1% 1,296
0% -
0%
0%
0%
TOTAL RESTRICTED/ASSIGNED/COMMITED FUNDS 180,935 182,416 363,351 183,692
Page 63
37
38
39
40
41
42
43
44
45
46
47
48
FUND OVERVIEW
VISITORS ASSOCIATION FUND
The Visitors 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 which delivers and returns Marriott visitors to DFW Airport.
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 may
be used in a manner that directly enhances and promotes tourism and the convention and hotel
industry.
Revenues
• Total revenues for FY 12/13 are $561,900
• This is a I% increase of $5,350 compared to the FY 11 /12 estimated revenues.
Expenditures and Transfers Out
• Total expenditures for FY 12/13 are $697,138
• This represents a 4% increase of $26,626 from the FY 1 1/ 12 estimated expenditures.
• A large portion of this increase ($14,000) is for an electronic records storage and
management system (laserfische) intended to reduce the record storage footprint/space,
improve records retrieval and management for all departments. This system is HIPPA and
DOD certified and has been approved by the Texas State Library and Archives which
establishes the record retention requirements. We currently use the Laserfiche software for
the Town Council and Board of Trustees minutes.
• Advertising costs increased $5,918 to place additional ads for better exposure and
awareness in the Westlake community.
• Transfers Out increased $1,965 of which $1,296 is for transfers out to the Debt Service fund for
the 2008 bond payment on the Arts and Sciences center construction.
Fund Balance
• Fund balance is expected to decrease by $135,238
Page 64
Visitors Association Fund
Department Director Ginger Awtry
Department Phone 1817.490.5719
PROGRAM BUDGET
Pro ram I Activity Budget Percent
Municipal
Administration
Communication
117,450
16.55%
1
Support Services - Administrative
9,871
1.39%
2
Support Services - Facilities Maintenance
100
0.01%
3
Support Services - Human Resources
5,963
0.84%
4
Contract Management
77,917
10.98%
5
Affiliate Board Liaison & Support
100
0.01%
$
93,9511
13.24%
Citizen Communication & Eneagement
1
Communication
117,450
16.55%
2
Neighborhood Gatherings & Outreach
80
0.01%
3
Community Activities
9,475
1.34%
4
Direction Finders and Other Surveys
6,170
0.87%
5
$
133,175
18.77%
Accountine Services - Municipal
1
Accounts Payable
2,288
0.32%
2
Accounts Receivable
2,288
0.32%
3
Payroll
2,288
0.32%
4
Financial Reporting
9,038
1.27%
5
Cash & Investment Management
2,288
0.32%
6
Budget Program
450,224
63.45%
$
468,4121
66.02%
Municipal Governance
1
Policy Development, Council Meetings & Workshopsl
0.00%
1 0.00%
Academic Governance
14,000 1.97%
$
0.00%
- 0.00%
1
Strategic Plan Development & Implementation
Policy Development, Council Meetings & Workshops
4
0.00%
Comprehensive
Planning & Economic Development
$
0.00%
1
14,0001 1.97%
Development Recruiting & Assistance
0.00%
2
Development Oversight & Regulation
0.00%
$
0.00%
Mur
icipal Administration
Departmental Coordination & Employee Management
0.00%
1
Contract Management
14,000 1.97%
2
Agenda Preparation & Calendar Maintenance
- 0.00%
3
Strategic Plan Development & Implementation
0.00%
4
Professional Development
0.00%
5
Direction of Leadership Team
- 0.00%
$
14,0001 1.97%
Academic Administration
1
Departmental Coordination & Employee Management
0.00%
2
Agenda Preparation & Calendar Maintenance
0.00%
3
Strategic Plan Development & Implementation
0.00%
4
Organizational Development
0.00%
5
Parent & Student Communication
0.00%
6
Affiliate Board Liaison & Support
0.00%
$
0.00%
Page 65 $ 709,538 1 100.00%
THE TOWN OF
:STLAKE
DEBT SERVICE FUND
The Debt Service Fund was created to clearly illustrate the Town's debt service
picture. The Town's obligations are consolidated into one fund with payments
being transferred from 413 Economic Development Fund, Property Tax
Reduction Fund (in prior years), General Fund (in subsequent years) and the
Visitors Association Fund. Future CO's and General Obligation debt issuances
would also be paid from this fund.
PERFORMANCE
LEADERSHIP
TEAMWORK
DEDICATION
4F
INTEGRITY" --a. NM=ft=
�
Service 'At
16
17
le
19
2C
21
22
22
24
25
26
27
2e
29
3C
31
32
32
34
3E
Debt Service Fund
Program Summary
Fiscal Year 2012/2013
REVENUES & OTHER SOURCES
Adopted
Estimated
Proposed
Actual
Budget
Budget
Budget
FY 10/11
FY 11/12
FY 11/12
FY 12/13
REVENUES & OTHER SOURCES
0
0%
7,504
0%
General Sales Tax
-
-
-
-
Property Tax
30,558
154,608
172,098
123,969
Hotel Tax
-
-
-
-
Charges for Services
0%
(5,575)
0%
Contributions
-
-
-
-
Beverage Tax
1,130
2,925
1,130
2,925
Franchise Fees
-
-
-
-
Permits & Fees
Fines & Forfeitures
Investment Earnings
28
-
-
-
Misc Income
-
100
-
-
Total Revenues
30,586
154,708
172,098
123,969
Transfers In
1,505,539
1,501,324
1,470,222
1,462,483
Total Other Sources
1,505,539
1,501,324
1,470,222
1,462,483
TOTAL REVENUES & OTHER SOURCES
1,536,125
1,656,032
1,642,320
1,586,452
EXPENDITURES & OTHER USES
0
0%
7,504
0%
Payroll / Salaries
0%
7,504
0%
(0)
Payroll Related & Benefits
-
159%
1,795
0%
Payroll Tranfser In
0%
0
0%
0
Payroll Tronfser Out
0%
(5,575)
0%
Supplies
-
-
-
-
Services
1,130
2,925
1,130
2,925
Insurance
-
-
-
-
Repair & Maintenance
Rent & Utilities
Interfund Advances
-
-
-
-
Debt
1,527,490
1,653,107
1,618,898
1,613,323
Capital Outlay
-
-
-
-
Economic Development Incentives
Capital Projects
-
-
-
-
Total Expenditures
1,528,620
1,656,032
1,620,028
1,616,248
Transfers Out
-
Total Other Uses
TOTAL EXPENDITURES & OTHER USES
1,528,620
1,656,032
1,620,028
1,616,248
Proposed FY 12/13
vs
Estimated FY 11/12
-3%
1
2
3
4
5
6
7
8
9
10
12
13
14
15
(55,868) 16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36 EXCESS REVENUES OVER(UNDER) EXPENDITURES 7,504 22,292 1 (29,796) -2347. (52,088) 36
37
3e
39
4C
41
FUND BALANCE, BEGINNING
0
0%
7,504
0%
FUND BALANCE, ENDING
0%
7,504
0%
(0)
0%
-
159%
1,795
0%
-
0%
0
0%
0
0%
0%
(5,575)
0%
0%
0%
0%
(3,780)
0%
0%
07. —
(3,780)
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36 EXCESS REVENUES OVER(UNDER) EXPENDITURES 7,504 22,292 1 (29,796) -2347. (52,088) 36
37
3e
39
4C
41
FUND BALANCE, BEGINNING
0
7,504
7,504
29,796
FUND BALANCE, ENDING
7,504
7,504
29,796
(0)
Restricted/Assigned/Committed Funds
7,504
7,504
29,796
(0)
UNASSIGNED FUND BALANCE, ENDING
0
0
0
0
42 Restricted/Assigned/Committed Funds
43
44
45
46
471 1
48 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS
Page 67
297% 22,292
-1007. (29,796)
0% (29,796)
0%
37
38
39
40
41
42
43
44
45
46
47
48
FUND OVERVIEW
DEBT SERVICE FUND
The Debt Service Fund was created to clearly illustrate the Town's debt service picture. The
Town's obligations are consolidated into one fund with payments being transferred from 4B
Economic Development Fund, Property Tax Reduction Fund (in prior years), General Fund (in
subsequent years) and the Visitors Association Fund. Future CO's and General Obligation debt
issuances would also be paid from this 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 implemented an ad valorem property
tax for the first time during FY 2010-11. 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.
Shown below is the Town's debt position as of the beginning of FY 2012-13 for outstanding
General Obligation Bonds and Certificates of Obligation;
Principal 1 $ 21,057,000
Interestl 11,137,538
Total 1 $ 32,194,538
Debt service payments are made for the following:
Issues made for the construction of the Westlake Academy facilities:
$12,400,000 Series 2002 Certificates of Obligation
$ 6,410,000 Series 2003 Certificates of Obligation
$ 7,465,000 Series 2007 General Obligation Refunding Bonds (partial refund of $12.4 co issue)
$ 2,500,000 Series 2008 General Obligation Bonds
$ 7,375,000 Series 2011 General Obligation Refunding Bonds (partial refund of $12.4 co and $6.4M Issue)
Additional issue for various street projects:
$ 2,095,000 Series 2011 Certificates of Obligation
If adopted - payments will also be made on (a) Series 2012 Certificates of Obligation in the
amount of $8.5M for the construction of additional facilities at the Westlake Academy campus;
(2) Series 2013 General Obligation Refunding amount of $4.6 of Series 2003 and 2008. If
refunded, the Town will see approximately $650K savings. These estimated payments are
detailed in the following schedules.
Revenues and Transfers In
• Current debt service on the Westlake Civic Campus is paid by
o Transfers in from Visitors Association Fund
o Transfers in from 4B Economic Development Fund
o Transfers in from General Fund
• Debt service on various street projects is paid by
o Ad Valorem Property Taxes
FUND OVERVIEW
Expenditures
• FYI 2/13 expenditures are $1,616,753
• This is a $3,275 decrease compared to FYI 1/12 estimated expenditures of $1,620,027. This
is in conjunction with the 2011 issue of $7,375,000 that was for the partial refunding of the
$12.4 CO 2002 issue as well as the proposed 2012 CO issuance and 2013 General
Obligation refunding issuance.
0
C
O
$1.70
$1.60
$1.50
$1.40
$1.30
$1.20
$1.10
$1.00
$0.90
$0.80
$0.70
$0.60
$0.50
$0.40
$0.30
$0.20
$0.10
$0.00
00
rn
0
Ln
Ln
0
Annual Debt Requirements
M 't ul lD n M M O N M -Ct Ul lD n M M O 11 N
1-1 1i 1--1 c-1 1 11 a- N N N N N N N N N N M M M
C C C C C O C C C C C O O O C O O O C O
N N N N N N N N N N N N N N N N N N N N
Page 69
Interest
■ Principal
This page is intentionally blank
Page 70
Debt Service Fund
Long -Term Debt Summary
Page 71
SERIES
2013 GO -Refunding
SERIES 2012 CO
SERIES 2011 CO
SERIES
2011 GO -Refunding
(If Adopted)
(If Adopted)
"partial refunding of 2003/2008
Certificates of Obligation
Certificates
of Obligation
"partial refunding of 2002/2003
funded by 48 Fund/General
Fund
funded by 48 Fund/General Fund
funded by DS 300 Property Tax
funded by 48 Fund/General Fund
Pymt
Fiscal
-
TOTAL
- 12
TOTAL
-
TOTAL
-
-
TOTAL
No.
Year
Principal
In}erest
Principal
Interest
Principal
Interest
Principal
Interes}
1
2013
125,000
62,717
187,717
-
175,474
175,474
90,000
63,765
153,765
100,000
225,200
325,200
2
2014
305,000
86,770
391,770
200,000
242,848
442,848
93,000
60,791
153,791
100,000
223,200
323.200
3
2015
320,000
85,360
405,360
200,000
238,848
438,848
97,000
57,704
154,704
440,000
217,800
657,800
4
2016
295,000
83,601
378,601
205,000
234,798
439,798
100,000
54,503
154,503
100,000
212,400
312,400
5
2017
130,000
82,090
212,090
210,000
230,648
440,648
75,000
79,475
154,475
275,000
207,275
482,275
6
2018
120,000
80,878
200,878
215,000
226,398
441,398
79,000
75,625
154,625
700,000
192,650
892,650
7
2019
130,000
79,340
209,340
220,000
222,048
442,048
83,000
71,575
154,575
715,000
171,425
886,425
8
2020
135,000
77,383
212,383
225,000
217,035
442,035
87,000
67,325
154,325
730,000
149,750
879,750
9
2021
135,000
75,088
210,088
230,000
211,060
441,060
91,000
62,875
153,875
750,000
127,550
877,550
10
2022
140,000
72,473
212,473
235,000
204,666
439,666
96,000
58,200
154,200
770,000
104,750
874,750
11
2023
140,000
69,603
209,603
245,000
198,066
443,066
101,000
53,275
154,275
790,000
81,350
871,350
12
2024
140,000
66,593
206,593
250,000
190,948
440,948
106,000
48,100
154,100
820,000
55,150
875,150
13
2025
145,000
63,385
208,385
255,000
183,373
438,373
111,000
42,675
153,675
260,000
36,250
296,250
14
2026
155,000
59,896
214,896
265,000
175,573
440,573
117,000
36,975
153,975
260,000
27,150
287,150
15
2027
150,000
56,275
206,275
275,000
167,473
442,473
123,000
30,975
153,975
275,000
17,100
292,100
16
2028
150,000
52,600
202,600
280,000
159,148
439,148
129,000
24,675
153,675
290,000
5,800
295,800
17
2029
455,000
44,810
499,810
290,000
150,598
440,598
136,000
18,050
154,050
-
-
-
18
2030
465,000
32,734
497,734
300,000
141,748
441,748
143,000
11,075
154,075
19
2031
480,000
20,093
500,093
310,000
132,598
442,598
150,000
3,750
153,750
20
2032
495,000
6,806
501,806
320,000
123,148
443,148
-
-
-
21
2033
-
-
-
325,000
113,473
438,473
22
2034
335,000
103,573
438,573
23
2035
345,000
93,373
438,373
24
2036
360,000
82,618
442,618
25
2037
370,000
71,303
441,303
26
2038
380,000
59,678
439,678
27
2039
395,000
47,369
442,369
28
2040
405,000
34,369
439,369
29
2041
420,000
20,963
440,963
30
2042
435,000
7,069
442,069
TOTAL
$4,610,000
$1,258,492
$5,868,492
$8,500,000
$4,460,273
$12,960,273
$2,007,000
$921,388
$2,928,388
$7,375,000
$2,054,800
$9,429,800
Original
Issue:
$4,610,000
$8,500,000
$2,095,000
$7,375,000
Issue
Date:
f adopted -
Anticipated -January,
201
1 adopted - Anticipated - November, 201
March
29, 2011
December 29, 2011
Use:
Partial refunding of 2003 & 2008
Construction at WA
Various street projects
Partial refunding of 2002 & 2003
Page 71
SERIES 2008 GO
SERIES 2007 GO -Refunding
SERIES 2003* CO
SERIES 2002* CO
General Obligation Bonds
*partial refunding of 2002
Certificates of Obligation
Certificates of Obligation
funded by Visitor Fund 220
funded by
4B Fund/General Fund
funded by 4B Fund 200
funded by 4B Fund 200
am.aeem TOTAL
TOTAL
-4114-11 - TOTAL
TOTAL
,Interest
GRAND TOTAL
Principal
Interest
Total Debf
Principal Interests
Principal Interest
Principal Interest
Principal
41,846 41,846
25,000
295,545
320,545
51,851 51,851
315,000 41,925 356,925
655,000
958,323
1,613,323
-
35,000
294,608
329,608
- -
330,000 21,450 351,450
1,063,000
929,666
1,992,666
35,000
293,295
328,295
1,092,000
893,006
1,985,006
410,000
291,983
701,983
1,110,000
877,284
1,987,284
425,000
276,608
701,608
1,115,000
876,095
1,991,095
40,000
259,608
299,608
1,154,000
835,158
1,989,158
40,000
258,008
298,008
1,188,000
802,395
1,990,395
45,000
256,408
301,408
1,222,000
767,900
1,989,900
50,000
254,608
304,608
1,256,000
731,180
1,987,180
55,000
252,608
307,608
1,296,000
692,696
1,988,696
60,000
250,408
310,408
1,336,000
652,701
1,988,701
65,000
248,008
313,008
1,381,000
608,798
1,989,798
645,000
245,408
890,408
1,416,000
571,090
1,987,090
670,000
219,608
889,608
1,467,000
519,201
1,986,201
700,000
192,808
892,808
1,523,000
464,630
1,987,630
730,000
164,808
894,808
1,579,000
407,030
1,986,030
760,000
134,695
894,695
1,641,000
348,153
1,989,153
790,000
103,345
893,345
1,698,000
288,901
1,986,901
825,000
70,560
895,560
1,765,000
227,000
1,992,000
855,000
35,910
890,910
1,670,000
165,864
1,835,864
-
-
-
325,000
113,473
438,473
335,000
103,573
438,573
345,000
93,373
438,373
360,000
82,618
442,618
370,000
71,303
441,303
380,000
59,678
439,678
395,000
47,369
442,369
405,000
34,369
439,369
420,000
20,963
440,963
435,000
7,069
442,069
$0
$41,846
$41,846
$7,260,000
$4,398,830
$11,658,830
$0
$51,851
$51,651
$645,000
$63,375
$708,375
$30,397,000
$13,250,854
$43,647,854
$2,500,000
$7,465,000
$6,410,000
$12,400,000
June 18, 2008
March 15, 2007
June 23, 2003
January 15, 2002
Second phase construction of
Construction of A&S Center
Partial refunding
of Series 2002
First phase construction of WA
I
WA
Page 72
This page is intentionally blank
Page 73
THE TOWN O F
OA
1. S i L �E"
CEMETERY FUND
The Cemetery program includes all operations associated with the 5.5 acre
cemetery located on J.T. Ottinger Road. This includes interment, lot sales,
record keeping, and all maintenance associated with the grounds, fences,
trees and flower beds. The cemetery was donated and conveyed by deed to
the Town during FY2008-09.
PERFORMANCE
LEADERSHIP
TEAMWORK
DEDICATION
INTEGRITY
r
If
�n Service cells
z
li
1£
15
2C
21
2'
2`
2�
2:
2f
2;
2£
25
3C
31
3'
3`
31
3:
Cemetery Fund
Program Summary
Fiscal Year 2012/2013
Adopted Estimated Proposed Proposed FY 12/13
Actual Budget Budget Budget vs
FY 10/11 FY 11/12 FY 11/12 FY 12/13 Estimated FY 11/12
REVENUES & OTHER SOURCES
0% (325)
D BALANCE, ENDING 148,963 147,338 148,638 148,813
0% 175
Restricted/Assigned/Committed Funds 148,963 147,338 148,638 148,813
0%
General Sales Tax
Property Tax
0%
0%
07o
Hotel Tax
-
-
-
-
0%
Charges for Services
13,300
3,400
5,400
5,400
07.
Contributions
-
-
-
-
0%
Beverage Tax
07o
Supplies
07o
Franchise Fees
500
-
-10017o
(500)
0%
Permits & Fees
3,100
3,600
3,600
057
0%
Fines & Forfeitures
-
-
-
-
07o
Investment Earnings
117
75
175
175
0%
Misc Income
-
Rent & Utilities
-
-
07o
Total Revenues
13,417
3,475
5,575
5,575
07.
Transfers In
-
-
-
-
0%
Total Other Sources
0%
0%
TOTAL REVENUES & OTHER SOURCES
13,
,475
5,575
5,575
0%
EXPENDITURES & OTHER USES
0% (325)
D BALANCE, ENDING 148,963 147,338 148,638 148,813
0% 175
Restricted/Assigned/Committed Funds 148,963 147,338 148,638 148,813
0% 175
UNASSIGNED FUND BALANCE, ENDING
Payroll / Salaries
0%
0%
017o
07. 175
Payroll Related & Benefits
0%
Payroll Transfer In
07o
Payroll Transfer Out
-
-
07o
Supplies
450
-
500
-
-10017o
(500)
Services
4,154
3,100
3,600
3,600
057
-
Insurance
-
-
-
-
070
Repair & Maintenance
1,000
2,000
1,800
1,800
0%
Rent & Utilities
-
-
-
-
0%
Interfund Advances
070
Debt
0%
Capital Outlay
070
Economic Development Incentives
0%
Capital Projects
-
-
-
-
0%
Total Expenditures
5,604
5,100
5,900
5,400
-8%
(500)
Transfers Out
-
-
-
-
0%
-
Total Other Uses
-
0%
-
TOTAL EXPENDITURES & OTHER USES
5,604
5,100
5,900
5,400
-8%
(500)
1
2
3
4
5
6
7
8
9
10
it
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36 EXCESS REVENUES OVER(UNDER) EXPENDITURES I j 7,813 1 j (1,625) (325) ]75 1 -1547. 500 36
3;
3£
3S
4C
41
4`
4'
4z
4:
4E
4;
4£
FUND BALANCE, BEGINNING 141,149 148,963 148,963 148,638
0% (325)
D BALANCE, ENDING 148,963 147,338 148,638 148,813
0% 175
Restricted/Assigned/Committed Funds 148,963 147,338 148,638 148,813
0% 175
UNASSIGNED FUND BALANCE, ENDING
0% -
0%
Restricted/Assigned/Committed Funds
A Cash 255 10110 00 000 50,784 49,159 50,459 50,634
0% 175
A Cemetery Lots 255 15100 00 000 98,179 98,179 98,179 98,179
0570 -
0%
0%
0%
TOTAL RESTRICTED/ASSIGNED/COMMITTED FU ILD 147,338 148,638 148,813
07. 175
Page 75
37
38
39
40
41
42
43
44
45
46
47
48
FUND OVERVIEW"
CEMETERY FUND
The Cemetery program includes all operations associated with the 5.5 acre cemetery located
on J.T. Ottinger Road. This includes interment, lot sales, record keeping, and all maintenance
associated with the grounds, fences, trees and flower beds. The cemetery was donated and
conveyed by deed to the Town during FY2008-09.
Revenues
• Total revenues for FY 2012-13 are $5,575
• Revenue will remain flat when compared to FY 11/12 estimated revenues.
Expenditures
• Total expenditures for FY 2012-13 are $5400
• This is an 8% decrease of $500 compared to FY 2011-12 estimated expenditures.
Fund Balance
• The projected ending fund balance for FY 2012-13 is $148,813.
Page 76
This page is intentionally blank
Page 77
47
Fla
THE TOWN O F + 6 ;.
1.STLA E
UTILITY FUND
The Utility Fund is utilized for: the operation, maintenance, repair, and installation
of 130,000 LF of water lines, 94,000 LF of waste water lines, and 57,000 LF of duct
bank lines; maintaining public records and regulatory requirements
PERFORMANCE
LEADERSHIP
TEAMWORK
DEDICATION
INTEGRITY
r
If
OWN&
le lice
Service
1
2
4
S
6
7
8
9
1C
11
12
13
14
I5
T
lE
2(
21
2,
21-
2,
:2,
2!
2t
2;
2E
2',
3(
31
31
3,
Utility Fund
Program Summary
Fiscal Year 2012/2013
REVENUES & OTHER SOURCES
Adopted
Estimated
Proposed
Actual
Budget
Budget
Budget
FY 10/11
FY 11/12
FY 11/12
FY 12/13
REVENUES & OTHER SOURCES
2,571,347
0%
3,103,441
017
Charges for Services Water
2,386,093
2,059,000
2,059,000
2,059,000
Charges for Services Sewer
547,871
529,800
529,800
529,800
Charges for Services Trash 100%
5,216
6,966
6,966
58,050
Charges for Services Other
187,645
44,000
60,835
60,835
Contributions
-
-
-
7,000
Franchise Fees
345,526
453,744
454,299
521,828
Permits & Fees
4,748
5,827
4,834
6,098
Fines & Forfeitures
-
-
-
141,500
Investment Earnings
9,699
10,000
10,000
10,000
Misc Income
146,716
71,500
89,434
89,434
Total Revenues
3,283,239
2,721,266
2,756,035
2,807,119
Transfers In
1,015,869
1,110,600
1,110,600
2,000,000
Total Other Sources
2,392,565
2,069,362
2,308,302
2,000,000
TOTAL REVENUES & OTHER SOURCES
3,283,239
2,721,266
2,756,035
4,807,119
EXPENDITURES & OTHER USES
2,571,347
0%
3,103,441
017
Payroll / Salaries
0%
2,820,048
9%
22,118
Payroll Related & Benefits
(380)
15%
67,529
26%
PR Transfer In
-
(14,550)
-
17,515
PR Transfer Out
203,592
-
251,694
273,812
Supplies
2,878
7,000
7,380
7,000
Services
345,526
453,744
454,299
521,828
Insurance
4,748
5,827
4,834
6,098
Repair & Maintenance
103,449
141,500
156,050
141,500
Rent & Utilities
97,638
111,292
93,777
111,292
Capital Outlay
15,007
20,000
22,000
20,000
Debt
603,858
219,399
207,668
220,943
Water Purchases
1,015,869
1,110,600
1,110,600
1,110,600
Total Expenses
2,392,565
2,069,362
2,308,302
2,413,073
Capital Projects
213,364
603,603
493,375
2,161,871
Transfers Out
145,216
331,694
87,500
87,500
Total Other Uses
358,580
935,297
580,875
2,249,371
TOTAL EXPENSES & OTHER USES
2,751,145
3,004,659
2,889,177
4,662,444
Proposed FY 12/13
vs
Estimated FY 11/12
0%
0%
733% 51,084
0% -
0
0%
0%
0%
0%
0%
2% 51,084
100% 2,000,000
100% 2,000,000
74% 2,051,084
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34 EXCESS REVENUES OVER(UNDER) EXPENSES 1 532,094 1 (283,393) (133,142) 144,675 1 -209% 277,817 34
3:
3e
3
3F
31,
4(
41
4,
4;
4,
4;
4�
4
4f
FUND BALANCE, BEGINNING
2,571,347
0%
3,103,441
017
FUND BALANCE, ENDING
0%
2,820,048
9%
22,118
-5%
(380)
15%
67,529
26%
1,264
-9%
(14,550)
19%
17,515
-9%
(2,000)
6%
13,275
0%
-
5%
104,771
338%
1,668,496
0%
-
287%
1,668,496
617,
1,773,267-
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34 EXCESS REVENUES OVER(UNDER) EXPENSES 1 532,094 1 (283,393) (133,142) 144,675 1 -209% 277,817 34
3:
3e
3
3F
31,
4(
41
4,
4;
4,
4;
4�
4
4f
FUND BALANCE, BEGINNING
2,571,347
3,103,441
3,103,441
2,970,299
FUND BALANCE, ENDING
3,103,441
2,820,048
2,970,299
3,114,974
Restricted/Assigned/Committed Funds
143,780
149,050
149,050
153,522
UNASSIGNED FUND BALANCE, ENDING
2,959,661
2,670,998
2,821,249
2,961,453
Operating Expenditures
2,392,565
2,069,362
2,308,302
2,413,073
# Days Operating
452
471
446
448
Restricted/Assigned/Committed Funds
R Water/Sewer Deposits Cash 10112 143,780 149,050 149,050 153,522
TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS pso 149,050 153,522
Page 79
-4% (133,142)
5%
144,675
3%
4,472
5%
140,204
5%
104,771
109%
488
3% 4,472
0% -
0
017
0%
0%
3%1 4,47
35
36
37
38
39
40
41
42
43
44
45
46
47
48
FUND OVERVIEW
UTILITY FUND
REVENUES AND OTHER RESOURCES
• Total revenues for FY 2012-13 are $4,807,119
• A 74% increase of $2,051,084 from the FY 11 /12 estimated revenues of $2,756,035.
• This amount is composed primarily of a $2M transfer in (inter -fund loan) from the General
Fund in FY 2012-13 for the construction of a ground storage tank. Funds are to be repaid
over the next five (5) years.
REVENUES
FY 11/12
Estimated
FY 12/13
Proposed
% of
total
change
amount
change
percent
Water Revenue
2,059,000
2,059,000
43%
-
Oho
Sewer/Trash/Other
536,766
587,850
12%
51,084
10%
Contributions
-
-
0%
-
0%
Tap/Impact Fees
60,835
60,835
1%
-
0%
Interest/Misc Income
99,434
99,434
2%
-
0%
Transfers In
-
2,000,000
42%
2,000,000
100
TOTAL
$2,756,035
$4,807,119
100%
1 $2,051,084
74%
• 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.
FY12/13
Proposed
Revenues o Sewer/Trash/
Other 12%
o Transfers In
L o Water Revenue
Water Revenue 43%
The Utility Fund is the recipient of all revenue generated from water sales in the Town. With the
construction of Westlake's master -planned residential developments, the Town placed new water
infrastructure into service in 2000.
As Westlake's customer base continues to expand, additional demands will be placed on the utility
system, requiring incremental expansion and maintenance of infrastructure.
Effective October 1, 2012, Fort Worth rates increased by 2.9% ($1.7376/1000 gal to $1.6848/1000 gal).
FUND OVERVIEW
Wastewater Revenues
Wastewater revenue is another major component of the Utility Fund. Wastewater revenue is
expected to grow proportionate to future non -irrigation water demands. These future increases can
be attributed to both residential and commercial growth. Effective December 1, 2012, TRA rates will
increase by 22.7% ($3.902/1000 gal to $4.788/1000 gal) due to higher treated sewage volumes,
capital project funding needs and associated operating costs.
Waste Management
During FY 2008-09, the Town took over the billing and collection of residential solid waste user fees for
its franchised hauler. The Town changed from twice a week pick up schedule to once a week pick
up schedule in lieu of a rate increase. The current rate for solid waste and recycling service remains
unchanged since 2008. The Town receives a 12% fee from its franchisee for providing this service.
Ductbank
The ductbank is a series of Town owned conduit that houses underground telecommunication
infrastructure in portions of Westlake. Revenues from the ductbank are contingent upon utility
companies leasing out portions of the conduit. The Town continues to execute new leases with
telecommunications companies.
EXPENSES AND OTHER USES
• Total expenditures for FY 2012-13 are $4,662,444
• A 61% increase of $1,773,267 from the FY 2011-12 estimated expenses.
• Capital projects funded by the Utility Fund are described in the capital improvements portion
of this overview.
EXPENSES
FY 11/12
Estimated
FY 12/13
Proposed
% of
total
change
amount
change
percent
Operating Expenses
2,286,302
2,393,073
51%
106,771
5%
Capital Outlay/Projects
515,375
2,181,871
47%
1,666,496
323%
Transfers Out
1 87,500
87,500
2%
1 -
0%
TOTAL
1 $ 2,889,177 1
$ 4,662,444
1007.
1 $ 1,773,267
61%
FUND OVERVIEW
Services Provided
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.
This fund also contains the planning and implementation of the ductbank. This is a series of
underground conduit designed to house telecommunications services in Westlake. The ductbank is
a public/private partnership that utilizes public and private sector capital, town planning and
engineering and town operation. Phase I was completed in FY 2000-01 and became ready for
occupancy in FY 2001-02 with leases following completion of construction. FY 2004-05 saw the
completion of the ductbank extension from Vaquero to Pearson Road with a lease following the
construction. The development of the Terra Bella subdivision extended the ductbank from Sam
School Road through the subdivision to Dove Road.
In 2010, Deloitte University constructed new ductbank through their development that connected
the section at Dove/Pearson Lane to Ottinger Road at the Deloitte service entrance with leases
following completion of construction.
The Utility Fund is responsible for all water, sewer, and telecommunications ductbank service in the
Town. The Town continues to use new automated technologies to control inflows into our storage
facilities and minimize the annual peak payment charges from the City of Fort Worth.
The fund is also burdened with three outstanding long-term obligations.
1. The first is the proportionate buyout of infrastructure owned by the Hunt Trust which sold
the Circle T Ranch to Hillwood. The Town's agreement with Hillwood is that in exchange
for dissolution of the Municipal Utility Districts (MUDS), the Utility Fund will reimburse
Hillwood the share of purchased MUDS infrastructure for each development based upon
the acres removed from the MUDS. Hillwood, in turn, must deposit these funds into an
escrow account owned by the Hunt Trust.
Page 82
FUN® OVERVIEW
2. The second long term liability is the loan from Hillwood to the Town to construct the 16"
and 20" transmission water lines and the US 377 Pump 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 which 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 the customers. The contract clearly stipulates that this is not a general
obligation of the Town. It is, however, required to be paid back through this assessment
being attached to the water rate. The rate would have to be significantly increased 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.
3. The third longterm liability is the joint Westlake/Keller water tower that was constructed to
provide the necessary water storage and pressures within Westlake.
Staff is committed to maintaining an up to date utility rate analysis to maintain the integrity of the
fund. The budget is based on an adjustment in water and sewer rates from a rate study conducted
in FY 2010-11. The fund revenues were estimated based on a water and sewer rates approved by
the Town Council on December 13, 2010 and became effective January 1, 2011. The purpose of the
rate increase was to fully recover all system costs as well as provide for capital improvements and
maintenance of our water and sewer utility. In addition to the rate increase on December 13, 2011,
Council also approved a "pass-through" rate adjustment ordinance that provides for an automatic
adjustment to rates based on unit volume costs from the Town's wholesale providers.
Page 83
PROGRAM BUDGET
Utility Fund Public Works
Department Director Jarrod Greenwood
Department Phone 817-490-5717
Program I Activity Budget Percent
Water Services
1
Maintenance & Repairs
212,415
8.80%
2
Regulatory Monitoring & Reporting
43,257
1.79%
3
Water Conservation
19,685
0.82%
4
Customer Service
58,828
2.44%
5
Meter Testing & Replacement
71,507
2.96%
6
Wholesale Water Purchases
1,110,601
46.02%
7
Contract Management
166,711
6.91%
$
1,683,003
69.75%
Sewer Services
1
Maintenance & Repairs
23,647
0.98%
2
Regulatory Monitoring & Reporting
5,969
0.25%
3
Wastewater Treatment
394,221
16.34%
4
Contract Management
24,393
1.01%
$
448,2301
18.58%
Solid Waste & Recycling
1 Solid Waste 71,117 2.95%
2 Recycling 20,033 0.83%
$ 91,151 3.78%
Utility Billing Services
1 Utility Billing 68,011 2.82%
$ 68,0111 2.82%
Municipal Governance
1 Town Council Meetings/Workshops 47,922 1.99%
$ 47,9221 1.99%
Citizen Engagement and Communication
1 Neighborhood Gatherings & Outreachi 5,4251 0.22%
$ 5,4251 0.22%
Accounting Services - Municipal
4 1 Financial Reporting 19,470 0.81%
$ 66,813 2.77%
** Represents Total Expenses net of Debt & Capital Projects I $ 2,413,073 100%
Page 84
Utility Fund
Interfund Repayment Schedule
Due to 4B Economic Development Fund
Pymt #
Due
Date
Beginnig
Balance
$119,622
GW Farms
Waterline
$293,842
Knox Road
Connection
$119,688
Knox Road
Connection
$533,152
TOTAL
Ending
Balance
1
Nov -03
$ 533,152
$ -
$ 87,189
$ -
$ 87,189
$ 445,962
2
Aug -05
445,962
7,975
13,777
7,979
29,731
416,232
3
Aug -06
416,232
7,975
13,777
7,979
29,731
386,501
4
Aug -07
386,501
7,975
13,777
7,979
29,731
356,770
5
Aug -08
356,770
7,975
13,777
7,979
29,731
327,039
6
Aug -09
327,039
7,975
13,777
7,979
29,731
297,308
7
Aug -10
297,308
7,975
13,777
7,979
29,731
267,577
8
Aug -11
267,577
7,975
13,777
7,979
29,731
237,846
9
Aug -12
237,846
7,975
13,777
7,979
29,731
208,116
10
CAug-
208,116
7,975
13,777
7,979
C 29,731D
178,385
11
Aug -14
178,385
7,975
13,777
7,979
29,731
148,654
12
Aug -15
148,654
7,975
13,777
7,979
29,731
118,923
13
Aug -16
118,923
7,975
13,777
7,979
29,731
89,192
14
Aug -17
89,192
7,975
13,777
7,979
29,731
59,461
15
Aug -18
59,461
7,975
13,777
7,979
29,731
29,731
16
Aug -19
29,731
7,975
13,777
7,979
29,731
(0)
TOTAL
$ 119,622
$ 293,842
$ 119,688
$ 533,152
Page 85
UTILITY FUND
Debt Payable Schedule
Keller Overhead Storage
Pymt
Pymt
TOTAL PAYABLE
WESTLAKE'S PORTION OF PAYABLE 32%
#
Date
Principal
Interest
Total
Payable
Principal
Interest
Total
Balance
1
Sep -06
$ 190,000
$ 173,730
$ 363,730
$ 116,554
$ 60,884
$ 55,670
$ 116,554
$1,257,727
2
Sep -07
200,000
163,344
363,344
116,429.87
64,088.00
52,341.87
116,430
1,193,639
3
Sep -08
210,000
151,575
361,575
115,863
67,292
48,571
115,863
1,126,347
4
Sep -09
225,000
138,219
363,219
116,389.82
72,099.00
44,290.82
116,390
1,054,248
5
Sep -10
235,000
127,169
362,169
116,053
75,303
40,750
116,053
978,944
6
Sep -11
245,000
118,463
363,463
116,467.93
78,507.80
37,960.13
116,468
900,436
7
Sep -12
255,000
109,088
364,088
116,668
81,712
34,956
116,668
818,724
8
Sep -13
270,000
98,906
368,906
118,212.32
86,518.80
31,693.52
118,212
732,205
9
Sep -14
285,000
87,806
372,806
119,462
91,325
28,137
119,462
640,880
10
Sep -15
295,000
76,206
371,206
118,949.33
94,529.80
24,419.53
118,949
546,350
11
Sep -16
310,000
64,106
374,106
119,879
99,336
20,542
119,879
447,014
12
Sep -17
325,000
51,163
376,163
120,537.51
104,143.00
16,394.51
120,538
342,871
13
Sep -18
340,000
37,406
377,406
120,936
108,950
11,986
120,936
233,921
14
Sep -19
355,000
23,072
378,072
121,149.35
113,756.20
7,393.15
121,149
120,165
15
Sep -20
375,000
$4,115,000
7,875
$1,428,127
382,875
$5,543,127
122,688
$1,776,240
120,165
$1,318,611
2,523
$ 457,629
122,688
$1,776,240
-
TOTAL
�M
TRA Assumption of N-1 Sewer Line
Vision Point: Leadership 1 500-16600-00-30
This project is intended to transfer ownership of a section of sewer
line from Westlake and Southlake to TRA. It includes the design and
construction of a metering station with SCADA equipment at the
proposed Town of Westlake "Point of Entry." Westlake will be
required to conduct an extensive inflow and infiltration study and
perform repairs (separate capital improvement).
Page 87
Description
Expense Description
Est. thru
09/30/12
Proposed
FY 12/13
Planned
Project
Total
13/14 14/15 15/16 16/17
Engineering
-
127,338
-
-
-
127,338
Construction
127,338
-
-
-
-
-
-
-
-
-
-
Equipment
-
-
-
-
-
Debt Service
-
-
-
TOTAL
TOTAL
-
127,338
-
-
-
-
127,338
Page 87
Description
PROJECT
Planned
Funding Description
Est. thru
09/30/12
Proposed
FY 12/13
Planned
Project
Total
13/14 14/15 15/16 16/17
Utility Fund - Cash
-
127,338
-
-
127,338
-
-
-
Services
-
-
-
-
Equipment
-
-
-
-
-
Debt Service
-
-
-
TOTAL
-
-
TOTAL
-
127,338
-
-
-
-
127,338
Page 87
Description
Est. thru Proposed
09/30/12 FY 12/13
Planned
Project
Total
13/14 14/15 15/16 16/17
Supplies
-
-
-
-
Maintenance
-
-
-
-
-
Services
-
-
-
-
Equipment
-
-
-
-
-
Debt Service
-
-
-
TOTAL
-
-
-
-
-
-
-
Page 87
N-1 Sewer Line Transfer / Inflow & Infiltration Repairs
Vision Point: Leadership 1 500-16600-00-31
As a condition of the N-1 sewer line transfer Westlake was required to
conduct an extensive inflow and infiltration study. The study will
identify repairs that need to be made.
Description
Est. thru
Expense Description 09/30/12
Proposed
FY 12/13 113/14
Planned
Project
Total
14/15 15/16 16/17
Engineering 130,000
34,533
-
-
-
164,533
Construction -
-
-
-
-
-
-
Services
-
-
-
-
Equipment
-
-
-
-
-
Debt Service
-
-
EXPENDITURES TOTAL 130,000
34,533
-
-
-
-
164,533
Description
PROJECT
Planned
Funding Description
Est. thru
09/30/12
Proposed
FY 12/13
Planned
Project
Total
13/14 14/15 15/16 16/17
Utility Fund - Cash
130,000
34,533
-
-
164,533
-
-
-
Services
-
-
-
-
Equipment
-
-
-
-
-
Debt Service
-
-
-
-
OPERATING IMPACT TOTAL
-
-
FUNDING TOTAL
130,000
34,533
-
-
-
-
164,533
Description
Est. thru Proposed
09/30/12 FY 12/13
Planned
Project
Total
13/14 14/15 15/16 16/17
Supplies
-
-
-
Maintenance
-
-
-
-
-
Services
-
-
-
-
Equipment
-
-
-
-
-
Debt Service
-
-
-
-
OPERATING IMPACT TOTAL
-
-
-
-
-
-
-
Ground Storage Tank
Vision Point: Leadership 500-16600-00-36
This project will consist of designing and constructing a new ground
storage tank at the existing pump station. We anticipate this tank will
be a 1,000,000 gallon tank and will be needed to augment services
once Deloitte has become fully staffed. Maintenance (consisting of
inspection and cleaning) would not be expected until year two.
-,,,,fi�r• _� ,�, ,:�, -, ,
•
Expense Description
Est. thru
09/30/12
Proposed Planned
FY 12/13 13/14 14/15 15/16 16/17
Project
Total
Engineering
-
- -
-
-
-
-
Construction
2,000,000
2,000,000 -
-
-
2,000,000
-
-
to be repaid over five years
-
-
-
-
-
-
-
-
-
-
-
-
-
Debt Service
-
-
-
-
-
EXPENDITURES TOTAL
-
2,000,000
-
-
-
-
2,000,000
&W-IT"IES0101U1•
Description
Est. thru Proposed Planned
09/30/12 FY 12/13 13/14 14/15 15/16 16/17
Funding Description
Est. thru
09/30/12
Proposed Planned
FY 12/13 13/14 14/15 15/16 16/17
Project
Total
Utility Fund - Cash
-
2,000,000 -
-
-
-
2,000,000
interfund loan from General Fund
-
-
-
-
-
to be repaid over five years
-
-
-
-
-
-
-
-
-
-
-
-
-
Debt Service
-
-
-
-
-
-
OPERATING IMPACT TOTAL
-
FUNDING TOTAL
-
2,000,000
-
-
-
-
2,000,000
&W-IT"IES0101U1•
Description
Est. thru Proposed Planned
09/30/12 FY 12/13 13/14 14/15 15/16 16/17
Project
Total
Supplies
-
-
Maintenance
-
-
-
-
-
Services
-
-
-
-
-
-
-
Equipment
-
-
-
-
-
-
-
Debt Service
-
-
-
-
-
-
OPERATING IMPACT TOTAL
-
-
-
-
-
-
THE TOWN O F
OA
Jk
1.STLA E it
UTILITY MAINTENANCE
& REPLACEMENT FUND
The Utility -Maintenance & Replacement Fund (UMR) was created to provide
a mechanism for repair and replacement of capital assets such as pump
stations, lift stations, elevated and ground storage facilities, etc. This fund
receives planned portions of revenues from the Utility Fund allocated to future
capital repair and replacement.
PERFORMANCE
LEADERSHIP
TEAMWORK
DEDICATION
INTEGRITY
r
If
OWN&
ng Service cell
i
z
li
1£
15
2C
21
2'
2`
2�
2:
2f
2;
2£
25
3C
31
3'
3"
31
3:
Utility - Maintenance & Replacement Fund
Program Summary
Fiscal Year 2012/2013
REVENUES & OTHER SOURCES
Adopted
Estimated
Proposed
proposed FY 12/13
Actual
Budget
Budget
Budget
vs
FY 10/11
FY 11/12
FY 11/12
FY 12/13
Estimated FY 11/12
REVENUES & OTHER SOURCES
07o
Payroll / Salaries
07o
Payroll Related & Benefits
0%
General Sales Tax
O%
Payroll Transfers Out
07o
0%
0%
Property Tax
0%
Insurance
07o
07o
0%
Hotel Tax
0%
Interfund Advances
07o
0%
0%
Charges for Services
07o
Economic Development Incentives - -
0%
07.
100% 52,450
Contributions
100% 52,450
Transfers Out - -
0% -
0%
0% -
Beverage Tax
100% 52,450
07o
Franchise Fees
0%
Permits & Fees
0%
Fines & Forfeitures
- -
-
-
07o
Investment Earnings
112 100
200
125
-38%
(75)
Misc Income
-
-
-
07.
-
Total Revenues
112 100 1
200
125
-38%
(75)
Transfers In
50,000
501000
50,000
0%
-
Total Other Sources
50,000
50,000
50,000
0%
-
TOTAL REVENUES & OTHER SOURCES
112 50,100
50,200
50,125
0%
(i
EXPENDITURES & OTHER USES
07o
Payroll / Salaries
07o
Payroll Related & Benefits
0%
Payroll Transfers In
O%
Payroll Transfers Out
07o
Supplies
0%
Services
0%
Insurance
07o
Repair & Maintenance
0%
Rent & Utilities
0%
Interfund Advances
07o
Debt
0%
Capital Outlay
07o
Economic Development Incentives - -
0%
Capital Projects 31,200 52,450
100% 52,450
Total Expenditures 31,200 52,450
100% 52,450
Transfers Out - -
0% -
Total Other Uses - -
0% -
TOTAL EXPENDITURES & OTHER USES 31,200 52,450
100% 52,450
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36 EXCESS REVENUES OVER(UNDER) EXPENDITURES 112 1 18,900 1 50,200 1 (2,325) -1057. (52,525) 36
37
3£
35
4C
41
4'
4"
42
4:
4E
4;
4£
FUND BALANCE, BEGINNING 42,528 42,640 42,640 92,840
118% 50,200
FUND BALANCE, ENDING
42,640 61,540 92,840 90,515
-37.
(2,325)
Restricted/Assigned/Committed Funds
42,640 61,540 92,840 90,515
-3%
(2,325)
UNASSIGNED FUND BALANCE, ENDING
0%
Restricted/Assigned/Committed Funds
A Cash 510 10110 00 000 42,640 61,540 92,840 90,515
-3% (2,325)
TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDSAiiiiiiiiiiiiiiiiiiiiii Moor 42,640 61,540 92,840 90,5. '.
Page 91
37
38
39
40
41
42
43
44
45
46
47
48
FUND OVERVIEW
UTILITY- MAINTENANCE & REPLACEMENT FUND
The Utility -Maintenance & Replacement Fund (UMR) was created to provide a mechanism for
repair and replacement of capital assets such as pump stations, lift stations, elevated and
ground storage facilities, etc. This fund receives planned portions of revenues from the Utility
Fund allocated to future capital repair and replacement. As in the General -Maintenance and
Replacement Fund, this was anticipated to help avoid future bond programs and force a more
conservative pattern of spending in light of uncertain future revenues.
This 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 Transfers In
• FY2012/2013 revenues are $50,125
• A 0.1 % decrease of $75 from the FY 11 /12 estimated revenues of $50,200
Expenditures
• FY2012/2013 expenditures are $52,450
• A 100% increase from the FY 1 1 /12 estimated expenses of $0
o $21,250 - Fire Hydrant Repair and Painting
o $31,200 - Pump Motor Repair and Replacement
Fund Ralmr-P
Fund balance at FY 12/13 year-end is projected to be $90,515
Page 92
Utility - Maintenance and Replacement Fund
5 Year Projection
Description
Actuals
2003-2012
Estimated
Proposed
Projection
TOTALS
FY 11-12
FY 12-13
FY 13-14
FY 14-15
FY 15-16
FY 16-17
Sewer R&M - SS I&I
$ 23,864
$ -
$ -
$ -
$
$ -
$ -
$ 23,864
Pump Station Gate Retro -Fit
7,500
7,500
WA -Ext Envrnmt Imprvmts Irrig
-
Fire Hydrant Repair & Painting
21,250
21,250
Pump/Motor Repair/Replacement
31,200
-
-
31,200
Pump Station Equipment
-
160,000
165,000
175,000
500,000
SCADA Replacement
88,000
-
-
-
88,000
Chevy Utility Truck
-
25,000
25,000
Ground Storage Tank R&M
GRAND TOTAL
100,000
-
100,000
188,000
000
iii
000
bm
Page 93
THE TOWN OF
1.STLi.E
ir-NIF
�0
GENERAL MAINTENANCE
& REPLACEMENT FUND
The General Maintenance & Replacement Fund (GMR) was created to
provide a mechanism for the long term repair and replacement of large
capital assets such as HVAC, walls, floors and ceilings, plumbing, electric,
roadways, etc.
PERFORMANCE
LEADERSHIP
TEAMWORK
DEDICATION
INTEGRITY
r
OWN&
ng Servicecell
5
6
7
8
9
10
11
12
13
14
15
16 TOTAL REVENUES & OTHER SOURCES 670,919 530,250 532,62 19,125
General Maintenance & Replacement Fund
Program Summary
Fiscal Year 2012/2013
REVENUES 8 OTHER SOURCES
Adopted
Estimated
Proposed
Proposed FY 12/13
Actual
Budget
Budget
Budget
vs
FY 10/11
FY 11/12
FY 11/12
FY 12/13
Estimated FY 11/12
REVENUES 8 OTHER SOURCES
24%1 164,194
Payroll / Salaries
,530
26% 222,530
Payroll Related & Benefits
0% -
Payroll Transfers In
General Sales Tax
Payroll Transfers Out
Supplies
Services
26% 222,530
Property Tax
Repair & Maintenance
Rent & Utilities
Interfund Advances
Hotel Tax
Debt
Capital Outlay
Economic Development Incentives - - - -
Charges for Services
-11% (39711)
Total Expenditures 41,037 418,520 368,431 329,220
-11% (39,211)
Transfers Out - - - -
Total Other Uses - - - -
Contributions
TOTAL EXPENDITURES 3 OTHER USES 41,037 418,520 368,431 329,220
-11% (39,211)
Beverage Tax
Franchise Fees
Permits & Fees
Fines & Forfeitures
Investment Earnings
271
250
2,625
1,750
-33%
(875)
Misc Income
-
-
-
-
Total Revenues
271
250 1
2,625
1,750
-33%
(875)
Transfers In
670,648 1
530,000 1
530,000
550,000
4%
20,000
Total Other Sources
670,648 1
530,000 1
530,000
550,000
4%
20,000
17
1£
15
2(
21
2,
2`
2,
2;
2e
2;
2E
25
3(
31
3'
3`
31
3:
EXPENDITURES & OTHER USES
24%1 164,194
Payroll / Salaries
,530
26% 222,530
Payroll Related & Benefits
0% -
Payroll Transfers In
Payroll Transfers Out
Supplies
Services
26% 222,530
Insurance
Repair & Maintenance
Rent & Utilities
Interfund Advances
Debt
Capital Outlay
Economic Development Incentives - - - -
Capital Projects 41,037 418,520 368,431 329,220
-11% (39711)
Total Expenditures 41,037 418,520 368,431 329,220
-11% (39,211)
Transfers Out - - - -
Total Other Uses - - - -
TOTAL EXPENDITURES 3 OTHER USES 41,037 418,520 368,431 329,220
-11% (39,211)
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36 EXCESS REVENUES OVER(UNDER) EXPENDITURES 1 629,881 1 111,730 1 164,194 1 222,530 11 367. 58,336 36
3;
3E
31
4(
41
4,
4`
4,
4:
4t
4'
4E
FUND BALANCE, BEGINNING 61,654 691,535 691,535 855,729
24%1 164,194
FUND BALANCE, ENDING 691,535 803,265 855,729 1,078,259
Restricted/Assigned/Committed Funds 691,535 803,265 855,729 1,078,259
,530
26% 222,530
UNASSIGNED FUND BALANCE, ENDING
0% -
Restricted/Assigned/Committed Funds
A Cash 600 10110 00 000 691,535 803,265 833,729 1,056,259
27% 222,530
A Cash EMS 600 10110 14 101 - - 22,000 22,000
0% -
TOTAL RESTRICTED/ASSIGNED/COMMITTED-FtU 855,729" 078,259
26% 222,530
Page 95
37
38
39
40
41
42
43
44
45
46
47
48
FUND OVERVIEW
GENERAL MAINTENANCE & REPLACEMENT FUND
The General Maintenance & Replacement Fund was created to provide a mechanism for the
long term repair and replacement of large capital assets such as HVAC, walls, floors and
ceilings, plumbing, electric, roadways, etc.
This fund 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 encourages a more conservative pattern of spending in light
of uncertain future revenues. Currently, because of our financial situation, the fund is not being
able to be used as we had anticipated.
This fund supports systematic facility repairs and major maintenance projects funded by
operating transfers from other Town funds. 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.
Revenues and Transfers In
• FYI 2/13 revenues are $551,750 and are comprised of
o $550,000 transfers in from the General Fund
o $1,750 interest income
• A 4% increase from the FY 11 /12 estimated budget of $532,625
Expenditures/Projects
• FY11/ 12 expenditures are $329,220
• An 1 1%decrease of $39,211 from the FY 1 1/12 estimated budget of $368,431
Dept #
Project #
Description
Amount
14
30
Fire Chief Vehicle
49,000
16
35
Illuminated Street Signs
24,000
17
7
WA - Relocate Pump Irrigation System
16,000
17
8
WA - Carpet/VCT flooring
20,500
17
10
WA - Environmental building upgrades - lighting -water
1,500
17
11
WA - Exterior paint - wood treatment & replacement
5,000
17
12
WA - Painting/cloth wall coverings repairs
18,200
17
13
WA - Seal roof and overhangs
13,400
17
17
WA - Refurbish classrooms
25,000
17
18
WA - Update Security System
6,000
17
19
WA - Update Security Cameras
8,000
17
23
WA - Interior Building R&M
12,000
17
24
WA - 15 Ton Split HVAC System
32,300
17
25
WA - 2 Ton Roof Top Units
40,500
17
29
WA - Heater boilers
10,320
17
36
WA - Plumbing Repair & Replacement
10,000
9
14
Trail Repairs
10,000
20
20
Cisco Call Manager Upgrade/Domain Controller
3,500
20
21
Network Printers
5,000
20
27
Replacement of Routers/Switches
7,000
20
28
Telephones/Peripheral Devices
5,000
20
33
Server Replacements
7,000
GRAND TOTAL
$ 329,220
Fund Balance
Fund balance at FY 12/13 year-end is projected to be $1,078,259
Page 96
General - Maintenance and
5 Year Projection
Actuals Estimated Proposed Projection
Description 2003 - 2011 FY 11-12 FY 12-13 FY 13-14 1 FY 14-15 1 FY 15-16 1 FY 16-17 TOTALS
Dept
7
-
18,000
1
-
Ambulance Box, Chassis and Equipment 16
-
200,000
-
- - - -
200,000
Fire Chief Vehicle 30
-
-
49,000
- - - -
49,000
Ladder/Pumper 34
-
-
-
- - - 1,400,000
1,400,000
Dept 14 - Total Fire/EMS
_71
-
200,000
49,000
NEU,- 1,400,000
1,649,0.
Illuminated Street.jpnWpt� 35 � ® 24,000in=6 - - - - 24,000
WA- Relocate Pump Irrigation System
7
-
18,000
16,000
-
-
3,000
-
37,000
WA - Carpet/VCTflooring
8
2,515
-
20,500
-
-
5,000
-
28,015
WA - Exterior environmental improvements - irrigation
9
-
7,200
-
5,000
5,000
-
7,000
24,200
WA- Environmental building upgrades - lighting -water
10
14,281
9,100
1,500
5,500
-
10,000
-
40,381
WA - Exterior paint- Wood treatment & replacement
11
13,938
7,000
5,000
11,000
11,000
5,000
-
52,938
WA - Painting/cloth wall coverings repairs
12
-
5,000
18,200
-
-
10,000
8,000
41,200
WA- Seal roof and overhangs
13
-
5,000
13,400
-
-
8,000
-
26,400
WA - Parking Lot
15
-
17,600
-
-
-
10,000
18,000
45,600
WA - Refurbish classrooms
17
-
25,000
25,000
25,000
25,000
25,000
25,000
150,000
WA - Update Security System
18
-
-
6,000
-
10,000
-
5,000
21,000
WA - Update Security Cameras
19
4,803
5,000
8,000
5,500
-
-
6,000
29,303
WA - Interior Building R&M
23
-
3,500
12,000
-
-
-
12,000
27,500
WA -15 Ton Split HVAC System
24
-
8,000
32,300
20,900
-
-
12,000
73,200
WA- 2 Ton Roof Top Units
25
5,500
6,000
40,500
-
-
5,000
-
57,000
WA - A/C 2 ton & 7.5 ton (server room)
26
-
-
-
-
-
6,000
-
6,000
WA - Heater boilers
29
-
10,000
10,320
-
10,000
-
-
30,320
WA - HVAC System replacement
32
-
-
-
5,500
5,000
5,000
13,000
28,500
WA -Plumbing Repair & Replacement
36
-
-
10,000
5,000
5,000
5,000
5,000
30,000
Dept 17 - Total Facilities & Grounds Maintenance
41,037
126,400
218,720
71,000
97,000
111,000
748,557
- 10,000 10,000 10,000 10,000 10,000 - 50,000
Trail Repairs 14 10,000 10,000 10,000
Dept 19 - Parks and Recreation NE&I
Cisco Call Manager Upgrade/Domain Controller 20
-
14,000
3,500
- - - -
17,500
Network Printers 21
-
630
5,000
5,000 5,000 5,000 5,000
25,630
Replacement of Routers/Switches 27
-
438
7,000
16,500 20,000 20,000 20,000
83,938
Telephones/Peripheral Devices 28
-
8,200
5,000
10,000 5,000 7,500 10,000
45,700
Server Replacements 33
-
8,763
7,000
7,000 10,000 10,000 10,000
52,763
Dept 20- Total Information Technology
38,500 40,000 42,500 45,000
225,531
Page 97
THE TOWN OF
:STLAKE
WESTLAKE ACADEMY
This fund was incorporated into the Town's budget beginning in FY 10/11.
Westlake Academy opened its doors in September 2003 when the Town of
Westlake officials took advantage of the State of Texas' acceptance of
chartered schools and thus, became the first and only municipality in the state
to receive a chartered school designation. This section includes an excerpt from
the adopted Westlake Academy operating budget for FY 2012/2013 including
the transmittal letter and the five year forecast.
PERFORMANCE
LEADERSHIP
TEAMWORK
DEDICATION
4F
INTEGRITY" --a. NM=ft=
�
Service 'At
IE
15
2C
21
2,
2-1
24
2,'
2E
27
2E
25
3C
31
32
3-
34
Westlake Academy
Program Summary
Fiscal Year 2012/2013
REVENUES & OTHER SOURCES
Adopted
Estimated
Proposed
Actual
Budget
Budget
Budget
FY 10/11
FY 11/12
FY 11/12
FY 12/13
REVENUES & OTHER SOURCES
767,933
9%
354,020
-35%
Federal Program Revenues
157,445
150,844
163,919
69,239
State Program Revenues
3,945,658
4,494,586
4,380,317
4,488,261
Local Revenues
874,207
839,412
1,238,685
1,281,934
64 Other Operating Costs
246,527
385,824
297,752
289,986
65 Debt Service
-
-
-
-
-67%
(116,608)
-47a 1
(244,938)
Total Revenues
4,977,309 1
5,484,842
5,782,921
5,839,434
Other Sources
659,704
36,967
104,844
44,823
Total Other Sources
1659,704
36,967
104,844
44,823
TOTAL REVENUES & OTHER SOURC
M 5,637,013
5,521,809
5,887,765
5,884,
EXPENDITURES & OTHER USES
767,933
9%
354,020
-35%
61 Payroll Related & Benefits
3,450,208
3,957,924
4,138,744
4,492,764
62 Professional & Contracted Services
849,942
971,025
1,149,978
749,490
63 Supplies and Materials
338,308
260,447
360,672
286,576
64 Other Operating Costs
246,527
385,824
297,752
289,986
65 Debt Service
-
-
-
-
-67%
(116,608)
-47a 1
(244,938)
Total Expenditures
4,884,985
5,575,220
5,947,146
5,818,816
er ses
174,271
Total Other Uses
603,000
49,807
174,271
57,663
TOTAL EXPENDITURES & OTHER USES
5,487,985
5,625,027
6,121,417
5,876,479
Proposed FY 12/13
Vs
Estimated FY 11/12
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35 EXCESS REVENUES OVER(UNDER) EXPENDITURES 1 149,028 1 (103,218) (233,652) 7,778K - 1037.1 241,430 35
3E
37
3E
39
4C
41
42
43
44
45
46
46
FUND BALANCE, BEGINNING
767,933
9%
354,020
-35%
(400,488)
-21%
(74,096)
-3%
(7,766)
0%
0
0%
0
0%
0
0%
0
0%
0
0%
0
0%
0
0%
0
-2%
(128,330)
97.
68
-67%
(116,608)
-47a 1
(244,938)
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35 EXCESS REVENUES OVER(UNDER) EXPENDITURES 1 149,028 1 (103,218) (233,652) 7,778K - 1037.1 241,430 35
3E
37
3E
39
4C
41
42
43
44
45
46
46
FUND BALANCE, BEGINNING
767,933
916,961
916,961
683,309
.FUND BALANCE, ENDING
916,961
813,743
683,309
691,087
Restricted/Assigned/Committed Funds
115,810
3,684
24,396
0
UNASSIGNED FUND BALANCE, ENDING
801,151
810,059
658,913
691,087
# of Operating Days
65
55
45
45
Restricted/Assigned/Committed Funds
A Technology/FFE
A Uniform/Equipment Replacement
Page 99
-257, (233,652)
1%
7,778
-100%
(24,396)
5%
32,174
0%
0
36
37
38
39
40
41
42
43
44
45
46
46
FUND OVERVIEW
WESTLAKE ACADEMY
This fund was incorporated into the Town's budget beginning in FY 10/11. Westlake Academy
opened its doors in September 2003 when the Town of Westlake officials took advantage of the
State of Texas' acceptance of chartered schools and thus, became the first and only
municipality in the state to receive a chartered school designation.
As a chartered school, Westlake Academy is an open enrollment public school. In 2008 the
Texas Education Agency (TEA) renewed the Academy's charter until 2016. The officials who
pioneered the school also decided to follow another brave path in offering the globally
recognized International Baccalaureate (IB) curriculum which is now being provided in over 900
schools nationwide and over 2,300 in 128 countries worldwide.
Westlake Academy is owned and operated by the Town of Westlake and is the largest
operating department of the Town. The TEA requires a separate budget be submitted to the
state. A portion of that budget is now incorporated into the Town's annual budget. The
Academy's fiscal year begins on September 1 st and ends of August 31 st.
Revenues and Other Resources
• FY 12/13 is budgeted at $5,884,257
• A decrease of ($3,508) under the ending estimated FY 1 1 /12 budget of $5,887,765
Expenditures and Other Uses
• FY 12/13 is budgeted at $5,876,479
• A decrease of ($244,938) over the ending estimated FY 1 1 /12 budget of $6,121,417
• Transfers of indirect operating expenditures of $325,000 were not budgeted for FYI 2/13.
Fund Balance
• The projected ending fund balance for FYI 2/13 is estimated at $676,249
Page 100
Excerpt from FY 2012/13 Adopted Westlake Academy Budget
Executive Summary
August 13, 2012
Honorable President & Board of Trustees
Westlake Academy
2600 J. T. Ottinger Road
Westlake, TX 76262
RE: Transmittal of FY 2012 — 2013 Westlake Academy Budget:
"Holding to the Vision, Rising to the Challenge"
As Superintendent for Westlake Academy, I am submitting for your consideration the Budget for FY
12/13. This Budget for Westlake Academy encompasses all teaching and extra -curricular operating
expenditures as well as State public school funding and private donations used to support the daily
school operations of Westlake Academy in the 2012/13 school year.
This 2012/2013 All Funds Budget totals $5,818,815 representing a 2% decline primarily due to the loss of
one-time, federal and local, special revenue funds. The adopted FY 12/13 budget increases the General
Fund, Fund Balance by $28,490. The increase is the result of an additional contribution from the
Westlake Academy Foundation of $303,700, which will cover a portion of the costs associated with
instructional personnel, curriculum, and professional development. With the continued support of the
Westlake Academy Foundation, in addition to the Westlake Blacksmith Annual Fund, the Academy will
be able to balance the budget through FY 12/13. If the State does not increases public education
funding in the next biennium, it will be necessary to utilize the Academy's fund balance to balance the
budget following FY 12/13.
Figur
Page 101
Budget Presentation
I welcome the opportunity to present and discuss operational plans and related financial impact with all
interested parties. Interaction among interested groups consistently leads to operational and
educational improvements which become available to the students and parents of Westlake Academy.
The development, review, and consideration of the 2012/13 Governmental Fund Budgets (the General
Fund, and Special Revenue Funds) were completed with a detailed and exhaustive review of every
revenue and expenditure item within the context of the Academy's Vision, Mission and Values
statements, Strategic Planning efforts, and Board Policy.
The budget document and the year-end annual audit are the primary vehicles to present the financial
plan and the results of operations at the Academy. The budget document is organized into the following
sections:
• Introductory Section — Introduces the reader to the document as a whole. It highlights
important information contained in the budget. Users rely on this section to get an overview — a
snapshot of what they can expect to find in the rest of the document.
• Organizational Section — Provides the context and framework within which the budget is
developed and managed. The context for the budget is substantially predicated on the type and
level of service to be provided the students of the Academy. The framework also includes the
Academy's organizational and financial structure as well as the controls that direct and regulate
the development and administration of the budget.
• Financial Section — Presents the heart of the Academy's budget document. The budget financial
schedules present the adopted budget for the Academy compared with the results of past
budget plans and with future projections.
• Informational Section — Contains information on past and future budgets and factors
influencing the adopted budget. It puts the adopted budget into context and it explains past
budget decisions.
Page 102
Westlake Academy Mission, Vision & Values
Westlake Academy is a public charter school offering the International Baccalaureate (IB) curriculum.
Founded in 2003, with a mission to achieve academic excellence and develop life-long learners who
become well-balanced, responsible global citizens, Westlake Academy is the first and only municipally -
owned school in the state to receive a charter designation. Westlake Academy is the fifth school of only
ten in the United States, and the only public school, to offer the full IB curriculum for grades K-12.
During this year's budget retreat great care and consideration were given to the mission and vision of
the Academy and the impact that these have on both the long-term goals of the Academy and its day-
to-day operation. The vision and mission statements represent the outcome of this discussion and
evidence the Board's continued dedication to academic excellence and personal achievement. The
values statements are currently being reviewed by the Board and are listed here for reference only.
MISSION:
"Westlake Academy is an IB World School whose mission is to provide students with an internationally
minded education of the highest quality, so they are well-balanced and respectful life-long learners."
VISION:
"Westlake Academy inspires students to achieve their highest individual potential
in a nurturing environment that fosters the traits found in the IB learner profile."
Inquirers, Knowledgeable, Thinkers, Communicators, Principled,
Open-minded, Caring, Risk -takers, Balanced, and Reflective—
VALUES
Maximizing Personal Development
Academic Excellence
Respect for Self and Others
Personal Responsibility
Compassion and Understanding
The following desired outcomes summarize the goals and objectives established by the Board of Trustees
and leadership staff at the Academy. The vision, mission and organizational goals and objectives are
discussed in greater detail in the Organizational section of this document (see pages 26-31).
Desired Outcomes
High Student Achievement
Strong Parent & Community Connections
Financial Stewardship & Sustainability
Student Engagement -Extracurricular Activities
Effective Educators & Staff
Page 103
Budget Framework - "Governing and Managing for Outcomes"
The budget document is but one part of a system designed to link together critical governance and
management decision making tools. This system is called "Governing and Managing for Outcomes" and
is designed to integrate:
• Strategic planning
• Five (5) year financial forecasting,
budgeting, and performance measurement
linked to priorities, objectives, and
outcomes
• Reporting to monitor progress in outcome
achievement and accountability for results
Budget Process
• Aligning resources to prioritized outcomes
• Long term approach to ensure financial
sustainability
• Working within Board adopted financial
policies for the Academy
• Maintaining core services
The process of projecting the budgeting needs of the Academy is a continual process that responds to
the changing needs of the Academy students and staff as well as changes in the fiscal environment such
as the current State funding reductions. The process of developing the Academy budget for fiscal year
2012/13 began with the Westlake Board of Trustees meeting that was held in February of 2012.
Following is a summary of the main steps taken in preparation of the adopted budget.
BOARD OF TRUSTEE BUDGET REVIEW
The Board of Trustees regularly receives quarterly budget updates, some of which are detailed
in the trend analysis and the five-year financial forecast discussed later in this document. Upon
receipt of the adopted annual budget, the Board holds budget workshops to review adopted
changes, their associated outcomes for the next fiscal year, as well as their impact in a five (5)
year financial forecast.
BUDGET ADOPTION
The Board of Trustees holds the required public meeting and adopts the budget in August prior
to beginning the fiscal year which runs from September 1st to August 31st.
BUDGET AMENDMENTS
The Final Amended Budget for the Year Ending August 31, 2012 will be submitted at the August,
2012 Board meeting. It will reflect all amendments previously approved by the Board of
Trustees plus any final amendments. Often, these amendments influence the shaping of the
current budget as actual trends in revenues and expenditures are realized and accounted for.
Page 104
Figure 2 Budget Process
Timeline
Description of Activities
October - December
Strategic Plan preperation process occurs
December
Westlake Academy Leadership Team (WALT) begins planning FY 12/13 Budget
January
WALT meets with WA affiliates forjoint planning for FY 2012/13
January - March
Develop CIP, Five Year Projection & Personnel Cost Estimates
February
Broad overview of 2012/13 Budget with BOT
April
Develop improvement plans for each grade level/dept.
May
Strategic Plan preparation process occurs, preliminary budgets developed
June - July
Current Budget Review
June 7th
BOT Budget Retreat
August 13th
BOT consideration/adoption of Westlake Academy FY 2012/13 Budget
September - August
Budget Amendments for FY 2012/13
Fall 2012
Begin strategic plan update/review process for FY 2012/13
January 2013
Annual Financial Report for FY 2011/12
Academy Approach
The Academy approach to coping with the combination of fast student growth in a restricted funding
environment along with increasing academic standards requires that the budget process is
instructionally driven and guided by the Academy's Strategic Plan. During the budget development
process the staff reviewed all revenues and expenditures and focused on aligning the allocation of
resources, both personnel and financial, with the accomplishment of established goals and objectives.
Page 105
Explanation & Summary of Major Budget Components
REVENUES
The revenues received by Westlake Academy are classified into one of three broad categories: Federal,
State or Local. State funding is the Academy's largest revenue source making up over 76% of revenues
from all funds. Staff estimates that the average level of total state aid paid through the Foundation
School Program (FSP) in FY 12/13 will be approximately $6,463 per student; approximately an eight
percent (8%) decrease from the FY 10/11 levels. As an open -enrollment charter school, Westlake
Academy has the ability to establish specific class sizes and set limitations on secondary boundary
enrollment. Enrollment for FY 12/13 is projected at 650 students in accordance with the current plan to
attempt to maintain 20 students per class.
Federal funding is received through grants that support special education and accounts for less than 5%
of revenues for all funds; this funding is projected to decrease due to the reduction of the Education
Jobs Grant.
Local funding consists of two major sources, the Town and the Westlake Academy Foundation. As a
municipally -owned charter school Westlake Academy does not have taxing authority; the Town of
Westlake is responsible for debt service and capital improvements, these costs are estimated at
$1,498,528 for FY 12/13. The Westlake Academy Foundation is an independent non-profit organization
that raises funds through donations and fund raising; the FY 12/13 forecast is $1,108 per student, or
approximately $720,000.
EXPENDITURES
Compensation and benefits are the largest operating cost for Westlake Academy. The current teacher
pay scale is based on the Board policy of being within 3% of the median of the nine (9) surrounding
public school districts. Per Board direction, the salary scale was held flat for FY 11/12; however, the
adopted FY 12/13 budget has built in a 1% pay increase for all faculty and staff members. The increase
for all applicable staff equals $36,077 (approximately 2%, including step -increases).
The indirect operating costs were paid by the Academy in FY 11/12, but due to the reduction of state
funding in the current biennium and the uncertainty of future funding scenarios, the indirect operating
cost transfer has been removed from the FY 12/13 budget. The following table reflects these transfers
with the indirect costs included in the FY 11/12 adopted budget.
Figure 3 - Overall Total Cost Summary — All Governmrntal Funds and Municipal Debt Service Payments
Estimated Proposed
Overall Cost Summary FY 11-12 FY 12-13
Proposed Westlake Academy Budget $ 5,947,147 $ 5,763,815
Estimated Town Funded Indirect Operational Costs (Support Services) - 306,900
Subtotal All Operating Costs 5,947,147 6,070,715
Annual Debt Service Payment (Paid through Town) 1,498,450 1,498,528
Grand Total All Costs $ 7,445,597 $ 7,569,243
Page 106
Other Considerations
MULTI-YEAR FINANCIAL FORECAST
The current financial forecast shows the Academy's utilizing the entire fund balance by FY 16/17. Unless
revenues increase or operating expenditures are reduced, Westlake Academy's estimated unassigned
Fund Balance will drop below the TEA recommendation of maintaining a 45 day operating balance which
was has been adopted by the board as a financial policy in FY 13/14.
Figure 4 – Revenues, Expenditures & Fund Balance – General Fund Summary
Historically, revenues and expenditures have increased at relatively the same rate which has dictated the need for a
higher fund balance in order to sustain the 45 -day minimum requirement established by Board policy.
PROGRAMS & FACILITIES
In FY 10/11 and FY 11/12 the Academy increased the course offerings in foreign languages, theater arts,
technology, and science. This expansion of programs and facilities was primarily funded through the
addition of a third section of 20 students in grades seven through grade eleven (G7 — G11) in FY 11/12.
Due the increase in program offerings and student enrollment, facilities are operating at close to 100%
capacity and required the addition of three portable buildings which were added in FY 11/12. Additional
facility studies have been conducted by Project Management Services, Inc. (PMSI), and the Academy's
original architectural firm, Bennett, Benner, and Pettit. A Campus Master Plan and Facility Plan is
expected to be completed and presented to the Board of Trustees for adoption in FY 12/13.
Page 107
WA Programme Growth
(Revenue, Expenditure, Fund Balance)
N $7
0
$6
$5
$4
$3
$2
$1
$0
FY
FY
FY
FY FY FY FY FY
FY FY
FY
FY
FY
FY
03/04
04/05
05/06
06/07 07/08 08/09 09/10 10/11
11/12 12/13
13/14
14/15
15/16
16/17
Revenues
1.09M
1.83M
2.41M
2.88M 3.17M 3.66M 4.28M 4.61M
5.24M 5.2M
5.68M
5.66M
5.7M
5.67M
� Expenditures
1.07M
1.61M
2.21M
2.62M 3.23M 3.71M 3.92M 4.52M
5.33M 5.39M
5.68M
5.79M
5.9M
6.01M
—Fund Balance
12K
232K
428K
692K 634K 502K 754K 915K
811K 658K
654K
507K
288K
-71K
Historically, revenues and expenditures have increased at relatively the same rate which has dictated the need for a
higher fund balance in order to sustain the 45 -day minimum requirement established by Board policy.
PROGRAMS & FACILITIES
In FY 10/11 and FY 11/12 the Academy increased the course offerings in foreign languages, theater arts,
technology, and science. This expansion of programs and facilities was primarily funded through the
addition of a third section of 20 students in grades seven through grade eleven (G7 — G11) in FY 11/12.
Due the increase in program offerings and student enrollment, facilities are operating at close to 100%
capacity and required the addition of three portable buildings which were added in FY 11/12. Additional
facility studies have been conducted by Project Management Services, Inc. (PMSI), and the Academy's
original architectural firm, Bennett, Benner, and Pettit. A Campus Master Plan and Facility Plan is
expected to be completed and presented to the Board of Trustees for adoption in FY 12/13.
Page 107
Financial Summary
The budget is developed within the guidelines predicated by the Texas Education Agency and is
organized into a series of accounts called funds. The total revenue for all funds for the Academy is
estimated to be $5,839,434 and total expenditure appropriations amount to $5,818,815.
The following schedules present a comparison of revenues and expenditures for all Governmental Funds
in the Academy's Budget. Budgets for the General Fund, the Food Service Fund (a Special revenue Fund)
and the Debt Service Fund must be included in the official district budget (legal or fiscal year basis). The
Academy does not maintain a Food Service Fund or a Debt Service Fund; therefore; the only fund legally
adopted will be the General Fund. For informational purposes only, budgets for Special Revenue Funds
are included throughout the presentation.
Figure 5 — Table: Revenue Summary — All Governmental Funds
REVENUES
Federal Progra m Revenues
State Program Revenues
Local Revenues
Total Revenues
Audited Audited Audited
FY 08/09 FY 09/10 FY 10/11
Adopted Estimated Adopted
Budget Budget Budget
FY 11/12 FY 11/12 FY 12/13
$ 56,134 $ 199,436 $ 157,445 $ 150,844 $ 163,919 $ 69,239
3,163,129 3,687,706 3,945,658 4,494,586 $ 4,380,317 $ 4,488,261
538,992 656,508 874,207 839,412 $ 1,238,685 $ 1,281,934
$ 3,758,255 $ 4,543,649 $4,977,310 $ 5,484,842 $ 5,782,921 $ 5,839,434
Figure 6—Graph: Revenue Summary — All Governmental Funds
Revenues
The largest revenue source for Westlake Academy is State Foundation School Program funding which makes up 76% of All
Governmental fund revenues.
Figure 7 Table: Expenditure Summary -All Governmental Funds
EXPENDITURES (BY FUNCTION)
11 - Instructional
12 Resources & Media
13 Staff Development
21 - Instructional Leadership
23 -School Leadership
31 - Guidance&Counseling
33 - Health Services
35 - Food Services
36 CoCurricular/ Extra. Activities
41 Administrative
51 - Maintenance& Operations
53 - Data Processing
61 - Community Services
71 -Debt Service
81-FacilityAcquisition/Construction
Total Expenditures
Adopted Estimated Adopted
Audited
Audited
Audited
Budget
Budget
Budget
FY 08/09
FY 09/10
FY 10/11
FY 11/12
FY 11/12
FY 12/13
$ 2,120,372
$ 2,428,184
$ 2,764,022
$ 3,029,625
$ 3,278,462
$ 3,377,707
62,513
87,511
73,398
90,134
82,929
140,756
36,973
95,387
111,933
126,230
99,068
126,952
11,660
97,623
125,265
131,742
138,136
127,812
179,554
286,307
294,931
333,805
345,030
353,683
163,575
159,850
165,245
220,628
236,725
234,011
58,845
56,963
53,513
59,700
60,853
58,324
15,448
8,135
-
9,657
12,363
9,544
111,738
116,808
7,275
134,726
101,818
186,036
527,000
318,624
105,472
601,746
697,464
314,263
279,485
265,969
301,672
587,169
621,629
607,211
88,720
157,923
525,273
159,874
174,781
166,686
66,822
59,592
154,962
66,244
79,010
91,890
82,991
41,495
69,739
-
-
-
-
-
132,286
23,940
18,878
23,940
$ 3,805,696
$ 4,180,369
$ 4,884,985
$ 5,575,220
$ 5,947,147
$ 5,818,815
Figure 8 - Expenditure Summary - All Governmental Funds
The largest expenditure category is Payroll & Related items which makes up approximately 77% of all Governmental fund
expenditures.
Budget Trends
GENERAL FUND - STATE FUNDING
Despite a 4% historical average annual growth rate, the State of Texas continues to lag behind the
national average for per pupil funding, providing $1,000 to $1,500 less per pupil than the national
average. Due to its Charter status, Westlake Academy receives less State funding per student than other
non -charter public schools because public charter schools in the State of Texas do not receive facility
funding. The Academy's State funding per pupil has declined by approximately $745 per pupil since FY
09-10.
Figure 9 Average Funding per Student
Average Funding / Student
12,000
10,000 -
8,000
6,000
4,000
2,000
03/04 04/05 05/06 06/07 07/08 08/09 09/10 10/11 11/12 12/13
Estimated Adopted
WA Mean Texas Mean National Mean
The difference between the amount of Texas State funding and Westlake Academy is the amount dedicated to facilities
funding. Public charter schools in Texas do not receive facility funding.
The largest funding sources for Westlake Academy continue to be State funding and the Blacksmith
Apprentice Program. State funding has averaged between 80% and 86% of General Fund revenues from
FY 07/08 to FY 12/13 while Blacksmith contributions have averaged between 10% and 15%.
Figure 10 General Fund Revenues by Source
LM $6
C
0
$5
$4
$3
$2
$1
$0
FY 12/13 Revenues by Source
FY 07/08 FY 08/09 FY 09/10 FY 10/11 FY 11/12 FY 12/13
Audited Audited Audited Audited Estimated Adopted
GENERAL FUND - LOCAL FUNDING
All Other Local
Athletics
Transportation
• Lunchroom Revenues
■ Investment Earnings
WAF Salary
Reimbursement
■ Blacksmith Apprentice
Program
As the student population has grown, the Blacksmith annual program contributions have increased.
However, the average contribution per student was declining from FY 06/07, but has begun an upward
trend in the last two fiscal years.
11 Blacksmith Contributions
Blacksmith Program Contributions
a
_70VU,VVV
0
$700,000
$600,000
},$500,000
p
$400,000
U
$300,000
O
$200,000
$100,000
$
Est.
Propos
FY
FY
FY
FY
FY
FY
FY
FY
ed
FY
04/05
05/06
06/07
07/08
08/09
09/10
10/11
11/12
12/13
Total Raised
$239,446
$335,727
$388,377
$407,012
$394,129
$431,409
$524,038
$679,000
$720,000
Average per Student
907
1,036
1,122
1,074
945
879
989
1,113
1,108
2,000
1,800
1,600
1,400
1,200
1,000
800
600
The FY 12/13 Blacksmith contributions of $720,000 are based on an estimated per -student average donation of $1,108.
Service Level Adjustments
This budget makes use of Service Level Adjustments (SLA's) to track any cost changes. These cost
changes will fall into one of four categories: first, increased operating costs to maintain current levels of
service; second, increased operating costs due to expanded levels of service; third, increased costs due
to the development of new services, and fourth, cost savings. Cost savings may occur for any number of
reasons, but primarily arise due to increased efficiency, service level reductions, or not expending the
budgeted resources.
Generally speaking, Service Level Adjustments (SLA's) in this budget fall into the category of increased
operating costs for existing programs. Some SLA's are due to existing program expansion, such as
increasing the number of international teachers at Westlake Academy.
SLA's involving new expenditure areas to target for recommendation to the Board for FY 11/12, staff
recommended several areas: new positions, employee compensation.
Instructional Salary Related Expenditures Total: $188,266
Desired Outcome: High Student Achievement
In FY 12/13 we will have 69.93 full-time equivalent employees (FTE's), an increase of 2.45 FTEs. The
increase in expenditures is the result of a combination of adding new positions, the years of experience
our new teachers, an increase in unemployment insurance and other employer contributions, as well as
the increased cost associated with teacher classifications and international teacher stipends.
• Asst. to Secondary Principal (.50)
• PYP Reading Specialist (.60)
• PYP Spanish (.40)
• DP Humanities (.50)
• MYP Foreign Language (.34)
• MYP/DP Reading Specialist (.41)
• PYP PE Teaching Aide (.70)
• Librarian/Aide (-1.0)
Lapse of Education Job Grant (Federal Funding to Save Teaching Positions) Total: $91,375
Desired Outcome: High Student Achievement
In FY 11/12 the Academy received $91,375 in a federal entitlement grant for teacher retention. This was a one
year grant that was utilized to offset the salaries of approximately 1.75 FTE teaching positions. With the lapse
of the federal funding, these teaching positions were moved back into the General Fund.
Employee Compensation and Benefits Total: $36,077
Desired Outcomes: Effective Educators & Staff — High Student Achievement
In FY 11/12 the Board directed staff to prepare the budget holding teachers' salaries flat. In FY 11/12 several
of the surrounding districts increased their teacher pay and in order to maintain the Board policy of being
within 3% of the median, it will be necessary to increase salaries 1% in FY 12/13. With over 70% of the
Academy's expenditures being directly related to employee pay and benefits, it is important that we offer
competitive salaries, wages, and benefits to attract and retain a strong faculty base, even in a difficult
economy.
Media & Resource (Library)
Desired Outcome: High Student Achievement
Total: $58,109
With the renovation to the Scott Bradley Library and the introduction of the Media Center / Research
environment, the staffing requirements shifted and two full-time teachers will be working with students in the
PYP, MYP, and DP program on computer aided research and database utilization skills.
Athletics Department
Desired Outcome: Student Engagement & Extra -Curricular Activities
Total: $65,921
The majority of this cost increase is related to the experience level of the Athletic Director, the increase in
expenditures of assigned funds for equipment and uniform replacement, and anticipation of greater
participation in athletics, requiring additional field rentals, referees, etc. The Academy collects player fees to
help offset the cost of extra -curricular activities.
Professional Development Total: $50,233
Desired Outcome: Effective Educators & Staff; High Student Achievement
In FY 11/12, Westlake Academy received thousands of dollars in special revenue funds (grants) targeting
professional development. Without the renewal of all these grants, the professional development budget was
moved back into the General Fund.
Ending In -Direct Operating Cost Transfer from Academy Budget to Town Budget Total: -$306,900
Desired Outcome: Financial Stewardship and Responsibility
In FY 11/12 the Academy reimbursed the Town for the in -direct operating costs for administrative services
shared with the Town of Westlake. This includes the Superintendent, Finance Director, Human Resources
Director, Facilities Director, and support personnel. This had been paid by the Town of Westlake from the
inception of the school in 2003. The amount represents $325,000 less the 25% portion of the IT Tech and the
Maintenance Engineer for time allocated to the Town.
Individual Fund Summary
GENERAL FUND
The General Fund is a governmental fund with budgetary control which is used to show transactions resulting
from operations of on-going organizations and activities from a variety of revenue sources.
FY /13 Adopted: Revenues = $5,608,555 Expenditures =$5,572,225
Figure 12 Revenue & Expenditure Comparison — General Fund
Revenue & Expenditure Comparison
FY 03/04 FY 04/05 FY 05/06 FY 06/07 FY 07/08 FY 08/09 FY 09/10 FY 10/11 FY 11/12
audited audited audited audited audited audited audited estimated Adopted
■ Revenues ■ Expenditures
Expenditures have exceeded revenues over the last two fiscal years. This is due to the State's reduction in public education
funding, approximately an eight percent (8%) decline.
SPECIAL REVENUE FUNDS
The Special Revenue Funds are the funds that account for local, state and federally financed programs or
expenditures legally restricted for specified purposes or where unused balances are returned to the grantor at
the close of a specified project period.
FY 12/13 Adopted: Revenues =$170,879 Expenditures =$191,591
Figure 13 - Special Revenue Funds Comparison
Sub -total State Grants
11,911
-
Variance
Local Activities
Estimated
Adopted
Estimated
Fund 461 - Local Campus Activity
FY 11/12
FY 12/13
to Adopted
SPECIAL REVENUE FUNDS
31,143
30,000
(1,143)
Federal Grants through TEA
Fund 224 - IDEA B
72,544
69,239
(3,305)
Fund 225 - IDEA B Preschool
-
-
-
Fund 266 SFSF (ARRA)
-
-
-
Fund 287 - Education Jobs
91,375
-
(91,375)
Sub -total Federal Grants
163,919
69,239
(94,680)
State Grants through TEA
73,430
-
(73,430)
Fund 397 - Advanced Placement Incentive
5,220
-
(5,220)
Fund 404 - Student Success Initiative
2,200
-
(2,200)
Fund 410 - Material Allotment Disbursment
3,566
-
(3,566)
Fund 411 - Technology
-
-
-
Fund 429 - AP/IB Campus Awards
925
-
(925)
Sub -total State Grants
11,911
-
(11,911)
Local Activities
Fund 461 - Local Campus Activity
31,143
30,000
(1,143)
Sub -total Local Activities
31,143
30,000
(1,143)
Hudson Foundation Grants
Fund 481 - Hudson Foundation
-
-
-
Fund 483 - Hudson Technology
-
-
Fund 484 - Hudson Teacher Development
35,000
(35,000)
Fund 485 - Hudson Teacher Grant
10,000
-
(10,000)
Fund 486 - Hudson Ron Clark: Teacher Effectiveness
28,430
-
(28,430)
Sub -total Hudson Foundation Grants
73,430
-
(73,430)
Westlake Academy Foundation Grants
Fund 482 - WAF Fund100
19,259
-
(19,259)
Fund 487 - WAF Technology for the Next Generation
100,000
-
(100,000)
Fund 488 - WAF Support Mathematics Teacher
4,235
-
(4,235)
Fund 489 - WAF Rosetta Stone
10,995
-
(10,995)
Fund 490 - WAF Whole School Professional Development
36,980
-
(36,980)
Fund 491 - WAF Accept the Best, Nothing Less! Phase 1
15,167
-
(15,167)
Fund 492 - WAF Accept the Best, Nothing Less! Phase II
26,742
36,000
9,258
Fund 493 - IB Learns Grant
-
35,640
35,640
Fund 494 - WAF Library Fund -an -Item
61,000
-
(61,000)
Fund 495 - WAF Coop Tables Grant
26,622
-
(26,622)
Sub -total Foundation WA Grants
301,000
71,640
(229,360)
Grant Total - All Special Revenue Funds
581,403
170,879
(410,524)
P_ctge_1-1
Informational Summary
CHANGES IN DEBT
Debt service for the Academy's capital infrastructure is included in the Town of Westlake's municipal budget.
The amount of debt outstanding including interest is approximately $32,194,538; this debt will be retired in
2021. The average annual debt service for Academy facilities paid by the Town of Westlake is approximately
$1,500,000. Discussion of current and future capital projects may be found in the Organizational Section of
this document (see pages 40 & 41).
FACILITIES
The Academy was designed and built to service approximately 620 students, with the addition of almost 50
students; the facilities at the Academy are projected to reach full capacity at the beginning of the FY 13/14
school year. However, curriculum and course schedules play an equally important role in determining facility
use; the IB curriculum places a unique demand on staff and resources. In addition to the permanent structures
on the campus, the lease cost for three temporary buildings was added as a budget amendment to the FY
10/11 Academy budget and placed into service in FY 11/12. The buildings are used to support expanded
curriculum offerings in the DP programme. These buildings do not meet the criteria for "capital" expenses and
are paid for from the Academy's operating budget. The 3 year lease includes a standard purchase option
however, no commitment has been made at this time; the Board is currently discussing how this and other
facility needs will be met in the future.
PERSONNEL TRENDS
The Academy has added personnel each year since its opening to support new grade levels and classes as well
as curriculum expansion. In FY 11/12 the Academy added 8.4 FTE positions to support additional course
offerings and student expansion. In FY 12/13 an additional 2.45 FTE positions for a total of 69.93 FTE
employees (see page 95 in the Informational section for a complete list of all positions).
Figure 14 Westlake Academy FTE Staff
80
70
60
50
40
30
20
10
Faculty & Staff Growth
FY 03/04 - FY 12/13
FY 03/04 FY 04/05 FY 05/06 FY 06/07 FY 07/08 FY 08/09 FY 09/10 FY 10/11 FY 11/12 FY 12/13
ll• Instructional Staff Instructional Aides School Leadership
ll• Office Staff ll• Counselors IT
ll• Nurse i Facilities Total
I I Staff
levels have increased steadily since the Academy opened in FY 03/04. Staffing levels have increased each year as the program
offerings and each grade level is fully filled. The Academy has added 14.68 FTE positions since reaching full grade level expansion
in FY 09/10.
STUDENT ENROLLMENT TRENDS
Westlake Academy's student enrollment is established by two sets of boundaries. The primary boundary
encompasses the Town of Westlake and allows Westlake residents automatic entry into Westlake Academy.
The secondary boundaries are comprised of 31 of the surrounding school districts. While any school-age child
from these districts is allowed to attend the Academy, demand for entrance has exceeded the Academy's
capacity necessitating an annual lottery system that is carried out according to the standards and practices
dictated by Federal law.
Student enrollment has grown since the Academy's opening in FY 03/04 with the addition of one new grade
level each year. The Academy opened with Grades 1 through 6 and completed adding grade levels in FY 09-10.
The Academy's enrollment continued to expand in FY 10/11 with an increase in target class sizes of 20 pupils
per class and the addition of a third section in the secondary programme. In FY 13/14 the campus facilities at
the Academy are expected to reach full capacity (including the three portable buildings discussed earlier in this
document). Any future growth in student population may necessitate building or leasing additional space.
Figure 15 Westlake Academy Student Enrollment
I
700
600
500
400
300
200
100
0
WA Student Enrollment
FY 03/04 FY 04/05 FY 05/06 FY 06/07 FY 07/08 FY 08/09 FY 09/10 FY 10/11 FY 11/12 FY 12/13
G1-6 K-7 K-8 K-9 K-10 K-11 K-12 K-12 K-12 K-12
Total enrollment has increased steadily since FY 03/04 in harmony with the expansion of grade levels. The increase from 530 in
FY 10/11 to 610 in FY 11/12 is due to the Board's decision to expand class sizes in an effort to increase program offerings. Future
enrollment increases or decreases are at the sole discretion of the Board.
Performance Results
The State of Texas utilizes the Texas Assessment of Knowledge and Skills (TAKS) test to assess students'
attainment of reading, writing, math, science, and social studies skills required under Texas education
standards. Although the test was created before the passage of the No Child Left Behind Act (NCLBA), it
complies with the law. The charts below utilize TEA data to compare Westlake Academy's performance with
several benchmark school districts including the three districts that have boundaries within the Town of
Westlake (Carroll ISD, Keller ISD and Northwest ISD).
100
90
80
70
60
50
40
30
20
10
0
2011 TAKS Results Benchmark Comparisons
TAKS % TAKS % TAKS % TAKS % TAKS %
Passing Passing Passing Passing Passing
Reading/ELA Writing Mathematics Science Social
Studies
■ Lewisville
■ Northwest
■ Arlington
■ Birdville
■ Fort Worth
■ Keller
■ Hurst -Euless -Bedford
Carroll
Westlake Academy Charter
I IOf the
school districts listed above, Westlake Academy had the highest or second-highest 2011 TAKS performance for every category
except science.
Operating Costs per Student
(Excluding Debt Service & Capital Expenditures)
$9,500
$8,500
$7,500
$6,500
$5,500
FY 05/06 FY 06/07 FY 07/08 FY 08/09 FY 09/10 FY 10/11
Lewisville Northwest Arlington
Birdville Fort Worth Keller
Hurst -Euless -Bedford Carroll Westlake Academy Charter
Westlake Academy's spending per pupil declined sharply in FY 10/11 due to the State Education funding reductions.
Recent enrollment increases have improved efficiencies and reduced the per student cost. Benchmarking
against the surrounding local ISDs, Westlake Academy's expenditures are near the median when comparing
expenditures per student excluding debt service and capital expenditures.
Page 119
PARENT SURVEY RESULTS
Westlake Academy is focused on delivering high quality educational services and depends upon the constant
input from stakeholders. Each year Westlake Academy conducts an Annual Parent Survey to help identify any
future needs and to prioritize resource allocation. The FY 10/11 Westlake Academy Parent Survey was
conducted in June 2011 and achieved significant improvements in satisfaction (>5%) in thirteen (13) of the
nineteen (19) service areas and programs rated. Westlake anticipates completing a parent satisfaction survey
every other year to continue to track overall performance and satisfaction.
Overall Satisfaction with
Quality of Education
Satisfied
42
Dissatisfied
Yo
14%
Neutral
3%
83% of the parent's surveyed were very satisfied or satisfied with the overall quality of education Westlake Academy delivers to
its students.
AWARDS
The Association of School Business Officials International (ASBO) presented a Meritorious Budget Award to
Westlake Academy for its Annual Operating Budget for the fiscal year beginning September 1, 2010. This is the
second year the Academy has been honored with this award. Additionally, the Academy received the
Distinguished Budget Presentation Award from the Government Finance Officers Association (GFOA);
representing the fourth year the Academy has received this award.
These awards represent a significant achievement that reflect the dedication and commitment the Board of
Trustees and staff have given to meeting the highest principles of governmental accounting. These awards are
valid for one year only. We believe our current budget continues to conform to program requirements, and
we are submitting it to ASBO and GFOA to determine its eligibility.
Page 120
SUMMARY
Westlake Academy's students, faculty, and staff continue down the path towards excellence, appearing in the
top 50 public schools in the nation in three different national rankings. This shows that we lived up to our last
year's theme, "Continued Excellence in the Face of Change".
In FY 11/12, we spent many hours in discussion about the future of Westlake Academy, our vision, mission,
and values. About how best we can reach our ultimate destination in this climate of uncertainty, and constant
change. Keeping in mind our last year's budget theme of continuing excellence in the face of change, I would
offer for the FY 12/13 budget theme, "Holding to the Vision, Rising to the Challenge".
While we have many successes to celebrate, we are constantly striving to improve the Academy through
multiple avenues, including: getting the right people on the bus, making sure that we are consistently taking
measure of our course, and making adjustments as we move towards our goal; it is through our talented
faculty, staff, students, and their supportive families, that we are able to unfailingly rise to the challenges, and
hold to our vision.
On behalf of our entire learning community, I would like to thank the Board for their leadership, dedication
to excellence, and their support in making Westlake Academy and the Town of Westlake, truly a shining
example of what can be accomplished when people come together with a common purpose: great things
can happen!
As with all good teams, it becomes necessary to draw attention to performers who go above and beyond to
make sure we accomplish our goals. I would like to recognize the hard work of the Westlake Academy and
Municipal Leadership Team, and specifically Debbie Piper and Ben Nibarger for their efforts in completing
this award winning document. I know with the team we have in place, we will continue "Holding to the
Vision, and Rising to the Challenge".
Thomas E. Brymer
Town Manager/Superintendent Westlake Academy
P_age_121
THE TOWN OF
:STLAKE
ir-NIF
�0
CAPITAL PROJECTS
FUND
This fund tracks the infrastructure and building projects funded with general
fund operating transfers, intergovernmental revenue, bond funds and other
special fund sources. Capital projects are those projects over $25,000 that may
extend over one fiscal year to complete and reflect multiple expense
categories such as engineering, design and construction. All capital projects
illustrate not only the expenditure and revenue sources, but ongoing
operational impact.
PERFORMANCE
LEADERSHIP
TEAMWORK
DEDICATION
INTEGRITY" --a. NM=ft=
ServiceExcellellce 'At
I
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Capital Projects Fund
Program Summary
Fiscal Year 2012/2013
Adopted Estimated Proposed Proposed FY 12/13
Actual Budget Budget Budget vs
FY 10/11 FY 11/12 FY 11/12 FY 12/13 Estimated FY 11/12
REVENUES & OTHER SOURCES
4,634,332 3,049,080
-347. (1,585,252)
FUND BALANCE, ENDING 4,634,332 2,614,587
0%
159% 4,860,251
General Sales Tax
Property Tax
159% 4,860,251
UNASSIGNED FUND BALANCE, ENDING
0%
0%
Payroll Related & Benefits
Hotel Tax
0%
0%
Payroll Transfers In
Charges for Services
-
-
0%
Payroll Transfers Out
Contributions
400,000
816,500
104%
416,500
Beverage Tax
-
-
-
0%
-
Franchise Fees
400,000
-100%
0%
Insurance
Permits & Fees
-
0%
0%
Repair & Maintenance
Fines & Forfeitures
-
- -
-
0%
Rent & Utilities
Investment Earnings
27,055
27,800 12,800
11,000
-14%
(1,800)
Misc Income
-
- 8,000
-
-100%
(8,000)
Total Revenues
27,055
27,800 420,800
827,500
977.
406,700
Transfers In
3,290,659
- 35,000
-
-100%
(35,000)
Bond Proceeds
2,095,000
-
8,500,000
1007.
8,500,000
Total Other Sources
5,385,659
- 35,000
8,500,000
24186%
8,465,000
TOTAL REVENUES & OTHER SOURCES
5,412,714
27,800 JIF
9,327,500
2,426,198
Transfer Out
EXPENDITURES & OTHER USES
4,634,332 3,049,080
-347. (1,585,252)
FUND BALANCE, ENDING 4,634,332 2,614,587
3,049,080 7,909,331
159% 4,860,251
Payroll / Salaries
3,049,080 7,909,331
159% 4,860,251
UNASSIGNED FUND BALANCE, ENDING
0%
0%
Payroll Related & Benefits
0%
Payroll Transfers In
0%
Payroll Transfers Out
0%
Supplies
-
0%
Services
400,000
-100%
(400,000)
Insurance
-
0%
Repair & Maintenance
0%
Rent & Utilities
0%
Interfund Advances
-
0%
Debt
36,446
0%
Capital Outlay
-
0%
Economic Development Incentives
-
- -
0%
-
Capital Projects
953,317
2,047,545 1,641,052
4,467,249
172%
2,826,198
Total Expenditures
989,762
2,047,545 2,041,052
4,467,249
1197o
2,426,198
Transfer Out
8,900
- -
-
0%
-
Total Other Uses
8,900
0%
TOTAL EXPENDITURES & OTHER USES
998,662
2,047,545 2,041,052
4,467,249
119%
2,426,198
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37 EXCESS REVENUES OVER(UNDER)EXPENDITURES 4,414,052 1 (2,019,745) (1,585,252) 4,860,2511 -4077. 6,445,50 37
3E
35
4C
41
4,
4`
41
4!
4e
4;
4E
4S
FUND BALANCE, BEGINNING 220,279 4,634,332
4,634,332 3,049,080
-347. (1,585,252)
FUND BALANCE, ENDING 4,634,332 2,614,587
3,049,080 7,909,331
159% 4,860,251
Restricted/Assigned/Committed Funds 4,634,332 2,614,587
3,049,080 7,909,331
159% 4,860,251
UNASSIGNED FUND BALANCE, ENDING
0%
TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 4,634,332 2,614,587 3,049,080 7,909,
Restricted/Assigned/Committed Funds
C Cash/CD's 410 10110 00 000 4,634,332 2,614,587 3,049,080 7,909,331
159% 4,860,251
0% -
0%
0%
0%
TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 4,634,332 2,614,587 3,049,080 7,909,
Page 123
38
39
40
41
42
43
44
45
46
47
48
49
FUND OVERVIEW
CAPITAL PROJECTS FUND
This fund tracks the infrastructure and building projects funded with general fund operating
transfers, intergovernmental revenue, bond funds and other special fund sources. Capital
projects are those projects over $25,000 that may extend over one fiscal year to complete and
reflect multiple expense categories such as engineering, design and construction. All capital
projects illustrate not only the expenditure and revenue sources, but ongoing operational
impact.
Completion of CIP projects may have a fiscal impact to the Town's operating funds as routine
maintenance and operational expenditures are necessary to utilize the completed project.
When an operating impact has been identified, it is included on the project description sheet,
and costs are projected for the next three years. Upon approval of the project for an annual
expenditure, the fiscal impact is integrated into the operating budget.
Revenues
• FYI 2/13 projected revenues are $9,327,500.
• This represents an increase of $8,871,700 from the FY 11 /12 estimated budget of $455,800
o Contributions increased $416,500 - TSH proceeds ($400K) were received in FYI 1/12
and a Green Belt grant from TxDot in the amount of $816,500 is proposed in
FY12/13 for median landscaping of FM1938/Davis Blvd.
o Interest income is project at $11,000 for FYI 2/13 - this is a decrease of $1,800
compared to FYI 1/12.
o Bond Proceeds are projected at $8.5M for FYI 2/13. These proceeds will be used
to fund construction of three new buildings at Westlake Academy (if approved);
■ Cafetorium - includes stage, dressing area, storage and catering kitchen
for dining and general purposes; approximately 9,600 sf.
■ Three story Secondary School - includes 15 classrooms, flex and office
space; will be designed to allow for future addition if needed;
approximatelyl8,900 sf.
■ Field -house - will house locker rooms to be used for both athletics and PE;
a visiting team locker room; storage for equipment; offices and space to
be used for the PE program; approximately 9,600 sf.
Expenditures
• FY 12/13 project expenditures are projected to $4,467,249
Project #
Project Description
Amount
CP20
FM 1938 Streetscae/Wa findin
1,353,469
CP28
Streets Survey
30,645
CP30
SH 1 14/Hwy 170 Enhancements
345,460
CP31
Sta ecoach Hills Reconstruction/Draina e
41,680
CP41
I Dove Vaquero to Terra Bella
221,995
CP42
Trail Connection at 114/Solana
15,000
CP45
Westlake Portion of Hillwood Projects
1,044,000
CP46
WA North Driveway Lighting
40,000
CP47
Hwy 377 Westport Parkway Sign
25,000
CP48
Westlake Academy Expansion
1,350,000
Total Project Expense
$ 4,467,249
Fund Balance
• FY 12/13 ending fund balance is projected to be $7,909,331
Page 124
Capital Projects Fund
5 Year Projection
Actuals Estimated Proposed Projection
Proj No. Description 1 2003 - 2011 FY 11-12 FY 12-13 1 FY 13-14 1 FY 14-15 1 FY 15-16 FY 16-17 TOTALS
Page 125
Revenues and Other Sources
CP20
n/a
Contributions - TSH Proceeds
-
400,000
-
- -
- -
400,000
n/a
Transfer in from GF for WA Expansion
30,645
35,000
-
CP30
SH 114/Hwy 170 Enhancements
35,000
CP47
Hwy 377 Westport Parkway Signal
390,940 336,000
-
16,500
-
7,220
16,500
CP20
FM 1938 Streetscape/Wayfinding
498,900
CP32-B
800,000
172,000
192,443
972,000
-
Total Revenues and Other Sources
CP34
S. Roanoke Road Reconstruction & Drainage
2,900
1 $ 172,000 $
$
- 453,000
Page 125
Capital Project Detail
CP20
FM 1938 Streetscape/Wayfinding
592,877
808,609
1,353,469
567,100 253,100 - -
3,575,155
CP28-B
Streets Survey
29,355
20,000
30,645
- -
80,000
CP30
SH 114/Hwy 170 Enhancements
7,500
-
345,460
390,940 336,000
1,079,900
CP31-B
Stagecoach Hills Street Reconstruction & Drainage
7,220
450,000
41,680
- -
498,900
CP32-B
N. Roanoke Road Reconstruction & Drainage
3,348
192,443
-
-
195,790
CP34
S. Roanoke Road Reconstruction & Drainage
2,900
-
- 453,000
455,900
CP40
Sam School Road Reconstruction & Drainage
-
-
216,000 -
216,000
CP41
E. Dove Road Reconstruction & Drainage (Vaq - TB)
221,995
404,945
626,940
CP42
Trail Connection at 114/Solana
-
-
15,000
-
15,000
CP45
Hillwood Misc Project Expense
4,740
85,000
1,044,000
1,133,740
CP46
WA North Driveway Lighting
-
-
40,000
40,000
CP47
Hwy 377 Westport Parkway Signal
50,000
25,000
- -
75,000
CP48
Westlake Academy Expansion
35,000
1,350,000
2,225,000 2,820,000 2,105,000
8,535,000
n/a
TSH Donation Expense to WA Foundation
-
400,000
-
- - - -
400,000
Total Capital Projects
$ 647,940
$ 2,041,052
$ 4,467,249
$ 3,803,985 $ 3,862,100 $ 2,105,000 $ -
$ 16,927,325
Page 125
FM 1938 Streetsca efWa findin
Vision Point: Inviting Neighborhoods 1 410-74400-00-20
Project consist of the design and construction of landscape and hardscape improvements to the
FM 1938 corridor from SH 114 south to Randol Mill Road, including sidewalks, trailheads,
signage, rest areas, plantings, entry monuments. Per developer's agreements: Fidelity is to
provide funding for landscape enhancements to the median and ROW (est. $322K) and Vaquero
(Discovery Land) was to provide landscape enhancements to the median (est. $217K). We
anticipate the Fidelity and Discovery Land amounts will need to be negotiated as the developer's
agreements don't provide a cap nor scope of work to be designed to. The Town is required to
install sidewalk on the west side of FM 1938 from Dove to SH 114 per the Fidelity developer's
agreement at our cost. Utility relocations will be necessary to accomodate construction, including
adjusting manholes, fire hydrants, valves and meters as necessary. Maintenance is for irrigation
only.
-9;J11qJA_q
:111110 6111 =
Expense Description
Est. thru
09/30/12
Proposed
FY 12/13
Planned
7
Project
Total
13/14 14/15 15/16 16/17
Engineering
Construction
-
1,401,486
- -
1,353,469 567,100
-
- -
- -
-
3,575,155
253,100
10,000
10,000
10,000
10,000
10,000
50,000
Services
-
-
-
-
-
EXPENDITURES TOTAL
1,401,486
1,353,469
567,100
253,100
-
-
3,575,155
Page 126
Description
Funding Description
Est. thru
09/30/12
Proposed
FY 12/1313/14
Planned Project
14/15 15/16 16/17 Total
Capital Projects Fund - Cash 1,401,486
1,353,469 567,100 253,100 -
3,575,155
Contributions/Grants
-
-
-
-
-
10,000
10,000
10,000
10,000
10,000
50,000
Services
-
-
-
-
-
-
-
Equipment
-
FUNDING TOTAL
1,401,486
1,353,469
567,100
253,100
-
-
3,575,155
Page 126
Description
Est. thru Proposed
09/30/12 FY 12/13
Planned
Project
Total
13/14 14/15 15/16 16/17
Supplies
-
-
-
-
-
- -
Maintenance (ROW)
-
10,000
10,000
10,000
10,000
10,000
50,000
Services
-
-
-
-
-
-
-
Equipment
-
-
-
-
-
Debt Service
-
-
-
-
-
-
OPERATING IMPACT TOTAL
-
10,000
101000
10,000
10,000
10,000
50,000
Page 126
Street Survey
Vision Point: Inviting Neighborhoods 410-73000-00-28
The Street Survey will evaluate the current status of streets and
thouroughfares within Westlake's Town limits. This information will
be used to establish a prioritization for repairs and replacements as
well as further definition of future standards of construction and
repair. We will review street design standards and update as
necessary.
•;•
Expense Description
Est. thru
09/30/12
Proposed Planned
Project
Total
FY 12/13 13/14 14/15 15/16 16/17
Engineering 49,355 30,645
-
80,000
-
-
-
Maintenance
-
-
-
-
-
-
Services
-
-
-
-
-
EXPENDITURES TOTAL
49,355
30,645
-
-
- -
80,000
ff IMPACT
Funding Description
Est. thru Proposed Planned
09/30/12 FY 12/13 13/14 14/15 15/16 16/17
Project
Total
Series 2011 CO $2,095,000 49,355 30,645 - 80,000
Supplies
-
-
-
-
-
-
Maintenance
-
-
-
-
-
-
Services
-
-
-
-
-
-
FUNDING TOTAL
49,355
30,645
-
- - -
80,000
ff IMPACT
ON OPERATING
Est. thru
Description 09/30/12
Proposed Planned
FY 12/13 13/14 14/15 15/16 16/17
Project
Total
Supplies
-
-
-
-
-
-
Maintenance
-
-
-
-
-
-
Services
-
-
-
-
-
-
Equipment
-
-
-
-
-
-
Debt Service
-
-
-
-
-
-
OPERATING IMPACT TOTAL
I -
I -
I -
I -
I -
I -
I -
Page 127
SH114 & Hwy 170 Enhancements
Vision Point: Inviting Neighborhoods 1 410-74400-00-30
This project would be a cooperative effort between Westlake, Trophy
Club, and Roanoke consisting of the design and construction of
landscape and hardscape improvements to the SH 1170 & 114
interchange to include plantings, painting, and entry monuments.
Maintenance is for irrigation only. Project costs are estimated to be
$3,000,000 for construction and $200,000 for engineering design.
Funding participation is anticipated to be 1/3 from each party.
411914 1
Expense Description
Est. thru
09/30/12
Proposed Planned
FY 12/13 13/14 14/15 15/16 16/17
Project
Total
Engineering 7,500 - -
Construction - 345,460 390,940
-
-
- 7,500
336,000
-
-
1,072,400
336,000
-
-
726,940
-
-
-
Services
- -
-
-
-
-
Equipment
- -
-
-
-
-
EXPENDITURES TOTAL
7,500
345,460
390,940
336,000
-
-
1,079,900
IMPACT ON OPERATING
Funding Description
Est. thru
09/30/12
Proposed Planned
FY 12/13 13/14 14/15 15/16 16/17
Project
Total
Series 2011 CO $2,095,000 7,500
345,460 -
-
-
- 352,960
Pending Bond issue -
-
390,940
336,000
-
-
726,940
-
-
-
Services
- -
-
-
-
-
Equipment
- -
-
-
-
-
Debt Service
- -
FUNDING TOTAL 7,500
345,460
390,940
336,000
-
-
1,079,900
IMPACT ON OPERATING
Est. thru Proposed
Description 09/30/12 FY 12/13
Planned
Project
Total
13/14 14/15 15/16 16/17
Supplies
-
-
-
Maintenance
-
-
-
-
Services
- -
-
-
-
-
Equipment
- -
-
-
-
-
Debt Service
- -
-
-
-
-
OPERATING IMPACT TOTAL
- -
-
-
-
-
-
Page 128
Stagecoach Hills Street Reconstruction and Drainage
Vision Point: Inviting Neighborhoods 1 410-74400-00-31
The project will provide stabilization of road subgrade and 2" of
asphalt to the approximate 4,500 LF of pavement in the Stagecoach
Hills Subdivision and replace/improve culverts and ditches. Foresee
crack sealing during the 2nd year after completion. This project is not
a candidate for Tarrant County participation.
mossomm— -----�*sr. M
IMP
Expense Description
Est. thru
09/30/12
Proposed Planned
Project
Total
FY 12/13 13/14 14/15 15/16 16/17
Engineering - -
Construction 457,220 41,680 -
-
-
- - 498,900
-
-
-
Maintenance
2,000 2,000
2,000
2,000
2,000
10,000
Services
-
- -
-
-
-
-
Equipment
-
EXPENDITURES TOTAL
457,220
41,680
-
-
- -
498,900
IMP
Funding Description
Est. thru Proposed Planned
09/30/12 FY 12/13 13/14 14/15 15/16 16/17
Project
Total
Series 2011 CO $2,095,000
457,220 41,680 498,900
- -
-
-
-
-
Maintenance
2,000 2,000
2,000
2,000
2,000
10,000
Services
-
- -
-
-
-
-
Equipment
-
- -
FUNDING TOTAL
457,220
41,680
-
- -- -
498,900
IMP
CT ON OPERATING
Est. thru
Description 09/30/12
Proposed Planned
FY 12/13 13/14 14/15 15/16 16/17
Project
Total
Supplies
- -
-
-
-
-
Maintenance
2,000 2,000
2,000
2,000
2,000
10,000
Services
-
- -
-
-
-
-
Equipment
-
- -
-
-
-
Debt Service
-
- -
-
-
-
-
OPERATING IMPACT TOTAL
-
2,000 2,000
1 2,000
1 2,000
2,000
1 10,000
Page 129
Roanoke Road Reconstruction and Drainaa South
Vision Point: Inviting Neighborhoods 410-74400-00-34
The project will provide stabilization of road subgrade and 6" of
asphalt to approximately 4,000 LF of Roanoke Road and
replace/improve culverts and ditches. Project improvements will be
from Highway 170 south to the Town Limits. Foresee crack sealing
during the 2nd year after completion. The cost below reflects
construction by private contractor without participation from Tarrant
County.
•••
Expense Description
Est. thru
09/30/12
Proposed Planned
Project
Total
FY 12/13 13/14 14/15 15/16 16/17
Engineering - -
Construction 2,900 -
-
-
453,000
-
455,900
Maintenance
-
-
-
-
2,000 2,000
Services
-
-
-
-
-
-
Equipment
-
-
FUNDING TOTAL 2,900
EXPENDITURES TOTAL
2,900
-
-
453,000
- -
455,900
•••
Funding Description
Est. thru Proposed Planned
09/30/12 FY 12/13 13/14 14/15 15/16 16/17
Project
Total
Series 2011 CO $2,095,000 2,900 -
2,900
Pending Bond issue -
-
-
453,000
- -
453,000
Maintenance
-
-
-
-
2,000 2,000
Services
-
-
-
-
-
-
Equipment
-
-
FUNDING TOTAL 2,900
-
-
453,000
-- -
455,900
Page 130
Est. thru
Description 09/30/12
Proposed Planned
FY 12/13 13/14 14/15 15/16 16/17
Project
Total
Supplies
-
-
-
Maintenance
-
-
-
-
2,000 2,000
Services
-
-
-
-
-
-
Equipment
-
-
-
-
-
Debt Service
-
-
-
-
-
OPERATING IMPACT TOTAL
-
-
-
-
-
2,000
2,000
Page 130
Sam School Road Reconstruction and Drainage
Vision Point: Inviting Neighborhoods 1 410-74400-00-40
The project will provide stabilization of road subgrade and 6" of
asphalt to approximately 2,000 LF of Sam School Road and
replace/improve culverts and ditches. Anticipate crack sealing 2nd
year from completion. The cost below reflects construction by
private contractor without Tarrant County participation.
• -•
Expense Description
Est. thru
09/30/12
Proposed Planned
Project
Total
FY 12/13 13/14 14/15 15/16 16/17
Engineering - - -
Construction 216,000
-
-
-
-
216,000
Maintenance
-
-
1,000
1,000
1,000 3,000
Services
-
-
-
-
-
-
-
Equipment
-
FUNDING TOTAL -
-
EXPENDITURES TOTAL
-
-
216,000
-
- -
216,000
• -•
Funding Description
Est. thru Proposed Planned
09/30/12 FY 12/13 13/14 14/15 15/16 16/17
Project
Total
Series 2011 CO $2,095,000 - -
Supplies
Pending Bond issue
-
216,000
-
- -
216,000
Maintenance
-
-
1,000
1,000
1,000 3,000
Services
-
-
-
-
-
-
-
Equipment
-
FUNDING TOTAL -
-
216,000
-
- -
216,000
IMPACT
ON OPERATING
Est. thru
Description 09/30/12
Proposed Planned
FY 12/13 13/14 14/15 15/16 16/17
Project
Total
Supplies
-
-
-
-
-
Maintenance
-
-
1,000
1,000
1,000 3,000
Services
-
-
-
-
-
-
-
Equipment
-
-
-
-
-
-
Debt Service
-
-
-
-
-
-
OPERATING IMPACT TOTAL
-
-
-
1,000
1,000
1,000
3,000
Page 131
Dove Road Reconstruction and Drainage (Vaquero -Terra Bella
Vision Point: Inviting Neighborhoods 1 410-73000-00-41
The project will provide stabilization of road subgrade and 6" of
asphalt to approximately 6,500 LF of Dove Road and replace/improve
culverts and ditches. Anticipate crack sealing 2nd year from
completion. The cost below reflects construction by private contractor
without Tarrant County participation. This work will also include
construction of a pedestrian trail from FM 1938 to the Glenwyck
Farms.
•-•
Funding Description
Expense Description
Est. thru Proposed Planned
09/30/12 FY 12/13 13/14 14/15 15/16 16/17
Project
Total
Engineering - -
Construction 221,995 404,945
-
221,995
-
-
-
626,940
Maintenance
-
-
-
2,000
2,000 4,000
Services
FUNDING TOTAL -
221,995
404,945
-
- -
626,940
Equipment
-
-
-
EXPENDITURES TOTAL
-
221,995
404,945
-
- -
626,940
•••
Funding Description
Est. thru Proposed Planned
09/30/12 FY 12/13 13/14 14/15 15/16 16/17
Project
Total
Series 2011 CO $2,095,000 - 221,995 -
Pending bond issue - 404,945
Supplies
221,995
-
- -
404,945
-
Maintenance
-
-
-
2,000
2,000 4,000
Services
FUNDING TOTAL -
221,995
404,945
-
- -
626,940
IMPACT
ON OPERATING
Est. thru
Description 09/30/12
Proposed Planned
FY 12/13 13/14 14/15 15/16 16/17
Project
Total
Supplies
-
-
-
-
Maintenance
-
-
-
2,000
2,000 4,000
Services
-
-
-
-
-
-
Equipment
-
-
-
-
-
-
Debt Service
-
-
-
-
-
- -
OPERATING IMPACT TOTAL
-
-
-
-
2,000
2,000
4,000
Page 132
Trail Connection at Hwy 114 and Solana
Vision Point: Inviting Neighborhoods 1 410-74400-00-42
This project will be a cooperative effort between Westlake, Trophy
Club, and Southlake consisting of the design and engineering of an
intra -city trail system. The engineering/design costs are estimated at
$45,000. Construction and landscaping cost estimates have not yet
been completed. Funding participation is anticipated to be 1/3 from
each party.
•
Expense Description
Est. thru
09/30/12
Proposed Planned
Project
Total
FY 12/13 13/14 14/15 15/16 16/17
Engineering - 15,000
-
15,000
Maintenance
-
-
Services
-
-
-
-
-
EXPENDITURES TOTAL
-
15,000
-
-
- -
15,000
•-• 11011310
Funding Description
Est. thru
09/30/12
Proposed Planned
FY 12/13 13/14 14/15 15/16 16/17
Project
Total
Series 2011 CO $2,095,000 - 15,000 -
15,000
-
Maintenance
-
-
Services
-
-
-
-
-
Equipment
FUNDING TOTAL -
15,000
-
-
-- -
15,000
Page 133
Est. thru
Description 09/30/12
Proposed Planned
FY 12/13 13/14 14/15 15/16 16/17
Project
Total
Supplies
-
-
Maintenance
-
-
Services
-
-
-
-
-
Equipment
-
-
-
-
-
Debt Service
-
-
-
-
-
OPERATING IMPACT TOTAL
-
-
-
-
-
-
-
Page 133
Westlake Portion of Hillwood Projects
Vision Point: Inviting Neighborhoods 1 410-46190-00-45
The Dove Road and Ottinger Road projects include work that is
required to be paid by the Town for misc construction related to issues
that were not part of the approved set of plans within the Hillwood
developer agreement.
Town Council approved an amendment to the developer agreement on
August 27, 2012 to appropriate $994,000 of additional funds needed to
complete Dove Road and Ottinger Road improvements. Includes the
trail from Vaquero to Westlke Academy
•
MW
Expense Description
Est. thru
09/30/12
Proposed
FY 12/13
Planned
Project
Total
13/14 14/15 15/16 16/17
Engineering 89,740
-
Capital Projects Fund - Cash
-
89,740
Construction
-
50,000
-
-
-
-
50,000
Construction (per Council Amendment)
-
994,000
-
-
-
-
994,000
Equipment
-
-
-
-
-
-
-
Debt Service
-
-
-
-
FUNDING TOTAL
89,740
1,044,000
EXPENDITURES TOTAL
89,740
1,044,000
-
-
-
-
1,133,740
IMPACT
Funding Description
Est. thru Proposed Planned
09/30/12 FY 12/13 13/14 14/15 15/16 16/17
Project
Total
Series 2011 CO $2,095,000 89,740
182,417
-
- -
- 272,157
Capital Projects Fund - Cash
-
861,583
-
-
-
-
861,583
-
-
-
Services
-
-
-
-
-
-
-
Equipment
-
-
-
-
-
-
-
Debt Service
-
-
-
-
FUNDING TOTAL
89,740
1,044,000
-
-
-
-
1,133,740
IMPACT
ON OPERATING
Est. thru
Description 09/30/12
Proposed Planned
FY 12/13 13/14 14/15 15/16 16/17
Project
Total
Supplies
-
-
- -
-
-
-
Maintenance
-
-
-
-
-
-
Services
-
-
-
-
-
-
-
Equipment
-
-
-
-
-
-
-
Debt Service
-
-
-
-
-
-
-
OPERATING IMPACT TOTAL
-
-
-
-
-
-
-
Page 134
Westlake Academy North Driveway Lighting
Vision Point: Inviting Neighborhoods 1 410-73000-00-46
Project Description:
The project will provide permanent lighting fixtures along the new
Westlake Academy north entry road.
1
- - •
Expense Description
Est. thru
09/30/12
Proposed Planned
Project
Total
FY 12/13 13/14 14/15 15/16 16/17
Engineering - -
Construction 40,000 -
-
-
-
- -
40,000
Maintenance
-
-
-
-
Services
-
-
-
-
FUNDING TOTAL -
40,000
-
- -- -
EXPENDITURES TOTAL
-
40,000
-
-
- -
40,000
- - •
Funding Description
Est. thru
09/30/12
Proposed Planned
FY 12/13 13/14 14/15 15/16 16/17
Project
Total
Series 2011 CO $2,095,000 - - -
Capital Projects Fund - Cash
40,000
-
-
40,000
Maintenance
-
-
-
-
Services
-
-
-
-
FUNDING TOTAL -
40,000
-
- -- -
40,000
IMPACT
ON OPERATING
Est. thru
Description 09/30/12
Proposed Planned
FY 12/13 13/14 14/15 15/16 16/17
Project
Total
Supplies
-
Maintenance
-
-
-
-
Services
-
-
-
-
-
Equipment
-
-
-
-
-
Debt Service
-
-
-
-
-
OPERATING IMPACT TOTAL
-
-
-
-
-
-
-
Page 135
Hwy. 377 & Westport Parkway Signal
Vision Point: Leadership 1 410-73000-00-47
This intersection is currently uncontrolled (does not have a traffic
signal). This is a regional project between Westlake, Tarrant County,
Fort Worth, and TxDOT that will include the installation of traffic
signals that will be operated and maintained by TxDOT. Westlake will
be responsible for 1/3 of the construction costs. Staff has also
included additional funding to upgrade the poles to powder coating
similar to the existing signals at Westlake Parkway.
-•all 0 11] 10
Expense Description
Est. thru
09/30/12
Proposed Planned
Project
Total
FY 12/13 13/14 14/15 15/16 16/17
Engineering - -
Construction 50,000 25,000 -
-
-
-
- -
75,000
(reimbursment from Tarrant County
for Tarrant County and Keller portion)
-
-
-
-
-
-
-
Services
-
FUNDING TOTAL 50,000
25,000
-
EXPENDITURES TOTAL
50,000
25,000
-
-
- -
75,000
-•all 0 11] 10
Funding Description
Est. thru Proposed Planned
09/30/12 FY 12/13 13/14 14/15 15/16 16/17
Project
Total
Series 2011 CO $2,095,000 50,000 8,500
- 58,500
Contributions -
16,500
-
-
- -
16,500
(reimbursment from Tarrant County
for Tarrant County and Keller portion)
-
-
-
-
-
-
-
Services
-
FUNDING TOTAL 50,000
25,000
-
-
-- -
75,000
Page 136
• •pr
Est. thru
Description 09/30/12
Proposed
FY 12/13
Planned
Project
Total
13/14 14/15 15/16 16/17
Supplies
-
-
-
Maintenance
-
-
Services
-
-
-
-
Equipment
-
-
-
-
-
Debt Service
-
-
-
-
-
OPERATING IMPACT TOTAL
-
-
-
-
-
-
-
Page 136
Westlake Academy Expansion
Vision Point: Leadership 1 410-74400-00-48
This project consists of the construction of a three new buildings:
1) Cafetorium with stage, dressing area, storage and catering kitchen
for dining and general purposes at approx. 9,600 sf.
2) Three story Secondary School at apprx. 18,900 sf. Includes 15
classrooms, flex and office space. Designed to allow for future
addition in needed.
3) Fieldhouse at approx. 9,600 sf. Will house locker rooms to be
used for both athletics and PE, a visiting team locker room, storage
for equipment, offices and space to be used for the PE program.
__W4
Expense Description
Est. thru
09/30/12
Proposed
FY 12/13
Planned
Project
Total
13/14 14/15 15/16 16/17
Engineering
- 150,000 25,000
20,000 25,000 220,000
Construction
-
1,000,000
1,700,000
2,500,000
1,085,000
-
6,285,000
FF&E
-
-
-
-
900,000
-
900,000
Design
Contingency
35,000
150,000
250,000
100,000
55,000
-
590,000
-
50,000
250,000 200,000
40,000 -
540,000
EXPENDITURES TOTAL
35,000
1,350,000
2,225,000
2,820,000
2,105,000
- 48,000
8,535,000
Page 137
Funding Description
Est. thru
09/30/12
Proposed Planned
Project
Total
FY 12/13 13/14 14/15 15/16 16/17
Capital Projects Fund - Cash
35,000
- -
-
-
35,000
Series 2012 CO $8,500,000 (if issued)
-
8,500,000
-
-
- -
8,500,000
8,000
15,000
20,000 43,000
Services
-
-
5,000
13,000
15,000 33,000
Other Operating Costs
-
-
20,000
20,000
20,000 60,000
Miscelleaneous
FUNDING TOTAL
35,000
1 8,500,000
5,000 15,000
OPERATING IMPACT TOTAL
-
8,535,000
Page 137
Description
Est. thru
09/30/12
Proposed
FY 12/13
Planned
Project
Total
13/14 14/15 15/16 16/17
Supplies
-
-
-
10,000
10,000 5,000 25,000
Maintenance
-
8,000
15,000
20,000 43,000
Services
-
-
5,000
13,000
15,000 33,000
Other Operating Costs
-
-
20,000
20,000
20,000 60,000
Miscelleaneous
-
-
- 5,000 5,000
5,000 15,000
OPERATING IMPACT TOTAL
-
-
- 48,000
63,000
65,000
176,000
Page 137
THE TOWN OF
ESTLA E
CAPITAL IMPROVEMENT
PLAN
The purpose of a Capital Improvement Plan (CIP) is to more formally structure
the process for pricing, prioritizing, and determining the scope of all Town
capital projects. The CIP helps both the elected officials and the staff to see
the most accurate picture possible of the Town's infrastructure and public
building needs over the next five (5) years. The complete CIP document can
be found on the Town's website.
PERFORMANCE
LEADERSHIP
TEANWORK
DEDICATION
INTECRITY
NOW— %, N
Z 4-11 1k % 1*1..
Nk
khIrL.1ing Service_
CAPITAL IMPROVEMENT PLAN
A Town capital project should be defined as construction or reconstruction of any public
building or infrastructure identified as a community need, whether funding is currently available
or not. If funding is not currently available, but the project is determined by the Council to be
important, the project is still included in the Council's approved five (5) year CIP and shown as
unfunded. If funding is later made available, the project is already on the "radar screen",
although it may be scheduled in the out years of the 5 year planning period.
The Council approved the Town's formal Five (5) Year CIP on April 23, 2012. By going through
the effort of a formally prepared CIP in the prior year, subsequent years' CIP should be more of
an annual update to make sure of the following:
• The staff has identified all the capital projects the Council sees on the horizon.
• The Council can remove the projects that no longer are seen as a priority in terms of not
meeting the community's strategic needs (assuming that no funding has been spent on
design thus far).
• Annual Council review allows project timing to be adjusted in terms of which year in the 5
year time span the project is assigned.
• Annual review of the Council approved 5 year CIP allows this review to be performed at
the same time as the review of the 5 year financial forecast (this is completed to see the
impact of a capital project not only on the capital side, but also on the
operations/maintenance side).
• With Council's adoption of this 5 year CIP, along with the adopted financial policies, no
capital project, regardless of funding source, is put into the CIP until it first comes through
the annual update "call for projects" prepared each Spring by the staff and is included
in the CIP approved by the Council.
Page 139
ALL SUBMITTED CAPITAL PROJECTS
BY FUNDING SOURCE
Actuals Estimated Proposed - - - - - - - - - P R O J E C T 1 O N - - - - - - - - - PROJECT
Proj# PROJECT DESCRIPTION 2000-2011 FY 11/12 FY 12/13 FY 13/14 1 FY 14/15 1 FY 15/16 1 FY 16/17 1 TOTALS
$2,095,000 - Series 2011 CO issued 03/29/11
CONTRIBUTIONS/GRANTS
$8,500,000 - Series 2012 CO issued 09/14/12 (pending approval)
$8,500,000
Future Bond Funding (Pending approval)
$1,800,885
Cash/Transfers In/Fund Balance
$4,511,738
General Government Funding Summary Total
$16,907,624
CP20
FM 1938 Streetscape/Wayfinding
592,877
-
800,000
172,000
253,100
972,000
CP47
Hwy 377 Westport Parkway Signal
88,191
130,000
16,500
-
-
16,500
UF36
TOTAL CONTRIBUTIONS/GRANTS
$
$
$ 816,500
$ 172,000
$
$ 988,500
$2,095,000 - Series 2011 CO issued 03/29/11
UTILITY FUND PROJECTS
$8,500,000 - Series 2012 CO issued 09/14/12 (pending approval)
$8,500,000
Future Bond Funding (Pending approval)
$1,800,885
Cash/Transfers In/Fund Balance
$4,511,738
General Government Funding Summary Total
$16,907,624
UF30
TRA Assu m ptio n of N1 Sewer Line
592,877
-
127,338
567,100
253,100
127,338
UF31
N-1 Sewer Line Transfer I & I Study/Repairs
88,191
130,000
34,533
-
-
164,533
UF36
Ground Storage Tank
29,355
-
2,000,000
2,000,000
UF37
Stagecoach Hills waterline connection Phase 11
78,085
363,375
-
-
-
363,375
CP30
SH 114/Hwy 170 Enhancements
TOTAL UTILITY FUND PROJECTS
$
$ 493,375
$ 2,161,871
$
$
$
$
$ 2,655,246
$2,095,000 - Series 2011 CO issued 03/29/11
GENERAL GOVERNMENTAL PROJECTS
$8,500,000 - Series 2012 CO issued 09/14/12 (pending approval)
$8,500,000
Future Bond Funding (Pending approval)
$1,800,885
Cash/Transfers In/Fund Balance
$4,511,738
General Government Funding Summary Total
$16,907,624
CP20
FM 1938 Streetscape/Wayfinding
592,877
808,609
1,353,469
567,100
253,100
3,575,155
CP26
Mahotea Boone Reconst/Drainage (COMPLETE)
88,191
-
-
-
-
88,191
CP28
Streets Survey
29,355
20,000
30,645
80,000
CP29
WA Dining Hall Improvements (COMPLETE)
78,085
-
-
-
-
78,085
CP30
SH 114/Hwy 170 Enhancements
7,500
-
345,460
390,940
336,000
1,079,900
CP31
Stagecoach Hills Street Reconstruction & Drainage
7,220
450,000
41,680
-
-
498,900
CP32
N. Roanoke Road Reconstruction & Drainage
3,348
192,443
195,790
CP33
Aspen Lane Recon/Drainage (COMPLETE)
214,022
-
214,022
CP34
S. Roanoke Road Reconstruction & Drainage
2,900
453,000
455,900
CP40
Sam School Road Reconstruction & Drainage
-
-
216,000
-
216,000
CP41
E. Dove Road Reconstruction & Drainage (Vaq -TB)
221,995
404,945
626,940
CP42
Trail Connection at 114/Solana
-
-
15,000
-
15,000
CP45
Town Portion of Hillwood Project (Bonds)
4,740
85,000
182,417
272,157
CP45
Town Portion of Hillwood Project (Cash)
-
-
861,583
861,583
CP46
WA North Driveway Lighting
-
40,000
40,000
CP47
Hwy 377 Westport Parkway Sign
-
50,000
25,000
-
-
75,000
CP48
Westlake Academy Expansion
35,000
1,350,000
2,225,000
2,820,000
2,105,000
8,535,000
TOTAL GENERAL GOVERNMENTAL PROJECTS
TOTALGRAND •
$ 1,028,238
$ 1,641,052
$ 4,467,249
$ 3,803,985
$ 3,862,100$
2,105,000
$
$
$ 16,907,624
$ 19,562,870
r
r
$3,803,985rr
$2,105,000
$2,095,000 - Series 2011 CO issued 03/29/11
$2,095,000
$8,500,000 - Series 2012 CO issued 09/14/12 (pending approval)
$8,500,000
Future Bond Funding (Pending approval)
$1,800,885
Cash/Transfers In/Fund Balance
$4,511,738
General Government Funding Summary Total
$16,907,624
Page 140
UNFUNDED CAPITAL PROJECTS
5 YEAR PROJECTION
Excerpt from 04/23/12 Adopted Captial Improvement Plan (pg8)
Project Description
Estimated
FY 11-12
Proposed
FY 12-13
Projection
TOTALS
FY 13-14
FY 14-15
FY 15-16
FY 16-17
Cemetery Improvements
$ -
$
$ -
$ 63,000
$ 31,800
$ 250,000
$ 344,800
Trail - Pearson Ln. (Aspen -Dove) 0.5 miles
273,600
-
-
273,600
Trail - Ottinger (WA - Cemetery) 0.25 miles
-
-
276,100
276,100
Park Improvements
174,400
366,380
105,000
106,000
106,000
857,780
Trail - Westlake Parkway. (N. of Fidelity to 114) 0.5 miles
-
270,600
-
-
-
-
270,600
Westlake Academy - New High School
31,291
469,359
4,863,258
5,363,908
Westlake Academy- New Middle School
25,819
387,281
3,855,921
4,269,020
Westlake Academy - New Media Center
9,317
139,753
858,380
1,007,450
Westlake Academy - New Multi -Purpose Building
9,826
147,394
1,470,435
1,627,655
Westlake Academy - New Performance Hall
10,393
155,897
1,311,309
1,477,599
Westlake Academy - Primary School Addition
9,578
143,671
1,230,275
1,383,524
Westlake Administration & Civic Center
21,503
322,550
3,142,140
-
-
3,486,193
Fire Station
-
-
-
372,000
4,798,560
5,170,560
Westlake Academy - Cover Existing Walkway
-
270,275
270,275
Westlake Academy - West Parking Improvements
-
115,500
-
115,500
Dove & Randol Mill Traffic Circle
2,019,600
-
2,019,600
J.T. Ottinger (North of WA) Reconstruction & Drainage
-
556,500
-
556,500
Wyck Hill Resurface
-
52,950
52,950
Pearson Lane Reconstruction & Drainage
TOTALLINFUNEDiK
ik"
-
370,750
370,750
ivi-mi
09 00
00
wn
Page 141
THE TOWN OF
ESTLA E
FIVE YEAR
FORECAST
The purpose of a forecast is to get a general picture of what the
organization's financial condition over time could be, based upon
conservative assumptions. The term "conservative" used in the context of
financial forecasting means revenues are forecast at low growth levels or
even at a decline (depending on the revenue source).
PERFORMANCE
LEADERSHIP
TEAMWORK
DEDICATION
INTEGRITY
i
.40
_ 0
bpi
'��
Service Excellevvce
FIVE YEAR FORECAST NARRATIVE
It is important to keep in mind the purpose of a forecast is to get a general picture of
what the organization's financial condition over time could be, based upon
conservative assumptions. The term "conservative" used in the context of financial
forecasting means revenues are forecast at low growth levels or even at a decline
(depending on the revenue source).
Expenditures, while not necessarily being forecast as declining, are generally forecast
with a 2-3% escalation rate, depending on inflation. Forecasts generally have at least
one scenario where all that is assumed on expenditures is the current level of service
and perhaps some growth in salary/wage expenses. The Council can, if they wish, ask
that certain service level adjustments, whether it is service expansion or reduction, be
included as alternate scenarios, particularly if it appears that revenues will not cover
expenditures in the out years of the forecast.
It is also important to remember, since the purpose of the forecast is to get an idea,
based on conservative assumptions, as to the Town's financial condition during the five
(5) year planning period, that the forecast is showing that the Town will have available
funds for additional debt service as well as building a fund balance for future capital
and major maintenance and replacement. This is the reason forecasting is a good tool,
as it gives the Council time to strategize as to course we may want to make financially,
both in the short and long term.
Finally, it is important to remember the criticality that economic conditions play in
forecasting, particularly as it relates to sales tax, which can be a volatile revenue
source. If economic conditions improve, sales tax receipts are affected (usually
positively) as well as building permit revenue.
FORECAST ASSUMPTIONS - FY 2012-2013 PROPOSED BUDGET
The five year financial forecast is based upon the following assumptions:
REVENUES:
• General Fund
o Sales tax revenue is projected at a 6% decrease (primarily due to the
reduction of economic development funds and conservative estimates of
presumed one-time revenues as well as audit receipts).
o Conservative one-time audit and presumed one time payments have been
estimated at $100,000 each. In prior years these two numbers have been
anywhere from $100,000 to $1,000,000 combined. Because of the uncertainly
of the funds, we have been very conservative with these estimates. The on-
going sales tax receipts are forecasted to increase by 3% from FY 2011-2012.
o Includes the Property Tax Reduction portion of the Sales tax receipts
o No additional one-time revenues related to economic development
agreements are anticipated to be received
o Property tax revenue is estimated at $1,183,514 based on Certified Tax Roll and
M&O adopted tax rate of $.14197 per $100 of valuation.
Page 143
FIVE YEAR FORECAST NARRATIVE
o No new gas well revenue is projected.
o Building permits/inspection/plan review fees are based on 10 new homes
o Franchise fees remained flat
o Contribution of indirect cost totaling $325,000 from Westlake Academy has
been discontinued beginning 10/01/2013
• Utility Fund
o Revenues are projected to increase by approximately 2%
o Interfund Transfer from the General fund of $2M and capital project for same
regarding the ground storage tank
EXPENDITURES:
• Specific Funds
o General Fund - Operating expenditures remained fairly flat while transfers out
increased due to the $2M transfer to the Utility Fund
■ Transfer out of $2M (interfund loan to UF) for ground storage tank
■ Transfer out of $550K to General Maintenance and Replacement Fund
■ Transfer supplemental funds to Debt Service for debt payments in
excess of sales taxes received in 413 Economic Development Fund
o Visitors Association Fund - Expenditures and transfers out increased by 4%
o Utility Fund - Expenditures increased by 5%
o CIP - Based on adopted CIP and anticipated bond sale
• All Funds
o Includes all adopted maintenance projects and equipment replacement to
maintain current level of service
o Salary and wages remain flat
o Assume first phase of market adjustments at $100,000
FORECAST ASSUMPTIONS - FY 2013-2014 AND BEYOND PROJECTION
REVENUES:
o Sales tax revenue is projected to increase 3% annually
o Property tax revenue is projected to increase 2% annually
o Other revenue is projected to increase by 2%
EXPENDITURES:
o Includes all adopted maintenance projects and equipment replacement to
maintain current level of service
o Salary and wages increase by 2% after second phase of market adjustment in
FY 2013-14 of $115,000
o Other expenditures increase by 3% (excluding any one-time expenditures)
o CIP based on adopted CIP
Page 144
TOWN OF WESTLAKE
FIVE YEAR FORECAST
All Municipal Funds
DESCRIPTION FY 10-11 E FYI 111-120 • • , FY 13-14 I FY 14-15 FY 5-16 1 FY 6-17 FY 17-18
Sales Tax (ongoing 100% minus one time)
4,609,625
3,450,000
3,360,000
3,460,800
3,564,624
3,671,563
3,781,710
3,895,161
Sales Tax (audit/one-time)
-
350,000
200,000
200,000
200,000
200,000
200,000
200,000
Sales Tax Allocation to 4B
(2,436,973)
(950,000)
(890,000)
(915,200)
(941,156)
(967,891)
(995,427)
(1,023,790)
Sales Tax Allocation to ED
(670,632)
(205,000)
(180,000)
(185,400)
(190,962)
(196,691)
(202,592)
(208,669)
Sales Tax Subtotal
1,502,019
2,645,000
2,490,000
2,560,200
2,632,506
2,706,981
2,783,691
2,862,701
Property Tax
1,226,689
1,262,053
1,183,514
1,207,184
1,231,328
1,255,955
1,281,074
1,306,695
Property Tax Subtotal
1,226,689
1,262,053
1,183,514
1,207,184
1,231,328
1,255,955
1,281,074
1,306,695
Beverage Tax
19,721
32,750
32,750
33,405
34,073
34,755
35,450
36,159
Franchise Fees
586,836
664,925
664,925
678,224
691,788
705,624
719,736
734,131
Permits and Fees
520,645
476,150
476,150
485,673
495,386
505,294
515,400
525,708
Fines & Forfeitures
605,705
640,000
560,000
571,200
582,624
594,276
606,162
618,285
Interest
10,408
13,470
13,470
13,739
14,014
14,294
14,580
14,872
Misc Income
96,079
63,929
51,277
52,303
53,349
54,416
55,504
56,614
Contributions
175,000
325,000
-
-
-
-
-
-
Other Sources
57,000
-
-
-
-
-
-
-
Other Revenues
2,071,394
2,216,224
1,798,572
1,834,543
1,871,234
1,908,659
1,946,832
1,985,768
Transfer In - OF 500 Impact
145,216
37,500
37,500
38,464
39,233
40,018
40,819
41,635
Transfer In - OF (Interfund loan payment on $2M)
_
400,000
400,000
400,000
400,000
400,000
Transfer In - VA 220 Dept 22
262
8,350
9,019
9,290
9,568
9,855
10,151
10,455
Transfer In - A&S 411
4,515
-
-
-
-
-
-
-
Transfer In - LS 418
102
-
-
-
-
-
-
-
Transfer In - ED 210
153
-
-
-
-
-
-
-
Transfer in-CP410
139
-
-
-
-
-
-
-
Transfer In - 4B 200
112
-
-
-
-
-
-
-
Transfer In - PTR 260
1,357,548
-
-
-
-
-
-
-
Transfers In
1,508,045
45,850
46,519
447,754
448,802
449,873
450,969
452,090
Total Revenues & Transfers in
6,308,147
6,169,127
5,518,605
6,049,681
6,183,870
6,321,468
6,462,566
6,607,255
Payroll Salaries
(1,832,512)
(1,997,629)
(1,956,805)
(2,097,941)
(2,257,200)
(2,302,344)
(2,348,391)
(2,395,359)
Payroll Market Increases (inc. taxes, etc)
(100,000)
(115,000)
-
-
-
-
Payrolllnsurance/Taxes
(565,657)
(630,988)
(625,139)
(631,390)
(637,704)
(644,081)
(650,522)
(657,027)
Payroll Transfers In
356,026
507,033
529,037
544,908
561,255
578,093
595,436
613,299
Operating Expenditures
(1,981,201)
(2,236,507)
(2,149,877)
(2,214,374)
(2,280,805)
(2,349,229)
(2,419,706)
(2,492,297)
Expenditures
(4,023,344)
(4,358,091)
(4,302,784)
(4,513,797)
(4,614,454)
(4,717,561)
(4,823,183)
(4,931,384)
Transfer Out - ED 210
(35,758)
(35,758)
(35,758)
(35,758)
(35,758)
(35,758)
-
-
Transfer Out - CP 410
(2,085,659)
(35,000)
-
-
(206,618)
-
-
-
Transfer Out - FM 252
(1,875)
-
-
-
-
-
-
-
Transfer Out - VE 257
(68,982)
-
-
-
-
-
-
-
Transfer Out -GMR600
(500,000)
(530,000)
(550,000)
(550,000)
(550,000)
(500,000)
(300,000)
(300,000)
Transfer Out- WA (K-5 Westlake reserve slots)
-
-
(300,000)
(300,000)
(300,000)
(300,000)
Transfer Out - OF (interfund loan to OF/storage tank)
-
-
(2,000,000)
-
-
-
-
-
Transfer Out- DS (Unapproved Road projects $3M (75K/$1M)
-
-
(106,000)
(225,000)
(225,000)
Transfer Out- DS (Bldg bond pymt $52K/$1M) $8.5M
(175,474)
(442,848)
(438,848)
(439,798)
(440,648)
(441,398)
Transfer Out- DS 300
-
(307,595)
(183,087)
(403,629)
(373,987)
(347,667)
(403,293)
(397,270)
Transfers Out
(2,692,274)
(908,354)
(2,944,319)
(1,432,235)
(1,905,211)
(1,729,223)
(1,668,941)
(1,663,668)
Total Expenditures & Transfers Out
NET R&TI • •
(6,715,618)
�M
(5,266,445)
(7,247,103)
(5,946,032)
103,649
(6,519,664)
(6,446,784)
(6,492,123)
(6,595,052)
Beginning Fund Balance
3,731,332
3,323,861
4,226,543
2,498,044
2,601,693
2,265,899
2,140,582
2,111,025
Ending Fund Balance
3,323,861
4,226,543
2,498,044
2,601,693
2,265,899
2,140,582
2,111,025
2,123,228
Restricted/Committed/Assigned
406,464
254,295
248,025
252,986
258,045
263,206
268,470
273,840
Unassigned Ending Balance (projected)
2,917,397
3,972,248
2,250,019
2,348,708
2,007,854
1,877,376
1,842,554
1,849,388
Operating Days
262
308
182
159
134
124
119
117
Hotel Tax
527,261
535,000
540,350
551,157
562,180
573,424
584,892
596,590
Other Revenues
20,643
21,550
21,550
21,981
22,421
22,869
23,326
23,793
Transfers In - GF for Debt Service
-
-
-
-
-
-
-
-
Total Revenues & Transfers In
547,904
556,550
561,900
573,138
584,601
596,293
608,219
620,383
Expenditures
(204,288)
(224,427)
(249,202)
(256,678)
(264,378)
(272,310)
(280,479)
(288,893)
Payroll Transfers to GF
(152,079)
(255,339)
(255,225)
(262,882)
(270,768)
(278,891)
(287,258)
(295,876)
Transfer Out - GF 100 Dept 22
(262)
(8,350)
(9,019)
(9,290)
(9,568)
(9,855)
(10,151)
(10,455)
Transfer Out- DS 300
(180,935)
(182,396)
(183,692)
(180,000)
(180,000)
(180,000)
(100,000)
(75,000)
Total Expenditures & Transfers Out
NET R&TI • •
(537,564)
(670,512)
(697,138)
(708,849)
(724,715)
(741,056)
(677,888)
(670,225)
Beginning Fund Balance
1,100,941
1,111,281
997,319
862,081
726,369
586,255
441,492
371,822
Ending Fund Balance
1,111,281
997,319
862,081
726,369
586,255
441,492
371,822
321,981
Restricted/Committed/Assigned
180,935
182,396
183,692
180,000
180,000
180,000
100,000
75,000
Unassigned Ending Balance (projected)
930,346
814,922
678,389
546,369
406,255
261,492
271,822
246,981
Operating Days
632
444
355
281
205
129
146
135
Page 145
TOWN OF WESTLAKE
FIVE YEAR FORECAST
All Municipal Funds
DESCRIPTION FY 10-11 E FYI 111 12D FY 13-14 1 FY 14-15 FY 5-16 1 FY 6-17 FY 17-18
Revenues
13,417
5,575
5,575
5,687
5,800
5,916
6,035
6,155
Transfers In
-
-
-
-
-
-
-
-
Total Revenues & Transfers in
13,417
5,575
5,575
5,687
5,800
5,916
6,035
6,155
Expenditures
(5,604)
(5,900)
(5,400)
(5,562)
(5,729)
(5,901)
(6,078)
(6,260)
Transfers Out
-
-
-
-
-
-
-
-
Total Expenditures & Transfers Out
NET R&TI
® (5,900) (5,400)
(5,562)
(5,729)
(5,901)
(6,078)
(6,260)
Beginning Fund Balance
141,149
148,963
148,638
148,813
148,937
149,009
149,024
148,981
Ending Fund Balance
148,963
148,638
148,813
148,937
149,009
149,024
148,981
148,876
Restricted/Committed/Assigned
148,963
148,638
148,813
148,937
149,009
149,024
148,981
148,876
Unassigned Ending Balance (projected)
-
® MENIE
:
-
-
-
-
-
ECONOMIC DEVELOPMENT
873,487
850,000
877,500
915,200
941,156
967,891
995,427
1,023,790
Sales tax (one-time)
345,000
100,000
12,500
25,000
25,000
25,000
25,000
25,000
General Sales Tax
670,785
205,000
180,000
185,400
190,962
196,691
202,592
208,669
Transfers In
35,758
35,758
35,758
35,758
35,758
35,758
-
-
Total Revenues & Transfers In
706,543
240,758
215,758
221,158
226,720
232,449
202,592
208,669 .
Expendures
(706,391)
(240,758)
(215,758)
(221,158)
(226,720)
(232,449)
(202,592)
(208,669)
Transfers Out
(153)
-
-
-
-
-
-
(1,049,290)
Total Expenditures & Transfers Out
(706,543 (240,759 (215,758)
(221,158)
(226,720)
(232,449)
(202,592)
(208,669
Beginning Fund Balance
-
-
-
-
-
-
-
-
Ending Fund Balance
-
-
-
-
-
-
-
-
Restricted/Committed/Assigned
-
-
-
-
-
-
-
-
Unassigned Ending Balance (projected)
-
-
-
��
(782,849)
-
-
(642,486)
Sales tax (on-going)
873,487
850,000
877,500
915,200
941,156
967,891
995,427
1,023,790
Sales tax (one-time)
345,000
100,000
12,500
25,000
25,000
25,000
25,000
25,000
Interest
396
500
500
500
500
500
500
500
Transfers In
-
-
-
-
-
-
-
-
Total Revenues & Transfers In
1,218,883
950,500
890,500
940,700
966,656
993,391
1,020,927
1,049,290
Expendures
-
-
-
-
-
-
-
-
Transfer Out
(1,248,614)
(980,230)
(920,230)
(940,700)
(966,656)
(993,391)
(1,020,927)
(1,049,290)
Total Expenditures & Transfers Out
(1,248,614)
(980,230)
(920,230)
(940,700)
(966,656)
(993,391)
(1,020,927)
(1,049,290)
NET R&TI Over(Under) E&TO
Beginning Fund Balance
297,308
267,577
237,847
208,117
208,117
208,117
208,117
208,117
Ending Fund Balance
267,577
237,847
208,117
208,117
208,117
208,117
208,117
208,117
Restricted/Committed/Assigned
267,577
237,847
208,117
208,117
208,117
208,117
208,117
208,117
Assigned Ending Balance (projected)
®
��
(782,849)
(686,819)
(654,159)
(642,486)
(645,448)
(608,760)
Property Tax
30,558
172,098
123,969
153,765
153,791
154,704
154,503
154,475
Interest
28
-
-
-
-
-
-
-
Misc Income
-
-
-
50
50
50
50
50
Transfer in - GF 100
-
307,595
182,986
403,629
373,987
347,667
403,293
397,270
Transfer in - GF for Academy
175,575
442,848
438,848
439,798
440,648
441,398
Transfer In - VA 220
180,935
182,396
183,692
180,000
180,000
180,000
100,000
75,000
Transfer In - 4B 200
1,248,502
980,230
920,230
940,700
966,656
993,391
1,020,927
1,049,290
Transfer In - PTR 260
76,102
-
-
-
-
-
-
-
Total Revenues & Transfers In
1,536,125
1,642,320
1,586,452
2,120,992
2,113,332
2,115,609
2,119,421
2,117,483
Bank Services Charges
(1,130)
(1,130)
(2,925)
(2,925)
(2,925)
(2,925)
(2,925)
(2,925)
Bond Principal
(555,000)
(668,000)
(655,000)
(863,000)
(892,000)
(905,000)
(905,000)
(939,000)
Bond Interest
(972,490)
(950,898)
(782,849)
(686,819)
(654,159)
(642,486)
(645,448)
(608,760)
Expenditures -2014 CO -$2.2M ($57K/$1M)
-
-
-
(125,400)
(125,400)
(125,400)
(125,400)
(125,400)
Expenditure -2012 CO- Academy facilities
-
-
(175,474)
(442,848)
(438,848)
(439,798)
(440,648)
(441,398)
Total Expenditures & Transfers Out
NET R&TI Over(Under) E&TO
(1,528,620)
(1,620,028)
(1,616,248)
(2,120,992)
(2,113,332)
(2,115,609)
(2,119,421)
(2,117,483)
Beginning Fund Balance
-
7,504
29,796
0
0
0
0
0
Ending Fund Balance
7,504
29,796
0
0
0
0
0
0
Restricted/Committed/Assigned
-
-
-
-
-
-
-
-
Assigned Ending Balance (projected)
7,504
29,796
0
0
0
0
0
0
Page 146
TOWN OF WESTLAKE
FIVE YEAR FORECAST
All Municipal Funds
DESCRIPTION FY 10-11 E FYI11-12D ® FY 13-14 FY 14-15 FY 5-16 FY 6-17 FY 17-18
Water/Sewer/Waste Revenues
2,939,180
2,595,766
2,646,850
2,699,787
2,753,783
2,808,858
2,865,036
2,922,336
Water/Sewer Tap Fees
42,429
23,125
23,125
23,588
24,059
24,540
25,031
25,532
Fort Worth Impact Fees
145,216
37,710
37,710
38,464
39,233
40,018
40,819
41,635
Misc Income
146,716
89,434
89,434
91,223
93,047
94,908
96,806
98,742
Interest
9,699
10,000
10,000
10,200
10,404
10,612
10,824
11,041
Contributions
-
-
-
-
-
-
-
-
Transfers In - GF (Interfund Loan)
-
-
2,000,000
-
-
-
-
-
Total Revenues & Transfers In
3,283,239
2,756,035
4,807,119
2,863,261
2,920,527
2,978,937
3,038,516
3,099,286
Expenditures
(988,194)
(738,340)
(807,718)
(831,949)
(856,908)
(882,615)
(909,093)
(936,366)
Water Purchases
(1,015,869)
(1,110,600)
(1,110,600)
(1,143,918)
(1,178,236)
(1,213,583)
(1,249,990)
(1,287,490)
Debt Service(Hillwood)
(97,943)
(73,000)
(73,000)
(75,190)
(77,446)
(79,769)
(82,162)
(84,627)
Debt Service (Keller OH Storage)
(37,960)
(134,668)
(118,212)
(119,462)
(118,949)
(119,879)
(120,538)
(120,936)
IFA Debt Pymt to 4B
-
(29,731)
(29,731)
(29,731)
(29,731)
(29,731)
(29,731)
Bad Debt Expense
(49,007)
-
-
-
-
-
-
-
PayrollTransfersto GF
(203,592)
(251,694)
(273,812)
(282,026)
(290,487)
(299,202)
(308,178)
(317,423)
Transfer Out - GF 100 Payroll
-
-
-
-
-
-
-
-
Transfer Out - UMR 510
-
(50,000)
(50,000)
(200,000)
(200,000)
(200,000)
(200,000)
(200,000)
Transfer Out - GF 100 Impact Fees
(145,216)
(37,500)
(37,500)
(38,464)
(39,233)
(40,018)
(40,819)
(41,635)
Transfer Out - GF (Interfund loan)
-
(400,000)
(400,000)
(400,000)
(400,000)
(400,000)
Capital Projects
(213,364)
(493,375)
(2,161,871)
-
-
-
-
131
Total Expenditures & Transfers Out
(2,751,145)
(2,889,177)
(4,662,444)
(3,120,741)
(3,190,990)
(3,264,796)
(3,340,510)
(3,418,208)
Beginning Fund Balance
2,571,347
3,103,441
2,970,299
3,114,974
2,857,495
2,587,032
2,301,173
1,999,179
Ending Fund Balance
3,103,441
2,970,299
3,114,974
2,857,495
2,587,032
2,301,173
1,999,179
1,680,257
Restricted/Committed/Assigned
143,780
149,050
153,522
156,592
159,724
162,919
166,177
169,501
Unassigned Ending Balance (projected)
2,959,661
2,821,249
2,961,452
2,700,903
2,427,308
2,138,254
1,833,001
1,510,756
Total Operating Expenditures
2,392,565
2,308,302
2,413,073
2,482,276
2,551,756
2,624,778
2,699,692
2,776,573
Operating Days
452
446
448
397
347
297
248
199
Revenues
112
200
125
126
128
129
130
131
Transfers In - OF 500
-
50,000
50,000
200,000
200,000
200,000
200,000
200,000
Total Revenues & Transfers In
112
50,200
50,125
200,126
200,128
200,129
200,130
200,131
Expenditures
-
-
(52,450)
(188,000)
(185,000)
(165,000)
(175,000)
(175,000)
Transfers Out
-
-
-
-
-
-
-
301,839
Total Expenditures & Transfers Out
(41,037)
(368,431)
(52,450)
(188,000)
(185,000)
(165,000)
(175,000)
(175,000)
• - : •
Beginning Fund Balance
®
42,528
��12,126
42,640
92,840
90,515
15,128
102,641
35,129
117,768
25,130
152,897
25,131
178,027
Ending Fund Balance
42,640
92,840
90,515
102,641
117,768
152,897
178,027
203,159
Restricted/Committed/Assigned
42,640
92,840
90,515
102,641
117,768
152,897
178,027
203,159
Assigned Ending Balance (projected)
-
-
1,078,259
-
-
-
1,027,036
-
Revenues
271
2,625
1,750
1,768
1,785
1,803
1,821
1,839
Transfers In - PTR 260
41,274
-
-
-
-
-
-
-
Transfers In - GF 100
500,000
530,000
550,000
550,000
550,000
500,000
300,000
300,000
Transfers in - VE 257
129,374
-
-
-
-
-
-
-
Total Revenues & Transfers In
670,919
532,625
551,750
551,768
551,785
501,803
301,821
301,839
Expenditures
(41,037)
(368,431)
(329,220)
(131,900)
(121,000)
(149,500)
(1,556,000)
(200,000)
Transfers Out
-
-
-
-
-
-
-
Total Expenditures & Transfers Out
NET R&TI • •MENTIM,
(41,037)
(368,431)
(329,220)
(131,900)
419,868
(121,000)
430,785
(149,500)
352,303
(1,556,000)
(200,004
101,839
Beginning Fund Balance
61,654
691,535
855,729
1,078,259
1,498,127
1,928,912
(1,254,179)
2,281,215
1,027,036
Ending Fund Balance
691,535
855,729
1,078,259
1,498,127
1,928,912
2,281,215
1,027,036
1,128,875
Restricted/Committed/Assigned
691,535
855,729
1,078,259
1,498,127
1,928,912
2,281,215
1,027,036
1,128,875
Unassigned Ending Balance (projected)
-
-
-
-
-
-
-
-
Page 147
TOWN OF WESTLAKE
FIVE YEAR FORECAST
All Municipal Funds
DESCRIPTION FY 10-11 E FYI 111 12D FY 13-14 1 FY 14-15 FY 15-16 1 FY 6-17 FY 17-18
Revenues
36 45
45
46
48
49
51
52
Transfers In
- -
-
-
-
-
-
-
Total Revenues & Transfers In
36 45
45
46
48
49
51
52
Expenditures
- -
-
-
-
-
-
-
Transfers Out
(102) -
-
-
-
-
-
-
Expenditures & Transfers Out
2,891
1,800
-
-
-
-
- -
NET
®
8,000
-
-
-
-
- -
Beginning Fund Balance
13,598 13,531
13,576
13,621
13,668
13,715
13,765
13,815
Ending Fund Balance
13,531 13,576
13,621
13,668
13,715
13,765
13,815
13,867
Restricted/Committed/Assigned
13,531 13,576
13,621
13,668
13,715
13,765
13,815
13,867
Unassigned Ending Balance (projected)
- -
Iff -
-
2,372,000
206,618
3,000,000
- -
Total Revenues &Transfers in
21,017,124
13,359,535
23,515,329
15,898,557
13,960,084
16,946,044
13,960,276
FM1938 Streetscape/Wayfinding
-
-
800,000
172,000
-
-
- -
Hwy 377 Westport Parkway Signal
-
-
16,500
-
-
-
- -
Contributions - TSH Proceeds
-
400,000
-
13,287,408
12,621,667
15,923,755
14,634,393
Interest Income
24,164
11,000
11,000
-
-
-
- -
Interest Income - Bond Proceeds
2,891
1,800
-
-
-
-
- -
Misc Revenue
-
8,000
-
-
-
-
- -
Transfer in from GF
2,085,659
35,000
-
-
206,618
-
- -
Transfer in from PTR
1,205,000
-
-
-
-
-
- -
Other Sources - Bond Proceeds
2,095,000
-
8,500,000
2,200,000
-
3,000,000
- -
Total Revenues & Transfers In
5,412,714
455,800
9,327,500
2,372,000
206,618
3,000,000
- -
Westlake Portion of Hillwood Projects
(4,740)
(85,000)
(1,044,000)
-
-
-
- -
TSH Donation Expense to WA Foundation
-
(400,000)
-
-
-
-
- -
Bond Issuance Costs
(36,446)
-
-
-
-
-
- -
Transfer Out to GF
(139)
-
-
-
-
-
- -
Transfer Out to PTR
(8,761)
-
-
-
-
-
- -
Mahotea Boone Reconst/Drainage
(88,191)
-
-
-
-
-
- -
Dove/Ottinger Recon/Drainage
-
-
-
-
-
-
- -
Streets Survey
(29,355)
(20,000)
(30,645)
-
-
-
- -
SH 114/Hwy 170 Enhancements
(7,500)
-
(345,460)
(390,940)
(336,000)
-
- -
Stagecoach Hills Street Reconstruction & Drainage
(7,220)
(450,000)
(41,680)
-
-
-
-
N. Roanoke Road Reconstruction & Drainage
(3,348)
(192,443)
-
-
-
-
- -
Aspen Lane Recon/Drainage
(214,022)
-
-
-
-
-
-
S. Roanoke Road Reconstruction & Drainage
(2,900)
-
-
-
(453,000)
-
- -
Sam School Road Reconstruction & Drainage
-
-
-
(216,000)
-
-
-
E. Dove Road Reconstruction & Drainage (Vaq - TB)
-
-
(221,995)
(404,945)
-
-
- -
FM 1938 Streetscape/Wayfinding
(517,956)
(808,609)
(1,353,469)
(567,100)
(253,100)
-
- -
WA Dining Hall Improvements
(78,085)
-
-
-
-
-
- -
Trail Connection at 114/Solana
-
-
(15,000)
-
-
-
- -
WA North Driveway Lighting
-
-
(40,000)
-
-
-
- -
Hwy 377 Westport Parkway Signal
-
(50,000)
(25,000)
-
-
-
- -
WestlakeAcademyExpansion
-
(35,000)
(1,350,000)
(2,225,000)
(2,820,000)
(2,105,000)
- -
Unapproved Road Projects
(2,576,100)
(423,700)
Total Expenditures & Transfers Out
(998,662)
(2,041,052)
(4,467,249)
(3,803,985)
(3,862,100)
(4,681,100)
(423,700) -
Beginning Fund Balance
220,279
4,634,332
3,049,080
7,909,331
6,477,346
2,821,864
1,140,764 717,064
Ending Fund Balance
4,634,332
3,049,080
7,909,331
6,477,346
2,821,864
1,140,764
717,064 717,064
Restricted/Committed/Assigned
4,634,332
3,049,080
7,909,331
6,477,346
2,821,864
1,140,764
717,064 717,064
Unassigned Ending Balance (projected)
-
-
-
-
-
-
- -
Total Revenues &Transfers in
21,017,124
13,359,535
23,515,329
15,898,557
13,960,084
16,946,044
13,960,276
14,210,545
Total Expenditures & Transfers Out
NET R&TI • •�
(22,984,482)
(20,203,949)
(26,089,720)
(23,240,692)
(24,150,262)
(25,216,974)
i
(22,628,268)
(21,252,637)
Beginning Fund Balance
9,766,781
13,344,664
12,621,667
15,923,755
(10,190,179)
14,634,393
10,678,571
8,829,028
(7,042,092)
6,775,065
Ending Fund Balance
13,287,408
12,621,667
15,923,755
14,634,393
10,678,571
8,829,028
6,775,065
6,545,423
Restricted/Committed/Assigned
6,529,756
4,983,451
10,033,895
9,038,413
5,837,154
4,551,906
2,827,687
2,938,298
Unassigned Ending Balance (projected)
F 6,757,652 7,638,216 5,889,8601
5,595,9801
4,841,416 1
4,277,1221
3,947,378 1
3,607,125
Page 148
This page is intentionally blank
Page 149
THE To N of
:STLAKE
COMMUNITY PROFILE
This section presents an informative overview of the Town of Westlake. A
location and history of the Town is provided along with a list of Westlake Council
Members. Additional information including demographics, recent trends in
development and survey results is also provided in this section.
PERFORMANCE
LEADERSHIP
TEAMWORK
DEDICATION
1*4
0
VOW
iFEcr RITY � j119 c ll '
Service Ex
COMMUNITY PROFILE
General Information
The Town of Westlake is a one -of -a -kind community, an oasis with rolling hills, grazing longhorns, and
soaring red-tailed hawks, located in the heart of the Fort Worth -Dallas metropolitan area. Inviting
neighborhoods and architecturally vibrant corporate campuses find harmony among our
meandering roads and trails, lined with native oaks and stone walls. We are leaders in education,
known for our innovative partnerships between the Town -operated Charter school and our
corporate neighbors. We are environmental stewards exemplifying the highest standards. Hospitality
finds its home in Westlake, as a community, we are fully involved and invested in our rich heritage,
vibrant present and exciting, sustainable future.
Location
Westlake is conveniently located between DFW Airport and Alliance Airport, on the south side of
State Highway 114, providing quick, easy access to all areas of the Dallas -Ft. Worth Metroplex. The
unique location of Westlake is ideal for many of its major corporate campuses and residential
communities. A common ideal shared by our corporate and individual residents is their support of
the existing character and charm of the community as well as a commitment to excellence in new
development.
Page 151
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Location
Westlake is conveniently located between DFW Airport and Alliance Airport, on the south side of
State Highway 114, providing quick, easy access to all areas of the Dallas -Ft. Worth Metroplex. The
unique location of Westlake is ideal for many of its major corporate campuses and residential
communities. A common ideal shared by our corporate and individual residents is their support of
the existing character and charm of the community as well as a commitment to excellence in new
development.
Page 151
History of Westlake
COMMUNITY PROFILE
In the beginning...
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.
Early Settlers... 1847
The Town of Westlake was settled by Charles and Matilda Medlin
when they arrived in the area with about 20 other families in 1847.
They initially settled along Denton Creek but moved south to higher
ground after weathering ferocious floods from the creek. Until 1997,
the three-story Medlin barn was a local historic landmark. When it had
to be removed, after what was believed to be 130 years, for safety
concern. Legends include those of Sam Bass and Bonnie and
Clyde hiding in the barn.
The 1870's...
Dove Road was the cardinal road between Grapevine and
Roanoke. The road took its name from the Dove Community
which was located between the two towns. Dove Road
originated in the 1870's and got its name from the Lonesome
Dove Baptist Church located in the community.
The 1930's...
In the late 1930s, Ted Dealey, turned his attention to a lush and untouched piece of the Cross Timbers
region. It was there he built a stunning country place designed by prominent architect, Charles
Dilbeck. This place was known as the 220 Ranch. The Dealey Home, off Dove Road near Ottinger
Road, is now known as Paigebrooke Farm.
The 1940's - 1950's
It was late in the 1940's after World War II, at about the same time that Dealey built his home, that
Circle T Ranch has its beginnings with J. Glenn Turner. He used the place to raise and train Tennessee
Walking horses, and as a retreat and showplace. Circle T
Ranch was expanded throughout the 1950's to
approximately 2,300 acres. In 1955, there were rumors of
an attempt to annex Circle T Ranch; as a defensive
move, J Glenn Turner organized the neighboring ranches
and homeowners in the surrounding community into
forming their own city. On the 27th day of December
in 1956, citizens attended a meeting to declare the Town of
Westlake into existence thru incorporation and to swear in
the first Board of Aldermen. The area included what is
known today as Westlake, plus the area north, to the
northern shore of Denton Creek. This northern land was
annexed from Westlake and formed the town of Trophy
Club in the 1970's.
Page 152
COMMUNITY PROFILE
The 1960's...
In 1969, 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.
The 1970s ...
In the early 1970's, the state decided to name one of Westlake's well-known
streets after the person who was living in the first house on the road. That
person was J.T. Ottinger. Also in the early 1970s, Houston developers and
professional golfer Ben Hogan approached Westlake about building a golf
course, country club, and a housing development. In 1973, Westlake
annexed what is now known as the town of Trophy Club, clearing the way
for the upscale housing development and golf course.
The 1980's ...
In the mid-1980s, IBM built Solana, the multi use office complex. IBM maintained a large presence
until the mid 1990's. At that time, several of the office buildings became available for use by other
corporations. Eventually, IBM sold its partnership interest.
The 1990's ...
In 1989, Nelson Bunker Hunt declared bankruptcy and the Circle T
Ranch was purchased by Ross Perot Jr. in 1993. In 1997, to the
dismay of residents, there was an attempt to dissolve the Town of
Westlake. Many court battles, including appeals to the Texas
Supreme Court, were waged as emotions rose. Ultimately Town
leadership prevailed
The 2000's ...
• 2000 - The Westlake Historical Preservation Society was established for the purpose of
recording and preserving the rich history of the Town of Westlake.
• 2002 - VIP's and residents of Westlake gather at the site of the new Westlake Academy to
help raise the first wall of the school. Westlake approved the purchase of the first Fire truck
and ambulance.
• Westlake Historical Preservation Society holds the first Annual Decoration Day on Memorial
Day. Westlake Academy opens. The hope is that the new school will spur growth and unite
the Westlake community.
• 2006 - Celebrations began to commemorate the 50th anniversary of the incorporation of
Westlake in December 1956.
• 2007 - The Town of Westlake dedicated and sealed a time capsule containing a variety of
special items. This time capsule will remain sealed until September 8, 2057, during the town's
100th anniversary celebration.
• 2008 - The development of Terra Bella, a 54.7 acre high-
end single family subdivision began off Dove Road.
• 2009 - Deloitte University announces Westlake as the site *:
for its $300 million learning and leadership center.
2009 - Westlake Academy Arts & Sciences Center was
completed.
• 2010 - Westlake's first gas well was successfully drilled in a
Solana.
• 2011- New retail growth began along the Town's western
boundary with construction of a new Quick Trip
convenience store and a Centennial Fine Wine & Liquor store.
Page 153
COMMUNITY PROFILE
Westlake Local Government
The Town was incorporated in 1956 as a Type A General Law Town under the rules of the State of
Texas. The Town Council is comprised of a Mayor and five Council Members who are elected at
large for a two year staggered term each May. The Council is entirely responsible for creating Town
policy. The Council directs the Town Manager to administer the daily operations of the Town and
ensure that Town policies are enforced.
"1
Laura Carol Michael Clifton David Rick
Wheat Langdon Barrett Cox Levitan Rennhack
Mayor Mayor Pro -Tem -------------------------------------Council Members -------------------------------------
Westlake Operations
The Town of Westlake has approved an operating budget of $24,909,946 for fiscal year 2012/20123
and includes approximately 105 full-time equivalent employees (municipal and academic). The
Town of Westlake provides a full level of public services to its citizens as well as operates the only
municipally owned Charter School in the state. The Town of Westlake utilizes a private firm for solid
waste collection and disposal, as well as contracts with Keller, a neighboring community, for police
services.
Strategic Plan Overview
During the 2011 strategic planning process, the Town Council and staff Leadership Team developed
an overview of the strategic issues facing Westlake and developed action plans to monitor the
success and completion of the projects. The vision and mission statements were updated to reflect
the unique characteristics found within our community and the values which are important to our
residents. The information is contained within five vision points which describe the areas that the
Council and staff have determined are vital to maintaining our Town and providing services to
enhance the lives of our residents and community.
The Town's strategic plan was developed according to a Strategic Issues format, which identified
events through a SWOT (strengths, weaknesses, opportunities, and threats) analysis that would affect
our community over the next 24 months. This type of issues -focused version of a traditional strategic
plan is designed to allow the organization to scan our environment for opportunities or challenges as
it relates to our community and develop action plans to achieve the best results for Westlake.
Page 154
COMMUNITY PROFILE
Westlake Community Events
Westlake is a family -friendly environment where events are held to help get our residents out and
participating in activities with their children and neighbors.
Arbor Day...
The Westlake Arbor Day Celebration is held each
October. This annual celebration is an afternoon of
activities, live entertainment, best cookie competitions,
auctions, and a variety of great food. Kids' activities
have included pony rides, face painting, games, crafts,
and an obstacle course. In addition, there are
educational sessions on tree care advice, and
complimentary trees. Admission is free.
Masterwork Concert Series...
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.
The Masterworks Music Series is a variety of free music
programs sponsored by the Town of Westlake, Maguire
Partners, and ARTSNET. These free concerts are for arts
lovers of all ages and feature instrumental a vocal music
ranging from Country & Western to Blues & Jazz with the
entertainment of local, regional and national artists.
The concert season begins in April and features an exciting
performance each Thursday through the month of May
Performances are held at the Solana Village Center.
Page 155
0
COMMUNITY PROFILE
Westlake Academy
The Westlake Academy is an Open Enrollment Charter School that opened
Wil• September 1, 2003. Westlake Academy distinguishes itself among neighboring
educational offerings with a particular focus on producing students who are
globally minded.
The programs of the International Baccalaureate Organization (Primary Years
Program, Middle Years Program, Diploma Program) have been selected as the
f;�51 4
educational model utilized at the Academy. 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.
Westlake Academy is a K-12 public charter school and
was recently ranked:
#36 in the United States in the Washington Post
Challenge Index
#18 in the United States by Newsweek
#5 in the State of Texas
#6 against all Charter Schools in the United States
• #37 out of approximately 22,000 public high schools in the United States by U.S
Report
News & World
Westlake Academy is a premier learning establishment and prides itself on providing a learning
environment where students have the resources and facilities to excel.
Westlake Academy Campus
Page 156
COMMUNITY PROFILE
Westlake Facts, Figures, & Statistics
The Town of Westlake has experienced exponential growth in the last decade; the national census
reported 207 residents in 2000 and 992 residents in 2010.
The Town is approximately 20% built out with the majority of development continuing to be corporate
campuses. There has been an increase over the last decade in high-end residential development
located around the Vaquero Golf Course and in Glenwyck Farms. The Town's focus on high-quality
development has led to more than 1.4 million square feet of commercial space, valued at over $300
million, being added since 2005. The Town has seen a slight decrease in building permits however,
the construction size and value have increased significantly over the last 10 years. In 2012, the
average size of new home construction was 13,500 square feet with an average estimated
construction cost of $1.57 million.
Vaquero Estates
Vaquero Estates Country Club
F.M. 1938, Precinct Line Road construction began in FY 09/10 and will create a major north, south
corridor. In addition, Deloitte University completed construction of their $160 million dollar, 160 acre,
international training facility. The facility features over 800 rooms, office space, conference centers,
amenity centers, as well as many parks, trails, and water features. This development represents
another step towards Westlake's goal to become an education -centered community.
Deloitte University Campus
Page 157
COMMUNITY PROFILE
Westlake Population and Employers
Population
The Town of Westlake has experienced exponential growth in the last decade; the national census
reported 07 residents in 2000 and 992 residents in 2011.
Population
2002 2003 2004 2005 2006
Average Age
Percent
18 - 34 years
3.5%
35 - 54 years
52.2%
55 - 74 years:L!3.9%
9.2%
75+ years
Source: 2011 Westlake Citizen Survey
Household Income
Percent
Under $50K
2.7%
$50K - $149K
6.3%
$150K - $500K
42.7%
$500K plus
32.9%
Source: 2011 Westlake Citizen Survey
703
2007
2008 2009 2010 2011
Westlake Employers 1i
The DFW Metro area is home to more Fortune 500
companies than any other area in the United States.
Several major employers are located within the Town of
Westlake as listed the pie chart below.
"he Solana Office
:�omplex was the first
Df many corporate
ieadquarters built by
BM in the 1980's.
;ince then Westlake
ias collected
Ddditional corporate
esidents like, Fidelity
nvestments, Core
_ogic, Chrysler
=financial, Levi
;trauss, Deloitte and
nany more.
Page 158
Top 3 Employers in Westlake
Sales Tax Rate
Sales & Use Taxes
Many people don't know that most of their
sales and use tax is remitted to the State of
Texas; in fact, for every dollar of taxable
sales, the state receives six and one quarter
cents (or 6.25%)
In the State of Texas local municipalities
have the option to adopt up to an
additional two cents (or 2%) for local use for
a total maximum combined rate of 8.25%.
This local tax must be in accordance with
state law and be utilized for specific
purposes as identified by the state's local
government code.
Tax Distribution
COMMUNITY PROFILE
Property Tax Reduction Tax - This tax represents a 1/2 cent sales
tax levy used to reduce the property tax burden on local
residents and businesses by providing Westlake with an additional
unrestricted revenue source.
4B Economic Development Fund - This fund utilizes the revenues
generated from a '/2 cent sales tax to fund qualified development
projects. Currently, the 4B Fund is committed to the repayment of
the debt incurred for the construction of Westlake Academy.
General Fund Allocation - The Town levies 1 % in sales tax that is
utilized to offset expenditures in the General Fund.
Hotel Occupancy Tax
3
0
.c
2009 2010 2011 2012 2013
estimated proposed
Page 159
Hotel Occupancy Tax
In addition to sales and use tax
collections, the Town receives a 7%
hotel occupancy tax from the
Marriott Solana and any future
hotels in Westlake.
This revenue is recognized in the
Visitors Association Fund and is
used to help fund a shuttle
program for hotel guests as well as
other marketing and promotional
activities.
General Sales Tax
f
c
0
i,-rll
2009
2010 2011 2012
2013
estimated
proposed
Property Tax Reduction Tax - This tax represents a 1/2 cent sales
tax levy used to reduce the property tax burden on local
residents and businesses by providing Westlake with an additional
unrestricted revenue source.
4B Economic Development Fund - This fund utilizes the revenues
generated from a '/2 cent sales tax to fund qualified development
projects. Currently, the 4B Fund is committed to the repayment of
the debt incurred for the construction of Westlake Academy.
General Fund Allocation - The Town levies 1 % in sales tax that is
utilized to offset expenditures in the General Fund.
Hotel Occupancy Tax
3
0
.c
2009 2010 2011 2012 2013
estimated proposed
Page 159
Hotel Occupancy Tax
In addition to sales and use tax
collections, the Town receives a 7%
hotel occupancy tax from the
Marriott Solana and any future
hotels in Westlake.
This revenue is recognized in the
Visitors Association Fund and is
used to help fund a shuttle
program for hotel guests as well as
other marketing and promotional
activities.
COMMUNITY PROFILE
Property Tax
The Town of Westlake instituted a property tax in 2010.
The current adopted rate for FY 2012-2013 is $.15684
Maintenance and operations (M&O) is $0.14197
➢ Debt service or interest & sinking (I&S) is $0.01487
Jurisdictions
The Town of Westlake contracts with the Tarrant County Tax Assessor Collector's Office to collect the
Town's portion of local property tax.
There are multiple taxing jurisdictions within Westlake's boundaries; whether or not a business or
residence is required to pay tax to a particular jurisdiction is determined by where they are located
within Westlake and the boundaries of the respective taxing jurisdictions.
Currently, the following taxing jurisdictions collect property taxes in Westlake:
➢ Independent School Districts; Carroll, Keller and Northwest
Tarrant County; College and Hospital
➢ Denton County and Trophy Club MUD 1
Westlake residents can determine which taxing jurisdictions apply to their property as well as obtain
current property tax rate information by conducting a property search on the appropriate appraisal
district website:
Denton Central Appraisal District or Tarrant Appraisal District.
Homestead Exemptions
The Westlake Town Council approved a homestead exemption of 20%, which is the maximum
amount allowed by the State of Texas.
Tax Freeze
The Town Council also
approved a tax freeze
for all residential
accounts identified as
over 65 by the tax
appraisal district. To learn
more information about
the tax freeze or find out
if you qualify, please visit
the following websites:
Denton Central Appraisal
District or Tarrant
Appraisal District.
2013 Ad Valorem Tax Comparison per $100
■ Trophy Club
0.5
■ Southalke
-
Y Flower Mound
0.4 E Keller
to Roanoke
U Colleyville
0.3
W Grapevine
0,2 0.156840 M Haslet
W Westlake
0.1
Page 160
This page is intentionally blank
Page 161
PERFORMANCE
LEADERSHIP
THE TowN of
:STLAKE
APPENDIX
SECTION
alwol"- --
TEAMWORK T{EAFAV ORI
DEDICATION
Service Eye �j
GLOSSARY OF TERMS
Account: A separate
Activity: A service
Balance Sheet: The basic
financial reporting unit for
performed by a
financial statement, which
budgeting, management,
department or division.
discloses the assets,
or accounting purposes.
liability, and equities of an
All budgetary transactions,
Allocation: Apart of a
entity at a specific date in
whether revenue or
lump -sum amount, which is
conformity with General
expenditure, are recorded
designated for
Accepted Accounting
in accounts.
expenditure by specific
Principles.
organization units and/or
Adopted Budget: The
for special purposes,
Balanced Budget: A
budget as modified and
activities, or objects.
budget adopted by the
finally approved by the
Amortization: Payment of
Town Council and
Town Council. The
principal plus interest over
authorized by resolution
adopted budget is
a fixed period of time.
where the proposed
authorized by resolution
expenditures are equal to
that sets the legal
Appropriation: An
or less than the proposed
spending limits for the fiscal
authorization made by the
revenues plus fund
year.
legislative body of a
balances.
government, which
Accounts Payable: A
permits officials to incur
Basis of Accounting: A
liability account reflecting
obligations against and to
term used referring to
amount of open accounts
make expenditures of
when revenue,
owed to private persons or
governmental resources.
expenditures, expenses,
organizations for goods
Specific appropriations are
and transfers - and related
and services received by a
usually made at the fund
assets and liabilities - are
government (but not
level and are granted for a
recognized in the
including amounts due to
one-year period.
accounts and reported in
other funds of the same
the Town's financial
government or to other
Appropriation Ordinance:
statements.
governments).
The official enactment by
the legislative body
Bond: A written promise to
Accounts Receivable: An
establishing the legal
pay a specified sum of
asset account reflecting
authority for officials to
money, called the face
amounts owed to open
obligate and expend
sum of money, called the
accounts from private
resources.
principal amount, at a
persons or organizations for
specified date or dates in
goods or services furnished
Assets: Resources owned
the future, called the
by the government.
or held by the Town which
maturity date(s), together
has monetary value.
with periodic interest at a
Accrual Accounting:
specified rate.
Recognition of the
Audit: An examination,
financial effects of
usually by an official or a
Bond Covenant: A legally
transactions, events, and
private accounting firm
enforceable agreement
circumstances in the
retained by the Town
with bondholders that
period (s) when they occur
Council, of organization
requires the governmental
regardless of when the
financial statements and
agency selling the bond to
cash is received or paid.
the utilization of resources.
meet certain conditions in
the repayment of the
debt.
Page 163
GLOSSARY OF TERMS
Bond Ordinance: A law
Capital Expenditures: Any
Council: The Mayor and
approving the sale of
major non-recurring
five council members
bonds that specifies how
expenditure or
collectively acting as the
proceeds may be spent.
expenditure for facilities,
legislative and
including additions or
policymaking body of the
Bond Funds: Resources
major alterations,
town
derived from issuance of
construction of highways
bonds for financing capital
or utility lines, fixed
Current Assets: Those
improvements.
equipment, landscaping
assets which are available
or similar expenditures.
or can be made readily
Budget: The Town's
available to finance
financial plan for a specific
Cash Basis: A basis of
current operations or to
fiscal year that contains an
accounting under which
pay current liabilities. Those
estimate of proposed
transactions are
assets which will be used
expenditures and the
recognized when cash
up or converted into cash
proposed means of
changes hand
within one year. Some
financing them.
examples are cash,
Certificates of Obligations
temporary investments,
Budget Amendment: A
(CO's): Similar to general
and accounts receivable
revision of the adopted
obligation bonds except
collected within one year.
budget that, when
certificates require no
approved by the Council,
voter approval.
Current Liabilities: Debt or
replaces the original
Comprehensive Annual
other legal obligation
provision.
Financial Report (CAFR):
arising out of transactions
This report summarizes
in the past which must be
Budget Calendar:
financial data for the
liquidated, renewed, or
Schedule of key dates
previous fiscal year in a
refunded within one year.
which the Town follows in
standardized format.
the preparation and
Debt Service Fund: A fund
adoption of the budget.
Contingency: A budgetary
used to account for the
reserve set aside for
moneys set aside for the
Budget Document:
emergencies or
payment of interest and
Instrument used by the
unforeseen expenditures
principal to holders of the
budget -making authority
not otherwise budgeted.
Town's general obligation
to present a
and revenue bonds, the
comprehensive financial
Contractual Services: The
sale of which finances
plan of operations to the
costs related to services
long-term capital
Town Council.
performed for the Town by
improvements, such as
individuals, businesses, or
facilities, streets and
Budgetary Control: The
utilities.
drainage, parks and
control or management of
water/wastewater systems.
the organization in
Cost: The amount of
accordance with an
money or other
Deficit: The excess of
approved budget for the
consideration exchanged
expenditures over
purpose of keeping
for property or services.
revenues during an
expenditures within the
Cost may be incurred
accounting period; or, in
limitations of available
before money is paid; that
the case of proprietary
appropriations and
is, as soon as liability is
funds, the excess of
revenues.
incurred.
expense over income
Page 164
GLOSSARY OF TERMS
during an accounting
Exempt: Personnel not
other than buildings,
period.
eligible to receive
machinery, and
overtime pay and who are
equipment.
Department: A major
expected to work
administrative division of
whatever hours are
Franchise Fee: A fee
the Town that indicates
necessary to complete
levied by the Town Council
overall management
their job assignments.
on businesses that use
responsibility for an
Town property or right -of -
operation or a group of
Expenditures: Outflow or
way. This fee is usually
related operations within a
non -enterprise funds paid
charged as a percentage
functional area.
or to be paid for an asset
of gross receipts.
obtained or goods and
Depreciation: Change in
services obtained.
Full -Time Equivalent (FTE):
the value of assets
The measure of authorized
(equipment, buildings, etc.
Expenses: Outflow of
personnel often referred to
with a useful life of 5 years
enterprise funds paid or to
as worker -years. The full
or more) due to the use of
be paid for an asset
time equivalent of 1
the asset.
obtained or goods and
person (1 FTE)
services obtained.
approximately represents
EMS: Emergency Medical
2080 hours of work per
Services
Fiscal Policy: The Town's
year.
policies with respond to
Encumbrances: The
spending and debt
Fund: A fiscal and
commitment of
management as they
accounting entity with a
appropriated funds to
relate to government
self -balancing set of
purchase an item or
services, programs, and
accounts recording cash
service.
capital investments.
and other financial
Reflect a set off principals
resources, together with all
Enterprise Fund: A fund
for the planning and
related liabilities and
established to account for
programming of
residual equities or
operations that are
government budgets.
balances, and changes
financed and operated in
therein, which are
a manner similar to private
Fiscal Year: A 12 -month
segregated for the
business enterprises -
period to which the annual
purpose of carrying on
where the intent of the
operating budget applies
specific activities or
governing body is that the
and at the end of which a
attaining certain
costs of providing goods or
government determines its
objectives in accordance
services to the general
financial position and the
with special regulations,
public on a continuing
result of its operations. The
restrictions, or limitations.
basis be financed or
Town of Westlake's fiscal
recovered primarily
year begins each October
Fund Accounting: A
through user charges.
1 st and ends the following
governmental accounting
September 30th.
system that is organized
Excess Fund Balance: The
and operated on a fund
excess of a fund's current
Fixed Assets: Assets of a
basis.
assets over its current
long-term character,
liabilities and required
which are intended to
Fund Balance: The excess
reserve limits.
continue to be held or
of a fund's current assets
used, such as land,
over its current liabilities,
buildings, improvements
sometimes called working
Page 165
GLOSSARY OF TERAS
capital or fund equity. A
fund. The General Fund is
Inter -fund transfer: The
negative fund balance is
tax supported.
transfer of money from one
often referred to as a
fund to another.
deficit.
General Obligation Bonds:
Bonds sold and
investments: Securities and
GAAP -Generally
guaranteed by the Town,
real estate held for the
Accepted Accounting
in which the full faith and
production of revenues in
Principles: Uniform
credit of the Town is
the form of interest,
minimum standards and
pledged for repayment.
dividends, rentals, or lease
guidelines for financial
payments.
accounting and reporting.
Governmental Funds: The
They govern the form and
funds through which most
L.F. (Linear feet): Length in
content of the financial
governmental functions
feet.
statements of an entity.
typically are financed. The
GAAP encompass the
acquisition, use, and
Lift Station: The Town's
conventions, rules and
financial resources and the
collection system relies on
procedures necessary to
related current liabilities
gravity to collect water.
define accepted
are accounted for through
When the system gets to
accounting practice at a
governmental funds
an unreasonable depth, a
particular time. They
(General, Special
lift station pumps the water
include not only broad
Revenue, Capital Projects,
to a higher elevation so
guidelines of general
and Debt Service Funds).
the gravity process can
applications, but also
begin again.
detailed practices and
Goal: Generalized
procedures. GAAP
statements of where an
Line -item budget: A
provide a standard by
organization desires to be
budget format in which
which to measure financial
at some future time with
departmental outlays are
presentations.
regard to certain
grouped according to the
operating elements (e.g.
items that will be
GASB: Acronym for
financial condition, service
purchased.
Government Accounting
levels provided, etc.)
Standards Board, an
MGD: Million gallons per
independent, non-profit
Grant: A contribution by a
day.
agency responsible for the
government or other
promulgation of
organization to support a
Maintenance: The upkeep
accounting and financial
particular function.
of physical properties in
reporting procedures for
Typically, these
condition for use or
governmental entities.
contributions are made to
occupancy. Examples are
local governments from
the inspection of
GFOA: Government
state or federal
equipment to detect
Finance Officers
governments.
defects and the making of
Association of the United
repairs.
States and Canada
Infrastructure: Basic public
investments such as streets,
Modified Accrual
General Fund: The fund
storm drainage, water and
Accounting: This method
used to account for all
sewer lines, streetlights and
of accounting is a
financial resources except
sidewalks.
combination of cash and
those required to be
accrual accounting since
accounted for in another
expenditures are
immediately incurred as a
Page 166
GLOSSARY OF TERMS
liability while revenues are
spending, and service
sales tax approved by the
not recorded until they are
delivery activities of the
Town of Westlake voters in
actually received or are
Town are controlled. The
May, 2006. Texas law
"Measurable" and
use of annual operating
allowed the Town to
"available for
budgets is required by
collect the new'/2 cent
expenditure". This type of
State law.
sales tax that does not
accounting basis is
share the restrictive
conservative and is
Operating Expenditure:
spending limitations on
recommended as the
Expenditure on an existing
revenues designated to
standard for most
item of property or
the 4A Economic
government funds.
equipment that is not a
Development Fund'/2 cent
capital expenditure.
sales tax. 4A sales tax was
Municipal: Of or
dissolved and replaced
pertaining to a Town or its
Ordinance: An
with this sales tax.
government.
authoritative command or
order. This term is used for
Proposed Budget: The
Non -departmental:
laws adopted by a
financial plan initially
Accounts for expenditures
municipality.
developed by
or professional services
departments and
and other general
Performance Measures:
presented by the Town
government functions,
Specific quantitative
Manger to the Town
which cannot be
measures of work
Council for approval.
allocated to individual
performed within an
departments.
activity or program. They
Proprietary Funds:
may also measure results
Operation that operates
Non-exempt: Personnel
obtained through an
like a private operation, in
eligible to receive
activity or program.
which services are
overtime pay when
financed through user
overtime work has been
Personnel Services:
charges and expenditures
authorized or requested by
Expenditures for salaries,
include the full cost of
the supervisor.
wages and related fringe
operations.
benefits of Town
Object Code: The
employees.
Public Hearing: An open
standard classification of
meeting regarding
the expenditures such as
Prompt Payment Act:
proposed operating or
office supplies or rental of
Adopted in July, 1985 by
capital budget allocations,
equipment.
the State, the Act requires
which provide citizens with
the Town to pay for goods
an opportunity to voice
Objectives: Specific,
and services within 30 days
their views on the merits of
measurable targets set in
of receipt of invoice or the
the proposals.
relation to goals.
goods or services,
whichever comes later. If
PVC: Acronym for polyvinyl
Operating Budget: Plan for
this is not satisfied, the
chloride, a plastic
current expenditures and
Town may be charged
compound used for water
the proposed means of
interest on the unpaid
and sewer pipes.
financing them. The
balance at the rate of l%
annual operating budget
per month.
Reserve: An account used
is the primary means by
to indicate that a portion
which most of the
Property Tax Reduction
of fund resources is
financing, acquisition,
Sales Tax (PTR): '/2 cent
restricted for a specific
Page 167
purpose, or is not available
for appropriation and
subsequent spending.
Resolution: A formal
statement of opinion or
determination adopted by
an assembly or other
formal group.
Resources: Total dollars
available for
appropriations, including
estimated revenues, fund
transfers, and beginning
fund balances.
Retained Earnings: The
excess of total assets over
total liabilities for an
enterprise fund. Retained
earnings include both
short-term and long-term
assets and liabilities for an
enterprise fund.
Revenues: Funds that the
government receives as
income. It includes such
items a tax payment, fees
from specific services,
receipts from other
governments, fines for
forfeitures, grants, shared
revenues and interest
income.
ROW: Acronym for right-of-
way.
Sales Tax: A general "sales
tax" is levied on persons
and businesses selling
merchandise or services in
the town limits on a retail
basis. The categories for
taxation are defined by
state law. Monies
collected under
authorization of this tax are
for the use and benefit of
the town.
SCADA: Acronym that
stands for Supervisory
Control and Data
Acquisition. SCADA refers
to a system that collects
data from various sensors
at a remote location and
then sends this data to a
central computer which
then manages and
controls the data.
Special Revenue Fund: A
fund used to account for
the proceeds of specific
revenue sources that are
legally restricted to
expenditure for specified
purposes.
Supplies: A cost category
for minor items (individually
priced at less than $5,000)
required by departments
to conduct their
operations.
TMRS: Acronym for the
Texas Municipal
Retirement System, a
pension plan for
employees of member
cities within the State of
Texas.
TRA: Trinity River Authority -
A separate governmental
entity responsible for
providing water and
wastewater services in the
Trinity River basin. The
Town contracts with TRA
for treatment of
wastewater.
TXDOT: Texas Department
of Transportation
GLOSSARY OF TERMS
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. Working
capital does not include
long-term assets or
liabilities. For budgetary
purposes, working capital,
rather than retained
earnings, is generally used
to reflect the available
resources of enterprise
funds.
TOWN OF WESTLAKE / WESTLAKE ACADEMY
FISCAL AND BUDGETARY POLICIES
MUNICIPAL OPERATIONS
STATEMENT OF PURPOSE
The overall intent of the following Fiscal and Budgetary Policy Statements is to enable the
Town to achieve a long-term stable and positive financial condition. The watchwords of
the Town's financial management include integrity, prudence, stewardship, planning,
accountability, and full disclosure.
The more specific purpose is to provide guidelines to the Town Manager and Finance
Director in planning and directing the Town's day-to-day financial affairs and in
developing recommendations to the Town Manger and Town Council.
The scope of these policies generally span, among other issues, accounting, purchasing,
auditing, financial reporting, internal controls, operating and capital budgeting, revenue
management, cash and investment management, expenditure control, asset
management, debt management, and planning concepts, in order to:
A. Present fairly and with full disclosure the financial position and results of the financial
operations of the Town in conformity with generally accepted accounting principles
(GAAP), and
B. Determine and demonstrate compliance with finance related legal and contractual
issues in accordance with provisions of the Texas Local Government Code and other
pertinent legal documents and mandates.
The Town Council will annually review and approve the Fiscal and Budgetary Policy
Statements as part of the budget process.
SUMMARY OF POLICY INTENDED OUTCOMES
This policy framework mandates pursuit of the following fiscal objectives:
A. Operating Budget: Prepare, conservatively estimate revenues, present, and adopt the
Town's annual operating plan.
B. Revenues Management: Design, maintain, and administer a revenue system that will
assure a reliable, equitable, diversified, and sufficient revenue stream to support desired
Town services.
C. Expenditure Control: Identify priority services, establish appropriate service levels, and
administer the expenditure of available resources to assure fiscal stability and the
effective and efficient delivery of services.
D. Fund Balance/Retained Earnings: Maintain the fund balance and retained earnings of
the various operating funds at levels sufficient to protect the Town's creditworthiness as
well as its financial position from emergencies.
E. Debt Management: Establish guidelines for debt financing that will provide needed
capital equipment and infrastructure improvements while minimizing the impact of debt
payments on current revenues.
Page 169
TOWN OF WESTLAKE / WESTLAKE ACADEMY
FISCAL AND BUDGETARY POLICIES
Intergovernmental Relationships: Where feasible, coordinate efforts with other
governmental agencies to achieve common policy objectives, share the cost of
providing governmental services on an equitable basis and support favorable legislation
at the State and Federal level.
G. Grants: Seek, apply for and effectively administer within this policy's guidelines, Federal,
State, and foundation grants-in-aid which address the Town's current priorities and policy
objectives.
H. Economic Development: Initiate where feasible, encourage, and participate in
economic development efforts to create job opportunities and strengthen the local tax
base and economy
Fiscal Monitoring: Prepare and present regular reports that analyze, evaluate, and
forecast the Town's financial performance and economic condition.
J. Financial Consultants: With available resources, seek out and employ the assistance of
qualified financial advisors and consultants in the management and administration of
the Town's financial functions.
Accounting, Auditing, and Financial Reporting: Comply with prevailing Federal, State
and local statues and regulations. Conform to generally accepted accounting
principles as promulgated by the Government Accounting Standards Board (GASB), the
American Institute of Certified Public Accountants (AICPA), and the Government
Finance Officers Association (GFOA).
L. Capital Improvement Plan/Budget and Program: Multi-year planning, forecasting,
preparation, and control of the Town's capital improvement plan/budget.
M. Capital Maintenance and Replacement: Annually review and monitor the state of the
Town's capital equipment and infrastructure, setting priorities for its replacement and
renovation based on needs, finding alternatives, and availability of resources.
N. Internal Controls: To establish and maintain an internal control structure designed to
provide reasonable assurances that the Town's assets are safeguarded and that the
possibilities for material errors in the Town's financial records are minimized.
III. OPERATING BUDGET
A. Preparation - Budgeting is an essential element of the financial planning, control and
evaluation process of municipal government. The "operating budget" is the Town's
annual financial operating plan. The budget includes all of the operating departments
of the Town, the debt service fund, all capital projects funds, and the internal service
funds of the Town. The proposed budget will be prepared with the cooperation of all
Town departments, and is submitted to the Town Manager who makes any necessary
changes and transmits the document to the Town Council. A budget preparation
calendar and timetable will be established and followed in accordance with State law.
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
Page 170
TOWN OF WESTLAKE / WESTLAKE ACADEMY
FISCAL AND BUDGETARY POLICIES
and their impacts on revenues, historical collection rates, and trends in revenues. This
approach should reduce the likelihood of actual revenues falling short of budget
estimates during the year and should avoid mid -year service reductions.
C. Balanced Budget - As per State Law, current operating revenues, including Property Tax
Reduction Sales Tax transfers (which can be used for operations), will be sufficient to
support current operating expenditures. Annually recurring revenue will not be less than
annually recurring operating budget expenditures (operating budget minus capital
outlay). Debt or bond financing will not be used to finance current expenditures.
D. Proposed Budget Process - a proposed budget shall be prepared by the Town Manager
with the participation of all of the Town's department directors.
• The proposed budget shall include four basic segments for review and evaluation: (1)
personnel costs, (2) base budget for operations and maintenance costs, (3) service
level adjustments for increases of existing service levels or additional services, and (4)
revenues.
• The proposed budget review process shall include Council participation in the review
of each of the four segments of the proposed budget and a public hearing to allow
for citizen participation in the budget preparation.
• The proposed budget process shall allow sufficient time to provide review, as well as
address policy and fiscal issues, by the Town Council.
• A copy of the proposed budget shall be filed with the Town Secretary when it is
submitted to the Town Council as well as placed on the Town's website.
E. Budget Adoption - Upon the determination and presentation of the final iteration of the
proposed budget as established by the Council, a public hearing date and time will be
set and publicized. The Council will subsequently consider a resolution which, if adopted,
such budget becomes the Town's Approved Annual Budget. The adopted budget will
be effective for the fiscal year beginning October 1. The approved budget will be
placed on the Town's web site.
Budget Award - Each year the Council approved operating budget will be submitted
annually to the Government Finance Officers Association (GFOA) for evaluation and
consideration for the Award for Distinguished Budget Presentation.
G. Budget Amendments - Department Directors are responsible for monitoring their
respective department budgets. The Finance Department will monitor all financial
operations. The budget team will decide whether to proceed with a budget
amendment and, if so, will then present the request to the Town Council. If the Council
decides a budget amendment is necessary, the amendment is adopted in resolution
format and the necessary budgetary changes are then made.
H. Central Control - Modifications within the operating categories (salaries, supplies,
maintenance, services, capital, etc.) can be made with the approval of the Town
Manager. Modifications to reserve categories and interdepartmental budget totals will
be made only by Town Council consent with formal briefing and Council action.
Planning - The budget process will be coordinated so as to identify major policy issues for
Town Council by integrating it into the Council's overall strategic planning process for the
Town. Each department shall have a multi-year business plan that integrates with the
Town's overall strategic plan.
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Reporting - Monthly financial reports will be prepared by the Finance Department and
distributed to and reviewed by each Director. Information obtained from financial
reports and other operating reports is to be used by Directors to monitor and control
departmental budget. Summary financial reports will be presented to the Town Council
quarterly.
Performance Measures & Productivity Indicators - Where appropriate, performance
measures and productivity indicators will be used as guidelines to measure efficiency,
effectiveness, and outcomes of Town services. This information will be included in the
annual budget process as needed.
L. Contingent Appropriation - During the budget process, staff will attempt to establish an
adequate contingent appropriation in each of the operating funds. The expenditure for
this appropriation shall be made only in cases of emergency, and a detailed account
shall be recorded and reported. The proceeds shall be disbursed only by transfer to
departmental appropriation. All transfers from the contingent appropriation will be
evaluated using the following criteria:
• Is the request of such an emergency nature that it must be made immediately?
• Why was the item not budgeted in the normal budget process?
• Why can't the transfer be made within the department?
IV. REVENUES MANAGEMENT
A. REVENUE DESIGN PARAMETER. The Town will pursue the following optimum
characteristics in its revenue system:
• Simplicity - The Town, where possible and without sacrificing accuracy, will strive to
keep the revenue system simple in order to reduce costs, achieve transparency, and
increase citizen understanding of Town revenue sources.
• Certainty - A knowledge and understanding of revenue sources reliability increases the
viability of the revenue system. The Town will understand, to the best of its ability, all
aspects of its revenue sources and their performance, as well as enact consistent
collection policies to provide assurances that the revenue base will materialize
according to budgets, forecasts, and plans.
• Equity - The Town shall make every effort to maintain equity in its revenue system: i.e.
the Town shall seek to minimize or eliminate all forms of subsidization between entities,
funds, services utilities, and customer classes within a utility.
• Administration - The benefits of a revenue source will not exceed the cost of collecting
that revenue. Every effort will be made for the cost of collection to be reviewed
annually for cost effectiveness as a part of the Town's indirect cost and cost of service
analysis.
• Adequacy, Diversification and Stability - The Town shall attempt, in as much as is
practical, to achieve a balance in its revenue system. The Town shall also strive to
maintain a balanced and diversified revenue system to protect the Town from
fluctuations in any one source due to changes in local economic conditions which
adversely impact that revenue source.
B. OTHER CONSIDERATIONS. The following considerations and issues will guide the Town in its
revenue policies concerning specific sources of funds:
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• Cost/Benefit of Incentives for Economic Development - The Town will use due caution
in the analysis of any tax or fee incentives that are being considered to encourage
economic development. A cost/benefit (fiscal impact) analysis will be performed as a
part of the evaluation for each proposed economic development project.
• Non -Recurring Revenues - One-time or non-recurring revenues will not be used to
finance on-going operational costs. Non-recurring revenues will be used only for one-
time expenditures such as long-lived capital needs or one-time major maintenance
projects that occur infrequently. Non-recurring revenues will not be used for budget
balancing purposes except to cover the one-time expenditures described above.
• Investment Income - Earnings from investment of available monies, whether pooled or
not, will be distributed to the funds in accordance with the equity balance of the fund
from which monies were provided to be invested.
• Property Tax Revenues - The Town shall endeavor to avoid a property tax by revenue
diversification, implementation of user fees, and economic development.
C. USER -BASED (DEMAND DRIVEN) FEES AND SERVICE CHARGES. For services that are
demand driven and can be associated with a user fee or charge, the direct and indirect
costs of that service will be offset by a fee where possible. The Town staff will endeavor to
prepare a review of all fees and charges annually, but not less than once every three
years, in order to ensure that these fees provide for, at minimum, full cost recovery of
service.
D. ENTERPRISE FUND RATES. Utility rates and rate structures for water and sewer services will be
constructed to target full cost of service recovery. Annually the Town will review and
adopt water and sewer utility rates and a rate structure that generates revenue sufficient
to fully cover operating expenses, meet the legal restrictions of all applicable bond
covenants, provide for an adequate level of working capital, and recover applicable
general/administrative costs. The Solid Waste function will have rates that fully recover all
costs and maintain an adequate balance. The Cemetery Fund will be structured to
operate on lot sales and endowments.
General and Administrative (G&A) Charges - Where feasible, G&A costs will be
charged to all funds for services of indirect general overhead costs, which may include
general administration, finance, customer billing, facility use, personnel, technology,
engineering, legal counsel, and other costs as deemed appropriate. These charges
will be determined through an indirect cost allocation study following accepted
practices and procedures.
E. INTERGOVERNMENTAL REVENUES. As a general rule, intergovernmental revenues (grants)
will not be utilized for on-going operating costs. Any potential grant opportunity will be
examined to identify all costs related to matching and continuation of program
requirements. Staff will focus on one-time grants to avoid long-term implications. If it is
determined that accepting a grant with on-going cost conditions is in the interests of the
Town, all the operating and maintenance costs must be included in the financial forecast
and their ultimate effect on operations and revenue requirements be known.
REVENUE MONITORING. Revenues as they are received will be regularly compared to
budgeted revenues and variances will be investigated. This process will be summarized in
the appropriate budget report.
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G. SPECIAL REVENUE / EDUCATIONAL FUNDS. Where feasible and practical, General and
Administrative Charges (G&A) for special revenue and educational funds of the Town of
Westlake will be determined on an annual basis and transfers will be made where sufficient
revenue exists to cover the associated expenditures.
V. EXPENDITURE CONTROL
A. Appropriations - The point of budgetary control is at the department level in the General
Fund and at the fund level in all other funds. When budget adjustments among
Departments and/or funds are necessary, they must be approved by the Town Council.
B. Current Funding Basis - The Town shall operate on a current funding basis. Expenditures shall
be budgeted and controlled so as not to exceed current revenues plus the planned use of
fund balance accumulated through prior year savings. (The use of fund balance shall be
guided by the Fund Balance/Retained Earnings Policy Statements.)
C. Avoidance of Operating Deficits - The Town shall take immediate corrective actions if at
any time during the fiscal year expenditure and revenue re -estimates are such that an
operating deficit (i.e., projected expenditures in excess of projected revenues) is projected
at year-end. Corrective actions can include a hiring freeze, expenditure reductions, fee
increases, or use of fund balance within the Fund.
D. Balance/Retained Earnings Policy- Expenditure deferrals into the following fiscal year, short-
term loans, or use of one-time revenue sources shall be avoided to balance the budget.
E. Maintenance of Capital Assets - Within the resources available each fiscal year, the Town
shall maintain capital assets and infrastructure at a sufficient level to protect the Town's
investment, to minimize future replacement and maintenance costs, and to continue
service levels.
Periodic Program Reviews - The Town Manager shall undertake periodic staff and third -
party reviews of Town programs for both efficiency and effectiveness. Privatization and
contracting with other governmental agencies will be evaluated as alternative
approaches to service delivery. Programs which are determined to be inefficient and/or
ineffective shall be reduced in scope or eliminated.
G. Salary - The Town shall strive to maintain competitive salary levels for municipal
employees. A salary survey will be conducted through a sampling of surrounding
and comparable municipal organizations to create a comparison. The Town will
strive to maintain salary levels within three percent (3%) of the median of surveyed
benchmark municipalities.
H. Purchasing - The Town shall make every effort to maximize any discounts offered by
creditors/vendors. Staff shall also use competitive bidding in accordance to State law, as
well as intergovernmental partnerships and purchasing cooperatives to attain the best
possible price on goods and services.
Prompt Payment - All invoices will be paid within 30 days of receipt in accordance with the
prompt payment requirements of State law.
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VI. FUND BALANCE/RETAINED EARNINGS
A. General Fund Undesignated Fund Balance - The Town shall strive to maintain the General
Fund undesignated fund balance at, or in excess of, 90 days of operation.
B. Retained Earnings of Other Operating Funds - In the Utility Fund, the Town shall strive to
maintain positive retained earnings positions to provide sufficient reserves for emergencies
and revenue shortfalls.
C Use of Fund Balance - Fund Balance will be targeted to only be used with Council
approval and can be only be used for the following: emergencies, non-recurring
expenditures, such as technology/FF&E (furniture, fixtures and equipment), or major capital
purchases that cannot be accommodated through current year savings. Should such use
reduce the balance below the appropriate level set as the objective for that fund,
recommendations will be made on how to restore it. The Council shall approve all
commitments by formal action. The action to commit funds must occur prior to fiscal year-
end, to report such commitments in the balance sheet of the respective period, even
though the amount may be determined subsequent to fiscal year-end. A commitment
can only be modified or removed by the same formal action.
The Council delegates the responsibility to assign funds to the Town Manager or his/her
designee. The Council shall have the authority to assign any amount of funds.
Assignments may occur subsequent to fiscal year-end.
The Council will utilize funds in the following spending order: Restricted, Committed,
Assigned, Unassigned
VII. DEBT MANAGEMENT
A. Debt Issuance Analysis - All consideration of debt issuance for major capital assets will be
prepared within the framework of a Council approved multi-year capital improvement
plan and forecast for all Town facilities and infrastructure.
B. Analysis of Debt Issuance and Debt Issuance Alternatives - Staff will explore alternatives to
the issuance of debt for capital acquisitions and construction projects. These alternatives
will include, but not be limited to, (1) grants- in- aid, (2) use of reserves, (3) use of either
current on-going general revenues or one-time revenues, (4) contributions from developers
and others, (5) leases, (6) user fees, and (7) impact fees.
C. Use of Debt Financing - The useful life of the asset or project shall, at a minimum, exceed
the payout schedule of any debt the Town assumes. Debt financing instruments to be
considered by the Town may include:
General obligation bonds - These must be authorized by a vote of the citizens of
Westlake.
Revenue bonds - These bonds generate capital requirements necessary for
continuation or expansion of a service which produces revenue and for which the
asset may reasonable be expected to provide for a revenue stream to fund the debt
service requirement.
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Certificates of obligation - These can be authorized by Council approval with debt
service by either general revenues or backed by a specific revenue stream or a
combination of both.
Lease/purchase agreements - These shall only be used to purchase capital assets that
cannot be financed from either current revenues or fund balance/retained earnings
and to fund infrastructure improvements and additions.
D. Assumption of Additional Debt - The Town shall not assume more tax -supported general
purpose debt than it retires each year without first conducting an objective analysis as to
the community's ability to assume and support additional debt service payments.
E. Affordability Targets - The Town shall use an objective multi-year analytical approach to
determine whether it can afford to assume new general purpose debt beyond what it
retires each year. This process shall compare generally accepted standards of
affordability to the current values for the Town. The process shall also examine the direct
costs and benefits of the proposed expenditures. The decision on whether or not to
assume new debt shall be based on these costs and benefits and on the Town's ability to
"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.
G. Sale Process - The Town shall use a competitive bidding process in the sale of debt unless
the nature of the issue warrants a negotiated bid. The Town shall award bonds based on a
true interest cost (TIC) basis as long as the financial advisor agrees that the TIC basis can
satisfactorily determine the lowest and best bid.
H. Bond Rating Agencies Presentations - Full disclosure of operations and open lines of
communication shall be made to the bond rating agencies. Town staff, with assistance of
financial advisors, shall prepare the necessary materials and presentation to the bond
rating agencies.
Continuing Disclosure - The Town is committed to continuing disclosure of financial and
pertinent credit information relevant to the Town's outstanding securities.
J. Debt Refunding - Town staff and the financial advisor shall monitor the municipal bond
market for opportunities to obtain interest savings by refunding outstanding debt. As a
general rule, the present value savings of a particular refunding should exceed 3.5% of the
refunded maturities.
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VIII. INTERGOVERNMENTAL RELATIONSHIPS
The Town will pursue coordinated efforts with other governmental agencies to achieve
common policy objectives, share the cost of providing government services on an equitable
basis, and support favorable legislation at the State and Federal levels.
A. Inter -local Cooperation in Delivering Services - In order to promote the effective and
efficient delivery of services, the Town shall actively seek to work with other local
jurisdictions in joint purchasing consortia, sharing facilities, sharing equitably the costs of
service delivery, and developing joint programs to improve service to its citizens.
B. Legislative Program - The Town shall cooperate with other jurisdictions to actively oppose
any State or Federal regulation or proposal that mandates additional Town programs or
services and does not provide the funding to implement them. Conversely, as appropriate,
the Town shall support legislative initiatives that provide more funds for priority local
programs.
IX. GRANTS
A. Grant Guidelines - The Town shall apply, and facilitate the application by others, for only
those grants that are consistent with the objectives and high priority needs previously
identified above in these policies. The potential for incurring on-going costs, to include the
assumption of support for grant funded positions from local revenues, will be considered
prior to applying for a grant.
B. Grant Review - All grant submittals shall be reviewed for their cash match requirements,
their potential impact on the operating budget, and the extent to which they meet the
Town's policy objectives. If there are cash match requirements, the source of funding shall
be identified prior to application. Staff will focus on one-time grants to avoid long-term
implications related to additional expenditures in future years.
C. Grant Program Termination - The Town shall terminate grant funded programs and
associated positions when grant funds are no longer available unless alternate funding is
identified.
X. ECONOMIC DEVELOPMENT
A. Positive Business Environment - The Town shall endeavor, through its regulatory and
administrative functions, to provide a positive business environment in which local
businesses can grow, flourish and create jobs. The Town Council and Town staff will be
sensitive to the needs, concerns and issues facing local businesses.
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.
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C. Coordinate Efforts with Other Jurisdictions - The Town's economic development program
shall encourage close cooperation with other local jurisdictions, chambers of commerce,
and groups Interested in promoting the economic well-being of this area.
D. Cost/Benefit of Incentives for Economic Development - The Town will use due caution in
the analysis of any tax or fee incentives that are used to encourage economic
development. A cost/benefit (fiscal impact) analysis will be performed as part of such
evaluation for each prospect. Economic development agreements will contain
performance language as to the business's proposed economic impact to Westlake in
exchange for Town incentives with adequate "claw -back" provisions for the Town.
XI. FISCAL MONITORING
A. Financial Status and Performance Reports - Quarterly reports comparing expenditures and
revenues to current budget, projecting expenditures and revenues through the end of the
year, noting the status of fund balances to include dollar amounts and percentages, and
outlining any remedial actions necessary to maintain the Town's financial position shall be
prepared for review by the Town Manager and the Council.
Compliance with Council Policy Statements - The Fiscal and Budgetary Policies will be
reviewed annually by the Council and updated, revised or refined as deemed necessary.
Policy statements adopted by the Council are guidelines, and occasionally, exceptions
may be appropriate and required. However, exceptions to stated policies will be
specifically identified, and the need for the exception will be documented and fully
explained.
XII. FINANCIAL CONSULTANTS
To employ the assistance of qualified financial advisors and consultants as needed in the
management and administration of the Town's financial functions. These areas include but are
not limited to investments, debt administration, financial accounting systems, program
evaluation, and financial impact modeling. Advisors shall be selected on a competitive basis
using objective questionnaires and requests for proposals based on the scope of the work to
be performed.
XIII. ACCOUNTING, AUDITING, AND FINANCIAL REPORTING
To comply with prevailing local, state, and federal regulations relative to accounting, auditing,
and financial reporting. Accounting practices and financial reporting shall conform to
generally accepted accounting principles as promulgated by the Governmental Accounting
Standards Board (GASB), the American Institute of Certified Public Accountants, (AICPA), and
the Government Finance Officers Association (GFOA). The Board shall select an independent
firm of certified public accountants to perform an annual audit of all operations
A. Accounting - The Town is solely responsible for the recording and reporting of its financial
affairs, both internally and externally. The Town's Finance Director is responsible for
establishing the structure for the Town's chart of accounts and for assuring that procedures
are in place to properly record financial transactions and report the Town's financial
position.
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B. External Auditing - Town will be audited annually by outside independent accountants
(auditors). The auditors must be a CPA firm and must demonstrate significant experience
in the field of local government auditing. They must conduct the town's audit in
accordance with generally accepted auditing standards and be knowledgeable in the
Government Finance Officers Association Certificate of Achievement program. The
auditors' report on Town's financial statements will be completed within a timely period of
the Town's fiscal year-end. The auditor will jointly review the management letter with the
Town Council, if necessary. In conjunction with this review, the Finance Director shall
respond in writing to the Town Council regarding the auditor's Management Letter,
addressing the issued contained therein. The Town will not require auditor rotation, but will
circulate request for proposal for audit services on a periodic basis as deemed
appropriate.
C. External Financial Reporting - Town will prepare and publish a comprehensive annual
financial report (CAFR). The CAFR will be prepared in accordance with generally
accepted accounting principles and will be presented annually to the Government
Finance Officers Association (GFOA) for evaluation and awarding of the Certificate of
Achievement for Excellence in Financial Reporting.
D. Responsibility of Auditor to Town Council - The auditor is retained by and it accountable
directly to the Town Council and will have access to direct communication with the Town
Council if the Town Staff is unresponsive to auditor recommendations or if the auditor
considers such communication necessary to fulfill its legal and professional responsibilities.
E. Internal Financial Reporting - The Finance Department will prepare internal financial reports
sufficient for management to plan, monitor, and control Town's financial affairs.
XIV. CAPITAL BUDGET AND PROGRAM
A. Preparation - The Town's capital budget will include all capital projects funds and all
capital resources. While the capital budget will be prepared annually on a project basis, it
will be based on an on-going, multi-year capital improvement plan (CIP) that shows all
funded and unfunded projects as identified by staff for all Town facilities and infrastructure.
The multi-year CIP will be reviewed annually, updated by staff and presented to the
Council for its review and approval. The annual capital budget will be prepared by the
Finance Department with the involvement of responsible departments based on the multi-
year CIP.
B. Control - All capital project expenditures must be appropriated in the capital budget. The
Finance Director must certify the availability of resources before any capital project
contract is presented to the Town Council for approval.
C. Program Planning - The capital budget will be taken from the capital improvements
project plan for future years. The planning time frame for the capital improvements project
plan should normally be five years, with a minimum of at least three years. The
replacement and maintenance for capital items should also be projected for the next five
years. Future maintenance and operational costs will be considered so that these costs
can be included as appropriate in the annual budget.
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D. Financing Programs - Where applicable and with Council approval, impact fees, pro -rata
charges, assessments, or other fees should be used to fund capital projects which have a
primary benefit to specific, identifiable property owners.
Recognizing that long-term debt is usually a more expensive financing method,
alternative financing sources will be explored before debt is issued. When debt is
issued, it will be used to acquire major assets with expected lives which equal or
exceed the average life of the debt issue.
E. Reporting - Periodic financial reports will be prepared to enable the department directors
to manage their capital budgets. Summary capital project status reports will be presented
to the Town Council quarterly.
XV. CAPITAL MAINTENANCE AND REPLACEMENT
The Town recognizes that deferred maintenance and not anticipating capital replacement
needs increases future capital costs. Annually, available funds will be evaluated during the
budget process and a percentage of each operating fund's budget will be recommended to
the Council for transfer. Upon approval by the Council, the recommended amount will be
transferred to the appropriate funds (General or Utility Maintenance Replacement Fund) for
major maintenance/ replacement of street, building roof, flooring, air conditioning, equipment,
etc.
XVI. INTERNAL CONTROLS
A. Written Procedures - Whenever possible, written procedures will be established and
maintained by the Finance Director for all functions involving purchasing, cash handling
and/or accounting throughout the Town. These procedures will embrace the general
concepts of fiscal responsibility set for in this policy statement.
B. Department Directors' Responsibilities - Each department director is responsible for ensuring
that good internal controls are followed throughout his/her department, that all directives
or internal controls are implemented, and that all independent auditor internal control
recommendations are addressed. Departments will develop and periodically update
written internal control procedures.
XVII. ASSET MANAGEMENT
A. Investments - The Finance Director shall promptly invest all Town funds with the depository
bank in accordance with the provisions of the current Bank Depository Agreement or in
any negotiable instrument authorized by the Town Council. Further, investments shall be
made in accordance with the Investment Policy approved by the Town Council for the
Town of Westlake that meets the requirements of the Public Funds Investment Act (PFIA),
Section 2256 of the Texas Local Government Code. The Finance Director will issue
quarterly reports on investment activity to the Town Council.
Cash Management - Town's cash flow will be managed to maximize the cash available to
invest. Such cash management will entail the centralization of cash collections, where
feasibility, including utility bills, building and related permits and license, fines, fees, and
other collection offices as appropriate. Periodic review of cash flow position will be
performed to determine performance of cash management and conformance to
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FISCAL AND BUDGETARY POLICIES
investment policies. The underlying theme will be that idle cash will be invested with the
intent to (1) safeguard assets, (2) maintain liquidity, and (3) maximize return.
C. Fixed Assets and Inventory - Such assets will be reasonably safeguarded and properly
accounted for and prudently insured. The fixed asset inventory will be updated regularly.
D. Capitalization Criteria - For purposes of budgeting and accounting classification, the
following criteria must be capitalized:
• The asset is owned by the Town of Westlake
• The expected useful life of the asset must be longer than one year, or extend the life on
an identifiable existing asset by more than one year
• The original cost of the asset must be at least $5,000
• The asset must be tangible
• On-going repairs and general maintenance are not capitalized
• New Purchases - All costs associated with bringing the asset into working order will be
capitalized as part of the asset cost. This includes start up costs, engineering or
consultant type fees as part of the asset cost once the decision or commitment to
purchase the asset is made. The cost of land acquired should include all related costs
associated with its purchase
• Improvements and Replacement - Improvement will be capitalized when they extend
the original life of an asset or when they make the asset more valuable than it was
originally. The replacement of assets components will normally be expenses unless
they are a significant nature and meet all the capitalization criteria.
E. Computer System/Data Security - The Town shall provide security of its computer/network
system and data files through physical and logical security systems that will include, but are
not limited to: network user authentications, firewalls, content filtering, spam/virus
protection, and redundant data backup.
ACADEMIC OPERATIONS
STATEMENT OF PURPOSE
The broader intent of the following Fiscal and Budgetary Policy Statements is to enable the
Academy to achieve a long-term stable and positive financial condition. The watchwords of
the Academy's financial management include integrity, prudent, stewardship, planning,
accountability, and full disclosure.
The more specific purpose is to provide guidelines to the Finance Director in planning and
directing the Academy's day-to-day financial affairs and in developing recommendations to
the Academy Superintendent or his designate and Academy Board of Trustees.
The scope of these policies generally span, among other issues, accounting, purchasing,
auditing, financial reporting, internal controls, operating budgeting, revenue management,
cash and investment management, expenditure control, asset management, debt
management, and planning concepts, in order to:
• Present fairly and with full disclosure the financial position and results of the financial
operations of the Academy in conformity with generally accepted accounting principles
(GAAP), and
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• Determine and demonstrate compliance with finance related legal and contractual
issues in accordance with provisions of the Texas Local Government Code and other
pertinent legal documents and mandates.
The Academy Board of Trustees will annually review and approve the Fiscal and Budgetary
Policy Statements as part of the budget process.
II. SUMMARY OF POLICY INTENDED OUTCOMES
This policy framework mandates pursuit of the following fiscal objectives:
Operating Budget: Prepare conservatively, estimate revenues, present and adopt the
Academy's annual operating plan.
Revenues Management: Design, maintain and administer a revenue system that will assure a
reliable, equitable, diversified and sufficient revenue stream to support desired Academy
services.
Expenditure Control: Identify priority services, establish appropriate service levels and administer
the expenditure of available resources necessary to assure fiscal stability and the effective and
efficient delivery of services.
Fund Balance: Maintain the fund balance of the various operating funds at levels sufficient to
protect the Academy's creditworthiness as well as its financial position from emergencies.
Intergovernmental Relationships: Coordinate efforts with other 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 Academy's current priorities and policy objectives.
Fiscal Monitoring: Prepare and present regular reports that analyze, evaluate, and forecast the
Academy'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 Academy's
financial functions.
Accounting, Auditing, and Financial Reporting: Comply with prevailing Federal, State and local
statues and regulations. Conform to generally accepted accounting principles as promulgated
by the Government Accounting Standards Board (GASB), the American Institute of Certified
Public Accountants (AICPA), and the Government Finance Officers Association (GFOA).
Internal Controls: To establish and maintain an internal control structure designed to provide
reasonable assurances that the Academy's assets are safeguarded and that the possibilities for
material errors in the Academy's financial records are minimized.
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OPERATING BUDGET
PREPARATION - BUDGETING IS AN ESSENTIAL ELEMENT OF THE FINANCIAL PLANNING, CONTROL,
AND EVALUATION PROCESS. THE "OPERATING BUDGET" IS THE ACADEMY'S ANNUAL FINANCIAL
OPERATING PLAN RELATED TO EDUCATIONAL SERVICE INSTRUCTIONAL COSTS.
The Academy operating budget is legally required to include the Academy's General, Debt
Service, and Food Service Funds. Currently, Westlake Academy only has one fund, the General
Fund, which must be legally adopted annually. The Academy budgets the Special Revenue
Funds for informational purposes only.
Information to be prepared includes documentation related to Service Level Adjustments (SLAB)
for increases to existing service levels or additional services, position control schedules, general
and administrative cost implications, etc. will be submitted and reviewed during the budget
process.
SLA's related to new position requests will include an assessment of their impact on additional
internal services necessary to support these positions as it relates to General & Administrative
(G&A) charges in the Academy budget ( subject to funding availability) to fund these costs.
A budget preparation calendar and timetable will be established and followed in accordance
with State law.
Revenue Estimates for Budgeting - In order to maintain a stable level of services, the Academy 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,
number of students, and trends in revenues. It will also include an assessment of the State legislative
environment related to public charter school funding levels. This approach should reduce the
likelihood of actual revenues falling short of budget estimates during the year and should avoid mid-
year service reductions.
Balanced Budget - A balanced budget is a budget with total expenditures not exceeding total
revenues and monies available in the fund balance within an individual fund.
Proposed Budget Content and Process - A proposed budget shall be prepared by the
Superintendent or his designate with the participation of the Academy's Leadership Team,
Finance Director and Academy staff, and then submitted to the Superintendent for review.
Following the Superintendent's review, the proposed budget will be presented to the Board for
its consideration.
The proposed budget shall include five basic segments for review and evaluation: (1) personnel
costs, (2) base budget for operations and maintenance costs, (3) service level adjustments for
increases of existing service levels or additional services, (4) revenues, and (5) General
Administrative (G&A) costs.
The proposed budget review process shall include Board of Trustees review of each of the four
segments of the proposed budget and a public hearing to allow for citizen participation in the
budget preparation process.
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TOWN OF WESTLAKE / WESTLAKE ACADEMY
FISCAL AND BUDGETARY POLICIES
Concurrent with the Academy budget preparation, Town staff will identify and provide to the
Board all direct Academy expenses contained in the Town's municipal budget.
The proposed budget process shall allow sufficient time to provide review as well as address
policy and fiscal issues by the Board of Trustees.
A copy of the proposed budget shall be filed with the Town Secretary when it is submitted to the
Board of Trustees as well as placed on the Academy's website.
Budget Adoption - Upon the determination and presentation of the final iteration of the
proposed budget document as established by the Board of Trustees, a public hearing will be set
and publicized. The Board will subsequently consider a resolution which, if adopted, such
budget becomes the Academy's Annual Budget. The adopted budget will be effective for the
fiscal year beginning September 1.
Budget Amendments - The Superintendent or his designate and Finance Department will
monitor all financial operations. A school district must amend the official budget before
exceeding a functional expenditure category, i.e., instruction, administration, etc. in the total
budget. The budget team will decide whether to proceed with the budget amendment and, if
so, will then present the request to the Board of Trustees. If the Board decides a budget
amendment is necessary, the amendment is adopted in resolution format and the necessary
budgetary changes are then made.
Planning - The budget process will be coordinated so as to identify major policy issues for the
Board of Trustees by integrating it into the Board's overall strategic planning process for the
Academy.
Reporting - Monthly financial reports will be prepared by the Finance Department and
distributed to the Superintendent or his designate. Information obtained from financial reports
and other operating reports is to be used by personnel to monitor and control the budget.
Summary financial reports will be presented to the Board quarterly.
IV. REVENUES MANAGEMENT
A. REVENUE DESIGN PARAMETERS. The Academy will strive for the following optimum
characteristics in its revenue system:
• Simplicity - The Academy, where possible and without sacrificing accuracy, will strive to
keep the revenue system simple in order to reduce costs, achieve transparency, and
increase parent and citizen understanding of Academy revenue sources.
• Certainty - A thorough knowledge and understanding of revenue sources increases the
reliability of the revenue system.
• Administration - The benefits of a revenue source will exceed the cost of administering
that revenue. Every effort will be made for the cost of administration to be reviewed
annually for cost effectiveness as a part of the indirect cost and cost of service analysis.
• Equity - The Academy shall make every effort to maintain equity in its revenue system:
i.e. the Academy shall seek to minimize or eliminate all forms of subsidization between
entities.
• Adequacy, Diversification and Stability - To the extent practical, the Academy shall
attempt to achieve a balance in its revenue system. The Academy shall also strive to
maintain a balanced and diversified revenue system to protect the Academy from
fluctuations in any one source due to changes in local economic conditions which
adversely impact that source.
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TOWN OF WESTLAKE / WESTLAKE ACADEMY
FISCAL AND BUDGETARY POLICIES
B. REVENUE CLASSIFICANTION AND SOURCES. The revenues received by Westlake Academy
are classified into one of three broad categories: Federal, State or Local and come from
the following sources :
• State Education funding
• State and Federal Grants
• General Donations - The Academy recognizes that private donations comprise a
significant part of the Westlake Academy budget. All funds received will become part of
the budget and be subject to appropriation for Academy general operations.
o Westlake Academy Foundation
• House of Commons
o Westlake Academy Athletic Club
• Local Merchants
• Specific Purpose Donations - Funds donated for a specific purpose
C. REVENUE MONITORING. Revenues as they are received will be regularly compared to
budgeted revenues and variances will be investigated. This process will be summarized in
the appropriate budget report.
V. EXPENDITURE CONTROL
Appropriations - The point of budgetary control is at the function level in the General Fund
and Special Revenue Funds. When budget adjustments among functions are necessary,
they must be approved by the Board of Trustees.
Current Funding Basis - The Academy shall operate on a current funding basis. Expenditures
shall be budgeted and controlled so as not to exceed current revenues plus the planned
use of fund balance accumulated through prior year savings. (The use of fund balance shall
be guided by the Fund Balance/Retained Earnings Policy Statements.)
Avoidance of Operating Deficits - The Academy 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, or use of
fund balance within the Fund. Use of fund balance must be recommended by the
Superintendent and approved by the Board of Trustees.
❖ Expenditure deferrals into the following fiscal year, short-term loans, or use of one-
time revenue sources shall be avoided to balance the budget.
Periodic Program Reviews - The Superintendent or his designate shall undertake periodic staff
and third -party reviews of Academy programs for both efficiency and effectiveness. Where
appropriate, privatization and contracting with other governmental agencies will be
evaluated as alternative approaches to service delivery. Service delivery which is
determined to be inefficient and/or ineffective shall be reduced in scope or eliminated.
General and Administrative (G&A) Charges - To the extent practical, an annual analysis of
G&A charges will be performed and funding allocated, if available. The purpose of
determining the associated costs for G&A charges is to identify the full operational costs of
the entity in question. The analysis shall involve an objective consideration of the service
demands currently being met by municipal staff to support Academy operations and a
determination of factors that will continue to affect and increase the time needed for the
performance of these services. For example, new Academy staff requires additional support
staff time to perform tasks related to insurance, payroll, etc.
TOWN OF WESTLAKE / WESTLAKE ACADEMY
FISCAL AND BUDGETARY POLICIES
Where feasible, G&A costs will be charged to all funds for services of indirect general overhead
costs, which may include general administration, finance, facility use, personnel, technology,
engineering, legal counsel, and other costs as deemed appropriate. If funding is not available,
these costs will be shown below the line of the financial statement in the five-year financial forecast
in order to promote transparency and provide the Board with a full cost accounting of services.
The charges will be determined through an indirect cost allocation study following accepted
practices and procedures.
Purchasing - The Academy shall make every effort to maximize any discounts offered by
creditors/vendors. Staff shall also use purchasing cooperatives as well as competitive bidding
in accordance with 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.
Salary - The Academy shall strive to maintain competitive salary levels for faculty and staff.
A salary survey will be conducted annually, sampling surrounding Independent School
Districts and Charter Schools, to create a comparison. The Academy will strive to maintain
salary levels within three percent (3%) of the median of surveyed schools. (Existing
language)
VI. FUND BALANCE
Fund Balance Reporting - The District shall report governmental fund balances per GASB 54
definitions in the balance sheet as follows: Nonspendable, Restricted, Committed, Assigned,
and Unassigned.
General Fund Unassigned Fund Balance - The Academy shall strive to maintain the General
Fund unassigned fund balance at 45 days of operation.
Use of Fund Balance - Fund Balance will be targeted to only be used with Board approval
and can be only be used for the following: emergencies, non-recurring expenditures, such
as technology/FF&E (furniture, fixtures and equipment), or major capital purchases that
cannot be accommodated through current year savings. Should such use reduce the
balance below the appropriate level set as the objective for that fund, recommendations
will be made on how to restore it. The Board of Trustees shall approve all commitments by
formal action. The action to commit funds must occur prior to fiscal year-end, to report such
commitments in the balance sheet of the respective period, even though the amount may
be determined subsequent to fiscal year-end. A commitment can only be modified or
removed by the same formal action.
The Board of Trustees delegates the responsibility to assign funds to the Superintendent or
his/her designee. The Board of Trustees shall have the authority to assign any amount of
funds. Assignments may occur subsequent to fiscal year-end.
The Board of Trustees will utilize funds in the following spending order: Restricted, Committed,
Assigned, Unassigned
VII. INTERGOVERNMENTAL RELATIONSHIPS
Inter -local Cooperation in Delivering Services - In order to promote the effective and
efficient delivery of services, the Academy shall actively seek to work with other local entities
in joint purchasing consortium, sharing facilities, sharing equitably the costs of service
delivery, and developing joint programs to improve service to its students.
Legislative Program - The Academy shall cooperate with other entities to actively oppose
any state or federal regulation or proposal that mandates additional Academy programs or
TOWN OF WESTLAKE / WESTLAKE ACADEMY
FISCAL AND BUDGETARY POLICIES
services and does not provide the funding to implement them. Conversely, as appropriate,
the Academy shall support legislative initiatives that provide additional funding.
VIII. GRANTS
Grant Guidelines - The Academy 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 Academy Board of Trustees. 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
Academy's policy objectives. If there are cash match requirements, the source of funding
shall be identified prior to application. Staff will focus on one-time grants to avoid long-term
implications related to additional expenditures in future years.
Grant Program Termination - The Academy shall terminate grant funded programs and
associated positions when grant funds are no longer available unless alternate funding is
identified and obtained.
IX. FISCAL MONITORING
Financial Status and Performance Reports - Quarterly reports comparing expenditures and
revenues to current budget, noting the status of fund balances to include dollar amounts
and percentages, and outlining any remedial actions necessary to maintain the Academy's
financial position shall be prepared for review by the Superintendent and the Board of
Trustees. Student roster information will also be included in the quarter reports submitted to
the Board of Trustees.
Compliance with Board Policy Statements
reviewed annually by the Board of Trustees
necessary. Policy statements adopted by
occasionally, exceptions may be appropriate
policies will be specifically identified, and the
and fully explained.
X. FINANCIAL CONSULTANTS
- The Fiscal and Budgetary Policies will be
and updated, revised or refined as deemed
the Board of Trustees are guidelines, and
and required. However, exceptions to stated
need for the exception will be documented
The Academy employs the assistance of qualified financial advisors and consultants as needed
in the management and administration of the Academy'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.
XI. ACCOUNTING, AUDITING, AND FINANCIAL REPORTING
The Academy strives 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
TOWN OF WESTLAKE / WESTLAKE ACADEMY
FISCAL AND BUDGETARY POLICIES
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. Required Texas Education Agency (TEA) account coding will be used for all revenue
and expenditure reporting.
• Accounting - Currently, the Education Service Center (Region XI) books all revenues and
expenditures, and prepares bank reconciliations. Academy staff is responsible for all coding
and approval of expenditures and revenues. Documentation and coding of deposits are
forwarded to the Town's Finance Department for review and preparation of deposit slips.
Town's Finance Director and staff are responsible for review and transfer of invoices and
other documentation to the Service Center for processing as well as the physical deposit of
funds. It is the responsibility of the Superintendent or his designate and Academy staff to
review the monthly reports for any discrepancies and report to the Town's Finance Director
for analysis and re -class of questioned bookings, if appropriate.
• External Auditing - Academy 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 Academy's audit in
accordance with generally accepted auditing standards. The auditors' report on
Academy's financial statements will be completed within a timely period of the Academy's
fiscal year-end. The auditor will jointly review the management letter with the Academy
Board of Trustees, if necessary. In conjunction with this review, the Finance Director shall
respond in writing to the Academy Board of Trustees regarding the auditor's Management
Letter, addressing the issued contained therein. The Academy will not require auditor
rotation, but will circulate request for proposal for audit services on a periodic basis as
deemed appropriate.
• Responsibility of Auditor to Academy Board of Trustees - The auditor is retained by and is
accountable directly to the Academy Board of Trustees and will have access to direct
communication with the Academy Board of Trustees if the Academy Staff is unresponsive to
auditor recommendations or if the auditor considers such communication necessary to fulfill
its legal and professional responsibilities.
• Internal Financial Reporting - The Finance Department will prepare internal financial reports
sufficient for management to plan, monitor, and control Academy's financial affairs.
XII. INTERNAL CONTROLS
Written Procedures - Whenever possible, written procedures will be established and
maintained by the Finance Director and utilized by all Academy personnel for all functions
involving purchasing, cash handling and/or accounting throughout the Academy. These
procedures will embrace the general concepts of fiscal responsibility set forth in this policy
statement.
Academy Staff Responsibilities - The Superintendent or his designate, in consultation with the
Finance Director, will be responsible for ensuring that appropriate internal controls are
followed throughout the Academy, that all directives or internal controls are implemented,
and that all independent auditor internal control recommendations are addressed. Staff will
develop and periodically update written internal control procedures.
XIII. ASSET MANAGEMENT
• Investments - The Finance Director shall promptly invest all Academy funds with the
depository bank in accordance with the provisions of the current Bank Depository
Agreement or in any negotiable instrument authorized by the Academy Board of Trustees.
The Academy Board of Trustees has formally approved a separate Investment Policy for the
Academy of Westlake that meets the requirements of the Public Funds Investment Act
TOWN OF WESTLAKE / WESTLAKE ACADEMY
FISCAL AND BUDGETARY POLICIES
(PFIA), Section 2256 of the Texas Local Government Code. The Academy's investment
practices will be conducted in accordance with this policy. The Finance Director will issue
quarterly reports on investment activity to the Academy Board of Trustees.
Cash Management - Academy's cash flow will be managed to maximize the cash available
to invest. Such cash management will entail the centralization of cash collections, where
feasible, including field trips, and other collection offices as appropriate. Periodic review of
cash flow position will be performed to determine performance of cash management and
conformance to investment policies. The underlying theme will be that idle cash will be
invested with the intent to (1) safeguard assets, (2) maintain liquidity, and (3) maximize
return.
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.
Capital Assets -Currently all capital assets of Westlake Academy are owned and purchased
by the Town of Westlake. In subsequent years, additional asset purchases may be paid with
Westlake Academy funds.
Capitalization Criteria - For purposes of budgeting and accounting classification, the
following criteria must be capitalized:
o The asset is owned by the Westlake Academy
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 a part of the asset cost. This includes startup 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.
Computer System/Data Security - The Academy shall provide security of its
computer/network system and data files through physical and logical security systems that
will include, but are not limited to: network user authentications, firewalls, content filtering,
spam/virus protection, and redundant data backup.
INVESTMENT POLICY
POLICY STATEMENT
It is the policy of the Town of Westlake (the "Town") that the administration of its funds
and the investment of those funds shall be handled as its highest public trust. Investments
shall be made in a manner which will provide the maximum security of principal invested
through limitations and diversification while meeting the daily cash flow needs of the
Town and conforming to all applicable state and Town statutes governing the
investment of public funds. The receipt of a market rate of return will be secondary to
the requirements for safety and liquidity.
It is the intent of the Town to be in complete compliance with local law and the Texas
Public Funds Investment Act (the "Act", Texas Government Code 2256). The earnings
from investments will be used in a manner that best serves the public trust and interests of
the Town.
II. SCOPE
This Investment Policy applies to all the financial assets and funds held of the Town.
Any new funds created by the Town will be managed under the provisions of this Policy
unless specifically exempted by the Town Council and this Policy.
III. OBJECTIVES AND STRATEGY
It is the policy of the Town that all funds shall be managed and invested with four primary
objectives, listed in order of their priority: safety, liquidity, diversification and yield. These
objectives encompass the following.
• Safety of Principal - Safety of principal is the foremost objective of the Town.
Investments shall be undertaken in a manner that seeks to insure the preservation
of capital in the overall portfolio. The suitability of each investment decision will
be made on the basis of safety.
• Liquidity - The Town's investment portfolio will remain sufficiently liquid to enable it
to meet all operating requirements which might be reasonably anticipated.
Investment decisions will be based on cash flow analysis of anticipated
expenditures.
• Diversification - Diversification is required in the portfolio's composition.
Diversification of the portfolio will include diversification by maturity and market
sector and will include the use of a number of broker/dealers or banks for
diversification and market coverage. Competitive bidding will be used on each
sale or purchase.
• Yield - The Town's investment portfolio shall be designed with the objective of
attaining a reasonable market yield, taking into account the Town's risk
constraints and cash flow needs. A reasonable market yield for the portfolio will
be defined as the six month (180 day) U.S. Treasury Bill which compares to the
portfolio's maximum weighted average maturity of six months.
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.
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INVESTMENT POLICY
The maximum weighted average maturity of the portfolio will be no more that 180 days
and the maximum stated maturity of any security will not exceed two years. The funds
are combined for investment purposes but the unique needs of all the funds in the
portfolio are recognized and represented.
Effective cash management is recognized as essential to good fiscal management.
Cash management is defined as the process of managing monies in order to ensure
maximum cash availability. The Town shall maintain a cash management program
which includes timely collection of accounts receivable, prudent investment,
disbursement of payments within invoice terms and the management of banking
services.
IV. LEGAL LIMITATIONS, RESPONSIBILITIES AND AUTHORITY
Specific investment parameters for the investment of public funds in Texas are stipulated
in the Public Funds Investment Act, Chapter 2256, Texas Government Code, (the "Act").
The Act is attached as Exhibit A.
The Public Funds Collateral Act, Chapter 2257, Texas Government Code, specifies
collateral requirements for all public funds deposits. The Collateral Act is attached as
Exhibit B.
The Interlocal Cooperation Act, Chapter 791, Texas Government Code, authorizes local
governments in Texas to participate in a Texas investment pool established thereunder.
V. DELEGATION OF INVESTMENT AUTHORITY
The Finance Director, acting on behalf of the Council, is designated as the Investment
Officer of the Town and is responsible for all investment management decisions and
activities. The Council is responsible for considering the quality and capability of staff,
investment advisors, and consultants involved in investment management and
procedures. All participants in the investment process shall seek to act responsibly as
custodians of the public trust.
The Investment Officer shall develop and maintain written administrative procedures for
the operation of the investment program which are consistent with this Investment Policy.
Procedures will include safekeeping, wire transfers, banking services contracts, and other
investment related activities.
The Investment Officer shall be responsible for all transactions undertaken and shall
establish a system of controls to regulate the activities of subordinate officials and staff.
The Investment Officer shall designate a staff person as a liaison/deputy in the event
circumstances require timely action and the Investment Officer is not available.
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.
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INVESTMENT POLICY
This standard states:
"Investments shall be made with judgment and care, under circumstances then
prevailing, which persons of prudence, discretion, and intelligence exercise in the
management of their own affairs, not for speculation, but for investment,
considering the probable safety of their capital as well as the expected income
to be derived."
Limitation of Personal Liability - The Investment Officer and those delegated investment
authority, when acting in accordance with the written procedures and this Policy and in
accord with the Prudent Person Rule, shall be relieved of personal liability in the
management of the portfolio provided that deviations from expectations for a specific
security's credit risk or market price change are reported in a timely manner and that
appropriate action is taken to control adverse market effects.
VII. INTERNAL CONTROLS
The Investment Officer shall establish a system of written internal controls which will be
reviewed annually with the independent auditor of the Town. The controls shall be
designed to prevent loss of public funds due to fraud, employee error, and
misrepresentation by third parties, or imprudent actions by employees of the Town.
VIII. AUTHORIZED INVESTMENTS
Acceptable investments under this policy shall be limited to the instruments listed below.
The choice of high-grade government investments and high-grade, money market
instruments are designed to assure the marketability of those investments should liquidity
needs arise.
• Obligations of the United States Government, its agencies and instrumentalities,
not to exceed two (2) years to stated maturity and excluding mortgage backed
securities;
• Fully insured or collateralized certificates of deposit from a bank doing business in
the State of Texas and under the terms of a written depository agreement with
that bank, not to exceed one year to stated maturity;
• No-load, SEC registered money market mutual funds. No more than 80% of the
entity's monthly average balance may be invested in money market funds
• Public Funds interest bearing accounts; and
• Constant dollar, AAA -rated Texas Local Government Investment Pools as defined
by the Public Funds Investment Act.
If additional types of securities are approved for investment by public funds by state
statute, they will not be eligible for investment until this Policy has been amended and
the amended version adopted by the Council.
Delivery versus Payment - All investment security transactions shall be conducted on a
delivery versus payment (DVP) basis to assure that the Town has control of its assets
and/or funds at all times.
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INVESTMENT POLICY
IX. AUTHORIZED FINANCIAL DEALERS AND INSTITUTIONS
Securities broker/dealers may be primary or regional broker/dealers and will meet other
criteria as determined by the Investment Officer including state registration and
completion of a Town Broker/Dealer questionnaire (attached as Exhibit D). The following
criteria must be met by authorized firms.
• annual provision of an audited financial statement,
• proof of certification by the National Association of Securities Dealers (NASD)
• proof of current registration with the Texas State Securities Commission, and
• completion of the Town's broker/dealer questionnaire.
Every bank and broker/dealer with whom the Town transacts business will be provided a
copy of this Investment Policy to assure that they are familiar with the goals and
objectives of the investment program. The firm will be required to return a signed copy
of the Certification Form (attached as Exhibit C) certifying that the Policy has been
received and reviewed and only those securities approved by the Policy will be sold to
the Town.
X. DIVERSIFICATION AND MATURITY LIMITATIONS
It is the policy of the Town to diversify its investment portfolio. Invested funds shall be
diversified to minimize risk or loss resulting from over -concentration of assets in a specific
maturity, specific issuer, or specific class of securities. Diversification strategies shall be
established and periodically reviewed.
XI. SAFEKEEPING AND COLLATERALIZATION
The laws of the State and prudent treasury management require that all purchased
securities be bought on a delivery versus payment (DVP) basis and be held in
safekeeping by either an approved, independent third party financial institution or the
Town's designated depository.
Securities Owned by the Town - All safekeeping arrangements shall be approved by the
Investment Officer and an agreement of the terms executed in writing. The safekeeping
bank may not be within the same holding company as the bank from which the
securities are purchased. The custodian shall be required to issue original safekeeping
receipts to the Town listing each specific security, rate, description, maturity, CUSIP
number, and other pertinent information.
Collateral - Collateralization shall be required on all bank time and demand deposits for
principal and accrued interest amounts over the FDIC insurance coverage of $100,000
(by tax identification number). In order to anticipate market changes and provide a
level of additional security for 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.
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INVESTMENT POLICY
XII. REPORTING
The Investment Officer shall submit quarterly reports to the Council containing sufficient
information to permit an informed outside reader to evaluate the performance of the
investment program and in full compliance with the Act. At a minimum the report shall
contain:
• Beginning and ending market value of the portfolio by market sector and total
portfolio
• Beginning and ending book value of the portfolio by market sector and total
portfolio
• Change in market value during the period
• Detail on each asset (book, market, description, par ad maturity date)
• Earnings for the period
• Overall weighted average maturity of the portfolio
The report will be prepared jointly by all involved in the investment activity and be signed
by the Investment Officer. It will contain all elements as required by the Act and be
signed by the Investment Officers as in compliance with the Act and this Policy. Market
prices for assignment of market values will be obtained from an independent source.
The three month Treasury Bill average yield for the reporting period will be reported as a
gauge of performance and risk.
XIII. DEPOSITORIES
The Town will designate one banking institution through a competitive process as its
central banking services provider at least every five years. This institution will be used for
normal banking services including disbursements, deposits, and safekeeping of Town
owned securities. Other banking institutions from which the Town may purchase only
certificates of deposit will also be designated as a depository.
All banking arrangements will be in written form in accordance with FIRREA which
requires a resolution of approval of the agreement by the Bank Council or Bank Loan
Committee.
XIV. INVESTMENT POLICY ADOPTION BY COUNCIL
The Town's Investment Policy and its incorporated strategies shall be adopted by
resolution annually by the Council.
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Town of Westlake
'Westlake, a premier �nozvledge based community
Strategic Issues -Focused Governance System
In order to focus our efforts as it pertains to serving the residents and businesses as well as creating a dynamic
strategic planning document, the Council and staff developed a Strategic Issues -Focused Governance System (SIGS).
The system is designed to combine the strategic plan, Balanced Scorecard Strategy Map and program based budget
document into a comprehensive tool to guide the Town Council and staff as well as create an achievable vision for
Westlake.
The plan is organized according to Strategic Issues, identified as affecting our community over the next 24 months.
This type of issues focused version of a traditional strategic plan is designed to allow the organization to scan our envi-
ronment for opportunities or challenges as it relates to our community and develop action plans to achieve the best
results for Westlake.
The Strategy Map from the Balanced Scorecard component of the SIGS outlines the Town Council directives which
are vital to our service provision levels for our community and identify measurable objectives to indicate our
performance in these areas of achievement.
The Program Based Budget is an effort to quantify the cost of services by program rather than the traditional line -item
budget format. The financial costs are identified by each program, rather than by each department, along with an
explanation of the core services and program objectives.
The philosophy of the Town of Westlake's team embraces a "shared services model" as the most cost effective method
to deliver excellent public services to the community through our dedicated and professional staff members. The
community consists of our local residents, the children, parents and staff of Westlake
Academy, our corporate citizens, the employees who work in Westlake and various
other customers, developers and visitors who do business in and around our town.
Through the use of a hybrid of internal direct service provision, inter -local agreements,
public/private partnerships and the shared provision of programs at Westlake Academy,
the staff strives to maintain Westlake as a premiere choice for
Table of Contents families and corporate neighbors while operating in a
financially responsible manner.
Balanced Scorecard Strategy Map
2
Business Cycle Chart
3
Mission, Vision & Community
Values Statements
5
Strategic Plan
5
Program Based Budget Summary
14
Vaquero
Each departmental director and their staff teams are cross -trained and provide support
or management of the service programs for both the Town of Westlake and the Town -
owned charter school, Westlake Academy. These programs include facilities
maintenance, development, human resources, IT support, financial services, communica-
tions, and executive level management.
The final results are a group of individuals who are actively engaged in creating a unique
living experience through community events, educational opportunities and distinctive
neighborhoods, which cannot be experienced anywhere else.
Page 195
Approved — December 12, 2011
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oge 197
' Town of Westlake
Strategic Plan 'Westlake, a premier knowledge based community"
3 Village Circle, Suite 202, Westlake, Texas 76262
www.westlake-tx.org (817) 430-0941
Vision Statement
Westlake is an oasis of tranquility and natural beauty amidst an ever expanding
urban landscape.
Vision Points
Sense of Place - Distinctive neighborhoods, architecturally vibrant corporate campuses, grazing longhorns, soaring
red-tailed hawks, meandering roads and trails, lined with natural stone and native oaks.
Leadership - A premiere place to live,
leadership in public education, corporate
and governmental partnerships, and high
development standards.
Caring Community- - Informed residents,
small town charm and values, historical
preservation.
Community Values
• Innovation Preservation of our natural beauty
• Educational leaders
• Family friendly and welcoming
• Engaged citizens
• Strong aesthetic standards
• Transparent government
• Fiscal responsibility
Exemplary Governance - Town officials, both elected and appointed, exhibit respect, stewardship, vision, and
transparency.
Service Excellence - Public service that is responsive and professional, while balancing efficiency, effectiveness, and
financial stewardship.
Mission Statement
"On behalf of the citizens, the mission of the Town of Westlake is to
be a one -of -a -kind community that blends our rural atmosphere
PROUD TOBE with our vibrant culture and metropolitan location."
ACertified Scenic City
scenictexas.org
Page 5
�':
Page 6
"Good business
leaders create a
vision, articulate
the vision, and
relentlessly drive
it to completion. "
- Jack Wl'elcb
Solana Office Complex
Town of Westlake
History and Demographics
Approximately 992 residents currently occupy the Town of Westlake's 6.6 square miles,
which is situated in the northern triangle of the Fort Worth — Dallas area.
Originally settled in 1847, Westlake was incorporated in 1956. Today, the Town of
Westlake is home to several neighborhoods, all of which share a commitment to
excellence, but possess unique character and charm. All residents live in single-family
homes and there is an award winning private golf course in town.
The median age in Westlake is 38, and 51% of the residents are female. Some of the
community's top employers are: Fidelity Investments, TD Auto Finance, and CoreLogic.
Several companies have offices in Solana, a high-profile corporate campus near State
Highway 114. Solana's Village Circle also provides a mix of retail spaces and restau-
rants, plus offers the 296 -room Marriott Solana hotel.
The sales tax rate in Westlake is 8.25%. Of the money collected, 6.25% is paid to the state
of Texas,1 % to the Town, and the remaining 1 % to a local property tax relief fund and
an economic development fund.
Top Employers
• Fidelity Investments
• TD Auto Finance
• CoreLogic
• Wells Fargo Bank
• McKesson Corporation
• Deloitte University
• Marriott — Solana
Recent Infrastructure Re -investment & Development Projects
• FM 1938 —Construction of major north/south thoroughfare
• Deloitte University
• Dove Road and Ottinger Road Improvements
• Stagecoach Hills Waterline & Paving/Drainage Improvements
• Aspen Lane, Mahotea Boone and Roanoke Road Paving/Drainage
Improvements
• SH 114/ SH 1170 Interchange
Page 199
Page 7
Strategic Plan Overview
During the 2011 strategic planning process, the Town Council and staff Leadership
Team developed an overview of the strategic issues facing Westlake and developed
action plans to monitor the success and completion of the projects. The vision and
mission statements were updated to reflect the unique characteristics found within our
community and the values which are important to our residents.
The information is contained within five vision points which describe the areas that the
Council and staff have determined are vital to maintaining our Town and providing
services to enhance the lives of our residents and community.
Vision Point One — Sense of Place
Vision Point Two — Leadership
Vision Point Three — Caring Community
Vision Point Four—Exemplary Governance
Vision Point Five — Service Excellence
SENSE OF PLACE — The Town is home to several different types of community
developments, which include residential, corporate and agricultural uses. Our largest
residential neighborhood is home to a state of the art golf facility and many beautiful
homes. Stagecoach Hills airpark is located along the historic stagecoach line which
once transported passengers from Keller to Denton. Westlake residential
neighborhoods include:
• Aspen Lane • Glenwyck Farms • Mahotea Boone • Paigebrooke Farms
• Stagecoach Hills • Terra Bella • Vaquero • Wyck Hill
The Town is located along the Tarrant and Denton County borders and has portions of
major State highways that surround its perimeter. We are an ideal location for
businesses and have enjoyed a long history with our corporate campus developments.
LEADERSHIP — Town leaders foresaw the need for a facility to educate the children of
Westlake in a local setting and to provide the citizens with a civic campus and a sense
of community.
In 2003, the Town raised funds to build Westlake Academy, the only open -enrollment
charter school owned and operated by a municipality in the State. The Academy of-
fers the rigorous International Baccalaureate curriculum, for grades K-12, and all resi-
dents are eligible to enroll their children.
The Town also utilizes the "shared services' configuration to provide cutting edge
service delivery to our residents and customers. The staff steps outside the traditional
roles associated with each department in a municipality and works in a cross -
functional manner between the Town and the Academy programs. This assists us in
keeping our overhead to a minimum while serving our community.
Page 200
Town of Westlake
"Vision without
action is a dream.
Action without
vision is simply
passing the time.
Action with vision
is making a
positive d�erence. "
- Joel Barker
Page 8 Town of Westlake
Entrance to Glenwyck Farms
CARING COMMUNITY — In an effort to foster citizen engagement, enhance our
neighborhoods and increase participation in the community, many of the residents serve
on various advisory boards that are committed to furthering the mission of the Town and
ensuring Westlake is truly a unique community.
The Westlake Historical Preservation Society was created to identify, preserve, and
perpetuate the history of the Town and the Cross Timbers region.
The Town is committed to protecting and improving the quality of life of Westlake
residents, businesses and students by encouraging, inspiring, educating and entertaining
artistic and creative endeavors. The Public Art Society of Westlake provides a wide range
of professional and artistic presentations to foster the arts in the community and we are a
co-sponsor of the Masterworks Concert Series with the Arts Council Northeast, who
promote local artists through public concert events.
Westlake also hosts several local events to foster community involvement through the
annual Christmas Tree Lighting Event, Decoration Day, Vintage Car Show and Arbor
Days.
EXEMPLARY GOVERNANCE — Westlake is governed by a Mayor and Town Council with
each of the five council members serving a two-year term. The Town Council also serves
as the governing board for Westlake Academy, in the capacity of the Board of Trustees.
The dual service configuration supports the cooperative delivery of program services for
the Westlake community.
The Town Council appoints the Town Manager, who also functions as the Academy's
Superintendent, establishes town policies, and serves as the legislative body of the Town.
In this capacity, the Council also approves the Town budget.
The community is fortunate to have a dedicated group of residents who serve on our
various boards and strive to promote the vision of the Town.
SERVICE EXCELLENCE — The Town is staffed by a group of professionals who provide
our residents and customers with the highest quality of public services in an efficient and
responsive manner. The staff is involved in community gatherings, such as the
neighborhood and parent meetings, concerts series, and various holiday based events —as
well as striving to maintain personal relationships with our residential population to
foster the Sense of Place and Caring Community found in Westlake.
The Town's Leadership Team of department directors brings more than 150 years of
collective municipal experience and knowledge to the Town along with a strong
commitment to public service excellence.
Page 201
Page 9 Town of Westlake
Strategic Plan
Strategic Issues
VP The Towns strategic plan was developed according to a Strategic Issues format, which
identified events through a SWOT (strengths, weaknesses, opportunities, and threats)
analysis that would affect our community over the next 24 months. This type of issues -
focused version of a traditional strategic plan is designed to allow the organization to
k—i _, scan our environment for opportunities or challenges as it relates to our community and
develop action plans to achieve the best results for Westlake. The five component
Westlake Academy issues we identified as strategic are:
• Capital Investment
• Fiscal Stewardship & Organizational Effectiveness
• Human Resources (Employee Investment)
• Comprehensive Planning and Management of Natural Resources
• Public Safety and Emergency Preparedness
Under each outcome strategy, staff has created action items necessary to support or
achieve the desired result, which is linked to the Strategy Map.
"Westlake has been
a lot of things, but it
has never been
ordinary. "
Fort Vortb
Star Telegram
CAPITAL INVESTMENT — Ensure the infrastructure and capital investments of the Town are
maintained to sustain the community's quality of life.
Outcome Strategies:
1. Existing Infrastructure Reinvestment (Current Assets)
Leadership Team Member(s): Tom Brymer / Eddie Edwards / Jarrod Greenwood / Troy
Meyer
Staff Action 1.1: Facilities — Review of long-term rental options in comparison to
building a permanent structure.
Strategy Map: Financial Stewardship - Sustain Fiscal Health
Completion Date: April, 2012
Staff Action 1.2: Cemetery — Analysis of long-term sustainability and marketing
opportunities to increase the return on investment in the facility.
Strategy Map: Financial Stewardship - Sustain Fiscal Health
Completion Date: December, 2013
Staff Action 1.3: Completion of FM 1938 (Precinct Line Road) - Implementation of
streetscaping projects.
Strategy Map: Customer Focus - Enhance and Maintain a Sense of Community
Completion Date: FM 1938 — Summer, 2012, Final Streetscaping — Fall, 2015
Staff Action 1.4: FM 114/170 Interchange — Partner with TxDoT, the Town of Trophy
Club and City of Roanoke to complete the streetscaping project.
Strategy Map: Customer Focus - Enhance and Maintain a Sense of Community
Completion Date: Summer, 2013
Page 202
2011/12
Glenwyck Park
Page 10
Strategic Issues, (cont.)
CAPITAL INVESTMENT, (cont.)
2. Technology and Equipment Investment
Leadership Team Member(s): Todd Wood / Richard Whitten / Eddie Edwards
Staff Action 2.1: Capital Investment in Vehicles—Review of emergency and fleet
maintenance needs and replacement opportunities.
Strategy Map: Operational Processes - Preserve our Infrastructure to Meet the Life
Expectancy of Our Assets
Completion Date: October, 2012
Staff Action 2.2: Radio Accessibility of Emergency Services — Examine public safety
communication interoperability of the Westlake emergency radio system.
Strategy Map: Customer Focus -- Promote Community Health, Safety & Welfare
Completion Date: June, 2012
Staff Action 2.3: Capital Investment in Technology—Review of current technology needs and forecast anticipated
requirements for internal operations, citizen engagement and equipment replacement in the form of a
technology plan.
Strategy Map: Customer Focus - Promote Community Health, Safety & Welfare
Completion Date: June, 2012
3. Policy and Cost Analysis Drive by Growth (Future Assets)
Leadership Team Member(s): Tom Brymer / Debbie Piper/ Jarrod Greenwood / Eddie Edwards / Todd Wood / Troy Meyer
Staff Action 3.1: Conduct feasibility study for water/sewer impact fees to offset the cost of infrastructure development.
Strategy Map: Financial Stewardship - Sustain Fiscal Health
Completion Date: June, 2012
Staff Action 3.2: Park Land and Trail Development — Work in partnership with surrounding municipalities to allow for
connection of trails within Westlake to our neighboring communities.
Strategy Map: Customer Focus - Promote Community Health, Safety & Welfare
Completion Date: July, 2012
Staff Action 3.3: Evaluate Westlake Academy campus needs and expansion options.
Strategy Map: Operational Processes - Optimize the Use of Our Shared Services Model
Completion Date: August, 2012
4. Hwy 170/NTTA project
Staff Action 4.1: Monitor the construction of the Hwy 170/NTTA project and provide Council with updates as to the impact
on mobility in Westlake.
Strategy Map: Customer Focus - Promote Community Health, Safety & Welfare
Completion Date: Annual Report in November
FISCAL STEWARDSHIP AND ORGANIZATIONAL EFFECTIVENESS — Maintain a balanced approach to revenue forecast-
ing and expenditure allocation to ensure the necessary resources for long-term sustainability.
Outcome Strategies:
5. Budget according to established service level provisions within departments.
Leadership Team Member(s): Town Manager and All Departmental Directors
Staff Action 5.1: Prepare budgets in a fiscally responsible manner to maintain a low tax rate while serving our stakeholders.
Strategy Map: Financial Stewardship - Prepare the Budget with Linkages to the Strategic Priorities
Completion Date: Annually by October 1st.
Page 203
Page 11
Strategic Issues, (cont.)
FINANCIAL STEWARDSHIP AND ORGANIZATIONAL EFFECTIVENESS, (cont.)
Town of Westlake
Staff Action 5.2: Continually monitor our revenue income and expenditures as it relates to the program budgeting
function to provide Council with comprehensive financial information.
Strategy Map: Financial Stewardship- Sustain Financial Health
Completion Date: Provided through Quarterly Financial Reports
Staff Action 5.3: Examine Town's capacity for re -investment in technology, FFE, capital expenditures, etc.
Strategy Map: Financial Stewardship - Identify and Allocate Funding for Maintenance of Public Assets
Completion Date: June, 2012
Staff Action 5.4: Develop/propose a financial policy to provide for future replacement needs of technology, FFE, etc.
Strategy Map: Financial Stewardship - Identify and Allocate Funding for Maintenance of Public Assets
Completion Date: December, 2012
6. Maximize the service provision level to our customers through the use of the shared
services model, public/private partnerships and the implementation of innovative
inter -governmental agreements.
Leadership Team Member(s): Town Manager and All Departmental Directors
Staff Action 6.1: Seek additional partnerships through either the use of Memorandums
of Understanding (MOU's) or Interlocal Agreements (ILA's) relative to
items such as economic development, tourism, cost reductions or
enhanced efficiencies in service delivery mechanisms, infrastructure
developments, mobility activities, etc.
Strategy Map: Customer Focus -- Provide Outstanding Service and Program Delivery
Completion Date: Provide annual December report to Council
Staff Action 6.2: While maintaining high standards, continue to create incentive
mechanisms that encourage businesses to locate in Westlake. These
include flexible "development friendly" ordinances, adequate or
expandable infrastructure, simplified fee structures and review
procedures, and responsive staff support.
Strategy Map: Customer Focus - Provide Outstanding Service and Program Delivery
G1,CDACH
AIRPAM
as= im — All
Entrance to Stagecoach Hills
7. Develop a communication and marketing plan that is comprehensive in nature to encourage dialogue with our residents
and foster community involvement.
Leadership Team Members(s): Ginger Awtry/ Tom Brymer/ Todd Wood
Staff Action 7.1: Provide consistent and timely communication to promote resident and stakeholder engagement in the
business, events and opportunities in Westlake.
Strategy Map: Customer Focus - Enhance and Maintain a Sense of Community
Completion Date: Provided through Monthly and Quarterly Publications
Staff Action 7.2: Implement new website and monitor/update content material for relevancy and timeliness.
Strategy Map: Customer Focus - Provide Excellent, Responsive Customer Service
Completion Date: February, 2012
Page 204
2011/12
Strategic Issues, (cont.)
Page 12
HUMAN RESOURCES (Employee Investment) —Provide the appropriate staffing levels at the Town as it relates to
service delivery to our community.
Outcome Strategies:
8. Include personnel estimates in the five-year financial forecast based on expansion of service provision to the
Academy and community as directed by growth/demand for services.
Leadership Team Member(s): Town Manager and All Departmental Directors
Staff Action 1.1: In conjunction with 5 -year financial forecast, department heads to identify staffing needs for all
programs of service.
Strategy Map: Operational Processes - Optimize the Use of Our Shared Services Model
Completion Date: Annually by August, 2012
Staff Action 1.2: Continually evaluate ways to maximize our delivery methods by cross -training employees and
identifying skill sets which would be beneficial across the organization (i.e., security at the
Academy, event preparation and volunteering, communication efforts through dynamic publica-
tions, IT services between the Academy/Town, etc.)
Strategy Map: Operational Processes - Encourage Stakeholder and Staff Engagement
Completion Date: Report in August, 2012
Spring Flowers
r
Terra Bella Entry
COMPREHENSIVE PLANNING AND MANAGEMENT OF NATURAL RESOURCES —
Ensure the standards are maintained and promoted in the management of growth and development
within the Town to foster our unique character and rural -like atmosphere.
Outcome Strategies:
9. Update Town's Comprehensive Plan
Leadership Team Member(s): Troy Meyer/ Eddie Edwards/Jarrod Greenwood
A. Review of Current Comprehensive Planning document.
Staff Action 9.A.1: Review existing plan provisions and incorporate into new proposal;
Examine the possibility of hiring an outside consultant to assist in
the process.
Strategy Map: Customer Focus - Enhance and Maintain a Sense of Community
Completion Date: June, 2012
B. Review of Land Use Plan & Financial Analysis of Impact to Sustainability
Staff Action 9.13.1: Understanding the impact of the current land use plan on future
growth and financial sustainability of the Town's municipal services,
fees, and infrastructure necessary to support future development.
Strategy Map: Customer Focus - Enhance and Maintain a Sense of Community
Completion Date: March, 2013
C. Supporting Master Plans
• Thoroughfare Plan
• Parks/Trail/Open Space
• Utilities (Water, Sewer, Duct Bank)
Staff Action 9.C.1: Draft supporting master plans according to concepts approved by
Council in the Comprehensive Planning document.
Strategy Map: Customer Focus - Enhance and Maintain a Sense of Community
Completion Date: March, 2013
Page 205
2011/12
Strategic Issues, (cont.)
COMPREHENSIVE PLANNING AND MANAGEMENT OF NATURAL RESOURCES, (Cont.)
D. Review and recommend necessary changes to existing ordinances to align with Comprehensive Plan
Strategy Map: Customer Focus - Provide Outstanding Service and Program Delivery
Completion Date: March, 2013
10. Investigate and review of environmental preservation and conservation opportunities.
Leadership Team Member(s): Jarrod Greenwood / Troy Meyer
Staff Action 10.1: Provide Council with report outlining programs that would benefit the residents in their
conservation efforts.
Strategy Map: Customer Focus - Provide Outstanding Service and Program Delivery
Completion Date: Report to Council in April, 2012
Page 13
Staff Action 10.2: Compare and contrast the programs relative to surrounding communities and the options found
in the environmental conservation "best practices" of local government, to include an estimated
cost of service provision.
Strategy Map: Customer Focus - Provide Outstanding Service and Program Delivery
Completion Date: April, 2013
PUBLIC SAFETY AND EMERGENCY PREPAREDNESS — Provide a safe community for our residents and business
partners.
Outcome Strategies:
11. Consistently seek an effective service delivery method to provide comprehensive
police services for the Town residents.
Leadership Team Member(s): Town Manager and All Departmental Directors
Staff Action 11.4: Monitor and report on the success of the current police services
contract to ensure a safe environment for our residents.
Strategy Map: Customer Focus - Provide Outstanding Service and Program Delivery
Completion Date: Annual report in February/March
12. Plan and implement strategies to enhance the emergency preparedness of the residents
and Town facilities.
Leadership Team Member(s): Town Manager and All Departmental Directors
Staff Action 2.1: Evaluate on the local level that all departments have adequate training, equipment, and
communication tools, to effectively address emergency situations as they arise.
Strategy Map: Customer Focus - Promote Community Health, Safety and Welfare
Completion Date: May, 2012
Staff Action 2.2: Review Town/Academy Standard Operating Procedures and emergency plans to maintain readiness.
Strategy Map: Customer Focus - Promote Community Health, Safety and Welfare
Completion Date: December, 2012
Staff Action 2.3: Inventory and identify availability of recommended Emergency Operations Center components.
Strategy Map: Customer Focus - Promote Community Health, Safety and Welfare
Completion Date: June, 2013
Page 206
2011/12
Page 14
Programs of Service
The program budget allocations are used as a means of providing our residents and Council
with the costs associated with each public service provision according to the specific
program rather than the traditional line -item designations. It has been developed with a
governance approach that places greater emphasis on the services and activities provided to
our stakeholders rather than the individual departments that carry out the assigned work
duties.
The information listed below, groups the programs with the Vision Point most closely related
to the service and identifies the department that is primarily responsible for ensuring the
necessary work is completed to reach our goals and objectives.
Spring Flowers The program budget may also be utilized as a tool for prioritizing services and making
organizational funding decisions. Deciding how responsive, effective or efficient a particular
service should be carries implicit costs. Westlake continues to deliver the highest quality
services possible while maintaining relatively low provision costs. The professional staff at
the Town of Westlake takes pride in the work they do and the services they offer to our
residents.
r
- , Aii-I
Terra Bella Entry
Vision Point One — Sense of Place: Distinctive neighborhoods, architecturally
vibrant corporate campuses, grazing longhorns, soaring red-tailed hawks, meandering
roads and trails, lined with natural stone and native oaks.
Program
Total Allocation
Key Service Delivery Dem
Comprehensive Planning & Economic Development
$ 84,199
Dept. 11—Administration
Dept. 12
Building Inspections
$ 38,253
Dept. 12
— Planning & Dev.
Code Enforcement
$ 5,182
Dept. 12
— Planning & Dev.
Transportation Services
$ 39,646
Dept. 16
— Public Works
Parks & Recreation Maintenance
$ 106.031
Dept. 19
— Parks & Rec.
TOTAL
$ 273,311
$ 20,501
Dept. 18
Vision Point Two — Leadership: A premiere place to live, leadership in public
education, corporate and governmental partnerships, and high development standards.
Program Total Allocation Key Service Delivery Dept.
Plan Review & Inspections
$ 48,945
Dept. 12
— Planning & Dev.
Gas Well Permit Administration
$ 8,197
Dept. 12
— Planning & Dev.
Planning & Zoning
$ 39,252
Dept. 12
— Planning & Dev.
Water Services
$1,662,660
Dept. 16
— Public Works
Sewer Services
$ 444,994
Dept. 16
— Public Works
Solid Waste & Recycling
$ 33,533
Dept. 16
— Public Works
Westlake Academy Foundation Support Services
$ 20,501
Dept. 18
— Finance
Academic Support Services
$ 139,151
Dept. 21—
Human Resources
Texas Student Housing
$ 28,767
Dept. 13
— Town Secretary
TOTAL
$2,426,000
Page 207
2011/12
Programs of Service, (cont.)
Vision Point Three — Caring Community: Informed residents, small town charm and
values, historical preservation.
Program Total Allocation Key Service Delivery Dem
Emergency Prevention $ 70,023 Dept. 14 — Fire & EMS
Citizen Engagement & Communications $ 117,221 Dept. 22 — Communications
TOTAL $ 187,244
Vision Point Four — Exemplary Governance: Town officials, both elected and
appointed, exhibit respect, stewardship, vision, and transparency.
Pro ram
Municipal Governance
Academic Governance
Total Allocation Key Service Delivery Dept..
$ 183,083
$ 78.384
TOTAL $ 261,467
Dept. 11— Administration
Dept. 11— Administration
Vision Point Five — Service Excellence: Public service that is responsive and
professional, while balancing efficiency, effectiveness, and financial stewardship.
Program
Total Allocation
Key Service Delivery Dept.
Financial Management
$
291,888
Dept. 11—
Administration
Municipal Administration
$
656,508
Dept. 11—
Administration
Academic Administration
$
274,369
Dept. 11—
Administration
Records Management
$
29,621
Dept. 13
— Town Secretary
Emergency Operations
$
991,454
Dept. 14
— Fire & EMS
Emergency Operations — Billing Services
$
12,000
Dept. 14
— Fire & EMS
Emergency Operations — Support Services
$
30,504
Dept. 14
— Fire & EMS
Police Services
$
775,326
Dept. 23
— Police
Municipal Court—Case Processing
$
61,478
Dept. 15
— Municipal Court
Municipal Court — Docketing
$
52,013
Dept. 15
— Municipal Court
Warrant & Jail Services
$
96,525
Dept. 15
— Municipal Court
Municipal Court - Collection Services
$
17,393
Dept. 15
— Municipal Court
Judiciary & Administration
$
37,024
Dept. 15
— Municipal Court
Utility Billing & Processing
$
67,419
Dept. 18
— Finance
Municipal Accounting Services
$
202,190
Dept. 18
— Finance
Human Resources —Administration
$
6,501
Dept. 21—
Human Resources
Human Resources —Total Compensation
$
2,000
Dept. 21—
Human Resources
Human Resources — Risk Management
$
4,210
Dept. 21—
Human Resources
Human Resources —Employment Services
$
3,166
Dept. 21—
Human Resources
Right -of -Way (ROW) Management
$
143,096
Dept. 16
— Public Works
Election Administration
$
12,928
Dept. 13
—Town Secretary
Municipal IT Operations
$
81,592
Dept. 20
— Information Tech.
Municipal Network Operations
$
6,363
Dept. 20
— Information Tech.
TOTAL $ 3,855,570
Page 208
Page 15
'We are limited,
not by our abilities,
but by our own
vision.))
- Anonymous
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