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HomeMy WebLinkAbout6-16and17-2022 Budget Retreat Agenda Packet-4 i N E T O i! N O F WESTLAKE TOWN OF WESTLAKE TOWN COUNCIL MEETING AGENDA 1500 SOLANA BLVD, BUILDING 7, GLENSTAR CONFERENCE ROOM 3 (LOWER FLOOR) WESTLAKE, TX 76262 June 16, 2022 June 17, 2022 8:00 A.M. 8:00 A.M The Town Council of the Town of Westlake will conduct a meeting and planning work session at 8:00 a.m. on both Thursday, June 16, and Friday June 17. 2022. In order to advance the public health goal of promoting "social distancing" to slow the spread of the Coronavirus (COVID-19), there will be limited public access to the physical location described above. Limited seating will be available to the public on a first -come, first -serve basis. A recording of this meeting will be made and will be available to the public in accordance with the Open Meetings Act. Vision Statement An oasis of natural beauty that maintains our open spaces in balance with distinctive development, trails, and quality of life amenities amidst an ever expanding urban landscape. Regular Session 1. CALL TO ORDER. 2. DISCUSSION REGARDING KEY STRATEGIC INITIATIVES AND VISION GOVERNANCE FOR THE FUTURE. 3. PRESENTATION AND DISCUSSION REGARDING PROPOSED FY 21/22 MUNICIPAL AND ACADEMIC BUDGETS, THE FIVE-(5) YEAR CAPITAL IMPROVEMENT PLAN AND POSSIBLE DEBT ISSUANCE TO FUND PROJECTS WITHIN THE CIP. 4. REVIEW AND DISCUSSION REGARDING ACADEMIC EMPLOYEE PAYSCALE FOR SY 22-23 S. COUNCIL RECAP / STAFF DIRECTION. 6. ADJOURNMENT. ANY ITEM ON THIS POSTED AGENDA COULD BE DISCUSSED IN EXECUTIVE SESSION AS LONG AS IT IS WITHIN ONE OF THE PERMITTED CATEGORIES UNDER SECTIONS 551.071 THROUGH 551.076 AND SECTION 551.087 OF THE TEXAS GOVERNMENT CODE. CERTIFICATION I certify that the above notice was posted at the Town Hall of the Town of Westlake, 1500 Solana Blvd., Building 7, Suite 7100, Westlake, TX 76262, June 9 2022, by 5:00 a.m. under the Open Meetings Act, Chapter 551 of the Texas Government Code. Md/� Q_ Mary J. Ka} s2r, interim TOwn Secretary If you plan to attend this public meeting and have a disability that requires special needs, please advise the Town Secretary's Office 48 hours in advance at 817-490-5711 and reasonable accommodations will be made to assist you. TC Agenda - 06/16&17/22 Page 1 of 1 FY 2023 BUDGET WORKSHOP T H E T O W N O F EIISTLAKE s DISTINCTIVE BY DESIGN 1500 Solana Blvd, Suite 7200 Westlake, Texas 76262 v,rww.west la ke-morg L FY 2023 MUNICIPAL AND ACADEMIC PROPOSED BUDGETS ILBUDGET GOALS This proposed budget was carefully prepared through the collective efforts of all departments to balance the identified needs of the Town with a sustainable and sound financial plan. The overall focus is on achieving the following goals: - Meeting resident expectations; - Continuing high quality services and responsive customer service; - Retaining and attracting employees who support the community's vision; - Working with developers to create distinctive residential and commercial opportunities; and - Building on our strong corporate partnerships. Page 2 t TABLE OF CONTENTS MUNICIPAL BUDGET ORGANIZATION CHART....................................................................................................4 FUND AND DEPARTMENTAL KEY....................................................................................6 FIVE-YEAR FORECAST BY FUND.......................................................................................8 GENERAL FUND.........................................................................................................11 FY23 BY DEPARTMENT........................................................................................12 ENTERPRISE FUNDS...........................................................................................26 INTERNAL SERVICE FUNDS................................................................................30 SPECIAL REVENUE FUNDS.................................................................................35 DEBT SERVICE FUNDS........................................................................................40 CAPITAL PROJECT FUNDS....................................................................................43 SERVICE LEVEL ADJUSTMENT (SLA) SUMMARY SHEET.............................................50 PAYROLL SLAs...........................................................................................................52 CAPITAL ASSETS SLAs..............................................................................................69 ACADEMIC BUDGET ACCOUNTING STRUCTURE............................................................................................78 FUND TYPES AND STRUCTURE................................................................................78 ACCOUNT CODING STRUCTURE...............................................................................80 REVENUE CLASSIFICATIONS....................................................................................81 REVENUES ALLOCATED BY STAFF TYPE & FUNCTION...........................................82 EXPENDITURE CLASSIFICATIONS............................................................................83 SHARED SERVICES MODEL..........................................................................................84 PERSONNELSTAFFING................................................................................................85 FINANCIAL FORECAST ASSUMPTIONS........................................................................86 TEXAS EDUCATION AGENCY SUMMARY OF FINANCE ANALYSIS...............................87 STUDENT BOUNDARIES & ENROLLMENT PROJECTIONS..........................................88 WESTLAKE ACADEMY FOUNDATION...........................................................................89 GENERALFUND......................................................................................................90 FY 2021-22 PRELIMINARY BUDGET-TO-ACTUALS AS OF 05/31/2022..............90 FIVE-YEAR FORECAST..............................................................................................91 EXPENDITURE PLANNING WORKSHEET.................................................................92 QUARTERLY FINANCIALS - Q2 FY22..............................................................................108 FISCAL & BUDGETARY POLICIES..................................................................................... Page 3 d ORGANIZATIONAL CHART Advisory Boards — And Committees Court Administrator Marshal/ art TimeClerk Deputy Clerk ase Mgr Community Engagement 77 Communications WA Manager Communications Information Technology Systems Database Administrator Admin Network Administrator Human Resources Administrative Management Assistant Analyst Finance (--may Town Secretary Municipal Academic Finance Manager Finance Manager Accountant Accountantll Police Services (Contracted with City of Keller) Fire Chief Business Deputy Chief Services Mgr Fire ars al ns (2) Lieutenant (1) PT Firefighter FT Firefighter Parame ics 24 Paramedics (12) 4 1 N f 1 0 W N O F WESTLAKE Page DISTINCTIVE BY DESIGN Town Attorney tourTudge Texas Student Housing Facilities Maintenance Fac Event Manager Parks and Recreation Public Works Superintendent �Coorcdrinator Field Operations W Technician Coordinator Planning & Building Official P&D Coordinator Permit Clerk Engineering/Architectural Consultants WESTLAKE ACADEMY ORGANIZATIONAL CHART MAYOR AND TOWNCOUNCIL continued from previous page WAF Executive Dire for Assi tant Administrative Registrar Staff Librarian SPED Co rdinator Techihology Integration Specialist SPED Oaculty WA and Staff Coordinator WA Technician Prima Years Middl Years Diploma ogramme P r ii ipal Principal Principal/ oordinator PYP As istant MYP A sistant DP F culty Prin ioal Prin ipal I and Staff Coord acuYP Primary bcull and Itaff Ity 1 I M ndFStaff Page 5 Athleticbirector College Counselor Counselors — Facilities WA Facility Manager WA Facility Technician Day Porter Nu ft MUNICIPAL FUND & DEPARTMENT KEY FUNDS DEPARTMENTS 100 GENERAL FUND 9 COUNCIL ENTERPRISE FUNDS 10 GENERAL SERVICES 255 CEMETERY FUND 11 TOWN MANAGER'S OFFICE 500 UTILITY FUND 12 PLANNING & DEVELOPMENT INTERNAL SERVICE FUNDS 13 TOWN SECRETARY 505 UTILITY FUND VEHICLE MAINTENANCE & REPLACEMENT 14 FIRE/EMS 510 UTILITY FUND MAINTENANCE & REPLACEMENT 15 MUNICIPAL COURT 600 GENERAL FUND MAINTENANCE & REPLACEMENT 16 PUBLIC WORKS 605 GENERAL FUND VEHICLE MAINTENANCE & REPLACEMENT 17 FACILITIES MAINTENANCE SPECIAL REVENUE FUNDS 18 FINANCE 220 VISTORS ASSOCIATION FUND 19 PARKS & RECREATION 200 4B ECONOMIC DEVELOPMENT FUND 20 INFORMATION TECHNOLOGY 210 ECONOMIC DEVELOPMENT FUND 21 HUMAN RESOURCES 215 PUBLIC IMPROVEMENT DISTRICT (PID) FUND 22 COMMUNICATIONS & 225 PUBLIC ART PROGRAM FUND COMMUNITY ENGAGEMENT 418 LONE STAR PUBLIC FUND 23 POLICE SERVICES DEBT SERVICE FUNDS 40 WESTLAKE ACADEMY 300 DEBT SERVICE FUND (sales tax supported) 301 DEBT SERVICE FUND (property tax supported) CAPITAL PROJECT FUNDS 405 FIRE STATION PROJECT FUND 410 CAPITAL PROJECT FUND 411 WESTLAKE ACADEMY SAM & MARGARET LEE ARTS & SCIENCES BUILDING 412 ACADEMY EXPANSION FUND ft ACADEMIC FUND & FUNCTIONS KEY FUNDS FUNCTIONS GENERAL FUND 11 INSTRUCTION 196 WESTLAKE ACADEMY FOUNDATION 12 INSTRUCTIONAL RESOURCES & MEDIA SOURCES (BLACKSMITH DONATIONS) 13 CURRICULUM DEVELOPMENT & STAFF DEVELOPMENT 197 TRANSPORTATION FUND 21 INSTRUCTIONAL LEADERSHIP 198 ATHLETICS FUND 23 SCHOOL LEADERSHIP 199 GENERAL OPERATING 31 GUIDANCE, COUNSELING & EVALUATION SERVICES 33 HEALTH SERVICES 36 CO -/EXTRA -CURRICULAR ACTIVITIES 41 GENERAL ADMINISTRATION 51 MAINTENANCE & OPERATIONS 52 SECURITY & MONITORING SERVICES 53 DATA PROCESSING SERVICES 61 COMMUNITY SERVICES 71 DEBT SERVICE Page 6 Tms page Is in ten tlonally left blank. Page 7 ALL MUNICIPAL FUNDS ENDING FUND BALANCES General Fund $ Enterprise Funds Internal Service M&R Special Revenue Funds Debt Service Funds Capital Projects Funds Municipal Total Projected ADOPTED REVISED ' ' !!2!6,0!8 FY 2022 FY 2024 Projected FY 2025 Projected FY 2026 Projected FY 2027 15,739,332 $ 12,447,256 $ $ 7,776,875 $ 4,540,153 $ 1,702,529 $ 312,140 7,012,025 6,722,572 6,309,261 5,149,157 4,116,490 3,126,270 2,353,273 2,163,677 3,111,165 4,189,866 4,538,916 2,512,466 2,319,001 1,050,051 765,209 842,140 287,792 323,818 20,178 (58,461) (120,234) 103,994 (4,593) (105,872) (105,872) (105,872) (105,872) (105,872) 8,188,024 9,810,906 5,775,044 1 6,054,136 1 6,145,371 6,346,666 7,009,061 33,972,260 32,929, 145 23,737,029 1 17,228,786 13,330,133 10,498,419 Beginning Fund Revenues & Net Change to Ending Fund CURRENT YEAR ANALYSIS Percent of Total Percent Change Balance Other Sources Fund Balance Balance General Fund 11,174,057 9,781,736 (2,908,019) 8,266,038 31% -26% Enterprise Funds Internal Service M&R Special Revenue Funds Debt Service Funds Capital Projects Funds Municipal Total 7,241,121 5,708,038 (931,860) 6,309,261 24% -13% 3,189,341 3,142,025 1,000,525 4,189,866 16% 31% 842,140 2,438,250 1 (554,347) 287,792 1% -66% (4,980) 2,757,113 1 (100,891) (105,872) 0% 2026% 6,892,004 1,746,100 1 (1,116,960) 5,775,044 22% -16% 29,333,682 25,573,262 (4,611,552) 24,722,130 93% -16% General Fund Operating Days Page 8 FIVE YEAR FINANCIAL FORECAST FUND AUDITED ADOPTED 1 REVISED FY 2021 FY 2022 FY 2022 Projected Projected Projected Projecte FY 2024 FY 2025 FY 2026 FY 2027 Total Revenues and Other Sources $ 11,004,428 $ 10,788,545 $ 9,917,068 $ 9,781,736 $ 13,473,675 $ 10,535,294 $ 10,493,833 $ 11,131,948 Total Expenditures and Other Uses NET CHANGE TO (9,517,132) (14,080,621) (14,482,344) (12,689,755) (13,962,838) (13,787,016) (13,361,457) (12,552,337) Beginning Fund Balance 14,252,036 15,739,333 15,739,333 11,174,057 8,266,038 7,776,875 4,540,153 1,702,529 Ending Fund Balance 15,739,332 12,447,256 11,174,057 8,266,038 7,776,875 4,540,153 1,702,529 312,140 Restricted/Committed/Assigned 383,712 298,560 727,479 727,479 727,479 727,479 727,479 727,479 Unassigned Ending Balance 1 $ 15,355,621 $ 12,148,697 $ 10,446,578 � 7,049,396 $ 3,812,674 $ 975,050 $ Operating Expenditures $9,432,132 $10,080,621 $10,482,344 $9,479,655 $10,883,041 $11,133,621 $11,470,162 $11,649,942 Operating Cost per Day $25,841 $27,618 $28,719 $25,972 $29,817 $30,503 $31,425 $31,918 OPERATING DAYS 594 1 440 1 364 1 290 11 236 1 125 1 31 (13) Total Revenues and Other Sources $ 6,253,274 $ 5,724,016 $ 21,377,159 $ 5,708,038 $ 5,751,869 $ 5,853,615 $ 5,945,119 $ 6,054,324 Total Expenditures and Other Uses (4,976,685) (6,013,468) (21,148,062) (6,639,898) (6,911,973) (6,886,282) (6,935,339) (6,827,321) NET CHANGE TO Beginning Working Capital 5,735,436 7,012,025 7,012,025 7,241,121 6,309,261 5,149,157 4,116,490 3,126,270 Ending Working Capital 7,012,025 6,722,572 7,241,121 6,309,261 5,149,157 4,116,490 3,126,270 2,353,273 Restricted/Committed/Assigned 1,443,462 1,417,701 1,417,701 519,425 513,244 506,897 495,865 484,576 Unassigned Working Capital 1 $ 5,568,563 $ 5,304,871 $ 5,823,420 $ 5,789,836 $ 4,635,913 $ 3,609,593 $ 2,630,405 $ 1,868,697 Total Revenues and Other Sources Total Expenditures and Other Uses Beginning Fund Balance Ending Fund Balance Restricted/Committed/Assigned Unassigned Ending Balance $ 608,530 $ 2,980,775 $ 2,980,775 $ 3,142,025 (425,691) (2,033,287) (1,955,111) (2,141,500) �•� 1,980,838 2,163,677 2,163,677 3,189,341 2,163,677 3,111,165 3,189,341 4,189,866 2,163,677 3,111,165 3,189,341 4,189,866 $ 1,980,050 $ 2,415,050 $ 1,665,050 $ 64,050 (1,631,000) (4,441,500) (1,858,515) (1,333,000) 4,189,866 4,538,916 2,512,466 2,319,001 4,538,916 2,512,466 2,319,001 1,050,051 4,538,916 2,512,466 2,319,001 1,050,051 Total Revenues and Other Sources $ 1,982,254 $ 2,465,250 $ 2,615,250 $ 2,438,250 $ 2,561,787 $ 2,657,229 $ 2,757,101 $ 2,833,649 Total Expenditures and Other Uses NET CHANGE TO (2,051,661) (2,381,299) (2,531,299) (2,992,597) (2,525,762) (2,960,869) (2,835,740) (2,895,423) Beginning Fund Balance 834,616 758,189 758,189 842,140 287,792 323,818 20,178 (58,461) Ending Fund Balance 765,209 842,140 842,140 287,792 323,818 20,178 (58,461) (120,234) Restricted/Committed/Assigned 765,209 842,140 842,140 287,793 125,569 20,178 (58,460) (120,234) Unassigned Ending Balance $ $ (0)11 (0) $ (0) � $ 198,249 $ Total Revenues and Other Sources $ 7,411,961 $ 2,760,000 $ 2,759,613 2,757,113 2,629,466 2,605,978 2,601,248 2,595,241 Total Expenditures and Other Uses (7,458,486) (2,868,587) (2,868,587) (2,858,005) (2,629,466) (2,605,978) (2,601,248) (2,595,241) NET CHANGE TO 0: 0:974) Beginning Fund Balance 150,518 103,994 103,994 (4,980) (105,872) (105,872) (105,872) (105,872) Ending Fund Balance 103,994 (4,593) (4,980) (105,872) (105,k7KL)R IN1q"T4)ABLL 0"APONTEN 40§,872) Restricted/Committed/Assigned 103,994 (4,593) (4,980) (105,872) (105,872) (105,872) (105,872) (105,872) Unassigned Ending Balance $ $ ® $ $ (0) FIVE YEAR FINANCIAL FORECAST FUND AUDITED ADOPTED 1 REVISED FY 2021 FY 2022 FY 2022 Projected Projected Projected Projected FY 2024 FY 2025 1 FY 2026 FY 2027 Total Revenues and Other Sources $ 5,823,718 $ 4,614,602 $ 1,411,000 $ 1,746,100 $ 1,139,797 $ 213,395 $ 201,295 $ 662,395 Total Expenditures and Other Uses (2,186,739) (2,991,720) (2,707,020) (2,863,060) (860,705) (122,160) 0 0 • • Beginning Fund Balance 4,551,045 8,188,024 • • 8,188,024 6,892,004 0. 5,775,044 6,054,136 6,145,371 6,346,666 Ending Fund Balance 8,188,024 9,810,906 6,892,004 5,775,044 6,054,136 6,145,371 6,346,666 7,009,061 Restricted/Committed/Assigned (40,890) (40,890) - - - - - - Unassigned Ending Balance $ $ $ ® $ $ $ $ Total Revenues and Other Sources $ 33,084,165 $ 29,333,188 $ 41,060,865 $ 25,573,262 $ 27,536,644 $ 24,280,562 $ 23,663,647 $ 23,341,608 Total Expenditures and Other Uses (26,616,393) (30,368,982) (45,692,423) (30,184,814) (28,521,744) (30,803,805) (27,592,300) (26,203,322) NET CHANGE TO FUND 0• 0: Beginning Fund Balance 27,504,490 33,965,241 33,965,241 25,005,509 24,722,129 23,737,029 17,228,786 13,330,133 Ending Fund Balance 33,972,260 32,929,445 29,333,682 24,722,130 23,737,029 17,228,786 13,330,133 10,498,419 Restricted/Committed/Assigned 4,819,164 5,624,083 6,171,680 5,618,690 5,799,335 3,661,148 3,378,012 2,035,999 Unassigned Ending Balance $ 20,924,183 $ 17,453,568 $ 16,269,997 1 $ 11,883,558 $ 7,422,267 $ 3,605,455 $ 1,453,358 IWO ■ ra U �� u Rf ,at, �R:.ci1fi��I�E" I Tilt 11 —iffy ,F TI R APApItJPl:�l.�� Pik Page 10 The General Fund 100 is the Town's principal operating fund. It is supported by sales and use taxes, property (ad valorem) taxes, planning and development fees, and other revenues. These revenues may be used for a variety of purposes as determined by the Town Council. The General Fund budget accounts for core Town services such as fire and emergency services, planning and development, public works, finance, and administrative oversight. REVENUES Sales and use tax revenue is volatile with many variables to include one-time outlier payments, economic pressures, and legislative changes. It is proposed to generate a conservative 47% of the General Fund revenues, retaining 75% and transferring the remaining 25% to the 4B Economic Development Fund. Residential and commercial building Permits and Fees make up 22% of revenues increasing in FY23 for anticipated construction starts in Entrada, Westlake Ranch/Aspen Estates, Lifetime Fitness, and a 7-Eleven. Property Tax represents 17% of revenues, though it should be noted that the counties' reports are still pending and updates are not yet reflected in the proposed budget at this time. Other less significant revenue streams include Court Fines and Forfeitures, Interest Income, Beverage Tax, and Franchise Fees. EXPENDITURES General Fund expenditures are vastly related to payroll which represents 47% of total costs. Payroll is presented at a 4% increase related to a market adjustment and is reimbursed by both the Utility Fund and Visitors Association Fund for the proportion of employees that work in those areas. 28% of the expenditures proposed are in services, which has decreased slightly from the revised FY22 budget, includes the Keller Police Contract, attorneys fees, and consultant fees. Less significant expenditures include rent and utilities, repair and maintenance, supplies, and travel and training. The General Fund transfers to other funds to finance projects and capital repairs and maintenance, as well as Debt Service. This fund has additional personnel and capital asset Service Level Adjustment (SLA) requests for Council's consideration. RETURN TO TABLE OF CONTENTS Page 11 GENERAL FUND BY DEPARTMENT PROGRAM SUMMARY Fiscal Year 2023 Department General Town planning and Town Manager's Secretary's Services Development Office Office Fire/EMS Municipal F.P7.-Ir"lcmaintenance Facilities Finance Department Court Department REVENUES AND OTHER SOURCES r jd General Sales Tax 4,612,500 - - - - - - - - Property Tax I I 1,705,163 - - - - - Beverage Tax 42,000 - - - - - - - - Franchise Fees I 547,135 - - - - - Permits & Fees Other 2,750 - 120,000 - 100,000 - - - - Permits & Fees Building I I - 2,105,328 73,200 - - - FinesandForfeitures - - - - - 504,185 - - - Investment Earnings I I 25,000 - - - - 3,800 - - - Contributions - - - - - - - - - Misc Income I I 7,800 - - - 100 - - - Total Revenues 6,942,348 - 2,225,328 - 173,300 507,985 - - - Transfers In Total Other Sources - - - - - - - - TOTALREVENUESAND OTHERSOURCES $ 6,942,348 $ 2,225,328 $ - $ 173,300 $ 507,985 $ - EXPENDITURES AND OTHER USES PR Salaries I I 53,927 687,815 388,103 104,960 1,863,990 361,865 268,853 36,647 500,074 PR Transfer In (27,859) (600,664) - (75,073) (104,835) (56,130) (280,367) (4,951) (475,364) PR Transfer Out PR Insurance 11,101 92,488 40,854 23,021 272,198 63,299 34,153 5,653 74,465 PR Taxes I I 4,598 56,446 34,073 8,712 239,343 35,115 33,969 3,035 41,566 PR Retirement 7,229 86,514 49,949 13,455 238,577 43,070 35,400 4,729 64,259 Total Payroll & Related I I 48,996 322,599 512,979 75,075 2,509,273 447,219 92,008 45,113 205,000 Capital Outlay - - - - 21,900 - 1,000 6,500 - Debt Service I I 55,016 - - - - - - - - Insurance 22,714 - 45,860 850 12,093 1,944 - LeasesandRentals I I 2,472 - - 250 - 1,075 - - - Public Notices - - 15,000 140 - - 1,500 - Rent & Utilities I I 361,398 - 72,172 - 186,000 2,800 - Repair&Maintenance - - - - 59,445 690 86,200 81,355 - Security Services 449,175 - 206,750 19,165 79,314 54,524 188,000 99,185 62,675 Supplies I I 43,484 3,500 22,800 2,070 113,507 10,950 14,725 35,308 14,841 Transfer Out to DS - - - - - - - - - Travel & Training I I 46,040 35,350 9,800 10,025 58,310 8,954 7,581 10,320 10,543 Total Operations 980,299 38,850 239,350 46,510 450,648 77,043 495,599 238,9121 88,059 Transfers Out - - - - - - - - - Other Uses - - - - - - - Total Other Uses - TOTAL EXPENDITURES AND OTHER USES 1,029,295 361,449 752,329 121,585 2,959,921 524,262 587,607 284,025 293,059 EXCESS REVENUES OVER (UNDER) EXPENDITURES $ 5,913,053 $ (361,449) $ 1,472,999 $ (121,585) $ (2,786,621) $ (16,277) $ (587,607) $ (284,025) $ (293,059) Page 12 Parks and Information Human Commun- Police Westlake Transfers In TOTAL Recreation Technology Resources !cations Services Academy and Out - -j 36,097 396,600 212,297 256,860 - - - 5,168,088 (39,611) (277,457) (164,782) (297,083) - - (2,404,176) - - - - 1,303,659 - 1,303,659 5,653 52,253 14,311 41,409 - - - 730,858 3,035 32,974 17,614 21,458 - - - 531,938 4,729 50,985 27,200 33,287 - - - 659,383 9,903 255,355 106,640 55,931 - 1,303,659 - 5,989,750 2,200 - - - - 3,750 - 35,350 - - - - - - - 55,016 624 - - - - - - 84,085 - - - - - 7,490 - 11,287 - 5,000 500 - - - 22,140 118,965 - - - - 90,348 - 831,683 76,700 57,500 - - 62,500 - 424,390 191,500 62,000 9,750 5,000 1,032,869 217,393 - 2,677,300 8,545 8,270 3,650 3,000 - 18,954 - 303,605 - - - 84,850 84,850 5,000 11,115 12,950 24,545 - 10,275 - 260,808 403,534 138,885 31,350 33,045 1,032,869 410,711 84,850 4,790,514 - - - - 3,210,100 3,210,100 - - - - - 3,210,100 3,210,100 413,437 394,240 137,990 88,976 1,032,869 1,714,370 3,294,950 13,990,364 $ (413,437) $ (394,240) $ (137,990) $ (88,976) $ (1,032,869) $ (1,714,370) $ (3,362,175) $ (4,208,628) Page 13 FIVE YEAR FINANCIAL FORECAST ALL MUNICIPAL FUNDS AUDITED ADOPTED REVISED Projected Projected Projected Projected _irir II FY 21 FY 22 FY 22 FY 24 FY 25 FY 26 FY 27 1pmk� 22 Sales & Use Tax Revenues $ 6,372,366 $ 6,000,000 $ 6,000,000 $ 23 Commerciall - - - 24 Commerciall - - - 25 6,372,366 6,000,000 6,000,000 26 Allocation to 46 (1,593,092) (1,500,000) (1,500,000) 27 Allocation to ED - - 28 Allocation to ED - - - 29 (1,593,092) (1,500,000) (1,500000) 30 Total General Sales Tax 31 4,779,275 + 4,500,000 4,500:000 32 Property Tax _ 2,004,823 1,705,163 1,705,163 33 Addl Residential (cumulative) - - - 34 Current Year Penalty/Interest 9,531 - - 35 Prior Year Penalty/Interest 1,344 - - 36 Prior Year Delinquent 1,748 - - 37 2,017,446 1,705,163 1,705,163 38 Additional Commercial (Schwab) 39 Schwab Abatement Started 16/17 40 41 Total Property Tax 42 2,017,446 43 Building -MEP -Driveway Permits dept 12 - 1,199,127 44 Inspection/Plan Review Fees dept 12 765,459 45 Grading/Excavation Fees dept 12 31,500 46 Erosion Control Fees dept 12 64,500 47 Fire Inspection Permits dept 14 58,021 48 Permits and Fees (Building Residential & Commercial) 49 2,118,607 50 Liquor Permit Fees dept 10 313 51 Other Misc Permits dept 10 1,500 52 Administrative Fees dept 10 5,141 53 Reforestation Tree Escrow dept 12 - 54 Open Space Escrow dept 12 - 55 Re -Inspection Fees dept 12 - 56 Gas Well - Site Permits dept 12 - 57 Gas Well- Drilling Permits dept 12 - 58 Gas Well Misc Fees dept 12 - 59 Insurance & Surety Review Fees dept 12 - 60 Renewal Fees dept 12 - 61 Engineer Review/Civil dept 12 147,443 62 Pre -Submittal Reviews dept 12 - 63 Development Fees dept 12 102,591 64 Development Fees - Entrada dept 12 - 65 Contractor Registration Fees dept 12 20,425 66 EMS Revenues dept 14 83,348 67 Firefighter Equipment Fees dept 14 - 68 Fire Code Inspections dept 14 - 69 Administrative Fees dept 15 - 70 [Misc Permits and Fees (Other) 360,760 72 Flex Plan Gain dept 10 - 73 Special Events dept 10 - 74 Sales of Surplus/Scrap Items dept 10 3,508 75 Tarrant Cnty CARES Distrib dept 10 - 76 Insurance Refund/Equity Return dept 10 270 77 Misc Revenue dept 10 18,123 78 Misc Revenue dept 12 - 79 Misc Revenue dept 14 - 80 Misc Revenue dept 15 - 81 Misc Revenue dept 16 - 82 Misc Revenue dept 17 - 83 Facility Rental dept 17 300 84 Misc Revenue dept 19 - 85 Facility Rental dept 19 - 86 dept 15 374 87 ARPA-CV State&Local Fiscal Rec. dept 10 - 88 BBVA CC Cash Rewards dept 10 2,740 89 Misc Revenue dept 11 200 90 SAFER Grant dept 14 - 91 Misc Income 92 ' 25,515 93 AT&T/SBC dept 10 221,836 94 Veraon dept 10 - 95 TXU/Atmos Gas dept 10 53,829 96 Charter dept 10 11,549 97 One Source dept 10 2,349 98 Southwestern Bell dept 10 - 1,705,163 1,705,163 1,504,702 902,379 857,075 626,330 43,745 29,337 108,000 70,500 54,134 67,633 2,567,656 1,696,179 3,080 3,080 3,615 3,615 6,150,000 6,334,500 6,524,535 6,720,271 6,921,879 - 250,000 250,000 250,000 250,000 - 100,000 100,000 100,000 100,000 6,150,000 6,6114,500 6,874,535 7:070:271 7,271,879 1,537,500) (1,583:602 (1,631,134) (1,680,068) (1,730,470) 1,537,500) (1,5831625) (1,631,134) (2,680,068) (1,730,470) 4,612,500 5,300,875 5,243,401 5,390,203 5,541,409 1,705,163 1,739266 1,774,052 1,809,533 1,845, 723 - 256:095 254,124 209,866 167,091 1,705,163 1,995,361 2,028,176 2,019,399 2,012,814 - 331,682 331,682 331,682 331,682 - (265,345) (232,177) (199,009) (165,841) - 66,336 99,505 132,673 165,841 1,705,163 2,061,697 2,127,680 2,152,071 2,178,6551 1,126,968 2,422,765 949,663 814,061 1,026,461 847,760 2,245,223 691,594 616,264 829,672 37,600 35,400 32,400 28,800 28,800 93,000 87,000 79,500 70,500 70,500 73,200 148,150 24,850 21,950 42,550 2,178,528 4,938,538 1,778,007 1,551,575 1,997,983 2,750 2,060 2,081 2,101 2,122 20,000 20,000 50,000 50,500 51,005 61,868 61,868 55,000 55,550 56,106 15,000 15,000 15,000 15,150 15,302 110,000 110,000 100,000 101,000 102,010 213,563 213,563 224,260 226,503 1,810 1,810 1,800 1,818 1,836 3,345 3,345 1,000 1,010 1,020 5,550 5,550 5,000 5,050 5,101 100 100 100 100 100 101 102 5,000 5,000 - - - 51,515 52,030 56,667 57,233 15,455 15,609 103,030 104,060 1,855 1,873 1,030 1,041 5,152 5,203 103 104 211,733 211,733 - - - - - 227,633 7,979 8,059 8,139 8,221 420,000 420,000 70,800 71,508 72,223 72,945 73,675 50,100 50,100 58,058 58,639 59,225 59,817 60,415 - - 8,474 8,559 8,644 8,731 8,818 1,575 1,575 1,800 1,818 1,836 1,855 1,873 Page 14 RETURN TO TABLE OF CONTENTS FIVE YEAR FINANCIAL FORECAST ALL MUNICIPAL FUNDS AUDITED ADOPTED REVISED • • Projected Projected Projected Projected LINE u FY 21 FY 22 FY 22 FY 24 FY 25 FY 26 FY 27 99 Tri-County Electric dept 10 341,109 338,550 338,550 340,000 343,400 346,834 350,302 353,805 100 Trinity Waste/AWIN Mgmt dept 10 54,405 76,000 76,000 42,000 42,420 42,844 43,273 43,705 101 H3 Construction dept 10 1,638 2,000 2,000 - - - - - 102 Misc. Franchise Fees dept 10 48,548 53,900 53,900 26,003 26,263 26,526 26,791 27,059 103 Franchise Fees ! 735,262 942,125 942,125 552,606 558,132 563,714 105 Citation Revenue dept 15 504,234 405,000 405,000 425,000 429,250 433,543 437,878 442,257 106 Citation Revenue-1CM dept 15 19,051 16,000 16,000 16,800 16,968 17,138 17,309 17,482 107 Citation Revenue dept 15 - - - - - - - - 108 Court Techology dept 15 16,662 12,800 12,800 14,650 14,797 14,944 15,094 15,245 109 Court Security dept 15 19,741 13,500 13,500 17,450 17,625 17,801 17,979 18,159 110 Warrant Revenue -S/O dept 15 (20) - - 600 600 601 601 601 111 Warrant Fees dept 15 22,000 26,000 26,000 29,000 29,290 29,583 29,879 30,178 112 NSF Check Fees dept 15 25 - - - - - - - 113 Court Efficiency Fees dept 15 518 1,100 1,100 85 86 87 88 88 114 Law Enforcement Stds/Edu dept 15 - - - - - - - - 115 Law Enforcement Stds/Edu (Marshal) dept 15 643 1,200 1,200 600 600 601 601 601 116 Collection Fees dept 15 - - - - - - - - 117 582,854 475,600 475,600 504,185 509,215 514,296 118 - 11 9 Beverage Tax dept 10 23,269 40,000 40,000 42,000 42,420 42,844 43,273 43,705 120 Entrada Hotel dept 10 - - - - - - - - 121 Front 44 dept 10 - - - - - - - - 122 Beverage Tax 11001- 23,269 40,000 40,000 42,000 42,420 57,844 73,273 73,705 123 - 124 Interest Income dept 10 23,502 45,000 45,000 25,000 25,125 25,251 25,377 25,504 125 In[eres[Income dept 15 195 3,800 3,800 3,800 3,819 3,838 3,857 3,877 126 Interest Income 23,696 48,800 48,800 28,800 28,944 29,089 29,234 29,380 127 128 Contributions dept 10 - - - - - - - - 129 Contributions dept 19 132,730 - - - - - - - 130 Contributions 132,730 - - - - - - - 131 132 Transfer in - Fund 412 WA Expansion - - - - - - - - 133 Transfer In - OF 500 for Impact Fees 205,014 68,000 68,000 (67,225) 7,140 7,283 7,428 7,577 134 Transfers In 205,014 68,000 68,000 (67,225) 7,140 7,283 7,428 7,577 135 136 ITOTAL REVENUES 1 11,004,4281 10,788,5451 9,917,068 1 13,473,6751 10,550,2941 10,523,833 11,161,948 137 138 139 Wages- Full Time Salaries net of Shared Svcs Cost acct 41110 (4,035,166) (4,369,986) (4,666,986) (3,451,285) (3,554,824) (3,661,468) (3,771,312) (3,884,452) 140 Operating Xfrfor Shared Services Costs acct 42699 - - - (1,303,659) (1,342,769) (1,383,052) (1,424,543) (1,467,280) 141 Wages- Part Time Salaries acct 41210 (15,913) (48,694) (48,694) (50,474) (51,988) (53,548) (55,154) (56,809) 165 Wages - Overtime acct 41120 (271,338) (217,989) (217,989) (298,700) (307,661) (316,891) (326,398) (336,189) 142 Wages- Premium Pay acct 41510 (17,332) (28,992) (28,992) (7,800) (8,034) (8,275) (8,523) (8,779) 143 Wages- Fire Administrative acct 41620 - - - - - - - - 144 Wages - Car Allowance acct 41640 (30,963) (28,200) (28,200) (35,400) (35,400) (35,400) (35,400) (35,400) 145 Wages- Moving Allowance acct 41645 - - - - - - - - 146 Wages- Uniform Allowance acct 41642 - - - - - - - - 147 Wages -Performance Pay acct 41647 - - - (1,500) - - - - 148 Wages- 457 Town Contribution acct 41670 - (30,550) (30,550) - - - - - 149 Wages - Phone Allowance acct 41641 (16,967) (19,440) (19,440) (18,720) (18,720) (18,720) (18,720) (18,720) 150 Wages - Merit Pay TSO acct 41660 (5,000) - - - - - - - 151 Other -Transfers In VA& OF acct 42698 665,804 1,080,019 1,080,019 1,100,517 1,108,744 1,119,831 1,131,029 1,142,340 152 Payroll Salaries & Wages (3,726,876) (3,663,832) (3,960,832) (2,763,912) (2,867,883) (2,974,471) (3,084,478) (3,198,009) 153 Insurance- Medical acct 42110 (499,918) (523,427) (523,427) (635,336) (682,986) (734,210) (789,276) (848,472) 154 Insurance- Dental acct 42111 (35,703) (43,476) (43,476) (46,522) (46,987) (47,457) (47,932) (48,411) 155 Insurance -Vision acct 42112 (2,325) (3,813) (3,813) (4,156) (4,198) (4,240) (4,282) (4,325) 156 Insurance- Life acct 42130 (31,697) (35,795) (35,795) (44,844) (45,292) (45,745) (46,203) (46,665) 157 Taxes -Social Security acct 42210 (250,377) (289,992) (289,992) (320,792) (330,416) (340,328) (350,538) (361,054) 158 Taxes- Medicare acct 42220 (61,601) (67,821) (67,821) (75,021) (77,272) (79,590) (81,978) (84,437) 159 Taxes- Unemployment acct 42510 (13,670) (12,899) (12,899) (13,650) (13,787) (13,924) (14,064) (14,204) 160 Taxes -Workers Comp acct 42610 (43,995) (42,578) (42,578) (122,475) (123,700) (124,937) (126,186) (127,448) 161 Retirement -TMRS acct 42310 (507,274) (550,216) (550,216) (624,933) (643,681) (662,991) (682,881) (703,368) 162 Retirement -ICMA acct 42311 - - - (34,450) (34,450) (34,450) (34,450) (34,450) 163 Payroll Taxes, Insurance, Retirement (1,446,560) (1,570,017) (1,570,017) (3,225,838) (3,345,537) (3,470,925) (3,602,332) (3,740,113) 164 Total Payroll and Related (5,173,436) (5,233,849) (5,530,849) (5,989,750) (6,213,420) (6,445,395) (6,686,810) (6,678,668) 166 167 Computer Hardware/Software dept 18 - - - - - - - - 168 Computer Hardware/Software dept 11 - (1,000) (1,000) - - - - - 169 Computer Hardware/Software dept 12 (89) - - - - - - - 170 Computer Hardware/Software cleat 15 - - - - - - - - 171 Computer Hardware/Software cleat 40-020 - - - (3,750) (3,750) (3,750) (3,750) (3,750) 172 Fire Fighter Equipment dept 14 (17,661) (21,900) (21,900) (21,900) (21,900) (21,900) (21,900) (21,900) 173 Fire Fighter Equipment (COVID-19) dept 14 - - - - - - - - 174 Furniture & Fixtures dept 17 (2,348) (2,500) (2,500) (2,500) (2,500) (2,500) (2,500) (2,500) 175 Furniture & Fixtures cleat 16 - (795) (795) (1,000) (1,000) (1,000) (1,000) (1,000) 176 Furniture & Fixtures cleat 18 - - - - - - - - 177 Furniture & Fixtures cleat 17 (6,233) (3,000) (3,000) (3,000) (3,000) (3,000) (3,000) (3,000) 178 Mechanical Equipment cleat 17 - (1,000) (1,000) (1,000, (1,000) (1,000) (1,000) (1,000) 179 Mechanical Equipment cleat 12 - - - - - - - - 180 Mechanical Equipment cleat 16 - (5,000) (5,000) - - - - - 181 Mechanical Equipment cleat 19 169 (2,020) (2,020) (1,200) (11200) (1,200) (1,200) (1,200) 182 Motor Vehicles cleat 19 - (1,000) (1,000) (1,000) (1,000) (1,000) (1,000) (1,000) 183 Total Capital Outlay (26,162) (38,215) (3= E (35,350) (35,350) RETURN TO TABLE OF CONTENTS Page 15 FIVE YEAR FINANCIAL FORECAST ALL MUNICIPAL FUNDS AUDITED ADOPTED I REVISED Projected Projected Projected Projected LINE 4 FY 21 FV 22 FV 22 FY 24 FV 25 FY 26 1 FV 27 184 185 General Service Debt (thru 24/25) (BBP) acct 47120 186 Westlake Reserve acct 47900 187 Total Debt Expenditures 188 189 Copier Lea se dept 10 190 Copier Lease dept 40-010 191 Copier Lea se dept 11 192 Copier Lease dept 13 193 Copier Lea se dept 14 194 Copier Lease dept 15 195 Copier Lea se dept 17 196 Copier Lease dept 18 197 Copier Lea se dept 21 198 Copier Lease dept 22 199 Misc Rental/Lease dept 10 200 Misc Rental/Lease dept 12 201 Misc Rental/Lease dept 13 202 Misc Rental/Lease dept 15 203 Misc Rental/Lease dept 17 204 Misc Rental/Lease dept 17 205 Misc Rental/Lease dept 40-010 206 Total Rental & Lease Expenditures 207 208 Town Secretary dept 13 209 Fire Department dept 14 210 Facilities WA dept 17 211 Finance dept 18 212 Human Resources dept 21 213 Facilities Town dept 26 214 Total Public Notice Expenditures 215 216 Insurance Automobile dept 10 217 Insurance Automobile dept 12 218 Insurance Automobile dept 14 219 Insurance Automobile dept 15 220 Insurance Automobile dept 15 221 Insurance Automobile dept 16 222 Insurance Automobile dept 17 223 Insurance Automobile dept 19 224 Insurance Automobile dept 26 225 Insurance Crime & Theft dept 10 226 Insurance Deductible dept 14 227 Insurance Errors & Omissions dept 10 228 Insurance General Liability dept 10 229 Insurance General Liability dept 14 230 Insurance Law Enforcement dept 10 231 Insurance Property dept 10 232 Insurance Property dept 14 233 Insurance Property dept 17 234 Insurance R&PP/Auto dept 16 235 236 237 Electric - Court dept 15 238 Electric - Fire Station dept 14 239 Electric-Parchman dept 10 240 Electric-Parchman dept 19 241 Electric- Parks/Rec dept 19 242 Electric - Public Works dept 16 243 Electric - Town Hall dept 10 244 Electric - Town Hall dept 40-010 245 Electric -Facilities dept 17 246 Gas- Fire Station dept 14 247 Internet -Town Hall dept 26 248 Internet - WA dept 17 249 Internet - Fire Dept dept 14 250 Internet -Town Hall dept 10 251 Internet -Town Hall dept 40-010 252 Office Rent dept 10 253 Office Rent dept 40-010 254 Telephone - Fire Dept dept 14 255 Telephone -Town Hall dept 10 256 Telephone -Town Hall dept 40-010 257 Telephone -Facilities dept 17 258 Water - Fire Dept dept 14 259 Water- Parks & Rec dept 19 260 Water - ROW Irrigation dept 16 261 Water - ROW Irrigation dept 19 262 Votal Rent & Utilities 263 264 Audio Visual R&M dept 14 265 Audio Visual R&M dept 26 266 Audio Visual R&M dept 40-010 267 Audio Visual R&M dept 40-020 (36,677) (36,680) (36,680) (36,677) (36,680) (36,680) (8,836) (45,000) (45,000) (695) (884) (1,265) (1,265) - (2,550) (2,550) - (250) (250) (515) (1,070) (1,070) (10,930) (50,135) (50,135) (11,989) (15,000) (15,000) - (140) (140) - (1,500) (1,500) (150) (918) (2,500) (2,500) �) (29,240) (1&40) (53) (57) (57) (9,603) (10,179) (10,179) - (975) (975) (342) (600) (600) - (705) (705) (1,835) (624) (624) (589) (624) (624) (1,643) (1,742) (1,742) - (1,000) (1,000) (9,451) (10,018) (10,018) (6,381) (5,476) (5,476) (30) (30) (1,120) (1,160) (1,160) (3,375) (1,467) (1,467) (32,690) (34,651) (34,651) - (1,320) (1,320) (58) (11,388) (11,388) (67,140) (82,016) (82,016) (18,639) (10,000) (10,000) (10,325) (7,950) (7,950) (20,676) (10,000) (10,000) (43,687) (43,667) (43,667) (1,772) (1,300) (1,300) (6,722) (7,500) (7,500) (2,960) (1,500) (1,500) (19,706) (16,000) (16,000) (18,883) (15,500) (15,500) (366,123) (381,322) (381,322) (9,451) (6,840) (6,840) (551) (1,000) (1,000) (26,921) (15,750) (15,750) (1,210) (1,015) (1,015) (263,660) (170,000) (170,000) (27,515) (100,000) (100,000) (838,800) (789,344) (789,344) (240) (2,500) (2,500) (55,016) (55,016) (1,851) (7,403) (646) (253) (1,086) (55,016) (55,016) (1,869) (7,477) (653) (255) (1,097) (55,016) (55,016) (1,888) (7,552) (659) (258) (1,108) 111111110 (1,907) (7,627) (666) (260) (1,119) (162) (163) (165) (166) - (11,400) (11,514) (11,629) (11,745) (15,150) (15,302) (15,455) (15,609) (141) (143) (144) (146) (1,515) (1,530) (1,545) (1,561) (5,050) (5,101) (5,152) (5,203) - - ) (22,296) (2= (62) (62) (63) (63) (10,281) (10,384) (10,487) (10,592) (859) (867) (876) (885) (712) (719) (726) (734) (630) (637) (643) (649) (630) (637) (643) (649) (1,883) (1,901) (1,920) (1,940) (1,010) (1,020) (1,030) (1,041) (10,826) (10,934) (11,044) (11,154) (7,025) (7,095) (7,166) (7,237) (30) (31) (31) (31) (1,560) (1,576) (1,592) (1,608) (1,586) (1,602) (1,618) (1,634) (34,998) (35,347) (35,701) (36,058) (1,333) (1,347) (1,360) (1,374) (11,502) (11,617) (11,733) (11,850) (84,926) (85,775) (86,633) (87,499) (21,210) (8,030) (10,100) (40,400) (10,100) (1,313) (8,585) (1,515) (3,406) (6,735) (1,683) (343,058) (60,540) (7,373) (816) (204) (32,320) (1,025) (177,760) (111,100) (867,961) (5,050) (21,422) (8,110) (10,201) (40,804) (10,201) (1,326) (8,671) (1,530) (3,440) (6,802) (1,699) (352,677) (62,237) (7,447) (824) (206) (32,643) (1,035) (179,538) (112,211) (5,101) (21,636) (8,191) (10,303) (41,212) (10,303) (1,339) (8,758) (1,545) (3,474) (6,870) (1,716) (362,400) (63,953) (7,521) (832) (208) (32,970) (1,046) (181,333) (113,333) (900,049) (5,152) (21,853) (8,273) (10,406) (41,624) (10,406) (1,353) (8,845) (1,561) (3,509) (6,939) (1,734) (372,231) (65,688) (7,596) (841) (210) (33,299) (1,056) (183,146) (114,466) (916,352) (5,203) Page 16 FIVE YEAR FINANCIAL FORECAST ALL MUNICIPAL FUNDS AUDITED ADOPTED REVISED LINE u FY 21 FV 22 FY 22 268 Audio Visual R&M dept 17 - (525) (525) 269 Building Exterior R&M dept 14 - - - 270 Building Exterior R&M dept 26 - - - 271 Building Exterior R&M dept 17 (890) (2,000) (2,000) 272 Building Exterior R&M dept 17 - (2,250) (2,250) 273 Building Exterior R&M dept 17 - (3,500) (3,500) 274 Building R&M dept 14 (4,705) (4,600) (4,600) 275 Building R&M Contract dept 26 - - - 276 Building R&M Contract dept 17 (5,232) (5,000) (5,000) 277 Building R&M Contract dept 17 (3,176) (2,750) (2,750) 278 Town Contract Building R&M dept 17 - (5,000) (5,000) 279 Contract Building Maintenance (COVID-19) dept 17 - - - 280 Communication R&M dept 14 (3,476) (6,000) (6,000) 281 Electrical R&M dept 26 - - - 282 Electrical R&M dept 17 - (375) (375) 283 Electrical R&M dept 17 (280) (1,000) (1,000) 284 Electrical R&M dept 17 - (1,000) (1,000) 285 Electrical R&M Contract dept 26 - - - 286 Electrical R&M Contract dept 17 (640) (1,000) (1,000) 287 Elevator R&M dept 17 - - - 288 Equipment R&M dept 14 (17,399) (18,570) (18,570) 289 Fire Sprinkler R&M dept 17 - - - 290 Fire Sprinkler R&M dept 26 - - - 291 Fire Sprinkler R&M dept 17 (327) (4,500) (4,500) 292 Fire Sprinkler R&M dept 17 (1,302) (1,200) (1,200) 293 Fire Station R&M dept 17 - - - 294 Fire Station R&M dept 17 - - - 295 Fire Station R&M dept 26 - - - 296 Fire/Life-AED R&M dept 17 - - - 297 Fire/Life-AED R&M dept 17 - (1,500) (1,500) 298 Grounds R&M dept 17 - (3,500) (3,500) 299 Grounds R&M dept 14 - (275) (275) 300 Grounds R&M dept 19 (4,178) (13,000) (13,000) 301 Grounds R&M dept 26 - - - 302 Grounds R&M dept 17 (13) (1,200) (1,200) 303 Grounds R&M dept 17 - (1,000) (1,000) 304 HOC Projects dept 17 - - - 305 HOC Projects dept 19 - - - 306 HVAC R&M dept 17 (1,584) (1,000) (1,000) 307 HVAC R&M dept 14 - - - 308 HVAC R&M dept 26 - - - 309 HVAC R&M dept 17 - (2,000) (2,000) 310 HVAC R&M Contract dept 26 - - - 311 HVAC R&M Contract dept 14 - - - 312 HVAC R&M Contract dept 17 (5,412) (1,825) (1,825) 313 HVAC R&M Contract dept 17 (2,481) (3,000) (3,000) 314 HVAC R&M Contract dept 17 (680) (2,500) (2,500) 315 HVAC R&M Contract dept 17 (658) (1,000) (1,000) 316 Interior Building R&M dept 17 - (2,000) (2,000) 317 Interior Building R&M dept 26 - - - 318 Interior Building R&M dept 17 (2,355) (1,000) (1,000) 319 Interior Building R&M dept 17 (805) (1,000) (1,000) 320 Irrigation R&M dept 17 (5,380) - - 321 Irrigation R&M dept 19 (250) (4,500) (4,500) 322 Irrigation R&M dept 17 (270) (1,500) (1,500) 323 Landscape Tree R&M dept 16 - - - 324 Mechanical R&M dept 14 - - - 325 Mechanical R&M dept 26 - - - 326 Mechanical R&M dept 17 - (1,000) (1,000) 327 Maint. Bldg. Contract Services dept 17 - - - 328 Mechanical R&M Contract dept 26 - - - 329 Mechanical R&M Contract dept 17 (250) (1,080) (1,080) 330 Mechanical R&M Contract dept 17 (3,060) (4,000) (4,000) 331 Mechanical R&M Contract dept 17 - (3,000) (3,000) 332 Median R&M Contract dept 17 (1,525) - - 333 Median R&M Contract dept 19 (56,010) (30,500) (30,500) 334 Median R&M Contract dept 26 - - - 335 Misc R&M dept 18 - - - 336 Misc R&M dept 26 - - - 337 Off Site Storage R&M dept 17 - - - 338 Park R&M dept 19 (14,108) (10,500) (10,500) 339 Plumbing R&M dept 14 - - - 340 Plumbing R&M dept 26 - - - 341 Plumbing R&M dept 17 - (4,000) (4,000) 342 Plumbing R&M dept 17 - (1,000) (1,000) 343 Interior Building R&M dept 17 - - - 344 Pothole R&M dept 16 - - - 345 Road R&M dept 16 (32,823) (75,000) (75,000) 346 Security R&M Contract dept 26 - - - 347 Security R&M Contract dept 17 - (750) (750) 348 Security R&M Contract dept 17 - - - 349 Security R&M Contract dept 17 - (2,000) (2,000) 350 Sign R&M dept 16 (3,990) (7,400) (7,400) 351 Software R&M dept 12 (10,850) - - ® Projected I Projected Projected Projected FY 24 FV 25 FY 26 FV 27 (2,000) (2,020) (2,040) (2,061) (2,081) (8,000) (8,080) (8,161) (8,242) (8,325) (3,500) (3,535) (3,570) (3,606) (3,642) (4,600) (4,646) (4,692) (4,739) (4,787) (5,000) (5,050) (5,101) (5,152) (5,203) (2,750) (2,778) (2,805) (2,833) (2,862) (5,000) (5,050) (5,101) (5,152) (5,203) (6,000) (6,060) (6,121) (6,182) (6,244) (375) (379) (383) (386) (390) (1,000) (1,010) (1,020) (1,030) (1,041) (1,000) (1,010) (1,020) (1,030) (1,041) (1,000) (1,010) (1,020) (1,030) (1,041) (18,570) (18,756) (18,943) (19,133) (19,324) (4,500) (4,545) (4,590) (4,636) (4,683) (1,200) (1,212) (1,224) (1,236) (1,249) (1,500) (1,515) (1,530) (1,545) (1,561) (5,000) (5,050) (5,101) (5,152) (5,203) (275) (278) (281) (283) (286) (13,000) (13,130) (13,261) (13,394) (13,528) (1,200) (1,212) (1,224) (1,236) (1,249) (1,000) (1,010) (1,020) (1,030) (1,041) (1,000) (1,010) (1,020) (1,030) (1,041) (2,000) (2,020) (2,040) (2,061) (2,081) (3,500) (3,535) (3,570) (3,606) (3,642) (3,000) (3,030) (3,060) (3,091) (3,122) (2,500) (2,525) (2,550) (2,576) (2,602) (1,000) (1,010) (1,020) (1,030) (1,041) (2,000) (2,020) (2,040) (2,061) (2,081) (1,000) (1,010) (1,020) (1,030) (1,041) (1,000) (1,010) (1,020) (1,030) (1,041) (5,400) (5,454) (5,509) (5,564) (5,619) (1,500) (1,515) (1,530) (1,545) (1,561) (1,000) (1,010) (1,020) (1,030) (1,041) (1,080) (1,091) (1,102) (1,113) (1,124) (4,000) (4,040) (4,080) (4,121) (4,162) (3,000) (3,030) (3,060) (3,091) (3,122) (30,000) (30,300) (30,603) (30,909) (31,218) (12,300) (12,423) (12,547) (12,673) (12,799) (4,000) (4,040) (4,080) (4,121) (4,162) (1,000) (1,010) (1,020) (1,030) (1,041) (3,000) (3,030) (3,060) (3,091) (3,122) (75,000) (75,750) (76,508) (77,273) (78,045) (750) (758) (765) (773) (780) (2,000) (2,020) (2,040) (2,061) (2,081) (5,000) (5,050) (5,101) (5,152) (5,203) Page 17 RETURN TO TABLE OF CONTENTS FIVE YEAR FINANCIAL FORECAST ALL MUNICIPAL FUNDS AUDITED ADOPTED REVISED Projected Projected Projected Projected LINE # FY 21 Fy 22 FY 22 FY 24 FY 25 FY 26 FY 27 352 Software R&M dept 11 - - - - - - - - 353 Software R&M dept 17 (100) (100) (100) - - - - - 354 SW/HW Maintenance R&M dept 20 (70,539) (130,000) (130,000) (57,500) (58,075) (58,656) (59,242) (59,835) 355 SW/HW Maintenance R&M dept 40-020 - - - (57,500) (58,075) (58,656) (59,242) (59,835) 356 SW/HW Maintenance R&M (COVID-19) dept 20 (162) - - - - - - - 357 Trail R&M Contract dept 17 - - - - - - - - 358 Trail R&M Contract dept 19 (1,260) (15,000) (15,000) (15,000) (15,150) (15,302) (15,455) (15,609) 359 Vehicle R&M dept 10 - - - - - - - - 360 Vehicle R&M dept 11 - - - - - - - - 361 Vehicle R&M dept 12 - - - - - - - - 362 Vehicle R&M dept 14 (37,539) (30,000) (30,000) (30,000) (30,300) (30,603) (30,909) (31,218) 363 Vehicle R&M dept 15 - - - - - - - - 364 Vehicle R&M dept 15 (349) (600) (600) (690) (697) (704) (711) (718) 365 Vehicle R&M dept 16 (1,371) (2,100) (2,100) (3,200) (3,232) (3,264) (3,297) (3,330) 366 Vehicle R&M dept 17 (3,406) (2,000) (2,000) (2,000) (2,020) (2,040) (2,061) (2,081) 367 Vehicle R&M dept 19 - (1,000) (1,000) (1,000) (1,010) (1,020) (1,030) (1,041) 368 Vehicle R&M dept 20 - - - - - - - - 369 Vehicle R&M dept 21 - - - - - - - - 370 Vehicle R&M dept 26 - - - - - - - - 371 Total Repair & Maintenance (299,076) (404,600) (404,600) (424,390) (428,634) (432,920) (437,249) (441,622) 372 373 Administrative Expense dept 11 - - - - - - - - 374 Application Software Maint. dept 16 - (1,128) (1,128) - - - - - 375 Appraisal Fees dept 11 - - - - - - - - 376 Attorney - Boyle & Lowry dept 10 (379,360) (250,000) (250,000) (292,500) (295,425) (298,379) (301,363) (304,377) 377 Attorney - Boyle &Lowry dept 11 - - - - - - - - 378 Attorney - Boyle & Lowry dept 12 (8,850) (20,000) (20,000) - - - - - 379 Attorney - Boyle & Lowry dept 14 (1,350) (1,115) (1,115) - - - - - 380 Attorney - Boyle & Lowry dept 15 (15,064) (25,000) (25,000) (20,100) (20,301) (20,504) (20,709) (20,916) 381 Attorney - Boyle & Lowry dept 17 (3,100) (4,500) (4,500) - - - - - 382 Attorney - Boyle & Lowry dept 18 - - - - - - - - 383 Attorney - Boyle & Lowry dept 19 (200) - - - - - - - 384 Attorney - Boyle & Lowry dept 20 - (1,000) (1,000) - - - - - 385 Attorney - Boyle & Lowry dept 40-010 - - - (32,500) (32,825) (33,153) (33,485) (33,820) 386 Attorney - Goins&Underkofler dept 10 - (1,045) (1,045) - - - - - 387 Attorney - Goins&Underkofler dept 11 - - - - - - - - 388 Auditor dept 18 (22,140) (27,000) (27,000) (19,000) (19,190) (19,382) (19,576) (19,771) 389 Bank Charges dept 10 (6,004) (5,000) (5,000) (5,000) (5,050) (5,101) (5,152) (5,203) 390 Bank Charges dept 11 - - - - - - - - 391 Bank Charges dept 15 - - - - - - - - 392 Bank Service Charges dept 22 - - - - - - - - 393 Building Inspection dept 12 (49,770) (75,000) (75,000) (75,000) (75,750) (76,508) (77,273) (78,045) 394 Building Lease dept 13 - - - - - - - - 395 Capital Project Oper Impact dept 10 - - - - - - - - 396 Capital Project Oper Impact dept 16 - - - - (27,505) (29,819) (33,152) (33,152) 397 Capital Project Oper Impact dept 17 - - - - - - - - 398 Capital Project Oper Impact dept 18 - - - - - - - - 399 Capital Project Oper Impact dept 19 - - - - (25,799) (27,247) (28,856) (28,856) 400 Capital Project Oper Impact dept 20 - - - - (50,000) (50,000) (50,000) (50,000) 401 Codification dept 13 (2,567) (5,000) (5,000) (5,000) (5,050) (5,101) (5,152) (5,203) 402 Communication Services dept 14 (17,400) (17,250) (17,250) (17,400) (17,574) (17,750) (17,927) (18,107) 403 Community Services dept 10 - - - - - - - - 404 Community Services dept 11 - - - - - - - - 405 Community Services dept 13 - - - - - - - - 406 Consultant dept 13 - - - - - - - - 407 Consultant dept 17 - - - - - - - - 408 Consultant Fees dept 10 (5,439) (31,500) (31,500) (5,000) (5,050) (5,101) (5,152) (5,203) 409 Consultant Fees dept 11 - - - - - - - - 410 Consultant Fees dept 12 (53,321) (115,000) (115,000) (120,000) (121,200) (122,412) (123,636) (124,872) 411 Consultant Fees dept 14 - - - - - - - - 412 Consultant Fees dept 18 (7,000) (57,500) (57,500) (41,220) (41,632) (42,049) (42,469) (42,894) 413 Consultant Fees dept 12 - (11,300) (11,300) - - - - - 414 Contingency dept 10 - - - - - - - - 415 Contingency dept 11 - - - - - - - - 416 Contingency dept 12 - - - - - - - - 417 Contract Carpet Cleaning dept 26 - - - - - - - - 418 Contract Exterminator dept 17 (500) (1,500) (1,500) (1,500) (1,515) (1,530) (1,545) (1,561) 419 Contract Janitorial Service dept 26 - - - - - - - - 420 Contract Labor dept 11 - - - - - - - - 421 Contract Labor dept 12 - - - - - - - - 422 Contract Labor dept 14 - - - - - - - - 423 Contract Labor dept 15 - - - - - - - - 424 Contract Labor dept 18 - - - - - - - - 425 Contract Labor dept 21 - - - - - - - - 426 Contract Landscape dept 19 (12,395) (69,000) (69,000) (72,000) (72,720) (73,447) (74,182) (74,923) 427 Contract Landscape dept 26 - - - - - - - - 428 Contract Landscape -GW Farms dept 17 (12,800) - - - - - - - 429 Contract Sanitatin/Waste Remov dept 26 - - - - - - - - 430 Contract Security Monitoring dept 26 - - - - - - - - 431 Contract Services dept 10 (2,215) (25,000) (25,000) (20,400) (20,604) (20,810) (21,018) (21,228) 432 Contract Services dept 12 (20,174) (100,000) (100,000) - - - - - 433 Contract Services dept 14 (7,906) (9,890) - (9,800) (9,898) (9,997) (10,097) (10,198) 434 Contract Services dept 15 (1,299) (1,200) (1,200) (1,224) (1,236) (1,249) (1,261) (1,274) 435 Contract Services dept 15 (3,398) (4,260) (4,260) (5,740) (5,797) (5,855) (5,914) (5,973) Page 18 FIVE YEAR FINANCIAL FORECAST ALL MUNICIPAL FUNDS AUDITED ADOPTED REVISED LINE# FY 21 FY 22 FY22 436 Contract Services dept 18 (65,678) (50,000) (50,000) 437 Contract Services dept 19 (1,835) (30,000) (10,000) 438 Contract Services dept 20 (7,282) (30,000) (30,000) 439 Contract Services dept 21 (5,015) (10,000) (10,000) 440 Contract Services dept 26 - - - 441 Contract Sweeping/Washing dept 26 - - - 442 Contract Wastewater Treatment dept 17 - - - 443 Contract Window Cleaning dept 17 - (500) (500) 444 Contract Window Cleaning dept 26 - - - 445 Copier R&M/Supplies/Copy/Tax dept 18 - - - 446 Courier Service dept 10 - - - 447 Courier Service dept 11 - - - 448 Courier Service dept 12 - - - 449 Courier Service dept 13 - - - 450 Courier Service dept 14 - - - 451 Courier Service dept 16 - (1,000) (1,000) 452 Courier Service dept 17 - (25) (25) 453 Courier Service dept 18 - - - 454 Courier Service dept 21 - (100) (100) 455 Courier Service dept 26 - - - 456 Court Efficiency dept 15 - (450) (450) 457 Court Security dept 26 - - - 458 Court Technology dept 15 (21,730) (14,000) (14,000) 459 Credit Card Processing dept 10 - - - 460 Credit Card Processing dept 11 - - - 461 Credit Card Processing dept 15 (696) - - 462 Debt Settlement Legal dept 11 - - - 463 Duct Bank Engineering dept 11 - - - 464 Election Expense dept 13 (1,279) (14,000) (14,000) 465 Employee Physicals dept 11 - - - 466 Employee Physicals dept 14 (12,489) (19,800) (19,800) 467 EMS User Fee dept 14 (11,373) (12,000) (12,000) 468 Engineering dept 00 - - - 469 Engineering dept 10 - (150) (150) 470 Engineering dept 11 - - - 471 Engineering dept 12 (179,970) (50,000) (50,000) 472 Engineering dept 16 (9,845) (61,461) (61,461) 473 Engineering dept 17 (8,186) (5,000) (5,000) 474 Engineering dept 21 - - - 475 Entrada Design Services dept 10 - - - 476 Exterminator Service dept 14 (1,526) (1,500) (1,500) 477 Feasibility Studies dept 10 - (2,500) (2,500) 478 Feasibility Studies dept 11 - - - 479 Fees Tarrant County dept 13 - (4,500) (4,500) 480 FEMA Grant Exp (Federal 90%) dept 14 - - - 481 FEMA Grant Exp (WL 30%) dept 14 - - - 482 Filing Fees dept 18 - (750) (750) 483 Filing Fees dept 40-018 - - - 484 Financial Consultant dept 40-018 - - - 485 Fire/ EMS Cont Carpet Clean dept 17 - (2,000) (2,000) 486 Fire/EMS Complex Contract Ser dept 17 (6,230) (5,000) (5,000) 487 Fire/EMS Cont Janitorial Sew dept 17 (16,802) (15,000) (15,000) 488 Fire/EMS Cont Landscape -Civic dept 17 (40,236) (22,000) (22,000) 489 Fire/EMS Cont Security Monitor dept 17 (2,070) (2,000) (2,000) 490 Fire/EMS Cont Window Clean dept 17 - (5,000) (5,000) 491 Fire/EMS Security dept 17 (2,380) (2,500) (2,500) 492 Flex Plan Loss dept 10 - - - 493 FM1938 ROW Landscaping dept 16 (171) (6,428) (6,428) 494 GIS Fees dept 12 (7,020) (11,250) (11,250) 495 Grounds R&M dept 11 - - - 496 Hosted Web Applications dept 21 - (2,000) (2,000) 497 Intern Program dept 11 - - - 498 Judge Services/Fees dept 15 - (500) (500) 499 Keller Police Contract dept 14 - - - 500 Keller Police Contract dept 23 (981,026) (1,040,362) (1,040,362) 501 Landscape GW Farms dept 19 - - - 502 Landscape Planner dept 11 - - - 503 Legislative dept 10 - (5,000) (5,000) 504 Legislative dept 11 - - - 505 Main Bldg Cont Landscape -Civic dept 17 (2,170) (4,200) (4,200) 506 Maint Bldg Cont Janitorial dept 17 - (1,500) (1,500) 507 Maint Bldg Security dept 17 - - - 508 Maint Bldg Security Monitor dept 17 (420) (1,000) (1,000) 509 Maint. Bldg Cont Exterminator dept 17 (520) (1,500) (1,500) 510 Marketing & Promotions dept 17 - - - 511 Misc Legal dept 10 - - - 512 Misc Legal dept 11 - - - 513 Misc Legal dept 13 - - - 514 Misc. Engineering dept 11 - - - 515 Mobile Phone dept 11 (1,131) (660) (660) 516 Mobile Phone dept 12 - - - 517 Mobile Phone dept 14 (5,590) (6,280) (6,280) 518 Mobile Phone dept 15 (364) - - 519 Mobile Phone dept 17 (1,143) (1,285) (1,285) ® Projected Projected Projected Projected FY 24 FY 25 FY 26 FY 27 (15,000) (15,150) (15,302) (15,455) (15,609) (20,000) (20,200) (20,402) (20,606) (20,812) (6,200) (6,262) (6,325) (6,388) (6,452) (500) (505) (510) (515) (520) (1,500) (1,515) (1,530) (1,545) (1,561) (600) (606) (612) (618) (624) (15,730) (15,887) (16,046) (16,207) (16,369) (6,400) (6,464) (6,529) (6,594) (6,660) (19,800) (19,998) (20,198) (20,400) (20,604) (12,000) (12,120) (12,241) (12,364) (12,487) (150) (152) (153) (155) (156) (62,000) (62,620) (63,246) (63,879) (64,517) (5,000) (5,050) (5,101) (5,152) (5,203) (1,704) (1,721) (1,738) (1,756) (1,773) (4,500) (4,545) (4,590) (4,636) (4,683) (850) (859) (867) (876) (885) (113) (114) (115) (116) (117) (24,780) (25,028) (25,278) (25,531) (25,786) (2,000) (2,020) (2,040) (2,061) (2,081) (5,000) (5,050) (5,101) (5,152) (5,203) (17,000) (17,170) (17,342) (17,515) (17,690) (28,000) (28,280) (28,563) (28,848) (29,137) (2,000) (2,020) (2,040) (2,061) (2,081) (5,000) (5,050) (5,101) (5,152) (5,203) (2,500) (2,525) (2,550) (2,576) (2,602) (75,000) (75,750) (76,508) (77,273) (78,045) (11,250) (11,363) (11,476) (11,591) (11,707) (2,000) (2,020) (2,040) (2,061) (2,081) (500) (505) (510) (515) (520) (1,032,869) (1,043,198) (1,053,630) (1,064,166) (1,074,808) (4,200) (4,242) (4,284) (4,327) (4,371) (1,500) (1,515) (1,530) (1,545) (1,561) (1,000) (1,010) (1,020) (1,030) (1,041) (1,500) (1,515) (1,530) (1,545) (1,561) (6,500) (6,565) (6,631) (6,697) (6,764) (1,285) (1,298) (1,311) (1,324) (1,337) Page 19 FIVE YEAR FINANCIAL FORECAST ALL MUNICIPAL FUNDS AUDITED ADOPTED REVISED LINE# FY 21 FV 22 FV22 620 Mobile Phone dept 20 (741) (585) (585) 521 Mobile Phone dept 22 - - - 522 Mobile Phone dept 26 - - - 523 Mobile Phone dept 10 (1,544) - - 524 Mobile Phone dept 40-010 - - - 525 Moving Expense dept 11 - - - 526 Moving Expense dept 15 - - - 527 Payroll Expense dept 10 - - - 528 Payroll Expense dept 11 - - - 529 Payroll Expense dept 19 - - - 530 Payroll Expense dept 20 - - - 531 Payroll Expense dept 21 - (500) (500) 532 PID Assessment dept 10 - (26,380) (26,380) 533 Planners Fees dept 11 - - - 534 Pre -Employment Physicals dept 11 - - - 535 Pre -Employment Physicals dept 14 (852) (3,500) (3,500) 536 Pre -Employment Physicals dept 15 - - - 537 Pre -Employment Testing dept 11 - - - 538 Pre -Employment Testing dept 14 (1,057) (3,000) (3,000) 539 Pre -Employment Testing dept 15 - - - 540 Pre -Employment Testing dept 18 - - - 541 Pre -Employment Testing dept 21 - (300) (300) 542 Printing dept 10 - - - 543 Printing dept 11 - - - 544 Printing dept 12 (69) (3,750) (3,750) 545 Printing dept 13 - - - 546 Printing dept 14 (346) (610) (610) 547 Printing dept 15 (1,631) (1,200) (1,200) 548 Printing dept 15 - - - 549 Printing dept 16 - - - 550 Printing dept 17 (35) (25) (25) 551 Printing dept 18 (709) (600) (600) 552 Printing dept 19 - (1,500) (1,500) 553 Printing dept 21 - (500) (500) 554 Printing dept 22 (107) (225) (225) 555 Printing dept 26 - - - 556 Printing Covid-19 dept 19 - - - 557 Property Tax Appraisal Fees dept 10 (12,521) (15,260) (15,260) 558 Records Management dept 10 (35,210) (75,325) (75,325) 559 Records Management dept 11 - - - 560 Records Management dept 13 - (3,265) (3,265) 561 Records Management dept 40-010 - - - 562 Resident Appreciation dept 10 (8,981) (10,000) (10,000) 563 Resident Survey dept 10 - (10,000) (10,000) 564 Resident Survey dept 11 - - - 565 Resident Survey dept 40-010 - - - 566 Row Tree Removal dept 16 (375) (1,875) (1,875) 567 Sanitation/Waste Removal dept 17 (1,554) (1,075) (1,075) 568 Security dept 14 - (2,000) (2,000) 569 Security dept 15 - (500) (500) 570 Security Expense dept 15 - (600) (600) 571 Spec Event -Employee Retir dept 10 - (2,500) (2,500) 572 Special Events dept 11 - - - 573 Special Events dept 14 (4,265) - - 574 Special Events dept 18 - - - 575 Special Events dept 19 (158) (3,000) (3,000) 576 Special Events dept 40-010 - - - 577 Special Events -Employee Apprec dept 10 (11,509) (20,000) (20,000) 578 Sponshorship Expense dept 10 - - - 579 Street Drainage dept 16 (19,230) (45,000) (45,000) 580 STW Software Maintenance dept 10 - (18,000) (18,000) 581 STW Software Maintenance dept 18 (2,436) (7,000) (7,000) 582 STW Software Maintenance dept 20 (181) (4,015) (4,015) 583 STW Software Maintenance dept 21 - (2,500) (2,500) 584 STW Software Maintenance dept 40-010 - - - 585 System Admin & Support Service dept 20 (25,251) (57,615) (57,615) 586 System Admin & Support Service dept 40-020 - - - 587 Technology Consultant - IT Fee dept 20 - - - 588 Town- Security Expense dept 17 - - - 589 Town Contract Carpet Cleaning dept 17 - (2,000) (2,000) 590 Town Contract Janitorial Sew dept 17 - (6,000) (6,000) 591 Town Contract Janitorial Sew (COVID-19) dept 17 - - - 592 Town Contract Landscape -Civic dept 17 - (3,000) (3,000) 593 Town Contract Security Monitor dept 17 - (1,000) (1,000) 594 Town Contract Services dept 17 (8,735) (10,500) (10,500) 595 Town Contract Sweeping/Washing dept 17 - - - 596 Town Contract Window Cleaning dept 17 - (300) (300) 597 Town Exterminator Service dept 17 (455) (300) (300) 598 Town Security Expense dept 10 - - - 599 Traffic Services dept 11 - - - 600 Traffic Services dept 16 - (3,000) (3,000) 601 Tree Farm Expense dept 19 (13,015) (50,000) (50,000) 602 Tree Mitigation Expense dept 12 - - - 603 Website Development/Maintenanc dept 20 (6,563) (7,000) (7,000) ® Projected I Projected Projected Projected FY 24 FV 25 FY 26 FV 27 (1,707) (1,724) (1,741) (1,759) (1,776) (500) (505) (510) (515) (520) (25,158) (25,410) (25,664) (25,920) (26,180) (3,500) (3,535) (3,570) (3,606) (3,642) (3,000) (3,030) (3,060) (3,091) (3,122) (300) (303) (306) (309) (312) (500) (505) (510) (515) (520) (610) (616) (622) (628) (635) (3,580) (3,616) (3,652) (3,688) (3,725) (100) (101) (102) (103) (104) (25) (25) (26) (26) (26) (1,605) (1,621) (1,637) (1,654) (1,670) (1,500) (1,515) (1,530) (1,545) (1,561) (750) (758) (765) (773) (780) (5,000) (5,050) (5,101) (5,152) (5,203) (15,700) (15,857) (16,016) (16,176) (16,337) (25,000) (25,250) (25,503) (25,758) (26,015) (3,265) (3,298) (3,331) (3,364) (3,398) (25,000) (25,250) (25,503) (25,758) (26,015) (7,500) (7,575) (7,651) (7,727) (7,805) (10,000) (10,100) (10,201) (10,303) (10,406) (2,500) (2,525) (2,550) (2,576) (2,602) (1,075) (1,086) (1,097) (1,108) (1,119) (5,000) (5,050) (5,101) (5,152) (5,203) (500) (505) (510) (515) (520) (6,450) (6,515) (6,580) (6,645) (6,712) (2,500) (2,525) (2,550) (2,576) (2,602) (3,000) (3,030) (3,060) (3,091) (3,122) (12,500) (12,625) (12,751) (12,879) (13,008) (12,500) (12,625) (12,751) (12,879) (13,008) (45,000) (45,450) (45,905) (46,364) (46,827) (29,441) (29,735) (30,032) (30,333) (30,636) (1,550) (1,565) (1,581) (1,596) (1,612) (40,500) (40,905) (41,314) (41,727) (42,144) (40,500) (40,905) (41,314) (41,727) (42,144) (2,000) (2,020) (2,040) (2,061) (2,081) (6,000) (6,060) (6,121) (6,182) (6,244) (1,000) (1,010) (1,020) (1,030) (1,041) (10,500) (10,605) (10,711) (10,818) (10,926) (300) (303) (306) (309) (312) (300) (303) (306) (309) (312) (3,500) (3,535) (3,570) (3,606) (3,642) (100,000) (101,000) (102,010) (103,030) (104,060) (1,500) (1,515) (1,530) (1,545) (1,561) Page 20 RETURN TO TABLE OF CONTENTS FIVE YEAR FINANCIAL FORECAST ALL MUNICIPAL FUNDS AUDITED ADOPTED REVISED LINE# FY 21 FV 22 FV22 604 Westlake Academy Foundation dept 10 (69,872) (68,000) (68,000) 605 Westlake Academy Foundation dept 40-010 - - - 606 Total Service Expenditures (2,253,830) (2,755,694) (2,745,804) 607 608 Books & Printed Materials dept 15 (110) (300) (300) 609 Market & Promotions dept 14 - - - 610 Building Supplies dept 26 - - - 611 Building Supplies dept 10 (6,854) (7,000) (7,000) 612 Building Supplies dept 17 (22) (1,000) (1,000) 613 Building Supplies dept 17 - (1,000) (1,000) 614 Building Supplies dept 17 (64) (2,000) (2,000) 615 Building Supplies dept 17 (3,483) (3,500) (3,500) 616 Chemical Supplies dept 26 - - - 617 Chemical Supplies dept 17 - (1,000) (1,000) 618 Cleaning Supplies dept 14 (1,817) (5,000) (5,000) 619 Cleaning Supplies dept 15 (83) (100) (100) 620 Cleaning Supplies dept 26 - - - 621 Cleaning Supplies dept 17 - (500) (500) 622 Cleaning Supplies dept 17 - (325) (325) 623 Communication Supplies dept 17 - - - 624 Computer Eqpmt/Software dept 10 (482) - - 625 Computer Eqpmt/Software dept 11 (2,221) (1,000) (1,000) 626 Computer Eqpmt/Software dept 12 (5,108) (18,600) (18,600) 627 Computer Egpmt/Software dept 13 (1,625) (870) (870) 628 Computer Eqpmt/Software dept 14 (11,693) (17,335) (17,335) 629 Computer Eqpmt/Software dept 15 (0) (1,000) (1,000) 630 Computer Eqpmt/Software dept 15 (299) (540) (540) 631 Computer Eqpmt/Software dept 16 (1,045) (30,000) (30,000) 632 Computer Eqpmt/Software dept 18 (2,066) (4,000) (4,000) 633 Computer Eqpmt/Software dept 19 (2,271) (2,500) (2,500) 634 Computer Eqpmt/Software dept 20 (8,468) (7,500) (7,500) 635 Computer Eqpmt/Software dept 21 (5,389) (5,500) (5,500) 636 Computer Eqpmt/Software dept 22 (273) (6,000) (6,000) 637 Computer Eqpmt/Software dept 17 (1,010) (1,875) (1,875) 638 Computer Eqpmt/Software dept 40-018 - - - 639 Copier R&M/Supplies/Copy/Tax dept 10 (15,321) (15,000) (15,000) 640 Copier R&M/Supplies/Copy/Tax dept 11 - - - 641 Copier R&M/Supplies/Copy/Tax dept 13 - - - 642 Copier R&M/Supplies/Copy/Tax dept 14 (2,895) - - 643 Copier R&M/Supplies/Copy/Tax dept 15 - - - 644 Copier R&M/Supplies/Copy/Tax dept 40-010 - - - 645 Council Meeting Expense dept 11 - - - 646 Donations dept 11 - - - 647 Electrical Supplies dept 26 - - - 648 Electrical Supplies dept 17 - (1,000) (1,000) 649 Electrical Supplies dept 17 - (440) (440) 650 Facility Supplies dept 14 (6,933) (10,000) (10,000) 651 Facility Supplies dept 26 - - - 652 Fencing Supplies dept 17 - (1,000) (1,000) 653 Firefighter Supplies dept 14 (3,944) (4,600) (4,600) 654 Ground Supplies dept 17 - (5,000) (5,000) 655 Ground Supplies dept 26 - - - 656 Ground Supplies dept 17 - (1,300) (1,300) 657 Ground Supplies dept 17 (194) (628) (628) 658 Hospitality Items dept 11 - - - 659 Hospitality Items dept 14 (818) (1,000) (1,000) 660 Hospitality Items dept 15 (139) (500) (500) 661 Hospitality Items dept 15 - - - 662 Hospitality Items dept 17 (624) (1,000) (1,000) 663 Hospitality Items dept 19 - (1,200) (1,200) 664 Hospitality Items dept 21 - (1,000) (1,000) 665 Hospitality Items dept 22 - - - 666 HVAC Supplies dept 17 (150) (1,000) (1,000) 667 HVAC Supplies dept 26 - - - 668 HVAC Supplies dept 17 - (750) (750) 669 HVAC Supplies dept 17 - (800) (800) 670 Lamp/Bulb Supplies dept 17 - (1,500) (1,500) 671 Lamp/Bulb Supplies dept 26 - - - 672 Lamp/Bulb Supplies dept 17 - (1,000) (1,000) 673 Lamp/Bulb Supplies dept 17 - (315) (315) 674 Maint Bldg Office Supplies dept 17 (122) - - 675 Medical Supplies dept 14 (19,221) (14,615) (14,615) 676 Meeting Expense dept 10 (7,481) (5,500) (5,500) 677 Meeting Expense dept 12 (42) (125) (125) 678 Meeting Expense dept 13 - - - 679 Misc Hand Tools dept 17 - (1,000) (1,000) 680 Misc Hand Tools dept 12 - - - 681 Misc Hand Tools dept 14 - (350) (350) 682 Misc Hand Tools dept 16 (1,501) (750) (750) 683 Misc Hand Tools dept 26 - - - 684 Misc Hand Tools dept 17 (5) (600) (600) 685 Misc. Expense dept 10 (1,596) (8,000) (8,000) 686 Misc. Expense dept 11 - - - 687 Misc. Expense dept 12 - - - ® Projected Projected Projected Projected FY 24 FV 25 FY 26 FV 27 (68,744) (69,431) (70,126) (70,827) (71,535) (2,670,474) (2,800,483) (2,831,217) (2,863,400) (2,890,914) (8,700) (8,787) (8,875) (8,964) (9,053) (1,000) (1,010) (1,020) (1,030) (1,041) (1,000) (1,010) (1,020) (1,030) (1,041) (2,000) (2,020) (2,040) (2,061) (2,081) (3,500) (3,535) (3,570) (3,606) (3,642) (1,000) (1,010) (1,020) (1,030) (1,041) (5,000) (5,050) (5,101) (5,152) (5,203) (100) (101) (102) (103) (104) (500) (505) (510) (515) (520) (325) (328) (332) (335) (338) (2,500) (2,525) (2,550) (2,576) (2,602) (21,600) (21,816) (22,034) (22,255) (22,477) (870) (2,500) (1,500) (896) (905) (18,272) (18,455) (18,639) (18,826) (19,014) (1,000) (1,010) (1,020) (1,030) (1,041) (1,000) (1,010) (1,020) (1,030) (1,041) (3,500) (3,535) (3,570) (3,606) (3,642) (13,035) (13,165) (13,297) (13,430) (13,564) (2,500) (2,525) (2,550) (2,576) (2,602) (3,750) (3,788) (3,825) (3,864) (3,902) (2,500) (2,525) (2,550) (2,576) (2,602) (2,600) (2,626) (2,652) (2,679) (2,706) (2,633) (2,659) (2,685) (2,712) (2,739) (14,124) (14,265) (14,408) (14,552) (14,697) (3,531) (3,566) (3,602) (3,638) (3,674) (1,000) (1,010) (1,020) (1,030) (1,041) (440) (444) (449) (453) (458) (11,000) (11,110) (11,221) (11,333) (11,447) (1,000) (1,010) (1,020) (1,030) (1,041) (4,600) (4,646) (4,692) (4,739) (4,787) (5,000) (5,050) (5,101) (5,152) (5,203) (1,300) (1,313) (1,326) (1,339) (1,353) (628) (634) (641) (647) (653) (1,500) (1,515) (1,530) (1,545) (1,561) (1,000) (1,010) (1,020) (1,030) (1,041) (1,000) (1,010) (1,020) (1,030) (1,041) (750) (758) (765) (773) (780) (800) (808) (816) (824) (832) (1,500) (1,515) (1,530) (1,545) (1,561) (1,000) (1,010) (1,020) (1,030) (1,041) (315) (318) (321) (325) (328) (16,000) (16,160) (16,322) (16,485) (16,650) (6,500) (6,565) (6,631) (6,697) (6,764) (1,000) (1,010) (1,020) (1,030) (1,041) (350) (354) (357) (361) (364) (1,200) (1,212) (1,224) (1,236) (1,249) (600) (606) (612) (618) (624) (6,000) (6,060) (6,121) (6,182) (6,244) Page 21 FIVE YEAR FINANCIAL FORECAST ALL MUNICIPAL FUNDS AUDITED ADOPTED REVISED Projected Projected Projected Projected LINE # FY 21 FY 22 FY 22 FY 24 FY 25 FY 26 FY 27 688 Misc. Expense dept 13 - (300) (300) (300) (301) (102) (303) (104) 689 Misc. Expense dept 14 - (300) (300) (300) (303) (306) (309) (312) 690 Misc. Expense dept 15 - - - - - - - - 691 Misc. Expense dept 16 - (40) (40) (40) (40) (41) (41) (42) 692 Misc. Expense dept 17 - (435) (435) (435) (439) (444) (448) (453) 693 Misc. Expense dept 18 - - - (330) (313) (317) (320) (323) 694 Misc. Expense dept 19 (80) - - - - - - - 695 Misc. Expense dept 21 (49) (50) (50) (100) (101) (102) (103) (104) 696 Misc. Expense dept 26 - - - - - - - - 697 Misc. Expense dept 40-018 - - - (225) (227) (229) (232) (234) 698 Misc. Supplies dept 14 - (50) (50) (50) (51) (51) (52) (52) 699 Misc. Supplies dept 15 - (500) (500) (500) (505) (510) (515) (520) 700 Office Equipment dept 12 - - - - - - - - 701 Office Equipment dept 18 - - - - - - - - 702 Office Furniture dept 12 - - - - - - - - 703 Office Furniture dept 21 - - - - - - - - 704 Office Supplies dept 10 (6,645) (6,500) (6,500) (4,400) (4,444) (4,488) (4,533) (4,579) 705 Office Supplies dept 11 (174) (750) (750) (1,000) (1,010) :1,020) (1,030) (1,041) 706 Office Supplies dept 12 (1,078) (1,800) (1,800) (1,200) (1,212) (1,224) (1,236) (1,249) 707 Office Supplies dept 13 (64) (1,000) (1,000) (1,000) (1,010) (1,020) (1,030) (1,041) 708 Office Supplies dept 14 (1,110) (2,500) (2,500) (2,000) (2,020) (2,040) (2,061) (2,081) 709 Office Supplies dept 15 (1,284) (2,000) (2,000) (3,000) (3,030) (3,060) (3,091) (3,122) 710 Office Supplies dept 15 (925) (200) (200) (200) (202) (204) (206) (208) 711 Office Supplies dept 15 (312) (200) (200) (200) (202) (204) (206) (208) 712 Office Supplies dept 16 (87) (585) (585) (585) (591) (597) (603) (609) 713 Office Supplies dept 18 (847) (2,750) (2,750) (1,321) (1,334) (1,347) (1,361) (1,375) 714 Office Supplies dept 19 (35) (45) (45) (45) (45) (46) (46) (47) 715 Office Supplies dept 20 (2,669) (3,520) (3,520) (3,520) (3,555) (3,591) (3,627) (3,663) 716 Office Supplies dept 21 (342) (1,000) (1,000) (750) (758) (765) (773) (780) 717 Office Supplies dept 22 (106) (400) (400) (400) (404) (408) (412) (416) 718 Office Supplies dept 26 - - - - - - - - 719 Office Supplies dept 17 - (410) (410) (410) (414) (418) (422) (427) 720 Office Supplies dept 40-010 - - - (1,100) (1,111) (1,122) (1,133) (1,145) 721 Office Supplies dept 40-018 - - - (926) (935) (945) (954) (964) 722 Painting Supplies dept 17 (75) (1,000) (1,000) (1,000) (1,010) (1,020) (1,030) (1,041) 723 Painting Supplies dept 18 - - - - - - - - 724 Painting Supplies dept 19 (4) (1,500) (1,500) (1,500) (1,515) (1,530) (1,545) (1,561) 725 Painting Supplies dept 26 - - - - - - - - 726 Painting Supplies dept 17 - (375) (375) (375) (379) (383) (386) (390) 727 Postage & Supplies dept 12 - - - - - - - - 728 Postage & Supplies dept 10 (472) (1,225) (1,225) (3,760) (3,798) (3,836) (3,874) (3,913) 729 Postage & Supplies dept 11 - - - - - - - - 730 Postage & Supplies dept 13 - - - - - - - - 731 Postage & Supplies dept 14 (84) (260) (260) - - - - - 732 Postage & Supplies dept 15 (4,389) (4,000) (4,000) - - - - - 733 Postage & Supplies dept 17 - (35) (35) - - - - - 734 Postage & Supplies dept 18 - - - - - - - - 735 Postage & Supplies dept 19 - - - - - - - - 736 Postage & Supplies dept 40-010 - - - (940) (949) (959) (968) (978) 737 Recreation Supplies dept 19 (20) (2,500) (2,500) (2,500) (2,525) (2,550) (2,576) (2,602) 738 Safety Supplies dept 14 (1,427) (2,175) (2,175) (2,175) (2,197) (2,219) (2,241) (2,263) 739 Safety Supplies dept 17 - (500) (500) (500) (505) (510) (515) (520) 740 Safety Supplies dept 26 - - - - - - - - 741 Safety Supplies dept 17 - (140) (140) (140) (141) (143) (144) (146) 742 Sanitation Supplies dept 17 - - - - - - - - 743 Security Supplies dept 17 - (2,500) (2,500) (2,500) (2,525) (2,550) (2,576) (2,602) 744 Security Supplies dept 17 - (800) (800) (800) (808) (816) (824) (832) 745 Security Supplies dept 26 - - - - - - - - 746 Security Supplies dept 17 - (500) (500) (390) (394) (398) (402) (406) 747 Special Events dept 22 - - - - - - - - 748 Street Supplies dept 16 - - - - - - - - 749 Audio Visual Equipment & Software dept 20 - - (115,000) - - - - - 750 Uniforms dept 10 (65) - - - - - - - 751 Uniforms dept 11 - - - - - - - - 752 Uniforms dept 12 (315) (500) (500) - - - - - 753 Uniforms dept 13 (95) (100) (100) (100) (101) (102) (103) (104) 754 Uniforms dept 14 (34,581) (35,000) (35,000) (35,000) (35,350) (35,704) (36,061) (36,421) 755 Uniforms dept 15 (399) (400) (400) (600) (606) (612) (618) (624) 756 Uniforms dept 15 (1,488) (1,500) (1,500) (1,500) (1,515) (1,530) (1,545) (1,561) 757 Uniforms dept 15 - (300) (300) (350) (354) (357) (361) (364) 758 Uniforms dept 16 (1,573) (850) (850) (1,300) (1,313) (1,326) (1,339) (1,353) 759 Uniforms dept 17 (665) (500) (500) (1,000) (505) (510) (515) (520) 760 Uniforms dept 18 - - - (175) (177) (179) (180) (182) 761 Uniforms dept 19 (254) (800) (800) (500) (505) (510) (515) (520) 762 Uniforms dept 20 (25) (500) (500) (1,000) (1,010) (1,020) (1,030) (1,041) 763 Uniforms dept 21 - (100) (100) (300) (303) (306) (309) (312) 764 Uniforms dept 22 - - - - - - - - 765 Uniforms dept 26 - - - - - - - - 766 Vehicle Fuel dept 10 - - - - - - - - 767 Vehicle Fuel dept 11 - - - - - - - - 768 Vehicle Fuel dept 12 - - - - - - - - 769 Vehicle Fuel dept 14 (12,678) (17,260) (17,260) (17,260) (17,433) (17,607) (17,783) (17,961) 770 Vehicle Fuel dept 15 (797) - - - - - - - 771 Vehicle Fuel dept 15 (552) (1,650) (1,650) (1,650) (1,667) (1,683) (1,700) (1,717) Page 22 FIVE YEAR FINANCIAL FORECAST ALL MUNICIPAL FUNDS AUDITED ADOPTED REVISED LINE# FY 21 FY 22 FY 22 772 Vehicle Fuel dept 16 (5,575) (4,500) (4,500) 773 Vehicle Fuel dept 17 (905) (1,500) (1,500) 774 Vehicle Fuel dept 19 (905) (1,500) (11500) 775 Vehicle Fuel dept 26 - - - 776 Warning Devices dept 16 - - - 777 Water Treatment Supplies dept 17 - (100) (100) 778 Weapons/Accessories dept 14 - - - 779 Westlake Academy Expense dept 22 (6,319) (9,600) (9,600) 780 Westlake Academy Expense dept 40-022 - - - 781 Marketing dept 15 - (550) (550) 782 Weapons dept 15 (252) (400) (400) 783 Office Supplies dept 18 - - - 784 Postage & Supplies dept 11 - - - 785 Cleaning Supplies -COVID-19 dept 14 (18) - - 786 Medical Supplies -COVID-19 dept 14 (506) - - 787 Office Supplies-COVID-19 dept 15 - - - 788 Office Supplies -COVID-19 dept 22 - - - 789 Town Cleaning Supplies (COVID-19) dept 17 - - - 790 Town Safety Supplies(COVID-19) dept 17 - - - 791 Maint. Bldg Supplies (COVID-19) dept 17 - - - 792 Town Office Supplies (COVID-19) dept 17 (80) - - 793 Miscellaneous Expenditure dept 19 (80) - - 794 Computer Equipment/Software (COVID-19) dept 20 (19,324) - - 795 Total Supply Expenditures (225,100) (318,673) (433,673) 796 797 Association Dues dept 11 - - - 798 CVB Membership dept 11 - - - 799 Spousal Travel Allowance dept 11 - - - 800 Travel Airfare dept 10 - - - 801 Travel Airfare dept 11 - (2,000) (2,000) 802 Travel Airfare dept 12 - - - 803 Travel Airfare dept 13 - (200) (200) 804 Travel Airfare dept 14 (335) (2,050) (2,050) 805 Travel Airfare dept 15 - (800) (800) 806 Travel Airfare dept 15 - - - 807 Travel Airfare dept 15 - - - 808 Travel Airfare dept 16 - (2,000) (2,000) 809 Travel Airfare dept 18 - (1,300) (1,300) 810 Travel Airfare dept 21 - (600) (600) 811 Travel Airfare dept 22 - (250) (250) 812 Travel Car Rental/Parking dept 10 - - - 813 Travel Car Rental/Parking dept 11 - (1,000) (1,000) 814 Travel Car Rental/Parking dept 12 (16) (25) (25) 815 Travel Car Rental/Parking dept 13 - (65) (65) 816 Travel Car Rental/Parking dept 14 - (570) (570) 817 Travel Car Rental/Parking dept 15 - (200) (200) 818 Travel Car Rental/Parking dept 15 - - - 819 Travel Car Rental/Parking dept 15 - - - 820 Travel Car Rental/Parking dept 16 - (500) (500) 821 Travel Car Rental/Parking dept 17 - (1,125) (1,125) 822 Travel Car Rental/Parking dept 18 - (300) (300) 823 Travel Car Rental/Parking dept 21 - (300) (300) 824 Travel Car Rental/Parking dept 22 - (276) (276) 825 Travel Car Rental/Parking dept 26 - - - 826 Travel Car Rental/Parking dept 40-018 - - - 827 Travel Car Rental/Parking dept 40-022 - - - 828 Travel Lodging dept 10 - - - 829 Travel Lodging dept 11 - (5,000) (5,000) 830 Travel Lodging dept 12 - (100) (100) 831 Travel Lodging dept 13 - (540) (540) 832 Travel Lodging dept 14 (1,874) (1,865) (1,865) 833 Travel Lodging dept 15 - (1,500) (1,500) 834 Travel Lodging dept 15 - - - 835 Travel Lodging dept 15 - (150) (150) 836 Travel Lodging dept 16 - (2,000) (2,000) 837 Travel Lodging dept 17 (31) (1,500) (1,500) 838 Travel Lodging dept 18 - (1,720) (1,720) 839 Travel Lodging dept 19 - (2,000) (2,000) 840 Travel Lodging dept 20 - (1,350) (1,350) 841 Travel Lodging dept 21 - (500) (500) 842 Travel Lodging dept 22 (483) (901) (901) 843 Travel Lodging dept 40-018 - - - 844 Travel Lodging dept 40-022 - - - 845 Travel Meals dept 10 - - - 846 Travel Meals dept 11 (122) (1,900) (1,900) 847 Travel Meals dept 12 (12) (250) (250) 848 Travel Meals dept 13 - (100) (100) 849 Travel Meals dept 14 (119) (600) (600) 850 Travel Meals dept 15 - (1,550) (1,550) 851 Travel Meals dept 15 - (200) (200) 852 Travel Meals dept 15 - (200) (200) 853 Travel Meals dept 17 (27) (1,830) (1,830) 854 Travel Meals dept 18 - (345) (345) 855 Travel Meals dept 20 (42) (115) (115) •• �•• Projected Projected Projected Projected 124 FY 25 FY 26 FY 27 (4,500) (4,545) (4,590) (4,636) (4,683) (1,500) (1,515) (1,530) (1,545) (1,561) (11500) (1,515) :1,530) (1,545) (1,561) (3,600) (3,636) (3,672) (3,709) (3,746) (100) (101) (102) (103) (104) (9,600) (9,696) (9,793) (9,891) (9,990) (550) (550) (550) (550) (550) (300) (300) (300) (300) (300) (9,826) - - - - (313,431) (306,632) (309,690) (312,778) (315,898) (5,000) (5,050) (5,101) (5,152) (5,203) (500) (505) (510) (515) (520) (4,000) (4,040) (4,080) (4,121) (4,162) (2,050) (2,071) (2,091) (2,112) (2,133) (250) (253) (255) (258) (260) (2,000) (2,020) (2,040) (2,061) (2,081) (600) (606) (612) (618) (624) (250) (253) (255) (258) (260) (1,500) (1,515) (1,530) (1,545) (1,561) (200) (202) (204) (206) (208) (65) (66) (66) (67) (68) (1,010) (1,020) (1,030) (1,041) (1,051) (175) (177) (179) (180) (182) (500) (505) (510) (515) (520) (1,125) (1,136) (1,148) (1,159) (1,171) (15) (15) (15) (15) (16) (500) (505) (510) (515) (520) (100) (101) (102) (103) (104) (10) (10) (10) (10) (10) (160) (162) (163) (165) (166) (6,000) (6,060) (6,121) (6,182) (6,244) (1,000) (1,010) (1,020) (1,030) (1,041) (540) (545) (551) (556) (562) (6,400) (6,464) (6,529) (6,594) (6,660) (1,950) (1,970) (1,989) (2,009) (2,029) (150) (152) (153) (155) (156) (2,000) (2,020) (2,040) (2,061) (2,081) (1,500) (1,515) (1,530) (1,545) (1,561) (3,205) (3,237) (3,270) (3,302) (3,335) (2,000) (2,020) (2,040) (2,061) (2,081) (1,350) (1,364) (1,377) (1,391) (1,405) (1,500) (1,515) (1,530) (1,545) (1,561) (1,575) (1,591) (1,607) (1,623) (1,639) (1,878) (1,897) (1,916) (1,935) (1,954) (1,800) (1,818) (1,836) (1,855) (1,873) (2,200) (2,222) (2,244) (2,267) (2,289) (250) (253) (255) (258) (260) (100) (101) (102) (103) (104) (1,750) (1,768) (1,785) (1,803) (1,821) (1,110) (1,121) (1,132) (1,144) (1,155) (260) (263) (265) (268) (271) (1,830) (1,848) (1,867) (1,885) (1,904) (857) (866) (874) (883) (892) (115) (116) (117) (118) (120) Page 23 FIVE YEAR FINANCIAL FORECAST ALL MUNICIPAL FUNDS AUDITED ADOPTED REVISED LINE# FY 21 FV 22 FV 22 856 Travel Meals dept 21 - (300) (300) 857 Travel Meals dept 22 (153) (300) (300) 858 Travel Meals dept 26 - - - 859 Travel Meals dept 40-018 - - - 860 Travel Meals dept 40-022 - - - 861 Travel Mileage dept 10 - (450) (450) 862 Travel Mileage dept 11 - - - 863 Travel Mileage dept 12 - (200) (200) 864 Travel Mileage dept 13 - (200) (200) 865 Travel Mileage dept 14 (29) (505) (505) 866 Travel Mileage dept 15 - (1,940) (1,940) 867 Travel Mileage dept 15 - - - 868 Travel Mileage dept 15 - (460) (460) 869 Travel Mileage dept 17 (138) (2,315) (2,315) 870 Travel Mileage dept 18 (61) (600) (600) 871 Travel Mileage dept 19 - - - 872 Travel Mileage dept 20 (237) (1,000) (1,000) 873 Travel Mileage dept 21 - (150) (150) 874 Travel Mileage dept 22 (234) (700) (700) 875 Travel Mileage dept 26 - - - 876 Travel Mileage dept 40-018 - - - 877 Travel Mileage dept 40-022 - - - 878 LEAD HPO Training dept 10 (17,600) (25,000) (25,000) 879 Training/Seminars/Meetings dept 10 (13,762) (10,000) (10,000) 880 Training/Seminars/Meetings dept 11 (12,045) (10,000) (10,000) 881 Training/Seminars/Meetings dept 12 (2,070) (2,000) (2,000) 882 Training/Seminars/Meetings dept 13 (4,549) (1,450) (1,450) 883 Training/Seminars/Meetings dept 14 (12,331) (16,800) (16,800) 884 Training/Seminars/Meetings dept 15 (762) (1,600) (1,600) 885 Training/Seminars/Meetings dept 15 (520) (515) (515) 886 Training/Seminars/Meetings dept 15 (175) (375) (375) 887 Training/Seminars/Meetings dept 16 (863) (2,500) (2,500) 888 Training/Seminars/Meetings dept 17 (403) (2,000) (2,000) 889 Training/Seminars/Meetings dept 18 (3,735) (5,000) (5,000) 890 Training/Seminars/Meetings dept 19 (96) (2,000) (2,000) 891 Training/Seminars/Meetings dept 20 (2,582) (8,000) (8,000) 892 Training/Seminars/Meetings dept 21 (996) (6,800) (6,800) 893 Training/Seminars/Meetings dept 22 (1,005) (3,800) (3,800) 894 Training/Seminars/Meetings dept 26 - - - 895 Training/Seminars/Meetings dept 40-018 - - - 896 Training/Seminars/Meetings dept 40-022 - - - 897 Prevention & Education dept 14 (1,945) (2,000) (2,000) 898 Dues & Subscriptions dept 10 (2,522) (3,000) (3,000) 899 Dues & Subscriptions dept 11 (5,061) (7,000) (7,000) 900 Dues & Subscriptions dept 12 (1,446) (1,600) (1,600) 901 Dues & Subscriptions dept 13 (400) (690) (690) 902 Dues & Subscriptions dept 14 (23,010) (31,000) (31,000) 903 Dues & Subscriptions dept 15 (610) (400) (400) 904 Dues & Subscriptions dept 15 (232) (490) (490) 905 Dues & Subscriptions dept 15 (55) (100) (100) 906 Dues & Subscriptions dept 16 (238) (581) (581) 907 Dues & Subscriptions dept 17 (265) (1,000) (1,000) 908 Dues & Subscriptions dept 18 (5,887) (6,500) (6,500) 909 Dues & Subscriptions dept 19 (100) (2,250) (2,250) 910 Dues & Subscriptions dept 20 (231) (650) (650) 911 Dues & Subscriptions dept 21 (3,693) (9,000) (9,000) 912 Dues & Subscriptions dept 22 (937) (1,000) (1,000) 913 Dues & Subscriptions dept 26 - - - 914 Dues & Subscriptions dept 40-010 - - - 915 Dues & Subscriptions dept 40-018 - - - 916 Dues & Subscriptions dept 40-022 - - - 917 Books & Printed Materials dept 10 (227) (2,000) (2,000) 918 Books & Printed Materials dept 11 (209) (150) (150) 919 Books & Printed Materials dept 12 (103) (350) (350) 920 Books & Printed Materials dept 13 - (550) (550) 921 Books & Printed Materials dept 14 (756) (875) (875) 922 Books & Printed Materials dept 15 - - - 923 Books & Printed Materials dept 15 - - - 924 Books & Printed Materials dept 16 - - - 925 Books & Printed Materials dept 17 - (500) (500) 926 Books & Printed Materials dept 18 - (1,350) (1,350) 927 Books & Printed Materials dept 21 - (350) (350) 928 Books & Printed Materials dept 22 (190) (200) (200) 929 Books & Printed Materials dept 26 - - - 930 Books & Printed Materials dept 40-018 - - - 931 Licenses/Registrations dept 10 - - - 932 Licenses/Registrations dept 11 (4) - - 933 Licenses/Registrations dept 12 - - - 934 Licenses/Registrations dept 13 - (150) (150) 935 Licenses/Registrations dept 14 (5,192) (4,570) (4,570) 936 Licenses/Registrations dept 15 - - - 937 Licenses/Registrations dept 17 (34) (50) (50) 938 Licenses/Registrations dept 21 - (1,000) (1,000) 939 Licenses/Registrations dept 26 - - - ® Projected I Projected Projected Projected FY 24 FV 25 FY 26 FV 27 (500) (505) (510) (515) (520) (250) (253) (255) (258) (260) (488) (493) (498) (503) (51 (250) (253) (255) (258) (260) (100) (101) (102) (103) (104) (400) (404) (408) (412) (416) (200) (202) (204) (206) (208) (1,000) (1,010) (1,020) (1,030) (1,041) (656) (663) (669) (676) (683) (473) (478) (483) (488) (492) (2,315) (2,338) (2,362) (2,385) (2,409) (1,119) (1,130) (1,141) (1,153) (1,164) (1,000) (1,010) (1,020) (1,030) (1,041) (600) (606) (612) (618) (624) (1,350) (1,364) (1,377) (1,391) (1,405) (525) (531) (536) (541) (547) (407) (411) (415) (419) (424) (25,000) (25,250) (25,503) (25,758) (26,015) (17,000) (17,170) (17,342) (17,515) (17,690) (12,000) (12,120) (12,241) (12,364) (12,487) (5,000) (5,050) (5,101) (5,152) (5,203) (1,275) (1,288) (1,301) (1,314) (1,327) (20,300) (20,503) (20,708) (20,915) (21,124) (1,000) (1,010) (1,020) (1,030) (1,041) (150) (152) (153) (155) (156) (380) (384) (388) (392) (395) (2,500) (2,525) (2,550) (2,576) (2,602) (2,000) (2,020) (2,040) (2,061) (2,081) (4,092) (4,133) (4,174) (4,216) (4,258) (2,000) (2,020) (2,040) (2,061) (2,081) (8,000) (8,080) (8,161) (8,242) (8,325) (6,000) (6,060) (6,121) (6,182) (6,244) (1,200) (1,212) (1,224) (1,236) (1,249) (1,943) (1,962) (1,982) (2,002) (2,022) (1,700) (1,717) (1,734) (1,752) (1,769) (2,000) (2,020) (2,040) (2,061) (2,081) (1,440) (1,454) (1,469) (1,484) (1,498) (8,500) (8,585) (8,671) (8,758) (8,845) (2,000) (2,020) (2,040) (2,061) (2,081) (555) (561) (566) (572) (578) (18,000) (18,180) (18,362) (18,545) (18,731) (400) (404) (408) (412) (416) (1,000) (1,010) (1,020) (1,030) (1,041) (55) (56) (56) (57) (57) (581) (587) (593) (599) (605) (1,000) (1,010) (1,020) (1,030) (1,041) (890) (899) (908) (917) (926) (1,000) (1,010) (1,020) (1,030) (1,041) (650) (657) (663) (670) (676) (2,000) (2,020) (2,040) (2,061) (2,081) (19,620) (19,816) (20,014) (20,215) (20,417) (360) (364) (367) (371) (375) (490) (495) (500) (505) (510) (550) (556) (561) (567) (572) (2,500) (2,525) (2,550) (2,576) (2,602) (150) (152) (153) (155) (156) (350) (354) (357) (361) (364) (3,140) (3,171) (3,203) (3,235) (3,267) (1,000) (1,010) (1,020) (1,030) (1,041) (500) (505) (510) (515) (520) (365) (368) (372) (376) (380) (500) (505) (510) (515) (520) (200) (202) (204) (206) (208) (264) (267) (269) (272) (275) (100) (101) (102) (103) (104) (150) (152) (153) (155) (156) (4,800) (4,848) (4,896) (4,945) (4,995) (50) (51) (51) (52) (52) (750) (758) (765) (773) (780) Page 24 FIVE YEAR FINANCIAL FORECAST ALL MUNICIPAL FUNDS AUDITED ADOPTED I REVISED Projected Projected Projected Projected LINE # FY 21 FY 22 FV 22 FY 24 FY 25 FY 26 1 FY 27 940 941 942 943 944 945 946 947 948 949 950 951 952 953 954 955 956 957 958 959 960 961 962 963 964 965 966 967 968 969 970 971 972 TCLEOSE Marshal Expense dept 15 - - - - - - - - TCLEOSE dept 15 - (945) (945) (945) (954) (964) (974) (983) Total Travel & Training (130,755) (227,038) (227,038) (262,358) (263,972) (266,612) (269,278) (271,970) Transfer Out- IDS 300 (357,169) (125,237) (124,850) (84,850) - (111,385) (266,650) (201,421) Total Operating Transfers Out (357,169) (225,237) ' (124,850) (84,850) - (111,385) (266,650) (201,421) TOTAL OPERATING EXPENDITURES (payroll/operations/maintenance) 1 (9,432,132) (10,081 (10,482,3 1 (10,883,041) (11,133,621) (11,470,162) (11,649,942) (950,000) (950,000) (950,000) - Transfer Out -GMR Fund 600 (10,000) (1,500,000) (1,500,000) (700,000) TransferOut-GF VMR Fund 605 (75,000) (1,000,000) (1,000,000) (1,500,000) (750,000) (1,250,000) (500,000) - TransferOut- OF VMR Fund 505 - - - - - - - - TransferOut- CP Fund 410 - (1,000,000) (1,000,000) (374,550) - - - - TransferOut- CP Fund 410 from P&D - - - (635,550) (1,129,797) (203,395) (191,295) (652,395) Transfer Out - VA Fund 220 - (500,000) (500,000) - (250,000) (250,000) (250,000) (250,000) Total Non -Operating Transfers Out (85,000) (4,000,000) (4,000,000) (3,210,100) (3,079,797) (2,653,395) (2,891,295) (902,395) TOTAL NON -OPERATING EXPENDITURES 1 (85,000) (4,000,000) (4,000,000) 1 (3,079,797) (2,653,395) (1,891,295) (902,395) GRAND TOTAL ALL EXPENDITURES 1 (9,517,132) (14,081 (14,482,344) 1 (13,962,838) (13,787,016) (13,361,457) (12,552,337) NET CHANGE TO FUND BALANCE Beginning Fund Balance 1,487,296 14,252,036 r 15,739,333 15,739,333 11,174,057 8,266,038 7,776,875 4,540,153 1,702,529 Ending Fund Balance 15,739,332 12,447,256 11,174,057 8,266,038 7,776,875 4,540,153 1,702,529 312,140 727,479 727,479 727,479 727,479 727,479 Restricted/Committed/Assigned 383,712 298,560 727,479 Unassigned Ending Balance 1$ 15,355,6211 $ 12,148,697 $ 30,446, $ 7,049,396 $ 3,822,6741 $ 975,050 10,883,041 11,133,621 11,470,162 11,649,942 Operating Expenditures 9,432,132 10,080,621 10,482,344 9,479,655 Operating Cost per Da v 25,841 27,618 28,719 25,972 29,817 30,503 31,425 31,918 290 236 125 31 (13) OPERATING DAYS 594 440 364 Page 25 ENTERPRISE FUN The Municipal Budget has two Enterprise funds which are used to report business -type activities. FUND 255 - CEMETERY FUND This fund includes all operations associated with the 5.5-acre cemetery located on JT Ottinger Road. This fund accounts for operational activities such as interment, lot sales, record keeping, and maintenance (grounds, fences, trees and flower beds). Revenues are primarily derived from plot section sales and perpetual care, as well as periodic private contributions. YTD actuals are trending higher than FY22 expectations, however in keeping with conservative practices FY23 is budgeted at a slight decrease. Cemetery improvements were approved in the FY22 budget which included roads and trails. Expenditures in FY23 are aligned with FY22 and are anticipated to stay steady in the outyears. FUND 500 - UTILITY FUND This fund accounts for the acquisition, operation, and maintenance of water, and sewer. This fund is primarily supported by service charges to utility (water and sewer) customers. The intent of this fund is for the direct beneficiaries to pay for all costs of the fund, including debt service for utility system improvement bonds, through fees for service. Revenues for charges of water and sewer service are projected to not fluctuate significantly from FY22 usage. Duct bank permit fees were revised in FY22 to meet development progress and FY23 through FY27 have been programmed based on current prospects of construction starts. FY22 was also revised to account for the General Obligations Refunding Bonds Series 2022 (GORB) which satisfied the debt owed to Hillwood Alliance Group for reimbursement obligations. No debt issuance from this fund is planned for FY23 or the outyears at this time. Page 26 FIVE YEAR FINANCIAL FORECAST ALL MUNICIPAL FUNDS AUDITED ADOPTED REVISED Projected Projected Projected Projected LINE H FY 21 FV 22 FV 22 FY 24 FV 25 FY 26 FV 27 ENTERPRISE FUNDS � V El lr* r% 980 981 982 983 9B4 985 986 987 988 989 990 991 992 993 994 995 996 997 998 999 1,000 1,001 1,002 1,003 1,004 1,005 1,006 1,001 1,008 1,009 1,010 1,011 1,012 1,013 1,014 1,015 1,016 Section Sales $ 24,745 $ 8,500 $ 81500 $ 12,000 $ 12,000 $ 12,000 $ 12,000 $ 12,000 Perpetual Ca re - Section 15% - 1,500 1,500 1,800 1,800 1,800 1,800 1,800 Perpetual Care -interment 100 % 300 - - - - - - - Marker5ales - - - - - - - - Marker Initiative Fees 100 100 100 100 100 100 100 100 Private Contributions - - - - - - - - Contractor Fee - 250 250 250 250 250 250 250 Misc Revenue - 275 275 275 275 275 275 275 Interest Income 385 500 500 500 503 505 508 510 TOTAL REVENUES L 2S,S301 11,125 14,9281 14,9301 14,9331 14,935 (6,514.50) (6,580) (6,645) (6,712) Engineering (450) (6,450) (6,450) (6,450) Attorney - Boyle & Lowry - - - - - - - - Contract Services (62) (370) (370) (370) (374) (377) (381) (385) Irrigation R&M (45) (2,500) (2,500) (2,500) (2,525) (2,550) (2,576) (2,602) Contract Landscaping (2,734) (6,375) (6,375) (6,375) (6,439) (6,503) (6,568) (6,634) Computer Eqpmt/Software - - - - - - - - ROW Irrigation (3,643) (1,625) (1,625) (2,800) (2,828) (2,856) (2,885) (2,914) Grounds R&M (34) (2,375) (2,375) (2,375) (2,399) (2,423) (2,447) (2,471) Training/Meetings/Seminars - (2,500) (2,500) (2,500) (2,525) (2,550) (2,576) (2,602) Dues & Memberships - (125) (125) (125) (126) (128) (129) (130) Misc. Expense (377) (215) (215) (215) (217) (219) (222) (224) Land Improvements - - - - - - - - Cost of5ales-Cemetery Lots (1,093) (1,491) (1,491) (1,491) (1,506) (1,521) (1,536) (1,552) TOTAL EXPENDITURE 1(8,437) (24,026) (24,02 1 (25,453) (25,708) (25,965) (26,224) Beginning Fund Balance 308,304 325,397 325,397 312,496 302,220 291,695 280,917 269,885 Endine Fund Balance 325,397 312.496 312.496 302,220 291,695 280,917 269,885 258,596 302,220 291,695 280,917 269,885 258,596 Restricted/Committed/Assigned 325,397 312,496 312,496 Unassigned Ending Balance $ $ $ $ $ $ Operating Expenses 8,437 24,026 24,026 25,201 25,453 25,708 25,965 26,224 Operating Cost Per Day 23 66 66 69 70 70 71 72 OPERATING DAYS 14,078 4,747 4,747 4,377 4,283 3,989 3,794 3,599 1,017 1,018 1,019 1,020 FUND 500 UTILITY , 1,021 1,022 1,023 Water Revenue $ 3,997,613 $ 3,794,581 $ 3,794,581 $ 3,794,581 $ 3,870,473 $ 3,947,882 $ 4,026,840 $ 4,107,377 1,024 DS- Hillwood Service Area 60,526 - - - - - - - 11025 DS -Town Service Area Accts 52,015 - - - - - - - 1,026 Waste Management 12,082 10,000 10,000 10,000 10,200 10,404 10,612 10,824 1,027 Sewer Revenue- Westlake 1,593,037 1,406,506 1,406,506 1,406,506 1,434,636 1,463,329 1,492,595 1,522,447 1,028 Sewer Revenue - Keller 1,203 1,293 1,293 1,293 1,319 1,345 1,372 1,400 1,029 Water Tap Fees 32,600 34,366 34,366 34,366 35,053 35,754 36,469 37,199 1,030 Sewer Tap Fees 13,500 17,424 17,424 17,424 17,772 18,128 18,490 18,860 1,031 Fort Worth Impact fees 205,014 67,225 67,225 67,225 67,225 67,225 67,225 67,225 1,032 Meter Repair & Replacement (59) 6,060 6,060 7,000 7,140 7,283 7,428 7,577 1,033 Sub -Total Charge For Services 5,337,455 5,337,455 - 5,443,818 5,661,033 5,772,909 1,034 1,035 Duct Bank Leases 50,028 41,161 41,161 43,668 43,668 43,668 43,668 43,668 1,036 TRA Wastewater Settle -Up 39,897 69,750 69,750 69,750 69,750 69,750 69,750 69,750 1,037 Water Tower Lease 10,450 11,400 11,400 11,400 11,400 11,400 11,400 11,400 1,038 Duct Bank Permit Fees-Vaquer - - - - 3,100 3,100 3,100 3,100 1,039 Duct Bank Permit Fees -Granada - - - - 6,200 3,100 - - 1,040 Duct Bank Permit Fees -Quail Ho - - - - 24,800 24,800 12,400 12,400 1,041 Duct Bank Permit Fees-Entrada - - - - 62,000 62,000 62,000 62,000 1,042 Duct Bank Permit Fees -Knolls - - - - 21,700 18,600 15,500 12,400 1,043 Duct Bank Permit Fees 130,200 220,100 145,700 198,400 18,600 18,600 18,600 18,600 1,044 Sub -Total Permits and Fees 230,575 342,411 268,011 �,218 261,218 255,018 236,418 233,318 1,045 1,046 Interest Income 10,589 15,000 15,000 15,000 15,075 15,150 15,226 15,302 1,047 Totallnterest 10,589 15,000 15,000 15,075 15,150 15,226 15,302 1,048 1,049 Cross Connection Control Frog. 7,560 4,000 4,000 4,000 4,080 4,162 4,245 4,330 1,050 Insurance Refund/Equity Return - 500 500 500 530 520 531 541 1,051 Misc Revenue (299) 6,050 6,050 - - - - - 1,052 Administrative Fee 11,787 7,475 7,475 12,000 12,240 12,485 12,734 12,989 1,053 Misc Reimbursements - - - - - - - - 1,054 (Total Misc Income 19,048 18,025 18,025 17,167 17,510 17,860 1,055 1,056 Bond Proceeds 2022 GORB - - 14,920,000 - - - - - Page 27 FIVE YEAR FINANCIAL FORECAST ALL MUNICIPAL FUNDS AUDITED ADOPTED I REVISED Projected Projected Projected Projected LINE u FY 21 FY 22 FV 22 FY 24 FY 25 FY 26 FY 27 1,057 Bond Premium 2022 GORB - - 807,543 - - - - - 1,058 Total Debt - Other Sources - - 15,727,543 - - - - - 1,059 1,060 TOTAL REVENUES 1 6,227,7441 57712,891 21,366,0341 5,693,113 1 5,736,9411 5,838,685 5,930,187 6,039,38 1,061 1'062 1,063 Operating Xfr Out for PR Costs (475,706) (582,764) (582,764) $ (552,192) $ (557,713.92) $ (563,291) $ (568,924) $ (574,613) 1,064 Compensated Absences (3,729) (2,785) (2,785) - - - - - 1,065 Compensated Absences - (4,645) (4,645) (4,645) (4,691) (4,738) (4,786) (4,834) 1,066 Compensated Absences - (1,640) (1,640) - - - - - 1,067 Compensated Absences - (125) (125) - - - - - 1,068 Pension Expense (2,724) - - - - - - - 1,069 Worker's Compensation (3,673) (3,930) (3,930) (3,930) (3,969) (4,009) (4,049) (4,090) 1,070 ITotal Payroll and Related (485,832) (595,889) (595,889) (560,767) (566,375) IIIIti/2,038) (577,759) (583,536) 1,071 1'072 Mechanical Equipment - (1,000) (1,000) (1,000) (1,015) (1,030) (1,046) (1,061) 1,073 Motor Vehicles (4,058) - - - - - - - 1,074 Computer Hardware/Software - (1,000) (1,000) (1,000) (1,015) (1,030) (1,046) (1,061) 1,075 Water Meters/Equipment (26,617) (27,275) (27,275) (5,000) (5,075) (5,151) (5,228) (5,307) 1,076 Water Taps (2,250) (8,780) (8,780) (8,780) (8,912) (9,045) (9,181) (9,319) 1,077 Knox Road Communication Equipment - - - (10,000) - - - - 1,078 Total Capital Outlay ) (38,055) (38,055) (25,780) (16,017) (16,257) (16,501) (� 1,079 1,080 Fort Worth Waterline Payment - - - - - - - - 1,081 Keller OH Storage - Principal ends 2020 - - - - - - - - 1,082 Keller OH Storage - Interest ends 2020 - - - - - - - - 1,083 Service Area - Hillwood (60,526) - (22,609) - - - - - 1,084 Service Area -Town (52,015) - - - - - - - 1,085 GS Tank 2013 CO - Principal - (23,650) (23,650) (25,300) (26,400) (26,400) (28,050) (28,600) 1,086 GS Tank 2013 CO -Interest (30,336) (31,582) (31,582) (30,288) (29,512) (28,720) (27,904) (27,018) 1,087 TXWDB 2018 CO - Principal - (90,000) (90,000) (95,000) (95,000) (95,000) (100,000) (105,000) 1,088 TXWDB 2018 CO -Interest (32,909) (53,074) (53,074) (50,886) (48,563) (46,164) (43,638) (40,932) 1,089 Hillwood Debt CO - Principal - (435,000) - - 1,090 Hillwood Debt CO - Interest (811,336) (387,551) - - 1,091 Hillwood Debt 2022 GORB - Principal - - (370,000) (385,000) (400,000) (420,000) (435,000) 1,092 Hillwood Debt 2022 GORB - Interest - (206,994) (496,100) (481,000) (465,300) (448,900) (431,800) 1,093 Bond Issuance Cost 2022 GORB - (117,219) - (481,000) (465,300) (448,900) (431,800) 1,094 Pymt to Bond Escrow Agent 2022 - (15,610,323) - (465,300) (448,900) (431,800) (414,100) 1,095 1,096 Total D� (987,121) (2,020,857) (16,155,451) �,574) (2,011,775) (IIIIII S,784) (1,949,192) (1,914,250) 1,097 1,098 Misc Rental/Lease Dept. 16 - (1,500) (1,500) (1,500) (1,523) (1,545) (1,569) (1,592) 1,099 ITotal Leases and Rentals - (2,500) (1,500) IIIIIIIIIIIIr (1,500) (1,523) IIIIIIIIIIIIIIIIIIIII■ (1,569) (1,592) 1,100 1'101 Public Notice Dept. 11 - - - - - - - - 1,102 Public Notice Dept. 16 - - - - - - - - 1,103 Total Public Notices 1,104 1'105 Office Rent Dept. 30 (78,455) (81,712) (81,712) (84,086) (74,668) (76,242) (76,936) (77,653) 1'106 Electric - Town Hall Dept. 30 (9,361) (9,357) (9,357) (9,800) (9,800) (9,800) (9,800) (9,800) 1'107 Electric- Lift Station Dept. 16 (1,160) (2,680) (2,680) (3,500) (3,553) (3,606) (3,660) (3,715) 1,108 Electric- Pump Station Dept. 16 (1,540) (1,291) (1,291) (1,291) (1,310) (1,330) (1,350) (1,370) 1,109 Electric - Pump Station Dept. 16 (33,827) (70,777) (70,777) (79,500) (80,693) (81,903) (83,131) (84,378) 1,110 Internet Service Dept. 30 (3,511) (2,330) (2,330) (3,408) (3,459) (3,511) (3,564) (3,617) 1'111 Internet Service Dept. 16 - - - - - - - - 1,112 Telephone -Town Hall Dept.30 (118) (700) (700) (101) (103) (104) (106) (107) 1,113 Telephone Dept. 16 - (1,000) (1,000) (1,000) (1,015) (1,030) (1,046) (1,061) 11114 Water- Other Dept. 16 (3,449) (850) (850) (850) (863) (876) (889) (902) 1,115 Water- Pump Station Dept. 16 (16,217) (20,600) (20,600) (20,600) (20,909) (21,223) (21,541) (21,864) 11116 Dotal Rent & Utilities (191,297) (1� (204,136) (196,372) (199,624) (202,022) (204,468t 1,117 1'118 WaterTower Landscape R&M Dept. 16 (136) (3,000) (3,000) (3,000) (3,045) (3,091) (3,137) (3,184) 1'119 Water Main R&M Dept. 16 (79,246) (35,045) (35,045) (45,000) (45,675) (46,360) (47,056) (47,761) 1,120 Water Tower R&M Dept. 16 (623) (1,000) (1,000) (3,500) (3,553) (3,606) (3,660) (3,715) 1,121 Sewer Main R&M Dept. 16 (11,126) (24,973) (24,973) (34,800) (35,322) (35,852) (36,390) (36,935) 1,122 Pump Station Landscape R&M Dept. 16 (20,863) (12,500) (12,500) (15,200) (15,428) (15,659) (15,894) (16,133) 1,123 Lift Station R&M Dept. 16 (12,226) (6,000) (6,000) (15,000) (15,225) (15,453) (15,685) (15,920) 1,124 Instrument R&M Dept. 16 (4,273) (9,473) (9,473) (9,473) (9,615) (9,759) (9,906) (10,054) 1,125 Ground Storage Tank R&M Dept. 16 (288) (2,300) (2,300) (3,500) (3,553) (3,606) (3,660) (3,715) 1,126 Generator R&M Dept. 16 (5,660) (7,815) (7,815) (15,100) (15,327) (15,556) (15,790) (16,027) 1,127 Pump Station R&M Dept. 16 (22,511) (12,500) (12,500) (25,000) (25,375) (25,756) (26,142) (26,534) 1,128 Duct Bank R&M Dept. 16 - (6,940) (6,940) (10,500) (10,658) (10,817) (10,980) (11,144) 1,129 FM1938 ROW Landscape Dept. 16 - - - (100,000) (101,500) (103,023) (104,568) (106,136) 1,130 Meter Repair& Replacement Dept. 16 (21,019) (30,793) (30,793) (30,793) (31,255) (31,724) (32,200) (32,683) 1,131 HVAC Maint. Dept. 16 - - - - - - - - 1,132 Water/Sewer R&M Dept. 16 (51) (726) (726) (726) (737) (748) (759) (771) 1,133 Vehicle R&M Dept. 16 (1,259) (1,000) (1,000) (4,500) (4,568) (4,636) (4,706) (4,776) 1,134 total Repair and Maintenance (179,280) (154,065) (154,065) II. (320,833) (325,646) (330,531) (3� 1,135 1,136 Engineering Dept. 16 - (4,540) (4,540) - - - - - 1,137 Water Utility Engineering Dept. 16 (163) (37,555) (37,555) (40,000) (40,600) (41,209) (41,827) (42,455) 1,138 Misc. Engineering Dept. 16 (9,789) (4,126) (4,126) - - - - - 1,139 Consultant Fees Dept. 16 (17,549) (15,138) (15,138) (5,000) (5,075) (5,151) (5,228) (5,307) 1,140 Auditor Dept. 16 (7,380) (8,200) (8,200) (6,240) (6,334) (6,429) (6,525) (6,623) 1,141 Attorney- Boyle & Lowry Dept. 16 (6,229) (9,421) (9,421) (9,421) (9562) (9,706) (9,851) (9,999) 1,142 Attorney- Lloyd Gosselink Dept. 16 (6,890) (10,256) (10,256) (10,256) (10:410) (10,566) (10,724) (10,885) 1,143 Contract Labor Dept. 16 - - - - - - - - 1,144 Contract Services Dept. 16 - (7,860) (7,860) (7,860) (7,978) (8,098) (8,219) (8,342) Page 28 FIVE YEAR FINANCIAL FORECAST ALL MUNICIPAL FUNDS LINE tt A FY 21 D ADO 22 RFY 22 EVISED • PrFY 24 d PrFY 25 d Projected Projec FY 2t7 d 1,145 Water Purchases Dept. 16 (1,076,050) (1,042,621) (1,042,621) 1,146 Water Service Charge Dept. 16 (600) (600) (600) 1,147 Peak Payment Dept. 16 (201,748) (456:879) (456,879) 1,148 TRA-Wastewater Treatment Dept. 16 (457,274) (479,303) (479:303) 1,149 Southlake-Wastewater Treatment Dept. 16 (964,683) (1,302,497) (1,302,497) 1,150 Testing-Water/Bacteria/Rgltry Dept. 16 (25,044) (30,000) (30,000) 1,151 Utility Billing Dept. 16 (4,953) (22,321) (22,321) 1,152 Line Location Dept. 16 (2,582) (5,660) (5,660) 1,153 Application Software Maint. Dept. 16 (11,985) (11,985) (11,985) 1,154 Keller Waste Water Dept. 16 (1,191) (1,300) (1,300) 1,155 Insurance General Liability Dept. 16 - (855) (855) 1,156 Insurance Automobile Dept. 30 - (1,630) (1,630) 1,157 Insurance Automobile Dept. 16 (665) (619) (619) 1,158 Insurance Property Dept. 30 - (8,650) (8,650) 1,159 Insurance Property Dept. 16 (10,743) (11,548) (11,548) 1,160 Mobile Phone Dept. 16 (3,412) (2,000) (2,000) 1,161 Printing Dept. 16 - (1,130) (1,130) 1,162 Bank Service Charges Dept. 30 (15,280) (10,550) (10,550) 1,163 Courier5ervice Dept. 16 - (200) (200) 1,164 Bad Debt Expense Dept. 16 - - - 1,165 Total Services (3,487,444) (3,487,444) 1,166 1,167 Computer Eqpmt/Software Dept. 16 (8,563) (2,710) (2,710) 1,168 Safety Supplies Dept. 16 (215) (100) (100) 1,169 Misc Hand Tools Dept. 16 (713) (1,855) (1,855) 1,170 Chemical Supplies Dept. 16 (182) (350) (350) 1,171 Office Supplies Dept. 16 (129) (538) (538) 1,172 Office Equipment Dept. 16 - - - 1,173 Postage & Shipping Dept. 16 (96) (400) (400) 1,174 Misc. Supplies Dept. 16 - - - 1,175 Meeting Expense Dept. 16 - - - 1,176 Misc. Expense Dept. 30 - - - 1,177 Misc. Expense Dept. 16 3 - - 1,178 Vehicle Fuel Dept. 16 (5,539) (3,000) (3,000) 1,179 Uniforms Dept. 16 (145) (587) (587) 1,180 (15,57 1,181 1,182 Travel Airfare Dept. 16 - (800) (800) 1,183 Travel Car Rental/Parking Dept. 16 - (100) (100) 1,184 Travel Lodging Dept. 16 - (1,560) (1,560) 1,185 Travel Meals Dept. 16 (102) (77) (77) 1,186 Travel Mileage Dept. 16 - (58) (58) 1,187 Training/Seminars/Meetings Dept. 16 (326) (3,000) (3,000) 1,188 Dues & Subscriptions Dept. 16 - (1,500) (1,500) 1,189 Books & Printed Materials Dept. 16 - - - 1,190 Licenses/Registrations Dept. 16 (222) (700) (700) 1,191 total Travel & Training (650) (7,795) (� 1,192 1,193 Transfer Out -UMR Fund 510 Dept. 99 (30,000) (350,000) (350,000) 1,194 Transfer Out -VMR Fund 505 Dept. 99 (60,000) (65,000) (65,000) 1,195 Transfer Out- GF 100 Impact Fees Dept. 99 (205,014) (68,000) (68,000) 1,196 Total Transfers Out (295,014) (483,000) (483,000) 1,197 1,198 ITOTAL EXPENSES 11111111ff 1 (4,968,249) (5,989,442) $ (21,124,036) 1,199 1,200 1,201 1,202 NET CHANGE TO FUND BALANCE 1,259,496 (276,551) 241,997 1,203 Beginning Fund Balance (Working Capital) 5,427,132 6,686,628 6,686,628 1,204 Ending Fund Balance 6.686.628 6,410,076 6,928,625 1,205 Restricted/Committed/Assigned Hillwood 888,000 888,000 888,000 1,206 Restricted/Committed/Assigned Deposits 230,065 217,205 217,205 1,207 Restricted/Committed/Assigned Other 1,208 JUnassigned Ending Balance 1 5,568,5631 5,304,8711 $ 5,823,420 1,209 Operating Expenses 4,968,249 5,989,442 21,124,036 1,210 Operating Cost Per Day 13,612 16,409 57,874 1,211 OPERATING DAYS 491 391 120 1,212 1,213 1,214 (1,063,473) (1,084,743) (1,106,438) (1,128,567) (600) (600) (600) (600) (466,017) (475,337) (484,844) (486,493) (493,790) (501,197) :494,541) 508,715) (1,322,034) (1,341,865) (1,361,993) (1,382,423) (30,450) (30,907) (31,370) (31,841) (22,656) (22,996) (23,341) (23,691) (5,745) (5,831) (5,919) (6,007) (12,165) (12,347) (12,532) (12,720) (1,320) (1,339) (1,359) (1,380) (868) (881) (894) (907) (1,654) (1,679) (1,704) (1,730) (628) (638) (647) (657) (8,780) (8,911) (9,045) (9,181) (11,721) (11,897) (12,075) (12,257) (2,030) (2,060) (2,091) (2,123) (1,147) (1,164) (1,182) (1,199) (10,708) (10,869) (11,032) (11,197) (203) (206) (209) (212) (3,528,650) (3,589,219) (3,650,848) (3,71_ (2,751) (2,792) (2,834) (2,876) (355) (361) (366) (371) (1,883) (1,911) (1,940) (1,969) (1,015) (1,030) (1,046) (1,061) (546) (554) (563) (571) (406) (412) (418) (425) (6,090) (6,181) (6,274) (6,368) (863) (876) (889) (902) (13,909) -) (14,329) (1_ (812) (824) (837) (849) (102) (103) (105) (106) (1,583) (1,607) (1,631) (1,656) (78) (79) (81) (82) (59) (60) (61) (62) (3,045) (3,091) (3,137) (3,184) (1,523) (1,545) (1,569) (1,592) (508) (515) (523) (531) (1,218) (1,236) (1,255) (1,274) (9,061) (9,197) _ (150,000) (150,000) (150,000) - (65,000) - - - (7,140) (7,283) 17,428) (7,577) (222,140) (157,283) (257,428) (7,577) $ (6,886,520) $ (6,860,575) $ (6,909,375) 6,007,041 4,857,463 3,835,573 2,856,385 4,857,463 3,835,573 2,856,385 2,094,677 221,549 225,980 225,980 225,980 $ 4,635,9131 $ 3,609,5931 $ 2,630,4051 $ 1,868,697 6,886,520 6,860,575 6,909,375 6,801,097 18,867 18,796 18,930 18, 63 3 257 204 151 112 Page 29 The Municipal Budget has four Internal Service funds to help plan for the maintenance and replacement costs. The Maintenance and Replacement Funds provide money to plan for future facility financial requirements by transferring money into these funds as economically prudent. The Vehicle Replacement Fund accounts for the resources needed to manage the purchase of vehicles and heavy equipment for the Town's fleet. The establishment and funding of the vehicle and heavy equipment replacement program was designed to even out expenses for the Town's fleet from year to year and provides a logical method for purchasing and retiring vehicles. 4& FUND 505 - UTILITY VEHICLE MAINTENANCE & REPLACEMENT FUND The Utility Fund Vehicle Maintenance & Replacement Fund allows for the long-term repair and replacement of Municipal Utility Fund vehicles. Vehicles are designated for replacement based on a long-range depreciation schedule, periodic evaluations of repair versus replacement costs, and recommended replacement guidelines. Routine scheduled maintenance is also factored into vehicle maintenance and replacement funding calculations. Vehicle maintenance and replacement is designed to reduce reliance on future bond programs and encourage a more conservative pattern of spending that minimizes reliance on elastic revenue streams. This fund receives planned revenue transfers from each operating fund that owns and maintains capital assets. Accumulated funds are intended to cover the cost of future capital repair and replacement. No vehicle replacements are due and/or requested at this time. In FY27 a field vehicle replacement is projected for planning purposes. IIF FUND 510 - UTILITY MAINTENANCE & REPLACEMENT FUND The Utility Maintenance & Replacement Fund was created to provide a mechanism for repair and replacement of existing capital assets such as pump stations, lift stations, elevated and ground storage facilities, water and sewer lines, etc. This fund receives planned revenue transfers from the Utility Fund that are intended to cover the cost of future capital repair and replacement. This fund is designed to reduce reliance on future bond programs and encourage a conservative pattern of spending that minimizes reliance on elastic revenue streams. Projects are included each year from a long-range maintenance schedule which incorporates routine scheduled maintenance, recommended replacement guidelines and evaluations, and upgrades of lines and permanent capital assets. This fund receives planned revenue transfers from each operating fund that owns and maintains capital assets. Accumulated funds are intended to cover the cost of future capital repair and replacement. The majority of expenditures is in the pump station equipment line at 45% of overall costs and is proposed to increase in FY23 to add a new generator and reducing the outyears maintenance. The Lift Station Pump line is also increasing in FY23 for rebuilding/replacement costs. Page 30 FUND 600 - GENERAL MAINTENANCE & REPLACEMENT FUND The General Maintenance & Replacement Fund allows for the long-term repair and replacement of large capital assets such as HVAC, walls, floors and ceilings, plumbing, electric, roadways, etc. This fund is designed to reduce reliance on future bond programs, encourage a conservative pattern of spending, and minimize reliance on revenue streams that are vulnerable to fluctuations in the economy. 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, infrastructure and permanent capital assets. This fund receives planned revenue transfers from each operating fund that owns and maintains capital assets. Accumulated funds are intended to cover the cost of future capital repair and replacement. 46% of the FY23 expenditures are comprised of Westlake Academy facility and IT maintenance, street improvements at 22%, as well as Fire/EMS, Town Facilities and IT costs. The anticipated phone and network replacement in both the Municipal and Academic entities increase the overall costs in FY23-25. This fund has additional SLAs requests for Council's consideration. FUND 605 - GENERAL VEHICLE MAINTENANCE & REPLACEMENT FUND The General Vehicle Maintenance & Replacement Fund provides a mechanism for the long-term repair and replacement of Municipal vehicles. This fund receives planned revenue transfers from each operating fund that owns and maintains vehicles. Accumulated funds are intended to cover the cost of future vehicle repair and replacement. This fund is designed to reduce reliance on future bond programs and encourage a more conservative pattern of spending that minimizes reliance on elastic revenue streams. Vehicles are designated for replacement based on a long-range depreciation schedule, periodic evaluations of repair versus replacement costs, and recommended replacement guidelines. Routine scheduled maintenance is also factored into funding calculations. This fund receives planned revenue transfers from each operating fund that owns and maintains capital assets. Accumulated funds are intended to cover the cost of future capital repair and replacement. All expenditures are presented in SLA requests for Council's consideration. Significant outyear projections include planning for the Fire Department's Ladder Truck and Fire Engine in FY25, as well an Ambulance and a Fire Attack vehicle in FY26. Page 31 FIVE YEAR FINANCIAL FORECAST ALL MUNICIPAL FUNDS AUDITED ADOPTED REVISED Projected Projected Projected Projected LINE # FY 21 FY 22 FV 22 FY 24 FY 25 FY 26 1 FY 27 1,215 1,216 1,217 INTERNAL SERVICE 1,218 1,219 1,220 1,221 1,222 1,223 1,224 1,225 1,226 1,227 1,228 1,229 1,230 1,231 1,232 1,233 1,234 1,235 1,236 1,237 1,238 1,239 1,240 1,241 1,242 1,243 1,244 1,245 1,246 1,247 1,248 1,249 1,250 1,251 1,252 1,253 1,254 1,255 1,256 1,257 1,258 1,259 1,260 1,261 1,262 1,263 1,264 1,265 1,266 1,267 1,268 1,269 1,270 1,271 1,272 1,273 1,274 1,275 1,276 1,277 Sales of Surplus Insurance Proceeds Interest Earned Transfer in from GF Transfer in from OF $ - $ - (3) - 60,000 - $ - 25 - 65,000 - - 25 - 65,000 $ - - 25 - 80,000 $ - $ - 50 - 65,000 - $ - 50 - - $ - 50 - - - - 50 - TOTAL REVENUES Public Works Vehicle 1 59,9971 (37,913) 65,025 (65,000) 65,025 (65,000 : r r 1 65,0501 Sol Sol 50 (65,000) TOTAL EXPENDITURES 1 (37,913) (65,000) (65,000) (65,000) NET CHANGE TO FUND BALANCE Beginning Fund Balance Ending Fund Balance Restricted/Committed/Assigned i•, 4,684 26.768 26,768 25 26,768 26,793 26,793 25 26,768 26.793 26,793 26,793 106.818 65,050 106,818 171,868 50 171,868 171,918 r 171,918 171,968 171,968 107,018 106,818 171,868 171,918 171,968 107,018 Unassigned Ending Balance $ $ - $ - I $ - $ I $ - $ - FUND 1 UTILITY MAI NTENANCE/REPLACEM $ ENT 1,000 $ FUND 1,000 $ 1,000 $ - Interest Income $ 468 $ 1,750 $ 1,750 $ 1,000 Transfers In from OF 500 30,000 350,000 350,000 800,000 150,000 150,000 150,000 - TOTAL REVENUES L 30,4681 351,750 : r 151,000 F 151,000 Pump Station Equipment - (190,000) (190,000) (290,000) (10,000) (25,000) (50,000) (10,000) Lift Station Pump Repairs - (20,000) (20,000) (80,000) (15,000) (10,000) (25,000) (10,000) Sewer Easement Cleaning Machine - (68,000) (68,000) - - - - Fire Hydrant Repair & Painting - - - (45,000) - - - - Water Main Repair and Maintenance - (20,000) (20,000) (32,000) (20,000) (20,000) (20,000) (20,000) Lift Station Repair and Maintenance - (15,000) (15,000) (30,000) (35,000) (10,000) (30,000) (10,000) Pump Station R&M (4,337) - - - (30,000) (15,000) (10,000) (5,000) Pump Station Gate Retro-Fit - - - (4,000) Pump/Motor Repair/Replacement (1,750) (175,000) (175,000) (10,000) (20,000) (10,000) (10,000) (30,000) Duct Bank Repair and Maintenance - (5,000) (5,000) (5,000) (10,000) (5,000) (5,000) (10,000) Sewer Line Repair and Maintenance - (15,000) (15,000) (10,000) (15,000) (15,000) (15,000) (15,000) Public Works Equipment - (6,000) (6,000) (30,000) (3,000) (3,000) (3,000) (3,000) Water Meters/Equipment - - - (35,000) (5,000) (5,000) (5,000) (5,000) Public Works Vehicle - - - (70,000) Street Drainage - - - - - - - - OTAL EXPENDITURES PFr (514,000) (514,000) (143,000) ,000) (153,000) (118,000) NET CHANGE TO FUND BALANCE Beginning Fund Balance 24,381 280,657 1 305,038 305,038 .1 ... 142,788 8,000 302,788 33,000 310,788 rrr 343,788 341,788 Endine Fund Balance 305,038 142,788 142,788 302.788 310,788 343,788 341,788 223,788 302,788 310,788 343,788 341,788 223,788 Restricted/Committed/Assigned 305,038 142,788 142,788 Unassigned Ending Balance $ $ - $ - - $ $ - $ 1,278 - �,�,, I,�-J'�'�� �,, I \��, 1•I Imo, I,, 1 1 �,, Imo,,, \1 1,279 1,280 1,281 Contributions Dept 14 Dept. 14 112,500 - - 1,282 Firefighter Equipment Fees Dept. 14 - - - 1,283 Interest Income Dept. 00 1,381 2,000 2,000 1,284 Misc Revenue Dept. 00 - - - 1,285 Sale of Surplus Dept. 00 - - - 1,286 Transfer in from GF Dept. 88 10,000 1,500,000 1,500,000 1,287 WA Facilities Allotment 50% Dept. 17 60,000 60,000 60,000 1,288 Contribution Dept. 00 - - - 1,289 TEA -Safety & Security Grant Dept. 17 25,000 - - 1,290 GIN FAI-Safety & Security Grant Dept. 17 - - - 1,291 ITOTAL REVENUES 1,292 1,293 Fire Dept Equipment - (78,287) (78,287) 700,000 950,000 950,000 950,000 60,000 60,000 60,000 60,000 60,000 Page 32 FIVE YEAR FINANCIAL FORECAST ALL MUNICIPAL FUNDS AUDITED ADOPTED REVISED Projected Projected Projected Projected LINE u FY 21 FY 22 FY 22 FY 24 FY 25 FY 26 FY 27 1,294 Communications - (60,000) (60,000) (180,000) - - - - 1,295 Dept 14-Fire/EMS - (138,287) (238,287) + (280,000) - - - - 1,296 1,297 Road R&M - specify - - - (50,000) - - - - 1,298 SC Hills Pavement Repair - - - - - - - - 1,299 Dove/Ottinger Surface Treatment (85,449) - - - (15,000) - - (15,000) 1,300 Solana Pavement Repair - (30,000) (15,000) (25,000) - (50,000) - (25,000) 1,301 FM 1938 Pavement Repairs - (90,000) (50,000) (30,000) (80,000) (20,000) (20,000) (10,000) 1,302 SH 114 Repainting - (30,000) (30,000) (50,000) (80,000) (20,000) (20,000) (10,000) 1,303 Illuminated Street Name Signs - (10,000) (10,000) (25,000) (10,000) (10,000) (10,000) - 1,304 Street Signs and Signal Lights (1,800) (15,000) (15,000) (50,000) (10,000) (20,000) (10,000) (5,000) 1,305 Street Staining/Maintenance (18,152) (100,000) (100,000) (100,000) (100,000) (50,000) (10,000) (100,000) 1,306 Dept 16- Road/Street Improvements (105,401) (275,000) (220,000) (330,000) (295,000) (170,000) (70,000) (165,000) 1,307 1,308 WA Facilities Allotment Exp - (60,000) (60,000) (60,000) (60,000) (60,000) (60,000) (60,000) 1,309 WA -Irrigation System - (10,000) (10,000) (5,000) (5,000) (10,000) (5,000) (5,000) 1,310 WA-Carpet/VCT Flooring (17,278) (25,000) (14,500) (10,000) (10,000) (10,000) (30,000) (10,000) 1,311 WA-Ext Envrnmt lmprvmts lrrig - (10,000) (10,000) (10,000) (10,000) (10,000) (10,000) (5,000) 1,312 WA-Envrnmt Bldg UG light/water - (5,000) (5,000) (5,000) (5,000) (5,000) (50,000) (5,000) 1,313 WA -Exterior Paint & Wood R&M (21,535) (10,000) (10,000) (10,000) (15,000) (15,000) (15,000) (15,000) 1,314 WA-Painting/Cloth Wall R&M - (5,000) (5,000) (15,000) (15,000) (5,000) (5,000) (5,000) 1,315 WA -Roof Repairs (50,171) (20,000) (10,000) (10,000) (10,000) (10,000) (10,000) (10,000) 1,316 WA -Parking Lot - - - (5,000) (10,000) (5,000) (5,000) (20,000) 1,317 WA -Refurbish Classrooms (18,445) (20,000) (20,000) (25,000) (25,000) (25,000) (25,000) (25,000) 1,318 WA -Update Security System (3,073) (5,000) (5,000) (5,000) (20,000) (5,000) (5,000) (5,000) 1,319 WA -Update Security Cameras (5,860) (5,000) (5,000) (10,000) (15,000) (5,000) (5,000) (5,000) 1,320 WA Security Fence/Cameras (2,402) - - (3,000) (3,000) (15,000) (3,000) (3,000) 1,321 WA -Interior Building R&M - (35,000) (35,000) (30,000) (40,000) (35,000) (30,000) (30,000) 1,322 WA-15 Ton Split HVAC System (8,635) (200,000) (200,000) (130,000) (160,000) (160,000) (10,000) (10,000) 1,323 WA-2 Ton Roof Top Units (8,600) (15,000) (15,000) (10,000) (5,000) (5,000) (5,000) (5,000) 1,324 WA -AC ton/7.5 ton server room - (10,000) (10,000) (5,000) (10,000) (5,000) (5,000) (5,000) 1,325 WA -Heater Boilers - (5,000) (5,000) (5,000) (20,000) (5,000) (25,000) (5,000) 1,326 WA-HVAC System Replacement - (150,000) (150,000) (5,000) (5,000) (5,000) (5,000) (5,000) 1,327 WA -Plumbing Repair/Replacement - (5,000) (5,000) (5,000) (10,000) (5,000) (5,000) (5,000) 1,328 WA Playground Equipment - - - (5,000) - (50,000) - - 1,329 WA-Furniture/Interior Bldg - (5,000) (5,000) (150,000) (150,000) (100,000) (5,000) (5,000) 1,330 WA Keller Police Substation - - - - - - - - 1,331 WA-Mech Eqpmt 2 Man Lift - - - - - - - - 1,332 WA Fire Alarm System Allotment (78,166) - - (5,000) (5,000) (10,000) - (5,000) 1,333 WA- Equipment replacement (50,000) 1,334 WA - Grant - 1,335 Pept 17 - Westlake Academy Facilities (214,164) (600,000) (579,500) (573,000) (608,000) (560,000) (318,000) (248,000) 1,336 1,337 Park Repairs and Maintenance (9,973) (25,000) (25,000) (25,000) (25,000) (25,000) (25,000) (25,000) 1,338 Trail Repairs and Maintenance - (20,000) (20,000) (20,000) (20,000) (20,000) (25,000) (25,000) 1,339 Dept 19 -Town Parks (9,973) (45,000) (45,000) (45,000) (45,000) (45,000) (50,000) (50,000) 1,340 1,341 Servers & Network Storage (18,232) (15,000) (15,000) (90,000) (10,000) (10,000) (10,000) (10,000) 1,342 Network Printers/Peripheal Dev (2,195) (5,000) (5,000) (2,500) (2,500) (2,500) (2,500) (2,500) 1,343 Network Equipment (1,599) (15,000) (15,000) (1,250) (200,000) (200,000) (20,000) (20,000) 1,344 Server Replacements (18,785) (60,000) (60,000) (10,000) (2,500) (25,000) (2,500) (2,500) 1,345 Phone System/Peripheal Devices (2,725) (15,000) (15,000) (12,500) (50,000) (50,000) (50,000) (200,000) 1,346 Audio/Visual Equipment - - - (30,000) (50,000) (50,000) (50,000) (200,000) 1,347 Dept 20 - Town IT Dept (110,000) (110,0111 - 000) (337,500) 1,348 1,349 Town -Irrigation R&M - (5,000) (5,000) (5,000) (8,000) (5,000) (6,000) (8,000) 1,350 Town-Carpet/Flooring R&M - - - - (10,000) (20,000) (10,000) (5,000) 1,351 Town -Environmental Improvement - (5,000) (5,000) (5,000) (5,000) (5,000) (5,000) (5,000) 1,352 Town -Env Bldg UG light/water - (8,000) (2,000) (8,000) (5,000) (5,000) (10,000) (5,000) 1,353 Town -Bldg Exterior Paint/R&M - (5,000) (5,000) (5,000) (10,000) (5,000) (5,000) (5,000) 1,354 Town-Painting/Cloth Wall R&M - (4,000) (4,000) (3,000) (3,000) (3,000) (3,000) (3,000) 1,355 Town -Roof Repairs - (5,000) (5,000) (5,000) (7,000) (5,000) (5,000) (3,000) 1,356 Town -Parking Lot - (3,000) (3,000) (3,000) (3,000) (3,000) (15,000) (3,000) 1,357 Town -Security System (3,550) (10,000) (10,000) (5,000) (10,000) (10,000) (5,000) (3,000) 1,358 Town -Security Cameras - (5,000) (5,000) (5,000) (10,000) (5,000) (5,000) (5,000) 1,359 Town -Interior Building R&M (4,322) (5,000) (5,000) (5,000) (5,000) (5,000) (5,000) (5,000) 1,360 Town-15 Ton Split HVAC System - - - - - - - - 1,361 Town-2 Ton Roof Top Units - - - - - - - - 1,362 Town -AC ton/7.5 ton server roo - (3,000) (3,000) (2,000) (5,000) (2,000) (3,000) (3,000) 1,363 Town-HVAC System Replacement - (5,000) (5,000) (3,000) (3,000) (5,000) (3,000) (5,000) 1,364 Town -Plumbing Repair/Replace - (4,000) (4,000) (2,000) (2,000) (4,000) (2,000) (2,000) 1,365 Town-Furniture/Interior Bldg (746) (3,000) (3,000) (3,000) (3,000) (3,000) (3,000) (10,000) 1,366 Town-Furniture/Interior Bldg - - - - - - - - 1,367 Town Open Space Improvements - (40,000) (40,000) (40,000) (45,000) (45,000) (45,000) (45,000) 1,368 Town -Contract Landscaping - (5,000) (5,000) (5,000) (7,000) (5,000) (5,000) (5,000) 1,369 Town -Ground R&M - (3,000) (3,000) (3,000) (3,000) (3,000) (3,000) (3,000) 1,370 Town -Safety Doors - (5,000) (5,000) (3,000) (10,000) (3,000) (3,000) 1,371 roept 26-Town Facilities �(3, (148,000) (141,000) (126,U 1,372 1,373 Servers & Network St - - - - - - - Page 33 FIVE YEAR FINANCIAL FORECAST ALL MUNICIPAL FUNDS AUDITED ADOPTED I REVISED • • Projected Projected Projected Projected LINE # FY 21 FY 22 FV 22 FY 24 FY 25 FY 26 FY 27 1,374 Network Printers/Peripheal Dev - - - 1,375 Network Equipment - - - 11376 Server Replacements - - - 1,377 Phone System/Peripheral - - - 1,378 Dept 40 - Westlake Academy 1,379 1,380 TOTAL EXPENDITURES 1 (381,692) (1,291,287) (1,209,78 1,381 1,382 1,383 NET CHANGE TO FUND BALANCE (172810) 270,713 3S2,213 1,384 Beginning Fund Balance 839:526 666,715 666,715 1,385 Ending Fund Balance 666,715 937,428 1,018,928 1,386 Restricted/Committed/Assigned 666,715 937,428 1,018,928 1,387 11.1nassigned Ending Balance $ 1,388 1,389 1,390 1,391 1,392 1,393 1,394 1,395 1,396 1,397 1,398 1,399 1,400 1,401 1,402 1,403 1,404 1,405 1,406 1,407 1,408 1,409 1,410 1,411 1,412 1,413 1,414 1,415 1,416 1,417 1,418 (45,000) (45,000) (45,000) (45,000) (7,000) (5,000) (5,000) (5,000) (3,000) (3,000) (3,000) (3,000) (3,000) (10,000) (3,000) (3,000) (58,000) (63,000) (56,000) (56,000) (1,468,000) (1,323,500) (770,000) (1,080,000) 1,018,928 278,428 (179,572) (493,072) (253,072) 278,428 1179,572) (493.072) 1253,0721 (1,273,072) 278,428 (179,572) (493,072) (253,072) (1,273,072) $ $ $ FUND 605 NTENANCE/REPLACEM $ - $ ENT FUND - $ - $ - Contribution for Fire/EMS Dept. 14 $ 187,500 $ - $ - $ - Insurance Proceeds Dept. 14 45,098 - - - - - - - Insurance Proceeds Dept. 15 - - - - - - - - Interest Earned Dept. 30 1,586 21000 2,000 1,000 4,000 4,000 4,000 4,000 Transfer In from GF Dept. 88 75,000 1,000,000 1,000,000 1,500,000 750,000 1,250,000 500,000 TOTAL REVENUES 309,184 1,002,000 1,002, r 754,000 1,254,000 Academy Buses Dept. 30 - - - - - - - - Fire Dept Vehicles Dept. 14 - 1145,000) (145,000) - - (3,000,000) (870,515) - Marshal Truck Dept. 15 - - - - - - - (70,000) Facilities Truck Dept. 17 - - - - - - (65,000) - Parks & Rec Mule Dept. 19 (18,000) (21,324) (20,000) - TOTAL EXPENDITURES (163,000) 1 (20,000) (3,000,000) (935,515) (70,000) Beginning Fund Balance 855,972 1,165,156 1,165,156 2,000,832 3,501,832 4,235,832 2,489,832 2,058,317 Ending Fund Balance 1,165,156 2,004,156 2,000,832 3,501,832 4,235,832 2,489,832 2,058,317 1,992,317 3,501,832 4,235,832 2,489,832 2,058,317 1,992,317 Restricted/Committed/Assigned 1,165,156 2,004,156 2,000,832 Unassigned Ending Balance $ $ $ 1 $ $ $ $ Page 34 ■ ■ The Municipal Budget has five Special Revenue funds which are used to account for proceeds of revenue sources that are restricted or committed for specified purposes other than debt service or capital projects. N6 FUND 220 - VISITORS ASSOCIATION FUND This fund collects a Hotel Occupancy Tax from the Marriott Solana, Deloitte, and any future Westlake hotels. A 7% municipal tax is levied on the cost of nightly room rentals, the maximum allowable under State law. Funds generated by the occupancy tax are generally restricted to uses that directly promote tourism and the convention and hotel industry. Revenues are programmed to conservatively decrease slightly in FY23 from the adopted FY22 budget as the hotel tax stream is still recovering post -pandemic. Revenues received from Deloitte are shared 50% with the Economic Development fund as per agreement, which is then rebated back to Deloitte. This cost sharing will expire in this next budget year. Expenditures in FY23 are expected to increase slightly due to contracted rent increases to which this fund contributes, as well as payroll costs. IIP FUND 200 - 413 ECONOMIC DEVELOPMENT FUND This fund collects a half cent sales tax to be allocated to qualified development projects. Since FY 2006, the 4B Fund has been committed to the repayment of the debt incurred for the Town's Civic Campus project (now known as the Westlake Academy campus). No other activity is programmed. IIP FUND 210 - ECONOMIC DEVELOPMENT FUND This fund is used as a pass -through based on economic development agreements to easily identify the revenues and expenditures pertaining to the agreements. Currently it receives 50% of Deloitte hotel occupancy taxes and remits the agreed upon rebate back to Deloitte. Additionally, this fund receives lot payment revenues and transfers to the Academy Expansion Fund to finance its capital projects. Page 35 FUND 215 - PUBLIC IMPROVEMENT DISTRICT (PID) The PID is comprised of revenues used to cover costs attributable to Entrada development and construction. Consultant, attorney, and administer fees are budgeted and are covered by the remaining fund balance. FUND 225 - PUBLIC ART PROGRAM This fund accounts for contributions received for Westlake Public Arts Projects. Westlake is pending a Public Art installation in the 1600 Block of Solana Boulevard median. This is the first in a series of such pieces planned for the Town and will, therefore, set an artistic standard for future works. The corresponding numbers shown on the following pages in Fund 225 need to be updated. Approximately $775k has been received to date for public art. FUND 418 - LONE STAR PUBLIC FUND This fund was created to account for the financial activities of the Lone Star Public Facilities Corporation. It was anticipated that the Corporation would issue bonds to finance the purchase or construction of public facilities, and then lease those facilities to qualifying tenants, however no bonds were ever issued. Monies in this fund were from corporate donations that were received shortly after the fund was created. Page 36 FIVE YEAR FINANCIAL FORECAST ALL MUNICIPAL FUNDS AUDITED ADOPTED REVISED Projected Projected Projected Projected LINE H FY 21 FY 22 FY 22 FY 24 FY 25 FY 26 FY 27 1,419 1,420 SPECIAL FUNDS 1421 , 1,422 1,423 1,424 1,425 , ' VISITORS ASSOCIATION , 1,426 1,427 1,428 Hotel Tax (Marriott) $ 222,799 $ 400,000 $ 400,000 $ 400,000 $ 450,000 $ 525,000 $ 575,000 $ 600,000 1,429 Hotel Tax (Other) - - - - - - - - 1,430 Hotel Tax (Deloitte) 69 28,000 28,000 10,000 36,000 36,360 36,724 37,091 1,431 222,868 428,000 428,000 410,000 485,770 561,130 611,494 636,861 1,432 Hotel Tax - Entrada - - - - - - - - 1,433 Hotel Tax - Front 44 - - - - - - - - 1,434 - - - - - - - - 1,435 Total Hotel Occupancy Tax 429,000 429,000 420,000 495,770 561,130 611,494 636,861 1,436 1,437 Community Tree Lighting - - - - 2,216 2,238 2,261 2,487 1,438 Interest Income 293 3,500 3,500 500 7,000 7,500 81000 8,500 1,439 Insur Refund/Equity Return - - - - - - - - 1,440 Misc Income - - - - - - - - 1,441 Dept 10 - General Service Revenues 3,500 3,500 500 9,216 9,738 10,261 10,987 1,442 1,443 Membership Fees - - - - - - - - 1,444 Special Events Revenue - - - - - - - - 1,445 Sales of Printed Material - 100 100 100 - - - - 1,446 Historical Board Revenue - - - - - - - - 1,447 Misc Revenue - - - - - - - - 1,448 Donations - - - - - - - - 1,449 Sponsors - - - - - - - - 1,450 Dept 24- Historical Board Revenues Other - 100 �00 1,451 1,452 Car Show - Registrations - 1,000 1,000 1,000 1,010 1,020 1,030 1,041 1,453 Car Show- Merchandise Sales - 2,000 2,000 1,000 11010 1,020 11030 1,041 1,454 Car Show - Pine Car Derby - 100 100 100 101 102 103 104 1,455 Car Show- Sponsors 1 2,500 2,500 3,000 3,030 3,060 3,091 3,122 1,456 Dept 24 - Car Show Revenues 1 5,600 5,600 W,100 5,151 5,203 5,255 5,307 1,457 1,458 Transfer in from GF 500,000 500,000 250,000 250,000 250,000 250,000 1,459 ITOTAL REVENUES 1 223,1621 937,2001 gu=1 750,1371 826,0711 877,0091 903,155 1,460 1,461 Office Rent (78,455) (81,712) (81,712) (84,086) (81,714) (84,090) (86,485) (88,910) 1,462 Telephone Service (118) (125) (125) (101) (102) (103) (104) (105) 1,463 Internet Expense (3,511) (2,200) (2,200) (3,408) (3,442) (3,477) (3,511) (3,546) 1,464 Electric Service (9,361) (9,357) (9,357) (9,800) (9,898) (9,997) (10,097) (10,198) 1,465 Dept 10- Rent & Utilities Expenditures (91,446) (93,394) (93,394) (95,156) (97,667) (100,197) (102,759) 1,466 1,467 Operating Xfr Out to GF for Payroll Costs (190,097) (497,255) (497,255) (545,574) (551,030) (556,540) (562,105) (567,726) 1,468 Operating Xfr Out for PR Costs - - - (2,288) (2,311) (2,334) (2,357) (2,381) 1,469 Administrative Expense (1,234) - - - - - - - 1,470 Auditor (7,380) (8,200) (8,200) (6,240) (6,302) (6,365) (6,429) (6,493) 1,471 Resident Survey - - - - - - - - 1,472 Community Services - - - - - - - - 1,473 Marriott Marketing - (25,000) (25,000) (5,000) (25,000) (35,000) (50,000) (50,000) 1,474 Marriott Transportation (80,000) (80,000) (80,000) (80,000) (80,000) (80,000) (80,000) (80,000) 1,475 Meeting Expense (259) - - - - - - - 1,476 Special Events - - - - - - - - 1,477 Public Art Expense (1,150) - - - - - - - 1,478 Marketing & Promotions (5,000) (7,500) (7,500) (10,000) (10,100) (10,201) (10,303) (10,406) 1,479 Application Software Maint. (4,000) (4,000) (4,000) (4,000) (4,040) (4,080) (4,121) (4,162) 1,480 Advertising/Public Notices - - - - - - - - 1,481 Community Tree Lighting - (22,000) (22,000) (32,500) (32,825) (33,153) (33,485) (33,820) 1,482 Audio/Visual - - - - - - - - 1,483 Dues & Subscriptions - - - - - - - - 1,484 Misc. Expense - - - - - - - - 1,485 Dept 10-General Service Expenditures I- (643,955) (fi_ (711,608) (727,674) (748,802) (754,9894 1,487 Contract Services (21,300) (20,000) (20,000) (20,000) (20,100) (20,201) (20,302) (20,403) 1,488 Website Development/Maint - - - (11,000) (11,000) (11,000) (11,000) (11,000) 1,489 Community Services (14,136) (13,400) (13,400) (13,400) (13,467) (13,534) (13,602) (13,670) 1,490 Masterworks (4,000) - - (5,000) (5,025) (5,050) (5,075) (5,101) 1,491 Marketing & Promotions (11,530) (30,000) (30,000) (26,000) (26,130) (26,261) (26,392) (26,524) 1,492 Marketing & Promotions Covid-19 - - - - - - - - 1,493 Community Picnic - - - - - - - - 1,494 Advertising/public Notices (5,613) (20,000) (20,000) (15,000) (15,075) (15,150) (15,226) (15,302) 1,495 Special Community Events (1,353) (2,000) (2,000) (4,000) (4,020) (4,040) (4,060) (4,081) 1,496 Special Events Covid-19 (799) - - - - - - - 1,497 Dues & Subscriptions (6,190) (7,250) (7,250) - - - - - 1,498 Postage & Supplies - - - - - - - - 1,499 Printing (565) (1,000) (1,000) (500) (503) (505) (508) (510) 1,499 Dept 22 - Communication Expenditures (65,486) (93,650) (93,650) (94,900) (95,320) (95,741) (96,165) (96,591) 1,500 1,501 Website Development/Maint. 1,502 Decoration Day/Memorial Day Page 37 FIVE YEAR FINANCIAL FORECAST ALL MUNICIPAL FUNDS AUDITED ADOPTED I REVISED Projected Projected Projected Projected LINE u FY 21 FY 22 FV 22 FY 24 FY 25 FY 26 1 FY 27 1,503 Misc. Expense - - - 1,504 Poppy Sales/Miscellaneous - - - 1,504 Advertising/Public Notices - - - 1,505 Misc. Expense - - - 1,506 Office Supplies - - - 1,507 Special Events (89) - - 1,508 Constitution Day Expense - - - 1,509 Car Show-Website (254) (200) (200) 1,510 Membership Drive - - - 1,511 Car Show -Expenses (2,020) (10,000) (10,000) 1,512 Town Historical Board Expense - - - 1,513 (10,200) 1,514 1,515 Consultant Fees - - - 1,516 Sponsorship Expense - - - 1,517 Contract Services - - - 1,518 Advertising/Public Notices - - - 1,519 Special Events - - - 1,520 Printing - - - 1,521 (Dept 25 - Public Art Expenditures - - - 11522 1,523 Misc. Expense - - - 11524 Contract Services - - - 1,525 (Dept 26 Arbor Day Expenditures - - - 1,526 1,527 ITOTAL EXPENDITURES 1 (448,416) (841,199) (841,199) 1,5211 1,529 1,530 NET CHANGE TO FUND BALANCE (225,254) 96,001 96,001 1,531 Beginning Fund Balance 323,332 98,078 98,078 1,532 Ending Fund Balance 98,078 194.079 194.079 1,533 Restricted/Committed/Assigned 98,078 194,079 194,079 1,534 JUnassigned Ending Balance $ $ - $ 1,535 Operating Expenditures 448,416 841,199 841,199 1,536 Operating Daily Cost 1,229 2,305 2,305 1,537 OPERATING DAYS 80 84 84 1,538 1,539 1,540 1,541 1,542 1,543 1,544 1,545 1,546 1,547 1,548 1,549 1,550 1,551 1,552 1,553 1,554 1,555 1,556 1,557 1,558 1,559 1,560 1,561 1,562 1,563 1,564 1,565 1,566 1,567 1,568 1,569 1,570 1,571 1,572 1,573 1,574 1,575 1,576 1,577 1,578 1,579 1,580 (202) (204) (206) (208) (10,100) (10,201) (10,303) (10,406) (10,302) �) (10,509) (10,614) (912,386) (931,487) (955,672) (964,953) (278,318) (440,567) (545,983) (624,646) 1440,567) (545,983) (624,646) (686,445) (440,567) (545,983) (624,646) (686,445) $ $ $ $ 912,386 931,487 955,672 964,953 2,500 2,552 2,618 2,644 (176) (214) (239) (260) Sales & Use Tax Revenues $ 1,593,092 $ 1,500,000 $ 1,500,000 1,537,500 $ 1,583,625 $ 1,631,134 $ 1,680,068 $ 1,730,470 TOTAL REVENUES $ 2,593,092 $ 1,500,000 $ 1,500,000 . (1,537,500) $ 1,583,625 $ 1,631,134 $ 1,680,068 $ 1,730,470 Transfer Out- DS Fund 300 $ (1,593,092) $ (1,500,000) $ (1,500,000) $ (1,385,376) $ (1,829,383) $ (1,680,068) $ (1,730,470) TOTAL EXPENDITURES $ (1,593,092) $ (1,500,000) $ (1,500,000) $ (1,385,376) $ (1,829,383) $ (1,680,068) $ (1,730,470) NET CHANGE TO FUND BALANCE Beginning Fund Balance Ending Fund Balance Restricted/Committed/Assigned $ $ - ' $ (0) $ $ (0) S 10) $ $ - $ - $ (0) (0) - (0) (0) (0) 198,249 198,249 (0) (0) (0) (0) (0) - - - - - Unassigned Ending Balance $ (0) $ (0) $ ( (0) ECONOMIC Sales & Use Tax Revenues HotelOccupancyTaxRevenues WA SICK Lot Payment Revenues $ - $ 69 Tied to schedul< - - 28,000 - $ - 28,000 150,000 $ - 10,000 475,000 $ - $ 28,000 200,000 - $ - 200,000 - $ - 200,000 - - 200,000 TOTAL REVENUES ED - Deloitte Hotel Tax ED- Schwab Sales Tax TransferOut- WAE 412 691 - - - 28,0001 (28,000) - - 178,000 (28,000) - (150,000) r r (10,000) - (475,000) 228,0001 (28,000) (200,000) 200,0001 - (200,000) 200,000 - (200,000) 200,000 - (200,000) TOTAL EXPENDITURES (28,000) (278,00 r r r (228,000) (200,000) (200,000) (200,000) NET CHANGE TO FUND BALANCE Beginning Fund Balance Ending Fund Balance Restricted/Committed/Assigned 69 0 70 70 - 69.56 70 70 - 70 70 70 70 70 70 70 70 70 70 70 70 70 70 70 70 70 70 Unassigned Ending Balance $ $ $ I $ $ $ $ Page 38 FIVE YEAR FINANCIAL FORECAST ALL MUNICIPAL FUNDS AUDITED ADOPTED REVISED . Projected Projected Projected Projected LINE a FY 21 FV 22 FV 22 FY 24 FV 25 FY 26 1 FV 27 1,581 1,582 1,583 1,584 1,585 1,586 1,587 1,588 1,589 1,590 1,591 1,592 1,593 1,594 1,595 1,596 1,597 1,598 1,599 1,600 1,601 1,602 1,603 1,604 1,605 1,606 1,607 1,608 1,609 1,610 1,611 1,612 1,613 1,114 1,615 1,616 1,617 1,618 1,619 1,620 1,621 1,622 1,623 1,624 1,625 1,621 1,627 1,628 1,629 1,630 PUBLIC IMPROVEMENT DISTRICT (LOCAL) - - - - Development Fees (Platting) $ - - - - Miscellaneous Reimbursements 15,906 $ $ $ $ TOTAL REVENUES 1 15,906 Consultant Fees (4,644) (10,000) (10,000) (5,000) - - - - Boyle & Lowry - (2,000) (2000), (2,000) 0.00 0.00 0.00 0.00 Admin Fees (5,510) (100) (100) (75,000) 0.00 0.00 0.00 0.00 Filing Fees - - - - - - - - Engineering - - - - - - - - Construction Inspection - - - - - - - - Advertising - - - - - - - - Consultant Fees - - - TOTAL EXPENDITURES ,1531 (12,100) (12,100) NET CHANGE TO FUND BALANCE Beginning Fund Balance 5,753 396,565 (12,100) 395,297 (22,200) 395,297 383,197 301,197 301,197 301,197 301,197 Ending Fund Balance 402,318 383,197 383,197 301,197 301,197 301,197 301,197 301.197 301,197 301,197 301,197 301,197 301,197 Restricted/Committed/Assigned 402,318 383,197 383,197 Unassigned Ending Balance $ $ $ $ Honorarium Dontations Contributions - DeloitteMAF Contribution Donations - Art Pieces Transfer in from Ca ital Project - Fire Station PUBLIC $ - $ 150,000 - - - $ - - - ■ - - - - PROGRAM $ - - - $ - $ - - - - - - - - TOTAL REVENUES 150,000 Honorarium Expense Dues & Subscriptions - - - - - - - - TOTAL EXPENDITURES NET CHANGE TO FUND BALANCE Beginning Fund Balance Ending Fund Balance Restricted/Committed/Assigned 150,000 100,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 Unassigned Ending Balance - $ $ $ $ $ 1,631 F111I,4 166LLW, IL S,AK� I 1,632 1,633 1,634 Interest Income $ 25 $ 50 $ 50 1,635 TOTAL REVENUES 25 50 1,636 1,637 Filing Fee Expense 1,638 ITOTAL EXPENDITURES 1,639 1,640 NETCHAINGETO UNDBALANCE 1,641 Beginning Fund Balance 14,719 14,744 14,744 1,642 Ending Fund Balance 14.744 14,794 14,794 1,643 Restricted/Committed/Assigned 14,744 14,794 14,794 1,644 Junassigned Ending Balance - $ 1,645 1,646 1,647 id$ 25 $ 25 $ 25 $ 25 251 251 25 25 14,794 14,844 14,869 14,894 14,919 14,844 14,869 14.894 14,919 14,944 14,844 14,869 14,894 14,919 14,944 Page 39 mom The Town is dedicated to a conservative pattern of debt issuance that ensures property tax rates remain attractive to prospective businesses and residents. Prior to acquiring any debt, alternative financing sources are evaluated. When debt is issued, it is used to acquire major assets with expected lives which equal or exceed the average life of the debt issue. The Town's rating of AAA/stable was reconfirmed by Standard & Poor's Ratings Services for the Town's most recent debt issuance. FUND 300 - DEBT SERVICE FUND (SALES & USE TAX SUPPORTED) The Debt Service Fund 300 is used to manage payments on all general government related debt. Prior to acquiring long-term debt, alternative financing sources are explored before debt is issued. Debt service is used to acquire major assets with a useful life that equals or exceeds the debt issuance. Transfers from 413 Economic Development Fund and the General Fund comprise the bulk of this debt service fund revenues. Current debt issuances relate to the Fire Station Complex, as well as Westlake Academy and its expansion. There are no immediate plans to issue debt from this fund. IF FUND 301 - DEBT SERVICE FUND (PROPERTY TAX SUPPORTED) Property tax is allocated between Maintenance and Operations in the General Fund and Interest and Sinking in the Debt Service Fund 301. The debt service rate includes the debt service necessary to pay the Town's debt payments in the coming year. This rate accounts for principal and interest on bonds and other debt secured by property tax revenue. This fund is used for street infrastructure improvements, Westlake Academy Expansion, and funding the Westlake Academy's Sam & Margaret Lee Arts & Sciences Center. Prior to acquiring long-term debt, alternative financing sources are explored before debt is issued. In 2021, the Government Obligations Refunding Bonds (GORB) series 2021 were issued to support capital projects. There are no immediate plans to issue debt from this fund. Page 40 FIVE YEAR FINANCIAL FORECAST ALL MUNICIPAL FUNDS AUDITED ADOPTED REVISED Projected Projected Projected Projected LINE # FY 21 FY 22 FY 22 FY 24 FY 25 FY 26 1 FY 27 1,648 1,649 DEBT 1,650 FUNDS 1,651 1,652 1,653 1,654 FUND 300 DEBT SERVICE (revenue sumorted) 1,655 1,656 1,657 1,658 1,659 1,660 1,661 1,662 1,663 1,664 1,665 1,666 1,667 1,668 1,669 1,670 1,671 1,672 1,673 1,674 1,675 1,676 1,677 1,678 1,679 1,680 1,681 1,682 1,683 1,684 1,685 1,686 1,687 1,688 1,689 1,690 1,691 1,692 1,693 1,694 1,695 1,696 1,697 1,698 1,699 1,700 1,701 1,702 1,703 1,704 1,705 1,706 1,707 1,708 1,709 1,710 1,711 1,712 1,713 1,714 1,715 1,716 Transfer in -GF 100 $ 357,169 $ 125,237 $ 124,850 $ 84,850 $ - $ 111,385 $ 266,650 $ 201,421 Transfer In -4B 200 1,593,092 1,500,000 1,500,000 1,537,500 1,385,376 1,829,383 1,680,068 1,730,470 Bond Proceeds-2021 GORB - - - - Bond Premium - 2021 GORB TOTAL REVENUES 1,950,2611 1,625,2371 1, r1 1,385,3761 1,940,7681 1,946,718 1,932,891 Bank Charge Refunding of 2002/2003 (400) - - - Bank Charge - 2011 GORB 2011 GO -Refunding - - - - Principal - Issue 2011 GORB 2021 GO- Refunding (750,000) - - - Interest - Issue 2011 GORB PROGRAM 10 (127,550) - - - - 2011 GORB (877,950) - - Bank Charge - Issue 2013 CO Series 2013 CO (440) (440) (440) (440) (440) (440) (440) (440) Principal - Issue 2013 CO Academy Expansion - (200,250) (200,250) (204,700) (213,600) (213,600) (226,950) (231,400) Interest - Issue 2013 CO PROGRAM 12 - (250,630) (250,630) (245,056) (238,781) (232,373) (225,765) (218,601) - (440) (452,320) (452,320) (450,196) (452,822) -) (453,255) (450,441) Bank Charge - 2013 GORB Series 2008 CO (A&S) (53) (53) - - - - - Principal - 2013 GORB Series 2013 - GO Refunding (145,000) (145,000) (150,000) (145,000) (155,000) (165,000) (160,000) Interest-2013 GORB PROGRAM 13 (23,838) (23,838) (20,375) (17,130) (13,830) (10,063) (6,000) 111111111 ii� (168,891) (168,891) (170,375) (162,130) (168,830) (175,063) (166,000) Bank Charge - Issue 2014 GORB Refunding of 2003 (400) - - - - - - - Principal - Issue 2014 GORB Issue-2014-GORB (5,000) - - - - - - - Interest- Issue 2014 GORB Program 14 (64,500) - -L(223,925) 2014 GORB (69,900) - -- - - - Bank Charge - 2017 GORB Refunding of 2007 (450) (450) (450) (450) (450) (450) (450) Principal -Issue 2017 GORB Issue-2017-GORB (35,000) (35,000) (35,000) (40,000) (605,000) (625,000) (645,000) Interest -Issue 2017 GORB Program 15 (225,675) (224,888) (224,888) (222,800) (210,100) (185,500) (160,100) TOTAL � GORB(261,125) (260,338) (260,338(263,250) (815,550) (810,950) (805,550) Bank Charge-2017 Tax Note Fire Station Tax Note - - - - - - - - Principal-2017 Tax Note Issue-2017-TTN (219,000) (223,000) (223,000) (227,000) - - - - Interest-2017 Tax Note PROGRAM 16 (14,271) (10,326) (10,326) (6,254) - - - - 2017 Tax Note (233,271) (233,326) (233,326) (233,254) - - - Bank Charge - 2017 CO Fire Station Bonds Issue-201-, (450) (450) (450) (450) (450) (450) (450) (450) Principal - Issue 2017 CO (215,000) (225,000) (225,000) (230,000) (235,000) (245,000) (250,000) (260,000) Interest - Issue 2017 CO (292,125) (285,525) (285,525) (278,700) (271,725) (264,525) (257,100) (249,450) TOTAL - 2017 CO (507,575) (510,975) (510,975) (509,150) (507,175) (509,975) (507,550) (509,900) Bond Issue Cost 2021 GORB - - - - - - - - Payment to Escrow - 2021 GORB - - - - - - - - TOTAL 2021 GORB - - - - - - - - TOTAL EXPENDITURES 1 (1,950,261) (1,624,850) (1,624,850) (1,385,376) (1,940,768) (1,946,738) (1,931,891) NET CHANGE TO FUND BALANCE Beginning Fund Balance - 387 - - - - - (0) (0) Ending Fund Balance 387 (0) (0) (0) Restricted/Committed/Assigned - 387 Unassigned Ending Balance $ $ (0) (0) (0) 1,717 , , 1,718 1,719 1,720 Property Tax $ 689,890 $ 1,134,763 $ 1,134,763 $ 1,134,763 $ 1,244,090 $ 665,210 $ 654,530 $ 663,350 1,721 Current Year Penalty/Interest 3,280 - - - - - - - 1,722 Prior Year Penalty/Interest 536 - - - - - - - 1,723 Prior Year Delinquent 697 - - - - - - - 1,724 Bond Proceeds-2021 GORB 4,430,000 - - - - - - - 1,725 Bond Premium-2021 GORB 337,298 - - - - - - - 1,726 Transfer in from GF - 1,727 ITOTAL REVENUES E 1 5,461,7011 1,134,763 1, 1,244,090 665,2101 654,530 663,350 1,728 1,729 Bank Charge Refunding of 2002/2003 - - - (450) 1,730 Bank Charge - 2021 GORB Series 2021 GORB - - - - (440) (440) (440) (440) 1,731 Principal - Issue 2021 GORB Refunding of 2011 GORB & - - - (865,000) (900,000) (340,000) (340,000) (360,000) Page 41 FIVE YEAR FINANCIAL FORECAST ALL MUNICIPAL FUNDS AUDITED ADOPTED REVISED Projected Projected Projected Projected LINE p FY 21 FY 22 FV 22 FY 24 FY 25 FY 26 1 FY 27 1,732 Interest - Issue 2021 GORB PROGRAM 20 - - - 1,733 TOTAL 2011 GORB - - - 1,734 1,735 Bank Charges - 2011 GORB Series 2011 GORB - (440) (440) 1,736 DS Principal - 2011 GORB Series 2011 GO -Refunding - (730,000) (730,000) 1,737 DS Interest-2011 GORB PROGRAM 10 - (117,527) (117,527) 1,738 GORB - (847,967) (847,967) 1,739 1,740 Bank Charge - 2011 CO Series 2011 CO (Amended 20 - (440) (440) 1,741 Principal - 2011 CO Series 2021 GO -Refunding (91,000) (80,000) (80,000) 1,742 Interest-2011 CO PROGRAM 11 (30,150) (37,725) (37,725) 1,743 (121,150) (228,265) (228,165) 1,744 1,745 Bank Charge - Issue 2013 CO Series 2013 CO - - - 1,746 Principal - Issue 2013 CO p Split with AcademyEx ansion P (191,350) - - 1,747 Interest- Issue 2013 CO Fund 300 PROGRAM 12 (255,525) - - 1,748 (446,875) - -� 1,749 1,750 Bank Charge - 2013 GORB Series 2008 CO (A&S) (440) - - 1,751 Principal - 2013 GORB Series 2013 - GO Refunding (145,000) - - 1,752 Interest-2013 GORB PROGRAM 13 (27,463) - - 1,753 (172,903) - - 1,754 1,755 Bank Charge - Issue 2014 GORB Series 2003 CO - - - 1,756 Principal - Issue 2014 GORB Series 2014 GO- Refunding - (5,000) (5,000) 1,757 Interest - Issue 2014 GORB PROGRAM 14 - (64,320) (64,320) 1,758 (69,320) (69,320) 1,759 1,760 Bond Issue Cost 2021 GORB (72,932) - - 1,761 Payment to Esscrow-2021 GORB (4,694,366) - - 1,762 Bank Charge-2021 CO Series 2021 CO - Capital - - - 1,763 Principal - 2021 CO - (130,000) (130,000) 1,764 Interest-2021 CO PROJECT 21 - (78,285) (78,285) 1,765 (4,767,298) (208,285) (208,285)t 1,766 1,767 1,768 1,769 ITOTAL EXPENDITURES (5,508,225) (1,243,737) (1,243,73 1,770 " 1,771 r(108,974) 1,772 Beginning Fund Balance 150:518 103,994 103,994 1,773 Ending Fund Balance 103.994 (4,980) (4,980) 1,774 Restricted/Committed/Assigned 103,994 (4,980) (4,980) 1,775 Unassigned Ending Balance 1,776 1,777 1,778 (69,150) (50,550) (40,350) (29,850) (969,590) (390,990) (380,790) (390,290) (400) (400) (400) (400) (5,000) (5,000) (5,000) (5,000) (63,960) (63,780) (63,600) (63,420) (69,360) (69,180) (69,000) (68,820) (440) (440) (440) (440) (125,000) (130,000) (135,000) (140,000) (79,700) (74,600) (69,300) (63,800) (205,140) (205,040) (204,740) (2M (1,244,090) (665,230) (654,530) (663,350) (105,872) (105,872) (105,872) (105,872) (105,872) (105,8721 (105,872) (105,8721 (105,872) (105,872) (105,872) (105,872) Page 42 These funds are used to account for financial resources that are restricted, committed, or assigned to expenditure for capital outlays. N6 FUND 410 - CAPITAL PROJECTS FUND This fund tracks major equipment, land, and infrastructure projects of $25,000 or more financed with General Fund operating transfers, intergovernmental revenue, bond proceeds and Special Revenue Fund transfers. Project completion or procurement may extend across two or more fiscal years and reflect multiple expenditure categories such as engineering, design and construction. Completed capital projects often have a continuing fiscal impact on the Town's operating funds due to routine maintenance, repair, and daily operating costs. When an ongoing operating impact has been identified, it is included in the project description sheet, and costs are projected for the next three years. Upon approval of the project, the ongoing fiscal impact is integrated into the operating budget. The General Fund transfers money into this fund to support financing projects. In FY23, continued street, facility and ground, parks, trails, and cemetery, and technology improvements are proposed. In addition to the fund program detail, a Funded Capital Improvement Project Forecast is provided for current and out -year planning. An Unfunded/Under Discussion Capital Improvement Project Forecast is also included which outlines projects Staff and Council have identified but require Council direction on implementation and prioritization. None of the Unfunded/Under Discussion projects will be planned or built prior to Council discussion and approval. The projects shown are for future consideration and planning purposes only. FUND 411 - WESTLAKE ACADEMY SAM & MARGARET LEE ARTS & SCIENCES CENTER FUND This fund tracks and accumulates resources to finance the Sam & Margaret Lee Arts and Sciences Center expansion. Westlake Academy Staff identified immediate needs for three additional science labs and two art rooms on campus. Subsequent discussions involved the replacement of the portable buildings and Staff were directed to propose expanding the building footprint in an attempt to eliminate classrooms from the portables. The estimated cost of this project is $15M. The funding source for the project includes funds provided per economic development agreements by residential developments, anonymous matching funds, and Westlake Academy affiliates. Page 43 ft FUND 412 - WESTLAKE ACADEMY EXPANSION FUND This fund tracks and accumulates resources intended to finance future Academy expansions. In FY 12/13, approximately $8.5 million dollars of bond proceeds were used to fund construction of three new buildings at Westlake Academy. In February of 2013, an Economic Development Agreement was executed that requires the developer to pay $10K for lots in the Granada subdivision, $5K for lots in the Quail Hollow subdivision and $5K for lot the Knolls. These payments are recorded in the Economic Development Fund 210 and are transferred to the Westlake Academy Fund 412. An athletic capital improvement package has been proposed for the Westlake Academy campus which would be funded through private donations only estimate $800k. Staff is working with the donor funding. Page 44 FIVE YEAR FINANCIAL FORECAST ALL MUNICIPAL FUNDS AUDITED ADOPTED REVISED Projected Projected Projected Projected Ll N E # FY 21 FY 22 FV 22 FY 24 FY 25 FY 26 FY 27 1,171 1,488 CAPITAL PROJECTS FUNDS 1,48 1,780 1,781 1,782 1,783 M 2 110 , I 1 1 • , ' • 1784.0 1,785 1,786 1,787 1,788 1,789 1,790 1,791 1,792 1,793 1,794 1,795 1,796 1,797 1,798 1,799 1,800 1,801 1,802 1,803 1,804 1,805 1,806 Contributions $ - $ - $ - $ - $ $ $ $ TOTAL REVENUES - Misc. Expense - - - Construction Expense (89,133) - - Furniture & Fixtures - - - Engineering (350) - - Design Fees - - - Transfer to Public Arts - - - - - - - - - - - - - - - - - - - - - - TOTAL EXPENDITURES (89,483) Beginning Fund Balance 48,594 (40,890) (40,890) Ending Fund Balance (40,890) (40,890) Restricted Funds (40,890) (40,890) - - - - - - - - - Unassigned Ending Balance $ $ $ -1.- 1-1 r1n 1I'll 1,807 2110 1HEN11mer 1JIFAEU0.40111M0291011 1,808 1,809 1,810 Transfer in from GF $ - $ 1,000,000 $ 1,000,000 1,010,100 $ - $ - $ - $ - 1,811 Transfer in from GF - P&D $ 1,129,797 $ 203,395 $ 191,295 $ 652,395 1,812 Interest Income 3,015 5,000 5,000 5,000 5,000 5,000 5,000 5,000 1,813 Cemetary Improvements - - - - - - 1,814 Trail - Dove/Pearson/Aspen - - - - - - 1,815 Maintenance & Storage Facility - - - - - - Bond Proceeds - 3,353,602 - - - - Contributions 50,000 - - 1,816 Other Sources- Bond Proceeds 3,215,000 - - - - - 1,817 Bond Premium 249,742 - - - - - 1,818 1,819 - - 1,820 ITOTAL REVENUES W 1 3,517,7571 4,358,6021 1,005 1 1,134,7971 208,3951 196,2951 657,395 1,826 FM 1938 Town Improvements 1,827 SH114/Hwy170 Enhancements 1,828 Roanoke Road Recon/Drain South - (700,955) (700,955) - - - - - 1,829 170 Town Improvements - - - - - - - - 1,830 Sam School Road Recon & Drainage - - - - - (72,160) - - 1,831 Ottinger Road Reconstruction & Drainage (591,376) - - - - - - - 1,832 Pearson Lane Recon & Drainage (20,831) (475,565) (475,565) - - - - - 1,833 Dove Road/FM3938 Signalization - - - - - - - - 1,834 Solana/FM 1938 Signalization - - - - - - - - 1,835 Flashing Crosswalk Lights (26,302) - - - - - - - 1,836 Solana Pavement Repairs - - - - - - - - 1,837 Wyck Hill Pavement Resurface - - - - - - - - 1,838 FM3938 Pavement Repairs (3,631) - - - - - - - 1,839 SH 114 Service Rd Construction (101,948) (100,000) (80,000) (120,000) (100,000) (50,000) - - 1,840 GPS Opticom Traffic Control - (91,250) (91,250) - - - - - 1,841 170 Town Improvements - - - - - - - - 1,842 Glenwyck Farms Ductbank - - - (100,000) - - - - 1,843 Glenwyck Farms Entranceways - (246,000) 1,844 IROAD and STREET IMPROVEMENTS 1 (744,087) (1,367,770) (1,347,770) • •1 (100,000) (122,160) 1,845 1,846 WA - Pond Repairs (17,395) - - - - - - - 1,847 WA West Parking Improvements - - - - - - - - 1,848 Maintenance and Storage Facility - - - - - - - - 1,849 WA Parking Improvements (dept 17) - - - - - - - 11850 WA Parking Improvements (dept 40) - - (300,000) - - - - 1,851 WA Pickup lane improvements - - (150,000) - - - - 1,852 Fire Station driveway/parking (246,000) 1,853 FACILITY and GROUND IMPROVEMENTS (17,395) • • . . . 1,854 1,855 Software Upgrades for WA - (200,000) (200,000) - - - - - 1,856 Software Upgrades for Municipality - - (70,000) (200,000) 1,857 IFINANCE (200,000) (200,000) 1,858 1,859 Trail Connection at 114 & Solana - - - - - - - - 1,860 Trail - Westlake Academy to Cemetery - - - - (560,705) - - - 1,861 Trail- Dove/Pearson/Aspen (86,798) (459,250) (459,250) (54,043) - - - - 1,862 Wayfinding Signage (1,620) (214,700) (100,000) (214,700) - - - - Page 45 FIVE YEAR FINANCIAL FORECAST ALL MUNICIPAL FUNDS AUDITED ADOPTED REVISED Projected Projected Projected Projected LINE a FY 21 FY 22 FY 22 FY 24 FY 25 FY 26 1 FY 27 1,863 1,864 1,865 1,866 1,867 1,868 1,869 1,870 1,871 1,872 1,873 1,874 1,875 1,876 1,877 1,878 1,879 1,880 1,881 1,882 Cemetery Improvements Sam School/Knolls Open Space ADATrailenhancements (3,990) - - (250,000) - (100,000) - - 164,3171 - (198,000 - - - - - - - - PARKS/TRAIL/CEMETERY IMPROVEMENTS 1 (92,408) (923,950) (659,250) - - (560,705) Misc Expense (26) - - Fiber Connectivity between Buildings (172,242) - - - - - - INFORMATION TECHNOLOGY IMPROVEMENTS 1 (172,268) - Bond Issuance Costs (57,097) - - - DEBT 1 (57,097) TOTAL REVENUES AND TRANSFERS IN TOTAL EXPENDITURES AND TRANSFERS OUT 3,517,757 (1,083,255) 4,358,602 (2,492,720) 1,005,000 (2,207,020) 1,015,100 (1,563,060) 2,234,797 (860,705) 208,395 (122,160) 196,295 - 657,395 - NET CHANGE TO FUND BALANCE Beginning Fund Balance Ending Fund Balance Restricted/Committed/Assigned Contributions/Grants/Bonds 2,434,501 1,440,851 3,875,352 3,875,352 1,866,882 3,875,352 5,742,234 5,742,234 (1,202,020) 3,875,352 2,632,443 2,6321443 2,632,443 2.084.483 r• 2,084,483 2,358,575 2,358,575 2,444,810 2,444,810 2,642,105 2,641,105 3,298.500 2,084,483 21358,575 2,444,810 2,641,105 3,298,500 Unassigned Ending Balance $ $ 1 $ $ $ $ 1,883 1,884 FUND411 WESTLAKEACADEMY ., I 1,885 1,886 1,887ARTS • 1,888 SCIENCES ' BUILDING ' 1,889 1,890 Transfer in from WA Exp 1,000,000 250,000 250,000 1,891 Interest Income 1,377 1,000 1,000 1,892 Contributions 1,250,000 - - 1,893 Contributions(WA Affiliates) 1,894 1,895 ITOTAL REVENUES I 2,2 1,896 1,897 Engineering - - - 1,898 Construction - - - 1,899 Design (250,000) (250,000) 1,900 ITOTAL EXPENDITURES 1 (250,000) (250,00 1,901 1,902 rrr 1,000 1,903 Beginning Fund Balance 49,682 2,301,059 2,301,059 1,904 Ending Fund Balance 2,301,059 2,302.059 2,302.059 1,905 Restricted Funds 2,301,059 2,302,059 2,302,059 1,906 linassigned Ending Balance $ $ 1,907 1,908 1,909 1,910 1,911 , 412ACADEMY , 1,912 1,913 1,914 Interest Earned $ 4,584 $ 5,000 $ 5,000 1,915 Contributions $ 50,000 $ - $ - 1,916 Transfer in from ED 200 $ - $ $ 150,000 1,917 ITOTAL REVENUES 1 54,584 1,918 1,919 1,920 Project- Capital improvement (14,000) - - 1,921 Transfer Out to A&5 (1,000,000) (250,000) (250,000) 1,922 ITOTAL EXPENDITURE 1 (1,014,000) (250,000) (250,00 1,923 1,924 rrr rrr 1,925 Beginning Fund Balance 3,011,918 2,052,502 2,052,502 1,926 Ending Fund Balance 2,052,502 1,807,502 1,957,502 1,927 Restricted Funds 2,052,502 1,807,502 1,957,502 1,928 Unassigned Ending Balance $ 250,000 1,000 2,302,059 1 2,303,059 2,303,059 2,303,059 2,303,059 2.303.059 2.303.059 2,303,059 2,303,059 2,303,059 2,303,059 2,303,059 2,303,059 2,303,059 2,303,059 5,000 1 $ 5,000 $ 5,000 $ 5,000 $ 5,000 1,957,502 1 1,387,502 1,392,502 1,397,502 1,402,502 1.387.502 1.392.502 1,397,502 1,402,502 1,407,502 1,387,502 1,392,502 1,397,502 1,402,502 1,407,502 $ $ $ Page 46 FUNDED CAPITAL IMPROVEMENT PROJECT FORECAST �D.scdpllo,!V Totals FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 PROJECT Project Afiff thru Adopted Revised Proposed Projected Projected Projected Projected GRAND FY 2021 Budget Budget Budget Budget Budget Budget Budget TOTAL CP34 Roanoke Road Reconstruction & Drainage South 72,118 700,955 700,955 - - - - - 773,073 CP40 Sam School Road Reconstruction & Drainage 26,828 - - - 72,160 - - - 98,988 CP82 SH114 Service Road Construction 259,398 100,000 100,000 100,000 50,000 - - - 509,398 CP83 GPS Opticom Traffic Control - 91,250 91,250 - - - - - 91,250 CP91 Glenwyck Farms Telecommunications Ductbank - - - 100,000 - - - - 100,000 CP92 Glenwyck Farms Entranceways (2) - - - 246,000 - - - - 246,000 CP84 SH 170Town Improvements 234,800 - - - - - - - 234,800 Total - Road Improvements - Dept 16 593,143 892,205 892,205 446,000 122,160 - - - 2,053,508 CP85 WA Parking Improvements (Dept 17) 61,722 - - - - - - - 61,722 CP85 WA Parking Improvements (Dept 40) - - - 100,000 - - - - 100,000 CP88 WA Athletics Facilities Improvements - - - 800,000 - - - - 800,000 CP93 WA pickup lane improvements - - - 150,000 - - - - 150,000 CP94 Fire station driveway and parking extension - - - 246,000 - - - - 246,000 Total - Facility Improvements - Dept 17 61,722 - - 1,296,000 - - - - 1,357,722 CP90 ADA trail enhancements Solana/Sam School Road - - - 198,000 - - - - 198,000 CP67 Wayfinding Signage 5,585 214,700 214,700 214,700 - - - - 434,985 CP76 Cemetery Improvements 117,742 250,000 250,000 64,317 - - - - 432,059 Total - Trail/Park/Cemetery - Dept 19 123,327 464,700 464,700 477,017 - - - - 1,065,044 CP52 Trail - Academy to Cemetery - - - - 560,705 - - - 560,705 CP53 Trail - Dove/Pearson/Aspen 91,018 459,250 459,250 54,043 - - - - 604,311 CP60 Pearson Lane Recon/Drainage 98,543 475,565 475,565 - - - - - 574,108 Total - Trail and Road Improvements - Dept 16 & 19 189,562 934,815 934,815 54,043 560,705 - - - 1,739,125 CP86 Software Upgrades for WA - 200,000 200,000 - - - - - 200,000 CP87 Software Upgrades for Municipality - - - 70,000 200,000 - - - 270,000 Total - Information Technology - Dept 18 & 20 - 200,000 200,000 70,000 200,000 - - - 470,000 TOTAL GOVERNMENTAL PROJECTS 967,753 2,491,720 2,491,720 2,343,060 882,865 - - - 6,685,398 Funding Summary Totals FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 PROJECT thru Adopted Revised Adopted Projected Projected Projected Projected GRAND FY 2021 Budget Budget Budget Budget Budget Budget Budget TOTAL Cash/Fund Balance (Formerly adopted) 967,753 200,000 200,000 1,110,000 200,000 - - - 2,477,753 FY21/22 Bonds 30 Year - 2,291,720 2,291,720 433,060 682,865 - - - 3,407,645 WAAC (Westlake Academy Athletic Club) - - - 800,000 - - - - 800,000 GRAND TOTAL ALL PROJECTS 967,753 2,491,720 2,491,720 2,343,060 882,865 - - - 6,685,398 Page 47 UNFUNDED/UNDER DISCUSSION CAPITAL IMPROVEMENT PROJECT FORECAST Totals FY 2022 Dept Project Description Thru Revised No. FY 2021 Budget 16 Hwy 170, 377 and Schwab Way Traffic $ $ Signal Upgrade 16 Dove Road & Randol Mill Traffic Circle 16 JT Ottinger Bridge Improvement (future agreement with TxDOT) 16 SH 114 Main Lane Engineering Enhancements 16 SH 114/170 Enhancements 239,433 Sub -Total - Road/Street Improvements 239,433 17 Fire Station No. 2 West Side of town 17 Municipal Town Hall 17 WA Arts & Sciences Center Expansion Sub -Total - Facility Improvements 19 Hwy 377 Landscape Improvements (Phase I and II) 19 Trail - Fidelity Campus to Westlake Parkway at Hwy 114 19 Cemetery Improvements 1,000,000 1,000,000 1,000,000 1,000,000 150,000 FY 2024 FY 2025 FY 2026 FY 2027 Projected Projected Projected Projected Budget Budget Budget Budget $ 495,000 $ - $ - $ - 83,600 1,108,800 80,000 - 913,651 PROJECT GRAND TOTAL 80,000 1,000,000 1,153,084 495,000 1,077,251 1,108,800 3,920,484 1,000,000 17,000,000 - 18,000,000 - - 100,000 100,000 200,000 4,000,000 10,000,000 - - 15,000,000 4,000,000 11,000,000 17,100,000 100,000 33,200,000 - 577,500 110,000 - 687,500 412,500 - - 412,500 50,000 200,000 Sub -Total - Trail/Park/Cemetery Improvements 150,000 462,500 577,500 120,500 211,000 1,521,500 TOTAL UNFUNDED (UNDER DISCUSSION) $ 239,433 $ I $ 2,150,000 I $ 4,957,500 $ 12,654,751 $ 18,329,300 $ 311,000 $ 38,641,984 Page 48 Tms page Is in ten tlonally left blank. Page 49 SERVICE LEVEL ADJUSTMENT SUMMARY SHEET FY23 BUDGET WESTLAKE GENERAL FUND DISTINCTIVE BY DESIGN FUNDING Lines TYPE RECURR SOURCE DEPT ACCOUNT NUMBER ACCOUNT DESCRIPTION CHANGE AMT BRIEF DESCRIPTION OF CHANGE AMOUNT 1 M P FB 10 41110 thru 42697 Payroll and Related $ 2,050 Market adjustment increase 4% 2 M P FB 11 41110 thru 42697 Payroll and Related 19,186 Market adjustment increase 4% 3 M P FB 12 41110 thru 42697 Payroll and Related 17,559 Market adjustment increase 4% 4 M P FB 13 41110 thru 42697 Payroll and Related 2,405 Market adjustment increase 4% 5 M P FB 14 41110 thru 42697 Payroll and Related 73,987 Market adjustment increase 4% 6 M P FB 15 41110 thru 42697 Payroll and Related 13,048 Market adjustment increase 4% 7 M P FB 16 41110 thru 42697 Payroll and Related 10,710 Market adjustment increase 4% 8 M P FB 17 41110 thru 42697 Payroll and Related 1,483 Market adjustment increase 4% 9 M P FB 18 41110 thru 42697 Payroll and Related 14,711 Market adjustment increase 4% 10 M P FB 19 41110 thru 42697 Payroll and Related 1,647 Market adjustment increase 4% 11 M P FB 20 41110 thru 42697 Payroll and Related 8,767 Market adjustment increase 4% 12 M P FB 21 41110 thru 42697 Payroll and Related 4,669 Market adjustment increase 4% 13 M P FB 22 41110 thru 42697 Payroll and Related 9,648 Market adjustment increase 4% 14 M P FB 40 41110 thru 42697 Payroll and Related 43,538 Market adjustment increase 4% 15 $ 223,408 CURRENT STAFF MARKET ADJUSTMENT 16 17 M P FB 12 41110 thru 42697 Development & GIS Manager $ 11,884 Position reclassification from Development Coordinator 18 M P FB 12 41110 thru 42697 Planning & Development Coordinator 8,717 Position reclassification from Permit Technician 19 M P FB 14 41110 thru 42697 Business Service Manager 18,129 Market adjustment increase 20 M P FB 18 41110 thru 42697 Accountant 7,566 Market adjustment increase 21 $ 46,296 CURRENT STAFF RECLASSIFICATIONS 22 23 N P FB 14 41110 thru 42697 Academy Firefighter/Paramedic 122,862 Full-time to support Academy advanced life support and care 24 N P FB 17 41110 thru 42697 Academy SRO 121,965 Full-time Student Resource Officer for Academy 25 $ 251,471 ACADEMIC STAFF SERVICE LEVEL EXPANSION 26 27 N P FB 18 41110 thru 42697 Academic Accountant II $ 103,703 Full-time position to support Academy -related Finance functions 28 N P ER 14 41110 thru 42697 Firefighter/Paramedic - SHIFT A 128,527 Full-time FIRE/EMS, 1 position requires 3 FTEs 29 N P FB 14 41110 thru 42697 Firefighter/Paramedic - SHIFT B 128,527 Full-time FIRE/EMS, 1 position requires 3 FTEs 30 N P ER 14 41110 thru 42697 Firefighter/Paramedic - SHIFT C 128,527 Full-time FIRE/EMS, 1 position requires 3 FTEs 31 N P ER 14 41110 thru 42697 Fire Inspector 136,709 Full-time to assist Fire Marshall & Emergency Management 32 N P ER 16 41110 thru 42697 Public Works Technician 1 81,959 Full-time to support increased residential and commercial development 33 $ 705,652 MUNICIPAL STAFF SERVICE LEVEL EXPANSION 34 Full-time emergency preparedness coordinator, includes vehicle; 35 N P ER 14 41110 thru 42697 Emergency Management Coordinator 218,934 based on local partnerships 36 $ 218,934 FUTURE CONSIDERATIONS 37 38 39 $ 1,396,087 SUBTOTAL PAYROLL 40 41 R O FB 20 100-43267-20-000 System Admin & Support Services 5,985 Hosted telephone annual service; SLA shows related savings 42 $ 5,985 REQUIRED EXPANDED SERVICES 43 44 E P FB 10 100-44410-10-000 Office Rent $ 101,642 Expansion of leased space at Town Hall; contract negotiation in progress 45 M 0 FB 14 100-46170-14-000 Security 50,000 Upgrade and Knox Box System 46 $ 151,642 RECOMMENDED EXPANDED SERVICES 47 48 $ 57,627 SUBTOTAL EXPANDED SERVICES 49 50 $ 1,453,714 GRAND TOTAL GENERAL FUND Page 50 51 52 GENERAL MAINTENANCE & REPLACEMENT FUND FUNDING 53 TYPE RECURR SOURCE DEPT ACCOUNT NUMBER ACCOUNT DESCRIPTION CHANGE AMT BRIEF DESCRIPTION OF CHANGE AMOUNT 54 55 R 0 FB 14 600-44221-14-000 Communications $ 108,000 Portable radios 56 R O FB 20 600-43405-20 Network/Servers 230,000 Server replacement 57 - $ 338,000 TOTAL REQUIRED EXPANDED SERVICES 58 59 GENERAL VEHICLE MAINTENANCE & REPLACEMENT FUND FUNDING 60 TYPE RECURR SOURCE DEPT ACCOUNT NUMBER ACCOUNT DESCRIPTION CHANGE AMT BRIEF DESCRIPTION OF CHANGE AMOUNT 61 62 V P FB 12 605-47410-12 Motor Vehicle P&D $ 65,000 Chief Building Official truck for field operations & inspections 63 V 0 FB 14 605-47410-14 Motor Vehicle FD 2,000,000 Fire Ladder Truck 64 V P FB 14 605-47410-14 Motor Vehicle FD 1,020,500 Fire Engine 65 V P FB 14 605-47410-14 Motor Vehicle FD 70,000 Fire Inspector truck for field operations 66 $ 3,155,500 TOTAL RECOMMENDED EXPANDED SERVICES 67 68 $ 4,947,214 GRAND TOTAL COST INCREASE ACROSS ALL FUNDS M - Maintain R - Required E - Expanded N - New V - Vehicle O-One-time P-Permanent IR - Increased Revenues ER - Expense Reduction FB - Fund Balance Page 51 Development and GIS Manager BALANCED SCORECARD INFORMATION REQUSTOR INFORMATION Perspective: People, Facilities and Technology Requestor Name: Ron Ruthven Objective: Attract, Recruit, Retain the Highest Quality Workforce Dept No/Name: 12 - Planning & Development Intended Result: To provide necessary services to the Town of Westlake. Today's Date: Tuesday, May 24, 2022 EMPLOYEE POSITION INFORMATION EMPLOYEE TYPE EMPLOYEE INFORMATION RATE OF PAY PAY PERIOD & ANNUAL INFORMATION Position Type: Reclassification Rate Type: Salaried Regular: $4.73 Regular Hours: 80 2,080 $9,845 Replacement For: n/a Status: Full Time Premium: $0.00 Allowance 0 0 $0 Reclass from: n/a Duration: Permanent Over Time: $0.00 Overtime Hours: 0 0 $0 Was this position forecasted? Pay Periods: 26 BASE ANNUAL PAY: $9,84S BUDGET IMPACT and FORECAST Account Description FY 22/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 41110 Base Annual Salary per year per year $9,845 $0 $10,204 $0 $10,576 $0 $10,962 $0 $11,363 $0 $11,777 $0 41110 Market Adjustment 41647 Performance Pay per year $0 $0 $0 $0 $0 $0 42210 Social Security 6.20% $610 $633 $656 $680 $704 $730 42220 Medicare 1.45% $143 $9 $10 $10 $10 $11 42510 Unemployment $252�ryear $0 $0 $0 $0 $0 $0 42610 Workers Compensation 0.87% $86 $89 $92 $95 $99 $102 42110 Medical Insurance per year $0 $0 $0 $0 $0 $0 42111 Dental Insurance per year $0 $0 $0 $0 $0 $0 42130 Life Insurance per year $0 $0 $0 $0 $0 $0 42112 Vision Insurance per year $0 $0 $0 $0 $0 $0 42310 TMRS 12.2000% $1,201 $1,245 $1,290 $1,337 $1,386 $1,437 42311 ICMA per year $0 $0 $0 $0 $0 $0 1.04 Total Payroll & Related Taxes & Insurance $11,894 $12,179 $12,624 $13,085 $13,562 43405 Computer Equip/Software per year $0 $0 $0 $0 $0 $0 46105 Office Supplies per year $0 $0 $0 $0 $0 $0 45830 Training per year $0 $0 $0 $0 $0 $0 46115 Dues Subscriptions per year $0 $0 $0 $0 $0 $0 46115 Uniforms per year $0 $0 $0 $0 $0 $0 46190 Misc per year $0 $0 $0 $0 $0 $0 0.00I Total Expenditures for Employee acct description per year $0 $0 $0 $0 $0 $0 Total Expenditure Reductions/Revenue Enhancements $0 S JMMARY OPERATING IMPACT TO THE BUDGET Account FY 22/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 Payroll Impact to the budget $11,884 Expense Impact to the budget $0 Expenditure Reductions/Increased Revenues $0 SUMMARY OPERATING IMPACT TO THE BUDGET $12,179 $12,624 $13,085 $13,562 $14,057 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $12,179 $12,624 $13,085 $13,562 $14,057 IDETAILED JUSTIFICATION FOR THIS PERSONNEL CHANGE I In 2015, upon the adoption of the Forging Westlake Comprehensive Plan, the Planning and Development Department only had a director and clerk. Since then, as the Town's population has doubled with the need to provide a comprehensive program of execution of the goals of the comprehensive plan, the department has grown to a total of four FTEs with the addition of a separate chief building official position and a development coordinator position. As Westlake passes the milestone of 2,000 residents, and with the need to continue to update and hone the Town's qualitative development goals, two position reclassifications are proposed within the department. The proposed reclassification of the development coordinator into the development and GIS manager serves the following purposes: (1) creation of global, middle - management position in the department that can effectively serve as an assistant director and will promote succession planning while also making the position more marketable externally in a competitive job market; (2) creation of Geographic Information Systems (GIS) manager that can oversee the organization's burgeoning GIS service delivery function; (3) fulfills the recognition that the position serves a vital role in organizational leadership, analytics and policy formation. As the organization grows in response to population growth and ever evolving expectations, this position may be divided into two or more positions to better serve both the organization and department. Page 52 PAYROLL SLA FORM 2022-2023 11JEL PAYROLL SERVICE LEVEL ADJUSTMENT - FY23 Development and GIS Manager BALANCED SCORECARD INFORMATION REQUSTOR INFORMATION Perspective: People, Facilities and Technology Requestor Name: Ron Ruthven Objective: Attract, Recruit, Retain the Highest Quality Workforce Dept No/Name: 12 - Planning & Development Intended Result: To provide necessary services to the Town of Westlake. Today's Date: Tuesday, May 24, 2022 EMPLOYEE POSITION INFORMATION IL EMPLOYEE TYPE EMPLOYEE INFORMATION RATE OF PAY PAY PERIOD & ANNUAL INFORMATION Position Type: Reclassification Rate Type: Salaried Regular: $4.73 Regular Hours: 80 2,080 $9,845 Replacement For: n/a Status: Full Time Premium: $0.00 Allowance 0 0 $0 Reclass from: n/a Duration: Permanent Over Time: $0.00 Overtime Hours: 0 0 $0 Was this position forecasted? Pay Periods: 26 BASE ANNUAL PAY: $9,84S Promoting the position from a "coordinator' to a "manager" will allow the position to take on supervisory duties and serve in a more global leadership capacity within the department with direct knowledge of all department functions including building codes and inspections, processes and procedures, planning, zoning, subdivisions, GIS, budget and mangement. The position would assume supervisory responsibilities over the permit clerk (proposed development coordinator) position and would also take a more assertive role in policy formulation, development review/administration and presentation to the Town Council and Planning and Zoning Commission. Regarding GIS management, the current development coordinator position already taken the lead in creating and expanding the Town's GIS capabilities through acquisition of GIS software, maintaining and expanding the Town's GIS data, creating and maintaining the Town's interactive web -based GIS, and providing internal customer support for GIS. GIS is a powerful tool whose applications prove useful for all departments, including Westlake Academy, in providing geo-spatial, analytical support that assists with more effective service delivery and analysis. This position will manage, expand and refine all GIS applications with the understanding that, as the organization grows, the position may be split into a distinct, GIS only management position in the future. Finally, this position will play a vital role regarding organizational leadership and analytics. The current development coordinator position aids the Finance, Public Works, Fire, Westlake Academy and the Town Manager departments with complex data analysis and research. The new position will take these duties and responsibilities and amplify them by performing ever more complex tasks while also assuming greater responsibility for organizational excellence. Page 53 PAYROLL SLA FORM 2022-2023 11JEL PAYROLL SERVICE LEVEL ADJUSTMENT - FY23 Planning and Development Coordinator BALANCED SCORECARD INFORMATION REQUSTOR INFORMATION Perspective: People, Facilities and Technology Objective: Attract, Recruit, Retain the Highest Quality Workforce Intended Result: To provide necessary services to the Town of Westlake. Requestor Name: Ron Ruthven Dept No/Name: 12 - Planning & Development Today's Date: Tuesday, May 24, 2022 EMPLOYEE POSITION INFORMATION IL EMPLOYEE TYPE EMPLOYEE INFORMATION RATE OF PAY PAY PERIOD & ANNUAL INFORMATION Position Type: Reclassification Rate Type: Hourly Regular: $3.26 Regular Hours: 80 2,080 $6,781 Replacement For: n/a Status: Full Time Premium: $0.00 Allowance 0 0 $0 Reclass from: n/a Duration: Permanent Over Time: $4.89 Overtime Hours: 0 90 $440 Was this position forecasted? Pay Periods: 26 BASE ANNUAL PAY: $7,221 BUDGET IMPACT and FORECAST Account Description FY 22/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 41110 Base Annual Salary per year $7,221 $7,484 $7,758 $8,041 $8,334 $8,638 41110 Market Adjustment per year $0 $0 $0 $0 $0 $0 41647 Performance Pay per year $0 $0 $0 $0 $0 $0 42210 Social Security 6.20% $448 $464 $481 $499 $517 $536 42220 Medicare 1.45% $105 $7 $7 $7 $7 $8 42510 Unemployment $252�,yea, $0 $0 $0 $0 $0 $0 42610 Workers Compensation 0.87% $63 $65 $67 $70 $73 $75 42110 Medical Insurance per year $0 $0 $0 $0 $0 $0 42111 Dental Insurance per year $0 $0 $0 $0 $0 $0 42130 Life Insurance per year $0 $0 $0 $0 $0 $0 42112 Vision Insurance per year $0 $0 $0 $0 $0 $0 42310 TMRS 12.2000% $881 $913 $946 $981 $1,017 $1,054 42311 ICMA per year $0 $0 $0 $0 $0 $0 1.04 Total Payroll & Related Taxes & Insurance $8,717 $8,933 $9,260 $9,597 $9,948 $10,311 43405 Computer Equip/Software per year $0 $0 $0 $0 $0 $0 46105 Office Supplies per year $0 $0 $0 $0 $0 $0 45830 Training per year $0 $0 $0 $0 $0 $0 46115 Dues Subscriptions per year $0 $0 $0 $0 $0 $0 46115 Uniforms per year $0 $0 $0 $0 $0 $0 46190 Misc per year $0 $0 $0 $0 $0 $0 0.00 Total Expenditures for Employee acct description per year $0 $0 $0 $0 $0 $0 Total Expenditure Reductions/Revenue Enhancements $0 SUMMARY OPERATING IMPACT TO THE BUDGET Account FY 22/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27728 Payroll Impact to the budget $8,717 Expense Impact to the budget $0 Expenditure Reductions/Increased Revenues $0 SUMMARY OPERATING IMPACT TO THE BUDGET $8,933 $9,260 $9,597 $9,948 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $10,311 $8,933 $9,260 $9,597 $9,948 DETAILED JUSTIFICATION FOR THIS PERSONNEL CHANGE In 2015, upon the adoption of the Forging Westlake Comprehensive Plan, the Planning and Development Department only had a director and clerk. Since then, as the Town's population has doubled with the need to provide a comprehensive program of execution of the goals of the comprehensive plan, the department has grown to a total of four FTEs with the addition of a separate chief building official position and a development coordinator position. As Westlake passes the milestone of 2,000 residents, and with the need to continue to update and hone the Town's qualitative development goals, two position reclassifications are proposed within the department. The proposed reclassification of the permit technician into the planning and development coordinator serves the following purposes: (1) takes the current permit technician position and expands their duties to include planning and zoning administrative responsibilities including serving as the board liaison and recording secretary for the Planning and Zoning Commission; (2) expands the scope of the current position to allow for more direct coordination and decision -making regarding many incoming inquiries and formal requests; (3) promotes and encourages the position to engage and grow such that departmental and organizational succession is made more possible. Like the proposed reclassification of the current development coordinator position, the primary goal of this reclassification is to make the position more global in scope such that the position is empowered to make decisions that will make the department and organization better. Page 54 PAYROLL SLA FORM 2022-2023 Business Service Manager BALANCED SCORECARD INFORMATION REQUSTOR INFORMATION Perspective: People, Facilities and Technology Requestor Name: Richard Whitten Objective: Attract, Recruit, Retain the Highest Quality Workforce Dept No/Name: 14 - Fire Department Intended Result: To provide necessary services to the Town of Westlake. Today's Date: Wednesday, June 1, 2022 EMPLOYEE POSITION INFORMATION IL EMPLOYEE TYPE EMPLOYEE INFORMATION RATE OF PAY PAY PERIOD & ANNUAL INFORMATION Position Type: Reclassification Rate Type: Hourly Regular: $7.22 Regular Hours: 80 2,080 $15,018 Replacement For: n/a Status: Full Time Premium: $0.00 Allowance 0 0 $0 Reclass from: n/a Duration: Permanent Over Time: $10.83 Overtime Hours: 0 0 $0 Was this position forecasted? Pay Periods: 26 BASE ANNUAL PAY: $15,018 BUDGET IMPACT and FORECAST Account Description FY 22/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 41110 Base Annual Salary Market Adjustment per year $15,018 $15,566 $16,134 $16,723 $17,333 $17,966 41110 per year $0 $0 $0 $0 $0 $0 41647 Performance Pay per year $0 $0 $0 $0 $0 $0 42210 Social Security 6.20% $931 $965 $1,000 $1,037 $1,075 $1,114 42220 Medicare 1.45% $218 $14 $15 $15 $16 $16 42510 Unemployment $252P rye $0 $0 $0 $0 $0 $0 42610 Workers Compensation 0.87% $131 $135 $140 $145 $151 $156 42110 Medical Insurance per year $0 $0 $0 $0 $0 $0 42111 Dental Insurance per year $0 $0 $0 $0 $0 $0 42130 Life Insurance per year $0 $0 $0 $0 $0 $0 42112 Vision Insurance per year $0 $0 $0 $0 $0 $0 42310 TMRS 12.2000% $1,832 $1,899 $1,968 $2,040 $2,115 $2,192 42311 ICMA $650 Per year $0 $0 $0 $0 $0 $0 1.04 Total Payroll & Related Taxes & Insurance $18,129 $18,579 $19,257 $19,960 $20,689 43405 Computer Equip/Software per year $0 $0 $0 $0 $0 $0 46105 Office Supplies per year $0 $0 $0 $0 $0 $0 45830 Training per year $0 $0 $0 $0 $0 $0 46115 Dues Subscriptions per year $0 $0 $0 $0 $0 $0 46115 Uniforms per year $0 $0 $0 $0 $0 $0 46190 Misc per year $0 $0 $0 $0 $0 $0 0.00 Total Expenditures for Employee $0 $0 AINW$:O: $0 $0 $0 acct description per year $0 $0 $0 $0 $0 $0 Total Expenditure Reductions/Revenue Enhancements $0 $0 $0 $0 $0 $0 S JMMARY OPERATING IMPACT TO THE BUDGET Account FY 22/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 Payroll Impact to the budget Expense Impact to the budget $18,129 $0 $18,579 $19,257 $19,960 $20,689 $21,444 $0 $0 $0 $0 $0 Expenditure Reductions/Increased Revenues SUMMARY OPERATING IMPACT TO THE BUDGET $0 $0 $0 $0 $0 $0 $18,129 $18,579 $19,257 $19,960 $20,689 IDETAILED JUSTIFICATION FORTH IS PERSONNEL CHANGE The Business Services Manager role was designed to be a blend of Chief Officer level work and administrative assistant work utilizing a civilian to perform the work. However the positon salary was originally established at an administrative assistant salary and did not reflect that of Chief Officer level work. To compensate according to the level of work performed, the desired salary range was to be equal to the salary range of a Captain, phased in over the course of a three-year period. This increase would be the second of the three phases. Utilizing a civilian who meets the criteria of fire department administration experience coupled with education is a great savings to the Town of Westlake by not having to fill this positon with a Chief Officer. Page 55 PAYROLL SLA FORM 2022-2023 Accountant BALANCED SCORECARD INFORMATION REQUSTOR INFORMATION Perspective: People, Facilities and Technology Requestor Name: Ginger R. Awtry Objective: Attract, Recruit, Retain the Highest Quality Workforce Dept No/Name: 18 - Finance Dept Expand the responsibilities of the Acct I position & adjust to current Intended Result: market for this position Today's Date: Tuesday, May 24, 2022 EMPLOYEE POSITION INFORMATION EMPLOYEE TYPE EMPLOYEE INFORMATION RATE OF PAY PAY PERIOD & ANNUAL INFORMATION Position Type: Reclassification Rate Type: Hourly Regular: $23.28 Regular Hours: 80 2,080 $48,422 Replacement For: n/a Status: Full Time Premium: $0.00 Premium Hours: 0 0 $0 Reclass from: n/a Duration: Permanent Over Time: $34.92 Overtime Hours: 20 520 $18,158 Was this position forecasted? N/A Pay Periods: 26 CURRENT BASE ANNUAL PAY: $66,581 BUDGET IMPACT and FORECAST Account Description FY 22/23 41110 Base Annual Salary peryear 41110 Market Adjustment peryear 41647 Performance Pay peryear 42210 Social Security 6.20% 42220 Medicare 1.45% 42510 Unemployment peryear 42610 Workers Compensation 0.41% 42110 Medical Insurance peryear 42111 Dental Insurance peryear 42130 Life Insurance peryear 42310 TMRS 12.2000% 1.04 Total Payroll & Related Taxes & Insurance 43405 Computer Equip/Software peryear 46105 Office Supplies peryear 45830 Training peryear 46115 Dues Subscriptions peryear 46115 Uniforms peryear 46190 Misc peryear 0.00 Total Expenditures for Employee acct description peryear acct description peryear acct description peryear acct description peryear Total Expenditure Reductions/Revenue Enhancements SUMMARY OPERATING IMPACT TO THE BUDGET FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 $6,291 $6,543 $6,805 $7,077 $7,360 $7,654 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $390 $406 $422 $439 $456 $475 $91 $6 $6 $6 $7 $7 $0 $0 $0 $0 $0 $0 $26 $27 $28 $29 $30 $32 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $768 $798 $830 $863 $898 $934 $7,566 $7,780 $8,091 $8,414 $8,7S3 $9,101 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Account FY 22/23 I FY 23/24 Payroll Impact to the budget $7,566 $7,780 IExpense Impact to the budget EXpencI Lure Reductions/Increased Revenues OPERATING IMPACT TO THE BUDGET $0 $0 $0 $0 $7,566 $7,780 FY 24/25 FY 25/26 FY 26/27 FY 27/28 $8,091 $8,414 $8,751 $9. $0 $0 $0 $8,751 Page 56 PAYROLL SLA FORM 05-09-2018 Page 1 of 3 JEL PAYROLL SERVICE LEVEL ADJUSTMENT - FY23 Accountant BALANCED SCORECARD INFORMATION REQUSTOR INFORMATION Perspective: People, Facilities and Technology Requestor Name: Ginger R. Awtry Objective: Attract, Recruit, Retain the Highest Quality Workforce Dept No/Name: 18 - Finance Dept Expand the responsibilities of the Acct I position & adjust to current Intended Result: market for this position Today's Date: Tuesday, May 24, 2022 EMPLOYEE POSITION INFORMATION EMPLOYEE TYPE EMPLOYEE INFORMATION RATE OF PAY PAY PERIOD & ANNUAL INFORMATION Position Type: Reclassification Rate Type: Hourly Regular: $23.28 Regular Hours: 80 2,080 $48,422 Replacement For: n/a Status: Full Time Premium: $0.00 Premium Hours: 0 0 $0 Reclass from: n/a Duration: Permanent Over Time: $34.92 Overtime Hours: 20 520 $18,158 Was this position forecasted? N/A Pay Periods: 26 CURRENT BASE ANNUAL PAY: $66,581 PROPOSED BASE ANNUAL PAY: $72,872 DETAILED JUSTIFICATION FOR THIS PERSONNEL CHANGE As the Municipality continues to grow in residential and commercial development, it has continued to place an increased volume of work on the finance department as a whole. The department has continued to structure the work flow most effectively with current staff members. Currently, the Accountant I position splits time between municipal and academic services. This past year, the goal was to increase efficiencies in both areas of finanical services and decrease the amount of overtime on both hourly and salaried employees within the department. However with the sustained growth with our academic campus staffing and programming, and increased expectations in our academic finanical reporting, it has become very apparent that additional full-time staffing specific to academic financial services is necessary. Whether the additional WA Accountant position is approved or not, the current Acct I position must expand as we have to realign the job duties of the current Acct I and current Acct 11 positions due to the latter position taking on expanded payroll duties with the implementation of a new academic software program. The finance department must now absorb the academic payroll duties that were previously subcontracted out with Education Service Enter Region 11. This is forcing us to now realign some duties and responsibilities of the current Acct. I position. With this new structure, a decrease in overtime from the previous year is very doubtful unless a new WA Acct 11 staff member is approved. And at this time, forecasts can not be made until the full implementation of the school software is completed. JOB POSITION DUTIES AND REQUIREMENTS If the Accountant II SLA request is approved, we anticipate the overtime hours for this position will be significantly reduced. EDUCATION REQUIRED EXPERIENCE REQUIRED SPECIAL REQUIREMENTS, CERTIFICATIONS, LICENSES The current Accountant I has just started the certification program to become a Certified Government Finance Officer. RETURN TO TOP Page 57 PAYROLL SLA FORM 05-09-2018 Page 2 of 3 Academy Firefighter/Paramedic BALANCED SCORECARD INFORMATION REQUSTOR INFORMATION Perspective: People, Facilities and Technology Requestor Name: Richard Whitten Objective: Attract, Recruit, Retain the Highest Quality Workforce Dept No/Name: 14 - Fire Department Intended Result: To provide necessary services to the Town of Westlake. Today's Date: Wednesday, June 1, 2022 EMPLOYEE POSITION INFORMATION EMPLOYEE TYPE EMPLOYEE INFORMATION RATE OF PAY PAY PERIOD & ANNUAL INFORMATION Position Type: New Position Rate Type: Hourly Regular: $34.13 Regular Hours: 80 2,080 $70,990 Replacement For: n/a Status: Full Time Premium: $0.00 Allowance 0 0 $0 Reclass from: n/a Duration: Permanent Over Time: $51.20 Overtime Hours: 0 30 $1,536 Was this position forecasted? Pay Periods: 26 BASE ANNUAL PAY: $72,S26 BUDGET IMPACT and FORECAST Account Description FY 22/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 41110 Base Annual Salary per year $72,526 $75,173 $77,917 $80,761 $83,709 $86,764 41110 Market Adjustment per year $0 $0 $0 $0 $0 $0 41647 Performance Pay per year $0 $0 $0 $0 $0 $0 42210 Social Security 6.20% $4,497 $4,661 $4,831 $5,007 $5,190 $5,379 42220 Medicare 1.45% $1,052 $68 $70 $73 $75 $78 42510 Unemployment $252P ryear $252 $261 $271 $281 $291 $301 42610 Workers Compensation 4.92% $3,568 $3,699 $3,834 $3,973 $4,118 $4,269 42110 Medical Insurance per year $20,088 $20,821 $21,581 $22,369 $23,185 $24,032 42111 Dental Insurance per year $1,393 $1,444 $1,497 $1,551 $1,608 $1,666 42130 Life Insurance per year $1,452 $1,505 $1,560 $1,617 $1,676 $1,737 42112 Vision Insurance per year $86 $89 $92 $95 $99 $103 42310 TMRS 12.2000% $8,848 $9,171 $9,506 $9,853 $10,213 $10,585 42311 ICMA $650 Per year $650 $650 $650 $650 $650 $650 1.04 Total Payroll & Related Taxes & Insurance $114,412 $IL7,542 $121,808 $126,230 $130,814 $135,565 43405 Computer Equip/Software per year $2,300 $0 $0 $0 $0 $0 46105 Office Supplies per year $50 $50 $50 $50 $50 $50 45830 Training per year $1,500 $1,000 $1,000 $1,000 $1,000 $1,000 46115 Dues Subscriptions per year $300 $300 $300 $300 $300 $300 46115 Uniforms per year $3,800 $856 $916 $980 $1,048 $1,122 46190 Misc per year $500 $500 $500 $500 $500 $500 0.00 1 Total Expenditures for Employee $8A50 $2,706 $2,766 $2,830 $2,898 $2,972 acct 1 description per year $0 $0 $0 $0 $0 $0 S I I Total Expenditure Reductions/Revenue Enhancementsl 1 $01 $01 $01 $01 $01 $01 JMMARY OPERATING IMPACT TO THE BUDGET Account FY 22/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 Payroll Impact to the budget Expense Impact to the budget $114,412 $117,542 $121,808 $126,230 $130,814 $135,565 $8,450 $2,706 $2,766 $2,830 $2,898 $2,972 Expenditure Reductions/Increased Revenues SUMMARY OPERATING IMPACT TO THE BUDGET $0 $0 $0 $0 $0 $0 $122,862 $120,248 $124,574 $129,060 $133,712 $138,537 IDETAILED JUSTIFICATION FORTH IS PERSONNEL CHANGE I To provide a reliable comprehensive health services program for Westlake Academy with Advanced Life Support capabilities supported by the Municiple Fire Department's Regional Medical Director Control System. Promoting health education and preventive health practices for students. Provid temporary, emergency care including Advanced Life Support for sick/injured students or staff according to medical protocol and policy. Performs a variety of highly technical and specialized tasks (e.g., including medication administration to students according to medical protocols and policy, immunization program, etc.). Continuous evaluation of Westlake Academy health program and makes changes based on findings. Serve as health liaison between school, physicians, parents, and community. Communicate regularly with principle regarding health services issues. Maintain compliance with federal and state laws, Texas Department of Health, State Board of Education, and board policy in health services area. Notify parents of accident or illness and secure medical care for students in emergency cases (if parents or emergency contact cannot be reached). Maintain Records Management Systems and compliance with Health Insurance Portability and Accountability Act (HIPAA). Supervises and controls emergency incidents, as indicated. Page 58 PAYROLL SLA FORM 2022-2023 11JEL PAYROLL SERVICE LEVEL School Resource ADJUSTMENT Officer (SRO) - FY23 BALANCED SCORECARD INFORMATION REQUSTOR INFORMATION Perspective: People, Facilities and Technology Objective: Attract, Recruit, Retain the Highest Quality Workforce Intended Result: To provide necessary services to the Town of Westlake. Requestor Name: Amanda Degan Dept No/Name: 11-Administrative Today's Date: Monday, June 6, 2022 EMPLOYEE POSITION INFORMATION IL EMPLOYEE TYPE EMPLOYEE INFORMATION Position Type: New Position Rate Type: Hourly Replacement For: n/a Status: Full Time Reclass from: n/a Duration: Permanent Was this position forecasted? BUDGET IMPACT and FORECAST Account Description RATE OF PAY Regular: $43.45 Premium: $0.00 Over Time: $65.17 Pay Periods: 26 FY 22/23 FY 23/24 PAY PERIOD & ANNUAL INFORMATION Regular Hours: 80 1,496 $64,994 Allowance 0 0 $960 Overtime Hours: 0 100 $6,517 BASE ANNUAL PAY: $72,470 FY 24/25 FY 25/26 FY 26/27 FY 27/28 41110 Base Annual Salary Market Adjustment per year $72,470 $75,116 $77,857 $80,699 $83,645 $86,698 41110 per year $0 $0 $0 $0 $0 $0 41647 Performance Pay per year $0 $0 $0 $0 $0 $0 42210 Social Security 6.20% $4,493 $4,657 $4,827 $5,003 $5,186 $5,375 42220 Medicare 1.45% $1,051 $68 $70 $73 $75 $78 42510 Unemployment $252�rye $252 $261 $271 $281 $291 $301 42610 Workers Compensation per year $4,677 $4,848 $5,025 $5,208 $5,398 $5,595 42110 Medical Insurance per year $20,088 $20,821 $21,581 $22,369 $23,185 $24,032 42111 Dental Insurance per year $1,393 $1,444 $1,497 $1,551 $1,608 $1,666 42130 Life Insurance per year $713 $739 $766 $794 $823 $853 42112 Vision Insurance per year $86 $89 $92 $95 $99 $103 42310 TMRS 12.2000% $8,841 $9,164 $9,499 $9,845 $10,205 $10,577 42311 ICMA per year $600 $600 $600 $600 $600 $600 1.04 Total Payroll & Related Taxes & Insurance 114,665 $117,806 $122,094 $126,519 $131,115 $135,878 43405 Computer Equip/Software per year $2,300 $0 $0 $0 $0 $0 46105 Office Supplies per year $0 $0 $0 $0 $0 $0 45830 Training per year $0 $0 $0 $0 $0 $0 46115 Dues Subscriptions per year $0 $0 $0 $0 $0 $0 46115 Uniforms per year $5,000 $0 $0 $0 $0 $0 46190 Misc per year $0 $0 $0 $0 $0 $0 11 Total Expenditures for Employee $7,300 $0 $0 Description per year $0 $0 $0 $0 $0 $0 Total Expenditure Reductions/Revenue Enhancements $0 $0 $0 SUMMARY OPERATING IMPACT TO THE BUDGET Account FY 22/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 Payroll Impact to the budget Expense Impact to the budget Expenditure Reductions/Increased Revenues $114,665 $117,806 $0 $0 $117,806 $122,084 $0 $0 $122,084 $126,519 $0 $0 $126,519 $131,115 $0 $0 $131,115 $135,878 $0 $0 $135,878 $7,300 $0 $121,965 SUMMARY OPERATING IMPACT TO THE BUDGET DETAILED JUSTIFICATION FOR THIS PERSONNEL CHANGE Current Town Marshal / SRO's duties will be changing. Requesting full-time SRO presence on campus for various trainings and security. Page 59 PAYROLL SLA FORM 2022-2023 PAYROLL SERVICE LEVEL ADJUSTMENT - FY23 Academic Accountant II BALANCED SCORECARD INFORMATION REQUSTOR INFORMATION Perspective: People, Facilities and Technology Objective: Attract, Recruit, Retain the Highest Quality Workforce Provide redundancy in WA Finance, improve internal control & Intended Result: decrease excessive hours of Manager. Requestor Name: Ginger R. Awtry Dept No/Name: 18 - Finance Dept Today's Date: Tuesday, May 24, 2022 EMPLOYEE POSITION INFORMATION EMPLOYEE TYPE EMPLOYEE INFORMATION RATE OF PAY PAY PERIOD & ANNUAL INFORMATION Position Type: New Position Rate Type: Hourly Regular: $30.28 Regular Hours: 80 2,080 $62,982 Replacement For: n/a Status: Full Time Over Time: $0.00 Overtime Hours: 0 0 $0 Reclass from: n/a Duration: Permanent Pay Periods: 26 BASE ANNUAL PAY: $62,982 Was this position forecasted? No BUDGET IMP Account Description FY 22/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 41110 Base Annual Salary peryear $62,982 $64,871 $66,818 $68,822 $70,887 $73,013 41110 Market Adjustment peryear $0 $0 $0 $0 $0 $0 41647 Performance Pay peryear $0 $0 $0 $0 $0 $0 42210 Social Security 6.20% $3,905 $4,022 $4,143 $4,267 $4,395 $4,527 42220 Medicare 1.45% $913 $941 $969 $998 $1,028 $1,059 42510 Unemployment $252per year $252 $260 $267 $275 $284 $292 42610 Workers Compensation 0.87% $548 $564 $581 $599 $617 $635 42110 Medical Insurance peryear $20,088 $20,691 $21,312 $21,951 $22,609 $23,288 42111 Dental Insurance peryear $1,393 $1,435 $1,478 $1,522 $1,568 $1,615 42112 Vision Insurance peryear $86 $88 $91 $94 $97 $99 42130 Life Insurance peryear $1,452 $1,496 $1,540 $1,587 $1,634 $1,683 42310 TMRS ICMA 12.2000% $7,684 $7,914 $8,152 $8,396 $8,648 $8,908 $650per year $650 $650 $650 $650 $650 $650 1.04 Total Payroll & Related Taxes & Insurance $99,953 $102,932 $106,000 $109,161 $112,416 $115,769 43405 Computer Equip/Software per year peryear $2,300 $50 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 46105 Office Supplies 45830 Training peryear $1,000 $0 $0 $0 $0 $0 46115 Dues Subscriptions peryear $300 $0 $0 $0 $0 $0 46115 Uniforms peryear $100 $0 $0 $0 $0 $0 46190 0.00IN acct Misc Total Expenditures description description peryear for Employee peryear $0 $3,75 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 acct peryear $0 $0 $0 $0 $0 $0 acct description description peryear $0 $0 $0 $0 $0 $0 acct peryear $0 $0 $0 $0 $0 $0 Total Expenditure Reductions/Revenue Enhancements $007� $0 $0 SUMMARY OPERATING IMPACT TO THE BUDGET Account FY 22/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 Payroll Impact to the budget $99,953 $102,932 $106,000 $109,161 $112,416 $115,769 $0 $0 Expense Impact to the budget $3,750 $0 $0 $0 Expenditure Reductions/Increased Revenues $0 $0 $0 $0 $0 $0 SUMMARY OPERATING IMPACT TO THE BUDGET $103,703 $102,932 $106,000 $109,161 $112,416 $115,769 Page 60 PAYROLL SLA FORM 05-09-2018 Page 1 of 3 �PAYROLL SERVICE LEVEL ADJUSTMENT.-.M Academic Accountant II BALANCED SCORECARD INFORMATION REQUSTOR INFORMATION Perspective: People, Facilities and Technolc, Requestor Name: Ginger R. Awtry Objective: Attract, Recruit, Retain the Highest Quality Workforce Dept No/Name: 18 - Finance Dept Provide redundancy in WA Finance, improve internal control & Intended Result: decrease excessive hours of Manager. Today's Date: Tuesday, May 24, 2022 EMPLOYEE POSITION INFORMATION EMPLOYEE TYPE EMPLOYEE INFORMATION RATE OF PAY PAY PERIOD & ANNUAL INFORMATION Position Type: New Position Rate Type: Hourly Regular: $30.28 Regular Hours: 80 2,080 $62,982 Replacement For: n/a Status: Full Time Over Time: $0.00 Overtime Hours: 0 0 $0 Reclass from: n/a Duration: Permanent Pay Periods: 26 BASE ANNUAL PAY: $62,982 Was this position forecasted? No DETAILED JUSTIFICATION FOR THIS PERSONNEL CHANGE As the Municipality continues to grow in residential and commercial development, it has continued to place an increased volume of work on the finance department as a whole. The department has continued to structure the work flow most effectively with current staff members, including the Accountant I position, structured to split their time between municipal and academic services. This past year, the goal was to increase efficiencies in both areas and decrease the amount of overtime on both Finance hourly and salaried employees. However with the sustained growth with our academic campus staffing and programming, and increased expectations in our academic finanical reporting, it has become very apparent that additional full-time staffing specific to academic financial services is necessary. Additionally with the development of the current Acct I position and the addition of a WA Acct 11, the finance department would be able to increase the depth of internal controls for both municipal and academic financial services while also providing redundancy in our academic financial services, which has not been there previously. The addition of this position would serve us well with responsible succession planning and anticipate savings in overtime for current personnel. JOB POSITION DUTIES AND REQUIREMENTS As a key member of the Westlake Finance Department, this position reports to the Academic Finance Manager, or their designee, and will primarily perform accounts payable, accounts receivable, and other general accounting duties regarding the Town's academic finance services. Responsibilities appropriate handling of daily collection, verification, and preparation of bank deposits for Westlake Academy (WA); preparation of accurate journal entries; assisting academic personnel with general ledger inquiries and accounting questions; creation and participation in financial training for WA staff members; assisting in the preparation and compilation of academic audit schedules and year end activities and in the preparation of WA'S annual budget, audit, and other financial documents. Candidates are expected to demonstrate and be committed to Servant Leadership. EDUCATION REQUIRED Bachelor's degree required in accounting, finance, or related field. EXPERIENCE REQUIRED Asking for at least 3-5 years in governmental accounting specifically in school finance. SPECIAL REQUIREMENTS, CERTIFICATIONS, LICENSES Any special certifications or licenses related to school finance would be preferred such as those through TASBO and/or CTSBS certification programs. RETURN TO TOP Page 61 PAYROLL SLA FORM 05-09-2018 Page 2 of 3 Firefighter/Paramedic - A Shift BALANCED SCORECARD INFORMATION A REQUSTOR INFORMATION Perspective: People, Facilities and Technology Requestor Name: Richard Whitten Objective: Attract, Recruit, Retain the Highest Quality Workforce Dept No/Name: 14 - Fire Department Intended Result: To provide necessary services to the Town of Westlake. Today's Date: Wednesday, June 1, 2022 EMPLOYEE POSITION INFORMATION IL EMPLOYEE TYPE EMPLOYEE INFORMATION RATE OF PAY PAY PERIOD & ANNUAL INFORMATION Position Type: New Position Rate Type: Hourly Regular: $22.01 Regular Hours: 80 2,912 $64,093 Replacement For: n/a Status: Full Time Premium: $0.00 Allowance 0 0 $0 Reclass from: n/a Duration: Permanent Over Time: $33.02 Overtime Hours: 0 484 $15,979 Was this position forecasted? Pay Periods: 26 BASE ANNUAL PAY: $80,072 BUDGET IMPACT and FORECAST Account Description FY 22/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 41110 Base Annual Salary Market Adjustment per year $80,072 $82,995 $86,024 $89,164 $92,419 $95,792 41110 per year $0 $0 $0 $0 $0 $0 41647 Performance Pay per year $0 $0 $0 $0 $0 $0 42210 Social Security 6.20% $4,964 $5,146 $5,334 $5,528 $5,730 $5,939 42220 Medicare 1.45% $1,161 $75 $77 $80 $83 $86 42510 Unemployment $252�rye $252 $261 $271 $281 $291 $301 42610 Workers Compensation 4.92% $3,940 $4,083 $4,232 $4,387 $4,547 $4,713 42110 Medical Insurance per year $20,088 $20,821 $21,581 $22,369 $23,185 $24,032 42111 Dental Insurance per year $1,393 $1,444 $1,497 $1,551 $1,608 $1,666 42130 Life Insurance per year $1,452 $1,505 $1,560 $1,617 $1,676 $1,737 42112 Vision Insurance per year $86 $89 $92 $95 $99 $103 42310 TMRS 12.2000% $9,769 $10,125 $10,495 $10,878 $11,275 $11,687 42311 ICMA per year $650 $650 $650 $650 $650 $650 1.04 Total Payroll & Related Taxes & Insurance $123,827 $127,194 $131,813 $136,601 $141,563 $146,706 43405 Computer Equip/Software per year $0 $0 $0 $0 $0 $0 46105 Office Supplies per year $0 $0 $0 $0 $0 $0 45830 Training per year $700 $750 $800 $850 $900 $950 46115 Dues Subscriptions per year $200 $200 $200 $200 $200 $200 46115 Uniforms per year $3,800 $856 $916 $980 $1,048 $1,122 46190 Misc per year $0 $0 $0 $0 $0 $0 0.00 Total Expenditures for Employee $4,700 $1,806 $1,916 $2,030 $2,148 $2,272 acct description per year $0 $0 $0 $0 $0 $0 Total Expenditure Reductions/Revenue Enhancements $0 $0 $0 $0 $0 $0 S JMMARY OPERATING IMPACT TO THE BUDGET Account FY 22/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 Payroll Impact to the budget Expense Impact to the budget $123,827 $127,194 $1,806 $131,813 $1,916 $136,601 $2,030 $141,563 $2,148 $146,706 $2,272 $4,700 Expenditure Reductions/Increased Revenues SUMMARY OPERATING IMPACT TO THE BUDGET $0 $0 $0 $0 $0 $0 $128,527 $129,000 $133,729 $138,631 $143,711 $148,978 IDETAILED JUSTIFICATION FORTH IS PERSONNEL CHANGE ___J As per the December 2020 Westlake Community Risk Assessment: Standards of Cover document, it is recommeneded that there be an increased emergency response force. This aids Westlake Fire -EMS in getting closer to National Standards and Industry Practices, as well as ensures more effective and safe responses to community emergencies. Additionally, there have been increased service demands for public safety in the Town of Westlake due to residential and commercial development, increase in poulation, and traffic count. It is recommended that the minimum number of shift personnel be increased by one FTE per shift. This would improve our level of public safety services provided to the community, which has been identified as a priority by our citizens. An increase in the number of personnel per shift would more properly staff the engine and ambulance required for emergency service calls. Page 62 PAYROLL SLA FORM 2022-2023 Firefighter/Paramedic - 6 Shift BALANCED SCORECARD INFORMATION A REQUSTOR INFORMATION Perspective: People, Facilities and Technology Requestor Name: Richard Whitten Objective: Attract, Recruit, Retain the Highest Quality Workforce Dept No/Name: 14 - Fire Department Intended Result: To provide necessary services to the Town of Westlake. Today's Date: Wednesday, June 1, 2022 EMPLOYEE POSITION INFORMATION IL EMPLOYEE TYPE EMPLOYEE INFORMATION RATE OF PAY PAY PERIOD & ANNUAL INFORMATION Position Type: New Position Rate Type: Hourly Regular: $22.01 Regular Hours: 80 2,912 $64,093 Replacement For: n/a Status: Full Time Premium: $0.00 Allowance 0 0 $0 Reclass from: n/a Duration: Permanent Over Time: $33.02 Overtime Hours: 0 484 $15,979 Was this position forecasted? Pay Periods: 26 BASE ANNUAL PAY: $80,072 BUDGET IMPACT and FORECAST Account Description FY 22/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 41110 Base Annual Salary Market Adjustment per year $80,072 $82,995 $86,024 $89,164 $92,419 $95,792 41110 per year $0 $0 $0 $0 $0 $0 41647 Performance Pay per year $0 $0 $0 $0 $0 $0 42210 Social Security 6.20% $4,964 $5,146 $5,334 $5,528 $5,730 $5,939 42220 Medicare 1.45% $1,161 $75 $77 $80 $83 $86 42510 Unemployment $252P rye $252 $261 $271 $281 $291 $301 42610 Workers Compensation 4.92% $3,940 $4,083 $4,232 $4,387 $4,547 $4,713 42110 Medical Insurance per year $20,088 $20,821 $21,581 $22,369 $23,185 $24,032 42111 Dental Insurance per year $1,393 $1,444 $1,497 $1,551 $1,608 $1,666 42130 Life Insurance per year $1,452 $1,505 $1,560 $1,617 $1,676 $1,737 42112 Vision Insurance per year $86 $89 $92 $95 $99 $103 42310 TMRS 12.2000% $9,769 $10,125 $10,495 $10,878 $11,275 $11,687 42311 ICMA $650 Per year $650 $650 $650 $650 $650 $650 1.04 Total Payroll & Related Taxes & Insurance $123,827 $127,194 $131,813 $136,601 $141,563 $146,706 43405 Computer Equip/Software per year $0 $0 $0 $0 $0 $0 46105 Office Supplies per year $0 $0 $0 $0 $0 $0 45830 Training per year $700 $750 $800 $850 $900 $950 46115 Dues Subscriptions per year $200 $200 $200 $200 $200 $200 46115 Uniforms per year $3,800 $856 $916 $980 $1,048 $1,122 46190 Misc per year $0 $0 $0 $0 $0 $0 0.00 Total Expenditures for Employee $4,700 $1,806 $1,916 $2,030 $2,148 $2,272 acct description per year $0 $0 $0 $0 $0 $0 Total Expenditure Reductions/Revenue Enhancements $0 $0 $0 $0 $0 $0 S JMMARY OPERATING IMPACT TO THE BUDGET Account FY 22/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 Payroll Impact to the budget Expense Impact to the budget $123,827 $127,194 $1,806 $131,813 $1,916 $136,601 $2,030 $141,563 $2,148 $146,706 $2,272 $4,700 Expenditure Reductions/Increased Revenues SUMMARY OPERATING IMPACT TO THE BUDGET $0 $0 $0 $0 $0 $0 $128,527 $129,000 $133,729 $138,631 $143,711 $148,978 IDETAILED JUSTIFICATION FORTH IS PERSONNEL CHANGE ___J As per the December 2020 Westlake Community Risk Assessment: Standards of Cover document, it is recommeneded that there be an increased emergency response force. This aids Westlake Fire -EMS in getting closer to National Standards and Industry Practices, as well as ensures more effective and safe responses to community emergencies. Additionally, there have been increased service demands for public safety in the Town of Westlake due to residential and commercial development, increase in poulation, and traffic count. It is recommended that the minimum number of shift personnel be increased by one FTE per shift. This would improve our level of public safety services provided to the community, which has been identified as a priority by our citizens. An increase in the number of personnel per shift would more properly staff the engine and ambulance required for emergency service calls. Page 63 PAYROLL SLA FORM 2022-2023 Firefighter/Paramedic - C Shift BALANCED SCORECARD INFORMATION A REQUSTOR INFORMATION Perspective: People, Facilities and Technology Requestor Name: Richard Whitten Objective: Attract, Recruit, Retain the Highest Quality Workforce Dept No/Name: 14 - Fire Department Intended Result: To provide necessary services to the Town of Westlake. Today's Date: Wednesday, June 1, 2022 EMPLOYEE POSITION INFORMATION IL EMPLOYEE TYPE EMPLOYEE INFORMATION RATE OF PAY PAY PERIOD & ANNUAL INFORMATION Position Type: New Position Rate Type: Hourly Regular: $22.01 Regular Hours: 80 2,912 $64,093 Replacement For: n/a Status: Full Time Premium: $0.00 Allowance 0 0 $0 Reclass from: n/a Duration: Permanent Over Time: $33.02 Overtime Hours: 0 484 $15,979 Was this position forecasted? Pay Periods: 26 BASE ANNUAL PAY: $80,072 BUDGET IMPACT and FORECAST Account Description FY 22/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 41110 Base Annual Salary per year $80,072 $82,995 $86,024 $89,164 $92,419 $95,792 41110 Market Adjustment per year $0 $0 $0 $0 $0 $0 41647 Performance Pay per year $0 $0 $0 $0 $0 $0 42210 Social Security 6.20% $4,964 $5,146 $5,334 $5,528 $5,730 $5,939 42220 Medicare 1.45% $1,161 $75 $77 $80 $83 $86 42510 Unemployment $252 per year $252 $261 $271 $281 $291 $301 42610 Workers Compensation 4.92% $3,940 $4,083 $4,232 $4,387 $4,547 $4,713 42110 Medical Insurance per year $20,088 $20,821 $21,581 $22,369 $23,185 $24,032 42111 Dental Insurance per year $1,393 $1,444 $1,497 $1,551 $1,608 $1,666 42130 Life Insurance per year $1,452 $1,505 $1,560 $1,617 $1,676 $1,737 42112 Vision Insurance per year $86 $89 $92 $95 $99 $103 42310 TMRS 12.2000% $9,769 $10,125 $10,495 $10,878 $11,275 $11,687 42311 ICMA $650 Per year $650 $650 $650 $650 $650 $650 1.04 Total Payroll & Related Taxes & Insurance $123,827 $127,194 $131,813 $136,601 $141,563 $146,706 43405 Computer Equip/Software per year $0 $0 $0 $0 $0 $0 46105 Office Supplies per year $0 $0 $0 $0 $0 $0 45830 Training per year $700 $750 $800 $850 $900 $950 46115 Dues Subscriptions per year $200 $200 $200 $200 $200 $200 46115 Uniforms per year $3,800 $856 $916 $980 $1,048 $1,122 46190 Misc per year $0 $0 $0 $0 $0 $0 0.00 Total Expenditures for Employee $4,700 $1,806 $1,916 $2,030 $2,148 $2,272 acct description per year $0 $0 $0 $0 $0 $0 Total Expenditure Reductions/Revenue Enhancements $0 $0 $0 $0 $0 $0 S JMMARY OPERATING IMPACT TO THE BUDGET Account FY 22/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 Payroll Impact to the budget Expense Impact to the budget $123,827 $127,194 $1,806 $131,813 $1,916 $136,601 $2,030 $141,563 $2,148 $146,706 $2,272 $4,700 Expenditure Reductions/Increased Revenues SUMMARY OPERATING IMPACT TO THE BUDGET $0 $0 $0 $0 $0 $0 $128,527 $129,000 $133,729 $138,631 $143,711 $148,978 IDETAILED JUSTIFICATION FORTH IS PERSONNEL CHANGE ___J As per the December 2020 Westlake Community Risk Assessment: Standards of Cover document, it is recommeneded that there be an increased emergency response force. This aids Westlake Fire -EMS in getting closer to National Standards and Industry Practices, as well as ensures more effective and safe responses to community emergencies. Additionally, there have been increased service demands for public safety in the Town of Westlake due to residential and commercial development, increase in poulation, and traffic count. It is recommended that the minimum number of shift personnel be increased by one FTE per shift. This would improve our level of public safety services provided to the community, which has been identified as a priority by our citizens. An increase in the number of personnel per shift would more properly staff the engine and ambulance required for emergency service calls. Page 64 PAYROLL SLA FORM 2022-2023 PAYROLL ' VICE LEVEL Fire ADJUSTMENT Inspector - FY23 REQUSTOR INFORMAT Perspective: People, Facilities and Technology Objective: Attract, Recruit, Retain the Highest Quality Workforce Intended Result: To provide necessary services to the Town of Westlake. Requestor Name: Richard Whitten Dept No/Name: 14 - Fire Department Today's Date: Wednesday, June 1, 2022 EMPLOYEE POSITION INFORMATION EMPLOYEE TYPE EMPLOYEE INFORMATION RATE OF PAY Position Type: New Position Rate Type: Hourly Regular: $37.50 Replacement For: n/a Status: Full Time Premium: $0.00 Reclass from: n/a Duration: Permanent Over Time: $56.25 Was this position forecasted? Pay Periods: 26 BUDGET IMPACT and FORECAST Account Description FY 22/23 FY 23/24 PAY PERIOD & ANNUAL INFORMATION Regular Hours: 80 2,080 $78,000 Allowance 0 0 $0 Overtime Hours: 0 100 $5,625 BASE ANNUAL PAY: $83,62S FY 24/25 FY 25/26 FY 26/27 FY 27/28 41110 Base Annual Salary per year $83,625 $86,677 $89,841 $93,120 $96,519 $100,042 41110 Market Adjustment per year $0 $0 $0 $0 $0 $0 41647 Performance Pay per year $0 $0 $0 $0 $0 $0 42210 Social Security 6.20% $5,185 $5,374 $5,570 $5,773 $5,984 $6,203 42220 Medicare 1.45% $1,213 $78 $81 $84 $87 $90 42510 Unemployment $252�ryear $252 $261 $271 $281 $291 $301 42610 Workers Compensation per year $4,114 $4,264 $4,420 $4,581 $4,748 $4,922 42110 Medical Insurance per year $20,088 $20,821 $21,581 $22,369 $23,185 $24,032 42111 Dental Insurance per year $1,393 $1,444 $1,497 $1,551 $1,608 $1,666 42130 Life Insurance per year $1,452 $1,505 $1,560 $1,617 $1,676 $1,737 42112 Vision Insurance per year $86 $89 $92 $95 $99 $103 42310 TMRS ICMA 12.2000% $10,202 $10,575 $10,961 $11,361 $11,775 $12,205 42311 per year $650 $650 $650 $650 $650 $650 1.04 Total Payroll & Related Taxes & Insurance 19$131,738 $136,523 $141,482 $146,623 43405 Computer Equip/Software per year $2,300 $0 $0 $0 $0 $0 46105 Office Supplies per year $50 $50 $50 $50 $50 $50 45830 Training per year $1,500 $1,000 $1,000 $1,000 $1,000 $1,000 46115 Dues Subscriptions per year $300 $300 $300 $300 $300 $300 46115 Uniforms per year $3,800 $856 $916 $980 $1,048 $1,122 46190 Misc per year $500 $500 $500 $500 $500 $500 0.00 Total Expenditures for Employee $8,450 $2,766 $2,830 $2,898 acct description per year per year $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 acct description acct description description per year $0 $0 $0 $0 $0 $0 acct per year $0 $0 $0 $0 $0 $0 Total Expenditure Reductions/Revenue Enhancements $0 $0 SUMMARY OPERATING IMPACT TO THE BUDGET Account FY 22/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 Payroll Impact to the budget Expense Impact to the budget $128,259 $131,738 $136,523 $141,482 $146,623 $151,951 $8,450 $2,706 $2,766 $2,830 $2,898 $2,972 Expenditure Reductions/Increased Revenues $0 $0 $0 $0 $0 $0 SUMMARY OPERATING IMPACT TO THE BUDGET $136,709 $134,444 5139,ZB9 $149,5211 $154,923 DETAILED JUSTIFICATION FOR THIS PERSONNEL CHANGE The Fire Inspector position will assist the Fire Marshal with all administration activities, plan review, fire safety inspections, public education, and investigations, as needed. Additionally, this position may also assist with Emergency Management functions. A through and comprehensive community risks assessment conducted by Emergency Services Consulting International (ESCI) in 2020 for the Town of Westlake Fire -EMS Department established the need to "Add a FTE Fire Inspector/Public Education Coordinator to the program to maintain the existing inspection compliance rate and continue to work toward the 100% compliance with code enforcement and community education standards and programs." Most of the time, the Fire Marshal and the Department are positioned in a reactionary position due to lack of staffing and they do not proactively pursue public education programs except upon request or demand from stakeholders. This position will enable the Department to become proactive in public education and create consistency in all code enforcement related activities. rage DO PAYROLL SLA FORM 2022-2023 Public Works Technician I BALANCED SCORECARD INFORMATION REQUSTOR INFORMATION Perspective: People, Facilities and Technology Objective: Attract, Recruit, Retain the Highest Quality Workforce Intended Result: Provide necessary service to the Town of Westlake residents. Requestor Name: Troy J. Meyer Dept No/Name: 16 - Public Works Today's Date: Monday, May 23, 2022 EMPLOYEE POSITION INFORMATION EMPLOYEE TYPE EMPLOYEE INFORMATION RATE OF PAY Position Type: New Position Rate Type: Hourly Regular: $19.00 Replacement For: n/a Status: Full Time Premium: $0.00 Reclassfrom: n/a Duration: Permanent Over Time: $28.50 Was this position forecasted? Pay Periods: 26 PAY PERIOD & ANNUAL INFORMATION Regular Hours: 80 2,080 $39,520 Allowance 0 0 $960 Overtime Hours: 0 120 $3,420 BASE ANNUAL PAY: $43,900 BUDGET IMPACT and FORECAST Account Description FY 22/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 41110 Base Annual Salary peryear $43,900 $45,502 $47,163 $48,885 $50,669 $52,518 41110 Market Adjustment peryear $0 $0 $0 $0 $0 $0 41647 Performance Pay peryear $0 $0 $0 $0 $0 $0 42210 Social Security 6.20% $2,722 $2,821 $2,924 $3,031 $3,141 $3,256 42220 Medicare 1.45% $637 $41 $42 $44 $46 $47 42510 Unemployment $252per year $252 $261 $271 $281 $291 $301 42610 Workers Compensation 0.87% $2,024 $2,098 $2,174 $2,254 $2,336 $2,421 42110 Medical Insurance peryear $20,088 $20,821 $21,581 $22,369 $23,185 $24,032 42111 Dental Insurance peryear $1,393 $1,444 $1,497 $1,551 $1,608 $1,666 42130 Life Insurance peryear $1,452 $1,505 $1,560 $1,617 $1,676 $1,737 42112 Vision Insurance peryear $86 $89 $92 $95 $99 $103 42310 TMRS 12.2000% $5,356 $5,551 $5,754 $5,964 $6,182 $6,407 42311 ICMA $650per year $650 $650 $650 $650 $650 $650 1.04 Total Payroll & Related Taxes & Insurance $78,559 $80,784 $83,709 $85,740 593,139 43405 Computer Equip/Software Office Supplies per year $2,300 $0 $0 $0 $0 $0 46105 peryear peryear $0 $500 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 45830 Training 46115 Dues Subscriptions peryear $0 $0 $0 $0 $0 $0 46115 Uniforms peryear $600 $600 $600 $600 $600 $600 46190 Misc peryear $0 $0 $0 $0 $0 $0 0.00 Total Expenditures for Employee $3,400 $600 $600 $600 acct description peryear 1 $0 $0 $0 $0 $0 $0 $0 $0 acct description peryear $0 $0 $0 $0 Total Expenditure Reductions/Revenue Enhancements $0 $0 $0 $0 $0 $0 SUMMARY OPERATING IMPACT TO THE BUDGET Account FY 22/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 Payroll Impact to the budget Expense Impact to the budget Expenditure Reductions/Increased Revenues SUMMARY OPERATING IMPACT TO THE BUDGET $78,559 $80,784 $83,709 $86,740 $89,883 $93,139 $3,400 $600 $600 $600 $600 $600 $0 $0 $0 $0 $0 $0 $81,959 $81,384 $84,309 $87,3401 $90,483 DETAILED JUSTIFICATION FOR THIS PERSONNEL CHANGE EM The proposal for a Public Works Tech requesition is due to the increase in new residential and commericial development. With the Public Works Director position not being filled, the Public Works Superintendent, Field Operations Coordinator and Tech I position will have opportunites to perform new tasks and responsibilities originally performed by the Public Works Director. Such tasks include plan review, contract management, approval of timesheets, oversight of day-to-day open space manangement. Page 66 YROLL SLA FORM 2022-2023 Public Works Technician I BALANCED SCORECARD INFORMATION REQUSTOR INFORMATION Perspective: People, Facilities and Technology Requestor Name: Troy J. Meyer Objective: Attract, Recruit, Retain the Highest Quality Workforce Dept No/Name: 16 - Public Works Intended Result: Provide necessary service to the Town of Westlake residents. Today's Date: Monday, May 23, 2022 EMPLOYEE POSITION INFORMATION EMPLOYEE TYPE EMPLOYEE INFORMATION RATE OF PAY PAY PERIOD & ANNUAL INFORMATION Position Type: New Position Rate Type: Hourly Regular: $19.00 Regular Hours: 80 2,080 $39,520 Replacement For: n/a Status: Full Time Premium: $0.00 Allowance 0 0 $960 Reclassfrom: n/a Duration: Permanent Over Time: $28.50 Overtime Hours: 0 120 $3,420 Was this position forecasted? Pay Periods: 26 BASE ANNUAL PAY: $43,900 JOB POSITION DUTIES AND REQUIREMENTS Some of the dutues would include the following: maintenace of fire hydrants and water vaules, water sampling, event set-up, monthly trail clean-up, large trash pick-up on all roadways, meter repairs and completion of daily workorders. Assist with Town and Academy events and repairs when on on -call rotation. EDUCATION REQUIRED High school diploma/GED preferred. EXPERIENCE REQUIRED Possess general knowledge of Facilities maintenance. SPECIAL REQUIREMENTS, CERTIFICATIONS, LICENSES Ability to work cooperatively with others in a patient, flexible and versatile manner. Must be legally able to work in the United States. Completion of the state -required fingerprinting and criminal background check. Page 67 PAYROLL SLA FORM 2022-2023 Emergency Management Coordinator BALANCED SCORECARD INFORMATION REQUSTOR INFORMATION Perspective: People, Facilities and Technology Requestor Name: Richard Whitten Objective: Attract, Recruit, Retain the Highest Quality Workforce Dept No/Name: 14 - Fire Department Intended Result: To provide necessary services to the Town of Westlake. Today's Date: Wednesday, May 11, 2022 EMPLOYEE POSITION INFORMATION EMPLOYEE TYPE EMPLOYEE INFORMATION RATE OF PAY PAY PERIOD & ANNUAL INFORMATION Position Type: New Position Rate Type: Hourly Regular: $42.20 Regular Hours: 80 2,080 $87,776 Replacement For: n/a Status: Full Time Premium: $0.00 Allowance 0 0 $960 Reclass from: n/a Duration: Permanent Over Time: $63.30 Overtime Hours: 0 100 $6,330 Was this position forecasted? Pay Periods: 26 BASE ANNUAL PAY: $95,066 BUDGET IMPACT and FORECAST Account Description FY 22/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 41110 Base Annual Salary Market Adjustment per year $95,066 $98,536 $102,132 $105,860 $109,724 $113,729 41110 per year $0 $0 $0 $0 $0 $0 41647 Performance Pay per year $0 $0 $0 $0 $0 $0 42210 Social Security 6.20% $5,894 $6,109 $6,332 $6,563 $6,803 $7,051 42220 Medicare 1.45% $1,378 $89 $92 $95 $99 $102 42510 Unemployment $252�rye $252 $261 $271 $281 $291 $301 42610 Workers Compensation per year $4,677 $4,848 $5,025 $5,208 $5,398 $5,595 42110 Medical Insurance per year $20,088 $20,821 $21,581 $22,369 $23,185 $24,032 42111 Dental Insurance per year $1,393 $1,444 $1,497 $1,551 $1,608 $1,666 42130 Life Insurance per year $1,452 $1,505 $1,560 $1,617 $1,676 $1,737 42112 Vision Insurance per year $86 $89 $92 $95 $99 $103 42310 TMRS 12.2000% $11,598 $12,021 $12,460 $12,915 $13,386 $13,875 42311 ICMA per year $650 $600 $600 $600 $600 $600 1.04 Total Payroll & Related Taxes & Insurance $142,534 $146,323 $151,642 $157,155 $162,869 $168,792 43405 Computer Equip/Software per year $2,300 $0 $0 $0 $0 $0 46105 Office Supplies per year $500 $500 $500 $500 $500 $500 45830 Training per year $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 46115 Dues Subscriptions per year $300 $300 $300 $300 $300 $300 46115 Uniforms per year $800 $856 $916 $980 $1,048 $1,122 46190 Misc per year $500 $500 $500 $500 $500 $500 0.00 Total Expenditures for Employee 1 $6,400 $4,156 $4,216 $4,280 $4,348 $4,422 acct Vehicle per year $70,000 $3,500 $3,500 $3,500 $3,500 $3,500 S I I Total Expenditure Reductions/Revenue Enhancementsl $70,0001 $3,5001 111 $3,5001 $3,5001 1 $3,5001 $3,5001 JMMARY OPERATING IMPACT TO THE BUDGET Account FY 22/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 Payroll Impact to the budget Expense Impact to the budget Expenditure Reductions/Increased Revenues $142,534 $146,323 $151,642 $157,155 $162,869 $168,792 $6,400 $4,156 $4,216 $4,280 $4,348 $4,422 $70,000 $3,500 $3,500 $3,500 $3,500 $3,500 SUMMARY OPERATING IMPACT TO THE BUDGET $218,934 $153,979 $159,358 $164,935 $170,717 $176,714 IDETAILED JUSTIFICATION FOR THIS PERSONNEL CHANGE To serve as the Town's emergency preparedness coordinator. To develop, coordinate, and implement emergency and disaster preparedness, response, recovery, and non-structural hazard mitigation programs, processes and procedures. Serves as the Town's technical advisor for Municipal and Academic emergency preparedness plans, functions and initiatives. The position serves as the Emergency Operations Center Coordinator, conducts drills, develops and implements training exercises designed to validate emergency plans, operating procedures, and operating guidelines. Work with other Town departments, as well as governmental and private agencies to develop and implement emergency and disaster management programs for the Town. The position is responsible for preparing comprehensive reports, researching, providing recommendations, and correspondence for the Town or other administrative bodies as directed. The position may be assigned emergency response roles in various locations and may supervise other emergency management personnel, town employees in other classifications, and/or volunteers involved in emergency and disaster management work. The position may work with other municipalities to develop a regional emergency management office. I 122ge FR PAYROLL SLA FORM 2022-2023 EXPENSE SERVICE LEVEL ADJUSTMENT FY23 FUND INFORMATION Fund Name: 100 - General Fund Department Info: 20 - Information Technology Contact Name: Power, Jason Today's Date: Monday, May 16, 2022 BUDGET INFORMATION REVISION 2 REVISION 3 ACCOUNT TYPE BASE BUDGET AMT NEW BUDGET AMT CHANGE AMOUNT ADD Revenues, Transfers In & Other Sources: $0.00 MINUS Expenses, Transfers Out & Other Uses: $0.00 EQUALS Net Budget Impact: $0.00 $0.00 $0.00 ' any variance requires an SLA MAJOR ACCOUNTS CAUSING INCREASE VARIANCE type —u, I-- ACCOUNT NUMBER ACCOUNT DESCRIPTION CHANGE AMT BRIEF DESCRIPTION OF CHANGE AMOUNT 1 R O FB 100-43267-20-000 System Admin & Support Service $20,000.00 $20k Hosted telephone/telepresence yearly service 2 hR 0 FB 100-43336-20-000 Contract Services-$10,000.00 Reduced need for contract services if existing hardware replacement i 3 R 0 FB 100-44310-20-000 STW Software Maintenance-$4,015.00 Support is included in current contract TOTAL [_M should match change amount noted above variance DETAILED JUSTIFICATION FOR INCREASE: 1 $20,000 Hosted telephone/telepresence yearly service to support E911 requirements and remote work 2 Reduced need for contract services if existing hardware replacement is approved 3 Support is included in current contract STATUS (for finance department use only) ---Approved Date: :Not Approved Date: -� Pending Date: Comments: Page 69 Expense SLA Form - revised 5.12.22 EXPENSE SERVICE LEVEL ADJUSTMENT FY23 FUND INFORMATION Fund Name: 100 - General Fund Department Info: 10 - General Services Contact Name: Meyer, Troy Today's Date: Monday, June 6, 2022 BUDGET INFORMATION REVISION 2 REVISION 3 ACCOUNT TYPE BASE BUDGET AMT NEW BUDGET AMT CHANGE AMOUNT ADD Revenues, Transfers In & Other Sources: + $0.00 $0.00 $0.00 MINUS Expenses, Transfers Out & Other Uses: - $485,142.96 - $586,784.88 $101,641.92 EQUALS Net Budget Impact: -$485,142.96 = -$486,784.88 ' any variance requires an SLA MAJOR ACCOUNTS CAUSING INCREASE VARIANCE type R—, -- ACCOUNT NUMBER ACCOUNT DESCRIPTION CHANGE AMT BRIEF DESCRIPTION OF CHANGE AMOUNT 1 E P FB 100-44410-10-000 Office Rent $919.48 Lease extend to 2033 and increase our Sq. ft by 3,284 2 E P FB 100-4441040-010 Office Rent $229.87 This would increase our total rent by $36,272.14 over 10 years 3 E P FB 220-44410-10-000 Office Rent $246.29 4 E P FB 500-44410-10-000 Office Rent $246.29 5 6 E P FB 100-47415-10-000 Furniture & Fixtures $56,000.00 $100k FFE needed 1st year to complete offices 7 E P FB 100-4741540-000 Furniture & Fixtures $14,000.00 Rate per sgft will potentially increase in 2027 8 E P FB 220-47415-10-000 Furniture & Fixtures $15,000.00 9 E P FB 500-47415-10-000 Furniture & Fixtures $15,000.00 10 0 TOTAL $101,641.92 should match change amount noted above $0.00 variance DETAILED JUSTIFICATION FOR INCREASE: 1 Staff continues to negotiating the terms of the lease has of 6/6/2023. Which hincludes the total 3,284 sq. ft. on new spaces, parking spaces and tenant improvement allowance STATUS (for finance department use only) ;Approved Date: ;Not Approved Date: Pending Date: Comments: Page 70 Expense SLA Form - revised 5.12.22 EXPENSE SERVICE LEVEL ADJUSTMENT FY23 FUND INFORMATION Fund Name: 100 - General Fund Department Info: 14 - Fire Department Contact Name: Whitten, Richard Today's Date: Wednesday, June 1, 2022 BUDGET INFORMATION REVISION 2 REVISION 3 ACCOUNT TYPE BASE BUDGET AMT NEW BUDGET AMT CHANGE AMOUNT ADD Revenues, Transfers In & Other Sources: + $0.00 MINUS Expenses, Transfers Out & Other Uses: - $2,000.00 - $52,000.00 $50,000.00 EQUALS Net Budget Impact: -$2,000.00 =-$52,000.00 ' any variance requires an SLA MAJOR ACCOUNTS CAUSING INCREASE VARIANCE va R—, -- ACCOUNT NUMBER ACCOUNT DESCRIPTION CHANGE AMT BRIEF DESCRIPTION OF CHANGE AMOUNT 1 M O FB 100-46170-14-000 Security $50,000.00 Upgrade and Knox Box System 2 0 15 0 TOTAL $50,000.00 should match change amount noted above $0.00 variance DETAILED JUSTIFICATION FOR INCREASE: 1 To upgrade existing Knox Box system with the new innovative Knox el-ock System providing rapid access to all commercial buildings for emergency responders. Provides funds for upgrading existing units, retrofitting all buildings, and adding Key Secure units to all police vehicles. The system is designed to provide maximum security, access, and complete accountability. STATUS (for finance department use only) --- --� ---:Approved Date:--iNotApproved Date: ;- i Pending Date: Comments: Page 71 Expense SLA Form - revised 5.12.22 EXPENSE SERVICE LEVEL ADJUSTMENT FY23 FUND INFORMATION Fund Name: 600 - General Maintenance & Replacement Department Info: 14 - Fire Department Contact Name: Whitten, Richard Today's Date: Monday, May 16, 2022 BUDGET INFORMATION REVISION 2 REVISION 3 ACCOUNT TYPE BASE BUDGET AMT NEW BUDGET AMT CHANGE AMOUNT ADD Revenues, Transfers In & Other Sources: + $0.00 MINUS Expenses, Transfers Out & Other Uses: - $0.00 - $108,000.00 $108,000.00 EQUALS Net Budget Impact: $0.00 = -$108,000.00 ' any variance requires an SLA MAJOR ACCOUNTS CAUSING INCREASE VARIANCE T, Re... sou ACCOUNT NUMBER ACCOUNT DESCRIPTION CHANGE AMT BRIEF DESCRIPTION OF CHANGE AMOUNT 1 R O FB 600-44221-14-000 Communications $108,000.00 Replace Portable Radios 2 0 3 0 4 0 TOTAL should match change amount noted above $0.00 variance DETAILED JUSTIFICATION FOR INCREASE: 1 Reached the end of Service Life. Current portable radios will no longer meet certification for intrinsically safe and Motorola will no longer provide support to maintain. Intrinsically Safe means the device is safe to use in hazardous environments where the presence of a potential spark, heat or flame could potentially create a safety hazard. These radios must be worn to keep communication lines open while around dangerous conditions. In addition, the radios are 8 years old and older, and becomming non -reliable. STATUS (for finance department use only) :.---:Approved Date: Not Approved Date: Pending Date: j Comments: Page 72 Expense SLA Form - revised 5.12.22 EXPENSE SERVICE LEVEL ADJUSTMENT FY23 FUND INFORMATION Fund Name: 600 - General Maintenance & Replacement Department Info: 20 - Information Technology Contact Name: Power, Jason Today's Date: Monday, May 16, 2022 BUDGET INFORMATION REVISION 2 REVISION 3 ACCOUNT TYPE BASE BUDGET AMT NEW BUDGET AMT CHANGE AMOUNT ADD Revenues, Transfers In & Other Sources: + $0.00 MINUS Expenses, Transfers Out & Other Uses: - $0.00 EQUALS Net Budget Impact: $0.00 = $0.00 $0.00 * any variance requires an SLA MAJOR ACCOUNTS CAUSING INCREASE VARIANCE F-ding Tree R—r so — ACCOUNT NUMBER ACCOUNT DESCRIPTION CHANGE AMT BRIEF DESCRIPTION OF CHANGE AMOUNT 1 R O FB 600-43405-20-000-000020 Servers & Network Storage $180,000.00 Replacement server hardware as current hardware going out of support 2 R O FB 600-43405-20-000-000033 Server Replacements $20,000.00 This will be needed if the server replacements above are not approved 3 600-43405-20-000-000021 Network Printers/Peripheal Dev $5,000.00 Funds to repair/replace existing printers and peripheral devices if necessary. 4 600-43405-20-000-000027 Network Equipment $25,000.00 Funds to repair/replace existing network equipment if necessary. 5 TOTAL $230,000.00 should match change amount noted above -$230,000.00 variance DETAILED JUSTIFICATION FOR INCREASE: 1 New servers for storage and applications; current servers will no longer be supported by vendor for support or maintenance in 2024. New servers need to be in place before support exl 2 This can be reduced to $0 if the replacement servers in Item 2 are approved. 3 Will be used to replace/repair if necessary 4 Will be used to replace/repair if necessary 5 STATUS (for finance department use only) jApproved Date: Not Approved Date: Pending Date: Comments: Page 73 Expense SLA Form - revised 5.12.22 VEHICLE REPLACEMENT SERVICE LEVEL ADJUSTMENT FY23 FUND INFORMATION Fund Name: 605 - General Vehicle Maintenance & Replacement Department Info: 12 - Planning & Development Contact Name: Ruthven, Ron Today's Date: Monday, May 16, 2022 BUDGET INFORMATION REVISION 2 REVISION 3 ACCOUNT TYPE BASE BUDGET AMT NEW BUDGET AMT CHANGE AMOUNT ADD Revenues, Transfers In & Other Sources: $0.00 + $0.00 MINUS Expenses, Transfers Out & Other Uses: $65,000.00 --$65,000.00 EQUALS Net Budget Impact: $65,000.00 = $0.00 165,000.00 any variance requires an SLA MAJOR ACCOUNTS CAUSING INCREASE VARIANCE m sou.e c a ,� co„en,o„ ACCOUNT NUMBER ACCOUNT DESCRIPTION CHANGE AMT BRIEF DESCRIPTION OF CHANGE AMOUNT 1 VMR UP ER atC Excellent 60547410-14 Building Inspection-$65,000.00 New 2022 Ford F-150 Truck TOTAL-$65,000.00 should match change amount noted above $0.00 variance DETAILED JUSTIFICATION FOR INCREASE: 1 New 2022 Ford F-150 Crew Can Pickup Truck. The truck is for the Chief Building Official to use to perform building inspections, code enforcement and other field duties as assigned and needed. Currently, and historically, no fleet vehicles have been utilized for building inspections or any other Planning and Development Department functions. Rather, department staff have utilized their own vehicles and received a car allowance. Utilization of a fleet vehicle for the Chief Building Official is justified as follows: (1) Uniformity: all Town field personnel should operate equipment that is uniform in terms of branding, storage, maintenance and operation. This also assists the public and stakeholders to distinguish between Town field personnel and other public/private parties. (2) Equity: all Town personnel should not be expected in incur unneccesary expense and liability by operating a private vehicle to undertake Town duties, particularly if other Town personnel are not held to the same standard. (3) Accountability: Field operations should occur in clearly marked Town owned equipment that can be tracked, monitored and measured for accountability and compliance with Town policies including expenses. (4) Versatility: Adding this vehicle to the Town's fleet will allow other department staff and other Town field staff to use the vehicle in the event other fleet vehicles, or personal vehciles if applicable, are not available. Likewise, the addition also allows the Chief Building Official additional flexibility to backup other Town field personnel, such as public works, when neccessary. Year-to-year costs associated with this vehicle include maintenance and fuel costs. Maintenance includes oil changes, tire rotations and other minor upkeep items, and is estimated to average approximately $500 per year for the first five years. Fuel costs, assuming an average of $5.00 per gallon, are estimated to be $125.00 per day (25 miles driven per day on average), or $32,500 per year. The current vehicle allowance for the Chief Building Official position is $7,000 per year. Therefore, notwithstanding the one-time cost to purchase the vehicle, approval of this item results in a added annual expense of $26,000 over the current annual expense to the town of $7,000.00. STATUS (for finance department use only) r------1 r--k .--1 ;Approved Date: ;Not Approved Date: Pending Date: Comments: Page 74 Expense SLA Form - revised 5.12.22 VEHICLE REPLACEMENT SERVICE LEVEL ADJUSTMENT FY23 FUND INFORMATION Fund Name: 605 - General Vehicle Maintenance & Replacement Department Info: 14 - Fire Department Contact Name: Whitten, Richard Today's Date: Monday, May 16, 2022 BUDGET INFORMATION REVISION 2 REVISION 3 ACCOUNT TYPE BASE BUDGET AMT NEW BUDGET AMT CHANGE AMOUNT ADD Revenues, Transfers In & Other Sources: $0.00 + $0.00 $0.00 MINUS Expenses, Transfers Out & Other Uses: $0.00 - $2,000,000.00 $2,000,000.00 EQUALS Net Budget Impact: $0.00 =-$2,000,000.00 ` 2,000,000.00 any variance requires an SLA MAJOR ACCOUNTS CAUSING INCREASE VARIANCE c ffi.„ ACCOUNT NUMBER ACCOUNT DESCRIPTION CHANGE AMT BRIEF DESCRIPTION OF CHANGE AMOUNT 1 VMR 0 FB A N/A 605-33700-14-000 Contributions $112,500.00 Purchase Ladder Truck TOTAL $112,500.00 should match change amount noted above $1,887,500.00 variance DETAILED JUSTIFICATION FOR INCREASE: 1 The 2020 Community Risks Assessment: Standard of Cover document illustrates the need for a staffed ladder truck. The Town of Westlake depends on other community's resources (i.e., staffed ladder trucks) and the availability of those mutual aid ladder trucks are not in our control. The Town of Westlake commercial and residential demographics highly support a ladder truck. Commercially, there are 25 buildings or structures that are four or more stories in height, which include three major corporate campuses: Charles Schwab, Fidelity Investments, and Deloitte University. These campuses comprise an estimated four million square feet of occupied buildings and parking structures. Residentially, the average single-family residences are significantly larger than in most communities. Nearly all commercial and residential structures present height challenges for rescue and tactical operational assignments. A ladder truck provides aerial ladder operations, additional ground ladders, specialized rescue equipment, fire suppression equipment, and the ability to rescue people above the reach of ground ladders. Westlake is the only city in the area with a significant quantity of commerical mid -rise structures and mega -sized residential homes that does not have a ladder truck company. STATUS (for finance department use only) f------t i -, I --i I ;Approved Date: I ;Not Approved Date: Pending Date: Comments: Page 75 Expense SLA Form - revised 5.12.22 VEHICLE REPLACEMENT SERVICE LEVEL ADJUSTMENT FY23 FUND INFORMATION Fund Name: 605 - General Vehicle Maintenance & Replacement Department Info: 14 - Fire Department Contact Name: Whitten, Richard Today's Date: Tuesday, May 17, 2022 BUDGET INFORMATION REVISION 2 REVISION 3 ACCOUNT TYPE BASE BUDGET AMT NEW BUDGET AMT CHANGE AMOUNT ADD Revenues, Transfers In & Other Sources: $0.00 + $0.00 $0.00 MINUS Expenses, Transfers Out & Other Uses: $0.00 - $1,020,500.00 $1,020,500.00 EQUALS Net Budget Impact: $0.00 =-$1,020,500.00 ` 1,020,500.00 any variance requires an SLA MAJOR ACCOUNTS CAUSING INCREASE VARIANCE c ffi.. ACCOUNT NUMBER ACCOUNT DESCRIPTION CHANGE AMT BRIEF DESCRIPTION OF CHANGE AMOUNT 1 VMR UP FB atA Excellent 0 $0.00 TOTAL $0.00 should match change amount noted above $11variance DETAILED JUSTIFICATION FOR INCREASE: , National Fire Protection Association (NFPA) states that frontline apparatus should be replaced at 10 years of service and then rotated to reserve status for 10 years. Our current frontline engine is a 2015 model that is due to be replaced in 2025. The backup engine is a 2003 model. Manufactures have reported the lead time for delivery of any engine or ladder truck is approximately two years. With that in mind, ordering this fall would allow us to receive the engine in late 2024 or early 2025, which would position us better with a new apparatus and a well -maintained backup engine. Inflation costs are increasing at rate of approximately eight percent and purchasing now would provide overall savings due to securing the current price. STATUS (for finance department use only) r------ , ;Approved Date: ; ;Not Approved Date: ; ; Pending Date: Comments: Page 76 Expense SLA Form - revised 5.12.22 VEHICLE REPLACEMENT SERVICE LEVEL ADJUSTMENT FY23 FUND INFORMATION Fund Name: 605 - General Vehicle Maintenance & Replacement Department Info: 14 - Fire Department Contact Name: Whitten, Richard Today's Date: Tuesday, May 17, 2022 BUDGET INFORMATION REVISION 2 REVISION 3 ACCOUNT TYPE BASE BUDGET AMT NEW BUDGET AMT CHANGE AMOUNT ADD Revenues, Transfers In & Other Sources: $0.00 + $0.00 $0.00 MINUS Expenses, Transfers Out & Other Uses: $0.00 - $70,000.00 $70,000.00 EQUALS Net Budget Impact: $0.00 =-$70,000.00 $70,000.00 any variance requires an SLA MAJOR ACCOUNTS CAUSING INCREASE VARIANCE sou.e c a ,� coemoACCOUNT NUMBER ACCOUNT DESCRIPTION CHANGE AMT BRIEF DESCRIPTION OF CHANGE AMOUNT 1 VMR UP FB atA Excellent 0 $0.00 TOTAL $0.00 should match change amount noted above $71 variance DETAILED JUSTIFICATION FOR INCREASE: , This vehicle will be assigned to the Fire Inspector for Field Operations. The Fire Inspector conducts inspections and investigations, responds to customer complaints, provides support to Emergency Operations, and provides public education to the community. These are all essential job duties that must be completed in the field and the Fire Inspector requires a dedicated vehicle to complete these activities. This vehicle also needs to be equipped with emergency response equipment, which includes lights, sirens, docked computer, mobile radio, investigation materials and other utility items. STATUS (for finance department use only) r------ , ;Approved Date: ; ;Not Approved Date: ; ; Pending Date: Comments: Page 77 Expense SLA Form - revised 5.12.22 Thls pa4ge Is In ten tlonally left blank. FUND TYPES AND STRUCTURE Westlake Academy, along with other School Districts throughout the State of Texas, record and report all financial transactions using standards set by the Governmental Accounting Standards Board (GASB) and General Accepted Accounting Principles (GAAP). Accordingly, these standards require all School Districts to use individual funds that must be categorized into one of 11 Fund Types. ALL FUND TYPES Governmental Proprietrary Fiduciai Funds Funds Funds General Fund Internal Service Funds Pension Trust Funds 4 Funds N/A N/A Special Revenue Funds Investment Trust Funds Enterprise Funds N/A 8 Funds N/A Debt Service Fund Private Trust Funds N/A L N/A Capital Project Funds Agency Funds N/A Ifund Permanent Funds N/A GOVERNMENTAL GENERAL FUND FUNDS TYPES The General Fund is comprised of four subordinate funds: General Operating, Athletic Activities, Transportation, and WA Foundation. This fund accounts for the General Fund operational activities, supported by State and local revenues, required to maintain the Academy's facilities, and pay its employees. • Fund 199 General Fund - This classification must be used for funds in which the 19�Fund local governing board designates. The local governing board has wide discretion in their use as provided by law. This fund usually includes transactions because of 198 Athletic Fund revenues from local sources and State Foundation School Program Sources. Any locally defined code that is used at the local option is to be converted to Fund 199 197 Transportation Fund for PENS reporting. 196 Westlake Academy • Fund 198 Athletic Activities - This locally defined fund code is used to account for Foundation Fund expenditures for athletics that normally involve competition between schools, and frequently involve offsetting sport registration fees such as football, baseball, volleyball, track, tennis, and golf. This fund is converted to Fund 199 for PEIMS reporting. • Fund 197 Transportation/Parking -This locally defined fund code is used to account for revenues and expenditures related to transportation for students, as well as the maintenance and repair of the Academy's bus fleet. This fund is converted to Fund 199 for PEIMS reporting. • Fund 196 Westlake Academy Foundation (WAF) - This locally defined fund code was created to help Academy and Foundation leaders segregate funding received from WAF donors, providing a transparent view of the contributions' impact. The donations enable WA to provide above and beyond opportunities, which enhance the high -quality IB education students receive, and empowers them to achieve their highest individual potential. This fund is converted to Fund 199 for PEIMS reporting. Page 78 SPECIAL REVENUE FUNDS Special Revenue Funds 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. These funds are not adopted by the governing body and shown here for informational purposes only. • Fund 224 IDEA-B Formula (Federally funded) - Fund is used, on a project basis, for funds granted to operate educational programs for children with disabilities. Fund 283 ESSER III Supplement (Federally funded) - Fund is used for intensive educational supports for students not performing satisfactorily due to pandemic's effects. Previously coded to Fund 491, the transactions were for GOVERNMENTAL FUNDS TYPES Special Revenue Funds Fund 224 IDEA-B Formula Fund 283 ESSER III Supplement Fund 397 Texas Advanced Placement Initiative Fund 410 Instructional Materials Allotment Fund 461 Campus Activity Funds Fund 484 Local Grants Fund 497 Student Travel Fund 498 Int'I Mindedness Educator Symposium unbudgeted expenditures made during the mandated school closure beginning in March 2020 and included such items as technology equipment for distance learning, counseling supplies, additional janitorial services, and cleaning supplies. The expenditures were reimbursed through the ESSER III Supplemental Fund as a "pre -award" allotment. • Fund 397 Texas Advanced Placement Initiative —A program that reimburses the Academy for a portion of the cost related to approved teacher training programs. • Fund 410 Instructional Material Allotment (State funded) - Funds to purchase the instructional materials that will be used to support the Texas Essential Knowledge and Skills (TEKS). • Fund 461 Campus Activities (Locally funded) - Used to account for transactions related to a campus activity if the monies generated are not subject to recall by the school district's Board of Trustees into the general fund. These funds provide after -school activities and local/international travel at Westlake Academy. • Fund 484 Local Grants (Locally funded) —These funds represent grants from Westlake Academy Foundation, the House of Commons, and the Westlake Academy Athletic Club for specific purposes. • Fund 497 Westlake Academy Foundation Financial Assistance (Locally funded) -This grant is from the Westlake Academy Foundation's Bradley Endowment and provides financial assistance for student travel and related activities. • Fund 498 International Mindedness Educator Symposium (Locally funded) —Used for the annual symposium hosted by Westlake Academy focusing on global collaboration. FIDUCIARY FUND TYPES Westlake Academy has a single Fiduciary -type fund, called the Agency Fund, which accounts for resources held in a custodial capacity for the benefit of student organizations. The Agency Fund is not a budgeted fund. Page 79 ACCOUNT CODING STRUCTURE Financial transactions within funds are organized and classified through the account code system. Section 44.007 of the Texas Education Code (Code or TEC) requires that a standard school district fiscal accounting system be adopted by each school district. The system must meet at least the minimum requirements prescribed by the State Board of Education and be subject to review and comment by the state auditor. Additionally, the accounting system must conform to Generally Accepted Accounting Principles (GAAP). This section further requires that a report be provided at the time that the school district budget is filed, showing financial information sufficient to enable the state board of education to monitor the funding process and to determine educational system costs by school district, campus and program. The Texas Education Code, Section 44.008, requires each school district to have an annual independent audit conducted that meets the ACCOUNT CODE STRUCTURE Fund Function Object Code Code Code XXXX XXX XX (1xxx- (11-99) 1X—Assets 8xxx) 2X — Liabilities Account 3X — Fund Equity Groups 4X — Clearing Accts (9xx) 5X — Revenues 6X — Expenditures 7X — Other Resources 8X — Other Uses minimum requirements of the State Board of Education, subject to review and comment by the state auditor. The annual audit must include the performance of certain audit procedures for reviewing the accuracy of the fiscal information provided by the district through the Public Education Information Management System (PEIMS). The audit procedures are to be adequate to detect material errors in the school district's fiscal data reported through the PEIMS system for the fiscal period under audit. A major purpose of the following accounting code structure is to establish the standard school district fiscal accounting system required by law. Although certain codes within the overview may be used at local option, the sequence of the codes within the structure, and the funds and chart of accounts, are to be uniformly used by all school districts in accordance with Generally Accepted Accounting Principles (GAAP). Sub Organization Program Local Object Code Year Intent Option Code XXX Code Code Code XX X XX XXX (XX) (001-999) (0-9) (11-99) (XXX) Page 80 REVENUE CLASSIFICATIONS LOCAL FUNDING REVENUES Local funding consists of the following major sources from the Town of Westlake and the Westlake Academy Foundation (WAF). • The Town of Westlake, through the Shared Services Model, provides services otherwise known as a "central office" for local independent school districts. In addition, the Town is responsible for all debt service payments relating to Academy facilities and infrastructure. prx� C,�� • The Westlake Academy Foundation is an independent, non-profit organization that raises funds through donations and various fundraising efforts. The WAF conducts several annual fundraising activities, including the Blacksmith Campaign. Funding received is used to provide above and beyond educational opportunities for students, which enhance the high -quality IB education they receive. Contributions are also used to provide professional development, various educational grants, and appreciation opportunities for the exceptional WA staff. FEDERAL FUNDING Federal funding is received through grants supporting the special education program. In addition, the Academy is eligible to receive the ESSER III Supplemental grant, which is used to mitigate any learning deficiencies that occurred during the COVID-19 pandemic. STATE FUNDING The Foundation School Program (FSP) is the primary source of state funding for Texas school districts. This program ensures all public schools, regardless of property wealth, receive "substantially equal access to similar revenue per student at similar tax effort." (TEA 2021). As the largest single appropriation of state general revenue, the FSP is the primary means of distributing state aid to Texas public schools. The FSP funds come from state tax revenue, the state lottery, and the Permanent School Fund. Every Texas public school district must participate in the FSP and ISDs must raise local property tax revenue before receiving state funds. o The Available School Fund (ASF), under the Texas Constitution, are funds allocated to public schools for all enrolled eligible students. The ASF is made up of revenue generated by the state's fuel tax and the Permanent School Fund. o The Permanent School Fund is an endowment established by the Texas Constitution and is a $44 billion fund investing money from the sale of state-owned oil, gas, and land, with a portion sent to Texas public schools every year through the ASF. o FSP TIER 1 funding provides resources for a basic instructional program to each eligible student. It includes the regular program allotment and nine special allotments, such as special education, bilingual and dyslexia education, and career & technology education. The basic allotment for is $6,160 per student for all public schools. o FSP TIER 2 funding provides access to substantially equalized funds to deliver enriched programs beyond the basic instructional program. Although charter schools do not receive property tax revenue, the Tier 2 allotment is calculated using levels 1 and 2 of the average district tax rate for state certified district property values (an allotment of the state M&O collections). Page 81 REVENUES ALLOCATED BY STAFF TYPE & FUNCTION REVENUES ALLOCATED BY STAFF TYPE Budgetary allocations are an integral element of financial planning for learning organizations. As such, they indicate the level of resources an organization is committing to a department or program. Westlake Academy and the Town of Westlake, under the shared services model, work in harmony to determine resource and revenue allocations. Allocation process includes all available general operations funding $9,348,741 REVENUES ALLOCATED BY FUNCTION The leadership of the Academy works directly with the Directors of the Finance and Human Resource departments to determine staffing needs as well as program needs. Within the scope of the Academy's strategic plan, staffing and program allocations are determined. Allocation process includes all available funding $9,348,741 FY 22/23 Employee Proposed Percent Revenue Type Staffing of Total Allocation Principals 5.50 5.26% $ 491,945 Coordinators 7.83 7.49% 700,351 Primary 26.50 25.35% 2,370,280 Secondary 37.52 35.90% 3,355,958 Support 15.50 14.83% 1,386,390 Specialist 5.17 4.95% 462,428 Foundation 1.50 1.44% 134,167 Facilities 3.00 2.87% 268,334 Technology 2.00 1.91% 178,899 TOTAL 104.52 100.00% $ 9,348,741 FY 22/23 Proposed Percent Revenue Function Description Staffing Of Total Allocation Instructional 78.36 74.97% $ 7,008,872 12 Media/Library 1.66 1.59% 148,478 h21 Instructional 2.00 1.91% 178,889 Leadership 23 Campus Leadership 10.50 10.05% 939,167 31 Guidance/Counselors 4.00 3.83% 357,778 33 Health 1.00 0.96% 89,445 Service/Nurses 36 Extra -Curricular 0.50 0.48% 44,722 51 Facilities 3.00 2.87% 268,334 Maintenance 53 Information 2.00 1.91% 178,889 Technology - WA Foundation 1.50 1.44% 134,167 TOTAL 104.52 100.00% $9,348,741 XMWF Page 82 EXPENDITURE CLASSICATIONS OBJECT CODE GENERAL DESCRIPTIONS The object number is a 4-digit code that describes the type of revenue or expenditure incurred and is comprised of the fifteenth through eighteenth digits in the code structure. For example: • 61XX Payroll and Payroll Related • 62XX Professional & Contracted Services • 63XX Supplies and Materials • 64XX Miscellaneous Operating Costs • 65XX Debt Service w¢p9 sari Bonn¢ tl°as I¢am gc51 �¢teChooloaVN°ss¢ml¢msp L=¢ch[s �7!¢jp°saen� p � j¢h la simpadr 0¢s�n¢� J �°hrrla Male UII� d ¢¢;�pruuidcacliYsly 91¢tl¢rp ¢uopr�¢p¢e¢ ill c�lldfE�; , k¢¢p¢ogBging a e m c� sppli¢ahl¢�Il1�V�ool11 tlihei¢nitI plm'!d also fsad¢s A c°9s9¢a°li'E' ShRllsin _ ¢hilit wind UX U I I U n C U� jOof¢¢Y , , prpn} i¢ a¢¢E¢s f:K1 gdd¢p4 ujjpul acfa¢�m¢r1¢°nmu¢� p V111101�1Glool ¢°g 0 lows M001 ¢chod' I V Y f I t ¢tl ¢p pd¢°h¢I oPP° oih1 f.'!esl I¢ ms i0tudin I¢rs f��°r¢ �lE3f�BC5 FUNCTION CODES — GENERAL DESCRIPTIONS A function code represents a general operational area at the Academy and groups together related activities. The 2-digit number answers the question, "What is the purpose of an expenditure?" The assignment and use of function numbers is based on the financial accountability standards established by the Texas Education Agency in accordance with the Texas Administrative Code. The Board of Trustees adopts the annual operating budget at the function level. FUNCTION CODE FUNCTION CODE DECRIPTION . 11 Instruction 12 Instructional Resources & Media Sources 13 Curriculum Development & Instruction / Staff Development 21 Instructional Leadership 23 School Leadership (Principal) 31 Guidance, Counseling& Evaluation Services 33 Health Services 36 Co-curricular/Extracurricular Activities 41 General Administration (Campus/Superintendent/Board) 51 Plant Maintenance and Operations 52 Security and Monitoring Services 53 Data Processing Services 61 Community Services 71 Debt Service Page 83 SHARED SERVICE MODEL EXPENDITURES Westlake Academy operates under a shared services model whereby the municipal operations team provides support through Human Resources, Communications, Finance, Facilities, Information Technology, and Administration. Debt service for the 3 I uM, 1) OfTW(iEP PMf�� I campus buildings, general maintenance and replacement of infrastructure, and equipment for the school is expensed through the municipal budget (Fund 600) as the school buildings are owned by the municipality. The shared services model was an integral part of the state charter application process, helping to support the Town of Westlake's case for creating a community -based school. This model conserves resources and avoids the duplication of efforts across the municipal and academic functions. The following operating costs are booked to the Town of Westlake's General Fund and Debt Service Fund. • Municipal -Transfer to WA for WAF staff (50% between Town and WA) • Annual Debt Service Payments • General Major Maintenance and Replacement • In -direct Operating Costs (Payroll and Related) Amended Proposed $ Increase % Increase FY 2021/22 FY 2022/23 (Decrease) (Decrease) Municipal -Transfer to WA for WAF Staff 71,771 76,077 4,306 6.00% Annual Debt Service (Municipal budget) 2,868,587 2,857,555 (11,032) (0.38%) Major Maintenance and Replacement 410,000 749,250 339,250 82.74% In -direct Operating Costs 1,359,776 1,719,413 359,637 26.45% Total Municipal Costs $ 4,710,134 $ 5,402,295 $ 692,161 14.70% The support services for the Academy that generate indirect costs paid by the Town of Westlake are: • Finance and Accounting Services • Facility Maintenance Services • Human Resources • Information Technology • Communications • General Managerial Oversight (Superintendent) • Town Secretary including records maintenance and election administration • Board Support Services including policy advisement and strategic planning DEBT SERVICE - As part of the Academy's unique financial structure the Town of Westlake is responsible for debt service payments associated with the Academy's capital infrastructure. The Municipal Debt Service Fund is used to manage debt service payments, and Academy debt is accounted for in the annual municipal budget. CAPITAL PROJECTS —There are no major Academic capital projects budgeted or planned through FY 21/22. Page 84 PERSONNEL STAFFING Given the funding constraints we are facing, accurate expenditure projections are more important than ever. Since salaries make up the greatest portion of the expenditure budget, it is logical to apply forecasting techniques that can provide a true picture of where payroll dollars are headed. ?a Personnel staffing levels for Westlake Academy are presented in full-time equivalents (FTE) positions. Employee growth has been driven by Academy expansions as the school matured into a full K-12 campus. Secondary teachers are allocated based on the student's master schedule. While they may be a full 1.0 FTE, they may be split between different subject types depending on class need. EMPLOYEE POSITIONS BY TYPE FY 17/18 Employee Type Actual Drinrinnic A Sn FY 18/19 FY 19/20 FY 20/21 Actual Actual Actual A 7S A 7c C r,n FY 21/22 FY 22/23 Actual Proposed Change q cn c; c�n n nn Coordinators 3.50 4.25 6.83 4.58 5.33 7.83 1.00 Primary 27.00 26.50 27.50 27.50 26.50 26.50 0.00 Secondary 34.26 34.92 37.55 37.51 36.51 37.52 1.01 Support 14.00 14.00 14.00 13.50 15.33 15.50 0.17 Specialist 5.00 4.75 5.25 6.00 6.17 5.17 (1.00) WA Foundation 1.50 1.50 1.50 1.50 1.50 1.50 - Facilities 2.00 2.00 4.00 3.00 3.00 3.00 - Technology 2.00 Total Staff 2.00 .00 2.00 2.00 2.00 �103.34 Total Teachers 66.26 66.17 70.30 71.01 69.18 69.18 (0.01) Defined Employee Groups by FTE ■ Instructional ■ Administration Support FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 AMENDED PROPOSED Page 85 I a I L1 r-A L114FAR to] :itll_l"r_V1111L 12dIQO1k'� Student Enrollment Assumptions: • While the projected enrollment currently is 876 students, the Academic revenue budget projections is based on 875 students, holding steady from FY21/22, and forecasted to remain the same in FY23/24 • Student enrollment is expected to increase in future years due to continued residential growth. • Average Daily Attendance rate of 96.14%. r V H `O EST1ON5 5WERS Revenues: • 100% use of Westlake Academy Foundation (WAF) Annual Program revenues (proposed $1.03 million). • Future revenue projections are based on the student average daily attendance (ADA), which is used to calculate the cost of public education for the next biennium. Preliminary revenue projections for FY22/23 are 0.2% lower than the FY21/22 revenue, and are expected to remain mostly flat in future years • Charter schools do not have taxing authority, making them reliant upon state and local funding sources. • As an open enrollment charter school, all State funding is determined each legislative session and channeled to Westlake Academy through the Foundation School Program (FSP). Charter schools are funded based on their weighted average daily attendance (WADA). A school's WADA is determined not only by the number of students attending, but by their participation in special programs, such as special education and career and technology. • Most Academy General Fund revenue is derived from the Foundation School Program. • Secondary sources include the Westlake Academy Foundation and the Blacksmith Campaign. • Growth in local revenues has been significant and is a result of strong parent and community support of the Academy. Expenditures: • Personnel costs are estimated to increase by an average 6% of mid -point for all faculty and staff and no increases in insurance cost are expected. Non -payroll related expenditures will decrease by an average of 6.85%. • Due to the uncertainty of state funding professional services, supplies and other operating expenditures are being held flat in outer years and will only increase if revenues increase to offset additional expenditures. • House Bill 3 mandates remain in effect as the grade kindergarten through 3rd Reading Academy training continues in FY 22/23. • ESSER III -Supplement funds have been granted to the Academy for FY 21/22 and 22/23. These funds are designated for intensive education supports for students not performing satisfactorily due to the pandemic. Supplemental funds will also be used to address accelerated instruction for lost instructional time. Funding needed after FY23 will need to be absorbed in the General r r__-J r Fund. r au�� 45 Page 86 — - WESTLAKE ACADEMY SUMMARY OF FINANCE ANALYSIS FY 2021/2022 6/9/2022 875 Stdnts Budgeted 875 Stdnts @ 5/10/22 BUDGET 5/31/22 BA Sept Oct Nov Dec Jan Feb Mar Apr May TOTAL Budget Shortfall Foundation 87% 6,646,293 6,446,124 553,858 553,858 553,858 553,858 553,858 553,858 553,858 553,858 553,858 4,984,720 Career & Tech 6% 466,175 473,358 38,848 38,848 38,848 38,848 38,848 38,848 38,848 38,848 38,848 349,631 Fac Allotment 2% 154,507 153,256 12,876 12,876 12,876 12,876 12,876 12,876 12,876 12,876 12,876 115,880 Available Sch Fnd 4% 336,158 456,584 28,013 28,013 28,013 28,013 28,013 28,013 28,013 28,013 28,013 252,119 100% 7,603,133 7,529,322 633,594 633,594 633,594 633,594 633,594 633,594 633,594 633,594 633,594 5,702,350 - Refined ADA --- > 852.630 852.630 847.633 844.220 844.220 836.650 836.650 838.550 838.550 SUMMARY OF FINANCE SOF Date --- > 10/08/21 11/09/21 12/14/21 01/10/22 02/10/22 03/14/22 04/25/22 05/10/22 06/06/22 Foundation 87% 6,571,994 6,572,311 6,572,636 6,555,925 6,568,224 6,527,952 6,527,952 6,566,393 6,446,124 CTE 6% 631,255 631,255 483,139 483,676 483,475 474,192 474,192 473,358 473,358 Fac Allotment 2% 143,297 143,297 151,948 151,473 152,169 153,656 153,700 153,256 153,256 Available 4% 336,158 336,158 336,158 336,158 336,158 336,158 336,158 336,158 456,584 100% 1 7,682,704 7,683,021 7,543,881 7,527,232 7,540,026 7,491,958 7,492,002 7,529,165 7,529,322 ACTUAL RECEIVED Foundation 87% 555,058 561,596 567,080 549,968 537,337 549,364 533,436 533,326 548,197 4,935,358 CTE 6% 38,848 38,848 38,848 38,848 38,848 38,848 38,848 38,848 38,848 349,631 Facilities Allotment 2% 12,876 12,876 12,876 12,876 12,876 12,876 12,876 12,876 12,876 115,881 Available 0% 16,523 13,232 13,315 31,191 31,935 31,935 28,660 11,970 54,288 233,049 623,304 626,551 632,118 632,882 620,995 633,022 613,820 597,019 654,208 5,633,919 0.7483 Variance in Actual and Budgeted (10,290) (7,043) (1,476) (712) (12,599) (572) (19,774) (36,575) 20,614 Actual Budget Variance PAID TO DATE Foundation 4,935,358 4,984,720 (49,362) CTE 349,631 349,631 0 Facilities 115,881 115,880 0 Total Foundation Funding 5,400,870 5,450,231 (49,361) Available Sch Funding 233,049 252,119 (19,070) 5,633,919 5,702,350 (68,431) Page 87 STUDENT BOUNDARIES & ENROLLMENT PROJECTIONS 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 30 of the surrounding school district's boundaries. Argyle ISD Duncanville ISD Krum ISD Arlington ISD Eagle Mountain -Saginaw ISD Lake Dallas ISD Azle ISD Fort Worth ISD Lewisville ISD Birdville ISD Frisco ISD, Garland ISD Little Elm ISD Boyd ISD Grand Prairie ISD McKinney ISD Carroll ISD Grapevine-Colleyville ISD Northwest ISD Coppell ISD Highland Park ISD Paradise ISD Carrollton -Farmers Branch ISD Hurst -Euless -Bedford ISD Ponder ISD Decatur ISD Irving ISD Springtown ISD Denton ISD Keller ISD Weatherford ISD ENROLLMENT PROJECTIONS as of 618122 E L Uk M -0 i •- M E E m ap � m m �« E m � rJ { g m 7 0 � 72 V � +6 u � .. m o � r1 Qi � -0 a .« . � °' c�a cn Z LU W LU Kinder 48 :.......................................;. 0 44 D 44 0 44 .......... G1 4.............................................................................. ............................. 54 52 p .....................................................................................:................................................;................................................;................................................ 7 ....................................... ................................................ D 59 .......................................... ......;................................................ 0 ;................................................ 59 G2 a.......... 54 :....................................... 56 ........................................;................................................................................................;.............. 2 0 58 0 :................................................ 58 G3 ............................. 54 56 a....................................................................................... 5 -1 60 .................................. 0 60 ......................... .............-0.......................................;....................................... G4 a................... 54 62 2 0 ;................................................;................................................;................................................ 64 0 64 .................. G5 6....................;.......................................;.......................................;...............................................:................................................;................................................;................................................ 3 59 -1 -1 57 6 63 Primary 327 285 59 -2 342 6 348 G6 75 i 63 ;....................................... 7 ; D 7D 5 75 .......... G7 ...................................... -0....................................... ..................... ........: 75 ;....................................... ....................................... 74 ;....................................... ................................................................................................. 3 ................................................ ID ;................................................................................................. 77 .......................................... ......;.............. 0 ..................... ............. ;................................................ 77 G$ 75 72 2 -2 72 3 :................................................ 75 .......... G9 ............................. 88 ................................. ......;........................................................................................................................................;............ 74 2 ID 76 .................................... 12 88 ..........................................................................................................................................;...............................................;.................................................... G10 88 83 2 D .......... 85 ..................... ............. ;................................... 3 .......... ... 88 ......................................-0.......................................;.......................................;......................................................................................:................................................;................................................:................................................ G11 84 85 2 -5 82 0 82 ......................................a.......................................;.......................................,.......................................;...............................................: G12 71 72 0 D 72 ;..... ........... 0 .......... ................ 72 Secondary; 556 523 18 -7 534 23 557 Total 883 808 77 -9 976 2.9 905 Page 88 Westlake Academy Foundation' The Westlake Academy Foundation (WAF) is a 501(c)3 nonprofit organization which was established exclusively for the purposes of supporting the Academy. This includes fundraising for and contributing raised funds to the Academy. The Foundation is discretely presented in the Westlake Academy financial statements and reported in a separate column to emphasize that it is legally separate from the Academy. Separate audited financial statements of the Foundation are prepared annually. As a non-profit organization, the WAF hosts three fundraising events per Year: The Baja Event, Gallery Night, and the Blacksmith Annual Campaign. Funding received from the Blacksmith Annual Campaign is used to provide above and beyond educational opportunities for students, which enhance the high -quality IB education they receive. Contributions are also used to provide Funded Items professional development, various educational grants, and appreciation opportunities for the exceptional Westlake Academy Teachers: $514,049 staff. The chart is a representation of the many ways the Blacksmith Annual Fund supports the mission, vision, and values of Westlake Academy. FY 21/22 has been a record year for donations with a total of $1,145,946 received. That is $115,946 over the adopted budget of $1.03 million! "I" • Business • DP & MYP French • DP Science • Mathematics • Literacy Specialist • PYP Specials (Art, Music, Spanish) • Kindergarten Aides • Secondary Librarian Travel & Training: $49,000 • Teachers • Para -Professionals • Counselors & Nurses • Administrators Reading Academy Grades K-3 $17,000 1-to-1 iPad Initiative $222,222 MYP & PYP Library Books $20,000 The current list of funded items is a work in progress and is TOTAL FUNDED YTD $822,271 currently being evaluated by Foundation and Academy staff to ensure the funds raised through the Blacksmith Annual Campaign are allocated in the most efficient and effective way. Page 89 FY 2021-2022 General Fund Budget-to-Actuals as of May 31, 2022 (Preliminary) Amended YTD Balance Sept -May Revenue Recap - Budget to Actuals Budget Receipts Remaining % Received 9 mo = 0.75 Blacksmith 1,146,000 ................ (1,145,946) ........................... 54 100% .............................. ........ Transportation 10,500 I............�.......... (13,850) (3,350) 132% .o....... Parking 15,000 ......... (857) .............. 14,143 6/o under Athletics 88,100 .... (72,442) ............... 15,658 82% ............... Interest ............................... 2,500 ........... (2,177) ................. 323 ................... 87% ................. Salary Reimb ................................ 71,771 ........... (53,707) .......................................................... 18,064 75% under Misc Revenue ............................................. 35,000 ........................... (6,880) ........................... 28,120 ..................................... 20% ................ under Food Services 7,000 (7,460) (460) 107% Local Revenue 1,375,871 (1,303,319) 72,552 95% Available School Fund ................... 456,584 (233,049) 223,535 51% under Foundation School Fund .................... 6,446,124 (4,935,359) ......................... 1,510,766 ................... 77% CTE Funding 473,358 (349,631) 123,727 74% .................. Facilities Allotment 153,256 (115,880) 37,376 76% Advanced Placement Training ............................. 6,750 - 6,750 0% under TRS On -Behalf .............................. 477,592 (282,107) 195,485 59% under Medicare Pt D On -Behalf (EOY) 17,305 17,305 0% under State Revenue 8,030,969 off(5,916,026) 2,114,943 74% Total Revenue 9,406,840 (7,219,345) 2,187,495 77% Function Recap - Budget to Actuals Amended Budget YTD Expenditures Balance Remaining % Expended Sept -May 9 mo = 0.75 11 Instruction (4,977,173) 3,812,037 (1,165,136) 77% ovr 12 .................... Media Resources ............ (184,754) 126,310 (58,444) 68% 13 Curr/Staff Development (93,417) 48,167 (45,250) 52% 21 Instr Leadership .............................................. (222,822) 184,346 .................. (38,476) 83% ovr 23 Sch Leadership (1,265,782) 1,055,047 (210,735) 83% ovr 31 ............................................... Guidance/Counseling (535,792) ............. 429,855 (105,937) 80% ovr 33 Health Services (73,989) 62,553 (11,436) 85% ovr 36 .................... Extra -/Co Curricular ................ (226,485) 224,761 ................. (1,724) 99% ovr 41 Administration (246,764) 239,370 (7,394) 97% ovr .......... 51 .. ....... Maintenance & Operations (960,227) ................... 798,402 (161,825) 83% ovr 52 Security & Monitoring (26,000) 15,606 (10,394) 60% 53 Data Processing (299,756) 239,923 (59,833) 80% ovr 61 ............................................................................................ Community Services (137,715) ............................. 115,635 ................ (22,080) 84% ovr 71 Debt Service (222,222) 222,172 (50) 100% ovr Total Expenditures (9,472,898) 7,574,182 (1,898,716) 80% ovr *Note: As of May 2022, and the end of the school year, the majority of expenditures have occurred. FY22 Orig FY22 Amended FY22 YTD Estimated Fund Balance Calculation Budget Budget Budget Local/State Revenue 9,371,746.00 9,406,840.00 7,055,130.00 Less: Expenditures 9,432,983.00 9,472,898.00 7,104,673.50 Net Revenues Over/(Under) Exp (61,237.00) (66,058.00) (49,543.50) Beginning Balance (from FY21 audit) 2,078,833.00 2,078,833.00 2,078,833.00 Ending Fund Balance 2,017,596.00 2,012,775.00 2,029,289.50 Less: Unassigned Fund Balance 88,000.00 88,000.00 88,000.00 Fund Balance (unassigned) 1,929,596.00 1,924,775.00 1,941,289.50 Daily Operating Cost (exp budget/365) 25,843.79 25,953.15 25,953.15 Operating Days (unassigned FB-daily op cost) 75 74 75 YTD Actual 71219,345.33 7,574,182.47 (354,837.14) 2,078,833.00 1,723,995.86 88,000.00 1,635,995.86 25,953.15 63 Variance 164,215.33 469,508.97 633,724.30 (305,293.64) (305,293.64) Page 90 Westlake Academy - General Fund - Five Year Financial Forecast Fiscal Years 2022/2023 through 2026/2027 1 2 3 4 s 6 7 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 38 39 40 41 42 43 44 4s 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 Updared618122 Audited Adopted Amended Proposed Amount Projected Projected Projected Projected FY 20/21 FY 21/22 FY 21/22 FY 22/23 Inc/(Dec) FY 23/24 FY 24/25 FY 25/26 FY 26/27 REVENUE Transportation $ 275 $ 10,500 $ 10,500 $ 10,500 $ $ 10,500 $ 10,500 $ 10,500 $ 10,500 Parking 24,325 15,000 15,000 15,000 15,000 15,000 15,000 15,000 Athletic Activities 87,319 88,100 88,100 100,850 12,750 100,850 100,850 100,850 100,850 Interest Earned 2,422 5,000 2,500 3,000 Soo 3,000 3,000 3,000 3,000 WAF Blacksmith Donation 989,392 1,030,000 1,146,000 1,030,000 (116,000) 1,030,000 1,030,000 1,030,000 1,030,000 Salary Reimbursement (liaison to WAF) 64,256 71,771 71,771 76,077 4,306 76,838 77,606 78,382 79,166 Other Local Revenue (sub, tech, prnt, misc) 79,432 35,000 35,000 36,100 1,100 36,100 36,100 36,100 36,100 Food Services 4,000 7,000 7,000 7,000 - 7,000 7,000 7,000 7,000 Total Local Revenues 1,251,421 1,262,371 1,375,871 1,278,527 (97,344) 1,279,288 1,280,056 1,280,832 1,281,616 Percent of total revenues 13% 13% 15% 14% 14% 13% 13% 13% ........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... TEA -Available School Funds 428,907 336,158 456,584 336,158 (120,426) 339,520 342,915 346,344 349,807 TEA - Foundation School Funds (incl accr) 7,136,676 6,646,293 6,446,124 6,582,604 136,480 6,648,430 6,714,914 6,782,063 6,849,884 CTE Funding (addt'I TEA-FSP Funds) 263,366 466,175 473,358 473,553 195 478,289 483,071 487,902 492,781 Facilities Allotment (addt'I TEA-FSP Funds) 160,500 154,507 153,256 148,625 (4,631) 148,625 148,625 148,625 148,625 TEA -Advanced Placement Training - 6,750 6,750 6,750 6,750 6,750 6,750 6,750 SB-500 SPED Services 3,163 - - - - - - - TRS On-behalf/Medicare Part B 410,070 499,492 494,897 522,524 27,627 527,749 533,027 538,357 543,741 Total State Revenues 8,402,682 1 8,109,375 8,030,969 8,070,214 39,245 8,149,362 8,229,302 8,310,042 8,391,588 Percent oftotal revenues 87% 87% 85% 86% 86% 87% 87% 87% L E E E TOTA R V NU S 1 $ 9,654, 03 1 $ 9,37 ,746 $ 9,406,840 $ 9,348,74 1 099 $ ( 58 ) 2 $ 9,4 8,650 $ 9,509,358 $ 9,590,874 2 $ 9,673, 04 EXPENDITURES by FUNCTION Function 11- Instructional $ 5,058,615 $ 4,884,668 $ 4,977,173 $ 5,231,405 $ 254,232 Function 12 - Resources & Media 65,972 135,797 184,754 175,488 (9,266) Function 13 - Curriculum & Staff Development 30,932 55,795 93,417 81,200 (12,217) Function 21- Instructional Leadership 177,683 225,326 222,822 235,897 13,075 Function 23 - School Leadership 1,132,112 1,258,754 1,265,782 1,349,981 84,199 Function 31- Guidance & Counseling 604,121 618,426 535,792 551,771 15,979 Function 33 - Health Services 91,521 81,257 73,989 77,038 3,049 Function 36 - Co/Extracurricular Activities 253,839 228,089 226,485 230,854 4,369 Function 41- Administrative 260,236 245,864 246,764 193,950 (52,814) Function 51- Maintenance & Operations 1,066,795 967,763 960,227 967,327 7,100 Function 52 - Security & Monitoring 15,542 26,800 26,000 28,500 2,500 Function 53 - Data Processing 223,858 352,979 299,756 283,666 (16,090) Function 61- Community Services 137,299 143,543 137,715 145,978 8,263 Function 71- Debt Service 207,922 207,922 222,222 225,488 3,266 TOTAL EXPENDITURES by FUNCTION $ 9,326,447 $ 9,432,983 $ 9,472,898 $ 9,778,543 $ 305,645 EXPENDITURES by OBJECT Object Code 61XX - Salaries $ 7,395,168 $ 7,428,869 $ 7,428,869 $ 7,874,601 $ 445,732 $ 7,953,347 $ 8,032,881 $ 8,113,209 $ 8,194,342 Object Code 62XX - Contracted Services 1,097,572 999,529 999,529 919,165 (80,364) 919,165 919,165 919,165 928,357 Object Code 63XX - Supplies & Materials 256,765 368,920 378,053 309,500 (68,553) 309,500 309,500 309,500 312,595 Object Code 64XX - Other Operating Costs 369,019 427,743 444,225 449,789 5,564 470,789 488,789 488,789 493,677 Object Code 65XX - Debt Service 207,922 207,922 222,222 225,488 3,266 207,922 226,002 226,002 226,002 TOTAL EXPENDITURES by OBJECT $ 9,326,447 $ 9,432,983 $ 9,472,898 $ 9,778,543 $ 3os,64s $ 9,860,723 $ 9,976,337 $ 10,056,665 $ 10,154,972 Other Resources - Local $ - $ - $ - $ - $ $ - $ - $ - $ - Transfer in - Athletics (198) 90,000 45,000 45,000 45,000 45,000 45,000 45,000 45,000 Transfer out - General Fund (199) (90,000) (45,000) (45,000) (45,000) (45,000) (45,000) (45,000) (45,000) NET OTHER RESOURCES & USES - EXCESS REVENUES OVER(UNDER) EXP $ 327,656 $ (61,237) $ (66,058) $ (429,802) $ (363,744) $ (432,073) $ (466,978) $ (465,792) $ (481,768) FUND BALANCE BEGINNING 1,751,177 2,078,833 2,078,833 2,012,775 (66,058) 1,582,972 1,150,899 683,921 218,129 FUND BALANCE ENDING 2,078,833 2,017,596 2,012,775 1,582,972 (429,803) 1,150,899 683,921 218,129 (263,639) Less: Assigned for Bus Maintenance (24,090) (19,000) (19,000) (17,000) 2,000 (16,150) (15,343) (14,575) (13,847) Less: Assigned for Technology R & M - (54,000) (54,000) (50,000) 4,000 (47,500) (45,125) (42,869) (40,725) Less: Assigned for Ath Uniform/Equip Rplcmnt (15,000) (15,000) (15,000) (15,000) - (15,000) (15,000) (15,000) (15,000) FUND BALANCE ENDING (Unassigned) $ 2,039,743 $ 1,929,596 $ 1,924,775 $ 1,500,972 $ (423,803) $ 1,072,249 $ 608,453 $ 145,685 $ (333,211) Number of Operating Days (unassigned FA) 80 75 74 56 (18) 40 22 5 (12) Facilities Allotment Reserve (100,500) (177,128) (117,128) (191,441) (74,313) (265,753) (340,066) (414,378) (488,691) FUND BALANCE ENDING (Unassigned) $ 1,939,243 $ 1,752,468 $ 1,807,647 $ 1,309,532 1 $ (359,491)1 $ 1,495,302 $ 1,099,454 $ 704,951 $ 294,624 Number of Operating Days (assigned 50%FA) 76 68 70 49 (21) 55 40 Dollars per Operating Day $ 25,552 $ 25,844 $ 25,953 $ 26,791 837 $ 27,016 $ 27,332 $ 27,553 $ 27,822 Total Students Enrolled 869 875 875 875 - 875 880 885 890 TEA Funding per Student $ 9,009 $ 8,689 $ 8,605 $ 8,618 13 $ 8,703 $ 8,738 $ 8,774 $ 8,810 Operating Cost per Student (Academic Only) $ 10,732 $ 10,781 $ 10,826 $ 11,175 349 $ 11,269 $ 11,337 $ 11,363 $ 11,410 Teachers 70.30 70.30 71.01 70.18 (0.83) 70.18 70.18 70.18 70.18 Student/Teacher Ratio 12.36 12.45 12.32 12.47 0.15 12.47 12.54 12.61 12.68 ALL Faculty & Staff 1 101.84 103.34 1 103.34 1 104.52 1 1.181 104.52 104.52 104.52 1 104.52 Page 91 WESTLAKE ACADEMY Planning Worksheet FY 2022/2023 GENERAL FUND EXPENDITURE TOTALS ----------- »» 1,931,279.52 2,004,114.00 2,051,029.00 1,657,635.77 1,903,942.00 updated 05119122 FY22 FY21 FY22 Amended FY22 FY23 Fund Descr Fnd Fnct Obi Descr Audited Orin Budget Budget Actual Exp 1st Request Justification Will budget with excess BAF funds if WA FOUNDATION 196 12 6329 MYP LIBRARY BOOKS 10,000.00 4,956.27 available Will budget with excess BAF funds if WA FOUNDATION 196 12 6329 PYP LIBRARY BOOKS 10,000.00 8,514.52 available Will budget with excess BAF funds if WA FOUNDATION 1 196 12 1 6399 IMYP LIBRARY FF&E 3,000.00 - available Will budget with excess BAF funds if WA FOUNDATION 196 12 6399 PYP LIBRARY FF&E 3,000.00 - available Conf: TLA, ISTE, WA FOUNDATION 196 12 6411 TRVL &TRNG MYP LIBRARIAN 1,500.00 2,117.50 2,000.00 TCEA Conf: TLA, ISTE, WA FOUNDATION 196 12 6411 TRVL & TRNG PYP LIBRARIAN 1,500.00 1,994.09 2,000.00 TCEA Travel & training for SPED teachers and SPED para- professionals (conferences & WA FOUNDATION 196 13 6411 TRVL & TRNG SPED PARA/TCHR 5,000.00 3,000.00 webinars) Travel & training for para- professionals (conferences & WA FOUNDATION 1 196 13 1 6411 ITRVL&TRNG PARA-PROF 4,000.00 29.85 2,000.00 webinars) Conferences & trainings for DP WA FOUNDATION 196 13 6411 TRVL & TRNG DP TEACHER 11,000.00 4,764.57 10,000.00 teachers Travel & training WA FOUNDATION 196 13 6411 TRVL & TRNG MYP TEACHER 23,000.00 1,669.00 20,000.00 for MYP teachers Travel & training WA FOUNDATION 196 13 6411 TRVL & TRNG PYP TEACHER - 23,000.00 9,861.36 20,000.00 for PYP teachers Reading Academy training 8 teachers, WA FOUNDATION 196 13 6411 K-3 READING ACADEMIES (HB3) 2,733.00 16,867.00 16,867.00 21,400.00 2 administrators Conference WA FOUNDATION 196 21 6411 TRVL & TRNG MYP INSTR COORD - 2,000.00 2,480.72 2,000.00 training & webinars Conference WA FOUNDATION 1 196 21 1 6411 ITRVL & TRNG PYP INSTR COORD 2,000.00 1,615.77 2,000.00 training & webinars Conferences & training SPED Coordinator & WA FOUNDATION 196 23 6411 TRVL & TRNG SPED ADMIN 2,000.00 1,000.00 Diagnostician Conferences & WA FOUNDATION 196 23 6411 TRVL & TRNG CAMPUS ADMIN 5,000.00 3,000.00 leadership training Conf trvl DP WA FOUNDATION 1196 23 1 6411 ITRVL & TRNG DP ADMIN 2,500.00 - 2,000.00 principal Conferences & WA FOUNDATION 196 23 6411 TRVL & TRNG MYP ADMIN 4,500.00 1,136.74 2,000.00 leadership training Conferences & WA FOUNDATION 196 23 6411 TRVL & TRNG PYP ADMIN 4,500.00 3,770.74 2,000.00 leadership training Counselor travel based on 4 college WA FOUNDATION 196 31 6411 TRVL & TRNG CCMR COUNSELOR 2,000.00 1,999.00 4,000.00 trips per year Conferences & WA FOUNDATION 196 31 6411 TRVL & TRNG MYP COUNSELOR 3,000.00 2,082.93 1,500.00 counseling training rage yz TOTALS ----------- »» 1,931,279.52 2,004,114.00 2,051,029.00 1,657,635.77 1,903,942.00 updated 05119122 FY22 FY21 FY22 Amended FY22 FY23 Fund Descr Fnd Fnct Obj Descr Audited Orig Budget Budget Actual Exp 1st Request Justification Conferences & WA FOUNDATION 196 31 6411 TRVL &TRNG PYP COUNSELOR 1,500.00 1,575.87 1,500.00 counseling training Training & travel for coaches for WA FOUNDATION 196 36 6411 TRVL & TRNG ATHLETICS - 1,221.25 1,000.00 away -games Conferences & WA FOUNDATION 1196 41 1 6411 ITRVL & TRNG GEN ADMIN 2,000.00 - 2,000.00 leadership training Conferences & WA FOUNDATION 196 41 6411 TRVL & TRNG CAMPUS ADMIN 2,500.00 1,999.55 2,000.00 training webinars Conferences & webinars: WA FOUNDATION 196 41 6411 TRVL & TRNG ADMIN FIN 3,000.00 1,449.61 2,000.00 TASBO, GFOA Conferences & webinars: WA FOUNDATION 1196 41 1 6411 ITRVL & TRNG ADMIN HR 3,000.00 820.47 2,500.00 TASBO, GFOA Travel & training TASBO, other WA FOUNDATION 196 51 6411 TRVL & TRNG ADMIN FAC 1,500.00 255.00 1,500.00 training webinars Safety & security WA FOUNDATION 196 52 6411 TRVL & TRNG ADMIN SCH SAFETY 1 1,000.00 200.00 1,500.00 training Conferences & trainings for IT staff (online & in - person), classes offered byTCEA, WA FOUNDATION 1 196 53 1 6411 ITRVL & TRNG ADMIN TECH - - 3,000.00 985.82 4,000.00 Reg 11, JAM WA FOUNDATION 196 71 6512 1-TO-1 IPAD INITIATIVE 207,921.56 207,922.00 222,222.00 222,171.65 225,488.00 New 3-yr iPad lease Transportation fleet in very poor condition and will continue to require regular repairs. Ongoing maintenance program should be PARKING/TRANSPO 197 36 1 6249 IBUS MAINTENANCE & REPAIR 4,221.05 5,000.00 5,000.00 8,910.15 10,000.00 implemented. Resurfacing of parking lots as PARKING/TRANSPO 197 36 6299 PARKING LOT MAINTENANCE 5,000.00 5,000.00 - 3,000.00 needed Gas for buses (QT PARKING/TRANSPO 197 36 6311 GASOLINE (INCLUDING BUSES) 2,796.87 5,000.00 5,000.00 3,801.76 5,000.00 card) Small-scale repair & replacement items (windshield PARKING/TRANSPO 197 36 6399 TRANSPORTATION SUPPLIES 977.69 1,500.00 1,500.00 1,500.00 wipers, fluids, tires) High transportation cost will continue to be a challenge until we have the capability (fleet and drivers) to transport our teams without the IPARKING/TRANSPOI 197 36 6412 ATH STUDENT TRAVEL (BUS) 1,100.00 15,000.00 15,000.00 29,980.76 1 20,000.00 1 use of rentals. Page 93 TOTALS ----------- »» 1,931,279.52 2,004,114.00 2,051,029.00 1,657,635.77 1,903,942.00 updated 05119122 FY22 FY21 FY22 Amended FY22 FY23 Fund Descr Fnd Fnct Obj Descr Audited Orig Budget Budget Actual Exp 1st Request Justification Total cost for rental buses is included in field trip registrations and transferred to Fund PARKING/TRANSPO 197 36 6412 FIELD TRP STU DENT TRAVEL (BUS) - - - - 100.00 197 Cleaning and PARKING/TRANSPO 1971 36 1 6499 MISC OPERATING COSTS 801.94 1,500.00 1,500.00 938.00 1,000.00 sanitizing the buses Athletic trainers assist athletes ATHLETIC FUND 198 36 6299 ATHLETIC TRAINERS 500.00 500.00 500.00 - 500.00 during games Referees for home ATHLETIC FUND 198 36 6299 REF & OFFICIALS BASEBALL 1,320.00 282.00 282.00 1,590.00 300.00 games Field rental for ATHLETIC FUND 198 36 6299 FIELD RENTAL BSBALL 210.00 1,500.00 1,500.00 1,210.00 1,500.00 baseball games Bskbl referees - 3 ATHLETIC FUND 198 36 6299 REF & OFFICIALS BASKETBALL 8,275.00 8,300.00 8,300.00 12,210.00 8,300.00 required per game ATHLETIC FUND 198 36 6299 ICOURT RENTAL BSKBL - - - - - close account Referees for home ATHLETIC FUND 198 36 6299 REF & OFFICIALS FOOTBALL 3,365.00 4,988.00 4,988.00 1,250.00 5,000.00 games Field rental for playoff games ATHLETIC FUND 198 36 6299 FIELD RENTAL FOOTBALL - 2,500.00 2,500.00 1,700.00 2,500.00 (requirement) ATHLETIC FUND 198 36 6299 COURSE RENTAL GOLF 100.00 100.00 - 100.00 Golf practices Possible return of ATHLETIC FUND 1981 36 1 6299 REF & OFFICIALS SOFTBALL 100.00 100.00 - 100.00 softball program Girls soccer team ATHLETIC FUND 198 36 6299 IREF & OFFICIALS SOCCER 1,780.00 2,950.00 2,950.00 2,785.00 3,000.00 added Field rental for playoffgames ATHLETIC FUND 198 36 6299 FIELD RENTAL SOCCER 120.00 300.00 300.00 - 300.00 (requirement) Tennis practice & ATHLETIC FUND 198 36 6299 COURT RENTAL TENNIS 800.00 2,000.00 2,000.00 550.00 2,000.00 tournaments ATHLETIC FUND 198 36 1 6299 REF & OFFICIALS VOLLEYBALL 4,210.00 4,100.00 4,100.00 8,455.00 4,100.00 VB referees Camp coaching ATHLETIC FUND 198 36 6299 CHEER CAMP & COACHING 10,092.00 3,000.00 3,000.00 2,970.00 300.00 services Track practice at neighboring school ATHLETIC FUND 198 36 6299 FIELD RENTAL TRACK/FIELD 400.00 500.00 500.00 150.00 500.00 tracks ATHLETIC FUND 198 36 6398 ATHLETIC TECHNOLOGY 3,711.75 1,320.00 1,320.00 3,150.00 1,320.00 HUDL software supplies for ATHLETIC FUND 1981 36 1 6399 TRAINING ROOM SUPPLIES 422.23 1,000.00 1,000.00 - 1,000.00 training room Uniform ATHLETIC FUND 198 36 6399 REPLACEMENT BASEBALL 176.79 1,559.00 1,559.00 1,560.00 replacement Baseball ATHLETIC FUND 198 36 6399 SUPPLIES BASEBALL - 1,000.00 1,000.00 - 1,000.00 equipment Uniform ATHLETIC FUND 198 36 6399 REPLACEMENT BASKETBALL 3,063.11 5,855.00 5,855.00 461.56 1 5,900.00 replacement Basketball ATHLETIC FUND 1981 36 1 6399 SUPPLIES BASKETBALL 1,018.67 2,260.00 2,260.00 1,133.83 2,000.00 equipment Uniform ATHLETIC FUND 198 36 6399 REPLACEMENT CROSS COUNTRY 55.04 1,425.00 1,425.00 400.75 1,425.00 replacement ATHLETIC FUND 198 36 6399 SUPPLIES CROSS COUNTRY (47.00) 100.00 100.00 - 100.00 CC equipment Uniform replacement, helmet ATHLETIC FUND 198 36 6399 REPLACEMENT FOOTBALL 6,827.50 2,500.00 2,500.00 4,988.35 2,500.00 conditioning ATHLETIC FUND 1981 36 1 6399 SUPPLIES FOOTBALL 1,594.69 1,000.00 1,000.00 - 1,000.00 Football supplies Uniform ATHLETIC FUND 198 36 1 6399 REPLACEMENT GOLF 1,003.64 1,300.00 1,300.00 1,431.72 1,300.00 replacement Golf supplies & ATHLETIC FUND 198 36 6399 SUPPLIES GOLF - 1,000.00 1,000.00 - 1,000.00 equipment Uniform ATHLETIC FUND 198 36 6399 REPLACEMENT SOFTBALL 500.00 500.00 500.00 Ireplacement ATHLETIC FUND 198 36 6399 SUPPLIES SOFTBALL 600.00 600.00 - 600.00 15oftball supplies Uniform ATHLETIC FUND 198 36 6399 REPLACEMENT SOCCER 549.60 1,006.00 1,006.00 1,291.06 1 1,000.00 replacement Page 94 TOTALS ----------- »» 1,931,279.52 2,004,114.00 2,051,029.00 1,657,635.77 1,903,942.00 updated 05119122 FY22 FY21 FY22 Amended FY22 FY23 Fund Descr Fnd Fnct Obj Descr Audited Orig Budget Budget Actual Exp 1st Request Justification Soccer supplies & ATHLETIC FUND 198 36 6399 SUPPLIESSOCCER 800.78 1,000.00 1,000.00 (193.50) 1,000.00 equipment Uniform ATHLETIC FUND 198 36 6399 REPLACEMENT TENNIS 760.64 2,050.00 2,050.00 915.14 1,500.00 replacement ATHLETIC FUND 198 36 6399 SUPPLIES TENNIS 360.00 500.00 500.00 - 500.00 Tennis supplies Uniform ATHLETIC FUND 198 36 6399 REPLACEMENT VOLLEYBALL 266.55 2,103.00 2,103.00 2,100.00 replacement Volleyball supplies ATHLETIC FUND 198 36 6399 ISUPPLIES VOLLEYBALL 789.00 792.00 792.00 - 700.00 & equipment ATHLETIC FUND 198 36 6399 SUPPLIES CHEER (889.61) 1,145.00 1,145.00 2,160.96 1,100.00 Cheer supplies Currently are purchasing supplies from an individual ATHLETIC FUND 1 198 36 6399 SUPPLIES DRUMLINE - 1,000.00 1,000.00 - 100.00 donor grant. Uniform ATHLETIC FUND 198 36 6399 REPLACEMENT TRACK/FIELD 55.04 2,200.00 2,200.00 350.00 2,200.00 replacement Track supplies & ATHLETIC FUND 198 36 6399 SUPPLIES TRACK/FIELD 418.00 910.00 910.00 350.00 800.00 equipment budget moved to ATHLETIC FUND 198 36 6411 ATH EMPLOYEE TRAVEL 237.18 340.00 - - - WAF 196 ATHLETIC FUND 1981 36 1 6412 ATH STUDENT TRAVEL 1,478.58 1,000.00 1,000.00 - - moved to Fund 197 Meals & snacks - coaches on away ATHLETIC FUND 198 36 6499 ATHLETIC MISC OPERATING COSTS 1,101.69 1,000.00 1,000.00 3,138.49 1,000.00 games Athletic league ATHLETIC FUND 198 36 6499 ATHLETIC LEAGUE FEES 2,110.00 2,190.00 2,190.00 2,040.00 2,200.00 registration fees District & state ATHLETIC FUND 1981 36 6499 TOURNAMENT BASEBALL 75.00 1,000.00 1,000.00 200.00 1,000.00 registration fees District & state ATHLETIC FUND 198 36 1 6499 ITOURNAMENT BASKETBALL 400.00 5,700.00 5,700.00 3,435.00 4,500.00 registration fees District & state ATHLETIC FUND 198 36 6499 TOURNAMENT CROSS COUNTRY 2,240.00 2,480.00 2,480.00 4,155.00 2,500.00 registration fees District & state ATHLETIC FUND 198 36 6499 TOURNAMENT GOLF 1,250.00 2,000.00 2,000.00 1,310.00 2,000.00 registration fees no budget required - this is a hosted event, fees from competing schools ATHLETIC FUND 198 36 6499 HS TCAF DIST/REGION GOLF (1,490.00) 1,575.00 - cover expenses no budget required - this is a hosted event, fees from competing schools ATHLETIC FUND 198 36 6499 JH TCAF DIST/REGION GOLF 270.00 - - (20.00) - cover expenses Game registration ATHLETIC FUND 1 198 36 1 6499 ITOURNAMENT SOFTBALL - 600.00 600.00 - 600.00 fees Game registration ATHLETIC FUND 198 36 6499 TOURNAMENT SOCCER 250.00 300.00 300.00 200.00 300.00 fees Game registration ATHLETIC FUND 198 36 6499 TOURNAMENT TENNIS - 1,000.00 1,000.00 810.00 1,000.00 fees Game registration ATHLETIC FUND 198 36 6499 TOURNAMENT VOLLEYBALL 2,400.00 1,915.00 1,915.00 1,200.00 1,900.00 fees Competition ATHLETIC FUND 1981 36 1 6499 TOURNAMENT CHEER - 1,000.00 1,000.00 - 1,000.00 registration fees ATHLETIC FUND 198 36 6499 POST -SEASON ATHLETICS 1,950.00 5,300.00 5,300.00 - 3,000.00 State competitions Game registration ATHLETIC FUND 198 36 6499 TOURNAMENT TRACK/FIELD 2,800.00 2,250.00 2,250.00 3,050.00 2,300.00 fees Contractor to conduct ESL testing to keep WA compliant with GENERAL FUND 1 199 1 11 1 6219 1 ESL CONTRACT SERVICES 1,900.00 1 1,900.00 istate mandates rage y5 TOTALS ----------- »» 1,931,279.52 2,004,114.00 2,051,029.00 1,657,635.77 1,903,942.00 updated 05119122 FY22 FY21 FY22 Amended FY22 FY23 Fund Descr Fnd Fnct Obj Descr Audited Orig Budget Budget Actual Exp 1st Request Justification Will take over GENERAL FUND 199 11 6219 LSSP 10,138.00 6,100.00 6,100.00 2,360.00 5,500.00 BCBA duties More students GENERAL FUND 199 11 6219 OCCUPATIONAL THERAPISTS 6,396.50 4,600.00 4,600.00 9,028.00 10,000.00 served Serving only 1 GENERAL FUND 199 11 6219 PHYSICAL THERAPISTS - 900.00 900.00 - 500.00 student GENERAL FUND 199 11 6219 JAUTISM INTERVENTION THERAPISTS 6,588.00 3,000.00 3,000.00 3,318.75 - close account Audiology services, GENERAL FUND 199 11 6219 MYP AUDIOLOGY SERVICES 3,449.08 2,700.00 2,700.00 870.00 1,000.00 testing Audiology services, GENERAL FUND 199 11 6219 PYP AUDIOLOGY SERVICES 1,943.41 435.00 435.00 810.00 1,000.00 testing GENERAL FUND 199 11 6219 PYP SPED AUDIOLOGY SERVICES 187.50 - - 45.00 - close account GENERAL FUND 199 11 6269 OPERATING LEASE FOR PRINTERS - - - - moved to Fnct 53 GENERAL FUND 199 11 6299 SPED CONTRACTED SERVICES - 2,000.00 2,000.00 - close account Off -site location for GENERAL FUND 199 11 6299 IB EXAM VENUE 8,515.00 - - 8,515.00 8,515.00 IB testing GENERAL FUND 1991 11 1 6299 GRADUATION VENUE SERVICES - - - 1,500.00 - close account Reading materials GENERAL FUND 199 11 6329 READING MATERIALS 40.68 200.00 200.00 - 200.00 for SPED teachers GENERAL FUND 199 11 6339 AP EXAM EXP/CONTRIB (9,271.29) - - (34,733.54) - no budget required GENERAL FUND 199 11 6339 AAPPL TESTING 4,952.45 - - - - close account Every grade 10-11 student takes the GENERAL FUND 1 199 11 1 6339 PSATTESTING - 2,500.00 2,500.00 5,816.00 2,500.00 PSAT GENERAL FUND 199 11 6339 IB EXAM EXP/CONTRIB - - 7,614.36 - no budget required GENERAL FUND 199 11 6339 PYP ASSESSMENT MATERIALS - 300.00 300.00 - - close account Lexia Learning, IEP GENERAL FUND 199 11 6398 SPED TECHNOLOGY 5,682.11 5,300.00 5,300.00 3,267.11 5,000.00 & 504 software Support for DP GENERAL FUND 1991 11 1 6398 DP TECHNOLOGY 11,481.66 9,600.00 9,600.00 7,035.09 8,000.00 instruction GENERAL FUND 199 11 6398 MYPTECHNOLOGY 9,955.96 8,972.00 8,972.00 6,799.33 6,500.00 Managebac Toddle App (IB Planning for PYP), Extra Math, bridges program to support GENERAL FUND 1 199 11 1 6398 1PYPTECHNOLOGY 6,932.03 9,021.00 9,021.00 5,959.83 7,120.00 T2 and T3 for math Funds for copy paper, teacher GENERAL FUND 199 11 6399 GENERAL SUPPLIES 13,748.73 25,000.00 8,133.00 18,558.41 10,000.00 general supplies GENERAL FUND 199 11 6399 CTE SUPPLIES & MATERIALS - - - - - close account General supplies GENERAL FUND 199 11 6399 SPED GENERAL SUPPLIES 7,229.47 7,592.00 7,592.00 6,741.21 3,000.00 for SPED teachers GENERAL FUND 1991 11 1 6399 DYSLEXIA SUPPLIES 596.45 1,000.00 1,000.00 64.90 - close account Needed for programme GENERAL FUND 199 11 6399 DP INSTRUCTIONAL SUPPLIES 1,521.74 2,509.00 2,509.00 1,014.54 1,500.00 implementation IB exams shipped GENERAL FUND 199 11 6399 JDP EXAM SHIPPING 2,166.81 1,500.00 1,500.00 - 1,500.00 to scanning center Subject -specific GENERAL FUND 199 11 6399 DP LANGUAGE A 141.15 500.00 500.00 500.00 resources Additional reading & audio resources needed through IB GENERAL FUND 199 11 6399 DP LANGUAGE B 199.88 500.00 500.00 1,460.47 950.00 Inthinking Subject -specific GENERAL FUND 199 11 6399 DP HUMANITIES - 500.00 500.00 - 500.00 resources Resources for labs and science IA's GENERAL FUND 1 1991 11 1 6399 IDPSCIENCE 1 1,480.18 1 2,000.00 2,000.00 1 859.23 1 1,500.00 land EE's 1 1 1 Subject -specific GENERAL FUND 199 11 6399 DP MATHEMATICS 318.99 500.00 500.00 318.99 500.00 resources Page 96 TOTALS ----------- »» 1,931,279.52 2,004,114.00 2,051,029.00 1,657,635.77 1,903,942.00 updated 05119122 FY22 FY21 FY22 Amended FY22 FY23 Fund Descr Fnd Fnct Obj Descr Audited Orig Budget Budget Actual Exp 1st Request Justification Art supplies needed to meet requirements of DP GENERAL FUND 199 11 6399 DPART/DESIGN 1,045.53 1,000.00 1,000.00 1,000.00 curriculum GENERAL FUND 199 11 6399 DP PHYSICAL ED - 2,000.00 2,000.00 - - close account GENERAL FUND 199 11 6399 CTE SUPPLIES & MATERIALS - - 51.51 - close account Classroom supplies, non -grade level or department GENERAL FUND 1199 11 1 6399 jMYP INSTRUCTIONAL SUPPLIES 2,971.73 1 4,205.00 4,205.00 985.51 1,500.00 specific GENERAL FUND 199 11 6399 MYP RTI SUPPLIES - 500.00 500.00 - - close account GENERAL FUND 199 11 6399 MYP 504 SUPPLIES 146.25 500.00 500.00 - - close account Program specific GENERAL FUND 199 11 6399 MYP LANGUAGE A 1,309.95 1,000.00 1,000.00 288.49 1,000.00 classroom supplies Program specific GENERAL FUND 1 199 11 1 6399 jMYP LANGUAGE B 15.99 1,000.00 1,000.00 - 1,000.00 classroom supplies Program specific GENERAL FUND 199 11 6399 MYP HUMANITIES - 1,000.00 1,000.00 - 1,000.00 classroom supplies Program specific GENERAL FUND 199 11 6399 MYP SCIENCE 1,809.64 2,000.00 2,000.00 1,982.02 2,000.00 classroom supplies Program specific GENERAL FUND 1991 11 1 6399 MYP MATHEMATICS 546.90 1,000.00 1,000.00 421.15 1,000.00 classroom supplies Program specific GENERAL FUND 199 11 6399 MYP ART/DESIGN 920.55 3,000.00 3,000.00 995.56 1,500.00 classroom supplies Program specific GENERAL FUND 199 11 6399 IMYP PHYSICAL ED 987.61 1 1,000.00 1,000.00 - 500.00 classroom supplies Supplies related to GENERAL FUND 199 11 1 6399 CTE SUPPLIES & MATERIALS 3,460.69 7,000.00 7,000.00 288.51 2,000.00 all CTE programs Replacement supplies for hearing impairment program (hearing aides, batteries, GENERAL FUND 1 199 11 1 6399 IMYP SPED AUDIO EQPT/SUPPLIES 209.00 1,565.00 1,565.00 500.00 sound equipment) Classroom supplies, non -grade level or department GENERAL FUND 199 11 6399 PYP INSTRUCTIONAL SUPPLIES 7,678.20 8,629.00 8,629.00 1 7,910.74 5,000.00 specific Program specific GENERAL FUND 1 199 11 1 6399 IPYPARTSUPPLIES 1,531.09 1,600.00 1,600.00 1,508.68 1,600.00 classroom supplies Program specific GENERAL FUND 199 11 6399 PYP MUSIC SUPPLIES 1,221.17 1,200.00 1,200.00 1,187.18 1,200.00 classroom supplies Program specific GENERAL FUND 199 11 6399 PYP SPORTS & PE SUPPLIES 615.63 700.00 700.00 103.88 700.00 classroom supplies Program specific GENERAL FUND 199 11 6399 PYP SPANISH SUPPLIES 955.14 1 700.00 700.00 719.88 700.00 classroom supplies Program specific GENERAL FUND 199 11 6399 PYP READING SUPPLIES 720.00 1,300.00 1 1,300.00 1 450.00 1 700.00 classroom supplies Page 97 TOTALS ----------- »» 1,931,279.52 2,004,114.00 2,051,029.00 1,657,635.77 1,903,942.00 updated 05119122 FY22 FY21 FY22 Amended FY22 FY23 Fund Descr Fnd Fnct Obj Descr Audited Orig Budget Budget Actual Exp 1st Request Justification Increase due to Math, Science, and Technology being integrated. Resources used for consumables and GENERAL FUND 1 199 11 1 6399 IPYP STEM SUPPLIES 753.49 1,200.00 1,200.00 451.14 2,500.00 guest speakers GENERAL FUND 199 11 6399 PYP RTI SUPPLIES 500.00 500.00 310.23 - close account GENERAL FUND 199 11 6399 PYP 504 SUPPLIES 500.00 500.00 - close account GENERAL FUND 199 11 6399 PYP AUDIO EQPT/SUPPLIES - - - 539.99 close account Consumable grade - GENERAL FUND 199 11 6399 GRADE 1 SUPPLIES 98.03 500.00 500.00 316.81 400.00 level supplies Consumable grade - GENERAL FUND 1991 11 1 6399 GRADE 2 SUPPLIES 500.00 500.00 500.00 69.00 400.00 level supplies Consumable grade - GENERAL FUND 199 11 6399 GRADE 3 SUPPLIES 426.45 500.00 500.00 167.38 400.00 level supplies Consumable grade - GENERAL FUND 199 11 6399 GRADE 4 SUPPLIES 403.82 500.00 500.00 118.26 400.00 level supplies Consumable grade - GENERAL FUND 1 199 11 1 6399 GRADE 5 SUPPLIES 407.45 500.00 500.00 296.89 400.00 level supplies Consumable grade - GENERAL FUND 199 11 6399 GRADE K SUPPLIES 476.47 500.00 500.00 494.07 400.00 level supplies GENERAL FUND 199 11 6399 PYP SPED AUDIO EQPT/SUPPLIES 932.50 - - 29.44 100.00 GK-G3 supplies GENERAL FUND 199 11 6399 GK-G3 EARLY EDUC SUPPLIES 1,628.60 2,987.00 2,987.00 2,093.98 3,000.00 (per TEA allotment) Replacement or additional IT supplies for students: cables, GENERAL FUND 1 199 11 1 6429 ITECH USE FEE EXPENDITURES 13,811.55 1 30,000.00 30,000.00 21,711.65 22,000.00 docks, adapters. GENERAL FUND 199 11 6495 SPED PROF FEES & DUES 59.00 345.00 345.00 - - close account IB requirement for continued GENERAL FUND 199 11 6495 DP IBO ANNUAL DUES 9,320.00 9,320.00 9,320.00 9,320.00 9,320.00 authorization IB requirement for continued GENERAL FUND 1 199 11 1 6495 JMYP IBO ANNUAL DUES 8,040.00 1 8,040.00 8,040.00 8,040.00 8,040.00 authorization IB requirement for continued GENERAL FUND 199 11 6495 PYP IBO ANNUAL DUES 6,816.00 6,816.00 6,816.00 6,816.00 6,816.00 authorization GENERAL FUND 199 11 6499 SPED MISC OPERATING 65.49 300.00 300.00 - - close account Meals & snacks for GENERAL FUND 199 11 6499 DP STDNT MISC OPERATING COSTS 2,207.30 2,469.00 2,469.00 487.50 1,500.00 DP student events Needed for graduation regalia GENERAL FUND 199 11 6499 GRADUATION EXPENSES 8,916.21 5,000.00 5,000.00 1,327.54 5,000.00 and awards Graduation site, printed programes, banners, signs, GENERAL FUND 1 199 11 1 6499 IGRADUATION VENUE EXPENSES 23,641.27 1 23,000.00 23,000.00 15,015.18 23,000.00 planner services MYP student GENERAL FUND 199 11 6499 MYP STDNT MISC OPERATING COSTS 2,812.85 1,200.00 1,200.00 2,799.35 700.00 snacks GENERAL FUND 199 11 6499 PYP STDNT MISC OPERATING COSTS 19.47 1,099.00 1,099.00 32.36 700.00 PYP student snacks Author's visit & GENERAL FUND 199 12 6299 MISC CONTRACTED SERVICES 1,100.00 1 1,100.00 1,100.00 guest speaker GENERAL FUND 199 12 6329 READING MATERIALS 2,249.21 - close account Page 98 TOTALS ----------- »» 1,931,279.52 2,004,114.00 2,051,029.00 1,657,635.77 1,903,942.00 updated 05119122 FY22 FY21 FY22 Amended FY22 FY23 Fund Descr Fnd Fnct Obj Descr Audited Orig Budget Budget Actual Exp 1st Request Justification Collection development, print GENERAL FUND 199 12 6329 READING MATERIALS 2,063.00 2,063.00 5,977.15 6,000.00 & ebooks Collection development, print GENERAL FUND 199 12 6329 READING MATERIALS - 2,063.00 2,063.00 5,553.48 6,000.00 & ebooks Digital resources: databases, library GENERAL FUND 1 199 12 1 6398 1 LIBRARY TECHNOLOGY 3,834.99 1 6,000.00 6,000.00 2,694.99 5,000.00 mgmt system Makerspace, games, labels, book GENERAL FUND 199 12 6399 GENERALSUPPLIES 62.80 400.00 400.00 407.61 500.00 covers Makerspace, games, labels, book GENERAL FUND 199 12 6399 GENERALSUPPLIES 657.97 400.00 400.00 393.17 500.00 covers budget moved to GENERAL FUND 1991 12 1 6411 EMPLOYEE TRAVEL (ESTRADA) - 2,000.00 - - - WAF 196 budget moved to GENERAL FUND 199 12 6411 EMPLOYEE TRAVEL (TITUS) 2,000.00 - 550.00 - WAF 196 GENERAL FUND 199 12 6495 PROF FEES & DUES - 164.00 164.00 88.00 164.00 TLA membership GENERAL FUND 199 12 6495 PROF FEES & DUES 27.95 164.00 164.00 - 164.00 TLA membership Teacher appreciation, GENERAL FUND 199 12 6499 MISC OPERATING COSTS - - - - 100.00 reading prizes Teacher appreciation, GENERAL FUND 199 12 1 6499 IMISC OPERATING COSTS 54.66 136.00 136.00 10.57 100.00 reading prizes GENERAL FUND 199 13 6299 PROF DEVELOPMENT TRAINING 945.00 5,350.00 5,350.00 - - close account GENERAL FUND 199 13 6398 PROF DEVELOPMENT TECHNOLOGY - - - 104.65 - close account Supplies needed for providing professional GENERAL FUND 199 13 6399 GENERALSUPPLIES 400.00 400.00 239.89 300.00 development budget moved to GENERAL FUND 1991 13 1 6411 SPED EMPLOYEE TRAVEL - 2,700.00 - - - WAF 196 budget moved to GENERAL FUND 199 13 6411 EMPLOYEE TRAVEL 714.83 8,000.00 WAF 196 budget moved to GENERAL FUND 199 13 6411 DP EMPLOYEE TRAVEL 1,178.10 10,000.00 WAF 196 budget moved to GENERAL FUND 199 13 6411 MYP EMPLOYEE TRAVEL 11,213.27 12,945.00 WAF 196 budget moved to GENERAL FUND 1991 13 1 6411 PYP EMPLOYEE TRAVEL 6,845.58 11,600.00 WAF 196 Meals & snacks during staff professional GENERAL FUND 199 13 6499 IMISC OPERATING COSTS 4,872.02 2,000.00 2,000.00 3,554.09 3,500.00 development Meals & snacks - Programme GENERAL FUND 199 13 6499 MYP MISC OPERATING COSTS 2,239.41 2,100.00 2,100.00 522.50 500.00 meetings Meals & snacks - Programme GENERAL FUND 1 199 13 1 6499 PYP MISC OPERATING COSTS 190.44 1 700.00 700.00 241.83 500.00 meetings budget moved to GENERAL FUND 199 21 6411 IDP EMPLOYEE TRAVEL (OWEN) - 3,000.00 - - - WAF 196 budget moved to GENERAL FUND 199 21 6411 MYP EMPLOYEE TRAVEL (STACK) 1,426.43 3,000.00 WAF 196 budget moved to GENERAL FUND 199 21 6411 PYP EMPLOYEE TRAVEL (SCHNEIDR) 550.00 3,000.00 WAF 196 Required for TIBS GENERAL FUND 1991 21 1 6495 TIBS FEES & DUES - 300.00 300.00 300.00 300.00 resources Required for TIBS GENERAL FUND 199 21 6495 TIBS FEES & DUES 300.00 300.00 300.00 300.00 300.00 resources Required for TIBS GENERAL FUND 199 21 6495 TIBS FEES & DUES 1 300.00 300.00 300.00 1 300.00 1 300.00 resources GENERAL FUND 199 23 6299 MISC CONTRACTED SERVICES 1 325.00 - 425.00 close account Page 99 TOTALS ----------- »» 1,931,279.52 2,004,114.00 2,051,029.00 1,657,635.77 1,903,942.00 updated 05119122 FY22 FY21 FY22 Amended FY22 FY23 Fund Descr Fnd Fnct Obj Descr Audited Orig Budget Budget Actual Exp 1st Request Justification Provides technology to campus leadership: OR code generators, Calendly, mail GENERAL FUND 1199 23 1 6398 ITECHNOLOGY CAMPUS LEADERSHIP 4,907.511 5,000.00 5,000.00 401.41 3,000.00 1 merge software GENERAL FUND 199 23 6399 GENERAL SUPPLIES 670.17 100.00 100.00 1 - - close account DP principal office GENERAL FUND 199 23 6399 DP GENERAL SUPPLIES - 276.00 276.00 125.00 supplies MYP principal GENERAL FUND 199 23 6399 MYP GENERAL SUPPLIES 352.66 300.00 300.00 - 125.00 office supplies PYP principal office GENERAL FUND 1 199 23 1 6399 jPYP GENERAL SUPPLIES 34.14 1 300.00 300.00 23.30 125.00 supplies budget moved to GENERAL FUND 199 23 6411 EMPLOYEE TRAVEL (ADMINS) 39.67 100.00 - - - WAF 196 budget moved to GENERAL FUND 199 23 6411 EMPLOYEE TRAVEL (S WILSON) - 7,000.00 WAF 196 budget moved to GENERAL FUND 199 23 6411 EMPLOYEE TRAVEL (ADMINS) - - WAF 196 GENERAL FUND 1991 23 6411 EMPLOYEE TRAVEL (M BRYSON) - 7,000.00 close account budget moved to GENERAL FUND 199 23 6411 MYP EMPLOYEE TRAVEL (MYP PRIN) 1,506.11 3,000.00 - WAF 196 budget moved to GENERAL FUND 199 23 6411 MYP EMPLOYEE TRAVEL (ITUAH) 2,075.61 3,000.00 WAF 196 budget moved to GENERAL FUND 199 23 1 6411 JPYP EMPLOYEE TRAVEL (HARDING) 550.00 3,000.00 WAF 196 budget moved to GENERAL FUND 199 23 6411 PYP EMPLOYEE TRAVEL (ANDERSON) - 3,000.00 WAF 196 close account - one GENERAL FUND 199 23 6419 ED CANDIDATE NOWEE TRAVEL - - 1,359.17 - time expense Professional organization dues GENERAL FUND 199 23 6495 PROF FEES & DUES 135.00 - - - 6,200.00 (Wilson) per AD Annual dues for GENERAL FUND 1 199 23 1 6495 IPROF FEES & DUES 170.00 170.00 300.00 TASA Professional GENERAL FUND 199 23 6495 PROF FEES & DUES 210.00 210.00 200.00 organization dues Professional GENERAL FUND 199 23 6495 PROF FEES & DUES 1,120.00 1,120.00 200.00 organization dues Provides snacks for faculty meetings, faculty lounges, GENERAL FUND 1991 23 1 6499 MISC OPERATING COSTS 9,664.06 6,500.00 6,500.00 11,300.69 5,000.00 and other items Meals & snacks - Department & programme GENERAL FUND 199 23 6499 MISC OPERATING COSTS 121.15 1,100.00 1,100.00 60.00 500.00 meetings Meals & snacks - Department & programme GENERAL FUND 1991 23 1 6499 MISC OPERATING COSTS 699.77 1,075.00 1,075.00 724.13 500.00 meetings ED moving GENERAL FUND 199 23 6499 MOVING EXP REIMB (taxable on W2) - - - - 10,000.00 expenses GENERAL FUND 199 23 6499 RENTAL EXP REIMB (taxable on W2) - 9,000.00 ED rental expenses GENERAL FUND 199 23 6499 MISC OPERATING COSTS 583.71 276.00 276.00 106.30 - close account GENERAL FUND 199 31 6219 ISPED CONSULTANTS - 700.00 700.00 close account GENERAL FUND 199 31 6219 ICOMP ED CONTRACT SERVICES 6,425.00 3,500.00 3,500.00 close account Page 100 TOTALS ----------- »» 1,931,279.52 2,004,114.00 2,051,029.00 1,657,635.77 1,903,942.00 updated 05119122 FY22 FY21 FY22 Amended FY22 FY23 Fund Descr Fnd Fnct Obj Descr Audited Orig Budget Budget Actual Exp 1st Request Justification Contractor to conduct LPAC meetings and consult with teachers to keep WA compliant with GENERAL FUND 1 199 31 1 6219 IESL CONTRACT SERVICES 7,085.94 1 5,500.00 5,500.00 2,800.00 2,500.00 state requirements More students GENERAL FUND 199 31 6219 LSSP 14,910.00 12,000.00 12,000.00 13,460.00 15,000.00 served More students GENERAL FUND 199 31 6219 OCCUPATIONAL THERAPISTS 5,295.00 5,000.00 5,000.00 4,273.50 5,000.00 served serving 1 student, GENERAL FUND 199 31 1 6219 IPHYSICAL THERAPISTS 666.00 3,900.00 3,900.00 666.00 1,500.00 evaluations GENERAL FUND 199 31 6219 AUTISM INTERVENTION THERAPISTS 2,508.75 3,000.00 3,000.00 900.00 - close account Indirect audiology services, testing, GENERAL FUND 199 31 6219 MYP AUDIOLOGY SERVICES - - - 245.00 300.00 ARD's,reporting Indirect SPED audiology services, testing, ARD's, GENERAL FUND 1 199 31 1 6219 IPYP SPED AUDIOLOGY SERVICES 492.50 300.00 reporting Indirect audiology services, testing, GENERAL FUND 199 31 6219 PYP AUDIOLOGY SERVICES 462.50 300.00 ARD's,reporting GENERAL FUND 199 31 6299 MISC CONTRACTED SERVICES 38.32 390.00 390.00 191.68 - close account Provides counseling programes: Hope Squad, suicide prevention, and GENERAL FUND 199 31 1 6299 ICOUNSELING EDUCATION 6,418.99 7,500.00 7,500.00 499.00 4,000.00 other services Supplies for Hope GENERAL FUND 199 31 6329 READING MATERIALS - 200.00 1 200.00 1,000.00 1,000.00 Squad GENERAL FUND 199 31 6398 GUIDANCE/COUNSELING 544.40 675.00 675.00 119.40 - close account GENERAL FUND 199 31 6399 ESL GENERAL SUPPLIES - 200.00 200.00 - - close account Provides supplies for events for counseling education GENERAL FUND 199 31 1 6399 ICOUNSELING EDUCATION SUPPLIES - - - 65.82 200.00 programs College counselor GENERAL FUND 199 31 6399 DP GENERAL SUPPLIES 24.99 1,250.00 1,250.00 2,339.55 1,000.00 supplies General counseling GENERAL FUND 199 31 6399 MYP GENERAL SUPPLIES 2,137.44 1,875.00 1,875.00 1,707.07 1,500.00 supplies Reduction in GENERAL FUND 1991 31 1 6399 PYP GENERAL SUPPLIES 1,877.90 1,500.00 1,500.00 869.28 1,000.00 counseling supplies budget moved to GENERAL FUND 199 31 6411 DP EMPLOYEE TRVL (TIPPEN) CCMR 150.00 5,000.00 - - - WAF 196 budget moved to GENERAL FUND 199 31 6411 MYP EMPLOYEE TRAVEL (PHILLIPS) 1,757.72 2,500.00 WAF 196 budget moved to GENERAL FUND 199 31 6411 IMYP EMPLOYEE TRAVEL (DERAUD) 2,346.72 1 2,500.00 WAF 196 budget moved to GENERAL FUND 199 31 1 6411 PYP EMPLOYEE TRAVEL (MORGAN) 1,608.00 2,500.00 WAF 196 GENERAL FUND 199 31 6495 PROF FEES & DUES - 110.00 110.00 - - close account College counselor GENERAL FUND 199 31 6495 PROF FEES & DUES I - - 300.00 735.00 735.00 membership dues GENERAL FUND 199 31 6495 PROF FEES & DUES 1,049.50 300.00 - - - close account Counselor GENERAL FUND 199 31 6495 PROF FEES & DUES 229.50 350.00 350.00 468.00 450.00 membership dues rage I u i TOTALS ----------- »» 1,931,279.52 2,004,114.00 2,051,029.00 1,657,635.77 1,903,942.00 updated 05119122 FY22 FY21 FY22 Amended FY22 FY23 Fund Descr Fnd Fnct Obj Descr Audited Orig Budget Budget Actual Exp 1st Request Justification Counselor GENERAL FUND 199 31 6495 PROF FEES & DUES 159.00 300.00 300.00 354.00 450.00 membership dues GENERAL FUND 199 31 6499 ESL MISC OPERATING COSTS 400.00 400.00 - - close account GENERAL FUND 199 31 6499 COUNSELING EDUCATION MISC OP - - 116.72 - close account College counselor costs: meals & parking fees related to college GENERAL FUND 199 31 1 6499 IMISC OPERATING COSTS 750.00 750.00 789.75 750.00 tour travel Meals & snacks -MP GENERAL FUND 199 31 6499 MISC OPERATING COSTS - 69.94 50.00 counseling mtgs Meals & snacks- PYP counseling GENERAL FUND 199 31 6499 MISCELLANEOUS OPERATING COSTS 21.48 47.34 50.00 mtgs Contractor to conduct medical screeners to keep WA compliant with GENERAL FUND 199 33 1 6219 IMISC CONTRACTED SERVICES 2,522.50 1 5,000.00 5,000.00 4,095.00 4,000.00 state mandates Provides medical and office supplies GENERAL FUND 199 33 6399 GENERAL SUPPLIES 1,964.02 1,500.00 1,500.00 2,533.24 1,500.00 for nurses GENERAL FUND 199 33 6499 MISC OPERATING COSTS - - - 49.26 - close account GENERAL FUND 199 36 6398 EXTRA-/CO-CURR TECHNOLOGY 187.25 500.00 500.00 - close account GENERAL FUND 199 36 6399 GENERAL SUPPLIES 15,477.84 - - - close account Philadelphia Ins - GENERAL FUND 1991 36 1 6429 STDNTACCIDENT(GENERAL) 5,943.00 6,261.00 6,261.00 5,968.00 6,000.00 student accident ChubbIns-Student liability insurance renewal for GENERAL FUND 199 36 6429 STDNTACCIDENT/HEALTH (TRIPS) 2,000.00 1 2,000.00 2,000.00 2,000.00 2,000.00 international travel SPED -related legal GENERAL FUND 199 41 6211 SPED LEGAL SERVICES 8,556.25 15,000.00 2,500.00 831.80 2,500.00 services General & student GENERAL FUND 199 41 1 6211 GENERAL LEGAL SERVICES 25,326.85 30,000.00 42,500.00 50,307.16 40,000.00 legal services Annual audit cost, pending RFP for GENERAL FUND 199 41 6212 AUDITSERVICES 20,000.00 20,000.00 20,000.00 20,000.00 22,000.00 new audit firm GASB 68 & 75 worksheet GENERAL FUND 1991 41 1 6212 GASB AUDIT WORKSHEETS 500.00 700.00 700.00 700.00 preparation (audit) Lobbying services as part of professional GENERAL FUND 199 41 6214 LOBBYING SERVICES 4.75 1 300.00 300.00 300.00 membership dues Continue to use the Business Center through Jan 2023 with eFP conversion, required to budget for full year of SW GENERAL FUND 199 41 6239 ESC SERVICES ANNUAL CONTRACT 60,534.00 60,470.00 60,470.00 60,470.00 35,000.00 support Reduced qtrly cost with new postage GENERAL FUND 199 41 6269 RENTALS POSTAGE MACHINE 364.44 600.00 600.00 247.50 350.00 machine GENERAL FUND 199 41 6291 EXECUTIVE SEARCH CONSULTANTS 30,500.00 30,000.00 30,000.00 10,000.00 - close account Page 102 TOTALS ----------- »» 1,931,279.52 2,004,114.00 2,051,029.00 1,657,635.77 1,903,942.00 updated 05119122 FY22 FY21 FY22 Amended FY22 FY23 Fund Descr Fnd Fnct Obj Descr Audited Orig Budget Budget Actual Exp 1st Request Justification New account DPS background checks, reprint all independent contractors, new GENERAL FUND 199 41 6299 BACKGROUND SERVICES (HR) 1,500.00 hires New website includes email services, keeping Constant Contact GENERAL FUND 1 199 41 1 6299 IMARKETING SERVICES 5,704.05 1 2,500.00 2,500.00 3,857.22 3,000.00 in the interim New website host service, implemented in FY22, cost will be annual maintenance fee (moved from Fnct GENERAL FUND 1 199 41 1 6299 IWEBSITE HOSTING 3,696.00 1 3,900.00 3,900.00 7,500.00 7,500.00 53) Supt reading GENERAL FUND 199 41 6329 READING MATERIALS 86.15 - - - 100.00 materials GENERAL FUND 199 41 6329 READING MATERIALS 2,069.15 100.00 100.00 - - close account Managebac, absence & time GENERAL FUND 199 41 6398 WAADMIN TECHNOLOGY 12,064.59 10,400.00 1 10,400.00 13,008.68 10,000.00 tracking system Forecast5 Analytics: decr number of user GENERAL FUND 199 41 6398 ADMIN TECHNOLOGY (FIN) 13,228.06 9,000.00 9,000.00 11,692.50 3,000.00 licenses HR benefit consortium with ESC11, safety & GENERAL FUND 199 41 6398 ADMIN TECHNOLOGY (HR) - 2,500.00 2,500.00 3,820.30 3,500.00 compliance library Provides office supplies for GENERAL FUND 1991 41 1 6399 GENERALSUPPLIES 1,550.96 1,000.00 1,000.00 1 347.00 700.00 registars office budget moved to GENERAL FUND 199 41 6411 EMPLOYEE TRAVEL (DEGAN) - 2,100.00 - - WAF 196 budget moved to GENERAL FUND 199 41 6411 EMPLOYEE TRAVEL (MCFARLANE) - 3,000.00 WAF 196 budget moved to GENERAL FUND 199 41 6411 1 EMPLOYEE TRAVEL (FINANCE) 2,333.00 3,000.00 WAF 196 budget moved to GENERAL FUND 199 41 1 6411 EMPLOYEE TRAVEL (HR) - 1,500.00 WAF 196 Utica Insurance company: commercial auto, gen liab, umbrella, cyber ins renewals (NOTE: Workers' Comp is paid through Accident Fund Ins and paid through PR GENERAL FUND 1 199 41 1 6429 IGFNFRAL LIABILITY/UMBRELLA 27,092.00 1 25,094.00 25,094.00 28,736.00 30,000.00 process) Travelerslns- Crime liability GENERAL FUND 199 41 6429 CRIME POLICY 2,860.00 2,950.00 2,950.00 2,850.00 2,850.00 policy renewal New account: newspaper ads for TAPR, First raiting, GENERAL FUND 1 1991 41 1 6491 ISTATUTORILY REQ PUBLIC NOTES - 1 1 150.00 1public hearings GENERAL FUND 1 199 41 6495 PROF FEES & DUES SUPT 1 570.00 700.00 700.00 1 700.00 Membership fees Page 103 TOTALS ----------- »» 1,931,279.52 2,004,114.00 2,051,029.00 1,657,635.77 1,903,942.00 updated 05119122 FY22 FY21 FY22 Amended FY22 FY23 Fund Descr Fnd Fnct Obj Descr Audited Orig Budget Budget Actual Exp 1st Request Justification Memberships: TASBO, GFOA, ASBO, TASB (policy GENERAL FUND 199 41 6495 PROF FEES & DUES (FINANCE) 3,968.27 2,000.00 2,000.00 2,254.14 2,000.00 on-line) TX Public Charter School Assn membership GENERAL FUND 1 199 41 1 6495 IPROF FEES & DUES WA ADMIN 13,548.00 1 13,550.00 13,550.00 13,380.00 13,400.00 renewal Memberships to TASB (HR services), TASPA, TASA, GENERAL FUND 199 41 6495 PROF FEES & DUES (HR) 800.00 800.00 945.00 1,500.00 TASBO Membership fees for TASBO, other professional GENERAL FUND 1 199 41 1 6495 1 PROF FEES & DUES - 500.00 500.00 605.00 500.00 organizations Meals for staff GENERAL FUND 199 41 6499 MISC OPERATING COSTS 295.64 400.00 400.00 1,276.36 700.00 meetings Meals during GENERAL FUND 199 41 6499 BOT MEALS/SNACKS - 2,000.00 2,000.00 - 2,000.00 council meetings Meals & snacks - GENERAL FUND 199 41 6499 MISCELLANEOUS OPERATING COSTS 1,718.75 1 1,000.00 1,000.00 2,206.81 1,000.00 staff meetings Meals & snacks -WA GENERAL FUND 199 41 6499 MISCELLANEOUS OPERATING COSTS 2,808.92 800.00 800.00 714.94 500.00 staff meetings GENERAL FUND 199 41 6499 MISSING CC RECEIPT EXP 350.38 - - 50.00 - no budget required Door repairs, locks, stone walls, GENERAL FUND 199 51 6249 CONTRACT MAINT AND REPAIR 5,345.16 4,500.00 4,500.00 13,121.01 8,000.00 playground repairs GENERAL FUND 199 51 6249 MECHANICAL MAINT/LSI 6,952.29 8,900.00 8,900.00 4,874.06 9,000.00 HAC controls board Hiring 3 custodians in-house. Contract services will be for day porter hrs, OT Per Amanda 06.02.22, leave budget in this line item until we know if we can hire GENERAL FUND 1 199 51 1 6249 JANITORIALSRVCS/CARPET/WINDOW 129,683.99 1 145,800.00 145,800.00 146,580.39 145,800.00 custodians General repairs, water leakes, GENERAL FUND 199 51 6249 CONTRACT BUILDING MAINT 9,036.39 22,000.00 22,000.00 5,229.91 20,000.00 stones, glass HVAC contract and GENERAL FUND 199 51 6249 HVAC MAINT 75,270.25 30,000.00 30,000.00 96,328.57 35,000.00 repairs Contractor GENERAL FUND 1 199 51 1 6249 ILANDSCAPE/IRRIGATION 82,647.87 1 75,400.00 75,400.00 51,054.42 76,500.00 irrigation repairs Electrical lighting GENERAL FUND 199 51 6249 ELECTRICAL/LIGHTING 29,648.06 18,000.00 18,000.00 16,524.66 17,000.00 supplies, bulbs Monitor fee, fire & GENERAL FUND 199 51 6249 SECURITY MAINT/MONITOR 49,527.95 3,970.00 3,970.00 1,913.09 2,000.00 burgular alarms Tree & garden GENERAL FUND 199 51 1 6249 IGROUNDS MAINTENANCE 19,660.75 3,500.00 3,500.00 1,052.00 2,000.00 maintenance GENERAL FUND 199 51 6249 AUDIO VISUAL R&M - 1,000.00 1,000.00 - - close account Contract service GENERAL FUND 199 51 6249 ELEVATOR R&M 8,719.36 4,200.00 4,200.00 7,193.87 9,000.00 calls Repairs to water GENERAL FUND 199 51 6249 PLUMBING R&M (CONTRACTOR) 3,311.32 8,200.00 8,200.00 6,384.82 8,000.00 fixtures, toilets Inspections, GENERAL FUND 1 1991 51 1 6249 IFIRE SPRINKLER R&M 22,547.50 26,200.00 26,200.00 20,673.05 26,200.00 replacment parts Repairs, ADA GENERAL FUND 1 199 51 1 6249 FIRE/LIFE - R&M DOORS 1,860.00 25,000.00 25,000.00 2,380.00 2,000.00 openers F'a9e l V4 TOTALS ----------- »» 1,931,279.52 2,004,114.00 2,051,029.00 1,657,635.77 1,903,942.00 updated 05119122 FY22 FY21 FY22 Amended FY22 FY23 Fund Descr Fnd Fnct Obj Descr Audited Orig Budget Budget Actual Exp 1st Request Justification Wall coverings, GENERAL FUND 199 51 6249 INTERIOR BUILDING R&M 52,748.26 13,900.00 13,900.00 14,549.00 13,900.00 paint, flooring Staining wood, stone, sports GENERAL FUND 199 51 6249 BUILDING EXTERIOR R&M 3,540.00 11,800.00 11,800.00 5,626.68 11,800.00 courts & fields GENERAL FUND 199 51 6249 MECHANICAL/HVAC R&M/SUPPLIES 2,360.00 9,500.00 9,500.00 - 9,500.00 HVAC filters Hot water loop GENERAL FUND 1 199 51 1 6249 1 MECHANICAL SUPPLIES/WATERTRMT 2,343.70 1 4,500.00 4,500.00 800.00 8,000.00 treatment Treatments on an GENERAL FUND 199 51 6249 PEST CONTROL 3,783.50 4,934.00 4,934.00 1,855.00 4,000.00 as -needed basis Heating, science GENERAL FUND 199 51 6255 GAS 15,983.24 16,300.00 16,300.00 17,102.14 18,600.00 labs, fire places Tri-County - 4 GENERAL FUND 199 51 6256 ELECTRIC 127,916.63 134,500.00 134,500.00 90,707.30 140,000.00 meters GENERAL FUND 1991 51 1 6257 CHARTER COMMUNICATIONS 37,908.47 22,000.00 22,000.00 10,479.96 19,000.00 Internet & phone GENERAL FUND 199 51 6257 AT&T8174901245 3,175.85 2,100.00 2,100.00 1,577.11 2,100.00 Emergency line GENERAL FUND 199 51 6258 WATER 44,985.92 55,000.00 55,000.00 22,662.98 55,000.00 Water services Gas for facility GENERAL FUND 199 51 6311 FUEL FACILITY VEHICLES - 1,000.00 1,000.00 - 1,000.00 ltruck, mule GENERAL FUND 199 51 6319 BUILDING SUPPLIES 1,689.79 5,000.00 5,000.00 2,386.27 4,000.00 Keys, wood, trim Plugs, surge GENERAL FUND 1991 51 1 6319 ELECTRICAL SUPPLIES 491.91 6,500.00 6,500.00 342.26 7,600.00 protection GENERAL FUND 199 51 6319 GROUND SUPPLIES 1,704.09 7,000.00 7,000.00 8,749.97 7,800.00 Playground mulch Increase for new GENERAL FUND 199 51 6319 UNIFORMS & SUPPLIES 1,153.33 1,100.00 1,100.00 434.97 1,000.00 cleaning crew GENERAL FUND 199 51 6319 PLUMBING R&M SUPPLIES 818.03 5,500.00 5,500.00 1,003.67 3,500.00 Water fountains Ceiling grids, GENERAL FUND 199 51 6319 INTERIOR BUILDING R&M 5,290.47 7,500.00 7,500.00 2,188.45 7,500.00 flooring Paver repairs, roof GENERAL FUND 199 51 6319 BUILDING EXTERIOR R&M 890.00 6,500.00 6,500.00 321.29 6,800.00 tiles GENERAL FUND 1 199 51 1 6319 MECHANICAL/EQUIPMNT R&M/SUPPLY 389.92 6,800.00 6,800.00 366.72 6,500.00 Air filters 1 small painting GENERAL FUND 199 51 6319 PAINTING SUPPLIES 380.21 750.00 750.00 - 750.00 projects GENERAL FUND 199 51 6319 SANITATION SUPPLIES 1,373.35 5,000.00 5,000.00 - 2,500.00 Grease traps Increase in all paper products and GENERAL FUND 199 51 6319 PAPER/CLEANING SUPPLIES 11,535.18 20,000.00 20,000.00 18,011.64 23,000.00 cleaning liquids Upgrade to LED lighting, fixture replacement & GENERAL FUND 1991 51 1 6319 ELECTRICAL/LAMPS R&M 2,418.00 10,000.00 10,000.00 1,184.36 1 8,000.00 repairs GENERALFUND 199 51 6398 FACILITIES TECHNOLOGY 3,093.23 3,163.00 3,163.00 - 2,000.00 New surface Home Depot GENERAL FUND 199 51 6399 GENERALSUPPLIES 4,096.17 1,900.00 1,900.00 2,319.72 2,000.00 supplies Replace desks & GENERAL FUND 199 51 6399 FURNITURE - 2,000.00 2,000.00 1,866.63 2,000.00 chairs budget moved to GENERAL FUND 1991 51 1 6411 FACILITIES EMPLOYEE TRAVEL 79.06 2,800.00 - - - WAF 196 GENERAL FUND 199 51 6419 CONSULTANT NON-EE TRAVEL 366.30 - - 353.34 - close account US Fire Ins GENERAL FUND 199 51 6429 COMMERCIAL POLICY (BUILDING) 91,995.00 91,604.00 91,604.00 95,364.00 104,000.00 Company (Box Ins) Memberships: GENERAL FUND 199 51 6495 PROF FEES & DUES 270.00 500.00 500.00 135.00 500.00 TASBO Meals & snacks - GENERAL FUND 199 51 6499 MISCELLANEOUS OPERATING COSTS 55.59 350.00 350.00 120.04 100.00 meetings GENERAL FUND 1991 51 1 6499 FACILITIES ALLOTMENTM&R 60,000.00 - - - - GENERAL FUND 199 52 6249 CONTRACTED SECURITY SERVICES 11,185.00 18,000.00 18,000.00 14,239.15 20,000.00 Window film GENERAL FUND 199 52 6398 SECURITY TECHNOLOGY 2,649.48 4,000.00 4,000.00 495.00 4,000.00 Update cameras GENERAL FUND 199 52 6399 SECURITY & EMERGENCY SUPPLIES 1,707.47 3,000.00 3,000.00 671.42 3,000.00 Flip book updates budget moved to GENERAL FUND 199 52 6411 SCHOOL SAFETY TRAVEL & TRAINING - 1,800.00 WAF196 Page 105 TOTALS ----------- »» 1,931,279.52 2,004,114.00 2,051,029.00 1,657,635.77 1,903,942.00 updated 05119122 FY22 FY21 FY22 Amended FY22 FY23 Fund Descr Fnd Fnct Obj Descr Audited Orig Budget Budget Actual Exp 1st Request Justification Used for contractor services when needed: network server repairs, assistance, moves, additions, & GENERAL FUND 1 199 53 1 6219 1PROFESSIONAL SERVICES 7,322.00 1 12,500.00 12,500.00 4,566.67 10,000.00 changes Continued expense for printers, increased due to requests for additional "private" GENERAL FUND 199 53 6269 OPERATING LEASE FOR PRINTERS 50,626.39 26,500.00 26,500.00 27,672.46 30,000.00 printers on campus GENERAL FUND 1 199 53 1 6291 ISIS DISCOVERY SERVICES 14,645.25 14,060.00 14,060.00 1 13,394.65 - close account GENERAL FUND 199 53 6299 WEBSITE HOSTING - - - - - moved to Fnct 41 Used for a large portion of the iPad apps used by staff; Microsoft, Google, and Adobe GENERAL FUND 199 53 6398 SOFTWARE AGREEMENTS 19,709.65 32,000.00 32,000.00 29,853.65 32,000.00 licensing Equipment for IT staff, replacement or additional IT supplies for staff: cables, docks, adapters, projector bulbs. Increased due to higher costs for supplies. IT staff GENERAL FUND 1 199 53 1 6399 IGENERAL SUPPLIES 19,734.19 1 25,000.00 25,000.00 19,123.41 20,500.00 uniforms. budget moved to GENERAL FUND 199 53 6411 TECH EMPLOYEE TRAVEL - 5,000.00 - - - WAF 196 budget moved to GENERAL FUND 199 53 6411 TECH EMPLOYEE TRAINING 3,048.55 5,000.00 - WAF 196 GENERAL FUND 199 53 6419 SIS DISCOVERY SERVICES TRAVEL - 1,000.00 1,000.00 close account Fees & dues for TCEA, COSN and memberships for GENERAL FUND 199 53 6495 PROF FEES & DUES 95.00 700.00 700.00 435.88 700.00 trainings Meals & snacks -IT GENERAL FUND 1 1991 53 1 6499 IMISC OPERATING COSTS 211.56 500.00 500.00 45.98 500.00 meetings 1 1 MFD printing - GENERAL FUND 199 53 6499 PRINTING COSTS 1,383.71 10,000.00 10,000.00 237.39 1,000.00 overage costs Page 106 Tms page Is in ten tlonally left blank. Page 107 General Fund Quarterly Financial Dashboard Quarter Ended 3/31/2022 REVENUES AND OTHER SOURCES (M) Based on number of months of receipts (%) Based on some % as prior year M General Sales Tax 4 months % Property Tax 95% % Franchise Fees Permits and Fees Misc Permits and Fees Bldg Fines & Forfeitures Misc Income Total Revenues Transfer In Total Revenues and Other Sources Revenue Legend Positive Cautious Negative •greater than •between •less than 90% 70%-90% 70% EXPENDITURES AND OTHER USES Payroll, Taxes, Insurance, Retirement Operations & Maintenance Total Expenditures Transfer Out Total Expenditures and Other Uses Expenditure Legend I PY Actuals ADOPTED Allocation YTD Actuals Percent of Over through Annual of Estimated through YTD Estimated (Under) 2nd Quarter Budget YTD Budget 2nd Quarter Budget Budget $ 2,349,268 $ 4,500,000 $ 2,250,000 $ 3,822,771 170% $ 1,572,771 1,920,428 1,705,163 1,667,573 1,620,220 97% (47,353) 432,368 942,125 573,225 226,870 40% (346,355) 100,266 213,563 106,782 304,831 285% 198,049 849,081 2,567,656 1,283,828 841,115 66% (442,713) 278,112 475,600 237,800 257,577 108% 19,777 231998 316,438 52,353 27,221 52% (25,132) 5,953,522 10,720,545 6,171,560 7,100,605 115% 929,044 - 68,000 - - 100% - $ 5,953,522 $ 10,788,545 $ 6,171,560 $ 7,100,605 115% $ 929,044 PY Actuals ADOPTED Allocation YTD Actuals Percent of Over through Annual of Estimated through YTD Estimated (Under) 2nd Quarter Budget YTD Budget 2nd Quarter Budget Budget $ 2,482,286 $ 5,233,849 $ 2,537,694 $ 2,513,374 99% $ (24,321) 2,479,380 4,846,772 2,425,653 2,248,082 93% (177,571) 4,961,666 10,080,621 4,963,348 4,761,456 96% (201,892) 4,000,000 4,000,000 4,000,000 100% 0 $ 4,961,666 $ 14,080,621 $ 8'963,348 $ 8,761,456 98% $ 201,892 Positive Cautious Negative •less than •between -greater than 100% 101%- 110% 110% SUMMARY PY Actuals ADOPTED Allocation YTD Actuals through Annual of Estimated through 2nd Quarter $ 5,953,522 Budget YTD Budget 2nd Quarter Total Revenues & Other Sources $ 10,788,545 $ 6,171,560 $ 7,100,605 Total Expenditures & Other Uses 4,961,666 $ 991,856 14,080,621 1 8,963,348 8,761,456 Net Change to Fund Balance $ (3,292,076) $ (2,791,787) $ (1,660,851) Beginning Fund Balance (Estimated) 14,498,447 15,490,304 15,918,631 15,918,631 1 15,918,631 Ending Fund Balance 12,626,555 13,126,844 14,257,780 Restricted Funds 657,776 $ 14,832,527 $4,961,666 727,479 727,479 657,225 Unrestricted Fund Balance $ 11,899,077 $ 12,399,365 $ 13,600,555 Total Operating Expenditures $10,080,621 $4,963,348 $4,761,456 Daily Operating Cost $26,778 $27,618 $27,618 $27,618 # of Operating Days Unrestricted 554 431 449 492 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 Page 108 Town of Westlake Dashboard Analysis for Quarter Ended 03/31/22 GENERAL FUND TOTAL REVENUES AND OTHER SOURCES $ 10,788,545 Adopted Budget $ 6,171,560 YTD Budget $ 7,100,605 YTD Actual 115% YTD Budget $ 929,044 Over (Under) Budget GENERAL SALES TAX $ 4,500,000 Adopted Budget $ 2,250,000 YTD Budget (4 months) $ 3,822,771 YTD Actual (4 months) 170% YTD Budget $ 1,572,771 Over(Under) Budget Sales and use tax revenues are received from the Texas Comptroller two months in arrears. This positive variance (related to Oct — Jan sales/use) is attributed to higher than anticipated activity as the economy recovers post -pandemic. PROPERTY TAX $ 1,705,163 Adopted Budget $ 1,667,573 YTD Budget $ 1,620,220 YTD Actual 97% YTD Budget $ (47,353) Over(Under) Budget Revenue in this category is not distributed evenly over the fiscal year and is subject to property holders' protests to the district's Appraisal Review Board (ARB), thus delaying some payments. The YTD budget is calculated on the prior year percentage of revenue collected in the same period. Page109 Town of Westlake Dashboard Analysis for Quarter Ended 03/31/22 GENERAL FUND FRANCHISE FEES $ 942,125 Adopted Budget $ 573,225 YTD Budget $ 226,870 YTD Actual 40% YTD Budget $ (346,355) Over(Under) Budget Receipts for each quarter are typically received 4-6 weeks after the quarter ends, resulting in an underbudget variance at this time. The YTD budget is calculated on the prior year percentage of revenue collected in the same period. PERMITS AND FEES - MISCELLANEOUS $ 213,563 Adopted Budget $ 106,782 YTD Budget $ 304,831 YTD Actual 285% YTD Budget $ 198,049 Over(Under) Budget This category is comprised of revenues from several different departments to include General Services, Reforestation Tree Escrow, Engineering Review, Development fees, and EMS Revenue, and therefore revenue is not evenly distributed over the fiscal year. The overbudget variance is mainly due to inspection fees for Westlake Ranch which were received earlier than anticipated as well as higher development fee revenues which were budgeted conservatively due to the pandemic. PERMITS AND FEES - BUILDING $ 2,567,656 Adopted Budget $ 1,283,828 YTD Budget $ 841,040 YTD Actual 66% YTD Budget $ (442,713) Over(Under) Budget The negative variance is primarily due to delays with Entrada construction. See attached detail of residential and commercial activity from the Planning and Development department for more detail. Page 110 Town of Westlake Dashboard Analysis for Quarter Ended 03/31/22 GENERAL FUND FINES AND FORFEITURES $ 475,600 Adopted Budget $ 237,800 YTD Budget $ 257,577 YTD Actual 108% YTD Budget % $ 19,777 Over(Under) Budget This category pertains to Court -related revenues and thus are distributed evenly over the fiscal year. The FY22 budget planning was conservative during COVID-19 with expectations of less travel. The positive variance is due to improved pandemic conditions resulting in an increase of road traffic. MISCELLANEOUS INCOME $ 316,438 Adopted Budget $ 52,353 YTD Budget $ 27,221 YTD Actual 52% YTD Budget % $ (25,132) Over(Under) Budget The Miscellaneous Income category is comprised of revenues from six different departments: General Services, Fire Department, Municipal Court, Public Works, Facilities and Communications. It includes items such as mixed beverage tax, interest income, contributions, donations, facility rentals, insurance refunds, etc. This income is not distributed evenly over the fiscal year. The negative variance is primarily due to lower than budgeted interest income in the continued economic recession. TRANSFERS IN $ 68,000 Adopted Budget $ - YTD Budget $ - YTD Actual 100% YTD Budget % $ - Over(Under) Budget This category is comprised of a transfer in from the Utility Fund based on the forecasted Fort Worth Impact Fees on new home construction starts and will be posted at fiscal year- end based on actuals receipts. Page 111 Town of Westlake Dashboard Analysis for Quarter Ended 03/31/22 GENERAL FUND TOTAL EXPENDITURES AND OTHER USES $ 14,080,621 Adopted Budget $ 8,963,348 YTD Budget $ 8,761,456 YTD Actual 98% YTD Budget $ (201,892) Over (Under) Budget PAYROLL AND RELATED $ 5,233,849 Adopted Budget $ 2,537,694 YTD Budget $ 2,513,374 YTD Actual 99% YTD Budget $ (24,321) Over(Under) Budget This cost is affected by employee taxes and insurances costs and will fluctuate with staff requirements and selections during the year. Currently there are also savings from unfilled positions. OPERATIONS & MAINTENANCE $ 4,846,772 Adopted Budget $ 2,425,653 YTD Budget $ 2,248,082 YTD Actual 93% YTD Budget $ (177,571) Over(Under) Budget The Operations and Maintenance category is comprised of multiple departments and expenditure classifications and is not distributed evenly over the fiscal year. Most of the negative variance represents less services expensed in this period than anticipated, much of which relates to engineering & consultant costs due to slowed development activity. TRANSFERS OUT $ 4,000,000 Adopted Budget $ 4,000,000 YTD Budget $ 4,000,000 YTD Actual 100% YTD Budget $ - Over(Under) Budget Budgeted interfund transfers have been posted as follows: o $500k to Fund 220 Visitor Association; o $1m to Fund 410 Capital Projects; o $1.5m to Fund 600 GF Maintenance/Replacement; and o $1m to Fund 605 GF Vehicle Maintenance/Replacement. Page112 RESIDENTIAL DEVELOPMENT SUB AVG FEES AVG SF ACCOUNT DESCRIPTIONS DIV FY 21-22 � ' Avg SF FY 21-22 1 1 2 5 3 8,000 $ 15,300 Permit Fees $ 30,600 $ 86,607 $ 56,007 a $ 1,500 MEP Fees $ 6,000 $ 9,300 $ 3,300 $ 9,530 Inspection/Review Fees $ 38,120 $ 60,734 $ 22,614 Z 9 $ 600 Grading & Excavation $ 2,400 $ 3,000 $ 600 (D $ 1,500 Erosion Control $ 6,000 $ 7,500 $ 1,500 $ 400 Fire Review $ 1,600 $ 2,000 $ 400 Subtotal $ 84,722 $ 169,146 $ 84,424 Avg SF FY 21-22 1 1 4 1 1 (3) 10,500 $ 18,900 Permit Fees $ 75,600 $ 14,324 $ (61,276) p $ 2,400 MEP Fees $ 9,600 $ 1,500 $ (8,100) $ 11,690 Inspection/Review Fees $ 46,760 $ 18,100 $ (28,660) C( $ 600 Grading & Excavation $ 2,400 $ 600 $ (1,800) a $ 1,500 Erosion Control $ 6,000 $ 1,500 $ (4,500) $ 400 Fire Review $ 1,600 $ 400 $ (1,200) Subtotal $ 141,964 $ 36,425 $ (105,539) Avg SF FY 21-22 1 1 7 4 (3) 3 13,000 $ 23,400 Permit Fees $ 163,800 $ 71,805 $ (91,995) O $ 2,400 MEP Fees $ 16,800 $ 7,200 $ (9,600) O $ 14,390 Inspection/Review Fees $ 100,730 $ 49,517 $ (51,213) $ 600 Grading & Excavation $ 4,200 $ 1,800 $ (2,400) j $ 1,500 Erosion Control $ 10,500 $ 4,500 $ (6,000) Cr $ 400 Fire Review $ 2,800 $ 1,200 $ (1,600) Subtotal $ 298,837 $ 136,026 $ (162,812) Avg SF I FY 21-22 1 1 44 (44) 4,200 $ 7,560 Permit Fees $ 332,640 $ - $ (332,640) a $ 900 MEP Fees $ 39,600 $ - $ (39,600) $ 4,886 Inspection/Review Fees $ 214,984 $ 4,192.65 $ (210,791) z $ 600 Grading & Excavation $ 26,400 $ - $ (26,400) W $ 1,500 Erosion Control $ 66,000 $ $ (66,000) $ 400 Fire Review $ 17,600 $ $ (17,600) Subtotal $ 697,268 $ 4,193 $ (693,075) Avg SF FY 21-22 1 1 10 5 (5) z 4,500 $ 8,100 Permit Fees $ 81,000 $ 56,153 $ (24,847) o $ 1,500 MEP Fees $ 15,000 $ 7,500 $ (7,500) F $ 2,592 Inspection/Review Fees $ 25,920 $ 32,177 $ 6,257 N $ 600 Grading & Excavation $ 6,000 $ 3,000 $ (3,000) o $ 1,500 Erosion Control $ 15,000 $ 7,500 $ (7,500) Y $ 400 Fire Review $ 4,000 $ 2,000 $ (2,000) Subtotal $ 146,930 $ 108,335 $ (38,595) Avg SF I FY 21-22 1 1 1 1 1 1 - F $ 18,000 Permit Fees $ 18,000 $ 15,025 $ (2,975) $ 2,250 MEP Fees $ 2,250 $ 1,500 $ (750) a $ 9,000 Inspection/Review Fees $ 9,000 $ 10,917 $ 1,917 s $ 600 Grading & Excavation $ 600 $ 600 $ - F $ 1,500 Erosion Control $ 1,500 $ 1,500 $ O $ 400 Fire Review $ 400 $ 400 $ Subtotal $ 31,751 $ 29,943 $ (1,808) TOTALLOTS Permit Fees $ 701,640 $ 243,913 $ (457,727) MEP Fees $ 89,250 $ 27,000 $ (62,250) F Inspection/Review Fees $ 435,514 $ 175,638 $ (259,876) Grading & Excavation $ 42,000 $ 9,000 $ (33,000) Erosion Control $ 105,000 $ 22,500 $ (82,500) Fire Review $ 28,000 $ 6,000 $ (22,000) GENERAL FUND $ 1,401,404 $ 484,051 $ (917,353) Note -This report does not represent all miscellaneous general ledger activity posted for this period and thus this is not intended to tie to the quarterly Reports. Page 113 COMMERCIAL DEVELOPMENT DEVELOPMENT ENTRADA DAVIS/114 RETAIL CORNER Permit Fees & MEP $ 43,740 $ $ (43,740) Inspection/Review Fees $ 2,338 $ $ (2,338) Grading & Excavation $ 600 $ $ (600) Erosion Control $ 1,500 $ $ (1,500) Fire Review $ 275 $ $ (275) Subtotal $ 48,452 $ $ 48,452 GAS WELL PAD SITE Permit Fees & MEP $ 103,250 $ $ (103,250) Inspection/Review Fees $ 132,399 $ $ (132,399) Grading & Excavation $ 745 $ $ (745) Erosion Control $ 1,500 $ $ (1,500) Fire Review $ 9,559 $ $ (9,559) Subtotal $ 247,453 $ $ 247,453 RESTAURANT ROW / CHAPEL / RECEPTION HALL Permit Fees & MEP $ - $ 5,028 $ 5,028 Inspection/Review Fees $ $ - $ - Grading & Excavation $ $ $ Erosion Control $ $ $ Fire Review $ $ $ - Subtotal $ $ 5,028 $ 5,028 SMALL COMMERCIAL (<5,000 sfl Permit Fees & MEP $ 14,111 $ - $ (14,111) Inspection/Review Fees $ 10,934 $ $ (10,934) Grading & Excavation $ 600 $ $ (600) Erosion Control $ 1,500 $ $ (1,500) Fire Review $ 500 $ $ (500) Subtotal $ 27,645 $ $ (27,645) SOLANA REMODELS Permit Fees & MEP $ 70,000 $ 48,426 $ (21,574) Inspection/Review Fees $ 45,000 $ 60,958 $ 15,958 Grading & Excavation $ - $ - $ - Erosion Control $ - $ - $ Fire Review $ 10,000 $ 1,000 $ (9,000) Subtotal $ 125,000 $ 110,384 $ (14,616) DELOITTE REMODEL/EXPANSION Permit Fees & MEP $ 20,000 $ 4,332 $ (15,668) Inspection/Review Fees $ 20,000 $ 2,804 $ (17,196) Grading & Excavation $ - $ - $ Erosion Control $ $ $ Fire Review $ $ $ Subtotal $ 40,000 $ 7,136 $ 32,864 FIDELITY Permit Fees & MEP $ - $ 25,358 $ 25,358 Inspection/Review Fees $ $ 16,779 $ 16,779 Grading & Excavation $ $ - $ - Erosion Control $ $ - $ - Fire Review $ $ 1,500 $ 1,500 Subtotal $ $ 43,637 $ 43,637 OTHER COMMERCIAL Permit Fees & MEP $ 467,361 $ 47,286 $ (420,076) Inspection/Review Fees $ 228,300 $ 58,878 $ (169,422) Grading & Excavation $ 1,000 $ - $ (1,000) Erosion Control $ 1,500 $ - $ (1,500) Fire Review $ 16,500 $ 8,672 $ (7,828) Subtotal $ 714,661 $ 114,835 $ (599,826) Permit Fees $ 718,462 $ 130,429 $ (588,032) J Inspection/Review Fees $ 438,971 $ 139,419 $ (299,552) Grading & Excavation $ 2,945 $ - $ (2,945) 0 Erosion Control $ 6,000 $ - $ (6,000) Fire Review $ 36,834 $ 11,172 $ (25,662) Subtotal $ 1203 211 $ 281020 $ 922,191 Note - This report does not represent all miscellaneous general ledger activitv posted for this period and thus this is not intended to tie to the Quarterly Reports. Page 114 BUILDING PERMITS AND FEES 2ND Quarter Ended 03/31/2022 SINGLE FAMILY RESIDENTIAL PERMITS 1. GRANADA • Budgeted to start 2 homes for the year • 5 building permits have been issued • Granada is exceeding expectations 2. VAQUERO • Budgeted to start 4 homes for the year • 1 building permit has been issued • Vaquero is almost built -out 3. QUAIL HOLLOW • Budgeted to start 7 homes for the year • 4 building permits have been issued • Quail Hollow is on target to meet budget expectations 4. ENTRADA • Budgeted to start 44 homes (34SFR I 10 Condo) for the year • 0 permits have been issued • Entrada is expected to perform better in the second half of the fiscal year 5. THE KNOLLS AT SOLANA • Budgeted to start 10 homes for the year • 5 building permits have been issued • Knolls at Solana is on target to meet budget expectations 6. ALL OTHER PERMITS • Budgeted 1 miscellaneous residential permit for the year (Dove Road and Pearson Lane) • 1 building permit has been issued Page 115 BUILDING PERMITS AND FEES 2ND Quarter Ended 03/31/2022 COMMERICAL PERMIT FEES 1. ENTRADA • No commercial permits have been issued for Entrada in the first half of the fiscal year • Staff expects several commercial permits to be issued in Entrada the second half of the fiscal year including: o The Primos Finish -Out and other restaurant row finish outs o The Block N Mixed Use Condo Building o Small Retail Corner building 2. LIFETIME FITNESS • We expect LifeTime to submit for permit by the end of this fiscal year 3. SEVEN -ELEVEN (7-11) • 7-11 may not be forthcoming this fiscal year as projected due to a reimagining of the architecture and site acreage by the developer. 4. OTHER COMMERICAL (SOLANA, DELOITTE, FIDELITY, OTHER) • 2050 Roanoke Rd o 1 remodel permit has been issued at 2050 Roanoke Rd • QuikTrip o 1 remodel has been issued at the QuikTrip • Solana Plaza/Terrace o 5 remodel permits have been issued for the Solana Plaza / Solana Terraces • Deloitte o 0 building permits for Deloitte were issued • Fidelity o 3 remodel permits to date were issued for Fidelity Page116 Visitors Association Fund Quarterly Financial Dashboard Quarter Ended 03/31/22 REVENUES AND OTHER SOURCES (M) Based on number of months of receipts M Hotel Occupancy Tax Misc Income Total Revenues Transfer In Total Revenues and Other Sources Revenue Legend Positive Cautious Negative -greater than -between -less than 90% 70% - 90% 70% EXPENDITURES AND OTHER USES Operations & Maintenance Operating Transfers for Payroll Total Expenditures and Other Uses Expenditure Legend Positive Cautious Negative •less than •between •greater than 100% 100%- 110% 110% SUMMARY Total Revenues & Other Sources Total Expenditures & Other Uses Net Change to Fund Balance Beginning Fund Balance (Estimated) Ending Fund Balance Restricted Funds Unrestricted Fund Balance Total Operating Expenditures Daily Operating Cost # of Operating Days Unrestricted PY Actuals through 2nd Quarter $ 69,666 202 69,868 $ 69,868 PY Actuals through 2nd Quarter $ 109,035 85,721 $ 194,756 PY Actuals through 2nd Quarter $ 69,868 194,756 $ (124,888) 323,332 198,444 $ 198,444 $194,756 $1,070 185 ADOPTED Allocation YTD Actuals Percent Over Annual of the through of YTD (Under) Budget YTD Budget 2nd Quarter Budget Budget $ 428,000 $ 180,667 $ 156,471 87% $ (24,196) 9,200 4,600 8,037 175% 3,437 437,200 185,267 164,508 89% (20,758) 500,000 500,000 500,000 100% $ 937,200 $ 685,267 $ 664,508 97% $ (20,758) FY 2022 ADOPTED Allocation YTD Actuals Percent Over Annual of the through of YTD (Under) Budget YTD Budget 2nd Quarter Budget Budget $ 343,944 $ 192,437 $ 123,641 64% $ (68,802) 497,255 248,628 182,751 74% (65,876) $ 841,199 $ 441,065 $ 306,392 69% $ (134,678) ADOPTED Allocation YTD Actuals Annual of the through Budget YTD Budget 2nd Quarter $ 937,200 $ 685,267 $ 664,508 841,199 441,065 306,392 $ 96,001 $ 244,202 $ 358,116 98,078 98,078 98,078 194,079 342,280 456,194 $ 194,079 $ 342,280 $ 456,194 $841,199 $441,065 $306,392 $2,305 $2,305 $2,305 84 149 198 Page 117 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 Town of Westlake Dashboard Analysis for Quarter Ended 03/31/2022 VISITORS ASSOCIATION FUND TOTAL REVENUES AND OTHER SOURCES $ 937,200 Adopted Budget $ 685,267 YTD Budget $ 664,508 YTD Actual 97% YTD Budget % $ (20,758) Over (Under) Budget HOTEL OCCUPANCY TAX $ 428,000 Adopted Budget $ 180,667 YTD Budget $ 156,471 YTD Actual 87% YTD Budget % $ (24,196) Over(Under) Budget YTD budget calculation is based on the number of months of receipts received for the same period in the prior year to include Marriott and Deloitte revenues. These transactions are posted in arrears which explains a portion of the variance, and though under budget, the activity is starting to recover post -pandemic as travel and tourism increase. MISCELLANEOUS INCOME $ 9,200 Adopted Budget $ 4,600 YTD Budget $ 8,037 YTD Actual 175% YTD Budget % $ 3,437 Over(Under) Budget This income includes revenues from interest income and insurance refunds, as well as other types of revenues that are event driven such as sponsorships, donations and special events from the Westlake Historical Board, Car Show, and the Community Tree Lighting. Income in this category is not received evenly throughout the year. The majority of the positive variance is due to the Town's 2022 Car show as well as the annual Tree Lighting. TRANSFER IN $ 500,000 Adopted Budget $ 500,000 YTD Budget $ 500,000 YTD Actual 100% YTD Budget % $ - Over(Under) Budget This category is comprised of a transfer in from the General Fund which was budgeted to assist in recovery from the economic shortfall due to the impact of COVID-19. Page 118 Town of Westlake Dashboard Analysis for Quarter Ended 03/31/2022 VISITORS ASSOCIATION FUND TOTAL EXPENDITURES AND OTHER USES $ 841,199 Adopted Budget $ 441,065 YTD Budget $ 306,392 YTD Actual 69% YTD Budget % $ (134,678) Over (Under) Budget OPERATIONS AND MAINTENANCE $ 343,944 Adopted Budget $ 192,437 YTD Budget $ 123,641 YTD Actual 64% YTD Budget % $ (68,802) Over(Under) Budget The Operations and Maintenance category is comprised of expenditures for the following departments: General Services, Communications, Historical Board and the Public Arts Board. These departments' expenditures include events such as the Car Show, the Community Tree Lighting, and Spring Concerts as well as expenses such as marketing, promotional items, and advertising. These costs are not expended evenly over the fiscal year but should even out as the year progresses. PAYROLL TRANSFERS $ 497,255 Adopted Budget $ 248,628 YTD Budget $ 182,751 YTD Actual 74% YTD Budget % $ (65,876) Over(Under) Budget This cost is affected by employee taxes and insurance costs and will fluctuate with staff requirements and selections throughout the year. Page 119 Utility Fund - 500 Quarterly Financial Dashboard Quarter Ended 3/31/2022 REVENUES AND OTHER SOURCES I PY Actuals ADOPTED Allocation YTD Actuals Percent Over (%) Based on same % as prior year through Annual of the through of YTD (Under) 2nd Quarter Budget YTD Budget 2nd Quarter Budget Budget % Water Revenues 33% 1, 664,697 $ 3,794,581 $ 1,295,386 $ 2,002,035 155% $ 706,648 % Sewer/Waste Revenues 36% 575,320 1,417,799 507,792 828,254 163% 320,462 Tap/Impact Fee Revenues 150,371 119,015 59,508 57,004 96% (2,504) Permit & Fee Revenues 63,900 342,411 115,750 53,485 46% (62,265) Misc Revenues 16,021 39,085 1 19,543 1 15,054 1 77% 1 (4,489) Total Revenues and Other Sources $ 2 170 309 $ 5 712,891 1 $ 1,997,979 $ 2,955,831 148% 1 $ 957,852 Revenue Legend Positive Cautious Negative •greater •between •less than than 90% 70% - 90% 70% EXPENSES AND OTHER USES tuals ADOPTED Allocation YTD Actuals Percent Over (%) Based on same % as prior year ugh 7$1 Annual of the through of YTD (Under) arter Budget YTD Budget 1st Quarter BudgetF Budget Water Purchases 28% 4,420 $ 1,500,100 $ 438,470 $ 406,920 93% $ (31,549) Operations & Maintenance 1,023,951 3,414,383 1,854,386 1,125,594 61% (728,792) Operating Transfers for Payroll 244,458 591,959 295,980 214,969 73% (81,010) Transfers Out - 483,000 1 415,000 1 415,000 1 100% Total Expenses and Other Uses $ 1 622 829 $ 5 989 442 1 $ 3,003,836 $ 2,162,484 72% 1 $ 841 352 Expenditure Legend Positive Cautious Negative -less than -between •greater 100% 101%_ than 110% 110% SUMMARY PY Actuals ADOPTED Allocation YTD Actuals through Annual of the through 2nd Quarter Budget YTD Budget 1st Quarter Total Revenues & Other Sources $ 21170,309 $ 5,712,891 $ 1,997,979 $ 2,955,831 Total Expenses 1,622,829 5,989,442 3,003,836 2,162,484 Net Change to Fund Balance 547,480 (276,551) (1,005o857) 793,348 Beg. Fund Balance (Working Capital)' 905,915 3,020,700 3,020,700 3,020,700 Endinging Fund Balance 1,453,395 2,744,149 2,014,843 3,814,048 Restricted Funds 339,918 982,982 982,982 328,053 Unrestricted Fund Balance $ 1,113,477 $ 1,761,167 $ 1,031,861 $ 3,485,995 Total Operating Expenses $1,622,829 $5,506,442 $2,588,836 $1,747,484 Daily Operating Cost $4,446 $15,086 $7,093 $15,086 # of Unrestricted Operating Days 250 117 145 231 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 1 Based on the draft of the FY21 Annual Comprehensive Financial Report. Page 120 Town of Westlake Dashboard Analysis for Quarter Ending 03/31/2022 UTILITY FUND TOTAL REVENUES AND OTHER SOURCES $ 5,712,891 Adopted Budget $ 1,997,979 YTD Budget $ 2,955,831 YTD Actual 148% YTD Budget % $ 957,852 Over (Under) Budget WATER REVENUES $ 3,794,581 Adopted Budget $ 1,295,386 YTD Budget $ 2,002,035 YTD Actual 155% YTD Budget % $ 706,648 Over(Under) Budget YTD budget calculation is based on the percentage of revenues received forthe same period in the prior year (33%). Increased revenue is primarily due to the TX-170 highway construction project usage which began this fiscal year. SEWER/WASTE REVENUES $ 1,417,799 Adopted Budget $ 507,792 YTD Budget $ 828,254 YTD Actual 163% YTD Budget % $ 320,462 Over(Under) Budget YTD budget calculation is based on the percentage of revenues received for the same period in the prior year (36%). Residential sewer averages work in correlation with water usage based on the prior year quarter average consumption. Commercial is based on the actual consumption. The positive variance is also primarily due to the TX-170 highway construction project usage which began this fiscal year. Page 121 Town of Westlake Dashboard Analysis for Quarter Ending 03/31/2022 UTILITY FUND TAP AND IMPACT FEE REVENUES $ 119,015 Adopted Budget $ 59,508 YTD Budget $ 57,004 YTD Actual 96% YTD Budget % $ (2,504) Over(Under) Budget These revenues are a direct reflection of new home starts and commercial building. The negative variance is correlated to the delay in residential development in Entrada and Westlake Ranch. PERMIT AND FEE REVENUES $ 342,411 Adopted Budget $ 115,750 YTD Budget $ 53,485 YTD Actual 46% YTD Budget % $ (62,265) Over(Under) Budget Permit and Fee revenues are comprised of several different revenue types: o Deferred Duct Bank Revenue - Multi -year Duct Bank Fees received in prior years and allocated over length of the lease. The total annual budget is $41,161 and will be recorded at year-end. o TRA Wastewater Settle -up Fees - Total annual budget is $69,750 and will be recorded at year-end. o Duct Bank Permit Fees — Correlated to new home starts and are calculated using the Planning and Development forecast. The negative variance reflects the delay in residential development in Entrada and Westlake Ranch. MISCELLANEOUS REVENUES $ 39,085 Adopted Budget $ 19,543 YTD Budget $ 15,054 YTD Actual 77% YTD Budget % $ (4,489) Over(Under) Budget Miscellaneous revenues are comprised of several different revenue types, including interest income, meter repair and replacement fees, insurance refunds, equity returns, and credit card administrative fees. This negative variance is mainly due to decreased interest income due to the current economic climate, offset by administrative fees. Page 122 Town of Westlake Dashboard Analysis for Quarter Ending 03/31/2022 UTILITY FUND TOTAL EXPENSES AND OTHER USES $ 5,989,442 Adopted Budget $ 3,003,836 YTD Budget $ 2,162,484 YTD Actual 72% YTD Budget % $ (841,352) Over (Under) Budget WATER PURCHASES $ 1,500,100 Adopted Budget $ 438,470 YTD Budget $ 406,920 YTD Actual 93% YTD Budget % $ (31,549) Over(Under) Budget YTD budget calculation is based on the percentage of invoices paid for the same period in the prior year (28%). The negative variance represents transactions posted a month in arrears. OPERATIONS AND MAINTENANCE $ 3,414,383 Adopted Budget $ 1,854,386 YTD Budget $ 1,125,594 YTD Actual 61% YTD Budget % $ (728,792) Over(Under) Budget Operations and Maintenance is comprised of several different expense types in the Utility Fund. Most of the negative variance is from the budgeted Hillwood debt agreement of ($605k) which was satisfied with the issuance of the 2022 General Obligations Refunding Bonds. This will be adjusted by the end of the fiscal year. The second item of note to this negative variance is due to the Southlake-Wastewater Treatment expense. The irregular billing agreements with the Town, Southlake and the Trinity River Authority has caused fluctuations in this category, however the new sanitary sewer meter stations constructed in 2020 are correcting the expense lines between Southlake and TRA wastewater treatment. We continue to see the TRA Treatment expense increase as the remaining Southlake expense decrease. We anticipate removing the Southlake-Wastewater Treatment line item in next year's budget since it should no longer be needed. Page 123 Town of Westlake Dashboard Analysis for Quarter Ending 03/31/2022 UTILITY FUND OPERATING TRANSFERS FOR PAYROLL COSTS $ 591,959 $ 295,980 $ 214,969 73% $ (81,010) Adopted Budget YTD Budget YTD Actual YTD Budget % Over(Under) Budget This cost is affected by employee taxes and insurance costs and will fluctuate with staff requirements. TRANSFERS OUT $ 483,000 $ 415,000 $ 415,000 100% Adopted Budget YTD Budget YTD Actual YTD Budget % Over(Under) Budget This category is comprised of a budgeted transfer out to the General Fund based on the forecasted Fort Worth Impact Fees on new home construction starts (transferred at year- end based on actual receipts): o $68k to General Fund 100 The following additional budgeted transfers out to the conduit funds have already been completed: o $65k to Vehicle Maintenance/Replacement Fund 505 o $350k to Maintenance/Replacement Fund 510 Page 124 WESTLAKE ACADEMY General Fund Quarterly Financial Dashboard Quarter Ended 2/28/22 M (2) 1 (3) (4) 1 (5) (6) (1) 1 (8) FY 20/21 FY 21/22 ADOPTED FY 21/22 AMENDED FY 21/22 VARIANCE ACTUAL REVENUES and OTHER SOURCES 2nd Quarter Adopted 2nd Quarter Amended 2nd Quarter 2nd Quarter Actual vs over (under) PY Actual Budget Budget Budget B CY Actual Amended budget Local Interest Earned $ 1,341 $ 5,000 $ 2,500 5,000 $ 2,500 $ 813 32.5% $ (1,687) 85% Local Blacksmith Donations 905,582 1,030,000 515,000 1,124,000 562,000 1,125,430 200.3% 563,430 Local WAF Salary Reimbursement 32,647 71,771 35,886 71,771 35,886 34,841 97.1% (1,044) Local Other Local Revenue 54,470 35,000 17,500 35,000 17,500 6,838 39.1% (10,662) Local Athletics 57,672 88,100 44,050 88,100 44,050 70,795 160.7% 26,745 Local Parking Fees 12,787 15,000 7,500 15,000 7,500 807 10.8% (6,693) Local Transportation Fees 175 10,500 5,250 10,500 5,250 13,750 261.9% 8,500 Local Food Services - 7,000 3,500 7,000 3,500 7,210 206.0% 3,710 Total Local Revenues 1,064,674 1,262,371 631,186 1,356,371 678,186 1,260,484 185.9% 582,298 State All State Funding 3,734,739 7,609,883 3,804,942 7,609,883 3,804,942 3,768,872 99.1% (36,070) State TRS On -behalf 237,478 499,492 227,846 499,492 227,846 203,139 89.2% (24,707) Total State Revenues 3,972,217 8,109,375 4,032,788 8,109,375 4,032,788 3,972,011 98.5% 60,776 Total Revenues and Other Sources $ 5,036,891 $ 9,371,746 $ 4,663,973 $ 9,465,746 $ 4,710,973 $ 5,232,495 111.1% $ 521,522 Revenue Legend Positive >95% Cautious 75%-95% FY 20/21 FY 21/22 ADOPTED FY 21/22 AMENDED FY 21/22 VARIANCE EXPENDITURES and OTHER USES ACTUAL 2nd Quarter Adopted 2nd Quarter Amended 2nd Quarter 2nd Quarter Actual vs over (under) PY Actual Budget Budget Budget Budget CY Actual Adopted budget FUNCTION CODES 11Instructional $ 2,543,258 $ 4,867,801 $ 2,473,022 4,889,495 2,483,869 $ 2,479,372 99.8% $ (4,497) 12 Resources & Media 35,540 135,797 67,899 159,103 79,552 80,564 101.3% 1,013 13 Curriculum and Staff Dev 3,476 23,662 11,831 72,662 36,331 25,664 70.6% (10,667) 21 Instructional Leadership 87,446 225,326 112,663 225,326 112,663 120,528 107.0% 7,865 23 School Leadership 583,037 1,258,754 648,965 1,258,754 648,965 689,942 106.3% 40,977 31 Guidance & Counseling 306,001 618,426 309,213 618,426 309,213 285,369 92.3% (23,844) 33 Health Services 46,333 81,257 40,629 81,257 40,629 39,050 96.1% (1,578) 36 CoCurricular Activities 133,894 228,089 127,996 228,089 127,996 158,779 124.1% 30,783 41 Administration 151,615 241,964 120,982 241,964 120,982 185,153 153.0% 64,171 51 Maintenance & Operations 444,259 967,763 483,882 967,763 483,882 550,597 1 113.8% 66,716 52 Security Monitoring 11,693 26,800 13,400 26,800 13,400 4,404 32.9% (8,996) 53 Data Processing 114,584 356,879 178,440 356,879 178,440 174,997 98.1% (3,443) 61 Community Services 70,053 143,543 71,772 143,543 71,772 74,813 104.2% 3,042 71 Debt Service 155,941 207,922 103,961 207,922 103,961 170,191 163.7% 66,230 Total Expenditures and Other Uses 4 687 129 9 383 983 4 764 652 9 477 983 4 4,811,652 5 039 425 104.7% 227 773 OBJECT CODES 61xx Payroll & Related 3,762,277 7,428,869 3,787,095 7,428,869 3,787,095 3,832,362 101.2% $ 45,267 62xx Prof & Contracted Services 472,312 999,529 499,765 999,529 499,765 597,759 1 119.6% 97,995 63xx Supplies & Materials 129,390 352,053 176,027 397,053 198,527 174,046 87.7% (24,480) 64xx Other Operating Costs 167,209 395,610 197,805 444,610 222,305 265,066 119.2% 42,761 65xx Debt Services 155,941 207,922 103,961 207,922 103,961 170,191 163.7% 66,230 Total Expenditures and Other Uses $ 4,687,129 $ 9,383,983 $ 4,764,652 $ 9,477,983 $ 4,811,652 $ 5,039,425 104.7% $ 227,773 Expenditure Legend Positive .100% Cautious 101%-110% FY 20/21 FY 21/22 ADOPTED FY 21/22 AMENDED FY 21/22 Summary ACTUAL 2nd Quarter Adopted 2nd Quarter Amended 2nd Quarter 2nd Quarter PY Actual Budget Budget Budget Budget CY Actual Net Revenues Over (Under) Exp $ 349,762 $ (12,237) $ (100,679) $ (12,237) $ (100,679) $ 193,070 Beginning Fund Balance (Audited) 1,559,356 2,078,833 2,078,833 2,078,833 2,078,833 2,078,833 Ending Fund Balance $ 1,909,118 $ 2,066,596 $ 1,978,154 $ 2,066,596 $ 1,978,154 $ 2,271,903 Assigned Fund Balance 44,000 88,000 44,000 88,000 44,000 44,000 Ending Fund Balance (Unassigned) $ 1,865,118 $ 1,978,596 $ 1,934,154 $ 1,978,596 $ 1,934,154 $ 2,227,903 # of Operating Days (Unassigned) 72 77 75 76 74 87 Daily Operating Cost $ 25,737 $ 25,710 $ 25,710 $ 25,967 $ 25,967 $ 25,710 Page125 WESTLAKE ACADEMY Analysis of Dashboard for Quarter Ending 2/28/2022 GENERAL FUND REVENUES Revenue Summary $ 1,262,371 Adopted Budget Local Sources $ 8,109,375 Adopted Budget State Sources $ 1,356,371 Amended Budget Local Sources $ 8,109,375 Amended Budget State Sources $ 9,371,746 Total Adopted Budget $ 9,465,746 Total Amended Budget $ 4,710,973 YTD Amended Budget $ 5,232,495 YTD Actual 111.1% YTD Budget (Based on Amended Budget) $ 521,522 Over/(Under) Budget O Interest Earned: 32.5% or ($1,687) • The Federal Reserve lowered the federal funds rate in response to the coronavirus pandemic. As of February 2022, the interest rate at First Financial Bank was still at 0.150000% compared to 1.642500% prior to the pandemic in February 2020. Compared to 2"d quarter 2021, a 39% decrease in revenue is recognized, or $528. - Blacksmith Donations: 200.3% or $563,430 • Increased marketing and communication efforts facilitated a successful start to the Blacksmith Annual Campaign for the 2021-2022 school year! Funding graphics with explanations on the importance of donations and how the funds are used may have attributed to the record -setting one-time giving in September 2021 through the North Texas Giving Day. Some Westlake Academy Foundation directors have speculated that due to travel restrictions during the pandemic, families may have had more disposable income available when asked to donate to the campaign. O Other Local Revenue: 39.1% or ($10,662) • Other Local Revenue is made up of ESC Region 11 Training Reimbursements, Technology Use Fees, Student Printing Fees, and Miscellaneous Revenue. • 88% of Other Local Revenue is from Technology Use Fees for the one-to-one iPad Initiative, with the majority of funds received in August prior to the start of the school year. In August 2021, 68% or $28,551 was received as compared to August 2020 with 20%, or $6,242, received due to remote learning and the effects of the pandemic. o NOTE: The Technology Use Fee is a self -funded program that provides funding for device maintenance and insurance coverage costs, infrastructure, and applications for technology used by or for the students. Page 126 WESTLAKE ACADEMY Analysis of Dashboard for Quarter Ending 2/28/2022 GENERAL FUND - Athletic Revenue: 160.7% or $26,745 • As of February 2022, 80% of the Athletic revenue budget, or $70,795, was received for Athletic participation fees. The increase in revenue may be attributed to the use of SchoolsBuddy for sport registration, which is an improved electronic platform for collecting fees and student activity payments. This platform provides families with a secure electronic payment option, increasing timeliness of registrations and efficiency for financial reporting. - Transportation Fees: 261.9% or $8,500 • 54% of the Parking Fee budget, or $13,750, has been collected for student parking during the current fiscal year. As a component of Athletic registration, this fee covers the cost of bus and van transportation to and from athletic events. With the use of SchoolsBuddy (see above), fees are received more timely and with greater efficiency. - Food Services: 206% or $3,710 • In the 2020-2021 school year, the volume of student lunches decreased by 80% over the 2019-2020 school year due to Covid-19. This decrease was due to a large number of students on the remote - learning schedule. As students returned to in -person instruction in 2022, there has been an increase in meals served which has allowed the vendor to make-up some of the lost revenue from the prior year. O TRS On -Behalf: 89.2% or ($24,707) • TRS On -Behalf, a matching revenue and expenditure entry, is recorded during the payroll process. This entry records the amount of state funding paid to the Teacher Retirement System of Texas on behalf of Westlake Academy employees. (No actual cash entry on our books.) • The adopted budget for TRS On -Behalf calculations are estimates only, 7.5% of the employee's salary. For vacant positions, the calculations are based on a 10-year teacher. When a teacher with less years is hired, the actual expenditure for TRS On -Behalf will be less. The revenue and expenditure budgets will be adjusted prior to the end of the fiscal year. Page 127 WESTLAKE ACADEMY Analysis of Dashboard for Quarter Ending 2/28/2022 GENERAL FUND EXPENDITURES Expenditure Summar $ 9,383,983 Adopted Budget $ 9,477,983 Amended Budget $ 4,764,652 YTD Adopted Budget $ 4,811,652 YTD Amended Budget $ 5,039,425 YTD Actual 104.7% YTD Budget % (based on amended budget) $ 227,773 Over/(Under) Budget (based on amended budget) Expenditures — Function Code O Fnct 12 — Resources & Media Services (Library): 101.3% $1,013 • With the creation of a Secondary Library in the Arts & Sciences Building, books, furniture, and supplies were purchased during the 15Y quarter to have the library available for student use. This was a one-time expense and will even out as the fiscal year continues. O Fnct 21— Instructional Leadership: 107% or $7,865 • Due to necessary changes in staff between instructional and leadership positions, related salaries and stipends were not included in the original budget causing an overage. A budget amendment to adjust for these stipends will be processed in the 3rd quarter. O Fnct 23 — School Leadership: 106.3% or $40,977 • An administrative substitute was used in the Registrar's office during registration and enrollment at the beginning of the school year. As a one-time expense, this was 7%, or $6,331, of the total substitute budget. • A new administrative position, Assistant Registrar, was created in December 2021 and accounts for 27%, or $34,101, of the total budget for Administrative Assistants. • A budget amendment will be processed in 3rd quarter to better align these costs with the overall budget in Function 23. O Fnct 36 — Co -Curricular & Extra -Curricular Activities: 124.1% or $30,783 • Bus Maintenance: In the Transportation Fund, 20% or $8,721, was attributed to bus maintenance. Mechanical issues with one 77-passenger bus and both 20-passenger vans required simultaneous services, which also included towing fees from event locations to the repair shop. • Athletic Transportation: Due to the addition of three teams for Basketball and Volleyball, the addition of Girls Soccer, and off -site competition for 11-man Football, transportation rental costs increased by 126% over costs from the 2019-2020 school year, or $26,415. It is important to note that there was little to no athletic travel in 2020-2021 due to the pandemic. Page 128 WESTLAKE ACADEMY Analysis of Dashboard for Quarter Ending 2/28/2022 GENERAL FUND • Athletic Referees: With additional teams and games added to Fall and Winter sport programs, additional referees were required. As of the 2nd quarter, the cost was 42%, or $7,300, over referee costs from the prior year. O Fnct 41— General Administration: 153% or $64,171 • Administrative memberships and technology services were paid in full as of February 2022, creating a higher percentage of funds disbursed. This will equalize over the remainder of the fiscal year. • New to the 2021-2022 school year budget is the use of an executive search consultant for the Executive Director's replacement upon her retirement in June 2022. As of the 2nd quarter, 33% of the budget, or $10,000, was disbursed to begin the process. O Fnct 51— Maintenance & Operations: 113.8% or $66,716 • HVAC Maintenance: Additional HEPA filters were purchased during the first half of the school year as students returned to campus due to the change in replacement schedules from quarterly to every six weeks. This is a qualifying expense for the ESSER III Supplemental federal grant funds and will be reclassified from general fund in the 3d quarter. • Facility Contract Maintenance: There was a 42%, or $3,254, increase in maintenance on kitchen equipment compared to the prior school year. This was due to the replacement of the commercial - sized ice makers. Fnct 61— Community Services: 104.2% or $3,042 • The increase in expenditures as of the 2nd quarter is the result of a necessary salary realignment occurring after the budget adoption for the WAF administrative assistant position. This adjustment followed the Academy's policy to maintain salaries within 3% of market. Currently 61%, or $20,017, of the payroll budget has been spent as compared to 46%, or $8,748, from the prior year. A budget amendment will be processed in the 3 d quarter to resolve this overage. O Fnct 71— Debt Service: 163.7% or $66,230 • The lease for the One -To -One iPad Initiative is invoiced up to six -weeks prior to the quarterly rental period. Due to the timing of the invoices, three payments on the lease have been made as of February 2022. Expenditures — Object Code O 61XX Payroll & Related Costs: 101.2% or $45,267 • Administrative substitutes were used in the beginning of the school year to assist with student enrollment, registration, and attendance reporting. A new Assistant Registrar position was created to alleviate the need for substitutes in the future (see Function 23 above). Page 129 WESTLAKE ACADEMY Analysis of Dashboard for Quarter Ending 2/28/2022 GENERAL FUND • Due to the timing of rate changes reported by the Texas Workforce Commission (calendar year vs. fiscal year) for unemployment insurance, 3% of all benefit costs for a 12-month period, or $29,830, was disbursed in 2020-2021. As of the 2nd quarter 2022, 4% or $28,930 of all benefit costs for the six-month period, was disbursed. It is projected that by year-end, the total amount of unemployment insurance will be higher than projected. Therefore, a budget amendment will be processed in August 2022. O62XX Professional & Contracted Services: 119.6% or $97,995 • Co -Curricular & Extra -Curricular Activities 0 87%, or $8,721, of contracted services was for preventative bus maintenance and emergency repair costs in the 1" quarter. Most of the costs may be due to the age of the two 20-passenger vans (see Function 36 above). 0 1.04%, or $24,700, is attributable to an increase in athletic sport referee costs with additional Basketball, Soccer, and Volleyball teams and games (see Function 36 above). • General Administration o 69% of expenditures in function 41, or $110,274, was attributable to the full payment of annual contracts for technology services for Human Resources and Finance (see Function 41 above). O 64XX Other Operating Costs: 119.2% or $42,761 • Co -Curricular & Extra -Curricular Activities o 82%, or $26,415, of operating cost was due to the required transportation needed for 11- man football competition. Westlake Academy does not have a field to accommodate 11- man football, therefore, all games were away games (See Function 36 above). A budget amendment will be processed in 3rd quarter to resolve this overage. O 65XX Debt Services: 163.7% or $66,230 • Three -fourths of the annual lease contract for student iPads has been paid as of February 2022 (see Function 71 above). This will equalize over the remainder of the year. Page 130 Tms page Is in ten tlonally left blank. Page 131 MUNICIPAL FISCAL & BUDGETARY POLICIES STATEMENT OF PURPOSE The overall intent of the following Fiscal and Budgetary Policy Statements is to enable the Town to achieve a long-term stable and positive financial condition. The watchwords of the Town's financial management include integrity, prudence, stewardship, planning, accountability, and full disclosure. The more specific purpose is to provide guidelines to the Town Manager and Finance Director in planning and directing the Town's day-to-day financial affairs and in developing recommendations to the Town Manger and Town Council. The scope of these policies generally span, among other issues, accounting, purchasing, auditing, financial reporting, internal controls, operating and capital budgeting, revenue management, cash and investment management, expenditure control, asset management, debt management, and planning concepts, in order to: A. Present fairly and with full disclosure the financial position and results of the financial operations of the Town in conformity with generally accepted accounting principles (GAAP), and B. Determine and demonstrate compliance with finance related legal and contractual issues in accordance with provisions of the Texas Local Government Code and other pertinent legal documents and mandates. The Town Council will annually review and approve the Fiscal and Budgetary Policy Statements as part of the budget process. II. SUMMARY OF POLICY INTENDED OUTCOMES This policy framework mandates pursuit of the following fiscal objectives: A. Operating Budget: Prepare, conservatively estimate revenues, present, and adopt the Town's annual operating plan. B. Revenues Management: Design, maintain, and administer a revenue system that will assure a reliable, equitable, diversified, and sufficient revenue stream to support desired Town services. C. Expenditure Control: Identify priority services, establish appropriate service levels, and administer the expenditure of available resources to assure fiscal stability and the effective and efficient delivery of services. D. Fund Balance/Retained Earnings: Maintain the fund balance and retained earnings of the various operating funds at levels sufficient to protect the Town's credit worthiness as well as its financial position from emergencies. E. Debt Management: Establish guidelines for debt financing that will provide needed capital equipment and infrastructure improvements while minimizing the impact of debt payments on current revenues. F. Intergovernmental Relationships: Where feasible, coordinate efforts with other governmental agencies to achieve common policy objectives, share the cost of providing governmental services on an equitable basis and support favorable legislation at the State and Federal level. Page 132 Return to Table of Contents 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 I. Fiscal Monitoring: Prepare and present regular reports that analyze, evaluate, and forecast the Town's financial performance and economic condition. J. Financial Consultants: With available resources, seek out and employ the assistance of qualified financial advisors and consultants in the management and administration of the Town's financial functions. K. Accounting, Auditing, and Financial Reporting: Comply with prevailing Federal, State and local statues and regulations. Conform to generally accepted accounting principles as promulgated by the Government Accounting Standards Board (GASB), the American Institute of Certified Public Accountants (AICPA), and the Government Finance Officers Association (GFOA). L. Capital Improvement Plan/Budget and Program: Multi -year planning, forecasting, preparation, and control of the Town's capital improvement plan/budget. M. Capital Maintenance and Replacement: Annually review and monitor the state of the Town's capital equipment and infrastructure, setting priorities for its replacement and renovation based on needs, finding alternatives, and availability of resources. N. Internal Controls: To establish and maintain an internal control structure designed to provide reasonable assurances that the Town's assets are safeguarded and that the possibilities for material errors in the Town's financial records are minimized. III. OPERATING BUDGET A. Preparation: Budgeting is an essential element of the financial planning, control and evaluation process of municipal government. The "operating budget" is the Town's annual financial operating plan. The budget includes all of the operating departments of the Town, the debt service fund, all capital projects funds, and the internal service funds of the Town. The proposed budget will be prepared with the cooperation of all Town departments and is submitted to the Town Manager who makes any necessary changes and transmits the document to the Town Council. A budget preparation calendar and timetable will be established and followed in accordance with State law. B. Revenue Estimates for Budgeting: In order to maintain a stable level of services, the Town shall use a conservative, objective, and analytical approach when preparing revenue estimates. The process shall include analysis of probable economic changes and their impacts on revenues, historical collection rates, and trends in revenues. This approach should reduce the likelihood of actual revenues falling short of budget estimates during the year and should avoid mid -year service reductions. C. Balanced Budget: As per State Law, current operating revenues, including Property Tax Reduction Sales Tax transfers (which can be used for operations), will be sufficient to support current operating expenditures. Annually recurring revenue will not be less than annually recurring operating budget expenditures (operating budget minus capital outlay). Debt or bond financing will not be used to finance current expenditures. Page 133 Return to Table of Contents D. Proposed Budget Process: a proposed budget shall be prepared by the Town Manager with the participation of all of the Town's department directors. The proposed budget shall include four basic segments for review and evaluation: (1) personnel costs, (2) base budget for operations and maintenance costs, (3) service level adjustments for increases of existing service levels or additional services, and (4) revenues. The proposed budget review process shall include Council participation in the review of each of the four segments of the proposed budget and a public hearing to allow for citizen participation in the budget preparation. The proposed budget process shall allow sufficient time to provide review, as well as address policy and fiscal issues, by the Town Council. A copy of the proposed budget shall be filed with the Town Secretary when it is submitted to the Town Council as well as placed on the Town's website. E. Budget Adoption: Upon the determination and presentation of the final iteration of the proposed budget as established by the Council, a public hearing date and time will be set and publicized. The Council will subsequently consider a resolution which, if adopted, such budget becomes the Town's Approved Annual Budget. The adopted budget will be effective for the fiscal year beginning October 1. The approved budget will be placed on the Town's web site. F. Budget Award: Each year the Council approved operating budget will be submitted annually to the Government Finance Officers Association (GFOA) for evaluation and consideration for the Award for Distinguished Budget Presentation. G. Budget Amendments: Department Directors are responsible for monitoring their respective department budgets. The Finance Department will monitor all financial operations. The budget team will decide whether to proceed with a budget amendment and, if so, will then present the request to the Town Council. If the Council decides a budget amendment is necessary, the amendment is adopted in resolution format and the necessary budgetary changes are then made. H. Central Control: Modifications within the operating categories (salaries, supplies, maintenance, services, capital, etc.) can be made with the approval of the Town Manager. Modifications to reserve categories and interdepartmental budget totals will be made only by Town Council consent with formal briefing and Council action. I. Planning: The budget process will be coordinated so as to identify major policy issues for Town Council by integrating it into the Council's overall strategic planning process for the Town. Each department shall have a multi -year business plan that integrates with the Town's overall strategic plan. J. Reporting: Monthly financial reports will be prepared by the Finance Department and distributed to and reviewed by each Director. Information obtained from financial reports and other operating reports is to be used by Directors to monitor and control departmental budget. Summary financial reports will be presented to the Town Council quarterly. K. Performance Measures & Productivity Indicators: Where appropriate, performance measures and productivity indicators will be used as guidelines to measure efficiency, effectiveness, and outcomes of Town services. This information will be included in the annual budget process as needed. Page 134 Return to Table of Contents L. Contingent Appropriation: During the budget process, staff will attempt to establish an adequate contingent appropriation in each of the operating funds. The expenditure for this appropriation shall be made only in cases of emergency, and a detailed account shall be recorded and reported. The proceeds shall be disbursed only by transfer to departmental appropriation. All transfers from the contingent appropriation will be evaluated using the following criteria: Is the request of such an emergency nature that it must be made immediately? Why was the item not budgeted in the normal budget process? Why can't the transfer be made within the department? IV. REVENUES MANAGEMENT A. Revenue Design Parameter: The Town will pursue the following optimum characteristics in its revenue system: Simplicity - The Town, where possible and without sacrificing accuracy, will strive to keep the revenue system simple in order to reduce costs, achieve transparency, and increase citizen understanding of Town revenue sources. Certainty - A knowledge and understanding of revenue sources reliability increases the viability of the revenue system. The Town will understand, to the best of its ability, all aspects of its revenue sources and their performance, as well as enact consistent collection policies to provide assurances that the revenue base will materialize according to budgets, forecasts, and plans. Equity - The Town shall make every effort to maintain equity in its revenue system: i.e. the Town shall seek to minimize or eliminate all forms of subsidization between entities, funds, services utilities, and customer classes within a utility. Administration - The benefits of a revenue source will not exceed the cost of collecting that revenue. Every effort will be made for the cost of collection to be reviewed annually for cost effectiveness as a part of the Town's indirect cost and cost of service analysis. Adequacy, Diversification and Stability - The Town shall attempt, in as much as is practical, to achieve a balance in its revenue system. The Town shall also strive to maintain a balanced and diversified revenue system to protect the Town from fluctuations in any one source due to changes in local economic conditions which adversely impact that revenue source. B. Other Considerations. The following considerations and issues will guide the Town in its revenue policies concerning specific sources of funds: Cost/Benefit of Incentives for Economic Development - The Town will use due caution in the analysis of any tax or fee incentives that are being considered to encourage economic development. A cost/benefit (fiscal impact) analysis will be performed as a part of the evaluation for each proposed economic development project. Non -Recurring Revenues - One-time or non -recurring revenues will not be used to finance on -going operational costs. Non -recurring revenues will be used only for one-time expenditures such as long-lived capital needs or one-time major maintenance projects that occur infrequently. Non -recurring revenues will not be used for budget balancing purposes except to cover the one-time expenditures described above. Investment Income - Earnings from investment of available monies, whether pooled or not, will be distributed to the funds in accordance with the equity balance of the fund from which monies were provided to be invested. PropertyTax Revenues - The Town shall endeavor to avoid a property tax by revenue diversification, implementation of user fees, and economic development. Page 135 Return to Table of Contents C. User -Based (Demand Driven) Fees and Service Charges. For services that are demand driven and can be associated with a user fee or charge, the direct and indirect costs of that service will be offset by a fee where possible. The Town staff will endeavor to prepare a review of all fees and charges annually, but not less than once every three years, in order to ensure that these fees provide for, at minimum, full cost recovery of service. D. Enterprise Fund Rates. Utility rates and rate structures for water and sewer services will be constructed to target full cost of service recovery. Annually the Town will review and adopt water and sewer utility rates and a rate structure that generates revenue sufficient to fully cover operating expenses, meet the legal restrictions of all applicable bond covenants, provide for an adequate level of working capital, and recover applicable general/administrative costs. The Solid Waste function will have rates that fully recover all costs and maintain an adequate balance. The Cemetery Fund will be structured to operate on lot sales and endowments. General and Administrative (G&A) Charges — Where feasible, G&A costs will be charged to all funds for services of indirect general overhead costs, which may include general administration, finance, customer billing, facility use, personnel, technology, engineering, legal counsel, and other costs as deemed appropriate. These charges will be determined through an indirect cost allocation study following accepted practices and procedures. E. Intergovernmental Revenues. As a general rule, intergovernmental revenues (grants) will not be utilized for on -going operating costs. Any potential grant opportunity will be examined to identify all costs related to matching and continuation of program requirements. Staff will focus on one-time grants to avoid long-term implications. If it is determined that accepting a grant with on -going cost conditions is in the interests of the Town, all the operating and maintenance costs must be included in the financial forecast and their ultimate effect on operations and revenue requirements be known. F. Revenue Monitoring. Revenues as they are received will be regularly compared to budgeted revenues and variances will be investigated. This process will be summarized in the appropriate budget report. G. Special Revenue/Educational Funds. Where feasible and practical, General and Administrative Charges (G&A) for special revenue and educational funds of the Town of Westlake will be determined on an annual basis and transfers will be made where sufficient revenue exists to cover the associated expenditures. V. EXPENDITURE CONTROL A. Appropriations —The point of budgetary control is at the department level in the General Fund and at the fund level in all other funds. When budget adjustments among Departments and/or funds are necessary, they must be approved by the Town Council. B. Current Funding Basis -The Town shall operate on a current funding basis. Expenditures shall be budgeted and controlled so as not to exceed current revenues plus the planned use of fund balance accumulated through prior year savings. (The use of fund balance shall be guided by the Fund Balance/Retained Earnings Policy Statements.) 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. Page 136 Return to Table of Contents E. Maintenance of Capital Assets -Within the resources available each fiscal year, the Town shall maintain capital assets and infrastructure at a sufficient level to protect the Town's investment, to minimize future replacement and maintenance costs, and to continue service levels. F. Periodic Program Reviews - The Town Manager shall undertake periodic staff and third -party reviews of Town programs for both efficiency and effectiveness. Privatization and contracting with other governmental agencies will be evaluated as alternative approaches to service delivery. Programs which are determined to be inefficient and/or ineffective shall be reduced in scope or eliminated. G. Salary - The Town shall strive to maintain competitive salary levels for municipal employees. A salary survey will be conducted through a sampling of surrounding and comparable municipal organizations to create a comparison. The Town will strive to maintain salary levels within three percent (3%) of the median of surveyed benchmark municipalities. H. Purchasing -The Town shall make every effort to maximize any discounts offered by creditors/vendors. Staff shall also use competitive bidding in accordance to State law, as well as intergovernmental partnerships and purchasing cooperatives to attain the best possible price on goods and services. I. Prompt Payment - All invoices will be paid within 30 days of receipt in accordance with the prompt payment requirements of State law. VI. FUND BALANCE/RETAINED EARNINGS A. General Fund Undesignated Fund Balance -The Town shall strive to maintain the General Fund undesignated minimum fund balance at, or in excess of,180 days of operation. B. Retained Earnings of Other Operating Funds -In the Utility Fund, the Town shall strive to maintain positive retained earnings positions to provide sufficient reserves for emergencies and revenue shortfalls. C. Use of Fund Balance —The Council delegates the responsibility to assign funds to the Town Manager or his/her designee. The Council shall have the authority to assign any amount of funds. Assignments may occur subsequent to fiscal year-end. The Council will utilize funds in the following spending order: Restricted, Committed, Assigned, Unassigned Fund Balance will be targeted to only be used with Council approval and can be only be used for the following: Emergencies, such as a natural disaster, pandemic, epidemic, or quarantine. 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. D. General Fund Balance Specifically- Amounts of the General Fund's Fund Balance above the 180 day minimum in the General Fund may, with Council approval, be used for the following in descending order of priority: Emergencies, and their related response and/or necessary repairs to major equipment failure or damage, such as a natural disaster, pandemic, epidemic, or quarantine. Specific capital improvement projects or be transferred to the Capital Projects Fund. Page 137 Return to Table of Contents Major maintenance projects not meeting Capital Project criteria as identified in the Adopted Budget's Capital Improvement Plan. Acquisition of technology hardware and/or software such as Geographic Information Systems (GIS), public safety technology enhancements, and fiber optic technology. Local matches on State or Federal grants. One-time (i.e. non -reoccurring) employee performance pay VII. DEBT MANAGEMENT A. Debt Issuance Analysis -All consideration of debt issuance for major capital assets will be prepared within the framework of a Council approved multi -year capital improvement plan and forecast for all Town facilities and infrastructure. B. Analysis of Debt Issuance and Debt Issuance Alternatives -Staff will explore alternatives to the issuance of debt for capital acquisitions and construction projects. These alternatives will include, but not be limited to, • grants- in- aid • use of reserves • use of either current on -going general revenues or one-time revenues • contributions from developers and others leases userfees impact fees C. Use of Debt Financing -The useful life of the asset or project shall, at a minimum, exceed the payout schedule of any debt the Town assumes. Debt financing instruments to be considered by the Town may include: General obligation bonds -These must be authorized by a vote of the citizens of Westlake. Revenue bonds - These bonds generate capital requirements necessary for continuation or expansion of a service which produces revenue and for which the asset may reasonable be expected to provide for a revenue stream to fund the debt service requirement. Certificates of obligation - These can be authorized by Council approval with debt service by either general revenues or backed by a specific revenue stream or a combination of both. Lease/purchase agreements -These shall only be used to purchase capital assets that cannot be financed from either current revenues or fund balance/retained earnings and to fund infrastructure improvements and additions. D. Assumption of Additional Debt -The Town shall not assume more tax -supported general- purpose debt than it retires each year without first conducting an objective analysis as to the community's ability to assume and support additional debt service payments. 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 Page 138 Return to Table of Contents planning and financial management. G. Sale Process -The Town shall use a competitive bidding process in the sale of debt unless the nature of the issue warrants a negotiated bid. The Town shall award bonds based on a true interest cost (TIC) basis as long as the financial advisor agrees that the TIC basis can satisfactorily determine the lowest and best bid. H. Bond Rating Agencies Presentations -Full disclosure of operations and open lines of communication shall be made to the bond rating agencies. Town staff, with assistance of financial advisors, shall prepare the necessary materials and presentation to the bond rating agencies. I. Continuing Disclosure - The Town is committed to continuing disclosure of financial and pertinent credit information relevant to the Town's outstanding securities. J. Debt Refunding - Town staff and the financial advisor shall monitor the municipal bond market for opportunities to obtain interest savings by refunding outstanding debt. As a general rule, the present value savings of a particular refunding should exceed 3.5% of the refunded maturities. Vill. 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 developingjoint 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. 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. Page 139 Return to Table of Contents 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. 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. B. Compliance with Council Policy Statements - The Fiscal and Budgetary Policies will be reviewed annually by the Council and updated, revised or refined as deemed necessary. Policy statements adopted by the Council are guidelines, and occasionally, exceptions may be appropriate and required. However, exceptions to stated policies will be specifically identified, and the need for the exception will be documented and fully explained. XII. FINANCIAL CONSULTANTS To employ the assistance of qualified financial advisors and consultants as needed in the management and administration of the Town's financial functions. These areas include but are not limited to investments, debt administration, financial accounting systems, program evaluation, and financial impact modeling. Advisors shall be selected on a competitive basis using objective questionnaires and requests for proposals based on the scope of the work to be performed. XIII. ACCOUNTING, AUDITING, AND FINANCIAL REPORTING To comply with prevailing local, state, and federal regulations relative to accounting, auditing, and financial reporting. Accounting practices and financial reporting shall conform to generally accepted accounting principles as promulgated by the Governmental Accounting Standards Board (GASB), the American Institute of Certified Public Accountants, (AICPA), and the Government Finance Officers Association (GFOA). The Board shall select an independent firm of certified public accountants to perform an annual audit of all operations A. Accounting —The Town is solely responsible for the recording and reporting of its financial affairs, both internally and externally. The Town's Finance Director is responsible for establishing the structure for the Town's chart of accounts and for assuring that procedures are in place to properly record financial transactions and report the Town's financial position. Page 140 Return to Table of Contents 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. 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. Page 141 Return to Table of Contents XV. CAPITAL MAINTENANCE AND REPLACEMENT The Town recognizes that deferred maintenance and not anticipating capital replacement needs increases future capital costs. Annually, available funds will be evaluated during the budget process and a percentage of each operating fund's budget will be recommended to the Council for transfer. Upon approval by the Council, the recommended amount will be transferred to the appropriate funds (General/Utility/Vehicle Maintenance Replacement Fund) for major maintenance and replacement of street, building roof, flooring, air conditioning, equipment, etc. XVI. INTERNAL CONTROLS A. Written Procedures -Whenever possible, written procedures will be established and maintained by the Finance Director for all functions involving purchasing, cash handling and/or accounting throughout the Town. These procedures will embrace the general concepts of fiscal responsibility set for in this policy statement. B. Department Directors' Responsibilities - Each department director is responsible for ensuring that good internal controls are followed throughout his/her department, that all directives or internal controls are implemented, and that all independent auditor internal control recommendations are addressed. Departments will develop and periodically update written internal control procedures. XVI I. 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 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 Page 142 Return to Table of Contents 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. Page 143 Return to Table of Contents MUNICIPAL 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. Page 144 Return to Table of Contents The authorized investment purchased will be of the highest credit quality and marketability supporting the objectives of safety and liquidity. Securities, when not matched to a specific liability, will be short term to provide adequate liquidity. The portfolio shall be diversified to protect against market and credit risk in any one sector. The maximum weighted average maturity of the portfolio will be no more than 180 days and the maximum stated maturity of any security will not exceed two years. The funds are combined for investment purposes but the unique needs of all the funds in the portfolio are recognized and represented. Effective cash management is recognized as essential to good fiscal management. Cash management is defined as the process of managing monies in order to ensure maximum cash availability. The Town shall maintain a cash management program which includes timely collection of accounts receivable, prudent investment, disbursement of payments within invoice terms and the management of banking services. IV. LEGAL LIMITATIONS, RESPONSIBILITIES AND AUTHORITY Specific investment parameters for the investment of public funds in Texas are stipulated in the Public Funds Investment Act, Chapter 2256, Texas Government Code, (the "Act"). The Act is attached as Exhibit A. The Public Funds Collateral Act, Chapter 2257, Texas Government Code, specifies collateral requirements for all public funds deposits. The Collateral Act is attached as Exhibit B. The Interlocal Cooperation Act, Chapter 791, Texas Government Code, authorizes local governments in Texas to participate in a Texas investment pool established thereunder. V. DELEGATION OF INVESTMENT AUTHORITY The Town Manager or their designee, 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. Page 145 Return to Table of Contents VI. PRUDENCE The standard of prudence to be used in the investment function shall be the "prudent person" standard and shall be applied in the context of managing the overall portfolio. This standard states: "Investments shall be made with judgment and care, under circumstances then prevailing, which persons of prudence, discretion, and intelligence exercise in the management of their own affairs, not for speculation, but for investment, considering the probable safety of their capital as well as the expected income to be derived." Limitation of Personal Liability - The Investment Officer and those delegated investment authority, when acting in accordance with the written procedures and this Policy and in accord with the Prudent Person Rule, shall be relieved of personal liability in the management of the portfolio provided that deviations from expectations for a specific security's credit risk or market price change are reported in a timely manner and that appropriate action is taken to control adverse market effects. VII. INTERNAL CONTROLS The Investment Officer shall establish a system of written internal controls which will be reviewed annually with the independent auditor of the Town. The controls shall be designed to prevent loss of public funds due to fraud, employee error, and misrepresentation by third parties, or imprudent actions by employees of the Town. Vill. 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. Page 146 Return to Table of Contents 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. 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 COLLATE RALIZATI ON 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. Page 147 Return to Table of Contents Authorized collateral will include only: Obligations of the US Government, its agencies and instrumentalities to include mortgage backed securities which pass the bank test, Municipal obligations rated at least A by two nationally recognized rating agencies. The custodian shall be required to provide original safekeeping receipts clearly marked that the security is pledged to the Town. XII. REPORTING The Investment Officer shall submit quarterly reports to the Council containing sufficient information to permit an informed outside reader to evaluate the performance of the investment program and in full compliance with the Act. At a minimum the report shall contain: Beginning and ending market value of the portfolio by market sector and total portfolio Beginning and ending book value of the portfolio by market sector and total portfolio Change in market value during the period Detail on each asset (book, market, description, par ad maturity date) Earnings for the period Overall weighted average maturity of the portfolio The report will be prepared jointly by all involved in the investment activity and be signed by the Investment Officer. It will contain all elements as required by the Act and be signed by the Investment Officers as in compliance with the Act and this Policy. Market prices for assignment of market values will be obtained from an independent source. The three month Treasury Bill average yield for the reporting period will be reported as a gauge of performance and risk. XIII. DEPOSITORIES The Town will designate one banking institution through a competitive process as its central banking services provider at least every five years. This institution will be used for normal banking services including disbursements, deposits, and safekeeping of Town owned securities. Other banking institutions from which the Town may purchase only certificates of deposit will also be designated as a depository. All banking arrangements will be in written form in accordance with FIRREA which requires a resolution of approval of the agreement by the Bank Council or Bank Loan Committee. XIV. INVESTMENT POLICY ADOPTION BY COUNCIL The Town's Investment Policy and its incorporated strategies shall be adopted by ordinance annually by the Council. Page 148 Return to Table of Contents EMPLOYEE PAY PLAN POLICY SCOPE OF PURPOSE The purpose of this policy is to set out the philosophy, purpose, and intent of the Town of Westlake's pay system for municipal employees. The Town of Westlake's mission is "to be a unique community, blending preservation of our natural environment and viewscapes, while serving our residents and businesses with superior municipal and academic services that are accessible, efficient, cost-effective, and transparent." The Town of Westlake believes that market -based salary, in combination with employee competence and their overall contribution to the Town's success, should largely determine their compensation and career advancement opportunities. The philosophy and objectives of this pay policy are as follows: First, the Town's pay system should be internally equitable. It must ensure that pay ranges of each position within our organization reflects the value of comparable positions within our organization. In order to achieve this, we must pay employees fairly compared to their coworkers, and employees must also perceive that they are paid fairly compared to their coworkers. 2. Second, The Town's pay system must be externally competitive in the marketplace, so that the Town of Westlake support or strategic outcome objective to attract, recruit, and retain highly qualified employees who are vital to accomplishing the organization's vision and mission. 3. Third, to be motivational to our employees, providing the opportunity for future pay increases based upon individual work performance and development of job -related skills and competencies. II. DEFINITION With these objectives in mind, the Town's municipal compensation plan is a broad band pay system. A broad band pay system is markedly different than the traditional "step -in -grade" pay system. A broad band pay system is one that structures pay utilizing two primary steps. 1. First, the responsibilities and qualifications required of each position are analyzed. 2. Second, using this position analysis, pay for these positions are surveyed against the market to create a broad set of occupation groups that become the pay bands. Each pay band has a minimum, mid -point, and a maximum rate of pay; however, within each band there is flexibility for hiring and provision of performance pay. Utilization of a broad band pay system by an organization is intended to: • Reward employees for positive behaviors that contribute to the effectiveness of the Town's service delivery to our stakeholders; Page 149 Return to Table of Contents Assist the Town in fulfilling its vision and mission by offering increased opportunities for career advancement and recognition of the Town's municipal employees; Provide the organization's leadership greater flexibility with a pay system that can be used to adjust to changes in market conditions, enhance hiring practices, and reward outstanding performance; Adjust to changes in market conditions as it relates to increases in pay for groups of employees within each band; ensuring the Town's pay system remains competitive to the comparable market. III. IMPLEMENTATION AND MAINTENANCE OF THE PAY PLAN For its first year of implementation (FY 16-17), most employees will be placed within the established pay band for their position at their current rate of pay, with up to a three (3) percent market adjustment of the employee's base pay rate. To promote internal equity, positions that have surveyed further below market may receive a higher market adjustment, at the discretion of their supervisor. In the fiscal years following FY 16-17, depending on market survey results and availability of funding, the municipal broad band pay system may have both a market adjustment and performance pay component, as defined below. IV. CLASSIFICATION AND PAY BAND PLACEMENT The following criteria will be used when classifying positions to determine band placement: • Nature or type of work performed • Level of responsibility • Impact of position on the organization • Reporting relationships • Scope of duties • Complexity of work • Supervision received and/or exercised • Knowledge, skills, and abilities (KSAs) required to perform required job duties. Factors that will not be considered in classifying a position: • Incumbent of the position • Performance of the employee or incumbent • Longevity of the employee or incumbent in position • Qualifications of the employee or incumbent that are not required by the position Employee pay progression within a band can occur if there is a market adjustment approved for that band. Progression in a band can also occur if an employee's job performance, as determined by review of job performance, results in a performance pay increase. Pay progression is defined as movement within a band that increases the employee's pay on an on- going basis. Other instances that can create employee progression in a pay band include: • Promotion Significant increase in job skills, job -related education or training or competencies Position reclassification: These instances can only occur after proper analysis and with criteria established by the Human Resources Department and approved by the Town Manager or their designate. Page 150 Return to Table of Contents V. PAY PLAN PARAMETERS In order to successfully practice this pay philosophy using this policy, as well as reach our objectives, the Town will use the following parameters to utilize this pay system: Internal Equity a. In order to maintain accurate position classifications, the Town of Westlake will conduct a position analysis of 1/3 (one-third) of the organization's positions each year. This ensures that all positions are reviewed on a rolling three-year basis. b. Upon review of the position analysis by the Director of Human Resources, and with the approval of the Town Manager or their designee, position classifications may be adjusted to a new band. This can occur if a new position classification is created, or if the duties, roles, and responsibilities have substantially evolved, resulting in a position that is greater similarity to another classification band. Performance Pay a. On -going performance pay may be awarded to individuals or teams who, as determined in their performance evaluation, have clearly gone "above and beyond" their traditional roles, job duties, and assignments over the evaluation period. b. Performance pay is awarded through the review process and the established criteria outlined by the HR department c. One-time performance pay may be offered to employees or teams who, based on performance evaluation, have been determined to have gone above and beyond expectations. One-time performance pay is a lump -sum, one-time payment and will not impact the base pay of the employee and will not move their pay within their position's assigned band. All performance pay, whether on -going or one-time adjustments, is dependent upon the availability of financial resources. Market -Based Pay a. The Town of Westlake will conduct a biannual market salary study in the spring prior to budget preparation for the upcoming fiscal year. b. Depending on the results of the market study, and if funds are available, all or some of the salary bands will be proposed to the Town Council for adjustment based upon the results of the biannual market salary study. Proposed adjustments to any pay band will not be proposed unless the market study indicates bands have increased by 2.5% or more. c. Employee salaries may receive a market adjustment if their current salary has shifted to become less than 97.5% of the market average. d. All new hires will be placed at the minimum rate of their band, unless a hiring manager recommends placement at a higher rate. This must be reviewed first by the Human Resources Department and approved by the Town Manager or their designee. Generally, new hires proposed to be paid higher than band minimum may be brought into the pay system within 3% above or below a band's midpoint; however, exceptional qualifications and experience of the new hire must be demonstrated by the hiring department to the Human Resources Department and the Town Manager for this to be approved. e. All market adjustments are dependent upon available financial resources. f. The market value for positions within the Town of Westlake will be determined biannually through the completion of a survey of comparison communities identified by staff and approved by the Town Council. Page 151 Return to Table of Contents g. Employees with base compensation within 3% of the market average are considered to be "at market." h. Positions currently at or above the market will not qualify for any market -based adjustment, and will remain at their current rate of pay. i. If the market rate for a position declines, the salary of position holders will not be negatively impacted, but they will not receive any market -based adjustments. j. Market adjustments will impact the base pay of the employee and may only be applied if the Town of Westlake has adequate financial resources available to fund the adjustments. VI. BROADBAND CLASSIFICATIONS BAND KIND TITLE SUB KIND TITLE BAND Policy Top 10 Coordinating Town Manager E Making Management 9 Policy Asst. Town Manager Senior 8 Coordinating Director D Programming Management 7 Programming Asst. Director Middle 6 Coordinating Dept. Manager C Interpretive Management 5 Interpretive Superintendent 4 Coordinating Supervisor B Routine Skilled 3 Routine Technician Semi 2 Coordinating Coordinators A Automatic Skilled 1 Automatic Engineers O Defined Unskilled 0 Defined Laborers VII. DEFINITIONS FOR THE BANDS ARE AS FOLLOWS: • "BAND E" POLICY DECISION - These decisions are associated with board level management and involve guiding the organization as a whole through policy development, setting the overall direction, and tone of the organization. Restrictions to these decisions are often only limited by the laws of the state (Paterson, 1972). • "BAND D" PROGRAMMING DECISION - These decisions are typically made by senior management or department directors and are generally tasked with executing the organization's policy through strategy development. Establishing guidelines by which further decisions are made. A typical senior management decision is made at the organizational or department level. For instance, the decision on how to set up the organization's network infrastructure is usually determined by management, while the decision to upgrade is based on policy (Paterson, 1972). Page 152 Return to Table of Contents "BAND C" INTERPRETIVE DECISIONS - Middle management who have constraints placed upon them by them by senior management. These are usually made by business unit managers, such as a budget manager or project research analyst. Once overall strategy is developed by the senior managers, the middle managers decide how to utilize resources in order to meet deadlines. The unit manager should always know why certain staff members have been assigned to a particular job and may have to interpret situations not currently covered by rules or guidelines (Paterson, 1972). "BAND B" ROUTINE DECISIONS - Skilled supervisors know the "how", the "where", and the "when" to set up equipment, systems, and are aware of the rules that govern these processes. They can decide which process is to be used in order to carry out the interpretive decisions as they have a firm handle on operations. For example, a billing clerk knows how to complete the utility billing process, including the way in which entries have to be made, as they have the book of rules and regulations to refer to as needed (Paterson, 1972). "BAND A" AUTOMATIC DECISIONS - Each process is a cycle of operations. The process is decided by the supervisor who then sets up the process or the "how" of the task at hand. This is generally accomplished by a semi -skilled individual who completes the task as outlined, within the constraints of the process. This individual can decide where and when to carry out the operations needed for the task (Paterson, 1972). "BAND O" DEFINED DECISIONS - "Band O" decisions are rarely seen in an organization. These decisions are those involving speed of completion of a task, and are usually left to unskilled, entry level, nonexempt employees (Paterson, 1972). Page 153 Return to Table of Contents VEHICLE MAINTENANCE & REPLACEMENT POLICY The Town recognizes that deferred maintenance and not anticipating capital replacement needs increases future capital costs. Annually, available funds will be evaluated during the budget process and a percentage of each operating fund's budget will be recommended to the Council for transfer. Upon approval by the Council, the recommended amount will be transferred to the appropriate funds (General or Utility Maintenance Replacement Fund) for major maintenance/ replacement of street, building roof, flooring, air conditioning, equipment, etc. The Town of Westlake owns, operates, and maintains a number of vehicles. To provide a fiscally responsible vehicle and equipment replacement policy that enables the Town to maximize vehicle and equipment utilization, while maintaining the Town's desired public image and high -quality program of services for our residents. Therefore, the Town of Westlake will maintain a Vehicle and Equipment Replacement and Depreciation Schedule; said schedule will be maintained by the Finance Department. Vehicle and equipment replacement criteria will be developed according to each items anticipated useful service life. Typically, this is based upon the type or "category" of the vehicle/equipment and its usage. Each item will be surveyed annually and assigned a score based upon the Point Range and Guideline document. A vehicle will be replaced according to the established criteria unless the Department Head(s) and the Town Manager's office determine that: 1) mechanical failure or vehicle damage warrants earlier replacement, or 2) the vehicle is still serviceable and may serve additional years beyond its original anticipated service life. Funding for vehicle/equipment replacement should be incrementally allocated from department operating funds to a restricted Capital Maintenance and Replacement Fund, subject to funding availability on an annual basis. Future vehicle/equipment replacements should be funded from this restricted fund, which receives accumulated operating fund transfers based upon the Vehicle and Equipment Depreciation Schedule. Funding will consist of an annual set -aside based upon a straight-line depreciation for each vehicle over the course of its useful life and budgeted as part of the annual budget development process. Depreciation fees should commence the same fiscal year of each new and replacement vehicle/equipment purchase. Likewise, depreciation expenses should be expensed from the respective department operating budget and deposited into the Capital Maintenance and Replacement Fund. Depreciation expenses shall continue through the service life of the new vehicle/equipment and shall cease upon retirement of said vehicle/equipment. REPLACEMENT AND DEPRECIATION GUIDELINES Purpose - To provide a fiscally responsible vehicle and equipment replacement and depreciation policy, which will enable the Town of Westlake to maximize asset utilization while maintaining a positive public image and being fiscally responsible in our budgeting and fleet replacement programs. Page 154 Return to Table of Contents Policy - Replacement criteria for Town -owned vehicles and equipment will depend primarily on a point system, which is based upon the following factors: ■ Age ■ Miles/Hour Usage ■ Type of Service ■ Reliability ■ Maintenance and Repair Costs (not to include incident repairs) ■ Condition Point Range Chart Note: The Town may decide to retain a vehicle beyond the stated criteria after an evaluation of anticipated usage, repairs and operating costs. Each Town vehicle and small equipment have been placed in a specific category (as listed below) in order to allow for uniformity in our replacement standards. Category "A" - This category consists of the one (1) 18-passenger and one (1) 20-passenger school bus. The life span for school bus is 10 years. The Fire Department which includes engines, ladder truck, ambulances, and attack truck which are used primarily as a front-line response vehicle. The front-line life -span of the Engine is 15 years and has a reserve life -span for additional five years. The ambulance front-line life -span is seven years and has a reserve vehicle life -span for additional seven. The Town currently has one (1) Engine, one (1) Attack Truck and two (2) Ambulances. Category "B" - This category consists of Maintenances and Public Works vehicles which are used to serve the public on a day-to-day basis and pull trailers. Due to the heavy use, these vehicles may be scheduled for replacement at 100,000 miles provided the maintenance cost is considerably higher than vehicles of the same type. The Town currently has two (2) Public Works trucks. Category "C" - This category consists of all other cars and pickups, which include administration pool car, building inspection truck, warrant officer public safety vehicle. These vehicles are generally assigned to a designated staff member and should not be replaced earlier than 100,000 miles provided the maintenance cost is considerably higher than vehicles of the same type. Category "D" - This category consists of other off -road equipment (mule and mowers) that are used to serve the public on an "as needed" basis. Replacement of this category may be made after 2,500 operating hours, or provided the maintenance cost is considerably higher than equipment of the same type. The Town currently has one (1) Kawasaki utility vehicle and (1) mower. Category "E" - This category consists of light equipment (weed -eaters, chain saw and pumps, generators, trailers, and other small hand -operated equipment) which are used to serve the public on an "as needed" basis. Replacements in this category may be made after the total maintenance cost exceeds the original purchase price of a particular piece of equipment. The cost of upgrading a piece of equipment will be the responsibility of the operating division. The Town currently has one weed -trimmer, chain saw, blower, small generator and a trailer. Page 155 Return to Table of Contents GUIDE FOR EARLY REPLACEMENT OF TOWN -OWNED VEHICLES Early Replacement - The consideration of early replacement of a vehicle often arises when major expenditures are necessary to restore it to a safe operating condition (e.g., major component failure or incident damage). The economic effect of such repairs cannot be avoided because the cost to the Town is normally about the same whether the vehicle is sold in un-repaired condition or restored to repaired condition. However, replacement prior to the normal criteria for vehicles will result in an acceleration of all future replacement cost cycles required to satisfy a continuing vehicle need. This acceleration of cost cycles causes a sizable increase in the total present value cost of all fixture cycles and should be avoided whenever possible. Major vehicle repairs should always be made, with two exceptions: 1. Major expenditures for repair should not be made when the cost of the repair plus the vehicle salvage in un-repaired condition exceeds its wholesale value in repaired condition. 2. Major deferrable expenditures should not be made when a vehicle is in the final six months of its retention cycle. During this period, the penalty for early replacement is small and, therefore, the vehicle should be replaced rather than repaired. Depreciation Formula - Current acquisition price of each vehicle divided by the utilization cycle mileage or total maintenance cost) will provide the yearly depreciation allowance. EXAMPLE A — Vehicles • Mileage: $30,000 vehicle divided by the target replacement cycle of 100,000 miles will give you a depreciation cost of $.30 per mile. • $0.30 times the number of miles (20,000) the vehicle was driven the previous year will give you the yearly depreciation amount $6,000. EXAMPLE B — Small Equipment • Maintenance Cost: depreciate the original purchase price by 15% peryear, for power hand tools, trailers, etc. Replace the item only when the maintenance cost reaches the original purchase price. Point Ranges for Replacement Consideration 20 points & under Excellent Do not replace 21 to 25 points Very Good Re-evaluate for the following year's budget 26 to 31 points Fair Qualifies for replacement if M/R cost exceed 60% of cost 32 to 37 points Poor Replacement if budget allows Above 38 points failed Needs priority replacement Page 156 Return to Table of Contents Point range and guidelines for Category "B" and "C" Age Usage 1 Each 10,000 miles of usage Type of 1 Standard sedans, SUV's and pickups Service 2 Each year of chronological age 3 Vehicles that pulls trailer, haul heavy loads and continued off -road usage 4 Any vehicle involved in ice or snow removal or road treatment 1 In shop one time within 3-month time period, no major breakdowns/roadside Reliability assistance call with 3-month period Preventive 2 In shop one time within three-month time period, 1 breakdown/ roadside Maintenance assistance call within 3-month period Work Not 3 In shop, more than once within 3-month time period, 1 or more Included breakdown/roadside assistance call within same period 4 In shop, more than twice within one -month time period, 1 or more breakdowns/roadside assistance call in same time period 5 Two or more breakdowns within one -month time period M&R Cost 1 Maintenance cost are less than or equal to 20% of replacement Incident 2 Maintenance cost are 21-40% of replacement cost Repair Not 3 Maintenance cost are 41-60% of replacement cost Include 4 Maintenance cost are 61-80% of replacement cost 5 Maintenance cost are greater than or equal to 81% of replacement cost Condition 1 No visual damage or rust 2 Minor imperfections in body and paint, interior fair (no rips, tears, burn) 3 Noticeable imperfections in body and paint surface, minor rust, minor damage for add -on equipment, won interior (one or more rips, tears, burns). 4 Poor paint and body condition, rust (holes), interior (rips, tears, burns, cracked dash) and major damage for add -on equipment 5 Previous accident damage, poor paint and body condition, rust (holes), interior (rips, tears, burns, cracked dash) and major damage for add -on equipment Page 157 Return to Table of Contents 0-20 Excellent Do not replace ' 21-25 Very Good Re-evaluate for next year' budget (5-year forecast) 26-31 Good Qualifies for replacement this year if M/R cost exceed 60% of cost 32-37 Fair Qualities for replacement this if budget allows 38+ Poor Needs priority Below are two examples on how the point range and guidelines for Category "B" and "C" would work. Description� Year 1999 26 points Type Crown Victoria Passenger Car 1 point Mileage 64,000 6 points Maintenance Repair driver side window motor 2 points Condition Poor paint and body condition, hail damage, rust 5 points spots, small dents, interior - rips, tears, stains, cracking on seat covers A Staff recommendation = Replacement this year Year 2005'W 14 points Type Silverado F150 extended cab truck 1 point Mileage 4% 35,000 3 points Maintenance low 1 points Condition A Very good exterior and interior condition �� 1 points lotal Points�.. Staff recommendation = Include the replacement cost in the five-year forecast Page 158 Return to Table of Contents